HomeMy WebLinkAbout2009-1-07
B OARD OF SUPERVISORS
T E N T A T I V E
JANU ARY 7, 2009
9:00 A.M., AUD ITORIUM
C OUNTY OFFICE BUILDIN G
1. Call to Order.
2. Pledge of Allegiance.
3. Moment of Silence.
Annual Organization
4. Election of Chairman.
5. Election of Vic eC hairman.
6. Appointment of Clerk and Senior Deputy Clerk.
7. Set Meeting Times, Dates and Places for Calendar Year 2009.
8. Set Dates for Hearing Zoning Text Amendments Requested by Citizens.
9. Rules of Procedure, Adoption of.
10. Boards and C ommissions Policy , Adoption of.
11. From the Board: Matters Not Lis ted on the Agenda.
12. From the Public: Matters Not Listed for Public Hearing on the Agenda.
13. Consent Agenda (on next sheet).
10:00 a.m. – Information Items:
14. Department of Social Services Advisory Board Annual Report, C laude Foster.
10:15 a.m. – A ction Items:
15. Charlottesville Free C linic/Health Department Proposal.
16. Crozet Master Plan Five Year Update.
17. Economic Opportunity Fund Guidelines and Proposals.
18. Closed Meeting.
19. Certify Closed Meeting.
20. Boards and Commissions:
a. Vacancies/Appointments.
2:00 p.m. – Transportation Matters
21. a. VDoT Monthly Report.
b. Transportation Matters not Listed on the Agenda.
2:30 p.m. – Public H earings:
22. Virginia Community Development Block Grant Program To solicit public input on local housing and
c ommunity development needs in relation to the C ommunity D evelopment Block Grant (CDBG) funding
available to the C ounty.
23. Route 20 Visitor's C enter To consider the conveyance to the C ity of Charlottesville of a onehalf interest
in property owned by Albemarle C ounty, know n as TMP 7715B (consisting of 5.911 acres, together with
improvements, located at the southw est quadrant of the interc hange of Interstate Route 64 andState Route
20, formerly housing the Monticello Visitor’s C enter and an information center for the Charlottes ville
Albemarle Conv ention & Visitors’ Bureau), and the joint convey ance by the County and City of the entire
interest in that property to the State Board for C ommunity C olleges.
24. Request to grant sanitary sewer line easement across Belvedere Boulevard To cons ider granting a
permanent sewer line easement to the Albemarle C ounty Service Authority ac ross property owned by
Albemarle County known as Belv edere Boulevard, located approximately 0.25 miles north of East R io
R oad. This eas ement is neces sary to allow the Albemarle C ounty Service Authority to maintain and
operate a sanitary sew er line.
25. Ivy C reek Natural A rea (ICNA) Tenant House Lease To consider the approval of a proposed
Lease Agreement for the tenant house located in the Ivy Creek Natural Area Park. The property is
jointly owned by the County of Albemarle and the City of Charlottesville and the house is leas ed to
tenants who ass ist in maintenance of the Park.
26. ZTA 200800003 Administrative Waivers – Amend Sections 4.2.5, Modification or waiver; 4.7,
R egulations governing open space, 4.7.1, Open space, intent, 4.7.2, Uses permitted in open space, 4.7.3,
Open space, des ign requirements, 4.7.4, Ownership of open s pace; 21.7, Minimum yard requirements, and
its untitled subsections 21.7.1, 21.7.2 and 21.7.3; 26.10, Minimum yard requirements, and its untitled
s ubsections 26.10.1, 26.10.2, and 26.10.3; 32.2, W hen required, and its untitled subsections 32.2.1 and
32.2.2; and add Section 4.2.5, Modification or waiver, of Chapter 18, Zoning, of the Albemarle County
C ode. This ordinance would add Section 2.5 to establish a s tandard procedure for w aivers by the agent of
c ertain requirements of Sections 4.2.5, 4.7, 21.7, 26.10 and 32.2; amend Sec tion 4.2.5 to establish
procedures for waivers of certain requirements of Section 4.2 by the commission and the agent; amend
Section 4.7 and its subsections regarding regulations governing open space; amend Section 21.7 and its
s ubsections regarding minimum yard requirements in commercial zoning dis tric ts and authoriz ed waivers;
Section 26.10 and its subsections , regarding minimum yard requirements in industrial zoning districts and
authorized waivers; and Section 32.2 and its subsections, regarding when a site plan is required and
authorizing waivers of the site plan requirement.
27. Work Session: C PA2008004. Economic Dev elopment Polic y Update (deferred from D ecember 3,
2008).
28. From the Board: Matters Not Lis ted on the Agenda.
29. Adjourn.
C O N S E N T A G E N D A
FOR APPR OVAL:
13.1 Approval of Minutes:
13.2 FY 2009 Appropriations.
13.3 Resolution Regarding the Commonw ealth’s FY 20092010 Budget Shortfall.
13.4 Resolution to ac cept road(s) in Woodlands Subdivision into the State Secondary System of
H ighw ays.
13.5 Resolution to ac cept road(s) in Fishing Creek Subdivision into the State Secondary System of
H ighw ays.
13.6 Resolution to ac cept road(s) in Fontana Subdiv ision, Phase 4B, into the State Secondary Sy stem of
H ighw ays.
13.7 Voluntary Early Retirement Incentive Program (VER IP) – Amendment of Pers onnel Policy §P63,
Retirement.
FOR IN FORMATION:
13.8 Competitive Swimming Funding R equests.
13.9 Copy of letter dated December 11, 2008 from Brandon D. Kiracofe, Environmental Engineer Senior,
D epartment of Environmental Quality, to Kenneth C. Boyd, Chairman, re: Reissuance of VPDES Permit
N o. VA0025470, Scottsville WW TP.
13.10 Letter dated December 10, 2008 from Todd P. Haymore, Commissioner, D epartment of Agric ulture and
C onsumer Services, to Ella W . Jordan, Clerk, re: designation of Albemarle County as a primary natural
disaster area due to losses caused by drought and excessive heat during 2008 crop year.
13.11 C opy of letter dated D ecember 17, 2008 from Francis H. Mac Call, Senior Planner, to Duane Zobrist, Zobrist
Law Group, LLC, re: LOD20080020 – OFFICIA L DETERMIN ATION OF DEVELOPMENT R IGH TS – Tax
Map 102, Parcel 38JH; Tax Map 103, Parcel 16B; Tax Map 103, Parcel 16D; Tax Map 113, Parcel 2A
(Property of Matthew Richard Singleton & Elizabeth St Cloud Muse Living Trust) – Scottsville
Magisterial District.
Ret urn t o Top of Agenda
Ret urn t o Board of Superv isors Home P age
Ret urn t o Count y Home Page
MEMORANDUM
TO: Members of the Board of Supervisors
FROM: Ella W. Jordan, CMC, Clerk
DATE: December 22, 2008
RE: Agenda for Annual (Organizational) Meeting of January 7, 2009
Agenda Item No. 6. The Code of Virginia, in Section 15.21538, states that "The governing body of every locality in this Commonwealth shall appoint a qualified person,
who shall not be a member of the governing body, to record the official actions of such governing body.” Ella W. Jordan and Meagan Hoy expresses a desire to be
reappointed as Clerk and Senior Deputy Clerk, respectively. These positions are reappointed annually.
Return to regular agenda
__________
Agenda Item No. 7. Section 15.21416 of the Code states that "The days, times and places of regular meetings to be held during the ensuing months shall be
established at the first meeting which meeting may be referred to as the annual or organizational meeting; however, if the governing body subsequently prescribes any ...
day or time other than that initially established, as a meeting day, place or time, the governing body shall pass a resolution as to such future meeting day, place or time.
The governing body shall cause a copy of such resolution to be posted on the door of the courthouse or the initial public meeting place and inserted in a newspaper
having general circulation in the county or municipality at least seven days prior to the first such meeting at such other day, place or time...."
Should the Board wish to continue with the schedule adopted last year for its regular meetings, the Board needs to adopt a motion to set the meeting times, dates and
places for Calendar Year 2009 as follows: first Wednesday of the month 9:00 a.m., and the second Wednesday of the month 6:00 p.m., with said meetings to be held
in the County Office Building on McIntire Road. Consistent with this schedule, the meeting dates for January 2010 shall be January 6 and January 13, 2010.
Return to regular agenda
__________
Agenda Item No. 8. Section 33.10.2 of the Zoning Ordinance states that the Board of Supervisors shall consider zoning text amendment petitions by property owners at
specified intervals of three months. The dates requested for these hearings for 2009 are September 9 and December 9, 2009 and March 10, and June 9, 2010. A motion
is required to set these dates which are then advertised in the newspaper.
Return to regular agenda
__________
Agenda Item No. 9. A copy of the Board’s current Rules of Procedure is included with this agenda item for your review.
Rules of Procedure
Return to regular agenda
__________
Agenda Item No. 10. A copy of the Board’s current Boards and Commissions Policy is included with this agenda item for your review.
Boards and Commis sions' Polic y
Return to regular agenda
__________
Agenda Item No. 20. A copy of an updated appointment list is included with this agenda item.
Return to regular agenda
RULES OF PROCEDURE
ALBEMARLE BOARD OF COUNTY SUPERVISORS
A. Officers
1. Chairman. The Board at its annual meeting shall elect a C hairman who, if present, shall preside at
such meeting and at all other meetings during the year for which elected. In addition to being
presiding officer, the Chairman shall be the head official for all the Board’s official functions and for
ceremonial purposes. He shall hav e a vote but no v eto. (Virginia Code Sections 15.2‑1422 and
15.2‑1423)
2. Vice‑C hairman. The Board at its annual meeting s hall also elect a Vic e‑C hairman, who, if present,
shall preside at meetings in the absence of the Chairman and shall discharge the duties of the
Chairman during his absence or disability. (Virginia Code Section 15.2‑1422)
3. Term of Offic e. The C hairman and Vic e‑C hairman s hall be elected for one‑year terms; but either or
both may be re‑elected for one or more additional terms . (Virginia Code Section 15.2‑1422)
4. Absence of Chairman and ViceChairman. If the Chairman and Vic e Chairman are absent from any
meeting, a present member shall be chosen to act as Chairman.
B. Clerk and Deputy C lerks
The Board at its annual meeting shall designate a Clerk and one or more Deputy Clerks who shall serve at
the pleasure of the Board. The duties of the C lerk shall be those set forth in Virginia Code Sec tion 15.
2‑1539 and such additional duties set forth in resolutions of the Board as adopted from time to time.
(Virginia Code Section 15.2‑1416)
C. Meetings
1. Annual Meeting. The first meeting in J anuary held after the newly elected members of the Board
shall have qualified, and the first meeting held in January of each succeeding year, shall be known
as the annual meeting. At such annual meeting, the Board shall establish the days, times, and
places for regular meetings of the Board for that year. (Virginia Code Section 15.21416)
2. Regular Meetings. The Board shall meet in regular session on such day or days as has been
establis hed at the annual meeting. The Board may subsequently es tablish different days, times, or
places for such regular meetings by pass ing a resolution to that effect in accord with Virginia Code
Section 15.2‑1416. If any day establis hed as a regular meeting day falls on a legal holiday, the
meeting scheduled for that day s hall be held on the next regular business day without action of any
kind by the Board. (Virginia Code Section 15.2‑1416)
If the Chairman (or Vice C hairman, if the Chairman is unable to ac t) finds and dec lares that weather
or other conditions are suc h that it is hazardous for Board members to attend a regular meeting,
such meeting shall be continued to the next regular meeting date. Such finding shall be
communic ated to the members of the Board and to the press as promptly as poss ible. All hearings
and other matters previously advertised shall be conducted at the continued meeting and no further
advertisement shall be required. (Virginia Code Section 15.2‑1416)
Regular meetings, w ithout further public notice, may be adjourned from day to day or from time to
time or from place to place, not beyond the time fixed for the next regular meeting, until the
busines s of the Board is complete. (Virginia C ode Section 15.2‑1416)
3. Special Meetings. The Board may hold special meetings as it deems necessary at such times and
places as it deems convenient. A special meeting may be adjourned from time to time as the Board
finds necessary and c onv enient. (Virginia Code Section 15.2‑1417)
A special meeting s hall be held when called by the Chairman or requested by two or more members
of the Board. The call or request s hall be made to the Clerk of the Board and shall specify the
matters to be considered at the meeting. Upon rec eipt of s uch call or reques t, the C lerk, after
consultation with the C hairman, shall immediately notify each member of the Board, the County
Exec utiv e, and the County Attorney . The notice shall be in w riting and delivered to the person or to
his place of residence or business . The notice shall state the time and place of the meeting and
shall s pecify the matters to be considered. No matter not spec ified in the notice shall be
considered at such meeting unless all members are pres ent. The notice may be w aived if all
members are pres ent at the spec ial meeting or if all members sign a waiv er for the notice. (Virginia
Code Section 15.2‑1418) The Clerk shall notify the general news media of the time and place of
such s pec ial meeting and the matters to be considered.
D. Order of Business
The C lerk of the Board shall establish the agenda for all meetings in consultation with the C hairman. The
first two items on the agenda for each regular meeting of the Board shall be the Pledge of Allegianc e and a
moment for silent meditation.
The procedures for receiving comment from the public for matters not on the agenda s hall be at the
discretion of the Board. Unless otherwis e decided, individuals w ill be allowed a threeminute time limit in
w hich to speak during the time set aside on the agenda for “From the Public: Matters Not Listed for Public
H earing on the Agenda”.
Zoning applications advertised for public hearing s hall be on the agenda for public hearing on the advertis ed
date unless the applicant submits a signed written deferral request to the Clerk of the Board no later than
noon on Wednesday of the w eek prior to the s cheduled public hearing. The first request for a deferral will be
granted administratively by the Clerk. The Board will be notified of the deferral in the nex t Board package
and the deferral will be announced at the earliest possible Board meeting to alert the public of the deferral.
Any request rec eived later than the Wednesday deadline and any subsequent request for a deferral for the
s ame application previously deferred w ill be granted only at the discretion of the Board by a majority vote.
The deferral shall not be granted unles s the Board determines that the reason for the deferral justifies the
lik ely inconv enience to the public caused by the deferral. The staff will make every effort to alert the public
w hen a deferral is granted.
It is the Board’s preference that a public hearing should not be advertised until all of the final materials for a
z oning applic ation have been received by the County and are available for public review. To achieve this
preference, applicants should provide final plans, final codes of development, final proffers, and any other
documents deemed necessary by the Director of C ommunity Development, to the County no later than two
business days prior to the County’s deadline for submitting the public hearing advertisement to the
newspaper. Staff w ill advise applicants of this date by including it in annual schedules for applications and
by providing each applicant a minimum of tw o w eeks advanc e notice of the deadline.
If the applicant does not submit the required materials by this date, the public hearing shall not be advertis ed
unless the applicant demonstrates to the satisfaction of the D irector of C ommunity Development that good
c ause ex ists for the public hearing to be advertised. If not advertis ed, a new public hearing date will be
s cheduled. If the public hearing is held without final materials being av ailable for review throughout the
advertisement period due to a late submittal of documents, or because substantial revisions or amendments
are made to the submitted materials after the public hearing has been advertised, it will be the policy of the
Board to either defer action and schedule a s econd public hearing that provides this opportunity to the public
or to deny the application, unles s the Board finds that the deferral would not be in the public interes t or not
forw ard the purpos es of this policy.
Final signed proffers shall be submitted to the County no later than nine calendar days prior to the date of
the adv ertised public hearing. This policy is not intended to prevent changes made in proffers at the public
hearing resulting from comments received from the public or from Board members at the public hearing.
E. Quorum
A majority of the members of the Board s hall c onstitute a quorum for any meeting of the Board. If during a
meeting les s than a majority of the Board remains present, no action can be taken exc ept to adjourn the
meeting. If prior to adjournment the quorum is again established, the meeting shall continue. (Virginia Code
Section 15.2‑1415)
A majority of the members of the Board present at the time and place established for any regular or special
meeting shall constitute a quorum for the purpose of adjourning s uch meeting from day to day or from time
to time, but not beyond the time fixed for the nex t regular meeting.
F. Voting Procedures
1. Approval by Motion. Unless otherwise provided, decisions of the Board shall be made by approval
of a majority of the members pres ent and voting on a motion properly made by a member and
seconded by another member. Any motion that is not seconded shall not be further considered.
The vote on the motion shall be by a voice vote. The C lerk shall record the name of each member
voting and how he voted on the motion. If any member abstains from voting on any motion, he
shall state his abstention. The abs tention w ill be announced by the Chairman and recorded by the
Clerk. A tie vote shall defeat the motion voted upon. (Article VII, Section 7, Virginia C onstitution)
2. Spec ial Voting Requirements. A recorded affirmative vote of a majority of all elected members of
the Board shall be required to approve an ordinance or resolution (1) appropriating money exceeding
the sum of $500; (2) imposing taxes; or (3) authorizing the borrow ing of money. (Virginia Code
Section 15.2‑1428)
3. Public H earings. The Board s hall not decide any matter before the Board requiring a public
hearing until the public hearing has been held. The Board may, how ever, at its discretion, defer or continue
the holding of a public hearing or consideration of such matter. The procedures for receiving comment from
the applicant and the public for public hearings shall be at the discretion of the Board. Unless otherw ise
decided, the applicant shall be permitted no more than ten minutes to present its application. Following the
applicant’s presentation, any member of the public s hall be permitted no more than three minutes to
present public comment. Speak ers are limited to one appearance at any public hearing. Following the
public comments , the applicant shall be permitted no more than five minutes for a rebuttal presentation.
4. Motion to Amend. A motion to amend a motion before the Board, properly seconded, shall be
discuss ed and voted by the Board before any vote is taken on the original motion unless the motion
to amend is accepted by both the members making and seconding the original motion. If the motion
to amend is approved, the amended motion is then before the Board for its consideration. If the
motion to amend is not approved, the original motion is again before the Board for its consideration.
5. Prev ious Question. Dis cus sion of any motion may be terminated by any member moving the
“previous question”. Upon a proper sec ond, the Chairman shall call for a vote on the motion of the
previous question. If approved by a majority of those voting, the C hairman shall immediately call
for a vote on the original motion under consideration. A motion of the previous ques tion s hall not be
subject to debate and shall take prec edence over any other matter.
6. Motion to Reconsider. Any dec ision made by the Board may be reconsidered if a motion to
recons ider is made at the same meeting or an adjourned meeting held on the s ame day at which the
matter was decided. The motion to recons ider may be made by any member of the Board. Upon a
proper second, the motion may be discussed and voted. The effect of the motion to reconsider, if
approv ed, shall be to place the matter for disc ussion in the exact position it occupied before it w as
voted upon.
7. Motion to Rescind. Any decision made by the Board, except for zoning map amendments, special
use permit dec isions, and ordinances, (these exceptions shall only be s ubject to reconsideration as
provided above) may be rescinded by a majority vote of all elected members of the Board. The
motion to rescind may be made by any member of the Board. Upon a proper second, the motion
may be discussed and voted. The effect of the motion to resc ind, if approved, is to nullify the
previous decision of the Board. Zoning map amendments, special use permit decisions and
ordinances may be rescinded or repealed only upon meeting all the legal requirements necessary for
taking action on such matters as if it w ere a new matter before the Board for cons ideration.
G. Amendment of Rules of Procedure
These Rules of Proc edure may be amended by a majority v ote of the Board at the next regular meeting
follow ing a regular meeting at which notice of the motion to amend is given.
H. Suspension of R ules of Procedure
These Rules of Procedure may be suspended by the majority vote of the Board members present and
v oting. The motion to s uspend a rule may be made by any member of the Board. Upon a proper second,
the motion may be discussed and voted. The effect of the motion to sus pend a rule, if approv ed, is to make
that rule inapplicable to the matter before the Board. Provided, however, approval of a motion to suspend
the rule shall not permit the Board to act in violation of a requirement mandated by the Code of Virginia, the
C onstitution of Virginia, or any other applicable law .
I. Necessary rules of procedure not c overed by these Rules of Procedures s hall be governed by Robert's
R ules of Order’s Procedure in Small Boards.
* * * * *
(Adopted 2‑15‑73; Amended and/or Readopted 9‑5‑74, 9‑18‑75; 2‑19‑76; 1‑3‑77; 1‑4‑78; 1‑3‑79; 1‑2‑80; 1‑7‑81;
1‑6‑82; 1‑5‑83; 1‑3‑84; 1‑2‑85; 1‑3‑86; 1‑7‑87; 1‑6‑88; 1‑4‑89; 1‑2‑90; 1‑2‑91; 1‑2‑92; 1‑6‑93; 1‑5‑94; 1‑4‑95; 1‑3‑96; 1
297; 1798; 1699; 152000; 132001; 192002; 182003; 172004; 152005; 142006; 132007; 192008).
Return to memo
ALBEMA RLE COUN TY BOA RD OF SU PERVISORS
POLICY FOR BOA RDS AND COMMISSIONS
A. CR EATION OF NEW BOARD S AN D COMMISSIONS
1. On an annual basis the list of active boards and commissions w ill be purged of all bodies not
required by Federal, State, County or other regulations, whic h have not met at least once during the prior twelv e
month period.
2. Whenever possible and appropriate, the functions and activities of boards and commissions will be
combined, rather than encouraging the c reation of new bodies.
3. Any newly created tas k force or ad hoc committee which is intended to serve for a limited time
period may be comprised of magisterial or atlarge members at the discretion of the Board of Supervisors. The
appointment process s hall follow that adopted in Sec tion B for other magisterial and/or atlarge positions.
B. APPOINTMENTS TO BOARD S AN D COMMISSIONS
1. All appointments to boards and commissions based upon magis terial district boundaries will be
made by the members of the Board of Supervisors. All magisterial positions will be adv ertised. At the dis cretion of
the superv isor of that dis trict, selected applicants may be interviewed for the position.
2. Prior to each day Board meeting, the Clerk w ill provide the Board a list of ex pired terms and
vacancies that will occur within the next sixty day s. The Board will then advise the C lerk whic h vacancies to
advertis e.
3. In an effort to reach as many citizens as poss ible, notice of boards and commissions w ith
appointment positions available will be published through available venues, such as, but not limited to, the County’s
website, Amail, public serv ice announcements and local newspapers. Interested c itizens w ill be provided a brief
description of the duties and functions of each board, length of term of the appointment, frequency of meetings, and
qualifications necessary to fill the position. An explanation of the appointment process for both magisterial and at
large appointments will also be sent to all applicants.
4. All interested applicants will have a minimum of thirty days from the date of the firs t notice to
complete and return to the Clerk of the Board of Supervisors a detailed application, with the understanding that such
application may be released to the public, if requested. No applications w ill be accepted if they are postmarked after
the adv ertised deadline, however, the Board, at its dis cretion, may extend the deadline.
5. Once the deadline for acc epting applications is reached, the C lerk will distribute all applications
received to the members of the Board of Supervisors prior to the day meeting for their review. For magisterial
appointments, the Clerk will forward applications as they are rec eived to the superv isor of that district w ho will then
recommend his/her appointment.
6. From the pool of qualified candidates, the Board of Supervisors, at their discretion, may make an
appointment without c onducting an interview, or may select applicants to interview for the vacant positions. The
Clerk will then schedule interviews with applicants to be held during the next day meeting. For magisterial
appointments, the dec ision to interview selected candidates w ill be determined by the supervisor of that district.
7. All efforts will be made to interview selected applicants and make appointments within ninety days
after the application deadline. For designated agency appointments to boards and commissions, the agency will be
asked to recommend a person for appointment by the Board of Superv isors.
8. All vac anc ies will be filled as they oc cur.
9. All inc umbents will be allowed to serv e on a board or commission without his/her position being
readvertised unless, based on attendance and performance, the chairman of the body or a member of the Board of
Supervisors requests the Board of Supervisors to do otherwise.
10. As a condition to ass uming office all citizen members of boards and commissions shall file a real
estate disc losure form as set forth in the State and Local Government C onflict of Interests Act and thereafter shall
file such form annually on or before J anuary 15.
11. If a member of a board or commission does not participate in at least fifty percent of a board’s or
commis sion’s meetings, the chairman of the body may request the Board of Supervisors terminate the appointment
and refill it during the next scheduled advertising period.
C. AD OPTION
This policy shall be reviewed and readopted by the Board of Supervisors in January.
(Amended and/or Readopted 010798; 02122005; 01042006; 01032007; 01092008)
Return to memo
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
FY2009 Appropriations
SUBJECT/PR OPOSAL/REQUEST:
Approv al of Appropriations #2009043, #2009044,
#2009045, #2009046, #2009047, and #2009048
totaling $1,460,874.54 for various general
government and school programs and projects
STAFF CON TA CT(S):
Messrs. Tucker, Foley, Davis, and W iggans
LEGAL R EVIEW: Yes
AGENDA DA TE:
January 7, 2009
ACTION: INFORMATION:
CON SENT A GEND A:
A CTION: X INFORMATION:
ATTACH MEN TS: Yes
REVIEW ED BY:
BACK GROUND :
The Code of Virginia § 15.22507 stipulates that any locality may amend its budget to adjust the aggregate amount
to be appropriated during the fiscal year as shown in the currently adopted budget. H owever, any such amendment
which exceeds one percent of the total expenditures shown in the currently adopted budget must be accomplished
by firs t publishing a notice of a meeting and holding a public hearing before amending the budget. The Code section
applies to all County funds, i.e., General Fund, Capital Funds, E911, School SelfSustaining, etc.
The total of this requested FY 2009 appropriation is $1,460,874.54. A budget amendment public hearing is not
required because the c umulative appropriations will not exceed one percent of the currently adopted budget.
STRA TEGIC PLAN:
Goal 5. Develop a comprehensive funding strategy/plan to address the County’s growing needs
DISCU SSION :
This request involves the approval of six (6) new FY 2009 appropriations as follows:
One (1) appropriation (#2009043) totaling $7,602.00 for two grants (Community Preservation and Sheriff’s
Department TRIAD ) and a donation to the Sheriff’s Office Res erv e U nit;
One (1) appropriation (#2009044) for a Chesapeake Bay Small W atershed Grant in the amount of $93,200.00;
One (1) appropriation (#2009045) appropriating $152,422.75 from the Commiss ion on Children & Families fund
balance to remit a FY07 payment due to Community Attention;
One (1) appropriation (#2009046) recognizing the loss of $30,221.00 in State revenue for the Community
Correction and Pretrial Services Program grant and providing an additional $8,853.00 in funding for Offender
Aid and Restoration from the Board’s contingenc y;
One (1) appropriation (#2009047) totaling $1,237,870.79 for various Education donations and programs; and
One (1) appropriation (#2009048) providing $93,000.00 from the Board’s contingency for the Local
Gov ernment Resource Management Review.
RECOMMENDA TION S:
Staff recommends the approval of the budget amendment in the amount of $1,460,874.54 and the approval of the FY
2009 Appropriations #2009043, #2009044, #2009045, #2009046, #2009047, and #2009048.
ATTAC HMENTS
Attachment A – Proposed Appropriations
Ret urn t o c ons ent agenda
Ret urn t o regular agenda
Attachment A
Appropriation
#2009043
$ 7,602.00
R evenue Sourc e: Local Rev enue $ 6,207.00
State Revenue 1,395.00
Albemarle County has been awarded a "Community Preservation Grant" from Preservation Piedmont, in the
amount of $1,052.00, for use by the C ounty's Historic Preservation Committee. The grant will be us ed by the
Committee to locate, res earch, and diss eminate information about the historic, AfricanAmerican Rosenwald
Schools in Albemarle County. From this initial grant, the C ommittee w ill research the Albemarle County
Rosenwald Schools (at loc al and nonlocal archives) and produce a simple website with their results. This
website will be the beginning of a public outreach effort for connecting with the communities that house the
schools and discussing c reative ways to restore and reus e these historic structures . There is no loc al match.
The Office of the Attorney General has awarded the Albemarle County Sheriff’s Department a grant in the
amount of $1,395.00 with a local match of $155.00, for a total grant aw ard of $1,550.00. The purpose of this
grant is to purchase equipment and s upplies to assist seniors in our area to “Stay Safe”. These efforts are in
conjunction with the Jefferson Area Board of Aging, the Alzheimer’s Ass ociation, and the local senior citizen
centers throughout the c ounty. The local match will be funded by the City of Charlottes ville Police
Department.
The Sheriff’s Office Res erve U nit has received donations from the community totaling $5,000.00. These
funds w ill be used to purchase items needed to facilitate bringing initiatives to our community through the
Sheriff’s Office, primarily through the R eserve Unit. These initiatives include the R eserve Unit Search &
Rescue, Project Lifes aver, Senior TR IAD, Internet C rimes Against Children Task Force, C rime
Prevention/Safety Program (First Time Hunter Safety Courses, School Crossing Guard Course, “Eddie Eagle
Program” (gun safety for children), CPR/AED Training courses, “First Steps C ourse” (home firearm safety
court), McGruff Crime Prevention, Child Fingerprinting and R efuse to be a Victim course.
Appropriation #2009044
$ 93,200.00
R evenue Sourc e: Federal Rev enue $ 93,200.00
The National Fish and Wildlife Foundation have awarded Albemarle County a grant in the amount of
$93,200.00 with a local match of $106,800.00, for a total grant award of $200,000.00. This grant will assist in
the engineering/design and construction phases of the storm w ater control improvement project for the
Woodbrook Lagoon. Funds previously allocated to the Stormwater Control Improvement Fund will be used for
the local match.
Appropriation
#2009045
$ 152,422.75
R evenue Sourc e: CCF Fund Balance $ 152,422.75
The City of C harlottes ville served as fiscal agent for the Commission on Children & Families (CCF) until
January 1, 2007, at w hich time Albemarle County became their fiscal agent. CCF helps support many
agencies between the C ity of Charlottesville and Albemarle C ounty, including Community Attention. After
reviewing information between the City of Charlottesville and Albemarle C ounty, it has c ome to attention that
Community Attention never received their FY 2007 4th quarter payment, in the amount of $152,422.75, from
CCF. These monies hav e remained in C CF’s Fund Balance since FY 2007 and will need to be appropriated
so that payment can be made to Community Attention.
Appropriation
#2009046
($30,221.00)
R evenue Sourc e: State Rev enue $ (30,221.00)
Board Contingency 8,853.00
The County of Albemarle s erves as the fiscal agent for grant funds received from the Virginia Department of
Criminal Justice Servic es for Local Probation/Community Corrections and Pretrial Services. As the grant
administrator, the County services as fis cal agent and c ontracts with Offender Aid & Restoration (OAR ) to
provide these services for a nine jurisdictional area. D uring the 2008 General Assembly budget deliberations,
the grant award to Albemarle County w as reduced $30,528.00. This resulted in a net reduction of $8,750.00
from the initial appropriated grant budget. OAR requested additional local funding from the nine participating
jurisdictions and on Augus t 6, 2008, the Board of Superv isors agreed to provide $8,853.00 in supplemental
funding to OAR for the County’s share of this reduction. OAR succ ess fully received additional funding from
six of the participation juris dictions, including Albemarle County, and w ill use their available fund balance to
cover the remaining shortfall. In addition to the reduction in the pretrial/c ommunity c orrection portion of this
grant, DCJ S has recently notified the C ounty of an additional funding reduction of $21,471.00 for the Public
Inebriate C enter. The C ounty contracts w ith Region Ten for these s erv ices.
This appropriation will adjust the budget for the grant to reflect the net decrease in grant revenues and
expenditures from the adopted budget and will provide $8,853.00 in s upplemental funding to OAR from the
Board’s c ontingency.
Appropriation
#2009047
$ 1,237,870.79
R evenue Sourc e: Local Rev enues $ 3,700.00
State Revenues 37,500.00
Other Fund Balances 1,196,670.79
At its meeting on December 11, 2008, the School Board approved the following appropriations:
The Virginia Department of Educ ation (VDOE) has selected Albemarle County Public Schools to
participate with 12 public schools divisions and ac t as fiscal agent for the Professional Partnership for
School Leadership Preparation Grant. The other 12 participating s chool divis ions include
Charlottesville, Fredericksburg, Staunton, and Waynesboro City Public Schools; Clarke, Fluvanna,
Greene, Louisa, Manassas Park , Orange, Rock ingham, and Warren C ounty Public Schools. This grant
program offers an alternate approach to administrative preparation that will giv e c andidates the
knowledge and s kills they need to become effectiv e school administrators. This grant has a FY 2008
fund balance of $95,070.64 to reappropriate into FY 2009.
The mission of the School Bus R eplacement Fund is to provide constant funding for bus replacement in
support of the div ision’s strategic plan. This fund has a balance of $1,012,743.34 from FY 2008 that
may be used. While this amount is unlikely to be needed, approx imately $500,000 may be necessary
to purchase both smaller buses and fuel efficient cars to improve operational effic iencies.
The mission of the C omputer Equipment Replacement Fund is to provide students and staff reliable
acc ess to technology and support its use in meaningful ways in s upport of the Division’s strategic
plan. This fund has a balance of $88,856.81 from FY 2008 that may be reappropriated for us e in FY
2009.
W es tern Albemarle H igh School received a donation in the amount of $250.00 from Barton D . W eis.
The donor has requested that the contribution go tow ards the sy nthetic turf field project at Western
Albemarle High School.
National Board Certification is an extensive yearlong assessment of actual teac hing practice based
upon high and rigorous standards established by the National Board for Profess ional Teaching
Standards (NBPTS). Through this process, teac hers document their subject matter knowledge; provide
evidence that they know how to teach their subjects to students most effectively ; and demonstrate
their ability to manage and measure student learning. In our s chool division, we have 14 teachers that
meet these standards: Catherine S. Coffman, Denise A. Collado, Wendy L. Ec kerle, Patricia P.
Harder, N atasha A. Heny, Tim P. How eth, Mary Beth Kooken, Catherine A. Meaney, Tessa M.
Pehanick, Dolores W. Reinhold, Chandler E. Sans ing, Marjorie W. Shepherd, Thomas F. Sutliff, and
Charlotte S. W ellen. In recognition of this achievement, the D epartment of Educ ation issues the
National Board Incentive Bonus Payments to thes e teachers. In past years, pay ments were made
directly by the state to the teac hers. This year, the funds, totaling $37,500.00 w ere electronically
transferred to our division to be disbursed to our teachers.
Cale Elementary School received a donation in the amount of $3,150.00 from the Cale PTO. The donor
has requested that their contribution be used for teacher stipends for C ale Clubs.
A lbemarle High S c hool receiv ed a donat ion in the amount of $300.00 from Dav id C. Sloan. The donor
has reques ted that his c ont ribution be us ed for the turf projec t at Albemarle High Sc hool.
At its January 8, 2009, the School Board is scheduled to approve the follow ing appropriation:
Prev iously, funds had been appropriated to the Rowing Club at Western Albemarle H igh School.
These funds, totaling $14,000.00, need to be transferred to the capital improvements fund to support
the building of the boathouse for the rowing club at Western Albemarle High School. This appropriation
will have no impact on the County’s total budget.
Appropriation
#2009048
$ 93,000.00
R evenue Sourc e: Board Contingency $ 93,000.00
At its meeting on July 2, 2008, the Board approved the use of funds from its contingency for Virginia
Commonwealth University’s Commonwealth Educational Policy Ins titute (CEPI) to conduct a Local
Government R esource Management R eview. Funds totaling $93,000.00 are being appropriated to cov er the
$89,000.00 estimated cos t of w ork and an additional $4,000.00 in es timated travel expenses for CEPI s taff.
This appropriation will have no impac t on the County’s total budget.
Ret urn t o ex ec summary
R esolution regarding the C ommonwealth’s FY 20092010 Budget Shortfall
Whereas, the County of Albemarle is committed to ensuring fiscal sustainability at the local and
state levels of government because fiscal sustainability enables the C ommonwealth and its local
governments to provide high quality, cost effective, core public services that benefit Virginians today and
for generations to come; and
Whereas, the current difficult economic and financial times require government, at all levels, to
evaluate service delivery responsibilities and to determine the continued importance of programs meeting
critical needs; and
Whereas, the Commonwealth must resolve an estimated 2009 and 2010 biennial revenue shortfall
approaching $3.0 billion that may in fact continue to escalate in the near term; and
Whereas, the C ounty of Albemarle must resolve an estimated local 2009 revenue shortfall of $7.2
million; and
Whereas, the Commonwealth’s General Fund supports most critical core government services
including public education, health and human resources, including the Comprehensive Services Act, public
safety, natural resources and environmental services by dedicating almost 50 percent of the state’s
General Fund to local governments (with 74 percent of this funding supporting K12 public education); and
Whereas, if one level of government establishes and ensures a priority, it is then incumbent upon
that level of government to adequately fund the services necessary to meet that priority; and
Whereas, the current economic environment threatens the sustainability of these critical core public
services if the Commonwealth is required to reduce its contribution to the financial partnership between
the state and its local governments including the County of Albemarle; and
Whereas, specific and necessary state budget reductions may impact a wide array of core public
services, including but not limited to public education, the Comprehensive Service Act, and public safety,
and many local governments, including the C ounty of Albemarle, will absorb significant state reductions in
2009 and may be compelled to increase real property taxes to help ensure the continuation of vital core
public services; and
Whereas, the C ounty of Albemarle stands ready to partner with the Commonwealth to make the
difficult budgetary decisions required, including thoroughly evaluating programs and working together to
maintain a structural balance between revenues and expenditures that promotes the longterm viability of
our Commonwealth.
Now, Therefore, Be It R esolved that the Board of Supervisors of the County of Albemarle
respectfully offers the following budget and revenue recommendations for the 2009 legislative session to
the Governor and Virginia General Assembly including the County of Albemarle Delegates and Senators:
Budget and appropriate sufficient w ithdraw als from the state’s Revenue Stabilization Fund
(“Rainy Day Fund”) to help offset necessary state budget reductions. Global and national
financial markets are imbalanced; consequently, Virginia is one of many states facing a
significant state revenue shortfall. The Commonwealth is required to replenish the Fund
when economic conditions improve, and the C ounty of Albemarle supports recapitalizing
the Fund in better economic times.
Before budgeting and appropriating necessary state budget reductions, revisit recent state
tax exemptions. Since the late 1990s the state has enacted more than $1.8 billion in net
biennial tax reductions and specific General Fund transfers.
Oppose the enactment of new unfunded and underfunded state mandates that will impose
new costs on local governments. Additionally, consider repealing specific, unfunded and
underfunded state mandates. In the area of public education, the Governor and Virginia
General Assembly should consider providing localities and school districts maximum
flexibility to i) suspend specific mandates and ii) manage specific public education
reductions.
Enact a law authorizing equal taxing authority for counties. Counties should be enabled,
like cities and towns, to institute specific taxes, including a meals tax without a referendum.
The new sources of revenue w ould be tailored to the needs of a jurisdiction and could help
local governments protect adequate funding for the core government services including K
12 public education, and reduce county dependence on property taxes.
C onsider additional possibilities for mitigating the impact of state cuts on local governments.
Local governments will have to make significant cuts in services because of flat or
decreasing real estate revenues. Permit local governments, at their option, to implement a
onehalf percent increase in the sales tax as a w ay to minimize the potential burden passed
on to homeowners through increased real property taxes.
Furthermore, the C ounty of Albemarle offers these recommendations in the spirit of compromise
and partnership to the Governor and Virginia General Assembly including the C ounty of Albemarle
D elegates and Senators.
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The Board of County Supervisors of Albemarle County, Virginia, in regular meeting on
the 7th day of January, 2009, adopted the following resolution:
R E S O L U T I O N
WHEREAS, the street(s) in Woodlands Subdivision, as described on the attached
Additions Form AM4.3 dated January 7, 2009, fully incorporated herein by reference, is shown
on plats recorded in the Clerk's Office of the Circuit Court of Albemarle County, Virginia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street(s) meet the requirements established by the Subdivision
Street Requirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County
Supervisors requests the Virginia Department of Transportation to add the street(s) in
Woodlands Subdivision, as described on the attached Additions Form AM4.3 dated January
7, 2009, to the secondary system of state highways, pursuant to §33.1229, Code of Virginia,
and the Department's Subdivision Street Requirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right
ofway, as described, exclusive of any necessary easements for cuts, fills and drainage as
described on the recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the
Resident Engineer for the Virginia Department of Transportation.
* * * * *
The road(s) described on Additions Form AM4.3 is:
1) Mountainwood Road (State Route 1112) from the existing end of State
maintenance to the intersection of Mountainwood Road (Route 1112), as shown
on plat recorded in the office the Clerk of Circuit Court of Albemarle County in
Deed Book 3662, page 528, with a 60foot rightofway width, for a length of 0.01
miles.
2) Mountainwood Road (State Route 1112) from the intersection of
Mountainwood Road (Route 1112) to the intersection of Sunset Avenue (Route
781), as shown on plat recorded in the office the Clerk of Circuit Court of
Albemarle County in Deed Book 3662, page 528, with a 60foot rightofway
width, for a length of 0.08 miles.
Total Mileage – 0.09
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The Board of County Supervisors of Albemarle County, Virginia, in regular meeting on
the 7th day of January, 2009, adopted the following resolution:
R E S O L U T I O N
WHEREAS, the street(s) in Fishing Creek Subdivision, as described on the attached
Additions Form AM4.3 dated January 7, 2009, fully incorporated herein by reference, is shown
on plats recorded in the Clerk's Office of the Circuit Court of Albemarle County, Virginia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street(s) meet the requirements established by the Subdivision
Street Requirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County
Supervisors requests the Virginia Department of Transportation to add the street(s) in Fishing
Creek Subdivision, as described on the attached Additions Form AM4.3 dated January 7,
2009, to the secondary system of state highways, pursuant to §33.1229, Code of Virginia, and
the Department's Subdivision Street Requirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right
ofway, as described, exclusive of any necessary easements for cuts, fills and drainage as
described on the recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the
Resident Engineer for the Virginia Department of Transportation.
* * * * *
The road(s) described on Additions Form AM4.3 is:
1) Fishing Creek Lane (State Route 1061) from the intersection of Buck Mountain
Road (Route 665) to the culdesac, as shown on plat recorded in the office the
Clerk of Circuit Court of Albemarle County in Deed Book 3662, pages 683694,
with a 50foot rightofway width, for a length of 0.21 miles.
Total Mileage – 0.21
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The Board of County Supervisors of Albemarle County, Virginia, in regular meeting on
the 7th day of January, 2009, adopted the following resolution:
R E S O L U T I O N
WHEREAS, the street(s) in Fontana Subdivision, Phase 4B, as described on the
attached Additions Form AM4.3 dated January 7, 2009, fully incorporated herein by reference,
is shown on plats recorded in the Clerk's Office of the Circuit Court of Albemarle County,
Virginia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street(s) meet the requirements established by the Subdivision
Street Requirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County
Supervisors requests the Virginia Department of Transportation to add the street(s) in Fontana
Subdivision, Phase 4B, as described on the attached Additions Form AM4.3 dated January
7, 2009, to the secondary system of state highways, pursuant to §33.1229, Code of Virginia,
and the Department's Subdivision Street Requirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right
ofway, as described, exclusive of any necessary easements for cuts, fills and drainage as
described on the recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the
Resident Engineer for the Virginia Department of Transportation.
* * * * *
The road(s) described on Additions Form AM4.3 is:
1) Via Florence Road (State Route 1775) from the intersection of Verona Drive
(Route 1771) to the culdesac, as shown on plat recorded in the office the Clerk
of Circuit Court of Albemarle County in Deed Book 3003, page 417, with a 50foot
rightofway width, for a length of 0.38 miles.
Total Mileage – 0.38
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COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Early R etirement Incentiv e Amendment of
Personnel Policy §P63, R etirement
SUBJECT/PR OPOSAL/REQUEST:
Adoption of Policy Amendment to extend VER IP
Benefit for Medical Contribution
STAFF CON TA CT(S):
Messrs. Tucker, Foley and Davis; and Ms. Kim,
Ms. Suyes and Ms. Gerome
LEGAL R EVIEW: Yes
AGENDA DA TE:
January 7 2009
ACTION: INFORMATION:
CON SENT A GEND A:
A CTION: X INFORMATION:
ATTACH MEN TS: Yes
REVIEW ED BY:
BACK GROUND :
In an effort to effect c ost savings over the next five years while maintaining commitments to employees, it is critical
to seek innovative solutions to reduce compensation c osts. The follow ing report is a proposal for a one time
retirement incentive to create opportunities for employees who wish to retire.
STRA TEGIC PLAN:
Goal 1: Enhance the Quality of Life for all Albemarle County Residents.
By June 30, 2009, the Board of Supervisors and general government employees will increase collaborativ e efforts
with the School Board and with employees of the schools system to assist the School Div ision to achieve
recognition as a “world class education system.”
DISCU SSION :
The Voluntary Early R etirement Incentiv e Program (VERIP) was adopted by the Board of Supervisors and School
Board during the summer of 1993 for both School Div ision and Local Government employees. Policy §P63,
Retirement, establishes this program. VER IP is designed for employees w ho have already met VRS retirement
eligibility standards, but are not yet 65. It gives thes e employees an “early” retirement option that assis ts w ith
medical ins urance cos ts and supplements reduced Social Sec urity benefits. To be eligible for benefits, employees
must:
Meet early or full VRS retirement eligibility standards;
Have worked for Albemarle C ounty for 10 of the las t 13 years immediately prior to retirement; and
Be employ ed in a benefits eligible position at the time of retirement.
VERIP provides two kinds of benefits, both payable on a monthly bas is for 5 years or until age 65, whichever comes
first:
1) Contribution equivalent to the Board medical contribution given to ac tive fulltime employees; and
2) A stipend based on the difference between the estimated VRS benefit the employee would receive
by retiring “early” and the benefit the employee would receive with 5 additional years of service.
While VER IP serves as a retention tool in that it enc ourages the more experienced employees (particularly those
within 1520 years of retirement) to stay with the organization at least 10 years in order to qualify for the program
benefits , the program also provides an option for employees who wish to leave the w ork force, but are still several
years away from qualifying for Social Security retirement benefits . Although retirees c an draw Social Security
benefits as early as age 62, Medicare is not offered until the employee has reached the age of 65. As such, the
VERIP benefit, w hich includes up to 5 years of the Board contribution toward the employee’s health insurance
costs, allow s employees who w ould otherwise be forced to remain in the workforce an opportunity to retire with their
health c overage intact until Medicare eligibility.
In an effort to prov ide an additional benefit to those employees contemplating retirement and, at the same time,
realize s ome savings, a short term retirement incentive is proposed.
Short Term: One Time Retirement Incentive
The following proposal is a one time retirement incentive to create opportunities for employees who wish to retire.
This inc entive provides VERIP eligible employees the option to apply for VERIP and:
receiv e the Board medical contribution for two additional years, or
receiv e the cash pay ment equivalent to that amount.
The following scenarios illustrate the proposed amendments:
A 55yearold employee w ould receiv e 7 years of medical contributions instead of 5 years of
medical contributions.
A 62yearold employee w ould receive an amount equivalent to medical contributions until age 67
rather than age 65 (although participation in the medical plan remains c apped upon turning 65).
A 66yearold employee would receive 2 years of medical contributions, instead of being ineligible
for any medical contributions.
These changes to VERIP would benefit employees and the organization as follows:
B enefit to Employees:
Allows eligible employees who want to retire but are concerned about the gap in medical coverage prior to
reaching age 65 to receive the Board contribution to medical for two additional years.
B enefit to Organization:
C ost savings – There is a savings for VERIP retirement in regard to staffing c osts. Typically, VERIP
retirees have left the organiz ation w ith 20+ years of servic e (the average being 22.75 for the years 2000
2007). The organization, howev er, can generally replace retiring staff with highly qualified employees at a
lower s alary than the employee whom they have replaced. In addition, for employees who would not have
otherwise retired this coming fiscal year, the County w ould realize the full salary savings of those
employees not replaced due to the current financ ial conditions.
This retirement incentiv e is designed as a onetime window of opportunity. To be eligible, employees would need to
meet the VER IP eligibility criteria and agree to retire no later than J une 30, 2009. As Policy §P63 s tates that the
deadline for VERIP applications is Dec ember 1 and that VERIP is payable for 5 years or until age 65, an
amendment to this policy is attached changing the application deadline to February 27, 2009 and indicating the
option of extending the payments an additional two years or receiving that amount as a cash equiv alent.
Long Term: Develop recommendations to change VER IP monthly stipend
Market data indicates that the level of benefit offered in terms of the stipend may exceed the majority of other
localities as few localities offer supplemental retirement benefits. D ata from the Joint Board adopted market Total
Rewards Survey conducted in July 2007 indicates that only 26% (6 localities out of 23) offer a supplemental
retirement benefit. Additionally, data from the October 2007 Surv ey of School Divisions indicate that divisions
offering a s upplemental benefit require retirees to return to work additional hours during the period of their benefits.
However, providing the Board medical c ontribution appears to be mark etcompetitive, as nearly one half (43.5%) of
the localities responding to the July 2007 survey indicated they provided a employer supplement to health
insuranc e. As specific employer contribution amounts were not collected in that surv ey, further analys is is required.
A review of the VERIP benefit by the H ealth and Welfare Benefit consultant for Albemarle C ounty, Tom MacKay, of
Keiter, Slabaugh, Penny and H olmes (KSPH ) concluded the following:
“KSPH recommends that Albemarle County and Schools consider eliminating the monthly VRS subs idy
under the VER IP plan. It is the opinion of KSPH that the retiree medical benefit is the piec e that is highly
v alued by those employees w ho cons ider VERIP v ery important, not the s upplemental VRS payment. The
retiree medical benefit is highly valued since the cost of individual health ins urance for an employee ov er
age 50 can range from $200 to over $1,000 per month.”
In light of this information, the monthly stipend portion of the VERIP benefit is recommended to be reviewed.
Over the next sev eral months, s taff will obtain current market information to assess the market competitiveness of
the stipend portion of the VERIP benefit and develop recommended changes for FY 10/11.
BUDGET IMPACT:
Local government considers this incentiv e as a means to help realize the already projected savings generated from
an addition tw elve vacancies needed by the end of FY 2010. The exact savings will depend on the number of
employees that take advantage of this offer.
RECOMMENDA TION S:
Staff recommends that the Board adopt the attached R esolution to amend policy §P63.
ATTAC HMENTS
A – Resolution adopting Amended Policy §P63
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RESOLU TION
WHEREAS, the County of Albemarle Personnel Policy Manual has been adopted by the Board of
Supervisors; and
WH ER EA S, it is proposed that Personnel Policy P63, Retirement, be amended to include a one
time retirement incentive by providing additional benefits to employees eligible to retire under the Voluntary
Early Retirement Incentive Program (VER IP) who retire by June 30, 2009; and
WH ER EA S, the Board of Supervisors desires to adopt the revisions to Personnel Policy P63.
NOW, TH EREFOR E, BE IT R ESOLVED TH AT the Board of Supervisors of Albemarle County,
Virginia, hereby adopts Personnel Policy P63, R etirement, of the C ounty of Albemarle Personnel Policy
Manual, as attached hereto and incorporated herein, effective January 7, 2009.
§P63
COUNTY OF ALBEMARLE
PER SON NEL POLIC Y
§P63 RETIREMENT
I. REGU LAR R ETIREMENT
Retirement shall be at the discretion of the employee. Fulltime regular employees of Albemarle
County who qualify are eligible for the benefits of the Virginia R etirement System (“VR S”).
Additional information describing VRS benefits is available online at varetire.org.
All employees retiring under VR S and/or the C ounty’s VERIP policy are eligible for continuous
participation in the group medical and dental insurance plan until they are eligible for Medicare
coverage.
Salaried Board Members and fulltime or parttime regular employees who are not retiring under
VRS and/or VERIP, are eligible for continuous participation in the County’s group medical and
dental insurance plan until they are eligible for Medicare coverage, provided that they meet the
follow ing requirements:
1. be 55 years of age or older;
2. retire from service or separate from employment in good standing after four (4) or more
years of continuous service or employment; and
3. be participants in the County’s Group medical and dental insurance plan on the day prior to
separation from the County.
Individuals eligible to participate in the County’s group medical and dental insurance plan shall pay
the full cost of health coverage, including any applicable administrative expenses.
II. LON GEVITY INCENTIVE PR OGR AM
The C ounty values the service of all of its employees, both fulltime and parttime. Since parttime
employees are not covered by VRS, the C ounty has elected to establish a Longevity Incentive
Program (the “Program”) and thereby provide eligible parttime employees with certain benefits as
more fully explained in this section.
A. Scope of Program
All regular, parttime employees of the C ounty w ill be covered by the Program provided
that they w ork the minimum number of hours necessary to establish eligibility for County
benefits. Salaried Board Members are not eligible for participation in this program.
B. Benefits
The follow ing benefits will be provided to eligible parttime employees under the Program:
1. Life Insurance: A term life insurance policy will be provided equal to twice the
employee’s annual salary with double indemnity for accidental death and
dismemberment payments for the accidental loss of one or more limbs or of
eyesight.
2. Annuity Program: Based on length of service in the County, parttime employees
will be provided with an annuity program. The Board will contribute an annual
amount according to the following formula:
a. 5 9 years of County service five percent of annual salary.
b. 10 14 years of C ounty service seven percent of annual salary
c. 15 19 years of County service nine percent of annual salary.
d. 20+ years of C ounty service eleven percent of annual salary.
III. Retirement Pay/Payment upon Death
In recognition of employee service to Albemarle County, regular fulltime and parttime employees
who meet the age and service criteria for retirement under VR S and have been employed a
minimum of five (5) years w ith Albemarle C ounty shall be paid upon their retirement or death in
service $200 per year for each year of service to the County as a regular employee up to a
maximum payment for 25 years of service, less any years previously paid for under this policy.
Years of service do not have to be continuous.
IV. Voluntary Early Retirement Incentive Plan (VERIP)
A. Eligibility
Participants in the Albemarle C ounty VERIP must be regular fulltime or regular parttime
employees eligible for benefits as defined in P02, Definition of Employee Status and meet
the following additional requirements:
1. Fulltime employees must be eligible for early or full retirement under the provisions
of VR S. Parttime employees must meet the same age and service criteria as if
they w ere fulltime employees covered under VRS.
2. H ave been employed by Albemarle County for 10 of the last 13 years prior to
retirement.
3. Employees retiring under the disability provisions of VRS and/or Social Security
shall not be eligible for the VERIP.
4. VERIP benefits will cease if the retiree returns to w ork in a regular fulltime or
regular parttime position with Albemarle C ounty.
5. VERIP benefits will continue if the retiree returns to w ork in a temporary parttime
or temporary fulltime position with Albemarle C ounty.
B. Benefits
1. VER IP benefits shall be paid monthly for a period of five years after retirement or
until age 65, whichever comes first.
2. Benefits under VER IP will be calculated as follows:
a. Compute the annual VR S benefit. This computation shall include any
reductions for early VRS retirement if appropriate;
b. R ecompute the annual VRS benefit with the addition of five more years
service or the number of additional years needed to reach age 65,
whichever is lesser;
c. The difference between these two calculations shall be the annual VER IP
benefit to be paid on a monthly basis.
d. Benefits for parttime employees who are eligible to participate in VER IP
shall be determined as if the parttime employees are eligible for an annual
VR S benefit and the amount shall be calculated in the same manner as
benefits for VRSeligible employees under subsections (a) – (c) above.
3. The C ounty Executive will recommend to the Board an annual adjustment to the
early retirement benefit after having been apprised of the VRS adjustment for
retirees.
4. The Board w ill pay to the employee an amount equal to the Board’s annual
contribution tow ard an employee’s health insurance as long as the employee is
covered by VERIP benefits.
C. Application
Applications for VER IP must be made to the H uman R esources Department prior to
December 1st of the year preceding the fiscal year the VER IP takes effect.
D. Approval
All VER IP applications are subject to approval by the C ounty Executive or designee.
E. D uration
The Board of Supervisors reserves the right to modify this policy in its discretion, and all
benefits described in this policy shall be subject to future modifications and annual
appropriations by the Board of Supervisors.
F. Additional Benefits
1. Current employees who apply for VERIP by February 27, 2009 and w ho meet the
eligibility standards identified below shall be entitled to receive, at their election, one
of the follow ing:
a. Two additional years of Board contributions toward health
insurance beyond the duration established by Section IV.B, paid on a
monthly basis. Employees who retire at 65 years of age or older shall
receive tw o years of contributions tow ard health insurance.
b. The cash equivalent of tw o additional years of Board contributions
toward health insurance, calculated at the FY 200910 annual rate and paid
in one or more installments.
2. To be eligible for the additional benefits in this section, employees must:
a. Submit VER IP applications by February 27, 2009;
b. Submit a letter by April 1, 2009 establishing a retirement date no later than
June 30, 2009; and
c. R etire after the effective adoption date of this subsection (F) but no later
than June 30, 2009.
Amende d: August 4, 1993 ; April 19, 1995; June 2, 2004
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Competitive Swimming Funding Reques ts
SUBJECT/PR OPOSAL/REQUEST:
Competitive Swimming Committee funding
recommendation
STAFF CON TA CT(S):
Messrs. Tucker, Elliott, Davis, and Mullaney
LEGAL R EVIEW: Yes
AGENDA DA TE:
January 7, 2009
ACTION: INFORMATION:
CON SENT A GEND A:
A CTION: INFORMATION: X
ATTACH MEN TS: Yes
REVIEW ED BY:
BACK GROUND :
On Augus t 6, 2008, Star Swimming (Star) presented a request to the Board of Supervis ors for $500,000 to provide
an enclosure system over a 12 lane c ompetitive swim facility to be c ons tructed at the Fairview Swim and Tennis
Club (Fairv iew). In ex change for this funding contribution, Star pledged to provide priority practice and meet times
for all three C ounty high s chool swim teams at no cost to the School Div ision or County. The County had
previous ly conditionally inc luded in its FY 2011/2012 Capital Improv ements Program $1.25 million for the potential
addition of competitive swim lanes at the YMC A facility to be built in Mc Intire Park. In response to Star’s request
and, in rec ognition of the tentative funding allocation to the YMCA, the Board directed the County Exec utive to
appoint a C ommittee, including a representative of the Albemarle County School Divis ion, to recommend a course of
action for Board consideration. The members of the C ommittee included Ken Boyd, Bryan Elliott, Bill Letteri, Stev e
Heon, and Pat Mullaney. Subsequent to this decision, C rozet Park made a request to the Board of Supervisors on
September 3, 2008 seeking funding ass istance to cons truct an enclos ure at the Crozet Park pool to provide a more
convenient indoor swimming option for res idents in the western part of the County. The Crozet Park request was
also ass igned to the Committee for c ons ideration.
STRA TEGIC PLAN:
Goal 1: Enhance the Quality of Life for all Citizens.
Goal 3: Develop Policies and Infrastructure Improvements to Address the C ounty’s Grow ing Needs .
Goal 4: Fund the County ’s Future Needs.
DISCU SSION :
As a framework for this discussion, it is important to understand where competitive sw imming rank ed against other
indoor recreation needs in the 2004 Countyw ide recreation needs ass essment. In a random survey, County
citizens were asked to select three out of 16 potential indoor recreation programming spaces/facilities they w ould be
most w illing to support with tax dollars. C ompetitive s wimming pool facilities ranked 15th out of 16 with
approximately five perc ent (5%) of the respondents s elec ting it as one of their top three (3) choices (Attachment A).
Based on the results of this survey, c ompetitive swimming w as not deemed to be an urgent Countyw ide recreation
need. Nonetheless, the three C ounty high school competitive swim programs are c urrently in desperate need of
reasonably convenient lane space. Assuming the County desires for these programs to continue and s ucceed, the
needs of the three high s chool swim teams was a major consideration in the evaluation of these requests. Further,
the Committee determined that while the requests w ere related, they should not necessarily be viewed as
competing. Therefore, in order to obtain consistent and complete information, a procedure similar to the County’s
funding request proces s for agencies was followed and funding reques t instructions w ere developed (Attachment
B). The follow ing summarizes the three requests and the Committee’s evaluation and recommendation.
Star Swimming of C harlottesville (Attac hment C)
The Star request is for a onetime $500,000 contribution to be used for an enclosure sy stem and related expenses to
cover a new 10–lane competitive pool to be built by Fairv iew and a 2lane warmwater pool to be built by Star. The
requested County contribution represents 30% of the total project cost. The frame of the enclosure has an
anticipated life span of approximately 20 y ears while the vinyl panels will need to be replaced by Star after 1012
years at an estimated cost of $60,000. Star is guaranteeing that all three schools can have 6 full lanes for practice
between 4:00pm and 8:30pm for the entire high school swim season at no charge. Further, the facility provides
almost unlimited ability for local high schools to host meets up to and inc luding regional competitions. Star
anticipates the enclosed facility to be available for the start of the high school swim season in November of 2009.
Favorable Factors:
Single request that best meets the needs of all three C ounty high school swim teams.
Initial investment is recovered over the life of the s tructure through elimination of per hour lane fee.
Prov en partners hip between Star and Fairview s ince 2000.
Prov en ability of Star to operate a less efficient structure (bubble) since 2000.
Opening the fac ility in the fall of 2009 appears to be realistic.
Conveniently located to serve a large population with potential non competitive swimming programs.
Concerns:
Difficult to completely secure the investment.
Not as attractive to Western Albemarle as Crozet location but still much better than current s ituation.
YMCA (Attachment D )
The YMCA request is for a onetime $1.25 million contribution from both the C ity and C ounty for a competitive pool
to be added to the McIntire YMCA. If only the City contributes, the pool will have at least six lanes . While it is
unclear from the YMCA response, a follow up conversation with the YMCA D irector indicated that the YMCA would
commit to build 10 lanes w ith the contributions from both the City and County. The County contribution would be
approximately 33% of the total cost of the competitiv e pool addition and would allow County high sc hool sw im team
access to the competitive pool at a reduced cost of $12 $16 per lane hour. This fac ility would also provide ability
for County high schools to host meets. This would be a brick and mortar facility with a 50 year life span.
Construction of this facility is anticipated to commenc e in late 2009 and be available for use in late 2010.
Favorable Factors:
Expands on existing partnership with the YMC A.
Brick and mortar facility with a 50 year life span.
Sufficient investment security based on terms of land lease and threeparty us e agreement.
Scholarship commitment secured by YMCA policy and threeparty use agreement.
Conveniently located to serve a large population with potential non competitive swimming programs.
Concerns:
High cost in addition to original c ommitment of $2,030,000.
Charlottesville High School has firs t priority on sw im times.
Ability to meet needs of all three C ounty high s chool swim teams at desirable times is unclear considering
priority use by CHS.
Some uncertainty exists regarding the time frame for when the facility will be built.
Larger footprint due to addition of c ompetitive pool may increas e likelihood of impact to softball fields.
Least attractive option for Western Albemarle due to distance and practice time.
Crozet Park (Attachment E)
The Crozet Park request is for a $350,000 contribution to be used for a 960 square foot addition to the existing pool
building, HVAC equipment and a 14,170 square foot air s upported dome over the existing swimming pool. The
County contribution is 66% of the estimated $525,000 project. Crozet Park will begin a fund raising campaign to
secure the remaining $175,000 if the County agrees to fund this proposal. The existing pool is an 8lane, 25meter
pool with an additional zero depth beach entry. The anticipated lifetime of the structure is 15 to 20 years. The
programming and operations of the facility w ill be prov ided through a leas e arrangement with the YMCA. A letter of
intent from the YMCA included with the Crozet Park proposal indicated their interest in entering into a longterm
collaborative agreement “as soon as is practical” (Attachment F). The high school sw im teams will have access to
the pool for practice at a standard cost of $15 $20 per lane hour. Crozet Park anticipates that the bubbled facility
would be available for the start of the high school swim s eason in Nov ember of 2009.
Favorable Factors:
Most attractive proposal to Western Albemarle swim team.
Conveniently located to serve western part of C ounty with potential non competitive swimming programs.
Least expensive request of 3 proposals.
Potential longterm partnership with YMC A.
Very committed Park Board has sustained outdoor pool annual operations w ithout County assistance.
Concerns:
Commitment from the YMCA needs to mirror partnership responsibilities in Crozet Park request.
No history of w ork ing partners hip with the YMC A.
Park financial rec ords indicate total expenditures over revenues for the last 5 years to be $77,000.
Outdoor pool operation has shown a total defic it of $71,000 for the last 5 years.
Air s tructure is the least efficient pool covering and given financial performanc e of the existing park
operations, unk now n future ec onomic conditions and lack of market information, seems to be a risky
investment for the C ounty, YMCA and the Park Board at this time.
If YMC A/Crozet Park partnership fails, County c ould become default owner and operator of the bubble.
Least attractive proposal to Albemarle and Montic ello swim teams .
BUDGET IMPACT:
The budget impacts for all proposals are discussed abov e. The only proposal being recommended for
consideration at this time is the Star proposal which would have a budget impact of $100,000 per year for 5
years.
RECOMMENDA TION S:
The Committee has made the following recommendation to the CIP oversight committee:
1. The C ounty’s c ommitment to the YMCA should remain at $2,030,000 w ith no additional funding provided for
the competitive pool in the final adopted 5year plan.
2. Funding for a more efficient Crozet Park pool enclosure system should be included in the out y ears of the
CIP.
3. Consideration should be given to funding the Star request at $100,000 per year over a 5year period with the
firs t $100,000 being provided from the existing Parks and Rec reation capital budget in the spring of 2009, if
the Star reques t is included in the final adopted 5year C IP. Funding would be conditioned upon the
execution of an agreement to as sure the public and school use of the facilities as proposed.
The School Board has not taken a position on the Star proposal. It has asked that additional information be provided
to it for its consideration at a School Board meeting in the near future. It is anticipated that the School Board will
take a pos ition on school use of the proposed facility prior to the Board’s consideration of the CIP.
The Parks and Recreation Director is encouraging the Crozet Park Board to develop an ongoing working partnership
arrangement with the YMC A on the operation of the outdoor pool and other programming prior to scheduled funding
for the pool enclosure. Based on the suc cess of that partnership effort, evaluation of the market and av ailability of
County funding, the pool enclosure project for C rozet Park could be recommended for funding sooner in future Parks
and Rec reation CIP s ubmissions.
This report is provided for the Board’s information and no action is required by the Board at this time.
ATTAC HMENTS
Attachment A – Indoor Recreation Needs
Attachment B – Funding Request Instructions
Attachment C – Star Proposal
Attachment D – YMC A Proposal
Attachment E – Crozet Park Proposal
Attachment F – Crozet Park – YMCA Letter of Support
Ret urn t o c ons ent agenda
Ret urn t o regular agenda
ALBEMARLE COUNTY PARKS AND RECREATION FUNDING REQUEST INSTRUCTIONS
Please provide the following information in an organized format in the order below.
A. Organizational Information:
1. Agency Name: List the full legal name of the organization requesting County funding.
2. Mailing Address:
3. Director: List the name of the individual who serves as the organization’s Director/President,
his/her telephone number and their primary email address.
4. Board Members: List all members of the organization’s board.
5. Organization Contact: If different than Director include same information as above. This is the
individual who is most knowledgeable about this request and with whom the County should
contact with any follow up questions.
6. Organization Web Address:
7. Audit: Please indicate whether your organization has an independent audit performed at the end of
each fiscal year. If so, submit a copy of the management letter or auditor’s opinion for the most
recent two yearend reports.
8. Briefly describe your organization, its mission, and some specific overall organization goals. If
you are partnering with other organizations in this request please include same information for
partnering organizations. Include an organizational chart.
9. Indicate the IRS classification of the requesting organization and partners:
B. Funding Request: Please describe exactly what is being requested from the County. Be very
specific and include the following in your response:
1. Specific amount.
2. Time frame: When is funding needed?
3. Is any additional funding expected from the County in the future? (Capital, operating, fee for
County usage, etc.) If yes, please explain thoroughly including estimate of how much, when, etc.
4. Proportionate amount of County funding to total funding: Describe all funding sources including
County and total amounts from each funding source.
C. Purpose: What will County funding be used for? Please describe:
1. Description of facility to be built including site amenities (i.e., bleachers, scoreboard, clock, etc.)
2. Highlight any energy saving or environmentally friendly features of the proposed facility.
Specifically comment on the energy efficiency or inefficiency of the proposed facility as compared
to other types of structures used for the same purpose.
3. Anticipated life span of facility including any available warranty information.
D. Services Provided to the County: How will this facility/program benefit County
programs/County residents?
1. Scope and number of direct school program beneficiaries.
2. Scope and number of direct County beneficiaries.
3. Potential future program options to be offered which are not currently available to residents in the
region.
4. Fee schedule for use of facility.
5. Scholarship availability and amount of annual funding for scholarships for low income residents.
6. Detail anticipated user groups and anticipated numbers for each group.
E. Experience: Please describe your experience in operating a similar facility.
F. Business Plan: (Operations – Expenses/Revenues)
1. Provide 5 years of actual financial results for current organizational operations.
2. Provide pro forma for new operation including any new or modified facility. This should be in the
format of a 5 year forecast of income and expenses.
G. Current Capital Fund Raising Status:
1. Current secured funding.
2. Plan and timetable for securing remaining funding.
H. Anticipated Construction Schedule: (Groundbreaking through Grand Opening)
I: Alternatives:
1. Please describe what would happen with your project and how you would proceed if the County
funded 50% of your request.
2. Please describe what would happen with your project and how you would proceed with no County
funding.
J. Other Community Benefits: Are there other anticipated benefits of this project other than the
direct benefits to facility users? If yes, please provide specific examples and attempt to quantify
those anticipated benefits.
K. Security of County Investment: How will the County’s investment be protected if the
organization receiving funding ceases to exist or cannot sustain operations of the facility?
L. Additional Information: Please feel free to provide any additional information regarding your
request that has not been covered in your responses.
M. Communications: All questions regarding these funding request instructions should be
directed to Pat Mullaney, Albemarle County Department of Parks and Recreation, 401 McIntire
Road, Room 118, Charlottesville, Virginia 229024596; phone (434) 2965844, email:
pmullan@albemarle.org.
N. Review Process and Recommendation: Funding requests will be reviewed by the County and
representatives may choose to interview any or all requesting organizations before making a
recommendation to the Board of Supervisors.
O. Deadline for Funding Requests: Please submit 6 hard copies to the Project Contact (Section M
above) by October 31, 2008.
P. Right to Fund/Reject: The County of Albemarle reserves the right to fund a request that is in
its best interest. The County reserves the right to reject any or all requests. The County also
reserves the right to negotiate any or all requests.
Go to next attachment
Return to exec summary
1
10 October 2008
Pat Mullaney
Albemarle County Parks & Recreation
Street Address
Charlottesville, VA 22902
Dear Mr. Mullaney,
It is my privilege to submit to you a proposal for Albemarle County support of the
aquatic facility now under development through Star Swimming at the Fairview
Swim & Tennis Club.
Since we previously have submitted a proposal to the county and made a
presentation to the Board of Supervisors outlining the proposal, I will not use this
space to go over what we view as the benefits of supporting our proposal, except
to say the following. Over the past several weeks, we have seen the Star Swim
Team/Virginia Gators program experience nice growth as we enter the 2008-09
season. This growth, combined with the closing of Smith Pool, only underscores
the fact that there is an imminent need for a new facility to serve Albemarle
County high school swim teams and the community at large.
With that, please allow me to answer the questions that you have posed of us.
Should the answers that follow create additional questions, I am happy to speak
with you or anyone on the committee at any time.
Best regards,
Jim Cudahy
A. Organizational Information:
Street Address
Charlottesville Star Swim Team, Inc. (also dba “Virginia Gators of
Charlottesville”)
707 Belvedere Drive
Charlottesville, VA 22901
Point of Contact
Jim Cudahy, President
Phone: 434-882-4736
Email: jim@greenmonstermarketing.com
Secondary Contact
Dave Phillips
STAR SWIMMING OF CHARLOTTESVILLE 707Belvedere Drive
A charitable foundation established to advanced competitive Charlottesville, VA 22901
swimming in the Charlottesville/Albemarle region 434-760-4267
2
Phone: 434-981-8088
Email: dave@caar.com
Board Members
Jim Cudahy, President
Mary Jo Natali, Vice President
Dana Ross, Treasurer
Lynette Wuensch, Assistant Treasurer, Bookkeeper
Lauren Williamson, Secretary
Mark Mitchell
Ernie Harper
Organizational Website
www.virginiagators.org
Distinction Between Star Swimming & Virginia Gators
Star Swimming is a 501(c)3, charitable organization under the I.R.S. tax code.
On a day-to-day basis, the team does business as the Virginia Gators of
Charlottesville and competes in USA Swimming meets as the Virginia Gators. As
such, we compete with Roanoke and Lynchburg groups, which also go by the
moniker, “Virginia Gators;” however, we operate as a fully independent
organization from a procedural and financial perspective. To emphasize, we
neither receive nor provide any financial support to or from the Roanoke or
Lynchburg Gators.
Audit
As a small non-profit organization, we have not invested in a tax audit. We are
more than happy to provide copies of our tax returns.
Description of the Organization
Star Swimming was established with a mission of advancing competitive
swimming in the Charlottesville/Albemarle community. This includes
management of a competitive swimming program at the USA Swimming level, as
well as support of local high school swimming through both the periodic hosting
of a local swim meet and through leasing of lane space for high school swim
practices.
Perhaps Star Swimming’s greatest accomplishment to date was to purchase the
enclosure system (air-supported dome), which currently serves as the home for
the Virginia Gators of Charlottesville and which four local high schools use for
practices and for local swim meets. One of these high schools has been Western
Albemarle High School. Indeed, it was the acquisition of the air-supported dome
in 2000 that served as the genesis of high school swim teams in Albemarle
County. We feel it also is worth mentioning that our facility serves as the home to
a Special Olympics program each spring and a number of Gator swimmers
participate as volunteer coaches and instructors for this effort.
While I have emphasized the fact that we are a non-profit, I also would like to
emphasize that we have no debt of any kind as an organization. We own the air-
supported dome outright.
3
Star Swimming currently leases the facilities at the Fairview Swim & Tennis Club
from Labor Day through Memorial Day each year. The development of our new
facility is predicated on a continuation of this relationship as Fairview will be
responsible for a large portion of the associated costs of the new facility. Fairview
and Star Swimming have a verbal agreement in place on a 100-year lease of the
new facility. We maintain a strong, symbiotic relationship, but we remain two
distinct, independent organizations. A bit more on this point: It is the strong belief
of both Star Swimming and Fairview that the new facility Fairview was planning
would best be utilized if it could be used on a year-round basis. It further is our
position that this relationship represents the best possible scenario of allowing
local swimmers to swim in a first-class facility sooner rather than later at the
lowest possible expense and with minimal impact to the environment. In short, it
would have been a shame for Fairview to build a first-class swimming pool and
allow it to sit idle from Labor Day through Memorial Day while there is such a dire
need for year-round swimming pools in the area.
Organizational Structure
Star Swimming is composed of a board of directors, which oversees all
operational aspects of the team including the supervision of coaching staff and all
other personnel. The coaching staff and member volunteers provide the
manpower to operate and manage the facility.
IRS Classification
Star Swimming is a non-profit, 501(c)3, charitable organization. Though we do
not consider Fairview as a “partner” as much as it is a landlord in this
arrangement, Fairview operates as a private membership club.
Funding Request
We seek a one-time $500,000 contribution from Albemarle County. It is our
strong preference for the funding to arrive in a lump sum since the entirety of our
expenses related to the construction of the new facility will be contributed prior to
or upon the completion of the facility. We anticipate construction of the facility to
occur during the winter/spring time period of 2009 with a completion date of
Memorial Day 2009, so that should provide an idea of when the contribution
would need to be fully funded. Star Swimming’s preference would be to receive
an installment of one-third at the outset of the construction with another third due
in the middle of construction and the balance due at the end, which would be late
spring to summer of 2009.
Additional Funding from the County
With our full request met, we have no plans to ask for operating expenses from
the county in the future.
County Investment Compared to Full Cost
The total cost of the project is approximately $1.6 million, meaning the County’s
investment would represent just over 30 percent of the total cost.
Purpose of County Funding
The County funding would be used exclusively for an enclosure system and
related expenses to make the facility ready for year-round swimming. In all
likelihood, then, the County’s contribution of $500,000 would cover the cost of the
enclosure system, commercial air-handling system, and ancillary expenses
4
related thereto. Beyond the enclosure system, Star Swimming also will be
covering the costs of a second, two-lane, warm-water pool and other features
such as a scoreboard and bleachers; however, we will cover these costs entirely
through separate fund-raising efforts.
Energy-saving/Environmentally Friendly Aspects of New Facility
Since we are covering a pool that already will be built rather than clearing and
developing an entirely new piece of land, the impact on the local environment
from construction will be negligible. Even the plot of land that the pool and
enclosure will occupy currently has no trees on it, so not one tree will be knocked
down as a result of our new facility.
From an energy-saving standpoint, our facility will be a major improvement over
the existing air-supported dome, which requires a commercial-grade air handling
system to run on a 24/7 basis.
First of all, the structure will have a double-paneled vinyl roof with
compressed air between the two panels, which provides an extra degree
of insulation during winter months.
In comparing the new enclosure and facility with our existing enclosure
and facility, there will be additional environmentally friendly features.
o We will use natural gas to heat the water rather than propane,
which is more efficient and burns more cleanly than natural gas .
o We will not have a diving well, as we currently do, which contains
half of the water we heat in the winter. With ten lanes and a two-
lane warmer water pool, we won’t have half the water to heat that
we currently do, but it will be about 75 percent of what we currently
heat, which, again, we’ll heat more efficiently.
o We will use solar blankets or a comparable system to maintain the
water heat and thus use less energy.
Because the main competition pool is used for only competitive swimming,
we can maintain a lower water temperature of 80 degrees – rather than
the typical 82-84 degrees at most indoor pools – which obviously requires
less energy.
Ultimately, we also want to install direct solar heating for the water in both
the pool and in the clubhouse. We have priced a system that would do this
and it would run in the neighborhood of $90,000. Over the long term we
want to do this for both environmental and economical reasons. This
would almost entirely eliminate the need for natural gas to heat the pool
water exept when it gets exceptionally cold in the winter when we might
need supplemental, natural-gas heating.
Anticipated life span of facility including any available warranty information
If the existing life of the Fairview pool is any indication, the pools themselves will
have lives of 50 years or longer. The frame of the structure should have a life of
20 years or longer. The company that manufactures them has done this for just
over 20 years and has clients who have used similar structures for that length of
time. The vinyl panels likely will need to be replaced after 10-12 years, but it
could be longer in our case because they will be removed so infrequently. The
cost of replacing the panels is about 15% of the total cost, which in today’s
dollars would be approximately $60,000.
5
The panels have a full two-year warranty. The structure has a longer warranty,
which has a number of conditions, but effectively is ten years.
Services Provided to the County: How will this facility/program benefit County
programs/County residents?
If the County meets Star Swimming’s request for funding, we will guarantee
practice times so that all three county high school teams can swim between the
hours of 4:00pm and 8:30pm each day for the entirety of the high school swim
seasons. This would be a full six lanes in which to practice. We also would be
willing to consider practice times in the morning before school and/or after
8:30pm, but believe that schools likely would prefer 90-minute practices between
4:00pm and 8:30pm and, again, we are willing to guarantee that as part of the
deal. Further, the facility would provide almost unlimited ability for local high
schools to host meets up to and including regional meets.
We currently have approximately 150 kids involved in our program and expect
somewhere close to 200 will cycle through the program between Labor Day and
Memorial Day. This number will grow with the new facility by approximately 25
percent to start and then 10 percent thereafter. The total impact on the
community would be substantial and is outlined below for a five-year period.
We want to consider other programs in conjunction with the county Parks &
Recreation Department and/or Albemarle County Schools. We could be talking
about many programs that could benefit Albemarle citizens of all ages. Potential
programs could range from swim lessons to water aerobics to water polo to lap
swimming to swim programs for middle schools and elementary schools.
When creating the chart below, we have taken a look at the current number of
swimmers in our USA Swimming program. We expect there to be 25 percent
growth to the program the first year in the new facility and ten percent after that
annually. So as not to double-count kids who swim across multiple years, we’ve
provided a full count on the left in those two columns and then new swimmers on
the right. Among high schools, we’re counting 40 swimmers in each program,
with the full number of kids on the left and then the number of new swimmers
(effectively, the freshmen) on the right. In all, we estimate that over the five-year
period, 979 kids will directly benefit from the new facility in our USA Swimming
program and 240 will benefit through high school swimming and this is to say
nothing of the beneficiaries in new programming outside of competitive
swimming. We will not add these numbers together because there will be a
degree of duplication for those kids who swim in our USA Swimming program
and also with high schools.
6
Direct Beneficiaries of New Aquatic Facility among USA
Swim Team & High School Swimmers
Individual USA Swimmers
Team
High School Swimmers
(3 teams)
Total
Swimmers
New
Swimmers
Total
Swimmers
New
Swimmers
2009-2010 275 275 120 120
2010-2011 303 152 120 30
2011-2012 333 167 120 30
2012-2013 366 183 120 30
2013-2014 403 202 120 30
979 240
We won’t attempt to estimate the number of citizens who will benefit from non-
swim team activities, but we expect that to be substantial as well. Currently, for
instance, approximately 25 Special Olympics athletes participate in our spring
program.
Potential future program options to be offered which are not currently available to
residents in the region
Potential programs include water aerobics, swim lessons, other strength and
conditioning programs through Parks & Recreation and/or Albemarle County
Schools, water safety courses, and water polo.
These potential programs could take place from 8am through 3pm. We plan to
work with the county Parks and Recreation Department to implement the
programs during those hours or during other off hours such as weekend
afternoons.
Fee Schedule for Use of Facility
Kids in our competitive swim program pay based on an annual fee schedule that
correlates to level and the amount of time in the pool. High schools pay for
practice time, which is $15 per hour, per lane used. This effectively means we
charge $90 per hour for use of the facility. We sometimes host birthday parties
for $100 and they go a bit beyond an hour normally.
Scholarship availability and amount of annual funding for scholarships for low
income residents
We offer scholarships to low-income residents and we will continue to do so in
alignment with our mission to advance competitive swimming.
Detail anticipated user groups and anticipated numbers for each group
We refer you to the earlier chart outlining the direct beneficiaries. Generally, we
expect approximately 200 kids to cycle through various aspects of our USA
Swimming program this year (2008-09). We further expect to see 25 percent
growth in the program the first year of our new facility and then ten percent for
the four years thereafter, which would bring the total size of our swim program to
403 within five years. The number of high schools remains pretty static at about
40 swimmers per program, or about 120 swimmers total. With 12 lanes to
practice, we know we can accommodate this growth while continuing to serve the
needs of the high school teams (again, we currently operate with half that
number in a pool that has half the number of lane we’ll have in the new facility).
7
Beyond the swim team programs, it is difficult for us to estimate numbers of
water aerobics or other types of programming, but such programs will be created
based on identified need in the community. It is our intention to use the aquatic
facility as much as possible in the hours when it is not being used for competitive
swimming.
Experience: Please describe your experience in operating a similar facility
Our experience operating a similar facility is extensive. We currently are in our
ninth year of operation at our current facility and it is based on this experience
that we are able to make the definitive statement that our new facility will be
demonstrably easier to operate than our current facility.
Star Swimming’s experience includes:
Assembling swim team programs
Recruiting and coordinating with a working board of directors
Fundraising
Marketing to the community
Financial operations
Coaching
Volunteer management
Hosting swim meets
Management of the facility itself
o Assembling and maintaining the air-supported dome
o Pool maintenance
o Other elements of facility maintenance
In short, though our new facility will represent substantial improvements for our
program and our community, we know exactly what it will take to run the facility
and know we have the existing capability and expertise to do so.
Business Plan: (Operations – Expenses/Revenues)
Provide 5 years of actual financial results for current organizational operations
Star Swimming operates on a zero-based budget each year. The bulk of our
revenue arrives between the months of September and May and the bulk of our
expenses occur during those months as well. Star Swimming has no short- or
long-term debt. Most importantly, our swim program has seen substantial growth
this year and we will realize a corresponding positive change to our financial
position. We are bringing in more revenue than we have in our history and we
actually expect our expenses in 2008-09 to be reduced largely as a result of a
decreased price in propane to heat the pool. While winter weather plays a large
role in determining our overall costs, we expect to finish the year (August 31st for
us) with a surplus of more than $30,000. Because the new facility will include a
far more energy-efficient pool and enclosure, our expenses will drop further while
our revenues in the new facility will increase in substantial fashion.
I am providing a financial statement that compares our position from 2007-08 and
2008-09. I would be happy to furnish tax returns for the previous three years, but
as far as financial statements, I could not provide such detail as you see below
with any type of assurance that they would be accurate. Suffice it to say, our
8
revenues and expenses were essentially a match each year with either a small
positive or negative bottom line carried over to the following year.
I wish to point out something else that bodes extremely well for the future, which
is that if you compare the projected revenues of this year with actual revenue
from last, you see the a dramatic jump in income for the programs that serve
younger swimmers. With a jump in the number of younger swimmers, we can
expect larger numbers of swimmers to enter our Gold and Senior programs in the
years to come, which contributes a lot more revenue per child to the program.
Actual
Cost
2007-08
Projected
Cost
2008-09
Difference Actual
Revenue
2007-08
Projected
Income
2008-09
Difference
Operational Expenses Yearly Income
Rent $13,549 $16,415 $ 2,866 Swim Gym $12,489 $15,000 $ 2,511
Bubble Loan $ 2,415 $ 0 ($2.415)Bronze $15,063 $27,500 $12,437
Bubble
Up/Down
$ 2,180 $ 2,471 $ 291 Silver $24,061 $31,000 $ 6,939
Water $ 3,155 $ 3,395 $ 240 Silver +$17,343 $28,000 $10,657
Trash removal $ 906 $ 985 $ 79 Gold $19,551 $18,000 ($1,551)
Propane $44,566 $40,000 ($4,566)Senior $19,669 $18,305 ($1,364)
Electric $13,035 $13,040 $ 5 HS Prep $ 3,500 $ 6,672 $ 3,172
Pest Control $ 506 $ 500 ( $6)CCS $ 2,360 $ 0 ($2,360)
Heating Oil $21,103 $21,120 $ 17 Sponsors $ 5,820 $ 5,000 ( $820)
Phone $ 5,500 $ 4,713 ( $787)Grocery Card
Rebates $ 6,618 $ 8,037 $ 1,419
Marketing $ 1,448 $ 1,200 ( $248)Grocery Card
purchases $ 2,700 $ 100 ($2,600)
Pool
maintenance
$ 6,479 $ 4,224 ($2,255)HS Rental $11,861 $11,861 $ 0
Supplies $ 2,960 $ 5,042 $ 2,082 Lap Swim $ 55 $ 0 ( $55)
Equipment $ 0 $ 3,000 $ 3,000 Meet fees
received
$25,239 $27,273 $ 2,034
Apparel $ 1,968 $ 1,561 ( $408)Pool rental $ 3,663 $ 3,860 $ 197
Reimbursement $ 2,394 $ 1,039 ($1,355)Reg fees $12,450 $14,100 $ 1,650
SUBTOTAL $122,164 $118,705 ($3,459)Revenues
owed
$ 8,388 $ 1,680 ($6,708)
PAYROLL & MEETS Sr. Champ
opt-out
$ 450 $ 0 ( $450)
Payroll $58,617 $57,944 ( $673)Sr. Champs
Income
$16,322 $17,000 $ 678
Meet Fees $11,682 $12,000 $ 318 Special
Olympics
$ 990 $ 1,000 $ 10
Gator Meet
Expenses
$ 1,103 $ 0 ($1,500)Spring
Warmup
$ 5,663 $ 6,000 $ 337
Sr. Champs
Expenses
$ 4,783 $ 5,000 ( $217)Summer
swimmers
$ 1,600 $ 2,000 $ 400
USA
registration
$ 5,822 $ 6,192 $ 370 Apparel $ 235 $ 800 $ 565
Travel $ 8,755 $ 9,311 $ 566 Swim-a-
thon
$ 5,869 $ 6,000 $ 131
Petty Cash $ 600 $ 200 ( $400)Misc $ 443 $ 0 ( $443)
SUBTOTAL $91,363 $90,647 ( $716)TOTAL
INCOME
$222,377 $249,188 $ 26,811
INSURANCE TOTAL
EXPENSES
$219,326 $215,660 ($3,666)
Bubble $ 1,849 $ 2,000 $ 151
Retirement $ 3,500 $ 4,308 $ 808 BALANCE $ 3,051 $ 33,528
Misc.$ 450 $ 0 ($450)
SUBTOTAL $ 5,799 $ 6,308 $ 509
9
Provide pro forma for new operation including any new or modified facility. This
should be in the format of a 5 year forecast of income and expenses
Anticipated
Revenues
Anticipated
Personnel
Expenses
Anticipated
Operational
Expenses
Net
Revenues
2009-2010 $300,000 ($100,000)($ 72,000)$128,000
2010-2011 $357,000 ($160,000)*($ 75,600)$121,400
2011-2012 $393,000 ($176,000)($ 79,380)$137,620
2012-2013 $432,000 ($193,600)($ 83,349)$155,051
2013-2014 $475,000 ($212,960)($ 87,516)$174,524
* Personnel would include addition of full-time program director.
I know this looks too good to be true, which is why later on I have outlined a less
optimistic scenario. Revenues are based on anticipated 25 percent growth to the
Star Swimming/Virginia Gators swim program in 2009-2010 with the introduction
of our new facility (which may actually be conservative) and 10 percent annual
growth thereafter. We bring additional revenues in through sponsorships and
other fund-raising activities, which we expect to increase in correlation with a
larger program. Beyond that, we expect to collect new revenues from new
programs such as swimming lessons, recreational swimming, and other
programs that the new facility will make possible.
We will see an increase to personnel costs in correlation with the increased size
to our competitive swim program and to staff new programs and thus are
allowing for 10 percent growth to personnel expenses. Also worth noting is that
part of our expenses on the personnel side will include hiring a full-time facility
manager for the first time to ensure we are capable of meeting the increased
needs of the community. However, we anticipate the cost of energy to operate
the facility will be reduced by at least half in the new facility to start because of a
decreased amount of water to heat compared with our current facility and not
having to run an air-handling system on a 24/7 basis to inflate the air-supported
dome as is now the case. Also, our agreement with Fairview is that we will
occupy the facility with no rent. In return for not paying rent, we will be providing
Fairview members with regular access to lap swimming at hours that don’t
conflict with competitive or high school swimming. Fairview expects that the
relationship with the Gators will help to create new summer memberships at their
pool.
We otherwise incur expenses that are directly reimbursable from families for
items such as meet fees, apparel, USA Swimming registration, etc. We expect
expenses to increase by five percent each year. The wild card in this scenario is
the cost of energy; however, we will be in a far better situation in the new facility
than we currently are from an energy consumption standpoint and we also hope
to move to direct solar heating of the pool at some point, which further will reduce
the exposure to risk that energy presents to the program.
Overall, with revenues increasing initially by 25 percent and 10 percent thereafter
and operational expenses dropping to start and then increasing at a rate less
than our revenues, we believe the facility won’t simply be self-sustaining, but will
generate an increasing net surplus each year that will place us in a strong
10
position to cover any needed capital improvements to the facility over the long
term.
Lastly, I know that this paints a fairly rosy scenario and I cannot emphasize
enough, first of all, the drain on resources that the current facility represents from
an energy perspective. This alone has caused us to operate on a shoe-string
budget over the first eight years of our operation under the air-supported dome.
Secondly, in surveys of our member families, it is clear that the current facility is
the largest weakness of the program. With the new facility will arrive certain
growth over both the short and long-term and also the space to accommodate
that growth.
If we were to take a much more cautious approach and presume that we see no growth
to our program in the first year (which simply won’t happen) and five percent thereafter
and also that we are able to decrease operational expenses by only 25 percent to start
with expenses increasing by ten percent annually thereafter (rather than five percent),
we still would be in a strong position as outlined below. Obviously, under this scenario,
at some point we would have to address the fact that our net revenues were decreasing
over time, but we would have reserves that would give us leeway to do so.
Anticipated
Revenues
Anticipated
Personnel
Expenses
Anticipated
Operational
Expenses
Net Revenues
2009-2010 $250,000 ($ 90,000)($108,000)$ 52,000
2010-2011 $262,500 ($ 94,500)($118,800)$ 49,200
2011-2012 $275,625 ($ 99,225)($143,748)$ 32,652
2012-2013 $289,406 ($104,186)($158,123)$ 27,097
2013-2014 $303,877 ($109,396)($173,935)$ 20,546
Something else: Should we be fortunate enough to realize the type of operating
surpluses outlined at the top of this section, after establishing a contingency reserve for
the organization and the facility, it would be a priority to reinvest such revenue back into
competitive swimming in our community.
Finally, I wish to emphasize that we are not counting on revenue from Albemarle County
high schools at this point. Below I have outlined the cost savings to the county programs
by not having to pay for lane rental. I base these numbers on what I know Western
Albemarle currently pays us and presume five percent increase to lane rental fees each
year. Over ten years, the county swim teams would save more than $350,000, each
program saving one third of that amount. It would be shortly thereafter that the county’s
investment of $500,000 effectively would be repaid if you were to look at it that way.
W. Albemarle Albemarle Monticello Total
2009-2010 $10,500 $10,500 $10,500 $31,500
2010-2011 $11,025 $11,025 $11,025 $33,075
2011-2012 $11,576 $11,576 $11,576 $34,728
2012-2013 $12,155 $12,155 $12,155 $36,465
2013-2014 $12,763 $12,763 $12,763 $38,289
2014-2015 $13,401 $13,401 $13,401 $40,203
2015-2016 $14,701 $14,701 $14,701 $42,213
2016-2017 $15,436 $15,436 $15,436 $46,308
2017-2018 $16,208 $16,208 $16,208 $48,624
2018-2019 $17,018 $17,018 $17,018 $51,054
$118,737 $118,737 $118,737 $356,211
11
Current Capital Fund Raising Status:
We currently have either cash on-hand or commitments from contributors that
amount to approximately $50,000. We feel certain we can bring in another
$100,000 from our swim team families and we are hot on the trail of additional
benefactors whom we believe will make contributions that will allow us to bridge
the gap between the county’s contribution and the amount needed for
construction.
Star Swimming has hired a professional fundraising consultant who is assisting
us with our plan and its implementation. We have developed a list of potential
individual donors and are working on building relationships with those donors.
We have also created a case statement to assist us with our fundraising.
In addition, we have identified several foundations that we believe will be willing
to give to the project.
Plan and timetable for securing remaining funding
Our capital campaign will heat up in the coming weeks and months as
construction of the facility approaches. Every single family will make
contributions. We further are using the connections within our team to reach out
to benefactors within the Albemarle community and beyond. To be honest, a lot
of the resources we have devoted to this effort have been focused on
negotiations with the county over the past few months. It is our fervent
expectation, based on the experience of our fundraising consultant, that once we
have a commitment from the county, the remaining funds will fall into line.
Last, while it is our hope and expectation that we will not have to go this route,
we also will have the capability of borrowing as much as $100,000 or perhaps a
bit more than that, as we have before, to cover the difference between
contributions from individuals and the county and what we need to cover our
portion of the new facility.
Anticipated Construction Schedule: (Groundbreaking through Grand Opening)
We expect ground-breaking for the new facility to take place sometime in the
spring of 2009 and it will take five months from start to finish. The grand opening
in that event likely would take place in advance of the start of the Virginia Gators
2009-2010 swim season in August or September 2009.
Alternatives:
Please describe what would happen with your project and how you would
proceed if the County funded 50% of your request
Let me first approach this from the positive side: If the county funds 100 percent
of our request, the chances that we will have our facility complete and ready for
high school teams to practice in November 2009 are extremely good. If the
county funds 50 percent of our request, that chance goes down substantially.
What would happen? Unless we could identify a couple of major donors, we
would delay the enclosure of the new pool that Fairview would build anyway. We
would continue swimming in our air-supported dome in our old pool until we
could collect the full amount. We would not be able to give high schools priority
12
practice time in this event and we would probably not be able to accommodate all
three county teams.
Please describe what would happen with your project and how you would
proceed with no County funding
It would be largely the same story as the answer to the previous question, just a
longer delay and a longer period in our existing air-supported dome and in the
old pool.
Other Community Benefits: Are there other anticipated benefits of this project
other than the direct benefits to facility users? If yes, please provide specific
examples and attempt to quantify those anticipated benefits
Our new facility no doubt will serve as the venue for both high school and USA
Swimming meets. We previously have submitted a proposal to the county that
outlines the expected economic impact of these meets, which is substantial—the
amount is $300,000 annually and, thus, $3 million over a ten-year period.
Beyond that, we cannot emphasize strongly enough the need for such a facility in
this community. Recreational and competitive swimming in our community is
growing in popularity. There currently are approximately 2,500 children
competing each summer in the Jefferson Swim League and that number is sure
to grow. For better or worse, swimming is a year-round sport and the ability for
children in our community to have the opportunity to compete on a state,
regional, and national basis is contingent upon them having a place to swim on a
year-round basis. The dearth of facilities in Albemarle County is therefore a
significant problem that our new facility will play a large role in alleviating.
Security of County Investment: How will the County’s investment be protected if
the organization receiving funding ceases to exist or cannot sustain operations of
the facility?
First, part of this exercise will be for Star Swimming to sign a 100-year lease with
the Fairview Swim & Tennis Club. We are happy to propose a survivorship
clause in this proposal that would allow county high schools to maintain their
practice times should Star Swimming for some reasons cease its operations and
are certain Fairview would be amenable to this as a condition of the agreement.
However, this scenario is so unlikely that we don’t believe it should register as a
major concern. While Star Swimming admittedly is not a robust organization from
a financial perspective, this is a substantial strength and here’s why: Because we
have limited borrowing capability, we are not capable of incurring the type of debt
that would put the organization at real financial risk. The largest risk would be
that interest in competitive swimming takes a precipitous drop, but, even then, we
would remain a nimble organization with the capability of immediately reducing
expenses to correlate with any downturn.
An additional risk could be that the Fairview Swim & Tennis Club goes under and
we offer Fairview’s 40+ year history as a staple within the Albemarle community
as the largest assurance that this simply never would happen.
13
Additional Information: Please feel free to provide any additional information
regarding your request that has not been covered in your responses
We cannot think of a better investment for the county if it is interested in
advancing high school swimming in Albemarle County. The costs associated with
building a new aquatic facility that serves the needs of the community in the way
our new facility will—acquiring land, building the pool and some type of
enclosure, land development for the facility and parking areas—would reach $4-5
million with relative ease and take many years. By “piggy-backing” on what
Fairview already was intending to build, we have created an opportunity to
accomplish the same goal at a small fraction of that cost.
Finally, I want to thank the Board of Supervisors and the Albemarle County
Department of Parks & Recreation for considering our proposal. It is our strong
belief that we have arrived at a proposal that makes great sense for all parties
involved and we have been pleased with the county’s willingness to consider the
proposal. We are happy to provide answers to any additional questions you
might have and we look forward to continued discussions.
ALBEMARLE COUNTY PARKS AND RECREATION FUNDING REQUEST
Please provide the following information in an organized format in the order below.
A. Organizational Information:
1. Agency Name: List the full legal name of the organization requesting County funding.
Piedmont Family YMCA, Inc.
2. Mailing Address:
442 Westfield Rd.
Charlottesville, VA. 22901
3. Director: List the name of the individual who serves as the organization’s Director/President,
his/her telephone number and their primary email address.
Dennis Blank, CEO Kurt Krueger, Board Chair
Piedmont Family YMCA McGuireWoods LLP
(434) 9749622 (434) 9772521
dblank@piedmontymca.org kkrueger@mcguirewoods.com
4. Board Members: List all members of the organization’s board.
Complete roster attached
5. Organization Contact: If different than Director include same information as above. This is the
individual who is most knowledgeable about this request and with whom the County should
contact with any follow up questions.
Same as # 3 above
6. Organization Web Address: www.piedmontymca.org
7. Audit: Please indicate whether your organization has an independent audit performed at the end of
each fiscal year. If so, submit a copy of the management letter or auditor’s opinion for the most
recent two yearend reports.
Auditor’s documents attached
8. Briefly describe your organization, its mission, and some specific overall organization goals. If
you are partnering with other organizations in this request please include same information for
partnering organizations. Include an organizational chart.
The Piedmont Family YMCA is an independentlychartered organization sanctioned by
the national parent organization YMCA of the USA. It is our mission: To put Judeo
Christian Principles into practice through programs that build healthy spirit, mind, and
body for all. All programs are driven by our traditional core values of: Caring, Honesty,
Respect, and Responsibility.
It is the policy of the Piedmont Family YMCA to provide services for any person who
desires to participate. Nobody is turned away, because of ability to pay. [Our current
program guide is attached]
9. Indicate the IRS classification of the requesting organization and partners:
The Piedmont Family YMCA is incorporated as a notforprofit charitable organization
with the IRS classification: 501(c)(3).
B. Funding Request: Please describe exactly what is being requested from the County. Be very
specific and include the following in your response:
1. Specific amount. $1.25 M
2. Time frame: When is funding needed? These funds have previously been allocated to
the Albemarle County CIP budget for FY 2012; however, it is anticipated that bond
financing be obtained by the YMCA to bridge the gap between actual need for the funds
and their availability from the County.
3. Is any additional funding expected from the County in the future? (Capital, operating, fee for
County usage, etc.) If yes, please explain thoroughly including estimate of how much, when, etc.
It is anticipated that the Albemarle High School Swim Team(s) will have access to the
swimming facility for training at a reduced cost of between $1216 per lane per hour.
Other County Programming could operate in a similar manner, in accordance with YMCA
policy.
4. Proportionate amount of County funding to total funding: Describe all funding sources including
County and total amounts from each funding source.
Projected cost of project is estimated to be $15.0M, Albemarle County has previously
committed $2.03M to this project. Over $7.0M of the capital funds (including the
County’s funding) have been pledged/secured from private donations, with an ongoing
capital campaign. Any remaining shortfall require commercial/government financing.
C. Purpose: What will County funding be used for? Please describe:
1. Description of facility to be built including site amenities
a. Fullfacility YMCA recreational center, to include: Stateoftheart fitness center, 10,000
sq.ft. basketball/volleyball gymnasium, exercise/dance/aerobics studios, multipurpose
classroom space(s), community rooms.
b. Childcare /child watch operations.
c. Indoor aquatics complex to include competitive swim lanes, recreational swimming,
instructional swimming, handicap access and familyfriendly changing areas, locker
rooms, etc.
This additional funding request of $1.25M will be used to provide access to the Albemarle
County High School Swim teams for all practice sessions.
2. Highlight any energy saving or environmentally friendly features of the proposed facility.
Specifically comment on the energy efficiency or inefficiency of the proposed facility as compared
to other types of structures used for the same purpose.
The YMCA has contacted the service of VMDO architects with the expressed assignment
to design this building as a LEEDcertified facility, which is only an option available for
permanent structures, such as this.
3. Anticipated life span of facility including any available warranty information.
The YMCA and the City of Charlottesville have entered into a 40year lease agreement
for use of McIntire Park. It is anticipated this facility will have a lifespan of 50+ years.
D. Services Provided to the County: How will this facility/program benefit County
programs/County residents?
1. Scope and number of direct school program beneficiaries.
The multilane competitive swimming pool will provide practice and competition
facilities for all three (3) Albemarle County High Schools. Participation in this varsity
level athletic program is approximately 120150 students each season.
Additionally, the YMCA is eager to initiate a “LearntoSwim” program for all county
elementary school students. Funding for such programs would be secured through private
foundations and other granting sources.
2. Scope and number of direct County beneficiaries.
The total number of potential county beneficiaries is unlimited. In addition to item D#1
(above)… a widerange of intergenerational aquaticbased programs will be offered (as
previously described) to all Albemarle County residents, and community organizations. It
will also provide both the YMCA and the County high schools with a facility to host
YMCA, USA and County meets. In addition to the obvious local school benefit, the
following groups would benefit: Boy Scouts, Girls Scouts, Red Cross, Church Groups,
AfterSchool Programs, Special Olympics, Y Swim classes, Parent/toddler Classes, Senior
Water Aerobics, Albemarle County Scuba Dive Team and Residents.
3. Potential future program options to be offered which are not currently available to residents in the
region.
This facility will offer programs in recreational, fitness, competitive, instructional and
therapeutic swimming. These programs would include but are not limited to: learnto
swim programs, lap swimming, water aerobics, after school programs, team training,
parent/child classes, and physical therapy.
4. Fee schedule for use of facility.
Programming and rental fees shall follow standard YMCA policy, with a significant
discount offered to all Albemarle County school district use. Daily access to the facility
will be made available to all regardless of membership or income.
5. Scholarship availability and amount of annual funding for scholarships for low income residents.
It is the policy of the Piedmont Family YMCA to provide services to anyone who desires
to participate. Scholarships are based upon need (as determined by Social Services).
Applications for financial assistance are made available to all participants and no one is
turned away. The YMCA holds an annual campaign to pay for scholarships. In 2007
alone, the YMCA provided nearly $216,000. in financial assistance to persons in need.
6. Detail anticipated user groups and anticipated numbers for each group.
Previously defined in item #D2 above
E. Experience: Please describe your experience in operating a similar facility.
The YMCA has an established and proven national reputation for operating affordable
public fitness and aquatics facilities throughout the United States, including 28 YMCA’s
in communities located in the Commonwealth of Virginia.
F. Business Plan: (Operations – Expenses/Revenues)
1. Provide 5 years of actual financial results for current organizational operations.
Financial statements attached for FY 20022007.
G. Current Capital Fund Raising Status:
1. Current secured funding.
Previously addressed in item # B4
2. Plan and timetable for securing remaining funding.
Previously addressed in item # B4
H. Anticipated Construction Schedule: (Groundbreaking through Grand Opening)
Professional services have been retained by the firm local firm of VMBO. Architectural
designs have been initiated, with groundbreaking and construction anticipated to
commence in late 2009.
I: Alternatives:
1. Please describe what would happen with your project and how you would proceed if the County
funded 50% of your request.
Access to the competitive swim facility could be potentially limited, and usage/rental fees
by Albemarle County School groups would be increased.
2. Please describe what would happen with your project and how you would proceed with no County
funding.
Access to the competitive swim facility would be limited, and usage/rental fees by
Albemarle County School groups would be increased.
J. Other Community Benefits: Are there other anticipated benefits of this project other than the
direct benefits to facility users? If yes, please provide specific examples and attempt to quantify
those anticipated benefits.
Inherent advantages to Albemarle County that this YMCA project affords:
This is a permanent brick & mortar facility, with a longevity expectation of 50+ yrs. (See
paragraph C3, above)
Our facility will be designed and engineered to be environmentallyfriendly, utilizing the
latest stateoftheart insulation and HVAC components
(Paragraph C2)
This aquatic facility will be an integral part of a much larger complex; complete with
locker rooms, fitness center, indoor athletic facilities, community rooms, etc. (Paragraph
C1)
The central location in McIntire Park is easilyaccessible via major highways, to ALL
three (3) Albemarle County High Schools, as opposed to neighborhood streets and/or one
lane bridges.
The YMCA is a 157yearold communitybased 501(c)(3) organization, with national (and
worldwide) prominence; and served locally by a 13member board of community
volunteers. We are universally recognized as the leader (and have set the standards) in
providing quality familyoriented programs and facilities for recreation and healthy spirit,
mind, and body. (Paragraph A8)
Our aquatics facility will be staffed and maintained in accordance with YMCA national
accreditation standards. The YMCA of the USA has long been acknowledged as the
industry leader regarding safety and professionalism, in providing a rich history of
innovative and highquality aquatics programming.
We offer a financialaid scholarship program which guarantees no one will be turned away
due to ability to pay. (Paragraph D5)
The Piedmont Family YMCA will provide opportunities for high school swimmers to
participate in other programs & services that will enhance their varsity swim team
experience.
Additionally, the YMCA is eager to initiate a “LearntoSwim” program for all County
elementary school students. Funding for such programs would be secured through private
foundations and other granting sources.
K. Security of County Investment: How will the County’s investment be protected if the
organization receiving funding ceases to exist or cannot sustain operations of the facility?
These funds would be incorporated as part of the threeparty use agreement between the City of
Charlottesville, Albemarle County, and the Piedmont Family YMCA, with respect to the entire
facility project.
Go to next attachment
Return to exec summary
2008 annual report
presented to the
Albemarle County Board of Supervisors
by the
Department of Social Services Advisory Board
albemarle SOCIAL SERVICES
This FY 2008 Annual Report was designed, developed, and produced solely by the Staff and
Advisory Board of the Albemarle County Department of Social Services. In consideration of
the current budget conditions, minimal copies of this report have been printed.
NOTE:
CONTENTS
ADVISORY BOARD LETTER AND HIGHLIGHTS 3
AGENCY KEY PERFORMANCE INDICATORS 4
SERVICES
AUXILIARY GRANTS 5
FOOD STAMPS 6
GENERAL RELIEF 7
ENERGY ASSISTANCE 8
TEMPORARY ASSISTANCE TO NEEDY FAMILIES (TANF) 9
MEDICAID 10
UVA MEDICAID 11
COMPANION SERVICES 12
LONG-TERM CARE 13
ADULT SERVICES 14
FOSTER CARE 15
CHILD PROTECTIVE SERVICES 16
CHILD CARE SERVICES 17
ADOPTION SERVICES 18
CAREER CENTER 19
VIRGINIA INITIATIVE FOR EMPLOYMENT NOT WELFARE (VIEW) 20
BRIGHT STARS 21
FAMILY SUPPORT 22
BUDGET AND FINANCE 23
3
LETTER FROM THE ADVISORY BOARD We are pleased to present the annual report for the Department of Social Services for FY 2008 and appreciate the opportunity to share some of the results of the public services pro-vided to the citizens of Albemarle County. It is an honor to serve our citizens through the work of this board. The theme for this year’s annual report revolves around roles established by the department in their strategic plan whereby we will~ ¾ Advocate for the people we serve, raising the level of the community’s awareness to the
impact of doing too little to address their needs;
¾ Endeavor to catalyze change in the community to move it toward our vision of opportu-
nity for all;
¾ Act as stewards for the safety and security of our customers, ensuring safe living envi-
ronments within the community;
¾ Be community facilitators and conveners to identify issues and act collectively with
community partners to address them.
These roles were primary over the past year in our efforts to actively support increased fund-
ing for child care subsidies. Following is a sample of activities undertaken by the Board:
• We learned about existing child care services, the variety of provider options, the differ-
ent kinds of funding sources, the cost of services, & the Child Care Quality Initiative
Grant. We also reviewed the training packet for parents prepared by the child care staff.
• We joined a statewide coalition - Working Families Child Care Coalition – to advocate
legislatively for increased child care subsidies. We were the first DSS board to join the
coalition. Board member Kate Rosenfield served on the Steering Committee of the coali-
tion.
• We asked the director to advocate with United Way and the Charlottesville-Albemarle
Chamber of Commerce to also join the coalition. The result was a Chamber resolution in
support of child care subsidies.
• We met with the director of CCF to discuss the human service plan and child care needs.
• We wrote letters to the Governor & our legislative delegation requesting support for
child care subsidies.
• We organized & hosted a workshop on advocacy for child care presented by the Reston
Interfaith Organization.
• We met with representatives from the League of Women Voters to discuss their role in
taking leadership on the issue of increasing child care subsidies locally and statewide.
• We met with community partners along with DSS staff to learn more about the Seal of
Quality Child Care developed by the Partnership for Children and currently managed
through CYFS.
The grass roots effort of our local board, along with the statewide coalition, was successful
in obtaining $12 million for child care subsidies in the Governor’s budget and through the
General Assembly that provided subsidies to an additional 2600 children statewide.
Throughout the past year, we have met with the Director monthly and used that time to
broaden our knowledge about the work of the department through learning more about
Child and Adult Protective Services and the department’s incredible Knowledge Management
System.
It is a privilege for us to work with staff of the Department. Their continuous focus on the
Senate Productivity and Quality standards, while at the same time confronting growing
caseloads in number and complexity, is indeed remarkable. In the following pages, we are
pleased to share an overview of the Department’s programs and services as well as individ-
ual stories of advocacy, stewardship, change and leadership that are part of the community
life of this organization.
The ACDSS Advisory Board
Lincoln Lewis
Kate Rosenfield
Wanda Kucera
Mary Lou Fowler
Claude Foster
Brenda Doremus-
Daniel
Bryan Elliot
THE REPORT OF THE OFFICE OF PROGRAM ACCOUNTABILITY ACDSS KEY PERFORMANCE INDICATORS The ACDSS Office of Program Accountability monitors, evaluates and reports progress on all unit and overall agency performance goals. Each unit in the agency establishes specific indicators every three years to enable this process. The Leadership Team then assesses each of these 35 unit indica-tors, using established criteria, to determine which are critical for the agency to meet or exceed to achieve high performance. Twelve selected goals (seen below) are referred to as the ACDSS Key Per-
formance Indicators (KPI’s). Note that several of the current KPI’s continue measurements estab-
lished for the agency in 2003 as they remain critical indicators of performance. Additional meas-
ures were developed and implemented for the 2007-2009 cycle. This process of evaluation through
methodical data collection, analysis and program improvement using the ACDSS KPI’s, ensures that
the agency moves toward accountable programming and achieving superior customer service.
Key Performance Indicators
Standard FY Target FY 2004
Result
FY 2005
Result ***
FY 2006
Result ***
FY 2007
Result
FY 2008
Result
Parents of Bright Stars children report progress on goals
NEW GOAL FY 07-09 80% N/A N/A N/A 81.0% 81.0%
CPS cases will meet number of monthly contacts required
by Structured Decision Making protocols based on Risk
Assessment
NEW GOAL FY 07-09
90% N/A N/A N/A 58.5% 57.5%
Medicaid renewals are completed in a timely fashion
NEW GOAL FY 07-09 97% N/A N/A N/A 86.8% 85.0%
Local dollars spreadsheet completed within 10 days of
close of month
NEW GOAL FY 07-09
92% N/A N/A N/A 92.0% 91.5%
Food Stamp applications are processed in a timely fashion
New Target FY 07-09: 97% (State Standard) 97% N/A N/A N/A 99.1% 98.9%
Vulnerable adults accepting APS will have their risk re-
duced within one year
New Target FY 07-09: 100%
100% 91.0% 93.5% 85.0% 87.9% 69.1%
Child Protective Services cases meet response times
New Target FY 07-09: 90% 90% 83.4% 86.5% 78.3% 85.8% 89.2%
VIEW participants will remain employed 3 months after
initial employment
New Target FY 07-09 75% (State Standard)
75% 68.0% 84.0% 79.0% 79.5% 80.1%
There are no more than 2 foster care placements in 12
months per case 86.7% 83.4% 77.2% 89.6% 88.3% 88.1%
Medicaid applications are processed in a timely fashion
New Target FY 07-09: 97% (State Standard) 97% 79.5% 80.6% 94.3% 86.1% 93.7%
Out of home placement of primary child receiving Family
Support services will not require out of home placement 98% 99.6% 99.0% 99.1% 98.9% 99.0%
4
advocate
AUXILIARY GRANTS Auxiliary Grants (AG) are a supplement to income for re-cipients of Supplemental Security Income and other low-income aged, blind, or disabled individuals residing in li-censed assisted living facilities.
The grant amount received by eligible individuals includes a
small personal allowance plus the difference between their
own income and the State reimbursement rate for assisted liv-
ing level of care. AG recipients also receive medical assistance
through the Medicaid program. The AG Program is a state
(80%) and locally (20%) funded financial assistance program
administered at the local level.
In our role as an advocate and steward for safety and secu-
rity we responded to a request from a physician to assist an
elderly woman who, after the death of her husband, found her-
self in a living situation with relatives that threatened her
health. Working with the doctor, her bank and her family, we
were able to secure an Auxiliary Grant and a placement at the
Mountainside Living facility. For the first time in several years
she is happy, safe and healthy again.
16
26
18
31
19
32
16
34
14
26
14
36
0
5
10
15
20
25
30
35
40
Customers2003 2004 2005 2006 2007 2008
Fiscal Year
Auxiliary Grant Recipients
Aged Disabled
5
advocate
6
FOOD STAMPS Food Stamps is a program that provides benefits to eligible persons for the purchase of vital food items. Electronic Benefits Transfer (EBT) is the process that
the Virginia Department of Social Services uses to
deliver Food Stamp Program benefits. Food Stamp households
use the card to make food purchases at retailers authorized by
the U.S. Department of Agriculture.
243
592
257
776
250
985
292
1103
280
1135
285
1254
0
200
400
600
800
1000
1200
1400
1600
Cases2003 2004 2005 2006 2007 2008
Fiscal Year
Average Number of Food Stamps Cases Per Month
Public Assistance Non Public Assistance
In our advocacy role of raising awareness of the impact of
doing too little to address needs ACDSS sets up information
booths at Job Fairs and County Government Day and provides
educational opportunities to other community agencies about
our services. At the request of one agency we walked a JMU
Nutrition student through a Food Stamp application allowing
her to see first hand how daunting a 14-page application and
accompanying requirements can be. The student received an
understanding of the complexity of the process and how, cou-
pled with transportation problems, low education or other
kinds of challenges to low income families, this might impact
a family’s willingness to go through the effort of applying for
and receiving food stamps. This is especially true for the mini-
mum allotment of fourteen dollars.
7
GENERAL RELIEF General Relief is a program designed to provide assistance, either maintenance or emergency, which cannot be pro-vided through other means.
Albemarle County provides limited General Relief assistance
(62.5% state funding and 37.5% local funding) under the Gen-
eral Relief-Unattached Child component. This provides ongo-
ing assistance for a child, who is not living with a relative, eli-
gible to receive TANF. The General Relief-Burial component,
provides a maximum one time payment of $500 when there
are no other available resources to provide for burial.
In our role as a community facilitator and convener we work
with family members who have a death in the family and can-
not afford the expenses of a burial. One such case involved a
young mother who had a high risk pregnancy, eventually deliv-
ering triplets at UVA Hospital. Two of the babies died and
ACDSS staff worked with the social worker at the hospital, the
funeral home and this distraught young mother to arrange for
burial for the infants.
7
4
6
8 7 6
14
2
9 8
0
2
4
6
8
10
12
14
Cases2004 2005 2006 2007 2008
Fiscal Year
General Relief Cases
Unattached Child Burial
community
facilitator
advocate
ENERGY ASSISTANCE Albemarle County operates three federally mandated Energy Assistance Programs with heating and cooling components for all citizens with economic need. During the summer, the Cooling Assistance Program provides
for the purchase of window air conditioners and fans, or for repair
of cooling equipment and/or payment for electricity for house-
holds containing a vulnerable individual who is aged, disabled, or
under age six.
The Fuel Assistance Program helps with home heating fuel and
related charges. Benefits are determined and authorizations for
deliveries or service are sent to vendors in December.
Crisis Assistance is intended to meet a household’s emergency
heating need. Crisis assistance offers heating equipment repair
or purchase and/or a one-time only heat security deposit. Pur-
chase of home heating fuel or payment of heat utility bill is avail-
able beginning January 1st.
Each of the three components has income and non-financial re-
quirements.
As a steward for safety and security and an advocate for the
people we serve the Energy Assistance programs (Cooling, Fuel
and Crisis) partnered with local media to highlight the benefits
and availability of assistance to those at lower income levels and
in need of Energy Assistance. During the heating season, a gentle-
man was interviewed who expressed his gratitude to the Depart-
ment for the help on his heating bills. Similarly, there was a seg-
ment aired in the summer that highlighted the Cooling Assistance
component through the eyes of an elderly woman living alone.
Both of these generated interest and increased applications for
the Energy Assistance Program and ultimately assisting those in
need.
8
176
698
98
202
794
51
257
749
90
300
843
117
324
829
128
389
856
108
0
200
400
600
800
1000
1200
1400
Processed Applications2003 2004 2005 2006 2007 2008
Fiscal Year
Requests for Energy Assistance
Cooling Heating Crisis
129
135 140 143
134
153
100
110
120
130
140
150
160
Cases2003 2004 2005 2006 2007 2008
Fiscal Years
Average Number per Month of TANF & VIEW Cases
TEMPORARY ASSISTANCE TO NEEDY FAMILIES TANF - Temporary Assistance to Needy Families provides temporary financial assistance to eligible families. A monthly cash payment is distributed to eligible families to
meet their basic needs. The program is based upon the princi-
ples of personal responsibility, time-limited assistance, and
work in exchange for benefits. TANF is the cash assistance
component of the Virginia Independence Program (VIP) that
helps families work toward their goal of total independence.
As a steward for safety and security, the department worked
with a single mother with a ten month old girl who had lost
her job due to layoffs. Because the child was under age one,
the mother was not required to be in the VIEW program. How-
ever, through referrals from our Career Center and other
agency resources she found a well paying job in six
weeks. Her new income put her over the income limit for
TANF. She was able to receive TANF transitional benefits
which gave her an opportunity to get on her feet again without
immediately lowering her food stamp benefits and closing her
Medicaid health insurance. The TANF transitional program
gave her the time and extra assistance needed to become a
self-sufficient contributing member of Albemarle County.
9
stewards
4307
4491 4527 4585
4744 4797
4000
4200
4400
4600
4800
Number2003 2004 2005 2006 2007 2008
Average Number of Enrolled Medicaid Clients
Per Mont h
catalyze
change
MEDICAID Medicaid is a joint Federal and State program designed to pro-vide essential medical and medically related services to the most vulnerable populations in our community. This vital program is the third largest source of health insurance
after employer-based coverage and Medicare. It provides medical
coverage to eligible low-income families, women, children, the
elderly, and individuals with disabilities. In addition, the Family
Access to Medical Insurance Security Plan (FAMIS) provides Medi-
caid-like benefits to uninsured children. The FAMIS/PLUS & FAMIS
Moms program provides health care coverage for pregnant
women and provides prenatal care and comprehensive health care
benefits for two months after delivery.
We endeavor to catalyze change in the community by achiev-
ing our vision of opportunity for all. As in all our benefit pro-
grams, Medicaid applicants and ongoing recipients are given the
opportunity to vote. Eligibility workers offer the voter registration
applications and assistance in completion. In August, a young
mother, a single parent of two was offered this option. It seemed
to take her by surprise, and she quickly refused. Her expression
then changed, and the Eligibility Worker took the opportunity to
ask her if she was considering saying yes instead, and offered her
assistance with filling it out. She then said she would like to reg-
ister and that she had never thought about voting before. She
was assisted with the application. It seemed to her Eligibility
Worker that this young woman left her office with more confi-
dence than when she came in. She was now empowered to have
her one vote count.
10
410
480
350
400
450
500
Number2007 2008
Fiscal Year
FAMIS
community
facilitator
MEDICAID AT UVA HOSPITAL UVAH Medicaid provides Medicaid benefits to medically indigent inpatients and indigent clients treated in specified outpatient clinics at UVA.
The UVA Medicaid Unit is the result of a contractual agreement
among the State Medical Assistance Program, the Virginia De-
partment of Social Services, the University of Virginia Health
System and the Albemarle County Department of Social Ser-
vices. The Medicaid Unit served 3380 indigent individuals in
FY 08. Of those, applications for Medicaid were taken on more
than 1400 patients. The Medicaid Unit surpassed their previ-
ous records from the past 5 fiscal years for the approval rate
on submitted applications.
As a community facilitator and convener the UVA Medicaid
Unit continues to work with partners to enhance the quality of
life in the community. We have been working with a commu-
nity work group established by the Partnership for Children to
improve prenatal care for women. In reviewing the hospitals
practice for assigning appointments for new pregnancies, we
discovered there were barriers to getting early care which may
result in low birth weight deliveries. By working with the Hos-
pital staff, most of these barriers have been removed. Every
pregnant woman that is un-insured is screened by the Medi-
caid Unit for potential Medicaid Eligibility as early in the preg-
nancy as possible. In 2007 the unit served over 316 pregnant
women.
3345
3518 3505 3621 3564
3380
2000
2500
3000
3500
4000
Referrals2003 2004 2005 2006 2007 2008
Fiscal Year
UVA Medicaid Cumulative Referrals
11
stewards
COMPANION SERVICES The Companion Services Program assists elderly and/or dis-abled adults in their home who are unable to care for them-selves without assistance.
The Companion Services program supports the philosophy that an
individual should be empowered to maintain independence in the
community as long as possible. Home-based care minimizes insti-
tutionalization of elderly and disabled residents. The improve-
ment in the quality of life and the low cost of the service are a
win/win for individuals and the community.
With the use of contracted home-based support services, staff
are stewards for the safety and security of our customers by
assuring safe supported living environments within the com-
munity. A sixty-two year old divorced retired nurse was suffering
from severe depression, suicidal ideation and diabetes. She was
not caring for herself, was heavily medicated resulting in lethargy
and was in and out of hospitals on a regular basis. Since Com-
panion Services were secured, she has stabilized with no hospitali-
zations in over a year. Companion provides medication and blood
sugar management, meal preparation, bathing, errands and some-
one that checks on her regularly providing companionship that
she did not have before. She is now stable enough that staff have
been able to re-engage her children and the situation has im-
proved tremendously. While this was a good outcome, the rising
costs of care and static budgets resulted in a wait-list of 15 eligi-
ble individuals in FY 2008.
7
42
8
38
7
31
11
60
9
37
2
33
0
10
20
30
40
50
60
70
Customers2003 2004 2005 2006 2007 2008
Fiscal Year
Companion Services Recipients
Under 60 Years-Old Over 60 Years-Old
12
stewards
LONG-TERM CARE Long-Term Care support in the form of Medicaid for nurs-ing care or community based care and Auxiliary Grants for adult living facility care is provided through a specialized team of staff at ACDSS who understand the complexities of these services.
Social workers at ACDSS complete assessments to decide the
level of care needed. When a person is assessed as needing
an assisted living level of care and meets financial criteria, an
Auxiliary Grant supplements other income in an effort to meet
the cost of care in an Assisted Living Facility. After evaluation,
financially eligible individuals approved for nursing home level
of care can receive that care either in the community or in a
nursing home.
We acted as stewards in our Long Term Care program by help-
ing many individuals stay in their homes in the community.
Individuals are assessed by ACDSS social workers and the
Long Term Care Coordinator (Senior Eligibility Worker) in order
to determine community based service needs or gain place-
ment in assisted living facilities with an Auxiliary Grant or in
nursing home settings. After evaluation, financially eligible
individuals approved for nursing home level of care can also
receive their care in the community at home or in Adult Day
Care. One hundred and twenty-two individuals receiving this
type of Community Based Care assuring their safe supported
environments within the community.
254 247
296 308 323
369
200
250
300
350
400
Cases2003 2004 2005 2006 2007 2008
Fiscal Year
Averag e per Month of Long Term Care Cases
Served
13
183
71
199
95
218
131
232
136
0
100
200
300
400
Cases2005 2006 2007 2008
Fiscal Year
Adult Services and Adult Protective Services
Monthly Average of Cases
AS Screens and On-Going Cases APS Cases
advocate
ADULT SERVICES Adult Services is a program that enables adults to remain in the least restrictive setting and function independently. This program provides long-term care, preventive services, nursing and adult home screening and placement services, guardian-ship oversight and adult protective services.
One key program in Adult Services is Adult Protective Services
(APS), which investigates reports of abuse, neglect, and exploita-
tion of adults over 60 years of age and incapacitated adults over
18 years of age. The goal of APS is to protect a vulnerable adult’s
life, health, and property without a loss of independence. When
this is not possible, APS attempts to provide assistance with the
least disruption of life style and with full due process, protection,
and restoration of the person’s liberty in the shortest possible
period of time. Partnerships are key to prevention and to maxi-
mize risk reduction and self-determination. We are partners in a
multi-disciplinary team grant funded by the University of Virginia’s
Institute on Aging to research and respond to the increasing inci-
dents of neglect and abuse in adult facilities.
In their role as advocate, the Adult Division raised community
awareness for Older Virginians and Elder Abuse Prevention Month
in May. Activities included;
• A staff meeting presentation including case presentations and
videos;
• Distribution of an updated caregiver guide sheet and local
and state statistics;
• Elder friendly messages on the Sun Trust Bank marquee;
• Collection and distribution of personal items for Assisted Liv-
ing Residents;
• News releases, posters, bulletin inserts a moving staff bulletin
board and other materials that were distributed internally and
externally;
• Developed a senior appreciation calendar that gave ideas on
how to serve, enjoy and celebrate seniors.
14
stewards
FOSTER CARE The Foster Care Program provides services, substitute care, and supervision for a child on a 24-hour basis until the child can return to his or her family or be placed in an adoptive home or another permanent foster care placement.
In the Foster Care Program, assistance is given to children and
families in an effort to prevent removal of a child from his or her
home. When parents are unsuccessful in changing conditions in
the home, it may be necessary to place the child in foster care. In
that case, the Foster Care Program provides services to enable the
child to return home. If that is not possible, the program tries to
find another permanent home. Foster Care is intended to be tem-
porary response to a difficult family situation, not a long-term
solution for the family.
In our roles of stewardship and community facilitators and con-
veners the Foster Care team has accepted the responsibility of
making diligent efforts to prepare children for independence.
Policy changes reduced the age to fourteen for children who can
receive support and training to become better prepared to live on
their own. Assessments are completed to determine a child’s spe-
cific need, and services are provided to respond to those needs.
Additionally, there are more and more teens who are choosing to
receive services from the Department until the age of twenty-one.
We have a greater percentage of teens in community colleges and
four year colleges throughout the state. We have developed rela-
tionships with the Department of Rehabilitative Services, Region
Ten Community Services, and the Courts to transition teens with
disabilities to adult programs that can respond to their special
needs throughout their adult life.
15
113 104 110 119 111
131
0
20
40
60
80
100
120
140
Children2003 2004 2005 2006 2007 2008
Fiscal Year
Foster Care Children In Care
CHILD PROTECTIVE SERVICES Child Protective Services (CPS) identifies, assesses, and provides services to children who have been abused or neglected and to their families. It is designed to preserve families whenever pos-sible, yet protect children and prevent further maltreatment.
The CPS program is non-punitive in its approach and attempts to
enable families to provide adequate care for their children. CPS
utilizes a Differential Response System, allowing response much of
the time using a Family Assessment process. This process is ser-
vice oriented and strength based. CPS in Albemarle County also
utilizes a research-based protocol, Structured Decision Making
(SDM), to guide critical decisions during the life of a case, ensuring
a greater level of consistency to reduce reoccurrence of child mal-
treatment. ACDSS is piloting this program which may be used
state-wide in the future. The CPS unit also provides foster care pre-
vention services to families referred by the community and by Court
Order. In addition, the CPS unit attempts outreach to prevent child
abuse or neglect by addressing risk issues before they result in
maltreatment of children.
In their role as stewards for safety and security a referral from
the schools to CPS resulted in year long effort to work with a single
mother and nine-year old child to ensure her safety. Efforts to im-
prove the mother’s parenting abilities were not successful and it
seemed that foster care would be the only alternative. However,
through the efforts of the CPS worker and a team of community
partners that she brought together to advocate for this child she is
now living with relatives in Fluvanna County and doing well. A com-
bination of help from the County School system, Region Ten CSB,
SARA, FAPT, a private counseling agency and the Guardian ad Litem
sustained the connection with family for this child. As a result of
this safety plan, the child was also able to disclose a long-term
sexually abusive relationship with a family member of the father
who she visited on weekends. While she has a long healing process
ahead, she is safe and living with people who not only care deeply
for her but have the stability to ensure her long-term well-being.
16
227
370
90
407
110
411
172
378
134
384
56
432
0
100
200
300
400
500
600
Referrals2003 2004 2005 2006 2007 2008
Fiscal Year
CPS Referrals Received
Non-valid Referrals Valid Referrals
stewards
community
facilitator
CHILD CARE SERVICES Child Care Services is a program that provides low-income families with funding to enhance the quality, affordability, and availability of child care.
Child Care Services assist low-income parents who are working
and/or are attending school and whose children have child
care needs. Child Care Services are also provided to families
who are receiving TANF and are working towards economic
self-sufficiency. With welfare reform's increased emphasis on
employment, many single parent households become low-
income working families. These services are designed to help
parents locate affordable quality care to support their efforts
toward greater self-sufficiency.
As a community facilitator acting collectively with commu-
nity partners, the Child care team participates on the Child
Partners Early Care and Education work group which involves
many community players. The group meets to identify child
care needs and to act collectively with all community partners
to address them. The group has two graduate students who
are completing research on best practices across the country
in non-traditional child care (including sick, swing shift over
night etc.) and child care for children with disabilities. The
group is passionate about meeting children’s needs for nurtur-
ing, safety and learning while in a child care setting.
17
202
263 264 265
302
150
170
190
210
230
250
270
290
310
Children2004 2005 2006 2007 2008
Fiscal Year
Monthly Averag e Number of Children Served by
Child Care
stewards
ADOPTION SERVICES The purpose of Adoption Services is to help children who have been permanently and legally separated from their birth parents become permanent members of a new family.
If a foster care child cannot be returned to his or her parents
or placed with relatives, the planning goal becomes adoption.
Adoption is a social and legal process that establishes the rela-
tionship of parent and child between people who do not have
this relationship by birth. It provides the same rights and obli-
gations that exist between children and their biological par-
ents.
As a steward for safety and security ACDSS participates in
the Adoption Best Practices Team which is comprised of pro-
fessionals from several local Department of Social Services and
Private Child Placing Agencies. This team is charged with the
task of identifying what is best practice in pre and post adop-
tion service delivery. As a result of a survey with adoptive
families, the group identified that adoptive families wanted
more support in making contacts with birth families. The
group focused on developing practices to facilitate a positive
and cooperative relationship between the birth parents and
foster/adoptive parents. These practices have led to a birth
mother developing a positive, trusting relationship with the
foster/adoptive parents. As a result of this relationship, the
birth mother was able to willingly allow her twin toddlers to be
adopted by the foster family. Thus, the children have been
given “permission” to begin a new life allowing them to
achieve permanency sooner and with the least amount of
stress possible.
9
5
12
4
11
4
2
4
6
8
10
12
Children Adopted2003 2004 2005 2006 2007 2008
Fiscal Year
Finalized Adoptions
18
convener
CAREER CENTER The Career Center’s mission is to provide the general pub-lic with career resources and services in order to prepare a work force that is informed, capable, and ready for work.
The services available at the Career Center, a certified satellite
of the region’s One-Stop System, include internet-ready com-
puters, resume services, cover letters and job searches, inter-
viewing techniques, fax, phone, a copier, resource library, edu-
cational videos, newspapers, magazines, computer tutorials,
and career counseling. Job seekers can also open e-mail ac-
counts to correspond with potential employers.
As a certified Satellite Center of the One Stop System, the Ca-
reer Center continually identifies employment needs for exter-
nal customers and acts to match those needs with employers.
In our role as a facilitator and convener with community
partners, the ADCSS staff teamed up with LOWES to hold mock
interviews at ACDSS for a group of customers. As a result,
four customers were hired on the spot – something that even
surprised LOWES.
19
682
917
1457
1791
600
800
1000
1200
1400
1600
1800
Customers2005 2006 2007 2008
Fiscal Year
Number of Customers Using Career Center
stewards
20
VIEW INITIATIVE FOR EMPLOYMENT NOT WELFARE (VIEW) VIEW provides employment education, training and sup-port services to qualified TANF recipients. VIEW, Virginia's welfare reform program, is designed to en-
courage self-sufficiency through a "work first" philosophy.
VIEW offers recipients the opportunity to work and continue to
receive some TANF benefits and supportive services. VIEW
also encourages personal responsibility. In addition to em-
ployment, other VIEW work activities can include on-the-job
training or community work experience for at least the mini-
mum federally required hours per week. VIEW participants can
also participate in optional transitional services such as child
care.
84%
79%80%
76%
68%
73%
78%
83%
88%Percentage of Participants2005 2006 2007 2008
Fiscal Year
VIEW Participants Employed 3 Months Past Hire
Date
Acting as stewards for safe and secure living environments,
ACDSS VIEW staff, along with representatives from the Albe-
marle County school system, worked with a family of five to
obtain transitional housing after learning that the family was
about to become homeless. Once the family’s housing was
secure it allowed the mother to obtain a full time job and take
her children to day care and school knowing they had a safe
place to return to the end of the day. This experience opened
up many questions for team members working on this case
resulting in the development of a community group comprised
of staff from Albemarle County Schools, ACDSS, CDSS, the
Shelter for Help in Emergency and AHIP to pursue other transi-
tional housing opportunities.
BRIGHT STARS The Bright Stars Program is an early intervention preschool program for four-year-old children and their families. Bright Stars seeks to increase learning opportunities by ad-
dressing risk factors that affect school performance: low in-
come, illiteracy or limited education of the parents, limited
English proficiency, developmental delays, mental or physical
health problems and substance abuse. The major goals of the
program are to provide age-appropriate education and enrich-
ment opportunities for children, to help families access com-
munity resources necessary to sustain safe and stable family
life, to facilitate family involvement in their child’s education
and to serve as a model of collaboration among the Depart-
ment of Social Services, County schools and community agen-
cies.
To catalyze change in our community to move it toward
our vision of opportunity for all, the Bright Stars Family Co-
ordinators from Agnor-Hurt and Greer Elementary Schools re-
sponded to a need expressed by Hispanic mothers in these
districts to have a group that helped them learn how to live
better in the community. The mothers asked for assistance
learning the English language, securing safe, affordable hous-
ing, having a support network, and especially having a place to
meet weekly to help each other be good parents for their chil-
dren. The Family Coordinators collaborated with a local
church, ARC of the Piedmont, the Albemarle County school
division (ESOL and Adult Education), the Senior Center, and
UVA to make this group happen. Although they planned on
serving a maximum of 14 mothers and children, the group
blossomed into something much larger.
80 96 96
112
135 135
0
20
40
60
80
100
120
140
Participants2003 2004 2005 2006 2007 2008
Fiscal Year
Growth of Bright Stars Program Participation
21
catalyze
change
176 175
148
173
188
156
50
70
90
110
130
150
170
190
Cases2003 2004 2005 2006 2007 2008
Fiscal Year
Avera g e Number of Family Support Cases Per
Month
catalyze
change
FAMILY SUPPORT Family Support is a pre-placement prevention program based in ten Albemarle County elementary schools and three middle schools.
Family Support staff provides case management services including
assisting families with access to health, education, legal, housing
and social services, improving the safety and security of their fam-
ily members; helping families move toward self-sufficiency and
ensuring parents and school staff work together for successful
school performance outcomes. At the middle school level there is
also an emphasis on improving school attendance and locating
after-school enrichment opportunities that engage children in 10-
13 year age range.
Family Support has been integrally involved with the Summer
FUNd, a collaborative effort with Social Services, Albemarle
Schools, Children Youth and Family Services and the Commission
on Children and Families. The focus of the Summer FUNd commit-
tee was to advocate for children to have the opportunity to attend
summer enriching activities and to catalyze change by helping to
address the opportunity gap for low income children. Grants, do-
nations and scholarships were solicited from private citizens, the
faith based community and area camps. A process was set up to
allocate the funds to children. One seventh grade child that re-
ceived support, a former Bright Stars student, had been trauma-
tized as a result of sexual abuse. Dance Explosion, a local dance
studio, offered her a scholarship and the result was so positive
that the FUNd paid for additional dance lessons through Decem-
ber to help with rebuilding her self-esteem and confidence. Staff
used the experience as an incentive for better school work and
more family engagement and she found an outlet that will serve
her well into the future.
22
23
Federal/State/Other Funds Local Funds
Food Stamps 3,792,739$ Local Match 2,870,527$
Medicaid 29,445,382$ Family Support School Fund Transfer 186,136$
TANF 338,386$ Bright Stars Transfer - Schools 87,737$
Energy Assistance 164,800$ Bright Stars Transfer - General 706,529$
Cooling Assistance 38,815$ Bright Stars Grant Transfer - Schools 7,048$
Crisis Energy Assistance 23,958$ Bright Stars Grant Transfer - General 32,085$
Other Federal 3,709,825$ CSA Local Government Transfer 2,494,649$
Other State 2,181,619$ CSA Schools Transfer 1,040,000$
V.P.A. Refunds/Recovered Costs 10,448$ UW Local Government Transfer 106,632$
Bright Stars 283,445$ Americorps Grant 2,151$
VA Preschool Initiative Pilot Grant 80,400$ Family Treatment Court Grant -$
M.J. Child Health Grant 5,000$ State/Local Hospitalization Local Match 35,960$
Americorps Grant 8,205$ TOTAL 7,533,494$
Child Care Quality Inititative Grant 25,127$
Family Treatment Court Grant 4,463$
UVA Medicaid 488,928$
UVA Medicaid Generated Revenues 24,346,411$
State/Local Hospitalization 107,879$
Comprehensive Services Act (CSA)3,317,621$
Central Service Cost Allocation 196,860$
TOTAL 68,570,312$
FINANCE The Finance Department serves as a key support resource for all ACDSS operations. This work includes budgeting and financial planning, developing agency strategic and operational initiatives, complying with all federal, state and local financial requirements, ensuring the integrity of all operations, and ongoing financial management.
Federal and State resources that are brought into the community
through ACDSS provide an economic benefit that supports our com-
munity infrastructure in a variety of ways. Funds generated support
jobs in the medical and child care arenas as well as mental health treatment, housing, grocery, energy and local
government arenas. For each local dollar spent, $9.10 is generated
in federal and state funds that helps to support the local economy.
As community facilitators and conveners the Finance Division im-
plemented a benchmarking study to improve the timeline for issu-
ance of checks to vendors and providers. A new process was set up
allowing vendors to submit invoices via fax, postal mail or e-mail and
a standard established to issue checks within ten days of receipt of
the invoice. The unit surpassed their goal of 90% by processing 93%
of checks within ten days. This indicator remains a unit key perform-
ance measure for customer satisfaction in 2009 and the goal has
been raised to 92%.
Albemarle DSS Federal, State, and Local Funds
includin g Direct Financial Assistance for Albemarle
Citizens
90.1%
9.9%
Federal/State Local
*Please note that figures represented are un-audited.
Sources: Virginia Department of Social Services Financial LASER System and Website, Albemarle County Department of Social Services Trends
and Analysis, Albemarle County Financial Management System, Albemarle County Department of Social Services Leadership Team and
Agency Staff
Percentage of Actual Expenses for Social Services
29.8%
70.2%
Local $ Spent Federal & State $ Spent
Percentage of Budgeted Funds for Social Services64.8%35.2%
Local $ Budgeted Federal & State $ Budgeted
We bring to bear all of our talents and resources to provide
opportunities for our customers to succeed and thrive.
We recognize that individuals are responsible for
their own development and have the freedom to
choose.
VISION Together with our partners we mobilize communities of care to ensure that all persons thrive.
MISSION Individual and family well-being.
VALUES
HOPE. We work in ways that instill hope by opening doors to opportunity.
RESPECT. We share and show esteem, appreciation and acceptance of di-
versity and treat all individuals with honor and dignity.
OPPORTUNITY.
SELF DETERMINATION.
albemarle
SOCIAL SERVICES
1600 5th Street, Suite A, Charlottesville, VA 22902 z
Reception Line (434) 972-4010 z Food Stamp Line (434) 972-3143 z
Fax (434) 972-4080 z www.albemarle.org
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Charlottesville Free Clinic/Health Department
Propos al
SUBJECT/PR OPOSAL/REQUEST:
Request Board approv al for the Charlottesville Free
Clinic to proceed with plans to modify /renovate the
Health Department building to expand the Free
Clinic
STAFF CON TA CT(S):
Messrs. Tucker, Elliott and Davis; and Dr.
Peake
LEGAL R EVIEW: Yes
AGENDA DA TE:
January 7, 2009
ACTION: X INFORMATION:
CON SENT A GEND A:
A CTION: INFORMATION:
ATTACH MEN TS: Yes
REVIEW ED BY:
BACK GROUND :
On December 6, 2006 the Board of Supervisors gave preliminary approval to the Charlottesville Free Clinic (CFC) to
initiate a preliminary evaluation of the feas ibility of cons tructing a new 12,600 square foot building on County and
City jointly owned property adjacent to the Health Department. The City retained a loc al architectural firm to
examine this option and the C FC staff, in conjunction with C ounty, C ity and Health D epartment repres entatives
determined that the property w as not c apable of supporting such a facility. Following this evaluation, CFC continued
to explore other building and site options in the City for development of a new and expanded facility; however, CFC
was unable to secure a viable alternativ e. With the loc al C HIP (Comprehensive Health Investment Project)
attaining its nonprofit status earlier this year and vacating approximately 2,800 square feet of space in the Health
Department building, an opportunity now exists for CFC to assume this office area to meet and expand its program
needs.
The CFC was founded in 1992 to provide high quality health care to working people w ithout health ins urance or
access to free care elsew here. The founding C FC Board of Directors initially hoped that an increase in viable health
insuranc e options would allow the CFC to close its doors w ithin 5 years , although the CFC is now in its sixteenth
year of operation with annually increasing demand for services. In 1997, the County and City agreed to allow the
CFC Board to construc t, at its sole c ost, a 1,400 square foot second floor addition to the Health Department building
which is jointly owned by the City and County. The C FC also utiliz es the Health D epartment dental and medical
clinic spaces, including some waiting areas, in the ev enings when the space is not being used by the H ealth
Department. The CFC and Health D epartment have a license agreement for the us e of the shared s pace w hereby
the CFC pays a percentage of the utilities and maintenance based on usage and square footage. This arrangement
has been extremely beneficial to the c ommunity and has been an effec tive and efficient use of public medical spac e.
STRA TEGIC PLAN:
Goal 1: Enhance the Quality of Life for County Residents
DISCU SSION :
The CFC proposes to fund all costs of renovations to the Health Department building, generally es timated to be
$400,000, to provide the CFC additional s pace. Approximately 2,800 square feet of office space w hich previously
housed CHIP personnel w ould be renovated. It is envisioned that the project will acc ommodate the space needs of
CFC for the next 510 y ears and will achieve the following:
Creation of a fulltime dental c linic with paid staff to treat low inc ome adults and children without
FAMIS/Medicaid. It is expected that in 2009 the Health Department will trans ition the operation of its Dental
Clinic to CFC and funding from the C ity and C ounty for the health department dental clinic will be transferred
to CFC.
Doubling the size of its pharmacy in order to allow CFC to continue to offer free medications to patients. CFC
has witnessed a 700 percent increase in number of prescriptions dispensed s ince it opened its operation at
the Health Department in 1997; however, its pharmacy space has remained the s ame.
The addition of tw o exam rooms .
Doubling office s pace to accommodate a grow ing number of staff and volunteers.
With approval of the City and County, CFC w ill submit a bid package to three local contractors in the 1s t quarter of
2009 and c omplete all w ork in a phased manner primarily during nonoperational hours for both the Health
Department and the Free C linic so as to minimize construction impacts . It is estimated that the projec t w ill take 36
months to complete.
The City and County jointly ow n the Health Department building and property and leas e it to the Health Department
pursuant to a 1995 Deed of Lease. Currently it is a year to year leas e. The Lease authorizes the Health
Department to license the CFC to oc cupy 1,426 square feet on the s econd floor of the building.
The CFC wants assuranc e from the Health Department that it can occupy the expanded space for at lease five
years. To address this request, the C ity, County and Health Department w ill need to modify the 1995 Deed of
Lease to extend the term beyond a year to year lease and to authorize the additional space to be available for use by
the CFC. At such time as this amended lease is finalized, it will be brought back to the Board of Supervisors for
consideration.
BUDGET IMPACT:
There should be no financ ial impact to the C ounty as the result of these building renov ations as CFC will utilize
private donations to complete this work. CFC will continue to seek C ounty and City financial assis tance through
the Agency Budget Review Team (ABRT) process to partially fund its annual operating expenses. Moreover, both
the Health Department and C FC are requesting that the C ity and County reallocate its existing funding for the
Dental C linic from the H ealth D epartment to CFC effective fiscal year 2010. These transfers and funding requests
are currently programmed and accounted for in the County’s 5year financial plan.
RECOMMENDA TION S:
Staff recommends that the Board grant approval of the CFC Board’s request to proceed with its plan to renovate the
existing Health Department building to accommodate its medical clinic and pharmac y as w ell as ass ume operation
of the Dental clinic in general accordanc e w ith the N ovember 2008 floor plans developed by the architectural firm of
Daggett and Grigg of C harlottesville (Attachment A). It is further recommended that staff be authorized to proceed
with dev elopment of a new lease with the Health Department to extend the term of its c urrent Deed of Lease and
allow for oc cupancy of additional space by CFC. The amended lease will be brought back for Board consideration
at a future meeting.
ATTAC HMENTS
A – Proposed Floor Plan
B – CFC Proposal
C – City /County Summary
Ret urn t o regular agenda
ATTACHMENT B
Expansion Project
providing an open door to health care for our neighbors in need
Preface
W hy Our Community Needs the Free Clinic
Why the Free Clinic Needs to Expand
How the Free Clinic Benefits Our Community
Why the Free Clinic Makes Good Financial Sense
Plans for Expansion
How You Can Help
Appendix
Preface
ince the Charlottesville Free Clinic was founded 16 years ago, the number of working
uninsured in the Charlottesville/Albemarle area has doubled. The Free Clinic’s patient
volume has, in turn, increased steadily every year. And although it has seen dramatic growth
in patient services and needs since 1992, the size of the Free Clinic’s facility has remained
virtually the same since its founding.
Acknowledging that its existing space within the Charlottesville/Albemarle Heath Department building
was no longer adequate to meet the community’s needs, in January 2007, the Charlottesville Free Clinic
Board of Directors began what would become a rigorous 18-month search for a solution.
It was an exploration that would lead from a prospective construction site in the Health Department
parking lot to retrofit-ready commercial real estate Downtown, from the offices of community leaders to
the kitchen tables of our supporters … and ultimately, right back to our home on Rose Hill Drive, and an
extraordinary opportunity.
When additional space unexpectedly became available within the Health Department building early this
year, the Free Clinic recognized the opportunity to meet its expansion objectives for one-tenth of the cost
of a comparable new facility, and in one-quarter of the time. Indeed, after a rigorous due-diligence
process examining numerous expansion options and their financial implications, the Board of Directors
was in advanced stages of planning for a 2-year $5 million-capital campaign for the purchase and
renovation of a new facility.
In light of this new option, the Board unanimously approved the only fiscally responsible option that there
was for going forward. It stopped. Within four months the Free Clinic had a new plan, a new budget and
a new vision for how it would bring critically needed health services to people in need: it would stay right
where it was, in the place that local residents have come to know and recognize as the Free Clinic.
Staying where we are will also allow us to continue our established, successful relationship with the
Health Department.
The Charlottesville Free Clinic’s expansion project represents a creative, pragmatic and highly cost-
effective solution to our organization’s need to grow – and our neighbors’ needs for critical health care.
We invite you to join with us by supporting the Charlottesville Free Clinic Expansion Project.
S
Why Our Community Needs the Free Clinic
t is estimated that as many as 25,000 Charlottesville/Albemarle
residents don’t have health insurance – and yet most of our area’s
uninsured do have jobs. They are substitute teachers, mechanics,
childcare providers, clerks, waiters, landscapers, freelancers – and
they hold hundreds of other types of jobs that make up the fabric of our
community. They work hard to provide for themselves and their
families. They pay their bills and they pay taxes.
But when it comes
to health insurance
they come up short.
In the struggle to
keep up with life’s basic expenses like rent, food, and
clothes for their children, their own basic medical
insurance – and the access it means to health care –
becomes a luxury. So they do without and cross their
fingers that they won’t get sick.
While lawmakers continue to debate how to fix these
health care issues on the national level, the fact
remains that solutions are a long way off. People in
our own community are in critical need now – and for
over fifteen years, the Charlottesville Free Clinic has
served that need.
Leveraging the resources of hundreds of volunteers
and in-kind medical donations, the Charlottesville
Free Clinic has provided a pragmatic, highly cost-effective solution to the health care needs of the
working uninsured since 1992.
Since our founding, we have become a virtual lifeline to thousands of
men and women who, without us, would have nowhere else to go.
Working in partnership with our local hospitals, medical professionals,
city and county government, and caring contributors, we are providing
free quality health care for the working uninsured. It’s a win-win
partnership that saves the health – and even lives – of our neighbors,
saves taxpayer dollars, and reflects the values that make our
community special.
I People who don’t have health
insurance
• are less likely to seek
medical attention
when they need it
• are in poorer health
• are more likely to die
prematurely
Health care options for a low-income working adult
Medicaid: not eligible because not below
the Federal Poverty Level
Employer group health plan: either not
offered or employee contribution is too
expensive
Individual health insurance: too expensive
Medicare: not eligible because not age 65
or older
Direct payment to primary care provider
when care is needed: too expensive
Charlottesville Free Clinic
“I would not be alive today if it
were not for the Charlottesville
Free Clinic."
Rakesh Cheetri, Free
Clinic Patient
Why the Free Clinic Needs to Expand
s our region continues to grow and more and more people look to the Charlottesville Free Clinic for
care, our facility – located in the Charlottesville/Albemarle Health Department building on Rose Hill
Drive – has grown increasingly crowded:
• The number of patients we treat continues to increase each year, as
have the number of patient visits due to chronic medical conditions
like hypertension and diabetes.
• Our patients’ need for dental services – currently offered on a limited
basis only by the Free Clinic – is urgent and growing. Due to space
constraints and volunteer shortages, the waiting list for dental
services has grown to 1,000.
• The increase in chronic conditions among our patients has translated
to a greater need for medications, increasing demands on our
pharmacy. The number of prescriptions we dispense has increased nearly 700% since 1994,
from 3,281 in our first year to 25,861 last year.
• Regrettably, many of the illnesses that we treat could be
prevented, signaling the need for expanded patient education
and wellness initiatives.
• Our own numbers have grown too, as we have increased the
number of staff and volunteers at the Free Clinic to keep pace
with the rising demand.
The increasing needs of the community, combined with the limited size of the facility, have translated to
crowded conditions, longer wait times for patient appointments and delayed expansion of important
dental initiatives and wellness programs. The Free Clinic’s ability to respond to the evolving and growing
needs of the working uninsured with new programs and expanded
services is limited by a lack of space for patients, volunteers and
staff.
The Charlottesville Free Clinic Expansion Project will allow us to
enlarge and update our current facility to serve the growing patient
population. The updated facility will allow us to expand critically
needed services, including dental care. And while we must build
the capacity to aid more people who are sick, the expansion of
patient education and wellness programs to keep more people
from getting sick is also a key priority.
Expanding within the Free Clinic’s current home is the most efficient and cost-effective solution to
increase capacity and expand services; the budget for the Expansion Project is a fraction of the cost
required to create a comparable new facility.
A
When the Charlottesville
Free Clinic was
established in 1992, there
were an estimated 12,600
working uninsured
people in
Charlottesville/Albemarle.
Today, that number is
closer to 25,000.
The Charlottesville Free
Clinic is the sole agency
provider of dental services
for low-income uninsured
adults in our community.
Goals of the Charlottesville Free
Clinic Expansion Project
• To increase patient capacity
• To expand and augment dental
and other critically needed
services
• To expand patient education and
wellness initiatives
How the Free Clinic Benefits Our Community
he working uninsured of our community rely on our staff and volunteers to treat bronchitis,
provide mammograms, help manage diabetes, prescribe medicine, care for depression and
diagnose and treat scores of other medical needs. And our community, in turn, relies on the Free
Clinic to help keep thousands of uninsured workers who are
vital to our economy healthy and productive.
It’s a community partnership that has a far-reaching effect. W hen a
person suffers from poor health – as the working uninsured do – it
means more missed work, which means lost wages. And lost wages
mean financial instability, diminished quality of life, and less opportunity
to be self-sufficient.
But it’s not just the working uninsured that are affected:
• When an uninsured person becomes ill, there is a cost to our
economy. It is estimated that sick workers cost $180 billion a
year in lost productivity in our nation – an average of $255 per
employee per year.
• Having a healthy workforce is vital to the health of our
community’s businesses, particularly the hundreds of small
employers in the city and county.
• Healthy businesses are vital to our community’s economy.
• Our thriving economy is a big part of what makes Charlottesville/Albemarle a desirable place to
live, visit, and do business.
The Free Clinic also contributes to the quality of life in our community in
other vital ways as well:
• By relieving the burden of unnecessary emergency room visits on
local hospitals, which cost taxpayer dollars when a patient can’t pay,
we save money for all taxpayers in our community.
• We provide valuable training to doctors and nurses who volunteer at
the Free Clinic, while instilling values of service and volunteerism that
they enact in their professional lives long after their stay with us is over.
• We have opened our lifestyle change classes to the public and are considering opening other
internal education classes in the future.
Our multi-faceted impact on the community underscores the critical importance of the Free Clinic now, as
well the importance of continuing to adapt and expand our services as our population’s needs continue
to change and grow.
T
“The City of Charlottesville and
surrounding counties have
benefited enormously from the
Free Clinic. The Free Clinic is
providing a vital service both to
our working uninsured adults,
but also to the community at
large. Organizations like the
Free Clinic enhance the quality
of life for all of us, and are a big
part of what makes
Charlottesville/Albemarle such
a special place to live.”
– Dave Norris, Mayor of
Charlottesville
In 2008, the services that
the Free Clinic provided
were estimated to have
saved our local hospital
systems more than $4.9
million in costs.
Why the Free Clinic Makes Good Financial Sense
ealth care is expensive. But it costs even more when we allow people
who can’t afford it to go without.
When an uninsured person resorts to obtaining medical attention at the one
place required by law to treat him regardless of his ability to pay – a hospital
emergency room – we all pay for it in the form of higher taxes, health
insurance premiums and hospital costs when he can’t afford to pay the
hospital bill.
The Charlottesville Free Clinic provides a uniquely cost-effective answer to
the health care quandary of the working uninsured in our community.
Leveraging substantial volunteer and in-kind support, we provide quality health care to patients in need
at a fraction of the cost to other primary care providers.
With an annual budget of just $800,000, the
Free Clinic provides health care services
valued at approximately $3,500,000 to our
community each year. We also bring millions
more in value to our community by helping
keep our workforce healthy and our economy
strong. And because we are supported solely
by private donations, none of our costs are
passed on to the patients or taxpayers.
Alternatively, if the Free Clinic did not exist to
meet the needs of the working uninsured, the
cost to our community would run in the tens of
millions of dollars. And it’s a cost that would
continue to grow as our population of working
uninsured grows.
Expanding the Charlottesville Free Clinic will
enable us to keep pace with the rising
demand for our services and ensure that our
community continues to benefit from the cost
efficiency of our model of care.
H
“When we first moved to Charlottesville, we opened a coffee cart on the downtown mall, in the hopes of someday
having our own coffee house. Struggling to make ends meet, we weren’t able to afford health insurance – and our
health suffered. But the CFC was there for us. It’s a vital resource for working insured, and that’s why we hope our
story can encourage the community to provide CFC with the financial support they need.
Lynelle and John Lawrence, owners of Mudhouse and Smartroom
The majority of hospital
ER visits by uninsured
patients are for
conditions that could be
treated much more cost
effectively by a primary
health care provider.
COST OF TREATMENT FOR THE FLU AT A LOCAL
HOSPITAL
OUTPATIENT
Price of treatment $1,083
Loss to hospital, taxpayers and community
if patient can’t afford treatment $509
INPATIENT
Price of treatment $7,996
Loss to hospital, taxpayers and community
if patient can’t afford treatment $2,992
COST OF FLU PREVENTION AT THE FREE CLINIC
Cost of a donated vaccine $0
Cost of volunteer services to
administer vaccine $0
Cost of flu prevention to patient $0
Loss to hospital, taxpayers and community
If patient can’t afford treatment $0
Plans for Expansion
orking with the local architectural firm of Daggett & Grigg, the Charlottesville Free Clinic
has developed a comprehensive plan to expand its space within its current facility in the
Charlottesville/Albemarle Health Department on Rose Hill Drive. Our enlarged,
reconfigured space will have full-time dedicated working areas in which we can augment
current services, provide additional dental services and create new programs on prevention, wellness
and health education. Daggett & Grigg have worked with us to ensure that we will maximize the
efficiency of our expanded facility and the operations that take place there.
Key elements of the expanded space are:
Dental Clinic One of the most pressing needs of our patients – and our
community – is adult dental care. Due to a lack of space, the
Charlottesville Free Clinic is currently able to offer only very limited dental
services. In addition, patients have historically faced extremely long wait
times, often two to three years. The expansion will address this by adding
1,315 square feet of dedicated space for dental services. In addition to
having more dental volunteers, we will also have the space to hire a full-
time dentist, and two full-time dental care assistants. When complete, the dental clinic will allow us to
offer free services to more than 1,500 people in critical need of dental care and hold over 3,000
appointments – a 10-fold increase over the number of visits the Free Clinic is currently able to provide.
Pharmacy In the past several years, the Free Clinic has seen a rapid rise in the demand for our free
prescription services. Despite this drastic increase in the number of prescriptions we provide, our
pharmacy space has not increased at all. The expansion will allow us to nearly double the size of our
current pharmacy, providing the space we need to work more effectively and allowing us to continue the
high standards of quality control required when dispensing critically needed prescription medications.
Medical Space Currently, we have just two examination rooms available during the daytime. In order
to continue to meet the needs of our community, it is critical that we have access to more daytime exam
space. Reconfiguring our current space will allow for expansion of daytime and evening clinic hours, and
provide more space for primary medical and specialized services, mental health counseling and physical
therapy.
Administrative Offices and Volunteer Space The Free Clinic’s current administrative space is half
the size it should be for an office with our patient volume. Currently, patient prescreening occurs in
corridors, hallways, or any other free space our volunteers and staff can find. The expansion will
increase our current administrative space from 1,408 square feet to 2,580 square feet, enabling
volunteers and staff to do their jobs more efficiently and increase both the quality and privacy of patient
care and the number of patients we can serve. The expansion will also provide better workspace for our
volunteers and staff, as well as space for community meetings and educational programs.
Construction is expected to begin in January. Upon successful completion of the expansion and
reconfiguration, the Charlottesville Free Clinic will have the potential to double its capacity, promoting
greater patient access, comfort and safety.
W
The Commission on
Children and Families has
labeled access to
affordable dental care for
adults as one of the top
unmet needs in
Charlottesville / Albemarle.
How You Can Help
ased on current estimates, the Expansion Project budget is $941,000. At only one-tenth of the
cost of a new facility, the expansion within our current space will allow the Free Clinic to
achieve all of our objectives, including increasing patient capacity and increasing critically
needed dental programs and patient wellness education programs.
While the expansion project will ultimately translate to an increase in our operating budget, it is an
increase for which the Charlottesville Free Clinic has planned very carefully. Our annual fund is strong
and we continue to build on the strength of our philanthropic community. More importantly, the rewards
of this expansion will be unquestionable:
• It makes good sense for our patients. Prompt access to medical and dental care, including
wellness education services, will allow patients to enjoy a better quality of life, opportunity and
enhanced self-sufficiency.
• It makes good sense for businesses. By keeping the people who are vital to our economy
healthy and productive, we will continue to play a crucial role in keeping our economy itself
productive.
• It makes good sense for community members. Our model of care is highly cost-efficient. By
enabling us to expand our services to meet the increasing needs of the working uninsured, the
Free Clinic will help save millions of dollars in health care costs that would otherwise be passed
on to taxpayers.
• And it’s the right thing to do. Providing an open door to health care to those who can’t afford it
reflects our values as a community and makes Charlottesville/Albemarle the special place that it
is.
The expansion of the Charlottesville Free Clinic will require the philanthropy of caring contributors and
reaffirmation of our shared commitment to the dignity and well being our most vulnerable neighbors.
More than that, it will strengthen the very fabric of our community, by providing better health and better
opportunities for the men and women in need.
In the same way that the Charlottesville Free Clinic emerged sixteen years ago out of the collective
compassion and generosity of many, the Charlottesville Free Clinic Expansion Project can only be
possible through the continued caring of our community of contributors. We invite you to join with us in
bringing the dignity and promise of health care to those in need through your support of the
Charlottesville Free Clinic Expansion Project.
B
Board of Directors, Staff and Project Planning Committee
BOARD OF DIRECTORS
Ray R. Mishler
Chair
Carolyn L. Engelhard, MPA
Vice Chair
Joseph A. Kayser, PhD
Secretary
Sean A. Miller
Treasurer
Amelia S. Black, RN, MSN
Wendy B. Brown
Edward H. Brownfield
Stephen M. Burns
Todd W. Cabell
Arthur Garson, Jr., MD, MPH
Elliot H. Kuida
John L. Lanham, MD
Karen L. Maughan, MD
E. Ray Murphy
Bruce R. Murray
Mohan M. Nadkarni, MD
John A. Owen, Jr., MD
Susan K. Payne
Joseph B. Platt, CLU, CSA
Lorraine S. Rinella
Cynthia B. Stultz
David Swett, DDS
Patricia A. Tiedeman, RPh
PROJECT PLANNING COMMITTEE
Ray R. Mishler
Chair
Wendy B. Brown
Elliot H. Kuida
Bruce R. Murray
Susan K. Payne
Lorraine S. Rinella
Cynthia B. Stultz
STAFF
Erika D. Viccellio, MEd
Executive Director
Letisia Allen
Front Office Coordinator
Barrie Gleason Carveth, FNP
Nurse Practitioner
Anne F. Cressin
Dental Coordinator
Kathryn Sims Cross
Development Coordinator
Lucas A. Fussell
Pharmacy Assistant
Carolyn W ilson
Dental Assistant
Christine B. W orsham, MHA, RN
Patient Care Coordinator
Laura B. Young
Clinic Operations Administrator
November 21, 2008
City of Charlottesville
c/o Leslie Beauregard
Albemarle County
c/o Bryan Elliot
Dear City and County Executives,
With the Health Department’s support, the Charlottesville Free Clinic respectfully requests permission to
renovate the Health Department to better meet the needs of both the Health Department and the
Charlottesville Free Clinic. The Charlottesville Free Clinic will assume full responsibility for costs of all
renovations (budget to be determined but estimated to be ~$400,000). The total square footage impacted
by the renovation is 2,800 sq. ft. The additional space is becoming available because CHIP is relocating.
For several months the Free Clinic and Health Department have worked with Daggett and Grigg
Architects to craft plans that will make maximum use of the space in this building to meet the
community’s needs. The plans that are attached achieve both of our agency’s expansion needs for at least
the next 510 years. Before this option became a possibility the Free Clinic was in the planning stages of
a $5 million dollar campaign to purchase and design a building to meet our expansion goals. The most
pressing community and agency needs (CFC) we will achieve through this expansion are:
The creation of a fulltime dental clinic with paid staff to treat lowincome adults and children
without FAMIS/Medicaid
Doubling the size of our pharmacy so we can continue to offer free medications to our patients.
We’ve seen a 700% increase in number of prescriptions dispensed and our pharmacy space has
remained the same.
The addition of two exam rooms to treat more working uninsured families needing our services.
Doubling our office space to accommodate our growing number of staff and volunteers.
With your approval, we will submit a bid package to three local contractors. We will be requesting that
the work is phased and done primarily during offhours for both the Health Department and the Free
Clinic. The mechanical/electrical work is bring done as a design/bid process so we would run those plans
by the City of Charlottesville and ask the contractor work closely with the City. We hope to engage a
contractor to begin work on February 1. It is estimated that the project would take 36 months because of
the phasing, though we will have a better sense of the time frame once we begin the bid process.
We hope that you agree that the partnership between the Health Department and the Charlottesville Free
Clinic has a farreaching community impact including maintaining a healthy workforce which
contributes to thriving businesses that are vital to our community’s economy. By supporting this
expansion proposal, the City of Charlottesville and Albemarle County will be helping to secure the future
success of two organizations that help to make Charlottesville/Albemarle a desirable place to live, visit,
and do business.
Thank you for the many ways you already support the Charlottesville Free Clinic.
Sincerely,
Erika Viccellio, MEd
Executive Director
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Crozet Mas ter Plan Five Year U pdate
SUBJECT/PR OPOSAL/REQUEST:
Public Participation Plan for the Crozet Master Plan
Update
STAFF CON TA CT(S):
Tucker, Foley, D avis, Kamptner, Graham, C atlin,
Cilimberg, Echols, Rags dale
LEGAL R EVIEW: Yes
AGENDA DA TE:
January 7, 2009
ACTION: X IN FORMATION:
CON SENT A GEND A:
A CTION: INFORMATION:
ATTACH MEN TS: Yes
REVIEW ED BY:
BACK GROUND :
The Crozet Master Plan (CMP) was the first master plan to be completed in the County and was adopted by the
Board of Supervisors on December 1, 2004. The Mas ter Plan process included an extensive public participation
process and resulted in a comprehens ive plan amendment that updated the land us e designations for Crozet in
keeping with the Neighborhood Model Principles and desires of the Crozet community. Following the adoption of the
Master Plan, the Board appointed the C rozet Community Advisory C ouncil (CCAC), which consists of 15 members
with broadbased community representation, to assis t w ith implementation activities related to the Master Plan.
Being that the Crozet Mas ter Plan was approved in 2004, it is time to initiate the fiveyear update proc ess as was
directed by the Board of Supervisors at the time of plan adoption. On October 7, 2008, by consensus the Planning
Commis sion generally endorsed a Public Participation Plan for the Crozet Master Plan update which had been
recommended by staff and CCAC. (See Attachment A, Planning Commission minutes) On October 24, 2008 at its
strategic planning retreat, the Board discussed the prioritization of future master plans and approved the
recommendation to undertake the Crozet Master Plan Five Year Update ahead of new master plans for
Neighborhoods 4 & 5 and 6 & 7, which were also approved to be combined into one master plan.
STRA TEGIC PLAN:
Goal 4, Objective 4.1: By June 30, 2010, increase citiz en satisfaction with the County 's D evelopment Areas by
completing Master Plans for all of the County's Development Areas.
DISCU SSION :
The Planning Commis sion oversees the master planning process, as it did with the ex isting C rozet Master Plan, the
Pantops Plan, and Places 29. As ack now ledged by the C CAC and the Planning Commission during earlier
discussions, the Crozet update proces s w ill address specific defined focus areas and will not revisit the entire plan.
At the Board’s reques t, the Crozet update process will include consideration of the expansion of the D evelopment
Areas at the proposed Yancey Mills Business Park s ite near the inters ection of Interstate 64 and R ock fish Gap
Turnpik e. To help with the update of the Master Plan, the C CAC has formed a number of subcommittees and foc us
area groups, one of w hich is a subcommittee to work w ith staff to help k eep the proces s and projec t on track. Once
the foc us areas have been established, the CCAC’s primary role will be to ensure that the process is inclusive,
transparent, and comprehensive. Work will be done according to the attached Public Participation Plan (Attachment
B).
Earlier this year County staff developed guidelines to ensure effective, meaningful, consistent public involvement in
appropriate aspects of County activities, including master planning, to assist the County in achieving successful
implementation of County policies, programs, and projects. These public participation guidelines call for the
development of individualized Public Participation Plans for projects such as the Croz et Master Plan update to
provide a c lear description to staff, stak eholders and decision makers about how the public will be engaged in the
process , to clarify the roles and respons ibilities of those involved in the process, and to outline project methodology
and feedback strategies. H aving agreement and understanding about the Public Participation Plan at the beginning
of the Master Plan update process es tablishes clear expectations and will help alleviate misunderstandings during
and at the end of the process about how input is to be gathered and used and how decis ions are to be made. A
complete c opy of the Public Participation Plan is attached for your review .
BUDGET IMPACT:
The Crozet Master Plan update process will be conduc ted based on available resources. Outside consultant
assistance is not anticipated. It is anticipated that the process will require 0.5 Senior Planner plus some additional
Community Development management time and resourc es of the C ounty’s Community Relations office.
RECOMMENDA TION S:
Staff recommends that the Board endors e the attached Public Participation Plan for the Crozet Master Plan Five
Year Update.
ATTAC HMENTS
A – October 7, 2008 Planning Commis sion Minutes
B – December, 2008 Public Participation Plan
Ret urn t o regular agenda
Excerpt from A pproved Planning C ommission Minutes
October 7, 2008
Work Session:
a. C rozet Master Plan R eview
The work session was held for Planning Commission review and discussion of the draft Public
Participation Plan for the Crozet Master Plan review process w hich is anticipated to begin in
2009 with the Commission overseeing the process.
Mr. Morris noted that Ms. Echols and Ms. Catlin w ould make the presentation on the C rozet Master Plan
R eview.
Ms. Echols
This item is about the C rozet Master Plan R evision, which staff hopes will begin fairly soon. The
Crozet Master Plan w as adopted in 2004 and will be ready for its update in 2009. The Crozet
Community Advisory Council and staff have developed an approach that they would like to bring to
the C ommission. Staff requests the Planning Commission’s endorsement of the public participation
plan. The Board w ill decide at the end of this month on the timing and sequence of updating the
Crozet Master Plan and the remaining plans.
Staff notes that this is not a complete overhaul of the Crozet Master Plan. The C ommission has
heard from Mr. Loach and other members of the community that the plan basically is good. There
are some tweaks that are needed. There have been some specific areas of concern to the
community as well as to the staff. These issues are going to be resolved through the update. Their
goal is to improve the quality of the plan that they have. A specific time table for how they would be
doing this w ould come back to the C ommission once the Board decides whether or not to proceed
with the update.
There are several focus areas for the plan update that staff has worked on w ith the Crozet
Community Advisory C ouncil. The first one is an assessment of progress in how well have they
done compared to what they were planning to do. They need to collect some data in order to
assess that. They will be using accepted data sources and methodology. They are going to have to
do some basic research regarding the existing conditions in Crozet now relative to what our
expectations were. A survey is going to be developed by the CC AC and staff to get a handle on
what the community sees as most important in making changes to the plan.
Ms. C atlin made a pow erpoint presentation and spoke briefly about the publicparticipation piece.
Much of w hat is on the screen is in the publicparticipation guidelines attached to the staff report.
The public will be engaged in many or all aspects of the decisions, including the development of
alternatives and the identification of a preferred solution. The public participation goals include
providing educational opportunities.
Staff feels it is important to get the plan back in front of people and remind them what it was all
about before they get into the revision process. Obviously, they w ant to gather public feedback
about community desires. The public participation plan also should establish realistic expectations
and timelines. They want to make sure that they are providing a transparent process as they move
forward, and that they are disseminating community input to the C ommission and the other decision
makers. They want to make sure that the public stays informed about the process as they move
along through it.
It is important to talk about the role of the C rozet C ommunity Advisory Council in this process. She
thanked the members present tonight and noted the entire C ouncil’s help in putting this approach
together. They imagine that the CC AC would play a very critical advisory role w ith the revision
process, including the public participation elements. They would look to them to work with staff to
design all of the elements of the public engagement process and to regularly discuss w ith us about
how effective that has been and if there are other things that they need to do to keep that dialogue
going. The C C AC has formed a number of subgroups that are focused on different topic areas.
They feel that those subgroups will be very helpful in researching and providing information for us
and insights as the plan is moving forward.
The public participation process activities have not been put to an exact schedule because they don’t
know the timeline. They would certainly be looking at citizen planning academy opportunities and
refreshers on the existing master plan, public meetings, open houses and other forums; website with
public comment opportunity; frequently asked question list, press releases, notices to the community
when public discussions and decisions are occurring, etc. It includes a w hole range of things that
they w ould normally do to make sure that the community has a lot of opportunities to be involved in
the process.
Staff has a very important role in w ith w orking w ith the community and the Commission to bring that
plan process through the process. The Planning C ommission directs this update. Staff expects that
they would manage this update in their legally prescribed role affirming the public participation plan,
conducting their required public process including work sessions and a public hearing and obviously
making a recommendation to the Board of Supervisors. Then the Board of Supervisors is the final
decisionmaking authority.
Staff w ants to make sure that they have a clearly understood approach as they move forw ard to
help the process. It is important for everyone to be on the same page as they move forw ard. Staff
thinks that will help the process as they move along.
The feedback loop is critical to make sure that the public input is getting communicated to the
Planning Commission and back to the public at large in a very transparent w ay. There are a
number of ways that they w ill be working on that. It is really important to show the public how their
input has been heard and translated and how it influenced the outcome of the project.
She introduced Tim Tolson who represents the C rozet C ommunity Advisory C ouncil.
Tim Tolson felt that they have a very good strong working relationship w ith the C ounty. They see
themselves as full partners in this process of revising the master plan and look forw ard to being a conduit
of information to fellow community members and to the Planning C ommission and Board of Supervisors.
As Ms. Catlin mentioned, they have already formed several subcommittees to begin the updating process
and anticipate that they will probably form a couple of others as the publicinput process moves forward.
They basically see themselves as advising and full partners in the process and the decision making
regarding revision of the master plan in 2009/2010.
Ms. Joseph asked if the subcommittees w ould include Crozet citizens not on the Advisory Council that
w ere members of the public w ho may be interested in any particular topic.
Mr. Tolson replied absolutely. They have designated a couple topics like demographics, Eastern
C onnector, and an ombudsman to head up that area. As this moves forward, they w ill try to recruit. They
have already talked about having a citizen’s planning education so people can get up to speed in the
planning process that happens at the County so that they understand the background. The goal is to
make sure they have multiple nonCC AC members on these subcommittees that are helping to inform
their neighbors and other community members.
Ms. Joseph suggested that they consider including students and making them stakeholders. She noted
that she considered herself as part of the stakeholder group as a member of the Planning Commission
because they are also looking at the entire County and how this master plan in C rozet is going to affect
everything else that happens in Albemarle County. She w anted to insert that those C ommissioners w ho
don’t live in Crozet are also stakeholders and hopefully are giving feedback and advice on how the east,
w est or north side thinks about w hat is going on in Crozet, too.
Mr. Morris thanked Mr. Tolson for his contribution noting that they are really giving them a blueprint to work
w ith. He echoed what Ms. Joseph said about getting the leadership class of Western Albemarle H igh
School involved.
Ms. Catlin asked for any guidance that the C ommission might have. She asked that the Commission
endorse this revision process as it exists now w ith the understanding that they obviously will be coming
back to the C ommission frequently. The next time staff will come back will be after the Board has made
their decision about masterplan scheduling so they can talk a little bit more concretely about exactly when
and how some of these pieces might start moving forward.
Mr. Morris invited public comment.
Bill Shredder, member of C CAC, said in reading through the guidelines it mentions that the process will
involve C CAC as far as implementing the program. H e asked that the CCAC have as much decision
making ability as possible as they bring points to the C ommission and the Board of Supervisors. H e
asked that they please keep it in mind that the CCAC would like to be involved early, often and with the
final decision processes as changes move forw ard.
There being no further comment, Mr. Morris closed the public hearing to bring the matter back to the
C ommission for discussion.
Mr. Edgerton said he had no problem with w hat staff is asking to be endorsed except at the bottom of the
third paragraph on the first page of the staff report. It speaks about recommending the C rozet Master
Plan revision process to begin next fiscal year w ithout initiating any future master plans before that update
is complete ahead of master plans to N eighborhoods IV, V, VI and VII. H e was a little concerned.
C ertainly it is time to revise the C rozet Master Plan and he hoped for a schedule. But at the same time,
they keep passing over these very critical neighborhoods. He knows that is causing a lot of stress to those
in the city and the university. He w as w orried about that. The Board will have to make the decision about
w hen to go ahead with it. But he thought that they need to anticipate that this could happen again. They
could go through another five years and not get to looking at these other neighborhoods. Therefore, he
w as concerned. The reason for this is because they have been so overwhelmed with other business for
so long and are so limited on staff. H e did not think anyone was doing anything on purpose. But he
needed to w aive that flag and say he was a little concerned that they have an obligation to look at the
w hole county. He agreed that it w as time to go back and look at the C rozet plan, but he felt that they need
to consider these other neighborhoods as w ell. During his 6½ years on the Commission, those
neighborhoods have not been addressed.
Mark Graham, Director of C ommunity D evelopment, said that Mr. Edgerton was correct and that staff
shares the concern. But the real issue here is one of resources. In the current situation, they are not in
the position to be able to undertake more masterplanning issues. In looking at the silver lining, this gives
staff an opportunity in going back through the Crozet Master Plan Plan update. They learned a lot the first
time around. With the update, they have learned a lot as w ell. They can apply that to the southern urban
area when they get to that master plan. Staff is just stretched. As they finish up Places29, Village of
R ivanna and try to undertake any effort towards implementation of the strategies in those master plans,
they just don’t have the resources at this point in time to initiate other master plans.
Mr. Loach agreed with w hat Mr. Edgerton said, but he thought that there was something to be said for
going forward with the Crozet Master Plan revision. There are some parts of it that have been
problematic. H e thought that before they go on to the next neighborhoods, they should at least get the
one that they have in place set as the gold standard for other master plans. He also noted that the Crozet
C ommunity itself has been heavily involved in this process. The CC AC is a good cross section of the
community. It is a critical filter. He depends on it as a Planning Commissioner so that he can go back to
them on large issues and get a consensus from the community to come back to the C ommission. There
are a lot of things that are going on and a lot has changed in five years. The community’s survey that Tim
is w orking on now is going to be very important because of the new residents. N ot only are they revising
an old plan, but they are going to be revising it with a lot of new ideas from new people. It is important to
keep on track for the C rozet Master Plan to make sure that they have a plan that can be a standard for the
w ay that the remaining master plans should be done. He still has some concern about infrastructure and
grow th and how these are going to be addressed. He did not think that these issues are unique to
C rozet. That is going to be a big piece of the upcoming masterplan revision. H e would hope that they
w ould be able to walk and chew gum at the same time.
Ms. Joseph asked if they have a time table for this particularly when it w ould end so they w ould know
w hen they could start master planning these other neighborhoods.
Ms. C atlin replied that they did not at this time. They w ere waiting for the decision of the Board. Staff
w ould like to go ahead and start this one at the beginning of fiscal 2009. That means that there is a lot of
w ork that could be done this spring such as survey w ork, background work and existing conditions. A lot
of that can be done. The heavy lifting would not begin until the beginning of fiscal year 2009, w hich is
July.
Ms. Joseph echoed Mr. Edgerton’s concern about neglecting the other areas, but she did not have a
solution.
Mr. Strucko said he could endorse the plan as proposed. H e thought it was the right way to go. H e
agreed with Mr. Loach and his comments on prioritization. He had nothing to add.
Ms. Porterfield said that as someone in the middle of the master planning process, she could agree with
Mr. Loach. She liked what Mr. Loach said regarding a gold standard because it w ould be bad to make the
same mistake twice if they don’t have to.
Mr. Morris fully endorsed staff’s blueprint.
Ms. C atlin reiterated what she heard w as that staff should proceed on this understanding and will be back
to the Commission when they can put more of a timeline and schedule together.
Mr. Morris agreed that the Commission had a consensus on this.
Mr. Edgerton added that if because of the lack of staff resources they are never able to catch up with their
ultimate communitywide responsibility, then they need to express that concern.
Mr. Morris agreed w ith Mr. Edgerton that the entire community needs to be involved.
In summary, it was the consensus of the Planning C ommission that staff should proceed with the
understanding that this will be back to the Commission w hen staff can put more of a timeline and schedule
together after confirmation from the Board of Supervisors. No formal action w as taken.
Go to next attachment
Return to exec summary
Public Participation Plan – Crozet Master Plan Revision December, 2008
Project Description:
The update is an opportunity to assess Crozet’s progress in achieving the goals set in the Master Plan
adopted in 2004. As a Development Area in the county’s land use plan, Crozet is expected to continue to
provide a place for growth to occur outside of the designated Rural Areas as part of the County’s overall
growth management policy. Now at the fiveyear mark, as was specified by the Board of Supervisors at
the time of plan adoption, it is time to determine how well the goals have been achieved and what may or
may not have developed as envisioned given the experience of four plus years of the plan in action. The
update is an opportunity to revisit and revise issues of concern from all perspectives.
Work Product for this Project:
The work product for this project is a revision to the Crozet Master Plan based on specific focus areas in
the form of a Comprehensive Plan Amendment for adoption by the Board of Supervisors
Specific Focus Areas:
The Master Plan revision will concentrate on major areas /issues of concern identified through the
following processes. To date, the Board of Supervisors and Planning Commission have indicated several
areas which should be included for study. Using the methodology below, additional areas for study will
be determined.
Project Methodology:
Staff and the community will complete several preliminary analyses to measure change and identify any
new trends, which will include:
An assessment of progress to date of the objectives and implementation strategies of the Master
Plan. What has and has not been accomplished as envisioned?
Data collection based on mutually agreed upon data sources and methodology
Background research regarding existing conditions in the Crozet community
A mutually agreed upon survey, developed by the CCAC and staff, to survey the Crozet
community and others such as County staff who use the master plan. (The CCAC and staff will
identify what they would like the survey to measure/accomplish in relation to the master plan.)
Based on the results of the various research and analysis tasks listed above, staff and the community will
identify major areas/issues of concern that need to be considered as part of the revision process, creating
the specific focus areas for the update, with ample public meeting and other involvement opportunities.
The identified focus areas will be reviewed and affirmed with the Planning Commission and the Board of
Supervisors for their input and comments, before proceeding with the Master Plan update, which will
include:
Strategies will be developed for responding to the identified focus areas using a variety of public
engagement approaches to make sure the community input is broad and inclusive
Appropriate revisions to the plan will be drafted based on the developed strategies and public input
will be used to develop/comment on these strategies.
Level of Public Participation:
Public Collaboration – Collaborating with members of the public in some or all aspects of decisions,
including the development of alternatives and the identification of a preferred solution.
We will look to stakeholders for direct advice and innovation in formulating solutions and incorporate their
recommendations into the decisions to the maximum extent possible, using the Crozet Community
Advisory Council (CCAC) to fulfill a major portion of this stakeholder role.
Public Participation Goals:
Provide educational opportunities for Crozet residents regarding general planning processes and
the existing Crozet Master Plan
Gather public feedback about community desires for the revision of the Crozet Master Plan
Establish realistic expectations about the process and timeline for completion of the revision
Provide transparent process for how public input is used in developing alternative and strategies
Disseminate community input to ultimate decision makers for their consideration
Keep public informed about any revisions to the updated Master Plan as it moves through the
review process
Role of the Crozet Community Advisory Council
As the Board of Supervisors’ appointed Advisory Council for implementation of the Crozet Master Plan,
the CCAC will play a critical role in advising on and assisting with the revision process, including the
public participation elements. Because of significant community interest in the revision, the CCAC will
invite citizens who are interested in a more indepth role in the revision beyond the public meetings that
will be held to attend CCAC meetings where the master plan revision is an agenda item and to participate
in those discussions.
County staff will work with the CCAC to design all elements of the public engagement process and to
regularly discuss the effectiveness of community involvement. The CCAC has also formed a number of
subgroups focused on different topic areas, and members of those subgroups will be responsible for
researching and providing insights on those topics as the plan revision process continues and for serving
as community liaisons regarding those issues.
As with all Comprehensive Plan amendments, the Planning Commission will provide the overall
guidance and decisionmaking on the master plan revision process, and the Board of Supervisors will
have the ultimate authority for approval.
Other Stakeholders:
Downtown Crozet Association
Crozet Community Association
Crozet residents
Crozet organizations
Crozet businesses
Crozet school communities
Schedule of Public Participation Activities:
Publicity/Outreach Tools will include:
Citizen planning academy opportunities, refresher sessions on the existing Master Plan
Public meetings/open houses/other forums will be scheduled as appropriate to provide ample
community comment on and involvement in the master plan revision process
Dedicated website with public comment opportunity
Frequently Asked Questions list
Press release schedule to coincide with project milestones
Notice to the community when public discussions/decisions are occurring
Roles and Responsibilities:
Staff – work with the community to prepare revisions to the Master Plan to present to the Planning
Commission and Board of Supervisors for their approval, ensure the effectiveness of the public
participation process, provide review and recommendations to the ultimate decision makers in
accordance with established county policies and plans, keep community informed about progress of the
revisions through the legal review process, record and honor public input, communicate how public input
has shaped decisions about the study, present final recommendations to the Planning Commission and the
Board of Supervisors
Crozet Community Advisory Committee – The CCAC will play a critical role in advising on and
assisting with the revision process, including the public participation elements. County staff will work
with the CCAC to design all elements of the public engagement process and to regularly discuss the
effectiveness of community involvement. The CCAC has also formed a number of subgroups focused on
different topic areas, and members of those subgroups will be responsible for researching and providing
insights on those topics as the plan revision process continues and for serving as community liaisons
regarding those issues.
Planning Commission – The Planning Commission directs updates to the Comprehensive Plan, and will
be expected to manage this update in their legally prescribed role. The Commission has affirmed the
public participation plan for the Master Plan update, and will conduct its required public process,
including work sessions and a public hearing, on the draft master plan revisions, resulting in a
recommendation to the Board of Supervisors
Board of Supervisors – The Board of Supervisors has the final decision making authority for approving
all updates to the Comprehensive Plan. The Board of Supervisors will conduct their required public
process, including work sessions and a public hearing, on the draft master plan revisions, with the
opportunity to adopt the amended master plan
The Feedback Loop:
The public participation plan will ensure dissemination of public input to decision makers and back to the
public at large to demonstrate how comments and concerns have been recorded and understood and
accurately communicated. It will also show the public how their input has been translated and how it
influenced the outcome of the project. Examples of the feedback loop include:
The Crozet Master Plan website will be kept up to date on all meetings and other events
All comments generated at public meetings will be recorded and available for review on the county
website and will be available for decisionmakers during their review
Major revisions to the project will be communicated to the community prior to being presented to
the Planning Commission and/or Board of Supervisors
All public meetings will be posted to the website and open to the public for their attendance
The Crozet Amail list will be used to keep interested citizens up to date
Press releases and other materials will be sent out as appropriate to keep the community informed
about the progress of the project
Evaluation:
We will use evaluation as an ongoing tool to assess and improve the public participation plan as the
project moves forward, including the following strategies:
Informal feedback
Questionnaires/surveys
End of project evaluation to see if goals are met
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
A GEN DA TITLE:
Economic Opportunity Fund Guidelines & Proposals
SU BJECT/PROPOSA L/REQUEST:
C onsideration of Economic Opportunity Fund
Guidance and Funding Requests
STA FF CONTAC T(S):
Messrs . Tuck er, Foley, Davis, Graham; and Ms.
Stimart
LEGAL REVIEW: Yes
AGENDA DATE:
January 7, 2009
ACTION: X INFORMATION:
CONSEN T AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEW ED BY:
BAC KGROUND :
On December 6, 2006 the Albemarle County Board of Supervisors voted to create an Economic Opportunity Fund
(Attachment A – Excerpt from minutes). In FY 07, $250,000 in onetime funds was set aside for this purpos e and
has remained in place since that time. At the recent October Board Retreat, the Board agreed to 1) maintain the
subjec t Fund and 2) have staff prepare draft guidelines that could be used in the review of future funding requests.
To date, the Board has received two requests for use of this Fund. In April 2007, the Piedmont Group of the Sierra
Club wrote to ask the Board to allocate funding to the Community Development rural areas support position. That staff
position w as a strategy from the Rural Areas Plan, but remained unfilled as a result of the current revenue shortfall.
At the May 7, 2007 Board meeting, the Board discussed but did not approve this request. On N ovember 5th, 2008
Kate Collier of C&G Products, LLC submitted the second request in the form of an unsolicited proposal for $80,000 to
support planning for a notforprofit local food distribution hub in Ivy. See Attac hment B – Local Food Hub Proposal.
STRATEGIC PLAN:
Objec tive 1.3: By J une 30, 2010, the County w ill c ontinue to maintain a strong and sustainable economy; increase the
economic v itality of the C ounty's development areas and increase the ability of those individuals and families, w ho are
living in lower income households, to become selfsufficient.
DISCUSSION:
Based on review of the Board minutes addressing the creation of this Fund, s taff has developed the following purpose
statement and criteria for use in evaluating requests for funding and clarifying Board intent. We believe it reflects the
Board’s direction from previous discussion. How ever, the primary purpose of this agenda item is to ensure that the
purpose and criteria for use of the Fund is w hat the Board intended and provides policy direction for staff in the future.
Staff would appreciate any clarification the Board feels is necessary.
In addition, s taff has developed a list of additional questions below that will need further direction from the Board. The
answers to these questions w ill help clarify conditions the Board may feel are appropriate as proposals are considered.
Based on feedback from the Board regarding the purpose, criteria and answers to these questions, staff will develop a
more formaliz ed set of guidelines for future consideration by the Board.
Purpose: The purpose of the Economic Opportunity Fund is to address underemployment with an emphasis on
training of the ex isting w orkforce.
Criteria: In cons idering requests for the use of these funds, the following c riteria will be used:
Workforce Development W hen other resources are limited or constrained, this Fund can help address
shortfalls in resources for workforc e development, such as training, recruitment, and incumbentworker
training;
Matching Funding – Due to the limited size of the Fund, it is important to leverage other resources.
Therefore, an important criterion is to consider the extent to w hich a project brings other res ources and
uses the Opportunity Fund as “bridge” or “gap” funding;
C apital Investment – Project proposals that demonstrate a planned capital investment can also
demonstrate a longterm c ommitment to the area and the region’s workforce;
demonstrate a longterm c ommitment to the area and the region’s workforce;
C ounty Goals and Objectives – Where a project addresses strategies of the Albemarle County
Comprehensive Plan or Strategic Plan, with most funding addressed through other private or public
sources.
Other questions regarding the use of funds:
Should use of the funds be limited to only certain types of expenditures, such as job training credits or
can they be us ed for startup or other expenses ?
Will the funds be made available to both forprofit and notforprofit organizations and ventures ?
D oes the location of the business (rural verses urban area) matter?
Should the rec ipient of funds have any conditions plac ed on the receipt of funds , such as number of jobs
created for County residents, types of job created or salary levels? Funding from The Governor’s
Opportunity Fund requires the recipient to execute a performance agreement that stipulates conditions
for the receipt and us e of funds. As an example, what happens if the business fails to achieve the goals
it outlined in its proposal or goes out of business altogether?
Since any funding provided would need to go through the Economic D evelopment Authority, should they
have a role in proposing guidelines or providing some other type of input?
Should the county verify that all other available sources of funding have been pursued?
Spec ific Proposals
Attached is a proposal for a Local Food Distribution Hub. In addition, w e understand that two other proposals will be
submitted ov er the next few weeks also requesting funds. Given the need for clarification regarding the use of these
funds and w hat conditions the Board may believe are appropriate, staff does not feel it would be appropriate to provide
an analysis of the attached proposal or the additional proposals expected over the next few weeks. However, if the
Board agrees with the purpose and criteria, it may be determinative in how to respond to this specific proposal.
BUD GET IMPACT:
There is currently $250,000 in onetime funds available in this Fund.
RECOMMENDA TIONS:
Staff recommends that the Board provide feedback on the purpos e, criteria and ques tions posed and provide further
direction on intended use of the funds and conditions it feels are appropriate. From this feedbac k, staff will draft a set
of proposed guidelines for further review by the Board.
In addition, s taff requests that the Board provide direction regarding the specific attached proposal in light of the
broader disc ussion on purpose and criteria for use of the funds.
ATTACHMENTS
Attachment A Ex cerpt from December 6, 2006 Board Minutes
Attachment B – Loc al Food Hub Proposal
Return to regular agenda
Exc erpt from Dec ember 6, 2006 Minutes
Create Economic D evelopment / Job Creation Opportunity Fund
Mr. Boyd said he would like the Board to take a first step toward creating an Economic
Development/Job Creation Opportunity Fund that could be used to address underemployment. He suggested using
the $200,000 that was set aside for, but not used, for additional retiree benefits. He als o suggested adding an
additional $50,000 to the fund. H e said the fund could be replenished with increased revenues.
Mr. Boyd then moved that the Board create a line item (Economic Opportunity Fund) in the budget and move
the $200,000 previously earmarked for benefits for retired employees, to be used as an Economic Development and
Job Creation Fund, and to direct the County Executiv e to increase that fund by another $50,000 during the budget
process , to bring the total to $250,000.
Ms. Thomas s aid the Fiscal Impact Committee has determined that bringing jobs into this
community has an impact on infrastructure and a negative impact on the community ’s fiscal health. Until there’s a
study done showing something has changed in the community and the c ommunity is not in a situation where
bringing in new jobs s imply increases the tax burden on everybody who’s already here (she thinks this is a popular
sort of kneejerk reaction to a situation that all evidence shows the community is not in), she does not think the
Board needs to spend taxpayer dollars to entice jobs into this community .
Mr. Boyd said part of this initiative would relate to what types of businesses are desired for the County. He
thinks the creation of goodpaying jobs is a good expenditure of taxpayer dollars.
Ms. Thomas s aid there’s no evidence salaries are raised by this, and people don’t find themselves to be
upwardly mobile.
Mr. Dorrier said the community s uffers from underemployment. Tw enty percent of the population is at or
below 200 percent of the poverty level. H e thinks a s mall amount of money can be us ed for specific businesses that
members of this Board think are good for the community.
Mr. Rooker said if this was an area w ith high unemployment – such as Southw est Virginia – he would
support this suggestion. But the Charlottesville/Albemarle community has about a two percent unemployment rate
with large employers planning to add thousands of jobs in the coming years. In that climate, he does not think it’s
wise to be spending tax payer dollars to stimulate grow th. Private entities are actively courting busines ses to buy
their land and locate in this community . The community is investing in maintaining and improving its quality of life in
light of the growth that is already occ urring. If this sugges tion moves forward, he hopes the money is spent in a
targeted fashion to make sure it accomplishes its objectives. If the objective is to improve w ages, conditions should
be put on use of that money to be sure how it’s spent. If this goes forward the Board should establish some criteria
about how that money will be spent.
Mr. Boyd agreed the money should be carefully spent to develop internal jobs; providing better paying jobs is
a quality of life issue.
Mr. Wyant said he would like for companies to hire locally. H ow these funds are used is critical, for things
like training, etc., so local employees are skilled enough to take these jobs.
Mr. Slutzky s aid he is comfortable with supporting the fund, but he’s not sure he w ould be
comfortable deciding on those variables right now. He would w ant the employment inv ested in to be hiring local
people instead of bringing new families in. H e thinks it’s a productive idea.
Mr. Davis said the effect of the motion would be to create this fund, and every year it could be a budget
decision as to how the money was alloc ated that year.
Mr. Boyd moved to create a lineitem in the budget for this purpose using the ex isting retirement funds of
$200,000 and that another $50,000 be moved into the fund next year. The motion was seconded by Mr. Dorrier.
R oll w as called, and the motion c arried by the follow ing recorded vote:
AYES: Mr. Wyant, Mr. Boyd, Mr. Dorrier and Mr. Slutzk y.
NAYS: Mr. Rooker and Ms. Thomas.
Go to next at tac hment
Ret urn t o ex ec summary
To: Albemarle County Board of Supervisors c/o Ella Jordan
From: Kate Collier C&G Products, LLC
Date: November 5, 2008
Re: Business planning support for Local Food Distribution Hub
Introduction
The purpose of this memo is to respectfully request your approval of $80,000 in small business development funds to support planning for a notforprofit local food
distribution hub in Ivy. This business is a key component of a vibrant local food system that will yield significant economic benefits for Albemarle County. In fact, a
2008 report by the Virginia Cooperative Extension finds that annually an additional $20,313,800 would be generated and reinvested in Albemarle agriculture and local
independent businesses if households in Albemarle County spent just $10 a week of their food budget on local food. $50,660,480 would be reinvested in the Thomas
Jefferson Planning Region if those households did the same.
Background
A local food system is one in which consumers have access to healthy, affordable, locallygrown food, and farmers have reliable and efficient access to markets. Institutions such as hospitals, schools, restaurants, and social service agencies are also able to count on a steady supply of local food. The benefits of such a system include a stronger local economy, improved public health, better land use, and decreased fuel consumption.
A key component of such a system is a “hub” where food can be aggregated and delivered or processed as needed. Recent interactions with farmers and major food purchasers, through the Jefferson Area Board of Aging’s Harvest Now research project, indicates that the lack of a distribution system is one of the greatest obstacles to growing our region’s local food system. (This position was reinforced by site visits to communities in Ohio and Vermont where local food system production and consumption has succeeded.) It is most evident that neither farmers nor purchasers favor the time consuming routine of having to deal individually with multiple outlets and/or clients.
An excellent and timely opportunity has presented itself to create a food distribution and processing hub at the Dettor Edwards Building in Ivy, but thoughtful business planning is needed to make this a success. This hub would be a notforprofit business that would support our region’s forprofit businesses and nonprofit institutions. Details of the proposal follow:
The Local Food Distribution Hub
Mission: To provide efficient distribution and marketing infrastructure in support of primarily farms in Albemarle County (other farms in the Thomas Jefferson Planning District will be included) in order to increase local food supply, minimize food waste, and reduce fuel consumption via a centralized location.
How we do it:
Buy all acceptable quality local produce from farmers and accept donations from citizen growers.
Pick up produce at central locations throughout the region and bring it to the Local Food Hub for consolidation.
Sell first quality fresh product to area produce distributors, groceries, restaurants and institutions.
Preserve second quality produce by freezing or basic cooking and supply to local institutions thus enabling year round access to local food products
Offer a line of nonproduce, valueadded local food so that product selection is diverse and available yearround, such as canned goods, eggs, cheese, and meat.
Phases of growth:
Phase 1 (2009):
1) Establish a network of local farms and negotiate arrangements to grow food for the Hub
2) Provide pick up service at centralized locations in the TJP District
3) Sell to a small number of established independent food distributors and partner institutions including:
Cavalier Produce, Standard Produce,
JABA, Darden, Albemarle County Schools and Head Start programs
4) Offer basic processing services to preserve extra produce:
Peeler, chopper, flash freezer, kettles for sauce cooking
Phase 2 (2010):
1) Add bottling, canning and labeling equipment to processing facilities
2) Offer full copacking services so food producers can realize valueadded margins
3) Increase number of partner institutions supplied.
Phase 3 (late 2010):
Partner with the Local Food Center at the Jefferson School to incubate small farms and
valueadded food producers in our area through education, mentorship, business services and marketing support.
Why the Dettor Edwards building: This 80,000 square foot warehouse located off Morgantown Road in Ivy is the ideal location for such a food hub. It is zoned for such a use and it has existing refrigeration, freezer, dry storage, loading, and office space. Buildout requirements are minimal. A food hub is the best possible use for this building, which is located in a residential area, because the number and size of the trucks will be quite minimal compared to other businesses.
Timeline: The goal is to have the hub operational for the May 2009 growing season. For this to happen, the following timeline is proposed:
Immediate: approval of $80,000 in county funds for business plan development, warehouse layout, and organizational administration.
January 2009: 1) Business plan complete 2) Meet with partner buyers to establish product and pricing guidelines 3) Meet with farmers to negotiate growing contract for 2009 season 4) Begin raising capital for start up costs informed by business plan.
February 2009: 1) Send staff member to VA Tech to be trained in GAP (Good Agricultural Practices), so the Hub can be its own GAP certifier. 2) Send GAP trained staff member to partner farms to encourage approved growing practices.
March 2009: 1) Begin warehouse buildout 2) Send staff member to VA Tech to train in approved food processing practices.
April 2009: 1) Setup inventory and accounting systems. 2) Hire and train driver, sales and warehouse staff.
May 2009: Open for business
Startup Funds Budget:
1) Business Plan development $25 K
2) Warehouse Design $10 K
3) Start up staff and professional consulting $35 K
4) Staff Training $10 K
Why Kate Collier: Kate Collier is the founder and owner of Feast, a specialty food store and café in Charlottesville that emphasizes locally produced food. Prior to opening Feast!, Kate worked with two specialty food distributors in the San Francisco Bay Area. She served as sales manager and buyer at Ulysses Foods and was involved in all aspects of startup of The Cheeseworks– West, a business whose first year sales were over $5 million. Kate is a native of Fauquier County and an Alumna of UVA. She has a long background in food policy and preparation, strong relationships with many local farmers, and a keen business sense. She has been a leader in the thinking around the local food movement in this area. Her skills and network development with farmers and buyers will allow this business to launch quickly, successfully and make a significant contribution to our local economy.
Return to exec summary
1MEMBERTERM EXPIRESNEW TERMEXPIRESWISH TO BE RE-APPOINTED?DISTRICT IFMAGISTERIALAPPOINTMENTACE Appraisal Review CommitteeJoe Samules12/31/200812/31/2009Yes Action RequiredACSARobert R. Humphris12/31/2009Resigned December 2008Action RequiredARBCandace M. P. Smith11/14/200811/14/2012Advertised, 1 recv'dBoard of Building Code AppealsVacant (alternate)11/21/200811/21/2013NoAdvertised, Certified Engineer Community Modbility CommitteeSteve Ashby 1/12/20091/12/2011YesAction Required EDAVernon Jones1/19/20091/19/2013EligibleWhite Hall, Action Required Equalization Board Alan Collier12/31/200812/31/2009EligibleRivanna, Action Required Equalization Board David Cooke II12/31/200812/31/2009EligibleJack Jouett, Action Required Equalization Board Virginia Gardner12/31/200812/31/2009EligibleWhite Hall, Action Required Equalization Board Rosa Hudson 12/31/200812/31/2009EligibleScottsville, Action Required Equalization Board C. Marshall Thompson12/31/200812/31/2009NoRio, Advertised, none received Equalization Board Alice Nye Fitch 12/31/200812/31/2009EligibleSamuel Miller, Action Required Housing CommitteeShirley Terrell 12/31/2010No longer servingAdvertised, 1 recv'd Housing CommitteeValerie L'Herrou 12/31/200812/31/2011Eligible No Action Required Housing Committee Helen Flamini 12/31/200812/31/2011Eligible PHA Rep. Housing Committee Deborah Van Eersel 12/31/200812/31/2011Yes UVA Rep., Action Required Housing Committee Michael Peoples12/31/200812/31/2011Eligible AHIP Rep.Jefferson Area Disability Services BoardDavid Cattell-GordonResignedAdvertised (AC Local Gov Rep.)JABASeki Balogun3/31/2009Resigned December 2008 Advertised, 2 recv'd Joint Airport Commission Frank Robinson 12/1/200812/1/2011Not Eligible Advertised, Interviews set Natural Heritage CommitteeCarleton Ray1/1/20099/30/2012Will resign in January 2009 Advertised, Interviews setNatural Heritage CommitteeTom Olivier9/30/2009Resigned November 2008Advertised, Interviews set Region Ten Community Services BoardConstance Samuels6/30/2009Resigned November 2008 Advertised Rivanna Solid Waste Authority Michael Gaffney12/31/200812/31/2010Reappointed by City in Dec.Action RequiredRivanna Water and Sewer AuthorityMichael Gaffney12/31/200812/31/2010Reappointed by City in Dec.Action Required Revised 12/29/08
Page 1 of 5
Allan D. Sumpter Virginia Department of Transportation
Charlottesville Residency Administrator 701 VDOT Way
Charlottesville, VA 22911
CHARLOTTESVILLE RESIDENCY MONTHLY REPORT
JANUARY 7, 2009
MONTHLY MEETING
ALBEMARLE COUNTY BOS ACTION ITEMS
Ken Boyd
• Safety Implementations on Route 29 at Forest Lakes - Work to install the controller actuated
beacons began December 16, 2008. Construction time is expected to be six weeks total.
• Signal Installation at Route 29/Burnley Station Road – Construction remains ongoing. Work
has been slowed due to weather. Activation of the signal is expected the week of January 5,
2009.
Dennis Rooker
• Illegal Signs on Right-of-Way – The agreement to allow the County to police illegal signs is in
the Central Office for approval. Discussions regarding a communication plan have been
ongoing between VDOT and County Staff.
• Turn Lane on Route 29 at Post Office – The idea to further extend the turn lane is under review.
Significant modifications to drainage structures connecting to the curb would be required. An
estimate will be developed to determine the feasibility of further work.
• Woodlands Road/ Reas Ford Road Intersection – At the time of this report a meeting was
scheduled with the adjacent property owner at this intersection on December 29, 2008.
Lindsay Dorrier
• Green Mountain Road (Route 722) – Contact has been made with Mr. Scott Ward to identify
the location of his accident on this road. VDOT will work to address the problem ditch and
curve during construction of the rural rustic project.
Ann Mallek
• Crozet Curbing Issues – Concrete work to address the high curbing at the intersection of the
Route 240 and The Square Road has been completed.
Sally Thomas
• Dry Bridge (Route 708) – The railroad has supplied information that will allow VDOT to
perform a capacity analysis to determine what weight limit is appropriate based on the scope of
repairs they have performed. These results are pending as of this report.
PRELIMINARY ENGINEERING
Albemarle County
• Route 631 Meadow Creek Parkway, 0631-002-128, C502, B612, B657
A contract was awarded to Faulconer Construction Company, Inc. on December 18, 2008 by
the Commonwealth Transportation Board for $11.8 million. Work is expected to begin in
February, 2009.
• Route 691 Jarmans Gap Road, 0691-002-158, C501
The utility field inspection has been completed for this project.
• Route 743 Advance Mills Bridge, 0743-002-282 P101, R201, C501, B658 (Permanent Replacement
Project) A tentative advertisement date of January 13, 2009 has been established for this
project.
Virginia Department of Transportation
701 VDOT Way
Charlottesville, VA 22911
Page 2 of 5
CONSTRUCTION Active Construction Projects
(NFO) PM07-002-351, N501 I-64 Pavement Overlay and Guardrail Upgrades
• Paving is complete except under guardrail area.
• Guardrail installation is currently scheduled to commence the week beginning December 1.
BRDG-002-796, B672 Rte. 665 Bridge over Buck Mountain Creek superstructure replacement
• Bridge was reopened to traffic with concrete barrier in place on November 18.
• Contractor will be placing concrete bridge rail outside of barriers during the next two weeks.
• Asphalt paving possible this year depending on weather.
0627-039-195, M501 Grade, drainage and asphalt pavement improvements
• Clearing within project limits has been completed with erosion and siltation controls in place.
• Contractor’s next planned activity is to drill and blast rock excavation.
RURAL RUSTIC ROAD UPDATE
ROUTE ANTICIPATED START DATE
Route 765/668 (Walnut Level Road) Placement of base stone will be done during
the winter as weather allows.
Route 722 (Green Mountain Road) Work suitable to winter months will be done
on this project as weather allows.
PLANNING, PERMITS AND LAND DEVELOPMENT
Land Development Items Total This
Month
Total This
Fiscal
Year
Special Use Permits and Rezoning Application Review 2 27
Site Plan Reviews for new Subdivisions 2 40
New Entrance Plan Reviews 15 19
Total Permits Processed 50 269
Inspection of new Subdivision Street conducted 10 95
Inspection of new entrance conducted 96 502
Miles of Street Accepted in the State System .60 1.77
Virginia Department of Transportation
701 VDOT Way
Charlottesville, VA 22911
Page 3 of 5
TRAFFIC ENGINEERING
Completed
RTE LOCATION REQUEST STATUS
Martin Kings Rd
(Rt 618) Rt 53 to 620 Speed study 45 mph speed limit signs have been
installed
Seminole Trail
(Rt 29) Hollymead to Proffitt Pavement marking review;
request lane shift
Lane shift modifications are
complete
Crozet Avenue
(Rt 240) Crozet Square Review curbing at
intersection
Field modifications have been
completed
Buck Island Rd
(Rt 729) Rt 53 to 618 Speed study 45 mph speed limit signs have been
installed
Being reviewed
RTE LOCATION REQUEST STATUS
Richmond Rd
(Rt 250) Pantops
Two way left turn lane
(Safety, access and
pavement marking review)
Field modifications being drafted
Intersection of
Rio and
Hydraulic
Rt 631/743 Pedestrian study Field modifications being drafted
Intersection of
Hydraulic &
Commonwealth
Rts 743/1315 Pedestrian study Design modifications complete.
Developing logistics for installation.
Intersection of
Rio & Berkmar Rts 631/1403 Pedestrian study
Design modifications complete.
Developing logistics for installation.
Intersection of
Hydraulic &
Lambs
Rts 743/667 Pedestrian study
Design modifications complete.
Developing logistics for installation.
Rio Road (Rt
631)
Northfields Rd.
intersection Traffic signal timing Under review
Scottsville Rd
(Rt 20) I-64 to Scottsville Corridor safety study Field review underway
Owensville Rd
(Rt 676) Rt 614 to Rt 250 Safety review Field review underway
Greentree Park
Rd (Rt 1490)
Greentree Park Rd cul-
de-sac Parking review Field review underway
Irish Rd (Rt 6) Rt 20 to Nelson County
line Safety review Recommendations under review
Rio Road (Rt
631)
Intersection of Rio Rd
and Dunlora Dr Review lane markings Field review underway
Patterson Mill Ln
(Rt 824) Rt 250 to 688 Safety review Field review underway
Virginia Department of Transportation
701 VDOT Way
Charlottesville, VA 22911
Page 4 of 5
MAINTENANCE WORK COMPLETED
Patching operations completed on Routes 250, F177, 658 (Barracks Farm), 691 (Rose hill), 692 (Plank),
696 (Scotts), 825 (Yancey Mill), 1515 (Airport Acres), 1630 (Langford)
• Graded and replaced stone on Routes 606 (Dickerson), 612 (Hammocks Gap), 613 (Gianinni), 617
(Rockfish River), 630 (Green Creek), 633 (Cove Garden/Heards Mtn), 639 (Harrington), 640 (Burnley
Station), 643 (Rio Mills), 645 (Wildon Grove), 662 (Bleakhouse), 671 (Wesley Chapel/Ballards Mill),
682 (Gillums Ridge), 685 (Bunker Hill), 687 (Shiffletts Mill), 694 (Miller Lake), 695 (Crown Orchard),
704 (Fortune), 712 (North Garden/ Coles Rolling), 713 (Glen Dower), 717 (Secretarys Sand), 722
(Old Green Mtn), 723 (Sharon), 731 (Keswick), 735 (Mt Alto), 746 (Fosters Branch), 760 (Red Hill
School), 761 (Briery Creek), 782 (Stribling), 795 (Blenhiem)
Mowing on Routes 388, 609 (Wesley Chapel), 614 (Sugar Hollow), 632 (Faber), 635 (Miller
School), 642 (Red Hill Depot), 656 (Georgetown), 658 (Barracks Farm), 673 (Decca), 676 (Tilman),
677 (Old Ballard), 691 (Jarmans Gap), 692 (Plank), 697 (Sutherland), 699 (Boaz), 718 (Murrays), 720
(Harris Creek), 742 (Avon St Extd), 754 (Loving), 767 (Rabbit Valley), 774 (Bear Creek), 775
(Rabbit Valley Ln), 804 (Thackers Ln), 805 (Henderson), 810 (Whitehall), 1135 (Willow Lake),
1137 (Brookhill), 1150 (Southern Pkwy), 1167 (Stoney Creek), 1392 (Roslyn Ridge), 1800 (Marshall),
1802 (Lenora), 1803 (David)
Cleared pipes and ditch work on Routes 29, 250, 600 (Stony Point Pass), 601 (Old Ivy), 631 (Old
Lynchburg), 635 (Miller School), 640 (Turkey Sag), 660 (Earlysville Forest), 664 (Markwood), 668
(Fox Mtn), 677 (Bloomfield), 684 (Patterson Mill), 736 (White Mtn), 810 (White Hall), 854
(Carrsbrook), 1446 (Wild Flower)
• Tree cleanup on Routes 22, 250, 600 (Watts Passage), 601 (Free Union), 622 (Albevanna Spring),
631 (Old Lynchburg), 637 (Dickswood), 643 (Polo Grounds), 649 (Proffit), 662 (Bleakhouse),
680 (Browns Gap), 692 (Plank), 712 (Plank), 776 (Buck Mtn), 787 (Gillums Ridge), 795
(Hardware), 797 (Hillsboro), 824 (Patterson mill)
Trash pickup to include adopt-a highway pickups on Routes on 600 (Watts Passage)
• Deer removal performed across Albemarle County by state forces and contractor.
• Traffic control for UVA football games.
• Bridge work performed on Routes 614 (Sugar Hollow), 692 (Plank) and 810 (Dyke).
• Rural Rustic Road work on Route 668 (Walnut Level) and 765 (Walnut Level).
PLANNED MAINTENANCE WORK – JANUARY 2009
• Maintenance activities are continuing on various routes. They include:
o Pavement patching
o Ditching operations
o Machining and adding stone to gravel roads
o Pipe rehabilitation and replacement
o Cleaning drop inlets and storm drains
o Tree trimming and removal
o Guardrail mowing
Virginia Department of Transportation
701 VDOT Way
Charlottesville, VA 22911
Page 5 of 5
MAINTENANCE BUDGET
1 1 2 3 3 4 5 6 6 7
8
9
0
5
10
15
20
Jul-08 Aug -08 Sep-08 Oct-0 8 Nov-08 Dec-08 J an-09 Feb-09 M ar-09 Apr-0 9 M ay-0 9 Jun-09 MillionsMonths
TOTAL MAINT BUDGET
FORECASTED EXPENDITURES
CUMULATIVE ACTUAL
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Virginia Community Dev elopment Bloc k Grant
Program
SUBJECT/PR OPOSAL/REQUEST:
Public H earing – Information on Funds Av ailable
STAFF CON TA CT(S):
Messrs. Tucker, Elliott, Davis, and W hite
LEGAL R EVIEW: Yes
AGENDA DA TE:
January 7, 2009
ACTION: X INFORMATION:
CON SENT A GEND A:
A CTION: INFORMATION:
ATTACH MEN TS: No
REVIEW ED BY:
BACK GROUND :
The Virginia Community Development Block Grant (VCD BG) is a federallyfunded grant program administered by the
Virginia Department of H ousing and C ommunity Development (DHCD). Since 1982, the DHCD has provided
funding to eligible units of local government (nonentitlement communities only) for projects which address critical
community needs including housing, infrastructure, and economic dev elopment. Albemarle C ounty has received
numerous grants in previous years to support housing and community improvement initiatives.
The VCD BG application process requires that two local public hearings be conducted. The purpose of the first
public hearing is to prov ide information on eligible activities that may be funded by CDBG, the amount of funding
estimated to be available, past activities undertaken w ith CDBG funds and to receiv e public comment on this
information and potential c ommunity development and housing needs. The followup public hearing is held in order
to cons ider proposed project applications and must take place prior to the application due date of April 8, 2009.
Applications are to be submitted by the County to DHC D; how ever, the proposed activities may be undertaken by
other agencies.
STRA TEGIC PLAN:
By June 30, 2010, work ing in partnership w ith others, increase affordable housing opportunities for thos e w ho work
and/or live in Albemarle C ounty.
DISCU SSION :
Albemarle County, as a nonentitlement community, is eligible to apply to DHCD for up to $1.8 million in C DBG
funding for projects that benefit low and moderateincome persons, prev ent slums and blight, or address urgent
community needs. Eligible activities include economic development, housing rehabilitation, housing production,
community facilities and community service facilities . Since the production of affordable housing for homeow nership
is one of the priority s trategies for the County, CDBG funds could be targeted for des ign and construction of site
improvements to support the creation of affordable housing and/or for c onstruction of actual units when a
neighborhoodbased nonprofit has primary responsibility for the development of the new housing. Housing
production projects may receive up to $700,000 while housing rehabilitation projects may receive up to $1,000,000.
Community development projects can rec eive varying levels of funding depending on the nature of the activity.
Albemarle County has been successful in receiving a number of CDBG aw ards over the years. The most recent
award w as in 2008 to fund land development and infrastructure costs for the Crozet Meadows Apartment
development. That project will include the rehabilitation of 28 existing rental units and the construction of 38 new
rental units to provide affordable hous ing to senior citizens. In 2004, the C ounty funded the construc tion of a
community center at W hitewood Village Apartments, now known as Parks Edge Apartments, using CDBG funds.
The center is used for afterschool programs conducted by the YMCA, financial literacy classes, GED classes and
employment counseling/assistance in addition to a place where residents can meet. Prior to this project, C DBG
funds w ere aw arded for a comprehensive community improvement initiative for the Porters R oad/Yancey School
neighborhood. This $770,000 CDBG award leveraged ov er $2 million in other public and private funds to rehabilitate
28 hous es, demolish 13 dilapidated hous es, construct five new houses , and create a community park and
community center.
For a project to be cons idered by the C ounty for CDBG funding, the applicant is required to submit a notice of intent
to request CD BG funds to the Office of H ousing no later than January 30, 2009. This notice must include a brief
description of the project, the proposed use of CDBG funds and a description of the beneficiaries of the proposed
activity. A completed application, les s attachments but inclusive of the proposed dev elopment budget, shall be
submitted to the Offic e of H ousing electronically no later than March 6, 2009 while the entire application must be
received no later than March 20, 2009.
The Office of Housing has had discuss ions with the Albemarle County Service Authority regarding a possible
application for CDBG funding for the extension of sanitary sew er lines to serve the Oak H ill Subdiv ision.
BUDGET IMPACT:
There is no budgetary impact unless or until an applic ation is made and approved for a funded project. How ever,
projects applying for CD BG generally require some lev el of local financ ial support.
RECOMMENDA TION S:
Staff recommends that the Board rec eive information on available CDBG funding and eligible uses and hold the
public hearing to receive input from the public on potential community development and housing needs. Staff also
recommends that the Board set a public hearing for W ednesday, April 1, 2009 for the s econd required public hearing
to review any proposed applications.
Return to regular agenda
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Transfer of R oute 20 Visitors’ Center Property
SUBJECT/PR OPOSAL/REQUEST:
Public hearing to authorize the transfer of County
interest in R oute 20 Visitors’ Center property
STAFF CON TA CT(S):
Messrs. Tucker, Elliott and Davis
LEGAL R EVIEW: Yes
AGENDA DA TE:
January 7, 2009
ACTION: X INFORMATION:
CON SENT A GEND A:
AC TION : INFOR MA TION:
ATTACH MEN TS: Yes
REVIEW ED BY:
BACK GROUND :
In 1984, the County and City acquired the Visitors’ Center property on R oute 20 from the State Board for
Community Colleges (SBCC ) for $562,500. To facilitate the original financing of this property in 1984, the C ity
transferred its onehalf ownership interes t in the property to the County, and the County then leased the property to
the Thomas Jefferson Foundation (TJ F) to be used as the Monticello Visitors’ Center and as an information center
for the CharlottevilleAlbemarle Convention & Visitors ’ Bureau (CACVB). The County and C ity agreed that upon the
termination of the TJF Lease, the County would reconvey to the City an undivided onehalf interest in the property.
The purchase was paid for by borrow ed funds pursuant to a twentyy ear revenue note in the amount of $575,000
secured by a revenue stream based on the TJF Leas e that paid the amount of the debt service. Though the original
term of the TJF Lease ex pired on August 31, 2004, TJF exercised an option to extend the Lease for an additional
five year term. The County paid off the revenue note in 2004, and rec ently agreed to TJF’s reques t to terminate the
Lease as of January 31, 2009.
The property was transferred to the C ounty and City under legislation and deed restrictions that specific ally limited
the use of the property, as follows:
“Unless and until otherw ise provided by the General Assembly of Virginia, the use of the property
s hall be limited to the promotion of education, historic preserv ation, conservation, and display of
historically significant artifacts as sociated with Monticello and for the operation of an information
c enter and gift shop for visitors in the area.
In the event of a breach of any of the foregoing c onditions, the property herein conveyed shall, at
the option of Grantor, revert to Grantor and, upon demand, Grantees shall quitclaim same to
Grantor.” (The Grantor was the State Board of Community Colleges (SBCC) and the Grantees are
the City and County.)
Piedmont Virginia Community College (PVC C) has requested that the property be returned to the SBCC so that
PVCC c an use the property as a W orkforce Development C enter. The C enter would offer open enrollment non
credit c ourses and contract training for the region’s employers and employees (See Attachment D).
Virginia Code § 15.21800 requires the C ounty to hold a public hearing prior to disposing of any property. This public
hearing addresses both the transfer of a onehalf interest to the City and the remaining interest to the SBC C.
STRA TEGIC PLAN:
Goal #1: To enhance the quality of life in Albemarle County
DISCU SSION :
Following the expiration of the TJF Leas e, the County and City have identified no need to continue to use the
property “for the promotion of education, historic pres erv ation, conservation, and dis play of historically s ignificant
artifacts associated with Monticello and for the operation of an information center and gift shop for visitors in the
area,” as the 1984 Deed requires. The TJF has relocated its Visitors ’ Center and the C ACVB has determined the
property is not needed as an information center. PVC C’s intended reuse of the property as a W orkforce
Development C enter would provide beneficial services to the C ounty and the region. Given the us e restrictions
imposed by the Deed and the proposed use of the property by PVCC, the return of the property to the SBCC as
requested by PVCC is a reasonable request.
The purpose of the public hearing is to c onsider a resolution authoriz ing the return of the City’s onehalf interest in
the property and the conveyance of the remainder of the County’s interest in this property to the SBCC. Prior to the
reconv eyance of the property to the SBC C, the County must return the City’s onehalf interest to the City pursuant
to the 1984 Agreement between the C ounty and the City . Charlottesville City Council will also be considering
PVCC’s request this month.
BUDGET IMPACT:
This ac tion should not res ult in a negative impact on the current budget. General maintenance and repairs to the
building and grounds are currently paid through an acc ount funded by the rental money and not from an existing
operating budget. The c urrent balance in that account is approximately $196,000. It is anticipated that any
balance of this account would be shared w ith the City.
RECOMMENDA TION S:
Staff recommends that follow ing the public hearing, the Board adopt the attached resolution, authorizing (1) the
return of a onehalf interest in the Route 20 Visitors’ Center property to the City of C harlottesville and (2) the joint re
conveyance by the City and C ounty of the entire interes t in that property to the State Board for Community
Colleges.
ATTAC HMENTS
A – Proposed Resolution
B – Proposed Deed from County to City
C – Proposed D eed from C ity and County to State Board for Community Colleges
D – Piedmont Virginia C ommunity College proposal
Ret urn t o regular agenda
R ESOLUTION TO A UTHOR IZE C ONV EYA NCE OF PR OPERTY
TO THE STATE BOA RD FOR COMMUN ITY C OLLEGES
WHEREAS, the County of Albemarle owns a c e rtain parce l of la nd, known a s Ta x Map Parce l 7715B
(the “Prope rty”), consisting of 5.911 ac re s, toge the r w ith improve me nts, loca ted a t the southwe st qua drant of the
interchange of Intersta te Route 64 a ndState Route 20, forme rly housing the Montic e llo Visitors’ Ce nte r and a n
informa tion c e nte r for the Cha rlottesville Albemarle Conve ntion & Visitors’ Bure au; a nd
WHEREAS, the County of A lbe ma rle a nd City of Charlotte sville jointly ac quire d the Prope rty in 1984
from the Sta te Boa rd for Community College s on the condition that the Prope rty be used for “the promotion of
educa tion, historic prese rva tion, conse rva tion, and display of historica lly signific ant a rtifa cts a ssocia te d with
Montice llo and for the ope ra tion of a n informa tion c enter a nd gift shop for visitors in the a re a;” a nd
WHEREAS, the Prope rty has be en lea se d to the Thomas Je fferson Founda tion (TJF) a nd use d as a
Montice llo V isitor’s Ce nte r; and
WHEREAS, to fa c ilita te fina nc ing, in 1984, the City conve ye d its one half owne rship inte re st to the
County, on the c ondition tha t the County return that one ha lf intere st to the City upon the termina tion of the TJF
le a se; a nd
WHEREAS, the Thoma s Je fferson Founda tion is te rminating its le ase of the Property e ffec tive Ja nuary
31, 2009; a nd
WHEREAS, unle ss the prope rty c ontinues to be used for e duc ationa l or historica l purpose s, or as a n
informa tion ce nte r, the City a nd County a re re quire d to re c onvey the Prope rty to the Sta te Boa rd for Community
Colle ge s upon its re que st, under the te rms of the 1984 de e d; and
WHEREAS, the County a nd City ha ve ide ntified no nee d to c ontinue to use the prope rty for e duc a tiona l
or historica l purpose s, or as a n information ce nte r; a nd
WHEREAS, Pie dmont V irginia Community Colle ge (PV CC) ha s re que sted tha t the prope rty be re turne d
to the Sta te Boa rd for Community colle ges a nd propose s to use the Prope rty a s a Workforce De ve lopme nt Ce nter;
and
WHEREAS, the proposed use of the Prope rty by PV CC w ill be nefit the County; a nd
WHEREAS, prior to the re c onve ya nce of the Prope rty to the State Board for Community College s, the
County must return the City’s oneha lf owne rship inte re st to the City.
NOW, THER EFORE, BE IT RESOLV ED, tha t following a public he aring duly he ld pursua nt to
Virginia Code § 15.21800(B), the A lbe ma rle County Board of Supervisors he re by a uthoriz e s the County
Exe c utive (1) to exec ute on beha lf of the County of A lbe ma rle, Virginia , a D e ed a nd any other doc ume nt(s)
ne c essa ry to c onve y a one ha lf ownership in Ta x Map Parce l 7715B, c onsisting of 5.911 a cres, toge the r with
improvements, to the City of Charlotte sville , a nd (2) to exec ute on be ha lf of the County of A lbe ma rle, Virginia ,
togethe r with the City of Cha rlotte sville , a De e d a nd a ny othe r doc ume nt(s) ne c essa ry to conve y Tax Map Parc e l
7715B, c onsisting of 5.911 ac re s, toge the r w ith improvements, to the Sta te Boa rd for Community College s.
Go to next a tta chme nt
Re turn to exec summa ry
This document w as prep ared by
Albemarle County Atto rney
County of Albemarle
401 McIntire Road
Charlo ttesville, V irginia 22 902
Tax Map and Parcel Number 077000000015B0
This deed is exempt fro m tax ation under Virg inia Code § 5 8.1811(A)(3) and from Clerk’s fees under Virgin ia Code §17.1
266.
THIS DEED made this DATE \@ "d" \*ordinal \* MERGEFORMAT 23rd day of DATE \@
"MMMM yyyy" \* MERGEFORMAT December 2008, by and between the COUNTY OF
ALBEMARLE, VIRGINIA (the "County"), a political subdivision of the Commonwealth of Virginia,
Grantor; and the CITY OF CHARLOTTESVILLE, VIRGINIA (the “City”), a municipal corporation,
Grantee.
WITNESSETH:
WHEREAS, acting pursuant to Chapter 576 of the Acts of Assembly of 1984, the
Commonwealth of Virginia, State Board for Community Colleges conveyed to the City of Charlottesville
and the County of Albemarle the property formerly used as the Western Virginia Bicentennial Center;
and
WHEREAS, the City and County agreed that, in order to facilitate financing of the purchase of
that property from the Commonwealth and the leasing thereof to the Thomas Jefferson Memorial
Foundation, the City would convey its interest in the property to the County; and
WHEREAS, the City and County further agreed that upon the expiration of the lease to the
Foundation or any extension thereof, the County would reconvey to the City an undivided onehalf
interest in the Property; now, therefore,
For and in consideration of the sum of TEN DOLLARS ($10.00) and other consideration, the
receipt of which is hereby acknowledged, the County does hereby GRANT, BARGAIN, SELL AND
CONVEY with SPECIAL WARRANTY OF TITLE unto the City of Charlottesville an undivided one
half interest in the following described property:
All that certain lot or parcel of land consisting of 5.911 acres, more or less, together with the
improvements thereon, formerly used as the Western Virginia Bicentennial Center, located in the
southwest quadrant of the interchange, of Interstate Route 64 andState Route 20, in Albemarle
County and shown as Parcel A on plat dated January 23, 1984, revised June 8, 1984, prepared by
Gloeckner, Lincoln and Osborne, Inc. recorded in the Clerk's Office of the Circuit Court for the
County of Albemarle in Deed Book 814, page 553.
Such property is the same property conveyed to the County by deed from the City dated August
6, 1984 and recorded in the Clerk's Office of the Circuit Court for the County of Albemarle in Deed
Book 814, page 555.
This conveyance is made subject to all existing easements, covenants, and restrictions affecting
the property, including but not limited to those set forth in the aforesaid deed from the Commonwealth.
The County of Albemarle, by duly adopted resolution, has held a public hearing pursuant to
Virginia Code § 15.21800(B), has approved the conveyance of real estate memorialized by this deed of
easement and has authorized the County Executive to execute this deed of easement on its behalf.
The City of Charlottesville, acting by and through its City Attorney, the City official designated
by the City Manager pursuant to authority granted by resolution of the City Council of the City of
Charlottesville, does hereby accept the conveyance of this property, pursuant to Virginia Code § 15.2
1803, as evidenced by the City Attorney’s signature hereto and the City’s recordation of this deed.
COUNTY OF ALBEMARLE, VIRGINIA CITY OF CHARLOTTESVILLE, VIRGINIA
By:_____________________________ By:______________________________
Robert W. Tucker, Jr. S. Craig Brown
County Executive City Attorney
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This Deed is exempt (i) from recordation taxes pursuant to Section 58.1811.A.3. of the Code of Virginia
(1950), as amended, and (ii) from the payment of Clerk's fees pursuant to Section 17.1266 of the Code of
Virginia (1950), as amended.
DEED
This DEED is dated the ______ day of __________, 20__, by and between COUNTY OF
ALBEMARLE, VIRGINIA, a political subdivision of the Commonwealth of Virginia, and CITY OF
CHARLOTTESVILLE, VIRGINIA, a municipal corporation (collectively, “Grantor”), and the
COMMONWEALTH OF VIRGINIA, STATE BOARD FOR COMMUNITY COLLEGES, c/o Virginia
Community College System, 101 North 14th Street, Richmond, Virginia 23219 (“Grantee”).
WITNESSETH:
That for and in consideration of the sum of Ten Dollars ($10.00) and other good and valuable
consideration, the receipt and sufficiency of which are hereby acknowledged, the Grantor does hereby
grant and convey, with Special Warranty, to the Grantee, the following described property:
All that certain lot, piece or parcel of land consisting of 5.911 acres, more or less, together with the
improvements thereon formerly used as the Western Virginia Bicentennial Center, located in the
Southwest quadrant of Interstate 64 and State Route 20 Interchange south of Charlottesville in
Albemarle County and which is more particularly described as "Parcel A" on the plat of survey
recorded in Deed Book 814, page 553 in the Clerk's Office, Circuit Court, Albemarle County,
Virginia, said plat entitled "Subdivision Plat Showing Survey of Parcels 'A' and 'B'", dated January
23, 1984, revised June 8, 1984, and prepared by Gloeckner, Lincoln & Osborne, Inc., Charlottesville,
Virginia 22901.
Being the same property conveyed to the Grantor herein from the Grantee herein, by deed dated
August 6, 1984, recorded in Deed Book 814, page 546 in the Clerk's Office, Circuit Court, Albemarle
County, Virginia.
This conveyance is made subject to covenants, easements, conditions, restrictions, and
agreements, appearing of record in the chain of title to the property herein conveyed, insofar as they may
be lawfully applicable to the property.
Go to next a tta chme nt
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COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Request to grant sanitary sew er line easement across
Belvedere Boulevard
SUBJECT/PR OPOSAL/REQUEST:
Public hearing to consider granting a perpetual
easement to the Albemarle County Servic e
Authority for the maintenance and operation of
the sanitary sewer line across Belvedere
Boulevard, 0.25 miles north of East R io R oad
STAFF CON TA CT(S):
Messrs. Tucker, Foley, Davis, and Kamptner
LEGAL R EVIEW: Yes
A GENDA DATE:
January 7, 2008
A CTION: X INFOR MA TION:
C ONSENT AGENDA:
AC TION : INFORMATION:
A TTACHMENTS: Yes
R EVIEWED B Y:
BACK GROUND :
Covenant C hurch of God, located along East R io Road, is presently served by public sewer. The sew er line to
which the C hurch presently connects requires that the C hurch pump its effluent through a oneinch pipe across the
bridge on East Rio Road over the railroad tracks. Because of the cos t of pumping and the need for ongoing
maintenanc e of the pumps, the Church reached an agreement with the adjoining Belv edere developer to extend a
sewer line from the Belv edere Subdivis ion to serve the C hurch property . (See Attachment B) The proposed sewer
line would have gravity flow.
Church representatives proceeded with the understanding that an easement across Belv edere Boulevard was not
required. How ever, because Belvedere Boulevard had previously been dedicated to the County as a public rightof
way when the subdivision plat for Phase I of Belvedere w as recorded, the County is the fee simple ow ner of the
rightofway and an easement should hav e been obtained. At this point, the sewer line has been constructed and
the ACSA requires an easement to maintain and operate the sewer line.
STRA TEGIC PLAN:
Goal 3: Develop Policies and Infrastructure to Addres s the County’s Growing Needs.
DISCU SSION :
Virginia Code § 15.21800 requires that the Board hold a public hearing prior to conv eyance of any interest in
Countyowned real property. The proposed deed of easement is in a standard form prepared by the County
Attorney ’s Office. Staff has reviewed and approved the proposed Plat. The proposed perpetual eas ement would
allow the ACSA to maintain and operate the sewer line. It is not anticipated that the s ewer line will affect the
acceptance of Belvedere Boulevard into the VDOT sys tem for maintenance.
BUDGET IMPACT:
None.
RECOMMENDA TION S:
Staff recommends that, after receiving public comment, the Board approve the proposed easement and authorize the
County Executive to sign the deed of easement on behalf of the County after the deed has been approv ed by the
County Attorney with any necessary changes.
ATTAC HMENTS
A Deed of Easement
B Plat
Ret urn t o regular agenda
This document w as prep ared by:
Albemarle County Atto rney
County of Albemarle
401 McIntire Road
Charlo ttesville, V irginia 22 902
Tax Map 61 (Belvedere Bo ulevard rightofway)
This deed is exempt fro m tax ation under Virginia Code §§ 58.1811(A)(3) an d 58.1811(C)(4).
DEED OF EASEMENT
THIS DEED OF EASEMENT, is made and entered into on this _______ day of
_________________________, 2009, by and between the COUNTY OF ALBEMARLE, VIRGINIA,
a political subdivision of the Commonwealth of Virginia, Grantor, hereinafter referred to as the
“County,” and the ALBEMARLE COUNTY SERVICE AUTHORITY, a political subdivision of the
Commonwealth of Virginia, Grantee, whose address is 168 Spotnap Road, Charlottesville, Virginia,
22911, hereinafter referred to as the “ACSA”.
WITNESSETH:
That for and in consideration of the sum of One Dollar ($1.00), cash in hand paid, receipt of
which is hereby acknowledged, the County does hereby GRANT and CONVEY with SPECIAL
WARRANTY to the ACSA, subject to the terms and conditions set forth herein, a permanent easement
and rightofway (hereinafter, the “Easement”) to maintain, repair, replace and operate a sewer line
consisting of pipes and appurtenances thereto, over, under an across the real property of the County
known as Belvedere Boulevard in the Belvedere Subdivision in Albemarle County, Virginia, and more
particularly described as follows:
A permanent sewer line easement in the public rightofway known as Belvedere
Boulevard, located approximately 0.25 miles north of East Rio Road in Albemarle
County, Virginia, identified as the “20’ Permanent Sanitary Sewer Easement” within the
Belvedere Boulevard rightofway, as shown on the plat entitled “Plat Showing Sanitary
Sewer Easement for ‘Covenant Church of God’ 0.25 Miles North of East Rio Road Rio
Magisterial District, Albemarle County, Virginia,” dated August 25, 2008 (hereinafter, the
“Plat”); the said roadway shown as Belvedere Boulevard is on a plat of record in the
Albemarle County Circuit Court Clerk’s Office in Deed Book 3543, page 225.
Reference is made to the Plat, a copy of which is attached hereto to be recorded herewith, for the
exact location and dimensions of the permanent easement hereby granted and the property over which the
Easement crosses.
This Easement shall be subject to the following:
1. Location of Improvements. The ACSA shall construct, install, maintain, repair, replace
and extend the sewer line pipes and appurtenances thereto (hereinafter, the “Improvements”) only within
the Easement. The Improvements shall be underground.
2. Right to Enter; Ingress and Egress. The ACSA shall have the right to enter upon the
Easement for the purpose of installing, constructing, maintaining, repairing, replacing and extending the
Improvements within the Easement. The ACSA also shall have the right of ingress and egress thereto as
reasonably necessary to construct, install, maintain, repair, replace and extend the Improvements. If the
ACSA is unable to reasonably exercise the right of ingress and egress over the Belvedere Boulevard
rightofway, the ACSA shall have the right of ingress ad egress over the property of the County, if any,
adjacent to the rightofway.
3. Excavation and Restoration. Whenever it is necessary to excavate earth within the
Easement, the ACSA shall backfill the excavation in a timely, proper and workmanlike manner so as to
restore the surface conditions to the same condition as they were prior to excavation, including
restoration of all paved surfaces that were damaged or disturbed as part of the excavation.
4. Vegetation and Obstructions. The ACSA may cut any trees, brush and shrubbery, remove
obstructions, and take other similar action reasonably necessary to provide economical and safe
installation, maintenance and operation of the Improvements. The ACSA shall not be responsible to the
County or its successors and assigns, to replace or reimburse the cost of replacing or repairing any
Countyowned trees, brush, shrubbery or obstructions that are removed or otherwise damaged that would
be inconsistent with the proper maintenance, operation or use of the Improvements.
5. Ownership of Improvements. The Improvements shall be the property of the ACSA.
6. Obligations of the ACSA if and when Belvedere Boulevard is Proposed for Acceptance or
is Accepted into the StateMaintained System. If and when the segment of Belvedere Boulevard in
which the Easement lies is proposed for acceptance or is accepted into the statemaintained or other
publiclymaintained system of highways, the ACSA shall comply with the following:
a. Permits. The ACSA shall obtain all permits required by the Virginia Department
of Transportation (hereinafter, “VDOT”) or such other public entity that becomes responsible for the
maintenance of Belvedere Boulevard (hereinafter, “such other public entity”) to authorize the
Improvements to exist or remain within the Belvedere Boulevard rightofway (hereinafter, the
“Permits”) and shall comply with all applicable requirements of VDOT or such other public entity.
b. Acts Required of ACSA to Assure Acceptance of Belvedere Boulevard into State
Maintained System. Until the ACSA quitclaims its interest in the Easement to VDOT, such other public
entity, or the County as required in conjunction with the acceptance of Belvedere Boulevard into the
statemaintained or other publiclymaintained system, the ACSA, at its sole expense, shall, promptly
alter, change, adjust, relocate or remove the Improvements from the Belvedere Boulevard rightofway if
VDOT or such other public entity determines that such alteration, change, adjustment, relocation or
removal is required in order for VDOT or such other public entity to accept Belvedere Boulevard into the
system. Neither the County, VDOT, nor such other public entity shall be responsible or liable to the
ACSA or its successors or assigns for any costs associated with such alteration, change, adjustment,
relocation or removal of the thenexisting Improvements. In addition, neither the County, VDOT, nor
such other public entity shall be obligated to compensate or reimburse the ACSA or its successors or
assigns for any increased or decreased cost or value associated with either the Improvements or
Belvedere Boulevard resulting from such alteration, change, adjustment, relocation or removal.
c. Continuing Obligations of ACSA to the County. After VDOT or such other public
entity has issued the required Permits, the ACSA shall be subject to the following conditions,
notwithstanding any quitclaim of its interests to VDOT or such other public entity, and these conditions
shall be continuing obligations of the ACSA:
1. The ACSA, to the extent authorized by law, shall at all times indemnify
and save harmless the County, its employees, agents, officers, assigns, and successors in interest from
any claim whatsoever arising from the ACSA’s exercise of rights or privileges stated herein.
2. In the event that the County or such other public entity becomes
responsible for the maintenance of Belvedere Boulevard and the County or such other public entity
requires, for its purposes, that the ACSA alter, change, adjust, or relocate the Improvements, across or
under Belvedere Boulevard, the cost to alter, change, adjust, or relocate the Improvements shall be the
sole responsibility of the ACSA. Neither the County nor such other public entity shall be responsible or
liable to the ACSA or its successors or assigns for any costs associated with altering, changing, adjusting
or relocating the thenexisting Improvements as may be required herein. In addition, neither the County
nor such other public entity shall be obligated to compensate or reimburse the ACSA or its successors or
assigns for any increased or decreased cost or value associated with either the Improvements resulting
from such alteration, change, adjustment or relocation. The requirements of this paragraph 6(c)(2) shall
not apply if the County, VDOT, or such other public entity is either required by law to pay for such costs
or is authorized and elects to pay for such costs.
The County, acting by and through its County Executive, duly authorized by action of the
Albemarle County Board of Supervisors on January 7, 2009, does hereby convey the interest in real
estate made by this deed.
By its acceptance and recordation of this Deed of Easement, the ACSA acknowledges that it, its
successors and assigns, shall be bound by the terms herein.
WITNESS the following signatures.
Go to next attachment
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
ICNA Tenant House Leas e
SUBJECT/PR OPOSAL/REQUEST:
Public H earing and request authorization for
County Ex ecutive to s ign new ICNA tenant
house lease.
STAFF CON TA CT(S):
Messrs. Tucker, Elliott, Davis, Herrick and
Mullaney
LEGAL R EVIEW: Yes
AGENDA DA TE:
January 7, 2009
ACTION: X INFOR MA TION:
CON SENT A GEND A:
A CTION: INFORMATION:
ATTACH MEN TS: Yes
REVIEW ED BY:
BACK GROUND :
The City and County jointly ow n a hous e at the Ivy C reek N atural Area (“IC NA”), whic h is leased to tenants at a
reduced rent in exchange for their servic e as the property ’s caretakers. The house is currently occupied by long
time tenants Steve and Debbie McVey. Though the initial oneyear term of the McVeys ’ most recent lease has
expired, they have continued to rent the house on a monthtomonth basis. The Parks and R ecreation Department
has been v ery satisfied with the McVey s as property caretakers and tenants. The McVeys have requested, and the
Parks and R ecreation Department is recommending, a new lease agreement between the C ity and C ounty and the
McVeys.
STRA TEGIC PLAN:
Goal 1: Enhance the Quality of Life for all Citizens.
Goal 2: Protect the County’s Natural R esources.
DISCU SSION :
Under the proposed new lease, the tenants would continue to be res ponsible to pay $150 monthly rent to the County
and all utility bills, and to perform the following caretak ing duties:
Assure the park entrance gate is opened and clos ed at posted times and at special requests.
Assist the public with information, as needed.
Clean and stock restrooms and c lean up and remove trash in park ing lot and open areas.
In absence of park personnel, perform emergency repair or maintenance of park facilities and grounds, to the
extent possible and contact park personnel.
Mow and trim grass in the park, on grass trails and around tenant house, as outlined by the Park
Superintendent.
The initial term of the new lease would be one year, beginning March 1, 2009, follow ed by up to four oneyear terms
The monthly rent for the initial year would remain at $150 per month (determined after review by the County
Asses sor’s Office), and could be adjusted to reflect any c hange in caretaker respons ibilities. The proposed new
lease has been reviewed and approved by both the City and County Attorneys. Virginia Code Sec tion 15.2 –
1800(B) requires that the Board of Supervisors hold a public hearing prior to entering into this lease agreement. The
Clerk of the Board has adv ertised the hearing as required. City Council is scheduled to consider the proposed
Lease Agreement on January 20, 2009.
BUDGET IMPACT:
The new lease would generate $1,800 in annual income. In addition, hav ing the tenants perform the listed duties
is much more efficient than having County employees perform these tasks.
RECOMMENDA TION S:
Staff recommends that the Board, after the public hearing, authorize the County Ex ecutive to sign the attached
proposed lease agreement.
ATTAC HMENTS
A – ICNA Tenant House Lease Agreement
Ret urn t o regular agenda
R E S I D E N T I A L L E A S E A G R E E M E N T
I V Y C R E E K N A T U R A L A R E A
THIS LEASE AGREEMENT is made as of this 1st day of March, 2009; by and between County
of Albemarle & City of Charlottesville (hereafter collectively, the “Landlord”), whose address is 401
McIntire Road, Charlottesville, Virginia 22902 (hereafter, the “County”); PO Box 911, Charlottesville,
Virginia 22902 (hereafter, the “City”) and Steve and Debbie McVey (hereafter, the “Tenant” or the
“McVeys”).
1. REAL PROPERTY AND TERM OF OCCUPANCY. In consideration of the promises and covenants
herein, Landlord hereby leases to Tenant that property located in the County of Albemarle, Virginia,
and known as Ivy Creek Natural Area Park Tenant House together with the fixtures and personal
property listed below, (the Premises) for the term of 1 (one) year(s) commencing at noon on March 1,
2009. Thereafter, unless otherwise terminated by either party, as provided herein, this Lease shall
renew automatically for four (4) additional oneyear terms.
2. PERSONAL PROPERTY. The following personal property is included in the Premises subject to this
lease: Range oven, woodstove, and refrigerator.
3. USE OF PREMISES. The Premises will be used by Tenant as a private dwelling and for no other
purpose. The Premises will be occupied by no persons other than persons who have signed this Lease
as Tenant and such person's children under the age of 18.
4. RENT.
a. Tenant agrees to pay as rent the total sum of $1,800.00 per year, due and payable in advance in
monthly installments of $150.00, except as follows: If the lease term begins on a day other than
the first day of a calendar month, the first month's rent shall be $ 75.00. If the lease term ends on
a day other than the last day of a calendar month, the last month's rent shall be $75.00. The first
month’s rent payment is due March 1, 2009. The monthly installment of rent due for each month
thereafter shall be due on the first day of each month. Rent shall be paid to County of Albemarle
(landlord/agent) at Albemarle County Parks & Recreation, 401 McIntire Road, Charlottesville,
Virginia 22902 (address) or at other such place as Landlord or Agent may from time to time
designate in writing. If a monthly installment of rent is not received before the 6th day of the
month, Tenant agrees to pay as additional rent a charge of late fee of $10.00 for each month that
the monthly installment of rent is not received by the 6th day of such month. The purpose of this
late fee is to compensate Landlord for the expenses of processing such delinquent account. Rent
payments will be applied first to all past due balances of rent and other charges owing under this
Lease. The remaining portion if any of such rent payments will be applied to current rent. If there
are two or more tenants, Landlord shall have the option of requiring that only one check, cashier's
check or money order will be accepted for each monthly installment for rent.
b. As additional rent, the Tenant shall perform the following duties as long as either of them resides
on the Property. The following duties may be modified as duties may be added or deleted by
mutual written agreement between the County and City and the Tenant. Failure to perform the
following duties on the part of the Tenant shall constitute a material breach by the Tenant under
the Lease Agreement and shall entitle the Landlord to terminate this Lease or exercise any other
remedy under this lease or available law. The Tenant shall:
i. Assure the park entrance gate is opened and closed per posted times and at special requests;
ii. Assist the public with information as needed;
iii. Clean and stock restrooms and clean up and remove trash in parking lot and open areas;
iv. In absence of park personnel, perform emergency repair or maintenance of park facilities and
grounds, to the extent possible, and contact park personnel
v. Mow and trim grass in park and on grass trails and around tenant house as outlined by Park
Superintendent;
c. The County and City reserve the right to agree to certain modifications pertaining to the
foregoing tenant responsibilities during the term of the lease agreement. It is the intent of the
County and City to delegate this responsibility to the Albemarle County Parks and Recreation
Department, and its Director.
d. The County and City further agree that, in the event tenant performs additional duties at the
specific request of the County and City in connection with the property, or for any other reason in
the sole discretion of the County and City, then an adjustment in the payment of rent under this
lease agreement may be made, provided that any such modifications shall be effective only if in
writing between the County, City and the tenant. It is the intent of the County and City to delegate
this responsibility to the Albemarle County Parks and Recreation Department, and its Director.
5. BAD CHECKS. Tenant agrees to pay as additional rent a charge of $15.00 for each check returned
for insufficient funds. This charge will be in addition to any late fee, which may be due. If any of
Tenant's checks are returned to Landlord or Agent for insufficient funds, Landlord will have the
option of requiring that further payments must be paid by cash, cashier's check, certified check, or
money order.
6. SECURITY DEPOSIT. Tenant agrees to pay the sum of $150.00 as a security deposit. This sum will
be due when this Lease is signed by Tenant. Prior to the termination or expiration of this Lease, if
Landlord makes any deductions from the security deposit for charges arising under this Lease or by
law, Tenant agrees to pay Landlord such sums as may be necessary to offset such deductions to
replenish and maintain the security deposit in the amount set forth above. The security deposit will be
held by Landlord to secure Tenant's full compliance with the terms of this Lease. Within 30 days
after the termination of this Lease, Landlord may apply the security deposit and any interest required
by law to the payment of any damages Landlord has suffered due to Tenant's failure to maintain the
Premises, to surrender possession of the premises thoroughly cleaned and in good condition
(reasonable wear and tear excepted), or to fully comply with the terms of this Lease, and any balance,
if any, to unpaid rent. Landlord shall provide Tenant with an itemized accounting, in writing,
showing all such deductions. Within this 30day period, Landlord will give or mail to Tenant the
security deposit, with any interest required by law and minus any deductions. To assist Landlord,
Tenant shall give Landlord written notice of Tenant's new address before Tenant vacates the
Premises. During the term of occupancy under this Lease, if Landlord determines that any deductions
are to be made from the security deposit Landlord will give written notice to Tenant of such
deduction within 30 days of the time Landlord determines that such deduction should be made. This
provision applies only to deductions made 30 days or more before the termination of this Lease.
Landlord will maintain itemized records of all security deposit deductions and these records may be
inspected by Tenant, his authorized agent or attorney, during normal business hours. However, when
two years has passed from the time a deduction was made, Landlord may destroy the record of that
deduction. If Landlord sells or otherwise transfers all or any interest in the Premises during the term
of this Lease, Tenant agrees that Landlord may transfer the security deposit, plus any interest required
by law, to the purchaser who in such event shall be obligated to comply with the provisions of this
section.
7. PARKING. Tenant agrees to comply with such parking rules and regulations as Landlord may issue
from time to time, and deliver to Tenant; provided that Tenant shall be given a reasonable
opportunity to comply with any parking changes made during Tenant's term of occupancy under this
Lease. Vehicles parked on or about the Premises in violation of such rules and regulations may be
towed at the owner's expense.
8. PETS AND ADDITIONAL RESIDENTS. The Tenant shall not be allowed to have pets or additional
residents without Landlord’s prior written consent, which may be withheld in the Landlord's sole
discretion. If such permission is granted the tenant agrees to be responsible for all damages to the
property and third parties (persons and property) caused by pets or additional residents. It is
understood that if this approval is given that it may be rescinded in the event a problem develops
related to a pet or an additional resident.
9. UTILITIES. The Tenant is responsible for all utilities.
10. ALTERATIONS AND IMPROVEMENTS. Tenant agrees that no alterations; installations, repairs or
decoration (including painting, staining and applying other finishes) shall be done without Landlord's
prior written consent. However, Landlord may require Tenant to return the Premises to its original
condition when this Lease terminates or expires. In addition, Landlord may require that any change,
alteration or improvement to the Premises will become a permanent part of the Premises which may
not be removed upon the termination or expiration of this lease. Such changes or improvements will
include, but not be limited to, locks, light fixtures, shutters, builtin shelves or bookcases, wallto
wall carpeting, flowers and shrubs.
11. INSPECTIONS AND ACCESS. Landlord may enter the Premises to make inspections, repairs,
decorations, alterations or improvements, and to show the Premises to prospective tenants,
purchasers, mortgagees, workers and contractors and shall have the right to erect or place "For Sale"
or "For Rent" signs thereon. Except in case of emergency or when it is impractical to give notice,
Landlord will give Tenant reasonable notice of Landlord's intent to enter and may enter the Premises
only at reasonable times.
12. MOVE IN INSPECTION. Within 5 days after Tenant takes possession of the Premises, Landlord
agrees to provide Tenant with a list setting forth all of the defects and damages to the Premises, its
equipment and appliances. The list shall be treated as correct unless Tenant objects to the list by
written notice given to Landlord within five days after Tenant receives the list.
13. COVENANTS BY LANDLORD. Landlord covenants and agrees to maintain all electrical,
plumbing, heating, ventilating, air conditioning and other facilities and appliances, including
elevators, in good and safe working condition; and comply with applicable building and housing code
requirements materially affecting health and safety. Landlord's failure to comply with the above
requirements will not be grounds for Tenant's termination of this Lease unless Tenant has given
Landlord written notice of the defective condition and Landlord has failed to remedy the condition
within 21 days. However, Tenant may not terminate the Lease if Tenant, a member of Tenant's family
or some other person on the Premises with Tenant's consent intentionally or negligently caused the
defective condition. Such defective conditions will be repaired at Tenant's expense. Any termination
by Tenant shall be made in accordance with the section of this Lease concerning breach by Landlord.
14. COVENANTS BY TENANT. Tenant covenants and agrees to keep the Premises clean and safe; use
all electrical, plumbing, heating, ventilating and airconditioning facilities and appliances in a
reasonable manner; conduct himself or herself, and require guests to conduct themselves, in a manner
that will not disturb Tenant's neighbors; and to take care not to intentionally or negligently destroy,
damage or remove any part of the Premises, and that he or she will not permit any person to do so.
The County and City reserve the right to request the Tenant to remove from the site any personal
property that is inconsistent with the scenic natural beauty of the park (inoperable vehicles,
appliances, etc.). The County and City reserve the right to request the Tenant to cease any activity
that is inconsistent with the park or surrounding neighborhood. Tenant covenants and agrees to care
for, maintain and repair the Premises, equipment, appliances and fixtures. Upon the expiration or
termination of this Lease, Tenant agrees to deliver the Premises in good and clean condition, ordinary
wear and tear excepted. Tenant agrees to pay the cost of all repairs and cleaning required by wear and
tear beyond the ordinary. During the duration of this Lease, Tenant agrees to give Landlord prompt
written notice of any defects in the Premises, its equipment, appliances and fixtures. If further
damage occurs between the time Tenant learns that a defect exists and the time Landlord learns of
such defect. Tenant will be liable for the costs of any repairs of such additional damage, which might
have been avoided, had Tenant promptly notified Landlord of the defect. Tenant agrees to pay all
costs resulting from the intentional or negligent destruction, damage or removal of any part of the
Premises by Tenant or by any of Tenant's guests or other persons on the Premises with Tenant's
consent. Tenant further agrees to release, indemnify, protect, defend and hold the County and City
harmless from all liability, obligations, losses, claims, demands, damages, actions, suits, proceedings,
costs and expenses, including attorney's fees, of any kind or nature whatsoever, whether suffered,
made, instituted or asserted by any entity, party or person for any personal injury to or death of any
person or persons and for any loss, damage or destruction of the Premises, arising out of, connected
with, or resulting directly or indirectly from the negligent or intentional acts of Tenant, Tenant's
guests or other persons on the Premises with the consent or permission of Tenant. The foregoing
agreement to indemnify shall continue in full force and effect notwithstanding the termination of this
Agreement. Tenant further agrees to release, indemnify, protect, defend and hold the County and City
harmless from all liability, obligations, losses, claims, demands, damages, actions, suits, proceedings,
costs and expenses, including attorney's fees, of any kind or nature whatsoever, whether suffered,
made, instituted or asserted by any entity, party or person for any personal injury to or death of any
person or persons and for any loss, damage or destruction of the Premises, arising out of, connected
with, or resulting directly or indirectly from the negligent or intentional acts of Tenant, Tenant's
guests or other persons on the Premises with the consent or permission of Tenant. The foregoing
agreement to indemnify shall continue in full force and effect notwithstanding the termination of this
Agreement.
15. TENANT TO CLEAN PREMISES WHEN LEASE ENDS. Upon the termination or expiration of
this Lease, Tenant will remove all of Tenant's property from the Premises and deliver possession of
the Premises, thoroughly clean and in good condition, reasonable wear and tear excepted, and in
compliance with such reasonable conditions as may be set forth in Landlord's rules and regulations.
Tenant's compliance with this section is necessary to insure that the Premises will be in good
condition for the next tenants to whom Landlord leases the Premises. Tenant will be liable for any
damages Landlord may suffer due to Tenant's failure to leave the Premises thoroughly clean and in
good condition, reasonable wear and tear excepted.
16. MOVE OUT INSPECTION. Upon the termination or expiration of this Lease, Landlord will inspect
the Premises to determine whether Tenant has properly maintained the Premises and has left
Premises thoroughly cleaned and in good condition, reasonable wear and tear excepted. Grease
accumulation and unreasonable marks, holes, nicks or other injury to walls, ceilings, floors or
appliances will not be considered ordinary wear and tear. This inspection will be made to determine
what portion of the security deposit will be returned to Tenant and whether Tenant may be liable for
damages exceeding the amount of the security deposit. This inspection will be made with 72 hours
after the termination of Tenant's occupancy of the Premises. For the purposes of this section, the
termination of Tenant's occupancy of the Premises will not be deemed to have occurred until all or
substantially all of Tenant's property has been removed from the Premises. Tenant will have the right
to be present during this inspection, provided Tenant gives Landlord written notice of Tenant's desire
to be present during the inspection. Upon receiving such notice, Landlord will notify Tenant of the
time and date when the inspection will be made. However, Tenant's delay in notifying Landlord of
Tenant's desire to attend the inspection will not require Landlord to delay making the inspection more
than 72 hours after the termination of Tenant's occupancy. If Tenant attends the inspection, an
itemized list of damages known to exist at the time of the inspection will be provided to Tenant by
Landlord immediately upon the completion of the inspection.
17. ABANDONMENT OF PROPERTY. Any personal property Tenant leaves on the Premises after the
termination or expiration of this Lease may be treated by Landlord as abandoned property. Landlord
will prepare an itemized list of such property and may immediately remove the property from the
Premises and place it in storage for safekeeping for a period not less than one month from the date
this Lease terminates and possession of the Premises is delivered to Landlord. Tenant may reclaim
the property during this onemonth period, provided that tenant pays the cost of its removal and
storage. Upon expiration of the onemonth period, Landlord will be free to dispose of the property as
Landlord sees fit, provided written notice of Landlord's intent to dispose of the property is given to
Tenant at least 10 days before such disposal occurs. This notice must be sent to Tenant's last known
address, address correction requested. In addition, Landlord must keep the itemized list of Tenant's
property for two years after Landlord disposes of that property. Any funds received by Landlord from
the disposal of Tenant's property may be applied to Tenant's indebtedness to Landlord for unpaid rent
or other damages, including charges for removing, storing and selling the property. Any remaining
funds will be treated as security deposit.
18. DAMAGE OR DESTRUCTION OF PREMISES. If, through no fault or negligence of Tenant or
Tenant's guest, fire or other cause destroys or damages the Premises to the extent that Tenant's
enjoyment is substantially impaired, Tenant may immediately vacate the premises and within 14 days
thereafter give written notice to Landlord of Tenant's intention to terminate this Lease. In such cases,
the Lease will terminate as of the date of termination of Tenant's occupancy and Landlord will return
Tenant's security deposit, any interest required by law, and prepaid rent covering the period after
Tenant vacated the Premises subject to any set off for charges or damages Tenant owes to Landlord.
If, through no fault or negligence of Tenant or Tenant's guests, fire or other cause damages the
Premises to the extent that Tenant's enjoyment is somewhat impaired, though not substantially
impaired, Landlord will have a reasonable period of time in which to repair the Premises. Landlord's
duty to repair will not arise until Tenant gives Landlord written notice of the damage to the Premises.
If Landlord fails to repair the Premises within a reasonable period of time after having received
written notice from Tenant, Tenant will be entitled to a reduction in rent for that period of time
beginning 30 days after notice was given to Landlord and ending on the date Landlord successfully
repairs the Premises. In any dispute concerning Tenant’s right to terminate this Lease or receive a
rent reduction, Tenant will be required to prove that the condition of the Premises justifies such relief.
19. BODILY INJURY AND PROPERTY DAMAGE. Landlord is not an insurer of Tenant's person or
property. Except to the extent provided by law, Landlord will not be liable to Tenant for any bodily
injury or property damage suffered by Tenant or Tenant's guest.
20. RULES AND REGULATIONS. Tenant agrees to comply with Landlord's reasonable and non
discriminatory rules and regulations which concern the use and occupancy of the Premises, which
intend to promote the convenience, safety or welfare to tenants or preserve Landlord's property from
abusive conduct. Landlord agrees to give Tenant reasonable notice of any new rules or regulations
before enforcing such rules and regulations against Tenant.
21. EARLY TERMINATION OF OCCUPANCY. Tenant will not be released from liability for all rent
and other charges due under this lease unless Landlord signs a written statement on which Landlord
agrees to release tenant from such liability.
22. EARLY TERMINATION OF LEASE BY MILITARY PERSONNEL. If Tenant is a member of the
United States armed forces and (i) receives orders for a permanent change of station to depart 50
miles or more (radius) from the Premises or (ii) is prematurely and involuntarily discharged or
relieved from active duty with the United States aimed forces, Tenant may terminate this Lease by
serving on Landlord a written notice of termination. This notice must state the date when termination
will be effective and that date shall not be less than 30 days after the date Landlord receives the
notice. In addition, the termination date shall not be more than 60 days prior to the date of departure
necessary for Tenant to comply with the official orders or any supplemental instructions for interim
training or duty prior to the transfer. Tenant's written notice of termination must be accompanied by a
copy of the official orders. If Tenant exercises this right to terminate this Lease, Tenant shall be
obligated for rent prorated to the date of termination. Rent for the final month or portion thereof shall
be due on the first day of such month. On account of Tenant's early termination of this Lease,
Landlord may require Tenant to pay liquidated damages as follows:
a. If Tenant has completed less than 6 months of the tenancy under this Lease as of the effective
date of termination, liquidated damages may be no greater than onemonth's rent.
b. If Tenant has completed at least 6 months but less than 12 months of the tenancy under this Lease
as of the effective date of termination, liquidated damages may be no greater than one half of one
month's rent. Any amount owed; as liquidated damages by Tenant shall be due on the first day of
the month in which the effective termination date occurs. This section shall not relieve Tenant of
any other liabilities, which have accrued as of the date of termination.
23. TERMINATION, RENEWAL OR EXTENSION OF LEASE. This Lease will automatically
terminate at the end of the lease term on the date on which Tenant's occupancy ends. In addition,
Landlord may terminate this lease for any reason by giving at least thirty (30) days written notice to
Tenant. The termination of this Lease will terminate Tenant's right to occupancy but it will not
terminate any claims Tenant or Landlord may have arising out of events occurring during the Lease
term or during any holdover by Tenant. No agreement renewing or extending this Lease will be
effective unless that agreement is in writing and signed by Tenant and Landlord. If Tenant remains in
possession of the Premises after the lease term is terminated or expires and Landlord consents to such
holdover but does not enter into a written agreement extending this Lease or substituting a new
written lease, Tenant shall have a month to month lease subject to termination by either party upon 30
days notice. The monthly rent during such holdover period shall be at the same rate as under this
Lease or as otherwise agreed in writing.
24. ASSIGNMENT OR SUBLET. Tenant will not assign this Lease or sublet the Premises without
Landlord's prior written consent, which will not be unreasonably withheld or delayed. Tenant agrees
to pay Landlord a $ N/A fee if Tenant assigns or sublets the Premises, or any part thereof. No
assignment or sublet will release Tenant from continuing liability for the full performance of this
Lease unless Landlord signs a written statement clearly releasing Tenant from such liability.
25. BREACH BY TENANT. If (a) Tenant fails to pay rent within five days after the date when due, (b)
Tenant commits a material breach of this Lease, (c) Tenant denies Landlord's exercise of any rights
under this Lease or arising by law, (d) legal proceedings are begun by or against Tenant to levy upon
or dispose of Tenants leasehold interest in the Premises, or (e) the Premises is used by Tenant or
others for any illegal purposes, Landlord will have the right to sue for rent and to enter and take
possession through legal proceedings or, if the Premises is abandoned, to enter and take possession
by any lawful means. In addition, Landlord will have the right to pursue all other remedies available,
including a claim for damages. If Landlord pursues any such remedies (and regardless of whether
such remedies are prosecuted to judgment), Tenant will be liable as follows:
a. For all past due rent and other charges
b. For all additional rent (future rent) that would have accrued until the expiration of the term of
occupancy under this Lease or until a new lease term begins, provided (i) that this will not affect
Landlord's duty to minimize the damages by making reasonable efforts to enter into a new lease
as soon as practical, and (ii) that if Landlord obtains a judgment for future rent, Landlord shall
apply as a credit towards that judgment all funds received by Landlord as rent for the Premises for
those months for which the judgment for future rent was awarded.
c. For all expenses Landlord may incur for cleaning, painting and repairing the Premises due to
Tenant's failure to leave the Premises thoroughly clean and in good condition, reasonable wear
and tear excepted;
d. For any court costs and reasonable attorneys fees incurred by Landlord (i) in collecting rent, other
charges or damages, and (ii) in obtaining possession of the Premises;
e. For a collection fee equal to 25% of the judgment amount for rent, damages, court costs and
attorneys fees. Tenant understands and agrees that this amount represents damages Landlord will
be likely to incur in efforts to obtain a judgment against Tenant (including time and effort spent in
case investigation, correspondence, filling suit, discussions with lawyers, case preparation and
court attendance) and to collect such a judgment. If Tenant has breached the Lease by failing to
pay rent when due, Landlord shall give a written notice to Tenant stating that the Lease will
terminate within 5 days if the rent is not paid. If Tenant fails to pay the rent within that 5 day
period, Landlord may terminate the Lease and proceed to obtain possession of the Premises by
filing an unlawful detainer proceeding. In that proceeding, Landlord may pursue a claim for rent
and other damages. In connection with breaches other than failure to pay rent, if a material
noncompliance with this Lease exists or if there is a violation materially affecting health and
safety, Landlord may serve Tenant with a written notice stating that acts or omissions constituting
the breach and stating (i) that the Lease will terminate upon a date not less than 30 days after
Tenant receives the notice unless the breach is remedied within 21 days, and (ii) that the lease
will terminate as set forth in the notice. If the breach is remedial by repairs or the payment of
damages and Tenant adequately remedies the breach within 21 days or such longer period of time
as Landlord may allow, the Lease shall not terminate. On the other hand, if the breach is not
remedial, Landlord's written notice to Tenant may state the acts and omissions constituting the
breach and state that the lease will terminate upon a specific date, which date may not be less than
30 days after Tenant receives the notice.
26. BREACH BY LANDLORD. If Landlord (a) commits a material breach of this Lease, or (b) fails to a
substantial extent to comply with any laws with which Landlord must comply and which materially
affect Tenant's health and safety, Tenant may give written notice to Landlord identifying the acts and
conditions on the Premises concerning Landlord's breach and stating that this lease will terminate
upon a specific date (which must be 30 days or more from the date Landlord receives the notice)
unless Landlord remedies the breach within 21 days. If Landlord remedies the breach within that 21
day period, this Lease will not be subject to termination by Tenant in that instance. Tenant will not
have the right to terminate this Lease because of conditions caused by the intentional or negligent
acts of Tenant or persons on the Premises with Tenant's consent.
27. RENT WITHHOLDING. Tenant may not withhold rent because of conditions on the Premises that
Landlord is required to repair unless Tenant has given Landlord written notice of the condition and
Landlord has failed to successfully repair the condition within a reasonable period of time. If Tenant
withholds rent because Landlord has breached the Lease, Tenant must immediately give Landlord a
second written notice of the breach and of any conditions of the Premises which Landlord is required
to remedy or repair and must state that rent is being withheld for such reasons. If Landlord then sues
Tenant for possession of the Premises or for withheld rent, Tenant must promptly pay the rent to the
court, which will hold the rent until it decides what portion, if any, should be paid to Landlord. If
conditions exist which Landlord is required to remedy and which creates a fire hazard or serious
threat to the health or safety of Tenant, Tenant may file an action in a court of competent jurisdiction
to terminate the Lease, to require Landlord to repair the Premises, or to obtain other relief. In such an
action, Tenant may pay rent to the court to be held until Tenant's action is decided. If Tenant
withholds rent or pays rent into court under this section and the court finds (a) that Tenant has acted
in bad faith, (b) that Tenant, Tenant's family or guests have caused the conditions or have refused
unreasonably to allow Landlord or Landlord's written notice of the condition, Tenant will be liable
for Landlord's reasonable costs, including costs for time spent, court costs, any repair costs due to
Tenant's violation of the Lease, and attorneys fees.
28. NOTICES. All notices in writing required or permitted by this Lease may be delivered in person, or
sent by mail (postage prepaid) to Landlord, Tenant or Agent at such party's address, as set forth above
or at such other address as a party may designate from time to time by notice given in accordance
with the terms of this section.
29. HEADINGS. The headings of the sections of this Lease are inserted for convenience only and do not
alter or amend the provisions that follow such headings.
30. GOVERNING LAW. This Lease is entered into and shall be construed under the laws of the State of
Virginia.
31. SEVERABILITY. Any provision of this Lease which is prohibited by, or unlawful or unenforceable
under, Virginia law shall be ineffective only to the extent of such prohibition without invalidating the
remaining provisions of this Lease.
32. FAILURE TO ENFORCE LEASE NOT A WAIVER. Landlord's waiver of a breach by Tenant shall
not be interpreted as a waiver of any subsequent breach or noncompliance, and this lease shall
continue in full force and effect.
33. AMENDMENTS. This lease may not be amended or modified except by prior written consent of the
Landlord. All amendments or modifications shall be in writing and signed by both parties.
34. ENTIRE AGREEMENT. This lease and Addendum attached hereto shall constitute the full and
complete agreement between the parties, and no other writings or statements (other than amendments
or modifications pursuant to Section 32) shall be of any consequence or have any legal effect.
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
ZTA200800003 Administrative Waivers
SUBJECT/PR OPOSAL/REQUEST:
Public hearing to consider zoning text amendment to
establish a standard procedure for waiv ers by the
agent of certain requirements of the Zoning Ordinance,
and to amend the regulations and authoriz e the agent
in delineated circumstanc es to grant waivers of critical
slopes standards, buffer z ones in commercial and
industrial zoning distric ts, and the requirement for a
site plan, and to authorize the subdivision and site plan
agents to make determinations pertaining to open
space currently made by the planning c ommission.
STAFF CON TA CT(S):
Messrs. Tucker, Foley, Davis, Kamptner,
Graham, and H iggins; and
Ms. Mc Culley
LEGAL R EVIEW: Yes
A GENDA DATE:
January 7, 2009
A CTION: X INFOR MA TION:
C ONSENT AGENDA:
AC TION : INFORMATION:
A TTACHMENTS: Yes
R EVIEWED B Y:
BACK GROUND :
On May 2, 2007 the D evelopment Rev iew Task Forc e (DRTF) provided a report to the Board of Superv isors that
outlined a s eries of rec ommendations regarding “improvements to the efficiency, effectiv eness, quality and adequate
public participation” in the development review process. One of the D RTF’s recommendations was: “to establish
staff authority for waivers and modifications in the development areas.” The propos ed zoning text amendment was
developed in response to that recommendation.
The Planning Commis sion held three work sessions on the proposed ordinance (Nov ember 20, 2007; March 25,
2008 and August 26, 2008). After conduc ting a public hearing on November 11, 2008, the Commiss ion
recommended an ordinanc e that would permit adminis trative waivers for: a) certain dis turbances of c ritical slopes; b)
buffer disturbance in limited circumstances; and c) w aiver of the drawing of a full site plan. The rec ommended
ordinanc e w ould also move the review of certain open space issues from the Commission to staff.
STRA TEGIC PLAN:
Goal One: Enhance the Quality of Life for all C itizens Affordable Housing
Goal One: Enhance the Quality of Life for all C itizens – Economic Vitality
Goal Four: Effectively Manage Growth & Development
DISCU SSION :
Summary of Proposed Administrative Waivers Regulations:
The text amendment inc orporates the Planning Commiss ion’s recommendations.
The text amendment would add Section 2.5 to the Zoning Ordinance to establish a single, uniform procedure for
waivers rev iewed and ac ted on by staff under Sections 4.2.5 (critical slopes), 21.7 (buffer zones in commercial
districts ), 26.10 (buffer zones in industrial districts) and 32.2 (drawing of a site plan). Section 2.5’s k ey requirements
include notifying abutting ow ners, the Board, and the C ommission about pending requests for waiv ers , allowing
recipients of the notice to request Commission review , and appeals of agent or Commission decisions. In order to
fully achieve the DRTF’s recommendations, staff had recommended to the Commiss ion that Section 2.5 not require
notice to abutting owners and allowing those owners to request Commission review . Staff noted that most of the
applications for which a waiver would be sought already require notic e (e.g., because a subdivision plat has been
submitted) and authorize a recipient of the notice to request Commiss ion review. Staff’s opinion is that these
additional procedural requirements would not streamline the process as recommended by the DRTF.
Section 4.2.5(b) would authorize the agent to approve a critical slopes waiver on a parcel in any zoning district other
than the R ural Areas (R A), Monticello His toric District (MHD ) or Village Residential (VR) zoning dis tric ts if: (i) the
critical s lopes w ere created during the dev elopment of the property pursuant to a site plan approved by the County;
or (ii) the critical slopes would be disturbed to replace an existing structure located on the critical slopes and the
extent of the disturbance was the minimum necessary to replace the existing structure. Staff had rec ommended
that the C ommission s upport a broader administrativ e w aiver authority that w ould have authorized the agent to grant
critical s lopes w aivers where the area proposed to be disturbed was below a maximum threshold and where the
slopes w ere not deemed to be critical res ources identified in the Open Space Plan.
Sections 21.7(c)(2) and 26.10(c)(2) w ould authorize the agent to approve a w aiver of the prohibition of c onstruction
activity, grading or clearing of vegetation within the respective 20foot (commercial districts) and 30foot (industrial
districts ) buffer zones adjoining residential and rural zoned parcels where: (i) existing landscaping prov ided
inadequate screening and new landsc aping w ould be installed that would exceed County standards ; (ii) an arborist or
landscape architect certified that trees in the buffer were dying, diseas ed or would constitute a fall hazard; (iii) the
county engineer determined that disturbance of the buffer was necess ary in order to address an ex isting drainage
problem; or (iv) disturbance of the buffer would improv e s creening through the use of a berm, a retaining wall or
similar physical modification or improvement.
Section 32.2(c) would authorize the agent to waive the drawing of a s ite plan if: (i) the site review c ommittee found
that all of the information required for a preliminary and final site plan w ould be unneces sary for the c ommittee to
review the proposed development; and (ii) the zoning administrator, in c onsultation w ith the county engineer and the
manager of zoning enforc ement, found that a site plan meeting all of the content requirements for a preliminary and
final site plan w as not necessary to determine that the site was dev eloped in compliance with the applicable
development regulations .
The text amendment als o w ould reorganize Sections 4.2.5, 21.7, 26.10 and 32.2, preserve the authority of the
commis sion to grant w aivers in those circ umstances that w ere not delegated to the agent, and establish the
standards under which eac h request for a w aiver would be considered by the agent.
Summary of Proposed Open Space Regulations
The text amendment would reorganiz e c urrent Section 4.7 and its subs ections and move from the C ommission to
the agent the authority to determine which uses delineated in Section 4.7(b) would be permitted if the open space
was not maintained in its natural state, and to determine the design and the quality of the lands appropriate for open
space under Section 4.7(c).
BUDGET IMPACT:
Staff anticipates that adoption of the proposed ordinance would reduc e s taff time and costs associated w ith
preparing s taff reports and making pres entations at Commission and Board meetings. The proposed ordinance also
would likely reduce the time spent by the Commission in review and deliberation on waivers, providing additional
time to focus on policy matters.
RECOMMENDA TION S:
After conducting a public hearing, staff and the Planning Commission recommend that the Board adopt ZTA 2008
00003 Administrative W aiv ers (Attachment A).
ATTAC HMENTS
A – Proposed Ordinanc e (December 18, 2008)
B – November 20, 2007 Planning Commis sion Staff Report
C – Dev elopment Review Task Force (DR TF) Report
D – Nov ember 11, 2008 Planning Commission Staff R eport
View PC minutes
Ret urn t o regular agenda
Draft: 12/18/08
Attachment A
1
ORDINANCE NO. 09-18( )
AN ORDINANCE TO AMEND CHAPTER 18, ZONING, ARTICLE I, GENERAL PROVISIONS, ARTICLE
II, BASIC REGULATIONS, ARTICLE III, DISTRICT REGULATIONS, AND ARTICLE IV, PROCEDURE,
OF THE CODE OF THE COUNTY OF ALBEMARLE, VIRGINIA
BE IT ORDAINED By the Board of Supervisors of the County of Albemarle, Virginia, that Chapter 18, Zoning,
Article I, General Provisions, Article II, Basic Regulations, Article III, District Regulations, and Article IV,
Procedure, of the Code of the County of Albemarle are amended and reordained as follows:
By Amending:
Sec. 4.2.5 Modification or waiver
Sec. 4.7 Regulations governing open space
Sec. 4.7.1 Open space, intent
Sec. 4.7.2 Uses permitted in open space
Sec. 4.7.3 Open space, design requirements
Sec. 4.7.4 Ownership of open space
Sec. 21.7 Minimum yard requirements
Sec. 21.7.1 Untitled
Sec. 21.7.2 Untitled
Sec. 21.7.3 Untitled
Sec. 26.10 Minimum yard requirements
Sec. 26.10.1 Untitled
Sec. 26.10.2 Untitled
Sec. 26.10.3 Untitled
Sec. 32.2 When required
Sec. 32.2.1 Untitled
Sec. 32.2.2 Untitled
By Adding:
Sec. 2.5 Procedure for administrative waivers
Chapter 18. Zoning
Article I. General Provisions
Sec. 2.5 Procedure for administrative waivers
Applications for administrative waivers submitted pursuant to sections 4.2.5, 21.7, 26.10 and 32.2 shall be
processed as follows:
a. Application. A developer or subdivider requesting a waiver shall file a written request with the
department of community development stating the reason for the waiver and explaining why the request
satisfies one or more of the applicable standards and findings in sections 4.2.5, 21.7, 26.10 or 32.2.
b. Notice to board, commission and abutting owners. When an application for an administrative waiver is
submitted, the agent shall send by first class mail, electronic mail (“e-mail”) or by personal delivery to
each member of the board of supervisors, the commission and to the owner of each lot abutting the lot
for which the waiver is sought. The notice shall describe the proposed waiver, the name, address, email
address and telephone number of the agent, the location where any documents submitted with the
waiver request may be viewed, and the date by which the agent will act on the request. The notice also
Draft: 12/18/08
Attachment A
2
shall advise each recipient of the right to request review of the waiver request by the commission and
the date by which the review must be requested. The notice shall be mailed, sent or hand delivered at
least five (5) days prior to the date by which the agent will act on the waiver request. Notice that is
mailed to the owner of each lot abutting the lot for which the waiver is sought shall be mailed to the last
known address of the owner. Mailing the notice to the address shown on the current real estate tax
assessment records of the county shall be deemed compliance with this requirement. If a lot abutting
the lot for which the waiver is sought is owned by the same owner, the notice shall be given to the
owner of the next abutting property not owned by that owner. The failure of any person to receive the
notice required by this subsection shall not affect the validity of a waiver, if granted.
c. Request for commission review. An abutting owner or a member of the board of supervisors or the
commission may request commission review of a waiver. A request by an abutting owner shall be
in writing, shall state the reasons that commission review is requested, and shall be received by the
agent by the date stated in the notice. A written request may be submitted either by regular mail, by
email, or by hand delivery. A request by a member of the board of supervisors or the commission need
not be in writing but shall be made to the agent by the date stated in the notice, and should state the
reasons that commission review is requested and, if the request is not submitted in writing, the reasons
given shall be put in writing by the agent.
d. Procedure if commission review requested. If review of a waiver by the commission is timely
requested, the commission shall review and act on the waiver request within thirty (30) days of the date
of the request for review. In its review and action on the waiver, the commission shall apply the
applicable standards and findings in sections 4.2.5, 21.7, 26.10 or 32.2. In granting a waiver, the
commission may impose such conditions deemed necessary to protect the public health, safety, or
welfare.
e. Appeals. The denial of a waiver, or the approval of a waiver with conditions objectionable to the
developer or subdivider, may be appealed from the agent or the commission to the commission or the
board, as the case may be, as an appeal of a denial of the plat, as provided in section 14-226 of the Code,
or the site plan, as provided in sections 32.4.2.7 or 32.4.3.9, to which the waiver pertains. A waiver
considered by the commission in conjunction with an application for a special use permit shall be
subject to review by the board of supervisors. In considering a waiver on appeal, the commission or the
board may grant or deny the waiver based upon the applicable standards and findings in sections 4.2.5,
21.7, 26.10 or 32.2, amend any condition imposed by the agent or the commission, and impose any
conditions deemed necessary to protect the public health, safety, or welfare.
f. Waivers include modifications. For the purposes of this section 2.5, the term “waiver” or any form
thereof, includes the term “modification” as used in this chapter.
Article II. Basic Regulations
Sec. 4.2.5 Modification or waiver
Any requirement of section 4.2 may be modified or waived in an individual case, as provided herein:
a. A developer requesting such modification or waiver shall file a written request in accordance with
section 32.3.10.4 of this chapter and shall in such request address each concern set forth in section
4.2. No such modification or waiver shall be granted until the commission shall have considered
the recommendation of the agent. The agent in formulating such recommendation may consult with
the county engineer, Virginia Department of Health, water resources manager and other appropriate
officials. The county engineer shall evaluate the potential for soil erosion, sedimentation and water
pollution in accord with current provisions of the Virginia Department of Transportation Drainage
Manual, the Commonwealth of Virginia Erosion and Sediment Control Handbook and Virginia
Draft: 12/18/08
Attachment A
3
State Water Control Board best management practices, and where applicable, Chapter 17, Water
Protection, of the Code. (Amended 11-15-89)
b. The commission may modify or waive any requirement of section 4.2 in a particular case upon
finding that: (Amended 11-15-89)
1. Strict application of the requirements of section 4.2 would not forward the purposes of this
chapter or otherwise serve the public health, safety or welfare, or that alternatives proposed by
the developer would satisfy the purposes of section 4.2 to at least an equivalent degree; or
(Added 11-15-89)
2. Due to its unusual size, topography, shape of the property, location of the property or other
unusual conditions, excluding the proprietary interest of the developer, the requirements of
section 4.2 would effectively prohibit or unreasonably restrict the use of the property or would
result in significant degradation of the site or adjacent proper ties. Such modification or waiver
shall not be detrimental to the public health, safety or welfare, to the orderly development of the
area, or to adjacent properties, or be contrary to sound engineering practices; or (Added 11-15-
89)
3. Granting such modification or waiver would serve a public purpose of greater import than
would be served by strict application of section 4.2. (Added 11-15-89)
c. In granting such modification or waiver, the commission may impose such conditions as it deems
necessary to protect the public health, safety or welfare and to insure that such development will be
consistent with the intent of section 4.2.
d. The board of supervisors shall consider a modification or waiver of any requirement of section 4.2
only as follows:
1. The denial of a modification or waiver, or the approval of a modification or waiver with
conditions objectionable to the developer may be appealed to the board of supervisors as an
appeal of a denial of the plat, as provided in section 14-226 of the Code, or the site plan, as
provided in section 32.4.2.7 or 32.4.3.9, to which the modification or waiver pertains. A
modification or waiver considered by the commission in conjunction with an application for a
special use permit shall be subject to review by the board of supervisors.
2. In considering a modification or waiver, the board may grant or deny the modification or waiver
based upon the findings set forth in subsection (B), amend any condition imposed by the
commission, and impose any conditions it deems necessary for the reasons set forth in
subsection (c).
Any requirement of section 4.2.1, 4.2.2, 4.2.3 or 4.2.4 may be modified or waived as provided herein:
a. Modification or waiver by the commission. The commission may modify or waive any requirement that
is not subject to an administrative waiver as provided in subsection (b), as follows:
1. Request. A developer or subdivider requesting a modification or waiver shall file a written
request in accordance with section 32.3.10(d) of this chapter and identify and state how the
request would satisfy one or more of the findings set forth in subsection 4.2.5(a)(3). If the
request pertains to a modification or waiver of the prohibition of disturbing slopes of twenty-
five (25) percent or greater (hereinafter, “critical slopes”), the request also shall state the reason
for the modification or waiver, explaining how the modification or waiver, if granted, would
address the rapid and/or large-scale movement of soil and rock, excessive stormwater run-off,
siltation of natural and man-made bodies of water, loss of aesthetic resources, and, in the event
Draft: 12/18/08
Attachment A
4
of septic system failure, a greater travel distance of septic effluent (collectively referred to as the
“public health, safety, and welfare factors”) that might otherwise result from the disturbance of
critical slopes.
2. Consideration of recommendation; determination by county engineer. In reviewing a
request for a modification or waiver, the commission shall consider the recommendation of the
agent as to whether any of the findings set forth in subsection 4.2.5(a)(3) can be made by the
commission. If the request pertains to a modification or waiver of the prohibition of disturbing
critical slopes, the commission shall consider the determination by the county engineer as to
whether the developer or subdivider will address each of the public health, safety and welfare
factors so that the disturbance of the critical slopes will not pose a threat to the public drinking
water supplies and flood plain areas, and that soil erosion, sedimentation, water pollution and
septic disposal issues will be mitigated to the satisfaction of the county engineer. The county
engineer shall evaluate the potential for soil erosion, sedimentation and water pollution that
might result from the disturbance of slopes of twenty-five (25) percent or greater in accordance
with the current provisions of the Virginia Department of Transportation Drainage Manual, the
Commonwealth of Virginia Erosion and Sediment Control Handbook and Virginia State Water
Control Board best management practices, and where applicable, Chapter 17, Water Protection,
of the Code.
3. Findings. The commission may grant a modification or waiver if it finds that the modification
or waiver would not be detrimental to the public health, safety or welfare, to the orderly
development of the area, or to adjacent properties; would not be contrary to sound engineering
practices; and at least one of the following:
a. Strict application of the requirements of section 4.2 would not forward the purposes of
this chapter or otherwise serve the public health, safety or welfare;
b. Alternatives proposed by the developer or subdivider would satisfy the intent and
purposes of section 4.2 to at least an equivalent degree;
c. Due to the property’s unusual size, topography, shape, location or other unusual
conditions, excluding the proprietary interest of the developer or subdivider, prohibiting
the disturbance of critical slopes would effectively prohibit or unreasonably restrict the
use of the property or would result in significant degradation of the property or adjacent
properties; or
d. Granting the modification or waiver would serve a public purpose of greater import
than would be served by strict application of the regulations sought to be modified or
waived.
4. Conditions. In granting a modification or waiver, the commission may impose conditions
deemed necessary to protect the public health, safety or welfare and to insure that the
development will be consistent with the intent and purposes of section 4.2.
5. Appeal. The board of supervisors shall consider a modification or waiver as follows:
a. The denial by the commission of a modification or waiver, or the approval of a
modification or waiver by the commission with conditions objectionable to the
developer or subdivider, may be appealed to the board of supervisors as an appeal of a
denial of the plat, as provided in section 14-226 of the Code, or the site plan, as
provided in section 32.4.2.7 or 32.4.3.9, to which the modification or waiver pertains.
A modification or waiver considered by the commission in conjunction with an
Draft: 12/18/08
Attachment A
5
application for a special use permit shall be subject to review by the board of
supervisors.
b. In considering a modification or waiver, the board may grant or deny the modification
or waiver based upon the findings set forth in subsection 4.2.5(a)(3), amend any
condition imposed by the commission, and impose any conditions it deems necessary
for the reasons set forth in subsection 4.2.5(a)(4).
b. Waiver by the agent. In accordance with the procedures stated in section 2.5 of this chapter, the agent
may waive the prohibition of disturbing critical slopes on any parcel not within the Rural Areas (RA),
Monticello Historic District (MHD) or Village Residential (VR) zoning districts in the following
circumstances: (i) the critical slopes were created during the development of the property pursuant to a
site plan approved by the county; or (ii) the critical slopes will be disturbed to replace an existing
structure located on the critical slopes and the extent of the disturbance is the minimum necessary to
replace the existing structure with a new structure whose footprint does not exceed the footprint of the
existing structure. The agent may grant a waiver if he or she finds that:
1. The property is not identified in the open space plan as one having any protected resources and
a field inspection has confirmed that there are no significant or critical features on the property
identified for protection in the open space plan;
2. There is no reasonable alternative that would eliminate or reduce the disturbance of critical
slopes;
3. The developer or subdivider submitted and obtained approval from the program authority of an
erosion and sediment control plan, regardless of whether the area disturbed is less than ten
thousand (10,000) square feet; and
4. The developer or subdivider submitted and obtained approval from the county engineer of a
plan that describes how the movement of soil and rock, stormwater runoff, siltation of natural
and man-made bodies of water, the loss of aesthetic resources identified in the open space
element of the comprehensive plan and, in the event of the failure of a treatment works and
subsurface drainfield, a greater travel distance of septic effluent, will be mitigated through
design, construction techniques, revegetation, stormwater management and other best
management practices.
(12-10-80, § 4.2.5; 11-15-89; Ord. 01-18(4), 5-9-01)
Sec. 4.7 Regulations governing oOpen space
Sec. 4.7.1 Open space, intent
Open space provisions are intended to encourage development approaches reflective of the guidelines of the
comprehensive plan by permitting flexibility in design. More specifically, open space is intended to serve such
varied comprehensive plan objectives as:
-Provision of active/passive recreation;
-Protection of areas sensitive to development;
-Buffering between dissimilar uses; and
-Preservation of agricultural activity.
Draft: 12/18/08
Attachment A
6
To this end, in any rezoning, subdivision plat, or site development plan proposing inclusion of open
space areas, the commission shall consider the appropriateness of such areas for the intended usage in
terms of such factors as location, size, shape and topographic characteristics.
Sec. 4.7.2 Uses permitted in open space
Unless otherwise permitted by the commission in a particular case, open space shall be maintained in a
natural state and shall not be developed with any man-made feature. Where deemed appropriate by the
commission, open space may be used for one or more of the following uses subject to the regulations of
the zoning district in which the development is located:
-Agriculture, forestry and fisheries including appropriate structures;
-Game preserves, wildlife sanctuaries and the like;
-Noncommercial recreational structures and uses;
-Public utilities;
-Wells and septic systems for emergency use only (reference 4.1.7) (Amended 6-3-81)
-Stormwater detention and flood control devices.
Sec. 4.7.3 Open space, design requirements (Amended 11-15-89)
4.7.3.1 In addition to provision of section 4.7.1 and section 4.7.2, in reviewing development proposing
incorporation of open space, the commission may require inclusion in such open space of:
(Amended 11-15-89)
-Areas deemed inappropriate for or prohibited to development such as but not limited to: land in the
one hundred year flood plain and significant drainage swales; land in slopes of twenty-five (25) percent
or greater; major publictutility easements; stormwater detention and flood control devices; and lands
having permanent or seasonally high water tables; (Amended 11-15-89)
-Areas to satisfy provisions of section 4.16 Recreation Regulations; (Added 11-15-89)
-Areas to provide reasonable buffering between dissimilar uses within such development and between
such development and adjoining properties. (Added 11-15-89)
4.7.3.2 The commission may require redesign of such proposed development to accommodate open space areas
as may be required under this provision; provided that, in no case, shall such redesign result in reduction
of the total number of proposed dwelling units otherwise realizable under this ordinance for
conventional development. (Added 11-15-89)
4.7.3.3 In such case where open space is required by provisions of this ordinance ordinance, not more
that eighty (80) percent of such minimum required open space shall consist of the following:
(Added 11-15-89)
a. Land located within the one hundred year flood plain; and (Added 11-15-89)
b. Land subject to occasional, common or frequent flooding as defined in Table 16 Soil and Water
Features of the United States Department of Agriculture Soil Conservation Service, Soil Survey of
Albemarle County, Virginia, August, 1985; and (Added 11-15-89)
Draft: 12/18/08
Attachment A
7
c. Land in slopes of twenty-five (25) percent or greater; and
(Added 11-15-89)
d. Land devoted to stormwater or flood control devices except where such feature is incorporated into
a permanent pond, lake or other water feature deemed by the commission to constitute a desirable
open space amenity. (Added 11-15-89)
Sec. 4.7.4 Ownership of open space
Open space in private ownership shall be protected by legal arrangements sufficient to ensure its
maintenance and preservation for purposes for which it is intended. Such arrangements shall be subject
to commission approval as a part of the site development plan and/or subdivision plat approval process.
Open space may be dedicated to public use subject to approval and acceptance by separate resolution of
the board of supervisors. Open space so dedicated shall be counted as a part of the minimum required
open space.
Open space shall be established, used, designed and maintained as follows:
a. Intent. Open space is intended to provide active and passive recreation, protect areas sensitive to
development, buffer dissimilar uses from one another and preserve agricultural activities. The
commission and the board of supervisors shall consider the establishment, use, design and maintenance
of open space in their review and approval of zoning map amendments. The subdivision agent and the
site plan agent (hereinafter, collectively referred to as the “agent”) shall apply the following principles
when reviewing open space provided on a subdivision plat or site plan.
b. Uses permitted. Open space shall be maintained in a natural state and shall not be developed
with any improvements, provided that the agent may authorize the open space to be used and improved
for the following purposes: (i) agriculture, forestry and fisheries, including appropriate structures; (ii)
game preserves, wildlife sanctuaries and similar uses; (iii) noncommercial recreational uses and
structures; (iv) public utilities; (v) individual wells and treatment works with subsurface drainfields
(reference section 4.1.7); and (vi) stormwater management facilities and flood control devices.
c. Design. Open space shall be designed as follows:
1. Lands that may be required. The agent may require that open space include: (i) areas deemed
inappropriate for or prohibited to development including, but not limited to, land in the one-
hundred year flood plain and significant drainage swales, land in slopes of twenty-five (25)
percent or greater, public utility easements for transmission lines, stormwater management
facilities and flood control devices, and lands having permanent or seasonally high water tables;
(ii) areas to satisfy section 4.16, and (iii) areas to provide reasonable buffering between
dissimilar uses within the development and between the development and adjoining properties.
2. Redesign during review. The agent may require the redesign of a proposed development to
accommodate open space areas as may be required under this section 4.7, provided that the
redesign shall not reduce the number of dwelling units permitted under the applicable zoning
district.
3. Limitation on certain elements. If open space is required by this chapter, not more than eighty
(80) percent of the minimum required open space shall consist of the following: (i) land located
within the one-hundred year flood plain; (ii) land subject to occasional, common or frequent
flooding as defined in Table 16 Soil and Water Features of the United States Department of
Agriculture Soil Conservation Service, Soil Survey of Albemarle County, Virginia, August,
Draft: 12/18/08
Attachment A
8
1985; (iii) land in slopes of twenty-five (25) percent or greater; and (iv) land devoted to
stormwater management facilities or flood control devices, except where the facility or feature
is incorporated into a permanent pond, lake or other water feature deemed by the agent to
constitute a desirable open space amenity.
d. Ownership of open space. Open space may be privately owned or dedicated to public use. Open space
in private ownership shall subject to a legal instrument ensuring the maintenance and preservation of the
open space that is approved by the agent and the county attorney in conjunction with the approval of the
subdivision plat or site plan. Open space dedicated to public use shall be dedicated to the county in the
manner provided by law. Open space dedicated to public use shall count toward the minimum required
open space.
Article III. District Regulations
Sec. 21.7 Minimum yard requirements
The minimum yard requirements in the commercial districts are as follows:
21.7.1a. Adjacent to public streets:. No portion of any structure, excluding signs, shall be erected closer than
thirty (30) feet to any public street right-of-way. No off-street parking or loading space shall be located
closer than ten (10) feet to any public street right-of- way. (Amended 7-10-85; 7-8-92)
(12-10-80, § 21.7.1; 7-10-85, 9-9-92; Ord. 01-18(3), 5-9-01)
21.7.2b. Adjacent to residential and rural areas districts:. No portion of any structure, excluding signs, shall be
located closer than fifty (50) feet to any residential or rural areas district. No off-street parking or
loading space shall be located closer than twenty (20) feet to any residential or rural areas district.
(Amended 7-10-85; 7-8-92)
21.7.3c. Buffer zone adjacent to residential and rural areas districts:. No construction activity, including
grading or the clearing of vegetation, shall occur closer than twenty (20) feet to any residential or rural
areas district. Screening shall be provided as required in section 32.7.9. (Amended 9-9-92)
1. Waiver by the commission. Except, tThe commission may waive this requirement the
prohibition of construction activity, grading or the clearing of vegetation in the buffer in a
particular case where it has been the developer or subdivider demonstrateds that grading or
clearing is necessary or would result in an improved site design, provided that: a.(i) Mminimum
screening requirements are met; and b. (ii) Eexisting landscaping in excess of minimum
requirements is substantially restored. (Added 7-10-85)
2. Waiver by the agent. In accordance with the procedures stated in section 2.5 of this chapter, the
agent may waive the prohibition of construction activity, grading or the clearing of vegetation in
the buffer zone in the following circumstances: (i) adequate landscape screening does not
currently exist and the installation of screening which meets or exceeds the requirements of this
chapter would result in disturbance to the buffer; (ii) an arborist or landscape architect certifies
that trees in the buffer are dying, diseased or will constitute a fall hazard; (iii) the county
engineer determines that disturbance of the buffer is necessary in order to address an existing
drainage problem; or (iv) disturbance of the buffer will result in improved screening through the
use of a berm, a retaining wall or similar physical modification or improvement. In such a case,
the developer or subdivider shall illustrate the result of both the existing screening without
disturbance of the buffer and the screening that would be provided as a result of the disturbance
of the buffer.
Draft: 12/18/08
Attachment A
9
Sec. 26.10 Minimum yard requirements
The minimum yard requirements in the industrial districts are as follows:
26.10.1a.Adjacent to public streets:. No portion of any structure, excluding signs, shall be erected closer than
fifty (50) feet to any public street right-of-way. No off-street parking or loading space shall be located
closer than ten (10) feet to any public street right-of-way. (Amended 7-10-85; 7-8-92)
26.10.2b.Adjacent to residential or rural areas districts:. No portion of any structure, excluding signs, shall be
located closer than fifty (50) feet to any rural areas or residential or rural areas district and no off-street
parking space shall be closer than thirty (30) feet to any rural areas or residential or rural areas district.
For In the heavy industry (HI) district, no portion of any structure, excluding signs, shall be located
closer than one hundred (100) feet to any rural areas or residential or rural areas district and no off-street
parking shall be closer than thirty (30) feet to any rural areas or residential or rural areas district.
(Amended 7- 10-85; 7-8-92)
26.10.3c.Buffer zone adjacent to residential and rural areas districts:. No construction activity including
grading or clearing of vegetation shall occur closer than thirty (30) feet to any residential or rural areas
district. Screening shall be provided as required in section 32.7.9. (Amended 9-9-92)
1. Waiver by the commission. Except, tThe commission may waive this requirement the
prohibition of construction activity, grading or the clearing of vegetation in the buffer in a
particular case where it has been the developer or subdivider demonstrateds that grading or
clearing is necessary or would result in an improved site design, provided that: a.(i) Mminimum
screening requirements are met; and b. (ii) Eexisting landscaping in excess of minimum
requirements is substantially restored. (Added 7-10-85)
2. Waiver by the agent. In accordance with the procedures stated in section 2.5 of this chapter, the
agent may waive the prohibition of construction activity, grading or the clearing of vegetation in
the buffer zone in the following circumstances: (i) adequate landscape screening does not
currently exist and the installation of screening which meets or exceeds ordinance requirements
would result in disturbance to the buffer; (ii) an arborist or landscape architect certifies that
trees in the buffer are dying, diseased or will constitute a fall hazard; (iii) the county engineer
determines that disturbance of the buffer is necessary in order to address an existing drainage
problem; or (iv) disturbance of the buffer will result in improved screening through the use of a
berm, a retaining wall or similar physical modification or improvement. In such a case, the
developer or subdivider shall illustrate the result of both the existing screening without
disturbance of the buffer and the screening that would be provided as a result of the disturbance
of the buffer.
Article IV. Procedure
Sec. 32.2 When site plan is required; waiver of drawing of site plan
A site plan meeting the requirements of section 32 and all other applicable regulations shall be required as
follows:
32.2.1a. When required. A site plan shall be required for any construction, use, change in use or other
development in all zoning districts; provided that no site plan shall be required for the following:
a1. The construction or location of any single-family detached dwelling which is located upon on a
lot whereon are located or proposed to be located an aggregate of on which not more than two
(2) or fewer dwellings are located or proposed to be located.
Draft: 12/18/08
Attachment A
10
b2. The construction or location of a two-family dwelling on any lot not occupied by any other
dwellings.
c3. Any accessory structure that is accessory to a single-family detached or two-family dwelling.
d4. Any agricultural activity except as otherwise provided in section 5.0.
e5. Any change in or expansion of a use provided that: (1i) such the change or expansion does not
occasion require additional parking under the requirements section 4.12 of this chapter; (2ii) no
additional ingress/egress or alteration of existing ingress/egress is recommended required by the
Virginia Department of Transportation based on the intensification of the use; and (3iii) no
additional ingress/egress or the alteration of existing ingress/egress is proposed by the
developer. (32.2.1, 1980)
32.2.2b. Waiver of the drawing of a site plan by the commission. The foregoing notwithstanding, aAfter
providing notice in accordance with as provided by section 32.4.2.5, the commission may waive the
drawing of a site plan meeting all of the requirements of sections 32.5 and 32.6 in a particular case upon
a finding that the requirement of such drawing a site plan meeting all of the requirements of sections
32.5 and 32.6 would not forward the purposes of this chapter or otherwise serve the public interest;
provided that no such waiver shall be made until the commission has considered the recommendation of
the agent. The agent may recommend approval, approval with conditions, or denial of such the waiver.
In the case of conditional approval If the agent recommends approval of the waiver with conditions, the
agent in his recommendation he shall state the relationship of the recommended condition to the
provisions of this section. No condition shall be imposed which could not be imposed through the
application of the regulations of section 32.0. (32.2.2, 1980; Amended 5-1-87)
c. Waiver of the drawing of a site plan by the agent. In accordance with the procedures stated in section
2.5 of this chapter, the agent may waive the drawing of a site plan meeting all of the requirements of
sections 32.5 and 32.6 if: (i) the site review committee finds that all of the information required by
sections 32.5 and 32.6 is not necessary for its review of the proposed development; and (ii) the zoning
administrator, in consultation with the county engineer and the manager of zoning enforcement, finds
that a site plan meeting all of the requirements of sections 32.5 and 32.6 is not necessary to determine
that the site is developed in compliance with this chapter and all other applicable regulations.
I, Ella W. Jordan, do hereby certify that the foregoing writing is a true, correct copy of an Ordinance duly
adopted by the Board of Supervisors of Albemarle County, Virginia, by a vote of _____ to _____, as recorded
below, at a regular meeting held on _________________________.
__________________________________
Clerk, Board of County Supervisors
Aye Nay
Mr. Boyd ____ ____
Mr. Dorrier ____ ____
Ms. Mallek ____ ____
Mr. Rooker ____ ____
Mr. Slutzky ____ ____
Ms. Thomas ____ ____
C OUNTY OF A LB EMARLE
EXECU TIVE SUMMAR Y
AGENDA TITLE: Administrative W aivers and
Modifications in the Development Areas
SUBJECT/PR OPOSAL/REQUEST:
Work Sess ion D iscuss ion of Implementation of
Development Review Tas k Force
Recommendations for C ertain Adminis trative
Approv als in the Development Areas
STAFF: Amelia McC ulley, R on Higgins
PLANNING COMMISSION DATE:
N ovember 20, 2007
BACK GROUND
The Development Review Task Force (D RTF) was charged by the Board of Superv isors to: review and assess the
current legislative review process for improvements in efficiency, effectiveness, quality and adequate public
participation. One of the recommendations (listed as fourth priority) in their report to the Board on May 2, 2007 was
“to establis h staff authority for waivers and modifications in development areas. The committee clearly felt that
there are minor issues that come to the Planning Commission and Board that could be handled by staff if there were
clear definitions.” (See Attachment A for the DRTF recommendations and Attachment B for minutes of the Board’s
discussion.)
The DR TF specifically rec ommended that the Board “adopt standards that allow staff to have clearly defined
discretion and authority on the following items that would have a significant impact on streamlining the approval
process : private roads; critical slopes ; and buffers.” It was acknowledged that this tas k w ould require ordinance
changes .
This recommendation was endorsed by the Board with the provisions that: a) we w ould consider the impact on the
public input process and b) there would be policy guidance from the C ommission and Board as to how this w ould be
implemented.
With the intent of streamlining the rev iew of minor iss ues in the Development Areas and consequently allowing the
Commis sion to have more time to focus on policy iss ues , staff considered which iss ues may be taking unnecessary
agenda time. We examined 2007 Commission agendas for information as to which are recurring waiver requests.
(Information could not be accurately counted in numbers because not all w aivers or reasons for Commission review
are listed in the agenda description. W e have changed our agenda descriptions to better capture that information for
the future.) While there are a fairly high number of curb and gutter and interparcel connection waiv ers , staff is not
prepared at this time to rec ommend that these become administrativ e reviews. As w e have more experience with
these, we can revisit w hether they may be appropriate for administrative reviews.
Staff identified three additional review s w hich may appropriately qualify for administrativ e approvals with clear
criteria. Each review item will be disc uss ed with the three recommended by the DRTF.
DISCU SSION
Of the six items to be considered for administrative rev iew (three from the DRTF and three additional from staff),
staff c an suggest clear c riteria and supports five of the s ix. The six th item, private roads, is not a rec urring waiver
request in the Development Areas. In fact, the current Subdivision Ordinance adopted in July 2005, already
provides for most of the common requests for private roads in the Dev elopment Areas to be approved
administratively (by the Agent). (The relevant section, 14233 is found in Attachment C.) Staff suggests that we
continue to monitor the private road issue to determine if they become a common w aiver request.
Of the five items recommended for administrative review, the critical s lopes issue has perhaps the most difficult
related issues. It will lik ely be the focus of most of this work session discussion and will be covered last.
Staff has c onsidered the c oncern raised by the Board about diminished public input and has a recommendation to
address it. W e recommend that adjacent owners be sent written notic e that an administrative waiver request has
been submitted with information about the decision timeline. This will allow the public to provide information for staff
to cons ider prior to rendering the decision.
1. Buffers (recommended by DRTF): A 20 foot undisturbed buffer is required in the C ommerc ial D istricts and a
30 foot undisturbed buffer in the Industrial Districts for properties adjacent to residential or rural areas. The
Commission may allow buffer disturbance subject to two conditions (the same for commercial and industrial
as listed on Attachment D). The tw o criteria currently within the Ordinance provide sufficient guidance so this
waiv er may be addressed by s taff.
2. Certain 404 Requests for a Separate Access (recommended by staff): The current language of Subdivis ion
Ordinance Sec tion 14404 requires a 404 waiver for property split by an existing public road to use separate
shared driveway s or private roads . This arises for example, w hen an existing public road runs through
property splitting it into physically s eparate portions w hich lie on both sides of that road. This is clearly a
cas e in which it is not physically possible to s erv e the portions of the property on two different sides of an
exis ting road with the same drivew ay. Therefore, it does not appear to be a good use of Commission agenda
time or applicant and staff time to require approval of a waiver. There are currently no Ordinance exemptions
from this requirement. Staff recommends that the Subdivision Ordinance language be revised to exempt this
specific situation from the requirement for a Sec tion 14404 waiv er.
3. Site Plan Waiver Approval for C ertain Situations (recommended by staff): The current language of
Section 32.2.2 allows the Commission to waiv e the drawing of a full blown site plan and the acc eptance of a
site plan drawn to reduced requirements. Members of the Site Review Committee provide a recommendation
to the Agent (and Commission) regarding whether a site plan waiv er will adequately serve the purposes of
their technical review. The requirement for a s ite plan comes up in situations suc h as three or more dwellings
on one parcel. Staff suggests that if there are no other properties (other than the subject property) sharing the
acc ess road to the public road, a site plan waiver can be adminis tered by staff. Another example is property
dev eloped prior to the current site plan requirements w hich w ould otherwise be required to c omplete a full
blow n site plan for a minor addition such as a greenhouse or a s mall building addition. Staff recommends that
the Zoning Ordinance be revised to allow staff to administratively approve the use of a site plan w aiver as
opposed to a full blown site plan drawing in certain cases.
4. Open Space (rec ommended by staff): The Ordinance currently requires Commission approval for the
dedication of open space and v arious aspects relating to open space (such as private ownership and
inclusion of certain areas). Staff recommends that the Ordinance be amended at a minimum to allow staff
approval of the dedication of open space. The current Ordinance language (found in Attachment E) can guide
staff in the decision as it guides the Commiss ion to “consider the appropriateness of such areas for the
intended usage in terms of such factors as location, size, shape and topographic character.”
5. Critical Slopes (recommended by the DRTF): The Ordinanc e c urrently requires C ommission approval of
critical slopes dis turbance. W e have (administratively) allowed disturbance to artificial or manmade critical
slopes which res ult from development under a prior plan approval by the County . Staff uses the Open Spac e
plan in the determination of whether there is a resource which may be impacted by the slope disturbance. To
avoid the later need for critical slope waivers, staff has been addressing it as part of the legis lative review.
In the future w hen the Open Space plan is reevaluated and the key features can be more acc urately
depicted on a parcelbyparcel basis, staff rec ommends that it becomes the tool in determining w hether
c ritical slopes disturbance may be permitted without a waiver. However, this reevaluation is a significant
undertaking including field analy sis and it is not currently scheduled. The Open Space plan considers
s ystems of significant wooded areas and signific ant stream valleys, among other things. Bec ause the
extent (or distance) to protec t a stream valley depends on various factors such as sensitive soils, drainage
area and slopes of the stream bank, there is no onesizefitsall solution.
The Commission has several options for how to implement the D RTF recommendation on critical slopes.
Staff recommends that at a minimum, we codify the practic e of exempting the disturbance of s lopes created
artificially as a result of prior development approval from the requirement for a waiver.
The Commission also has these options:
A. No longer prohibiting the dis turbance of critical slopes in the D evelopment Areas and
instead relying on the review , measures and protections under the Water Protection
Ordinance.
B. Allow ing dis turbance of a certain area of critical slopes, suc h as 10,000 square feet, either
as an exemption or as an administrative waiver.
RECOMMENDA TION
Staff has purposely not provided draft Ordinance language at this time in order to facilitate focus on and discussion
of the issues rather than that language. W e also do not have a resolution of intent for Ordinance amendment drafted
at this time. We recommend based on decisions made in this work ses sion, that s taff draft a resolution of intent
with an executive summary, for the Commission to adopt on a future consent agenda. We will then follow w ith
public hearings on the draft Ordinance language.
In summary, staff recommends a res olution of intent to provide for:
1) Exemption to Sec tion 14404 for properties split by an existing public road;
2) Administrative approval for buffer disturbance, site plan waiver, open space dedication and dis turbance of
previously approv ed critical slopes. The Agent s hall have the option in a particular case, inv olving impacts
to neighboring properties or for other reasons , to refer the waiver request to the C ommission. Prior to action
by the Agent on a w aiver reques t, adjacent owner notification s hall be provided with adequate time allowed
for input to be submitted.
ATTAC HMENTS:
A Development Rev iew Task Force R eport and Recommendations
Ret urn t o ex ec summary
Board Report Attachment C
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Development Review Task Force Report
SUBJECT/PROPOSAL/R EQUEST:
Discussion on R eviewing the Recommendations of
the Development R eview Task Force
STAFF CONTACT(S):
Messrs. Tucker, Foley, Davis, Graham, Ms. Catlin
LEGA L REVIEW: Yes
AGENDA DATE:
May 2, 2007
ACTION: X INFORMATION :
CONSENT AGENDA:
ACTION : INFORMATION:
ATTACH MEN TS: Yes
REVIEWED B Y:
B ACK GROUND :
The Board of Superv isors appointed the Development Process Review Task Force in March, 2006, with the following charge:
U sing the existing staff work on process improvements as a starting point, the task force will review and assess the
current legislative review process for improvements in efficiency, effectiveness, quality and adequate public
participation.
The Task Force was appointed with the following membership:
Bruce Dotson
Ann Mallek
David Bowerman
Michael Hancox
Valerie Long
Michael Barnes
Marcia Joseph
Eric Strucko
Kenneth C . Boyd
David C. Wyant
Robert W. Tucker
Robert Spekman, PhD
The Board established the following Scope of R eview to guide the Task Force’s activities: To focus on improving the
legislative review process, but not to alter policy regarding the scope of legislative reviews, with consideration of the
following issues:
Public input process
Timeliness of review
Quality of review
Quality of approved plans
C omplexity of review
Thoroughness of review
Ease of the review process
Efficiency of the review process
R eview processes in Rural Areas vs. Development Areas
R esources necessary to implement any proposed changes
Consideration of changes to current development fees
STRATEGIC PLAN:
Goal 4 Effectively Manage the County’s Growth and Development.
D ISCUSSION :
The Task Force began meeting in late April, 2006 and accomplished the following major tasks:
Review ed and evaluated staff’s initial set of recommendations
Identified new possibilities for process and public participation improv ements
Evaluated current process for plan review
Solicited community input via a s urvey of citizens, development community and staff
Drafted list of potential recommendations
Prioritiz ed recommendations based on those that would have the most positive impact and those that could be
implemented most quickly
Developed preliminary action plans for priority recommendations
Task Force Recommendations:
C ommittee recommendations are presented in the following three categories :
1. New actions that were identified as higher priority
The complete list of higher priority new actions is contained in a matrix as part of the full task force report titled Attachment A.
The following are the five potential actions that the committee felt would have the most significant impact on improving the
process.
Modified 2 Phase ZMA Process 2 phase ZMA process will avoid need for detailed submissions until “big picture”
issues have been ans wered, reducing cost to applicants and lessening review time required while producing higher
quality projects with appropriate public participation.
Improve ARB/PC/Board coordination, clarify role of ARB Clarify the sequential review process to alleviate
confusion for staff, applicants, Planning Commission and Board of Supervisors and clarify the extent of review from the
PC and ARB expected by the Board, prior to BOS review.
Detailed process documentation focused on creating consistent review Documentation on review process for
ZMAs, SPs, SD Ps, and SUBs will be used by staff for performing reviews and made available to applicants and the
public to understand process.
Establish staff authority for waivers and modifications – Expand those decisional areas where staff can exercise
authority without Planning C ommission/Board of Supervisors review for projects located in the development areas.
Develop a Proffer Policy to include elements beyond a cash amount – Establish clear and c onsistent expectations
with regard to what proffer levels are acceptable and striv e to avoid creating undefined mandates as new regulations are
adopted.
2. Actions already planned or underway
Some of the items discussed by the task force were already planned for or underway in some form as the group w as meeting,
or have gotten underw ay since that time. The tas k force wanted to reaffirm the County’s commitment to these actions and in
some cases they provided specific direction regarding individual action items. The complete list of actions already planned or
underway is contained in a matrix as part of the full task force report titled Attachment A.
3. Other priorities
In addition to the higher priority items, the task force identified a number of other actions that they felt would be significant
improvements to the development review process. While these actions did not receive the highest endorsement by the task
force, it was recommended that these items should be kept on record and addressed by staff as they are able. The complete
list of other ideas are contained in a matrix as part of the full task force report titled Attachment A.
The Task Force recommends that the Board of Supervisors gives approval to staff to move forward with implementing those
high priority recommendations that do not require significant additional staff time or resources, specifically those five actions
outlined above. The Task Force also recommends that staff implement any additional recommendations that can be
addressed as part of future initiatives already planned or underway as they are able, for example the upgrade of the website,
the Countyview web application and expansion of the AMail enews service, among others.
B UDGET IMPACT:
The primary budget impact of these recommendations would be felt in additional resources that would be required to move the
recommendations along more quickly than could be accommodated within the existing Community Development work plan.
Addressing the priority items above can be accommodated without a budget impact by making minor adjustments in the
current work plan.
R ECOMMENDA TIONS:
Staff supports the recommendations of the Task Force and recommends moving forw ard w ith the higher priority items with
minor adjustments in the current Community Development W ork Plan. The work plan and those adjustments are scheduled for
discussion at the June 6th Board of Supervisors meeting. Staff notes that the work plan will need to be adjusted to allow bullet
#5, Development of a Proffer Policy, to be accomplished within a reasonably quick timeframe. Also, staff support would be
required to draft ordinance changes required to accomplish bullet #4 regarding expanded staff authority.
Task Force Charge: Using the existing staff work on process improvements as a starting point, the task force will
review and assess the current legislative review process for improvements in efficiency, effectiveness, quality and
adequate public participation.
Task Force Membership:
A. Bruce D otson
Ann Mallek
D avid Bow erman
Michael Hancox
Valerie Long
Michael Barnes
Scope of Review: To focus on improving the legislative review process, but not to alter policy regarding the scope
of legislative reviews, with consideration of the following issues:
Public input process
Timeliness of review
Quality of review
Quality of approved plans
Complexity of review
Thoroughness of review
Ease of the review process
Efficiency of the review process
Review processes in R ural Areas vs. Development Areas
Resources necessary to implement any proposed changes
Consideration of changes to current development fees
Major Tasks:
Review and evaluate staff’s initial set of recommendations
Identify new possibilities for process and public participation improvements
Solicit community input via a survey of citizens, development community and staff
Evaluate current process for plan review
Draft list of potential recommendations
Prioritize recommendations based on those that would have the most positive impact and those that could be
implemented most quickly
Develop preliminary action plans for priority recommendations
R ecommendations:
C ommittee recommendations are presented in the following three categories:
1. New actions that w ere identified as higher priority
2. Actions already planned or underway
3. Other ideas
(1) New actions that were identified as higher priority
Priority Action Steps/Timeline/Staff Resources Required
2 Phase ZMA Process The first phase of the two step process would start by defining
2 phase ZMA process will avoid need for
detailed submissions until “big picture”
issues have been answered, reducing cost
to applicants and review time required and
improving the ultimate quality of the project
while maintaining appropriate public input
the issues related to the proposal. These issues would
include, but not be limited to, the developers concept for the
parcel, the citizen input/concerns, the county staff assessment
of: the Comprehensive Plan’s goal for the parcel, how the
project does or does not fit into the context of the surrounding
neighborhood, the infrastructure deficiencies (either existing or
caused by the proposal), etc. Next, the process would focus
on developing and ranking design parameters that, if
implemented correctly, would address the goals and mitigate
the concerns. The first phase w ould conclude with the
establishment of “findings” by the Planning Commission that, if
the project implemented the design parameters, it would be
generally consistent with the Comprehensive Plan and the
surrounding neighborhood. A record of comments would be
available to the applicant and would serve as a basis for the
site design in Phase 2.
The PC’s “findings” would not insure the ultimate approval of
the application and the project w ould not go to the Board at
this stage, but a copy of the findings would be sent to the
Board for their review and information.”
Phase 2 – the second phase consists of a detailed review to
meet all requirements and policies of the County
A related staff recommendation is to conduct a
comprehensive evaluation of the 100plus item list to see if
some/all requirements should be included in an ordinance.
Community Development staff anticipates this effort can be
completed in 2007 and any ordinance changes would follow this.
In the shortterm, development and implementation of this
process requires additional staff work, but this process is intended
to quickly recover that investment.
Improve ARB /PC/Board coordination,
clarify role of A RB
Clarify the sequential review process to
alleviate confusion for staff, applicants,
planning commission and board of
supervisors and clarify the extent of review
from the PC and ARB expected by the
Board, prior to BOS review.
R eview current applicable AR B ordinances with the Board to
clarify code guidance on the role of the ARB
Explain the current practice as to AR B involvement in
Planning C ommission processes
D etermine whether the Board w ants to amend the ordinance
to reflect current practice or to use existing ordinance
guidelines for ARB involvement – the committee
recommends that the existing guidelines be used to refine
the ARB role to its original purpose
C ommunicate guidance to the Planning C ommission and
ARB members regarding the BOS guidance, and provide
training to clarify appropriate roles and functions
Prepare staff to assist ARB members to stay within the
designated review and decisionmaking roles
Provide the follow ing sequence in flow chart form as a guide
for staff and applicant:
C omp Plan amendments review step 1 PC, Step 2 BOS,
ZTAs review step 1 PC , step 2 BOS
ZMAs Assuming 2 part zoning review (part 1 focused on land
use, part 2 focused on design elements) review part 1 PC,
review part 2 if in an entrance corridor ARB, PC , BOS
SPs PC , AR B, BOS
Establish policy for extent of review visibility and extent of
information required for AR B review, extent of information
required for PC and BOS review.
Establish staff led training sessions for ARB, PC and BOS to
clarify legal roles and help to establish policy.
Community Development staff, with assistance from the County
Attorney, can facilitate the review with the Board over the next six
months. Scheduling the remaining tasks will depend on the
outcome of that review.
Detailed process documentation
focused on creating consistent review
Documentation on review process for
ZMAs, SPs, SDPs, and SUBs will be used
by staff for performing reviews and
available to applicants and the public to
understand process. Also, need to include
the complete list of (104) issues considered
with applications and the process for proffer
review.
Process flow diagrams and review process are in place for
subdivisions (SUBs) and site plans (SD Ps). These can be
placed on the w eb as part of the onestop w eb page
update.
Process maps and documentation for ZMAs and SPs w ill
be finalized after completion of the 2 phase process.
Anticipate 2nd half of 2007.
All process maps and other documentation will be reviewed
on a regular basis and changed when processes are
revised
This effort will result in standards, methods and checklists
that w ill insure consistency in expectations on the part of
applicants, citizens and staff.
This reflects an ongoing effort for Community Development
staff.
Establish staff authority for waivers and
modifications in the development areas
Adopt standards that allow staff to have clearly defined
discretion and authority on the follow ing items that would
have a significant impact on streamlining the approval
process:
Private roads
C ritical slopes
Buffers
This task would require ordinance changes w hich would require
some staff support as an upfront part of the process. The level of
staff effort w ould depend on what review process was decided
upon by the Board re: the ordinance changes.
Develop a Proffer Policy to include
elements beyond a cash amount
Identify appropriate staff to develop the policy
R eview successful proffer policy models from other
jurisdictions
Strive to avoid creating undefined mandates as new
regulations are adopted
D etermine proper process for adopting the policy if it is
determined to be a Comprehensive Plan Amendment,
move as quickly through that process as possible with
support of the Planning Commission
Community Development staff anticipates that incorporating a
proffer policy into the Comprehensive Plan will take a year for
development and implementation.
Onestop webpage devoted to staying
informed about county development
Creation of a new webpage on the county
website that brings all elements of the
online county development information
together in one place
D etermine what elements are important to include on new
w ebpage and develop prioritized content list – use task
force survey results and input from C DD staff (staff
identified electronic staff reports and electronic copies of
plans and other project material as priorities)
Assess existing website content to determine what desired
material already exists in some form or location
Assess CountyView as to its usefulness in serving desired
functions
Identify gaps in material
C reate links or new content to address gaps in highest
priority areas of interest to citizens
C reate an interactive page for neighborhood contact
information including uptodate email addresses to allow
neighborhood representatives to post current information
D esign onestop webpage with input from citizens
Test new webpage with selected focus groups
Publicize availability of new page
C ontinue process with next level of priority areas
Due to evolving nature of internet technology, staff anticipates that
this w ill be an ongoing task, but estimates that the first level of
priority improvements could be made to the w ebsite within 6
months. This w ork will be incorporated into existing ongoing
improvement efforts.
This will involve staff from the Community Relations Office,
primarily the web content manager and the C ommunity R elations
Manager, and various C ommunity D evelopment staff in
organizing existing information. Implementation can be
accomplished as a part of regular work tasks over the next 6
months.
Create a comprehensive guide to the
development process for citizen use
“H ow to Understand and Get Involved w ith
County D evelopment Processes”
R eview task force survey results and determine priority
items that should be included in a comprehensive guide
R eview existing materials, printed and on the website, to
see what the county already has developed regarding those
items
Work concurrently w ith the website effort to coordinate
preparation of any additional materials
C reate printed (and DVD versions on demand) of the guide
that is appropriate for mass dissemination and that links up
w ith the website
Get feedback on the material from citizens prior to
releasing, and make any necessary improvements
Publicize availability of new materials
Many of these actions are similar to the website enhancement
priority and should occur on a parallel track. Staff would estimate
that an initial D VD could be released within 6 months, and then
would need to be updated on a regular basis.
This will involve staff from the Community Relations Office,
primarily the web content manager and the C ommunity R elations
Manager, and can be accomplished as a part of regular work
tasks within the six month period. It is anticipated this DVD will
need to be updated as new ordinance requirements are added.
Expand the contact area around
projects to include more than adjoining
owners, include more comprehensive
info in the letter
Newly defined contact radius for notification
letters and a more descriptive letter to be
sent as the initial notification directives for
Establish appropriate contact radius
R eview existing contact letter
D etermine appropriate new letter content including contact
info and county resources –include citizen input
R evise letter, implement new contact radius
Solicit feedback from notified residents after certain time
period to assess effectiveness
exceeding minimum legally required
standards to be outlined in the form of an
administrative policy
Staff estimates that this priority could be implemented within 6
weeks. Longer term, Community Development staff anticipates
this w ill increase the staff resources needed to be spent with
citizens in answering questions and facilitating input.
Create easily accessible space at COB
for project information
Public information / visual displays on
critical projects
U se terminal in new CDD lobby to share project info with
the public
For those projects that have significant public interest,
prepare visual display for citizens to view – determine w hat
project info w ill be displayed
Identify best possible space for new display area
Publicize availability of new display area
Staff estimates that this priority could be implemented within 6
weeks in the new C ommunity Development space on the first
floor of the COB.
Implementation will involve staff from the C ommunity R elations
Office to assist with publicizing the new display area; this can be
accomplished as a part of regular work tasks within the six week
period. Longer term, it is anticipated this w ill increase Community
Development’s w orkload as information will need to be regularly
updated and staff w ill need to be available to address questions
and concerns raised by the information. .
Examples of proffer and code of
development language for applicants on
Web
Model Code of D evelopment and Proffers
available to applicants, which reduce the
need for changes and resubmissions of
documents. Also, need to provide
examples of good CD s and proffers and
standard conditions used with certain SPs
(e.g. Churches, Home Occupations)
D rafts of both documents have been prepared by staff and
are being internally reviewed.
After internal review, w ill circulate to interested parties.
Anticipate documents could be finalized and put on w eb site
by mid2007.
Staff will review uses to establish conditions and eliminate
special use permit categories where possible, i.e. mobile
homes
Community Development staff notes that standardized language
is hard to develop due to evolving nature of proffers and desire of
applicants to negotiate certain items – examples of these items
can be made available as “models”, but an acknowledgment
should be made that these are everevolving documents based on
the most recent approvals. As such, it is anticipated that staff will
need to dedicate ongoing time to this task.
Approval letters explaining remaining
process through occupancy
Approval letters will outline steps necessary
before buildings can be occupied or uses
are allowed.
Staff has already started and can easily expand current
letters to provide more detailed descriptions of remaining
processes.
Will implement into process upon approval by Board.
Community Development staff has already started this effort and
it can be expanded without significant workload increases
Outlines of staff reports with
outstanding issues (provide advance
notice and interaction)
There should be no surprises for applicants
in a staff report. Any issue should have
been raised in advance of the staff report,
with the opportunity to resolve
misunderstandings or mistakes.
Staff is working on possible steps to address this issue and
bring major areas of concern to the attention of the
applicant in a timely way that allow s them to be responded
to, recognizing the obvious need to stop the interaction with
the applicant at some point and prepare a final report
Staff reports are finalized and made available to the public
and the applicant one week before the item is before the
Planning C ommission, so there should not be any complete
surprises
Community Development staff notes this w ill be difficult to resolve
Action Item Status Committee Comment/Direction
Alternative Engineering R eview
Pilot program underway The committee has recommended six
month updates over the tw o year pilot
period, with the first update scheduled
for April, 2007
Counter Planner/ Person to answer simple
questions
Position created, staffed Committee supported the staffing of
this position
Organize the Planning Department around
the concept of “area planners”
Has been implemented in
Crozet, additional area
planners will be proposed
for funding as the master
plan schedule progresses
Committee was supportive of this
initiative
CountyView Web to serve as “project
diary”, electronic access to project maps,
plans, etc.
Public application of
CountyView Web to be
launched soon, currently
being tested by selected
users
Ensure that the program is user
friendly and accessible to the average
citizen
Support hiring of a C ommunity
Engagement Specialist
Position approved by
BOS, hiring planned for
late April, 2007
Incorporate appropriate
communication responsibilities into the
job description
Create easily accessible display space at
COB for project information
Display area has been
designated in new
Community Development
office space
Provide public information/ visual
displays on critical projects
without building additional time into the process schedule. The
current schedule has no dow ntime between the resubmission
deadline for materials and the deadline for completion of a staff
report. Thus, if new issues are raised as a result of plan changes,
there is no time in the schedule for staff and the applicant to
discuss these issues.
(2) Actions already planned or underway
Some of the items discussed by the task force were already planned for or underway in some form as the group
w as meeting. The task force wanted to reaffirm the County’s commitment to these actions and in some cases they
provided specific direction regarding individual action items as outlined on the following chart.
(3) Other Priorities
In addition to the higher priority items, the task force identified a number of other actions that they felt w ould be
significant improvements to the development review process. While these actions did not receive the highest
endorsement by the task force, it was recommended that these items should be kept on record and addressed by
staff as they are able.
There was agreement among task force members that the item related to increasing awareness of Amail was a
particularly important action and they strongly supported efforts by staff to continue focusing on using Amail as a
communication tool.
A ctions
C hange submission dates for rezonings and special permits
A schedule of submission dates is annually generated and can be easily modified starting in 2008. Before next
year’s schedule is developed, staff w ill seek input from the Planning C ommission and community on factors they
consider important for these dates.
Engineer Exchange
While staff is ready and willing to implement a program which trains outside engineers as reviewers, those
engineering firms would need to be willing to fund the positions. It is noted there is no assurance that a trained
engineer w ould continue working for the firm that subsidized the participation or that the engineer would continue
to work in this area.
Guides to correct terminology – “plugins”
Staff has already compiled and published a glossary of terms and a “Planning 101” on the departmental web
site. This will be revised and expanded as customers identify additional subject matter.
Early letter to applicants with timetables, etc.
Staff has started this effort and will expand the content as applicants indicate an interest in additional materials.
Sample reports and examples of good applications on Web site
Staff is currently developing these materials and plans to publish this later this year.
Outsourcing / Private Contractors
This will be discussed with the Board as part of a broader fee study now under way. Use of contractors will
significantly increase the cost of review s and the Board will need to agree to either pass this cost through to
applicants or increase Community Development’s funding.
C ampaign to increase awareness of and use of AMail
The committee felt that Amail was a useful public information tool and recommended a continued aggressive
marketing campaign to get people to sign up for the service.
B etter coordination with neighborhood assoc/ homeowner groups
The committee believes that neighborhood based information is often very effective and recommended that every
effort be made to share appropriate information with neighborhood groups.
Provide C itizen Planning A cademies on a regular basis
C itizen Planning Academies that have been held in conjunction with master plan activities have been helpful in
communicating general growth management and land use information to the public. The committee recommends
that more academies be conducted for the general public to share that information as much as possible.
Go to next attachment
Return to ex ec summary
C OUNTY OF A LB EMARLE
EXEC UTIVE SUMMA RY/STAFF R EPORT
AGENDA TITLE: ZTA200800003
Administrative Waivers
SUBJECT/PR OPOSAL/REQUEST:
Amendments to the Zoning Ordinance to permit
limited administrative approvals for the following:
disturbance of critical slopes; open spac e
dedication; buffer disturbance and site plan
waivers.
STAFF: Amelia McCulley, R on H iggins
PLANNING COMMISSION DATE: November
11, 2008 – Public Hearing
B OARD OF SUPERVISORS D ATE: TB D
ORIGIN & B ACKGR OUN D: On May 2, 2007 the D evelopment Rev iew Task Forc e (DRTF) provided a report to
the Board of Supervis ors that outlined a series of recommendations regarding “improvements to the efficiency,
effectiv eness, quality and adequate public participation” in the development review process. Among these w as a
fourth priority item: “to establish staff authority for waivers and modifications in the dev elopment areas .” It is in
respons e to that priority that the proposed zoning ordinance amendments were developed.
The Planning Commis sion held three (3) work sessions on the various draft proposals and criteria: N ovember 20,
2007; March 25, 2008 and August 26, 2008. The Res olution of Intent w as adopted by the Commis sion on February
5, 2008. At the work ses sions, the C ommission discussed these and made suggestions for refinements. The
Commis sion agreed to permit administrative approvals for: a) limited authority to codify administrative approval for
disturbance of critical s lopes; b) open space dedication; c ) buffer dis turbance in limited circumstanc es and d) waiver
of the drawing of a full site plan.
DISCU SSION : The attached zoning ordinance amendments codify the procedural changes for certain
administrative waivers and allow for public notice, comment and the ability of the abutting owners or Commissioners
to call the application to the C ommission for review. In addition, these amendments outline the criteria for such
waivers or modifications , as agreed upon by the Planning C ommission. The draft ordinance establishes
administrative waivers of c ritical slopes only in the development areas. The ordinance establishes the following
circums tances for suc h w aivers: when the critical slopes were created as part of an approved site plan or w hen
replacing an existing structure where the new footprint does not exc eed that of the s tructure being replaced.
PUBLIC PURPOSE TO BE SERVED: The proposed c riteria to direct the adminis trative waivers and modifications
are consis tent w ith the practices for such requests that have been before the Planning C ommission. Codifying
these to enable adminis trative approvals provides effic iencies that benefit the applicants, citizens, staff and the
Commis sion by reducing the time and cos t to proces s applications, w ithout sacrificing the quality of the review or
the end product. In addition, it affords the C ommission additional time to focus on policies, legislative actions and
other priorities.
ADMINISTR ATION/R EVIEW PROCESS: The codific ation of criteria will permit more appropriate administration of
future requests.
HOUSING AFFORDABILITY: By reducing time and c ost to process various waiv ers , w hen they inv olve residential
projects , this could hav e a positive impact on the cos t of housing. These amendments do not direc tly require
additional development improvements that would then res ult in higher development costs.
IMPLIC ATION S TO STA FFIN G/STA FFIN G C OSTS: This is expected to reduce s taff time and cos ts associated
with the preparation of staff reports and presentations at the C ommission and Board meetings. It is also expected
to reduce the time spent by commissioners and board members in review and deliberation on such matters, thereby
providing additional time to focus on policy matters.
RECOMMENDA TION : Approval of the draft ordinance (Attachment A).
ATTAC HMENTS:
(A) ORD INAN CE NO. 0818( ), Ordinance to Amend Chapter 18 of the C ode of the County of Albemarle, Virginia.
Dated October 3, 2008.
(B) Staff report for the Nov ember 20, 2007 Planning Commission W ork Session on Administrative Waivers along
with the
first attachment to that report, being the Development R eview Task Force Report & Recommendations.
Ret urn t o ex ec summary
Albemarle C ounty Planning C ommission
November 11, 2008
The Albemarle C ounty Planning Commission held a meeting, work session and public hearing on
Tuesday, November 11, 2008, at 6:00 p.m., at the County Office Building, Lane Auditorium, Second Floor,
401 McIntire R oad, Charlottesville, Virginia.
Members attending were C alvin Morris, Chairman, Thomas Loach, Linda Porterfield, Marcia Joseph, Bill
Edgerton, Eric Strucko and Jon Cannon, Vice C hairman. Julia Monteith, AICP, nonvoting representative
for the University of Virginia was absent.
Other officials present were Gerald Gatobu, Senior Planner, R on Higgins, Chief of Zoning; Scott Clark,
Senior Planner, Claudette Grant, Senior Planner; Rebecca R agsdale, Senior Planner; Wayne Cilimberg,
D irector of Planning; D avid Benish, Chief of Planning; Amelia McCulley, D irector of Zoning/Zoning
Administrator; Mark Graham, D irector of Community Development; Bill Fritz, Chief of Community
D evelopment and Greg Kamptner, Deputy County Attorney.
Call to Order and Establish Quorum:
Mr. Morris called the regular meeting to order at 6:00 p.m. and established a quorum.
Public Hearing Item:
ZTA 200800003 A dministrative Waivers
D iscussion held on the Implementation of Development R eview Task Force recommendations for certain
Administrative Approvals in the Development Areas. (R on Higgins)
Ms. McC ulley noted that the results that are within the draft ordinance tonight show a lot of w ork and
thought by the Planning Commission. She thanked the Commissioners for their valuable input on the draft
ordinance language.
Mr. H iggins presented a pow erpoint presentation and summarized the staff report. (See staff report and
powerpoint presentation)
One of the Development R eview Task Force’s recommendations was to look at administrative
waivers and administrative approvals. The fourth priority in the May, 2007 report to the Board of
Supervisors recommended adoption of standards that would allow certain items to be handled
administratively by staff, which w ould have a significant impact on streamlining the approval
process, such as private roads, critical slopes in some areas and buffers. The fourth priority was “to
establish staff authority for waivers and modifications in the development areas.” The Board
endorsed the recommendation provided that staff considers the impact on the public input process
and staff w ould receive policy guidance from the Planning Commission and Board regarding the
implementation.
Staff examined Planning Commission agendas to determine any recurring w aiver requests that
could be very clearly codified. Staff found several others, which made the total six. Those are
certain 404 separate access requests, site plan waivers in certain cases and open space
dedication. The 404 separate access requests occurred when there is a property split by a road,
which would be a Subdivision Ordinance text amendment. Staff supported five of the six items for
exemption or administrative review . The private road waiver w as left out because staff found that it
was not a frequent request in the development areas and the current subdivision ordinance already
provides for administrative approval of the most common request. The few times that it came
before the C ommission it had already been handled in an administrative process in the current
ordinance. Therefore, staff dropped that one.
R egarding the public input concern, staff suggested providing written notice to adjacent owners
upon submittal of w aiver requests to allow for public comment prior to rendering the decision. The
Planning C ommission in a work session suggested that notice and provisions for callup to the
Commission be codified. That has been done.
The Planning Commission has held three w ork sessions: N ovember 20, 2007; March 25, 2008
and August 26, 2008. At each work session the Commission review ed and refined staff’s
concepts. The Planning Commission adopted a resolution of intent on February 20, 2008 agreeing
with the five items suggested by staff. The Commission agreed to permit administrative approvals
for:
o Limited authority to allow critical slope disturbance;
o Open space dedication;
o Buffer disturbance in limited circumstances;
o Waiver of drawing a full site plan.
o 404 exemptions for lots split by a public road. N ote: The 404 exemption will be brought
back to the C ommission at a later date as a proposed subdivision ordinance text
amendment.
The proposed ordinance changes include:
Process for notice to abutting property owners – A new procedure is outlined in Section 2.5,
paragraph B.
Ability to call review up to the Commission – In paragraph C in the same section allow s abutting
ow ners and Planning C ommissioners to call the item up for review in writing.
The Planning C ommission had a great deal of concern over critical slopes and w hat they thought would be
appropriate. They came up with tw o w ays this could be done administratively:
When the critical slopes w ere created as part of an approved site plan.
When replacing an existing structure with a new footprint no larger than that of the structure being
replaced.
There are benefits and implications of the proposed amendments.
The public purpose is served as the time and cost to process certain applications is reduced. If they
codify the criteria and make them clear they can be met and their history of actions can be carried
out administratively in the same w ay that they were carried out when the C ommission acted upon
them.
It provides a more appropriate level of review for such requests.
It will allow the Commission and Board more time to focus on policy matters.
Staff recommends approval of the draft zoning text amendments (Ordinance N o. 0818, dated
October 3, 2008).
The public hearing with the Board of Supervisors has been tentatively set for January 7, 2009.
Mr. Morris invited questions.
Ms. Porterfield noted that under Section 2.5 B it indicates that the agent shall send w ritten notice of the
w aiver request. She was in favor of placing these notices on the applicant. She questioned if this would
be a good place to start that instead of having staff do it. Staff can provide the list and the applicant send
out the notifications. Secondly, in that same section it says mailed or hand delivered at least five days prior
to the date by which the agent w ill act on the waiver requests. Personally, she did not think that was
enough time because she had trouble getting her mail. She suggested they work with business days. If
they w ant to keep it a shorter period of time she suggested ten business days. That w ould assure that
anyone should get the notice prior to the action point. She questioned if something should be included if
they were going to place the notification burden on the applicant that it should be sent by certified mail.
The applicant can bring the certified mail slips in to show staff that they have done the mailings. She
suggested that section D) be changed from 30 to 45 days to give staff additional time to get the item on the
agenda.
Ms. McCulley pointed out that the comment about having the applicant mail rather than the agent is a valid
comment and staff appreciates that thought. It would probably make sense for staff to address that issue
comprehensively since there are a lot of other notice requirements in the ordinance. This one just relates
to waivers. If they did that, then they w ould just be doing it piece mill. It would be best to handle all of the
notice requirements at one time to put the burden on the applicant. She asked that they handle it that
w ay, but that it was at the Commission’s discretion. This discussion about the number of days notice prior
to the decision came up at the last meeting. She asked Mr. Kamptner to talk about that.
Mr. Kamptner said that he could not specifically recall how they came up with 30 days. But assuming that
some of these are going to be brought in the context of a subdivision plat or a site plan they are already
under a tight time frame to approve. Therefore, they wanted to be certain that the w aivers would be
addressed w ithin the outer limits of the review time that is allowed for site plans and plats.
Mr. Graham pointed out that that they talked about notices w ith respect to the subdivision ordinance, which
is coming back to the Commission in January. They are going to be doing the same thing as far as zoning
ordinance fees. He encouraged the Commission to allow staff to work on that comprehensively where
they can look at all of the notices as Ms. McC ulley said for the rezoning, special use permits, etc. That
w ay they can look at the whole thing and also assign fees as appropriate at that time.
Ms. Porterfield asked if they all require a five day notice.
Mr. Kamptner replied that five days is pretty much the standard. They begin with the notice requirements
in the State C ode, which require five days to the land owners who abut land that is subject to a rezoning
application.
Ms. Porterfield questioned if it w as five days and not five business days.
Mr. Kamptner replied that was correct.
Ms. Porterfield pointed out that the 24th of D ecember is on a Wednesday. Then there is Christmas, the
26th and a w eekend. She noted that five days would be over before anybody w ould get anything. She
w ondered if they w ant to continue this.
Ms. McCulley noted that this point came up at the last work session. Even though the ordinance language
for notice is the five days our practice actually to do it is something like 21 days in advance.
Mr. C ilimberg said that the five days is really a safeguard in the event that something needs to be sent out
that is a late comer or revised from the original mailing. Staff w ould have that period of time to still get
something out and meet the time requirements. But, our actual procedures are to send out those letters
much more in advance than five days.
Mr. Cannon asked if the five days were constrained by the overall schedule for review and approval. H e
asked if that is part of the constraint that they need to operate under to meet those deadlines.
Ms. McCulley asked Mr. Fritz to speak because his division handles these issues.
Mr. Fritz said that the current process is that the application is received and 24 days afterwards there is a
Site Review C ommittee meeting. Prior to that meeting staff sends out a notice, which is about 10 to 12
days. The w ay staff envisions this working is that when they get applications they w ould simply include not
only a description of the project but whether or not there w as or wasn’t an administrative w aiver that was
included as part of it. There would be a distinction noting that tw o distinct actions w ould be taking place.
The applicant would then go to the Site Review Committee meeting. Staff envisions setting the appeal
date the same as the appeal date of the site plan. It makes little sense to grant a buffer w aiver
administratively only to have the project appealed and presented to the Planning C ommission. That way
staff would just give the Commission everything. That is how staff sees it happening. These timeframes
are exactly the same and ensure that staff sends the notices out. There will be some cases where the
request may not have to go to the Site Review Committee and staff will have to develop some sort of
review process.
Mr. C annon said that he had some concern w ith regard to Ms. Porterfield’s point that five days, which
includes the time it takes to get from the mailbox into somebody’s hand, is not enough. He disagreed that
it should say w orking days, but that ten days might give some assurance that people w ould receive the
notice w ith enough time to read it and react if they were concerned. He asked staff if they have cases
w ithin this five day regime that seems to be standard where people come in saying that they did not
receive the notice or did not have enough time to read it.
Mr. Fritz replied that staff does not generally get a lot of those comments. Staff generally gets the
comment that they did not have enough time to look at it very near the end of the project and w ould not
know how long they did or did not have the notice. The person may not have been an abutting owner and
did not receive a notice. It may be because of the process they have set up w here they have this review
cycle. The most common response is that someone says they were out of tow n and could not respond to
it. That will happen anyw ay regardless of what kind of time frame is set.
Mr. C ilimberg noted that the notification on site plans that w ould be subject to a waiver request would go
out much earlier in the process because staff notifies them before the Site R eview Committee.
Mr. Fritz said that the Site R eview Committee meeting occurs 24 days into the process. Staff is notifying
people of that meeting that includes the site plan project information and that there is a request for an
administrative waiver of a certain section to allow disturbance of buffer or w hatever it may be. Instead of
sending out an extra mailing staff is trying to incorporate with whatever mailings they might have unless in
those few cases where there might be something else. One other question the C ommission had was in
regards to w hether staff could get the request to the C ommission within the 30 days. With regards to the
30 days, staff is getting any appeal to the C ommission w ithin 30 days. Therefore, staff is already doing
that.
Mr. Morris invited public comment.
Morgan Butler, representative for the Southern Environmental Law Center, said that at the last public
hearing on this item he raised a number of questions and concerns about the w ay the critical slope waivers
had been drafted. H e thanked and commended staff for the way they resolved those issues in the draft
that is before them tonight.
There being no further public comment, Mr. Morris closed the public hearing to bring the matter back to the
C ommission.
Ms. Joseph noted that the way this was written if the Commission w ants to bring an item before the
C ommission they have to in writing request that the item be received by the Commission. She questioned
w hether that is something they want to do. She asked if they want to subject this C ommission and future
C ommissions that if they would like the waiver request to come before them that they have to send Ms.
McCulley a formal letter.
Ms. McCulley pointed out that the letter needed to include a justification.
Mr. Strucko asked if an email would be allow ed.
Mr. Kamptner replied yes that an email would be sufficient.
Ms. Joseph said that a simple phone call would no longer work any more. It would have to be in email
form.
Ms. Porterfield asked if has to be w ritten.
Mr. Kamptner replied that the w ay the draft is written right now it does not have to be. In fact, w hen they
w ere discussing it today by email one of the possible ways to deal w ith it was that any Commissioner could
request it at a public meeting. Or, they could eliminate the requirement for C ommissioners to submit
something in writing altogether. There are options available as to how they w ant to do it. They wanted to
have some kind of paper trail or an electronic trail as to the request actually being made.
Mr. Kamptner noted that there are options available as to the request being made.
Ms. Porterfield suggested that a request could be made by telephone and followed up w ith a written
request, w hich would be more timely and helpful if someone w ere out of town.
Mr. C ilimberg said that sometimes staff receives telephone requests to defer an item, which they then
know needs to be deferred in their scheduling. But, they require that there be a written followup. It is not
changing the ordinance for the C ommissioners to call first and then provide it in writing. The w riting would
be the assurance that it is being requested.
Ms. Porterfield asked if there was a time limit. If they don’t have the request in w riting by a certain time
does that make the other null and void?
Mr. Morris said that they were getting back into the standard business mode of if it is not documented it did
not happen. He thought that w as what he was hearing Mr. Kamptner saying.
Mr. Kamptner replied yes. They would need to adjust the ordinance unless the phone call and the request
in w riting fell w ithin the period that is stated in the regulations. But, staff can do that.
Mr. Edgerton agreed that Ms. Porterfield made a good point that this w ould be a good place to start the
notification by the applicant. If they address it holistically it might be a year or two before it comes back up
on the agenda. He was not saying that in a critical way because it was just the reality of the pressure. H e
agreed that they should make the notification the applicant’s burden because they are requesting the
service. He was inclined that it might be a good idea as they review this to make that change. H e felt that
there was some validity to that. There was a statement on the second page in the last sentence of B)
under section 2.5 that talks about all of the different things and how the notice gets out. Then the last
statement says the failure of any person w ho received the notice required by this section shall not affect
the validity of a waiver. It shall not invalidate a w aiver if granted. That is a catchall phrase and worries
him a little bit. H e asked if it was necessary to have that in there.
Mr. Kamptner replied that the notice that they provide in this regulation is above and beyond w hat is
required by law . If a w aiver is granted they don’t want it to be invalidated simply because they made a
mistake in doing something above and beyond w hat is required. That language is also used in the site
plan ordinance and the subdivision ordinance and for the posted signs that the county posts for most
zoning applications.
Mr. Edgerton noted that his read of this says w e are going to do all of this stuff, but if they forget that it
does not matter anyhow.
Mr. Kamptner said that if someone actually show s up at the public hearing and participates they are
w aiving all of the notice requirements that are required by state law . So there is a safety valve there, too.
It is different, but even state law recognizes safety valves.
Mr. Edgerton noted that it just seems to be kind of a catchall to cover our responsibility and he was a little
uncomfortable w ith it.
Ms. Joseph noted that the only two entities that can request the review are an abutting owner and the
Planning Commission. She asked that 2 C be changed to add the Board of Supervisors to the list.
Mr. Kamptner agreed.
Ms. McCulley asked if 2 B would need to be changed to require that they provide notice to the Board in
addition to the Commission. Or, will they just assume that they w ill receive notice somehow and w ill have
the right to appeal.
Ms. Joseph agreed since she just did not want to exclude the Board from this part.
Ms. McCulley noted that would make it less complicating doing it that way.
Mr. Morris asked for a recap of what changes w ere recommended.
Ms. McCulley noted that if the Commission decides to require the applicant to do this mailing, then they
w ould have a mailing from the applicant and the county on the same site plan. They may be getting
different messages that will confuse them. She did not know what timeline Mr. Graham was looking at for
the zoning fees and getting the zoning amendment to public hearing. She w ould like to ask that they do it
holistically if that was possible. She asked Mr. Graham w hat the time line was for getting the notice issue
to the Commission.
Mr. Graham replied it w as this fiscal year.
Mr. Cilimberg noted that staff appreciates the concept of going to that kind of mailing. But, he did not think
this is the place to do it.
Ms. Porterfield suggested that the applicant have to pay the cost for the notification.
Mr. Cilimberg noted that would become a fee change.
Ms. Joseph noted that is a different section of the ordinance.
Mr. Kamptner said that is being addressed w ith another amendment that Mr. Graham is currently working
on.
Mr. Fritz said that it w ould much more difficult if they had two mailings going on. It would be more difficult
if the applicant is doing one and staff is doing another. Staff w ould develop the mailing list. Staff would
give the same mailing list to the applicant and then ensure that they sent the letters out. That is one of the
things they would have to be sure that they are doing. So staff would be doing more w ork if they had the
w aivers being sent out by the applicant and staff was still under the current ordinance sending out the
notices. There is some work that they would have to do to verify and coordinate with the applicant. They
have to make sure that the applicant has the right date and so forth. So either they should give it all to the
applicant or keep it all w ith staff, w hich would make it much easier.
Ms. Porterfield asked if they could move that idea forward.
Mr. Cilimberg said that staff was already working on it.
Mr. Higgins reiterated the C ommission’s suggested changes, as follow s:
Under the section requesting C ommission review add the Board of Supervisors as an entity that can
request the review.
The applicant w ill not be doing the letter notifications yet. That is part of their overall ZTA’s.
The five (5) day minimum notification will be kept acknowledging that our current procedures
unnecessarily allow much more time than that.
It is standard for staff to get the item to the Commission within thirty (30) days for an appeal.
Ms. Porterfield asked to add what Ms. Joseph requested that the request be followed up by the date
stated in the notice and if submitted orally w ill be followed up by a written confirmation.
Mr. Higgins added a modification to the request causing it not to be entirely and to only to be in writing.
Make change so the request does not have to be entirely in writing so that someone could make a
phone call and then follow it up in writing or by email and be w ithin the suggested timeframe.
Ms. Porterfield noted that it be so that someone could make a phone call and then follow it up in w riting
and be within the suggested time frame.
Mr. Kamptner noted that the issue of the five day mailing w as that they would stick with it based on Mr.
Fritz’s comments.
Mr. Morris agreed.
Ms. McCulley pointed out that would be review ed w hen they codify the section on the applicant doing the
mailings because they w ant the date much farther out than that.
Motion: Mr. C annon moved and Ms. Porterfield seconded to recommend approval of ZTA200800003,
Administrative Waivers in Attachment A of the staff report with the modifications recommended by the
C ommission.
The motion passed by a vote of 7:0.
Mr. C annon noted that the ZTA200800003 Administrative Waivers w ould go to the Board with a
recommendation for approval on January 7.
In summary, the Planning Commission asked staff to forward the draft ordinance language in Attachment
A of the staff report to the Board of Supervisors w ith a recommendation for approval w ith the follow ing
modifications to the text.
U nder the section requesting C ommission review (Sec. 2.5 C.) add the Board of Supervisors as
an entity that can request the review.
Under that same section add that the request can be made with a phone call within the suggested
timeframe and then follow ed up in writing or by email.
The applicant w ill not be doing the letter notifications unless and until this is changed as part of the
overall ZTA’s now being developed for all processes.
The five (5) day minimum notification will be kept, acknowledging that staff’s current procedures
allow much more time than that.
It is standard for staff to get the item to the Commission within thirty (30) days for an appeal.
Therefore no change to this timeframe is needed.
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
A GEN DA TITLE:
C PA 20080004 Economic Development Policy
U pdate
SU BJECT/PROPOSA L/REQUEST:
Board of Supervisor’s W ork Ses sion on the draft
revisions to the Economic Development Polic y, a
component of the County’s C omprehensive Plan
STA FF CONTAC T(S):
Messrs . Tuck er, Foley, Davis, Graham, C ilimberg, Benish,
and Stimart
LEGAL REVIEW: Yes
AGENDA DA TE:
December 3, 2008 rescheduled to
January 7, 2009
ACTION: X INFORMATION:
CON SENT AGENDA:
ACTION: INFORMATION :
ATTAC HMENTS: Yes
REVIEW ED B Y:
BAC KGROUND :
In November 2007, staff submitted updated economic data to the Board of Supervis ors and a work ses sion was held on
February 13, 2008. At that time staff indicated the overall policy was s ound, and recommended minor improv ements to
strengthen policy language. The Board directed the Planning C ommission to work with staff in updating the Economic
Development Policy to address three key areas: 1) work force development, 2) lightindustrial land availability , and 3)
agricultural vitality. Staff worked with the Planning Commission in three separate work sessions and a public hearing,
resulting in a recommendation to bring the draft changes to the Board for a w ork session held on November 5, 2008.
At the November 5th Board meeting, staff was directed to incorporate policy c hanges which are discus sed below.
STRATEGIC PLAN:
Objec tive 1.3: By J une 30, 2010, the County w ill c ontinue to maintain a strong and sustainable economy; increase the
economic v itality of the C ounty's development areas and increase the ability of those individuals and families, w ho are
living in lower income households, to become selfsufficient.
DISCUSSION:
Staff has attached a revised Economic D evelopment Policy draft that incorporates the Board’s comments from the
November 5th work session. Specifically, this draft:
Revises the introduction to call out the unique attributes of our universitybased economy, see page 1;
Incorporates support for the Neighborhood Model form of development (see pages 1, 2, 4);
Recognizes U VA as a major driver of the local ec onomy and the Federal Government’s Rivanna Station as a major
employer (see page 2);
Adds a strategy for helping farmers locate leasable farm land (see page 3) ; and
Encourages proactive rezoning for Lightindustrial uses and c onsider proffers that help create more lightindustrial
use opportunities (see page 4).
Modifies strategy to enc ourage that the threeparty agreement between the City, the County and the Univers ity be
expanded to include infill projects. (see page 3)
Incorporates regional transportation system development into several strategies under two objectives.(see pgs
4,5).
Finally , staff noted from the N ovember 5th work ses sion that some Board members may have an interest in c onsidering
additional substantive changes to the policy. It is important to note that the Planning Commission limited its
consideration of the Economic D evelopment Policy to the three strategies that came from the Board’s February 2008
direction. If the Board is interes ted in consideration of further substantive changes to the policy, staff believ es it may be
appropriate to send the draft policy back to the Planning C ommission for consideration of those additional issues. Staff
believ es the additional work ses sions and public hearings needed to consider those additional is sues would require a
minimum of s ix months additional time.
BUD GET IMPACT:
None.
RECOMMENDA TIONS:
If the Board is satisfied with the changes as presented in the attached draft policy, staff rec ommends that CPA 2008
If the Board is satisfied with the changes as presented in the attached draft policy, staff rec ommends that CPA 2008
0004 be set for public hearing. If the Board believes there are other major issues to consider, staff requests the Board
enumerate those issues and provide guidance on how to proceed.
ATTACHMENTS
A – Proposed Economic Development Policy with November 5th Board W ork Session Edits w/redline/strikeout
Return to regular agenda
ECONOMIC DEVELOPMENT
POLICY
ADOPTED MARCH 1, 1995
Updated 2008
COUNTY OF ALBEMARLE
COMPREHENSIVE PLAN
COUNTY OF ALBEMARLE
COMPREHENSIVE PLAN
1996-2016
Incorporating November 5, 2008 Board of Supervisor Work Session comments
Exhibit A
Table of Contents
The
Policy……………………………………………………………………………………………. 1
Objective I……………………………………………………………………………………..1
Objective II……………………………………………………………………………………3
Objective III ………………………………………………………………………………......3
Objective IV …………………………………………………………………………………..4
Objective V …………………………………………………………………………………...4
Objective VI …………………………………………………………………………………..5
Priority Action Measures…….………………………………………………………………..5
Analysis & Findings…….….…………………………………………………………………7
Attachments….…………………………………………………………………………………..13
Attachment A
THE POLICY:
Albemarle County has a strong economy. We have a growing population and labor force and
have experienced low unemployment rates. The labor force is skilled and well-educated. Good
schools, good planning, and our quality of life are important factors in the County's current
economic position. Median incomes are higher than at the State and regional levels. A
consistently strong employer is present in the University of Virginia, which, as a major university
and medical center, offers great potential for associated research and development industry.
Other major employers and sectors continue to provide employment stability and diversity. The
renowned natural environment, Blue Ridge Mountain location, and historic resources of the area
provide a growing tourist trade as well as an attractive place to do business. The rural and
agrarian heritage contributes to this character, and also offers opportunity for agricultural and
forestry industries. These are the strengths of Albemarle County which this economic
development policy recognizes, and will seek to maintain.
We are like other university communities in that we have an above-average labor force
participation rate and above-average number of part-time workers (both students and adults who
prefer part-time work). As a university community, we have a somewhat captive labor force as
well as people who live here for quality of life reasons, knowing that wages would be higher in
the more urban parts of the state. We are a growing community with rising property values, and a
large share of our housing stock is new and priced accordingly. The high demand for both new
and used housing and the desirability of the community produce well above average housing costs
relative to wages paid by many employers. As we fine tune our community, we seek to maintain
a diversity of employment opportunities and to find ways to add housing for the lower half of the
incomes in our community. We also have lower-income residents who are unable to work
regularly, or who work for minimum wage. Possible increases in the minimum wage nationally
would benefit those who continue to work in the minimum wage positions. Local efforts to
enhance skills and to develop the work force may also provide ways to move individuals out of
minimum wage jobs.
The purpose of this economic development policy is, first and foremost, to provide the local
citizenry an improved standard of living and enhanced quality of life. Economic growth and
vitality are required to sustain and enhance the human economic, cultural, and natural
characteristics of our community. By creating and sustaining a high quality, diversified economic
environment, citizens will enjoy improved job opportunities, competitive wages, work force
development opportunities and a diversified tax base. Within well defined development areas, we
will seek to designate opportunity sites to address future growth needs in a manner that will add to
the strength of our community. We will engage with our resident and new enterprises seeking to
expand their businesses. We will work to find appropriate development areas sites to
accommodate this positive growth within the context of the Master Planning process and the
Comprehensive Plan. We will work to encourage a mix of uses, and a balance of jobs and housing
within our development areas, in keeping with our commitment to the Neighborhood model form
of development. We will work with resident and new agricultural enterprises to, in an
environmentally sustainable manner; maximize their productivity and tourism opportunities as a
part of our overall strategy to preserve the rich agrarian tradition and texture of our rural areas.
We recognize our position, along with the City of Charlottesville, as the center of the regional
economy. We recognize the economic objectives of other localities in the region, while renewing
add old text)¶
Exhibit A
our commitment to our own economic development within the framework of our growth
management objectives.
We are like other university communities in that we have an above-average labor force
participation rate and above-average number of part-time workers (both students and adults who
prefer part-time work). The University of Virginia is a consistently strong employer and offers
great potential for associated scientific research and development. Other major employers
continue to provide employment stability and diversity. The renowned natural environment, Blue
Ridge Mountain location, and historic resources of the area provide a growing tourist trade as
well as an attractive place to do business.
Note: "Business" and "industry" are intended to be inclusive and interchangeable terms, meaning
the commercial production and sale of goods or services.
GOALS, OBJECTIVES, AND STRATEGIES:
GOAL: Maintain a strong and sustainable economy: 1) benefiting County citizens and
existing businesses and providing diversified economic opportunities; 2)
supportive of the County's Growth Management Policy and consistent with the
other Comprehensive Plan goals; and, 3) taking into consideration the greater
Charlottesville Metropolitan region.
OBJECTIVE I: Base economic development policy on planning efforts which support and
enhance the strengths of the County.
STRATEGIES:
1. Protect through diligent growth management efforts the County's distinctive natural and
man-made qualities to maintain its attractiveness as a place to live and work. Support
those projects that meet the intent of the Neighborhood model form of development, i.e.,
offer a mix of uses and a balance of jobs to housing in our development areas.
2. Maintain the relationship of high quality schools and public services and an outstanding
level of natural and cultural amenities to positive economic development, and maintain
these attributes.
3. Increase the promotion of tourism focused on the rural, agrarian, and historical resources
of the County, and which does not threaten or compromise those resources and to be
consistent with the goals of the Comprehensive Plan.
4. Increase the promotion of local agricultural industry consistent with the goals, objectives
and implementation strategies of the Comprehensive Plan, more specifically by
• Increasing support to local agricultural infrastructure such local food networks and
programs. (The agricultural infrastructure provides markets and supplies to farmers
and significant economic activity to Albemarle County as a whole.)
• Establishing a proactive rural-support program that provides assistance to the local
agricultural community, and that includes an on-going dialogue with farm-industry
stakeholders.
• Supporting farmers by connecting those farmers with technical resources such as
those provided by the Farm Bureau, PVCC, PEC and VA Department of
Agriculture and Consumer Services and to landowners interested in farming leases.
• Incorporating outreach and education in public school programs.
• Addressing the Comprehensive Plan, Rural Area Chapter recommendations for
economic vitality.
5. Recognize that the University of Virginia is a main driver of economic vitality and can
provide important resources for business and industry. Work with the University, its
associated entities and the City to take advantage of opportunities to benefit from this
resource in innovative ways. In addition:
• Work with the University and the City through the Three-Party Agreements
process to encourage appropriate infill locations and environmental sensitivity in
the planning and development of University facilities.
6. Recognize the importance and role of military intelligence as another type of economic
driver to the local economy and the region, as well as an important resource for national
security. Encourage base location and expansion to be consistent with County policies.
7. Maintain a contact point for information about the County, including the Business
Development Facilitator who serves as the County’s principal liaison with the business
community for the purpose of encouraging development and businesses consistent with
the County’s Comprehensive Plan.
8. Increase planning for the special needs, and utilize the talents, of the growing retired
population attracted to this area, including “encore-career” seekers, a term used to describe
work in the second half of life that combines continued income, greater meaning and
social impact.
9. Increase support to initiatives that support employment of the local labor force, rather than
heavy reliance on relocated workers.
10. Encourage all businesses to adopt environmentally sustainable measures and discourage
business and industry which is not environmentally sustainable or friendly (such as high
water users, polluters).
11. Increase diversity in business and industry which will accommodate a variety of
skill/educational levels and provide for a diversified tax base.
12. Maintain data on County plans, zoning, sites, and policies, and make these available on
request. Monitor and report to the Planning Commission and Board of Supervisors about
the volume of economic development activity and how that activity is fitting with the
Goals, Objectives and Strategies of the Comprehensive Plan.
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OBJECTIVE II: Plan for land and infrastructure to accommodate future business and
industrial growth.
STRATEGIES:
1. Assess the quality of areas designated for business and industry through analysis of the
site size variety, topography, location, and availability of infrastructure in such areas, and
compile an inventory of actual, useable land.
2. Designate areas for office, commercial and industrial development within the designated
development areas that meet the development standards of the Comprehensive Plan and
will provide sufficient land to meet community needs through the next Comprehensive
Plan revision.
• Ensure that land for business and industrial uses are consistent with the
neighborhood model principles, which provide for ease of access for employees to
housing, support services, and multi-modal options.
3. Utilize the rezoning process and associated proffer allowances to address needs brought
about by new development and to provide the community with assurances about future
development activities.
4. Encourage infill development of business and industrial uses in areas designated in the
Land Use Plan, including consideration of proactively rezoning land to allow for light-
industrial uses as needs are identified through Master Plans and other efforts. Initiate
zoning text amendments that further enable business and industrial uses of the appropriate
zoning districts. Additional infill approaches include:
• Encouraging the provision of business and industrial development opportunities in
non-residential and mixed-use projects in the development review and approval
process.
• Encouraging proffers for assembling light-industrial land or funding to offset the cost
of local light-industrial-user expansion where there is an impact from the project and
mitigating impacts.
5. Maintain and implement current infrastructure (water, sewer, roads, and community
facilities) programs to support business and industrial development of designated areas.
Identify infrastructure improvements that better enable business and industrial
development.
6. Continue to cooperate with other jurisdictions on regional transportation initiatives (trails,
rail, road, transit, and air travel).
7. Continue to work with property owners in designated Development Areas to identify
infrastructure needs, and promote good planning for development of such areas consistent
with County growth management strategies.
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OBJECTIVE III: Recognize the County's place in the regional economy.
STRATEGIES:
1. Maintain cooperation with the City of Charlottesville, TJPDC, Thomas Jefferson
Partnership for Economic Development (TJPED), other jurisdictions in the region, the
University of Virginia, and Piedmont Virginia Community College for:
• Development of a coordinated economic data base.
• Continuing discussion among the TJPDC jurisdictions about working and
shopping patterns, wage levels, job stability, work force development needs,
housing affordability, public services, tax burdens, and other topics which
relate to the purposes of local and regional economic development policy;
• Distribution of information about development opportunities in the Thomas
Jefferson Planning District Commission (TJPDC) to those who request it;
• Regional work force development;
• Addressing linkages between housing and wages;
• Evaluating local, regional, statewide, national, and worldwide economic trends to
determine the current and future economic stability of, and growth
opportunities for, different types of business and industry;
• Initiatives such as the high school technology tour; and
Continue to cooperate with other jurisdictions on regional transportation initiatives
(trails, rail, road, transit, and air travel).
2. Support mutual consultation on regional development projects along shared borders,
and/or on projects of significance to more than one locality, possibly through a
"Memorandum of Understanding."
3. Measure our accomplishments in economic development against the strategic questions
posed in the Community Vision Statement regarding economic opportunity
OBJECTIVE IV: Consider fiscal impact as one indicator of positive economic development,
along with environmental impact and standard of living impact.
STRATEGIES:
1. Maintain evaluation of the fiscal impacts of new business/industrial development.
2. Recognize that County residents place importance on job opportunities and economic
growth, but not at the expense of the protection and preservation of water quality and
quantity, natural resources, farmland, historic areas, and open space.
3. Recognize that the purpose of this economic development policy is to provide the local
citizenry an improved standard of living, improved job and wage opportunities, and work
Exhibit A
force development opportunities, rather than to seek to stimulate further population
growth.
4. Recognize, identify and quantify new benefits and costs (for business and citizens)
imposed by any proposed ordinance or policy change on business prior to taking action on
said policy or ordinance.
OBJECTIVE V: Increase local business development opportunities.
STRATEGIES:
1. Maintain support to existing businesses and industries through an open door policy of
communication, and exchange of information and concerns.
2. Support and coordinate with existing entities that assist new small, locally-owned, and
minority businesses and micro-enterprises in their start-up and early operation efforts.
3. Where and when possible examine options to help create a local business incubator
resource, or equivalent resource, to encourage both work force development and local
entrepreneurship. Business incubators are programs designed to accelerate the successful
development of entrepreneurial companies through an array of business support resources
and services, developed and orchestrated by incubator management and offered both in the
incubator and through its network of contacts.
OBJECTIVE VI: Increase work force development opportunities, to further career-ladder
opportunity and higher wages.
STRATEGIES:
1. Recognize that the most fundamentally sound work force is one that has basic education
and good work habits:
• Increase support for initiatives that foster career-planning, decision-making and
workplace readiness skills for the K-12 population, such as and as measured by the
number of participants in career-education activities;
• Increase support for facilities to support residents seeking apprenticeship, industry
licensure or certifications for high-demand and career-ladder jobs. Target populations
would include disadvantaged, lower-income and “encore-career” seekers served by
the VA Employment Commission;
• Promote employee certification and licensure to the business community; and
• Focus efforts on opportunities that increase wages to local residents.
2. Encourage and support continuing educational and training programs to prepare the local
work force for the skill demands of current and future employers, including appropriate
work habits and life skills.
• Increase support (purchase of books, etc.) for Albemarle County residents to attend
pre-employment training at career centers to include topics such as time-management,
stress-management and customer service.
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• Increase support for continuing education and training programs, ideally targeting
incumbent-worker, career-ladder training.
3. Increase the use of information gathering strategies such as,
a. A regional, baseline workforce study to define and benchmark underemployment
and “not-in-the-labor force” needs as well as employer needs
b. Use entrepreneur software to help identify workforce training needs
4. Monitor performance of the County’s Strategic Plan and the Comprehensive Plan
(education, housing, day care, transportation, etc.) to address barriers experienced by the
local work force, particularly those with greatest needs.
Priority Action Measures:
To address issues identified in the 2007 updated data, the Policy’s short-term priorities include the
following strategies:
• Objective I. Strategy 4. Increasing the promotion of local agricultural industry
consistent with the goals, objectives and implementation strategies of the
Comprehensive Plan, such as the purchase of local products, establishing a rural-
support program and continuing a dialogue with farm-industry stakeholders.
• Objective II. Strategy 4. Encourage infill development of business and industrial uses
in areas appropriately designated in the Land Use Plan, including consideration of
proactively rezoning to light-industrial uses as needs are identified through Master
Plans and other efforts. Initiate zoning text amendments that further enable business
and industrial uses of the appropriate zoning districts.
• Objective VI. Strategy 3. Increase the use of information gathering strategies such as:
o A regional, baseline workforce study to define and benchmark the needs of
“underemployed” and those not in the labor force (as defined by the VA
Employment Commission) as well as employer needs.
o Use entrepreneur software to identify workforce training needs and promote
workforce training opportunities.
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Exhibit A
ATTACHMENTS
&#/0 1 #
Population Size
Year Pop.
% Annual
Growth Pop.
% Annual
Growth Pop.
% Annual
Growth
1950 26,662 ---25,969 ---3,318,680 ---
1960 30,969 1.5%26,427 0.17%3,996,949 1.9%
1970 37,780 2.0%38,880 3.94%4,651,448 1.5%
1980 55,783 4.0%39,916 0.26%5,346,818 1.4%
1990 68,172 2.0%40,831 0.23%6,216,884 1.5%
2000 84,186 2.1%40,019 -0.20%7,104,078 1.3%
2010 96,247 1.3%40,639 0.15%8,010,342 1.2%
2020 107,760 1.1%41,423 0.19%8,917,575 1.1%
Sources: US Census, W eldon Cooper for past data, VEC for forecast
Albem arle Co.Charlottesville Virginia
Popul ation
An nual
Births
An nual
Deaths
A nnual
N atural
inc re ase
Mon thly
Na tural
Incre as e
Popul ation
Cha nge
from t to
t+1
Na tural
Increase
be tween
t and t +1
Imp lie d Net
Migrati on
betwe en
t a nd t+1
Percent of
tota l
popul ation
chang e due
to net
m ig ra tion
2000 (April 1)84 ,186 1 ,054 632 422 35 ----
2001 (july 1)85 ,800 968 574 394 33 1,614 514 1,101 68 .2
2002 (jul y 1)86 ,700 973 594 379 32 900 387 514 57 .1
2003 (jul y 1)88 ,100 1 ,018 606 412 34 1,400 396 1,005 71 .8
2004 (jul y 1)89 ,600 960 598 362 30 1,500 387 1,113 74 .2
2005 (jul y 1)90 ,400 1 ,056 650 406 34 800 384 416 52 .0
2006 (jul y 1)90 ,806 ******
Sourc es:Aver ag e:1,243 Aver ag e:6 4.6
Weldon C ooper: h ttp://www3 .ccps.virginia.edu/d emo graphics/Me dia n 6 8.2
estimat es/2005 /2005 _estim ates_Virginia .xls
Dept of Health: http://www.v dh.state.va.us /Heal thSta ts /stats.as p, 2006 data is provisional .
Tim e
Peri od Po pula tion
Ag gregate
Growth
Rate W orkForc e
Aggrega te
Growth
Ra te
Tim e
Perio d
Population-
Average Ann ual
Growt h
W orkForce-
Average
Annu al Growth
1990 68,1 72 ---32,61 3 ---1 990-20 00 2.1%1 .8%
2000 84,1 86 23.5%38,83 8 1 9.1%2 000-20 06 1.3%3 .5%
2006 90,8 06 33.2%47,81 7 4 6.6%1 990-20 06 1.8%2 .4%
Sou rc e: VEC , W el don C ooper Ce nter Source: V EC, W eld on Co oper Cen ter
Exhibit A
&#E /G #&
Head of Household Age Distribution
Albemarle County, Virginia, and United State
2005
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
15-24 25-34 35-44 45-54 55-59 60-64 65-69 70-74 75-79 80-84 85+
Albemarle County Virginia USA Source: Claritas, Inc.; ZHA
Tables/2005 age distribution
Comparing the County’s household age distribution to the state and nation indicates that Albemarle County has a greater
proportion of its households headed by 15 to 24 year olds and fewer households headed by persons 35 to 44 years of age.
Surprisingly, given the County’s reputation as a retirement destination, the County has a lower share of its households above the
age of 65 as compared to the state and nation.
Head of Household Age Distribution
Albemarle County
1990 - 2005
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
15-24 25-34 35-44 45-54 55-59 60-64 65-69 70-74 75-79 80-84 85+
1990 2005 Source: Claritas, Inc.; ZHA
Tables/age distribution 1990 2005
The share of households headed by persons under 25 years of age has increased in the County while the share of households
between the ages of 25 to 44 has dropped significantly over the last 15 years. The share of households headed by 45 to 64 year
olds has increased along with households over 70 years of age.
1990 2006 1990 2006
% of % of
% of % of
15-24 %of
Total
%of
Total
25-44 Total Total
VIRGINIA 958,422 8% 7% 2,132,44
4
17% 14%
ALBEMARLE 12,608 9% 8% 23,559 17% 12%
CULPEPER 3,750 13% 6% 9,129 33% 14%
FLUVANNA 1,518 6% 5% 4,033 16% 14%
GREENE 1,262 6% 6% 3,721 18% 15%
LOUISA 2,594 6% 6% 6,442 16% 13%
NELSON 1,508 6% 6% 3,897 15% 11%
ORANGE 2,577 12% 6% 6,461 30% 13%
CHARLOTTESVILLE CITY 10,397 13% 14% 12,916 16% 14%
B-J
Exhibit A
Attachment C - Albemarle County Labor Force, as reported by the Bureau of Labor Statistics
Annu al N ot Seasonally -A dusted Lab or F orce, E m ploy ment & U nemployme nt data in Al b em arle County , VA, U S
Year
AC Re si dent
Labor Forc e
A C
Em pl oyme nt
AC
Un em pl oym en t
AC
Une mpl oym ent
R at e VA U S
1 98 2 27,54 3 26,0 38 1,50 5 5.5 %7.7%9.7%
1 983 31,93 1 30,7 04 1,22 7 3.8 %6.1%9.6%
1 984 33,83 0 32,5 16 1,31 4 3.9 %5.0%7.5%
1 985 31,95 3 30,3 84 1,56 9 4.9 %5.6%7.2%
1 986 31,68 2 30,5 07 1,17 5 3.7 %5.0%7.0%
1 987 32,51 1 31,5 96 91 5 2.8 %4.2%6.2%
1 988 33,68 2 32,7 78 90 4 2.7 %3.9%5.5%
1 989 34,40 4 33,5 44 86 0 2.5 %3.9%5.3%
1 990 36,96 1 36,0 53 90 8 2.5 %4.3%5.5%
1 991 36,10 1 34,8 28 1,27 3 3.5 %5.8%6.7%
1 992 37,25 6 35,7 20 1,53 6 4.1 %6.4%7.4%
1 993 35,89 5 34,9 06 98 9 2.8 %5.2%6.9%
1 994 36,60 3 35,7 66 83 7 2.3 %4.7%6.1%
1 995 37,07 5 36,3 61 71 4 1.9 %4.5%5.6%
1 996 38,16 0 37,3 61 79 9 2.1 %4.3%5.4%
1 997 38,39 0 37,7 81 60 9 1.6 %3.7%4.9%
1 998 39,64 4 39,1 93 45 1 1.1 %2.8%4.5%
1 999 39,93 9 39,5 03 43 6 1.1 %2.7%4.2%
2 000 43,30 4 42,5 62 74 2 1.7 %2.3%4.0%
2 001 43,57 9 42,6 36 94 3 2.2 %3.2%4.7%
2 002 44,26 3 43,0 73 1,19 0 2.7 %4.2%5.8%
2 003 44,87 4 43,5 81 1,29 3 2.9 %4.1%6.0%
2 004 47,09 5 45,9 18 1,17 7 2.5 %3.7%5.5%
2 005 48,62 5 47,5 43 1,08 2 2.2 %3.5%5.1%
2 006 49,76 1 48,5 72 1,18 9 2.4 %3.0%4.6%
A VE. Ann Growth 1982-200 6 2.8 %4.4%6.0 %
AVE . An n. Growth 1990-200 0 2.3 %4.0%5.5 %
AVE . An n. Growth 2000-200 6 2.4 %3.4%5.1 %
Total r es iden t labor gr ow th, 198 2-199 2 35.3%
Total r es iden t labor gr ow th, 199 0-200 0 17.2%
Bu re a u o f La bo r s tatis tic s, as r epor ted by VEC, http://www .vec .v irgi nia.gov/vec port al/
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2000 Census
Albemarle County Workers
%of
Total
Total 39,151 100.0%
Albemarle 21,455 54.8%
Charlottesville 13,886 35.5%
http://www.census.gov/population/www/cen2000/commuting.html#VA
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Exhibit A
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual
11,199 11,304 11,306 11,371 11,392 11,502 11,949 12,040 12,296 12,440 12,463 12,489
1st-Year 2,574 2,568 2,539 2,802 2,675 2,761 2,876 2,827 2,908 2,907 2,924 2,927
New Transfers 505 539 486 469 454 479 577 558 535 577 540 494
4,551 4,665 4,615 4,565 4,633 4,505 4,403 4,220 4,155 4,110 3,998 4,160
1,694 1,693 1,685 1,668 1,683 1,697 1,703 1,699 1,680 1,652 1,645 1,607
466 475 400 412 365 307 343 320 286 261 240 294
On Grounds Total 17,910 18,137 18,006 18,016 18,073 18,011 18,398 18,279 18,417 18,463 18,346 18,550
2,969 2,973 3,335 3,519 3,321 3,410 3,330 3,209 3,525 3,636 4,087 3,861
Total 20,879 21,110 21,341 21,535 21,394 21,421 21,728 21,488 21,942 22,099 22,433 22,411
2001 2002 2003 2004 2005 2007 2008 2009 2010 2011
Actual Actual Actual Actual Actual Projected Actual Projected Projected Projected Projected Projected
12,595 12,748 12,907 13,140 13,401 13,275 13,353 13,350 13,425 13,565 13,700 13,850
1st-Year 2,980 2,999 3,101 3,096 3,112 3,100 3,091 3,170 3,170 3,240 3,240 3,310
New Transfers 541 508 493 529 532 515 503 520 520 525 525 530
4,301 4,459 4,616 4,632 4,699 4,732 4,791 4,782 4,832 4,882 4,932 4,982
1,608 1,608 1,631 1,650 1,694 1,650 1,699 1,650 1,650 1,650 1,650 1,650
344 382 489 596 605 625 554 650 675 700 725 750
On Grounds Total 18,848 19,197 19,643 20,018 20,399 20,282 20,397 20,432 20,582 20,797 21,007 21,232
3,891 3,947 3,434 3,323 3,366 3,350 3,671 3,350 3,350 3,350 3,350 3,350
Total 22,739 23,144 23,077 23,341 23,765 23,632 24,068 23,782 23,932 24,147 24,357 24,582
Diff.405 -67 264 424 303 -286 150 215 210 225
% Increase 1.8%-0.3%1.1%1.8%-0.6%1.3%-1.2%0.6%0.9%0.9%0.9%
0.7%
Institutional Assessment and Studies
1989-2006 Ave. Ann %0.8%
2000-2005 Ave. Ann%1.2%Approved by the BOV, May 2005
University of Virginia
Approveded Fall Census Headcount Enrollment Plans
Undergraduate
Graduate
1st-Professional
Cont & Prof Studies
Off-Grounds
2006
Off-Grounds
Note: The 1st-Year and New Transfer counts are included in the Undergraduate totals.
December 5, 2006
Undergraduate
Graduate
1st-Professional
Cont & Prof Studies
B$%+0>!=+%(7D
6 #:6 *
%D ;6 ;6
"#D )
Year
UVA
Employees % Growth Students % Growth
2001 9,681 22,739
2002 9,999 3.3%23,144 1.8%
2003 10,783 7.8%23,077 -0.3%
2004 10,912 1.2%23,341 1.1%
2005 11,492 5.3%23,765 1.8%
2006 11,693 1.7%24,068 1.3%
Ave. Ann. Growth '01-06 3.8%1.1%
B$-&DB$8 -F*F
&#G /%7 /#"
Ye ar
Em plo yed
City
Reside nts
(B LS)
Total City
Em pl oym ent
(QC EW )
1 993 1 9,451 36,1 99
1 994 1 9,401 36,5 45
1 995 1 9,726 36,6 16
1 996 1 7,993 37,3 88
1 997 1 8,198 38,5 02
1 998 1 7,966 37,4 88
1 999 1 7,857 36,7 92
2 000 1 8,694 38,8 38
2 001 1 8,391 37,9 81
2 002 1 8,168 37,3 27
2 003 1 7,848 35,3 76
2 004 1 7,555 35,4 61
2 005 1 8,176 35,9 65
2 006 2 0,077 36,6 89
Sourc e: V EC, Burea u of L abor S tati sti cs ,
VEC Qu arterly Census of Em ploy me nt & W ages
Charlottesville Employment Trends
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
1993199519971999200120032005EmployeesEmploy ed City
Residents (BLS)
Total City
Employ ment
(QCEW)
Exhibit A
&#%)%7
Y ear
Em plo yed
Coun ty
Res ide nts
(BLS )
Tota l Cou nty
Em pl oym ent
(QCEW)
1993 34,90 6 29 ,132
1994 35,76 6 30 ,397
1995 36,36 1 31 ,136
1996 37,36 1 32 ,276
1997 37,78 1 32 ,910
1998 39,19 3 35 ,687
1999 39,50 3 38 ,036
2000 42,56 2 38 ,838
2001 42,63 6 38 ,718
2002 43,73 2 39 ,478
2003 44,47 0 41 ,882
2004 45,91 8 43 ,822
2005 47,59 3 45 ,256
2006 48,57 2 47 ,817
Sou rc e: VEC , Burea u of Labo r S tati st ic s,
VE C Q uar terly Cens us of Em plo ym ent & W age s
Employment Trends - Albemarle County
-
10,000
20,000
30,000
40,000
50,000
60,000
1993199519971999200120032005EmployeesEmployed County
Residents (BLS)
Total County
Employment
(QCEW )
&#?8 7 / "1 #
Albem arle C ounty Em plo ym ent by Pl ace of W ork and Indus try A.C. Averag e An nual Gro wth V A
Industry S ector 1990 2000 2006
Pe rcen t of
200 6 Tota l Ne t 1990 -2 006 19 90-200 0 200 0-2006 1 990-20 06 1990 -2 006
Total 3 2,613 3 8,838 4 7,817 100 .0%15,2 04 1.8 %3.5%2.4%1.6%
Govt Total 1 1,880 1 1,336 1 5,753 32 .9%3,8 73 -0.5 %5.6%1.8%3.9%
Govt State 9,751 8,159 1 1,528 24 .1%1,7 77 -1.8 %5.9%1.1%8.5%
Trade-Reta il 2,890 4,531 5,450 11 .4%2,5 60 4.6 %3.1%4.0%0.8%
Heal th Ca re 869 3,034 4,133 8 .6%3,2 64 13.3 %5.3%10.2%2.0%
Govt Loc al 2,065 3,106 3,535 7 .4%1,4 70 4.2 %2.2%3.4%9.2%
Manu fac turin g 6,056 4,395 2,848 6 .0%(3,2 08) -3.2 %-7.0%-4.6%-2.3%
Cons tr uc tio n 2,137 2,729 3,391 7 .1%1,2 54 2.5 %3.7%2.9%1.6%
Ac comm oda tion /Food 2,386 2,078 2,997 6 .3%6 11 -1.4 %6.3%1.4%2.3%
Other Se rv ices 1,083 1,435 1,533 3 .2%4 50 2.9 %1.1%2.2%1.4%
Prof/Tech Sv c.481 1,428 2,723 5 .7%2,2 42 11.5 %1 1.4%11.4%4.3%
Adm in /Was te S vc.793 1,439 1,610 3 .4%8 17 6.1 %1.9%4.5%3.4%
Mgm t. of Com pani es 820 1,199 1,514 3 .2%6 94 3.9 %4.0%3.9%5.6%
Arts /En ter/Rec 534 947 1,172 2 .5%6 38 5.9 %3.6%5.0%1.6%
Info rm ation 253 694 714 1 .5%4 61 10.6 %0.5%6.7%0.9%
Real Estate 426 769 765 1 .6%3 39 6.1 %-0.1%3.7%1.2%
Finan ce /Ins uranc e 439 815 864 1 .8%4 25 6.4 %1.0%4.3%1.8%
Trade-Who lesale 450 565 607 1 .3%1 57 2.3 %1.2%1.9%1.0%
Edu ca tion al S vc.240 431 621 1 .3%3 81 6.0 %6.3%6.1%n/a
Agr i cu lture 465 487 466 1 .0%1 0.5 %-0.7%0.0%0.2%
Trans portati on 330 471 591 1 .2%2 61 3.6 %3.9%3.7%0.1%
Govt Fe deral 64 71 690 1 .4%6 26 1.0 %4 6.1%16.0%2.0%
Min ing 64 45 54 0 .1%(10) -3.5 %3.1%-1.1%-3.1%
Utiliti es ************************-3.5%
http://vel m a.virtuallm i.com /ana lyz er/sa intro .asp?c at=I ND&ses sion=in d202 &time=&g eo=
as reported in t he V EC's Q CEW r eports
Manufacturing Employment Losses
Company Peak Employment Departure Date
Comdial 1,200 2001
ConAgra 890 *
Acme Visible Records 220 *
Badger 189 2007
Siemens 625 *
Avionics Specialties 200 2007
Cooper Industries (Murray) ** 1991
* These companies left prior to June, 2005
** This data is unavailable
Source: County phone surveys, VEC data
Exhibit A
))))&#?/H H %J %8 )G (8
$
Industry Sector A.C.
Emp.
Ave. Ann. Growth
Albemarle
Percent of Economic Base
A.C. VA James
City Co.
C'ville
Govt Total 15,521 1.7% 32.1% 17.4% 16.4% 26.5%
Govt Federal 693 16.1% 1.4% 4.2% 0.1% 1.7%
Govt State 12,218 1.4% 25.3% 4.0% 5.8% 17.3%
Govt Local 2,610 1.5% 5.4% 9.2% 10.4% 7.5%
Trade-Retail 5,515 4.1% 11.4% 11.6% 12.5% 12.1%
Health Care 4,162 10.3% 8.6% 9.0% 5.7% 9.8%
Manufacturing 2,968 -4.4% 6.1% 7.9% 7.2% 2.5%
Construction 3,520 3.2% 7.3% 7.0% 7.2% 5.6%
Accommodation/Food 3,078 1.6% 6.4% 8.3% 12.4% 13.4%
Other Services 1,584 2.4% 3.3% 3.5% 1.4% 4.3%
Prof/Tech Services 2,694 11.4% 5.6% 9.6% 4.7% 8.0%
Admin/Waste Ser 1,566 4.3% 3.2% 5.8% 3.9% 2.9%
Mgmt. of Companies 1,542 4.0% 3.2% 2.1% 1.6% 0.8%
Arts/Ent./Recreation 1,350 6.0% 2.8% 1.5% 13.9% 0.5%
Finance/Insurance 859 4.3% 1.8% 3.7% 1.6% 3.3%
Information 727 6.8% 1.5% 2.5% 0.5% 4.1%
Real Estate 783 3.9% 1.6% 1.6% 4.0% 1.7%
Trade-Wholesale 621 2.0% 1.3% 3.3% 2.6% 2.0%
Educational Ser 666 6.6% 1.4% 1.4% 0.3% 1.2%
Agriculture 533 0.9% 1.1% 0.4% 0.2% 0.2%
Transportation 585 3.6% 1.2% 2.8% 3.5% 0.9%
Mining 56 -0.8% 0.1% 0.3% 0.0% 0.0%
100.0
%
99.6% 99.7% 99.7%
Total N. of Employees --- --- 48,340 3,638,687 26,237 36,681
-&D$%.0 7#)H
 /8 %?&
Industry E m ployme nt & Proj ect ions da ta in Pi edm ont
W or k force Net work, (L W IA V I) from Ba se Year 20 04
to P ro jected Yea r 2 014
NAIC S Seg men t 2 004 2 014 A ve A nn. %Tota l %
Total 2 004-20 14
11 Agri cul ture 598 637 0 .63 6 .5
21 Min ing ************
22 Util iti es ************
23 Cons tructio n 1 2,335 1 4,038 1.3 13 .8
31 Manu fac tur in g 9,768 9,775 0 .01 0 .1
42 W hol es ale Trade 3,592 3,936 0 .92 9 .6
44 Retai l Trad e 1 7,438 1 9,351 1 .05 11
48 Trans portati on/W arehous i ng 2,375 2,734 1 .42 15 .1
51 Inform ati on 3,127 3,587 1 .38 14 .7
52 Finan ce /Ins uranc e 3,047 3,251 0 .65 6 .7
53 Real Es tate 2,173 2,515 1 .47 15 .7
54 Profe ss io nal /Tec hnical 7,112 1 0,771 4 .24 51 .4
55 Mgm t of Com pani es 2,034 2,482 2 .01 22
56 Adm in is trativ e, S upp or t, W as te M gm t 4,337 5,479 2 .36 26 .3
61 Edu cat iona l S ervi ce s 2 2,985 2 7,372 1 .76 19 .1
62 Heal th Car e/Socia l S er vi ce s 1 7,538 2 6,487 4 .21 51
71 Arts, En ter tai nme nt 2,076 2,417 1 .53 16 .4
72 Ac co mm oda tion /Food S ervi c es 1 2,644 1 5,390 1 .98 21 .7
81 Ot her Se rv ic es 5,049 6,174 2 .03 22 .3
Sou rc e: VEC , Pr oj ection s T eam and B ur eau of L abor S tatis ti cs
Exhibit A
&#L /!&&
0 J ,&(,4>J 8 $85 !&&%6
V A % of tot al S ubto tal LW IA VI %of Total
Total 3,8 71,34 2 100.0 %1 53,54 4 100.0 %
Mana gem ent 1 65,80 1 4.3 %5,43 4 3.5 %
Busin es s/F i nanc e 2 13,31 9 5.5 %5,73 1 3.7 %
Com put/M ath 1 74,51 4 4.5 %3,53 7 2.3 %
Arch/En g 80,48 0 2.1 %2,77 3 1.8 %
Scien ce 39,81 6 1.0 %2,67 7 1.7 %
Socia l S er vi ce s 40,05 8 1.0 %1,41 5 0.9 %
Lega l 35,51 3 0.9 %1,02 9 0.7 %
Edu /Lib ra ry 2 08,88 4 5.4 %12,00 0 7.8 %
Arts /Sp orts/m ed ia 61,76 1 1.6 %2,47 0 1.6 %
Heal th car e 2 31,74 8 6.0 %32.3 %12,65 1 8.2 %3 2.4%
Prote cti ve Sv c 85,95 0 2.2 %3,40 9 2.2 %
Food p re p 2 67,19 8 6.9 %13,26 2 8.6 %
Bl dg Ma ine tnanc e 1 51,64 3 3.9 %6,17 2 4.0 %
Pers ona l c are 1 13,66 8 2.9 %4,44 9 2.9 %
Sal es 4 62,95 1 12.0 %17,33 3 11.3 %
Offic e & Ad mi n 5 94,57 9 15.4 %43.3 %24,79 2 16.1 %4 5.2%
75.6 %7 7.6%
Farmi ng/F i shi ng 50,19 1 1.3 %78 3 0.5 %
Cons truc./Ex trac 2 46,44 9 6.4 %12,05 6 7.9 %
Instal l/Rep air 1 69,78 5 4.4 %6,17 2 4.0 %
Produ cti on 2 22,56 4 5.7 %7,11 9 4.6 %
Trans p/Mo vi ng 2 54,47 0 6.6 %8,28 0 5.4 %
24.4 %2 2.4%
Sou rc e: VEC , Indu stry & Oc cup atio nal Proj ection s, 2004-20 14
No da ta av ai labl e fo r Alb ema rl e Co unty.
Occupa tions, TJP DC, per
2000 Census TJPDC
Managerial, pr ofessional 40,37 3 9,206 44%20,541 52%3,272 33%2 ,549 32%2 ,936 24%1,86 9 28%
Service 13,91 6 4,092 20%4,415 11%1,504 15%1,206 15%1,683 14%1,016 15%
Sales & Offic e 23,10 0 4,874 23%8,860 22%2,750 28%2,109 26%3,025 25%1,482 22%
Sub total 87%85%77%73%63%64%
Far ming, fishing & forestry 79 2 42 0%249 1%111 1%51 1%142 1%197 3%
Constructi on, extraction,
maintenance 9,82 7 1,189 6%3,061 8%1,167 12%1 ,106 14%2 ,223 18%1,08 1 16%
Production, transpor tation,
material moving 9,36 7 1,540 7%2,458 6%1,008 10%1 ,064 13%2 ,195 18%1,10 2 16%
Total 97,40 2 20,943 100%39,584 100%9,812 100%8,085 100%12,204 100%6,774 100%
Source: US Ce nsu s, as re ported by Thomas Jefferso n Planning D istrict Com m ission
Louisa NelsonC'ville Albemarle Fluvan na Greene
 /%&
US Census - Albemarle County
Sum mary table
%%
Population 25 years +53,847 100%57,291 100.0%
Less than high school graduate 6,759 13%5,901 10.3%
High school graduate (incl. equivalency)9,591 18%8,880 15.5%
Some college 11,822 22%11,458 20.0%
Bachelor's degree, and up 25,675 48%31,109 54.3%
100%100%
2000 2005
#DFF &&"F "F-77 OP Q I)P Q *B-*I:P Q -P *P%-7P1 P-*I)
P Q -P *P%-7P1 P
?#*&-"#B-)?#
"#RF) *;
Exhibit A
&#K/("%1 #
Year
No. of
companies
Total
Employment
Co unty
Population
Average
No. of
Employees
/ Company
1 990 1,462 32,58 1 68,17 2 22
1 993 1,584 29,16 7 18
1 994 1,685 29,14 7 17
2 000 2,039 38,24 9 19
2 004 2,393 42,47 0 18
2 005 45,25 6 90,40 0
2 006 2,640 47,81 7 90,80 6 18
Ann ual Growt h 3.8 %2.4%1.8%
Sou rc e: VEC Ann uali zed Q CEW Em ploy me nt dat a, c oope r cen ter dem ogr ap hic s
http://www.co opercente r.or g/dem ogr ap hic s /si tefi le s/d oc ume nts /exce l/po pestim ates ag ese xrace/2 006ag es ex .xl s
E mpl oye rs & Av erage Em ployme nt by Com pany
(Co ver ed Em plo ym ent & W ag es in V ir gi nia )
%-<%#
A lbe marl e
Em pl oyee s
AC % of
Tota l
Vi rg ini a
Em plo yees
VA % of
Total
0, no em ployme nt 1 1 0.0%993 0.0 %
1 to 4 em plo yees 2,59 1 5.4%195 ,701 5.4 %
5 to 9 em plo yees 3,08 4 6.4%254 ,140 7.0 %
10 to 19 e mpl oye es 4,28 8 8.9%362 ,705 10.0 %
20 to 49 e mpl oye es 6,61 5 1 3.7%597 ,679 16.4 %
50 to 99 e mpl oye es 4,53 2 9.4%466 ,329 12.8 %
100 t o 249 em ployees 6,29 7 1 3.0%571 ,754 15.7 %
250 t o 499 em ployees 4,02 5 8.3%372 ,164 10.2 %
500-99 9 em plo yees ******275 ,384 7.6 %
1000 and ove r ******541 ,838 14.9 %
48,34 0 3,638 ,687
Sou rc e: VA Em ployme nt Com m is si on (V EC)
Q uarterly Cens us of Em ploy me nt & W age s (Q CEW ), 3rd-Q uarter (Ju ly, Sep tem ber, Au gust), 200 6
Note: Asterisks (***) i ndi ca te non -d is cl osabl e dat a.
E mp loymen t by S ize of
E sta bli sh men t
&#M /+8 &$8 &7 CA 6
Adjusted Gross Income on Commonwealth of Virginia Individual Income Tax Returns
Median Adjusted Gross Income 1999 2000 2001 2002 2003 2004 Ave. Ann.
All returns (combined)Growth
Charlottesville City 21,102$ 22,403$ 21,831$ 21,903$ 21,482$ 22,675$ 1.4%
Albemarle County 33,175$ 34,739$ 34,636$ 34,046$ 34,383$ 35,047$ 1.1%
Charlottesville MSA 27,739$ 29,392$ 29,428$ 29,269$ 29,172$ 30,084$ 1.6%
State of Virginia 28,236$ 29,539$ 30,116$ 30,203$ 30,718$ 31,780$ 2.4%
Married couple returns
Charlottesville City 47,239$ 50,560$ 49,716$ 49,154$ 48,340$ 52,122$ 2.0%
Albemarle County 63,010$ 66,175$ 66,240$ 65,629$ 66,456$ 69,452$ 2.0%
Charlottesville MSA 54,720$ 57,783$ 58,268$ 57,964$ 56,860$ 59,660$ 1.7%
State of Virginia 53,745$ 56,530$ 57,619$ 57,924$ 59,250$ 62,109$ 2.9%
Source: Virginia Department of Taxation data on Cooper Center web site:
http://www.virginia.edu/coopercenter/vastat/income/income.html#AGI
Note: MSA was redefined in 2003
!6 &#-’3 #)&
6 #-’
Exhibit A
&#>/+L #8 &0 B-
Income Concept 2000 Census
American
Community
Survey, 2005
Ave. Ann.
Growth
Median household income 44,356$
Charlottesville City 31,007$ not available
Albemarle County 50,749$ 60,398$ 3.5%
Charlottesville MSA 44,356$ 62,286$ ------
State of Virginia 46,677$ 54,240$ 3.0%
Median family income
Charlottesville City 45,110$ not available
Albemarle County 63,407$ 77,297$ 4.0%
Charlottesville MSA 55,455$ 47,543$ ------
State of Virginia 54,169$ 65,174$ 3.8%
Source: US Census Bureau
Note: Area covered by MSA was changed in 2003, so data
are not directly comparable.
For the American Community Survey data, the margin of error is +/-$6,065 of the reported
$60,398.
Attachment A &#+/JC#-Albemarle County Index1998AC*IndexACIndexACIndexACIndexACIndexACIndexACIndexACIndexACIndexACIndexACIndexTotal, All industries50196.952397.253694.458196.260194.664895.965793.166793.269493.57350.9477194.8Agriculture, Forestry354106.6355103.236899.2397104.5399101.8430110.3411101.7429104.6438102.34410.9944194.6Mining769107.1888119.0773103.372693.673091.674888.478691.284097.0985110.99871.0392192.4Utilities******************************************************************Construction43687.645988.448287.852591.654790.657189.558386.958986.161888.56500.8867988.0Manufacturing619106.4673111.2709112.4741113.1790117.7845120.5881119.5854112.4971122.99581.17983115.5Wholesale Trade51772.853471.859374.665178.171778.576877.383284.285487.384182.98950.8388579.5Retail Trade340104.9347104.2362104.6395109.4476126.3478121.3441107.8459108.0462106.04811.07501108.4Transportation, Warehousing44377.2******50482.152080.551677.652675.454275.557376.257276.96100.7864481.9Information49662.753560.558860.257647.166949.164245.563644.475662.281364.69720.731,02073.4Finance&Insurance65096.465590.861977.462772.465974.570775.185180.188081.397182.19970.791,12383.6Real Estate40993.645998.547597.5526101.346383.955595.060697.060793.865897.87331.01792101.9Professional/Technical Svcs56267.866276.068974.371772.672368.374665.379866.884769.489069.88400.6390163.3Mgmnt of Companies******************************************85063.5******9500.62102662.1Admin & Waste Svcs30998.129290.128383.527274.932484.435985.736681.738582.437175.44600.8750494.6Educational Services641130.5644128.0636122.1706132.7698125.8785135.8795132.3783127.1801127.88401.29******Health Care, Social Svcs42081.643181.844483.0626113.0612107.6675113.6705112.4722110.2743110.27731.10838115.4Arts, Entertainment307105.929199.3310102.3339106.9385121.1428127.8411118.8443123.4415110.74451.17447115.5Accommodation, Food Svcs222114.4237117.9238112.8247110.8264113.3282116.5275110.9280110.2282107.62901.07297106.1Other Svcs, ex. Public Admin33584.837089.440594.043295.446698.3503101.2542103.4573105.9594106.66241.08652108.8Public Administration48971.351673.154669.856970.759573.460570.161167.664567.270570.310791.02108599.0Unclassified*******************************************************************State average = 100Source: VEC QCEW (2digit) data for Ablemarle and Virginia1995199619971999200420052000200120022003 (D?&"&#&&"
Attachment A
&#(/(?0 "
Peo ple and f ami li es li vi ng
bel ow the pov erty l eve l
Num ber of
Peop le
Pe rc ent of
Pe ople
Nu mbe r o f
Fam il ies
P erc ent of
Fa mi lie s
Al bem arle 1 990 4,676 7 .6%8 19 4.8%
Al bem arle 2 000 5,232 6 .7%8 79 4.2%
Charl ottes vi ll e 19 90 9,025 23 .7%8 43 1 0.0%
Charl ottes vi ll e 20 00 9,950 25 .9%9 35 1 2.0%
Vi rg ini a 199 0 61 1,611 10 .2%126,8 97 7.7%
Vi rg ini a 200 0 65 6,641 9 .6%129,8 90 7.0%
Sou rce: US Ce nsu s
0 "
All individuals below:
50 percent of poverty level 2,524 (X) (X)
125 percent of poverty level 7,131 (X) (X)
130 percent of poverty level 7,709 (X) (X)
Children under 18 years 2,019 (X) (X)
Children 5 to 17 years 1,417 (X) (X)
150 percent of poverty level 9,728 (X) (X)
175 percent of poverty level 12,411 (X) (X)
185 percent of poverty level 13,456 (X) (X)
Children under 18 years 3,832 (X) (X)
Children 5 to 17 years 2,616 (X) (X)
200 percent of poverty level 15,286 (X) (X)
Number
Poverty Status
All
income
levels
Below
poverty
level
Percent
below
poverty
level
(X) Not applicable.
Source: U.S. Census Bureau, Census 2000 Summary File 3, Matrices PCT49, PCT50, PCT51, PCT52, PCT53, PCT54, and
PCT55.
Exhibit A
20%
19%
17%
19%
22%
21%
V irginia
A lbemarle
Hanover
Henric o
James City
Staf f ord
&#!/L 1
Of the Rental Units in Albemarle, 38% of Occupants Paid More than 30% of Their Incom e for the Rental Unit. This Rate Is
Higher than the State-wide Rate of 34%.
34%
38%
32%
33%
42%
32%
V irginia
A lbemarle
Hanover
Henrico
James City
Staf f ord
% of Income for Rent Virginia Albemarle Hanover Henrico
James
City Stafford
<30% of Income 58% 55% 59% 63% 52% 63%
>30% of Income 34% 38% 32% 33% 42% 32%
Not computed 8% 7% 9% 5% 7% 6%
Source: US Census 2000 Table DP-4
Me di an G ross R ent Vir ginia Albemar le H anover He nrico James City Stafford
Medi an G ross Rent in 1 999 $6 50 $7 12 $686 $6 76 $70 3 $84 2
25%26%25 %24%2 8%2 4%
S ource: US Cens us 2000 Tables H63 and H70
Medi an g ross rent as a % of
househ old inc om e in 1999
In 1999, 19% of the Albemarle County Home Owners Paid More than 30% of Their Monthly Income towards Housing Costs
Attachment P – Housing Assessment
2 000 2 001 2 002 2 003 2 004 2 005 200 6 200 7
<$1 50,00 0 12 071 12 313 12 384 8 967 9 118 6 109 640 5 333 9
$150 ,000 - $199,9 99 4 592 4 667 4 744 5 215 5 303 4 763 487 0 378 4
$200 ,000 - $249,9 99 2 450 2 575 2 669 3 746 3 863 4 605 472 8 397 5
$250 ,000 - $300,0 00 1 594 1 679 1 725 2 474 2 597 3 469 368 5 405 8
>$3 00,00 0 4 377 4 661 4 826 6 654 6 896 9 887 1040 1 1534 7
In 20 06 , Hou sing A ss ess ments W ide n th e Ga p B et w ee n H ous ing
Abo ve a nd Be lo w $30 0 ,0 00
0
2000
4000
6000
8000
10000
12000
14000
16000
2000 2001 2002 2003 2004 2005 2006 2007# of Housing Units<$150,000 $150,000 - $199,999 $200,000 - $249,999 $2 50,000 - $300,000 >$300,000
C ounty Asse ssment Housing V alues
Over the past seve n yea rs th ere has be en a drast ic transition b etween housing be low $150,0 00 an d hou si ng
a bove $30 0,000 . As the num ber of housing un its assessed below $15 0,000 has falle n, the num ber of housin g
u nits assesse d abo ve $300,000 h as drama tically increased from 4,377 u nits i n 200 0 to 1 5,347 in 2 007. Afte r
2 004, the ga p bet ween h ousing units a ssessed ab ove and belo w $300 ,000 has continued to wid en with 20 06
b ecoming th e m ost significan t gap in t he pa st seven years.
Methodology: Reassessm ent used to take pl ace ever y 2 years, so the 2001, 2003 and 2005 data is what the
coun ty a ssessm ent was ba sed on and th e in ter venin g yea rs we re sta te m an date d r ew or king of the coun ty's
ass ess me nt d on e by the R eal Estate o ffi ce. Th at expl ai ns th e sud den ju mp s a nd di ps i n the da ta ever y tw o
years.
Source: Chris Carlson, Inform ation Technology. 21 June 2007.
Exhibit A
&#A /7 "%C
Ave An n.0.7%0.0%-0 .1%3.3%
Source: Smith Travel Research, as reported to the Charlottesville-Albemarle Convention & Visitor's Bureau
Note: "AC" includes Albemarle County and City of Charlottesville hotels.
&#-/7 C -E0!>
2006 Taxable Sales, A lbemarle
N AICS Business Class
0 No NAI CS inf o 132,453,509 164 807,643
111 Crop production 1,934,997 8 241,875
237 Heavy & Civil Engineering Cons truction 5,319,707 8 664,963
238 Specialty Trade C ontractors 2,948,614 20 147,431
311 Food manufacturing 1,169,310 6 194,885
312 Beverage & tobacco Manufacturing 2,531,914 6 421,986
321 W ood Product m anufacturing 2,692,863 6 448,811
323 Printing 2,285,058 9 253,895
327 Nonmetalli c mineral product ma nufacturing 1,854,489 5 370,898
332 Fabricated metal product manuf acturing 3,319,480 7 474,211
334 Computer & Electronic Product Manufac turing 779,222 7 111,317
339 Misc Manufacturing 8,991,436 28 321,123
421 W holesalers, Durable Goods 1,618,794 8 202,349
423 Merchant wholes alers, durable goods 23,244,755 67 346,937
424 Merchant wholes alers, nondurable goods 4,282,606 10 428,261
425 W holesale Electronics 4,601,722 6 766,954
441 Motor Vehicle & Parts dealers 30,333,407 26 1,166,670
442 Furniture & Home Furnis hings 38,247,247 68 562,460
443 Electronic s & Appl iance Stores 19,771,265 26 760,433
444 Building M aterial, Garden, Supplies Dealers 190,590,817 46 4,143,279
445 Food & B everage Stores 176,473,816 69 2,557,592
446 Health & Personal Care s to res 4,877,007 22 221,682
447 Gas Sta tions 22,835,633 35 652,447
448 Clothing & Clothing accessories 48,401,540 87 556,340
451 Sporting, Hobby, Book & Music Stores 35,680,333 119 299,835
452 General M erchandise Stores 169,605,599 22 7,709,345
453 Misc. S tore Retailers 32,720,448 173 189,136
454 Nonstore Retailers 33,120,385 65 509,544
511 Publishing Indust ries 373,845 7 53,406
531 Real Estate 761,154 7 108,736
532 Rental & Leasing Services 23,652,398 211 112,097
541 Prof., Scientific, & Techni cal Svc es 4,900,646 58 84,494
561 Administrative Support Services 2,962,622 21 141,077
611 Educational Services 15,085,179 173 87,198
621 Ambulatory Health Care Services 299,061 12 24,922
623 Nursing and Res idential Care Faci lities 866,239 10 86,624
711 Performing Arts, Spectat or Sports & Related Industries38,975 8 4,872
713 Amusem ent, G ambling, & Recreation Industries 6,577,477 11 597,952
721 Accommodation 51,285,721 30 1,709,524
722 Food Services & Drinking P laces 76,333,807 154 495,674
811 Repair & Maintenance 12,631,763 38 332,415
812 Personal & Laundry Services 1,778,361 45 39,519
813 Religious , Grantmaking, Civic, Profe ssional & Similar O rga nizations6,294,629 11 572,239
$1,206,527,850
S ource: VA Dept of Taxation, C alendar Year ending 12/31/2006
The count of dealers represents active deal ers that reported taxable
sales during the reporting period
No. of
D ealers
Amt . Per
DealerAmount
Exhibit A
)))))&#-/7 C -E0!>
Per Capita T axable Sale s Hav e Incre ase d Comparably with the
Ave rage of Pe e r Countie s
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006P-C Sales (In Thousands of Nominal $)Albemarle Peer Avg
The County's per capita taxable sales have increased by approximately 50% between 1996 and 2006, an increase that is better than
that of the peer average (42%). Albemarle's per capita sales are consistently lower than the peer average, however, perhaps
because of the proximity of shopping opportunities in Charlottesville, and the fact that our region contains a high number of
students, many of whom do not live and shop in the area the entire year.
Source: Weldon Cooper Center, (http://www.virginia.edu/coopercenter/vastat/taxablesales/tax_sales.html).
Population: Weldon Cooper Center, (http://www.coopercenter.org/demographics/POPULATION%20ESTIMATES/).
4 June 2007
Per Capita N omi na l BPOL Ta x Rev enue Incr eased i n 2006
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
100.00
110.00
1 996 19 97 199 8 1999 2000 2001 200 2 2003 2004 2005 2 006Per Capita Revenue (In Nominal $)Per Capita Nomina l Business License Tax Re venue i n Albem arle County
Chang es in t he pe r-capi ta v alu e of BPO L tax reve nue g iv es a r ough ide a abo ut the inte ns ity of
bus ine ss ac ti vi ty i n a c om mu nity. The high er the v al ue of BP O L reve nue p er resi den t, the high er the
level of bu siness activity that e ach reside nt "supports". In the cas e o f Al bem arle , thi s a cti vi ty incre as ed
by rou ghly 35.4 % betwee n 199 6 an d 200 1 and increas ed b y 27 .9% in 2006 from 2003 .
 /G &E ,
Albemarle County Bank Deposits
Fiscal Year Bank Deposits Fiscal Year Bank Deposits Average Annual Gowth
1994 355,399 2000 423,676 94-00 3.0%
1995 357,490 2001 457,000
1996 354,604 2002 495,000
1997 377,117 2003 680,699
1998 365,453 2004 746,292
1999 417,626 2005 1,001,164 00-05 21.7%
(1,001,164-354,604) = .9877 / 10 years = 9.87%94-05 9.87%
http://www.albemarle.org/upload/images/forms_center/departments/finance/forms/CAFR_2005.pdf
Exhibit A
&#B /E $
Year
No.A m t. ($)No.Am t. ($)N o.Am t. ($)No.Am t. ($)
1990 66 5 61,80 2,696 9 21 15,3 42,54 2 26 7,91 0,736 255 11,86 9,356
1991 58 9 51,28 5,672 8 03 11,0 90,51 8 46 13,4 58,79 7 224 22,38 6,373
1992 73 9 78,81 0,454 8 07 20,1 46,38 6 55 14,0 67,36 5 272 11,37 6,911
1993 71 7 68,85 5,330 8 74 15,5 62,51 3 57 16,3 27,78 3 153 10,56 5,021
1994 66 6 87,24 4,515 8 65 17,7 00,08 0 47 14,0 17,36 8 216 17,31 1,228
1995 59 6 75,67 9,003 8 20 18,4 21,10 3 62 19,5 97,73 3 235 10,04 2,333
1996 62 0 88,40 9,350 7 71 12,6 77,44 1 68 14,7 94,99 6 205 17,08 9,126
1997 70 7 1 01,18 1,621 8 38 17,8 86,46 1 70 86,3 68,59 3 304 16,15 7,948
1998 70 4 1 13,54 8,623 8 83 21,0 82,93 8 78 39,2 65,01 0 318 33,33 9,817
1999 76 7 1 35,49 7,848 9 57 24,6 68,82 0 74 25,6 39,52 3 341 18,94 0,639
2000 64 9 1 15,98 0,335 8 70 30,5 53,77 6 79 36,7 01,25 0 306 21,05 1,626
2001 59 5 1 21,58 1,817 7 22 26,7 71,19 8 72 120,7 23,57 7 173 11,25 6,192
2002 84 0 2 19,61 2,245 8 10 32,6 66,40 5 62 32,1 61,18 0 206 20,80 1,458
2003 68 8 1 43,15 8,647 8 04 47,8 49,19 1 60 13,4 05,69 1 324 18,84 6,760
2004 58 1 1 46,32 6,941 7 45 29,4 61,56 0 52 222,3 97,22 7 298 10,78 0,837
2005 73 4 2 15,84 1,361 9 85 42,1 37,02 7 89 34,7 93,17 9 477 42,66 3,330
2006 51 3 1 75,16 7,104 9 87 45,2 03,38 3 55 57,9 77,15 3 346 27,53 2,859
17-Year Ave rages
ave ra ge 66 9 1 17,64 6,092 8 51 25,2 48,31 4 62 45,2 71,00 9 274 18,94 1,871
median 66 6 1 13,54 8,623 8 38 21,082,9 38 62 25,6 39,52 3 27 2 17,31 1,228
Sou rce: Alb ema rl e Co unty Year-En d Bu ild ing Reports
New Re si dential New Non -Re s & A lter. New C omm ercial & Farm B ldg , Al terations
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Year Number of Farms
Land in
Farms
(acres)
Total Value of Ag
Products Sold
Total Value of
Livestock, Poultry
and Their Products
Sold
Net
W orth/Farm
1974 750 213,398 $10,376,000 $7,394,000 $13,835
1978 751 208,476 $18,173,000 $15,032,000 $24,198
1982 830 201,465 $21,892,000 $17,173,000 $26,376
1987 772 186,486 $19,072,000 $14,235,000 $24,705
1992 757 188,567 $21,841,000 $16,411,000 $28,852
1997 747 172,251 $21,400,000 $16,800,000 $28,648
2002 919 177,445 $19,100,000 $12,400,000 $20,783
Source: Census of Agriculture, Albemarle County
Farms by Value of Sales Quantity
Less than $1,000 283
$1,000-$2,400 152
$2,500-$4,999 142
$5,000-$9,999 115
$10,000-$19,999 87
$20,000-$24,999 22
$25,000-$39,999 38
$40,000-$49,999 17
$50,000-$99,999 33
$100,000-$249,999 19
$250,000-$499,999 3
$500,000 or more 8
Total Farm production expenses $24,724,000
$26,962
Net cash farm Income of operations ($1,839,000)
($2,006)
State Rank (total value)35th
Source: 2002 Census of Agriculture
Average per farm ($)
Average per farm ($)
>?*6)293,530276,088239,145211,123213,398208,468201,465186,486188,567172,251177,4450
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
1954 1959 1964 1969 1974 1978 1982 1987 1992 1997 2002Acres
Exhibit A
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Growth Area VR LD MD HD NS CS RS OS IS ORS Total
Neighborhood 1 0 0 41 30 0 12 49 0 30 0 162
Neighborhood 2 0 600 75 25 4 45 0 14 0 0 763
Neighborhood 3 0 398 78 90 7 20 56 0 0 236 885
Neighborhood 4 0 719 36 42 0 0 0 0 225 0 1022
Neighborhood 5 0 307 37 103 12 10 40 2 0 0 511
Neighborhood 6 0 449 0 0 3 0 0 5 0 0 457
Neighborhood 7 0 122 0 38 0 0 0 4 0 0 164
Hollymead 0 190 0 127 10 30 77 65 709 0 1208
Crozet 0 640 154 0 12 15 0 0 214 0 1035
Piney Mountain 0 5 20 0 0 0 0 0 203 0 228
Rivanna 897 0 0 0 0 0 0 0 0 0 897
Earlysville 246 0 0 0 5 0 0 0 0 0 251
North Garden 972 0 0 0 5 0 0 0 0 0 977
TOTAL 2115 3430 441 455 58 132 222 90 1381 236 8560
Source: Albemarle County Department of Planning and Community Development, 1993, using a planimeter
Legend VR - Village Residential CS - Community Service
LD - Low Density RS - Regional Service
MD - Medium Density OS - Office Service
HD - High Density IS - Industrial Service
NS - Neighborhood ORS - Office/Regional Service
Growth Area CS IS I ND NS OS O/RS RS TC T UD Total
Neighborhood 1 16.38 0.00 5.39 2.64 0.00 2.96 0.00 35.60 0.00 36.89 79.12 178.98
Neighborhood 2 35.82 0.00 10.22 338.14 2.41 7.36 0.00 3.24 0.00 0.00 127.45 524.64
Neighborhood 3 7.34 0.00 0.00 250.87 2.80 0.00 159.61 33.35 0.00 0.00 75.14 529.11
Neighborhood 4 49.19 31.79 33.50 207.06 0.00 0.00 0.00 0.00 0.00 9.43 93.34 424.31
Neighborhood 5 18.68 0.00 0.00 135.62 0.00 3.54 0.00 41.72 0.00 0.00 95.70 295.26
Neighborhood 6 1.55 0.00 64.99 277.73 7.69 12.09 0.00 0.00 0.00 0.00 4.11 368.16
Neighborhood 7 0.00 0.00 6.13 9.40 0.00 6.16 0.00 0.00 0.00 0.00 48.88 70.57
Hollymead 11.29 697.97 33.23 780.88 1.01 11.49 0.00 0.00 8.05 13.61 159.38 1,716.91
Piney Mountain 0.00 202.87 0.00 81.59 0.00 0.00 0.00 0.00 0.00 0.00 0.00 284.46
Rivanna Village 64.53 0.00 0.00 356.98 0.00 0.00 0.00 0.00 0.00 0.00 0.00 421.51
Total 204.78 932.63 153.46 2,440.91 13.91 43.60 159.61 113.91 8.05 59.93 683.12 4,813.91
Growth Area D PFED CT3 CT4 CT5 CT6 Total
Crozet 3.37 0.00 303.67 151.44 55.47 9.60 523.55
Source: Albemarle Department of Community Development, 2007
Note: The figures listed above do not include land which is in the floodplain (100 Yr.) or has a slope
of 25% or greater. All acreages are based on GIS polygon acreage - not actual deeded acreage.
All parcels queried for this analysis have a building/improvement value of $20,000 or less.
This query was based on end of year 2005 parcel and CAMA data.
CS - Community Service D - District
IS - Industrial Service PFED - Potential Future Employment District
I - Institutional CT3 - Urban Edge [CT3]
ND - Neighborhood Density CT4 - Urban General [CT4]
NS - Neighborhood Service CT5 - Urban Center [CT5]
OS - Office Service CT6 - Urban Core [CT6]
O/RS - Office/Regional Service
RS - Regional Service
TC - Town Center
T - Transitional
UD - Urban Density
Buildable Vacant Acres by Growth Area, 1993
Buildable Vacant Acres by Growth Area, 2005
Exhibit A
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Albemarle County Acreage for Light Industry Activity
Area Total IS Total LI Both IS & LI Vacant IS Vacant LI Vacant IS &
LI
Places 29 1,234 305 266 901 93 88
Crozet 37 124 17 4 64 3
Remaining
County
211 599 128 31 176 20
Total County 1,481 1,027 411 935 333 111
1. IS = Industrial Service in the Comprehensive Plan, LI = Light industrial zoning
2. Acreage totals are based on GIS-mapped polygons
3. Any acres in the 100-year flood plain covered were subtracted out and are reflected in these totals
4. “Undeveloped” refers to building improvements values listed in CAMA greater than or equal to zero and less than or
equal to $20,000
End of year 2005 CAMA data was used for this analysis, compiled by GDS
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