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2010-6-02
Tentative BOARD OF SUPERVISORS T E N T A T I V E JUNE 2, 2010 9:00 A.M., AUDITORIUM COUNTY OFFICE BUILDING 1. Call to Order. 2. Pledge of Allegiance. 3. Moment of Silence. 4. Recognitions: a. Thomas McQueeney – Economic Development Authority. 5. From the Board: Matters Not Listed on the Agenda. 6. From the Public: Matters Not Listed for Public Hearing on the Agenda. 7. Consent Agenda (on next sheet). 9:30 a.m. – Presentations 8. Quarterly Updates: a. Albemarle County Service Authority, Gary O’Connell. b. Rivanna Water and Sewer Authority, Tom Frederick. 9. Update from Chiefs, Chief Tim Cersley, ACFRAB. 10. Update on ACE Program and Conservation Easements, Ches Goodall. 10:30 a.m. - Public Hearings: 11. Downtown Crozet Streetscape Right-of-Way Dedications. Pursuant to Virginia Code § 15.2-1800(B), the Board will consider dedicating portions of two parcels along Crozet Avenue (Rte 240), consisting of .087 acres of TMP 56A2-01-18 and .096 acres of TMP 56A2-01-19, to the Virginia Department of Transportation necessary for improvements to Crozet Avenue as part of the Downtown Crozet Streetscape Project. 12. The Old Crozet School Arts Lease Agreement for Part of the Old Crozet Elementary School. Pursuant to Virginia Code § 15.2-1800(B), the Board will consider renewing the lease with the Old Crozet School Arts for a portion of the old Crozet Elementary School property, located at 1408 Crozet Avenue, Crozet, Virginia 22932 (Parcels 05600-00-00-06100 and 05600-00-00-06200), for use as a private school. 13. FY 2010 Budget Amendment. 14. ZTA-2010-00001. Industrial Uses. Amend Sec. 27.2.2, By special use permit, of Chapter 18, Zoning, of the Albemarle County Code. This ordinance would amend Sec. 27.2.2 by adding as uses permitted by special use permit in the Light Industry (LI) zoning district all of those uses permitted by right in the Heavy Industry (HI) zoning district that are not otherwise permitted by right in the LI zoning district. 11:15 a.m. - Work Session: 15. Development Review Process Improvements: Subdivisions and Site Plans. 16. Closed Meeting. 17. Certify Closed Meeting. file:////coba-webapp01/BOSForms/Agenda/2010Files/Migration/20100602/00_Agenda.htm (1 of 3) [10/1/2020 12:34:02 PM] Tentative 18. Boards and Commissions: a. Vacancies/Appointments. 2:00 a.m. - Work Session: 19. Albemarle County Economic Development Action Plan. 20. From the Board: Matters Not Listed on the Agenda. 21. Adjourn. C O N S E N T A G E N D A FOR APPROVAL: 7.1 Approval of Minutes: March 10(A) and April 22, 2010. 7.2 Road Name Change of Woodpecker Way to Raven Stone Road. 7.3 FY 2010/11 Resolution of Appropriations. 7.4 VDoT Revenue Sharing Program Application, FY 2010/11 Resolution. 7.5 Authorize County Executive to execute Interoperable Emergency Communications Planning Grant (IECPG) Resolution. 7.6 Petty Cash Resolution to Amend Petty Cash Fund for the Sheriff’s Office. 7.7 Virginia Retirement System (VRS) Plan Changes - Authorize Pick-up of Employee's Contribution. FOR INFORMATION: 7.8 Resource Management Update - 1st Quarter Calendar Year 2010. 7.9 2009 Website Annual Report/Return on Investment Analysis. 7.10 Virginia Department of Transportation June Monthly Report. Return to Top of Agenda Return to Board of Supervisors Home Page file:////coba-webapp01/BOSForms/Agenda/2010Files/Migration/20100602/00_Agenda.htm (2 of 3) [10/1/2020 12:34:02 PM] Tentative Return to County Home Page file:////coba-webapp01/BOSForms/Agenda/2010Files/Migration/20100602/00_Agenda.htm (3 of 3) [10/1/2020 12:34:02 PM] COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Woodpecker Way Road Name Change SUBJECT/PROPOSAL/REQUEST: Approval of road name change of Woodpecker Way to Raven Stone Road STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, Cilimberg, Weaver, and Slack LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: INFORMATION: CONSENT AGENDA: ACTION: X INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: Pursuant to Part I, Section 6 (e) of the Albemarle County Road Naming and Property Numbering Manuel, road name change requests shall be forwarded to the Board for approval upon validation of the following: That the landowners of more than fifty (50) percent of the parcels served by the road have signed a petition in favor of a common road name, and that the proposed road name is otherwise consistent with the road name guidelines set forth in the Manual (i.e., that it is not a duplicate name, is limited to three words, and does not exceed sixteen characters and/or spaces). STRATEGIC PLAN: Goal One: Enhance the Quality of Life for All Citizens DISCUSSION: A majority of the landowners of the properties served by Woodpecker Way submitted a request to change the road name of Woodpecker Way to Raven Stone Road (Attachment A). The proposed name is a common road name within the meaning of the Manual and is consistent with the Manual’s other road name guidelines. A map showing the location of the road is attached (Attachment B). BUDGET IMPACT: There is no anticipated budget impact. The landowners will be responsible for the costs associated with new signage. RECOMMENDATIONS: Staff recommends that the Board approve changing the road name of Woodpecker Way to Raven Stone Road and authorize staff to implement the change. ATTACHMENTS A – Woodpecker Way Letter B – Woodpecker Way Map Return to consent agenda Return to regular agenda I-64 CROZET AVEJARMANS GAP RD ROCKFIS H GAP TPK E PARK RD THREE NOTCH'D RDLANETOWN RDHALF MILE BRANCH RDO R C H A R D D R ST GEORGE AVE MILLER SCHOOL RDOLD TRAIL DRPARK RIDGE DRGRAYROCK DR WOODPECKER WAY Prepared by Albemarle CountyOffice of Geographic Data Services(GDS). Map created May 2010By Andy Slack GIS Specialist IINote: The map elements depicted are graphic representations and are not to be construed or used as a legal description. Parcels shown reflect plats and deeds recorded through December 30, 2009. Road Name ChangeWoodpecker Way 4Roads 0 2,000 4,000 6,000 8,0001,000 Feet New Road Name Raven Stone Road COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: FY 10/11 Resolution of Appropriations SUBJECT/PROPOSAL/REQUEST: Request Approval of the Resolution of Appropriations for the Albemarle County Operating and Capital Budgets for FY 10/11 STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, and Wiggans LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: INFORMATION: CONSENT AGENDA: ACTION: X INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The County’s FY 10/11 Operating and Capital Budgets were adopted by the Board of Supervisors on April 7, 2010, for a total estimated amount of $292,417,560. On May 13, 2010, the School Board officially adopted the School Fund and the School Self-Sustaining Fund budgets. The attached Annual Resolution of Appropriations for the fiscal year ending on June 30, 2011 provides the authority from the Board of Supervisors for the County to spend those funds, effective July 1, 2010. STRATEGIC PLAN: Goal 5 – Develop a comprehensive strategy/plan for funding future needs. DISCUSSION: This Resolution is a comprehensive Resolution which appropriates the total County budget, including both operating and capital funds in a single resolution, and the initial Special Revenue Fund appropriations. RECOMMENDATIONS: Staff recommends approval of the attached Annual Resolution of Appropriations for FY 10/11 that allocates a total of $292,257,596 to various General Government and School Division operating, capital improvement, and debt service accounts for expenditure in FY 10/11. This appropriation is made up of the following major funds: General Fund $213,266,298 School Fund 142,863,633 School Self-Sustaining 23,045,976 Special Revenue 14,109,326 Capital Projects 8,960,606 Debt Service 16,694,172 TOTAL $418,940,011 Less Inter-fund Transfers ($126,682,415) GRAND TOTAL $292,257,596 The FY 10/11 total budget recommended for appropriation is $159,964 less than the budget formally adopted by the Board on April 7, 2010 due to changes in the School Self-Sustaining Funds. The appropriated budget reflects the School Fund and School Self-Sustaining Funds that were approved by the School Board at its May 13, 2010 meeting. Staff also recommends approval of the attached Resolution of Official Intent to Reimburse Expenditures with Proceeds of a Borrowing. This would allow the County to use bond proceeds to reimburse the capital budget for expenditures incurred prior to the future planned issuance of bonds. ATTACHMENTS Annual Resolution of Appropriations Resolution of Official Intent to Reimburse Expenditures with Proceeds of a Borrowing Return to consent agenda Return to regular agenda BE IT RESOLVED by the Albemarle County Board of Supervisors: Paragraph One: TAX REFUNDS, ABATEMENTS, & OTHER REFUNDS: Refunds and Abatements $207,500 Paragraph Two: GENERAL MANAGEMENT AND SUPPORT Board of Supervisors $582,695 County Attorney $912,860 County Executive $1,073,789 Department of Finance $4,158,557 Department of Human Resources $673,346 Department of Information Technology $2,492,866 Voter Registration/ Elections $462,346 $10,356,459 Paragraph Three: JUDICIAL Circuit Court $103,061 Clerk of the Circuit Court $708,680 Commonwealth's Attorney $911,601 General District Court $22,806 Juvenile Court $148,717 Magistrate $4,425 Sheriff's Office $1,995,195 $3,894,485 Paragraph Four: PUBLIC SAFETY Albemarle County Fire/Rescue Department $6,678,976 Building Codes and Inspections $1,072,951 Community Attention Home $60,149 Department of Police $12,483,891 Emergency Communications Center $1,982,766 Fire Department Contract (City of Charlottesville)$764,647 Fire/Rescue Tax Credit $57,500 Forest Fire Extinguishment $23,786 Juvenile Detention Center $673,926 Offender Aid and Restoration (OAR)$155,382 Regional Jail Authority $3,154,209 SPCA Contract $379,100 Thomas Jefferson EMS Council $19,066 VJCCCA $52,231 Volunteer Fire Departments $1,251,343 Volunteer Rescue Squads $418,183 $29,228,106 Paragraph Five: GENERAL SERVICES / PUBLIC WORKS Facilities Development Department $999,077 General Services $350,000 Rivanna Solid Waste Authority $3,156,872 $4,505,949 ANNUAL RESOLUTION OF APPROPRIATIONS OF THE COUNTY OF ALBEMARLE FOR THE FISCAL YEAR ENDING JUNE 30, 2011 A RESOLUTION making appropriations of sums of money for all necessary expenditures of the COUNTY OF ALBEMARLE, VIRGINIA, for the fiscal year ending June 30, 2011; to prescribe the provisions with respect to the items of appropriation and their payment; and to repeal all previous appropriation ordinances or resolutions that are inconsistent with this resolution to the extent of such inconsistency. SECTION I - GENERAL GOVERNMENT (Fund 1000) That the following sums of money be and the same hereby are appropriated from the GENERAL FUND to be apportioned as follows for the purposes herein specified for the fiscal year ending June 30, 2011: Page 1 Paragraph Six: HUMAN SERVICES AIDS Support Group $4,715 Arc of the Piedmont Infant Development Program $8,880 Boys and Girls Club $12,915 Bright Stars Transfer $727,746 BRMC - Latino Lay Health Promoter $5,173 Charlottesville Free Clinic $111,198 Children, Youth and Family Services (CYFS)$94,604 Commission on Children & Families (CCF)$85,117 Comprehensive Services Act Transfer $2,510,747 Computers4Kids $14,729 Department of Social Services $11,727,918 Health Department $551,444 JAUNT $866,902 Jefferson Area Board on Aging (JABA)$280,478 Jefferson Area CHIP $313,405 Legal Aid Justice Center $36,569 Madison House $10,266 Music Resource Center $5,702 Piedmont CASA $8,836 Piedmont Virginia Community College (PVCC)$22,301 Piedmont Workforce Network $13,805 Region Ten Community Services $569,531 Sexual Assault Resource Agency (SARA)$22,000 Shelter for Help in Emergency (SHE)$87,995 Tax Relief for Elderly/Disabled $1,000,000 United Way $115,922 $19,208,898 Paragraph Seven: PARKS, RECREATION AND CULTURE African American Festival $2,700 Ash-Lawn Highland $9,148 Darden Towe Park Transfer $156,838 Department of Parks & Recreation $2,198,752 Jefferson-Madison Regional Library $3,173,138 Literacy Volunteers $25,037 Municipal Band $16,371 Piedmont Council of the Arts $11,585 Virginia Discovery Museum $11,030 Virginia Festival of the Book $10,764 Virginia Film Festival $14,742 Visitors Bureau $603,852 WHTJ Public Television $2,459 WVPT Public Television $2,459 $6,238,875 Paragraph Eight: COMMUNITY DEVELOPMENT Albemarle Housing Improvement Program (AHIP)$395,512 Alliance for Community Choice in Transportation $6,175 Central Virginia Small Business Development Center $7,800 Charlottesville Transit Service $648,004 Department of Community Development $4,068,161 Housing Office $528,130 Monticello Area Community Action Agency (MACAA)$114,500 Piedmont Housing Alliance (PHA)$37,889 Planning District Commission (TJPDC)$108,292 Soil and Water Conservation $96,372 Stream Watch $10,275 VPI Extension Service $201,290 $6,222,400 Page 2 Paragraph Nine: CAPITAL OUTLAYS Transfer to General Government Capital Improvements Fund $259,148 Transfer to Schools Capital Improvements Fund $259,148 Transfer to Storm Water Fund $261,250 $779,546 Paragraph Ten: REVENUE SHARING AGREEMENT Revenue Sharing Agreement $18,454,658 Paragraph Eleven: OTHER USES OF FUNDS Board Contingency Reserve $210,372 Revenue Shortfall Contingency $1,048,837 Salary Contingency - Reclassifications $25,000 VERIP Program $627,795 Transfer to General Government Debt Service $3,181,282 Transfer to School Division Debt Service $13,018,632 Transfer to School Fund - Recurring $96,057,504 $114,169,422 Total GENERAL FUND appropriations for the fiscal year ending June 30, 2011:$213,266,298 To be provided as follows: Revenue from Local Sources $183,458,594 Revenue from Local Sources - Transfers $2,692,166 Revenue from the Commonwealth $22,559,124 Revenue from the Federal Government $4,464,724 Revenue from Fund Balance $91,690 Total GENERAL FUND resources available for fiscal year ending June 30, 2011:$213,266,298 Paragraph One: REGULAR SCHOOL FUND Administration, Attendance & Health $6,372,846 Facilities Construction/ Modification $334,600 Facilities Operation/ Maintenance $14,474,585 Instruction $104,045,029 Pupil Transportation Services $8,523,823 Technology $2,522,187 Other Uses of Funds $6,590,563 Total REGULAR SCHOOL FUND appropriations for fiscal year ending June 30, 2011:$142,863,633 To be provided as follows: Revenue from Local Sources (General Fund Transfer)$96,057,504 Revenue from Other Local Sources $1,072,610 Revenue from School Fund Balance, Carry-Over, Transfers $2,200,000 Revenue from the Commonwealth $40,865,213 Revenue from the Federal Government $2,668,306 Total REGULAR SCHOOL FUND resources available for fiscal year ending June 30, 2011:$142,863,633 SECTION II: REGULAR SCHOOL FUND (Fund 2000) That the following sums of money be and the same hereby are appropriated for SCHOOL purposes herein specified to be apportioned as follows for the fiscal year ending June 30, 2011: Page 3 Paragraph One: FOOD SERVICES (Fund 3000) Maintenance/ Operation of School Cafeterias $4,971,314 Summer Feeding $303,500 Total FOOD SERVICES appropriations for fiscal year ending June 30, 2011:$5,274,814 To be provided as follows: Revenue from Local Sources $3,380,232 Revenue from the Commonwealth $74,500 Revenue from the Federal Government $1,820,082 Total FOOD SERVICES resources available for fiscal year ending June 30, 2011:$5,274,814 Paragraph Two: PRE-SCHOOL SPECIAL EDUCATION FUND (Fund 3205) Special Ed Pre-School Program $67,416 Total PRE-SCHOOL SPECIAL EDUCATION FUND appropriations for fiscal year ending June 30, 2011: $67,416 To be provided as follows: Revenue from the Federal Government $67,416 Total PRE-SCHOOL SPECIAL EDUCATION FUND resources available for fiscal year ending June 30, 2011:$67,416 Paragraph Three: McINTIRE TRUST FUND (Fund 3501) Payment to County Schools $10,000 Total McINTIRE TRUST FUND appropriations for fiscal year ending June 30, 2011:$10,000 To be provided as follows: Revenue from Investments Per Trust $10,000 Total McINTIRE TRUST FUND resources available for fiscal year ending June 30, 2011:$10,000 Paragraph Four: PREP PROGRAM C. B. I. P. Severe (Fund 3201)$1,006,038 E. D. Program (Fund 3202)$788,172 Total PREP PROGRAM appropriations for fiscal year ending June 30, 2011:$1,794,210 To be provided as follows: Revenue from Tuition and Fees $1,794,210 Total PREP PROGRAM resources available for fiscal year ending June 30, 2011:$1,794,210 Paragraph Five: FEDERAL PROGRAMS Adult Education (Fund 3115)$126,500 Carl Perkins (Fund 3207)$150,000 Chapter I (Fund 3101)$1,789,581 Migrant Education (Fund 3103)$147,000 SECTION III: OTHER SCHOOL FUNDS That the following sums of money be and the same hereby are appropriated for the purposes herein specified to be apportioned as follows for the fiscal year ending June 30, 2011: Page 4 Title II (Fund 3203)$450,000 English Literacy/Civics (Fund 3221)$166,500 Economically Dislocated Workers (Fund 3116)$60,000 Title III (Fund 3215)$120,000 21st Century Grant (Fund 3219)$163,177 Technology Challenge Grant (Fund 3131)$15,777 Race to GED (Fund 3309)$30,000 Families in Crisis (Fund 3304)$70,000 Safe Schools (Fund 3316)$778,766 Healthy Students (3317)$704,360 ARRA (Fund 3162)$2,855,590 Total FEDERAL PROGRAMS appropriations for fiscal year ending June 30, 2011:$7,627,251 To be provided as follows: Revenue from Local Sources $80,000 Revenue from Local Sources (Transfer from School Fund)$820,869 Revenue from the Federal Government $6,726,382 Total FEDERAL PROGRAMS resources available for fiscal year June 30, 2011:$7,627,251 Paragraph Six: COMMUNITY EDUCATION FUND (Fund 3300) Community Education $1,621,906 Total COMMUNITY EDUCATION FUND appropriations for fiscal year ending June 30, 2011:$1,621,906 To be provided as follows: Revenue from Local Sources (Tuition)$1,590,745 Revenue from Fund Balance (Fund 3300)$31,161 Total COMMUNITY EDUCATION FUND resources available for fiscal year ending June 30, 2011:$1,621,906 Paragraph Seven: SUMMER SCHOOL (Fund 3310) Summer School $460,561 Total SUMMER SCHOOL appropriations for fiscal year ending June 30, 2011:$460,561 To be provided as follows: Revenue from Local Sources (Transfer from School Fund)$149,621 Revenue from Local Sources (Tuition)$171,440 Miscellaneous Revenues $2,000 Revenue from the Commonwealth $137,500 Total SUMMER SCHOOL resources available for fiscal year ending June 30, 2011:$460,561 Paragraph Eight: SCHOOL BUS REPLACEMENT (Fund 3905) School Bus Replacement $1,510,000 Total SCHOOL BUS REPLACEMENT appropriations for fiscal year ending June 30, 2011:$1,510,000 To be provided as follows: Revenue from Local Sources (Transfer from School Fund)$1,510,000 Total SCHOOL BUS REPLACEMENT resources available for fiscal year ending June 30, 2011:$1,510,000 Paragraph Nine: AIMR SUMMER RENTAL FUND (Fund 3145) Page 5 AIMR Summer Rental $446,010 Total AIMR SUMMER RENTAL FUND appropriations for fiscal year ending June 30, 2011:$446,010 To be provided as follows: Revenue from Local Sources (rental)$446,010 Total AIMR SUMMER RENTAL FUND resources available for fiscal year ending June 30, 2011:$446,010 Paragraph Ten: INTERNAL SERVICE - VEHICLE MAINTENANCE FUND (Fund 3910) Vehicle Maintenance 799,536 Total INTERNAL SERVICE VEHICLE MAINTENANCE FUND appropriations for fiscal year ending June 30, 2011:$799,536 To be provided as follows: Revenue from Local Sources (Charges)$799,536 Total INTERNAL SERVICE VEHICLE MAINTENANCE FUND resources available for fiscal year ending June 30, 2011:$799,536 Paragraph Eleven: GENERAL ADULT EDUCATION FUND (Fund 3133) General Adult Education $15,000 Total GENERAL ADULT EDUCATION FUND appropriations for fiscal year ending June 30, 2011:$15,000 To be provided as follows: Revenue from Local Sources $5,000 Revenue from the Commonwealth $10,000 Total GENERAL ADULT EDUCATION FUND resources available for fiscal year ending June 30, 2011:$15,000 Paragraph Twelve: DRIVERS SAFETY FUND (Fund 3305) Drivers Safety Fund $435,600 Total DRIVERS SAFETY FUND appropriations for fiscal year ending June 30, 2011:$435,600 To be provided as follows: Revenue from Local Sources (Tuition)$375,100 Revenue from the Commonwealth $60,500 Total DRIVERS SAFETY FUND resources available for fiscal year ending June 30, 2011:$435,600 Paragraph Thirteen: OPEN DOORS FUND (Fund 3306) Open Doors Fund $123,000 Total OPEN DOORS FUND appropriations for fiscal year ending June 30, 2011:$123,000 To be provided as follows: Revenue from Local Sources (Tuition)$119,000 Revenue from Local Sources (Advertisements)$4,000 Total OPEN DOORS FUND resources available for fiscal year ending June 30, 2011:$123,000 Paragraph Fourteen: STATE PROGRAMS Special Education Jail Program (Fund 3212)$144,606 Page 6 Algebra Readiness (Fund 3152)$28,104 Individualized Student Alternative Education (Fund 3142)$23,576 Teacher Mentor Program (Fund 3151)$9,586 Total STATE PROGRAMS appropriations for fiscal year ending June 30, 2011:$205,872 To be provided as follows: Revenue from the Commonwealth $205,872 Total STATE PROGRAMS resources available for fiscal year ending June 30, 2011:$205,872 Paragraph Fifteen: COMMUNITY CHARTER SCHOOL Community Charter School (Fund 3380)$18,800 Total COMMUNITY CHARTER SCHOOL appropriations for fiscal year ending June 30, 2011:$18,800 To be provided as follows: Revenue from Local Sources $18,800 Total COMMUNITY CHARTER SCHOOL resources available for fiscal year ending June 30, 2011:$18,800 Paragraph Sixteen: COMPUTER EQUIPMENT REPLACEMENT FUND (Fund 3907) Computer Equipment Replacement Fund $2,000,000 Total COMPUTER EQUIPMENT REPLACEMENT FUND appropriations for fiscal year ending June 30, 2011:$2,000,000 To be provided as follows: Revenue from Local Sources (Transfer from School Fund)$2,000,000 Total COMPUTER EQUIPMENT REPLACEMENT FUND resources available for fiscal year ending June 30, 2011:$2,000,000 Paragraph Seventeen KLUGE-CLUB YANCEY (Fund 3157) Kluge-Club Yancey $20,000 Total KLUGE-CLUB YANCEY appropriations for fiscal year ending June 30, 2011:$20,000 To be provided as follows: Revenue from Local Sources $20,000 Total KLUGE-CLUB YANCEY resources available for fiscal year ending June 30, 2011:$20,000 Paragraph Eighteen: FOUNDATION FOR EXCELLENCE (Fund 3502) Foundation for Excellence $12,000 Total FOUNDATION FOR EXCELLENCE appropriations for fiscal year ending $12,000 To be provided as follows: Revenue from Local Sources (Miscellaneous)$12,000 Total FOUNDATION FOR EXCELLENCE resources available for fiscal year ending June 30, 2011:$12,000 Paragraph Nineteen: Textbook Replacement Fund Textbook Replacement $500,000 Page 7 Total TEXTBOOK REPLACEMENT FUND appropriations for fiscal year ending To be provided as follows: Revenue from Local Sources (Transfer)$500,000 Total TEXTBOOK REPLACEMENT FUND resources available for fiscal year ending June 30, 2011:$500,000 Paragraph Twenty: American History Grant American History $104,000 Total AMERICAN HISTORY GRANT appropriations for fiscal year ending To be provided as follows: Revenue from Local Sources $104,000 Total AMERICAN HISTORY GRANT resources available for fiscal year ending June 30, 2011:$104,000 GRAND TOTAL - OTHER SCHOOL FUNDS $23,045,976 Paragraph One: COMPREHENSIVE SERVICES ACT FUND (Fund 1551) Comprehensive Services Act Program Expenditures $7,250,000 Total COMPREHENSIVE SERVICES ACT appropriations for fiscal year ending June 30, 2011:$7,250,000 To be provided as follows: Revenue from Local Sources (Transfer from General Fund)$2,510,747 Revenue from Local Sources (Transfer from School Fund)$1,040,000 Revenue from the Commonwealth $3,458,840 Revenue from Fund Balance $240,413 Total COMPREHENSIVE SERVICES ACT resources available for fiscal year ending June 30, 2011:$7,250,000 Paragraph Two: BRIGHT STARS 4 YEAR OLD PROGRAM FUND (Fund 1553) Bright Stars Program $1,094,577 Total BRIGHT STARS 4 YEAR OLD PROGRAM FUND appropriations for fiscal year ending June 30, 2011:$1,094,577 To be provided as follows: Revenue from Local Sources (Transfer from General Fund)$727,746 Revenue from Local Sources (Transfer from School Fund)$95,535 Revenue from the Commonwealth $271,296 Total BRIGHT STARS 4 YEAR OLD PROGRAM FUND resources available for fiscal year ending June 30, 2011:$1,094,577 Paragraph Three: TOWE MEMORIAL PARK FUND (Fund 4200) Darden Towe Memorial Park $245,574 Total TOWE MEMORIAL PARK FUND appropriations for fiscal year ending June 30, 2011:$245,574 To be provided as follows: That the following sums of money be and the same hereby are appropriated for OTHER PROGRAM purposes herein specified to be apportioned as follows for the fiscal year ending June 30, 2011: SECTION IV: OTHER SPECIAL REVENUE FUNDS Page 8 Revenue from Local Sources (Transfer from the General Fund)$156,838 Revenue from Other Local Sources $88,736 Total TOWE MEMORIAL PARK FUND resources available for fiscal year ending June 30, 2011:$245,574 Paragraph Four: MJ HEALTH GRANT (Fund 1563) MJ Health Grant $5,000 TOTAL MJ HEALTH GRANT appropriations for fiscal year ending June 30, 2011:$5,000 To be provided as follows: Revenue From Local Sources $5,000 Total MJ HEALTH GRANT resources available for fiscal year ending June 30, 2011:$5,000 Paragraph Five: COURTHOUSE MAINTENANCE FUND (Fund 9150) Transfer to General Government Capital Improvements Fund $40,409 TOTAL COURTHOUSE MAINTENANCE FUND appropriations for fiscal year ending June 30, 2011:$40,409 To be provided as follows: Revenue from Local Sources $40,409 Total COURTHOUSE MAINTENANCE FUND resources available for fiscal year ending June 30, 2011:$40,409 Paragraph Six: TOURISM FUND (Fund 1810) Tourism Enhancement (Transfer to General Fund)$1,248,750 Total TOURISM FUND appropriations for fiscal year ending June 30, 2011:$1,248,750 To be provided as follows: Revenue from Local Sources $1,248,750 Total TOURISM FUND resources available for fiscal year ending June 30, 2011:$1,248,750 Paragraph Seven: CRIMINAL JUSTICE PROGRAMS FUND (Fund 1520) Criminal Justice Grant Programs $751,590 Total CRIMINAL JUSTICE PROGRAMS FUND appropriations for fiscal year ending June 30, 2011:$751,590 To be provided as follows: Revenue from Local Sources $35,000 Revenue from the Commonwealth (Grant)$716,590 Total CRIMINAL JUSTICE PROGRAMS FUND resources available for fiscal year ending June 30, 2011:$751,590 Paragraph Eight: VICTIM-WITNESS GRANT FUND (Fund 1225) Victim-Witness Program $110,656 Total VICTIM-WITNESS GRANT FUND appropriations for fiscal year ending June 30, 2011:$110,656 To be provided as follows: Page 9 Revenue from Local Sources (Transfer from General Fund)$27,807 Revenue from the Commonwealth (Grant)$82,849 Total VICTIM-WITNESS GRANT FUND resources available for fiscal year ending June 30, 2011:$110,656 Paragraph Nine: METRO PLANNING GRANT FUND (Fund 1208) Metropolitan Planning Organization Funding $12,000 Total METRO PLANNING GRANT FUND appropriations for fiscal year ending June 30, 2011:$12,000 To be provided as follows: Revenue from the Federal Government (Grant)$9,600 Revenue from the Commonwealth (Grant)$1,200 Local Funds (Transfer from the General Fund)$1,200 Total METRO PLANNING GRANT FUND resources available for fiscal year ending June 30, 2011:$12,000 Paragraph Ten: HOUSING ASSISTANCE FUND (Fund 1227) Family Self-Sufficiency Program (Transfer to General Fund)$308,780 Section 8 Housing Assistance Payments $2,680,200 Total HOUSING ASSISTANCE FUND appropriations for fiscal year ending June 30, 2011:$2,988,980 To be provided as follows: Revenue from the Federal Government $2,988,980 Total HOUSING ASSISTANCE FUND resources available for fiscal year ending June 30, 2011:$2,988,980 Paragraph Eleven: VEHICLE REPLACEMENT FUND (Fund 9200) Vehicle Replacement $361,790 Total VEHICLE REPLACEMENT FUND appropriations for fiscal year ending June 30, 2011:$361,790 To be provided as follows: Revenue from Local Sources (Transfer from General Fund)$359,440 Revenue from Other Local Sources $2,350 Total VEHICLE REPLACEMENT FUND resources available for fiscal year ending June 30, 2011:$361,790 GRAND TOTAL - SPECIAL REVENUE FUNDS $14,109,326 Paragraph One: COURTS Court Square Maintenance/Replacement Projects $207,955 Old Jail Facility Maintenance $16,720 $224,675 Paragraph Two: PUBLIC SAFETY ACRJ Security System $36,513 SECTION V - GENERAL GOVERNMENT CAPITAL IMPROVEMENTS FUND (Fund 9010) That the following sums of money be and the same hereby are appropriated from the GENERAL GOVERNMENT CAPITAL IMPROVEMENTS FUND to be apportioned as follows for the purposes herein specified for the fiscal year ending June 30, 2011: Page 10 Police Mobile Data Computers $329,175 $365,688 Page 11 Paragraph Three: PUBLIC WORKS County Facilities - Maintenance/Replacement $914,375 Ivy Landfill Remediation $559,075 Keene Landfill Closure $52,250 Moores Creek Septage Receiving $178,695 Storage Facility Lease (Tr to General Fund)$58,000 $1,762,395 Paragraph Four: PARKS, RECREATION & CULTURE Parks - Maintenance/Replacement $407,550 $407,550 Paragraph Five: LIBRARIES City-Co Branch Library Maintenance/Replacement $64,268 $64,268 Paragraph Six: TECHNOLOGY AND GIS County Server/Infrastructure Upgrade $397,100 Paragraph Seven: ACQUISITION OF CONSERVATION EASEMENTS Acquisition of Conservation Easements (ACE) Program $365,750 Total GENERAL GOVERNMENT CAPITAL IMPROVEMENTS FUND appropriations for fiscal year ending June 30, 2011:$3,587,426 To be provided as follows: Revenue from Local Sources (General Fund Transfer)$259,148 Other Local Sources (including Proffers)$252,593 Loan Proceeds $0 Use of Fund Balance $3,075,685 Total GENERAL GOVERNMENT CAPITAL IMPROVEMENTS FUND resources available for fiscal year ending June 30, 2011:$3,587,426 Page 12 Paragraph One: EDUCATION (SCHOOL DIVISION) Administrative Technology $182,875 Maintenance/Replacement $3,581,215 Storage Facility Lease $144,000 Technology Grant $785,840 Wide Area Network Upgrade $418,000 Total SCHOOL DIVISION CAPITAL IMPROVEMENTS FUND appropriations for fiscal year ending June 30, 2011:$5,111,930 To be provided as follows: Revenue from Local Sources (General Fund Transfer)$259,148 Proffers $0 Interest Earned $20,000 State Technology Grant $752,000 VPSA Bonds $2,917,000 Fund Balance $1,163,782 Total SCHOOL DIVISION CAPITAL IMPROVEMENTS FUND resources available for fiscal year ending June 30, 2011:$5,111,930 Paragraph One: STORM WATER PROJECTS Storm Water Control Program $261,250 Total STORM WATER CAPITAL IMPROVEMENTS FUND appropriations for fiscal year ending June 30, 2011:$261,250 To be provided as follows: Revenue from Local Sources (Transfer from General Fund)$261,250 Total STORM WATER CAPITAL IMPROVEMENTS FUND resources available for fiscal year ending June 30, 2011:$261,250 Paragraph One: SCHOOL DIVISION DEBT SERVICE FUND (Fund 9900) Debt Service Payments - School Division $13,018,632 Debt Service Payments - PREP $211,081 Total SCHOOL DIVISION DEBT SERVICE appropriations for fiscal year ending June 30, 2011:$13,229,712 To be provided as follows: Revenue from Local Sources (Transfer from General Fund)$13,018,632 Revenue from Local Sources (PREP Fees)$211,081 That the following sums of money be and the same hereby are appropriated from the SCHOOL DIVISION CAPITAL IMPROVEMENTS FUND for the purposes herein specified to be apportioned as follows for the fiscal year ending June 30, 2011: That the following sums of money be and the same hereby are appropriated from the STORM WATER CAPITAL IMPROVEMENTS FUND for the purposes herein specified to be apportioned as follows for the fiscal year ending June 30, 2011: SECTION VI: SCHOOL DIVISION CAPITAL IMPROVEMENTS FUND (Fund 9000) SECTION VII: STORM WATER CAPITAL IMPROVEMENTS FUND (Fund 9100) That the following sums of money be and the same hereby are appropriated for the function of DEBT SERVICE to be apportioned as follows from the GENERAL GOVERNMENT DEBT SERVICE FUND and the SCHOOL DIVISION DEBT SERVICE FUND for the fiscal year ending June 30, 2011: SECTION VIII: DEBT SERVICE Page 13 Total SCHOOL DIVISION DEBT SERVICE resources available for fiscal year ending June 30, 2011:$13,229,712 Paragraph Two: GENERAL GOVERNMENT DEBT SERVICE FUND (Fund 9910) Emergency Services Radio System Lease/Debt Service Payment $826,556 Debt Service Payments - General Government $2,624,514 Bond Issuance Cost $13,390 Total GENERAL GOVERNMENT DEBT SERVICE appropriations for fiscal year ending June 30, 2011:$3,464,460 To be provided as follows: Revenue from Local Sources $283,178 Revenue from Local Sources (Transfer from General Fund)$3,181,282 Total GENERAL GOVERNMENT DEBT SERVICE resources available for fiscal year ending June 30, 2011:$3,464,460 GRAND TOTAL - DEBT SERVICE FUNDS $16,694,172 Appropriations: Section I General Fund $213,266,298 Section II School Fund $142,863,633 Section III Other School Funds $23,045,976 Section IV Other Special Revenue Funds $14,109,326 Section V General Government Capital Improvements Fund $3,587,426 Section VI School Division Capital Improvements Fund $5,111,930 Section VII Storm Water Capital Improvements Fund $261,250 Section VIII Debt Service $16,694,172 $418,940,011 Less Inter-Fund Transfers General Fund to School Fund ($96,490,634) General Fund to Special Revenue Funds ($3,783,778) General Fund to Capital Improvements Funds ($779,546) General Fund to Debt Service Funds ($16,199,914) Special Revenue Funds to General Fund ($1,557,530) Special Revenue Funds to Capital Improvements Funds ($40,409) School Fund to Self-Sustaining Funds ($4,980,490) School Fund to Special Revenue Funds ($1,135,535) School Fund to General Fund ($474,538) Self-Sustaining Funds to School Fund ($400,000) Capital Improvements Funds to General Fund/School Fund ($840,041) ($126,682,415) GRAND TOTAL - ALBEMARLE COUNTY APPROPRIATIONS $292,257,596 SECTIONS I - VIII OF THIS RESOLUTION FOR THE FISCAL YEAR ENDING June 30, 2011 RECAPITULATION: TOTAL APPROPRIATIONS MENTIONED IN Page 14 Paragraph One: EMERGENCY COMMUNICATIONS CENTER FUND Emergency Communications Center $5,022,847 Total EMERGENCY COMMUNICATIONS CENTER FUND appropriations for fiscal year ending June 30, 2011:$5,022,847 To be provided as follows: Albemarle County $1,982,766 City of Charlottesville $1,647,045 University of Virginia $553,503 Revenue from Other Local Sources $276,387 Revenue from the Commonwealth $550,000 Revenue from the Federal Government $13,146 Total EMERGENCY COMMUNICATIONS CENTER FUND resources available for fiscal year ending June 30, 2011:$5,022,847 Paragraph Two All revenue received by any agency under the control of the Board of Supervisors included or not included in its estimate of revenue for the financing of the fund budget as submitted to the Board of Supervisors may not be expended by the said agency under the control of the Board of Supervisors without the consent of the Board of Supervisors being first obtained, nor may any of these agencies or boards make expenditures which will exceed a specific item of an appropriation. Paragraph Three No obligations for goods, materials, supplies, equipment, or contractual services for any purpose may be incurred by any department, bureau, agency, or individual under the direct control of the Board of Supervisors except by requisition to the purchasing agent; provided, however, no requisition for items exempted by the Albemarle County Purchasing Manual shall be required; and provided further that no requisition for contractual services involving the issuance of a contract on a competitive bid basis shall be required, but such contract shall be approved by the head of the contracting department, bureau, agency, or individual, the County Attorney, and the Purchasing Agent or Director of Finance. The Purchasing Agent shall be responsible for securing such competitive bids on the basis of specifications furnished by the contracting department, bureau, agency, or individual. In the event of the failure for any reason of approval herein required for such contracts, said contract shall be awarded through appropriate action of the Board of Supervisors. Otherwise, the said appropriations shall be deemed to be payable in such proportion as the total sum of all Subject to the qualifications in this resolution contained, all appropriations are declared to be maximum, conditional, and proportionate appropriations - the purpose being to make the appropriations payable in full in the amount named herein if necessary and then only in the event the aggregate revenues collected and available during the fiscal year for which the appropriations are made are sufficient to pay all of the appropriations in full. SECTION IX: EMERGENCY COMMUNICATIONS CENTER That the following sums of money be and the same hereby are appropriated from the EMERGENCY COMMUNICATIONS CENTER FUND for the purposes herein specified to be apportioned as follows for the fiscal year ending June 30, 2011: BE IT FURTHER RESOLVED THAT the Director of Finance is hereby authorized to transfer monies from one fund to another, from time to time as monies become available, sums equal to, but not in excess of, the appropriations made to these funds for the period covered by this appropriation resolution. realized revenue of the respective funds is to the total amount of revenue estimated to be available in the said fiscal year by the Board of Supervisors. SECTION IX All of the monies appropriated as shown by the contained items in Sections I through VIII are appropriated upon the provisos, terms, conditions, and provisions herein before set forth in connection with said terms and those set forth in this section. The Director of Finance (Richard Wiggans) and Clerk to the Board of Supervisors (Ella W. Jordan) are hereby designated as authorized signatories for all bank accounts. Paragraph One Page 15 Allowances out of any of the appropriations made in this resolution by any or all County departments, bureaus, or agencies under the control of the Board of Supervisors to any of their officers and employees for expense on account of the use of such officers and employees of their personal automobiles in the discharge of their official duties shall be paid at the same rate as that established by the State of Virginia for its employees and shall be subject to change from time to time to maintain like rates. This resolution shall become effective on July first, two thousand and ten. All travel expense accounts shall be submitted on forms and according to regulations prescribed or approved by the Director of Finance. Paragraph Six All resolutions and parts of resolutions inconsistent with the provisions of this resolution shall be and the same are hereby repealed. Paragraph Seven Paragraph Five Any obligations incurred contrary to the purchasing procedures prescribed in the Albemarle County Purchasing Manual shall not be considered obligations of the County, and the Director of Finance shall not issue any warrants in payment of such obligations. Paragraph Four Page 16 RESOLUTION OF OFFICIAL INTENT TO REIMBURSE EXPENDITURES WITH PROCEEDS OF A BORROWING WHEREAS, the Albemarle County Board of Supervisors, Virginia (the “Borrower”), intends to acquire, construct and equip the items and projects set forth in Exhibit A hereto (collectively, the “Project”); and WHEREAS, plans for the Project have advanced and the Borrower expects to advance its own funds to pay expenditures related to the Project (the “Expenditures”) prior to incurring indebtedness and to receive reimbursement for such Expenditures from proceeds of tax- exempt bonds or taxable debt, or both; NOW, THEREFORE, BE IT RESOLVED by the Albemarle County Board of Supervisors that: 1. The Borrower intends to utilize the proceeds of tax-exempt bonds (the “Bonds”) or to incur other debt, to pay the costs of the Project in an amount not currently expected to exceed $19,324,839. 2. The Borrower intends that the proceeds of the Bonds be used to reimburse the Borrower for Expenditures with respect to the Project made on or after the date that is no more than 60 days prior to the date of this Resolution. The Borrower reasonably expects on the date hereof that it will reimburse the Expenditures with the proceeds of the Bonds or other debt. 3. Each Expenditure was or will be, unless otherwise approved by bond counsel, either (a) of a type properly chargeable to a capital account under general federal income tax principles (determined in each case as of the date of the Expenditure), (b) a cost of issuance with respect to the Bonds, (c) a nonrecurring item that is not customarily payable from current revenues, or (d) a grant to a party that is not related to or an agent of the Borrower so long as such grant does not impose any obligation or condition (directly or indirectly) to repay any amount to or for the benefit of the Borrower. 4. The Borrower intends to make a reimbursement allocation, which is a written allocation by the Borrower that evidences the Borrower’s use of proceeds of the Bonds to reimburse an Expenditure, no later than 18 months after the later of the date on which the Expenditure is paid or the Project is placed in service or abandoned, but in no event more than three years after the date on which the Expenditure is paid. The Borrower recognizes that exceptions are available for certain “preliminary expenditures,” costs of issuance, certain de minimis amounts, expenditures by “small issuers” (based on the year of issuance and not the year of expenditure) and expenditures for construction of at least five years. 5. The Borrower intends that the adoption of this resolution confirms the “official intent” within the meaning of Treasury Regulations Section 1.150-2 promulgated under the Internal Revenue Code of 1986, as amended. 6. This resolution shall take effect immediately upon its passage. Exhibit A CAPITAL IMPROVEMENT PROGRAM BONDED PROJECTS FY 2010/11 Schools Amount 1. School Maintenance Projects $2,917,000 Schools Subtotal $2,917,000 TOTAL DEBT ISSUE – FY 2010/11 PROJECTS $2,917,000 PREVIOUSLY APPROPRIATED PROJECTS TO BE BONDED Schools Amount 1. School Maintenance Projects $3,269,000 2. Gymnasium HVAC & Lighting Replacement $1,794,000 4. Greer Elementary School Addition/Renovations $80,000 5. Crozet Elementary School Improvements $395,000 6. Henley Auxiliary PE/Meeting Space $200,000 Schools Subtotal $5,738,000 General Fund Amount 1. Juvenile & Domestic Relations Court Renovations $3,650,000 2. Pantops Fire Station $250,000 3. Ivy Fire Station $250,000 4. Fire Rescue Apparatus $1,016,000 5. Crozet Ladder Truck $1,138,000 6. Hollymead Fire Apparatus $415,000 7. Crozet Streetscapes Phase II* $1,890,839 8. Crozet Library* $1,800,000 9. County IT Infrastructure/Server Upgrade $260,000 General Fund Subtotal $10,669,839 TOTAL DEBT ISSUE – ALL PROJECTS $19,324,839 *Project previously anticipated to be funded or partially funded with cash. Return to exec summary COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: VDOT Revenue Sharing Program Application, FY 2010/11 SUBJECT/PROPOSAL/REQUEST: Resolution to approve the County’s participation in the Virginia Department of Transportation (VDOT) Revenue Sharing Program for FY 10-11 STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, Benish LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: INFORMATION: CONSENT AGENDA: ACTION: X INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The VDOT Revenue Sharing Program (“Program”) is a competitive funding program for road improvements which requires, at a minimum, a dollar for dollar match from participating localities. The County has participated in this Program since 1988. The Program provides an opportunity for the County to receive up to an additional $1.0 million for road improvements. Last year, the County provided a $1.5 million match and received the full award of $1.0 million, which was applied to the Jarmans Gap Road Project. STRATEGIC PLAN: Goal 3: Develop Policies and Infrastructure Improvements to Address the County’s Growing Needs. DISCUSSION: The Revenue Sharing Program funding priorities (Tiers) were modified two years ago to make projects that are administered by the locality the highest priority for funding (Tier One) and projects in which the locality has provided a match in excess of a dollar for dollar match the second highest priority for funding (Tier Two). To date, the County’s requests have qualified under the Tier Two criteria. Tier One project requests will be fully funded before any funds are made available for Tier Two project requests. Due to the State’s limited funding of the Revenue Sharing Program in FY10-11 (State Code minimum of $15 million as opposed to up to $50 million in prior years), it is likely that only the projects qualifying under the Tier One criteria (locally administered projects) will be funded in FY10-11. The only project administered by the County that would meet the Tier One criteria of the Revenue Sharing Program is the Crozet Streetscape Project. Therefore, staff is recommending that the County request FY10-11 Revenue Sharing funds for the Crozet Streetscape Project. VDOT staff concur that this is an eligible and viable project for Revenue Sharing Program funding. If the request is approved, the project would receive up to $1.0 million in fu nding, which would consist of up to $500,000 in State Revenue Sharing funds and $500,000 in matching local funds. The FY10-11 budget adopted by the Board included the retention of $500,000 from previous allocations in the CIP for a possible Revenue Sharing application in FY10-11. The estimated cost for the Crozet Streetscape Project is $3.25 million. Previously planned funding for this project included debt financing of approximately $2.8 million and other VDOT grants totaling a little over $400,000. Leveraging the additional Revenue Sharing funds would: 1) ensure that adequate funding will be available for the project; 2) reduce the long term cost of the project by reducing borrowing costs; and/or, 3) allow some County funds now allocated to the streetscape project to be moved to other priority projects , as needed (such as the Jarmans Gap Road, Georgetown Road or the Broomley Bridge projects identified in the VDOT Six Year Secondary Road Improvement Program). AGENDA TITLE: VDOT Revenue Sharing Program Application, FY 2010/11 June 2, 2010 Page 2 BUDGET IMPACT: A total of $500,000, all previously appropriated, is available under unencumbered funds in the CIP’s Revenue Sharing Road Supplemental budget line item (9010 41020 950223). This balance was maintained in the budget to allow for a future Revenue Sharing Program request, potentially to address anticipated shortfalls in fund ing for the Jarmans Gap Road Project. The Jarmans Gap Road Project is currently adequately funded for the anticipated construction year in the Six Year Secondary Road Improvement Program. Pursuit of Revenue Sharing funding for the Crozet Streetscape Project will provide an additional infusion of funding for transportation projects, and potentially allow some local funding currently allocated to the streetscape project to be reallocated to other priority transportation projects. RECOMMENDATIONS: Staff recommends that the Board adopt the attached resolution to participate in VDOT’s Revenue Sharing Program for FY10-11, which requests $500,000 in State Revenue Sharing funds for the Crozet Streetscape Project. This request will be matched with $500,000 from the current unencumbered balance in Revenue Sharing Supplemental funds in the County’s CIP. ATTACHMENTS A – Resolution Return to consent agenda Return to regular agenda Attachment A RESOLUTION TO PARTICIPATE IN VIRGINIA DEPARTMENT OF TRANSPORTATION REVENUE SHARING PROGRAM FOR FISCAL YEAR 2011 WHEREAS, the County of Albemarle desires to submit an application for up to $500,000 of revenue sharing funds through the Virginia Department of Transportation Fiscal Year 2010/11 Revenue Sharing Program; and WHEREAS, the County is willing to commit a $500,000 match in order to compete for Tier Two funding; and WHEREAS, these funds are requested to fund the Crozet Avenue (Route 240) streetscape and road improvements project between Tabor Street and Three Notched Road, which will provide new and upgraded sidewalks, travelway, and turnlane improvements along Crozet Avenue, as well as dra inage and stormwater detention improvements that serve both the Crozet Streetscape Project and the Jarmans Gap Road Project. NOW, THEREFORE, BE IT RESOLVED that the Albemarle County Board of Supervisors hereby commits to provide $500,000 of matching funds in its application for up to $500,000 of revenue sharing funds from the Virginia Department of Transportation Revenue Sharing Program and requests that the Virginia Department of Transportation approve the County’s application. Return to exec summary COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Interoperable Emergency Communications Planning Grant (IECPG) Resolution SUBJECT/PROPOSAL/REQUEST: Board Authorization to Execute Virginia Department of Emergency Management Grant STAFF CONTACT(S): Messrs. Tucker, Elliott, and Hanson LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: INFORMATION: CONSENT AGENDA: ACTION: X INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The Virginia Department of Emergency Management (VDEM) has awarded a $114,000.00 grant through its Interoperable Emergency Communications Grant Program (IECGP) to the Regional Preparedness Advisory Committee (RPAC)-Region 3. RPAC-Region 3 is comprised of 20 jurisdictions in the Commonwealth of Virginia including the County of Albemarle. The purpose of the grant is to hire an emergency communications consultant to survey the jurisdictions and identify key regional stakeholders in order to prioritize regional interoperable communications initiatives. The work plan is proposed to include developing the framework for Standard Operating Procedures (SOPs) as well as policies and procedures for interoperable communications. STRATEGIC PLAN: Enhance the Quality of Life for all Albemarle County Residents DISCUSSION: The Charlottesville UVA-Albemarle County Emergency Communications Center (“ECC”) has agreed to serve as grant administrator for this planning grant. Because the County of Albemarle serves as the fiscal agent for the ECC, it is necessary for the Board of Supervisors to adopt the attached resolution authorizing the County Executive to execute all grant-in-aid documents required for implementation of this program in order for the ECC to administer the grant. Based upon the critical need to have effective and efficient interoperable communications during times of emergencies, staff supports this program. BUDGET IMPACT: The County of Albemarle is serving as fiscal agent for the RPAC Region 3. Funding being made available by VDEM is 100 percent reimbursable with no additional funding required by the County. RECOMMENDATIONS: Staff recommends that the Board authorize the County Executive to execute the attached Resolution (Attachment A). ATTACHMENTS A – Resolution Return to consent agenda Return to regular agenda (To Be Completed Once Funds are Awarded) BE IT RESOLVED BY THE ________________________________________________Board of Supervisors________________________________ (Governing Body) OF THE ________________________________________________________ THAT County of Albemarle, Virginia,_______________________________________________ (Name of Applicant) ________________________________________________________________ , ORthe ECC Executive Director____________________________________ (Name or Title of Authorized Agent) ________________________________________________________________ , ORthe County Executive________________________________________ (Name or Title of Authorized Agent) ________________________________________________________________ , (Name or Title of Authorized Agent) Passed and approved this _______________ day of ____________________________, 20_____ Certification I, ____________________________________________________________, duly appointed and (Name) _________________________________ of the ______________________________________ (Title) (Governing Body) do hereby certify that the above is a true and correct copy of a resolution passed and approved by the _________________________________ of the _______________________________ on the (Governing body)(Name of Applicant) ______________________ day of ____________________________________, 20__________. ___________________________________________ (Official Position) ___________________________________________ (Signature) ___________________________________________ (Date) Return to exec summary is hereby authorized to execute for and on behalf of the named applicant, a public entity established under the laws of the State of Virginia, any actions necessary for the purpose of obtaining federal financial assistance provided by the federal Department of Homeland Security and sub-granted through the State of Virginia. Governing Body Resolution COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Petty Cash Resolution SUBJECT/PROPOSAL/REQUEST: Adopt a Petty Cash Resolution to amend the petty cash fund for the Sheriff’s Office STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, Wiggans, and Koonce, and Ms. Murray LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: INFORMATION: CONSENT AGENDA: ACTION: X INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: Virginia Code Section 15-2-1229 provides that the County may adopt a resolution to establish petty cash funds not exceeding $5,000 to be used to transact daily County business. STRATEGIC PLAN: Goal Five: Fund the County’s Future Needs DISCUSSION: Currently the petty cash fund for the Sher iff’s Office is established at $100.00. The Sheriff has determined that he no longer desires to have a petty cash fund and requests that it be eliminated. The Board of Supervisors last established petty cash funds by a Resolution adopted on November 5, 2 008. Staff recommends adoption of a new Resolution to: Eliminate the petty cash fund for the Sheriff’s Office. Maintain all the petty cash funds in the same amounts as previously established. BUDGET IMPACT: There is no budget impact from this action . RECOMMENDATIONS: Staff recommends that the Board adopt the attached Resolution to reestablish the current petty cash funds as well as amend the petty cash fund for the Sheriff’s Office. ATTACHMENTS A – Resolution – Petty Cash Return to consent agenda Return to regular agenda Attachment A RESOLUTION WHEREAS, Virginia Code §15.2-1229, provides that the governing body of any county may establish by resolution one or more petty cash funds not exceeding $5,000 each for the payment of claims arising from commitments made pursuant to law; and WHEREAS, the Board of Supervisors adopted a Resolution on November 5, 2008 establishing petty cash funds; and WHEREAS, the Board of Supervisors now desires to amend certain petty cash funds for the above stated purpose. NOW, THEREFORE, BE IT RESOLVED THAT the Board of Supervisors of Albemarle County, Virginia establishes the following petty cash funds: Finance Department $ 4,350.00 Social Services 200.00 Community Development 100.00 Police Department 1,800.00 Fire and Rescue 150.00 Fire and Rescue - Monticello Fire Station 200.00 Fire and Rescue – Hollymead Fire Station 500.00 Commonwealth’s Attorney 300.00 Parks & Recreation 100.00 Total $ 7,700.00 Return to exec summary COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Virginia Retirement System (VRS) Plan Changes SUBJECT/PROPOSAL/REQUEST: Resolution to Authorize Pick-up of Employee’s Contribution to VRS STAFF CONTACT(S): Messrs. Tucker, Foley, and Davis; and Ms. Suyes and Ms. Gerome LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: INFORMATION: CONSENT AGENDA: ACTION: X INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The Virginia General Assembly adopted several benefit plan changes for the Virginia Retirement System (“VRS”) for employees hired on or after July 1, 2010. One change stipulates that employees hired on or after July 1, 2010 with no prior service credit must pay their VRS member contribution unless the employer elects to pick-up (in whole or in part) the five percent (5%) member contribution. This report summarizes some of the VRS plan changes and includes a recommendation regarding the employee member contribution. STRATEGIC PLAN: This action is aligned with the County’s Mission: To enhance the well-being and quality of life for all citizens through the provision of the highest level of public service consistent with the prudent use of public funds. DISCUSSION: VRS Plan Design Changes VRS is a defined benefit plan, with a benefit calculated based on a formula. Factors that are included in the formula include: age at retirement, average final compensation, and years of VRS service. VRS has implemented changes to this plan design for employees hired on or after July 1, 2010, referred to as Plan 2. Current members will remain in the current unchanged plan structure, which is referred to as Plan 1. Some of the differences between the two plans are shown, below: VRS Plan 1 (Hire date prior to July 1, 2010) VRS Plan 2 (Hired on or after July 1, 2010) Average final compensation Average of employee’s 36 highest consecutive months of creditable compensation Average of employee’s 60 highest consecutive months of creditable compensation Normal retirement age 65 Public Safety (VaLORS) 60 Normal Social Security Age Public Safety (VaLORS) 60 (no change) 5 Percent Member contribution Employer contributes 5% of the employee’s compensation Employee contributes 5% of compensation Localities and school divisions may elect to pick-up, in whole or in part (in one percent (1%) increments) the five percent (5%) member contribution for new employees (VRS Plan 2). The decision to pay all or a portion of the member contribution for new employees is not irrevocable, however that decision must remain in effect for a full fiscal year (July 1 – June 30). Any change becomes effective the beginning of the next fiscal year. VRS requires that a resolution be adopted by any county or school board that elects to pay any portion of the employee contribution. Requiring new employees to pay a portion of the contribution would create equity issues with regard to total compensation. The impact on recruiting new hires cannot be ascertained yet, nor can we obtain reliable data regarding the Board of Supervisors/School Board adopted competitive market. The limited market data we have obtained (from Nelson County Schools, Prince William County Government, Fauquier County Schools and Government, and Charlottesville Schools) generally shows that localities and school divisions will continue to contribute the five percent (5%) employee member contribution for Plan 2 employees, at least for the present time. Based on these factors and the limited number of new employees that are expected to be hired over the course of the upcoming year, staff AGENDA TITLE: Virginia Retirement System (VRS) Plan Changes June 2, 2010 Page 2 recommends that the Board elect to pick-up the five percent (5%) member contribution for the next fiscal year. The School Board will be considering the same recommendation at its next meeting. Staff will assess market trends and present a recommendation for FY2011-12 to the Joint Boards in early fall. BUDGET IMPACT: The budget implications will be minimal due to the limited number of employees that are expected to be hired for the upcoming fiscal year. RECOMMENDATIONS: Staff recommends that the Board adopt the attached resolution authorizing Albemarle County to pick-up the five percent (5%) member contribution to VRS for employees hired on or after July 1, 2010, effective July 1, 2010. ATTACHMENTS A - Resolution- Authorization to Pick-up the Employee’s Contribution to VRS under 414(h) of the Internal Revenue Code For Plan 2 Employees Return to consent agenda Return to regular agenda Page 1 of 2 The Virginia General Assembly, in its 2010 session passed legislation creating a separate retirement plan for employees hired on or after July 1, 2010 (hereafter referred to as “Plan 2” employees). The legislation amended VA Code § 51.1-144 to provide that Plan 2 employees will pay their 5 percent member contribution and that, absent other action by the employer, such contribution will be paid through salary reduction according to Internal Revenue Code § 414 (h). Internal Revenue Code § 414 (h) provides that a governmental employer may “pick-up” mandatory employee contributions and thereby cause the contributions to be made on a pre-tax basis. The formal written action required by Internal Revenue Code § 414 (h) to effect the pick -up has been taken by the General Assembly with the Governor’s signature. The legislation also permits each county, city, town, local public school board or other local employer to pick-up, in whole or in part (in 1 percent increments), the 5 percent member contribution as an additional benefit not paid as salary. The employer’s optional payment of the 5 percent member contribution may be phased in over a period approved by the VRS Board not to exceed 6 years and may only be made on a uniform basis for all its Plan 2 employees. The formal written action required by Internal Revenue Code § 414 (h) to effect the pick-up using the alternatives permitted by the legislation must be taken by the governing body of the specific employing entity and must be effective only on a prospective basis. Please indicate, by selecting one option below, how member contributions will be paid: This is to acknowledge that_______________________ (Employer Name) will have the employees pay the 5 percent member contribution according to the terms of the legislation. This action does not require action by your governing body. __________________________(Authorized Signature)____________(Date) X This is to acknowledge that the County of Albemarle, Virginia elects to pick-up some or all of the 5 percent member contributions as detailed in the following duly approved resolution. RESOLUTION Authorization to Pick-up the Employee’s Contribution to VRS Under § 414(h) of the Internal Revenue Code For Plan 2 Employees WHEREAS, the Virginia General Assembly, in its 2010 session passed legislation creating a separate retirement plan for employees hired on or after July 1, 2010 (hereafter referred to as “Plan 2 Employees”). The legislation stipulates that Plan 2 Employees will pay their 5 percent member contribution and that, absent other action by the employer, such contribution will be paid through salary reduction according to Internal Revenue Code § 414 (h) on a pre-tax basis; and Page 2 of 2 WHEREAS, the legislation allows certain employers, including the County of Albemarle, Virginia, to pick-up and pay all or a portion of the member contributions on behalf of its Plan 2 Employees as an additional benefit not paid as salary; and WHEREAS, the election to pick-up and pay all or a portion of the member contributions on behalf of its Plan 2 Employees as an additional benefit not paid as salary shall, once made, remain in effect for the applicable fiscal year (July 1 - June 30) and shall continue in effect beyond the end of such fiscal year absent a subsequent resolution changing the way the 5 percent member contribution is paid; and WHEREAS, employee contributions that are picked-up as an additional benefit not paid as salary are not considered wages for purposes of VA Code § 51.1 -700 et seq. nor shall they be considered salary for purposes of VA Code § 51.1-100 et seq.; and WHEREAS, the County of Albemarle, Virginia desires to pick-up and pay its Plan 2 Employees’ member contributions to VRS as an additional benefit not paid as salary in an amount equal to 5% of creditable compensation; and WHEREAS, VRS tracks such picked-up member contributions and is prepared to treat such contributions as employee contributions for all purposes of VRS. NOW, THEREFORE, IT IS HEREBY RESOLVED that effective the first day of July, 2010, the County of Albemarle, Virginia shall pick-up member contributions of its Plan 2 Employees to VRS as an additional benefit not paid as salary in an amount equal to 5% of creditable compensation subject to the terms and conditions described above; An d BE IT FURTHER RESOLVED that such contributions, although designated as member contributions, are to be made by the County of Albemarle, Virginia in lieu of member contributions; AND FURTHER RESOLVED that nothing herein shall be construed so as to permit or extend an option to VRS members to receive the pick ed-up contributions made by the County of Albemarle, Virginia directly instead of having them paid to VRS. Adopted by the Board of Supervisors, of the County of Albemarle, Virginia this ______ day of ___________________, ___________. _______________________________________ Ella W. Jordan, Clerk Albemarle County Board of Supervisors Return to exec summary COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Resource Management Review Update – 1st Quarter Calendar Year 2010 SUBJECT/PROPOSAL/REQUEST: Update on the review and implementation of the Resource Management Review’s recommendation STAFF CONTACT(S): Messrs. Tucker, Foley, Elliott, and Davis; and Ms. Jammes LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: X ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: On May 7, 2008, the Board directed staff to initiate an external assessment of the County’s resource management in conjunction with the County’s ongoing continuous improvement efforts. On July 2, 2008, the Board approved the County entering into an agreement with Virginia Commonwealth University’s Commonwealth Educational Policy Institute (CEPI) to conduct this assessment. CEPI delivered its final report to the Board on February 11, 2009. On May 6, 2009, the Board received initial information on staff’s progress and planned actions in evaluating and implementing the recommendations of CEPI’s assessment. This report represents the 4th update to the Board on progress being made by staff and other stakeholders in implementing recommendations from this analysis. STRATEGIC PLAN: Enhance the well-being and quality of life for all citizens through the provision of the highest level of public service consistent with the prudent use of public funds. DISCUSSION: The Resource Management Review included 148 recommendations for local government departments and selected community agencies. In order to improve the clarity of the report’s recommendations and allow for better management of and reporting on recommendations, staff has consolidated similar or related recom mendations and categorized them as follows: 47 recommendations have been resolved either by implementation or continuing existing County processes or practices 23 recommendations are in the process of being implemented. 4 recommendations are related to providing additional resources. These will be reviewed in the context of the County’s annual Five-Year Financial Plan and budget processes. 11 recommendations will require further evaluation by staff before they can be considered for implementation. Staff will proceed with these evaluations as soon as possible recognizing that existing staffing levels in some departments and the scope of organizational change required by certain recommendations will determine their timing for implementation. A list of the recommendations included in each category is available in Attachment A. Since the 4th Quarter Calendar Year 2009 report to the Board, seven (7) items have been moved from the “Underway” Status to “Completed” while two (2) items were moved from “Budget Concerns” to “Completed” status. Implementation of the EMS Cost Recovery Program and further development of the County’s Performance Management System were among the recommendations completed during the 1st quarter of this year. Staff will continue to provide quarterly updates to the Board on the status and results of the Resource Management Review’s recommendations. BUDGET IMPACT: There is no budget impact in analyzing the report’s recommendations at this time. Recommendations that will require additional resources to analyze or implement beyond the reallocation of existing resources will be brought to the Board for discussion and action. RECOMMENDATIONS: This update is presented for the Board’s information. ATTACHMENTS A – Status of Resource Management Review Recommendations Return to consent agenda Return to regular agenda COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: 2009 Website Annual Report/ROI Report SUBJECT/PROPOSAL/REQUEST: Report on Website Usage including Analysis of Return on Investment (ROI) for 2009 STAFF CONTACT(S): Messrs. Tucker, Elliott, Davis, and Culp; and Ms. Catlin, Ms. Pack, and Ms. Gilliam LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: X ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: Since 1995, Albemarle County has deployed an evolving and dynamic digital government program including, but not limited to, an interactive and vibrant website, an electronic news service (“AMail”) and podcasting of public meetings. Each year, the Office of Community Relations provides an Annual Report which offers an overview of activity related to this program. Featured in this year’s report is an analysis of our website’s return on investment, or ROI. This analysis is being provided to gauge the effectiveness of programmed funds allocated for the website in enabling citizens and guests to obtain timely information on programs and services. Information in this report will serve as an important baseline benchmark for measurement of the redesigned website which is currently scheduled to be unveiled in mid-June. STRATEGIC PLAN: Enhance the Quality of Life for all Albemarle County Residents. DISCUSSION: The attached Annual Report contains statistics on the use and value of the digital government program. Highlights of the Report are noted below. Generally speaking, the County continues to experience significant increases in the use of all aspects of online services resulting in improved customer accessibility and convenience as well as efficiencies and cost savings for the County. The website provides an accurate, current online presence for Albemarle County Local Government. It has continually been upgraded and enhanced since its inception to provide improved functionality and interactivity to meet the growing demand for online information and service. The website facilitates communication, community engagement and business transactions between citizens and County government. Website Mission Statement: To create and maintain a dynamic, interactive online government presence that educates and informs citizens and allows people to conduct business with the County in ways that increase our accessibility and customer service and improve our operational efficiency. Report Highlights: Page views increased 79.4% between 2005 and 2009, with 29,000 average page views per day in 2009 Site visits increased 96.3% between 2005 and 2009, with 4,806 average site visits per day in 2009 File downloads increased 31.2% between 2005 and 2009, with 1.4 million files downloaded in 2009 Podcasts of Board meetings were accessed over 162,000 times in 2009 Total return on investment (ROI) for the website for 2009 totaled over $872,000. Please see the attached report for details related to these highlights. In 2009, Albemarle County was named among the top ten most technologically advanced, cutting edge county governments of its size in the U. S. by the Center for Digital Government and the National Association of Counties (NACo) representing the seventh year the County has made the top ten list. Albemarle County ranked sixth in the nation in 2009, up from ninth place the previous year, in utilizing information technology to deliver high quality service to its customers and citizens based on a population category of 150,000 or less. BUDGET IMPACT: It is significant to note that after accounting for the ongoing operational expenditures associated with maintaining the website, even considering that a one-time cost of $30,000 was incurred for a website upgrade and redesign, the website produced a return on investment of over $850,000 in 2009. RECOMMENDATIONS: This item is for information only, no action is requested. ATTACHMENTS Attachment A – Website Annual Report 2009 Return to consent agenda Return to regular agenda Attachment A Website Annual Report – 2009 Overview: The Albemarle County website was created in 1995 to provide an accurate, timely online presence for Albemarle County local government. The website has been upgraded and enhanced since that time to provide improved functionality and interactivity to meet the growing demand for online information and service and is a centerpiece for communication, community engagement and business transactions between citizens and county government. Website Mission Statement: To create and maintain a dynamic, interactive online government presence that educates and informs citizens and allows people to conduct business with the county in ways that increase our accessibility and customer service and improve our operational efficiency. Report Highlights: Page views increased 79.4% between 2005 and 2009, with 29,000 average page views per day in 2009 Site visits increased 96.3% between 2005 and 2009, with 4,806 average site visits per day in 2009 File downloads increased 31.2% between 2005 and 2009, with 1.4 million files downloaded in 2009 Podcasts of BOS meetings were accessed over 162,000 times in 2009 Total return on investment (ROI) for the website for 2009 totaled over $872,000. Report Sections: General Statistics Top Pages Most Downloaded Files Podcasting Return on Investment (ROI) 1. General Statistics General statistics provide the best overall picture of website usage. Albemarle County’s website usage continues to climb in all major categories. General Statistics 2005 2006 2007 2008 2009 % increase from 2005- 2009 Average Page Views Per Day* 16,171 25,859 19,627 23,273 29,015 79% Average Site Visits Per Day** 2,449 3,830 5,294 4,602 4,806 96% Total # of Files Downloaded 1,070,802 1,299,831 1,421,781 919,121 1,404,652 31% * Page views are hits, or single actions on the Web server ** Site visits are the number of times a user comes to your site 2. Top Pages These were the top 20 most frequently visited pages on the County’s Website during 2009. Page # of Visits Human Resources Job Openings 56,420 Albemarle County Real Estate Taxes 53,014 Fire and Rescue Home 37,833 Procurement of Services 37,424 Parks and Recreation Home 21,832 Police Home 18,755 Parks and Recreation Walnut Creek Brochure 5,090 Human Resources Teacher Pay Scale 4,814 BID Form 4,155 Human Resources Teacher Vacancy Announcement 3,391 Parks and Recreation Winter/Spring 2009 Classes 2,987 Parks and Recreation Chris Greene Park Trails Map 2,830 Community Development County Maps 2,466 Parks and Recreation Mint Springs Park 2,435 Albemarle County Code, Zoning General Regulations 2,105 Albemarle County Code, Building Regulations 1,983 Albemarle Green Map 1,954 Albemarle County Code, Water Protection 1,827 Parks and Recreation, Dog off Leash Areas 1,644 Fire and Rescue Standard Operating Guideline 1,653 3. Most Downloaded Files This section gives the top 25 downloaded files from the Albemarle County Website and the number of times they were downloaded. Downloads are important because they reveal the level of productivity of the website – the downloads reflect visits or phone calls that did not have to be made to a county facility, and copying and mailing time and expenses that staff did not have to incur as a result of citizens downloading documents from the County’s server. 2005 2006 2007 2008 2009 %change from 2005-2009 Total # of Files Downloaded 1,070,802 1,299,831 1,421,781 919,121 1,404,652 +31% Download highlights: The top 5 documents were downloaded more than 4,000 times. The top 10 documents were downloaded at least 2,500 times. The top 25 documents were downloaded at least 1,500 times. Most Downloaded Files No. of Downloads 1 The Trails at Walnut Creek Brochure 5,090 2 2008-2009 Teacher Pay Scale 4,814 3 BID Form 4,155 4 Employment Application Form Regional Jail 4,065 5 Employment Application Form Substitute 4,008 6 HHRR Teacher Pay Scale 3,555 7 HHRR Teacher Vacancy Announcement 3,391 8 Parks and Recreation Amenities Matrix 2,987 9 The Trails at Chris Greene Lake 2,830 10 Human Resources Organizational Chart 2,601 11 County of Albemarle Base Map 2,466 12 The Trails at Mint Springs Park 2,435 13 2009-2010 Classified Salary Scale 2,069 14 County Code, Zoning General Regulations 2,105 15 County Code, Building Regulations 1,983 16 Albemarle Green Map 1,954 17 2009-2010 Supplemental Pay Schedule 1,891 18 Fire and Rescue, ACE Personal Trainer Manual 1,847 19 HHRR TA Vacancy Announcement 1,768 20 Business License Application 2009 1,788 4. Podcasting A podcast is an audio file that is distributed over the Internet for playback on mobile devices and personal computers. Citizens can podcast the Board of Supervisors meetings from the Albemarle County website. The audio files are separated by discussion topic, so if subscribers wish to only listen to a specific part of the Board of Supervisors meeting, they can do so. Year Number of mp3 files Accessed 2006 1,159 2007 10,530 2008 95,731 2009 162,294 5. Return on Investment (ROI) A. Background Return on Investment (ROI) is a performance measurement used to evaluate the efficiency of an investment, in this case the tax-paying dollars spent on developing and maintaining the county’s website. ROI calculations can represent tangible things such as cost savings and cost avoidance as outlined below. In addition, ROI recognizes intangible benefits that are harder to calculate with exact specificity but which are important in helping the county achieve overall communication and customer service goals. Increasing customer service efficiency with an interactive, comprehensive and up-to-date web site encourages our citizens to go online for self-service. Customer self-service allows county personnel to use their time more profitably than answering questions that can b e answered, for example, in a Frequently Asked Questions section of the website, and contributes to operational efficiency and productivity. The analysis below details tangible saving s and also mentions less easily measured website returns in customer service and convenience. These figures are approximate in some cases and represent what we believe is a very solid and conservative methodology for calculating ROI. These figures reflec t internal and external customer usage, as we believe these ROI savings are applicable and valid for both groups. ROI Summary for 2009 (Details provided below) Savings/Cost Avoidance i. Site Visits $284,325 ii. File Downloads $169,183 iii. Online Police Reports $ 4,008 iv. GIS Web $558,757 Total $1,016,273 Deduct Website Costs $143,502 Total Return on Investment $872,771 B. Annual Savings/Cost Avoidance - Details: 1. Site Visits - $284,325 savings in 2009 Site visits reflect the number of times a user comes to our website. Based on industry standards for website ROI measurement, we are assuming that half of the total site visits replaced the need for staff interaction with a customer either in person or by phone. The amount of cost savings generated by visits to the website was calculated by dividing the total number of visits per day by 2 and multiplying that result by 3 minutes as an average amount of time spent responding to a citizen inquiry either in person or by phone. The amount of time saved was then multiplied by hourly salary for an Office Assistant, which is the position that most frequently responds to citizen inquiries of this type. The calculation is shown below: Average number of visits per day: 4,806 - half of those visits equals 2,403 2,403 X 3 minutes = 120 staff hours 120 staff hours per day X $ 9.29 (per hour) = $ 1,115 per day $1,115 (savings per day) X 255 (working days in a year) = $284,325 2. File Downloads $169,183 savings in 2009 Files downloaded reflect the level of productivity of the County Website, they represent visits or phone calls that did not have to be made to a County facility, and copying and mailing expenses that the staff did not have to incur as a result of citizens downloading documents and forms. To calculate the amount of money saved, we assumed that half of the total number of files downloaded would have been printed or copied by the county. We multiplied that figure by the cost of paper ($0.06) to calculate one area of savings. Assuming that one tenth of the total downloaded documents would have otherwise had to be mailed we multiplied that nu mber by the cost of postage ($0.44). We also calculated staff time saved by not having to do the printing, copying and/or mailing. The calculations and total savings are shown below: Total number of files downloaded: 1,404,652 – half of those downloads equals 702,326 702,326 Downloads X $.06 (Cost of Paper) = $ 42,139 One/tenth of total downloads equals 140,465 140,465 X $0.44 (Cost of Mailing 2009) = $ 61,800 140,465 X 3 minutes (staff time required for copying/mailing) at $9.29 (hourly salary) =$65,2 44 Total: $ 169,183 3. Police Department Online Incident Reports $4,008 savings in 2009 In 2009 334 police reports were filed online. It takes approximately 30 minutes for an officer to interview someone and complete a report. The average hourly rate for sergeants, corporals, and officers is about $24 (hourly rate). The calculation is shown below. 334 reports filed X 30 minutes at hourly rate of $24.00 =$ 4,008 4. GIS-Web Application $558,757 savings in 2009 The Geographic Information System (GIS) web application allows the public to create maps, search property records and perform other functions online that formerly required staff time and expertise. Because of the highly specialized and technical nature of GIS-Web, we made an assumption that each visit to the GIS-Web application was purposeful and provided direct service to users and thus avoided staff interaction costs. The amount of staff time saved by visiting the GIS-Web application was calculated by multiplying the total number of visits for 2009 (305,818) by the average amount of time per web visit (7.5 minutes) whi ch is considered equivalent to the amount of time that would otherwise be spent responding to a citizen inquiry. The amount of time saved was then multiplied by an hourly salary to determine annual cost savings. Because GIS inquiries are typically responded to by either office associate staff or by professional staff (Planning, GIS, Zoning, Real Estate), we divided the time in half and used an average office associate salary for half and an average professional salary for the other half for the purposes of determining cost savings. The calculations are shown below: The GIS-Web application had 305,818 visits from 76,717 visitors in 2009 with an average of 7.5 minutes per visit. 152,909 (half of total visits) x 7.5 minutes / 60 =19,113 staff hours saved x $9.29/hr (Office Associate salary) = $177,560 savings in 2009 plus 152,909 (half of total visits) x 7.5 minutes / 60 = 19,113 staff hours saved x $17.73/hr (professional staff average salary) = $338,873 savings in 2009 Total personnel savings - $516,433 Two other annual cost savings associated with the GIS -Web application – software and a web application no longer required – are combined with personnel savings for the total GIS -Web savings: Elimination of CAMA System (Governmax) web application $15,000 Elimination of GIS Desktop Software Licenses $27,324 Total personnel savings $516,433 Total GIS-Web savings for 2009 - $558,757 C. 2009 Website Costs - Details: 1. Staff a. Web Analyst (75% of annual salary): $45,000 b. Web Content Manager (85% of annual salary): $40,000 c. Community Relations Director (15% of annual salary): $11,000 2. Contract Renewal (annually): $462 3. UBS LaserFiche renewal: $12,240 4. Content Management Systems (Quantum Art) renewal: $4,800 Annual Website Costs: $103,502 One-time website upgrade/2009 $30,000 Total Website Costs for 2009 $143,502 D. Customer Service/Increased Opportunities Background As mentioned in the introduction to the ROI section, a number of website benefits cannot be captured precisely in dollars and cents savings but help the County meet its commitment to accessibility and convenience. The following are several examples of website functions in addition to those detailed above that translate directly into increased access and opportunities for the public to engage with county government, and that create positive impacts for the environment, traffic levels, and other community values. 1. Online Tax Payments Online payment for real estate and personal property taxes result very directly in reduced trips to the County Office Building. In 2009, 5,320 citizens paid their Personal Property tax and their Real Estate tax though an internet transaction, these saved mileage and gas expenses by avoiding a trip to the County Office Building and mailing expenses, among other savings. Online tax payments provide an opportunity for convenience and flexi bility for our clients, they can choose to make the payment when and where is most convenient for them. 2. Podcasting Albemarle County’s Board of Supervisors strives to make their meetings more accessible to the public through the use of podcasting technology as a means of sharing meeting information with citizens. Through this service our clients can be virtually present in all Board of Supervisor’s meetings and learn about the board’s policy decisions. Podcasting saves our citizens time and effort because they are able to listen to the Board from their home or office without requiring being physically present in the County Office building. The high volume of podcast usage demonstrates the popularity of this feature and its convenience to our citizens. 3. A-mail A-mail is a service of Albemarle County's Community Relations Office to notify the public about the services, programs, and events important to residents, visitors, businesses and the greater community. Users of this service receive media releases, announcements and periodic updates on major events related to the topics they are most interested in. A-mail serves Albemarle County clients by delivering information about County services, projects and events directly to their home or office via e-mail, this service reduces the need from our clients to make phone calls or visits to the County Office Buildings to find this information otherwise and provides timely, accurate information . Attachment A Website Annual Report – 2009 Overview: The Albemarle County website was created in 1995 to provide an accurate, timely online presence for Albemarle County local government. The website has been upgraded and enhanced since that time to provide improved functionality and interactivity to meet the growing demand for online information and service and is a centerpiece for communication, community engagement and business transactions between citizens and county government. Website Mission Statement: To create and maintain a dynamic, interactive online government presence that educates and informs citizens and allows people to conduct business with the county in ways that increase our accessibility and customer service and improve our operational efficiency. Report Highlights: Page views increased 79.4% between 2005 and 2009, with 29,000 average page views per day in 2009 Site visits increased 96.3% between 2005 and 2009, with 4,806 average site visits per day in 2009 File downloads increased 31.2% between 2005 and 2009, with 1.4 million files downloaded in 2009 Podcasts of BOS meetings were accessed over 162,000 times in 2009 Total return on investment (ROI) for the website for 2009 totaled over $872,000. Report Sections: General Statistics Top Pages Most Downloaded Files Podcasting Return on Investment (ROI) 1. General Statistics General statistics provide the best overall picture of website usage. Albemarle County’s website usage continues to climb in all major categories. General Statistics 2005 2006 2007 2008 2009 % increase from 2005- 2009 Average Page Views Per Day* 16,171 25,859 19,627 23,273 29,015 79% Average Site Visits Per Day** 2,449 3,830 5,294 4,602 4,806 96% Total # of Files Downloaded 1,070,802 1,299,831 1,421,781 919,121 1,404,652 31% * Page views are hits, or single actions on the Web server ** Site visits are the number of times a user comes to your site 2. Top Pages These were the top 20 most frequently visited pages on the County’s Website during 2009. Page # of Visits Human Resources Job Openings 56,420 Albemarle County Real Estate Taxes 53,014 Fire and Rescue Home 37,833 Procurement of Services 37,424 Parks and Recreation Home 21,832 Police Home 18,755 Parks and Recreation Walnut Creek Brochure 5,090 Human Resources Teacher Pay Scale 4,814 BID Form 4,155 Human Resources Teacher Vacancy Announcement 3,391 Parks and Recreation Winter/Spring 2009 Classes 2,987 Parks and Recreation Chris Greene Park Trails Map 2,830 Community Development County Maps 2,466 Parks and Recreation Mint Springs Park 2,435 Albemarle County Code, Zoning General Regulations 2,105 Albemarle County Code, Building Regulations 1,983 Albemarle Green Map 1,954 Albemarle County Code, Water Protection 1,827 Parks and Recreation, Dog off Leash Areas 1,644 Fire and Rescue Standard Operating Guideline 1,653 3. Most Downloaded Files This section gives the top 25 downloaded files from the Albemarle County Website and the number of times they were downloaded. Downloads are important because they reveal the level of productivity of the website – the downloads reflect visits or phone calls that did not have to be made to a county facility, and copying and mailing time and expenses that staff did not have to incur as a result of citizens downloading documents from the County’s server. 2005 2006 2007 2008 2009 %change from 2005-2009 Total # of Files Downloaded 1,070,802 1,299,831 1,421,781 919,121 1,404,652 +31% Download highlights: The top 5 documents were downloaded more than 4,000 times. The top 10 documents were downloaded at least 2,500 times. The top 25 documents were downloaded at least 1,500 times. Most Downloaded Files No. of Downloads 1 The Trails at Walnut Creek Brochure 5,090 2 2008-2009 Teacher Pay Scale 4,814 3 BID Form 4,155 4 Employment Application Form Regional Jail 4,065 5 Employment Application Form Substitute 4,008 6 HHRR Teacher Pay Scale 3,555 7 HHRR Teacher Vacancy Announcement 3,391 8 Parks and Recreation Amenities Matrix 2,987 9 The Trails at Chris Greene Lake 2,830 10 Human Resources Organizational Chart 2,601 11 County of Albemarle Base Map 2,466 12 The Trails at Mint Springs Park 2,435 13 2009-2010 Classified Salary Scale 2,069 14 County Code, Zoning General Regulations 2,105 15 County Code, Building Regulations 1,983 16 Albemarle Green Map 1,954 17 2009-2010 Supplemental Pay Schedule 1,891 18 Fire and Rescue, ACE Personal Trainer Manual 1,847 19 HHRR TA Vacancy Announcement 1,768 20 Business License Application 2009 1,788 4. Podcasting A podcast is an audio file that is distributed over the Internet for playback on mobile devices and personal computers. Citizens can podcast the Board of Supervisors meetings from the Albemarle County website. The audio files are separated by discussion topic, so if subscribers wish to only listen to a specific part of the Board of Supervisors meeting, they can do so. Year Number of mp3 files Accessed 2006 1,159 2007 10,530 2008 95,731 2009 162,294 5. Return on Investment (ROI) A. Background Return on Investment (ROI) is a performance measurement used to evaluate the efficiency of an investment, in this case the tax-paying dollars spent on developing and maintaining the county’s website. ROI calculations can represent tangible things such as cost savings and cost avoidance as outlined below. In addition, ROI recognizes intangible benefits that are harder to calculate with exact specificity but which are important in helping the county achieve overall communication and customer service goals. Increasing customer service efficiency with an interactive, comprehensive and up-to-date web site encourages our citizens to go online for self-service. Customer self-service allows county personnel to use their time more profitably than answering questions that can be answered, for example, in a Frequently Asked Questions section of the website, and contributes to operational efficiency and productivity. The analysis below details tangible savings and also mentions less easily measured website returns in customer service and convenience. These figures are approximate in some cases and represent what we believe is a very solid and conservative methodology for calculating ROI. These figures reflect internal and external customer usage, as we believe these ROI savings are applicable and valid for both groups. ROI Summary for 2009 (Details provided below) Savings/Cost Avoidance i. Site Visits $284,325 ii. File Downloads $169,183 iii. Online Police Reports $ 4,008 iv. GIS Web $558,757 Total $1,016,273 Deduct Website Costs $143,502 Total Return on Investment $872,771 B. Annual Savings/Cost Avoidance - Details: 1. Site Visits - $284,325 savings in 2009 Site visits reflect the number of times a user comes to our website. Based on industry standards for website ROI measurement, we are assuming that half of the total site visits replaced the need for staff interaction with a customer either in person or by phone. The amount of cost savings generated by visits to the website was calculated by dividing the total number of visits per day by 2 and multiplying that result by 3 minutes as an average amount of time spent responding to a citizen inquiry either in person or by phone. The amount of time saved was then multiplied by hourly salary for an Office Assistant, which is the position that most frequently responds to citizen inquiries of this type. The calculation is shown below: Average number of visits per day: 4,806 - half of those visits equals 2,403 2,403 X 3 minutes = 120 staff hours 120 staff hours per day X $ 9.29 (per hour) = $ 1,115 per day $1,115 (savings per day) X 255 (working days in a year) = $284,325 2. File Downloads $169,183 savings in 2009 Files downloaded reflect the level of productivity of the County Website, they represent visits or phone calls that did not have to be made to a County facility, and copying and mailing expenses that the staff did not have to incur as a result of citizens downloading documents and forms. To calculate the amount of money saved, we assumed that half of the total number of files downloaded would have been printed or copied by the county. We multiplied that figure by the cost of paper ($0.06) to calculate one area of savings. Assuming that one tenth of the total downloaded documents would have otherwise had to be mailed we multiplied that number by the cost of postage ($0.44). We also calculated staff time saved by not having to do the printing, copying and/o r mailing. The calculations and total savings are shown below: Total number of files downloaded: 1,404,652 – half of those downloads equals 702,326 702,326 Downloads X $.06 (Cost of Paper) = $ 42,139 One/tenth of total downloads equals 140,465 140,465 X $0.44 (Cost of Mailing 2009) = $ 61,800 140,465 X 3 minutes (staff time required for copying/mailing) at $9.29 (hourly salary) =$65,244 Total: $ 169,183 3. Police Department Online Incident Reports $4,008 savings in 2009 In 2009 334 police reports were filed online. It takes approximately 30 minutes for an officer to interview someone and complete a report. The average hourly rate for sergeants, corporals, and officers is about $24 (hourly rate). The calculation is shown below. 334 reports filed X 30 minutes at hourly rate of $24.00 =$ 4,008 4. GIS-Web Application $558,757 savings in 2009 The Geographic Information System (GIS) web application allows the public to create maps, search property records and perform other functions online that formerly required staff time and expertise. Because of the highly specialized and technical nature of GIS-Web, we made an assumption that each visit to the GIS-Web application was purposeful and provided direct service to users and thus avoided staff interaction costs. The amount of staff time saved by visiting the GIS-Web application was calculated by multiplying the total number of visits for 2009 (305,818) by the average amount of time per web visit (7.5 minutes) whi ch is considered equivalent to the amount of time that would otherwise be spent responding to a citizen inquiry. The amount of time saved was then multiplied by an hourly salary to determine annual cost savings. Because GIS inquiries are typically responded to by either office associate staff or by professional staff (Planning, GIS, Zoning, Real Estate), we divided the time in half and used an average office associate salary for half and an average professional salary for the other half for the purposes of determining cost savings. The calculations are shown below: The GIS-Web application had 305,818 visits from 76,717 visitors in 2009 with an average of 7.5 minutes per visit. 152,909 (half of total visits) x 7.5 minutes / 60 =19,113 staff hours saved x $9.29/hr (Office Associate salary) = $177,560 savings in 2009 plus 152,909 (half of total visits) x 7.5 minutes / 60 = 19,113 staff hours saved x $17.73/hr (professional staff average salary) = $338,873 savings in 2009 Total personnel savings - $516,433 Two other annual cost savings associated with the GIS -Web application – software and a web application no longer required – are combined with personnel savings for the total GIS -Web savings: Elimination of CAMA System (Governmax) web application $15,000 Elimination of GIS Desktop Software Licenses $27,324 Total personnel savings $516,433 Total GIS-Web savings for 2009 - $558,757 C. 2009 Website Costs - Details: 1. Staff a. Web Analyst (75% of annual salary): $45,000 b. Web Content Manager (85% of annual salary): $40,000 c. Community Relations Director (15% of annual salary): $11,000 2. Contract Renewal (annually): $462 3. UBS LaserFiche renewal: $12,240 4. Content Management Systems (Quantum Art) renewal: $4,800 Annual Website Costs: $103,502 One-time website upgrade/2009 $30,000 Total Website Costs for 2009 $143,502 D. Customer Service/Increased Opportunities Background As mentioned in the introduction to the ROI section, a number of website benefits cannot be captured precisely in dollars and cents savings but help the County meet its commitment to accessibility and convenience. The following are several examples of website functions in addition to those detailed above that translate directly into increased access and opportunities for the public to engage with county government, and that create positive impacts for the environment, traffic levels, and other community values. 1. Online Tax Payments Online payment for real estate and personal property taxes result very directly in reduced trips to the County Office Building. In 2009, 5,320 citizens paid their Personal Property tax and their Real Estate tax though an internet transaction, these saved mileage and gas expenses by avoiding a trip to the County Office Building and mailing expenses, among other savings. Online tax payments provide an opportunity for convenience and flexi bility for our clients, they can choose to make the payment when and where is most convenient for them. 2. Podcasting Albemarle County’s Board of Supervisors strives to make their meetings more accessible to the public through the use of podcasting technology as a means of sharing meeting information with citizens. Through this service our clients can be virtually present in all Board of Supervisor’s meetings and learn about the board’s policy decisions. Podcasting saves our citizens time and effort because they are able to listen to the Board from their home or office without requiring being physically present in the County Office building. The high volume of podcast usage demonstrates the popularity of this feature and its convenience to our citizens. 3. A-mail A-mail is a service of Albemarle County's Community Relations Office to notify the public about the services, programs, and events important to residents, visitors, businesses and the greater community. Users of this service receive media releases, announcements and periodic updates on major events related to the topics they are most interested in. A-mail serves Albemarle County clients by delivering information about County services, projects and events directly to their home or office via e-mail, this service reduces the need from our clients to make phone calls or visits to the County Office Buildings to find this information otherwise and provides timely, accurate information . Return to exec summary Page 1 of 2 June Monthly Report Albemarle County June 2, 2010 Released Working Draft FY2011-2016 Six-Year Improvement Program: Richmond, Culpeper and Fredericksburg Public Meeting was held May 19, 2010, VDOT Central Office Auditorium. The Draft plan is available at www.VirginiaDOT.org . Route 651 Free State Road Bridge over Norfolk Southern Railroad: Was closed on May 25, 2010 and will remain closed approximately 3 months while Norfolk Southern RR completes a major rehabilitation of the bridge. Construction is scheduled to begin within the next 2 weeks. 3.12 Miles of New Roadway accepted into the State System this month. Revenue Sharing Applications need to be submitted to Culpeper District Office by June 18, 2010 and the completed application, letter of intent and resolution must be in the Central Office no later than July 31, 2010. Maintenance Mowing – Area Headquarters crews have begun mowing at intersections and median crossovers to address sight distance problems. The first full mowing cycle will begin during the week of June 1st. Crews will be focused on completing primary routes with high volume secondaries next and then onto lower volume routes. Pavement Patching – Critical pothole patching needs were addressed during the recent “Pothole Blitz” however, there are still secondary roadways needing permanent repairs to address base and edge failures. Crews have begun to address problem areas. Gravel Roadways – Restoration of gravel roadways as a result of winter damage is substantially complete. Crews have bladed and added gravel as needed. Recently, there have been calls from citizens requesting dust control and suppressants have been applied as needed. Tree Clean up – Tree clean up as a result of winter damage is ongoing. State force crews have been focused on secondary roads and this task is approximately 80% complete. Clean up work on primary routes is being supplemented through the use of contractors. Primary routes are expected to be completed mid-June. Pipe Replacement, Route 627 (Carters Mountain Road) – The emergency project to replace a failed pipe on this route is complete. Construction Meadowcreek Parkway construction is progressing according to schedule. Curb and gutter installation and fine grading beginning on South side of project and Deck work on the Bridge over Meadow Creek. Countywide Plant Mix scheduled to begin in June. The Routes scheduled for paving are: Route 64 EBL from Route 22 to Albemarle/Fluvanna County Line, Route 29 Business, Fontaine Ave., and Route 29 NBL from Airport Road to the Greene County Line. Page 2 of 2 June Monthly Report Cont. Albemarle County June 2, 2010 Countywide Surface Treatment scheduled to begin in late August. Route 29@ Hydraulic Road – VDOT staff is in discussions with a pavement contractor to perform repair work at this intersection. When resurfacing is complete pavement markings will be restored throughout the intersection. Work is expected to be performed in July. I-64 Bridge Deck Repairs and Epoxy Overlay has begun and should be completed by September 24, 2010. Traffic Engineering ROUTE LOCATION REQUEST STATUS 652 (Old Brook and Westmoreland Road) From Rio Road East to Carrsbrook Drive Speed Reduction Approved for 30 MPH. Sign modifications pending 1427 (Northfield Road) From Rio Road East to Still Meadow Avenue Speed Reduction Approved for 30 MPH. Sign modifications pending 1428 (Huntington Road) From Rio Road East to Northfield Road Speed Reduction Approved for 30 MPH. Sign modifications pending F-179 (Hansen Mtn. Road) Intersection of Lego Road Multi-way stop Under Review by Traffic Engineering Staff 29 (Seminole Trail) Road intersections at Timberwood and also, Ashwood Pavement markings Hash marks through the intersection to be installed in the next 30 days 663 (Buck Mtn Road) Earlysville Speed Study Ongoing 743 (Hydraulic Road Intersection of Georgetown Road Installation of right on red arrow Under Review by Traffic Engineering Staff 20 Stony Point Road Intersection of Route 250 to 0.26 Miles north of Route 250 Speed Reduction Approved for 35 MPH. Sign modifications pending Preliminary Engineering Route 691, Jarmin’s Gap Road – Right of Way is complete. 10 certificates of condemnation have been filed. Project scheduled for Advertisement in January, 2011. Route 656, Georgetown Road – All appraisals are complete. Six of the twenty offers have been made and two have been accepted. McIntire Road – Award is still on hold. Route 708, Dry Bridge Road – Location Survey is complete and design is progressing on schedule. Design Public Hearing planned for early 2011. Return to consent agenda Return to regular agenda MEMORANDUM To: Albemarle County Board of Supervisors From: Gary B. O’Connell, Executive Director Lisa Breeden, Director of Finance Date: May 25, 2010 Re: Albemarle County Service Authority (ACSA) Quarterly Briefing We look forward to addressing the Board of Supervisors at your June 2 , 2010 Board meeting. On behalf of the ACSA Board of Directors and our 67 employees, we appreciate the opportunity to brief your Board. As you know, this briefing continues a quarterly, regularly scheduled time to bring the Board and the public up to date on the happenings at the ACSA. I am only five weeks new as the Executive Director of the ACSA. On the other hand, Lisa has 22 years of ACSA financial experience. It has been a good welcoming period; thank you for your support shown. Today we serve almost 17,000 customers in the Albemarle County urban area, so we reach many of the households and businesses in the County. A couple of items of current note: FY 2011 Budget and Water and Sewer Rates The ACSA Board of Directors is now considering the Proposed Budget for FY- 2011. A Public Hearing is scheduled for June 10, 2010 on the Proposed Budget and Rates. The budget and rates will be considered for adoption on June 17, 2010. The Operating Budget totals almost $19 million, with additional funding for Capital Improvements at $15.7 million. So overall, for next year, our budget totals over $35 million. Nearly two-thirds of our Operating Budget is the purchase of water and wastewater from the Rivanna Water and Sewer Authority (RWSA). We have reduced expenses by $335,000 to help balance our budget and respect the economic times. Our goal was to produce a budget with flat rates (no increase) and we did just that. As part of the Budget development, we have a rate proposed that is a very slight decrease (-.3%) for the average residential customer, and a flat (the rate remaining the same) rate for all other customers. The Proposed Budget uses the four-tiered system for water and sewer usage that ACSA developed over six years ago, and updated again last year. This rate approach is an “inclining block structure” which includes a first tier (Level 1) for water usage ranging from 0 to 3,000 gallons per month (this near the average residential use). Level 1 is aimed at what we are charged by the RWSA wholesale rate. Level 1 was established to provide all customers with a reduced rate and to make it more affordable for lower income customers. The remaining tiers (levels 2, 3, and 4) have rates that are respectively 2, 3, 4 times the RWSA wholesale rate. The inclining block rate structure promotes water conservation, by allowing those who conserve more to reduce their monthly water and sewer bills. Based on the rate study work of this past year, 82% of our customers use Levels 1 and 2, 12% Level 3, and 6% use level 4. With the ACSA being in large part a residential system, it makes sense that over three-fourths of our customers are smaller water users. Another part of our rate proposal is new connection fees. We will discuss this in more detail later; as we understand the Board has an interest to better understand how new connection fees are calculated. From strictly a rate standpoint, the new connections are based on the ACSA and Rivanna “system value,” and are proposed to go up 8% and 3%, respectively. These rates for new connections are an attempt to reflect the costs to provide the capacity in both the ACSA and Rivanna water and sewer systems. This means that new customers are “buying in” for their connection costs, and as much as possible, keeping our current customers from having to pay for this out of their current monthly bills. Capital Improvements Program (CIP) The ACSA has adopted and is implementing a very aggressive Capital Improvement Program to keep up with the need for repairs, rehabilitation, and replacement within our water and sewer systems. The FY 2011 Capital Improvement Program totals over $15.7 million. Of the total amount, $2.5 million is for water improvements, and $13.2 million for wastewater. Over the course of two years, we will have over $25 million in capital projects underway. We have included a map to show the Capital Improvement Projects and their geographic locations, with these 25 projects being loca ted in most every part of the urbanized County. Note that on the map, our service area (the “ACSA Jurisdictional Area”) is shown in gray, which includes the urban ring, 29 North, Glenmore, Scottsville and Crozet. The North Fork Regional Pump Station, which will be funded over a period of three years, is the largest project in our CIP. The ACSA will be using bonds for long term financing of the project. Currently, we are in the final design phase, and are almost complete in obtaining easements for the pr oject, and plan to go to bid before the end of the summer. This new pump station and related sewer lines will allow ACSA and RWSA to abandon the Camelot Wastewater Treatment Plant which has exceeded its useful life, and to handle wastewater generated by proposed development in the northern urban area of the County. The project was planned with the understanding that new growth , within this area, would pay their respective share of the project costs. This will be done through the recent creation of a Special Rate District (North and South zones), with connection charges computed for each of the zones by dividing the total project and financing costs, by the anticipated number of Equivalent Residential Connections (ERC’s) in the zone. These Special Rate District connection fees will be assessed in addition to the current connection fees. New Connections The ACSA New Connections Policy is aimed at having new users and new development pay for their share of the total system costs necessary to serve their new needs. The new customer “buy-in” and connection fees help reduce the amount of user fees that ACSA must collect from current customers, the largest part of our customer base being residential use. This is not an exact science, but the ACSA approach carefully calculates the current ACSA and RWSA water and sewer lines, and treatment plants, “System Value” to determine what “buy-in” is financially needed to pay for the capacity for new water and sewer connections. These are calculated on the basis of ERC’s, with residential units (apartments, homes, hotels) having the highest water and sewer utility needs, and consequently the highest new connection fees. See the attached PowerPoint presentation “ACSA – Customer Buy-In and Connection Fees” for additional information. We were requested, by several members of the Board, to take a few minutes and explain how our new connections fees are calculated and the logic behind the charges. In the end, it is a matter of “who” pays; is it the current customer or the new customer? Our Board believes and adopted a new connections fee approach that means the new customer is paying their fair share of connecting to the system, and in many cases, will increase capacity to accommodate their water and sewer needs for the future. We are pleased to have this opportunity to brief you on the ACSA activities. We are a busy and productive organization, striving hard to provide good value and customer service. We welcome your questions and inquiries on anything that we do. Thank you for the opportunity to speak with you. Attachments: ACSA CIP Map PowerPoint on New Connections Fees Return to regular agenda ACSA Facility Improvements Ashcroft Pump Station #1 Ashcroft Water Improvements St George Ave - Buck Rd Water Main Replacement Scottsville Drainage Basin SSES** Crozet Drainage SSES** Crozet Streetscape Water Extensions Camp Holiday Trails Water Quality Study Oak Hill Sewer Phase IBuckingham Circle Water Main Replacement Buckingham Circle Sewer West Leigh Tank Study Glenmore Tank Study Berwick Rd Water Main Replacement North Fork Regional Pump Station West Leigh Water Williston and Emerson Dr Boars Head Sewer Replacement Hardware St Water Main Extension Scottsville Phase II Sewer Scottsville Streetscape Water Improvements Meadow Creek Drainage Sewer Rehab Canterbury Hills Water Main Replacement Crozet Town of Scottsville SCOTTSVILLE SAMUEL MILLER WHITE HALL RIVANNARIOJACKJOUETT SCADA* System City ofCharlottesville Northfields Sewer Phase IV Hollymead Water Main Replacement Definition of Terms: SCADA* - Acronym for Supervisory Control Automation and Data Aquisition SSES** - Sanitary Sewer Evaluation Study µ DISCLAIMERUtilities, structures, lot lines, and all appurtenances indicated on this map are intended for general layout and reference location only. This printout is not intended for any other use than for preliminary planning and general location purposes. The utilities shown on this map are believed to be accurate, however, recent utility improvements and/or system changes may have been updated in our mapping since the time of this printout. Contact ACSA directly for specific utility locations. Aerial Imagery © 2007 Commonwealth of Virginia Parcel Information Property of County of Albemarle Legend ACSA ProjectsACSA Jurisdictional AreaMagisterial DistrictsDISTRICTJACK JOUETTRIORIVANNASAMUEL MILLERSCOTTSVILLEWHITE HALL Albemarle County Service AuthorityCapital Improvement Projects by District May 13,2010 June 2, 2010 Customer “Buy-In” and Connection Fees Presentation to the Albemarle County Board of Supervisors Customer Buy-in and Connection Fees reduce the amount of user fees we must collect from our customers The largest two components of connection fees are based upon system value: ACSA System Development and RWSA Capacity Customer Buy-In and Connection Fees ACSA System Development Fees ACSA System Development Fees Water System Sewer System Total ACSA Asset Value (FY 2009 Audited Figures)59,195,784$ 65,652,134$ 124,847,917$ Less: Contributed Capital (From Developers)(35,401,313) (41,558,064) (76,959,377) ACSA Paid in Equity 23,794,470$ 24,094,070$ 47,888,540$ Plus Future Planned Improvements 5,015,050$ 12,764,900$ Equivalent Number of Customers (Current System)16,065 13,069 Newly Served Customers (Future Planned Improvements)114 4,031 System Development Fee - Proposed Charge per ERC 1,772$ 2,155$ Current System Development Fee - Charge per ERC 1,640$ 1,995$ % Increase 8%8% ERC = Equivalent Residential Connection ACSA Water & Sewer System Development FY 2011 $47,888,541 Projected Buy-in (connection fees): $836,852 * ACSA System Value (less developer contributions) per Equivalent Residential Connection: Water = $1,772 Sewer = $2,155 ACSA System Value (less developer contributions) at June 30, 2009: * ACSA system value funded by current and previous ratepayers. Calculated as a percentage of system value, it is not a target value. Farmington Capital Recovery, $29,000 Buck Mountain Surcharge, $72,400 Connection and Local Facilities Fees, $69,200 System Development Fees, $836,852 RWSA Capacity Fees, $1,414,126 Estimated Availability of Funds from Customer Buy-in and Connection Fees (Forwarded to RWSA) ACSA Rivanna Capacity Fees Rivanna Capacity Fees Water System Sewer System Total RWSA Capital Asset Value (1)59,230,628$ 76,950,380$ 136,181,008$ **Less Construction in Progress (FY 2006 New Debt, Capacity)(1,773,430) FY 2008 New Debt (Maintain) (2)14,351,000 55,837,000 70,188,000 * Total Capital Assets 71,808,198$ 132,787,380$ 206,369,008$ FY 2006 New Debt (New Capacity Cost) (2)1,773,430 - FY 2008 New Debt (Expansion) (2)32,726,000 4,464,000 34,499,430$ 4,464,000$ Additional ERC's to be served 24,815 20,611 (New ERCs = 6.7 mgd / 270 gpd) Water System Sewer system ACSA Portion of Rivanna Assets - 56% (4)40,212,591$ 74,360,933$ Total Current and Available ERC's 38,578 32,356 1,042$ 2,298$ ACSA Portion of Expansion: Water is 65%, Sewer is 46% (3)44,834,071$ 4,327,967$ ACSA Share of Total ERC's 16,130 9,481 2,780$ 456$ Rivanna Capacity Fee - Proposed Charge per ERC 3,822$ 2,756$ Current Rivanna Capacity Fee - Charge per ERC 3,725$ 2,680$ % Increase 3%3% Notes: (1) - From Rivanna 2009 CAFR (2) - New Debt figures derived from Cost Allocation Agreement, 03/12/2008 (3) - Renegotiation of Percentages from the South Rivanna Expansion and Community Water Supply 2003 Agreement (4) - Allocation of Assets based upon % of capacity used (56% for ACSA) * The schedule for Rivanna Capacity fees has been modified (slightly) to account, not for ACSA’s share of annual debt service payments, but for ACSA’s share of total debt, refunding and new, as an increase in total capital assets. RWSA Water & Sewer Capacity FY 2011 $245,332,438 Projected Buy-in (connection fees): $1,414,126 * RWSA System Value per Equivalent Residential Connection: Water = $3,822 Sewer = $2,756RWSA System Value at June 30, 2009: * RWSA system value funded by current and previous ratepayers through volume charges paid to RWSA for operating expenses and debt service. Calculated as a percentage of system value, it is not a target value. Farmington Capital Recovery, $29,000 Buck Mountain Surcharge, $72,400 Connection and Local Facilities Fees, $69,200 System Development Fees, $836,852 RWSA Capacity Fees, $1,414,126 Estimated Availability of Funds from Customer Buy-in and Connection Fees (Forwarded to RWSA) Questions? In order to estimate/project Customer Buy-in, we must estimate the number of anticipated equivalent residential connections (ERC) Since we allow the prepayment of connection fees, we must allocate or blend the estimated number of anticipated ERC’s to “new” connections and “prepaid” connections Over or under estimation of projected ERC’s results in a corresponding increase or decrease to the annual reserve contributions Customer Buy-In and Connection Fees Note: FY 2011 Projected Water & Sewer System Development ERC’s = 206 FY 2011 Projected Water & Sewer Rivanna Capacity Fee ERC’s = 202 Prepaid Connection Fees as of March 31, 2010 Equivalent Residential Connections (ERC)Water Sewer System Development 226.50 220.00 Rivanna Capacity 226.50 220.00 Time Expired Since Prepayment of Fees Average days 148.27 Average months 4.94 Oldest (months)29.20 Number of % Connections All Prepaid Builder/Developer/Owner of Prepaid Connection Fees (Not ERC)Connections Ryan Homes 45 40% Southern Property 18 16% Piedmont Realty 16 14% Arden Place 8 7% Crozet Meadows 5 4% Craig Builders 4 4% Others 17 15% 113 100% COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Update on ACE Program and Conservation Easements SUBJECT/PROPOSAL/REQUEST: Report on the Acquisition of Conservation Easements (ACE) Program and Status of Easements in the County STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, Herrick, Cilimberg, and Goodall, and Ms. Catlin LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: INFORMATION: X CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: No REVIEWED BY: BACKGROUND: The County’s Acquisition of Conservation Easements (ACE) Program has been in place since 2000. In that time, voluntary easements obtained through the Program have contributed significantly to the County’s rural area protection efforts. In addition, other easement holding partners in the community, including the Piedmont Environmental Council (PEC), the Virginia Outdoors Foundation, the Nature Conservancy and the Public Recreational Facilities Authority have placed sub- stantial acreage in the County under permanent easement. This report is an update on ACE activities since 2000 and will lead into a broader discussion of the status of conservation easements in the County in 2010. A power point presentation will be presented at the June 2 Board meeting, which will include a map showing all conservation easements in the County. Rex Linville with the PEC will provide an update on the PEC’s efforts to protect land in the County through easements. STRATEGIC PLAN: 2.1 By June 30, 2010, increase the total combined acreage in permanent conservation easements and qualifying public parkland by 30,000 additional acres (50%) using public and private means DISCUSSION: Between 1974 and 1992, twenty-five thousand (25,000) acres of farmland in the County were lost to development, and regulatory land-use planning tools, alone, were not preserving farm and forest land. Recognizing that farm and forest land, clean water and airsheds, biological diversity, scenic vistas and rural character have a public and private value, the County created the ACE Program to: Acquire conservation easements voluntarily offered by owners to serve as a tool for protecting the County’s resources Establish and preserve open-space and preserve the rural character of Albemarle County Preserve farm and forest lands Conserve and protect water resources and environmentally sensitive lands, waters and other natural resources Conserve and protect biodiversity and wildlife and aquatic habitat Assist in shaping the character and direction of the development of the community Improve the quality of life for the inhabitants of the County Promote tourism through the preservation of scenic resources What the ACE Program has achieved in ten years (2000-2010): • received applications from 87 applicants • acquired easements on 37 properties, including • 25 with tourism value • 11 in Rural Historic Districts • 23 adjoining permanently protected land • 12 in the watershed of a drinking supply reservoir • 26 working family farms • protected 7,224 acres • eliminated 435 building rights • protected 3,576 acres of “prime” farm and forestland • protected lands along 30,259 feet of state roads • protected lands along 20,000 feet on scenic highway or entrance corridor • protected 454 acres of mountaintop • protected 76,534 feet of streamside with buffers AGENDA TITLE: Update on ACE Program and Conservation Easements June 2, 2010 Page 2 BUDGET IMPACT: There is no budget impact resulting from this report. RECOMMENDATIONS: This report is for the Board’s information only. No action is requested. Return to regular agenda COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Downtown Crozet Streetscape Project Right-of -Way Dedications SUBJECT/PROPOSAL/REQUEST: Dedication of Right-of -way to Crozet Avenue and Main Street STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, Herrick, Letteri B., and Kelsey LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The Downtown Crozet Streetscape Project was identified in the Crozet Master Plan as an essential part of the plan to achieve the goals for Downtown Crozet. A major focus of the project is the improvement of Crozet Avenue, for which the County has been acquiring rights-of -way from property owners along the Avenue. In addition, the County has acquired approximately two acres at 1171, 1183 and 1185 Crozet Avenue (Parcels 056A2-1-18, 56A2-1-19, 56A2-1- 19A) for the site of the future Crozet Library and the proposed Main Street. As the owner of the future Library site, the County is an owner of property needed for sidewalk and street improvements that are part of the Project. STRATEGIC PLAN: Goal 1: Enhance the Quality of Life for all Albemarle County Residents. Goal 3: Develop Policies and Infrastructure Improvements to Address the County’s Growing Needs. DISCUSSION: The Crozet Avenue streetscape improvements and the construction of Main Street require the dedication of public rights-of -way from TMP 56A2-01-18 and TMP 56A2-01-19; two parcels owned by Albemarle County. Because Crozet Avenue is a primary highway owned by the Virginia Department of Transportation (VDOT), the portion of County property identified as right-of -way for the Crozet Avenue improvements must be dedicated to VDOT. The attached plats show the 0.087-acre (parcel 18) and 0.096-acre (parcel 19) County parcels proposed for dedication to VDOT for improvements to Crozet Avenue (Attachment A). Pursuant to Virginia Code § 15.2-1800(B), the “disposal” of County property, even to VDOT, requires a public hearing. In addition, 0.487 acres of County property (parcel 19) must be dedicated to public use for the construction of the proposed Main Street (Attachment A), which would be a County- owned secondary road providing access to the future Library site. The dedication of the proposed Main Street does not require a public hearing, but does necessitate the Board’s approval and authorization for the County Executive to sign the plat and deed of dedication. BUDGET IMPACT: This project is being funded through the Capital Improvements Plan, with partial funding coming from a VDOT Transportation Enhancement Grant. RECOMMENDATIONS: After the public hearing, staff recommends that the Board of Supervisor’s approve the dedications to both Crozet Avenue and Main Street, and authorize the County Executive to sign the plats and deed of dedication. ATTACHMENTS A – CrozetStreetscapePh2 Deed and Plats Return to regular agenda - 1 - TAX MAP # 56A2-1-18 and 56A2-1-19 RW-______ Revised _____ PREPARED BY VDOT UNDER SUPERVISION OF THE OFFICE OF THE ATTORNEY GENERAL Exempted from recordation taxes and fees under Sections 58.1-811(A)(3), 58.1-811(C)(5), 58.1-3315, 25.1-418, 42.1- 70, 17.1-266, and 17.1-279(E) This Deed, made this ___ day of ____ 2010, by and between the COUNTY OF ALBEMARLE, VIRGINIA, a political subdivision of the Commonwealth of Virginia, hereinafter designated as Grantor, and the COMMONWEALTH OF VIRGINIA, Grantee, WITNESSETH: In consideration of the sum of $1.00 paid by the Grantee to the Grantor, receipt of which is hereby acknowledged, the Grantor hereby grants and conveys unto the Grantee in fee simple, with Special Warranty Title, the land located in White Hall Magisterial District, in the County of Albemarle, and described as follows: Parcel “T” All that certain lot, piece or parcel of land shown and designated as PARCEL “T” on that certain "SUBDIVISION PLAT SHOWING PARCEL „T‟ BEING A PORTION OF TAX MAP 56A2 PARCEL 1-19, HEREBY DEDICATED TO COMMONWEALTH OF VIRGINIA, VIRGINIA DEPARTMENT OF TRANSPORTATION ALSO SHOWING PARCEL “T-1” BEING A PORTION OF TAX MAP 56A2 PARCEL 1-19 HEREBY DEDICATED TO PUBLIC USE, LOCATED ON CROZET AVENUE, WHITE HALL DISTRICT ALBEMARLE COUNTY VIRGINIA" dated October 24, 2008, and last revised April 22, 2010, prepared by Thomas B. Lincoln Land Surveyor, Inc., said plat being attached hereto and recorded herewith. AND BEING a portion of the property acquired by the Grantor herein by Deed from Edwina Crawford Harris, dated June 12, 2006 and recorded June 28, 2006 in Deed Book 3239 at page 326 among the land records maintained by the Clerk of the Circuit Court of Albemarle County, Virginia. Parcel “U” All that certain lot, piece or parcel of land shown and designated as PARCEL "U" on that certain " SUBDIVISION PLAT SHOWING PARCEL „U‟ BEING A PORTION OF TAX MAP 56A2 PARCEL 1-18, HEREBY DEDICATED TO COMMONWEALTH OF VIRGINIA, VIRGINIA DEPARTMENT OF TRANSPORTATION, LOCATED ON CROZET AVENUE, WHITE HALL DISTRICT ALBEMARLE COUNTY VIRGINIA " dated October24, 2008, and last revised April 22, 2010, prepared by Thomas B. Lincoln Land Surveyor, Inc., said plat being attached hereto and recorded herewith. - 2 - AND BEING a portion of the property acquired by the Grantor herein by Deed from Thomas Amato and Martha B. Amato, husband and wife, dated November 16, 2006 and recorded December 1, 2006 in Deed Book 3329 at page 737 among the land records maintained by the Clerk of the Circuit Court of Albemarle County, Virginia. The Grantor by execution of this instrument acknowledges that the plans for the aforesaid project as they affect its property have been fully explained to its authorized representative. The Grantor covenants and agrees for itself, its successors and assigns, that the consideration hereinabove mentioned and paid to it shall be in lieu of any and all claims to compensation for land, and for damages, if any, to the remaining lands of the Grantor which may result by reason of the use to which the Grantee will put the land to be conveyed, including such drainage facilities as may be necessary. WITNESS the following signatures and seals: COUNTY OF ALBEMARLE, VIRGINIA By:_____________________________ Robert W. Tucker, Jr. County Executive COMMONWEALTH OF VIRGINIA CITY/COUNTY OF___________________: The foregoing Deed of Easement was signed, sworn to and acknowledged before me this _______ day of _______________, ____ by Robert W. Tucker, Jr., County Executive, on behalf of the County of Albemarle, Virginia, Grantee. ______________________________ Notary Public My Commission Expires: _______________ Notary Registration Number _____________ Approved as to form: By:___________________ County Attorney COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: The Old Crozet School Arts Lease Agreement for Part of the Old Crozet Elementary School SUBJECT/PROPOSAL/REQUEST: Public hearing for proposed renewal of the lease agreement between the County and the Old Crozet School Arts for part of the Old Crozet Elementary School STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, Herrick, Shadman, and Freitas LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: X INFORMATION: CONSENT AGENDA: AC TION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The Old Crozet Elementary School was built in 1924 and was used as a public school until 1990. From 1990 through 2007, the Charlottesville Waldorf School leased the prope rty. The Old Crozet Elementary School was then vacant until June 2009, when the County began leasing part of the facility to the Field School of Charlottesville and, in August 2009, a part to the Old Crozet School Arts (OCSA). The two tenants together cu rrently occupy approximately 15,165 square feet of the facility. The current OCSA lease term ends July 31, 2010. Virginia Code § 15.2-1800 requires that the Board advertise and hold a public hearing prior to leasing County-owned property. STRATEGIC PLAN: Goal 4: Effectively Manage the County’s Growth and Development Master Planning Directional Statement: “Adapts and reuses sites rather than abandoning them.” DISCUSSION: Since occupying the facility, the OCSA has been an excellent tenant and is request ing to continue to lease the facility. For the most part, the proposed lease agreement would continue the same conditions as the current lease. However, the tenant would like to increase the term of the lease from the current one-year term. Proposed changes from the current lease include: ● automatic renewal of the lease for up to four additional one -year terms beyond the initial one-year term, unless notice is given by the Landlord or the Tenant no later than 60 days prior to the expiration of any term; ● discontinuance of the County’s reimbursement through a rent credit for the cost of any pre -approved alterations, additions, or improvements made by the tenant; ● an increase of 871 sq. ft. in lease space that includes access to an additional entrance as well as the girl’s restroom currentl y leased by the Field School. The lease amendment for the removal o f this restroom from the Field School lease was approved by the Board May 5, 2010. With the inclusion of the additional space, the rent for the first term of the proposed lease agreement would be $18,387.06. This amount is based on a rental rate of $3.81/sq.ft. that was also applie d to the recently approved lease for the Field School. This rental rate includes both rent and a utility charge based on projected use. At the end of September 2010, when a full year’s utility data for the building with occupants is available, staff will evaluate utility consumption and adjust the utility cost component of the rent if warranted. BUDGET IMPACT: The renewal of this lease would result in annual revenue of $18,387.06 during the first year. RECOMMENDATIONS: After the public hearing, staff recommends the Board approve the lease with the OCSA and authorize the County Executive to sign the lease on behalf of the County. ATTACHMENTS A – Proposed Lease Renewal Return to regular agenda COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: FY 2010 Budget Amendment and Appropriations SUBJECT/PROPOSAL/REQUEST: Public Hearing on the Proposed FY 2010 Budget Amendment in the amount of $4,108,006.51 and approval of Budget Amendment and Appro priations #2010081, #2010082, #2010083, #2010084, #2010085, #2010086, #2010087 and #2010088 for various school and local government programs STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, and Wiggans LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: YES REVIEWED BY: BACKGROUND: Virginia Code § 15.2-2507 provides 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; provided, however, any such amendment which exceeds one percent of the total expenditures shown in the currently adopted budget must be accomplished by first 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 Self -Sustaining, etc. The total of the new requested FY 2010 appropriations, itemized below , is $4,108,006.51. Because the cumulative amount of the appropriations exceeds one percent of the currently adopted budget, a budget amendment public hearing is required. STRATEGIC PLAN: Goal 5: Develop a comprehensive funding strategy/plan to address the County’s growing needs. DISCUSSION: The proposed increase of this FY 2010 Budget Amendment totals $4,108,006.51. The estimated expenses and revenues included in the proposed amendment are shown below: ESTIMATED EXPENDITURES General Fund $ 487,494.31 Special Revenue Funds $ 2,393,074.97 School Fund $ 735,916.63 School Program Funds $ 140,266.07 Emergency Communication Center Funds $ 313,664.00 Capital Improvements Funds $ 37,590.53 TOTAL ESTIMATED EXPENDITURES – All Funds $ 4,108,006.51 ESTIMATED REVENUES Local Revenues (Fees, Contributions, Donations) $ 438,658.94 State Revenue $ 89,310.04 Federal Revenue $ 2,411,093.39 Proffer Revenues $ 267,054.06 Other Fund Balances $ 901,890.08 TOTAL ESTIMATED REVENUES – All Funds $ 4,108,006.51 The budget amendment is comprised of thirty-eight (38) separate appropriations, thirty of which have already been approved by the Board as indicated below: Approved December 2, 2009: One (1) appropriation (#2010050) total ing $2,500.00 for the Go Green Virginia Grant; One (1) appropriation (#2010051) totaling $5,900.00 for various education programs; and One (1) appropriation (#2010052) totaling $32,681.00 for the FY2009 State Criminal Alien Assistance Program. Approved January 6, 2010: One (1) appropriation (#2010053) totaling $69,331.00 for the Safe Schools/Healthy Students grant; Two (2) appropriations (#2010054 and #2010059) totaling $105,871.85 for various education programs; One (1) appropriation (#2010055) total ing $4,730.65 for the Fugitive Apprehension Task Force; One (1) appropriation (#2010056) totaling $144,556.63 for the Route 20 Visitors Center; One (1) appropriation (#2010057) recognizing $ 8,316.80 in other revenue sources (proffers) in the Capital Improvements Fund and reducing the anticipated use of CIP fund balance by the same amount; and One (1) appropriation (#2010058) totaling $40,000 for the Internet Crimes Against Children grant. Approved January 13, 2010: One (1) appropriation (#2010060) tota ling $1,500,000.00 for the ECC U. S. Department of Justice COPS Technology Grant Approved February 3, 2010: One (1) appropriation (#2010061) totaling $32,500.00 for the R. K. Mellon Family Foundation Grant; One (1) appropriation (#2010062) totaling $95,0 00.00 reappropriating the uncompleted FY09 Fire Department Mobile Data Computer project; One (1) appropriation (#2010063) totaling $406,000.00 for the Department of Energy’s Energy Efficiency and Conservation Block Grant (EECBG) program; Approved March 3, 2010: Three (3) appropriations (#2010064, #2010067, and #2010068 ) totaling $79,751.25 for Education donations/programs; and One (1) appropriation (#2010066) totaling $14,500.00 for operational costs of the EMS Cost Recovery program. Approved April 7, 2010: One (1) appropriation (#2010069) totaling $133,362.00 for various Commission on Children grants; One (1) appropriation (#2010070) totaling $15,161.88 for various school programs; One (1) appropriation (#2010071) totaling $43,105.00 for a Virginia Hea lth Care Foundation Department of Social Services; One (1) appropriation (#2010072) totaling $19,199.00 for the Internet Crimes Against Children One (1) appropriation (#2010075) transferring $100,559.76 to the Byrom Park Project Approved May 5, 2010: One (1) appropriation (#2010073) totaling $17,000.00 for a Homeland Security grant; Three (3) appropriations (#2010074, #2010076, and #2010080) totaling $364,887.04 for various school programs; One (1) appropriation (#2010077) totaling $27,500.00 for the R. K. Mellon Family Foundation Grant; One (1) appropriation (#2010078) totaling $5,500.00 for Sheriff Reserve Program Contributions; and One (1) appropriation (#2010079) totaling $199,664.00 for the ECC Sprint/Nextel 800 MHz Re -banding. The eight (8) new appropriations are as follows: Two (2) appropriations (#2010081 and #2010088) totaling $17,068.99 for various school programs; One (1) appropriation (#2010082) recognizing $ 28,605.04 in other revenue sources (proffers) in the Capital Improvements Fund and reducing the anticipated use of CIP fund balance by the same amount ; One (1) appropriation (#2010083) totaling $230,132.22 for the Crozet Streetscape Phase II project; One (1) appropriation (#2010084) totaling $387,904 for the public safety workers back-pay; One (1) appropriation (#2010085) totaling $200.00 for donation towards the plaque for Burley High School Coaches; One (1) appropriation (#2010086) totaling $330,418.16 for the School Division’s requested portion from the FY 09/10 Revenue Shortfall Contingency or “lockbox” to fund early retirement incentives; and One (1) appropriation (#2010087) totaling $114,000.00 for a federal Interoperable Communications Planning Grant awarded to the Emergency Communications Center. A description of this request is provided in Attachment A. RECOMMENDATIONS: After the public hearing, staff recommends approval of the FY 2010 Budget Amendment in the amount of $4,108,006.51 and approval of Appropriations #2010081, #2010082, #2010083, #2010084, #2010085, #2010086, #2010087 and #2010088 to provide funds for various local government and school projects and programs as described in Attachment A. ATTACHMENTS Attachment A – Description of Appropriations Return to regular agenda Attachment A Appropriation #2010081 $890.00 Revenue Source: Local Revenue: $ 890.00 Albemarle High School received various cash donations totaling $890.00. These donations were made to help fund the installation of a synthetic turf field at Albemarle High School. The current balance for the FY 09/10 AHS Synthetic Turf Project is $32,186.22 including this donation. The balance from FY 08/09 is $6,866.66 for a grand total of $39,052.88. The high schools need to raise $325,000.00 in order to receive matching funds from an anonymous donor, requiring Albemarle High School to raise an additional $285,947.12 to secure matching funds. The balance required to secure construction is $650,000.00. Appropriation #2010082 $28,605.04 Revenue Source: Proffer Fund Revenue: $ 28,605.04 Since the original appropriation of the FY10 Capital Improvements budget, the following additional revenue sources have been identified, which will reduce the planned use of $28,605.04 from the CIP fund balance. The schedule below identifies the revenue source, amount, and the project to be funded. Revenue Source Description Capital Project Amount ($) Avon Park Proffer Avon Sidewalk Project $ 42.46 Stillfried Ln Proffer Ivy Road Sidewalk Project $ 55.20 Hollymead Town Center A1 Proffer Rt 29 Corridor Study $28,507.38 Appropriation #2010083 $230,132.22 Revenue Source: Proffer Fund: $ 230,132.22 The Office of Facilities Development has requested $230,132.22 in available funds from proffers listed below to extend the Crozet Main Street component of the Downtown Crozet Streetscape Phase II project. Originally, Main Street was to be designed/constructed from Crozet Avenue to the existing alley parallel to Crozet Avenue, approximately 200 feet in length, where the parking lot entrance to the new Crozet Library was to be located. When the Crozet Library Steering Committee and the consultant finalized the conceptual plan, it was determined that the Crozet Library entrance had to be moved to the rear of the parcel. Because Crozet Main Street provides the only access to the Crozet Library parking lot, the Main Street design/construction must be extended an additional 200 feet. The schedule below identifies the revenue source and amount: Revenue Source Description Amount ($) Grayrock Proffer $75,644.06 Wickham Pond Proffer $73,764.89 Westhall (1.1) Proffer $53,728.70 Westhall (1.2) Proffer $10,896.30 Liberty Hall Proffer $16,098.27 Appropriation #2010084 $387,904.00 Revenue Source: Fund Balance: $387,904.00 This appropriation of $387,904.00 will fund back-pay for overtime for certain public safety employees. The County has correctly paid overtime as required by the federal Fair Labor Standards Act (FLSA); however, this appropriation is necessary to comply with additional Virginia state law overtime requirements. This appropriation includes $27,566.00 in FICA costs in addition to the overtime wages. Appropriation #2010085 $200.00 Revenue Source: Fund Balance: $200.00 The Board of Supervisors agreed at its May 12, 2010 meeting to donate $200.00 towards a plaque for former Burley High School coaches to be purchased by the Burley High School Varsity Club. Appropriation #2010086 $330,418.16 Revenue Source: Transfer General Govt. CIP Fund $ 330,418.16 At a meeting with the School Board on April 22, 2010, the Board of Supervisors agreed to provide $330,418.16 to the School Division in order to fund early retirement incentives offered in FY 09/10. These funds are being transferred from the Revenue Shortfall Contingency or “lockbox” created by the Board of Supervisors. Appropriation #2010087 $114,000.00 Revenue Source: Federal Revenue: $ 114,000.00 On March 31, 2010, the Interoperable Communications Planning Grant for the 20 Jurisdictions within the Region 3 Regional Preparedness Advisory Committee (RPAC) was awarded to Albemarle County as the fiscal agent for the Emergency Communications Center through the United States Department of Homeland Security (DHS). This reimbursable grant will be managed by the Charlottesville-UVA-Albemarle County Emergency Communications Center for Region 3. The grant funds will be used to hire a communications consulting group to survey the 20 jurisdictions and identify key regional stakeholders to help identify top priority regional interoperable communications initiatives. In addition, they would assist the region in developing the framework for regional communications SOP’s, policies, and procedures for interoperable communications initiatives. Appropriation #2010088 $16,178.99 Revenue Source: Local Revenue: $ 16,178.99 The recent personal property tax mailing included a form for taxpayers to make a donation to the Local Government or School Division and included an option for donors to specify what the donation would fund. The following donations were made to specific schools: Mr. Anthony Alimenti donated $30.00 to be split between Murray High School and Monticello High School. Each school will receive $15.00. Ann Willms donated $500.00 to Henley Middle School Mr. Roger Gildersleeve donated $100.00 to Western Albemarle High School Western Albemarle High School received various cash donations totaling $13,912.00. These donations were made to help fund the installation of a synthetic turf field at Western Albemarle High School. The current balance for the FY 09/10 W AHS Synthetic Turf Project is $15,187.00, including this donation. The balance from FY 08/09 is $19,161.66 for a grand total of $34,348.66. The high schools need to raise $325,000.00 in order to receive matching funds from an anonymous donor, requiring Western Albemarle High School to raise an additional $290,651.34 to secure matching funds. The balance required to secure construction is $650,000.00. Albemarle High School received various cash donations totaling $1,050.00. These donations were made to help fund the installation of a synthetic turf field at Albemarle High School. The current balance for the FY 09/10 AHS Synthetic Turf Project is $33,236.22 including this donation. The balance from FY 08/09 is $6,866.66 for a grand total of $40,102.88. The high schools need to raise $325,000.00 in order to receive matching funds from an anonymous donor, requiring Albemarle High School to raise an additional $284,897.12 to secure matching funds. The balance required to secure construction is $650,000.00. Woodbrook Elementary School has received several donations totaling $586.99. Kathleen Looney donated $100.00, Jason H. Daniel donated $25.00 and the Carson Raymond Foundation donated $461.99. The donors have requested that their contribution be used towards purchasing a basketball hoop for the Woodbrook Elementary School playground. This hoop would be a tool for the development of hand-eye coordination, and would aid in developing shooting, passing, dribbling and basic ball-handling skills. Return to exec summary COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: ZTA-2010-0001 Industrial Districts - Phase I SUBJECT/PROPOSAL/REQUEST: Allow by special use permit in the Light Industrial district, those uses that are by-right in the Heavy- Industrial (HI) district STAFF CONTACT(S): Messrs. Tucker, Foley, Cilimberg, Ms. McCulley, Ms. Stimart LEGAL REVIEW: No AGENDA DATE: June 2, 2010 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: In 2009 the Board of Supervisors adopted an update of the Economic Development Policy wherein one of the short- term priority items was: “Objective II. Strategy 4. Encourage infill development of business and industrial uses in Developmen t Areas, 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.” In January, the Board passed an Action Plan which included the following: “the report on available light industrial zoning should be expedited and a report on the possibility of expansion of this type of zoning in these areas should be brought back to the Board in the first-quarter of the year for discussion and possible action.” In February, staff presented an Industrial Land Inventory that documented a shortage of vacant heavy-industrial land and challenges with the industrial zoning districts. The Board directed staff to consider and recommend HI uses that should be moved into the LI district by special-use permit. On April 6, the Planning Commission recommended adoption of the attached zoning text amendment (Attachment A) to the Board. After public comments about the need to consider and mitigate traffic and other impacts from the HI uses, the Commission also requested that updated Performance Standards for industrial uses be brought forward as soon as possible. STRATEGIC PLAN: Goal 1: Enhance the quality of life for all citizens Master Planning Directional Statements: By June 2010, maintain a strong and sustainable economy; increase the economic vitality of the development areas; and increase the ability of those individuals and families, who are living in lower-income households, to become self-sufficient. Goal 4: Effectively m anage the County’s Growth and Development DISCUSSION: Staff expects to complete a draft of updated Performance Standards by June, with public review expected in August. Regarding concerns for unmitigated traffic impacts, all special use permits are reviewed under Zoning Code Section 31.6.1, which states: “The board of supervisors hereby reserves unto itself the right to issue all special use permits permitted hereunder. Special use permits for uses as provided in this ordinance may be issued upon a finding by the board of supervisors that such use will not be of substantial detriment to adjacent property, that the character of the district will not be changed thereby and that such use will be in harmony with the purpose and intent of this ordinance, with the uses permitted by right in the district, with additional regulations provided in section 5, and with the public health, safety and general welfare.” Traffic impacts are assessed as part of this review and recommendations regarding the special use permit proposal (approval, approval with conditions, denial) are based in part on this assessment. BUDGET IMPACT: Special use permit review will be subject to the $1,020 application fee in Section 35 of the Zoning Ordinance. Staff anticipates the potential for additional revenue generation from local business expansion that may result from this amendment. RECOMMENDATIONS: Staff and the Planning Commission recommend that the Board approve ZTA 2010-0001 as proposed in Attachment A. ATTACHMENTS Attachment A – ZTA 2010-0001 Attachment B – Planning Commission Staff report and attachments View PC minutes of April 6 and March 16, 2010 Return to regular agenda Draft: 03/09/10 ORDINANCE NO. 10-18( ) AN ORDINANCE TO AMEND CHAPTER 18, ZONING, ARTICLE III, DISTRICT REGULATIONS, 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, Zoni ng, Article III, District Regulations, is hereby amended and reordained as follows: By Amending: Sec. 27.2.2 By special use permit Chapter 18. Zoning Article III. District Regulations Sec. 27.2.2 By special use permit The following uses shall be permitted by special use permit in the LI district: . . . 19. Uses permitted by right in the Heavy Industry (HI) zoning district that are not otherwise permitted by right under section 27.2.1. Go to next attachment Return to exec summary STAFF PERSON: Susan Stimart, Amelia McCulley and Wayne Cilimberg PLANNING COMMISSION: April 6, 2010 BOARD OF SUPERVISORS: TBD ZTA: 2010-00001 By-right Heavy Industrial (HI) uses in Light Industrial (LI) districts by special use permit. ORIGIN: Planning Commission resolution of intent (Attachment A), adopted March 16, 2010. PROPOSAL: Expand opportunity for HI uses in the County by allowing selected HI uses in the LI district by special use permit. As with all uses in the LI and HI districts, these uses will be subject to all of the requirements of Section 26.1 Industrial Districts, Generally, including the Performance Standards of Section 26.7. (Please see Zoning Ordinance Sections 26, 27 and 28, Att achment B) PUBLIC PURPOSE TO BE SERVED: Expand economic opportunity for those businesses reliant on the HI zoning district by expanding potential location options to those parcels zoned LI. This will expand the opportunity for such industrial uses in what is currently a limited inventory of zoned land for HI uses County-wide. BACKGROUND: In 2009 the County updated its Economic Development policy and, in the process, identified a countywide shortage of land for the uses allowed in the LI and HI zoning districts. In January 2010 the Board of Supervisors held a work session to discuss an industrial land inventory. Report findings included a capacity of only 40 acres vacant and available for HI uses. Actual viability is much less: one 8-acre parcel in Crozet is limited by proffer to woodworking and warehouse uses only and a second 8-acre parcel is separated from the road system by a CSX rail-line. The remaining acreage is located immediately off of Route 29 in the Places 29 area. The remaining three development areas, Pantops, Southern Urban Area and Rivanna Village , have no inventory of HI land. To help address both the shortage of industrial land and the limited disbursement among development areas, the Board directed staff to research the viability of allowing HI uses in the LI district by special-use permit. STAFF COMMENT: Several of the business uses allowed under the HI zoning district are subject to Federal and state statutes and permits in addition to County requirements. With this zoning code amendment the same federal and state regulations will still apply to these uses in the LI district. Staff believes that the process of special use permit review for HI uses in the LI District will provide for appropriate review and decision regarding the appropriateness of such uses on a case-by-case basis. The special-use permit process allows the Commission and ultimately the Board to regulate activity at a site-specific level with necessary conditions. Conditions of approval will require the applicant to mitigate, if necessary, any impacts such as noise, dust, hours of operation, water discharge. With these regulatory controls, staff believes it is appropriate to allow all HI uses in the LI district by special permit. Ad ministration / Review Process: The County’s special use permit process requires public hearings by both the Planning Commission and Board of Supervisors. Federal and state statutes also affect many of the uses allowed in the HI district. These uses are also subject to the County’s performance standards found in Section 26.7 of the Zoning Ordinance Housing Affordability: N/A Implications to Staffing / Staffing Costs: This zoning code amendment may increase the number of special use permit applications; however, the overall impact is likely to be minimal as there is limited demand for such applications expected. Review of special use permits, as with other zoning applications, will be subject to the special use permit fees as provided in Section 35 of the Zoning Ordinance ($1,020 for industrial uses). STAFF RECOMMENDATION: Staff recommends adoption of the proposed ordinance found in Attachment C. Attachment A: Resolution of Intent Attachment B: Sections 26, 27 and 28 of the Albemarle County Zoning Ordinance Attachment C: Draft Ordinance Amendment Attachment D: Table Comparing Industrial Zoning Uses Return to exec summary ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 1 Albemarle County Planning Commission April 6, 2010 The Albemarle County Planning Commission held a meeting, work session and public hearing on Tuesday, April 6, 2010, at 6:00 p.m., at the County Office Building, Lane Auditorium, Second Floor, 401 McIntire Road, Charlottesville, Virginia. Members attending were Duane Zobrist, Vice-Chairman; Ed Smith, Thomas Loach, Chairman; Don Franco and Calvin Morris. Absent were Linda Porterfield, Russell (Mac) Lafferty and Julia Monteith, AICP, Senior Land Use Planner for the University of Virginia. Other officials present were Amelia McCulley, Director of Zoning/Zoning Administrator; J.T. Newberry, Code Enforcement Officer; Susan Stimart, Business Development Facilitator; Bill Fritz, Chief of Current Development; Elaine Echols, Principal Planner; Rebecca Ragsdale, Senior Planner; Wayne Cilimberg, Director of Planning and Greg Kamptner, Deputy County Attorney. Call to Order and Establish Quorum: Mr. Loach, Chairman, called the regular meeting to order at 6:00 p.m. and established a quorum. ZTA-2010-0001 Industrial Districts – Phase I ZTA-2010-00001 Industrial Uses - Amend Sec. 27.2.2, By special use permit, of Chapter 18, Zoning, of the Albemarle County Code. This ordinance would amend Sec. 27.2.2 by adding as uses permitted by special use permit in the Light Industry (LI) zoning district all of those uses permitted by right in the Heavy Industry (HI) zoning district that are not otherwise permitted by right in the LI zoning district. A copy of the full text of the ordinance is on file in the office of the Clerk of the Board of Supervisors and in the Department of Community Development, County Office Building, 401 McIntire Road, Charlottesville, Virginia. (Susan Stimart) Ms. Stimart presented a Power-Point presentation and summarized the staff report. (See Staff Report) ZTA-2010-0001 Industrial Districts – Phase I - Adding HI uses in LI Districts by Special Use Permit Why add HI uses? • Industrial Inventory study showed shortage of HI parcels, and poor disburs ement. There is one pocket in Places29 and then two smaller parcels in Crozet. • To address this issue, the Board directed staff to investigate allowing HI uses in the LI district by special use permit, to be followed by a more lengthy review of all uses in the Industrial district. Industrial District ZTA Timeline • 2/3/2010 - Industrial Inventory/Board of Supervisor direction • 3/16/10 Resolution of Intent for allowing HI uses in LI district by SP • (Today) – Planning Commission hearing • June – Board of Supervisors public hearing • Phase II underway to add other uses to the LI district and minimize office uses Summary of Current Overlap Staff reviewed a chart of the current overlap currently in effect noting that some of the uses are effectively allowed in the two different zoning districts, but only one in LI by special use permit. There is also additional utility for the wood planing activity and the vet practice in other districts. In the second graphic it shows the current LI by special use permit and curre nt HI by special use permit. The column on the left would be expanded to include the uses by special use permit that are indicated on the right. Many of the HI uses by right are subject to a fair number of federal, state and local regulations in how materials are transported, stored and managed. (See PowerPoint Presentation) Conclusion: ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 2 • Staff recommends adoption of the proposed ordinance in Attachment C . Mr. Loach invited questions for staff. He asked how the criteria was being developed for which uses they were going to take from one column and moving over, or all of the uses going to be allowed. If so, then why have two categories at all. Mr. Cilimberg replied that the right hand column would move into the special use permit in the LI. The reason they would have the distinction is that in the LI district only those uses shown in the right hand column would be provided with a special use permit. In other words, it has that extra legislative review , whereas in the HI District the by-right uses already exist as allowed there. So what they were doing is opening up the possibility for any of those uses on the right to also be developed in the LI District, but only by special use permit. There is a broadening of the opportunity. Mr. Loach noted that they would need a whole new set of criteria for those special use permits. Mr. Cilimberg said that there are already a number of regulations in the ordinance for industrial uses, which they were actually looking at now for future modification. Performance standards are mentioned in the report and in one of the attachments, which already exists for industrial uses in both LI and HI. Ms. McCulley pointed out that performance standards apply to any use of industrial character , which are requirements related to emissions into the environment for the most part. It includes noise, dust, glare, air pollution, water pollution, vibration, electrical interference, and those types of things, which are currently in the ordinance. As part of the next phase staff is assessing those regulations to see if they should be modified or updated to reflect state and current standards . Those are general engineering environmental impact standards. There are supplementary regulations that relate to particular uses. For example, petroleum storage has a list of regulations just for that type of use. Staff is working on those, too. There may be more special buffers to add since they would be allowing the use in LI Districts that might be getting closer to some other uses such as that relating to storage areas. This is their opportunity with phase 2 proceeding along as they do this phase 1 to look at tightening down and adding some more applicable regulations for these industrial uses in general. Mr. Franco asked if the timing of phase 2 was relative to phase 1. He asked if they were approving the ability to do it before they have the standards or does it all get finished at the same time. Mr. Cilimberg said that they already have the standards in place as mentioned in Section 26.7 of the Zoning Ordinance, which refers to Section 4.14. They are not making these changes without standards because they already apply. The update of that will be part of phase 2. He asked Ms. Stimart what time frame they are looking at since she has been working on the timeline with the committee. Ms. Stimart replied that phase 2 was three or four months out. Mr. Zobrist pointed out that the question being asked is the same question he has. He understands that they have standards for HI and LI. The question being asked is how they decide when to grant the special use permit, and whether it has to be granted if it complies with all of these standards. His understanding is that special use permits are completely discretionary. He asked if that was the law. Mr. Kamptner said that special use permits are discretionary. Mr. Zobrist asked if they have to state a reason for not granting a special use permit. Mr. Kamptner said that the action cannot be arbitrary and there has to be some basis. Mr. Zobrist said that it was a good idea to go back to these ordinances and make sure that they don’t cla mp with each other. But, certainly they don’t want to see a cement plant next door to a professional building. That would be their valid basis. It is only the general standard that is set or established by the case law. Mr. Kamptner said there are standards and certain criteria in the Zoning Ordinance for all special use permits, but each evaluation is on a case-by-case basis. ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 3 Ms. McCulley pointed out the general standards for review of any special use permit is a finding that the use will not be of substantial detriment to adjacent property, that the character of the district will not be changed thereby in that the use will be in harmony with the purpose and intent of the ordinance and with public health, safety and general welfare. That is section 31.6.1. Mr. Cilimberg noted that is also the section that staff cites in staff reports for special use permits. Mr. Franco said his concern is how staff will evaluate this in the future if an application comes in for a special use permit for a HI use in LI. Past experience would show him that there may be input from the surrounding community and it is always going to be that there is a negative impact . Without performance standards that are up-to-date or modernized he did not know how they were going to rule positive ly to Section 31.6.1 or how they were going to process it in that light. That is his concern. Right now he did not know about the engineering performance review that takes place because transportation is not an issue. He thought if they look at HI coming in someone is going to argue that LI could be a warehouse and be a much smaller use than what he would expect from a sawmill. Mr. Cilimberg noted that is part of what they would evaluate because they were not limited to just the performance standards when they review a special use permit. That is one element. They are also reviewing for the broader impact and relationship of the use to the location and the facilities to support it. In a sense the special use permit review is like a rezoning for a very site specific location and the use proposed there. So they are not hemmed in by what they already have in the ordinance. Actually the performance standards update is more to make sure that any industry is meeting the standards that were expected today for their general performance in any location. Mr. Loach said that to some extent he would rather require the special use permit than to start arbitrarily moving things from one column into the other to make them allowable in the LI. Mr. Franco pointed out that he was not proposing that they make it allowable. He was following staff’s recommendation of a special use permit so that they have that ability and understand that. But, if they are really trying to encourage HI uses in these other places he did not know that they were giving the business community clear enough guidance on where it might be acceptable or not. There may be too many gray areas where everybody is going to say HI has been a higher more intens e use and isn’t appropriate for LI. Maybe that is just something they will have to live with. Mr. Cilimberg said he thought it was the first step. They may ultimately end up w ith one general industrial district, which they don’t know at this point. Industry is different now than when these LI and HI districts were introduced in the ordinance in 1980. Mr. Loach pointed out that technology changes in the HI industry may make it very appropriate in the LI district because many of the negative consequences may have been ameliorated. With that said, he agreed with Mr. Franco that those negative consequences must have the appropriate level of measurements so they can say it meets those standards. There being no further questions, Mr. Loach opened the public hearing and invited public comment. Lucy Goeke noted that in part this has to do with what will come up next because her understanding of the Crozet community was that they were light on Light Industrial in this area. They are considering changing RA to LI in the next agenda item. If they are already light in Light Industrial she questioned why they are already going to move HI to LI. She agreed that it should be with a special use permit, but felt that it opens up a whole can of worms. They are already changing LI into commercial and now want to change HI into LI also. Neil Williamson, Free Enterprise Forum, said this was an interesting action and a very small step. He did not see a huge number of applications coming in, but felt it is an important first step in making LI workable for LI uses as Ms. Stimart explained in the PowerPoint presentation. It is important to note that the special use permit is a higher level of consideration and would anticipate significant negative feedback from neighbors, etc. He was still trying to come up with a use that would make its way through the public hearings required to be in LI. However, each of those categories and some other s that would fit into those ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 4 categories that are not applicably described are about jobs. It is important to recognize that they do need to think about the ideas of the jobs behind these applications. There being no further public comment, the public hearing was closed and the matter before the Planning Commission. Mr. Morris said that it was a very good first step. Mr. Franco agreed that it was a very good first step. They were moving forward in a positive manner. He felt it is going to be important to get those performance standards so that there is a way to get the special use permit through the process eventually. Motion: Mr. Franco moved and Mr. Morris seconded to forward a recommendation of approval for the adoption of ZTA-2001-00001, Industrial Districts – Phase I, as presented in Attachment C of the staff report. The motion passed by a vote of 5:0. (Porterfield and Lafferty absent) Mr. Loach noted that ZTA-2001-00001 Industrial Districts – Phase 1 would go before the Board of Supervisors on June 2, 2010 with a recommendation for approval. View next set of minutes Return to exec summary ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 5 Albemarle County Planning Commission March 16, 2010 Consent Agenda: a. Approval of Minutes: August 11, 2009; August 18, 2009; October 6, 2009; October 13, 2009; December 15, 2009, March 10, 2009 and January 12, 2010. b. ZTA-2010-00001 Industrial Districts – Phase I – Resolution of Intent (Susan Stimart) c. SDP-2008-00125 Pavilions at Pantops - Phase 3 The request is for final site plan approval for an 81 -unit residential townhouse development on 16.07 acres. The property, described as Tax Map 78, Parcel 12, is zoned R -6, Residential and is located in the Rivanna Magisterial District on Verona Drive [Route #1771] approximately 500 feet east of its intersection with Rolkin Road [Private]. The Comprehensive Plan designates this property as Neighborhood Density in Urban Area 3. (Elizabeth Marotta) d. SDP-2010-00005 Stone Robinson Elementary School Baseball Field – Waiver The request is for a major site plan amendment approval and associated waiver to Zoning Ordinance Section 18-4.2.3.2 "Location of Structures and Improvements" to allow disturbance of critical slopes, pursuant to Section 4.2.5 and in conjunction with the construction of a baseball field. The proposed disturbance includes 0.33 acres on two properties described as Tax Map 79, Parcels 20 and 23A. Both parcels are zoned RA (Rural Areas) and are located in the Scottsville Magisterial District. The properties are located on the north side of North Milton Road [State Route 729] approximately 760 feet west of its intersection with Richmond Road [State Route 250]; The Comprehensive Plan designates the properties as Rural Areas with a secondary land use of Parks and Greenways in Rural Areas 4. (Elizabeth Marotta) e. AFD-2010-00002; AFD-2010-00005 Hardware Additions Planning Commission acceptance of applications for additions to the Hardware District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2-4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3-201(B) of the County Code). The proposed additions include the properties described as Tax Map 74, Parcel 28B; Tax Map 75, Parcels 4A and 5; and Tax Map 87, Parcel 16A. The proposed additions include a total of 192.54 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) f. AFD-2010-00003 Kinloch Additions Planning Commission acceptance of application for an addition to the Kinloch District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2-4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3-201(B) of the County Code). The proposed addition includes the property described as Tax Map 66, Parcel 3G. The proposed addition includes a total of 38.85 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) g. AFD-2010-00004 Moorman’s River Addition Planning Commission acceptance of application for an addition to the Moorman’s River District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2 -4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3 - 201(B) of the County Code). The proposed addition includes the property described as Tax Map 41, Parcel 19. The proposed addition includes a total of 10.5 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) h. AFD-2010-00006 Fox Mountain Additions Planning Commission acceptance of applications for additions to the Fox Mountain District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2 -4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3 - 201(B) of the County Code). The proposed additions include the properties described as Tax Map 14, Parcels 26A and 26C; and Tax Map 15, Parcel 1. The proposed additions include a total of 32.8 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) i. AFD-2010-00007 Jacob’s Run Addition Planning Commission acceptance of application for an addition to the Jacob’s Run District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2 -4307(1); and referral of the ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 6 applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3- 201(B) of the County Code). The proposed addition includes the property described as Tax Map 31, Parcel 1. The proposed addition includes a total of 155.047 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) j. AFD-2010-00008 Hatton Addition Planning Commission acceptance of an application for additions to the Hatton District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2-4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3-201(B) of the County Code). The proposed additions include the properties described as Tax Map 136, Parcels 8H, 9A2, 6B, 9E, 9D1, and 9C. The proposed additions include a total of 115.061 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) Mr. Loach asked if any Commissioner would like to pull any item from the consent agenda. Ms. Porterfield asked that the record reflect her commendation of Luck Stone for being a good corporate citizen and providing their assistance in making the ball field at Stone Robinson School a reality by providing some of the property. Mr. Morris asked to take his hat off to the applicant for the Pavilions Phase II. As many remember that was a highly contentious program going into it. This time there was a real partnership between neighbors and the applicant that was great to see. Mr. Lafferty asked to discuss the Heavy Industrial going to Light Industrial under ZTA-2010-00001 Industrial Districts – Phase I – Resolution of Intent. In looking at that under objective #2, strategy 4 it says that it needs to identify through the master plan and other efforts. He felt that the other efforts seem pretty open. He takes their master plans as being sort of a contract between the County and the residents of who is involved with the master plans. Mr. Loach noted that he had the same question when he reviewed the ZTA objectives. It seems that it was talking about amending the zoning code by special use permit. He questioned if most of that would be covered under the master plan. Mr. Cilimberg replied that the master plan would be the plan document or blue print for how it would it be considered. The background here is making reference to what is in the Comprehensive Plan right now as guidance. This resolution of intent actually would be to change ordinance provisions. If the Board ultimately adopted the amendments that brought HI uses into the LI district, those HI uses would only be allowed by special use permit. In review of the special use permit they would be referring back to things like master plans and the economic development policy, which are the plan documents for the County. This is intended to provide background on what guides the decision making and what would guide future decisions regarding industrial uses as they might be proposed under the ordinance as it would be amended ultimately reflecting this resolution of intent. Mr. Lafferty asked why they would need an amendment to do this. Mr. Cilimberg replied that they need an amendment in the Zoning Ordinance to be able to implement the idea of generalizing the industrial use opportunities in the County. The amendment brings the HI uses into the LI District; but, only through a special use permit process. The special use permit process i nvolves a public hearing by the Planning Commission and Board of Supervisors and ultimately a decision by the Board on whether or not to grant that special use permit. Right now they could not have a HI use in the LI District at all. It has to be a rezoning to LI. This provides a slightly different opportunity for any HI use that may be appropriate in LI to be considered through the special use permit process. Mr. Zobrist assumed that there would be a list of criteria to qualify for the special use pe rmit in the ordinance language. Mr. Cilimberg replied yes, there is going to be a list of uses brought over and any supplementary regulations that are necessary would be identified as well as part of that amendment. The Commission is not doing ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 7 that tonight. Tonight the request was to simply pass a resolution of intent that authorizes staff to proceed in doing this. This is part of what the Board had asked staff to pursue as part of the adoption of the Economic Development Policy, which is a part of the Comp Plan. Mr. Lafferty asked if the ZTA would come back before the Planning Commission. Mr. Cilimberg replied yes, the Commission would initially get this as a zoning text amendment, which was scheduled for a public hearing in April. The Commission will make a recommendation to the Board at that time and they in turn will act on it. The Commission will see the specifics of an ordinance change at that time. Motion: Mr. Franco moved and Mr. Zobrist seconded for approval of the consent agenda. The motion passed by a vote of 7:0. Mr. Loach noted that the consent agenda was approved. ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 1 Albemarle County Planning Commission March 16, 2010 Consent Agenda: a. Approval of Minutes: August 11, 2009; August 18, 2009; October 6, 2009; October 13, 2009; December 15, 2009, March 10, 2009 and January 12, 2010. b. ZTA-2010-00001 Industrial Districts – Phase I – Resolution of Intent (Susan Stimart) c. SDP-2008-00125 Pavilions at Pantops - Phase 3 The request is for final site plan approval for an 81 -unit residential townhouse development on 16.07 acres. The property, described as Tax Map 78, Parcel 12, is zoned R-6, Residential and is located in the Rivanna Magisterial District on Verona Drive [Route #1771] approximately 500 feet east of its intersection with Rolkin Road [Private]. The Comprehensive Plan designates this property as Neighborhood Density in Urban Area 3. (Elizabeth Marotta) d. SDP-2010-00005 Stone Robinson Elementary School Baseball Field – Waiver The request is for a major site plan amendment approval and associated waiver to Zoning Ordinance Section 18-4.2.3.2 "Location of Structures and Improvements" to allow disturbance of critical slopes, pursuant to Section 4.2.5 and in conjunction with the construction of a baseball field. The proposed disturbance includes 0.33 acres on two properties described as Tax Map 79, Parcels 20 and 23A. Both parcels are zoned RA (Rural Areas) and are located in the Scottsville Magisterial District. The properties are located on the north side of North Milton Road [State Route 729] approximately 760 feet west of its intersection with Richmond Road [State Route 250]; The Comprehensive Plan designates the properties as Rural Areas with a secondary land use of Parks and Greenways in Rural Areas 4. (Elizabeth Marotta) e. AFD-2010-00002; AFD-2010-00005 Hardware Additions Planning Commission acceptance of applications for additions to the Hardware District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2-4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3-201(B) of the County Code). The proposed additions include the properties described as Tax Map 74, Parcel 28B; Tax Map 75, Parcels 4A and 5; and Tax Map 87, Parcel 16A. The proposed additions include a total of 192.54 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) f. AFD-2010-00003 Kinloch Additions Planning Commission acceptance of application for an addition to the Kinloch District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2-4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3-201(B) of the County Code). The proposed addition includes the property described as Tax Map 66, Parcel 3G. The proposed addition includes a total of 38.85 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) g. AFD-2010-00004 Moorman’s River Addition Planning Commission acceptance of application for an addition to the Moorman’s River District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2-4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3 - 201(B) of the County Code). The proposed addition includes the property described as Tax Map 41, Parcel 19. The proposed addition includes a total of 10.5 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) h. AFD-2010-00006 Fox Mountain Additions Planning Commission acceptance of applications for additions to the Fox Mountain District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2 -4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3- 201(B) of the County Code). The proposed additions include the properties described as Tax Map 14, Parcels 26A and 26C; and Tax Map 15, Parcel 1. The proposed additions include a total of 32.8 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) i. AFD-2010-00007 Jacob’s Run Addition Planning Commission acceptance of application for an addition to the Jacob’s Run District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2 -4307(1); and referral of the ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 2 applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3 - 201(B) of the County Code). The proposed addition includes the property described as Tax Map 31, Parcel 1. The proposed addition includes a total of 155.047 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA R ural Areas. (Eryn Brennan) j. AFD-2010-00008 Hatton Addition Planning Commission acceptance of an application for additions to the Hatton District; direction to the Community Development Department to provide notice of the applications pursuant to Virginia Code § 15.2-4307(1); and referral of the applications to the Agricultural/Forestal Districts Advisory Committee (as required in Section 3-201(B) of the County Code). The proposed additions include the properties described as Tax Map 136, Parcels 8H, 9A2, 6B, 9E, 9D1, and 9C. The proposed additions include a total of 115.061 acres. The area is designated as Rural Area in the Comprehensive Plan and the included properties are zoned RA Rural Areas. (Eryn Brennan) Mr. Loach asked if any Commissioner would like to pull any item from the consent agenda. Ms. Porterfield asked that the record reflect her commendation of Luck Stone for being a good corporate citizen and providing their assistance in making the ball field at Stone Robinson School a reality by providing some of the property. Mr. Morris asked to take his hat off to the applicant for the Pavilions Phase II. As many remember that was a highly contentious program going into it. This time there was a real partnership between neighbors and the applicant that was great to see. Mr. Lafferty asked to discuss the Heavy Industrial going to Light Industrial under ZTA-2010-00001 Industrial Districts – Phase I – Resolution of Intent. In looking at that under objective #2, strategy 4 it says that it needs to identify through the master plan and other efforts. He felt that the other efforts seem pretty open. He takes their master plans as being sort of a contract between the County and the residents of who is involved with the master plans. Mr. Loach noted that he had the same question when he reviewed the ZTA objectives. It seems that it was talking about amending the zoning code by special use permit. He questioned if most of that would be covered under the master plan. Mr. Cilimberg replied that the master plan would be the plan document or blue print for how it would it be considered. The background here is making reference to what is in the Comprehensive Plan right now as guidance. This resolution of intent actually would be to change ordinance provisio ns. If the Board ultimately adopted the amendments that brought HI uses into the LI district, those HI uses would only be allowed by special use permit. In review of the special use permit they would be referring back to things like master plans and the economic development policy, which are the plan documents for the County. This is intended to provide background on what guides the decision making and what would guide future decisions regarding industrial uses as they might be proposed under the ordin ance as it would be amended ultimately reflecting this resolution of intent. Mr. Lafferty asked why they would need an amendment to do this. Mr. Cilimberg replied that they need an amendment in the Zoning Ordinance to be able to implement the idea of generalizing the industrial use opportunities in the County. The amendment brings the HI uses into the LI District; but, only through a special use permit process. The special use permit process involves a public hearing by the Planning Commission and Board of Supervisors and ultimately a decision by the Board on whether or not to grant that special use permit. Right now they could not have a HI use in the LI District at all. It has to be a rezoning to LI. This provides a slightly different opportunity fo r any HI use that may be appropriate in LI to be considered through the special use permit process. Mr. Zobrist assumed that there would be a list of criteria to qualify for the special use permit in the ordinance language. Mr. Cilimberg replied yes, there is going to be a list of uses brought over and any supplementary regulations that are necessary would be identified as well as part of that amendment. The Commission is not doing ALBEMARLE COUNTY PLANNING COMMISSION – APRIL 6, 2009 DRAFT PARTIAL MINUTES - ZTA-2010-1 INDUSTRIAL DISTRICTS PHASE I 3 that tonight. Tonight the request was to simply pass a resolution of in tent that authorizes staff to proceed in doing this. This is part of what the Board had asked staff to pursue as part of the adoption of the Economic Development Policy, which is a part of the Comp Plan. Mr. Lafferty asked if the ZTA would come back before the Planning Commission. Mr. Cilimberg replied yes, the Commission would initially get this as a zoning text amendment, which was scheduled for a public hearing in April. The Commission will make a recommendation to the Board at that time and they in turn will act on it. The Commission will see the specifics of an ordinance change at that time. Motion: Mr. Franco moved and Mr. Zobrist seconded for approval of the consent agenda. The motion passed by a vote of 7:0. Mr. Loach noted that the consent agenda was approved. Return to exec summary COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Site Plan and Subdivision Process Improvements SUBJECT/PROPOSAL/REQUEST: Staff recommendations for improving the Site Plan and Subdivision processes in response to the Board’s direction. STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, Kamptner, Graham, and Fritz; and Ms. Yaniglos LEGAL REVIEW: Yes AGENDA DATE: June 2, 2010 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The purpose of this work session is to consider changes to site plan and subdivision review processes for the purpose of reducing the time and cost of processing applications. This effort addresses a Board interest in reviewing the priority recommendations of the Development Review Task Force (“DRTF”, Attachment A) and the 2010 Albemarle County Action Plan adopted by the Board on January 6, 2010 (Attachment B). That Action Plan called for staff to bring forward recommendations for “…reducing unnecessary and burdensome regulations and shortening approval times.” Staff was also tasked with bringing forward “…outcomes from the Development Review Process that were designed to streamline the process…”. The status of the DRTF recommendations was reviewed by the Board on February 3, 2010 as part of Community Development’s work program and focused on legislative review processes (e.g. rezoning and special use permits). An additional Board work session to further discuss the legislative review process is being planned for the Fall 2010. Today’s work session focuses on site plans and subdivision processes . STRATEGIC PLAN: Goal One: Enhance Quality of Life for All Citizens Goal Four: Effectively Manage Growth & Development DISCUSSION: Staff believes that site plan and subdivision plat processes (“ministerial applications”) should be the highest priority in addressing the goal of reducing the time and cost of applications. While there has been considerable interest in rezoning applications, the County is currently receiving one -third of the number of rezoning applications as it has in prior years, and there has not been a major new rezoning application in the last three years. Market conditions and the large inventory of approved rezonings suggest the market will focus on drawing down this inventory through subdivision plats and site plans rather than rezoning additional property in the foreseeable future. Current site plan and subdivision processes include a preliminary plan or plat and a final plan or plat (“plan”). For approval of the final plan, an applicant must also receive approval of a stormwater management plan, erosion and sediment control plan, road and drainage plan (VDOT for public roads), water an d sewer plans (ACSA) or well and septic approvals (Health Department). Additionally, if the property is located on an Entrance Corridor, a Certificate of Appropriateness must be issued by the Architectural Review Board (ARB). Recognizing this complexity, staff has developed the following strategies to achieve the goal of reducing the time and cost of applications: 1. Avoid Review Delays. Review delays are largely associated with waiting on others to act. (e.g. scheduling a Planning Commission review) . 2. Reduce Resubmissions. While reducing review delays is important, reducing the number of resubmissions is equally as critical to reducing time and costs. 3. Assure Predictable Outcomes. Uncertainty (risk) has been the largest complaint by the development community. Predictable outcomes should reduce the number of submittals required to reach approval. 4. Maintain County Development Quality. While lowering the development quality is the easiest way to reduce costs, the Board has never suggested that quality standards should be lowered. As such, staff has focused on assuring the standards are appropriately administered rather than altering the quality level. AGENDA TITLE: Site Plan and Subdivision Process Improvements June 2, 2010 Page 2 To achieve these objectives staff recommends that changes focus on simplifying the process and increasing staff’s decision flexibility, rather than altering the County’s development standards. The key points of staff’s proposal are: A. Administrative review of plans and modifications. To decrease review and approval times, the County must minimize the number of people and steps involved in a decision. Staff reports and Planning Commission presentations increase both time and costs for the County and applicants, and a Planning Commission decision significantly increases the decision complexity. B. Clearly specify required changes. To assure predictable outcomes, the County must have clear ordinance standards and review to those standards. Waivers and modifications must also be reviewed against objective standards to reduce uncertainty. Staff can continue to offer recommendations on how the project may be improved, but applicants must know what is required versus recommended. C. More focus by the ARB’s and Planning Commission’s on assuring appropriate ordinance requirements and guidelines rather than case by case reviews. Administrative processes provide the Planning Commission and ARB the time and opportunity to focus their attention on assuring the o rdinance standards and guidelines represent the community’s values. D. Conditional approvals. Despite providing applicants with detailed checklists, staff continues to receive applications where simple requirements have been checked as complete, but are not actually included on the plans. In many cases, staff could conditionally approve these plans, noting the necessary changes needed to bring the plan into compliance with the requirements. This approach would avoid the need for an additional and expensive resubmission. Suggested process change: Attachment C provides a flow chart that outlines the new process that would be incorporated into the County Code. The applicant would submit a concept plan for review and within ten (10) days , County staff would administer a quick, “red flag” review of the plan. During the 10 day review period, staff would put together all the necessary information needed to allow the applicant to make a formal plan submittal. Staff would identify any significant issues that could slow the process down such as waivers, variations, VDOT review, ARB review, and other issues that would need to be resolved or applied for during the formal submittal process. Staff would then meet with the applicant to explain the issues and provide a folder containing all the information noted during this review, including all the applications, checklists, and forms needed for the formal plan submittal. If the applicant failed to apply for all of the required approvals, failed to submit all of the required information or if the plan lacked the required content, the plan would be rejected and the applicant would be required to resubmit an application with all of the required information. After the formal submittal, the site review comm ittee (SRC) would review and provide comments as needed. After comments were given, there would be an SRC meeting where the plan would be given approval with conditions or would be denied. Allowing the plan to be approved or denied at this point would addr ess the State Code requirements for timely review of preliminary plans and plats, as well as give the applicant a vested approval and a year to submit the associated plan approvals described above. This process would include a possible administrative extension when the applicant had demonstrated diligence in seeking approval but had been delayed by factors outside of its control. Finally, this process would allow the SRC to authorize issuance of a grading permit before final plan approval whe n no conditions would prevent this. An “early grading permit” has been one of the most frequent requests by applicants, as it allows them to avoid costly delays while working through conditions. Other suggestions: To make this process more effective, the Board may wish to consider further streamlining of processes. For example, the recent ordinance amendment to provide for countywide Certificates of Appropriateness (ARB) could be expanded to include site plans that meet specified conditions. This appears to be consistent with an objective of the draft Economic Development Action Plan that is currently being considered by the Board. That plan calls for increasing staff’s assistance in helping small businesses through County processes, which fits the described ci rcumstance. With respect to public participation, staff recommends continuing public notices as currently done. For those applications already administratively approved, there is no change in the process. For the applications no longer receiving Planning Commission review, the notice would refer the public to the meeting of the Site Review Committee. Staff believes this change may improve public satisfaction in m any situations. Currently, a Planning Commission meeting provides time for a 3 minute comment, but no opportunity to ask follow up questions or provide clarifications. The Site Review Committee meeting provides an opportunity for an informal dialogue between all. AGENDA TITLE: Site Plan and Subdivision Process Improvements June 2, 2010 Page 3 BUDGET IMPACT: No additional staff resources or funding are anticipated with the proposed alternative. The recommendations can provide reductions in staff’s workload and applicant’s costs. As the selected process is finalized and brought to the Board for public hearing, staff will be able to better estimate any cost savings for the reviews. RECOMMENDATIONS: Staff requests Board direction regarding the above proposals to achieve the goal of reducing the time and cost of processing site plan and subdivision applications. Based on that direction, staff will prepare appropriate resolutions of intent for Board consideration at an upcoming meeting. ATTACHMENTS Attachment A: DRTF Priority Recommendations Attachment B: 2010 Albemarle County Action Plan Attachment C: Flow Chart Return to regular agenda Attachment A 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 Dotson Ann Mallek David Bowerman 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 Rural 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 Recommendations: Committee recommendations are presented in the following three categories: 1. New actions that were identified as higher priority 2. Actions already planned or underway 3. Other ideas Marcia Joseph Eric Strucko Kenneth C. Boyd David C. Wyant Robert W. Tucker Robert Spekman, PhD (1) New actions that were identified as higher priority Priority Action Steps/Timeline/Staff Resources Required 2 Phase ZMA Process 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 first phase of the two step process would start by defining 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 would 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 would 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 100-plus 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 short-term, 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 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. Review current applicable ARB ordinances with the Board to clarify code guidance on the role of the ARB Explain the current practice as to ARB involvement in Planning Commission processes Determine whether the Board wants 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 Communicate guidance to the Planning Commission 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 decision-making roles Provide the following sequence in flow chart form as a guide for staff and applicant: Comp 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, ARB, BOS Establish policy for extent of review - visibility and extent of information required for ARB 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 (SDPs). These can be placed on the web as part of the one- stop web page update. Process maps and documentation for ZMAs and SPs will 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 will 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 following items that would have a significant impact on streamlining the approval process: Private roads Critical slopes Buffers This task would require ordinance changes which wo uld require some staff support as an upfront part of the process. The level of staff effort would 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 Review successful proffer policy models from other jurisdictions Strive to avoid creating undefined mandates as new regulations are adopted Determine 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. One-stop 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 Determine what elements are important to include on new webpage and develop prioritized content list – use task force survey results and input from CDD staff (staff identified electronic staff reports and electronic copies of plans and other project m aterial 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 Create links or new content to address gaps in highest priority areas of interest to citizens Create an interactive page for neighborhood contact information including up-to-date email addresses to allow neighborhood representatives to post current information Design one-stop webpage with input from citizens Test new webpage with selected focus groups Publicize availability of new page Continue process with next level of priority areas Due to evolving nature of internet technology, staff anticipates that this will be an ongoing task, but estimates that the first level of priority improvements could be made to the website within 6 months. This work will be incorporated into existing ongoing improvement efforts. This will involve staff from the Community Relations Office, primarily the web content manager and the Community Relations Manager, and various Community Development 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 “How to Understand and Get Involved with County Development Processes” Review task force survey results and determine priority items that should be included in a comprehensive guide Review existing materials, printed and on the website, to see what the county already has developed regarding those items Work concurrently with the website effort to coordinate preparation of any additional materials Create printed (and DVD versions on demand) of the guide that is appropriate for mass dissemination and that links up with 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 DVD 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 Community Relations 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 exceeding minimum legally required standards to be outlined in the form of an administrative policy Establish appropriate contact radius Review existing contact letter Determine appropriate new letter content including contact info and county resources –include citizen input Revise letter, implement new contact radius Solicit feedback from notified residents after certain time period to assess effectiveness Staff estimates that this priority could be implemented within 6 weeks. Longer term, Community Development staff anticipates this will 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 Use 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 what project info will 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 Community Development space on the first floor of the COB. Implementation will involve staff from the Community Relations 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 will increase Community Development’s workload as information will need to be regularly updated and staff will 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 Development and Proffers available to applicants, which reduce the need for changes and resubmissions of documents. Also, need to provide examples of good CDs and proffers and standard conditions used with certain SPs (e.g. Churches, Home Occupations) Drafts of both documents have been prepared by staff and are being internally reviewed. After internal review, will circulate to interested parties. Anticipate documents could be finalized and put on web site by mid-2007. 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 ever-evolving 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 allows 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 Commission, so there should not be any complete surprises Community Development staff notes this will be difficult to resolve without building additional time into the process schedule. The current schedule has no downtime 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 was 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 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. 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. Action Item Status Committee Comment/Direction Alternative Engineering Review Pilot program underway The committee has recommended six month updates over the two 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 Community 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 Actions Change 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 will seek input from the Planning Commission 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 would continue working for the firm that subsidized the participation or that the engineer would continue to work in this area. Guides to correct terminology – “plug-ins” 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 un der way. Use of contractors will significantly increase the cost of reviews and the Board will need to agree to either pass this cost through to applicants or increase Community Development’s funding. Campaign 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. Better 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 Citizen Planning Academies on a regular basis Citizen 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 exec summary ATTACHMENT B ATTACHMENT C New Site Plan Process Pre-Submittal Pre-Application Meeting (If Requested) Incomplete Application (7 days) Ten (10) Days SRC Meeting Official Submittal Approved with Conditions Revise & Resubmit SRC Review Period & Comments Staff review Denied by Staff Applicant has 15 days to resubmit. Administrative Approval County of Albemarle MEMORANDUM TO: Members of the Board of Supervisors FROM: Meagan Hoy, Senior Deputy Clerk DATE: June 2, 2010 RE: Vacancies on Boards and Commissions The following Boards and Commissions have been advertised and applications were received as follows: Charlottesville Albemarle Convention and Visitors Bureau: One vacancy. (See attached e-mail.) Chad Zakiab Commission on Children and Families: One vacancy. Amy Skolnick Pantops Community Advisory Council: One vacancy. No applications received. Route 250 West Task Force: One vacancy. No applications received. View attachment Return to regular agenda 1MEMBERTERM EXPIRESNEW TERMEXPIRESWISH TO BE RE-APPOINTED?DISTRICT IFMAGISTERIALAPPOINTMENTACE CommitteeRob Farrell8/1/20108/1/2013EligibleNo Action Required ACE CommitteeJames Powell8/1/20108/1/2013EligibleNo Action Required ACE CommitteeJoseph Samuels 8/1/20108/1/2013EligibleNo Action Required ACE CommitteeRichard Keeling 8/1/20108/1/2013EligibleNo Action Required CACVBLarry Wilson6/30/2012ResignedNo Action Required, one rec. attched.Commission on Children and FamiliesChelsea Henderson 6/30/20106/30/2011Ineligible Advertised, 1 received.Fiscal Impact Advisory CommitteeTerry Rephann7/8/20107/8/2012Eligible No Action Required Fiscal Impact Advisory CommitteeMorgan Butler 7/8/20107/8/2012Ineligible No Action Required, to be adverisedFiscal Impact Advisory CommitteeJamie Spence 7/8/20107/8/2012Ineligible No Action Required, to be adverisedHistoric Preservation Committee Judd Bankert6/4/20106/4/2013NoNo Action Required, to be advertisedJefferson Area Disability Services Board Patricia Stevenson6/30/20106/30/2013Eligible No Action Required Jefferson Area Disability Services Board Michael Peoples6/30/20106/30/2013Eligible No Action Required Pantops Community Advisory CouncilAndrew Dracopoli TBDResigned Advertised, No applications recv'dRegion Ten Community Services BoardBarbara Barrett6/30/20106/30/2013Ineligible No Action Required, to be adverisedRoute 250 West Task Force Eric Bryerton4/4/20104/4/2013NoNo Action required, to be advertisedRevised 05/27/10 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Economic Development Action Plan SUBJECT/PROPOSAL/REQUEST: Board direction regarding the proposed Action Plan STAFF CONTACT(S): Tucker, Foley, Davis, Graham, Stimart LEGAL REVIEW: Yes AGENDA DATE: May 5, 2010 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: This report is presented in response to the 2010 Albemarle County Action Plan approved by the Board of Supervisors at its January 6th Board meeting. (Attachment A) Specifically, the Action Plan directed staff to “work closely with the Partnership for Economic Development and the Chamber of Commerce to develop a plan in the first six months of 2010 to significantly increase non-personal tax revenues through economic growth.” The Plan further states that “We should update our five year strategic plan to reflect this priority and goal.” Staff will include discussion of this issue in a future review with the Board of Supervisors regarding the County Strategic Plan. Shortly after the Board adopted the Action Plan, staff met with Supervisor Boyd to receive input on proceeding with the goal. As a result, several meetings have been held over the past several months with the Chamber, Thomas Jefferson Partnership for Economic Development (TJPED), members of the business community, Supervisor Boyd and staff to begin the process of developing a Economic Development Action Plan for Board consideration. As that process began, the Chamber forwarded a letter to the County Executive sharing its perspective on the development of priorities to address the Board’s adopted action plan. (Attachment C). This group first met in mid-February, reviewed the Board’s action plan and the Chamber’s input and shared various perspectives on the issue. Based on that input and discussion, staff worked closely with Mike Harvey of the TJPED in developing a draft plan for further consideration by the group and ultimately for consideration by the Board of Supervisors. The group had a final meeting in mid-April to review the draft plan and, after minor revisions, recommended forwarding the attached plan to the Board of Supervisors. (Attachment B) STRATEGIC PLAN: Goal One: Enhance Quality of Life for all Citizens Goals Five: Fund the County’s Future Needs DISCUSSION: The Draft Economic Development Action Plan contains five key objectives: I) Improve the County’s business climate and image; II) Simplify development review and create certainty with the process, giving the applicant expectations for time and cost; III) Strategically grow and attract capital-intensive private sector employers that provide a diverse array of career ladder employment opportunities to our resident work force; IV) Remove obstacles and expand options for industrial land users; and V) Promote agribusiness and tourism as part of a comprehensive economic development program that recognizes the importance of the rural economy. These objectives were developed to provide a comprehensive action plan focused on addressing the primary goal of growing the commercial tax base to increase tax revenues without raising tax rates. To assure these objectives are achieved, a set of strategies and actions were also developed with specific timelines for completion. Recognizing current budget constraints and the importance of partnerships, the action items place a high reliance on partnership with other organizations. Some actions items, such as the County Web site enhancement and improvements to development review processes were already underway and were easily incorporated into this plan. Other action items, such as “considering amendments to development review to facilitate small business opportunity” are new initiatives and will require staff resources to be redirected from other activities to meet the milestone. To assure that progress in achieving the primary goal of increasing commercial revenues from economic growth is monitored on a regular basis, a number of performance measures were identified. (Attachment D). First, staff will measure the split between the commercial and residential real estate. This measure is used by a large number of localities, with a common rule of thumb that targets 70% residential – 30% commercial. While Albemarle appears to be doing well with this measure when compared to other localities, increasing revenues from commercial properties will be the emphasis in monitoring success. Other important indicators or measures that will be monitored on a regular basis include: Business, Professional and Occupational License fees; Machinery and Tools tax; Bank Franchise tax, and Public Service tax, which are indicators of commercial growth, and Sales Tax, Transient Occupancy tax, Meals tax and Job Growth by sector, which are considered broader measures of economic vitality. Information on these measures and indicators will be available and monitored on a quarterly basis through the County’s Performance Management site. In considering possible tax benefits of this effort, staff believes it is important for the Board to recognize that the Economic Development Action Plan will require a long-term commitment and short-term performance may be misleading. It is doubtful the County will see this effort create a significant change in the commercial / residential split within the next three to five years. Given current market conditions and the complexity of commercial lending, it is possible the County may even see this performance measure worsen over the next couple of years. Finally, it should also be recognized there are no limitations on residential growth in the County and there is a large inventory of property ready for residential developm ent. BUDGET IMPACT: Implementation of this plan will not require additional staff, though it will require the County to reprioritize other staff efforts to implement this plan within the stated timelines. While additional funding may be required for the studies proposed under Objective III, alternatives that may offset this cost will need to be reviewed prior to considering additional funds. RECOMMENDATIONS: 1. Staff requests the Board identify any additional changes, information, or process desired before considering the plan for adoption 2. Once the plan is adopted, staff recommends including it in the County’s Strategic Plan as a new objective under goal five: Fund the County’s Future Needs. ATTACHMENTS A – January 6, 2010 Action Plan B - Draft Economic Development Action Plan C - January 26, 2010 Chamber of Commerce Letter to County Executive D – Performance Measures Return to regular agenda DRAFT Economic Development Action Plan PREAMBLE: Albemarle County’s commitments to education and infrastructure form the cornerstone of Albemarle’s quality of life, and, by default, its business growth. In partnership with the University of Virginia and the Piedmont Virginia Community College, Albemarle County Public School’s education programming – ranging from the County “bright stars” kindergarten program to the Math -Engineering-Science Academy (MESA) magnet school – help ensure a very highly educated, capable local workforce. The County has a proven track record in managing growth to best utilize our infrastructure dollars in a manner that protects and preserves the area’s abundant natural resources as well as those industries depending on the natural resources. With these two commitments, the community has achieved managed growth without sacrificing the quality of life. The following economic development action plan builds on these existing, proven commitments. PRIMARY GOAL: Increase the County’s economic vitality and future revenues through economic development by expanding the commercial tax base. o The following measures will be utilized in monitoring and regularly reporting on success in achieving this goal: The percentage mix of commercial versus residential real estate tax revenues* The following commercial revenues: Machinery and Tools Tax; Business, Professional & Occupational License Fees; Bank Franchise Tax and Public Service Tax The following additional indicators: Sales Tax, Transient Occupancy Tax, Meals Tax and job growth by sector *Multi-family properties included in calculation of residential real estate OBJECTIVES: I. Improve the County’s business climate and image. STRATEGIES 1. EXPAND COMMUNICATIONS AND OUTREACH TO THE BUSINESS COMMUNITY – Convey to the business community and the Virginia Economic Development Partnership (VEDP) that Albemarle County is “open for business.” o Actions Develop and implement a plan within six months to promote County efforts at facilitating business growth with the VEDP and others. (e.g. Economic Opportunity Fund as a match for the Governor’s Opportunity Fund) Maintain active participation in the Charlottesville Regional Chamber of Commerce and Thomas Jefferson Partnership for Economic Development (TJPED) programs In 2010, implement an outreach program utilizing TJPED’s prospect proposal system, which will create marketing collateral for business targets. This will include communicating economic development opportunities with target companies, VEDP, broker/consultant community, and the entrepreneur 2. INCREASE THE VISIBILITY OF THE COUNTY’S BUSINESS DEVELOPMENT STAFF – Enhance the visibility and priority of economic development efforts by the County. o Actions In next three months, make the Business Development Facilitator a part of the County Executive’s Office and provide regular updates to the Board of Supervisors on efforts Within the next three months, enhance the presence of economic development on the County’s web site. 3. IMPROVE INTERACTION BETWEEN COMMUNITY DEVELOPMENT STAFF AND THE BUSINESS COMMUNITY – Create an atmosphere that recognizes the importance of business development for the economic vitality of the community. o Actions Within next three months, begin regular presentations by various business interests to staff, with a focus on how the County’s land use regulations and policies affect business decisions. This will provide opportunity for staff to better understand the customer’s issues and concerns. Beginning in the 3rd quarter of 2010, provide the business community a quarterly update of emerging and current development issues. This will focus on staff or community identified concerns rather than project specific issues. Starting immediately, as part of pre-application discussions, assign a staff member to serve as a single point of contact for addressing new issues on projects. Also, provide handouts and webpage links for information on development review (e.g. review process flow-charts, points of contact) that help applicants better understand the processes for ZTA, ZMA, Rezoning, Special Use Permit, Zoning Clearance, Sign Review, ARB review Continue routine survey of applicants as to accuracy and ease of understanding of processes, tracking of application status, staff’s assistance with the application and any other issues of concern. Survey results will be shared with the County Executive to determine effectiveness of programs and where changes should be considered. II. Simplify and create certainty in the development review process, giving the applicant a reasonable expectation for the time and cost needed for development review . STRATEGIES 1. CONSIDER AMENDMENTS TO THE DEVELOPMENT ORDINANCES TO REDUCE COMPLEXITY OF PLAN APPROVAL – Recognizing a complex plan review can create barriers to new businesses, eliminate unnecessary requirements and provide for simplified administration decisions. o Actions In the first half of 2010, hold a work session (already scheduled for May) with the Board of Supervisors on changes to the process for a Certificates of Appropriateness (ARB review). In the first half of 2010, present recommended changes to the Board of Supervisors for ministerial applications (e.g. site plans, subdivisions). This will include timetables for recommended changes. In the second half of 2010, present recommended changes to the Board of Supervisors for legislative applications (e.g. rezoning, special use permits). (Note: This is considered a lower priority to ministerial applications as no complex applications have been submitted in the last 2 years due to the economy and few are expected for the next several years.) 2. CONSIDER AMENDMENTS TO THE DEVELOPMENT REVIEW PROCESSES TO FACILITATE SMALL BUSINESS OPPORTUNTIES – Recognizing small businesses often lack the financial resources and management expertise to navigate the plan review process, provide for expedited administrative reviews, including waivers and modifications, using a single point of contact for approval of simple site plans. o Action As part of the proposed ordinance changes under #1, include consideration of how a simplified review process could be created for small businesses that have no experience with development review. This should include consideration of how a single point of contact for those businesses may assist in the processing of an application. III. Strategically grow and attract capital-intensive private sector employers that provide a diverse array of career ladder employment opportunities to our resident workforce. STRATEGIES 1. PROMOTE AND SUPPORT SMALL BUSINESS GROWTH AND DEVELOPMENT - Provide direct assistance to Albemarle County’s aspiring entrepreneurs and small businesses. o Actions Identify & address existing business needs. In partnership with the Chamber, TJPED and the Small Business Development Center (SBDC), implement regularly scheduled local business panels and provide a larger forum to collect information, identify and address workforce and other needs of local business clusters 2. EXPAND DESIRABLE BUSINESS CLUSTERS - Provide direct assistance to Albemarle County’s existing businesses and identify barriers to profitability. o Actions Determine target industries; work with a task force (including TJPED) to determine the region’s target business sectors. These business targets will be the primary focus of the entrepreneurial support, existing business services, site selection assistance, and workforce development efforts. Cultivate home-grown businesses. In partnership with the Chamber, TJPED and SBDC, provide technical support seminars to support entrepreneurs in targeted business clusters 3. ATTRACT TARGETED BUSINESS AND INVESTMENT- Create an environment that attracts companies and entrepreneurs that achieve Albemarle County’s business development objective. o Actions By the first half of 2011, create a plan for developing workforce training programs (in partnership with PVCC, Workforce Training Center, UVA and the County school system) tied to target industry or key sectors. By the second half of 2010, review peer jurisdictions’ polices and practices in attracting targeted business and investment. Via continued support of local job fairs, continue to showcase our local workforce talent and local corporate partners. Utilize TJPED’s ExecutivePluse CRM, JobsEQ and other tools to provide an online feedback loop for policymakers. This should include trend analysis, identify key issues negatively affecting local companies, and strategies designed to address key negative issues. 4. CONNECT OPPORTUNITIES WITH RESIDENTS - Develop and connect the workforce to existing and new opportunities to serve the entire employment spectrum in Albemarle County through workforce programs and other strategies. o Actions By the first half of 2011, determine demand occupations for the retraining or training of dislocated workers and low-income adults, and youth populations in those occupations. Market local opportunities to qualified resident workforce with a multi-channel approach, then connecting people with opportunities through TJPED. Align targets and demand occupations with student awareness, education and participation in County public schools, PVCC and UVA Career Pathways IV. Remove obstacles and expand options for industrial land users. STRATEGIES 1. CONSIDER AMENDMENTS TO THE COUNTY ZONING ORDINANCE – recognizing the changing nature of industrial uses, provide greater flexibility through reliance on performance standards and lessening dependency on lists of specific uses. o Action In first half of 2010, bring proposed ordinance change to the Board of Supervisors for consideration. 2. DESIGNATE MORE DEVELOPMENT AREA LAND FOR INDUSTRIAL USE IN THE COMPREHENSIVE PLAN – Consider alternatives for expanding land designated in the development areas for various industrial uses. o Action As part of future master plans and updates to the County’s Land Use Plan, include consideration of designating more land for industrial uses. 3. REZONE LAND WITHIN THE DEVELOPMENT AREAS FOR INDUSTRIAL USES – For those property owners interested, consider rezoning RA and R-1 parcels located within the development areas that are currently designed for industrial uses in the Comprehensive Plan. o Action In the second half of 2010, the County will initiate a county wide rezoning to LI for RA and R-1 zoned properties in the Development Areas that are designated as industrial use on the County’s Land Use Plan. Only properties where the property owner has agreed to accept this zoning change will be included in this rezoning. 4. MODIFY THE USES ALLOWED AT THE INTERSTATE INTERCHANGES – Consider allowing lower impact industrial and rural-serving uses at those intersections located in the rural areas but are also served by highway access. o Action As part of the current effort to update the County’s Comprehensive Plan, include for the Board’s consideration a modification of the Interstate Interchange Policy that would address this strategy. V. Promote agribusiness and tourism as part of a comprehensive economic development program that recognizes the importance of the rural economy. STRATEGIES 1. ASSESS CURRENT PROGRAMS AND INVESTMENTS IN AGRIBUSINESS AND TOURISM – Work with current partners to evaluate strengths and weaknesses. o Action Within the next year, County staff in cooperation with the CACVB will complete a series of roundtables with individuals and groups that have an interest in agribusiness and tourism in the County. After completing the roundtables, County staff will present the roundtable findings to the Board of Supervisors along with any other data or findings that may assist the Board in setting policy direction. 2. EVALUATE AND REFINE GOALS AND OBJECTIVES FOR AGRIBUSINESS AND TOURISM – Assure that policies, goals and objectives support current priority needs including consideration of areas such as cottage industries, heritage tourism, and agri-tourism. o Action Based on the above assessment and Board direction, include consideration of this information in updates of the County’s Comprehensive Plan and Strategic Plan and in the agreement with the CACVB. 3. IDENTIFY TARGET AREAS TO MORE AGRESSIVELY PROMOTE IN SUPPORT OF AGRIBUSINESS AND TOURISM – Build on existing assets and offerings to expand options for experiencing the beauty and heritage of the rural areas. o Action Based on the above Board direction, establish specific strategies and action items for promoting and supporting agribusiness and tourism in the Comprehensive Plan and Strategic Plan. Resources: Adopted Board of Supervisors ‘2010 Albemarle County Action Plan – January 6, 2010’ Charlottesville Regional Chamber of Commerce letter of January 26, 2010 This ‘draft’ economic development action plan builds on the 2009 adoption of the Updated Economic Development Policy, which focused on the following three short-term priorities: o 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. o Objective II. Strategy 4. Encourage infill development of business and industrial uses in Development Areas, 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. o Objective VI. Strategy 3. Increase the use of information gathering strategies such as: A regional, baseline workforce study to define and benchmar k the needs of “underemployed” and those not in the labor force (as defined by the VA Employment Commission) as well as employer needs. A software database, such as Executive Pulse©, to identify workforce training needs and promote workforce training opportunities. Go to next attachment Return to exec summary “… dedicated to representing private enterprise, promoting business and enhancing the quality of life in our Greater Charlottesville communities.” cvillechamber.com PO Box 1564 • Fifth & Market Streets • Charlottesville, Virginia 22902 January 26, 2010 TO : The Honorable Robert W. Tucker, Jr., Albemarle County Executive cc: W. Rod Gentry, 2010 Chairman of the Chamber Board of Directors Robert P. Hodous, Chairman Elect of the Chamber Board Valerie W. Long, Vice Chairwoman of the Board – Economic Vitality FROM : Timothy Hulbert, Chamber President RE : Albemarle County – Economic Development Ideas & Potential Measures * * * * Thank you for your invitation yesterday for our Charlottesville Regional Chamber of Commerce to meet with you and other County officials following up on the Albemarle County Board of Supervisors approved “2010 Albemarle County Action Plan.” On behalf of our Chamber of Commerce, we accept your invitation to meet and build upon an already excellent working relationship in a more regular, formal fashion. Since the Board of Supervisors’ enactment of the Action Plan Resolution on January 6th, we have engaged the Chamber’s Economic & Government Affairs Committee, our Board leadership, and others in developing some ideas about how Albemarle County could proceed to meet the objectives of its Board’s new direction. This memorandum represents that work to date. We have advanced many of these approaches in the past. We ask that you, your staff and the Board of Supervisors consider these ideas, in light of the approved Action Plan. Perhaps they could serve to rekindle our on-going discussion about how Albemarle County could improve its business readiness. We look forward to meeting with you soon and trust these ideas will lead to a higher level of economic vitality. Thank you. – 2 – Albemarle County – Economic Development Ideas & Potential Measures Fully embrace and enhance sustained education / workforce development efforts Our Code of Chamber Public Policies states: “Businesses support the foundation of a strong educational system needed to allow people to make the most of their jobs and life opportunities. Existing and new businesses provide the jobs and economic base from which our fellow citizens in our community can and do improve their lives. The combined power of private enterprise and education can enhance the quality of life of the greatest number of our fellow citizens, including those striving to overcome poverty. “It is essential that governments and schools work cooperatively with employers, particularly businesses, to provide programs that support workforce development and better prepare students for career-ladder employment, impart a greater understanding of basic economics and encourage good citizenship.” Like Albemarle County, our Chamber and other business and civic organizations recognize the capacity of the regional workforce as essential to economic sustainability. Recent reorganization of the region’s workforce development delivery to a Piedmont Workforce Investment Board / Thomas Jefferson Partnership for Economic Development / Piedmont Virginia Community College consortium holds great potential to improve our workforce so it is better aligned with the career-job demands of today’s and tomorrow’s employers. This effort should be given a very high priority in Albemarle County’s strategic planning and annual budgeting. Workforce development begins with quality education. Albemarle County is fortunate to have a very high quality school system . The Albemarle County school system is recognized as a “Gold Standard” economic development asset (Expansion magazine) in sustaining and attracting enterprise and jobs. The “MESA” – Math Engineering & Science Academy – is a particularly exciting workforce development innovation which enjoys direct support from a number of technology enterprises, as well as the University of Virginia School of Engineering& Applied Sciences and Piedmont Virginia Community College. The Charlottesville Albemarle Technical Education Center’s (CATEC) expansion of customized education options should be supported. CATEC’s transition from dated courses of instruction such as cosmetology to courses in applied technology, automotive technologies and so-called “green” enterprise technologies should be encouraged. The Albemarle County Schools should be further empowered to develop and sustain these and other proven workforce development programs for K-12 as well as post-graduate adult education. Decades of study demonstrate that investments in early childhood education, including pre-Kindergarten programs and quality childcare, are critical to economic growth and vitality. These programs positively impact both today’s and tomorrow’s workforce. Family considerations are the most distracting force for working parents in the workplace. Quality child care and early education both help to alleviate today’s key workforce issues, as well as provide learning environments that allow youngsters to start elementary school on par or ahead of those missing such opportunity. Early education leads to increased rates of graduation and workforce readiness while decreasing rates of crime, job training costs, grade retention, special education costs and teen pregnancy. Albemarle County – 3 – has two stellar examples in the early childhood education arena – the “Bright Stars” program in the schools and the “Smart Beginnings” initiative with the United Way – Thomas Jefferson Area. These programs must be sustained and, as revenues are available, even expanded. Work to expand diverse career ladder employment opportunities The Albemarle – Charlottesville area is fortunate to have several anchor employers, most notably the University of Virginia and its UVA Health System. However the private enterprise sector of the area economy has not been advanced wholly. As private employers have left over the past decade, Albemarle County has not pursued an adequate number of new career-ladder private enterprise employers. Each year t he Albemarle public schools graduate approximately 1,000 new graduates who either attempt to enter the workforce and/or continue with higher education, joining the workforce upon completion. At a minimum, we must work to create and sustain career job opportunities for our own children so that they can stay in Charlottesville and raise their families here if they so desire. Another chronic workforce problem is identifying and helping to create and sustain, rewarding career-ladder job opportunities for so-called “trailing spouses” of employees who have secured rewarding career positions. This problem is cited at almost every employment function and regularly by employment professionals. Addressing this problem must be a high priority. Economic development in Albemarle County – both internally within the County administration and working with the Thomas Jefferson Partnership – should mean assisting existing career-ladder enterprise employers in their workforce needs and pursuit of new career-ladder enterprise employers so as to provide a wider range of diverse job opportunities. Re-commission and reassign the Albemarle County Business Development Facilitator Empower the Business Development Facilitator as a more active advocate for business development by renaming the position as “Special Assistant to the County Executive for Economic Development” and making the position part of the County Executive staff with access to all County functions as the County Executive deems appropriate. This Special Assistant would also serve as the professional staff support, along with legal staff as required, for the Albemarle County Economic Development Authority. Change the perception of Albemarle County being antipathetic to business Albemarle County needs to change a long-standing perception in business and economic development circles that the County is antipathetic to business. Albemarle needs to state and re-state repeatedly that it is “Open for Business” and match its regulatory approach to that tenet. Albemarle County must become more competitive and active in developing and retaining existing, and attracting new, sustainable businesses. – 4 – Given these circumstances, Albemarle County should consider “customer service” education programs for its Community Development Department staff, to help them be more welcoming and supportive of proposed business endeavors than has been experienced. Small things like looking for ways to make a project work, rather than focusing on perceived deficiencies of a project, can go a long way at the initial planning and feedback stage. Increased interaction with the Commonwealth of Virginia Albemarle County should communicate its “Open for Business” approach to economic development to the Commonwealth of Virginia, beginning with the Governor and Virginia Economic Development Partnership. Albemarle County then must establish regular interaction with all appropriate economic development agencies and officials of the Commonwealth. Target strategic enterprises for growth Albemarle County should take a strategic approach to economic development by identifying strategic growing career-ladder job sustaining enterprises – assisting those enterprises already here and pursuing those that match the target profile. The Special Assistant to the County Executive for Economic Development should be charged with meeting with senior executives of businesses already in place, co mpiling their needs for further success, developing strategic actions for business growth, and reporting to the County Executive, appropriate measures which can be taken. This could be undertaken in concert with the Thomas Jefferson Partnership, Chamber of Commerce, University of Virginia and Piedmont Virginia Community College. The Special Assistant should also be a key member of any and all enterprise recruitment efforts; again in concert with the Thomas Jefferson Partnership, Chamber of Commerce, University of Virginia and Piedmont Virginia Community College. Once the County strategically has ident ified types of desired new enterprises and those enterprises’ generic needs (site and building size, utilities, access, etc.), the County could put in place a “pre-permitting” initiative which should match business planning goals by dramatically decreasing the extensive planning/zoning/development process. Embrace Defense Enterprises Over the past decade, Greater Charlottesville, particularly Albemarle County, has witnessed the location and growth of defense enterprises. These career-ladder private employers offer a range of challenging, well-paying jobs. Many have located and grown here due to the US Army’s National Ground Intelligence Center and other Department of Defense entities – well in advance of this year’s on-coming Joint Use Analysis Facilit y of the US Defense Intelligence Agency. The Chamber has observed that these private enterprises now employ more than 500 of our neighbors and anticipate further business and job growth. Last year, the Chamber established the Chamber Defense Enterprise Round Table, which now has 18 member enterprises. The County Business Development Facilitator has been involved in this effort. Albemarle County must fully embrace this opportunity to add an expanding career-ladder employment sector in the years ahead. – 5 – Light Industrial locations Albemarle County should be far more proactive in its efforts to build on its identification of existing light industrial and industrial service zoned parcels. The County should look to add parcels in areas where businesses would prefer to locate, including sites with easy access to highways to address their transportation and employee access issues. These parcels must also be of sufficient size to be economically viable and attractive to businesses. The County’s Business Development Facilitator is very knowledgeable on these issues and has forward-thinking ideas for addressing the challenges of ensuring adequate land and other infrastructure necessary to achieve these goals. She should be empowered to pursue strategic efforts in this area. Agribusiness enterprises – wineries Our Chamber embraces a long tradition of commitment to agricultural enterprises. Over half of the region’s rural area is in privately owned forests, the balance in various forms of agribusiness. These rural businesses - mostly small, family enterprises - are estimated to produce more than $60 million in products each year, including some of the finest wines in America. Private landowners’ stewardship in Albemarle should be acclaimed. Sustainable management by private landowners has resulted in the protection of exceptional open vistas of active farms and forested mountains, which we as residents and business people - and the tourists visiting here - all enjoy. These agribusinesses must be economically sustainable if they are to continue. Albemarle County government should be more flexible and encouraging towards creative and emerging agribusiness endeavors such as agri-tourism. Viticulture and winemaking are shining examples of success in agribusiness and agri-tourism and Albemarle County should strive to sustain and further the development of the wine industry here. These steps are directly in line with the Albemarle County Comprehensive Plan which identifies agricultural and forestry resources as “the most critical County resources and the desired primary land use in the Rural Area.” More fully engage businesses and other employers in transportation decisions Albemarle County’s extensive efforts to engage businesses and other employers in transportation planning decisions have made great strides in recent years. While our Chamber does not embrace the overall concept of the joint Albemarle County / Virginia Department of Transportation “Places29” project (grade-separated overpasses as central to future design), we applaud the County’s effort to include a greater number of businesses in the process. Furthermore, a number of “Places29” projects such as the “Berkmar Bypass,” (Rivanna River bridge and roadway extended included) have our Chamber’s strong support. As the County proceeds with planning projects – including public transit enhancements – businesses should be actively sought out and surveyed about their anticipated future employee and service demand, and integrated more fully and into the planning process, and their input should be given serious consideration. – 6 – Charlottesville Albemarle Airport Albemarle County, as well as the City of Charlottesville, should further enhance and embrace the Charlottesville Albemarle Airport as a key business asset. The value of this regional asset should be promoted further. Airport facilities need to be expanded – including the proposed 800 foot extension of Runway 3/21 – so the Airport can sustain and enhance its competitive air service as well as capture additional attractive private business aircraft use now and in the years ahead. Community Water Supply Comprehensive and sustained planning for, and management of, our regional water supply to provide for the citizens, businesses, civic institutions and visitors, and, timely and decisive action are essential to sustain and enhance our current and future health and economic vitality. Our Chamber supports the approved, permitted Community Water Supply Plan. Albemarle County has shown leadership in moving this needed plan forward; the County must continue to press for real action (design and construction) by mid-year 2010. Simplify the development review process Albemarle County’s development review process is far too cumbersome and can and should be simplified while preserving community and environmental standards. Such simplification will make the County more attractive to potential businesses, and will make it easier for existing business to expand and relocate as their needs require. As a starting point, during the rezoning process the County should not require such a level of detail to application plans and other development plans. The County Community Development staff, Planning Commission, and Board of Supervisors should work with landowners and applicants to strike a balance in the level of detailed required on plans so that applicants have the flexibility to respond to market demands and conditions and create viable development projects. The current level of detail required does not permit the necessary flexibility, and requires many projects that enjoyed the support of the Board of Supervisors, to work back through a lengthy and cumbersome rezoning process to incorporate even relatively minor changes. This requirement has significantl y delayed a number of desired projects that, absent such regulatory restrictions, might be open for business today – providing jobs for the citizens of our community while generating tax revenues for the County. In addition, many businesses are unwilling or unable to invest the significant funds needed just to prepare and submit a rezoning or special use permit application given the requirements for such a detailed application plan, other application materials, and a stable of professional consultants. Coupled with the significantly long review periods involved, many businesses find the rezoning process to not be worth the effort and e xpense involved, and thus choose either to not relocate, not expand, or not to ever pursue Albemarle County as a business location. Other businesses elect to pursue development plans that are not consistent with the County’s Comprehensive Plan. This situation requires comprehensive, focused attention. – 7 – In certain instances, an engineering certification by a professional engineer could alleviate County administrative burdens without sacrificing any standard. In other cases the County could establish a rotating professional engineering “peer-review” panel for certification. This process would bring the added potential benefit of reducing on-going, under-used staff costs particularly during down economic cycles. Many businesses find the Albem arle County Architectural Review Board to have guidelines and burdensome procedures and requirements which excessively regulate development and result in difficult, non-business-friendly decisions. Albemarle County should consider a full review of these g uidelines, procedures and practices, and consider a possible restructure of the ARB to an Architectural Review Administrator reporting to the Director of Community Development. The County should review and re-establish its current Designated Development Areas, particularly in light of changing economic conditions. The County should be flexible in its consideration, notably on the boarder areas between the Development Areas and the Rural Areas. For example, some well-established, home-grown businesses are located in rural areas immediately adjacent to a Development Area. As such they have little to no ability to grow existing facilities, and jobs, even incrementally. The County should take into consideration well established “customary uses” and be flex ible. In other instances, a section of Rural Area land may be bordered by Development Area land which could logically incorporate development area uses to the overall benefit of the County and its citizens. The currently designated rural area, just north of the South Fork Rivanna River, along the US29 corridor is one such example. Some development formulae need to be reviewed. For example it is understood that the Albemarle County Service Authority and Rivanna Sewer & Water Authority take into consideration all approved projects total maximum impact, whether or not those projects have ever been built. Development proffers to cover the reasonably calculated impact of a particular development can be sensible. However, including in the proffer policy costs not directly related to a project is inappropriate, counterproductive and can cause otherwise desirable and local tax generating projects to fail. Our Chamber continues to support the “Neighborhood Model” for development as one option available to build projects that meet the County’s goals. However, County staff and the Planning Commission in practice have steered development into the Neighborhood Model as THE only option. Our Chamber encourages the County to be more flexible in this respect, allowing for projects with other development options that meet overall goals. As County officials know well, our Chamber of Commerce supports environmentally sound development, preservation of rural areas and quality constructi on consistent with the area’s distinctive heritage. Our Chamber has been an active participant in DISC, DISC II, CHART, “Places29” and remains active in numerous other County and other regional planning efforts. Our Chamber supports projects, both public and private, in the context that they must and can meet all applicable federal and state environmental, health, safety and transportation requirements. – 8 – Increased, regular dialogue with regional economic development organizations Albemarle County, our Charlottesville Regional Chamber of Commerce and the Thomas Jefferson Partnership for Economic Development have established good communications and working relationships for some time. Increasing and making regular these working relationships can only improve the County’s and region’s overall economic vitality. Our Chamber will be even more available to the County as it targets and vigorously pursues quality economic development opportunities. Our Chamber thanks you and the Board of Supervisors for this opportunity to help build a more dynamic, diverse economically vibrant community. Go to next attachment Return to exec summary Monitoring the Expansion of Albemarle’s Commercial Tax Base Steven A. Allshouse Coordinator of Research & Analysis April 14, 2010 Residential vs. Commercial Tax Revenue Split in Select Virginia Counties (FY 08/09) Actual Represents Target is Multifamily Institutional R.E. Tax for New or Inc. in Included in County Target Actual or all Txs.?or Total?Comm.?Either Cat.? Chesterfield 70%/30%80%/20%R.E. Only New Yes No Loudoun 70%/30%79%/21%R.E. Only All No No Hanover 70%/30%77%/23%R.E. Only New No No Albemarle N/A 75%/25%R.E. Only N/A No No James City 70%/30%73%/27%R.E. Only New No No Henrico 70%/30%71%/29%R.E. Only All Yes No Indicators for monitoring expansion of the commercial tax base: Percentage of Real Estate Tax Revenue Coming from Commercial vs. Residential Properties Sales Tax Revenue Business, Professional, and Occupational License (BPOL) Tax Revenue Food & Beverage (Meals) Tax Revenue Transient & Occupancy (Hotel/Motel) Tax Revenue Public Service Tax Revenue Machinery & Tools Tax Revenue Bank Franchise Tax Revenue Current Quarterly Monitoring Albemarle County Key Performance Indicators (KPI’s): https://ia.albemarle.org/pm/default.aspx Albemarle County Quarterly Economic Indicators Report: http://www.albemarle.org/department.asp?department=ct yexec&relpage=12423 (includes sales tax revenue and employment data)