HomeMy WebLinkAbout2013-12-12Tentative
BOARD OF SUPERVISORS
T E N T A T I V E
DECEMBER 12, 2013
3:00 P.M. - ROOM 241
COUNTY OFFICE BUILDING
1. Call to Order.
2. Joint Meeting with School Board
a. Yancey Elementary Work Group Final Report.
b. Implementing Mandatory Disability Coverage for VRS Hybrid Members and Compensation Considerations.
c. 2014/15 Capital Improvements Program.
3. Matters not Listed on Agenda.
4. Adjourn
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Final Report of the
Yancey Workgroup
Prepared for the:
Albemarle County Board of Supervisors
Albemarle County School Board
December 12, 2013
Final
Report
of
the
Yancey
Workgroup
December
12,
2013
Page
2
Table of Contents
Section
Number
Section Title Page
Executive Summary 3
1 History of B.F. Yancey School and
the Community
6
2 Community Needs 12
3 Potential Partnerships With
Agencies and Organizations
14
4 Best Practice Models 18
5 Building Options for the School 21
6 Possible Funding 23
7 Recommendations of the
Workgroup
26
Appendices
A Workgroup Charter 28
B Members of the Workgroup 30
C Needs Assessment Survey Results 31
D Yancey Town Hall Results 32
E Current Community Partnerships 34
F Long Range Planning Project
Summary
35
G Additional Resources 37
Final
Report
of
the
Yancey
Workgroup
December
12,
2013
Page
3
EXECUTIVE SUMMARY
Benjamin F. Yancey Elementary School has a rich history in Albemarle County and is
deeply coveted by the Southern Albemarle community and local agencies. Enrollment
has been declining in recent years, and though the school has been successful, rising costs
per pupil have caused the Albemarle County School Board and the Long Range Planning
Commission to explore the possibility of closing the school.
In December of 2012 the Albemarle County Board of Supervisors and the Albemarle
School Board created a workgroup through charter to be appointed by the County
Executive and Superintendent of Schools in order to further explore and recommend
potential community-wide uses of B.F Yancey Elementary School for the purpose of
serving the Southern Albemarle community. In that charter the following “Primary
Objectives of the Workgroup” were identified:
1. Identify
service
needs
of
the
Southern
Albemarle
community
including
review
of
existing
needs
assessments
and
other
data
compiled
by
the
County
and
other
community
partners
over
the
past
5-‐10
years.
2. Develop
recommendations
for
enhanced
use
of
the
school
building.
Ideas
for
strategies
might
include
first
identifying
how
much
and
what
kind
of
space
may
be
available,
identifying
any
restrictions
on
the
use
within
the
building
and
identifying
activities/programs
that
are
aligned
with
continuing
the
building
as
an
elementary
school.
3. Identify
other
individuals,
entities,
and/or
organizations
already
engaged
in
or
interested
in
enhanced
service
delivery,
and
to
determine
feasibility
for
public/private
partnerships
to
support
program
development.
4.
Conduct
research
into
best
practice
models
where
successful
programs
or
uses
have been identified and implemented.
5. Research avenues of possible funding support for model programs, including
foundations with interest in enhanced service delivery in settings such as the
Yancey Elementary School.
The workgroup has met continually since April to accomplish these objectives. Through
an examination of a past needs assessment, a survey conducted by the workgroup,
meetings with local agencies, and a town hall meeting sponsored by the workgroup, the
following needs were identified:
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Yancey
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December
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2013
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4
• After School Programs for Youth
• Workforce Skills
• Childcare for infants/toddlers
• JABA Community Center and Resources
• Access to Technology
• Mental and Physical Health Programming.
According to community input, it is important that:
• The school remain open
• Current promised improvements occur
• The educational experience and safety of the students at Yancey Elementary
School stay at the forefront of any increased building use.
The workgroup also explored funding opportunities, examined the current building
project in the Capital Improvement Plan and researched best practice models. As a result
of these various activities, the workgroup agrees on the following recommendations:
1.) That the negotiations on land purchase and septic upgrades required for current
and future use be completed by the beginning of the 2014-15 school year.
2.) That Albemarle County pursue the creation of an intergenerational learning center
to be housed at B.F. Yancey Elementary School that would provide space for
local agencies to deliver needed services for the Southern Albemarle community.
3.) That the pursuit of the center be implemented in three phases to consist of the
following time frames and actions:
a. Phase I – January 1, 2014- August 1, 2014; Athletic programs sponsored
by Yancey Tennis Boosters, a recreation basketball program, parenting
classes, health information sessions, and an open technology lab will be
held during normal operating hours when class is not in session using
current facilities. The school principal, the director of Club Yancey, the
Office of Community Engagement, the Department of Parks and
Recreation and the Department of Social Services will help to coordinate
these efforts using current staffing.
b. Phase II – August 1, 2014 – August 1, 2015; Programs from Phase I will
continue. In addition, adult classes involving technological and workforce
skills will be conducted. Additional health programs will be offered as
well as additional classes for toddlers and early learning. Mental health
services and programs for the aging population will be sought from
community partners. The school principal, the Office of Community
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5
Engagement, and the Department of Social Services will help to
coordinate these efforts. The Club Yancey Director position should be
made the Director of these programs for Phase II. This position’s salary
should be moved into the County Budget.
c. Phase III August 1, 2015, The addition to the current building in the
Capital Improvement Plan is expanded to create more space, as outlined in
Chapter 5 of this report for community agencies to run and coordinate
their own programs throughout the school day in addition to after school,
evenings, and weekends. The Director of Intergenerational Programming
of Albemarle position is created. The new Director collaborates with the
school principal, the Office of Community Engagement, and outside
agencies to run programs including Club Yancey.
4.) That an ongoing fundraising committee be appointed to work with County staff in
the implementation of this plan and to solicit foundation, corporate, government
and individual donors who have an interest in the future of Southern Albemarle in
order to raise money for building, programming, and the establishment of a
foundation to provide future funding.
5.) That the Long Range Planning Committee meet with the Leadership Team of the
workgroup, Building Services Staff, and a representative from the County
Executive’s office and the School Superintendent’s office to design and attain a
cost estimate of increasing the project currently in the Capital Improvement
Campaign.
6.) That the Board of Supervisors commits to funding an amount no less than
currently projected in the Capital Improvement Plan in order to help secure
private and grant donations toward completion of a larger project and
programming.
7.) That future programming be designed to honor the history of the Yancey
Elementary School, enrich the lives of the residents of Southern Albemarle, and
further the educational experience of the students of B.F. Yancey Elementary
School. This will utilize the Community School model as well as a Place-based
Learning Model for students.
Final
Report
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the
Yancey
Workgroup
December
12,
2013
Page
6
CHAPTER 1: History of B.F. Yancey
Elementary School and the Community
Introduction
B.F. Yancey School is situated on seven acres in rural Southern Albemarle County. It
serves a diverse population of 152 students from grades kindergarten through fifth grade.
The present brick building is the product of numerous expansions and renovations and
currently occupies over 27,000 square feet of the property. The growing school bears
testament to the efforts and dedication of the Esmont community to develop and broaden
educational opportunities for each new generation of young scholars.
The first iteration of Yancey was a one-room cabin built of logs and other crude materials
on a one-acre wooded lot and served the community’s African American population. As
the school has changed physically, it has also figuratively represented greater social and
cultural changes. Always a symbol of pride and development in the Esmont community,
its current presence represents cooperation and unity as it has grown in its ability to
extend learning opportunities to all of the local population. Looking back over the history
of Yancey reflects this cultural change and explains how it has come to acquire its iconic
nature in the Esmont community.
B.F. Yancey Workgroup
Yancey has not been without its challenges throughout its history. The very existence of
the school has been in potential jeopardy in recent years as the Albemarle County School
Board has been forced by budget constraints to consider the closing of the building.
While this outcome has fortunately been avoided thus far, it has become increasingly
important to demonstrate the reasons this school is vital to the community and to
Southern Albemarle County. Towards highlighting that value, the Albemarle County
Board of Supervisors and Albemarle County School Board appointed a committee called
the B.F. Yancey Workgroup in April 2013.
The B.F. Yancey Workgroup has worked to assess conditions and make
recommendations to improve services for the citizens of Southern Albemarle County,
including reviewing the present level of public and community services in the area and
identifying organizational partners willing to aid in expanding resources. The committee
continues to research funding opportunities as well as to examine other programs that
could model how best to deliver services in rural settings. Another goal has been to
identify additional possible improvements, additions, and uses for Yancey beyond its
erroneously perceived singular function as “just” an elementary school.
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December
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One potential supplementary use of Yancey is to expand the building’s operations in such
a way that community members can access needed resources as identified by local
citizens. The committee researched the history of Esmont and its schools as part of its
commitment to understanding the rich culture of this population. The ultimate goal is that
by gathering and processing this information the Yancey Workgroup determines to better
understand the unique needs of the community and how best to meet those needs.
History of Esmont
Esmont is a town of just over 30 square miles located seven miles northwest of
Scottsville in Southern Albemarle County, Virginia. Populated since the mid-18th century,
Esmont was settled after the Civil War both by ante-bellum plantation owners and
African-American residents who purchased plots of the rich soil in order to grow their
own crops and raise livestock in a self-subsistent lifestyle (Esmont Oral History Project,
2002). A large contributor to the growth in the area was the opening of a large soapstone
quarry in the neighboring town of Alberene. The quarry was prosperous and continued to
grow, employing as many as 2000 men in the area as it entered its golden ages in the
1920s (Ashmore-Sorensen, 2012).
With rapid development and population growth, Esmont’s resources expanded to include
a post office, general merchandise and grocery stores, and a school by the end of the
nineteenth century (Ashmore-Sorenson, 2012). The railroad built through the area in the
early 1900’s to connect nearby soapstone plants stimulated further growth in the area as
this form of transportation allowed more accessibility to and from a previously relatively
isolated area (Bruce, 1924).
Life before the middle of the twentieth century meant a simpler manner of living. The
Esmont Oral History Project (2002), a project of JABA’s Esmont Senior Center,
collected several black residents’ recollections of early life in Esmont. These oral
histories described a past when most men and boys were hired by local (predominantly
white) farm owners as farmhands, while women and girls were employed as domestics in
the plantation homes. As the town grew, however, so did opportunities, and Esmont
residents increasingly took jobs in diverse fields such as education, construction, and
nursing or working on the railroad, or joining the military.
Esmont has historically faced challenges with poverty, with many older residents
remembering childhoods where their houses were insulated with only newspaper, shoes
were a rare luxury, and hardship was a part of daily life (Oral History Project, 2002). Yet
Esmont has always had a rich sense of community, where church and school served as
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December
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8
social places where residents could come together and enrich themselves spiritually and
educationally.
Esmont has had a population of both white and black residents since its earliest days. As
with blacks and whites all over the United States throughout history, segregation and
racial discrimination have played a part in the historical narrative of the town. The
Esmont Oral History project (2002) asked their interviewees about their memories of
racism and found common threads in their experiences and memories of segregated life
in Esmont. Esmont was divided along an invisible yet distinct line between (what is now)
the Porters Road area and the neighborhood to the west on what is now Esmont Road,
around the Esmont Post Office. Black children went to school on Porters Road, while
white children attended the Esmont School in what was known as “The Bottom” on
Esmont Road (Eubanks, 2013).
While schools and residences were segregated, those who lived in the area during that
time recall that while the division between whites and blacks was just “understood” and
people tended to “keep to their own.” Acts of overt racism seemed to primarily occur in
the nearby towns of Scottsville and Charlottesville (Oral History Project, 2002). One area
resident described the general feeling about the neighboring town as “Scottsville was
always somewhere we went to do what we had to do and come out of there…Scottsville
was just Scottsville” (History Project, 2002). Esmont residents named several white
families that were known as more open to their black neighbors and the relationships
between the white farm owners who employed blacks from Esmont were reported as
generally harmonious.
Many important changes were rapidly happening during this time and Esmont was not
exempt from the effects of greater cultural transformation. As major regional and national
events like World War II and civil rights activism and legislation unfolded in the United
States, it caused Esmonters, both black and white, to gain new perspectives on race
relations (Oral History Project, 2002). With this new perspective, Esmonters took
advantage of new opportunities to demand full citizen rights, especially so in the field of
education. Looking back at local schools’ pathway to desegregation demonstrates how
these changes unfolded in this diverse rural town.
First Schools in Esmont
In 1878 Confederate Veteran John Haden Lane donated an acre of his land in order for a
crude one-room log cabin to be constructed as a school in which the local African-
American population could be educated. Lane was also the school’s first teacher
(Virginia: A Guide to the Old Dominion, 1946). The school was named The Loving
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Report
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Yancey
Workgroup
December
12,
2013
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9
Charity Lodge and taught students in grades 1 through 6 (“Scottsville Schools,” 2001).
The school doubled as a church. A description of the school published in 1946 says “It
has two small windows, slab plank benches with no back rest and only the desk which
was crudely formed” (Virginia, 1946). The original school structure is still standing and
is now called the Odd Fellows Hall. It functions today as JABA’s Esmont Senior Center,
and serves as a venue for community and fraternal organization meetings.
White children in Esmont attended the Esmont School, located on Esmont Road, near the
post office and train depot. Some of the local children travelled and attended school in
nearby Scottsville, which opened the first public school in Albemarle County in 1871
(“Scottsville Schools,” 2001). Both black and white children walked to school for many
years before public transportation was made available (Oral History Project, 2002).
Benjamin Franklin Yancey, Educator and School Founder
Benjamin Franklin Yancey (1870-1915) was a pillar of the Esmont community and
widely influential as one of the first black educators in Central Virginia. Born in
Howardsville, Virginia, he was educated at the Hampton Institute and returned to Esmont
to take his first teaching position at Black Branch School in Southern Albemarle County
(Brickhouse, 2000). Like John Haden Lane, Yancey was dedicated to advancing learning
opportunities for local children. He was enthusiastic about literature and the pursuit of
education and wanted to impact the lives of future scholars to come.
As an African-American scholar who had faced unique challenges in furthering his
education in a then-segregated world, Yancey was particularly passionate about the
educational opportunities of young black students (“A Long-Awaited Education,” 2008).
During Yancey’s time, the post-emancipation years, African Americans faced great
disadvantages in education and Yancey wanted to give black youths in his neighborhood
a school that could provide them with the skills they would need to move up in society.
Living in Esmont and being part of the community inspired him to dedicate his time and
dedication to creating educational opportunities for the area youth around him as well as
for generations to come.
In 1906, Benjamin Yancey joined together the African-American men of the community
and organized a school league. A women’s league was organized the following year.
(Eubanks, 2013). The men and women of the leagues worked together and through their
fundraising efforts were able to purchase three acres of land on Porters Road in 1912.
Yancey was instrumental in the founding of the wooden six-room school that was built
on this land in 1915 (Virginia: A Guide to the Old Dominion, 1946). The new learning
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facility was named the Esmont Colored School (later called Esmont High School) and
was a significant achievement and a source of pride to a community that built it
themselves without state funding (“Scottsville Schools,” 2001). This great effort was
necessary during this time, when improvements in facilities, teaching resources and
course offerings lagged behind those funded for white children.
The Esmont Colored School educated children in grades 1 to 8. Yancey, along with his
wife, ran the school and taught young African American children basic skills (“A Long-
Awaited Education,” 2008). In the 1930s the Esmont Colored School became so
overcrowded that a two-room house nearby on Porters Road was converted into more
classroom space. The converted house was known as “The Little School” and took the
grade school age children kindergarten through 4th grade while Esmont High School
served 5th through 11th grade (Eubanks, 2013). Additional land was purchased for future
expansion to better accommodate the growing student population.
Yancey died at age 45 in 1915, leaving behind his wife, Harriet, and his two children,
Roger and May. May would become a teacher and continue to teach in Esmont, while
Roger went on to law school and became a judge in Essex County, New Jersey (Yancey,
n.d.). Yancey’s legacy continues in Esmont. It is through the strength and commitment to
education he epitomized that the current elementary school was built and opened in
September of 1960 for children K – 5 with a teaching staff of 7. The School Board at that
time and the community agreed to name the school in honor of B.F.Yancey and his
commitment to Esmont.
Yancey Today
After Benjamin Franklin Yancey died in 1915, the community and PTO continued to
work to expand and grow Esmont’s schools. 1951 saw big changes when Albemarle
County opened Jackson P. Burley School in Charlottesville, combining the three black
high schools in Albemarle; Esmont High School, Jefferson High School and Albemarle
Training School (“Jefferson School History,” 2010). In 1964 the Civil Rights Act,
outlawing discrimination based on race and guaranteeing equal educational opportunities,
was passed and the impact on schools was profound. The integration process was a
prolonged and often painful effort that many Esmont residents vividly recall (Oral
History Project, 2002). Yancey elementary became desegregated and slowly grew and
adapted to a new diverse student body that continues today.
It is difficult for the Esmont community to imagine such an iconic and important place
that has gone through so many evolutions and overcome so many challenges closing its
doors to the people that helped build and make it what it is today. According to resident
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and former Yancey teacher Waltine Eubanks, “The school is the hub of our community.
It is where people gather for events and where activities are offered for their children.”
(2013).
Whether Yancey remains an elementary school or adapts once again to respond to the
needs of the community, the need will continue for this enduring symbol to keep its doors
open. It has been described as “a critical thread in the fabric of the [Esmont] community”
(Richardson, 2012). As Albemarle School Board member Diantha McKeel said, “’It’s not
that Yancey is another small school. It’s a school that came about through very special
circumstances that need to be honored (Richardson, 2012).’” Yancey, as evidenced by its
rich history, has always been and continues to be of great import not only to the town of
Esmont but also to Southern Albemarle County as a whole.
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December
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2013
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CHAPTER 2: Community Needs
Given that one of the workgroup’s primary objectives was evaluating how the school
could be used during and outside of school hours to enhance the community, we set out
to assess the area’s needs for expanded services.
A starting point for the evaluation was a 2008 feasibility study looking at unmet needs for
childcare and services for seniors in the Albemarle region. The survey found that fully
one-third of families reported needing childcare closer to home for infants, preschool and
elementary school age children. Furthermore, there were no licensed childcare providers
in the area, though multiple elementary schools provide afterschool programs. While
there are two senior centers in the Southern Albemarle region, the feasibility study had
looked at combining the two sites at a central location. It appears that the draw of co-
location of senior center programming with childcare for possible intergenerational
contact was significant.
Next, a survey was distributed during the months of June and July to families of Yancey
School students, community members at Esmont Community Day, Brown’s Market,
Scottsville Ace Hardware Store, the Scottsville Library, local churches, the Scottsville
Farmer’s Market and Scottsville Elementary School. The goal of the survey was to
obtain a rank-ordered list of services that members of the Southern Albemarle community
felt were needed. One hundred eighty-nine surveys were collected from a convenience
sample of available people. Citizens were asked to identify which of 17 different
services they felt were both important and strongly needed. Two specific categories were
felt to be very important and needed by over 80% of respondents: Workforce Skills/Adult
Education and After School Programs for Youth. Other services felt by many survey
respondents to be very important and needed were childcare for the very young, youth
development and college access programming. Mental health services, family and
parenting resources, programs for the elderly and primary medical and dental care
services that the workgroup and agencies considered highly needed by the community
were considered important and needed by roughly 60% of respondents.
Additionally, as more fully described in Chapter 3, the workgroup met with
representatives of Albemarle County service providers who were considered to be
stakeholders and potential partners in providing services at the school for the community.
These organizations included the Albemarle County Police Department, Jefferson Area
Board of Aging, Region Ten, the YMCA and the Boys and Girls Club. While each
organization expressed deep commitment to residents of the community, it was
recognized that funding for expanded services would be needed from external sources.
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Finally, the group hosted a town hall meeting to present suggested options to the
Southern Albemarle community and to obtain feedback. The workgroup felt that
validation of results of the survey and our process up to that point would best be achieved
by presenting it to the community for comment. The session generated significant public
comment and interest. While a complete summary of findings is in the appendix to this
report, a few points were key:
1. Keeping the school open is very important to the members of the community who
were present at the town hall.
2. Keeping the school open requires certain renovations and an expansion of the
septic system – completing the purchase of the necessary land for the septic
system expansion is needed before any discussion of expanded services.
3. The community favors enriching the experience for school children by bringing in
new opportunities for learning such as working with senior citizen volunteers,
bringing in businesses to teach about local resources, and working on ways to
increase parent involvement by providing opportunities and services needed by
parents on school grounds.
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CHAPTER 3: Potential Partnerships With
Agencies and Organizations
On May 13, 2013, at a meeting of the Yancey Workgroup, members decided on a process
to engage local agencies in our dialogue about the future of Yancey School.
An initial list of agencies and key individuals was created:
Adult Education
Alermarle County Police
Department
ACPS
Boys & Girls Club
CATEC
Chamber Of Commerce
Churches (Alliance of
Churches)
Club Yancey
Health Dept./Physicians
JABA
Office of Community
Engagement
Parks and Recreation
PVCC
Principal of Yancey
Region 10
Social Services
YMCA
The workgroup members also decided on four basic questions to ask all participants:
1. In what ways could the community and local businesses be involved in the school?
2. What service needs could be met using the school’s facilities?
3. How can we generate funds for the school through providing these services?
4. How can you or your organization help the school?
Groups were invited to participate in a forum on June 17th to “provide input regarding key
social structural issues relevant to southern Albemarle, including service levels, gaps in
services, and trends observed or projected for southern Albemarle.” Agency leaders
representing JABA, Region 10, Piedmont YMCA and the police, as well as a
representative from the County’s building services department discussed the needs and
key issues relevant to Southern Albemarle, including service provision, service levels,
gaps in services, and trends observed or projected for Southern Albemarle. Joe Letteri
presented the forum with a detailed assessment of possible expansions to the school
building and related issues including the septic system.
The workgroup’s dialogue with agencies increased the collective understanding of the
history and dynamics between the Scottsville community and Esmont. The dialogue led
to a shared recognition of how duplicative efforts may complicate the success of
programming in the two communities. It was decided thar engaging in direct and open
conversation with Scottsville leaders would be the best approach in discussing programs
that would benefit both communities. As a result, both Reverend Bruce Lugn from the
Scottsville United Methodist Church (UMC) and Mt. Zion UMC in Esmont and James
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Pierce from the Boys and Girls Club attended a workgroup meeting.
Member of the workgroup also held a series of one-on-one discussions with directors and
managers of a wide range of community organizations that could be potential partners.
These included CHIP, CYFS, CATEC, PVCC, various UVA agencies, Virginia
Cooperative Extension Service, JAUNT, QuickStart, Club Yancey, Big Brother/Big
Sister, the DSS, Parks and Rec and a number of others. Out of these discussions the
following points emerged:
• There are major needs in the area, from an aging population, low income levels,
lack of relevant job skills training, lack of supports for mental wellness, lack of
day care and family support services.
• There is concern expressed that these needs are not being currently met.
• There is overwhelming support and interest for the potential outcomes of the
workgroup. All the agencies at the forum commended the Board of Supervisors
and School Board for this initiative.
• Agencies regard Yancey School as an ideal location and facility.
Specific ideas and concerns included:
• Provide extensions to JABA services, such as aerobics;
• Youth development, healthy living, living responsibly;
• Infant care and after-school care – partner with Club Yancey;
• Involve middle and high school kids and UVA students as volunteers;
• Summer camps; sports programs – soccer, tennis, lacrosse;
• Literacy and computer training; résumé writing;
• Interagency and intergenerational approach would be best;
• Many of the agencies are already working together on other projects, such as the
Jefferson School City Center;
• Want a facility that is open all year, weekends, and pre- and after-school hours;
• Transportation is a concern, but JAUNT already operates in the area and is willing
to expand its services.
• Facilities they require are actually small, and would, on the whole, be easily
accommodated:
o secure offices
o computers, files, media room
o day care would require small outside play area
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o dining hall
o gymnasium
o several old classrooms
o parking
o sports facilities
o grounds, for community garden, other ideas
• Many of the existing school facilities and classrooms can be used.
In late October, agencies were sent an e-mail to update them on the activities and findings
of the workgroup. The e-mail also requested a response for inclusion in the final report
that would outline how each agency envisioned being part of the future for Yancey
School. The following chart summarizes the responses received from eight agencies.
Organization
Name
Contact
Person
E-mail Current
Yancey/
S.
Albemarle
Activities
Proposed
Short Term/
Easy First Step
Longer Term
Proposed
Activities
What would
need to happen
first
Virginia
Cooperative
Extension
Ellie
Thomas
elliet@vt.edu Club Yancey
School
Garden
Monthly Workshop
including plant
clinic, lawn
fertilization,
propagation
Farm Planning, Family
& Consumer Sciences,
4-H
Extend outreach to
other VCE
departments
Charlottesville-
Albemarle
Technical
Education Center
Bruce
Bosselman
bbosselman@
k12albemarle.
org
Training to become
Nurses Aide,
Pharmacy Tech,
Dental Assistant,
Apprenticeships in
construction trades,
cosmetology,
barbering
Identify what skills
employers are
looking for, hire
qualified
instructors. Student
& employers pay
tuition
Children, Youth
& Family
Services
Melissa
Cohen
mcohen@cyfs.
org
Existing
ParentingMo
bile group in
Southern
Albemarle
Additional
ParentingMobile
group to Yancey
School with parent
education and support,
early learning
playgroups and
literacy activities,
access to health and
wellness programs,
and community
engagement.
Transportation,
classroom and
securing $21,440
for 42 week school
year
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Albemarle
County Parks &
Rec
Amy Smith ASmith@albe
marle.org
Club Yancey,
Yancey
Summer
School, and
Community
Education for
Adults
Weekend Open
Gym
Karate, yoga, exercise,
sports clinics
Address
transportation and
scholorship needs.
Need gym,
bathrooms,
instructors, county
funding
Albemarle
County Police
Department
Gregory
Jenkins
JENKINSG@
albemarle.org
Police
presence
Office hours for
District Officer to
meet with citizens
on quality of life
issues
Adult learning
sessions on elderly
fraud prevention,
internet safety and
highway safety
programs.
Office, telephone,
meeting and
bathroom access
Jefferson Are
CHIP
Judy Smith judy.smith@ja
chip.org
Provide home
visiting
services to
children, ages
0-6, and
pregnant
women from
low income
families
Use small office
space to meet with
clients and provide
parenting
information and
resources
Conduct monthly
parenting classes
working with CYFS
playgroups and home
visiting staff and could
start parent support
groups
Additional funding,
small office and
meeting room
space
JABA Donna
Baker
DBaker@jaba
cares.org
Tuesday and
Thursday
program at
Esmont
Community
Center
Expand role of
Friends in School
Helping (FISH)
Relocate Exmont CC
program to YES. Open
Aging Resource
Center.
Interfenerational
programs including
garden, pre-school or
day-care, elder
education. Expand
JABA collaboration
with UVA School of
Nursing, School of
Medicine
No additional
county funding
needed to move
Esmont CC
program. Do need
handicap accessible
gathering and
program space,
dedicated office,
access to kitchen,
handicap accessible
adult-sized
bathrooms, access
to outdoor space
and gym.
Piedmont Family
YMCA
Brookes
Sims
bsims@piedm
ontymca.org
None
currently
Expand programs
of Club Yancey.
Utilize open gym
for organized
sports leagues. Run
short summer camp
program
Open/operate
community-wide
licensed child
care/afterschoo/summe
r day camp. Expand
youth sports program
using P&R fields and
gym space
1. Classroom space
for afterschool
(rent free); 2.
Exclusive access to
child care facilities
(rent free); 3.
funding/staff; 4.
Access to P&R
sports facilities.
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CHAPTER 4: Best Practice Models
The B. F. Yancey School Workgroup addressed the element of its charge requesting that
we “conduct research into best practice models where successful programs or uses have
been identified and implemented”.
Among activities responding to this element, the workgroup:
(a) visited the Charlottesville Jefferson School City Center, including tours and/or
discussions with agencies and services housed in the Center including the Carver
Recreation Center’s programs - gym, group exercise program, and teen center
(with technology for home work, after school programs and other activities) -
the Jefferson Area Board on Aging program, the Piedmont Family YMCA
Intergenerational Learning Center and infant care programs, and others; and
discussed examples of other innovative programs based in local schools (e.g. the
example of a school in rural Rappahannock County, VA1), and
(b) discussed some leading descriptive models for schools that appeared particularly
relevant to the context of the Yancey School, the local community, and the
Southern Albemarle community - the Community School model and the model of
Place-based Learning – and invited community discussion regarding these
models during the workgroup’s September 21 town hall forum.
This chapter highlights the latter discussions.
Community School Model
A community school is both a place and a set of partnerships between the school
and other community resources. Its integrated focus on academics, health and
social services, youth and community development and community engagement
leads to improved student learning, stronger families and healthier communities.
(Coalition for Community Schools, accessed at http://www.communityschools.org)
As a Community School, the school facilities become centers of the community,
including for evening and weekend programs. As a community hub the facilities bring
together a wide range of community partners providing opportunities for children, youth,
families and communities. As collaborators youth, families and community residents
work as partners with schools and other community institutions to develop programs and
services for high quality education and educational outcomes, development of youth,
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support of families across the life course and for a variety of needs; and all these partners
work together actively to design, support, evaluate, and sustain programs. All partners
“focus on strengthening the local leadership, social networks, economic viability and
physical infrastructure of the surrounding community”. Examples of programs many
Community Schools engage in include adult education, after school programs for youth
and families, community engagement and development, early childhood and other youth
development programs, and programs for physical and mental health and wellbeing. 2
Place- based Learning Model
Place-based learning takes the real world around the school — the community —
and turns it into a 21st century learning laboratory … Students learn skills and
concepts while learning about and contributing to their place. By working on
things like oral histories, water quality studies, community gardens, or student-led
community tax centers, students are active learners, engaged and making a
difference” (The Rural School and Community Trust, accessed at
http://www.ruraledu.org).
Successful adoption of a Place-based Learning Model for the school results in all
stakeholders - students, teachers, and community residents – to look at their communities
in new ways, reflect on their histories and cultures and identify strengths and needs of the
school and its community. These stakeholders can identify unconventional resources and
opportunities that hold academic potential that might become the basis for innovations in
the curriculum and other resources for learning, innovations in using school facilities,
and innovative approaches to sustaining the school. “For communities facing serious
economic and social challenges – as do most rural schools - this kind of involvement
from young people can dramatically improve the quality of life of local residents and the
viability of the community itself … [and] there is evidence that students in classrooms
and schools that employ place-based learning make academic gains that exceed those of
students in more traditional classrooms”. The Rural and School Community Trust
identifies strategies for leveraging community resources as part of building opportunities
for learning in the school.
The workgroup did not discern that the Community School and the Place-based Learning
Models would to be mutually exclusive, but rather to be within a spectrum of possibilities
for the Yancey School and its local community stakeholders and broader Southern
Albemarle community of resources, opportunities, and possible partners. Each may
employ similar strategies toward their goals - government planning-driven strategies,
local community resources-driven strategies, business enterprise-driven strategies, a
foundations-funding driven strategies – or combinations of strategies.
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Another important strategy common to both must be baseline and ongoing assessment of
community needs and resources. Thorough, effective, participatory assessment can help
overcome what are identified as tragic failures: failure to act, failure to invest, and failure
to have and maintain a visionary focus that aims for real impacts.3
A documentary – Schools That Change Communities - and a condensed short video
accessed at http://www.docmakeronline.com/schoolsthatchangecommunities.html assembles
inspiring vignettes about how schools can help transform communities. Strategies of
open and honest assessment, strategically reaching out to stakeholders who can expand
opportunities for the school, and finding effective and creative ways to sustain efforts –
toward an exciting vision of the school and its community – are part of both Community
Schools and Place-based Learning Models.4
Community Response
The September 21 town hall forum included assessment of community views regarding
school models. One of the topics in the small group discussions (four groups with 12 or
more people in each group) during the well-attended forum was on how the Yancey
School could ‘fit’ with the Community School Model and the Place-based Learning
Model. Data from the forum are reported elsewhere in this report, but we highlight some
findings here. Many comments spoke to a blending of Community Schools and Place-
Based Learning Models.
One group recommended expanding the library and upgrading its technology in order to
offer a community library outside school hours. The same group identified needs across
the life course – from day care, to adult learning, to intergenerational activities – that are
consistent with the school’s educational mission. Another group highlighted
opportunities through local partnerships to increase the exposure of Yancey School
students to broad ‘real-world’ experiences through business and organizational
partnerships with classrooms; and that such partnerships could be used to increase
parental involvement with the school. All groups readily identified businesses,
organizations, and groups that might be invited to be active stakeholders in the success of
the school as a centerpiece for building a strong community, both locally and in the
broader Southern Albemarle area.
**Footnote References Can Be Found in Appendix G
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CHAPTER 5: Physical Building Options
A major consideration in the recommendations of the Yancey Workgroup is space in the
building. Currently, the building is at or near capacity in terms of usage of space during
the school day. This would not prevent steps being taken to use the building as a
community center outside of regular school hours.
In particular, the committee recommends that mental health, organizations for the aging,
recreation programs, job skills programs, and general health organizations be invited to
use the building in the evening to run programs for the community. Some potential
offerings could include:
• Job Skills Classes or Strands
• Adult/Youth Recreation Leagues
• Help in filling out Social Service Forms and Applications
• Parenting Classes
• Health Screenings
Beginning these types of activities immediately can help to change the culture of the
school into one of community center. However, in order to create the most benefit for the
students of Yancey and the community of Southern Albemarle, a more integrated center
that operates during school hours should be sought.
To accommodate potentially interested partners during the school day, more space would
be required to maintain academic and safety standards. The ACPS Long Range Planning
Committee has previously submitted a report and a plan for an addition to the school as
part of the Capital Improvement Plan (CIP) (Appendix G). Joe Letteri from Albemarle
County Building Services met with the workgroup to explain the plan and to discuss the
limitations of the sewage system, the current lack of land, and the cost of additions. The
project in the CIP is based on the school day, and the students’ education. In order to
plan and accommodate community partners during the school day, the Long Range
Planning Committee should re-examine their recommendation in an effort to
accommodate community partners.
In particular, we would recommend to the long-range planning committee that they
consider the following adjustments to their plan:
• Making the new wing larger than 5800 square feet to accommodate 10 new
classrooms for the current students.
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• Using the current main office suite to be offices for other agencies to be in close
proximity to the cafeteria, library, and other common spaces, while maintaining
some distance from the new wing to provide for student safety.
• Making Rooms 1 and 2 and the Faculty Lounge and Workroom into the new main
office and ancillary offices for specialists.
• Creating a music and art studio in rooms 3, 5, 6, and 8.
• Using rooms 9, 10, 11, 12, and 13 as a potential daycare facility with their own
entrance in the back of the building and in the hallway.
• Expanding the side parking lot out the side and leaving the bus loop in its current
position.
• Making the entrance by the gym a second main entrance for the students
Based on interest from potential partners, some or all of these recommendations would
allow shared space of music and art studios, the library, and cafeteria for the school
students and the community at large. The cost of such a project would need to be
determined, as well as the cost difference to operate such a building.
Creating such a center would be a way to deliver services to Southern Albemarle and
support the learning of the students at Yancey Elementary.
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CHAPTER 6: Possible Funding Sources
The Fundraising Committee identified a variety of possible local, regional and national
funding sources.
Type of
Funding Level Funder Grant Funding
Range
Typical
Grant
Amount
Funding
Season/
Cycle
Website
Areas of
Focus/
Other
Notes
Corporate National State Farm
Good Neighbor
Citizenship
Company
Grants
$25,000-
$100,000 $30,000 9/3 to 10/31
http://www.sta
tefarm.com/ab
outus/commun
ity/grants/com
pany/company
.asp
Corporate National/
State
MeadWestVaCo
Foundation
MeadWestVaco
Foundation
Grants
$5,000-
$500,000 $10,000 Rolling- Fall
http://www.me
adwestvaco.co
m/mwv/groups
/content/docu
ments/docume
nt/mwv049148
.pdf
Education,
Sustainability
Communities,
and
Environment;
send a letter of
introduction
before LOI
Corporate State Verizon Verizon
Foundation
$5000-
$10000 $5,000
Beginning
Jan 1 to Oct
14 each year
http://www.ver
izonfoundation
.org/grants/gui
delines/
Education,
Healthcare,
Energy
Corporate State Walmart Walmart State
Giving Program
$25,000-
$250,000 $30,000 opens in
January
http://foundati
on.walmart.co
m/our-
focus/hunger
Corporate State Wells Fargo Wells Fargo
Foundation
Reviews
proposals
February-
November
https://www.c
ybergrants.co
m/pls/cybergra
nts/quiz.displa
y_question?x_
gm_id=1958&
x_quiz_id=874
&x_order_by=
1
Eliminating the
achievement gap
Fundraising
Opportunit
y
Local Kroger Community
Donations NA Rolling
https://www.c
ommunitygifts
.com/Default.a
spx
Fundraising
Opportunit
y
Local Whole Foods Whole Foods
Foundation
5% of one
day sales NA Rolling
http://www.wh
olefoodsmarke
t.com/donate
Submit app for
Community
Days, which
provide 5% of
sales for a
community
project
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Private
Foundation Local Community
Foundation
Community
Endowment 10/1 and 4/1
http://www.ca
cfonline.org/gr
ant/community
-endowment
One application
per year
Private
Foundation Local Community
Foundation Prana Fund 11/1/13
http://www.ca
cfonline.org/gr
ant/prana-fund
Private
Foundation Local Community
Foundation Bama Works 8/1 and 2/1
http://www.ca
cfonline.org/gr
ant/bama-
works-fund-
dave-
matthews-
band-cacf
One application
per year
Private
Foundation Local
Junior League
of
Charlottesville
Community
Grant
Up to
$2,500 $1,000
Fall 2013
deadline:
10/15/2013
http://www.jlc
ville.org/?nd=a
pplication_pro
cess
Private
Foundation National RGK
Foundation
RGK
Foundation $25,000
Rolling LOI
submission;
applications
reviewed 3x
year
http://www.rg
kfoundation.or
g/public/guidel
ines
Private
Foundation State
Mary Morton
Parsons
Foundation
Capital
Building-
Challenge/
Match Grants
$10,000-
$200,000 3/15 and
9/15
http://www.m
mparsonsfoun
dation.org/con
sideration-
process/
Private
Foundation State Virginia Health
Care Foundation
Health Safety
Net Grant Spring and
Fall Cycles
http://www.vh
cf.org/for-
those-who-
help/what-we-
fund/health-
safety-net-
grants/
Private
Foundation State Virginia Health
Care Foundation
A New Lease
On Life: Health
for Virginians
with Mental
Illness
Not
currently
accepting
applications
http://www.vh
cf.org/for-
those-who-
help/what-we-
fund/a-new-
lease-on-life-
grants/
Private
Foundation State Virginia Health
Care Foundation
Project Connect
Grants
Not
currently
accepting
applications
http://www.vh
cf.org/for-
those-who-
help/what-we-
fund/project-
connect-
grants/
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To maximize the potential for successful fundraising and successful programing the
following should be considered:
1. It is easier to raise private funds when they match contributions from the county
and school board..
2. The success and track record of Club Yancey can be used as the foundation for
the development of additional programs and grant requests. New programs can be
described as additions to Club Yancey and be evaluated, in part, on how they add
value to Club Yancey and the educational experience of Yancey School students
and staff members.
3. The school’s and the school’s PTO’s fundraising potential is not as high as some
other schools’ in order to provide programming.
4. The fundraising opportunities for this program are robust, but will take a
prolonged, committed, and diligent effort to both solicit private donations, as well
as grant funding.
5. The Affordable Care Act will create a new source of funding from non-profit
hospitals for “community benefit” like an intergenerational learning center at the
Yancey Elementary School.
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CHAPTER 7: Recommendations of the Workgroup
The Yancey Workgroup has discussed at length the information that has been collected
form the community, agencies, experts, and research. As a group we make the following
recommendations:
1.) That the negotiations on land purchase and septic upgrades required for current
and future use be completed by the beginning of the 2014-15 school year.
2.) That Albemarle County pursue the creation of an intergenerational learning center
to be housed at B.F. Yancey Elementary School, that would provide space for
local agencies to deliver needed services of the Southern Albemarle Community.
3.) That the pursuit of the center be implemented in three phases to consist of the
following time frames and actions:
a. Phase I – January 1, 2014- August 1, 2014; Athletic programs sponsored
by Yancey Tennis Boosters, a recreation basketball program, parenting
classes, health information sessions, and an open technology lab will
operate during normal operating hours when class is not in session using
current facilities. The school principal, the director of Club Yancey, the
Office of Community Engagement, the Department of Parks and
Recreation and the Department of Social Services will help to coordinate
these efforts using current staffing.
b. Phase II – August 1, 2014 – August 1, 2015; Programs from Phase I will
continue. In addition, adult classes involving technological and workforce
skills will be conducted. Additional health programs will be offered, as
well as additional classes for toddlers and early learning. Mental health
services and programs for the aging population will be sought from
community partners. The school principal, the Office of Community
Engagement, and the Department of Social Services will help to
coordinate these efforts. The Club Yancey Director position should be
made the Director of these programs for Phase II. This position’s salary
should be moved into the County Budget.
c. Phase III August 1, 2015, The addition to the current building in the
Capital Improvement Plan is expanded to create more space, as outlined in
Chapter 5 of this report for community agencies to run and coordinate
their own programs throughout the school day in addition to after school,
evenings, and weekends. The Director of Intergenerational Programming
of Southern Albemarle position is created. The new Director collaborates
with the school principal, the Office of Community Engagement, and
outside agencies to run programs including Club Yancey.
4.) That an ongoing fundraising committee be appointed to work with County staff in
the implementation of this plan and to solicit foundation, corporate, government
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and individual donors who have an interest in the future of Southern Albemarle in
order to raise money for building, programming, and the establishment of a
foundation to provide future funding.
5.) That the Long Range Planning Committee meet with the Leadership Team of the
work group, Building Services Staff, and a representative from the County
Executive’s office, and the School Superintendent’s office to design and attain a
cost estimate of increasing the project currently in the Capital Improvement
Campaign.
6.) That the Board of Supervisors commits to funding an amount no less than
currently projected in the Capital Improvement Plan in order to help secure
private and grant donations toward completion of a larger project and
programming.
7.) That future programming be designed to honor the history of the Yancey
Elementary School, enrich the lives of the residents of Southern Albemarle, and
further the educational experience of the students of B.F. Yancey Elementary
School. This will utilize the Community School model as well as a Place-based
Learning Model for students.
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APPENDICES
Appendix A – Workgroup Charter
B.F. Yancey School Work Group
Charter
The Albemarle County School Board and the Albemarle County Board of Supervisors
seek to identify additional uses for the B.F. Yancey Elementary School as a result of
reduced student enrollment and to ensure maximum use of the building beyond
traditional classroom use. The Boards are interested in understanding, on a broader level,
actions that can be taken to improve services to the citizens of Southern Albemarle
County within the capacity of this school building.
Keeping in mind the overall missions and visions of both the school system and general
government, the work group to be developed to undertake this assessment is charged with
developing recommendations for both boards that would include the identification of
service needs in the area as well as new and existing partners willing to engage in
enhanced delivery of service in Southern Albemarle. Additionally, the boards are
interested in learning about model programs, funding sources and/or grant opportunities
that will address identified service needs in the Southern Albemarle area; therefore, the
work group shall consider these alternative forms of financing to accomplish any capital
investment required to undertake any needed alterations to the building.
Primary Objectives of the Workgroup
1. Identify service needs of the Southern Albemarle community including
review of existing needs assessments and other data compiled by the County and
other community partners over the past 5-10 years.
2. Develop recommendations for enhanced use of the school building. Ideas
for strategies might include first identifying how much and what kind of space
may be available, identifying any restrictions on the use within the building and
identifying activities/programs that are aligned with continuing the building as an
elementary school.
3. Identify other individuals, entities, and/or organizations already engaged
in or interested in enhanced service delivery, and to determine feasibility for
public/private partnerships to support program development.
4. Conduct research into best practice models where successful programs or
uses have been identified and implemented.
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5. Research avenues of possible funding support for model programs,
including foundations with interest in enhanced service delivery in settings such
as the Yancey Elementary School.
While it is not the responsibility of the work group to provide cost estimates for the
recommendations, the work group should be mindful of the potential cost and scope of
projects recommended and the need to implement said recommendations with non-
traditional funding sources, partnerships and grants. It is critical to consider
public/private partnerships, thus the work group is empowered to explore potential
avenues for these kinds of agreements.
Resources Available to the Work Group
The County Executive and School Superintendent shall ensure that sufficient
administrative staffing support will be made available for the activities of the work group.
However, it is expected that the work group will draw upon its membership and others in
the community for support as well.
Work Group Membership
The work group will include a total of 12 members to be appointed by the County
Executive and School Superintendent as follows:
• Six (6) community members selected through an application process similar to
one utilized by the School Division for its Redistricting Committee appointment
process
• Six (6) members representing community agencies and partners as identified by
general government and school division staff
Co-chairs of the work group are to be selected by the County Executive and School
Superintendent.
Timeline
It is anticipated that applications for participation on the work group will be
advertised/solicited in January 2013 and the group will organize its first meeting during
the month of February 2013. At this time, the group will determine its own meeting
frequency and schedule as well as group roles and norms, facilitation, note taking, etc.
The Workgroup will report on its progress to the Board of Supervisors and to the School
Board in May and submit its final report & recommendations to both bodies in December
2013.
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Appendix B – Members of the Workgroup
Charlotte Brody (Coordinator) Howardsville, Virginia 22937
Bob Crickenberger County Parks & Recreation
Craig Dommer (Report Editor) Yancey Elementary School
Frances Feggans (Chair) Esmont, Virginia 22937
Lewis Jackson Esmont, Virginia 22937
Tim Lewis (Resigned) Howardsville, Virginia 22937
Renee Lundgren Esmont, Virginia 22937
Patricia McMullen Esmont, Virginia 22937
Dr. Dawn Osterholt Southern Albemarle Family Practice
Edward Strickler Scottsville, Virginia 24590
Gordon Walker JABA
Liaisons to the Boards
Debbie Chlebnikow Albemarle County Department of
Social Services
Bernard Hairston Office of Community Engagement
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Appendix C – Needs Assessment Survey Results
Yancey Survey Results as of July 8, 2013
very important
important &
needed
good, not
needed unnecessary total
Adult education/Workforce
skills training 157 84.86% 23 12.43% 4 2.16% 1 0.54% 185
After school programs for
young people grades K-12 158 84.04% 24 12.77% 6 3.19% 0 0% 188
Daycare and pre-school for
infants to kindergarten 139 74.33% 40 21.39% 8 4.28% 0 0% 187
Youth development/College
access programs 139 74.33% 36 19.25% 11 5.88% 1 0.53% 187
Job training 138 74.19% 39 20.97% 9 4.84% 0 0% 186
Activities and services for
senior citizens 120 64.52% 49 26.34% 15 8.06% 2 1.08% 186
Mental health services 118 63.44% 39 20.97% 20 10.75% 9 4.84% 186
Recreation/exercise/physical
therapy activities 117 62.90% 53 28.49% 16 8.60% 0 0% 186
Dental and primary care
health services 116 62.37% 46 24.73% 23 12.37% 1 0.54% 186
Family resource
center/parenting skills
classes 116 62.37% 57 30.65% 12 6.45% 1 0.54% 186
EMT training and services 106 56.08% 53 28.04% 25 13.23% 5 2.65% 189
Arts and cultural
performances and exhibits 101 54.89% 54 29.35% 26 14.13% 3 1.63% 184
Space for meetings, parties
and other functions 95 51.35% 52 28.11% 34 18.38% 4 2.16% 185
Police services from a
satellite station 94 50.27% 43 22.99% 35 18.72% 15 8.02% 187
Living history museum with
student involvement 87 48.07% 58 32.04% 29 16.02% 7 3.87% 181
Gardening classes with
student involvement 85 46.45% 61 33.33% 31 16.94% 6 3.28% 183
Start up space for
innovative, rural small
businesses 85 47.49% 51 28.49% 32 17.88% 11 6.15% 179
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Appendix D – Town Hall Meeting Notes
YANCEY TOWN HALL MEETING NOTES,
SEPTEMBER 21, 2013
This is a One-Page Summary of the Town Hall Meeting’s Suggestions.
There was unanimous support expressed for the school and its central role in the
community. The general consensus was that the school has to be retained – we need the
school in the community. The school is the heart and soul of the community. We need to
acquire the adjacent land parcels to ensure adequate space, ensure excellent education
within the community, and blend community and education models to create educational
benefit and build community resources.
The main concern of the Town Hall was the purchase of neighboring land for a new
septic system. Questions asked:
-‐ What is the status of the land purchases?
-‐ Is it possible to separate the park and school septic systems?
-‐ By what date can the land purchase be completed?
-‐ Discussion about Yancey has gone on for years. We want to see some
conclusions.
-‐ The county needs to commit to the septic system.
The Recommended Next Steps:
• Acquire needed land.
• Resolve septic system issues.
• Assure long term commitment.
Other main points made were:
• Any extra-curricula programs and services must be safe for students.
• The County needs to ensure that Yancey students have consistent education with
other students in the County.
• We should ask the County for funding, and not just seek grants.
The school needs more space for:
• Upgraded technology.
• An Intergenerational Center. Daycare.
• Expansion of the library so it becomes a community library.
• A Social Services and Health Center.
Other recommendations and observations:
• The school could start with place-based learning and then expand as the facility is
being taken care of.
• Local partnerships can expose students to more real-world experiences. School
enrichment is primary.
• We should create opportunities for partnerships to educate and engage parents in
the value of parental involvement.
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• Consider sister schools paired with a business or agency.
• Collaborate with university students/Madison House.
• Create pride in school/have a community based on passion/knowledge/customs of
the older generation.
• The school can act as a hub to attract needed services.
• Need police services.
• Well-funded after-school programs to help students with their school work; Club
Yancey.
• Summer programs; Summer School; summer camp/field trips.
• Adult Education classes. They can take place now within the current building.
• Can the school be used for a meeting space? Are there community groups that
need a meeting space?
Addendum:
At the recent PTO of Yancey School, parents were asked which services they would like
to see provided at the school:
1. A part-time Social Services Office.
2. A part-time Health Department outreach center, with its programs.
3. A Career Center.
4. A Sports Programs for both kids and adults, with instructors.
For further information contact Tim Lewis, Co-Chair, at (434) 286-3282 or
timrlewis@earthlink.net
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Appendix E – Current Community Partnerships
Organization Services for the School
4-H Club Yancey
Albemarle County Department of
Social Services
Family Support Worker
Albemarle County Parks and
Recreation
Club Yancey Programming, Summer
School Programming
Book Baskets Provide books for students to build
libraries at home
Elk Hill Therapeutic Day Treatment; Summer
Camp for eligible students
JABA FISH volunteers in Classrooms
Quick Start Tennis of Central
Virginia
Tennis Programming During and
After the School Day
Thomas Jefferson Gardening Club Yancey School Gardens
UVA Health System Club Yancey Programming
Virginia Cooperative Extension Yancey School Gardens
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Appendix F – Long Range Planning Committee Project Summary
FY2014CAPITALIMPROVEMENTPROGRAMAMENDMENT
FORM1PROJECTREQUEST
RequestingDept. Dept.Ranking
Contact/Ext RequestOrigin
LeadDept./Contact StatusofProject
OFDManagement TypeofProject
OperatingImpacts JointProject
RevenueOffset Start Finish
SiteStatus(Land): Assets
$0 $0
New
NewConstructionͲFacilityYes
JosephP.LetteriͲ975Ͳ9340
$6,798,237
ProjectDescription
PHASE1:Expansion&replacementoftheonsitewasterwatersystem.
Purchaseadjacentparcelsoflandandinstallnewsepticsystem.Worktoincludesurveying,soilinvestigation,engineering&
installtionofthenewsystem.
PHASE2:MaintenanceProjects
PhaseII:MaintenanceProjects:
TheroofsatYancey(29,300sq.ft.EPDM)areinpoorcondition,bothfromaphysicalassessmentaswellasadesign
standard.Yanceywasduetohaveitsroofreplacedpreviously,butwaseliminatedduetopossibleclosureandeconomic
shortfalls.Itisnownecessarythatbothroofsectionsbereplaced.Thereplacementofroofdrainswillalsobeacomponent
ofthisproject.
TheHVACsystemintheoriginalpartofthebuildingisinpoorconditionandinneedofimmediatereplacement.Thisproject
willconsistofnewrooftopAHU’s,newduckwork,newVAVboxesandassociatedcontrols.Inaddition,thisprojectwill
includethereplacementoftheceilinggrids,ceilingtileandlightssincetheywillneedtoberemovedfortheinstallationof
thenewHVACsystem.
PHASE3:Modernization&Addition
Theproposedadditionsofabout6,800sfwillincludetwonewClassroomswithtoilets,asmallResourcespace,sixStaff
Specialistoffices,aKindergartenKitchen,andvarioussupportspaces.TheexistingMediaCenterwillbeexpandedand
modernized,andtheexistingroomsandspacesinthebuildingwillbemodernized.Theclassroommodernizationwill
includenewcabinetsandcounters,newmarkerboards,newceilingsandlighting,newflooring,newwindowshades,new
furniture&technology,reͲpaintingofallexistingpaintedsurfaces,andthereplacementofdoorsanddoorhardware.Toilets
willbeaddedtothreeexistingclassrooms.Additionalparking,playfieldsanddrainfieldswillalsobeconstructed.The
projectwillincorporateLEEDdesignprinciples,strategiesandelements.
$1,508,570
FY21/22 TotalFY18Ͳ22
YesͲSeeForm2Ͳb
None JUL
YanceyElementarySchoolModernization
YanceyElementarySchoolModernization
Study/FacilityAssessment
SchoolDivisionͲBuildingServices
JosephP.LetteriͲ975Ͳ9340
of
2014
CountyProject
JUN
Acquisition&Location
$6,798,237TotalFY14Ͳ22
FY16/17
$0
FY17/18
$0
Note:BesuretocompleteProjectCostSpreadsheetsassociatedwiththeprojectrequest.Inaddition,includeanyothergraphicsthat
describetheproject(i.e.siteplan,map,etc.)
FY18/19 FY19/20 FY20/21
$0 $0 $0 $0
2015
FundingRequest($)
FY14/15
$5,289,667
FY15/16
$0
TotalFY13Ͳ17FY13/14
LandPurchaseNotRequired CountyͲOwned
ALBEMARLECOUNTY,VIRGINIA
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FY2014CAPITALIMPROVEMENTPROGRAMAMENDMENT
FORM1PROJECTREQUEST
YanceyElementarySchoolModernization
PhysicalLocation:
Neighborhood(Checkallthatapply)
CountyStrategicPlan:
ComprehensivePlan:
GuidingPrinciples:
Other:
EligibleforProffers
EligibleforCoͲlocation
Relatedto/Dependentuponanothersubmittedproject
Public/PrivatePartnership
Other
FormUpdated:(Required)
Date: Initials:6/22/2012 JPL
OtherSpecialConsiderations(Availableproffers,FutureExpansion,SpecialFeatures,etc)
TheexistingsepticsystematYanceywasinstalledin1964andisconsideredtobeneartheendofitsusefulservicelife.Due
tositelimitations,adjacentlotswillneedtobepurchasedtoinstallanadequatesepticsystemforYanceythatmeetscurrent
VirginiaDepartmentofHealthrequirements.Increasesinschoolcapacitywillnotbeallowedwithoutupgradestothe
existingsepticsystem.TheroofandHVACequipmentisalsoattheendofitsusefulservicelifeandneedstobereplaced.
Finally,theinteriorrenovationandadditiontoYanceyarenecessaryforincreasedfunctionalityoftheschooloperationsas
wellasforparitytootherschoolfacilities.
Ifthisprojectisnotcompleted,thesepticsystemcouldfailandadditionalcostswouldbeincurredtoremedytheemergency
situation.Ifthemaintenanceitemsarenotcompleted,theroofand/orHVACequipmentcouldfail.Lastly,withoutphase3
itwillbenecessarytooverutilizethefacilitybyusingmobileclassrooms.
Alternatives/ImpactifProjectNotFunded/Completed:(Required)
ProjectJustification(IncludingRelationshiptoCitedCountyPolicyorPlanAbove)
Changes/ReasonsforRevisions(IfUpdateofanExistingCIPProjectorNewProject)
1
YanceyElementarySchool
57
ThisprojectisconsistentwiththeobjectivesandgoalslistedintheschoolsectionoftheCounty
CommunityFacilitiesPlanandGoals4and5oftheSchoolDivisionStrategicPlan.
4
RelationshiptoanApprovedCountyPolicyorPlan(i.e.CountryStrategicPlan,ComprehensivePlan,ProgrammaticPlan….)
263
ALBEMARLECOUNTY,VIRGINIA
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Appendix G References and Additional Resources
History
Ashmore-Sorensen, K (2012). A history of Alberene Soapstone Company.
http://www.alberenesoapstone.com/why-alberene-soapstone/history-of-alberene-
soapstone-company
Brickhouse, R (2000). Papers of early black educator discovered: Collection sheds light
on segregation-era rural Virginia. Inside UVA Online.
http://www.virginia.edu/insideuva/2000/12/yancey.html
Bruce, Philip Alexander (1924). History of Virginia. Henry Lee Lane. Chicago:
American Historical Society.
Esmont Oral History Project: Building Digital Communities, Race and Place: African
American Community History, Albemarle County, Virginia. Prepared by the Virginia
Center for Digital History, Charlottesville, VA, 2001-2002.
Eubanks, W (2013). Oral interview, 15 November 2013. Interview conducted by Renee
Lundgren.
Jefferson School History (2010). Jefferson School History Center.
http://jeffersoncitycenter.com/city_center/history.php
Klippstein, R (2005). A place for hopes and dreams. Scottsville Monthly (pp14-16). Vol
4 No. 2.
A Long Awaited Education (2008). The University of Richmond: History engine: Tools
for collaborative education and research.
http://historyengine.richmond.edu/episodes/view/3937
Lane, A. (2013). Oral interview, 24 October 2013. Interview by John Robins.
Nelson and Albemarle Railway Historical Society Website (2013) NEARHS
https://sites.google.com/site/nelsonalbemarle/
Palmer, M (2004). Abandoned Railways of Virginia: The Nelson and Albemarle Railroad
http://www.abandonedrails.com/Nelson_and_Albemarle_Railroad
Final
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Richardson, A (2012). Yancey decision retains critical piece of community’s fabric.
Daily Progress Online. http://www.dailyprogress.com/news/yancey-decision-retains-
critical-piece-of-community-s-fabric/article_330db312-ad8e-573b-8b7d-
3e3973dff6e0.html
Scottsville Schools (2001). Scottsville Museum
.http://scottsvillemuseum.com/school/home.html
University of Richmond (2008). A long-awaited education. History engine.
http://historyengine.richmond.edu/episodes/view/3937
Yancey, D.J. (2013) Genealogical research concerning persons of surname
Yancey/Yancy having African American ancestry.
http://www.geocities.com/djyancey/afr.htm
Virginia: A guide to the Old Dominion (1946). New York: Oxford University Press.
Best Practices
1.Making
the
School
Useful
to
the
Community-‐Rappahannock
County,
Virginia,
in
Rural
Policy
Matters,
The
Rural
School
and
Community
Trust,
April
2006,
accessed
at
http://www.ruraledu.org/articles.php?id=2359
2.
A
short
monograph
-‐
The
Rural
Solution,
How
Community
Schools
Can
Reinvigorate
Rural
Education
,
Rural
School
and
Community
Trust
September
2010,
accessed
at
http://www.americanprogress.org/issues/2010/09/pdf/ruralschools.pdf
-‐
highlights
a
chapters
with
examples
of
Effective
Rural
Community
Schools,
Common
Elements,
and
critical
Challenges
and
Solutions.
3.21st
Century
Rural
America,
A
RUPRI
Center
for
Rural
Entrepreneurship
White
Paper,
accessed
at
www.energizingentrepreneurs.org/content/cr_2/2_000305.pdf
4.
Open
and
honest
assessment
can
be
challenging.
For
example,
an
assessment
“need
not
overlook
the
fact
that
some
parents
may
need
special
types
of
assistance,
nor
does
it
make
the
assumption
that
every
community
business
will
contribute
positively
to
the
schools.
It
does,
however,
favor
positive
action
rather
than
unproductive
blaming.
Too
often,
rural
communities
are
blamed
for
their
problems."
Parent
perceptions
of
barriers
to
academic
success
in
a
rural
middle
school,
Professional
School
Counseling,
October
1
2010,
accessed
at
http://www.thefreelibrary.com/Parent+perceptions+of+barriers+to+academic+suc
cess+in+a+rural+middle...-‐a0241277784
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Funding
Leveraging Community Benefit for Community Health Improvement from NACCHO
(2010)
MAPP and Non-Profit Hospitals:
Leveraging Community Benefit for
Community Health Improvement
[FACT SHEET]
July 2010
Introduction
With the historic passage of the Patient Protection and
Affordable Care Act, non-profit hospitals are being called to
increase their accountability to the communities they serve.
Capitalizing on this momentum, this fact sheet provides
Mobilizing for Action through Planning and Partnerships (MAPP)
communities with information that will help them engage their
local non-profit hospitals in community health assessment and
improvement. The fact sheet explains “community benefit” and
recommends ways that MAPP communities can encourage local
non-profit hospitals to support MAPP processes in an effort to
fulfill community benefit requirements.
What is “community benefit”?
Community benefit is central to the mission of non-profit
hospitals and is the basis for their tax exemption. Non-profit
hospitals receive a variety of tax exemptions from federal, state,
and local governments with the expectation that, in return,
they will provide benefits to the community; these laws are
referred to as “community benefit.”1,2 Community benefit has
been defined by the Internal Revenue Service (IRS) as “the
promotion of health for a class of persons sufficiently large so
the community as a whole benefits.”3 Simply put, community
benefit is composed of programs and services designed to
address identified needs and improve community health.
To qualify as community benefit, initiatives must respond to
an identified community need and meet at least one of the
following criteria:
• Improve access to healthcare services;
• Enhance health of the community;
• Advance medical or health knowledge; or
• Relieve or reduce the burden of government or other
community efforts.4
Historically, the majority of community benefit funds have
been spent on “charity care,” while a smaller portion has been
invested in community-based efforts such as community health
improvement planning. The Patient Protection and Affordable
Care Act revises the tax exemption standards applicable to
non-profit hospitals by adding several new components to
the Internal Revenue Code. Among other revisions, non-profit
hospitals will now be required to conduct a community health
needs assessment, widely publicize assessment results, and
adopt an implementation strategy to meet needs identified by
the assessment. According to the Catholic Health Association,
the new provision “gives great importance to taking a more
strategic approach to community benefit planning.”5
As a partner in the MAPP process, hospitals
can demonstrate collaborating with the
community, including public health experts, to
assess community needs, identify solutions, and
implement health improvement strategies.
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[2 ] Fact Sheet: MAPP and Non-Profit Hospitals: Leveraging Community Benefit for Community Health Improvement
What is the relationship between MAPP
and community benefit?
Community benefit presents a unique opportunity to engage
non-profit hospitals in MAPP. MAPP relies on the insights, skills,
and resources of partners committed to improving local quality
of life. Rich with intellectual capital, human resources, and local
knowledge, hospitals are well positioned to play an important
role in community-wide health improvement efforts.
The Public Health Institute, in a recent community benefit
demonstration project report,6 delineated five core principles
for effective community benefit programs: emphasis on
communities with disproportionate unmet health-related
needs; emphasis on primary prevention; building a seamless
continuum of care; building community capacity; and
collaborative governance. The core principles reflected in the
Public Health Institute report align with the MAPP approach. As
a community-wide health improvement process, MAPP does the
following:
• Includes a comprehensive assessment phase that identifies
local public health strengths, challenges, and unmet health-
related needs;
• Emphasizes primary prevention;
• Strengthens partnerships among healthcare providers,
public health professionals, and other stakeholders;
• Mobilizes community members to identify and act on
strategic health issues; and
• Institutionalizes a collaborative approach to planning,
implementing, and evaluating community health
improvement strategies.
Despite historically scarce reporting requirements, many
hospitals have provided substantial community benefits to
their communities for decades; however, beginning in 2009,
as part of new community benefit reporting requirements,
non-profit hospitals were required to complete the IRS form 990
Schedule H.7 The IRS form includes questions about how the
organization assesses community needs and how community
benefit programs are structured to address identified needs.8
In addition, with the enactment of the Patient Protection and
Affordable Care Act, non-profit hospitals will be required to
conduct a community health needs assessment at least every
three years and adopt an implementation strategy to address
the community health needs identified by the assessment.
The act requires that the community health needs assessment
“takes into account input from persons who represent the
broad interests of the community served by the hospital
facility, including those with special knowledge of or expertise
in public health.”9 As a partner in the MAPP process, hospitals
can demonstrate collaborating with the community, including
public health experts, to assess community needs, identify
solutions, and implement health improvement strategies.
Tips for Success
When strategizing how to begin the
conversation with a local non-profit hospital,
MAPP communities should consider the
following:
• Relationships are crucial. Find out who
the key community benefit players are
and begin building new relationships
or strengthening existing relationships.
Important contacts may include the
hospital’s director of community health,
director of community benefit, vice
president of planning, marketing director,
hospital board members, and the chief
executive officer.
• Do your homework. Find out more about
community benefit projects currently
underway and identify how MAPP can
complement and build on existing efforts.
• Prepare, prepare, prepare. Draft talking
points that describe how partnering in a
MAPP process can help the hospital build
collaboration, support their community,
fulfill their mission, and meet new
community benefit requirements.
• Become a MAPP expert. Be ready to
describe the MAPP philosophy and
components to a new audience—healthcare
and business professionals. Remember,
hospital staff might be unfamiliar with
public health terminology and may
appreciate explanation of the elements and
value of a broad definition of health. As a
starting point, consider sharing NACCHO’s
Mobilizing for Action through Planning and
Partnerships: A Community Approach to
Health Improvement fact sheet (see www.
naccho.org/na323pdf) with hospital staff.
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Fact Sheet: MAPP and Non-Profit Hospitals: Leveraging Community Benefit for Community Health Improvement [3]
How can MAPP communities encourage
local non-profit hospitals to join the effort?
One of the primary tenants of MAPP is its focus on the local
public health system (LPHS). A successful MAPP process
includes active participation from many different sectors of
the community—from the public school system to the faith
community and the hospital system. Recognizing the unique
value that each LPHS partner brings, MAPP facilitators should
spend ample time during “Organize for Success”10 discussing
MAPP’s agency-specific, LPHS-specific, and community-wide
benefits with prospective partners. These conversations present
opportunities for MAPP facilitators and partners to identify
how MAPP can accomplish the priorities of all parties involved
within the context of MAPP’s emphasis on strategic thinking,
community engagement, and LPHS strengthening.11
For non-profit hospitals to fulfill their mission and retain tax
exempt status, they must provide programs and services
that assess and respond to local community health needs.
By engaging in MAPP, hospitals not only work toward
fulfilling their community benefit requirements but also gain
access to a comprehensive dataset that includes information
about community health status, local public health system
functionality, community needs and assets, and local, state, and
national forces of change. Additionally, as with all LPHS partners
that participate in MAPP, hospitals build new partnerships
and benefit from the community’s strengthened public health
infrastructure and improved ability to anticipate and manage
change. United with a common framework and shared values,
non-profit hospitals, local health departments (LHDs), and
LPHS partners can collectively move communities closer to the
ultimate goal of improving the public’s health.
New to MAPP?
MAPP, which includes completion of the National Public
Health Performance Standards Program local instrument, is
a community-wide strategic planning process for improving
community health and strengthening the LPHS. Facilitated by
public health leadership, MAPP provides a framework that helps
communities prioritize public health issues; identify resources
for addressing them; and develop, implement, and evaluate
community health improvement plans. The MAPP process does
not create a strategic plan for the LHD; rather, MAPP results in
a strategic plan for the entire community. MAPP communities
frequently cite the following outcomes:
• Increased visibility of public health;
• New advocates for local public health;
• Increased ability to anticipate and manage change;
• Strengthened partnerships; and
• Strengthened public health infrastructure.
National Health Reform Outlines New
Expectations for Non-Profit Hospitals
The Patient Protection and Affordable Care Act
requires non-profit hospitals to (1) conduct a
community health needs assessment at least every
three years and (2) adopt an implementation
strategy to meet the community health needs
identified by the assessment. The community
health needs assessment must include input from
persons who represent the broad interests of the
community served by the hospital facility, including
those with special expertise in public health and be
made widely available to the public.12
Acknowledgments
Funding for this project was provided by the Centers for Disease
Control and Prevention under Cooperative Agreement Number
5U38HM000449-02 (CFDA # 93.283). The contents of this
document are solely the responsibility of NACCHO and do not
necessarily represent the official views of the sponsor.
FOR MORE INFORMATION, PLEASE CONTACT:
Julia Joh Elligers
Program Manager
P (202) 507-4234
jjoh@naccho.org
Or visit www.naccho.org/mapp.
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The mission of the National Association of County and City Health Officials
(NACCHO) is to be a leader, partner, catalyst, and voice for local health
departments in order to ensure the conditions that promote health and
equity, combat disease, and improve the quality and length of all lives.
1100 17th St, NW, 7th Floor Washington, DC 20036
P (202) 783 5550 F (202) 783 1583
www.naccho.org
[FACT SHEET]
July 2010
References
1. Congress of the United States: Congressional Budget Office.
(2006). Non-profit hospitals and the provision of community
benefits. Retrieved January 20, 2010, from www.cbo.gov/
ftpdocs/76xx/doc7695/12-06-non-profit.pdf.
2. For a comprehensive list of states that have community
benefit laws, visit www.communityhlth.org/communityhlth/
resources/cbmap.html.
3. Barnett, K. (2009). Beyond the numerical tally: Quality and
stewardship in community benefit. Oakland, CA: Public Health
Institute.
4. Catholic Health Association. (n.d.). What counts as
community benefit. Retrieved June 8, 2010, from www.
chausa.org/pages/our_work/community_benefit/what_
counts/overview/.
5. Catholic Health Association. (2010). Health reform and tax
exempt hospitals. Retrieved June 7, 2010, from www.chausa.
org/pages/our_work/community_benefit/overview/.
6. “The Advancing the State of the Art in Community Benefit
(ASACB) demonstration brought together a diverse group
of 70 hospitals in California, Texas, Arizona, and Nevada
to develop and implement a series of uniform standards to
align hospital governance, management, and operations,
and to make optimal use of limited charitable resources
to address unmet health-related needs. The ASACB
demonstration is administered through the Public Health
Institute.” Association for Community Health Improvement.
(n.d.). Advancing the state of the art in community benefit.
Retrieved Jan. 12, 2010, from www.communityhlth.org/
communityhlth/projects/asacb/asacbhome.html.
7. American Hospital Association. (n.d.). IRS Form 990 and
Schedule H. Retrieved Jan. 21, 2010, from www.aha.org/aha/
issues/Tax-Exempt-Status/irs.html.
8. Catholic Health Association (n.d.). IRS Form 990 Videos:
Community Assessment. Retrieved Jan. 13, 2010, from
www.chausa.org/pages/our_work/community_benefit/
irs_form_990/form_990_videos/.
9. One Hundred Eleventh Congress of the United States of
America. (2010). The Patient Protection and Affordable Care
Act: H.R. 3590. Washington: GPO.
10. “Organize for Success” is the first of MAPP’s six phases.
11. State and local reporting requirements for local non-profit
hospitals may vary. While MAPP communities are typically
defined by city, county, and regional identities, hospital
service areas often cross county and city lines, which can
affect community benefit requirements. Creative solutions
can help to ensure all parties meet their individual and
collective needs.
12. One Hundred Eleventh Congress of the United States of
America. (2010).
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Implementing Mandatory Disability Coverage for VRS
Hybrid Members and Compensation Considerations
SUBJECT/PROPOSAL/REQUEST:
Acceptance of recommendation to select Standard
Insurance to provide the County’s required short and
long term disability coverage for eligible employees
STAFF CONTACT(S):
Foley, Letteri, Davis, Blair and Gerome
PRESENTER (S): Lorna Gerome
LEGAL REVIEW: Yes
AGENDA DATE:
December 12, 2013
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
1) Virginia Retirement System
Effective January 1, 2014, VRS will implement a mandated “hybrid plan” for all full-time new hires without active prior
VRS service (note: hazardous duty new hires are not eligible to participate in the hybrid plan). This hybrid plan will
consist of both a defined benefit component (like that which VRS Plan 1 and Plan 2 members currently participate in)
and a defined contribution component. Unlike the current VRS Plan 1 and Plan 2, the hybrid plan will not offer a
disability retirement benefit. Localities were given the opportunity this Fall to join the state’s Virginia Local Disability
Plan (VLDP), which is a combination of short and long term disability programs along with a long-term care
component, or they were required to offer equivalent coverage. Localities opting out of VLDP are required to offer
employer-paid short and long term disability benefits to their hybrid VRS members, and those benefits must be at least
equivalent to the benefits under the VLDP, but there is no requirement to provide a long term care benefit.
Staff shared information on these options at the October 10, 2013 joint meeting of the Board of Supervisors and the
School Board, including the following: 1) the State has mandated that this decision is irrevocable; 2) a substantial
number of localities have opted out of VLDP, which may result in unpredictably higher program rates once the current
rates expire in June 2014; and 3) VLDP’s rates were higher than the rates in the top two bids received by the County
for the provision of an alternative short and long term disability plan. Based on this information, the Boards adopted a
Resolution to opt out of the VLDP and directed staff to bring back a disability carrier recommendation.
Additionally, given this mandated change in benefits to new employees and the inconsistencies and administrative
burdens that managing yet another State-imposed benefit change creates, the Boards directed staff to explore options
for potential revisions to the County’s current benefits for all employees. This report provides information on the initial
stages of that review.
2) Compensation Strategies
In 2000, the Board of Supervisors and the School Board jointly approved a Total Compensation Strategy to target
employee salaries at the median of an adopted market and to provide employee benefits slightly above adopted
market levels. Since that time, both Boards have continued to recognize the importance of providing competitive
salaries and benefits to attract and retain a high performing workforce. Staff’s findings and recommendations based
on its annual compensation analysis were included in the Total Compensation Report presented to the Boards on
October 10, 2013. For budget planning, the Boards approved a 2.0% salary increase for classified staff and a 2.0%
increase to fund teacher salary increases to maintain the top quartile position, based on the availability of adequate
funding.
In accordance with the Boards’ direction, the five year budget plans for both Local Government and the School
Division include a 2% market salary adjustment. Given the challenging economic times and the County’s inability to
provide merit increases during much of the recession, staff is becoming concerned regarding the issue of
compression. Staff will be studying this issue of compensation generally over the next year with particular focus on
compression to determine what action may be taken in the future to address this concern.
AGENDA TITLE: Implementing Mandatory Disability Coverage for VRS Hybrid Members and Compensation
Considerations
December 12, 2013
Page 2
STRATEGIC PLAN:
Goal 7. Promote a valued and responsive County workforce that ensures excellent customer service
DISCUSSION:
1) Virginia Retirement System
Staff worked with the County’s benefit consultant, KSPH, to solicit proposals for the purchase of equivalent short
and long term disability (STD/LTD) coverage and received five bids. Staff evaluated those bids based on:
functional requirements, implementation and services/project management, experience and qualifications, and
selected two finalists: Lincoln and Standard. A cross- departmental team met with both companies and
unanimously chose Standard.
As staff proceeds to implement the changes mandated by VRS, staff believes there are a number of important
considerations that need to be further explored. The mandated benefits that will apply to new hires must be in
place effective January 1, 2014; however, there is a one-year waiting period for coverage (except for on-the-job
incidents). Due to VRS’s mandates regarding the VLDP/equivalent coverage, the County is faced with the
possibility of having two or more leave policies/procedures for different groups of employees (e.g., Plan 1/Plan 2,
hybrid members, and non-VRS). The mandated STD coverage also duplicates and erodes the County’s current
Sick Leave Bank program. The County’s current voluntary LTD program will lose participants as employees retire
and no new employees are added, which may eventually result in a rate increase or termination of that plan. Staff
is concerned about the feasibility of maintaining multiple plans simultaneously given current staffing and
tracking/technological constraints. As a result, staff is studying how best to manage leave policies that would be
uniform for all employees regardless of VRS status.
Staff will continue to evaluate these implications and will conduct a review with the following objectives:
To provide leave for employees for their illness, family members’ illness and vacation time (if
applicable)
To administer one leave program that is simple to communicate and administer
To provide integrated leave that is seamless, predictable and clearly understood by both employees
and department managers and school principals
To be consistent with the Joint Board adopted Total Compensation Strategy
To be cost neutral with regard to current benefit structure
Staff will bring its findings back to the Boards for review in the spring.
In addition, staff will continue with the following efforts:
Communicate to all employees with updates regarding VLDP;
Work with KSPH Consultants to determine best practices, the advantages and disadvantages of
different leave programs, and the estimated costs and cost savings based on employees’ leave
usage;
Evaluate the County’s current leave systems and practices;
Obtain feedback through meetings with key managers and multiple advisory groups.
Given the administrative issues associated with the County’s current leave policies, particularly in regard to the
unlimited accrual of sick leave, staff is evaluating the advantages of creating a new set of leave
policies/procedures applicable to all benefits-eligible employees, in conjunction with providing the STD/LTD
coverage for employees. This may include modifying the County’s Sick Leave Bank program, potentially capping
sick leave accruals, and coordinating benefits with a new employer-paid STD/LTD plan, VRS disability (where
applicable), and Social Security Disability. Such changes would create a true “safety net” for all benefits-eligible
employees, regardless of the duration of their employment with the County. Over the next several months, staff
will be evaluating modifications and obtaining employee feedback on potential changes. Employees will be
provided opportunities, not only to learn about all of the considerations involved in changing the policy, but also to
discuss the issues with their colleagues, ask questions, clarify misconceptions, and express their opinions or
concerns. Additional information will be presented to the Boards for consideration after this thorough review.
AGENDA TITLE: Implementing Mandatory Disability Coverage for VRS Hybrid Members and Compensation
Considerations
December 12, 2013
Page 3
BUDGET IMPACT:
The mandated costs of VLDP for the remainder of FY13/14 (January 1, 2014 – June 30, 2014) based on an estimated
number of new hires and estimated average salaries are estimated to be $3000.
RECOMMENDATIONS:
Staff recommends that the Board of Supervisors and the School Board authorize the County and the School Division,
respectively, to purchase short term disability and long term disability coverage from Standard Insurance, effective January
1, 2014 for hybrid plan members.
ATTACHMENTS:
A - Disability Benefit Coverage
Return to agenda
Attachment #1
Mandated Disability Coverage for VRS Hybrid Members
Short Term Disability (STD) Benefits
STD benefits are employer self-funded and administered via a third-party (TPA). The
mandated benefits include STD disability benefits to a maximum of 125 work days after
a 7-day waiting period after disability has been met. The percentage of income
replacement (non-work related disability) is as follows:
Months of Continuous Service
with VRS/employer
Workdays of Income
Replacement
at 100%
Workdays of Income
Replacement
at 80%
Workdays of Income
Replacement
at 60%
less than 12 0 0 0
Dec-59 0 0 125
60-119 25 25 75
120-179 25 50 50
180 or more 25 75 25
If, after the maximum STD benefit period is exhausted, the employee is unable to return
to work for more than 20 hours per week, LTD benefits kick in. These benefits provide
60-80% income replacement, depending on the nature of the disability. At this poin t, the
employer would typically have completed any applicable ADA assessment and made a
determination as to the employee’s continued employment.
Long Term Disability (LTD) Benefits
LTD benefits are fully-insured and managed by the LTD carrier. LTD benefits end when:
An employee returns to work (in accordance with benefit guidelines)
Takes a refund of their VRS account
Is no longer medically eligible
Does not cooperate with VLDP requirements
Takes VRS service retirement
Death
1
COUNTY OF ALBEMARLE
OFFICE OF MANAGEMENT AND BUDGET
MEMORANDUM
TO: Members of the Board of Supervisors
Members of the Albemarle County School Board
FROM: Lori Allshouse, Director of Budget and Performance Management
Trevor Henry, Director of Facilities Development
DATE: December 12, 2013
SUBJECT: Joint Meeting of the Board of Supervisors and School Board Meeting on the
FY 14/15 CIP Recommendation
This memo is to provide information regarding this year’s Capital Improvement Progr am review process in advance
of your discussion on Thursday, December 12, 2013. The Technical Review Committee (TRC), the Oversight
Committee (OC), and the newly formed Financial Review Committee (F RC) conducted several meetings to prepare
a proposed CIP for the County Executive’s Consideration in accordance with the CIP review process as outlined
below:
2
The Committees were challenged again this year to develop a balanced plan that addresses the County’s most
critical needs within limited resources. In advancing the proposed plan, the OC acknowledges that the County
continues to have unfunded capital and infrastructures needs.
As a starting point for this year’s planning process, the OC began with the currently approved CIP which has been
updated since the initial adoption of the FY 14 Budget to included additional revenues and expenditures, including
the Northside Library project.
The OC subsequently utilized a planning model that included the revenue assumptions in the proposed Five Year
Financial Plan. These assumptions include: 1) dedicated Water Resource Protection revenue to offset the costs of
stormwater-related projects, 2) an additional penny on the tax rate dedicated to Capital in FY 16 and 3) an
additional penny on the tax rate dedicated to Capital in FY 18.
Beginning with these assumptions, the OC recommended two scenarios, Scenario A and Scenario B, be moved
forward for consideration and the Committee recommends Scenario B.
Scenario A includes:
Maintenance and replacement needs for schools and general government;
Emergency Communications Center (ECC)- radio and dispatch requirements;
Dam repair and water resource mandate requirements;
School bus replacements;
School safety upgrades;
Court upgrades;
Firing range;
Solid waste convenience centers; and
Pantops Fire Rescue Sub-Station.
Scenario B begins with Scenario A, and:
adds funding for the Henley Gym Addition, transportation revenue sharing, and ACE by including an
additional penny on the tax rate beginning in FY 15 and dedicating the penny as follows: 2/3 to
transportation revenue sharing and 1/3 to the ACE program. Scenario B also adjusts the amount of
borrowing included in the plan.
In accordance with the CIP review process, the OC has completed its work and has moved its recommendation
forward to the FRC who will carefully analyze the assumptions including in the Scenarios in compliance with the
County’s financial policies and practices. After a review by the County Executive Office, the recommended CIP
scenarios and additional information will be provided to the Board of Supervisors and School Board in advance of
your discussion on December 12.
Attachments:
A) FY15 OC Recommended Scenarios 12-9-13 for Joint Boards Work session: 5 year financial
summary for Scenario A and B from the OSC and a listing for projects included in each scenario
B) FY 15 TRC Ranking Final Scores 11-15-13: Includes a blue highlight for projects included in
Scenario A
C) FY 15 Scenario A Project Summary with Debt Funding updated 12-6-13 – Listing of project
requests included in Scenario A including a 5 year financial look for each request
D) FY 15 Scenario B Project Summary with Debt Funding updated 12 -6-13 – Listing of project
requests included in Scenario B including a 5 year financial look for each request
Return to agenda
FY 15 Oversight Committee Recommended Scenarios 12-9-13 Page 1 of 3
FY 15 CIP
Oversight Committee Recommended Scenarios
OSC Recommended Scenario A – REVISED
Oversight Committee
Recommended Scenario A
12-5-13 at 4:00 pm
FY FY FY FY FY FY TOTAL
2014 2015 2016 2017 2018 2019 FIVE YEARS
updated revenues 10-28-13 pm
GENERAL FUND ALLOCATION TO DEBT & CAPITAL
GENERAL FUND TRANSFER (GFT) *$19,002,060 $19,923,356 $22,499,504 $23,397,920 $26,097,167 $27,151,711 $119,069,657
1 cent additional in
Year 2
1 cent additional in
Year 4
DEBT SERVICE OBLIGATION
DEBT SERVICE OBLIGATION $18,396,837 $18,508,218 $18,887,574 $23,353,304 $22,636,502 $27,046,176 $110,431,774
GFT TO DEBT SERVICE $18,396,837 $18,508,218 $18,887,574 $23,353,304 $22,636,502 $27,046,176 $110,431,774
NET DEBT SERVICE OBLIGATION $0 $0 $0 $0 $0 $0 $0
CAPITAL PROGRAM REVIEW
NET GFT TO CIP $605,223 $1,415,138 $3,611,930 $44,616 $3,460,665 $105,535 $8,637,883
OTHER REVENUES **$12,884,599 $8,875,350 $11,835,578 $3,285,086 $2,478,637 $2,770,085 $29,244,736
LOAN PROCEEDS-Local Gov't $29,797,873 $5,896,991 $16,205,365 $2,293,012 $5,707,794 $4,547,508 $34,650,670
LOAN PROCEEDS-Court Addition $0 $2,417,778 $2,340,848 $4,505,283 $20,055,991 $0 $29,319,900
LOAN PROCEEDS-Stormwater $0 $80,000 $164,776 $2,696,041 $844,000 $844,000 $4,628,817
LOAN PROCEEDS-Schools $10,407,808 $11,993,414 $7,289,313 $6,940,029 $7,320,700 $9,294,235 $42,837,691
TOTAL REVENUES $53,695,503 $30,678,671 $41,447,811 $19,764,066 $39,867,787 $17,561,363 $149,319,697
BEGINNING CIP FUND BALANCE $19,289,290 $15,465,603 $10,393,313 $9,139,360 $5,207,460 $4,749,403
AVAILABLE REVENUE $72,984,793 $46,144,274 $51,841,123 $28,903,426 $45,075,247 $22,310,766
PROJECTS $57,519,190 $35,750,961 $42,701,763 $23,695,966 $40,325,844 $20,769,464 $163,243,999
CIP FUND BALANCE $15,465,603 $10,393,313 $9,139,360 $5,207,460 $4,749,403 $1,541,302
* additional tax rate increase of pennies dedicated to CIP, 1 cent in FY 16, 1 additional cent in FY 18 per Five-Year Plan
** Includes revenue from City/UVA for Joint Projects, VDOT Revenue Sharing, Tourism, Proffers, State Technology Grant & Offsetting Revenues for Stormwater Fund Projects
FY 15 CIP
(FY 14 Revised w/ FY 15 Requests for
Mandates/Obligations & Maint./Replace
PLUS New Mandates, Maint Request,
Courts Addition, Pantops Fire Station)
Includes:
A penny dedicated to the CIP in Year 2 and an additional dedicated penny in Year 4
Includes offsetting TBD revenue for TMDL/Stormwater
FY 15 Oversight Committee Recommended Scenarios 12-9-13 Page 2 of 3
Projects Included in Scenario A:
Mandates/Obligations:
General Government
Convenience Centers-Solid Waste/Recycling
County E911 Road Sign Upgrade
ECC Integrated Public Safety Technology Project
ECC Regional 800Mhz Communication System
Ivy Landfill Remediation
Moores Creek Septage Receiving
Voting Machine Replacement
Stormwater
Hollymead Dam Spillway Improvement
Water Resources TMDL
Maintenance/Replacement:
General Government
Burley-Lane Field Poles Lighting
City-County Owned Facilities
Maintenance/Replacement
City-County Owned Library Repair/Maintenance
City-County Owned Parks
Maintenance/Replacement
County 800Mhz Radio Replacements
County Library Facilities Repair/Maintenance
County Server Infrastructure Upgrade
County-Owned Facilities Maintenance/Replacement
Court Square Maintenance/Replacement
Crozet Park Maintenance/Replacement
Fire Rescue Airpacks
Fire Rescue Apparatus Replacement-Program
Fire Rescue Mobile Data Computers Replacement
GIS Project
Health Department Maintenance/Replacement
Increased Redundant Internet Services
Mobile Command Center
Old Jail Facilities Maintenance
Parks Maintenance/Replacement
PBX Replacement
Police Mobile Data Computers
Police Patrol Video Cameras
Sheriffs Office Maintenance/Replacement
Time and Attendance
School Division
Administrative Technology
Instructional Technology
School Bus Replacement
School Maintenance/Replacement
State Technology Grant
Telecommunications Network Upgrade
Projects:
Agnor Hurt Elementary Addition/Renovation
Contemporary Learning Spaces
Court Facilities Addition/Renovation
Firearms Range Facility
Pantops Fire Rescue Station 16
School Security Improvements
FY 15 Oversight Committee Recommended Scenarios 12-9-13 Page 3 of 3
OSC Recommended Scenario B - REVISED
Oversight Committee
Recommended Scenario B
12-5-13 at 4:00 pm
FY FY FY FY FY FY TOTAL
2014 2015 2016 2017 2018 2019 FIVE YEARS
updated revenues 10-28-13 pm
GENERAL FUND ALLOCATION TO DEBT & CAPITAL
GENERAL FUND TRANSFER (GFT) *$19,002,060 $21,471,423 $24,110,678 $25,075,446 $27,842,673 $28,966,865 $127,467,085
1 cent in Year 1 1 cent additional in
Year 2
1 cent additional in
Year 4
DEBT SERVICE OBLIGATION
DEBT SERVICE OBLIGATION $18,396,837 $18,508,218 $18,940,198 $23,664,682 $22,939,307 $27,340,409 $111,392,814
GFT TO DEBT SERVICE $18,396,837 $18,508,218 $18,940,198 $23,664,682 $22,939,307 $27,340,409 $111,392,814
NET DEBT SERVICE OBLIGATION $0 $0 $0 $0 $0 $0 $0
CAPITAL PROGRAM REVIEW
NET GFT TO CIP $605,223 $2,963,205 $5,170,480 $1,410,764 $4,903,366 $1,626,456 $16,074,271
OTHER REVENUES **$12,884,599 $10,197,464 $13,089,694 $4,583,437 $3,822,308 $4,160,188 $35,853,092
LOAN PROCEEDS-Local Gov't $29,797,873 $6,347,852 $16,205,365 $2,293,012 $5,707,794 $4,547,508 $35,101,531
LOAN PROCEEDS-Court Addition $0 $2,417,778 $2,340,848 $4,505,283 $20,055,991 $0 $29,319,900
LOAN PROCEEDS-Stormwater $0 $80,000 $164,776 $2,696,041 $844,000 $844,000 $4,628,817
LOAN PROCEEDS-Schools $10,407,808 $14,153,279 $7,309,780 $6,940,029 $7,320,700 $9,294,235 $45,018,023
TOTAL REVENUES $53,695,503 $36,159,578 $44,280,944 $22,428,565 $42,654,159 $20,472,387 $165,995,633
BEGINNING CIP FUND BALANCE $19,289,290 $15,465,603 $10,844,173 $9,537,597 $5,294,319 $5,033,457
AVAILABLE REVENUE $72,984,793 $51,625,181 $55,125,117 $31,966,162 $47,948,477 $25,505,844
PROJECTS $57,519,190 $40,781,008 $45,587,520 $26,671,844 $42,915,021 $23,974,722 $179,930,114
CIP FUND BALANCE $15,465,603 $10,844,173 $9,537,597 $5,294,319 $5,033,457 $1,531,122
* additional tax rate increase of pennies dedicated to CIP, 1 additional cent in FY 16, 1 additional cent in FY 18 per Five-Year Plan
PLUS 1 cent in FY 15 (dedicated to Rev. Sharing & ACE)
** Includes revenue from City/UVA for Joint Projects, VDOT Revenue Sharing, Tourism, Proffers, State Technology Grant & Offsetting Revenues for Stormwater Fund Projects
FY 15 CIP
(FY 14 Revised w/ FY 15 Requests for
Mandates/Oblig. & Maint./Replace PLUS
New Mandates, Maint Request, Courts
Addition, Pantops, ACE, Rev. Sharing,
Henley Gym)
In addition to Projects & Revenues in Scenario A:
An additional penny in Year 1 dedicated for ACE/Transportation Revenue Sharing
ACE (1/3 penny dedicated)
Transportation Revenue Sharing (2/3 penny dedicated)
Henley Gym Only Addition
Summary of ACE/Transportation Revenue Sharing Contributions
FY15 FY16 FY17 FY18 FY19 FY15 - FY19
Revenue Sharing (2/3)
Net County Contribution 1,032,045 1,074,116 1,118,351 1,163,671 1,210,103 5,598,285
VDOT Revenue 1,032,045 1,074,116 1,118,351 1,163,671 1,210,103 5,598,285
Total Expenditure 2,064,089 2,148,232 2,236,702 2,327,342 2,420,206 11,196,571
ACE (1/3)
Net County Contribution 516,022 537,058 559,175 581,835 605,051 2,799,143
Grant Revenue 180,000 180,000 180,000 180,000 180,000 900,000
Expenditure 696,022 717,058 739,175 761,835 785,051 3,699,143
Functional Area Project Title
TRC Average
Ranking
TRC Final
Ranking
Mandates/Obligations Convenience Centers-Solid Waste/Recycling not ranked
County E911 Road Sign Upgrade not ranked
ECC Regional 800Mhz Communication System not ranked
ECC Regional Integrated Public Safety Technology Project not ranked
Hollymead Dam Spillway Improvement not ranked
Ivy Landfill Remediation not ranked
Moores Creek Septage Receiving not ranked
Voting Machine Replacement not ranked
Water Resources TMDL not ranked
Maint/Repl School Maintenance/Replacement 293 293
County 800Mhz Radio Replacements 274 274
School Bus Replacement 268 268
Fire Rescue Apparatus Replacement-Program 266 266
County-Owned Facilities Maintenance/Replacement 260 260
State Technology Grant 252 252
Fire Rescue Airpacks 248 248
Police Patrol Video Cameras 244 244
Court Square Maintenance/Replacement 237 237
Fire Rescue Mobile Data Computers Replacement 235 235
Time and Attendance 178 235
Parks Maintenance/Replacement 234 234
Police Mobile Data Computers 234 234
GIS Project 233 233
County Server Infrastructure Upgrade 228 228
Instructional Technology 228 228
Health Department Maintenance/Replacement 227 227
PBX Replacement 223 223
Administrative Technology 214 214
City-County Owned Parks Maintenance/Replacement 214 214
County Library Facilities Repair/Maintenance 212 212
City-County Owned Library Repair/Maintenance 212 212
City-County Owned Facilities Maintenance/Replacement 193 212
Increased Redundant Internet Services 193 193
Crozet Park Maintenance/Replacement and Improvements 190 190
Burley-Lane Field Poles Lighting 213 180
Sheriffs Office Maintenance/Replacement 175 175
Mobile Command Center 175 175
Old Jail Facilities Maintenance 171 171
Old Crozet School Maintenance 181 170
TRC Final Rankings page 1 of 3 11-15-13
Functional Area Project Title
TRC Average
Ranking
TRC Final
Ranking
Project Agnor Hurt Elementary Addition/Renovation 245 261
Firearms Range Facility 247 261
Pantops Fire Rescue Station 16 261 261
School Security Improvements 258 258
Court Facilities Addition/Renovation 247 247
Contemporary Learning Spaces 233 245
Henley Middle School Auxiliary Gym Addition & Media Center Renovation243 243
Crozet Elementary School Addition/Renovation 240 240
Telecommunications Network Upgrade 240 240
Stony Point Elementary School Addition/Renovation 235 235
Scottsville Elementary School Addition/Renovation 231 231
Transportation Revenue Sharing Program 231 231
Red Hill Elementary School Modernization 231 231
Yancey Elementary School Addition 227 227
ACE Program 227 227
Yancey Elementary School Modernization 227 227
Western Albemarle High School Improvements 225 225
Public Safety Training Facility 225 225
PVCC Student Center Facility 222 222
Sidewalk Construction Program 218 218
Henley Middle School Meeting Space & Security Improvements 218 218
PVCC Workforce Center 217 217
Parks Athletic Field Improvements 210 210
Public Safety Training Academy 208 208
Darden Towe Park Athletic Field Improvements 208 208
High School Seats of the Future 205 205
Police District Station 199 199
PVCC Main Academic Building Renovation 199 199
Central Library 198 198
Walnut Creek/Totier Creek Fishing Accessibility 198 198
Parks Greenway Blueway 198 198
Fire Rescue Mobile Data Computers-New 194 194
Crozet Police Substation 193 193
Fire Rescue Station IT Infrastructure 192 192
Scottsville Library Renovation-Expansion 188 188
Buck Island Creek Park 188 188
City-County Owned Parks Enhancements 186 186
Crozet Growth Area Community Park Facilities 184 184
Northern Urban Area Community Park 183 183
COB Security Enhancements 180 180
Voter Registrar Suite Renovation 179 179
Bomb Tech Robot 179 179
Parks Facilities Improvement 178 178
Auxiliary Admin Space 177 177
Rio Rd./Rt. 29 Intersection Small Area Plan 176 176
Revenue and Taxation Division Renovations 173 173
Southern Urban Area Library Facility 173 173
South Fork Rivanna Reservoir Boat Access 170 170
Mobile Workforce Innovations 168 168
Real Estate Division Renovations 166 166
TRC Final Rankings page 2 of 3 11-15-13
Functional Area Project Title
TRC Average
Ranking
TRC Final
Ranking
Darden Towe Park Master Plan 164 164
Parks and Recreation Security Study 164 164
Rivanna River Corridor Design Plan 161 161
Park System Redesign 159 159
Website Enhancements 158 158
COB McIntire Computer Room Renovation 157 157
Police Evidence and Specialty Vehicle Storage 156 156
Walnut Creek Park Master Plan 155 155
Hedgerow Property Trail Park 151 151
Crozet Plaza/Green 148 148
COB 5th Tech Training Cart 147 147
Mobile Surveillance Unit 145 145
BOS Meetings Video Streaming 133 133
TRC Final Rankings page 3 of 3 11-15-13
FY 15 Capital Improvement Program - Working Scenario A 12/6/2013
% Debt
Funded In FY 14 Year 1 Year 2 Year 3 Year 4 Year 5
Projects by Functional Area Type Sc. A Adopted FY 15 FY 16 FY 17 FY 18 FY 19 FY 15-FY 19
01 Administration
Time and Attendance Maint/Repl 90%new -$ 621,000$ 75,000$ 75,000$ 75,000$ 846,000$
Voting Machine Replacement Mandate 90%yes -$ 234,697$ -$ -$ -$ 234,697$
-$ 855,697$ 75,000$ 75,000$ 75,000$ 1,080,697$
02 Courts & Judicial
Court Facilities Addition/Renovation *Project less court fees new 2,463,259$ 2,387,693$ 4,553,533$ 20,105,689$ -$ 29,510,174$
Court Square Maintenance/Replacement Maint/Repl cash yes 396,820$ 82,756$ 105,003$ 134,728$ 512,097$ 1,231,404$
Old Jail Facilities Maintenance Maint/Repl cash yes 19,189$ 19,189$ 19,860$ 19,860$ 20,555$ 98,653$
Sheriffs Office Maintenance/Replacement Maint/Repl cash yes 22,000$ 22,000$ 27,000$ 30,000$ 30,000$ 131,000$
2,901,268$ 2,511,638$ 4,705,396$ 20,290,277$ 562,652$ 30,971,231$
03 Public Safety
County 800Mhz Radio Replacements Maint/Repl
50% yr 1, 90% yr
2-5 yes 533,230$ 679,738$ 675,038$ 672,879$ 293,209$ 2,854,094$
ECC Integrated Public Safety Technology Project *Obligation cash new 6,203,791$ -$ -$ -$ -$ 6,203,791$
ECC Regional 800Mhz Communication System *Obligation 100%yes -$ 18,431,280$ -$ -$ -$ 18,431,280$
Fire Rescue Airpacks Maint/Repl 50%yes -$ 2,908,803$ -$ -$ -$ 2,908,803$
Fire Rescue Apparatus Replacement-Program Maint/Repl 90%yes 2,871,258$ 2,768,205$ 654,693$ 1,539,879$ 2,891,432$ 10,725,467$
Fire Rescue Mobile Data Computers Replacement Maint/Repl cash yes 22,000$ 56,925$ 23,540$ -$ -$ 102,465$
Firearms Range Facility *Project yes yes 3,470,755$ -$ -$ -$ -$ 3,470,755$
Mobile Command Center Maint/Repl 90%new -$ -$ -$ 220,448$ -$ 220,448$
Pantops Fire Rescue Station 16 *Project
100% less
proffers new -$ -$ 317,161$ 2,802,153$ 1,042,530$ 4,161,844$
Police Mobile Data Computers Maint/Repl 90%yes -$ 446,160$ 415,160$ -$ -$ 861,320$
Police Patrol Video Cameras Maint/Repl 90%yes 165,695$ 117,556$ 128,304$ 138,084$ 177,270$ 726,909$
13,266,729$ 25,408,667$ 2,213,896$ 5,373,443$ 4,404,441$ 50,667,176$
04 Public Works
City-County Owned Facilities Maintenance/Replacement Maint/Repl cash yes 14,062$ 38,114$ -$ -$ -$ 52,176$
Convenience Centers-Solid Waste/Recycling Mandate 100%new 1,030,000$ -$ -$ -$ -$ 1,030,000$
County E911 Road Sign Upgrade Mandate 100%yes -$ 554,165$ -$ -$ -$ 554,165$
County-Owned Facilities Maintenance/Replacement Maint/Repl cash yes 1,061,167$ 623,347$ 701,571$ 672,998$ 1,086,293$ 4,145,376$
Ivy Landfill Remediation Obligation cash yes 523,000$ 523,000$ 523,000$ 523,000$ 523,000$ 2,615,000$
Moores Creek Septage Receiving Obligation cash yes 109,441$ 109,441$ 109,441$ 109,441$ 109,441$ 547,205$
2,737,670$ 1,848,067$ 1,334,012$ 1,305,439$ 1,718,734$ 8,943,922$
05 Community/Neighborhood Development
Transportation Revenue Sharing Program *Project NA yes -$ -$ -$ -$ -$ -$
-$ -$ -$ -$ -$ -$
06 Health and Welfare
Health Department Maintenance/Replacement *Maint/Repl cash yes 19,016$ -$ 199,705$ -$ -$ 218,721$
19,016$ -$ 199,705$ -$ -$ 218,721$
07 Parks, Recreation, & Culture
Burley-Lane Field Poles Lighting Maint/Repl 100%yes -$ 503,529$ -$ -$ -$ 503,529$
City-County Owned Parks Maintenance/Replacement Maint/Repl cash new 62,624$ 127,616$ 317,761$ 102,194$ -$ 610,195$
Crozet Park Maintenance/Replacement Maint/Repl 90%new -$ 270,790$ 35,288$ 141,681$ -$ 447,759$
Parks Maintenance/Replacement *Maint/Repl cash yes 587,440$ 563,081$ 554,706$ 499,859$ 559,519$ 2,764,605$
650,064$ 1,465,016$ 907,755$ 743,734$ 559,519$ 4,326,088$
08 Libraries
City-County Owned Library Repair/Maintenance Maint/Repl cash yes 254,126$ 242,932$ 77,208$ -$ -$ 574,266$
County Library Facilities Repair/Maintenance Maint/Repl cash new 54,278$ 45,091$ 41,029$ 64,960$ 44,144$ 249,502$
308,404$ 288,023$ 118,237$ 64,960$ 44,144$ 823,768$
09 Technology & GIS
County Server Infrastructure Upgrade Maint/Repl 90%yes 437,268$ 449,904$ 462,540$ 475,176$ 487,812$ 2,312,700$
GIS Project Maint/Repl cash new -$ -$ 41,600$ 40,280$ -$ 81,880$
Increased Redundant Internet Services Maint/Repl cash new 28,000$ -$ -$ -$ 8,000$ 36,000$
PBX Replacement Maint/Repl 90%yes 500,000$ -$ -$ -$ -$ 500,000$
965,268$ 449,904$ 504,140$ 515,456$ 495,812$ 2,930,580$
10 ACE
ACE Program *Project NA -$ -$ -$ -$ -$ -$
-$ -$ -$ -$ -$ -$
Unplanned but Anticipated Project - General Gov't cash 322,209$ 433,559$ 457,612$ 475,175$ 484,503$ 2,173,058$
12 Stormwater
Hollymead Dam Spillway Improvement **Mandate 80%new 100,000$ 205,970$ 2,546,051$ -$ -$ 2,852,021$
Water Resources TMDL **Mandate 80%yes -$ -$ 824,000$ 1,055,000$ 1,055,000$ 2,934,000$
Unplanned but Anticipated Project - Stormwater cash 42,449$ 42,449$ 43,752$ 45,427$ 46,837$ 220,913$
142,449$ 248,419$ 3,413,803$ 1,100,427$ 1,101,837$ 6,006,934$
13 School Division
Administrative Technology Maint/Repl
100% in yr 1,2,5
& cash yr 3-4 yes 261,000$ 261,000$ 261,000$ 263,000$ 263,000$ 1,309,000$
Agnor Hurt Elementary Addition/Renovation *Project
100% less
proffers yes 4,524,613$ 25,584$ -$ -$ -$ 4,550,197$
Contemporary Learning Spaces Project yes yes 270,992$ 271,832$ -$ -$ -$ 542,824$
Henley Middle School Gym Addition Only *Project NA new -$ -$ -$ -$ -$ -$
Instructional Technology Maint/Repl
cash in yr 1-4 &
100% yr 5 yes 575,000$ 575,000$ 650,000$ 650,000$ 650,000$ 3,100,000$
School Bus Replacement Maint/Repl
100% less bus
rev.yes 1,525,000$ 1,630,000$ 1,738,000$ 1,674,000$ 1,836,000$ 8,403,000$
School Maintenance/Replacement Maint/Repl approx. 90%yes 5,836,997$ 4,894,893$ 5,522,900$ 5,811,700$ 6,980,235$ 29,046,725$
School Security Improvements Project 90%new 519,680$ 520,467$ 521,254$ -$ -$ 1,561,401$
State Technology Grant *Maint/Repl na yes 752,000$ 752,000$ 752,000$ 752,000$ 752,000$ 3,760,000$
Telecommunications Network Upgrade Project 90-100%yes -$ -$ -$ 900,000$ 500,000$ 1,400,000$
Unplanned but Anticipated Project - School Division cash 172,603$ 261,997$ 321,255$ 331,233$ 341,587$ 1,428,676$
14,437,885$ 9,192,773$ 9,766,409$ 10,381,933$ 11,322,822$ 55,101,823$
Grand Total 35,750,961$ 42,701,763$ 23,695,966$ 40,325,843$ 20,769,464$ 163,243,997$
* Offsetting Revenues
** Assumes Offsetting Revenues from TBD Stormwater Revenues
FY 15 Scenario A _ B Maintenance Debt Funding updated 12-6-13 FRC detail for OSC scenario A printed 12/6/2013 11:35 AM
FY 15 Capital Improvement Program - Working Scenario B 12/6/2013
% Debt
Funded In FY 14 Year 1 Year 2 Year 3 Year 4 Year 5
Projects by Functional Area Type Sc. B Adopted FY 15 FY 16 FY 17 FY 18 FY 19 FY 15-FY 19
01 Administration
Time and Attendance Maint/Repl 90%new -$ 621,000$ 75,000$ 75,000$ 75,000$ 846,000$
Voting Machine Replacement Mandate 90%yes -$ 234,697$ -$ -$ -$ 234,697$
-$ 855,697$ 75,000$ 75,000$ 75,000$ 1,080,697$
02 Courts & Judicial
Court Facilities Addition/Renovation *Project less court fees new 2,463,259$ 2,387,693$ 4,553,533$ 20,105,689$ -$ 29,510,174$
Court Square Maintenance/Replacement Maint/Repl cash yes 396,820$ 82,756$ 105,003$ 134,728$ 512,097$ 1,231,404$
Old Jail Facilities Maintenance Maint/Repl cash yes 19,189$ 19,189$ 19,860$ 19,860$ 20,555$ 98,653$
Sheriffs Office Maintenance/Replacement Maint/Repl cash yes 22,000$ 22,000$ 27,000$ 30,000$ 30,000$ 131,000$
2,901,268$ 2,511,638$ 4,705,396$ 20,290,277$ 562,652$ 30,971,231$
03 Public Safety
County 800Mhz Radio Replacements Maint/Repl
50% yr 1, 90%
yr 2-5 yes 533,230$ 679,738$ 675,038$ 672,879$ 293,209$ 2,854,094$
ECC Integrated Public Safety Technology Project *Obligation cash new 6,203,791$ -$ -$ -$ -$ 6,203,791$
ECC Regional 800Mhz Communication System *Obligation 100%yes -$ 18,431,280$ -$ -$ -$ 18,431,280$
Fire Rescue Airpacks Maint/Repl 50%yes -$ 2,908,803$ -$ -$ -$ 2,908,803$
Fire Rescue Apparatus Replacement-Program Maint/Repl 90%yes 2,871,258$ 2,768,205$ 654,693$ 1,539,879$ 2,891,432$ 10,725,467$
Fire Rescue Mobile Data Computers Replacement Maint/Repl cash yes 22,000$ 56,925$ 23,540$ -$ -$ 102,465$
Firearms Range Facility *Project yes yes 3,470,755$ -$ -$ -$ -$ 3,470,755$
Mobile Command Center Maint/Repl 90%new -$ -$ -$ 220,448$ -$ 220,448$
Pantops Fire Rescue Station 16 *Project
100% less
proffers new -$ -$ 317,161$ 2,802,153$ 1,042,530$ 4,161,844$
Police Mobile Data Computers Maint/Repl 90%yes -$ 446,160$ 415,160$ -$ -$ 861,320$
Police Patrol Video Cameras Maint/Repl 90%yes 165,695$ 117,556$ 128,304$ 138,084$ 177,270$ 726,909$
13,266,729$ 25,408,667$ 2,213,896$ 5,373,443$ 4,404,441$ 50,667,176$
04 Public Works
City-County Owned Facilities Maintenance/Replacement Maint/Repl cash yes 14,062$ 38,114$ -$ -$ -$ 52,176$
Convenience Centers-Solid Waste/Recycling Mandate 100%new 1,030,000$ -$ -$ -$ -$ 1,030,000$
County E911 Road Sign Upgrade Mandate 100%yes -$ 554,165$ -$ -$ -$ 554,165$
County-Owned Facilities Maintenance/Replacement Maint/Repl cash yes 1,061,167$ 623,347$ 701,571$ 672,998$ 1,086,293$ 4,145,376$
Ivy Landfill Remediation Obligation cash yes 523,000$ 523,000$ 523,000$ 523,000$ 523,000$ 2,615,000$
Moores Creek Septage Receiving Obligation cash yes 109,441$ 109,441$ 109,441$ 109,441$ 109,441$ 547,205$
2,737,670$ 1,848,067$ 1,334,012$ 1,305,439$ 1,718,734$ 8,943,922$
05 Community/Neighborhood Development
Transportation Revenue Sharing Program *Project cash yes 2,064,089$ 2,148,232$ 2,236,702$ 2,327,342$ 2,420,206$ 11,196,571$
2,064,089$ 2,148,232$ 2,236,702$ 2,327,342$ 2,420,206$ 11,196,571$
06 Health and Welfare
Health Department Maintenance/Replacement *Maint/Repl cash yes 19,016$ -$ 199,705$ -$ -$ 218,721$
19,016$ -$ 199,705$ -$ -$ 218,721$
07 Parks, Recreation, & Culture
Burley-Lane Field Poles Lighting Maint/Repl 100%yes -$ 503,529$ -$ -$ -$ 503,529$
City-County Owned Parks Maintenance/Replacement Maint/Repl cash new 62,624$ 127,616$ 317,761$ 102,194$ -$ 610,195$
Crozet Park Maintenance/Replacement Maint/Repl 90%new -$ 270,790$ 35,288$ 141,681$ -$ 447,759$
Parks Maintenance/Replacement *Maint/Repl cash yes 587,440$ 563,081$ 554,706$ 499,859$ 559,519$ 2,764,605$
650,064$ 1,465,016$ 907,755$ 743,734$ 559,519$ 4,326,088$
08 Libraries
City-County Owned Library Repair/Maintenance Maint/Repl cash yes 254,126$ 242,932$ 77,208$ -$ -$ 574,266$
County Library Facilities Repair/Maintenance Maint/Repl cash new 54,278$ 45,091$ 41,029$ 64,960$ 44,144$ 249,502$
308,404$ 288,023$ 118,237$ 64,960$ 44,144$ 823,768$
09 Technology & GIS
County Server Infrastructure Upgrade Maint/Repl 90%yes 437,268$ 449,904$ 462,540$ 475,176$ 487,812$ 2,312,700$
GIS Project Maint/Repl cash new -$ -$ 41,600$ 40,280$ -$ 81,880$
Increased Redundant Internet Services Maint/Repl cash new 28,000$ -$ -$ -$ 8,000$ 36,000$
PBX Replacement Maint/Repl 90%yes 500,000$ -$ -$ -$ -$ 500,000$
965,268$ 449,904$ 504,140$ 515,456$ 495,812$ 2,930,580$
10 ACE
ACE Program *Project cash 696,022$ 717,058$ 739,175$ 761,835$ 785,051$ 3,699,143$
696,022$ 717,058$ 739,175$ 761,835$ 785,051$ 3,699,143$
Unplanned but Anticipated Project - General Gov't cash 322,209$ 433,559$ 457,612$ 475,175$ 484,503$ 2,173,058$
12 Stormwater
Hollymead Dam Spillway Improvement **Mandate 80%new 100,000$ 205,970$ 2,546,051$ -$ -$ 2,852,021$
Water Resources TMDL **Mandate 80%yes -$ -$ 824,000$ 1,055,000$ 1,055,000$ 2,934,000$
Unplanned but Anticipated Project - Stormwater cash 42,449$ 42,449$ 43,752$ 45,427$ 46,837$ 220,913$
142,449$ 248,419$ 3,413,803$ 1,100,427$ 1,101,837$ 6,006,934$
13 School Division
Administrative Technology Maint/Repl
100% in yr
1,2,5 & cash yr
3-4 yes 261,000$ 261,000$ 261,000$ 263,000$ 263,000$ 1,309,000$
Agnor Hurt Elementary Addition/Renovation *Project
100% less
proffers yes 4,524,613$ 25,584$ -$ -$ -$ 4,550,197$
Contemporary Learning Spaces Project yes yes 270,992$ 271,832$ -$ -$ -$ 542,824$
Henley Middle School Gym Addition Only *Project
100% less
proffers new 2,269,935$ 20,467$ -$ -$ -$ 2,290,402$
Instructional Technology Maint/Repl
cash in yr 1-4
& 100% yr 5 yes 575,000$ 575,000$ 650,000$ 650,000$ 650,000$ 3,100,000$
School Bus Replacement Maint/Repl
100% less bus
rev.yes 1,525,000$ 1,630,000$ 1,738,000$ 1,674,000$ 1,836,000$ 8,403,000$
School Maintenance/Replacement Maint/Repl approx. 90%yes 5,836,997$ 4,894,893$ 5,522,900$ 5,311,700$ 6,980,235$ 28,546,725$
School Security Improvements Project 90%new 519,680$ 520,467$ 521,254$ -$ -$ 1,561,401$
State Technology Grant *Maint/Repl na yes 752,000$ 752,000$ 752,000$ 752,000$ 752,000$ 3,760,000$
Telecommunications Network Upgrade Project 90-100%yes -$ -$ -$ 900,000$ 500,000$ 1,400,000$
Unplanned but Anticipated Project - School Division cash 172,603$ 261,997$ 321,255$ 331,233$ 341,587$ 1,428,676$
16,707,820$ 9,213,240$ 9,766,409$ 9,881,933$ 11,322,822$ 56,892,225$
Grand Total 40,781,008$ 45,587,520$ 26,671,843$ 42,915,020$ 23,974,722$ 179,930,113$
* Offsetting Revenues
** Assumes Offsetting Revenues from TBD Stormwater Revenues
FY 15 Scenario A _ B Maintenance Debt Funding updated 12-6-13 FRC detail for OSC scenario B printed 12/6/2013 11:35 AM