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HomeMy WebLinkAbout2014-7-02Tentative BOARD OF SUPERVISORS T E N T A T I V E JULY 2, 2014 9:00 A.M., AUDITORIUM COUNTY OFFICE BUILDING 1. Call to Order. 2. Pledge of Allegiance. 3. Moment of Silence. 4. Adoption of Final Agenda. 5. Brief Announcements by Board Members. 6. Recognitions: a. Nora Gillespie, former Director of the Central Virginia Small Business Development Center (SBDC). 7. From the Public: Matters Not Listed for Public Hearing on the Agenda. 8. Consent Agenda (on next sheet). 9:45 a.m. - PUBLIC HEARINGS: 9. Ordinance to amend County Code Chapter 15, Taxation, Article XII, Food and Beverage Tax. To receive comments on its intent to adopt an ordinance to amend Chapter 15, Taxation, Article XII, Food and Beverage Tax, of the Albemarle County Code. The proposed ordinance would amend and reorganize section 15-1202, Exemptions, to parallel and conform with Virginia Code § 58.1-3833. Betty Burrell, Director of Finance 10. Proposed Ordinance to establish a School Bus Video-Monitoring System. To receive comments on its intent to adopt an ordinance to add Article VIII, Video Monitoring System, to Chapter 9, Motor Vehicles and Traffic, of the Albemarle County Code. The proposed ordinance authorizes the School Division to install and operate video-monitoring systems in or on the Division’s school buses and/or procure the services of a vendor to provide video-monitoring systems services; imposes a $250.00 civil penalty for the operator of a vehicle who is found to have failed to stop his vehicle for a school bus that is stopped on any road or school driveway for the purpose of loading or unloading children, the elderly, or mentally or physically handicapped persons, makes the payment of any civil penalties imposed payable to the School Division, and bars the criminal prosecution for the violation when a civil penalty is imposed. Ron Lantz, Deputy Chief of Police for Operations, and Dean Tistadt Chief Operating Officers for School Division 10:10 a.m. – Action Items: 11. Video Streaming Board of Supervisors Meetings. Lee Catlin, Assistant to the County Executive for Community and Business Partnerships 10:30 a.m. – Recess 10:40 a.m. – Action Items: 12. Albemarle County Long Range Solid Waste Solutions Advisory Committee. Doug Walker, Assistant County Executive 13. Public Defender Salary Supplements. Bill Letteri, Assistant County Executive 14. Board of Supervisors Rules of Procedures and Meeting Process Improvements. a. Proposed amendments to Rules of Procedures. Larry Davis, County Attorney file:////coba-webapp01/BOSForms/Agenda/2014Files/0702/0.0_Agenda.htm (1 of 3) [10/6/2020 1:14:23 PM] Tentative b. Discussion of Meeting Process Improvements. Tom Foley, County Executive 11:40 a.m. - Discussion: 15. Innovation Fund Update. Lee Catlin 16. Courts Project Public Engagement Process and discussion follow-up. Lee Catlin and Trevor Henry, Director of the Office of Facilities Development 17. 12:10 noon - Closed Meeting. 18. Certify Closed Meeting. 19. 1:30 p.m. - Boards and Commissions: Vacancies/Appointments. 1:35 p.m. - Discussion: 20. Public Review Process for County Projects. Trevor Henry and Wayne Cilimberg, Director of Planning 21. Business Assistance Program During Road Construction (continued from June 11, 2014). Lee Catlin a. Route 29 Project Delivery Advisory Panel. 22. Review of Feedback on FY15 Budget Process and Discussion of ideas for Joint Meeting with the School Board. Lori Allshouse, Director of the Office of Management and Budget 3:00 p.m. Presentations: 23. Virginia Pre-School Initiative “Bright Stars” Graduate Report. Ann McAndrew, Bright Stars Program Coordinator 24. Board-to-Board, Communications Report from School Board, School Board Chairman. Ned Galloway 24a. Action: Highway Trust Fund. 3:30 p.m. – 4:55 p.m. – Recess Work Session: 25. 5:00 p.m. – 7:00 p.m. – CPA-2013-01. Comprehensive Plan Update/Amendment, to begin with public comments and possible Board direction. Elaine Echols, Principal Planner. 26. From the Board: Committee Reports and Matters Not Listed on the Agenda. 27. From the County Executive: Report on Matters Not Listed on the Agenda. 28. Adjourn to July 8, 2014, 5:00 p.m., Room 241. CONSENT AGENDA FOR APPROVAL: 8.1 Approval of Minutes: August 14, August 21, October 2, October 9, November 6, December 4, and December 12, file:////coba-webapp01/BOSForms/Agenda/2014Files/0702/0.0_Agenda.htm (2 of 3) [10/6/2020 1:14:23 PM] Tentative 2013; and February 5, February 21, March 27, and April 10, 2014. 8.2 FY 2015 Budget Amendment and Appropriations. 8.3 Appointment of Shawn Maddox as Assistant Fire Marshal with Police Powers. 8.4 SDP-2012-00015. Ivy Fire Station Site Plan Amendment – Special Exception to Authorize Waiver. FOR INFORMATION: 8.5 Roadway Lighting Program. 8.6 County Grant Application/Award Report. 8.7 VDOT Culpeper District, Albemarle County Monthly Report, July 2014. CLICK HERE TO SIGN UP TO SPEAK AT PUBLIC HEARINGS ONLY Return to Top of Agenda Return to Board of Supervisors Home Page Return to County Home Page file:////coba-webapp01/BOSForms/Agenda/2014Files/0702/0.0_Agenda.htm (3 of 3) [10/6/2020 1:14:23 PM] COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: FY 2015 Budget Amendment and Appropriations SUBJECT/PROPOSAL/REQUEST: Approval of Budget Amendment and Appropriations #2015002, #2015003, #2015004, #2015005, #2015006, #2015007, #2015008, #2015009, #2015010, #2015011, #2015012 and #2015013 for general government programs. STAFF CONTACT(S): Foley, Letteri, Walker, Davis, and Allshouse, L. PRESENTER (S): N/A LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: INFORMATION: CONSENT AGENDA: ACTION: X INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: Virginia Code § 15.2-2507 provides that any locality may amend its budget to adjust the aggregate amount to be appropriated during the fiscal year as shown in the currently adopted budget; provided, however, any such amendment which exceeds one percent of the total expenditures shown in the currently adopted budget must be accomplished by first publishing a notice of a meeting and holding a public hearing before amending the budget. The Code section applies to all County funds, i.e., General Fund, Capital Funds, E911, School Self-Sustaining, etc. The total increase to the FY 15 budget due to the appropriation itemized below is $1,710,642.95 A budget amendment public hearing is not required because the amount of the cumulative appropriations does not exceed one percent of the currently adopted budget. STRATEGIC PLAN: Mission: To enhance the well-being and quality of life for all citizens through the provision of the highest level of public service consistent with the prudent use of public funds. DISCUSSION: This request involves the approval of twelve (12) appropriations as follows:  One appropriation (#2015002) to re-appropriate $132,946.68 in funding for various Capital Improvement Program projects;  One appropriation (#2015003) to appropriate $12,647.00 in funding associated with a Strategic Prevention Framework – State Incentive Grant (SPF-SIG) and the addition of the UVA pass-thru BASICS contract;  One appropriation (#2015004) to appropriate $43,704.39 in various donations and grants to the Sheriff’s Office;  One appropriation (#2015005) to appropriate $54,889.51 of funding from the Innovation Fund to various departments;  One appropriation (#2015006) to appropriate $132,436.00 of funding from the Fellowship Fund to the Office of Management and Budget; this appropriation will not increase the budget;  One appropriation (#2015007) to re-appropriate $67,688.71 in funding for the Public Recreational Facilities Authority (PRFA);  One appropriation (#2015008) to appropriate $528,000.00 in federal revenue for the Office of Housing’s mainstream voucher program;  One appropriation (#2015009) to re-appropriate $19,531.59 in federal funding for various Police Department grants;  One appropriation (#2015010) to appropriate $252,000.00 for the Emergency Communications Center;  One appropriation (#2015011) to re-appropriate $587,235.07 for a Community Development Block grant;  One appropriation (#2015012) to appropriate $150,000.00 for the Seminole Trail Volunteer Fire Department Renovation/Addition capital project; this appropriation will not increase the budget; and  One appropriation (#2015013) to appropriate $12,000.00 for design services for the expansion and limited re- design of the Voter Registration and Elections office suite. AGENDA TITLE: FY 2015 Budget Amendment and Appropriations July 2, 2014 Page 2 RECOMMENDATIONS: Staff recommends approval of appropriations #2015002, #2015003, #2015004, #2015005, #2015006, #2015007, #2015008, #2015009, #2015010, #2015011, #2015012 and #2015013 for general government programs as described in Attachment A. ATTACHMENTS: Attachment A – Appropriation Descriptions Return to consent agenda Return to regular agenda Appropriation #2015002 $132,946.68 Sources: State Revenue $ 161,516.52 General Gov’t. Capital Fund fund Bal. $ (60,073.02) School Capital Fund fund Bal $ 30,807.98 Stormwater Capital Fund fund Bal $ 695.20 This request is to re-appropriate FY 14 funds for the following Capital Program projects: Rio Property-Northside Library & Storage: This request is to re-appropriate the General Government and the School Division’s portions of the remaining balance of funding that was available in FY 14 for the Storage Facility lease payment which totals $17,707.96 to the Northside Library and Storage project. The funding will support the cost of moving the materials out of the leased space and the temporary storage of materials for General Government, School Division, and the Emergency Communications Center (ECC). School CIP Maintenance: This request is to re-appropriate $30,807.98, the remaining FY 14 balance of the Vehicle Maintenance Facility (VMF) project that has been completed. The VMF project included a series of miscellaneous projects, including an addition to the bus wash, an addition to the main facility, and site improvements (parking, storm water management, etc.). This funding is requested to be re-appropriated to the School CIP Maintenance Program to support the construction of the last underground vehicular lift project that is included in the VMF Lifts maintenance project. Stormwater Management Program: This request is to re-appropriate $695.20, the remaining FY 14 balance of the Downtown Crozet Wetlands project to the Stormwater Management Program to be made available for future stormwater projects. The Downtown Crozet Wetlands project budget was supported in part by the Stormwater Management Program. The W etlands project is complete and all invoices have been paid. Sidewalk Contingency: This request is to re-appropriate the remaining FY 14 balance of $83,735.54 to support unforeseen project costs of current sidewalk projects or to support sidewalk projects and improvements that may be necessary to address safety issues. Safe Routes to Schools Grant: This request is to re-appropriate the FY 14 balance of the Safe Routes to Schools Grant totaling $161,516.52 to support the Crozet Avenue North Sidewalk. This will reduce the use of G eneral Government Capital Fund fund balance for this sidewalk project. The project will be advertised for construction in the third quarter of calendar year 2014, and is anticipated to be complete 2 to 3 months after the Notice to Proceed is issued. Appropriation #2015003 $12,647.00 Source: Federal Revenue $ 12,647.00 This request is to appropriate one month of funding for July 2014 of a $273,550.00 Strategic Prevention Framework – State Incentive Grant (SPF-SIG) and BASICS Program . These grant funds are anticipated to be received from the U.S. Substance Abuse and Mental Health Services Administration’s Center for Substance Abuse Prevention through Virginia Commonwealth University (VCU). VCU, as the Prime Awardee is expected to provide these funds to the County, as its Subcontractor. VCU has informed the County on May 29, 2014 that they are processing paperwork to establish a subcontract agreement with the County for the period of June 1, 2014 through May 31, 2015. Since the paperwork has not yet been received from VCU, staff recommends an additonal one month appropriation at this time. The purpose of the grant is to reduce the number of motor vehicle crashes involving alcohol -impaired drivers between the ages of 15 and 24 and to decrease the amount of binge drinking frequencies (4 or more drinks within a couple of hours) by 5% among college students. The County will work with the University of Virginia regarding the BASICS initiative associated with college students. The County, in its previous capacity as fiscal agent for the Commission on Children and Families (CCF), received the first SPF-SIG Project grant for the time period of February 1, 2012 through January 31, 2013 in the fall of 2011. CCF was dissolved in December 2012, so the second SPF-SIG Project Grant was awarded directly to the County for the time period of February 1, 2013 through May 31, 2014 . Appropriation #2015004 $43,704.39 Source: Federal Revenue $ 31,704.39 Sheriff Donation Fund fund balance $ 3,000.00 General Fund fund balance $ 9,000.00 This request is to appropriate $43,704.39 for the following programs in the Sheriff’s Office:  Sheriff Contribution Fund: This request is to reappropriate $3,000.00 in contributions that were received to support the Sheriff’s volunteer reserve programs. These contributions will support the various reserve programs such as Project Lifesaver, TRIAD, Search and Rescue, child fingerprinting, and any other community programs and activities in which the Reserves are involved.  Offender Aid and Restoration (OAR) Drug Court Grant: This request is to appropriate $28,195.00 in federal grant funds for a part-time drug court officer to work under the direction of the Sheriff’s Office to assist in the administration and monitoring of Offender Aid and Restoration‘s (OAR’s) Drug Court cases. Data from other Virginia localities with similar arrangements indicates that the ongoing presence of an officer for program participants yields positive outcomes. Expenses such as part-time wages and vehicle fuel, maintenance and repair costs will be funded through federal grant revenues received from OAR. The Board of Supervisors previously approved an appropriation for this program in FY 12, FY 13, and FY 14. This request is to continue this program through December 2014 in FY 15.  Fingerprinting Fees: This request is to re-appropriate $9,000.00 of the balance remaining in fingerprinting fees to purchase volunteer reserves’ uniforms, equipment, and other miscellaneous items.  DMV Grant (#SC-2014-54376-5624): This request is to reappropraite the remaining $3,509.39 balance of a Virginia Department of Motor Vehicles grant awarded to the Sheriff’s Office. The purpose of this grant is to decrease speed-related fatalities through speed enforcement efforts. Appropriation #2015005 $54,889.51 Source: General Fund fund Balance $ 54,889.51 This request is to re-appropriate $54,889.51 of FY 14 Innovation Fund fund balance monies for Innovation Fund projects that were approved in FY 14 but were not completed in FY 14. In FY 14, $166,500.00 was set aside in an Innovation Fund accoun t for one-time organizational initiatives that reduce costs and improve customer service and productivity. During FY 14, nine projects totaling $76,255.00 were approved for funding. Of this amount, funding for four of these projects, totaling $32,100.00, was appropriated in FY 14. At the end of FY 14, there was a balance remaining in these four project accounts of $10,734.51. This balance must be re- appropriated to FY 15 in order for the projects to be fully completed. Funding for the remaining five projects that were approved in FY 14 total $44,155.00 and also require a re-appropriation to FY 15 so those projects can be completed in FY 15. Additional details about the Innovation Fund program will be provided to the Board as a separate item on the July 2, 2014 Board agenda. Appropriation #2015006 $0.00 This appropriation will not increase the County budget. Source: Fellowship Fund $ 133,966.00 During the FY 15 budget process, the Board approved $150,000.00 in one-time funding to continue a fellowship program for college and graduate school graduates who are seeking work experience in local government. The intent of the program is to provide a meaningful and goal-oriented work experience in which the Fellows learn about careers in local government with the purpose of benefiting both the County and the Fellows. This appropriation transfers $133,966.00 from the FY 15 Fellowship Program Fund to the Office of Management and Budget to fund the salary and associated costs of two full-time fellowships in FY 15. These two Fellows will work across the organization on strategic, multi-departmental projects that require complex analysis and/or research. Requests for projects are submitted by department heads and approved by the County Executive’s Office. Appropriation #2015007 $67,688.71 Source: Fund Balance $ 67,688.71 This requests is for the County, acting as the fiscal agent for the Public Recreational Facilities Authority (PRFA), to re-appropriate $67,688.71, the remaining FY 14 balance of the PRFA funds, to be used for the PRFA’s conservation easement monitoring services in FY 15. Appropriation #2015008 $528,000.00 Source: Federal Revenue $ 528,000.00 This request is to appropriate $528,000.00 in federal revenue for a new component to the County’s housing assistance program for mainstream vouchers. Mainstream vouchers provide rental assistance to eligible persons with disabilities and are currently administered by the Piedmont Housing Alliance. The Board of Supervisors approved a resolution accepting the transfer on March 5, 2014 and the United States Department of Housing and Urban Development approved the transfer on June 4, 2014. $58,000.00 of the $528,000.00 will be transferred to the General Fund for administrative fees, where it wil l be allocated as follows: $5,400.00 for one-time technology software and hardware costs in the Office of Housing; and $52,600.00 to the Reserve for Contingencies. Appropriation #2015009 $19,531.59 Source: Federal Revenue $ 19,531.59 This request is to re-appropriate $19,539.59 in federal revenue for the following grants.  Police Grant (#2013-DX-BX-0650): This request is to re-appropriate the remaining $7,151.59 balance of a U.S. Department of Justice grant awarded to the Police Department. The purpose of this grant is to assist in funding overtime hours of current officers in support of reducing crime and improving public safety through additional community policing.  Police Grant (#SC-2014-54301-5549-20.600-Highway Safety Grant): This request is to re-appropriate the remaining $12,380.00 balance of a Virginia Department of Motor Vehicles grant awarded to the Police Department. The purpose of this grant is to assist with the payment for traffic safety equipment and overtime activities. Appropriation #2015010 $252,000.00 Source: ECC Fund Balance $ 250,000.00 State Revenue $ 2,000.00 The Emergency Communications Center (ECC) requests that the County, acting as fiscal agent for the ECC, appropriate the following requests:  $250,000.00 from ECC fund balance for the replacement of the dispatch consoles in the ECC. The current equipment is 14 years old under 24-hour-per-day use and the ECC can no longer procure parts for the consoles. This request has been approved by the ECC Management Board.  $2,000.00 for public safety communications personnel training. This funding will be provided by the Virginia 911 Board through Virginia Information Technologies Agency. Appropriation #2015011 $587,235.07 Source: Federal Revenue $ 542,280.60 Proffer Revenue $ 30,000.00 Grant Fund Balance $ 14,954.47 This request is to re-appropriate $587,235.07 for the Orchard Acres Rehabilitation Project, which will provide at least 24 housing rehabilitations for low- and moderate income residents over the next 18 to 24 months in the Orchard Acres subdivision located in Crozet. Funding is provided from $542,280.60 in Community Development Block Grant revenue, $30,000.00 from affordable housing proffer funds and $14,954.47 in this grant’s fund balance. Appropriation #2015012 $0.00 This appropriation will not increase the County budget. Source: Ivy Fire Station Capital Project $ 150,000.00 This request is to appropriate $150,000.00 from the Ivy Fire Station capital project to the Seminole Trail Volunteer Fire Department Addition/Renovation (STVFD Add/Renov) capital project. The Ivy Fire Station is substantially complete with the exception of final billing from UVA for the site work, future emergency light synchronization and pavement repair. As of June 12, 2014, the current balance of the project is $828,469.64; the final expenses and additional remaining projected costs total $652,633.64, which leaves a contingency balance prior to this appropriation of $175,836.00. The additional funding for STVFD Add/Renov project is necessary to complete the project and will not increase the project scope as originally bid. This funding supports (a) unanticipated costs for unforeseen conditions in the existing building, (b) unanticipated costs associated with utility re location, (c) unanticipated costs resulting from conflicts identified between architectural and structural drawings, and (d) the completion of critical items prior to occupancy that were identified in the value engineering (V/E) phase (i.e. parking pavemen t, concrete bay floor coating, and personal protective equipment (PPE) lockers. The V/E phase took 3 months and reduced the construction contract by $440,000. It should be noted that, as part of the V/E process to allow the project construction to commence, the STVFD volunteers took on approximately $135,000 in furniture/fixtures/equipment (FFE) and alerting system costs, as well as the future work of finishing the roughed-in third floor that was de-scoped for cost savings. The STVFD Add/Renov project is in construction and is scheduled to be completed in September 2014. Appropriation #2015013 $12,000.00 Source: CIP Fund Balance $ 12,000.00 This request is to appropriate $12,000.00 to the Department of Voter Registration and Elections from the CIP fund balance. This funding will provide design services for the expansion and limited re -design of the Voter Registration and Elections office suite at the County Office Building located on 5th Street Extended. The proposed work will include a modest expansion for storage into the existing Office of Housing and floor plan redesign of the suite to maximize functionality, optimize work flow process, and alleviate cong estion during absentee voting. A follow up appropriation request for construction funding will be made at the completion of the design once the scope and phasing is better defined. The current estimated construction cost is approximately $60,000.00 to $85,000.00. It is anticipated that the CIP fund balance monies for this appropriation will be replenished by anticipated unused funds in the Department of Voter Registration and Elections FY 14 budget. COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Appointment of Assistant Fire Marshal with Police Powers SUBJECT/PROPOSAL/REQUEST: Adopt Resolution to appoint Shawn Maddox as Assistant Fire Marshal with police powers STAFF CONTACT(S): Foley, Walker, Davis, Blair, Eggleston, Oprandy and Lagomarsino PRESENTER (S): n/a LEGAL REVIEW: Yes AGENDA DATE: July 02, 2014 ACTION: INFORMATION: CONSENT AGENDA: ACTION: X INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: Albemarle County Code § 6-111 establishes the Office of the Fire Marshal pursuant to Virginia Code § 27-30 and allows for the appointment of Assistant Fire Marshals pursuant to Virginia Code § 27-36. Albemarle County Code § 6-111 further provides that the Fire Marshal and/or Assistant Fire Marshals shall be authorized to exercise all of the powers authorized by Title 27 of the Virginia Code and the Virginia Statewide Fire Code, which includes the authority to be appointed with police powers as authorized by Virginia Code § 27-34.2:1. STRATEGIC PLAN: Goal 5: Ensure the health and safety of the community. Goal 7: Promote a valued and responsive County workforce that ensures excellent customer service DISCUSSION: Shawn Maddox was appointed as an Assistant Fire Marshal by the Board on February 6, 2013. At that time, he had not completed the training classes required to exercise police powers, so he was appointed without that authority. Assistant Fire Marshal Maddox completed all of the training required to exercise police powers on June 13, 2014. The appointment of Shawn Maddox as an Assistant Fire Marshal with police powers is necessary for the efficient operation of the Albemarle County Fire Marshal’s Office. Adoption of the attached resolution (Attachment A) to appoint Shawn Maddox as an Assistant Fire Marshal with police powers would authorize him to fulfill all of the necessary duties of the Office of the Fire Marshal and to exercise the same powers as a sheriff, police officer or other law enforcement officer as provided for in Title 27 of the Virginia Code and the Virginia Statewide Fire Code. BUDGET IMPACT: With completion of the training, Shawn Maddox will be reclassified from an Assistant Fire Marshal I (pay grade 14) to an Assistant Fire Marshal II (pay grade 15), which will result in a $2,445 annual salary increase. The funding for the salary increase is included in the Department of Fire Rescue’s FY14/15 budget. RECOMMENDATIONS: Staff recommends that the Board adopt the attached resolution appointing Shawn Maddox as an Assistant Fire Marshal with police powers. ATTACHMENTS: A - Resolution to appoint Shawn Maddox as an Assistant Fire Marshal with Police Powers Return to consent agenda Return to regular agenda RESOLUTION TO APPOINT SHAWN MADDOX AS AN ASSISTANT FIRE MARSHAL WITH POLICE POWERS WHEREAS, Virginia Code § 27-30 provides that the governing body of a county may appoint a fire marshal and Albemarle County Code § 6-111 establishes the Office of the Fire Marshal; and WHEREAS, Albemarle County Code §§ 6-111, 6-200 and 6-201 recognize the Fire Marshal as Albemarle County’s Fire Official for the duties and responsibilities as established by Title 27 of the Virginia Code, the Virginia Statewide Fire Code, and the Albemarle County Code; and WHEREAS, Virginia Code § 27-34.2:1 provides that the governing body of a county may authorize the fire marshal to have the same police powers as a sheriff, police officer or law - enforcement officer upon completion of the training discussed in such section; and WHEREAS, Virginia Code § 27-36 provides that the governing body of a county may appoint one or more assistants, who, in the absence of the fire marshal, shall have the powers and perform the duties of the fire marshal; and WHEREAS, on February 6, 2013, Shawn Maddox was appointed as an Assistant Fire Marshal without police powers; and WHEREAS, Shawn Maddox has completed the training required to exercise police powers; and WHEREAS, the appointment of Shawn Maddox as an Assistant Fire Marshal with police powers will promote the efficient and effective operation of the Albemarle County Department of Fire and Rescue. NOW, THEREFORE, BE IT RESOLVED, that the Albemarle County Board of Supervisors hereby appoints Shawn Maddox as an Assistant Fire Marshal with full police powers of the Fire Marshal as authorized in Virginia Code §§ 27-34:2:1 and 27-36 and Albemarle County Code § 6-111. I, Ella W. Jordan, do hereby certify that the foregoing writing is a true, correct copy of a Resolution duly adopted by the Board of Supervisors of Albemarle County, Virginia, by a vote of _____ to _____, as recorded below, at a regular meeting held on _________________________. _______________________________ Clerk, Board of County Supervisors Aye Nay Mr. Boyd ____ ____ Ms. Dittmar ____ ____ Ms. Mallek ____ ____ Ms. McKeel ____ ____ Ms. Palmer ____ ____ Mr. Sheffield ____ ____ COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: SDP201200015 Ivy Fire Station Site Plan Amendment – Special Exception to Authorize Waiver SUBJECT/PROPOSAL/REQUEST: Special exception to authorize waiver from the structure height regulations for the Ivy Fire Station STAFF CONTACT(S): Foley, Walker, Davis, Kamptner, Cilimberg, Benish, Ray PRESENTER (S): N/A LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: INFORMATION: CONSENT AGENDA: ACTION: X INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The Ivy Fire Station is located at 642 Kirtley Lane off of Ivy Road. The approved site plan proposed a flag pole near the entry area at the right side of the apparatus bays. However, during construction that location was found to be in conflict with a sewer line. The best available alternate location is on the left side of the apparatus bays (See Attachment A), but this location is closer to the property line than Section 4.10.3.1(b) of the Zoning Ordinance allows. The applicant is requesting a waiver of this requirement in order to install a flag pole in this location. STRATEGIC PLAN: Goal 2: Provide community facilities that meet existing and future needs. DISCUSSION: Section 4.10.3.1(a) of the Zoning Ordinance exempts several types of structures, including flag poles, from the height limitations established in the Zoning Ordinance. However, Section 4.10.3.1(b) states that any structure identified in subsection (a) shall not be located closer in distance to any property line than the height of the structure. The flag pole is 35 feet high and its proposed location is approximately 17 feet from the property line shared with Tax Map 59, Parcel 23G (TMP 59-23G). Section 4.10.3.1(c) allows this requirement to be waived “. . . in an individual case if . . . the public health, safety or welfare would be equally or better served by the modification or waiver.” The applicant has submitted a request and justification for the waiver (Attachment B), and this request has been reviewed against the associated regulations. Section 33.5 of the Zoning Ordinance authorizes the waiver to be approved by the Board as a special exception. There are few locations along the Fire Station’s facade that will accommodate the installation of a flag pole. The Ivy Fire Station property includes an easement on TMP 59-23G for access and parking. The access easement is 30 feet wide and the parking easement is variable in width, but is generally an additional 10 feet beyond the access easement. This area includes permanent improvements associated with the Fire Station, and no functions of TMP 59-23G are associated with the easement area. Thus, the practical use by the Fire Station extends approximately 57 feet from the proposed flag pole. Based on the foregoing, staff believes that the purpose of Section 4.10.3.1(b) is actually satisfied by the combination of the distance of the flag pole to the property line and the existing easement on TMP 59-23G, and that the public health, safety and welfare would be equally or better served by the waiver. BUDGET IMPACT: There is no budget impact related to this special exception. RECOMMENDATIONS: Staff recommends that the Board approve the special exception to waive Section 4.10.3.1(b) of the Zoning Ordinance to permit the proposed flagpole location at the Ivy Fire Station. ATTACHMENTS: A – Location Map with Approximate Flag Pole and Easement Locations B – Waiver Request Return to consent agenda Return to regular agenda Points of Interest AIRPORT COLLEGE/UNIVERSITY COMMUNITY FIRE/RESCUE STATION GOVERNMENT HOSPITAL LIBRARY POLICE STATION POST OFFICE RECREATION/TOURISM SCHOOL Parcel Info Parcels Ivy Fire Station Attachment A Map is for Display Purposes Only • Aerial Imagery from the Commonwealth of Virginia and Other Sources June 4, 2014 GIS-Web Geographic Data Services www.albemarle.org (434) 296-5832 Legend (Note: Some items on map may not appear in legend) 117 ft COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Roadway Lighting Program SUBJECT/PROPOSAL/REQUEST: Procedure to process roadway lighting requests STAFF CONTACT(S): Foley, Letteri, Davis, Herrick, Shadman, and Freitas PRESENTER (S): N/A LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: X ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: At its July 13, 1983 meeting, the Board adopted a policy (Attachment A) regarding roadway lighting to address both then- existing lighting and future new lighting. On February 10, 1988, the County Engineering Department established procedures (Attachment B) governing how the County would receive, review, and process requests for roadway lighting. These procedures were revised again on January 21, 1997 (Attachment C). STRATEGIC PLAN: Goal 5. Ensure the health and safety of the community. DISCUSSION: The administration of the County’s roadway lighting program is now handled by the Department of General Services. Staff has developed an internal Standard Operational Procedure (SOP) (Attachment D) that establishes roles, procedures and practices by which the department will process requests from residents for roadway lighting. This SOP streamlines the processes previously established in order to reduce redundancy and ambiguity, and to ensure requests are handled efficiently and in a consistent manner. BUDGET IMPACT: This procedure does not alter the budget impact of the current roadway lighting program. Installation of Board- approved road lighting would remain a 50/50 cost share between the requestor and the County. Installation cost could range from no cost for a fixture installed on an existing pole needing no modification to $10,000 or more for a more complex situation requiring additional wiring, moving a pole, etc. The monthly operating cost would remain the responsibility of the County. The cost per fixture is approximately $10.00 per month. RECOMMENDATIONS: This report is for the Board’s information and no action is required. ATTACHMENTS: A – County of Albemarle Roadway Lighting Policy July 13, 1983 B – Dept. of Engineering Administrative Policy – Roadway Lighting, Feb 10, 1988 C – Dept of Engineering and Public Works Roadway Lighting Policy, Jan 21, 1997 D – Dept of General Services Roadway Lighting Program SOP Return to consent agenda Return to regular agenda County of Albemarle, General Services Subject: Roadway Lighting Program Document No.: PW -SOP-16 Issue Date: Jun 9, 2014 Last Revised: Page: 1 of 3 Prepared By: M. Freitas Approved By: G. Shadman 1.0 PURPOSE This Standard Operating Procedure (SOP) establishes the roles, procedures and practices by which request s from residents for roadway lighting may be processed. 2.0 BACKGROUND At its July 13, 1983 meeting, the Board of Supervisors (BOS) adopted a policy regarding the roadway lighting program to address both then-existing lighting and future new lighting. On February 10, 1988, the Department of Engineering established procedure s governing how the County would receive, review, and process requests for roadway lighting. These procedures were revised again on January 21, 1997. Using these documents, General Services’ staff has streamlined the process to reduce redundancy and ambiguity. Areas within the County for which this SOP may be applicable include community buildings, growth areas defined in the Comprehensive Plan, and non-designated growth areas where existing residential density exceeds one dwelling unit per acre. 3.0 ROLES a. The Board of Supervisors. The Board of Supervisors (BOS) approves or disapproves funding for all requests from residents for roadway lighting. b. Director of General Services. The Director of General Services is responsible for the execution o f the Roadway Lighting program detailed in this SOP. The Director of General Services is the approval authority for those roadway lighting requests where there is no cost for installation. c. Chief of Public Works. The Chief of Public Works will receive requests for roadway lighting from residents and review those requests for adherence to this SOP. During the review, the Chief of Public Works will determine if the proposed lighting request should be submitted through the CIP process. d. Grounds Superintendent . The Grounds Superintendent will assist the Chief of Public Works in assessing the adherence of residents’ requests for roadway lighting to this SOP. e. Department of Community Development . The Department of Community Development will review all requests for road lighting for consistency with the Comprehensive Plan. County of Albemarle, General Services Subject: Roadway Lighting Program Document No.: PW -SOP-16 Issue Date: Jun 9, 2014 Last Revised: Page: 2 of 3 Prepared By: M. Freitas Approved By: G. Shadman f. Resident Requesting Roadway Lighting. Residents requesting roadway lighting covered by this SOP shall pay 50% of all associated installation costs, unless the BOS waives this requirement . Additionally, the resident (s) requesting roadway lighting will be responsible for providing any easement deemed necessary for the installation of the requested lighting, and for obtaining agreement from property owners within 250 feet of the proposed lighting pole. 4.0 PROCEDURE The following steps apply to the receipt, review, and processing of roadway lighting requests: a. Requests shall be submitted in writing to the Albemarle County Department of General Services, to the attention of the Chief of Public Works, by anyone who would be directly affected by the proposed lighting. The requested lighting must clearly be a public necessity rather than a private or individual benefit in order to be considered by the BOS. b. In cases where, in the opinion of the Chief of Public Works, the requested roadway lighting does not meet the requirements of this SOP, the Chief of Public Works will notify the applicant (s) of any deficiencies and offer to consult with the applicant (s) in order to revise the request, if possible. c. The Chief of Public Works or his designee will conduct a field investigation, within a reasonable time, to obtain the information necessary for evaluating the lighting req uest. Once the Chief of Public Works has made a preliminary evaluation: 1. if there is no cost associated with the installation of the requested lighting, the Chief of Public Works will forward a recommendation to the Director of General Services for act ion; 2. if there is a cost associated with the installation of the requested lighting, the Chief of Public Works, through the Director of General Services, will forward a recommendation to the BOS. The preliminary evaluation shall include a cost estimate for installation and electrical charges. A recommendation for BOS approval should address the source of funding for the installation cost and electrical charges; and 3. if the projected cost of the installation is $20,000 or more, the Chief of Public Wo rks, through the Director of General Services, will recommend that a request be submitted to the BOS through the CIP approval process. d. If the lighting installation is approved by the Director of General Services (in cases not involving an installation cost) or by the BOS (in cases involving an installation cost), the Chief of Public Works will submit a written request for a layout plan to the respective electric utility serving the area. The applicant will be notified in writing of both the County’s approval and the request to the electric utility. County of Albemarle, General Services Subject: Roadway Lighting Program Document No.: PW -SOP-16 Issue Date: Jun 9, 2014 Last Revised: Page: 3 of 3 Prepared By: M. Freitas Approved By: G. Shadman e. The electric utility will design and prepare the roadway lighting layout plan and provide a construction cost estimate for the project. f. The electric utility will submit it s layout plan to the Department of General Services for review. The Chief of Public Works will forward the plan to the Director of Community Development for that Department’s concurrence. If the plan does not meet lighting criteria, or changes need to be made, the plan will be returned to the electric utility for revision and resubmittal. Once the County and electric utility have agreed on design, cost, and installation location, the applicant (s) will be contacted for comments. At this time, the applicant (s) must guarantee any cost contribution by payment to the County or by posting a bond in the amount set by the Chief of Public Works. The applicant(s) must also provide all required easements and affidavits from all property owners within 250 feet of the proposed light ing pole indicat ing their agreement with the installation. g. The final roadway lighting plan will then be forwarded to VDOT for review and approval if the location is associated with existing or anticipated VDOT-maintained roads. h. Once final approval is received from VDOT, the electric utility, the BOS, neighbors, and the applicant (s), the Chief of Public Works will requisition the installation from the electric utility serving the area. COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: County Grant Application/Award Report SUBJECT/PROPOSAL/REQUEST: Summary of grant applications submitted and awarded during the time period of May 15, 2014 through June 13, 2014 STAFF CONTACT(S): Foley, Davis, Walker, Letteri, Allshouse, L, and Shifflett, K PRESENTER (S): N/A LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: X ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: Pursuant to the County’s Grant Policy and associated procedures, staff provides periodic reports to the Board on the County’s application for and use of grants. STRATEGIC PLAN: Grant awards provide funding to support a variety of projects, the majority of which support Goal 5, Ensure the health and safety of the community. DISCUSSION: The attached Grants Report provides a brief description of one grant application and one grant award that was approved during the time period of May 15, 2014 through June 13, 2014. BUDGET IMPACT: The budget impact is noted in the summary of each grant. RECOMMENDATIONS: This report is for information only. ATTACHMENTS: Grant Report Return to consent agenda Return to regular agenda GRANT REPORT ACTIVITY from May 15, 2014 through June 13, 2014 Applications were approved for the following grants: Granting Entity Grant Type Amount Requested Match Required Match Source Department Purpose Department of Justice Byrne Justice Assistance Grant (JAG) Local Award 2014 Federal $15,732 0 None Police This grant is to assist in funding overtime hours of current officers in support of reducing crime and improving public safety through additional community policing. Awards were received for the following grants: Granting Entity Grant Type Amount Received Match Required Total Grant Amount Match Source Department Purpose Virginia Department of Agriculture & Consumer Affairs Agriculture and Forestry Industries Fund (Planning Grant) State $35,000 $17,500 by County & $17,500 by City $70,000 Grant Leveraging Fund County Executive with City of Charlottesville This grant will be used to perform a feasibility study for a light processing and flash freezing hub for Virginia-grown produce. Page 1 of 4 Culpeper District Albemarle County Monthly Report July 2014 Preliminary Engineering PROJECT LAST MILESTONE NEXT MILESTONE AD DATE Route 53 Safety Project – Intersection Improvements at Route 729 Right of Way Advertisement TBD Route 616, Black Cat Road Bridge Replacement over RR Right of Way Advertisement TBD Route 677, Broomley Road Bridge Replacement over RR Right of Way Advertisement December 2014 Route 637, Dick Woods Road Bridge Replacement over Ivy Creek Right of Way Advertisement December 2014 Route 29 Widening, Ashwood to Hollymeade Town Center Preliminary Design Public Hearing December 2015 Route 250, Bridge replacement over Little Ivy Creek Preliminary Design Public Hearing January 2016 Route 703, Pocket Lane, Unpaved Road -- TBD TBD Route 643 – Reconstruction -- Project Scoping – 2015 -- Route 606 – Dickerson Rd. over North Fork of Rivanna River -- Project Scoping January 2020 CITY OF CHARLOTTESVILLE: PROJECT LAST MILESTONE NEXT MILESTONE AD DATE Best Buy Ramp Design Public Hearing Right of Way June 2015 Page 2 of 4 Construction Activities  Route 29 Solutions The Commonwealth Transportation Board approved funding for the Route 29 Solution Package. VDOT is moving forward with development and implementation. Information can be found at www.route29solutions.org  McIntire Interchange 0250-104-103, PE101 Scope: Construct Interchange at McIntire Road and Rte 250 Next Major Milestone: Phase 2B Traffic continues to utilize Phase 2A configuration. Work continues for Ramp 2, as work to construct retaining wall near C.A.R.S. facility has begun and Contractor proceeds in building the wall footing. Bridge work is ongoing, as Abutment B substructure is now complete. Work for Abutment A consisting of pile driving and constructing footing has been performed. Contractor has continued work on D603 culvert installing Phase 2 portion of stream diversion. Wingwalls for North side of the D602 culvert have been constructed and the structure is now complete. New portion of McIntire Road has been constructed between US 250 and the MRE VDOT Project, consisting of grading, stone placement, concrete curb, drainage and asphalt placement. Sanitary Sewer and Waterline work are ongoing. Contract Completion date: July 2, 2015. Project Construction started on March 4, 2013.  Guardrail Repair GR07-967-096, N501 Scope: Guardrail repairs – on call – District wide. Next Major Milestone: Contract Renewal – 3nd term Contract Completion date: July 1, 2014.  Ballards Mill Road 0671-002-6059 Delayed until late summer or early fall Scope: Superstructure replacement, State Forces. Next Major Milestone: Road Closure, November 4th. Proposed Completion: November 29, 2013  Route 691 Ortman Road 0691-002-6076 Scope: Superstructure replacement, State Forces. Next Major Milestone: Road Closure, Fall Proposed Completion: 3 weeks after closure  Route 708 Dry Bridge Road (NFO)0708-002-283, C501, B659 Scope: Replace bridge; reconstruct approaches, drainage and incidentals Next Major Milestone: Construct grading, drainage, utilities and new bridge Contract Completion: 12-Sep-14  Surface Treatment Schedule ST7A-967-F14, P401 Scope: Albemarle, Greene, Fluvanna, Louisa Counties Next Major Milestone: Start in Albemarle County June 25, 2014 Contract Completion: November 1, 2015  Plant Mix Schedule PM7B-967-F14,P401 Scope: Albemarle, Greene, Louisa Counties Next Major Milestone: Complete 0618-054. 5th Street Ext. projected for mid-late July. Rio Road projected to start latter part of July. Contract Completion: November 1, 2015 Page 3 of 4  Plant Mix Schedule (NFO)PM7A-967-F14,P401 Scope: Albemarle, Louisa Counties Next Major Milestone: Complete roads in Forest Lakes, Complete 1-64 Overlook and VDOT Memorial Contract Completion: November 1, 2015  Latex Modified Schedule )NFO)LM7A-967-F14,P401 Scope: Culpeper, Greene, Louisa, Orange Counties Next Major Milestone: Completion anticipated by mid-June Contract Completion: November 1, 2015  Latex Modified Schedule (NFO)LM7B-967-F14,P401 Scope: I-64 Albemarle Next Major Milestone: Projected to start on I-64 approximately July 8, 2014 Contract Completion: November 1, 2014  Bridge Painting various locations (NFO)BRDG-967-742,N501 Scope: Bridge Painting Next major milestone: Work complete at 0708-002 and 0614-002. Work continuing at 0015-054 structures with completion anticipated by mid-July Contract Completion Date: September 4, 2014  District wide Bridge Deck and Joint Repair (NFO)BRDG-967- 163,B611,B612,B613,B614,B615 Scope: 5th Street at I-64; Copeley Road Bridge at UVA Next Major Milestone: Complete milling operations; start patching on Copely Road Bridge Contract Completion Date: October 6, 2014  Route 688 Midway Road Rural Rustic—State forces have been installing pipe and adding base stone in preparation for upcoming surface treatment. Traffic Engineering Studies Completed  Route 1452, Westfield Court Signing Review; complete VDOT Study Number—003-1452-20140113-010  Route 29 and Plank Road Safety review; complete VDOT Study Number—003-0029-20140130-007  Route 620 @ Route 618 Pavement marking review; complete VDOT Study Number—003-0620-20140130-006  Route 250 @ 678 Owensville Road for Broomley Road Bridge Detour Signal warrants; complete VDOT Study Number—003-0677-20140130-009  Route 732, Milton Road @ Lafayette Lane Safety review; complete VDOT Study Number—003-0732-20140404-007  Route 742 Avon Street @ Cale Elementary School Crosswalk study; complete VDOT Study Number—003-0732-20140408-020 Page 4 of 4  Route 250 @ Glenmore Speed study; study complete VDOT Study Number—003-0250-20131217-011  Route 742 Avon Street @ Route 20 Safety review; complete VDOT Study Number—003-0732-20140404-007 Under Review  Route 250 @ Birdwood Signal Warrant study; pending VDOT Study Number—003-0250-20140113-009  Route 627, Warrens Ferry Road Speed study; pending VDOT Study Number—003-0627-20140408-011  Route 631 at Putt Putt Place Signal warrant; pending VDOT Study Number—003-0631-20140129  Route 20 Scottsville Road Speed study; pending VDOT Study Number—003-0020-20140603-011 Maintenance Activities VDOT Area Headquarters crews completed the following activities during the past month. For specific route activities, please contact the Charlottesville Residency Office.  Machining of non-hard surface roads has been performed on 51 secondary routes  Mowing has been completed on all primary routes as well as 19 secondary routes  Ditches maintained on 2 primary routes  Patching was performed on 13 secondary routes  Culvert maintenance on 3 primary routes and 22 secondary routes  Debris was removed from 3 primary routes and 6 secondary routes  Shoulders were repaired along 1 primary route and 4 secondary routes  Trimming performed on 5 secondary routes  Tree removal on 4 secondary routes Joel DeNunzio Virginia Department of Transportation Charlottesville Residency Administrator 701 VDOT Way Charlottesville, VA 22911 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Ordinance to amend County Code Chapter 15, Taxation, Article XII, Food and Beverage Tax SUBJECT/PROPOSAL/REQUEST: A public hearing to consider an ordinance to amend and reorganize County Code § 15-1202 regarding exemptions for the food and beverage tax STAFF CONTACT(S): Foley, Letteri, Davis, Herrick, and Burrell PRESENTER(S): Betty Burrell LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: Since 1997, the County has imposed a four percent tax on “all food served, sold or delivered for human consumption in the County in or from a restaurant, whether prepared in such restaurant or not, or prepared by a caterer ” pursuant to the enabling authority of Virginia Code § 58.1-3833. This enabling authority specifies a number of exemptions and exclusions from the tax. Through the years, the General Assembly has frequently amended these exemptions, most recently in 2014. While these state-mandated exemptions are already recognized in the County’s tax collection practices, some are not included in County Code § 15-1202, which addresses exemptions, and were simply implemented as self-executing state law requirements. In addition, the order and organization of the Virginia Code exemptions have changed so much through the years that the original order of County Code § 15-1202 no longer tracks the order of the Virginia Code exemptions. STRATEGIC PLAN: Goal 3. Encourage a diverse and vibrant local economy. DISCUSSION: Staff recommends amending and reorganizing County Code § 15-1202 to (A) include all of the state-mandated exemptions; and (B) track the existing order and organization of Virginia Code § 58.1-3833. Including all of the exemptions in the County Code will simplify the administration of the tax and be more user -friendly. By tracking the state enabling authority, the County ordinance can better respond to future amendments to the state law. The only substantive change, effective July 1, 2014, is further exempting the tax on the sale of food and beverages from just the first three fundraisers of volunteer fire departments and rescue squads, nonprofit churches and other religious bodies, and educational, charitable, fraternal, or benevolent organizations to also exempting the first $100,000 per calendar year in the sale of food and beverages (excluding gross receipts from the first three fundraisers) from fourth and subsequent fundraisers. This change is a result of the adoption of HB 1099 mandating this expanded exemption (Attachment B). The Finance Department is planning an outreach to affected organizations to make them aware of this expanded exemption. The outreach is summarized in Attachment C. BUDGET IMPACT: Staff does not anticipate a significant budget impact. RECOMMENDATIONS: Staff recommends that after the public hearing, the Board adopt the attached ordinance (Attachment A). ATTACHMENTS: A – Proposed Ordinance B – Virginia Code § 58.1-3833, as amended C – Finance Department Outreach Plan Return to agenda Draft: June 17, 2014 1 ORDINANCE NO. 14-15(2) AN ORDINANCE TO AMEND CHAPTER 15, TAXATION, ARTICLE XII, FOOD AND BEVERAGE TAX, OF THE CODE OF THE COUNTY OF ALBEMARLE, VIRGINIA BE IT ORDAINED By the Board of Supervisors of the County of Albemarle, Virginia, that Chapter 15, Taxation, Article XII, Food and Beverage Tax, is hereby amended and reordained as follows: By Amending: Sec. 15-1202 Exemptions Chapter 15. Taxation Article XII. Food and Beverage Tax . . . Sec. 15-1201 Levy of tax; amount. In addition to all other taxes and fees of any kind now or hereafter imposed by law, a tax is hereby levied and imposed on the purchaser of all food served, sold or delivered for human consumption in the county in or from a restaurant, whether prepared in such restaurant or not, or prepared by a caterer. The rate of this tax shall be four percent (4%) of the amount paid for such food. In the computation of this tax, any fraction of one-half cent ($0.005) or more shall be treated as one cent ($0.01). (§ 8-76, 12-10-97; Code 1988, § 8-76; Ord. 98-A(1), 8-5-98) Sec. 15-1202 Exemptions. The following purchases of food shall not be subject to the tax under this article: A. Any food or food product purchased for home consumption as defined in the federal Food Stamp Act of 1977, 7 U.S.C. § 2012, or amended, except for sandwiches, salad bar items sold from a salad bar, prepackaged single-serving salads consisting primarily of an assortment of vegetables, and non-factory sealed beverages. This exemption does not include hot food or hot food products ready for immediate consumption. B. Food and beverages sold through vending machines. C. Food for use or consumption by the Commonwealth, any political subdivision of the Commonwealth or the United States. D. Food sold by nonprofit cafeterias in public schools, nursing homes and hospitals. E. Food sold by churches, fraternal, school and social organizations and volunteer fire departments and rescue squads which hold occasional dinners and bazaars of one-day or two-day duration, at which food prepared in the homes of members or in the kitchen of the organization is offered for sale to the public. F. Food furnished by churches which serve meals for their members as a regular part of their religious observance. G. Food furnished by boardinghouses that do not accommodate transients. H. Food sold by cafeterias operated by industrial plants for employees only. Draft: June 17, 2014 2 I. Food furnished by a hospital, medical clinic, convalescent home, nursing home, home for the aged, infirm or handicapped or other extended care facility to patients or residents thereof. J. Food furnished by a nonprofit charitable organization to elderly, infirm, handicapped or needy persons in their homes or at central locations. K. Food sold by a nonprofit educational, charitable or benevolent organization on an occasional basis as a fund-raising activity or food sold by a church or religious body on an occasional basis. L. Food furnished by restaurants to employees as part of their compensation when no charge is made to the employee. M. Any other sale of food which is exempt from taxation under the Virginia Retail Sales and Use Tax Act, or administrative rules and regulation issued pursuant thereto. A. Such tax shall not be levied on food and beverages sold through vending machines or by: (i) boardinghouses that do not accommodate transients; (ii) cafeterias operated by industrial plants for employees only; (iii) restaurants to their employees as part of their compensation when no charge is made to the employee; (iv) volunteer fire departments and rescue squads; nonprofit churches or other religious bodies; or educational, charitable, fraternal, or benevolent organizations the first three times per calendar year and, beginning with the fourth time, on the first $100,000 of gross receipts per calendar year from sales of food and beverages (excluding gross receipts from the first three times), as a fundraising activity, the gross proceeds of which are to be used by such church, religious body or organization exclusively for nonprofit educational, charitable, benevolent, or religious purposes; (v) churches that serve meals for their members as a regular part of their religious observances; (vi) public or private elementary or secondary schools, colleges, and universities to their students or employees; (vii) hospitals, medical clinics, convalescent homes, nursing homes, or other extended care facilities to patients or residents thereof; (viii) day care centers; (ix) homes for the aged, infirm, handicapped, battered women, narcotic addicts, or alcoholics; or (x) age-restricted apartment complexes or residences with restaurants, not open to the public, where meals are served and fees are charged for such food and beverages and are included in rental fees. Also, the tax shall not be levied on food and beverages: (a) when used or consumed and paid for by the Commonwealth, any political subdivision of the Commonwealth, or the United States; (b) provided by a public or private nonprofit charitable organization or establishment to elderly, infirm, blind, handicapped, or needy persons in their homes, or at central locations; or Draft: June 17, 2014 3 (c) provided by private establishments that contract with the appropriate agency of the Commonwealth to offer food, food products, or beverages for immediate consumption at concession prices to elderly, infirm, blind, handicapped, or needy persons in their homes or at central locations. Grocery stores and convenience stores selling prepared foods ready for human consumption at a delicatessen counter shall be subject to the tax, for that portion of the grocery store or convenience store selling such items. B. Notwithstanding any other provisions of this section, no locality shall levy any tax under this section upon: (i) that portion of the amount paid by the purchaser as a discretionary gratuity in addition to the sales price; (ii) that portion of the amount paid by the purchaser as a mandatory gratuity or service charge added by the restaurant in addition to the sales price, but only to the extent that such mandatory gratuity or service charge does not exceed 20% of the sales price; or (iii) alcoholic beverages sold in factory sealed containers and purchased for off-premises consumption or food purchased for human consumption as “food” is defined in the Food Stamp Act of 1977, U.S.C. § 2012, as amended, and federal regulations adopted pursuant to that act, except for the following items: sandwiches, salad bar items sold from a salad bar, prepackaged single-serving salads consisting primarily of an assortment of vegetables, and nonfactory sealed beverages. (§ 8-77, 12-10-97; Code 1988, § 8-77; Ord. 98-A(1), 8-5-98; Ord. 00-15(1), 6-7-00) State law reference-Va. Code § 58.1-3833 . . . I, Ella W. Jordan, do hereby certify that the foregoing writing is a true, correct copy of an Ordinance duly adopted by the Board of Supervisors of Albemarle County, Virginia, by a vote of _____ to _____, as recorded below, at a regular meeting held on _________________________. __________________________________ Clerk, Board of County Supervisors Aye Nay Mr. Boyd ____ ____ Ms. Dittmar ____ ____ Ms. Mallek ____ ____ Ms. McKeel ____ ____ Ms. Palmer ____ ____ Mr. Sheffield ____ ____ CHAPTER 673 An Act to amend and reenact §§ 58.1-3833 and 58.1-3840 of the Code of Virginia, relating to local meals tax and food and beverage tax. [H 1099] Approved April 6, 2014 Be it enacted by the General Assembly of Virginia: 1. That §§ 58.1-3833 and 58.1-3840 of the Code of Virginia are amended and reenacted as follows: § 58.1-3833. County food and beverage tax. A. Any county is hereby authorized to levy a tax on food and beverages sold, for human consumption, by a restaurant, as such term is defined in subdivision 9 of § 35.1-1, not to exceed four percent of the amount charged for such food and beverages. Such tax shall not be levied on food and beverages sold through vending machines or by : (i) boardinghouses that do not accommodate transients; (ii) cafeterias operated by industrial plants for employees only; (iii) restaurants to their employees as part of their compensation when no charge is made to the employee; (iv) volunteer fire departments and rescue squads; nonprofit churches or other religious bodies; or educational, charitable, fraternal, or benevolent organizations, on an occasional basis, not exceeding the first three times per calendar year and, beginning with the fourth time, on the first $100,000 of gross receipts per calendar year from sales of food and beverages (excluding gross receipts from the first three times), as a fundraising activity, the gross proceeds of which are to be used by such church, religious body or organization exclusively for nonprofit educational, charitable, benevolent, or religious purposes; (v) churches that serve meals for their members as a regular part of their religious observances; (vi) public or private elementary or secondary schools, colleges, a nd universities to their students or employees; (vii) hospitals, medical clinics, convalescent homes, nursing homes, or other extended care facilities to patients or residents thereof; (viii) day care centers; (ix) homes for the aged, infirm, handicap ped, battered women, narcotic addicts, or alcoholics; or (x) age-restricted apartment complexes or residences with restaurants, not open to the public, where meals are served and fees are charged for such food and beverages and are included in rental fees. Also, the tax shall not be levied on food and beverages: (a) when used or consumed and paid for by the Commonwea lth, any political subdivision of the Commonwealth, or the United States; or (b) provided by a public or private nonprofit charitable organization or establishment to elderly, infirm, blind, handicapped, or needy persons in their homes, or at central locat ions; or (c) provided by private establishments that contract with the appropriate agency of the Commonwealth to offer food, food products, or beverages for immediate consumption at concession prices to elderly, infirm, blind, handicapped, or needy persons in their homes or at central locations. Grocery stores and convenience stores selling prepared foods ready for human consumption at a delicatessen counter shall be subject to the tax, for that portion of the grocery store or convenience store selling suc h items. This tax shall be levied only if the tax is approved in a referendum within the county which shall be held in accordance with § 24.2-684and initiated either by a resolution of the board of supervisors or on the filing of a petition signed by a number of registered voters of the county equal in number to 10 percent of the number of voters registered in the county, as appropriat e on January 1 of the year in which the petition is filed with the court of such county. The clerk of the circuit court shall publish notice of the election in a newspaper of general circulation in the county once a week for three consecutive weeks prior to t he election. If the voters affirm the levy of a local meals tax, the tax shall be effective in an amount and on such terms as the governing body may by ordinance prescribe. If such resolution of the board of supervisors or such petition states for what projects and/or purposes the revenues collected from the tax are to be used, then the question on the ballot for the referendum shall include language stating for what projects and/or purposes the revenues collected from the tax are to be used. The term "beverage" as set forth herein shall mean alcoholic beverages as defined in § 4.1-100 and nonalcoholic beverages served as part of a meal. The tax shall be in addition to the sales tax currently imposed by the county pursuant t o the authority of Chapter 6 (§ 58.1-600 et seq.) of this title. Collection of such tax shall be in a manner prescribed by the governing body. B. Notwithstanding the provisions of subsection A of this section, Roanoke County, Rockbridge County, Frederick County, Arlington County, and Montgomery County, are hereby authorized to levy a tax on food and beverages sold for human consumption by a restaurant, as such term is defined in § 35.1-1 and as modified in subsection A above and subject to the same exemptions, not to exceed four percent of the amount charged for such food and beverages, provided that the go verning body of the respective county holds a public hearing before adopting a local food and beverage tax, and the governing body by unanimous vote adopts such tax by local ordinance. The tax shall be effective in an amount and on such terms as the governing body may by ordinance prescribe. C. Nothing herein contained shall affect any authority heretofore granted to any county, city or town to levy a meals tax. Th e county tax limitations imposed pursuant to § 58.1-3711 shall apply to any tax levied under this section, mutatis mutandis. All food and beverage tax collections and all meals tax collections shall be deemed to be held in trust for the county, city or t own imposing the applicable tax. The wrongful and fraudulent use of such collections other than remittance of the same as provided by law shall constitute embezzlement pursuant to § 18.2-111. D. No county which has heretofore adopted an ordinance pursuant to subsection A of this section shall be required to submit an amendment to its meals tax ordinance to the voters in a referendum. E. Notwithstanding any other provision of this section, no locality shall levy any tax under this section upon (i) that portion of the amount paid by the purchaser as a discretionary gratuity in addition to the sales price; (ii) that portion of the amount paid by the purchaser as a mandatory gratuity or service charge added by the restaurant in addition to the sales price, but only to the extent that such mandatory gratuity or service charge does not exceed 20% of the sales price; or (iii) alcoholic beverage s sold in factory sealed containers and purchased for off-premises consumption or food purchased for human consumption as "food" is defined in the Food Stamp Act of 1977, 7 U.S.C. § 2012, as amended, and federal regulations adopted pursuant to that act, except for the following items: sandwiches, salad bar items s old from a salad bar, prepackaged single-serving salads consisting primarily of an assortment of vegetables, and nonfactory sealed beverages. Food and Beverage Tax 2014 Proposed Ordinance Changes County Code Chapter 15, Taxation, Article X12, Food and Beverage Tax Public Education Plan and Staff Training Plan Public Education Plan: Finance currently administers food and beverage taxes in acco rdance with the provisions of Virginia Code previously adopted but not yet updated in County Code. Finance will write letters to the County volunteer fire departments and rescue squads as well as churches, religious bodies and other nonprofits potentially affected by the changes to inform and educate them regarding the food and beverage tax assessment, collection, and remittance requirements, once adopted. June 27, 2014 - The Finance Department will post a notice on its webpage to alert businesses, entities, and individuals that the Board of Supervisors will be considering changes to County Code Chapter 15, Taxation, Article X12, Food and Beverage Tax to mirror State legislation changes. July 2, 2014 – Finance will attend the Board of Supervisors meeting where the proposed changes will be acted on by the Board. Department representatives will be available to take the names and contact information of individuals who publicly seek responses to specific questions regarding the proper administration of the proposed changes. July 15, 2014 – Finance will update its webpage to inform individuals, businesses, churches, nonprofits and related entities (particularly those businesses subject to food and beverage tax collections), that the BOS amended County Code Chapter 15, Taxation, Article X12, Food and Beverage Tax. Staff Education Plan: Business Taxation subject matter experts (SMEs) have participated in discussions regarding the proposed Code changes and are prepared to administer food and beverage taxation accordingly upon adoption. The SMEs are also reviewing relevant Virginia Department of Taxation guidelines in concert with County Code changes. The SMEs will work with front line staff to educate those employees as well. Finance SMEs will avail themselves to provide additional guidance to groups, if necessary. COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Proposed Ordinance to establish a School Bus Video-Monitoring System SUBJECT/PROPOSAL/REQUEST: A public hearing to consider the adoption of an ordinance to amend County Code Chapter 9, Motor Vehicles and Traffic, to establish a Video Monitoring System for Albemarle County Public Schools. STAFF CONTACT(S): Foley, Walker, Davis, Blair, Sellers PRESENTER(S): Dean Tistadt, Ron Lantz, Jim Foley LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: In 2011, the General Assembly amended Virginia Code § 46.2-844 to allow localities to enact an ordinance that authorizes their school divisions to deploy a “video-monitoring system” to record individuals that illegally pass stopped school buses. The ordinances may impose a $250.00 civil penalty on violators, and may also direct that the civil penalties be payable to the local school division. In the fall of 2013, the School Division tested a “video-monitoring system” that indicated there may be as many as 6,000 instances per school year of vehicles illegally pass ing school buses that are stopped to load or unload students, posing significant danger to students. On June 13, 2013, the School Board voted to recommend that the Board of Supervisors enact a “video-monitoring system” ordinance. Virginia Code § 46.2-844 provides that the video- monitoring system may be operated by the School Division or by a private vendor. STRATEGIC PLAN: Goal 1b. Improve coordination to support goals shared between the School Division’s Strategic Plan for K-12 Education and the County’s overall Strategic Plan; and Goal 5. Ensure the health and safety of the community. DISCUSSION: Staff has prepared a draft ordinance (Attachment B) to amend County Code Chapter 9, Motor Vehicles and Traffic, to add Article VIII, Video-Monitoring System. The proposed ordinance would:  Authorize the School Division to install and operate video-monitoring systems in or on the Division’s school buses and/or procure the services of a vendor to provide video-monitoring systems services;  Impose a $250.00 civil penalty for the operator of a vehicle who is found to have failed to stop his vehicle for a school bus that is stopped on any road or school driveway for the purpose of loading or unloading children, the elderly, or mentally or physically handicapped persons;  Make the payment of any civil penalties imposed payable to the School Division; and  Bar the criminal prosecution for the violation when a civil penalty is imposed. Several vendors have presented programs to the School Division that demonstrate their capacity to execute a comprehensive “video-monitoring system” program. If the Board of Supervisors adopts an ordinance enacting a video-monitoring system, the School Division intends to publish a Request for Proposals (RFP) for video-monitoring services. Initially, only buses on routes with documented history of violations will be equipped with the systems. It is estimated that would include 25-30% of the school bus fleet. The Police Department has agreed to administer the proposed ordinance. A sworn law enforcement officer will certify each violation. After a violation is certified, a civil summons will be issued by mail to the registered owner of the vehicle. If the registered vehicle owner does not either accept liability and pay the fine or contest the violation in court, the registered vehicle owner may be summoned to court for trial. Civil penalties collected by the School Division would be used to reimburse the Police Department for its costs associated with the program, and any remaining funds are proposed to be directed to the Building Services Department for the specific purpose of implementing safety and security enhancements to schools, including those enhancements recommended in the Crime Prevention Through Environmental Design evaluations currently being AGENDA TITLE: Proposed Ordinance to establish a School Bus Video-Monitoring System July 2, 2014 Page 2 performed at the schools by the Police Department. The goal of the video-monitoring program is to decrease the number of violations of drivers wrongfully passing stopped school buses. It is projected that the number of violations will decrease over time as drivers become aware of the financial penalty for such violations, therefore it would be prudent to use the funds for non-recurring expenses. BUDGET IMPACT: Most “video-monitoring system” vendors provide a turn-key solution that is entirely violator-funded, with no cost to the locality for hardware or services. The School Division estimates that the funds received from civil penalties would be sufficient to reimburse any associated costs incurred by the Police Department. RECOMMENDATIONS: After the public hearing, staff recommends that the Board adopt the attached proposed Ordinance (Attachment B). ATTACHMENTS: A - Virginia Code § 46.2-844 B - Draft ordinance Return to agenda Attachment A § 46.2-844. Passing stopped school buses; penalty; prima facie evidence. A. The driver of a motor vehicle approaching from any direction a clearly marked school bus which is stopped on any highway, private road or school driveway for the purpose of taking on or discharging children, the elderly, or mentally or physically handicapped persons, who, in violation of § 46.2-859, fails to stop and remain stopped until all such persons are clear of the highway, private road or school driveway, is subject to a civil penalty of $250 and any prosecution shall be instituted and conducted in the same manner as prosecutions for traffic infractions. A prosecution or proceeding under § 46.2-859 is a bar to a prosecution or proceeding under this section for the same act and a prosecution or proceeding under this section is a bar to a prosecution or proceeding under § 46.2-859 for the same act. In any prosecution for which a summons charging a violation of this section was issued within ten days of the alleged violation, proof that the motor vehicle described in the summons was operated in violation of this section, together with proof that the defendant was at the time of such violation the registered owner of the vehicle, as required by Chapter 6 (§ 46.2-600 et seq.) of this title shall give rise to a rebuttable presumption that the registered owner of the vehicle was the person who operated the vehicle at the place where, and for the time during which, the violation occurred. The testimony of the school bus driver, the supervisor of school buses or a law-enforcement officer that the vehicle was yellow, conspicuously marked as a school bus, and equipped with warning devices as prescribed in § 46.2-1090 is prima facie evidence that the vehicle is a school bus. B. A locality may, by ordinance, authorize the school division of the locality to install and operate a video-monitoring system in or on the school buses operated by the division or to contract with a private vendor to do so on behalf of the school division for the purpose of recording violations of subsection A. Such ordinance may direct that any civil penalty levied for a violation of subsection A shall be payable to the local school division. For purposes of this subsection, "video-monitoring system" means a system with one or more camera sensors and computers installed and operated on a school bus that produces live digital and recorded video of motor vehicles being operated in violation of § 46.2-859. All such systems installed shall, at a minimum, produce a recorded image of the license plate and shall record the activation status of at least one warning device as prescribed in § 46.2-1090 and the time, date, and location of the vehicle when the image is recorded. (1985, c. 511, § 46.1-212.1; 1987, c. 106; 1989, c. 727; 1997, cc. 622, 800, 908; 2001, c. 126; 2002, c. 541; 2011, cc. 787, 838.) Draft: May 28, 2014 1 ORDINANCE NO. 14-9(1) AN ORDINANCE TO AMEND AND REORDAIN CHAPTER 9, MOTOR VEHICLES AND TRAFFIC, OF THE CODE OF THE COUNTY OF ALBEMARLE, VIRGINIA. BE IT ORDAINED by the Board of Supervisors of the County of Albemarle, Virginia, that Chapter 9, Motor Vehicles and Traffic, of the Code of the County of Albemarle, Virginia, is hereby amended and reordained as follows: By Adding: Article VIII. Video-Monitoring System Sec. 9-800 Definitions Sec. 9-801 Authorization Sec. 9-802 Passing stopped school buses violations; civil penalty CHAPTER 9. MOTOR VEHICLES AND TRAFFIC ARTICLE VIII. VIDEO-MONITORING SYSTEM Sec. 9-800 Definitions. For the purposes of this article and, unless otherwise required by the context, “video-monitoring system” shall mean a system with one or more camera sensors and computers installed and operated on a school bus that produces live and recorded video of motor vehicles being operated in violation of Virginia Code § 46.2-859. Such system shall, at a minimum, produce a recorded image of the license plate and shall record the activation status of at least one warning device as prescribed in Virginia Code § 46.2- 1090 and the time, date, and location of the vehicle when the image is recorded. Sec. 9-801 Authorization. A. Authorization. Pursuant to Virginia Code § 46.2-844, the county authorizes the school division to install and operate video-monitoring systems in or on the division’s school buses. B. Private entities. Pursuant to the Virginia Public Procurement Act, the school division may enter into an agreement with a private entity to provide the video-monitoring systems and all related support services, to include consulting, operations, and administration for the purpose of recording violations of Virginia Code § 46.2-844 (A). A private entity may not obtain records on behalf of the county regarding the registered owners of vehicles captured by a video-monitoring system. Only a law enforcement officer employed by the county may issue a civil summons or ticket pursuant to this article. C. Restricted collection of information. Personal information collected by a video- monitoring system installed and operated pursuant to this article shall be limited exclusively to that information that is necessary for the enforcement of violations of Virginia Code §§ 46.2-844 (A) or 46.2- 859. Sec. 9-802 Passing stopped school buses violations; civil penalty. A. Elements of violation. The operator of a vehicle will be deemed to be in violation of this section if such vehicle is found, as evidenced from a video-monitoring system, to have failed to stop such vehicle when approaching, from any direction, any school bus which is stopped on any highway, private road, or school driveway for the purpose of taking on or discharging children, the elderly, or mentally or physically handicapped persons, and the vehicle fails to remain stopped until all such persons are clear of the highway, private road, or school driveway and the bus is put in motion. Draft: May 28, 2014 2 B. Evidence of violation. In any prosecution for which a civil summons is issued within ten (10) days of the alleged violation, proof that the motor vehicle described in the summons was operated in violation of this section, together with proof that the defendant was at the time of such violation the registered owner of the vehicle, as required by Chapter 6 of Title 46.2 of the Code of Virginia, shall give rise to a rebuttable presumption that the registered owner of the vehicle was the person who operated the vehicle at the place where, and for the time during which, the violation occurred. The testimony of the school bus driver, the supervisor of school buses or a law-enforcement officer that the vehicle was yellow, conspicuously marked as a school bus, and equipped with warning devices as prescribed in Virginia Code § 46.2-1090 is prima facie evidence that the vehicle is a school bus. C. Civil summons. A civil summons shall contain, at a minimum, the following information: (i) the name and address of the person charged; (ii) the nature of the violation and the section of this chapter allegedly violated; (iii) the location and date that the violation occurred or was observed; (iv) the amount of the civil penalty for the violation; (v) the manner, location, and time in which the civil penalty may be paid to the county; and (vi) the right of the recipient of the summons or ticket to elect to stand trial and that a signature to an admission of liability will have the same force and effect as a judgment of a court. If the person issued a summons does not admit to liability and pay the civil penalty, the person may be served with a summons pursuant to Virginia Code § 19.2-74 to appear in court for trial. D. Civil Penalties. The operator of a vehicle deemed to be in violation of this section shall be subject to the following: 1. Amount of civil penalty. Any violation of this section shall be subject to a civil penalty of two hundred and fifty dollars ($250.00), payable to Albemarle County Public Schools. 2. Civil penalties are in lieu of criminal penalties. A civil penalty imposed pursuant to this section is a bar to a prosecution or proceeding under Virginia Code § 46.2-859 for the same act. I, Ella W. Jordan, do hereby certify that the foregoing writing is a true, correct copy of an Ordinance duly adopted by the Board of Supervisors of Albemarle County, Virginia, by a vote of _____ to _____, as recorded below, at a regular meeting held on _________________________. __________________________________ Clerk, Board of County Supervisors Aye Nay Mr. Boyd ____ ____ Ms. Dittmar ____ ____ Ms. Mallek ____ ____ Ms. McKeel ____ ____ Ms. Palmer ____ ____ Mr. Sheffield ____ ____ COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Video Streaming Board of Supervisors Meetings SUBJECT/PROPOSAL/REQUEST: Follow up discussion regarding options and resources required for video streaming Board of Supervisors meetings STAFF CONTACT(S): Foley, Davis, Catlin, Shadman, Culp PRESENTER (S): Lee Catlin LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: Earlier this year Board members inquired about the possibility of video streaming Board meetings to increase the transparency of the Board’s activities and to allow individuals who are unable to attend the meetings the opportunity to view the meetings online. After learning that staff conducted research on this topic in recent years, Board members reviewed that research in February. Following discussion, the Board directed staff to explore the possibility of a video streaming partnership with three local entities – Charlottesville Tomorrow, WVIR, and the Newsplex – to see if a low or no cost option might be possible. Staff has completed this research, including direct communication with representatives from the three potential partners. STRATEGIC PLAN: Goal 6 - Promote individual responsibility and citizen ownership of community challenges DISCUSSION: Based on input received by the Board, staff prepared a Request for Information for Video Streaming Partnership (RFI) (Attachment A) which was sent to the three suggested entities. The RFI outlined the anticipated scope of the County’s video streaming needs and asked all three potential partners to respond with an indication of their willingness to partner and the resources they would require to produce a reliable, consistent and high quality video stream for Board and School Board meetings and work sessions. Although the RFI included School Board meetings so that staff could get a full understanding of what partnership possibilities m ight exist for both boards, staff communicated the County would entertain responses that covered Board of Supervisors needs only. Communication with representatives from the three potential partners produced the following highlights:  None of the three chose to respond to the RFI, citing the significant business commitment needed to meet the operational requirements, including additional staff resources and equipment.  All supported the goal of promoting “public engagement and accessibility” to the work of local government and felt that a live video stream of meetings would be very beneficial to the community.  All felt that the operational requirements of the RFI were critical to producing a quality video stream, including: high quality (it should be broadcast quality for local news usage) comprehensive and reliable (consistent coverage of all meetings) multiple cameras and presumably informational title graphics video on demand service of prior meetings quick availability of video files after a meeting  Charlottesville Tomorrow indicated that it might be able to play a role in seeking a planning grant to pilot a project, but according to Brian Wheeler, felt that “obtaining a grant for such activity would be difficult to get given that local governments typically pay for their own video streaming services (or do it with support of a cable franchise agreement).” Staff’s past research indicates that video streaming of Board of Supervisors meetings is a fairly standard practice among the County’s peer localities. The Board strongly reaffirmed its commitment to citizen engagement during its June 10, 2014 strategic planning session. If the Board sees video streaming as an important service to provide as an element of citizen engagement, staff wo uld recommend that staff update the research (last review was done in 2011) and develop options regarding costs and levels of service to be AGENDA TITLE: Video Streaming Board of Supervisors Meetings July 2, 2014 Page 2 brought back to the Board for consideration as part of a larger discussion on citizen engagement strategies and tools. Update on Audio Streaming While the RFI process has been underway, Information Technology and General Services staff have been working to improve the quality and reliability of the County’s audio streaming capability. In order to improve the quality of the audio, both in the meeting setting itself and feeding into the audio stream, two additional “boundary microphones” were installed in Room 241, for a total of three microphones in that room . These are multi-directional wireless table top microphones placed in the center of the table that can pick up speakers’ comments to supplement the audio captured by the lapel microphones. Staff is in the process of replacing the microphones and audio mixer in the auditorium based on recommendations made by an audio/video expert who did an analysis of the space and the County’s existing system. To improve the reliability and quality of the audio feed as it is transmitted from the microphones out to the internet, IT staff installed a dedicated streaming server and internet connection that produces much clearer and smoother audio than what was produced with the prior Ustream feed. While staff can not address issues that arise from the type of equipment or internet connection used by individuals listening to the audio stream , the best effort is being made to resolve issues that are within the County’s control. BUDGET IMPACT: There is no budget impact related to this executive summary. If the Board directs staff to update its research on video-streaming options, staff will include a cost analysis of those options when the research is presented to the Board at a future Board meeting. RECOMMENDATIONS: Based on staff’s research of peer localities and the Board’s stated priority to enhance community engagement and transparency, staff recommends that the Board direct staff to further research video-streaming options and costs and present that research to the Board at a future Board meeting. ATTACHMENTS: Attachment A - Request for Information for Video Streaming Partnership Return to agenda REQUEST FOR INFORMATION FOR VIDEO STREAMING PARTNERSHIP Albemarle County is interested in exploring partnership opportunities for the purpose of video streaming Board of Supervisors and School Board meetings to promote public engagement and accessibility. The County is anxious to guarantee a high quality and consistent viewing experience via video stream that will allow the public to be confident that they can rely on the service to understand and participate in these meetings of their local elected officials. We would like to understand your willingness and the resources you would require to produce a reliable, consistent and high quality video stream for Board and School Board meetings and work sessions. While we can not determine the exact hours required for video streaming due to uncertainty regarding ending times and the need for special meetings, we have tried to lay out the requirements below. To give a sense of scope of the video streaming needs, in Calendar Year 2013 there were 45 official meetings of the Board of Supervisors that totaled approximately 160 hours.  Regularly scheduled Board of Supervisors meetings – first Wednesday of each month beginning at 9 am and typically lasting until 4 pm, second Wednesday of each month beginning at 6 pm and typically lasting until 9 pm – ending times are uncertain but video stream must continue until the meetings are over. Video stream must be up and functioning for testing at least 30 minutes prior to these meetings.  Regularly scheduled School Board meetings – second and fourth Thursday of each month beginning at 6 pm and typically lasting until 9 pm, ending times are uncertain but video stream must continue until the meetings are over. Video stream must be up and functioning for testing at least 30 minutes prior to these meetings. We still need to confirm interest in providing this service with the School Board and school staff.  Special meetings/work sessions – Both Boards hold special meetings and/or work sessions, for example the Board of Supervisors holds up to three separate work sessions during the Five Year Plan process and up to three separate work sessions during the budget. Many of these are scheduled several months in advance, but occasionally they are scheduled only two weeks in advance, for example a public hearing that will be held on February 19 re: the Route 29 bypass that will begin at 4 pm and will likely last 5-6 hours was scheduled on February 5 – video streaming must be available for these events even on short notice and again, ending times are uncertain but video stream must continue until the meetings are over. Video stream must be up and functioning for testing at least 30 minutes prior to these meetings. These meetings are typically held in the Lane Auditorium of the Albemarle County Office Building, but some work sessions are held in Room 241. The video stream would need to provide views of both speakers and Board members, which would require multiple cameras in both locations. In addition to live video streaming, the County would require that the video files be provided to the County in a format that is appropriate for uploading to our website to provide a “video on demand” archive of these meetings for viewing as desired by the public. These files would need to be available to be uploaded to the website within 24 hours of each meeting. COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Albemarle County Long Range Solid Waste Solutions Advisory Committee SUBJECT/PROPOSAL/REQUEST: A statement of the group’s formal charge to study future solid waste services STAFF CONTACT(S): Foley, Walker, Davis, Catlin, Graham, Reges PRESENTER (S): Doug Walker LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The Board has discussed the solid waste services provided at the Ivy Materials Utilization Center (MUC) since the City ended support for those operations in 2010. At the April 2, 2014 Board meeting, staff noted that the longer-term evaluation of solid waste service issues, options, opportunities and challenges will require significant public engagement and active citizen and stakeholder participation. The Board established the Albemarle County Long Range Solid Waste Solutions Advisory Committee as an advisory committee to the Board to do initial work on long-term solid waste solutions and appointed the County’s appointees of the Rivanna Solid Waste Authority Citizens Committee to the advisory committee. The Board has since appointed Supervisor Palmer to serve as the Board liaison on the committee and has authorized advertising for additional members for its consideration. Staff met with the committee to draft a charge to bring back to Board for consideration. The committee met six times in May and June. STRATEGIC PLAN: 2. Provide community facilities that meet existing and future needs DISCUSSION: A draft of the advisory committee’s charge is attached (Attachment A) for the Board’s consideration. The document also includes specific goals identified by the committee as well as general membership composition and a timeline. The advisory committee will take 10 to 15 months to complete its work and will promote further public participation beyond input from its appointed members. In identifying long-range issues and opportunities, the committee will be tangent to several sections of the comprehensive plan update process. The committee’s completed reports may inform County policy and programming through the Capital Improvement Program, operations related to recycling, and other areas. The timing of the committee’s completed work will align with the 5-year planning process in the fall of 2015 and the FY 17 budget process. BUDGET IMPACT: The committee has no operating expenses and has had basic staff support from an Albemarle Fellow. Staff from Community Development and the County Executive’s Office have also provided information and guidance to the committee, as needed. Staff has not identified specific services of a technical consultant to assist the advisory committee at this time although updating the 2008 RSWA study has been identified as a possible valuable complement to the work of the committee. RECOMMENDATIONS: Staff recommends that the Board approve the committee’s formal charge and its membership structure as set forth in Attachment A. ATTACHMENTS: A –Formal Charge of the Albemarle County Long Range Solid Waste Solutions Advisory Committee Return to agenda COUNTY OF ALBEMARLE Charge Statement, Membership, and Organization ALBEMARLE COUNTY LONG RANGE SOLID WASTE SOLUTIONS ADVISORY COMMITTEE Established April 2, 2014 Charge The Albemarle County Long Range Solid Waste Solutions Advisory Committee is an advisory committee formed by the Albemarle County Board of Supervisors to study solid waste management as a public policy issue and to identify best practices for the management of solid waste in the County now and in the future including the possibility of regional cooperation. The committee will recommend a thoughtful, deliberate, and comprehensive process for developing solid waste policy for the County based on consensus, co operation, and economic analysis. This policy will include public engagement in determining goals and strategies based on the best currently available data. It is not within the committee’s charge to evaluate existing disposal practices at the Ivy MUC but to more fully investigate waste management practices that might impact the development of future waste management infrastructure for the County as a whole. The advisory committee shall work directly with the County’s project team including staff and any consultants. Its work shall be coordinated with the County’s overall efforts to improve solid waste services and maintain compliance with state and federal regulatory mandates. General Timeframe The Advisory Committee will conclude its work when a final recommendation is made to the Board of Supervisors no later than August, 2015 in order to be included in the County’s Five Year Plan. The Committee shall provide periodic updates to the Board on the progress of their work as appropriate. The following are anticipated milestones for this work:  July 2, 2014: Board approves formal Committee charge, goals, membership and organization structure  July 9, 2014: Board appoints three additional members as identified on June 4th  September 2014: Board considers additional appointments to expand committee membership  October 2014: Board considers and endorses public engagement plan  September-December 2014: Committee develops understanding of issues and possible recommendations  January 2015-April 2015: Committee develops recommendations  May-July 2015: Committee report completed  August 2015: Committee report delivered to Board Goals Local Goals:  Identify necessary data and compile facts on the regional waste management system, including market demand, facilities, services provided, and gaps in services or market failure.  Document the participation of citizens, institutions and local industries in discussion of solid waste policy, and indentify public engagement actions which are necessary to inform public decisions.  Identify methods to incorporate input from the community to advise the Board of Supervisors on solid waste practices.  Develop working relationships with local government, citizen, institutional and industry resources to accomplish these recommended goals for the county.  Define specific solid waste management objectives for the County government consistent with the public interest, the Board’s strategic plan and the County Comprehensive Plan.  Establish specific milestones, responsibilities, and performance indicators for meeting solid waste management objectives, noting the distinct roles of local government, state agencies, private industry, institutions, residents, and community groups. Regional, State, and Federal Goals:  Investigate regional, state and federal program involvement in waste reduction, market development and financial support and seek ways to incorporate the proven approaches to waste management of these governmental levels into the Albemarle County program if deemed appropriate.  The defined objectives and milestones may include recommended changes to state and federal law or administrative procedure. The group will recommend linkages to existing advocacy coalitions for Board approval. Membership The committee shall consist of approximately twelve (12) voting members appointed by the Board of Supervisors. Appointments will be based on Board and staff recommendations, nominations from community and business groups and individual applications. The committee will initially be composed of the four duly authorized Albemarle County members of the Rivanna Solid Waste Authority Community Advisory Committee. Members may be added to this committee as its members or the Board of Supervisors sees fit, through the normal Board appointment process. While the membership of this committee and RSWA Community Advisory Committee may overlap, the charge and scope of the groups differs, and the Albemarle County Long Range Solid Waste Solutions Advisory Committee will not investigate current facilities o r management of the RSWA. Membership Selection Criteria The Long Term Solid Waste Solutions Advisory Committee will be composed, at a minimum, of the following representatives:  The four duly authorized Albemarle County members of the Rivanna Solid Waste Authority Community Advisory Committee  One member of the Board of Supervisors to serve as a liaison  One member of the Planning Commission to serve as a liaison  One representative from an environmental protection organization  One representative from the small business community  One representative from the solid waste commercial hauling industry  One representative from the Thomas Jefferson Planning District Commission  One representative from a rural area  One representative from a major institutional employer  One representative from the University of Virginia  Two representatives from the general public The Board of Supervisors will appoint members based on their qualifications and interest in serving on the Committee. An individual may be appointed to represent more than one of the above referenced groups. The Board will strive to appoint an overall membership that is diverse in age, abilities, experiences, professions, interests, etc. Member qualifications include:  Experience working within a consensus-driven decision-making process, and a commitment to such a process in fulfilling the Committee's responsibilities as outlined in the charge statement;  Willingness to work within established County procedures and proce sses;  Ability to be open-minded; to listen and be respectful of the values, views and opinions of other representatives;  Ability to share information with, and receive information from the community at large;  Ability to meet twice a month and possibly more often over the next year; and  Being a resident of Albemarle County (while every effort should be made to include County residents, this may not be appropriate in all cases) Advisory Committee Organization The Committee shall elect a Chair and Vice-chair. County staff and any consultant team shall serve as technical representatives and will support the group by assembling and compiling all information and reports necessary for the Committee's work to progress, including meeting notes. Meetings will be held approximately twice a month or as otherwise agreed to by the Committee. The date and time of Committee meetings shall be established at the first meeting; additional meetings may be called by the Chair. All meetings will be open work sessions, wher e the general public is invited to attend to listen and observe, unless public participation is deemed appropriate by the Chair. Active participation will be extended to the general public at open houses, workshops, and public hearings, per the public part icipation to be established by the committee. In addition to the Advisory Committee, the project will include a public engagement program for the public at large to include active participation at open houses, workshops, and other appropriate venues, per the public participation to be established by the committee. No quorum shall be necessary to conduct business, but no vote will be taken unless a quorum is present. A majority of the voting members of the Committee shall constitute a quorum. Decisions shall be made, if possible, by an indication of general consensus among the Committee members present. Staff (other than appointed members) will not participate as decision makers. When this method does not serve to establish a clear direction, the chair shall call for a roll-call vote. When an agreement cannot be achieved on an issue, business shall proceed and County staff shall document and present minority positions for future Board of Supervisor consideration. Facilitation will be provided in those instan ces when it is considered beneficial in helping the Committee achieve its stated purposes. COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Public Defender Salary Supplements SUBJECT/PROPOSAL/REQUEST: Approval of supplements for the Public Defenders Office STAFF CONTACT(S): Foley, Letteri, Davis, Blair, Allshouse, L. PRESENTER (S): Bill Letteri LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: No REVIEWED BY: BACKGROUND: The County and the City received a FY 15 funding request from the Albemarle-Charlottesville Public Defender’s Office (PDO) in the aggregate amount of $152,931. This amount was based on an analysis by the PDO, which showed that attorneys employed by the Commonwealth’s Attorneys Offices in the County and the City, on average, earn 25% more than the comparable attorneys in the PDO. The amount requested represents the aggregate dollar amount that is the difference in compensation between the attorneys employed by the Commonwealth’s Attorneys Offices in the County and the City and the attorneys employed by the PDO. The PDO proposed that the County and the City fund the $152,931 in compensation differentials proportionately based on the PDO’s caseload activity from each of the jurisdictions. In FY 13, the PDO’s caseload was composed of 51% of cases tried in the City and 49% of cases tried in the County. Accordingly, the PDO requested $78,882 from the City and $74,049 from the County. STRATEGIC PLAN: Goal 7. Promote a valued and responsive County workforce that ensures excellent customer service. DISCUSSION: Both the County and the City included funding for the PDO in their FY 15 Budgets. The City approved a supplement based on the average pay difference between the PDO and the City’s Commonwealth Attorney’s Office, rather than utilizing the blended average difference proposed by the PDO. The City’s FY 15 Budget includes a supplement of $44,544 rather than the requested amount of $78,882. The County’s FY 15 Budget includes a contingency for the full requested amount of $74,049, based on Board direction pending further consideration of this issue. Staff has identified two options. One option is to proceed with the full funding amount of $74,049 included in the County’s FY 15 Budget, in which case the County would be providing more than its proportionate amount of the supplement, based on caseload, compared to the City’s appropriation. Alternatively, the County could align its approach to the methodology utilized by the City, which is based on the average pay difference between the PDO and the City’s Commonwealth Attorney’s Office, and pay 49% of the supplement based on caseload. That amount would be $42,797. BUDGET IMPACT: The County’s FY 15 Budget includes PDO funding in the amount of $74,049, which is 49% of the PDO’s total requested amount. If the Board determines it wants to fund the PDO in a proportionate amount to the City, which is $42,797, $31,252 would become available for alternative uses. Funding the PDO salary supplement utilizing a different methodology from the City’s approach would establish a funding ratio percentage that is inconsistent with the approach of funding the supplement based on the County’s percentage of the caseload, and the County would provide a significantly larger percentage of funding for the supplement than the City’s percentage contribution. RECOMMENDATIONS: Staff recommends that the Board determine whether it wants to fund the amount of $74,049 as requested by the PDO or the amount of $42,797, which is the amount proportionate to the City’s contribution based on caseload, and direct staff to bring forward an appropriation to authorize the amount previously appropriated into a contingency account. Return to agenda COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Board of Supervisors Rules of Procedure SUBJECT/PROPOSAL/REQUEST: Notice to amend Rules of Procedure for adding Action Items to the Final Agenda and Consideration of a policy for remote participation by Board Members at meetings STAFF CONTACT(S): Foley, Davis, Jordan PRESENTER (S): Larry Davis LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The Board of Supervisors annually adopts its Rules of Procedure at the Board’s organizational meeting in January. Section G of the Rules provides that the Rules of Procedure may be amended by a majority vote of the Board at the next regular meeting following a regular meeting at which notice of the motion to amend is given. The Rules of Procedure currently provide that the final agenda for a Board meeting can be amended to add an action item only if the Board member proposing to add the item has given notice of the intent to do so in writing or by email to all Board members, the Clerk, and the County Executive by 5:00 p.m. two days before the meeting date. Without the required notice, the addition of an action item requires the Board to suspend its rule for prior notice. In addition, the Rules of Procedure currently do not include a policy regarding a procedure for a Board member to participate in a Board meeting from a remote location in the event of a personal matter, emergency, medical condition or disability that makes such member unable to attend the meeting. The Code of Virginia was amended effective July 1, 2013 to allow such remote participation under limited circumstances. That law was self executing and did not require the Board to adopt a policy. However, the 2014 General Assembly amended that law, effective July 1, 2014, to provide that a public body must have an adopted written policy allowing such remote participation as a pre-condition for such remote participation by a Board member. STRATEGIC PLAN: Mission: To enhance the well-being and quality of life for all citizens through the provision of the highest level of public service consistent with the prudent use of public funds. DISCUSSION: 1. Rule D(2) of the Board’s Rules of Procedure requires that a Board member proposing to add an action item to a final agenda must give notice of the intent to do so in writing or by email to all Board members, the Clerk, and the County Executive by 5:00 p.m. two days before the meeting date. The intent of the rule is to prevent Board members from being surprised by a matter being added to an agenda for action without advance notice. A consequence of this rule, however, is that even matters on which all Board members want to take action can only be added to a final agenda for action by suspending the rule requiring advance notice. A suggested Rules amendment to address this consequence would be to allow matters not otherwise timely noticed to be added to an agenda for action if there is “unanimous consent of all Board members present”. This suggested unanimous consent approach would let the Board members self-police matters that are appropriate to be added to the agenda and any Board member who is not prepared to take action or believes the public should be allowed notice before an action is taken can simply not consent. Matters that are urgent or simply make sense to be added to a Final Agenda can be accommodated by the Board without suspending the Board’s current rule requiring advance notice for adding any matter to the agenda for action. The Chair, upon a request by a Board member to add an action item not noticed, would simply ask, “Does any Board member object to adding this matter to the Final Agenda for action?” If there is no objection, it would be added to the agenda as part of the adoption of the Final Agenda without any other procedural requirements. AGENDA TITLE: Board of Supervisors Rules of Procedure July 2, 2014 Page 2 2. Virginia Code § 2.2-3708.1 allows for a member of the Board to participate in a Board meeting through electronic communication from a remote location that is not open to the public under certain circumstances and requirements. The reason for the remote participation must be due to an emergency, a personal matter, a medical condition, or a disability that prevents the member from physically attending the meeting. Remote participation due to an emergency or personal matter is limited to two meetings each calendar year. Prior to July 1, 2014, remote participation due to personal matters or an emergency could only occur if it was approved by a majority of the Board members present, and all remote participations required a quorum of the Board to be physically assembled and arrangements to be in place for the remote participant to be heard at the meeting where Board members are assembled. Effective July 1st, such participation cannot occur unless the Board has adopted a written policy allowing for and governing remote participation, including the mandated limitations set forth in the statute. The statute specifically mandates that the policy be strictly and uniformly applied without regard to the identity of the Board member requesting remote participation or the matters that will be considered or voted on at the meeting. Since July 1, 2013, when such remote participation was first authorized, the Board has not had a request from any member to participate remotely because of an emergency, personal matter, medical condition, or disability. Under the new legislation, the Board can establish a policy, including an approval process for such remote participation, or it may take no action and thereby not permit remote participation for the otherwise qualifying absences. If a policy is desired, it could be properly included in the Board’s Rules of Procedures. Virginia Code § 2.2-3708.1, as amended, is attached for your information (Attachment A). BUDGET IMPACT: There is no anticipated budget impact from a change in the Board’s Rules of Procedures outlined above, assuming that existing equipment could allow for the remote participant to be heard at the meeting where Board members are assembled. RECOMMENDATIONS: 1.Staff recommends that the Board gives notice that it intends to amend Section D.2 of the Board’s Rules of Procedure, as set forth in Attachment B, at its July 9, 2014 regular meeting; and 2. Staff recommends that the Board determine whether it wants to allow remote participation of Board members under the provisions of Virginia Code § 2.2-3708.1 and, if so, direct staff to prepare a policy for consideration expeditiously or as part of the next annual adoption of the Board’s Rules of Procedure. ATTACHMENTS: A – Virginia Code § 2.2-3708.1 B – Draft Revised Rules of Procedure Return to agenda Draft: June 18, 2014 1 RULES OF PROCEDURE ALBEMARLE BOARD OF COUNTY SUPERVISORS These rules of procedure are designed and adopted for the benefit and convenience of the Albemarle County Board of Supervisors. Their purpose is to help the Board conduct its affairs in a timely and efficient manner. They incorporate the general principles of parliamentary procedure found in Robert’s Rules of Order’s Procedure in Small Boards and applicable Virginia laws. The rules of procedure do not create substantive rights for third parties or participants in proceedings before the Board. Further, the Board reserves the right to suspend or amend the rules of procedure whenever a majority of the Board decides to do so. The failure of the Board to strictly comply with the rules of procedure shall not invalidate any action of the Board. A. Officers 1. Chairman. The Board at its annual meeting shall elect a Chairman who, if present, shall preside at such meeting and at all other meetings during the year for which elected. In addition to being presiding officer, the Chairman shall be the head official for all the Board’s official functions and for ceremonial purposes. He shall have a vote but no veto. (Virginia Code §§ 15.2-1422 and 15.2-1423) 2. Vice-Chairman. The Board at its annual meeting shall also elect a Vice-Chairman, who, if present, shall preside at meetings in the absence of the Chairman and shall discharge the duties of the Chairman during his absence or disability. (Virginia Code § 15.2-1422) 3. Term of Office. The Chairman and Vice-Chairman shall be elected for one-year terms; but either or both may be re-elected for one or more additional terms. (Virginia Code § 15.2-1422) 4. Absence of Chairman and Vice-Chairman. If the Chairman and Vice Chairman are absent from any meeting, a present member shall be chosen to act as Chairman. B. Clerk and Deputy Clerks The Board at its annual meeting shall designate a Clerk and one or more Deputy Clerks who shall serve at the pleasure of the Board. The duties of the Clerk shall be those set forth in Virginia Code § 15. 2-1539 and such additional duties set forth in reso lutions of the Board as adopted from time to time. (Virginia Code § 15.2-1416) C. Meetings 1. Annual Meeting. The first meeting in January held after the newly elected members of the Board shall have qualified, and the first meeting held in January of each succeeding year, shall be known as the annual meeting. At such annual meeting, the Board shall establish the days, times, and places for regular meetings of the Board for that year. (Virginia Code § 15.2-1416) 2. Regular Meetings. The Board shall meet in regular session on such day or days as has been established at the annual meeting. The Board may subsequ ently establish different days, times, or places for such regular meetings by passing a resolution to that effect in accord with Virginia Code § 15.2-1416. If any day established as a regular meeting day falls on a legal holiday, the meeting scheduled for that day shall be held on the next regular business day without action of any kind by the Board. (Virginia Code § 15.2-1416) If the Chairman (or Vice Chairman, if the Chairman is unable to act) finds and declares that weather or other conditions are such that it is hazardous for Board members to attend a regular meeting, such meeting shall be continued to the next regular meeting date. Such finding shall be communicated to the members of the Board and to the press Draft: June 18, 2014 2 as promptly as possible. All hearings a nd other matters previously advertised shall be conducted at the continued meeting and no further advertisement shall be required. (Virginia Code § 15.2-1416) Regular meetings, without further public notice, may be adjourned from day to day or from time to time or from place to place, not beyond the time fixed for the next regular meeting, until the business of the Board is complete. (Virginia Code § 15.2-1416) 3. Special Meetings. The Board may hold special meetings as it deems necessary at such times and places as it deems convenient. A special meeting may be adjourned from time to time as the Board finds necessary and convenient. (Virginia Code § 15.2-1417) A special meeting shall be held when called by the Chairman or requested by two or more members of the Board. The call or request shall be made to the Clerk of the Board and shall specify the matters to be considered at the meeting. Upon receipt of such call or request, the Clerk, after consultation with the Chairman, shall immediately noti fy each member of the Board, the County Executive, and the County Attorney. The notice shall be in writing and delivered to the person or to his place of residence or business , or if requested by a member of the Board, by electronic mail or facsimile. The notice shall state the time and place of the meeting and shall specify the matters to be considered. No matter not specified in the notice shall be considered at such meeting unless all members are present. The notice may be waived if all members are p resent at the special meeting or if all members sign a waiver for the notice. (Virginia Code § 15.2-1418) The Clerk shall notify the general news media of the time and place of such special meeting and the matters to be considered. D. Order of Business 1. Agenda. The Clerk of the Board shall establish the agenda for all meetings in consultation with the Chairman. The first two items on the agenda for each regular meeting of the Board shall be the Pledge of Allegiance and a m oment for silent meditation. a. At regular meetings of the Board, the order of business shall generally be as follows: 1. Call to Order. 2. Pledge of Allegiance. 3. Moment of Silence. 4. Adoption of Final Agenda. 5. Brief Announcements by Board Members. 6. Recognitions. 7. From the Public: Matters Not Listed for Public Hearing on the Agenda. 8. Consent Agenda. 9. General Business (To include Public Hearings, Presentations, Work Sessions, Appointments, and other Action Items). 10. From the Board: Committee Reports and Matters Not Listed on the Agenda. 11. Adjourn. A Closed Meeting shall be held whenever necessary. Generally, a Closed Meeting will be scheduled at the midpoint of the agenda at day Board meetings and at the end of the agenda prior to adjournment at evening Board meetings. b. The above order of business may be modified by the Clerk of the Board to facilitate the business of the Board. 2. Adoption of Final Agenda. The first order of business for a regular meeting of the Board shall be to adopt a final agenda for that meeting. The Board may modify the order of business as part of the adoption of the final agenda. In addition, any Board member may Draft: June 18, 2014 3 propose to add additional items to the agenda presented by the Clerk for action if notice of that item has been given in writing or by email to all Board members, the Clerk, and the County Executive by 5:00 p.m. two days before the date of the meeting or upon the unanimous consent of all Board members present. Any such item shall be added to the end of the agenda for discussion or action unless a majority of the members of the Board agree to consider the item earlier on the agenda. The final agenda shall be adopted by a majority vote of the members of the Board. No matter for action not included on the final agenda shall be considered at that meeting. 3. Consent Agenda. The “Consent Agenda” shall be used for matters that do not require discussion or comment and are anticipated to the have the unanimous approval of the Board. There shall be no discussion or comment on Consent Agenda matters. Any Board member may remove an item from the Consent Agenda. Any item removed from the Consent shall be moved to a specific time or to the end of the meeting agenda for further discussion or action. A matter requiring only brief c omment or discussion may be considered immediately after the approval of the Consent Agenda. 4. From the Board: Committee Reports and Matters Not Listed on the Agenda. “From the Board: Committee Reports and Matters Not Listed on the Agenda” shall be the last order of business for a regular meeting of the Board unless a majority of the members of the Board agree to consider the item earlier on the agenda. It shall be limited to matters that are not substantial enough to be considered as additional agenda items to be added to the final agenda. Such matters are not matters to be acted upon by the Board at that meeting. Routine committee reports and information updates by Board members shall be presented under this agenda item. 5. Public Comment. The procedures for receiving comment from the public for matters not on the agenda shall be at the discretion of the Board. Unless otherwise decided, individuals will be allowed a three-minute time limit in which to speak during the time set aside on the agenda for “From the Public: Matters Not Listed for Public Hearing on the Agenda”. 6. Zoning Public Hearings. Zoning applications advertised for public hearing shall be on the agenda for public hearing on the advertised date unless the applicant submits a signed written deferral request to the Clerk of the Board no later than noon on Wednesday of the week prior to the scheduled public hearing. The first request for a deferral will be granted administratively by the Clerk. The Board will be notified of the deferr al in the next Board package and the deferral will be announced at the earliest possible Board meeting to alert the public of the deferral. Any request received later than the Wednesday deadline and any subsequent request for a deferral for the same application previously deferred will be granted only at the discretion of the Board by a majority vote. The deferral shall not be granted unless the Board determines that the reason for the deferral justifies the likely inconvenience to the public caused by the deferral. The staff will make every effort to alert the public when a deferral is granted. It is the Board’s preference that a public hearing for a zoning matter should not be advertised until all of the final materials for a zoning application have bee n received by the County and are available for public review. To achieve this preference, applicants should provide final plans, final codes of development, final proffers, and any other documents deemed necessary by the Director of Community Development, to the County no later than two business days prior to the County’s deadline for submitting the public hearing advertisement to the newspaper. Staff will advise applicants of this date by including it in annual schedules for applications and by providing each applicant a minimum of two weeks advance notice of the deadline. If the applicant does not submit the required materials by this date, the public hearing shall not be advertised unless the applicant demonstrates to the satisfaction of the Director of Community Development that good cause exists for the public hearing to be advertised. If not advertised, a new public hearing date will be scheduled. If the public hearing is held without final materials being available for review throughout t he Draft: June 18, 2014 4 advertisement period due to a late submittal of documents, or because substantial revisions or amendments are made to the submitted materials after the public hearing has been advertised, it will be the policy of the Board to either defer action and sch edule a second public hearing that provides this opportunity to the public or to deny the application, unless the Board finds that the deferral would not be in the public interest or not forward the purposes of this policy. Final signed proffers shall be submitted to the County no later than nine calendar days prior to the date of the advertised public hearing. This policy is not intended to prevent changes from being made to proffers resulting from comments received from the public or from Board members at the public hearing. E. Quorum A majority of the members of the Board shall constitute a quorum for any meeting of the Board. If during a meeting less than a majority of the Board remains present, no action can be taken except to adjourn the meeting. If prior to adjournment the quorum is again established, the meeting shall continue. (Virginia Code § 15.2-1415) A majority of the members of the Board present at the time and place established for any regular or special meeting shall constitute a quorum for the purpose of adjourning suc h meeting from day to day or from time to time, but not beyond the time fixed for the next regular meeting. F. Voting Procedures 1. Approval by Motion. Unless otherwise provided, decisions of the Board shall be made by approval of a majority of the members present and voting on a motion properly made by a member and seconded by another member. Any motion that is not seconded shall not be further considered. The vote on the motion shall be by a voice vote. The Clerk shall record the name of each member voting and how he voted on the motion. If any member abstains from voting on any motion, he shall state his abstention. The abstention will be announced by the Chairman and recorded by the Clerk. A tie vote shall defeat the motion voted upon. A tie vote on a motion to approve shall be deemed a denial of the matter being proposed for approval. (Article VII, § 7, Virginia Constitution) 2. Special Voting Requirements. A recorded affirmative vote of a majority of all elected members of the Board shall be required to approve an ordinance or resolution (1) appropriating money exceeding the sum of $500; (2) imposing taxes; or (3) authorizing the borrowing of money. (Virginia Code § 15.2-1428) 3. Public Hearings. The Board shall not decide any matter before the Board requiring a public hearing until the public hearing has been held. The Board may, however, at its discretion, defer or continue the holding of a public hearing or consideration of such matter. The procedures for receiving comment from the applicant and the public for public hearings shall be at the discretion of the Board. Unless otherwise decided, the applicant shall be permitted no more than ten minutes to present its application. Following the applicant’s presentation, any member of the public shall be permitted no more than three minutes to present public comment. Speakers are limited to one appearance at any public hearing. Following the public comments, the applicant shall be permitted no more than five minutes for a rebuttal presentation. 4. Motion to Amend. A motion to amend a motion before the Board, properly seconded, shall be discussed and voted by the Board before any vote is taken on the original motion unless the motion to amend is accepted by both the members making and seconding the original motion. If the motion to amend is approved, the amended motion is then before the Board for its consideration. If the motion to amend is not approved, the original motion is again before the Board for its consideration. 5. Previous Question. Discussion of any motion may be terminated by any member moving the “previous question”. Upon a proper second, the Chairman shall call for a vote on the Draft: June 18, 2014 5 motion of the previous question. If approved by a majority of those voting, the Cha irman shall immediately call for a vote on the original motion under consideration. A motion of the previous question shall not be subject to debate and shall take precedence over any other matter. 6. Motion to Reconsider. Any decision made by the Board may be reconsidered if a motion to reconsider is made at the same meeting or an adjourned meeting held on the same day at which the matter was decided. The motion to reconsider may be made by any member of the Board. Upon a proper second, the motion may be discussed and voted. The effect of the motion to reconsider, if approved, shall be to place the matter for discussion in the exact position it occupied before it was voted upon. 7. Motion to Rescind. Any decision made by the Board, except for zoning map amendments, special use permit decisions, and ordinances, (these exceptions shall only be subject to reconsideration as provided above) may be rescinded by a majority vote of all elected members of the Board. The motion to rescind may be made by any m ember of the Board. Upon a proper second, the motion may be discussed and voted. The effect of the motion to rescind, if approved, is to nullify the previous decision of the Board. Zoning map amendments, special use permit decisions and ordinances may be rescinded or repealed only upon meeting all the legal requirements necessary for taking action on such matters as if it were a new matter before the Board for consideration. G. Amendment of Rules of Procedure These Rules of Procedure may be amended by a majority vote of the Board at the next regular meeting following a regular meeting at which notice of the motion to amend is given. H. Suspension of Rules of Procedure These Rules of Procedure may be suspended by a majority plus one vote of the Board members present and voting. The motion to suspend a rule may be made by any member of the Board. Upon a proper second, the motion may be discussed and voted. The effect of the motion to suspend a rule, if approved, is to make that rule inapplicable to th e matter before the Board. Provided, however, approval of a motion to suspend the rule shall not permit the Board to act in violation of a requirement mandated by the Code of Virginia, the Constitution of Virginia, or any other applicable law. I. Necessary rules of procedure not covered by these Rules of Procedures shall be governed by Robert's Rules of Order Procedure in Small Boards. * * * * * (Adopted 2-15-73; Amended and/or Readopted 9-5-74, 9-18-75; 2-19-76; 1-3-77; 1-4-78; 1-3-79; 1-2-80; 1-7-81; 1-6-82; 1-5-83; 1-3-84; 1-2-85; 1-3-86; 1-7-87; 1-6-88; 1-4-89; 1-2-90; 1-2-91; 1-2-92; 1-6-93; 1-5-94; 1-4-95; 1-3-96; 1-2-97; 1-7-98; 1-6-99; 1-5-2000; 1-3-2001; 1-9-2002; 1-8-2003; 1-7-2004; 1-5- 2005; 1-4-2006; 1-3-2007; 1-9-2008; 1-7-2009; 1-6-2010; 1-5-2011; 1-4-2012; 1-09-2013; 1-8-2014). COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Board of Supervisors Meeting Process Improvements SUBJECT/PROPOSAL/REQUEST: Discussion of ways to improve Board meeting processes STAFF CONTACT(S): Foley, Davis, Jordan PRESENTER (S): Tom Foley LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: No REVIEWED BY: BACKGROUND: Recently Board members brought to staff’s attention their desire to make some changes to improve the efficiency and effectiveness of Board meetings. Some of those changes are in progress, as noted below. STRATEGIC PLAN: Goal 7 - Promote a valued and responsive County workforce that ensures excellent customer service. DISCUSSION: In a continuing effort to improve the efficiency and effectiveness of Board meetings, and based on feedback from Board members, staff worked with the Chair to develop possible process improvements for the Board’s consideration. The following list outlines some of those suggestions, including those that are already in progress:  Establish a set amount of time for public comment at the beginning of the day meeting (i.e., 15-30 minutes) and create a second opportunity for comment in the afternoon at a specified time (i.e., 3:00 p.m.) to allow for a predictable and manageable schedule at the beginning of the meeting while still allowing amble opportunity for public input and comment.  Schedule all action items, including public hearings, as the first items on the agenda, followed by discussion items and then presentations. In progress  Plan a 15 minute break during each morning and afternoon session. During the Comp Plan work sessions, allow a minimum of 45 minutes to one hour break prior to the 5:00 p.m. work session. The Clerk will provide food during the last break. In progress  Establish dedicated work sessions (3:00 – 7:00 p.m.), depending on topics, for all night meetings. In progress  Designate work sessions for Board education, background and discussion, with no expectation for decisions, and carry the decisions to a subsequent meeting to allow adequate time for Board consideration.  Send background information on complex issues out to Board members as far in advance as possible; maybe set up a “background material” folder in the Dropbox. In progress  Establish procedures for consideration of proclamations and recognitions.  Schedule closed meeting at the end of agenda. Staff is looking for Board consensus to continue with those items on the list already in progress and is prepared to move forward to implement any additional items endorsed by a majority of Board members. BUDGET IMPACT: There is no budget impact related to this executive summary. RECOMMENDATIONS: Staff recommends that the Board determine what meeting process changes it wants to implement or continue. If any of those changes require an amendment to the Board’s Rules of Procedure, staff recommends that the Board direct staff to bring back a draft amendm ent of the Board’s Rules of Procedure for the Board to consider so that the Board can formally amend its Rules of Procedure. Return to agenda COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Innovation Fund Update SUBJECT/PROPOSAL/REQUEST: Report on the status of the County’s Innovation Fund STAFF CONTACT(S): Foley, Davis, Catlin, Wyatt PRESENTER (S): Lee Catlin LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: INFORMATION: X CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The Board established the Innovation Fund in the FY 14 budget, dedicating $166,500 in one-time money to support the start-up of organizational initiatives that reduce costs and improve customer service and productivity. The first round of the Innovation Fund is complete with nine projects selected for funding and currently underway. STRATEGIC PLAN: Goal 7 - Promote a valued and responsive County workforce that ensures excellent customer service DISCUSSION: A cross-functional team of County employees came together to create the Innovation Fund program following adoption of the FY 14 Budget, which made funding available. The team stressed a spirit of entrepreneurship in designing the Fund. Program guidelines were developed as outlined below, along with eligibility criteria and an application and review process. The “Inventing Albemarle” Innovation Fund support s projects that: a. yield a return on investment, may be measured in new ideas or relationships as well as new dollars b. support an “innovation culture” in the organization c. reduce operating costs/create capacity by freeing up employee time for more productive work d. increase process efficiency, quality, and services that impact staff and/or customers e. leverage technology, including automating/standardizing routine processes f. improve customer experience – both internal and external g. establish a competitive edge Accountability/Monitoring The applicants of the projects selected for funding were required to 1) provide a cost/benefit analysis, including expected return on investment (ROI)); 2) identify savings and/or avoided costs, as well as a means of measuring accountability and performance; and 3) provide an analysis of how the proposed project fits into the mission, values and strategic plan goals of the County and how it supports the County’s “ONE organization committed to excellence” philosophy. Quarterly progress reports are required for all funded projects to ensure that goals are being met. Round 1 Summary Eighteen applications were submitted for Round 1 of the Innovation Fund. Of those applications, the Team approved nine for funding and determined that four did not meet the criteria, two could be implemented without any funding, and three were of interest but were not ready for funding. Successful applications were submitted by the Police Department (1), the Fire Rescue Department (1), the Human Resources Department (1), the Finance Department (2), the Information Technology Department (2) and the County Executive’s Office (2). The following projects were approved, details on the nine awarded projects are provided in Attachment A.  Comprehensive Payables Strategy - Finance Department  Learning Cart @ COB 5th Street - Information Technology Department  MindMixer – Inspiring Community Engagement in Albemarle County - County Executive’s Office  Mobile Website for www.albemarle.org - County Executive’s Office  Technology Training Available Anytime, Anywhere - Information Technology Department  Be Well Through Innovation - Human Resources Department AGENDA TITLE: Innovation Fund Update July 2, 2014 Page 2  Building Better Officers – Police Mentorship - Police Department  Fire Rescue Consolidated Fueling Stations- Fire Rescue Department  Surplus Property Website - Finance/ Purchasing Department Round 2 of the Innovation Fund program is scheduled to be launched in mid-July. An additional $50,000 in one-time money is included in the FY 15 Budget. BUDGET IMPACT: The FY 14 Budget allocated $166,500 for the Innovation Fund, and approximately $76,000 was awarded during Round 1 of the Innovation Fund. Staff will request that any funding not awarded or spent in FY 14 be reappropriated for use in FY 15. RECOMMENDATIONS: This Executive Summary is for information only and no action is required by the Board. ATTACHMENTS: Attachment A – Innovation Fund Round 1 Summary Return to agenda Innovation Fund Round 1 Comprehensive Payables Strategy Finance Department Objective: To move the County from paper-based to electronic payments for vendors and suppliers Result: This project will provide software and training resources to create an electronic based processing system, saving the County substantial money annually and strengthening the relationship between vendors, suppliers, customers and employees. Learning Cart @ COB 5th Street Information Technology Department Objective: To purchase items necessary to create a mobile training cart – consisting of 10 tablets or ultrathin laptop computers – to allow laptop based learning in COB-5 conference rooms. Result: Using these tablets and laptops, employees at COB-5 can get convenient training on-site without having to travel to COB-McIntire for hands-on technology training, saving employee time and increasing productivity. MindMixer – Inspiring Community Engagement in Albemarle County County Executive’s Office Objective: To purchase software to create an online community engagement platform that will provide meaningful, inclusive citizen involvement in county projects and issues Result: Using MindMixer, Albemarle County will be able to consistently seek feedback, conduct surveys and polls, and encourage dialogue on critical topics in an inclusive and user-friendly method, resulting in more streamlined and robust citizen involvement in critical issues. Mobile Website for www.albemarle.org County Executive’s Office Objective: To procure external website expertise to create a user friendly mobile website for www.albemarle.org Result: A mobile website will make accessing information and interacting with the County easier and more efficient as many more people choose to do business with their mobile devices, resulting in increased citizen convenience and employee productivity. Technology Training Available Anytime, Anywhere Information Technology Department Objective: To provide online training courses for those who are unable to attend in person. Result: Development of a prerecorded online training course library for employees who need technology training (i.e. public safety staff) but aren’t able to attend a particular class, resulting in a better trained and more technologically competent workforce. Be Well Through Innovation Human Resources Department Objective: To provide exercise equipment and educational materials and opportunities that encourage healthier lifestyle choices, a greater sense of engagement, and an opportunity to encourage cross- departmental relationships. Result: By improving existing break rooms and exercise facilities, employees will have improved wellness-oriented, cross departmental gathering places Building Better Officers – Police Mentorship Police Department Objective: To provide training and support to create a Mentor Program for young officers in law enforcement, especially females Result: This program will strengthen relationships between new and experienced police officers, resulting in increased retention rates, enhanced job performance, and improved workforce diversity. Fire Rescue Consolidated Fueling Stations Fire Rescue Department Objective: Provide fuel tanks at select fire rescue stations in the County. Result: Fuel tanks will allow fire rescue stations to take advantage of a lower state contract rate for fuel (rather than paying the price at the pump), which should result in significant savings for the County over time Surplus Property Website Finance/ Purchasing Department Objective: To create a website that would allow county government and schools to preview surplus items before they are sent to the warehouse for public sale. Result: An online resource that catalogues surplus items so that they are more readily available to county entities as a first option rather than purchasing new items, saving money and time. COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Courts Project Public Engagement Process SUBJECT/PROPOSAL/REQUEST: Courts Project Discussion Follow Up STAFF CONTACT(S): Foley, Letteri, Davis, Catlin, Henry PRESENTER (S): Trevor Henry, Lee Catlin LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: No REVIEWED BY: BACKGROUND: On June 4, 2014, the Board held a follow up discussion regarding the April 9 work session with stakeholders from the Court system to discuss the two basic Courts Project options under consideration by the Board (Downtown Renovation/ Expansion and County Courts Complex Concept). The Board provided direction to staff to continue pursuing both options in parallel, including beginning initial steps to assure that necessary progress continues. One of those steps is to conduct a preliminary citizen outreach effort to inform the public about the need for the Court renovation project and to solicit feedback on the two options, as was done for the Court stakeholders, so that the Board has the benefit of a full range of perspectives in determining whether one or both options should remain under consideration. STRATEGIC PLAN: Goal 2 - Provide community facilities that meet existing and future needs DISCUSSION: The court renovation project will involve the investment of approximately $43 - $50 million of County funding over the next seven years, which is the largest capital investment the County is anticipating during this period. The Board has indicated a strong desire to understand the full cost implications and functional impacts associated with the project to ensure a prudent investment which is understood and supported by County taxpayers. This is particularly important given that projections indicate that a tax increase of at least 2 cents on the real estate rate dedicated to the Capital Improvement Program (CIP) will be necessary over the next three years to fund this project. Court stakeholders have had several opportunities to provide feedback on the project, most recently at a work session with the Board on April 9, 2014, and have continued to reaffirm their support of remaining Downtown as the preferred option in order to avoid significant disruptions to Court functions and inefficiencies they believe would occur if any portion of the Courts were to be relocated to the County. The Board has not yet had the opportunity to hear input from other Court users and the general public regarding the court development options. Staff suggests the following actions to provide information to and solicit input from the public for the Board’s consideration:  Set up a web page with information on the project, including a fact sheet and FAQ, with the opportunity to email the Board directly from that page – to be completed by July 30  Add a question to the Engage Albemarle community engagement platform and advertise via Amail, website and social media – to be completed by July 30  Provide materials to support any community meetings/conversations that individual Board members may want to convene – to be ready for use by July 30  Hold a joint meeting of all Community Advisory Committees to provide an overview of the project and an opportunity to provide feedback – to be held in late August/early September  Hold an open information and feedback session for anyone in the public who is interested in attending – to be held in mid-September Staff suggests that these activities be completed in time for staff to present the results to the Board at its October 1 meeting. The County will continue discussions with the City on property acquisition and parking solutions related to the Downtown Renovation/Expansion option. The status of those discussions will also be presented to the Board on October 1st. If the Board directs staff to continue to pursue the County Courts Complex Concept at the October meeting after the engagement process, staff will be prepared to recommend a schedule for interim solutions for the current court operations with key milestones and decision points moving forward. AGENDA TITLE: Courts Project Public Engagement Process July 2, 2014 Page 2 BUDGET IMPACT: The total amount included in the approved CIP plan for the Courts Project is approximately $43 million over a 7- year period and is based on the Downtown Renovation/Expansion option . This estimate does not include any additional costs for parking, which could be as high as $3 million if building structured parking is included. RECOMMENDATIONS: Staff recommends that the Board direct staff to initiate a citizen outreach effort as described above and to continue initial steps to assure that necessary progress continues in advancing both options. Return to agenda Memorandum ______________________________________________________________________________ TO: Members, Board of Supervisors FROM: Travis O. Morris, Senior Deputy Clerk DATE: June 25, 2014 SUBJECT: Boards and Commissions Vacancy and Reappointment List ______________________________________________________________________________ For information only please find attached an updated listing of vacancies for boards and commissions through June 25, 2014. Appointments and reappointments that need to be made at this time are to the Architectural Review Board, Charlottesville-Albemarle Convention and Visitors Bureau (CACVB), Citizens Transportation Advisory Committee, Fiscal Impact Advisory Committee (FIAC), Historic Preservation Committee, Region Ten Community Services Board and Workforce Investment Board. Listed below are the names of individuals who wish to be appointed and reappointed to the respective committees: Architectural Review Board: Peter Welch Charlottesville-Albemarle Convention and Visitors Bureau (CACVB): Rich Baker Citizens Transportation Advisory Committee (CTAC): Richard Wagaman Fiscal Impact Advisory Committee: Reappointment Frank Stoner Historic Preservation Committee: Dennis Dutterer Region Ten Community Services Board: Reappointment Albert LaFave Workforce Investment Board: Reappointments Janet Turner-Giles Amanda Moxham MEMBER TERM EXPIRES NEW TERM EXPIRES WISH TO BE RE-APPOINTED? DISTRICT IF MAGISTERIAL APPOINTMENT ACE Appraisal Review Committee Ross Stevens 12/31/2013 12/31/2014 waiting for response Agricultural & Forestal District Advisory Council Steve Murray 4/17/2012 4/17/2016 No Advertised, No applications recv'd Agricultural & Forestal District Advisory Council Mark Gorlinsky 5/5/2010 4/17/2014 Resigned Agricultural & Forestal District Advisory Council David van Roijen 4/17/2013 4/17/2017 Ineligible Agricultural & Forestal District Advisory Council Robin Mellen 4/17/2013 4/17/2017 Ineligible Architectural Review Board John Quale 11/14/2016 Resigned Advertised, 1 application recv'd Architectural Review Board Following application received: Peter Welch Citizens Transportation Advisory Committee VACANT 4/3/2017 Advertised, 1 application recv'd Citizens Transportation Advisory Committee Following application received: Richard Wagaman Charlottesville Albemarle Convention & Visitors BureauNarash Naran 6/30/2014 6/30/2017 No Advertised, 2 applications recv'd Charlottesville Albemarle Convention & Visitors BureauFollowing application received: Sara Bishop Rich Baker Fiscal Impact Advisory Committee John Gobble 7/8/2014 7/8/2016 Advertised, No applications recv'd Fiscal Impact Advisory Committee David Mitchell 7/8/2014 7/8/2016 Ineligible Fiscal Impact Advisory Committee Frank Stoner 7/8/2014 7/8/2016 Yes Historic Preservation Committee Steven Thompson 6/4/2014 6/4/2017 No Advertised, 1 application recv'd Historic Preservation Committee Amy Durbin 6/4/2015 Resigned Historic Preservation Committee Following application received: Dennis Dutterer Natural Heritage Committee Diana Foster 9/30/2011 9/30/2015 No Advertised, 1 application recv'd Natural Heritage Committee DeMellon Forest 9/30/2012 9/30/2016 No Natural Heritage Committee Christopher Dumler 9/30/2013 Resigned Natural Heritage Committee Brian Morse 9/30/2013 9/30/2017 waiting for response Natural Heritage Committee Following applications received: RD "Peppy" Winchel Pantops Community Advisory Council Rita Krenz 6/30/2013 6/30/2016 No Advertised, No applications recv'd Pantops Community Advisory Council Amy Preddy 6/30/2014 Resigned Region Ten Community Services Board Albert LaFave Jr 6/30/2014 6/30/2017 Yes Workforce Investment Board Janet Turner-Giles 6/30/2014 6/30/2015 Yes Workforce Investment Board Amanda Moxham 6/30/2014 6/30/2017 Yes Revised 06/25/2014 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Public Review Process for County Projects SUBJECT/PROPOSAL/REQUEST: Presentation and background on public review process for County projects STAFF CONTACT(S): Foley, Letteri, Davis, Kamptner, Graham, Cilimberg, Henry PRESENTER (S): Wayne Cilimberg, Trevor Henry LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: INFORMATION: X CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The Board requested staff to provide information regarding the review process for County projects and how it may differ from those of a private developer. Staff from the Office of Facilities Development (OFD) and the Community Development Department (CDD) jointly reviewed the processes and determined that County projects generally mirror the same processes any private entity would be required to follow for public engagement as well as review and approval. STRATEGIC PLAN: Goal 2. Provide community facilities that meet existing and future needs. DISCUSSION: All County Capital Improvement (CIP) projects follow the Site Plan submittal, review and approval process as delineated in Section 32 of the Zoning Ordinance. Depending on the unique requirements of the project (i.e., location and type of project), an Architectural Review Board, Planning Commission and Board of Supervisors review may be required. The site plan process for both County CIP projects and private developer projects is the same. The area where a County CIP project process currently differs slightly from a private developer is that County CIP projects require a Compliance with the Comprehensive Plan Review under Virginia Code § 15.2-2232 (“2232 review”) but do not require rezonings. This 2232 review is unique to public projects and is legislative in nature. The most analogous process for private development is the process for rezonings and special use permits, which also is legislative in nature. Public uses and structures are allowed by right in all zoning districts and, therefore, neither a rezoning nor a special use permit is required for County CIP projects. The 2232 review provides an opportunity for the Planning Commission to hold a public hearing to confirm that a County CIP project’s intended use and location is in substantial accord with the Comprehensive Plan and allows for public input in the review process. The County’s established approach is to develop comprehensive citizen engagement plans for County CIP projects that are determined to have significant public interest and/or impact to adjoining neighbors or the broader community. Based on past practice, however, the more comprehensive citizen engagement process for County CIP projects requiring 2232 review typically has not commenced until the 2232 review is complete. In order to better align County CIP project and private developer processes, staff proposes to treat the 2232 review similar to a rezoning or special use permit application. The County would notify the public and hold a community meeting in advance of the Planning Commission’s 2232 review as part of the formal citizen engagement plan. This formal notification is the only substantive difference between the processes that County CIP projects and private developers’ applications that require a rezoning or special use permit currently follow. Attached is the design to construction lifecycle that County CIP projects follow (Attachment A). Also attached is a workflow document that outlines the general process for legislative reviews such as a rezoning for a private developer and County CIP projects subject to 2232 review (Attachment B). Staff will be prepared to discuss these processes at the July 2, 2014 Board meeting. BUDGET IMPACT: The budget impact of adding a formal notification to the County project process would be minimal. AGENDA TITLE: Public Review Process for County Projects July 2, 2014 Page 2 RECOMMENDATIONS: Staff recommends that the County enhance its current process for review of public projects by establishing a new requirement that formal notification and a community meeting be held prior to The Planning Commissions’ 2232 review as part of the established citizen engagement plan. ATTACHMENTS: A – CIP Project Delivery Process B – Project Development/Review Process Return to agenda Project Initiation Phase Program Development Phase Design Phase Construction Phase Scoping Feasibility CIP Process Define Requirements A/E Procurement Conceptual Design Iteration Schematic Design Iteration Design Development Iteration Construction Documents Iteration Reviews + Approvals Req’d for project (i.e. PC/ARB/BOS) Contractor Procurement Construction Close-out Warranty Period Contract Documents Appropriation Programmer Procurement Programming Initial Site Plan Iteration Final Site Plan Iteration Design Work Final Site Plan Approval If Required Project Development/Review Process ZMAs, SPs and Capital Projects Compliance w/Comp Plan Pre-application Meeting with CDD Exploratory/Information Gathering Meetings; Site Selection; Community Meeting(s) (Optional) Pre-application Meeting Comments from Staff within 10 days Follow-up Meeting with Staff (Optional) Application (3rd Monday of each month – addresses pre-application meeting comments) Application QC’ed for completeness (Staff notifies applicant within 10 days) Additional information submitted (if necessary)/ review begins Pre-app Meeting (Required) 1st staff comments 46 days PC Work Session (optional) Planning Commission public hearing Community meeting (unless deemed unnecessary and waived) Site Plan Process COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Review of Feedback on FY15 Budget Process and Discussion of ideas for Joint Meeting with the School Board SUBJECT/PROPOSAL/REQUEST: Board of Supervisors’ Suggestions on Improvements to the Budget Process STAFF CONTACT(S): Foley, Davis, Letteri, Walker, Allshouse PRESENTER (S): Lori Allshouse LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: INFORMATION: X CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: The County adopted its FY 15 Operating and Capital Budgets on May 7, 2014. In an effort to continuously improve the County’s operations, the Director of the Office of Management and Budget interviewed all Board members after the annual budget process was substantially complete to receive their feedback and suggestions on ways to improve the budget processes in the future. Overall, Board members expressed their appreciation for the work of County staff during the budget development process, and stated that they benefited from the work sessions and appreciated staff answering their questions throughout the process in a timely and thorough manner. Board members also noted that they were pleased with staff support during the town hall meetings. Board members also provided helpful suggestions on ways to improve the County’s budget processes going forward. All Board members expressed a desire to improve coordination between General Government and the School Division. Board members also provided helpful feedback regarding ways to improve the long-range and annual budget development processes. Staff appreciates this feedback, as it will guide staff efforts in drafting the Budget Development schedule and planning for the Five Year Financial Planning process, the FY 16 – FY 21 Capital Improvement Plan process, and the FY 16 annual budget process. STRATEGIC PLAN: Mission: To enhance the well-being and quality of life for all citizens through the provision of the highest level of public service consistent with the prudent use of public funds. The County’s budgeting processes connect County resources to community priorities and Board aspirations. DISCUSSION: Attached is a summary of Board members’ reflections regarding the past budget cycle and suggestions for future budget cycles (Attachment A). Staff is researching and planning improvements to the upcoming budget processes based on this feedback. In the meantime, staff believes the attached summary will be useful for Board members to review prior to their summer work sessions with the School Board. This agenda item was scheduled to allow that discussion by the Board prior to finalizing plans for the joint meeting. Staff will present a Recommended FY 16 Budget Development Calendar to the Board in August, as well as a summary of their planned process improvements. RECOMMENDATIONS: Staff recommends that the Board review the attached summary and provide any additional feedback to staff regarding budget process suggestions. ATTACHMENTS: A - Summary of Board Perspectives and Suggestions on Past Budget Process Return to agenda 1 Summary of FY 15 Budget Development Debrief Discussions with Board members April - June 2014 Overall, what went well during the annual budget process this year? All Board Members stated that they were appreciative of staff’s work during the budget process. Specific items that were noted that went well included the clarity of information provided by County staff, the budget document itself, the work session exchanges, and the quick turnaround that was provided on responses to Board questions. What could be improved? Board members provided thoughtful and constructive ideas for improvements. The topic that all Board members spoke to was the coordination of the School Division budget process. Suggestions include:  The Board of Supervisors and the School Board need to improve their relationship  School Division and General Government staff should improve their teamwork  The Board of Supervisors should receive more understandable school-related budget information  The County and the School Board should hold joint-public hearings before the School Board completes its budget  Improve communication with the public o Early in the process, the County and the School Division should jointly provide information to the public, noting their collaboration efforts, funding formula and approach, budgeting process, etc.  Consider the funding formula o Hold a structured discussion on sustainable funding, including setting expectations for the Capital Program o Re-affirm the funding formula and determine what needs to change, policy-wise, to improve the process o Establish expectations early on as to the level of Board of Supervisors review that will be required for School Division funding requests that may be above the School Division funding amount that is based on the funding formula  Improve the coordination of the School and General Government budget processes: o Make the two budget documents (School Division’s and General Government’s) be formatted to look alike and/or incorporate the School Division budget within the General Government budget document o Consider having the General Government and the School Division approach the budget process in a more similar way (instead of one budget utilizing a needs- based approach and one utilizing a balanced-budget approach) o Ask the School Division to provide a scenario that is balanced and show how that would look if no additional funding is provided 2 o Add a link to the School Division’s Budget from the County’s budget website page o Improve expectations between the School Board and the Board of Supervisors regarding the Capital Improvement Plan (CIP) Suggestions for other improvements include improving the connection of the funding year to year to broader County goals, improve the cultural agency budget review and criteria process for FY 16, and provide additional press releases. It was also suggested that instead of staff going over all information in great detail in the work sessions, Board members should be asked to review the materials prior to the work session and then ask staff questions for clarity. Finally, there were other general areas in which most of the Board members would like to have additional information and improved understanding. These areas include longer-term trend data (10 years), information on revenues, fund accounting, reserve funds, fund balances, more information on the budget needs of departments, and the County’s budgeting processes. How were the presentations? Most Board members thought the Budget presentations were good and well organized. Two Board members mentioned it is important to keep the pace slow enough, don’t rush in the delivery, and to ensure that people speak up. How about the budget material available electronically? Are there areas in which we can improve? Overall, Board members noted that in general the electronic versions of budget material available on-line is good and they had not heard any complaints about individuals not being able to find data electronically. Some suggestions for improvements include putting a link in the budget to key performance indicators, adding a search component for the budget document and as much budget information on-line as possible, and to ensure that the technology used for the live- streaming Board meetings (including the microphones) works well. Regarding the five Budget work sessions, what went well from your perspective? What could be improved? Regarding the Budget Work Sessions, Board members felt that overall they went well. Individual Board member’s comments and suggestions include:  We can’t have too many work sessions when it comes to the budget process  Meetings should be shorter  It would be beneficial if some of the work sessions could be held in the evening.  Emphasize the tie of strategic planning and visioning to the Five Year Financial Plan and to the annual budget.  It would be helpful for the Board to hear more details about the real issues and budgetary challenges facing each department during the work sessions in future years. 3 Please provide feedback regarding the follow up information provided to address Board questions that are sent to Board members by e-mail during the Budget process. Board members reported that the Work Session follow up e-mail responses were timely, thorough, understandable, and effective. One Board member noted that it is important that both Schools and General Government have the same technology system in place so that all e-mails move through the system. The budget process schedule was created to meet legal timelines/requirements, to support our process, to best serve Board needs, and to ensure that we did not schedule the public hearings during the School Division’s spring break. What aspects of the schedule and timeline should be improved from your perspective? Some Board members thought that the schedule was satisfactory. Others felt that staff should involve Board members earlier in the planning stages and should relook at the schedule moving forward. There were a number of suggestions in this regard. Two Board members suggested we start the process earlier. One suggested that the County have three public hearings, one for General Government, one for Schools and one for the entire budget. Another suggestion was that the County may need to add an additional work session into the schedule and that staff consider whether the joint work session with the School Board on compensation and benefits is being held too early in the process. One Board member thought it would be good to adjust the timing so that advertising the tax rate and finalizing the budget are more closely aligned. Do you have any suggestions as to ways staff can assist citizens to better understand the budget? Did citizens have ample opportunity to be involved in the process? Board members had several suggestions regarding citizen involvement and understanding of the budget process. Suggestions include that the County utilize A-Mail more during the budget process, include a larger link to the Budget on the front page of the website and place it higher up on the page, provide fact sheets that includes additional narrative, conduct more meetings in the evenings, and find ways to stress how policy decisions impact the budget. Regarding the Capital Improvement Plan (CIP)-related materials, the CIP-review process, and the CIP presentation/work session, what went well? Are there areas you would like to see improved? Three Board members thought the process went well. All Board members provided some recommendations moving forward. These recommendations include providing the Board with a better understanding of where we are going regarding our capital plan, identifying clear goals (including the number of projects and dollar amounts and where we are in relationship to the goals), and providing additional information on the County’s borrowing philosophy, cash flow 4 analysis, reserves, and debt service. Other recommendations include involving the Board earlier in the process and providing minutes of the CIP Oversight Committee meetings to the Board. Another suggestion was to set clearer expectations regarding the CIP with the School Board early in the process. Agency requests were reviewed by different processes. What went well with these processes, and what could be improved? Three Board members felt that the Board should review the County’s agency funding categories, the priority criteria, and the methodology prior to the budget process so that the Board fully understands it and to ensure that the criteria ties with the strategic direction of the County. Regarding the Agency Budget Review Team (ABRT) process, overall, Board members believe it is a well-served process. Some ideas were raised for consideration, such as potentially looking at the makeup of the ABRT to consider reducing the number of agency recipients who serve on the review team, and possibly considering setting a limit on the ABRT funding level. Most Board members agree that cultural agencies should be reviewed in a separate process from the ABRT. They also agreed that additional improvements need to be made to the current cultural agency review process. Individual Board member suggestions include having the Board set the requirements and criteria in advance, consider an outside entity to make cultural agency funding recommendations, and consider capping the funding available to the Charlottesville Albemarle Convention and Visitors Bureau (CACVB). One Board member suggested that the County display an agency funding summary in a separate area of the budget document for additional understanding and transparency. This year, Board members held multiple town hall meetings about the budget. What worked well for you? What could be improved? Board members stated that these went well and that staff did well in providing support to the Board. One Board member suggested that staff graphs of trends per capita be used by Board members at the meetings. Another suggested that the town hall meetings should be less focused on presentations and materials, and focused more on encouraging dialogue from citizens. Our next major process will be the long-range financial plan process (the “Five Year Financial Plan”) that we conduct in the fall. What would be most beneficial for you in regards to long-range financial planning? Board members believe the five year financial planning process is a good process for the County. Board members stated that it would be helpful if the School Division not only provided its needs- based budget projections, but also that they demonstrate a scenario as to what would be required to be reduced in their budgets if additional funding is not provided. Other suggestions include a potential roundtable with the public to let them review the numbers and the program and service inventory. 5 Do you have any other general comments/suggestions you would like to make? Board members provided a number of general comments and suggestions. Two Board members mentioned they thought it was good that the County has a Program and Service Inventory and that staff should continue to emphasize that they conduct and update this inventory each year. Others provided the following individual suggestions and comments:  When we hire an Economic Development Director, the County should make sure we provide background information on long-range trends regarding lodging, meals tax, sales tax, etc.  Could the Comprehensive Plan include financial planning?  In off season, it would be useful for the Board to obtain a better understanding of the contractual arrangements with agencies.  When providing spreadsheets, please point out the highs and lows and explain significant differences.  Continue to make sure that the staff members who have the most understanding of specific programs or departments are in the room during Work Sessions and meetings to support the process. Consider even setting up a table in the room for them to sit at.  Explore to determine if there are funding formula models that tie revenues with real estate changes. COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Virginia Pre-School Initiative “Bright Stars” Graduate Report SUBJECT/PROPOSAL/REQUEST: Presentation of FY 14 Bright Stars Graduate Report STAFF CONTACT(S): Foley, Walker, Davis, Ralston, Freeman, McAndrew PRESENTER (S): Ann McAndrew, Bright Stars Program Coordinator LEGAL REVIEW: Yes AGENDA DATE: July 2, 2014 ACTION: INFORMATION: X CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: No REVIEWED BY: BACKGROUND: Following are excerpts from the “Pre-School Business Plan” prepared by Roxanne White in March 2013 for the Department of Social Services to provide background on the value of quality pre-schools. “Once upon a time, in an era far, faraway, children went to kindergarten to prepare for first grade. Kindergarten was their first school experience, their prep for elementary school. Now, children need to go to pre-school to prepare for kindergarten. “It’s an unfortunate fact that about one in five children in Virginia start kindergarten without the necessary skill-set required for this structured learning environment.” Scott Hippert, President of the Virginia Early Childhood Foundation” 1 This is not new information, but it is critically important. It is now an accepted fact across the country that pre-school programs are a prerequisite for improved educational levels, as well as a strong and competitive workforce to sustain the economic vitality of our communities. The National Chamber of Commerce launched through its Institute for a Competitive Workforce (ICW) a strong emphasis throughout the country on early education. “ICW firmly believes that investments in high-quality early learning programs for children from birth to age five yield high returns. In fact, research shows that for every dollar invested today, savings range from $2.50 to as much as $17 in the years ahead.” 2 The growing emphasis on early education is based, not only on documented results, but on scientific brain research. New research shows that the first five years are the most important and most critical in a child’s learning life and that neurologically when that opportunity for learning is missed, the child will not be able to catch up, regardless of how many remedial programs are offered. The second insight is that early learning and pre-school have the largest per-child impact on disadvantaged children. “In their first five years of life, children are forming important neurological connections—“strengthening” their brains“. Quality early education for at-risk children can produce an annual rate of return as high as sixteen percent—higher than most stock portfolios,” said Art Rolnick, senior vice president of the Federal Reserve Bank of Minneapolis, quoted by the Pew Center on the States.3 “Longitudinal research on low-income children in high-quality pre–K programs also indicates that these children, compared with their peers who did not participate, exhibit stronger early reading and math skills and show significant gains in social and emotional skills, reduced grade retention, reduced placement in special education, increased likelihood of being in school at age 21, and increased likelihood of attending a four-year university”.4 Other controlled studies have shown fewer overall arrests and fewer drug-related arrests, higher monthly earnings, greater home ownership, less use of welfare assistance, and fewer births out of wedlock. 1Hippert, Scott. President, Virginia Early Childhood Foundation. News Release, Daily Progress, August 30, 2011 2 Why Business Should Support Early Childhood Education. Institute for a Competitive Workforce (ICW), U.S. Chamber of Commerce, 2010. P8. Available at www.uschamber.com/icw 3 Ibid 4 Ibid.,p.11 AGENDA TITLE: Virginia Pre-School Initiative “Bright Stars” Graduate Report July 2, 2014 Page 2 Studies show that “Interventions later in life, including job training, adult literacy, prisoner rehabilitation, and education programs for disadvantaged adults (although beneficial), yield low economic returns compared to early interventions, such as pre–K programs. The performance of children benefiting from early interventions is better than that of children who benefited from later interventions, according to multiple studies.”555 5555 Difficult fiscal times would suggest that both public and private dollars should be invested in the most efficient and effective methods to achieve a highly educated workforce, and research has shown that investing dollars in early education has a better cost benefit than remedial training programs. Cost-Benefit Analyses: Early Childhood Education Offers One of Highest Returns of Any Public Investment – $1 - $16 for every dollar spent saves government spending on K-12 education, public assistance, criminal justice system and increases tax revenues as a result of higher earnings. 6 The Commonwealth of Virginia began the Pre-school Initiative Program (VPI) twenty years ago, citing the multitude of reasons for Virginia to invest resources in pre-school programs. Albemarle County leveraged these state funds to implement its own 4-year old pre-school program known as Bright Stars, which has grown to ten classrooms in eight elementary schools and has shown positive learning results for the children and their families who have gone through the comprehensive 4-year old program. A unique element of the Bright Stars program is the ongoing support provided to the children and their families throughout the elementary and middle school years when needed. Over the past five years, the County has leveraged additional resources to increase pre-school opportunities and family support by braiding and blending funding streams and in-kind match opportunities with Title 1, Special Education Pre-school, VPI, local government, schools and Social Services programs and funding. STRATEGIC PLAN: The Bright Stars pre-school program aligns with the County Strategic plan through: Goal 1: Provide excellent educational opportunities to all Albemarle County residents a. Increase the availability and quality of pre-kindergarten learning opportunities and adult workforce development opportunities. b. Improve coordination to support goals shared between the School Division’s Strategic Plan for K-12 Education and the County’s overall Strategic Plan. The program aligns with the Albemarle County Schools Strategic Plan through: Goal: All Albemarle County Public Schools students will graduate having actively mastered the lifelong-learning skills they need to succeed as 21st century learners, workers and citizens. Objective 3 – We Will Improve Opportunity and 3.1. Prepare all students for successful transition to the next grade in their PK-12 experience; and 3.2 Implement a robust, Division-wide PK-12 World Languages Program And the program aligns with the Department of Social Service Strategic Plan7 through: Goal 2: Develop and implement prevention and early intervention strategies focused on the zero thru middle school aged population.8 Goal 1: Enhance services to targeted neighborhoods in collaboration with community partners9 5Ibid., Appendix B, p.36 6 Ibid, p.9 7 2014-2016 Plan in development. 8 2009 Plan 9 2013 Plan AGENDA TITLE: Virginia Pre-School Initiative “Bright Stars” Graduate Report July 2, 2014 Page 3 DISCUSSION: Beginning in 1994, the Bright Stars Program, a collaborative program of Local Government, the School Division and Social Services, has been the primary source of comprehensive pre-school services for Albemarle County residents. Coupled with the Monticello Area Community Action Agency Head Start Program as well as the ACPS Title One and Special Education Pre-school programs, public pre-school programs have served a large number of students who are at risk of poor outcomes. The presentation today highlights some of the achievements of the students served in the Bright Stars classrooms in 2000 who went on to graduate from Albemarle County Public Schools in 2014. While a quality pre-school program is a critical determining factor for success, we know it is not the only factor that positively impacts a child. A strong educational system, support systems for good parenting and role modeling, economic vitality and the commitment of government, civil society and businesses all contribute to the final outcome. Today’s presentation highlights how a strong start coupled with other positive influences in a child’s life can make a difference. BUDGET IMPACT: This report is for information only and has no budget impact. RECOMMENDATIONS: Staff recommends that the Board accept the FY2014 Department of Social Services Bright Stars Graduate Report. Return to agenda Board-to-Board July, 2014 A monthly report from the Albemarle County School Board to the Albemarle County Board of Supervisors Graduation—There were 968 students who graduated from the division’s four high schools this year. More than 600 graduates, or some 63 percent, received Advanced Studies diplomas, which was eight percentage points better than the statewide average. More than eight out of ten students reported they will be attending either a four-year (62 percent) or two-year (20 percent) college this fall. Summer Programs for Students —Summer School began this past week at Albemarle High School for 160 high school students. Two courses, in personal finance and in health, are being offered online. This week, programs began in two middle schools and one elementary school. Next month, summer programs will be conducted in 11 more elementary schools and all five middle schools. The division also is offering four academy programs for students, focused on computer programming, fine arts, leadership and the nationally-recognized math academy for African American middle school boys. Sutherland Principal Retirement—Sutherland Middle Sc hool principal Dave Rogers retired after serving 43 years in public education. Mr. Rogers joined Albemarle County Public Schools in 2000 as Murray Elementary School’s principal and became principal of Jouett Middle School in 2003. He moved to Sutherland three years later. In 2011, Sutherland received the Governor’s Award for Educational Excellence, and this past year, Sutherland was honored with a Distinguished Achievement Award by the Virginia Board of Education. Under Mr. Rogers’ leadership, SOL test scores by Sutherland students were among the highest in the state and the school is one of three in the country that is a partner with the Smithsonian Museum. An online community survey is underway as part of the search process for a successor. Move to Digital Communication—Beginning next school year, the division will begin moving much of its information for parents online, eliminating much of its use of paper reports. It is estimated the change will generate up to $100,000 in cost savings. Parents and students will have daily access to cla ss and teacher assignments, bus routes, student meal accounts, attendance, course requests from parents and students, course schedules and syllabi, interim and quarterly progress reports and teacher recommendations . Families will have the option to opt out of the electronic information system and continue to receive information in paper form. Destination Imagination Global Competition—Two school division teams placed within the top five teams in the world in last month’s Destination Imagination Global Competition . The competition was held at the University of Tennessee. Teams from Albemarle High School and Brownsville Elementary School were fifth in their categories. Overall, eight teams from the county qualified for the global competition as the result of their performance in the state tournament. In addition to Albemarle High and Brownsville, other teams were from Cale, Woodbrook, Burley, Walton, and Henley. More than 1,700 teams from 42 states and 14 foreign countries competed in the worldwide event. Organized in 1982, Destination Imagination is a non-profit, volunteer-led organization that conducts state and global competitions each year around program themes that align with national education and STEM (Science, Technology, Engineering, Math) standards. This year’s themes tested student knowledge, research, and presentation skills in eight challenge categories—technical, scientific, fine arts, improvisational, structural, service learning, early learning, and instant challenge. QuickStart Tennis at Crozet Elementary School-- QuickStart Tennis, a nonprofit organization that provides equipment and tennis courts to schools in Central Virginia to support physical fitness, is constructing three child - sized tennis courts at Crozet Elementary School this summer . The courts will be available for community use and maintained by the county’s Parks and Recreation Department. End of Safe Schools/Healthy Students Project—The Safe Schools/H ealthy Students federally-funded program, a five -year collaboration with the City of Charlottesville school division and community organizations, will end on June 30. The grant supported profess ional development, student assistance counselors, programs to improve school climate for students, staff, and families and tools to measure progress such as an annual division-wide student survey. Over the past five years, the survey documented significant progress in reducing the number of reported incidents in bullying, in student satisfaction with school and in declining use of illegal substances. The school division will be continuing many of the Safe Schools/Healthy Students initiatives, including classroom programs and the student survey. Curriculum and Assessment Institute—More than 250 educators, administrators, and staff members from a cross the division participated in this year’s Curriculum and Assess ment Institute (CAI) at Sutherland Middle School. Participants focus on evaluating locally developed assessments that measure how well the division is promoting the acquisition of lifelong -learning standards by students. These standards, such as critical thinking and problem solving, deliver a much deeper picture of student learning than standardized tests. This year the General Assembly passed reforms to the state accountability system which will include the use of locally developed performance tasks such as those piloted in the division. School Board website: www.k12albemarle.org BOS – CPA 2013-01 Page 1 of 3 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: CPA-2013-01 Comprehensive Plan Update/Amendment SUBJECT/PROPOSAL/REQUEST: Historic, Cultural, and Scenic Resources and Economic Development STAFF CONTACT(S): Cilimberg, Echols PRESENTER (S): Elaine Echols LEGAL REVIEW: No AGENDA DATE: July 2, 2014 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: No REVIEWED BY: BACKGROUND: The Planning Commission’s recommended Comprehensive Plan has been provided in the draft dated January 23, 2014 and previously provided to the Board of Supervisors. The Comprehensive Plan may be found online here: http://www.albemarle.org/upload/images/Forms_Center/Departments/Community_Development/Forms/Comp_Plan_2013/ Comp_Plan_Round_3/Table_of_Contents_Final_1-23-14.pdf. Recommendations regarding focused topics and information since the Commission’s actions have also been identified for the Board’s consideration. This work session is the fifth in the series of detailed Comprehensive Plan chapter reviews based on the Board’s agreed upon review schedule which can be found here: http://www.albemarle.org/department.asp?department=cdd&relpage=17151 The Board’s direction to date has been recorded in Action Memos from Board meetings at which the topic was discussed. STRATEGIC PLAN: Mission: To enhance the well-being and quality of life for all citizens through the provision of the highest level of public service consistent with the prudent use of public funds. DISCUSSION: At this worksession, the Board will review Chapter 5: Historic, Cultural, and Scenic Resources and Chapter 6: Economic Development. Background information on Historic, Cultural, and Scenic Resources was originally provided for the June 4, 2011 work session. This Chapter may be found here: http://www.albemarle.org/upload/images/Forms_Center/Departments/Community_Development/Forms/Comp_Plan_2 013/Comp_Plan_Round_3/05_Chapter_Hist_Cultural_Scenic_final_1-23-14.pdf The Historic, Cultural, and Scenic Resources chapter provides information on:  the definition of a historic resource (page 5.3)  the location of historic landmarks and districts in Albemarle County that are listed in the National Register of Historic Places (page 5.5) In addition, the chapter identifies the importance of:  identification and recognition of important historic resources (pages 5.7 – 5.8)  pursuing additional protection measures (pages 5.8 – 5.9)  providing educational programs about historic resource preservation (pages 5.9 – 5.10)  promoting regional cooperation in preserving and promoting the overall community’s historic resources (pages 5.10 – 5.11) AGENDA TITLE: CPA-2013-01 Comprehensive Plan Update/Amendment July 2, 2014 BOS – CPA 2013-01 Page 2 of 3  enhancing scenic resources for residents and visitors (pages 5.11 – 5.13)  maintaining the visual quality of the County’s roadways (pages 5.13 – 5.14)  maintaining the visual integrity of the Entrance Corridors (pages 5.14 – 5.18)  protecting the scenic quality of the County’s streams (pages 5.18 0 5.19)  preserving important views for tourism and recreation (pages 5.19 – 5.20)  protecting the dark sky (pages 5.20 – 5.21) The Goals, Objectives, Strategies, Implementation Priorities, Measures of Success, and list of Appendices and Reference Documents for Historic, Cultural and Scenic Resources are found in Attachment A. The Appendix, found here http://www.albemarle.org/upload/images/forms_center/departments/community_development/forms/ARB_Application s/Historic_Preservation_Plan.pdf contains the current Historic Preservation Plan adopted in 2000. Much of the detail needed to implement the different strategies for historic preservation is part of that Plan. A table comparing the existing and recommended Comprehensive Plan regarding Historic, Cultural, and Scenic Resources is provided as Attachment B. Only one topic has been identified by staff for particular focus – the Monticello Viewshed (see page 5.11). The Planning Commission spent considerable time on this recommendation and it represents a change from existing policy. Staff comment: The Commission reviewed the existing Comprehensive Plan recommendations for the Monticello Viewshed, recommendations from the Historic Preservation Committee, specific requests from the Thomas Jefferson Foundation (TJF), and comments from several groups in the community. Attachment C provides information on the TJF request and the Commission’s discussion and response. Since the material was prepared for the June 4th work session, other issues have been raised by the public which are provided with staff comments in Attachment C. Chapter 6 Economic Development may be found on-line here: http://www.albemarle.org/upload/images/Forms_Center/Departments/Community_Development/Forms/Comp_Plan_2 013/Comp_Plan_Round_3/06_Chapter_Economic_Development_final_1-23-14.pdf This Chapter provides information on the importance of:  economic development activities occurring in conjunction with the C ounty’s growth management policy and other Plan goals (pages 6.5 – 6.6)  having a diversity of jobs (pages 6.6 – 6.8)  ensuring sufficient land area exists for economic growth (page 6.9)  recognizing the County’s place in the region (pages 6.9 – 6.10)  increasing support for local business, entrepreneurs, and start-ups (pages 6.10 – 6.12)  increasing local workforce development opportunities (page 6.12) The Goals, Objectives, Strategies, Appendices and Reference Documents, Implementation Priorities, and Measures of Success for Economic Development are found in Attachment D. The Target Industry Study which was completed in 2012 for the Central Virginia Partnership for Economic Development that was endorsed by the Board of Supervisors may be found here: http://www.centralvirginia.org/images/uploads/Target_Markets_Report.pdf A table comparing the existing and recommended Comprehensive Plan regarding Historic, Cultural, and Scenic Resources is provided as Attachment E. No Economic Development issues were identified for Board discussion and, AGENDA TITLE: CPA-2013-01 Comprehensive Plan Update/Amendment July 2, 2014 BOS – CPA 2013-01 Page 3 of 3 by and large, the Economic Development Chapter is an enhanced version of the existing economic development policy. The final draft of the Plan should acknowledge the replacement of the Board’s Economic Vitality Action Plan with its most recent strategic plan initiatives and its recent decision to create an Economic Development office. BUDGET IMPACT: Recommendations in the Comprehensive Plan Draft include recommendations for future capital improvements and operations. RECOMMENDATIONS: The Board is asked to identify any substantive changes to the recommendations herein presented and concur on those changes, focusing on content rather than wordsmithing. Staff will then make any necessary changes and bring them back to the Board for its approval prior to its public hearing. ATTACHMENTS: Attachment A: Goals, Objectives, Strategies, Priorities, and Indicators of Progress, Appendices, and Reference Documents for Historic, Cultural and Scenic Resources Attachment B: Comparison of Goal, Objectives, and Strategies for Historic, Cultural, and Scenic Resources Attachment C: Additional Issues for Consideration for Historic, Cultural, and Scenic Resources Attachment D: Goals, Objectives, Strategies, Priorities, and Indicators of Progress, Appendices, and Reference Documents for Economic Development Attachment E: Comparison of Goal, Objectives, and Strategies for Economic Development Return to agenda Vision Attachment A BOS 7-2-14 Page 1 of 4 ATTACHMENT A Historic, Cultural,and Scenic Resources Goals, Objectives, Strategies, Appendices, Reference Documents, Priorities, and Indicators of Progress GOAL: Albemarle’s historic, cultural, and scenic resources will be preserved. Attractive entrance corridors will welcome visitors and residents to and within the County. Objective 1: Continue to identify and recognize the value of buildings, structures, landscapes, sites and districts which have historical, architectural, archaeological or cultural significance. *Strategy 1a: Maintain a permanent Historic Preservation Committee and re-establish the full- time Historic Preservation Planner position to assist in implementation of the Preservation Plan. Strategy 1b: Compile and maintain a current and comprehensive information base on Albemarle County’s prehistoric, historic, and cultural resources for use by all County departments and the public. *Strategy 1c: Document as fully as possible all historic resources prior to demolition and retain historic records. Complete documentation with the assistance of County staff, the Historic Preservation Committee, local preservation groups, applicants and property owners. Objective 2: Pursue additional protection measures and incentives to preserve Albemarle’s historic and archaeological resources in order to foster pride in the County and maintain the County’s character. *Strategy 2a: Encourage landowners to pursue voluntary methods of preservation and conservation, including requesting landmark and district designations, conservation easements, and tax and other financial incentive programs, as outlined in the adopted 2000 Historic Preservation Plan and its updates. Pursue historic district designations in cooperation with the surrounding neighborhoods and in partnership with the City of Charlottesville, where applicable. *Strategy 2b: Consider adopting regulatory measures for preservation and conservation such as those outlined in the adopted 2000 Historic Preservation Plan and its updates. Strategy 2c: Continue to practice good stewardship of the historic resources under County control by using recognized practices for the preservation of historic resources. Objective 3: Provide educational programs in the community about historic resources and preservation. Strategy 3a: Develop and engage in heritage education programs that foster community pride, good citizenship, a strong school curriculum, and stewardship of the County’s historic resources. Attachment A BOS 7-2-14 Page 2 of 4 *Strategy 3b: Use a variety of tools (brochures, video, workshops, lectures, the internet, oral histories, a comprehensive database) to educate and provide guidance to County residents, property owners, County boards and committees, and County staff about the County’s historic resources and its preservation policies. *Strategy 3c: Partner with the City of Charlottesville to prepare and maintain coordinated information on requirements, responsibilities and support programs for historic resources that are designated, eligible to be designated, or otherwise historically significant to the community. Objective 4: Promote regional cooperation in preservation and conservation efforts, including the promotion of heritage tourism. *Strategy 4a: Create and strengthen partnerships among all interest groups, including but not limited to the City of Charlottesville, the University of Virginia, County and State officials, nearby Counties, local businesses, historic sites (like Ashlawn-Highland and Monticello) and community organizations to collaborate on and forward the cause of historic preservation and to promote heritage tourism throughout the County and the region. *Strategy 4b: Prepare and maintain a single map of formally designated City and County historic resources and make it available as a layer on both City and County data systems. *Strategy 4c: Provide information on Monticello vistas as a layer in the County’s Geographic Information Service (GIS) application, which is provided at the County website. Objective 5: Continue to protect and enhance scenic resources for residents and tourists. *Strategy 5a: Continue to promote voluntary measures of protection for scenic resources. *Strategy 5b: Support enabling legislation for Albemarle County to provide for a scenic protection and tourist enhancement overlay district. *Strategy 5c: Work with the City of Charlottesville, the University of Virginia, and other regional bodies to more consistently enhance the visual quality and multi-modal experiences along scenic corridors. Focus on Entrance Corridors, shared boundaries, the creation of distinctive destinations, urban area walkability, and consistent signage. Objective 6: Maintain or improve the visual quality of all of Albemarle’s roadways. *Strategy 6a: Pursue additional scenic road designations to promote tourism and to maintain the visual quality of the County’s scenic roads. *Strategy 6b: Take an active role in the design of Virginia Department of Transportation road improvements and bridges on scenic roads. Attachment A BOS 7-2-14 Page 3 of 4 Objective 7: Maintain the visual integrity of Albemarle’s Entrance Corridors. *Strategy 7a: Taking into consideration the former Scenic Highway regulations, review the EC guidelines for effectiveness in protecting the integrity of exceptionally scenic EC road corridors, such as Route 250 East, Route 250 West, and Route 22/231. Strategy 7b: Continue to use the Entrance Corridor design guidelines to help maintain the integrity of Entrance Corridors in Albemarle County. *Strategy 7c: Update EC Design Guidelines to better reflect expectations of the Neighborhood Model for the Development Areas, including but not limited to recommendations on ways to provide for relegated parking without buildings turning their backs to the Entrance Corridor, and on coordinating landscaping requirements with utility corridors. *Strategy 7d: Develop corridor-specific guidelines for all Entrance Corridors to reflect the unique character of each corridor. *Strategy 7e: Use recommendations from Development Area Master Plans for frontage treatments of ECs to guide decision-making. *Strategy 7f: Consider additional EC designations as appropriate, or as road classifications change, for roads such as the John Warner Parkway, Route 614 (Sugar Hollow Road), Route 692/712 (Plank Road), and Route 810 (Brown’s Gap Turnpike). Objective 8: Protect the scenic quality of Albemarle’s streams. *Strategy 8a: Pursue Virginia Scenic River designations for rivers meeting State criteria. *Strategy 8b: Review the effectiveness of County Scenic Streams regulations and update them for consistency with the Water Protection Ordinance. Objective 9: Preserve important views as they relate to tourism and recreational assets. *Strategy 9a: Study ways to protect scenic views of and from the Blue Ridge Mountains (Appalachian Trail and Skyline Drive), US Route 250, and Shenandoah National Park. Objective 10: Protect the dark sky of Albemarle County as one of the many natural, scenic, scientific and cultural resources, for the benefit of residents, visitors, and the larger scientific community. *Strategy 10a: Continue to pursue measures to reduce light pollution in the County caused by uplighting, excessive lighting, glare, light trespass, and inconsistent light, including but not limited to the development of guidelines to address these issues for street lights in the Development Areas. Such guidelines should focus on providing a safe and secure pedestrian environment. Strategy 10b: Protect the McCormick and Fan Mountain Observatories through Dark Sky initiatives in the interest of scientific research, public education, and future economic development opportunities. Attachment A BOS 7-2-14 Page 4 of 4 *Strategy 10c: In cooperation with the University of Virginia and other interested parties, develop a community-based educational program on the value of the Dark Sky and on technical lighting topics. Target individuals in the building materials, electrical contracting, design, construction, and associated industries, as well as individual homeowners. *Strategy 10d: Take a leadership role in protecting the Dark Skies by designing lighting in public building projects, including playing fields and parking lots, to serve as models of appropriate and efficient lighting; by adopting a resolution asking power companies to cease promotion of unshielded and inefficient outdoor lighting; and by exploring the feasibility of participating in the Environmental Protection Agency’s Green Lights Program to promote energy efficiency in building design and maintenance. Priorities identified in Chapter 13 are indicated with * Indicators of Progress: 1. Increase in state and national register designations for historic properties. 2. Reduction in the number of historic structures that are demolished annually. Appendices Historic Resources Plan Reference Documents There are no reference documents associated with this Chapter. Attachment B BOS 7-2-14 Page 1 of 10 Comparison of Goals, Objectives and Strategies, and other Key Information Chapter 5 Historic, Cultural, and Scenic Resources January 23, 2014 Draft The goal, objectives, and strategies for the Proposed 2013 Plan are shown on the right in this table. Goals, objectives, and strategies shown on the left are taken from different sections of the existing Comprehensive Plan. The source of information from the existing Plan is shown by existing goal, objective, or strategy number or by page number in the existing Plan. Existing Comprehensive Plan Adopted March 3, 1999, as part of Chapter 2 - Natural Resources and Cultural Assets) Historic Preservation Plan (HPP) Adopted as part of Comprehensive Plan (under separate cover) September 6, 2000 Amended September 6, 2001 CPA 00-04 Proposed Comprehensive Plan Update Recommended by the Planning Commission to the Board of Supervisors July 30, 3013 GOAL: Protect the County’s natural, scenic, and historic resources in the Rural Areas and Development Areas. (HPP Page 1) GOAL: Protect the County’s historic and cultural resources (Page 155) GOAL: Albemarle’s historic, cultural, and scenic resources will be preserved. Attractive entrance corridors will welcome visitors and residents to and within the County. (Page 5.1) OBJECTIVE: Continue to identify and recognize the value of buildings, structures, landscapes, sites and districts which have historical, architectural, archaeological or cultural significance. (Page 155, also HPP Page 1) Objective 1: Continue to identify and recognize the value of buildings, structures, landscapes, sites, and districts which have historical, architectural, archaeological or cultural significance. (Page 5.7) Strategy: Create a permanent Historic Preservation Committee to provide assistance and advice concerning the County’s historic preservation program. (HPP Page 1) Strategy for Preservation Plan Implementation: Create a full time Review Board staff position to assist in implementation of the Preservation Plan. (HPP Page 3) Strategy1a: Maintain a permanent Historic Preservation Committee and re-establish the full-time Historic Preservation Planner position to assist in implementation of the Preservation Plan. (Page 5.7) Strategy: Make all Virginia Department of Historic Resources historic survey inventory data on Albemarle County resources accessible at the County Office Building, either by maintaining paper copies or by providing access to VDHR's Integrated Preservation Software (IPS) database. (HPP Page 3) Strategy1b: Compile and maintain a current and comprehensive information base on Albemarle County’s prehistoric, historic and cultural resources for use by all County departments and the public. (Page 5.7) Attachment B BOS 7-2-14 Page 2 of 10 Strategy: Compile and maintain a current and comprehensive information base for Albemarle County’s historic resources. Implement a system using the County computers and existing computer programs (to the greatest extent possible) to facilitate identification of historic properties by all County departments. Identify all sites by tax map and parcel number. (HPP Page 3) Strategy: Provide for the identification of historic resources and the integration of pertinent historic resource information in the County’s GIS system, which is currently being implemented. Maintain archivally stable photographic records of the County’s historic and archaeological resources. Utilize the digital photographic records produced by other County departments for reference on historic and archaeological resources. (HPP Page 3) Strategy: Until an ordinance is adopted which requires documentation of proposed demolitions, all historic resources to be demolished should be first documented by County staff as fully as possible. (HPP Page 3) Strategy1c: Document as fully as possible all historic resources prior to demolition and retain historic records. Complete documentation with the assistance of County staff, the Historic Preservation Committee, local preservation groups, applicants and property owners. (Page 5.8) OBJECTIVE: Pursue additional protection measures and incentives to preserve Albemarle’s historic and archaeological resources in order to foster pride in the County and maintain the County’s character. (Page 155, also HPP Page 1) Objective 2: Pursue additional protection measures and incentives to preserve Albemarle’s historic and archaeological resources in order to foster pride in the County and maintain the County’s character. (Page 5.8) Strategy: Promote voluntary measures and techniques such as historic and conservation easements which serve to protect historic resources and their settings. (Page 162) Strategy: Encourage owners of historic properties to seek designation on the Virginia and National registers, thereby attaining eligibility for financial incentives. Provide basic information to help initiate the designation Strategy2a: Encourage landowners to pursue voluntary methods of preservation and conservation, including requesting landmark and district designations, conservation easements, and tax and other financial incentive programs, as outlined in the adopted 2000 Historic Preservation Plan and its updates. Pursue historic district designations in cooperation with the surrounding neighborhoods and in Attachment B BOS 7-2-14 Page 3 of 10 process and tax credit applications. Seek and coordinate the work of interns and volunteers to assist in the completion of documentation required for nomination. (HPP Page 4) Strategy: The County should encourage or actively seek designation on the Virginia and National Registers of all potentially eligible villages (Advance Mills, Crozet, White Hall, and Yancey Mills) as identified in the Historic Architectural Survey of Albemarle County Villages. (HPP Page 4) Strategy: Initiate studies similar to the Southwest Mountains historic district study in other areas of the County that include numerous register properties and potentially eligible properties. (HPP Page 4) Strategy: Promote historic and conservation easements and other voluntary measures. (HPP Page 4) Strategy: Promote preservation by making available information regarding tax incentives and designation procedures. (HPP Page 4) partnership with the City of Charlottesville, where applicable. (Page 5.7) Strategy: Adopt a Historic Overlay District ordinance to recognize and protect historic and archaeological resources, including individual sites and districts, on the local level. (Page 162) Supporting Strategy: The Board of Supervisors should request enabling legislation which would allow Albemarle County to impose a meaningful civil penalty for inappropriate demolition, razing or moving of any designated historic resource. This enabling legislation should also authorize the County to use the civil penalties collected to fund components of the County’s historic preservation program. ( HPP Page 8) Strategy2b: Consider adopting regulatory measures for preservation and conservation such as those outlined in the adopted 2000 Historic Preservation Plan and its updates. (Page 5.8) Strategy: The County should continue to be a good steward of the historic resources under its control.(HPP Page 7) Strategy2c: Continue to practice good stewardship of the historic resources under County control by using recognized practices Attachment B BOS 7-2-14 Page 4 of 10 for the preservation of historic resources. (Page 5.9) Strategy: Educate all components of the community about historic resources and preservation. (HPP Page 5) Objective 3: Provide educational programs in the community about historic resources and preservation. (Page 5.9) Strategy: Encourage community and neighborhood programs and events that celebrate the County's historic resources. (HPP Page 5) Strategy: Make local history a stronger and more integral component of the County's school curriculum, beginning with the elementary grades. (HPP Page 5) Strategy: Foster community pride, good citizenship, and stewardship of the County’s historic resources through heritage education programs. (HPP Page 5) Strategy: Using existing resources, including the staff at Monticello, Ash-Lawn, the Albemarle County Historical Society, and the UVA Library Department of Special Collections, develop field trips to a wide range of historic sites throughout the County. (HPP Page 6) Strategy: Create a traveling exhibit on local history and preservation, supplemented with books related to the exhibition topic, to be viewed at the Virginia Discovery Museum, the Albemarle County Historical Society, and local school and branch libraries. (HPP Page 6) Strategy: Institute programs that encourage students to practice historic preservation in the community. (HPP Page 6) Strategy: Use the Albemarle Resource Center as a depository for all types of information (printed and website bibliographies, videos, workbooks, field trip information, local history references, speaker's bureau listings, etc.) on Strategy3a: Develop and engage in heritage education programs that foster community pride, good citizenship, a strong school curriculum, and stewardship of the County’s historic resources. (Page 5.9) Attachment B BOS 7-2-14 Page 5 of 10 preservation and heritage education. (HPP Page 6) Strategy: Utilize technical resources provided by the National Trust for Historic Preservation, the National Park Service, the Center for Understanding the Built Environment (CUBE), and other established organizations to support County heritage education activities. (HPP Page 6) Supporting Strategy: Rather than make a mandatory regulatory requirement for maintenance, educate the owners of historic properties about the importance of voluntarily maintaining historic structures against decay, deterioration, and structural damage to avoid possible loss of historic resources. (HPP Page 8) Strategy: Enlist the media to publicize community events and to promote preservation in the County. (HPP Page 5) Strategy: Create a notification program to educate owners of historic properties, especially new owners, about the significance of their property and to suggest ways they might protect those resources. (HPP Page 6) Strategy: Seek citizen participation in County studies and other preservation activities. (HPP Page 5) Strategy: Make available to residents, property owners, developers, builders, realtors, educators, and students an informative database on Albemarle County’s historic resources. (HPP Page 6) Strategy: Enlist the assistance and support of existing citizen groups to organize and promote adult education programs in historic preservation. (HPP Page 6) Strategy: Use a variety of tools (brochures, video, workshops, lectures) to educate residents Strategy3b: Use a variety of tools (brochures, videos, workshops, lectures, the internet, oral histories, a comprehensive database) to educate and provide guidance to County residents, property owners, County boards and committees, and County staff about the County’s historic resources and its preservation policies. (Page 5.9) Attachment B BOS 7-2-14 Page 6 of 10 about the County’s historic resources and its preservation policy. (HPP Page 6) Strategy: Capitalize on the popularity of the Internet to educate the community about the County’s historic resources. (HPP Page 6) Strategy3c: Partner with the City of Charlottesville to prepare and maintain coordinated information on requirements, responsibilities and support programs for historic resources that are designated, eligible to be designated, or otherwise historically significant to the community. (Page 5.10) Objective 4: Promote regional cooperation in preservation and conservation efforts, including the promotion of heritage tourism. (Page 5.10) Strategy: Support the concept of heritage tourism, which requires regional partnerships and cooperation among the City of Charlottesville, the University of Virginia, County and State officials, local businesses, and community organizations. (HPP Page 6) Strategy: The Historic Preservation Committee should investigate creating a Heritage Area such as the Jefferson, Monroe and Madison corridor (in cooperation with Orange County), or the Rivanna River corridor (in cooperation with the City of Charlottesville and Fluvanna County). (HPP Page 7) Strategy: The Historic Preservation Committee should investigate community events for Albemarle that recognize our historic resources, to be coordinated with other statewide Heritage Tourism activities. (HPP Page 7) Strategy4a: Create and strengthen partnerships among all interest groups, including but not limited to the City of Charlottesville, the University of Virginia, County and State officials, nearby counties, local businesses, historic sites (such as Ashlawn-Highland and Monticello) and community organizations to collaborate on and forward the cause of historic preservation and to promote heritage tourism throughout the County and the region. (Page 5.10) Strategy4b: Prepare and maintain a single map of formally designated City and County historic resources and make it available as a layer on both City and County data systems. (Page 5.10) Attachment B BOS 7-2-14 Page 7 of 10 Strategy: To help protect the Monticello viewshed, the Department of Planning and Community Development should: (1) Use current technology to precisely delineate the Monticello viewshed. Make this information available for use in development review. (2) Enforce careful application of existing land use regulations. (3) Adopt a more formalized procedure that which begins early in the planning process to encourage cooperation between the Thomas Jefferson Memorial Foundation (TJMF) and developers of property within the viewshed. (HPP Page 8) Strategy 4c: Provide information on Monticello vistas as a layer in the County’s Geographic Information Service (GIS) application, which is provided at the County website. (Page 5.11) GOAL: Preserve the County’s scenic resources as being essential to the County’s character, economic vitality and quality of life. (Page 141) Objective 5: Continue to protect and enhance scenic resources for residents and tourists. (Page 5.11) (Text on Page 142) Strategy 5a: Continue to promote voluntary measures of protection for scenic resources. (Page 5.12) Strategy: Pursue wider enabling legislation for regulating aesthetics in specified areas of importance. (Page 142) Strategy 5b: Support enabling legislation for Albemarle County to provide for a scenic protection and tourist enhancement overlay district. (Page 5.12) Strategy 5c: Work with the City of Charlottesville, the University of Virginia, and other regional bodies to more consistently enhance the visual quality and multi-modal experiences along scenic corridors. Focus on Entrance Corridors, shared boundaries, the creation of distinctive destinations, urban area walkability, and consistent signage. (Page 5.12-5.13) OBJECTIVE: Maintain the visual integrity of all of Albemarle’s roadways. (Page 143) Objective 6: Maintain or improve the visual quality of all of Albemarle’s roadways. (Page 5.13) Strategy: Pursue additional Virginia Byway designations for roads meeting State criteria:  Route 53 (Thomas Jefferson Parkway),  Route 692/712 (Plank Road), and Strategy 6a: Pursue additional scenic road designations to promote tourism and to maintain the visual quality of the County’s scenic roads. (Page 5.13) Attachment B BOS 7-2-14 Page 8 of 10  Route 29 South (Monacan Trail Road). (Page 146) Strategy 6b: Take an active role in the design of Virginia Department of Transportation road improvements and bridges on scenic roads. (Page 5.14) Strategy: Use design standards to help maintain the integrity of all roadways in Albemarle County. (Page 146, also used in Strategy 7B) Objective 7: Maintain the visual integrity of Albemarle’s Entrance Corridors. (Page 5.14) Strategy: Review the EC guidelines for effectiveness in protecting the integrity of exceptionally scenic EC road corridors, such as Route 250 West. (Page 146) Strategy: Analyze two Entrance Corridors (250 West and 29 North) by typical sections, such as a village, farmland, and urban commercial. Develop specific guidelines for each typical section, and use guidelines as a model for other Entrance Corridors, and to further protect exceptional EC roads. (Page 146) Strategy 7a: Taking into consideration the former Scenic Highway regulations, review the EC guidelines for effectiveness in protecting the integrity of exceptionally scenic EC road corridors, such as Route 250 East, Route 250 West, and Route 22/231. (Page 5.17) Strategy: Use design standards to help maintain the integrity of all roadways in Albemarle County. (Page 146, also used in Obj. 7) Strategy 7b: Continue to use the Entrance Corridor design guidelines to help maintain the integrity of Entrance Corridors in Albemarle County. (Page 5.17) Strategy 7c: Update EC Design Guidelines to better reflect expectations of the Neighborhood Model for the Development Areas, including but not limited to recommendations on ways to provide for relegated parking without buildings turning their backs to the Entrance Corridor, and on coordinating landscaping requirements with utility corridors. (Page 5.17) Strategy 7d: Develop corridor-specific guidelines for all Entrance Corridors to reflect the unique character of each corridor. (Page 5.18) Strategy 7e: Use recommendations from Development Area Master Plans for frontage treatments of ECs to guide Attachment B BOS 7-2-14 Page 9 of 10 decision-making. (Page 5.18) Strategy: Pursue additional EC designations as appropriate, or as road classifications change (Meadowcreek Parkway, Airport Road, Rio Road). (Page 146) Strategy 7f: Consider additional EC designations as appropriate, or as road classifications change, for roads such as the John Warner Parkway, Route 614 (Sugar Hollow Road), Route 692/712 (Plank Road), and Route 810 (Brown’s Gap Turnpike). (Page 5.18) OBJECTIVE: Protect the scenic quality of Albemarle’s streams. (Page 147) Objective 8: Protect the scenic quality of Albemarle’s streams. (Page 5.18) Strategy: Pursue Virginia Scenic River designations for rivers meeting state criteria. (Page 148) Strategy 8a: Pursue Virginia Scenic River designations for rivers meeting State criteria. (Page 5.19) Strategy: Using revised County Scenic Streams criteria (Appendix 5, Open Space and Critical Resources Plan), pursue local designation of qualifying streams, including designated Virginia Scenic Rivers. ( Page 147) Strategy: Review the effectiveness of County Scenic Streams regulations. Coordinate regulations with the Coordinated Water Resources Ordinance. (Page 147) Strategy 8b: Review the effectiveness of County Scenic Stream regulations and update them for consistency with the Water Protection Ordinance. (Page 5.19) Objective 9: Preserve important views as they relate to tourism and recreational assets. (Page 5.19) Strategy 9a: Study ways to protect scenic views of and from the Blue Ridge Mountains (Appalachian Trail and Skyline Drive), US Route 250, and Shenandoah National Park. (Page 5.20) GOAL: Protect the dark sky of Albemarle County as one of our many natural, scenic, scientific and cultural resources, for the benefit of residents, visitors, and the larger scientific community, now and in the future. (Page 121) Objective 10: Protect the dark sky of Albemarle County as one of the many natural, scenic, scientific and cultural resources, for the benefit of residents, visitors, and the larger scientific community. (Page 5.20) OBJECTIVE: Reduce light pollution caused by uplighting, excessive lighting, glare and light trespass. (Page 123) Strategy 10a: Continue to pursue measures to reduce light pollution in the County caused by uplighting, excessive lighting, glare, light Attachment B BOS 7-2-14 Page 10 of 10 OBJECTIVE: Provide a safe and secure developed environment, through quality lighting design which minimizes glare and avoids creating dark areas near well-lit areas. (Page 124) trespass, and inconsistent light, including but not limited to the development of guidelines to address these issues for street lights in the Development Areas. Such guidelines should focus on providing a safe and secure pedestrian environment. (Page 5.20) OBJECTIVE: Protect the McCormick and Fan Mountain Observatories through Dark Sky initiatives, in the interest of scientific research, public education, and future economic development opportunities. ( Page 124) Strategy 10b: Protect the McCormick and Fan Mountain Observatories through Dark Sky initiatives in the interest of scientific research, public education, and future economic development opportunities. (Page 5.20) Strategy: Develop a community-based educational program: • Initiate public information and education programs about dark sky and lighting topics in cooperation with the University of Virginia McCormick and Fan Mountain Observatories and other interested parties; • Develop workshops on technical lighting topics, for individuals in the building materials, electrical contracting, design, construction, and associated industries, and individual homeowners. (Page 124) Strategy 10c: In cooperation with the University of Virginia and other interested parties, develop a community-based educational program on the value of the Dark Sky and on technical lighting topics. Target individuals in the building materials, electrical contracting, design, construction, and associated industries, as well as individual homeowners. (Page 5.21) Strategy: The Board of Supervisors should adopt a resolution asking power companies to cease promoting unshielded and inefficient outdoor lighting in the County. ( Page 125) Strategy: Explore the feasibility of Albemarle County participating in the Green Lights Program established by the Environmental Protection Agency to promote energy efficiency in building design and maintenance. ( Page 125) Strategy: Albemarle County should take a leadership role in developing exemplary lighting in its public building projects, including playing fields and parking lots. ( Page 125) Strategy 10d: Take a leadership role in protecting the Dark Skies by designing lighting in public building projects, including playing fields and parking lots, to serve as models of appropriate and efficient lighting; by adopting a resolution asking power companies to cease promotion of unshielded and inefficient outdoor lighting; and by exploring the feasibility of participating in the Environmental Protection Agency’s Green Lights Program to promote energy efficiency in building design and maintenance. (Page 5.21) 1 of 3 Attachment C BOS 7-2-14 ATTACHMENT C Additional Issues for Consideration for Historic, Cultural, and Scenic Resources Staff and the Board recently received additional comments from former Supervisor Sally Thomas and also from the Free Enterprise Forum which are addressed below: Recommendations from former Supervisor Thomas  Update the Chapter for consistency with the 2013 Virginia Outdoors Plan in conjunction with scenic byways, scenic rivers, and heritage trails. Link heritage trails to the Parks Chapter. Staff comment and recommendation: Staff agrees and can make the updates and links in next draft of the Chapter.  Add information and strategies back to the Comprehensive Plan that are also contained in the Historic Preservation Plan, such as the role of the Historic Preservation Committee and linking data collected on historic resources to individual tax parcels. Staff comment: The Historic Preservation Plan (HPP), which is an appendix to the Comprehensive Plan, carries the weight of the Comprehensive Plan. It contains detail that augments the Comprehensive Plan. Rather than repeat much of this detail, the Planning Commission believed it more appropriate to reference the HPP and its strategies. The Commission also recommended that the HPP be updated. Staff recommendation: Staff agrees with the Commission and does not recommend additional strategies and explanations in the Comprehensive Plan that are contained in the HPP.  Add a statement to reflect the current goal for scenic resources which is to preserv e the County’s scenic resources as being essential to the County’s character, economic vitality, and quality of life. and  Add the rationale for preserving the visual quality of roadways back to the Comprehensive Plan. Provide an explanation on the relationship between the County’s growth management strategy and scenic resources as well as how the Entrance Corridor protects scenic resources. Staff comment and recommendation: The Planning Commission believed that brevity in this Chapter was important, given the amount of information that is in the HPP. The Commission’s actions indicated that the goal, “Albemarle’s historic, cultural, and scenic resources will be preserved. Attractive entrance corridors will welcome visitors and residents to and with in the County” was sufficient to justify County preservation efforts. Staff believes that providing the rationale for preservation strengthens the Plan and that a short paragraph or two added to the text will not detract from the overall desire to simplify and shorten the Plan.  In Strategy 2c, remove the words, “continue to,” in the sentence, “Continue to practice good stewardship of the historic resources under County control by using recognized practices for the preservation of historic resources.” Staff comment: The Planning Commission did not discuss the quality of stewardship currently practiced by the County for historic resources under the County’s control; however, the Commission 2 of 3 Attachment C BOS 7-2-14 asked staff to try to distinguish existing activities from new or enhanced activities. Staff offers no additional recommendation for this item.  Add information on the importance of clean air and water to the scenic attributes of the County. Staff comment and recommendation: The Planning Commission discussed the importance of scenic resources to tourism but did not discuss the link between tourism and clean air and water. Staff agrees that there is a strong relationship between tourism and natural resources and can provide cross-referencing in the final draft of the Plan.  Add text which says that the Board of Supervisors should consult with local residents before asking for additional scenic road designations. and  Add text which says the Board should consider appointing a scenic river advisory committee if the County wishes to request additional scenic river designations. Staff comment: The Planning Commission did not discuss this topic; however, the Board of Supervisors has implemented a plan for public participation with major County endeavors . Staff believes that the Board would undertake such efforts should it wish to request additional designations and additional text is not necessary. Recommendations from Neil Williamson of the Free Enterprise Forum  Delete Strategy 2b: Consider adopting regulatory measures for preservation and conservation such as those outlined in the adopted 2000 Historic Preservation Plan and its updates. Staff comment: The Planning Commission discussed this recommendation in its deliberations on the chapter. It declined to remove the strategy and indicated that the Board of Supervisors would decide when or if regulatory measures should be adopted.  Add the word “voluntarily” to the last sentence in the text related to the Monticello vistas/viewshed so that it reads, “The Foundation has requested notification of new projects under review, so the Foundation will be able to contact the owners and developers directly to clarify the extent of visibility and to discuss the Foundation’s guidelines for voluntarily reducing visual impacts, as necessary.” Staff comment: Making such an addition would be in keeping with recommendations made by the Planning Commission.  Delete Strategy 5b: Support enabling legislation for Albemarle County to provide for a scenic protection and tourist enhancement overlay zoning district. Staff comment and recommendation: In 2007, Senator Creigh Deeds introduced a bill on behalf of Albemarle County in the General Assembly to provide enabling legislation for Albemarle County to provide for a scenic protection and tourist enhancement overlay district. This bill went to the Committee on Local Government but ultimately was not successful. The County’s Legislative Program, adopted as recently as September 2013, continued to include this request for the County to pursue more options to protect the visual quality of land as an aesthetic and economic resource. Staff believes that the Board’s position has already been determined on this item. Staff recommends that this strategy remain as written. 3 of 3 Attachment C BOS 7-2-14  Delete Strategy 7f which says, “Consider additional EC designations as appropriate, or as road classifications change, for roads such as the John Warner Parkway, Route 614 (Sugar Hollow Road), Route 692/712 (Plank Road), and Route 810 (Brown’s Gap Turnpike) Staff comment: The current Comprehensive Plan contains a recommendation which says, “Pursue additional EC designations as appropriate, or as road classifications change (Meadowcreek Parkway, Airport Road, Rio Road).” Airport Road and Rio Road have already been designated as Entrance Corridors. The strategy to consider additional roads is considered an update of the existing Plan. The roads listed here are not currently eligible to be designated as Entrance Corridors because they do not yet meet the required functional classification (arterial highway). Including the roads in the strategy does not mean they will be automatically designated as Entrance Corridors. When/if the classification changes, the Architectural Review Board would be asked to comment and the designation of any new roads as Entrance Corridors would be carefully considered through the standard Zoning Map and Zoning Text Amendment process. CPA 2013-001 July 2, 2014 Page 1 of 3 ATTACHMENT D Economic Development Goals, Objectives, Strategies, Appendices, Reference Documents, Priorities, and Indicators of Progress GOAL: Albemarle’s economy will be diverse, strong and sustainable, to benefit County citizens, existing businesses, and new local ventures and to provide a variety of economic opportunities. Objective 1: Ensure that economic development efforts are supportive of the County’s Growth Management Policy and consistent with other Comprehensive Plan goals. Strategy 1a: Promote new employment activities in the Development Areas and encourage developers to build projects that meet the intent of the Neighborhood Model principles. Strategy 1b: Promote a balance of jobs to housing. Strategy 1c: Promote tourism and agribusiness enterprises in the Rural Areas that help the Rural Area remain rural. Strategy 1d: Encourage all businesses to adopt environmentally sustainable business practices. Objective 2: Provide diversified economic opportunities that benefit County citizens and existing businesses by basing policy decisions on efforts which support and enhance the strengths of the County. *Strategy 2a: Continue to expand communications and outreach to the business community. Strategy 2b: Continue to use the 2012 Target Industry Study to guide decisions for economic development. *Strategy 2c: Provide assistance to target industries and businesses which provide jobs in bioscience and medical devices. *Strategy 2d: Provide assistance to target industries in business and financial services, especially with information on location opportunities. *Strategy 2e: Provide assistance to target industries providing jobs in the arts, design, sports, and media. *Strategy 2f: Provide assistance to target industries and businesses which provide jobs in information technology. Strategy 2g: Work directly with federal officials to encourage base location and expansion that is consistent with County policies. CPA 2013-001 July 2, 2014 Page 2 of 3 Strategy 2h: Continue to provide support to local businesses for which agriculture is a main component. *Strategy 2i: Establish a proactive rural support program that provides assistance to the local agricultural community, and that includes an ongoing dialogue with farm industry stakeholders. Strategy 2j: Monitor performance of the County’s Strategic Plan and the Comprehensive Plan with relation to education, housing, day, care, transportation and others, to address barriers experienced by the local work force, particularly those with the greatest needs. Objective 3: Ensure that there is sufficient land to accommodate future business and industrial growth and plan for infrastructure to serve employment areas. Strategy 3a: Continue to assess the quality of the areas designated for business and industry to ensure that there is land for business and industrial growth that has suitable size, topography, location, and availability of infrastructure. *Strategy 3b: Encourage infill development of business and industrial uses in Development Areas, including consideration of proactively rezoning land to allow for light industrial uses as needs are identified through Master Plans and other efforts. Explore other incentives to promote infill development. Objective 4: Recognize the County's place in the regional economy. Strategy 4a: Retain membership in the Central Virginia Partnership for Economic Development and maintain cooperation with the City of Charlottesville, Thomas Jefferson Planning District Commission (TJPDC), other jurisdictions in the region, the University of Virginia, and Piedmont Virginia Community College along with State partners such as the Virginia Economic Development Partnership (VEDP). Strategy 4b: Continue to work with UVA and the City to promote entrepreneurial talent and research and development through a variety of initiatives and partnerships. In addition, encourage appropriate infill locations and environmental sensitivity in the planning and development of University facilities. Objective 5: Increase local business development opportunities, including support for entrepreneurial and start- up businesses. Strategy 5a: Maintain an Office of Community and Business Partnerships. Strategy 5b: Make data on County plans, zoning, sites, and policies available on request. Strategy 5c: Continue to evaluate the fiscal impacts of new business and industrial development as one indicator of positive economic development, along with other impacts, such as environmental impact, traffic impact, and standard of living impact. Strategy 5d: Continue to assess application and approval processes to reduce complexity and improve efficiency without sacrificing standards of quality. CPA 2013-001 July 2, 2014 Page 3 of 3 *Strategy 5e: Support and coordinate with existing organizations that assist new small, locally owned, local agricultural businesses, minority businesses and micro-enterprises in their start-up and early operation efforts. *Strategy 5f: Explore opportunities to create appropriate incentives that address the needs of the County’s target industries as well as emerging entrepreneurial enterprises. Objective 6: Increase workforce development opportunities to further career-ladder opportunities and higher wages. *Strategy 6a: Increase support for initiatives that foster career planning, decision making and workplace readiness skills for the K-12 population, as well as continuing education and training programs to prepare the local workforce for demands of current and future employers. *Strategy 6b: Increase the regular, ongoing use of information gathering strategies to help identify employer needs and workforce training needs. Priorities are indicated with * Indicators of Progress: 1. Increase in tourist spending and travel-related employment. 2. Increase in the number of jobs in target sectors. 3. Increase in the number of jobs, specifically in agriculture. 4. Decrease in the unemployment rate. 5. Continued diversification of employment. 6. Increase in sales tax revenues. 7. Increase in average wages. 8. Increase in percentage of the population graduating from high school. Appendices There are no appendices documents associated with this Chapter. Reference Documents Target Industry Study G-O-S for Econ. Dev. Page 1 Comparison of Goals, Objectives, Strategies, and other Key Information Chapter 6: Economic Development January 23, 2014 Draft The goal, objectives, and strategies for the Proposed 2014 Plan are shown on the right in this table. Goals, objectives, and strategies shown on the left are taken from different sections of the existing Comprehensive Plan. The source of information from the existing Plan is shown by existing goal, objective, or strategy number or by page number in the existing Plan. Existing Economic Development Policy Adopted March 1, 1995, Updated March 4, 2009 Proposed Economic Development Chapter (New Chapter in Plan) GOAL: Maintain a strong and sustainable economy: 1. Benefiting County citizens and existing businesses and providing diversified economic opportunities; 2. Supportive of County’s Growth Management Policy and consistent with the other Comprehensive Plan goals; and, 3. Taking into consideration the greater Charlottesville Metropolitan Region. (Page 3) GOAL: Albemarle’s economy will be diverse, strong, and sustainable to benefit County citizens, existing businesses, and new local ventures and to provide a variety of economic opportunities. (Page 6.1) Objective 1: Ensure that economic development efforts are supportive of the County’s Growth Management Policy and consistent with the other Comprehensive Plan goals. (Page 6.5) Objective I: STRATEGY 1: Protect through diligent growth management efforts the County’s distinctive natural and man-made qualities to maintain its attractiveness as a place to live and work. Support those projects that meet the intent of the Neighborhood model form of development, i.e., offer a mix of uses and a balance of jobs-to- housing in our development areas. (Pages 3 - 4) Strategy 1a: Promote new employment activities in the Development Areas and encourage developers to build projects that meet the intent of the Neighborhood Model principles. (Page 6.5) Strategy 1b: Promote a balance of jobs-to- housing. (Page 6.5) Objective I: STRATEGY 2: Maintain the relationship of high quality schools and public services and an outstanding level of natural and cultural amenities to positive economic development, and maintain these attributes. (Page 4) Objective I: STRATEGY 3: Increase the promotion of tourism focused on the rural, agrarian, and historical resources of the County, and which does not threaten or compromise those resources and to be consistent with the goals of the Comprehensive Plan. (Page 4) Strategy 1c: Promote tourism and agribusiness enterprises in the Rural Areas that help the Rural Area remain rural. (Page 6.6) Objective I: STRATEGY 10: Encourage all businesses to adopt environmentally sustainable measures and discourage business and industry Strategy 1d: Encourage all businesses to adopt environmentally sustainable business practices. (Page 6.6) G-O-S for Econ. Dev. Page 2 which is not environmentally sustainable or friendly (such as high water users, polluters). (Page 5) Objective I: STRATEGY 11: Increase diversity in business and industry which will accommodate a variety of skill/educational levels, and provide for a diversified tax base, in particular to reduce the tax burden borne by residential property owners. (Page 5) Objective I: STRATEGY 9: Increase support to initiatives that support employment of the local labor force, rather than heavy reliance on relocated workers. (Page 5) Objective 2: Provide diversified economic opportunities that benefit County citizens and existing businesses by basing policy decisions on efforts which support and enhance the strengths of the County. (Page 6.6) OBJECTIVE I: Strategy 7: Maintain a contact point for information about the County, including the Business Development Facilitator who serves as the County’s principal liaison with the business community for the purpose of encouraging development and businesses consistent with the County’s Comprehensive Plan. (Page 4) Strategy 2a: Continue to expand communications and outreach to the business community. (page 6.7) OBJECTIVE I: Base economic development policy on planning efforts which support and enhance the strengths of the County. (Page 3) Strategy 2b: Continue to use the 2012 Target Industry Study to guide decisions for economic development. (Page 6.7) Strategy 2c: Provide assistance to industries and businesses which provide jobs in bioscience and medical devices. (Page 6.7) Strategy 2d: Provide assistance to target industries in business and financial services, especially with information on location opportunities. (Page 6.7) Strategy 2e: Provide assistance to target industries providing jobs in the arts, design, sports, and media. (Page 6.7) Strategy 2f: Provide assistance to industries and businesses which provide jobs in information technology. (Page 6.8) Objective I: STRATEGY 6: Recognize the importance and role of military intelligence as another type of economic driver to the local economy and the region, as well as an important resource for national security. Encourage base location and expansion to be consistent with County policies. (Page 4) Strategy 2g: Work directly with federal officials to encourage base location and expansion that is consistent with County policies. (Page 6.8) G-O-S for Econ. Dev. Page 3 Objective I: STRATEGY 4: Increase the promotion of local agricultural industry consistent with the goals, objectives and implementation strategies of the Comprehensive Plan, more specifically by:  Increasing support to local agricultural infrastructure such local food networks and programs. (The agricultural infrastructure provides markets and supplies to farmers and significant economic activity to Albemarle County as a whole.)  Establishing a proactive rural-support program that provides assistance to the local agricultural community, and that includes an on-going dialogue with farm-industry stakeholders.  Supporting farmers by connecting those farmers with technical resources such as those provided by the Farm Bureau, PVCC, PEC and VA Department of Agriculture and Consumer Services and to landowners interested in leasing farm land.  Incorporating outreach and education in public school programs.  Addressing the Comprehensive Plan, Rural Area Chapter recommendations for economic vitality.  Participating in or commissioning a study of the impact of agriculture to Albemarle County’s economy. (Page 4) Strategy 2h: Continue to provide support to local businesses for which agriculture is a main component. (Page 6.8) Strategy 2i: Establish a proactive rural support program that provides assistance to the local agricultural community, and that includes an ongoing dialogue with farm industry stakeholders. (Page 6.8) (Additional information can be found in the Rural Area Chapter.) Objective VI: STRATEGY 4: Monitor performance of the County’s Strategic Plan and the Comprehensive Plan (education, housing, day care, transportation, etc.) to address barriers experienced by the local work force, particularly those with greatest needs. (Page 8) OBJECTIVE II: Plan for land and infrastructure to accommodate future business and industrial growth. (Page 5) Objective II: STRATEGY 2: Designate areas for office, commercial and industrial development within the designated Development Areas that meet the development standards of the Comprehensive Plan and will provide sufficient land to meet community needs through the next Comprehensive Plan revision. (Page 5)  Ensure that land for business and light-industrial uses are consistent with the neighborhood model principles, which provide for ease of access for employees to housing, support services, and Objective 3: Ensure that there is sufficient land to accommodate future business and industrial growth and plan for infrastructure to serve employment areas. (Page 6.9) G-O-S for Econ. Dev. Page 4 multi-modal transportation options. (Page 5) Objective II: STRATEGY 1: Assess the quality of areas designated for business and industry through analysis of the site size variety, topography, location, and availability of infrastructure in such areas, and compile an inventory of actual, useable land. (Page 5) Strategy 3a: Continue to assess the quality of the areas designated for business and industry to ensure that there is land for business and industrial growth that has suitable size, topography, location, and availability of infrastructure. (Page 6.9) Objective II: STRATEGY 4: Encourage infill development of business and industrial uses in Development Areas, including consideration of proactively rezoning land to allow for light- industrial uses as needs are identified through Master Plans and other efforts. Initiate zoning text amendments that further enable business and light- industrial uses of the appropriate zoning districts. (Page 5) Additional infill approaches should include:  Encouraging the provision of business and light- industrial development opportunities in non- residential and mixed-use projects in the development review and approval process.  Encouraging proffers for assembling light- industrial land or funding to offset the cost of local light-industrial-user expansion where there is an impact from the project and it is necessary to mitigate the impacts. (Page 6) Strategy 3b: Encourage infill development of business and industrial uses in Development Areas, including consideration of proactively rezoning land to allow for light industrial uses as needs are identified through Master Plans and other efforts. Explore other incentives to promote infill development. (Page 6.9) OBJECTIVE III: Recognize the County's place in the regional economy. (Page 6) Objective 4: Recognize the County's place in the regional economy. (Page 6.9) Objective III: STRATEGY 1: Maintain cooperation with the City of Charlottesville, Thomas Jefferson Planning District Commission (TJPDC), Thomas Jefferson Partnership for Economic Development (TJPED), other jurisdictions in the region, the University of Virginia, and Piedmont Virginia Community College for:  Development of a coordinated economic data base.  Continuing discussion among the TJPDC jurisdictions about working and shopping  patterns, wage levels, job stability, work force development needs, housing affordability, public services, tax burdens, and other topics which relate to the purposes of local and regional economic development policy;  Distribution of information about development Strategy 4a: Retain membership in the Central Virginia Partnership for Economic Development and maintain cooperation with the City of Charlottesville, Thomas Jefferson Planning District Commission (TJPDC), other jurisdictions in the region, the University of Virginia, and Piedmont Virginia Community College along with State partners such as the Virginia Economic Development Partnership (VEDP). (Page 6.10) G-O-S for Econ. Dev. Page 5 opportunities in the Thomas Jefferson Planning District Commission (TJPDC) to those who request it;  Regional work force development;  Addressing linkages between housing and wages;  Evaluating local, regional, statewide, national, and worldwide economic trends to  determine the current and future economic stability of, and growth opportunities  for, different types of business and industry;  Initiatives such as the high school technology tour; and Regional transportation initiatives (trails, rail, road, transit, and air travel). (Page 6) Objective I: STRATEGY 5: Recognize that the University of Virginia is a main driver of economic vitality and can provide important resources for business and industry. Work with the University, its associated entities and the City to take advantage of opportunities to benefit from this resource in innovative ways. In addition:  Working with the University and the City through the Three-Party Agreements process to encourage appropriate infill locations and environmental sensitivity in the planning and development of University facilities. (Page 4) Objective III: STRATEGY 2: Support mutual consultation on regional development projects along shared borders, and/or on projects of significance to more than one locality, possibly through a "Memorandum of Understanding." (Page 6) Strategy 4b: Continue to work with UVA and the City to promote entrepreneurial talent and research and development though a variety of initiatives and partnerships. In addition, encourage appropriate infill locations and environmental sensitivity in the planning and development of University facilities. (Page 6.10) OBJECTIVE V: Increase local business development opportunities. (Page 7) Objective I: STRATEGY 8: Increase planning for the special needs, and utilize the talents, of the growing retired population attracted to this area, including “encore-career” seekers, a term used to describe work in the second half of life that combines continued income, greater meaning and social impact. (Page 4) Objective 5: Increase local business development opportunities; including support for entrepreneurial and start-up businesses. (Page 6.10) Objective I: STRATEGY 7: Maintain a contact point for information about the County, including Strategy 5a: Maintain an Office of Community and Business Partnerships. (Page 6.11) G-O-S for Econ. Dev. Page 6 the Business Development Facilitator who serves as the County’s principal liaison with the business community for the purpose of encouraging development and businesses consistent with the County’s Comprehensive Plan. (Page 4) Objective I: STRATEGY 12: Maintain data on County plans, zoning, sites, and policies, and make these available on request. Monitor and report to the Planning Commission and Board of Supervisors about the volume of economic development activity and how that activity is fitting with the Goals, Objectives and Strategies of the Comprehensive Plan. (Page 5) Strategy 5b: Make data on County plans, zoning, sites, and policies available on request. (Page 6.11) Objective IV: STRATEGY 1: Maintain evaluation of the fiscal impacts of new business/industrial development. (Page 7) Objective IV: STRATEGY 4: Recognize, identify and quantify new benefits and costs (for business and citizens) imposed by any proposed ordinance or policy change prior to taking action on said policy or ordinance. (Page 7) Objective IV: STRATEGY 2: Recognize that County residents place importance on job opportunities and economic growth, but not at the expense of the protection and preservation of water quality and quantity, natural resources, farmland, historic areas, and open space. (Page 7) OBJECTIVE IV: Consider fiscal impact as one indicator of positive economic development, along with environmental impact and standard of living impact. (Page 7) Strategy 5c: Continue to evaluate the fiscal impacts of new business and industrial development as one indicator of positive economic development, along with other impacts such as environmental impact, traffic impact, and standard of living impact. (Page 6.11) Strategy 5d: Continue to assess application and approval processes to reduce complexity and improve efficiency without sacrificing standards of quality. (Page 6.11) Objective V: STRATEGY 2: Support and coordinate with existing entities that assist new small, locally-owned, local agricultural ventures, minority businesses and micro-enterprises in their start-up and early operation efforts. (Page 7) Strategy 5e: Support and coordinate with existing organizations that assist new small, locally owned, local agricultural businesses, minority businesses and micro-enterprises in their start-up and early operation efforts. (Page 6.12) Strategy 5f: Explore opportunities to create G-O-S for Econ. Dev. Page 7 appropriate incentives that address the needs of the County’s target industries as well as emerging entrepreneurial enterprises. (Page 6.12) OBJECTIVE VI: Increase work force development opportunities, to further career-ladder opportunity and higher wages. (Page 7) Objective VI: STRATEGY 2: Encourage and support continuing educational and training programs to prepare the local work force for the skill demands of current and future employers, including appropriate work habits and life skills. Increase support (purchase of books, etc.) for Albemarle County residents to attend pre- employment training at career centers to include topics such as time-management, stress management and customer service. (Page 8)  Increase support for continuing education and training programs, ideally targeting incumbent- worker, career-ladder training. (Page 8) Objective 6: Increase workforce development opportunities to further career-ladder opportunity and higher wages. (Page 6.12) Objective VI: STRATEGY 1: Recognize that the most fundamentally sound work force is one that has basic education and good work habits:  Increase support for initiatives that foster career-planning, decision-making and  workplace readiness skills for the K-12 population, as measured by the number of  participants in career-education activities;  Increase support for facilities to support residents seeking apprenticeship, industry licensure or certifications for high-demand and career-ladder jobs. Target populations  would include disadvantaged, lower-income and “encore-career” seekers served by the  VA Employment Commission;  Promote employee certification and licensure to the business community; and  Focus efforts on opportunities that increase wages to local residents. (Pages 7 – 8) Strategy 6a: Increase support for initiatives that foster career planning, decision making and workplace readiness skills for the K-12 population, as well as continuing education and training programs to prepare the local workforce for demands of current and future employers. (Page 6.12) Objective VI: STRATEGY 3: Increase the use of information gathering strategies such as, a) A regional, baseline workforce study to define and benchmark underemployment and “not-in-the-labor force” needs as well as employer needs; b) A software database, such as Executive Strategy 6b: Increase the regular, ongoing use of information gathering strategies to help identify employer needs and workforce training needs. G-O-S for Econ. Dev. Page 8 Pulse©, to help identify workforce training needs. (Page 8) Objective I: STRATEGY 11: Increase diversity in business and industry which will accommodate a variety of skill/educational levels, and provide for a diversified tax base, in particular to reduce the tax burden borne by residential property owners. (Page 5) Objective II: STRATEGY 3: Utilize the rezoning process and associated proffer allowances to address needs brought about by new development and to provide the community with assurances about future development activities. (Page 5) Objective II: STRATEGY 5: Maintain and implement current infrastructure (water, sewer, roads, and community facilities) programs to support business and industrial development of designated development areas. Identify infrastructure improvements that better enable business and industrial development, in appropriate locations. (Page 6) (See Community Facilities Strategy 9c: Complete planned public water and sewer system upgrades for the Development Areas adjacent to the City (Urban Service Area).) Objective II: STRATEGY 6: Continue to cooperate with other jurisdictions on regional transportation initiatives (trails, rail, road, transit, and air travel). (Page 6) (See Transportation Strategy 2b: Continue to recognize the Charlottesville-Albemarle Metropolitan Planning Organization (MPO) as the transportation planning body for the region’s MPO Area.) Objective II: STRATEGY 7: Continue to work with property owners in designated Development Areas to identify infrastructure needs, and promote good planning for development of such areas consistent with County growth management strategies. (Page 6) (See Development Areas Strategy 5a: Plan and provide for necessary infrastructure improvements that are currently impediments to developing vacant sites.)