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BOARD OF SUPERVISORS
T E N T A T I V E
JANUARY 5, 2011
9:00 A.M., AUDITORIUM
COUNTY OFFICE BUILDING
1. Call to Order.
2. Pledge of Allegiance.
3. Moment of Silence.
Annual Organization
4. Election of Chairman.
5. Election of Vice-Chairman.
6. Appointment of Clerk and Senior Deputy Clerk.
7. Set Meeting Times, Dates and Places for Calendar Year 2011.
8. Set Dates for Hearing Zoning Text Amendments Requested by Citizens.
9. Rules of Procedure, Adoption of.
10. Boards and Commissions Policy, Adoption of.
11. From the Board: Matters Not Listed on the Agenda.
12. From the Public: Matters Not Listed for Public Hearing on the Agenda.
13. Consent Agenda (on next sheet).
9:45 a.m. Public Hearing
14. PROJECT: SP-2010-000026. Pink Ribbon Polo (Signs #63&64).
PROPOSED: Amend SP-2006-000003 to remove condition of approval #4 which requires
submittal of application by November 3, 2010, to renew the special use permit by five years (May 3,
2011) from the date of the approval. LOCATION: 6640 Roseland Farm, Crozet (King Family
Vineyards) south west intersection of Jarmen's Gap Rd. ( Rt. 691) and Half Mile Branch Rd. (Rt.
684). TAX MAP/PARCEL: 05500000008000 and 05500000008100. MAGISTERIAL DISTRICT:
White Hall.
10:00 a.m. – Action Items
15. 10:00 a.m. – Discussion: Community Advisory Councils, Lee Catlin.
16. 10:30 a.m. – Ordinance Amendment - Chapter 4, Animals and Fowl.
17. 11:00 a.m. - General District Court/Circuit Court Study, Bill Letteri.
18. 11:30 a.m. - CIP Funding Strategy, Bill Letteri.
19. Closed Meeting.
20. Certify Closed Meeting.
21. Boards and Commissions:
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a. Vacancies/Appointments.
2:00 p.m. – Presentations Items
22. 2:00 p.m. - Piedmont View-Transmission Line Expansion, F. Scott Reed.
23. 2:30 p.m. - Department of Social Services Advisory Board Annual Report.
24. 2:45 p.m. Quarterly Updates:
a. Albemarle County Service Authority, Gary O’Connell.
b. Rivanna Water and Sewer Authority, Tom Frederick.
3:30 p.m. - Work Session:
25. CPA-2005-010. Places29 Master Plan. (continued from December 1, 2010).
26. From the Board: Matters Not Listed on the Agenda.
27. Adjourn.
CONSENT AGENDA
FOR APPROVAL:
13.1 Approval of Minutes: November 10, 2010.
13.2 FY 2011 Budget Amendment and Appropriations.
13.3 Resolution of Intent to Amend Zoning Regulations Relating to Outdoor Amplified
Music at Farm Wineries.
13.4 Acquisition of Conservation Easements (ACE) Update for FY 2009-10 Applicant Class.
13.5 Set public hearing for proposed revision of Precious Metals Ordinance.
FOR INFORMATION:
13.6 Comprehensive Services Act Management Update.
13.7 Resource Management Review Update.
13.8 Annual Report on Wind Turbines permitted since Ordinance adopted.
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COUNTY OF ALBEMARLE
MEMORANDUM
TO: Members of the Board of Supervisors
FROM: Ella W. Jordan, CMC, Clerk
DATE: December 20, 2010
RE: Agenda for Annual (Organizational) Meeting of January 5, 2011
Agenda Item No. 6. The Code of Virginia, in Section 15.2-1538, states that "The governing body of
every locality in this Commonwealth shall appoint a qualified person, who shall not be a member of the
governing body, to record the official actions of such governing body.” Ella W. Jordan and Meagan Hoy
expresses a desire to be reappointed as Clerk and Senior Deputy Clerk, respectively. These positions
are reappointed annually.
__________
Agenda Item No. 7. Section 15.2-1416 of the Code states that "The days, times and places of regular
meetings to be held during the ensuing months shall be established at the first meeting which meeting
may be referred to as the annual or organizational meeting; however, if the governing body subsequently
prescribes any ... day or time other than that initially established, as a meeting day, place or time, the
governing body shall pass a resolution as to such future meeting day, place or ti me. The governing body
shall cause a copy of such resolution to be posted on the door of the courthouse or the initial public
meeting place and inserted in a newspaper having general circulation in the county or municipality at
least seven days prior to the first such meeting at such other day, place or time...."
Should the Board wish to continue with the schedule adopted last year for its regular meetings, the Board
needs to adopt a motion to set the meeting times, dates and places for Calendar Year 20 11 as follows:
first Wednesday of the month - 9:00 a.m., and the second Wednesday of the month - 6:00 p.m., with said
meetings to be held in the County Office Building on McIntire Road. Consistent with this schedule, the
meeting dates for January 2012 shall be January 4 and January 11, 2012.
__________
Agenda Item No. 8. Section 33.10.2 of the Zoning Ordinance states that the Board of Supervisors shall
consider zoning text amendment petitions by property owners at specified intervals of three months . The
dates requested for these hearings for 2011 are September 14 and December 14, 2011 and March 15,
and June 13, 2012. A motion is required to set these dates which are then advertised in the newspaper.
__________
Agenda Item No. 9. A copy of the Board’s current Rules of Procedure is included with this agenda item
for your review.
__________
Agenda Item No. 10. A copy of the Board’s current Boards and Commissions Policy is included with this
agenda item for your review.
__________
Agenda Item No. 21. A copy of an updated appointment list is included with this agenda item.
Return to agenda
/ewj
RULES OF PROCEDURE
ALBEMARLE BOARD OF COUNTY SUPERVISORS
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 Sections 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 Section
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
Section 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 Section 15. 2-1539 and such additional duties set forth in resolutions of the Board as
adopted from time to time. (Virginia Code Section 15.2-1416)
C. Meetings
1. Annual Meeting. The first meeting in 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 Section 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 s ubsequently establish different
days, times, or places for such regular meetings by passing a resolution to that effect in
accord with Virginia Code Section 15.2-1416. If any day established as a regular
meeting day falls on a legal holiday, the meeting s cheduled for that day shall be held on
the next regular business day without action of any kind by the Board. (Virginia Code
Section 15.2-1416)
If the Chairman (or Vice 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
as promptly as possible. All hearings and other matters previously advertised shall be
conducted at the continued meeting and no further advertisement shall be required.
(Virginia Code Section 15.2-1416)
Regular meetings, 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 Section 15.2-1416)
3. Special Meetings. The Board may hold special meetings as it deems necessary at such
times and places as it deems convenient. A special meeting may be adjourned from time
to time as the Board finds necessary and convenient. (Virginia Code Section 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 notify 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. 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 present at
the special meeting or if all members sign a waiver for the notice. (Virginia Code
Section 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
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.
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 f or “From the Public: Matters
Not Listed for Public Hearing on the Agenda”.
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 reques t 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 deferral 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 should not be advertised until all of the final
materials for a zoning application have been received by the County and are available for public
review. To achieve this preference, applicants should provide final plans, final codes of
development, final proffers, and any other documents deemed necessary by the Director of
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 advertise d, a
new public hearing date will be scheduled. If the public hearing is held without final materials
being available for review throughout the advertisement period due to a late submittal of
documents, or because substantial revisions or amendments are m ade to the submitted materials
after the public hearing has been advertised, it will be the policy of the Board to either defer action
and schedule a 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 made in
proffers at the public hearing resulting from comments received from the public or from Board
members at the public hearing.
E. Quorum
A majority of the members of the Board shall constitute a quoru m 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 Section 15.2-1415)
A majority of the members of the Board present at the time and place established for any regular
or special meeting shall constitute a quorum for the purpose of adjourning such 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. (Article VII, Section 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 Section 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 bef ore 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 sha ll call for a vote on the
motion of the previous question. If approved by a majority of those voting, the Chairman
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 member
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 the majority 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 discuss ed and voted. The effect of the motion to suspend a
rule, if approved, is to make that rule inapplicable to the matter before the Board. Provided,
however, approval of a motion to suspend the rule shall not permit the Board to act in violation of
a requirement mandated by the Code of Virginia, the 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’s Procedure in Small Boards.
* * * * *
(Adopted 2-15-73; Amended and/or Readopted 9-5-74, 9-18-75; 2-19-76; 1-3-77; 1-4-78; 1-3-79; 1-2-80;
1-7-81; 1-6-82; 1-5-83; 1-3-84; 1-2-85; 1-3-86; 1-7-87; 1-6-88; 1-4-89; 1-2-90; 1-2-91; 1-2-92; 1-6-93;
1-5-94; 1-4-95; 1-3-96; 1-2-97; 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).
Return to agenda
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ALBEMARLE COUNTY BOARD OF SUPERVISORS
POLICY FOR BOARDS AND COMMISSIONS
A. CREATION OF NEW BOARDS AND COMMISSIONS
1. On an annual basis the list of active boards and commissions will be purged of all
bodies not required by Federal, State, County or other regulations, which have not met at least
once during the prior twelve-month period.
2. Whenever possible and appropriate, the functions and activities of boards and
commissions will be combined, rather than encouraging the creation of new bodies.
3. Any newly created task force or ad hoc committee which is intended to serve for
a limited time period may be comprised of magisterial or at-large members at the discretion of the
Board of Supervisors. The appointment process shall follow that adopted in Section B for other
magisterial and/or at-large positions.
B. APPOINTMENTS TO BOARDS AND COMMISSIONS
1. All appointments to boards and commissions based upon magisterial district
boundaries will be made by the members of the Board of Supervisors. At the discretion of the
supervisor of that district, magisterial positions may be advertised and selected applicants may be
interviewed for the position.
2. Prior to each day Board meeting, the Clerk will provide the Board a list of expired
terms and vacancies that will occur within the next sixty days. The Board will then advise the
Clerk which vacancies to advertise.
3. In an effort to reach as many citizens as possible, notice of boards and
commissions with appointment positions available may be published through available venues,
such as, but not limited to, the County’s website, A-mail, public service announcements and local
newspapers. Interested citizens will be provided a brief description of the duties and functions of
each board, length of term of the appointment, frequency of meetings, and qualifications
necessary to fill the position. An explanation of the appointment process for both magisterial and
at-large appointments will also be sent to all applicants.
4. All interested applicants will have a minimum of thirty days from the date of the
first notice to complete and return to the Clerk of the Board of Supervisors a detailed application,
with the understanding that such application may be released to the public, if requested. No
applications will be accepted if they are postmarked after the advertised deadline, however, the
Board, at its discretion, may extend the deadline.
5. Once the deadline for accepting applications is reached, the Clerk will distribute
all applications received to the members of the Board of Supervisors prior to the day meeting for
their review. For magisterial appointments, the Clerk will forward applications as they are
received to the supervisor of that district who will then recommend his/her appointment.
6. From the pool of qualified candidates, the Board of Supervisors , at their
discretion, may make an appointment without conducting an interview, or may select applicants to
interview for the vacant positions. The Clerk will then schedule interviews with applicants to be
held during the next day meeting. For magisterial appointments, the decision to interview
selected candidates will be determined by the supervisor of that district.
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7. All efforts will be made to interview selected applicants and make appointm ents
within ninety days after the application deadline . For designated agency appointments to boards
and commissions, the agency will be asked to recommend a person for appointment by the Board
of Supervisors.
8. All vacancies will be filled as they occur.
9. All incumbents will be allowed to serve on a board or commission without his/her
position being readvertised unless, based on attendance and performance, the chairman of the
body or a member of the Board of Supervisors requests the Board of Supervisors to do
otherwise.
10. As a condition to assuming office all citizen members of boards and commissions
shall file a real estate disclosure form as set forth in the State and Local Government Conflict of
Interests Act and thereafter shall file such form annually on or before January 15.
11. If a member of a board or commission does not participate in at least fif ty percent
of a board’s or commission’s meetings, the chairman of the body may request the Board of
Supervisors terminate the appointment and refill it during the next scheduled advertising period.
C. ADOPTION
This policy shall be reviewed and readopted by the Board of Supervisors in January.
(Amended and/or Readopted 01-07-98; 02-12-2005; 01-04-2006; 01-03-2007; 01-09-2008; 01-
07-2009; 01-06-2010)
Return to agenda
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
FY 2011 Budget Amendment and Appropriations
SUBJECT/PROPOSAL/REQUEST:
Approval of Budget Amendment and Appropriations
#2011057, #2011058, and #2011059 for various school
and local government programs and projects
STAFF CONTACT(S):
Messrs. Foley, Davis; and Ms. L. Allshouse
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
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 of the requested FY 2011 appropriations itemized below is $293,174.82. 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.
DISCUSSION:
This request involves the approval of three (3) FY 2011 appropriations as follows:
One (1) appropriation (#2011057) totaling $174,463.96 to re-appropriate miscellaneous public safety grants;
One (1) appropriation (#2011058) totaling $35,373.00 for the FY2010 State Cr iminal Alien Assistance
Program; and
One (1) appropriation (#2011059) totaling $83,337.86 for various school programs.
RECOMMENDATIONS:
Staff recommends approval of the budget amendment in the amount of $293,174.82 and the approval of
Appropriations #2011057, #2011058, and #2011059.
ATTACHMENTS
Attachment A – Appropriation Descriptions
Return to consent agenda
Return to regular agenda
1
Attachment A
Appropriation #2011057 $174.463.96
Revenue Source: Federal Revenue $ 166,453.74
Fund Balance $ 8,010.22
The following public safety grants had not expended all funding as of June 30, 2010 and will require re-
appropriation. No additional local funding is required.
In FY 09/10, the Department of Justice awarded Bedford County a grant to assist in the investigations of
Internet Crimes against Children. Bedford has designated Albemarle County as being an area district in the
fight against internet crime and allocated Albemarle County with $40,000.00. The amount of funds available
to bring forward into FY 10/11 is $24,183.96.
In FY 09/10, the Department of Motor Vehicles awarded the Albemarle County Police Department a grant in
the amount of $45,000.00 with a local match of $2,429.70, and an “in-kind” local match of $7,390.00. The
purpose of this grant is to assist in overtime expenses, training, and equipment for traffic safety. The
amount of funds available to bring forward into FY 10/11 is $14,290.90.
In FY 07/08, the Department of Homeland Security awarded the Fire/Rescue Department a grant in the
amount of $309,168.00 with a local match of $77,292.00 for a total grant in the amount of $386,460.00. This
grant assists in the purchase of safe and compliant personal protective equipment. The amount of funds
available to bring forward into FY 10/11 is $8,010.22.
The U.S. Department of Justice awarded the Albemarle County Police Department several grants to assist
in overtime expenses and equipment to support Community Policing.
Grant #2009-SB-B9-1924 totaled $113,138.00. The amount of funds available to bring forward into FY
10/11 is $105,120.42.
Grant #2009-DJ-BX-0648 totaled $27,623.00. The amount of funds available to bring forward into FY
10/11 is $19,366.27.
Grant #2007-DJ-BX-0694 totaled $23,557.00. The amount of funds available to bring forward into FY
10/11 is $3,492.19.
Appropriation #2011058 $35.373.00
Revenue Source: Federal Revenue $ 35,373.00
The State Criminal Alien Assistance Program (SCAAP) reimburses localities for compensation expenses incurred
by correctional officers supervising aliens in local and regional jail facilities. Program revenues are provided to a
locality’s General Fund, which are then paid to the correctional facility (Albemarle Charlottesville Regional Jail) for
the expenses incurred. This request is to appropriate the $35,373.00 SCAAP reimbursement.
Appropriation #2011059 $83,337.86
Revenue Source: Local Revenue $ 43,337.86
State Revenue $ 40,000.00
National Board Certification is an extensive year-long assessment of actual teaching practices based upon high and
rigorous standards established by the National Board for Professional Teaching Standards (NBPTS). Through th is
certification process, teachers document their subject matter knowledge; provide evidence that they know how to
teach their subjects to students most effectively; and demonstrate their ability to manage and measure student
learning. In Albemarle County’s School Division, there are 15 teachers that meet these certification standards. In
recognition of this achievement, the Department of Education issues the National Board Incentive Bonus Payments
to these teachers. An initial award is set at $5,000 (pre-tax) with a subsequent annual award of $2,500 (pre-tax) for
the life of the certificate (10 years). The funds are electronically transferred to the Albemarle County School Division
to be disbursed to the teachers. The total of the bonuses and FICA is $40,000.00.
Henley Middle School has received donations totaling $1,988.17 from Henley’s Parent and Teacher Support
Organization. The donor has requested that the contribution be used to help fund the “Enrichment Time before 9”
program for the month of October at Henley Middle School.
2
The Virginia School Board Association (VSBA) has agreed to pay the substitute teacher compensation and FICA for
one day for Nancy Markos at Broadus Wood Elementary School to attend the VSBA convention. VSBA provided a
payment in the amount of $72.00.
Murray Elementary School received a donation in the amount of $21,765.00 from the Virginia L. Murray PTO. The
donor has requested that this contribution be used to help purchase additional technology resources for Murray
Elementary School.
Woodbrook Elementary School received a donation in the amount of $1,912.69 from Woodbrook Elementary PTO.
The donor has requested that this contribution be used to help with the cost of school-wide field trips at Woodbrook
Elementary School.
Stone Robinson Elementary School received a donation in the amount of $300.00 from parents and students at
Stone Robinson. The donors have requested that this contribution be used to purchase instructional supplies for the
preschool special education classroom at Stone Robinson Elementary School.
An appropriation is requested for $17,300.00 in payments from Utopian Wireless. Utopian Wireless has agreed to pay
the Albemarle County Public Schools in monthly installments for the leases of its broadband channel cap acity. Two
checks from Utopian Wireless totaling $17,300.00 were received for their October payment. Albemarle County Public
Schools is committed to maximizing student achievement and fostering collaboration amongst professional learning
communities and stakeholders. Funds received from Utopian Wireless will be used to acquire specialized contracted
services needed to migrate the current ACPS Intranet instance to a new, functionally enhanced platform that will also
serve as the foundation for future development. This foundation will serve as an optimized environment that will allow
for increased collaboration and communication. Future development will involve deployment of a security gateway,
single sign-on platform, collaboration environments, and social networking and user profiles.
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Resolution of Intent – Farm Winery Sound Regulations
SUBJECT/PROPOSAL/REQUEST:
Resolution of Intent to Amend Zoning Ordinance
Regulations Relating to Outdoor Amplified Music at Farm
Wineries
STAFF CONTACT(S):
Messrs. Foley, Davis, Kamptner, Graham, and Cilimberg;
and Ms. McCulley
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
CONSENT AGENDA:
ACTION: X
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
On May 5, 2010, the Board amended County Code § 18-5.1.25, pertaining to the regulation of farm wineries. County
Code § 18-5.1.25(e) established the following standard for sound from outdoor amplified music:
Sound generated by outdoor amplified music shall not be audible: (i) from a distance of one hundred
(100) feet or more from the property line of the farm winery on which the device is located; or (ii) from
inside a dwelling unit.
On December 2, 2010, Staff held a public roundtable to receive input from representatives of the farm winery industry,
the public and others as to how the new farm winery regulations were working after the first season. Staff received
significant public input during the December 2, 2010 roundtable and the standard for outdoor amplified music ended
up being the primary focus of the roundtable. The participants requested that the County revisit the standard for
sound from outdoor amplified music and, in particular, its implementation and enforcement, even though complaints of
noise from outdoor amplified music during the past season were limited to a single farm winery.
DISCUSSION:
The audibility standard in County Code § 18-5.1.25 is borrowed from the audibility standard for certain regulated
sounds in the County’s general noise regulations in Chapter 7 of the County Code. The audibility standard, however,
is a unique standard within the Zoning Ordinance, which otherwise uses decibel-based standards for noise generated
by various regulated land uses (County Code § 18-4.18). For example, if the Rural Areas or a residential zoning
district is the receiving zone, the permitted noise level (in decibels) is 60 dBA during the day (7:00 a.m. to 10:00 p.m.)
and 55 dBA at night (10:00 p.m. to 7:00 a.m.). Noise levels are measured using a sound level meter under prescribed
procedures.
The attached resolution of intent (Attachment A) would initiate the study of a new standard for outdoor amplified music
at a farm winery. The development of a recommended standard would include considering the needs of the farm
winery industry to preserve its economic vitality, the effect of outdoor amplified music on residents living near farm
wineries, and the need for a standard that is reasonable, effective and efficient in its administration and enforcement.
The Planning Commission has scheduled a work session for this issue on January 18, 2011.
BUDGET IMPACT:
By better addressing administration and enforcement of this regulation, the resulting amendment is not expected to
have a negative budget impact and may result in minor staff time savings over the administration of the current
regulations.
RECOMMENDATIONS:
Staff recommends that the Board adopt the attached Resolution of Intent.
ATTACHMENTS
A – Resolution of Intent to Amend the Zoning Ordinance Regarding Farm Winery Sound
Return to consent agenda
Return to regular agenda
RESOLUTION OF INTENT
WHEREAS, County Code § 18-5.1.25(e) establishes the standard for sound generated from
outdoor amplified music at a farm winery, which is based on the audibility of the sound by a person of
normal hearing from specified locations; and
WHEREAS, the standard is unique among the noise standards for land uses regulated under the
Zoning Ordinance, which are otherwise decibel-based standards in County Code § 4.18; and
WHEREAS, it is desired to consider a new standard for outdoor amplified music at a farm
winery considering the needs of the farm winery industry to preserve its economic vitality, the effect of
outdoor amplified music on residents living near farm wineries, and the need for a standard that is
reasonable, effective and efficient in its administration and enforcement.
NOW, THEREFORE, BE IT RESOLVED THAT for purposes of public necessity,
convenience, general welfare and good zoning practices, the Albemarle County Board of Supervisors
hereby adopts a resolution of intent to amend County Code §§ 18-4.18, 18-5.1.25 and any other
regulations of Chapter 18, Zoning, of the County Code deemed appropriate to achieve the purposes
described herein; and
BE IT FURTHER RESOLVED THAT the Planning Commission shall hold a public hearing
on the zoning text amendment proposed by this resolution of intent, and make its recommendation to the
Board of Supervisors, at the earliest possible date.
* * * * *
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Acquisition of Conservation Easements (ACE) Update for
FY 2010 Applicant Class
SUBJECT/PROPOSAL/REQUEST:
Adopt resolution accepting FY 2010 landowners’ offer to
sell conservation easement; authorize appraisal of four
additional properties from FY 2010 ACE applicant pool.
STAFF CONTACT(S):
Messrs. Foley, Davis, Herrick, Cilimberg, Benish, and
Goodall
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
ACTION: INFORMATION:
CONSENT AGENDA:
ACTION: X INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
Albemarle County Code § A.1-111(D) requires each landowner who desires to sell a conservation easement to submit a
written offer to the County to sell the easement for a fixed price, determined by an appraisal and subject to an
adjustment based on adjusted gross income. The easement is also subjec t to the terms and conditions contained in a
proposed deed of easement negotiated by the parties. Albemarle County Code § A.1-111(E) further requires that, if the
Board accepts the offer, it must do so in writing and only after an action by the Board auth orizing acceptance. The
Board is not required to accept an offer to sell a conservation easement and nothing in the ACE ordinance obligates the
Board to purchase a conservation easement on any property that meets the minimum number of qualifying points.
Under Albemarle County Code § A.1-109(E), the Albemarle County Public Recreational Facilities Authority (“PRFA”) or
the Virginia Outdoors Foundation (“VOF”) may be co-holders of the easements.
On October 6, 2010, the Board approved the ACE Committee’s recommendations to: 1) approve three (3) appraisals
by Pape and Company for applications from the year FY 10 applicant pool (see Attachment A); 2) approve the
purchase of ACE easements on the top three ranked properties from the year FY 10 applicant pool: the Lively,
Pugh/Stanerson, and Barksdale properties; and 3) authorize staff to invite these three applicants to make written
offers to sell conservation easements to the County. Of the three initial invitees, only Ms. Pugh and Ms. Stanerson
submitted a written offer to sell their easement to the County. The owners of the other two properties decided not to
sell conservation easements to the County.
Of the five remaining applicants from the FY2010 applicant pool, four scored high enough on the ranking criteria to be
eligible for an ACE easement: Thurman, Rives, Rushia, and Nash/Violette. At the time these applicants were
presented to the Board on April 7, 2010, appraisals were not recommended due to an anticipated lack of funding.
However, the withdrawal of two higher-ranked applicants (Lively and Barksdale) has now made the acquisition of
some or all of these remaining easements possible.
DISCUSSION:
With $538,918 of remaining funds from FY 2010, $350,000 from the FY 2011 appropriation, and $143,832 from two
grants from the Office of Farmland Preservation, the ACE Program has a total of $1,032,750 available for easement
acquisitions.
Ms. Pugh and Ms. Stanerson have offered to sell their conservation easement at a cost of $162,500 (see Attachment
B). The ACE Committee recommends the purchase of this easement over the Pugh/Stanerson property. Acquisition
of this easement would eliminate five development rights and the property has significant tourism value. The
acquisition of this easement would also result in the following resource protection:
• Protection of 96.22 acres of farm and forestland
• 970 feet of state road frontage
• 4,029 feet of riparian buffer
• 3,350 feet of common boundary with other protected lands
• 49 acres of “prime” farm and forestland
AGENDA TITLE: Acquisition of Conservation Easements (ACE) Update for FY 2009-10 Applicant Class
January 5, 2011
Page 2
As for additional acquisitions, based on the final ranking order and eligibility status of the Round 10 properties, the
ACE Committee recommends that the Board authorize staff to order appraisals for all four remaining eligible
properties: Thurman, Rives, Rushia, and Nash/Violette. Although the total ACE budget for FY 2009-10 may ultimately
prove insufficient for purchasing easements on all four properties, it is prudent to obtain appraisals or updates on
more properties than funding will allow in the event that additional funding becomes available or some higher ranking
applicants withdraw their application from the Program.
BUDGET IMPACT:
Funding for the purchase of these conservation easements comes from the CIP-Planning-Conservation budget (line-
item 9010-81010-580409). Staff will continue to pursue outside funding sources to supplement the ACE Program
funding. Sources of potential outside funding include the Office of Farmland Preservation, the Preservation Trust
Fund, the Virginia Land Conservation Foundation, and the Farm and Ranchlands Protection Program.
RECOMMENDATIONS:
Staff recommends that the Board adopt the attached Resolution (Attachment C) accepting’ the offer of Ms. Pugh and
Ms. Stanerson, who are approved FY 2009-10 applicants, to sell conservation easements to the County, for
$162,500, subject to the terms and conditions contained in the deed of easement, and authorize the County Executive
to sign the final deed of easement in a form acceptable to the County Attorney for this property.
Staff further recommends that the Board:
1) Identify the Thurman, Rives, Rushia, and Nash/Violette properties as those on which it desires to purchase
conservation easements; and
2) Authorize staff to order appraisals or updates for the Thurman, Rives, Rushia, and Nash/Violette properties.
ATTACHMENTS
A – Ranking Order of ACE Applicants from Round 10 (FY 2009-10)
B – ACE Budget for Round 10 (FY 2009-10)
C – ACE Resolution Accepting Offer to Sell FY 2009-10 Easement to the County
Return to consent agenda
Return to regular agenda
1
Attachment “A”
Ranking Order of ACE Applicants from Round 10 (FY 2009-10)
(20 points are needed to qualify for ACE Funding)
Applicant Tax Map Acres Points Tourism Status
Lively, Julius TM 93, Parcel 53 90.950 acres 48.45 points yes new
(Simeon) TM 93, Parcel 53C 10.650 acres
TM 93, Parcel 53D 10.500 acres
TM 93, Parcel 54 184.570 acres
Total 296.670 acres
Ethel Pugh/Stanerson TM 56, Parcel 25C 96.220 acres 33.36 points yes new
(Ivy)
Barksdale, John TM 100, Parcel 34 153.010 acres 28.71 points no re-enrollee
(Walnut Creek)
Thurman, Thelma TM 94, Parcel 20A 108.400 acres 25.36 points no re-enrollee
(Milton)
Rives, Barclay TM 65, Parcel 93A1 3.811 acres 24.58 points yes re-enrollee
(Cismont) TM 65, Parcel 94 3.000 acres
TM 65, Parcel 94 “A” 1.250 acres
TM 65, Parcel 94 “B” 15.950 acres
TM 65, Parcel 95 4.872 acres
TM 65, Parcel 95A 3.978 acres
TM 65, Parcel 121 38.840 acres
Total 71.701 acres
Rushia, Ed & Chris TM 39, Parcel 27 86.700 acres 22.43 points yes re-enrollee
(Crozet)
Nash/Violette TM 71, Parcel 43 40.160 acres 21.06 points yes new
(Greenwood)
William Traylor TM 48, Parcel 45 14.569 acres 10.27 points no new - ineligible
(Stony Point) TM 48, Parcel 46 25.456 acres
Total 40.025 acres
_______________________________________________________________________________________________
Totals 8 applicants 862.926 acres
Note: Tourism value is determined by the presence of specific elements from the ranking evaluation criteria
making certain properties eligible for funding from the transient lodging tax. The specific criteria include the
following: contains historic resources or lies in a historic district; lies in the primary Monticello viewshed;
adjoins a Virginia scenic highway, byway or entrance corridor; lies on a state scenic river; provides
mountaintop protection.
2
ACE Ranking Evaluation Criteria & Points Determination
Owner: Lively, Julius
Property: TM 93, Parcel 53 ( 90.950 acres) 3 DivR’s + 5 DevR’s = 8 DR’s
TM 93, Parcel 53C ( 10.650 acres) 0 DivR’s + 5 DevR’s = 5 DR’s
TM 93, Parcel 53D ( 10.500 acres) 0 DivR’s + 5 DevR’s = 5 DR’s
TM 93, Parcel 54 (184.570 acres) 8 DivR’s + 4 DevR’s = 12 DR’s
Total (296.670 acres) 11 DivR’s + 19 DevR’s = 30 DR’s
Ranking Criteria Determination Source for Points Points
Criteria A.1 ¼ mile from Limestone Farm plats/County overlay maps 2.00
Criteria A.2 296.670 acres RE Assessor’s Office 5.93
Criteria B.1 no landowner 0.00
Criteria B.2 no landowner 0.00
Criteria B.3 24 DR’s eliminated Zoning & Planning Departments 12.00
Criteria C.1 no County overlay maps 0.00
Criteria C.2 yes landowner 5.00
Criteria C.3 1,340 feet on Route 53 County tax map/plats 4.23
(Entrance Corridor)
Criteria C.4 yes - in Monticello viewshed PEC/Monticello viewshed maps 2.00
Criteria C.5 yes - Henderson habitat zone DCR Division of Natural Heritage 5.00
Criteria C.6 102 acres “prime” farm/forest County Soil Survey 2.04
Criteria C.7 4,100 feet on the Rivanna River County overlay maps 4.10
Criteria C.8 yes - Rivanna River plat/survey/County overlay maps 2.05
Criteria C.9 35 foot buffer on Rivanna River landowner 4.10
Criteria C.10 n/a County Engineering Department 0.00
Criteria C.11 no County overlay maps 0.00
Criteria C.12 no landowner/DOF 0.00
Criteria D.1 n/a Based on income grid 0.00
Point Total 48.45 points
PEC = Piedmont Environmental Council; VOF = Virginia Outdoors Foundation; TNC = The Nature Conservancy
DCR = Department of Conservation and Recreation; SH = Scenic Highway; EC = entrance corridor; SR = State Road;
CE = Conservation Easement; SFRR = South Fork Rivanna River watershed; SWMHD = Southwest Mountains
Historic District.
3
ACE Ranking Evaluation Criteria & Points Determination
Owner: Ethel R. Pugh/Bettie Stanerson
Property: TM 56, Parcel 25C (96.220 acres) 4 DivR’s + 2 DevR’s = 6 DR’s
Ranking Criteria Determination Source for Points Points
Criteria A.1 1,900 feet on TM 72-20A plats/County overlay maps 8.72
1,450 feet on TM 56-113
Criteria A.2 96.220 acres RE Assessor’s Office 1.92
Criteria B.1 no landowner 0.00
Criteria B.2 yes (retired, medical issues) landowner 3.00
Criteria B.3 5 usable DR’s eliminated Zoning & Planning Departments 2.50
Criteria C.1 no County overlay maps 0.00
Criteria C.2 yes landowner 3.00
Criteria C.3 370’ on I-64 (EC) County tax map/plats 3.21
600’ on SR 683
Criteria C.4 none PEC/Monticello viewshed maps 0.00
Criteria C.5 yes (w/in ¼ mile) DCR Division of Natural Heritage 3.00
Criteria C.6 49 acres County Soil Survey 0.98
Criteria C.7 SF Rivanna River Watershed County overlay maps 3.00
Criteria C.8 no plat/survey/County overlay maps 0.00
Criteria C.9 4,029’ on Stockton Mill Creek landowner 4.03
Criteria C.10 n/a County Engineering Department 0.00
Criteria C.11 no County overlay maps 0.00
Criteria C.12 no landowner/DOF 0.00
Criteria D.1 n/a Based on income grid 0.00
Point Total 33.36 points
PEC = Piedmont Environmental Council; VOF = Virginia Outdoors Foundation; TNC = The Nature Conservancy
DCR = Department of Conservation and Recreation
SH = Scenic Highway; EC = entrance corridor; SR = State Road
CE = Conservation Easement
SFRR = South Fork Rivanna River watershed
SWMHD = Southwest Mountains Historic District
4
ACE Ranking Evaluation Criteria & Points Determination
Owner: Barksdale, John
Property: TM 100, Parcel 34 (153.010 acres) 7 DivR’s + 3 DevR’s = 10 DR’s
Ranking Criteria Determination Source for Points Points
Criteria A.1 1,076 feet on Walnut Creek Park plats/County overlay maps 9.77
2,810 feet on C. Hudson
Criteria A.2 153.010 acres RE Assessor’s Office 3.06
Criteria B.1 no landowner 0.00
Criteria B.2 no landowner 0.00
Criteria B.3 7 usable DR’s eliminated Zoning & Planning Departments 3.50
Criteria C.1 no County overlay maps 0.00
Criteria C.2 yes landowner 3.00
Criteria C.3 1,076 feet on SR 631 County tax map/plats 3.08
Criteria C.4 none PEC/Monticello viewshed maps 0.00
Criteria C.5 mafic outcrops w/ rare plants? DCR Division of Natural Heritage 3.00
Criteria C.6 105 acres County Soil Survey 2.10
Criteria C.7 no County overlay maps 0.00
Criteria C.8 no plat/survey/County overlay maps 0.00
Criteria C.9 none landowner 0.00
Criteria C.10 n/a County Engineering Department 0.00
Criteria C.11 no County overlay maps 0.00
Criteria C.12 no landowner/DOF 0.00
Criteria D.1 88% funding Based on income grid 1.20
Point Total 28.71 points
PEC = Piedmont Environmental Council; VOF = Virginia Outdoors Foundation; TNC = The Nature Conservancy
DCR = Department of Conservation and Recreation
SH = Scenic Highway; EC = entrance corridor; SR = State Road
CE = Conservation Easement
SFRR = South Fork Rivanna River watershed
SWMHD = Southwest Mountains Historic District
5
ACE Ranking Evaluation Criteria & Points Determination
Owner: Thurman, Thelma
Property: TM 94, Parcel 20A (108.400 acres) 4 DivR’s + 5 DevR’s = 9 DR’s
Ranking Criteria Determination Source for Points Points
Criteria A.1 w/in ¼ mile of Limestone Farm County overlay map 2.00
Criteria A.2 108.400 acres RE Assessor’s Office 2.17
Criteria B.1 no landowner 0.00
Criteria B.2 yes landowner 3.00
Criteria B.3 6 DR’s eliminated Zoning & Planning Department 3.00
Criteria C.1 no County overlay map 0.00
Criteria C.2 yes landowner 5.00
Criteria C.3 2,647’ on SR 623 County overlay map 4.65
Criteria C.4 no DHR & Monticello viewshed maps 0.00
Criteria C.5 no DCR - Division of Natural Heritage 0.00
Criteria C.6 55 acres “prime soil” County Soil Survey 1.10
Criteria C.7 no County overlay map 0.00
Criteria C.8 no County overlay map 0.00
Criteria C.9 2,958’ w/ 50-100’ wide buffers landowner 4.44
Criteria C.10 n/a County Engineering Department 0.00
Criteria C.11 no County overlay map 0.00
Criteria C.12 no Department of Forestry 0.00
Criteria D.1 n/a VOF, PEC, TNC etc. 0.00
Point Total 25.36 points
PEC = Piedmont Environmental Council; VOF = Virginia Outdoors Foundation; TNC = The Nature Conserv ancy
DHR = Department of Historic Resources; DCR = Department of Conservation and Recreation
SFRR = South Fork Rivanna River Reservoir
6
ACE Ranking Evaluation Criteria & Points Determination
Owner: Rives, Barclay
Property: TM 65, Parcel 93A1 ( 3.811 acres) 0 DivR’s + 1 DevR’s = 1 DR’s
TM 65, Parcel 94 ( 3.000 acres) 0 DivR’s + 1 DevR’s = 1 DR’s
TM 65, Parcel 94 “A” ( 1.250 acres) 0 DivR’s + 1 DevR’s = 1 DR’s
TM 65, Parcel 94 “B” (15.950 acres) 0 DivR’s + 5 DevR’s = 5 DR’s
TM 65, Parcel 95 ( 4.872 acres) 0 DivR’s + 2 DevR’s = 2 DR’s
TM 65, Parcel 95A ( 3.978 acres) 0 DivR’s + 1 DevR’s = 1 DR’s
TM 65, Parcel 121 (38.840 acres) 1 DivR’s + 6 DevR’s = 7 DR’s
Total (71.701 acres) 1 DivR’s + 17 DevR’s = 18 DR’s
Ranking Criteria Determination Source for Points Points
Criteria A.1 783 feet on Mirza (TM 65 -93) plats/County overlay maps 3.57
Criteria A.2 71.701 acres RE Assessor’s Office 1.43
Criteria B.1 no landowner 0.00
Criteria B.2 no landowner 0.00
Criteria B.3 16 DR’s eliminated Zoning & Planning Departments 8.00
Criteria C.1 no County overlay maps 0.00
Criteria C.2 yes landowner 3.00
Criteria C.3 470 feet on Route 231 County tax map/plats 2.92
144 feet on SR 740
Criteria C.4 yes - SWMHD PEC/Monticello viewshed maps 3.00
Criteria C.5 no DCR Division of Natural Heritage 0.00
Criteria C.6 33 acres County Soil Survey 0.66
Criteria C.7 no County overlay maps 0.00
Criteria C.8 no plat/survey/County overlay maps 0.00
Criteria C.9 none landowner 0.00
Criteria C.10 n/a County Engineering Department 0.00
Criteria C.11 yes (Kinloch Ag-For) County overlay maps 2.00
Criteria C.12 no landowner/DOF 0.00
Criteria D.1 n/a Based on income grid 0.00
Point Total 24.58 points
PEC = Piedmont Environmental Council; VOF = Virginia Outdoors Foundation; TNC = The Nature Conservancy
DCR = Department of Conservation and Recreation; SH = Scenic Highway; EC = entrance corridor; SR = State Road;
CE = Conservation Easement; SFRR = South Fork Rivanna River watershed; SWMHD = Southwest Mountains
Historic District.
7
ACE Ranking Evaluation Criteria & Points Determination
Owner: Rushia, Ed & Christina
Property: TM 39, Parcel 27 (86.700 acres) 3 DivR’s + 5 DevR’s = 8 DR’s
Ranking Criteria Determination Source for Points Points
Criteria A.1 990 feet on Henley plats/County overlay maps 11.54
1,922 feet on Shaw
1,856 feet on Pietsch
Criteria A.2 86.700 acres RE Assessor’s Office 1.73
Criteria B.1 no landowner 0.00
Criteria B.2 no landowner 0.00
Criteria B.3 6 usable DR’s eliminated Zoning & Planning Departments 3.00
Criteria C.1 61 acres in MOD County overlay maps 2.97
35 acres in RAB
Criteria C.2 no landowner 0.00
Criteria C.3 none County tax map/plats 0.00
Criteria C.4 none PEC/Monticello viewshed maps 0.00
Criteria C.5 no DCR Division of Natural Heritage 0.00
Criteria C.6 8 acres County Soil Survey 0.19
Criteria C.7 SF Rivanna River Watershed County overlay maps 3.00
Criteria C.8 no plat/survey/County overlay maps 0.00
Criteria C.9 none landowner 0.00
Criteria C.10 n/a County Engineering Department 0.00
Criteria C.11 no County overlay maps 0.00
Criteria C.12 no landowner/DOF 0.00
Criteria D.1 n/a Based on income grid 0.00
Point Total 22.43 points
PEC = Piedmont Environmental Council; VOF = Virginia Outdoors Foundation; TNC = The Nature Conservancy
DCR = Department of Conservation and Recreation
SH = Scenic Highway; EC = entrance corridor; SR = State Road
CE = Conservation Easement
SFRR = South Fork Rivanna River watershed
SWMHD = Southwest Mountains Historic District
8
ACE Ranking Evaluation Criteria & Points Determination
Owner: Margaret Nash/Martin Violette
Property: TM 71, Parcel 43 40.160 acres 1 DivR’s + 6 DevR’s = 7 DR’s
Ranking Criteria Determination Source for Points Points
Criteria A.1 none plats/County overlay maps 0.00
Criteria A.2 40.160 acres RE Assessor’s Office 0.80
Criteria B.1 no landowner 0.00
Criteria B.2 no landowner 0.00
Criteria B.3 6 usable DR’s eliminated Zoning & Planning Departments 3.00
Criteria C.1 no County overlay maps 0.00
Criteria C.2 yes landowner 3.00
Criteria C.3 730’ on I-64 (EC) County tax map/plats 3.87
654’ on SR 824
Criteria C.4 none PEC/Monticello viewshed maps 0.00
Criteria C.5 yes - snail on Stockton Creek DCR Division of Natural Heritage 5.00
Criteria C.6 28 acres County Soil Survey 0.56
Criteria C.7 SF Rivanna River Watershed County overlay maps 3.00
Criteria C.8 no plat/survey/County overlay maps 0.00
Criteria C.9 1,834’ - 1 side Stockton Mill Creek landowner 1.83
Criteria C.10 n/a County Engineering Department 0.00
Criteria C.11 no County overlay maps 0.00
Criteria C.12 no landowner/DOF 0.00
Criteria D.1 n/a Based on income grid 0.00
Point Total 21.06 points
PEC = Piedmont Environmental Council; VOF = Virginia Outdoors Foundation; TNC = The Nature Conservancy
DCR = Department of Conservation and Recreation
SH = Scenic Highway; EC = entrance corridor; SR = State Road
CE = Conservation Easement
SFRR = South Fork Rivanna River watershed
SWMHD = Southwest Mountains Historic District
9
ACE Ranking Evaluation Criteria & Points Determination
Owner: Traylor, William
Property: TM 48, Parcel 45 14.569 acres 0 DivR’s + 5 DevR’s = 5 DR’s
TM 48, Parcel 46 25.456 acres 0 DivR’s + 5 DevR’s = 5 DR’s
Total 40.025 acres 0 DivR’s + 10 DevR’s = 10 DR’s
Ranking Criteria Determination Source for Points Points
Criteria A.1 <¼ mile of Gunn (TM 48-47C) plats/County overlay maps 2.00
Criteria A.2 40.160 acres RE Assessor’s Office 0.80
Criteria B.1 no landowner 0.00
Criteria B.2 no landowner 0.00
Criteria B.3 9 usable DR’s eliminated Zoning & Planning Departments 4.50
Criteria C.1 yes - 34 acres in MOD County overlay maps 0.68
Criteria C.2 no landowner 0.00
Criteria C.3 right-of-way County tax map/plats 0.00
Criteria C.4 none PEC/Monticello viewshed maps 0.00
Criteria C.5 no DCR Division of Natural Heritage 0.00
Criteria C.6 39 acres of “prime” farm/forest County Soil Survey 0.78
Criteria C.7 no County overlay maps 0.00
Criteria C.8 no plat/survey/County overlay maps 0.00
Criteria C.9 756’ on perennial, internal stream landowner 1.51
Criteria C.10 n/a County Engineering Department 0.00
Criteria C.11 no County overlay maps 0.00
Criteria C.12 no landowner/DOF 0.00
Criteria D.1 yes - wants to donate some portion Based on income grid ????
Point Total 10.27 points
PEC = Piedmont Environmental Council; VOF = Virginia Outdoors Foundation; TNC = The Nature Conservancy
DCR = Department of Conservation and Recreation
SH = Scenic Highway; EC = entrance corridor; SR = State Road
CE = Conservation Easement
SFRR = South Fork Rivanna River watershed
SWMHD = Southwest Mountains Historic District
10
Sec. A.1-108. Ranking criteria.
In order to effectuate the purposes of the ACE program, parcels for which conservation easement
applications have been received shall be ranked according to the criteria and the point values assigned as
provided below. Points shall be rounded to the first decimal.
A. Open-space resources.
1. The parcel adjoins an existing permanent conservation easement, a national, state or
local park, or other permanently protected open-space: two (2) points, with one additional (1) point for every
five hundred (500) feet of shared boundary; or the parcel is within one-quarter (1/4) mile, but not adjoining,
an existing permanent conservation easement, a national, state or local park, or other permanently protected
open-space: two (2) points.
2. Size of the parcel: one (1) point for each fifty (50) acres.
B. Threat of conversion to developed use.
1. The parcel is threatened with forced sale: five (5) points.
2. The parcel is threatened with other hardship: three (3) points.
3. The number of usable division rights to be eliminated on the parcel: one-half (1/2)
point for each usable division right to be eliminated, which shall be determined by subtracting the number of
retained division rights from the number of division rights. A division right includes all by-right divisions of
both 2-acre lots and the 21-acre residual lots. Each right represents the right to build a single dwelling.
C. Natural, cultural and scenic resources.
1. Mountain protection: one (1) point for each fifty (50) acres in the mountain overlay
district, as defined in the Comprehensive Plan. An additional one (1) point may be a warded for each twenty
(20) acres within a ridge area boundary. For purposes of this section, the term “ridge area boundary” means
the area that lies within one hundred (100) feet below designated ridgelines shown on county mountain
overlay district elevation maps. If the landowner elects to use these points in the ranking criteria, the Deed of
Easement shall prohibit all construction within the MOD. No farm building or agricultural structure may be
allowed unless prior written approval is obtained from each Grantee”.
2. Working family farm, including forestry: five (5) points if at least one family
member’s principal occupation and income (more than half) is farming or foresting the parcel; three (3)
points if one family member has as a secondary occupation working the farm sufficient to qualify for the
land use tax program.
3. The parcel adjoins a road designated either as a Virginia scenic highway or byway,
or as an entrance corridor under section 30.6.2 of Chapter 18 of the Albemarle County Code: two (2) points,
with one (1) additional point for each six hundred (600) feet of road frontage; or the parcel adjoins a public
road: two (2) points, with one (1) additional point for each one thousand (1000) feet of road frontage; or, the
parcel is substantially visible from, but is not contiguous to, a public road designated either as a Virginia
scenic highway or byway, or as an entrance corridor under section 30.6.2 of Chapter 18 of the Albemarle
County Code: two (2) points. If the landowner elects to use points in the ranking criteria for frontage on a
Virginia scenic highway or byway, any new dwelling shall have a 250’ setback from said roadway or shall
not be visible in any season of the year from the scenic road on a site approved by the Grantee. Otherwise,
one (1) point will be awarded for each one thousand (1000) feet of road frontage.
4. The parcel contains historic resources: three (3) points if it is within a national or
state rural historic district or is subject to a permanent easement protecting a historic resource; two (2) points
11
if the parcel is within the primary Monticello viewshed, as shown on viewshed maps prepared for Monticello
and in the possession of the county; two (2) points if the parcel contains artifacts or a site of archaeological
or architectural significance as determined by a qualified archaeologist or architectural historian under the
United States Department of Interior’s professional qualification standards. If the landowner elects to use
these points in the ranking criteria for artifacts or sites of archaeological or architectural significance, the
Deed of Easement shall require the permanent protection of these resources as designed by Department of
Historic Resources.
5. The parcel contains an occurrence listed on the state natural heritage inventory or a
qualified biologist has submitted documentation of an occurrence of a natural heritage resource to the ACE
Program and the Division of Natural Heritage on behalf of the applicant: five (5) points; or the parcel is
within one-quarter (1/4) mile of an occurrence listed on the State Natural Heritage Inventory: two (2) points.
6. The parcel contains capability class I, II or III soils (“prime soils”) for agricultural
lands or ordination symbol 1 or 2 for forest land, based on federal natural resources conservation service
classifications found in the United States Department of Agriculture Soil Survey of Albemarle County,
Virginia: one (1) point for each fifty (50) acres containing such soils to a maximum of five (5) po ints.
7. The parcel is within the South Fork Rivanna Reservoir Watershed, the Chris Greene
Lake Watershed, or the Totier Creek Reservoir Watershed: three (3) points; or the parcel adjoins the Ivy
Creek, Mechums River, Moormans River, Rocky Creek (of the Moormans River), Wards Creek (of the
Moormans River), Doyles Creek, Buck Mountain Creek, South Fork Rivanna Reservoir River, North Fork
Rivanna River, Totier Creek Reservoir, Swift Run (of the North Fork Rivanna River), Lynch River (of the
North Fork Rivanna River, Rivanna River, Jacob’s Run, or the Hardware River, Rockfish River, James
River, any waters designated as “Exceptional Waters” by the Virginia Water Control Board, any public water
supply reservoir or emergency water supply reservoir: one (1) point for each one thousand (1000) feet of
frontage.
8. The parcel adjoins a waterway designated as a state scenic river: one-half
(1/2) point for each one thousand (1000) feet of frontage. If the landowner elects to use these points in the
ranking criteria, any new dwelling shall not be visible from the river or require a 250’ setback from the river
so as to maintain the natural, scenic quality of the property from the river.
9. The parcel is subject to a permanent easement whose primary purpose is to establish
or maintain vegetative forest buffers adjoining perennial or intermittent streams, as those terms are defined in
Chapter 17 of the Albemarle County Code: one (1) point for each one thousand (1000) linear feet of buffer
that is between thirty-five (35) and fifty (50) feet wide; one and one-half (1½) points for each one thousand
(1000) linear feet of buffer that is greater than fifty (50) feet but not more than one hundred (100) feet wide;
two (2) points for each one thousand (1000) linear feet of buffer that is greater than one hundred (100) feet
wide. If the owner voluntarily offers in his application to place the parcel in such a permanent easement,
then the above-referenced points may also be awarded.
10. The parcel is within a sensitive groundwater recharging area identified in a county-
sponsored groundwater study: one (1) point.
11. The parcel is within an agricultural and forestal district: two (2) points.
12. One (1) point for a professionally prepared Forestry Stewardship Management Plan
approved by the Virginia Department of Forestry.
D. County Fund Leveraging.
1. State, federal, or private funding identified to leverage the purchase of the
conservation easement: one (1) point for each ten (10) percent of the purchase price for which thos e funds
can be applied.
12
Go to next attachment
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Attachment “B”
ACE Budget for Round 10 (FY 2009-10) Applicant Pool
County Funds Available from FY09-10 Appropriation $ 1,008,917.69
Funds Reduced by BOS from FY09-10 Allocation - 470,000.00
Current County Funds Available from FY09-10 Appropriation $ 538,917.69
Funds from 2009 Farmland Preservation Grant 49,900.00
Funds from 2010 Farmland Preservation Grant 93,932.19
Funds Available for FY09-10 Easements $ 682,749.88
Acquisition Cost of ACE Easements:
Easement Acquisition - Pugh/Stanerson $ 162,500.00
Appraisals 9,000.00
Title Insurance 1,500.00
Net Easement Acquisition Cost $ 173,000.00
Funds Available for Remaining Properties in FY09-10 $ 509,749.88
Funds Available from FY10-11 Appropriation $ 350,000.00
Total Funds Available for FY09-10 and/or FY10-11 $ 859,749.88
Go to next attachment
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Attachment “C”
RESOLUTION ACCEPTING OFFER TO SELL
A CONSERVATION EASEMENT UNDER THE ACE PROGRAM
WHEREAS, the County has received an offer to sell a conservation easement under the
ACE Program from the owners of the following property:
Applicant Tax Map Acreage Amount
Ethel Pugh/Stanerson TM 56, Parcel 25C 96.220 $162,500
(Ivy)
WHEREAS, the owners offered to sell a conservation easement on the property described
above to the County for the purchase price indicated above, subject to terms and conditions set
forth in the proposed deed of easement enclosed with the County’s invitation to offer to sell,
subject to any further revisions deemed necessary by the County Attorney and agreed to by the
owner.
NOW, THEREFORE BE IT RESOLVED that the Board of Supervisors hereby accepts
the offer to sell a conservation easement for the property described above at the amount indicated
above, and authorizes the County Executive to execute all documents necessary for completing this
acquisition.
BE IT FURTHER RESOLVED that the Board of Supervisors hereby directs the County
Attorney to send copies of this resolution to the owners of the property identified herein, or the
appropriate contact person.
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Precious Metals Ordinance
SUBJECT/PROPOSAL/REQUEST:
Set public hearing to consider a proposed ordinance to
amend County Code Chapter 12, Regulated Enterprises,
Article III, Dealers in Precious Metals
STAFF CONTACT(S):
Messrs. Foley, Elliott, Davis, Herrick, Walters, and
Jenkins, G.; and Ms. Kim
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
ACTION: INFORMATION:
CONSENT AGENDA:
ACTION: X INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
During its July 7, 2010 meeting, the Board heard concerns from a citizen regarding itinerant dealers of precious
metals operating at temporary locations in the County. Based on this input, the Board requested staff to review the
County Code as it relates to the sale/exchange of precious metals and offer suggested amendments to address
itinerant dealers.
Although precious metals dealers are regulated by state law, localities can adopt local ordinances that parallel state
requirements or impose more stringent rules. Consistent with the provisions of Virginia Code § 54.1-4108(E), the
County’s existing ordinance requires that dealers conduct their business exclusively from a fixed and permanent
location specified in their application for a permit. However, the current ordinance does not clearly specify whether
only the location itself must be fixed and permanent, or whether the dealer’s operations there must likewise be fixed
and permanent. This question arises when, for example, an itinerant dealer holds a weekend event in a hotel
conference room. While the hotel building itself is fixed and permanent, the dealer’s operations there are not.
In the last two years, the County’s Police Department issued a total of ten permits to dealers doing business in
Albemarle County.
DISCUSSION:
Staff has completed its review of the existing County ordinance and proposes that the Board amend the County
Code to more consistently parallel the intent of the Virginia Code. Specifically, Virginia Code § 54.1-4104(A) already
requires dealers to retain all purchased precious metals or gems, and not remove them from the jurisdiction, for a
minimum of ten calendar days. Judging from this retention requirement, state law clearly intends that dealers’
operations, not just their location, be fixed and permanent.
The revised ordinance (Attachment A) recommends revisions to four sections of the Albemarle County Code,
Chapter 12, Regulated Enterprises, Article III, Dealers in Precious Metals:
1. Definition of “fixed and permanent location” (§ 12-300(3)) – The proposed ordinance would make “fixed and
permanent location” a defined term, meaning a location in the county at which the dealer conducts a regular
and continuous course of dealing for thirty consecutive days or more, with Saturdays, Sundays and
recognized holidays excepted. A fixed and permanent location may include a location leased or otherwise
obtained from another person on a temporary or seasonal basis. This language is patterned after the term
“definite place of business” in Virginia Code § 58.1-3700.1 applicable to business licenses.
2. New application requirements (§ 12-302(A)) – The proposed ordinance would add a number of requirements
to the dealer’s license application, namely:
a. Requiring the full name, any aliases, address, age, date of birth, sex and fingerprints of not just the
dealer (as currently required), but also of any agents of the dealer doing business in the County.
b. Specifying the dealer’s hours of operations – to facilitate enforcement
c. Specifying the location in the County where all precious metals or gems purchased will be retained,
as required.
d. Furnishing a zoning clearance to verify that the dealer’s business is permitted under the applicable
county zoning regulations.
AGENDA TITLE: Precious Metals Ordinance
January 5, 2011
Page 2
3. Notification of business closings; location of business (§ 12-302(D)) – Additionally, to facilitate enforcement,
the proposed ordinance would require the dealer to notify the chief of police of all closings and re-openings
of the business of the dealer if the business were not open for business to conduct purchases without
interruption, with Saturdays, Sundays and recognized holidays excepted. This section would also restate the
requirement that the dealer’s use must be permitted under the applicable county zoning regulations.
4. Mandatory two-year revocation following a second conviction (§ 12-307) – The proposed ordinance would
follow a 2010 amendment to Virginia Code § 54.1-4110, requiring a mandatory two-year revocation of a
dealer’s license following a second conviction for violating any provisions of the ordinance.
5. Retention and accessibility of all precious metals or gems purchased (§ 12-311(C)) – The proposed
ordinance would re-emphasize the requirement that all precious metals or gems purchased be retained in
the jurisdiction, and would require the dealer to make them available for inspection by law enforcement.
The complete Article regulating dealers in precious metals is attached for reference and information (Attachment B).
BUDGET IMPACT:
Though the proposed ordinance would require the Police Department to revise the license application for
precious metals dealers, the Police are already responsible for enforcing the existing precious metals ordinance.
Staff does not foresee the cost of enforcement increasing under the proposed ordinance.
RECOMMENDATIONS:
Staff recommends that the Board direct staff to advertise the attached proposed ordinance for public hearing at the
February 2, 2011 Board meeting.
ATTACHMENTS:
A – Proposed Ordinance
B – Albemarle County Code Chapter 12, Article III, Dealers in Precious Metals
Return to consent agenda
Return to regular agenda
Draft: 11/29/10
1
ORDINANCE NO. 10-12(1)
AN ORDINANCE TO AMEND CHAPTER 12, REGULATED ENTERPRISES, ARTICLE III, DEALERS IN
PRECIOUS METALS, 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 12, Regulated
Enterprises, Article III, Dealers in Precious Metals, is hereby amended and reordained as follows:
By Amending:
Sec. 12-300 Definitions.
Sec. 12-302 Permit--Procedure for obtaining; term; renewal.
Sec. 12-307 Penalties.
Sec. 12-311 Dealer to retain purchases.
CHAPTER 12. REGULATED ENTERPRISES
ARTICLE III. DEALERS IN PRECIOUS METALS
State law reference—Regarding dealers in precious metals generally, see Va. Code §§ 54.1-4100 et seq.; authority of county to
enact ordinance regulating dealers in precious metals and gems, see Va. Code § 54.1 -4111.
Sec. 12-300 Definitions.
For the purposes of this article, the following words shall have the meanings ascribed to them by this section,
unless the context requires a different meaning:
(1) Coin. The term "coin" shall mean any piece of gold, silver or other metal fashioned into a prescribed shape,
weight and degree of fineness, stamped by authority of a government with certain marks and devices, and having a
certain fixed value as money.
(2) Dealer. The term "dealer" shall mean any person engaged at any location in the county in the business of
(a) purchasing precious metals or gems, (b) making loans for which precious metals or gems are received and held as
security, (c) removing in any manner precious metals or gems from manufactured articles not then owned by such person
or (d) buying, acquiring or selling precious metals or gems removed from such manufactured articles. As used herein,
"dealer" includes employers and principals on whose behalf a purchase or loan is made and all employees and agents
who make such purchases and loans for or on behalf of their employers or principals.
This definition shall not be construed so as to include persons engaged in the following:
(a) Purchases of precious metals or gems directly from other dealers, manufacturers or wholesalers
for retail or wholesale inventories, provided the selling dealer has complied with the provisions of this chapter, if
applicable.
(b) Purchases of precious metals or gems directly from a qualified fiduciary who is disposing of
the assets of an estate being administered by such fiduciary.
(c) Acceptance by a retail merchant of trade-in merchandise previously sold by such retail
merchant to the person presenting that merchandise for trade in.
(d) Repairing, restoring or designing of jewelry by a retail merchant, if such activities are within
the normal course of such merchant's business.
(e) Purchases of precious metals or gems by industrial refiners and manufacturers insofar as such
purchases are made directly from retail merchants, wholesalers or dealers or by mail originating outside the county.
Draft: 11/29/10
2
(f) Regular purchasing and processing of nonprecious scrap metals which incidentally may contain
traces of precious metals recoverable as a by product.
(3) Fixed and permanent location. The term “fixed and permanent location” shall mean a location in the county
at which the dealer conducts a regular and continuous course of dealing for thirty consecutive days or more, with
Saturdays, Sundays and recognized holidays excepted. A fixed and permanent location may include a location leased or
otherwise obtained from another person on a temporary or seasonal basis.
(34) Gems. The term "gems" shall mean any item containing or having any precious or semiprecious stones
customarily used in jewelry or ornamentation.
(45) Precious metals. The term "precious metals" shall mean any item, except coins, containing as part of its
composition in any degree gold, silver, platinum or platinum alloys.
(11-12-80, § 1; 7-8-81; Code 1988, § 5.1-1; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code §§ 54.1-4100.
Sec. 12-302 Permit--Procedure for obtaining; term; renewal.
A. Application; issuance; fee. To obtain a permit, the dealer shall file with the chief of police an
application form which shall include the dealer’s full name, any aliases, address, age, date of birth, sex and fingerprints
of both the dealer and any agents of the dealer doing business in the county; the name, address and telephone number of
the applicant's employer, if any, and the location and hours of operation of the dealer's place of business, and the location
in the county of all items to be retained pursuant to section 12-311 herein. In addition, the dealer shall furnish a zoning
clearance verifying that the dealer’s business is permitted under the applicable county zoning regulations. Upon filing
this application and the payment of a two hundred dollar ($200) application fee, the dealer shall be issued a permit by the
chief of police; provided, that the applicant had not been convicted of a felony or crime of moral turpitude within seven
years prior to the date of application, and that the dealer meets all other applicable requirements. The permit shall be
denied if the applicant has been denied a permit or, within the preceding twelve months, has had a permit revoked under
any ordinance or law similar in substance to the provisions of this chapter.
B. Inspection of weighing devices. Before a permit may be issued, the dealer must have all weighing
devices to be used in the business inspected and approved by local or state weights and measures officials and must
present written evidence of such approval to the chief of police.
C. Duration; renewal. A permit shall be valid for one year from the date of issuance and may be renewed
for one-year periods in the same manner as the initial permit is obtained, with an annual permit fee of two hundred
dollars ($200).
D. Notification of business closings; location of business. If the business of the dealer is not operated open
for business to conduct purchases without interruption, with Saturdays, Sundays and recognized holidays excepted, the
dealer shall notify the chief of police of all closings and reopenings of such business. The business of a dealer shall be
conducted only from a fixed and permanent location specified in such dealer's application for a permit, and only if such
business is permitted at that location under the applicable county zoning regulations.
(11-12-80, § 1; 7-8-81; 11-14-84; 4-13-88; Code 1988, § 5.1-3; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4108.
Sec. 12-307 Penalties.
A. Any person convicted of violating any of the provisions of this article shall be guilty of a class 2
misdemeanor for the first offense. Upon conviction of any subsequent offense, such person shall be guilty of a class l
misdemeanor.
Draft: 11/29/10
3
B. Upon the first conviction by any court of a dealer for violation of any provision of this article, the chief
of police may revoke his permit to engage in business as a dealer under this chapter for a period of one full year from the
date the conviction becomes final. Such revocation shall be mandatory for two full years from the date the conviction
becomes final upon a second conviction.
(11-12-80, § 1; 7-8-81; 11-14-84; 4-13-88; Code 1988, § 5.1-13; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4110; as to punishment for class 1 and 2 misdemeanors, see Va. Code §
18.2-11.
Sec. 12-311 Dealer to retain purchases.
A. The dealer shall retain all precious metals or gems in the condition in which purchased for a minimum
of ten calendar days from the time of filing the bill of sale for their purchase with the chief of police. During such period
of time, the dealer shall not sell, alter or dispose of a purchased item in whole or in part, or remove it from the county.
B. If a dealer performs the service of removing precious metals and gems, such dealer shall retain the
precious metals or gems removed and the article from which such removal was made for a period of ten calendar days
after receiving such article and precious metals or gems.
C. All items required to be retained hereunder shall be retained in the county at the location specified in the
dealer’s permit application. An agent of the dealer shall be readily accessible throughout the applicable retention period
to make the retained items available for inspection by the chief of police or any law enforcement official of the state or
federal government.
(11-12-80, § 1; 7-8-81; 11-14-84; Code 1988, § 5.1-9; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4104.
Go to next attachment
Return to exec summary
Attachment B
1
CHAPTER 12. REGULATED ENTERPRISES
ARTICLE III. DEALERS IN PRECIOUS METALS
State law reference—Regarding dealers in precious metals generally, see Va. Code §§ 54.1 -4100 et seq.; authority of county to enact
ordinance regulating dealers in precious metals and gems, see Va. Code § 54.1-4111.
Sec. 12-300 Definitions.
For the purposes of this article, the following words shall have the meanings ascribed to them by this
section, unless the context requires a different meaning:
(1) Coin. The term "coin" shall mean any piece of gold, silver or other metal fashioned into a prescribed
shape, weight and degree of fineness, stamped by authority of a government with certain marks and devices, and
having a certain fixed value as money.
(2) Dealer. The term "dealer" shall mean any person engaged at any location in the county in the business
of (a) purchasing precious metals or gems, (b) making loans for which precious metals or gems are received and
held as security, (c) removing in any manner precious metals or gems from manufactured articles not then owned by
such person or (d) buying, acquiring or selling precious metals or gems removed from such manufactured articles.
As used herein, "dealer" includes employers and principals on whose behalf a purchase or loan is made and all
employees and agents who make such purchases and loans for or on behalf of their employers or principals.
This definition shall not be construed so as to include persons engaged in the following:
(a) Purchases of precious metals or gems directly from other dealers, manufacturers or wholesalers for
retail or wholesale inventories, provided the selling dealer has complied with the provisions of this chapter, if
applicable.
(b) Purchases of precious metals or gems directly from a qualified fiduciary who is disposing of the
assets of an estate being administered by such fiduciary.
(c) Acceptance by a retail merchant of trade-in merchandise previously sold by such retail merchant
to the person presenting that merchandise for trade in.
(d) Repairing, restoring or designing of jewelry by a retail merchant, if such activities are within the
normal course of such merchant's business.
(e) Purchases of precious metals or gems by industrial refiners and manufacturers insofar as such
purchases are made directly from retail merchants, wholesalers or dealers or by mail originating outside the county.
(f) Regular purchasing and processing of nonprecious scrap metals which incidentally may contain
traces of precious metals recoverable as a by product.
(3) Gems. The term "gems" shall mean any item containing or having any precious or semiprecious stones
customarily used in jewelry or ornamentation.
(4) Precious metals. The term "precious metals" shall mean any item, except coins, containing as part of
its composition in any degree gold, silver, platinum or platinum alloys.
(11-12-80, § 1; 7-8-81; Code 1988, § 5.1-1; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code §§ 54.1-4100.
Sec. 12-301 Permit--Required.
Effective July l, 1981, no person shall engage in the activities of a dealer as defined in section 12 -300
without first obtaining a permit from the chief of police of the county.
(11-12-80, § 1; 7-8-81; 11-14-84; Code 1988, § 5.1-2; Ord. 98-A(1), 8-5-98)
State law reference--Va. Code §§ 54.1-4108, 54-1.4111.
Attachment B
2
Sec. 12-302 Permit--Procedure for obtaining; term; renewal.
A. Application; issuance; fee. To obtain a permit, the dealer shall file with the chief of police an
application form which shall include the dealer's full name, any aliases, address, age, date of birth, sex and
fingerprints; the name, address and telephone number of the applicant's employer, if any, and the location of the
dealer's place of business. Upon filing this application and the payment of a two hundred dollar ($200) application
fee, the dealer shall be issued a permit by the chief of police; provided, that the applicant had not been convicted of a
felony or crime of moral turpitude within seven years prior to the date of applica tion. The permit shall be denied if
the applicant has been denied a permit or, within the preceding twelve months, has had a permit revoked under any
ordinance or law similar in substance to the provisions of this chapter.
B. Inspection of weighing devices. Before a permit may be issued, the dealer must have all weighing
devices to be used in the business inspected and approved by local or state weights and measures officials and must
present written evidence of such approval to the chief of police.
C. Duration; renewal. A permit shall be valid for one year from the date of issuance and may be
renewed for one-year periods in the same manner as the initial permit is obtained, with an annual permit fee of two
hundred dollars ($200).
D. Notification of business closings; location of business. If the business of the dealer is not operated
without interruption, with Saturdays, Sundays and recognized holidays excepted, the dealer shall notify the chief of
police of all closings and reopenings of such business. The business of a dealer shall be conducted only from a fixed
and permanent location specified in such dealer's application for a permit.
(11-12-80, § 1; 7-8-81; 11-14-84; 4-13-88; Code 1988, § 5.1-3; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4108.
Sec. 12-303 Permit--Nontransferable and to be displayed.
The permit issued hereunder shall be a personal privilege and shall not be transferable, nor shall there be
any abatement of the fee for such permit by reason of the fact that the dealer shall have exercised the privilege for
any period of time less than that for which it was granted. The permit shall at all times be displayed prominently by
the dealer on the business premises.
(11-12-80, § 1; 7-8-81; Code 1988, § 5.1-4; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code §§ 54.1-4108(D); 54.1-4111.
Sec. 12-304 Permit--False statements.
A permit issued upon an application containing a statement made with knowledge of its falsity sh all be void
from the beginning.
(11-12-80, § 1; 7-8-81; Code 1988, § 5.1-5; Ord. 98-A(1), 8-5-98)
Sec. 12-305 Dealer's bond or letter of credit.
A. Prior to receiving a permit, each dealer shall provide a bond to the county secured by a corporate
surety authorized to do business in the Commonwealth, to be payable to the county in the penal sum of ten thousand
dollars and conditioned upon due observance of the terms of this article. In lieu of a bond, a dealer may cause to be
issued by a bank authorized to do business in the Commonwealth a letter of credit in favor of the county in the sum
of ten thousand dollars.
B. A single bond upon an employer or principal may be written or a single letter of credit issued to
cover all employees and all transactio ns occurring at a single location.
(11-12-80, § 1; 7-8-81; Code 1988, § 5.1-11; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4106.
Attachment B
3
Sec. 12-306 Private action on bond or letter of credit.
Any person aggrieved by a dealer's violation of the provisions of this article may maintain an action for
recovery in any court of proper jurisdiction against such dealer and such dealer's surety provided that recovery
against the surety shall be only for that amount of the judgment , if any, which is unsatisfied by the dealer.
(11-12-80, § 1; 7-8-81; Code 1988, § 5.1-12; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4107.
Sec. 12-307 Penalties.
A. Any person convicted of violating any of the pr ovisions of this article shall be guilty of a class 2
misdemeanor for the first offense. Upon conviction of any subsequent offense, such person shall be guilty of a class
l misdemeanor.
B. Upon the first conviction by any court of a dealer for violation of any provision of this article, the
chief of police may revoke his permit to engage in business as a dealer under this chapter for a period of one full
year from the date the conviction becomes final. Such revocation shall be mandatory upon a second co nviction.
(11-12-80, § 1; 7-8-81; 11-14-84; 4-13-88; Code 1988, § 5.1-13; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4110; as to punishment for class 1 and 2 misdemeanors, see Va. Code §
18.2-11.
Sec. 12-308 Records, copies of bills of sale required; inspection.
A. Every dealer shall keep at such dealer's place of business an accurate and legible record of each
purchase of precious metals or gems, security arrangement, or transaction involving the removal of precio us metals
or gems from any manufacture article not then owned by the dealer. The record of each such purchase or security
arrangement shall be retained by the dealer for not less than twenty -four months. These records shall set forth the
following:
1. A complete description of all precious metals or gems purchased, taken as security or
removed from a manufactured article not then owned by the dealer, including the true weight of the precious metals
or gems purchased or taken as security and all names, initials, serial numbers or other identifying marks or
monograms appearing on each item in question;
2. The price for each item purchased or taken as security;
3. The date and time of receiving the items purchased or taken as security;
4. The full name, residence address, work place, home and work telephone numbers, date of
birth, sex, race, height, weight, hair and eye color, and legible handwritten signature of the seller, borrower or
persons for whom the service of removal is performed;
5. Verification of identification by exhibition of a government-issued identification card
such as a driver's license or military identification card that contains a photograph of the seller and at least one other
corroborating piece of identification. The record shall contain the type of identification exhibited, the issuing
agency, and the number thereon; and
6. A statement of ownership from the seller.
B. The information required by subparts (1) to (5) of paragraph (A) of this section shall appear on
each bill of sale, the form of which shall be provided by the chief of police. One copy of the form is to be retained
by the dealer, one copy to be delivered during regular work hours to the chief of police at his office within twenty -
four hours of the purc hase or loan or mailed to the chief of police within such twenty-four hour period, and one copy
to be delivered to the seller of such precious metals or gems or to the borrower. If the purchase or loan occurs on a
Saturday, Sunday or recognized holiday, then the delivery or mailing to the chief of police shall be made no later
than 10:00 A.M. of the next regular workday.
Attachment B
4
(11-12-80, § 1; 7-8-81; 11-14-84; 4-13-88; Code 1988, §§ 5.1-6, 5.1-7; Ord. 98-A(1), 8-5-98)
State law reference--Va. Code § 54.1-4101.
Sec. 12-309 Examination of record and property; seizure of stolen property.
Each dealer or his employee shall admit to such dealer's premises during regular business hours the chief of
police or any law enforcement official of the state or federal gov ernment. The dealer or his employee shall permit
the chief of police or his designee or such other law enforcement official to (i) examine all records required by this
chapter and any article listed in such records which is believed by the officer or offi cial to be missing or stolen; and
(ii) search for and take into possession any article known to him to be missing or believed by him to be stolen.
(Code 1988, § 5.1-7; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4101.1.
Sec. 12-310 Prohibited purchases.
A. No dealer shall purchase precious metals or gems from any seller who is under the age of eighteen.
B. No dealer shall purchase precious metals or gems from any seller whom the dealer believes or has
reason to believe is not the owner of such items, unless the seller has written and duly authenticated authorization
from the owner permitting and directing such sale.
(11-12-80, § 1; 7-8-81; Code 1988, § 5.1-8; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4103.
Sec. 12-311 Dealer to retain purchases.
A. The dealer shall retain all precious metals or gems in the condition in which purchased for a
minimum of ten calendar days from the time of filing the bill of sale for their purc hase with the chief of police.
During such period of time, the dealer shall not sell, alter or dispose of a purchased item in whole or in part, or
remove it from the county.
B. If a dealer performs the service of removing precious metals and gems, such dealer shall retain the
precious metals or gems removed and the article from which such removal was made for a period of ten calendar
days after receiving such article and precious metals or gems.
(11-12-80, § 1; 7-8-81; 11-14-84; Code 1988, § 5.1-9; Ord. 98-A(1), 8-5-98)
State law reference--Similar provisions, Va. Code § 54.1-4104.
Sec. 12-312 Record of disposition.
Each dealer shall keep and maintain for at least twenty-four months an accurate and legible record of the
name, address and age of the person to whom such dealer sells any precious metal or gem in its original form after
the waiting period required by section 12-311 and shall require such person to verify such information by a
government-issued identification card such as a driver's license or military identification card containing a
photograph of the person and one other piece of corroborating means of identification. This record shall also show
the name and address of the seller from whom the dealer purchased such item.
(11-12-80, § 1; 7-8-81; Code 1988, § 5.1-10; Ord. 98-A(1), 8-5-98)
State law reference--Va. Code § 54.1-4105.
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Comprehensive Services Act Management Update
SUBJECT/PROPOSAL/REQUEST:
Report on the change in administration of the
Comprehensive Services Act from the Commission on
Children and Families to the County and City Departments
of Social Services
STAFF CONTACT(S):
Messrs. Foley, Elliott, and Davis; and Ms. Ralston
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
ACTION: INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION: X
ATTACHMENTS: None
REVIEWED BY:
BACKGROUND:
In February 2009, the Board accepted the findings of the County’s Resource Management Review Study (“RMRS”)
which evaluated the efficiency of County services. One of the recommendations from the RMRS was for the County and
the City to determine whether the Commission on Children and Families (“CCF”) should continue to provide
Comprehensive Services Act (“CSA”) administrative support to both jurisdictions. In May 2009, the Board conducted a
work session to review and discuss the findings of the RMRS and directed staff to evaluate the recommendations
regarding the CCF. As a result of this action, a committee was formed to complete a study on this matter in
collaboration with the City. The committee recommended that the CCF no longer provide CSA administrative support as
well as the Community Policy Management Team (CPMT) duties for the County and the City consistent with the findings
of the RMRS. The study group further recommended that the County and the City form their own respective CPMTs,
separate from the CCF and retain their state CSA administrative funding rather than pooling it for the CCF. In January
2010, the committee submitted its recommendation s to the County Executive and the City Manager. Both incorporated
this recommendation into their 2011 -2012 proposed budgets, which were ultimately adopted in April 2010 by the Board
and City Council respectively. An amendment to the Agreement between the County and the City regarding CCF was
approved by the Board at its May 12, 2010 meeting. CSA administrative duties were transferred to the respective
County and City Departments of Social Services (“DSS”) on July 1, 2010. The Board requested a report regarding the
outcome of the first six months of the new structure.
DISCUSSION:
Staff from the County and City DSS and CCF met between March and July, 2010 to plan how to accomplish the
transition of duties from the CCF in a seamless manner. A timeline with associated tasks was created that included the
development of internal DSS processes as well as tasks such as the transition and ongoing management of vendor
contracts, files and case records, the CPMT website, CSA policies and the Family Assessment and Planning Team
(“FAPT”) scheduling docket. A communication strategy was implemented to ensure stakeholders were well informed of
the changes and the impact to their respective agencies, and appropriate contact information was provided. CSA
Coordinators were hired in both the County and City DSS, and the CPMT held its first meeting under the new structure
in July.
One of the recommendations from the RMRS study was to reorganize the administration of CSA so those managing the
process had access to all County and City financial records and had an understanding of CSA and social service policy
so that the system could be streamlined. An example of a streamlined process is the new FAPT docketing schedule that
is now automated through the DSS Thomas Brothers Financial system. This has enabled greater efficiency i n the
scheduling process and also has eliminated the production of a manual report for FAPT members. Another example of
a streamlined process is the development of an automated system through SharePoint for managing the vendor terms
and conditions process. Required vendor information, including copies of licenses, service rates, etc , are now posted
electronically and are readily available to both County and City staff who need access. And finally, with a more
comprehensive understanding of both CSA and D SS policies, the CSA Coordinators have been able to more effectively
review service plans and supporting documentation for CSA compliance and address any issues or needed corrections
with case managers prior to FAPT meeting s. This has increased the efficiency of the FAPT meetings by decreasing the
amount of time that is spent on paperwork and compliance issues, enabling FAPT members to more readily focus their
efforts on service planning. In addition, with this increased
AGENDA TITLE: Comprehensive Services Act Management Update
January 5, 2011
Page 2
capacity to combine functions, the CSA Coordinator s are now able to perform all the necessary administrative functions
required at the FAPT meetings that previously necessitated two CCF staff members.
The new CSA Coordinators have also been working to bring the CPMT into better compliance with state policies on
fiscal authorizations, parental co -pays, provider and parental representation and CSA administrative policies. A more
comprehensive annual service gap review was also completed and a new website is in production.
Currently the CPMT is in the process of reducing the number of ad hoc work groups and developing a revised charge
for the Program Subcommittee to help them target their work on servic e and program creation, enhancements and
improvements.
CPMT has not yet developed a formal feedback survey for stakeholders about the changes that have taken place , but
plan to do so by the end of the first year. CSA staff for both the City and County are receiving positive feedback about
the changes.
BUDGET IMPACT:
In its report to the County Executive and City Manager in January 2010, the study team estimated that the County could
realize savings of approximately $26,000 with the proposed shift in resp onsibilities from the CCF to DSS. These savings
were incorporated into the final budget for FY11.
RECOMMENDATIONS:
This report is for information only.
Return to consent agenda
Return to regular agenda
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Resource Management Review Update
SUBJECT/PROPOSAL/REQUEST:
Update on the review and implementation of the Resource
Management Review’s recommendations
STAFF CONTACT(S):
Messrs. Foley, Elliott, and Davis, and Ms. Jammes
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
ACTION: INFORMATION: X
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
In 2008, the County retained the Commonwealth Educational Policy Institute (CEPI) at Virginia Commonwealth University
to assess the effectiveness of the manner in which it utilizes its financial, human, and capital resources. This top-to-bottom
analysis of the County’s administrative and operational support systems was conducted to determine if current programs
and services are being delivered in the most efficient and effective manner possible. On February 11, 2009 CEPI
presented 148 observations and recommendations to the Board for consideration. Overall, their findings provided a positive
assessment of County operations, programs and service delivery methods.
Subsequent to publication of CEPI’s report, staff consolidated similar or related recommendations in order to improve the
clarity of the report’s findings and allow for better management of and reporting on the status of recommendations. This
effort resulted in the number of recommendations being reduced from 148 to 85 and established a method for categorizing
the findings based on their status. A list of the recommendations included in each category is available in Attachment A to
this report. To date, 71 of the 85 recommendations (83%) have either been resolved or are in the process of being
implemented. Of the total 85, 53 of the recommendations (62%) have been resolved either by implementation or
continuing existing County processes or practices (pages 12-14); 18 recommendations (21%) are in the process of being
implemented (pages 3-7); and 5 of the recommendations require additional resources and will need to be reviewed in the
context of both the County’s annual Five-Year Financial Plan and annual budget processes (pages 8-9). Nine (9) of the
recommendations will require further evaluation by staff and/or the Board before they can be considered for implementation
(pages 10-11). Staff will proceed with these evaluations as soon as possible, recognizing that existing staffing levels in
some departments and the scope of organizational change required by certain recommendations will determine their timing
for implementation.
Staff has provided quarterly updates to the Board of Supervisors on the status of these recommendations since February
2009, and the report presented herein provides an up to date status as of November 2010. Staff will continue to provide
quarterly updates to the Board on the status and results of the Resource Management Review’s recommendations.
DISCUSSION:
During its February 2009 presentation, CEPI presented eleven (11) key recommendations they considered to be the most
important for the Board to consider. Below is an update on those key recommendations:
1. Increase auditing of sales tax and business license reports as it relates to locality designation by filling the vacant
auditor position in the Finance Department -- Complete
2. Change the school funding formula to reflect the difference each year between school enrollment change and
County population change – the Board decided to not modify the existing policy regarding the 60/40 split of new
revenue. Consideration of an appropriate amount of school fund balance to maintain on an annual basis is still
under consideration.
3. Adopt a more comprehensive economic development plan that will enhance revenues of the County. Constantly
monitor the revenue mix between residential and commercial/industrial property – An Economic Development
Action Plan was adopted by the Board in the Summer of 2010 - monitoring of the revenue mix is ongoing -
Complete
AGENDA TITLE: Resource Management Review Update
January 5, 2011
Page 2
4. Access Albemarle is a critical business system need. Give it a higher priority and increase the project
implementation effort with an additional focus on reassurance for the customers of the system – All specific
recommendations for improvement have been completed, various components of the system are operational, and
full implementation of Access Albemarle is slated for the 4th quarter of 2011.
5. Analyze the VERIP program to ensure the cost benefit of the plan – Board adopted changes to the plan in 2009
and will phase out the stipend benefit for full and part-time employees by 2016 - Complete
6. Examine the Comprehensive Services Act (CSA) administration with the city to determine the appropriate structure
to balance costs and services – Board approved the County’s Department of Social Services assuming the
responsibility for CSA in 2010. A six (6) month assessment of the revised service delivery methodology will be
presented to the Board in January 2011 - Complete
7. Move forward with EMS Revenue Recovery and Fire and Rescue Ordinance to clearly define roles and
responsibilities -- EMS Cost Recovery implemented by County-owned units and Scottsville Rescue Volunteer
Squad in February 2010. Public hearing on a proposed Fire/Rescue Ordinance held by Board in August 2010;
however, Ordinance was not adopted. Committee work continues on developing a Collaborative Fire Chief
Ordinance.
8. Establish performance-based contracts for outside agencies rather than formula-based contracts – Assessment of
Agency funding being conducted by Commission on Children & Families (CCF) with results expected for use in
FY13 budget process. Reviews of other agency contracts to be conducted as staffing permits.
9. Examine possible merger of City and County Parks and Recreation functions where feasible – Partnership
opportunities with the City are examined whenever possible and entered into when practical. Some examples of
current cooperative ventures include the Darden Towe Park operation, athletic programs/leagues, therapeutic
recreation program offerings, Ivy Creek Natural Area, McIntire SkatePark, special events (ie. annual Easter egg
hunt & Hershey track meet) and athletic field scheduling.
10. Evaluate feasibility of a regional approach to Section 8 Housing Administration – Office of Housing staff
determined that it was not feasible to regionalize with Nelson, Fluvanna, Greene, Orange, Madison and Louisa
counties due to cost of system upgrades by each locality and lack of ability to provide reserve funding for overall
voucher program - Complete
11. Continue to move forward with the County Performance Management System and the continuous improvement
philosophy – Performance management system website to be launched in January 2011.
As noted above, five (5) of these key recommendations have been completed and the remainder are in various phases of
implementation.
During the Board’s consideration of staff’s update to this study in October 2010, several members requested that the
format of the table summarizing the status of the report’s recommendations be modified to indicate progress/action since
filing of previous updates. Attachment A has been reformatted to note changes/updates to these action items.
BUDGET IMPACT:
There is no budget impact in analyzing the report’s recommendations at this time. Recommendations that will require
additional resources to analyze or implement beyond the reallocation of existing resources will be brought to the Board
for discussion and action.
RECOMMENDATIONS:
This update is presented for the Board’s information.
ATTACHMENTS
A - Status of Resource Management Review Recommendations
Return to consent agenda
Return to regular agenda
StatusPageRecommendations that have been resolved either by implementation or continuing existing County processes or practices since last report 2Recommendations that are in the process of being implemented3Recommendations that will be reviewed in the context of the County’s annual Five‐Year Financial Plan and budget processes 8Recommendations that will require further evaluation by staff before they can be considered for implementation 10Recommendations that have been resolved either by implementation or continuing existing County processes or practices 12Table of ContentsAttachment A - Status of Resource Management Review Recommendations
Status: Recommendations that have been resolved either by implementation or continuing existing County processes or practices since last report# Department Recommendation Comments/Next Steps Status Update1 County Executive's OfficeReconsider the frozen auditor position in the Finance Department.This position has been filled. Completed Since Last Report2 Board of SupervisorsApprove a strategic plan that could make economic development a priority and identify this area as a potential major generator of revenue.The Board adopted an action plan in January, 2010, that identified economic development as a critical priority for the County, and subsequently the Board adopted a three‐year Economic Vitality Action Plan in August 2010 which is now underway. Additionally, the Board identified economic vitality as one of their five strategic priorities for the next two years during their strategic planning discussion in June, 2010. Completed Since Last Report3 Finance Increase efforts to determine whether or not County businesses with Charlottesville zip codes are making payments to the proper locality.The County's Business Auditor continues his work to move this effort forward. Completed Since Last Report4 Parks and RecreationEvaluate the shared responsibilities between the Director and the Deputy Director and clarify job descriptions. Consider adding partnership development and revenue generation to Deputy Director's role.The Deputy Director position has recently been eliminated. It should be noted that partnership development is an ongoing process for the department, which was identified during the recently completed benchmarking survey in the Recreation Needs Assessment. Presently, revenue generation is a shared responsibility between all department divisions. Completed Since Last ReportAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations2
Status: Recommendations that are in the process of being implemented# Department Recommendation Comments/Next Steps Status Update1 Board of SupervisorsConsider 1) including school debt as part of the transfer to the schools budget 2) annually adjusting the "60/40 split" based upon population, enrollment and other considerations, and 3) negotiating an appropriate fund balance for the schools to maintain.Including school debt service as part of the transfer to schools was considered by the two Boards at a joint meeting and was determined not to be a change that either Board supported. In addition, the Board of Supervisors approved continued use of the 60/40 split of new revenues for budget planning purposes. A final determination regarding the appropriate amount of school fund balance to maintain on an annual basis is currently under consideration as part of the FY 11/12 budget process.No Change2 Community DevelopmentProcess Management: 1) Define "critical paths" for initiatives, including labor and material estimates; and 2) cost should be part of the criteria when selecting projects. Demands for public hearings, reports, work sessions and revisions may be reduced.Staff has begun to implement this recommendation as part of the Crozet Master Plan update that started this year. Results will be reported with completion of Crozet Master Plan update and refined process applied to future efforts. No Change3 Community DevelopmentGeographic Data Services : 1) Document the anticipated and actual cost savings to the County of their services; and 2) conduct an independent analysis to determine the potential cost savings and benefits of moving Geographic Data Services (GDS) within IT.This item will be evaluated in the broader context of IT staffing and the County's service reallocation as the County proceeds with the Access Albemarle project. This reorganization was considered as part of the 2002 GIS Project Evaluation and based on that study, the County decided that the GDS was properly located. This decision will be periodically reviewed by the County’s GIS Steering Committee as part of its annual work program considerations. Staff now considers this an ongoing review rather than a new initiative. No ChangeAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations3
Status: Recommendations that are in the process of being implemented# Department Recommendation Comments/Next Steps Status Update4 Comprehensive Services Act (CSA): Administrative Issues1) Make it a priority to reduce costs to localities and the number of at‐risk children, 2) reduce the number administrative meetings, 3) advocate for "community‐based" rather than "congregate" care, and 4) reduce or eliminate the "threshold" category1) This recommendation has been made a priority due to the financial implications of a recent change in state match rates and evidence‐based practices that show best results when children remain in their home communities. To this end, the County, City and its CSA partners are working to implement a broad‐based community approach (Systems of Care) for at‐risk children.2 ‐ 4) The City of Charlottesville's Resource Management Study contains similar recommendations. A City/County staff workgroup has been formed to evaluate these recommendation and develop alternative models with specific means for achieving efficiencies.No Change5 County Executive's OfficeEnhance areas of opportunity to further cooperate or consider consolidating with the City of Charlottesville for benefit of the region and to realize efficiencies.Staff will evaluate the specific recommendations noted in the report, including potential opportunities in Office of Housing and Parks and Recreation department. The Resource Management Review noted the County currently utilizes extensive regional collaborations. In addition, City and County representatives have been meeting to consider additional ways the County and City can work more collaboratively and share services in the areas of Fire/Rescue Services, Social Services and Schools. Final reports from the committees reviewing these opportunities are expected before the next quarterly update of this report.No Change6 County Executive's OfficeWhere not presently used, encourage the use of performance‐based contracts and memorandums for partners.As part of the Agency Budget Review Team (ABRT) process, staff will work where possible to develop performance‐based contracts with agencies that receive funding. Prepared contracts will be targeted to be in place for FY 12/13. No Change7 County Executive's OfficeEstablish an internal operational "County Calendar" that lists all the key dates for the coming year as part of an internal communications strategy.Community Relations staff will assess whether existing internal communication tools effectively provide this information and whether the upgrade to the County website that was completed in 2010 will allow for additional opportunities. Currently, many internal processes have calendars maintained by departments such as the budget, Board of Supervisors packet preparation and accounting procedures. These dates are regularly communicated to relevant internal audiences.No ChangeAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations4
Status: Recommendations that are in the process of being implemented# Department Recommendation Comments/Next Steps Status Update8 County Executive's OfficeConduct a review of the performance management system with input of the Board and citizens to increase transparency and improve the significance of key performance indicators.A focus group was held with key local stakeholders in the fall of 2010 to review the County's Performance Management System. These data are scheduled to be placed on the County's website in January 2011.Updated Since Last Report9 County Executive's OfficeFor those community agencies where it is not a current practice, request and review quarterly progress reports on outcome measures.Where not currently done, staff will work in collaboration with the City of Charlottesville to develop outcome measures and quarterly progress reports for community agencies as appropriate. No Change10 Finance Ensure employees remain current on aspects of operations and compliance and continue training and development opportunities for staff; address the aging Computer Assisted Mass Appraisal system (CAMA) to ensure timely and fair appraisals in the future.Replacement of the CAMA system in FY12 is being recommended by the CIP Oversight Committee to the County Executive. Staff is reviewing potential systems to replace the CAMA system. Training and development opportunities for staff will be evaluated as part of the Access Albemarle project implementation. Updated Since Last Report11 Finance Re‐examine the need to have a separate and distinct set of procurement regulations and revisit the policy of not issuing key employees purchasing cards.The County generally follows State purchasing guidelines with the exception of stricter spending limits due to the smaller size of County operations compared to the State. Current procurement regulation will be reviewed to determine if any changes should be considered. Purchasing cards are being evaluated as part of the implementation of the Access Albemarle project.No Change12 Finance Develop memorandums of understanding with entities that routinely receive County services and project agreements for one‐time projects that are managed on behalf of agencies. Also, formalize the roles associated with services provided to the Schools.Staff will work with agencies that use the County as fiscal agent to formulate a standard agreement. The roles associated with services provided to the Schools will also be evaluated and documented. No ChangeAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations5
Status: Recommendations that are in the process of being implemented# Department Recommendation Comments/Next Steps Status Update13 Finance Undertake a study of the staffing needs for the financial operations of the County while moving forward with "Access Albemarle."The department's staffing needs will continue to be reviewed during the implementation of the Access Albemarle project.Updated Since Last Report14 Human Resources Develop employee handbooks to serve as a quick reference for questions related to policies and guidelines.The department is currently developing an employee handbook for all local government employees.No Change15 Human Resources Extend the HR Satisfaction and Employee Climate Surveys to school employees to receive feedback from all segments of County. For local government, add performance evaluation and pay‐for‐performance plan questions on the Climate Surveys.The Employee Climate Survey is scheduled to go out to all Local Government and School Division employees in January 2011. Updated Since Last Report16 Office of Housing Develop a strategic plan to guide investment and partnership decisions of the Office of Housing and affordable housing policy.The Housing Committee finalized a proposal to use in allocating proffered funds and other appropriated/reappropriated funds for affordable housing and staff issued a request for proposals which were submitted November 2, 2010 and are under review for presentation to the Board. Since this is the first time for such requests, the process will be evaluated and revised as appropriate for future use.Moved from Budget Status17 Social Services Assess cost savings from Community Services Board (CSB) Diagnostic Center, and if positive, encourage local usage.VCU continues to perform analysis on the data in order to provide a more thorough report in the future. Thirty‐two assessments were completed for FY 10 for Charlottesville‐Albemarle. One of those children was referred for congregate care. Of the thirty‐two, ten were Albemarle youth and none of those ten were referred for congregate care. If the county had to use residential agency services for A&D it is estimated that the cost would be three times the cost ($12,000‐$24,000 versus $4,000‐$8,000 at Region Ten CSB) of completing the assessments through Region Ten CSB.Updated Since Last ReportAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations6
Status: Recommendations that are in the process of being implemented# Department Recommendation Comments/Next Steps Status Update18 Information TechnologyIncrementally create a "dashboard" of projects so the community and Executive Management can see projects that IT is working on as well as the projects' status. Create indicators for project success such as "on time," "within cost," etc.This dashboard is developed and in use. One of the items for the Tech. Steering Committee is to develop a plan for releasing this type of information to the community (through albemarle.org or other means). A dashboard view of projects is being developed for executive management. As it is refined, the department will evaluate the best options to provide the community with the dashboard view. Updated from last reportAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations7
Status: Recommendations that will be reviewed in the context of the County’s annual Five‐Year Financial Plan and budget processes# Department Recommendation Comments/Next Steps Status Update1 Commonwealth Attorney's OfficeProvide local funding for an Assistant Commonwealth's Attorney position if position is approved by State Compensation Board.To be evaluated during budget process if an additional Assistant Commonwealth Attorney is approved. As of this report, the State Compensation Board has not approved this position. No Change2 County Executive's OfficeOffer IT services to help review the feasibility of automating medical records to support the Regional Jail Authority.This is a responsibility of the Regional Jail Board and will need to be considered during the annual budget process. Due to current staffing limitations within the County's IT department, no resources are available to offer at this time. No Change3 Information TechnologyBudget Issues: Consider funding 1) a recovery service located at least 100 miles away to restore systems faster; 2 Intrusion Detection/Protection Systems (IDS/IPS) to better provide IT security; and 3) an additional desktop support staff memberIT adjusted funds from the CIP budget to complete the purchase of necessary equipment to complete phase 1 and phase 2 of the development of a Disaster Recovery Plan. IT will implement phase 1 (Generator backup specifically for IT equipment) by Jan. 2011. IT will implement phase 2 (Redundant Key Systems (e.g. Access Albemarle equipment) at COB‐5) by July 2011. IT is evaluating options for phase 3 (procurement of offsite storage via Cloud Computing). We will make a decision and recommendation and request the ongoing phase 3 funding during the FY 12/13 budget process. Initial startup costs of this phase will be provided by available CIP funds.IT is designing a business continuity and disaster recovery plan during FY 2010/2011. In FY 2011/2012, IT will request the funds to create and maintain an offsite disaster recovery site outside our region. We plan to keep our backup systems at COB 5 and create a second option with the new service. These recommendations will be considered as part of the annual budget process. Presently, IT has recovery options using its two data centers located in the County office buildings at McIntire Street and 5th Street. Updated Since Last Report4 Police Consider funding various positions and/or resources to improve Police servicesMost proposals placed on hold‐‐‐budgetary constraints. We did make some minor structural changes in our department to refine our fiscal management processes. We created a new Support Division which will now be responsible for all agency fiscal responsibilities. Updated Since Last ReportAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations8
Status: Recommendations that will be reviewed in the context of the County’s annual Five‐Year Financial Plan and budget processes# Department Recommendation Comments/Next Steps Status Update5 Parks and RecreationMake it a priority to develop a web‐based registration system for parks and recreation activities to reduce the burden on administrative staff and increase revenues.The department has inquired with both other jurisdictions and internal departments to identify potential solutions and issues in implementation. The Department is currently in contact with Vermont Systems Inc. regarding their Rec Trac product which is currently used by the City of Charlottesville. Moved from UnderwayAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations9
Status: Recommendations that will require further evaluation by staff before they can be considered for implementation# Department Recommendation Comments/Next Steps Status Update1 Finance Establish a proactive risk management and internal control function and consider holding a "table top" disaster drill associated with recovery of a major disaster impacting County financial operations.Current staffing levels and financial constraints limit the department's ability to provide a proactive risk management function at this time. Moved from Underway Status2 Fire Rescue Consider painting all fire and rescue vehicles (both paid and volunteer) the same color with the same markings so vehicles can be transferred between stations for better management of apparatus' life cycles.This will be evaluated once the Board of Supervisors provides direction on the "Utilize the career department with the volunteer departments as one cohesive professional agency" recommendation.No Change3 Fire Rescue Work towards requirement that all first responders (both volunteers and County staff) adhere to standards of Incident Command, all radio standard operating procedures and discipline.This will be evaluated once the Board of Supervisors provides direction on the "Utilize the career department with the volunteer departments as one cohesive professional agency" recommendation. No Change4 Fire Rescue Develop a central automated Emergency Medical Services (EMS) reporting system.This will be evaluated once the Board of Supervisors provides direction on the "Utilize the career department with the volunteer departments as one cohesive professional agency" recommendation. No Change5 Fire Rescue Utilize the career department with the volunteer departments as one cohesive professional agency.Direction from the Board of Supervisors is needed for consideration of this matter. No ChangeAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations10
Status: Recommendations that will require further evaluation by staff before they can be considered for implementation# Department Recommendation Comments/Next Steps Status Update6 Parks and RecreationEvaluate whether the joint operation of Albemarle and Charlottesville Parks and Recreation Departments will improve efficiencies and enhance resources.While not a joint operation, the City and County Parks and Recreation departments presently collaborative extensively. As an example, the City and County departments will soon be jointly conducting a study on field use and allocation and will seek to create a formal policy on field allocation to be used by both departments in fairly assigning field space annually. This study will also better identify field needs so that the departments can jointly plan for the provision of addition field space in the future. Beyond the current cooperative efforts between the two departments, a formal study of a jointly operated Parks and Recreation department will need to be initiated by the Board of Supervisors. It is worth noting that a combined department may not necessarily reduce and could in fact increase County costs, as although the County has approximately 70% of the localities' population, for FY 09/10, the County department's operating budget was about $2.3 million compared to the City department's operating budget of about $7.7 million. No Change7 Parks and RecreationDevelop a more comprehensive strategic plan that includes longer term master planning for parks and recreational programming.This recommendation will be evaluated within the broader context of the County's financial situation, which has resulted in the delay of several short and long‐term capital projects and limited recreational programs. No Change8 Police Expand the use of volunteers in Animal Control.We are in the process of evaluating the feasibility of expanding the unit to include assistance from a volunteer workforce. This evaluation has been delayed due to other time sensitive projects that have required the resources of the unit.No Change9 Sheriff's Office Coordinate regular traffic enforcement and traffic control during emergencies between the Sheriff and Police to help avoid duplication of efforts. Also, Sheriff should report to the Police Department the number of traffic tickets issued.Staff will work to prepare a memorandum of understanding between the Sheriff's Office and Police Department. No ChangeAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations11
Status: Recommendations that have been resolved either by implementation or continuing existing County processes or practices# Department Recommendation Status Update1 Community DevelopmentConsider adjusting the number of supervisory titles and positions in Zoning Administration. Flatten supervisory structure. Completed2 Community DevelopmentInspections; 1) Consider transforming the inspection process into an enterprise operation with fees to recover costs; and 2) continue cross‐training inspectors to assist with other code enforcement activities.Completed3 Community DevelopmentPlanning Commission Procedures: Consider 1) reducing the number of meetings; 2) where work may be reduced while still meeting state code requirements (e.g. staff approval of preliminary plats, site and subdivision plans) and 3) consider action minutesCompleted4 Community DevelopmentConsider higher level sign‐off on deferring follow‐up actions on minor code violation complaints. Completed5 Community DevelopmentEliminate the backlog of old incomplete inspection permits and establish completion deadlines and status reporting schedules to prevent backlogs of permits.Completed6 Community DevelopmentInvite the County Engineer to the employee team that defines transfer of Water Resources personnel to Community Development.Completed7 Community DevelopmentReduce backlog of old bonds being carried on the books which carry costs to developers. They should be released if requirements are satisfied.Completed8 Comprehensive Services Act (CSA): Policy IssuesConsider reorganization of CSA administration to streamline system, including 1) housing CSA staff within Social Services while retaining a regional focus and 2) redefining the CSA Coordinator's role through the Commission on Children and Families (CCF).Completed9 County Executive's OfficeLegislative: Bring to the attention of the General Assembly 1) the disadvantageous effects of the 2006 telecommunications tax reform legislation; and 2) the circumstances that legislative actions regarding annexation policy have placed upon the CountyCompleted10 County Executive's OfficeContinue refinement of Key Performance Indicators (KPI's) and reporting to make it a more formal part of County management practice. Continue to train staff in the collection and utilization of KPI's to improve performance and management.Completed11 Emergency Communications CenterReplace and/or update the Computer‐Aided Dispatch (CAD) system since it is unable to provide all statistical needs for supervisors and plan for the expansion of the Emergency Communications Center and its Emergency Management Office.Completed12 Finance Review all fees on an annual basis to keep the appropriate costs in discretionary services up to date. Completed13 Finance Ensure citizens understand the nuances of state funding formulas that make the County's operations more dependent upon local revenue sources.CompletedAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations12
Status: Recommendations that have been resolved either by implementation or continuing existing County processes or practices# Department Recommendation Status Update14 Finance Ensure adequate resources are applied to the successful completion of the "Access Albemarle" project, including a comprehensive Human Resources Information System (HRIS). A champion should be designated to run the project and ensure success.Completed15 Finance Monitor whether local‐only funds diverted from the Health Department to non‐profits are going to direct and needed services.Completed16 Fire Rescue Continue to require independent annual audits of all volunteer departments to which County contributes public funds. Completed17 Fire Rescue Evaluate the need for hiring another Battalion Chief for better coverage and more reasonable span of control. Completed18 Fire Rescue Implement as soon as practical a revenue recovery program for medical transports. Completed19 Human Resources Maintain the employee wellness program and expand its range of activities as funding permits. Completed20 Human Resources Create a systematic plan for safety audits to assess current and potential health and safety problems for schools and local government.Completed21 Human Resources Identify steps to address the areas in the 2007 HR Satisfaction Survey that show opportunities for improvement. Completed22 Human Resources Analyze the Voluntary Early Retirement Incentive Program (VERIP) and determine 1) whether it serves its designated purpose and 2) include an evaluation of part‐time employee benefits as a part of this analysis.Completed23 Human Resources Revisit collaborative efforts in training to ensure that the needs of all schools and local government employees are met. Work towards more collaborative means to address training needs for all employees.Completed24 Human Resources Continue several ongoing processes and efforts of the Human Resources Department Completed25 Information TechnologyConsider creating a County‐wide IT Steering Committee to prioritize and assign funding to projects. Completed26 Information TechnologyConsider allocating staff positions from other departments to IT or allocate additional funding for part‐time or contract staff for critical system support. If not a possibility, consider partnering with neighboring localities to share technical support.Completed27 Information TechnologyVendor management: 1) Implement formalized reporting structure to document vendor management savings; 2) negotiate with existing vendors for lower maintenance costs; and 3) Continue to work with vendor partners to creatively approach server consolidation.Completed28 Information TechnologyUpdate documentation (Network diagrams, Mainframe, Change control, Disaster Recovery Plan and IT Strategic Plan). Store a printed copy of the IT Disaster Recovery Plan offsite.CompletedAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations13
Status: Recommendations that have been resolved either by implementation or continuing existing County processes or practices# Department Recommendation Status Update29 Information TechnologySecurity: Implement 1) regular external and internal penetration testing for IT networks; 2) more formal security and awareness training for County employees; and 3) formal Security Architecture Review (SAR) process reviews by committee.Completed30 Information TechnologyCreate a Project Management Office (PMO) within IT to manage large projects in the County. Staff it with Project Management Professional (PMP's).Completed31 Information TechnologyAccess Albemarle: 1) Hire a full time Project Management Professional; 2) implement a more effective communications plan; 3) institute load and integration testing prior to migration; and 4) allocate and train at least two Systems AdministratorsCompleted32 Office of Facilities DevelopmentEnlist the assistance of architects, engineers, and building contractors to review design and architectural plans before they are put to bid to advise the County about design elements that might save costs.Completed33 Office of Facilities DevelopmentImplement "value engineering" as a matter of policy in every building project and regularly track and report the savings. Completed34 Office of Housing Consider establishing a regional consortium and oversight body for the allocation of Section 8 vouchers. Completed35 Office of Housing Clarify role of Housing Committee and their deliverables. Reevaluate the time used by four different housing committees in the region and explore opportunities for regional consolidation.Completed36 Office of Housing Develop key performance indicators that measure the Office's role in increasing the stock of affordable housing for residents.Completed37 Office of Housing Include outcome measures for Albemarle Housing Improvement Program (AHIP) and Piedmont Housing Alliance (PHA) applications. Review annually by an intergovernmental team to supplement the review by Housing Director and OMB.Completed38 Parks and RecreationConsider collapsing the reporting relationships for maintenance staff with ratios of 1:8 instead of current 1:1 reporting relationships.Completed39 Parks and RecreationConsider increasing the use of inmate labor for maintenance at school grounds when schools are not in session. Completed40 Parks and RecreationDevelop mechanisms for tracking performance data for park maintenance, trails, ball fields and facilities, including utilizing customer satisfaction surveys on web, at program sites and comment boxes.Completed41 Parks and RecreationLegal Department should review all proffer deeds prior to sending them to Parks and Recreation Department. Completed42 Parks and RecreationIdentify one person to serve as the coordinator for volunteer programming. Consider jointly hiring or funding this position with the City of Charlottesville.CompletedAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations14
Status: Recommendations that have been resolved either by implementation or continuing existing County processes or practices# Department Recommendation Status Update43 Police Continue efforts with other jurisdictions to staff the Jefferson Area Drug Enforcement (JADE) Task Force. Completed44 Police Within existing staff, 1) assign resources to expand the Volunteers in Police Services Program (VIPS) and 2) schedule both detectives and traffic officers for both day and evening shifts on weekdays and at least one on weekends.Completed45 Regional Jail AuthoritySupport 1) options for jail expansion; 2) a review of the current gate/pass system with a biometric system; and 3) efforts to repair the locator systemCompleted46 Social Services Assess the benefits of consolidation with Head Start including an assessment of costs and savings. Completed47 Social Services Collect data on usage and benefits of Career Center in Social Services, then seek grant support and encourage Workforce Investment Board (WIB) to pay for this function.Completed48 Social Services Work to improve outcomes of Adult Services (APS) and Child Protective Services (CPS). Completed49 Social Services Work with the University of Virginia to provide Department of Social Services staff ability to conduct Medicaid enrollment in all localities.CompletedAttachment A - Status of Resource Management Review RecommendationsAttachment A - Status of Resource Management Review Recommendations15
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Small Wind Turbines
SUBJECT/PROPOSAL/REQUEST:
Annual report on small wind turbines permitted since
ordinance adopted in December, 2009 allowing small wind
turbines by right in RA district.
STAFF CONTACT(S):
Messrs. Foley, Davis, Kamptner, Graham, and
Schlothauer; and Ms. McCulley
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
ACTION: INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION: X
ATTACHMENTS: No
REVIEWED BY:
BACKGROUND:
On December 10, 2009, the Board adopted ZTA2009-001, which allowed small wind turbines by right on property
zoned Rural Areas. The Board also directed staff to provide it with a report on the small wind turbines approved in the
first year after the adoption of the ordinance. This executive summary is to provide that report to the Board.
DISCUSSION:
There have been no small wind turbines approved since the ordinance was adopted. In December 2009, Community
Development received two applications for small wind turbines, however, both applications were denied because the
height of the proposed wind turbine exceeded that allowed by the Zoning Ordinance. The Zoning Ordinance does not
provide for a modification or waiver of the height requirement.
Staff met with several potential applicants in 2010, but after reviewing the requirements of the small wind turbine
regulations, those individuals did not submit applications, and no other applications have been received. It is staff’s
opinion that the lack of adequate winds and the maximum height of thirty five feet have limited the cost effectiveness
of investing in a small wind turbine for potential applicants.
Staff recognizes the height of wind turbines was a controversial issue when this ordinance was considered in 2009.
Staff does not believe an amendment to the height requirement would prove any less controversial today. As staff has
seen little demand for increasing the height of wind turbines and staff resources are overextended, staff does not
recommend undertaking an amendment to the wind turbine standards at this time.
BUDGET IMPACT:
None
RECOMMENDATIONS:
This executive summary is for information only. No action is required at this time.
Return to consent agenda
Return to regular agenda
COUNTY OF ALBEMARLE
Department of Community Development
401 McIntire Road, North Wing
Charlottesville, Virginia 22902-4596
Phone (434) 296-5832 Fax (434) 972-4126
December 10, 2010
David King
6640 Roseland Farm
Crozet, Va 22932
RE: SP20100026 Pink Ribbon Polo
TMP 05500-00-00-08000 & 05500-00-00-08100
Dear Mr. King:
The Albemarle County Planning Commission, at its meeting on November 30, 2010, by a vote of 7:0,
recommended approval of the above-noted petition to the Board of Supervisors.
Please note that this approval is subject to the following conditions:
1. Special Use Permit 2006-03 2010-00026 shall be developed in general accord with the sketch plan
submitted March 16, 2005, prepared by the Pink Ribbon Polo Committee, and titled “American
Cancer Society, Pink Ribbon Polo, SP2006-03” (Attachment A-1 and A-2 [of the April 25, 2006,
report]). However, the Zoning Administrator may approve revisions to the concept application plan to
allow compliance with the Zoning Ordinance;
2. The event shall be held once a year between the dates of May 30th and July 1. The event shall be
limited to the hours of 10:00 am and 6:00 pm. Amplified sounds shall be limited to the National
Anthem and announcements related to the polo game. The applicant shall arrange for traffic control
personnel to be placed at all locations and for what period of time the Albemarle County Police
Department deems necessary;
3. Annual approval of a zoning compliance clearance for not more than two thousand (2,000) attendees
is required prior to commencing this use each year. The applicant shall apply for the zoning
clearance no later than three (3) weeks prior to the date for the event. Zoning approval will be
contingent upon the Zoning Administrator determining that the provisions in Section 5.1.27 of the
Albemarle County Code and all conditions of this special use permit have been satisfied and on
confirmation from the Health Department, as well as the Departments of Fire/Rescue and Police, that
they have been contacted by the applicant and can recommend approval.
4. This permit is valid until May 3, 2011. The applicant may submit a special use permit amendment to
extend this date. This extension request shall be submitted no later than November 3, 2010. Review
of an extension request will include the impacts on traffic and noise.
Please be advised that the Albemarle County Board of Supervisors will review this petition and receive
public comment at their meeting on January 5, 2010.
View staff report and attachments
View PC minutes
Return to agenda
If you should have any questions or comments regarding the above noted action, please do not hesitate to
contact me at (434) 296-5832.
Sincerely,
Joan McDowell
Principal Planner
Planning Division
POLICY
SUBMISSION OF MATERIALS
FOR ZONING APPLICATIONS
It is the Board’s preference that a public hearing should not be advertised until all of the final materials
for a zoning application have been received by the County and are available for public review. To achieve this
preference, applicants should provide final plans, final codes of development, final proffers, and any other
documents deemed necessary by the Director of Community Development, to the County no later than two
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 the
advertisement period due to a late submittal of documents, or because substantial revisions or amendments are
made to the submitted materials after the public hearing has been advertised, it will be the policy of the Board
to either defer action and schedule a 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 days prior to the date of the
advertised public hearing. This policy is not intended to prevent changes made in proffers at the public hearing
resulting from comments received from the public or from Board members at the public hearing.
This Zoning Policy will be included in the Board’s Rules of Procedure for adoption each year, so that
the policy can be re-examined annually.
SP 2010-26
PC 11/30/2010
Staff Report Page 1
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
SP 201000026 Pink Ribbon Polo
SUBJECT/PROPOSAL/REQUEST:
Amend SP 2006-00003 to remove condition
#4, which requires an extension of the special
use permit five years following the May 3,
2006, approval
STAFF CONTACT(S):
Cilimberg, McDowell
AGENDA DATE: Planning Commission --
November 30, 2010
Board of Supervisors – TBD
ACTION: X INFORMATION:
CONSENT AGENDA: N/A
ATTACHMENTS: YES
Petition:
PROJECT: SP 2010000026 Pink Ribbon Polo
PROPOSED: Amend SP2006000003 to remove condition of approval #4, which requires submittal of
application by November 3, 2010, to renew the special use permit by five years (May 3, 2011) from the date of the
approval
ZONING CATEGORY/GENERAL USAGE: RA Rural Areas - agricultural, forestal, and fishery uses; residential
density (0.5 unit/acre in development lots)
SECTION: Temporary events sponsored by local nonprofit organizations, which are related to, and supportive of
the RA, Rural Areas District (reference 5.1.27). (Added 12-2-87)
COMPREHENSIVE PLAN LAND USE/DENSITY: Rural Areas - preserve and protect agricultural, forestal,
open space, and natural, historic, and scenic resources/ density (.5 unit/ acre in development lots)
ENTRANCE CORRIDOR: No
LOCATION: 6640 Roseland Farm, Crozet (King Family Vineyards) south west intersection of Jarmen's Gap Rd.
( Rt. 691) and Half Mile Branch Rd. (Rt. 684)
TAX MAP/PARCEL: 05500000008000 and 05500000008100
MAGISTERIAL DISTRICT: White Hall
BACKGROUND:
SP2006-03 American Cancer Society Pink Ribbon Polo was approved on May 3, 2006 for an annual spectator
polo not-for-profit fundraising event held on the King Family Vineyard property to benefit the American Cancer
Society Breast Cancer Research (Attachment I). The event had been administratively approved the previous year
for the first time as a one-time event. Its success encouraged a decision to hold an annual event, requiring the
applicant to request a special use permit.
The first year the event was held, the attendance for this event was less than 1,000 people; however, anticipating
greater attendance as the event became better known, the special use permit allowed up to 2,000 attendees through a
condition of approval (#3). The 2006 staff report has also been included as Attachment II, as reference. Note that the
conditions in this staff report have been labeled with Roman Numerals, in order to identify them from the 2006 report
which contains attachments labeled A, B, and C.
SP 2010-26
PC 11/30/2010
Staff Report Page 2
Concerns regarding potential impacts on the surrounding Rural Areas and on neighboring residential properties
for up to 2,000 attendees prompted a condition of approval that limited the approval to five years after the date of
the approval (May 3, 2006), in order to ascertain that the event’s potential impacts would be appropriately
mitigated.
4. This permit is valid until May 3, 2011. The applicant may submit a special use permit amendment to
extend this date. This extension request shall be submitted no later than November 3, 2010. Review of the
extension request will include the impacts on traffic and noise.
DISCUSSION:
On September 20, 2010, an application was submitted to remove condition #4, to allow the Pink Ribbon Polo to
be held annually without need of further amendments to their special use permit. All other Conditions of
Approval would remain in effect.
The applicant has provided information regarding the procedures they have used to mitigate any impacts of traffic,
noise and other potential impacts (Attachment III of this report).
The County has not received any complaints during the past five years that the event has been held and no issues
regarding this application have been received from the reviewing agents. The Virginia Department of
Transportation has advised that they are not aware of any functional issues with the roads or entrance.
Additionally, they are not aware of any accident issues at this location. The Police Department has also not
received any complaints or recorded any incidents.
As the King Family Vineyard property is under a conservation easement held by the Virginia Outdoors Foundation,
VOF was provided an opportunity to review the application and have no objections to the event.
RECOMMENDATIONS: Staff recommends approval of SP 201000026, subject to the following conditions of
approval. These conditions amend conditions approved with SP 200600003.
1. Special Use Permit 2006-03 201000026 shall be developed in general accord with the sketch plan submitted March
16, 2005, prepared by the Pink Ribbon Polo Committee, and titled “American Cancer Society, Pink Ribbon Polo,
SP2006-03” (Attachment A-1 and A-2 [of the April 25, 2006, report]). However, the Zoning Administrator may
approve revisions to the concept application plan to allow compliance with the Zoning Ordinance;
2. The event shall be held once a year between the dates of May 30th and July 1. The event shall be limited to the
hours of 10:00 am and 6:00 pm. Amplified sounds shall be limited to the National Anthem and announcements
related to the polo game. The applicant shall arrange for traffic control personnel to be placed at all locations and
for what period of time the Albemarle County Police Department deems necessary;
3. Annual approval of a zoning compliance clearance for not more than two thousand (2,000) attendees is required
prior to commencing this use each year. The applicant shall apply for the zoning clearance no later than three (3)
weeks prior to the date for the event. Zoning approval will be contingent upon the Zoning Administrator
determining that the provisions in Section 5.1.27 of the Albemarle County Code and all conditions of this special
use permit have been satisfied and on confirmation from the Health Department, as well as the Departments of
Fire/Rescue and Police, that they have been contacted by the applicant and can recommend approval; and
4. This permit is valid until May 3, 2011. The applicant may submit a special use permit amendment to extend this
date. This extension request shall be submitted no later than November 3, 2010. Review of an extension request
will include the impacts on traffic and noise.
SP 2010-26
PC 11/30/2010
Staff Report Page 3
PLANNING COMMISSION MOTION:
A. Should a Planning Commissioner choose to recommend approval of this special use permit:
Move to recommend approval of SP 2010-00026 Pink Ribbon Polo subject to the conditions as
recommended by staff.
B. Should a Planning Commissioner choose to recommend denial of this special use permit:
Move to recommend denial of SP 2010-00026 Pink Ribbon Polo. Should a commissioner motion to
recommend denial, he or she should state the reason(s) for recommending denial.
ATTACHMENTS:
I Board of Supervisors May 3, 2006, Action Letter (SP 2006-003 American Cancer Society’s Pink
Ribbon Polo)
II Staff Report (SP 2006-003 American Cancer Society’s Pink Ribbon Polo, dated April 25, 2006)
III Pink Ribbon Polo Event Infrastructure
Return to PC actions letter
ALBEMARLE COUNTY PLANNING COMMISSION – NOVEMBER 30, 2010
DRAFT PARTIAL MINUTES - SP-2010-26 PINK RIBBON POLO
1
Albemarle County Planning Commission
November 30, 2010
The Albemarle County Planning Commission held a public hearing, meeting, and work session
on Tuesday, November 30, 2010, at 6:00 p.m., at the County Office Building, Lane Auditorium,
Second Floor, 401 McIntire Road, Charlottesville, Virginia.
Members attending were Don Franco, Calvin Morris, Linda Porterfield, Ed Smith, Mac Lafferty,
Thomas Loach, Vice Chairman and Duane Zobrist, Vice Chairman. Julia Monteith, AICP, non-
voting representative for the University of Virginia was present.
Other officials present were Scott Clark, Senior Planner; Claudette Grant, Senior Planner; Ron
Higgins, Chief of Zoning; Joan McDowell, Senior Planner; Bill Fritz, Director of Current
Development; Wayne Cilimberg, Director of Planning; and Greg Kamptner, Deputy County
Attorney.
Call to Order and Establish Quorum:
Mr. Loach called the regular meeting to order at 6:02 p.m. and established a quorum.
Public Hearing Items:
SP-2010-00026 Pink Ribbon Polo
PROPOSED: Amend SP-2006-00003 to remove condition of approval #4 that requires
submittal of application by November 3, 2010, to renew the special use permit by five years
(May 3, 2011) from the date of the approval.
ZONING CATEGORY/GENERAL USAGE: RA Rural Areas - agricultural, forestal, and fishery
uses; residential density (0.5 unit/acre in development lots).
SECTION: Temporary events sponsored by local nonprofit organizations that are related to, and
supportive of the RA, Rural Areas District (reference 5.1.27). (Added 12-2-87).
COMPREHENSIVE PLAN LAND USE/DENSITY: Rural Areas - preserve and protect
agricultural, forestal, open space, and natural, historic, and scenic resources/ density ( .5 unit/
acre in development lots).
ENTRANCE CORRIDOR: No.
LOCATION: 6640 Roseland Farm, Crozet (King Family Vineyards) south west intersection of
Jarmen's Gap Rd. ( Rt. 691) and Half Mile Branch Rd. (Rt. 684).
TAX MAP/PARCEL: 05500000008000 and 05500000008100.
MAGISTERIAL DISTRICT: White Hall
(Joan McDowell)
Ms. McDowell presented a PowerPoint presentation and summarized the staff report for special
use permit, SP-2010-00026, Pink Ribbon Polo.
This request is for a special use permit to allow an annual fundraising polo match at the King
Family Vineyards for up to 2,000 attendees. When SP-2006-00003 was originally approved
there were concerns with impacts from the number of attendees, traffic and the noise potential.
The Commission and Board decided to test the event for five years to see how it ran. Condition
#4 of the approval required an extension of SP-2006-00003 after five years. The applicant was
required to come back to extend the special use permit. In this case, staff is recommending
deleting the condition that requires another review. SP-2010-00026 would remove condition #4
ALBEMARLE COUNTY PLANNING COMMISSION – NOVEMBER 30, 2010
DRAFT PARTIAL MINUTES - SP-2010-26 PINK RIBBON POLO
2
Review:
• Annual event held since 2005
• No Complaints or Incidents Reported
– Zoning
– Police
– Fire
• No Accidents
• No functional issues with the entrance according to VDOT. The polo field is accessed
by a gravel drive.
• The property is under an easement and the Virginia Outdoors Foundation has no
objections.
1. Staff recommends that SP-2010-00026 Pink Ribbon Polo be approved with the updated
conditions recommended in the staff report and the removal of condition #4.
Mr. Loach invited questions for staff. There being none, the public hearing was opened, and the
applicant invited to come forward.
Christie Sheffield, Co-Chair of Board for Pink Ribbon Polo, said the community event has been
very successful for the past five years and they are anxious to continue it. They are very
excited and pleased to announce that this event will be able to support the new Emily Couric
Cancer Center at the University of Virginia Medical Center, which is a way they will be able to
support breast cancer patients going for active treatment. They are very appreciative of this
opportunity.
There being no questions for the applicant, Mr. Loach invited public comment. There being
none, the public hearing was closed, and the matter brought before the Planning Commission
for further discussion and action.
Motion: Mr. Zobrist moved and Mr. Smith seconded to recommend approval of SP-2010-
00029, Pink Ribbon Polo subject to the conditions as recommended by staff deleting condition
#4.
2. Special Use Permit 2010-00026 shall be developed in general accord with the sketch
plan submitted March 16, 2005, prepared by the Pink Ribbon Polo Committee, and titled
“American Cancer Society, Pink Ribbon Polo, SP2006-03” (Attachment A-1 and A-2 [of
the April 25, 2006, report]). However, the Zoning Administrator may approve revisions to
the concept application plan to allow compliance with the Zoning Ordinance;
3. The event shall be held once a year between the dates of May 30th and July 1. The
event shall be limited to the hours of 10:00 am and 6:00 pm. Amplified sounds shall be
limited to the National Anthem and announcements related to the polo game. The
applicant shall arrange for traffic control personnel to be placed at all locations and for
what period of time the Albemarle County Police Department deems necessary;
4. Annual approval of a zoning compliance clearance for not more than two thousand
(2,000) attendees is required prior to commencing this use each year. The applicant
shall apply for the zoning clearance no later than three (3) weeks prior to the date for the
event. Zoning approval will be contingent upon the Zoning Administrator determining
that the provisions in Section 5.1.27 of the Albemarle County Code and all conditions of
this special use permit have been satisfied and on confirmation from the Health
Department, as well as the Departments of Fire/Rescue and Police, that they have been
contacted by the applicant and can recommend approval; and
ALBEMARLE COUNTY PLANNING COMMISSION – NOVEMBER 30, 2010
DRAFT PARTIAL MINUTES - SP-2010-26 PINK RIBBON POLO
3
The motion carried by a vote of 7:0.
Mr. Loach noted that SP-2010-00026, Pink Ribbon Polo would go before the Board of
Supervisors on a date to be determined subject to the conditions in the staff report.
Return to PC actions letter
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Community Advisory Council Restructuring
SUBJECT/PROPOSAL/REQUEST:
Update on the status of the Board’s appointed community
advisory councils
STAFF CONTACT(S):
Messrs. Foley, Davis, Graham, Cilimberg, and Benish; and
Ms. Catlin
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2010
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
The County has experienced significant budget reduction impacts to both County staffing levels and to the CIP budget
over the last several years. Staff has had several discussions with the Board regarding the best way to meet the
challenge of maintaining the County’s strong commitment to effective and sustainable community engagement through
Board appointed committees at a time when the County has reduced staffing in Community Development and
Community Engagement. These discussions led to a staff recommendation for restructuring the appointed community
advisory councils, which the Board approved at its September 1, 2010 meeting. The changes approved by the Board
included:
One meeting annually with all councils jointly assembled to discuss issues of interest common to all
developm ent area residents. This annual meeting would serve as the only meeting for the Village of Rivanna
due to its size and lack of any master plan implementation projects.
Two or three other meetings throughout the year would be scheduled for the Crozet, Pant ops and Places29
councils depending on need and implementation activity. Staff would also continue to hold project specific
community meetings when necessary in addition to these regular meetings.
New councils formed in the future would abide by these pro cedures, and the procedures will be revisited as the
number of councils increases and the staffing situation changes.
Between meetings staff would support the councils’ communications role by providing appropriate updates
regarding development activity an d capital project status and would continue using electronic tools such as
master plan websites and A-mail updates to provide information.
If councils were to meet more frequently than outlined above without staff present , they would need to be
mindful of their obligation to meet FOIA and other legal requirements and also realize that current staffing is
very challenged to support additional work generated as a result of such meetings.
Since the Board approved this approach, the Planning Commission reque sted that the Board reconsider appointing a
community advisory council for the Village of Rivanna in the interest of fairness and equity among development areas
with an adopted master plan. In response the Board requested staff to bring the community advi sory council issue back
before them at this meeting.
DISCUSSION:
In light of current resource limitations, staff’s support of the advisory councils is based on the councils’ roles as defined
by the Board’s charge, with a primary focus on projects and issu es specifically related to the implementation of the
master plans. That role was approved by the Board in September as follows:
The Advisory Councils will provide feedback and input to County staff and the Board of Supervisors on county efforts
related to implementation of the Master Plan, in accordance with established county procedures. Advisory Council
members will communicate with their constituencies to increase understanding of and support for successful
implementation of the Master Plan. The member ship is broad-based to incorporate a variety of perspectives and ideas
AGENDA TITLE: Community Advisory Council Restructuring
January 5, 2011
Page 2
and to provide citizens, business people, and representatives of community groups a chance to be engag ed and to be
heard in a constructive and meaningful way .
The restructuring plan approved in September did not recommend appointment of a community advisory council for the
Village of Rivanna because implementation activity related to that master plan, par ticularly public infrastructure projects,
was very limited and did not appear to justify the need for such a group. However, if the Board’s intent is to provide
equity among all master plan communities regarding advisory councils, staff supports the appoi ntment of a Village of
Rivanna Community Advisory Council to operate under the same mission, charge and procedures as the other
appointed councils with the understanding that, as with other councils, staff’s support will be limited.
Staff is anxious to support the important work of the community advisory councils to the greatest extent possible while
recognizing the very real and significant resource limitations imposed by the current budget situation. Staff’s
recommendation to the Board in September refl ected that reality by outlining how staff felt they could reasonably
support the three existing councils without considering the impact of a council for the Village of Rivanna. If the Board
wishes to appoint that council, staff would suggest the following changes to what was previously approved as a way to
provide support to all four councils within existing resources:
Individual meetings with each council involving staff would be reduced to 1 – 2 per year instead of 2 – 3 per year
as approved in September – additional meetings would be scheduled as necessary for project -specific issues.
Administrative support including updates to websites, issuing A Mails, and updates regarding development
activity and capital project status may be delayed.
As workload increases/shifts for Community Development and other involved staff, this approach may need to
be revisited in the future.
Staff understands that additional meetings of the community advisory councils may be desired for purposes beyond
specific master plan implementation issues in which staff would not be involved, and believes it is important to establish
the framework within which the councils can meet legal requirements for those meetings. For those additional meetings
to take place, the councils would have to assure that all legal requirements for open meetings of public bodies are met
(guidelines regarding open meeting requirements are provided in Attachment A) and agendas and minutes of all
meetings are provided to staff in a timely manner to post on websites.
Staff is committed to making this approach work and to adequately supporting the appointed councils. We do want to
express our concern that by spreading resource s to cover four advisory councils, we may not be as able to maintain the
productive, fulfilling connections we would like to with each of these groups – there is a point at which the groups could
become ineffective and frustrated if their desire for involvement and their legitimate information needs are not being met
by staff. We will monitor this over the next year to see how the approach is working. If the Board desires staff
involvement beyond what is recommended above, additional resources or changes in work plan priorities will need to be
identified to support that workload.
BUDGET IMPACT:
Community Engagement was identified as a watch list item during the recent Five Year Financial Plan process and
resource needs for this program will be monitored as the year progresses to see whether demands of the program
exceed available capacity.
RECOMMENDATIONS:
Staff recommends that the Board appoint a community advisory council for the Village of Rivanna and adopt the
revisions recommended above regarding staff support to the advisory councils.
ATTACHMENTS
Attachment A – Open Meeting Guidelines
Return to agenda
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
1
ACCESS TO PUBLIC MEETINGS
under the
VIRGINIA FREEDOM OF INFORMATION
ACT
I. STATUTORY GUIDANCE
The Virginia Freedom of Information Act (FOIA) is largely a procedural act, and the provisions
relating to meetings set forth the procedures that a public body must follow in conducting an open
meeting and convening in a closed meeting. This outline will break down the procedural
requirements, such as what is required in a notice and certifying a closed meeting, and provide
practical advice for conducting meetings that comply with FOIA. Appendix A sets forth in detail
the requirements for making a motion to convene a closed meeting. Appendix B describes
commonly used meeting exemptions of general applicability.
II. OPEN MEETINGS GENERALLY
WHAT IS A MEETING UNDER FOIA?
A “meeting” is defined as "meetings including work sessions, when sitting physically, or
through telephonic or video equipment pursuant to § 2.2-3708, as a body or entity, or as an
informal assemblage of (i) as many as three members or (ii) a quorum, if less than three, of
the constituent membership, wherever held, with or without minutes being taken, whether
or not votes are cast, of any public body" where the business of the public body is being
discussed or transacted. (Emphasis added.)1
WHAT IS NOT A MEETING UNDER FOIA?
1. The gathering of employees of a public body;
2. The gathering or attendance of two or more members of a public body at any place or
function where no part of the purpose of such gathering or attendance is the discussion
or transaction of any public business, the gathering or attendance was not called or
prearranged with any purpose of discussing or transacting any business of the public
body and the public business is not discussed; or
3. The gathering or attendance of two or more members of a public body at a public
forum, candidate appearance, or debate, the purpose of which is to inform the
electorate and not to transact public business or to hold discussions relating to the
transaction of public business, even though the performance of the members
1 Statutory reference: § 2.2-3701. FOIA Council Opinions AO-4-00, AO-20-01, AO-40-01, AO-
46-01, AO-02-02, AO-06-02, AO-13-03, AO-15-04, AO-20-04, AO-11-05, AO-02-06, AO-10-07,
AO-12-08, AO-03-09.
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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individually or collectively in the conduct of public business may be a topic of
discussion or debate at such public meeting.2
MAY A PUBLIC BODY CONDUCT A MEETING BY CONFERENCE CALL OR OTHER
ELECTRONIC METHOD?
Maybe. Prior to July 1, 2007, no local governing body or any other type of local public
body may conduct a meeting through telephonic, video, electronic or other communication
means where the members are not physically assembled to discuss or transact public
business. However, state public bodies may conduct such meetings under specified
circumstances. After July 1, 2007, local and regional public bodies may also allow
participation by their members via teleconference or other electronic means under certain
limited circumstances.3
IF IT IS A MEETING, WHAT DOES FOIA REQUIRE?
If it is a meeting under FOIA, the law requires that:
1. Notice of the meeting be given;
2. The meeting must be open to the public; and
3. Minutes of the meeting must be taken and preserved.4
WHAT IS SUFFICIENT NOTICE?
Notice must contain the date, time, and location of the meeting. It is also helpful (but not
required) to include the agenda for the meeting to inform the public generally of what
topics will be discussed at the meeting. If a state public body includes at least one member
appointed by the Governor, the notice must also indicate whether or not public comment
will be received at the meeting and, if so, the approximate point during the meeting when
public comment will be received. 5
WHERE TO POST THE NOTICE?
FOIA requires that notice be posted in two physical locations:
1. In a prominent public location at which notices are regularly posted, and
2. In the office of the clerk of the public body, or in the case of a public body that
has no clerk, in the office of the chief administrator.
3. State public bodies must also post notice on their own websites and on the
Commonwealth Calendar website. Electronic publication of meeting notices by
other public bodies is encouraged, but not required.
2 Statutory reference: §§ 2.2-3701, 2.2-3707(G). FOIA Council Opinions AO-4-00, AO-10-00,
AO-46-01, AO-02-02, AO-13-03, AO-12-04, AO-12-08.
3 Statutory reference: § 2.2-3708, § 2.2-3708.1. See also Chapter 704 of the Acts of Assembly, as
amended. FOIA Advisory Opinions AO-1-01, AO-16-02, AO-21-04. AO-12-08, AO-07-09.
4 Statutory reference: §§ 2.2-3700, 2.2-3707. FOIA Council Opinions AO-40-01, AO-06-02, AO-
17-02, AO-13-03, AO-15-04.
5 Statutory reference: § 2.2-3707(C). FOIA Council Opinions AO-13-00, AO-3-01, AO-18-01,
AO-43-01, AO-06-02, AO-23-03, AO-02-04, AO-06-07, AO-08-07, AO-03-09.
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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NOTE: Electronic posting must be in addition to the physical posting discussed above.6
WHO ELSE IS ENTITLED TO NOTICE OF MEETINGS?
Any person who annually files a written request for notification with a public body is
entitled to receive direct notification of all meetings of that public body. If the person
requesting notice does not object, the public body may provide the notice electronically.
The request for notice shall include the requester's name, address, zip code, daytime
telephone number, electronic mail address, if available, and organization, if any.7
WHEN TO POST THE NOTICE?
For regular meetings: The notice must be posted at least three working days prior to the
meeting.
For special or emergency meetings: Notice, reasonable under the circumstance, of special
or emergency meetings must be given at the same time as the notice provided members of
the public body conducting the meeting. FOIA defines an emergency as "an unforeseen
circumstance rendering the notice required by FOIA impossible or impracticable and
which circumstance requires immediate action." 8
MAY THE PUBLIC OR MEDIA RECORD THE MEETING?
Yes. Any person may photograph, film, record or otherwise reproduce any portion of a
meeting required to be open.9
MAY A PUBLIC BODY RESTRICT THE USE OF RECORDING DEVICES?
Yes. The public body conducting the meeting may adopt rules governing the placement
and use of equipment necessary for broadcasting, photographing, filming or recording a
meeting to prevent interference with the proceedings.10
WHEN MUST AGENDA MATERIALS BE AVAILABLE TO THE PUBLIC/MEDIA?
6 Statutory reference: § 2.2-3707(C). FOIA Council Opinions AO-18-01, AO-43-01, AO-08-07,
AO-03-09.
7 Statutory reference: § 2.2-3707(E). FOIA Council Opinions AO-3-01, AO-13-03, AO-23-03,
AO-08-07.
8 Statutory reference: § 2.2-3707(C), (D). FOIA Council Opinions AO-13-00, AO-3-01, AO-18-
01, AO-06-02, AO-08-07.
9 Statutory reference: § 2.2-3707(H). FOIA Council Opinions AO-03-03, AO-10-05.
10 Statutory reference: § 2.2-3707(H). FOIA Council Opinions AO-03-03, AO-10-05.
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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At least one copy of all agenda packets and, unless exempt, all materials furnished to
members of a public body for a meeting must be made available for public inspection at
the same time the packets or materials are furnished to the members of the public body.11
ARE THERE ANY EXCEPTIONS FOR TAKING MINUTES?
Yes. Minutes are only required to be taken at open meetings, and are not required during
closed meetings. Minutes are also not required to be taken at deliberations of:
1. Standing and other committees of the General Assembly;
2. Legislative interim study commissions and committees, including the Virginia Code
Commission;
3. Study committees or commissions appointed by the Governor; or
4. Study commissions or study committees, or any other committees or
subcommittees appointed by the governing body or school board of a county, city
or town, except where the membership of the commission, committee or
subcommittee includes a majority of the members of the governing body.12
WHAT DO MINUTES HAVE TO LOOK LIKE?
Minutes are required (except as noted above) of all open meetings, and must include: the
date, time, and location of the meeting; the members of the public body present and
absent; a summary of matters discussed; and a record of any votes taken. In addition,
motions to enter into a closed meeting and certification after a closed meeting must be
recorded in the minutes.13
ARE MINUTES PUBLIC RECORDS UNDER FOIA?
Yes. Minutes, including draft minutes, and all other records of open meetings, including
audio or audio/visual recordings are public records and must be released upon request.14
IS THERE AN AFFIRMATIVE OBLIGATION TO POST MINUTES?
Yes, but only for state agencies in the executive branch.
All boards, commissions, councils, and other public bodies created in the executive branch
of state government and subject to FOIA must post minutes of their meetings on the
Commonwealth Calendar.
Draft minutes of meetings must be posted as soon as possible but no later than ten working
days after the conclusion of the meeting. Final approved meeting minutes must be posted
within three working days of final approval of the minutes. 15
11 Statutory reference: § 2.2-3707(F). FOIA Council Opinions AO-3-01, AO-35-01, AO-23-03.
12 Statutory reference: § 2.2-3707(I). FOIA Council Opinion AO-08-07.
13 Statutory reference: § 2.2-3707(I), 2.2-3712(A), (D). FOIA Council Opinions AO-25-04, AO-
01-06.
14 Statutory reference: § 2.2-3707(I). FOIA Council Opinions AO-13-03, AO-25-04.
15 Statutory reference: § 2.2-3707.1.
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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MUST ALL VOTES OF A PUBLIC BODY TAKE PLACE IN AN OPEN MEETING?
Yes. Any and all votes taken to authorize the transaction of any public business must be
taken and recorded in an open meeting.
A public body may not vote by secret or written ballot.16
IS IT A FOIA VIOLATION TO POLL MEMBERS OF A PUBLIC BODY?
No. Nothing in FOIA prohibits separately contacting the membership, or any part thereof,
of any public body for the purpose of ascertaining a member's position with respect to the
transaction of public business. Such contact may be done in person, by telephone or by
electronic communication, provided the contact is done on a basis that does not constitute
a meeting as defined in FOIA.17
III. CLOSED MEETING PROCEDURES
WHAT DOES A PUBLIC BODY HAVE TO DO TO CLOSE A MEETING?
In order to conduct a closed meeting, the public body must take an affirmative recorded
vote in an open meeting approving a motion that:
1. Identifies the subject matter for the closed meeting;
2. States the purpose of the closed meeting; and
3. Makes specific reference to the applicable exemption from the open meeting
requirements.
The motion must be set forth in detail in the minutes of the open meeting.
A general reference to the provisions of FOIA, the authorized exemptions from open
meeting requirements, or the subject matter of the closed meeting is not sufficient to satisfy
the requirements for holding a closed meeting.18
WHAT MAY BE DISCUSSED DURING A CLOSED MEETING?
A public body holding a closed meeting must restrict its discussions during the closed
meeting to those matters specifically exempted from the provisions of this chapter and
identified in the motion.19
16 Statutory reference: § 2.2-3710(A). FOIA Council Opinions AO-9-00, AO-15-02, AO-01-03,
AO-13-03, AO-01-05, AO-05-09, AO-07-09.
17 Statutory reference: § 2.2-3710(B). FOIA Council Opinions AO-08-02, AO-15-02, AO-01-03,
AO-07-09.
18 Statutory reference: § 2.2-3712(A). FOIA Council Opinions AO-8-00, AO-19-00, AO-14-01,
AO-38-01, AO-45-01, AO-08-02, AO-17-02, AO-02-04, AO-24-04, AO-01-05, AO-06-07, AO-13-
07, AO-04-08, AO-13-09.
19 Statutory reference: § 2.2-3712(C). FOIA Council Opinions AO-8-00, AO-13-07, AO-13-09.
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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AT THE END OF A CLOSED SESSION, WHAT DOES THE PUBLIC BODY HAVE TO
DO?
At the conclusion of any closed meeting, the public body holding the meeting must
immediately reconvene in an open meeting and take a roll call or other recorded vote
certifying that to the best of each member's knowledge:
1. Only public business matters lawfully exempted from open meeting
requirements under this chapter, and
2. Only such public business matters as were identified in the motion by which
the closed meeting was convened were heard, discussed or considered in the
meeting by the public body.
The vote must be included in the minutes of the open meeting.
Any member of the public body, who believes that there was a departure from the
requirements of (1) or (2) above must state so prior to the vote, and indicate the substance
of the departure that, in his judgment, has taken place. This statement must also be
recorded in the minutes of the open meeting.20
WHEN DO DECISIONS MADE IN A CLOSED MEETING BECOME OFFICIAL
ACTIONS OF THE PUBLIC BODY?
Decisions become official when the public body reconvenes in an open meeting,
reasonably identifies the substance of the decision, and takes a recorded vote on the
resolution, ordinance, rule, contract, regulation or motion agreed to in the closed meeting.
Otherwise, no resolution, ordinance, rule, contract, regulation or motion adopted, passed
or agreed to in the closed meeting is effective.
Public officers improperly selected due to the failure of the public body to comply with the
other provisions of this section will become de facto officers and, as such, their official
actions are valid until they obtain notice of the legal defect in their election.21
CAN THERE BE A CLOSED MEETING WITHOUT FIRST HAVING AN OPEN
MEETING?
No. A closed meeting can take place only within the context of an open meeting, even if
the closed meeting is the only agenda item. A closed meeting motion must be made in an
open meeting. After the conclusion of the closed meeting, the members of the public body
must reconvene in an open meeting to certify that they restricted their discussion during the
closed meeting to those matters specifically exempted from the provisions of FOIA and
identified in the motion.22
#
20 Statutory reference: § 2.2-3712(D), (E). FOIA Council Opinions AO-8-00, AO-17-02, AO-02-
04, AO-06-07, AO-04-08.
21 Statutory reference: § 2.2-3711(B), (C). FOIA Council Opinions AO-23-01, AO-38-01, AO-15-
02, AO-01-03, AO-13-03, AO-24-04, AO-01-05, AO-13-09.
22 FOIA Council Opinion AO-02-04, AO-06-07, AO-08-07, AO-13-09, AO-02-10.
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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APPENDIX A
HOW TO MAKE A MOTION TO CONVENE A CLOSED MEETING
The Requirements
Section 2.2-3712(A) states that [n]o closed meeting shall be held unless the public body proposing
to convene such meeting has taken an affirmative recorded vote in an open meeting approving a
motion that (i) identifies the subject matter, (ii) states the purpose of the meeting and (iii) makes
specific reference to the applicable exemption from open meeting requirements. (Emphasis
added.)
FOIA Council opinions have held that a motion that lacks any of these three elements is
insufficient under the law, and would constitute a procedural violation.23 Here's a step-by-step look
at how to put together a motion that meets all three requirements:
1. Identify the subject matter:
The identification of the subject goes beyond a general reference to the exemption, and
provides the public with information as to specifically why the closed meeting will be
held. The subject matter is descriptive of the particular fact scenario or circumstances
that will be discussed by the public body during the closed meeting.
The specificity required for identification of the subject must be determined on a case-
by-case basis. It involves balancing FOIA's policy of affording citizens every
opportunity to witness the operations of government with the need of the public body
to hold certain discussions in private. The identification of the subject need not be so
specific as to defeat the reason for holding a closed meeting in the first place.
Examples of identification of the subject: discussion of candidates for the appointment
of a new city manager; discussion of the appropriate disciplinary action to take against a
student for violation of school policy; discussion of probable litigation relating to
highway construction.24
23 FOIA Advisory Opinions AO-14-01, AO-38-01, AO-45-01, AO-08-02, AO-24-04, AO-01-05,
AO-06-07, AO-04-08, AO-13-09, AO-02-10.
24 Example of probable litigation taken from FOIA Advisory Opinion AO-14-01.
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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2. State the purpose:
The purpose refers to the general, statutorily allowed meeting exemptions set forth at §
2.2-3711(A). Section 2.2-3711(A) states that public bodies may only hold closed
meetings for the following purposes (emphasis added) and then sets forth the
exemptions.
Examples of subject matter: the personnel exemption; the scholastic exemption; the
consultation with legal counsel exemption.
3. Make specific reference to the applicable exemption:
All of the meetings exemptions can be found at § 2.2-3711(A). It is not enough to cite
to this general code provision, because § 2.2-3711(A) includes 29 different exemptions.
Instead, the citation must be as specific as possible.
Examples of specific code references: § 2.2-3711(A)(1); § 2.2-3711(A)(2); § 2.2-
3711(A)(7).
Putting It All Together
Based upon the analysis above, here are three examples of motions to go into closed session that
satisfy the minimum requirements of § 2.2-2712(A). It is always appropriate to include more
information, and any motion should be tailored with additional facts describing the particular
scenario being addressed by the public body.
1. I move that (insert name of public body) convene in closed session to discuss the candidates
being considered for the appointment of a new city manager pursuant to the personnel
exemption at § 2.2-3711(A)(1) of the Code of Virginia.
2. I move that (insert name of public body) convene in closed session to discuss the appropriate
disciplinary action to take against an individual student for violation of school policy pursuant
to the scholastic exemption at § 2.2-3711(A)(2) of the Code of Virginia.
3. I move that (insert name of public body) convene in closed session to meet with legal counsel
about probable litigation relating to highway construction pursuant to the consultation with
legal counsel exemption at § 2.2-3711(A)(7) of the Code of Virginia.
Remember, the appropriateness of any given motion is fact-based, and it is difficult to provide a
"fill-in-the-blank" model motion that works in all situations. When drafting a motion, go down the
check list and ensure that you have included all three elements. Keep in mind the balancing
required to keep citizens informed of the workings of a public body while maintaining the integrity
of the closed session. Please do not hesitate to contact the FOIA Council to discuss these
requirements or the sufficiency of a specific motion.
#
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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APPENDIX B
Meeting Exemptions of General Applicability
As of July 2008, FOIA contains more than 40 open meeting exemptions. Although many of these
exemptions apply to specific agencies or to very content-specific discussions, there are several open
meeting exemptions of general applicability that may be used by virtually all public bodies. The
open meeting exemptions of general applicability are listed below, with the corresponding statutory
citation, as a reference tool.
§ 2.2-3711(A)(1): Personnel. Provides an exemption for:
Discussion, consideration or interviews of prospective candidates for employment;
assignment, appointment, promotion, performance, demotion, salaries, disciplining or
resignation of specific public officers, appointees or employees of any public body; and
evaluation of performance of departments or schools of public institutions of higher
education where such evaluation will necessarily involve discussion of the performance of
specific individuals. Any teacher shall be permitted to be present during a closed meeting
in which there is a discussion or consideration of a disciplinary matter that involves the
teacher and some student and the student involved in the matter is present, provided the
teacher makes a written request to be present to the presiding officer of the appropriate
board.
§ 2.2-3711(A)(2): Students. Provides an exemption for:
Discussion or consideration of admission or disciplinary matters or any other matters that
would involve the disclosure of information contained in a scholastic record concerning
any student of any Virginia public institution of higher education or any state school
system. However, any such student, legal counsel and, if the student is a minor, the
student's parents or legal guardians shall be permitted to be present during the taking of
testimony or presentation of evidence at a closed meeting, if such student, parents or
guardians so request in writing and such request is submitted to the presiding officer of
the appropriate board.
§ 2.2-3711(A)(3): Acquisition & disposition of property. Provides an exemption for:
Discussion or consideration of the acquisition of real property for a public purpose, or of
the disposition of publicly held real property, where discussion in an open meeting would
adversely affect the bargaining position or negotiating strategy of the public body.
§ 2.2-3711(A)(4): Privacy. Provides an exemption for:
The protection of the privacy of individuals in personal matters not related to public
business.
§ 2.2-3711(A)(5): Prospective business. Provides an exemption for:
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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Discussion concerning a prospective business or industry or the expansion of an existing
business or industry where no previous announcement has been made of the business' or
industry's interest in locating or expanding its facilities in the community.
§ 2.2-3711(A)(6): Investment of public funds. Provides an exemption for:
Discussion or consideration of the investment of public funds where competition or
bargaining is involved, where, if made public initially, the financial interest of the
governmental unit would be adversely affected.
§ 2.2-3711(A)(7): Legal advice. Provides an exemption for:
Consultation with legal counsel and briefings by staff members or consultants pertaining
to actual or probable litigation, where such consultation or briefing in open meeting
would adversely affect the negotiating or litigating posture of the public body; and
consultation with legal counsel employed or retained by a public body regarding specific
legal matters requiring the provision of legal advice by such counsel. For the purposes of
this subdivision, "probable litigation" means litigation that has been specifically threatened
or on which the public body or its legal counsel has a reasonable basis to believe will be
commenced by or against a known party. Nothing in this subdivision shall be construed to
permit the closure of a meeting merely because an attorney representing the public body
is in attendance or is consulted on a matter.
§ 2.2-3711(A)(11): Tests & exams. Provides an exemption for:
Discussion or consideration of tests, examinations or other records excluded from this
chapter pursuant to subdivision A 11 of § 2.2-3705.
§ 2.2-3711(A)(15): Medical. Provides an exemption for:
Discussion or consideration of medical and mental records excluded from this chapter
pursuant to subdivision A 5 of § 2.2-3705.
§ 2.2-3711(A)(20): Public safety. Provides an exemption for:
Discussion of plans to protect public safety as it relates to terrorist activity and briefings by
staff members, legal counsel, or law-enforcement or emergency service officials
concerning actions taken to respond to such activity or a related threat to public safety; or
discussion of reports or plans related to the security of any governmental facility, building
or structure, or the safety of persons using such facility, building or structure.
§ 2.2-3711(A)(29). Contracts. Provides an exemption for:
Discussion of the award of a public contract involving the expenditure of public funds,
including interviews of bidders or offerors, and discussion of the terms or scope of such
VIRGINIA FREEDOM OF INFORMATION ADVISORY COUNCIL
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contract, where discussion in an open session would adversely affect the bargaining
position or negotiating strategy of the public body.
#
July 2010
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Ordinance Amendment—Chapter 4, Animals and Fowl
SUBJECT/PROPOSAL/REQUEST:
Set public hearing to consider a proposed ordinance to
amend section 4-100, Definitions, of Chapter 4, Animals
and Fowl, of the County Code.
STAFF CONTACT(S):
Messrs. Foley, Elliot, Davis, Parrent, and Allen; and Ms.
Lyttle, Jenkins, and Maddox.
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
On July 8, 2009 the Board adopted a comprehensive amendment to Chapter 4, Animals and Fowl, of the Albemarle
County Code to bring the County’s animal laws into conformance with State law. The comprehensive amendment
included the adoption of animal welfare laws.
Last year, Board members received requests and petitions from the public to consider adopting an ordinance to
regulate the number of hours a dog may be tethered. On October 6, 2010, staff recommended that the Board amend
specific definitions of the animal ordinance to better address the reported welfare concerns, rather than adopt a
tethering ordinance. See the attached October 6 executive summary (Attachment B). The Board decided not to
pursue adopting a tethering ordinance. Instead, the Board directed staff to prepare a draft ordinance to amend the
definitions of ―adequate shelter‖, ―adequate space‖, and ―treatment/adequate treatment‖. The Board also asked staff
to look into requiring a ―pulley-only‖ system for dogs that are tethered.
DISCUSSION:
The attached draft ordinance (Attachment A) would amend Section 4-100 Definitions, of Chapter 4, Animals and Fowl
of the Albemarle County Code. Specifically, proposed amendments to the definitions of ―adequate shelter‖, ―adequate
space‖, and ―treatment/adequate treatment‖ are as follows:
4-100(5) Adequate shelter—amended to provide examples of structures that are not adequate
shelters. Such inadequate shelters include metal barrels, plastic barrels, airline crates, carrying
crates, and dog houses with no floors. This amendment addresses reported animal shelter concerns.
4-100(6) Adequate space—amended to further define the length and weight of a tether and/or a
running line. Specifically, the allowable length of a tether for an animal is increased from three (3)
times the length of the animal to five (5) times the length of the animal, and such tether must have a
swivel at both ends, weigh no more than 1/8 the animals’ weight, and multiple animals shall have their
own tether. A pulley or running line shall be at least fifteen (15) feet in length, and less than seven (7)
feet above the ground in such a manner to protect the animal from injury and prevent the line from
becoming entangled with other objects or animals. When there is more than one animal on a pulley
or running line, than each animal shall have its own tether on the pulley or running line. This
amendment addresses reported animal welfare concerns.
4-100(38) Treatment or adequate treatment—amended to state that tethering a dog six months old
or younger, and tethering a female dog in heat is not deemed to be adequate treatment. It is also
amended to include ways in which an animal may be transported in an open-bed truck in order for
such transportation to be deemed adequate treatment of the animal. This amendment addresses
reported animal welfare concerns.
While the ACOs can adequately handle most reported welfare concerns under the existing County animal laws,
amendments to these definitions provide the ACOs additional tools when responding to animal welfare calls and
greater clarity to animal owners and concerned citizens.
Staff does not recommend an ordinance that would require a ―pulley-only‖ system. Requiring a ―pulley-only‖ system
for any tethered dog would be difficult to enforce, may be an impractical requirement for some dog owners to abide by
given the limited backyard sizes of some dog owners, and in some circumstances may be unsafe for the dog(s). A
pulley system with multiple dogs could potentially be unsafe, as pulley lines or tethers on the lines could easily become
AGENDA TITLE: Ordinance Amendment—Chapter 4, Animals and Fowl
January 5, 2011
Page 2
entangled if used by multiple dogs at once. There are no other localities in Virginia that require a pulley-only system in
lieu of tethering a dog to a stationary object. Staff supports greater specificity in the minimum requirements of pulley
systems, as set forth above in the proposed amendment to the definition of ―adequate space‖ but does not advocate a
pulley system requirement.
BUDGET IMPACT:
Staff anticipates limited additional enforcement by animal control officers under the proposed ordinance and, therefore,
does not anticipate a significant budget impact.
If however, the Board adopted a pulley-only ordinance, or an ordinance that had more extensive regulations, it could
create a significant increase in calls for enforcement and have a budget impact. The Police Department currently has
four ACOs that are responsible for a very heavy call volume. Any significant increase to their calls for service would
require another ACO to be hired at the following costs:
Total salary and benefits for ACO ($43,246.57) + Operating and Capital Costs ($47,600) + Overtime ($3,000) =
$93,846.57
In addition, there is currently only one ACO on duty in the evenings and none on the weekends. A pulley-only
ordinance, or more extensive regulations, could increase the call volume on the weekends to necessitate either
moving one of the current daylight officers to weekend coverage or using a new officer to handle weekends and assist
on evenings. Moving an ACO off of the regular Monday-Friday daylight coverage would create a significant delay in
answering calls for service and conducting follow-up investigations during the Monday-Friday daylight shift.
RECOMMENDATIONS:
Staff recommends that the Board set a February 2, 2010 public hearing for the attached ordinance.
ATTACHMENTS
A – Proposed Ordinance
B – Executive Summary from October 6, 2010
Return to agenda
Draft: December 15, 2010
Attachment A
1
ORDINANCE NO. 11-4(1)
AN ORDINANCE TO AMEND AND REORDAIN CHAPTER 4, ANIMALS AND FOWL, OF THE CODE
OF THE COUNTY OF ALBEMARLE, VIRGINIA BY AMENDING ARTICLE I, IN GENERAL, SECTION
4-100, DEFINITIONS.
BE IT ORDAINED By the Board of Supervisors of the County of Albemarle, Virginia, that Chapter 4,
Animals and Fowl, is hereby amended and reordained by amending Article I, In General, Section 4-100,
Definitions, as follows:
CHAPTER 4. ANIMALS AND FOWL
ARTICLE I. IN GENERAL
Sec. 4-100 Definitions.
The following words as used in this chapter shall have the following meanings:
(1) Abandon. The term "abandon" means to desert, forsake, or absolutely give up an animal without
having secured another owner or custodian for the animal or by failing to provide the elements of basic care as
set forth in Virginia Code § 3.2-6503 for a period of five (5) consecutive days.
(2) Adequate care or care. The term "adequate care" or "care" means the responsible practice of good
animal husbandry, handling, production, management, confinement, feeding, watering, protection, shelter,
transportation, treatment, and, when necessary, euthanasia, appropriate for the age, species, condition, size and
type of the animal and the provision of veterinary care when needed to prevent suffering or impairment of
health.
(3) Adequate exercise. The term "adequate exercise" or "exercise" means the opportunity for the
animal to move sufficiently to maintain normal muscle tone and mass for the age, species, size, and condition
of the animal.
(4) Adequate feed. The term "adequate feed" means access to and the provision of food which is of
sufficient quantity and nutritive value to maintain each animal in good health; is accessible to each animal; is
prepared so as to permit ease of consumption for the age, species, condition, size and type of each animal; is
provided in a clean and sanitary manner; is placed so as to minimize contamination by excrement and pests;
and is provided at suitable intervals for the species, age, and condition of the animal, but at least once daily,
except as prescribed by a veterinarian or as dictated by naturally occurring states of hibernation or fasting
normal for the species.
(5) Adequate shelter. The term "adequate shelter" means provision of and access to shelter that is
suitable for the species, age, condition, size, and type of each animal; provides adequate space for each
animal; is safe and protects each animal from injury, rain, sleet, snow, hail, direct sunlight, the adverse effects
of heat or cold, physical suffering, and impairment of health; is properly lighted; is properly cleaned; enables
each animal to be clean and dry, except when detrimental to the species; and, for dogs and cats, provides a
solid surface, resting platform, pad, floormat, or similar device that is large enough for the animal to lie on in a
normal manner and can be maintained in a sanitary manner. Under this chapter, shelters whose wire, grid, or
slat floors (i) permit the animals' feet to pass through the openings, (ii) sag under the animals' weight, or (iii)
otherwise do not protect the animals' feet or toes from injury are not adequate shelter. In addition, the
following are also deemed to be inadequate shelters: (i) metal or plastic barrels, (ii) airline crates or carrying
crates, (iii) dog houses with no floors.
(6) Adequate space. The term "adequate space" means sufficient space to allow each animal to (i)
easily stand, sit, lie, turn about, and make all other normal body movements in a comfortable, normal position
for the animal and (ii) interact safely with other animals in the enclosure. When an animal is tethered,
"adequate space" means a tether that permits the above actions and is appropriate to the age and size of the
animal; is attached to the animal by a properly applied collar, halter, or harness configured so as to protect the
animal from injury and prevent the animal or tether from becoming entangled with other objects or animals, or
from extending over an object or edge that could result in the strangulation or injury of the animal; and is at
Draft: December 15, 2010
Attachment A
2
least three five times the length of the animal, as measured from the tip of its nose to the base of its tail, and
terminates at both ends with a swivel, and weighs no more than 1/8 of the animal’s weight, and if multiple
animals, each animal shall be on its own tether, except when the animal is being walked on a leash or is
attached by a tether to a lead line. When freedom of movement would endanger the animal, temporarily and
appropriately restricting movement of the animal according to professionally accepted standards for the species
is considered provision of adequate space. When an animal is on a pulley or running line, “adequate space”
means a pulley or running line that permits the above actions and is appropriate to the age and size of the
animal; is attached to the animal by a properly applied collar and is at least fifteen feet in length and less than
seven feet above the ground and configured so as to protect the animal from injury, and prevent the line from
becoming entangled with other objects or animals or resulting in strangulation or injury of the animal, and if
multiple animals, each animal shall be on its own tether.
(7) Adequate water. The term "adequate water" means provision of and access to clean, fresh, potable
water of a drinkable temperature which is provided in a suitable manner, in sufficient volume, and at suitable
intervals, but at least once every twelve (12) hours, to maintain normal hydration for the age, species,
condition, size and type of each animal, except as prescribed by a veterinarian or as dictated by naturally
occurring states of hibernation or fasting normal for the species; and is provided in clean, durable receptacles
which are accessible to each animal and are placed so as to minimize contamination of the water by excrement
and pests or an alternative source of hydration consistent with generally accepted husbandry practices.
(8) Adoption. The term "adoption" means the transfer of ownership of a dog or cat, or any other
companion animal, from a releasing agency to an individual.
(9) Agricultural animals. The term "agricultural animals" means all livestock and poultry.
(10) Ambient temperature. The term "ambient temperature" means the temperature surrounding the
animal.
(11) Animal. The term "animal" means any nonhuman vertebrate species except fish. For the
purposes of Article IV, Rabies Control, animal shall mean any species susceptible to rabies. For the purposes
of section 4-109, animal shall mean any nonhuman vertebrate species including fish captured and killed or
disposed of in a reasonable customary manner.
(12) Animal control officer. The term "animal control officer" means any person employed,
contracted, or appointed by the Commonwealth or any political subdivision for the purpose of aiding in the
enforcement of any other law or ordinance relating to the licensing of dogs, control of dogs and cats, cruelty to
animals, or seizure and impoundment of companion animals and includes any state or county police officer,
animal control officer, sheriff or other employee whose duties in whole or in part include assignments which
involve seizure or taking into custody of any dog or other animal.
(13) Animal shelter. The term "animal shelter" means a facility, other than a private residential
dwelling and its surrounding grounds, which is used to house or contain animals and which is owned, operated,
or maintained by a non-governmental entity, duly incorporated humane society, animal welfare society, society
for the prevention of cruelty to animals, or other nonprofit organization devoted to the welfare, protection, and
humane treatment of animals.
(14) Boarding establishment. The term "boarding establishment" means a place or establishment
other than a pound or animal shelter where companion animals not owned by the proprietor are sheltered, fed,
and watered in exchange for a fee.
(15) Clearly visible sign. The term “clearly visible sign” means a sign that is (i) unobstructed from
view, (ii) contains legible writing, and (iii) may be read by any person without assistance while standing ten
feet away from the sign.
(16) Collar. The term "collar" means a well-fitted device, appropriate to the age and size of the
animal, attached to the animal's neck in such a way as to prevent trauma or injury to the animal.
Draft: December 15, 2010
Attachment A
3
(17) Commercial dog breeder. The term “commercial dog breeder” means any person who, during
any twelve (12) month period, maintains thirty (30) or more adult female dogs for the primary purpose of the
sale of their offspring as companion animals.
(18) Companion animal. The term "companion animal" means any domestic or feral dog, domestic or
feral cat, non-human primate, guinea pig, hamster, rabbit not raised for human food or fiber, exotic or native
animal, reptile, exotic or native bird, or any feral animal or any animal under the care, custody, or ownership of
a person or any animal which is bought, sold, traded, or bartered by any person. Agricultural animals, game
species, or any animals regulated under federal law as research animals shall not be considered companion
animals for the purposes of this chapter.
(19) Emergency veterinary treatment. The term “emergency veterinary treatment” means veterinary
treatment to stabilize a life-threatening condition, alleviate suffering, prevent further disease transmission, or
prevent further disease progression.
(20) Enclosure. The term "enclosure" means a structure used to house or restrict animals from
running at large.
(21) Euthanasia. The term "euthanasia" means the humane destruction of an animal accomplished by
a method that involves instantaneous unconsciousness and immediate death or by a method that involves
anesthesia, produced by an agent which causes painless loss of consciousness, and death during such loss of
consciousness.
(22) Foster care provider. The term “foster care provider” means an individual who provides care or
rehabilitation for companion animals through an affiliation with a pound, animal shelter, or other releasing
agency.
(23) Hearing dog. The term “hearing dog” means a dog trained to alert its owner by touch to sounds
of danger and sounds to which the owner should respond.
(24) Injury to a person. The term “injury to a person” means any superficial cut, scratch, scrape, or
minor tear to the skin, or any bruise to bone or skin area resulting from an unfriendly encounter. An injury
shall be presumed to have occurred when a dog knocks a person to the ground or tears that person's clothing or
any possession on his or her person.
(25) Kennel. The term “kennel” means any establishment in which five (5) or more canines, felines,
or hybrids of either are kept for the purposes of breeding, hunting, training, renting, buying, boarding, selling,
or showing.
(26) Leash. The term “leash” means any rope, strap, chain, or other material not exceeding four (4)
feet in length, being held in the hand of a person capable of controlling the dog to which it is attached.
(27) Livestock. The term "livestock" includes all domestic or domesticated: bovine animals; equine
animals; ovine animals; porcine animals; cervidae animals; capradae animals; animals of the genus Lama;
ratites; fish or shellfish in aquaculture facilities, as defined in Virginia Code § 3.2-2600; enclosed
domesticated rabbits or hares raised for human food or fiber; or any other individual animal specifically raised
for food or fiber, except companion animals.
(28) Owner. The term "owner" means any person who: (i) has a right of property in an animal, (ii)
keeps or harbors an animal, (iii) has an animal in his care, or (iv) acts as a custodian of an animal.
(29) Person. The term "person" means any individual, partnership, firm, joint-stock company,
corporation, association, trust, estate, or other legal entity.
(30) Poultry. The term “poultry" includes all domestic fowl and game birds raised in captivity.
Draft: December 15, 2010
Attachment A
4
(31) Pound. The term "pound" means a facility operated by the Commonwealth, or county for the
purpose of impounding or harboring seized, stray, homeless, abandoned, or unwanted animals; or a facility
operated for the same purpose under a contract with any county, city, town, or incorporated society for the
prevention of cruelty to animals.
(32) Primary enclosure. The term "primary enclosure" means any structure used to immediately
restrict an animal or animals to a limited amount of space, such as a room, pen, cage, compartment, or hutch.
For tethered animals, the term includes the shelter and the area within reach of the tether.
(33) Properly cleaned. The term “properly cleaned” means that carcass, debris, food waste and
excrement are removed from the primary enclosure with sufficient frequency to minimize the animals’ contact
with the above-mentioned contaminants; the primary enclosure is sanitized with sufficient frequency to
minimize odors and the hazards of disease; and the primary enclosure is cleaned so as to prevent the animals
confined therein from being directly or indirectly sprayed with the stream of water, or directly or indirectly
exposed to hazardous chemicals or disinfectants.
(34) Releasing agency. The term “releasing agency” means a pound, animal shelter, humane society,
animal welfare organization, society for the prevention of cruelty to animals, or other similar entity or home-
based rescue that releases companion animals for adoption.
(35) Serious injury to a person. The term “serious injury to a person” means any bodily injury for
which medical attention was sought and obtained, which involves a serious laceration requiring stitches to
more than one puncture wound or which is serious in the opinion of a licensed physician.
(36) Service dog. The term “service dog” means a dog trained to accompany its owner for the
purpose of carrying items, retrieving objects, pulling a wheelchair or other such activities of service or support.
(37) Sterilize or sterilization. The term "sterilize" or "sterilization" means a surgical or chemical
procedure performed by a licensed veterinarian that renders a dog or cat permanently incapable of reproducing.
(38) Treatment or adequate treatment. The term "treatment" or "adequate treatment" means the
responsible handling or transportation of animals in the person's ownership, custody or charge, appropriate for
the age, species, condition, size and type of the animal. When any such animal is being transported in an open-
bed truck or similar vehicle, such carrier shall be secured to the vehicle so as to be immovable, and shall
permit normal postural movements of the animal. The following shall not be deemed “adequate treatment”:
(i) tethering of a dog six months old or younger; (ii) the tying up or tethering of a female dog in heat; (iii)
transporting an animal in the back of an open-bed truck or similar vehicle in an unsecured carrier and/or
tethered to a collar.
(39) Veterinary treatment. The term "veterinary treatment" means treatment by or on the order of a
duly licensed veterinarian.
(Code 1967, § 4-4; 4-13-88; Code 1988, § 4-4; Ord. 98-A(1), 8-5-98; Ord. 09-4(1), 7-8-09)
State law reference—Va. Code §§ 3.2-6500, 6528.
Go to next attachment
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Tethering Ordinance Proposal
SUBJECT/PROPOSAL/REQUEST:
Discuss whether Albemarle County should consider
adopting a tethering ordinance.
STAFF CONTACT(S):
Messrs. Tucker, Elliot, Davis, Parrent, and Jenkins; and
Ms. Lyttle.
LEGAL REVIEW: Yes
AGENDA DATE:
October 6, 2010
ACTION: INFORMATION: X
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
On July 8, 2009 the Board adopted a comprehensive amendment to Chapter 4, Animals and Fowl, of the Albemarle
County Code to bring the County’s animal laws into conformance with State law. The comprehensive amendment
included the adoption of animal welfare laws as well as an am endment to the County’s running at large restrictions.
Dogs are permitted to run at large on properties zoned as rural areas unless an area is specifically restricted by
designation in the ordinance.
Board members have recently received requests and petitions from the public to consider adopting an ordinance to
regulate the number of hours a dog may be tethered. Currently, the Albemarle County Code does not have a specific
ordinance to prohibit or limit the tethering of dogs or other companion animals; however, does regulate the welfare and
care of animals by defining adequate shelter and space for animals and basic tethering regulations intended to protect
animals from injury. The Board has never previously considered adopting a specific tethering ordinance, and thus
directed staff to review this matter and research tethering ordinances in other localities.
DISCUSSION:
Tethering in Virginia
The Virginia Code does not specifically authorize localities to ban tethering. Rather, Virginia Code § 3.2-6543 (A)
authorizes localities to adopt certain animal ordinances which are parallel to or more stringent than the Virginia Code.
Tethering and certain conditions of a tether are set forth in the Virginia Code definition of “adequate space”, which is
the same definition used in Chapter 4, Animals and Fowl, Section 4-100 Definitions of the County Code (See
Attachment A). The “adequate space” definition sets forth the minimum length of a tether, requires such tether to be
attached to a proper collar, halter or harness and requires that the animal be protected from injury or becoming
entangled. Section 4-105(A) of the County Code requires all companion animal owners to provide such “adequate
space.” Initial violations of Section 4-105 are a Class 4 misdemeanor, with subsequent violations being a Class 2 or
Class 3 misdemeanor, as set forth in section 4-105(B) of the County Code.
Approximately 10 localities (8 Cities, 2 Counties) in Virginia have adopted ordinances to restrict the number of hours
an animal may be tethered. Those localities are the City of Alexandria, City of Charlottesville, City of Danville, City of
Martinsville, City of Norfolk, City of Richmond, City of Staunton, City of Virginia Beach, Fauquier County, and
Northhampton County. (See Attachment B) The time limitation for tethering varies among the localities, from 1 hour in
a 24 hour period up to 12 hours in a 24 hour period. The City of Charlottesville restricts tethering to no more than 10
hours in a 24 hour period. Both the City of Martinsville and Danville restrict tethering to no more than 4 hours in a 24
hour period, and have additional restrictions based on weather. The City of Staunton has taken a different approach
and only prohibits tethering between the hours of 10 p.m. and 6 a.m. Only 2 of the localities adopted a stand-alone
tethering ordinance. Most of the localities incorporate the tethering restrictions in their ordinances defining or
addressing adequate shelter. The City of Richmond was the only locality to incorporate the tethering restriction in its
animal cruelty ordinance.
Albemarle County
Since this matter was first brought to the Board’s attention in June of this year, approximately 50 Albemarle County
citizens have submitted to the Board of Supervisor’s office a petition in support of Albemarle County adopting a
tethering ordinance. The Albemarle County Animal Control Officers (ACO) assessed the number of complaints
received regarding tethering concerns by reviewing their call logs for the years of 2008-2010. During that two year
AGENDA TITLE: Tethering Ordinance Proposal
October 6, 2010
Page 2
period, ACOs received approximately 101 calls regarding animal welfare concerns and 6 calls specific to tethering
concerns. Of the 6 calls specific to tethering concerns, ACOs found the tether to not be in compliance with the County
Code in all 6 cases. No charges were placed, as the ACO’s first approach to such violations is to educate the animal
owner, and provide a “Notice to Comply”, which provides an opportunity for the violation(s) to be corrected. All noted
violations were corrected by the animal owner once the ACO explained the concern and violation(s). During animal
welfare checks, the ACOs often find the dog to be in a pen, not tethered, and generally there are no violations of the
County Code, but the ACOs do spend time educating the animal owner on the welfare concerns reported. Based on
the number of complaints received from 2008-2010, the ACOs have not found tethering to be a significant animal
safety issue in Albemarle County.
Staff is concerned that a tethering ordinance would be difficult to enforce, and would not address the welfare concerns
reported by citizens. Additionally, there is concern that a tethering ordinance would not be compatible with the
County’s running at large ordinance, which permits dogs to run at large in the rural areas unless specifically prohibited
by designation in the ordinance. An ordinance that restricts the number of hours a dog may be tethered could
discourage dog owners from tethering their dog and increase the likelihood that such dog be allowed to run loose.
Lastly, dogs which are generally properly cared for while being tethered during the day would become subject to such
tethering ordinance restrictions, despite the lack of specific animal welfare concerns. This could cause an increase in
reported animal welfare calls for ACOs related to tethering, in turn increasing the number of animal welfare inspections
for dogs and dog owners which are otherwise in compliance with the County’s animal laws and for dogs that are
otherwise being cared for properly.
Rather than adopt an ordinance which would limit the amount of time a dog can be tethered outside, the ACOs believe
amendments to the definition of “adequate shelter”, “adequate space” and “treatment/adequate treatment” would more
appropriately address the concerns reported to and seen by the ACOs. For example, an amendment to the adequate
shelter definition to provide examples of the types of structures not deemed adequate would address reported animal
shelter concerns, and an amendment to the “adequate space” definition to further define the length and weight of a
tether and/or a running line, and prohibiting dogs six (6) months of age or younger and female dogs in heat from being
tethered, would provide more clarity to citizens as to what is appropriate for dogs. While the ACOs can adequately
handle the reported welfare concerns under the existing County animal laws, amendments to these definitions would
provide the ACOs additional tools when responding to animal welfare calls and greater clarity to animal owners and
concerned citizens.
Based on feedback received from the Charlottesville-Albemarle SPCA (CASPCA) Executive Director, the CASPCA
takes the position that tethering for twenty-four hours a day, seven days a week is not appropriate, but has not
specifically commented on a tethering ordinance. The CASPCA also recognizes that any tethering ordinance
considered by the County should be balanced with and looked at congruently with other County animal laws. The
CASPCA was part of a staff-citizen committee when the City of Charlottesville considered adopting a tethering
ordinance, and such committee drafted the proposed City ordinance, which was adopted by City Council in 2006. The
CASPCA advocates this same committee process be used in the County should the Board decide to consider
adopting a tethering ordinance.
BUDGET IMPACT:
The Police Department is concerned that the adoption of a tethering ordinance could lead to a significant increase in
the number of calls for service in a couple of areas. One area would be where ACOs are requested to check on the
compliance of pet owners with this new ordinance. This could be very time consuming if an ordinance is adopted
where a specific time limit is placed on tethering. Another area indirectly related to the enactment of such an
ordinance could be the increase of complaints of dogs running at large. The Police Department fears that having a
tethering ordinance without a running at large ordinance applicable to the entire County, could lead to instances where
dog owners allow dogs to run loose rather than deal with the new restrictions on tethering. This will increase the
population of the dogs running at large and ACO’s and the community could be dealing with dogs that have been
tethered for years that are now at large and potentially dangerous or vicious.
The Police Department currently has four ACOs that are responsible for a very heavy call volume. Any significant
increase to their calls for service would require another ACO to be hired at the following costs:
Total salary and benefits for ACO ($43,246.57) + Operating and Capital Costs ($47,600) + Overtime ($3,000) =
$93,846.57
AGENDA TITLE: Tethering Ordinance Proposal
October 6, 2010
Page 3
In addition, there is currently only one ACO on duty in the evenings and none on the weekends. A tethering ordinance
could increase the call volume on the weekends to necessitate either moving one of the current daylight officers to
weekend coverage or use a new officer to handle weekends and assist on evenings. Moving an ACO off of the
regular Monday-Friday daylight coverage would create a significant delay in answering calls for service and conducting
follow-up investigations.
RECOMMENDATIONS:
Staff does not recommend a tethering ordinance at this time because historical ACO data does not indicate tethering
to be a significant animal safety issue in the County, it would subject otherwise responsible dog owners and properly
cared for dogs to an additional restriction, enforcement would be difficult, and such an ordinance may not be
compatible with the County’s running at large ordinance. Staff does recommend that the Board consider amending
the definitions of “adequate shelter”, “adequate space”, and “treatment/adequate treatment” of Chapter 4, Animals and
Fowl, to better clarify and define suitable space and treatment. (See Attachment C) If the Board desires to pursue
adopting a tethering ordinance, staff recommends a staff-citizen committee be formed to develop a consensus
approach.
ATTACHMENTS
A – Albemarle County Code excerpts from Chapter 4
B – Tethering Ordinances in Virginia
C – Preliminary Recommendation of ACOs for Ordinance Amendment
Return to exec summary
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
General District Court/Circuit Court Study
SUBJECT/PROPOSAL/REQUEST:
Authorize staff to proceed with Court Study
STAFF CONTACT(S):
Foley, Davis, Letteri, B., Henry
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: No
REVIEWED BY:
BACKGROUND:
Concern for the adequacy of the County’s General District Court (GDC) and Circuit Court (CC) space needs was
recognized as early as the late 1990’s and precipitated the “Charlottesville – Albemarle Court Study” completed in
March of 2001 and, more recently, the “Feasibility Study for the Use of the Levy Building as a G eneral District Court
Facility” in 2010. Both studies acknowledge the now acute needs of the GDC and the long term impracticality of
continuing GDC operations in the existing Albemarle County Courthouse, along with the CC, Clerk and
Commonwealth’s Attorney operations.
In July of 2004, the County entered into a joint agreement with the City of Charlottesville to purchase, among other
properties, the Levy Opera House for use by the jointly operated Juvenile and Domestic Relations District Court
(JDRC) during the construction of the new JDRC facility, but also as a possible future location for a combined County
and City GDC operation. The 2010 study was designed to more extensively evaluate the feasibility of a joint GDC
operation or, alternatively, how the Levy facility might accommodate a County-only GDC operation.
The study concluded that the Levy facility is not well suited or large enough for a combined GDC operation. In
addition, the City concluded that it did not anticipate the need to relocate and expand its existing GDC facility, located
in City Hall, based on recent case load trends. The study did find that a County-only GDC could be accommodated at
the Levy site with renovation and new construction to meet the County’s long term GDC space needs.
DISCUSSION:
Before the County decides how to address its GDC and CC space needs, staff recommends that the County first
decide whether it wishes to continue its investment to keep the Court operations in Downtown Charlottesville or to
relocate. Many factors will influence this decision, including initial capital outlay, proximity of court operations,
parking, long-term need projections, historical/legal significance of the existing County Courthouse, construction/site
difficulty and challenges, availability/suitability of alternative sites, etc. The importance of this decision cannot be
overstated given the financial magnitude and long term operational implications of either decision.
Staff proposes the engagement of an Architectural/Engineering firm with specific background and expertise in
planning, evaluating and designing Court facilities. This limited, phase I study would provide sufficient information to
help the County determine its next step in addressing the GDC and CC space needs. The specific scope of work
would include, but not necessarily be limited to:
Review of previous court studies, including the “Charlottesville-Albemarle Courts Study, Phase I”
dated March 2001, and the “County of Albemarle/City of Charlottesville Feasibility Study for Use of
the Levy Building as a General District Court Facility”, dated April 29, 2010;
Review of all previous facilities condition assessment reports on the Count y Courthouse;
Review of existing conditions and capacities at each of the County’s three courts;
Evaluation of County caseload trends and expected space needs for each of the three county
courts, to include related clerk, sheriff and Commonwealth ’s Attorney operations;
AGENDA TITLE: General District Court/Circuit Court Study
January 5, 2011
Page 2
Interviews with Judges, Clerks, Commonwealth ’s Attorney, Sheriff, and other personnel involved in
court operations;
Identification and evaluation of alternative sites to accommodate limited court functions or a
combined court complex;
Development of conceptual plans for renovations or new construction;
Development of “order of magnitude” cost estimates for each of the options;
Formal presentation of study results, in the form of a written report and oral presentation to staff and
the County Board of Supervisors.
BUDGET IMPACT:
If the Board approves moving forward with a study, staff will recommend using the $35,800 in existing funds in the
County’s “Court Square Enhancement” account to support all or part of this study. An additional appropriation, if
required, will be requested following fee negotiations for the study.
RECOMMENDATIONS:
Staff recommends Board authorization to proceed with selection and negotiation with an architectural firm or individual
to perform the above referenced services. Once negotiations conclude and a reasonable fee is established, staff will
bring this back to the Board for final approval, an additional appropriation request, if needed, and authorization to
proceed with the work as outlined above.
Return to agenda
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
CIP Funding Strategy
SUBJECT/PROPOSAL/REQUEST:
Board Discussion on CIP Funding Strategy
STAFF CONTACT(S):
Messrs. Foley, Davis, and Letteri, B.
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
ACTION: INFORMATION: X
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: No
REVIEWED BY:
BACKGROUND:
At its annual retreat in June, the Board identified a number of top priorities, including: "Goal 1: By June 30, 2012, the
County will explore options and identify ways to address unfunded current and future capital needs." In order to
address this goal, a team was formed consisting of the Assistant County Executives, the County Attorney, the Director
of Finance, the Director of Management and Budget, the Director of Community Development, and the Director of
Facilities Development. The purpose of this team was to engage in high level discussions focused on basic policies
and strategies on how to fund the County’s capital program.
DISCUSSION:
The team has explored various funding options and strategies to address capital funding, including: 1) financing
options, including consideration of a bond issue; 2) district/impact/use taxes or fees; 3) grants/donations; 4) dedicated
revenues/taxes; 5) property/asset sales; and 6) proffer policy revisions. The consensus of the team is that the County
should develop long term, sustainable solutions for funding the capital plan to address both core maintenance and
quality of life issues. The current Capital Improvement Plan (“CIP”) includes maintenance/replacement, mandated
and obligated projects, but fails to address all of the expressed goals of the Board and maintain the level of excellence
required in meeting the County’s community needs.
Staff will present possible funding options and strategies to increase funding to levels that would support the Board’s
broader priorities and demands. At the January 5th Board meeting, staff will be seeking feedback from the Board to
help staff narrow its focus on which options to pursue to enhance resources for the capital fund.
BUDGET IMPACT:
There is not budget impact at this time.
RECOMMENDATIONS:
At this time, staff is not recommending any action by the Board. However, staff is seeking feedback from the Board to
determine where to focus its efforts in research and development of options to enhance resources for the capital fund.
ATTACHMENTS
Additional information and analysis will be provided to the Board as part of the presentation on January 5th.
Return to agenda
County of Albemarle
MEMORANDUM
TO: Members of the Board of Supervisors
FROM: Meagan Hoy, Senior Deputy Clerk
DATE: January 5, 2011
RE: Vacancies on Boards and Commissions
Attached please find an updated listing of vacancies on boards and commissions
through December 2010 provided for informational purposes only.
The following Boards and Commissions have been advertised and applications were
received as follows:
Acquisition of Conservation Easements (ACE) Committee: One vacancy.
No applications received.
Charlottesville Area Community Foundation Governing Board: One vacancy.
No applications received.
Housing Committee: Two vacancies.
No applications received.
Jefferson Area Disability Services Board: One vacancy, business representative.
No applications received.
Places 29 Community Advisory Council: Fifteen vacancies.
Joseph Barnes
Pete Borches
Hawkins Dale
Scott Elliff
George Fitz-Hugh
Vicki Gist
Joan Graves
Rebecca Harrison
Mariclaire Hession
Brian Johnson
Tim Kaczmarek
George Larie
Charles Lebo
Christopher Lee
Joe Milby
Cynthia Neff
Joel Spring
Henry Weinschenk
Lloyd Wood
Rivanna Solid Waste Authority Citizens Advisory Committee: Four vacancies
(one being a joint City/County Chair).
No applications received.
The following reappointments require action by the Board:
Economic Development Authority:
Scott Goodman, Jack Jouett District
Planning Commission:
Julia Monteith
Public Recreational Facilities Authority:
John deKoven Bowen
Sherry Buttrick
Rivanna Solid Waste Authority:
Michael Gaffney (City appointed December 20, 2010.)
Rivanna Water and Sewer Authority:
Michael Gaffney (City appointed December 20, 2010.)
Habitat for Humanity would like to recommend the appointment of Marcia Joseph to the
Housing Committee to serve as the Habitat representative. Please see the attached e-mail
from Melba Campbell, Chair of the Board of Directors.
1 MEMBER
TERM
EXPIRES
NEW TERM
EXPIRES
WISH TO BE
RE-APPOINTED?
DISTRICT IF
MAGISTERIAL
APPOINTMENT
ACE Committee Joseph Samuels 8/1/2010 8/1/2013 No Advertised, no applications recv'd
Cville Area Community Foundation Gv. Board Alan Culbertson 12/31/2010 12/31/2013 No Advertised, no applications recv'd
Economic Development Authority Mitchell Neuman 1/19/2011 1/19/2015 Eligible No Action Required, At-large
Economic Development Authority Scott Goodman 1/19/2011 1/19/2015 Yes Action Required, Jack Jouett
Housing Committee David Paulson 12/31/2010 12/31/2013 No Advertised, no applications recv'd
Housing Committee Jana Crutchfield 12/31/2010 12/31/2013 Ineligible Advertised, no applications recv'd
Housing Committee Marcia Joseph 12/31/2013 Yes Action Required
Jefferson Area Disability Services Board Amber Capron 6/30/2013 Resigned Advertised, no applications recv'd
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Places 29 Community Advisory Council Advertised 19 Received
Planning Commission Julia Monteith 12/31/2010 12/31/2011 Yes Action Required
Public Defender Office Citizens Adv. Com.Marilyn Minrath 12/31/2010 12/31/2013 Eligible No Action Required
Public Recreational Facilities Authority Jay Fennell 12/13/2010 12/13/2013 Eligible No Action Required
Public Recreational Facilities Authority John deKoven Bowen 12/13/2010 12/13/2013 Yes Action Required
Public Recreational Facilities Authority Sherry Buttrick 12/13/2010 12/13/2013 Yes Action Required
Rivanna Solid Waste Authority Michael Gaffney 12/31/2010 12/31/2012 Yes, Joint City/County Action Required
Rivanna Solid Waste Authority Cit. Adv. Comm.Reed Muelman 12/31/2010 12/31/2012 Ineligible Advertised, no applications recv'd
Rivanna Solid Waste Authority Cit. Adv. Comm.Jeffery Greer 12/31/2010 12/31/2012 Ineligible, Joint City/County Advertised, no applications recv'd
Rivanna Solid Waste Authority Cit. Adv. Comm.Deborah Rutter 12/31/2012 Resigned Advertised, no applications recv'd
Rivanna Solid Waste Authority Cit. Adv. Comm.Teri Kent 12/31/2011 Resigned Advertised, no applications recv'd
Rivanna Water and Sewer Authority Michael Gaffeny 12/31/2010 12/31/2012 Yes, Joint City/County Action Required
Revised 12/28/10
This FY 2010 Annual Report was designed, developed, and produced solely by the Staff and
Advisory Board of the Albemarle County Department of Social Services. In consideration of
the current budget conditions, minimal copies of this report have been printed.
NOTE:
CONTENTS
ADVISORY BOARD LETTER AND HIGHLIGHTS 3
AGENCY KEY PERFORMANCE INDICATORS 4
SERVICES
AUXILIARY GRANTS 5
SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM (SNAP) 6
GENERAL RELIEF 7
ENERGY ASSISTANCE 8
TEMPORARY ASSISTANCE TO NEEDY FAMILIES (TANF) 9
MEDICAID 10
UVA MEDICAID 11
COMPANION SERVICES 12
LONG-TERM CARE 13
ADULT SERVICES 14
FOSTER CARE 15
CHILD PROTECTIVE SERVICES 16
CHILD CARE SERVICES 17
ADOPTION SERVICES 18
CAREER CENTER 19
VIRGINIA INITIATIVE FOR EMPLOYMENT NOT WELFARE (VIEW) 20
BRIGHT STARS 21
FAMILY SUPPORT 22
BUSINESS SERVICES 23
LETTER FROM THE ADVISORY BOARD Thank you for the opportunity to present the annual report for the Department of Social Services for FY 2010. We are pleased to share some of the results of the public services provided to the citizens of Albemarle County. It is an honor to serve our citizens through the work of this board.
The theme for this year’s annual report is Performance Excellence and Innovation. The
report is aligned with the Senate Productivity and Quality Award criteria which is a cen-
terpiece of the department’s focus on continuous performance improvement. The seven
criteria – leadership, strategic planning, customer & market focus, process management,
workforce focus, results and measurement, analysis and knowledge management – are
used by the department as a framework for organizational effectiveness.
The Advisory Board, as part of the governance of the department, has undertaken activi-
ties aligned with these criteria. A sample of these activities follows:
Reviewed the results of the Resource Management Study as related to the de-
partment
Continued our support and interest in the statewide coalition - Working Families
Child Care Coalition - and continued our interest in child care policy and
training
Supported the efforts of the department in their work on the Southern Albe-
marle Intergenerational Center and wrote an appreciation letter to partici-
pants
Reviewed workload measures of the department on a quarterly basis
Reviewed the accomplishments of the 2007-2010 Strategic Plan and the devel-
opment process for the 2011-2013 strategic plan
Reviewed legislative issues impacting the department
Reviewed monthly Informational Items and kept abreast of issues and changes
in the department
Held a special planning session to identify a focus for the board in 2010.
Throughout the past year, we have met with the Director regularly and also used that
time to broaden our knowledge about the work of the department. In particular, we
gained insights from staff presentations about the Bright Stars and Adoption programs,
the UVA Medicaid Unit and the Prisoner Reentry Initiative.
It is a privilege for us to work with staff of the Department. We are concerned about the
significant impact the downturn in the economy has had on residents and know that the
increased workload for staff is immense. However, we have great confidence in the abil-
ity of this staff to meet the challenges of the uncertain environment through their focus
on performance and results. In the following pages, we provide an overview of the De-
partment’s programs and services as well as individual stories that are part of the com-
munity life of this organization.
The ACDSS Advisory Board
Martin Burks III
Janet Morrow
Lincoln Lewis
Wanda Kucera
Mary Lou Fowler
Bryan Elliott
Claude Foster
3
THE REPORT OF THE OFFICE OF PROGRAM ACCOUNTABILITY ACDSS KEY PERFORMANCE INDICATORS The ACDSS Office of Program Accountability monitors, evaluates and reports progress on all unit and over-all agency performance goals. Each unit in the agency establishes specific indicators every three years to enable this process. The Leadership Team then assesses each of these 38 unit indicators using established criteria to determine which are critical for the agency to meet or exceed State and Federal mandates and to achieve high performance. Eleven selected goals (seen below) are referred to as the ACDSS Key Perform-
ance Indicators (KPI’s). This process of evaluation through methodical data collection, analysis and pro-
gram improvement using the ACDSS KPI’s, ensures that the agency moves toward accountable program-
ming and achieves superior customer service.
4
innovation
Engaging customers to serve their needs and build relationships is
a critical component of the SPQA criteria. Auxiliary Grants are life
savers for some older or disabled adults. One woman who was in
a local Adult Care Facility improved enough to move into a more
independent setting with the help of Companion Services. In that
setting she met her new husband, began a new life and was very
happy. With life changes over the years, including cancer treat-
ments, hospitalizations, extended family problems and diminish-
ing cognitive abilities, she again had to move into an assisted liv-
ing arrangement. The trust that had developed over the years
with the Adult Division staff, combined with the Auxiliary Grant
program, provided a safety net of services that resulted in safe
and secure housing on not just one, but two occasions.
AUXILIARY GRANTS Auxiliary Grants (AG) are a supplement to income for recipi-ents of Supplemental Security Income and other low-income aged, blind, or disabled individuals residing in licensed as-sisted living facilities. The grant amount received by eligible individuals includes a small
personal allowance plus the difference between the recipient’s
own income and the State reimbursement rate for assisted living.
AG recipients also receive medical assistance through the Medi-
caid program. The AG Program is a state (80%) and locally (20%)
funded financial assistance program administered at the local
level.
34
26
36 34 34
16 14 14 13 9
0
5
10
15
20
25
30
35
40
2006 2007 2008 2009 2010Customers ServedAuxiliary Grants
Aged Disabled
5
SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM (SNAP—FOOD STAMPS) SNAP is a program that provides benefits to eligible persons for the purchase of vital food items. Electronic Benefits Transfer (EBT) is the process that the Virginia
Department of Social Services uses to deliver SNAP benefits. SNAP
households use the card to make food purchases at retailers au-
thorized by the U.S. Department of Agriculture.
SPQA requires the incorporation of technology, organizational
knowledge, and agility in designing processes to ensure efficiency
and effectiveness. All three were used to ensure a good outcome
for both internal and external customers in a process change for
SNAP. The SNAP caseload has risen faster and higher than any
other Benefit Program for the past three years. Eligibility and re-
ception staff realized that to meet the growing demand for proc-
essing cases in a timely manner would require changes to their
work processes. It was common for staff to receive up to forty
phone calls daily and multiple “walk-in” customers. Staff were
torn between responding to the walk-in requests and finding time
to process the cases so customers could receive their benefits on
time. They had to make a hard choice – not respond to walk-in
customers and extend the return call time to no more than 24
hours – in order to have the time to process cases. They created
procedures, provided adequate notice to the customers, commu-
nicated with partners in the community and dealt consistently
with all customers in the same manner when the new process was
implemented. As a result, they are consistently meeting the stan-
dards for processing cases timely. Customers understand why
the process was put in place, and staff are getting thank you
cards from customers for their patience, concern and good work.
performance
excellence
243 257 250 292 280 285 315 361
592 776 985 1103 1135 1254 1546
2174
0
500
1000
1500
2000
2500
3000
2003 2004 2005 2006 2007 2008 2009 2010CasesAverage Number of Food Stamps Cases Per Month
Public Assistance Non Public Assistance
6
GENERAL RELIEF General Relief is a program designed to provide assistance, either maintenance or emergency, which cannot be provided through other means. Albemarle County provides limited General Relief assistance (62.5% state funding and 37.5% local funding) under the General
Relief-Unattached Child component. This provides ongoing assis-
tance for a child who is not living with a relative and thus not eli-
gible to receive TANF. The General Relief-Burial component pro-
vides a maximum one time payment of $500 when there are no
other available resources to provide for burial.
Alignment of all children’s services with current business prac-
tices of the family engagement model to ensure that relatives of
children are the first and foremost source of support is a key com-
ponent of the product offerings and customer support identified in
the SPQA. The “Unattached Child” component of General Relief
provides assistance to order to care for children who are not eligi-
ble for the federal TANF program. The program often provides a
safety net of support to keep children from entering foster care.
A family suddenly found themselves with two nieces due to the
incarceration of both parents in other states. Unable to locate
adequate documents for the children to be eligible for TANF, the
eligibility worker was able to provide some care and support
through the General Relief program Her actions allowed the chil-
dren to stay with relatives and not enter the foster care system.
innovation
7 6 7
14
9 8
6
4
8
6
2
8
11
19
0
5
10
15
20
2004 2005 2006 2007 2008 2009 2010Customers ServedGeneral Relief Program
Unattached Child Burial
7
performance
excellence
ENERGY ASSISTANCE Albemarle County operates three federally mandated Energy As-sistance Programs with heating and cooling components for all citizens with economic need. During the summer, the Cooling Assistance Program provides for the purchase of window air conditioners and fans, or for repair of cooling equipment and/or payment for electricity for households con-
taining a vulnerable individual who is aged, disabled, or under age
six.
The Fuel Assistance Program helps with home heating fuel and re-
lated charges. Benefits are determined and authorizations for deliver-
ies or service are sent to vendors in December.
Crisis Assistance is intended to meet a household’s emergency heat-
ing need. Crisis assistance offers heating equipment repair or pur-
chase and/or a one-time only heat security deposit. Purchase of
home heating fuel or payment of heat utility bill is available beginning
January 1st. Each of the three components has income and non-
financial requirements.
Exceeding the customer’s expectations in each stage of the life cycle is
a key criterion of SPQA. A grandmother raising two young children
after the death of their mother was suddenly confronted with bills she
was unable to pay. Having mostly relied on her daughter’s job for
support, she was doing her best to pay what she could. The “budget
plan” set up for her by the electric company was helpful but, due to
the large unpaid balance, when her first payment arrived a few days
late, the company sent her a disconnect notice and a full payment bill.
Frantic, she called the company but to no avail. She called the ACDSS
Energy Assistance staff who calmly offered to call the electric com-
pany to advocate for her. Staff’s knowledge of her situation and the
credibility they had with the company allowed her to get back on the
“budget plan” and have the disconnect notice abated.
176 202 257 300 324 389 603 600
698 794 749 843 829 856
1076 1179985190117128108
184
273
0
500
1000
1500
2000
2500
2003 2004 2005 2006 2007 2008 2009 2010Processed ApplicationsRequests for Energy Assistance
Cooling Heating Crisis
8
TEMPORARY ASSISTANCE TO NEEDY FAMILIES TANF - Temporary Assistance to Needy Families provides tem-porary financial assistance to eligible families. A monthly cash payment is distributed to eligible families to meet their basic needs. The program is based upon the principles of personal responsibility, time-limited assistance, and work in ex-
change for benefits. TANF is the cash assistance component of
the Virginia Independence Program (VIP) that helps families work
toward their goal of total independence.
innovation
The design and management of key work processes is a critical
component of SPQA and the TANF program is an example of this
work to meet customer needs. A stay at home mom and father
who was laid off from his job as an electrician after many years,
applied for TANF. Applying for public assistance was something
they never thought they would do, but finding themselves in deep
financial trouble, they turned to the department as a last resort.
The mother had no paid work history and it was clear that the
father’s career was on hold due to the economy. With TANF as
financial support, VIEW and the Career Center as employment sup-
port, and transitional Medicaid services, this couple was able to
respond to an economic disaster in their lives that resulted in a
positive outcome. She obtained a “work experience” job at a local
thrift store and he found a paid job quickly at a local business.
With the support of staff and well designed programs that support
self-sufficiency, they obtained full time employment. The father
was promoted to a manager position and their TANF case was
closed.
129 135 140 143
109
117
168
189
100
110
120
130
140
150
160
170
180
190
200
2003 2004 2005 2006 2007 2008 2009 2010CasesAverage Number per Month of TANF & VIEW Cases
9
MEDICAID Medicaid is a joint Federal and State program designed to pro-vide essential medical and medically related services to the most vulnerable populations in our community. This vital program is the third largest source of health insurance
after employer-based coverage and Medicare. It provides medical
coverage to eligible low-income families, women, children, the
elderly, and individuals with disabilities. In addition, the Family
Access to Medical Insurance Security Plan (FAMIS) provides Medi-
caid-like benefits to uninsured children. The FAMIS/PLUS & FAMIS
Moms programs provide health care coverage for pregnant
women and prenatal care and comprehensive health care benefits
for two months after delivery
Listening to the customer’s needs is a key component of the SPQA
model that leads to greater satisfaction with the service that is
delivered. Even when caseloads are very high, eligibility staff
takes the time to listen to the customers for underlying problems
that impact their ability to provide for their family. One young
woman and her children were experiencing severe anxiety related
to domestic violence and kidnapping that threatened the life of
the mother and her children. The children feared their father who
was being released from prison. With the help of Medicaid and
the support and encouragement of the eligibility worker, the
mother was able to obtain needed medical and psychological ser-
vices for herself and her children. She is now working full time
and functioning at a much higher level.
performance
excellence
4307 4491 4527 4585 4744 4797 5237
5939
0
1000
2000
3000
4000
5000
6000
7000
2003 2004 2005 2006 2007 2008 2009 2010CustomersAverage Number of Medicaid Customers Per
Month
10
MEDICAID AT UVA HOSPITAL UVAH Medicaid provides Medicaid benefits to medically indi-gent inpatients and indigent clients treated in specified outpa-tient clinics at UVA. The UVA Medicaid Unit is the result of a contractual agreement among the State Medical Assistance Program, the Virginia Depart-
ment of Social Services, the University of Virginia Health System,
and the Albemarle County Department of Social Services. The
Medicaid Unit served 3570 indigent individuals in FY 10. Of
those, applications for Medicaid were taken on more than 2062
patients. The Medicaid Unit surpassed their previous records
from the past 5 fiscal years for the approval rate on submitted
applications.
A key work process for this unit is to deliver customer value and
financial return for the hospital and for the family. Both are im-
portant attributes of focus in the SPQA. The Medicaid Unit at the
UVA Hospital goes to great lengths to ensure Medicaid eligible
customers receive their services. Not only does this extra effort
pay off for the Medicaid customer but also for the hospital. A
baby was born at UVAH to a woman who was over income by
$116 for FAMIS (the federal children’s health insurance program)
but qualified for a different Medicaid program called Medicaid
“Spenddown”. In order for the hospital bill of $80,000 to be paid
by Medicaid for the delivery, the family had to pay the first $116
of the bill and produce proof of payment to the local social service
agency. The staff at the Medicaid Unit continued to follow up
with the family and the local service agency to ensure that all the
steps were completed correctly – a process that took several
months and many phone calls.
innovation
3345
3518 3505 3621 3564 3380 3302
3570
2000
2200
2400
2600
2800
3000
3200
3400
3600
3800
4000
2003 2004 2005 2006 2007 2008 2009 2010ReferralsUVA Medicaid Cumulative Referrals
11
Getting positive results is the most important category in the
SPQA process. Providing services that allow adults to stay in their
own homes safely is the purpose of Companion Services. A care-
giver found herself in need of services as she aged and became
less able to care for her disabled adult son. Living in a roach in-
fested house and unable to prepare meals, she and her son lacked
good nutrition and both were vulnerable to disease and declining
health. Adult Services staff was able to locate community services
for the son and engage a daughter to provide Companion services
for the mother who now has regained better physical and mental
health and is able to remain in her home. Designing work sys-
tems to deliver customer value is a key to a high performing or-
ganization in the SPQA model.
performance
excellence
COMPANION SERVICES The Companion Services Program assists elderly and/or dis-abled adults in their home who are unable to care for them-selves without assistance. The Companion Services program supports the philosophy that an
individual should be empowered to maintain independence in the
community as long as possible. Home-based care minimizes insti-
tutionalization of elderly and disabled residents. The improve-
ment in the quality of life and the low cost of the service are a
win/win for individuals and the community.
7 8 7 11 9
2 3
25
42 38
31
60
37 33 39
59
0
10
20
30
40
50
60
70
2003 2004 2005 2006 2007 2008 2009 2010CustomersCompanion Services
Under 60 Years -Old Over 60 Years-Old
12
innovation
LONG-TERM CARE Long-Term Care support in the form of Medicaid for nursing care or community based care and Auxiliary Grants for adult living facility care is provided through a specialized team of staff at ACDSS who understand the complexities of these services. Social workers at ACDSS complete assessments to decide the level of
care needed. When a person is assessed as needing an assisted living
level of care and meets financial criteria, an Auxiliary Grant supple-
ments other income in an effort to meet the cost of care in an As-
sisted Living Facility. After evaluation, financially eligible individuals
approved for nursing home level of care can receive that care either in
the community or in a nursing home.
Organizational culture that consistently provides positive customer
experiences is an attribute of a high performing organization and a
key component of the SPQA criteria. Integrated service delivery in
Long Term Care Services is an example of how the culture within
ACDSS benefits the customer. Integrated service delivery is key to a
successful outcome when adult children find themselves having to
place their parent(s) in assisted living facilities with few resources. In
one case, the father had significant dementia and the mother had
Alzheimer’s. Working together with the elderly parents and their chil-
dren who lived in California, the social worker and eligibility worker
were able to appropriately assist the family to roll a small life insur-
ance cash benefit into a burial plan in order for the parents to obtain
Medicaid and thus be able to move into assisted living. Due to the
work of ACDSS staff the children were able to move their parents into
a safe location and obtain court approval for a daughter to have ac-
cess to their finances, thereby providing peace of mind to the entire
family. Staff knew they had provided a good service when the family
cried on the phone with relief that their parents would be cared for in
a safe environment.
254 247
296 308 323
369
390
372
200
220
240
260
280
300
320
340
360
380
400
2003 2004 2005 2006 2007 2008 2009 2010CasesAverage per Month of Long Term Care Cases Served
13
ADULT SERVICES Adult Services is a program that enables adults to remain in the least restrictive setting and function independently. This program provides long-term care, preventive services, nursing and adult home screening and placement services, guardian-ship oversight and adult protective services. One key program in Adult Services is Adult Protective Services
(APS), which investigates reports of abuse, neglect, and exploita-
tion of adults over 60 years of age and incapacitated adults over
18 years of age. The goal of APS is to protect a vulnerable adult’s
life, health, and property without a loss of independence. When
this is not possible, APS attempts to provide assistance with the
least disruption of life style and with full due process, protection,
and restoration of the person’s liberty in the shortest possible
period of time. Partnerships are key to prevention and to maxi-
mize risk reduction and self-determination.
It takes a commitment of service to key communities to ensure
that all persons thrive and the Adult Unit embodies this level of
progressive leadership, key components of a customer and mar-
ket focus of the SPQA process. “Working with partners to mobilize
communities of care to ensure that all persons thrive” is the vision
for ACDSS. The Adult Unit realizes this vision by working collabo-
ratively to address significant mental health issues of residents in
a local adult care facility. Eight years ago they entered into a joint
process that has resulted in a significant decline in psychiatric
hospitalizations and suicides at the facility. There has also been
an increase in mental health services to stabilize residents so they
can continue to reside in the facility. The group continues to
meet monthly to identify residents that need special attention to
ensure continued success.
performance
excellence
282 293
345 374
436 415 403
447
0
50
100
150
200
250
300
350
400
450
500
2003 2004 2005 2006 2007 2008 2009 2010ReferralsReferrals to Adult Protective Services
14
innovation
FOSTER CARE The Foster Care Program provides services, substitute care, and supervision for a child on a 24-hour basis until the child can return to his or her family or be placed in an adoptive home or another permanent foster care placement. In the Foster Care Program, assistance is given to children and
families in an effort to prevent removal of a child from his or her
home. When parents are unsuccessful in changing conditions in
the home, it may be necessary to place the child in foster care. In
that case, the Foster Care Program provides services to enable the
child to return home. If that is not possible, the program tries to
find another permanent home. Foster Care is intended to be tem-
porary response to a difficult family situation, not a long-term
solution for the family.
The results of services or products are of primary importance in
the SPQA model. A fifteen year old child was placed in foster care
by the courts. Her home was marred by domestic violence which
often placed the child in the middle of her parent’s arguments
and produced significant psychotic symptoms in the child. Her
psychologist did not think she could ever go home to either par-
ent. With therapy for each parent and the child, joint family ther-
apy, supervised visits and eventual unsupervised visits, and par-
enting classes, the parents learned appropriate boundaries and
proper parenting and the child learned to tell her parents about
her pain and her dreams. Custody was returned to the father and
the parents now share physical custody of their daughter. She
describes her life now as “I’m a normal kid again!” The result for
this family came about with a dedicated focus from the foster care
worker to engage with the parents to bring them to terms with
their responsibility to their child and to engage with the child to
heal the pain she had witnessed.
113 104 110 119 111
131 128
110
0
20
40
60
80
100
120
140
2003 2004 2005 2006 2007 2008 2009 2010ChildrenFoster Care Children In Care
15
performance
excellence
CHILD PROTECTIVE SERVICES Child Protective Services (CPS) identifies, assesses, and provides services to children who have been abused or neglected and to their families. It is designed to preserve families whenever possible, yet protect children and prevent further maltreatment. The CPS program is non-punitive in its approach and attempts to en-able families to provide adequate care for their children. CPS utilizes a
Differential Response System that employs a Family Assessment proc-
ess. This process is service oriented and strength based. CPS in Albe-
marle County also utilizes a research-based protocol, Structured Deci-
sion Making (SDM), to guide critical decisions during the life of a case,
thereby ensuring a greater level of consistency and reduced recurrence
of child maltreatment. ACDSS is piloting this program which may be
used state-wide in the future. The CPS unit also provides foster care
prevention services to families referred by the community and by Court
Order. In addition, the CPS unit attempts outreach to prevent child
abuse or neglect by addressing risk issues before they result in mal-
treatment of children.
Designing a work system to create customer value is an approach that
the CPS unit took to ensure a progressive and customer focused proc-
ess, a key business component of the SPQA process. ACDSS has adopted
a more streamlined intake process which resulted in greater consis-
tency in validation and acceptance of new CPS referrals. It also served
to provide time for the intake worker to gather additional information
prior to validation. In this manner, the team accepted fewer referrals
while serving more customers by outreach and informal supports. For
example, a father walked into the ACDSS waiting room requesting help
regarding his wife and children. He did not have a valid CPS report;
however, the CPS Intake Worker was able to meet with him and make
the appropriate referral to Court Services Unit for a Protective Order to
address the substance abuse challenges and mental instability of the
mother. The Protective Order was entered by the Court. The father
identified a need for more supports and contacted the CPS Intake
Worker again who provided referrals for counseling and school based
interventions. The result is a stabilized family that remains intact.
227
90 110 172 134 56
198 255
370
407 411 378 384
432
434 305
0
100
200
300
400
500
600
700
2003 2004 2005 2006 2007 2008 2009 2010ReferralsCPS Referrals Received
Non-valid Referrals Valid Referrals
16
CHILD CARE SERVICES Child Care Services is a program that provides low-income families with funding to enhance the quality, affordability, and availability of child care. Child Care Services assist low-income parents who are working
and/or are attending school and whose children have child care
needs. Child Care Services are also provided to families who are
receiving TANF and are working towards economic self-
sufficiency. With welfare reform's increased emphasis on employ-
ment, many single parent households become low-income work-
ing families. These services are designed to help parents locate
affordable quality care to support their efforts toward greater self-
sufficiency.
innovation
Being agile to meet the needs of families require a customer fo-
cused approach and the ability to change a process in order to
ensure quick results. Customer focus and agility are key SPQA
attributes. After the death of her husband, a customer with three
children was suddenly thrust into a situation of finding a job and
child care while dealing with her loss and grief. Through the VIEW
program she quickly found a job that required her to start imme-
diately but her child care was not yet arranged. Normally a thor-
ough process for selecting a child care provider is accomplished
through a private provider. Realizing that she may lose the job if
child care services were not quickly put into place, the social
worker implemented a course of action that resulted in a solution
that met all of their needs. A few weeks later, the mom called to
report that “life was grand”.
203
231 223 203
0
50
100
150
200
250
2007 2008 2009 2010Children Children Served by Child Care Program
17
ADOPTION SERVICES The purpose of Adoption Services is to help children who have been permanently and legally separated from their birth parents become permanent members of a new family. If a foster care child cannot be returned to his or her parents or placed with relatives, the goal becomes adoption. Adoption is a social
and legal process that establishes the relationship of parent and child
between people who do not have this relationship by birth. It pro-
vides the same rights and obligations that exist between children and
their biological parents.
Listening to the voice of the customer to acquire his satisfaction is an
important part of the SPQA model and one that is taken seriously at
ACDSS. A two and one-half year old child with medical, emotional
and behavioral concerns was placed with an adoptive family that had
no other children, at the suggestion of the therapist. When this place-
ment disrupted, the child was placed back with the original foster
parent with more emotional disturbance than ever before. A more
suitable home was pursued, again with the thought of a home with no
other children due to his significant problems. However, when asked
what he would like, this young child “wished” for a home “with other
kids.” A second home was found and this one had five adopted chil-
dren already! The whole family was not only open to a sixth child but
welcomed him with open arms and within a short period of time the
child’s behavioral, emotional and medical concerns had improved or
vanished. He is attending school where he is on grade level and has
many friends. He is enjoying being in a permanent home where he
has many adopted siblings. The adoptive parents believe the child
benefits from seeing his birth siblings and birth parents throughout
the year. His adoption is now finalized and on his adoption day he
received, like his adoptive siblings, a ring to wear to symbolize his
entrance to his new family and the lifetime bond that they are making
together as a family.
performance
excellence
9
5
12
4
11
4
5
4
2
4
6
8
10
12
14
2003 2004 2005 2006 2007 2008 2009 2010ChildrenFinalized Adoptions
18
CAREER CENTER The Career Center’s mission is to provide the general public with career resources and services in order to prepare a work force that is informed, capable, and ready for work. The services available at the Career Center, a certified satellite of
the region’s One-Stop System, includes assistance with resumes,
cover letters and interview techniques. The Center makes inter-
net-accessible computers, faxes, phones, printers, and copiers
available to clients and will assist them with job searches. Job
seekers can also open e-mail accounts to correspond with poten-
tial employers.
Creating a culture of customer service includes building relation-
ships that create positive experiences, a critical part of the SPQA
model. A very shy, quiet and unsure customer was referred to the
Career Center by an eligibility worker. Taking the time to listen to
her story, the employment worker discovered that her husband
had left her and the children after a long marriage and she
needed a full time job to take care of her family. Within an hour
after arriving at the Career Center, she had a completed resume
and several applications filed with employers. She stopped by the
Career Center a few weeks later looking totally different. Smiling,
confident and energetic, she reported that she had obtained a job
with benefits as a result of one of the applications. Crediting the
employment counselor at the Career Center with “changing her
life”, she expressed gratitude and appreciation. What she did not
realize was that she was happily telling her story in front of other
people in the Career Center generating enthusiasm among many
who were also looking for jobs and perhaps a new life.
innovation
682
917
1457
1791
2309
1761
600
800
1000
1200
1400
1600
1800
2000
2200
2400
2005 2006 2007 2008 2009 2010CustomersNumber of Customers Using Career Center
19
VIEW INITIATIVE FOR EMPLOYMENT NOT WELFARE (VIEW) VIEW provides employment education, training and support services to qualified TANF recipients. VIEW, Virginia's welfare reform program, is designed to encourage self-sufficiency through a "work first" philosophy. VIEW offers recipients the opportunity to work and continue to receive some
TANF benefits and supportive services. VIEW also encourages per-
sonal responsibility. In addition to employment, other VIEW work
activities can include on-the-job training or community work ex-
perience for at least the minimum federally required hours per
week. VIEW participants can also participate in optional transi-
tional services such as child care.
Collaborative work processes, a key component of the SPQA
model, are designed to focus on positive outcomes for the cus-
tomer. A young Asian American woman who defied her parents
by dropping out of school and having two children found herself
returning to her family after the relationship with the father of her
children ended. Although her parents allowed her to come back
to their home, the dishonor she had shown was difficult for the
family to forgive and the young mother became very depressed
with her situation. She applied for TANF and entered the VIEW
program where she was able to finish her GED, receive counseling
and get a temporary job at UVA. The VIEW social worker, together
with the Workforce Investment Youth Program counselor, was able
to provide the right amount of support and encouragement that
allowed her to begin a new life.
Performance
excellence
84%
79%80%
76%
62%
79%
50%
55%
60%
65%
70%
75%
80%
85%
90%
2005 2006 2007 2008 2009 2010% of VIEW ParticipantsVIEW Participants Employed 3 Months
Past Hire Date
20
innovation
BRIGHT STARS The Bright Stars Program is an early intervention preschool pro-gram for four-year-old children and their families. Bright Stars seeks to increase learning opportunities by addressing risk factors that affect school performance: low income, illiteracy or limited education of the parents, limited English proficiency, develop-mental delays, mental or physical health problems and substance
abuse. The major goals of the program are to provide age-
appropriate education and enrichment opportunities for children, to
help families access community resources necessary to sustain safe
and stable family life, to facilitate family involvement in their child’s
education and to serve as a model of collaboration among the Depart-
ment of Social Services, County schools and community agencies.
Listening to the customer is a key component of a high performing
organization in the SPQA standards. A family with a young child was
referred to Bright Stars from several community partners due to
speech and language concerns. Upon assessment, the Family Coordi-
nator also determined that the child was not fully toilet trained (a re-
quirement for entrance into the program), but believed that by the
start of school he would be. Unfortunately he was not, but the Family
Coordinator persevered because of her concerns for the well-being of
this child and family. The father was disabled and the mother limited
in her parenting abilities. The family coordinator obtained a medical
assessment of the child and it was determined that the child had a
serious condition that with medication could be overcome. As the
year progressed it became apparent that the child had more serious
special education needs and the family was not equipped to manage
these needs. Through strong advocacy and the development of a
network of services for the child and family from the schools, the
community and the Adult Division, the child is on track with his learn-
ing and the family is able to meet his needs in a more appropriate
way.
80
96 96
112
135 135 138 134
0
20
40
60
80
100
120
140
160
2003 2004 2005 2006 2007 2008 2009 2010Children Served by VPI GrantBright Stars Program Participants
21
FAMILY SUPPORT Family Support is a pre-placement prevention program based in ten Albemarle County elementary schools and three middle schools. Family Support staff provide case management services including
assisting families with access to health, education, legal, housing
and social services, improving the safety and security of their fam-
ily members; helping families move toward self-sufficiency and
ensuring parents and school staff work together for successful
school performance outcomes. At the middle school level there is
also an emphasis on improving school attendance and locating
after-school enrichment opportunities that engage children in 10-
13 year age range.
As a result of the 2010 Strategic Plan the Family Support Worker
who serves Stony Point school took the lead with community col-
laboration to create an affordable, accessible, and enriching after-
school program available to the children in the Wilton Farms
apartment complex. Many of the children could not attend the
school’s program due to transportation barriers. Her leadership
and customer focus established a program for at-risk children that
will lead to improved elementary school performance and address
safety concerns for the parents.
performance
excellence
176 175
148
173
188
129
194
131
50
70
90
110
130
150
170
190
2003 2004 2005 2006 2007 2008 2009 2010CasesAverage Number of Family Support Cases Per
Month
22
Federal/State/Other Funds Local Funds
Food Stamps 8,423,196$ Local Match 3,147,914$
Medicaid 38,765,884$ Family Support School Fund Transfer 188,795$
TANF 591,300$ Bright Stars Transfer - Schools 95,535$
Energy Assistance 664,905$ Bright Stars Transfer - General 647,086$
FAMIS (Total Title XXI)2,002,441$ CSA Local Government Transfer 2,300,000$
Other Federal 3,878,809$ CSA Schools Transfer 1,040,000$
Other State 2,568,519$ Child Care Quality Initiative Program 3,895$
V.P.A. Refunds/Recovered Costs 3,251$ Americorps Grant 1,309$
Bright Stars 414,000$ TOTAL 7,424,534$
M.J. Child Health Grant 5,000$
Americorps Grant 5,047$
Child Care Quality Inititative Program 21,232$
UVA Medicaid 437,690$
UVA Medicaid Generated Revenues 27,867,948$
Comprehensive Services Act (CSA)3,631,868$
Central Service Cost Allocation 224,032$
TOTAL 89,505,122$
Sources: Virginia Department of Social Services Financial LASER System and Website, Albemarle County Department of Social Se rvices Trends
and Analysis, Albemarle County Financial Management System, Albemarle County Department of Social Services Leadership Team an d
Agency Staff
*Please note that figures represented are un-audited.
Business Services The Business Services Division serves as a key support resource for all ACDSS operations. This work includes budgeting and financial planning, developing agency strategic and operational initiatives, and complying with all federal, state and local financial require-ments. The Division also, provides ongoing financial management, manages reception and switchboard operations and customer feed-back processes.
Federal and State resources that are brought into the community
through ACDSS provide an economic benefit that supports our commu-
nity infrastructure in a variety of ways. Funds support jobs in the
medical and child care
arenas as well as mental health treatment, housing, grocery and en-
ergy.
The Business Services Division maintained its focus of continuous per-
formance improvement by upholding the standard that all invoices
delivered to the agency will be paid within 10 days of receipt. The
standard set for this measure was 95%. The unit achieved 90% suc-
cess rate toward their invoice processing goal. This indicator is vital
in aligning with the Senate Productivity and Quality Award (SPQA) cri-
teria towards customer focus.
23
VISION Together with our partners we mobilize communities of care to ensure that all persons thrive.
MISSION Individual and family well-being.
VALUES
HOPE. We work in ways that instill hope by opening doors to opportunity.
RESPECT. We share and show esteem, appreciation and acceptance of di-
versity and treat all individuals with honor and dignity.
OPPORTUNITY. We bring to bear all of our talents and resources to provide
opportunities for our customers to succeed and thrive.
SELF DETERMINATION. We recognize that individuals are responsible for
their own development and have the freedom to
choose.
albemarle
SOCIAL SERVICES
1600 5th Street, Suite A, Charlottesville, VA 22902
Reception Line (434) 972-4010 Food Stamp Line (434) 972-3143
Fax (434) 972-4080 www.albemarle.org
MEMORANDUM
To: Albemarle County Board of Supervisors
From: Gary B. O’Connell, Executive Director
Date: December 21, 2010
Re: Albemarle County Service Authority (ACSA) Quarterly Briefing
Cc: ACSA Board of Directors
We look forward to updating the Board since our last briefing in Septe m-
ber and the updates that were provided to your Board at the joint meeting in early
November.
We want to thank the Board for your recent approval to extend the term for
the ACSA to 2054. As part of our long term financing for the North Fork Regional
Sewer Project, this was a necessary step to secure that financing.
Below are some highlights of current items for the ACSA:
North Fork Regional Pump Station and Sewer Force Main Proje ct: We
have completed the bidding and financing for this major project for the
ACSA, our largest ever. We were very pleased that the contract is
30% under our estimates, which result in millions of dollars in savings.
This is a sign that this is a great time to bid major capital projects. We
secured great long term financing at a net 2.99% rate. This $10.3
million project serves the northern 29 corridor and allows us to handle
the future sewer needs of proposed development. A Special Rate
District has been established so that new growth in this area will pay
their respective share of the project costs. Our schedule calls for early
2011 construction to begin, so you will begin seeing very visible
construction activity on the pump stations at North Fork and Camelot,
and on the sewer pipe line project up 29 North.
Earthen Dam at Ragged Mountain: As you are aware, the ACSA
Board agreed to fund for Rivanna the work with Schnabel Engineering
so that the engineering and design work can continue on schedule on
the new earthen dam at Ragged Mountain. About 15% of the 180 day
work schedule has been completed. The ACSA Board is receiving
written monthly update reports and there are regular progress
meetings occurring. The RWSA is managing this contract , as
approved by the RWSA Board.
FY 2012 Budget and Water and Sewer Rates : As with the County
government, we are in the beginning stages of developing our budget
and rates. Given that 2/3 of our budget is based on the wholesale
water and sewer rates of the RWSA, our budget schedule follows that
so we have complete rate information for the ACSA retail rates. The
ACSA Board will begin review of the budget in April, with adoption of
the budget and rates and fees in June.
Since most of our work involves construction and capital projects, let
me outline briefly some of the projects we have underway throughout
our service area:
St. George Avenue-Buck Road (Crozet) Water Main Replacement
Project: Completing design for spring bidding.
Berwick Road-Boar’s Head/Ednam Waterline Replacement:
Design underway; winter 2012 project.
Canterbury Hills Waterline Replacement: The waterline work has
been completed and we are switching customers over to the new
main.
Glenmore Tank: Study phase has been completed; in early 2011
we will be having discussions with the East Rivanna Volunteers
(fire station prime site) and with the residents. This project for
emergency and fire flow storage, if we should have a break on the
single one mile line to Glenmore.
West Leigh Water Study: New lines to be constructed to create
interconnections and looping in the system for emergency backup
and fire flow.
Hardware Street: Water main extension to create a secondary feed
to downtown.
Scottsville Sewer: In design for repairs and rehabilitation of an
older system.
Buckingham Circle: Water line replacement.
Oak Hill Sewer: A partnership with Albemarle County utilizing
CDBG funding; working with residents to obtain the easements to
go to construction.
Crozet Sewer: Two phases of study and rehabilitation work; Phase
I has been completed; the study work for Phase II underway that
will complete our system rehabilitation work under this project.
Meadowcreek Sewer: Major sewer line rehabilitation and
replacement project; much of the rehabilitation work complete, final
design for the sections of sewer line replacement out for bids.
Redfields Pump Station: Work has been completed.
Hollymead Waterline Replacement: Ten streets, work completed on
Golden Tree Place, Sourwood Place and White Oak Lane.
Water Tanks: Inspections on four tanks in mid-January.
Active Private Development Projects: I have attached our
December listing of private development under construction that the
ACSA is inspecting.
Thank you for your continuing opportunity to update the Boar d of
Supervisors on ACSA activities.
Happy New Year 2011!
Return to agenda
MEMORANDUM
TO: THE HONORABLE ALBEMARLE COUNTY SUPERVISORS
FROM: THOMAS L. FREDERICK, EXECUTIVE DIRECTOR, RWSA & RSWA
SUBJECT: QUARTERLY UPDATE
DATE: JANUARY 5, 2011
First, I want to welcome and congratulate Mr. Foley as he becomes the new County Executive this
week. One of the many benefits of his new position is that he becomes the newest member of the
RWSA and RSWA Boards of Directors, positioning him to reflect the voice of the Supervisors on
these Boards.
I am planning to brief the Board of Supervisors at the January 5, 2011 on several topics summarized
below. I will be happy to address specific questions from the Supervisors on other desired topics as
well and will entertain requests submitted in advance that may require preparation. I appreciate the
opportunity to continue to play a role in serving the infrastructure needs of Albemarle County.
1. Community Water Supply: The Board of Supervisors is very well informed on this issue
and has stated its position clearly, both as an insert to the property tax bills to County
citizens issued in November as well as an early December letter to Mr. David Paylor at
DEQ. The RWSA Board is divided regarding whether to implement the permitted 2006
Plan through a new earthen dam or seek other modifications to the state and federal
permits. This division reflects the responsibilities of three of the seven Board members
to vote as directed by elected officials along with two other members who are
themselves elected officials, so a resolution to the current impasse becomes primarily
about the differences between the Board of Supervisors and the City Council. Reflecting
on the September 21 joint boards meeting, there is agreement on most of the items in
City Council’s September 20 resolution, but key differences remain in these areas: what
type of dam to build and how high to build it; how high to initially raise the normal
water level at Ragged Mountain; and how to address dredging the South Fork Reservoir.
In November 2010 the Virginia Soil & Water Conservation Board received a
recommendation from the Virginia Dam Safety staff to extend conditional operating
certificates for the two existing Ragged Mountain Dams (scheduled to expire November
30) by one year, but chose instead to limit the extension to six months, also calling on
RWSA to complete final design of the locally chosen dam safety remediation measures
by the end of April 2011 and obtain permits for construction by May 2011. It would be
very challenging to meet the May milestone date even if a decision were made
2
C:\Documents and Settings\ecarey\My Documents\My Webs\WWWROOT\boslocal\agenda\2011 Folders\0105\RWSAQuarterlyUpdate.doc
immediately on a specific initial pool height for a new earthen dam, and every day we
lose by not deciding will further reduce the likelihood of success. One specific milestone
in our contract with Schnabel is for us to direct them on the initial pool height by
January 19 or grant them additional time for completion of final design.
2. Solid Waste Services: RSWA’s present Local Government Support Agreement with
Albemarle County and the City of Charlottesville, as amended, was scheduled to expire
on December 31, 2010. The RSWA Board of Directors in November authorized the
Executive Director to continue to maintain current operations as of January 1, 2011 with
the expectation that a new amendment or new contract would be negotiated and executed
early in the new year. We understand that the City has authorized further extension of
its support for the recycling programs, which includes special events (HHW, Amnesty
Days) at the Ivy Material Utilization Center (MUC) but not the regular day-to-day
programs at the MUC. RSWA is prepared to discuss with the County as early as
convenient the terms the County desires for the MUC for the next year.
3. Wastewater Projects: RWSA continues to invest a significant amount of effort on its
goals to develop an improved wastewater system. The Wastewater Treatment Plant
(WWTP) Upgrade continues to be constructed ahead of schedule. One contract under
the Meadow Creek Interceptor replacement is on schedule with the second contract
about one month behind, and staff continues to encourage efforts to restore the schedule
and complete this project by late summer 2011. There are also numerous efforts
throughout the system to provide pipeline inspections and repairs to reduce rainwater
derived inflow and infiltration. Bids will be received to expand the Moores Creek
Pumping Station in January and public outreach efforts have been initiated associated
with the development and screening of alternatives for increasing pumping capacity
between the Rivanna Interceptor and the WWTP.
4. Water Distribution Projects: A replacement for the old and deficient water pumping
station to serve higher pressure zone along the western edge of the urban area (roughly
from the Albemarle High School area to the Ivy Road area) is under design with bidding
expected by next spring. In addition, an engineering contract has recently been
developed for renewing the Alderman Road Pump Station which principally serves the
University of Virginia. A future water transmission main to link areas served by the
North Fork and South Fork WTPs remains on hold pending resolution of a corridor for a
future Berkmar Drive Extended; this link is crucial to providing reliable back-up service
to growing areas near the Airport and north of Airport Road. An alternate route for this
link can be developed if the Berkmar corridor is not going to be resolved in the near
term, but other alternatives will be longer in length and more costly to implement.
c: RWSA and RSWA Boards of Directors
Return to agenda
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Places29 Master Plan for the Northern Development Areas
SUBJECT/PROPOSAL/REQUEST:
Work session to review the revised Places29 Master Plan
STAFF CONTACT(S):
Messrs. Foley, Davis, Cilimberg, and Benish; and Ms.
Wiegand
LEGAL REVIEW: Yes
AGENDA DATE:
January 5, 2011
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
On November 10, 2010, the Board held a public hearing on the Places29 Master Plan and directed staff to make
further revisions to the text to address remaining references to certain road improvements, particularly related to grade
separations and certain parallel road improvements, and to delete information related to taxing district funding
concepts.
DISCUSSION:
Staff has made a number of changes in the Master Plan based on the Board’s direction and other input, as
follows:
1. Chapter 1 of the Master Plan has been revised to include the section on “How to Use this Plan” that was
formerly at the end of Chapter 4. Having this section appear first will make it easier for users of the Plan to
understand how it works without having to read the entire plan. This change was made based on public
comments/suggestions received since the Board’s public hearing. Because this is only a format change
and not a substantive change to the text of the Master Plan, this revision is not provided in this packet.
2. Chapter 4 has been revised to reflect changes in the Small Area Plan process, to rephrase/remove
references to the grade separations and ring roads, and to delete the “How to” section. Selected pages
showing these revisions are attached.
3. Chapter 8 has been revised to remove the references to taxing districts, to rephrase/remove references to
the grade separations and ring roads, and to clarify how much of the four essential transportation projects
will be done during the first five years of Plan implementation. Selected pages showing these revisions are
attached.
4. The List of Implementation Projects at the end of Chapter 8 has been revised to reflect the changes in
Appendix 2, Implementation Project Descriptions. A revised List is attached.
5. Appendix 2, Implementation Project Descriptions has been revised to reflect changes in the Small Area
Planning processes and short- and long-term details regarding the transportation projects. A revised
Appendix is attached.
Final direction is needed from the Board on whether the Board supports the inclusion of the Hollyme ad Southern
Expansion Area or the Piney Mountain Expansion Area in land designated as Development Areas.
As requested by the Board, staff has provided as attachments only those pages which have been modified as
noted above.
BUDGET IMPACT:
There is no direct budget impact.
RECOMMENDATIONS:
Staff requests direction from the Board as to whether these changes meet the Board’s expectations. Staff also
requests direction from the Board on whether to include the Hollymead Southern Expansion Area or the Piney
Mountain Expansion Area in land designated as Development Areas.
ATTACHMENTS
ATTACHMENT I: Chapter 4, Future Land Use Plan and Transportation Network
ATTACHMENT II: Chapter 8, Implementation
ATTACHMENT III: List of Implementation Projects
ATTACHMENT IV: Appendix 2, Implementation Project Descriptions
Return to agenda
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4. Future Land Use Plan and Transportation Network
Introduction
This chapter describes how the recommended future land use plan and multimodal transportation
network have been planned and coordinated to achieve the County’s vision of a livable, desirable
community. After defining several important terms, the rest of the chapter is organized into three
major sections, followed by two shorter concluding sections. First, the Future Land Use Plan
section defines the land use designations shown on the Future Land Use Map. It continues with a
description of how the land uses are distributed and several key subareas. Then, a discussion of
the land use tables and their relationship to urban form completes this first section.
The second section, Parks & Green Systems, covers the open space network and related
amenities, including a description of the Parks & Green Systems Map.
The third section describes the multimodal future transportation network: how its design supports
convenient access to new and existing land uses and provides a broad range of transportation
choices to residents, workers, and visitors. The section addresses roadway elements, transit
elements, and bicycle and pedestrian elements. Next, it includes recommended cross sections for
key network roads and discusses neighborhood streets and block patterns. After a brief discussion
of transit-oriented development, this section concludes with information on potential road
improvements beyond 2025.
The fourth section explains the difference between the 20-year implementation timeframe and
ultimate buildout illustrated on the Future Land Use Map. Then, it outlines the development
capacity that results from the designation and distribution of land uses.
The fifth section is a step-by-step explanation of how to use the maps and tables in the chapter.
The explanation of how to use the maps and tables in this Plan can be found at the end of Chapter
1.
Please note: the Future Land Use Map, Parks & Green Systems Map, and Land Use Tables 1
and 2 are located at the end of this chapter.
Definitions
The definitions for several terms used throughout this chapter are listed below:
―By Exception‖— a term used to identify uses or characteristics of uses or structures
that are evaluated for appropriateness on a site-specific basis, similar to ―special
uses‖ in the County’s zoning ordinance.
―Flex‖—a term used to describe a use made up of two or more activities. In some
instances, such an activity may occur singularly in other locations. For example, a
flex use might be one where a business assembles small electronic devices, stores
them onsite, ships them from the same location, has a showroom where the devices
are demonstrated and sold, and includes an office where the business is
administered.
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Flex Space—A building designed for a variety of employment uses, which may
include: administrative or other office space, Research & Development (R&D),
laboratories, and even small assembly or manufacturing areas. The building is
designed so space can be reconfigured as uses change. ―Flex space‖ should not be
confused with the ―Flex‖ use designation (see the definition of ―Flex‖ under Land
Use Designations above).
Large Format Retail or ―Big Box‖ —A retail establishment of at least 80,000 square
feet and as much as 250,000 square feet, usually one story in height, and surrounded
by surface parking. Examples include department or general merchandise stores,
home improvement/builder’s supply stores, office supply stores, electronics/
appliance stores, and others. Generally, the County’s practice has been to exclude
grocery stores from this retail category. Several ―big boxes‖ may be located together
in a development called a ―power center.‖
Live/work Units—A primarily residential structure that, in addition to the residence,
includes commercial space for one small-scale business or office enterprise. The
―work‖ portion of the unit usually faces the street and is most often located on the
first floor of a two (or more) story building or, if the building is a single story, the
work portion is in front of the residence—closer to the street. It is important to
recognize the distinction between a live/work unit, which wouldill blend
comfortably into a residential area, and larger commercial or retail businesses that
have apartments or other residential units on a second (or higher) floor. These larger
businesses with residential units above are more appropriately located among
buildings of similar size in commercial or mixed use areas.
Mixed Use— A term used to describe a development on a single parcel or several
adjacent parcels that incorporates different uses. These uses are designed to
complement each other and provide activity throughout the day. Uses can be mixed
within a single structure (vertical mixed use), such as ground floor retail and upper
floor residential, or by mixing individual single-use buildings on the same or
adjacent sites (horizontal mixed use).
Mixed Use Centers—A cluster of compatible and complementary uses (horizontally
and/or vertically mixed), such as residential, commercial, industrial, office, and
institutional in a walkable, pedestrian-oriented urban environment. Mixed use
centers vary in scale and can range from ones with small neighborhood-serving uses
to ones that serve the entire region. (See Chapter 5, Place Types and Figure 5.1).
Place-making—Refers to the act of designing and arranging buildings, streets,
landscaping, and other elements of the community environment into a human-
scaled, comfortable, functional, and memorable place that invites people to be active
there and supports their activity.
Single Use—A building or parcel that accommodates only one type of use, such as
residential, commercial, or light industrial. An example is an office building that
offers only office space (it does not contain a restaurant, retail uses, or services for
employees working in the building or nearby buildings).
Single Use Area—A large parcel or group of parcels that accommodates only one
type of use, such as residential, commercial, or light industrial. The Neighborhood
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Model discourages single-use areas, except where they are necessary for airports,
large manufacturing facilities, or similar uses that are not compatible with other
uses. Single use areas are called Districts in this Master Plan.
Urban Form (or Built Form)—The physical urban environment that results from a
combination of transportation infrastructure, buildings and other structures, and open
spaces.
Future Land Use Plan
The Future Land Use Plan encompasses both the Master Plan text and the Future Land Use Map.
The Future Land Use Plan follows the principles of the Neighborhood Model and organizes new
development and major redevelopment into a pattern of mixed use centers, with surrounding land
uses oriented toward the Centers. In general, achieving the desired pattern of development would
mean that all land in the Development Areas would be within one-quarter (1/4) to one-half (1/2)
mile of either a Center (Neighborhood Service, Community, or Destination) or the Uptown.
However, established suburban neighborhoods like Forest Lakes, Raintree, Dunlora, and
Woodbrook retain their current land use pattern and do not include new mixed use centers.
The land use patterns shown on the Future Land Use Map, as well as the network of open spaces
shown in the Parks & Green Systems Map, are based on planning concepts outlined in the
Neighborhood Model. The Future Land Use Map is central to establishing the desired pattern of
Centers and surrounding walkable areas and is closely linked to the network of open spaces and
transportation facilities for the area. The transportation network consists of multimodal,
interconnected roads and includes routes parallel and perpendicular to US 29. This network of
roads is an important prerequisite for Centers with an orientation toward the parallel and
perpendicular roads. The multimodal transportation network also includes transit, pedestrian
pathways, bicycle routes, and other amenities. The network of open spaces and public parks
complements the higher intensity of land uses in the Future Land Use Plan and is essential to
creating the livable urban environments envisioned by the Comprehensive Plan.
Relationship of Existing and Future Uses
In addition to preserving existing residential developments, care has been taken to balance
existing development—both residential and commercial—with future needs and potential
development.
The overall goal for existing residential neighborhoods within the Places29 area is to protect and
enhance them. With few exceptions, existing residential uses have the same designation on the
Future Land Use Map as they do in the 1996 Land Use Plan. Limited exceptions occur where
changes were made to create a better fit between a pattern of new land uses that surround an
existing residential area and the residential area. Changes from the existing use to the new use
designated in the Master Plan are expected to be driven by the real estate market and decisions
made by property owners and developers.
The Community, Industrial, and Regional Service designations in the County’s 1996 Land Use
Plan that dominate much of the Places29 area have been modified on the Future Land Use Map to
accommodate mixed use Centers and uses oriented toward them. These new Centers and
surrounding uses wouldill form new Neighborhoods. Except for undeveloped areas, much of this
transformation wouldill occur through redevelopment.
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Further, the single Industrial Service designation used in the 1996 Land Use Plan has been
divided in the Places29 Master Plan into three employment-generating designations in order to
recognize the changing nature of industrial uses and the different impacts each type of industry or
business may have on surrounding uses. In the past, most industrial uses needed to be segregated
because of potential impacts, such as odors, noise, vibrations, and traffic, among others. Today,
many industries, especially those located here in Albemarle County, have only traffic impacts.
These ―cleaner‖ industries can be located in the same proximity to residential and commercial
development as large office complexes and even large shopping centers; the primary impact of
these uses on surrounding property is traffic. The three new employment-generating designations
defined below and used on the Future Land Use Map are: Office/Research & Development
(R&D)/Flex/Light Industrial, Light Industrial, and Heavy Industrial. These three new land use
designations represent a continuum of industrial uses from Office/R&D/Flex/Light Industrial,
which is expected to have impacts similar to an office use; to Light Industrial, where the impacts
may be greater; to Heavy Industrial, where the impacts usually require that the use be segregated
from other nonindustrial uses. It is important to note that the Office/R&D/Flex/Light Industrial
designation includes both industrial and commercial or business uses.
Land Use Designations
This section gives the definitions of land use designations shown on the Future Land Use Map.
Part of each definition is a list of primary and secondary uses in that designation. The section
after this one defines and gives examples of those primary and secondary land uses. In general,
the primary land uses listed under each designation are the main focus of that particular
designation; most of the development in that designation should be one (or more) of these
primary uses. Secondary land uses are intended as support uses for the primary ones. While these
secondary uses should represent a smaller proportion of the development or the building, they are
very important to ―place-making‖; adding them to a Center or the area around a Center increases
the mix of uses and makes the area a more of a complete Neighborhood. The determination of
primary and secondary uses is expected to be made over an entire contiguous designation, not an
individual parcel (unless the designation is restricted to a single parcel).
Some uses are also described as ―incidental,‖ which means that they are dependent on the primary
use. For example, a showroom where a light industrial business offers its products for sale would
be considered a retail use that is incidental to the light industrial use. The distinction between
secondary and incidental uses is important. Secondary uses are standalone uses that support the
primary uses in an area. For example, neighborhood-serving retail is a secondary land use in
Urban Density Residential; mini-marts and small restaurants serve or support the residents of a
neighborhood. Another example would be an office supply store located in an Office/Research &
Development (R&D)/Flex/Light Industrial designation. On the other hand, an incidental use, such
as the showroom mentioned above, is part of an individual business.
There are two Land Use Tables located at the end of this chapter. The guidelines listed in each
table, when combined with the information in the land use definitions below, indicate what the
urban form of a potential development should be. Land Use Table 1 (LU1) lists the guidelines for
the primary and secondary uses in the Centers that are shown on the Future Land Use Map. All of
the Centers are designated Urban Mixed Use. Land Use Table 2 (LU2) gives the guidelines for
primary and secondary uses in the areas around the Centers. More information about how to use
these two tables, the Future Land Use Map, and the Parks & Green Systems Map is given in the
section ―How to Use this Plane Maps and Tables in this Chapter‖ located at the end of this
cChapter 1.
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Urban Mixed Use. This designation is used both inside and outside of the Centers. In Centers
and in the Uptown, it includes a balanced mix of retail, housing, commercial, employment, and
office uses, along with some institutional and open space uses. The types of retail and services, as
well as dwelling unit types, vary depending upon the type of Center (see Land Use Table LU1)
and the land use designations in the area around the Center (see Land Use Table LU2):
Primary uses: community and regional retail, commercial service, office, and other
employment generators, with a mix of residential types. At least two different types of
dwelling units are recommended. In the Uptown, office, research & development (R&D),
and flex uses are also considered primary uses.
Secondary uses: office, research & development (R&D), and flex (where appropriate in
smaller Centers), with open space and institutional uses that are essential to place-making
within Centers.
In the areas around Centers (see Table LU2), there is also a limited amount of land designated
Urban Mixed Use. These designations are intended to provide space for uses that do not fit within
a Center because the use requires more land for larger buildings and/or parking lots. Auto
commercial service uses are examples of uses that may require more space than is available for a
single use in a Center (see Land Use Table LU2).
Neighborhood Density Residential. This designation is used in areas around Centers where
single-family detached and attached housing with a gross density range between 3 – 6 units per
acre is desired. This designation is also applied to existing residential areas with densities within
or below this range (see Land Use Table LU2). This designation is essentially the same as the
Neighborhood Density Residential designation in the 1996 Land Use Plan.
Primary uses: single-family residential, including two or more housing types.
Secondary uses: retail, commercial, and office uses that support the neighborhood,
live/work units, open space, and institutional uses. Retail, commercial, office, and
institutional uses are encouraged to locate in Centers so they are accessible to residents
throughout the surrounding area, and so they benefit from co-location with other
neighborhood-serving businesses. However, they may be located by exception in areas
around Centers designated Neighborhood Density Residential provided they are
compatible with surrounding uses.
Urban Density Residential. This designation is used in areas around Centers where multifamily
housing with a gross density range between 6.01 and 34 units per acre is desired. It is also applied
to existing residential areas with densities within this range (see Land Use Table LU2). This
designation is essentially the same as the Urban Density Residential designation in the 1996 Land
Use Plan.
Primary uses: multifamily and single-family residential, including two or more housing
types.
Secondary uses: retail, commercial, and office uses that support the neighborhood,
live/work units, open space, and institutional uses. Retail, commercial, office, and
institutional uses are encouraged to locate in Centers so they are accessible to residents
throughout the surrounding area, and so they benefit from co-location with other
neighborhood-serving businesses. However, they may be located by exception in areas
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around Centers designated Urban Density Residential provided they are compatible with
surrounding uses.
Commercial Mixed Use. This designation is applied only to areas that are already developed or
that have been approved for development as commercial shopping areas. This designation is used
in the areas around Centers (see Land Use Table LU2) and is intended to support the eventual
conversion of these areas to a more mixed-use type of development that wouldill support adjacent
mixed use centers. These areas have the potential to integrate some nonretail uses, such as
multifamily housing, office, or institutional uses, and to develop stronger links with adjacent
Centers. In the future, no new Commercial Mixed Use should be designated; retail and other
commercial activities wouldill be focused instead into the mixed use Centers.
Primary uses: community and regional retail, commercial service, auto commercial
service, and office uses.
Secondary uses: office, research & development (R&D), flex, residential, open space,
and institutional uses.
Office/Research & Development (R & D)/Flex/Light Industrial. This designation allows a
range of employment-generating uses and is applied to the majority of the nonretail employment
areas within the Places29 area to create Employment Neighborhoods. These uses are the ―new‖
types of industrial uses that are more employee-intensive and may be less involved with
manufacturing. As such, these uses are expected to have the fewest impacts on surrounding uses
(e.g., noise, vibrations, odors), although they may have a greater traffic impact due to the number
of employees. The designation is used in the areas around Centers (see Land Use Table LU2).
―Office‖ includes the typical commercial office buildings that may house a variety of users. It
may also include professional offices, such as medical or real estate offices, although these
offices may also be located in Commercial Mixed Use and Urban Mixed Use areas.
―Research & Development (R&D)‖ is applied to an administrative, engineering, and/or scientific
research, design, or experimentation facility that engages in research, or research and
development, of innovative ideas in technology-intensive fields. Examples include research and
development of computer software, information systems, communication systems, transportation,
geographic information systems, and multi-media and video technology. Development,
construction, and testing of prototypes may be associated with this use. Such a business does not
involve the mass manufacture, fabrication, processing, or sale of products. Many research &
development uses can locate in traditional office buildings or buildings that resemble office
buildings, rather than traditional industrial facilities.
―Flex‖ describes businesses that may include several uses, such as a manufacturing facility with
warehouse space for components and completed products, a showroom for sale of the products,
and office space where administrative duties for the business take place. Another example is a
business ―incubator‖ that supports new businesses. A Flex use may include: research &
development, manufacturing, warehousing, distribution, office, retail, customer service, and
showrooms, among others. Different businesses wouldill have different combinations of these
uses and in varying percentages. Another feature of Flex uses is the need for space that can be
reconfigured as a business grows or adds products.
―Light Industrial‖ is described below. Light Industrial uses that are combined with
Office/R&D/Flex uses wouldill not usually have impacts, other than traffic, on adjacent uses.
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Care needs to be taken that the impacts of light industrial uses are compatible with surrounding
uses and the character of the area.
Primary uses: office, research & development (R&D), and flex, light
manufacturing/storage/distribution uses.
Secondary uses: retail, commercial, and light manufacturing uses that are associated with
the primary uses, residential, open space, and institutional uses.
Light Industrial. This designation allows uses that involve manufacturing, predominately from
previously prepared materials, of products or parts, and may include processing, fabrication,
assembly, treatment, packaging, incidental storage, sales, and distribution of these products. It
does not include basic industrial processing (see Heavy Industrial). The Light Industrial
designation allows for a range of employment and commercial uses that may have impacts that
would not be suitable in or adjacent to residential uses, retail uses, commercial uses, or many
types of commercial office or research activities. This designation is applied to areas around
Centers to create Employment Neighborhoods (see Land Use Table LU2).
Primary uses: light manufacturing/storage/distribution
Secondary uses: related offices and retail activities (particularly wholesale), research &
development (R&D), flex, and other commercial uses that are associated with the primary
uses in the area, larger auto commercial service uses, open space, and institutional uses.
Heavy Industrial. This designation allows for manufacturing or other enterprises with significant
external effects or which pose significant risks due to the involvement of hazardous materials.
This designation applies to a range of employment, production, and commercial uses that are
likely to create impacts that are not suitable adjacent to residential uses or many types of office or
research activities. These impacts include, but are not limited to, noise, vibration, odors, and
heavy truck traffic. The impacts may be more intense or more difficult to mitigate than those
created by Light Industrial land uses. For example, a manufacturing facility for production of
modular homes would require deliveries of significant amounts of lumber, fixtures, appliances,
and other materials, all of which would arrive by truck. In addition, there would be employee
traffic to and from the plant. The completed modules would be shipped from the facility as ―wide
loads,‖ requiring escort vehicles. This type of manufacturing facility would have a much greater
impact than a typical light industrial facility that manufactured small appliances. Light industrial
uses may also be located in this designation. This Heavy Industrial designation is applied to areas
around Centers to create Employment Neighborhoods (see Land Use Table LU2).
Primary uses: heavy manufacturing/storage/distribution and warehousing/distribution.
Secondary uses: related offices and retail activities (particularly wholesale), and office,
research & development (R&D), flex, and other commercial uses that are associated with
the primary uses in the area, larger auto commercial service uses, open space and
institutional uses.
Institutional. This designation allows for a range of civic uses, such as schools, libraries, parks,
recreational facilities, water treatment facilities, and other similar uses on County-owned
properties (see Land Use Table LU2).
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Primary uses: schools, libraries, parks, recreational facilities, and water treatment, and
similar facilities.
Secondary uses: any related facilities that support the primary uses.
Parks and Public Open Space. This designation allows for a range of public recreation and open
space uses. This designation is used in Centers and the areas around Centers to provide for public
activities. It is also used in combination with Privately Owned Open Space to define the edges of
some Neighborhoods (see Land Use Table LU2). The Future Land Use Map shows Public Open
Space as a lighter, brighter green (than Privately Owned Open Space described below).
Primary uses: public open spaces, such as parks, greenways, trails, and other public open
spaces.
Secondary uses: related institutional uses.
Privately Owned Open Space/Environmental Features. This designation includes open space
that is owned and managed by private or semi-public entities, such as homeowners associations,
private homeowners, commercial or business park land owners, and others. These areas consist of
recreational and passive open space amenities, and may include floodplains, steep slopes,
wetlands, and other areas with environmental constraints where construction of buildings is
discouraged (see Land Use Table LU2). The Future Land Use map shows Privately Owned Open
Space/Environmental Features in a slightly darker green (than the Public Open Space described
above).
Primary uses: semi-public open spaces, such as semi-public parks, greenways, trails, and
other recreational and passive open spaces that are owned by homeowners associations or
other similar entities and are open to property owners and their guests.
Secondary uses: related institutional uses.
Primary and Secondary Uses
Each of the land use designations defined in the section above includes a list of primary and
secondary uses that may be found in the designation. As stated above, primary land uses are the
main focus of the particular designation; most of the development in that designation should be
one (or more) of the primary uses. Secondary land uses are intended as support uses for the
primary ones. These secondary uses should represent a smaller proportion of the whole
development or the building. Approval of secondary land uses should be based on the designation
of the larger area, rather than on a per site or per parcel basis. The following lists of examples are
illustrative, not all-inclusive, of the primary and secondary land use types that may be found
within the designations:
Primary and secondary uses are listed along the left side of Land Use Tables 1 and 2 (LU1 and
LU2). Guidelines for developing each of these uses in each Center (Table LU1) are listed under
the Center type. These guidelines are intended to encourage development that wouldill support a
pedestrian-, bicycle-, and transit-friendly mixed-use environment. Guidelines for areas around the
Centers (Table LU2) are intended to encourage development that wouldill support a compact,
walkable area. In a few instances, a larger building footprint or use is allowed ―by exception.‖
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Residential: includes a variety of homes with a variety of lot configurations. Buildings should
not be taller than four (4) stories, unless by exception. Exceptions may be granted where the taller
residential building is compatible with the surrounding uses.
Examples of primary and secondary residential uses include:
Single-family attached and detached homes
Semi-detached and attached single-family houses, such as duplexes, triplexes,
quadriplexes, townhouses, atrium houses, and patio houses
Accessory apartments
Apartments/condominiums in the form of garden units, street-front ―walkups,‖ mid-rise,
and similar configurations
Townhouses and rowhouses
Dwelling units above retail, office, and/or commercial uses
Mobile and modular homes
Neighborhood Retail: these businesses are intended to draw a significant portion of their
clientele from the surrounding neighborhood. Many customers or clients could walk to the
business. These businesses may be clustered. Except where noted otherwise on Land Use Table 2
(LU2), buildings should not be taller than three (3) stories, unless by exception. Exceptions may
be granted where a taller retail building is compatible with the surrounding uses and the character
of the neighborhood.
Examples of primary and secondary neighborhood retail uses include:
Local retail, such as florist, newsstand, or other similar uses
Small restaurant or café, or similar businesses serving prepared food and beverages
Small food sales businesses, such as bakery, deli, butcher, or other similar uses
Convenience store or small grocery store
Small pharmacy or drug store
Personal retail service, such as hair salon, barber shop, dry cleaner/laundry, laundromat,
tailor, seamstress, and similar uses
Community & Regional Retail: these retail businesses serve a wider market than a single
neighborhood, so the majority of their customers wouldill drive (or take transit) to them.
Generally, these businesses are also larger than Neighborhood Retail ones. Groups of retail
businesses may cluster with smaller neighborhood-scale retail businesses into a shopping center
or along a retail street and form the nucleus of a Center. Except where noted otherwise on Land
Use Table 2 (LU2), buildings should not be taller than three (3) stories, unless by exception.
Exceptions may be granted where a taller building is compatible with the surrounding uses and
the character of the neighborhood.
Examples of primary and secondary community and regional retail uses include:
Grocery store
Pharmacy or drug store
Department store
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Clothing, book, antiques, gifts, jewelry, crafts, or other specialty retail business
Hardware store
Furniture, home appliance, and other household good sales and service
Farmers’ market
Restaurant, café, and other businesses serving prepared food and beverages
Feed and seed stores
Retail nurseries and greenhouses
―Big box‖ or large format retail stores: home improvement/builders’ supply, office
supply, department or general retail, and other retail uses that are 80,000 square feet or
larger
General Commercial Service: these are service businesses open to the general public that rely
on customers visiting the business, not primarily retail uses or office uses (with the exception of
medical offices). Except where noted otherwise on Land Use Table 2 (LU2), buildings should not
be taller than three (3) stories, unless by exception. Exceptions may be granted where a taller
building is compatible with the surrounding uses and the character of the neighborhood.
Examples of primary and secondary general commercial service uses include:
Entertainment, such as cinemas, theatres, video arcades, night clubs, or similar uses
Hotel, motel, inn, or bed and breakfast
Hospitals, including emergency care/walk-in medical facilities
Indoor athletic facilities, such as ice skating rinks, laser-tag facilities
Recreation establishments, such as bowling alleys and pool halls
Health spas
Real estate, insurance, attorney, and other professional offices
Medical offices, including dental, medical, optical, and other similar uses with significant
numbers of patients
Financial institutions, such as banks, savings and loans, and credit unions.
Day care, child care, nursery
Reproduction and mailing services
Funeral homes and crematories
Veterinary office and hospital, kennel, animal shelter
Auction houses
Printing and publishing
Contractor’s office and storage yards
Auto Commercial Sales & Service: these are the auto-oriented commercial uses that require a
higher level of reviewsite control because of their tendency to create pedestrian-unfriendly
environments that are not walkable. Except where noted otherwise on Land Use Table 2 (LU2),
buildings should not be taller than two (2) stories, unless by exception. Exceptions may be
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granted where a taller building is compatible with the surrounding uses and the character of the
neighborhood.
Examples of primary and secondary auto commercial service uses include:
Automobile, truck, recreational vehicle, and boat dealerships, sales, service, and/or
rentals
Automobile service station, with or without repair services
Auto body/repair shop (fully contained in a building with appropriate ventilation and
other environmental controls)
Office: these are primarily employment uses that, except for the professional offices, involve a
limited number of customer visits.
Examples of primary and secondary office uses include:
Professional offices: medical, legal, architectural, engineering, accounting, and similar
professional businesses
Administrative and business offices, including software design and other high-tech
related businesses that do not require laboratory or assembly facilities
Call centers and data processing services
Research & Development (R&D): these uses are examples of the ―new‖ industry, with
relatively few impacts on surrounding properties, except for possible traffic i mpacts. Nearly all
traffic wouldill be employee vehicles, with some customers and some delivery vehicles.
Businesses that require a significant number of deliveries by semi-trailer are considered light
industrial uses. Buildings for R&D uses may also include ―flex‖ space that can accommodate
different types and sizes of businesses. These uses mix very well with support service uses, such
as retail, restaurants, drycleaners, and similar businesses. Except where noted otherwise on Land
Use Table 2 (LU2), buildings should not be taller than four (4) stories, unless by exception.
Exceptions may be granted where a taller building is compatible with the surrounding uses and
the character of the neighborhood.
Examples of primary and secondary research & development (R&D) uses include:
Research laboratories (both wet and dry)
Research & development
Communication and information systems
Offices
Call centers
Assembly and fabrication facilities (all indoors, with no external noise, odor, or other
nuisance impacts)
Flex: a business that combines several uses, such as production of goods, storage, distribution,
sales, and office/showroom. Generally, these uses do not create impacts greater than a similarly
sized office use. Except where noted otherwise on Land Use Table 2 (LU2), buildings should not
be taller than four (4) stories, unless by exception. Exceptions may be granted where a taller
building is compatible with the surrounding uses and the character of the neighborhood.
Examples of primary and secondary flex uses include:
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Software development, testing, sales, and distribution
Assembly of a product, storage, sales, and distribution
Research, development, and testing of a prototype
Customer service centers/call centers
Light Manufacturing/Storage/Distribution: these uses may have some traffic impacts, but
little or no noise, fumes, or vibration impacts. In some instances, materials used may be
hazardous, requiring the segregation of that use. Except where noted otherwise on Land Use
Table 2 (LU2), buildings should not be taller than four (4) stories, unless by exception.
Exceptions may be granted where a taller building is compatible with the surrounding uses and
the character of the neighborhood.
Examples of primary and secondary light manufacturing/storage/distribution uses include:
Light manufacturing and assembly, such as jewelry, musical instruments; surgical,
medical, and dental instruments and supplies
Auto body shops (not fully contained in a building)
Compounding of drugs
Mini-storage warehouses
Accessory storage and distribution facilities that may be enclosed or in rear yards
Contractor’s office and storage yards
Heavy Manufacturing/Storage/Distribution: these are heavy industrial uses that, because of
traffic impacts (particularly from larger trucks and more frequent access), and possibly noise,
fumes, and vibration, may need to be segregated from other uses based on potential impacts.
Examples of primary and secondary heavy manufacturing/storage/distribution uses include:
Manufacture, processing, fabrication, assembly, distribution of products
Engineering, engineering design, assembly, and fabrication of machinery and
components that may involve: machining, babbitting, welding, and sheet metal work
Concrete and brick manufacturing, and sand and gravel distribution facilities
Dry cleaning plants
Concrete mixing plant, storage, distribution
Machine shops, tool and die, blacksmithing, boiler shops, and similar uses
Manufacture of building components
Sawmills, planing mills, wood preserving operations, woodyards
Contractor’s office and storage yards
Towing and storage of motor vehicles
Accessory storage and distribution facilities
Warehousing/Distribution: these are businesses that rely on semi-trailer trucks to deliver and
pick up goods, as well as storage. As a result, these businesses may need to be segregated from
businesses that are not compatible with heavy truck traffic.
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Examples of primary and secondary warehousing/distribution uses include:
Moving businesses, including storage facilities (except mini -storage warehouses)
Regional or bulk warehouse facilities
Heavy or refrigerated distribution facilities
Truck terminals
Air cargo storage and distribution facilities
Institutional: these are public and private facilities, offices, and related facilities; and land
reserves for future such facilities.
Examples of primary and secondary institutional uses include:
Public Facilities, such as schools, libraries, parks, and community centers
Private Facilities, such as, educational, technical, fine arts, and trade schools; places of
worship; community centers; clubs, lodges, and civic and fraternal facilities
Hospitals, nursing homes, assisted living facilities, and convalescent homes
Open Space: these are generally undeveloped areas for recreational, visual, and preservation
purposes. They may be heavily landscaped. These are areas owned and managed by a public or
private entity, including homeowners associations (HOAs).
Examples of primary and secondary open space uses include:
Public, semi-private, or private parks or recreational fields
Greenways and blueways
Trails and paths
Description of the Future Land Use Map
The Future Land Use Map (see the end of this chapter) defines the land use pattern and
neighborhood structure for the Places29 area. In addition to the location of individual land uses,
the Future Land Use Map recommends the distribution of Centers and the arrangement of uses in
the areas around the Centers. Additional information about Centers and the areas around Centers
(Neighborhoods) is given in Chapter 5, Place Types.
The boundaries of the land use designations shown on the Future Land Use Map were chosen
based on existing uses and projected needs. In Neighborhoods 1 and 2, where existing land uses
dominate and future development wouldill occur primarily as redevelopment, existing property
lines were primarily used to delineate future land uses to the greatest extent possible. In some
locations, physical features, such as floodplains, streams, roads, and watershed boundaries were
used. In the four corners around the Rio Road/US 29 intersection, stronger consideration was
given to the potential shape of the Center than to specific property lines. In these four quadrants,
redevelopment is expected to involve land assembly.
North of the South Fork of the Rivanna, the boundaries in largely undeveloped or ―greenfield‖
areas were determined by using criteria related to the desired Center size, the one-quarter to one-
half mile walkable areas around Centers, and natural features such as stream valleys and ridges.
The land use designations assigned to existing residential neighborhoods, such as Forest Lakes
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and Airport Acres, are the same as those in the 1996 Land Use Plan, and are more closely based
on existing neighborhood/property boundaries.
For areas with adopted zoning map amendments and/or approved site plans, the overall
boundaries of these plans were taken into account. Land uses shown within these areas on the
Future Land Use Map allow for the development of previously approved projects, but may
suggest modifications to the distribution of uses on the site and/or a more intensive set of uses.
Distribution of Mixed Use Centers
The distribution of Centers on the Future Land Use Map follows Neighborhood Model principles
and recommendations received from the public and stakeholders. This distribution is also
consistent with two major recommendations in the US 29 North Corridor Transportation Study:
first, to develop a road network that encourages local trips to occur on parallel and perpendicular
routes rather than on US 29 and, second, to employ access management strategies that orient the
access to properties along US 29 to those parallel and perpendicular roads. The extent and
distribution of Centers is also supported by the market analysis performed as a part of Places29.
Neighborhood Service Centers are spaced along major roadways to provide increased pedestrian
and bicycle access to the everyday goods and services offered in these Centers. This spacing also
coincides with potential transit stop locations. From a market perspective, these locations have a
visual and physical relationship to major roads that makes them accessible to additional
customers from outside the immediate neighborhood. Neighborhood Service Center locations
recognize the availability of vacant or underutilized sites and the desire to distribute these Centers
throughout the area to maximize their accessibility. Some of these Centers wouldill serve
residents who live in the areas around them. Other Centers wouldill serve employees whose
workplaces are within walking distance. For example, the Centers wouldill not only provide
restaurants that cater to employees at lunchtime, but wouldill also provide opportunities to shop
for daily needs. This combination wouldill help reduce the need for additional car trips.
There are two concentrations of Community and Destination Centers on the Future Land Use
Map. First, the concentration of Community and Destination centers around the intersection of
Rio Road and US 29 reflects the area’s existing retail function and the potential for major
redevelopment. The second concentration is in the large area that includes the Hollymead Town
Center, the proposed North Pointe development, the proposed Uptown, and around the
intersection of Airport Road and US 29. The Center designations for both areas are consistent
with already approved plans. Designating these areas as mixed use centers wouldill help integrate
Centers with the surrounding residential and employment neighborhoods.
All of the Centers are designated Urban Mixed Use to allow development of a range of uses that
wouldill serve the surrounding neighborhood (Neighborhood Service Centers), the Places29
community (Community Centers), and the region beyond the Places29 area (Destination Centers
and the Uptown).
Streets and Roads Shown on the Future Land Use Map
The transportation network shown on the Future Land Use Map includes existing roads and new
roads recommended in this Master Plan. It also shows recommended improvements to many
existing roads. Where an existing road is shown as a dashed black line, the existing road wouldill
be improved, but not necessarily shifted from its existing alignment. The precise location of
recommended new roads shown with dashed black lines is flexible and wouldill be determined at
the time the road is designed.
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Key Subareas of the Future Land Use Plan
There are several key subareas identified in this Master Plan that are particularly important to the
community’s vision for the Places29 area. Some of these subareas have existing master plans or
concept plans that have been incorporated into this Master Plan. Other subareas wouldill need
further study and more detailed plans in order to implement the land use patterns described in this
Plan. In addition, it maywill be necessary to make changes and adjustments to current policies
and the administration of development activities in order to achieve some of the Master Plan’s
goals in these subareas. These subareas are:
The Rio Road/US 29 area
The Meadow Creek Parkway
The Albemarle Place development
The Hollymead Town Center area
The Airport Road Corridor and the Uptown area
The Charlottesville-Albemarle Airport
The University of Virginia Research Park
The Rivanna Station Military Base (NGIC facility)
Rio Road/US 29. Over the life of this Plan, the area around the intersection of Rio Road and US
29 is expected to redevelop into a vibrant mixed-use area. The southwestern quadrant of the
intersection wouldill include a cluster of Community and Destination Centers and a larger Mixed
Use Neighborhood.
The potential for the economic revitalization of this area will depend on the development of is
supported by a set of recommended transportation improvements in and around the Rio Road/US
29 intersection., which include the grade separation of Rio Road and US 29, as well as a set of
―Ring Roads‖ that will create at-grade connections between the four ―quadrants‖ at signalized
intersections east and west of US 29 and north and south of Rio Road. A pedestrian-bicycle
bridge between the end of Berkmar Drive and the western edge of the Fashion Square Mall
property wouldill increase connectivity between the southeastern and southwestern portions of
the intersection area (see a photo simulation of the recommended bridge in Figure 4.1 and a
concept plan in Figure 4.2).
Figure 4.1. A photosimulation of a bicycle/pedestrian bridge over US 29 at Berkmar Drive.
The view is from Berkmar Drive looking east toward Fashion Square Mall.
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Figure 4.2. A concept plan of a pedestrian bridge over US 29 at Berkmar Drive.
The photo simulation in Figures 4.3 through 4.5 illustrates one possible transformation of the
southwestern quadrant of this intersection along Berkmar Drive. This transformation might occur
incrementally and be driven by individual decisions made by various property owners. The
specific character of the new development wouldill be guided by the design guidelines and by the
Small Area Plan recommended for the area.
This area is also expected to be connected to Downtown Charlottesville and the University of
Virginia with an enhanced bus or Bus Rapid Transit (BRT) service, once a certain level of
redevelopment and land use intensification is reached.
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Figure 4.3. A photosimulation of a mixed-use neighborhood along Berkmar Drive near US
29—existing conditions.
Figure 4.4. A photosimulation show ing a mixed-use neighborhood along Berkmar Drive
near US 29—initial development. The recommended pedestrian bridge is visible just above
the center.
Figure 4.5. A photosimulation of a mixed-use neighborhood along Berkmar Drive near US
29—development showing new streetscape, parking, bicycle lanes, and pedestrian
amenities.
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The Meadow Creek Parkway. This road is the subject of the Meadow Creek Parkway Final
Report, May 2001, prepared by the consultants, Jones & Jones. Funding for the intersection of the
Parkway and the 250 Bypass and for the County’s portion of the Parkway has been identified and
construction of the County’s portion of the Parkway is nearly complete. The Parkway will have a
linear park area along each side. Land uses shown on the Future Land Use Map in the immediate
vicinity of the Parkway are derived from the Jones & Jones study, which still provides guidance
for development in the area immediately adjacent to the Parkway and Rio Road corridor. The
study recommendations should be considered during review of land use decisions.
Albemarle Place. The rezoning for this development in the northwest corner of Hydraulic Road
and US 29 has been approved. The project is mixed use and will include retail, a hotel, offices,
and residences. The northern portion of the development (north of Sperry Marine) has been
designed as a more conventional retail development. The land use pattern approved during the
rezoning has been incorporated into the Future Land Use Map.
The Hollymead Town Center area. This area, south of Airport Road and west of US 29, has
been the subject of five separate rezonings, all now approved. Some of the proposed buildings,
streets, and infrastructure have been constructed and are occupied. Others are still at the site plan
stage. When built out, the area will include retail, restaurants, offices, an assisted living facility,
and residences.
The Airport Road Corridor & the Uptown. As the Hollymead/Piney Mountain area continues
to grow, this area, along with the Airport, has the potential to become a major destination with a
broad mix of commercial, residential, and employment uses. The Centers and residential areas in
or near the Airport Road corridor will act as major transit hubs to support the future transit
network proposed for the Places29 area. The Uptown would be a vibrant new urban center similar
to a traditional downtown and intended to serve the needs of many people in a relatively small
area. People can walk throughout the area, patronizing various businesses and amenities. T he
Uptown wouldill take advantage of regional attractions, such as the Airport, the University of
Virginia Research Park, and the new regional retail activities in the Destination Centers at North
Pointe and Hollymead Town Center. This area may include a hotel and other uses that support
living, working, and entertainment in the Uptown area. The ability to walk to urban services and
entertainment from the campus-like setting of the Research Park should make it an even more
attractive location for knowledge-based businesses.
The Uptown is a long-term concept—it may take many years for the market to support such a
concept in this area. The properties in the area now designated Uptown are currently zoned for
industrial uses and it is recognized that these properties can, and may, develop as permitted under
the existing zoning designations. The size, location, and orientation of the buildings and
infrastructure should be constructed to allow for the ultimate evolution of the area to a more
mixed use form. Any portion of the future Uptown owned by the University Foundation is
intended to serve as an employment area, which may include supporting commercial uses, to be
consistent with the opportunities and constraints of the Foundation’s mission.
A more detailed assessment of the Uptown concept is recommended as part of the Small Area
Plan process in order to define the purpose, location, and use/design expectations more
completely, as well as its market feasibility and timing.
The Charlottesville-Albemarle Airport will develop according to its own master plan. The plan
should be used as a guide in the review of land use/development decisions related to airport
development and expansion. However, integrating the airport into the Places29 area is critical,
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both with regard to the quality of the transportation infrastructure and the synergy with
surrounding land uses—particularly the Uptown.
Airport operations have impacts that require the Airport to be physically buffered from the
surrounding areas. For this reason, the Airport has been designated as a single-use district on the
Future Land Use Map, which is not required to follow the Neighborhood Model principles.
However, it is no less important that the Airport be well-connected to and integrated into the
transportation network, the City of Charlottesville, and the larger region. The Airport’s continued
growth will play an important role in the development of the Uptown, Hollymead, and the
County.
Over the longer term, the combination of the Uptown, the Airport, the University of Virginia
Research Park, and other activities in the area is expected to support the provision of transit
service between this northern node of activity and the southern parts of the County and the City
of Charlottesville. This service wouldill be available once the necessary ridership levels in the
larger Hollymead area have been reached.
The University of Virginia Research Park will continue to develop as a major employment
center. This Plan offers the University of Virginia Research Park the opportunity to include a
more integrated amount of residential and commercial uses.
The land uses in the Research Park that are shown on the Future Land Use Map are consistent
with the University of Virginia Foundation’s long-term, conceptual site plan. Future development
within the Research Park may continue to develop in a campus-style form and with building
footprints that are consistent with the existing zoning.
The Rivanna Station Military Base will be home to some of the Defense Intelligence Agency’s
(DIA) operations and will be co-located with the National Ground Intelligence Center (NGIC).
Over the next few years, several hundred employees are expected to join those now working at
NGIC. With the addition of contractors expected to locate in the area to support NGIC and DIA
projects, the base will become a major employment center. Those at the base will conduct
intelligence, security, and information operations for military commanders and national
decisionmakers. (Environmental Assessment: Expansion of Rivanna Station, Charlottesville,
Virginia, December 2007)
Areas Recommended for Small Area Plans
Small Area Plans are a planning tool used to guide land use, zoning, transportation
improvements, open space, and other capital improvements at a higher level of detail than is
possible in a master plan. Due to this greater level of detail, a Small Area Plan can identify and
address specific local conditions and opportunities for commercial revitalization and mixed-use
development. Small Area Plans are a recommended implementation tool for subareas where
significant redevelopment activity and transportation improvements are anticipatedrecommended
in the Master Plan. The Small Area Plan wouldill allow land uses and the design of road
improvements to be coordinated and for the business owners and residents of the planning area to
participate in the planning process. Prior to the preparation of a Small Area Plan, any
development proposals that come before the County for review and approval will be evaluated
according to the Future Land Use Map in the current Master Plan. The Future Land Use Map
recommends preparing Small Area Plans are recommended for two areas:
1. The Rio Road and US 29 Intersection Study Area
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The four quadrants around the intersection of Rio Road and US 29 are expected to
experience a great amount of redevelopment. In particular, the southwestern quadrant
with its multitude of properties would be well-served by the level of planning and
coordination that a Small Area Plan can provide. In addition to encouraging and
supporting redevelopment, the recommended road improvements for the intersection of
Rio Road and US 29 can be designed during the same small area planning process. More
information about the coordination of a small area plan prepared by the County with
VDOT’s supportdesign for the grade-separation is given in Appendix 2, Implementation
Project Descriptions in the description of Project Nos. 15 and 42, the intersection
improvements at US 29 and Rio Road.
2. The Airport Road Corridor and Uptown Study Area
The Airport Road Corridor and the Uptown include properties that wouldill be
redeveloped, as well as properties where substantial new development is expected. Some
portions of the area show a pattern of small property ownership, similar to the pattern in
the US 29/Rio Road area, while other large areas are under single ownership.
Coordination of land uses, interim road improvements to prolong the life of the at-grade
intersections, and the ultimate improvements in and aroundfor the intersections of US
29/Timberwood Blvd. and Airport Road/US 29, along with the complementary jug
handle and connecting roads, wouldill be the major goal of this Small Area Plan. Easy
access from US 29 to the Airport and the University of Virginia Research Park is
essential.
Land Use Tables
This section of the Master Plan describes the two tables that provide information about land uses
and development standards required for specific land uses. The tables are intended to encourage
mixed-use development and an urban form that supports the development character,
transportation network, and environmental goals outlined in the Vision and Guiding Principles.
The Land Use Tables LU1 and LU2 (at the end of the chapter) address the following key areas:
Mix of uses within Land Use designations
Building size, heights, and footprint recommendations
Retail and commercial size and specific use recommendations
Recommended limitations of some key uses
The following discussion of the intent of these development guidelines provides a framework for
evaluating uses according to the recommendations made in Tables LU1 and LU2.
Mix of Uses within Land Use Designations
The Master Plan defines a range of land use types, intensities, and sizes for each land use
designation. These recommendations attempt to ensure that uses within each designation
complement each other and achieve the purpose of the designation. For example, lower intensity
employment uses and auto commercial service uses are not allowed in the urban mixed use
portions of the Uptown, because these uses do not support the more active and urban character
that is desired for the Uptown. At the same time, these uses are allowed relatively close to the
Uptown in nearby Centers and Light Industrial and Office/R&D/Flex/Light Industrial designated
areas.
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Building Size and Footprint Recommendations
The land use tables define a maximum building footprint for primary and secondary uses in
certain land use designations. These limitations support the desired circulation network and block
size in the Places29 area. Single buildings should not be so large that they become a barrier to
pedestrian circulation, particularly within Centers. The building size recommendations are
generally smallest in the Neighborhood Service Centers, which complements the character of the
residential neighborhoods that surround most of these Centers. The tables allow larger building
sizes in Community and Destination Centers. In the Uptown, the most intensive part of the
Places29 area, the desired building footprint sizes are somewhat smaller to encourage the smaller
block sizes that support pedestrian circulation—a very high priority in the Uptown.
Retail Commercial Size and Specific Use Recommendations
One reason to limit the size of retail/commercial building footprints is to support the development
of a more pedestrian-friendly circulation network. There are additional reasons for defining a
desirable maximum size for retail/commercial buildings or uses in some land use designations.
These are related to the desired function and urban design quality of particular places within the
Places29 area. For example, under community and regional retail land uses, grocery stores of up
to 15,000 sq. ft. are allowed in Neighborhood Service Centers. This recommendation wouldill
encourage grocery stores of the usual size (50,000-60,000 sq. ft.) to locate in Community or
Destination Centers, but allow smaller scale stores that are compatible with a Neighborhood
Service Center to locate there. A small grocery store would not dominate the Center or result in
undesirable levels of traffic.
Similarly, the size of single-building footprints in Community and Destination Centers is also
restricted. Larger buildings may be permitted by exception if they support the desired urban form
of these centers. A smaller building footprint also encourages the construction of multi-level retail
buildings for larger retailers.
There are other uses that require special guidance. For example, auto commercial sales and
service businesses are required to serve the needs of Albemarle County residents and workers.
The US 29 corridor has areas where these uses are provided for today, and, given the high level of
regional access to the Places29 area, this is a logical location for auto sales and service activities.
However, these uses often conflict with the desired pedestrian environment, and they can be
disruptive to the neighborhood character, because they take up so much space. For these reasons,
the land use tables limit the maximum size of single auto commercial service uses in the Centers,
in addition to limitations on activities that could be a nuisance to adjacent uses.
Limitations Regarding Some Key Uses
There are some uses listed in Tables LU1 and LU2 that have criteria related to business practices
and site configuration. These are due to potential conflicts with surrounding uses and the potential
for negative impacts on the pedestrian and urban character of Centers and Neighborhoods. An
example is the recommendation that, in Centers, all auto commercial sales and service businesses
be located within a building (except for employee/customer parking and gas pumps).
Protection from Nuisance Effects: Some designations include a criterion intended to ensure
that noise, odor, vibrations, and other potential nuisances will not adversely affect the primary or
surrounding uses. Examples of this include some auto commercial service uses and light
manufacturing/ storage/distribution uses. Typical operating requirements would require that
potential nuisance activities occur within buildings and that hours of operation be restricted.
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Protection from Potential Visual Effects: Some uses rely on storage yards or parking lots that
are used for storage of vehicles (e.g., auto sales and service uses). In some designations where the
urban character is pedestrian-oriented and creates value for adjacent development, these uses are
confined or not allowed.
Parks & Green Systems
Open Space Defined
The County’s Comprehensive Plan recognizes the important role of public open spaces in urban
development and their pivotal role in establishing the kind of urban environment envisioned for
the Development Areas. For Places29, parks and green systems are synonymous with the term
―open space.‖ The term open space has multiple applications. Open spaces may be
environmentally sensitive areas which need to be protected, such as floodplain, steep slopes,
wetlands, and streams. Created open spaces that are part of Neighborhoods, such as parks,
squares, pocket parks, and tot lots, provide an important contrast between built and natural forms
within the Places29 area. These open spaces also provide opportunities for social and recreational
activities in close proximity to residential, commercial, and employment uses. In addition, if these
open spaces are designed to provide a sense of arrival and place, open spaces can become
community focal points with a strong civic character. As civic areas, open space may be:
Landscaped parks, sometimes called village greens or village commons
Active recreational areas, such as tot lots or playing fields
Paved plazas with seating areas
Large parks with a combination of these features
Grassy lawns or play areas that adjoin institutional uses such as schools or libraries
Most importantly, a civic area is a feature of a Center or Neighborhood that is accessible to the
public and/or nearby residents, visitors, or clients (See Figures 4.6 and 4.7).
Figure 4.6. An example of a smaller urban open space.
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Figure 4.7. An example of a larger urban open space, showing the relationship of
buildings fronting on the green.
As protected areas, open space may be:
Lakes, streams, or stands of trees
Natural features, which are not mowed or accessible
Passive recreational areas, such as greenway trails and overlooks
Paved trailheads
Paved access points for river activities
Protected areas are not usually a central feature of a neighborhood, although they can be. Public
accessibility is not required, unless the area contains greenway trails or public river access points.
Although most of the County’s protected open space is outside of the Development Areas, inside
the Development Areas the purpose of this open space is to provide livability through protection
of the network of streams and other natural features. These protected open spaces often have the
dual benefits of connecting habitats for plants and wildlife and of supporting nonmotorized travel
through greenway trail connections. Open space can also be an effective transition between two
different land uses. Finally, open space is an amenity that County residents and property owners
need and want.
Open space terms used in this section of the Plan (and in the General Design Guidelines for
Development Areas section of the Comprehensive Plan) include:
Parks
Plazas
Urban parks
Open spaces in neighborhoods
Open spaces of human scale
Urban open spaces
Public open spaces
Squares
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Publicly accessible urban open space
Plazas
Pocket parks
Tot lots
Built and natural forms
Although the meanings of these terms are fairly well known, each of the terms is defined and
described in the Comprehensive Plan, General Design Guidelines for Development Areas.
Albemarle County’s natural features and scenic areas are at the heart of the County’s character
and livability—and have attracted many residents to the County. These open spaces also serve as
a counterpoint to the urban character of the Development Areas. Because some of the new
neighborhoods in the Northern Development Areas will be among the County’s most urban
places, it is important to maintain a sense of connectedness to these natural features and open
spaces. It is equally important to provide public parks that meet the recreational needs of current
and future residents. These parks and other elements of the County’s green systems are described
in this section and illustrated on the Parks & Green Systems Map. Additional information about
types of spaces in the Development Areas is located in the Neighborhood Model part of the
Comprehensive Plan and the General Design Guidelines for Development Areas (also in the
Comprehensive Plan).
The Parks & Green Systems Map
The Parks & Green Systems Map (located at the end of the chapter) illustrates the recommended
system of public and private open spaces that will serve the active and passive recreation needs of
residents, workers, and visitors in the Places29 Area. The map shows a network of linear open
spaces that connect the various elements of the green systems in the Northern Development
Areas. Such networks provide ecological benefits to flora and fauna, can be integrated into
stormwater management solutions, and may be used to create non-roadway connections for
pedestrians and bicyclists.
The map also shows the recommended network of existing and proposed trails, multi-use paths,
and bicycling facilities that wouldill provide convenient non-vehicular connections between
different parts of the Development Areas, the recommended open space amenities located
throughout the area, and the major recreational facilities located in the Rural Areas, such as the
North and South Forks of the Rivanna River, Ivy Creek Natural Area, and Chris Greene Lake
Park.
The map shows several types of environmental features that will require special consideration
when planning a new development or redeveloping an existing area. These features include
floodplains, stream valleys, steep slopes, wetlands, and other features. Property owners and
developers must consult both the Future Land Use Map and the Parks & Green Systems Map to
understand fully the development potential of and constraints on a property.
Finally, the Parks & Green Systems Map illustrates key community facilities, such as existing and
planned schools, fire stations, and libraries. Showing these facilities with the network of bicycle
and trail connections illustrates potential routes to schools and libraries.
Additional information about using these maps and the land use tables is given in the last section
of this cChapter 1, ―How to Use this Plane Maps and Tables in this Chapter.‖
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Civic Areas: Public Open Space
Many of the existing public parks in the Places29 area are associated with public schools. Parks
associated with schools will continue to provide public playing fields and other facilities for
active recreational use. Due to the type of facilities provided, these parks have the potential to
attract users from beyond the neighborhoods that immediately surround them. The bicycle paths
and trails network shown on the Parks & Green Systems Map provides the necessary connections.
This Master Plan includes specific requirements for public open spaces in future developments.
New public open spaces are to be included in every Neighborhood Service Center, Community
Center, Destination Center, and the Uptown. Guidance on open space that should be included in
civic areas in Centers is provided in Land Use Table (LU1) located at the end of this chapter.
New Centers that are currently undeveloped should provide civic areas approximately in the
middle of the development. The illustrations in Chapter 5, Figures 5.1, 5.2, 5.7, 5.9, 5.13., 5.15,
and 5.18, show the desired relationship between the public open space and the rest of the Center.
At least 10 percent of the total area of new Centers should be devoted to civic areas/public open
space, with emphasis on the civic area’s role in creating the sense of place. For this reason, a
large part of the recommended 10 percent open space should be contained in a single area.
Provision of parks and public open space will be more challenging when Centers are created
during redevelopment. Parcel-by-parcel development may not afford opportunities for large civic
areas. In this event, at least 10 percent of the area to be redeveloped should be devoted to civic
areas. Where a large public amenity, such as a County park, is already within walking distance of
the Center and pedestrian access is or will be provided to the amenity, the required open space
may be reduced or even eliminated. However, the amenity must correspond to needs generated by
the development. For example, if a property is to be developed as a retail use without any
residential uses, a plaza may be more suitable to the development than a public park one -half mile
away.
Future Civic Spaces (Generalized Locations)
In addition to the open spaces listed above, the Parks & Green Systems Map gives approximate
locations, illustrated with green star shapes, for additional open spaces that are outside of Centers
and the areas around Centers. These open spaces are intended to be focal points for development
that is further than one-half mile from a Center and beyond the areas around the Centers. The
final location of these future civic spaces will be determined either during the planning stages of
larger rezonings or during preparation of the Small Area Plans. The approximate location of the
open spaces will be determined by analyzing the extent of walkable areas around all the Centers
and the Uptown. Whenever new development falls outside the walkable areas, this Master Plan
recommends locating an open space to provide a focal point for the new Neighborhood.
Privately Owned Open Space and Other Open Space Network Elements
This designation on the Parks & Green Systems Map combines significant clusters and
contiguous areas of steep slopes, the 100-year floodplain, and stream buffers with larger areas of
privately owned open space in existing developments. Together, these features combine to create
a significant and comprehensive open space network, which may also include space for proposed
multi-use paths and trails. Where this designation extends onto private property, it indicates that
steep slopes are present and disturbance should be avoided. These slopes should be considered
when the property is redeveloped.
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Forested Buffers along US 29. Forested landscaped buffers, between 30 and 50 feet deep, are
recommended along both sides of US 29 north of the South Fork of the Rivanna River to
Ashwood Blvd., where they will create a separation between the road and new development. The
depth of the buffer will depend on the topographic conditions along the sides of US 29. The
character of the buffer is intended to resemble the conditions along the side of the road today.
Existing views of rural fields wouldill be preserved and forested areas maintained or replaced as
needed to recreate the forested, rural appearance adjacent to the road at the time this Plan is
adopted. Maintaining this character wouldill preserve the visual break that exists today between
Neighborhoods 1 and 2 and the Development Areas north of the South Fork of the Rivanna River.
More information about the nature of this buffer is given in the Forested Buffer Frontage section
and the Situations Specific to US 29 section US 29 Entrance Corridor section of Chapter 7,
Design Guidelines for the Places29 Area.
Greenways and Blueways
The County’s Greenways Plan contains a number of existing and proposed Greenways in the
Places29 area. Additional Greenways are proposed in this Master Plan in the form of multi-use
paths and trails shown on the Parks & Green Systems Map. The network of Greenways and
Blueways will provide extensive access to County parks, the Rural Areas, and other open spaces,
as well as the two Forks of the Rivanna, with their boating and other recreational opportunities.
The Parks & Green Systems Map also shows access points to the Greenway System. Additional
locations for access points should be determined during the next update of the Greenways Plan
and/or during review of proposals for new development.
The County’s Greenways Plan defines the following three types of access points:
1. Major Public Access Points: are located at established activity centers, such as public
parks. These access points provide a full range of facilities and services, including
restrooms and public parking.
2. Minor Public Access Points: are located at schools, offices, or major commercial areas.
Typically, amenities other than public parking are not provided at Minor Public Access
Points.
3. Neighborhood Access Points: These are located in or near residential or mixed use
development. The developer or neighborhood association will determine the level of
amenities and parking provided. Neighborhood Access Points may be located on public
or private land.
Future Transportation Network
At one level, the transportation needs in the Places29 area can be defined solely as a supply
issue—not having enough capacity on major roadways like US 29, Hydraulic Road, and Rio
Road. A supply-side only approach toward fixing this problem, while straightforward and easily
understood, does not addressignores the complexity of the demand for transportation in the
Places29 area and the potential for changing the demand pattern by modifying the pattern of
development.
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The Places29 area consists of places that people not only want to go through, but and want to go
to. Two elements of urban form exacerbate this supply/demand interaction. One is the length of
the Places29 corridor and the other is the dispersed pattern of commercial land uses throughout
the Places29 area. The US 29 North Corridor is over 10 miles long, so trips to and from land uses
in the southern portion of the Places29 area look like ―through‖ trips in the northern portion.
Similarly, trips to and from land uses in the northern portion of the Places29 area look like
―through‖ trips in the southern portion.
The dispersed, low-density, single-use form of development that has occurred in the past along
the US 29 Corridor increases travel times and the number of trips for travelers, residents, and
employees in the corridor. It also limits the potential effectiveness of transit service. Both of these
conditions exacerbate the ―demand‖ portion of the transportation problem by reducing the
effectiveness of alternate modes of travel and increasing reliance on travel by autos.
The supply and demand issues are also complicated because US 29 is a National Highway of
Significance—the only continuous north-south roadway in the Places29 area; nearly all traffic in
the Northern Development Areas winds up on US 29, regardless of the length or destination of
the trip. Additionally, US 29 serves a relatively small number of trips that are passing through
Albemarle County, and, even though their proportion is small, they are important trips from a
regional and statewide perspective.
Both supply and demand issues must be addressed by the transportation network for the Places29
area. This future transportation network has to consider a more robust network of roadways that
wouldill support multimodal travel together with an urban form that encourages transit, walking,
and bicycling. So, while people in the Places29 area will continue to drive, the transportation
network needs to expand the choices for movement within and through the area, while the pattern
of development takes advantage of and facilitates those expanded choices.
The process used to develop the recommended transportation network for Places29 reflects:
The urban structure (land use patterns and built form) of the corridor
The potential for the corridor to accommodate future growth
How the current traffic operations on US 29 influence travel patterns
Potential roadway improvements on US 29 and parallel to it
Potential future roadway connections in and to the Places29 area
The Future Transportation Network, as illustrated in Figure 4.8, includes the following layers:
Improvements to US 29 and associated improvements to, which include improvements on
parallel and connecting roads that are necessary to support the changes on US 29
(primarily in the areas where major intersection improvements, including possible grade
separations, are recommended)
Improvements to a core network of parallel roads (primarily Hillsdale and Berkmar
Drives, and Meadow Creek Parkway) that are needed independent of private
development projects
Roadways necessary to supporting private development that should be integrated into the
corridor network to provide for continuity of movement (Shown in green)
Potential Rroadways projected to be needed beyond the 2025 planning horizon (Shown in
blue)
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The potential for transit, bike, and walk trips in the corridor was estimated using a series of
factors that were applied within the travel forecasting model. The model estimates that about
7,000 trips could occur on transit and that about 9,000 trips could be sufficiently short that they
could be accomplished with non-auto modes. In the aggregate, this level of transit use would
represent about 2 percent of the overall travel demand and the non-auto potential would be a
similar amount. The combined amounts would reduce the auto trip making by about 5 percent,
which could defer the timing of some of the improvements proposed for the corridor, but would
not ultimately preclude the need for the proposed improvements.
The Places29 transit evaluation is based on a forecasting methodology that focused more on the
three D's (design, density, and diversity of uses in the urban form) than on ridership forecasting
techniques; it is important to note that the "transit" numbers are not a ridership forecast—they are
an indication of the potential for transit use related to development patterns. The factors used in
the transportation model to estimate the number of transit and bicycle/pedestrian trips were very
conservative so that the results of the modeling would be valid for the roadway network in the
event that transit was not extended beyond the current CTS service and that little additional
provision was made for cyclists and pedestrians. It is very likely that transit ridership would be
significantly higher once the area builds out in a transit-supportive urban form, and a useful,
attractive transit system is put in place. Similarly, as more walkable areas develop and are
connected with paths and trails, it is likely that more people will walk and bicycle to transit and/or
to their final destinations.
So, in addition to the roadways shown in the Transportation Network, the network includes the
following provisions for multimodal travel:
Three types of transit service: first, an express bus or Bus Rapid Transit (BRT) service
on US 29 that initially connects the City to the Rio Road/US 29 intersection area and later
extends to the Uptown near Airport Road, with route extensions that serve the airport and
the employment concentrations near Boulders Road. The BRT service would be
supplemented with a second type of transit, a circulator service that connects to centers
on the parallel road system. The circulator service would integrate with the third type of
transit service, the local CTS bus routes in the southern portion of the Places29 area.
Sidewalks and paths for pedestrians: a network of conventional sidewalks and shared
paths that are integrated into the roadway network. Provisions for crossing US 29 are
included as signalized crosswalks and at least one pedestrian overcrossing (see Figures
4.1 and 4.2)within the recommended grade separations at key intersections.
Bicycle lanes, paths, and trails: onstreet bicycle lanes are linked with a system of green
corridors that is integrated with the recommended land uses, a network of multi-use paths
and trails to provide for a connected system of bicycle routes.
Roadway Elements
Neighborhoods 1 and 2. For Tthe transportation network for the portion of Places29 between the
250 Bypass and the South Fork of the Rivanna River, recommends that efforts should be made to
preserve at-grade intersections at Hydraulic Road, Rio Road, and Hilton Heights Road.
Ultimately, when the amount of traffic exceeds what can be accommodated within an at-grade
intersection, grade separations are expected to be necessary to handle the number of vehicles
passing through these intersections. Circulation in the Rio Road area would be accomplished with
access roads or ring roads that would intersect with US 29 at the existing signalized intersections
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at Albemarle Square and Shoppers World. Parallel roadways in this area are Berkmar Drive and
Hillsdale Drive, portions of which currently exist. These roadways would be extended to provide
a more complete road network parallel to US 29. A Small Area Planning process wouldill be used
to develop the ultimate land use and transportation recommendations for this area.
Hollymead and Piney Mountain. From the South Fork of the Rivanna River to Hollymead
Town Center, the transportation network recommends, ultimately, a grade separation at Ashwood
Boulevard that would be accessed via jug-handle roads. US 29 from the South Fork of the
Rivanna to Towncenter Drive would be widened to three lanes in each direction, but would
preserve the rural cross section (from the South Fork to Ashwood Blvd.). A parallel road would
be added on the west side of US 29 as an extension of Berkmar Drive with a bridge across the
South Fork of the Rivanna River to connect to the existing segment of Berkmar Drive. Streets
connecting US 29 to Earlysville Road wouldill also be constructed.
From Hollymead Town Center to Lewis and Clark Drive, efforts should be made to preserve two
existing signalized at-grade intersections on US 29—Airport Road/Proffit Road and Timberwood
Blvd.—will be preserved as at-grade intersections as long a possible. Ultimately, grade
separations are also expected to be necessary, although this may not happen until after the 20-year
Plan timeframe. The small area planning process wouldill be used to develop the ultimate land
use and transportation recommendations. A signal would be added on US 29 at the intersection
with Airport Acres North. North Pointe Boulevard would provide a new parallel road on the east
side of US 29. The roadway network in the Uptown would be expanded to increase connectivity
on the west side of US 29. A signal would be added on US 29 at the intersection of Northside
Drive. The six-lane cross section on US 29 would be extended through Lewis and Clark Drive,
but would transition back to the existing four-lane cross section at the North Fork of the Rivanna
river crossing.
North of Lewis and Clark Drive, signals are recommended at the intersections of US 29 with
Austin Drive and Dickerson Road. The cross section of US 29 would remain a four-lane rural
divided, except near the signalized intersections where turn lanes would be necessary.
Transit Elements
The goal of the transit improvements recommended for the Places29 area is to provide an
alternative form of transportation for those who prefer transit, as well as those who cannot or
choose not to drive. The transportation modeling conducted as part of the US 29 North Corridor
Transportation Study showed that, at a minimum, two percent of the total daily trips would be by
transit. This is a relatively small number when compared to the levels of transit use found in other
parts of the country that have extensive transit networks with attractive service and amenities for
riders.
The current transit system in the Charlottesville metropolitan area is a ―hub and spoke‖ system,
where most of the looped and overlapping routes serve the City itself. One primary spoke serves
the southern portion of the US 29 North corridor, requiring that all potential transit riders use that
single route. Such a linear system is much less efficient than one that offers multiple routes,
permits riders to walk to the bus stop, and provides amenities, such as benches and signs with
route/time information. The current service in the Places29 area is based on a more suburban
form of development, rather than the more compact urban form that is proposed in this Plan. So,
the current service does not serve as a good basis for projecting the ridership of a new system;
any model built on current, observed data would not be an appropriate representation of what
could be achieved by a high quality transit system. The transit system recommended for the
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Places29 area, when combined with the City’s network, is intended to be attractive to a larger
percentage of potential users. The recommended service plan outlined in the Regional Transit
Authority Final Report would increase the attractiveness of transit by significantly improving the
reliability of service, reducing travel time, and improving transfers to other routes.
An example of the type of transit system recommended for the Places29 area is shown in Figure
4.9. Two types of service are included in the recommended network. One service type would be
express bus service or bus rapid transit (BRT) that would operate on US 29 and would provide a
rapid connection from Charlottesville and UVA to Airport Road, the proposed Uptown, and the
concentrations of employment at the UVA Research Park, the Rivanna Station Military Base, and
the GE facility. Widely spaced stops would be provided at Hydraulic Road, Greenbrier Road, and
on either side of Rio Road. This rapid service would be supplemented with local circulator routes
that would operate either as bus or streetcar. Transit service will need to be frequent and
consistent. Stops will need to be developed with facilities adequate to encourage and support
frequent use. Shelters, benches, and route information should be provided at each stop. Service
routes and stops need to be well-connected to the community with sidewalks, bicycle facilities,
and park and ride lots where appropriate.
Bicycle and Pedestrian Elements
A strong pedestrian- and bicycle-oriented infrastructure that connects Neighborhoods and Centers
is a critical component of a healthy and livable community. Providing multi-use paths, trails, and
bikeways encourages Places29 area residents to complete more of their trips without getting into
their cars, which wouldill provide health benefits, reduce the vehicular miles traveled (VMT), and
result in a cleaner environment for the community. The bicycle and trails network illustrated on
the Parks & Green Systems Map builds upon the existing and proposed trails in the County’s
Greenways Plan, as well as existing on and offstreet bicycle lanes, multi-use paths, and trails.
Bicycle Lanes. The existing and proposed onstreet bike lanes are closely integrated with the
greater network of bicycle facilities formed by a combination of low-speed streets, multi-use
paths, and trails. Within this overall network, bicycle lanes provide onstreet facilities for
bicyclists throughout a number of the neighborhoods along US 29. The proposed bicycle lanes
shown on the Parks & Green Systems Map wouldill enhance the limited network of existing
bicycle lanes and accommodate anticipated future increases in bicycle traffic as redevelopment
and new development take place in the area.
Multi-Use Paths. Multi-use paths are an essential component of the Places29 bicycle and
pedestrian network. Multi-use paths are included in the Places29 network primarily along major
thoroughfares (e.g., US 29 and portions of Berkmar Drive Extended) where the safe
accommodation of pedestrians and bicyclists requires a greater separation from moving traffic
and/or where development along the street is dominated by deeper landscaped setbacks and a
lower intensity of development. Multi-use paths are also included along major greenways and
natural areas. Because of the destinations they serve and the natural character of landscapes they
traverse, multi-use paths wouldill be used by bicycle commuters, recreational bikers, and
pedestrians. While they typically follow road alignments, in some cases they diverge and provide
improved access along natural features.
Trails. The network of trails shown on the Parks & Green Systems Map provides access to
natural areas and features, as well as recreational amenities throughout the Places29 area. Routed
along streams and through preserved areas, they provide residents with opportunities for passive
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recreation and for escape from the faster pace of urban life. The trails also function as scenic
route segments along pedestrian and bicycle trips to shopping and employment destinations.
Grade-Separated and At-Grade Crossings of US 29 for Pedestrians and Bicyclists. The
ability to cross US 29 safely is essential to the success of the bicycle and trails network. The
Parks & Green Systems Map identifies locations where adjacent grades support the construction
of grade-separated bicycle-pedestrian bridges or undercrossings and where at-grade crossings
could be located. An additional overcrossing is illustrated on pages 4-15 and 4-16. Bicycle and
pedestrian facilities will also be an integral part of all multimodal overpasses across US 29. At the
two river crossings, opportunities exist to route multi-use paths or trails underneath US 29. Where
pedestrians and bicyclists cross US 29 at at-grade crossings, additional pedestrian refuges will be
incorporated into the standard US 29 cross section.
Cross Sections for Key Network Roads
To support the creation of a multimodal transportation network, this section of the Plan provides
guidance on how to integrate all the transportation modes—walking, bicycling, transit, autos, and
freight—into the design of the roadway. This guidance is in the form of typical cross sections that
illustrate the relationships among modes and the overall lane requirements for key network roads.
The cross sections illustrate recommended dimensions for traffic, parking, bike lanes, sidewalks,
and paths. Landscape strips, setbacks, and frontage types are also shown on the diagrams. It is
important to note that the dimensions shown on each of the cross section diagrams are intended to
reflect average conditions and may vary depending upon the right-of-way available for a specific
roadway or segment of a roadway. Turn lanes and parking bays are shown on the diagrams to
illustrate how these roadway elements fit into the cross section. Not all locations wouldill have
the same elements as shown on the sample cross sections.
The responsibility for ongoing maintenance of these roadways is also a consideration. Typically,
the Virginia Dept. of Transportation (VDOT) maintains roadways in the County, including most
sidewalks. The County has accepted maintenance responsibility for the trees in landscaped strips
and medians.
The cross sections recommended in this Master Plan are grouped according to the type of road:
US 29, boulevards and other four-lane roads, and avenues and other two-lane roads. The four
cross sections for US 29 are repeated and additional cross sections for two-lane and four-lane
roadways are provided in Appendix 3. The caption for each cross section contains either a letter
in a box or a number in parentheses. These show, on the map at the end of Appendix 3, the
roadway segments to which each cross section applies.
US 29. For US 29, there are three general cross sections: four-lane, six-lane, and eight-lane. US
29 will continue to be a multi-lane principal arterial with a modified boulevard design that
alternates between urban and rural cross sections as it travels through the Places29 area. Table 4.1
lists the cross sections that occur along US 29. Each cross section is illustrated after the table. The
letters or numbers in squares beside the captions correspond to the sections shown on the map at
the end of Appendix 3. Roadway Cross Sections.
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Table 4.1. Overview of US 29 Cross Sections
Segment Basic Cross Section
Hydraulic Road to Polo
Grounds Road
Eight through lanes with median, no onstreet parking or bike lanes,
urban drainage; sidewalk on one side of the roadway, multi-use
(pedestrian and bicycle) path on the other. (See Figure 4.10)
Polo Grounds Road to
Hollymead Town Center and
Airport Drive to the North
Fork of the Rivanna River
Six lanes with wide median, no onstreet parking or bike lanes, rural
drainage; pedestrians and bicycles on paths adjacent to the
roadway. (See Figure 4.11)
Hollymead Town Center to
Airport Road
Six lanes with median and right turn lanes, no onstreet parking or
bike lanes, urban drainage; sidewalk/path on one side of the
roadway, multi-use path on the other. (See Figure 4.12)
North of the North Fork of the
Rivanna River
Four lanes with wide median, no onstreet parking or bike lanes,
rural drainage; multi-use path on one side of the roadway. (See
Figure 4.13)
Figure 4.10. US 29, a typical eight-lane section, as used from Hydraulic Road
to Polo Grounds Road. Right turn lanes may be added, as necessary. Left turn
lanes will be incorporated into the median. The multi-use path may be placed
on the other side of the street than shown.
A
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.Figure 4.11. US 29, six-lane rural section from Polo Grounds Road to
Towncenter Drive and from Airport Road to the North Fork of the Rivanna
River.
Figure 4.12. US 29 Six-Lane Section with Urban Frontage, from Hollymead
Town Center to Airport Road. Building setbacks will be 30 feet from the
back of the curb. This section shows noncontinuous right turn lanes.
C
set
B E
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Figure 4.13. US 29 Existing Conditions with Added Multi-Use Path and
Median Landscaping, located north of the North Fork of the Rivanna River.
Boulevards and Other Four-Lane Roadways
Four-lane roadways in the Places29 area are generally, but not always, boulevards with center
medians and include provisions for bike lanes, sidewalks, and onstreet parking. On some roads,
the median is a two-way left turn lane. The cross section shown in Figure 4.14 is one example of
a typical four-lane roadway. Where the right-of-way is constrained, the median may be narrower,
bike lanes may have to be eliminated, and/or sidewalks and landscaped strips narrowed. Where
there is sufficient right-of-way, onstreet parking may be added. Where the topography is an issue,
the two sides of the roadway may be constructed at different elevations. Additional examples of
four-lane road cross sections that incorporate a number of variations from what is shown in
Figure 4.14 are included in Appendix 3. The key four-lane roadways in the Places29 area and
their cross sections are described below Figure 4.14.
Figure 4.14. A representative cross section of a four-lane road (7A).
F
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Rio Road East. Rio Road east of US 29 to the Meadow Creek Parkway will continue as a four-
lane boulevard with a center turn lane, without onstreet parking, but with onstreet bike lanes and
sidewalks on both sides of the roadway. Landscaped strips would separate the sidewalks from the
roadway. Portions of this segment of roadway would have an access lane adjacent to Rio Road,
which would relocate the sidewalk to the outside of the access lane on one side of Rio Road.
Hydraulic Road and Rio Road West. Hydraulic Road and Rio Road west of US 29 would
continue as four-lane boulevards with center turn lanes, without onstreet parking, but with
onstreet bike lanes and sidewalks on both sides of the roadway. Landscaped strips would separate
the sidewalks from the roadway. A continuous two-way left turn lane would be used in place of a
median on Hydraulic Road.
Berkmar Drive. Berkmar Drive from Rio Road to Hilton Heights Road would be a four-lane
boulevard with a 16-foot center median with onstreet bike lanes and sidewalks on both sides of
the road. Landscaped strips would separate the sidewalks from the roadway. Segments of
Berkmar Drive would have onstreet parking.
There are constrained locations on Berkmar Drive where insufficient right-of-way is available to
develop the roadway according to the cross section described above. In those locations, the center
median would be reduced to a nominal 4 to 6 feet, and left turns would be made from the inside
through lanes rather than from dedicated left-turn lanes.
As Berkmar Drive extends north from Hilton Heights Road, the west side of the roadway might
be modified to provide bays for parking with landscaping between the parking pockets and the
sidewalk. The onstreet bike lane would be replaced with a multi-use path that would continue
across the bridge over the South Fork of the Rivanna River. North of the bridge, Berkmar would
be a rural four-lane boulevard with multi-use trails on either side of the roadway. If the
Development Area boundary is expanded to include the area through which Berkmar Drive
would extend, Berkmar would transition from a rural four-lane boulevard as described above to a
four-lane urban section with a median and sidewalks. Ultimately, Berkmar Drive wouldill
transition to a two-lane section with sidewalks when it joins Meeting Street in Hollymead Town
Center.
Airport Road. Airport Road will continue as a four-lane boulevard without onstreet parking, but
with onstreet bike lanes and sidewalks on both sides. Landscaped strips would separate the
sidewalks from the roadway.
Innovation Drive/Lewis & Clark Drive. From Airport Road to US 29, this road will be a four-
lane avenue with a center median. One side will have a sidewalk with tree wells and the other
side will have a landscaped strip and a multi-use path.
Dickerson Road (portions). From Earlysville Road to Quail Run, Dickerson Road will be a
four-lane split section road. It will be rural on the west side. On the east side, it will have a curb,
sidewalk, and street trees.
Boulders Road, unnamed roads connecting US 29 to North Pointe Blvd., the portion of
Towncenter Drive east of Meeting Street, and Timberwood Blvd. will also have a four-lane
section.
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Avenues and Other Two-Lane Roadways
Two-lane roadways in the Places29 area are used for both short trips and access to adjacent land
uses. These roadways are multimodal; pedestrians, bicyclists, transit users, and vehicles all have
access to the land uses nearby. These roadways are also low-speed and tree-lined. They may
include turn lanes and onstreet parking and have buildings close to the street. A typical two-lane
cross section is shown in Figure 4.15. In many instances, an existing road haswill have a
constrained right-of-way, so some roadway elements in this cross section may need to be
narrowed or eliminated. Additional examples of two-lane roadways are included in Appendix 3.
The key two-lane roadways in the Places29 area and their cross sections are described below
Figure 4.15.
Figure 4.15. A representative example of a two-lane road cross section (15). [Minor
changes will be made in some of the measurements for sidewalks, landscaped buffers,
and multi-use paths]
Hillsdale Drive, Berkmar Drive (portions), New StreetsRoutes in Mixed-Use Centers.
Hillsdale Drive from Greenbrier Drive to Road East, Berkmar Drive south of Rio Road, and
several of the new streets in mixed-use centers will be two-lane avenues (some with center
medians), onstreet parking, bike lanes, and sidewalks with tree wells on both sides.
Towncenter Drive (portions), Ring Roads, Meeting Street (portions), the Uptown Main
Street, Northside Drive, Hollymead Drive, Timberwood Blvd. Towncenter Drive west of
Meeting Street and portions of any connecting roads around the Rio Road/US 29 intersection
wouldill be a two-lane avenues with onstreet parking and sidewalks with tree wells on both sides.
The main street in the Uptown will have a similar cross section, but with wider sidewalks.
Meeting Street south of Towncenter Drive will be convertible from two lanes with onstreet
parking to four lanes, if needed, by removing the onstreet parking. Northside Drive and
Hollymead Drive Extended will have the same traffic zone design, but the sidewalks with tree
wells would be replaced on one side by a sidewalk and a landscaped strip and on the other side by
a landscaped strip and a multi-use path.
Albemarle Place Drive Extended and Boulders Road/Piney Mountain Loop (portions). The
Boulders Road/Piney Mountain Loop road will be a two-lane avenue with onstreet parking and
bike lanes on both sides. If Albemarle Place Drive is extended north of Greenbrier Drive adjacent
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to existing residential uses, it will not be expected to have a sidewalk. Buffering and screening
will buffer the existing residences from the new roadway.
North Pointe Boulevard. North Pointe Boulevard will be a two-lane avenue with a center
median and bike lanes and sidewalks on both sides. Landscaped strips will separate the sidewalk
from the roadway. This street could be converted to a four-lane section if it were ever required to
carry greater traffic volumes.
Proffit Road. Proffit Road from Worth Crossing to Pritchett Lane will be a two-lane avenue,
with a center turn lane, but without onstreet parking. One side of the roadway will have a
sidewalk and the other a multi-use path, both separated from the roadway by landscaped strips.
East of Pritchett, Proffit Road will transition to a rural section and the sidewalk will be
discontinued.
Dickerson Road. Dickerson Road north of Quail Run may be reconstructed to an urban section.
However, provision should be made for it to ultimately have four lanes.
Commonwealth Drive, Whitewood Road, Woodburn Road. All of these are existing urban
streets. However, as redevelopment takes place, tree lawns or grates should be added along with
sidewalks where they do not currently exist.
Neighborhood Streets and Block Patterns
One of the major transportation recommendations of this Master Plan, as discussed above, is to
construct a network of roads parallel and perpendicular to US 29 that would give drivers,
pedestrians, bicyclists, and transit users alternate routes to destinations. This network of parallel
and perpendicular roads wouldill allow a significant number of local trips to be on roads other
than US 29 for all or part of their length. The network of parallel and perpendicular roads shown
on the Transportation Network Diagram provides the major framework for all of the smaller,
local streets that serve individual developments and neighborhoods. It is important to note that the
Transportation Network Diagram illustrates the most critical future roadways, but not the full
pattern of local streets that is needed to fulfill the connectivity goals of this Master Plan.
These local streets and the block patterns they form are the subject of this section. Decisions
about the street network result in blocks of various sizes. Blocks are one of the most fundamental
elements of urban form. Blocks and block size are essential in creating walkable, interconnected
neighborhoods. As noted in the Neighborhood Model, the hilly character of Albemarle
significantly affects the ability to create a true grid street system. Instead, the recommendations
are for street connections that relate more to Albemarle topography. While rectangular blocks
may not be possible, parallel and perpendicular connections can mimic blocks.
To create blocks in the Places 29 area, three types of local streets can be used to support
development along US 29 while limiting entrances onto US 29. These three streets are a one-way
service road, a new main street with its back to the primary arterial, and a perpendicular street
arrangement. All the examples below illustrate concepts for US 29, but can easily be adapted for
other parallel and perpendicular streets. The three concepts can also be combined in order to
accommodate a broad range of local conditions and types of existing and proposed development.
Local Access Lane/Service Road (with one-way traffic)
Figure 4.16 illustrates how a local access lane can help create a block pattern that meets
interconnectivity needs while reducing the number of intersections along US 29 or other major
road. The local access lane is a low-speed, one-way travel lane that is parallel to major road. The
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lane provides access to adjacent properties and allows turning movements onto local streets that
do not intersect with the center travel lanes of the major road. Local access lanes may also
provide parallel or angled parking to support businesses oriented towards the major road and
pedestrian activity along the sidewalks between the access lane and adjacent uses (Figure 4.17).
Figure 4.16. A Local Access lane, shown on the left side of the diagram just to the right of
the Entrance Corridor, facilitates a block pattern that promotes interconnectivity while
minimizing the number of intersections along a major road.
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Figure 4.17. A cross section showing local access lanes on each side of an Entrance
Corridor. These lanes create a pedestrian and business-friendly environment along the
street edge where onstreet parking and vegetated medians buffer the sidewalks.
A landscaped median buffers activities in the local access lane from the fast moving traffic in the
center travel lanes. The main facades and entrances of buildings are oriented toward the
pedestrian-friendly local access lane. The photosimulation in Figure 4.18 illustrates the potential
streetscape character of such a local access lane along US 29. Local access lanes may be most
appropriate for urbanized portions of US 29 south of the South Fork of the Rivanna River.
Figure 4.18. A photosimulation showing a local access lane along US 29.
Local Access Lanes are appropriate along major roads with high traffic volumes, where a strong
buffer and transition is required between fast moving traffic and the land uses that face the major
road. The feasibility of local access lanes depends on local conditions, such as the available right
of way, and should be determined through a feasibility study. Local access lanes are an
appropriate solution along US 29 (or other major roads).
Three types of intersections may occur along a local access lane:
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1. An intersecting local road or access aisle forms a T-intersection with the local access
lane. In this configuration, the side median of the access lane is continuous and prevents
access to the center travel lanes of the major road (see Location A in Figure 4.16).
2. A two-lane street intersects with the local access lane and the center travel lanes of the
major road. The center median is continuous while the side median of the access lane is
broken to allow right-in/right-out traffic movements (see Location B in Figure 4.16).
3. A perpendicular cross street with travel and turn lanes intersects with the major road. The
center median of the major road is broken to allow left turns onto and/or off the major
road at a signal. Under these conditions, the local access lane rejoins the center travel
lanes about 50 feet prior to reaching the major cross street. Alternatively, the local access
lane may continue to the cross street, where it ends with a right-turn only movement at
the intersection (see Location C in Figure 4.16).
The photosimulation in Figure 4.19 and the cross section in Figure 4.20 illustrate a local access
lane at a smaller scale near Gasoline Alley along Rio Road East. In the photosimulation, the local
access lane is on the far side of the street from the viewer. The cross section shows how vehicular
connections through surface parking lots (or structured parking) behind the buildings that face the
local access lane can be used to facilitate a circulation pattern that allows travel in the direction
opposite to that of the access lane.
Figure 4.19. A local access lane fronts the street in the photosimulation of redevelopment
in the Gasoline Alley area.
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Figure 4.20. A cross section illustrating how the side median of a local access lane can be
used to bridge grade differences between the center travel lane and the adjacent
development.
Loop Road (two-way traffic)
Similar to a local access lane, the ―Loop Road‖ concept illustrated in Figure 4.21 can also be used
to reduce the number of direct street connections to the major road. However, with a loop road, a
pedestrian-friendly environment is created along a street that parallels the major road at a distance
that allows for development (and parking) to occur between the loop road and the major road.
Parking is accommodated behind the buildings that front on the loop road/pedestrian street. As
this locates parking adjacent to and along the major road (or Entrance Corridor), landscape
buffers are needed to create a positive pedestrian environment for people using the multi-use
paths or sidewalks and to create a coherent visual quality along the Corridor.
The truncated streets or parking access roads between the Loop Road and the major road should
be used to create pedestrian and bicycle connections between the pedestrian-oriented loop road
and the multi-use paths or sidewalks along the major road.
The Loop Road approach is appropriate where the right of way is limited or where topographic
conditions do not allow the use of local access lanes.
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Figure 4.21. A Loop Road can be used to minimize the number of direct connections to
the major road, while offering a protected pedestrian and business-friendly street
environment.
Perpendicular Main Street
The concept of the ―Perpendicular Main Street‖ is related to the Centers that are oriented toward a
street perpendicular to US 29. North of the South Fork of the Rivanna River, examples of
perpendicular main streets include Ashwood Blvd., Airport Road, and Proffit Road. South of the
South Fork, Perpendicular Main Streets tie directly into the existing or redeveloping urban fabric
along US 29. Figure 4.22 illustrates how block and street patterns can satisfy the guidelines for
block size and a multimodal street network. While the perpendicular street is the only street that
creates a vehicular link between US 29 and a parallel road (e.g., Berkmar Drive Extended),
frequent non-vehicular connections between local streets and the multi-use path along US 29
establish a high level of connectivity for non-vehicular travel modes.
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Figure 4.22. A perpendicular Main Street can be the only street that creates a vehicular
link between a major road and a parallel road (i.e., Berkmar Drive Extended). However,
frequent nonvehicular connections between local streets and the multi -use path along the
major road establish a high level of connectivity for nonvehicular travel modes.
During review of development proposals, special attention should be given to the need for the
parallel and perpendicular roads. The street network developed to serve areas adjacent to major
roads should rely on Local Access Lanes and Loop Roads to limit the number of roads
intersecting with the major road. Developers should be encouraged to provide those segments of
these roads that cross their property. Parallel and perpendicular roads should be designed for
lower traffic speeds, with bicycle and pedestrian amenities. Where access to parking lots behind
or beside buildings must cross pedestrian pathways or bicycle lanes, adequate signage and
markings should be provided to indicate where pedestrians and bicyclists are likely to be present
and where they have the right of way.
Transit-Oriented Development
An expanded and enhanced transit system is recommended for the Places29 area. As new blocks
and streets are created, it is important to include areas for transit. In order to attract passengers
and provide needed services throughout the area, transit stops should be provided in strategic
places and should incorporate amenities to make the system easy to use. Development near future
transit stops in all Entrance Corridors should include convenient pedestrian and bicycle
connections to these stops and consider the possibilities for transit-oriented development (TOD),
if the quality of provided transit services rises to the level of Bus Rapid Transit (BRT).
Future Bus Rapid Transit (BRT) or Express Bus stops on US 29 should include attractive and
functional bus shelters and provide ample space to accommodate convenient boarding/alighting,
as well as pedestrian circulation past the bus stop. Additional amenities, such as pedestrian-scale
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lighting, seating, trash/recycling receptacles, wayfinding signage, and bicycle parking should also
be considered, as warranted by expected ridership numbers.
Potential Transportation Improvements beyond 2025
There are several potential roadway improvements and recommendations for further study that
have grown out of the US 29 North Corridor Transportation Study. None of these are
recommended as part of the transportation network during the 20-year implementation timeframe.
However, they may become necessary after 2025.
Eastern Connector. The Eastern Connector was identified in the long-range transportation plan
for the Charlottesville-Albemarle area for an alignment study. The Albemarle County Board of
Supervisors (Board) and Charlottesville City Council (Council) decided in 2006 to fund the
Easter Connector Study jointly. The study area for the Eastern Connector is bounded by Route
250 to the south, US 29 to the west, Proffit Road to the north, and Route 20 to the east.
The result of the alignment study is a preferred alternative that includes either a four-lane or a
two-lane road going through Pen Park and, possibly, through Darden Towe Park. It should be
noted that there is considerable public opposition to routing the connector through parks. Also,
there may be significant federal hurdles to placing a roadway within parks that have received
federal funding or for a roadway to be built with federal funding through a park.
Additionally, the study recommended planning for future connections to Polo Grounds
Road and to Proffit Road. Neither of those alignments was considered effective within the
Eastern Connector timeframe, but the lack of a better option closer to Route 250 sparked
recognition that there is a need for planning further into the future for transportation
improvements (e.g., a 50-year timeframe). Both options have significant issues and there
are potential conflicts with the Southwest Mountain Historic District, Proffit Historic
District, and properties already in qualified conservation easement. Additionally, these
alternatives may conflict with some goals of the County’s Rural Areas Plan. All of these
issues would need to be studied further if there is interest in planning for a future connector
using either the Polo Grounds Road or Proffit Road alternatives.
Although a preferred alternative for the Eastern Connector was indentified in Fall 2008, the
Board of Supervisors delayed making a decision on the alignment, indicating that there are
no funds available now to pay for the connector. The Board also said it wants to see the
results of the National Household Transportation Survey, a regional origin and destination
(O & D) study, now being conducted by the Federal Highway Administration and due to be
completed in 2010. In addition, the Board would like the MPO Policy Board to be part of
the discussion on the choice of alignment.
While an Eastern Connector would improve connectivity betweenwithin the core of the City and
County, connecting the Eastern Connector to Rio Road would increase the westbound/northbound
and southbound/eastbound trips on Rio road and US 29.have the greatest impact on the US 29
North Corridor. Linking an Eastern Connector to Rio Road would increase the need for a facility
to provide a preferreddirect southbound to eastbound turning movementramp at the intersection
of Rio Road and US 29, rather than a ring road configuration as recommended. Constructing
Northern Free State Road would reduce the need for the direct ramp by intercepting traffic
coming from north of the Rivanna River.
Northern Free State Road. The network analyses indicated that, if Berkmar Drive is extended
across the South Fork of the Rivanna River, the Northern Free State Road connection would not
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be necessary before 2025. However, operations analyses showed that by 2025, several locations
on US 29 would be near capacity to the extent that additional development in the northern portion
of the corridor beyond 2025 would require additional improvements on US 29. In this post-2025
condition, Northern Free State Road would be necessary to relieve traffic congestion on US 29.
An Eastern Connector alignment linked to either Rio Road or Polo Grounds Road would
reinforce the need for the Northern Free State Road connection across the river. Accordingly,
preserving right-of-way for Northern Free State Road is recommended.
Development Capacity
This Master Plan distinguishes between growth projected to occur in the Northern Development
Areas within the 20-year implementation timeframe and the potential development capacity of the
area to accommodate all the land uses designated on the Future Land Use Map. The Future Land
Use Map shows land use designations for all of the property in the Northern Development Areas,
whether it is likely to develop during the 20-year implementation timeframe or afterward. In fact,
it is likely to be decades before all of the land uses shown on the Map have reached full buildout.
2025 Growth Projections
The traffic analysis conducted for this plan takes into account the growth projections for the
Charlottesville/Northern Albemarle area as established by the 2025 regional growth allocation
from the state demographer. The projected growth between the base year for this plan (2005) and
the year 2025 are listed in Table 4.2 below. The majority of the projected growth will occur in
already approved projects, with the remaining growth assumed to occur in areas surrounding
these developments.
Potential Capacity
Currently, no exact predictions can be made about growth rates and the spatial allocation of
growth in the Places29 area beyond the 2025 time horizon. However, using the Future Land Use
Map, the potential development capacity, which is the capacity of an area of land to
accommodate a designated land use, can be calculated. The calculations of potential development
capacity for the Places29 area take into account the range of intensities and the mix of uses that
are allowed within the different land use designations shown on the Future Land Use Map. Table
4.2 lists the possible range of potential development capacities for employment and residential
land uses in the Places29 area.
It is important to understand that future development will not consistently occur at the highest or
lowest end of the range. It is expected that the development capacity—the full implementation of
the illustrated land use pattern and neighborhood structure—will occur many years or even
decades after 2025.
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Table 4.2. Existing and Projected (2025) Development Capacity for Residential
Units and Employment
Dwelling
Units
Dwelling
Units Change Employment Employment
Change
Existing (2005) 14,200 --- 15,900 ---
Projected (2025) 21,000 48% 40,900 157%
Development Capacity 37,900 167% 127,200 700%
Source: CD+A. Additional information is in the Assets, Needs & Opportunities Report.
How to Use the Maps and Tables in this Chapter
The Future Land Use Map and Parks & Green Systems Map should be used to understand the
desired community structure for the Places29 area. Together with the Land Use Tables, the maps
provide the information needed to determine what land use designations and densities/intensities
are recommended in a given location. Both the maps and the tables give County staff, developers,
property owners, elected officials, and the public the information to determine land uses and
intensities by following three steps:
Step 1: Use the Future Land Use Map to determine which Land Use designation is assigned
to a specific property and whether the property is located in a Center, in the area
around a Center, or in the Uptown. If the property is located in a Center, the type of
Center (Neighborhood Service, Community, or Destination) also needs to be noted.
Step 2: Use the appropriate Land Use Table to determine which primary and secondary land
uses are recommended within a given Land Use designation. Use Table LU1 for
property located in Centers and the Uptown and Table LU2 for property in areas
around Centers. In some cases, certain primary or secondary uses may only be
recommended for properties larger than a certain size. Other conditions may include
maximum sizes (in square feet) for a use or building footprint.
To use Land Use Table 1, locate the type of Center across the top of the table. Then,
look for the desired use on the left hand side of the table. The information in the box
at the intersection of the appropriate column and row gives the requirements for the
type of use in that Center type.
To use Land Use Table 2, locate the land use designation across the top of the table.
Then, look for the desired use on the left hand side of the table. The information in
the box at the intersection of the column and row gives the requirements for that type
of use in that land use designation.
On the Land Use tables, the term ―by exception‖ means that a larger building
footprint or single land use might be supported for one of the Centers or areas around
a Center if the larger building or use will fulfill the goals of the Master Plan and the
Neighborhood Model, including walkability, compact development, interconnected
streets, block and lot sizes, and so on. The decision on whether to allow a larger
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footprint building or allow other changes to building form or use will be made as part
of the rezoning process; property owners seeking to rezone will need to include the
request for larger footprint buildings in their application narratives and
concept/application plans.
Step 3: Refer to the Parks & Green Systems Map to determine whether an additional open
space may be required on or near the subject property. Whether an additional open
space will be required as part of development on the subject property depends on the
size of the individual property or overall project and the proximity of the property to
a mixed-use center.
The Parks & Green Systems Map also provides information about stream buffers,
areas of steep slopes, 100-year floodplains, and existing or proposed Greenways,
bicycle facilities, and trails that may be recommended for the property.
After completing the steps above, the applicant should refer to Chapter 7, Design Guidelines for
the Places29 Area to determine what other standards and guidelines apply to the site design and
other physical aspects of developing the property.
NOTE: In addition to using the maps and tables as described above, Plan users should also
consult the Reference Map to determine if there are any additional recommendations that apply to
the area of the Plan they are investigating.
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Chapter 8: Implementation of the Master Plan
Introduction
The Places29 Master Plan is, first and foremost, a vision plan. The Vision, described more fully in
Chapter 2, does not have a timeframe; it is the ultimate future condition for the Places29 area. In fact, it
may be decades before this ultimate buildout condition is reached—before the land uses shown on the
Future Land Use Map in Chapter 4 are all in place.
After describing the Vision, the Plan explains what changes will need to be made and what projects will
need to be implemented during the next 20 years to address the existing backlog of needed infrastructure
improvements, to support growth and development that will have an impact on this infrastructure, and,
ultimately, to move the Places29 area closer to that ultimate Vision.
This chapter describes the public and private actions—the implementation projects—that will be needed
to implement the Master Plan over the next 20 years. This chapter provides general direction and
guidance on the timing of transportation and other infrastructure improvements, as well as other planning
and design studies and processes. In addition, this chapter recommends Priorities where the County needs
to focus its funds on provision of infrastructure to support existing and proposed development. The
chapter ends with a List of Implementation Projects. This List presents the implementation projects in the
approximate order in which they are expected to begin, along with estimated costs and proposed funding
sources. More detailed information about each of the implementation projects, including maps or
diagrams of many of them, is given in Appendix 2, Implementation Project Descriptions.
The implementation projects are grouped into four categories: Transportation, Land Use and
Development, Community Facilities and Services, and Parks and Green Systems. The Transportation
category contains the largest number of projects and requires the greatest amount of funding. The
recommended improvements will support the future growth anticipated in the Master Plan. While funding
for these improvements may not be available at the time the project is expected to begin and obtaining
funding might require longer time periods than anticipated in the Master Plan, the Plan establishes how
these improvements should be provided concurrent with new development under the proposed land uses.
Even without funding for all of the implementation projects, this Master Plan is valuable because it sets
forth the community’s vision for the area and demonstrates how development can be designed to support
the principles of the Neighborhood Model.
The implementation projects are scheduled to begin throughout the 20-year implementation timeframe.
There are several reasons for this spacing: first, the projects that will support the recommended Priority
Areas should begin first. Many of these projects are needed now to serve existing development and to
address the backlog of infrastructure needs. Other projects are not expected to be necessary until further
development takes place, and some projects are dependent on completion of an earlier one. And, as noted
above, many of the projects are dependent on funding that has not been identified or may not be available
for several years.
Other areas in the County also have infrastructure needs that must be met and which may be more
immediate than some of the needs in the Places29 area. The County will need to balance the needs of all
areas with the available funding.
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The implementation projects and the priorities assigned to them will be reexamined every five years when
the Master Plan is reviewed and updated. The first update will begin five years after adoption of the
Master Plan.
Transportation Projects
The recommended transportation projects form a multimodal transportation network that is designed to
address both unmet existing needs and future transportation demands. The transportation improvements
recommended to begin in the first ten years are intended primarily to address the existing needs. Then, as
the Places29 area and the surrounding region continue to grow and transportation demands increase, the
full listall of these and/or other potential improvements deserve serious consideration and may indeed be
neededare ultimately expected to be necessary. In other words, the recommended transportation projects
form a unified sequential set of improvements over the short and long term, not a list of choices.
It is essential to recognize that all except one of these recommended transportation improvements are
needed regardless of whether the County adopts this Master Plan. The enhanced transit system is the one
project specifically recommended in the Master Plan that would not also have been required by the 1996
Land Use Plan. One reason so many of the other projects are necessary is that many properties both inside
and outside the Places29 area are already zoned and ready to develop, so the potential for additional
growth exists even without the Master Plan. The Future Land Use Map is designed to balance land uses
with the transportation network; together they promote a form of development that can reduce future
transportation demands. Without this form of development, future transportation demands are expected to
be even higher than projected.
This Plan recognizes that the transportation network in the Places29 area serves the needs of both regional
and local traffic. US 29 functions as a National Highway of Significance; 10 – 12 percent of the traffic it
serves originates outside the Places29 area and has destinations that are also outside the area. Some of the
transportation improvements are necessary to serve this regional need as well as local growth. About two-
thirds of the trips on US 29 are local trips that begin and end in the Places29 area. Some of the
transportation improvements will give these local drivers alternate routes and/or open up planned areas
for development and redevelopment.
The proposed design for US 29 allows for the US 29 improvements to be implemented as a series of
independent roadway projects over the 20-year implementation timeframe. The improvements are
multimodal; they include transit as an integral part of the transportation system and transit-friendly design
to complement proposed transit routes. Further, pedestrian and bicycle improvements are planned
throughout the Places29 area. Many projects can be implemented as redevelopment takes place. The
design will also provide alternatives for existing intersection movements during the construction of major
improvements along the US 29 Corridor.
Prior to construction of any improvements to US 29, each improvement will require preliminary and final
engineering design, programming of funding and potential right-of-way acquisition. The timelines for
these activities will vary depending upon the complexity of the roadway elements. Projects may overlap;
one improvement may be under construction as planning begins for another. A timeline provided by
VDOT shows that major improvementsone of the grade-separated intersections (one of the most complex
of the road improvements projects) could take 8 to 12 years to complete. This 8 – 12 year period includes
the time involved in project scoping, consultant procurement, location surveys, preliminary design,
location & design public hearing, final design, right-of-way acquisition, relocation of utilities,
development of documents for advertisement and bids, and, finally, construction.
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While VDOT is the lead agency for improvements to primary and secondary system roadways, the
County plays a vital land use role by coordinating how private development occurs in relation to the
roadway improvements. The County also works with VDOT in the design of the improvements and by
participating in regional project priority programming through the Metropolitan Planning Organization
(MPO).
Each development project and transportation improvement will be reviewed by county and VDOT staff
for compliance with the Access Management Plan. As parallel routes are implemented, the County and
VDOT will work with businesses and property owners along US 29 to implement the access management
program. Access management is intended to maximize the effectiveness and safety of the roadway
system, particularly in relation to land adjacent to the roadway. This program is described in more detail
in US 29 North Corridor Transportation Study Technical Memo 7, dated May 25, 2007.
A Note about the “Western Bypass.” The US 29 North Corridor Transportation Study has shown that
the set of transportation improvements recommended in this Plan will be an effective and efficient means
to address existing and future transportation demands for all users of the US 29 Corridor during the 20-
year implementation timeframe. While the originally proposed Western Bypass would have served most
of the regional traffic (the 12% of drivers moving through the Places29 area without stopping), the
Bypass would not have helped local traffic (64%) or served many of the subregional vehicle trips (24%).
It was recognized in 1990 after VDOT’s consultant study of alternatives to relieve congestion in the US
29 corridor that a western bypass was not preferable to or a substitute for improvements in the corridor. In
fact, in the early 1990s, the City, County, and University signed an agreement concurring with a 1990
Commonwealth Transportation Board (CTB) resolution that sequenced improvements such that the
Western Bypass would be constructed only after completion of projects such as the widening of US 29
from Hydraulic Road to the South Fork of the Rivanna River, the Meadow Creek Parkway, grade
separated interchanges on US 29 at Hydraulic Road, Greenbrier Drive, and Rio Road, and the North
Grounds Connector, and only ―when traffic on Route 29 is unacceptable and economic conditions
permit.‖ It was in the spirit of this agreement that the County actually worked to preserve the ultimate
alignment of the Western Bypass in its land use decisions for several years. It was only after a subsequent
decision by the CTB in 1995 to rescind the previously agreed-to sequencing of projects that the County
withdrew all support for the Western Bypass, and the Metropolitan Planning Organization (MPO) voted
unanimously to withhold federal funding for construction of the Western Bypass until the agreed-upon
sequencing of the projects was restored.
An alternative route from the 250 Bypass north to Greene County that would have functioned as a longer
bypass to the west of US 29 was considered during the early phases of the Places29 transportation
modeling, but such an alternative route would have been significantly more expensive and, most
importantly, would not have served more than about 12 – 20% of the traffic on US 29.
Land Use & Development Projects
The recommended land use and development projects are designed to create the form of compact,
pedestrian-friendly urban development envisioned in the principles of the County’s Neighborhood Model.
These projects include establishment of a Community Advisory Council to assist in implementation of the
Plan.
The Future Land Use Map in Chapter 4 governs land use and development decisionmaking in the
Northern Development Areas. As each zoning map amendment and special use permit is reviewed for
approval, the recommendations in this Master Plan will be applied. As such, there are fewer individual
projects listed in the Land Use & Development Projects sections of the Implementation Table than there
are, for example, under Transportation. Instead, as developers bring forward new proposals, the proposed
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developments will be evaluated according to the Future Land Use Map and Tables, Parks & Green
Systems Map, the principles of the Neighborhood Model, and other parts of the Comprehensive Plan.
Community Facilities & Services Projects
Existing and proposed community facilities and services are presented in detail in Chapter 6. The
planning for and operation of each facility and service is the responsibility of a County department or
regional agency. The projects needed to support the existing and future development in this area are
identified in this Plan. Recommendations included in master plans prepared by other County departments
and agencies have been included as projects in this Plan.
Parks & Green Systems Projects
The Northern Development Area’s existing and proposed parks, trails, greenways, and open spaces are
shown on the Parks & Green Systems Map in Chapter 4. In some cases, the proposed open space needs
will be addressed as new developments are planned and constructed. In others, the County will provide
open spaces as the need for them arises and funds are available.
Implementation Priorities
This Master Plan recommends an extensive and interrelated series of implementation projects, as shown
in the List at the end of this chapter. To facilitate provision of these projects, two priorities have been set
in order to focus public efforts and limited resources where they are most needed during the 20-year
implementation timeframe. The priorities are based on several factors, including:
Existing facility, service, and infrastructure needs that are driven by existing development. There is a
backlog of transportation, infrastructure, and community facilities and services needs that is already
needed to serve the community as it exists today.
Regional transportation needs are acute in this part of the County.
Priority should be given to investments in the transportation network, community facilities and
services, and parks and green systems that support the areas where developments have been
approved, but not yet built.
Improvements needed to support further development outside of the mapped Priority Areas and
corridors. Relative to the three bullets above, investments are not anticipated in these areas.
Many of the approved developments include transportation improvements or other facilities that will be
constructed by the developer. The precise timing and phasing of development will be determined by
developers and property owners based on market conditions, so, it is difficult for the County to know
when some of the promised infrastructure will be completed.
The two Priorities recommended in this Master Plan are:
Priority 1: Transportation Improvements in the US 29 Corridor
The transportation network in the Northern Development Areas is intended to serve all users, from those
making very local trips (e.g., from home to the grocery store a few blocks away) to those traveling long
distances who simply pass through the Places29 area. The transportation network, in particular US 29, is
already congested in some areas at certain times. Several road improvements have been proposed for
years to address this congestion. The transportation corridor has been designated a Priority to support the
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backlog of road improvements that are necessary to keep traffic moving (See Priority 1 Figure). While
this area seems large, it has been drawn to include a large number of essential transportation projects,
including the two areas that will be subject to Small Area Plans.
In most cases, construction of the network of roads parallel to US 29 depends largely on the timing of
private development projects along the corridor. However, some segments of the parallel roadways are
needed to provide alternate routes during construction of US 29 improvements. In these areas, portions of
the parallel road network may need to be designed and constructed before private development takes
place adjacent to US 29. Similarly, some portions of the parallel road network will extend the useful life
of the existing US 29, so that large-scale roadway improvements can be deferred as far as possible into
the future.
The Five Essential Transportation Projects
The four transportation improvements listed below are the most critical transportation improvements for
the US 29 corridor Priority Area and are the following five projects. Of these five, the first four projects
are the highest priority for implementation during the first five years of Plan implementation.
1. The improvements recommended in the 29H250 study and Hillsdale Drive Extended.
Construction of the segment of Hillsdale north of Hydraulic Road is essential to reduce the
volume of turning traffic at the intersection of US 29 and Hydraulic Road. Improvements to US
29 noted as a & b below are also critical to maintain the level of service and improve traffic flow
on US 29 between the Hydraulic Road intersection and the 250 Bypass intersection. This
improvement is under design (2010) by the City and VDOT. While these improvements are in the
City, they are essential to the function of the US 29 corridor and include:
a. Expand the southbound-to-westbound ramp at the US 29/250 Bypass (the southbound
onramp south of Angus Road), with an auxiliary lane to the Barracks Road offramp, and
construct a fourth southbound lane on US 29 between Hydraulic Road and the USX 29
interchange ramp.
b. Construct a westbound merge lane on the 250 Bypass at the Barracks Road interchange.
Additional improvements for this intersection and the surrounding area that are expected to be
needed after the first five years are listed in Appendix 2.
b. Construct an eastbound-to-northbound/southbound offramp at the US 29/250 Bypass and
construct a new offramp at Holiday Drive.
c. Close the eastbound-to-northbound/southbound offloop at the US 29/250 Bypass and
reconstruct the northbound-to-eastbound onramp.
d. Reconstruct the southbound-to-eastbound onloop at the US 29/250 Bypass.
e. Expand US 29 from Morton Drive to Seminole Square to eight through lanes plus turn
lanes.
f. Reconstruct the 250 Bypass/Hydraulic Road intersection.
g. Reconstruct Hydraulic Road from US 29 to the 250 Bypass.
h. Increase parallel local roadway capacity by extending Hillsdale Drive from Greenbrier
Road to Hydraulic Road and, ultimately, to Holiday Drive.
i. Design and construct the US 29 / Hydraulic intersection as a single point urban
interchange (SPUI).
It is important to recognize that construction of the grade separation at Hydraulic and US 29 (―j‖)
is considered a long-term project and is not expected to begin until completion of the other noted
improvements (c-i) or their equivalents. This is not expected to occur until late in the second ten
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years of Plan implementation (or beyond) and will require coordination with the City of
Charlottesville. Recommendations for transportation improvements will be reevaluated with the
five-year update of the Master Plan.
2. Widening US 29 to six lanes—the segment of US 29 from Polo Grounds Road north to
Towncenter Drive needs to be widened to six lanes; in fact this project has been in the Six-Year
Plan for several years. An important part of this project will be safet y improvements to the
northbound lanes. Completion of this project is considered the highest priority project in the
County.
Eventually, the segment of US 29 north of Airport Road to the North Fork of the Rivanna River
will also need to be widened to six lanes. The need to widen this second segment of US 29 is not
likely to occur until the very end of the 20-year implementation timeframe.
3. Berkmar Drive Extended—a new road segment from Hilton Heights Road north to Towncenter
Drive, including construction of the bridge over the South Fork of the Rivanna River, is needed to
provide an alternate, parallel road primarily for local traffic and to support the widening of US 29
north of Polo Grounds Road. The first step in the process of implementing Berkmar Drive
Extended will be completion of the location, design, and environmental review for the bridge
over the South Fork of the Rivanna. This step will be the focus of the implementation effort
during the next five years. The ideal phasing to support the widening of US 29 would be to
construct Berkmar Drive Extended before beginning construction of the additional lanes on US
29. However, given limited resources, the US 29 widening should receive the highest priority for
construction funding.
4. Transit—providing enhanced transit service will enable some drivers to use transit for some of
their trips, thereby reducing the number of vehicle trips on network roads. It will also provide
opportunities for transit-dependent people to reach additional destinations. Transit service should
be expanded south of the South Fork of the Rivanna River and established north of the South
Fork as soon as sufficient density is developed to support transit in the Hollymead/Piney
Mountain area.
5. Intersection Improvements at Rio Road and US 29, including eventual grade-separation of the
intersection and adjacent and parallel roads (―Ring Roads‖) that will connect US 29 with Rio
Road. The majority of these roads will be at grade level (not ramps or flyovers), and they will
double as neighborhood streets to serve development adjacent to them. The process of improving
this intersection will begin with preparation of a Small Area Plan. The small area planning
process, described in more detail elsewhere in this chapter, will include evaluation and
development of the preliminary design concepts for road improvements that could prolong the
life of the at-grade intersection and then provide a design concept for the potential grade
separation improvement or other viable alternatives, if determined to be necessary. The small area
planning process is not expected to begin until the second five years of Plan implementation.
It should be noted that, based on the latest traffic modeling, all of the transportation improvements
recommended in this Plan are considered necessary in order to maintain and improve the flow of traffic
through the Places 29 area over the 20 years of Plan implementation. With each five -year Plan update, the
need for these improvements will be reevaluated through an update of the traffic modeling.
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More detailed information about each of the recommended transportation projects is found in
Appendix 2, Implementation Project Descriptions.
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Priority 2: For Public Investment and Land Use Decisionmaking
Priority 2 reflects the intent to focus public investment where new development has been approved and
where redevelopment is encouraged. There are two distinct geographic areas. First, Priority 2 South
includes the portions of Neighborhood 1 and Neighborhood 2 shown in the Priority 2 South figure. This
area was selected because a Small Area Plan will be developed for the area around the intersection of Rio
Road and US 29. Much of the existing commercial development in this area may be ready for
redevelopment, so the focus of public investment here will be on revitalizing, expanding, and improving
the existing infrastructure to support redevelopment during the first ten years of Plan implementation.
Priority 2 also includes the portion of the Hollymead Community shown in the Priority 2 North figure.
This part of the Hollymead Community has been approved for development and construction is
underway, so this area was selected to focus public infrastructure investment to support this approved
development. A large part of this area will also be included in the Airport Road Corridor Small Area Plan.
Private Development & Public Investments in Non-Priority Areas
While decisions on private development proposals (rezonings and special use permits) and public
investments should not be based solely on these Priorities, in the absence of specific objective criteria,
decisions on development proposals should be made with an understanding of where public investments
are focused. Focusing public investments creates efficiencies and ensures that infrastructure is in place
when it is needed. County land use decisions should be consistent with the Priorities established in this
Plan. If the infrastructure needed to support a proposed development outside the Priority Areas is not in
place, the proposed development should not be approved. For those implementation projects that are
already needed to serve existing and/or approved development, there is a notation to that effect in the
―Milestones‖ section of the project description in Appendix 2.
When a development proposal is evaluated, any public infrastructure that would be adversely affected by
the proposal or is already in a substandard condition will be identified. The existing condition of and any
adverse affects on the public infrastructure from a development proposal should be important factors in
considering the suitability of the property for the proposed use. The transportation and other infrastructure
requirements of the community, including the timing of improvements should also be considered during
evaluation of development proposals. The County will consider the following:
a. Existing facilities
b. Facilities included in the capital improvements program
c. Service level standards established by the Community Facilities Plan or approved facility master
plans or service plans, and the effect of existing development,and approved development, and the
proposed development, on those standards
d. The ability of the County to finance facilities under its fiscal policies
e. Service levels on the existing transportation system; the effect of existing and approved
development and the proposed development on those service levels and the effect of proposed
roads which are funded for construction
f. Commitments to phase the proposed development to the availability of adequate services and
facilities
g. Other mechanisms or analyses as the County may employ that measure the adequacy of such
services and facilities for various areas or that measure the County’s ability to establish adequate
services and facilities
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The County wants to encourage infill development and redevelopment in appropriate locations, as well as
affordable housing, neighborhood-serving retail, light industry, and other land uses. As one of the first
implementation projects under this Master Plan, County staff will develop more detailed guidance,
including specific objective criteria, in the form of a future Comprehensive Plan Amendment about the
County’s expectations for proposed developments outside of the Priority Areas.
Small Area Plans
In order to coordinate land uses with recommended road improvements and to offer business and property
owners the opportunity to be involved in the design of the road improvements, this Plan recommends
preparation of Small Area Plans for two areas, both of which are shown on the Future Land Use Map:
1) The area around the intersection of US 29 and Rio Road
2) The Airport Road Corridor
Each Small Area Plan will feature:
Updated current and projected traffic information for the area being studied
A Future Land Use Map showing the land uses at a more detailed level than on the Places29
Future Land Use Map
A neighborhood street network that further details theis coordinated with the road improvements
recommended in the Places29 Master Plan
The preliminary design of the recommended transportationroad improvements recommended for
the area in the Places29 Master Plan
Identification of right-of-way (ROW) for the transportationroad improvements, including any
and new local streets, including alignments for Ring Roads and jug handle connecting roads
Measures to Any information that would help minimize the impacts of the recommended
transportationroad improvements
Identification of opportunities for business development, expansion, and relocation in the area
Other information, as determined during preparation of the scope of work for each Small Area
Plan
During preparation of the Small Area Plan and design of the road improvements, business and property
owners will be invited to work with County, VDOT, and TJPDC staff to identify and eliminate or
minimize possible impacts of the road improvements. When the Small Area Plan and preliminary design
are completed, the short-term (construction) impacts and long-term impacts of the road improvements
will be known.
Each Small Area Plan will be adopted into the County’s Comprehensive Plan as part of the Places29
Master Plan.
Intersection Improvements at Rio Road and US 29. The process of improving this intersection and the
transportation network around it will begin with preparation of a Small Area Plan. The small area
planning process will include evaluation and development of the preliminary design concepts for
transportation improvements that could prolong the life of the at-grade intersection and provide a design
concept for long-term improvements, as determined necessary at the time based on updated traffic
information. The small area planning process is not expected to begin until the second five years of Plan
implementation.
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The Small Area Planning Process
Each Small Area Plan would be prepared by County staff in conjunction with VDOT and TJPDC staff.
The process will involve the following steps, which may be reordered or expanded as necessary for each
Small Area Plan:
Funding for the Small Area Plan and preliminary design of the road improvement(s) is identified.
Initial coordination of and agreement on the roles and activities of County staff, VDOT staff, and
TJPDC staff, and of any consultants who may be involved in the Small Area Plan. The result of
this step will be preparation of a memorandum of understanding and a scope of work, to be
accepted by the Planning Commission and the Board of Supervisors, with input from the
Places29 Community Advisory Council.
Development of the public participation program.
An initial public meeting will be held to which all property owners, business owners, and
residents of the area will be invited. The purpose of the meeting will be to explain the Small Area
Planning process, outline the desired results, and clarify opportunities for public input through the
planning and design process. Additional substantive meetings will be held and will be open to
public participation.
During plan development, County and VDOT staff will work with potentially affected property
owners to explain the design and engineering process, identify opportunities to address concerns
and impacts regarding land use and transportation issues, and keep owners informed about project
status and involved in the planning process.
County staff will work with VDOT and TJPDC staff on land uses and the local street network
while VDOT (or its consultant) develops a preliminary design for the major road improvements.
Presentation of preliminary road improvement design and suggested land uses/street network to
the public for comment and possible revision.
After revision, the preliminary road improvement design and suggested land uses/street network
will be presented to the P29 CAC, then to the Commission and Board for review, comment, and,
ultimately, adoption into the Comprehensive Plan.
Any development proposals submitted to the County prior to preparation of a Small Area Plan will be
evaluated according to the Future Land Use map in the current Master Plan.
Funding the Implementation Projects
The Places29 Master Plan is a vision plan—it is based on what the community has identified as desirable
in the area where its members live and work. To work towards that vision and address the needs of
existing and future development during the next 20 years, the Plan recommends an ambitious program of
Transportation, Land Use & Development, Community Facilities & Services, and Parks & Green Systems
implementation projects. Finding the means to pay for these projects will be challenging. Monies to fund
the improvements are expected from various sources including federal, state, and local dollars. Public as
well as private investment will be used in construction of local projects.
Types of Costs and Source of Estimates
The assumptions and methodologies used to estimate the costs of specific projects are described here,
along with who is responsible for the estimates. The cost estimates, along with the party or parties
responsible for funding the projects, are given in the List of Implementation Projects at the end of this
chapter, and more information is provided in Appendix 2, Implementation Project Descriptions. The costs
are divided into three components: capital, program and planning, and operating costs.
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Capital Costs
Generally, capital costs for transportation, community facilities, and other infrastructure elements are
those costs required to build a project or improve an existing facility. They include planning, design,
engineering, land/right-of-way acquisition, utility relocation, site preparation, and construction. For
Places29, costs for design and construction of the transportation improvements were prepared based on
the roadway network shown in Chapter 4. Costs for the community facilities and parks and recreation
projects are based on information included in the County’s Capital Improvements Program (CIP).
In addition to the construction costs, there will also be regional capital and operating costs to expand the
transit system to achieve the levels of transit use envisioned for the Places29 area. Some of these costs
have been estimated based on information developed during the investigation of a regional transit
authority (RTA). Estimates for other transit-related costs will be prepared as the system is designed and
equipment chosen.
For both transportation improvements and other infrastructure and community facility costs, the County
expects that new development will pay at least a portion of the capital cost.
Program and Planning Costs
Program and planning costs are those that will be necessary for ongoing planning efforts, such as the
Small Area Plans recommended for the Rio Road/US 29 area and the Airport Road Corridor. These costs
include staff time and, possibly, consultants for all or part of the planning process. The costs also include
an estimate for the County’s public participation program. They should be considered the minimum cost
since the scope of work for each Small Area Plan has not been prepared. Staff has also not yet
coordinated efforts with VDOT, which will likely be handled through a memorandum of understanding or
similar instrument.
There is also an ongoing cost for County staff to implement and monitor this Master Plan.
Planning and design costs for transportation improvements are included in the capital costs described
above, except for the transit system. These costs for transit are not yet known since they are dependent on
the routes chosen and the types of vehicles used.
Operating Costs
The ongoing costs of utilities, maintenance, and other operational costs for each transportation
improvement, other infrastructure improvement, and community facility need to be calculated and
incorporated in the overall cost of the project. These costs will be determined when an improvement or
facility is designed, so they are not included in the cost estimates in the List of Implementation Projects or
in Appendix 2.
For some infrastructure improvements, such as libraries and fire stations, the County will also face the
cost of staffing the facilities once they have been constructed. Staffing costs will also need to be
considered as part of the operating costs of the facility.
Further, it is possible that some private entities, such as homeowners associations or property owners, will
be responsible for the operating costs of some of the facilities.
Funding Strategies
In order to implement the recommendations in this Plan, the County will need to coordinate funding for
ongoing planning, capital investment, operations and maintenance, and monitoring costs from a broad
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range of public and private sources. This section describes some of the funding strategies that can be used
to fund the recommended projects.
In addition to the information provided below, more detail regarding transportation funding options can
be found in the Thomas Jefferson Planning District’s report, Transportation Funding Options, dated
October 10, 2005. The full report is available on the TJPDC’s website.
Prioritize Public Funding to Priority Areas
In keeping with County policy, this Master Plan identifies two Priorities (transportation improvements in
the US 29 corridor and areas identified for redevelopment and new development) where public funding
for infrastructure development should be directed during implementation of this Plan. By focusing the
limited public funds that are available for the Northern Development Areas on these Priorities, the County
can address the existing infrastructure backlog, provide infrastructure for approved (but not yet built)
developments, and encourage redevelopment in areas where existing infrastructure may not meet the
needs of additional density/intensity.
Development Approval Process
Private developers will continue to play the key role in building attractive and functional neighborhoods
and mixed use centers through their own capital investment, while business, neighborhood, and
homeowners’ organizations will continue to play a role in operating and maintaining these elements. As
part of a rezoning, it is expected that developers will provide proffers for offsite transportation or other
infrastructure improvements to address impacts arising from the development. These improvements and
the proffers related to them need to be in keeping with this plan.
Federal, State, and Local Dollars
The County’s main funding source for implementation is the funds that are generated through the
County’s taxing authority. Priorities for expenditure of these funds for infrastructure and capital
improvements are given in the County’s Capital Improvements Program (CIP). Based on a five-year
financial program (years 1- 5) and plan (years 6 – 10), the CIP details the County’s funding priorities,
including funding level, timing, and sources associated with specific improvements. The programming of
projects for the Northern Development Areas in the CIP should be based on the priority needs outlined in
this Plan and the availability of funds.
The majority of transportation funds flow from the state through VDOT’s Secondary (county), Urban
(city), and Primary road funding programs. There is a recognition in the region, and throughout the
country, that there is not enough funding available from the standard federal, state, and local sources to
fund all of the region’s multimodal transportation priorities. Since many of the region’s high priority
transportation corridors extend through the Places29 area, the County expects that significant amounts of
federal and state funding arewill be necessary for the expansion and maintenance of US 29 and related
regional elements of the transportation network. The funding of tansportation improvements is a core
responsibility of the federal government and the Commonwealth of Virginia. Any local funding of
transportation projects should serve to augment, not replace, significant federal and state funding. Still,
the competitive nature of transportation funding at the state level will make it difficult to rely solely on
standard funding sources to pay for the recommended transportation improvements. As part of the local
funding, some combination of developer contributions of land and funding for construction will be
needed.
The overall strategy for accommodating future traffic volumes on US 29 is a combination of
improvements to US 29 and to the parallel and perpendicular road network. This combination of
improvements provides for more uniform operating conditions on US 29. It provides a road network that
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allows the pattern of development to evolve in ways that are more supportive of US 29 as a part of the
regional network, while providing for local trips on the parallel network. Under this strategy,
improvements to some portions of the secondary road system would be equivalent to an improvement in
the primary system. Accordingly, VDOT and the County need to maximize the ability to use state and
federal primary system funds for improvements to network roads that improve the function of US 29.
This can best be achieved by demonstrating that the construction of off-US 29 network improvements has
a direct relationship to access management improvements on US 29 and/or is part of other major
improvements on US 29the grade-separated intersections.
At the same time, the County needs to be prepared to apply for funding whenever new sources of federal
or state funding become available.
The County will also continue to work with stakeholder agencies, organizations, and individuals
to implement the Plan by pursuing grant funding from government agencies, foundations, and
corporations, as well as through direct investments of labor and funding from individuals, such as
trail construction and maintenance, and concepts like adopt-a-road or adopt-a-park programs that
can reduce operations and maintenance costs.
Special Taxing Districts
There are several types of special taxing districts that may be established in Virginia. Several of these
may be useful as a means to manage and fund infrastructure in the Places29 area. Use of one or more of
these districts should be evaluated during the first five years of Plan implementation.
Community Development Authorities (Virginia Code § 15.2-5152 et seq.). A community
development authority (CDA) may finance, fund, acquire, construct, equip, operate and maintain
infrastructure improvements such as roads, bridges, parking facilities, curbs, gutters, sidewalks and traffic
signals within or serving the district. A CDA is managed by a CDA board. A CDA has the power to issue
revenue bonds, the power of eminent domain, and the power to fix, charge and collect rates, fees and
charges for services. A CDA may also request annually that the locality levy and collect a special tax on
taxable real property within the district. The maximum rate of this tax is $0.25 per $100 of assessed value
unless all of the landowners within the district request a greater tax. A CDA would be created by an
ordinance adopted by the Board of Supervisors. A CDA’s creation must be initiated by a petition from the
owners of at least 51% of either the land area or the assessed value of land within the boundaries of the
proposed district. The petition fixes the boundaries of the CDA, and describes the facilities and services
proposed, the plan for providing the facilities and services, and the benefits that can be expected from
providing the facilities and services.
Service Districts (Virginia Code § 15.2-2400 et seq.). Localities may create service districts to provide
additional, more complete, or more timely governmental services than are desired in the locality or
localities as a whole. These services include transportation and transportation services such as road
construction and maintenance. A service district would be managed either by the Board of Supervisors or
by a development board. Transportation improvements in a service district may be funded either from
payments to the district by the County, by taxes levied by the County on property within the district, or
from any other available source such as any person, authority, transportation district or state or federal
agency. Unlike Community Development Authorities and Title 33.1 Transportation Districts, there is no
maximum tax rate for a service district tax. A service district is created by an ordinance adopted by the
Board that fixes the boundaries of the district, and describes the district’s purpose and the facilities and
services proposed, the plan for providing the facilities and services, and the benefits that can be expected
from providing the facilities and services.
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Transportation Districts (Virginia Code § 15.2-4500 et seq.). The Transportation District Act of 1964
enables localities to jointly plan and develop transportation systems to promote orderly growth and
development through transportation districts, which are managed by a district commission. The district is
enabled to construct and operate transportation facilities, which include both public highways and mass
transit services. Transportation improvements in a transportation district may be funded by payments
received from the County via contract, appropriations by the County to the district, loans and grants
awarded to the district commission, the issuance of bonds or other interest bearing obligations by the
district, and by taxes imposed by the district (e.g., motor vehicle fuel sales tax) if it is granted the taxing
power by the General Assembly. Districts are established by one or more localities by an ordinance
adopted by the governing body of each locality, which fixes the boundaries of the district.
Transportation Districts within the City of Charlottesville and the County of Albemarle (Virginia
Code § 33.1-447 et seq.). In 2004, the City and the County were enabled to create a transportation
district under Title 33.1 of the Virginia Code to construct, operate and acquire transportation
improvements, including highways and related interchanges. These districts are managed by a district
commission. Transportation improvements in a transportation district may be funded by advanced or
matching funds from the City or the County that are not otherwise obligated, funds from any other source,
or from property taxes levied and collected by the City and the County at the request of the district
commission. The tax is a special improvements tax imposed on taxable real estate zoned for commercial
or industrial uses or used for such purposes, as well as taxable leasehold interests. The maximum rate of
this tax is $0.25 per $100 of assessed value. A transportation district is created by resolutions adopted by
the City’s and the County’s governing bodies, but only upon receipt of a petition to each locality of the
owners of at least 51% of either the land area or the assessed value of land, in each locality which is
within the boundaries of the proposed district and is zoned or used for commercial or industrial uses. The
petition fixes the boundaries of the district, describes the proposed transportation improvements, and
proposes a plan for providing the improvements.
Partner with the City of Charlottesville
There are several opportunities for the County and the City of Charlottesville to partner in the funding of
transportation and other improvements, particularly in the southern portion of the Places29 area where the
two localities abut each other. Such a partnership could involve either shared funds from the two localities
or a collaboration in the use of funds from another source. Prime examples of such a partnership include:
the Meadow Creek Parkway, the interchange at US 29 and the 250 Bypass, the Hydraulic Road and US
29 intersection, portions of Rio Road, and Hillsdale Drive Extended. Other opportunities exist in the areas
of public open spaces, trails, and stormwater and water quality preservation needs.
Developing robust transit service is one area where a partnership between the County and City is
essential, especially considering the high level of capital improvements and operating costs that will be
required to meet the recommendations in this Master Plan. This Plan recognizes that a regional transit
authority (RTA) or similar management organization is needed.
“Nonstandard” Federal and State Funding Sources
There is a variety of federal and state funding sources that are currently available, and additional ones
may become available during implementation of the Master Plan. The County will continue to work with
other stakeholders and federal and state agencies to make use of these funding sources, which include:
Base Realignment and Closure (BRAC) Assistance Funds: Given the expansion of the National
Ground Intelligence Center (NGIC) into a larger facility called the Rivanna Station Military Base, the
County may apply for planning and capital grants to support needed transportation, school, housing,
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and other improvements necessary to serve the increase in population from the military base. Funds
may also be available to support business and workforce development in connection with the base.
Brownfield Planning and Capital Grants and Loans: Brownfields are lands whose redevelopment
or reuse may be complicated by the presence or potential presence of a hazardous substance,
pollutant, or contaminant. The County and private land owners can compete for grant funding or
loans from the federal Environmental Protection Agency (EPA) to support the planning for and actual
reuse of brownfield properties. The Virginia Department of Environmental Quality (DEQ) also has a
loan program to support the remediation of brownfield sites.
Virginia Clean Water Revolving Loan Fund (VCWRLF): The Virginia DEQ has a revolving loan
fund that supports the acquisition of title or other rights to property when this will protect or improve
water quality and prevent pollution of state waters. These funds could be applied for in connection
with the recommended open space system within the Places29 area.
Private Funding for Maintenance of the Public Realm
Currently, a variety of business organizations (e.g., business park owners and the UVA Research Park)
and homeowners associations maintain privately owned open spaces, trails, recreational facilities,
streetscapes, roads, and other elements of the public realm within their developments. The County may
wish to work with future developments to continue this practice as a means to maintain these elements in
future neighborhoods and mixed use centers.
Partners in Implementation
Many public agencies and private entities will be partners in the successful implementation of the Master
Plan’s recommendations for the Places29 area. Many of the implementation projects included in the
Implementation Table will involve coordinated and joint efforts by the entities listed below:
Albemarle County, both the local government and school divisions
The Virginia Department of Transportation (VDOT)
The Thomas Jefferson Planning District Commission (TJPDC) and the Metropolitan Planning
Organization (MPO)
The City of Charlottesville
The Virginia Department of Rail & Public Transportation (VDRPT)
The Virginia Economic Development Partnership (VEDP)
The Virginia Housing Development Authority (VHDA) and the Virginia Department of Housing
and Community Development (DHCD)
The Charlottesville-Albemarle Airport Authority
Charlottesville Transit Service (CTS), JAUNT, and a potential Regional Transit Authority
(RTA)
Jefferson-Madison Regional Library
Rivanna Water & Sewer Authority, Albemarle County Service Authority, and other utilities
A wide range of nongovernmental, civic, and environmental, business, and community
organizations
Neighborhood and homeowner associations
Developers, builders, real estate agencies, financial institutions, and others involved in the
development process
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Chapter 8. Implementation [12 2010] Page 8-18
Residents and property owners
New agencies, such as business improvement districts or community development agencies, that
may be set up to assist with implementation in certain parts of the Places29 area.
Places29 Community Advisory Council
As with other master-planned Development Areas, the County’s Board of Supervisors will establish the
Places29 Community Advisory Council (P29CAC) to work with staff to monitor the implementation of
the Places29 Master Plan. The form and composition of the P29CAC will be determined after adoption of
the Plan.
Implementation Monitoring
Good planning practice includes the periodic review and update of plans after they are adopted. An
important part of this review is an ongoing monitoring program that keeps tabs on how well
implementation is proceeding and what additional issues or information have arisen since the plan was
prepared. At strategic times, a plan should be reviewed and updated or revised, based on the results of the
monitoring program and input from the public and local officials.
Monitoring Projects
With this Master Plan, successful implementation requires monitoring and refinement of both the Plan
and individual implementation projects. Monitoring by the County, other agencies, and stakeholders will
ensure that the Plan’s goals are met. The monitoring process recommended as part of this plan
incorporates a range of perspectives: fiscal, economic, social, and environmental, as well as consideration
of the general quality of life. A monitoring program is described below, along with possible milestones
for review and refinement of the Plan. Milestones for individual implementation projects are included in
Appendix 2, Implementation Project Descriptions.
Master Plan Review
It is recommended that this Plan be reviewed and updated every five years, with the first review occurring
five years after adoption of the Plan. These five-year reviews are incorporated into the Plan as part of plan
administration and management. They are envisioned as the time to adjust the plan, based on any
changes in conditions or new information. As part of the five-year review, a broad range of performance
criteria will be measured and reported to County officials and the public. These criteria will include those
referred to under individual projects in Appendix 2 and the following more general criteria, among others:
Confirm the vision for the Places29 area to serve as the basis for recalibrating the Master Plan.
Changes in population, income, social, economic, and/or employment patterns, as measured by
the US Census and the state demographer.
Changes in the County’s physical environment.
New developments approved and/or constructed during the previous five-year period.
Any changes in the Comprehensive Plan and/or ordinances made by the Board of Supervisors that
affect implementation of the Master Plan.
The possible completion of VDOT’s ―Blueprint‖ plan following the 2035 UnJAM Report
Any changes in driving patterns or other transportation data, such as road incident information.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Chapter 8. Implementation [12 2010] Page 8-19
Updates to the County’s Comprehensive Plan, including additional master plans adopted after
Places29.
Progress made on the implementation projects slated for completion during that five-year period,
and a reevaluation of transportation recommendations, including review of the need for grade
separations at the six intersections identified in the Plan.
The availability of new funding sources or programs for transportation and/or other infrastructure
improvements.
The five-year review process will begin with collection of background information and statistics by
County staff, as well as staff’s evaluation of performance criteria. Staff, in consultation with the Places29
Community Advisory Council, will work with the County Planning Commission to develop a process for
the plan update.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Chapter 8 – Implementation. List of Implementation Projects [12 2010] Page 1
Places29: List of Implementation Projects
Important Points to Keep in Mind When Using This List
Each of the projects in this List represents an action needed to implement the Places29 Master Plan. The projects are grouped first by
timeframe: Ongoing, First Five Years, Second Five Years, and Second Ten Years. Within each timeframe, the projects are separated by type
into Transportation, Land Use & Development, Community Facilities & Services, and Parks & Green Systems sections. Finally, within each
type, the projects are listed in the order in which they are most likely to begin, given funding constraints.
Many of the projects, especially some of the major transportation improvements, will go through several stages of planning, design, and
construction before they are completed. At the appropriate time, the projects should be included in the County’s Capital Improvement Program
(CIP) and/or the 6-Year Transportation Plan.
The List of Implementation Projects gives the following information:
Implementation Project: the project name and project reference number. The reference numbers are not an indication of priority; they are
simply a means of identifying the projects. The same numbers are used in Appendix 2. Implementation Project Descriptions. Projects
shown in boldface type are High Priority Projects.
FY 2010-2011 Estimated Cost: For transportation projects, this cost estimate includes both the construction cost and the estimated cost
for right-of-way (ROW) acquisition and utility relocation. To obtain the total estimated cost of these transportation projects, it is
necessary to add the capital and ROW estimates. Most of the cost estimates were prepared by the Places29 transportation consultants,
using cost factors provided by the Virginia Department of Transportation (VDOT) and escalated to Fiscal Year (FY) 2010-2011 dollars using
a growth factor also provided by VDOT. In a few cases, where the project has been included in the United Jefferson Area Mobility Plan (the
UnJAM Regional Transportation Plan), the cost estimate from the UnJAM Plan is included in the ―Additional Information‖ column. Cost
estimates from the UnJAM Plan include ROW and utility relocation estimates and have been escalated to the year the project is expected to
begin (so, these estimates will be different from those prepared by the Places29 transportation consultants).
For Land Use & Development, Community Facilities & Services, and Parks & Green Systems projects, the estimates, where availab le,
come from the County’s current or previous Capital Improvements Program (CIP).
Funding Sources: the public and private entities that are expected to participate in funding the project are listed in this column. Primary
sources are those responsible for funding most or all of the project. Secondary supporting sources may contribute supplemental funding.
For example, with US 29 projects, the primary funding source is VDOT. Secondary support may be local funds directly from private sources,
including cash proffers, and the local tax base, including property taxes and, possibly, local taxing districts.
Additional Information: gives information about project timing, projects currently identified in the UnJAM plan, and other information.
Appendix 2, Implementation Project Descriptions, contains additional information about each project, including a more detailed project
description, when the project is expected to begin, which parties are responsible for planning and funding the project, and any issues that may
need to be addressed during planning and construction. The appendix also lists the milestones—triggers or thresholds that will indicate when
it is time to begin a project, how to measure the success of a project, or when one project is dependent on completion of ano ther. Additional
information that may be useful is included, such as the budget document where the project will be listed.
Given the limited resources available at this time, the County has identified four (4) transportation improvement projects that are essential to
move forward on over the next five years. These projects are:
1. Design and construct improvements to US 29 from Hydraulic Road to the 250 Bypass and pursue sources of funding for construction
of Hillsdale Drive Extended (both projects are in the City)
2. Design/engineering for the widening of US 29 from 4 to 6 lanes between Polo Grounds Road and Towncenter Drive
3. Design of Berkmar Drive Extended, including the bridge over the South Fork of the Rivanna River
4. Expansion of transit service (including hours of operation, headways, extension of service to unserved areas, and supporting
infrastructure, such as sidewalks, crosswalks, and shelters)
It should be noted that all of the transportation improvements recommended in this Plan are considered necessary, based on the
latest traffic modeling, in order to maintain and improve the flow of traffic through the Places29 area over the 20 years of Plan
implementation. With each five-year Plan update, the need for these improvements will be revaluated through an update of the
transportation modeling. The focus of Plan implementation will be on the projects in the first five years, as well as the “Ongoing”
projects.
Project
Reference
No.
Implementation Project FY 2010-2011
Estimated Cost
Funding Sources
Additional Information Primary Secondary
ONGOING
TRANSPORTATION
US 29
1
Access Management Improvements along US 29
from the 250 Bypass to the Greene County Line Variable; to be
determined
VDOT, City and/or
County
Adjacent property
owners and
businesses
The access management report is in
Appendix 4, and is available under
separate cover
2 Intelligent Transportation System Strategies (ITS) Variable; to be
determined
VDOT, City
LAND USE & DEVELOPMENT
3 Places29 Community Advisory Council County The Committee will be appointed after
adoption of the Master Plan.
4 Master Plan Administration and Management County
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Chapter 8 – Implementation. List of Implementation Projects [12 2010] Page 2
Project
Reference
No.
Implementation Project FY 2010-2011
Estimated Cost
Funding Sources
Additional Information Primary Secondary
FIRST FIVE YEARS (2011-2016)
TRANSPORTATION
In City
5
A HIGH PRIORITY IMPLEMENTATION PROJECT
29H250 Study Recommended Improvements
[In City] on US 29:
a. Expand southbound-to-westbound ramp at
US 29/250 Bypass (near Best Buy) with
auxiliary lane to Barracks Road offramp;
and construct a fourth southbound lane on
US 29 between Hydraulic Road and the US
250 interchange; two lanes would drop at
the offramp to westbound US 250
b. Construct westbound merge lane on the US
250 Bypass at the Barracks Road exit
[See also Project #37]
$2,432,000 (a & b)
City of
Charlottesville,
VDOT
6
A HIGH PRIORITY IMPLEMENTATION PROJECT
Construct Hillsdale Drive north of Hydraulic
Road
$30,108,000
(Includes ROW) VDOT, City Property Owners/
Developers
Hillsdale Drive Extension: City/VDOT
urban system project with a very small
section in the County (Pepsi Place to
Greenbrier/ existing Hillsdale Drive)
US 29
7
A HIGH PRIORITY IMPLEMENTATION PROJECT
Widen US 29 to six lanes from Polo Grounds
Road to Towncenter Drive Design:
$2,500,000-
2,800,000
(included in
overall cost below)
Overall cost:
$18,528,000
ROW: $11,117,000
VDOT
Design/engineer the 6-lane
improvement (County & VDOT)
Pursue funding for construction
(VDOT)
Construct improvement (once
funding obtained; construction may
extend into the second five years)
May also include design of
Ashwood Blvd. grade separation in
order to plan for, reserve ROW
(official map action), and possibly
acquire necessary ROW
Parallel and Perpendicular Roads
8
A HIGH PRIORITY IMPLEMENTATION PROJECT
Berkmar Drive Extended:
1. Initiate an alignment study for the Berkmar
Drive Extended Bridge to determine the best
crossing location and bridge profile
2. Undertake bridge design, alignment study
for Berkmar Drive Extended north of the
South Fork of the Rivanna River
3. Extend existing roadway from northern
terminus of Hilton Heights Road to Rivanna
North fork, including the bridge
Study: $155,000
VDOT, TJPDC,
County
Property Owners/
Developers
Project will begin with alignment study
for bridge as continue to completion of
bridge and road when funding is
available, Widening of Berkmar Drive
between US 29 and Rio Road will begin
after the other parts of the project are
complete and as funding is available.
Transit/Pedestrian/Bicycle Network
9
A HIGH PRIORITY IMPLEMENTATION PROJECT
Transit System Expansion & Improvements
An ongoing project, but it is a priority to
implement the following enhancements in the
first 5 years:
Expand hours of operation
Reduce headways
Install support facilities (e.g., shelters,
sidewalks/ bicycle access to transit stops)
Extend area served
Cost to be
determined
City, County, CTS,
JAUNT
For the full scope of the Transit
Improvements, see Chapter 4 and
Appendix 2
10
Bicycle & Pedestrian Network
County, VDOT, other
agencies
Property Owners/
Developers
Close gaps in existing system,
including crosswalks
Serve schools and parks
Provide connections to transit
Pursue/study potential interim at-grade
pedestrian crossings and implement
11
US 29 Pedestrian Crossovers / Crossings
Locate, design, and construct at-grade or grade-
separated pedestrian crossings at strategic locations
along US 29. See Parks & Green Systems Map
$1,914,000 County, VDOT Property Owners/
Developers
Study feasibility and install interim at-
grade crossings
Grade-separated pedestrian facilities
would be a long-term improvement
LAND USE & DEVELOPMENT
12
Five-year Review & Master Plan Update County To begin in Year 4. See Chapter 8 for
description of update process
Update will include reevaluation of the
transportation network recommendations,
including grade-separated intersections
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Chapter 8 – Implementation. List of Implementation Projects [12 2010] Page 3
Project
Reference
No.
Implementation Project FY 2010-2011
Estimated Cost
Funding Sources
Additional Information Primary Secondary
COMMUNITY FACILITIES & SERVICES
13
Utilities
Planning and development to begin for:
1. Water line improvements
a. Replace/upgrade waterline in new location
outside of US 29
b. Obtain location for new water storage facility
in Hollymead area
Rivanna Water &
Sewer Authority,
Albemarle County
Service Authority
See Project Description in Appendix 2 for
more detailed information
PARKS & GREEN SYSTEMS
14
Northtown Trail
A trail system extending from the Hollymead
Development Area to Downtown Charlottesville to
provide commuter and recreational opportunities
$4,972,000 City, County, VDOT,
other agencies
Property Owners/
Developers
TJPDC now working on project
Establish “interim” trail concept
Pursue funding for and development of
the trail as per the MPO Northtown
Trail Study
15
A HIGH PRIORITY IMPLEMENTATION PROJECT
Greenway along the Rivanna River
County, Property
Owners/ Developers
Continue efforts to construct trail from Pen
Park to ICNA
16
Provide active field space for practice and
competitive sports fields/multi-purpose fields [see
Parks & Green Systems Map]
County, Property
Owners/ Developers
North Pointe proffered land for a location
to address some of the needs
17
Recommended trails and trail connections from
adjacent and nearby neighborhoods to the
Greenway network
County, Homeowners
Associations,
Property Owners
Ongoing, as opportunities arise
SECOND FIVE YEARS (2017-2022)
TRANSPORTATION
US 29
18
Intersection Improvements at Rio Road & US 29:
Prepare a Small Area Plan for the area around
the intersection of Rio Road and US 29
Plan: $100,000
Plan: County;
Preliminary Design:
VDOT
Small area plan process should begin
within the second five years, but after
completion of design work for the US
29 widening (#7) and design of Berkmar
Drive Extended (#8). The Small Area
Plan is to determine the scope and
design of improvements to (and near)
the existing intersection . All options
for intersection improvements will be
considered in this process (see
Appendix 2 for further details).
19
US 29 at Shoppers World and Mall Drive
$637,000 VDOT, Property
Owners
Timing of these improvements depends
on development/ redevelopment of
adjacent properties
Property expected to be included in
Small Area Plan for Rio/US 29 area
20
Albemarle Square Drive at US 29
$3,127,000
ROW: $1,876,000 VDOT, Developer
Timing of these improvements depends
on development/ redevelopment of
adjacent properties
Property expected to be included in
Small Area Plan for Rio/US 29 area
21 Signalize US 29 at Airport Acres North $324,000 Property Owner/
Developer
22 Signalize US 29 at Northside Drive $324,000 Property Owner/
Developer
23 US 29 at Burnley Station Road/Frays Mill Road $2,664,000
ROW: $666,000 VDOT Add second left turn lanes and widen
approaches to US 29
Parallel and Perpendicular Roads
24 Albemarle Place: Construct street system Property Owner/
Developer Costs to be paid by property
owner/developer
25 North Pointe: Construct street system Property Owner/
Developer Costs to be paid by property
owner/developer
26 University of Virginia Research Park: Construct
street system Property Owner Costs to be paid by property owner
Transit/Pedestrian/Bicycle Network
27
A HIGH PRIORITY IMPLEMENTATION PROJECT
Transit System Expansion & Improvements
[See also Projects #9 and #52.]
[costs included in
first five years
above]
City, County, CTS,
RTA, other
agencies
Consider expanding service to
Hollymead/Piney Mtn.
Consider providing express
service/Bus Rapid Transit (BRT)
COMMUNITY FACILITIES & SERVICES
28 Sutherland Middle School Addition $2,199,000
29 Hollymead Elementary School Addition $7,552,000
30 Monitor long-term need for future Fire/Rescue
service improvements
31 Police Office for beat officers in Neighborhoods 1,
2, Hollymead, Piney Mtn. Ensure adequate facilities are provided
over the long term to serve these areas
32 Northern Albemarle Library Facility $16,972,000 Albemarle County Jefferson-Madison
Regional Library
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Chapter 8 – Implementation. List of Implementation Projects [12 2010] Page 4
Project
Reference
No.
Implementation Project FY 2010-2011
Estimated Cost
Funding Sources
Additional Information Primary Secondary
33
Recycling Centers
$350,000
Rivanna Water &
Sewer Authority,
County General
Services, Facilities
Development
County’s Solid Waste Management
Plan and recommendations for
services are under review.
Maintain recycling services and or
facilities in some form in the Places29
area
34 New Middle/High School Site Assessment:
$148,000
Albemarle County
Schools Division
35 Upgrade Seminole Trail Fire/Rescue Station and
rescue building facilities $5,775,000 Albemarle County
Dept. of Fire Rescue
PARKS & GREEN SYSTEMS
SECOND TEN YEARS (2023-2032)
TRANSPORTATION
US 29
36
A HIGH PRIORITY IMPLEMENTATION PROJECT
[In City] On US 29 from the 250 Bypass to
Hydraulic Road:
c. Construct eastbound to northbound/
southbound offramp at US 29/250 Bypass and
construct new offramp at Holiday Drive
d. Close eastbound to northbound/ southbound
offloop at US 29/250 Bypass and reconstruct
northbound to eastbound onramp
e. Reconstruct southbound to eastbound
onloop at US 29/250 Bypass
f. Expand US 29 from Morton Drive to Seminole
Square
g. Reconstruct 250 Bypass/Hydraulic Road
intersection
h. Reconstruct Hydraulic Road from US 29 to
250 Bypass
j. Design and construct US 29 / Hydraulic
intersection. Final design for the intersection
improvement would be subject to City/County
input and public hearing processes.
[See also Project #5]
$23,160,000 (c – f)
$9, 565,000 (g)
$9,554,000 (h)
$39,372,000 (i)
City of
Charlottesville,
VDOT
Construction of the grade-separation
(i) is considered a long-term project
and is not expected to begin until
completion of the other noted
improvements (a-h)(or their equivalent),
which will likely be after the second ten
years of Plan implementation
[Note: item i. is the Hillsdale Drive
Extension project—Project #6 in this
list.]
Recommended transportation
improvements will be reevaluated with
each five-year update of the Master
Plan
37
Intersection Improvements at Rio Road & US 29:
2. Design and construct road network
improvements, such as parallel and
connecting roads, interparcel connections,
and/or other turning movement
improvements as established in the small
area plan (which are needed to prolong the
life of the at-grade intersection and/or that
would support the ultimate grade separation)
3. Design and construct long-term intersection
improvements as established during the
small area planning process
[See also Project #18]
VDOT
, 2. As with the Hydraulic/US 29
intersection, staging of other
improvements, particularly related to
construction of network parallel roads
and immediately adjacent parallel and
connecting roads, restriction of turning
movements, etc. could maintain an
adequate LOS to prolong the life of the
at-grade intersection
3.When necessary, construct ultimate
improvements to this intersection.
Recommended transportation
improvements will be reevaluated with
each five-year update of the Master
Plan
38 Intersection improvements at Greenbrier Drive and
US 29 $313,000 VDOT Add southbound left turn lane and
westbound right turn lane
39
Intersection improvements at Woodbrook Drive and
US 29 $1,089,000 VDOT
Extend northbound left turn and right turn
storage; channelize Woodbrook Drive/US
29 intersection
40
Construct intersection improvements at Ashwood
Blvd. and US 29
$11,927,000
ROW: $2,982,000 VDOT
Design of grade-separation, if necessary,
may be done during design of US 29
widening in order to plan for, reserve, and
possibly obtain necessary ROW
Recommended transportation
improvements will be reevaluated with
each five-year update of the Master Plan
41
Intersection Improvements at Airport Road/Proffit
Road/US 29 and Timberwood Blvd./US 29:
Preparation of Small Area Plan for the Airport Road
Corridor
Plan: $100,000
Small Area Plan will be prepared during
the second ten years of Master Plan
Implementation
42
Major Improvements to the intersection at Hilton
Heights Road and US 29 $17,949,000
ROW: $10,760,000 VDOT
Recommended transportation
improvements will be reevaluated with
each five-year update of the Master Plan
43 Widen US 29 to six lanes from Airport Road to
bridge over the North Fork of the Rivanna River $12,738,000 Property Owners/
Developers, ROW costs are not included—land to be
donated per proffers
44
Intersection improvements at US 29 & Austin Drive Improvements:
$7,238,000
ROW: $1,809,000
VDOT
Intersection is now signalized.
45 Signalize US 29 at Dickerson Road $324,000 VDOT
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Chapter 8 – Implementation. List of Implementation Projects [12 2010] Page 5
Project
Reference
No.
Implementation Project FY 2010-2011
Estimated Cost
Funding Sources
Additional Information Primary Secondary
Parallel and Perpendicular Roads
46 Proffit Road Improvements NA VDOT, County
47 Dickerson Road Improvements $11,608,000 VDOT, County Construction dependent on VDOT funding
48
Construct pedestrian overcrossing (of US 29) at
Berkmar Drive $2,200,000
County, VDOT,
Property Owner/
Developer
49 Construct connector road between US 29 and
Berkmar Drive Extended (development-dependent)
$1,841,000
ROW: $921,000
Property Owner,
VDOT, County
50 Extend Ashwood Blvd. to Berkmar Drive Extended Property Owner/
Developer, VDOT Cost may be included in grade separation;
no estimate available
51
Reconfigure cross section of Timberwood Blvd.
between US 29 and Worth Crossing. Construct
roundabout at Worth Crossing.
VDOT
May be included in grade separation
Transit/Pedestrian/Bicycle Network
52
A HIGH PRIORITY IMPLEMENTATION PROJECT
Transit System Expansion & Improvements
[See also Projects #9 and #27]
City, County, CTS,
RTA, other
agencies
Continue to extend and improve quality of
service
COMMUNITY FACILITIES & SERVICES
53 Recreational Field Space in the Piney Mountain
Area $3,250,000 Developer/Property
Owner
54
New Elementary School
School:
$20,000,000
Land: $3,000,000
Albemarle County
Schools Division
To be located in one of three locations in
the County, based on need/demand:
Crozet, southern urban area (Biscuit Run
proffered site), the Northern Development
Areas (North Pointe proffered site)
PARKS & GREEN SYSTEMS
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-1
Appendix 2. Implementation Project Descriptions
This appendix provides a more detailed description of each of the Places29 Implementation Projects than
is given in the List of Implementation Projects at the end of Chapter 8. The projects in this appendix
follow the same order and have the same organization as they do in the List; they are grouped by
timeframe and then by project type (i.e., Transportation, Land Use & Development, Community Facilities
& Services, Parks & Green Systems). The project reference number in the upper left hand corner of each
project corresponds to the project reference number in the List of Implementation Projects. These
numbers are provided for convenience; they do not indicate a priority.
The project descriptions of the transportation projects are taken from the US 29 North Corridor
Transportation Study. The descriptions of the other projects are from other planning documents or the
County’s Capital Improvements Program (CIP).
Timing indicates when a project is expected to begin.
The estimated costs listed for each project have come from one of two sources:
1. The Places29 transportation consultants, Meyer Mohaddes Associates, developed the
transportation project estimates, based on cost factors supplied by VDOT. These cost estimates
include design, planning, and construction. Also, staff has used the same VDOT factors to prepare
an estimate for right-of-way acquisition and utility relocation. (See the Appendix of Technical
Memo 11 from the US 29 North Corridor Transportation Study for a list of these cost factors.)
These cost estimates have been escalated to Fiscal Year (FY) 2101-2011.
2. Estimates for non-transportation projects, where they are available, are taken from the County’s
Capital Improvements Program (CIP) for the current year (FY 2009-2010).
It is important to remember that these cost estimates have been prepared to assist users of this Master Plan
to understand the relative magnitude of the costs for different projects. Except where noted otherwise,
preliminary engineering for the projects has not yet been done, so these estimates are more subject to
change than project estimates based on engineered plans. The original estimates were prepared by the US
29 North Corridor Transportation Study consultants; and were updated by the consultants to 2007. Sstaff
has escalated the costs further to the fiscal year 2010-2011, the year of adoption of this Master Plan. Since
it is not certain when many of the projects will begin, these costs have not been escalated to the time
when design or construction is expected to begin. For additional information about these cost estimates,
including the methodology used to develop them, see the text of Chapter 8, Implementation.
The issues to be addressed are those which must be dealt with before a project can be completed and/or
will be addressed by the proposed project.
The milestones will affect the timing of the project, especially in relation to other projects and funding.
There is also an indication whether the project is currently included in one of the County’s or Planning
District Commission’s planning/budget documents.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-2
The iIllustrations are provided for some of the projects and are takenof each project are from one of three
sources, as and the source is indicated in the caption:
The Places29 Future Land Use Map. The complete Future Land Use Map is included at the end of
Chapter 4. Illustrations from the Future Land Use Map show the land use designations and
recommended roadway projects.
The legend that applies to excerpts from the Future Land Use Map is:
The US 29 North Corridor Transportation Study Concept Maps. This is a series of four diagrams
that were prepared by the Places29 transportation consultants to show transportation improvement
projects in greater detail than is possible on the Future Land Use Map. The diagrams are
approximately to scale, but are not engineering drawings; they do not show precise final locations
of road improvements. They should be viewed as possible road layouts subject to further
refinement during preliminary engineering of each road improvement project. It is important to
recognize that once the project has been designed and engineered, the actual project could be
significantly different than what is shown in these illustrations.
The legend that applies to excerpts from the Transportation Study Concept diagrams is:
The transit projects are illustrated with schematic diagrams from Chapter 4.
US 29 New Modifications
US 29 Removal
US 29 New Undercrossing
New Road Overcrossing
New Bridge
Parallel Road Modifications
Other Network Modifications
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-3
Project
Reference No.
1
Project Title:
Access Management Improvements along US 29 from the 250 Bypass
to the Greene County line
Project Description:
Access management is intended to maximize the effectiveness and safety of the roadway
system, particularly in relation to land adjacent to the roadway. Access management recognizes
the need for roadways to accommodate varying degrees of through traffic movement balanced
withat the expense of access to abutting property. Under this basic principle of access
management, higher order roads favor through traffic movement over direct access to adjacent
property. This means that property access needs shouldto be from lower order roads that
intersect with the higher order roads. In this context, traffic function (i.e., the degree to which
through traffic movement is given priority) controls the design of the roadway.
Access management improvements along US 29 shouldwill facilitate the movement of through
traffic along US 29 by encouraging access to adjacent property from other roads wherever
possible.
Timing: Ongoing Estimated Cost:
Variable; to be
determined
Responsible Parties: VDOT, City and/or
County, adjacent property owners &
businesses
Issues to Be Addressed:
These improvements shouldwill be based on the Access Management Plan, as detailed in
Technical Memo 7 of the US 29 North Corridor Transportation Study (See Appendix 4)
Incremental improvements shouldwill be designed as new developments are approved,
during redevelopment, and as other US 29 transportation improvements are designed
Determine funding arrangements on a project-by-project basis
Some of these projects shouldwill be funded by private developers as part of development
projects
Milestones:
Each development project and transportation improvement should be reviewed by County
and VDOT staff for compliance with the Access Management Plan
Continues throughout 20-year plan timeframe
Comments/Notes:
Included in Planning/Budget Document: No.
1. For a complete set of maps and diagrams depicting the recommended access management
projects, please consult the US 29 North Corridor Transportation Study Access Management
Plan, dated May 25, 2007, prepared by Meyer, Mohaddes Associates. This document is included
as Appendix 4 and is available under separate cover.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-4
Project
Reference No.
2
Project Title:
Intelligent Transportation Systems Strategies (ITS)
Project Description:
Intelligent Transportation Systems (ITS) collectively refers to technology-based approaches to
managing traffic operations. Traffic signal systems, automated vehicle identification systems,
and traveler information systems are among the approaches included in ITS.
Timing: Ongoing Estimated Cost:
Variable, subject to a
separate study by VDOT
Responsible Parties: VDOT, City,
County
Issues to Be Addressed:
Design an ITS for the US 29 corridor, including improved monitoring of traffic conditions,
communications infrastructure, traffic signal improvements, and, possibly, a management
center to oversee traffic
Milestones:
Continues throughout the implementation timeframe
Comments/Notes:
Included in Planning/Budget Document: UnJAM 2035 Constrained Long Range Plan, I-37.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-5
Project
Reference No.
3
Project Title:
Places29 Community Advisory Council (P29CAC)
Project Description:
The Council shouldwill be established and staffed once the Master Plan is adopted. As with the
CACs for other master-planned areas, the P29CAC shouldwill work with staff to monitor the
implementation of the Places29 Master Plan. The P29CAC’s role is to advise staff and the
Commission on matters related to land use and development in the Places29 area.
Timing: Ongoing Estimated Cost: NA—
included in Community
Development Dept.
budget, for staff time and
other resource needs.
Responsible Parties: County Staff
Issues to Be Addressed:
The P29CAC’s work during the first five years of Master Plan implementation is expected to
be low due to the lack of funding for projects and to staffing the CAC
P29CAC may meet in two parts, if necessary to address issues more relevant to
Neighborhoods 1 and 2 or to the communities of Hollymead and Piney Mountain
As more development takes place in the Hollymead/Piney Mountain area, additional
members may be added to the P29CAC to represent those new developments
Milestones:
Comments/Notes: The P29CAC will be similar in purpose and composition to the CACs for
Crozet and Pantops.
Included in Planning/Budget Document: NA
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-6
Project
Reference No.
4
Project Title:
Places29 Master Plan Administration and Management
Project Description:
County staff monitors plan implementation
Staff facilitates plan implementation initiatives (ZTAs, studies, capital project planning, etc.),
as necessary
Staff pursues new federal, state, and other funding sources for transportation projects and
other projects, as needed
Staff conducts five-year plan review and update, in conjunction with the Planning Commission
and the P29CAC (see also Project #10)
Staff monitors development review projects (ZMAs and SPs) for conformity with the Plan
Staff organizes and facilitates preparation of Small Area Plans (see Projects 15 and 49).
Timing: Ongoing Estimated Cost:
Included in CDD
budget for staff time
Responsible Parties: County staff
Issues to Be Addressed:
Staff time available for Master Plan administration and management is expected to be limited
during the first five years of Plan implementation due to limited resources
Milestones:
Administration/management begins when Master Plan is adopted
Periodic written reports on progress shouldwill be prepared for the Planning Commission
Planning for five-year review shouldwill begin in year 4 of each five-year cycle
Comments/Notes:
Included in Planning/Budget Document: Included in County operating budget.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-7
Project
Reference No.
5
Project Title:
29H250 Study Recommended Improvements
A HIGH PRIORITY IMPLEMENTATION PROJECT
Project Description:
This Pproject includes the following improvements, most located in the City:
a. A HIGH PRIORITY IMPLEMENTATION PROJECT: Expand the southbound-
to-westbound onramp at US 29/250 Bypass (near Best Buy) with an auxiliary
lane to the Barracks Road offramp; and construct a fourth southbound lane on
US 29 between Hydraulic Road and the US 250 interchange; two lanes would
drop at the offramp to westbound US 250.
b. A HIGH PRIORITY IMPLEMENTATION PROJECT: construct westbound
merge lane on the US 250 Bypass at the Barracks Road interchange
See Project #37 for the full scope of 29H250 recommended improvements.
$2,432,000
(a & b)
Timing: Begin a & b during the first
five years Estimated Cost:
$2,432,000
Responsible Parties: City of
Charlottesville, VDOT
Issues to Be Addressed:
Most of tThese projects are in the City, but they are included in the Master Plan because they are
essential to the overall transportation plan for the US 29 North Corridor
A partial design for these improvements has been completed
Milestones:
Funding has been identified for the first two items (a & b)
Comments/Notes:
Included in Planning/Budget Document: Projects a and b are in the TIP
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-8
Project
Reference No.
6
Project Title:
Construct Hillsdale Drive Extended north of Hydraulic Road
A HIGH PRIORITY IMPLEMENTATION PROJECT
Project Description:
Hillsdale Drive shouldwill consist of both two-lane and three-lane sections, with sidewalks, bike
facilities, and parking provided along various sections of the road. The portion in the County
should be a three-lane cross section with bike lanes and sidewalksparking. It will increase the
parallel local roadway capacity from Hydraulic Road to Greenbrier Drive. This connection needs
to be made before the US 29/Hydraulic Road intersection is constructed in order to provide for
construction traffic diversion. The complete extension of Hillsdale will run from Holiday Drive in
the City to Greenbrier Drive in the County. The segment north of Hydraulic Road is primarily in
the City, with a short segment at the north end in the County. This parallel road system is
consistent with the 29H250 Study recommendations. If all of the needed ROW is donated by
property owners, the cost for this improvement could be as low as $8,260,000.
Timing: Begin during
the first five years and
continue until completed
Estimated Cost:
$30,108,000
(Includes ROW est.)
Responsible Parties:
VDOT, City, Property owners/
developers
Issues to Be Addressed:
Constructing the Hillsdale Drive portion of the recommended parallel road system is
consistent with the 29H250 Study recommendations
Needed to address existing deficiencies
If all of the needed ROW is donated by property owners and developers, the cost for this
improvement could be as low as $8,260,000
Hillsdale Drive Extended south of Hydraulic shouldwill be constructed as each property
redevelops
Milestones:
Design work is underway now; construction of first segment adjacent to the K-mart property is
underway
Need to begin accruing funds for further construction
Construction of the remainder of the road to begin as soon as funding is available
The southern portion of Hillsdale Drive Extended (south of Hydraulic Road) shouldwill be
constructed as each property redevelops
Hillsdale Drive Extended needs to be completed before a the grade separation at Hydraulic
Road and US 29 is constructed (if necessary) in order to provide an alternate route during
construction of the grade separation
Due to cost and impacts, completion is expected within 10 years, but is dependent on private
development
Comments/Notes: Note in TIP indicates that the Developer is expected to donate ROW worth
approximately $12,000,000.
Included in Planning/Budget Document: Project N-2. Not funded at this time.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-9
6. North is to the right in this schematic diagram from the US 29 North Transporta tion Study. US
29 runs from left to right just above the center of the diagram, the 250 Bypass is on the left.
Hillsdale Drive Extended north of Hydraulic Road is shown in yellow.
Hydraulic Road
US 29
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-10
Project
Reference No.
7
Project Title:
Widen US 29 to six lanes from Polo Grounds Road to Towncenter
Drive
A HIGH PRIORITY IMPLEMENTATION PROJECT
Project Description:
Widen US 29 from four lanes to six lanes between Polo Grounds Road and Towncenter Drive, resulting in
a six-lane rural cross section with full shoulders and a center median. There shouldwill be a multi-purpose
path on at least one side of the road. The County also plans landscaped/forested buffers on both sides to
preserve the wooded, rural character of this stretch of US 29, thereby maintaining a visual break between
the more urbanized areas north and south of this section of US 29. Future volumes projected for this
stretch of US 29 require that the roadway be widened. The process to plan and design this improvement
should begin as soon as the Master Plan is adopted in order to determine actual cost, permit right-of-way
acquisition, relocate utilities, and begin construction as soon as funding is available. Other improvements,
such as a potentialthe grade separation at Ashwood Blvd. and any necessarythe ―jug handle‖ connecting
roads, may be affected by the design of this widening and are expected to be considered during
preparation of the design.
Timing:
Begin during the first five
years and continue until
completed
Estimated Cost:
$18,528,000
ROW (est.): $11,117,000
Responsible Parties:
VDOT
Issues to Be Addressed:
Planning & preliminary design cost estimate: $800,000
Project is necessary to address existing deficiencies in the road network by providing a cons istent
number of lanes throughout the US 29 North Corridor. This project shouldwill also address vertical
curvature deficiencies along this stretch of US 29.
Design and ROW acquisition for the jug handle connecting roads at Ashwood are to be considered as
part of this project, if funding permits
Milestones:
Provide funding for design and begin design in years 1 – 5. This project is the highest priority
improvement in the County
Accrue construction funding
Construction to begin as soon as design is complete and funding is identified
Comments/Notes:
Included in Planning/Budget Document: UnJAM 2035 Constrained Long Range Plan, I-5.
7. This portion of the Future Land Use Map shows Polo Grounds Road on the left and the dashed
lines along US 29 (through the center) show the area to be widened (north is to the right).
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-11
Project
Reference No.
8
Project Title:
Berkmar Drive Extended
A HIGH PRIORITY IMPLEMENTATION PROJECT
Project Description:
This road shouldwill be a four-lane divided cross section from a new bridge crossing of the South Fork of
the Rivanna River to its connection to Hollymead Drive/Meeting Street in the Hollymead Town Center.
This road is intended to haveserve as a neighborhood street with a top speed of 35 miles per hour.
Berkmar Drive Extended will extend parallel connectivity on the west side of US 29, offering drivers an
alternate route to US 29, especially for local trips. Berkmar Drive Extended, if constructed before US 29 is
widened between Polo Grounds Road and Towncenter Drive, will provide an alternate route for traffic
diversion during construction on US 29. This project is expected to be completed in three phases:
1. Initiate an alignment study for the Berkmar Drive Extended bridge over the South Fork of the
Rivanna River to help determine the full cost of the bridge based on the chosen crossing location
and profile. Study will include environmental reviews.
2. Extend existing roadway from northern terminus of Hilton Heights Road to Meeting Street in
Hollymead Town Center, including the bridge over the South Fork of the Rivanna River.
3. Widen Berkmar Drive from Rio Road to Hilton Heights Road to a 4-lane, undivided section.
Timing: Begin design during first
five years and continue until
construction is completed.
The highest priority during the first
five years is the bridge alignment
study and environmental reviews.
Estimated Cost:
Bridge alignment study: $155,000
Bridge & Road: $25,273,000
ROW (est.): 12,637,000
Responsible Parties:
VDOT, TJPDC, County,
Property Owners /
Developers
Issues to Be Addressed:
Funding for the alignment study needs to be identified.
The study should begin as soon as the Master Plan is adopted in order to determine what the best
bridge profile is and the resulting cost of the bridge (expected in the first three years). The full cost of
the bridge will be known once the preliminary design of the bridge is complete.
The alignment of Berkmar Drive Extended north of the bridge should also be determined . at this time,
with the right-of-way (ROW) platted to protect the alignment.
Property Owners/ Developers may be asked to dedicate ROW and/or construct a portion of Berkmar
Drive Extended as part of development of parcels the road crosses. If the parcels do not develop in
time, other funding sources for all/part of the costs will be necessary.
The need to W widening the section of Berkmar Drive between US 29 and Hilton HeightsRio Road
should be considered during may be shifted to the second ten years of Plan implementation, after
Berkmar Drive Extended is completed. Thise widening maywill be needed after the bridge over the
South Fork of the Rivanna is constructed and Berkmar Drive is extended to Hollymead Town Center.
Milestones:
Completion of the bridge alignment study and design is the first priority during the first five years.
The location and design of the road north of the bridge is based on available resources.
If Berkmar Drive Extended, including the bridge, is in place before US 29 is widened to six lanes
between Polo Grounds Road and Towncenter Drive, Berkmar Drive Extended could serve as an
alternate route, especially for local traffic.
Bridge design should begin as soon as the Master Plan is adopted so the alignment and cost of both
the extension and the bridge can be determined.
Comments/Notes:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-12
Included in Planning/Budget Document: Project N-1 in TIP. Remarks/Comments reads: ―Assume
Developers to build, donate ROW, and/or donate cash for approximately half of the project (2018
estimate $44,100,000 use $21,835,000 for plan.‖
8. This portion of the Future Land Use Map shows the recommended extension of Berkmar Drive
over the South Fork of the Rivanna River and north to Hollymead. The extension would run from
the current southern end of Berkmar Drive at Hilton Heights Road (visible at the left edge of the
diagram) to a planned connection with Meeting Street in the Hollymead Town Center, shown on
the right side of the map. North is to the right.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-13
Project
Reference No.
9
Project Title:
Transit System Expansion & Improvements
A HIGH PRIORITY IMPLEMENTATION PROJECT
Project Description:
Implement Priority Transit service in the Charlottesville -Albemarle area from Charlottesville to the Rio
Road/US 29 area. In the first five years, the priority is to implement:
Expanded hours of operation
Reduction in headways
Installation of support facilities (e.g., shelters, sidewalks/bicycle access to transit stops)
Extension of the area served
(see also Charlottesville-Albemarle Regional Transit Authority Draft Final Report, August 2008)
Timing: Begin during the
first five years; project will
continue throughout the
20-year Plan timeframe
Estimated Cost:
$17,000,000
Responsible Parties:
City, County, CTS, RTA, and other
agencies
Issues to Be Addressed:
An RTA or similar organization needs to be established as soon as possible in order to oversee
implementation of a City-County operated transit system essential to Places29.
Extend local bus service as Centers develop.
Coordinate initial Priority Ttransit service with road improvements and development of Centers
throughout the US 29 Corridor.
Expand service to other portions of the Development Areas, including Hollymead and Piney Mountain,
as residential and/or employment densities are sufficient to support service.
Provide express or Rapid Bus service along US 29, linking the City and eastern Development Area
corridor from Charlottesville to US 29 / Rio Road intersection.
Continue to pursue establishment when feasible of an RTA or similar organization in order to oversee
implementation of a City-County operated transit system essential to Places29.
Milestones:
Establish an RTA or a similar organization to develop and manage system .
The short-term focus should be on expanding service in the Development Area and improving quality of
service (shorter headways, night service, better access to stops—sidewalks, bench/shelter/bike rack
installation)
Service should begin as soon as sufficient residential density and employment intensity are present in
the area to be served.
Comments/Notes: The cost for this transit system will depend on the level of local service provided.
Included in Planning/Budget Document: UnJAM 2035 Constrained Long Range Plan, I-35.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-14
Project
Reference No.
10
Project Title:
Bicycle & Pedestrian Network
Project Description:
Establish a completely interconnected and integrated pedestrian system, consisting of
sidewalks, paths, and/or trails. Also, establish bicycle access throughout the Places29 area in
the form of bicycle lanes, trails, and/or safe road conditions within the area. Recommended
locations for many of these improvements are shown on the Parks & Green Systems Map.
Timing: Begin during first
five years and continue
throughout the 20-year
implementation timeframe
Estimated Cost:
NA
Responsible Parties:
County, VDOT, other agencies, property
owners, developers
Issues to Be Addressed:
Add/upgrade bike lanes and sidewalks as components of all new and expanded public road
projects, consistent with the Master Plan, Jefferson Area Bicycle, Pedestrian and Greenway
Plan.
Correct existing gaps in bicycle and pedestrian facilities and improve existing crosswalks
Establish new pedestrian facilities and crosswalks
Require construction of bike and pedestrian connections with development projects
Milestones:
Facilities that are part of private development projects shouldwill be completed as those
projects are constructed
Comments/Notes:
Included in Planning/Budget Document: Included in CIP: ―Sidewalk Construction Program‖—
provides annual, ongoing funding for the construction of sidewalks and other pedestrian-related
improvements NOT funded in conjunction with road projects or specific Neighborhood Plan
Implementation Projects….Annual funding for a general sidewalk construction program also
permits a greater flexibility for planning and construction of needed facilities. Costs to maintain
the sidewalks are additional operating impacts for this project.
Priority sidewalks (not related to road projects):
- Hydraulic Road (US 29 to Georgetown Road) (portion to be completed with the
Albemarle Place Project when constructed)
- Commonwealth Drive (Greenbrier Drive to Dominion Drive)
- Leake Lane/Timberwood Blvd. area
- Rio Road, from the Meadow Creek Parkway to Agnese Street
- Dominion Drive (US 29 to Commonwealth Drive)
- Area serving Hollymead Elementary School/Sutherland Middle School complex
Priority Crosswalks:
- Rio Road at: Fashion Square Mall, Greenbrier Drive, Berkmar Drive
- Hydraulic Road at: Commonwealth Drive, Georgetown Road, Whitewood/Lambs Road
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-15
- Berkmar Drive at: Woodbrook Road
- US 29 (see Project #28)
Bicycle Facilities:
- Encourage restriping of all roads when feasible to provide the maximum space possible
between the edge of the travelway and the curb/shoulder to accommodate bicycles
- See Jefferson Area Regional Pedestrian, Bicycle and Greenway Plan for improvements
recommended the Places29 area
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-16
Project
Reference No.
11
Project Title:
US 29 Pedestrian Crossovers / Crossings
Project Description:
At-grade or grade-separated pedestrian crossings between the city limits (Hydraulic Road) and
the Piney Mountain Development Area. Design and construct pedestrian crossings at strategic
locations along US 29 between the City limits and Piney Mountain. The greatest need for
pedestrian crossings is in the southern portion of the Places29 area between the City limits and
Woodbrook Road, and in the Hollymead Town Center area. Pursue possible at-grade crossings
initially and ultimately above-grade crossings. (See Project 54 for a long-term pedestrian
improvement in the Fashion Square Mall area.)
Timing: Begin during first five
years and continue throughout
the 20-year implementation
timeframe
Estimated Cost:
NA
Responsible Parties:
County, VDOT, Property Owners,
Developers
Issues to Be Addressed:
Identify locations for crossings and determine if they are to be at-grade or elevated
Determine order for construction
Design and determine the cost of each crossing
Each potential grade separation would include transit/bicycle/pedestrian crossings
Milestones:
Location identification should begin as soon as the Master Plan is adopted
Potential crossing locations should be considered as part of each Small Area Plan
Short-term, interim crossings should be pursued, if feasible
Comments/Notes:
Included in Planning/Budget Document:
11. Specific locations for these improvements have not yet been identified. Ho wever, general
locations are recommended on the Parks & Green Systems Map.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-17
Project
Reference No.
12
Project Title:
Five-Year Master Plan Review & Update
Project Description:
This Master Plan has been prepared with a 20-year Plan implementation timeframe, with a
review and update every five years to ensure that implementation of the Plan is proceeding
according to the guidelines in the Plan. These reviews are envisioned as the time to adjust the
Plan, based on any changes in conditions or new information. As part of the review, a broad
range of performance criteria shouldwill be measured and reported to County officials and the
public. These criteria will include those listed under individual implementation projects in this
Appendix and a set of more general criteria listed at the end of Chapter 8.
The five year review process shouldwill begin with collection of background information and
statistics by County staff, as well as staff’s evaluation of the performance criteria. Staff in
consultation with the Places29 Community Advisory Council, shouldwill work with the Planning
Commission to develop a detailed process for the Plan update.
Timing: Begin in fourth
of first five years
Estimated Cost:
$
Responsible Parties:
County
Issues to Be Addressed:
The number of implementation projects that have begun and how much has been completed.
New issues that have arisen since adoption of the Master Plan
Revisit the transportation network based on updated traffic information, in particular to
determine review the need for grade separations various improvements at major intersections
and other major transportation improvements
Milestones:
Begin review and update process in Year 4 with data gathering and analysis
Process to be coordinated with the Planning Commission and P29CAC
Comments/Notes: additional information about the review is provided in Chapter 8.
Included in Planning/Budget Document:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-18
Project
Reference No.
13
Project Title:
Utilities
Project Description:
The following are a series of both RWSA and ACSA water and sewer system improvements
needed in the Places29 area:
Sewer Service:
In 2009, the ACSA initiated final design of the North Fork Regional Pump Station Project.
This project includes the installation of the Camelot Pump Station and the North Fork
Regional Pump Station and their associated force mains. Wastewater generated in the
northern area served by the Camelot Wastewater Treatment Facility will be pumped south
and flow by gravity to the Moore’s Creek Wastewater Treatment Facility. The pump stations
and force mains will be owned and operated by the ACSA. It is anticipated that these
facilities will be in operation by June 2011 and the Camelot Wastewater Treatment Facility
and North Fork Research Park Pump Station will be abandoned.
Additional sewer improvements may be identified upon completion of the ongoing
Sewershed Analysis.
Water Service:
The RW SA and ACSA are evaluating the implementation of an Airport Pressure Band that
would result in the abandonment of the Piney Mountain Storage Tank. This would require
replacement and upgrade of the existing water transmission mains in the US 29 corridor
north of the Hollymead Town Center to Dickerson Lane.
Replace and upgrade water transmission line providing service to the Northern Development
Areas. The line and easement should be provided along the alignment of Berkmar Drive
Extended.
Construct a water tank along the new water transmission line. The desirable location would
be at the higher elevations in the Hollymead Community. A potential site includes the ridge
line located between the Hollymead Town Center and Airport Road. This is one of the
highest elevations in the area. The facility should be a ground level water tank as opposed to
a tower facility.
Timing: Throughout the 20-
year implementation
timeframe
Estimated Cost:
NA
Responsible Parties: Rivanna
Water & Sewer Authority,
Albemarle County Service Authority
Issues to Be Addressed:
Milestones:
Comments/Notes:
Included in Planning/Budget Document:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-19
Project
Reference No.
14
Project Title:
Northtown Trail
Project Description:
Create a trail system that extends from the Hollymead Development Area to Downtown
Charlottesville, approximately six miles of trail and a bridge over the Rivanna. This trail, and
possible associated spurs, will provide commuter and recreational opportunities. The linear park
and trail system connected with the Meadow Creek Parkway project provides a key segment of
this trail.
Thomas Jefferson Planning District Commission has developed the Northtown Trail Plan, which
calls for a conceptual trail, beginning in the City and continuing into the County. The proposed
route is described and illustrated in the ―Conceptual Trail‖ publication prepared by the TJPDC.
Ultimately, the proposed route would extend from the UVA Research Park off US 29 in the
Hollymead area to Downtown Charlottesville, and to UVA. This commuter ―trail‖ is intended to
promote multimodal transportation options along the often congested US 29 corridor. The Plan
identifies existing facilities, what will be constructed in the near future, and what is planned for
the long term. The Downtown Trail Steering Committee, which is made up of representatives
from the City of Charlottesville, Albemarle County and VDOT, guided work on this project,
whose overall goal is to create a non-vehicular transportation link between the residential and
employment centers of the City and County.
Timing: Begin during
the first five years and
continue until the trail is
completed
Estimated Cost:
$4,972,000
Responsible Parties:
City, County, TJPDC, VDOT, other
agencies, property owners, developers
Issues to Be Addressed:
Identify specific route for trail
Design and consider possible locations in the County with development proposals
Property owners/Developers may be asked to donate ROW and/or construct segments of the
trail
Milestones:
Design/alignment needs to be complete as soon as possible after adoption of the Master Plan
in order to obtain dedications of ROW and construction of portions of the trail during
development review of projects in the relevant portions of the Places29 area
Comments/Notes:
Included in Planning/Budget Document: TIP: N-10.
14. See the TJPDC publication “Conceptual Trail” for a diagram of the proposed route.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-20
Project
Reference No.
15
Project Title:
Greenway along the Rivanna River/North Fork of the Rivanna River
A HIGH PRIORITY IMPLEMENTATION PROJECT
Project Description:
As shown on the Parks & Green Systems Map.
Timing: Begin during
the first five years and
continue until the
Greenway is complete
Estimated Cost:
$175,000
Responsible Parties: County, Property
owners/Developers
Issues to Be Addressed:
Complete development of the Rivanna River Greenway from Ivy Creek Natural Area to
Darden Towe Park ($100,000)
Complete development of North Fork Rivanna River Greenway from Chris Greene Lake to
eastern Development Area boundary ($75,000)
Includes field space
Milestones:
Comments/Notes: Development will be forwarded by volunteer construction services and the
donation of land or easements, which reduce the total estimated cost of construction.
Included in Planning/Budget Document:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-21
Project
Reference No.
16
Project Title:
Provide active field space for practice and competitive sports
fields/multi-purpose fields
Project Description:
To provide new community park facilities for practice and competitive sports as needed to serve
anticipated growth in the Places29 area. [see the Parks & Green Systems Map]
Timing: Throughout plan
implementation timeframe
Estimated Cost:
$7,000,000
Responsible Parties: County,
Property owners/developers
Issues to Be Addressed:
Obtain through proffer or acquisition to begin in the first five years
Construction within the first 10 years in Hollymead/Piney Mountain area ($3,500,000)
Construction in the second 10 years in Neighborhoods 1 and 2 ($3,500,000)
Milestones:
Identify types and amount of space needed
Identify possible locations (consider land proffered for a future school in North Pointe as a site
that could be used to address this need)
Request proffers with new developments
Comments/Notes: Cost estimate is based on the development of two little league baseball
fields, two full-size soccer field/multipurpose fields, two basketball courts, two playgrounds,
shelters, and restrooms. Additional field space may be necessary.
Included in Planning/Budget Document:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-22
Project
Reference No.
17
Project Title:
Recommended trails and trail connections from adjacent and nearby
neighborhoods to the Greenway network
Project Description:
See the Parks & Green Systems Map for recommended trail locations and connections.
Timing: Begin during first
five years and continue
throughout 20-year
implementation timeframe
Estimated Cost:
Variable, to be determined
Responsible Parties: County,
Homeowner Associations,
Property Owners
Issues to Be Addressed:
Provide for these connections with private development/proffer, neighborhood association
effort, or Parks & Recreation Dept.
Milestones:
Comments/Notes: Strong efforts are being made by County Parks & Recreation Dept. staff to
facilitate donations of easements/ROW/dedications of lands and volunteer efforts to construct
these types of connections. The Greenway Program is funded at $50,000 in the CIP. These
funds are used as necessar4y to support development of the greenway system and strategic
neighborhood connections.
Included in Planning/Budget Document: CIP
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-23
Project Reference No.
18
Project Title:
Intersection Improvements at Rio Road & US 29:
Preparation of a Small Area Plan
Project Description:
Based on current transportation modeling for the US 29 Corridor and Places29 area, this Master
Plan recognizes the ultimate need for a grade-separated intersection improvements at US 29 and
Rio Road in order to prolong the useful life of the current at-grade intersection and to evaluate the
need for a grade separation to address future traffic conditions due to the significant level of traffic
moving through this intersection.
No specific design for the grade separation has been assumed or established in the Plan,
although possible concepts are identified. Concepts/designs for the intersection improvements
grade separations shouldwill be established through thea Small Area Plan preparation process in
which adjacent and nearby property owners and key stakeholders are expected to participate. The
following principles shouldwill guide the evaluation process for the interim and long-termultimate
improvements to this intersection:
The type of intersection improvements recommended should be based on updated current
and projected traffic information.
Coordinate land uses with transportation improvements during development of the Small
Area Plan.
Improvements should provide adequate levels of service on the roads and access to
adjacent properties.
Improvements to the road network should be phased in a manner that prolongs the life of
the existing at-grade intersections.
A variety of concepts/forms of intersection improvements/grade separations shall should
be considered based on the updated traffic information.
Pursue design concepts that provide, to the extent feasible and practical, at-grade
relationships of roads to businesses to facilitate visibility and access.
In developing design concepts, minimize the need for additional right-of-way acquisition.
Short-term issues related to the construction of intersection improvements/grade
separations should be addressed through strategic construction phasing, development of
the parallel local road network to provide alternate access prior to construction of
intersection improvements, and other strategies.
Preparation of a Business Impact Plan should be considered during the Small Area Plan
process.
Pedestrian, bicycle, and transit users shall be accommodated in all road improvements to
the greatest extent possible.
The general concept for improvements in this area relies on the construction of a parallel local
road network, access management improvements, and interparcel connections to prolong the life
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-24
of the existing at-grade intersection and to provide part of the ultimate long-term solution to travel
and access needs in this area. This includes the concept of Ring Roads to provide connections to
US 29 and adjacent properties. The Ring Roads would serve the local uses and redevelopment of
the four quadrants better.
18. This portion of the Future Land Use Map shows the intersection of Rio Road and US 29. US 29
runs from left to right in the center of the map (north is to the right).
a. Prepare a Small Area Plan for the general area around Rio Road and US 29, coordinated with
the preliminary design by VDOT. The Small Area Plan will help determine more specific land
uses and local street network, including the location of the Ring Roads and the conceptual
design of the grade separation. Follow the principles for intersection/interchange
improvements listed on the previous page A2-13. The precise area to be subject to the Small
Area Plan should be determined as the first step in the process.
Timing:
Estimated Cost: Responsible Parties:
Places29
Consultant UnJAM Plan Primary Secondary
To begin during the
second five years,
after completion of
planning for the six-
lane widening of
US 29 and location
and design of
Berkmar Drive
Plan (a):
$100,000
Implement the
Plan’s access
management
recommendations
Plan (a): UnJAM
does not include
Small Area Plan
Consistent with
intent of UnJAM
Plan (a): County;
Preliminary Design-
VDOT; County in
development plan
review; VDOT
funding for
construction; VDOT
participation in Small
Plan (a): None
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-25
Bridge and
extension.
Area Planning
process and funding
of construction of
improvements
Issues to Be Addressed:
Coordinate preparation of Small Area Plan with VDOT’s design & engineering study for
intersection improvementsgrade separation at Rio & US 29; develop a Memorandum of
Agreement between VDOT and County to conduct joint public planning process. Design of the
grade separation and location of ring roads will be determined during the Small Area Plan
process.
The potential impact of the construction of the Meadow Creek Parkway.
The design/alignment of the needed connecting and parallel roads and Ring Roads shouldwill
be determined during preparation of the Small Area Plan. These roads may and will have an
impact on and will provide access to adjacent property.
Milestones:
Begin preparation of the Small Area Plan as soon as funding is identified in the second five
years of Plan implementation.
Comments/Notes: ROW costs could be significantly less for two reasons: 1) the Rio/US 29
intersection is so wide that ROW needs may be less, and 2) property owners may donate ROW,
especially for the ring roads.
Included in Planning/Budget Document: UnJAM 2035 Constrained Long Range Plan, I-8.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-26
Project
Reference No.
19
Project Title:
US 29 at Shopper’s World and Mall Drive
Project Description:
Add a third lane to the Shopper’s World approach; reconfigure the Fashion Square Mall Drive
approach, including the channelized right turn lane on Mall Drive. This recommended
configuration retains direct access to existing retail areas on both sides of US 29.
Timing: Begin during
the second five years
Estimated Cost:
$637,000
Responsible Parties: VDOT, property
owners
Issues to Be Addressed:
Milestones:
Complete as improvements become necessary to the functioning of US 29 or as property
redevelops, whichever comes first.
Comments/Notes:
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-27
Project
Reference No.
20
Project Title:
Albemarle Square Drive at US 29
Project Description:
Widen the Albemarle Square Drive approach to US 29 to provide two inbound lanes and three
outbound lanes. Add a second southbound left turn lane on US 29 and extend the southbound
right turn storage. These improvements are needed to provide full access to support adjacent
commercial properties and support future intersection improvements at Rio Road and US
29potential Ring Road system and Rio Road grade separation, since Albemarle Square Drive is
expected to be one of the four Ring Roads. Partial access to/from Albemarle Square would
improve operations and reduce width requirements on Albemarle Square Drive, but would limit
accessibility, and therefore is not recommended.
Timing: Begin during
the second five years
Estimated Cost:
$3,127,000
ROW (est.): $1,876,000
Responsible Parties: VDOT,
developer
Issues to Be Addressed:
Improve traffic management/flow near congested intersection, future grade-separated
intersection.
Milestones:
Construct in conjunction with redevelopment of Albemarle Square or construction of
intersection improvements or grade separation at US 29 and Rio Road, whichever comes
first.
Comments/Notes:
Included in Planning/Budget Document:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-28
Project
Reference No.
21
Project Title:
Signalize US 29 at Airport Acres Road North
Project Description:
To be provided as part of the North Pointe proffered improvements. Necessary to accommodate
projected development in the area.
Timing: Begin during
the second five years
Estimated Cost:
$324,000
Responsible Parties:
Property owner/developer
Issues to Be Addressed:
Milestones:
To be installed with development of North Pointe.
Comments/Notes: No right-of-way (ROW) will be necessary for this improvement.
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-29
Project
Reference No.
22
Project Title:
Signalize US 29 at Northside Drive
Project Description:
To be provided as part of North Pointe proffered improvements. Necessary to accommodate
projected development in the area.
Timing: Begin during
the second five years
Estimated Cost:
$324,000
Responsible Parties:
Property owner/developer
Issues to Be Addressed:
Milestones:
To be installed with development of North Pointe.
Comments/Notes: No right-of-way (ROW) will be necessary for this improvement.
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-30
Project
Reference No.
23
Project Title:
US 29 at Burnley Station Road/Frays Mill Road
Project Description:
Add a second northbound and southbound left turn lane on US 29 and widen the eastbound and
westbound approaches to US 29.
Timing: Begin during
the second five years
Estimated Cost:
Turn lanes: $2,663,000
ROW (est.): 666,000
Responsible Parties: VDOT
Issues to Be Addressed:
Milestones:
Future volumes will require the additional turn lanes, which are to be installed when traffic
warrants
Comments/Notes:
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-31
Project
Reference No.
24
Project Title:
Albemarle Place: Construct Street System
Project Description:
The developer of Albemarle Place has proffered a network of internal streets connected to
Hydraulic Road, US 29, and the Comdial property. The major north-south street, Albemarle
Place BoulevardDrive, will run from Hydraulic Road northward to Fourth Street. Albemarle Place
Drive will be a three-lane cross section with parking. These internal streets will provide an
essential part of the local street network. The timing of construction is dependent on
development of the property.
Timing: First ten years Estimated Cost:
Costs expected to be paid for by
property owner, developer.
Responsible Parties:
Property owner/developer
Issues to Be Addressed:
The connection of Albemarle Place Boulevard to Greenbrier Drive may be either where
shown with a dashed line and/or in an alternate location indicated by the two arrows.
Milestones:
The timing is set by the Albemarle Place proffers; construction is dependent on private
development decisions.
Comments/Notes: The connection from Albemarle Place northward to Greenbrier Drive will be
dependent on redevelopment in the area near the “Comdial” site.
Included in Planning/Budget Document: No.
24. This portion of the Future Land Use Map shows the network of streets that are part of the
approved Albemarle Place development. These streets shouldwill be constructed as part of the
development. The connection from Fourth Street to Greenbrier Drive indicated with arrows may
be made in addition to or instead of the connection shown with a dashed line. North is to the
right.
US 29
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-32
Project
Reference No.
25
Project Title:
North Pointe: Construct Street System
Project Description:
This street network will provide a parallel road network on the east side of US 29 from Proffit
Road to the intersection with Lewis and Clark DriveNorthwest Passage Road. The main road
through the proposed development will serve as a parallel route to US 29. The roads in North
Pointe need to be in place when additional development north of Hollymead Town Center brings
additional traffic.
Timing: First ten years Estimated Cost:
Costs expected to be paid for
by property owner, developer.
Responsible Parties:
Property owner/developer
Issues to Be Addressed:
Milestones:
Timing set in proffers; construction is dependent on private development decisions.
Comments/Notes:
Included in Planning/Budget Document: No.
25. This portion of the Future Land Use Map shows the network of streets that is planned to
serve the North Pointe Development. US 29 runs horizontally toward the t op of the map, the
North Pointe streets are below (east of) US 29.
US 29
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-33
Project
Reference No.
26
Project Title:
University of Virginia Research Park: Construct Street System
Project Description:
The street network within the Research Park will provide a parallel road network on the west
side of US 29, including Lewis & Clark Drive. The University Foundation has agreed, as part of
the rezoning on the property, to extend Lewis & Clark Drive from US 29 to Airport Road.
Timing: Throughout the
20-year implementation
timeframe
Estimated Cost:
Costs expected to be paid for
by the property owner
Responsible Parties:
Property owner
Issues to Be Addressed:
Milestones:
Timing set in proffers
Comments/Notes:
Included in Planning/Budget Document: No.
26. This portion of the Future Land Use Map shows Lewis & Clark Drive from Airport Road to US
29, as well as other streets in the University of Virginia Research Park. North is to the right, US
29 stretches from left to right at the bottom of the map, and Airp ort Road is on the left side inside
the white dashed line.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-34
Project
Reference No.
27
Project Title:
Transit System Expansion & Improvements
A HIGH PRIORITY IMPLEMENTATION PROJECT
Project Description:
Continue to implement Priority Ttransit service in the Charlottesville-Albemarle area from
Charlottesville to the Rio Road/US 29 intersection area, then, ultimately to Hollymead and Piney
Mountain [see also Charlottesville-Albemarle Regional Transit Authority Draft Final Report,
August 2008]
Timing: Begin during
the first five years and
continue throughout the
20-year Plan timeframe.
Estimated Cost:
$17,000,000
Responsible Parties:
City, County, CTS, RTA, and other
agencies
Issues to Be Addressed:
An RTA or similar organization needs to be established as soon as possible in order to
oversee implementation of a City-County operated transit system essential to Places29.
Extend local bus service as Centers develop.
Coordinate initial Priority Ttransit service with road improvements and development of
Centers throughout the US 29 Corridor.
Provide express or Rapid Bus service along the US 29 Corridor, linking the City and eastern
Development Area corridor from Charlottesville to US 29 / Rio Road intersection, and with
potential extension to Hollymead/Piney Mountain.
Milestones:
Establish an RTA or a similar organization to develop and manage system.
Service should begin as soon as sufficient residential density and employment intensity are
present in the area to be served
Comments/Notes: The cost for this transit system will depend on the level of local service
provided.
Included in Planning/Budget Document: UnJAM 2035 Constrained Long Range Plan, I-35.
27. This schematic diagram is an example of a possiblen initial Bus Rapid Transit (BRT) and
circulator system that would ultimately serve the entire Places29 area.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-35
Project
Reference No.
28
Project Title:
Sutherland Middle School Addition
Project Description:
To increase the capacity of Sutherland Middle School from 709 to 789 students, approximately
4,800 square feet will be added to the building. The addition will include four regular
classrooms, an in-school suspension (ISS) room, several offices, storage, and a mechanical /
electrical room. The existing ISS Room will be renovated into a corridor connection to the
addition. Additional operating impacts for this project include custodial, maintenance, and
operating expenses and would be an impact on the School Division’s operating budget.
Timing: First ten years Estimated Cost:
$2,169,000
Responsible Parties:
Albemarle County Schools Division
Issues to Be Addressed:
Milestones:
Comments/Notes:
Included in Planning/Budget Document: Programmed in current CIP: 2017 – 2018. The project’s
start date was moved back due to the new capacity formula and new enrollment projections.
28. This portion of the Future Land Use Map shows the location of Sutherland Middle School.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-36
Project
Reference No.
29
Project Title:
Hollymead Elementary School Addition
Project Description:
To increase the capacity of Hollymead Elementary School from 488 to 608 students,
approximately 17,250 square feet will be added to the building. The additions will include five
regular classrooms, one pre-k handicapped room, resource rooms, offices, and faculty
workrooms. Required site work includes additional parking spaces, relocating multiple play
areas and one mobile classroom. In addition, renovations will be required for a new conference
room and health clinic near the administration area. Additional operating impacts for this project
include custodial, maintenance, and operating costs and would be an impact within the School
division’s operating budget.
Timing: First ten years Estimated Cost:
$7,036,000
Responsible Parties:
Albemarle County Schools Division
Issues to Be Addressed:
Provide necessary field space to meet existing demands and long-term growth needs.
Milestones:
Site selection and acquisition.
Construct in latter part of 10-year period.
Comments/Notes:
Included in Planning/Budget Document: Programmed in current CIP: 2017 – 2018, with
construction expected to begin in 2018-2019. The project’s start date was moved back due to
the new capacity formula and new enrollment projections.
29. For the location of this improvement, see Project 28.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-37
Project
Reference No.
30
Project Title:
Monitor long-term needs for future Fire/Rescue service improvements
Project Description:
This project represents an ongoing process of monitoring emergency and non-emergency call
activity to determine whether modifications/improvements to services and/or facilities are
needed.
Timing: Throughout the
20-year implementation
timeframe
Estimated Cost:
NA
Responsible Parties:
County Dept. of Fire-Rescue and Fire
Station chiefs
Issues to Be Addressed:
Monitor the need to augment service to the area.
Milestones:
Evaluate options to address any deficiencies in services once identified.
Comments/Notes:
Included in Planning/Budget Document:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-38
Project
Reference No.
31
Project Title:
Police Office for beat officers in Neighborhoods 1 and 2, Hollymead,
and Piney Mountain
Project Description:
The project involves monitoring the availability of office space for beat officers within the
designated service areas (referred to as “beats’). This is an ongoing process.
Timing: Throughout the
20-year implementation
timeframe
Estimated Cost:
NA
Responsible Parties: Albemarle County
Police Dept.
Issues to Be Addressed:
Ensure police have facilities in the Northern Development Areas per Community Facilities
Plan standards. Current space exists.
Space is usually provided at County Fire-Rescue Stations
Milestones:
Monitor for need to upgrade. Facilities are adequate at the time of Master Plan adoption.
Comments/Notes:
Included in Planning/Budget Document:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-39
Project
Reference No.
32
Project Title:
Northern Albemarle Library Facility
Project Description:
The Northern Albemarle Library Facility combines the former New Northside Library and New
Library 29N Corridor into one Northern Albemarle Library Facility project. This project proposes
constructing 30,000 square feet of library space and 10,000 square feet of bookmobile and
systemwide (administrative) space in the northern urban areas of the county. Additional
operating impacts include additional personnel and building maintenance and operating costs.
These additional operating costs would impact the county’s operating budget through an
increase in the funding provided to the Jefferson-Madison Regional Library (JMRL).
Timing: First ten years Estimated Cost:
$16,972,000
Responsible Parties:
Primary: Albemarle County (CIP and
operational funds; cash proffers)
Secondary: Jefferson-Madison Regional
Library (supplemental funding
efforts/donations, planning)
Issues to Be Addressed:
Determine whether the Northside library will continue in its current location (Northside-
Albemarle Square) or a new location, with preference for a new location, or remain within
Neighborhoods 1 or 2. A new facility should be consistent with the Community Facility Plan
standards.
Determine the need for an additional facility (long-term in the Hollymead area). Consider
whether the proffered site in the North Pointe development is available.
Milestones:
Develop plan to upgrade/expand (first 5 years).
Construction in 6 – 10 year timeframe.
Comments/Notes: Leasing of an expanded facility is an alternative to construction of a new
facility.
Included in Planning/Budget Document: CIP recommends funding for this project to begin in
FY2014-2015, pending a comprehensive review of library needs.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-40
Project
Reference No.
33
Project Title:
Recycling Centers
Project Description:
The Northern area of the County is being considered as a potential location for aone of several
recycling facilitycenters to be constructed throughout the County. Thisese facility centers will
serve county residents and, possibly, private haulers who choose to deliver recyclable
materials, including plastic, aluminum/steel, and paper. The Rivanna Solid Waste Authority
would receive annual fees to manage the sites and transport the recyclables.
Timing: First ten years Estimated Cost:
$350,000
Responsible Parties: Rivanna
Water & Sewer Authority,
County General Services,
Facilities Development
Issues to Be Addressed:
Provide efficient and effective recycling service to the Places29 area, either through services
provided directly by haulers and/or through strategically located recycling center locations
A potential site (proffered) for a recycling center in Hollymead should be maintained until such
time as the need for such a facility can be better defined
Provide locations for one or two recycling centers to serve the Northern Development Areas
Central to the Hollymead/Piney Mountain area (first 10 years)
Central to Neighborhoods 1 and 2, as needed based on demand (11 – 20 year timeframe)
Milestones:
Meet public expectations, State mandates, and environmental impacts, service needs, and
efficiencies.
Comments/Notes:
Included in Planning/Budget Document: Project recommended for deferral due to the current
(2010) reevaluation of the solid waste management system in the City/County, including
recycling services (and also funding). The existing potential site in Hollymead should be
retained until the need for such a facility in this area is determined.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-41
Project
Reference No.
34
Project Title:
New Middle/High School
Project Description:
Acquire land to address the projected needs for a new middle and high school in the Places29
area. Approximately 100 acres would be needed to accommodate the two schools and the
associated athletic and recreational facility needs. Site assessment costs for appraisers,
engineers, topo survey, and borings are in the FY 2018-2019 CIP, and the land purchase costs
are in FY 2019-2020.
Timing: Site selection
to begin the first ten
years of Plan
implementation
Estimated Cost:
Site assessment: $100,000
(Does not include land costs)
Responsible Parties: Albemarle
County Schools Division
Issues to Be Addressed:
Monitor the annual Albemarle County Schools Long Range Planning Process to assess the
need for additional schools facilities
Site selection to begin during the later stages of the 10-year timeframe. When evaluating
potential sites, consider buying additional space if necessary to meet parks and recreation
needs, particularly additional field space.
Construction may need to begin during the later stages of the 11 – 20 year timeframe, or
beyond
Places29 area may be the location
Milestones:
Enrollment projections should be carefully tracked to determine the need for these facilities.
Comments/Notes:
Locating and acquiring a site will be challenging.
A long site selection time is needed. Pursue opportunities as they arise.
Included in Planning/Budget Document: This project’s start date was moved back to reduce the
financial impact on the capital plan, and due to the anticipated need for the improvements.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-42
Project
Reference No.
35
Project Title:
Upgrade Seminole Trail Fire/Rescue Station and Rescue Building
Facilities
Project Description:
Two existing Albemarle County fire-rescue stations, the CARS Berkmar building and the
Seminole Trail Fire Station are in need of replacement in the northern urban area of the County.
Both existing buildings have limited sleeping quarters and living spaces for volunteer and career
staff. This project provides funding for the construction of a 25,000 square foot replacement fire
rescue station combining the two buildings into one facility.
Timing: First ten years Estimated Cost:
$5,775,000
Responsible Parties: Albemarle County
Dept. of Fire Rescue
Issues to Be Addressed:
Provide adequate facilities for services
Milestones:
Project development anticipated for FY 2012-2013 and FY 2013-2014.
Comments/Notes:
Included in Planning/Budget Document: CIP
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-43
Project
Reference No.
36
Project Title:
29H250 Study Recommended Improvements
A HIGH PRIORITY IMPLEMENTATION PROJECT
Project Description:
Project includes the following improvements, most located in the City:
a. A HIGH PRIORITY IMPLEMENTATION PROJECT: Expand the southbound-
to-westbound onramp at US 29/250 Bypass (near Best Buy) with an auxiliary
lane to the Barracks Road offramp; and construct a fourth southbound lane on
US 29 between Hydraulic Road and the US 250 interchange; two lanes would
drop at the offramp to westbo0und US 250.
b. A HIGH PRIORITY IMPLEMENTATION PROJECT: construct westbound
merge lane on 250 Bypass at Barracks Road interchange
c. Construct eastbound to northbound/southbound offramp at US 29/250 Bypass
and construct new offramp at Holiday Drive
d. Close eastbound to northbound/ southbound offloop at US 29/250 Bypass and
reconstruct northbound to eastbound onramp
e. Reconstruct southbound to eastbound onloop at US 29/250 Bypass
f. Expand US 29 from Morton Drive to Seminole Square
g. Reconstruct 250 Bypass/Hydraulic Road intersection
h. Reconstruct Hydraulic Road from US 29 to 250 Bypass
i. Design and construct improvements to the US 29/Hydraulic intersection. Final
design for the intersection improvement would be subject to City/County input
and public hearing processes. The cost estimate given here is based
onrepresentative of a single-point urban interchange (SPUI). The type of
improvements will be subject to further evaluation based on updated traffic
information during the five-year update of the Master Plan.
$2,432,000(a & b)
$23,160,000
(c - f)
$9,565,000 (g)
$9,554,000 (h)
$39,372,000 (i)
Timing: Begin with a & b during the first five
years; further improvements (c - h) are not
anticipated to begin until the second five years
of Plan implementation
NOTE: Construction of the grade separation
(i), if still deemed necessary based on
updated traffic information during future
updates of the Master Plan, is a long-term
project not anticipated to be needed within the
20-year timeframe. Emphasis will be placed
on completing projects a – h (or their
equivalent)
Estimated Cost:
$84,083,000
Responsible Parties: City of
Charlottesville, VDOT
Issues to Be Addressed:
All major transportation improvements, including grade separations will be reevaluated during the five-
year Plan update.
Improves the flow of traffic from US 29 to the US29/250 Bypass
Most of these projects are in the City, but they are included in the Master Plan because they are
essential to the overall transportation plan for the US 29 North Corridor
A grade-separated intersection at Hydraulic and US 29 wouldill protect pedestrians and bicyclists from
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-44
exposure to heavy traffic on US 29 and provide a safe connection between areas east and west of US
29. (Pedestrian and bicycle facilities are included in the project.)
Based on preliminary designs prepared during the 29H250 study, aA single-point urban interchange
(SPUI) works most efficiently with the existing topography in the area and wouldill potentially cause
less long-term disruption to adjacent businesses. However, the design actually used for the grade
separation will be determined during the final design of the improvement
A partial design has been completed prepared as part of the 29H250 Study
Facilitates redirection of more local trips to Hillsdale Drive Extended and connector roads to the west of
US 29
Milestones:
Funding has been identified for the first two items (a & b).
Determine which of these improvements needs to be done within the first 10 years.
Begin planning & design of remaining projects within first 10 years, with construction not expected until
the second ten years (projects c-f).
Grade separation (i), if necessary, is not anticipated within the 20-year Master Plan timeframe.
Comments/Notes: Reconfiguring the US 29/250 Bypass interchange reduces the amount of land
occupied by on/offramps and creates new developable land in the triangle area. It provides better access
to nearby businesses and creates the potential to expand the sites of some of these businesses. It
requires pedestrian and bicycle access improvements through the interchange with particularly improved
access potential on the east side of US 29.
Included in Planning/Budget Document: Projects a and b are in the TIP
36. This schematic diagram from the US 29 North Corridor Transportation Study shows the
various road improvements recommended by the 29H250 study and incorporated in the
Places29 Master Plan. The actual design of the improvements will be chosen during th e design
process. North is to the right, US 29 runs horizontally through the center of the diagram, and the
250 Bypass slants to the left.
US 29
Hydraulic Road
250 Bypass
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-45
Project Reference
No.
37
Project Title:
Intersection Improvements at Rio Road & US 29
Small Area Plan
Project Description:
This project is the second phase of intersection improvements at this intersection; during this
phase the design and construction of the improvements recommended in the Small Area Plan
(see Project 18 for the description) will begin.
Master Plan recognizes the ultimate need for a grade-separated intersection at US 29 and Rio
Road due to the significant level of traffic moving through this intersection. No specific design for
the grade separation has been assumed or established in the Plan, although possible concepts
are identified. Concepts/designs for the grade separations will be established through a Small
Area Plan preparation process in which adjacent and nearby property owners and key
stakeholders are expected to participate.
The general concept for improvements in this area relies on the construction of a parallel local
road network, access management improvements, and interparcel connections to prolong the
life of the existing at-grade intersection and to provide part of the ultimate long-term solution to
travel and access needs in this area. This includes the concept of Ring Roads to provide
connections to US 29 and adjacent properties. The Ring Roads would serve the local uses and
redevelopment of the four quadrants better.
Establish the next steps for implementing the Small Area Plan once it is completed.
37. This portion of the Future Land Use Map shows the intersection of Rio Road and US 29. US
29 runs from left to right in the center of the map (north is to the right).
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-46
The following projects will be considered as part of the improvements at this intersection (items
b – h outline the concept identified by the Places29 transportation consultants). This
Implementation Project, #42, is intended to recognize the results of the Small Area Plan
described in Project #15.
A possible future scenario for the improvements provided by the transportation consultant is:
b. Construct northbound auxiliary lanes for Rio Road intersection to create a parallel roadway
adjacent to the part of US 29 that will be most disrupted by construction of the grade
separation at Rio Road. Must be completed prior to the grade separation at Rio Road.
c. Construct southbound auxiliary lane at Berkmar Drive. Construct in conjunction with
interchange redesign at US 29 and Rio Road.
d. Construct Northwest Rio Ring Road—all four ring roads will serve as an at-grade connection
between US 29 and the grade separation at Rio Road. The Ring Road concept will support
redevelopment of the Midtown area and allow the intersection of US 29 at Albemarle Square
to remain full access
e. Construct Southeast Rio Ring Road
f. US 29 at Rio Road: replace at-grade intersection with grade separation. NOTE: construction
of the grade separation is not expected until the second ten years of Plan implementation.
g. Construct southwest Rio Ring Road as a three-lane cross section from Berkmar Drive to Rio
Road. Provides opportunities for redevelopment of adjacent parcels in Midtown area.
h.b. Construct northeast Rio Ring Road; use existing Albemarle Square Drive and Garden
Drive. Will need to address existing connections internal to the existing shopping center.
Timing:
Estimated Cost: Responsible Parties:
Places29
Consultant UnJAM Plan Primary Secondary
To begin
during the first
ten years, after
completion of
planning for
the six-lane
widening of US
29 and location
and design of
Berkmar Drive
Bridge and
extension.
Construction
not expected
until the
second ten
years of Plan
implementation
or later
Plan (a):
$100,000
Implement the
Plan’s access
management
recommendations
Ring/parallel
Roads (d, e, g, &
h): $17,138,400
($10,711,500
Const +
$6,426,000
utilities & ROW:)
Grade
Separation or
ultimate
improvement
(b, c, & f):
$40,520,000
(Does not include
Plan (a): UnJAM
does not include
Small Area Plan
Consistent with
intent of UnJAM
Grade
Separation or
ultimate
improvement (b,
c, & f):
$50,620,000
(2025 $s)
Plan (a): County;
Preliminary
Design- VDOT
County in
development plan
review; VDOT
funding for
construction
VDOT
participation in
Small Area
Planning process
and funding of
construction of
improvements
Grade
Separation or
ultimate
improvement (b,
c, & f): VDOT
Plan (a): None
Ring Roads (d, e, g, & h):
Local—private sources,
including developer land
donation, construction and
cash proffers, and/or
County sources, including
property taxes and other
tax sources that may in the
future be enabled (such as
gas sales tax) or created
(such as special tax
districts)
Grade Separation or
ultimate improvement (b,
c, & f): Local—private
sources, including cash
proffers, and/or County
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-47
ROW as existing
ROW may be
sufficient) Costs will
be determined
during project
design and
engineering
sources, including property
taxes and other tax
sources that may in the
future be enabled (such as
gas sales tax) or created
(such as special tax
districts)
Issues to Be Addressed:
Coordinate preparation of Small Area Plan with VDOT’s design & engineering study for
intersection improvementsgrade separation at Rio & US 29; develop a Memorandum of
Agreement between VDOT and County to conduct joint public planning process. Design of
the intersection improvementsgrade separation and location of ring roads will be determined
during the Small Area Plan process.
The potential impact of the construction of the Meadow Creek Parkway.
The design/alignment of the needed connecting and parallel roads and Ring Roads will be
determined during preparation of the Small Area Plan and will have an impact on and provide
access to adjacent property. These two Ring Roads (d & e) should be complete prior to
construction of the grade separation because they are needed to provide for construction of
the grade separation.
The County may have to construct some or all of the Ring Roads if property does not
redevelop prior to construction of grade separation at Rio Road and US 29.
The construction of the SW and NE Ring Roads (g & h) is not essential prior to construction
of the grade separation at Rio Road and US 29.
The design and alignment of all intersection improvements.
Milestones:
Begin preparation of the Small Area Plan as soon as funding is identified.
Implement the Small Area Plan once it is complete and adopted as part of the
Comprehensive Plan.
Comments/Notes: ROW costs could be significantly less for two reasons: 1) the Rio/US 29
intersection is so wide that ROW needs may be less, and 2) property owners may donate ROW ,
especially for the Ring Roads.
Included in Planning/Budget Document: UnJAM 2035 Constrained Long Range Plan, I-8.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-48
Project
Reference No.
38
Project Title:
Intersection improvements at Greenbrier Drive and US 29
Project Description:
Add southbound left turn lane and westbound right turn lane at Greenbrier Drive and US 29.
Timing: Begin during
second ten years
Estimated Cost:
$313,000
Responsible Parties: VDOT
Issues to Be Addressed:
Improvements will address intersection LOS and traffic management.
Milestones:
This project is the first major 4-way intersection north of the high priority project at Hydraulic
Road and US 29. Once the Hydraulic Road/US 29 intersection functions more effectively, the
next capacity issue will be at the intersection of Greenbrier and US 29. In order to address the
capacity issue at Greenbrier and keep traffic moving on US 29, these intersection
improvements will be necessary. If funding becomes available, these improvements should
be done as soon as possible after the improvements at Hydraulic Road are completed.
Comments/Notes:
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-49
Project
Reference No.
39
Project Title:
Intersection improvements at Woodbrook Drive and US 29
Project Description:
Several improvements are necessary at this intersection to address the Level of Service (LOS)
and to manage traffic. The improvements wouldill ultimately result in a partial access
intersection configuration and wouldill allow the intersection to remain open; the congestion that
would result from a full access intersection would create a bottleneck. The improvements, which
wouldill be done at different times during the 20-year plan implementation timeframe, are:
a. Extend northbound left turn and right turn storage lanes (first ten years).
The following potential improvements will be reevaluated based on updated traffic information
with the five year update of the Master Plan; they would be constructed as part of a system of
parallel and connecting roads in the area:
b. Remove the southbound left turn lane (secondfirst ten years).
c. Channelize the westbound approach to right-out only (second ten years).
d. Channelize the eastbound approach to right-out/left-out only (second ten years).
Timing: Begin during
the second ten years
Estimated Cost:
$1,089,000
Responsible Parties: VDOT
Issues to Be Addressed:
Address intersection LOS and traffic management.
Milestones:
At peak periods, such as Saturday morning, traffic now warrants these improvements.
As higher priority projects south of this intersection are completed and the knot of congestion
shifts north along the US 29 corridor, the County should be is ready for the improvements to
be made at Woodbrook Drive and US 29.
Comments/Notes:
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-50
Project
Reference No.
40
Project Title:
Construct a Intersection ImprovementsGrade-Separated
Intersection at Ashwood Blvd. and US 29
Project Description:
Current transportation modeling has identified the long -term need for grade separation at the intersection
of Ashwood Blvd. and US 29. Needed improvements at this intersection, as with all major transportation
improvements, will be reevaluated during five-year Master Plan updates based on updated traffic
information. Ashwood Blvd. is the sole intersection in this section of the US 29 corridor; eliminating the at-
grade median break and signal would improve operations and safety on US 29. If grade separation is
necessary, it would provide an unencumbered crossing for bicycles and pedestrians, as well as access
across US 29 for vehicular traffic. Connecting roadways would provide opportunities to consolidate
access driveways along US 29. This grade separation, along with the extension of Ashwood Blvd. to
Berkmar Drive Extended, would provide a major connection for residents on the east side of US 29 to
reach Berkmar Drive Extended. See also Project 7 for information about the coordination of these
intersection improvem ents with the recommended widening of US 29 north of Polo Grounds Road.
Timing: Second ten years Estimated Cost:
$11,927,000
ROW (est.): $2,982,000
Responsible Parties:
VDOT
Issues to Be Addressed:
All major transportation improvements, including grade separations will be reevaluated during the five-
year Plan update.
VDOT may decide to design a potentialThis grade separation should designed at the same time the US
29 widening from Polo Grounds Road to Towncenter Drive is designed.
The most appropriate location for the jug handle connecting roads wouldill be determined during
design, based on development status of relevant parcels.
Milestones:
Construction of Ashwood grade separation mayis expected to precede construction of grade
separations at Airport Road and Timberwood Blvd
Comments/Notes: If the design of this grade separation is determined with the widening of US 29, the
cost may be less and the ROW may be purchased as part of the widening from Polo Grounds Road to
Town Center Drive.
Included in Planning/Budget Document: No.
40. This schematic diagram from the Future Land Use Map shows the potentialrecommended
grade separation at Ashwood Blvd. and US 29, along with the connection of Ashwood Blvd. to
Berkmar Drive Extended.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-51
Project
Reference No.
41
Project Title:
Intersection Improvements at Airport Road/Proffit Road/US 29 and
Timberwood Blvd./US 29
Preparation of a Small Area Plan for the Airport Road Corridor
Project Description:
Current transportation modeling has identified for the US 29 Corridor and Places29 area, this Master Plan
recognizes the need for intersection improvements at Airport Road/Proffit Road/US 29 and Timberwood
Blvd./US 29 in order to prolong the useful life of the current at-grade intersections and the long-term. The
Plan also recognizes the potential need for grade separations at both of these intersections to address
future traffic conditions due to the significant amount of traffic moving through the intersections. Further,
because of the proximity of these two intersections, planning and design of both sets of intersection
improvements must be done at the same time.
This project is the preparation of a Small Area Plan for the Airport Road Corridor, which includes both of
these intersections, the full length of Airport Road to the Airport, and the surrounding area. The first focus
of the Small Area Plan will be identification of connector and parallel roads on each side of US 29
between Airport Road and Timberwood Blvd that will permit turning movements at points other than the
main intersections. Enabling vehicles to turn at other intersections will mean that fewer vehicles will use
the main intersections, thereby prolonging their useful life. If transportation modeling done as part of
future five-year updates of the Master Plan shows that grade separations are necessary, then these may
be designed as a second part of the Small Area Plan process. No specific design for the potential grade
separations has been assumed or established in the Plan, although possible concepts are identified.
Concepts/designs for the intersection improvements will be established through the Small Area Plan
process in which adjacent and nearby property owners and key stakeholders are expected to participate.
The following principles will guide the evaluation process for the ultimate improvements to these two
intersections:
The type of intersection improvements recommended should be based on updated current and
projected traffic information.
Coordinate land uses with transportation improvements during de velopment of the Small Area
Plan.
Improvements should provide adequate levels of service on the roads and access to adjac ent
properties.
Improvements to the road network should be phased in a manner that prolongs the life of the
existing at-grade intersections.
A variety of concepts/forms of intersection improvements/grade separations shall be considered
based on updated traffic information.
Pursue design concepts that provide, to the extent feasible and practical, at-grade relationships
of roads to businesses to facilitate visibility and access.
Design of connector roads and related improvements will respect the need for clear and direct
access to the Charlottesville-Albemarle Airport and the University of Virginia Research Park.
In developing design concepts, minimize the need for additional right -of-way acquisition.
Short-term issues related to the construction of intersection improvements/grade separations
should be addressed through strategic construction phasing, development of the parallel local
road network to provide alternate access prior to construction of intersection improvements, and
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-52
other strategies.
Preparation of a Business Impact Plan should be considered during the Small Area Plan process.
Pedestrian, bicycle, and transit users shall be accommodated in all road improvements to the
greatest extent possible.
The general concept for improvements in this area relies on the construction of a parallel local road
network, access management improvements, and interparcel connections to prolong the life of the
existing at-grade intersection and to provide part of the long-term solution to travel and access needs in
this area.
Timing: Plan will be prepared
beginning during the second
ten years. Construction of
improvements will continue
after the Plan is complete and
as funding is available
Estimated Cost:
$100,000 (study, minimum)
Responsible Parties:
County, VDOT, property
owners/developers, business owners
Issues to Be Addressed:
Milestones:
All major transportation improvements recommendations, including grade separations will be
reevaluated during five-year Plan updates based on updated traffic information.
Design, layout of transportation/road improvementsconnector and parallel roads, and the timing of
construction will be determined during preparation of Small Area Plan for the Airport Road Corridor
Construction will begin after funding is identified . and after a grade separation at Ashwood Blvd.(if
needed) is completed
Construction of the improvements recommended in the Small Area Plan will begin once the Plan has
been completed and adopted as part of the Comprehensive Plan. S ome of the recommended
improvements may not be necessary during the 20-year life of this Master Plan.
Comments/Notes: If needed, the grade separation at Airport/Proffit must be constructed at the same
time as the grade separation at Timberwood Blvd.
Included in Planning/Budget Document: No.
41. This illustration from the Future Land Use Map shows the approximate area to be included in
the Airport Road Corridor Small Area Plan. US 29 runs from right to left near the bottom. North is
to the right.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-53
Project
Reference No.
42
Project Title:
Major Improvements to the Construct grade-separated intersection
at Hilton Heights Road and US 29
Project Description:
Current transportation modeling has identified the need for intersection improvements at the
intersection of Hilton Heights Road and US 29 in order to prolong the useful life of the current
at-grade intersection and the potential long-term need for grade separation to address future
traffic conditions due to the significant amount of traffic moving through the intersection. Needed
improvements at this intersection, as with all major transportation improvements, will be
reevaluated during five-year Master Plan updates based on updated traffic information.
Timing: Second ten years
or later
Estimated Cost:
$17,949,000
ROW (est.): $10,760,000
Responsible Parties:
VDOT
Issues to Be Addressed:
All major transportation improvements, including potential grade separations, will be
reevaluated during five-year Plan updates.
May not be necessary during the 20-year plan implementation timeframe.
Design will be difficult due to topography and potential impact to adjacent residential areas.
Alternative design concepts should be thoroughly evaluated.
Would provide another connection between areas to the east of US 29 and Berkmar Drive
Extended.
Milestones:
Evaluate the need for and extend of improvements in this location, including potential grade
separation, during each five-year Master Plan review and update.
Identify funding and schedule construction if traffic warrants a grade separation at this
intersection.
Comments/Notes:
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-54
Project
Reference No.
43
Project Title:
Widen US 29 to six lanes from Airport Road to bridge over the North
Fork of the Rivanna River
Project Description:
Widen US 29 to a six-lane rural cross section with full shoulders and center median. There will
also be a multi-purpose path on at least one side of US 29 in this segment of the road. Future
volumes are expected towill require widening of this section of US 29. North Pointe proffers
includes portions of the northbound lane to be added.
Timing: Second ten years Estimated Cost:
$12,738,000
Responsible Parties:
Property owner/developer
Issues to Be Addressed:
The northbound lane is part of the North Pointe proffers.
The southbound lane is part of the University of Virginia Research Park proffers.
Milestones:
The northbound lane will be constructed as part of the North Pointe Development.
The southbound lane will be constructed when square footage of buildings constructed in the
Research Park reaches the threshold specified in the proffers.
Comments/Notes: Right-of -way costs are not included because the proffers include donation of
the right of way for the lane on each side of US 29.
Included in Planning/Budget Document: No.
43. This portion of the Future Land Use Map shows the segment of US 29 from Airport Road (to
the left) to the North Fork of the Rivanna River (the red line on the right) that will be widened to
six lanes. The dashed lines on US 29 reflect the segment that will be widened.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-55
Project
Reference No.
44
Project Title:
Intersection improvements at US 29 and Austin Drive
Project Description:
Add Austin Drive Extended (westbound approach)and add southbound left turn lane. These
improvements are required to accommodate development expected in the area (new
development on the east side of US 29).
Timing: Second ten years Estimated Cost:
Improvements: $7,238,000
ROW (est.): $1,809,000
Responsible Parties:
VDOT
Issues to Be Addressed:
Milestones:
Make improvements when traffic warrants.
Comments/Notes: Intersection is now signalized.
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-56
Project
Reference No.
45
Project Title:
Signalize US 29 at Dickerson Road
Project Description:
Signalize intersection.
Timing: Second ten years Estimated Cost:
$324,000
Responsible Parties:
VDOT
Issues to Be Addressed:
Required to serve development.
Milestones:
Install signal when traffic warrants.
Comments/Notes:
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-57
Project
Reference No.
46
Project Title:
Proffit Road Improvements
Project Description:
From US 29 east 1.6 miles, address capacity and safety issues by improving the road alignment
and constructing an urban section road with sidewalks and bicycle lanes.
Timing: Begin during the
second ten years
Estimated Cost:
NA
Responsible Parties: VDOT
Issues to Be Addressed:
Milestones:
Funding is available only for preliminary engineering of these improvements.
Comments/Notes:
Included in Planning/Budget Document: Yes, County’s Priority List of Secondary Road
Improvements
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-58
Project
Reference No.
47
Project Title:
Dickerson Road Improvements
Project Description:
To improve safety and address public requests, repave the gravel portions of Dickerson Road
and replace two bridges.
Timing: First ten years Estimated Cost:
$11,608,000
Responsible Parties: VDOT
Issues to Be Addressed:
Milestones:
Comments/Notes:
Included in Planning/Budget Document: Yes, County’s Priority List of Secondary Road
Improvements
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-59
Project
Reference No.
48
Project Title:
Construct pedestrian overcrossing (of US 29) at Berkmar Drive
Project Description:
This elevated crossing will integrate pedestrian and bicycle crossings into a future transit stop
and facilitate redevelopment opportunities. The overcrossing is intended to serve pedestrians
and bicyclists crossing to/from Fashion Square Mall and the corner of Berkmar Drive and US
29. The design would take advantage of the grade difference between the west side of US 29
(lower) and the increase in elevation on the east side.
Timing: Second ten years Estimated Cost:
$2,200,000
Responsible Parties: County,
VDOT, Property owner/developer
Issues to Be Addressed:
May require developer participation; coordinate with development of surrounding area.
Milestones:
Construct as soon as funding has been identified and the location/design established.
Comments/Notes: A photosimulation of this crossing is shown on page 4-16 of the Master Plan.
Included in Planning/Budget Document:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-60
Project
Reference No.
49
Project Title:
Construct connector road between US 29 and Berkmar Drive Extended
Project Description:
Both the original US 29 North Corridor Transportation Study and more recent transportation
modeling done by the TJPDC show that a third connector road between US 29 and Berkmar
Drive located midway between the existing connections at Woodbrook Drive and Hilton Heights
Road will be necessary to permit traffic to flow smoothly to/from US 29 and Berkmar Drive. Such
a connector road also creates large ―blocks‖ bounded by US 29 on one side and Berkmar Drive
on the other. This road should connect to the existing signalized crossover at the Northtown
Center development. The final alignment will be determined as redevelopment takes place and
properties are designed. This road will be a twothree-lane cross section (with center turn lanes if
necessary, depending on the extent of development adjacent to the road)connecting US 29 to
Berkmar Drive. It provides another means for traffic to access Berkmar Drive without traveling
on US 29. Construction of this road is development-dependent.
Timing: Second ten years Estimated Cost:
$1,841, 000
ROW (est.): $921,000
Responsible Parties: Property
owners/Developers
Issues to Be Addressed:
Requires participation of property owners.
OneThe alignment that has beenoriginally proposed for this road would connected the
Schewel Furniture Drive to Berkmar Drive Extended. The western end of the proposed road
would traveled along the property lines to minimize right-of-way needed from any one
property owner and to allow several adjacent properties to have access to/from the proposed
new connector road. This alignment would beas chosen because it is approximately halfway
between existing connections at Woodbrook Drive and Hilton Heights Road. However, other
alignments that meet the need for a connector between Woodbrook and Hilton Heights Road
would be considered based on benefits to traffic and availability.
Milestones:
Construction is development-dependent.
Comments/Notes:
Property owners/ developers may donate ROW.
A two-lane road with dedicated left turn lanes may be an acceptable alternative design.
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-61
Project
Reference No.
50
Project Title:
Extend Ashwood Blvd. to Berkmar Drive Extended
Project Description:
This extension provides a connection that wouldill allow users of Ashwood Blvd. to access
Berkmar Drive Extended without using US 29.
Timing: Second ten years Estimated Cost:
NA
Responsible Parties: Property
Owner/developer, VDOT
Issues to Be Addressed:
The segment of Ashwood Blvd. would be extended from the western end of the potential
grade separation to Berkmar Drive Extended; if no grade separation is constructed, then the
extension would be at-grade.
Construction will need to be coordinated with the construction of both Berkmar Drive
Extended and the Ashwood Blvd. grade separation
Milestones:
MayShould be constructed as part of the Ashwood Blvd. grade separation, provided Berkmar
Drive has already been constructed. May need to be built at the time Berkmar Drive Extended
is constructed.
Comments/Notes: No estimate of ROW or construction costs is available. Cost may be included
in grade separation, and/or construction of Berkmar Drive Extended.
Included in Planning/Budget Document: No.
50. This portion of the Future Land Use Map shows the connection of Ashwood Blvd. over US 29
to Berkmar Drive Extended at the top of the map.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-62
Project
Reference No.
51
Project Title:
Reconfigure cross section of Timberwood Blvd. between US 29
and Worth Crossing. Construct roundabout at Worth Crossing.
Project Description:
The new cross section for Timberwood and the roundabout wouldill support the grade
separations, if needed, and connector roadjug-handle roadway operations at Timberwood Blvd.
and US 29.
Timing: Second ten years Estimated Cost:
NA
Responsible Parties:
VDOT
Issues to Be Addressed:
Milestones:
May be completed after the potential grade separations, if necessary, at Airport Road and
Timberwood Blvd. are constructed
Comments/Notes: May be included in grade separation of Timberwood/US 29.
Included in Planning/Budget Document: No.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-63
Project
Reference No.
52
Project Title:
Transit System Expansion & Improvements
A HIGH PRIORITY IMPLEMENTATION PROJECT
Project Description:
This project is a continuation of the transit system work begun during the first five years of Plan
implementation. It includes extending local bus service as Centers develop. It wouldill also involve
coordinating the initial Bus Rapid Transit (BRT) system (or Priority Transit/Express Transit Service) with
road improvements and development of Centers throughout US 29 North Corridor. Specifically, BRT
would be extended to the Uptown and the airport once the density/intensity of development in the Airport
Road Corridor area would support transit. The County would also, ultimately, extend the BRT to Greene
County, if ridership warranted.
Timing: Project began during
the first five years and will
continue throughout the 20-
year Plan implementation
timeframe
Estimated Cost:
$16,500,000 (to extend service
from Midtown to Uptown)
Responsible Parties: City, County,
CTS, RTA, other agencies
Issues to Be Addressed:
Milestones:
Extend BRT to the Rio Road/US 29 intersection area as density/ intensity increases to support transit
use, if not done during first ten years.
Extend BRT to Uptown and Airport once density/ intensity increases to support transit in Airport Road
Corridor Area, possibly further north to Rivanna Station Military Base/ GE area.
Extend local bus service as neighborhoods/Centers develop; provides localized service and provides
connections to BRT/Express service.
Extend BRT to Greene County when potential ridership warrants or provide connection with Green
County Transit).
Comments/Notes:
Included in Planning/Budget Document: No.
52. An example of a recommended long-range Places29 transit network, with both Bus Rapid
Transit (BRT) and local circulator service.
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-64
Project
Reference No.
53
Project Title:
Recreational Space in the Piney Mountain Area
Project Description:
To provide new community level park facilities needed to serve anticipated growth in the Piney
Mountain Development Area east of US 29.
Timing: Begin during
the second ten years
Estimated Cost:
$3,250,000
Responsible Parties: Property
owners/Developers, County
Issues to Be Addressed:
Milestones:
Identify types and amount of space needed
Identify possible locations.
Request proffers with new development
Comments/Notes: the cost estimate is based on the development of necessary sports fields,
shelters, and restrooms. (See Project 37 for more details). It is anticipated that developers
wouldill provide all or most of these facilities.
Included in Planning/Budget Document:
Places29: A Master Plan for the Northern Development Areas BOS DRAFT REV
Appendix 2. Implementation Project Descriptions [12 2010] Page A2-65
Project
Reference No.
54
Project Title:
New Elementary School #17
Project Description:
A new 600-student facility would be constructed in one of the Development Areas, with an 8,000
square foot gym, auxiliary spaces, and a cafeteria and library. The school would be 84,360
square feet. The school is programmed to open in 2017. The project to acquire the land
necessary for an elementary school in one of the Development Areas is separate from the
construction cost. The site should be purchased in FY2013-2014.
To be located in one of three locations in the County, based on need/demand: Crozet, southern
urban area, the Northern Development Areas (North Pointe proffered site).
Timing: Second ten years Estimated Cost:
$7,199,000
Responsible Parties: Albemarle
County Schools Division
Issues to Be Addressed:
Milestones:
Identify need
Design and construct new school
Comments/Notes: Enrollment projections indicate the need for one new elementary school in
the Development Areas over the next ten years (2017). The school will be located in one of
three areas depending on the location of the growth in student population and the capacities of
the existing elementary schools. Monitor the School Long Range Planning process to determine
whether the school will need to be located in the Places29 area within the next ten years.
Included in Planning/Budget Document: The school construction project start date was moved
back to FY 2017-2018 due to the new capacity formula and new enrollment projections.