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BOARD OF SUPERVISORS
T E N T A T I V E
JANUARY 13, 2015
5:00 P.M. - LANE AUDITORIUM
COUNTY OFFICE BUILDING
1. Call to Order.
2. 5:00 p.m. – 6:30 p.m. - Work Session: CPA-2013-01. Comprehensive Plan Update/Amendment,
to begin with public comments and possible Board direction. Elaine Echols, Principal Planner.
· Chapter 12: Community Facilities, including Solid Waste
· Chapter 13: Implementation (Text from Plan)
· Recommendations from Planning Commission for Borches CPA
Recess: 6:30 – 7:00 p.m.
3. 7:00 p.m. – 9:00 p.m. – Continuation of Work Session to include public comments and possible Board
direction.
4. Action: Draft Letter of Support for Route 29 Solutions Process.
5. From the Board: Matters Not Listed on the Agenda.
6. From the County Executive: Report on Matters Not Listed on the Agenda.
7. Adjourn.
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BOS – CPA 2013-01
January 13, 2013
Page 1 of 3
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
CPA-2013-01 Comprehensive Plan Update/Amendment
SUBJECT/PROPOSAL/REQUEST:
Chapter 12 Community Facilities and
Planning Commission Recommendations
STAFF CONTACT(S):
Cilimberg, Echols
PRESENTER (S): Elaine Echols
LEGAL REVIEW: No
AGENDA DATE:
January 13, 2015
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: No
REVIEWED BY:
BACKGROUND:
The Planning Commission’s recommended Comprehensive Plan has been provided in the draft dated January 23, 2014
and previously provided to the Board of Supervisors. The Comprehensive Plan may be found online here:
http://www.albemarle.org/upload/images/Forms_Center/Departments/Community_Development/Forms/Comp_Plan_2013/
Comp_Plan_Round_3/Table_of_Contents_Final_1-23-14.pdf.
Recommendations regarding focused topics and information since the Commission’s actions have also been identified for
the Board’s consideration. This work session is the eighth in the series of detailed Comprehensive Plan chapter reviews
based on the Board’s agreed upon review schedule which can be found here:
http://www.albemarle.org/department.asp?department=cdd&relpage=17151
The Board’s direction to date has been recorded in Action Memos from Board meetings at which the topic was discussed.
STRATEGIC PLAN ASPIRATIONS:
Critical Infrastructure: Prioritize, plan and invest in critical infrastructure that responds to past and future changes and
improves the capacity to serve community needs.
Natural Resources: Thoughtfully protect and manage Albemarle County’s ecosystems and natural resources in both the
rural and development areas to safeguard the quality of life of current and future generations
Development Areas: Attract quality employment, commercial, and high density residential uses into development areas
by providing services and infrastructure that encourage redevelopment and private investment while protecting the quality
of neighborhoods.
Operational Capacity: Ensure County government’s ability to provide high quality service that achieves community
priorities.
DISCUSSION:
At this meeting, the Board will begin review of Chapter 12: Community Facilities and recommendations from the
Planning Commission, which were requested by the Board in 2014.
Community Facilities
A link to the Community Facilities chapter can be found here:
http://www.albemarle.org/upload/images/Forms_Center/Departments/Community_Development/Forms/Comp_Plan_2013/
Comp_Plan_Round_3/12_Chapter_Community_Facilities_final_1-23-14.pdf
AGENDA TITLE: CPA-2013-01 Comprehensive Plan Update/Amendment
January 13, 2015
BOS – CPA 2013-01
January 13, 2013
Page 2 of 3
A link to the appendices can be found here:
http://www.albemarle.org/upload/images/Forms_Center/Departments/Community_Development/Forms/Comp_Plan_2013/
Comp_Plan_Round_3/A.12_Appendix_Community_Facilities_Final_1-23-14.pdf
The appendices provide details on specific service objectives, response times, and standards.
The Community Facilities Goals, Objectives, Strategies, Implementation Priorities and Measures of Success are
found in a single document at Attachment A. A comparison of the existing Comprehensive Plan’s Community
Facilities Goals, Objectives and Strategies to the proposed Draft is provided as Attachment B. A link to staff reports
and the Planning Commission’s discussions on Community Facilities may be found in Attachment C.
The Community Facilities chapter provides information on
Expectations for all County facilities and delivery of service
Police service delivery and standards
School facilities standards
Fire-Rescue facilities and standards
Local government facilities
Emergency operations facilities
Solid Waste management
Library services and facilities
Public water and sewer service delivery
County-owned stormwater management facilities
Support for private utility provision of electricity, telephone, natural gas, wireless, and fiber optic service
Three topics have been raised for discussion:
Solid Waste
In October 2014, the Board of Supervisors asked the Planning Commission to re-review its recommendations
for solid waste management and specifically to comment on recommendations of the Solid Waste Long Term
Solutions Advisory Council. On December 16, 2014, the Commission unanimously recommended approval of
the Committee’s recommendations with minor modifications. Attachment D provides a “clean” and “redlined”
version of the new recommendations for solid waste management.
Wireless
The existing wireless policy was inadvertently omitted from the recommended Community Facilities Plan.
Attachment E provides recommended language to reference the wireless policy which will be added to the
Appendix.
Broadband
The Board of Supervisors requested that a placeholder for a new broadband policy, which is being dev eloped
by the Board, be added to the Community Facilities Plan. Attachment F provides the recommended strategy
and text.
Planning Commission Considerations and Recommendations
Also in October 2014, the Board of Supervisors asked the Planning Commission to review three requests for land use
changes in the Development Areas along with policy changes that would be needed for a Zoning Text Amendment
(ZTA) for artists’ communities in the Rural Area. The result or status of the Commission’s review for each item is
provided below:
CPA201400002 Colonial Auto -- Representing CMA Properties, Peter Borches had previously asked the
Board to consider redesignating a 3.5 acre property along Berkmar Drive from Urban Density Residential to
Office/R&D/Flex/Light Industrial to allow the potential for this property to be used as a standalone parking lot
to replace an area that will be affected by the Rio Road interchange construction along Route 29 North.
On December 16, 2014, The Planning Commission unanimously recommended approval of the land use
AGENDA TITLE: CPA-2013-01 Comprehensive Plan Update/Amendment
January 13, 2015
BOS – CPA 2013-01
January 13, 2013
Page 3 of 3
change, which is discussed in Attachment G. The Commission endorsed specific text along with th e Land
Use Map change. Attachment G also contains a recommendation to the Board from the Commission related
to development of the Small Area Plan recommended in the Places29 Master Plan.
CPA201400003 Woolen Mills – Brian Roy and Pete Caramanis requested a land use change for the historic
mill property known as Woolen Mills from its curr ent Industrial Service to a land use category called
Transitional. The recommended Southern Urban Neighborhoods Master Plan designates it as
Office/R&D/Flex/Light Industrial and some of the property is in the floodplain of Moore’s Creek.
Staff has been working with the applicant on this proposal and o utstanding issues related to fill in the
floodplain prevented the Commission from considering the request in December. The Commission will hold a
worksession on the request on January 27, 2015. Staff will report the outcome of that request to the Board at
the Board’s February work session.
CPA201400004 Lofts at Moore’s Creek – This CPA request will be discussed at the Board’s February work
session.
ZTA201400005 Artists’ Communities/Residencies – Greg Smith, representing the Virginia Commission for
the Creative Arts, previously asked the Board to consider allowing an artists’ retreat/residency in the Rural
Area, in support of a ZTA request he had filed in August. Following referral from the Board, the Planning
Commission adopted a resolution of intent to study the request in October and held a work session on
December 6, 2014. The Commission concluded that in and of itself the use was not a Rural Area use, but, if it
helped to achieve historic preservation goals, it could be considered for inclusion in the Rural Area zoning
district by special use permit. The Commission has asked staff for additional information, which will be
discussed at the January 27, 2015 work session. Staff will report the outcome of that request to the Board at
the Board’s February work session.
BUDGET IMPACT:
Recommendations in the Comprehensive Plan Draft include recommendations for future capital improvements and
operations.
RECOMMENDATIONS:
The Board is asked to identify any substantive changes to the recommendations herein presented and concur on
those changes, focusing on content rather than wordsmithing. Staff will then make any necessary changes and bring
them back to the Board for its approval prior to its public hearing.
ATTACHMENTS:
Attachment A: Goals, Objectives, Strategies, Priorities, and Indicators of Progress for Community Facilities
Attachment B: Comparison of Goals, Objectives, and Strategies for Chapter 12
Attachment C: Links to Planning Commission Staff Reports by Topic and Associated PC Minutes
Attachment D: Solid Waste Management Recommendations
Attachment E: Wireless Policy
Attachment F: Proposed Broadband language
Attachment G: Planning Commission recommendation for CPA201400002 Colonial Auto
Return to agenda
Page 1 of 5
Attachment A
BOS 1-13-15
ATTACHMENT A
Community Facilities
Goals, Objectives, Strategies, Priorities, and Indicators of Progress
GOAL: Facilities and services provided by Albemarle will be high-quality and delivered in a
responsible and cost-effective manner.
Objective 1:
Continue to provide public facilities and services in a fiscally-responsible and equitable manner.
Strategy 1a: Give priority to facilities that address emergency needs, health and safety concerns,
and which provide the greatest cost-benefit ratio to the population served.
Strategy 1b: Give priority to the maintenance and expansion of existing facilities to meet service
needs.
Strategy 1c: Continue to design all buildings, structures and other facilities to permit expansion as
necessary. Sites should be able to accommodate existing and future service needs.
Strategy 1d: Continue to locate related or complementary services and facilities together when
possible and when other goals of the Comprehensive Plan can be met.
Strategy 1e: Schedule funding of government facilities through the Capital Improvements
Program (CIP), based on the needs identified in the Development Area Master Plans, the
Transportation Chapter and other adopted County Plans.
Strategy 1f: Ensure that all government facilities conform to County regulations, site development
standards, and policies.
Strategy 1g: Continue to determine the value of maintaining existing but obsolete facilities and
sites for the potential re-use for other services and facilities prior to their disposal.
Strategy 1h: Continue to design and construct public facilities that are energy efficient.
Strategy 1i: Continue to design and construct buildings with a commitment to occupant health and
government benefits.
Strategy 1j: Public buildings and spaces provided in the Development Areas should conform to the
principles of the Neighborhood Model.
Objective 2:
Provide high quality policing to the County.
Strategy 2a: Use the Police Service Model (Geographic Policing) to provide service to the County.
Strategy 2b: Locate Police District Stations within all designated police service areas of the County.
Strategy 2c: Ensure facilities are available for the newly created northern (Jefferson) and south-
western (Blue Ridge) districts.
Page 2 of 5
Attachment A
BOS 1-13-15
*Strategy 2d: Evaluate the need for a County-owned Public Safety Training Facility (also see strategy
4b).
*Strategy 2e: Locate the Public Safety Training Academy in a central location to provide convenient
access for all regional members (also see strategy 4c).
Objective 3:
Provide physical facilities that enable the School Division to provide a high quality educational
system for students in Albemarle County.
Strategy 3a: Locate new schools in the Development Area. Only locate new schools in the Rural
Area by exception when physical constraints, land area needs or availability, or service
consideration may necessitate it.
Strategy 3b: Maintain and upgrade existing schools in the designated Rural Areas,
as necessary, in order to continue to serve rural residents.
Strategy 3c: Provide facilities in locations that are appropriate for projected enrollment to
ensure educational parity for all students. Ensure school location and facility design is based on the
recommendations of the Long-Range Plan for Albemarle County Schools and Development Area
Master Plans, to the greatest extent possible.
Strategy 3d: Ensure capital funding is programmed to achieve parity in the provision of all
levels of school facilities.
Strategy 3e: Provide adequate recreational and athletic facilities on a school site to serve the
students of the school and to provide park facilities as identified in the Parks and Recreation
Chapter of this Plan.
Strategy 3f: Give preference to locating schools on individual sites rather than having multiple
schools on one site.
Strategy 3g: Use modular facilities only during periods of enrollment fluctuations or prior to
expansion or development.
*Strategy 3h: Encourage innovative alternatives to address new school facility needs, including
potential cooperation with the City of Charlottesville.
Strategy 3i: Promote walking and bicycling to school where schools are accessible from
pedestrian and bicycle facilities.
*Strategy 3j: Program necessary funding in the Capital Improvements Program (CIP) to provide
for bikeway and walkway linkages to schools.
Objective 4:
Provide firefighting and rescue facilities and equipment as needed to meet the characteristics of
particular service areas.
Strategy 4a: Locate new fire / rescue facilities in places where the most properties can be served
Page 3 of 5
Attachment A
BOS 1-13-15
and where ingress and egress is not hindered.
Strategy 4b: Evaluate the need for a County-owned Public Safety Training Facility (also see
Strategy 2d).
Strategy 4c: Locate the Public Safety Training Academy in a central location to provide convenient
access for all regional members (also see strategy 2e).
Objective 5:
Continue to provide facilities for administration services of local government and administrative
services of schools in a central location convenient to County residents.
Strategy 5a: Continue to provide for local government and schools administration centers at the
County Office Building on McIntire Road (COB-McIntire) and the County Office Building on 5th
Street (COB – 5th).
Strategy 5b: Continue to provide a separate location for County court services that can
accommodate County court facility and service needs.
Objective 6:
Continue to operate an emergency communications center that coordinates emergency
communications within the region in an expedient and professional manner.
Strategy 6a: Continue to be a member of a regional Emergency Communications and Emergency
Operations Center in conjunction with the City of Charlottesville and the University of Virginia to direct
emergency calls to service providers and coordinate a unified regional response to emergencies.
Objective 7:
Provide solid waste management services in an efficient and cost-effective manner.
Strategy 7a: Continue to abide by the TJPDC Solid Waste Plan and the County’s Environmental
Management Policy to ensure solid waste generated in the County is collected, processed, and
disposed of in a manner beneficial to the health, safety, and welfare of the citizens of the County.
*Strategy 7b: Increase understanding of the need for solid waste management and increase the
participation of individuals, businesses, and institutions in waste reduction.
Strategy 7c: Continue to support the use of private haulers in the collection and transfer of solid
waste material in the County.
*Strategy 7d: Analyze possible economic savings and other benefits for solid waste management
by methods, including City-County and private or regional funding to match public services to
service gaps that are not addressed by the private sector.
Strategy 7e: Continue to provide a comprehensive household hazardous waste program for
County’s citizens and County businesses.
Strategy 7f: Continue to support source reduction and reuse, and provide for recycling and
resource recovery.
Page 4 of 5
Attachment A
BOS 1-13-15
Objective 8:
Provide high quality library services for County residents.
Strategy 8a: Retain existing library locations, with the exception of the Northside Library, in
conjunction with the Jefferson-Madison Regional Library System.
*Strategy 8b: Open a new Northside Library on the County-owned site located on West Rio Road
west of the Route 29 North intersection to better serve residents of the northern part of the
Development Areas.
*Strategy 8c: Evaluate the feasibility of constructing a new library facility to serve the southern part
of the Development Areas.
Strategy 8d: Continue to monitor need for new library services.
Strategy 8e: Maintain existing Bookmobile service to the outlying areas, especially those areas that
require outreach service.
Strategy 8f: Continue to recognize evolving changes in technology, such as on-line transactions,
downloadable books, and self check-out kiosks.
Objective 9:
Provide public water and sewer in the Development Areas.
Strategy 9a: Continue to follow jurisdictional areas in provision of public water and sewer.
Strategy 9b: Continue coordination of water and sewer services among the Albemarle County
Service Authority (ACSA), the Rivanna Water and Sewer Authority (RWSA), the City of
Charlottesville, the University of Virginia, and the County.
Strategy 9c: Complete planned public water and sewer system upgrades for the Development
Areas adjacent to the City (the Urban Service Area).
Strategy 9d: For the Development Areas of Crozet, Village of Rivanna and the Town of Scottsville
water and sewer systems (the non-urban system), monitor demand and plan for systems and
facilities upgrades concurrent with community growth.
Strategy 9e: Continue to support and implement water demand management strategies as
outlined in the 2011 Water Supply Plan by maintaining efficient water use through ordinance,
reducing water use through conservation initiatives, and reducing water loss through system
operation and maintenance.
Strategy 9f: Continue to ensure that private central water and sewer systems are only used to
solve potable water and / or public health or safety problems of existing Rural Area residents.
Strategy 9g: Continue to manage County-owned stormwater facilities.
*Strategy 9h: Continue to assess ways in which the costs of stormwater maintenance can be paid.
Page 5 of 5
Attachment A
BOS 1-13-15
Objective 10:
Support provision of private electricity, telephone, natural gas, wireless, and fiber optic service
when provision is in keeping with other aspects of the Comprehensive Plan.
Strategy 10a: Continue to ensure the adequate provision of electricity, telephone, fiber optics,
and natural gas services to support existing and anticipated development in the County through
coordination with utility companies.
Strategy 10 b: Continue to coordinate reviews of development proposals with service providers
through the site development review process.
Strategy 10c: Continue to require reviews for compliance with the Comprehensive Plan for
requests for gas line extensions to and through the Rural Area. Require compliance reviews with
the Comprehensive Plan for requests for fiber optic extension to and through the Rural Area.
Strategy 10d: Locate utilities to minimize impacts on the visual and natural environment.
Strategy 10e: Continue to use the Wireless Communications Facilities Policy to guide the location
of wireless facilities in the County.
Priorities are indicated with *
Indicators of Progress:
1. Increase in the number of public buildings which are energy efficient.
2. Reduction in energy consumption in public buildings.
3. Meet or exceed service delivery standards for police service.
4. Meet or exceed service delivery standards for fire rescue.
5. Reduction of waste which goes into landfills.
6. Meet or exceed service delivery standards for libraries
7. Increase in the number of linear feet of sidewalks and bike lanes to schools and other public
buildings.
Appendices
Community Facility Energy Conservation Guidelines
Police Facility Standards
Public School Facility Standards
Fire Rescue Facility Standards
Government Building Facility Standards
Public Library Facility Standards
Reference Documents
There are no reference documents associated with this Chapter.
Page 1 of 14
Attachment B
BOS 1-13-15
ATTACHMENT B
Comparison of Goals, Objectives and Strategies, and other Key Information
Chapter 12 Community Facilities
January 23, 2014 Draft
The goal, objectives, and strategies for the Proposed 2013 Plan are shown on the right in this table. Goals,
objectives, and strategies shown on the left are taken from different sections of the existing Comprehensive
Plan. The source of information from the existing Plan is shown by existing goal, objective, or strategy
number or by page number in the existing Plan.
Existing Comprehensive Plan –
Land Use Plan: Growth Management
Adopted 6/5/1996
Amended 7/11/2007 CPA 05-02, Growth
Management Policy Update
10/10/2007, (CPA 07-04, Impact of
Development on Public Facilities)
Land Use Plan: Community Facilities
Adopted 6/5/1996
Amended 7/17/2007 CPA 05-02, Growth
Management Policy Update)
9/1/2004 CPA 04-03, Community Facilities Plan
Update
Land Use Plan: Public Utilities: Water & Sewer
Adopted 6/5/1996
Amended 12/31/2008, CPA200800001, Water
Supply Planning
Proposed Comprehensive Plan Update
Recommended by the Planning Commission
7/30/2013
Note: Parks and Recreation Facilities are now
provided in a separate chapter - Chapter 10
Parks, Recreation, Greenways, Blueways and
Green Systems.
GOAL: Strongly support and effectively implement
the County's growth management priorities in the
planning and provision of transportation
infrastructure, public facilities and public utilities.
(GM p. 6)
Objective: Community facilities should be
equitably provided for all County residents based
on cost-effectiveness. Levels of service will vary
based on the area of the County. Those in the
outlying Rural Area should not anticipate levels of
service delivery equal to those provided in the
Development Area. (CF, p. 143)
GOAL: Facilities and services provided by
Albemarle will be high-quality and
delivered in a responsible and cost-effective
manner. (p. 12.1)
Objective: The location of new public facilities
should be within the County’s Development Areas
so as to support County land use policies.
Objective 1: Continue to provide public
facilities and services in a fiscally-
responsible and equitable manner. (p. 12.7)
Page 2 of 14
Attachment B
BOS 1-13-15
Development Areas such as Communities and
Villages will serve as service center locations for
the Rural Areas. Only in cases where it is not
possible to locate a new facility in the
Development Area due to physical constraints, or
the nature of the facility, and/or service(s)
provided, will public facilities be allowed in the
Rural Area. (CF, p. 143)
Objective: Give priority to facilities which address
emergency needs, health and safety concerns, and
provide the greatest ratio of benefit to the
population served. (CF, p. 143)
Strategy 1a: Give priority to facilities that
address emergency needs, health and
safety concerns, and provide the greatest
cost-benefit ratio to the population served.
(p. 12.7)
Objective: Priority shall be given to the
maintenance and expansion of existing facilities to
meet service needs. (CF, p. 143)
Strategy 1b: Give priority to the
maintenance and expansion of existing
facilities to meet service needs. (p. 12.7)
Objective: All sites should be able to
accommodate existing and future service needs.
All buildings, structures and other facilities shall be
designed to permit expansion as necessary. (CF, p.
143)
Strategy 1c: Continue to design all
buildings, structures and other facilities to
permit expansion as necessary. Sites should
be able to accommodate existing and future
service needs. (p. 12.8)
Objective: Related or complementary services/
facilities should be located together when possible.
(CF, p. 143)
Strategy 1d: Continue to locate related or
complementary services and facilities
together when possible and when other
goals of the Comprehensive Plan can be
met. (p. 12.8)
Objective: Schedule funding of community facilities
through the Capital Improvement Program (CIP),
based on the adopted Community Facilities Plan.
(CF, p. 143)
Strategy 1e: Schedule funding of
government facilities through the Capital
Improvements Program (CIP), based on the
needs identified in the Development Area
Master Plans, the Transportation Chapter
and other adopted County Plans. (p. 12.8)
Objective: All community facilities shall be in
conformance with County regulations, site
development standards, and policies to the
greatest extent feasible. (CF, p. 143)
Strategy 1f: Ensure that all government
facilities conform with County regulations,
site development standards, and policies. (p.
12.8)
Objective: Determine the value of maintaining
existing but obsolete facilities and sites for the
potential re-use for other services/facilities prior
to their disposal. (CF, p. 144)
Strategy 1g: Continue to determine the
value of maintaining existing but obsolete
facilities and sites for the potential re-use
for other services and facilities prior to their
disposal. (p. 12.8)
Page 3 of 14
Attachment B
BOS 1-13-15
Objective: Community facilities should be
designed and constructed with a commitment to
providing facilities that are environmentally
responsible. (CF, p. 144)
Strategy 1h: Continue to design and
construct public facilities that are energy
efficient. (p. 12.9)
Objective: Community facilities should be
designed and constructed with a commitment to
occupant health and community benefits. (CF, p.
144)
Strategy 1i:
Continue to design and construct buildings
with a commitment to occupant health and
government benefits. (p. 12.9)
Follows from text listed on pages 144, 145, and
146 of existing Community Facilities Chapter.
Strategy 1j: Public buildings and spaces
provided in the Development Areas should
conform to the principles of the
Neighborhood Model. (p. 12.9)
Note: Police service / Facility Standards listed on
pages 147 and 148 are updated and listed in the
Community Facilities Appendix.
Objective 2:
Provide high quality policing to
the County. (p. 12.13)
Strategy 2a: Use the Police Service Model
(Geographic Policing) to provide service to
the County.
Strategy 2b: Locate Police District Stations
within all designated police service areas of
the County.
Strategy 2c: Ensure facilities are available
for the newly created northern (Jefferson)
and south-western (Blue Ridge) districts.
Strategy 2d: Evaluate the need for a
County-owned Public Safety Training Facility
(also see strategy 4b).
Strategy 2e: Locate the Public Safety
Training Academy in a central location to
provide convenient access for all regional
members (also see strategy 4c).
Service objectives and facility standards are
now provided in the Community Facilities
Appendix.
Objective 3:
Provide physical facilities that enable the
School Division to provide a
high quality educational system for students
in Albemarle County. (p. 12.17)
Page 4 of 14
Attachment B
BOS 1-13-15
Schools SERVICE OBJECTIVES
1. Establish service areas for existing schools and
identify those geographic areas not effectively
served as the basis for identifying overall school
facility needs. (CF, p. 164)
2. New schools should be located within the
designated Development Areas to support the
County’s growth management policies. The existing
schools located in the Rural Area are intended to
be maintained and upgraded/expanded as
necessary in order to continue to serve rural
residents. (CF, p. 164)
Strategy 3a: Locate new schools in the
Development Area. Only locate new schools
in the Rural Area by exception when
physical constraints, land area needs or
availability, or service consideration may
necessitate it. (p. 12.17)
Strategy 3b: Maintain and upgrade existing
schools in the designated Rural Area, as
necessary, in order to continue to serve rural
residents. (p. 12.18)
Schools SERVICE OBJECTIVES
3. School location and design should be consistent
with the general intent of the facility as described
in the Comprehensive Plan-Neighborhood Master
Plans. (CF, p. 164)
7. Provide new school facilities and the expansion
of existing facilities over the next ten years in a
manner that corresponds to that outlined in “The
Long Range Plan for Albemarle County Schools.”
Discourage the use of modular facilities as
permanent facilities, as they are not seen as an
appropriate long-term solution for overcrowding.
However, periodic use of modular facilities during
periods of enrollment fluctuations or prior to
expansion or development is viewed as a normal
practice and economic necessity. (CF, p. 164)
Strategy 3c: Provide facilities in locations
that are appropriate for projected
enrollment to ensure educational parity for
all students. Ensure school location and
facility design is based on the
recommendations of the Long-Range Plan
for Albemarle County Schools and
Development Area Master Plans, to the
greatest extent possible. (p. 12.18)
Schools SERVICE OBJECTIVES
5. Strive for parity in school facilities throughout
the County. (CF, p. 164)
Strategy 3d: Ensure capital funding is
programmed to achieve parity in the
provision of all levels of school facilities. (p.
12.19)
Schools SERVICE OBJECTIVES
6. Provide adequate classroom space and
facilities to serve school enrollment. In addition,
provide adequate recreational/athletic facilities
on a school site to serve the students and provide
Community or District Park level services as
identified in the Parks and Recreation section of
Strategy 3e: Provide adequate recreational
and athletic facilities on a school site to
serve the students, and provide park
facilities as identified in the Parks and
Recreation Chapter of this Plan. (p. 12.19)
Page 5 of 14
Attachment B
BOS 1-13-15
this Plan. The school division will make school, park,
and recreational facilities available for community
and public use, after meeting its responsibilities to
students. (CF, p. 164)
Strategy 3f: Give preference to locating
schools on individual sites rather than having
multiple schools on one site. (p. 12.19)
See Schools SERVICE OBJECTIVES # 7 above.
Strategy 3g: Use modular facilities only
during periods of enrollment fluctuations or
prior to expansion or development. (p.
12.20)
Schools SERVICE OBJECTIVES
9. Encourage innovative alternatives to address
new facility needs, including potential cooperation
with the City. (CF, p. 165)
Strategy 3h: Encourage innovative
alternatives to address new facility needs,
including potential cooperation with the City
of Charlottesville. (p. 12.20)
Strategy 3i: Promote walking and bicycling
to school where schools are accessible from
pedestrian and bicycle facilities. (p. 12.20)
Strategy 3j: Program necessary funding in
the Capital Improvements Program (CIP) to
provide for bikeway and walkway linkages
to schools. (p. 12.20)
Schools SERVICE OBJECTIVES
School SERVICE/FACILITY STANDARDS
As listed in the Community Facilities Section of the
Land Use Plan pages 166, 167 and 168.
Service and facility standards are now
provided in the Community Facilities
Appendix.
Fire and Rescue SERVICE OBJECTIVES
4. Provide firefighting and rescue equipment as
needed to meet the characteristics of particular
service areas.
Objective 4:
Provide firefighting and rescue
facilities and equipment as needed to
meet the characteristics of particular service
areas. (p. 12.21)
Fire and Rescue SERVICE OBJECTIVES
3. Construct fire and rescue stations at strategic
locations throughout the County to help achieve
desired response times to all emergency calls and
increase the level of service. (CF, p. 154)
5. Encourage joint fire and rescue stations at new
locations when possible. (CF, p. 154)
Strategy 4a: Locate new fire / rescue
facilities in places where the most properties
can be served and where ingress and egress
is not hindered. (p. 12.21)
Strategy 4b: Evaluate the need for a
County-owned Public Safety Training Facility
Page 6 of 14
Attachment B
BOS 1-13-15
(also see Strategy 2e). (p. 12.22)
Strategy 4c: Locate the Public Safety
Training Academy in a central location to
provide convenient access for all regional
members (also see strategy 2e). (p. 12.22)
Fire and Rescue SERVICE OBJECTIVES and
STANDARDS – can be provided from the
Community Facilities Section of the Land Use Plan
pages 154, 155, and 156.
Service objectives and service and facility
standards are now provided in the
Community Facilities Appendix.
Objective 5:
Continue to provide facilities for
administration services of local govern-ment
and schools in a central location convenient
to County residents. (p. 12.23)
County Government Administration Service
Objectives
1. Centralize government administrative services
near population/employment centers in the City
and/or in Development Areas of tee County to
effectively provide efficient operations and
convenient locations for the general public. (CF, p.
151)
Strategy 5a: Continue to provide for local
government and schools administration
centers at the County Office Building on
McIntire Road (COB-McIntire) and the
County Office Building on 5th Street (COB –
5th).
Strategy 5b: Continue to provide a separate
location for County court services that can
accommodate County court facility and
service needs. (p. 12.23)
Objective 6:
Continue to operate an emergency
communications center that coordinates
emergency communications within the region
in an expedient and professional manner.
(p. 12.25)
Fire and Rescue SERVICE OBJECTIVES
6. Maintain and utilize the current emergency
response data collection system in order to
provide the County with sound information to
anticipate demand for services, subsequent
staffing, and new equipment and facilities. (CF, p.
154)
Strategy 6a: Continue to be a member of a
regional Emergency Communications and
Emergency Operations Center in conjunction
with the City of Charlottesville and the
University of Virginia to direct emergency
calls to service providers and coordinate a
unified regional response to emergencies.
(p. 12.25)
Page 7 of 14
Attachment B
BOS 1-13-15
Solid Waste Management Recommendations
• The County should utilize a combination of solid
waste management activities discussed in this
section. This program should increase the
participation of individuals, businesses and
institutions in source reduction and reuse. (CF, p.
152)
• Initiate a study to locate a new landfill site. This
study should be in conjunction with other
jurisdictions and the possibility of a Regional
Landfill should be considered. (CF, p. 153)
Objective 7: Provide solid waste
management services in an efficient and
cost-effective manner. (p. 12.27)
Solid Waste Management Service Objectives:
1. Local initiatives should be generally reflective
of the State of Virginia’s hierarchy for solid waste
management activities: source reduction, reuse,
recycling, resource recovery, incineration, and
landfills. (CF, p. 152)
2. Develop a solid waste program that adheres to
the rules and regulations of the Virginia Waste
Management Act. (CF, p. 152)
3. Develop an efficient and environmentally
sensitive solid waste management program. Ensure
solid waste generated in the County is collected,
processed and disposed of in a manner beneficial
to the health, safety and welfare of the citizens of
the County. (CF, p. 152)
4. Explore and participate in solid waste disposal
methods and programs which will cost effectively
increase the life expectancy of the existing
landfill. This should include study of all solid waste
activities listed in service objective #1. (CF, p.
152)
Strategy 7a: Continue to abide by the
TJPDC Solid Waste Plan and the County’s
Environmental Management Policy to ensure
solid waste generated in the County is
collected, processed, and disposed of in a
manner beneficial to the health, safety, and
welfare of the citizens of the County. (p.
12.27)
Solid Waste Management Service Objectives:
7. Increase understanding of the need for solid
waste management and increase the participation
of individuals, businesses and institutions in waste
reduction. (CF, p. 152)
Strategy 7b: Increase understanding of the
need for solid waste management, and
increase the participation of individuals,
businesses, and institutions in waste
reduction. (p. 12.27)
Solid Waste Management Service Objectives:
5. Continue to support the use of private haulers in
the collection and transfer of solid waste material
in the County. (CF, p. 152)
Strategy 7c: Continue to support the use of
private haulers in the collection and transfer
of solid waste material in the County. (p.
12.28)
Solid Waste Management Service Objectives:
8. Analyze possible economic savings and other
benefits by evaluating various financing methods
Strategy 7d: Analyze possible economic
savings and other benefits by methods,
including City-County and private or
Page 8 of 14
Attachment B
BOS 1-13-15
including City/County, private or regional funding.
(CF, p. 152)
regional funding to match public services to
service gaps that are not addressed by the
private markets. (p. 12.28)
Solid Waste Management Service Objectives:
6. Establish a comprehensive household hazardous
waste program for the County. (CF, p. 152)
Strategy 7e: Continue to provide a
comprehensive household hazardous waste
program for County’s citizens and County
businesses. (p. 12.28)
Solid Waste Management Recommendations
• Determine the most cost-effective and beneficial
method to collect recyclables and implement this
program immediately to ensure the County
adequately meets State mandates for recycling.
(CF, p. 153)
• Develop a data collection program that ensures
accurate reporting of recycling activities and
allows the data to be used for accurately
projecting future waste stream. (CF, p. 153)
• Develop and implement an integrated education
program for all aspects of the waste stream in
consultation with the City, University, RWSA,
private sector and other interested groups. This
education program should promote the purchase
and use of recyclable materials. (CF, p. 153)
Strategy 7f: Continue to support source
reduction and reuse, and provide for
recycling and resource recovery. (p. 12.28)
Objective 8: Provide high quality library
services for County residents. (p. 12.29)
Strategy 8a: Retain existing library
locations, with the exception of the Northside
Library, in conjunction with the Jefferson-
Madison Regional Library System. (p.
12.29)
Strategy 8b: Open a new Northside Library
on the site located on West Rio Road west
of the Route 29 North intersection to better
serve residents of the northern part of the
Development Areas. (p. 12.29)
Strategy 8c: Evaluate the feasibility of
constructing a new library facility to serve
the southern part of the Development Areas.
(p. 12.29)
Strategy 8d: Continue to monitor need for
new library services. (p. 12.30)
Page 9 of 14
Attachment B
BOS 1-13-15
Libraries SERVICE OBJECTIVES
7. Bookmobile. Maintain existing service to the
outlying areas, especially those areas that require
outreach service. Ensure that the bookmobile is
maintained and replaced when necessary. (CF, p.
160)
Strategy 8e: Maintain existing Bookmobile
service to the outlying areas, especially
those areas that require outreach service. (p.
12.30)
Strategy 8f:
Continue to recognize evolving
changes in technology, such as on-line
transactions, downloadable books, and self
check-out kiosks. (p. 12.30)
Libraries SERVICE OBJECTIVES AND
STANDARDS – see CF, pages 157 - 159
Service objectives and service and facility
standards are now provided in the
Community Facilities Appendix.
Defining Public Water and Sewer Service Areas
Recommendations
• Follow the boundaries of the designated
Development Areas in delineating jurisdictional
areas. (CF, p. 125)
Objective 9: Provide public water and
sewer in the Development Areas. (p. 12.31)
Defining Public Water and Sewer Service Areas
Recommendations
• Provide public water and sewer only to areas
within the ACSA jurisdictional area. (CF, p.
125)
• Only allow changes in jurisdictional areas
outside of designated Development Areas in
cases where the property is: (1) adjacent to
existing lines; and (2) public health and/or
safety is in danger. (CF, p. 125)
• Prohibit access to the Crozet Interceptor
between the boundary of the Crozet
Community and the Urban Area. (CF, p. 125)
• Prohibit the installation of private central
water and/or sewer systems in the Urban
Neighborhoods, Communities and Villages. (CF,
p. 125)
Strategy 9a: Continue to follow jurisdictional
areas in provision of public water and
sewer. (p. 12.31)
Text includes:
Water and sewer Jurisdictional Areas
ensure the County’s Growth Management
Policy, Land Use Plan, and Develop Area
Master Plans are implemented by guiding
the direction of public utility placement.
They also permit these services to be
provided in a manner that can be
supported by the utility’s physical and
financial capabilities. The jurisdictional
areas are those portions of the County that
can be served by water or sewer service, or
both, and generally follow the Development
Areas boundaries. Delineation and adoption
of utility project jurisdictional areas by a
local governing body is provided for in
Virginia Code §15.2-5111.
The boundaries of the Development Areas
are to be followed in delineating
Page 10 of 14
Attachment B
BOS 1-13-15
jurisdictional areas. Change to these
boundaries outside of the Development
Areas should only be allowed when: (1)
adjacent to existing lines; and (2) public
health and/or safety is in danger.
Access to the Crozet Sewer Interceptor
between the boundary of the Crozet
Development Area and the Urban Service
Area boundary should continue to be
prohibited as well as the installation of
private central water and/or sewer systems
in the Development Areas.
In addition, the funding of public water and
sewer capital improvements should be in
accordance with the recommendations of the
Comprehensive Plan.
Continue effective coordination between the
Albemarle County plans and policies and those of
the Rivanna Water and Sewer Authority, the
Albemarle County Service Authority, the City and
the University. (CF, p. 113)
Water and Sewer Planning Recommendations
• Continue a long term effective coordination
between the Albemarle County Service
Authority, the Rivanna Water and Sewer
Authority, the City, the University of Virginia
and County through the utilization of open
communication channels, the ACSA’s, RWSA’s
and City’s Capital Improvement Programs and
the Master Water and Sewer Study. (CF, p.
126)
• Update the Master Water and Sewer Study
for the region to reflect current land use
designations. Once updated, adopt the study
as a component of the Comprehensive Plan to
be used as a guide for the provision of utilities
for the region. (CF, p. 127)
• Design water and sewer facilities according to
projected demand reflected in the adopted
Master and Water Sewer Study. (CF, p. 127)
Strategy 9b: Continue coordination between
the Albemarle County Service Authority
(ACSA), Rivanna Water and Sewer
Authority (RWSA), City of Charlottesville,
University of Virginia, and County. (p.
12.32)
Serve Urban Areas, Communities, and Villages
with public water and sewer. Prohibit private
central water and/or sewer facilities within County
Development Areas. (CF, p. 113)
Strategy 9c: Complete planned public
water and sewer system upgrades for the
Development Areas adjacent to the City (the
Urban Service Area). (p. 12.32)
Page 11 of 14
Attachment B
BOS 1-13-15
Water Treatment, Storage, and Distribution
Recommendations
• Determine ultimate expansion of the
Development Area north of Route 649
(Airport/Proffit Roads). Provide the necessary
infrastructure improvements to ensure
adequate water service to this area. (CF, p.
119)
• Design new facilities according to the densities
and uses reflected by the Land Use Map. (CF,
p. 119)
• Expand the capacity of the South Rivanna
Treatment plant in concurrence with general
urban growth. (CF, p. 120)
• Construct portions of the eastern branch of the
southern loop to improve water delivery to
Neighborhoods 4 & 5. (CF, p. 120)
• Increase storage capacity in the North
Hollymead/Piney Mountain and Southern
Urban Area. (CF, p. 120)
Sewer Service to the DA Recommendations
• Determine the ultimate expansion of the
Development Area north of Route 649
(Airport/Proffit Roads). Provide the necessary
infrastructure improvements to ensure
adequate sewer service to this area. (CF, p.
123)
• Design new facilities according to the densities
and uses reflected by the Land Use Maps. (CF,
p. 123)
• Monitor demand and upgrade the Moores
Creek Treatment Plant accordingly. (CF, p.
123)
• Extend the Biscuit Run Interceptor to provide
service to Neighborhoods 4 & 5. (CF, p. 123)
Water Treatment, Storage, and Distribution
Recommendations
• Expand the capacity of the Crozet Treatment
Plant in concurrence with Community growth.
(CF, p. 120)
Sewer Service to the DA Recommendations
• Extend sewer service to the Scottsville
Industrial Park. (CF, p. 123)
Strategy 9d: For the Development Areas of
Crozet, Village of Rivanna and the Town of
Scottsville water and sewer systems (the
non-urban system), monitor demand and
plan for systems and facilities upgrades
concurrent with community growth. (p. 12.33)
Page 12 of 14
Attachment B
BOS 1-13-15
General Principles for Public Water and Sewer
(CF, p. 113)
The following statements are a set of principles
that provide vision and guidance for decisions
regarding the provision of public water and sewer
service. These principles reflect the need for
decisions related to water and sewer service to be
consistent with, and supportive of, the growth
management policy.
1. Plan and live in accord with our water and
sewer resources by providing an economical
and safe public system of water and sewer to
serve the existing and future Development
Area population and ensure high quality
ground water for the existing and future Rural
Area population.
Strategy 9e: Continue to support and
implement water demand management
strategies as outlined in the 2011 Water
Supply Plan by maintaining efficient water
use through ordinance, reducing water use
through conservation initiatives, and
reducing water loss through system
operation and maintenance. (p. 12.34)
Discourage the utilization of central water and/or
sewer systems or the extension of public water
and sewer into the Rural Area except in the cases
where public health and safety are at issue. Rural
Area development will be served by individual
water and septic systems only (central water
facilities are considered wells, springs or other
systems capable of serving three or more
connections. Central sewer facilities are considered
systems consisting of drainfields or septic tanks
capable of serving three or more connections). (CF,
p. 113)
Water Service to the Rural Area
Recommendations
• New central water systems in the Rural Area
shall be strongly discouraged except for
solving potable water and/or health and
safety problems. (CF, p. 123)
• Any new central systems approved due to
potable water and/or health and safety
problems must meet ACSA standards and not
allow residential densities to increase beyond
the density achievable with individual on-site
facilities. (CF, p. 123)
Sewer Service to the Rural Area
Recommendations
• New central sewer systems in the Rural Area
shall be strongly discouraged except to
Strategy 9f: Continue to ensure that private
central water and sewer systems are only
used to solve potable water and / or public
health or safety problems of existing Rural
Area residents. (p. 12.34)
Page 13 of 14
Attachment B
BOS 1-13-15
address health and safety problems. (CF, p.
125)
• Any new system approved must meet ACSA
standards and not allow residential densities to
increase beyond that density achievable under
individual on-site facilities. (CF, p. 125)
Strategy 9g: Continue to manage County-
owned stormwater facilities. (p. 12.35)
Strategy 9h: Continue to assess ways in
which the costs of stormwater maintenance
can be paid. (p. 12.35)
Protection of Surface Water and Ground Water
Supplies Recommendations
• Protect the County’s surface water and ground
water supplies through the enforcement of
existing regulations and identification and
preservation of significant resources that
protect the reservoirs and groundwater
recharge areas. (CF, p. 124)
• Identify ground water recharge areas
throughout the County and develop procedures
to protect these areas. (CF, p. 124)
Groundwater resources are addressed in
the Natural Resources Chapter.
General Principles for Other Utilities
Insure the adequate provision of electricity,
telephone, and natural gas services to support
existing and anticipated development in the
County. (Page 133)
Objective 10: Support provision of private
electricity, telephone, natural gas, wireless,
and fiber optic service when provision is in
keeping with other aspects of the
Comprehensive Plan. (p. 12.37)
Strategy 10a: Continue to ensure the
adequate provision of electricity, telephone,
fiber optics, and natural gas services to
support existing and anticipated
development in the County through
coordination with utility companies. (p.
12.37)
Continue to inform utility agencies of long-term
planning goals and current development proposals
which are reviewed by the County. (Page 134)
Strategy 10b: Continue to coordinate
reviews of development proposals with
service providers through the site
development review process. (p. 12.37)
Also, proposed extensions of natural gas lines into
the County’s Rural Area are reviewed by the
Planning Commission for compliance with the
Strategy 10c: Continue to require reviews
for compliance with the Comprehensive Plan
for requests for gas line extensions to and
Page 14 of 14
Attachment B
BOS 1-13-15
Comprehensive Plan. (Page 133)
through the Rural Area. Require compliance
reviews with the Comprehensive Plan for
requests for fiber optic extension to and
through the Rural Area. (p. 12.37)
Locate other public utilities in a manner that has
minimal impact on the natural environment. (Page
134)
Strategy 10d: Locate utilities to minimize
impacts on the visual and natural
environment. (p. 12.38)
Location of Utilities
Location of Wireless Communications Facilities
Amendment Adopted, 12/6/00 (CPA 2000-01)
The purpose of the personal wireless service
facilities policy is to establish policies and
guidelines and to recommend standards and
approaches for Albemarle County to use in the
review of personal wireless service facility
applications. Wireless carriers are encouraged to
follow the ideas in this Policy in preparing
applications for personal wireless service facilities.
Planning Commissioners, Supervisors and staff
should follow this Policy when evaluating personal
wireless service facilities applications.
(Wireless facilities policy was inadvertently
left out of draft and should be re-included in
the Draft Comprehensive Plan.)
Page 1 of 1
Attachment C
BOS 1-13-15
ATTACHMENT C
Links to Planning Commission Staff Reports and Associated PC Minutes
Solid Waste
May 22, 2012 – Community Facilities in General
http://www.albemarle.org/upload/images/forms_center/departments/community_development/forms/PC_
Reports/CPA-13-1_Comprehensive_Plan_Revision_Staff_Reports_May_22_2012.pdf
Minutes from 5-22-12
____________________
Community Facilities
November 27, 2012 – Community Facilities in General
http://www.albemarle.org/upload/images/Forms_Center/Departments/Community_Development/Forms/P
C_Agendas/PC_2012_11_27_Agenda.pdf
Minutes from 11-27-12
____________________
February 5, 2013 – Community Facilities - Schools
http://www.albemarle.org/upload/images/forms_center/departments/community_development/forms/Com
prehensive_Plan_Update/PC_Memo_on_Schools_2-5-13_PC_Meeting.pdf
Minutes from 2-5-13
___________________
May 14, 2013 – Community Facilities in General
http://www.albemarle.org/upload/images/forms_center/departments/community_development/forms/Com
p_Plan_2013/Chapter_5.9_Community_Facilities.pdf
Minutes from 5-14-13
ALBEMARLE COUNTY PLANNING COMMISSION –MAY 22, 2012
FINAL MINUTES
18
CPA-2013-00001 Comprehensive Plan Revision
Work Session 8 – Community Facilities and Design Expectations for the Development
Areas (Elaine Echols)
The Planning Commission held a work session to set general direction on the following
issues regarding Community Facilities and Design Expectations for the Development
Area:
· Neighborhood Model - Re-affirm the recommendations
· Entrance Corridor Needs
· Community Facilities – Review existing and proposed standards and provide input to
staff
Elaine Echols and Andy Sorrell made a presentation on the existing Neighborhood
Model principles, a proposed change to their format and reduction from 12 to 8
principles, information on the relationship of the Entrance Corridor guidelines to the
Neighborhood Model, and expectations for Community Facilities. The following
comments were received from Commissioners:
Neighborhood Model
· The 12 principles should be kept intact rather than generalizing them to 8
principles. More specificity rather than less is desirable. Reducing the number
may send a message that the individual principles are not as important.
Whatever you do, don’t lose the substance of the 12 principles.
· The proposed 8 principles better reflect what has been learned over with the
Neighborhood Model the last 10 – 12 years.
· The principle of “neighborhood friendly streets and paths” seems to be missing.
Due to concerns about preservation of paths in the community, this principle
needs to be retained and emphasized. There are redundancies in verbiage that
should be removed. Mr. Lafferty offered to provide specific information upon
request. Additional detailed comments on NH model and public facilities will be
emailed by Mr. Dotson.
· More emphasis is needed on multimodal transportation. The term, “multimodal”
doesn’t have to mean having all modes on the same street.
· Comments in the Neighborhood Model related to concurrency should not be
dropped.
· Consider using the City’s terminology of “enhanced pedestrian experience” rather
than “pedestrian orientation or human scale”.
· Provide a better explanation about different types of housing and the importance
of affordable housing in development.
· Look for as many ways possible to emphasize “centers” -- on maps, in the text.
The term, “commercial center” may better imply or describe the kinds of centers
that are desirable.
· When siting community facilities, see if you can group them together on the
ground to create new centers. The principle of interconnectivity needs work,
especially where the interconnections may affect an existing neighborhood. In
some instances, the Commission has not supported this principle.
ALBEMARLE COUNTY PLANNING COMMISSION –MAY 22, 2012
FINAL MINUTES
19
· Walkability in areas and having the sidewalks along the street in front of the door
to the street is very important to welcome pedestrians to shopping and
employment areas.
· If we are going to make the development area pedestrian friendly, then we have
to figure out a way of getting people across those major thoroughfares without
impeding more of the traffic.
· Having sidewalks along Rt. 250 East and Rt. 29 North with entrances to buildings
from these sidewalks is not realistic due to the amount and speed of traffic on
these streets and the lack of pedestrian crossings across the roads.
· If the western bypass is built, don’t count on less traffic on Rt. 29. There are no
real opportunities to make this street more pedestrian friendly.
· The Neighborhood Model has changed the form of development over the last 10
– 12 years, but, has it really increased density? See if you can provide more
detailed information on densities achieved.
· How will the upcoming critical slopes changes relate to the NM Principle of
appropriate site grading?
· The original NH Model principle, Clear Boundaries with Rural Areas, was left out
of the new 8 principles and there does not appear to be a reference to the need
for clear boundaries. Is there a change in philosophy? We don’t want to lose
that principle.
· On the attractive multimodal streets description, the last sentence says, “Lighting
improves safety and allows for pedestrians to use sidewalks after dark.” Does
this conflict with the dark sky goals?
Entrance Corridors
· Why keep the recommendations for developing corridor specific guidelines if
there is no staff or money to pay for development of these guidelines?
· More flexibility is needed with application of EC guidelines. It isn’t useful to
spend hours of time arguing over paint colors.
Community Facilities
· Concurrency goals should be added to the Community Facilities Plan particularly
on infrastructure. There need to be benchmarks established.
· Greater direction is needed for guidance on how to provide facilities and services
when full funding is not available.
· Cost effectiveness should be defined.
· Statements should be provided that relate to the need for consistency of service
delivery.
· Items listed in the CIP need to be listed in the Comprehensive Plan first. There
seems to be a disconnect between the CIP and Comprehensive Plan at times.
· A community facilities map is needed so that one can see the relationship of
community facilities to one another.
Public Comments
Valerie Long:
· Don’t lose the language in the current Comprehensive Plan related to
redevelopment and infill. The County historically has supported infill and
ALBEMARLE COUNTY PLANNING COMMISSION –MAY 22, 2012
FINAL MINUTES
20
redevelopment even when it has not been considered to be compatible by
neighbors. There is some really wonderful helpful language in the Infill
Development process that could be looked to for guidance on this issue.
· How do critical slopes and critical slope regulations relate to goals for site
grading? Is more flexibility for disturbing critical slopes contemplated in the
designated development areas? If so, how do those two issues relate? It is very
important to be clear on the expectation because oftentimes applicants are
working so hard to avoid disturbing critical slopes that, final grading is not
necessarily the best outcome. There needs to be some balance between critical
slope regulations and grading expectations.
· There should be some language added to the introduction of the Entrance
Corridor Guidelines to discuss goals, the scope of ARB review, and statement
that the guidelines aren’t intended to micro- manage design in developments but
ensure compatibility.
· There is a need for balance between achieving the kind of development in the
designated growth areas that is desirable and the incredible challenges, delays,
and expenses that come with the ARB process.
· Retain flexibility in application of the NM Principles. Having 8 rather than 12
provides greater flexibility in how the principles are addressed. If it makes more
sense to have 8 principles the smaller number allows the same goals to be
achieved. Don’t discourage efforts to simplify the process.
· Have the ARB provide better guidance when they are reviewing projects
· Rules need to be flexible enough to achieve the common goals.
Neil Williamson
· The EC Guidelines are ripe for reform as is the role of the ARB. Consideration
should be given to establishing performance standards and getting rid of the
ARB.
· The Commission should have asked for public comment before discussing the
information that came from the staff presentation.
· It is unfair to say that builders are not relegating parking as they are working to
do just this.
No formal action was taken.
Old Business:
Mr. Morris asked if there was any old business. There being no old business, the
meeting moved to the next item.
New Business:
Mr. Morris asked if there was any new business.
· There will be no Planning Commission meeting on Tuesday, May 29, 2012, June
5, 2012 or June 12, 2012.
· The next Planning Commission meeting will be held on Tuesday, June 19, 2012.
ALBEMARLE COUNTY PLANNING COMMISSION –MAY 22, 2012
FINAL MINUTES
21
Adjournment:
With no further items, the meeting adjourned at 8:30 p.m. to the Tuesday, June 19,
2011 meeting at 6:00 p.m. at the County Office Building, Second Floor, Room #241,
401 McIntire Road, Charlottesville, Virginia.
V. Wayne Cilimberg, Secretary
(Recorded and transcribed by Sharon C. Taylor, Clerk to Planning Commission &
Planning Boards)
Page 1 of 11
Attachment D
BOS 1-13-15
ATTACHMENT D
Planning Commission Discussion and Recommendations on Solid Waste Management
For Comprehensive Plan Update
Background
At their September 9, 2014 meeting, Board of Supervisors members received a set of recommendations
from the Solid Waste Long Term Solutions Advisory Committee (SWLTSAC) for changes to the solid
waste section in the recommended Comprehensive Plan. The Board forwarded the recommendations to
the Planning Commission for review and recommendation. At their October 14, 2014 meeting, the
Planning Commission discussed the Committee’s recommendations, generally accepted the changes and
set a public hearing for December 16, 2014. The staff report for that hearing can be found here:
http://www.albemarle.org/upload/images/forms_center/departments/community_development/forms/PC_
Reports/2014/Solid_Waste_December_16_Staff_Report.pdf. Staff provided notifications of the public
hearing to local disposal services and recyclers of electronics and automotive waste.
Results of the Public Hearing and Recommendation
After hearing from the chair of the SWLTSAC and Board member Liz Palmer, the Commission voted
unanimously to recommend that the following text replace the text on solid waste management in the
January 23, 2014 Draft Plan. Highlighted items represent future hyperlinks to other sections in the Plan.
Style Definition: Normal: Font: 11 pt,
Space After: 8 pt, Line spacing: Multiple
1.08 li
Page 2 of 11
Attachment D
BOS 1-13-15
SOLID WASTE
Objective 7: Establish policies for efficient and cost-effective solid waste
disposal and sustainable materials management to reduce waste,
conserve resources, protect human and environmental health and
decrease greenhouse gas emissions.
Sustainable materials management is defined by the EPA as, “An approach to serving human
needs by using/reusing resources most productively and sustainably throughout their life cycles,
from the point of resource extraction through material disposal. This approach seeks to minimize
the amount of materials involved and all the associated environmental impacts, as well as account
for economic efficiency and social considerations.” (For more information see:
www.epa.gov/epawaste/conserve/smm/index.htm.)
Solid waste management traditionally relates to the collection and disposal of domestic solid
waste from residences, institutions, businesses, and industries, and also includes management of
inert construction/demolition debris, brush, yard and vegetative waste, and electronic and
household hazardous waste. It does not include management of wastewater treatment sludge.
Dealing with commercial hazardous waste is a legally distinct solid waste management issue that
is addressed through the Thomas Jefferson Planning District Commission’s (TJPDC) Regional Solid
Waste Management Plan, the policies of the Rivanna Solid Waste Authority (RSWA), and the
County’s Environmental Management Policy for internal operations. At present most solid waste in
the County is collected by private haulers and taken to transfer facilities outside of the County.
No landfills are currently operating in Albemarle County. No landfills are currently operating in
Albemarle County. There are two closed landfills that are currently subject to state closure
permits. One is in Keene and the other is located at the Ivy Materials Utilization Center (Ivy
MUC). RSWA provides for all state and federal mandated post-closure care activities at these
sites.
Given the difficulty in obtaining permits for a
new landfill in Virginia and the current
environment with a small number of large
landfills in the State, it is unlikely another
landfill will be permitted in Albemarle County
within the next 20 years. This plan recognizes
that the County will need to be responsive to
evolving waste management strategies, changes
in the waste stream over time, and a changing
regulatory environment.
Strategy 7a: Use the waste hierarchy (reduce,
reuse, recycle, dispose) to guide waste
management policy.
The waste management hierarchy was
developed in the latter part of the last
century as a way to protect the Source: http://www.epa.gov/solidwaste/nonhaz/municipal/hierarchy.htm
Page 3 of 11
Attachment D
BOS 1-13-15
environment and conserve resources. Use of the hierarchy includes sustainable materials
management, prioritizing source reduction, reuse, and recycling over energy recovery and land
filling in order to protect the health of the environment and the safety and welfare of the citizens
of Albemarle County. The County’s implementation of these plans and policies will improve access
to more comprehensive services for all residents and businesses throughout the County.
Strategy 7b: Ensure that solid waste generated in the county is collected, processed, and disposed
of in a manner consistent with the waste management hierarchy, the TJPDC Solid Waste Plan and
the County’s Environmental Management Policy.
The County participates in development of the TJPDC Solid Waste Plan, which is a plan for the
management of the solid waste generated by residential, industrial and commercial activities of
the Thomas Jefferson Solid Waste Planning Unit (TJSWPU). It serves as the regional plan for t he
TJSWPU, which is made up of the Counties of Albemarle, Greene, and Fluvanna, the City of
Charlottesville, and the towns of Columbia, Scottsville, and Stanardsville. The plan meets the solid
waste planning requirements for each locality participating in the planning unit by describing
existing and proposed solid waste management systems that support the hierarchy of source
reduction, reuse, recycling, resource recovery, incineration, and land filling, as set forth by
Virginia Code.
In 2008, the County adopted an Environmental Management Policy which commits the County to
environmental compliance, pollution prevention and continual environmental improvement within
County-owned buildings and County operations. A copy of the current policy is found in the
Reference documents.
Strategy 7c: Increase educational outreach to the community in order to communicate the
benefits of reducing waste, reusing and recycling materials and diverting useful and valuable
resources from the landfill.
Educational outreach is essential to a program to reduce, reuse, and recycle materials. An
education program should be based on a sustainable materials management policy involving all
individuals, businesses and institutions for all aspects of the waste stream. Development of the
program should be done in consultation and collaboration with Albemarle County Public Schools,
the City of Charlottesville and City Schools, the University of Virginia (UVA), RSWA, the private
sector, and other interested groups. The County should promote transparency about the local
waste disposal process to help residents and businesses understand where their trash goes, how
much is recycled, how they can reduce waste and/or increase diversion, and should inform the
community about the human and environmental benefits of responsible resource stewardship.
Education efforts should include partnering with private haulers and other interested groups to
ensure that uniform and correct terminology is used in marketing and educational materials,
advertising and signage to accurately describe services and thereby reduce confusion about
programs and claims.
Strategy 7d: Continue to identify best practices for the management of solid waste, in order to
provide guidance for the County.
The Albemarle County Long Range Solid Waste Solutions Advisory Committee was formed by the
Albemarle County Board of Supervisors to study solid waste management as a public policy issue
Page 4 of 11
Attachment D
BOS 1-13-15
and to identify best practices for the management of solid waste in the County now and in the
future including the possibility of regional cooperation. Any recommended implementation
strategies should be consistent with the County’s Comprehensive Plan and the organizational vision
of Albemarle County.
Strategy 7e: Develop local and/or regional cooperation to advance sustainable materials
management.
At present, the City of Charlottesville, UVA, and the County operate independently with regard to
solid waste management. The RSWA is the County’s service provider and the TJPDC develops the
regional plan for solid waste. The County should look for economies of scale or other benefits
that could be realized through regional partnerships and cooperation with these entities. The
County should take the lead in advocating for a unified approach to the multi-jurisdictional
problem of waste.
Strategy 7f: Continue to provide and consider expansion of comprehensive hazardous waste
disposal services for the County’s citizens and County businesses.
RSWA currently provides several services at the Ivy MUC for household hazardous wastes
(defined in the Code of Virginia) that are not provided by others, or not provided in a way that
adequately serves community needs. Disposal services from the RSWA currently include
semiannual household hazardous waste disposal days for materials such as paints, pesticides, and
fluorescent lighting among other items. RSWA also offers ongoing disposal of dead animals,
motor oil, and the safe recovery of antifreeze and coo lant from refrigerators and air
conditioners. Hazardous waste services provided by RSWA should be continued at the Ivy MUC
until equivalent or better services are in place at other locations.
Strategy 7g: Study whether the Ivy Materials Utilization Center (MUC) can continue or
potentially expand services and programs for the County.
Currently, the Rivanna Solid Waste Authority holds the only waste transfer permit in Albemarle
County. RSWA operates a transfer station at the site of the Ivy Materials Utilization Center, which
collects, stores, and transfers solid waste from households and businesses that do not use private
haulers. It also acts as a transfer station for private haulers. Privately owned and operated
transfer stations are the primary destination for most of the municipal solid waste generated in
Albemarle County. The Ivy MUC provides the only alternative in Albemarle County for those
households and businesses that choose not to engage private waste haulers.
The Ivy MUC also provides continuing programs for mulching wood and vegetative waste and the
sale of the resulting product, onsite disposal of clean fill, disposal of tires and wheels and
recycling of scrap metals including metal appliances. RSWA provides these services to County
residents for a minimal fee, with a partial subsidy by the County. Future use of the property
should be studied to determine how to continue or expand services to County residents and
businesses.
Strategy 7h: Develop programs to recycle electronic waste and safely dispose of
pharmaceuticals.
Page 5 of 11
Attachment D
BOS 1-13-15
Electronic waste comprises computers, monitors, hard drives, and other electronic devices such as
televisions, cell phones, and, hand held electronic equipment. At present, recycling and disposal is
provided by the private sector. The County should investigate developing programs to recycle
electronic waste in an environmentally responsible manner. Considerations include developing
drop off sites, regular collection drives, encouraging extended producer responsibility policies,
developing partnerships with manufacturers and distributors, or some other means of safely
disposing of these materials, using certified electronic waste recyclers.
Safe pharmaceutical disposal is also needed to keep unused drugs out of the la ndfill and water
supply. The County should develop programs to help remove pharmaceuticals from the waste
stream wherever possible through the development of secure “drop-off” locations, and
partnerships with manufacturers and distributors, and the use of qualified pharmaceutical disposal
services.
Strategy 7i: Establish benchmarks and goals for measuring waste reduction, diversion of useful
materials, and the safe disposal of municipal solid waste.
State law requires that this region maintain a twenty-five percent recycling rate for the calendar
year. According to TJPDC reports, the County and City together exceed the 25% rate, but this is
less than occurred in years past. New benchmarks and goals are needed, and implementation of
this strategy will require regular monitoring of sustainable materials management practices and
data, and communication among regional TJPDC staff, local government staff, and private
haulers.
Strategy 7j: Update strategies for solid waste management, if needed, after the Long Range
Solid Waste Solutions Advisory Committee completes its work.
In response to the need to improve County solid waste management strategies, the Board of
Supervisors formed the Albemarle County Long Range Solid Waste Solutions Advisory Committee,
to develop recommendations. This committee is exploring options to present to the Board. The
Committee’s recommendations may result in the addition or modification of strategies that will be
amended into this Comprehensive Plan.
Page 6 of 11
Attachment D
BOS 1-13-15
Track-Changes
Recommended Changes to Comprehensive Plan DRAFT dated January 23, 2014
For Planning Commission Public Hearing on December 16, 2014
Objective 7: Provide solid waste management services in an Establish
policies for efficient and cost-effective manner.Solidsolid waste disposal and
sustainable materials management to reduce waste, conserve resources, protect
human and environmental health and decrease greenhouse gas emissions.
Sustainable materials management is defined by the EPA as, “An approach to serving human
needs by using/reusing resources most productively and sustainably throughout their life cycles,
from the point of resource extraction through material disposal. This approach seeks to minimize
the amount of materials involved and all the associated environmental impacts, as well as account
for economic efficiency and social considerations.” (For more information see:
www.epa.gov/epawaste/conserve/smm/index.htm.)
Solid waste management traditionally relates to the collection and disposal of domestic solid
waste forfrom residences, institutions, businesses, and industries, and also includes management of
inert construction/demolition debris, brush, yard waste and vegetative debriswaste, and
electronic and household hazardous waste. It does not include management of wastewater
treatment orsludge. Dealing with commercial hazardous waste facilities. Hazardous waste is a
legally distinct solid waste management issue that is addressed through the Thomas Jefferson
Planning District Commission’s (TJPDC) Regional Solid Waste Management Plan (found in the
Appendix), the policies of the Rivanna Solid Waste Authority, (RSWA), and the County’s
Environmental Management Policy.
MostAt present most solid waste disposal in the countyCounty is collected by private haulers. and
taken to transfer facilities outside of the County. No landfills are currently operating in Albemarle
County. At present most solid waste in the County is collected by private haulers and taken to
transfer facilities outside of the County. No landfills are currently operating in Albemarle County.
There are two closed landfills that are currently subject to State closure permits. One is in Keene
and The other is located at the Ivy Materials Utilization Center (Ivy MUC). Rivanna Solid Waste
Authority provides for all state and federal mandated post-closure care activities at these sites.
There are two closed landfills that are currently subject to State closure permits. One is in Keene
and was a County landfill which is due for completion of the closure plan in the near term. The
other is located at the Ivy Materials Utilization Center (Ivy MUC) l, which was operated by the
Rivanna Solid Waste Authority (RSWA) until closed in 2000. The Ivy MUC landfill is anticipated
to be under a State closure permit through 2030. Given the difficulty in permittingobtaining
permits for a new landfill in Virginia and the Commonwealth’s interest incurrent environment with
a small number of large landfills in the State, it is unlikely another landfill will be permitted in
Albemarle County within the next 20 years. This plan recognizes that the County will need to
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Attachment D
BOS 1-13-15
be responsive toresponsive to evolving waste management strategies, changes in the waste
stream over time, and a changing regulatory environment.
Currently, RSWA operates a transfer station at the site of the Ivy MUC, which collects, stores, and
transfers solid waste from households that do not use private haulers. The Ivy MUC does not
accept large loads of commercial debris; instead it is carried by private haulers to one of the
privately owned and operated transfer stations in surrounding counties. These privately owned
and operated transfer stations are also the primary destination for most of the private waste
haulers operating in Albemarle County and the destination for most of the municipal solid waste
generated in the County. In this regard, the Ivy MUC transfer station provides the only
alternative for those households and businesses that, for one reason or another, are not served by
these private waste haulers. It is anticipated the IVY MUC facility will be replaced by
convenience centers located to provide better service for more residents.
Strategy 7a: Continue to abide by the Use the waste hierarchy (reduce, reuse, recycle, dispose) to
guide waste management policy.
The waste management hierarchy was developed in the latter part of the last century as a way
to protect the environment and conserve resources. Use of the hierarchy includes sustainable
materials management, prioritizing source reduction, reuse, and recycling over energy recovery
and landfilling in order to protect the health of the environment and the safety and welfare of the
citizens of Albemarle County. The County’s implementation of these plans and policies will
improve access to more comprehensive services for all residents and businesses throughout the
County.
Strategy 7b: Ensure that solid waste generated in the county is collected, processed, and disposed
of in a manner consistent with the waste management hierarchy, the TJPDC Solid Waste Plan and
the County’s Environmental Management Policy to ensure solid waste generated in the .
The County is collected, processed, and disposed of in a manner beneficial to the health, safety,
and welfare of the citizens of the County.participates in development of the TJPDC Solid Waste
Plan, which is a plan for the management of the solid waste generated by residential, industrial
and commercial activities of the Thomas Jefferson Solid Waste Planning Unit (TJSWPU). It serves
as the regional plan for the TJSWPU, which is made up of the Counties of Albemarle, Greene,
and Fluvanna, the City of Charlottesville, and the towns of Columbia, Scottsville, and
Stanardsville. The plan meets the solid waste planning requirements for each locality participating
in the planning unit by describing existing and proposed solid waste management systems that
support the hierarchy of source reduction, reuse, recycling, resource recovery, incineration, and
landfilling, as set forth by Virginia Code.
The Thomas Jefferson Planning District Commission Solid Waste Plan and
In 2008, the County’sCounty adopted an Environmental Management Policy provide the
framework for decision-making for disposal of solid waste. To date the plan andwhich commits
the County to environmental compliance, pollution prevention and continual environmental
improvement within County-owned buildings and County operations. A copy of the current policy
have provided for adequate and appropriate direction for is found in the County’s actions and
should be continued. Reference documents.
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Attachment D
BOS 1-13-15
Strategy 7b:7c: Increase understanding of educational outreach to the need for solid waste
management and increasecommunity in order to communicate the participation of individuals,
businesses, and institutions in waste reduction. Waste reduction is the best way to reduce the
need for landfill space and the energy needed to dispose of it. Reusing benefits of reducing
waste, reusing and recycling are two ways in which this can happen. materials and diverting
useful and valuable resources from the landfill.
Educational outreach is essential to a program to reduce, reuse, and recycle materials. An
integrated education program should be developed forbased on a sustainable materials
management policy involving all individuals, businesses and institutions for all aspects of the waste
stream. Development of the program should be done in consultation and collaboration with
Albemarle County Public Schools, the City of Charlottesville, and City Schools, the University of
Virginia, Rivanna Solid Waste Authority, (UVA), RSWA, the private sector, and other interested
groups. With education on programs and methods, solid waste tonnage can continue to be
reduced in the County.
Strategy 7c: Continue to support the use of private haulers in the collection and transfer of solid
waste material in the County.
Private haulers are a cost-effective method of providing The County should promote transparency
about the local waste disposal process to help residents solid waste collection and transfer to a
limited number solid waste collection facilities. To date this arrangement has been successful in
keeping County taxes low. The arrangement should be continued.
Strategy 7d: Analyze possible economic savings and businesses understand where their trash
goes, how much is recycled, how they can reduce waste and/or increase diversion, and should
inform the community about the human and environmental benefits of responsible resource
stewardship. Education efforts should include partnering with private haulers and other benefits
for solid waste management by methods including City-County and private or regional funding to
match public services interested groups to service gapsensure that are not addressed by the
private sectoruniform and correct terminology is used in marketing and educational materials,
advertising and signage to accurately describe services and thereby reduce confusion about
programs and claims.
This strategy recognizes
Strategy 7d: Continue to identify best practices for the changes brought by
comingledmanagement of solid waste services that are now being provided ,inwaste, in order to
provide guidance for the County. Service gaps may exist
The Albemarle County Long Range Solid Waste Solutions Advisory Committee was formed by the
Albemarle County Board of Supervisors to study solid waste management as a public policy issue
and to identify best practices for the management of solid waste in the County now and in the
future that private haulers may be unable or unwilling to meet. When such situations arise, public
and public/privateincluding the possibility of regional cooperation. Any recommended
implementation strategies should be consistent with the County’s Comprehensive Plan and the
organizational vision of Albemarle County.
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Page 9 of 11
Attachment D
BOS 1-13-15
Strategy 7e: Develop local and/or regional cooperation to advance sustainable materials
management.
At present, the City of Charlottesville, UVA, and the County operate independently with regard to
solid waste management. The RSWA is the County’s service provider and the TJPDC develops the
regional plan for solid waste. The County should look for economies of scale or other benefits
that could be realized through regional partnerships should be explored to best utilize limited
funding resources and cost-effectively provide services to our citizens. and cooperation with these
entities. The County should take the lead in advocating for a unified approach to the multi-
jurisdictional problem of waste.
Strategy 7e7f: Continue to provide a and consider expansion of comprehensive household
hazardous waste programdisposal services for the County’s citizens and County businesses.
RSWA currently provides several services at the IVYIvy MUC for household hazardous wastes
(defined in the Code of Virginia) that are not provided by others, or not provided in a way that
adequately serves the community needs. This service includes Disposal services from the RSWA
currently include semiannual household hazardous waste disposal, vegetative waste, clean fill
material, tires and wheels, appliances, and scrap metals. RSWA provides those services to
County residents, with a partial subsidy by the County. Operations at the Ivy MUC should
continue days for materials such as paints, pesticides, and fluorescent lighting among other items.
RSWA also offers ongoing disposal of dead animals, motor oil, and the safe recovery of
antifreeze and coolant from refrigerators and air conditioners. Hazardous waste services
provided by RSWA should be continued at the Ivy MUC until equivalent or better services are in
place at other locations.
Strategy 7f: Continue to support source reduction7g: Study whether the Ivy Materials Utilization
Center (MUC) can continue orcontinue or potentially expand services and reuse, and
provideprograms for recycling and resource recovery.
Recycling is a part of the solid waste management system in Albemarle the County and the City
of Charlottesville. Private service providers and the RSWA process recyclables received through
local programs. The .
Currently, the Rivanna Solid Waste Authority holds the only waste transfer permit in Albemarle
County. RSWA operates a voluntary drop-off recycling centers in the Charlottesville-Albemarle
area. This center is located on McIntire Road near the Albemarle County Office Building (COB) -
McIntire. Curbside recycling service is provided by a number of private refuse haulers with a
large part of the material being taken to a transfer station in Fluvanna County that allows the
recycled materials to be separated from the garbage at the facility. Due to site of the
convenience of this service, it has become popular for many County residentsIvy Materials
Utilization Center, which collects, stores, and avoids the need for County sponsored services. The
County should continue to utilize a combination oftransfers solid waste management activities
discussed in this section. This program should assure the participation of individuals,from
households and businesses, and institutions in source reduction and re - that do not use in a cost
effective manner. The County should private haulers. It also determine the acts as a transfer
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Page 10 of 11
Attachment D
BOS 1-13-15
station for private haulers. Privately owned and operated transfer stations are the primary
destination for most cost-effective and beneficial method to collect recyclables and implement this
program to ensure the County meets State mandates for recycling and of the municipal solid
waste generated in Albemarle County. The Ivy MUC provides services in keeping with its
policies.the only alternative in Albemarle County for those households and businesses that choose
not to engage private waste haulers.
The Ivy MUC also provides continuing programs for mulching wood and vegetative waste and the
sale of the resulting product, onsite disposal of clean fill, disposal of tires and wheels and
recycling of scrap metals including metal appliances. RSWA provides these services to County
residents for a minimal fee, with a partial subsidy by the County. Future use of the property
should be studied to determine how to continue or expand services to County residents and
businesses.
Strategy 7h: Develop programs to recycle electronic waste and safely dispose of
pharmaceuticals.
Electronic waste comprises computers, monitors, hard drives, and other electronic devices such as
televisions, cell phones, and, hand held electronic equipment. At present, recycling and disposal is
provided by the private sector. The County should investigate developing programs to recycleto
recycle electronic waste in an environmentally responsible manner. Considerations include
developing drop off sites, regular collection drives, encouraging extended producer responsibility
policies, developing partnerships with manufacturers and distributors, or some other means of
safely disposing of these materials, using certified electronic waste recyclers.
Safe pharmaceutical disposal is also needed to keep unused drugs out of the landfill and water
supply. The County should develop programs to help remove pharmaceuticals from the waste
stream wherever possible through the development of secure “drop-off” locations, and
partnerships with manufacturers and distributors, and the use of qualified pharmaceutical disposal
services.
Strategy 7i: Establish benchmarks and goals for measuring waste reduction, diversion of useful
materials, and the safe disposal of municipal solid waste.
State law requires that this region maintain a twenty-five percent recycling rate for the calendar
year. According to TJPDC reports, the County and City together exceed the 25% rate, but this is
less than occurred in years past. New benchmarks and goals are needed, and implementation of
this strategy will require regular monitoring of sustainable materials management practices and
data, and communication among regional TJPDC staff, local government staff, and private
haulers.
Strategy 7j: Update strategies for solid waste management, if needed, after the Long Range
Solid Waste Solutions Advisory Committee completes its work.
In response to the need to improve County solid waste management strategies, the Board of
Supervisors formed the Albemarle County Long Range Solid Waste Solutions Advisory Committee,
to develop recommendations. This committee is exploring options to present to the Board. The
Page 11 of 11
Attachment D
BOS 1-13-15
Committee’s recommendations may result in the addition or modification of strategies that will be
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Attachment E
BOS 1-13-15
ATTACHMENT E
Personal Wireless Service Policy
Inadvertently omitted from the Draft Plan reviewed by the Planning Commission, t he following strategy is
recommended to be added to the Comprehensive Plan. It references the existing personal wireless
service policy found in the Appendix.
Strategy 10e: Continue to ensure that personal wireless facilities are provided in accordance
with the County’s personal wireless service policy.
In October 2000, the County adopted the Personnel Wireless Service Facilities Policy as a
component of the Comprehensive Plan. The policy established the County’s approach for
locating personal wireless service facilities based on the Federal Telecommunications Act of
1996, the importance of preserving the County’s significant natural, scenic and historical
resources.
The primary concern for the location of wireless facilities is visual impact. The policy was put
in place to ensure that the construction of new and modified facilities have limited visual
impact on the community. To this end, personal wireless facilities are expected to:
• Be designed to minimize visibility,
• Utilize existing structures where possible;
• Utilize ground based equipment for new facilities ;
• Mount antennas close to the supporting structure;
• Be limited in size and be designed in keeping with the character of the area;
• Not be located on ridgetops or along the ridgeline;
• Be provided with an adequate backdrop so that they are not skylined;
• Not adversely impact slopes in excess of 25%, wooded areas, streams and stream
buffers, and wetlands in the Rural Area;
• Not adversely impact historic and scenic resources; and
• Not adversely impact land shown as Parks and Green Systems in the Master Plans for the
Development Areas.
The full policy is provided in the Appendix. It references the Open Space Plan, which has
been replaced with text in the Rural Area Chapter and Natural Resources Chapter of the
Comprehensive Plan and the Parks and Green Systems Plans in the Master Plans for the
Development Areas. The personal wireless service facilities policy is primarily intended to
address facilities providing personal wireless service. Other types of wireless facilities are
encouraged to adhere to this policy to the extent possible.
Page 1 of 1
Attachment F
BOS 1-13-15
ATTACHMENT F
Proposed Broadband Policy
The following strategy is recommended to reflect the current status of the Board of Supervisor’s
broadband discussion and act as a placeholder in the County’s updated Comprehensive Plan until the
policy can be completed and adopted.
(new) Strategy 10f: Develop a broadband policy to reflect the County’s desire to have
internet service speeds appropriate for educational, business, and residential purposes in all
parts of the County.
Broadband service is a form of high-speed internet in which a frequency range is divided into
multiple independent channels for simultaneous transmission of signals. The Federal
Communications Commission (FCC) determines the minimum internet access speeds to qualify as
broadband. Access to the internet is recognized by the County as a factor that can contribute
to the quality of educational opportunities for County residents. Availability of access to the
internet can be a factor in attracting, retaining and growing businesses and can improve
residents’ quality of life.
At present, there are areas of the County which are not served by broadband. To date, the
County has worked with service providers to identify available resources and demands for
service. The County should continue to study ways to match demand for internet service with
availability of service. When the study is concluded, additional or modified strategies may be
amended into this Comprehensive Plan.
Page 1 of 14
Attachment G
BOS 1-13-15
ATTACHMENT G
Planning Commission Recommendation for CPA 201400002 Colonial Auto
On December 16, 2014, the Planning Commission unanimously recommended approval of the proposed
land use change from Urban Density Residential to Office/R&D/Flex/Light Industrial as seen below:
Proposed Plan
Existing Plan
Page 2 of 14
Attachment G
BOS 1-13-15
In addition, the Commission recommended inclusion of the text below in the Places29 Master Plan:
Pages 4-15 through 4-17 (Rio Road/US 29 Sub-Area)
Until the Small Area Plan can be completed, development along Rio, Berkmar, and Route 29 should
provide adequate right-of-way for the future road improvements shown in this Plan.
Page 4-20 (The Rio Road and US 29 Intersection Study Area)
A potential extension of Myers Drive to Berkmar Drive as an interconnection between Route 29 North and
Berkmar Drive should be studied in conjunction with the Small Area Plan. If development is proposed
near Myers Drive or Berkmar Drive prior to completion of the Small Area Plan, land for potentia l road
connections should be kept free from impediments so that an extension of Myers Drive could be made in
the future, if deemed appropriate.
Additional recommendation to the Board of Supervisors related to the Small Area Plan:
As a follow-up to action on the CPA, the Planning Commission also unanimously recommended that the
applicant not be held hostage to the amendment language referencing the potential Myers Drive
extension for an indeterminate amount of time. The Planning Commission recommended that the Small
Area Plan referenced in the amendment be put on the Community Development Work Program and
completed in two years or less.
Page 3 of 14
Attachment G
BOS 1-13-15
COUNTY OF ALBEMARLE
STAFF REPORT SUMMARY
Project Name: CPA 2014-00002 CMA Properties Inc Staff: Rachel Falkenstein, Senior Planner
Planning Commission Public Hearing: 12/16/2014
Board of Supervisors Public Hearing: TBD
Board of Supervisors Worksession: 1/13/15
Owner/s: CMA Properties Inc Applicant: CMA Properties Inc
c/o Pete Borches
Tax Map Parcel: 04500-00-00-17300
Location: east side of Berkmar Drive, 350 feet
northeast of intersection with Rio Rd. Directly behind
(west) existing Colonial Auto Center.
Acreage: 3.529 acres
Zoning District: R6, Residential Magisterial District: Rio
Proposal: To amend the Comprehensive Plan land
use designation from Urban Density Residential to
Office/R&D/Flex/Light Industrial to allow for the
expansion of Colonial Auto Center.
Comprehensive Plan Designation:
Places 29 Urban Density Residential (in areas
around centers)
Use & Character of Property:
Currently vacant; former Greenfield Mobile Home Park
Use of Surrounding Properties: Motor
vehicle sales and service, apartment building,
single family home, commercial uses, shopping
center, neighborhood model undeveloped
Factors Favorable:
1. The proposed land use change potentially will
allow for the expansion of an existing
business and creation of 20 - 30 new jobs.
2. The proposed land use will allow for infill and
redevelopment in an area that is served by
public utilities.
Factors Unfavorable:
1. Developing the site for commercial uses
rather than the recommended residential
uses reduces the capacity for residential
growth in the Development Areas and the
surrounding neighborhood; however the
land use change to Office/R&D/Flex/Light
Industrial does permit residential as a
secondary use.
Recommendation: Staff recommends the Planning Commission recommend approval of the proposed
land use change from Urban Density Residential to Office/R&D/Flex/Light Industrial and recommend
inclusion of the following text in the Places29 Master Plan (in accordance with Attachment G):
Pages 4-15 through 4-17 (Rio Road/US 29 Sub-Area)
Until the Small Area Plan can be completed, development along Rio, Berkmar, and Route 29 should
provide adequate right-of-way for the future road improvements shown in this Plan.
Page 4-20 (The Rio Road and US 29 Intersection Study Area)
A potential extension of Myers Drive to Berkmar Drive as an interconnection between Route 29 North
and Berkmar Drive should be studied in conjunction with the Small Area Plan. If development is proposed
near Myers Drive or Berkmar Drive prior to completion of the Small Area Plan, land for potential road
connection(s) should be kept free from impediments so that an extension of Myers Drive could be made
in the future, if deemed appropriate.
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Attachment G
BOS 1-13-15
STAFF PERSON: Rachel Falkenstein
PLANNING COMMISSION: December 16, 2014
BOARD OF SUPERVISORS (WORKSESSION): January 13, 2015
CPA 201400002: CMA Properties Inc.
Petition
PROJECT: CPA201400002 Colonial Auto Center Expansion
MAGISTERIAL DISTRICT: Rio
TAX MAP/PARCEL: 04500000017300
LOCATION: East side of Berkmar Drive (Rt. 1403), 400 feet northeast of intersection
with Rio Road (Rt. 631)
PROPOSAL: Request to allow expansion of Colonial Auto Center onto adjacent
property.
PETITION: Amend Comprehensive land use designation on 3.53 acres from Urban
Density Residential which allows residential uses at 6-12 units/acre and supporting uses
such as religious institutions, schools, commercial and office to Office/Research &
Development/Flex/Light Industrial which allows commercial, professional office;
research and development, design, testing of prototypes; manufacturing, assembly,
packaging.
ZONING: R-6, Residential up to 6 units/acre.
ENTRANCE CORRIDOR: Yes
AIRPORT IMPACT OVERLAY: Yes
Background
On February 18, 2014 Peter Borches of CMA Properties requested a pre-application
worksession for the Planning Commission to advise on whether use of TMP 45-173 for
automotive uses related to the expansion of the Colonial Auto Center was in conformity
with the Comprehensive Plan. On April 15, 2014 the Planning Commission met to
consider this request (see Attachment A) and recommended that the requested use be
considered as a Comprehensive Plan Amendment (CPA). The Planning Commission
also requested feedback from the Places 29 Advisory Council, which discussed the
proposed use at their April 24, 2014 meeting (see Attachment B).
On September 2, 2014, Mr. Borches filed a CPA application for the requested use. Staff
sent this request to the Board of Supervisors for advice on how to proceed since the
Comprehensive Plan is in its final stages of review. At its October 7, 2014
Comprehensive Plan Work Session, the Board directed the Commission to review this
application as soon as possible due to the impending Rio Road and Route 29
intersection improvements that will impact the frontage of Colonial Auto Center along
Route 29. The Board requested a recommendation from the Commission by January
15, 2015. A Resolution of Intent was presented to the Commission on November 11,
2014 and adopted by a vote of 7:0 (Attachment C).
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Attachment G
BOS 1-13-15
Specifics of the Proposal
The applicant’s proposal (see Attachment D) is for an Office/R&D/Flex/Light Industrial
designation on property currently shown for Urban Density Residential to allow for the
expansion of the Colonial Auto Center onto the adjacent parcel. The current Colonial
Auto Center property, located east of the subject parcel, is designated
Office/R&D/Flex/Light Industrial and zoned Highway Commercial. The current Colonial
Auto Center parcel is 10.833 acres located at 100, 150, 200 and 300 Myers Drive and
fronts on Route 29 about 800 feet north of the intersection with Rio Road.
In 2011 the subject parcel was designated as Urban Density Residential with the
adoption of the Places 29 Master Plan. At the time that the Master Plan was adopted
this property was the site of Greenfield Mobile Home Park. Existing neighborhoods were
typically given land use designations based on their current use and density during Plan
adoption in order to protect neighborhoods. The mobile home park has since closed and
the site now sits vacant.
Applicant’s Justification for the Request
The applicant has made this request in order to allow for a rezoning of the property to
Highway Commercial to allow automobile storage and an access road from the Colonial
Auto dealership to Berkmar Drive. In the short term, the rezoning would satisfy the
applicant’s needs for relocation of an existing parking lot during the Rio Road
interchange construction. In the long term, the applicant would like to use the property
to expand the existing Colonial Auto Center business. The applicant predicts creation of
20-30 new jobs with future automotive use of the property.
Applicant’s Response to Planning Commission Feedback at the 4/15/14
Worksession
On April 15, 2014, the Commission provided guidance to the applicant for the future
CPA and Rezoning applications. The Commission said they would be looking for the
following elements as the applicant moves forward with the request:
1. More specificity regarding use and design.
The concept plan provided with this CPA request does not provide more specificity than
the plan previously provided to the Commission. However, the application contains
information on why access to Berkmar Drive is important to the applicant and why
additional parking and storage is needed to mitigate the loss of storage that will be
caused by the Rio Road/Route 29 intersection construction.
2. The visual and character impacts to Berkmar Drive.
As noted above, the concept plan does not provide enough detail to determine how the
future use of the site will impact Berkmar Drive. However, Places29 and the
Neighborhood Model do provide general guidance as to frontage treatments along
streets.
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Attachment G
BOS 1-13-15
3. The potential connection of Meyers Drive to Berkmar Drive.
The concept plan does not include a connection of the existing (private) Myers Drive to
Berkmar Drive. However, the Small Area Plan called for in Places29 would identify
whether such a connection is needed and, if so, how it should be provided.
4. Determining an adequate right-of-way for the ultimate Berkmar Drive
expansion.
The concept plan shows how future expansion of Berkmar Drive could be
accommodated on the property.
5. A desire not to intensify the scale of development in terms of its impervious
surface and environmental impacts.
While the concept plan does not address impervious surface, the applicant has
expressed a willingness to use pervious pavers where possible . Due to the weight of
delivery vehicles, this will not be feasible over the majority of the site.
Characteristics of the Site & Area
The currently vacant 3.53 acre parcel is the former site of the Greenfield Mobile Home
Park, which closed in June of 2013 due to water infrastructure issues. The parcel is
mostly cleared except for some trees along the southern and eastern portions of the lot.
The parcel contains an existing entrance onto Berkmar Drive and private drive that
served the former mobile home park. It is located on the east side of Berkmar Drive
about 350 feet northeast of the intersection with Rio Road (see Attachment E).
The site is zoned R6 Residential, is in the Entrance Corridor Overlay for Rio Road and
is in the Airport Impact Area for the Charlottesville-Albemarle Airport. The property is
designated as Urban Density Residential in areas around centers in the Places 29
Master Plan.
Neighboring Uses:
Direction Use Zoning Comp Plan
North vacant Neighborhood Model Urban Mixed Use (in centers)
South apartment building
single family homes
C1 Urban Density
East Colonial Auto Center
Rio Hill Shopping
Center
HC
Commercial Office
Office/R&D/Flex/Light Industrial
Urban Mixed Use (in centers)
West (across
Berkmar)
office buildings
elementary school
Commercial Office
R6
Urban Density
Institutional
Planning & Zoning History
This property was zoned R-6 in the 1980 comprehensive rezoning.
ZMA97-06 - Request to rezone the property from R-6 to C-1 for unspecified uses.
The application was indefinitely deferred.
There are several subdivision and easement plats associated with the property
and the adjacent Colonial Auto Center.
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Attachment G
BOS 1-13-15
Comprehensive Plan
This proposal has been reviewed based on Comprehensive Plan policy, including the
current Comprehensive Plan, the draft Comprehensive Plan currently under review, and
the Places 29 Master Plan last updated in 2011.
Land Use Designation:
This site is designated as Urban Density Residential in areas around centers in the
Places29 Master Plan. Urban Density Residential calls for primarily residential uses with
a density of 6.01 - 34 units per acre. Secondary uses can include small amounts of
retail, commercial and office uses that are indented to draw most of their clientele from
the surrounding neighborhoods. Auto commercial sales and service are not permitted in
Urban Density Residential.
The proposed land use designation is Office/R&D/Flex/Light Industrial. Primary uses
include office uses, research and development, light manufacturing, storage and
distribution. Retail is intended to be incidental to the primary uses and a uto commercial
sales and services are permitted as long as the use does not adversely impact
neighboring uses. Residential uses are also allowed as secondary uses. A change of
land use designation does not preclude future residential use of the property.
Future Transportation Network:
A major transportation goal of the Places29 Master Plan is to construct a network of
roads parallel and perpendicular to US 29 that would give drivers, bicyclists, pedestrians
and transit-users alternative routes to destinations. Berkmar Drive, on which the site
fronts, is an important alternative travel route that runs parallel to US 29 and is
proposed for extension northward to Hollymead Town Center as one of the 29 Solutions
projects.
From Rio Road to Hilton Heights Road, Berkmar Drive has two travel lanes with a
center turning lane and no median. There are bicycle lanes in both directions and a
sidewalk on the west side of the road. The east side of Berkmar Drive, where the CMA
property is located, does not have a sidewalk. Appendix F shows the proposed section
for Berkmar Drive from the Places29 Plan. New development would be expected to
either provide land for these improvements (if the number of expected lanes is known)
or accommodate future improvements. In the short term, a sidewalk and landscaped
strip would be needed.
The Places29 Plan also calls for the creation of blocks where possible. Blocks are
essential in creating walkable, interconnected neighborhoods. The US 29 North Corridor
Transportation Study shows a possible connection between Route 29 and Berkmar
Drive in this vicinity that was included in its traffic forecast modeling. The extension of
Myers Drive through or along the northern portion of the CMA site could create an
additional link between to two major parallel roadways, increase the connectivity of the
transportation network and help to establish a block network in this area. The
recommended Small Area Plan for this part of Places29 will need to include assessment
of the need for this interconnection.
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Attachment G
BOS 1-13-15
Priority Areas:
The Places 29 Master Plan established priority areas to focus public efforts and
resources where they are most needed during the Plan’s 20-year implementation time
frame. This site is located in Priority Area 2. The purpose of this Priority Area is to
revitalize, expand and improve the existing infrastructure to support redevelopment, to
close gaps in the existing system of transit, bicycle and pedestrian networks and to
expand transportation networks where needed.
This site is also located in an area that is recommended for a Small Area Plan. Small
Area Plans have a higher level of detail than Master Plans, can identify specific
opportunities for development and provide more detail about transportation
improvements. They also allow for better coordination of land use and development and
for business owners and residents in the area to participate in the planning process.
Staff believes that development of the Small Area Plan can be used to help determine a
final desired streetscape for Berkmar Drive and whether extension of Myers Drive is
needed through the site.
Land Capacity for Residential Growth:
Chapter 8 of the draft Comprehensive Plan deals with growth in the Development
Areas. As with the current Comprehensive Plan, a main theme throughout this chapter
is to direct growth, including residential development, away from the rural area and into
the Development Areas. The chapter offers the following guidance:
Objective: encourage and support development at the higher end of the density range as
recommended on the Master Plans.
In a capacity analysis performed for Albemarle County in 2013, it was estimated that
14,895 additional dwelling units will be needed to support the county’s projected 2030
population. The analysis found that the f uture housing capacity in the development
areas based on Comprehensive Plan land use designations is 13,405 - 29,075 dwelling
units which would be enough to meet demand.
Changing the Comprehensive Plan land use designation to Office/R&D/Flex/Light
Industrial on the CMA site would cause a loss of future residential capacity of 21 to 119
dwelling units. This is a relatively small loss when measured against all of the
Development Areas, but when looked at from a land use perspective may have other
values. This site would be a logical location for residential development considering its
location across from an elementary school and would help provide a more even mix of
uses in the area that currently has few residences. However, the loss of residential
capacity caused by the proposed development of this 3.53 acre site would not be so
significant that it could not be made up with the redevelopment of other properties in the
area. As mentioned previously, a change in land use designation to Office/ R&D/ Flex/
Light Industrial does not preclude future residential development as a concept of overall
development under this use designation. However, the applicant does not envision
residential use as part of their development plans at this time.
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Attachment G
BOS 1-13-15
Economic Development:
The draft Comprehensive Plan reflects the current Economic Development Policy, the
Economic Vitality Action Plan, and other more current objectives for growing the
County’s economy.
In 2012, the County Board set expectations for support to target industries and these
targets are included in the draft Plan. The types of jobs to be provided with the change
in use are likely sales and service jobs and the automotive sales and service sector is
not a target industry. The proposal, however, is supported by several other economic
development objectives of the draft Comprehensive Plan.
Objective: Provide diversified economic opportunities that benefit County citizens and
existing businesses by basing policy decisions on efforts which support and enhance the
strengths of the County.
Albemarle’s first priority for business development is to help existing business thrive and
existing residents have quality job opportunities across a broad spectrum of skill levels.
Objective: Increase local business development opportunities, including support for
entrepreneurial and start-up businesses.
The County values its local businesses and industries and recognizes that job growth occurs
more often with existing firms than with new firms that might move to the County, and with
small start- up businesses with potential for expansion and growth. For that reason, many of
the County’s efforts are aimed at helping local business and industry and encouraging local
start-ups that bring strength and diversity to the economic landscape.
Albemarle County relies on its existing businesses to provide jobs for residents and
a general theme of the Economic Development chapter is to encourage expansion
of existing businesses. The Colonial Auto Center has been in operation on Route 29
since 1986. The company is part of the larger Carter Myers Automotive group, which
has been operating business in Albemarle County since 1924 and employs
approximately 130 people. With this proposed expansion, CMA is predicting 20 -30
additional full time jobs.
Strategy: Encourage infill development of business and industrial uses in Development
Areas, including consideration of proactively rezoning land to allow for light industrial uses
as needs are identified through Master Plans and other efforts. Explore other incentives to
promote infill development.
Business and industrial infill development within the Development Areas, either in non-
residential or mixed-use areas makes employment opportunities more accessible to a larger
number of residents, helping to reduce daily transportation related costs and commute
times.
The proposed change in use will result in redevelopment of an infill site. The site is
within walking distance to a few residential areas and is consistent with the strategy
of encouraging infill development:
Page 10 of 14
Attachment G
BOS 1-13-15
Review of Requests for Comprehensive Plan Amendments
Requests for comprehensive plan amendments are reviewed at a higher level of policy
than zoning map amendments which require a fair amount of detail. All CPA requests
are reviewed as follows:
A. Any proposed change in the Land Use Map will be evaluated for protection of
the health, safety, and welfare of the general public rather than the proprietary
interests of an individual.
Issues of health, safety, and welfare generally relate to capacity of utilities, such as
water and sewer, and infrastructure, such as roads to serve an area. The site is served
by public water and sewer. Upgrades may be required depending on projected levels of
use and will be determined with the review of construction plans.
The level of traffic to be added to Berkmar Drive is not known at this time; however,
VDOT has indicated that a traffic impact analysis will likely not be needed as part of a
rezoning proposal.
The County Engineer has recommended the extension of Myers Drive to improve
access in the area. VDOT has not recommended that Myers Drive be extended as a
public road at this time. They have expressed concerns about parallel parking along
Myers Drive, circulation within the Rio Hill Shopping Center and whether spacing of
existing access points on Myers Drive can meet VDOT standards. Because of the
number of unknowns, staff believes that further study of the need and appropriateness
for an extension of Myers Drive from Route 29 to Berkmar should take place with the
Small Area Plan. In the meantime, any rezoning plans and site plans should not
foreclose on an opportunity for Myers Drive to be extended.
The proposed land use change has the ability to improve opportunities for future
employment. Provision of an entrance to the Colonial Auto Center from Berkmar has a
short term public benefit by providing an alternate route for customers and employees to
access the site during the Rio Road/Route 29 intersection construction.
B. The merit of Comprehensive Plan amendment requests shall be largely
determined by the fulfillment of support to the “Goals and Objectives” specified
in the Comprehensive Plan.
The Comprehensive Plan supports economic development expansions primarily in the
Development Areas and in accord with the Neighborhood Model. As mentioned in the
previous section the request supports economic development objectives of the Plan.
Important principles of the Neighborhood Model are a pedestrian orientation,
interconnected streets and paths, employment centers in close proximity to housing,
relegated parking, and buildings and spaces of human scale. The proposal would
enlarge an employment center. It may provide additional opportunities for
interconnecting streets, which should be studied with a Small Area Plan.
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Attachment G
BOS 1-13-15
In a rezoning, a sidewalk and streetscape improvements would be expected with
development along the frontage of Berkmar. Provision of relegated parking and ways in
which buildings address the street could be considered as part of a rezoning. The
applicant should accommodate both short-term and long-term objectives when rezoning
the property. Since use of the site is expected to change after completion of the
construction of the Rio Road/Route 29 intersection it will be important that the rezoning
ensure that while the site is used primarily for parking and storage it will be screened
from view of Berkmar Drive. The immediate redevelopment of the site should provide a
sidewalk and street trees and an additional layer of screening between the sidewalk and
the site to screen the parking area from view. If in the future the applicant cons tructs a
sales or retail center, the screening should be removed and the building should address
the street. Parking on the site should be relegated to the back or side of the building(s)
and should remain screened from view.
C. A primary purpose of the Comprehensive Plan and Land Use Map is to
facilitate the coordination of improvements to the transportation network and the
expansion of public utilities in an economical, efficient and judicious manner…
No Comprehensive Plan amendment shall be considered in areas where roads
are non-tolerable or utilities are inadequate unless the improvement of those
facilities is included in the Comprehensive Plan amendment proposal.
As mentioned earlier, the request is for infill development within a Development Area,
on a parcel served by public utilities. As mentioned above, issues of connectivity
between parcels, the use of the Berkmar Drive entrance as a backdoor to neighboring
Rio Hill Shopping Center and the extension of Myers Drive needs to be further studied
with the development of the Small Area Plan.
D. Proposed Comprehensive Plan amendments shall be evaluated for general
compliance with adopted County plans, policies, studies and ordinances and to
determine if corresponding changes are necessary.
As previously mentioned, the proposal could help to advance economic development
objectives of the County. No policy or ordinance changes would be needed for this land
use change. However, development of a Small Area Plan would help determine the
need for expansion of Myers Drive. If a different streetscape than the one proposed in
Places29 for Berkmar Drive is needed, the Small Area Plan can also provide
appropriate guidance. It is expected that the Small Area Plan will be undertaken prior to
construction of any new buildings along Berkmar Drive for permanent expansion of the
automobile dealership.
E. Except as otherwise provided, the following conditions may be considered in
the evaluation of a request to amend the Comprehensive Plan.
1. Change in circumstance had occurred; or
2. Updated information is available; or
3. Subsequent portions of the Comprehensive Plan have been adopted or
developed; or
4. A portion of the Plan is incorrect or not feasible; or
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Attachment G
BOS 1-13-15
5. The preparation of the Plan as required by the Code of Virginia was
incomplete or incorrect information was employed.
Since adoption of the Places29 Plan, there have been two changes in circumstance.
The first is the closure of the Greenfield Mobile Home Park in June of 2013 which
provides an opportunity for business expansion. The second change is the speed with
which the planned Rio Road and Route 29 intersection improvement is occurring.
Expected construction in the near future will affect the frontage of Colonial Auto Center
and cause the business to lose some inventory storage throughout the construction
process.
Expectations for Rezoning Plans, should the CPA be Approved
Site and Building Layout:
As indicated earlier in this report, the applicant is seeking a rezoning for the ability to
provide an alternate parking location to replace a parking area that will be impacted by
construction to create the interchange at Rio Road and Route 29 North. Initially, the site
is expected to have a parking lot; long-term, it may have a building(s). In keeping with
the Neighborhood Model, the principles of Buildings and Spaces of Human Scale and
Relegated Parking will need to be addressed. A standalone parking lot will need to be
adequately screened and/or landscaped. New buildings on the property need to create
a face to Berkmar Drive and address the road frontage appropriately. Sidewalks and a
planting strip or street trees will be needed in either scenario.
Transportation:
As indicated earlier in this report, the Places29 Plan provides direction for streetscape
improvements. Timing for constructing the streetscape improvements should relate t o
the number of lanes ultimately needed and construction of a parking lot or building.
Places29 supports interconnected street systems and the Small Area Plan will provide
guidance on any needed interconnections through the site. For the short term,
development will need to be carefully sited so as to not preclude a futur e connection
through the parcel if determined to be necessary.
Environmental:
There are managed steep slopes on the property which are permitted to be disturbed
by-right and must meet design guidelines provided in the ordinance. The applicant will
need to address drainage and stormwater management on the site. There is an existing
County owned stormwater basin in the vicinity of the site, but the applicant should not
count on this to provide any water quality treatment for the site and will need to find an
alternative solution to address stormwater management with the development of the
site.
Visibility and Entrance Corridor:
The southern portion of the site is within the Entrance Corridor Overlay District for Rio
Road. The rezoning application should address visibility issues from Rio Road. The
proposed layout of the concept plan does not appear to have enough screening to
mitigate views from Rio Road. Further, if this portion of the site is used for outdoor
Page 13 of 14
Attachment G
BOS 1-13-15
display of merchandise for automobile sales, a Special Use Permit would be required
and a higher degree of mitigation such as increased landscaping and limits of display
would be required. Stormwater facilities and parking should be properly landscaped and
screened in accordance with County site plan and ARB requirements. Areas of
landscaping and pervious pavement should be shown on the rezoning concept plan.
Summary:
Factors Favorable:
1. The proposed land use change potentially will allow for the expansion of an existing
business and creation of 20 - 30 new jobs.
2. The proposed land use will allow for infill and redevelopment in an area that is
served by public utilities.
Factors Unfavorable:
1. Developing the site for commercial uses rather than the recommended residential
uses reduces the capacity for residential growth in the Development Areas and the
surrounding neighborhood; however the land use change to Office/R&D/Flex/Light
Industrial does permit residential as a secondary use.
Recommendation:
Staff recommends the Planning Commission recommend approval of the proposed land
use change from Urban Density Residential to Office/R&D/Flex/Light Industrial and
recommend inclusion of the following text in the Places29 Master Plan (in accordance
with Attachment G):
Pages 4-15 through 4-17 (Rio Road/US 29 Sub-Area)
Until the Small Area Plan can be completed, development along Rio, Berkmar, and
Route 29 should provide adequate right-of-way for the future road improvements shown
in this Plan.
Page 4-20 (The Rio Road and US 29 Intersection Study Area)
A potential extension of Myers Drive to Berkmar Drive as an interconnection between
Route 29 North and Berkmar Drive should be studied in conjunction with the Small Area
Plan. If development is proposed near Myers Drive or Berkmar Drive prior to
completion of the Small Area Plan, land for potential road connections should be kept
free from impediments so that an extension of Myers Drive could be made in the future,
if deemed appropriate.
Attachments:
A. CCP201400001 Staff Report – April 15, 2014
B. Places29 Advisory Council Meeting Summary – April 24, 2014
C. Resolution of Intent – November 11, 2014
D. CPA201400002 Application Plan and Narrative
E. Location Map
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Attachment G
BOS 1-13-15
F. Proposed street section for Berkmar Drive - Places29
G. Recommended Comprehensive Plan Land Use change and language for
Places29 Master Plan
Kenneth C. Boyd COUNTY OF ALBEMARLE Diantha H. McKeel
Rivanna Office of Board of Supervisors Jack Jouett
401 McIntire Road
Jane D. Dittmar Charlottesville, Virginia 22902-4596 Liz A. Palmer
Scottsville (434) 296-5843 FAX (434) 296-5800 Samuel Miller
Ann H. Mallek Brad L. Sheffield
White Hall Rio
January 13, 2015
The Honorable Aubrey L. Layne, Jr.
Secretary of Transportation
Office of the Secretary of Transportation
P.O. Box 1475
Richmond, VA 23218
Dear Honorable Secretary Layne:
The Albemarle County Board of Supervisors would like to express its appreciation to the Governor
of Virginia, the Secretary of Transportation and the staff at the Virginia Department of Transportation
(VDOT) for their continued support and the effective implementation of the Route 29 Solutions Package.
Further, as reflected by the majority vote multiple times this year (5-1 in favor), the Board of Supervisors
maintains its support for these projects.
Our community has benefited greatly from the enhanced and thorough engagement process
VDOT has established with the Solutions Package. As occurs with many major transportation projects, the
community understandably has a range of questions and concerns. Even though these queries come from
a variety of perspectives, and some have been generated from misleading information, VDOT staff and
Philip Shucet have been very receptive, consistent and inclusive in responding. The result of this approach
is comprehensive information that better informs the community.
Also, the Board of Supervisors continues to recognize the importance of building the Rio
Road/US29 Grade Separated Interchange first, and we support an expedited process to minimize
disruption to neighborhoods and businesses. We also recognize that VDOT will need help from the Board
to ensure that accurate and timely information continues to be available to the community and the majority
of our Board members remain committed to providing this assistance.
The Albemarle Board of Supervisors asks that VDOT continue its open and thorough process of
engagement. Once a contractor is selected and construction is more imminent, our community expects to
remain highly engaged as the details become more clearly defined.. As VDOT moves into the next steps
of the projects, we hope it will continue to find new ways to engage, inform and listen to the opinions of our
residents.
Please share this letter and our appreciation with Governor McAuliffe and VDOT Commissioner
Kilpatrick for the commitment to the Albemarle County community and for providing the necessary
resources to implement the Route 29 Solutions Package.
Sincerely,
Jane D. Dittmar, Chair
JDD/ewj