HomeMy WebLinkAbout2015-3-04Tentative
BOARD OF SUPERVISORS
T E N T A T I V E
MARCH 4, 2015
COUNTY OFFICE BUILDING
1:00 P.M. – AUDITORIUM
1. Call to Order.
2. Pledge of Allegiance.
3. Moment of Silence.
4. Adoption of Final Agenda.
5. Brief Announcements by Board Members.
6. Proclamations and Recognitions:
a. THE BIG READ 2015: “The Namesake” by Jhumpa Lahiri
b. Blake Abplanalp for County Coat Drive.
7. From the Public: Matters Not Listed for Public Hearing on the Agenda.
8. Consent Agenda (on next page).
1:45 p.m. – Action Items:
9. FY15 Plan of Finance for School Capital Improvements. (David Rose, Davenport & Co.,
Financial Advisors)
10. Fire Prevention Code Fee Schedule. (Dan Eggleston, Chief, Fire and Rescue, and Howard
Lagomarsino, Fire Marshal)
Work Sessions/Actions:
11. Route 29 Solution Business Assistance Program. (Lee Catlin, Assistant County Executive)
12. Phase 1 Route 29 Solutions Business Signage Impacts. (Amelia McCulley, Director of Zoning, and
Amanda Burbage, Senior Planner)
4:00 p.m. - Recess
Presentations:
13. Route 29 Solutions Update. (Mark Graham, Director of Community Development)
14. Virginia Department of Transportation Monthly Report for March 2015. (Joel DeNunzio, Resident
Administrator)
15. 4:45 p.m. – 6:00 p.m. - Closed Meeting
16. Certify Closed Meeting.
17. Boards and Commissions:
a. Vacancies and Appointments.
18. 6:00 p.m. - From the Public: Matters Not Listed for Public Hearing on the Agenda.
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Tentative
Public Hearing:
19. To solicit public input on the proposed Community Development Block Grant (CDBG)
application to be submitted to the Virginia Department of Housing and Community Development for
Phase II Sewer Project in the Oak Hill neighborhood. Residents of the project area are encouraged
to attend. The proposal will include installation of sanitary sewer to approximately 20 houses and
laterals to connect the houses to the system. (Ron White, Chief of Housing)
Presentations:
20. Albemarle County Service Authority Quarterly Update. (Gary O’Connell, Executive Director)
21. Rivanna Water and Sewer Authority Quarterly Update. (Tom Frederick, Executive Director)
22a. Department of Social Services Annual Report. (Debbie Stone, Chair, Advisory Board)
22b. Bright Stars Annual Report for FY 2014. (Ann McAndrew, Bright Stars Program
Coordinator)
23. From the Board: Committee Reports and Matters Not Listed on the Agenda.
a. Review of proper notice requirements to adjacent property owners for special use permits.
Ann Mallek
24. From the County Executive: Report on Matters Not Listed on the Agenda.
25. Adjourn to March 10, 2015, 5:00 p.m., Auditorium.
CONSENT AGENDA
FOR APPROVAL (action require):
8.1 Approval of Minutes: March 5, April 2, June 4, July 2, July 8, July 9, August 6, August 13,
August 26, September 3, September 9, September 10, October 7, October 29, October 30, and
December 16, 2014.
8.2 FY 2015 Budget Amendment and Appropriations. (Lori Allshouse)
8.3 Hedgerow Property Acquisition. (Bob Crickenberger)
8.4 ACE - Virginia Department of Agriculture and Consumer Services grant for easement acquisition.
(Ches Goodall)
FOR INFORMATION (no action required):
8.5 Office of Facilities Development (OFD) Capital Projects Status Report – 4th Quarter CY 2014.
(Trevor Henry)
8.6 Board-to-Board, March 2015, A monthly report from the Albemarle County School
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Tentative
Board to the Albemarle County Board of Supervisors. (Nicole Storm)
8.7 County Grant Application/Award Report. (Lori Allshouse)
8.8 Copy of letter dated January 26, 2015, from Francis H. MacCall, Principal Planner, to John
W. Shanklin, Jr. re: LOD2014-00022 - OFFICIAL DETERMINATION OF PARCEL OF RECORD &
DEVELOPMENT RIGHTS – Tax Map 119, Parcel 15 and Tax Map 119, Parcel 17 (property of
John W. Shanklin, Jr.) – Samuel Miller Magisterial District.
8.9 2014 Annual Report of the Board of Zoning Appeals. (Amelia McCulley)
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RReettuurrnn ttoo aaggeennddaa
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
FY 2015 Budget Amendment and Appropriations
SUBJECT/PROPOSAL/REQUEST:
Approval of Budget Amendment and Appropriations
#2015078, # 2015079, #2015080, #2015081, #2015082,
#2015083, #2015084, #2015085, and #2015086 for local
government and school division programs and projects
STAFF CONTACT(S):
Foley, Letteri, Davis, and Allshouse, L
PRESENTER (S): N/A
LEGAL REVIEW: Yes
AGENDA DATE:
March 4, 2015
ACTION: INFORMATION:
CONSENT AGENDA:
ACTION: X INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
Virginia Code § 15.2-2507 provides that any locality may amend its budget to adjust the aggregate amount to be
appropriated during the fiscal year as shown in the currently adopted budget; provided, however, any such amendment
which exceeds one percent of the total expenditures shown in the currently adopted budget must be accomplished by first
publishing a notice of a meeting and holding a public hearing before amending the budget. The Code section applies to all
County funds, i.e., General Fund, Capital Funds, E911, School Self-Sustaining, etc.
The total increase to the FY 15 budget due to the appropriation itemized below is $211,215.28. A budget amendment
public hearing is not required because the amount of the cumulative appropriations does not exceed one percent of the
currently adopted budget.
STRATEGIC PLAN:
Mission: To enhance the well-being and quality of life for all citizens through the provision of the highest level of public
service consistent with the prudent use of public funds.
DISCUSSION:
This request involves the approval of nine (9) appropriations as follows:
One (1) appropriation (#2015078) to appropriate $159,228.90 for various school division programs and projects;
One (1) appropriation (#2015079) to appropriate $6,750.00 from the training pool account to various
departments for training and professional development. This appropriation will not increase the total County
budget;
One (1) appropriation (#2015080) that transfers $57,564.94 from the Family Support Fund to the General Fund,
reducing the planned use of General Fund fund balance. The appropriation will not increase the County Budget;
One (1) appropriation (#2015081) to re-appropriate $267.00 from Federal revenue received for a Fire Rescue
smoke detector grant;
One (1) appropriation (#2015082) to appropriate $8,033.38 in donations to the Department of Fire Rescue;
One (1) appropriation (#2015083) to appropriate $55,000.00 from the Reserve for Contingencies to the
Department of Fire Rescue for system-wide pager replacements. This appropriation will not increase the total
County budget;
One (1) appropriation (#2015084) to appropriate $10,086.00 for the State Criminal Alien Assistance Program;
One (1) appropriation (#2015085) to appropriate $210,000.00 from the Reserve for Contingencies to Refunds.
This appropriation will not increase the total County budget; and
One (1) appropriation (#2015086) to appropriate $33,600.00 from State Revenue received for a Department of
Conservation and Recreation grant.
RECOMMENDATIONS:
Staff recommends approval of appropriations #2015078, #2015079, #2015080, #2015081, #2015082, #2015083
#2015084, #2015085, and #2015086 for general government and school division programs and projects as described
in Attachment A.
ATTACHMENTS:
Attachment A – Appropriation Descriptions
Return to consent agenda
Return to regular agenda
Appropriation #2015078 $159,228.90
Source: Local Non-Tax Revenue $ 18,120.40
State Revenue $ 120,000.00
Shannon Grant Fund Balance $ 21,108.50
This request is to appropriate the School Division appropriation request approved by the School Board on January
8, 2015:
National Board Certification – This request is to appropriate $120,000.00 in State funding for National
Board Certification. National Board Certification is an extensive year -long assessment of actual teaching
practice based upon high and rigorous standards established by the National Board for Professional
Teaching Standards. This funding will provide stipends to 35 teachers who have completed the process and
are eligible for the stipend award.
Club Yancey Program – This request is to appropriate $6,215.00 in tuition, fundraisers, and donations to
cover operating expenses of the Club Yancey Program.
This request is to appropriate the School Division appropriation request approved by the School Board on January
22, 2015:
Shannon Foundation for Excellence – This request is to appropriate $7,661.00 in Shannon Grant funding
and to re-appropriate $21,108.50 in remaining Shannon Grant fund balance from FY 14. The mission of the
Shannon Foundation for Excellence in Public Education is to awar d teachers of all grade levels and subject
areas with funds to support individual projects through an annual grant process in support of the Division’s
strategic plan.
Contributions – This request is to appropriate $4,244.40 in funding from the Thomas Jefferson
Foundation, Inc. for field trips to Monticello.
Appropriation #2015079 $0.00
This appropriation will not increase the County budget.
Source: Training Pool $ 6,750.00
This request is to appropriate $6,750.00 from the Training Pool to various departments for approved training
opportunities and professional development. The current budgeted amount in the training pool is $26,702.00. After
this appropriation, $19,952.00 will remain in the Training Pool.
Appropriation #2015080 $0.00
The appropriation will not increase the County Budget.
Source: Family Support Fund Fund Balance $ 57,564.94
General Fund Fund Balance $ (57,564.94)
This request is to appropriate and transfer $57,564.94 from the fund balance in the Family Support Fund. The Family
Support Program provides prevention and intervention services that support children’s growth and development,
strengthens families, and promotes school success through home, school, and community collaboration. The Fund
was initially set up as a separate Fund, but is no longer required to be separated, as the Program is now budgeted in
the General Fund. This will reduce the planned use of General Fund fund balance in FY15 by the same amount.
Appropriation #2015081 $267.00
Source: Federal Revenue $ 267.00
This request is to re-appropriate $267.00 from the FY14 Fire Rescue smoke detector grant to fund eligible
expenses in FY 15.
Appropriation #2015082 $8,033.38
Source: Donations $ 4,461.00
Donations Fund fund balance $ 3,572.38
This request is to appropriate $8,033.38 from the Fire Rescue Donations Fund to the Department of Fire Rescue.
These donations support various efforts, including the car safety seat program, public education and one-time
equipment or station furnishing purchases.
Appropriation #2015083 $0.00
The appropriation will not increase the County Budget.
Source: Reserve for Contingencies $ 55,000.00
This request is to appropriate $55,000.00 from the Reserve for Contingencies to the Department of Fire Rescue for
fire rescue system-wide pager replacements. In 2010, the region replaced the fire rescue paging system , including
the pagers carried by personnel to be notified of an emergency incident. Those pagers, now well outside the
warranty period, have experienced problems that the original vendor has been unable to correct, and volunteer
stations have reported inoperable pagers and members not receiving alerts reliably. A new vendor has been
identified and, based on testing, the requested replacement pagers have proven to be reliable.
Appropriation #2015084 $10,086.00
Source: Federal Revenue $ 10,086.00
This request is to appropriate a $10,086.00 reimbursement from the State Criminal Alien Assistance Program
(SCAAP). SCAAP reimburses localities for compensation expenses incurred for correctional officers who supervise
aliens in local and regional jail facilities. Program revenues received from the State are appropriated from the
locality’s General Fund to the correctional facility (Albemarle Charlottesville Regional Jail) to reimburse the jail for
qualifying expenses incurred.
Appropriation #2015085 $0.00
The appropriation will not increase the County Budget.
Source: Reserve for Contingencies $ 210,000.00
This request is to appropriate $210,000.00 from the Reserve for Contingencies to Refunds for tax overpayment
refunds based on anticipated expenditures in FY15.
Appropriation #2015086 $33,600.00
Source: State Revenue $ 33,600.00
Borrowed Proceeds $ -70,230.00
Water Resources Tax Revenue $ 70,230.00
This request is to appropriate $33,600.00 in State revenue from a Department of Conservation and Recreation (DCR)
grant and $70,230.00 in Water Resources Dedicated Real Estate Tax Revenue for a total appropriat ion of
$103,830.00 to perform dam break analyses and flood inundation mapping for three of the County’s dams. This
appropriation will also reduce the Hollymead Dam Spillway Improvement project by $70,230.00 and the equivalent in
borrowed proceeds for a total net increase to the County budget of $33,600.00. The engineering cost for the
Hollymead Dam Spillway Improvement project is less than originally estimated.
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Hedgerow Property Acquisition
SUBJECT/PROPOSAL/REQUEST:
Consideration of offer to donate 340 acre property to
Albemarle County for a public park
STAFF CONTACT(S):
Foley, Walker, Davis, Herrick, Crickenberger and
Mahon
PRESENTER (S): N/A
LEGAL REVIEW: Yes
AGENDA DATE:
March 4, 2015
ACTION: INFORMATION:
CONSENT AGENDA:
ACTION: X INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
The Hedgerow Property (See Attachment A) is a 340-acre tract located on the west side of US Route 29 near Interstate
64. It is adjacent to the 980- acre Ragged Mountain Natural Area, a natural area owned by the City of Charlottesville that
buffers the Ragged Mountain Reservoir, one of six drinking water impoundments in Albemarle County.
The Hedgerow Corporation conveyed the property to The Nature Conservancy by deed of gift dated December 29, 2006. It
had always been the wishes of the prior owners that the property be gifted to the County for a park to be used by the
general public for outdoor recreation. The Nature Conservancy has agreed to convey this Property to the County subject to
the terms of the Deed of Gift and Conservation Easement (Attachment B). The Conservation Easement allows for the
necessary infrastructure and site furnishings such as hiking, running and biking trails, an access road, a parking area, a
kiosk/information center, small shelters, an accessory building, and restrooms.
Access to the property would be directly off of US Route 29. The Virginia Department of Transportation has determined the
existing entrance and necessary site distance is in compliance with its Commercial Entrance Standards.
Public facilities can only be located in the County if they are deemed to be in compliance with the Comprehensive Plan.
Before this property can be used as a public park, the use must be found to be consistent with the Comprehensive Plan.
STRATEGIC PLAN:
Educational Opportunities: Provide lifelong learning opportunities for all our citizens;
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;
Rural Areas: Preserve the character of rural life with thriving farms and forests, traditional crossroad communities and
protect scenic areas, historic sites, and biodiversity
DISCUSSION:
The Hedgerow Property is proposed to be designed and developed as a multi-use trail park and will provide a variety
of recreational opportunities. The park will be kept in its predominantly natural forest state to protect habitat and water
quality, preserving the scenic and open-space resources adjacent to the Ragged Mountain Reservoir property. Access
through Hedgerow will allow direct access to the unused portion of the Ragged Mountain Reservoir property, and the
addition of trails on the Hedgerow property to the currently unused portion of the Ragged Mountain property will
compensate for land and trails flooded during the elevation change of the Ragged Mountain Reservoir dam. Once
completed, it is envisioned that both properties will operate as one park through close coordination between the City
and County Parks and Recreation Departments.
Parks and Recreation staff has recognized a keen interest of many area preservation and conservation stakeholders
to assist in natural resource identification and preservation, as well as management and maintenance support of the
property. These stakeholders will also serve as an advisory group during the master planning process.
BUDGET IMPACT:
No funding is currently programmed or available to make any of the proposed park improvements. Parks and
Recreation requested that funding be provided in FY 17, at an estimated development cost of $450,000, including
design/master planning and PM fees. However, funding for this project is not recommended in any year of the
proposed CIP. Once opened, the park is estimated to have an annual operating cost of $65,000, including annual
AGENDA TITLE: Hedgerow Property Acquisition
March 4, 2015
Page 2
personnel and maintenance costs. Until then, no immediate budget impact is expected for this park. Unlike the
earlier Byrom and Arrowhead parks, the Hedgerow property is basically undeveloped, with no network of
existing/established trails and roads to maintain. Until the property is improved and opened as a public park, a
large group of enthusiastic stakeholders will assist staff in identifying/inventorying its nature resources, trail
locations/routes and points of interest. Therefore, staff does not anticipate any significant budget impacts, such as
those identified for Byrom and Arrowhead properties, until the Hedgerow property is improved and opened to the
public.
RECOMMENDATIONS:
Staff recommends that the Board adopt the attached Resolution (Attachment C) to approve the County’s acquisition of
the property and to authorize the County Executive to sign all documents necessary for this conveyance once (a)
these documents have been approved as to form and substance by the County Attorney and (b) the use of the
property as a public park has been determined to be consistent with the Comprehensive Plan.
ATTACHMENTS:
Attachment A – Property Location Map
Attachment B – Deed of Gift and Conservation Easement
Attachment C – Resolution
Return to consent agenda
Return to regular agenda
This document was prepared by:
George W. Barlow, III, Division Attorney
VSB #29008
The Nature Conservancy
490 Westfield Road
Charlottesville, Virginia 22901
Tax Map Parcel: 75-2C, 2C1, 2D, 11, 46, 47, 64
Title Insurer:
DEED OF GIFT AND CONSERVATION EASEMENT
This DEED OF GIFT AND CONSERVATION EASEMENT, exempt from all
recordation taxes pursuant to Virginia Code §§58.1-811(A)(3), (D) and (F), and from the
payment of Clerk’s fee pursuant to Virginia Code §17.1-266, is made on this _____ day of
February, 2015, by and between THE NATURE CONSERVANCY, a District of Columbia
non-profit corporation, (“Conservancy”), index as grantor and grantee, and the COUNTY OF
ALBEMARLE, VIRGINIA, a political subdivision of the Commonwealth of Virginia, with an
address of 401 McIntire Road, Charlottesville, Virginia 22902 (“Grantee”), index as grantor and
grantee.
W I T N E S S E T H:
Conservancy owns all those certain tracts or parcels of land, together with the
improvements thereon and all rights, privileges, appurtenances, easements and rights of way
thereunto belonging or in anywise appertaining, situate in the Samuel Miller Magisterial District
of Albemarle County, Virginia, more particularly described on Exhibit A attached hereto and
incorporated herein by reference (the “Property”).
The Property is a natural habitat of fish, wildlife, plants and ecological communities. The
specific conservation values of the Property are set forth in a Conservation Easement Baseline
Documentation Report (the “Baseline Report”) of even date herewith, prepared by the
Conservancy and signed and acknowledged by the Grantee. Conservancy and Grantee have the
common desire and purpose to protect the conservation values of the Property described in the
Baseline Report and wish to create a conservation easement in favor of Conservancy. The
Commonwealth of Virginia has authorized the creation of conservation easements pursuant to
the Virginia Conservation Easement Act, Virginia Code § 10.1-1009 et seq. (the “Act”), and the
Conservancy and Grantee wish to avail themselves of the provisions of the Act. The
conservation values of the Property are further described below:
A. Conservancy and Grantee have the common purpose of conserving in perpetuity the
Property’s conservation values as natural habitat in the public interest.
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B. As required under §10.1-1010(E) of the Act, the use of the Property for open space land
conforms to the County of Albemarle Comprehensive Plan 1996-2016 (the
“Comprehensive Plan”), as more particularly set forth in this Paragraph. The Open Space
Resources section of the Comprehensive Plan identifies as its primar y goal the protection
of “the County’s natural, scenic, and historic resources in the Rural Area and
Development Areas” (p. 7). The Rural Areas Plan of the Albemarle County
Comprehensive Plan adopted on March 2, 2005, states in its Introduction that:
“Agricultural and forestal resources have been identified as the most critical County
resources and the desired primary land use in the Rural Areas. Such uses play an
important and long-standing role in the environment, heritage, and economy of the
County. Loss of these resources to development is irreversible and irreplaceable.
Stewardship of these resources also provides an opportunity to conserve and efficiently
use other resources such as: (1) water resources (with use of property conservation
techniques); (2) natural, scenic, and historic resources with the maintenance of pasture
land, farmland, and forested areas; and (3) fiscal resources by limiting development and
lessening the need to provide public services to wide areas of the County”; and
The Rural Areas Plan in its section titled “Guiding Principles for the Rural Areas” states
the following “defining principles”:
“i) Agriculture - Protect Albemarle County’s agricultural lands as a resource
base for its agricultural industries and for related benefits they contribute
towards the County’s rural character, scenic quality, natural environment,
and fiscal health.
ii) Forestry resources - Protect Albemarle County’s forests as a resource base
for its forestry industries and watershed protection.
iii) Land Preservation - Permanently preserve and protect Albemarle County’s
rural land as an essential and finite resource through public ownership or
through conservation easements.
iv) Land Conservation - Protect Albemarle County’s rural land through
planned management of open spaces to prevent exploitation, destruction,
or neglect.
v) Water supply resources - Protect the quality and supply of surface water
and groundwater resources.
vi) Natural resources - Preserve and manage the Rural Areas’ natural
resources in order to protect the environment and conserve resources for
future use.
vii) Scenic resources - Preserve the County’s rural scenic resources as being
essential to the County’s character, economic vitality, and quality of life.
viii) Historical, archeological and cultural resources - Protect the Rural Areas’
historic, archeological and cultural resources.”
The Rural Areas Plan further notes in its section titled “Land Preservation or Voluntary
Land Conservation” that: “Some landowners are willing to donate easements that protect
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important resources by eliminating development potential. The Virginia Outdoors
Foundation and other organizations hold such easements.”
C. This Conservation Easement protects the Rivanna River and the Chesapeake Bay by,
among other things, restricting development, construction, and timbering activities on the
Property, thus preventing excessive degradation of aquatic habitat. In particular, this
Conservation Easement protects the habitat for aquatic species by (i) prohibiting
timbering, thus protecting riparian forest buffers along tributaries to Moore’s Creek,
which buffers trap sediments, filter run-off, prevent streambank erosion, and generally
protect and enhance water quality, and (ii) preventing certain development and uses of
the Property, such as the creation of excessive impervious surfaces on the Property, that
would increase runoff and pollution and materially impair the habitat for aquatic species
in the Rivanna River and the Chesapeake Bay.
D. The Property is adjacent to the 980-acre Ragged Mountain Natural Area, a natural area
owned by the City of Charlottesville to buffer the Ragged Mountain Reservoir, one of
Albemarle County’s six surface drinking water impoundments. Ragged Mountain
Natural Area is open to the general public for hiking, fishing, and observing wildlife.
The Conservation Easement will protect scenic and open-space resources adjacent to
Ragged Mountain Natural Area, and will allow for recreational uses of the Property in the
form of hiking trails open to the public.
E. The Property was conveyed to the Conservancy by deed of gift dated December 29, 2006
of record in the Clerk’s Office of the Circuit Court of Albemarle County, Virginia in
Deed Book 3346, Page 488 (the “Deed of Gift”), for the purpose of substantial and
regular use by the general public for outdoor recreation, including but not limited to the
intended us of hiking trails, and consistent with that purpose shall be kept in its
predominantly natural, forested state to protect habitat and water quality. This
conveyance of the Property is subject to the terms of the Deed of Gift , including the
reservation of a qualified mineral interest therein.
F. The characteristics and condition of the Property as of the date of this Conservation
Easement, the Property’s current uses, and the current state of improvements on the
Property are described in the Report. Grantor and Conservancy hereby acknowledge that
the Report is a complete and accurate representation of the Property as of the date of this
Conservation Easement. The Report will be used by Conservancy and Grantee to assure
that any future changes in the use of the Property will be consistent with the terms of this
Conservation Easement. However, the Report is not intended to preclude the use of other
evidence to establish the present condition of the Property if there is a controversy over
its use.
NOW, THEREFORE, Conservancy does hereby grant and convey unto Grantee the
Property with special warranty of title, subject to easements, restrictions and reservations of
record, including without limitation the hereinafter described conservation easement (the
“Conservation Easement”) reserved and retained in perpetuity by Conservancy.
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FURTHERMORE, for and in consideration of the foregoing recitals incorporated herein
and made a part hereof and in consideration of the mutual covenants herein and their acceptance
by Conservancy, Grantee does hereby grant and convey to Conservancy the Conservation
Easement in gross over, and the right in perpetuity to restrict the use of, the Property of the nature
and character as follows:
1. PURPOSE. The purpose of this Conservation Easement is to ensure that the Property
will be retained forever predominantly in its natural and scenic condition; for substantial and
regular use by the general public for outdoor recreation; to protect native plants, animals, or plant
communities on the Property; to allow the general public access to hiking trails; to prevent any
use of the Property that will significantly impair or interfere with the conservation values of the
Property described above, while allowing for traditional uses on the Property that are compatible
with and not destructive of the conservation values of the Property, such as trail maintenance,
trail construction, and hiking.
The Grantee may not transfer or convey the Property to any other party unless the
Grantee conditions such transfer or conveyance on the requirements that (a) all restrictions and
conservation purposes set forth in the Deed of Gift are to be continued in perpetuity, and (b) the
transferee is an organization then qualifying as an eligible donee as defined by §170(h)(3) of the
Internal Revenue Code of 1986 as amended, and the applicable Treasury Regulations
promulgated thereunder (the “IRC”).
Grantee will not perform, nor knowingly allow others to perform, any act on or affecting
the Property that is inconsistent with the purposes of this Conservation Easement. However,
unless otherwise specified below, nothing in this Conservation Easement shall require the
Grantee to take any action to restore the condition of the Property after any act of God or other
event over which Grantee had no control. Grantee understands that nothing in this Conservation
Easement relieves it of any obligation or restriction on the use of the Property imposed by law.
2. PROPERTY USES. Any activity on or use of the Property inconsistent with the terms
and purposes of this Conservation Easement is prohibited. Without limiting the generality of the
foregoing, the following is a listing of activities and uses which are expressly prohibited or
which are expressly allowed. Additional rights of Grantee are set forth in Paragraph 3 below.
2.1 Subdivision. The Property may not be divided, subdivided or partitioned, nor conveyed
or pledged for a debt except in its current configuration as an entity.
2.2 Recreational Uses. Grantee shall have the right to engage in and permit others to engage
in recreational uses of the Property (such as hiking, biking, and horseback riding) that
require no surface alteration or other development of the land other than minor grading
for trail construction. All such recreational uses shall be conducted in a manner that does
not degrade water quality in the streams on the Property. If such uses are found by the
Conservancy to degrade water quality, such use may be prohibited until measures are
implemented, as approved by the Conservancy, to alleviate such degradation to water
5
quality. Recreational uses involving motorized transportation are prohibited. Motorized
transportation shall be allowed: (a) in designated parking areas, (b) for emergency or
maintenance purposes, and (c) as required for compliance with applicable state and
federal laws.
2.3 Improvements. There shall be no construction of buildings used for commercial or
residential purposes. With written notice to the Conservancy as set forth below, Grantee
shall have the right to construct the following improvements that are associated with
permitted recreational uses described in Paragraph 2.2:
(a) entrance road, associated stream crossing, parking lot and trailhead facility,
provided that such improvements are constructed in accordance with local, state and
federal laws. All routes of travel, stream crossings, walkways, and footbridges beyond
the trailhead and within the Property shall be no more than fifteen (15) feet in width. The
total square footage of paved surfaces shall not exceed forty-seven thousand (47,000)
square feet.
(b) public buildings (such as a building for environmental education purposes), sheds,
accessory buildings, and lavatory facilities to provide needed services for the permitted
uses. Such public buildings, sheds, accessory buildings, and lavatory facilities may not
be used as dwelling units. The total square footage of impermeable surfaces created by
all public buildings, sheds, accessory buildings, and lavatory facilities is not to exceed ten
thousand (10,000) square feet.
(c) Conservancy’s Consent. Prior to beginning construction of allowed
improvements Grantee shall submit site plans to the Conservancy for its review. The
plans shall be sufficiently detailed to allow the Conservancy to fully evaluate the
construction’s conformance to this Conservation Easement. No construction of the
improvements may take place until the Conservancy reviews and approves the plans.
The plans will be deemed approved unless the Conservancy objects in writing, within
thirty (30) days of receipt of complete plans, setting forth with specificity the
Conservancy’s grounds for objections. Conservancy agrees that if the new construction
is consistent with the terms and provisions of this Conservation Easement, Conservancy’s
approval shall not be unreasonably withheld.
(d) Prohibition of Other Construction. No other structures or improvements may be
placed or constructed on the Property except as expressly permitted by this Conservation
Easement. Furthermore, there shall be no constructing or placing of any airplane landing
strip on the Property.
(e) Utilities. Grantee may construct or install utility lines, poles, pipelines and
conduits necessary to serve the Property’s improvements. Unless such utilities are placed
on or over the Property under eminent domain proceedings or the threat thereof, Grantor
may not consent to the construction or placement of utilities on the Property that serve
entities and/or users located off the Property (a communications tower or wind turbine for
6
example) without the prior written consent of the Grantee. Such consent shall only be
granted if their construction or placement would not deleteriously impact the
conservation values of the Property or would produce a smaller impact than if those
utilities were located on an adjoining or nearby property.
2.4 Existing Improvements. Grantee shall have the right to maintain, remodel, and repair
existing structures, water tanks, fences, water wells, dams, lakes, ponds, utilities, and
other improvements, and in the event of their destruction, to reconstruct any such existing
improvement with another of similar size, function, capacity, location and material.
2.5 Mineral Extraction. Extraction of subsurface minerals, oil or gas is prohibited.
2.6 Excavation. Except as necessary to accommodate the activities expressly permitted
under this Conservation Easement, there shall be no ditching, draining, diking, filling,
excavating, dredging, removal of topsoil, sand, gravel, rock, minerals or other materials,
drilling, building of roads, change in the topography of the Property or disturbance in the
soil in any manner.
2.7 Destruction of Plants, Disturbance of Natural Habitat. Grantee shall have the right to cut
and remove diseased or exotic trees, shrubs, or plants, to salvage diseased or damaged
trees in the case of a catastrophic event such as a wildfire or cyclonic storm, and to cut
firebreaks. Grantee shall also have the right to cut and remove trees, shrubs or plants to
accommodate the activities expressly permitted under this Conservation Easement.
There shall be no additional removal, harvesting, destruction or cutting of native trees,
shrubs or plants. Unless approved in advance by Conservancy, there shall be no planting
of non-native trees, shrubs or plants on the Property. Furthermore, except to
accommodate the activities expressly permitted under this Conservation Easement, there
shall be no use of fertilizers, plowing, introduction of non-native animals, or disturbance
or change in the natural habitat in any manner.
2.8 Hydrology. Except as necessary to accommodate the activities expressly permitted under
this Conservation Easement, there shall be no alteration, depletion or extraction of
surface water, natural water courses, lakes, ponds, marshes, drainages, subsurface water
or any other water bodies on the Property. Creation of new surface water, such as ponds,
is prohibited. Development of existing springs into watering sites for horses shall be
permitted, provided that the trough, springbox or other basin is constructed in a manner
that prevents horses from accessing or standing in the spring, stream or other water
source.
2.9 Signage. No signs or billboards or other advertising displays are allowed on the Property,
except that signs whose placement, number and design do not significantly diminish the
scenic character of the Property may be displayed to state the name and address of the
Property, to advertise or regulate permitted on-site activities, to advertise the Property for
sale or rent, and to post the Property to control unauthorized entry or use. Kiosk(s)
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displaying trail maps and other information relevant to the public use of the Property are
permitted.
2.10 No Biocides. Except to aid in removal of invasive plants and exotic species, there shall be
no use on the Property of pesticides or biocides, including but not limited to insecticides,
fungicides, rodenticides, and herbicides.
2.11 No Dumping. Except for trash receptacles consistent with the operation of a public park,
there shall be no storage or dumping of trash, garbage, or other unsightly or offensive
material, hazardous substance, or toxic waste on the Property. Except as needed to service
permitted improvements, there shall be no placement of underground storage tanks in, on,
or under the Property. There shall be no changing of the topography through the placing of
soil or other substance or material such as land fill or dredging spoils, nor shall activities be
conducted on the Property or on the adjacent property owned by Grantee, that could cause
erosion or siltation on the Property.
2.12 No Pollution. There shall be no pollution, of surface water, natural water courses, ponds,
marshes, subsurface water or any other water bodies, nor shall activities be conducted on
the Property that would be detrimental to water quality or purity or that could alter the
natural water level or flow in or over the Property.
2.14 Commercial Development. Any commercial or industrial use of or activity on the
Property, other than those specifically permitted herein, is prohibited.
2.15 Archeological Investigation. Subject to Paragraph 2.8 (Hydrology), Grantee may conduct
archeological research on the Property provided that: (1) Grantee has obtained
Conservancy’s prior written approval; (2) Grantee gives prior notice and obtains
necessary approval from the appropriate state or federal agencies; and (3) any such
disturbance and investigation is performed in such a manner as to minimize any adverse
impact on the conservation values of the Property.
2.16 Density. Neither the Property nor any portion of it shall be included as part of the gross
area of other property not subject to this Conservation Easement for the purposes of
determining density, lot coverage, or open space requirements under otherwise applicable
laws, regulations or ordinances controlling land use and building density. No
development rights that have been encumbered or extinguished by this Conservation
Easement shall be transferred to any other lands pursuant to a transferable development
rights scheme, cluster development arrangement or otherwise.
3. ADDITIONAL RIGHTS OF GRANTEE. Grantee shall have the following additional
rights:
3.1 Existing Uses. The right to undertake or continue any activity or use of the Property not
inconsistent with the terms and purposes of this Conservation Easement. Prior to making
any change in use of the Property, Grantee shall notify Conservancy in writing to allow
8
Conservancy a reasonable opportunity to determine whether such change would violate the
terms of this Conservation Easement.
3.2 Transfer. The right to sell, give, mortgage, lease, or otherwise convey the Property subject
to the terms of this Conservation Easement.
4. CONSERVANCY’S RIGHTS. To accomplish the purpose of this Conservation
Easement, the following additional rights are reserved by the Conservancy:
4.1 Right to Enforce. The right to preserve and protect the conservation values of the Property
and enforce the terms of this Conservation Easement, including the right to prevent any
activity on or use of the Property that is inconsistent with the purpose of this Conservation
Easement and to require the restoration of such areas or features of the Property that may
be damaged by any inconsistent activity or use pursuant to Paragraph 7 herein.
4.2 Right of Entry. The right of Conservancy’s staff, contractors and associated natural
resource management professionals to enter the Property after prior written notice to
Grantee, for the purposes of: (a) inspecting the Property to determine if Grantee is
complying with the covenants and purposes of this Conservation Easement; (b) enforcing
the terms of this Conservation Easement; (c) taking any and all actions with respect to the
Property as may be necessary or appropriate, with or without an order of court, to remedy
or abate violations hereof; (d) monitoring and research as described below; and (e)
management of exotic and invasive species as described below. Prior written notice is not
required if Conservancy is entering upon the Property because of an ongoing or imminent
violation that could, in the sole discretion of Conservancy, substantially diminish or
impair the conservation values of the Property, as described in Paragraph 7 herein. Such
right of entry shall include the permanent right to cross other lands of the Grantee for
access to the Property.
4.3 Monitoring and Research. The right, but not the obligation, to monitor the plant and
wildlife populations, plant communities and natural habitats on the Property, and to
actively protect and manage them, if necessary, to ensure their continued presence and
viability on the Property. Grantee shall cooperate with Conservancy in establishing, at no
expense to Grantee, a written Monitoring and Research Plan to direct the monitoring of and
research on plant and wildlife populations, plant communities and natural habitats on the
Property. Grantee agrees that all monitoring activity, natural resource inventory and
assessment work or other natural resource research, conducted by Grantee or others, shall
be reported to Conservancy.
4.4 Management of Exotics and Invasive Species. The right, but not the obligation, to control,
manage or destroy exotic non-native species or invasive species of plants and animals that
threaten the conservation values of the Property. Conservancy will consult with Grantee
prior to implementing management activities.
9
4.5 Discretionary Consent. The Conservancy’s consent for activities otherwise prohibited or
requiring Conservancy’s consent under Paragraph 2 above, may be given under the
following conditions and circumstances: If, owing to unforeseen or changed
circumstances, any of the prohibited activities listed in Paragraph 2 are deemed desirable
by both the Grantee and Conservancy, the Conservancy may, in its sole discretion, give
permission for such activities, subject to the limitations herein. Such requests for
permission, and requests for permission for activities requiring the Conservancy’s consent,
shall be in writing and shall describe the proposed activity in sufficient detail to allow the
Conservancy to judge the consistency of the proposed activity with the purpose of this
Conservation Easement. The Conservancy may give its permission only if it determines, in
its sole discretion, that such activities (1) do not violate the purposes of this Conservation
Easement AND (2) either enhance or do not impair any significant conservation interests
associated with the Property. Notwithstanding the foregoing, the Conservancy and Grantee
have no right or power to agree to any activities that would result in the termination of this
Conservation Easement under state or federal law. Nothing in this section shall require
Conservancy to consent to any activity otherwise restricted in this Conservation Easement,
or to consult or negotiate regarding the withholding or provision of such consent.
5. RESPONSIBILITIES OF GRANTEE AND CONSERVANCY NOT AFFECTED.
Other than as specified herein, this Conservation Easement is not intended to impose any legal or
other responsibility on the Grantee, or in any way to affect any obligation of the Grantee as
owner of the Property. Grantee retains all responsibilities and shall bear all costs and liabilities
of any kind related to the ownership, operation, upkeep and maintenance of the Property.
Among other things, this shall apply to:
(a) Taxes. The Grantee is exempt from real estate taxes and assessment. If the
Property is conveyed to an owner that is not so exempt, such owner shall be solely
responsible for payment of all taxes and assessments, if any, levied against the Property.
If an owner of the Property becomes delinquent in payment of said taxes or assessments,
such that a lien created against the land is to be executed upon, the Conservancy, at its
option, shall have the right, but not the obligation, to take such actions as may be
necessary to protect the Conservancy’s interest in the Property and to assure the
continued enforceability of this Conservation Easement.
(b) Upkeep and Maintenance. The Grantee shall be solely responsible for the upkeep
and maintenance of the Property, to the extent it may be required by law. The
Conservancy shall have no obligation for the upkeep or maintenance of the Property.
Grantee shall keep the Conservancy’s interest in the Property free of any liens arising out
of any work performed for, materials furnished to or obligations incurred by Grantee.
6. ACCESS. Nothing in this Paragraph prevents the Grantee from placing reasonable
restrictions on access for the safety of the public or for the maintenance of the Property.
7. ENFORCEMENT. The Conservancy shall have the right to prevent and correct
violations of the terms of this Conservation Easement; to request corrective action sufficient to
10
abate any violations; and to restore the Property to its previous condition as of the date that this
Conservation Easement is retained. Grantee agrees that the Baseline Report (also known as an
Easement Documentation Report) shall be deemed to provide objective information concerning the
Property's condition at the time of this grant. Failure by the Grantee to abate the violation and take
such other corrective action as may be requested by the Conservancy within thirty (30) days after
receipt of such notice (the “cure period”) shall entitle the Conservancy to bring an action at law or
equity in a court of competent jurisdiction to enforce the terms of this Conservation Easement; to
require the restoration of the Property to its previous condition; to enjoin the non-compliance by ex
parte temporary or permanent injunction in a court of competent jurisdiction; and/or to recover any
damages arising from the noncompliance. Such damages, when recovered, may be applied by the
Conservancy, in its sole discretion, to corrective action on the Property.
7.1 Emergency Enforcement. If the Conservancy, in its sole discretion, determines that
circumstances require immediate action to prevent or mitigate significant damage to the
conservation values of the Property, the Conservancy may pursue its remedies under this
Paragraph without prior notice to the Grantee or without waiting for the cure period to
expire.
7.2 Failure to Act or Delay. The Conservancy does not waive or forfeit the right to take action
as may be necessary to insure compliance with this Conservation Easement by any prior
failure to act and the Grantee hereby waives any defenses of waiver, estoppel or laches with
respect to any failure to act or delay by the Conservancy, its successors or assigns, in acting
to enforce any restriction or exercise any rights under this Conservation Easement.
7.3 Violations Due to Causes Beyond Grantee’s Control. Nothing herein shall be construed to
entitle the Conservancy to institute any enforcement proceedings against the Grantee for any
changes to the Property due to causes beyond the Grantee’s control, such as changes caused
by fire, flood, storm, earthquake or the unauthorized wrongful acts of third persons. In the
event of violations of this Conservation Easement caused by the unauthorized wrongful acts
of third persons, the Grantee consents to the voluntary joinder by the Conservancy into any
suit for the purpose of pursuing enforcement action, all at the election of the Conservancy.
7.4 Standing. By virtue of Conservancy's retention of rights under this Conservation
Easement, it shall be entitled, at its option, to standing before appropriate courts of law to
pursue remedies or other matters which are necessary or incidental to the protection of
the Property which is subject to this Conservation Easement.
8. TRANSFER OF EASEMENT. The parties recognize and agree that the benefits of this
Conservation Easement are in gross and assignable in whole but not in part. The Conservancy
shall have the right to transfer or assign this Conservation Easement to any private nonprofit
organization that, at the time of transfer, is a “qualified organization” under IRC §170(h), and the
organization expressly agrees to assume the responsibility imposed on the Conservancy by this
Conservation Easement. If the Conservancy ever ceases to exist or no longer qualifies under
IRC §170(h) or applicable state law, a court with jurisdiction shall transfer this Conservation
11
Easement to another qualified organization having similar purposes that agrees to assume the
responsibility.
9. TRANSFER OF PROPERTY. Any time the Property, or any interest therein, is
transferred by the Grantee to any third party, the Grantee shall notify the Conservancy in writing
within thirty (30) days prior to the transfer of the Property, and the document of conveyance
shall expressly refer to this Conservation Easement. The failure of Grantee to perform any act
required by this Paragraph shall not impair the validity of this Easement or of the transfer or limit
their enforceability in any way.
10. AMENDMENT OF EASEMENT. This Conservation Easement may be amended only
with the written consent of Grantee and Conservancy. Any such amendment shall be consistent
with the purposes of this Conservation Easement and shall comply with IRC §170(h), or any
regulations promulgated in accordance with that Section. Any such amendment shall also be
consistent with the Act, as amended, or any regulations promulgated pursuant to that law. The
Grantee and Conservancy have no right or power to agree to any amendment that would affect
the enforceability of this Conservation Easement.
11. TERMINATION OF EASEMENT. The Grantee hereby agrees that at the time of the
conveyance of this Conservation Easement to the Conservancy, this Conservation Easement
gives rise to a real property right, immediately vested in the Conservancy, with a fair market
value of the Conservation Easement as of the date of the conveyance that is at least equal to the
proportionate value that this Conservation Easement at the time of the conveyance bears to the
fair market value of the Property as a whole at that time. That proportionate value of the
Conservancy’s property rights shall remain constant.
When a change in conditions takes place which makes impossible or impractical any
continued protection of the Property for conservation purposes, and the restrictions contained
herein are extinguished by judicial proceeding, the Conservancy, upon a subsequent sale,
exchange or involuntary conversion of the Property, shall be entitled to a portion of the proceeds
at least equal to that proportionate value of the Conservation Easement (minus any amount
attributable to new improvements allowed under this Conservation Easement made as of the date
of the sale, exchange or conversion, which amount shall be reserved to Grantee). The
Conservancy shall use its share of the proceeds in a manner consistent with the conservation
purposes set forth herein or for the protection of a “relatively natural habitat of fish, wildlife, or
plants or similar ecosystem,” as that phrase is used in and defined under P.L. 96-541, 26 USC
170(h)(4)(A)(ii), as amended and in regulations promulgated thereunder.
12. EMINENT DOMAIN. Whenever all or part of the Property is taken in exercise of
eminent domain by public, corporate, or other authority so as to abrogate the restrictions imposed
by this Conservation Easement, the Grantee and the Conservancy shall join in appropriate
actions at the time of such taking to recover the full value of the taking and all incidental or
direct damages resulting from the taking, which proceeds shall be divided in accordance with the
proportionate value of the Conservancy’s and Grantee’s interests, and Conservancy’s proceeds
12
shall be used as specified above. All expenses incurred by the Grantee and the Conservancy in
such action shall be paid out of the recovered proceeds.
13. INTERPRETATION. This Conservation Easement shall be interpreted under the laws
of the Commonwealth of Virginia, resolving any ambiguities and questions of the validity of
specific provisions so as to give maximum effect to its conservation purposes.
14. TITLE. The Conservancy covenants and represents that it is the sole owner and is seized
of the Property in fee simple and has good right to grant and convey the Property subject to this
Conservation Easement.
15. NOTICES. Any notices required by this Conservation Easement shall be in writing and
shall be personally delivered or sent by first class mail or by facsimile, to Grantee and
Conservancy, respectively, at the following addresses or fax numbers, unless a party has been
notified by the other of a change of address.
To Grantee: To the Conservancy:
County Attorney Attorney
County of Albemarle The Nature Conservancy
401 McIntire Road 490 Westfield Road
Charlottesville, VA 22902 Charlottesville, VA 22901
Fax: 434-972-4068 Fax: 434-979-0370
16. SEVERABILITY. If any provision of this Conservation Easement is found to be
invalid, the remaining provisions shall not be altered thereby.
17. PARTIES. Every provision of this Conservation Easement that applies to the Grantee or
Conservancy shall also apply to their respective successors and assigns, as their interest may
appear.
18. RE-RECORDING. In order to ensure the perpetual enforceability of the Conservation
Easement, the Conservancy is authorized to re-record this instrument or any other appropriate
notice or instrument.
19. MERGER. The parties agree that the terms of this Conservation Easement shall survive
any merger of the fee and easement interest in the Property.
20. SUBSEQUENT LIENS ON PROPERTY. No provisions of this Conservation
Easement shall be construed as impairing the ability of Grantee to use this Property as collateral
for subsequent borrowing, provided that any deed of trust, mortgage or lien arising from such a
borrowing would be subordinate to this Conservation Easement.
21. ACCEPTANCE & EFFECTIVE DATE. As attested by the signature of its authorized
representative affixed hereto, the Conservancy hereby accepts without reservation the rights and
13
responsibilities conveyed by this Conservation Easement. This Conservation Easement is to be
effective the date recorded in the Clerk’s Office of the Circuit Court of Albemarle County,
Virginia.
RESERVED this Conservation Easement together with all and singular the appurtenances
and privileges belonging or in any way pertaining thereto, either in law or in equity, either in
possession or expectancy, for the proper use and benefit of The Nature Conservancy, its
successors, and assigns forever.
TO HAVE AND TO HOLD, the said Conservation Easement unto The Nature
Conservancy forever.
IN WITNESS WHEREOF, The Nature Conservancy, a District of Columbia non-profit
corporation, has caused this instrument to be executed by its duly authorized representative.
THE NATURE CONSERVANCY,
a District of Columbia non-profit corporation
By: _______________________________
Its: _______________________________
COMMONWEALTH OF VIRGINIA
CITY/COUNTY OF _________________
The foregoing instrument was acknowledged before me this _____ day of ___________,
2015, by ______________________________, who is __________________________ of The
Nature Conservancy, a District of Columbia non-profit corporation, on behalf of the corporation.
My commission expires: _____________________.
_______________________________________
Notary Public
Notary Registration No. __________________
14
ACCEPTANCE
Albemarle County, Virginia, Grantee, hereby executes and seals this document to
indicate acceptance of the terms contained herein on this ____ day of _______________, 2015.
COUNTY OF ALBEMARLE, VIRGINIA
a political subdivision of
the Commonwealth of Virginia
By: _______________________________
Thomas C. Foley
County Executive
COMMONWEALTH OF VIRGINIA
CITY/COUNTY OF _________________, to-wit:
The foregoing instrument was acknowledged before me this _____ day of ___________,
2015, by Thomas C. Foley, who is County Executive of the County of Albemarle, Virginia, a
political subdivision of the Commonwealth of Virginia, on behalf of the County.
My commission expires: _____________________.
_______________________________________
Notary Public
Notary Registration No. __________________
15
EXHIBIT A
Real Estate Description
All those certain tracts or parcels of land, together with the improvements thereon and all
rights, privileges, appurtenances, easements and rights of way thereunto belonging or in anywise
appertaining (except as specifically described below), situate in the Samuel Miller Magisterial
District of Albemarle County, Virginia, and more particularly described as follows:
Parcel One: All that certain tract or parcel of land containing 80.08 acres, more or less,
designated as Tract B on the plat entitled “Plat Showing Rural Subdivision of Tax Map 75 Parcel
2 into Tracts ‘A’ and ‘B’ Containing 144.38 and 80.08 Acres Respectively and Also Showing
Boundary Surveys of Tax Map 74 Parcels 28B1 and 30 Containing 3.79 and 3.13 Acres
Respectively” dated June 19, 2006 and recorded in the Clerk’s Office of the Circuit Court of
Albemarle County, Virginia (the “Clerk’s Office”) in Deed Book 3291, Page 662. Parcel One is
Tax Parcel 75-2D.
Together with that certain that certain easement of right of way fifty (50) feet in width
retained in the deed dated April 7, 1964 from Charles W. Hurt and Letitia H. Hurt, his wife, to
Thomas C. Joseph and Frances R. Joseph, husband and wife, of record in the Clerk’s Office in
Deed Book 398, Page 451, as modified by agreement of record in Deed Book 500, Page 156, and
which easement of right of way is located pursuant to the Statement of Road Location and plat
thereof of record in Deed Book 703, Page 521.
Parcel Two: All that certain tract or parcel of land containing 29.2 acres, more or less,
being a portion of that certain parcel containing 268 acres, more or less, conveyed to Hedgerow
Corporation, a Virginia corporation, by deed of exchange dated November 3, 1970 from Charles
William Hurt, sometimes known as Charles Wm. Hurt, and Letitia H. Hurt, his wife, of record in
the Clerk’s Office in Deed Book 479, Page 326, and being comprised of a 21.6 acre tract and a
7.6 acre tract conveyed to J. E. Sprouse by deed dated March 21, 1925 from A. P. Walker and C.
R. Yardley, Special Commissioners, of record in the Clerks’ Office in Deed Book 189, Page 316.
Parcel Two is Tax Parcel 75-2C and 2C1.
Parcel Three: All that certain tract or parcel of land containing 121.69 acres, more or
less, and being the remaining portion of a 134 acre tract as shown on a plat of survey of record in
the Clerk’s Office in Deed Book 153, Page 183, after deducting therefrom a portion of the
acreage conveyed to the Commonwealth of Virginia by deed dated April 30, 1970 from David N.
Goodwin and Carol C. Goodwin, husband and wife, of record in the Clerk’s Office in Deed
Book 471, Page 593. Parcel Three is Tax Parcel 75-64.
Parcel Four: All that certain tract or parcel of land containing 36.5 acres, more or less,
and being the same property shown on a plat thereof of record in the Clerk’s Office in Deed
Book 132, Page 40. Parcel Four is Tax Parcel 75-11.
16
Parcel Five: All that certain tract or parcel of land containing 21.045 acres, more or less,
situate on the south side of Interstate 64, and being the remaining portion on the south side of
such highway of a 189 acre parcel of land as shown on a plat of survey of record in the Clerk’s
Office in Deed Book 157, Page 455 after deducting therefrom a portion of the acreage conveyed
to the Commonwealth of Virginia by deed dated April 30, 1970 from David N. Goodwin and
Carol C. Goodwin, husband and wife, of record in the Clerk’s Office in Deed Book 471, Page
593. Parcel Five is Tax Parcel 75-47.
Parcel Six: All that certain tract or parcel of land containing 51.07 acres, more or less,
being shown on a plat of survey of record in the Clerk’s Office in Deed Book 526, Page 43, and
shown on an earlier plat of survey of record in Deed Book 326, Page 374, less and except
therefrom that portion of such tract acquired by the Commonwealth of Virginia for
improvements to Route 64, as evidenced by certificate of record in the Clerk’s Office in Deed
Book 430, Page 87 and order of the Circuit Court of Albemarle County of record in Deed Book
523, Page 296. Parcel Six is Tax Parcel 75-46. The eastern and southern boundaries of Parcel
Six are more accurately described on that certain plat made by Draper Aden Associates dated
December 21, 2006 and captioned “Plat Showing A Boundary Line Declaration, Property of
Hedgerow Corporation” and recorded in the aforesaid Clerk’s Office in Deed Book 3345, Page
55. That certain right of way reserved for the benefit of this Parcel Six in the deed dated
November 22, 1897 from J.L. Maury and Lucy J. Mary, husband and wife, to Jane Maury
Maverick of record in the Clerk’s Office in Deed Book 110, page 326 was released, vacated and
extinguished by Hedgerow in that certain Certificate of Plat and Easement Vacation of record in
the Clerk’s Office in Deed Book 3345, Page 55.
Parcels One through Six inclusive comprise the same real property conveyed to The
Nature Conservancy, a District of Columbia nonprofit corporation, from Hedgerow Corporation,
a Virginia corporation, by deed of gift dated December 29, 2006, of record in the Clerk’s Office
in Deed Book 3346, Page 488.
RESOLUTION TO AUTHORIZE ACQUISITION OF HEDGEROW PROPERTY
LOCATED ADJACENT TO THE RAGGED MOUNTAIN NATURAL AREA
(TMPs 75-2C, 75-2C1, 75-2D, 75-11, 75-46, 75-47, and 75-64)
WHEREAS, the County of Albemarle desires to accept certain properties within the
County by gift from The Nature Conservancy for the purpose of providing a public park.
NOW, THEREFORE, BE IT RESOLVED that the Albemarle County Board of
Supervisors hereby approves the acceptance of the property located on Tax Map Parcels 75-2C,
75-2C1, 75-2D, 75-11, 75-46, 75-47, and 75-64 in the County subject to a finding that the
property’s proposed use as a public park is consistent with the Comprehensive Plan and further
authorizes the County Executive to execute all necessary documents in a form approved by the
County Attorney that are necessary for completing the acquisition of the property.
I, Ella W. Jordan, do hereby certify that the foregoing writing is a true, correct copy of a
Resolution duly adopted by the Board of Supervisors of Albemarle County, Virginia, by a vote
of _____ to _____, as recorded below, at a regular meeting held on
_________________________.
_____________________________
Clerk, Board of County Supervisors
Aye Nay
Mr. Boyd ____ ____
Ms. Dittmar ____ ____
Ms. Mallek ____ ____
Ms. McKeel ____ ____
Ms. Palmer ____ ____
Mr. Sheffield ____ ____
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
ACE - Virginia Department of Agriculture and Consumer
Services grant for easement acquisition
SUBJECT/PROPOSAL/REQUEST:
Authorize the County Executive to execute an Inter-
governmental Agreement with Virginia Department of
Agriculture and Consumer Services
STAFF CONTACT(S):
Foley, Walker, Davis, Herrick, Cilimberg, and Goodall
PRESENTER (S): N/A
LEGAL REVIEW: Yes
AGENDA DATE:
March 4, 2015
ACTION: INFORMATION:
CONSENT AGENDA:
ACTION: X INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
The Virginia Department of Agriculture and Consumer Services’ (“VDACS”) Office of Farmland Preservation has awarded
a grant in the amount of $286,983.46 to the County under a program established by the 2007 General Assembly to provide
funds for the preservation of working farms and forest lands.
VDACS awarded the County similar grants of $149,678.46 in 2014, $160,715.64 in 2013, $110,952.46 in 2012, $55,290.31
in 2011, $93,932.19 in 2010, $49,900.00 in 2009 and $403,219.75 in 2008. Albemarle County is one of only six localities
to receive a grant this year, and one of only five to receive the full amount requested.
STRATEGIC PLAN:
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.
DISCUSSION:
VDACS has requested that the County enter into an Intergovernmental Agreement (the “Agreement”) (Attachment A) as a
condition for receiving this grant. While the County has yet to identify the specific easement(s) to which it would apply
these funds, it intends to apply them toward the acquisition of the next qualifying easement. This should come from the
current pool of applications that were received in October, 2014. This grant will remain available to (partially) reimburse
any qualifying purchase for up to two years from the date of the Agreement. The key provisions of the Agreement are
summarized below.
1. The Agreement would obligate VDACS to set aside the grant amount in a restricted account and
reimburse the County for its eligible costs for the purchase of conservation easem ent(s). The County’s
funds would be restricted exclusively for the County’s qualifying costs for a period of up to two years.
2. The Agreement also would restrict the use of the grant funds to purchase a conservation easement
resulting from the conversion or diversion of a subject property from open-space use, unless the
conversion or diversion satisfies the requirements of the Open Space Land Act. Conversion or diversion
of land is permitted under the Open-Space Land Act in limited circumstances upon the concurrence of the
County and the Public Recreational Facilities Authority and upon the placement of substitute land of equal
or greater value and quality under an open-space easement. The Agreement would entitle VDACS to
reimbursement of its pro rata share of the market value of the easement if conversion or diversion ever
occurred.
3. In exchange for the state’s grant commitment, the Agreement would obligate the County to:
appropriate matching funds equal to the grant amount for the purchase of a subject easement;
apply the grant funds to the purchase of the easement;
provide VDACS with annual progress reports (while the grant Agreement is in force)
describing the County’s efforts to obtain easements on other working farms, and its
programs for public outreach, stewardship and monitoring, and measuring the effectiveness
of the County’s efforts to bring working farms under easement;
AGENDA TITLE: ACE - Virginia Department of Agriculture and Consumer Services grant for easement aquisition
March 4, 2015
Page 2
maintain sufficient title insurance for the subject easement(s), which is already a standard
County practice;
allow VDACS the opportunity to review easement instruments and the title insurance policy
prior to closing;
receive copies of the recorded easement instrument after closing;
provide notice to VDACS if the County receives an application to convert or divert a subject
easement from its permitted easement uses; and
enforce the terms and conditions of the deed of easement.
In addition, because the grant funds for the VDACS grant obtained in 2013 were not expended by December 31, 2014
(the two-year deadline from the date of the December 31, 2012 Agreement to be reimbursed such funds), VDACS has
agreed to extend the deadline for the County to be reimbursed such funds. An Addendum to the 2012 Agreement is
attached (Attachment B). The addendum requires that VDACS restrict the County’s 2013 awarded grant funding until
June 30, 2015 for eligible reimbursements to the County for conservation easements recorded no later than May 29,
2015.
Staff has reviewed the terms of this year’s proposed Intergovernmental Agreement and of the Addendum to the 2012
Intergovernmental Agreement between VDACS and the County, and finds the terms of the Agreement and of the
Addendum acceptable.
BUDGET IMPACT:
The County’s execution of the Intergovernmental Agreement would allow the County to receive $286,983.46 in state
funding to apply to the ACE program. In order for the County to receive these funds, it must appropriate matching
funds of $286,983.46. That local match is available through funds most recently appropriated for ACE by the Board in
FY15. There is no additional budget impact related to the Addendum beyond that identified at the time of the approval
of the underlying Agreement.
RECOMMENDATIONS:
Staff recommends that the Board authorize the County Executive to execute the Agreement (Attachment A) and the
Addendum to the 2012 Agreement (Attachment B) on behalf of the County.
ATTACHMENTS:
A – VDACS Intergovernmental Agreement
B – Addendum to VDACS 2012 Intergovernmental Agreement
Return to consent agenda
Return to regular agenda
Office of Facilities Development (OFD)
Capital Projects Status Report
4th Quarter CY 2014
March 4, 2015
The Office of Facilities Development (OFD) is pleased to provide the fourth quarter
Capital Projects Status Report for calendar year 2014. This report provides summary
level information on all projects managed by OFD, both Capital Projects and Capital
Maintenance Projects.
Following are some notable highlights on key projects. Substantial Completion was
achieved on the Crozet Streetscape and Belvedere Boulevard Bond Default projects.
The Northside Library and Storage Facility project is scheduled to reach substantial
completion in February 2015. The Agnor-Hurt Elementary School Addition/Renovation
project is under construction. Construction on the Crozet Elementary School Safe
Routes to School (SRTS) project is scheduled to start in March 2015. Bid opening for
the Henley Gym Auxiliary Gym Addition project is scheduled for March 2015. The
Regional Firearms Training Center is being advertised in February 2015. OFD staff is
also gearing up to support the upcoming school summer maintenance projects.
The following sections provide a summary on all projects and more detailed information
of select Capital Projects. In the 3rd quarter 2014 report, OFD introduced a “project
budget tracker” for the Regional Firearms Training Center to provide a history of the
budget. The Board feedback was that providing this type of budget history tracker for
the major CIP projects would be useful in explaining the reasons for the variance to
baseline. Based on this feedback, OFD staff has created project budget trackers for the
select projects reported individually in the quarterly report.
We hope you find this report useful and informative as the OFD team is proud of the
work it does for the County and its citizens.
“Helping to Build a Better Albemarle”
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 1 of 12
CAPITAL PROJECTS
Substantially Complete Scope Status Project Budget Key Milestone
Crozet Streetscape Phase II Relocation of overhead electric
and utility lines from Crozet
Avenue, new stormwater
drainage system, first block of
Main Street (Library Avenue),
and pedestrian, vehicular, and
streetscape enhancements
along Crozet Avenue from The
Square to Tabor Street.
Substantial Completion
November 2014.
Dedication Ceremony 11/20/14.
Issued Letter of Non-compliance
to Contractor for missing Final
Completion date (need video of
pipes, removal of offsite soils,
other punch list items).
$4,539,014
Substantial
Completion
November 2014
Final Completion
February 2015
Belvedere Bond Default
Project
Complete the Belvedere
Boulevard and Residential
"Block" roads, drainage, water,
sanitary sewer and related
construction according to the
approved development plans.
Phase 1 of the work is
Belvedere Boulevard from Rio
Road to Free State Road (RR
bridge); Phase 2 is the
remaining Belvedere Boulevard
(Free State Rd. to the Village
Green) and the residential
"Blocks" (3, 4A, 5A, 6B & 9A).
Funds for this project are from
the developer’s performance
bonds.
Phase 1 Work (partially County
funded):
Final punch list completed.
Resolve trail encroachment onto
private property.
Conduct video inspection of
storm pipe system
Submit revised as-built drawings
and recorded plats to VDOT (2-
14-15).
Coordinate paperwork for final
VDOT acceptance.
Phase 2 Work (multiple contracts):
Coordinating replacement of
dead street trees.
Pending change order to correct
outlet pipe leakage in Basin #4
forebay.
Coordinating developer
dedication of Butler and Colbert
St. rights-of-way not listed in
previously recorded plat; and
dedication of recorded water &
sewer easements to the ACSA.
Coordinating paperwork for
VDOT & ACSA acceptance.
$3,675,790
(Bond Default
Funds)
$500,000
(County Funds)
VDOT and ACSA
acceptance 1st
Quarter 2015
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 2 of 12
Substantially Complete Scope Status Project Budget Key Milestone
Voter Registrar Office
Renovations
Expansion and limited redesign
of the Voter Registrar office
suite at COB-5th. The project
will expand the office suite
from 1,140 sf to 1,373 sf,
including a modest expansion
for storage into the existing
Office of Housing and floor plan
redesign of the suite to
maximize functionality,
optimize work flow process,
and alleviate congestion during
absentee voting.
Final Completion reached
February 2015.
Finalizing change order for
additional electrical work,
drywall, framing and painting.
$106,660 Finalize Change
Order and close file
February 2015
In Construction Phase Scope Status Project Budget Key Milestone
Northside Library and Storage
Facility
Provide a permanent location
for the Northside Library and
long-term County warehouse/
storage space. The new facility
(repurposing of existing
building) would provide
approximately 30,000 sq. ft. of
library space, and over 20,000
sq. ft. of warehouse space.
Construction approximately
85% complete as of December
2014.
Planned tasks for
January/February 2015:
o Finish asphalt work.
o Start and complete elevator
installation.
o Complete all IT related items.
o Complete light fixtures in
ceiling grid.
o Install fencing in main
warehouse.
o Install all finishes.
o Finalize moving plan /
schedule.
o Complete casework.
o Take delivery of furniture.
o Reach substantial completion.
$11,843,740
Substantial
completion
February 2015
Occupancy permit
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 3 of 12
In Construction Phase Scope Status Project Budget Key Milestone
Lewis & Clark Exploratory
Center
Construction of an educational
building (including
transportation exhibits and
river history), an access road
and parking area, and a
connecting trail network, all
located at Darden Towe Park.
Funded by a grant through the
VDOT Transportation
Enhancement Fund Program
($800,000) combined with
other funds raised by the Lewis
& Clark Exploratory Center
(LCEC).
LCEC and Mathers attorneys
have come to agreement on
hiring a site work subcontractor
and completing the County &
VDOT punch list.
LCEC must address VDOT's
building inspection and ADA
access items before VDOT will
approve the building portion.
OFD to coordinate site work
changes with CDD.
OFD will stay in contact with the
LCEC and urge completion.
OFD to provide additional
information requested by VDOT
for final reimbursement (final
reimbursement will not be
issued until VDOT has signed-
off on the completed project).
$800,000
(Grant only)
Completion
anticipated 2nd
Quarter 2015
Agnor Hurt Elementary School
Addition & Renovations
Construction of 11,200 s.f.
addition consisting of seven (7)
classrooms, one (1) full-sized
SPED classroom, faculty
workroom, offices and
associated support spaces.
Renovations of 3,500 s.f.
consist of security
improvements at front
entrance, upgrades to media
center, and addition of air
conditioning to the kitchen.
Replacement of existing chiller,
exhaust fans, roof top units
and boilers. Site improvements
include additional parking and
modifications to student drop-
off areas.
Phase 1 complete (site work for
new road and bus loop and
relocated playgrounds).
Phase 2 construction near
completion (complete new
entrance, bus loop, cooling
tower - structure & relocation,
begin classroom addition,
underground utilities
relocation). Delayed
approximately 5 weeks largely
due to weather conditions.
Targeted start dates for
remaining phases:
Phase 3 – June 2015
Phase 4 – August 2015.
Extremely low contingency to
start project - Schools notified
of contingency concern.
$5,968,285 Construction to be
completed
incrementally in
successive Phases:
Ph 1 – August 2014
Ph 2 – January
2015
Ph 3 – June 2015
Ph 4 – August 2015
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 4 of 12
In Construction Phase Scope Status Project Budget Key Milestone
Church Road Basin
Stormwater Management
Facility Retrofit
Maintenance/enhancements to
existing regional stormwater
management facility including
survey, design, and
construction. Project will help
the County meet required
pollutant reductions mandated
for the Chesapeake Bay
watershed.
Approximately 99% complete as
of February 2015.
Landscaping plugs remain to be
planted.
Contractor to submit record
drawings.
$426,919 Substantial
Completion April
2015
In Bid/Award Phase Scope Status Project Budget Key Milestone
Crozet Elementary School
Safe Routes to School (SRTS)
Sidewalk
Provide improved walking and
bicycling routes to Crozet
Elementary School for students
from residential neighborhoods
by constructing curb and
sidewalk on the west side of
Crozet Avenue from Ballard
Drive to the school. The
improvements also include
installation of a manually
activated crosswalk warning
system at the pedestrian
crossing to the school.
Additional appropriations to fully
fund construction approved by
Board 10/1/14 and 1/7/15.
Contract approved; pre-
construction meeting with VDOT
and Plecker Constr. conducted
2/6/15.
Notice of Award issued 2/6/15
with a start date of 3/2/15.
$393,000
Substantial
Completion 2nd
Quarter 2015
Henley Middle School
Auxiliary Gym Addition
Addition of approximately
7,200 sf will include auxiliary
gym, physical education
storage room, mechanical
space, and a connection
corridor, 60’ x 105’ multi-
purpose space will have a
competition-sized basketball
court with volleyball game
markings. New space provides
a third teaching station for
physical education as well as
expanded opportunities for
shared community use for
after- hours events.
Project currently being
advertised – bids due 3/3/15.
$2,262,716 Advertise for Bid 1st
Quarter 2015
Substantial
Completion 1st
Quarter 2016
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 5 of 12
In Design/Planning Phase Scope Status Project Budget Key Milestone
Crozet Avenue North Sidewalk Replacing or constructing
approximately 1100 feet of
sidewalk and drainage
improvements along the west
side of Crozet Avenue from
Saint George Avenue to Crozet
Elementary School.
This project and the South
Pantops Drive/State Farm
Boulevard Sidewalk
Improvement Project are
partially funded with Revenue
Sharing funds and are assigned
one VDOT Universal Project
Code (UPC) and considered one
project in the Revenue Sharing
Program.
Evaluate whether or not to
separate this project from South
Pantops/State Farm Sidewalk
project if delays in right-of-way
acquisitions continue.
$755,878
Bid/award 2nd
Quarter 2015 ~ 5
months
construction
South Pantops Drive/State
Farm Boulevard Sidewalk
Improvements
Construction of 3500 feet of
curb, gutter and sidewalk which
will serve several residential,
business, and commercial
establishments. Partially funded
with Revenue Sharing Funds.
This project and the Crozet
Avenue North Sidewalk
Improvement Project are
partially funded with Revenue
Sharing funds and are assigned
one VDOT Universal Project
Code (UPC) and considered one
project in the Revenue Sharing
Program.
Continue trying to resolve right-
of-way & easement acquisition
issues with Guaranty Savings &
Loan.
Follow up and finalize Virginia
High School League easement.
Evaluate whether or not to
separate this project from
Crozet Avenue North Sidewalk
project if delays in right-of-way
acquisitions continue.
$1,019,408
Bid/award 2nd
Quarter 2015 ~ 5
months
construction
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 6 of 12
In Design/Planning Phase Scope Status Project Budget Key Milestone
Hydraulic Road and Barracks
Road Sidewalk Improvements
Supports pedestrian safety by
making sidewalk improvements
along Hydraulic Road and
Barracks Road. These two
projects are partially funded
with Revenue Sharing funds
and are assigned one VDOT
Universal Project Code (UPC)
and considered one project in
the Revenue Sharing Program.
Hydraulic Road - construction
of approx. 1700 feet of
sidewalk on the north side
between Commonwealth Drive
and Georgetown Road.
Barracks Road - 1) construction
of approx. 1000 feet of
sidewalk on the north side from
Barracks West apartments to
existing sidewalk west of
Georgetown Road intersection;
2) construction of crosswalks
and two segments of sidewalk
(650 ft total) on the south side
between Georgetown Road
intersection & Westminster
Road, and between South
Bennington Road & 29/250
Bypass ramps.
Barracks Road – cemetery
investigation completed and no
impacts expected.
Current estimates indicate
budget insufficient to construct
all three areas of Barracks Road
(areas 2 and 3 may be
postponed).
Public hearing held 1/28/15 –
review and address comments as
necessary.
Finalize right-of-way plans and
request VDOT approval to
proceed with right-of-way plans
and acquisitions.
$1,588,600
Advertise 2nd
Quarter 2016
Substantial
Completion 4th
Quarter 2016
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 7 of 12
In Design/Planning Phase Scope Status Project Budget Key Milestone
Rio Road – Avon Street –
US Route 250 West-Crozet
Sidewalk/Crosswalk
Improvements
Provide sidewalk and crosswalk
improvements along Rio Road,
Avon Street, and US Route 250
West (Rockfish Trnpk) Crozet.
These three projects are
partially funded with Revenue
Sharing funds and are assigned
one VDOT Universal Project
Code (UPC) and considered one
project in the Revenue Sharing
Program.
Rio Road sidewalk
improvement - connect the
Stonehenge residential
neighborhood to the John
Warner Parkway and Rio Road
sidewalk system.
Avon Street walkway/
crosswalks improvement -
provide sidewalk on the east
side from Swan Lake Dr. to Mill
Creek Dr. and then to Cale
Elementary School; and on the
east side from Stoney Creek Dr.
to Arden Dr.
US Route 250 West-Crozet
project - construction of
sidewalk, crosswalks and street
lighting from Cory Farms to the
Cloverlawn commercial area
and Blue Ridge Shopping
Center.
Additional Revenue Sharing
funds approved
(Meadowcreek Parkway
surplus) and will be
requested for appropriation.
Met with Timmons 2/11/15
to discuss questions on the
civil engineering scope &
fee proposal review
comments. Final proposal
expected 2/14/15.
$3,672,916
(Includes future
appropriations)
~30% Design
complete/Public Hearing
3rd Quarter 2015
Complete Design 4th
Quarter 2015
Complete Right-of-Way
Acquisitions 2nd Quarter
2016
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 8 of 12
In Design/Planning Phase Scope Status Project Budget Key Milestone
Ivy Road Sidewalk
Improvements
Construction of approximately
3000 feet of sidewalk along Ivy
Road from the terminus of the
existing sidewalk at the
Charlottesville City limits to the
Route 29/250 Bypass
interchange. The project
includes crosswalks and
pedestrian signals at the Old
Ivy Road (railroad underpass)
and Ivy Road intersection along
with bike lanes, curb & gutter,
storm drainage system
improvements and
consideration for possible
street trees and pedestrian
lighting. This project is
partially funded with Revenue
Sharing Funds
Kick-off meeting conducted
with VDOT and
authorization to proceed
with Preliminary Design
phase issued August 2014.
Meeting with Kimley-Horn
2/12/15 to discuss and
finalize the civil engineering
scope & fee proposal.
$1,345,632 Public Hearing 4th
Quarter 2015
Complete Right-of-Way
Acquisitions 1st Quarter
2017.
Complete Design 2nd
Quarter 2017
Old Lynchburg Road Walkway
Improvements
Provide improvements to the
existing asphalt walkway
(resurfacing or replacement)
along Old Lynchburg Road
(Fifth Street Extended to
Doncaster Lane), painted
pedestrian crosswalks
(including to Region Ten
building), and pedestrian
signage. Partially funded with
Revenue Sharing Funds
Planned tasks:
o Sketch desired locations
of crosswalks; get local
VDOT concurrence.
o Prepare sketch plan,
asphalt trail detail, and
project manual; submit
for VDOT review/
approval.
o Post "Willingness to
Hold a Public Hearing."
o Obtain VDOT
authorization to
advertise.
$278,980 Bid 3rd Quarter 2015
~ 2 months construction
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 9 of 12
In Design/Planning Phase Scope Status Project Budget Key Milestone
Fontaine Avenue Sidewalk Construction of a short
sidewalk (~160') from the end
of the Fontaine Research Park
paved path to the end of
sidewalk at the City line. This
project closes the walkway gap
which may create safety issues
if left unconnected.
VDOT has reviewed and will
issue permit for the
extension of the asphalt
curb/sidewalk used by the
City on their portion of the
sidewalk.
Topographic information
necessitates a re-design.
o Surveyor procured to take
spot elevations at the
edge of pavement to
confirm a continuous
downhill grade from the
City sidewalk to Stribling
Ave.
Construction is presently
estimated to cost less than
$30,000 (provided a
continuous downhill grade is
confirmed).
$102,189 Bid 3rd Quarter 2015
~ 2 months construction
Hollymead-Powell Creek Drive
Sidewalk
Completion of the sidewalk
connection from Hollymead to
Sutherland Schools. The
required right-of-way has been
donated.
Staff will provide a minimal
design plan sheet based on
survey base map since
proposed sidewalk is within
existing right-of-way.
Provide a design that
complies with the new
stormwater / TMDL
requirements.
$209,164 Bid 3rd Quarter 2015
~ 2 months construction
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 10 of 12
In Design/Planning Phase Scope Status Project Budget Key Milestone
Economic Development Office
/ Finance Renovations
Create an Economic
Development Office, modify
Finance Offices and renovate to
accommodate displaced staff in
HR and Finance. The project
will be accomplished in two
phases. Phase 1 will include
renovations and furnishings for
the new Economic
Development Office and for
displaced Human Resource
Department staff. Phase 2 will
include renovations for the
Finance Department and Board
of Elections Office that are
impacted by the Phase 1
renovations.
Finalized procurement of
A/E for Phase I work.
Additional appropriation for
construction and
furnishings approved by
Board 2/4/15.
First Phase of construction
commenced 2/16/2015.
$389,700
Substantial Completion
Phase 1 – 1st Quarter
2015
Substantial Completion
Phase 2 – 4th Quarter
2015
Regional Firearms Training
Center
Design and construction of a
regional indoor firearms
training facility, which includes
a 50-yard qualification range
and 50-yard tactical range, 16
shooting lanes (original scope
20-24 shooting lanes),
classroom, office, bathrooms
and storage areas (control
platforms eliminated from
original scope). The range will
be located on property owned
by UVA on Milton Road.
Operational Agreement
and Ground Lease terms
approved by Board
12/10/14.
Additional appropriation
approved by Board 1/7/15
to establish $6M project
budget.
Bid documents in final
review; advertise
2/17/2015.
Currently working on
approvals required from
Dept of Historical Resources
& Dept of Treasury.
Air Monitoring Station
relocation agreement has
not been reached;
contingency plan in
discussion if agreement is
not reached.
$6,000,000
Advertise for Bid 1st
Quarter 2015
Substantial Completion
1st Quarter 2016
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 11 of 12
In Design/Planning Phase Scope Status Project Budget Key Milestone
Carrsbrook Pipe Repair The corrugated metal pipe
(CMP) drainage pipes of the
Carrsbrook Drive dam have
corroded and a large eroded
hole has formed on the
downstream side of the dam as
a result of the failing pipes. The
pipes are located on two
private properties and partially
within the VDOT right-of-way
of Carrsbrook Drive. The large
eroded hole is located within
private property and, if not
repaired, could damage
Carrsbrook Drive, and is a life
safety concern.
Complete review of
easement plats.
Complete draft agreement
with VDOT (Legal working
with VDOT).
Complete title work for
both parcels.
Obtain signatures on
plats/deeds and record.
$167,236 Substantial Completion
2nd Quarter 2015
Office of Facilities Development
Capital Projects Status Report – 4th Quarter, CY 2014
Page 12 of 12
MAINTENANCE PROJECTS
Substantially Complete Scope Status Project Budget Key Milestone
Court Square Air Handling
Units (AHU) and Controls
Replacement
Replace existing AHU’s with
new and replace pneumatic
controls with digital.
Substantial completion
November 2014.
Final paperwork being
processed.
Contractor to address final
balancing corrections.
$429,689 Substantial completion
November 2014
In Bid/Award Phase Scope Status Project Budget Key Milestone
COB-McIntire AHU
Replacement
Replace existing air handling
units along with main duct
cleaning. Humidity control to
be included.
Bids opened 2/5/15.
Utilization of deductive bid
items necessary to start
project. Large units will be
replaced.
Issue Notice of Intent to
Award in February 2015.
Project start fall of 2015.
$700,217 Substantial completion
4th Quarter 2015
In Construction Phase Scope Status Project Budget Key Milestone
Stormwater Multi-Facility
Maintenance Projects
Includes maintenance
(sediment removal/dredging)
and upgrades to existing
regional stormwater
management facilities and
channel (Four Seasons Lower
Basin dredging, Four Seasons
Upper channel improvements,
and the Branchlands forebay
sediment removal). Phase 1
scope is complete and
included surveying and
analysis of existing facilities to
determine required
improvements/enhancements.
Phase 2 scope includes design
and construction of
recommended improvements/
enhancements.
Four Seasons Upper Pond
Dredging: Project complete;
final paperwork being
processed.
Four Seasons Channel:
o Easement plat/deed/
signed agreements
recorded.
o Notice to Proceed issued
to contractor on 12/18/14.
o All temporary utilities
routed.
o Construction to start
Spring 2015.
Branchlands Forebay:
o Notice to Proceed issued
to contractor 11/12/14
o Construction delayed to
Spring 2015.
$373,404 Four Seasons Upper
Pond Dredging –
Complete
Four Seasons Channel
– Substantial
Completion Spring 2015
Branchlands Forebay –
Substantial Completion
Spring 2015
Page 1 of 2 March 4, 2015
Project: Northside Library and Storage Facility
Description:
Provide a permanent location for the Northside Library and long-term County warehouse/storage space
by repurposing an existing building located on property recently purchased at 705 Rio Road West
(formerly Phillips Building Supply). The new facility provides approximately 30,000 square feet of
library space, and over 20,000 square feet of warehouse space. The Northside Library is currently
located in leased space at Albemarle Square, and the County warehouse/storage space was located in
leased space at the former Comdial building on Seminole Trail. The new facility eliminates the need for
those two leased spaces.
Status:
Construction work underway and approximately 85% complete as of December 2014. Substantial
completion is scheduled for February 2015. Planned tasks for January/February include: finish asphalt
work; start and complete elevator installation; complete all IT related items; complete light fixtures in
ceiling grid; install fencing in main warehouse; install all finishes; finalize moving plan/schedule;
complete casework; take delivery of furniture; and reach substantial completion.
Project Schedule:
Phase Baseline Schedule Actual/Forecast Variance (days)
Schematic design Complete 09/15/13 09/15/13 0
Design Complete 12/31/13 12/31/13 0
Bid Opening Date 01/31/14 02/12/14 12
Notice to Proceed 02/15/14 03/31/14 44
Demolition Complete 03/01/14 05/07/14 67
Site Work Complete 05/01/14 01/30/15 274
Substantial Completion:
Basement Storage Area 05/01/14 02/24/15 299
Library 09/30/14 02/24/15 147
Page 2 of 2 March 4, 2015
Project Budget:
Baseline
[May 2013]
Current
Estimate At Completion Variance
Funding
Appropriated to Date $ 11,820,373 $ 11,843,740 $ (23,366)
Future Appropriations $ - $ - $ -
Additional Source $ - $ - $ -
Total $ 11,820,373 $ 11,843,740 $ (23,366)
Use of Funds
Soft Costs $ 3,764,625 $ 4,213,079 $ (448,454)
Hard Costs $ 7,402,498 $ 7,516,092 $ (113,594)
Contingency $ 653,250 $ 114,569 $ 538,681
Total $ 11,820,373 $ 11,843,740 $ (23,367)
Balance = Funding - Costs $ 0 $ -
Encumbered: $ 985,779
Paid to Date: $ 10,366,606
A/E Contract (HB+M Architects) Construction Contract (Kenbridge Construction)
Original Agreement $736,500 Bid Award $6,773,500
Approved Changes $ 27,900 Approved Changes $ 169,891
Pending Changes $ 50,000 Pending Changes $ 78,886
TOTAL $814,400 TOTAL $7,022,277
A/E Change Orders: Construction Change Orders:
No. & Brief Description Amount No. & Brief Description Amount
1 – Traffic & access analysis
2 – Extended bid phase
assistance
3 – Additional design services
to resolve interior framing
dispute with contractor
Pending – Extended CA
services
$ 3,450
$10,650
$13,800
$50,000
1 – Delete re-roofing scope; delete
sprinkler system standpipe
2 – Mezz duct frame, stair walls, VA
Power conduits
3 – Unilateral Change Order for steel
beam
4 – Various changes due to unforeseen
site/building conditions or Building
Code required; credit for deleting
painting in select basement areas
5 – Additional casework
6 thru 8 – Various changes due to
unforeseen site/building conditions,
owner requested or Building Code
required; credit for skylight changes
9 – Schedule extension General
Conditions cost
Pending – Various site/building changes
$(73,100)
$43,721
$75,000
$22,349
$43,000
$34,645
$24,276
$78,886
Date
Design / Soft
Costs
Project
Management
Construction
(including contingency) Total
Changes (Baseline vs.
Current Estimate) Scope and Changes
Project Budget
Information Source
Baseline Estimate May-13 3,653,250 111,375 8,055,748 11,820,373
Purchase property at 705 West Rio Road (formerly Phillips Supply
Building) to provide a permanent location for the Northside Library and
long-term County warehouse/storage space. The new facility
(repurposing of existing building) would provide approximately 30,000
square feet of library space, and over 20,000 square feet of warehouse
space.
Bids received were over budget and required post bid negotiations with
the low bidder (value engineering ). The V/E phase reduced the
construction contract by $225,500 and extended the project schedule by
2 moths.
Note: Soft costs include property acquisition.
Executive Summary -
Appropriation
Additional Appropriation Jul-14 17,708 11,838,081 17,708
Re-appropriation of the remaining balance of funding that was available
in FY 14 for the Seminole Trail Storage Facility lease payment to support
the cost of moving the materials out of the leased space and the
temporary storage of those materials.
Appropriation
Project Management Adjustments 5,659 11,843,740 23,367 Project Management Services adjustments - FY13-FY15 Appropriations
NORTHSIDE LIBRARY AND STORAGE FACILITY PROJECT BUDGET TRACKER
Page 1 of 2 March 4, 2015
Project: Regional Firearms Training Center
Description:
Design and construction of a regional indoor firearms training facility, which includes an 8 lane 50-yard
qualification range and an 8 lane50-yard tactical range, 16 total shooting lanes (original scope 20-24
shooting lanes), classroom, office, bathrooms and storage areas (control platforms eliminated from
original scope). The range will be located on property owned by UVA on Milton Road.
Status:
The Regional Operating Agreement and Ground Lease terms were approved by Board on December 10,
2014, and are in routing for final signature by the three partners. Additional appropriation was approved
by Board on January 7, 2015, to establish $6-Million total project budget with direction to staff to return
to the Board if bids exceed budget. Bid Documents are being finalized and will be posted to the County
Website on Tuesday, February 17, 2015. Bid opening is scheduled for Wednesday, March 18, 2015.
The bid documents are requiring the bidders to hold prices for 90 days. Timing of Notice to Proceed to
the contractor will be driven by bids versus appropriated funding and approvals of agencies which have
required additional environmental information prior to approval of the Project. Staff has contracted with
a local Historical Architect to complete additional historical analysis required by the Virginia
Department of Historical Resources identified in January as a requirement for state approval on
environmental impacts on the site. Staff has contracted with an Environmental Engineer to assist in
completing an Environmental Assessment which the Department of Treasury required as a condition of
the Asset Forfeiture Award. This assessment requirement was not identified to the county until
November 2014 with further information requested in January resulting in hiring the consultant. The
existing Air Monitoring Station (AMS) relocation agreement has not been reached between UVA and
the Department of Defense, although recent communication is looking more positive. The AMS is a
small block building and sits in an area where the new parking lot will be located and has been an
assumption of the project to be moved prior to start of construction. UVA continues to work on this
issue and the project is developing a contingency plan that would relocate some of the parking and
builds around the AMS but will add time and additional cost to the project.
Project Schedule:
Phase Baseline Schedule Actual/Forecast Variance (days)
A/E Procurement Complete 04/07/14 04/21/14 14
Pre-design Complete 05/26/14 07/10/14 45
Design Complete 09/29/14 01/30/15 123
Bid Opening Date 10/30/14 03/18/15 139
Notice to Proceed 11/27/14 05/29/15 183
Excavation Complete 0
Site Work Complete 0
Substantial Completion 08/25/15 04/29/16 248
Page 2 of 2 March 4, 2015
Project Budget:
Baseline
[January 2014]
Current
Estimate At Completion Variance
Funding
Appropriated to Date $ 4,865,422 $ 6,000,000 $ (1,134,578)
Future Appropriations $ - $ - $ -
Additional Source $ - $ - $ -
Total $ 4,865,422 $ 6,000,000 $ (1,134,578)
Use of Funds
Soft Costs $ 509,191 $ 660,290 $ (151,099)
Hard Costs $ 4,024,824 $ 6,315,497 $ (2,290,673)
Contingency $ 331,407 $ 315,775 $ 15,632
Total $ 4,865,422 $ 7,291,562 $ (2,426,140)
Balance = Funding - Costs $ - $ (1,291,562)
Encumbered: $ 242,836
Paid to Date: $ 478,426
* Based on Construction Drawings Estimate (construction Bid target is ~$5 Mil)
A/E Contract (Clark Nexsen)
Construction Contract
Original Agreement $514,137 Bid Award $
Approved Changes $ 49,140 Approved Changes $
Pending Changes $ Pending Changes $
TOTAL $563,277 TOTAL $
A/E Change Orders:
No. & Brief Description Amount
1 – Well and septic design and
analysis
$42,276
2 – Tier 3 groundwater assessment $4,686
3 – Cultural Resource Study by
Rivanna Archaeological Services
$2,178
Date
Design / Soft
Costs
Project
Management
Construction
(including contingency) Total
Changes (Baseline vs.
Current Estimate)Scope Changes
Project Budget
Information Source
OUTDOOR RANGE
Baseline Estimate Outdoor Range
(Original CIP Budget)Feb-12 127,356.00$ 36,548.00$ 976,396.00$ 1,140,300.00$ Original CIP for Outdoor Range at old (closed) Keene Landfill, two 18
lane, 50 yd. ranges Original CIP
Revised Estimate Outdoor Range Nov-12 150,079.00$ 36,548.00$ 1,427,579.00$ 1,614,206.00$ 473,906.00$
Estimate revised to account for additional cost of road, further sound
study, wetlands, additional 100 yd. range. Note: Board stopped
outdoor range project at 6 Feb 2013 meeting.
Revised CIP
INDOOR RANGE
Indoor Range (Regional Firearms
Range Training Center) Baseline CIP
Estimate
Jan-14 425,000.00$ 84,191.00$ 4,356,231.00$ 4,865,422.00$
Re-start of Indoor Range Project, formally titled Regional Firearms
Range Training Center. Joint partnership with the City of Charlottesville
and UVA to build and run an indoor Firing Range at UVA's Milton Site.
Project assumed 20-24 lanes, an administrative area for training,
storage and weapons cleaning and the site development. CIP estimates
were based upon Concrete Masonry Wall construction, concrete ceiling
and meeting noise ordinance at property line.
Revised CIP
Additional Appropriation Jan-15 577,809.00$ 84,191.00$ 5,338,000.00$ 6,000,000.00$ 1,134,578.00$
Post Schematic design estimate showed anticipated cost increases
related primarily to market costs increasing for construction and
material, change of construction material from CMU block to Concrete
Panels and a decision to fully enclose the HVAC units. In order to
moderate the cost increases the scope of ranges was reduced to 2, 8
lane ranges with independent HVAC systems and a smaller attached
Admin building. Conclusion of an 8/15/14 executive meeting with fiscal
management staff from the County, City, and UVA was an agreement to
establish a not to exceed (NTE) total project budget of $6 Million.
Construction Budget is ~ $5Mil. Direction to staff to return to Board if
bids exceed budget.
Appropriation
Indoor Range (Regional Firearms
Range Training Center) Current
Project Estimate
Construction Drawings Estimate
Jan-15 576,099.00$ 84,191.00$ 6,631,272.00$ 7,291,562.00$ 2,426,140.00$
Construction Drawings cost estimate from A/E. The project is being
advertised with bid deducts that have been included in Bid Form due to
$6M cap. Deduct cost estimate savings are approximately $1M, if
accepted.
Construction Drawings
Estimate
REGIONAL FIREARMS RANGE TRAINING CENTER PROJECT BUDGET TRACKER
Page 1 of 2 March 4, 2015
Project: Agnor-Hurt Elementary Additions & Renovations
Description:
Construction of an 11,200 sq. ft. addition consisting of seven (7) classrooms, one (1) full-sized SPED
classroom, faculty workroom, offices and associated support spaces. Renovations of 3,500 sq. ft. consist
of security improvements at front entrance, upgrades to media center, and addition of air conditioning to
the kitchen. Replacement of existing chiller, exhaust fans, roof top units and boilers. Site improvements
include additional parking and modifications to student drop-off areas.
Status:
Construction to be completed incrementally in four successive phases. Phase 1 construction (site work
for new road and bus loop and relocated playgrounds) is complete. Phase 2 construction (complete new
entrance, bus loop, cooling tower - structure & relocation, begin classroom addition, underground
utilities relocation) is near completion but was delayed approximately five weeks due in large part to
weather conditions. Phase 3 construction (site work for reconfigured parking and parent drop-off / pick-
up area and new addition at the front of the building) is currently underway. Phase 4 construction
(interior modifications to selected areas, existing HVAC replacement and addition of air conditioning to
kitchen) is poised to begin in mid-June 2015. Extremely low contingency to start project; current
contingency includes future anticipated changes/work. Schools have been notified of contingency
concern.
Project Schedule:
Phase Baseline Schedule Actual/Forecast Variance (days)
Schematics Complete 11/14/13 11/14/13 0
Construction Docs Complete 03/31/14 04/02/14 2
Bid Opening Date 04/30/14 05/08/14 8
Notice to Proceed 06/05/14 06/18/14 13
Start Construction 06/16/14 06/19/14 3
Phase 1 – Start 06/16/14 06/19/14 3
Phase 1 – Finish 08/18/14 08/18/14 0
Phase 2 – Start 08/19/14 08/19/14 0
Phase 2 – Finish 12/19/14 01/23/15 35
Phase 3 – Start 12/20/14 01/24/15 35
Phase 3 – Finish 06/12/15 06/05/15 -7
Phase 4 – Start 06/13/15 06/06/15 -7
Phase 4 – Finish 08/01/15 08/01/15 0
Substantial Completion 08/01/15 08/01/15 0
Final Completion 09/01/15 09/01/15 0
Page 2 of 2 March 4, 2015
Project Budget:
Baseline
[January 2014]
Current
Estimate At Completion Variance
Funding
Appropriated to Date $ 5,868,285 $ 5,930,503 $ (62,218)
Future Appropriations $ 37,782 $ (37,782)
Additional Source $ - $ - $ -
Total $ 5,868,285 $ 5,968,285 $ (100,000)
Use of Funds
Soft Costs $ 616,772 $ 600,203 $ 16,569
Hard Costs $ 4,913,694 $ 5,337,249 $ (423,555)
Contingency $ 337,819 $ 30,833 $ 306,986
Total $ 5,868,285 $ 5,968,285 $ (100,000)
Balance = Funding - Costs $ - $ -
Encumbered: $ 3,343,938
Paid to Date: $ 2,091,244
Appropriation includes schools maintenance money for HVAC, paving. Future appropriation represents
estimate of reallocation of project management services from maintenance account.
A/E Contract (SHW Group) Construction Contract (Haley Builders)
Original Agreement $400,500 Bid Award $4,947,000
Approved Changes $ 8,525 Approved Changes $
Pending Changes $ 5,000 Pending Changes $ 132,984
TOTAL $414,025 TOTAL $5,079,984
A/E Change Orders:
No. & Brief Description Amount
1 – Site plan revisions for relocated
sheds and adjustments to grading to
retain surplus soils on-site to create
pad for future parking
$8,525
Pending – Rework utility
relocations in courtyard
$5,000
Construction Change Orders:
No. & Brief Description Amount
Pending – Various site &
building changes/revisions
$132,984
Date
Design / Soft
Costs
Project
Management
Construction
(including contingency) Total
Changes (Baseline vs.
Current Estimate) Scope and Changes
Project Budget
Information Source
Baseline Estimate (project and HVAC
maint funds)Jan-14 450,500 166,272 5,251,513 5,868,285
Construction of 11,200 s.f. addition, renovations of 3,500 s.f.,
replacement of chiller, exhaust fans, roof top units and boilers, and site
improvements including additional parking and modifications to student
drop-off areas.
Approved CIP (School Project
& Schools Maint)
Maintenance Allocation Jul-14 100,000 5,968,285 100,000 Maintenance funds for paving allocated to project to fund construction
contract Approved CIP (Schools Maint)
AGNOR-HURT ELEMENTARY ADDITION/RENOVATIONS PROJECT BUDGET TRACKER
Page 1 of 2 March 4, 2015
Project: Church Road Basin Stormwater Management Facility Retrofit
Description:
The Church Road Basin project includes maintenance and enhancements to the existing regional
stormwater management facility. The project scope includes survey, design, and construction. The
County is required (through the DCR-issued stormwater permit) to reduce pollutant discharges
(nitrogen, phosphorus and sediment) to impaired waters having approved TMDLs, or pollution diets.
This project will help the County meet required pollutant reductions mandated for the Cheasapeake Bay
watershed. The project is partially funded by a grant through the Department of Environmental Quality’s
(DEQ’s) Stormwater Local Assistance Fund, a new funding program for stormwater pollution reduction
efforts related to Total Maximum Daily Loads (TMDLs).
Status:
Work approximately 99% complete as of February 2015. Remaining landscaping to be planted and
contractor to submit record drawings. Contractual substantial completion date is April 18, 2015.
Project Schedule:
Phase Baseline Schedule Actual/Forecast Variance (days)
Charrette Mtg 05/31/13 06/12/13 12
60%-design Complete 07/26/13 10/25/13 91
100% Design Complete 11/08/13 02/28/14 112
Project Out-to-bid 01/10/14 06/15/14 156
Bid Opening Date 02/28/14 07/21/14 143
Notice to Proceed 04/01/14 10/20/14 202
Substantial Completion 12/14/14 04/18/15 125
Page 2 of 2 March 4, 2015
Project Budget:
Baseline
[April 2013]
Current
Estimate At Completion Variance
Funding
Appropriated to Date $ 449,739 $ 426,919 $ 22,820
Future Appropriations $ - $ - $ -
Additional Source $ - $ - $ -
Total $ 449,739 $ 426,919 $ 22,820
Use of Funds
Soft Costs $ 98,739 $ 103,830 $ (5,091)
Hard Costs $ 265,000 $ 310,947 $ (45,947)
Contingency $ 86,000 $ 12,142 $ 73,858
Total $ 449,739 $ 426,919 $ 22,820
Balance = Funding - Costs $ - $ -
Encumbered: $ 83,703
Paid to Date: $ 307,566
A/E Contract (Kimley-Horn & Associates) Construction Contract (North State Environmental)
Original Agreement $72,772 Bid Award $298,491
Approved Changes $ 2,310 Approved Changes $
Pending Changes $ 2,648 Pending Changes $ 12,366
TOTAL $77,730 TOTAL $310,857
A/E Change Orders:
No. & Brief Description Amount
1 – Easement plat preparation
and grant application assistance
$2,310
Pending – Addtnl bidding svcs $2,648
to revise and rebid project
Construction Change Orders:
No. & Brief Description Amount
Pending – Add containerized
trees & shrubs; reduce offsite
soil export, modify weir, reuse
existing riser
$12,366
Date
Design / Soft
Costs
Project
Management
Construction
(including contingency) Total
Changes (Baseline vs.
Current Estimate) Original Scope and Changes
Project Budget
Information Source
Baseline Estimate Apr-13 75,000 23,739 351,000 449,739
Maintenance and enhancements to the existing regional stormwater
management facility. Project helps County meet required pollutant
reductions mandated for the Chesapeake Bay watershed.
CIP (Stormwater
Management Program
project)
Reallocation to another SWM project Dec-13 (25,000) 424,739 (25,000)
Reallocation of funds to the WAHS Biofilter project which required
additional funding to award a contract for the base bid. Based on
updated cost estimates, funding was available in the Church Road basin
appropriation.
Appropriation
Project Management Adjustments 2,180 426,919 (22,820) Project Management Services adjustments - FY13-FY15 Appropriations
CHURCH ROAD BASIN STORMWATER MANAGEMENT FACILITY RETROFIT PROJECT BUDGET TRACKER
Page 1 of 2 March 4, 2015
Project: Crozet Streetscape Enhancements Phase II
Phase 2 (Crozet Avenue) and 2A (Main Street and Alleys)
Description:
Phase 2 and 2A of the Crozet Streetscape Enhancements includes relocation of overhead electric and
utility lines from Crozet Avenue, new stormwater drainage system, first block of Main Street (Library
Avenue), and pedestrian, vehicular, and streetscape enhancements along Crozet Avenue from The
Square to Tabor Street.
Status:
Phase 2 – Crozet Avenue:
Project substantially complete November 4, 2014. Dedication ceremony held on November 20, 2014. A
Letter of Non-Compliance was issued to the contractor on January 22, 2015, for missing Final Completion
date. Video of pipes, removal of offsite soils, and other punch list items must be completed in order to reach
Final Completion.
Project Schedule:
Phase Baseline Schedule Actual/Forecast Variance (days)
Design Complete 08/30/12 02/28/13 182
Right-of-Way / Easements Complete 08/30/12 07/31/13 335
VDOT Approval to Advertise 09/30/12 09/04/13 339
Utility Relocation Complete 10/30/12 10/25/13 360
Advertise 09/30/12 09/11/13 346
Bid Opening Date 10/30/12 10/16/13 351
VDOT "Authorize to Award" 11/30/12 11/13/13 348
Pre-construction Meeting 11/30/12 12/11/13 376
Sign Contract; Issue NTP 11/30/12 01/16/14 412
Community Meeting 11/30/12 12/03/13 368
Groundbreaking Ceremony 04/01/14 04/01/14 0
Ph-A Curb, Drainage & Sidewalk Complete 06/01/13 06/27/14 391
Ph-B Curb, Drainage & Sidewalk Complete 11/01/13 09/22/14 325
Paving Complete 12/01/13 10/03/14 306
Substantial Completion 01/30/14 11/04/14 278
Page 2 of 2 March 4, 2015
Project Budget:
Baseline
[March 2007]
Current
Estimate At Completion Variance
Funding
Appropriated to Date $ 3,700,000 $ 4,539,014 $ (839,014)
Future Appropriations $ - $ - $ -
Additional Source $ - $ - $ -
Total $ 3,700,000 $ 4,539,014 $ (839,014)
Use of Funds
Soft Costs $ 590,000 $ 950,131 $ (360,131)
Hard Costs $ 2,770,000 $ 3,585,065 $ (815,065)
Contingency $ 340,000 $ 3,818 $ 336,182
Total $ 3,700,000 $ 4,539,014 $ (839,014)
Balance = Funding - Costs $ - $ -
Encumbered: $ 84,500
Paid to Date: $ 4,437,231
A/E Contract (Kimley-Horn & Associates) Construction Contract (Ph 2A – Library Ave)
Original Agreement $379,000 Piedmont Concrete Contractors
Approved Changes $163,761 COMPLETE (FY11) $780,168
Pending Changes $ (3,069)
TOTAL
A/E Change Orders:
$539,692 Construction Contract (Ph 2 – Crozet Ave)
Linco, Inc.
No. & Brief Description Amount
1 – Jarmans Gap Road interim storm
system & historic resources (FY09)
$41,500
2 – Additional plats & transportation
planning services (FY09)
$12,625
3 – Main Street extension to proposed
Library entrance (FY09)
$24,000
4 – Conceptual Downtown Plaza
improvements (FY09)
$ 9,750
5 – Additional plats (FY10) $ 2,750
6 – Temporary tie-in of new Main
Street (FY10)
$21,000
7 – Water & sewer relocation design
(FY10)
$ 7,300
8 – Library storm sewer advance work
(FY12)
$ 5,961
9 – Finalize const. documents (FY13) $38,875
Pending – Credit for design error ($3,069)
Bid Award $1,474,350
Approved Changes $ 70,301
Pending Changes $ 13,910
TOTAL $1,558,561
Construction Change Orders:
No. & Brief Description Amount
1 – Retaining wall construction;
storm piping changes
$17,248
2 – Bio-filter modifications;
drainage structure corrections; tree
removal; striping
$32,217
3 – Bio-filter curb plates; various
changes/corrections at various
properties
$25,944
4 – Various changes due to
unforeseen site/field conditions,
unused allowance credit
($5,107)
Pending – Various changes/credit $13,910
Date
Design / Soft
Costs
Project
Management
Construction
(including contingency) Total
Changes (Baseline vs.
Current Estimate) Scope and Changes
Project Budget
Information Source
Baseline Estimate (established 2007
based on TEA Grant and prior
estimates)
Mar-07 590,000 3,110,000 3,700,000
Relocation of overhead electric and utility lines from Crozet Avenue,
new stormwater drainage system, first block of Main Street (Library
Avenue), and pedestrian, vehicular, and streetscape enhancements
along Crozet Avenue from The Square to Tabor Street.
Appropriations - see funding
summary below
Current Estimate at Completion Nov-14 782,330 172,801 3,583,883 4,539,014 839,014
Several factors affect the current vs baseline estimate including:
1) OFD Internal Service Fund for project management services not
created until FY13. The public engagement process impacted hours
required to manage the project.
2) Design changes during project development such as splitting the
project in two phases in order to construct Library Avenue first.
3) VDOT requirement for on-site inspector at all times during
construction.
4) Initial estimates for utility relocations exceeded by detailed quotes
from utility companies. The relocation cost was impacted by having to
reroute underground utilities through Barnes Lumber due to the
inability to get an easement for new overhead at railroad crossing;
rerouting of underground utilities around Claudius Crozet Center site
plan when site plan was approved; unforeseen underground obstacles;
and undergrounding of utilities at Tabor Street to get easements.
5) The stormwater system had to be rerouted to accommodate the
Crozet Library being built first.
6) Library Avenue construction was originally planned for the first block
and had to be extended to the rear of the parcel to accommodate the
library entrance.
Appropriations - see funding
summary below
Funding Summary
Date Amount Source
03/07/07 23,200.00 Transfer from Neighborhood Plan program line item (Streetscape Engineering/Planning)
06/21/07 379,000.00 Transfer from Neighborhood Plan program line item
10/03/07 542,800.00 Appropriation #2008-028 (reappropriation process)
10/04/07 12,100.00 Crozet Historic Survey
07/01/08 1,920,000.00 Initial Appropriation - CIP (FY09 moved from Neighborhood Plan Implementation CIP; requested as separate project; $300k Tea Grant)
05/06/09 7,000.00 Appropriation #2009-058 ( block master planning)
18,108.63 Appropriation (Transfer Crozet Stsp Ph I Balance) (reappropriation process)
06/02/10 154,488.16 Appropriation #2010-083 (Wickham Pond, Westhall & Liberty Hall Proffers)
08/04/10 250,000.00 Appropriation #2011-016 (Supplemental Tea Grant)
06/01/11 21,344.45 Appropriation #2011-080 (ACSA Reimbursement for waterline construction component paid by project)
07/03/13 412,352.00 Appropriation #2014-005 (FY11 Revenue Sharing Award & reallocation from Crozet Library for main street extension)
11/13/13 612,450.00 Appropriation #2014-055 (Fund stormwater component, reallocation from various accounts)
05/02/14 13,370.00 Appropriation #2014-083 (reallocation from Crozet Library for retaining wall)
FY13-FY15 172,800.77 Project Management Services
TOTAL 4,539,014.01
FY14
CROZET STREETSCAPE PHASE II PROJECT BUDGET TRACKER
FY 07
FY08
FY09
FY11
FY10
Page 1 of 2 March 4, 2015
Project: Crozet Elementary School Safe Routes to School Sidewalk Project
Description:
Provide improved walking and bicycling routes to Crozet Elementary School for students from residential
neighborhoods by constructing curb and sidewalk on the west si de of Crozet Avenue from Ballard Drive to
the school. The improvements also include installation of a manually activated crosswalk warning system at
the pedestrian crossing to the school. This project is partially funded by a VDOT Safe Routes to School
grant. A separate Revenue Sharing project extends the sidewalk from Crozet School to Saint George
Avenue.
Status:
Additional appropriations were approved by the Board on October 1, 2014, and January 7, 2015, to fully fund
construction. The contract has been approved and a pre-construction meeting with VDOT and Plecker
Construction was conducted February 6, 2015. A Notice of Award was issued February 6, 2015, with a
construction start date of March 2, 2015. Construction will be completed Summer 2015.
Project Schedule:
Phase Baseline Schedule Actual/Forecast Variance (days)
Design Complete 04/30/12 02/20/13 296
Right-of-Way / Easements Complete 05/31/12 12/30/12 213
VDOT Approval to Advertise 06/30/12 07/30/13 395
Bid Opening Date 08/15/12 10/28/13 439
Re-advertise Project 01/08/14 10/24/14 289
Bids Due 11/20/14 11/20/14 0
VDOT-FHWA Authorization to Award Contract 09/15/12 01/07/15 844
Notice to Proceed 09/15/12 02/16/15 867
Waterline Relocation Complete 04/15/14 06/15/14 61
Curb/Drainage Complete 11/15/12 04/15/15 865
Sidewalks Complete 11/30/12 05/15/15 881
Paving Complete 12/15/12 06/01/15 881
Page 2 of 2 March 4, 2015
Project Budget:
Baseline
[January 2012]
Current
Estimate At Completion Variance
Funding
Appropriated to Date $ 190,000 $ 393,000 $ (203,000)
Future Appropriations $ - $ - $ -
Additional Source $ - $ - $ -
Total $ 190,000 $ 393,000 $ (203,000)
Use of Funds
Soft Costs $ 43,300 $ 87,413 $ (44,113)
Hard Costs $ 134,500 $ 273,983 $ (139,483)
Contingency $ 12,200 $ 31,604 $ (19,404)
Total $ 190,000 $ 393,000 $ (203,000)
Balance = Funding - Costs $ - $ -
Encumbered: $ 3,963
Paid to Date: $ 51,677
A/E Contract (Anhold Associates)
Original Agreement $20,697
Approved Changes $15,325
Pending Changes $ 0
TOTAL $36,022
A/E Change Orders:
No. & Brief Description Amount
1 – Prepare documents to relocate
existing waterline conflicting with
proposed stormwater utilities
$2,524
2 – Redesign plans and construction
documents
$12,801
Construction Contract (Plecker Construction)
Bid Award $268,750
Approved Changes $
Pending Changes $
TOTAL $268,750
Date
Design / Soft
Costs
Project
Management
Construction
(including contingency) Total
Changes (Baseline vs.
Current Estimate) Scope and Changes
Project Budget
Information Source
Baseline Estimate Apr-11 43,300 146,700 190,000
Safe Routes to School (SRTS) Grant to improve walking and bicycling
routes to Crozet Elementary School - design and construction of curb
and sidewalk on the west side of Crozet Avenue from Ballard Drive to
the school including installation of a manually activated crosswalk
warning system at the pedestrian crossing to the school.
Bids received were over budget and a No Award issued since post bid
negotiations are not permitted per the grant.
Note: This grant is budgeted with the Crozet Avenue North Sidewalk
revenue sharing project. The SRTS project is tracked separately
internally in OFD to more closely monitor the grant.
Appropriation - SRTS grant
Additional Appropriation Oct-14 103,000 293,000 103,000
Project initially bid in October 2013 – low bid exceeded available funds
primarily due to a significant and unanticipated waterline relocation.
Plans were redesigned so the waterline relocation was avoided, other
substantial cost saving changes suggested by bidders were incorporated,
and an additional appropriation approved by Board to support project.
Appropriation
Additional Appropriation Jan-15 100,000 393,000 203,000
Project re-advertised and bids opened in November 2014 – apparent
low bid exceeded available funds. Difference between the 3 lowest bids
was less than 1%, so bids were representative of current bidding
climate. Additional appropriation approved by Board to proceed with
construction of the project.
Appropriation
Budgeted w/
Crozet Ave N
Sidewalk
-
CROZET ELEMENTARY SAFE ROUTES TO SCHOOL SIDEWALK PROJECT BUDGET TRACKER
Page 1 of 2 March 4, 2015
Project: Crozet Avenue North Sidewalk Improvement
Description:
Provide for pedestrian safety by replacing or constructing approximately 1100 feet of sidewalk and drainage
improvements along the west side of Crozet Avenue from Saint George Avenue to Cro zet Elementary
School. This project and the South Pantops Drive/State Farm Boulevard Sidewalk Improvement Project are
partially funded with Revenue Sharing funds and are assigned one VDOT Universal Project Code (UPC) and
considered one project in the Revenue Sharing Program. A separate Safe Routes to School (SRTS) Grant
project provides improved pedestrian crossing at the school and extends sidewalk to Ballard Drive.
Status:
Easement and right-of-way deeds and plats have been recorded. Evaluating whether or not to separate this
project from South Pantops/State Farm Sidewalk project if delays in right-of-way acquisitions for South
Pantops/State Farm project continue. Targeting 2nd quarter 2015 to obtain VDOT approval of Final Plans and
Project Manual and authorization to advertise; approximately 5 months construction.
Project Schedule:
Phase Baseline Schedule Actual/Forecast Variance (days)
Design Complete 02/14/13 02/28/14 379
Right-of-Way / Easements Complete 03/15/13 11/12/14 688
VDOT Approval to Advertise 04/15/13 03/01/15 657
Bid Opening Date 05/31/13 04/01/15 639
Notice to Proceed / VDOT Approval of Contract 06/30/13 05/01/15 640
Curb & Drainage Complete 08/31/13 07/01/15 669
Sidewalks Complete 09/30/13 08/01/15 670
Paving Complete 10/15/13 08/15/15 669
Substantial Completion 10/15/13 09/01/15 686
Page 2 of 2 March 4, 2015
Project Budget:
Baseline
Current
Estimate At Completion Variance
Funding
Appropriated to Date $ 661,400 $ 815,878 $ (154,478)
Future Appropriations * $ - $ (60,000) $ 60,000
Additional Source $ - $ - $ -
Total $ 661,400 $ 755,878 $ (94,478)
Use of Funds
Soft Costs $ 104,200 $ 267,782 $ (163,582)
Hard Costs $ 497,200 $ 424,674 $ 72,526
Contingency $ 60,000 $ 63,422 $ (3,422)
Total $ 661,400 $ 755,878 $ (94,478)
Balance = Funding - Costs $ - $ -
Encumbered: $ 8,620
Paid to Date: $ 180,131
* Future transfer to South Pantops Drive/Sate Farm Boulevard revenue sharing sidewalk project
A/E Contract (Kimley-Horn & Assoc.) Construction Contract
Original Agreement $40,000 Bid Award $
Approved Changes $ 1,600 Approved Changes $
Additional Agreement $31,596 Pending Changes $
TOTAL $73,196 TOTAL $
A/E Change Orders:
No. & Brief Description Amount
1 - Eliminate bid/construction
observation; add plats & final
engineering services.
Additional Agreement: Waterline
relocation design, right-of-way
acquisition and construction phase
services.
$ 1,600
$31,596
Date
Design / Soft
Costs
Project
Management
Construction
(including contingency) Total
Changes (Baseline vs.
Current Estimate) Scope and Changes
Project Budget
Information Source
Baseline Estimate (established from
Sidewalk Improvement Program
estimate)
104,200 557,200 661,400
Replacing or constructing approximately 1100 feet of sidewalk and
drainage improvements along the west side of Crozet Avenue from
Saint George Avenue to Crozet Elementary School.
Note:
1) This project and the South Pantops Dr/State Farm Blvd sidewalk
project are considered one project by VDOT under the Revenue Sharing
Program.
Appropriations - see funding
summary below
Current Estimate at Completion Dec-14 199,554 68,228 488,096 755,878 94,478
1) OFD Internal Service Fund for project management services not
created until FY13.
2) VDOT requirement for on-site inspector at all times during
construction and requirement to offer just compensation for right-of-
way unknown when baseline established
Appropriations - see funding
summary below
Funding Summary
Date Amount Source
Thru FY07 19,382 Sidewalk Program
10/03/07 104,617 Appropriation #2008-28 (reappropriation process)
07/11/12 239,951 Appropriation - "deallocated" Revenue Sharing Program funds
07/03/13 383,700 Appropriation - FY13 Revenue Sharing
FY13-FY15 68,228 Project Management Services
815,878
(60,000) Future transfer to South Pantops/State Farm Sidewalk
TOTAL 755,878
CROZET AVENUE NORTH SIDEWALK PROJECT BUDGET TRACKER
Page 1 of 2 March 4, 2015
Project: South Pantops Drive/State Farm Boulevard Sidewalk Improvements
Description:
Provide for pedestrian safety along the north side of South Pantops Drive and west side of State Farm
Boulevard by constructing 3500 feet of curb, gutter and sidewalk whi ch will serve several residential,
business, and commercial establishments. This project and the Crozet Avenue North Sidewalk
Improvement Project are partially funded with Revenue Sharing funds and are assigned one VDOT
Universal Project Code (UPC) and considered one project in the Revenue Sharing Program.
Status:
Appraisals complete and easement and right-of-way plats have been approved by Community Development
Department. Continuing to try and resolve right-of-way and easement acquisition issues with Guaranty Savings
& Loan. Also need to follow- up and finalize Virginia High School League easement. Board approval of
acquisitions is required once finalized. Evaluating whether or not to separate this project from Crozet Avenue
North Sidewalk project if delays in right-of-way acquisitions continue. Targeting 2nd quarter 2015 to obtain
VDOT approval of Final Plans and Project Manual and authorization to advertise; approximately 5 months
construction.
Project Schedule:
Phase Baseline Schedule Actual/Forecast Variance (days)
Design Complete 12/31/12 02/28/14 424
Right-of-Way / Easements Complete 03/15/13 02/01/15 688
VDOT Approval to Advertise 04/15/13 03/01/15 657
Bid Opening Date 06/01/13 04/01/15 638
Notice to Proceed / VDOT Approval of
Contract 07/01/13 05/01/15 639
Curb & Drainage Complete 09/01/13 07/01/15 668
Sidewalks Complete 10/01/13 08/01/15 669
Paving Complete 10/15/13 08/15/15 669
Substantial Completion 10/31/13 09/01/15 670
Page 2 of 2 March 4, 2015
Project Budget:
Baseline
[July 2008]
Current
Estimate At Completion Variance
Funding
Appropriated to Date $ 512,000 $ 959,408 $ (447,408)
Future Appropriations * $ - $ 60,000 $ (60,000)
Additional Source $ - $ - $ -
Total $ 512,000 $ 1,019,408 $ (507,408)
Use of Funds
Soft Costs $ 60,000 $ 313,343 $ (253,343)
Hard Costs $ 410,000 $ 645,424 $ (235,424)
Contingency $ 42,000 $ 60,641 $ (18,641)
Total $ 512,000 $ 1,019,408 $ (507,408)
Balance = Funding - Costs $ - $ -
Encumbered: $ 8,619
Paid to Date: $ 149,085
* Future transfer from Crozet Ave North revenue sharing sidewalk project.
A/E Contract (Kimley-Horn & Associates) Construction Contract
Original Agreement $ 39,116 Bid Award $
Approved Changes $ 9,369 Approved Changes $
Additional Agreement $ 49,595 Pending Changes $
Approved Changes $ 22,088 TOTAL $
TOTAL $120,168
A/E Change Orders (Original Agreement):
No. & Brief Description Amount
1 – Update survey (FY09) $ 600
2 – Additional survey (FY09) $ 6,950
3 – Add topo survey, plats & final
engineering; eliminate bidding/
construction observation (FY12)
$ 1,819
A/E Change Orders (Additional Agreement):
No. & Brief Description Amount
1 – Temporary easement plats $8,888
2 – Additional right-of-way and
easement acquisition services
$13,200
Date
Design / Soft
Costs
Project
Management
Construction
(including contingency) Total
Changes (Baseline vs.
Current Estimate) Scope and Changes
Project Budget
Information Source
Baseline Estimate (established based
on FY08 Appropriation)Oct-07 60,000 452,000 512,000
Construct 3500 feet of curb, gutter and sidewalk along the north side of
South Pantops Drive and west side of State Farm Boulevard.
Note:
1) This project and the Crozet Avenue North sidewalk project are
considered one project by VDOT under the Revenue Sharing Program.
Appropriation - see funding
summary below
Current Estimate at Completion Dec-14 251,146 62,197 706,065 1,019,408 507,408
1) Original appropriation only partially funded project.
2) OFD Internal Service Fund for project management services not
created until FY13.
3) VDOT requirement for on-site inspector at all times during
construction and requirement to offer just compensation for right-of-
way unknown when baseline set.
Appropriations - see funding
summary below
Funding Summary
Date Amount Source
10/03/07 512,000 Appropriation #2008-28 (reappropriation process)
07/03/13 395,000 Appropriation - FY13 Revenue Sharing
FY13-FY15 52,408 Project Management Services
959,408
60,000 Future transfer from Crozet Ave North Sidewalk
TOTAL 1,019,408
SOUTH PANTOPS DRIVE/STATE FARM BOULEVARD SIDEWALK PROJECT BUDGET TRACKER
Page 1 of 2 March 4, 2015
Project: Hydraulic Road and Barracks Road Sidewalk Improvements
Description:
Provide for pedestrian safety by making sidewalks improvements along Hydraulic Road and Barracks
Road. These two projects are partially funded with Revenue Sharing funds and are assigned one VDOT
Universal Project Code (UPC) and considered one project in the Revenue Sharing Program. The
Hydraulic Road sidewalk improvement involves the construction of approximatel y 1700 feet of
sidewalk on the north side of Hydraulic Road between approximately 300 feet east of Commonwealth
Drive and Georgetown Road. The Barracks Road sidewalk improvement involves: 1) the construction of
approximately 1000 feet of sidewalk from the Barracks West apartments on the north side of Barracks
Road to the existing sidewalk west of the Georgetown Road intersection; and 2) the construction of
crosswalks and two segments of sidewalk (650 ft total) on the south side of Barracks Road between the
Georgetown Road intersection and Westminster Road, and between S. Bennington Road and the 29/250
Bypass ramps.
Status:
The cemetery investigation at Barracks Road was completed and no impacts are expected. Current
estimates indicate budget insufficient to construct all three areas of Barracks Road (areas 2 and 3 may
have to be postponed). A public meeting was held on January 28, 2015, at Jack Jouett Middle School;
public can submit comments until February 7, 2015. Proceed with finalizing right-of-ways and request
VDOT approval to proceed with right-of-way phase once decision made on fully funding project or
reducing scope. Decision needed by early summer (May 15).
Project Schedule:
Phase Baseline Schedule Actual/Forecast Variance (days)
Pre-design Complete 10/01/14 01/28/15 119
Design Complete 05/01/15 03/15/16 319
Right-of-Way/Easements and Utilities
Complete
04/01/15 04/01/16 366
Advertise Date 05/01/15 04/01/16 336
Bid Opening 06/01/15 05/15/16 349
Notice to Proceed 07/01/15 6/15/16 350
Substantial Completion 12/01/15 12/15/16 380
Page 2 of 2 March 4, 2015
Project Budget:
Baseline
[January 2014]
Current
Estimate At Completion Variance
Funding
Appropriated to Date $ 1,588,600 $ 1,588,600 $ -
Future Appropriations $ - $ - $ -
Additional Source $ - $ - $ -
Total $ 1,588,600 $ 1,588,600 $ -
Use of Funds
Soft Costs $ 617,600 $ 871,640 $ (254,040)
Hard Costs $ 873,900 $ 843,506 $ 30,394
Contingency $ 97,100 $ - $ 97,100
Total $ 1,588,600 $ 1,715,146 $ (126,546)
Balance = Funding – Costs $ - $ (126,546)
Encumbered: $ 194,282
Paid to Date: $ 167,678
Budget insufficient to support all of Barracks Road improvements
A/E Contract (Kimley-Horn)
Construction Contract
Original Agreement $323,256 Bid Award $
Approved Changes $ 13,164 Approved Changes $
Pending Changes $ Pending Changes $
TOTAL $336,420 TOTAL $
A/E Change Orders:
No. & Brief Description Amount
1 – Assist support public meeting
process
$13,164
Date
Design / Soft
Costs
Project
Management
Construction
(including contingency) Total
Changes (Baseline vs.
Current Estimate) Scope and Changes
Project Budget
Information Source
Baseline Estimate May-13 560,000 57,600 971,000 1,588,600
Supports pedestrian safety by making sidewalk improvements along
Hydraulic Road and Barracks Road.
Hydraulic Road - construction of approx. 1700 feet of sidewalk on the
north side between Commonwealth Drive and Georgetown Road.
Barracks Road - 1) construction of approx. 1000 feet of sidewalk on the
north side from Barracks West apartments to existing sidewalk west of
Georgetown Road intersection;
2) construction of crosswalks and two segments of sidewalk (650 ft
total) on the south side between Georgetown Road intersection &
Westminster Road, and between South
Bennington Road & 29/250 Bypass ramps.
Appropriations - see funding
summary below
Current Estimate at Completion Jan-15 814,040 57,600 843,506 1,715,146 126,546
Based on current estimates, budget insufficient to support completion
of all Barracks Road sidewalk improvements - item 2 above may be
postponed.
Note: Right-of-way costs (consultant, purchase) and inspection services
included w/ soft costs
Current Construction
Estimates
Funding Summary
Date Amount Source
07/03/13 837,000 Appropriation - includes FY13 Revenue Sharing
10/01/14 694,000 Appropriation - includes FY15 Revenue Sharing
FY14 57,600 Project Management Services estimate
TOTAL 1,588,600
HYDRAULIC ROAD AND BARRACKS ROAD SIDEWALK IMPORVEMENTS PROJECT BUDGET TRACKER
Project Vendor Contract Type Amount CO No.Scope
Date Approved
by CE Office
Reason:
>25% or >$50K
Southern Albemarle Convenience Center Site
Due Diligence (Keene & Mill Creek
Properties)
Draper Aden Associates Planning $5,885.50 1
Reconciliation of expenses incurred to perform due
diligence on Keene and Mill Creek sites as directed by
the Board.
04/23/14 >25%
Northside Library and Storage Facility Kenbridge Construction Construction $75,000.00 1
Unilateral Change Order - Add steel beam at central
column line per Architect’s Bulletin #14 (final cost to
be based on time and materials, Not-To-Exceed
$75,000.)
07/23/14 >$50k
Crozet Streetscape Phase II A. Morton Thomas & Associates Construction
Inspection $35,211.92 1
Inspection services to allow full-time inspection on
VDOT Revenue Sharing project for the duration of the
project.
08/28/14 >25%
State Farm Boulevard and South Pantops
Drive Sidewalk Kimley-Horn & Associates Design $13,200.00 2 Additional services required to secure right-of-way
and temporary construction easements 09/03/14 >25%
Crozet Elementary School SRTS Sidewalk and
Crossing Improvements Anhold Associates Design $12,801.00 2 Prepare re-design of plans and construction
document to reduce construction costs 09/15/14 >25%
$472,667.21 2 Replaces work remaining on original contract with
additional work required by VDOT to meet standards
for acceptance of road into State road system.
09/24/14 >25%
$2,972.31 3 Change to paint striping on roadway.11/10/14 >25%
Agnor-Hurt Elementary Addition/Renovation ECS Mid-Atlantic Special Inspection/
Testing $4,052.05 2 Additional inspection/testing related to unsuitable
soils that were encountered.
10/14/14 >25%
WAHS Biofilter Anhold Associates Design $712.50 3 Additional work associated with the unsuitable
biofilter material.
12/04/14 >25%
Four Seasons Pond Dredging Digs, Inc.Construction $3,136.30 4 Grade eroded area at north end of pond 12/16/14 >25%
Change Orders Requiring County Executive Office Approval
January 2014 - December 2014
Belvedere Bond Project Phase 1 S. L. Williamson Company Construction
Board-to-Board
March, 2015
A monthly report from the Albemarle County School Board to the Albemarle County Board of Supervisors
School Board’s Funding Request—The School Board has passed a funding request totaling $167.2
million dollars. The needs-based request, driven by continued enrollment growth and compensation
increases to maintain market competiveness, leaves a $1.25 million gap between revenues and
expenditures. The existing funding gap has decreased from $3.1 million dollars due to increased
projections in state funding for teacher salary and an increased local transfer due to improved real estate
assessments in the County Executive’s introduced budget.
Stony Point Principal—A community survey is underway to inform the selection of a permanent
principal at Stony Point Elementary. The division will interview potential applicants, including interim
principal Andy Johnson, who has served in the role since the start of the school year, prior to making a
permanent appointment to the position.
Arts in the Western Feeder Pattern—Students at Western Albemarle High School will perform the
musical Beauty and the Beast this month, beginning with a benefit performance on Thursday evening,
March 5, at 7:30 p.m, with all donations going to the Cystic Fibrosis Foundation. In addition to the
benefit performance, Beauty and the Beast will be performed March 6-8. Tickets may be purchased at
Mudhouse in Crozet, and in the school’s main office, as well as online at
https://ticketriver.com/event/14338.
An additional celebration of the fine arts will take place on February 27th. The third annual Artfest in the
West, an event showcasing visual and performing student artists among the six schools in Albemarle
County Public Schools’ western feeder pattern, will raise funds for a broad diversity of art programs in
the schools and it provides students who are considering arts studies to preview the programs offered
through the participating schools.
Legislative Update—The Board continues to follow a number of bills in the General Assembly session
which will wrap up February 28th. Increased state funding was the Board’s priority this session, and the
introduced budgets from both the House and the Senate included increased funding for teacher salaries
and accelerated payments to the Virginia Retirement System’s unfunded liability which will provide
slight increases in state funds for the upcoming fiscal year. The Board is also tracking several
improvements to assessment and accountability, including a removal of the A-F school grading bill
passed in the 2013 session.
One of the Board’s legislative requests, a proposal to clarify code language on blood-borne disease
testing, has passed both chambers of the legislature and will go to the Governor for signature. An
additional legislative request, a budget amendment which will allow increased flexibility in the use of
State Technology Grant funds to meet the needs of students without broadband access, seems likely to
be included in the final legislative budget.
Environmental Studies Academy grant—The newest of the division’s three academies at Western
Albemarle High School has received a $5,000 grant from community partner Battelle. The grant will
support the a mini aquatics lab for academy students. Over the past few years, Battelle has provided
significant support of STEM programming across the division, including providing grant funds to
support work at the Health and Medical Sciences Academy at Monticello and the Math, Science, and
Engineering Academy at Albemarle High School.
School Calendar Update— School dates missed due to recent winter weather will extend the school
year through June 9th as described in the 2014-2015 school calendar. Any remaining school closures will
result in the use of instructional minutes to meet seat time requirements as allowed by the Virginia
Department of Education.
Grants and Donations—For a complete listing of grants and donations to the school division received
in the second quarter, please visit http://esblogin.k12albemarle.org/attachments/c681ea9b-fd7b-46c7-
91c7-d385e7761894.pdf. These donations include PTO support of school programs and donations
received in support of the development of a dual language library at Cale Elementary School.
School Board website: http://www2.k12albemarle.org/Pages/default.aspx
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
County Grant Application/Award Report
SUBJECT/PROPOSAL/REQUEST:
Summary of grant applications submitted and awarded
during the time period of January 15, 2015 through
February 13, 2015 and a 2014 annu al grant report
STAFF CONTACT(S):
Foley, Walker, Letteri, Davis, Allshouse, L., and
Shifflett, K.
PRESENTER (S): N/A
LEGAL REVIEW: Yes
AGENDA DATE: March 4, 2015
ACTION: INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION: X
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
Pursuant to the County’s Grant Policy and associated procedures, staff provides periodic reports to the Board on the
County’s application for and use of grants.
STRATEGIC PLAN:
Grant awards provide funding to support a variety of projects supporting the Board’s Goals and the County’s Mission to
enhance the well -being and quality of life for all citizens through the provision of the highest level of public servi ce
consistent with the prudent use of public funds.
DISCUSSION:
The attached Grants Report (Attachment A) provides a brief description of one grant award received during the time
period of January 15, 2015 through February 13, 2015. Also attached is a n annual Grant Report summarizing the
approximately $3 million in grant funding received by the County (General Government) during calendar year 2014.
BUDGET IMPACT:
The budget impact is noted in the attachments.
RECOMMENDATIONS:
This report is for information only.
ATTACHMENTS:
A – Grant Report
B – 2014 Annual Grant Report
Return to consent agenda
Return to regular agenda
GRANT REPORT ACTIVITY – January 16, 2015 through February 13, 2015
No applications were made for grants during this time period.
An award was received for the following grant:
Granting Entity Grant Type Amount
Received
Match
Required
Match Source Department Purpose
Virginia
Department of
Conservation and
Recreation
Dam Safety,
Flood Prevention
and Protection
Assistance Fund
State $33,600 $38,400 Water
Resources
Fund
Department of
General Services
This grant will be used to provide funds for
three dam break inundation zone analyses,
mapping and digitization reports.
County of Albemarle
2014 Grants Summary
Grants Awarded in Calendar Year 2014
The grants presented in this report are grouped into thematic categories:
Arts Public Safety
Economic Development Social Services/Education
Environmental Support to Agencies
In calendar year 2014, the County was awarded grants totaling approximately $3 million.
Category Total
Public Safety $1,251,373
Support to Agencies $951,353
Social Services/Education $427,500
Environmental $322,892
Economic Development $17,500
Arts $5,000
Grand Total $2,975,618*
*Does not include cash match and in -kind contributions toward the grant or overall project.
42%
32%
14%
11%
1%0%
Public Safety
Support to Agencies
Social Services/Education
Environmental
Economic Development
Arts
Category Grant Name Granting Entity
County Match
Amount
Received
Amount
Arts Challenge Grant Virginia Commission for the Arts $5,000 $5,000
Economic Development Agriculture and Forestry Industries Fund (Planning Grant)VA Dept of Agriculture & Consumer Affairs*$17,500 $17,500
Environmental Church Basin Project - Stormwater Virginia Department of Environmental Quality $172,000 $172,000
Trees for Clean Water Virginia Department of Forestry $1,214 $1,214
Agricultural Conservation Easements (ACE) Program VA Department of Agriculture Consumer Services (VCACS)$149,678 $149,678
Public Safety 2014 Dry Fire Hydrants - VA DOF Virginia Department of Forestry $0 $0
Byrne JAG Local Award 2014 Department of Justice $0 $15,735
FEMA Assistance to Firefighters – Fire Prevention & Safety Grant Fire Emergency Management Assistance $4,972 $94,478
FY15 Local Emergency Management Performance Grant (LEMPG) Virginia Department of Emergency Management*$8,484 $66,623
FY15 VA DUI Enforcement Grant to ACPD Virginia Highway Safety Office $2,122 $27,735
FY15 VA Speed Enforcement Grant to ACPD Virginia Highway Safety Office $768 $10,000
FY15 Victim Witness Program Virginia Department of Criminal Justice Services $0 $84,506
National Crime Victims Week Community Grant National Association of VOCA $0 $5,000
Selective Enforcement - Speed Virginia Department of Motor Vehicles $5,000 $10,000
Strategic Prevention Framework Phase II, Year 2 Virginia Commonwealth University $0 $273,550
VA DCJS JAG15 CA Virginia Department of Criminal Justice Servcies $16,941 $50,818
Staffing for Adequate Fire and Emergency Response FEMA - SAFER Grant $0 $612,928
Social Services/Education 2014-2015 Virginia Preschool Initiative (Bright Stars)Virginia Department of Education $420,000 $420,000
Bama Works Fund of Dave Matthews Band Charlottesville Area Community Foundation $0 $2,500
MJH School Community Health Partnership Award Martha Jefferson Hospital $0 $5,000
Support to Agencies Comprehensive Community Corrections Act (CCCA)Virginia Department of Criminal Justice Services $0 $725,084
FY15 Pre-Trial Services Virginia Department of Criminal Justice Services*$0 $226,269
Grand Total $803,679 $2,975,618
* Represents grants with additional matching funds by other organizations.
Points of Interest
AIRPORT
COLLEGE/UNIVERSITY
COMMUNITY
FIRE/RESCUE STATION
GOVERNMENT
HOSPITAL
LIBRARY
POLICE STATION
POST OFFICE
RECREATION/TOURISM
SCHOOL
Parcel Info
Parcels
LOD 2014-22 Shanklin - ACE
Map is for Display Purposes Only • Aerial Imagery from the Commonwealth of Virginia and Other Sources January 20, 2015
GIS-Web
Geographic Data Services
www.albemarle.org
(434) 296-5832
Legend
(Note: Some items on map may not appear in legend)
450 ft
County of Albemarle
Department of Community Development
Memorandum
TO: Members, Albemarle County Board of Supervisors
FROM: Amelia G. McCulley, Zoning Administrator
DATE: February 11, 2015
RE: 2014 Annual Report of the Board of Zoning Appeals
State Code Section 15.2-2308 requires the Board of Zoning Appeals (BZA) to keep a
full public record of its proceedings and to submit a report of its activities to the
governing body. The 2014 annual report is attached for your information.
The Board of Zoning Appeals hears variances from the Zoning Ordinance, special use
permits for certain sign types, and appeals from decisions of the Zoning Administrator or
her designee. These appeals can include determinations of zoning violation.
No appeals and no variances were heard in 2014. This represents a decrease in
appeals from six (6) received in 2013 of which three (3) were heard. One (1) special
use permit for an off-site sign was submitted and heard in 2014. This is an increase
from none (0) heard in 2013.
If you have any questions, please let me know.
Board of Zoning Appeals 2014 Annual Report Page 1
ALBEMARLE COUNTY BOARD OF ZONING APPEALS
2014 ANNUAL REPORT
I. INTRODUCTION
Virginia Code § 15.2-2308 requires that the Board of Zoning Appeals submit a report of
its activities to the governing body at least once each year. The following report outlines
the BZA’s activities during 2014.
II. PERSONNEL
The Board of Zoning Appeals consists of five members appointed by the Circuit Court
for a term not to exceed five years. The Board members during the year 2014 were:
Member _____________Term Expiration
David Bass, Chairman Reappointed June 4, 2012 for a five year term – to
expire May 23, 2017
Lloyd (L.F.) Wood, Vice Chairman Reappointed February 29, 2010 for a five year
term – to expire May 23, 2015
Randy Rinehart, Secretary Reappointed May 19, 2011 for a five year term –
to expire May 23, 2016
David Bowerman Reappointed May 23, 2013 for a five year term –
to expire May 23, 2018.
Edgar S. Robb Reappointed March 23, 2014 for a five year term –
to expire May 23, 2019.
III. OPERATING PROCEDURES
Regular meetings of the Board are held the first Tuesday of each month starting at 2:00
p.m. Special meetings may be called when the regular schedule does not provide
sufficient hearing time. These special meetings may begin at 1:00 p.m. The Board
operates with Rules of Procedure which were adopted November 15, 2002.
IV. EXPENSES
The Board of Zoning Appeals does not have a separate budget. Compensation and
mileage are included within the budget of the Department of Community Development.
Funding for Board salaries in the fiscal year 2014-2015 was consistent with prior years.
Board of Zoning Appeals 2014 Annual Report Page 2
Expenses totaled $799.32. Board members are paid $45 per meeting and are
reimbursed for mileage traveled to the meetings.
County staff working with the Board includes the Director of Zoning (Zoning
Administrator), Chief of Zoning (Deputy Zoning Administrator), Senior Assistant County
Attorney, Planners, and Code Enforcement Officers. Support staff includes the
Recording Secretary.
V. ACTION SUMMARY
The Board of Zoning Appeals held three meetings in 2014. The number of submittals
and actions considered by the Board in 2014 are shown in the following tables:
Variances
No variance applications were heard in 2014.
Appeals
No appeal applications were heard in 2014.
Special Use Permits
One (1) special use permit application for off-site sign was heard in 2014. It was
approved with conditions.
Application # Project Name Type of request Approved Denied With
Conditions
SP14-08 Lochlyn Hill
Temporary
Construction Off-
site Sign
To install a temporary
construction sign off-
site at 1101/1103
Pen Park Lane and
1155 Pen Park Lane
(4-1) X
VI. COURT ACTIONS
The following court action involving the Board of Zoning Appeals has been recently
resolved:
1 Paul Begin, et al. v. Board of Zoning Appeals and Planned Parenthood: Petition
for writ of certiorari filed in Albemarle County Circuit Court challenging the 2004
decision of the Board of Zoning Appeals that Planned Parenthood's use of the
property is a professional office use. After Planned Parenthood was involuntarily
added as a party to the case in early 2014, the County filed a motion for
summary judgment against the petitioners on various grounds, which the Circuit
Board of Zoning Appeals 2014 Annual Report Page 3
Court granted. The Circuit Court entered an order dismissing the petitioners’
appeal on April 22, 2014. That decision was not appealed by the petitioners and
is now final.
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
FY15 Plan of Finance for School Capital
Improvements
SUBJECT/PROPOSAL/REQUEST:
Finance plan for reimbursement of FY14 Schools CIP
project costs and funding for FY15 Schools CIP project
costs
STAFF CONTACT(S):
Foley, Letteri, Davis, Burrell
PRESENTER (S):
David Rose, Davenport & Co., Financial Advisors
LEGAL REVIEW: Yes
AGENDA DATE:
March 4, 2015
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
The Board received preliminary information on February 4, 2015 regarding the status of the County’s Capital
Improvements Plan’s (CIP) expenditures already budgeted for and appropriated in the School Division’s CIP fund (See
Attachment A). Although the CIP expenditures are proceeding as planned, approved, and appropriated by the Board, the
timing of the expenditures occurred faster than anticipated.
Part of the annual budget process includes the Board’s adoption of a Reimbursement Resolution, which allows the County
to spend cash on appropriated capital projects and then reimburse itself once loan proceeds are secured. For the past few
fiscal years, the County has issued debt on an every-other-year basis in an amount sufficient to reimburse itself for prior
fiscal year capital improvement fund expenditures and to fund the then -current fiscal year expenditures. Authorization to
borrow is granted through the annual appropriation of the CIP budget that reflects, and is balanced on, loan proceeds as a
source of funding (revenue). The County needs approximately $9.5 million in bond revenue to fund Schools CIP
expenditures through June 30, 2015.
STRATEGIC PLAN:
Mission: To enhance the well-being and quality of life for all citizens through the provision of the highest level of public
service consistent with the prudent use of public funds.
DISCUSSION:
The County’s Financial Advisor, Davenport and Company, and County staff have prepared the attached Plan of Finance
(Attachment B), which would authorize borrowing funds for the School Division CIP in this fiscal year to support the
projected expenditures through June 30, 2015. The recommended Plan of Finance would not jeopardize the County’s
current credit rating. It would allow the County to maintain adequate cash and fund balances and to take advantage of the
current low interest rate environment.
BUDGET IMPACT:
As with any financing, the budgetary impact will depend on the rates for the financing. The exact amount will be unknown
until the financing is finalized.
RECOMMENDATIONS:
Staff recommends the Board approve the attached recommended Plan of Finance (Attachment B).
ATTACHMENTS:
A – February 4, 2015 Executive Summary
B – Proposed Plan of Finance
Return to agenda
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
FY 15 School Division Capital Improvement Plan Funding
SUBJECT/PROPOSAL/REQUEST:
Information regarding FY 15 School CIP cash
shortfall
STAFF CONTACT(S):
Foley, Letteri, Burrell
PRESENTER (S): N/A
LEGAL REVIEW: Yes
AGENDA DATE:
February 4, 2015
ACTION: INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION: X
ATTACHMENTS: No
REVIEWED BY:
BACKGROUND:
Albemarle County’s Capital Improvements Plan’s expenditures are budgeted, appropriated, and accounted for in four
main funds: General Government, Regional Public Safety Firearms Training Center, Stormwater, and School Division.
The sources of funding (revenue) to support CIP expenditures include the general fund allocation transfer, loan proceeds,
state revenue, local revenue, and other sources. The purpose of this informational Executive Summary is to provide the
Board with preliminary information regarding the potential need to provide the School Division CIP cash funding to support
the School Division’s projected expenditures through June 30, 2015.
STRATEGIC PLAN:
To enhance the well-being and quality of life for all citizens through the provision of the highest level of public service
consistent with the prudent use of public funds.
DISCUSSION:
For the past few fiscal years, the County has issued debt on an every-other-year basis in an amount sufficient to
reimburse itself for prior fiscal year capital improvement fund expenditures as well as to fund the then-current fiscal
year expenditures. At least two official actions are taken by the Board that authorizes each debt issuance. The first
action is authorization that is granted through the annual appropriation of the CIP budget that reflects loan proceeds
as a source of funding, and the second action is taken by the Board when the County is preparing to issue debt
through the sale of bonds.
The benefit of issuing debt every other year is a lower cost of issuance. The fees are incurred once rather than twice
for services provided by bond counsel, rating agencies and some of the other third parties involved in the issuance.
One disadvantage of every-other-year issuance is the negative impact on the County’s pooled cash, which results in a
reduction of the County’s access to cash for operational purposes. Another disadvantage is in the process of
accounting for the sources and uses; the County’s “books” reflect a negative cash position in those funds/projects that
are reliant upon bond proceeds as a source of funding that is not available until the debt is actually issued (although
the funds have been appropriated). In the past, supplemental appropriations have been made to cure this deficiency
so the County’s Comprehensive Annual Financial Report does not reflect a cash deficiency.
The Finance Department intends to present a Plan of Finance to the Board at its March meeting to address projected
FY15 cash shortfalls in the Schools CIP program. At that time, Finance will provide an overview of the upcoming debt
issuance to take place in the fall of 2015 (FY16) that corresponds with our every-other-year financing schedule.
BUDGET IMPACT:
There is no budget impact related to this executive summary.
RECOMMENDATIONS:
This executive summary is for information only and no action is required by the Board.
Alb l C Vi i iAlbemarle County, VirginiaProposed Plan of FinanceProposed Plan of FinanceMember NYSE|FINRA|SIPCMarch 4, 2015a
Background/Goals & ObjectivesDavenport & Company, in our capacity as Financial Adconjunction with County Staff, has been asked to provSchool Capital needs.School Capital needs.Due to an accelerated project construction timeline, thDue to an accelerated project construction timeline, thapproximately $9.5 million of previously Board approvpreviously approved to be funded in FY 2016 along wit–The County will need to effect an approximately $9Projects.This $9 5 million for School Capital Projects will be–This $9.5 million for School Capital Projects will beand/or potential bond issuance(s) in the County’sEnclosed is a recommended Plan of Finance and propMarch 4, 2015visor to Albemarle County (the “County”), in vide a recommended financing strategy for upcoming he County School System has an immediateneed for he County School System has an immediateneed for ed long term capital funding. The $9.5 million was th approximately $50 million of other capital needs.9.5 million new money borrowing to fund the School e funded independent of any future capital needs e funded independent of any future capital needs multi-year Capital Improvement Plan.posed timetable for the potential $9.5 million project.Albemarle County, Virginia 1
Background/Goals & ObjectivesThrough the recommended Plan of Finance, the CountProjects and continue to meet the following Goals & O–Enhance/maintain the County’s hard earned, and wMaintain both cash balances and fund balances tha–Maintain both cash balances and fund balances thaunder the recently adjusted credit rating agencies c–Alleviate any potential cash-flow concerns;yp;–Eliminate/minimize debt service funding concerns f–Maintain compliance with all of the County’s self-im–Take advantage of interest rates that remain at or ngMarch 4, 2015ty will be able to borrow the $9.5 million for School Objectives:well deserved AAA ratings(s);at are consistent with AAA rated local governments at are consistent with AAA rated local governments riteria;or the County’s Fiscal 2016 budget; posed Financial Policy Guidelines; and,near historic lows.Albemarle County, Virginia 2
Interest Rate TrendsTax-exempt interest rates remain near all-time lows bof 2015.It is unclear how long rates will remain at their currenGO 20Y B d I d (1980 Pt)12 00%14.00%16.00%GO 20-Year Bond Index (1980 -Present)8.00%10.00%12.00%2.00%4.00%6.00%808284868890929496980002040608101214The “20-Bond Index” shown above consists of 20 tax-exempt bonds with an average rating of 198198198198198199199199199199200200200200200201201201March 4, 2015prevailing interest rates for tax-exempt borrowers. but have trended slightly higher through the beginning nt levels.GO 20Y B d I d (J 2014 Pt)440%4.60%4.80%5.00%GO 20-Year Bond Index (January 2014 -Present)360%3.80%4.00%4.20%4.40%3.00%3.20%3.40%3.60% ‘Aa2’/‘AA’ (Moody’s / S&P) that mature in 20 years and serves as a general indicator of Albemarle County, Virginia 3
Recommended ApproachDavenport recommends the County follow a “Dual Track AppProject.The Dual Track Approach means that Davenport, working on –Solicit financing proposals from local, regional, and nationPl f th flliProposals process for the following:1.Interim/Short Term Financing through either a Line of2.Permanent Financing through a Direct Bank Loan.Davenport would work as the County’s Financial Advisor andpossible result, and, as such, would be unbiased as to whicheventually be chosen.The various nuances of each approach would continue to berecommendation and eventual financing provider is selectedThe following page(s) summarize “Key Features” of the RequMarch 4, 2015roach” in pursuing potential funding sources for the School the County’s behalf, would:nal lenders for the School Project via a competitive Request for f Credit or Bond Anticipation Note; or in conjunction with County Staff to pursue the most favorable h approach (Interim Financing or Permanent Financing) would discussed as the Plan of Finance process evolves, and as a d.uest for Proposal Process and potential Next Steps.Albemarle County, Virginia 4
Request for Proposal ProcessThe key characteristics of the Request for Proposal financing–Davenport, on the County’s behalf, distributes a Request fDavenport, on the County s behalf, distributes a Request fproposals from local, regional, and national lenders;–Distributing the RFP in no way obligates the County to movsend out the RFP.–The RFP can specify several different loan term and/or strinterim/short term financing and permanent financing);–The repayment structure can be tailored to meet the Coun–The entire process could be completed in approximately 4–The County has the benefit of knowing the terms and condincluding, if necessary, certain collateral requirements espObligation of the County;–This approach does not preclude the County/School BoardPublic School Authority’s (“VPSA”) through the Spring 2015Usually allows for the ability to prepay the loan at any timeMarch 4, 2015–Usually allows for the ability to prepay the loan at any timeg can be summarized as follows:for Proposals (RFP) to solicit competitive interest rate for Proposals (RFP) to solicit competitive interest rate ve forward with the School Project, nor does it cost anything to ructure options for bidders to provide in their proposals (i.e. nty’s cash-flow needs;5-60 days;ditions before deciding on which option to move forward with pecially under a permanent financing and/or a Moral d from opting for a permanent financing with the Virginia 5 pool issuance.e in whole or in part and sometimes without penaltyAlbemarle County, Virginia 5e in whole or in part, and sometimes without penalty.
Timetable/Next StepsDtAtiDateActionMarch 4, 2015County Board of Supervisorsand Dual Track Approach to March 5, 2015•Davenport Distributes RFPMarch 5, 2015Davenport Distributes RFP•Davenport/County Staff suWeek of March 9 School Board passes resoluevent the dual track results March 19 2015RFP Responses DueBack toMarch 19, 2015RFP Responses DueBack toWeek of March 23 Negotiate with Potential BidDocuments. April 1, 2015County Board of Supervisorsp,ypand recommendation(s) on Legal Financing DocumentsApril 10, 2015 Last date in which a localityBalance of April/Early May•Obtain, as necessary, apprbut not limited to School B•Bond Counsel Finalizes Le•Close on Series 2015 NewMarch 4, 2015s Meeting:Davenport to Present Proposed Plan of Finance the County Board of Supervisors.Pto Local Regional and National Lending Institutions.Pto Local Regional and National Lending Institutions.ubmit application for VPSA Spring 2015 pool issuance.tion to be eligible for VPSA Spring 2015 pool issuance in the from bankinginstitutions are deemed less favorable.o Davenporto Davenport.ders. Bond Counsel Drafts Necessary Legal Financing s Meeting:Davenport/CountyStaffto Present RFP Results gp/ yhow to proceed. County Board to Takes Action on Necessary s, as Necessary.can opt out of the VPSA Spring 2015 pool issuance.rovals, resolutions, etc. of other interested parties, including Board and Economic Development Authority Board.egal Financing Documents, as Necessary.w Money Bond.Albemarle County, Virginia 6
Richmond — HeadquartersOne James CenterOne James Center901 East Cary Street,Suite 1100,Richmond, Virginia 23219 Tl hTelephone:(804) 780-2000Toll-Free:(800) 846-6666E-Mail:info@investdavenport.comMarch 4, 2015David RoseSenior Vice President, Manager of Public Finance804-697-2905drose@investdavenport.comCourtney RogersSenior Vice President804-697-2902crogers@investdavenport.comAlbemarle County, Virginia 7
DisclaimerThe U.S. Securities and Exchange Commission (the “SEC”) has clarified that a broker, dealerunderwriting a particular issuance of municipal securities should be subject to municipal advisowith the SEC. As a registered municipal advisor Davenport may provide advice to a municipal ena not for profit corporation, that has commenced an application or negotiation with an entitytissuerengagesDavenporttoprovidefinancialadvisoryorconsultantserviceswithrespecttothissuerengagesDavenporttoprovidefinancialadvisoryorconsultantserviceswithrespecttothrelationship with a written agreement.When acting as a registered municipal advisor Davenport is a fiduciary required by federal lainterests. Davenport is not a fiduciary when it acts as a registered investment advisor, when advwith such persons.This material was prepared by public finance, or other non-research personnel of Davenport.research analyst or research report. Unless otherwise indicated, these views (if any) are theothers in the firm. Davenport may perform or seekto perform financial advisory services for theThis material has been prepared for information purposes only and is not a solicitation of anyofferwouldbemadeonlyafteraprospectiveparticipanthadcompleteditsownindependenofferwouldbemadeonlyafteraprospectiveparticipanthadcompleteditsownindependenrequired to make its own investment decision, including, where applicable, a review of any offecontain material information not contained herein and to which prospective participants are refthereafter. We have no obligation to tell you when information herein may change. We make nno obligation to continue to publish informationon the securities/instruments mentioned hereinholding, sale, exercise of rights or performance ofobligations under any securities/instrumentsThe securities/instruments discussed inthis material may not be suitable for all investors oridecision based on this material. This material does not provide individually tailored investmenttransaction, recipients should determine, in consultation with their own investment, legal,tax,regulatory and accounting characteristics and consequences, of the transaction. You should coThe value of and income from investments and the cost of borrowing may vary becaussec rities/instr mentspricesmarketinde esoperationalorfinancialconditionsorcompaniesecurities/instrumentsprices,marketindexes,operationalorfinancialconditionsorcompaniesecurities/instruments transactions. Past performance is not necessarily a guide to future perealized. Actual events may differ from thoseassumed and changes to any assumptions maymay occur and may significantly affect the projections or estimates. Certain assumptions mayany projections or estimates, and Davenport does not represent that any such assumptions willprojections will be realized or that actual returns or performance results will not materially diffewritten consent of Davenport.Version 1.13.14 DJG | DR | CRMarch 4, 2015or municipal securities dealer engaging in municipal advisory activities outside the scope ofor registration. Davenport & Company LLC (“Davenport”) has registered as a municipal advisorntityor obligated person. An obligated person is an entity other than a municipal entity, such aso issue municipal securities on its behalf and for which it will provide support. If and when aneissuanceofmunicipalsecuritiesDavenportisobligatedtoevidencesuchafinancialadvisoryeissuanceofmunicipalsecurities,Davenportisobligatedtoevidencesuchafinancialadvisoryw to act in the best interest of a municipal entity without regard to its own financial or othervisingan obligated person, or when acting as an underwriter, though it is required to deal fairlyThis material was not produced by a research analyst, although it may refer to a Davenportauthor’s and may differ from those of the Davenport fixed income or research department orissuers of the securities and instruments mentioned herein.offer to buy or sell any security/instrument or to participate in any trading strategy. Any suchntinvestigationofthesecurities,instrumentsortransactionsandreceivedallinformationitntinvestigationofthesecurities,instrumentsortransactionsandreceivedallinformationiteringcircular or memorandum describing such security or instrument. That information wouldferred. This material is based on public information as of the specified date, and may be staleo representation or warranty with respect to the completeness of this material. Davenport hasn. Recipients are required to comply with any legal or contractual restrictions on their purchase,transaction.issuers. Recipients should seek independent financial advice priortomakinganyinvestmenttadvice or offer tax, regulatory, accounting or legal advice. Prior to entering into any proposed,regulatory and accounting advisors, the economicrisksandmerits,aswellasthelegal,tax,nsider this material as only a single factor in making an investment decision.se of changes in interest rates, foreign exchange rates, default rates, prepayment rates,esorotherfactorsTheremabetimelimitationsontheeerciseofoptionsorotherrightsinesorotherfactors.Theremaybetimelimitationsontheexerciseofoptionsorotherrightsinerformance and estimates of future performance are based on assumptions that may not behave a material impact on any projections or estimates. Other events not taken into accountyhave been made for modeling purposes or to simplify the presentation and/or calculation oflreflect actual future events. Accordingly, there can be no assurance that estimated returns orr from those estimated herein. This material may not be sold or redistributed without the priorAlbemarle County, Virginia 8
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Fire Prevention Code Fee Schedule
SUBJECT/PROPOSAL/REQUEST:
Adoption of a Resolution to adopt a revised Fire
Prevention Code Fee Schedule
STAFF CONTACT(S):
Foley, Walker, Davis, Blair, Eggleston, Oprandy and
Lagomarsino
PRESENTER (S): Dan Eggleston, Howard Lagomarsino
LEGAL REVIEW: Yes
AGENDA DATE:
March 04, 2015
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
The Albemarle County Fire Rescue Department Prevention Division (ACFR-Prevention) presented information regarding
the Virginia Statewide Fire Prevention Code (VSFPC) Fee Schedule to the Board at its September 3, 2014 meeting (See
Attachment A). The current fee schedule has not been amended by the Board since 2005, and it references outdated
code sections and omits several hazardous activities and occupancies that require enforcement actions pursuant to the
VSFPC. Prevention is the most effective way of protecting the citizens of Albemarle County from fires. One method of
prevention discussed on September 3rd is the ACFR-Prevention “target hazard” permit and inspection program. It was
identified that this program’s current fee schedule recovered only 10-16 % of the costs of the program’s administration
from 2005 to 2013. A proposal was presented that would modify the fee schedule to potentially recover as much as 25% of
the associated expenses. The Board expressed an interest in revising the fee schedule to recover more of the ACFR-
Prevention program expenses. The discussion focused on “user” fees and fair application of those fees. Board members
expressed an interest in recovering 100% of the costs associated with those operations that are discretionary, such as
fireworks displays, while costs for other operations, such as facility inspections for permits, should be recovered relative to
the time and effort expended in administering the programs. The Board requested that staff engage stakeholders and
citizens through meetings, focused discussions and/or surveys, and provide a report to the Board in the first quarter of
2015.
STRATEGIC PLAN:
Economic Prosperity: Foster an environment that stimulates diversified job creation, capital investments, and tax
revenues that support community goals.
DISCUSSION:
As directed by the Board, ACFR-Prevention staff, with the assistance of Community Engagement staff, conducted a
focus group meeting and a survey. Four stakeholders (of the 200 invited) attended the focus group meeting and 197
people (of the 4600 invited) responded to the survey. The Community Engagement Report is attached (Attachment D).
There was a low turnout for the stakeholder meeting, but those present spent several hours discussing the proposed
fee changes. Attendees expressed concern regarding fee increases and generally did not agree with increasing the
fees. Additionally, potential process changes and efficiencies were discussed, which ACFR-Prevention staff will
evaluate internally.
The survey sought to gauge attitudes towards cost recovery among citizens and business owners. The survey
included links to the September 3, 2014 Board meeting agenda, discussion, fee proposal, and associated documents
as a means of providing background and education on the topic. 197 people responded to the survey in total but not
every respondent answered every question. Of the 197 respondents, 49 (approximately 25%) indicated they are
business owners.
As expected, not everyone agrees with the proposed increases, but survey respondents overwhelmingly supported
increasing the fees and recovering more of the costs of the ACFR-Prevention permit and inspection programs.
When asked if a greater percentage of costs should be recovered through fees (183 respondents answered the
question), 131 (72%) responded “yes” while 52 (28%) responded “no.”
AGENDA TITLE: Fire Prevention Code Fee Schedule
March 4, 2015
Page 2
When asked if a 25% recovery rate from fees is reasonable (184 respondents answered the question), 94 (51%)
responded yes, 48 (26%) indicated fees should recover less than 25%, and 42 (23%) indicated fees should recover
more than 25%. Of the 184 responses to that question, 136 respondents (74%) believe a 25% or higher recovery rate
for fees is reasonable.
When asked the appropriate percentage recovery rate for administrative costs for fireworks permits (181 respondents
answered the question) 121 (67%) indicated that 100% of the costs should be recovered, 57 (31%) indicated less than
100% should be recovered, and three (2%) indicated that more than 100% should be recovered.
The survey showed a high level of support exists among respondents for an increase in the fees associated with other
inspections, re-inspections and plan reviews as well.
The survey results and specific comments made by many respondents may be found in the attached Report
(Attachment D.) The comments include support for cost recovery; recommending caution because pricing may cause
people to avoid inspections/permits, ultimately lessening community safety; ensuring that the prevention operation is
efficient to control costs; concern that re-inspections will be generated just to increase revenue; and opposition to any
fee increase.
Attachment E sets forth the current and proposed fees for each category. The current fee schedule does not include
fees for several permits that are required by the VSFPC. Those are identified in Attachment E as being new fees. The
proposed fee schedule includes an approximate 14% increase (from $175 to $200) in many fees. These include
hazardous materials operations and similar programs. There are some fees with greater proposed increases, such as
open burning, which increases from $325 to $500. Complaints about open burning increase the work load associated
with these events, and the increase is to cover the additional work load. Other fees, such as tire plants, dry cleaning
and other hazardous operations, are proposed to be increased from various amounts to $200 to ensure uniformity.
Firework displays represent the largest increase. There is a desire as expressed in the surevey responses to recover
all costs associated with these events. The current fee of $75 barely covers reviewing the application. The work load
for a normal firework display equated to a $600 fee or a 700% increase.
Some categories of the proposed fee schedule require a permit fee, but do not require an inspection fee. The
inspection fee is designed to capture the additional time spent conducting the inspection at a permanent/fixed facility to
issue a recurring permit. Those permits that do not require an inspection fee are generally for one-time operations
outside of fixed facilities. The permits not requiring the inspection fee have the cost of providing the service built into
the permit fee. These permits include open burning, firework displays, carnivals/fairs, some hot works/welding events,
floor finishing and tents.
BUDGET IMPACT:
Costs recovered based on the County’s current fee schedule range from $41,512.00 in FY 2005 to $83,950.00
in FY 2013, which represents between 10% and 16% of the operating budget for the ACFR-Prevention
Division. Staff estimates that implementation of the proposed fee schedule would offset as much as 25% of the
ACFR-Prevention Division’s operating budget annually and/or could provide additional funding for additional
fire prevention resources.
RECOMMENDATIONS:
Staff recommends that the Board adopt the attached Resolution adopting the proposed revised fee schedule
(Attachment F) effective May 15, 2015.
ATTACHMENTS:
A – September 3, 2014 Executive Summary
B – 2005 Fire Code Fee Schedule Resolution
C – Albemarle County Fire Rescue- Office of the Fire Marshal Fee Schedule-Jurisdictional Comparison
D – Community Engagement Results
E – Chart showing fee increases by category
F – Resolution adopting the proposed Albemarle County Fire Rescue-Office of the Fire Marshal Fee Schedule
Return to agenda
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Fire Prevention Code Fee Schedule
SUBJECT/PROPOSAL/REQUEST:
Discussion Regarding the Fire Prevention Code Fee
Schedule
STAFF CONTACT(S):
Foley, Walker, Davis, Blair, Eggleston, Oprandy and
Lagomarsino
PRESENTER (S): Dan Eggleston and Howard
Lagomarsino
LEGAL REVIEW: Yes
AGENDA DATE:
September 03, 2104
ACTION: INFORMATION: X
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
The Code of Virginia and the Virginia Statewide Fire Prevention Code (VSFPC) include provisions to allow localities to
enforce the VSFPC and to recover costs associated with that enforcement. The County assigns this function to the
Albemarle Fire Rescue Department’s Prevention Division/Office of the Fire Marshal (ACFR-Prevention). The County
has a history of requiring Fire Prevention Code fees for permits in relation to processes that present the most risk for
the public. The current fee schedule has not been reviewed by the Board since 2005, references outdated code
sections and omits several hazardous activities and occupancies that have enforcement action required by the code.
STRATEGIC PLAN:
Goal 5: Ensure the health and safety of the community.
Goal 6: Promote individual responsibility and citizen ownership of community challenges.
DISCUSSION:
One of the most effective methods to ensure the health and safety of the community is through prevention. Prevention
efforts include public education, plan reviews, and permit and inspection requirements for occupancies and processes
that present the highest risk to the community. All of these programs provide guidance to citizens so that they can
develop responsibility and ownership in reducing the risk to the community. Risk reduction increases community
safety, minimizes losses, and protects the economic vitality of the community.
Fees associated with prevention programs can help offset the cost of providing them. The current fee schedule (See
Attachment A) is in need of revision for the following primary reasons:
The schedule does not realistically address the cost of administering the permit and inspection program.
Some examples include 1) the fireworks display permit fee is currently $75.00 while the cost of administering a
fireworks display permit averages $600.00; 2) the current permit fees do not consider the cost to conduct the
required facility inspection to grant the permit; 3) permit fees for a 1,500 sq. ft. facility and a 15,000 sq. ft.
facility are the same despite significant additional time required to inspect the larger facility; 4) over eighty
percent of facilities that are cited with a violation require re-inspections, yet there is currently no fee in the
schedule for a re-inspection
The current schedule does not include the cost of the fire code official’s review of building and site plans.
The current schedule does not include a fee for certain inspections, such as those required for day care and
elder care facilities. In addition, some of the most hazardous operations and occupancies listed in the VSFPC
are omitted including combustible dust producing operations, aviation facilities, magnesium -use operations,
and assembly occupancies.
Other localities that enforce the VSFPC utilize fee schedules for recovering costs associated with enforcement. Most
of those schedules include fees for all of the permits and occupancies that the VSFPC allows, although differences
exist in how those fees are assessed. Some charge fees for permits, inspections, re-inspections, and plan reviews.
Some use an hourly rate ranging from $105 per hour to $256 per hour. Some charge a flat permit fee. Some charge
both a permit fee and an hourly inspection rate. Finally, the Virginia State Fire Marshal’s Office uses a fee schedule in
which permit fees increase as applications are submitted closer to the event date. Attachment B provides a
AGENDA TITLE: Fire Prevention Code Fee Schedule
September 3, 2014
Page 2
comparison of the fees in Hanover County, Stafford County, Spotsylvania County, Fairfax County, and Albemarle
County, as well as a proposed new fee schedule developed by staff to serve as a basis for further consideration.
Because of the high variability in the fee models identified among other localities and the key connection between the
fee schedule itself, the financial impact to the those on which the fees are ultimately applied and the important principle
of determining cost recovery as a percentage of total program costs, staff is proposing to engage in some outreach
prior to presenting a recommendation to the Board. In doing so, staff intends to assemble a focus group of
stakeholders from the business community and the community at large. As part of the focus group wor k, Fire Rescue
staff will present information to participants on the current fee schedule, the proposed fee schedule, alternative fee
schedule models, work load measures for the most common permits issued, costs associated with the issuance of
certain permits and other pertinent information to enable participants to be well informed as they offer input and
feedback. Staff would then assemble the opinions and recommendations into report format and include that
information as part of the background materials when this matter is brought back to the Board for consideration.
BUDGET IMPACT:
Costs recovered based on the County’s current fee schedule range from $41,512.00 in FY 2005 to $83,950.00 in FY
2013 which represents between 10% and 16% of the operating budget for the ACFR-Prevention Division. Staff
estimates that implementation of a new fee schedule like that which is proposed for further discussion, would offset as
much as 25% of the ACFR-Prevention Division’s operating budget annually and/or could provide additional funding for
additional fire prevention resources.
RECOMMENDATIONS:
Staff is not requesting the Board to consider action on a proposed fee schedule at this time. Rather, as indicated
above, staff intends to engage in focus group activity and, subsequently, prepare a formal recommendation for action
by the Board at the conclusion of that work. It is anticipated that this matter could be ready for consideration in early
2015.
ATTACHMENTS:
A - Current Albemarle County Fire Prevention Fee Schedule
B - Albemarle County Current and Proposed Fire Prevention Fee Schedule - Jurisdictional Comparisons
C - Albemarle County Proposed Fire prevention Fee Schedule
Virginia Statewide Fire Prevention Code TABLE 107.2
DESCRIPTION
Hanover County
1-3 permits($150)
4-9 permits ($300)
>9 permits ($1000)
Stafford
County
Spotsylvania
County
Fairfax
County
Current
Albemarle
County
Proposed
Albemarle
County
Aerosol products. Yes -$150 Yes -$200 No Yes -$150 Yes - $175 Yes - $200
Amusement buildings. Yes -$150 Yes -$200 No Yes -$150 No Yes-$200
Aviation facilities. Yes -$150 Yes -$200 No Yes -$150 No Yes -$200
Carnivals and fairs. Yes -$150 No No Yes -$150 No Yes -$200
Cellulose nitrate film. Yes -$150 No No Yes -$150 No Yes -$200
Combustible dust-producing operations. Yes -$150 Yes -$200 No Yes -$150 No Yes -$200
Combustible fibers.
.
Yes -$150 Yes -$200 No Yes -$150 Yes -$100 Yes -$200
Compressed gas.
Yes -$150 Yes -$200 No Yes -$150 Yes -$175 Yes -$200
Covered and open mall buildings. Yes -$150 Yes -$200 No No No Yes $200
Cryogenic fluids.
Yes -$150 Yes -$200 No Yes -$150 Yes -$175 Yes -$200
Cutting and w elding. Yes -$150 Yes -$200 No Yes – $78 to
$150
Yes -$100 Yes -$100
Dry cleaning plants.
Yes -$150 Yes -$200 No Yes -$150 Yes -$100 Yes -$200
Exhibits and trade show s.
Yes -$150 Yes -$200 No No No Yes -$200
Jurisdictional Comparison of Albemarle County Fire Rescue-Office of
the Fire Marshal (ACFR-OFM) Fees
Explosives, firew orks, and pyrotechnics.
Note: Manufacture, storage, handling, sale of e xplosives,
explosive materials and pyrotechnics requires annual permit and
facility inspection with associated fees.
Use of explosives/blasting requires a use permit every 30 days with
associated fees.
Fireworks and Pyrotechnic special effects require either wholesale
(60 days), retail (60 days) or use/display (per event 1 day)
Yes -$150 Yes -$200
Fireworks:
$500 to
$1000
Yes - $200
To $250
Yes - $150 to
$600 for
explosives
$480 to $720
for fireworks
Yes - $200 to $300
Yes $200 to
$600
Fire hydrants and valves.
Yes -$150 Yes -$200 No No No Yes - $100
Flammable and combustible liquids.
Yes -$150 Yes -$200 No Yes - $150 to
$500
Yes -$175
Yes -$200
Floor finishing. Yes -$150 Yes $200 No Yes - $ 78 No
Yes - $100
Fruit and crop ripening. Yes -$150 Yes -$200 No Yes -$150 No
Yes - $200
Fumigation, thermal and insecticidal fogging. Yes -$150 Yes -$200 No Yes -$150 No
Yes -$200
(annual)
$75 (event)
Hazardous materials. Yes -$150 Yes -$200 No Yes -$150 Yes -$175 Yes -$200
HPM facilities.
Yes -$150 Yes -$200 No Yes -$150 Yes -$175 Yes - $200
High piled storage. Yes -$150 Yes -$200 No Yes -$150 No Yes -$ 200
Hot w ork operations.
Yes -$150 Yes -$200 No Yes - $78 to
$150
Yes -$100 Yes - $100 - $200
Industrial ovens.
Yes -$150
Yes -$200 No
Yes -$150 No
Yes -$200
Lumber yards and w oodw orking plants.
Yes -$150
Yes -$200 No Yes -$150 Yes -$100
Yes -$200
Liquid-fueled or gas-fueled vehicles or equipment in assembly
buildings.
Yes -$150
No No
Yes -$150 No
Yes -$200
LP-gas. Yes -$150 Yes -$200 No Yes -$150 Yes -$175
Yes -$200
Magnesium.
Yes -$150
Yes -$200 No
No No
Yes -$200
Miscellaneous combustible storage.
Yes -$150
No No
Yes -$150 No
Yes -$200
Open burning.
Yes -$150
Not
Allowed
Yes - $150
Yes -$150 Yes -$325
(land clearing only)
Yes -$500
(land clearing only)
Open flames and candles.
Yes -$150
No No
Yes -$78 to
$150
Yes -$100 Yes -$100 to
$200
Open flames and torches.
Yes -$150
No No
Yes -$150 No Yes -$100
Organic coatings.
Yes -$150
Yes -$200 No
Yes -$150 No
Yes -$200
Places of asse mbly.
Yes -$150
Yes -$200 No
Yes -$150 No
Yes -$200
Private fire hydrants.
Yes -$150
Yes -$200 No
No No
Yes -$200
Pyrotechnic special effects material.
Yes -$150
Yes -$500 to
$1000
No
Yes -$480 to
$720
Yes - $75 to $300
Yes -$200
Pyroxylin plastics.
Yes -$150
Yes -$200 No
Yes -$150 No
Yes -$200
Refrigeration equip ment
Yes -$150
No No
Yes -$150 No
Yes -$200
Repair garages and service stations.
Yes -$150
Yes -$200 No
Yes -$150 No
Yes -$200
Rooftop heliports.
Yes -$150
Yes -$200 No
Yes -$150 No
Yes -$200
Spraying or dipping.
Yes -$150
No No
Yes -$150 No
Yes -$200 (fixed
facility)
$ 100 (per
event)
Storage of scrap tires and tire byproducts.
Yes -$150
Yes -$200
No
Yes -$150 Yes -$100
Yes - $200
Temporary membrane structures and tents. Note: (permit good for 30
days with a maximum of 5 renewals (total of 10 days) allowed before
tent must come down)
Yes -$150
Yes -$200
No
Yes -$150 Yes -$100 Yes $100 to $300
Tire-rebuilding plants.
Yes -$150
Yes -$200
No
Yes -$150 Yes -$100
Yes -$200
Waste handling.
Yes -$150
No
No
Yes -$150 Yes -$100
Yes -$200
Wood products
Yes -$150
No
No
Yes -$150 No
Yes - $200
***************************************************
End of Virginia Statewide Fire Prevention Code Table 107.2 – Continue to next
page for additional, additional Fire Prevention Fees allowed by code.
Comparison of Additional/Miscellaneous Fire Prevention Fees Allowed by Code:
DESCRIPTION
Hanover
County
Stafford
County
Spotsylvania
County
Fairfax
County
Albemarle
County
(current)
Albemarle
County (proposed)
Inspection Fees
No
Yes -$200
(only related
to systems
inspections)
Yes
$105/hr
Yes
$156/hr
No
First two hours-
no charge
$100/hr
thereafter
Re-Inspection fees
No
Yes -$200
(only related
to systems
inspections)
Yes
105/hr
Yes
$156/hr
No
$100
(if violations corrected
no fee)
Plans Review Fees
No
Yes –
Varied on
systems
review
required
Yes
$100-$500
(Per size of
development)
105/hr –Fire
Lane Review
Yes
$156/hr
(business Hours)
$312/hr
(after hours)
No
Yes
$50 - $100
Jurisdictional Comparison of Fire Prevention Fees
Jurisdictional Comparison Fire Prevention Fees
Additional Information for Comparison:
Virginia State Fire Marshals Office charges inspections fees for Assembly, State License required inspections and hospitals that range from
$50 to over $500
Day/Adult Care Facility Fees same as Virginia State Fire marshal’s Office fees except, our p[roposal is less for smaller faci lities, such as in-
home day cares.
Some Jursidictions also charged a fee for code Modifications and hearings at the Fire Code Appeals Board to cover Costs similar to the
Albemarle Zonning Appeals Fee that ranges from $240 to $500. ACFR-OFM is proposing a $350 fee similar to Zoning Appeals process.
Several jurisdictions used hourly rates of over $100 per hour for their fees. Our proposal is $100 per hour.
There is a permit fee of $200 and the inspection fee of $100 per hour added to that but the first two hours at no charge for inspection fee.
In September of 2014 The Albemarle County Fire Rescue Office of the Fire Marshal (ACFR-
OFM) proposed to the Board a review and revision of the current Fee Schedule. It was identified
at that meeting that the current ACFR-OFM fee schedule was outdated, and omitted several
hazardous operations, processes and occupancies. A draft proposal revising the fee schedule with
comparisons to other jurisdictions was presented to the Board for informational purposes. The
Board directed staff to seek stakeholder and citizen input. Staff sent out approximately 200
invitations to current ACFR-OFM permit holders announcing a meeting and focused discussion.
In addition an anonymous survey was designed and invitations to participate in the survey were
sent to all e-mail addresses for current ACFR-OFM permit holders as well as all those who
subscribe to A-Mail. The invitation included a link to the September 03, 2014 Board meeting
recording, Fee Schedule Executive Summary, and all supporting documents. This effort reached
over 4600 persons; 197 responded to the survey. Below is a summary of the focus meeting
discussion and the survey results.
Stakeholder/Focus Discussion Meeting:
The meeting occurred on January 15, 2015 at 6:30 pm at the County Office Building 5th Street, in
Room A. There were four interested persons who attended the meeting. Two of these persons
represented the fireworks display industry and two represented tent companies.
The tent company personnel expressed a desire for lower fees, but were more concerned about
the administration of the tent permit process. They stated that they have direct control of the
erection of the tent but someone else (event planner, caterer etc) controls the decorations,
furnishings and events that occur under the tent. They would like to see a bifurcated process that
inspects what they control, the tents placement and erection separate of the events that occur
under the tent. It was discussed that this could require double work and two separate fees (one
for the tent and one for the use of the tent).
The firework display representatives were concerned about the proposed increase listed in the
September 03, 2014 Board meeting documents. One of the representatives stated that he charges
such a low fee for the display, that the increase would effectively eliminate his ability to perform
shows in Albemarle County. This representative thought the time devoted to these events and the
$600 cost were outrageous. He supported a self-inspection process for those with an established
“track record.” The other representative described himself as a “fireworks hobbyist.” He does
one show a year for family and friends. He does not charge a fee for the show, so he does not
feel that he should be required to pay a permit fee.
The attendees were advised that this issue would be back before the Board on March 04, 2015.
Community Engagement Report
Proposed Changes: Fire Rescue Fee Schedule
Community Wide Survey
A survey was created to gather wider public input as a part of the community engagement
process. The survey contained nine questions and only the first four were required in order to
submit the survey. The first two questions were Yes/No on County residency and business
ownership. The next two questions were general in nature about the general concept of
recovering operating budget through fees for permits, inspections, and reviews. The final five
questions were about the proposed fees for specific permit and inspection areas. There were
spaces for additional comments after each question and at the end of the survey. The survey
period was January 27 through February 5.
As can be seen in the graphs, approximately 75% of the respondents were identified as
Albemarle County residents and 25% identified as business owners. There is overwhelming
support among respondents to recover more of the expenses for the ACFR-OFM permit and
inspection program. A majority replied that 25% cost recovery is appropriate; an almost equal
number of respondents indicated that the percentage recovered should be higher as said it should
be lower. There are almost twice as many supporting recovery of 100% of firework display costs
as there are those supporting less of a percentage recovery rate. This same level of support exists
among respondents for the fees associated with other inspections, re-inspections and plan
reviews.
Fire Prevention – Fee Survey
Total Responses: 197
Are you a resident of Albemarle County?
Do you own or operate a business in Albemarle County?
Other:
reduce fees
25%
I do not know.
I don't know for any reasons.
I do not have enough information to form an opinion
Not a black or white answer. may be percent is so low because staff can't get to everyone owing
fines.it seems like percent of budget covered by fees should be assessed by how many fees are
owed in County not by public opinion. the general public has very little knowledge about acfr-
prevent fees
yes, but not such a big jump
what about a (small) percentage of recurring revenue?
should do a cost/benefit analysis to optimize for safety rather than focusing on irrelevant
numbers that can't be fairly compared with each other
It depends on how high those fees actually are now versus what other places (even northern virginia)
charge. It's hard to say with pure percentages. If it's the difference between a couple of dollars, then shift
the burden to those requesting the services. But if it's going to make it cost prohibitive to do business
here, keep it coming from the General Fund.
yes, but staff report doesn't indicate if there current staffing is adequate for the number of
inspections performed. If so, then the additional recover seems appropriate, I would also want
to understand how places of assembly are defined - will schools be charged for annual, routine
inspections?
Keep the charge at current levels and double the time the permit is good for. That will cut your man hours
in half.
Other:
25% for 1 year and reviewed for closer estimate on an annual basis as with the ACSA
Not sure
$100 per hour fee
I would like to investigate what the other part of the market is, first.
I am inclined to think that 25% is appropriate
again ... I know nothing about how long it should take and how long it actually takes to properly
take care of the administrative end of the process
people using should pay cost
no fee
it's a satisfactory place to start
percentage of expenses covered is too narrow a metric to focus on, one should consider a more
complete cost/benefit analysis
It could be, it depends on the actual amounts.
Compared to Farifax, several of the inspections seems high.
I don't feel qualified to answer.
Under the draft fee schedule revision, the fee for fireworks displays will increase from $75
to $600. This represents the full cost of inspection. Do you believe that recovery rate is
reasonable?
Other:
Costs of inspection need to be drastically reduced.
Is it possible to have a lower fee for displays such as that in McIntire Park?
The increase is outrageous, maybe to $100.00
The full recovery for private fireworks is fine. I suggest that for community and public fireworks
on July 4th, and national holidays, a reduced fee be used, or an offsetting donation be approved
by the BOS
For a display, which typically costs in excess of $10,000 to put on, $75 is practically nothing. If
anything, the fees need to be swapped, i.e. $75 to supply retail chain stores with state legal
product and $400 to put on a firework display.
Fine for commercial enterprise/suggest 50% for state certificed non-profit displays
should be lower with good history
I don't know, but $600 seems very high.
What do other communities charge? I have no basis for an opinion.
no opinion
not sure
Hourly fee based on inspection time required
$600 is ridiculous
no fee
increase to $250
do the proportional risks associated with fireworks shows merit higher fees?
Under the current fee schedule, the fee for inspection of a facility is a flat fee, even if the
facility requires re-inspection due to non-compliance. ACFR-Prevention often has to
complete several re-inspections before all issues have been resolved. The draft Fee Schedule
Revision proposes the introduction of a re-inspection fee of $100 per re-inspection. Do you
think the re-inspection fee is reasonable?
Other:
One free reinspection
1st re inspection free, a second re inspection of $200.
50%re-inspection fee
No, a re-inspection fee is not a good idea.
$100 per re-inspeciton
Minimum $100 + other costs.
Re-inspection fee should be the actual costs to re-inspect.
It should just be less than $100. How about $50.
If minor, no fee. If major, fee.
Re-Inspection for Non-compliance should be 100% reimbursed
$100 after the 1st return visit, and each thereafter.
I think if a biz had to pay more than a small fee of 100.00 per re inspection they may get it right
the first time.
First re-inspection should be included in original fee, if not in compliance by that time, then
assess an additional fee.
what is current flat fee?
only for non-compliance
Under the current fee schedule, there is no fee for inspection of a child or adult care
facility, although these facilities are required to be inspected. The draft Fee Schedule
Revision proposes the introduction of a flat fee based on the number of persons served,
between $50 for facilities serving 1-8 persons and up to $500 for facilities serving more than
200 persons. This proposed fee schedule is modeled after the State Fire Marshal's fees for
this topic. Do you think the inspection fee based on the number of persons served is
reasonable?
Other:
100% percent fee
As a majority of adult care facilities serve more than 200 people, perhaps the fees could be less
than $500
Non-profit/for profit?
no i think it should be per Facility, not people based. It is inspected regardless of how many
people are in the facility.
I think the fee should just be based on the faciity, not the people who utilize the facility
Private facilities should be charged a fee, but state or local government supported facilities
should receive this inspection for free.
This should be based on standard practices throughout the state.
the fees seem incredibly low .I mean these are facilities caring for people's loved ones.
$50 is fine for facilities serving 1-8 persons, but only $500 for a facility serving 200 persons or
more seems low.
what is proposed schedule for a facility inbetween 8 and 200?
Under the current fee schedule, there is a flat fee of $175 for inspection of a facility,
regardless of the size of the facility. The draft Fee Schedule Revision proposes the
introduction of a fee schedule that adjusts for building size, between $0-500, in-line with
ACFR-Prevention's estimates for the time and resources required to complete their
inspections. Do you think this type of fee schedule is reasonable?
Other:
This question is confusing
Start at more than $0. Otherwise OK
what do you mean by "facility"
Charge by no of rooms
yes, 0-250 is reasonable
ACFR-Prevention is required to review site plans, special use permits, and other reviews as
part of the development process. Under the current fee schedule, there is no fee collected
for this review. The draft Fee Schedule Revision proposes the introduction of a flat f ee of
$100 per site plan, $50 per special use permit application, and $75 for all other reviews, in -
line with ACFR-Prevention's estimates for the time and resources required to complete
their review. Do you think this type of fee schedule is reasonable?
Other:
A fee based on the plans would be more reasonable.
yes to a fee for private use; no to a fee for public use.
seems like the site plan and the special use fees should be switched.
flat fees + hourly fee beyond the time usually required
yes, but we should determine which plans need to be reviewed, not simply send all plans to the
ACFR (e.g., if we have and enforce site access standards, why does ACFR need to put on the
plans?)
Provide additional feedback or comments on this matter with ACFR-Prevention and the
Board of Supervisors.
Fire Rescue activities deserve all the support they can get. Residents should pay higher taxes,
according to income and property ownership, for such services and in support of schools. We
cannot thank those involved in fire and rescue enough.
These proposed changes make sense in lifting the fee-based income while doing so in ways that
are easy for users to understand and for personnel to administer. Wise all the way around
There should be reasonable fees paid by the users of the services.
Cost should be covered by those who are in business. With an established cost list, these can be
incorporated in budgets.
Plans for a garage and a shopping mall will not take the same time to review. If you charge $100
to review a garage you should charge $2500 to review the shopping mall or $100. per hour
needed. $500 per open burn permit for 30 days, that is expensive!
What measures are in place to control the increase in fire dept. costs overall? Adjusting the
balance between user fees and general taxes is a reasonable concept, but the cost of a $13
Million dollar fire station on Fontaine is a good example of unreasonable spending that
shouldn't be supported by user fees or taxes.
Fire inspections and plan reviews are required for public safety, so the entire public should
generally absorb the cost, i.e. it should come from the general fund. These citizens and
businesses already pay taxes that fund fire/rescue, just like the homeowner who calls 911 for an
emergency. There should be no separate fees in most cases so long as it is a tax-paying business
or land owner. I'm not sure if fireworks stands pay any taxes, if they do, they shouldn't have a
fee either.
If inspection and or review is required, the concerned property should bear the cost. BUT....
government is getting too involved in controlling our lives and some of the inspections are
totally unnecessary and should be discontinued.
Answering these questions would only be useful if it were true that every hour (and therefor
dollar) spent was equally efficient at preventing loss of life or property. If somehow that were
true (and it seems unlikely) then all work would be of equal value and the proportion covered by
the county and the proportion covered by the applicant should be set to maximize compliance.
(ie, if it costs the applicant too much and some are avoiding it, it should be reduced, to enhance
overall safety) If, as is likely the case, certain work is less valuable than other, it would create
incentives contrary to the mission of safety and fire prevention for you to collect fees (either
from the subject of the inspection, or from the general budget) to cover those costs. The best
fee schedule would be one that provides incentives to focus on the most useful work. Ie, those
activities that are the most likely to prevent fires and save lives/property should be fully funded
(either by the county or fees) and above reproach. Officers should have the most pressure
(financial and political) to do that kind of work. For activities that cost more money and are less
likely to prevent fires, there should be significant disincentives to wasting time on those. For
example, if inspecting one type of facility is redundant (perhaps because other standards and
inspections already ensure safety) or of reduced utility (perhaps because the code is overly
complex given the risk actually posed) then it would be reasonable to have very little of the
costs for a complete inspection covered by the permit as it would encourage the department to
spend less time on that low-utility activity since there's no money coming in. Given that this
survey doesn't express any information about the value of different activities, I'm not sure how
to answer these questions. If the goal of your office is something other than maximizing public
safety through code compliance, please disregard these comments.
Be more human focused and less law enforcement focused - it really gives a bad impression of
the fire department.
The proposed fees do not recognize that large scale housing and office developments require
more complex plan review and that developers have more financial resources available. The
fees should be much higher for those uses. At the same time, individuals building or modifying
their own home should not be penalized. Perhaps there could be a low fee for the first 2000 sq.
ft. of building. Building area above 2000 sq. ft. might be categorized by building type as well as
area. A 200,000 sq. ft. empty warehouse requires much less intense review than a 100,000 sq.
ft. school or elder care center that is broken up into a lot of rooms.
Given the purpose is prevention and to see that we are safe in the first place, I feel a fine that
would be applied for not obtaining the plan review or inspection would be imposed and be
steep. In the case of child care, something that would not restrict a home based provider from
being inspected based on the fee would be essential. I'm not concerned with commercial child
care facilities If my assumption is correct that they cannot get a use permit without the
inspection. I fear the converted home situation where its off the radar and the inspection fee is
the reasoning after an incident.
What are the City fee schedules? It might be a good idea to align them. To simplify billing and
collections, it might be a good idea to make the development fees payable at Community
Development or Finance, up front, at the same time as other fees. Revenue recovery is fine, but
it should not also impose an additional time penalty on businesses.
Raising TAXES and calling it fees to fill the couffers of the county isn't a great idea. If you want to
look at things that will increase county fire-rescue's ability to render their primary services GET
A CREDIBLE 29N BYPASS COMPLETED!! To raise REVENUES/TAXES in a positive manner, why
doesn't Albemarle County ACTIVELY RECRUIT NEW BUSINESSES and GOD FORBID, LIGHT
INDUSTRIES, TO RELOCATE TO ALBEMARLE COUNTY??? Businesses use LESS resources such as
schools, social services, and emergency response services than our quaint, bedroom community
does. INCREASE REVENUES BY PROVIDING JOBS! Real jobs, not just shelf stocking, baristas, and
fast food. REAL JOBS that create opportunity and a chance to wean people off the public dole.
How long must we depend upon and be subserviant to the University? I for one am TIRED of
living in Mr. Jefferson's EXTENDED MULBERRY ROW: ALBEMARLE COUNTY.......
I think Temporary Structures, such as tents should have a separate standard from the standard
building permit. Fees for the permit could be a flat rate or a certain fee up to a certain price and
then additional % charge. The Fire Marshall can have a flat rate for inspections. City of
RIchmond fire inspection is $40.00. I think that is better than being lump some in the building
inspection offices
The public, myself included, does not have enough information to answer most of these
questions. I would say that practices that are widely used or are suggested by state agencies
should be considered. In general, though, I feel that increasing "user fees" is not a good way for
communities to raise revenue. Public agencies that do work that is essential to the community
should be supported via taxation, and an effort should be made to keep associated fees as low
as possible. The quality of life is highest in a community that adequately supports its fire fighters
and other essential services. It might be fair to charge the full cost for inspection of a business or
other private enterprise, or of a non-essential activity like a fireworks display. But even then fees
should not be so high as to deter businesses from locating in our community, or to cause public
events to be closed down.
Above u state that there is no fee for inspection of child care.... Next part of survey states that u
charge $175 to inspect a facility ??
As a resident and county employee, I see the need for businesses and residents to help pay for
these inspection, special use permits and fireworks. These functions are very time consuming
and require lots of resources at time and they should be required to pay for them.
In consideration of current budget challenges, the recommended fees should be enacted in
order to recoup some of the cost of the ACFR-Prevention activities.
In the fee for site plans and SP, would the applicant pay the fee at each element of the process,
that is the $50 to get in the door with the application and then the $75 when they submit the
site plan? This is a good idea as long as there are state rules or local templates to follow which
will result in most careful applicants doing the site plan correctly the first or second time. I am
concerned that there may be different standards for different reviewers which may be seen as
uneven enforcement, a concern we have seen with community development over the years.
The fact that you need to issue a survey is proof you know little of what to do. Live within your
budget, hire more organized people. You should be asking how much people value what you do.
You might not be as important as you think...
While I generally think it is reasonable to charge modest fees for these inspections, ACFR-
Prevention and the Board of Supervisors must be EXTREMELY careful that things do not get out
of hand as they have in the Community Development Department. Fire Prevention is a core
government service, and nothing should be done that creates a disincentive for safety, or that
causes landowners and business owners to see ACFR as a threat or out to pile on fees (as is the
case with Community Development). As for development reviews, the site plan, SUP, BOND
FEES (!!!!) are all exorbitant already, and additional fees for ACFR will tip the scales further into
unreasonableness, and the higher fees are purportedly to cover a larger portion of the county
expenses across all departments. And child care facilities are hard enough to operate and keep
affordable for wworking families -- a $50 fee is ok, but re-insection fees, etc. can add up and
cause rates to go up, or make it harder for the owner to pay their employees a living wage
and/or provide benefits.
We simply have to support these vital services. Businesses should pay their fair share.
Albemarle County Fire Rescue Department's Prevention Division/Office of the Fire Marshal
needs to be more publically visible. Please emphasize fire marshal's efforts to assure fire works
are safe in news articles. Whenever the Board of Supervisors considers development or housing
or even new roads, the necessary requirements for plan reviews, permits, inspections, and
additional burdens on fire services should be thoroughly enumerated. You need more public
awareness.
re-inspection fees subject to bias to fail on first visit to get fee from 2nd visit(in tight budget
year). Fees too high will create an atmosphere where some my try to beg forgiveness of not
knowing law rather than honestly paying a few upfront. Can't fee your way out of this.
I think asking the public for opinion on a matter that we know little to nothing about skews the
results of the survey and , really , most people don't even know afcr exists . I realize those of us
who got the survey get the albemarle emails and I know that this connects to important public
safety issues I just wonder how many people answering the survey can see the scope of its
importance.
We have way too may things that are inspected. In the end we need to just make sure
businesses and people are properly covered-- the cost of their insurance will ensure safety. We
do not need hundreds of different things to inspect. When I read the inspection list of REQUIRED
INSPECTIONS I was ASTOUNDED. Does a 1x per year inspection guaranteed any level of safety-
NO. Just make sure businesses are liable for their actions regardless of weather or not they were
inspected. Huge lists of required "STUFF" is a HUGE BUSINESS IMPEDEMENT. Please simplify --
THAT will reduce your cost more! PS- Simplicity leads to safety through clarity.
ACFR fees should reflect the actual cost of services provided. ACFR is not a charity organization.
Aren't the employees hired to provide services to the community no matter what it is. Are you
saying the employees are working OT? If not, then if we have none of these jobs to perform
then are the employees being laid off? Charge a hour wage when it is beyond the 40 hour week.
I will watch and see if my comments move forward.
My one concern about the fee schedule for special use permits, is how it may affect non-profits,
or other organizations with very limited budgets.
For blasting permits, make the permit good for 60 days instead of the current 30 days. It would
cut down on manhours in your department.
Fees to be appropriate for effort invested; hourly rate type scale. What justifies $500 for
carnival/fair permit? What fire code sections do inspectors use for carnival/fair? Index list
carnival/fair as type of assembly; thus should cover under assembly permit, or tent permit if
over 50 customers inside tent. Most carnival/fair concerns covered by health,
building/electrical/mechanical, amusement ride inspections; rather than fire code (unless
activities using fire or pyrotechnics). Does $200 private hydrant inspection include code required
TEST, instead of customer arranging own/private party flow tests, etc.? If so, county should not
compete with private services. If not, $200 too high! I own property in Albemarle, and am
familiar with Virginia fire code.
Albemarle is looking for an huge increase in fireworks fees. It's wrong since Fairfax does most of
the work. If the Fire Marshalls would study the rules more than most likely they would not need
to re-inspect.
The burden of the cost should be with those entities being inspected/reviewed.
All these proposed fees are reasonable, service-specific and well thought out based on
community input. Well done!
Instead of increasing fees, have you looked into how you can reduce costs? There is always a
way to better allocate time and resources. Lets look at trimming fat, not adding more fees.
Virginia Statewide Fire Prevention Code TABLE 107.2
DESCRIPTION
Current
Albemarle
County
Proposed
Albemarle
County
Percentage
Change
Aerosol products. Yes - $175 Yes - $200 14 %
Amusement buildings. No Yes-$200 New Fee
Aviation facilities. No Yes -$200 New Fee
Carnivals and fairs. No Yes -$200 New Fee
Cellulose nitrate film. No Yes -$200 New Fee
Combustible dust-producing operations. No Yes -$200 New Fee
Combustible fibers. Yes -$100 Yes -$200 100%
Compressed gas. Yes -$175 Yes -$200 14 %
Covered and open mall buildings. No Yes $200 New Fee
Cryogenic fluids. Yes -$175 Yes -$200 14 %
Cutting and welding. Yes -$100 Yes -$100 0%
Dry cleaning plants. Yes -$100 Yes -$200 100%
Exhibits and trade shows. No Yes -$200 New Fee
Explosives, fireworks, and pyrotechnics. Manufacture, storage, handling, sale
of explosives, explosive materials and pyrotechnics requires annual permit and
facility inspection with associated fees. Use of explosives/ blasting requires a use
permit every 30 days with associated fees. Fireworks and Pyrotechnic special effects
require either wholesale (60 days), retail (60 days) or use/display (per event 1 day)
Yes - $75 to $300 Yes $200 to $600
14% for fixed
facility;
up to 700% for
Firework Displays
Fire hydrants and valves. No Yes - $100 New Fee
Flammable and combustible liquids. Yes -$175 Yes -$200 14 %
Floor finishing. No Yes - $100 New Fee
Fruit and crop ripening. No Yes - $200 New Fee
Fumigation, thermal and insecticidal fogging. No Yes -$200 (annual)
$75 (event) New Fee
Hazardous materials. Yes -$175 Yes -$200 14 %
Increase/Decrease Percentage Comparison of Current to Proposed Albemarle
Fire Rescue/Office of the Fire Marshal/Fire Prevention Fees
HPM facilities. Yes -$175 Yes - $200 14 %
High piled storage. No Yes -$ 200 New Fee
Hot work operations. Yes -$100 Yes - $100 - $200 0% to 100%
Industrial ovens. No Yes -$200 New Fee
Lumber yards and woodworking plants. Yes -$100 Yes -$200 100%
Liquid-fueled or gas-fueled vehicles or equipment in assembly buildings. No Yes -$200 New Fee
LP-gas. Yes -$175 Yes -$200 14 %
Magnesium. No Yes -$200 New fee
Miscellaneous combustible storage. No Yes -$200 New Fee
Open burning. Yes -$325
(land clearing only)
Yes -$500
(land clearing only) 54%
Open flames and candles. Yes -$100 Yes -$100 to $200 100%
Open flames and torches. No Yes -$100 New Fee
Organic coatings. No Yes -$200 New Fee
Places of assembly. No Yes -$200 New Fee
Private fire hydrants. No Yes -$200 New Fee
Pyrotechnic special effects material. Yes - $75 to $300 Yes -$200 -33% to 166%
Pyroxylin plastics. No Yes -$200 New Fee
Refrigeration equipment No Yes -$200 New Fee
Repair garages and service stations. No Yes -$200 New Fee
Rooftop heliports. No Yes -$200 New Fee
Spraying or dipping. No Yes-$200 (fixed facility)
$100 (per event) New Fee
Storage of scrap tires and tire byproducts. Yes -$100 Yes - $200 100%
Temporary membrane structures and tents. Permit good for 30 days with a
maximum of 5 renewals (10 days total) allowed before tent must come down. Yes -$100 Yes $100 to $300 0% to 300%
Tire-rebuilding plants. Yes -$100 Yes -$200 100%
Waste handling. Yes -$100 Yes -$200 100%
Wood products No Yes - $200 New Fee
Additional Information for Comparison:
There were several permits listed in the code that we did not have a fee for prior to this proposal.
In general, the majority of the fees, such as Hazardous Materials increased by 14% mainly due to no adjustments in over ten years.
The larger increases, such as 700% for firework displays, are to cover the actual costs incurred by ACFR delivering these permits and
associated complaints surrounding them.
Some of the 100% changes are to bring permit fees uniform across the board for similar functions and costs.
RESOLUTION
WHEREAS, pursuant to Virginia Code § 27-97, the Board has adopted the Virginia
Statewide Fire Prevention Code as set forth in § 6-200 of the Albemarle County Code; and
WHEREAS, the Board is authorized b y Virginia Code § 27-98 to establish such
procedures or requirements as m ay be necessary for the adm inistration and enforcement
of the Virginia Statewide Fire Prevention Code; and
WHEREAS, the Board is authorized by County Code § 6-203 to establish fees in
order to defray the cost of such adm inistration, enforcement and appeals.
NOW, THEREFORE, BE IT RESOLVED that the Albemarle County Board of
Supervisors hereby adopts the Albemarle County Fire Rescue Office of the Fire Marshal
Fee Schedule, attached hereto, to be effective on and after May 15, 2015.
I, Ella W. Jordan, do hereby certify that the foregoing writing is a true, correct copy of
a Resolution duly adopted by the Board of Supervisors of Albemarle County, Virginia, by a
vote of _____ to _____, as recorded below, at a regular meeting held on
____________________.
_______________________________
Clerk, Board of County Supervisors
Aye Nay
Mr. Boyd ____ ____
Ms. Dittmar ____ ____
Ms. Mallek ____ ____
Ms. McKeel ____ ____
Ms. Palmer ____ ____
Mr. Sheffield ____ ____
DESCRIPTION PERMIT REQUIRED
(Yes or No)
PERMIT FEE
INSPECTION
FEE
Aerosol products. An operational permit is required to manufacture, store or handle an
aggregate quantity of Level 2 or Level 3 aerosol products in excess of 500 pounds (227 kg) net
weight.
Yes
(annual/per location) $200 See inspection
fee below
Amusement buildings. An operational permit is required to operate a special amusement
building.
Yes
(Fixed–Annual/location or
mobile–30 days/location)
$200 See inspection
fee below
Aviation facilities. An operational permit is required to use a Group H or Group S occupancy for
aircraft servicing or repair and aircraft fuel-servicing vehicles. Additional permits required by other
sections of this code include, but are not limited to, hot work, hazardous materials and flammable
or combustible finishes.
Yes
(annual/per location) $200 See inspection
fee below
Carnivals and fairs. An operational permit is required to conduct a carnival or fair.
Yes
(30 days/location) $200 No
Cellulose nitrate film. An operational permit is required to store, handle or use cellulose
nitrate film in a Group A occupancy. Yes
(annual/per location) $200 See inspection
fee below
Combustible dust-producing operations. An operational permit is required to operate a
grain elevator, flour starch mill, feed mill, or a plant pulverizing aluminum, coal, cocoa,
magnesium, spices or sugar, or other operations producing combustible dusts as defined in
Chapter 2.
Yes
(annual/per location) $200 See inspection
fee below
Combustible fibers. An operational permit is required for the storage and handling of
combustible fibers in quantities greater than 100 cubic feet (2.8 m3).
Exception: An operational permit is not required for agricultural storage.
Yes
(annual/per location) $200 See inspection
fee below
Compressed gas. An operational permit is required for the storage, use or handling at normal
temperature and pressure (NTP) of compressed gases in excess of the amounts listed below.
Exception: Vehicles equipped for and using compressed gas as a fuel for propelling the
vehicle.
PERMIT AMOUNTS FOR COMPRESSED GASES
TYPE OF GAS AMOUNT (cubic feet at NTP)
Corrosive 200
Flammable (except cryogenic fluids and liquefied petroleum gases) 200
Highly toxic Any amount
Inert and simple asphyxiant 6,000
Oxidizing (including oxygen) 504
Pyrophoric Any amount
Toxic Any amount
For SI: 1 cubic foot = 0.02832 m3.
Yes
(annual/per location) $200 See inspection
fee below
Covered and open mall buildings. An operational permit is required for:
1. The placement of retail fixtures and displays, concession equipment, displays of highly
combustible goods and similar items in the mall.
2. The display of liquid-fired or gas-fired equipment in the mall.
3. The use of open-flame or flame-producing equipment in the mall.
Yes
(annual/per location) $200 See inspection
fee below
Cryogenic fluids. An operational permit is required to produce, store, transport onsite, use,
handle or dispense cryogenic fluids in excess of the amounts listed below.
Exception: Operational permits are not required for vehicles equipped for and using cryogenic
fluids as a fuel for propelling the vehicle or for refrigerating the lading.
PERMIT AMOUNTS FOR CRYOGENIC FLUIDS
TYPE OF CRYOGENIC INSIDE BUILDING OUTSIDE BUILDING
FLUID (gallons) (gallons)
Flammable More than 1 60
Inert 60 500
Oxidizing (includes oxygen) 10 50
Physical or health hazard Any amount Any amount
not indicated above
For SI: 1 gallon = 3.785 L.
Yes
(annual/per location) $200 See inspection
fee below
ALBEMARLE COUNTY FIRE RESCUE /OFFICE OF THE FIRE MARSHAL
FEE SCHEDULE (Effective May 15, 2015)
(Virginia Statewide Fire Prevention Code Table 107.2)
Cutting and welding. An operational permit is required to conduct cutting or welding
operations within the jurisdiction.
Yes
(per event/location) $100 No
Dry cleaning plants. An operational permit is required to engage in the business of dry
cleaning or to change to a more hazardous cleaning solvent used in existing dry cleaning
equipment.
Yes
(annual/per location) $200 See inspection
fee below
Exhibits and trade shows. An operational permit is required to operate exhibits and trade
shows.
Yes
(per event/location) $200 See inspection
fee below
Explosives, fireworks, and pyrotechnics. An operational permit is required for the manu-
facture, storage, handling, sale or use of any quantity of explosive, explosive materials, fireworks,
pyrotechnic special effects, or pyrotechnic special effects material within the scope of Chapter 56.
Exception: Storage in Group R-3 or R-5 occupancies of smokeless propel lant, black powder
and small arms primers for personal use, not for resale, and in accordance with the quantity
limitations and conditions set forth in Section 5601.1, exception numbers four and twelve.
Note: Manufacture, storage, handling, sale of e xplosives, explosive materials and
pyrotechnics requires annual permit and facility inspection with associated fees.
Use of explosives/blasting requires a use permit every 30 days with associated fees.
Fireworks and Pyrotechnic special effects require either wholesale (60 days), retail (60
days) or use/display (per event 1 day)
Fixed Facility: Yes:
(annual/location)
Site Storage: in addition
to use (30 days)
Use/ Blasting : Yes (per
event – 30 days
maximum/location)
Wholesale (fireworks):
Yes (60 days/location)
Retail (fireworks): yes (60
days/location)
Display/Use (fireworks):
Yes (per event 1
day/location)
$200
---------------------
$200
---------------------
$500
---------------------
$500
---------------------
$600
See inspection
fee below
No
No
___________
See inspection
fee below
No
Fire hydrants and valves. An operational permit is required to use or operate fire
hydrants or valves intended for fire suppression purposes that are installed on water systems and
accessible to a fire apparatus access road that is open to or generally used by the public.
Exception: An operational permit is not required for authorized employees of the water company
that supplies the system or the fire department to use or operate fire hydrants or valves.
Yes
(per event/location) $100 No
Flammable and combustible liquids. An operational permit is required:
1. To use or operate a pipeline for the transportation within facilities of flammable or
combustible liquids. This requirement shall not apply to the offsite transportation in
pipelines regulated by the Department of Transportation (DOTn) nor does it apply to
piping systems.
2. To store, handle or use Class I liquids in excess of 5 gallons (19 L) in a building or in
excess of 10 gallons (37.9 L) outside of a building, except that a permit is not required for
the following:
2.1. The storage or use of Class I liquids in the fuel tank of a motor vehicle, aircraft,
motorboat, mobile power plant or mobile heating plant, unless such storage, in the
opinion of the fire official, would cause an unsafe condition.
2.2. The storage or use of paints, oils, varnishes or similar flammable mixtures when
such liquids are stored for maintenance, painting or similar purposes for a period of
not more than 30 days.
3. To store, handle or use Class II or Class IIIA liquids in excess of 25 gallons (95 L) in a
building or in excess of 60 gallons (227 L) outside a building, except for fuel oil used in
connection with oil-burning equipment.
4. To remove Class I or Class II liquids from an underground storage tank used for fueling
motor vehicles by any means other than the approved, stationary on-site pumps normally
used for dispensing purposes.
5. To operate tank vehicles, equipment, tanks, plants, terminals, wells, fuel- dispensing
stations, refineries, distilleries and similar facilities where flammable and combustible liquids
are produced, processed, transported, stored, dispensed or used.
6. To install, alter, remove, abandon, place temporarily out of service (for more than 90
days) or otherwise dispose of an underground, protected above-ground or above-ground
flammable or combustible liquid tank.
7. To change the type of contents stored in a flammable or combustible liquid tank to a
material that poses a greater hazard than that for which the tank was designed and
constructed.
8. To manufacture, process, blend or refine flammable or combustible liquids.
Yes
(annual/per location)
$200
See inspection
fee below
Floor finishing. An operational permit is required for floor finishing or surfacing operations
exceeding 350 square feet (33 m2) using Class I or Class II liquids. Yes (30
days/location) $75 No
Fruit and crop ripening. An operational permit is required to operate a fruit-ripening or
crop-ripening facility or conduct a fruit-ripening process using ethylene gas. Yes
(annual/per location) $200 See inspection
fee below
Fumigation, thermal and insecticidal fogging. An operational permit is required to operate a
business of fumigation, thermal or insecticidal fogging and to maintain a room, vault or chamber in
which a toxic or flammable fumigant is used.
Yes (annual for
facility/ location)
(per event/location)
$200 (annual)
$75 (event)
Facility :
See inspection
fee below
Hazardous materials. An operational permit is required to store, transport on site, dispense, use
or handle hazardous materials in excess of the amounts listed below.
PERMIT AMOUNTS FOR HAZARDOUS MATERIALS
TYPE OF MATERIAL AMOUNT
Combustible liquids See flammable and combustible liquids
Corrosive materials
Gases See compressed gases
Liquids 55 gallons
Solids 1000 pounds
Explosive materials See explosives
Flammable materials
Gases See compressed gases
Liquids See flammable and combustible liquids
Solids 100 pounds
Highly toxic materials
Gases See compressed gases
Liquids Any amount
Solids Any amount
Oxidizing materials
Gases See compressed gases
Liquids
Class 4 Any amount
Class 3 1 gallona
Class 2 10 gallons
Class 1 55 gallons
Solids
Class 4 Any amount
Class 3 10 poundsb
Class 2 100 pounds
Class 1 500 pounds
Organic peroxides Liquids
Class I Any amount
Class II Any amount
Class III 1 gallon
Class IV 2 gallons
Class V No permit required Solids
Class I Any amount
Class II Any amount
Class III 10 pounds
Class IV 20 pounds
Class V No permit required
Pyrophoric materials
Gases See compressed gases
Liquids Any amount
Solids Any amount
Toxic materials
Gases See compressed gases
Liquids 10 gallons
Solids 100 pounds
Unstable (reactive) materials
Liquids
Class 4 Any amount
Class 3 Any amount
Class 2 5 gallons
Class 1 10 gallons
Solids
Class 4 Any amount
Class 3 Any amount
Class 2 50 pounds
Class 1 100 pounds
Water reactive materials Liquids
Class 3 Any amount
Class 2 5 gallons
Class 1 55 gallons
Solids
Class 3 Any amount
Class 2 50 pounds
Class 1 500 pounds
See Note on following page
Yes (annual/per
location) $ 200 See inspection
fee below
For SI: 1 gallon = 3.785 L, 1 pound = 0.454 kg.
a. Twenty gallons when Table 5003.1.1(1) Note k applies and hazard identification signs in
accordance with Section 5003.5 are provided for quantities of 20 gallons or less.
b. Twenty pounds when Table 5003.1.1(1) Note k applies and hazard identification signs in
accordance with Section 5003.5 are provided for quantities of 200 pounds or less.
Yes
(annual/per location) $ 200 See inspection
fee below
HPM facilities. An operational permit is required to store, handle or use hazardous
production materials.
Yes
(annual/per location) $ 200 See inspection
fee below
High piled storage. An operational permit is required to use a building or portion thereof as a
high-piled storage area exceeding 500 square feet (46 m2).
Yes
(annual/per location) $ 200 See inspection
fee below
Hot work operations. An operational permit is required for hot work including,but not limited
to:
1. Public exhibitions and demonstrations where hot work is conducted.
2. Use of portable hot work equipment inside a structure.
Exception: Work that is conducted under a construction permit.
3. Fixed-site hot work equipment such as welding booths.
4. Hot work conducted within a hazardous fire area.
5. Application of roof coverings with the use of an open-flame device.
6. When approved, the fire official shall issue a permit to carry out a Hot Work Program.
This program allows approved personnel to regulate their facility’s hot work o perations.
The approved personnel shall be trained in the fire safety aspects denoted in this
chapter and shall be responsible for issuing permits requiring compliance with the
requirements found in this chapter. These permits shall be issued only to their employees
or hot work operations under their supervision.
Facility: Yes
(annual/location)
------------------
Fixed Site: Yes
(annual/location)
_________
Other: per event/location
Yes (30 day/location)
$200
_______
$200
_______
$100
See inspection
fee below
See inspection
fee below
_______
No
Industrial ovens. An operational permit is required for operation of industrial ovens
regulated by Chapter 30.
Yes (annual/per
location) $200 See inspection
fee below
Lumber yards and woodworking plants. An operational permit is required for the storage or
processing of lumber exceeding 100,000 board feet (8,333 ft3) (236 m3).
Yes (annual/per
location) $200 See inspection
fee below
Liquid-fueled or gas-fueled vehicles or equipment in assembly buildings. An operational
permit is required to display, operate or demonstrate liquid-fueled or gas-fueled vehicles or
equipment in assembly buildings.
Yes
(per event 30
days/location)
$200 See inspection
fee below
LP-gas. An operational permit is required for:
1. Storage and use of LP-gas.
Exception: An operational permit is not required for individual containers with a 500-gallon
(1893 L) water capacity or less or multiple container systems having an aggregate quantity
not exceeding 500 gallons (1893 L), serving occupancies in Group R-3.
Operation of cargo tankers that transport LP-gas.
Yes (annual/per
location) $200 See inspection
fee below
Magnesium. An operational permit is required to melt, cast, heat treat or grind more than 10
pounds (4.54 kg) of magnesium.
Yes (annual/per
location) $200 See inspection
fee below
Miscellaneous combustible storage. An operational permit is required to store in any building
or upon any premises in excess of 2,500 cubic feet (71 m3) gross volume of combustible
empty packing cases, boxes, barrels or similar containers, rubber tires, rubber, cork or similar
combustible material.
Yes (annual/per
location) $200 See inspection
fee below
Open burning. An operational permit is required for the kindling or maintaining of an open fire
or a fire on any public street, alley, road, or other public or private ground. Instructions and
stipulations of the permit shall be adhered to.
Exception: Recreational fires.
Yes (Land Clearing
Operations Only – 60
days/location)
$500 See inspection
fee below
Open flames and candles. An operational permit is required to use open flames or candles in
connection with assembly areas, dining areas of restaurants or drinking establishments. Yes (annual/per
location)
$200 (annual if
sole permit)
$100 (if ancillary
to another permit)
See inspection
fee below
Open flames and torches. An operational permit is required to remove paint with a torch; or to
use a torch or open-flame device in a wildfire risk area. Yes (per event-30
days/location) $100 See inspection
fee below
Organic coatings. An operational permit is required for any organic-coating manufacturing
operation producing more than 1 gallon (4 L) of an organic coating in one day.
Yes
(annual/per location) $200 See inspection
fee below
Places of assembly. An operational permit is required to operate a place of assembly (greater
than 50 persons)
Yes
(annual/per location) $200 See inspection
fee below
Private fire hydrants. An operational permit is required for the removal from service, use or
operation of private fire hydrants.
Exception: An operational permit is not required for private industry with trained maintenance
personnel, private fire brigade or fire departments to maintain, test and use private hydrants.
Yes
(annual/per location) $200 See inspection
fee below
Pyrotechnic special effects material. An operational permit is required for use and handling
of pyrotechnic special effects material.
Yes (per event–1
day/location) $200 See inspection
fee below
Pyroxylin plastics. An operational permit is required for storage or handling of more than 25
pounds (11 kg) of cellulose nitrate (pyroxylin) plastics and for the assembly or manufacture of
articles involving pyroxylin plastics.
Yes (annual/per
location) $200 See inspection
fee below
Refrigeration equipment. An operational permit is required to operate a mechanical refrigeration
unit or system regulated by Chapter 6.
Yes (annual/per
location) $200 See inspection
fee below
Repair garages and service stations. An operational permit is required for operation of repair
garages and automotive, marine and fleet service stations.
Note: (If in conjunction with Flammable/Combustible Liquid permit than no fee for this
permit)
Yes (annual/per
location) $200 See inspection
fee below
Rooftop heliports. An operational permit is required for the operation of a rooftop heliport. Yes (annual/per
location)
$200
See inspection
fee below
Spraying or dipping. An operational permit is required to conduct a spraying or dipping
operation utilizing flammable or combustible liquids or the application of combustible powders
regulated by Chapter 24.
Yes (annual/location)
Yes (per event /30
days /location)
$200 (fixed
facility)
$100 (per event)
See inspection
fee below
Storage of scrap tires and tire byproducts. An operational permit is required to establish,
conduct or maintain storage of scrap tires and tire byproducts that exceeds 2,500 cubic feet
(71 m3) of total volume of scrap tires and for indoor storage of tires and tire byproducts.
Yes (annual/per
location) $200 See inspection
fee below
Temporary membrane structures and tents. An operational permit is required to operate an
air-supported temporary membrane structure or a tent.
Exceptions:
1. Tents used exclusively for recreational camping purposes.
2. Tents and air-supported structures that cover an area of 900 square feet (84 m2) or less,
including all connecting areas or spaces with a common means of egress or entrance and
with an occupant load of 50 or less persons.
Note: (permit good for 30 days with a maximum of 5 renewals (total of 180 days within a
12 month period allowed before tent must come down)
Yes
( per event – good for
30 days/location)
$100 if application
received 30 days
before event
$150 if application
received 15-29
days before event
$200 if application
received 8–15
days before event
$300 if application
received 7 days or
less before event
No
Tire-rebuilding plants. An operational permit is required for the operation and maintenance
of a tire-rebuilding plant. Yes (annual/per
location) $200 See inspection
fee below
Waste handling. An operational permit is required for the operation of wrecking yards, junk
yards and waste material-handling facilities.
Yes (annual/per
location) $200 See inspection
fee below
Wood products. An operational permit is required to store chips, hogged material, lumber or
plywood in excess of 200 cubic feet (6 m3).
Yes (annual/per
location)
$200
See inspection
fee below
PURPOSE DESCRIPTION FEE
Facility Inspection Fees
(in any fixed facility requiring
a permit in Table 107. 2 of the
Fire Prevention Code)
Inspection Fee First two hours no charge
$100/hr thereafter
Required Fire Inspection for
Social Service License
(Ex: Day care/Adult Care etc)
1 – 8 persons
9 – 20 persons
21 – 50 persons
51 – 100 persons
101 – 150 persons
151 – 200 persons
201 or more persons
$25
$50
$100
$200
$300
$400
$500 plus $50 for every 100 persons over 201
Re-inspection Fee
After initial inspection, if all violations
are corrected, no charge. If not, then
each re-inspection incurs a fee until an
agreement on remediation is reached
or all violations are corrected.
$0 (violations corrected)
$100 (per inspection)
Albemarle Fire Rescue Plan
Review Fee
Site Plans
Special Use Permit
All Other
$100 (per set of plans)
$50 (per application)
$75 (per event)
Request for Fire Code
Variance/Modification and
Albemarle County Fire Code
Board of Appeals Request
Similar to the Zoning Variance and
Appeals Process to offset Cost of the
Fire Board of Appeals Operations
$350 (application fee)
ALBEMARLE COUNTY FIRE RESCUE /OFFICE OF THE FIRE MARSHAL
ADDITIONAL/MISCELLANEOUS FIRE PREVENTION FEE SCHEDULE
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Route 29 Solutions Business Assistance Program
SUBJECT/PROPOSAL/REQUEST:
Work session to consider strategies to develop a
comprehensive Business Assistance Program for
the Route 29 Solutions Program
STAFF CONTACT(S):
Foley, Catlin, Stimart
PRESENTER (S): Lee Catlin
LEGAL REVIEW: Yes
AGENDA DATE:
March 4, 2014
ACTION: INFORMATION: X
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
The Board has expressed a strong desire to consider strategies and develop a business assistance program for
businesses in the Route 29 construction areas. Staff has researched various communities in Virginia and across the
country to see what types of assistance programs were used in similar circumstances. In addition, the County has
provided a number of different opportunities to solicit input from businesses in the Route 29 corridor regarding strategies
they think could be beneficial before, during and immediately after construction. A list of assistance ideas generated from
staff’s research and from stakeholders’ input was presented to the Board in December, 2014 for its initial reaction and
discussion. Based on the Board’s direction at that meeting, staff has conducted a more detailed assessment of the
potential strategies and has prepared preliminary recommendations for the Board’s consideration during this work
session.
STRATEGIC PLAN:
Economic Prosperity: Foster an environment that stimulates diversified job creation, capital investments, and tax
revenues that support community goals.
DISCUSSION:
Following the December, 2014 Board discussion of this issue, staff refined the potential strategies into a preliminary
proposal (provided as Attachment A) for the Board’s consideration. This proposal has been shared for feedback from
the community in the following ways:
Reviewed with the Route 29 Solutions Business Assistance subcommittee
Reviewed with representatives from the Small Business Development Center (SBDC), the Senior Corps of
Retired Executives (SCORE) and the Central Virginia Partnership for Economic Development (CVPED)
Reviewed with representatives from the Greater Charlottesville Chamber of Commerce
Reviewed at drop-in opportunities at locations in the Rio intersection quadrants
The attached proposal provides an overview of the components of the draft business assistance program. Major
highlights are outlined below:
Justification for use of a comprehensive business assistance program for the Route 29 Solutions Package
Establishment of a public private partnership to manage the program
Creation of a geographic tier system to determine where specific strategies would be deployed
Recommended strategies in the following areas:
Technical assistance
Marketing
Communication
Signage
Regulatory
Some suggestions that came forward during early feedback sessions are more complex that those in the categories
above and involve significant financial and/or policy implications. The attached proposal provides background for the
Board’s review and consideration to determine if there is interest in proceeding further in any of those areas.
AGENDA TITLE: Route 29 Solutions Business Assistance Program
March 4, 2015
Page 2
Once the Board has provided final direction regarding specific strategies to be included in the business assistance
program, a full implementation schedule will be developed to establish the timeline of when the various business
assistance strategies will be deplo yed.
A draft list of possible strategies to consider was compiled based on feedback from the community and was presented
in full to the Board in December, 2014. Board members expressed interest in seeing how those individual strategies
were dealt with as this proposal moved forward. Most of those items have been incorporated into the
recommendations. The full list from December is included as Attachment B with outcomes indicated for the
information of the Board and the public.
Reference is made to a VDOT Route 29 Solutions US 29/Rio Road Benefit Cost Analysis Executive Summary
in the attached proposal. It is included as Attachment C.
BUDGET IMPACT:
While an exact budget cannot be determined until the Board provides final direction, it is anticipated that funding
would be required for the several of the marketing initiatives. Adequate funding to support those initiatives is
available from existing sources, including unexpended funds from the Economic Development budget and from
the County’s Economic Opportunity Fund. It is important to note that currently there is no source of funds
available for any type of loan or grant program.
RECOMMENDATIONS:
Staff recommends that the Board provide direction regarding the recommended business assistance strategies, as
well as any of the other strategies that fall into the category of significant financial and/or policy implications , for staff
to prepare a final proposed package to be presented to the Board in May, 2015.
ATTACHMENTS:
Attachment A – Business Assistance Program Outline
Attachment B – Initial Strategies List
Attachment C – VDOT Route 29 Solutions US 29/Rio Road Benefit Cost Analysis Executive Summary
Return to agenda
Route 29 Solutions Package Business Assistance Program Outline
Introduction/Overview
Roadways constitute an economically vital form of transportation infrastructure that have great
potential to contribute to the productivity and economic growth of a community. Road construction
projects have wide-ranging impacts that, depending on the size of the project, can affect neighborhoods
and the business community, along with road users. As construction projects become larger and of
longer duration, small businesses can be at risk for challenges arising from construction impacts.
Working proactively with small businesses to provide them with the information they need to
understand the potential impacts of a project and the available resources to manage their business
during construction is especially important.
Construction mitigation/business assistance programs are designed to limit the negative economic
impact of construction projects on surrounding businesses, from simple measures such as maintaining
access to business entrances, to more in-depth actions such as business education programs. A
comprehensive and effective construction mitigation program is important to maintain a healthy
business community and protect the tax base. It is critical to involve business owners and managers as
well as property owners in a mitigation program.
Justification for Use of Business Assistance for Route 29 Solutions
While road construction projects of varying magnitude occur on a regular basis in the County, Albemarle
is considering the implementation of a comprehensive construction mitigation program for the Route 29
Solutions Package based on a number of criteria that make this a unique circumstance, including the
following:
Duration of project – Projects in the Route 29 Solutions Package are scheduled to begin in 2015
and end in 2017, with the most significant construction occurring during the summer of 2016.
Involvement of significant number of businesses – A significant number of businesses are
located in the combined project footprints of the Route 29 Solutions Package projects, making it
a critical business district for the County and region.
Public infrastructure improvement project of benefit to the entire community – The $230
million investment will result in improved mobility and reduced traffic congestion that will have
broad benefits to the entire community and broader region.
Construction occurring along a U. S. designated highway –U.S. 29 is a major traffic artery and a
County entrance corridor, with a very significant volume of traffic passing through the corridor
daily.
Goals of the Program
Provide accurate and complete information in advance to help businesses plan for the
construction period
Provide resource expertise to support affected businesses
Create a rapid response communication network during construction that identifies critical
business issues and responds to needs of businesses
Ensure fair and equitable assistance for all qualifying businesses
Leverage opportunities for partnership – take advantage of ideas, services and relationships that
partners can offer to help businesses manage the challenges of construction
Actively engage construction contractor to positively affect business outreach and support
Implementation Team – Public/Private Partnership
Given the broad nature of the proposed assistance program and the need to bring a variety of skills and
resources together to insure success, County staff suggests the formation of a public/private partnership
to finalize program details and guide implementation, including making adjustments as the construction
projects proceed. This team would be led by the County Executive’s Office. Members of all entities
below have been briefed on the program and have had the opportunity to participate in its
development, and have indicated a willingness to provide their support.
Suggested team members:
Small Business Development Center (SBDC)
Senior Corps of Retired Executives (SCORE)
Central Virginia Partnership for Economic Development (CVPED)
Charlottesville Albemarle Chamber of Commerce
Albemarle County Economic Development Office
Albemarle County Community Development
Albemarle County Economic Development Authority
Virginia Department of Transportation
Current Efforts Already Underway
It is important to acknowledge that some construction mitigation efforts aimed at assisting businesses
are already underway as part of the Route 29 Solutions process. The team would insure that these
efforts stay on track as the project continues, in addition to implementing the new recommended
strategies.
Early engagement – several outreach efforts, including a business open house, Board of
Supervisors stakeholder meeting, and drop-in opportunities in various locations at the project
site, have been ongoing.
Business representatives serving on project advisory committees – Project Delivery Advisory
Panel (PDAP) and the Business Assistance sub committee have business representation.
Communication – information has been shared on the VDOT and County Route 29 Solutions
websites and via email and other tools.
Direct conversations – VDOT and County economic development staff continue to meet on site
and in the office with businesses to share project information and to solicit input on how to
mitigate impacts, including those related to traffic, access and parking.
Contractor Obligations
The firm selected as the design-build contractor for the Route 29 Solutions projects has contractual
obligations for supporting business activity during construction. Required specifications are detailed in
the areas of access management, signing, business communication and engagement and
emergency/incident response that will be important aspects of an overall construction mitigation
program. Responsibilities include coordination with individual businesses and other stakeholders
during construction concerning detours, pedestrian and roadway access, utility disruptions, access
limitations, and other critical activities. The Construction Mitigation Team described earlier would work
with the contractor/VDOT team to insure that these obligations are being met and that the needs of
businesses are fully considered and addressed.
Recommended Strategies
Geographic tiers – impacts will be significantly different, depending on the geographic location of
businesses along the Route 29 Corridor. This program recommends general strategies that are
appropriate for businesses located along the entire corridor, defined as Tier 1, and also targeted
strategies that are focused on the businesses specifically impacted by the Rio Interchange project ,
defined as Tier 2. While these tiers are defined below, it is important to acknowledge that there may be
an exception that places a business in Tier 2 due to significant access or other construction impacts.
Tier 1 – all businesses located in the footprint of any of the Route 29 Solutions projects as
defined by VDOT
Tier 2 – those businesses identified in the Rio Interchange project footprint as defined by VDOT
Duration - Different elements of the mitigation program will be appropriate and meaningful at various
stages of the construction projects. Some elements should be implemented as soon as possible and
should run for the entire package construction period , while others are better suited for the most
intense period of construction related to the Rio Road intersection.
Technical
Recognizing that the involved businesses have different levels of interest and desire for technical
support regarding business counseling and/or education, we would envision developing a survey
mechanism that could help us more finely tune the technical assistance element of the program.
Generally speaking, we would recommend activities in the following areas:
Preconstruction package of information for all businesses in the entire project footprint,
including construction details, single point of contact, In This Together worksheet/checklist,
Survival Toolkit, etc.
Onsite workshops on topics like building customer loyalty (rewards), mastering social media,
creating a marketing plan, etc. for businesses that would find this helpful – provide support for
businesses to broaden exposure, increase sales opportunities, and build their brand
One-on-one consulting for businesses looking to position themselves to weather a potential
slowdown in customers – expand sales channels, share costs, cut unnecessary inventory, revise
business plan, reassess financing, etc.
Program liaison to provide one stop assistance – a “go to” person who would be the first stop
for assistance
Provide targeted demographic information to help with expanded new customer identification
Peer mentor program
Explore the possibility of Chamber member discounts for Tier 2 businesses
Marketing
We see an opportunity to establish visibility and an identity for mid town Albemarle County as a vibrant
and attractive destination for shopping, dining, entertainment, etc. A coordinating marketing effort will
help tell the compelling stories of the long standing and new businesses in this district and reinforce the
concept of a well functioning shopping and entertainment district that is lively and accessible both
during and after construction.
Fund collective marketing campaign, including development of a group website and regular
advertising regarding construction updates and access to businesses – based on the midtown
quadrant branding approach
Create a matching grant program for business-specific construction-based advertising
Develop advertising templates and ideas to distribute to businesses
Host “marketing bootcamp” programs on site - open and free to all interested business owners
– for the duration of the project
Plan a Buy local campaign – identify local businesses along the corridor to channel work to once
construction begins such as sign makers, restaurants, print shops, etc. - encourage lunch
promotions, etc. for construction workers, create reoccurring business
Work with the Chamber to encourage sponsorship of After Hours events, coordination of a
coupon book for midtown businesses, and other appropriate Chamber support activities,
including consideration of a business passport program to maintain customer traffic
Communication
Effective two-way communication is obviously a very critical element of a Construction Mitigation
program. Many elements of business communication are incorporated in VDOT’s overall
communication plan, but the following outlines some additional targeted strategies to insure good
communications.
Establish project space at the new Northside Library – provide regular on-site project briefings,
including extensive face to face communication opportunities during construction
Provide weekly emailed updates with graphics and photos to keep business owners and
customers abreast of construction status – businesses can resend or post to their own websites
Perform outreach in cooperation with business owners to provide access maps in advance of
and during construction
Coordinate with the comprehensive communications effort well in advance of construction –
posters, flyers, email blasts, etc. - partner with businesses ahead of time to alert/prepare
customers
Establish a clear and immediate line of communication between businesses and project team –
VDOT and County Economic Development staff to be the “front lines”
Create a Get – Around Guide/ Map that helps people navigate the area during construction
assures people that they can find their way around
Work closely with GPS services such as Google Maps to communicate pertinent traffic
information
Recruit business block captains (at least one per quadrant) that meet regularly with project staff
on site and serve as a sounding board for issues – does not lessen the need for regular
communication and outreach with all businesses in the construction area
Conduct regular surveys of businesses and citizens to measure effectiveness of communications
Signage
The County recognizes the importance of effective signage as a key component of the overall
Construction Impact Mitigation Program and is working proactively with VDOT and PDAP on all
aspects of signing/wayfinding for the construction projects
The signage needs are being assessed in three project phases – temporary signage for
businesses whose signs will be removed; temporary signage for businesses in the affected area
during construction; and changes to permanent signage for businesses in the affected area.
The Business Assistance Team outlined above will continue to work closely with those involved
in the signage effort to insure that the needs of establishments in the corridor are being met.
Regulatory
Propose use of expedited review with single point of contact for non-legislative processes, i.e.
zoning clearances, site plans, signage, ARB review, for existing Tier 2 businesses for duration of
Route 29 Solutions package construction – specific details would need to clarified if this is an
area of interest for the Board.
Longer term, the Places 29 small area plan can greatly assist in this by working with the property
owners in establishing zoning standards that avoid or reduce the need for rezoning applications,
special use permits, waivers or variations. This reduces both time and uncertainty for property
owners, as well as gives a better understanding of the long-term plan for the neighborhood.
Strategies with Significant Financial/Policy Implications
The strategies mentioned in the categories above are fairly standard in construction mitigation
programs researched, and staff believes they could be implemented with reasonable ease and within
identified funding sources. Several of the suggestions that came forward during our input sessions,
primarily those to do with tax relief and/or other forms of financial compensation and those involving an
economic analysis, are more complex and involve significant financial and/or policy implications. These
types of strategies are much less common among the communities researched than the items discussed
earlier. Rather than attempting to incorporate those items into the recommendations section above,
staff is providing background for the Board’s review and consideration to determine if there is interest in
proceeding further in any of these areas.
Enterprise zone or other specialized zones - There are several federal and state programs that use
geography for specifying economic levels of support, including local incentives such as BPOL reduction.
Both the federal HUB zone and Enterprise zone have requirements that tie to Census tracts with defined
poverty thresholds (or high unemployment areas) and do not fit the circumstances of these construction
projects. These zones are tied to job creation and qualified investments to commercial, industrial and
mixed use buildings or facilities, and incentives are not available for personal service , retail, food and
beverage positions and thus do not fit the business assistance associated with roadway construction.
There are other state economic tools that also tie to a geographic definition: 1) Tourism Development
zone, 2) Technology Zone and 3) Defense Enterprise Zones. These programs offer resources that also are
based on expected investments and job creation from either existing enterprise expansion or new
enterprise location and are not available tools to assist retail enterprise in a construction impact
scenario.
Tax relief – Some form of tax relief has been suggested for businesses affected by road construction.
State law does not enable localities to offer property tax relief in this instance. In fact, a temporary local
property tax reduction, not offered County-wide, would violate Article X, Section 1 of the Virginia
Constitution, which provides (with limited exceptions): “All property, except as hereinafter provided,
shall be taxed. All taxes shall be levied and collected under general laws and shall be uniform upon the
same class of subjects within the territorial limits of the authority levying the tax.” Action by the
General Assembly and an amendment to the Virginia Constitution would be required to enable this
option.
While tax relief is not immediately possible in this instance, other mechanisms for providing financial
assistance are possible if the Board is interested in exploring any of these options. Many of these
options would likely involve working through the Albemarle County Economic Development Authority as
a funding entity because the County itself is not legally able to act in that role.
Line of Credit – This involves establishing a credit source to help with cash flow during construction and
is a source of funds to be used at the business owner’s discretion based on need. Some communities
have secured a line of credit that could then be used to distribute funds to business owners through a
mechanism like the County’s EDA or have acted as a guarantor for a line of credit from other sources.
Many communities have acted in more of a facilitator role to connect business owners with willing
financial institutions.
Loans – (carries an expectation of repayment ) - Several communities involved with major rail
construction projects have established their own loan programs, most with an element of forgiveness
built in. Some examples:
Businesses apply to the City of St. Paul for loans supporting their efforts to secure new parking,
create new parking, and find ways to share parking with other businesses. The city has pledged
to forgive at least half of the loans they are able to fund.
Forgivable loan program – to quality, small businesses must be able to produce records showing
a loss of revenues directly correlated to construction impacts by submitting three years of tax
returns – forgivable loans are limited to $20,000 for which 20% is forgivable each year the
recipient remains in business
Direct compensation and grants – (distributed without expectation of repayment ) – Several
communities involved with major rail construction projects have established their own grant programs,
some focused on funding business improvements and some focused on addressing business
interruptions. In many cases, decision to directly distribute funds was made on a case-by-case basis and
only if the construction project included unexpected closures or extended well beyond the scheduled
end date.
Some jurisdictions offer façade grants to help businesses improve the exterior of their facilities,
believing that businesses may have a better opportunity to renovate or remodel while traffic to
their store is impacted as a result of the construction project.
In a rail project in Seattle, local transportation planners set aside $50 million for the Rainier
Valley Community Development Fund. Within that allocation, $12 million was dedicated to
grants for business interruption grants. Such grants reimbursed business owners for loss of
revenue during the construction period. Loss is calculated by subtracting the revenue during the
construction period to revenue during a comparable period of time.
The County’s role in implementing these types of financing options could range from serving as a
facilitator in helping interested businesses connect to potential sources to actual involvement in
providing loans and grants through the Albemarle County EDA. Staff has made preliminary contact with
several financing providers, including the Virginia Small Business Financing Authority Micro Loan
Program and Virginia Community Capital, regarding the possibilities of adapting or developing a lending
program that can assist with the cash flow needs of businesses along US 29 during the construction
period, and will continue those discussions depending on the Board’s direction. It is important to note
that currently there is no source of funds available to funnel through the EDA for a loan or grant
program.
Economic Impact Analysis:
Some of the input received during our outreach focused on the idea of conducting an economic impact
analysis. VDOT has already prepared a Benefit-Cost Analysis on the US 29/Rio Road Grade Separated
Intersection project to determine the cost effectiveness of the project as requested by the Federal
Highway Administration (FHWA). An executive summary of that report is included as Attachment C, a
complete copy is available from VDOT. Details on that report are provided below.
VDOT’s Route 29 Solutions US 29/Rio Road GSI Benefit-Cost Analysis - The Federal Highway
Administration (FHWA) requested further analysis of the US 29/Rio Road Grade Separated
Intersection project to determine the cost effectiveness of the project. This document was
developed to meet the level of information requested by the FHWA. The benefit-cost analysis
demonstrates that the US 29/Rio Road Grade Separated Intersection Project has value that
exceeds the estimated project costs (adjusted for inflation) with benefit-cost ratios of 1.93 and
6.38 for the 22 year and 50 year analysis period respectively. In addition, there are several
factors which further enhance the projects’ value, which are less quantifiable, including
(1)providing pedestrian crosswalks across Rio Road and Route 29, (2)removing vehicles from
signalized intersections, thereby reducing crash frequency, (3)reducing fuel consumption by
decreasing stop and go traffic, and (4)reducing emissions by reducing stop and go traffic.
If the Board is interested in pursuing an additional economic impact analysis, below is some background
on measuring the economic impact of transportation projects. This information is summarized from
reports published by the Transportation Research Board of the National Research Council and the
Federal Highway Administration. Full reports are available on request.
Major reasons/purposes for undertaking an economic impact analysis:
Guide decision making to maximize benefits of public investments – evaluate the relative
benefits and costs of alternative options for constructing facilities, providing services or
maintaining the status quo – which is the best alternative or option
Provide an objective evaluation of the economic value of maintaining an existing facility or
service or constructing a new facility or service
Ensure that projects are appropriately designed with recognition of both positive and negative
economic impacts
Types of impacts that should be measured and the ways in which they should be counted depend on the
purpose of the analysis. As a general framework, highway impact assessments have three parts: (1)
measuring gross change in economic growth, (2) isolating the component of change that is over and
above existing trends, and (3) determining causation between the highway and the economic change.
Several basic factors must be addressed in a meaningful study:
Impact measures – there are several different measurement indicators of economic activity
spanning property values, construction, employment and income – use of multiple indicators is
important
Data sources and analysis methods – appropriate data resources include public data at the
federal, state, regional and local level and private data. There are different approaches to
analysis ranging from complex statistical methods to simple survey comparisons.
Time dimension – economic impacts have an important time dimension – property transactions
tend to be a leading indicator followed by building permits, private investment and construction
activity. This is followed later by jobs and income. Impacts must be measured over a time span
that will most effectively capture the changes in each indictor
Geographic dimension – The geographic scale of the study also is important since it can affect
the magnitude of observed impact and the extent to which they reflect significant shifts
between areas
Causality – a simple measure of the economic changes in an area before and after a highway
project is not adequate to establish that the project caused the changes – must also look at
changes in trends using comparison areas, i.e. general economic conditions, seasonal variations,
etc.
Potential Strategies for Route 29 Solutions Business Assistance Program
Technical Support
Develop a Survival Toolkit to serve as an advance planning guide for businesses including a
“Construction Readiness” checklist - included in final recommendations
Provide business counseling and technical expertise on site before and during construction
included in final recommendations
Assist businesses in developing customer loyalty strategies - customer contact information
starting now so that businesses have an effective way to keep in touch during construction
included in final recommendations
Wayfinding & Signage – all recommendations forwarded to VDOT staff and PDAP who are currently
reviewing signage considerations
Signage – both for individual businesses and for broader navigation – permanent directional
signs at the local-express split, midtown exit signage
Make sure well-defined travel alternatives are in place
Provide accurate information about alternative routes
Descriptive signage that gives clear directions for business access during construction - “This
way to…”
Create effective temporary signage – visible and easy to read – branded and coordinated with
marketing efforts
Investigate usage of electronic wayfinding signage
Consider modifications to the county’s sign regulations
Marketing
Produce Public Service Announcements (PSAs) from community leaders encouraging loyalty to
businesses during construction included in final recommendations-
Plan a Buy local campaign – identify local businesses along the corridor to channel work to once
construction begins such as sign makers, restaurants, print shops, etc. - encourage lunch
promotions, etc. for construction workers, create reoccurring business - included in final
recommendations
Identify a pool of marketing, advertising and design firms to provide discounted or pro bono
assistance, develop a focused marketing plan and media/social media campaign included in final
recommendations -
Marketing campaign focused on “Get to Know Midtown” – feature different businesses included
in final recommendations-
Develop a matching grant program that provides support for group advertising initiatives –
significant need for assistance with television advertising - included in final recommendations
Develop coupon books that can be used at targeted businesses – suggested as partnership
opportunity for Chamber of Commerce and/or other business organizations
Coordinate events to draw people to the area during construction – concert series like Fridays
After Five, “Saturdays in the Square” at Albemarle Square, local bands, artisan venues, etc.
suggested as partnership opportunity for Chamber of Commerce and/or other business
organizations -
Communications – all communications strategies either incorporated into proposed Construction
Mitigation Program or already included in VDOT overall Route 29 Solutions Communications Plan
Encourage the business community to engage its customers for support; build community up,
appeal to our common interest in a strong local economy
Enlist local media as active communications partners
Comprehensive communications effort well in advance of construction – posters, flyers, email
blasts, etc. - coordinated with businesses ahead of time to alert/prepare customers
Establish a clear and immediate line of communication between businesses and project team –
hot line
Create a Get – Around Guide/ Map that helps people navigate the area during construction, use
real time app to assure people that they can find their way around
Send Regular AMail announcements during construction regarding significant construction
situations
Include tax inserts with semi or annual updates
Business block captains that meet regularly with project staff on site – establish office/meeting
space in the new Northside Library
Communicate with neighborhood associations to build mutual support – “we are in this
together “- Sponsored breakfast meetings where businesses can communicate directly with
neighbors
Focus on “community assistance”, not just business assistance
Financial/Regulatory
Consider expediting development review/approval processes for businesses in the construction
areas - included in proposed Construction Mitigation Program
Conduct economic impact study – options to be reviewed with the Board of Supervisors
Research what the vacancy rate is for Route 29 right now – what is the baseline? options to be
reviewed with the Board of Supervisors
Procurement – divert County expenditures to support impacted businesses - options to be
reviewed with the Board of Supervisors
County as a partner in negotiating with landlords options to be reviewed with the Board of
Supervisors -
Consider temporary tax relief – real estate taxes, BPOL, sales tax free zone – conduct a tax
analysis to see what would be truly meaningful - options to be reviewed with the Board of
Supervisors
Designate “Enterprise Zones” to encourage development or redevelopment in the immediate
area, to include real estate and Business/Professional/Occupational Licenses (BPOL) tax
abatement, no application fees, no tap fees, and other benefits as appropriate. - options to be
reviewed with the Board of Supervisors
Secure lines of credit for businesses in affected area - options are available including the County
securing a Line of Credit that could then be used to distribute funds to business owners or
businesses approaching their banks to secure a line of credit to help with cash flow the year of
construction – toolkit could list willing banks and bankers to contact and could list SBA loan
information - options to be reviewed with the Board of Supervisors
As of: December 17, 2014
Route 29 Solutions US 29/Rio Road GSI Benefit‐Cost
Analysis
Background
The Federal Highway Administration (FHWA) has requested further analysis of the US 29/Rio Road
Grade Separated Intersection project to determine the cost effectiveness of the project. This document
was developed to meet the level of information requested by the FHWA. The level of analysis was
discussed between VDOT and FHWA officials and it was determined that a simple benefit‐cost analysis,
focusing solely on Average Daily Traffic (ADT) volumes and comparisons of travel time was appropriate.
Data
The data used for the analysis was developed by consultants to VDOT for the development of the US
29/Rio Road GSI project. This data includes summary ADT figures developed by Michael Baker Jr., Inc.
and summary Synchro and VISSIM files developed by Parsons Brinckerhoff. The data is included as
Attachment C and Attachment D respectively.
Analysis
The benefit cost ratio was developed by analyzing the northbound travel times and southbound travel
times for the 2018 and 2040 build conditions and comparing them with the travel times in the no‐build
conditions. Average daily time savings derived from comparison of the no‐build and build conditions
were calculated. The average daily time savings were used to develop a median average daily time
savings for 2018 and 2040. The average daily time savings was multiplied by the number of days in a
year, then by the duration (22 years and 50 years), then multiplied by a hybrid average per‐capita hourly
income for Albemarle County and Virginia (local and non‐local) to arrive at the monetary value of the
overall time savings. The initial project cost, represented by the current project cost estimate, was
grown by 2% annually to account for inflation. The hybrid per‐capita income was similarly grown by 2%
to account for cost of living increases tied to inflation (2% annually). The benefit‐cost ratio was then
developed by dividing the monetary value of the overall time savings by the initial investment. The
benefit‐cost ratio is provided for both the unadjusted and adjusted (for inflation) initial project
investment.
Summary
The benefit‐cost analysis demonstrates that the US 29/Rio Road Grade Separated Intersection project
has value that exceeds the estimated project cost (adjusted for inflation) with benefit‐cost ratios of 1.93
and 6.38 for the 22 year and 50 year analysis period respectively. In addition, there are several factors
which further enhance the project’s value which are less quantifiable including: 1) providing pedestrian
crosswalks across Rio Road and Route 29, 2) removing vehicles from signalized intersections thereby
As of: December 17, 2014
reducing crash frequency, 3) reducing fuel consumption by decreasing stop‐and‐go traffic, and 4)
reducing emissions by reducing stop‐and‐go traffic.
Attachments
The following files were used for the development of this analysis:
Attachment A – US 29/Rio Road GSI Benefit Cost Analysis – Build vs. No‐Build
Attachment B – ADT Output Data
Attachment C – Comparison of US 29 Arterial Operation
Attachment D – Comparison of Synchro Average Delay by Movement
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Phase 1 Route 29 Solutions Business Signage Impacts
SUBJECT/PROPOSAL/REQUEST:
Resolution of Intent and Work Session to address Phase
1 Route 29 Solutions Business Signage Impacts
STAFF CONTACT(S):
Foley, Walker, Davis, Kamptner, McCulley, Wright,
Burbage
PRESENTER (S): Amelia McCulley, Amanda Burbage
LEGAL REVIEW: Yes
AGENDA DATE:
March 4, 2015
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
Beginning as early as spring 2015, VDOT will begin utility relocation in preparation for the construction of the grade-
separated interchange at the Route 29 – Rio Road intersection. A partial closure of the intersection is planned for a 103
day period from May 23, 2016 through September 2, 2016, during which traffic flow will be limited to through traffic on
Route 29, right turns from Route 29 onto Rio Road, and right turns from Rio Road onto Route 29. Outside of this 103 day
window, all construction activity will be limited to night work. According to VDOT, all business entrances will remain open
during construction, including the 103 day period.
Approximately 200 businesses (of which approximately 1/3 are in Fashion Square) are located in the affected corridor,
which extends from the southern terminus of Berkmar Drive north to Myers Drive. VDOT plans to use directional signage
in the right-of-way to guide traffic to businesses during construction. While its plans for construction signage have not been
finalized at this time, VDOT has enlisted the Route 29 Solutions Project Delivery Advisory Panel (PDAP) to provide
feedback in the development of temporary construction signage for the affected corridor. In addition, VDOT has identified
10 signs (identifying 12 businesses) that will need to be removed to accommodate utility relocation and road construction.
Removal of these signs could begin as soon as spring 2015. VDOT has begun outreach to the 12 businesses and plans to
compensate them for the loss of their signs.
The County recognizes the importance of effective signage as a key component of the County’s overall business
assistance strategy, and is focused on working proactively with VDOT and business representatives to ensure that the
County is aware of and responsive to the needs of establishments in the affected corridor.
Prior to any work beginning on the interchange project, the County has been asked to consider changes to its sign
regulations in order to accommodate businesses that may be affected by Route 29 Solutions construction. The signage
needs will be discussed in terms of three project phases.
STRATEGIC PLAN:
Economic Prosperity: Foster an environment that stimulates diversified job creation, capital investments, and tax revenues
that support community goals
DISCUSSION:
It is staff’s opinion that VDOT temporary construction signage will be most effective for wayfinding due to its highly visible
location in the right-of-way and visual consistency with other roadway signage. To compliment VDOT’s signage efforts,
staff proposes considering signage on private property in three phases:
Phase 1: Temporary Signage for Businesses Whose Signs Will Be Removed
It is staff’s opinion that the businesses whose signs will be removed will benefit most from revisions to the current
temporary sign regulations. Currently, the County’s temporary sign regulations allow:
Each “establishment” to have up to 6 temporary signs per year.
Each temporary sign to be up to 32 square feet in size, up to 12 feet in height, and as close as 5 feet to the right-
of-way.
Each temporary sign to be erected for up to 15 days.
AGENDA TITLE: Phase 1 Route 29 Solutions Business Signage Impacts
March 4, 2015
Page 2
The aggregate temporary signage for each establishment may not exceed 60 days per year. Time that a
temporary sign is up without a permit is deducted from the time allowed.
These signs are not subject to approval by the Architectural Review Board.
With their signage scheduled for removal as early as this spring, many of these businesses may choose to not replace
their permanent signs until construction is completed in late 2016. An extension of the current 60 day limit would enable
these businesses to display temporary signage until their permanent signs can be replaced.
Because this is the most time-sensitive issue, staff believes it should be considered prior to addressing other signage
needs so that new regulations are in place by the time the signs are removed. Phase 1 signage is the subject of the
attached resolution of intent. Staff has reached out to these businesses to offer assistance and to let them know that the
County will be considering changes to its temporary sign regulations to accommodate the loss of their signs. Staff is
working with VDOT to coordinate the timing for removal of existing signs with the establishment of new regulations.
Phase 2: Temporary Signage for Businesses in the Affected Area During Construction
With approximately 200 businesses in the affected area, both VDOT and County staff share concerns about the potential
for increased temporary signage on private property creating confusion in the field of vision and unsafe driving conditions
in an already visually congested construction zone. Therefore, it is the opinion of County staff that any provision to allow
additional temporary signs during construction should be very limited and focused so as to be effective. Staff also is
evaluating whether changes to the temporary sign regulations should be considered for all businesses in the affected
corridor during construction and whether these provisions should apply to similar road construction projects in the future.
Because construction is not scheduled to begin until May 2016, there is more time to seek input from the business
community on their temporary signage needs. Furthermore, because staff believes that signage located in the right-of-way
is more effective than signage located on private property during construction, staff plans to meet with stakeholders once
the VDOT signage plan has been finalized. No Board action is required on Phase 2 at this time. Once staff has the
information to formulate a recommendation, we will return to the Board for consideration. We will schedule this Board
discussion to occur by September so that any amendments could be in place by January 2016.
Phase 3: Changes to Permanent Signage for Businesses in the Affected Area
The creation of the grade-separated interchange has sparked some concern from the business community about the
visibility of permanent on-site signage once construction is complete. As the 29 Solutions project progresses and
businesses are more aware of their long-term signage needs, staff can begin to evaluate whether changes to the
permanent sign regulations should be considered for businesses in the affected corridor. Staff will seek input from the
business community on this Phase 3 issue. No Board action is required on Phase 3 at this time. Once staff has the
information to formulate a recommendation, we will return to the Board for consideration. We will schedule this Board
discussion with Phase 2 signage to occur by September.
BUDGET IMPACT:
There is a potential for a temporary increase in staff time that would be required to review temporary sign applications
associated with this Zoning Ordinance amendment.
RECOMMENDATIONS:
Staff recommends that the Board adopt the attached Resolution of Intent (Attachment A).
ATTACHMENTS:
Attachment A: Resolution of Intent to Address (Phase 1) Route 29 Solutions Business Signage Impacts
Return to agenda
RESOLUTION OF INTENT
WHEREAS, the Albemarle County Zoning Ordinance regulates temporary signs and allows each
business to obtain up to six (6) temporary sign permits per year, limits each permitted temporary sign to
be erected for not more than fifteen (15) consecutive days, and limits temporary signs being erected at a
business for more than sixty (60) days, in the aggregate, in a calendar year; and
WHEREAS, the road construction project commonly known as the “Route 29 Solutions” project
will require the removal of approximately ten (10) privately-owned permanent signs along Route 29
North between the southern terminus of Berkmar Drive and Myers Drive to the north to allow utilities to
be relocated; and
WHEREAS, the removal of these permanent signs may be as soon as Spring 2015 and the
affected businesses may prefer to not establish new permanent signs until the Route 29 Solutions project
is completed; and
WHEREAS, it may be desirable to amend the County’s regulations for temporary signs, under
suitable standards, to extend the duration for which temporary signs may be erected to allow those
businesses whose permanent signs are removed in conjunction with a road construction project to erect
temporary signs until new permanent signs are erected or the road construction project is completed,
whichever occurs first.
NOW, THEREFORE, BE IT RESOLVED THAT for purposes of public necessity,
convenience, general welfare and good zoning practices, the Albemarle County Board of Supervisors
hereby adopts a resolution of intent to consider amending Albemarle County Code § 18-4.15, Signs, and
any other sections of the Zoning Ordinance deemed to be appropriate to achieve the purposes described
herein; and
BE IT FURTHER RESOLVED THAT the Planning Commission will hold a public hearing on
the zoning text amendment proposed pursuant to this resolution of intent, and make its recommendations
to the Board of Supervisors at the earliest possible date.
* * * * *
I, Ella W. Jordan, do hereby certify that the foregoing writing is a true, correct copy of a Resolution duly
adopted by the Board of Supervisors of Albemarle County, Virginia, by a vote of _____ to _____, as
recorded below, at a regular meeting held on _________________________.
_____________________________
Clerk, Board of County Supervisors
Aye Nay
Mr. Boyd ____ ____
Ms. Dittmar ____ ____
Ms. Mallek ____ ____
Ms. McKeel ____ ____
Ms. Palmer ____ ____
Mr. Sheffield ____ ____
Page 1 of 4
Culpeper District
Albemarle County Monthly Report
March 2015
Preliminary Engineering
PROJECT LAST MILESTONE NEXT
MILESTONE AD DATE
Route 53 Safety Project –
Intersection Improvements at Route
729
Right of Way Advertisement TBD
Route 677, Broomley Road
Bridge Replacement over RR Advertisement Award December 2014
Route 250, Bridge replacement over
Little Ivy Creek Preliminary Design Public Hearing January 2016
Route 703, Pocket Lane, Unpaved
Road -- Construction State Force
Construction
Route 784 Doctors Crossing–
Unpaved Road Scoping State Force
Construction
Route 731 Keswick Road – Unpaved
Road Scoping State Force
Construction
Route 643 – Reconstruction -- Project Scoping –
2015 January 2018
Route 606 – Dickerson Rd. over
North Fork of Rivanna River -- Preliminary Design January 2020
Route 29 Solutions:
PROJECT LAST MILESTONE NEXT
MILESTONE
AD/AWARD
DATE
Route 29 and Rio Road CTB Presentation Notice to Proceed February 2015
CTB Award
Route 29 Widening, Ashwood to
Hollymeade Town Center CTB Presentation Notice to Proceed February 2015
CTB Award
Berkmar Drive Construction CTB Presentation Notice to Proceed February 2015
CTB Award
Adaptive Signals Construction Signal and Fiber
Optic N/A
Hillsdale Extended ROW Authorization Field Inspection December 2015
Hillsdale South CTB Approval TBD P.E. Only N/A
Hydraulic Road Grade Separated
Intersection CTB Approval TBD
P.E. Only N/A
Page 2 of 4
Construction Activities
Route 29 Solutions
All Route 29 Solutions projects remain on schedule.
The Route 29/250 Ramp Improvement Project (Best Buy Ramp) construction will begin Monday March 2nd.
The Project Delivery Advisory Panel held meetings on March 5th and 19th.
For the three design-build projects, VDOT will issue a Notice to Proceed to the Lane-Corman Joint Venture on
Wednesday March 4th.
The adaptive signal project continues with Phase 1 construction. Loops were recently installed at Towncenter Drive and
Timberwood Road. Controller change-outs and cabinet upgrades were recently performed at six intersections along
Route 29.
Route 29/US 250 Best Buy Ramp Widening
Scope: Construct retaining wall, sound wall, ramp widening, drainage and sidewalks.
Next Major Milestone: Construction begin March 2nd.
Contract Completion: May 21, 2016
McIntire Interchange 0250-104-103, PE101
Scope: Construct Interchange at McIntire Road and Rte. 250
Next Major Milestone: Completion of Project
Interchange has been opened to beneficial use, effective Feb. 5, 2015. Traffic is now in the Phase 3 configuration,
allowing US 250 mainline traffic to travel through the interchange unimpeded by signals, as the new bridge carries
motorists over McIntire Road. Additionally, direct access to Melbourne Road is now open as well, as the final section of
McIntire Road is open from US 250 to intersect with John Warner Parkway. Other aspects of the work performed in the
last month include placing asphalt for the Shared Use Paths, installation of railing for the Retaining Wall adjacent to the
C.A.R.S. Facility, completion of work for the new traffic signals at both ramps on each side of the new interchange,
placement of guardrail for approaches on each side of bridge and installation of permanent signage throughout the
project. Also worth noting is the ongoing work being performed to complete the Dogwood Vietnam Memorial.
Contract Completion: July 2, 2015.
Project Construction started on March 4, 2013.
Guardrail Repair GR07-967-096, N501
Scope: Guardrail repairs – on call – District wide.
Next Major Milestone: Contract Renewal – 3nd term
Contract Completion: June 30, 2015
Dick Woods Road Bridge Over Ivy Creek (NFO) 0637-002-284,C501
Scope: Bridge Replacement
Next Major Milestone: Road is closed. Complete new bridge construction.
Proposed Completion: August 4, 2015
Black Cat Road Bridge Over BBRR (NFO) 0616-002-822,B674,C501
Scope: Bridge Replacement and reconstruct approaches
Next Major Milestone: Road is closed. Complete new bridge and approach construction.
Proposed Completion: October 15, 2015
Broomely Road Bridge Over BBRR (NFO) 0677-002-823,C501,B646
Scope: Bridge replacement and reconstruct approaches
Next Major Milestone: Contract Award and Execution (approximately March 30, 2015).
Contract Completion: November 16, 2015
Rte 0053 Milton Road Turn Lane Project (NFO)0053-002-S33,C501
Scope: Construct Turn Lane.
Next Major Milestone: Bid Opening (Scheduled for March 25, 2015).
Contract Completion: July 24, 2015
I-64 Bridge Over Route 637 (NFO)0064-002-899,B602
Scope: Latex Overlay.
Next Major Milestone: Bid Opening (Scheduled for March 25, 2015).
Contract Completion: October 8, 2015
GR-9 Replacement Contract (FO) 0000-967-265,C501
Scope: Replace unapproved GR-9 End Sections.
Next Major Milestone: Receive Bids
Contract Completion:
Page 3 of 4
Incidental Concrete Replacement ADAO-967-256, N501
Scope: Replace Curb, Gutter and Sidewalks
Next Major Milestone: Begin replacement of CG-12s on Commonwealth Ave.
Contract Completion: December 31, 2015 (Contract is Renewable)
Bridge Maintenance Contract (NFO)BRDG-967-240,N501
Scope: Renewable On-call Bridge Maintenance
Next Major Milestone: Bid Submission February 25, 2015
Contract Completion: August 21, 2016
Interstate 64 ATSMS Installation
Scope: Installation of communications conduit in median from mile marker 107 (Crozet exit) to mile marker 94.
Next Major Milestone: Completion September 2015.
Contract Completion: September 2015
Plant Mix Asphalt Schedule (NFO)PM7A-967-F14,P401
Scope: Albemarle, Louisa Counties
Next Major Milestone: Has not yet re-started. Route 1721 Forest Lakes and Rte. 250 to be completed this year.
Contract Completion: November 1, 2015
Plant Mix Asphalt Schedule PM7B-967-F14, P401
Scope: Albemarle, Greene, Louisa Counties
Next Major Milestone: Has not yet re-started. 5 Sections of Rte. 631 will be completed this year.
Contract Completion: November 1, 2015
Surface Treatment Schedule ST7A-967-F14, P401
Scope: Albemarle, Greene, Fluvanna, Louisa Counties
Next Major Milestone: Eradication complete. Re-start Paving June 15, 2015 simultaneously with F15 Project. Routes
remaining in Albemarle County are: 600, 608, 619, 623, 640, 648, 762, and 842.
Contract Completion: November 1, 2015
Plant Mix Asphalt Schedule (NFO)PM7A-967-F15,P401
Scope: Culpeper, Albemarle, and Louisa Counties
Next Major Milestone: Contract award and execution.
Contract Completion: December 4, 2015
Latex Modified Emulsion Treatment (NFO)LM7A-967-F15,P401
Scope: Albemarle, Louisa Counties
Next Major Milestone: Start work March, 3, 2015
Contract Completion: October 30, 2015
Surface Treatment Schedule ST7A-967-F15, P401
Scope: Albemarle, Greene, Fluvanna, Louisa Counties
Next Major Milestone: Notice to Proceed May 18, 2015.
Contract Completion: October 30, 2015
Traffic Engineering Studies
Completed
Route 651, Wakefield Road
Operational Analysis; complete
VDOT Study Number—003-0651-20141104-026
Under Review
Route 1140, Peter Jefferson Parkway
Operational Analysis; pending
VDOT Study Number—003-1140-201412114-026
Route 22 @ 250, Louisa Road
Operational Analysis; pending
VDOT Study Number—003-0022-20150126-026
Route 240, Three Notch’d Road
Safety Study; pending
VDOT Study Number—003-0240-20150206-007
Route 1140, Peter Jefferson Parkway
Crosswalk study; pending
VDOT Study Number—003-1140-20150206-020
Page 4 of 4
Maintenance Activities
VDOT Area Headquarters crews completed the following activities during the past month. For specific route activities,
please contact the Charlottesville Residency Office.
Debris removal on 2 primary routes and 19 secondary routes
Machining of non-hard surface roads has been performed on 47 secondary routes
Drainage repairs on 1 primary route and 1 secondary route
Patching was performed on 2 primary routes and 9 secondary routes
Culvert replaced on 1 primary route
Shoulders repaired along 2 primary routes and 1 secondary route
Trimming performed on 1 primary route and 7 secondary routes
Tree removal on 6 secondary routes
Trash removal on 1 primary route and 3 secondary routes
Crews have responded to 8 winter weather events
Joel DeNunzio Virginia Department of Transportation
Charlottesville Residency Administrator 701 VDOT Way
Charlottesville, VA 22911
Memorandum
______________________________________________________________________________
TO: Members, Board of Supervisors
FROM: Travis O. Morris, Senior Deputy Clerk
DATE: February 25, 2015
SUBJECT: Boards and Commissions Vacancy and Reappointment List
______________________________________________________________________________
For information only please find attached an updated listing of vacancies for boards and commissions through
February 25, 2015.
Appointments that need to be made at this time are to the Economic Development Authority, Natural Hertiage
Committee, Pantops Community Advisory Council and Rivanna Solid Waste Authority and Rivanna Water and Sewer
Authority.
Listed below are the names of individuals who wish to be appointed the respective committees:
Economic Development Authority: Two vacancies (At-Large and Samuel Miller)
Stephen Davis
James Atkinson
Christopher Lee
Thomas Thorpe
Deborah van Eersel
Donald Long
Natural Heritage Committee: Three vacancies
Jeremy Globe
Pantops Community Advisory Council: Three vacancies
Louis Lopez
Mark Sackson
Laurel Olson
Erika Castillo
Rivanna Water and Sewer Authority and Rivanna Solid Waste Authority: Reappointment
Mike Gaffney – (Joint City/County) recommended by City 2/2/2015
View Vacancy List
Return to agenda
MEMBER
TERM
EXPIRES
NEW TERM
EXPIRES
WISH TO BE
RE-APPOINTED?
DISTRICT IF
MAGISTERIAL
APPOINTMENT
Agricultural & Forestal District Advisory Council David van Roijen 4/17/2013 4/17/2017 Ineligible Advertised, No applications recv'd
Historic Preservation Committee Eden Brown 6/4/2015 6/4/2018 Resigned Advertised, No applications recv'd
Long Range Solid Waste Solutions Advisory CommitteeWilliam Hines 11/30/2015 Resigned Advertised, 3 applications recv'd
Natural Heritage Committee DeMellon Forest 9/30/2012 9/30/2016 No Advertised, 1 applications recv'd
Natural Heritage Committee Christopher Dumler 9/30/2013 Resigned
Natural Heritage Committee Brian Morse 9/30/2013 9/30/2017 waiting for response
Natural Heritage Committee Following application received:
Jeremy Globe
Pantops Community Advisory Council Rita Krenz 6/30/2013 6/30/2016 No Advertised, 4 applications recv'd
Pantops Community Advisory Council Casey Beeghly 6/30/2015 Resigned
Pantops Community Advisory Council Amy Preddy 6/30/2014 Resigned
Pantops Community Advisory Council Following applications received:
Louis Lopez
Mark Sackson
Laurel Olson
Erika Castillo
Places 29 Community Advisory Council George Larie 1/31/2016 Resigned Advertised, 2 applications recv'd
Places 29 Community Advisory Council Following applications received:
David Slutzky
Fred Hudson
Rivanna Solid Waste Authority Mike Gaffney 12/31/2014 12/31/2016 Joint City/County City recommended 2/2/2015
Rivanna Water and Sewer Authority Mike Gaffney 12/31/2014 12/31/2016 Joint City/County City recommended 2/2/2015
Revised 2/25/2015
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Community Development Block Grant
SUBJECT/PROPOSAL/REQUEST:
Public Hearing for Proposed Submission of Block Grant
Applications and Approval of Oak Hill Phase II Sewer
Project Application
STAFF CONTACT(S):
Foley, Walker, Davis, and White
PRESENTER (S): Ron White
LEGAL REVIEW: Yes
AGENDA DATE:
March 4, 2015
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
The Virginia Community Development Block Grant (VCDBG) program is a federally-funded grant program administered by
the Virginia Department of Housing and Community Development (DHCD). Since 1982, the DHCD has provided funding
to eligible units of local government (in non-entitlement communities only) for projects that address critical community
needs, including housing, infrastructure, and economic development. Albemarle County has received numerous grants in
previous years to support housing and community improvement initiatives.
The VCDBG application process requires that two local public hearings be conducted. The first public hearing was held on
January 7, 2015, at which time information was provided on eligible activities that may be funded by a VCDBG grant, the
amount of funding estimated to be available, past activities undertaken with VCDBG funds, and the process for applying
for funding. There were two comments at the hearing; one to consider using VCDBG funds for economic development and
one to utilize VCDBG funds to provide housing for the homeless. The purpose of this public hearing is to provide
information on the proposed project application and to accept public comment on the application. Applications are
submitted by the County to DHCD; however, the proposed activities may be undertaken by other agencies. Albemarle
County can submit one or more applications, but is limited to awards totaling no more than $2.5 million.
STRATEGIC PLAN:
Critical Infrastructure: Prioritize, plan and invest in critical infrastructure that responds to past and future changes and
improves the capacity to serve community needs
DISCUSSION:
The Albemarle County Service Authority (ACSA) and residents of the Oak Hill subdivision are requesting that the
County submit an application for the Oak Hill Phase II Sewer Project. In 2010, the County received a VCDBG award
for Phase I of the project in the amount of $712,500 which resulted in the installation of approximately 5,000 feet of 8”
diameter gravity sewer pipe, manholes, and service laterals to 57 housing units. Phase II will include the installation of
approximately 2,000 feet of 8” diameter gravity sewer pipe and 3,000 feet of 4” service laterals to 20 additional housing
units. The amount of the grant requested is $300,000, which is the maximum amount the County may request for this
project based on an average of $15,000 per housing unit. ACSA is providing funding estimated at over $525,000 for
the acquisition of easements, engineering and design, and construction. In addition, ACSA has agreed to waive
connection fees for all properties. Waiving connection fees for low-to-moderate income households is required by
DHCD when CDBG funds are used. A survey of the 20 additional households proposed for service indicates that 85%
of the households are low-to-moderate income (CDBG requires that at least 60% of the beneficiaries meet that income
category). In addition to providing sewer services to residents of the Oak Hill neighborhood, the project would
eliminate contamination from failed on-site septic systems, which may be contributing to the impairment of Biscuit Run
and Moore’s Creek located east and north of the Oak Hill neighborhood.
The attached draft application (Attachment A) includes information current through the date of submission of this
executive summary. Updated information will be provided to the Board on March 4th. Any further updates will be
included in the submitted application.
BUDGET IMPACT:
There is no budgetary impact unless or until an application is made and approved for a funded project. The
application includes a request for fifteen thousand dollars ($15,000) to cover administrative and grant management
AGENDA TITLE: Community Development Block Grant
March 4, 2015
Page 2
costs for the funded activity. Projects applying for VCDBG generally require some level of local financial support,
which will be provided by ACSA for the proposed project.
RECOMMENDATIONS:
Upon receiving information on the proposed VCDBG application (draft included as Attachment A) and taking public
comment on the proposal, staff recommends that the Board: 1) adopt the attached Resolution (Attachment B)
approving the County’s submission of the application for the Oak Hill Phase II Sewer Project; and 2) authorize the
County Executive to execute the application as updated and all required certifications and assurances (Attachments C
through F) for submission with the application, as well as the contract documents upon receipt of an award.
ATTACHMENTS:
A. Draft Application
B. Board Resolution
C. Citizen Participation
D. General Assurances
E. Drug-free Workplace Certification
F. Disclosure Report
Return to agenda
RESOLUTION
WHEREAS, the County of Albemarle is committed to ensuring that safe, decent,
affordable, and accessible housing is available for all residents and improving the livability of all
neighborhoods; and
WHEREAS, on-site septic systems are failing in the Oak Hill neighborhood, resulting in on-site
contamination and contributing to the impairment of Biscuit Run and Moore’s Creek; and
WHEREAS, the County of Albemarle is committed to addressing conditions causing
contamination endangering the public’s health and safety or impairing streams and waterways in the
County; and
WHEREAS, after holding public hearings on January 7, 2015 and March 4, 2015, the County
wishes to apply for $300,000 in Virginia Community Development Block Grant (“VCDBG”) funds for
the Oak Hill Phase II Sewer Project (“Project”) to support the installation of approximately 2,000 feet of
eight-inch sewer line and 3,000 feet of four-inch service laterals in the Oak Hill neighborhood; and
WHEREAS, the Albemarle County Service Authority will provide additional funding of over
$600,000 and waive connection fees for the Project and will undertake the Project responsibilities,
including procurement, providing project management, and providing timely reporting to the County
under a Memorandum of Agreement; and
WHEREAS, at least sixty percent (85%) of the households to be served in Oak Hill are low- and
moderate-income; and
WHEREAS, the projected benefits of the Project include:
Sewer service availability to 20 housing units including approximately 35 persons;
Eliminating on-site sewage contamination in the Oak Hill neighborhood; and
Reducing the bacterial impairment of Moore’s Creek caused by contamination from
failing on-site septic systems in the Oak Hill neighborhood.
NOW, THEREFORE, BE IT RESOLVED that the Albemarle County Board of Supervisors
hereby approves the County’s submission of the VCDBG application for the Oak Hill Phase II Sewer
Project and authorizes the County Executive to execute the application and required certificates and
assurances and to take any further action required for this application.
**********
I, Ella W. Jordon, do hereby certify that the foregoing is a true correct copy of a resolution
adopted by the County Board of Supervisors of Albemarle County, Virginia at a regular meeting held
March 4, 2015.
________________________________
Clerk, County Board of Supervisors
Aye Nay
Mr. Boyd ____ ____
Ms. Dittmar ____ ____
Ms. Mallek ____ ____
Ms. McKeel ____ ____
Ms. Palmer ____ ____
Mr. Sheffield ____ ____
CITIZEN PARTICIPATION ASSURANCES AND CERTIFICATION
The applicant assures and certifies that it has provided its citizens adequate opportunities to
participate in the development of this proposal by:
Holding at least two public hearings in the locality prior to the submission of the proposal,
the first one for the purpose of obtaining the views of citizens on community development
and housing needs and the second (held at least 7 days after the first) for the purp ose of
informing the public on the proposed CDBG project. Participation by low- and moderate-
income residents and stakeholders in the project or service area and the community at large
was encouraged. The hearings were held at times and locations conveni ent to potential
beneficiaries and with accommodation for the disabled. Public input into the development of
this proposal was obtained at hearings held on:
__January 7, 2015___________ AND _March 4, 2015__________;
(date) (date)
Publishing a notice to advertise the public hearings and availability of proposal information
at least 7 days prior to the dates of the hearings in the non-legal section of a NEWSPAPER of
local general circulation and AT LEAST ONE OTHER TYPE OF ANNOUNCEMENT. The
advertisements ran on:
_December 29, 2014___________ AND _February 16 & 23, 2015__;
(date) (date)
Advertisements for the two public hearing must be published separately. Applicants
may not only publish one advertisement that includes information on both public
hearings.
Maintaining files which contain documentary evidence that the hearings were held. These
files must contain proof of publication of the hearing notices, written and/or recorded
minutes of the hearings, and lists of citizens attending the hearings;
Making CDBG program and proposal documentation available to the public for comment
during regular office hours. This documentation should include the range of proposed
activities, the estimated amounts of funding which will benefit low- and moderate-income
persons, the plans to minimize displacement and provide displacement assistance where
applicable, and a summary of the proposed application. This documentation should also
include public information on any other CDBG project undertaken within the last 5 years;
Providing technical assistance to groups representative of persons of low- and moderate-
income that request such assistance in developing proposals for the use of CDBG funds,
with the level and type of assistance determined by the locality;
Providing timely written responses to written complaints and grievances, within 15 working
days where practicable;
Accommodating the needs of non-English speaking residents at public hearings where more
than 5% of the attendees can be reasonably expected not to speak English; and,
Adhering to the CDBG Citizen Participation Plan per the 2015 CDBG Program Design.
Chief Administrative Official
__Thomas C. Foley ________________ County Executive_________________
Name Title
________________________________ ______________________________
Signature Date
Attach original copies of all newspaper Public Hearing notices. Original notice copies
should be clipped from the appropriate newspapers and attached with clear tape to 8 ½-inch x
11-inch white paper with the date of publication clearly visible. Photocopies should be made for
other proposal copies
In Regional proposals, each participating locality must conduct two public hearings and
the proposal must contain, from each participating locality, a signed copy of this page and
copies of all newspaper advertisements. Again, originals in original copy and photocopies
in other copies.
GENERAL ASSURANCES AND CERTIFICATION
(Original copy in original proposal; photocopies in other copies)
The applicant hereby assures and certifies that:
(a) It possesses legal authority to apply for the grant, and to execute the proposed program.
(b) Its governing body has duly adopted or passed as an official act a resolution, motion, or
similar action authorizing the filing of the application including all understandings and
assurances contained therein, and directing and authorizing the person identified as the
official representative of the applicant to act in connection with the application and to
provide such additional information as may be required.
(c) Its chief executive officer or other officer of applicant who has been approved by the
Virginia Department of Housing and Community Development:
i. Consents to assume the status of a responsible Federal official under the National
Environmental Policy Act of 1969 (NEPA) and other provisions of Federal law, as
specified at 24 CFR 58.5(a) through (h) which serve to further the purposes of NEPA
insofar as the provisions of such Federal law apply to this Program;
ii. Is authorized and consents on behalf of the applicant and himself to accept the
jurisdiction of the Federal and Commonwealth of Virginia courts for the purpose of
enforcement of his responsibilities as such an official.
(d) It will comply with the regulations, policies, guidelines and requirements of the Code of
Federal Regulations (24 CFR Part 85), OMB Circular A-128 and Circular A-87 as they
relate to the application, acceptance, and use of Federal funds under this Program; and, as
applicable, all State laws and administrative requirements which may supersede them (by
virtue of being more stringent).
(e) It will comply with the provisions of Executive Order 11988, relating to evaluation of
flood hazards and Executive Order 12088 relating to the prevention, control and
abatement of water pollution.
(f) It will require buildings or facilities designed, constructed, or altered with funds provided
under this Program to comply with the "American Standard Specifications for Making
Buildings and Facilities Accessible to, and Usable by, the Physically Handicapped,"
Number A-117.1-R 1980, or Uniform Federal Accessibility Standards (UFAS) in
accordance with the Virginia Uniform Statewide Building Code. The applicant will be
responsible for conducting inspections to insure compliance with these specifications by
the contractor.
(g) It will not recover the capital costs for public improvements financed in whole or in part with
CDBG funds through assessments against properties owned and occupied by low- and
moderate-income persons nor will fees or assessments be charged to such persons as a
condition of obtaining access to the public improvements. (Per section 104(b)(5) of Title I of
Housing and Community Development Act of 1974, as amended).
(h) It will comply with:
i. Title VI of the Civil Rights Act of 1964 (Pub. L 88-352), and the regulations issued
pursuant thereto (24 CFR Part 1), which provides that no person in the United States shall
on the grounds of race, color, or national origin, be excluded from participation in, be
denied the benefits of, or be otherwise subjected to discrimination under any program or
activity for which the applicant receives Federal financial assistance. A recipient, in
determining the types of housing, accommodations, facilities, services, financial aid, or
other benefits which will be provided under any such program or activity, or the class of
persons to whom, or the situations in which, such housing, accommodations, facilities,
services, financial aid, or other benefits will be provided under any such program or
activity, or the class of persons to be afforded an opportunity to participate in any such
program or activity, may not, directly or through contractual or other arrangements,
utilize criteria or methods of administration which have the effect of subjecting persons
to discrimination because of their race, color, or national origin, or have the effect of
defeating or substantially impairing accomplishment of the objectives of the program or
activity as respect to persons of a particular race, color, or national origin.
The project service area shall not be selected in such a manner as to provide services to a
population in which the proportion of minority and other protected population groups is
substantially lower than the proportion of those groups throughout the jurisdiction of the
locality unless:
the areas of disproportionate concentrations of minority and other protected
population groups has already been served, or
there are definite plans for the imminent provision of similar services to those areas,
or
there is reasonable justification for the provision of services to the selected area
notwithstanding the substantially lower proportion of minority and other protected
population groups.
ii. Title VIII of the Civil Rights Act of 1968 (Pub. L. 90-284), as amended, administering
all programs and activities relating to housing and community development in a manner
to affirmatively further fair housing; and will take action to affirmatively further fair
housing in the sale or rental of housing, the financing of housing, and the provision of
brokerage services.
iii. Section 109 of the Housing and Community Development Act of 1974, and the
regulations issued pursuant thereto (24 CFR Part 570.602), which provides that no person
in the United States shall, on the grounds of race, color, national origin, or sex, be
excluded from participation in, be denied the benefits of, or be subjected to
discrimination under, any program or activity funded in whole or part with funds
provided under this Program. Any prohibition against discrimination on the basis of age
under Discrimination Act of 1975 or with respect to an otherwise qualified handicapped
individual as provided in Section 504 of the Rehabilitation Act of 1973 as amended shall
also apply to this Program.
iv. Executive Order 11063 on equal opportunity in housing and nondiscrimination in the sale
or rental of housing built with Federal assistance.
v. Executive Order 11246, and the regulations issued pursuant thereto 41 CFR Chapter 60),
which provides that no person shall be discriminated against on the basis of race, color,
religion, sex or national origin in all phases of employment during the performance of
Federal or federally assisted construction contracts. Contractors and subcontractors on
Federal and federally assisted construction contracts shall take affirmative action to
insure fair treatment in employment, upgrading, demotion, or transfer; recruitment or
recruitment advertising; layoff or termination, rates of pay or other forms of
compensation and selection for training and apprenticeship.
(i) It will comply with Section 3 of the Housing and Urban Development Act of 1968, as
amended, requiring that to the greatest extent feasible opportunities for training and
employment be given to lower-income residents of the project area and contracts for work in
connection with the project be awarded to eligible business concerns which are located in, or
owned in substantial part by, persons residing in the area of the project.
(j) It will:
i. In acquiring real property be guided, to the greatest extent practicable under State law, by
the land acquisition policies in Sections 301 and 302 of the Uniform Relocation
Assistance and Real Property Acquisition Policies Act of 1970; and
ii. Pay or reimburse property owners for necessary expenses as specified in Section 303 and
304 of the Uniform Act; and
iii. Comply with the applicable Sections (202 through 205) of Title II (relocation assistance)
of the Uniform Act in providing relocation payments and relocation assistance; and
iii. Comply with DOT regulations at 49 CFR Part 24 in implementing the requirements, it
will:
1) Carry out the policies and procedures of Part 24 in a manner that insures that the
acquisition and relocation processes do not result in different or separate treatment to
persons on account of race, color, religion, sex, national origin, or source of income;
and
2) Assure that, within a reasonable period of time prior to displacement, comparable
decent, safe and sanitary replacement dwellings will be available to all displaced
families and individuals and that the range of choices available to such persons will
not vary on account of race, color, religion, sex, national origin, or source of income;
and
3) Inform affected persons of their rights under the policies and procedures set forth
under the regulations in Part 24, including their rights under Title VI of the Civil
Rights Act of 1964 and Title VIII of the Civil Rights Act of 1968, as amended.
(k) It will establish safeguards to prohibit employees from using positions for a purpose that is or
gives the appearance of being motivated by a desire for private gain for themselves or others,
particularly those with whom they have family, business, or other ties.
(l) It will comply with the provisions of the Hatch Act which limits the political activity of
employees.
(m) It will comply with the provisions of the Davis-Bacon Act as amended and the Contract
Work Hours and Safety Standards Act as determined by the Secretary of Labor. This section
shall apply to rehabilitation of residential property only if such property is designed for
residential use of eight or more families.
(n) It will give the Virginia Department of Housing and Community Development and the
Comptroller General through any authorized representatives access to and the right to
examine all records, books, papers, or documents related to the grant.
(o) It will insure that facilities under its ownership, lease or supervision which shall be utilized in
the accomplishment of the program are not listed on the Environmental Protection Agency's
(EPA) list of Violating Facilities and that it will notify the Virginia Department of Housing
and Community Development of the receipt of any communication from the Director of the
EPA Office of Federal Activities indicating that a facility to be used in the project is under
consideration for listing by the EPA.
(p) It will comply with the flood insurance purchase requirements of Section 102 (a) of the Flood
Disaster Protection Act of 1973, Pub. L. 93-234, 87 Stat. 975, approved December 31,
1973. Section 103 (a) required, on and after March 2, 1974, the purchase of flood insurance
in communities where such insurance is available as a condition for the receipt of any
Federal financial assistance for construction or acquisition purposes for use in any area, that
has been identified by the Secretary of the Department of Housing and Urban Development
as an area having special flood hazards. The phrase "Federal financial assistance" includes
any form of loan, grant, guaranty, insurance payment, rebate, subsidy, disaster assistance
loan or grant, or any other form of direct or indirect Federal assistance.
(q) It will in connection with its performance of environmental assessments under the National
Environmental Policy Act of 1969, comply with Section 106 of the National Historic
Preservation Act of 1966 (16 U.S.C. 470), Executive Order 11593, and the Preservation of
Archeological and Historical Data Act of 1966 (16 U.S.C. 469a-1, et. Seq.) by:
i. Consulting with the State Historic Preservation Officer to identify properties listed in or
eligible for inclusion in the National Register of Historic Places that are subject to
adverse effects (see 36 CFR Part 800.8) by the proposed activity, and
ii. Complying with all requirements established by HUD and the Virginia Department of
Housing and Community Development to avoid or mitigate adverse effects upon such
properties.
(r) Assure upon funding, it will implement a "residential anti-displacement and relocation
assistance plan," pursuant to Section 570.496a(b).
(s) It will implement all required actions to ensure compliance pursuant to 24 CFR Part 8,
Nondiscrimination Based on Handicap in Federally Assisted Programs and Activities.
(t) The undersigned certifies, to the best of his or her knowledge and belief, that:
i. No Federal appropriated funds have been paid or will be paid, by or on behalf of the
undersigned, to any person for influencing or attempting to influence an officer or
employee or any agency, a Member of Congress, an officer or employee of Congress, or
an employee of a Member of Congress in connection with the awarding of any Federal
contract, the making of any Federal grant, the making of any Federal loan, the entering
into of any cooperative agreement, and the extension, continuation, renewal, amendment,
or modification of any Federal contract, grant, loan, or cooperative agreement.
ii. If any funds other than Federal appropriated funds have been paid or will be paid to any
person for influencing or attempting to influence an officer or employee or any agency,
Member of Congress, an officer or employee of Congress, or an employee of a Member
of Congress in connection with this Federal contract, grant, loan, or cooperative
agreement, the undersigned shall complete and submit Standard Form-LLL, "Disclosure
Form to Report Lobbying," in accordance with its instructions.
iii. The undersigned shall require that the language of this certification be included in the
award documents for all subawards at all tiers (including subcontracts, subgrants, and
contracts under grants, loans, and cooperative agreements) and that all subrecipients shall
certify and disclose accordingly.
This certification is a material representation of fact upon which reliance was placed
when this transaction was made or entered into. Submission of this certification is a
prerequisite for making or entering into this transaction imposed by section 1352, title 31,
U.S. Code. Any person who fails to file the required certification shall be subject to a
civil penalty of not less than $10,000 and not more than $100,000 for each such failure.
(u) Any survey information submitted with the application is a true representation of the data and
has not been altered or fabricated. The survey was conducted and analyzed in strict
accordance with the methodology stated.
(v) The certification set out below is a material representation upon which reliance is placed by
the U.S. Department of Housing and Urban Development in awarding the grant. If it is later
determined that the grantee knowingly rendered a false certification, or otherwise violates the
requirements of the Drug-Free Workplace Act, the U.S. Department of Housing and Urban
Development, in addition to any other remedies available to the Federal Government, take
action authorized under the Drug-Free Workplace Act.
Chief Administrative Official:
__Thomas C. Foley____________________ County Executive________
Name Title
_________________________________ ____________________
Signature Date
DRUG-FREE WORKPLACE ASSURANCES AND CERTIFICATION
(Original copies in original proposal; photocopies in other proposal copies.)
The grantee certifies that it will provide a drug-free workplace by:
(a) Publishing a statement notifying employees that the unlawful manufacture, distribution,
dispensing, possession or use of a controlled substance is prohibited in the grantee's
workplace and specifying the actions that will be taken against employees for violation of
such prohibition;
(b) Establishing a drug-free awareness program to inform employees about -
i. The dangers of drug abuse in the workplace;
ii. The grantee's policy of maintaining a drug-free workplace;
iii. Any available drug counseling, rehabilitation, and employee assistance programs; and
iv. The penalties that may be imposed upon employees for drug abuse violations occurring
in the workplace;
(c) Making it a requirement that each employee to be engaged in the performance of the grant be
given a copy of the statement required by paragraph (a);
(d) Notifying the employee in the statement required by paragraph (a) that, as a condition of
employment under the grant, the employee will -
i. Abide by the terms of the statement; and
ii. Notify the employer of any criminal drug statue conviction for a violation occurring in
the workplace no later than five days after such conviction;
(e) Notifying the U.S. Department of Housing and Urban Development within ten days after
receiving notice under subparagraph (d)(2) from an employe e or otherwise receiving actual
notice of such condition;
(f) Taking one of the following actions, within 30 days of receiving notice under subparagraph
(d)(2), with respect to any employee who is so convicted –
i. Taking appropriate personnel action against such an employee, up to and including
termination; or
ii. Requiring such employee to participate satisfactorily in a drug abuse assistance or
rehabilitation program approved for such purposes by a Federal, State, or local health, law
enforcement, or other appropriate agency;
(g) Making a good faith effort to continue to maintain a drug-free workplace through
implementation of paragraphs (a), (b), (c), (d), (e) and (f).
Chief Administrative Official:
__Thomas C. Foley____________________ _County Executive________
Name Title
___________________________________ ____________________
Signature Date
APPLICANT DISCLOSURE REPORT
Part I – Summary Information
Applicant _County of Albemarle__________________
Address _401 McIntire Road______ ____________
_Charlottesville, Virginia 22902__________
Contact Person __Ron White___________ ____________
Address __1600 5th Street__________ ____________
__Charlottesville, Virginia 22902_________
Phone Number __434-296-5839________ ____________
Project Name __Oak Hill Phase II Sewer Project________
FIN or SS# 54-6001102
DUNS Number 066022047
Are you requesting CDBG funding of $200,000 or more? x YES
If yes, the remainder of this Applicant Disclosure Report must be completed and the original
must be attached to the original copy of the proposal. Photocopies in other copies.
Part II– Other Governmental Assistance in Project
Source of Assistance
Program /
Use of Funds
Type of Assistance Amount
NONE
Part III– Interest Disclosure
Interested Parties Social Security / FIN
Employer ID
Type of
Participation
Financial Interest
In Project ($ and %)
NONE
I hereby certify that, to the best of my knowledge, the information contained in this Applicant
Disclosure Report is true and accurate.
Chief Administrative Official:
_Thomas C. Foley_____________________ _County Executive___________
Name Title
___________________________________ ____________________
Signature Date
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Department of Social Services Annual Report
SUBJECT/PROPOSAL/REQUEST:
Presentation of DSS FY14 Annual Report
STAFF CONTACT(S):
Foley, Walker, Davis, Ralston
PRESENTER (S):
Debbie Stone, Advisory Board Chair
LEGAL REVIEW: Yes
AGENDA DATE:
March 4, 2015
ACTION: INFORMATION: X
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
Pursuant to Virginia Code § 63.2-300, all counties in Virginia are required to establish a local board to oversee the
provision of social services to its residents. The Board of Supervisors established the Albemarle County Department of
Social Services Advisory Board in 1997. One of its required duties is to make an annual report to the Board of Supervisors,
concurrent with the Department’s budget presentation, concerning the administration of the public welfare program.
STRATEGIC PLAN:
Operational Capacity: Ensure County government’s ability to provide high quality service that achieves community
priorities.
DISCUSSION:
The FY 14 Annual Report provides a summary of the Department’s programs and services, including the number of
cases in each program area for the year, coupled with stories of some of those served. Also included are the
Department’s Key Performance Indicators and its unaudited finances. Of particular note in this report are the
continued increases in the number of individuals served through the Departm ent’s Benefit Programs, including the
Supplemental Nutrition Assistance Program (SNAP), Temporary Assistance to Needy Families (TANF), Energy
Assistance, and Medicaid, as well as the increases in Foster Care, CPS and Family Preservation Services.
BUDGET IMPACT:
Funding for the Department of Social Services is included in the County’s annual operating budget.
RECOMMENDATIONS:
Staff recommends that the Board receive the Department of Social Services Advisory Board’s FY 14 Annual Report as
presented. No formal action is required.
ATTACHMENTS:
Attachment A – Report
Return to agenda
2014 ANNUAL REPORT
Albemarle County
Department of Social Services
Presented by the Advisory Board
C
h
i
l
d
Sa
f
e
t
y
Child & Family Well-Being Elderly/Disabled
Well-Being
Economic
Assistance Accessible Health Care E
m
p
l
o
y
m
e
n
t
Se
r
v
i
c
e
s
Listening to the Need . . .
Working Together for Solutions
NOTE: This FY 2014 Annual Report was designed, developed, and produced solely by the Staff
and Advisory Board of the Albemarle County Department of Social Services.
CONTENTS
ADVISORY BOARD LETTER 3
AGENCY KEY PERFORMANCE INDICATORS 4
WORKLOAD MEASURES 5
SERVICES AND PROGRAMS
PREVENTION 6
CHILD WELFARE 8
ECONOMIC ASSISTANCE 10
EMPLOYMENT 12
HEALTH CARE 14
ADULT/ELDER SERVICES 16
EMERGENCY OPERATIONS 18
BUSINESS SERVICES 19
3
Janet Morrow
Laney Kaminer
Lynwood Bell
Nancy Gill
Angela Lynn
Doug Walker
Debbie Stone
The ACDSS Advisory Board
The Advisory Board of the Albemarle County Department of Social Services is honored to
perform the duties entrusted to it. In Virginia, Pursuant to the Code of Virginia, Social
Services Advisory Boards are asked to demonstrate an interest in all matters pertaining to
local social services, monitor social services programs, and provide an annual report to
the governing body. The Advisory Board for Albemarle County’s Department of Social
Services meets monthly with the Director to enhance knowledge of local social services
matters so that we may conduct business in accordance with our identified roles and re-
sponsibilities. These include, but are not limited to: (1) To be an advocate for commu-
nity issues for the Department with the community, Board of Supervisors, and the State
and Federal governments; (2) To be a liaison with the Board of Supervisors and the Com-
munity; (3) To seek knowledge about departmental services and the needs of the com-
munity; and (4) To set broad policies that would help the Department focus energy on
specific opportunities.
We have chosen as a theme for this year’s report “Listening to the Need…..Working To-
gether for Solutions.” All of the Department’s programs are aligned with this tagline. It
has become part of our “brand” and thus is a promise to those we serve.
The Advisory Board is grateful to hear the tremendous stories of how the Department is
achieving this promise to its customers. In the following pages, we are pleased to share
an overview of the Department’s programs and services as well as individual stories that
are shared with us by the Albemarle residents we serve throughout the year. Thank you
for allowing us to serve the County in this capacity.
4
The ACDSS Office of Program Accountability (OPA) monitors, evaluates and reports progress on all
unit and overall agency performance goals. The Leadership Team then assesses the identified critical
measures to examine agency-wide performance on a quarterly basis. The OPA also supports ACDSS’ on-
going data needs by providing expertise on survey design and analysis, program evaluation, and workload
measures tracking.
KEY PERFORMANCE INDICATORS
Outcome Objective FY 12 FY13 FY 14
Actual
FY 14
Target
FY 14 +/-
Actual
Adults and families are
medically insured.
97% of Medicaid applications are processed within
45 days.97%96%87%97%- 10%
Adults and families are
medically insured.
97% of Medicaid renewals are processed by the last
day of the month in which they are due.90%95%94%97%- 3%
Adults and families have
sufficient food stuffs.
97% of Food Stamp applications are processed
within 30 days.99%99%99%97%2%
Adults are gainfully
employed.
VIEW participants earn a mean initial hourly wage of
at least $9.00 per hour.$8.84 $8.76 $8.90 $9.00 - $0.10
Adults are safe.
40% of adults with an initial APSART score of High or
Moderate will have their risk reduced by at least one
risk level at disposition.
32%33%32%40%- 8%
Children have safe and
stable home placements
90% of foster care children receive monthly face to
face visits from their social workers.92%77%88%90%- 2%
Children are safe.90% of new referrals are responded to per SDM
guidelines.83%85%83%90%- 7%
Children are safe.90% of ongoing CPS cases have the # of required
monthly contacts, per state CPS policy 74%56%63%90%- 27%
Children are successful in
school.
80% of Bright Stars children score at least the PreK
PALS benchmark score.79%74%68%80%- 12%
Children are successful in
school.
90% of Family Support children have no CPS reports
of abuse or neglect within a 12 month period 97%96%98%90%8%
ACDSS is a good financial
steward of resources.
Local Funding position will remain at least 1% under
budgeted amount 11%5%4%1%3%
FY 2014 ACDSS Agency Key Performance Indicators Scorecard
Workload Measures are a standard, expressed as the number of hours required to handle a case,
applied to existing caseloads. Measures can vary depending on number of staff, weight given to
tasks, and state standards. The target monthly caseload is 108.5 hours per case worker for Adult
Benefits and Family & Children Benefits. The target monthly caseload is 106.6 hours per case
worker for all other units.
Monthly caseload targets were derived based on observation of the percentage of time caseworkers
spend on case-specific activities (including face-to-face contacts, recording case notes, conducting as-
sessments, providing or arranging for services, etc). Also taken into consideration are hours dedicated to
administrative activities (including reviewing policy manuals, developing resources, attending meetings,
etc.), training activities (both delivering and receiving), and non -work activities (including breaks, vaca-
tion, sick time, etc.). This was a statewide study conducted for the Virginia DSS by a private consulting
firm in 2008. Since that time, numerous additional mandates have been placed on local DSS staff that are
not accounted for in the measures.
5
WORKLOAD MEASURES
PREVENTION SERVICES TO HELP FAMILIES LEARN AND GROW TOGETHER
6
Family Needs A Second Income
A Bright Stars family was in need of
a second income to ease their financial strain. The father
is working; however, the mother does not have a high
school education and was facing a major employment
challenge. The family’s Bright Stars Coordinator assisted
the mother in finding employment possibilities that al-
lowed her to be home when the children are out of
school. The Bright Stars Coordinator further assisted her
with completing the employment application. When the
mother became discouraged after not hearing back from
the potential employer, the Bright Stars Coordinator
made a phone call on behalf of the mother and talked
with the employer. This assistance provided by the
Bright Stars Coordinator led to the eventual employment
of the mother with this employer.
BEST PRACTICE:
The Bright Stars and Family Support
programs both embody the best
practice of engaging with families
outside the classroom in order to
help children excel in school. We
support the whole family to embrace
learning, recognizing that the class-
room is only one part of a child’s
educational success. We have a
large Latino population participating
in Bright Stars and Family Support
programs, so family engagement
often requires partnering with in-
terpreters and other community
organizations in order to increase
each family’s comfort with their chil-
dren’s school. By actively seeking to
bridge language barriers, we en-
sure that all members of the Family
Support and Bright Stars programs
feel equally valued and included.
Prevention Programs
Family Support is a pre-placement prevention program based in nine Albemarle
County elementary schools and four middle schools.
Bright Stars is an early intervention preschool program for four-year-old children
and their families.
THE NEED:
THE SOLUTION:
PREVENTION SERVICES TO HELP FAMILIES LEARN AND GROW TOGETHER
Stimulating Summer Activities
Family Support Workers initiated a plan to offer children engaging activities that
they could do at home over the summer months. Money was raised and items such as chalk, jump
ropes, bubbles and bug catchers were purchased to be given to families at the beginning of the sum-
mer. At the end of the summer, feedback from the parents was very positive. For example, a parent
said, “Yes the kids loved them! They are still talking about them!” The parents were polled as to what
additional items they think would be useful and they identified art supplies, more bubbles and flash
cards. The parents were very grateful. Many of the parents expressed that they could not afford to buy
the “extras” and their children really enjoyed the summer kits.
7
“We were hesitant at
first but Bright Stars ex-
ceeded our expectations.
The staff was always
ready and willing to help
and teachers were very
communicative. ”
- Bright Stars parent
THE NEED:
THE SOLUTION:
BEST PRACTICE:
The Family Support program provides
family support to at-risk children and
their families. The impetus for this
program came from data that showed
increasing numbers of children going
into foster care, rising numbers of CPS
reports of abuse or neglect, and the
request from the schools for help with
children who have serious emotional/
behavioral problems and extensive
social services needs that impact their
learning. A team of staff from local
government, ACDSS, and the school
system came together to design and
implement the program from the
ground up. Since the pilot in 1998,
the program has been recognized by
the Virginia Association of Counties,
the Alliance for Innovation, and the
American Public Human Services Asso-
ciation for its positive impact on the
community.
““I appreciate how . . . kept me
informed along the way. This
was one of the most difficult
things I faced in my life, and
just knowing what was going
to happen next really helped
me feel like everything was
going to be alright”.
- ACDSS customer
WORKING WITH FAMILIES TO IMPROVE CHILD SAFETY & WELL-BEING
8
Child Welfare Programs
Family Preservation Services helps families alleviate crisis situations that might lead to out-of-home
placements of children due to abuse, neglect, or parental inability to care for their children. These ser-
vices help to maintain the safety of children in their own homes, support families preparing to reunify or
adopt, and assist families in obtaining other services to meet multiple needs.
Foster Care Services provides services, substitute care, and supervision for a child on a 24-hour basis
until the child can return to his or her family or be placed in an adoptive home or another permanent
foster care placement.
Adoption Services helps children who have been permanently and legally separated from their birth par-
ents become permanent members of a new family.
Child Protective Services identifies, assesses, and provides services to children who have been abused
or neglected and to their families. It is designed to preserve families whenever possible, yet protect chil-
dren and prevent further maltreatment.
BEST PRACTICE:
As part of our efforts to support high-
risk families, ACDSS conducted 148
Family Partnership Meetings (FPMs)
in FY14. FPMs bring together families,
community members, and social ser-
vices professionals to make child
placement decisions together. By en-
gaging families in the decision making
process, they are more likely to com-
ply with the resulting plan. It is impor-
tant for these meetings to involve a
range of community partners, who can
bring a variety of viewpoints and re-
sources to the table. In FY14, an aver-
age of 3 non-ACDSS community pro-
viders attended each FPM , represent-
ing child advocacy groups, therapists,
schools, and other health and social
service providers.
9
WORKING WITH FAMILIES TO IMPROVE CHILD SAFETY & WELL-BEING
Avoid Becoming Homeless
A family was at risk of homelessness due to removal of the male provider from the
home as a result of sexual abuse of the child. Without an eviction notice, there was no help that could
be provided. Knowing the stress the family was under and wanting to support the appropriate decision
to keep the provider out of the home, the Child Protective Service worker advocated for and received
funding from Victim Witness services as well as ACDSS. Finding funding alternatives and arranging for
shared support to ensure the safety plan was able to be implemented saved a family from becoming
homeless and allowed them to plan for their future.
*FY11 has only 2 quarters of data.
THE NEED:
THE SOLUTION:
BEST PRACTICE:
Many immigrants and refugees do
not realize that they are eligible for
social services programs. We partner
with organizations such as the In-
ternational Rescue Committee to
educate community members about
the economic assistance programs
that are available and how to apply.
In FY14, the ACDSS Outreach Team
was formed to develop rapid re-
sponse outreach capacity. The Out-
reach Team has participated in com-
munity and county-sponsored events
that enhance awareness of benefits
and services provided at ACDSS.
10
Economic Assistance Programs:
SNAP (Supplemental Nutrition Assistance Program) helps eligible people
purchase food.
Energy Assistance consists of three federally mandated programs with
heating and cooling components for all citizens with economic need.
TANF (Temporary Assistance to Needy Families) provides temporary
cash assistance to income-eligible families with children.
Child Care Services provides low-income families with funding to enhance the quality, affordability, and
availability of child care.
Auxiliary Grants supplement the income of recipients of Supplemental Security Income and other low-
income aged, blind, or disabled individuals residing in licensed assisted living facilities.
PROVIDING ECONOMIC ASSISTANCE TO FAMILIES AND INDIVIDUALS
10,449
individuals received
assistance through the
SNAP or TANF programs
in 2014
11
“We applied for Diversionary TANF to help with our rent. My husband was doing HVAC work and
got laid off. Thanks to Albemarle Social Services they helped on getting us approved. Mrs. ___
was wonderful on helping us and our landlord was very pleased. Thanks. . . . ”
- Families & Children Benefits customer
Refugee Resettlement
A refugee family of five from Burma arrived in the US
after twenty years in a refugee camp and only spoke Karen. A mix-up in the
father’s SNAP benefits from Ohio resulted in a complicated group effort
among the local International Rescue Committee, the Ohio DSS and the Albe-
marle DSS to arrange for benefits in Virginia, but not before DSS arranged for
emergency food to help the family in the interim. With the help of SNAP,
TANF and the VIEW program, the father quickly obtained a job and was able
to move his family into their own apartment within a month.
PROVIDING ECONOMIC ASSISTANCE TO FAMILIES AND INDIVIDUALS
THE NEED:
THE SOLUTION:
12
EMPLOYMENT SERVICES TO PROMOTE RESIDENT SELF-SUFFICIENCY
Employment Programs
Career Center provides the general public with career resources and services in order to prepare a work
force that is informed, capable, and ready for work.
VIEW (Virginia Initiative for Employment not Welfare) provides employment education, training and
support services to qualified TANF recipients.
BEST PRACTICE:
ACDSS strives to help residents become self-sufficient. To
do this, we partner with the Virginia Workforce Network to
open an on-site Career Center where residents can access
job search resources, get help with resumes and applica-
tions, and get interview preparation tips. The Career Cen-
ter is convenient for residents who are already at the
ACDSS office for other appointments, and is small enough
to offer one-on-one services. In FY14, 78% of Career Cen-
ter visits were repeat visitors, and nearly 70% of these
report using this resource monthly. Visitors cited the indi-
vidual attention received from the Career Center Program
Coordinator, the quantity and variety of job postings,
and the convenient location of the center as reasons for
returning.
“Dear Mr ___,
I have good news for you. I got the _____ pro-
ject assistant job yeahhhhhhh. Special
thanks to you because without your support it
was not possible to get this job … So today
was the first day of my work over there at ____.
Just wanted to share with you. I am sure you
will be happy. Thank you once again.”
-Career Center customer
13
EMPLOYMENT SERVICES TO PROMOTE RESIDENT SELF-SUFFICIENCY
Students Looking For Jobs
For the past three years, the Career Center counselor has presented a job readiness
presentation to a selected group of students at Burley Middle School. The purpose of the presentation is
to give students information on topics such as proper attire, interviewing skills, application process for
minors to work, and resumé writing. The school staff reported that the Spring 2014 presentation was
particularly beneficial to the students. They reported that students who did not attend the presentation
dropped by later to pick up forms and learn more about what they had been missed. Some even had
job interviews! One young man stopped by a school staff member’s office on his way to a job interview.
The staff member was amazed that this student was wearing a shirt and tie and was completely pre-
pared for the interview. The impact of the Career Center counselor on these young people was indeed
significant showing an immediate positive influence.
THE NEED:
THE SOLUTION:
14
ENSURING ACCESS TO QUALITY HEALTH CARE SERVICES
Health Care Programs
Medicaid is a joint Federal and State program that provides essential medical services to the most vul-
nerable populations in our community.
Long-Term Care is a form of Medicaid that provides assistance with payment of nursing homes or com-
munity based care services.
UVA Hospital Medicaid Unit provides Medicaid benefits to medically indigent inpatients and Virginia
residents treated in specified outpatient clinics at UVA.
“Ms. ___, with a very pleasant personality, guided me through the process (twice)...I felt we
were a team with the goal of Medicaid approval for my in-laws...The successful conclusion
is that my in-laws are entering a long term care facility...under Medicaid.”
- Long-term care services customer
BEST PRACTICE:
ACDSS’s Medicaid Unit partners with
UVA Medical Center to determine
Medicaid eligibility for uninsured
patients. The unit also has an
agreement with 21 other localities
to complete Medicaid enrollment
for residents living within those ju-
risdictions. This enables us to im-
mediately enroll those cases instead
of sending the case to be enrolled
by the home locality. As a result, the
hospital is able to immediately be-
gin billing on the cases we enroll
and the patients are able to begin
accessing services with no delay.
“I heard just the right words
to make this process easier.”
- ACDSS customer
15
ENSURING ACCESS TO QUALITY HEALTH CARE SERVICES
Essential Medical Services
Access to Medicaid is a critical service for families. Every application has a story
behind it that requires Benefit Program staff to problem solve and to provide a compassionate listen-
ing ear. The right words mean a lot when a family has to place a loved one in a nursing home, when
exploring options to keep a family member at home, when working for a quick turnaround with hospi-
tal staff and state disability units to qualify someone for assistance, or when working with other states
to ensure coverage for seriously ill individuals. The compassion, coupled with the competency of a
worker in a complex program, is what makes a difference for families when medical care is needed.
THE NEED:
THE SOLUTION:
10,311
individuals received
assistance through
the Medicaid program
in 2014
16
ENSURING WELL-BEING OF ELDERLY & DISABLED ADULTS
Adult Services Programs:
Adult Services programs enable adults to remain in the least restrictive setting and function independ-
ently. This program provides long-term care, preventive services, nursing and adult home screening and
placement services, guardianship oversight and adult protective services.
Adult Protective Services investigates reports of abuse, neglect, and exploitation of adults 60 years of
age and incapacitated adults over 18 years of age. The goal is to protect a vulnerable adult’s life, health,
and property without a loss of independence.
The Companion Services Program assists elderly and/or disabled adults in their home who are unable
to care for themselves without assistance.
BEST PRACTICE:
Our Adult Services Unit works closely with part-
ners to ensure that health care workers, social
service workers, and law enforcement officials are
all on the same page when an Adult Protective
Services (APS) case arises. ACDSS has Memoran-
dums of Understanding (MOUs) with UVA Hospi-
tal and Albemarle County Police Department
outlining when to make an APS referral, each
partner’s role in an APS investigation, and how to
work together to handle difficult discharges and
guardianship cases. ACDSS is continuing work to
set up a similar MOU with Martha Jefferson Hospi-
tal. These structured partnerships allow all en-
tities to work together more efficiently in order
to provide high quality services to our mutual
customers.
17
ENSURING WELL-BEING OF ELDERLY & DISABLED ADULTS
Engaging Families To Support Their Elders
The Adult Services unit has begun to implement an evidence based practice of
family engagement by implementing Family Partnership Meetings into their process. These meet-
ings are mandated for our Child Welfare services, but when our Adult Services staff learned about
their success, they set out to become trained in the practice and began implementing it with their
customer base.
“Thank you for assisting my family
during a very bad situation . . . I ap-
preciate all you do and have done . .
. you are true heroes. It brought me
out of a dark place and assured me
that I’m not fighting alone. Thank
you so much. Words could never
express how much I appreciate it.”
- ACDSS customer
THE NEED:
THE SOLUTION:
*does not include investigations of abuse, exploitation, or neglect
EMERGENCY OPERATIONS
18
Coordination among agencies providing for Mass Care in emergencies
With the release of a new Regional Emergency Operations plan for Char-
lottesville-Albemarle-UVa in October 2013, there was a need for agencies cooperating in each
Emergency Support Function (ESF) area to understand each other’s roles and responsibilities,
and provide for coordination. As coordinating agencies for ESF #6 (Mass Care, Housing & Hu-
man Services), local departments of social services (ACDSS and CDSS) organized a Steering
Committee consisting of representatives from those two agencies and also the American Red
Cross and Thomas Jefferson Health Department. Those representatives met together regularly
over the past year to recognize challenges in providing for sheltering in emergencies. Among
the achievements of the Steering Committee were a survey of area schools to determine their
capacity as shelters, and a training shelter simulation for potential shelter managers.
Charlottesville
Department of
Social Services
THE NEED:
THE SOLUTION:
BUSINESS SERVICES
19
The Business Services Division serves as a key support resource for all ACDSS operations. This
work includes budgeting and financial planning, developing agency strategic and operational initia-
tives, and complying with all federal, state and local financial requirements. The Division also pro-
vides ongoing financial management, manages reception and switchboard operations and cus-
tomer feedback processes.
Federal and State resources that are brought into the community through ACDSS provide a tremendous
economic boost to local businesses and help to sustain local employment. Funds support jobs in the
medical and child care arenas, as well as the housing, grocery and energy sectors.
* Does not include Bright Stars & CSA transfers
Federal/State/Other Funds Local Funds
Food Stamps 9,736,940$ Albemarle County Social Services Funds:
Medicaid 52,588,865$ Local Match - General Fund 3,796,306$
TANF 441,052$ Bright Stars Transfer - General Fund 603,834$
Energy Assistance 446,493$ Bright Stars Miscellaneous Contributions 555$
FAMIS (Total Title XXI)3,182,715$ CSA Transfer - General Fund 2,350,000$
Child Care (VACMS) NEW!812,315$ Albemarle County Schools Funds:
Other Federal 4,527,323$ Family Support School Transfer 188,338$
Other State 2,423,047$ Bright Stars Transfer 97,495$
Bright Stars 409,500$ CSA Transfer 1,263,000$
M.J. Child Health Grant 5,000$ TOTAL 8,299,528$
UVA Medicaid 518,863$ 7.4%
UVA Medicaid Generated Revenues 23,767,923$
Comprehensive Services Act (CSA)5,003,141$
Central Service Cost Allocation 256,079$
TOTAL 104,119,255$
92.6%
** Please note that figures represented are unaudited.
Sources: Virginia Department of Social Services Financial LASER System, Albemarle
County Financial Management System, Albemarle County Department of Social
Services Leadership Team and Agency Staff $0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
Federal/State/Other Local
Albemarle DSS Federal, State, and Local
Funds Including Direct Financial Assistance
for Albemarle Residents
BEST PRACTICE:
The Business Services Unit is committed to ensuring
that ACDSS runs efficiently and cost-effectively. To
do this, we work with our technology vendors to in-
corporate improvements. As part of the check ap-
proval process, case workers and their supervisors
receive a list of potential payments for the
week. They approve the transactions online and
checks are issued. In FY14, we worked with our fi-
nancial system vendor to provide efficiencies to
this process. Now, with one click of a button, we
automatically send a secure e-mail to all case workers
and supervisors. This saves 2-3 hours a week for
Business Services staff.
albemarle
SOCIAL SERVICES
1600 5th Street, Suite A, Charlottesville, VA 22902
Reception Line (434) 972-4010 Food Stamp Line (434) 972-3143
Fax (434) 972-4080 www.albemarle.org
We bring to bear all of our talents and resources to provide
opportunities for our customers to succeed and thrive.
OPPORTUNITY:
We share and show esteem, appreciation and acceptance of
diversity and treat all individuals with honor and dignity.
RESPECT:
We work in ways that instill hope by opening doors to opportunity. HOPE:
VALUES
We promote self-sufficiency and individual and family well-being.
Together with our partners we mobilize communities of care to ensure that all
persons thrive.
MISSION
VISION
We recognize that individuals are responsible for
their own development and have the freedom to
choose.
SELF DETERMINATION:
The Virginia Department of Social Services does not discriminate based on race,
sex, color, religious creed, national origin, political affiliation or disability.
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Bright Stars Annual Report for FY 14
SUBJECT/PROPOSAL/REQUEST:
Presentation of Bright Stars FY 14 Annual Report
STAFF CONTACT(S):
Foley, Walker, Davis, Ralston, McAndrew
PRESENTER (S): Ann McAndrew
LEGAL REVIEW: Yes
AGENDA DATE:
March 4, 2014
ACTION: INFORMATION: X
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
REVIEWED BY:
BACKGROUND:
As a result of the Virginia Pre-School Initiative (VPI) funding initiated by Governor Wilder in 1994, the Board established
the County’s Bright Stars program as a collaboration among Social Services, the School Division and Local Government.
Social Services serves as the coordinator and fiscal agent for the program. The first classroom was established at Stone
Robinson Elementary School, and this year the program has ten classrooms in eight elementary schools, including two at
Greer and Cale and one classroom each at Agnor-Hurt, Red Hill, Scottsville, Stone Robinson, Stony Point, and
Woodbrook. In 2009, the Pre-School Network for Albemarle County was established to oversee the blending of funding
streams from the VPI, Title I and Early Childhood Special Education programs to serve more children in inclusion
classrooms.
STRATEGIC PLAN:
Local Government Goal: Educational Opportunities: Provide lifelong learning opportunities for all citizens.
School Division Goal: All Albemarle County Public Schools students will graduate having actively mastered the lifelong-
learning skills they need to succeed as 21st century learners, workers, and citizens.
DISCUSSION:
The FY14 Annual Report includes a review of the Pre-School Network services, including the number of children served
and the results of educational and family outcomes. Also included are the Program’s Key Performance Indicators and VPI
unaudited finances.
BUDGET IMPACT:
Continued funding for the program is being requested in the FY16 budget.
RECOMMENDATIONS:
Staff recommends that the Board accept the FY14 Bright Stars Annual Report.
ATTACHMENTS:
Attachment A-Report
Return to agenda
A PROGRAM OF
THE ALBEMARLE COUNTY PRESCHOOL NETWORK
Presented to
The Albemarle County Board of Supervisors
The Albemarle County School Board
BRIGHT STARS
FY 2014 ANNUAL REPORT
Dr. Pamela R. Moran
Superintendent, ACPS
Kathy Ralston
Director, ACDSS
ALBEMARLE COUNTY
Department of Social Services
1600 5th Street, Suite A
Charlottesville, Virginia 22902
ALBEMARLE COUNTY SCHOOLS
401 McIntire Road
Charlottesville, Virginia 22902
The Bright Stars program operated
in 10 preschool classrooms at 8
Albemarle County schools in 2013-
14. Three of these classrooms also
served 3 and 4-year old students
with special needs within a blended
Early Childhood Special Education
inclusion model. Funding from the
Virginia Preschool Initiative (VPI),
ACPS Title I and Early Childhood
Special Education programs, and
funds from local government and
Social Services supported Bright
Stars classes and Family Coordina-
tors. A total of 162 children were
served in Bright Stars class-
rooms. Of these, 10 children had
Special Education identification
while 13 were served under Title
I designation.
In addition to the 162 preschoolers
served in Bright Stars classrooms,
589 “alumni” from kindergarten
through 5th grades were eligible for
continued support from their
Bright Stars Family Coordinators.
The Coordinators supported fami-
lies by serving as a liaison with the
schools. They also assisted with
transportation to school and medi-
cal appointments. Some families
received help with emergency fi-
nancial assistance for housing,
utilities and food, or employment
searches. Coordinators also helped
parents locate educational oppor-
tunities for themselves and enrich-
ment opportunities for their chil-
dren.
BRIGHT STARS PROGRAM HIGHLIGHTS
2
ABOUT OUR PARTICIPANTS
Bright Stars classrooms tend to be more ethnically and linguistically diverse than the overall
student body in the same schools. Bright Stars students are more likely to be African Ameri-
can or Hispanic, and are less likely to have English as their primary language.
Some students’ families require interpretive services. In addition to paid interpreters, the
Bright Stars program utilizes volunteers to assist in the classroom and with family events
whenever possible. We also provide families with bi-lingual books so that parents of students
with limited English proficiency can share in their children’s literacy-building activities at
home.
3
“We were hesitant
at first but Bright
Stars exceeded
our expectations.
The staff was al-
ways ready and
willing to help and
teachers were very
communicative.”
ABOUT OUR PARTICIPANTS
Children enrolled in the Bright Stars program are selected based on individual or family factors
that could result in poor school performance over the years. Risk factors for Bright Stars children
may include limited parental education or illiteracy, parents who are very young or parenting
alone, poverty, unemployment, domestic violence, incarceration, a sibling having difficulty in
school, previous child protective services reports or involvement with foster care, and substance
use and/or mental health issues among family members.
Of the 162 preschoolers who participated in Bright Stars Classes:
83% lived with one or both biological parents.
26% were from families where all caretakers were unemployed.
82% qualified for free or reduced lunch.
Most had parents who do not have a college degree: 35% of mothers and 27% of
fathers have a GED or high school diploma, while 35% of mothers and 39% of fa-
thers did not finish high school.
“The year has far exceeded
our expectations. Our son is
prepared and excited to
transition into kindergar-
ten.”
4
The Bright Stars Program is more than just pre-school, we focus on all aspects of family well-
being. For example, we work to help children receive adequate health and dental care. Family
Coordinators assist in making appointments and providing transportation when necessary. An
award from the Martha Jefferson Hospital Community Health Partnership allowed for children
to receive pediatric dental care and services, sometimes their initial visit to a dentist. These ser-
vices were provided by a variety of local specialists. In addition, we purchased dental care sup-
plies for all of our preschoolers to use in the classroom and at home.
Because children learn best by doing, the Bright Stars program includes activities where the chil-
dren travel to interesting venues and have the opportunity to create during hands-on activities.
Bright Stars enjoy visits to apple orchards and farms, local firehouses, and the Paramount Thea-
tre. They invite their parents into the classroom to help them make gingerbread and bird houses
and host them for Thanksgiving Dinner. Bright Stars especially enjoy the attention of high
school students who join them for enrichment activities in music and athletics.
“All the different activities
were great, always had the
family involved.”
5
BRIGHT STARS PROGRAM ACTIVITIES IN 2013-2014
6
PERFORMANCE ON PROGRAM GOALS
*In FY09-12, the target was attendance at 3 school functions This was increased to 4 school functions in FY13.
Outcome Measure Measurement Goal Actual
FY14 Actual: 68%
FY10 Actual: 78%
FY11 Actual: 94%
Preschool Literacy Skills Preschoolers
who are in Bright Stars for at least six
months achieve literacy benchmark
scores for the preschool developmental
range at the end of the school year
PreK Phonological
Awareness Literacy
Screening (pKPALS)
FY14 Target:
80%
FY13 Actual: 78%
FY10 Actual: 91%
FY11 Actual: 85%
FY12 Actual: 86%
Parent-Teacher Conferences Parents of
Bright Stars preschoolers attend both
parent-teacher conferences offered
during the school year
Bright Stars
database
FY14 Target:
80%
FY14 Actual: 83%
FY13 Actual: 89%
FY10 Actual: 85%
FY11 Actual: 92%
FY12 Actual: 89%
Parent Goals Parents of Bright Stars
preschoolers make progress on goals
that support their child's success during
the school year
Family Needs
Assessment
FY14 Target:
80%
FY12 Actual: 81%
FY13 Actual: 72%
FY14 Actual: 84%
FY10 Actual: 91%
FY11 Actual: 85%
FY12 Actual: 86%
FY13 Actual: 74%
Kindergarten Literacy Skills Bright Stars
alumni achieve literacy benchmark
scores for the kindergarten
developmental range at the end of the
school year
Phonological
Awareness Literacy
Screening for
Kindergarten
(KPALS)
FY14 Target:
80%
Family Events Parents of Bright Stars
preschoolers attend at least four Bright
Stars/school functions, not including
parent-teacher conferences, during the
school year*
Bright Stars
database
FY14 Target:
90%
FY14 Actual: 62%
FY12 Actual: 85%
FY13 Actual: 82%
FY14 Actual: 86%
FY10 Actual: 68%
FY11 Actual: 74%
The following table shows our progress towards achieving key program goals over the
past five years:
EMERGENT LITERACY SKILLS
Classroom teachers administer pre-kindergarten language and literacy screening in the fall
and spring. The assessments include questions about the alphabet, letter sounds, rhymes,
and awareness of how pictures and words work together in a story.
Our preschoolers show substantial improvement over the course of the year as they work to
master the basic skills for reading readiness. More than three times as many students were
able to meet the standard of passing 6 out of 8 subtests in the spring than in the fall.
This success carries over into kindergarten. Among Bright Stars alumni who entered kinder-
garten in 2013, 86% passed the kindergarten PALS in the fall, compared to 78% of students
in the same schools overall.
“You could not ask for a
better teacher, assistant
or coordinator. We have
had an amazing experi-
ence with the Bright Stars
Program.”
7
EARLY NUMERACY SKILLS
Preschoolers’ abilities in the areas of numeral identification, completing patterns, identifying
shapes and colors, and counting sequentially are assessed in the fall and spring using the
Math Quick Screen.
In the spring, 71% of our preschoolers performed up to the minimum standards for numeracy
skills (passing 7 of the 9 subtests), compared to only 22% in the fall.
8
9
Some academic benefits of Bright Stars can be seen in alumni throughout elementary school.
Among all Bright Stars alumni in grades K-5, 99% were promoted to the next grade.
LONG TERM ACADEMIC BENEFITS
BRIGHT STARS “ALUMNI” SERVICES IN 2013-14
Family Coordinators are available to provide ongoing services to families past the preschool
year. Many families continue to receive services on an as-needed basis throughout the ele-
mentary school years. Services for Bright Stars alumni families are entirely voluntary. Bright
Stars parents may agree to participate or not depending on their own needs and circum-
stances. During 2013-14, on average, Family Coordinators worked with 31 alumni families
per month in addition to their involvement with the families of current preschoolers.
Bright Stars Family Coordinators work with families to encourage regular and timely school
attendance, participation in parent-teacher conferences, engagement in school events and
preventive dental and medical health practices. Some parents seek support to improve their
educational, housing or employment circumstances. The continuity of care and support that
is provided by each Family Coordinator is a key element of the Bright Stars program. By link-
ing our families to needed resources, while also facilitating connections between home, school
and community services, we aim to encourage and promote self-sufficiency.
10
PERSONAL AND SOCIAL DEVELOPMENT
11
Teachers and early childhood researchers agree that readiness for
kindergarten includes knowing how to get along with others, to
share, to take turns and follow directions, as well as having curi-
osity and excitement about learning. We assess preschoolers in
the fall and spring on multiple domains of personal and social de-
velopment as indicated in the accompanying chart.
When compared to their performance at the start of the year,
Bright Stars made significant behavioral improvements over the
course of the year. Bright Stars are regularly presented with op-
portunities to develop and practice these skills in the course of
work and play.
“It taught my
son to be more
independent and
use words to ex-
press feelings.”
FAMILY ENGAGEMENT
Engaging a child’s family in the school community is viewed as key to long-term success
in school. Measures of Parent Engagement include attendance at Parent-Teacher Con-
ferences and school events such as Open House and Back-to-School Night, as well as
participation in Bright Stars classrooms, family events and fieldtrips. Parents play an
important part of our Bright Stars success. Their active involvement in the classroom
and at home supports the work the teachers do at school.
This year:
84% of parents attended both parent teacher conferences
62% of parents attended four or more non-conference school functions
Many parents are working and have younger children to care for, making this level of
participation in school events even more impressive.
Outside the classroom, Bright Stars Family Coordinators also worked with parents to-
wards parents’ personal goals. By the end of the
school year, 83% of our parents had demonstrated
meaningful progress or fully achieved their goal.
These goals included getting financial education,
learning English, being more consistent with conse-
quences for their children’s behavior, finding employ-
ment, increasing reading time with their children,
getting a driver’s license, taking care of an ill relative,
being involved with their children’s school and in-
creasing healthy eating habits.
“I think the program
is awesome and it’s
great for the parents
as there are a lot of
family events!”
12
In keeping with previous years’ outcomes, parents’ satisfaction with the preschool class and
Bright Stars experience was consistently high. Parents saw tremendous growth in their children
and believed them to be better prepared to enter kindergarten. The great majority felt their in-
volvement as parents was encouraged. They reported being pleased with the interactions both
they and their child had with the teacher. Over 99% of our parents stated that they would rec-
ommend the program to others.
PARENT SATISFACTION
13
14
BRIGHT STARS FISCAL REPORT
Transfer from
Fund Balance
1.2%
Virginia Preschool
Initiative Grant
36.4%
Transfer from
School Fund
8.7%
Transfer from Local
Government
53.7%
FY 2014 Revenues
The above Bright Stars Program budget includes 40% of the
Bright Stars Family Coordinator positions and the remain-
ing 60% is funded in the Albemarle County Department of
Social Services General Fund
FY 2014 Expenditures
Maintenance
and Operating
Expenses
Personnel
Expenses
95.5%
Virginia Preschool Initiative Grant 409,500$
Transfer from School Fund 97,495
Transfer from Local Government 603,834
Transfer from Fund Balance 12,759
Miscellaneous Contributions 555
Total Bright Stars Revenues 1,124,143$
Bright Stars Revenues FY2013-2014
Personnel Expenses 1,073,947$
Maintenance and Operating Expenses 50,196
Total Bright Stars Expenditures 1,124,143$
Bright Stars Expenditures FY2013-2014
1600 5th Street, Suite A, Charlottesville, VA 22902
Reception Line (434) 972-4010 | Fax (434) 972-4080
www.albemarle.org
MEMORANDUM
To: Albemarle County Board of Supervisors
From: Gary O’Connell, Executive Director
Date: February 23, 2015
Re: Albemarle County Service Authority (ACSA) Quarterly Briefing
cc: ACSA Board of Directors; Mr. Tom Foley, County Executive
As we begin 2015, we appreciate the continuing opportunity to brief the
Board of Supervisors on ACSA projects and activities. Below are some
highlights:
1. Budget and Rates – The FY 2016 Budget and Rates will be presented
to the ACSA Board of Directors at the April Board meeting for July 1
adoption. The proposed Capital Improvements Program will be
presented at the March Board meeting. As we discussed before, the
ACSA average monthly water and sewer bill is slightly less than the
statewide average for a typical residential customer (using 4,000
gallons). We compare very favorably with our residential rates, for
which residential represents 75% of our customer base. We are
completing the budget and rate analysis currently, to be able to present
recommendations in late April to the ACSA Board.
2. Strategic Plan – The ACSA is in the second year of a five year
Strategic Plan aimed at improvements in our water and sewer system
that will benefit our customers. We have accomplished a number of
Strategic Plan items including installing a new SCADA System
(computerized controls) to monitor our systems and pump stations.
3. ACSA Capital Projects Update:
Western Ridge Foxchase (Crozet) Water Connection – This
project has been completed, which created a looped system that
eliminated a dead-end waterline. This improves water quality and
emergency backup.
Key West Water Main Replacement – A waterline project to
replace an existing line that is old and deteriorating. In addition to a
new waterline, additional fire hydrants will be added to increase the
level of fire protection in Key West. This contractor will start the
installation in early March.
Westmoreland Water Main Replacement – This project is to
replace a 50 year old waterline that has recently experienced
multiple leaks. The Westmoreland subdivision is located between
the Carrsbrook and Northfields subdivisions that are also scheduled
for future waterline upgrades. Initial project surveying is underway.
Ashcroft Water Improvements – A new tank has been installed
and pressure reducing stations have been upgraded. A
replacement pump station has been completed and now in
operation.
Michie Tavern Water Main Replacement – A new waterline is
being designed that would connect near PVCC on Route 20 . The
current line is over 70 years old and badly deteriorating. The
project is under final design.
Crozet Water Main Replacement Phase 2 – A phased waterline
replacement program has been underway in Crozet. Work recently
has been completed on High and Myrtle Streets, and we are
completing the work on Hilltop Street.
Berkeley Water Main Replacement – This is another of our
waterline replacement projects for an older line, nearly 60 years
old. A recent community meeting was held to review the project
with our customers in the Berkeley subdivision. We are at 50% in
the design. We are also coordinating with Charlottesville Gas, as
the neighborhood is very interested in new gas service.
Glenmore Water Tank Project – This project is designed to add
an emergency backup to the Village of Rivanna area, as there is a
single 4½ mile waterline to the east to serve this area. We are
completing the easements needed for the project.
Ivy Road-Flordon Water Connection – This project, located near
Ivy Nursery at Route 250, is an interconnect project to connect to
the West Leigh area for water system and fire protection
improvements and emergency redundancy. The bid opening is the
end of February.
Ednam Water Pump Station Upgrade – This project will provide
an alternate source of water to West Leigh by upgrading the
existing pump station and increasing pumping capacity. We are in
the final design phase with site plan submissions upcoming.
Orchard Acres Waterline Extension – One of our Crozet area
waterline replacement projects to upgrade and replace aging
waterlines. This project is at the 50% stage in the design
documents.
Sewer System Rehabilitations – Work is near completion in the
Ednam Sewer System. We are working with Farmington on sewer
upgrades to their private system that connects into the Ednam
System. The study phase of the PVCC Sewer Drainage Basin has
been completed, and the rehabilitation work is being scheduled.
Oak Hill Sewer (Phase 2) – The ACSA staff continues to
appreciate the work of the Albemarle Housing Office to assist in
seeking CDBG grant funding for this new sewer line project to
serve 20 additional properties that have failing septic systems. A
community meeting was recently held. We are working on
easements and property agreements to meet t he conditions of the
grant application.
West Leigh Waterline Replacement – Work has been completed
to replace an existing waterline on Devonshire Road, and work has
begun on Wendover Drive.
Let me know if you have any questions or would like additional i nformation
on any ACSA service or projects.
GBO/dbh
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