HomeMy WebLinkAbout2007-02-07
BOARD OF SUPERVISORS
FI N A L
FEBRUARY 7, 2007
9:00 A.M., AUDITORIUM
COUNTY OFFICE BUILDING
1 . Call to Order.
2. Pledge of Allegiance.
3. Moment of Silence.
4. Recognitions:
a. "Albemarle Citizens Safe and Protected."
5. From the Public: Matters not Listed for Public Hearing on the Agenda.
6. Consent Agenda (on next page).
7. 9:45 a.m. - Transportation Matters
a. VDOT Monthly Report.
b. Transportation Matters not Listed on the Agenda.
8. 10:15 a.m. - Green Buildlng/Sustalnability Initiative, Status Report.
9. 10:35 a.m. - FY 2005-06 Comprehensive Annual Financial Report (CAFR).
10: 50 am. - Recess
10. 11 :00 am. - Human Resources Annual Report.
11. 11:10 a.m. - FY 2006 Department of Social Services Annual Report.
12. 11 :20 a.m. - Bright Stars Annual Report.
13. 11 :30 a.m. - ADDeal: SUB-2006-224. RollinQ Meadows - ReQuest for Private Street to serve 4 lots. Request
for preliminary subdivision plat approval to create 4 lots on 18.62 acres zoned RA. Tax Map 56, Parcel 112. Located
900 feet west of Normandy Drive and 200 feet off the Rockfish Gap Turnpike (US. Route 250). (The
Comprehensive Plan designates this property as Rural Areas in Rural Area 3.) White Hall District. (Deferred from
December 6, 2006)
14. 11: 50 am. - ADDeal: SDP-2006-o071. GiIIisDie Prelimlnarv Site Plan - Critical SloDes waiver/curb and autter
reauest: Request for Preliminary Site Plan to allow the construction of two (2) residential condominium units
totaling 16,023 s.1., and 7 total dwelling units on 1.71 acres, and is zoned R4 (Residential). The property is
described as Tax Map 61 K, Parcels 10-0A and 10-0A2, and is located In the Jack Jouett Magisterial District at the
end of Inglewood Drive, near its intersection with Hydraulic Road (Route 631). The Comprehensive Plan
designates this property as Neighborhood Density In Urban Area 7.
15. 12:10 D.m. - Closed Session.
16. Certify Closed Session.
17. Appointments.
18. 2:00 D.m. - Public Hearina: FY 2007 Budget Amendment.
19. 2:30 D.m. - 4:00 Dm. - Work Session: - Business Plan (CIP).
20. From the Board: Committee Reports and Matters not Listed on the Agenda.
21. Adjourn to February 14, 2007, 3:00 p.m. (Room 235).
CONSENT AGENDA
FOR APPROVAL:
6.1 Approval of Minutes: June 7, June 14 A1N, July 5, September 13 AIN and October 11 A1N,2006.
6.2 Interlocal Agreement to Implement the Workforce Investment Act.
6.3 Resolution: VRTFP Grant for Rivanna Greenway Segment - Free Bridge Lane Connector.
6.4 Resolution to accept roads in Fontana Subdivision, Phase 3, into the State Secondary Road System.
6.5 Resolution to accept roads in Fontana Subdivision, Phase 4A, into the State Secondary Road System.
6.6 Resolution to accept roads in Milton Village Subdivision into the State Secondary Road System.
6.7 Joint Resolution Providing for the Implementation of the Comprehensive Community Corrections Act for
Local Responsible Offenders, the Pretrial Services Act and the Establishment of the Thomas Jefferson Area
Community Criminal Justice Board (T JACCJB).
FOR INFORMATION:
6.8 FY 2007 Appropriation for Mountainside Senior Living Center.
6.9 Copy of minutes of the Albemarle County Service Authority for September 2006, October 2006, November
2006 and December 2006.
6.10 Update on progress of the Scottsville Historic Streetscape Project.
6.11 Board to Board, Communications reporl of activities from the Albemarle County School Board, dated February 7,
2007.
ACTIONS
Board of Supervisors Meeting of February 7, 2007
Februarv 12, 2007
AGENDA ITEM/ACTION ASSIGNMENT
1. Call to Order.
. Meeting was called to order at 10:01 a.m. by
the Chairman, Mr. Boyd. All BOS members
were present. Also present were Larry Davis,
Ella Carey and Meagan Hoy. (Note: Due to
winter weather conditions, meeting time was
delayed.)
4. Recognitions: "Albemarle Citizens Safe and
Protected" .
. The Chairman recognized this new
collaborative partnership formed by the Office
of the Commonwealth's Attorney, Police
Department and Department of Social Services,
established as part of the Social Services
Strategic Plan. The mission is to ensure a safe
and protected citizenry through collaborative
investigations of suspected physical, sexual,
and financial abuse of the elderly and disabled.
Non Agenda Item:
. Mr. Wyant suggested moving "Matters not
Listed on the Agenda from the Board" to the
start of the meeting. Board members
CONCURRED.
5. From the Public: Matters Not Listed on the Agenda.
. Marv Ann Doucette, a former member of Lee
County Commission, discussed the problems
associated with growth that Albemarle is
experiencing, and suggested the Board
consider adopting impact fees. Ms. Thomas
commented that the County does not have the
legal authority to assess impact fees.
. Liz Palmer, invited Board members to attend
the League of Women Voters Natural Resource
Committee's Annual Meeting on February 27 at
12:00 noon. The topic to be discussed is
"Global Warming: How should Local
Governments respond?" She also spoke about
the Supervisor's compensation. She believes
that the compensation should be higher
because it currently financially excludes certain
people from serving.
. Jav Willer, of the Blue Ridge Homebuilders,
thanked the County for their help in sponsoring
the recent Green BuildinQ workshop.
6.2 Interlocal Agreement to Implement the Workforce Attachment 1
Investment Act.
. AUTHORIZED the Chairman to sign the County Attornev's office: Provide Clerk with
attached agreement. copy of agreement after it has been fully
executed
6.3 Resolution: VRTFP Grant for Rivanna Greenway Attachment 2
Segment - Free Bridge Lane Connector.
. ADOPTED the attached resolution authorizing Clerk: Forward copy of adopted resolution to
the County Executive to provide the necessary Pat Mullaney.
materials and to enter into such agreements as
necessary to Qualify for a VRTFP grant.
6.4 Resolution to accept roads in Fontana Subdivision, Attachment 3
Phase 3, into the State Secondary Road System.
. ADOPTED the attached resolution Clerk: Forward signed resolution and Form
AM-4.3 to Greg Cooley.
6.5 Resolution to accept roads in Fontana Subdivision, Attachment 4
Phase 4A, into the State Secondary Road System.
. ADOPTED the attached resolution Clerk: Forward signed resolution and Form
AM-4.3 to Greg Cooley.
6.6 Resolution to accept roads in Milton Village Attachment 5
Subdivision into the State Secondary Road
System. Clerk: Forward signed resolution and Form
. ADOPTED the attached resolution AM-4.3 to Greg Cooley.
6.7 Joint Resolution Providing for the Implementation of Attachment 6
the Comprehensive Community Corrections Act for
Local Responsible Offenders, the Pretrial Services Clerk: Forward adopted resolution to Patricia
Act and the Establishment of the Thomas Jefferson Smith, Exec Director, OAR.
Area Community Criminal Justice Board
(T JACCJB).
. ADOPTED the attached resolution
la, VDOT Monthly Report for December 2005.
. RECEIVED.
lb. Transportation Matters not Listed on the Agenda. Clerk: Forward comments to VDOT.
Allan Sumpter:
. Explained there were two car accidents on
Route 20 that delayed VDoT's trucks from
clearing the snow.
Sally Thomas:
. Updated the Board on her ride-along with Mr.
Sumpter of Reservoir Road and the proposed
improvements and construction.
. Stated that the light signal at Bellaire is working
on a regular program computer and does not
detect traffic like the normal signals. Video
camera detection will be installed on the light.
. In response to comments about litter control,
Mr. Sumpter said VDoT's litter pick up program
is similar to the adopt a highway program. The
County would be responsible for the program.
David Wyant:
. Commended VDoT on the great work they did
last night during the wintry weather.
. He has received a petition regarding White
Mountain Road. He noted that VDoT is
planning some spot improvements which he
believes will help.
. He is happy to see the alternative for Milton
Bridge Road.
. He commented on the phasing of Jarman's Gap
Road, and noted that a decision needs to be
made about the second phase.
Dennis Rooker:
. He thanked Mr. Sumpter for his interaction with
the Canterbury Hills neighborhood and the litter
problem. The residents are pleased with the
response and the help.
2
. Asked Mr. Sumpter to check on the status of
the Georgetown Road aerial survey.
. Mentioned a section of roadway northbound on
Route 29, near the vicinity of Golden Corral and
the Post Office, where there is an inset for a
bus lane. It is confusing because it appears to
be a lane but then it is cut short. He asked if
the lane could be continued through to the light
at Greenbrier.
David Slutzkv:
. Mentioned a concern from a constituent
regarding confusion in who has the right-of-way
going north bound on Greenbrier as the
roadway runs into Rio Road, at Gasoline Alley.
Mr. Sumpter said that area is being looked as
part of the signal study on Rio Road.
. Several constituents in Dunlora have received
notices from VDoT that their property will be
taken, and they would like to see a map of the
final road configuration for Meadow Creek
Parkway. Joel DeNunzio, of VDoT, said they
created a map and sent it to the County on
Friday. The map will be available on the
website. VDoT will send a copy to Mr. Slutzky
along with the date and time of the meeting with
residents of Dunlora.
Ken Bovd:
. At High Street and Route 250, the rubber
barricades have created a dangerous
situation. Mr. Sumpter advised it was done
bv the City.
8. Green Building/Sustainability Initiative, Status Sean DouQhertv: Proceed as directed.
Report.
. RECEIVED. Consensus that the Board is
ready to move forward on County building
projects to include Green Building initiatives
and follow lead certification (subject to funding
and the financial review). Staff will move
forward with the Planning Commission.
9. FY 2005-06 Comprehensive Annual Financial
Report (CAFR).
. ACCEPTED the 2005-06 Comprehensive
Annual Financial Report.
10. Human Resources Annual Report.
. RECEIVED report.
11. FY 2006 Department of Social Services Annual
Report.
. RECEIVED report.
12. Bright Stars Annual Report. Kathv Ralston: Provide information to County
. RECEIVED report. CONSENSUS of Board to Executive's office for letter.
forward letter to Budget Committee and state
representatives, regarding the State addressing
fundinQ issues.
13. Aooeal: SUB-2006-224. Rollina Meadows -
ReQuest for Private Street to serve 4 lots.
. APPROVED, by a vote of 6:0, the applicant's
request for a waiver to allow a private street.
14. Aooeal: SDP-2006-0071. Gillisoie Preliminarv
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Site Plan - Critical Slopes waiver/curb and Clerk: Schedule on March 7, 2007 agenda.
Clutter reauest:
. DEFERRED until March 7, 2007.
15. Closed Session. Personnel and Legal Matters.
. At 1 :00 p.m., the Board went into closed
session to consider appointments to Boards,
Committees, and Commissions; to consult with
legal counsel and staff regarding matters of
pending litigation relating to a law enforcement
incident; and to consult with legal counsel and
staff regarding specific matters requiring legal
advice relating to an inter-jurisdictional service
aqreement.
16. Certified Close Session.
. At 2:13 p.m., the Board reconvened into open
session and certified the closed session.
17. Boards and Commissions: Appointments. Clerk: Prepare appointment/reappointment
. APPOINTED Jay Fennell to the Public letters, update Boards and Commissions book,
Recreational Facilities Authority, with said term update webpage, and notify appropriate
to expire December 13, 2009. persons.
. REAPPOINTED Mitchell Neuman to the
Industrial Development Authority with said term
to expire January 19, 2011.
. APPOINTED Julia Monteith to the Planning
Commission as the UVA nonvoting member,
with said term to expire December 13, 2008.
18. FY 2007 Budget Amendment. Clerk: Forward signed appropriation forms to
. APPROVED FY 2007 Budget Amendment in Finance, OMB, and copy appropriate
the amount of $570,718.74 as advertised. individuals.
. APPROVED FY 2007 Appropriations
#2007050,#2007052,#2007053,#2007054,
and #2007055.
19. Work Session: Business Plan (CIP). Clerk: Schedule on February 14 agenda.
. HELD, Discussion to be continued at 2:00 p.m.
on February 14, 2007.
26. From the Board: Committee Reports and Matters
Not Listed on the Agenda.
Dennis Rooker:
. Mentioned that he has received several
complaints from constituents regarding
Com cast. Mr. Tucker said he would contact
Com cast to develop a person of contact, and
invite someone to attend a future Board
meeting.
David Wyant:
. Asked for the name of the staff contact from
Zoning who is overseeing the development of
downtown Crozet and the Crozet Library.
Sally Thomas:
. She is the Board's liaison to the ACE
Committee. The Committee anticipates closing
in March on the FY 2005 and FY 2006
applications, and is ready to proceed with FY
2007 applications. They are currently looking at
standards and trying to figure out a way to give
more incentive to the Mountain Area.
. Requested a copy of the three page summary
on the Biscuit Run traffic summary.
4
. Asked staff to get more information on the
possible community service opportunity for
citizens on probation.
. Suggested Board members review the salary
survey results for other boards of supervisors in
Virginia provided by Liz Palmer.
. She enjoyed the recent County's Strategic Plan
event, and was happy to see employees taking
the opportunity to learn and participate.
Ken Boyd:
. Commented that the V ACO Chairman's
program was very beneficial.
27, Adjourn to February 14, 2007, 2:00 p.m.
. The meeting was adjourned at 5:29 p.m. to
February 14, 2007, 2:00 p.m.
/ewc
Attachment 1 - Interlocal Agreement to Implement the Workforce Investment Act
Attachment 2 - Resolution: VRTFP Grant for Rivanna Greenway Segment - Free Bridge Lane
Connector.
Attachment 3 - Resolution to accept roads in Fontana Subdivision, Phase 3, into the State
Secondary Road System
Attachment 4 - Resolution to accept roads in Fontana Subdivision, Phase 4A, into the State
Secondary Road System
Attachment 5 - Resolution to accept roads in Milton Village Subdivision into the State Secondary
Road System.
Attachment 6 - Joint Resolution Providing for the Implementation of the Comprehensive
Community Corrections Act for Local Responsible Offenders, the Pretrial Services
Act and the Establishment of the T JACCJB.
5
ATTACHMENT 1
INTERLOCAL AGREEMENT
to implement the
WORKFORCE INVESTMENT ACT
The purpose of this agreement is to amend the Interlocal Agreement to Implement the Workforce
Investment Act, dated 21 December 2000, which created a Consortium of Chief Elected Officers
("CLEOs"), to be called the Piedmont Workforce Council ("PWC"), and set forth the process, procedures,
and responsibilities for implementing the Workforce Investment Act (WIA) in the City of Charlottesville and
the Counties of Albemarle, Culpeper, Fauquier, Fluvanna, Greene, Louisa, Madison, Nelson, Orange,
and Rappahannock. The WIA requires the PWC to take certain responsibilities and actions which are
enumerated in this document and to form a working relationship with the Area 6 Local Workforce
Investment Board ("LWIB"), to be called the Piedmont Workforce Network Board ("PWNB").
Area covered: The localities named above have been grouped together and approved as a WIA area by
the Governor of Virginia.
PWC formed: By this agreement, the PWC forms a consortium for the purpose of implementing the tasks
and performing the continuous oversight responsibilities set forth in the WIA.
Administration: The local governments have named the Thomas Jefferson Planning District Commission
(T JPDC) as the administrator, working with the Rappahannock Rapidan Regional Commission (RRRC),
Grant recipient: The City of Charlottesville will be the grant recipient.
Fiscal Agent: The Thomas Jefferson Planning District will be the Fiscal Agent for WIB funds. The T JPDC
will make monthly financial reports to the Consortium, in writing. The audit will be conducted with the
T JPDC audit, according the requirements of all OMB and federal regulations.
Responsibility for use of funds and implementation of the WIA: Under the WIA the final responsibility for
use of the federal WIA funds and for carrying out the tasks set forth in the WIA rests with the PWC. The
PWC shall enter into a contract with the T JPDC to perform certain tasks on behalf of the PWC. Liability
insurance for the PWC will be provided out of the administrative funds. Prior to distribution of any funds
under the WIA, the T JPDC will obtain such liability insurance naming
each of the local governments and PWC members as additional insured. Coverage shall be no less than
$1,000,000 per occurrence and $2,000,000 in the aggregate. A certificate evidencing such insurance
coverage shall be distributed to each of the PWC members at the inception of this Agreement.
Task One: Creation of the Piedmont Workforce Network Board ("PWNB")
Piedmont Workforce Network Board ("PWNB"): The activities of the WIA are carried out by the PWNB
appointed by the PWC. The composition of the PWNB is mandated in the Act. The WIA requires 51 % of
the appointees be from private sector business and industry. The remaining 49% are mandated
categories in the Act.
PWNB Membership: The membership of the PWNB is to be determined by the PWC based upon the
requirements of the Act and in an effort to insure the most effective, regional participation in the WIA
program by all participating jurisdictions, Partners and businesses. See Attachment 1 for current PWNB
structure.
PWNB Appointment Process: The appointments to the PWNB are to be made by the PWC using the
following process:
Business and Industry:
6
1. Letters will be sent to business and industry organizations soliciting nominations to the Board.
This task will be the responsibility of the PWC, with the assistance of the T JPDC.
2. An advertisement will be placed in a paper of general circulation in the Piedmont Workforce
Network - Virginia Workforce Area 6 ("PWN"), by T JPDC. The notice will include information
on how to access a nomination form. . Persons may nominate themselves.
3. Completed nomination forms will be sent to T JPDC for distribution to the PWC. By law, the
PWC must select from those nominated.
4. The PWC will select the number of business and industry appointments and their distribution
throughout the PWN, based on a plan that has been adopted and approved by the PWC.
If a locality does not fill all its allocated business positions, the PWC may assign those
positions to one or more other localities.
One-Stop Partners: The Act sets forth certain categories of representation, the One-Stop
Partners. The following process will be used to appoint persons who meet these requirements:
1. Nominations will be sought from categorical organizations, set forth in the Act.
2. Nomination forms will be received at the T JPDC office.
3. The PWC will meet to prepare a slate of categorically mandated PWNB members.
Full Board Appointments:
1. The PWC will meet to affirm the categorical nominees and the business and industry
nominees.
2. The T JPDC will prepare the Certification Form and submit to the State for the Governor's
certification.
Vacancies: Vacancies will be filled using the same procedure.
Organization of the PWNB: It is the intent of the PWC to create the full PWNB which will represent all the
localities. It is the desire of the PWC that committees be formed by the PWNB which will conduct planning
and other activities to advise the PWNB in order that the distinct needs of all localities in the PWN be
taken into consideration.
Organization of the PWC:
1. The PWC shall elect a Chair and Vice-Chair from its members. One officer shall be from each
planning district.
2. The Vice-Chair will serve as the liaison between the PWC and the PWNB.
3. The Vice-Chair will serve as the liaison between the PWC and the One Stop Committee of
the PWNB.
4. The Consortium will meet, as a body, at least quarterly, a quorum of >30% will be required for
any action to be taken.
5. It will be the responsibility of each PWC member and the PWN staff to communicate the
activities of the PWC and the PWNB to their respective governing bodies.
Collaboration with the PWNB
1. The Plan:
7
The PWNB will submit a Yearly Program Plan to the PWC for their concurrence. Concurrence
will be a simple majority of the PWC present and voting.
2. Budget:
The PWNB budget will be submitted to the PWC for approval. Approval will be a simple
majority of the members of the PWC present and voting.
3. Quarterly meetings:
The officers or Executive Committee of the PWNB will meet with the PWC at least quarterly
for the purpose of updating the PWC on the activities and to seek advice from the PWC
regarding the activities of the PWNB.
4. One Stop Operator or System:
The PWNB is charged with designating the One Stop operator or system, in cooperation with
the PWC.
A. The PWNB shall submit the criteria for the One Stop to the PWC for comment prior to
selection of the One Stop operator.
B. The selection of the One Stop operator will be ratified by the PWC by a simple majority of
the PWC members present and voting.
C. The Memorandum of Understanding establishing the One Stop will be presented to the
PWC for their concurrence.
D. Reports on the One Stop operation will be presented to the PWC on a quarterly basis.
5. Youth Council:
The PWNB is charged with appointing the Youth Council in cooperation with the PWC.
A. The PWNB shall present the names of the Youth Council membership to the PWC for
their concurrence prior to their actual appointment to the Council. The Youth Council
membership will reflect the same regional representation as the PWNB.
B. The Chair of the Youth Councilor designated alternate will meet with the PWC on a
quarterly basis.
Shared Liability Among PWC Members
While the City of Charlottesville is the Grant Recipient under this WIA Program (the "Program") all
of the local governments named in this Agreement hereby agree to share equally any and all
liability resulting from implementation of the Program.
Effective Dates of this Agreement:
This agreement shall take effect on the date of the last signature and shall remain in effect until the
WIA is no longer in effect.
Amendment of the Agreement:
A majority vote of PWC is required to amend this agreement.
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ATTACHMENT 2
RESOLUTION
FUNDING ASSISTANCE FOR
RECREATIONAL TRAILS AND TRAILS-RELATED FACILITIES
COUNTY OF ALBEMARLE
WHEAREAS, the Virginia Recreational Trails Fund Program provides grant funds to assist
political subdivisions of the Commonwealth of Virginia in providing and maintaining recreational trails and
trails-related facilities; and
WHEREAS, the County of Albemarle desires to develop an accessible section of the Rivanna
Greenway within Darden Towe Park along Free Bridge Lane connecting an existing trail section in the
park with an existing trail section under Free Bridge and downstream; and
WHEREAS, the funding available from the Virginia Recreational Trails Fund Program is limited to
80% on projects totaling $25,000 to $125,000; and
WHEREAS, funding necessary in addition to the Virginia Recreational Trails Fund Program share
to complete the project will be provided by the County of Albemarle.
NOW, THEREORE, BE IT RESOLVED by the Board of Supervisors of the County of Albemarle
that the County Executive is hereby authorized to cause such information or materials as may be
necessary to be provided to the Virginia Department of Conservation and Recreation and to enter into
such agreements as may be necessary to permit formulation, approval and funding of the above
described segment of the Rivanna Greenway.
AND BE IT FURTHER RESOLVED, that Albemarle County hereby agrees to accept all
maintenance responsibilities, and keep this facility reasonably open for public use for the expected useful
life of the project.
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ATTACHMENT 3
RESOLUTION
WHEREAS, the street(s) in Fontana Subdivision, Phase 3, as described on the attached
Additions Form AM-4.3 dated February 7,2007, fully incorporated herein by reference, is shown on plats
recorded in the Clerk's Office of the Circuit Court of Albemarle County. Virqinia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has adVised the
Board that the street(s) meet the requirements established by the Subdivision Street Requirements of the
Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County Supervisors
requests the Virginia Department of Transportation to add the street(s) in Fontana Subdivision, Phase
3, as described on the attached Additions Form AM-4.3 dated February 7, 2007, to the secondary
system of state highways, pursuant to 933.1-229, Code of Virginia, and the Department's Subdivision
Street Requirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-way, as
described, exclusive of any necessary easements for cuts, fills and drainage as described on the
recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the Resident
Engineer for the Virginia Department of Transportation.
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ATTACHMENT 4
RESOLUTION
WHEREAS, the street(s) in Fontana Subdivision, Phase 4A, as described on the attached
Additions Form AM-4.3 dated February 7, 2007, fully incorporated herein by reference, is shown on plats
recorded in the Clerk's Office of the Circuit Court of Albemarle County, Virqinia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has advised the
Board that the street(s) meet the requirements established by the Subdivision Street Requirements of the
Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County Supervisors
requests the Virginia Department of Transportation to add the street(s) in Fontana Subdivision, Phase
4A, as described on the attached Additions Form AM-4.3 dated February 7, 2007, to the secondary
system of state highways, pursuant to 933.1-229, Code of Virginia, and the Department's Subdivision
Street Requirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-way, as
described, exclusive of any necessary easements for cuts, fills and drainage as described on the
recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the Resident
Engineer for the Virginia Department of Transportation.
11
ATTACHMENT 5
RESOLUTION
WHEREAS, the street(s) in Milton Village Subdivision, as described on the attached Additions
Form AM-4.3 dated February 7, 2007, fully incorporated herein by reference, is shown on plats recorded
in the Clerk's Office of the Circuit Court of Albemarle County, VirQinia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has advised the
Board that the street(s) meet the requirements established by the Subdivision Street Requirements of the
Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County Supervisors
requests the Virginia Department of Transportation to add the street(s) in Milton Village Subdivision, as
described on the attached Additions Form AM-4.3 dated February 7, 2007, to the secondary system of
state highways, pursuant to S33.1-229, Code of Virginia, and the Department's Subdivision Street
Requirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-way, as
described, exclusive of any necessary easements for cuts, fills and drainage as described on the
recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the Resident Engineer for
the Virginia Department of Transportation.
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ATTACHMENT 6
JOINT RESOLUTION PROVIDING FOR THE IMPLEMENTATION
OF THE COMPREHENSIVE COMMUNITY CORRECTIONS ACT FOR LOCAL RESPONSIBLE
OFFENDERS, THE PRETRIAL SERVICES ACT AND THE
ESTABLISHMENT OF THE THOMAS JEFFERSON AREA COMMUNITY CRIMINAL JUSTICE BOARD
[T JACCJB]
Whereas, the Virginia General Assembly has adopted legislation entitled the Comprehensive
Community Corrections Act for Local Responsible Offenders, Article 9 (9 9.1-173 et. seq.) of the Code of
Virginia and the Pretrial Services Act, Article 5 (9 19.2-152.2 et seq.) of the Code of Virginia, both of
which were effective July 1, 1995; and
Whereas, 99 9.1-174 and 19.2-152.2 of the Code of Virginia require Albemarle and Nelson
Counties and the City of Charlottesville that pursuant to 9 53.1-82.1 were approved for a jail project to
participate and establish services and in accordance with both Acts; and
Whereas the Counties of Fluvanna, Goochland, Greene, Louisa, Orange and Madison have
elected to participate and establish services in accordance with both Acts; and
Whereas, 99 9.1-178 and 19.2-152.5 of the Code of Virginia require that each county and city
establishing and operating community-based probation and pretrial services establish a Community
Criminal Justice Board, and in the case of multi-jurisdictional efforts, that each jurisdiction mutually agree
upon the number of appointments to said board.
BE IT THEREFORE RESOLVED that the County of Albemarle jointly agrees with the City of
Charlottesville and the Counties of Greene, Nelson, Madison, Fluvanna, Louisa, Orange, and Goochland
to implement the services and programs required by the Comprehensive Community Corrections Act for
Local Responsible Offenders and the Pretrial Services Act with Albemarle County, pursuant to 9 9.1-183,
acting as the administrator and fiscal agent on behalf of the participating localities; and
BE IT FURTHER RESOLVED that Albemarle County, as administrator and fiscal agent shall
establish local community-based probation services for all of the participating jurisdictions and for pretrial
services for Albemarle, Charlottesville and Nelson pursuant to a contract with OAR/Jefferson Area
Community Corrections, and for pretrial services for Fluvanna, Greene, Louisa, Madison and Orange
Counties pursuant to a memorandum of understanding with the Central Virginia Regional Jail Board; and
BE IT FURTHER RESOLVED that the County of Albemarle jointly establishes the Thomas
Jefferson Area Community Criminal Justice Board [T JACCJB], and that said board shall fulfill its
responsibilities pursuant to 9 9.1-180, and shall be composed of the following members pursuant to 9 9.1-
178 of the Code of Virginia:
. One representative of the governing bodies of each participating jurisdiction,
· A circuit court judge of anyone of the participating jurisdictions as agreed upon by the
judges to represent all circuit court judges,
. A judge of the general district court of anyone of the participating jurisdictions as agreed
upon by the judges to represent all general district court judges,
· A judge of the juvenile and domestic relations district court of anyone of the participating
jurisdictions as agreed upon by the judges to represent all juveniles and domestic
relations district court judges,
. A chief magistrate,
· A Commonwealth's Attorney to represent all of the Commonwealth's Attorneys of the
participating jurisdictions,
· An attorney experienced in the defense of criminal matters who is a current member of
the Virginia State Bar, and a public defender, where applicable, each representing the
participating localities,
· The administrator of the Albemarle/Charlottesville Regional Jailor the Central Virginia
Regional Jail,
13
. A Sheriff of any county or city not served by a police department and a chief of police to
represent all law enforcement agencies of the participating jurisdictions,
. A Community Services Board Administrator representing all agencies providing such
services to participating jurisdictions, .
. A representative of a local adult education agency representing all agencies providing
such services to participating jurisdictions, and
. A director of a Department of Corrections Probation and Parole District Office serving and
representing all of the participating jurisdictions.
BE IT FURTHER RESOLVED that this resolution supersedes and replaces all prior resolutions
approved by the locality relating to the establishment of required services and the formation of the
Thomas Jefferson Area Community Criminal Justice Board.
14
.
.
.
GLOBAL WARMING: HOW SHOULD LOCAL GOVERNMENTS RESPOND?
Community Dialogue
;;;:. 7 '
5
~~(
07
Noon, Tuesday, February 27
Monticello and Events Center
201 Monticello Avenue
Two local leaders, David Bowerman and Maurice Cox, both of whom have
extensive background and experience in local government, will present their thoughts
about what the City and Albemarle County are doing or should be doing about global
warmmg.
David Bowerman, a local business man, served from 1980-1989 on the County
Planning Commission, twice as Chair. From 1990-2005 he was a member of the Board of
Supervisors, serving as Chair in 1992 and 1993.He chaired the local Sustainability
Council from 1994-1998. Currently he is on the County's Development Process
Committee and is a member of the Senior Center Board of Directors.
Maurice Cox, an Associate Professor of Architecture at UV a, focuses on urban
design issues in his teaching and community work. He served on City Council from
1996-2004. He was Vice-Mayor in 2000-2002 and Mayor in 2002-2004. His current
service on numerous local committees affirms his belief in civic activism and community
participation.
Many who have seen or read Al Gore's "An Inconvenient Truth" feel an urge to
do something about global warming. But what? Some think that the problem is
intractable and that individual actions, such as driving a hybrid car or using efficient
fluorescent light bulbs, won't make enough of a difference. Others think that only
dramatic actions by the federal government and by other countries will bring results. But
some local communities have developed plans to respond to climate change. Many U.S.
cities, including Charlottesville, have "ratified "the Kyoto Treaty on their own. Many
communities have developed extensive (and expensive) plans. For example, Arlington
County plans to reduce greenhouse gas emissions by % 1 0 over the next five years. They
will spend about $5 million to improve energy efficiency in public buildings. Costs for
this will be recouped in lower utility costs over time. Arlington also plans to spend more
than $400,000 in coming months to plant 1,200 trees, to buy more wind-generated power,
to hand out more than 2,000 fluorescent bulbs to citizens, and to provide free energy
audits for more than a dozen homes.
What is the appropriate role of local government in response to global warming?
Let's pool our ideas on February 27th,
Emaillwv@avenue.org or call 970-1707 by 3 :30 pm 2/22/07 to make reservations
for a bag lunch of sandwich, fruit, cookies, and drink. Cost of lunch: $8 or just show up
with a bag lunch and buy a drink ($1).
.
.
.
..
..
February 7, 2007
To the Albemarle County Board of Supervisors:
I am here today to talk about a politically uncomfortable subject, Supervisors'
compensation. It is however an important topic. Albemarle County is fortunate at this
time to have a diligent, highly competent and dedicated Board. But in order to ensure
that future Supervisors meet the high standards that citizens require, we as a community
need to attract qualified individuals to run for the office. This requires that we provide
adequate compensation for their time, skills and abilities.
Albemarle County Supervisors have to be jacks of all trades, making decisions on
transportation, education, water supply, environmental impacts, planning and zoning. As
Albemarle County grows, these decisions will only get more complex and controversial.
Supervisors' compensation must reflect the hours that they spend researching and
studying the impacts of their decisions on this community. Failure to ensure that the best
possible candidates are attracted to the position could lead to an erosion of public respect
and perception of the value of our county government, and ultimately have a negative
impact on our community.
The current salary of $13000 is not only inadequate but also exclusionary. Only
the well-heeled can run for office. As education for our children and housing costs
continue to rise, middle income individuals will be unable to run for the supervisor's
office. I have attached a list of board salaries from other VA counties. As you will note,
we are behind in supervisor compensation given our growth rate, population and
community's complexities.
I hope that you will consider a significant and meaningful increase in Albemarle
County Board of Supervisors' salaries. To avoid some of the uncomfortable publicity that
often accompanies this type of action I would like to suggest that the increases be
effective at the end of each of your terms.
Thank you,
Liz Palmer
Albemarle County resident
..-..UQ1
.S
. --~ ~ '.' '--.--
~1f
Virginia Association of Counties
2006 Salary Survey Results
County 2005 Est. Pop. County Administrator Chairman Supervisors
Accomack 39, 100 92,000.00 8,808.00 7,000.00
Albemarle 90,400 153,000.00 14,816.00 13,016.00
Alleghanv 17,200 88,800.00 5,799.96 3,999.96
Amelia 12,100 87,500.00 12,500.00 12,000.00
Amherst 39, 100 97,600.00 5,000.00 5,000.00
Appomattox 13.900 60.567.00 6,000.00 4,800.00
Arlington 195,600 206,999.00 32,474.00 29,522.00
Augusta 68,900 134,710.00 12,219.00 10,419.00
Bath 4,900 84,819.00 4,800.00 4,800.00
Bedford 63,600 104.125.00 8,100.00 6,600.00
Bland 7,100 69,587.00 5.800.00 5,000.00
Botetourt 31,800 126,716.00 9,500.00 7,700.00
Brunswick 18,400 90,000.00 5,800.00 4,000.00
Buchanan 25,300 69,950.00 8,800.00 7,000.00
Buckingham 16,200 66,000.00 4,500.00 4,000.00
Campbell 51,300 135,000.00 7.712.00 6.358.00
Caroline 24,300 110,775.00 16,538.00 16,538.00
Carroll 29,700 65,000.00 6,600.00 5,400.00
Charles Citv 6,800 84,467.12 10,000.00 9,000.00
Charlotte 12,700 88,579.00 6,600.00 6,000.00
Chesterfield 286,500 199,688.00 33,133.00 29,983.00
Clarke 13,900 111,637.00 3,000.00 2.700.00
Craig 5,100 31. 75 per hr * part -time 2,900.00 2,400.00
Culpeper 41,200 110,000.00 12,000.00 10,500.00
Cumberland 9,500 70,992.00 7,200.00 6,000.00
Dickenson 16,500 49.911.00 7,300.00 5.500.00
Dinwiddie 25,800 92,500.00 9,400.00 8,800.00
Essex 10,300 77,010.00 4,200.00 3,600.00
Fairfax 1,022,100 213,960.00 59,000.00 59,000.00
Fauquier 62,900 139,540.42 27,500.00 23,500.00
Flovd 14,800 74.500.00 4,100.00 3,200.00
Fluvanna 24,900 84,500.00 6,200.00 4,800.00
Franklin 50,100 113,514.00 9,057.00 7,257.00
Frederick 67,600 143,342.40 10,800.00 9,000.00
Giles 16,500 70,000.00 6,600.00 6,000.00
Gloucester 35,700 107,762.00 8,800.00 7.000.00
GoocWand 19,300 109,262.00 15,000.00 12,000.00
Grayson 16,600 60,970.00 3,600.00 3,000.00
Greene 16.900 91.390.00 9,034.00 8,030.00
Greensville 12,300 119,110.00 10,700.00 9.725.00
Halifax 36,700 90,000.00 5.400.00 4,800.00
Hanover 95,100 157,500.00 24,279.96 22,278.96
Henrico 283,300 219,666.48 52,171.00 45,366.00
.
.
.
2/6/2007
1
Virginia Association of Counties
2006 Salary Survey Results
Henry 55,100 118,285.00 8,550.00 8,100.00
Highland 2,400 44,000.00 1,800.00 1,800.00
Isle of Wight 32,200 110,323.00 9,152.00 7,280.00
James City 56,600 143,927.00 8,800.00 7,000.00
King & Oueen 6,900 79,227.00 4,000.00 4,000.00
King George 20,000 132,000.00 5,000.00 5,000.00
King William 14,400 91,065.00 11,200.00 10,000.00
Lancaster 11,500 81,339.00 6,600.00 6,000.00
Lee 25,300 50,000.00 7,200.00 5,400.00
Loudoun 252,300 192,318.00 40,000.00 22,400.00
Louisa 28,700 94,000.00 10,200.00 9,000,00
Lunenburg 13,100 80,000.00 4,920.00 4,800.00
Madison 13,500 74,290.00 9,320.00 9,320.00
Mathews 9,400 90,636.00 6,500.00 6,000.00
Mecklenburg 32,600 80,000.00 6,660.00 5,700.00
Middlesex 10,200 89,700.00 6,600.00 6,000.00
Montgomery 87,900 118,580.00 12,200.00 11,000.00
Nelson 1,500 88,000.00 4,000.00 4,000.00
New Kent 15,700 97,500.00 11,500.00 11,000.00
Northamoton 13,200 90,000.00 4,000.00 4,000.00
Northumberland 12,900 70,605.00 4,000.00 4,000.00
Nottoway 15,800 101,000.00 6,000.00 5,000.00
Orange 29,300 134,674.00 15,000.00 12,000.00
Page 24,000 94,500.00 7,200.00 5,500.00
Patrick 19,400 57,547.00 4,800.00 4,200.00
Pittsvlvania 61,800 101,530.00 7,200.00 6,000,00
Powhatan 25,800 98,737.00 9,500.00 7,500.00
Prince Edward 20,400 94,320.00 9,600.00 8,400.00
Prince George 36,900 116,093.00 7,500.00 6,900.00
Prince William 355,300 185,000.00 44,153.00 38,768.00
Pulaski 34,400 108,150.00 9,300.00 7,200.00
Rappahannock 7,000 98,500.00 4,800.00 2,400.00
Richmond 9,500 67,721.00 7,000.00 6,000.00
Roanoke 90,000 140,026.00 16,616.00 14,816.00
Rockbridge 21,500 81,546.00 7,300.00 5,500.00
Rockingham 71,600 113,568.00 15,000.00 10,000.00
Russell 29,100 85,500.00 8,800.00 7,000.00
Scott 23,600 64,496.00 3,000.00 2,700.00
Shenandoah 38,900 103,000.00 12,000.00 10,200.00
Smyth 32,300 70,367.00 7,200.00 5,400.00
Southhampton 17,900 90,000.00 7,300.00 5,500.00
Spotsylvania 114,000 135,000.00 22,000.00 22,000.00
Stafford 117,300 152,000.00 21,500.00 20,000.00
Surry 6,900 77,250.00 3,600.00 3,600.00
2/6/2007
2
.. .
Virginia Association of Counties
2006 Salary Survey Results
Sussex 12,000 90,999.00 7,000.00 6,000.00
Tazewell 44.100 ** 110,000.00 6,900.00 6,900.00
Warren 34,300 100,000.00 7,630.00 7,630.00
Washington 52,100 82,000.00 8,800.00 7,000.00
Westmoreland 16,700 91,928.00 6,500.00 5,500.00
Wise 41,700 80,000.00 8,100.00 6,900.00
Wythe 27,700 92,823.00 8.800.00 7,000.00
York 62,100 140,016.00 10,800.00 9,000.00
** also serves as PSA Administrator
.
.
.
2/6/2007
3
INTERLOCAL AGREEMENT
to implement the
WORKFORCE INVESTMENT ACT
The purpose of this agreement is to amend the Interlocal Agreement to Implement the Workforce
Investment Act, dated 21 December 2000, which created a Consortium of Chief Elected Officers
("CLEOs"), to be called the Piedmont Workforce Council ("PWC"), and set forth the process,
procedures, and responsibilities for implementing the Workforce Investment Act (WIA) in the
City of Charlottesville and the Counties of Albemarle, Culpeper, Fauquier, Fluvanna, Greene,
Louisa, Madison, Nelson, Orange, and Rappahannock, The WIA requires the PWC to take
certain responsibilities and actions which are enumerated in this document and to form a working
relationship with the Area 6 Local Workforce Investment Board ("L WIB"), to be called the
Piedmont Workforce Network Board ("PWNB").
Area covered: The localities named above have been grouped together and approved as a WIA
area by the Governor of Virginia.
PWC formed: By this agreement, the PWC forms a consortium for the purpose of implementing
the tasks and performing the continuous oversight responsibilities set forth in the WIA.
Administration: The local governments have named the Thomas Jefferson Planning District
Commission (TJPDC) as the administrator, working with the Rappahannock Rapidan Regional
Commission (RRRC).
Grant recipient: The City of Charlottesville will be the grant recipient.
Fiscal Agent: The Thomas Jefferson Planning District will be the Fiscal Agent for WIB funds,
The TJPDC will make monthly financial reports to the Consortium, in writing. The audit will be
conducted with the TJPDC audit, according the requirements of all OMB and federal regulations.
Responsibility for use of funds and implementation of the WIA: Under the WIA the final
responsibility for use of the federal.WIA funds and for carrying out the tasks set forth in the WIA
rests with the PWC. The PWC shall enter into a contract with the TJPDC to perform certain tasks
on behalf of the PWC. Liability insurance for the PWC will be provided out of the administrative
funds, Prior to distribution of any funds under the WI A, the TJPDC will obtain such liability
insurance naming each of the local governments and PWC members as additional insured.
Coverage shall be no less than $1,000,000 per occurrence and $2,000,000 in the aggregate. A
certificate evidencing such insurance coverage shall be distributed to each of the PWC members
at the inception of this Agreement.
Task One: Creation ofthe Piedmont Workforce Network Board ("PWNB")
Piedmont Workforce Network Board ("PWNB"): The activities of the WIA are carried out by
the PWNB appointed by the PWC. The composition of the PWNB is mandated in the Act. The
WIA requires 51 % of the appointees be from private sector business and industry. The remaining
49% are mandated categories in the Act.
Inter-Local Agreement
Workforce Investment Act
Page 1 of7
PWNB Membership: The membership of the PWNB is to be determined by the PWC based
upon the requirements of the Act and in an effort to insure the most effective, regional
participation in the WIA program by all participating jurisdictions, Partners and businesses. See
Attachment 1 for current PWNB structure.
PWNB Appointment Process: The appointments to the PWNB are to be made by the PWC
using the following process:
Business and lndustry:
I. Letters will be sent to business and industry organizations soliciting nominations
to the Board. This task will be the responsibility of the PWC, with the assistance
of the TJPDC.
2. An advertisement will be placed in a paper of general circulation in the Piedmont
Workforce Network - Virginia Workforce Area 6 ("PWN"), by TJPDC. The
notice will include information on how to access a nomination form. . Persons
may nominate themselves.
3. Completed nomination forms will be sent to TJPDC for distribution to the PWC.
By law, the PWC must select from those nominated.
4. The PWC will select the number of business and industry appointments and their
distribution throughout the PWN, based on a plan that has been adopted and
approved by the PWC,
If a locality does not fill all its allocated business positions, the PWC may assign
those positions to one or more other localities.
One-Stop Partners: The Act sets forth certain categories of representation, the One-Stop
Partners. The following process will be used to appoint persons who meet these
requirements:
1. Nominations will be sought from categorical organizations, set forth in the Act.
2. Nomination forms will be received at the TJPDC office.
3. The PWC will meet to prepare a slate of categorically mandated PWNB members.
Full Board Appointments:
1. The PWC will meet to affirm the categorical nominees and the business and
industry nominees.
2. The TJPDC will prepare the Certification Form and submit to the State for the
Governor's certification.
Vacancies: Vacancies will be filled using the same procedure.
Inter-Local Agreement
Workforce Investment Act
Page 2 of7
Organization of the PWNB: It is the intent of the PWC to create the full PWNB which will
represent all the localities. It is the desire of the PWC that committees be formed by the PWNB
which will conduct planning and other activities to advise the PWNB in order that the distinct
needs of all localities in the PWN be taken into consideration.
Organization of the PWC:
1. The PWC shall elect a Chair and Vice-Chair from its members. One officer shall
be from each planning district.
2. The Vice-Chair will serve as the liaison between the PWC and the PWNB.
3. The Vice-Chair will serve as the liaison between the PWC and the One Stop
Committee of the PWNB,
4. The Consortium will meet, as a body, at least quarterly, a quorum of>30% will be
required for any action to be taken.
5. It will be the responsibility of each PWC member and the PWN staffto
communicate the activities of the PWC and the PWNB to their respective
governing bodies.
Collaboration with the PWNB
1. The Plan:
The PWNB will submit a Yearly Program Plan to the PWC for their concurrence.
Concurrence will be a simple majority ofthe PWC present and voting,
2. Budget:
The PWNB budget will be submitted to the PWC for approval. Approval will be a
simple majority of the members of the PWC present and voting.
3. Quarterly meetings:
The officers or Executive Committee of the PWNB will meet with the PWC at
least quarterly for the purpose of updating the PWC on the activities and to seek
advice from the PWC regarding the activities of the PWNB.
4. One Stop Operator or System:
The PWNB is charged with designating the One Stop operator or system, in
cooperation with the PWc.
A. The PWNB shall submit the criteria for the One Stop to the PWC for
comment prior to selection of the One Stop operator.
B. The selection of the One Stop operator will be ratified by the PWC by a
simple majority of the PWC members present and voting,
C. The Memorandum of Understanding establishing the One Stop will be
presented to the PWC for their concurrence.
D. Reports on the One Stop operation will be presented to the PWC on a
quarterly basis.
Inter-Local Agreement
Workforce Investment Act
Page 3 of?
5. Youth Council:
The PWNB is charged with appointing the Youth Council in cooperation with the
PWc.
A.
The PWNB shall present the names of the Youth Council membership to
the PWC for their concurrence prior to their actual appointment to the
Council. The Youth Council membership will reflect the same regional
representation as the PWNB.
The Chair of the Youth Councilor designated alternate will meet with the
PWC on a quarterly basis.
B.
Shared Liability Among PWC Members
While the City of Charlottesville is the Grant Recipient under this WIA Program (the
"Program"), all of the local governments named in this Agreement hereby agree to share
any and all liability resulting from implementation of the Program in proportion to the
amount of Program funds received by each of them, but the share of anyone jurisdiction
shall not exceed the amount that local jurisdiction actually received from the Program.
Nothing in this Agreement shall be construed to be a waiver of sovereign immunity.
Effective Dates of this Agreement:
This agreement shall take effect on the date of the last signature and shall remain in effect
until the WIA is no longer in effect.
Amendment of the Agreement:
A majority vote of PWC is required to amend this agreement.
Inter-Local Agreement
Workforce Investment Act
Page 4 of7
Signatures
City of Charlottesville
Coun
1, Cua tes
County of Fluvanna
County of Fauquier
County of Greene
County of Madison
County of Louisa
COLlnty of Orange
County of Nelson
Rappanahannock County
Thomas Jefferson Planning District
Commission
Rappahannock-Rapidan Regional
Commission
County of Albemarle
Effective Date (date of last signature)
InleT-Local Agreemenl
\,Verkfnrce lnvcstmcnl A~t
Page S nr-
Signatures
City of Charlottesville
County of Culpeper
~- ~~.~
96~nty ;;?uQUier
County of Fluvanna
County of Greene
County of Madison
County of Louisa
County of Orange
County of Nelson
Rappanahannock County
Thomas Jefferson Planning District
Commission
Rappahannock-Rapidan Regional
Commission
County of Albemarle
Effective Date (date of last signature)
APPROVED AS TO FORM
~)-~
COUNTY ATTY.
1!2?/rJ7
DATE
Inter-Local Agreement
Workforce Investment Act
Page 5 of7
Signatures
City of Charlottesville
County of Culpeper
County of Fluvanna
County of Fauquier
County of Greene
County of Louisa
County of Orange
County of Nelson
Rappanahannock County
Thomas Jefferson Planning District
Commission
Rappahannock-Rapidan Regional
Commission
County of Albemarle
Effective Date (date of last signature)
Inter-Local Agreement
Workforce Investment Act
Page 5 of7
Signatures
City of Charlottesville
County of Culpeper
County of Fluvanna
County of Fauquier
County of Greene
County of Louisa
County of Nelson
Rappanahannock County
Thomas Jefferson Planning District
Commission
Rappahannock-Rapidan Regional
Commission
County of Albemarle
Effective Date (date of last signature)
Inter-Local Agreement
Workforce Investment Act
Page 5 of7
Signatures
County of Culpeper
County of Fauquier
County of Madison
County of Orange
A~
Rap ahannock County
Rappahannock-Rapidan Regional Commission
County of Albemarle
City of Charlottesville
County of Fluvanna
County of Greene
County of Louisa
County of Nelson
-~
Thomas Jefferson Planning District Commission
Inter-Local Agreement
urnrlrf'nlT'p Tt'nlPd-mpot A,..t
Page 5 of 7
Signatures
County of Culpeper
County of Fauquier
County of Madison
County of Orange
Rappanahannock County
City of Charlottesville
County of Fluvanna
County of Greene
County of Louisa
County of Nelson
Inter-Local Agreement
Workforce Investment Act
Page 5 of7
Attachment A
Signatures
County of Culpeper
fA,.-
County of Fauquier
County of Fluvanna
County of Madison
County of Greene
County of Orange
County of Louisa
Rappanahannock County
County of Nelson
W~~-
Thomas Jefferson Planning District
Commission
Rappahannock-Rapidan Regional
Commission
County of Albemarle
Inter-Local Agreement
Workforce Investment Act
Page 4 of 6
Signatures
County of Culpeper
City of Charlottesville
(9) --,
County of Fluvanna
County of Fauquier
County of Greene
County of Madison
County of Louisa
County of Orange
County of Nelson
Rappanahannock County
Thomas Jefferson Planning District
Commission
Rappahannock-Rapidan Regional
Commission
County of Albemarle
Effective Date (date of last signature)
Inter-Local Agreement
Workforce Investment Act
Page 5 of7
Signatures
City of Charlottesville
County of Culpeper
County of Fauquier
County of Madison
County of Louisa
County of Orange
County of Nelson
Rappanahannock County
Thomas Jefferson Planning District
Commission
Rappahannock-Rapidan Regional
Commission
County of Albemarle
Effective Date (date of last signature)
Inter-Local Agreement
Workforce Investment Act
Page 5 of7
Signatures
City of Charlottesville
County of Culpeper
County of Fluvanna
County of Fauquier
County of Madison
County of Orange
County of Nelson
Rappanahannock County
Thomas Jefferson Planning District
Commission
Rappahannock-F~apidan Regional
Commission
County of Albemarle
Effective Date (date of last signature)
Inter-Local Agreel1lt.nt
Workforce Investment Act
Page 5 of7
Signatures
City of Charlottesville
County of Culpeper
County of Fluvanna
County of Fauquier
County of Greene
County of Madison
County of Louisa
County of Orange
J/~,4/~
County of Nelson
Rappanahannock County
Thomas Jefferson Planning District
Commission
Rappahannock-Rapidan Regional
Commission
County of Albemarle
Effective Date (date of last signature)
Inter-Local Agreement
Workforce Investment Act
Page 5 of7
ATTACHMENT #1
Non-Business Members
Partners
Department of Rehab. Services (DRS)
There are 2 DRS offices in Area 6. Both offices will have ex-officio members on the
Board; only one will have a vote - process to be determined by the offices.
Department of Blind and Visually Impaired
Community Action Agencies
Title V
VEC
]
I
I
]
There are 2 VEC offices in Area 6. Both offices will have ex-officio members on
the Board; only one will have a vote - process to be determined by the offices.
Housing Authority
1
6
Local Educational Entities
Community College
There are 3 Community Colleges in Area 6. All will have ex-officio members on the Board only one will
have a vote - process to be detennined by the colleges.
Local School Administration 1
There are] I school districts in Area 6. All will be ex-officio members on the Board; only one will have a
vote - process to be determined by the Superintendents.
Adult Education
There are 2 Adult Education Offices in Area 6. All will be ex-officio members on the Board, only one will
have a vote - process to be detennined by Directors
1
Labor (representative of Area 6)
3
2
Community Based Organizations
Chambers of Commerce
There are 7 Chambers of Commerce in Area 6. All will be ex-officio members of the Board, but only I will
have a vote. All those involved will detennine who votes.
Other
1
2
Economic Development ~
There are 6 Economic Development Offices in Area 6 and a regional organization
(Thomas Jefferson Partnership for Economic Development - TJPED). All will be
ex-officio members of the Board, but only two will have a vote. All those
involved will determine who votes.
Total Non-Business Partners
15
Inter-Local Agreement
Workforce Investment Act
Page 7 of7
Required Business Partners
There will be one (1) business representative from each County and the City of
Charlottesville 11
One (1) additional business representative will be designated from Fauquier, Culpeper,
Louisa and Albemarle County and the City of Charlottesville
5
There will be three (3) "At Large" business representatives named by the Piedmont Workforce Council (an
effort will be made to make these representative of Area 6 as a whole) These will be I year terms, with an
automatic extension of 1 year if needed, used to bring expertise on to the Board to meet Board and Council
strategic plan directives 1
12
Total Board
34
Ex-Officio Members of the Board - can serve on committees
J DRS Office Representative
1 VEC Office Representative
All Community Action Agencies in Area 6 (one to be designated as voting member)
2 Community College Representatives
10 Local School Board Representatives
5 Economic Development Representatives
2 Representatives of PD-9 and PD-IO Planning District Offices
6 Chambers of Commerce Representatives
1 lob Corps
I Adult Education Directors
Chairs of the standing committees of the Board (ifnot already a member of the Board):
Finance
One Stop
Certification
Youth Council
Marketing
Inter-Local Agreement
Workforce Investment Act
Page 80f7
iffi
~ s:
t::'-~'\
.~'....
Memorandum
FROM:
Members, Board of Supervisors C<r\ \
Ella Washington Carey, CMC, CleijU
January 30, 2007
TO:
DATE:
SUBJECT: Reading List for February 7,2007
June 7, 2006
pages 1-40 - Mr. Dorrier
pages 41-end - Mr. Boyd
June 14, 2006
Mr. Slutzky
July 5, 2006
Mr. Rooker
September 13, 2006
Mr, Wyant
October 11 , 2006
Ms. Thomas
NOTE: PLEASE REMEMBER TO PULL YOUR MINUTES IF YOU HAVE NOT
READ THEM.
/ewc
LARRY W. DAVIS
COlJNJY ATTORNEY
COUNTY OF ALBEMARLE
Office of County Attorney
401 Mcintire Road, Suite 325
Charlottesville, Virginia 22902-4596
MARK A. THANK
GREG KAMPTNER
DEPUTY COUNfY ATTORNEYS
PHONE (434) 972-4067
FAX (434) 972-4068
countyattorney@a1bemarle.org
ANDREW H. HERRICK
ASSISTANr COUNfY ATTORNEY
February 15, 2007
Kristen Wilson
Program Assistant
Piedmont Workforce Network
401 E, Water Street
P.O. Box 1505
Charlottesville. VA 22902-1505
Re: lnterlocal Agreement
Dear Ms. Wilson:
Please tind enclosed the original Agreement, which has been signed by Kenneth
Boyd. Chairman of the Albemarle County Board of Supervisors. Please provide to me a
copy of the Agreement once all signatures are obtained.
Thank you for your assistance. Please call me if you have any questions or need
anything further.
Sincerely,
'~O.~
Marsha A. Davis
Legal Services Assistant
imd
end
cc: 1y.1xannc W. White
vElla C. Carey
INTERLOCAL AGREEMENT
to implement the
WORKFORCE INVESTMENT ACT
The purpose of this agreement is to amend the
Interlocal Agreement to Implement the Workforce
Investment Act, dated 21 December 2000, which
created a Consortium of Chief Elected Officers
(UCLEOsU), to be called the Piedmont Workforce
Council ("PWCU), and set forth the process,
procedures, and responsibilities for implementing
the Workforce Investment Act (WIA) in the City of
Charlottesville and the Counties of Albemarle,
Culpeper, Fauquier, Fluvanna, Greene, Louisa,
Madison, Nelson, Orange, and Rappahannock.
The WIA requires the PWC to take certain
responsibilities and actions which are enumerated
in this document and to form a working relationship
with the Area 6 Local Workforce Investment Board
("LWIBU), to be called the Piedmont Workforce
Network Board ("PWNBU).
Area covered: The localities named above have
been grouped together and approved as a WIA
area by the Governor of Virginia.
PWC formed: By this agreement, the PWC forms
a consortium for the purpose of implementing the
tasks and performing the continuous oversight
responsibilities set forth in the WIA.
Administration: The local governments have
named the Thomas Jefferson Planning District
Commission (T J PDC) as the administrator,
working with the Rappahannock Rapidan Regional
Commission (RRRC).
Grant recipient: The City of Charlottesville will be
the grant recipient.
Fiscal Agent: The Thomas Jefferson Plan{1ing
District will be the Fiscal Agent for WIB funds. The
T JPDC will make monthly financial reports to the
Consortium, in writing. The audit will be conducted
with the T JPDC audit, according the requirements
of all OMB and federal regulations.
Responsibility for use of funds and implementation
of the WIA: Under the WIA the final responsibility
for use of the federal WIA funds and for carrying
out the tasks set forth in the WIA rests with the
PWC. The PWC shall enter into a contract with the
T JPDC to perform certain tasks on behalf of the
PWC. Liability insurance for the PWC will be
provided out of the administrative funds. Prior to
distribution of any funds under the WIA, the
T JPDC will obtain such liability insurance naming
Inter-Local Agreement
Workforce Investment Act
each of the local governments and PWC
members as additional insured. Coverage shall
be no less than $1,000,000 per occurrence and
$2,000,000 in the aggregate. A certificate
evidencing such insurance coverage shall be
distributed to each of the PWC members at the
inception of this Agreement.
Task One: Creation of the Piedmont
Workforce Network Board ("PWNB")
Piedmont Workforce Network Board (UPWNBU):
The activities of the WIA are carried out by the
PWNB appointed by the PWC. The composition
of the PWNB is mandated in the Act. The WIA
requires 51 % of the appointees be from private
sector business and industry. The remaining
49% are mandated categories in the Act.
PWNB Membership: The membership of the
PWNB is to be determined by the PWC based
upon the requirements of the Act and in an effort
to insure the most effective, regional
participation in the WIA program by all
participating jurisdictions, Partners and
businesses. See Attachment 1 for current
PWNB structure.
PWNB Appointment Process: The appointments
to the PWNB are to be made by the PWC using
the following process:
Business and Industry:
1. Letters will be sent to business and
industry organizations soliciting
nominations to the Board. This task
will be the responsibility of the PWC,
with the assistance of the T JPDC.
2. An advertisement will be placed in a
paper of general circulation in the
Piedmont Workforce Network -
Virginia Workforce Area 6 ("PWNU),
by T JPDC. The notice will include
information on how to access a
nomination form. . Persons may
nominate themselves.
3. Completed nomination forms will be
sent to T JPDC for distribution to the
PWC. By law, the PWC must select
from those nominated.
Page 1 of 6
4. The PWC will select the number of
business and industry appointments
and their distribution throughout the
PWN, based on a plan that has been
adopted and approved by the PWC.
If a locality does not fill all its allocated
business positions, the PWC may
assign those positions to one or more
other localities.
One-Stop Partners: The Act sets forth
certain categories of representation, the
One-Stop Partners. The following process
will be used to appoint persons who meet
these requirements:
1. Nominations will be sought from
categorical organizations, set forth in
the Act.
2. Nomination forms will be received at
the T JPDC office.
3. The PWC will meet to prepare a slate
of categorically mandated PWNB
members.
Full Board Appointments:
1. The PWC will meet to affirm the
categorical nominees and the
business and industry nominees.
2. The T JPDC will prepare the
Certification Form and submit to the
State for the Governor's certification.
Vacancies: Vacancies will be filled using the same
procedure.
Organization of the PWNB: It is the intent of the
PWC to create the full PWNB which will represent
all the localities. It is the desire of the PWC that
committees be formed by the PWNB which will
conduct planning and other activities to advise the
PWNB in order that the distinct needs of all
localities in the PWN be taken into consideration.
Organization of the PWC:
1. The PWC shall elect a Chair and Vice-
Chair from its members. One officer
shall be from each planning district.
2. The Vice-Chair will serve as the liaison
between the PWC and the PWNB.
3. The Vice-Chair will serve as the liaison
between the PWC and the One Stop
Committee of the PWNB.
Inter-Local Agreement
Workforce Investment Act
4. The Consortium will meet, as a
body, at least quarterly, a quorum of
>30% will be required for any action
to be taken.
5. It will be the responsibility of each
PWC member and the PWN staff to
communicate the activities of the
PWC and the PWNB to their
respective governing bodies.
Collaboration with the PWNB
1. The Plan:
The PWNB will submit a Yearly
Program Plan to the PWC for their
concurrence. Concurrence will be a
simple majority of the PWC present
and voting.
2. Budget:
The PWNB budget will be submitted
to the PWC for approval. Approval
will be a simple majority of the
members of the PWC present and
voting.
3. Quarterly meetings:
The officers or Executive Committee
of the PWNB will meet with the
PWC at least quarterly for the
purpose of updating the PWC on the
activities and to seek advice from
the PWC regarding the activities of
the PWNB.
4. One Stop Operator or System:
The PWNB is charged with
designating the One Stop operator
or system, in cooperation with the
PWC.
A. The PWNB shall submit the
criteria for the One Stop to the
PWC for comment prior to
selection of the One Stop
operator.
B. The selection of the One Stop
operator will be ratified by the
PWC by a simple majority of the
PWC members present and
voting.
C. The Memorandum of
Understanding establishing the
One Stop will be presented to
the PWC for their concurrence.
Page 2 of 6
D. Reports on the One Stop
operation will be presented to the
PWC on a quarterly basis.
5. Youth Council:
The PWNB is charged with appointing
the Youth Council in cooperation with
the PWC.
A. The PWNB shall present the
names of the Youth Council
membership to the PWC for their
concurrence prior to their actual
appointment to the Council. The
Youth Council membership will
reflect the same regional
representation as the PWNB.
B. The Chair of the Youth Councilor
designated alternate will meet with
the PWC on a quarterly basis.
Shared Liability Among PWC Members
While the City of Charlottesville is the
Grant Recipient under this WIA Program
(the "Program") all of the local
governments named in this Agreement
hereby agree to share equally any and all
liability resulting from implementation of
the Program.
Effective Dates of this Agreement:
This agreement shall take effect on the date of
the last signature and shall remain in effect
until the WIA is no longer in effect.
Amendment of the Agreement:
A majority vote of PWC is required to
amend this agreement.
Inter-Local Agreement
Workforce Investment Act
Page 3 of 6
Signatures
County of Culpeper
City of Charlottesville
County of Fauquier
County of Fluvanna
County of Madison
County of Greene
County of Orange
County of Louisa
Rappanahannock County
County of Nelson
Rappahannock-Rapidan Regional
Commission
Thomas Jefferson Planning District
Commission
~c,~
County of Albemarle
Effective Date (date of last signature)
Inter-Local Agreement
Workforce Investment Act
Page 4 of 6
ATTACHMENT #1
Non-Business Members
Partners
Department of Rehab. Services (DRS) 1
There are 2 DRS offices in Area 6. Both offices will have ex-officio members on the Board; only one will
have a vote - process to be determined by the offices.
Department of Blind and Visually Impaired 1
Community Action Agencies 1
Title V 1
VEC 1
There are 2 VEC offices in Area 6. Both offices will have ex-officio members on the Board; only one
will have a vote - process to be determined by the offices.
Housing Authority
1
6
Local Educational Entities
Community College
There are 3 Community Colleges in Area 6. All will have ex-officio members on the Board only
one will have a vote - process to be determined by the colleges.
Local School Administration 1
There are 11 school districts in Area 6. All will be ex-officio members on the Board; only one will
have a vote - process to be determined by the Superintendents.
Adult Education 1
There are 2 Adult Education Offices in Area 6. All will be ex-officio members on the Board, only
one will have a vote - process to be determined by Directors
3
Labor (representative of Area 6)
2
Community Based Organizations
Chambers of Commerce
There are 7 Chambers of Commerce in Area 6. All will be ex-officio members of the Board, but
only 1 will have a vote. All those involved will determine who votes.
Other
1
2
Economic Development 2
There are 6 Economic Development Offices in Area 6 and a regional organization (Thomas Jefferson
Partnership for Economic Development - T JPED). All will be ex-officio members of the Board, but
only two will have a vote. All those involved will determine who votes.
Total Non-Business Partners
15
Inter-Local Agreement
Workforce Investment Act
Page 5 of 6
Required Business Partners
There will be one (1) business representative from each County and the City of Charlottesville
11
One (1) additional business representative will be designated from Fauquier, Culpeper, Louisa and
Albemarle County and the City of Charlottesville
5
There will be three (3) "At Large" business representatives named by the Piedmont Workforce
Council (an effort will be made to make these representative of Area 6 as a whole) These will be
1 year terms, with an automatic extension of 1 year if needed, used to bring expertise on to the
Board to meet Board and Council strategic plan directives
~
Total Business Partners 19
Total Board 34
Ex-Officio Members of the Board - can serve on committees
DRS Office Representative
1 VEC Office Representative
All Community Action Agencies in Area 6 (one to be designated as voting member)
2 Community College Representatives
10 Local School Board Representatives
5 Economic Development Representatives
2 Representatives of PD-9 and PD-10 Planning District Offices
6 Chambers of Commerce Representatives
1 Job Corps
1 Adult Education Directors
Chairs of the standing committees of the Board (if not already a member of the Board):
Finance
One Stop
Certification
Youth Council
Marketing
Inter-Local Agreement
Workforce Investment Act
Page 6 of 6
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Interlocal Agreement to Implement the Workforce
Investment Act
AGENDA DATE:
February 7,2007
ACTION:
IN FORMATION:
SUBJECT/PROPOSALlREQU EST:
Approve Interlocal Agreement to Implement the
Workforce Investment Act
CONSENT AGENDA:
ACTION: X
INFORMATION:
STAFF CONTACT(S):
Tucker, White, Davis, Herrick
ATTACHMENTS: Yes
REVIEWED BY:
~~
I
LEGAL REVIEW: Yes
BACKGROUND:
Federal law and state policy impose extensive requirements on the composition of local workforce investment boards
(LWIBs). While those criteria don't address a local board's size or composition by jurisdiction, they are very exacting in
requiring broad representation from a number of sectors (business, education, etc.).
When the Workforce Investment Act (WIA) program was first started, all the jurisdictions signed an Interlocal Agreement
that outlined the basic structure and responsibilities of all the parties involved. This agreement was executed 21 December
2000.
This agreement is specific in a number of areas, particularly about the number of business representatives from each
jurisdiction involved. The Piedmont Workforce Council (PWC) recently voted to change the structure of the Board.
However, approval of the member local governing bodies, including the Albemarle Board of Supervisors, is still needed.
STRATEGIC PLAN:
80aI1.3: By June 30, 2010, the County will 1 )Maintain a strong and sustainable economy; 2)lncrease the economic vitality
of County's Development Area; and 3) Increase the ability of those individuals and families, who are living at lower income
households, to become self-sufficient.
DISCUSSION:
The proposed amendment would make several revisions to the existing Interlocal Agreement. Some of the most notable
proposed revisions include:
· The Piedmont Workforce Council (PWC) would be substituted for the Consortium of Chief Local Elected Officers
(CLEOs).
· The Piedmont Workforce Network Board (PWNB) would be substituted for the Workforce Investment Board
(WIB).
· The proposed amended Agreement would require less geographical cross-representation, especially from the
Rappahannock Planning District
o Though not required, the original agreement apportioned representation by locality, based on 1997
population. That formula has been replaced by a more general standard: "to be determined by the PWC
based upon the requirements of the Act and in an effort to insure the most effective, regional participation
in the WIA program by all participating jurisdictions, Partners and businesses."
o The solicitation of nominations for Board members, once assigned to both Planning Districts, will now be
handled exclusively by the T JPDC.
Staff has reviewed the proposed amendment Agreement and finds it consistent with all applicable federal and state law.
BUDGET IMPACT:
According to the Director of the Piedmont Workforce Network, the existing Interlocal Agreement has not and the amended
Agreement would not obligate the County to any funding requirements. It basically sets up the arrangement among the 11
member jurisdictions in relation to the application of the Workforce Investment Act (WIA) program in this area.
AGENDA TITLE:
Interlocal Agreement to Implement the Workforce Investment Act
February 7, 2007
Page 2
RECOMMENDATIONS:
Staff recommends approval of the attached Interlocal Agreement to Implement the Workforce Investment Act.
ATTACHMENTS
A - Proposed Interlocal Agreement to Implement the Workforce Investment Act
07.007
INTERLOCAL AGREEMENT
to implement the
WORKFORCE INVESTMENT ACT
The purpose of this agreement is to amend the
Interlocal Agreement to Implement the Workforce
Investment Act, dated 21 December 2000, which
created a Consortium of Chief Elected Officers
("CLEOs"), to be called the Piedmont Workforce
Council ("PWC"), and set forth the process,
procedures, and responsibilities for implementing
the Workforce Investment Act (WIA) in the City of
Charlottesville and the Counties of Albemarle,
Culpeper, Fauquier, Fluvanna, Greene, Louisa,
Madison, Nelson, Orange, and Rappahannock.
The WIA requires the PWC to take certain
responsibilities and actions which are enumerated
in this document and to form a working relationship
with the Area 6 Local Workforce Investment Board
("LWIB"), to be called the Piedmont Workforce
Network Board ("PWNB").
Area covered: The localities named above have
been grouped together and approved as a WIA
area by the Governor of Virginia.
PWC formed: By this agreement, the PWC forms
a consortium for the purpose of implementing the
tasks and performing the continuous oversight
responsibilities set forth in the WIA.
Administration: The local governments have
named the Thomas Jefferson Planning District
Commission (T JPDC) as the administrator,
working with the Rappahannock Rapidan Regional
Commission (RRRC).
Grant recipient: The City of Charlottesville will be
the grant recipient.
Fiscal Agent: The Thomas Jefferson Planning
District will be the Fiscal Agent for WIB funds. The
T JPDC will make monthly financial reports to the
Consortium, in writing. The audit will be conducted
with the T JPDC audit, according the requirements
of all OMB and federal regulations.
Responsibility for use of funds and implementation
of the WIA: Under the WIA the final responsibility
for use of the federal WIA funds and for carrying
out the tasks set forth in the W IA rests with the
PWC. The PWC shall enter into a contract with the
T JPDC to perform certain tasks on behalf of the
PWC. Liability insurance for the PWC will be
provided out of the administrative funds. Prior to
distribution of any funds under the WIA, the
T JPDC will obtain such liability insurance naming
Inter-Local Agreement
Workforce Investment Act
Attachment A
each of the local governments and PWC
members as additional insured. Coverage shall
be no less than $1,000,000 per occurrence and
$2,000,000 in the aggregate. A certificate
evidencing such insurance coverage shall be
distributed to each of the PWC members at the
inception of this Agreement.
Task One: Creation of the Piedmont
Workforce Network Board ("PWNB")
Piedmont Workforce Network Board ("PWNB"):
The activities of the WIA are carried out by the
PWNB appointed by the PWC. The composition
of the PWNB is mandated in the Act. The WIA
requires 51 % of the appointees be from private
sector business and industry. The remaining
49% are mandated categories in the Act.
PWNB Membership: The membership of the
PWNB is to be determined by the PWC based
upon the requirements of the Act and in an effort
to insure the most effective, regional
participation in the WIA program by all
participating jurisdictions, Partners and
businesses. See Attachment 1 for current
PWNB structure.
PWNB Appointment Process: The appointments
to the PWNB are to be made by the PWC using
the following process:
Business and Industry:
1 . Letters will be sent to business and
industry organizations soliciting
nominations to the Board. This task
will be the responsibility of the PWC,
with the assistance of the T JPDC.
2. An advertisement will be placed in a
paper of general circulation in the
Piedmont Workforce Network-
Virginia Workforce Area 6 ("PWN"),
by T JPDC. The notice will include
information on how to access a
nomination form. . Persons may
nominate themselves.
3. Completed nomination forms will be
sent to T JPDC for distribution to the
PWC. By law, the PWC must select
from those nominated.
Page 1 of 6
4. The PWC will select the number of
business and industry appointments
and their distribution throughout the
PWN, based on a plan that has been
adopted and approved by the PWC.
If a locality does not fill all its allocated
business positions, the PWC may
assign those positions to one or more
other localities.
One-Stop Partners: The Act sets forth
certain categories of representation, the
One-Stop Partners. The following process
will be used to appoint persons who meet
these requirements:
1. Nominations will be sought from
categorical organizations, set forth in
the Act.
2. Nomination forms will be received at
the T JPDC office.
3. The PWC will meet to prepare a slate
of categorically mandated PWNB
members.
Full Board Appointments:
1. The PWC will meet to affirm the
categorical nominees and the
business and industry nominees.
2. The T JPDC will prepare the
Certification Form and submit to the
State for the Governor's certification.
Vacancies: Vacancies will be filled using the same
procedure.
Organization of the PWNB: It is the intent of the
PWC to create the full PWNB which will represent
all the localities. It is the desire of the PWC that
committees be formed by the PWNB which will
conduct planning and other activities to advise the
PWNB in order that the distinct needs of all
localities in the PWN be taken into consideration.
Organization of the PWC:
1. The PWC shall elect a Chair and Vice-
Chair from its members. One officer
shall be from each planning district.
2. The Vice-Chair will serve as the liaison
between the PWC and the PWNB.
3. The Vice-Chair will serve as the liaison
between the PWC and the One Stop
Committee of the PWNB.
Inter-Local Agreement
Workforce Investment Act
Attachment A
4. The Consortium will meet, as a
body, at least quarterly, a quorum of
>30% will be required for any action
to be taken.
5. It will be the responsibility of each
PWC member and the PWN staff to
communicate the activities of the
PWC and the PWNB to their
respective governing bodies.
Collaboration with the PWNB
1. The Plan:
The PWNB will submit a Yearly
Program Plan to the PWC for their
concurrence. Concurrence will be a
simple majority of the PWC present
and voting.
2. Budget:
The PWNB budget will be submitted
to the PWC for approval. Approval
will be a simple majority of the
members of the PWC present and
voting.
3. Quarterly meetings:
The officers or Executive Committee
of the PWNB will meet with the
PWC at least quarterly for the
purpose of updating the PWC on the
activities and to seek advice from
the PWC regarding the activities of
the PWNB.
4. One Stop Operator or System:
The PWNB is charged with
designating the One Stop operator
or system, in cooperation with the
PWC.
A. The PWNB shall submit the
criteria for the One Stop to the
PWC for comment prior to
selection of the One Stop
operator.
B. The selection of the One Stop
operator will be ratified by the
PWC by a simple majority of the
PWC members present and
voting.
C. The Memorandum of
Understanding establishing the
One Stop will be presented to
the PWC for their concurrence.
Page 2 of 6
Attachment A
D. Reports on the One Stop
operation will be presented to the
PWC on a quarterly basis.
5. Youth Council:
The PWNB is charged with appointing
the Youth Council in cooperation with
the PWC.
A. The PWNB shall present the
names of the Youth Council
membership to the PWC for their
concurrence prior to their actual
appointment to the Council. The
Youth Council membership will
reflect the same regional
representation as the PWNB.
B. The Chair of the Youth Councilor
designated alternate will meet with
the PWC on a quarterly basis.
Shared Liability Among PWC Members
While the City of Charlottesville is the
Grant Recipient under this WIA Program
(the "Program") all of the local
governments named in this Agreement
hereby agree to share equally any and all
liability resulting from implementation of
the Program.
Effective Dates of this Agreement:
This agreement shall take effect on the date of
the last signature and shall remain in effect
until the WIA is no longer in effect.
Amendment of the Agreement:
A majority vote of PWC is required to
amend this agreement.
Inter-Local Agreement
Workforce Investment Act
Page 3 of 6
Attachment A
Signatures
County of Culpeper
City of Charlottesville
County of Fauquier
County of Fluvanna
County of Greene
County of Madison
County of Orange
County of Louisa
Rappanahannock County
County of Nelson
Rappahannock-Rapidan Regional
Commission
Thomas Jefferson Planning District
Commission
County of Albemarle
Effective Date (date of last signature)
Inter-Local Agreement
Workforce Investment Act
Page 4 of 6
ATTACHMENT #1
Non-Business Members
Partners
Department of Rehab. Services (DRS) 1
There are 2 DRS offices in Area 6. Both offices will have ex-officio members on the Board; only one will
have a vote - process to be determined by the offices.
Department of Blind and Visually Impaired
Community Action Agencies
Title V
VEC
There are 2 VEC offices in Area 6. Both offices will have ex-officio members on the Board; only one
will have a vote - process to be determined by the offices.
Housing Authority
1
6
Local Educational Entities
Community College
There are 3 Community Colleges in Area 6. All will have ex-officio members on the Board only
one will have a vote - process to be determined by the colleges.
Local School Administration
There are 11 school districts in Area 6. All will be ex-officio members on the Board; only one will
have a vote - process to be determined by the Superintendents.
Adult Education 1
There are 2 Adult Education Offices in Area 6. All will be ex-officio members on the Board, only
one will have a vote - process to be determined by Directors
3
Labor (representative of Area 6)
2
Community Based Organizations
Chambers of Commerce
There are 7 Chambers of Commerce in Area 6. All will be ex-officio members of the Board, but
only 1 will have a vote. All those involved will determine who votes.
Other
1
2
Economic Development 2
There are 6 Economic Development Offices in Area 6 and a regional organization (Thomas Jefferson
Partnership for Economic Development - T JPED). All will be ex-officio members of the Board, but
only two will have a vote. All those involved will determine who votes.
Total Non-Business Partners
15
Inter-Local Agreement
Workforce Investment Act
Page 5 of 6
Required Business Partners
There will be one (1) business representative from each County and the City of Charlottesville
11
One (1) additional business representative will be designated from Fauquier, Culpeper, Louisa and
Albemarle County and the City of Charlottesville
5
There will be three (3) "At Large" business representatives named by the Piedmont Workforce
Council (an effort will be made to make these representative of Area 6 as a whole) These will be
1 year terms, with an automatic extension of 1 year if needed, used to bring expertise on to the
Board to meet Board and Council strategic plan directives
~
Total Business Partners 19
Total Board 34
Ex-Officio Members of the Board - can serve on committees
DRS Office Representative
1 VEC Office Representative
All Community Action Agencies in Area 6 (one to be designated as voting member)
2 Community College Representatives
10 Local School Board Representatives
5 Economic Development Representatives
2 Representatives of PD-9 and PD-1Q Planning District Offices
6 Chambers of Commerce Representatives
1 Job Corps
1 Adult Education Directors
Chairs of the standing committees of the Board (if not already a member of the Board):
Finance
One Stop
Certification
Youth Council
Marketing
Inter-Local Agreement
Workforce Investment Act
Page 6 of 6
RESOLUTION
FUNDING ASSISTANCE FOR
RECREATIONAL TRAILS AND TRAILS-RELATED FACILITIES
COUNTY OF ALBEMARLE
WHEAREAS, the Virginia Recreational Trails Fund Program provides grant funds to
assist political subdivisions of the Commonwealth of Virginia in providing and maintaining
recreational trails and trails-related facilities; and
WHEREAS, the County of Albemarle desires to develop an accessible section of the
Rivanna Greenway within Darden Towe Park along Free Bridge Lane connecting an existing
trail section in the park with an existing trail section under Free Bridge and downstream; and
WHEREAS, the funding available from the Virginia Recreational Trails Fund Program is
limited to 80% on projects totaling $25,000 to $125,000; and
WHEREAS, funding necessary in addition to the Virginia Recreational Trails Fund
Program share to complete the project will be provided by the County of Albemarle.
NOW, THEREORE, BE IT RESOLVED by the Board of Supervisors of the County of
Albemarle that the County Executive is hereby authorized to cause such information or
materials as may be necessary to be provided to the Virginia Department of Conservation and
Recreation and to enter into such agreements as may be necessary to permit formulation,
approval and funding of the above described segment of the Rivanna Greenway.
AND BE IT FURTHER RESOLVED, that Albemarle County hereby agrees to accept all
maintenance responsibilities, and keep this facility reasonably open for public use for the
expected useful life of the project.
******
I, Ella W. Carey, do hereby certify that the foregoing writing is a true and correct copy of
a Resolution duly adopted by the Board of Supervisors of Albemarle County by a vote of six to
zero, as recorded below, at a meeting held on February 7.2007.
(z C1/ (! CL~~C
Clerk, Board of County Supervisor
Mr. Boyd
Mr, Dorrier
Mr. Rooker
Mr. Slutzky
Ms. Thomas
Mr, Wyant
Ave Nav
y
y
y
y
y
y
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
VRTFP Grant for Rivanna Greenway Segment -
Free Bridge Lane Connector
AGENDA DATE:
February 7,2007
ACTION:
INFORMATION:
SUBJECT/PROPOSAL/REQUEST:
Request for a resolution authorizing a request to the
Virginia Department of Conservation and Recreation
for funding assistance for a segment of the Rivanna
Greenway.
CONSENT AGENDA:
ACTION: X
INFORMATION:
ATTACHMENTS: Yes
STAFF CONTACTCS):
Tucker, White, Davis, Mullaney
REVIEWED BY:
LEGAL REVIEW: Yes
BACKGROUND:
The Virginia Recreational Trails Fund Program is a reimbursement grant program established for the purposes of providing
and maintaining recreational trails and trails-related facilities. It is funded through the Federal Highway Administration
(FHW A), which establishes a program for allocating funds to the States for recreational trails and trail-related projects. The
state agency responsible for administering the program in Virginia is the Department of Conservation and Recreation
(DCR).
This project includes the construction of approximately 1600 feet of compacted crushed-stone trail creating an off road
connection between the existing trail in Darden Towe Park to the recently completed section of trail under Free Bridge
which continues an additional 4200 feet downstream. The project also includes the construction of a 50 ft. pedestrian
bridge over an existing storm water discharge culvert area which currently prevents a continuous off road pedestrian
connection. The estimated project cost is $96,945. The grant program will provide successful applicants with
reimbursement of 80%. The 20% matching cost will come from funds already appropriated for the development of the
Rivanna Greenway.
This application package requires a resolution of support from the governing body.
STRATEGIC PLAN:
Greenways protect important and/or sensitive resources, provide recreational and educational opportunities, provide
alternative transportation opportunities and provide an economic benefit and therefore support all five goals of the strategic
plan.
BUDGET IMPACT:
If the grant application is approved, the County share of the total estimated project cost of $96,945 would be $19,389.
The required County share would come from funds already appropriated for this purpose.
RECOMMENDATIONS:
Staff recommends that the Board of Supervisors adopt the attached resolution authorizing the County Executive to provide
the necessary materials and to enter into such agreements as necessary to qualify for a VRTFP grant.
ATTACHMENTS:
A - Resolution
07.009
Attachment A
RESOLUTION
FUNDING ASSISTANCE FOR
RECREATIONAL TRAILS AND TRAILS-RELATED FACILITIES
COUNTY OF ALBEMARLE
WHEAREAS, the Virginia Recreational Trails Fund Program provides grant funds to
assist political subdivisions of the Commonwealth of Virginia in providing and maintaining
recreational trails and trails-related facilities; and
WHEREAS, the County of Albemarle desires to develop an accessible section of the
Rivanna Greenway within Darden Towe Park along Free Bridge Lane connecting an existing trail
section in the park with an existing trail section under Free Bridge and downstream; and
WHEREAS, the funding available from the Virginia Recreational Trails Fund Program
is limited to 80% on projects totaling $25,000 to $125,000; and
WHEREAS, funding necessary in addition to the Virginia Recreational Trails Fund
Program share to complete the project will be provided by the County of Albemarle.
NOW, THERE ORE, BE IT RESOLVED by the Board of Supervisors of the County of
Albemarle that the County Executive is hereby authorized to cause such information or materials
as may be necessary to be provided to the Virginia Department of Conservation and Recreation
and to enter into such agreements as may be necessary to permit formulation, approval and
funding ofthe above described segment of the Rivanna Greenway,
AND BE IT FURTHER RESOLVED, that Albemarle County hereby agrees to accept
all maintenance responsibilities, and keep this facility reasonably open for public use for the
expected useful life of the project.
...............................................................................
I, Ella W. Carey, do hereby certify that the foregoing writing is a true and correct copy of a
Resolution duly adopted by the Board of Supervisors of Albemarle County by a vote of __ to
, as recorded below, at a meeting held on
Clerk, Board of County Supervisors
Aye Nay
Mr. Boyd
Mr. Dorrier
Mr. Rooker
Mr. Slutzky
Ms. Thomas
Mr. Wyant
County of Albemarle
Department of Community Development
Memorandum
Date:
Subject:
Ella Carey, Clerk, Board of Supervisors
Greg Cooley, Roads Engineer
Inspections
January 9, 2007
Board Agenda - February 7,2007
Road Resolution for Fontana Phase 3 and Fontana Phase 4A
To:
From:
Division:
Attached is the original of Additions Form AM-4.3 for the following roads in Fontana Phase 3 and
Phase 4A
Fontana Phase 3
. Verona Drive (State Route 1771)
. Monta1cino Way (State Route 1772)
. Treviso Lane (State Route 1773)
Fontana Phase 4A
. Aviano Way (State Route 1774)
We would like to have this included on the Board's February 7,2007 agenda so that a resolution can be
adopted requesting VDoT add these roads into the secondary system of state highways.
If additional information is needed, please do not hesitate to contact me.
Attachments
The Board of County Supervisors of Albemarle County, Virginia, in regular meeting on the
7th day of February 2007, adopted the following resolution:
RESOLUTION
WHEREAS, the street(s) in Fontana Subdivision, Phase 3, as described on the attached
Additions Form AM-4.3 dated February 7,2007, fully incorporated herein by reference, is shown
on plats recorded in the Clerk's Office of the Circuit Court of Albemarle County. VirQinia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street(s) meet the requirements established by the Subdivision Street
Requirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County Supervisors
requests the Virginia Department of Transportation to add the street(s) in Fontana Subdivision,
Phase 3, as described on the attached Additions Form AM-4.3 dated February 7,2007, to the
secondary system of state highways, pursuant to S33.1-229, Code of Virginia, and the
Department's Subdivision Street Requirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-
way, as described, exclusive of any necessary easements for cuts, fills and drainage as described
on the recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the Resident
Engineer for the Virginia Department of Transportation.
*****
Recorded vote:
Moved by: Sally Thomas
Seconded by: Dennis Rooker
Yeas: Ken Boyd, Lindsay Dorrier, Dennis Rooker, David Slutzky, Sally Thomas and
David Wyant
Nays: None
Absent: None
~ A Copy Teste:
( UJu/ ~
Ella W. Carey, Clerk, CMC '''\
Board of County Supervisors 0
In the County of Albemarle
By resolution of the governing body adopted February 07, 2007
The following VDOT Form AM-4.3 is hereby attached and incorporated as part of the governing body's resolution for changes
in the secondary system of state highways.
A Copy Testee Signed (County Official):
Form AM-4.3 ( 11f2Bf2005)
Asset Management Division
Report of Changes in the Secondary System of State Highways
Project/Subdivision
Fontana Phase 3
Type of Change: Addition
The following additions to the Secondary System of State Highways, pursuant to the statutory provision or provisions cited, are
hereby requested, the right of way for which, including additional easements for drainage as required, is guaranteed:
Reason for Change: New subdivision street
Pursuant to Code of Virginia Statute: ~33.1-229
Route Number and/or Street Name
. Verona Drive, State Route Number 1771
· Description: From: Intersection Fontana Drive Rt. 1765 & Fontana Court Rt. 1767
To: Intersection Rt. 1770 Olympia Drive
A distance of: 0.19 miles.
Right of Way Record: Filed on 1/8/2002 in the Albemarle County Clerks Office, with a width of 50'.
Recordation Reference: Deed Book 2137 Page 304-318
.
Verona Drive, State Route Number 1771
~ - - - - - - - - - -. - - - - - -
· Description: From: Intersection Rt. 1770 Olympia Drive
To: Intersection Montalcino Way Rt.1772
A distance of: 0.04 miles.
Right of Way Record: Filed on 1/8/2002 in the Albemarle County Clerks Office, with a width of 50'.
Recordation Reference: Deed Book 2137 Page 304-318
.
Verona Drive, State Route Number 1771
- - - - - - - - - - - - - - - - -
· Description: From: Intersection Montalcino Way Rt.1772
To: Intersection Treviso Lane Rt. 1773
A distance of: 0.06 miles.
Right of Way Record: Filed on 1/8/2002 in the Albemarle County Clerks Office, with a width of 50'.
Recordation Reference: Deed Book 2137 Page 304-318
.
Montalcino Way, State Route Number 1772
· Description: From: Intersection Verona Drive Rt. 1771
To: Cui De Sac
A distance of: 0.12 miles.
Right of Way Record: Filed on 1/8/2002 in the Albemarle County Clerks Office, with a width of 50'.
Recordation Reference: Deed Book 2137 Page 304-318
Page 1 of2
Form AM-4.3 ( 11/28/2005)
Asset Management Division
Report of Changes in the Secondary System of State Highways
. Treviso Lane, State Route Number 1773
. Description: From: Intersection Rt.1771 Verona Drive
To: Cui De Sac
A distance of: 0.06 miles.
Right of Way Record: Filed on 1/8/2002 in the Albemarle County Clerks Office, with a width of 50'.
Recordation Reference: Deed Book 2137 Page 304-318
County of Albemarle, Date of Resolution: February 7, 2007 Page 2 of2
The Board of County Supervisors of Albemarle County, Virginia, in regular meeting on the
7th day of February 2007, adopted the following resolution:
RESOLUTION
WHEREAS, the street(s) in Fontana Subdivision, Phase 3, as described on the attached
Additions Form AM-4.3 dated February 7,2007, fully incorporated herein by reference, is shown
on plats recorded in the Clerk's Office of the Circuit Court of Albemarle County. Virainia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street(s) meet the requirements established by the Subdivision Street
ReQuirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County Supervisors
requests the Virginia Department of Transportation to add the street(s) in Fontana Subdivision,
Phase 3, as described on the attached Additions Form AM-4.3 dated February 7,2007, to the
secondary system of state highways, pursuant to ~33.1-229, Code of Virginia, and the
Department's Subdivision Street ReQuirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-
way, as described, exclusive of any necessary easements for cuts, fills and drainage as described
on the recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the Resident
Engineer for the Virginia Department of Transportation.
*****
Recorded vote:
Moved by:
Seconded by:
Yeas:
Nays:
Absent:
A Copy Teste:
Ella W. Carey, Clerk, CMC
Board of County Supervisors
The road(s) described on Additions Form AM-4.3 is:
1) Verona Drive (State Route 1771) from the intersection of Route 1765 (Fontana
Drive) and Route 1767 (Fontana Court) to the intersection of Route 1770 (Olympia
Drive), as shown on plat recorded 01/08/2002 in the office the Clerk of Circuit Court
of Albemarle County in Deed Book 2137, pages 304-318, with a SO-foot right-of-way
width, for a length of 0,19 miles.
2) Verona Drive (State Route 1771) from the intersection of Route 1770 (Olympia
Drive) to the intersection of Route 1772 (Montalcino Way), as shown on plat
recorded 01/08/2002 in the office the Clerk of Circuit Court of Albemarle County in
Deed Book 2137, pages 304-318, with a 50-foot right-of-way width, for a length of
0.04 miles.
3) Verona Drive (State Route 1771) from the intersection of Route 1772 (Montalcino
Way) to the intersection of Route 1773 (Treviso Lane), as shown on plat recorded
01/08/2002 in the office the Clerk of Circuit Court of Albemarle County in Deed
Book 2137, pages 304-318, with a 50-foot right-of-way width, for a length of 0.06
miles.
4) Montalcino Way (State Route 1772) from the intersection of Route 1771 (Verona
Drive) to the cul-de-sac, as shown on plat recorded 01/08/2002 in the office the
Clerk of Circuit Court of Albemarle County in Deed Book 2137, pages 304-318, with
a 50-foot right-of-way width, for a length of 0.12 miles.
5) Treviso Lane (State Route 1773) from the intersection of Route 1771 (Verona
Drive) to the cul-de-sac, as shown on plat recorded 01/08/2002 in the office the
Clerk of Circuit Court of Albemarle County in Deed Book 2137, pages 304-318, with
a 50-foot right-of-way width, for a length of 0.06 miles.
Total Mileage - 0.47
The Board of County Supervisors of Albemarle County, Virginia, in regular meeting on the
7th day of February 2007, adopted the following resolution:
RESOLUTION
WHEREAS, the street(s) in Fontana Subdivision, Phase 4A, as described on the
attached Additions Form AM-4.3 dated February 7, 2007, fully incorporated herein by reference,
is shown on plats recorded in the Clerk's Office of the Circuit Court of Albemarle County, Virqinia;
and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street(s) meet the requirements established by the Subdivision Street
Requirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County Supervisors
requests the Virginia Department of Transportation to add the street(s) in Fontana Subdivision,
Phase 4A, as described on the attached Additions Form AM-4.3 dated February 7,2007, to the
secondary system of state highways, pursuant to 933.1-229, Code of Virginia, and the
Department's Subdivision Street Requirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-
way, as described, exclusive of any necessary easements for cuts, fills and drainage as described
on the recorded plats; and
FU RTH ER RESOLVED that a certified copy of this resolution be forwarded to the Resident
Engineer for the Virginia Department of Transportation.
*****
Recorded vote:
Moved by: Sally Thomas
Seconded by: Dennis Rooker
Yeas: Ken Boyd, Lindsay Dorrier, Dennis Rooker, David Slutzky, Sally Thomas and
David Wyant
Nays: None
Absent: None
A Copy Teste:
In the County of Albemarle
By resolution of the governing body adopted February 07, 2007
Thefollowing VDOT Form AM-4.3 is hereby attached and incorporated as part of the governing body's resolutionfor changes
in the secondary system of state highways.
A Copy Testee Signed (County Official):
'tLLva
Form AM-4.3 ( 11/28/2005)
Asset Management Division
Report of Changes in the Secondary System of State Highways
Project/Subdivision
Fontana Phase 4-a
Type of Change: Addition
The following additions to the Secondary System of State Highways, pursuant to the statutory provision or provisions cited, are
hereby requested, the right of way for which, including additional easements for drainage as required, is guaranteed:
Reason for Change: New subdivision street
Pursuant to Code of Virginia Statute: ~33.1-229
Route Number and/or Street Name
. Aviano Way, State Route Number 1774
· Description: From: Intersection Verona Drive Rt.1771
To: Cui De Sac
A distance of: 0.14 miles.
Right of Way Record: Filed on 7/14/2004 in the Albemarle County Clerks Office, with a width of 50'.
Recordation Reference: Deed Book 2796 Pages 120-130
Page I of I
The Board of County Supervisors of Albemarle County, Virginia, in regular meeting on the
7th day of February 2007, adopted the following resolution:
RESOLUTION
WHEREAS, the street(s) in Fontana Subdivision, Phase 4A, as described on the
attached Additions Form AM-4.3 dated February 7,2007, fully incorporated herein by reference,
is shown on plats recorded in the Clerk's Office of the Circuit Court of Albemarle County. Virainia;
and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street(s) meet the requirements established by the Subdivision Street
Reauirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County Supervisors
requests the Virginia Department of Transportation to add the street(s) in Fontana Subdivision,
Phase 4A, as described on the attached Additions Form AM-4.3 dated February 7,2007, to the
secondary system of state highways, pursuant to 933.1-229, Code of Virginia, and the
Department's Subdivision Street Reauirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-
way, as described, exclusive of any necessary easements for cuts, fills and drainage as described
on the recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the Resident
Engineer for the Virginia Department of Transportation.
*****
Recorded vote:
Moved by:
Seconded by:
Yeas:
Nays:
Absent:
A Copy Teste:
Ella W. Carey, Clerk, CMC
Board of County Supervisors
The road(s) described on Additions Form AM-4.3 is:
1) Aviano Way (State Route 1774) from the intersection of Route 1771 (Verona
Drive) to the cul-de-sac, as shown on plat recorded 07/14/2004 in the office the
Clerk of Circuit Court of Albemarle County in Deed Book 2296, pages 120-130, with
a 50-foot right-of-way width, for a length of 0.14 miles.
Total Mileage - 0.14
The Board of County SupeNisors of Albemarle County, Virginia, in regular meeting on the
7th day of February 2007, adopted the following resolution:
RESOLUTION
WHEREAS, the street(s) in Milton Village Subdivision, as described on the attached
Additions Form AM-4.3 dated February 7,2007, fully incorporated herein by reference, is shown
on plats recorded in the Clerk's Office of the Circuit Court of Albemarle County. Virqinia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street(s) meet the requirements established by the Subdivision Street
Requirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County SupeNisors
requests the Virginia Department of Transportation to add the street(s) in Milton Village
Subdivision, as described on the attached Additions Form AM-4.3 dated February 7,2007, to
the secondary system of state highways, pursuant to S33.1-229, Code of Virginia, and the
Department's Subdivision Street Requirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-
way, as described, exclusive of any necessary easements for cuts, fills and drainage as described
on the recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the Resident
Engineer for the Virginia Department of Transportation.
*****
Recorded vote:
Moved by: Sally Thomas
Seconded by: Dennis Rooker
Yeas: Ken Boyd, Lindsay Dorrier, Dennis Rooker, David Slutzky, Sally Thomas and
David Wyant
Nays: None
Absent: None
A Copy Teste:
UJ~
EI a . Carey, Clerk, CMC
Board of County SupeNis
In the County of Albemarle
By resolution of the governing body adopted February 07, 2007
The following VDOT Form AM-4.3 is hereby attached and incorporated as part of the governing body's resolution for changes
in the secondary system of state highways.
A Copy Testee Signed (County Offidal):
iLtAJ
Form AM-4.3 ( 11/28/2005)
Asset Management Division
Report of Changes in the Secondary System of State Highways
Project/Subdivision
Milton Village
Type of Change: Addition
The following additions to the Secondary System of State Highways, pursuant to the statutory provision or provisions cited, are
hereby requested, the right of way for which, including additional easements for drainage as required, is guaranteed:
Reason for Change: New subdivision street
Pursuant to Code of Virginia Statute: ~33.1-229
Route Number and/or Street Name
· Milton Village Lane, State Route Number 1126
--------------- -------------------
· Description. From: Rt729 Milton Road
To: Cui de sac
A distance of: 0.39 miles.
Right of Way Record: Filed on 10/7/2001 in the Albemarle County Clerks Office, with a width of 40 Ft..
Recordation Reference: Deed Book 2089 Pg.288
Page 1 of 1
The Board of County Supervisors of Albemarle County, Virginia, in regular meeting on the
7th day of February 2007, adopted the following resolution:
RESOLUTION
WHEREAS, the street(s) in Milton Village Subdivision, as described on the attached
Additions Form AM-4.3 dated February 7,2007, fully incorporated herein by reference, is shown
on plats recorded in the Clerk's Office of the Circuit Court of Albemarle County. Virainia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street(s) meet the requirements established by the Subdivision Street
Reauirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County Supervisors
requests the Virginia Department of Transportation to add the street( s) in Milton Village
Subdivision, as described on the attached Additions Form AM-4.3 dated February 7,2007, to
the secondary system of state highways, pursuant to ~33.1-229, Code of Virginia, and the
Department's Subdivision Street Reauirements; and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-
way, as described, exclusive of any necessary easements for cuts, fills and drainage as described
on the recorded plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the Resident
Engineer for the Virginia Department of Transportation.
*****
Recorded vote:
Moved by:
Seconded by:
Yeas:
Nays:
Absent:
A Copy Teste:
Ella W. Carey, Clerk, CMC
Board of County Supervisors
The road(s) described on Additions Form AM-4.3 is:
1 ) Milton Villaae Lane (State Route 11261 from Route 729 (Milton Road) to the end
of the cul-de-sac, as shown on plat recorded 10/07/2001 in the office the Clerk of
Circuit Court of Albemarle County in Deed Book 2089, page 288, with a 40-foot
right-of-way width, for a length of 0.39 miles,
Total Mileage - 0.39
County of Albemarle
Department of Community Development
Memorandum
To:
From:
Division:
Ella Carey, Clerk, Board of superViso;J).S 1}. I/J
Greg Cooley, Roads Engineer . ~
Inspections .
January 22, 2007
Board Agenda - February 7,2007
Road Resolution for Milton Village
Date:
Subject:
Attached is the original of Additions Form AM-4.3 for the following roads in Fontana Phase 3 and
Phase 4A
Milton Village
. Milton Village Lane (State Route 1126)
We would like to have this included on the Board's February 7,2007 agenda so that a resolution can be
adopted requesting VDoT add these roads into the secondary system of state highways.
If additional information is needed, please do not hesitate to contact me.
Attachments
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
FY 2007 Appropriation for Mountainside Senior
Living
AGENDA DATE:
February 7,2007
ACTION:
INFORMATION:
SUBJECT/PROPOSAL/REQUEST:
Appropriation of $50,450 for Mountainside Senior
Living Center
CONSENT AGENDA:
ACTION:
INFORMATION: X
STAFF CONTACTCS):
Tucker, White, Davis, Breeden, Vinzant
ATTACHMENTS: No
LEGAL REVIEW: Yes
REVIEWED BY:
~--
(
BACKGROUND:
In 2002, the Jefferson Area Board for Aging (JABA) took over management of the Mountainside Senior Living Center as a
limited partner. At that time, the County of Albemarle provided a grant of $177 ,617 to assist Mountainside during its
transition phase as it worked to become self-supporting. Funding requested by JABA at that time was to subsidize 30
County Auxiliary Grant recipients who lived at the facility until the private pay residents began to offset the costs.
In April 2003, due to unanticipated expenses that were not disclosed by the previous owner, as well as a delay in having
the facility ready to accept private pay clients, JABA requested additional funding to operate the center. The Board
supported JABA's request to provide $12,500 per year for FY 04, FY 05, and FY 06.
Approximately two-thirds of the residents at Mountainside receive Auxiliary Grant (AG) support from the State. AGs are
offered only to indigent individuals that reside in an assisted living facility. However, the State funding of $982 per resident
per month is not sufficient to cover JABA's expenses of $1,600 per resident per month. As a result, JABA requested
funding in the amount of $50,450 for Mountainside during the budget development process for FY 07. At that time, the
Board approved funding for Mountainside contingent on the receipt of a business plan.
STRATEGIC PLAN:
Develop a comprehensive funding strategy/plan to address the County's growing needs.
DISCUSSION:
JABA submitted a business plan to the County in April 2006. After review of the business plan, County staff had several
questions. After meetings with representatives from JABA, the County, and the City of Charlottesville, JABA submitted a
revised business plan in December, 2006 that addressed those questions.
When the County initially approved funding for Mountainside it was with the understanding that Mountainside would
eventually become self-sustaining and wouldn't require ongoing support from the City and County. However, because
funding from the State for AG residents is not adequate and plans to market to private pay residents has met with limited
success, JABA feels that they need ongoing assistance from the City and County to assure that AG beds are available to
seniors in our community who are in the greatest need.
RECOMMENDATIONS:
Because JABA is in compliance with the terms for providing funding for FY 07, staff recommends appropriating $50,450 to
Mountainside for the current fiscal year. This amount is included for Board consideration as part of today's FY 07 Budget
Amendment. For future years, staff recommends that the Board carefully consider whether they want to provide ongoing
support for assisted living.
07.008
Albemarle Counly
Service Auth'ri~
<=- "'- --::::> ~
Serving' Conserving
January 23, 2007
Ella Carey
Clerk
Albemarle County Board of Supervisors
401 Mcintire Road
Charlottesville, VA 22902
Re: ACSA Board of Directors Minutes of September 2006, October 2006
November 2006 and December 2006
Dear Ella:
Please find enclosed a copy of the above-referenced minutes. Should you
have any questions, please do not hesitate to call.
Sincerely, J
L7)e1tJ td\ ~/)/L/
Deborah Herr
Administrative Associate
Enclosure
cc: Bob Tucker, County Executive
Tom Frederick, Executive Director, RWSA
Jack Farmer
168 Spotnap Road · Charlottesville, VA 22911 · Tel (434) 977-4511 · Fax (434) 979-0698
www.serviceauthority.org
Albemarle County Service Authoritv Board of Directors
The Board of Directors of the Albemarle County Service Authority (ACSA) met in regular
session on September 21, 2006 at 9:00 a.m. at the Administration and Operations
Center at 168 Spotnap Road in Charlottesville, Virginia.
Members Present: Mr. Wagner, Chairman, Mr. Larsen, Vice-Chairman; Messrs.
Lumpkin, Roberts; Dr. Palmer
Members Absent: Mr. Humphris
Staff Present: Messrs. Bowling, Fern, Shoop; Ms. Breeden, Mrs. Herr, Ms. Rohm-
Briggs, Mrs. Thraves
Public Present: Mr. Jim Colbaugh, Mr. John Martin
1. Call to Order
The Chairman called the meeting to order and a quorum was established.
2. Approval of Minutes
Mr, Fern suggested adding a few comments to the Monthly Capital Improvement
Program (CIP) Report in order to clarify future plans for the Oak Hill Project, specifically
that the high concentrations associated with the drainfield issues from the Southwood
Mobile Home Park and Oak Hill were attributed to human fecal coliform.
Mr. Larsen asked if the Habitat for Humanity organization had contacted the
ACSA regarding'the Southwood Mobile Home Park, Mr. Shoop stated that they had
not.
Dr. Palmer stated that the Thomas Jefferson Planning District Commission's
(T JPDC) website was a valuable resource when researching assistance for community
projects such as Oak Hill. However, she did ask who was responsible for applying for
grants to financially assist in the development of such projects, Mr. Shoop stated that in
this case the application was made by the T JPDC.
Mr, Shoop stated that the human portion of the fecal coliform issue with Moores
Creek was only 5%, and that efforts had been made to decrease that percentage. He
added that the ACSA agreed to commit $125,000 towards a solution for the problem at
Oak Hill, and that those funds were meant to assist the grant application through its
process. He added that the focus of future solutions will be on the non-human portion
of the contaminates (such as agricultural best management practices, wildlife
management and stream buffers),
Mr. Lumpkin moved to approve the minutes with the above-mentioned
changes, seconded by Mr. Roberts. All members voted aye.
3. Matters from the Public
Mr. Martin stated that it has been seven years since the first Demand Analysis
was done on the community water supply, and that he was uncomfortable with the
Demand Analysis based on the latest population data distributed by Weldon Cooper
Center for Public Service. He said that this data included an estimate of the population
September 21,2006
Page 6946
Albemarle County Service Authoritv Board of Directors
for the City of Charlottesville (City) and the County of Albemarle (County) for the year
2005. The population estimate was 130,300 which is a 7.4% increase over a five-year
period. He stated that if this rate of increase continued, we could expect a higher
population estimate than the Demand Analysis previously utilized.
Mr. Martin voiced his concern that the County is rapidly growing, and that the
Board of Supervisors appeared to no longer favor "slow growth", but was "pro growth."
He stated that the County is recruiting businesses to Albemarle County. He added that
one Supervisor had proposed a "Task Force" to facilitate development approval,
although it is still in its development phase,
Mr. Martin said that he had spoken with Mr. Werner of the Piedmont
Environmental Council and was told that permitted projects include an estimated 14,500
proposed dwelling units housing an average population of 36,395.
Mr. Martin suggested that, with these additional factors in mind, the ACSA and
the RWSA reconsider the population increase previously estimated in the Demand
Analysis. Dr. Palmer asked when the last Demand Analysis was completed, and Mr.
Martin stated that the initial analysis was completed by Vanasse Hangen Brustlin, Inc.
(VHB) in 1997 and updated in 2004 by Gannett Fleming, Inc, Dr. Palmer asked how
consistent these figures were with the Weldon Cooper projections. Mr. Martin said that
in 1997, VHB projected a total City and County population for 2050 of 225,000 with a
demand of 19.5 million gallons per day (mgd). Gannett Fleming, Inc. projected in 2004,
using the same methodology with different figures, a total City and County population
for 2050 of 206,977 with a demand of 18.7 mgd. He added that these figures were
used to decide on a water demand for the years 2050 and 2055, and the 9.9 mgd deficit
with the water supply project.
Mr, Larsen asked if the significant increase of dwellings included the City and Mr,
Martin said that only the data for the County was reported. The Chairman added that
the City, at one time, reported that they were "built out" and unable to add to their
distribution system, but they have grown since that report.
The Chairman referred to a letter written to the editor of The Dailv Proqress,
referencing "Chicken Little." He asked for the Board of Directors' approval to respond
directly to the author of the letter. The Board of Directors agreed that he could respond
to the individual.
4. Consent Aqenda
For Information
a. Monthly Financial Reports
Mr. Fern referred the Board of Directors to the revised graph "Number of
Water Units by Class," The change between the two documents was the number
of industrial units by class in August, 2006. The original number of units was 36,
and after further calculation it was found to be 20 units.
September 21,2006
Page 6947
Albemarle County Service Authoritv Board of Directors
Mr. Fern stated that Revenues for FY 2007 were higher than projected.
Mr, Larsen asked if the Miscellaneous Expenses were customary during this
period of the year and Ms. Breeden concurred.
b. Monthly Capital Improvement Program (CIP) Report
Mr. Fern brought the Board of Directors' attention to the Term Engineering
Contracts where interviews with five firms were held the week of September 11,
2006, After the five interviews, the ACSA staff was able to short-list three firms.
The three firms that the ACSA staff will negotiate with for future projects include:
Draper Aden, Charlottesville, VA; O'Brien and Gere Engineers, Richmond, VA;
Whitman, Requardt & Associates, Richmond, VA. Originally, 11 firms responded
to the ACSA's Request for Qualifications (RFQ) in August, 2006. This process of
short-listing firms and making the final selection was time-consuming for staff, but
will be beneficial in the long run, The ACSA staff will not have to go through this
process for every project in the near future.
Mr, Roberts asked if the Virginia Procurement Act allowed the ACSA to
short-list firms without advertising for a bid and Mr. Bowling confirmed that the
staff's process followed the regulations of the above-mentioned Act.
Mr. Larsen asked if the ACSA had previously done business with each of
these firms, and Mr. Fern stated that in some form the ACSA had dealt with each
firm. Mr. Larsen asked if any local firms were qualified that were not short-listed.
Mr. Fern stated that firms the ACSA staff had previously worked with did receive
the RFQ, and that the RFQ was advertised in The Daily Proqress.
Dr. Palmer asked for clarification of the Term Contract process, Mr, Fern
stated that in the future the engineering staff will prepare a scope of services for
each project and request a fee for the services from one of the three firms. If that
engineering firm's quote is substantially higher than the ACSA estimate, the
ACSA has the right to present the project to another firm that is short-listed,
5. Transfer of FY 2006 Budqet Reserves and Surplus
Mr. Fern asked that the Board approve the following transfers from the Water
and Sewer Revenue Fund:
1. $354,063 (budgeted) to the Operating Reserves Fund
2. $520,605 (budgeted) to the 3R Reserves Fund
3, $559,836 (surplus) to replenish the 3R Reserves Fund.
He stated that higher than anticipated revenues and lower than anticipated expenses
resulted in a budget surplus of $559,836 for FY 2006.
Mr. Larsen moved to transfer the necessary funds from the Water and
Sewer Revenue Fund to the Operating Reserves Fund and the 3R Reserves Fund,
Dr. Palmer seconded. All members voted aye.
September 21 , 2006
Page 6948
Albemarle County Service Authoritv Board of Directors
6. Farminoton Water Usaqe Update
Mr. Fern stated that this annual review of the Farmington water usage notes a
drop of 34% when comparing calendar year 2006 to calendar year 2001. Mr. Larsen
said that originally the Board of Directors asked for this information because of a
suspected water leak; there was obviously no leak and problems were solved with the
new water piping. He recommended that the monitoring of the Farmington water usage
and its annual update cease. The remaining members of the Board of Directors agreed.
7. Local Facilities Fee Increase - Undeveloped Lots
Mr. Fern said that at the last meeting the Board of Directors approved a
resolution to increase the Local Facilities Charge, Unfortunately, the resolution did not
include the typical doubling of the facilities charge for undeveloped lots. He requested
that the Board of Directors approve the resolution revising the rate schedule to reflect
this increase, effective September 1, 2006 (Attached as Pages 6953-6956).
Dr. Palmer moved to adopt the resolution, seconded by Mr. Lumpkin. The
Chairman called for a roll-call vote: Dr. Palmer, aye; Mr. Lumpkin, aye; Mr.
Wagner, aye; Mr. Roberts, aye; Mr. Larsen, aye.
8. ACSA Office Buildino - Architect's Aoreement
Mr. Fern stated that the ACSA staff has been in discussion with the firm of
Daggett and Grigg Architects, PC of Charlottesville, Virginia regarding the renovations
to the ACSA Office Building. He added that Daggett and Grigg performed the
architectural services for the original design of the ACSA facility and would provide a
code compliance analysis and prepare construction drawings of the proposed
improvements.
Mr. Fern requested that the Board of Directors appropriate $15,000 for
architectural services for the ACSA Office Building Renovation Project and allow the
ACSA to enter into a Professional Services Agreement with Daggett and Grigg.
Mr. Roberts asked if the ACSA could enter into a Professional Services
Agreement without seeking a Request for Proposal (RFP). Mr. Fern said that the
Virginia Procurement Act states that any professional services, that are $15,000 or less,
can be negotiated without an RFP. He added that the ACSA staff agreed upon Daggett
and Grigg because they were familiar with the building, and they already had the
drawings of the existing building, giving them considerably more experience on the site
than any other firm.
Mr. Larsen asked if the $15,000 was cumulative or per service, and Mr. Bowling
verified that it was per service.
Dr. Palmer asked for a brief overview of the plans to renovate. Mr, Fern stated
that the current Board of Directors' meeting room would be combined with the file room
next door, and used as an office for the administrative staff, Also, he said that the
space downstairs, currently being used as a training room, would be turned into a
September 21 , 2006
Page 6949
Albemarle County Service Authoritv Board of Directors
Training/Board of Directors' room. Mr, Fern added that the room would be organized to
better serve the public as well as the Board of Directors.
Dr. Palmer moved to appropriate $15,000 for architectural services,
seconded by Mr. Roberts. All members voted aye.
9. Red Hill Water System
Mr. Fern said that due to two petroleum releases from a service station, several
drinking water wells in an area near the Red Hill Elementary School were contaminated.
He added that the Virginia Department of Environmental Quality (DEQ) has been
monitoring the situation, and recognizes the potential exists for the contamination of the
Red Hill Elementary School drinking water wells. Mr, Fern stated that one solution to
this issue is to provide clean drinking water through a community water system, The
County will need to develop a jurisdictional area in which the ACSA would serve this
community with drinking water. In compliance with the Four Party Agreement, Mr. Fern
confirmed that the RWSA would own the drinking water well system (well system) and
be responsible for the treatment of the water, but would contract the ACSA to operate
the well system.
Dr. Palmer asked who would be financially responsible for locating another well
system, should the original well system run dry. Mr. Bowling stated that ultimately it
would be the ACSA's responsibility and, in turn, the customer's responsibility. Dr.
Palmer voiced her concern for setting a precedent for future community issues. Mr.
Bowling agreed and reiterated the fact that the ACSA was not offering a service that
was not required of them,
Dr. Palmer referred to the 2004 Preliminary Groundwater Supply Evaluation
Report which states that the petroleum leaks could potentially impact as many as 30
residents. She added that only eight houses and the Red Hill Elementary School were
currently affected and wondered how future residents impacted by the petroleum leak
would be handled. Mr. Bowling confirmed that the responsibility would continue to be
with the ACSA, unless the ACSA decided to extend the expense to the homeowner. Dr,
Palmer asked about the undeveloped lots in the affected area. Mr, Fern informed the
Board of Directors that while DEQ has been monitoring the situation, they have
provided carbon filters for the treatment of the drinking water to affected area residents,
Dr, Palmer asked if discussions with the DEQ regarding financial assistance for
the future well system had occurred. Mr, Fern said that no discussions had occurred,
but that the DEQ has appropriated $2,000,000 ($1,000,000 per petroleum release) for
the project. The funds are for remediation, and construction and operation of a
community water system, Dr. Palmer suggested that requests for additional funds
occur in hopes to reduce the out-of-pocket expense for the ACSA and the RWSA.
Mr. Fern informed the Board that a well system had been drilled on an area
property and has a yield of approximately 29 gallons per minute (gpm), which is
sufficient capacity to serve the residents in the area, including the Red Hill Elementary
September 21 , 2006
Page 6950
Albemarle County Service Authoritv Board of Directors
School. He provided a map showing the location of the well on the Oakey property,
(Attached as Page 6956),
Mr. Fern said that it was the ACSA's desire to be prepared for the time when the
jurisdictional area is developed, so that the ACSA could immediately provide these
residents with safe drinking water.
After further discussion of the Board of Directors, the Chairman stated that it was
his opinion that the current plan of the ACSA and the RWSA was a beneficial step
towards a solution to a very serious issue.
10. Crozet Property - Lease Arranqement with RWSA
Mr. Fern said that he and Mr. Bowling had met with Mr. Krueger and Mr.
Frederick with the RWSA to discuss the proposed long-term lease agreement between
the ACSA and the RWSA for the Crozet property. Mr, Krueger was concerned with the
ACSA granting the RWSA a lease for the Crozet Water Treatment Plant and Water
Storage Tank for several reasons, among which was that it would not meet the intent of
the Four Party Agreement. A proposal including the ACSA deed the Crozet property to
the RWSA; and the RWSA grant a long-term lease to the ACSA for the land and
structures within the central fenced area of the site, was discussed. The long-term
lease would also allow the ACSA to continue subletting to its current tenants. Mr,
Roberts asked what the amount for the lease would be and Mr. Bowling said that it
would be leased for $1.
Mr. Fern asked that the Board of Directors allow the ACSA staff to move forward
with the deeding of the Crozet property to the RWSA, in compliance with the Four Party
Agreement.
Dr. Palmer moved to deed the Crozet property to the RWSA, in compliance
with the Four Party Agreement, seconded by Mr. Larsen. All members voted aye.
11. Items Not on the Aqenda
a. Drought Response and Contingency Plan Update
Mr. Fern referred the Board to the Drought Response and Contingency
Plan update provided by the RWSA. Dr. Palmer asked when the next meeting
was scheduled and Mr. Fern said that to date a meeting had not been scheduled.
b. Requested Graphs
Mr. Fern said that Mr. Humphris had previously requested a comparison of
single family residential water consumption and rainfall for 2002 and 2006
(Attached as Pages 6957-6958). He said that Figure 1 charted water
consumption and rainfall for 2002 and Figure 2 did the same for 2006. Mr. Fern
stressed that the average single family water consumption for July 2002 was
approximately 7,000 gallons, compared to water consumption for July 2006 of
approximately 5,500 gallons. This decrease in single family residential water
September 21, 2006
Page 6951
Albemarle County Service Authoritv Board of Directors
consumption is possibly due to water conservation efforts which include the
Toilet Rebate Program.
Mr, Fern referred to Figure 3 and Figure 4 comparing reservoir levels
in 2002 to 2006,
Dr. Palmer asked if this information could be provided periodically to the
Board of Directors and Mr. Fern concurred.
c. ACSA Family Picnic
Mr. Fern invited the Board of Directors to the ACSA Family Picnic being
held on Saturday, October 21,2006 from Noon until 5:00 p.m., at Mcintire Park.
12. Executive Session - Personnel Matters
The Chairman requested that the Board go into Executive Session, in
accordance with Section 2,2-3711.A1 of the Virginia Code, as amended, to discuss
personnel matters.
Mr. Larsen moved to enter into Executive Session, seconded by Mr.
Lumpkin. All members voted aye.
The Board of Directors came back into regular session. Ms. Rohm-Briggs read
into the record a resolution stating that only matters so previously stated and exempted
from open discussion in regular session were discussed in executive session (Attached
as Page 6959).
Mr. Lumpkin moved to adopt the resolution, seconded by Mr. Roberts. The
Chairman asked for a roll-call vote: Dr. Palmer, aye; Mr. Lumpkin, aye; Mr.
Wagner, aye; Mr. Roberts, aye; Mr. Larsen, aye.
13. Adiournment
There being no further business, Mr. Larsen moved the meeting be
adjourned, seconded by Mr. Lumpkin. All members voted aye.
:k,~.1
Gary vv. Fern, PE, Secretary-Treasurer
September 21 , 2006
Page 6952
Albemarle County Service Authoritv Board of Directors
The Board of Directors of the Albemarle County Service Authority (ACSA) met in regular
session on October 19, 2006 at 9:00 a,m, at the Administration and Operations Center
at 168 Spotnap Road in Charlottesville, Virginia.
Members Present: Mr. Wagner, Chairman, Mr. Larsen, Vice-Chairman; Messrs,
Humphris, Lumpkin
Members Absent: Mr. Roberts, Dr, Palmer
Staff Present: Messrs. Bowling, Fern, Shoop; Ms, Breeden, Mrs. Herr, Ms. Rohm-
Briggs, Mrs. Thraves
Public Present: Mr. Jim Colbaugh
1. Call to Order
The Chairman called the meeting to order and a quorum was established.
2. Approval of Minutes
Mr. Humphris asked that the minutes of the September 21, 2006 Board of
Directors meeting reflect that there were water leaks in Farmington's water pipes before
the new water system was in place, and that the water system replacement resolved
those water leaks.
Mr. Humphris referred to the discussion regarding the Red Hill Water System on
Page 7, line 3, He recommended that the word "properties" replace the word
"residents."
Mr. Larsen moved to approve the minutes with the above-mentioned
changes, seconded by Mr. Lumpkin. All members voted aye.
3. Matters from the Public
There were no matters from the public,
4. Consent Aqenda
For Information
a. Monthly Financial Reports
Mr. Fern referred the Board of Directors to the additional Consent
Agenda - Monthly Financial Reports memorandum provided to them, updating
the figures for the Water Units by Class/Water Usage by Class and the Single-
Family Residential Water Usage Graph. He stated that the figures in the original
memorandum were incorrect and he apologized for the inaccuracy.
Mr. Fern brought the Board of Directors' attention to the Single-Family
Residential Water Usage Graph and stated that the water usage comparison of
September, 2005 and September, 2006 showed a significant increase in the Tier
3 water usage of 36%. Mr. Larsen agreed with Mr. Fern that apparently irrigation
played a large role in the increase of water usage,
October 19, 2006
Page 6960
Albemarle County Service Authoritv Board of Directors
Mr. Fern closed by stating that the Total Revenues remained greater than
the Total Expenditures.
b. Monthly Capital Improvement Program (CIP) Report
c. RWSA Minutes of July 13, 2006 and July 24, 2006
Mr. Larsen said that in the July 13, 2006 RWSA minutes of the Public
Forum, discussing the Drought Response and Contingency Plan, there was a lot
of conversation regarding the lack of conservation and the lack of public attention
to the Drought of 2002. He questioned these comments and stated that to his
knowledge, there was a decrease in water consumption leading one to believe
that the general public did partake in conservation efforts. Mr. Fern stated that
the discussion during the July 13, 2006 meeting referred to the lack of
conservation efforts prior to when the community was notified of the seriousness
of the drought.
Mr. Humphris provided those present with three graphs. Two graphs
(Graphs I and II) reflect a 29-year history of ACSA water connections and water
usage, and a comparison of the Albemarle County population growth to the
ACSA connections (Attached as Pages 6969-6970). The third graph (Graph III)
provides a five-year history comparison of the ACSA's number of water units to
the average unit water usage (Attached as Page 6970). Mr. Humphris stated
that Graph III proved that water consumption dropped dramatically during the
Drought of 2002. He added that there has been a slight increase in the average
daily water usage per unit since 2003. Mr, Bowling clarified that the average
number of ACSA water units had gradually increased between the year of 2001
and 2006; therefore, the slight increase of water usage was due to the increase
of water units, and not due to customer negligence. Mr. Larsen noted the 3%
increase per year in the average number of water units to the 2.4% decrease per
year in the average unit daily water usage for the period from 2001 to 2006.
Mr. Humphris referred to Graph II showing the number of ACSA
connections compared to the population growth of Albemarle County. He said
that the average population growth for Albemarle County for the last twenty-nine
years was 2%. Mr. Humphris added that the average for ACSA connections over
the last twenty-nine years was 5.3%. Based on the assumptions that each
connection represented 2.5 people, and the ratio of residential water connections
to total water connections equaled the ratio of residential water units to total
water units, approximately 71 % of the population increase in Albemarle County
was within the designated growth areas.
The Board of Directors agreed that the graphs provided by Mr. Humphris
were very informative and precise.
October 19, 2006
Page 6961
Albemarle County Service Authoritv Board of Directors
5. Professional Enqineerinq Services Term Contracts
Mr. Fern stated that the ACSA Engineering staff has conducted a qualifications-
based selection of consulting engineering firms to perform design services for specific
Capital Improvement Program (CIP) projects. The following firms were selected after a
review of their qualifications and interviews and have signed the Agreement for
Professional Engineering Services (Agreement): Draper Aden Associates, O'Brien &
Gere Engineers, Inc. and Whitman, Requardt & Associates, LLP. Mr. Fern requested
that the Board of Directors enter into a Term Contract with each of the consulting
engineering firms and approve these Agreements.
Mr. Larsen moved to approve the Agreements, seconded by Mr. Lumpkin.
All members voted aye.
6. Personnel Manaqement System Revisions
Mr, Fern presented three proposed revisions to the Personnel Management
System that addressed the following: Compensatory Time, Standby Duty Policy
Revisions and Non-Operating Hours Policy (Attached as Pages 6970-6972). He stated
that currently the ACSA's non-exempt employees are awarded overtime payor
compensatory time when required to work more than 40 hours in any work week, or
eight hours in a work day. Compensatory time is granted at 1 % hours for every hour of
overtime and employees bank this time in order to create additional leave throughout
the year. Mr. Fern said that the additional leave creates labor shortages in some of the
departments and difficulties in the scheduling of work. Mr. Fern recommended that
compensatory time be eliminated as reimbursement for overtime hours, and that all
non-exempt employees be paid at 1 % times their normal salary for each hour of
overtime worked.
Mr. Fern made reference to the Standby Duty Policy for the Maintenance
Department. One Maintenance Department employee is assigned standby duty each
week. He said that to compensate the employees for this duty, employees have been
given the option to receive two days payor receive two days leave the following week.
When employees have chosen to take the two days of leave, it has created difficulty in
the scheduling of work crews, Mr, Fern suggested that the policy continue to offer the
two options for standby compensation; however, the two days leave will be allowed to
be taken during the calendar year, with the approval of the department head.
With the nature of the ACSA's responsibilities, specific employees are sometimes
required to work during non-operating hours, due to emergencies, stated Mr. Fern.
These hours can be long and can create unsafe situations for employees and added
risk to the ACSA. Mr. Fern said that employees come in to work on the days following
emergency repairs, in order to avoid the loss of pay. He added that in an effort to
remove employees from potentially unsafe conditions, assist supervisors with
scheduling of work crews and to reduce the potential liability to the ACSA, he
October 19, 2006
Page 6962
Albem;arle CountvService AuthoritYBoClr~of Directors
recommended that employees not return to work the' following day for the number of
hours worked past midnight, and still be paid for the missed hours. Mr, Larsen said that
this policy would allow for proper rest before returning to the work environment. Mr,
Fern added that it is the staff's belief that this proposed policy would increase employee
morale and reinforce ACSA's commitment to create a safe working environment.
Mr. Wagner asked if employees were informed of these proposed revisions to the
Personnel Management System and, if so, what was their overall opinion. Mr. Fern said
that most of the revisions affected the Maintenance Department. He stated that
although concerns were raised in regards to the compensatory time, it was a trade-off
for the much desired change of not having to come to work immediately after working
during the previous night.
Mr. Larsen asked if the total compensatory time for ACSA employees was
accumulated over several years or if it was just from the past year. Mr, Fern said that
the total amount of compensatory time accrued as of September 30, 2006 was 273.25
hours, and that the time was accumulated over several years. Mr. Larsen stated that
this information would need to be taken into consideration during the preparation for the
FY 2008 Budget. Mr. Fern added that employees with saved compensatory time would
be asked to use this time before using annual leave, and that all compensatory time
would need to be expended by June 30,2007.
Mr. Humphris moved to adopt the resolution, seconded by Mr. Lumpkin.
The Chairman called for a roll-call vote: Mr. Lumpkin, aye; Mr. Wagner, aye; Mr.
Humphris, aye; Mr. Larsen, aye.
7. Pantops Park Proiect Update
Mr. Fern referred to the three easements presented to the Board of Directors for
their approval on the Pantops Park project (Attached as Pages 6973-6983). He stated
that the Deed of Easement between the ACSA and the County of Albemarle is for a 353
square foot drainage easement in the northwest corner of the ACSA's property. The
Temporary Construction and Grading Easement between the ACSA and Pantops Park,
LLC is for limited use of a portion of the ACSA's property during construction. Mr. Fern
said that the Sanitary Sewer Easement being granted to the ACSA by itself, protects the
ACSA's interest in the sewers on this property, should this organization move to another
location in the future. Mr. Larsen asked if this document would affect the ACSA's tenant
at 171 Spotnap Road, and Mr. Fern said that it would not.
Mr. Fern informed the Board of Directors that the Virginia Department ot
Transportation (VDOT) has approved the preliminary plans for the improvements to
Spotnap Road, and the proposed connecting road trom Route 250.
Mr. Shoop added that the original submittal included a plat ot the Spotnap Road
right-ot-way. He said that the revised plat removed the Spotnap Road right-of-way, and
that the ACSA would need to deed it to VDOT at a later date.
October 19, 2006
Page 6963
Albemarle County Service Authoritv Board of Directors
Mr. Humphris asked if Mr. Bowling had reviewed all three of the documents and
Mr. Bowling concurred,
Mr. Larsen moved to authorize the Chairman to sign these easements,
seconded by Mr. Humphris. All members voted aye.
8. Red Hill Water System Update
Mr. Fern referenced the Executive Summary for the Board of Supervisor's
meeting on November 1, 2006, where the proposed jurisdictional area amendment for
the Red Hill project will be discussed. He said that should the Board of Supervisors
approve the public hearing request, the Albemarle County Planning Department will
hold a public hearing on the amendment in December, 2006.
Mr. Larsen asked if the Board of Supervisors had requested the ACSA's input on
the Red Hill project, and Mr, Fern confirmed that they had not. Mr. Fern acknowledged
that the Board of Supervisors was provided the essential information regarding the Red
Hill project by the Albemarle County Planning Department.
Mr. Humphris inquired about the property that houses the well system and its
location. Mr. Fern said that the well system would be on the Oakey property, off of the
northbound lane of Route 29. Mr. Humphris questioned the location of the source of the
contamination and Mr. Fern stated it originated at the southwest corner of the
intersection of Route 29 and Taylors Gap Road and the contaminate plume flowed to
the southwest.
In reference to the undeveloped lots, Mr, Humphris stated there appeared to be
only two. Mr. Wagner added the undeveloped lots across Taylors Gap Road showed
interest in connecting to the central water system, but that they would not be included in
the jurisdictional area amendment, since they were not threatened by contamination.
Mr. Bowling asked how the contaminated water from the petroleum release was
discarded. Mr. Fern said the recovered fuel was taken offsite for disposal after being
separated from the water.
Mr. Fern stated that the Oakeys were interested in connecting to the water
system after it is put into service, in order to have a back-up to their personal well. He
added that this property was not part of the proposed jurisdictional area amendment.
Mr. Fern said the Department of Environmental Quality (DEQ) had appropriated
$2,000,000 towards the completion of this project and to date has spent $1,000,000 and
estimates spending another $500,000 in remediation, leaving the remaining $500,000
for the construction and operation of the water system, Mr. Larsen asked if there was
an estimate for the ACSA's portion of the expenses. Mr. Fern said that he would not be
able to provide an estimate of the ACSA's portion of the expenses for the Red Hill
project until the preliminary engineering report is received. The Chairman asked that
any discussion regarding a special rate district be deferred until the cost estimate was
received and reviewed by the ACSA staff.
October 19, 2006
Page 6964
--~---_._-~---~.~_._--_...._---------~------ -- - -. - --- --.------------.. --------
Albemarle County Service AuthoritvBoard of Directors
Mr. Humphris-'stressed that in the past the Board of Directors has been opposed
to taking over a separate well system, even when Albemarle County discussed doing so
to accommodate growth. He feared that taking over the water system for the Red Hill
project would cause a dilemma for the ACSA in the future. Mr. Larsen reiterated that
the reason the Red Hill Water System was being considered was du~ to the special
circumstances regarding the public's health. Mr. Bowling reminded the Board of
Directors the contamination was threatening the drinking water of the Red Hill
Elementary School, another important reason for the Board of Supervisors to consider
adding this locality into the jurisdictional area.
9. Northfields Wastewater System Expansion
Mr. Fern informed the Board of Directors that David Slutzky, County Supervisor,
has been working with a group of residents in the Northfields subdivision who are
interested in having a public wastewater system. He stated the ACSA staff was
currently developing a scope of services for Draper Aden Associates, Inc., for another
segment of sewer within Northfields and asked if the Board wishes to combine these
projects into a single scope of services. Mr. Bowling asked what percentage of
customer participation is required for AGSA approval of a proj~ct. Mr. Lumpkin stated
the Board previously required 50% participation, Based on the sanitary surveys
received, the project meets this criteria. Mr. Fern confirmed the ACSA would require
signed agreements with the property owners before proceeding to construction.
Mr. Fern stated a pump station may be required, in the event the proposed
Belvedere sewer, currently under review, is not constructed. The gravity sewer would
require crossing under a railroad. Even with a railroad crossing, the gravity sewer
would be much less expensive, in the long term, than having to maintain a pump
station. Mr. Larsen asked if we ever required railroad approval before. Mr. Shoop
stated other sections of the ACSA's System are located under the railroad.
Mr. Lumpkin asked if the sanitary survey included any connection costs. Mr.
Fern stated that a rough estimate of the connection charges was included with the
surveys. Mr. Larsen asked what percentage of the project costs would be covered. Mr.
Shoop replied a low percentage of the project costs are covered by connection charges.
Mr. Shoop stated the original estimates required $23,000 per connection for this
section, because of the pump station. He added a connection to the Belvedere sewer
will reduce the costs, but connection charges will not fully cover the construction cost.
Mr. Bowling added that the ACSA seems to be providing sewers in Northfields "piece
meal", which is not as economically efficient as by constructing sewers within the entire
area. Mr. Wagner believes the subdivision's characteristics make sewer system
construction expensive. Mr. Shoop agreed that due to the larger lots, and the
geography, wastewater system construction will be expensive. The area consists of
approximately 12-14 "subcatchment" areas.
October 19, 2006
Page 6965
Albemarle County Service Authoritv Board of Directors
Mr. Humphris asked if Northfield's property owners were experiencing septic
problems. Mr. Fern recalled three sanitary surveys noting problems, but others know
that their system will fail eventually and would like to connect to the public system, Mr.
Shoop added that the ACSA provided public sewer service to Deerwood, Jefferson
Village and others within the community in the same way, and that the ACSA has
targeted other areas as potential problems in the future,
Mr. Lumpkin stated the ACSA has been consistent in requiring 50% participation,
regardless of the location, or cost. He felt the advantage of this requirement allows the
ACSA to satisfy a few people each time without having to construct an entire project.
Mr, Fern stated the scope of service, and proposed schedule and fee will be
presented to the Board next month, allowing for additional discussion. Mr, Lumpkin felt
that since the sanitary surveys met this criteria and the need will not go away, he
suggested combining the scopes of service,
Mr. Bowling asked if the sanitary surveys mentioned easements and Mr. Fern
said they did not.
In response to Mr. Humphris, Mr, Fern said the ACSA would send agreements
to the property owners requiring their commitment to connect to the sewer system. Mr.
Humphris asked if an agreement would be sent to everyone who could potentially
connect to the sewer system. Mr. Wagner felt that it would be appropriate to send an
agreement to everyone that would be potentially served by the system.
Mr. Humphris moved to authorize the ACSA staff to move forward with
combining the scope of services, seconded by Mr. Lumpkin. All members voted
aye.
10. Items Not on the Aqenda
a. ACSA Family Picnic
Mr. Fern reminded the Board of Directors that the ACSA Family Picnic
would be held on Saturday, October 21, 2006, at Mcintire Park beginning at
Noon, He stated that members of the Board of Directors were welcome to
attend,
b. ACSA System Resource Manual
Mr. Fern said that Mr. Shoop and the Engineering staff developed a
resource manual that identifies the water and wastewater systems within the
ACSA's jurisdiction. He said that this well-prepared manual included
detailed information on such items as water tanks, pump stations and pressure
zones. This information is very informative and will assist the ACSA staff
immensely,
Mr. Larsen asked if this manual would be updated as necessary and Mr.
Shoop concurred. Mr. Humphris asked if this information was developed from
the GIS system, Mr. Fern concurred and mentioned that Maintenance and
October 19, 2006
Page 6966
AlbemarlE! ~(:)l,~ntv Service Authoritv Board of Directors
, .' ' . .. " '. ,
Engineering staff members were currently gathering n~cessary edits for revisions
to the GIS system.
c. American Water Works Association (A WWA) Conference
Mr, Fern discussed the AWWA Conference (Conference) that he, Mr.
Gorham, Mr. Lynn and Mrs. Thraves attended in Williamsburg, VA, the week of
October 9, 2006. He stated that Mr. Lynn and Mrs, Thraves presented the
ACSA's Asbestos Policy currently used by staff, It appears as though the ACSA
was far ahead of other authorities with the development of this policy.
Mr. Fern said that in addition to many good technical sessions, two
sessions of note were those on employee retention and bringing new employees
into the water industry, and The Water/Wastewater Agency Response Network
(WARN). He added that the WARN was a statewide agreement, currently being
utilized by several states, where service authorities and municipal Departments
of Public Works could provide crews to affected areas during a state of
emergency. The agreement would specify necessary details such as employee
compensation ano benefits, so that if a state of emergency was called, the
employees could be immediately deployed. Mr. Fern added that representatives
of the States of Maryland and Virginia and the District of Columbia would soon be
meeting to discuss the agreement and its application in the area.
11. Executive Session - Personnel Matters
The Chairman requested that the Board go into Executive Session, in
accordance with Section 2.2-3711.A 1 of the Virginia Code, as amended, to discuss
personnel matters,
Mr. Humphris moved to enter into Executive Session, seconded by Mr. .
Lumpkin. All members voted aye.
The Board of Directors came back into regular session. Mr. Wagner read into
the record a resolution stating that only matters so previously stated and exempted from
open discussion in regular session were discussed in executive session (Attached as
Page 6983).
Mr. Lumpkin moved to adopt the resolution, seconded by Mr. Larsen. The
Chairman asked for a roll-call vote: Mr. Lumpkin, aye; Mr. Wagner, aye; Mr.
Humphris, aye; Mr. Larsen, aye.
The Chairman stated that the Board of Directors was very pleased with Mr.
Fern's performance during his first seven months of employment with the ACSA. He
added that it was the Board of Directors' desire to reward Mr. Fern for a job well-done
by offering him a transitional performance bonus.
Mr. Larsen mo,,"ed to reward Mr. Fern with a transitional performance
bonus, seconded by Mr. Lumpkin. All members voted aye.
October 19, 2006
Page 6967
Albemarle County Service Authoritv Board of Directors
12. Adiournment
There being no further business, Mr. Humphris moved the meeting be
adjourned, seconded by Mr. Lumpkin. All members voted aye.
':>b-"J. .J -
';:..ry W. Fern, J::;,ecretary- Treasurer
October 19, 2006
Page 6968
Albemarle County Service Authoritv Board of Directors
The Board of Directors of the Albemarle County Service Authority (ACSA) met in regular
session on November 16, 2006 at 9:00 a.m. at the Administration and Operations
Center at 168 Spotnap Road in Charlottesville, Virginia.
Members Present: Mr. Wagner, Chairman, Mr. Larsen, Vice-Chairman; Messrs.
Humphris, Lumpkin, Roberts; Dr. Palmer
Members Absent: None
Staff Present: Messrs, Bowling, Fern, Shoop; Ms. Breeden, Mrs. Herr, Ms, Rohm-
Briggs
Public Present: Ginger Ashcom, David Ashcom, James Colbaugh, Philip Johnson,
John Martin, June Mooney, Dr. Harry Wellons, Doris and Gary Wilson
1. Call to Order
The Chairman called the meeting to order and a quorum was established.
2. Approval of Minutes
The Chairman asked that the minutes of the October 19, 2006 Board of
Directors meeting be approved as submitted.
Mr. Lumpkin moved to approve the minutes as submitted, seconded by Mr.
Wagner. All members voted aye.
3. Matters from the Public
There were no matters from the public,
4. Community Water Supply Mitiaation Plan - Mr. Tom Frederick
Mr. Fern referred the Board to the PowerPoint presentation regarding the
Community Water Supply Mitigation Plan by Mr. Tom Frederick of the RWSA (Attached
as Pages 6996-7004), Mr. Fern introduced Mr. Tom Frederick to the Board.
Mr. Frederick stated that the ACSA has been part of the Community Water
Supply process in addressing the need for a 50 year supply of water. The ACSA Board
voted earlier this year to select the Ragged Mountain Reservoir Expansion as the
preferred alternative. Mr. Frederick explained that constructing a new dam is part of the
expansion of the Ragged Mountain Reservoir and would raise the existing pool level by
45 feet to a total of 112 feet. Mr. Frederick added that the lower dam is currently at 67
feet.
Dr. Palmer asked if the expansion would be done by phasing the dam
construction and Mr. Frederick replied that at this time only the stream and wetland
mitigation is being addressed. Mr. Frederick added that a public meeting is anticipated
sometime during January, or February, 2007, to review options for the dam
construction.
Mr. Frederick explained the key issue of mitigation planning is driven by Federal
and State legislation, which states that if proposed construction disturbs or creates
November 16, 2006
Page 6984
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Albemarle County Service Authoritv Board of Directors
impacts to the aquatic ecosystems as part of a new dam project, stream and wetland
mitigation is required. Mitigation can be accomplished by improving streams and
constructing wetlands in alternative locations. Mr. Frederick said that ultimate
construction of the Ragged Mountain Reservoir inundates over 14,400 linear feet of
stream, and 3.46 acres of wetlands. Mr. Frederick stated RWSA believes that the
existing reservoir created the wetlands which now require mitigation. Mr. Frederick
explained that RWSA selected two locations for the mitigation plans. He explained
wetland mitigation would include purchasing land on a site north of the Charlottesville
Stock Yard, which was approved by the RWSA Board. The land borders S. Franklin
Street and Moores Creek and is adjacent to the Moores Creek Wastewater Treatment
Plant site. This site would create 4.0 acres of new wetlands and preserve .9 acres of
existing wetlands,
Mr. Frederick referred the Board to the Proposed Wetland Mitigation Conceptual
Plan in the PowerPoint handout, specifically referring to the area (shown in gray) along
the stream. The RWSA's Moores Creek Interceptor Sewer is located in this area. The
RWSA will need to create a riparian buffer along this edge of the creek. Mr. Frederick
stated that this project would address the wetland mitigation requirements associated
with the Ragged Mountain Reservoir.
Mr. Frederick stated the Army Corps of Engineers' (USCOE) and the Department
of Environmental Quality's (DEQ) formulas for required stream mitigation differ since the
DEQ's criteria is more stringent. RWSA is proposing a Stream Mitigation Plan that will
preserve, through conservation easements and riparian buffers, approximately 75,000
linear feet of stream on property owned by the RWSA along Buck Mountain Creek and
some of its tributaries. The project includes 197 acres of plantings to re-establish
vegetation in some of the buffer areas and approximately 500 linear feet of actual
stream bank enhancement where erosion is occurring. The proposed buffers will be
200 feet on each side of the stream.
Mr. Frederick commented that RWSA is actively meeting with any interested
persons, noting he and Andrea Terry have already met with two property tenants and
have two more scheduled for today. Mr. Frederick stated some tenants wish to know if
the streams can be accessed for horseback riding, fox hunting or supervised cattle
crossing, if placed in conservation easements. He added that he would not be able to
make any guarantees, but hoped there would be a possibility to accommodate these
requests. Mr, Frederick stated he believes this plan presents the opportunity for a win-
win situation that would enhance water quality, enable RWSA to obtain a permit to build
the Ragged Mountain Dam Project and accommodate many of the local interests. Mr.
Frederick added at this time he would be available to take any questions.
The Chairman asked if the land was currently being used for horseback riding
and supervised cattle crossing. Mr. Frederick stated that more than half of the land is
being leased to tenants who use the land in various capacities. The Chairman asked if
the land is used for agricultural purposes. Mr, Frederick stated that horse and cattle
November 16, 2006 Page 6985
Albemarle County Service Authoritv Board of Directors
grazing is predominate in some areas. Dr. Palmer asked how much of the land was
being used by the Farmington Hunt Club, Mr. Frederick replied that Farmington has
permission to use the land for fox hunting, which has been a long standing tradition, but
does not have any lease rights. Mr. Philip Johnson replied to Dr. Palmer's question by
stating "quite a bit."
Mr. Johnson stated that his father-in-law had owned 170+ acres. Mr. Johnson
informed the Board that he and his wife run a cattle and horse operation and feel that a
400 foot buffer is too much. He stated that this would take all of their bottom land, grass
and water. Mr. Johnson stated the federal requirements for buffers include 35 feet from
the top of the stream bank. He commented that to build a fence along the buffer would
be fine, if stream crossings were in place. He asked who would pay for the buffer fence
and property water systems. Mr. Johnson added that this is both a personal and
business issue, because the fence would back up to their property, Mr, Johnson stated
that the property was originally intended for construction of a reservoir. Since a
reservoir will not be constructed, he asked why the property could not be sold back to
the landowner at the original price. Mr. Johnson also questioned the effectiveness of
the stream protection when cattle will be allowed to graze upstream,
The Chairman thanked Mr. Johnson for his comments and asked if there were
any other questions from the Board members before the floor is opened to the public.
Dr. Palmer asked Mr. Frederick if a legal review has been conducted on this plan
or if that was pending. Mr. Frederick replied that RWSA's mission is to comply with
legal requirements and at any time RWSA feels the need, RWSA does consult and
obtain legal advice in order to achieve the goals of legal compliance. Mr. Frederick
stated those types of reviews and matters are confidential, under the law.
The Chairman at this time opened the floor to the public regarding the
Community Water Supply Mitigation Plan.
Mr, David Ashcom stated he feels that the legal advice RWSA receives is in
reference to what RWSA wants to do, not what happens to the landowners.
The Chairman stated that he believes that RWSA and their advisors have talked
with their legal counsel, since this plan was presented to the public on November 2,
2006. The Chairman added that this presentation was developed appropriately with
legal consultation and that the options presented have been selected by the RWSA
Staff, but have not been adopted, approved or acted upon by the RWSA Board.
Mr. Frederick confirmed that the RWSA Board has not taken action on this plan.
Ms. Ginger Ashcom stated back in the 1980s the land was specifically identified
for use in construction of a reservoir, Ms. Ashcom added now RWSA is looking at
changing the use and availability of the land to the current landowners. Ms, Ashcom
objected strongly to the plan and is concerned by the amount of grazing land which will
be lost. Ms. Ashcom stated she is not against purification of water, but feels that the
developers are out of control in Albemarle County. Ms. Ashcom believes that RWSA
should look further into the reasons for this project.
November 16, 2006
Page 6986
Albemarle County Service Authoritv Board of Directors
Dr. Harry Wellons stated 82 acres was taken from the center of his farm for a
proposed reservoir, Dr. Wellons added that his farm was divided into two parcels, Dr.
Wellons explained the only way he can travel from one parcel to the other, is to cross
the creek, as he has done for years. Dr. Wellons strongly feels that if the reservoir is
not going to be constructed, the land should be sold back to him and not used for
mitigation. Dr. Wellons added that he would be willing to pay what he originally
received for the property, and would not have a problem returning the land to RWSA for
construction of a reservoir.
Ms. June Mooney stated she would not be able to continue farming if this land is
used for mitigation. Ms. Mooney said the County was originally going to take the entire
house, but located the property line next to her fence in the backyard. Ms. Mooney
strongly feels if the land is not going to be used for it's original purpose, then it should
be sold back.
The Chairman asked if anyone else from the public would like to speak and then
thanked the public for their comments.
The Chairman stated to the Board that he feels he has been educated regarding
the project, as well as the amount of land currently being leased for the various uses,
which have been discussed. The Chairman stated he feels that answers have not been
provided to the tenants regarding what uses would be allowed with the land and to what
extent.
Mr. Frederick stated that the RWSA has an extensive amount of informal contact
with regulatory agencies to discuss these issues, but these agencies formally respond
to these plans after they are submitted for their review. Mr. Frederick said that
fortunately RWSA has a good relationship with the agencies. Presently, the RWSA is
compiling a list of concerns and assessing the ones which can be addressed in an
amicable way. Mr, Frederick again encouraged anyone who has any issues, that they
would like to discuss with RWSA, to please contact the RWSA so a meeting can be
scheduled, Mr. Frederick stated he feels there is a good chance that a large number of
these issues can be addressed, but cannot guarantee that until he has received
approval from the regulatory agencies. The RWSA understands some of the grazing
land would need to be converted into forestry buffer, which is an issue with the tenants.
Mr. Frederick said that the intent of the RWSA is to address as many concerns as
possible, subject to the approval of the respected boards and regulatory agencies.
Mr. Frederick reminded everyone that stream and wetland mitigation are required
by the regulatory agencies to offset the impacts from the Ragged Mountain Reservoir
Expansion. The agencies require a function for function mitigation. Mr, Frederick
stated that there are a number of streams and tributaries in high quality areas, within the
RWSA watershed, that could also be worthy of protection; these include the upper
reaches of the North Fork of the Rivanna River and other tributaries to the Moorman's
River. Mr. Frederick explained that if another area was selected for mitigation, this
would obviously require RWSA to acquire the land to accomplish a similar type of
November 16, 2006
Page 6987
Albemarle County Service Authoritv Board of Directors
riparian buffer project. Mr. Frederick summed up the fact that no matter where RWSA
goes, they would have to work with property owners and issues similar to those being
discussed today.
Dr. Palmer asked if phasing the dam construction would reduce the area required
for mitigation. Mr. Frederick stated that the DEQ would still require RWSA to submit a
mitigation plan addressing the area impacted by the complete construction of the dam.
Dr. Palmer asked to what timeframe is RWSA looking in considering complaints
and concerns.
Mr. Frederick replied that RWSA would continue to have informal contacts and
would accept any and all informal responses. Mr. Frederick added that RWSA has
prepared a draft mitigation plan that would satisfy the requirements for a submittal to the
regulatory agencies. Mr. Frederick feels that if RWSA submits a plan by Christmas,
RWSA would likely receive a positive answer on the Ragged Mountain Expansion
permit by summer of 2007, which would meet the June 2011 deadline to complete the
construction of the new Ragged Mountain Dam.
Ms. Ginger Ashcom voiced her concern regarding the use of public funds for the
project.
Dr. Harry Wellons stated that the mitigation plan provides twice the amount of
mitigation necessary and would like to know why that is. The Chairman explained that
DEQ requires more mitigation than USCOE.
Mr. Frederick explained that literature available from a number of agencies,
including the VA Cooperative Extension Agency, suggests that vegetated buffers up to
300 feet increase water quality protection and protect against erosion and sediment
transfer. Mr. Frederick stated the proposed 200 foot buffers reflect discussions with the
USCOE and the DEQ, Mr. Frederick commented that The Nature Conservancy, The
Rivanna Conservation Society and the Thomas Jefferson Soil and Water Conservation
District believe that extending the buffer provides additional environmental protection.
Dr, Palmer added that the ultimate goal is to extend the buffers towards the
mountains, but not through this project.
Mr. Humphris referred to Mr. Frederick mentioning the application being
submitted in December and questioned if there was a specific deadline.
Mr. Frederick stated that the only deadline is how quickly RWSA would like to
initiate construction on the Ragged Mountain Dam. Mr. Frederick expressed a concern
that if design of the Ragged Mountain Dam has not been initiated by June or July of
2007, RWSA would violate their schedule to address safety issues at the existing dam.
Mr. Humphris questioned if the issues and concerns of the public in attendance
today have been brought before the RWSA Board prior to today.
Mr. Frederick replied that some of these issues were expressed immediately
after the November 2,2006 meeting.
November 16, 2006
Page 6988
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Albemarle County Service Authoritv Board of Directors
Mr. Johnson questioned how this project would affect taxes. He has estimated
that for his farm, water systems, fencing and maintenance would cost around $150,000.
Mr. Johnson believes further consideration is required,
The Chairman asked if city, state and federal grants were available for the
project. Mr, Frederick replied that he is not aware of any Albemarle County tax money
being applied to the project. Mr. Frederick stated that RWSA is very sensitive to cost
issues and believes this is an unfunded mandate from the federal government. Mr,
Frederick stated that, in his opinion, to take on a mitigation project of this magnitude in
another watershed would be much more costly than what is being proposed.
Mr. Roberts asked if there was any type of legislative impact statement or any
impact statements regarding this site compared to another site.
Mr. Frederick explained that a project of this size requires multiple parcels of land
concentrated along streams. To investigate other alternatives, in other areas of the
county, would require contacting numerous property owners, extensive investigations
and considerable expense which could delay the permitting process up to a year,
Mr. Johnson asked if this mitigation could take place in Sugar Hollow or in some
of the national parks that would not affect citizens.
Mr, Frederick replied that he has not talked with the National Park System and
understands that national parks are very heavily forested and would not provide nearly
the same level of stream improvement.
The Chairman stated the plan being proposed has good features, is directly
upstream from the South Fork Rivanna Reservoir, and would have a beneficial impact
on the quality of the water going into the local water supply. The Chairman also added
that it does bother him that it appears the rules were changed on the tenants, but he
does not have a better solution.
Mr, David Ashcom is concerned that in the future the land will be proposed for
use as a wildlife center, thereby destroying owner's privacy.
Dr. Palmer stated no one likes the concept of eminent domain, but with times
changing, more buffers are needed along streams. She added that she feels it would
be hard for the ACSA Board to vote on the project, but at the same time knows that the
Board does have to move forward.
Mr, Frederick explained that RWSA is actively seeking to meet with tenants to try
and understand the issues so that the conservation easements are written to allow
compatibility with existing issues. Mr. Frederick added that, in his personal opinion, a
lot of the issues can be addressed. Mr. Frederick added he is hearing comments from
the public that are both welcomed and appreciated.
Mr. Roberts asked if the two elected boards are expected to have any type of
pubic hearing or would a decision be made without a public hearing.
Mr. Frederick replied that he does not have any information that a public hearing
will be held, but does believe that public comment will be invited at the other Board and
Council meetings, just as at this meeting.
November 16, 2006
Page 6989
Albemarle County Service Authoritv Board of Directors
Mr. Humphris stated that he understood one of the reasons the land could not be
used as a reservoir was due to an endangered species. Mr. Frederick explained that
was correct, and added the two key issues were the threatening of endangered species
and the need to meet the area's projected water supply for the next 50 years.
Mr. Humphris questioned what the legalities are for holding land if it cannot be
used for a reservoir,
Mr. Bowling stated that the dilemma is that the Buck Mountain Reservoir was
established with foresight as a local resource to solve the community's fairly long-term
water supply. Mr. Bowling added that in the event we have an extremely severe
drought, we would be surprised at the number of environmental regulations which
suddenly won't seem as important.
Mr. Larsen asked how many from the public to date had come forward to speak
with Mr. Frederick and RWSA.
Mr. Frederick replied that he and the RWSA staff had met with two individuals
and are meeting with two more today, Mr. Frederick added that based on information
RWSA received on November 2, other individuals have been contacted but they have
not agreed to specific dates and times to meet with RWSA.
Mr. Larsen said that in Mr, Frederick's statement earlier that he felt that RWSA
could come to a resolution on some, perhaps not all, concerns,
Mr, Johnson stated he felt it would make a difference to have someone with
agricultural experience and background to review what is occurring.
Mr. Frederick stated the RWSA has consulted with the Executive Director of the
Thomas Jefferson Soil and Water Conservation, who has an extensive amount of
agricultural experience, He added that if the public felt there was someone more
suitable, the RWSA would be willing to contact them.
Mr. Johnson suggested that Ian Garnett at Southern States would be someone
knowledgeable to look over the land.
The Chairman closed the meeting to any further public comments,
The Chairman stated the Board needed to take a position and vote.
Mr, Larsen feels the ACSA Board's responsibility is to see that an efficient supply
of water is provided to our customers and to keep this in mind as the Board moves
forward.
The Chairman asked if there were any other comments at this time from the
Board regarding this matter.
Mr. Roberts acknowledged that the Board has been informed of public meetings
in the past, but asked that timely notification be given as reminders. He added that
RWSA consider using one-page impact statements in the future,
Mr. Lumpkin stated that it makes a difference when the public is able to express
their concerns, but that in this case, this Board is not the appropriate Board to deal with
their concerns. Mr. Lumpkin added that it is the responsibility of the ACSA Board to
provide water and sewer to our customers. He summarized that the current Ragged
November 16, 2006
Page 6990
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Albemarle County Service Authoritv Board of Directors
Mountain Dam is in need of repair, and that the ACSA Board endorses the expansion
project to provide a long-term water supply to its customers. The expansion project
requires the mitigation plan in order to proceed. For these reasons, he cannot see
abandoning this project now. Mr. Lumpkin added that he feels confident that Mr.
Frederick and RWSA will work with each individual as they come forward, but does
realize there may be some unhappy people at the end of the process.
Mr. Lumpkin moved that the Board vote in favor of endorsing the proposed
mitigation plan, seconded by Dr. Palmer. All members voted aye.
5. Consent Aqenda
For Information
a. Monthly Financial Reports
Mr. Fern referred the Board of Directors to the memorandum regarding the
Consent Agenda. He stated the Total Revenues to date were slightly less than
the projected year-to-date, and Total Expenses are less than the Total Revenues
projected and year-to-date expenses. Overall investments did well over the last
month and financially things are positive.
Mr. Fern brought the Board of Directors' attention to the ACSA Monthly
Water Consumption Graph. The graph shows water consumption for October,
2006 increased over October, 2005, but also shows a decrease from September,
2006 to October, 2006. Mr. Fern then referred to the Single-Family Residential
Water Usage Graph, noting water usage had decreased from September, 2006
to October, 2006, particularly in Tier Three usage due to increased precipitation
and reduced irrigation. Lastly, Mr, Fern referred to the Average Number of Water
Units by Class and Average Monthly Water Usage by Unit by Class charts for the
Fiscal Years 1992-2006. He noted that the total average number of water units
by class had increased approximately 75% with single-family residential
increasing by 73%. Mr. Fern also added that the use per unit and average
monthly water usage for single-family residential reached a high of 6,175
gallons/month in FY 1999 to a low of 4,578 gallons/month in FY 2004.
b. Month/y Capita/Improvement Program (C/P) Report
Mr. Fern updated the Board that the Standby Generators had arrived on
Wednesday, November 15, 2006, and Mr, Shoop is working on obtaining the
appropriate wiring for the generators, Mr. Wagner questioned if the generators
are diesel powered or propane. Mr. Shoop informed the Board that the
generators are diesel powered and have day tanks constructed within the unit
which will be filled when put into use.
c. RWSA Minutes of September 25, 2006
Mr. Fern said he would like to draw the Board's attention to the September
25, 2006 minutes, Page 18, regarding the recommendations voted upon by the
RWSA Board of Directors. Mr. Fern wished to clarify the first recommendation
November 16, 2006
Page 6991
Albemarle County Service Authoritv Board of Directors
regarding the agreement on the compost facility, Some people believe the
facility is no longer going to be considered as a viable alternative; this is not
entirely true. As worded in the RWSA Minutes, which are correct, the key words
state "as currently operated." Mr. Fern added that it is possible the compost
facility could be used provided it was outfitted with appropriate environmental
equipment. Dr. Palmer stated she understood the facility may be closed for at
least a year. Mr. Fern replied that while the RWSA is evaluating the biosolid
options, the compost facility will be closed, Mr. Fern added that the alternatives
include composting at another facility while the current facility is being retrofitted,
or composting indefinitely at another facility. Dr. Palmer questioned if this would
be the one in Richmond and would our customers have access to that. Mr. Fern
stated that this has not been brought before the RWSA Board as of yet, but that
he understood two composting facilities were being considered.
6. Northfields Phase 4 Sewer Proiect
Mr, Fern stated as approved by the Board at the October meeting, the ACSA
staff included a portion of the Northfield's subdivision into the Scope of Services
presented to Draper Aden Associates. The Scope of Services requested a proposal to
perform the necessary engineering design for a small section of sanitary sewer in the
eastern area of the subdivision and a wastewater collection system in the western area
of the subdivision. Mr. Fern stated that Draper Aden Associates has returned a
proposed fee and schedule which the ACSA staff has reviewed and finds acceptable.
Therefore, he requested that the Board authorize and appropriate $65,820,00 to initiate
the engineering design of the project, and authorize the Executive Director to enter into
an agreement with Draper Aden Associates (Attached as Pages 7005-7006).
Mr. Larsen moved to authorize and appropriate $65,820.00 to initiate the
engineering design of the Northfields Phase 4 Sewer Project and to authorize the
Executive Director to enter into an agreement with Draper Aden Associates,
seconded by Mr. Roberts. All members voted aye.
7. Scottsville Phase 1 Water and Sewer Proiect
Mr, Fern informed the Board that this project was part of ACSA's Capital
Improvement Program. He stated the ACSA staff had developed a Scope of Services
for the project regarding the water and sewer improvements to be undertaken in
Scottsville, and had requested a proposal from O'Brien and Gere Engineers, Inc. Mr.
Fern stated that a proposed fee and schedule had been received from O'Brien and
Gere Engineers, Inc. (Attached as Pages 7007.7008). He added that the ACSA staff
has reviewed the fee and finds it acceptable. He asked that the Board authorize and
appropriate $75,025.00 to initiate the engineering design of this project.
November 16, 2006
Page 6992
Albemarle County Service Authoritv Board of Directors
Mr. Humphris moved to authorize and appropriate $75,025.00 to initiate the
engineering design of the Scottsville Phase 1 Water and Sewer Project and to
authorize the Executive Director to enter into an agreement with O'Brien and Gere
Engineers, Inc., seconded by Mr. Lumpkin. All members voted aye.
8. Berkelev Sewer Relinine Proiect
Mr. Fern informed the Board that Mr. Shoop has been working with the
Maintenance Department who have been televising the sewers for this project. In the
process, Mr. Shoop has developed contract documents for the relining of specific
sewers using a similar process of cured-in place relining that was used at Sherwood
Manor earlier this year.
Dr. Palmer questioned what the lifespan of relining is and when would it have to
be redone.
Mr. Shoop stated that they have been using the cured-in-place technology since
the late 1970s and without having enough experience to say what its true life span
would be, he estimates 50 years. Mr. Larsen asked if the Sherwood Manor Project was
the first in which ACSA had used this technology. Mr. Shoop confirmed it was. Mr.
Larsen asked if ACSA had finished the review to see if staff was satisfied with the
process. Mr. Shoop said that the engineering staff was satisfied. Mr. Shoop offered to
put together a presentation for the Board showing before and after photographs of the
sewers. Mr. Fern asked the Board to authorize ACSA to advertise the project in
December.
Mr. Lumpkin moved to grant ACSA authorization to advertise for the
relining project work on December 9, 2006, seconded by Mr. Larsen. All
members voted aye.
9. Administration Buildine Renovations - HVAC System Equipment Replacement
Mr. Fern informed the Board that the current HV AC system, which was installed
when the building was originally constructed, had sustained lightning damage and the
controls had to be replaced. The two roof top units have passed their useful life span
and staff is looking to replace them during the building renovations. Mr. Fern referred
the Board's attention to a study which was conducted earlier this year by Johnson
Controls Inc, who have worked with the ACSA in the past. Mr. Gerald Jolley, a
mechanical engineer in the Richmond area, performed all the on-site testing. Within Mr.
Jolley's report were three options for system improvements. Staff was not asking for
selection at this point of any of the three options or even proposing an option, but rather
asking for approval for Mr. Jolley to work with the architect on the building renovations.
In so doing, within the next month staff could get a clear analysis of which of the three
options would be best for the ACSA. Mr. Fern requested that the Board authorize and
approve $15,000 towards the engineering design of the HVAC system for the building
November 16, 2006
Page 6993
Albemarle County Service Authority Board of Directors
renovations and in addition authorize the Executive Director to enter into an agreement
with Mr. Gerald Jolley, P.E., for engineering services (Attached as Pages 7009-7010).
Mr. Humphris moved to authorize and approve $15,000 towards the
engineering design of the HVAC system for the building renovations and
authorize the Executive Director to enter into an agreement with Mr. Gerald
Jolley, P.E., for engineering services, seconded by Mr. Lumpkin. All members
voted aye.
10. Red Hill Water System Update
Mr. Fern stated that the Board of Supervisors authorized at their November 1,
2006, meeting a public hearing to be held December 13, 2006, at 6:00 p.m. to discuss
amending the jurisdictional area for the Red Hill Community. Mr. Fern informed the
Board that he plans to attend. Dr. Palmer requested Mr. Fern email to her and other
Board members the Water Quality Report referred to in Mr. Fern's memo. Dr. Palmer
informed the Board that she talked with a resident after the Board of Supervisors
meeting on November 1, 2006, who expressed concerns regarding how often the water
would be tested, when maintenance would be conducted and how the water would be
treated. The resident asked that these items be explained at the public hearing or at
some future point. The resident also expressed concern regarding future properties
(referring to the location map of the Red Hill Proposed Jurisdictional Area Amendment)
connecting to the water system (Attached as Page 7011). Mr. Fern replied that future
connections are limited to those properties within the jurisdictional area.
Mr. Fern reminded the Board that in accordance with the Four-Party Agreement,
the RWSA will own the well and sell the water to the ACSA. RWSA and ACSA staffs
have discussed structuring an agreement by which the ACSA will operate the well pump
station. Further discussions are necessary to finalize the agreement. The DEQ will be
paying for the connections to the water system of only those properties which have
contaminated wells. Connection fees and user charges will need to be discussed by the
ACSA Board in a future meeting.
Mr. Fern informed the Board that the Mill Creek Pump Station is being renovated
and the existing hydropneumatic tank is being removed. Staff is considering using the
tank for the Red Hill water system. Mr. Shoop informed the Board that the tank at the
Mill Creek Pump Station is 5,000 gallons and the current tank at Red Hill School is
6,000 gallons. The schedule on moving the tank to Red Hill would be in three or four
weeks.
11. Items not on the Aaenda
a. PVCC Job Fair - Mr. Fern informed the Board that Mrs. Thraves and other
staff attended and ran a booth as part of informing the public about the ACSA
and the need for employees in the waterworks industry. ACSA participated with
RWSA, who also had a booth. The job fair was very successful. Mr. Larsen
November 16, 2006
Page 6994
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Albemarle County Service Authority Board of Directors
requested a Human Resources review including staff turnover, opened positions
and length of positions being opened until filled. Mr. Fern noted that currently the
ACSA is fully staffed with every position being filled.
b. ACSA Family Picnic - Mr. Fern noted the ACSA Family Picnic was held on
October 21, 2006, with good attendance; he stated it was a nice day, all went
well and he would like to have another in the future.
c. Director of Engineering Position - Mr. Fern informed the Board the search for
Mr. Shoop's replacement has started. The ACSA has advertised for Director of
Engineering on-line with the Washington Post, The Daily Progress and on-line
through the AWWA National Directory. Mrs. Thraves has received two resumes
to date.
d. Work-related Injury - Mr. Larsen asked Mr. Fern regarding an injury a few
months ago and how recuperations were going. Mr. Fern stated that
recuperations were going extremely well and that the employee stopped by the
office. He remains at home and has been talking with his doctors and looking at
a return date sometime after the first of the year. Mr. Fern stated the doctors are
very impressed with his quick recovery.
12. Executive Session - Personnel Matters
The Chairman requested that the Board go into Executive Session, in
accordance with Section 2.2-3711.A 1 of the Virginia Code, as amended, to discuss
personnel matters.
Mr. Wagner moved to enter into Executive Session, seconded by Mr.
Lumpkin. All members voted aye.
The Board of Directors came back into regular session. Ms. Susan Rohm-Briggs
read into the record a resolution stating that only matters so previously stated and
exempted from open discussion in regular session were discussed in executive session
(Attached as Page 7012).
Mr. Lumpkin moved to adopt the resolution, seconded by Mr. Roberts. The
Chairman asked for a roll-call vote: Dr. Palmer, aye; Mr. Larsen, aye; Mr. Wagner,
aye; Mr. Humphris, aye; Mr. Roberts, aye, Mr. Lumpkin, aye.
13. Adjournment
There being no further business, Mr. Humphris moved the meeting be
adjourned, seconded by Mr. LumPkin.~:v;~Ye. ..
Gary W. Fern, PE~ Secretary-Treasurer
November 16, 2006
Page 6995
Albemarle County Service Authority Board of Directors
The Board of Directors of the Albemarle County Service Authority (ACSA) met in
regular session on December 21, 2006 at 9:00 a.m. at the Administration and
Operations Center at 168 Spotnap Road in Charlottesville, Virginia.
Members Present: Mr. Wagner, Chairman, Mr. Larsen, Vice-Chairman; Messrs.
Humphris, Lumpkin, Roberts; Dr. Palmer
Members Absent: None
Staff Present: Messrs. Bowling, Fern, Shoop; Ms. Breeden, Mrs. Thraves, Ms. Rea,
Mrs. Herr, Ms. Rohm-Briggs
Public Present: Mr. Farmer, Ms. Kristin Choate, Robinson, Farmer, Cox Associates;
Mr. Martin, Mr. Colbaugh
1. Call to Order
The Chairman called the meeting to order and a quorum was established.
2. Approval of Minutes
The Chairman asked the Board if they desired to approve the minutes of the
November 16, 2006 meeting.
Mr. Humphris moved to approve the minutes as submitted, seconded by
Mr. Larsen. All members voted aye.
3. Matters from the Public
There were no matters from the public.
4. Presentation of FY 2006 Comprehensive Annual Financial Report (CAFR)
Mr. Farmer introduced himself and Ms. Choate of Robinson, Farmer, Cox
Associates. He stated Ms. Choate worked diligently with Ms. Breeden, Finance Director
of the ACSA, and her staff on this year's audit and complimented them for their
excellent work.
Mr. Farmer reported this year's audit was different due to new standards
implemented. He said the report was conducted in accordance with generally accepted
accounting principles and government auditing standards. These standards require
review of compliance matters and internal control issues that could affect the financial
statements and the financial position of the ACSA. Mr. Farmer reported that in both
areas the ACSA received a "clean opinion;" an "unqualified opinion" was received on
the financial statements.
He encouraged the Board to read the Management Discussion and Analysis of
the report, Page 11, which gives a narrative overview of operation results relating to the
financial statements of last year. He then referred to the Basic Financial Statements,
reviewing the Statement of Revenues, Expenses, and Changes in Net Assets, Page 21,
which are comparative statements from the prior year's audit. The operating revenues
were $12.2 million and operating expenses were $12.9 million, with a depreciation of
December 21,2006
Page 7013
Albemarle County Service Authoritv Board of Directors
$1.8 million. From an operating standpoint, the ACSA had a loss of $2.5 million,
including depreciation. The non-operating revenues and expenses had a net of
$651,000.00 of non-operating income. The loss before capital contributions was $1.9
million. The capital contributions received during the year were $5.1 million, which
resulted in a net increase in Total Net Assets of approximately $3.2 million; beginning
assets were $84 million and ending assets were $87.5 million. The Total Assets shown
on Page 20 are approximately $90 million. Total Liabilities were approximately $3.1
million with overall net assets of $87 million.
Mr. Farmer asked the Board to read the Basic Notes to the Financial Statements,
particularly noting Note 4 - Deposits and Investments starting on Page 28, which shows
total deposits and investments of approximately $12.8 million. On Page 30, Note 6 -
Construction Work in Progress details all projects of the ACSA at the beginning of the
fiscal year and shows an ending construction balance of $2.7 million as of June 30,
2006. Referring to Note 7, Page 31, the ACSA is "extremely liquid" in relation to the
current ratio of debt to equity, and has only one bond outstanding of $1.82 million. He
commented that the overall net assets, in relation to debt, is very solid.
Mr. Farmer referred the Board to Page 37, noting the information, which the
ACSA has been accustomed to reviewing is now compiled on a ten year trend basis
due to revised reporting standards. Mr. Farmer reviewed each of the tables, from Table
1 on Page 37 through Table 19 on Page 50, making particular note of the following:
1. Table 1 shows a positive trend in the overall growth of net assets.
2. Table 2 shows the change in net assets influenced by the amount of
capital contributed during the year.
3. Table 6 shows the modest increase of total number of connections over
the last ten years.
4. Table 9 shows revenue bond coverage dropping substantially to 9.96.
5. Table 14 is an important schedule since it supports the net and capital
assets of the ACSA.
Mr. Farmer closed his presentation and welcomed any questions relating to the
financial report.
Dr. Palmer commented that the narrative provided was extremely helpful and
thanked Mr. Farmer. She questioned if developer contributions had always been
depreciated. Mr. Farmer explained that originally developer contributions were reflected
as equity, but that standards changed eight years ago to reflect them as revenue and
not as an equity entry. Dr. Palmer asked how the ACSA deals with early developer
contributions. Mr. Farmer explained that the ACSA carries an Improvement Fund for
repairs and replacements funded by operating cash accumulated over a period of time
or a combination of cash vs. debt. Mr. Humphris asked how the total amount of the
contribution was generated. Mr. Farmer replied through developers and engineering
firms. Mr. Shoop added that a Letter of Dedication includes the cost of infrastructure
December 21,2006
Page 7014
Albemarle County Service Authority Board of Directors
dedicated as well as the cost to replace. Mr. Humphris asked if a write-off is received.
Mr. Farmer stated it is capitalized and becomes a cost of goods sold.
Dr. Palmer asked for explanation of the "Reimbursement to City for RWSA
Expansion" on Page 21. Mr. Shoop explained that RWSA contracted expansion of the
South Rivanna Water Treatment Plant; negotiations regarding city, ACSA and RWSA
contributions took several years due to the complexity of the upgrades and related
benefit. In the end, it was necessary for ACSA to reimburse the City a portion of this
expense. Dr. Palmer asked how long ago the expansion occurred. Mr. Shoop replied 5
years.
Mr. Humphris asked what the "Yellow Book" Standards were. Mr. Farmer
explained they are Government Auditing Standards and are referred to as the "yellow
book" because the book is yellow. Mr. Farmer referred to Page 51, the last opinion in
the report, which identifies matters of internal control that could affect the financial
statements and operations. Mr. Roberts said he understands there to be no matters of
internal control identified in the letter. Mr. Farmer confirmed no significant matters were
found in matters of internal control, which the management letter acknowledges. He
added the remainder of the letter explains new pronouncements and statements to be
released in the future.
The largest item is the GASB No. 45 - Government Audit Standards for other
post employment benefits. He explained that when an employee retires and the ACSA
covers their health insurance or any other benefits, then those amounts will have to be
determined and recorded as a liability in the financial statements. He suggested the
ACSA may want to consider the GASB No. 45, even though implementation is a few
years away. He added for the ACSA as an entity, June 30, 2009 would be the first year,
if there were any liabilities, in which they would be reflected. He explained now would
be the time to look at this issue. Mr. Farmer stated another item he would like to
mention, located in the next to the last paragraph, on Page 2 of the Management Letter,
talks about the auditor's communications and lists some items. One of the more
important matters is the "Auditor's Communication with Those Charged with
Governance" which is a non-issue, because we are reviewing the financials and are
aware of the financial operations of the entity. He then referred to the letter written to
the Board which acknowledges the responsibility of Robinson, Farmer, Cox Associates
on how the audit was conducted. He explained that all accounting estimates have to be
acknowledged and the only accounting estimate was depreciation on the financial
statements. There were no significant audit adjustments or items related to the general
ledger in the overall operations during the year. He reported there were no
disagreements with management or issues requiring consultation with outside accounts
or auditors. He added any items needed were reviewed before starting the final field
work of the preliminary audit. Mr. Farmer welcomed any additional questions or
comments on the letters reviewed.
December 21,2006
Page 7015
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Albemarle County Service Authority Board of Directors
Mr. Humphris referred to the last letter, in the accounting estimates' paragraph,
regarding the last sentence, which reads "The most sensitive estimate affecting the
financial statements was depreciation," and asked how sensitive was defined and what
it implies. Mr. Farmer explained it is the ability for the life of the asset to change. He
stated, for example, materials used in construction can change from one source to
another; a water line that was originally installed had a 50 year life span on it and
because of the material change, you subsequently find out that it is a 20 year life span
instead. He added that a number of years ago, assets that were recorded were
depreciated on a 100 year life span and an adjustment was made to an economic life
span of 40 to 50 years. Dr. Palmer asked if the time periods were different, depending
upon the material used. Mr. Farmer said in most cases the Internal Revenue Service
defines various types of construction and assets and their anticipated life span. Dr.
Palmer asked how an asset is listed when it has been completely depreciated. Mr.
Farmer replied in most cases it's written off. Dr. Palmer asked if there were a possibility
that any assets could be completely depreciated before the end of the life span. Mr.
Farmer referred to the New Standards of Impaired Assets, and explained, for example,
a water main damaged by erosion could be an impaired asset. Under normal
conditions, after you fully depreciate the asset you continue to own it, but the life of the
asset is gone. From a management standpoint, the asset would need to be addressed
because it would require substantial attention to replace or repair. Mr. Roberts added
that depreciation has always been challenging for enterprise agencies, because of the
fact that it can determine whether you make or lose money. Mr. Farmer stated the
straight-line method is used, which is the most conservative method for governmental
accounting and not tax methods, where you receive accelerated depreciation and fast
write-offs. Dr. Palmer asked how old is the most recent item on the depreciation list.
Mr. Farmer replied that some items from the 1960s would be the earliest, dating to the
old Crozet Sanitary District. These items have been fully depreciated. In addition, there
are a few items in Scottsville, but beyond that, some of the earlier installations are not
fully depreciated. The majority of investments originated during the mid-to-Iate 1970's,
as the ACSA expanded.
Mr. Humphris asked what do spot checks yield in the way of percentage totals
and are each of the departments checked. Mr. Farmer explained that a random
statistical sampling is conducted and if errors are found, the scope is expanded. For
each item tested, there are various attributes. For example, relating to a payroll item,
there are six different attributes to look at relative to withholding, social security,
retirement, etc. This provides an overview of overall operations as well as the review of
internal controls of the ACSA transactions. The Chairman thanked Mr. Farmer for his
presentation.
December 21 , 2006
Page 7016
Albemarle County Service Authority Board of Directors
5. Comprehensive Annual Financial Reports (CAFR)
a. Fiscal Year 2005 - Mr. Fern stated that FY 2005 CAFR was Ms. Breeden's first
report as Director of Finance and she continues the tradition of the ACSA in receiving
the Financial Reporting Award. The Chairman presented Ms. Breeden with a Certificate
of Achievement for Excellence in Financial Reporting and thanked Ms. Breeden and her
staff for a job well done. The Chairman read the certificate signed by the Executive
Director of the Association and presented the award to Ms. Breeden.
b. Fiscal Year 2006 - Mr. Fern referred to the memo (Attached as Pages 7024-
7026) from Ms. Breeden in regards to the review of the FY 2006 CAFR and various line
items covered within the budget. He added that Ms. Breeden would be available to take
any questions posed by the Board.
Mr. Humphris referred to Page 3, Finance, regarding two FMLA events. Ms.
Breeden explained the two events included Meter Reading Technicians who had a
personal illness that required recovery periods of 12 weeks each. Mr. Larsen asked if
the employees used their own accrued sick leave. Ms. Breeden replied they did, noting
that both had sick time remaining at the completion of their leave. Dr. Palmer
questioned the fact that sick leave could be accrued. Ms. Breeden stated employees
are allowed to accrue sick leave, but are not paid for any unused time upon separation.
The Chairman stated that both the memo and various items in the financial report
were very informative.
Mr. Larsen added that in the Revenue and Expense Summary, the explanation of
what was comprised in each code, was very helpful.
Ms. Breeden referred to an earlier question from Dr. Palmer regarding
depreciation. She explained that all assets, as long as they are still in service and still
useable, remain on ACSA's books whether they are fully depreciated or not. If there is
life left in the asset, the ACSA continues to use the asset. If the item is sold or disposed
of, then at that time the asset is taken off the books. Mr. Larsen asked if an asset were
fully depreciated, was this counted as a positive asset or as a no value asset. Ms.
Breeden responded the ACSA retains the historical value of the asset, which is low.
Everything listed as an historical asset will no longer continue to depreciate as an
expense each year.
Mr. Shoop stated each year the ACSA sends a report to the Virginia Department
of Health of the ACSA's total assets. Each time the ACSA takes on a Capital
Improvement Project, the ACSA's total assets are increased by the infrastructure
installed and decreased by the existing infrastructure taken out of service. Mr. Larsen
asked when the ACSA added $1.9 million for the water project in Crozet, is there any
idea what value was removed. Mr. Shoop replied there is no value associated with the
infrastructure removed, but that in terms of length of pipe, the total assets of the ACSA
was reduced.
Mr. Fern asked for the Board to approve and accept the Fiscal Year 2006 CAFR.
December 21,2006
Page 7017
Albemarle County Service Authority Board of Directors
Mr. Larsen moved to accept and approve the Fiscal Year 2006
Comprehensive Annual Financial Report (CAFR), seconded by Mr. Lumpkin. All
members voted aye.
6. Consent Aqenda
For Information
a. Monthly Financial Reports - Mr. Fern noted that the ACSA is beginning to see
a decrease in water usage, which is typical for this time of year. He stated
the decrease is reflected in the Total Revenues which are ahead of the
Projected Year-to-Date Revenues, and that Total Expenses were less than
projected. Mr. Larsen referred to the Revenue and Expense Summary for
November 2006 (Attached as Page 7026), regarding Customer Contributions
which are at 27%, and questioned if the ACSA was concerned that the $2.3
million may not be reached for the year. Ms. Breeden explained that the
customer contributions fluctuate during the year depending on sales. Mr.
Larsen added this would be a caution item moving forward for the bottom line.
b. Monthly Capital Improvement Program (CIP) Report - Mr. Fern referred to the
December 2006 schedule, mentioning there would more discussion later
regarding the West Leigh Drive Water Replacement Project and closing out
two other projects.
c. RWSA Minutes of October 23, 2006 - Mr. Larsen referred to the RWSA
minutes regarding the court ruling in Louisa County and asked if Mr. Martin,
who was present, could inform the Board of Directors on that decision. Mr.
Martin stated that there was an article in the newspaper regarding the ruling.
The judge ruled against Green Springs Historic District on the grounds they
did not show evidence there was any damage to the watershed. The judge
did adopt the American Rule, but a copy of the opinion has not been received.
Mr. Larsen stated that the American Rule allows water to be taken on a first
come, first serve basis as long as it does not create harm. Mr. Martin added
as long as it does not materially damage surrounding landowners. Mr. Larsen
asked if one could charge for the water transported. Mr. Martin confirmed
they could charge.
7. Infrastructure Information Access
Mr. Fern stated the ACSA staff met with the Albemarle County Department of
Community Development, Office of Geographic Data Services' (GDS) staff, who is
responsible for dissemination of geographic county information to the general public.
During the meeting, GDS presented their enhanced user-friendly website to the ACSA
staff and discussions were held as to whether the ACSA wishes to allow information
regarding water mains and sewers, pump stations, and storage tanks be placed on the
December 21,2006
Page 7018
Albemarle County Service Authority Board of Directors
County's website. Currently, the ACSA provides to the County, information regarding
pressurized hydrants and 5 foot contours. The County plans to release an expanded
website to the public in January 2007. Mr. Fern stated he is aware of past discussions
by the Board regarding how much information should be available to the public and
knows there are concerns with vulnerability.
Mr. Humphris expressed concern and feels this information should not be
available on-line. He asked if staff could consult with a Homeland Security
Organization. Dr. Palmer replied that a year ago, Judy Mueller was the representative
for the area.
Mr. Roberts questioned why the public would need this information. Mr. Fern
replied that ACSA customers have questions regarding home water meter and water
main locations. Mr. Shoop added the ACSA receives calls regarding property rezoning,
and calls from statewide development groups and homeowners. This information is
sold to them. Dr. Palmer asked if the ACSA made money by doing so. Mr. Shoop
replied the information can be sold up to cost under the Freedom of Information Act, but
that ACSA is only recovering a fraction of the actual cost. Mr. Shoop added since this
information is available to the public at the ACSA's Operations Center, the question is
whether or not we want to make it available on the County's website. Dr. Palmer added
Greene County already has GIS map information on-line. Mr. Shoop stated the
information provided to the county now is what the ACSA felt comfortable with when the
GIS was first being implemented. Mr. Larsen asked if select information could be made
available for the website. Mr. Shoop replied the ACSA can set limits on the amount of
information placed on the website.
The Chairman stated he did not have a problem with the information being on-
line but is not strongly for it or against it. Dr. Palmer asked if Mr. Humphris' suggestion
in checking with the local Homeland Security Organization should be taken into
consideration. Mr. Larsen suggested that the ACSA confer with other service
authorities and see what they would suggest in this case.
8. Emplovee Assistance Proaram (EAP)
Mr. Fern explained that in September, Mrs. Thraves telephoned Owen McKenzie,
Director of UVA's Employee Assistance Program, asking if he would speak during one
of the ACSA's training sessions. Mr. McKenzie notified Mrs. Thraves there would be a
charge since the ACSA was not a member. This was a surprise to Mrs. Thraves since
the ACSA had sent employees to the EAP, which was believed to be covered under the
County's Healthcare Program, to which the ACSA participates. Mr. Fern contacted Ms.
Lorna Gerome, Manager of Compensation & Benefits, Department of Human
Resources of Albemarle County, who informed the ACSA they had not been covered
under this benefit since as early as 2000. Mr. Fern asked the Board to authorize the
ACSA to enter into an agreement with UV A's Employee Assistance Program. Mr.
Larsen abstained, due to a conflict of interest.
December 21,2006
Page 7019
Albemarle County Service Authority Board of Directors
Dr. Palmer moved to authorize the Executive Director to sign an Agreement
between ACSA and the University of Virginia for an Employee Assistance
Program, seconded by Mr. Humphris. All members voted aye, with one
abstention.
9. West Leiqh Drive Water Replacement Proiect
Mr. Fern stated a Scope of Services developed by the ACSA Staff had been
sent to Whitman, Requardt & Associates (WRA) requesting a proposal to perform the
necessary engineering design for this project. He stated the ACSA has reviewed the
proposed fee and schedule and find them acceptable (Attached as Pages 7027-7029).
Mr. Fern asked the Board to authorize and appropriate $82,660.00 to initiate
engineering design of the project.
Dr. Palmer noted that the WRA proposal includes fees for environmental
investigations, though the Scope of Services states no investigations are anticipated.
Mr. Fern replied that in negotiating the Scope of Services with WRA, potential wetlands
were identified in a section of the project between Candlewyck Drive and Wendover
Drive. The ACSA agreed to the additional scope of services.
Mr. Fern stated this section, of the project, is a means for creating a by""pass
around the Ivy Water Main, owned by RWSA which is going to be repaired. He added
the by-pass would allow ACSA to continue to serve customers to the west. Mr. Larsen
questioned if Candlewyck Drive is within the ACSA's jurisdiction. Dr. Palmer replied
that it is. Mr. Shoop added there is a 12" diameter water main that goes to Stillhouse
Mountain which is located on the West Leigh property. Mr. Humphris asked when the
existing pipes were installed in West Leigh. Mr. Shoop replied sometime in the 1970s.
Mr. Larsen asked if the ACSA anticipates problems with homeowners' service pipes not
supporting the increase in pressure resulting from the upgrades. Mr. Shoop stated
there would be no significant pressure change.
Mr. Humphris moved to authorize and appropriate $82,660.00 to initiate
an engineering design of the West Leigh Water Replacement Projects, and to
authorize the Executive Director to enter into a contract with Whitman, Requardt
& Associates, LLP, seconded by Dr. Palmer. All members voted aye.
10. Pantops Park Project
Mr. Fern stated the ACSA has received a Sanitary Sewer Easement and
Vacation of Easement for the project of which copies have been provided to the Board
(Attached as Pages 7030-7035). He added Mr. Bowling has reviewed the documents
and finds them acceptable and requests the Board to authorize the Chairman to sign
the documents.
Dr. Palmer moved to authorize the Chairman to sign the Sanitary Sewer
Easement and the Vacation of Easement document, seconded by Mr. Humphris.
All members voted aye.
December 21,2006
Page 7020
Albemarle County Service Authority Board of Directors
11. Project Close-Outs
a. Crozet Water Improvements Project - Mr. Fern stated that Mr. Shoop has
provided a memo detailing a comparison of costs, estimated work value and final value
of work for the project. In addition to what was previously appropriated, an additional
appropriation of $93,939.00 is needed to close-out this project. Mr. Shoop provided a
spreadsheet detailing the costs and showing individual item overruns (Attached as Page
7036). The largest item was the asphalt work which was more than originally estimated.
Mr. Larsen moved to authorize and appropriate $93,939.00 to the Repair,
Replacement and Rehabilitation Fund to close out the Crozet Water
Improvements Project, seconded by Mr. Roberts. All members voted aye.
b. Glenorchy Water Improvements Project - Mr. Fern explained the project
involved installation of water mains. The original appropriation was $28,318.00. An
additional appropriation of $50,904.74 is needed to close-out the project.
Mr. Humphris asked what was overlooked in the original estimation for the
project. Mr. Shoop said originally when this was brought before the Board; the project
was to be completed by the ACSA staff. The crew encountered rock which required
subcontractors to do the blasting and the rental of heavier equipment.
Mr. Humphris moved to authorize and appropriate $50,904.74 to the Repair,
Replacement and Rehabilitation Fund to close out Glenorchy Water
Improvements Project, seconded by Dr. Palmer. All members voted aye.
12. Red Hill Water System Update
Mr. Fern referred to the Preliminary Engineering Report prepared by Dewberry &
Davis, Inc. Mr. Fern stated that copies had been provided to the Board after last
month's meeting. The County Board of Supervisors met December 13, 2006, and voted
to amend the jurisdictional area to include the Red Hill Community.
Mr. Humphris questioned if the jurisdictional area had been changed from what
was originally shown. The Chairman replied that it was the same. Mr. Fern said the
Preliminary Engineering Report had been reviewed and a cost estimate had been
prepared by the ACSA staff to complete the construction. He added the ACSA could
construct the water system for substantially less than what was presented in the report.
He then mentioned the ACSA is making provisions to have the hydropneumatic tank at
the Mill Creek Pump Station moved to the Red Hill Elementary School, where it will be
stored until needed for use on site. He stated he and Mr. Frederick are meeting next
week to discuss RWSA and ACSA collaboration in the design and construction of the
pump house, which will be located on the Oakey Property. A meeting is planned with
the Oakey's in January to begin negotiating an easement or land purchase. The RWSA
will be the owners of the pump station and the well.
December 21 , 2006
Page 7021
"-~--~-------_._~~._~~---~-----.,._---_._--~._-----------..-----...-------------
Albemarle County Service Authority Board of Directors
Mr. Humphris asked if the total cost estimation of $450,000 was the price of
ACSA doing the work. Mr. Fern replied the $450,000 estimate presented in the
Preliminary Engineering Report includes construction by a contractor. He added the
ACSA's initial material estimate for the water main construction is $150,000. Mr.
Humphris asked if the Leaking Underground Storage Tank Fund would still be available
if the ACSA did the work. Mr. Fern replied yes, that prior to the December 13, 2006
meeting, he met with DEQ. Approximately $500,000 of the original $2,000,000
associated with the project would be available to the ACSA for construction and
operation. If costs can be minimized on construction, the money remaining can be used
towards the operation.
Dr. Palmer asked if the ACSA would drill the well and install the new water
mains. Mr. Fern stated that either the RWSA or the ACSA would hire a contractor to
construct the well pump house for the already drilled well. He added that the ACSA was
evaluating whether to install the water mains with staff or to contract the work out. The
Chairman added the advantage of using ACSA staff would be saving as much money in
the fund for operations of the new system. Mr. Larsen asked if there was an estimate
for ongoing operations of the new system. Mr. Fern replied not at this point.
Dr. Palmer stated the residents of the Red Hill Community have requested
information on how the water would be treated and whether or not they could retain their
wells for backup use. Mr. Fern stated there would be a letter to the residents explaining
when construction will occur and added a public meeting will be held. Mr. Bowling
asked if all residents would be required to connect to the water system. Mr. Fern stated
that the connection fees are being paid by DEQ. Mr. Bowling stated if the residents
were allowed to keep their wells as backup, that this might create a dilemma with
backflow prevention requirements. He added that perhaps this would cause the ACSA
to limit well usage for only gardening and non-potable water purposes. Mr. Fern
explained that the next step would be to enter into an agreement with DEQ to guarantee
that the funds would be going to the ACSA.
Mr. Humphris moved to authorize the ACSA staff to move forward and
initiate the preparation of an agreement with the Department of Environmental
Quality, seconded by Dr. Palmer. All members voted aye.
13. Items not on the AQenda
Mr. Fern stated that he has been meeting with the designers and architects
regarding the interior building renovations for the ACSA Operations Building. He
explained they are currently looking at what areas need be renovated and showed three
options for wall coloring, carpet and wall coverings.
December 21 , 2006
Page 7022
Albemarle County Service Authority Board of Directors
14. Executive Session - Leqal Matters
The Chairman requested that the Board go into Executive Session, in
accordance with Section 2.2-3711.A7 of the Virginia Code, as amended, to discuss a
possible legal matter involving Landonomics.
Mr. Roberts moved to enter into Executive Session, seconded by Mr.
Humphris. All members voted aye.
The Board of Directors came back into regular session. Ms. Susan Rohm-Briggs
read into the record a resolution stating that only matters so previously stated and
exempted from open discussion in regular session were discussed in Executive Session
(Attached as Page 7037).
Mr. Lumpkin moved to adopt the resolution, seconded by Mr. Larsen. The
Chairman asked for a roll-call vote: Dr. Palmer, aye; Mr. Lumpkin, aye; Mr.
Wagner, aye; Mr. Humphris, aye; Mr. Roberts, aye; Mr. Larsen, aye.
15. Adjournment
There being no further business, Mr. Lumpkin moved the meeting be
adjourned, seconded by Dr. Palmer. All members voted aye.
:;)~ 14l.~ ~
Gary !IV. Fern, P , Secretary- Treasurer
December 21,2006
Page 7023
TOWN OF SCOTTSVILLE
Mayor
R. Sl EPHEN PHIPPS
VICTORY HALL
401 V ALLEY STREET
POST OFFICE Box 398
SCOTTSVILLE, VIRGINIA 24590
Town Council
NA ~CY E. GILL
JAMES P. HOGAN
JEANNETTE E. KERLIN
Town Administrator
CLARK W. DRAPER III
Town Clerk
AMY E. MOYER
TELEPHONE: (434) 286-9267 FACSIMILE: (434) 286-4237
www.scottsville.org
ROBERT E. O'HALLORAN
JOHN R. SNODDY
CRAIG N. STRATTON
Bookkeeper
LUANN B. LEE
Town Attorney
JAMES \1. BOWLING IV
January 5, 2007
Honorable Kenneth C. Boyd
Chairman
County of Albemarle
Board of Supervisors
40 I McIntire Road
Charlottesville, VA 22902
Dear Mr. Boyd,
This is to provide you with an update on the progress of the Scottsville Historic Streetscape Project.
We really value your partnership and assistance towards completion of East Main Street for total closure
of the project. To this end, we have applied for a 2007 TEA-21 grant to match the County's $250,000
contribution.
In the enclosure you will find our vision and mission statements, current letters of support from
Monticello, Preservation Piedmont, and the Piedmont Environmental Council; all of which support the
completion of East Main Street, and progress of the project by week to date.
While projects of this nature almost always provide a more attractive result, the real value is in tourism
and economic development, quality oflife, and pride of place. With regards to tourism and economic
development, we have established a first hand relationship with the Virginia Tourism Council. They will
take an active part in the 2007 Virginia Garden Week, which is centered in Albemarle County's Historic
Scottsville.
In addition, we are about to embark on a branding and business building opportunity with a Community
Development Block Grant from VDHCD. The marketing firm is Arnett Muldrow & Associates, who are
currently working with Nelson and Amherst Counties.
With all the projects the Board of Supervisors are involved in, the Scottsville Historic Streets cape Project
should serve as a very positive example of conservation, preservation and enhancement.
"ncerely,
.' ~'\ t ~b~
Ja e P. Hogan
. ,Quality of Life . ttee
Scottsville Town Council
Cc:
Mayor R. Stephen Phipps
Mr. John J. Davies, III, CTB
Pam Liston, VDOT
Members of Town Council
Micheal Estes, VDOT
Jack Hodge
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SCOTTSVILLE HISTORIC
STREETSCAPE PROJECT
(Under Construction)
Project Update for
Albemarle County Board of Supervisors
January 2007
TOWN OF SCOTTSVILLE . 401 VALLEY STREET. P.O. Box 398 . SCOTTSVILLE, VIRGINIA 24590
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Scottsville Historic Streetscape Construction Update
County of Albemarle Board of Supervisors
January 2007
Table of Contents
1. Vision and Mission Statements - The goals of the Streetscape Project.
2. Executive Summary for 2007 TEA-21 Grant Application - Additional
background information about the current and completed projects in Scottsville.
3. Current Letters of Support - From Monticello, Preservation Piedmont, and the
Piedmont Environmental Council.
4. Historic Streetscape Newsletters - Weekly newsletters distributed to businesses
and residents to keep them informed of the progress of the project and the next
week's construction plan.
5. Photos of the Construction.
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SCOTTSVILLE HISTORIC STREETSCAPE PROJECT
Grant Application for Completion of Streetscape Enhancements
(East Main Street)
Executive Summary
Federal Support Requested
Total Funds Needed to complete the project:
Federal Share requested (80 percent)
Local Share (20 percent)
Status of Local Share: funds have been raised in full.
$ 301,130
$ 240,904
$ 60,226
Project Description
Situated on a majestic horseshoe bend of the James River, the Town ofScottsville is experiencing a
rebirth of educational, cultural, and commercial activity that springs from its history as an important
river port throughout early American history. Scottsville is currently a town of 555 residents. The
town is the original county seat of Albemarle and until the 1870s was a major commerce center of
the state, along with Lynchburg and Richmond, due to its location on the James River.
Scottsville has been ravaged by multiple floods but has always come back. The A. Raymon Thacker
Levee, built in the 1980s, has made the town a safe place to live and do business; and the Scottsville
Streetscape Project will make it a nicer place to live aesthetically as well as environmentally.
Importantly, the town's key objectives are to conserve, preserve, and enhance its rich resources in its
federal historic district, as well as pursue economic development. The project area was placed on the
National Registry of Historic Places in 1976, and the TEA-21 Enhancement Program and the
Virginia Department of 'I ran sport at ion are playing a very important role in economic rebirth of this
district. The Commonwealth Transportation Board has provided funds for the first four phases of this
major enhancement project in 2000, 2001, 2002, 2003 and 2005. Three of the four phases are
complete, and the initial Valley Street portion of the fourth phase is under construction. The Town of
Scottsville seeks funding to complete the East Main Street segment of this final phase.
Major goals of the Streetscape Project, and their current status, are as follows:
o Bruce Park: improve a parcel ofland that was donated to the Town for use as a small
pocket park, providing an additional public area in the downtown commercial district.
Status: Complete, see pictures (Tab 4).
o Levee Walk: provide pedestrian access to and on top of the A. Raymon Thacker
Levee to enhance its use and function as a walking trail. Status: Complete, see pictures
(Tab 4).
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Scottsville Historic Streetscape Project
Executive Summary
Page2of3
o Municipal Parking: implement an off-street municipal parking plan according to the
original conceptual plan developed by Ian Robertson, Ltd in 1998, with landscaping,
directional signage, and enhancements. These conceptual plans were further developed
from an engineering perspective by the firm Volkert and Associates. Status: Complete,
see pictures (Tab 4).
o Install new storm sewer to improve drainage along Valley Street. Status: Valley
Street under construction.
o Remove overhead utility lines over a distance of three blocks at the center of the
Historic District on Valley and Main Streets. Status: Valley Street under construction,
East Main Street segment has yet to be funded.
o Install period street lamps along Valley and Main Streets of a style similar to lights
that were on Scottsville's streets in the early 1900s. Status: Valley Street under
construction, East Main Street segment has yet to be funded.
o Install in the Historic District pedestrian crosswalks, trash receptacles, and signage.
Status: Yet to be funded.
Costs
The additional grant request for the East Main Street phase of this project is necessary
because of the continuing escalation of material costs and delays we have experienced in
coordinating engineering and design specifications between the various utilities and VDOT. A
budget comparison between our original cost estimates and lowest bid received is provided in Tab 3
of this application, which reflects the increasing costs of materials. Below is a description of those
areas where we are confronting increasing costs:
Engineering and Design: Originally, the utility companies (AEP & Sprint) offered to provide
all of the engineering and design for their utility relocations. We found that we could not accept this
offer because they were not prepared to provide plans to VDOT specifications and suitable for
soliciting construction bids. Consequently, Volkert & Associates was hired to work with the utility
companies on this component of the project and incorporate their plans into set of construction plans
suitable for putting out to bid.
Construction Materials: With recent exponential increases in energy costs, as well as
shortages due to demand in disaster areas, material costs have increased as much as 68% for some
items. It is our hope that these costs will stabilize in the near future, but the current impact is
sub stanti al.
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Scottsville Historic Streetscape Project
Executive Summary
Page 3 of3
The Scottsville Comprehensive Plan
The elements of this Historic Streetscape Project were first formally conceived in the 1974
Comprehensive Plan for Scottsville prepared with the assistance of the consulting firm of Balzer and
Associates. The most recent Scottsville Five-Year Comprehensive Plan, adopted in 1999 ,also calls
for utilities be placed underground and the installation of period street lamps and pedestrian
amenities on the sidewalks and public right-of-ways of the Historic District. Indeed, the Scottsville
Historic Streetscape Plan is explicitly endorsed in the following terms:
"The Scottsville Historic Streetscape Project will help to achieve the goals and
objectives of this plan by enhancing the historic character and features of
Scottsville, improving tourism, and improving the quality of life of its citizens."
Local and Regional Support
The extraordinary level of financial support for this project is the strongest evidence we can show of
the strong local support for this project. In addition to TEA-21 grants, local individuals and
businesses have contributed generously in the past to complete previous projects. The Albemarle
County Board of Supervisors has agreed to donate $251,000 in new matching funds for the East
Main Street segment of this project. Positive reports in the Richmond Times Dispatch, the Daily
Progress, the Rural Virginian, C'Ville Weekly, and local television and radio stations further reflect
the growing regional enthusiasm for the project. The long list of endorsements includes local civic
groups, chambers of commerce, and federal, state and local representatives. Additional letters of
support have been included urging the continued support ofthis vital project.
This effort is the key part of a larger economic development program for the Town, and the public
strongly endorses this effort. The Town of Scottsville will undertake a major branding effort, fully
funded by a CDBG grant that will coincide with the completion of this project.
The Opportunity
The day has arrived for Scottsville to complete construction of the Scottsville Streetscape and
Drainage Improvement Project. With three other enhancement phases complete and the fourth
partially underway, this town of only 555 residents has proven its dedication to this project. The
economic and aesthetic benefits associated with the burial of overhead lines, period streetlamps, and
new street trees will outweigh the increased cost of the project. Only with the help ofTEA-21 and
VDOT resources will Scottsville have the ability to match the generous grant from the Albemarle
County Board of Supervisors and complete the final phase ofthe Streets cape Project. An improved
East Main Street would connect Canal Basin Square and the Scottsville Museum to the newly
improved Valley Street.
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MONTICELLO
November 1,2006
DANIEL P. JORDAN
President
Mayor R. Stephen Phipps
Town of Scottsville
Post Office Box 398
Scottsville, Virginia 24590
Dear Mayor Phipps,
This is to lend support to the enhancements effort of the Town of Scottsville, Virginia, to
include, importantly, the completion of the Historic Streetscape Project on Main Street
that will incorporate Canal Basin Square and the Scottsville Museum.
The residents of Scottsville have much to be proud of and take great pride in their
community. They realize that their enhancement efforts will spur economic development
through the reinvigoration of the historic downtown.
Mr. Jefferson was very familiar with Scottsville. His brother owned the Snowden tract
across the bridge. Jefferson's route to Poplar Forest always took him through Scottsville.
We wish the town our very best.
Sincerely,
~~
THOMAS JEFFERSON FOUNDATION, INC.
POST OFFICE BOX 316
CHARLOTTESVILLE, VIRGINIA 22902
PHONE 434 984.9801 FAX 434 977.7757
djordan@monricello.org
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-.... - ,_ __.. _u _ .. ,__.... __
Pre:ServatfoiJ;-Pfed:mont.
.. '--.. ";.<,:"'::-- ~ ,,":i';:'i." .j :.,..),.:-:,:.-;,'," ':'::'.-< '_: ',', .;:::.',..i:'-.:....:.-.:,..-,.::...-.-:::',-'::c:.:'.c:,::~.:,''':;0 ",,~',i'.-.;'; .;""".,.c"::'>'<:{'~:;':;,"." ~:_':''',_"~,, ':, ..../',: "._,,:.',_;'_ ",.., -... ;:. .,_,' ._ .' ".,_, ' .'> '_'<,... , .." .... .' .
October 18, 2006
Mayor R. Stephen Phipps
Town of Scottsville
PO Box 398
Scottsville, VA 24590
Dear Mayor Phipps:
The Board of Preservation Piedmont, a non-profit, grass-roots organization dedicated to
preservation advocacy in the City of Charlottesville, and the Counties of Albemarle, Greene,
Orange, Madison, Louisa, Fluvanna, Buckingh~ and Nelson, supports the grant
application of the Town of Scottsville, Virginia to finish their streetscape improvement
initiative. Such improvements ~ill, undoubtedly, serve to protect, preserve, and enhance the
historic resources of the town and, as a result, support heritage tourism and economic
development.
Ifwe can be of any further assistance, please do not hesitate to contact us.
Sincerely,
~L~
Preservation Piedmont
P.O. Box 2803
Charlottesville, Virginia 22902
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PIEDMONT ENVIRONMENTAL COUNCIL
Main Office P.O Box 460 Warrenton, VA 20188 540-347-2334 Fax 540-349-9003
October 24,2006
The Honorable Steve Phipps, Mayor
Town of Scottsville
PO Box 398
Scottsville, VA 24590
Via Fax 434-286-4237
RE: TEA-21 Grant Request, Scottsville Streetscape Improvement Project
Dear Mayor Phipps;
On behalf of the Piedmont Environmental Council, I offer this letter of support for the Town of
Scottsville's request for TEA-21 funds so as support their planned streetscape improvements. The town's
request is to increase the available funding for the planned work at Valley Street and East Main Street;
specifically to bury overhead power lines, install historic street lamps, plant new trees, and replace a
storm drain system on Valley Street.
The PEC was established in 1972 to promote and protect the Virginia Piedmont's rural economy, natural
resources, history and beauty. Since 1972, the PEC has worked with partners and private landowners in
Virginia's northern piedmont region to protect approximately 250,000-acres of land through open-space
conservation easements. In addition to its work in land conservation and land-use policy, the PEC has
been a leader in historic preservation efforts throughout the Piedmont. In both rural and urban areas, the
PEC has worked to promote the preservation and interpretation of Virginia's past. Regionally, the Journey
Through Hallowed Ground project has proven that residents and tourists support historic preservation. In
Albemarle County, the PEC' s commitment to historic preservation is evident in its work to establish the
Southwest Mountains Rural Historic District and the Covesville Historic District.
While we lack the technical expertise to offer comments specific to the engineering solutions being
pursued, the PEC can attest to the value of investing in historic preservation. Tourism is big business in
Virginia and for Virginia localities. A 2005 study by the Virginia Tourism Corporation estimates that in
2005 tourists spent over $ 15-billion traveling in Virginia. In 2005 tourism supported over 200,000 jobs in
the Commonwealth. In Albemarle County, tourists and visitors spent over $212-million and supported a
work force of almost 2,000 people. Investing in historic preservation and tourism is investing in economic
development for Scottsville.
We can also attest to the pride that Scottsville residents hold for their town. Recently, the PEC worked
directly with Mayor Phipps and local residents in an effort to persuade Charlottesville and Albemarle
officials to rely on a local solution for an expanded urban water supply system and not on a massive
pipeline to the James River. The proposal would in no way have affected the town's water supply;
however the people of ScottsviIIe recognized that the proposed intake station and pipeline represented a
potential disruption to the town's primary attraction and economic engine: the river itself. Scottsville has
long been a "best kept secret" for tourists, fishermen, outdoorsmen, tubers, canoers, and local residents.
With this in mind, the town has made a commitment to elevating its appeal and marketability; not to
--emarie' . H. ... . ..
II' E.Watcr S"u-eet
Suite 700
ottesville, VA 22902
-977-203
Clarke
30 East Main Street
Berryville, VA 22611
540-955-9000
Loudoun
802 Children's Center Rd. S.W.
Leesburg, VA 20175
Madison
P.O. Box.542.
. MadisoIl, VA22747
540-923-4132
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accommodate sprawl or encourage unwarranted growth, but to enhance home-grown economic
development through the reinvigoration of its historic downtown.
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It is our sincere belief that this streetscape project-and the commitment of the residents of Scottsville--
will result in a positive return on investment for the Commonwealth and Albemarle County. Please feel
free to contact me at 434-977-2033 regarding the PEC's endorsement of the town's efforts.
I
ey B. Werner, AICP
lottesville-Albemarle Land Use Field Officer
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Historic Scottsville Streetscape News
CONSERVE, PRESERVE, ENHANCE
Volume #1
Weekly Newsletter:
The Town office will be distributing a weekly newsletter to
businesses to keep them in the loop as construction of our
Historic Streetscape Project progresses. This is the first
edition of the construction phase newsletter. We will
commence a Monday morning public meeting starting in
November 2006 where the week's construction plan will be
discussed and question will be answered by Town staff and
contractor representatives.
Week of October 23,2006
· Trees:
The first task to be completed for the Historic Streetscape
Project will be to remove the trees on Valley Street. As
construction nears completion, the trees will be replaced with
more appropriate street trees. We are currently expecting the
tree removal to occur on Thursday and Friday, October 26th
and 2yth. There will be no parking allowed on Valley Street
on this Thursday and Friday! Towing will be enforced. We
will work with the contractor to arrange times to conduct the
process in a way that will minimize the impact on local
businesses and residents.
As always, please feel free to contact the Town office with any questions or
concerns you may have. Our hours are 9:00 to 5:00 Monday through Friday
and our phone number is 286-9267. We will also be posting these
newsletters and updates on our web site: www.scottsvile.org.
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Historic Scottsville Streetscape News
CONSERVE, PRESERVE, ENHANCE
Volume #2
Weekly Newsletter:
The Town office will be distributing a weekly newsletter to
businesses to keep them in the loop as construction of our
Historic Streetscape Project progresses. We will commence a
Monday morning public meeting starting in the last week of
November 2006 where the week's construction plan will be
discussed and question will be answered by Town staff and
contractor representatives.
Week of November 17, 2006
· Construction Begins!
Having completed the first task for the Historic Streetscape
Project, removing the trees on Valley Street a few weeks ago,
it's time for construction to begin. Digging and road milling will
start at the intersection of Main and Valley streets, near the
Citgo. Construction should move east on Main Street and
North on Valley Street simultaneously. Traffic will be disrupted,
but not stopped and there may be no parking zones as
necessary. We are working with the contractor to arrange
times to conduct the process in a way that will minimize the
impact on local businesses and residents.
As always, please feel free to contact the Town office with any questions or
concerns you may have. Our hours are 9:00 to 5:00 Monday through Friday
and our phone number is 434-286-9267. We will also be posting these
newsletters and updates on our web site: www.scottsvile.org.
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Historic Scottsville Streetscape News
CONSERVE, PRESERVE, ENHANCE
Volume #3
Weekly Newsletter:
The Town office is distributing a weekly newsletter to
businesses to keep them in the loop as construction of our
Historic Streetscape Project progresses. We will commence a
Monday morning public meeting starting next week where that
week's construction plan will be discussed and question will be
answered by Town staff and contractor representatives.
Week of December 06, 2006
· Construction continues:
Construction material is arriving and being stockpiled on the
site of the Town's Farmers Market. This week, construction
crews will excavate a large hole in front of the Citgo station on
Valley Street to install an underground utility vault. When that
is completed, construction will move east on Main Street and
North on Valley Street simultaneously as crews install the
underground conduit for electrical and communications wires.
Traffic will be disrupted, but not stopped and there may be no
parking zones as necessary. We are working with the
contractor to arrange times to conduct the process in a way
that will minimize the impact on local businesses and
residents.
As always, please feel free to contact the Town office with any questions or
concerns you may have. Our hours are 9:00 to 5:00 Monday through Friday
and our phone number is 434-286-9267. We will also be posting these
newsletters and updates on our web site: www.scottsvile.org.
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Historic Scottsville Streetscape News
CONSERVE, PRESERVE, ENHANCE
Volume #4
Weekly Newsletter:
The Town office is distributing a weekly newsletter to
businesses to keep them in the loop as construction of our
Historic Streetscape Project progresses..
Week of December 1-1, 2006
· Construction progress:
Last week the construction crews installed conduit for
communications lines along the east side of Valley Street
between Main and Jackson Streets. Conduit for power lines
will be installed this week in the same area. Construction
crews will then begin installing the storm drain that crosses
Valley Street at the intersection with Main Street. Because of
the nature of this work, there will be times where traffic will be
limited to one lane during the day. Due to this traffic
restriction, there will be no parking allowed on Valley
Street between Bird and Main Streets from 8:00 am to 5:00
pm this week. We hope the construction will proceed at a
pace that will allow us to lift this parking restriction earlier than
Friday. We appreciate your patience with these temporary
inconveniences.
As always, please feel free to contact the Town office with any questions or
concerns you may have. Our hours are 9:00 to 5:00 Monday through Friday
and our phone number is 434-286-9267. We will also be posting these
newsletters and updates on our web site: www.scottsvile.org.
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Historic Scottsville Streetscape News
CONSERVE, PRESERVE, ENHANCE
Volume #5
Weekly Newsletter:
The Town office is distributing a weekly newsletter to
businesses to keep them in the loop as construction of our
Historic Streetscape Project progresses. .
Week of December 18, 2006
· Construction progress:
This week construction crews will be installing storm water
management inlet boxes near the intersection of Main and
Valley Streets. The inlets will be placed first, and then
concrete pipe to connect them will be installed under the
streets. Because of the nature of this work, there will be times
where traffic will be limited to one lane during the day and
periodically stopped. We appreciate your patience with these
temporary inconveniences. The preliminary work for installing
underground structures at the intersection of Valley and Bird
Streets will begin this week. Last week crews installed conduit
for electrical lines under Valley Street between Main and
Jackson Streets. They also installed conduit under Jackson
Street, which closed the street from Mink Creek to Valley
Street for a couple of days.
Mr. Short, the inspector for our consulting engineering firm,
stated the construction is currently on schedule. He believes
that with the nice weather we've been having, that crews
should be able to get ahead of schedule in the upcoming
weeks.
As always, please feel free to contact the Town office with any questions or
concerns you may have. Our hours are 9:00 to 5:00 Monday through Friday
and our phone number is 434-286-9267.
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Historic Scottsville Streetscape News
CONSERVE, PRESERVE, ENHANCE
Issue #6
Weekly Newsletter:
The Town office is distributing a weekly newsletter to
businesses to keep them in the loop as construction of our
Historic Streetscape Project progresses.
Week of December 25, 2006
· Construction takes a holiday:
Construction crews will be idle this week for a holiday break,
but it will be back to work on January 2, 2007 to ring in the
New Year.
Last week, the crew set storm water management inlet boxes
near the intersection of Main and Valley Streets. During the
week of January 2nd, concrete pipe to connect the boxes will
be installed under the streets. Because of the nature of this
work, there will be times where traffic will be limited to one
lane during the day and periodically stopped. We appreciate
your patience with these temporary inconveniences. The
preliminary work for installing underground structures at the
intersection of Valley and Bird Streets will begin that week as
well. Construction is planned to move up Valley Street soon so
we can give the merchants near the intersection of Main and
Valley a break!
Like the construction crew, the weekly newsletter is also taking
a holiday. The next issue will be produced at the end of the
first week in January.
As always, please feel free to contact the Town office with any questions or
concerns you may have. Our hours are 9:00 to 5:00 Monday through Friday
and our phone number is 434-286-9267. During the week of December 25th,
the office will be closed the 25th and 26th, and open until noon Wednesday
through Friday. The Office is closed again on the January 1stand 2nd, with
regular hours returning January 3rd.
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Historic Scottsville Streetscape News
CONSERVE, PRESERVE, ENHANCE
Issue #7
Weekly Newsletter:
The Town office is distributing a weekly newsletter to
businesses to keep them in the loop as construction of our
Historic Streetscape Project progress.es.
Week of January 8, 2007
· Back to work in the New Year:
Construction rang in the New Year with the sounds of
excavators digging a trench across Valley Street to install the
new storm drain pipe. Progress was delayed slightly when the
crew came across the old water main and had to wait for
ACSA to confirm it was not currently in use. This is an
example of what kind of delays can occur when doing
construction in a Town as old and historic as Scottsville.
This week the big project will be to install the new storm drain
pipe, new water line, and telecommunications conduit under
West Main Street. Because of the nature of this work, West
Main Street will be closed to traffic between Valley and
Harrison Streets on Monday January 8 and Tuesday
January 9. If you regularly travel on this block of West Main
Street, please use an alternate route. We are sorry for the
inconvenience but we hope to have the street open to traffic
by close of business on January 8. When crews complete the
work on West Main Street, they will begin installing conduit
south on Valley Street to the bridge over the James River.
As always, please feel free to contact the Toyvn office with any questions or
concerns you may have. Our hours are 9:00 to 5:00 Monday through Friday
and our phone number is 434-286-9267.
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Historic Streetscape Construction in Scottsville
November - December 2006
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Mobilization.
View north on Valley Street.
Sidewalk demolition prep for storm
drains.
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Asphalt prep for conduit.
View south on Valley Street
Newly installed storm drain.
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Historic Streetscape Construction in Scottsville
December 2006
New storm drain.
- ......,
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Trench for conduit.
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Installed drain.
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Backfilling trench.
View south on Valley Street, installing
conduit.
~Coonty Board-to-Board
Public Schools February 7, 2007
Listening. Learning. Leading.
A monthly communications report from the Albemarle County School Board to the Albemarle County
Board of Supervisors
January Organizational Meeting: On January 11 th the School Board held its Organizational Meeting.
At that meeting, Sue Friedman was re-elected as Chair and Pam Moynihan was re-elected as Vice-Chair.
2007 - 08 Budget Process: In October and November the School Board provided the superintendent
with direction on how to prepare her funding request for the School Division. In January, Dr. Moran
presented a funding request to the School Board which totaled $149 million. The School Board held
budget work sessions and held a public hearing on the proposed funding request between the middle of
January and the beginning of February.
Technology Work Session: On January 25th the School Board held a work session on technology in
which members of the community were invited to participate in roundtable discussions. The idea of the
work session was to provide opportunity for focus areas for the Division's Comprehensive Technology
Plan. The following areas were discussed: integration, connectivity, professional development,
educational applications, accountability, school-community partnerships, and envisioning the future.
Bullying Prevention Month: On January 11 th, the School Board, in conjunction with the Virginia
School Boards Association, recognized the month of January 2007 as the VSBA Virginia School
Bullying Awareness Month, with the intention that the issue of bullying and its prevention be discussed
in schools and classrooms during this time. Information on the Division's bullying prevention program,
as well as questions and answers about bullying are located on the Division web site under the Character
Education Quick Linle
International Space Olympics: Albemarle High School senior, Partrick LeDuc, took 3rd place in the
International Space Olympics, held October 17th - 20th in Russia.
Collaboration Initiatives: The School Board will meet with the Board of Supervisors on February 14th
to discuss the Capital Improvements Program timeline, lifelong learning initiative regarding multiple use
for buildings, and the living wage.
The School Board will be having a staff development session with the Virginia School Boards
Association on February 15th. This session will complete our process of orientation with a new
superintendent.
Finally, the School Board is looking forward to scheduling a joint meeting with the Charlottesville City
School Board to address alternative education programming.
School Board Meetings: The next regularly scheduled School Board meetings are February 8 and
February 22. Our February 22 meeting will be a work session. We will continue our format of a
business meeting on the second Thursday of the month and a work session on the fourth Thursday of the
monthly. A third monthly meeting is tentatively scheduled for February 26 to handle student
conduct/discipline issues.
Allan D. Sumpter
Charlottesville Residency Administrator
Virginia Department of Transportation
701 VDOT Way
Charlottesville, VA 22911
~
CHARLOTTESVILLE RESIDENCY MONTHLY REpORT
.
JANUARY 2007
ALBEMARLE COUNTY BOS ACTION ITEMS
David Slutzky
· Intersection of Route 29 and Hydraulic - Existing five-section signal head for right turns from
the westbound Hydraulic Road approach will be replace with two three-section signal heads
and phasing will be changed to allow both right turn lanes to proceed on green arrow.
Modifications for dual rights to be made within 90 days.
· Rio Road signal synchronization - Residency has been reviewing all signal synchronizations
with VDOT Traffic Engineering personnel. Some systems on secondary roads are linked while
some are not. The feasibility of synchronizing appropriate signals is being studied. A meeting
is being scheduled with the City of Charlottesville to discuss possible link with VDOT and City
signals along Route 29 and 250.
Ken Boyd
· Polo Grounds underpass - Working with county staff to facilitate installation of convex
mirrors. The railroad owns the structure, so they must approve attachments. This has been
submitted to them. If approved, a permit will be issued by VDOT to the county for installation
and maintenance. VDOT will install stop signs at each side of the underpass
Dennis Rooker
· Meadowcreek Parkway - Status meeting with county and state officials along with VDOT
representatives scheduled March 8, 2007, 10:00 AM at the Charlottesville Residency Office.
· Pothole at Hydraulic and Route 29 was repaired on 01104.
· Asphalt on Dominion Drive at the entrance of Shoppers World will be scheduled for milling
and paving when asphalt plants open. Temporary patching will be performed as needed.
· Commercial entrance permit for church at Roslyn Ridge Road - Work is being reviewed
periodically as part of standard VDOT policy. Developer will be responsible for any damages
and repairs will have to be completed prior to release of permit bond.
Dave Wyant
· White Mountain Road was graded and surface treatment upgrades will be made when asphalt
plants open.
· Millington Road Bridge - District has reported back with several options. Desirable option
consists of removing the deck overlay, placement of a geotextile fabric to promote adhesion of
repaving and overlaying the deck with asphalt.
Sally Thomas
· The existing supplemental, ninety degree turn arrow will be replaced with a skewed arrow on
the I-64 guide sign on Route 250 at Bellair. Field review noted excessive number of signs from
Birdwood entrance to Canterbury Road which may be creating driver confusion. Signing will
be evaluated.
· Assign-a-Highway Program - A program does exist where the court system assigns
probationers sections of roadway to perform litter control. Law enforcement, localities, and
VDOT each have specific roles and responsibilities related to it. A copy of the policy is
attached to this report.
Page 1 of5
CONSTRLCTION
Virginia Department of Transportation
701 VDOT Way
Charlottesville, VA 22911
Active Constructi,m Projects
BP-7 A-OS (District wide bridge painting project)
· Project is complete pending removal of the sea container and minor site restoration at the Rte. 250
Bypass Bridge over Barracks Road.
Route 601, Old Ivy Road, 0601-002-6261, SR01 (Emergency Bridge Repair)
· Bridge repair work on the west bound lane complete. Concrete barriers removed from the bridge
centerline and replaced with Group II Channelization Devices. One way east bound traffic is traveling
in the west bound lane crossing the bridge. This traffic pattern will remain during repairs to the bridge's
east bound lane. Anticipate project completion by middle of February depending on weather conditions.
Bridge Deck Patching and Joint Repair Service Contract
. Complete
PRELIMINARY ENGINEERING
Albemarle County
· Route 22 / 250 Intersection Improvements, 0022-002-104, C501
R/W is currently being negotiated, VDOT met with county and Luck Stone to discuss construction.
After R/W is acquired and utilities are relocated, Luck Stone may construct the project under permit.
Route 631 Meadow Creek Parkway, 0631-002-128, C502, B612, B657
R/W phase update: An offer has been made for the Replacement Park Land (Total take - Parcel 007)
and has been accepted. The appraisals are being prepared for the remaining parcels and
offers/negotiations should begin in February 2007. All R/W should be clear by November 2007 and
utility relocations will begin. Updated funding schedule to be produced in Six Year Plan update. This
project remains on schedule for a June 2008 advertisement.
· Route 631, Meadow Creek Parkway, UOOO-104-102 (City portion)
Project funding update: Estimated funding shortfall at this time is $5.1 million. Potential cost
reductions and additional funding have been identified for $3.9 million leaving total shortfall at $1.2
million
· Route 691 Jarmans Gap Road, 0691-002-158, C501
Survey update being scheduled to reflect new development and to finalize project estimate for Phase 1.
Updated advertisement and funding schedule to be produced in Six Year Plan update.
· Route 656 Georgetown Road, 0656-002-254, C501
The project will only include pedestrian and safety improvements and will not be federal. Aerial survey
is being obtained.
· Route 643 Rio Mills Road, 0643-002-P76, N501
The curve has been staked in the field and a scoping meeting has occurred. Environmental has
evaluated impacts and residency staff is developing environmental permits and box culvert information.
· Route 769 Rocky Hollow Road, 0769-002-P89, N501
Grading has been suspended due to weather until spring on this project. Pipe work to continue as weather pe it~
Surfacing to occur in the spring of 2007.
Greene County
· Route 627 Bacon Hollow Road, 0627-039-195, C501
The project advertisement date will be set for the fall of 2007. The estimate has been revised and
funding for the project is in place.
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Virginia Department of Transportation
701 VDOT Way
Charlottesville, VA 229lJ
PLANNING, PERMITS AND LAl\D DEVELOPMENT
Land Development Items
Total This
Month
S ecial Use Permits and Rezoning Application Review
Site Plan Reviews for new Subdivisions
New Entrance Plan Reviews
Total Permits Processed
Utility Permits Processed
Inspection of new Subdivision Street conducted
Ins ection of new entrance conducted
Miles of Street Accepted in the State System
TRAFFIC ENGINEERING
2
11
5
78
12
14
98
1.57
Total This
Fiscal
Year
32
74
97
494
71
70
702
1.57
Albemarle - Completed
RTE LOCATION REQUEST ACTION
20 Rt53 Study for Traffic Light Completed 1/15/07
631 Int of Rt 877 Safety upgrade request Completed 1/3/07; signal installed
Albemarle - Being reviewed
RTE LOCATION REQUEST STATUS
662 Bleakhouse Road Child Playing Sign To Traffic 1/3/07
(Bleakhouse)
1157 (Gristmill) Gristmill Drive Child Playing Sign To Traffic 1/3/07
29 Branchlands Request for dual lane To Traffic 1/19/07
DurDose
616 (Black Cat) Between 250 & FCL Safety & speed study To Traffic 12/13/06
29 Forest Lakes/CVS Add turn tracks for Int routes To Traffic 1/19/07
29 Near 1-64 Replace pavement markings To Traffic 1/5/07
29 Fashion Sq/Shoppers Realign tracks for turn lanes To Traffic 1/19/07
World
250 From Ivy to West Leigh Request center turn arrows To traffic 12/20/06
6 Main Street (Scottsville) Paint centerlines To Traffic 1/5/07
731 (Keswick) Fr Rt 250 to Rt 22 Paint center & edge lines To Traffic 1/5/07
1086 Reynovia Dr Place center & edge lines To Traffic 1/19/07
(Reynovia)
29 Multiple intersections Repair Opticon Sensors To Traffic 1/19/07
29 Boulders Rd Review timing To Traffic 1/19/07
29 Austin Drive Review for guardrail around To Traffic 1/19/07
Dower box & pole
Greene - Being reviewed
RTE LOCATION REQUEST ACTION
645 (Moore/
Jennings Fr 33 to 29 Post speed limit To Traffic 1/19/07
Loop)
Page 3 of5
Virginia Department of Transportation
701 VDOT Way
Charlottesville, VA 22911
MAINTENANCE WORK CO:\;lPLETED
Albemarle County
· Patching operations completed on Routes 29, 53, 240, 250,601 (Free Union/Garth), 654 (Barracks),
664 (Markwood), 665 (Buck MtnlMillington), 691 (Greenwood Station/Jarmans), 745 (Arrowhead
Valley), 810 (CrozetlWhite Hal1/Boonesville), and 847 (Watts Station).
· Graded and replaced stone on Routes 606 (Dickerson), 611 (Jarmans Gap), 612 (Hammocks Gap),
633 (Cove Garden & Heards Mtn), 634 (Spring Valley), 640 (Gilbert Station), 641 (Burnley Station),
643 (Rio Mills), 668 (Fox Mtn), 672 (Blufton), 674 (Clark), 678 (Ridge), 683 (Shelton Mill),
687 (Shiffletts Mill), 688 (Midway), 689 (Pounding Creek), 691 (Jarmans Gap), 702 (Reservoir),
712 (Coles Rolling), 717 (Secretary Sands), 718 (Murrays), 720 (Harris Creek) 722 (Old Green Mtn),
724 (Lewiston Ford), 736 (White Mtn), 745 (Poorhouse), 747 (Preddy Creek), 761 (Briery Creek),
762 (Rose Hill Church), 774 (Bear Creek), 782 (Stribling Etxd), 784 (Drs Xing),792 (Stump Town),
793 (Serene), 811 (Jones Mill), and 824 (Patterson Mill).
· Litter pickup on Rt 29, 250, 636 (Batesville), 692 (Plank), and 824 (Patterson Mill).
· Cleared pipes and ditch work on Routes 29,231,250,302,600 (Stony Point Pass), 640 (Gilbert Station),
645 (Wildon Grove), 649 (Proffitt), 668 (Fox Mtn), 684 (Half Mile Branch), 825 (Yancey Mill Ln),
854 (Carrsbrook) and 1302 (Hardware Hills Cir).
· Mowing Routes 20, 231, 250, 601 (Free Union), 602 (Howardsville Tmpk), 614 (Garth), 615
(Lindsay), 665 (Buck Mtn), 794 (Three Chopt), 824 (Patterson Mill).
· Tree cleanup on Routes 20, 626 (James River), 712 (Coles Rolling).
. Shoulder work on Routes 29 and 632 (Faber).
. Guardrail repair on Routes 29 and 635 (Miller School).
. Snow/Ice Event on 1/21/07.
· Clean bridge decks on Routes 612 (Hammocks Gap), 620 (Rolling).
. Replaced bridge deck on Route 674 (Clark).
· Remove large trees blocking box culverts on Rt 602 (Howardsville Tnpk).
Greene County
· Patching operations completed on Routes 604 (Celt), 674 (Parker Mtn) and 810 (Dyke).
· Graded and replaced stone on Routes 605 (Durrett Ridge), 614 (Brokenback Mtn), 621 (South River),
628 (Simmons Gap), 629 (Welsh Run), 630 (Rosebrook), 634 (Mutton Hollow/Bull yearling), 637
(Poco san Mtn), 642 (Simms/Taylor Mtn).
· Ditch and pipe cleaning on Routes 29,33,607 (Matthew Mill/Cedar Grove), 621 (South River), 642
(Simms), and 667 (Middle River).
· Pie Installed on Routes 634 (Mutton Hollow), and 639 (Saddleback).
. Snow/Ice Event on 1/21/07.
PLANNED MAINTENANCE WORK - FEBRUARY 2007
· Vegetation management on secondary routes as needed.
· Route 646 (Garth) bridge replacement in Greene County.
· Litter pickup on primary routes countywide.
Page 4 of5
Virginia Department of Transportation
70/ VDOTWay
Charlottesville, VA 229//
MAI;,\/TENANCE BLDGET
III
C
,g
i
Highway Maintenance Expenditures
20
- - Total Maint Budget
~Cumulative Budget
~Cumulative Actual
15
14.37
10
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5
1.53
o
Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07
Page 50f5
ROADSIDE MANAGEMENT MANUAL
1. GENERAL SUBJECT:
Adopt-a-Highway
2. SPECIFIC SUBJECT:
Assign-a-Highway
3. NUMBER: AMD-04-AAH-16.0
4. DATE: May 16, 2006
CURRENT REVISION:
POLICY:
To keep highways in the Commonwealth free of litter in order to promote the safety,
convenience, and enjoyment of travel, to protect the public investment in highways,
to attract tourists and promote the prosperity, economic well-being, and general
welfare of the Commonwealth, and to preserve and enhance the natural scenic
beauty and aesthetic features of highways and adjacent areas.
HISTORY:
The Assign-a-Highway Program began in Buchanan County in 2003 as a way to have
roadsides cleaned at a minimum cost to the taxpayer. The program utilizes probationers,
those convicted of non-violent crimes and given probation in lieu of jail sentences. As
part of their probation the general district or circuit court judges require the probationers
to clean litter from 2-mile segments ofVDOT maintained highway roadsides every 2-
weeks.
PROGRAM:
The program requires each locality to hire or utilize a "litter control officer." The officer
should be a sworn police officer capable of making arrests although this is not a
requirement in some localities. The litter control officer meets with the judges on comt
days and has probationers assigned by the judge. The litter control officer then takes the
probationers out and shows each an assigned 2-miles segment of roadside to keep free of
litter. The probationers report to the litter control officer after each clean-up and tell the
officer how many bags were collected and how much time was spent.
VDOT INVOLVEMENT:
The litter control officer should meet with the residency Adopt-a-Highway coordinator to
see what segments of highway are currently adopted by volunteers. The litter control
officer can then assign segments that are not adopted. The residency adopt-a-highway
coordinator or area superintendent will give the litter control officer or probationers
1
adopt-a-highway safety vests and orange litter bags for use in the clean-ups. The litter
control officer will report clean up information to the adopt-a-highway coordinator for
entry into the AAHMS database. VDOT will also, if requested, erect Adopt-a-Highway
signs at the entrance to the locality along state-maintained highways that state "_
County Assign-a-Highway Program." VDOT will also, if requested, erect small roadside
delineators at 2-mile intervals if there are no other physical landmarks to show break
points between probationers assigned territories.
The VDOT Residency Administrator will have the authority to allow or reject segments
of highway roadsides based on the safety of the motoring public. However, there is a
statute providing immunity to all public officials in the event a probationer is injured or
killed as a result of his/her activities in the Assign-a-Highway Program.
S 8.01-226.8 Civil immunity for public officials and private volunteers
participating in roadway litter pick-up program for probationers.
Probation officers; court personnel; county, city and town personnel; any other
public officials; and private volunteers who participate in a program where
persons on probation or community service are ordered as a condition of
probation or community service to pick up litter along a section of public roadway
or waterway shall not be liable for any civil damages to a probationer or person
on community service, or the property of such person, for the acts or omissions
resulting from such participation, unless such an act or omission is the result of
willful misconduct. The provisions of this section shall not be interpreted to grant
any immunity to a driver transporting the persons on probation or community
service or a motorist who, by his negligence, may injure such probationer or
person on community service. (2004, cc. 387,434.)
All segments of secondary, primary, or interstate highways will be available for
assignment unless the residency administrator feels it would endanger motorists to have
someone out picking up litter. Basically, anywhere a mowing contractor's laborers are
allowed to go in their effort to pick up litter a probationer will be allowed to go.
2
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Green Building/Sustainability Initiative, Status Report
AGENDA DATE:
February 7,2007
ACTION:
INFORMATION: X
SUBJECT/PROPOSAL/REQUEST:
Provide status report on County's progress and
efforts in green building and sustainability and
provide opportunity for Board to comment on staff's
approach to bring the Planning Commission's
resolution of intent to amend the Comprehensive
Plan to improve our commitment to green building
and sustainability.
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
-'I
REVIEWED BY:
STAFF CONTACTCS):
Tucker, Foley, Davis, Graham, Dougherty, Temple
LEGAL REVIEW: Yes
vJ\
BACKGROUND:
On September 13, 2006, staff made a presentation to the Board of Supervisors to update them on the Natural Resources
and Cultural Assets chapter of the Comprehensive Plan that addresses sustainability. Staff also provided a comprehensive
background on green building. (Attachment A, September Executive Summary) At that meeting the Board requested that
staff pursue four areas to increase sustainability and return to the Board with an update. The four areas are as follows:
1. Work with the public to expand knowledge and benefits of green building
2. Work with the development community to promote green building and remove obstacles.
3. Work with County policy and operations to demonstrate and promote green building and overall
efficiency.
4. Amend the Comprehensive Plan in support of green building.
STRATEGIC PLAN:
Goal Two: Protect the County's Natural Resources
At the core of green building and sustainability is the objective of protecting natural resources. Through green building,
conservation is implemented through reuse of materials or sustainable extraction of resources, such as sustainably-
harvested lumber and lower consumption of operational resources, such as water, natural gas, and electricity.
Goal Five: Fund the County's Future Needs
Aside from environmental benefits, the operational costs for green buildings are much lower than conventional buildings.
Over time, green buildings developed or retrofitted to support local government activities will have lower operational costs.
DISCUSSION:
Attachment C outlines the progress made with respect to the Board's direction. Progress has been made in each of the
four areas discussed in September.
In conjunction with the University of Virginia and the City of Charlottesville, the County participated in a two-month long
sustainability exhibit at the Charlottesville Design Center where such projects as the County green roof and Monticello High
School were featured. On January 18th, the County hosted the Virginia Sustainable Building Network and 50 professionals,
contractors, inspectors and educators for a training session in the EarthCraft green building standard endorsed by
Governor Tim Kaine and Virginia Home Builders, among others. Changes to County policy regarding internal operations
are being reviewed by Sarah Temple, the County's new environmental manager. Ms. Temple will be bringing the Board
more information regarding our operations in months to come. The most noteworthy progress in this area is the County's
Attachment A - September 13, 2006 Green Building and Sustainability Executive Summary
COUNTY OF ALBEMARLE
BOARD OF SUPERVISORS WORK SESSION
AGENDA TITLE:
Work Session: Green Building and Sustainability
AGENDA DATE:
September 13, 2006
SUBJECT/PROPOSAL/REQUEST:
Review the County's Comprehensive Plan goals for
sustainability, and examine our green building and
sustain ability efforts to date.
ACTION:
INFORMATION: X
CONSENT AGENDA:
ACTION:
INFORMATION:
STAFF CONTACT(S):
Tucker, Foley, Davis, Graham, Dougherty
ATTACHMENTS: Yes
LEGAL REVIEW: Yes
REVIEWED BY:
PURPOSE OF THE WORK SESSION:
Over the past several months, some Board of Supervisors and Planning Commission members have expressed an interest
in reviewing green building and sustainability against existing County policies and what others are doing in this area. The
attached report from Community Development staff examines sustainability and green design and what steps other
localities and organizations have taken. This includes a review of recent efforts by the City of Charlottesville and the
University of Virginia. With this review of green building and sustainability, the Board can determine if additional initiatives in
this area are desired.
BACKGROUND AND OVERVIEW OF VARIOUS PROGRAMS:
Philosophically, the green building movement exists in order to address a wide range of environmental issues, from
protecting forests and habitats to saving energy, reducing toxins, and keeping materials out of landfills. It seeks to protect
the whole planet as well as a building's occupants. The buildings created through pursuing these ideals are often healthier
to live in, have lowered operational and maintenance costs, and a have better "feel" to them. As a result, they achieve a
broad appeal far beyond traditional environmentalism.
Checklists are the main tool used to evaluate the effectiveness of a green project. Green rating systems, whether for
buildings or land planning, offer an ala-carte list of options for fulfilling green design. While those are very helpful,
underlying those lists is a fundamentally different way of thinking. It's about optimizing a building's relationship with its
external environment. It's about making buildings reflect the way we use them and it's about looking at our impacts locally,
regionally, nationally, and globally.
Defining green building and planning is challenging because it encompasses many environmental issues and can be
applied on many levels. As green building address a wide range of issues where the modernized world pushes against
protection of natural resources, there are no fixed set of priorities. Instead, solutions are based on carefully weighing all of
the issues and recognizing compromises will be required. In addition to green building, there are smarter ways of
designing neighborhoods and communities that decrease impacts. This is sometimes referred to as "green planning".
Green building and green planning is about building with smaller impacts and lower Iifecycle costs. As such, the green
building and green planning movements push for a decreased dependence on energy and other resources by requiring
less. By extension, green design responds to our dependence on the world's conventional fuel supply and offers hope for
resilience in changing market conditions. Green building techniques and various approaches to landscaping, water
consumption, and water collection work to demand less from the public water supply. As our regional climate has trended
toward drought several of the past eight years, green building and water conservation is an increasingly relevant tool to
make better use of our water resources Though the green building and planning movements began as an effort to address
a wide range of environmental impacts, it is also a method for local government to buffer itself from the fiscal impacts of a
volatile energy market and shifts in climate.
Green Buildina Ratina Proarams
Green building rating programs have been developed and implemented locally, regionally, and nationally to provide some
measure of effectiveness. Local rating programs, discussed in more detail by location below, are a locally-developed and
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September 13, 2006
Page 2
administered program that helps to guide local government and developers toward a more green design. Local rating
systems may have particular objectives. For instance, solar power and water conservation may be more important in New
Mexico while sustainable-harvested building materials and energy efficient heating systems may be more important in
Maine. National rating systems provide a checklist or guidelines to encourage green design and construction with less
weighting of locally important issues. In general, all green rating systems set a standard for what is green. In some
localities, green building checklists are reviewed in conjunction with development proposals. See Attachment C, D and E
for examples of the leading national green building rating system checklists.
Energy Star - national program
Energy Star is a joint program of the U.S. Environmental Protection Agency and the U.S. Department of Energy to help
consumers save money, make energy go farther, and protect the environment through energy efficient products and
practices. Americans, with the help of Energy Star, saved enough energy in 2005 alone to avoid greenhouse gas emissions
equivalent to those from 23 million cars while saving $12 billion on their utility bills. The Energy Policy Act of 2005, signed in
to law last summer, significantly increases incentives for a wide range of Energy Star programs. See Attachment D for the
Energy Star incentives made available through the Energy Policy Act of 2005.
Energy Star qualified homes are at least 15% more energy efficient than homes built to the 2006 International Energy
Conservation Code. With the help of independent Home Energy Raters, Energy Star builder partners choose the most
appropriate energy-saving features for their homes. Additionally, raters conduct onsite testing and inspections to verify that
the homes qualify as Energy Star. However, other options and incentives exist for utilizing Energy Star-rated products in
new and existing commercial and residential buildings.
The Energy Star program offers tax credits for new construction and renovations for commercial, institutional, and
residential uses. For example, a homeowner who retrofits an existing home with Energy Star windows and heat pump
qualifies for a tax credit of 10% of the cost of the windows and 30% (up to $300 on a system costing at least $500) of the
cost of the heat pump. Home builders are eligible for a $2,000 tax credit for a new Energy Star-rated home.
Energy Star Tax Deductions for Commercial Buildings
Through Energy Star, a tax deduction of up to $1.80 per square foot is available to owners or designers of new or existing
commercial buildings that save at least 50% of the heating and cooling energy of a building that meets certain standards.
Partial deductions of up to $.60 per square foot can be taken for measures affecting anyone of three building systems: the
building envelope, lighting, or heating and cooling systems.
LEED - national program
The LEED program (Leadership in Energy and Environmental Design) represents the efforts of a coalition including the US
Green Building Council to establish a nationwide standard for constructing "green" buildings. Obtaining LEED certification
requires compliance with a minimum number of criteria affecting many aspects of a project, from site selection to the
recycled content of building materials. Projects earn points for criteria that they fulfill; those that earn more points are
awarded a higher level of certification. Thus far, participation in the LEED program has been mostly voluntary. Some
government entities have implemented requirements that publicly funded projects apply for LEED certification.
While empirical and projected data vary widely, the American Institute of Architects estimates that LEED certification will
add from one to 15 percent to a project's construction costs. An analysis of the cost of LEED certification prepared by
Northbridge Environmental Management Consultants of Westford, Massachusetts for The American Chemistry Council of
Arlington, Virginia has determined that obtaining LEED certification adds from four to eleven percent to a project's
construction costs. More than half of these costs are for "greening" investments in alternative systems, practices, and
materials that earn points under the LEED system. The remaining costs fall outside of the range of construction costs;
these are "soft costs" and they include incremental costs for design, documenting compliance, and verifying compliance
through the commissioning process. The cost impact of LEED certification may decline over time as a percentage of total
construction costs as architects, contractors, and consultants become more familiar with the process.
Given the County's objective of fiscal responsibility, a focus on LEED principles short of certification may allow us to
achieve green building goals without some of the soft costs that go along with certification. This has been done in other
localities by using the LEED certification criteria and hiring a LEED-certified architect or designer. However this approach,
though intended to recognize the fine balance local government works to achieve with revenue, would not yield much if it
led to only marginally environmentally-friendly buildings.
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September 13, 2006
Page 3
EarthCraft - regional program
EarthCraft House is a green building program that serves as a model for healthy and comfortable homes that reduce utility
bills and protect the environment. EarthCraft House is a partnership between the Greater Atlanta Home Builders
Association, Southface ( a nonprofit organization dedicated to improving understanding of sustainable building), and other
government and industry partners focusing on residential construction and renovation. EarthCraft Homes are currently
being built and certified in Virginia, including Charlottesville and Albemarle County.
The Southface Institute, the organization that administers the EarthCraft rating, estimates that energy upgrades on a 1,500
square foot home in the EarthCraft House program would cost only $700 more than a standard ($160,000) home. For
example, improvements to the home's building envelope (insulation, sheathing, windows) allows for a smaller air
conditioner to be installed. EarthCraft design allows for the cost of green upgrades to be mitigated in some other way.
Though the upfront cost is slightly higher, the long-term costs are lower because the utility costs are much lower.
An Earthcraft home must be certified as Energy Star. A builder must provide verification of Energy Star certification upon
completion of construction. The house must be rated "5 star" by a certified rater, requiring a blower door and a duct
pressurization test plus a certified software rating. This rating qualifies the developer for a $2,000 Energy Star tax credit as
outlined above. The implementation of Energy Star or EarthCraft certification and associated residential tax credit
programs for builders would provide enough credit to cover certification costs and a portion of the cost of "green" upgrades.
Green Buildina Proarams - Local
Most local-government green building programs are implemented through a formal municipal process such as
comprehensive plan change or ordinance adoption. Mandatory programs are typically codified through a standard local
procedure. In many cases, programs are implemented through a committee created for this purpose. Many green building
programs have no mandatory requirements. Most green building programs rely on one or more full-time staff members. If a
program or rating standard is created and administered by a locality, trained building inspectors would be needed to
provide support and evaluate a project's attainment with the established rating system. Additionally, some locations have
offered certification free of charge in support of increasing the number of homes and businesses built green. Utilizing and
augmenting existing green building rating systems, such as LEED, Earthcraft, or Energy Star to evaluate building
performance is normally conducted by a privately-operating trained inspector. Outreach and education regarding monetary
incentives, decreased energy costs, and general benefits of green building are a critical part of local government green
building programs.
Austin, Texas
Austin administers its own voluntary green building program by rating new and remodeled homes on a scale of 1 to 5 stars
in the following areas: energy efficiency, testing, water efficiency, materials efficiency, health and safety, community. A new
or remodeled home in the Austin Energy service area may be rated if the builder, architect, or designer is a member of the
green building program. The Austin green building program helps developers and homeowners by providing information
regarding design and specification choices.
Boulder, Colorado
Boulder's Green Points Ordinance created the first mandatory residential green building program in the United States.
Building permit applicants are required to earn Green Points according to a schedule based on house size. For example,
use of certified sustainable-harvested lumber for framing earns 5 points.
Portland, Oregon
Portland's residential program promotes voluntary green building practices in the general residential market and sets
mandatory requirements for city-funded affordable housing. The residential program relies heavily of training, outreach,
development of materials, and grants. The program grew from an intensive public process which led to the city council
adopting mandatory LEED requirements for city-funded buildings.
Charlottesville, Virginia
On July 17, 2006, the City of Charlottesville endorsed the U.S. Mayors Global Climate Agreement which supports policies
adopted by the U.S. Conference of Mayors in response to global warming and climate change. Charlottesville joins at least
202 other cities in endorsing the climate agreement. The agreement acknowledges the findings of Inter-Governmental
AGENDA TITLE:
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September 13, 2006
Page 4
Panel on Climate Change, the international community's most respected assemblage of scientists, who have found that
climate disruption is a reality and that human activities are largely responsible for increased concentration of global
warming pollution. Global Warming gasses, based on data provided by the U.S. EPA and Department of Energy, come
from the following sources: automobile: 34%; electricity generation: 28%; natural gas for heating and cooking: 18%;
shipment and processing of goods and waste: 20%. The agreement challenges municipalities to inventory and then work to
reduce global warming emissions, adopt and enforce land use policies that reduce sprawl, purchase only Energy Star-rated
equipment, convert diesel vehicles to bio-diesel, and increase the use of clean energy, to name a few. The city of
Charlottesville will be developing an action plan in conjunction with this recent endorsement. To date, the following Virginia
cities have signed the climate agreement: Richmond, Williamsburg, Virginia Beach, and Alexandria. See Attachment D for
the U.S. Mayors Global Climate Agreement.
Charlottesville's transit center, currently under construction on the east end of the Downtown Mall, is designed to fulfill the
requirements of a LEED certified building. Included in the transit center design are a geothermal heating and cooling
system, recycled and local building materials, water efficient landscaping, extensive use of natural lighting, and public
education displays. This transit center represents a government project that responds to the U.S. Mayors Global Climate
Agreement.
After a charette last spring to explore how the City of Charlottesville may attain a higher level of energy efficiency and
ecological balance, the city formed a green building committee. During a scheduled review and update of the city's
comprehensive plan this fall, the City of Charlottesville is expected to include guidelines and objectives prepared by the
green building committee in May 2006 to reach the following goals:
1. Promote the achievement of a 30 percent reduction from current energy use by businesses and residences through a
citywide education, assistance and incentive program.
2. Encourage green building and resource and energy conservation practices in new and existing buildings through
financial incentives.
3. Ensure a consistent citywide policy that promotes green building by ensuing that other city regulations, practices and
guidelines actively allow for and encourage green building practices.
4. Prevent excessive resource use through capturing the 'embodied energy' of existing buildings via adaptive re-use of
existing structures to minimize use of 'virgin' resources.
Attachment H includes a complete summary of the revisions proposed for the City of Charlottesville's Comprehensive Plan.
Arlington County, VA
Arlington County makes use of the LEED green building rating system as a way to measure the energy and environmental
performance of buildings in their county. Arlington is committed to building its own public facilities using LEED as a guide
and the silver LEED certification as the goal. Virginia's first Silver LEED certification was awarded to an Arlington school in
September 2003. Arlington County encourages private developers to evaluate the environmental impacts of all site plan
projects. In Arlinaton County. site plan proiects are approved bv special exemption of their zonina ordinance. Conditions of
approval for those development applications typically include:
1. LEED Accredited Professional. Approval is conditioned upon agreement that all site plan projects have a LEED
accredited professional on the development team.
2. LEED Scorecard. Approval is conditioned upon agreement that all site plan applications complete the LEED
scorecard with an explanation of each LEED credit, describing how they intend to achieve the credit, or why they
are unable to incorporate the component into the project.
3. LEED Tracking. Approval is conditioned upon agreement that a final number of LEED credits are identified and the
commitment to incorporate them into the project is formalized in a site plan condition.
4. Construction Waste Management. Approval is conditioned upon agreement that the developer provide a plan for
diverting from landfill disposal the demolition, construction, and land clearing debris generated by the project.
AGENDA TITLE:
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September 13, 2006
Page 5
5. Energy Star Appliances. Approval is conditioned upon agreement that, for multi-family residential projects, the
developer assures that appliances, fixtures, and/or building components used in the project shall have earned the
U.S. EPA's Energy Star label.
Green BuildinQ Fund
In 2003, Arlington County established a green building fund and a policy for site plan developers (site plans approved by
special exception) who do not commit to achieving a LEED rating to contribute to the fund. The contribution is calculated at
a rate of $0.03 per square foot. The green building fund is used to provide education and outreach to developers and the
community on green building issues. If a project achieves 26 or more points and the developer receives LEED certification
from the USGBC, the Fund contribution is refunded upon receipt of the final LEED certification.
Green BuildinQ Incentive Proaram
Originally adopted in October 1999, the incentive program was revised and enhanced in December 2003. The program
allows a private developer to apply for additional density if the project achieves a LEED award from the USGBC. The
program applies to all types of building projects (office, high rise residential, etc.) achieving anyone of the four LEED
awards. The density bonus ranges from a minimum of .15 FAR for a LEED Certified project to a maximum of .35 FAR for a
platinum project.
Alexandria, Virginia
Alexandria made use of the same funds that assisted Albemarle County with our green roof project. Their project includes
a 9,000 square foot green roof, which serves as an outreach and demonstration project. The city of Alexandria has signed
the U.S. Mayor's Global Climate Agreement. To date, no green building programs exists in Alexandria.
University of Virginia
The University of Virginia has worked to further identify goals and objectives through the creation of sustainability
guidelines. The guidelines are intended to educate students, staff, and AlE consultants. The university developed and is
utilizing a sustainability assessment tool to identify and analyze current university activities. Sustainability concepts have
been applied to various projects and sustainability goals have been incorporated into the grounds plan for the university. In
terms of green planning, the university has worked to increase walkability and provide excellent management of
stormwater runoff in new construction.
Charlottesville Community Design Center
The design center is one of over 40 community design centers across the country that provides design assistance and
works to identify and solve social, economic, and political problems as they relate to the built environment. This process
promotes change to the built environment from the neighborhood to regional scale, and aims to meet community needs
through participatory decision-making at all levels.
Last spring, the Community Design Center assisted the City of Charlottesville with a public charette to determine the
interest of and collect ideas regarding green building from the people of Charlottesville.
This fall, the design center will focus on the achievements being made in green building and sustainability in our area.
Through this effort, the recognition, visibility, and understanding of green building will be enhanced. In discussing green
building ideas with design center staff, it has been suggested that an education and outreach partnership between the City
of Charlottesville, University of Virginia, and Albemarle County would provide information and resources to a wide range of
residents and could work to reduce the area's energy consumption through simple short-term steps and defining long-term
goals for creating a more sustainable region in general.
Green BuildinQ Education and Outreach
Fundamentally, all green building programs rely on outreach, education, technical assistance, and the individual desire of
building users to strike a balance between development and the natural environment. Significant opportunities exist to
provide information and guidance on how residents can build green or go green with existing structures. This can be as
simple as winterizing a home to helping a homeowner in locating the Energy Star tax credit information.
Similar to the pamphlets the County distributes regarding our urban areas, a pamphlet illustrating tax credits and resources
available, techniques for utilizing resources more efficiently, among others can work to raise awareness, and help residents
AGENDA TITLE:
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September 13, 2006
Page 6
to better define their vision of a green and clean community. However, a more comprehensive outreach partnership with
multiple organizations would work to address green building and local stakeholders as a whole. This partnership would
likely require funding, but could be managed and implemented through an organization such as the Charlottesville
Community Design Center.
Green Plannina Ratina Proarams
LEED- ND (for Neighborhood Development)
The LEED for Neighborhood Developments (LEED-ND) rating system, currently under development, integrates the
principles of smart growth, urbanism, and green building into the national standard for neighborhood design. LEED-ND is
being developed by U. S. Green Building Council in partnership with the Congress for New Urbanism and the Natural
Resources Defense Council.
Using the framework of the LEED Green Building Rating System, LEED-ND certification will recognize development
projects that successfully protect and enhance the overall health, natural environment, and quality of life of our
communities. Like other LEED rating systems, LEED-ND will deliver more efficient energy and water use - especially
important in urban areas where infrastructure is often overtaxed. It will also focus on smart growth and new urbanist best
practices, including designing neighborhoods that reduce vehicle miles traveled and building communities where jobs and
services are accessible by foot or public transit.
The LEED - ND program is finalizing the rating criteria and will be seeking entities interested in their pilot program
sometime this fall. Though the rating system is not finalized, the proposed criteria are established and could be
administered or reviewed versus development proposals regardless of the LEED-ND timeline.
LID - Low Impact Development
Low impact development is a more environmentally sensitive approach to development than conventional practices. Low
Impact Development is a comprehensive land planning and engineering design approach with a goal of maintaining and
enhancing the pre-development hydrologic regime of urban and developing watersheds. LID primarily focuses on site
planning and can be approached in different ways. This design approach incorporates strategic planning with micro-
management techniques to achieve superior environmental protection, while allowing for development. Techniques used to
achieve LID include pervious pavers, rain gardens and biofilters, sand filters and filter vaults, compensatory plantings,
green roofs, and use of cisterns and rain barrels.
COUNTY POLICY, PAST AND CURRENT EFFORTS:
County Comprehensive Plan
In 1996, the Albemarle County Comprehensive Plan was amended to include a strategy to support the accords of the
Thomas Jefferson Sustainability Council. Many of these accords are reflected in the County's strategic plan today and
others have room for further development.
Some of the accords include striving for a size and distribution of human population that will preserve the vital resources of
the region for future generations; ensuring that water quality and quantity in the region are sufficient to support the human
population and ecosystems; promoting clustering in residential areas and the integration of business, industry, recreation,
residential and open space; retaining farmland and forest land for the future; promoting the sale of locally produced farm
and forest products in local, national and international markets; developing attractive and economical transportation
alternatives to single occupancy vehicle use; providing educational opportunities open to every member of the community
to encourage greater understanding of sustainability issues as they affect individuals and the region, using formal and
informal education and local media coverage. See Attachment A for the complete set of the Comprehensive Plan's
sustainability goals.
Local Government and School Efforts
To date, the County has undertaken several efforts toward green building and sustainable design. The most visible
accomplishments are the construction of the Monticello High School and associated storm water management facilities, the
construction of the green roof on the County Office Building, tax credits for energy efficiency measures, as permitted by
law, and the adoption of the Neighborhood Model, which guides a more sustainable form of development. In addition, in
January of 2005, the Board of Supervisors and School Board officially adopted an Environmental Management Policy that
AGENDA TITLE:
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September 13, 2006
Page 7
clearly states a commitment to compliance, pollution prevention, and continual overall environmental improvement. Both
local government and the school system have hired environmental compliance managers to begin implementation of
Environmental Management Systems (EMS) with the responsibility for implementing the adopted policy throughout our
operations. General Services has made "green" qualifications a consideration when hiring AlE firms to design new
buildings or major renovations. For example, the architect for the Crozet library is LEED certified and General Services
intends to incorporate cost effective green building measures into the design. With existing operations, General Services is
also replacing light fixtures with high efficiency bulbs, has purchased and is evaluating the performance of hybrid vehicles,
is improving building and grounds maintenance procedures, and is pursuing Low Impact Development (LID) and Best
Management Practices in storm water management.
The schools division has a broad approach to green building and sustainability. This includes the use of water efficient
toilets and shower heads and use of biofilters to improve the quality of the water that leaves school sites. New carpet
installation will use closed cell foam in carpets, and "green" cleaning and floor finish supplies are used to improve indoor air
quality. All interior paint in new construction and remodels is required to be low in volatile organic compounds. All new
classrooms will have a significant amount of lighting furnished by the sun through low-E energy efficient windows and roof
monitors. New construction and renovation will include the installation of high-efficiency heating and cooling systems. To
limit energy usage, cycle equipment, and control hall and exterior lights, all existing controls are being upgraded with direct
digital controls. Roof replacement projects and new construction requires an R-30 insulation rating.
Schools are managing energy by using the strategies listed above. Virtually every school now has summer school and
building rental usage throughout the year, which was not the case five years ago. Despite this increase in usage, the school
division has been able to control energy consumption. For example, the schools consumed less natural gas and fuel oil,
per SF in 2005 than in 2000, and experienced a modest increase of 1 KWH of electricity, per square foot, during the same
time frame. This was accomplished by using the strategies noted above and with the use of energy audits, which involved
nighttime building inspections and encouraged the building occupants to conserve energy. With everyone's assistance, the
school's 2005/06 over-all energy consumption was less than in 2004/05, even though several changes were made to
buildings, including constructing a new, large gym at Hollymead, an addition at Henley and an auxiliary gym at Monticello
High School.
The School EMS incorporates compliance and pollution prevention-initiatives into its goals, objectives, and targets. This
includes biodiesel testing in school buses, storm water pollution prevention training, rechargeable battery recycling,
mercury-containing lamp recycling, hazardous chemical clean-out, electronic waste recycling, chemical hygiene plan for
instructional areas, hazardous waste management, and refrigerant management program. See Attachment B for a
complete summary of our efforts. The school division has developed and implemented a school-wide Environmental
Management System (EMS) that is recognized by the Virginia Department of Environmental Quality's Environmental
Excellence Program.
Beyond the Sustainability section of the County's Comprehensive Plan, the County has taken initiative in demonstrating
and integrating green building and sustainability into many of its programs. Beyond those current efforts, questions have
typically fallen into three categories: what obstacles can the County remove, what can the County require, and what can
the County do to encourage green building.
What obstacles can the County remove?
It does not appear there are any significant obstacles in County process to green building. Numerous structures are being
built in the County to green building standards and the County permit process has not been found to create any obstacles.
Additionally, the County has already adopted tax incentives as allowed. Thus, it appears there are no additional obstacles
that the County controls.
What can the County require?
By the building code, the County cannot require buildings to be built to a different standard than the code. It does not
appear local governments have the authority to require structures be constructed to a different standard than the building
code. It is possible that the County could seek commitments to green building as part of legislative reviews, which will be
discussed under ways to encourage green building.
What can the County do to encourage green building?
There are several possible measures the County could initiate. The following are some examples.
AGENDA TITLE:
Work Session: Green Building and Sustainability
September 13, 2006
Page 8
1. Similar to the University of Virginia, the County can create sustainability guidelines for all of its future building
activities. Recognizing the vast majority of the County buildings are schools, it would be best if this effort was
coordinated with the School Board.
2. Independent of schools, the County can initiate a policy that all future public buildings should be designed to one of
the above described standards. Recognizing certification can be both expensive and time consuming, this policy
should consider whether it is sufficient to build to the standard or if certification is also required.
3. The Sustainability section of the Comprehensive Plan can be revised to incorporate green building and
sustainability guidelines. The County could then seek commitments to green building as part of legislative reviews.
4. The County can develop education materials and work with the development industry in finding ways to encourage
more green building.
BUDGET CONSIDERATIONS:
Incorporating green principles in building and site design often increases the upfront costs when compared to conventional
construction, with reduced lifecycle costs. These additional upfront costs are associated with design and green upgrades.
Given that the long-term operational costs are reduced, green buildings are designed to pay for themselves over time. The
time it takes for a green building to recover upfront costs varies depending upon the design, efficiency a building achieves,
and interest rates used for determining payback.
The state of California has conducted extensive research on the cost of green building. Though some variables, such as
the cost of electricity and raw materials by region may vary somewhat, they have found that integrating green building
practices into the construction of buildings is a solid financial investment. A comprehensive analysis contained in a report
titled, "The Costs and Financial Benefits of Green Buildings: A Report to California's Sustainable Building Task Force"
finds that a minimal upfront investment of about two percent of construction costs typically yields life cycle savings of over
ten times the initial investment. For example, an initial upfront investment of up to $100,000 to incorporate green building
features into a $5 million project would result in a savings of at least $1 million over the life of the building, assumed
conservatively to be 20 years.
Green buildings provide a way to help address a range of challenges with budgetary impacts such as:
- The high cost of utilities
- Water shortage and waste disposal issues
- Continued state and federal pressure to cut criteria pollutants
- Growing concern over the cost of global warming
- The rising incidence of allergies and asthma, especially in children
- The health and productivity of employees
- The effect of the physical school environment on children's abilities to learn
- Increasing expenses of maintaining and operating inefficient County facilities
Local Government green building and green planning programs have costs. These costs are relative to the breadth and
nature of the program. Programs focusing on education and outreach have the lowest costs while locally-administered
programs require the most staff support, generating the highest costs.
Finally, if the Board desired to expand efforts at promoting green buildings, there could be additional operational costs to
support that effort. Until that effort is defined, it is not possible to estimate those costs.
CONCLUSIONS:
Staff has presented this information to help the Board understand current efforts at green building and sustainability, as
well as what others are currently doing. Should the Board be interested in expanding beyond the current effort, staff
would develop a recommendation based on the Board's guidance and bring this to the Board for consideration.
ATTACHMENTS
Attachment A - Comorehensive Plan sustainabilitv Qoals
Attachment B - Summary of County's efforts in qreen buildinQ and sustainabilitv
Attachment C - LEED checklist
Attachment 0 - EarthCraft checklist
AGENDA TITLE:
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September 13, 2006
Page 9
Attachment E - EnerayStar checklist
Attachment F - Eneray Policy Act of 2005 Eneray Star tax initiatives
Attachment G - U.S. Mayors Climate Aareement
Attachment H - City of Charlottesville's proposed Comprehensive Plan chanqes reqardinq qreen buildinq
Attachment B - DRAFT Initiatives for consideration with a Comprehensive Plan Amendment
COUNTY OF ALBEMARLE
GREEN BUILDING AND SUSTAINABILlTY
DRAFT Initiatives and Comprehensive Plan Update
(Items shown in GREEN pose little or no impacts to the budget or staff time. Items shown in ORANGE require
funding, research, and/or staff time. Items in RED require significant funding, research, and/or staff time)
OBJECTIVE: Educate. enaaae. and support the public with areen buildina and reduced resource consumption
Strategy: Develop and maintain a website that includes information and strategies to help residents reduce their
consumption of resources and resulting pollution.
Strategy: Assion staff time to regularly examine the availability of tax credits and other programs for those vVho wish to
upgrade an existing or a build a new home with green upgrades.
Strategy: Wod, to notify the public of federal and state programs and money available. Assist residents witl applying
for such programs.
Strategy: Teach green building and sustainability concepts in schools through workshops or curricula charges.
Strategy: Expand the use of tax credits and incentives for residents who achieve a reduction of energy anc water
resources through the installation of high-efficiency equipment or behavior modification.
Strategy: PrOVide free or subsidized energy audits for residents and businesses
OBJECTIVE: Work with development community to advance the practice of areen buildina.
Strategy: Establish an advisory committee composed of builder/developers, green builders, environmentalists to
support and achieve the objectives of the Sustainability Accords in the building industry.
Strategy: Identify obstacles to green building within the Zoning ordinance or other regulations and work to remove.
Strategy: In keeping with the Virginia Home Builders endorsement of the EarthCraft green building rating s/stem,
request resideltial developers to complete the EarthCraft scorecard in conjunction with rezoning or specla use
requests that propose residential development so that the proposal's local, regional, and global impact can be
evaluated against the Accords of the Thomas Jefferson Sustainability Council.
Strategy: In support of the Water Protection Ordinance, improve the quality of local waterways, support the
Neighborhood Model, and better determine the impacts of development prior to approval, request developers to
commit to LEED-ND (Leadership in Energy and Environmental Design for Neighborhood Development) cOlcepts in a
development proposals and complete the associated scorecard for evaluation.
Strategy: Assist developers in applying for grants for energy efficient projects.
Strategy: Fund a green building and sustainability position that would work to assist the County, public, anc building
industry to achieve greener practices. This could be a revenue-shared position with the City of Charlottesville.
OBJECTIVE: Review and improve internal operations and auidelines
Strategy: Participate in the ENERGY STAR Courthouse Campaign to reduce local government's consumption of
energy.
Strategy: Create policy for County buildings and operations to reduce energy consumption by 30% in keeping with
ENERGY STAR guidelines
Strategy: maximize the use of local and recycled products and materials: recycle construction waste to achieve a 25%
reduction in construction waste.
Strategy: Create (or utilize) an existing set of sustalnability guidelines for new construction, renovation, anc: property
maintenance
Strategy: Create New CIP fund for green upgrades to buildings and renovations already planned in the CIF>.
OBJECTIVE Amend the Comprehensive Plan to better support the Accords of the Thomas Jefferson
Sustainabilitv Council.
Strategy: Determine what green building certification program most closely achieves the purposes of the Sustainability
Accords within the context of the larger County budget through continued research.
Strategy: Identify funding sources and seek grants in support of green building and energy efficiency.
Strategy: Support a unified sustainability committee including County, City of Charlottesville and University of Virginia
representatives to further the purposes of the Sustainability Accords through public education, outreach, a,ld
collaborative proJects.
Strategy: Approve a policy for future shared facilities (City of Charlottesville and County) to be constructed to be LEED
certified.
Strategy: Explore ways to tie zoning map amendments and special use permit decisions to developer commitments for
green building
Strategy: Endorse U.S. Mayors Agreement on Climate Change
study the obstacles to achieving the Agreement
Amend work plan to account for goals of the Agreement.
Strategy: Fund studies to determine the obstacles to district heating and cooling and large-scale geotherm31 heating
and cooling and work to remove those obstacles.
Implement Comprehensive Plan update to Further the Sustainabilitv Accords in areas outside of oreen
buildino includino:
- Transit
- Recycling
- Wind Farming
- Solar Energy Production
- Local Food Production
- Water Resources
- Wastewater Treatment
- Greenways
Attachment C - Detailed Green Building and Sustainability Update
Green Buildina and Sustainabilitv UDdate
The four areas the Board directed staff to pursue are as follows:
1. Work with develo/Jment community to /Jromote areen buildina and remove obstacles.
The County hosted EarthCraft training on January 18, 2007. This day-long workshop was attended by 50 professionals
including architects, builders, and building specialists. Interest in a second training session is significant among
members of the Blue Ridge Home Builders as well as other professionals. This training was a remarkable success
with real impacts. Our meeting facilities have been offered for a future training session to be scheduled.
Staff has met with the Blue Ridge Home Builders Green Building Committee and their Director of Government Affairs.
These meetings were to convey the County's interest in collaboration and to review the Comprehensive Plan language
propose by staff. As staff has ranked the proposed Comprehensive Plan language in three categories, we have
requested that the Home Builders advise the Board of their position on the first tier of the proposed objectives and
strategies (having the least impacts and obstacles to Board support).
2. Work with the /Jublic to eX/Jand knowledae and benefits of areen buildina
The sustainability exhibit at the Charlottesville Design Center reached hundreds of people and larger interest groups.
Exposure to more information about sustainability, green building, and climate change is becoming a greater part of
our every day lives through public service announcements, television programming, and interest groups, such as the
Sierra Club.
The County's website offers an opportunity to create a hub where green information resources can be managed and
made available with little operational cost. Tax bills and other County mailings could include a supplemental flyer to
advise residents on small and large changes they can make to be a greater part of the green movement or update
them on ENERGYSTAR tax credits for consumers. In the past, these sorts of efforts have been managed with support
from the County Executive's Office and could continue to do so. With additional staff time and funding, a larger public
outreach campaign could be launched. However, for the time being, staff feels that amending the Comprehensive Plan
and working on internal operations is a better use of staff time as currently allocated. A coordinated campaign has
been discussed favorably with City of Charlottesville representatives. However, staff believes that a unified public
outreach campaign shared between both localities will be more manageable and successful once each locality has
amended their Comprehensive Plan. To date, the City of Charlottesville has not adopted new green building and
sustainability into their Comprehensive Plan. Their Planning Commission participated in a work session on green
building and sustainability on January 23,2007. No date has been set for Charlottesville City Council to finalize the
proposed amendments to the Charlottesville Comprehensive Plan with respect to green building and sustainability.
3. Work with County /Jolicv and o/Jerations to demonstrate and /Jromote areen buildina and overall
efficiency.
In December of 2006, the County officially partnered with ENERGYST AR. ENERGY STAR is a joint program of the
U.S. Environmental Protection Agency and the U.S. Department of Energy that encourages a strategic method of
energy management for homeowners, businesses and consumers. We are one of the first 115 Counties in the United
States to join the program with the goal of reducing energy consumption throughout County owned and operated
facilities. The decision to participate in ENERGY STAR is consistent with the County's Environmental Management
Policy, signed by the County Executive in March 2004, which includes a commitment to environmental compliance,
pollution prevention, and continuous environmental improvement.
The basic steps involved in ENERGY STAR participation include: making a commitment to the program, forming an
energy management team, adopting an energy policy, assessing energy performance through measuring and
tracking, setting energy-use reduction goals, developing and implementing an energy management plan to reach
these goals, and continually evaluating progress.
Staff drafted the following timeline for beginning the program steps. This timeline is subject to periodic revision based
on program development progress and staff time.
February 15t - 28th 2007
>- Collect utility and fuel-use data for past 24 months (or more) and put into electronic format. This information
will be used to establish a baseline of County energy use.
March 1 st - April 30th 2007
>> Establish an Energy Management Team, consisting of various County staff members, that will carry out the
steps listed above, and coordinate overall program participation
Mav 1 st - June 30th 2007
>> Draft Energy Management Policy
Julv 1st - AUQust 31st 2007
>> Submit policy to County Executive for official approval
>> Energy Management Team to discuss goals/objectives/targets
o Low/No-cost energy saving ideas
o Higher-cost ideas that will require budget request(s)
o Education/outreach component
September 1 st _ October 31 st 2007
>> Begin work on Energy Management Plan
>> Develop action plan to carry out goals set
Cost Associated with Green Buildina
To better determine the financial impacts of green building on County facilities, staff is researching and compiling
information related to the basic costs associated with obtaining LEED Certification. Regarding institutional
buildings, LEED is nationally recognized and the most comprehensive green building rating system. Within the
LEED standard, buildings can obtain basic certification or higher levels of silver, gold, or platinum. Local examples
of LEED certification are the City of Charlottesville aiming to gain basic LEED certification for its new transit Center
and Monticello aiming for LEED Platinum with its new visitors and education complex.
Staff is compiling cost information on the 14 LEED Certified buildings in Virginia. Estimates to construct lead
certified buildings vary and the ability of professionals in our state to implement green buildings in a cost-effective
manner is developing. We will also include cost information from other areas such as the District of Columbia,
Maryland, Pennsylvania, and Delaware to expand the data set. Though only 14 buildings in Virginia have been
LEED certified, 120 are in the pipeline. As these building are completed and gain certification, we will eventually
know more about the up front costs of green building. Staff is will provide more detailed information concerning the
cost of certification in conjunction of a review of the Crozet Library in March.
Life-Cycle Savings
It is important to note that while there are typically "upfront" costs incurred as a result of pursuing LEED
Certification, one of the main goals in the process of sustainable design is to obtain payback over the life of the
building.
Hard Costs
The cost of obtaining LEED Certification varies per project and is largely based on project scope, size, and the
level of certification sought (certified, silver, gold, or platinum). For example, if the certification goal is the basic
"certified" level, there may be little-extra cost incurred, whereas if the goal is "gold" or "platinum"-Ievel certification,
the cost incurred may be significantly higher.
Typically, there are hard and soft cost implications involved in obtaining any level of certification. Hard or "fixed"
costs include fees associated with going through the project registration and certification process, including a one-
time, fixed-rate registration fee, and certification fees involving design and construction review. These costs are
detailed in the table below:
LEED Registration and Certification Fees 1
Reaistration Fees
T
Members
Non-Members
Certification Fees
Fixed Rate
$450
$600
Fixed Rate
Based on Square Feet
Fixed Rate
...,.
Design & < 50,000 Sq. Ft. 50,000 - 500,000 Sq. Ft. >500,000 Sq. Ft.
Construction Review
Members $1,750 $0.035/Sq.Ft. $17,500
Non-Members $2,250 $0.045/ Sq. Ft. $22,500
1 Information taken directly from the U.S. Green Building Council (USGBC) website
2 "Member" and "Non-Member" references relate to the optional USGBC Membership, which currently costs
$500/annually
The following is a "hard cost" example: Registration and certification for a project involving the design and
construction of a 42,000 square foot building, assuming the applicant is a member of the USGBC, would cost the
applicant $2,700 ($450 registration fee, plus the $1,750 design and construction review fee, plus the $500
membership fee).
Project registration simply involves registering the project with the U.S. Green Building Council, which is typically
done via their website. The design and construction review process involves a review of standard templates and
supporting documentation that are submitted in pursuit of the various LEED credits. This review is done by
USGBC staff. These hard/fixed costs are typically minimal relative to the overall project cost.
Soft Costs
Soft cost impacts can be defined as LEED-related aspects of the project that are "above and beyond" typical or
standard design/construction project requirements. These aspects can be grouped into two categories:
Deskm Costs - Aspects of the project that increase the design team's scope of work during the design and
construction phases
Design costs fluctuate depending on the number and type of LEED credits sought, the level of LEED Certification
desired, and the size of the project. Another factor in design cost is the implementation of an integrated design
process. This process is often used in sustainable building design and typically entails upfront planning and
communication among all involved in the design process (architects, engineers, owner representatives,
maintenance staff, etc), which is a relatively new process for many organizations.
Proiect Documentation and Aoolication Costs - Aspects associated with documenting the project and submitting a
LEED application to the U. S. Green Building Council.
Project documentation involves ensuring the project specifications are written so that various LEED credits can be
achieved, and also includes the tracking and logging of various aspects of the project. The project documentation
and application process is often managed by a LEED-accredited individual or architect/engineering (AlE) firm
involved with the design of the project; therefore, the associated costs can differ based on the individual AlE firm's
fees for this service. As these soft costs depend so much on the aforementioned variables, it is difficult to provide
a total cost estimate for certification without a specific planned project or design in place.
4. Amend the Comorehensive Plan in suooort of areen buildina.
Objectives and strategies in support of the four areas the Board directed staff to advance have been ranked into
three categories in Attachment B. Statements that do not require changes to the work plan or additional
research are shown in green. Those statements that require additional staff time or funding are written in
orange. Finally, statements that require staff time, research, and significant additional consideration regarding
implementation are found in red. Staff will review these statements with the Planning Commission as old
business in March in advance of the Commission forwarding a Comprehensive Plan amendment
recommendation to the Board thereafter.
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COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
FY 2005-06 Comprehensive Annual Financial
Report (CAFR)
AGENDA DATE:
February 7,2007
ACTION:
x
INFORMATION:
SU BJ ECT/PROPOSALlREQU EST:
Formal acceptance of the FY 2005-2006 CAFR
CONSENT AGENDA:
ACTION:
INFORMATION:
STAFF CONTACT(S):
Messrs. Tucker, Davis, Wiggans; Ms. White
ATTACHMENTS: Yes
LEGAL REVIEW: Yes
REVIEWED BY:
~
BACKGROUND:
The purpose of this agenda item is to present to the Board of Supervisors the FY 2005-2006 Comprehensive Annual
Financial Report (CAFR).
STRATEGIC PLAN:
Goal 5: Fund the County's future needs.
DISCUSSION:
Attached for your review is the recently completed FY 2005-06 CAFR. As in previous years, the Report contains a detailed
accounting of the County's financial operations for the 2005-06 fiscal year. Highlights of the Report include:
> The Transmittal Letter to the Board of Supervisors and the Citizens of Albemarle County (pages vii - xiii) provides
a summary of the County's geographic, demographic, economic, and financial features. It also includes a
discussion of current and future County initiatives.
> The Independent Auditor's Report (pages 1 - 2) notes that the financial statements are "in conformity with
accounting principles generally accepted in the United States of America".
> The Management's Discussion and Analysis (pages 3 - 14) provides a summary of the County's financial activity
for the fiscal year, including tables and graphs that accompany the summaries.
The remainder of the Report includes detailed information about the County's financial activity for the fiscal year, statistical
tables providing historical economic and demographic information, and the outside auditor's Compliance Report.
The Report was presented to the County's Audit Committee at its meeting on December 11, 2006 by Mr. Jack Farmer of
the County's outside auditing firm of Robinson, Farmer, Cox Associates. The Committee recommended acceptance of the
Report.
RECOMMENDATIONS:
Staff recommends that the Board accept the FY 2005-06 Comprehensive Annual Financial Report. Mr. Jack Farmer will
be at the meeting to address any questions from the Board..
ATTACHMENTS:
FY 2005-06 Comprehensive Annual Financial Report
07.011
Kenneth C. Boyd
Rivanna
COUNrY OF ALBEMARlE
Office of Board of Supervisors
401 McIntire Road
Charlottesville, VIrginia 22902-4596
(434) 296-5843 FAX (434) 296-5800
David L. Slutzky
Rio
Sally H. Thomas
Samuel Miller
Undsay G. Donier, Jr.
Scollsville
Dennis S. Rooker
Jack Jouett
David C. Wyant
While Hall
February 28, 2007
Ms. Patricia L. Smith
Executive Director
OAR
750 Harris Street
Suite 207
Charlottesville, VA 22903
Dear Pat:
At its meeting on February 7,2007 the Board of Supervisors, adopted the
attached Joint Resolution Providing for the Implementation of the Comprehensive
Community Corrections Act for Local Responsible Offenders, the Pretrial Services Act
and the Establishment of the Thomas Jefferson Area Community Criminal Justice
Board (T JACCJB).
Sincerely,
\ ~
lewc
cc: Bob Tucker
(1)
Printed on recycled paper
JOINT RESOLUTION PROVIDING FOR THE IMPLEMENTATION
OF THE COMPREHENSIVE COMMUNITY CORRECTIONS ACT FOR LOCAL
RESPONSIBLE OFFENDERS, THE PRETRIAL SERVICES ACT AND THE
ESTABLISHMENT OF THE THOMAS JEFFERSON AREA COMMUNITY CRIMINAL
JUSTICE BOARD [T JACCJB]
Whereas, the Virginia General Assembly has adopted legislation entitled the Comprehensive
Community Corrections Act for Local Responsible Offenders, Article 9 (~ 9.1-173 et. seq.) of the Code of
Virginia and the Pretrial Services Act, Article 5 (~ 19.2-152.2 et seq.) of the Code of Virginia, both of
which were effective July 1, 1995; and .
Whereas, ~~ 9.1-174 and 19.2-152.2 of the Code of Virginia require Albemarle and Nelson
Counties and the City of Charlottesville that pursuant to ~ 53.1-82.1 were approved for a jail project to
participate and establish services and in accordance with both Acts; and
Whereas the Counties of Fluvanna, Goochland, Greene, Louisa, Orange and Madison have
elected to participate and establish services in accordance with both Acts; and
Whereas, ~~ 9.1-178 and 19.2-152.5 of the Code of Virginia require that each county and city
establishing and operating community-based probation and pretrial services establish a Community
Criminal Justice Board, and in the case of multi-jurisdictional efforts, that each jurisdiction mutually agree
upon the number of appointments to said board.
BE IT THEREFORE RESOLVED that the County of Albemarle jointly agrees with the City of
Charlottesville and the Counties of Greene, Nelson, Madison, Fluvanna, Louisa, Orange, and Goochland
to implement the services and programs required by the Comprehensive Community Corrections Act for
Local Responsible Offenders and the Pretrial Services Act with Albemarle County, pursuant to ~ 9.1-183,
acting as the administrator and fiscal agent on behalf of the participating localities; and
BE IT FURTHER RESOLVED that Albemarle County, as administrator and fiscal agent shall
establish local community-based probation services for all of the participating jurisdictions and for pretrial
services for Albemarle, Charlottesville and Nelson pursuant to a contract with OAR/Jefferson Area
Community Corrections, and for pretrial services for Fluvanna, Greene, Louisa, Madison and Orange
Counties pursuant to a memorandum of understanding with the Central Virginia Regional Jail Board; and
BE IT FURTHER RESOLVED that the County of Albemarle jointly establishes the Thomas
Jefferson Area Community Criminal Justice Board [T JACCJB], and that said board shall fulfill its
responsibilities pursuant to ~ 9.1-180, and shall be composed of the following members pursuant to ~ 9.1-
178 of the Code of Virginia:
· One representative of the governing bodies of each participating jurisdiction,
· A circuit court judge of anyone of the participating jurisdictions as agreed upon by the
judges to represent all circuit court judges,
· A judge of the general district court of anyone of the participating jurisdictions as agreed
upon by the judges to represent all general district court judges,
· A judge of the juvenile and domestic relations district court of anyone of the participating
jurisdictions as agreed upon by the judges to represent all juveniles and domestic
relations district court judges,
. A chief magistrate,
· A Commonwealth's Attorney to represent all of the Commonwealth's Attorneys of the
participating jurisdictions,
· An attorney experienced in the defense of criminal matters who is a current member of
the Virginia State Bar, and a public defender, where applicable, each representing the
participating localities,
. The administrator of the Albemarle/Charlottesville Regional Jailor the Central Virginia
Regional Jail,
. A Sheriff of any county or city not served by a police department and a chief of police to
represent all law enforcement agencies of the participating jurisdictions,
. A Community Services Board Administrator representing all agencies providing such
services to participating jurisdictions,
. A representative of a local adult education agency representing all agencies providing
such services to participating jurisdictions, and
. A director of a Department of Corrections Probation and Parole District Office serving and
representing all of the participating jurisdictions.
BE IT FURTHER RESOLVED that this resolution supersedes and replaces all prior resolutions
approved by the locality relating to the establishment of required services and the formation of the
Thomas Jefferson Area Community Criminal Justice Board.
Resolved this th day of February 2007 on a motion by Sally Thomas, seconded by Dennis
Rooker, with the following roll call being reported as follows:
Nay
Mr. Boyd
Mr. Dorrier
Mr. Rooker
Mr. Slutzky
Ms. Thomas
Mr. Wyant
Aye
y
y
y
y
y
y
iN t (vGC
Clerk, Board of County Supervisor
(Seal of the signatory of the governing body)
JOINT RESOLUTION PROVIDING FOR THE IMPLEMENTATION
OF THE COMPREHENSIVE COMMUNITY CORRECTIONS ACT FOR LOCAL
RESPONSIBLE OFFENDERS, THE PRETRIAL SERVICES ACT AND THE
ESTABLISHMENT OF THE THOMAS JEFFERSON AREA COMMUNITY CRIMINAL
JUSTICE BOARD [T JACCJB]
Whereas, the Virginia General Assembly has adopted legislation entitled the Comprehensive
Community Corrections Act for Local Responsible Offenders, Article 9 (9 9.1-173 et. seq.) of the Code of
Virginia and the Pretrial Services Act, Article 5 (9 19.2-152.2 et seq.) of the Code of Virginia, both of
which were effective July 1, 1995; and
Whereas, 99 9.1-174 and 19.2-152.2 of the Code of Virginia require Albemarle and Nelson
Counties and the City of Charlottesville that pursuant to 9 53.1-82.1 were approved for a jail project to
participate and establish services and in accordance with both Acts; and
Whereas the Counties of Fluvanna, Goochland, Greene, Louisa, Orange and Madison have
elected to participate and establish services in accordance with both Acts; and
Whereas, 99 9.1-178 and 19.2-152.5 of the Code of Virginia require that each county and city
establishing and operating community-based probation and pretrial services establish a Community
Criminal Justice Board, and in the case of multi-jurisdictional efforts, that each jurisdiction mutually agree
upon the number of appointments to said board.
BE IT THEREFORE RESOLVED that the County of Albemarle jointly agrees with the City of
Charlottesville and the Counties of Greene, Nelson, Madison, Fluvanna, Louisa, Orange, and Goochland
to implement the services and programs required by the Comprehensive Community Corrections Act for
Local Responsible Offenders and the Pretrial Services Act with Albemarle County, pursuant to 9 9.1-183,
acting as the administrator and fiscal agent on behalf of the participating localities; and
BE IT FURTHER RESOLVED that Albemarle County, as administrator and fiscal agent shall
establish local community-based probation services for all of the participating jurisdictions and for pretrial
services for Albemarle, Charlottesville and Nelson pursuant to a contract with OAR/Jefferson Area
Community Corrections, and for pretrial services for Fluvanna, Greene, Louisa, Madison and Orange
Counties pursuant to a memorandum of understanding with the Central Virginia Regional Jail Board; and
BE IT FURTHER RESOLVED that the County of Albemarle jointly establishes the Thomas
Jefferson Area Community Criminal Justice Board [T JACCJB], and that said board shall fulfill its
responsibilities pursuant to 9 9.1-180, and shall be composed of the following members pursuant to 99.1-
178 of the Code of Virginia:
· One representative of the governing bodies of each participating jurisdiction,
· A circuit court judge of anyone of the participating jurisdictions as agreed upon by the
judges to represent all circuit court judges,
· A judge of the general district court of anyone of the participating jurisdictions as agreed
upon by the judges to represent all general district court judges,
· A judge of the juvenile and domestic relations district court of anyone of the participating
jurisdictions as agreed upon by the judges to represent all juveniles and domestic
relations district court judges,
. A chief magistrate,
· A Commonwealth's Attorney to represent all of the Commonwealth's Attorneys of the
participating jurisdictions,
· An attorney experienced in the defense of criminal matters who is a current member of
the Virginia State Bar, and a public defender, where applicable, each representing the
participating localities,
. The administrator of the Albemarle/Charlottesville Regional Jailor the Central Virginia
Regional Jail,
. A Sheriff of any county or city not served by a police department and a chief of police to
represent all law enforcement agencies of the participating jurisdictions,
. A Community Services Board Administrator representing all agencies providing such
services to participating jurisdictions,
. A representative of a local adult education agency representing all agencies providing
such services to participating jurisdictions, and
. A director of a Department of Corrections Probation and Parole District Office serving and
representing all of the participating jurisdictions.
BE IT FURTHER RESOLVED that this resolution supersedes and replaces all prior resolutions
approved by the locality relating to the establishment of required services and the formation of the
Thomas Jefferson Area Community Criminal Justice Board.
Resolved this ih day of February 2007 on a motion by
, with the following roll call being reported as follows:
, seconded by
Aye Nay
Mr. Boyd
Mr. Dorrier
Mr. Rooker
Mr. Slutzky
Ms. Thomas
Mr. Wyant
Clerk, Board of County Supervisors
(Seal of the signatory of the governing body)
RECEIVED
JAN 2 9 2007
County of Albemarle
1_- _, .1.____..._ _ _m_
JEFFERSON AREA COMMUNITY CORRECTIONS
January 25,2007
750 Harris Street, Suite 207
Charlottesville, VA 22903
(434) 296-2441
FAX (434) 979-4038
Robert W. Tucker, Jr.
County Executive
County of Albemarle
401 McIntire Road
Charlottesville, VA 22902
Dear Bob,
As you are aware, we receive most of our funding for the Local Probation and Pretrial
Programs through the Department of Criminal Justice Services (DCJS). We have been doing so
since 1995 when the legislation entitled Community Corrections Act for Local Responsible
Offenders and the Pretrial Services Act were adopted. As you are also know, Albemarle County
has been graciously been serving as the fiscal agent for the 9 localities served by our program.
In addition to the services provided by OAR/Jefferson Area Community Corrections,
each locality has participated in the Thomas Jefferson Area Community Criminal Justice Board.
This is the Advisory Board that oversees local probation, pretrial services and public inebriate
servIces.
Our programs recently were required to submit new Standard Operating Procedures .
(SOP's) detailing our operation. We have completed those and provided them to DCJS. We
recently were informed that they want updated resolutions by each locality participating. The
request is being made due to the changes in the legIslation and the need to keep the updates on
file with DCJS. I am attaching a model resolution and ask that you adopt this at the earliest
meeting possible. We would make every effort to attend the meeting when this resolution will
be discussed to answer any question the Board of Supervisors may have.
I appreciate your assistance with this effort. I can also email you a copy that can be
modified to address your locality. DCJS is requesting that we make every effort to have all of
our participating localities be as uniform as possible in adopting the resolution.
If you have questions please contact me at the above number or by email at psmith@oar-
iacc.org. Thank you for your continued support.
- Sinc~
~--d?J
S ~atricia L. Smith
uppor . .
xecutIve DIrector
to
United
way
An Equal Opportunity Employer
JOINT RESOLUTION PROVIDING FOR THE IMPLEMENTATION
OF THE COMPREHENSIVE COMMUNITY CORRECTIONS ACT FOR LOCAL
RESPONSffiLE OFFENDERS, THE PRETRIAL SERVICES ACT AND THE
ESTABLISHMENT OF THE THOMAS JEFFERSON AREA COMMUNITY
CRIMINAL JUSTICE BOARD [TJACCJB]
Whereas, the Virginia General Assembly has adopted legislation entitled the
Comprehensive Community Corrections Act for Local Responsible Offenders, Article 9
(~ 9.1-173 et. seq.) of the Code of Virginia and the Pretrial Services Act, Article 5 (~
19.2-152.2 et seq.) of the Code of Virginia, both of which were effective July 1, 1995;
and
Whereas, ~~ 9.1-174 and 19.2-152.2 of the Code of Virginia require Albemarle and
Nelson Counties and the City of Charlottesville that pursuant to ~ 53.1-82.1 were
approved for a jail project to participate and establish services and in accordance with
both Acts; and
Whereas the Counties of Flu vanna, Goochland, Greene, Louisa, Orange and Madison
have elected to participate and establish services in accordance with both Acts; and
Whereas, ~~ 9.1-178 and 19.2-152.5 of the Code of Virginia require that each county and
city establishing and operating community-based probation and pretrial services establish
a Community Criminal Justice Board, and in the case of multi-jurisdictional efforts, that
each jurisdiction mutually agree upon the number of appointments to said board.
BE IT THEREFORE RESOLVED that the County of Albemarle jointly agrees with the
City of Charlottesville and the Counties of Greene, Nelson, Madison, Fluvanna, Louisa,
Orange, and Goochland to implement the services and programs required by the
Comprehensive Community Corrections Act for Local Responsible Offenders and the
Pretrial Services Act with Albemarle County, pursuant to ~ 9.1-183, acting as the
administrator and fiscal agent on behalf of the participating localities.
BE IT FURTHER RESOLVED that Albemarle County, as administrator and fiscal agent
shall establish local community-based probation services for all of the participating
jurisdictions and for pretrial services for Albemarle, Charlottesville and Nelson pursuant
to a contract with OAR/Jefferson Area Community Corrections, and for pretrial services
for Fluvanna, Greene, Louisa, Madison and Orange Counties pursuant to a memorandum
of understanding with the Central Virginia Regional Jail Board.
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COUNTY OF ALBEMARLE, VIRGINIA
Comprehensive Annual Financial Report
Fiscal Year Ended June 30, 2006
Prepared By:
Richard M. Wiggans,
Director of Finance
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COUNTY OF ALBEMARLE, VIRGINIA
COMPREHENSIVE ANNUAL FINANCIAL REPORT
FISCAL YEAR ENDED JUNE 30, 2006
TABLE OF CONTENTS
INTRODUCTORY SECTION
Page
Title Page
Table of Contents
Letter of Transmittal
Organizational Chart
Directory of Principal Officials
GFOA Certificate of Achievement
FINANCIAL SECTION
i
iii-vi
vii-xiii
xv
xvii - xviii
xix
Independent Auditors' Report
Management's Discussion and Analysis
1-2
3-14
BASIC FINANCIAL STATEMENTS:
Government-wide Financial Statements:
Exhibit 1
Exhibit 2
Statement of Net Assets
19
Statement of Activities
20
Fund Financial Statements:
Exhibit 3
Exhibit 4
Exhibit 5
Exhibit 6
Exhibit 7
Exhibit 8
Exhibit 9
Balance Sheet-Governmental Funds
22
Reconciliation of the Governmental Funds Balance Sheet to the
Statement of Net Assets
23
Statement of Revenues Expenditures and Changes in Fund Balances~
Governmental Funds
24
Reconciliation of the Statement of Revenues, Expenditures, and Changes
in Fund Balances of Governmental Funds to the Statement of Activities
25
Statement of Net Assets-Proprietary Funds
26
Statement of Revenues, Expenses, and Changes in Fund Net Assets-
Proprietary Funds
27
Statement of Cash Flows-Proprietary Funds
28
iii
COUNTY OF ALBEMARLE, VIRGINIA
COMPREHENSIVE ANNUAL FINANCIAL REPORT
FISCAL YEAR ENDED JUNE 30, 2006
TABLE OF CONTENTS
(Continued)
Page
FINANCIAL SECTION (CONTINUED)
BASIC FINANCIAL STATEMENTS: (CONTINUED)
Fund Financial Statements: (Continued)
Exhibit 10
Statement of Fiduciary Net Assets
29
Exhibit 11
Statement of Changes in Fiduciary Net Assets-Fiduciary Funds
30
Notes to Financial Statements
31-68
REQUIRED SUPPLEMENTARY INFORMATION:
Exhibit 12
Budgetary Comparison Schedule-General Fund
71-72
Exhibit 13
Budgetary Comparison Schedule-Federal/State Grants Funds
73
Exhibit 14
Schedule of Funding Progress for the Virginia Retirement System
74
OTHER SUPPLEMENTARY INFORMATION:
Exhibit 15 Combining Balance Sheet-Non major Governmental Funds 77
Exhibit 16 Combining Statement of Revenues, Expenditures, and Changes in Fund
Balances-Nonmajor Governmental Funds 78
Exhibit 17 Combining Balance Sheet-Nonmajor Special Revenue Funds 79
Exhibit 18 Combining Statement of Revenues, Expenditures, and Changes in Fund
Balances-Nonmajor Special Revenue Funds 80
Exhibit 19 Combining Balance Sheet-Other Nonmajor Funds 81
Exhibit 20 Combining Statement of Revenues, Expenditures, and Changes in Fund
Balances-Other Nonmajor Funds 82
Exhibit 21 Combining Statement of Net Assets-Internal Service Funds 83
Exhibit 22 Combining Statement of Revenues, Expenses, and Changes in Fund Net
Assets-Internal Service Funds 84
Exhibit 23 Combining Statement of Cash Flows-Internal Service Funds 85
Exhibit 24 Combining Statement of Fiduciary Net Assets-Private Purpose
Trust Funds 86
iv
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COUNTY OF ALBEMARLE, VIRGINIA
COMPREHENSIVE ANNUAL FINANCIAL REPORT
FISCAL YEAR ENDED JUNE 30, 2006
TABLE OF CONTENTS
(Continued)
FINANCIAL SECTION (CONTINUED)
OTHER SUPPLEMENTARY INFORMATION: (CONTINUED)
Exhibit 25
Exhibit 26
Exhibit 27
Exhibit 28
Exhibit 29
Exhibit 30
Exhibit 31
Exhibit 32
Exhibit 33
STATISTICAL SECTION
Combining Statement of Changes in Fiduciary Net Assets-Private
Purpose Trust Funds
Combining Statement of Fiduciary Net Assets-Agency Funds
Statement of Changes in Assets and Liabilities-Agency Funds
Revenue and Expenditure Budgetary Comparison Schedule
Nonmajor and Other Funds
Component Unit School Board - Combining Balance Sheet
Component Unit School Board - Reconciliation of the Governmental
Funds Balance Sheet to the Statement of Net Assets
Component Unit School Board - Combining Statement of Revenues,
Expenditures, and Changes in Fund Balances
Component Unit School Board - Reconciliation of the Statement of
Revenues, Expenditures and Changes in Fund Balances of Governmental
Funds to the Statement of Activities
Component Unit School Board - School Funds - Budgetary Comparison
Schedule
Table 1 Net Assets by Component-Last Five Fiscal Years
Table 2 Change in Net Assets-Last Five Fiscal Years
Table 3 Governmental Activities Tax Revenue by Source-Last Ten Fiscal Years
Table 4 Fund Balances of Governmental Funds-Last Ten Fiscal Years
Table 5 Changes in Fund Balances of Governmental Funds-Last Ten Fiscal Years
Table 6 Assessed Value and Estimated Actual Value of Taxable Property-Last Ten
Fiscal Years
Table 7 Property Tax Rates-Last Ten Fiscal Years
Table 8 Principal Property Taxpayers-Current Year and the Period Nine Years Prior
v
Page
87
88-89
91-92
93-94
95
96
97
98
99-100
103
104-105
106-107
108-109
110-111
112
113
114
COUNTY OF ALBEMARLE, VIRGINIA
COMPREHENSIVE ANNUAL FINANCIAL REPORT
FISCAL YEAR ENDED JUNE 30, 2006
TABLE OF CONTENTS
(Continued)
STATISTICAL SECTION (CONTINUED)
Table 9 Property Tax Levies and Collections-Last Ten Fiscal Years
Table 10 Ratio of Outstanding Debt by Type Last Ten Fiscal Years
Table 11 Ratio of Net General Obligation Bonded Debt to Assessed Value and
Net Bonded Debt Per Capita-Last Ten Fiscal Years
Table 12 Legal Debt Margin Information-Last Ten Fiscal Years
Table 13 Demographic and Economic Statistics-Last Ten Fiscal Years
Table 14 Principal Employers-Current Year and Nine Years Ago
Table 15 Full-time equivalent County Government Employees by Function-Last
Ten Fiscal Years
Table 16 Outstanding Indicators by Function-Last Ten Fiscal Years
Table 17 Capital Asset Statistics by Function-Last Ten Fiscal Years
COMPLIANCE SECTION
Report Internal Control Over Financial Reporting and on Compliance and Other Matters
Based on an Audit of Financial Statements Performed in Accordance with Government
Auditing Standards
Report on Compliance with Requirements Applicable to Each Major Program
and Internal Control Over Compliance in Accordance with OMB Circular A-133
Schedule of Expenditures of Federal Awards
Notes to Schedule of Expenditures of Federal Awards
Schedule of Findings and Questioned Costs
Schedule of Prior Year Findings and Questioned Costs
vi
Page
115
116-117
119
120-121
122
123
124
125
126
127
129-130
131-133
134
135
136
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COUNTY OF ALBEMARLE
Department of Finance
401 Mcintire Road
Charlottesville, Virginia 22902-4596
Telephone (434) 296-5855
December 18, 2006
To the Honorable Board of Supervisors,
the Citizens of the County of Albemarle, and
the Financial Community:
We are pleased to present the County of Albemarle's Comprehensive Annual Financial Report (CAFR), for the
fiscal year ended June 30, 2006. Responsibility for the accuracy and completeness of the data presented
and the fairness of the presentations, including all disclosures, rests with the County. We believe the data
presented is accurate in all material aspects and that it is designed and presented in a manner to fairly set
forth the financial position and results of operations of the County as measured by the financial activity of
its various funds. All the necessary disclosures have been included to enable the reader to gain the
maximum understanding of the County's financial affairs.
The financial statements of Albemarle County are prepared in accordance with accounting and reporting
principles as determined by the Governmental Accounting Standards Board (GASBl, using the financial
reporting model as prescribed by the GASB Statement No. 34, Basic Financial Statements, and Management's
Discussion and Analysis - for State and Local Governments (GASB 34).
This report is presented in four sections: Introduction, Financial, Statistical, and Compliance. The
introduction section includes this transmittal letter, the County's organizational chart, a directory of
principal officials and a copy of the 2005 Certificate of Achievement for Excellence in Financial Reporting
from the Government Finance Officers' Association. The financial section includes the Independent Auditors'
Report, Management's Discussion and Analysis, Basic Financial Statements and notes, and Required
Supplemental Information. This section also includes supplemental data including component unit financial
statement and schedules. The statistical section includes selected financial and demographic data related to
the County, generally presented on a multi-year basis. The compliance section is required under the
provisions of the Single Audit Act of 1984 and U.S. Office of Management and Budget Circular A-133, Audits
of States. Local Governments. and Non-Profit Organizations.
THE REPORTING ENTITY AND ITS SERVICES
Albemarle County is located in central Virginia, 110 miles southwest of Washington, D.C. and 70 miles west
of the state capital in Richmond. At the center of the County is the ten-square mile City of Charlottesville.
Albemarle County's urban areas include the development area around Charlottesville, as well as the Town of
Scottsville and the Community of Crozet. Albemarle County is located within the Charlottesville
Metropolitan Statistical Area, which includes Albemarle County, Fluvanna County, Greene County, and the
City of Charlottesville.
vii
THE REPORTING ENTITY AND ITS SERVICES: (Continued)
The County of Albemarle was formed from the County of Goochland in 1744 by an act of the Virginia General
Assembly. The County is named for William Anne Keppel, the Second Earl of Albemarle, who was at that
time the Governor-General of Virginia. Scottsville was the original County seat until 1761 when the County
Government was moved to Charlottesville. The original land area included today's counties of Amherst,
Buckingham, Fluvanna, Nelson, and portions of Appomattox and Campbell Counties. The present boundaries
of the County were established in 1777. The development of the County and its 726 square miles is such
that although it contains a large urban area, it also has a considerable amount of agricultural, commercial
and industrial land.
The County adopted the County Executive form of government and organization in 1933. Under this form of
government, the County is governed by a popularly elected six-member Board of Supervisors representing
each of the County's magisterial districts. A County Executive, appointed by the Board of Supervisors, serves
as the County's chief executive officer. The County Executive is responsible for implementing policies set by
the Board of Supervisors, and for directing, coordinating, and supervising the daily activities of County
government. The County contains the independent Town of Scottsville, which is governed by an elected six-
member town council. A seven-member School Board elected by County voters oversees school issues.
The County provides a full range of governmental services. Major programs include administration, judicial,
public safety, public works, human development, parks and recreation, education, and community
development. The County also serves as fiscal agent for several City/County jointly governed entities that
include the Charlottesville-Albemarle Joint Health Center Building Fund, the Charlottesville/UVA/ Albemarle
County Emergency Communications Center, and Darden Towe Memorial Park. The County serves as fiscal
agent for the Albemarle-Charlottesville Regional Jail Authority and the Blue Ridge Juvenile Detention
Commission.
Public Schools
Albemarle County Public Schools include sixteen elementary, five middle schools, and four high schools. In
addition, the County and the City of Charlottesville jointly operate the Charlottesville-Albemarle Technical
Education Center (CATEC), which provides vocational education for local students. Albemarle County also
partners with other jurisdictions to operate Ivy Creek School, which provides alternative K-12 education for
individuals with special learning needs.
Since FY 1997, the number of public school students has risen from 11,626 to 12,446 in FY 2006. Since FY
2001, the school system has experienced a 1.7 percent increase in the number of students. All Albemarle
County schools are fully accredited by the state of Virginia. For the second year, all Albemarle County
schools met 100 percent of the requirements for the Adequate Yearly Progress (AYP) report in conjunction
with the federal No Child Left Behind Act of 2001 (NCLB). The dropout rate for 2004/05 was at 1.7 percent.
Higher Education
The County is also home to two institutions of higher learning, the University of Virginia and Piedmont
Virginia Community College. Founded in 1819 by Thomas Jefferson, the University of Virginia is situated on
188 acres and has a current student enrollment of over 20,000. In 2006, the U.S. News and World Report
ranked the University as the nation's second best public university and 24th best among all national
universities (tying with the University of Michigan). The University is comprised of the Darden Business
School; the Schools of Architecture, Commerce, Engineering, Law, Medicine, Nursing, and Education; and
the College of Arts and Sciences.
Piedmont Virginia Community College offers two-year Associates Degrees and also several four-year degree
programs in conjunction with Mary Baldwin College and Old Dominion University. PVCC also offers extensive
workforce training programs for local employees.
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Travel and Tourism
The County and immediate areas contain numerous cultural and recreational facilities and historic sites.
The travel and tourism industry contributes significantly to the local economy, generating over $212 million
in revenues in 2005 and over 2,500 jobs in the County.
Located partially within the City of Charlottesville's corporate limits, though legally within the jurisdiction
of the County, is the University of Virginia. The Lawn, Ranges and Rotunda, comprising the original
academic buildings of the University, were designed by Thomas Jefferson and are a registered national
historic landmark. Monroe Hill, the home occupied by James Monroe when he was rector of the University,
is also on the University grounds.
Jefferson's home, Monticello, is located within the County and attracts over 500,000 visitors annually. In
addition to Monticello, the County's historical heritage includes James Monroe's home, Ashlawn-Highland;
Dr. Thomas Walker's 1765 Plantation, Castle Hill; the birth site of George Rogers Clark; Patrick Henry's
family tavern, Michie Tavern; and Albemarle County's 1830 Court House. Other area attractions include the
Skyline Drive, Blue Ridge Parkway, and Shenandoah National Park, all located in the western part of the
County.
ECONOMIC CONDITION AND OUTLOOK
Albemarle County's rich historical heritage plays a part in the area's economic growth. Its location, rural
character, urban conveniences, strong educational system and superior quality of life combine to make
Albemarle an attractive, vital community. The County enjoys a healthy and stable economy characterized
by a highly skilled and educated labor force and very low unemployment. The predominant economic
sectors are education, service, manufacturing, tourism, and retail trade. Among the largest employers are
the University of Virginia, County of Albemarle, State Farm Mutual Insurance, UVA Health Services, and
Northrup Grumman Corporation.
According to the Virginia Employment Commission,
unemployment decreased slightly from the previous
year figure of 2.6 percent to 2.3 percent. The area
continues to have one of the lowest unemployment
rates in the state and, when compared to the 3.3
percent state and 4.8 percent federal unemployment
rates, Albemarle remains in good condition.
Unemployment Rates
8
6
4
2
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Retail sales in the County remained strong in calendar
year 2005, the same $1.1 billion as in 2004. Retail sales
figures for the first and second quarters of 2006 look
very promising, with $602 million in retail sales being
reported compared to $557 million in the first and
second quarters of 2005.
ix
Residential and Commercial Construction
Number of New Units
The value of new construction activity in
calendar year 2005 increased from the prior year.
Permits issued for residential construction were
up 21 percent from calendar 2004, and the value
of this construction was $215,841 ,361 . The
number of new commercial permits increased 42
percent from last year with a total value of
$34,793,179.
800
700
::l 600
:5 500
~ 400
.,
11 300
:i 200
100
o
Fiscal Year
There are several projects being proposed for
future development within Albemarle County,
including Rivanna Village, Biscuit Run, and the
Hollymead Town Center.
1998 1999 2000 2001 2002 2003 2004 2005 2006
Rivanna Village is a proposed residential and commercial development on approximately 95 acres near the
entrance to the Glenmore Community on Route 250 East. There is a possibility of up to 500 dwelling units in
single-family detached homes, townhouses, and apartments as well as up to 125,000 square feet of offices,
retail commercial and hospitality uses. A public park of approximately 18 acres is also proposed.
Biscuit Run, also known as Fox Ridge, is a proposed residential and commercial development of
approximately 920 acres south of the City of Charlottesville between Old Lynchburg Road and Route 20
south. A maximum of 3,500 dwelling units in single-family detached homes, townhouses, and apartments is
currently proposed as well as well as up to 240,000 square feet of retail commercial and office uses. A
public school and park are also being proposed.
Hollymead Town Center is a mixed-use of residential and commercial units. Businesses currently operating
in the Town Center include Target, Harris Teeter, TGI Fridays, and Game Stop. Currently there is a
proposed residential development on approximately 47 acres behind the Town Center business park. This
would include up to 960 dwelling units with an additional 440,000 square feet of commercial, office, hotel,
and services uses.
Demographic Information
The U.S. Census Bureau calculated Albemarle County's population to be 89,600 in 2004 and estimates the
2005 population to be 90,400. Albemarle County is the 19th most populous county in Virginia. Median
household family income was estimated at $53,104 in 2003. The average annual population growth rate for
Albemarle County over the past five years has been approximately 2 percent. If the County continues to
grow at that rate, the County's population is expected to reach 97,400 by the year 2010.
Single-family detached housing units continued to account for the majority of the housing units within the
County, representing 62.25 percent of total dwellings. Duplexes accounted for 19.86 percent, mobile homes
6.24 percent, single-family attached units 5.96 percent; multi-family units 4.88 percent and single-family
townhouses comprised 0.81 percent of housing units.
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MAJOR INITIATIVES
Current Initiatives
During fiscal year 2006, the County undertook or continued initiatives in the following areas:
· Renovation and refurbishment of the Lane Auditorium (COB-Mcintire), to serve as a venue for large
meetings and productions, while introducing the flexibility to serve as an everyday Board room.
Renovations are scheduled to be completed in FY 2007.
· The City of Charlottesville and the County share certain court facilities. Renovations and expansion
of the existing joint City/County Juvenile Court Facilities commenced during FY 2004. This
expansion/renovation will add approximately 15,000 square feet to the existing facility and provide
space not only for Juvenile Court growth, but also for the Court Services Unit and the Albemarle
County Sheriff's Office. The current facility, which houses the Juvenile Court, will be renovated to
include a new fa~ade for the front of the building and a four-story addition to the rear of the
building. A three-story parking garage will provide additional secure parking for judges and staff,
plus flat surface parking for visitors.
· Parks and Recreation continues to improve recreational facilities for the enjoyment of the
community. Examples of projects are new cashier booths, restroom upgrades, and beach area
enhancement.
· In Public Safety, the County continued to contribute funding for the Police mobile data technology.
This project will outfit the Police Department patrol vehicles with laptop computers, wireless
interfaces with radios and the Computer Aided Dispatch System. It will also provide officers timely
access for records information in their patrol vehicle. The County was also successful in funding the
replacement of volunteer Fire & EMS apparatus. This is an initiative to standardize apparatus to
address operability, reliability, and safety issues.
· Each year, the County participates in the Revenue Sharing Road Program in which the State provides
funds for the construction, maintenance, and/or improvement of secondary roads. Participation in
the program requires the locality to provide a dollar for dollar match of the awarded amount.
· In FY 2005, the County embarked on a complete "state of the art" system conversion for key human
resources, financial, and program management functions. Microsoft, Inc., and the County are in the
process of determining the function and matrix of these integrated systems. The outlook for the
project, known as Access Albemarle, indicates "live" systems will be operational in FY 2007 and FY
2008.
Future Initiatives
· Completion of renovations in the Lane Auditorium, as well as renovation to the previous Police
Department area. This newly renovated area will now house the Community Development
department. There is also a proposed reorganization of the offices for the Board of Supervisors,
County Executive, and General Services.
· Continued contribution to provide funding for the future construction of three County fire/rescue
stations. The stations are currently planned to be located in the Hollymead/Piney Mountain
(Northern), Pantops Mountain, and Ivy area. In addition, funding will continue to provide additional
fire and EMS apparatus to be housed at various volunteer fire stations throughout the County.
xi
MAJOR INITIATIVES: (Continued)
Future Initiatives: (Continued)
. Continued funding to construct a new 22,567 sq. ft. library to replace the existing Crozet Library.
Based on figures and guidelines from the Community Facilities Plan, the present library does not
meet minimum requirements. In addition, the location of the present library does not lend itself to
expansion.
. Continued funding for urban infrastructure projects such as the Neighborhood Plan implementation,
Transportation Improvement Program, Sidewalk Construction Program, and the Roadway Landscaping
Program. Increase funding to $1,000,000 annually for the Revenue Sharing Road Program.
. Continued funding for County technology upgrades including Access Albemarle, GIS, and basic
computer upgrades.
FINANCIAL INFORMATION
Internal Control Structure
The management of Albemarle County is responsible for establishing and maintaining internal controls.
Estimates and judgments by management are required to assess the expected benefits and related costs of
internal control policies and procedures. Internal controls are designed to provide reasonable, but not
absolute, assurance (1) that County assets are safeguarded against unauthorized use or disposition and, (2)
financial transactions are conducted properly and in accordance with County policy.
Budgetary Controls
Budgetary controls are established to ensure compliance with the annual appropriation ordinance adopted
by the Board of Supervisors. General, School, Debt Service, and School Self-Sustaining Funds are included in
this ordinance. A separate appropriation, approved by the Board of Supervisors, is adopted for the General
Government and Education Capital Improvement Funds.
Budgetary controls are maintained at the department level. All purchase orders are reviewed prior to
issuance to confirm sufficient appropriated balances exist. Purchase orders that would result in over-
expenditures are not released until additional funds are appropriated. Open encumbrances are carried
forward at year-end and generally reappropriated.
Cash Management
The County uses a pooled cash approach that allows a greater degree of investment flexibility and return on
investment. All County funds are invested in instruments allowed by the Code of Virginia. Chapter 3, Title
26. The County utilizes the Local Government Investment Pool (LGIP) and other money market funds that
hold only government securities.
Risk Management
The County participates in a public entity risk pool that provides consolidated health care benefits for their
employees. The plan is based on a service contract with a private carrier in which bills are derived from
actual expenses incurred or claims filed. The participating entities have established a reserve fund to
protect against catastrophic losses and excess claims. Each participating entity is responsible for payment
amounts billed by the County.
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FINANCIAL INFORMATION: (Continued)
Risk Management: (Continued)
The County and School Board contracts with the Virginia Municipal Group Self-Insurance Association and the
School Systems of Virginia to provide worker's compensation coverages. The associations may assess all
members based on the proportion that their premium bears to the total premium of all members should the
association suffer a deficit and depletion of all its assets.
Property damage, employee crime and dishonesty, general liability, public officials, and law enforcement
liability coverages are provided through the Virginia Municipal League Liability Pool and are similar to the
Virginia Municipal Group Self-Insurance Association.
OTHER INFORMATION
Independent Audit
The Commonwealth of Virginia requires that the financial statements of the County be audited by an
independent certified public accountant. The accounting firm of Robinson, Farmer, Cox Associates has
performed an audit for the County for the fiscal year ended June 30, 2006. The auditors opinion is included
in this report.
Certificate of Achievement
The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Certificate
of Achievement for Excellence in Financial Reporting to the County of Albemarle, Virginia, for its
comprehensive annual financial report for the fiscal year ended June 30, 2005. This was the eleventh
consecutive year that the government has achieved this prestigious award. In order to be awarded a
Certificate of Achievement, a government must publish an easily readable and efficiently organized
comprehensive annual financial report. This report must satisfy both generally accepted accounting
principles and applicable legal requirements.
A Certificate of Achievement is valid for a period of one year only. We believe that our current
comprehensive annual financial report continues to meet the Certificate of Achievement Program's
requirements and we are submitting it to the GFOA to determine its eligibility for another certificate.
Acknowledgements
I would like to express my appreciation to the staff of the Finance Department for their commitment and
dedication to the financial management of the County and the preparation of this report. I would also like
to thank the County Board of Supervisors and the County Executive Staff for their support of the County's
financial operations in a responsible and progressive manner.
Respectfully,
~1f\_1 _"\~.
Richard M. Wiggans "-'-\
Director of Finance
xiii
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COUNTY OF ALBEMARLE, VIRGINIA
BOARD OF SUPERVISORS
Dennis S. Rooker, Chairperson
Kenneth C. Boyd, Vice-Chair
David Slutzky
Sally H. Thomas
David C. Wyant
Lindsay G. Dorrier, Jr.
Ella W. Carey, Clerk
SCHOOL BOARD
Sue B. Friedman, Chairperson
Pamela R. Moynihan, Vice-Chair
Barbara Massie Mouly
Diantha H. McKeel
Steve H. Koleszar
Brian Wheeler
Jon Stokes
Jennifer W. Johnston, Clerk
xvii
COUNTY OF ALBEMARLE, VIRGINIA
OTHER OFFICIALS
County Executive
School Superintendent
Assistant County Executive
Assistant County Executive
Clerk of the Circuit Court
Judge of the Circuit Court
Commonwealth Attorney
County Attorney
Director of Office of Management and Budget
Director of Information Services
Director of Community Development
Extension Agent
Director of Finance
Clerk of the General District Court
Judge of the General District Court
Director of Zoning
Director of Emergency Communications Center
Director of Parks and Recreation
Director of Human Resources
Director of Planning
Chief of Police
Registrar
Sheriff
Director of Social Services
Director of General Services
Director of Inspections/Building Official
Director of Housing
Fire Chief
Robert W. Tucker, Jr.
Dr. Pamela Moran
Roxanne W. White
Thomas C. Foley
Shelby J. Marshall
Paul M. Peatross, Jr.
James L. Camblos, III
Larry W. Davis
Melvin A. Breeden
Michael C. Culp
Mark B. Graham
Peter L. Warren
Richard M. Wiggans
Phyllis L. Stewart
William G. Barkley
Amelia G. McCulley
Thomas A. Hanson
Patrick K. Mullaney
Kimberly L. Suyes
Vincent W. Cilimberg
John F. Miller
Richard J. Washburne
Edgar S. Robb
Katherine A. Ralston
George A. Shadman, Jr.
Jay Schlothauer
Ron White
Dan Eggleston
xviii
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Certificate of
Achievement
for Excellence
in Financial
Reporting
Presented to
County of Albemarle,
Virginia
Forits Comprehensive Annual
Financial Report
for the Fiscal Year Ended
June 30, 2005
A Certificate of Achievement for Excellence in Financial
Reporting is presented by the Government Finance Officers
Association of the United States and Canada to
government units and public employee retirement
systems whose comprehensive annual financial
reports (CAFRs) achieve the highest
standards in government accounting
and financial reporting.
~.~
President
~/~
Ex~utive Director
xix
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ROBINSON~ FARMER~ COX ASSOCIATES
CERTIFIED PUBliC ACCOUNTANTS
A PROFESSIONAL liMITED liABILITY COMPANY
Independent Auditors' Report
To the Board of Supervisors
County of Albemarle, Virginia
We have audited the accompanying financial statements of the governmental activities, the aggregate
discretely presented component unit, each major fund, and the aggregate remaining fund information of the
County of Albemarle, Virginia (the "County"), as of and for the year ended June 30, 2006, which collectively
comprise the County's basic financial statements as listed in the table of contents. These financial
statements are the responsibility of the County of Albemarle, Virginia's management. Our responsibility is
to express an opinion on these financial statements based on our audit.
We conducted our audit in accordance with auditing standards generally accepted in the United States of
America; the standards applicable to financial audits contained in Government Auditing Standards, issued
by the Comptroller General of the United States; and the Specifications for Audits of Counties, Cities, and
Towns, issued by the Auditor of Public Accounts of the Commonwealth of Virginia. Those standards require
that we plan and perform the audit to obtain reasonable assurance about whether the financial statements
are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the
amounts and disclosures in the financial statements. An audit also includes assessing the accounting
principles used and the significant estimates made by management, as well as evaluating the overall
financial statement presentation. We believe that our audit provides a reasonable basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in all material respects, the
respective financial position of the governmental activities, the aggregate discretely presented component
unit, each major fund, and the aggregate remaining fund information of the County of Albemarle, Virginia,
as of June 30, 2006, and the respective changes in financial position and cash flows, where applicable,
thereof for the year then ended in conformity with accounting principles generally accepted in the United
States of America.
In accordance with Government Auditing Standards, we have also issued our report dated October 20, 2006
on our consideration of the County of Albemarle, Virginia's internal control over financial reporting and on
our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and
other matters. The purpose of that report is to describe the scope of our testing of internal control over
financial reporting and compliance and the results of that testing, and not to provide an opinion on the
internal control over financial reporting or on compliance. That report is an integral part of an audit
performed in accordance with Government Auditing Standards and should be considered in assessing the
results of our audit.
The Management's Discussion and Analysis and required supplementary information as listed in the table of
contents, are not a required part of the basic financial statements but are supplementary information
required by accounting principles generally accepted in the United States of America. We have applied
certain limited procedures, which consisted principally of inquiries of management regarding the methods of
measurement and presentation of the required supplementary information. However, we did not audit the
information and express no opinion on it.
Our audit was conducted for the purpose of forming an opinion on the financial statements that collectively
comprise the County of Albemarle, Virginia, basic financial statements. The introductory section, combining
and individual nonmajor fund financial statements, and statistical tables are presented for purposes of
additional analysis and are not a required part of the basic financial statements. The accompanying
schedule of expenditures of federal awards is presented for purposes of additional analysis as required by
U.S. Office of Management and Budget Circular A-133, Audits of States, Local Governments, and Non-Profit
Organizations, and is also not a required part of the basic financial statements of the County of Albemarle,
Virginia. The combining and individual nonmajor fund financial statements and the schedule of expenditures
of federal awards have been subjected to the auditing procedures applied in the audit of the basic financial
statements and, in our opinion, are fairly stated in all material respects in relation to the basic financial
statements taken as a whole. The introductory section and statistical tables have not been subjected to the
auditing procedures applied in the audit of the basic financial statements and, accordingly, we express no
opinion on them.
e~~,4 ~Ud&~~
Charlottesville, Virginia
October 20, 2006
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MANAGEMENT'S DISCUSSION AND ANALYSIS
The management of the County of Albemarle presents the following discussion and analysis as an
overview of the County of Albemarle's financial activities for the fiscal year ending June 30, 2006. We
encourage readers to read this discussion and analysis in conjunction with the transmittal letter and the
County's financial statements.
Financial Hiahliszhts for FY 2006
Highlights for Government-wide Financial Statements
· At the close of the fiscal year, the assets of the County, excluding its component unit, exceeded its
liabilities by $75,281,098. Of this amount, $38,930,845 is unrestricted and may be used to meet the
government's ongoing obligations to citizens and creditors.
· For the fiscal year, general and program revenues of the County's governmental activities were
$195,364,028 and expenses amounted to $181,445,320. The County's total net assets increased
$13,918,708, which represents a 22.68% increase from 2005.
Highlights for Fund Financial Statements
· As of June 30, 2006, the County governmental funds reported combined fund balances of
$61,960,002, an increase of $6,453,002 in comparison with the prior year. Approximately 42.86% of
the combined fund balances, $26,553,039, is available to meet the County's current and future
needs.
· The General Fund reported a fund balance of $26,846,036, an increase of $5,596,237 from June 30,
2005.
General Financial Highlights
· On November 10, 2005, the County issued $7,380,000 in bonds through the Virginia Public School
Authority to finance several education related projects. This issue increased the County's total debt
to $112,271,071.
OVERVIEW OF THE FINANCIAL STATEMENTS
This Comprehensive Annual Financial Report consists of four sections: introduction, financial, statistical,
and compliance.
· The introductory section includes the transmittal letter, the County's organizational chart, a list of
principal officers and a copy of the 2005 Certificate of Achievement for Excellence in Financial
Reporting from the Government Finance Officers' Association.
· The financial section has four component parts - management's discussion and analysis (this section),
the basic financial statements which include government-wide financial statements and fund financial
statements, required supplementary information, and other supplementary information.
· The statistical section includes selected financial and demographic data related to the County,
generally presented on a multi-year basis.
3
. The compliance section is required under the provisions of the Single Audit Act of 1984 and the U.S.
Office of Management and Budget circular A-133, Audits of State. Local Governments and Non-profit
Organizations.
Components of the Financial Section
I.......................................................................................................................................................................1
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. .
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Management's
Discussion &
Analysis
Basic Financial
Statements
Required
Supplemental
Information
Independent
Auditor's
Report
Government-
wide Financial
Statements
Fund Financial
Statements
Component Unit
Financial
Statements
Notes to the
Financial
Statements
. .
...............................................................................................................................................................................
<2ma~
De'>
In the past, the primary focus of local government financial statements has summarized fund type
information on a current financial resource basis. This approach was modified in fiscal year 2002 and
now consists of two kinds of statements, each with a different view of the County's finances. The
government-wide financial statements provide both long-term and short-term information about the
County's overall financial status. The fund financial statements, which have been provided in the past,
focus on individual parts of the County's government, reporting the County's operations in more detail
than the government-wide statements. The basic financial statements also contain notes to explain, in
greater detail, the information found in the financial statements.
Government-wide Financial Statements
The government-wide financial statements report information about the County as a whole using
accounting methods similar to those found in the private sector. They also report the County's net assets
and how they have changed during the fiscal year.
The first government-wide statement - the Statement of Net Assets - presents information on all of the
County's assets and liabilities. The difference between assets and liabilities, net assets, can be used as
one way to measure the County's financial health, or financial condition. Over time, increases or
decreases in the net assets can be one indicator of whether the County's financial condition is improving
or deteriorating. Other non-financial factors will also need to be considered, such as changes in the
County's property tax base and the condition of County facilities.
The second statement - the Statement of Activities - presents information using the accrual basis
accounting method and shows how the County's net assets changed during the fiscal year. All of the
current year's revenues and expenses are shown in the statement of activities, regardless of when cash is
received or paid.
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The government-wide statements are divided into the following three categories:
Governmental Activities: Most of the County's basic services are reported here, including general
administration, judicial administration, public safety, public works, health and welfare, education,
parks and recreation, and community development. These activities are financed primarily by
property taxes, other local taxes, and federal and state grants. Governmental funds and internal
service funds are included in the governmental activities.
Business-tvpe Activities: Albemarle County does not have any business-type activities.
Discretelv Presented Component Unit: The County includes the Albemarle County Public Schools in its
annual financial report. Although legally separate, this component unit is important because the
County is financially accountable for it.
Fund Financial Statements
Traditional users of government financial statements will find the fund financial statements more
familiar. These statements provide more detailed information about the County's most significant funds.
Funds are used to ensure compliance with finance-related legal requirements and are used to keep track
of specific sources of revenues and expenses for particular purposes. The County has three kinds of
funds:
Governmental Funds - Most of the County's basic services are included in governmental funds, which
focus on (1) how cash and other financial assets that can readily be converted to cash flow in and out
and (2) the balances remaining at year-end that are available for spending. The governmental funds
financial statements provide a detailed short-term view that helps the reader determine whether
there are financial resources that can be spent in the near future to finance the County's programs.
Because this information does not encompass the additional long-term focus of the government-wide
statements, additional information is provided with the fund's financial statements to explain the
relationship (or differences). The General Fund is the main operating account of the County and
therefore, the largest of the governmental funds. All other governmental funds, which include
special revenue funds and debt service funds, are collectively referred to as non-major governmental
funds. The Federal/State Grants Fund (special revenue fund) and the General Capital Improvements
Fund (capital projects) are also considered to be major funds.
Proprietary Funds - Proprietary funds, which consist of enterprise funds and internal service funds,
operate in a manner similar to private business enterprises in which costs are recovered primarily
through a user charge. Proprietary fund financial statements provide both long and short-term
financial information. The County does not have an enterprise fund, but does have four internal
service funds: health insurance fund, dental plan pool fund, duplication fund, and vehicle
replacement fund. These funds are funded by charging County departments and the School Board on a
cost reimbursement basis.
Fiduciarv Funds - Fiduciary funds are used to account for resources held by the County for the benefit
of parties outside the government. Fiduciary funds are not reflected in the government-wide
statements because the funds are not available to support the County's programs. The County's
fiduciary funds consist of private purpose trust funds and agency funds. The funds are used to
account for monies received, held, and disbursed on behalf of certain developers, housing programs,
recipients of scholarship funds, the Commonwealth of Virginia, and certain other agencies and
governments.
5
FINANCIAL ANALYSIS OF THE COUNTY AS A WHOLE
Statement of Net Assets:
The following table reflects the condensed Statement of Net Assets:
Governmental Component Total
Activities Unit Entity
2006 2005 2006 2005 2006 2005
Assets:
Current and other assets $ 84,819 $ 76,056 $ 26,064 $ 25,788 $ 110,883 $ 101,844
Capital Assets (net) 112,808 108,854 62,302 60,331 175,110 169,185
Total Assets $ 197,627 $ 184,910 $ 88,366 $ 86,119 $ 285,993 $ 271,029
Liabilities:
Other Liabilities $ 10,075 $ 12,465 $ 15,807 $ 14,153 $ 25,882 $ 26,618
Long-term liabilities 112,271 111 ,083 1,938 1,833 114,209 112,916
Total Liabilities $ 122,346 $ 123,548 $ 17,745 $ 15,986 $ 140,091 $ 139,534
Net Assets:
Invested in capital assets,
Net of related debt $ 7,756 $ 7,989 $ 62,302 $ 60,331 $ 70,058 $ 68,320
Restricted 28,594 25,397 3,125 2,860 31,719 28,257
Unrestricted 38,931 27,976 5,194 6,942 44,125 34,918
Total net assets $ 75,281 $ 61,362 $ 70,621 $ 70,133 $ 145,902 $ 131,495
The Commonwealth of Virginia requires that counties, as well as their financial dependent component
units, be financed under a single taxing structure. This results in counties issuing debt to finance capital
assets, such as public schools, for their component units. For the purpose of this financial statement, the
debt and correlating asset (or portion therefore) is recorded as an asset and long-term liability of the
primary government. GASB Statement No. 14, as amended by GASB Statement No. 39, The Financial
Reporting Entity, requires that the primary government and its component units, which make up the
total reporting entity, be accounted for separately on the face of the basic financial statements. The net
assets of the total financial reporting entity best represent the entity's financial position. In the case of
the County's reporting entity, total assets exceeded liabilities by $145,902,631 at June 30, 2006, a
10.95% increase from June 30, 2005. The largest portion of the reporting entity's net assets,
$70,058,209, reflects investment in capital assets (e.g., land, building, and equipment), less the
outstanding debt associated with the asset acquisition. The restricted net assets, which increased
$3,462,402 from the previous year, represent resources that are primarily reserved for capital projects.
Total assets increased $14,964,334 from 2005 primarily as a result of general property tax collection and
construction on several school renovations. Total liabilities increased by $556,616 as a result of an
additional borrowing from the Virginia Public School Authority to finance school construction.
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Statement of Activities
The following table presents revenues and expenses of governmental activities:
Revenues:
Program Revenues:
Charges for Services S
Operating grants and contributions
Capital grants and contributions
General Revenues:
General property taxes, real and personal
Other taxes
Grants and contributions not restricted
Use of Money and Property
Miscellaneous Revenue
Total Revenues S
Expenses:
General Government S
Judicial Administration
Public Safety
Public Works
Health and Welfare
Education
Parks, Recreation, and Cultural
Community Development
Interest on long-term debt
Total Expenses S
Increase (decrease) in net assets S
Beginning net assets
Ending net assets S
Governmental Activities
2006 2005
Total %
Change
2006-2005
3,848 S 3,371 14.15%
19,689 18,293 7.63%
71 8 787.50%
107,172 96,258 11.34%
44,357 39,585 12.06%
16,756 15,667 6.95%
3,150 1,757 79.28%
321 68 372.06%
195,364 S 175,007 11.63%
9,140 S 12,319 -25.81%
3,398 2,929 16.01%
25,232 19,763 27.67%
3,178 2,461 29.13%
19,332 17,208 12.34%
91,153 83,475 9.20%
5,537 5,042 9.82%
19,461 17,298 12.50%
5,013 5,076 -1.24%
181,444 S 165,571 9.59%
13,919 S 9,436 47.51%
61 ,362 51,926 18.17%
75,281 S 61 ,362 22.68%
Revenues from capital grants and contributions increased over 787% from 2005 primarily as a result of
state revenue associated with the County's Greenroof project and the Clerk of the Courts document
imaging initiative. General property tax collections increased 11.34% reflecting a full year's collection of
real estate taxes based on the 2005 reassessment. Other taxes increased 12.06% primarily due to
stronger local sales and use tax, business license, and meals tax revenues. Investment earnings increased
due to the up turn of short term interest rates. Miscellaneous revenue increased due to the anticipated
reimbursement from the Blue Ridge Juvenile Detention Center (BRJDC).
General Government experienced a double-digit decrease in total expenditures during FY 2006 due to the
reclassification of internal service fund expenditures from FY 2005. Public Safety and Public Works
experienced double-digit increases due to several capital projects applicable to those functional areas.
7
Governmental Activities - Revenues by Sources
For the Fiscal Year Ended June 30, 2006
Governmental activities total net assets increased
by $13,918,708. The increase is due to an 11.63%
increase in total governmental revenues compared
to a 9.59% increase in total expenses. Revenues
from governmental activities totaled
$195,364,028. Taxes comprise the largest source
of these revenues, totaling $151,528,966 or
77.56% of all governmental activities revenue. Of
this amount, real and personal property taxes
comprise 70.73% of the taxes collected.
Grants and
Contributions
not restricted
8.58%
Charges for
services
1.97%
Operating
grants
10.08%
Other Taxes
22.70%
Capital Grants
0.04%
Use of Money
& Property
1.61%
General
Property Taxes
54.86%
Governmental Activities - Expenses by Function
For the Fiscal Year Ended June 30, 2006
Interest on
long-term
debt 2.76%
General Govt.
5.04%
Public Works
1.75%
The total cost of all governmental activities for
this fiscal year was $181,445,320. The chart
illustrates that Education continues to be the
County's largest program and highest priority with
expenses totaling $91,153,455. Public Safety
expenses, which total $25,232,013, represents the
second largest expense, followed by Community
Development at $19,461,447 with Health and
Welfare expenses only 0.67% less which total
$19,332,236.
Parks
3.05%
Public Safety
13.91 %
Community
Development
10.73%
Health & Welfare
10.65%
For the County's governmental activities, the net expense (total cost less fees generated by the activities
and program-specific governmental aid) is illustrated in the following table.
Total Cost of Services Net Cost of Services
Percentage Percentage
2006 2005 Change 2006 2005 Change
General Government S 9,140,353 S 12,319,083 -25.80% S 8,612,303 S 11,535,828 -25.34%
Judicial Administration 3,398,347 2,929,281 16.01% 1,742,223 1,426,956 22.09%
Public Safety 25,232,013 19,763,162 27.67% 19,722,852 16,166,449 22.00%
Public Works 3,178,249 2,461,385 29.12% 1,694,637 1,299,705 30.39%
Health 8: Welfare 19,332,236 17,207,907 12.35% 5,257,269 6,638,989 -20.81%
Education 91,153,455 83,475,255 9.20% 91,141,455 83,475,255 9.18%
Parks, Recreation 8: Culture 5,536,680 5,042,137 9.81% 5,244,232 4,773,736 9.86%
Community Development 19,461,447 17,297,779 12.51% 19,409,753 13,506,827 43.70%
Interest on long-term debt 5,012,540 5,076,267 -1.26% 5,012,540 5,076,267 -1.26%
Total S 181,445,320 S 165,572,256 9.59% S 157,837,264 S 143,900,012 9.69%
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For the year ended June 30, 2006, governmental activities generated $3,847,787 in program revenues
from users of services provided by the activity, as compared to $3,371,066 for FY 2005. Grant and
contributions revenues that subsidize certain programs and activities totaled $19,689,165, increasing
$1,396,283 when compared with 2005.
Net Cost of Services
FY 2006 and FY 2005
Interest on long-term debt
Community Development
Parks, Recreation
Education
Health & Welfare
~
o Public Works
en
.s
~ Public Safety
Judicial Admin.
General Govt.
00 10000 20000 30000 40000 50000 60000 70000 80000 90000 100000
Dollars (in thousands)
FINANCIAL ANALYSIS OF THE COUNTY'S FUNDS
As of June 30, 2006, the County's governmental funds reported a combined ending fund balance of
$61,960,002, an increase of $6,453,002 in comparison with the prior year. Approximately 42.86%
($26,553,039) is available for spending at the government's discretion (undesignated fund balance). The
remainder of fund balance is reserved and committed to be used for items such as existing purchase
orders ($1,392,472), capital projects ($30,433,281), debt service ($3,512,705), and other purposes
($68,505).
The General Fund is the main operating fund of the County. At the end of the current fiscal year,
general fund had an unreserved fund balance of $26,777,531 and a reserved fund balance of $68,505.
The general fund's liquidity can be measured by comparing both unreserved fund balance and total fund
balance to total fund expenditures. Unreserved fund balance represents 16.77% of total fund
expenditures, while total fund balance represents 16.82% of that same amount. The County's general
fund balance increased $5,596,237, primarily as a result of a 13.35% increase in revenue due to tax
collection compared to a 7.05% increase in expenditures.
· The General Fund contributed $80.9 million in operating funds to finance the Schools operations. The
General Fund also transferred $8.1 million of bond proceeds from the issuance of general obligation
bonds to the School Capital Projects Fund.
· The Capital Improvement Fund's total fund balance increased $1,196,713 to $28,593,910, primarily as
a result of an increase in the categories of: Use of money and property and Recovered costs.
· In the Capital Improvement Fund, the County expended $13.27 million with $2.93 million being used
to upgrade the County's primary financial system, $2.05 million to renovate the Juvenile Court
buildings, and $1.12 million for capital costs associated with the remediation of the Ivy landfill.
9
BUDGETARY HIGHLIGHTS
General Fund
The following table provides a comparison of original budget, final budget and actual revenues and
expenditures in the general fund:
Original Amended
Budget Budget Actual
Revenues:
Taxes $ 141,879,458 $ 141,879,458 $ 149,202,053
Other 4,405,936 4,663,715 5,521,101
Intergovernmental 26,665,099 26,738,556 27,651,977
Total $ 172,950,493 $ 173,281,729 $ 182,375,131
Expenditures:
Expenditures $ 163,270,056 $ 162,504,238 $ 159,628,965
Excess (deficit) of revenues over expenditures $ 9,680,437 $ 10,777,491 $ 22,746,166
Other Financing Sources (Uses):
Long term debt issued $ 7,786,000 $ 7,786,000 $ 7,380,000
Bond Premium 412,274
Transfers In 3,649,034 8,810,864 1,907,813
Transfers Out (21 ,115,471) (27,374,355) (26,850,016)
Total $ (9,680,437) $ (10,777,491) $ (17,149,929)
Change in Fund Balance $ - $ - $ 5,596,237
The final amended budget appropriations, including expenditures and transfers out, exceeded the
original appropriation by $5,493,066. This increase is due primarily to:
. Reappropriation of funds for uncompleted projects and prior year purchase order commitments.
. Appropriation of Fund Balance was included as a true Transfer In.
. Transfer of $2.56 million in FY 2005 expenditure savings to the Capital Improvement Fund.
Actual revenues were $9,093,402, or 5.25% more than final budget amounts and actual expenditures were
$2,875,273 or 1.77% less than final budget amounts. Highlights of the comparison of final budget to
actual figures for the fiscal year ended June 30, 2006, include the following:
. Actual tax revenues exceeded budgeted amounts by $7,322,595 primarily due to higher than
anticipated property, local sales, business license, utility, and recordation taxes. Property tax
revenues increased as a result of a stronger initiative to collect delinquencies as well as a full year's
collection of real estate tax based on the January 1, 2005 reassessment. Local sales and business
license taxes increased as a result of an improving economic outlook in the area. Recordation taxes
were higher than anticipated reflecting a growing housing market for the area.
. Actual inter-governmental revenues were $913,421 more than budgeted primarily as a result of
Personal Property Tax Relief credit from the State.
. Actual general government expenditures were $450,112 less than budgeted as a result primarily due
to savings in the Human Resources and Finance departments.
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· Expenditures in public works were $730,748 less than budgeted as a result primarily of uncompleted
projects carried forward to FY 2007.
· Expenditures for community development were $687,316 less than budgeted primarily due to delaying
consultant fees for the development area's study.
CAPITAL ASSETS AND LONG-TERM DEBT
Capital Assets
As of June 30, 2006, the County's investment in capital assets totaled $112,807,815 as summarized
below:
Capital Assets as of June 30, 2006
Other
improvements
2.17%
Buildings and
improvements
20.45%
Construction in
progress
0.79%
Furniture,
equipment, and
vehicles
6.98%
School land and
construction in
progress
0.61%
School building
and improvements*
62.43%
During Fiscal Year 2006, the County's net capital assets (including additions, decreases, and depreciation)
increased $3,953,713, or 3.63%, as summarized below:
Balance Net Additions Balance
June 30, 2005 and Deletions June 30, 2006
Land and land Improvements $ 6,385,637 $ 377,055 $ 6,762,692
Construction in progress 451,197 437,588 888,785
School land and construction in progress 4,195,585 (3,503,974) 691,611
Buildings and improvements 34,086,846 1,059,505 35,146,351
School building and improvements. 81,712,228 3,527,957 85,240,185
Furniture, equipment, and vehicles 15,691,385 5,257,374 20,948,759
Other improvements 6,808,377 67,199 6,875,576
Total Capital Assets S 149,331,255 S 7,222,704 S 156,553,959
Less accumulated depreciation and
amortization (40,477,153) (3,268,991 ) (43,746,144)
Total capital assets, net S 108,854,102 S 3,953,713 S 112,807,815
* School Board capital assets are jointly owned by the County (primary government) and the component
unit School Board. The County share of the School Board capital assets is in proportion to the debt
owed on such assets by the County. The County reports depreciation on these assets as an element of
its share of the costs of the public school system.
11
This year's major capital asset events included the following:
. Renovate and refurbish the Lane Auditorium, to serve as a venue for large meetings and productions,
while introducing the flexibility to serve as an everyday Board room.
. Acquisition of EMS vehicles to enhance the delivery of services provided by the volunteer fire
departments and rescue squads in the County.
. The development of the County's state-of-the-art Enterprise Resource Planning (ERP) system. This
system will connect major functions in human resources, taxation, and all financial activities.
. On-going renovations and additions to several schools including the Jouett-Greer site configuration,
Monticello High School Gym and Auditorium, that were substantially funded through bonds issued
through the Virginia Public School Authority.
More detailed information regarding capital assets can be found in Note 7 of the Notes to Financial
Statements.
Long-term Debt
. In November 2005, the County participated in the bond sale of the Virginia Public School Authority
receiving bond proceeds in the amount of $7,380,000, plus a premium on the debt issue totaling
$412,274. These bonds will mature incrementally over the next 20 years and will be used to finance
several school construction projects.
. In FY 2006, Albemarle County, Albemarle County School Board, Albemarle County Service Authority
and several other entities established a public entity risk pool to provide for a consolidated dental
care benefits plan for their employees. The plan is based on a service contract with a private carrier
in which bills are derived from actual expenses incurred or claims filed. The participating agencies
have established a reserve fund to meet any potential liability. Each participation agency is
responsible for paying amounts billed by the County.
With the issuance of this additional debt, the County has a net increase in its long-term obligations of
$98,028, as summarized in the following chart:
Amounts Amounts
Payable Net Increase Payable
July 1, 2005 (Decrease) June 30, 2006
Primary Government
Claims payable $ 1,089,863 $ 783,046 $ 1,872,909
Public facility revenue bonds 17,135,000 (715,000) 16,420,000
Capital lease obligations 6,206,827 (670,199) 5,536,628
General obligation bonds - schools 83,165,000 565,000 83,730,000
State Literary Fund loans - schools 600,000 (200,000) 400,000
Deferred amount for issuance premiums 1,672,992 227,124 1,900,116
Compensated absences 2,303,361 108,057 2,411,418
Total $ 112,173,043 $ 98,028 $ 112,271 ,071
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As of June 30, 2006, the County's long-term obligations total $112,271,071 and can be summarized as
follows:
Long- Term Obligations
Primary Government
As of June 30, 2006
State
Literary
Fund loans
0.75%
Capital lease
obligations
4.93%
Claims payable
1.67%
Public facility
revenue bonds
14.63%
General obligation
school bonds
74.58%
Deferred amount
from issuance
premium
1.69%
In 2003 the County received an Aaa bond rating from Moody's, the highest possible rating given to
municipal governments, based on the county's "strong financial management, wealthy and vibrant
economy and modest debt burden". Albemarle County was the smallest county in population in the
United States to attain this status. The County received a bond rating of Aa1 from Standard Et Poor's.
These ratings allowed the County to borrow at a lower cost to finance county projects. The rating also
indicates the type of well-managed fiscal environment that makes the County attractive to businesses.
There is no legal limit on the amount of general obligation bonded indebtedness that the County can at
any time incur or have outstanding. General obligation indebtedness must be approved by voter
referendum prior to issuance except for debt incurred from the State Literary Fund or the Virginia Public
School Authority"
The County has participated in the Virginia Public School Authority's bond sales for the past several
years. The proceeds of these bonds are used exclusively to fund school capital projects.
The Board of Supervisors has established the following self-imposed policies relating to debt:
· The County will not fund current operations from the proceeds of borrowed funds.
· The County will manage its financial resources in a way that prevents borrowing to meet working
capital needs.
· The County will confine long-term borrowing and capital leases to capital improvements or projects
that cannot be financed by current revenues.
· To the extent feasible, any year that the debt service payment falls below its current level, those
savings will be used to finance one-time capital needs.
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. When the County finances capital improvements or other projects through bonds or capital leases, it
will repay the debt within a period not to exceed the expected useful life of the projects.
. The County's debt offering documents will provide full and complete public disclosure of financial
condition and operating results and other pertinent credit information in compliance with municipal
finance industry standards for similar issues.
. Recognizing the importance of underlying debt to its overall financial condition, the County will set
target debt ratios, which will be calculated annually and included in the annual review of financial
trends:
Net debt as a percentage of the estimated market value of taxable property should not exceed
2% and
- The ratio of debt service expenditures to General Fund and School Fund revenues should not
exceed 10%.
More detailed information on the County's long-term obligations is presented in Note 8 to the financial
statements.
ECONOMIC FACTORS AND NEXT YEAR'S BUDGET AND RATES
. The average unemployment rate for the County of Albemarle in June 2006 was 2.3%, a decrease from
June 2005 rate of 2.6%. This compares favorably to the state's rate of 3.3% and the national rate of
4.8%.
. According to the U.S. Census Bureau, the estimated population in Albemarle was 90,400, as of July 1,
2005, an increase of 11,164, or 14.09% since the 2000 U.S. Census.
. During the State's 2004-2006 Biennial Budget process, changes were enacted relating to the Personal
Property Tax Relief Program (PPTR) reimbursements to localities. Beginning in 2006, the amount of
reimbursement the State is required to pay localities is frozen at the amount the locality was due in
CY 2005. In addition, starting in CY 2006, reimbursements to localities will now be made on the July-
to-June state fiscal year.
. The Fiscal Year 2007 Adopted Budget anticipates general fund revenues and expenditures to be
$199,903,585, a 13.20% increase over the fiscal year 2006 budget. Revenues are comprised primarily
of General Property Taxes at 61% with Other Local Taxes comprising 21%. The County's transfer to
fund Education operations (including Education debt service) continues to be the largest expenditure
area at 45% of total expenditures with Public Safety being the next largest at 13%.
REQUESTS FOR INFORMATION
This financial report is designed to provide our citizens, taxpayers, customers, investors, and creditors
with a general overview of the County's finances and to demonstrate the County's accountability for the
money it receives. Questions concerning this report or requests for additional information should be
directed to Richard M. Wiggans, Director of Finance, County of Albemarle, 401 Mcintire Road, Room 149
Charlottesville, VA 22902, telephone (434) 296-5855, or visit the County's web site at
www.albemarle.org.
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BASIC FINANCIAL STATEMENTS
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Government-wide Financial Statements
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 1
Statement of Net Assets
At June 30, 2006
Component
Unit
Governmental School
Activities Board
Assets:
Cash and cash equivalents S 63,190,448 S 21,271,471
Receivables, net 6,071,809 736,844
Due from other governments 14,154,017 3,614,200
Prepaid expenses 12,866
Inventories 55,639 441,653
Unamortized debt issuance costs 299,601
Due from component unit 1,035,056
Capital assets:
Land and construction in progress 8,343,088 6,096,992
Other capital assets, net of accumulated depreciation 104,464,727 56,204,874
Total capital assets, net S 112,807,815 S 62,301,866
Total assets S 197,627,251 S 88,366,034
Liabilities:
Accounts payable and accrued expenses S 6,762,325 S 14,771,692
Accrued interest payable 2,119,653
Due to primary government 1,035,056
Unearned revenue 1,193,104
Long-term liabilities:
Due within one year 11,032,975 193,775
Due in more than one year 101,238,096 1,743,978
Total liabilities S 122,346,153 S 17,744,501
Net Assets:
Invested in capital assets, net of related debt S 7,756,343 S 62,301,866
Restricted:
Capital projects 28,593,910 3,125,247
Unrestricted 38,930,845 5,194,420
Total net assets S 75,281 ,098 S 70,621 ,533
The accompanying notes to financial statements are an integral part of this statement.
19
COUNTY OF ALBEMARLE, VIRGINIA Exhibit 2
Statement of Activities
Year Ended June 30, 2006
Net (Expense) Revenue and
Program Revenues Changes in Net Assets
Primary
Operating Capital Government
Charges for Grants and Grants and Governmental Component
Functions/Programs Expenses Services Contributions Contributions Activities Unit
Primary Government
Governmental activities
General government S 9,140,353 S 20,601 S 507,449 S S (8,612,303) S
Judicial administration 3,398,347 844,012 778,008 34,104 (1,742,223)
Public safety 25,232,013 1,195,111 4,314,050 (19,722,852)
Public works 3,178,249 1,473,921 9,691 (1,694,637)
Health and welfare 19,332,236 14,074,967 (5,257,269)
Education 91,153,455 12,000 (91,141,455)
Parks, recreation and cultural 5,536,680 287,448 5,000 (5,244,232)
Community development 19,461,447 14,694 37,000 (19,409,753)
Interest on long-term debt 5,012,540 (5,012,540)
Total governmental activities S 181.445,320 S 3,847.787 S 19.689,165 S 71,104 S (157,837,264) S
Component Units
Albemarle County Public Schools S 141,983.331 S 5.740.084 S 46,583.752 S
875.221 S
General Revenues
Taxes:
General property taxes, real and personal S
Local sales and use taxes
Business licenses tax
Consumer utility taxes
Meals tax
Motor vehicle licenses tax
Other taxes
Payment from County of Albemarle:
Education
Grants and contributions not restricted to specific programs
Unrestricted use of money and property
Miscellaneous
Total general revenues S
Change in net assets S
Net assets, beginning of year, as restated (Note 21)
Net assets, end of year
The accompanying notes to financial statements are an integral part of this statement.
20
- S (88,784,274)
107,171,539 S
13,310,878
9,463,879
7,291,340
5,049,882
2,110,732
7,130,716
86,772,729
16,755,870
3,149,905
321,231
685,750
1,814,805
171,755,972 S
89,273,284
13,918,708 S
489,010
61,362,390
70,132,523
S
75,281,098 S 70.621,533
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Fund Financial Statements
21
COUNTY OF ALBEMARLE, VIRGINIA Exhibit 3
Balance Sheet
Governmental Funds
At June 30, 2006
Federall General Other Total
State Capital Govern- Govern-
General Grants Improve- mental mental
Fund Fund ments Funds Funds
Assets
Cash and investments S 18,255,914 S 328,753 S 31,178,086 S 3,408,550 S 53,171,303
Property taxes receivable, net 4,133,680 4,133,680
Accounts receivable 1,442,440 38,413 215,750 228,918 1,925,521
Due from other governments 10,208,151 1,859,658 2,086,208 14,154,017
Prepaid items 12,866 12,866
Inventories 55,639 55,639
Total S 34,108,690 S 2,226,824 S 31,393,836 S 5,n3,676 S 73,453,026
Liabilities
Accounts payable and accrued
liabilities S 2,489,n7 S 1,313,412 S 2,799,926 S 117,032 S 6,nO,097
Deferred revenue 1,193,104 1,193,104
Deferred revenue - property taxes 3,579,823 3,579,823
Total S 7,262,654 S 1,313,412 S 2,799,926 S 117,032 S 11,493,024
Fund Balance
Reserved for:
Prepaid items S 12,866 S S - S S 12,866
Inventories 55,639 55,639
Debt service - Debt Service Funds 3,512,705 3,512,705
Unreserved:
Designated:
Subsequent year's expenditures
General Fund 1,137,904 1,137,904
Special Revenue Funds 254,568 254,568
Capital projects - Capital Projects
Funds 28,593,910 1,839,371 30,433,281
Undesignated 25,639,627 913,412 26,553,039
Total fund balance S 26,846,036 S 913,412 S 28,593,910 S 5,606,644 S 61,960,002
Total S 34,108,690 S 2,226,824 S 31,393,836 S 5,n3,676 S 73,453,026
The accompanying notes to financial statements are an integral part of this statement.
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COUNTY OF ALBEMARLE, VIRGINIA
Reconciliation of the Governmental Funds Balance Sheet to the Statement of Net Assets
At June 30, 2006
Exhibit 4
Total fund balances for governmental funds (Exhibit 3)
Total net assets reported for governmental activities in the statement of net assets is
different because:
Capital assets used in governmental activities are not financial resources and therefore are
not reported in the funds. Those assets consist of:
Land S
Construction in progress
Buildings and improvements, net of accumulated depreciation
Furniture, equipment and vehicles, net of accumulated depreciation
School Board fixed assets, net of accumulated depreciation
Total capital assets
Debt issuance costs net of amortization
School bond proceeds for which capital assets have not been constructed or acquired. This
adjustment is required to properly report actual debt used to construct or acquire capital
assets .
Internal services funds are used by the County to charge the cost of health insurance
benefits and duplicating costs to individual funds and the School Board. The assets and
liabilities of the internal service funds are included in governmental activities in the
statement of net assets. The internal service funds net assets are:
Some of the County's property taxes will be collected after year-end, but are not available
soon enough to pay for the current year's expenditures, and therefore are reported as
deferred revenue in the funds.
Long-term liabilities applicable to the County's governmental activities are not due and
payable in the current period and accordingly are not reported as fund liabilities. Also, the
County received a premium on its long-term debt issues and incurred defeasance costs
when refunding debt. The premium and defeasance costs will be amortized over the life of
the new bond issue as interest is paid. Balances of long-term liabilities affecting net assets
are as follows:
Accrued interest on debt S
Bonds and notes payable
Unamortized bond premium
Compensated absences
Total
Total net assets of governmental activities (Exhibits 1 and 2)
The accompanying notes to financial statements are an integral part of this statement.
23
6,762,692
1,580,396
25,513,809
7,870,555
71,080,363
(2,119,653)
(106,086,628)
(1,900,116)
(2,411,418)
s
61,960,002
112,807,815
299,601
1,035,056
8,116,616
3,579,823
(112,517,815)
s
75,281,098
COUNTY OF ALBEMARLE, VIRGINIA Exhibit 5
Statement of Revenues, Expenditures, and Changes in Fund Balances
Governmental Funds
Year Ended June 30, 2006
Federal! General Other Total
General State Capital Governmental Governmental
Fund Grants Fund Improvements Funds Funds
Revenues
Property taxes S 107,248,620 S S S S 107,248,620
Other local taxes 41,953,433 2,403,994 44,357,427
Permits, privilege fees and
regulatory licenses 1,467,621 1,467,621
Fines and forfeitures 303,707 303,707
Use of money and property 1,146,766 26,841 1,148,903 509,299 2,831,809
Charges for services 2,022,193 300 53,966 2,076,459
Miscellaneous 87,512 13,600 220,119 321,231
Recovered costs 493,302 1,108,273 1,040,949 215,215 2,857,739
Intergovernmental:
Revenue from the Commonwealth 23,473,315 3,993,602 71,104 27,538,021
Revenue from the Federal Government 4,178,662 4,799,456 8,978,118
Total revenues S 182,375,131 S 9,942,072 S 2,481,075 S 3,182,474 S 197,980,752
Expenditures
Current:
General government administration S 9,042,620 S S S S 9,042,620
Judicial administration 3,164,879 81 ,705 3,246,584
Public safety 22,272,983 1,854,813 24,127,796
Public works 3,065,474 3,065,474
Health and welfare 11,391,656 8,443,963 19,835,619
Education - local community college 22,060 22,060
Education - public school system 89,091,342 89,091,342
Parks, recreation and cultural 5,180,150 5,180,150
Community development 16,397,801 2,358,165 18,755,966
Debt service:
Principal payments 8,400,199 8,400,199
Interest and fiscal charges 5,150,604 5,150,604
Capital projects 13,277,047 185,448 13,462,495
Total expenditures S 159,628,965 S 12,738,646 S 13,277,047 S 13,736,251 S 199,380,909
Excess (deficiency) of revenues over
expenditures S 22,746,166 S (2,796,574) S (10,795,972) S (10,553,777) S (1,400,157)
Other financing sources (uses)
Issuance of general obligation bonds S 7,380,000 S - S S S 7,380,000
Bond premium 412,274 412,274
Transfers in 1,907,813 2,676,589 12,068,345 13,395,712 30,048,459
Transfers out (26,850,016 ) (317,321 ) (75,660) (2,744,577) (29,987,574)
Total other financing sources (uses) S (17,149,929) S 2,359,268 S 11,992,685 S 10,651,135 S 7,853,159
Net change in fund balance S 5,596,237 S (437,306) S 1,196,713 S 97,358 S 6,453,002
Fund balance, beginning of year 21,249,799 1,350,718 27.397,197 5,509,286 55,507,000
Fund balance, end of year S 26.846.036 S 913,412 S 28.593.910 S 5.606.644 S 61.960.002
The accompanying notes to financial statements are an integral part of this statement.
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COUNTY OF ALBEMARLE, VIRGINIA
Reconciliation of the Statement of Revenues, Expenditures, and Changes in Fund Balances
of Governmental Funds to the Statement of Activities
Year Ended June 30, 2006
Net change in fund balances - total governmental funds (Exhibit 5)
Governmental funds report capital outlays as expenditures. However, in the statement of
activities the cost of those assets is allocated over their estimated useful lives and reported as
deprecation expense. This is the amount by which depreciation was exceeded by capital outlays in
the current period.
Amortization of bond premium
Amortization of debt issuance costs
School Board fixed assets are jointly owned by the County and School Board. The County share of
School Board fixed assets is in proportion to the debt owed on such by the County. The transfers
to the School Board are affected by the relationship of the debt to assets on a year to year basis.
The net transfer resulting from this relationship increased the transfers to the School Board.
Under the modified accrual basis of accounting used in the governmental funds, revenues are
recorded when measurable and realizable to pay current obligations. However, in the statement
of net assets revenues are reported when earned. This requires adjustments to convert the
revenues to the accrual basis.
Bond and capital lease proceeds are reported as financing sources in governmental funds and thus
contribute to the change in fund balance. In the statement of net assets, however, issuing debt
increases the long term liabilities and does not affect the statement of activities. Similarly, the
repayment of principal. is an expenditure in the governmental funds but reduces the liability in the
statement of net assets.
Debt issued:
General obligation school bonds S
Premium on debt:
General obligation school bonds
Repayments:
General obligation school bonds
State Literary Fund loans
Capital leases
Lease revenue bonds
Net adjustment
Under the modified accrual basis of accounting used in the governmental funds, expenditures are
not recognized for transactions that are not normally paid with expendable financial resources. In
the statement of activities, however, which is presented on the accrual basis, expenses and
liabilities are reported regardless of when financial resources are available. In addition, interest
on long term debt is not recognized under the modified accrual basis of accounting until due,
rather than as it accrues. This adjustment combines the net changes of the following:
Compensated absences S
Accrued interest on bonds and loans
Net adjustment
Internal service funds are used by the County to charge the costs of health insurance, supplies and
unemployment costs to individual funds. The change in net assets of internal service funds is
reported with governmental activities.
Change in net assets of governmental activities (Exhibit 2)
The accompanying notes to financial statements are an integral part of this statement.
25
(7,380,000)
(412,274)
6,815,000
200,000
670,199
715,000
(108,057)
(29,199)
Exhibit 6
s
6,453,002
2,670,156
185,150
(17,887)
2,318,613
(77,081 )
607,925
(137,256)
1,916,086
s
13.918.708
COUNTY OF ALBEMARLE, VIRGINIA
Exhibit 7
Statement of Net Assets
Proprietary Funds
At June 30,2006
Governmental
Activities
Internal Service
Funds
Assets:
Current assets:
Cash and investments
Receivables, net
s
10,019,145
12,608
Total assets
s
10,031,753
Liabilities:
Current liabilities:
Accounts payable and accrued expenses
Claims payable
s
42,228
1,8n,909
Total liabilities
s
1,915,137
Net Assets:
Unrestricted
s
8,116,616
The accompanying notes to financial statements are an integral part of this statement.
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COUNTY OF ALBEMARLE, VIRGINIA
Exhibit 8
Statement of Revenues, Expenses, and Changes in Fund Net Assets
Proprietary Funds
Year Ended June 30, 2006
Governmental
Activities
Internal
Service
Funds
Operating revenues:
Charges for services, net
s
21,206,775
Operating expenses:
Benefits and related expenses
Services and supplies
Other charges
s
18,574,965
948,935
24,000
Total operating expenses
s
19,547,900
Operating income (loss)
s
1,658,875
Nonoperating revenues (expenses):
Interest income
s
318,096
Transfers:
Transfers in
Transfers out
s
289,115
(350,000)
Total transfers
s
(60,885)
Change in net assets
s
1,916,086
Total net assets, beginning of year
6,200,530
Total net assets, end of year
s
8,116,616
The accompanying notes to financial statements are an integral part of this statement.
27
COUNTY OF ALBEMARLE, VIRGINIA
Statement of Cash Flows
Proprietary Funds
Year Ended June 30, 2006
Cash flows from operating activities
Receipts from insured
Receipts from services
Payments to suppliers
Other payments
Net cash provided by operating activities
Cash flows from noncapital financing activities:
Transfers
Cash flows from investing activities:
Interest income
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents, beginning of year
Cash and cash equivalents, end of year
Reconciliation of operating income (loss) to net cash
provided by (used for) operating activities:
Operating income (loss)
Adjustments to reconcile operating income to net cash provided
by operating activities:
Changes in assets and liabilities:
Receivables, net
Accounts payable and accrued expenses
Claims payable
Net cash provided by (used in) operating activities
Exhibit 9
Governmental
Activities
Internal Service
Funds
S 20,564,552
647,180
(19,167,297)
(24,000)
S 2,020,435
S (60,885)
S 318,096
S 2,277,646
7,741,499
S 10.019,145
s
1,658,875
4,957
(426,443)
783,046
s
2,020,435
The accompanying notes to financial statements are an integral part of this statement.
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 10
Statement of Fiduciary Net Assets
At June 30, 2006
Private
Purpose
Trust Agency
Funds Funds
Assets:
Cash and investments S 810,978 S 1,658,702
Invesments with trustee 284,478
Accounts receivable 2,300 248,935
Loan receivable 90,000
Total assets S 1,187,756 S 1,907,637
Liabilities:
Accounts payable S S 405,208
Amounts held for others 1,502,429
Total liabilities S S 1,907,637
Net Assets S 1 ,187,756 S
The accompanying notes to financial statements are an integral part of this statement.
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 11
Statement of Changes in Fiduciary Net Assets
Fiduciary Funds
Year Ended June 30, 2006
Private
Purpose
Trust
Funds
Additions:
Investment earnings (losses) S 74,149
Contributions 17,200
Proffers 41,400
Total additions S 132,749
Deductions:
Education S 396,847
Change in net assets S (264,098)
Net assets, beginning of year 1,451,854
Net assets, end of year S 1 ,187,756
The accompanying notes to financial statements are an integral part of this statement.
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES:
Narrative Profile
The County of Albemarle, located in central Virginia and bordered by the counties of Augusta, Buckingham,
Fluvanna, Greene, Louisa, Nelson, Orange and Rockingham, was founded in 1744. The County has a
population of 90,717 and a land area of 723 square miles.
The County is governed under the County Executive - Board of Supervisors form of government. Albemarle
County engages in a comprehensive range of municipal services, including general government
administration, public safety and administration of justice, education, health, welfare, human service
programs, planning, community development and recreation, cultural, and historic activities.
The financial statements of the County of Albemarle, Virginia have been prepared in conformity with the
specifications promulgated by the Auditor of Public Accounts (APA) of the Commonwealth of Virginia, and
the accounting principles generally accepted in the United States as specified by the Governmental
Accounting Standards Board. The more significant of the government's accounting policies are described
below.
A. Financial ReportinS! Entitv
In June 1999, GASB issued Statement No. 34, Basic Financial Statements - and Management's Discussion
and Analysis - for State and Local Governments. This statement, known as the "Reporting Model"
statement, affects the way the County prepares and presents financial information. State and local
governments traditionally have used a financial reporting model substantially different from the one
used to prepare private sector financial reports.
GASB Statement No. 34 established requirements and a reporting model for the annual financial reports
of state and local governments. The Statement was developed to make annual reports easier to
understand and more useful to the people who use governmental financial information to make decisions
and includes:
· Management's Discussion and Analvsis: GASB Statement No. 34 requires that financial statements be
accompanied by a narrative introduction and analytical overview of the government's financial
activities in the form of "management's discussion and analysis" (MDttA). This analysis is similar to
analysis the private sector provides in their annual reports.
· Government-wide Financial Statements: The reporting model includes financial statements prepared
using full accrual accounting for all of the government's activities. This approach includes not just
current assets and liabilities (such as cash and accounts payable) but also capital assets and long-
term liabilities (such as buildings and infrastructure, including bridges and roads, and general
obligation debt). Accrual accounting also reports all of the revenues and cost of providing services
each year, not just those received or paid in the current year or soon thereafter.
31
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
A. Financial Reoortine Entitv: (Continued)
· Statement of Net Assets: The Statement of Net Assets is designed to display the financial position of
the primary government (government and business-type activities) and its discretely presented
component units. Governments report all capital assets, including infrastructure, in the government-
wide Statement of Net Assets and report depreciation expense - the cost of "using up" capital assets
- in the Statement of Activities. The net assets of a government will be broken down into three
categories: 1) invested in capital assets, net of related debt; 2) restricted; and 3) unrestricted.
· Statement of Program Activities: The government-wide statement of activities reports expenses and
revenues in a format that focuses on the cost of each of the government's functions. The expense of
individual functions is compared to the revenues generated directly by the function (for instance,
through user charges or intergovernmental grants).
· Budgetary Comoarison: Demonstrating compliance with the adopted budget is an important
component of a government's accountability to the public. Many citizens participate in the process
of establishing the annual operating budgets of state and local governments, and have a keen
interest in following the actual financial progress of their governments over the course of the year.
The County and many other governments revise their original budgets over the course of the year for
a variety of reasons. Under the reporting model, governments will continue to provide budgetary
comparison information in their annual reports. An important change, however, is a requirement to
add the government's original budget to the current comparison of final budget and actual results for
its major funds.
As required by the accounting principles generally accepted in the United States, these financial
statements present the primary government and its component units, entities for which the government
is considered to be financially accountable. Blended component units, although legally separate entities,
are, in substance, part of the government's operations and so data from these units are combined with
data of the primary government. The County has no component units that meet the requirements for
blending. The discretely presented component unit, on the other hand, is reported in a separate column
in the government-wide statements to emphasize it is legally separate from the primary government.
The discretely presented component unit has a June 30 fiscal year-end.
Inclusions in the Reoortine Entitv:
1. Comoonent Units:
Albemarle Countv School Board
The Albemarle County School Board is elected to four year terms by the County voters. The School
Board may hold property and the County issues general obligation debt for the School Board's capital
projects. The School Board provides public primary and secondary education services to the County
residents. The primary funding sources of the School Board are state and federal grants, and
appropriations from the County, which are significant since the School Board does not have separate
taxing authority. The County also approves the School Board budget. The School Board does not
issue separate financial statements.
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
A. Financial ReDortinQ Entitv: (Continued)
Exclusions from the ReDortin2 Entitv:
1. Jointlv Governed Organizations:
Jointly governed organizations are regional governments or other multi-governmental arrangements
that are governed by representation from each of the governments that create the organizations,
and the participants do not retain an ongoing financial interest or responsibility in the organization.
The financial activities of the following organizations are excluded from the accompanying financial
statements for the reasons indicated:
Jefferson-Madison Reqional Librarv
The Jefferson-Madison Regional Library provides library services to the Counties of Albemarle,
Louisa, Madison, Greene and the City of Charlottesville. The participating localities provide annual
contributions for operations based on book circulation. No one locality contributes more than 50% of
the Library's funding nor can impose its will on the organization, and there is no financial
benefit/burden relationship. The County appropriated to the Library $2,527,089 in operating funds
in fiscal 2006. The County has no equity interest in the Library.
Albemarle-Charlottesville Jail Authoritv
The City of Charlottesville, the County and Nelson County provide the financial support for the
Authority and appoint its governing Board, in which is vested the ability to execute contracts and to
budget and expend funds. The localities are charged on a per diem rate for their respective prisoner
days. Other localities, the state and the federal government also reimburse the Authority for
prisoner care. The Authority is excluded from the reporting entity because the County has no control
over the Authority fiscal matters. The County has no equity interest in the Jail Authority.
Emerqencv Communications Center
The University of Virginia, the City of Charlottesville, and the County provide the financial support
for the Center and appoint its governing Board, in which is vested the ability to execute contracts
and to budget and expend funds. No one locality or organization contributes more than 50% of the
Center's funding nor can impose its will on the organization, and there is no financial benefit/burden
relationship. The County has no equity interest in the Center.
Albemarle Countv Service Authoritv
The Authority was created by the Board of Supervisors to operate the County's water and sewer
system. The County has no control over Authority fiscal matters, board members have no continuing
relationship with the County, the Authority board approves its own budget and appoints
management, the County is neither legally nor morally obligated for the Authority's debt, the County
has no claim on surpluses nor responsibility for financing deficits, and the Authority sets its own
rates. The County has no equity interest in the Authority.
33
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
A. Financial Reoortine Entitv: (Continued)
Exclusions from the Reoortine Entitv: (Continued)
1. Jointlv Governed Organizations: (Continued)
Charlottesville-Albemarle Airport Authoritv
The Authority is excluded from the reporting entity because the County has no control over Authority
fiscal matters. Board members have no continuing relationship with the County, the Authority board
approves its own budget and appoints management, the County is neither legally nor morally
obligated for the Authority's debt, the County has no claim on surpluses nor responsibility for
financing deficits and the Authority sets its own rates. The County has no equity interest in the
Authority.
Rivanna Water and Sewer Authoritv and Rivanna Solid Waste Authoritv
The Authorities are excluded from the reporting entity because the County has no control over either
Authority's fiscal matters. Both Authority boards approve each their own budget and appoint
management; the County has no claims on surpluses, or responsibility for financing deficits, and the
Authorities set their own rates. The County has no equity interest in either Authority.
Req;on Ten Communitv Services Board
The Region Ten Community Services Board was created to provide Mental Health, Mental Retardation
and Substance Abuse Services to the residents of the City of Charlottesville and the Counties of
Albemarle, Fluvanna, Greene, and Nelson. The Board members are appointed by each participant
locality. No locality appoints a majority of the Board members. The participating localities
contribute annual operating grants to the Board, but are not required to do so. The participants
have no ongoing financial responsibilities to or equity interest in the Board.
Blue Ridqe Juvenile Detention Commission
The Commission was created to construct and operate a juvenile detention center for the Counties of
Albemarle, Fluvanna and Greene, and the City of Charlottesville. The Commission completed its
construction phase in fiscal 2002 and commenced operations in July, 2002. Commission members are
appointed by each participant locality. No locality appoints a majority of the Board Members. The
participating localities contribute operating and capital grants to the Commission for its operations
and debt service. In 2006 the County contributed $976,318 in operating grants to the Commission.
The County has no equity interest in the Commission.
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
A. Financial ReDortinQ Entitv: (Continued)
Exclusions from the ReDortin$! Entitv: (Continued)
1. Jointlv Governed Organizations: (Continued)
Financial reports for the jointly governed organizations that issue separate financial statements can
be obtained as follows:
Albemarle-Charlottesville Jail Authority, the
Emergency Communications Center and the Blue
Ridge Juvenile Detention Center
Director of Finance
County of Albemarle
401 Mcintire Road
Charlottesville, Virginia 22902
Albemarle County Service Authority
168 Spotnap Road
Charlottesville, Virginia 22902
Rivanna Water & Sewer Authority and Rivanna
Solid Waste Authority
Franklin Street
Charlottesville, Virginia 22901
B. Government-Wide and Fund Financial Statements
Jefferson-Madison Regional Library
Director of Finance
City of Charlottesville
City Hall
Charlottesville, Virginia 22902
Charlottesville-Albemarle Airport Authority
Airport Road
Charlottesville, Virginia 22901
Region Ten Community Services Board
800 Preston Avenue
Charlottesville, Virginia 22902
The basic financial statements include both government-wide (based on the County as a whole) and fund
financial statements. While the previous reporting model emphasized fund types (the total of all funds
of a particular type), in the current reporting model the focus is on either the County as a whole or
major individual funds (within the fund financial statements). The focus is on both the County as a
whole and the fund financial statements, including the major individual funds of the governmental and
business-type categories, as well as the fiduciary funds, (by category) and the component units. Both
the government-wide and fund financial statements (within the basic financial statements) categorize
primary activities as either governmental or business type. In the government-wide Statement of Net
Assets, the governmental activities columns (a) are presented on a consolidated basis, and (b) are
reflected, on a full accrual, economic resource basis, which incorporates long-term assets and
receivables as well as long-term debt and obligations. Each presentation provides valuable information
that can be analyzed and compared (between years and between governments) to enhance the
usefulness of the information. The County generally first uses restricted assets for expenses incurred for
which both restricted and unrestricted assets are available. The County may defer the use of restricted
assets based on a review of the specific transaction.
35
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
B. Government-Wide and Fund Financial Statements: (Continued)
The government-wide Statement of Activities reflects both the gross and net cost per functional
category (public safety, public works, health and welfare, etc.) that are otherwise being supported by
general government revenues (property, sales and use taxes, certain intergovernmental revenues, fines,
permits and charges, etc.). The Statement of Activities reduces gross expenses (including depreciation)
by related program revenues, operating and capital grants, and contributions. The program revenues
must be directly associated with the function (public safety, public works, health and welfare, etc.) or a
business-type activity. Program revenues include: 1) charges to customers or applicants who purchase,
use, or directly benefit from goods, services, or privileges provided by a given function, and 2) grants
and contributions that are restricted to meeting the operation or capital requirements of a particular
function or segment. Taxes and other items not properly included among program revenues are
reported as general revenues. The County does not allocate indirect expenses. The operating grants
include operating-specific and discretionary (either operating or capital) grants while the capital grants
column reflects capital-specific grants. Proprietary fund operating revenues consist of charges for
services and related revenues. Nonoperating revenues consist of contribution, grants, investment
earnings and other revenues not directly derived from the providing of services. Internal service charges
are eliminated and the net income or loss from internal service activities are allocated to the various
functional expense categories based on the internal charges to each function.
In the fund financial statements, financial transactions and accounts of the County are organized on the
basis of funds. The operation of each fund is considered to be an independent fiscal and separate
accounting entity, with a self-balancing set of accounts recording cash and/or other financial resources
together with all related liabilities and residual equities or balances, and changes therein, which are
segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance
with special regulations, restrictions, or limitations.
The fund statements are presented on a current financial resource and modified accrual basis of
accounting. This is the manner in which these funds are normally budgeted. Since the governmental
fund statements are presented on a different measurement focus and basis of accounting than the
government-wide statements' governmental column, a reconciliation is presented which briefly explains
the adjustment necessary to reconcile the fund financial statements to the governmental column of the
government-wide financial statements.
The County applies all GASB pronouncements as well as the Financial Accounting Standards Board
pronouncements issued on or before November 30, 1989 unless these pronouncements conflict with or
contradict GASB pronouncements.
The County's fiduciary funds are presented in the fund financial statements by type (private purpose and
agency). Since by definition these assets are being held for the benefit of a third party (other local
governments, private parties, etc.) and cannot be used to address activities or obligations of the
government, these funds are not incorporated into the government-wide statements. The following is a
brief description of the specific funds used by the County in fiscal year 2006.
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
B. Government-Wide and Fund Financial Statements: (Continued)
1. Governmental Funds:
Governmental Funds account for the expendable financial resources, other than those accounted for
in Proprietary and Fiduciary Funds. The Governmental Funds utilize the modified accrual basis of
accounting where the measurement focus is upon determination of financial position and changes in
financial position, rather than upon net income determination as would apply to a commercial
enterprise. The individual Governmental Funds are:
a. General Fund - The General Fund is the primary operating fund of the County and accounts for all
revenues and expenditures applicable to the general operations of the County which are not
accounted for in other funds. Revenues are derived primarily from property and other local
taxes, licenses, permits, charges for services, use of money and property, and intergovernmental
grants. The General Fund is considered a major fund for financial reporting purposes.
b. Special Revenue Funds - Special Revenue Funds account for the proceeds of specific revenue
sources (other than those derived from special assessments, expendable trusts, or dedicated for
major capital projects) requiring separate accounting because of legal or regulatory provisions or
administrative action. Special Revenue Funds include the following funds:
Federal/State Grants Fund - This fund accounts for various federal and state grant funds including
the funding for the Comprehensive Services Act program, criminal justice grants, Section 8
housing program and other related programs. This fund is considered a major fund for financial
reporting purposes.
Enhanced 911 Fund - This fund accounts for County revenues assessed for the operation and
maintenance of the Enhanced 911 emergency response system.
Courthouse Maintenance Fund - This fund accounts for courthouse maintenance fees collected
resulting from traffic and related fines.
Visitors Center Fund - This fund accounts for lease payments from the Thomas Jefferson Memorial
Foundation and are used for capital maintenance items.
Tourism Fund - This fund accounts for funds appropriated for tourism projects.
c. Debt Service Funds
General Debt Service Fund - This funds accounts for resources accumulated to pay debt service
for a general obligation debt incurred for general capital projects. Financing is provided by
transfer from the General Fund.
School Debt Service Fund . accounts for debt service expenditures for the school system for the
payments of principal and interest on the school system's general long-term debt. Financing is
provided by appropriations from the General Fund.
37
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
B. Government-Wide and Fund Financial Statements: (Continued)
3. Fiduciary Funds (Trust and A12encv Funds): (Continued)
b. A12encv Funds: (Continued)
Performance Bond Fund - This fund accounts for the receipt and disbursements of performance
bonds required by the County for erosion and sediment control, and other items relative to
construction by private developers.
Fire Pro12ram Fund - This fund accounts for fire program funds received from the state. The funds
are allocated to the various County volunteer fire companies.
HUD Familv Self Sufficiencv Fund - This fund accounts for funds received from various sources for
families participating in the County housing programs.
County Contribution Fund - This fund accounts for funds received from various sources for
charitable and other purposes.
ACE Contribution Fund - This fund accounts for funds received as private citizens donations and
will be used in combination with the funding from the County's ACE (Acquisition of Conservation
Easements) program to obtain conservation easement acquisitions.
CATEC Fund - This fund accounts for funds received from various sources for Charlottesville-
Albemarle Vocational Technical Education Center. The County processes the payroll for the
Center.
Appeal Bond Fund - This fund accounts for appeal bonds held for others.
4. Component Unit:
Albemarle County School Board:
The Albemarle County School Board has the following funds:
Governmental Funds:
School Operatin12 Fund - This fund is the primary operating fund of the School Board and accounts
for all revenues and expenditures applicable to the general operations of the public school
system. Revenues are derived primarily from charges for services, appropriations from the
County of Albemarle and State and Federal grants. The School Operating Fund is considered a
major fund of the School Board for financial reporting purposes.
School Food Services - This fund accounts for the operations of the School Board's food service
program. Financing is provided primarily by food and beverage sales, and State and Federal
grants.
School Capital Proiects Fund - This fund accounts for school construction and related
expenditures of the public school system. Funding is primarily from investment earnings and
appropriations from the County of Albemarle.
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
C. Basis of AccountinSl
The accounting and financial reporting treatment applied to a fund is determined by its measurement
focus. All governmental funds are accounted for using the current financial resources measurement
focus. With this measurement focus, only current assets and current liabilities generally are included on
the balance sheet in the funds statements. Long-term assets and long-term liabilities are included in the
government-wide statements. Operating statements of the governmental funds present increases (i.e.,
revenues and other financing sources) and decreases (i.e., expenditures and other financing uses) in net
current assets.
The government-wide statements of net assets and statements of activities, all proprietary funds, and
private purpose trust funds are accounted for on a flow of economic resources measurement focus. With
this measurement focus, all assets and all liabilities associated with the operation of these activities are
either included on the statement of net assets or on the statement of fiduciary net assets. Proprietary
fund-type operating statements present increases (e.g., revenues) and decreases (e.g., expenses) in net
total assets.
The statements of net assets, statements of activities, financial statements of the Internal Service
Funds, Fiduciary Funds and Agency Funds are presented on the accrual basis of accounting. Under this
method of accounting, revenues are recognized when earned and expenses are recorded when liabilities
are incurred without regard to receipt or disbursement of cash.
The fund financial statements of the General, Special Revenue, Debt Service and Capital Projects, (for
the primary government and component unit School Board) are maintained and reported on the modified
accrual basis of accounting using the current financial resources measurement focus. Under this method
of accounting, revenues are recognized in the period in which they become measurable and available.
With respect to real and personal property tax revenue and other local taxes, the term "available" is
limited to collection within forty-five days of the fiscal year-end. Levies made prior to the fiscal year-
end but which are not available are deferred. Interest income is recorded as earned. Federal and State
reimbursement-type grants are recorded as revenue when related eligible expenditures are incurred.
Expenditures, other than accrued interest on long-term debt, are recorded when the fund liability is
incurred.
D. BudSlets and BudSi!etarv AccountinSi!
The Board of Supervisors annually adopts budgets for the various funds of the primary government and
component unit School Board. All appropriations are legally controlled at the department level for the
primary government funds. The School Board appropriation is determined by the Board of Supervisors
and controlled in total by the primary government.
The budgets are integrated into the accounting system, and the budgetary data, as presented in the
financial statements for all major funds with annual budgets, compare the expenditures with the
amended budgets. All budgets are presented on the modified accrual basis of accounting. Accordingly,
the Budgetary Comparison Schedule for the major funds presents actual expenditures in accordance with
the accounting principles generally accepted in the United States on a basis consistent with the legally
adopted budgets as amended. Unexpended appropriations on annual budgets lapse at the end of each
fiscal year.
41
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
D. Budeets and Budeetarv Accountine (Continued)
Encumbrances:
Encumbrance accounting, the recording of purchase orders, contracts, and other monetary commitments
in order to reserve an applicable portion of an appropriation, is used as an extension of formal budgetary
control in the primary government and component unit School Board. Encumbrances outstanding at
year-end are reported as reservations of fund balance and do not constitute expenditures or liabilities
because the commitments will be honored during the subsequent fiscal year. These encumbrances are
subject to reappropriation by the Board of Supervisors in the succeeding fiscal year.
The following procedures are used by the County in establishing the budgetary data reflected in the
financial statements:
1. Prior to April 1, the County Executive submits to the Board of Supervisors a proposed operating and
capital budget for the fiscal year commencing the following July 1. The operating budget and capital
budget includes proposed expenditures and the means of financing them.
2. Public hearings and open-houses are conducted to obtain citizen comments. Also, several work
sessions between the Board of Supervisors and School Board were conducted on the School Board
budget.
3. Prior to June 30, the budget is legally enacted through passage of an Appropriations Resolution.
4. The Appropriations Resolution places legal restrictions on expenditures at the fund function and
departmental level. The appropriation for each fund, function and department can be revised only
by the Board of Supervisors; however, the School Board is authorized to transfer budgeted amounts
within the school system's categories. Supplemental appropriations in addition to the appropriated
budget were necessary during the year. Supplemental appropriations may not be made without
amending the budget.
5. The County legally adopted budgets for the following funds:
General, Special Revenue, Debt Service, Capital Projects and School Board funds.
The County may adopt budgets for other funds, such as the Internal Service and Trust and Agency
Funds, for use as a management control device over such funds. There were no legally adopted
budgets for the General Capital Improvements Fund for the Fire Service Fund.
6. All budgets are adopted on a basis consistent with generally accepted accounting principles (GMP).
7. All appropriations lapse on June 30, for all County and School Board funds.
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 1-SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: (CONTINUED)
D. BudS!ets and BudS!etarv Accountimi! (Continued)
8. All budget data presented in the accompanying financial statements is the original budget as of June
30, 2006, as adopted, appropriated and legally amended.
9. The expenditure budget is enacted through an annual appropriations ordinance. Appropriations are
made at the departmental level for the primary government and at the function level for the School
Board. State law requires that if budget amendments exceed 1% of the original adopted budget the
Board of Supervisors may legally amend the budget only by following procedures used in the adoption
of the original budget. There were eleven budget amendments during the year that exceeded the 1 %
or $500,000 limitations. The Board of Supervisors must approve all appropriations and transfers of
appropriated amounts.
E. Deposits and Investments
For purposes of reporting cash flows for proprietary-type funds, cash and cash equivalents include cash
on hand, money market funds, certificates of deposit and investments with maturities of three months
or less.
The County maintains a pool of cash and investments in which each fund participates on a dollar
equivalent and daily transaction basis. Interest is distributed monthly based on average monthly
balances. The majority of funds in the County's accounts are invested at all times.
F. Investments
Investments are reported at fair value.
G. Allowance for Uncollectible Accounts
The County calculates its allowance for uncollectible accounts using historical collection data and, in
. certain cases, specific account analysis. The allowance amounted to approximately $750,000 at June
30, 2006 and is composed of the following:
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General Fund-Taxes receivable
$ 750,000
. H. Prepaid Expenses
. Certain payments to vendors reflect costs applicable to future accounting periods and are recorded as
prepaid items in both government-wide and fund financial statements.
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I. Inventories
Inventories are reported at average cost using the consumption method.
43
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 8-LONG- TERM OBUGA TIONS:
Primary Government
General Fund revenues are used to pay all long-term general obligation debt, capital leases and
compensated absences. School Fund revenues and appropriations from the General Fund are used to pay its
compensated absences. Thus, all of the long-term debt obligations are reported as liabilities of the primary
government.
The following is a summary of long-term debt transactions of the County for the year ended June 30, 2006:
~
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 8-LONG-TERM OBLIGATIONS: (CONTINUED)
Primary Government: (Continued)
Annual requirements to amortize general obligation long-term debt and related interest are as follows:
Year Ending
June 30, Principal Interest
2007 S 8,040,000 S 4,559,128
2008 7,850,000 4,389,322
2009 7,855,000 3,990,521
2010 7,580,000 3,591,081
2011 6,825,000 3,225,703
2012-2016 30,335,000 11,512,347
2017-2021 23,035,000 4,795,641
2022-2026 9,030,000 701,502
S 100,550,000 S 36,765,245
The following are the minimum future lease payments for capital leases:
Year Ending
June 30, Amount
2007 S 867,870
2008 867,870
2009 826,556
2010 826,556
2011 826,556
2012-2014 2,066,390
Total S 6,281,798
Less: imputed interest (745,170)
Net capital leases S 5,536,628
53
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 8-LONG-TERM OBLIGATIONS: (CONTINUED)
Primary Government: (Continued)
A summary of general long-term obligations outstanding at June 30, 2006 follows:
Amount
Outstanding
General Obligation Bonds:
Public Facilities Revenue Bonds:
$18,535,000, issued March 19, 2003, maturity in various annual installments
through January 15, 2023, interest payable semi-annually at rates from 2.0% to
4.60%
$
16,420,000
School Bonds:
$3,000,000, 1991A Series, issued May 23, 1991, maturity in various annual
installments through December 15, 2010, interest rates from 6.35% to 8.1%
$
770,000
$2,885,000, 1992B Series, issued December 17, 1992, maturity in various annual
installments through December 15, 2012, interest payable semiannually at
various interest rates from 5.85% to 8.1%
830,000
$11,900,000 general obligation school bonds, 1993 series issued November 18,
1993, maturing in various annual installments through December 15, 2013,
interest rates from 4.475% to 5%
2,290,000
$450,000 issued November 22, 1994, due in various annual installments of
$20,000 and $25,000 through July 15, 2014 interest payable semiannually are
rates from 6.1% to 6.6%
180,000
$24,710,000 general obligation school bonds, refunding series 1994A, issued
January 3, 1994 maturing in various annual installments through December 15,
2011, interest at rates from 6.069% to 7.169%
6,340,000
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 8-LONG-TERM OBLIGATIONS: (CONTINUED)
Primary Government: (Continued)
Amount
Outstanding
General Obligation Bonds: (Continued)
School Bonds: (Continued)
$7,850,000, 1995C Series, issued December 21, 1995, maturing in various annual
installments of $395,000 and $390,000 through July 15, 2015, interest payable
semi-annually at rates from 5.1% to 6.1%
$ 3,900,000
$5,900,000, 1996B Series, issued November 14, 1996, maturing in annual
installments of $295,000 through July 15, 2017, interest payable seminannually
at rates from 5.1% to 6.1%
3,245,000
$20,455,000, 1997 I Series, issued November 20, 1997, maturity in various
annual installments through January 15, 2018, interest payable semi-annually at
rates from 4.35% to 5.35%
12,255,000
$7,245,000 1998B Series, issued November 19,1998, maturity in various annual
installments through July 15, 2019, interest payable semiannually at rates from
3.6% to 5.1%
4,690,000
$2,835,000 1999B Series issued November 19,1999, maturity in various annual
installments through July 15, 2020, interest payable semiannually at rates from
5.10% to 6.10%
1,965,000
$2,605,000 2000B Series, issued November 16, 2000, maturity in various annual
installments through July 15, 2021, interest payable semi-annually at rates from
4.975% to 5.85%
1,950,000
$20,330,000 2001A series, issued November 15, 2001, maturity in various annual
installments through July 15, 2021, interest payable semi-annually at rates from
3. 1 % to 5. 1 %
16,250,000
55
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 8-LONG-TERM OBLIGATIONS: (CONTINUED)
Primary Government: (Continued)
General Obligation Bonds: (Continued)
School Bonds: (Continued)
$8,365,000 2002A series, issued October 15, 2002, maturity in various annual
installments through July 15, 2022, interest payable semi-annually at rates from
2.35% to 5.10%
$6,760,000 2003A Series issued November 6, 2003, maturity in various annual
installments through July 15, 2023, interest payable semi-annually at rates from
3.10% to 5.35%
$8,950,000 2004B Series issued November 10, 2004, maturity in various annual
installments through July 15, 2024, interest payable semi-annually at rates from
4.10% to 5.60%
$7,380,000 2005A Series issued November 10, 2005, maturity in various annual
installments through July 15, 2025, interest payable semi-annually at rates from
4.10% to 5.60%
Total school bonds
State Literary Fund Loans:
$2,000,000 completed July 21, 1986, due in annual installments of $100,000
through July 21, 2006, interest payable semiannually at 3%
$2,000,000 completed June 1, 1989, due in annual installments of $100,000
through June 1, 2009, interest payable annually at 4%
Total state literary fund loans
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Amount
Outstanding
7,105,000
$
6,080,000
8,500,000
7,380,000
$
83,730,000
$
100,000
$
300,000
$
400,000
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 10-COMMITMENTS AND CONTINGENCIES:
Primary Government and ComDonent Unit School Board:
A. Federal programs in which the County and School Board participate were audited in accordance with the
provisions of U. S. Office of Management and Budget Circular A-133, Audits of States, Local
Governments, and Non-Profit Organizations. Pursuant to the provisions of this circular all major
programs and certain other programs were tested for compliance with applicable grant requirements.
While no matters of noncompliance were disclosed by audit, the federal government may subject grant
programs to additional compliance tests which may result in disallowed expenditures. In the opinion of
management, any future disallowances of current grant program expenditures, if any, would be
immaterial.
B. The County was named as a party along with the City of Charlottesville and Rivanna Solid Waste
Authority as defendants relating to the operation of the Ivy Landfill. The plaintiffs allege that pollutants
have been and are being discharged into the air, and underground and surface waters in violation of
various federal and state laws. The plaintiffs sought injunctive relief of $25,000 per day in civil
penalties for violations of federal and state environmental laws and $5,000,000 in compensatory
damages, and payment of all attorneys' fees. The lawsuit has been settled and dismissed by all
plaintiffs except for two. Those lawsuits were dismissed without prejudice and may be refiled. The
County has no identified insurance coverage for the claim if it is refiled. Counsel is of the opinion that
the lawsuit, if re-filed, has potential liability for the County primarily arising from the claim, which
could require removal of pollutants from the landfill if they are contaminating adjacent properties, and
for related attorney fees. Counsel is of the opinion that the County's liability appears to be limited by
the ability of the Rivanna Solid Waste Authority to fund appropriate remediation and settlement of the
claims.
C. Blue Ridge Juvenile Detention Commission - The County, the City of Charlottesville and the Counties of
Greene and Fluvanna formed the Commission to construct and operate the facility. At June 30, 2002 the
facility construction was complete and operations commenced in July, 2002. The County and the City of
Charlottesville have morally guaranteed the revenue bonds for the facility which were $6,810,000 at
June 30, 2006.
D. On June 27, 2003 the County entered into an agreement with Motorola, Inc. for the purchase of a
communication system (basic emergency services radio system and communications towers). The City of
Charlottesville and University of Virginia are also parties to this agreement. The financing of the project
was provided by a lease/purchase agreement with Motorola in the amount of $7,000,000 in which the
County was the bearer of the debt. The City of Charlottesville received a grant from the federal
government in the amount of $6,000,000 for the project and will pass through a portion of these funds to
the County as fiscal agent for the Emergency Communications Center (the operator of the system) as the
project is completed. Each locality will be responsible for the purchase and maintenance of radio
equipment that will be installed in their law enforcement and emergency services facilities and vehicles.
The County has committed to provide its share of the local funding for this project and for the purchase
and maintenance of radio equipment to be installed in the County's law enforcement and emergency
services facilities and vehicles.
E. There are a number of matters of litigation involving the County Police Department and certain police
officers. All of these matters have been referred to the County's insurance carriers which are handling
the matters. Counsel is of the opinion that the County has no liability in the matters other than the
financial responsibilities to the insurance carriers.
59
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 10-COMMITMENTS AND CONTINGENCIES: (CONTINUED)
Primary Government and Component Unit School Board: (Continued)
F. Fire Services Contract - The County has a ten year fire service contract with the City of Charlottesville.
This agreement has been in effect since July 1, 2000 with a base cost of $644,427 for the first year.
Additional charges or credits are dependent on the number of calls answered in the County by City
firefighters. Annual adjustments shall not exceed 5% per year or the published change in the Consumer
Price Index, whichever is greater. The amount paid in fiscal year 2006 was $567,214.
G. There are a number of other ongoing capital projects that have been approved and for which funds have
been designated to finance them.
NOTE 11-PART - TIME EMPLOYEE PENSION PLANS:
The County contributes to the County of Albemarle Pension Plan for Permanent Part-time Employees, a
defined contribution plan for its permanent part-time employees. Under the terms of the plan administered
by Qualified Plans Services, employees are eligible to participate following five years of service. Between
five and ten years of service participants receive a contribution of five percent (5%) of covered payroll.
Between ten and fifteen years of service participants receive a contribution of seven percent (7%) of
covered payroll. Between fifteen and twenty years of service participants receive a contribution of nine
percent (9%) of covered payroll. Participants with over twenty (20) years of service receive a contribution
of eleven percent (11 %) of covered payroll.
The County and School Board provide all contributions to the plan (the employee makes no contributions to
the plan). In a defined contribution plan, benefits depend solely on amounts contributed to the plan plus
investment earnings.
The County and School Board's contributions to the plan for fiscal year 2006 were $16,837 and $278,553,
respectively. Total payroll for covered County employees was $1,788,239 and School Board employees were
$34,334,426. The contribution averaged 9.42% and 8.11% of the covered payrolls of the County and School
Board, respectively. The County and School Board had no investments with the plan at any time during the
year.
NOTE 12-ANNEXATION AND REVENUE SHARING AGREEMENT:
An Annexation and Revenue Sharing Agreement dated February 17, 1982 between the County and the City of
Charlottesville, Virginia was approved in a public referendum on May 18, 1982. The agreement requires the
County and City annually to contribute portions of their respective real property tax bases and revenues to a
Revenue and Economic Growth Sharing Fund. Distribution of the fund and the resulting net transfer of funds
shall be made on each January 31 while this agreement remains in effect.
During the time this agreement is in effect, the City will not initiate any annexation procedures against the
County. Also, pursuant to this agreement, a committee was created to study the desirability of combining
the governments and the services presently provided by them.
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 12-ANNEXATION AND REVENUE SHARING AGREEMENT: (CONTINUED)
This agreement became effective July 1, 1982 and remains in effect until:
1. The County and City are consolidated into a single political subdivision, or
2. The concept for independent cities presently existing in Virginia is altered by State law in such a manner
that real property in the City becomes a part of the County's tax base, or
3. The County and City mutually agree to cancel or change the agreement.
During the fiscal year, the County paid $9,742,748 to the City as a result of this agreement. Amounts to be
paid pursuant to this agreement are to be funded from revenues of the fiscal year in which paid.
NOTE 13-THOMAS JEFFERSON MEMORIAL FOUNDATION:
During 1985, the County and the City of Charlottesville jointly purchased a parcel of land from the
Commonwealth of Virginia. The property has been lease to the Thomas Jefferson Memorial Foundation for
use as a Visitors Center. The lease payments are $67,734 per annum and these funds are used for capital
maintenance costs. The Foundation has assumed responsibility for substantially all operating costs relating
to the utilities, minor repairs and insurance.
NOTE 14-DEFINED BENEFIT PENSION PLAN:
The County and Component Unit School Board participate in the Virginia Retirement System defined benefit
pension plan.
Plan Description:
Name of Plan:
Identification of Plan:
Administering Entity:
Virginia Retirement System (VRS)
Agent and Cost-Sharing Multiple-Employer Defined Benefit Pension Plan
Virginia Retirement System (System)
All full-time, salaried permanent employees of participating employers must participate in the VRS.
Benefits vest after five years of service. Employees are eligible for an unreduced retirement benefit at age
65 with 5 years of service (age 60 for participating local law enforcement officers, firefighters, and sheriffs)
or at age 50 with at least 30 years of service if elected by the employer (age 50 with at least 25 years of
service for participating local law enforcement officers, firefighters, and sheriffs) payable monthly for life
in an amount equal to 1.7 percent of their average final salary (AFS) for each year of credited service.
Benefits are actuarially reduced for retirees who retire prior to becoming eligible for full retirement
benefits. In addition, retirees qualify for annual cost-of-living increases limited to 5% per year beginning in
their second year of retirement. AFS is defined as the highest consecutive 36 months of salary.
Participating local law enforcement officers, firefighters, and sheriffs may receive a monthly benefit
supplement if they retire prior to age 65. The VRS also provides death and disability benefits. Title 51.1 of
the Code of Virginia (1950), as amended, assigns the authority to establish and amend benefit provisions to
the State Legislature. Actuarial valuations are performed on annual basis.
61
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 14-DEFINED BENEFIT PENSION PLAN: (CONTINUED)
Plan Description: (Continued)
The System issues a publicly available comprehensive annual financial report that includes financial
statements and required supplementary information for VRS. A copy of that report may be obtained by
writing to the System at P.O. Box 2500, Richmond, VA 23218-2500.
Funding Policy:
Plan members are required by Title 51.1 of the Code of Virginia (1950), as amended, to contribute 5% of
their annual salary to the VRS. This 5% member contribution may be assumed by the employer. In addition,
the County and School Board are required to contribute the remaining amounts necessary to fund
participation in the VRS using the actuarial basis specified by the statute and approved by the VRS Board of
Trustees. The County and School Board non-professional employee contribution rates for the fiscal year
ended 2006 were 5.0% and 5.0% of annual covered payroll, respectively.
The School Board's contribution rate for the VRS statewide cost sharing pool for its professional employees
averaged 6.62% for the year.
Annual Pension Cost:
For fiscal 2006, the County's annual pension cost of $1,593,173 (does not include the employee share
assumed by the County which was $1,327,644) was equal to the County's required and actual contributions.
The required contribution was determined as part of the June 30, 2003 actuarial valuation using the entry
age normal actuarial cost method.
In fiscal 2006, the County of Albemarle School Board's annual pension cost for the Board's non-professional
employees was $269,030 (does not include the employee share assumed by the Board which was $336,287)
which was equal to the Board's required and actual contributions. The required contribution was
determined as a part of the June 30, 2003 actuarial valuation using the entry age normal actuarial cost
method.
The School Board professional employees are included in the VRS statewide cost-sharing pool. The Board's
required employer and employee contributions to this pool was $4,281,516 and $3,233,774, respectively.
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 14-DEFINED BENEFIT PENSION PLAN: (CONTINUED)
Annual Pension Cost: (Continued)
The actuarial assumptions used for fiscal 2006 contributions are as follows:
Valuation date
Actuarial cost method
Amortization method
Payroll growth rate
Remaining amortization period
Asset valuation method
Non-Professiona I
County School Board
June 30, 2003 June 30, 2003
Entry Age Normal Entry Age Normal
Level percent, open Level percent, open
3% 3%
o Years 8 Years
Modified market Modified market
8.00% 8.00%
4.25% to 6.10% 4.25% to 6.10%
4.50% to 5.75% N/A
3.0% 3.0%
Actuarial assumptions:
Investment rate of return 1
Projected salary increases: 1
Non LEO Employees
LEO Employees
Cost-of-living adjustments
1 Includes inflation at 3%
Trend Information
Annual Percentage Net
Fiscal Year Pension of APC Pension
Ending Cost (APC) (1) Contributed Obligation
County:
June 30, 2004 S 552,394 100% S
June 30, 2005 1,432,549 100%
June 30, 2006 1,593,173 100%
School Board:
Non-professional:
June 30, 2004 S 89,679 100% S
June 30, 2005 248,810 100%
June 30, 2006 269,030 100%
(1) Employer portion only
63
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 15-LEGAL COMPLIANCE:
A. Expenditures in Excess of ApproDriations
Expenditures did not exceed appropriations in any fund at June 30, 2006.
B. Fund Deficits
There are no funds with deficit balances at June 30, 2006.
NOTE 16-SELF INSURANCE/RISK MANAGEMENT:
The County administers employee health and unemployment insurance programs. The health insurance
activity has accounting in an internal service fund. Unemployment programs have accounting in the General
and School funds.
Emplovee Health Insurance:
Albemarle County, Albemarle County School Board, Albemarle County Water and Sewer Authority, and
several other entities established a public entity risk pool to provide for consolidated health care benefits
plan for their employees. The plan is based on a service contract with a private carrier in which bills are
derived from actual expenses incurred or claims filed. The participating agencies have established a reserve
fund to meet any potential liability. Each participating agency is responsible for paying amounts billed by
the County.
Liabilities for unpaid claims and claim adjustment expenses are estimated based on the estimated ultimate
cost of settling the claims, including the effects of inflation and other societal and economic factors.
Changes in the balances of claim liabilities during the past three years are as follows:
Claims Current Claims
Liability Year Claims Claims and Liability
Fiscal Beginning and Changes Other End of
Year of Year in Estimates Payments Year
2004 S 1 ,076,797 S 14,677,774 S 14,500,090 S 1,254,481
2005 1,254,481 14,613,864 14,778,482 1,089,863
2006 1,089,863 18,662,445 17,903,263 1,849,045
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 16-SELF INSURANCE/RISK MANAGEMENT: (CONTINUED)
The following is a summary of revenues and claims expenses for the pool for the last ten years. The pool
was formed in fiscal year 1995.
Fiscal Operating Non-operating Claims and
Year Revenue Revenue Related Expenses
2006 S 19,691,975 S 311,494 S 17,903,263
2005 17,547,100 43,620 14,778,482
2004 15,463,231 38,440 14,500,090
2003 12,750,485 35,888 12,278,717
2002 10,003,540 100,882 10,631,713
2001 8,643,509 187,902 8,570,830
2000 7,948,692 134,551 7,594,544
1999 7,152,128 147,559 6,854,373
1998 5,733,956 408,694 5,982,167
1997 4,730,323 357,270 4,551,221
Emolovee Dental Insurance:
Albemarle County, Albemarle County School Board, Albemarle County Water and Sewer Authority and
several other entities established a public entity risk pool to provide for consolidated Dental Care benefits
plan for their employees. The plan is based on a service contract with a private carrier in which bills are
derived from actual expenses incurred or claims filed. The participating agencies have established a
reserve fund to meet any potential liability. Each participation agency is responsible for paying amounts
billed by the County.
Liabilities for unpaid claims and claim adjustment expenses are estimated based on the estimated ultimate
cost of settling the claims, including the effects of inflation and other societal and economic factors.
Current Year
Claims Liability Claims and Claims and Claims
Fiscal Beginning Changes in Other Liability
Year of Year Estimates Payments End of Year
2006 S - S 719,556 S 695,702 S 23,864
65
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 16-SELF INSURANCE/RISK MANAGEMENT: (CONTINUED)
EmDloyee Dental Insurance: (Continued)
The following is a summary of Revenues and claims expenses for the pool.
Fiscal
Year
Operating
Revenue
Non-operati ng
Revenue
Claims and
Related
Expenses
2006
$
867,577 $
- $
695,702
UnemDloyment Insurance:
The County and School Board are responsible for employment claims. The Virginia Employment Commission
bills the County for all unemployment claims. The liability for billed but unpaid claims has been accrued in
the General and School Funds. No liability has been recorded for estimated unreported claims. The amount
of estimated unreported claims is not expected to be significant.
ProDerty and Casualty Insurance:
The County contracts with the Virginia Municipal Group Self Insurance Association and the School Board
contracts with School Systems of Virginia to provide workers compensation insurance coverages. In the
event of a loss deficit and depletion of all assets and available insurance of the Pools, the Pools may assess
all members in the proportion which the premium of each bears to the total premiums of all members in the
year in which such deficit occurs.
The School Board contracts with private insurance carriers for property damage, employee crime and
dishonesty and general liability coverages. The property coverages are for specific amounts based on values
assigned to the insured properties. Liability coverages are for $10,000,000.
The County contracts with the Virginia Municipal Liability Pool for property, employee crime and dishonesty,
general liability, public officials and law enforcement liability coverages. This program is similar to the
Virginia Municipal Group Self Insurance Association as described above. Liability coverages are for
$4,000,000.
Other:
The County has not had reductions in insurance coverages or settlements in excess of insurance coverages
for the past three fiscal years.
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COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 17-SURETY BONDS:
The following County officials are covered by surety bonds in the following amounts:
Virginia Department of Risk Management:
Shelby J. Marshall, Clerk of the Circuit Court
Richard M. Wiggans, Director of Finance
Edgar S. Robb, Sheriff
Director of Finance and Subordinate Employees-Blanket Bond
United States Fidelity and Guaranty Company - Surety:
Clerk of the School Board
Deputy Clerk of the School Board
Virginia Municipal Liability Pool:
All County Employees,
Clerk of the Circuit Court, County Executive and Board of
Supervisors-Blanket Bond
$
3,000,000
750,000
30,000
500,000
10,000
10,000
500,000
NOTE 18-ACCRUED LANDFILL COSTS:
In 1991 the County transferred its share of the joint City-County landfill operations and the related assets
and liabilities (including post-closure care and corrective account costs) to the Rivanna Solid Waste
Authority. During the fiscal year ended June 30, 2006 the City and County entered in a Cost Sharing
Agreement for purposes of paying any of the post-closure care and corrective action costs that the Rivanna
Solid Waste Authority may not have the financial resources to pay. Although the County has entered into a
Local Government Guarantee on behalf of the Rivanna Solid Waste Authority, the Virginia Department of
Environmental Quality has no legal recourse against the County under this guarantee. The Rivanna Solid
Waste Authority has the taxing authority to levy a utility tax on each parcel of real estate in the City and
County to generate revenue to pay the post-closure care and corrective actions costs.
The County's percentage of shared costs pursuant to the Agreement is 64.5%. The estimated share of the
County's post-closure care and corrective action costs is $6,483,968. During the fiscal year ended June 30,
2006, the County paid $1,128,113 to the Rivanna Solid Waste Authority under the terms and contributions of
the Cost Sharing Agreement.
NOTE 19-0THER POST-EMPLOYMENT BENEFITS:
Pursuant to County and School Board personnel policies, the County and School Board provide health
insurance benefits for persons who retire from County and School Board employment and meet certain other
criteria. In fiscal 2006, 151 persons were in the program and the County and School Board combined cost
was $837,931.
67
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Financial Statements
June 30, 2006 (Continued)
NOTE 20-SCHOOL OPERATING FUND BALANCE:
Reserved:
Subsequent year's operations
Prepaid items
Inventories
Total reserves
Designated:
School Programs:
Summer Nutrition
AIMR Summer Rent
CBIP
ED
Community Education
Drivers Safety
Open Doors
Summer School
Bus Replacement
Miscellaneous
Total designated funds
Undesignated:
Undesignated
s
384,768
s
315,330
700,098
Total
S 116,094
282,450
231,331
126,429
546,049
28,680
56,526
145,927
812,652
202,579
S 2,548,717
4,277,385
S 7,526,200
NOTE 21-REST A TEMENT OF FUND BALANCE AND NET ASSETS:
During the year ended June 30, 2006, the County adjusted the fund balance relating to the Fire Service Fund
due to the redemption of all loans from Volunteer Fire and Rescue Services. Accordingly, beginning fund
balance and net assets for the County have been restated as follows:
Balance July 1, 2005
Fire Service County
Fund Balance Net Assets
S 2,000,000 S 63,362,390
(2,000,000) (2,000,000)
S - S 61,362,390
Balance, June 30, 2005, as originally reported
Adjustment for overstatement
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REQUIRED SUPPLEMENTARY INFORMA TION
Note to Required Supplementary Information:
Presented budgets were prepared in accordance with
accounting principles generally accepted in the United
States of America.
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. COUNTY OF ALBEMARLE, VIRGINIA Exhibit 12
Page 1 of 2
. Budgetary Comparison Schedule
General Fund
. Year Ended June 30, 2006
. Variance
With
. Final Budget
Original Final Positive
Budget Budget Actual (Negative )
. Revenues
. Property taxes S 104,144,558 S 104,144,558 S 107,248,620 S 3,104,062
Other local taxes 37,734,900 37,734,900 41,953,433 4,218,533
Permits, privilege fees and
. regulatory licenses 1,369,200 1,396,154 1,467,621 71,467
Fines and forfeitures 344,400 344,400 303,707 (40,693)
. Use of money and property 797,188 797,188 1,146,766 349,578
Charges for services 1,604,200 1,604,200 2,022,193 417,993
. Miscellaneous 98,800 106,225 87,512 (18,713)
Recovered costs 192,148 415,548 493,302 77,754
Intergovernmental:
. Revenue from the Commonwealth 22,296,310 22,357,381 23,473,315 1,115,934
Revenue from the Federal Government 4,368,789 4,381,175 4,178,662 (202,513)
. Total revenues S 1 n, 950,493 S 173,281,n9 S 182,375,131 S 9,093,402
. Expenditures
Current:
General Government Administration
. Board of supervisors S 442,486 S 465,753 S 465,n1 S 32
County executive 766,843 804,968 779,145 25,823
. Community resources 186,875 188,075 190,388 (2,313)
Management and budget 345,088 366,330 365,513 817
. Personnel 956,543 956,543 742,158 214,385
Legal services 643,000 654,800 654,067 733
. Director of finance 3,606,800 3,610,300 3,509,993 100,307
Information services 1,985,089 1,985,089 1,968,046 17,043
Elections 383,214 460,874 367,589 93,285
. Total general government administration S 9,315,938 S 9,492,732 S 9,042,620 S 450,112
. Judicial Administration
Circuit court S 85,273 S 95,073 S 94,973 S 100
. General district court 16,100 18,n9 16,585 2,144
Magistrate 5,150 5,150 5,150
. Juvenile and domestic relations court 55,045 55,045 55,045
Clerk of the circuit court 635,000 673,082 564,709 108,373
. Sheriff 1,600,523 1,704,334 1,700,757 3,577
Commonwealth attorney 711,7n 732,8n 732,810 62
. Total judicial administration S 3,108,863 S 3,284,285 S 3,164,879 S 119,406
. Public Safety
Police department S 9,984,652 S 10,230,313 S 10,229,862 S 451
E-911 service 1,550,927 1,550,927 1,539,7n 11,155
. Fire and rescue services 5,7n,483 6,064,956 5,963,255 101,701
Regional jail 2,346,844 2,359,230 2,146,194 213,036
. Juvenile detention home 855,099 976,399 976,318 81
Offender Aid and Restoration 131,913 131,913 131,913
. Community Attention Home 49,155 49,155 49,155
Inspections 1,073,895 1,086,695 1,086,669 26
Other protection 147,882 152,220 149,845 2,375
. Total public safety S 21,912,850 S 22,601,808 S 22,2n,983 S 328,825
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 12
Page 2 of 2
Budgetary Comparison Schedule
General Fund (Continued)
Year Ended June 30, 2006
Variance
With
Final Budget
Original Final Positive
Bud!!et Bud!!et Actual (Negative)
Expenditures (Continued)
Public Works
Sanitation and waste removal S 345,200 S 639,658 S 168,356 S 471,302
Maintenance of buildings and grounds 3,122,805 3,156,564 2,897,118 259,446
Total public works S 3,468,005 S 3,796,222 S 3,065,474 S 730,748
Health and Welfare
Welfare and social services S 14,320,931 S 11,837,790 S 11 ,391 ,656 S 446 ,134
Total health and welfare S 14,320,931 11,837,790 11 ,391 ,656 446,134
Education
Community college S 22,060 S 22,060 S 22,060 S
Appropriation to public school system 89,101,778 89,085,068 89,091 ,342 (6,274)
Total education S 89,123,838 S 89,107,128 S 89,113,402 S (6,274)
Parks, recreation and cultural
Parks and recreation S 2,241,473 S 2,243,950 S 2,138,914 S 105,036
Gypsy moth program 16,840 16,840 2,870 13,970
Regional library 2,527,089 2,527,089 2,527,089
Miscellaneous contributions 501 ,277 511 ,277 511 ,277
Total parks, recreation and cultural S 5,286,679 S 5,299,156 S 5,180,150 S 119,006
Community Development
Planning and community development S 5,631,219 S 5,929,911 S 5,422,155 S 507,756
Contributions to other agencies 955,542 1,008,914 988,914 20,000
Revenue sharing agreement - City of Charlottesville 9,742,748 9,742,748 9,742,748
Soil and Water Conservation District 82,156 82,257 82,237 20
Cooperative extension program 184,287 184,287 108,733 75,554
Other 137,000 137,000 53,014 83,986
Total community development S 16,732,952 S 17,085,117 S 16,397 ,801 S 687,316
Total expenditures S 163,270,056 S 162,504,238 S 159,628,965 S 2,875,273
Excess (deficiency) of revenues over expenditures S 9,680,437 S 10,777,491 S 22,746,166 S 11,968,675
Other Financing Sources (Uses)
Issuance of general obligation bonds S 7,786,000 7,786,000 7,380,000 (406,000)
Bond premium 412,274 412,274
Transfers in 3,649,034 8,810,864 1,907,813 (6,903,051)
Transfers out (21,115,471) (27,374,355) (26,850,016) 524,339
Total other financing sources (uses) S (9,680,437) S (10,777,491) S (17,149,929) S (6,372,438)
Net change in fund balance S - S - S 5,596,237 S 5,596,237
Fund balance, beginning of year 21,249,799 21 ,249,799
Fund balance, end of year S S S 26.846.036 S 26.846.036
The budgetary data presented above is on the modified accrual basis of accounting which is in accordance with generally accepted
accounting principles.
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. COUNTY OF ALBEMARLE, VIRGINIA Exhibit 1 3
. Budgetary Comparison Schedule
Federal/State Grants Fund
. Year Ended June 30, 2006
. Variance
With
. Final Budget
Original Final Positive
. Budget Budget Actual (Negative)
Revenues
. Use of money and property S - S S 26,841 S 26,841
Charges for services 300 300
. Miscellaneous 13,600 13,600
Recovered costs 1,043,000 1,099,500 1,108,273 8,773
. Intergovernmental:
Revenue from the Commonwealth 4,327,991 4,491,224 3,993,602 (497,622)
Revenue from the Federal Government 4,062,920 5,274,344 4,799,456 (474,888)
. Total revenues S 9,433,911 S 10,878,668 S 9,942,On S (936,596)
. Expenditures
Current:
. Judicial Administration
Commonwealth Attorney - victim-witness S 83,051 S 83,051 S 81,705 S 1,346
. Public Safety
. Police department S 608,650 S 2,226,607 S 1,854,813 S 371,794
Total public safety S 608,650 S 2,226,607 S 1,854,813 S 371,794
. Health and Welfare
. Day care program S 603,567 S 594,467 S 442,660 S 151,807
Comprehensive Services Act programs 6,163,127 6,627,915 6,401,362 226,553
At-risk 4 year olds 702,699 711,503 711,503
. Family support program 740,431 740,431 714,354 26,077
Other 307,109 174,084 133,025
. Total health and welfare S 8,209,824 S 8,981,425 S 8,443,963 S 537,462
. Community Development
Planning and community development S 9,500 S 22,500 S 22,432 S 68
. Housing programs 2,736,062 2,810,712 2,335,733 474,979
Total community development S 2,745,562 S 2,833,212 S 2,358,165 S 475,047
.
Total expenditures S 11,647,087 S 14,124,295 S 12,738,646 S 1,385,649
. Excess (deficiency) of revenues over expenditures S (2,213,176) S (3,245,627) S (2,796,574) S 449,053
. Other Financing Sources (Uses)
Transfers in S 2,526,013 S 3,558,464 S 2,676,589 S (881,875)
. Transfers out (312,837) (312,837) (317,321 ) (4,484)
-
. Total other financing sources (uses) S 2,213,176 S 3,245,627 S 2,359,268 S (886,359)
Net change in fund balance S - S - S (437,306) S (437,306)
. Fund balance, beginning of year
1,350,718 1,350,718
. Fund balance, end of year S S S 913.412 S 913.412
.
The budgetary data presented above is on the modified accrual basis of accounting which is in accordance with generally accepted
. accounting principles.
.
. 73
COUNTY OF ALBEMARLE, VIRGINIA Exhibit 14
Schedule of Funding Progress for the Virginia Retirement System
Last Three Fiscal Years
County
Actuarial Actuarial Unfunded UAAL
Value of Accrued (Excess Funded) Funded Annual as%of
Valuation Assets Liability Actuarial Accrued Ratio Covered Payroll
Date (AVA) (AAL) Liability (UAAL) (2) I (3) Payroll (4) I (6)
(1 ) (2) (3) (4) (5) (6) (7)
6/30/2005 S 60,322,208 S 71,443,575 S 11,121,367 84.43% S 24,150,647 46.05%
6/30/2004 57,489,754 61,611,707 4,121,953 93.31% 22,298,126 18.49%
6/30/2003 55,571,470 55,570,708 (762) 100.00% 21,491,203 0.00%
Discretely Presented Component Unit - School Board
School Board Non-Professionals:
Actuarial Actuarial Unfunded UAAL
Value of Accrued (Excess Funded) Funded Annual as%of
Valuation Assets Liability Actuarial Accrued Ratio Covered Payroll
Date (AVA) (AAL) Liability (UAAL) (2) I (3) Payroll (4) I (6)
(1 ) (2) (3) (4) (5) (6) (7)
6/30/2005 S 13,406,704 S 14,954,265 S 1,547,561 89.65% S 6,208,474 24.93%
6/30/2004 12,779,427 13,036,734 257,307 98.03% 6,097,340 4.22%
6/30/2003 12,376,570 11,665,691 (710,879) 106.09% 6,031,286 (11. 79%)
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OTHER SUPPLEMENTARY INFORMATION
75
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 1 5
Combining Balance Sheet
Nonmajor Governmental Funds
At June 30, 2006
Special Debt Capital
Revenue Service Projects Total
Assets
Cash and investments S 139,679 S 1,426,497 S 1,842,374 S 3,408,550
Accounts receivable 228,918 228,918
Due from other governments 2,086,208 2,086,208
Total S 368,597 S 3,512,705 S 1,842,374 S 5,723,676
Liabilities
Accounts payable and accrued liabilities S 114,029 S - S 3,003 S 117,032
Fund Balance
Reserved for:
Debt service S - S 3,512,705 S - S 3,512,705
Unreserved:
Designated:
Subsequent year's expenditures 254,568 254,568
Capital projects 1,839,371 1,839,371
Unreserved / undesignated
Total fund balance S 254,568 S 3,512,705 S 1,839,371 S 5,606,644
Total S 368,597 S 3,512,705 S 1,842,374 S 5,723,676
77
COUNTY OF ALBEMARLE, VIRGINIA Exhibit 16
Combining Statement of Revenues, Expenditures and Changes in Fund Balances
Nonmajor Governmental Funds
Year Ended June 30, 2006
Special Debt Capital
Revenue Service Projects Total
Revenues
Other local taxes S 2,403,994 S S - S 2,403,994
Use of money and property 87,157 362,731 59,411 509,299
Charges for services 32,812 21,154 53,966
Recovered costs 215,215 215,215
Total revenues S 2,523,963 S 577,946 S 80,565 S 3,182,474
Expenditures
Debt service:
Principal payments S - S 8,400,199 S S 8,400,199
Interest and fiscal charges 46,510 5,104,094 5,150,604
Capital projects 185,448 185,448
Total expenditures S 46,510 S 13,504,293 S 185,448 S 13,736,251
Excess (deficiency) of revenues over
expenditures S 2,477,453 S (12,926,347) S (104,883) S (10,553,777)
Other financing sources (uses)
Transfers in S - S 12,945,712 S 450,000 S 13,395,712
Transfers out (2,744,577) (2,744,577)
Total other financing sources (uses) S (2,744,577) S 12,945,712 S 450,000 S 10,651,135
Net change in fund balance S (267,124) S 19,365 S 345,117 S 97,358
Fund balance, beginning of year, as adjusted 521,692 3,493,340 1,494,254 5,509,286
Fund balance, end of year S 254,568 S 3,512,705 S 1,839,371 S 5,606,644
78
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 17
Combining Balance Sheet
Nonmajor Special Revenue Funds
At June 30, 2006
Courthouse Visitor
E-911 Maintenance Center Tourism
Fund Fund Fund Fund Total
Assets
Cash and investments S S 4,294 S 84,654 S 50,731 S 139,679
Accounts receivable 135,465 93,453 228,918
Total S 135,465 S 4,294 S 84,654 S 144,184 S 368,597
Liabilities
Accounts payable and accrued liabilities S 114,029 S - S - S - S 114,029
Fund Balance
Unreserved:
Designated:
Subsequent year's expenditures S 21,436 S 4,294 S 84,654 S 144,184 S 254,568
Total fund balance S 21,436 S 4,294 S 84,654 S 144,184 S 254,568
Total S 135,465 S 4,294 S 84,654 S 144,184 S 368,597
79
COUNTY OF ALBEMARLE, VIRGINIA Exhibit 18
Combining Statement of Revenues, Expenditures and Changes in Fund Balances
Nonmajor Special Revenue Funds
Year Ended June 30, 2006
Courthouse Visitor
E -911 Maintenance Center Tourism
Fund Fund Fund Fund Total
Revenues
Other local taxes S 1,451,632 S S S 952,362 S 2,403,994
Use of money and property 13,778 73,379 87,157
Charges for services 32,812 32,812
Total revenues S 1,465,410 S 32,812 S 73,379 S 952,362 S 2,523,963
Expenditures
Debt service:
Interest and fiscal charges S S S 46,510 S S 46,510
Total expenditures S S - S 46,510 S S 46,510
Excess (deficiency) of revenues over
expenditures S 1,465,410 S 32,812 S 26,869 S 952,362 S 2,477,453
Other financing sources (uses)
Transfers out S (1,826,085) S (30,000) S S (888,492) S (2,744,577)
Total other financing sources (uses) S (1,826,085) S (30,000) S S (888,492) S (2,744,577)
Net change in fund balance (360,675) 2,812 26,869 63,870 (267,124)
Fund balance, beginning of year S 382,111 S 1,482 S 57,785 S 80,314 S 521,692
Fund balance, end of year S 21,436 S 4,294 S 84,654 S 144,184 S 254,568
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COUNTY OF ALBEMARLE, VIRGINIA
Exhibit 19
Combining Balance Sheet
Other Nonmajor Funds
At June 30, 2006
Debt Service Capital Projects Total Other
Stormwater Nonmajor
General School Total Control Funds
Assets
Cash and investments S 1,421,858 S 4,639 S 1,426,497 S 1,842,374 S 3,268,871
Due from other governments 2,086,208 2,086,208 2,086,208
Total S 3,508,066 S 4,639 S 3,512,705 S 1,842,374 S 5,355,079
Liabilities
Accounts payable and accrued liabil S - S S - S 3,003 S 3,003
Total S S S S 3,003 S 3,003
Fund Balance
Reserved for:
Debt service S 3,508,066 S 4,639 S 3,512,705 S - S 3,512,705
Unreserved:
Designated:
Capital projects 1,839,371 1,839,371
Total fund balance S 3,508,066 S 4,639 S 3,512,705 S 1,839,371 S 5,352,076
Total S 3,508,066 S 4,639 S 3,512,705 S 1,842,374 S 5,355,079
81
COUNTY OF ALBEMARLE, VIRGINIA Exhibit 20
Combining Statement of Revenues, Expenditures and Changes in Fund Balances
Other Nonmajor Funds
Year Ended June 30, 2006
Debt Service Capital Projects Total Other
Stormwater Nonmajor
General School Total Control Funds
Revenues
Use of money and property S 116,373 S 246,358 S 362,731 S 59,411 S 422,142
Charges for services 21,154 21,154
Recovered costs 215,215 215,215 215,215
Total revenues S 331,588 S 246,358 S 577,946 S 80,565 S 658,511
Expenditures
Debt service:
Principal payments S 1,385,199 S 7,015,000 S 8,400,199 S S 8,400,199
Interest and fiscal charges 860,902 4,243,192 5,104,094 5,104,094
Capital projects 185,448 185,448
Total expenditures S 2,246,101 S 11,258,192 S 13,504,293 S 185,448 S 13,689,741
Excess (deficiency) of revenues over
expenditures S (1,914,513) S (11,011,834) (12,926,347) (104,883) (13,031,230)
Other financing sources (uses)
Transfers in S 1,931,824 S 11,013,888 S 12,945,712 S 450,000 S 13,395,712
Net change in fund balance S 17,311 S 2,054 S 19,365 S 345,117 S 364,482
Fund balance, beginning of year 3,490,755 2,585 3,493,340 1,494,254 4,987,594
Fund balance, end of year S 3,508,066 S 4,639 S 3,512,705 S 1,839,371 S 5,352,076
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 21
Combining Statement of Net Assets
Internal Service Funds
At June 30, 2006
Total
Health Dental Vehicle Internal
Insurance Plan Pool Duplicating Replacement Service
Fund Fund Fund Fund Funds
Assets
Current assets:
Cash and investments S 9,627,502 S 195,739 S 95,174 S 100,730 S 10,019,145
Accounts receivable 1,005 11,603 12,608
Total assets S 9,627,502 S 195,739 S 96,179 S 112,333 S 10,031,753
Liabilities
Current liabilities:
Accounts payable and accrued expenses S 840 S S 19,147 S 22,241 $ 42,228
Claims payable 1,849,045 23,864 1,8n,909
Total liabilities S 1,849,885 S 23,864 S 19,147 S 22,241 $ 1,915,137
Net assets
Unrestricted S 7,n7,617 S 171,875 S n,032 S 90,092 S 8,116,616
Total net assets S 7,m,617 S 171,875 S n,032 S 90,092 $ 8,116,616
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 22
Combining Statement of Revenues, Expenses and
Changes in Fund Net Assets
Internal Service Funds
Year Ended June 30, 2006
Total
Health Dental Vehicle Internal
Insurance Plan Pool Duplicating Replacement Service
Fund Fund Fund Fund Funds
Operating revenues
Charges for service S 19,691,975 S 867,577 S 179,867 S 467,356 S 21,206,775
Operating expenses
Benefits and related expenses S 17,879,263 S 695,702 S S S 18,574,965
Services and supplies 183,786 765,149 948,935
Other charges 24,000 24,000
Total operating expenses S 17,903,263 S 695,702 S 183,786 S 765,149 S 19,547,900
Operating income (loss) S 1,788,712 S 171,875 S (3,919) S (297,793) S 1,658,875
Nonoperating revenues (expenses)
Interest income S 311,494 S - S - S 6,602 S 318,096
Transfers:
Transfers in S - S S - S 289,115 S 289,115
Transfers out (350,000) (350,000)
Net transfers S S - S (350,000) S 289,11 5 S (60,885)
Change in net assets S 2,100,206 S 171,875 S (353,919) S (2,076) S 1,916,086
Net assets, beginning of year 5,677,411 430,951 92,168 6,200,530
Net assets, end of year S 7,777,617 S 171,875 S 77,032 S 90,092 S 8,116,616
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 23
Combining Statement of Cash Flows
Internal Service Funds
Year Ended June 30, 2006
Total
Health Dental Vehicle Internal
Insurance Plan Pool Duplicating Replacement Service
Fund Fund Fund Fund Funds
Cash flows from operating activities
Receipts from insured S 19,696,975 S 867,5n S - S - S 20,564,552
Receipts from services 179,002 468,178 647,180
Payments to suppliers (17,559,406) (671,838) (173,892) (762,161 ) (19,167,297)
Other payments (24,000) (24,000)
Net cash provided (used) by operating activities S 2,113,569 S 195,739 S 5,110 S (293,983) S 2,020,435
Cash flows from noncapital financing activities:
Transfers S - S - S (350,000) S 289,11 5 S (60,885)
Cash flows from investing activities:
Interest income S 311,494 S - S - S 6,602 S 318,096
Net increase (decrease) in cash and cash equivalents S 2,425,063 S 195,739 S (344,890) S 1,734 S 2,2n,646
Balances, beginning of year 7,202,439 440,064 98,996 7,741,499
Balance, end of year S 9,627,502 S 195,739 S 95,174 S 100,730 S 10,019,145
Reconciliation of operating income to net cash
provided (used) by operating activities:
Operating income (loss) S 1,788,712 S 171,875 S (3,919) S (297,793) S 1,658,875
Adjustments to reconcile operating income to
net cash provided by operating activities:
Change in assets and liabilities:
Receivables, net 5,000 (865) 822 4,957
Accounts payable and accrued expenses (439,325) 9,894 2,988 (426,443)
Claims payable 759,182 23,864 783,046
Net cash provided (used) by operating activities S 2,113,569 S 195,739 S 5,110 S (293,983) S 2,020,435
85
COUNTY OF ALBEMARLE, VIRGINIA
Exhibit 24
Combining Statement of Fiduciary Net Assets
Private Purpose Trust Funds
At June 30, 2006
H&L Juanise Crozet
Graves Mcintire Dyer Weinstein Crossings Proffer
Trust Trust Trust Trust Trust Trust
Fund Fund Fund Fund Fund Fund Total
Assets
Cash and investments S 2,898 S - S 11 ,136 S 75,160 S 278,357 S 443,427 S 810,978
Investments with trustee 284,478 284,478
Accounts receivable 2,300 2,300
Loan receivable 90,000 90,000
Total assets S 2,898 S 284,478 S 11 ,136 S 75,160 S 368,357 S 445,727 S 1,187,756
Net Assets
s
2,898 S
284,478 S
11 ,136 S
75,160 S
368,357 S
445,727 S 1,187,756
86
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 25
Combining Statement of Changes in Fiduciary Net Assets
Private Purpose Trust Funds
Year Ended June 30, 2006
H&L Juanise Crozet
Graves Mcintire Dyer Weinstein Crossings Proffer
Trust Trust Trust Trust Trust Trust
Fund Fund Fund Fund Fund Fund Total
Additions:
Investment earnings (losses) S 13 S 20,235 S 432 S 978 S 23,985 S 28,506 S 74,149
Contributions 17,200 17,200
Proffers 41,400 41,400
Total additions S 13 S 20,235 S 432 S 978 S 41,185 S 69,906 S 132,749
Deductions:
Education S S 7,474 S - S S S 389,373 S 396,847
Change in net assets S 13 S 12,761 S 432 S 978 S 41,185 S (319,467) S (264,098)
Net assets, beginning of year 2,885 271,717 10,704 74,182 327,172 765,194 1,451,854
Net assets, end of year S 2,898 S 284,478 S 11,136 S 75,160 S 368,357 S 445,727 S 1,187,756
87
COUNTY OF ALBEMARLE, VIRGINIA
Combining Statement of Fiduciary Net Assets
Agency Funds
At June 30, 2006
Assets
Cash and investments
Accounts receivable
Hunting
and
Special Fishing Payroll Performance
Welfare License Drug Suspense Bond
Fund Fund Fund Fund Fund
S 45,586 S 796 S 40,989 S 152,896 S 1,238,380
Total assets
s
45,586 S
796 S
40,989 S
152,896 S
1,238,380
Liabilities
Accounts payable S - S 473 S 2,967 S 152,858 S
Amounts held for others 45,586 323 38,022 38 1,238,380
Total liabilities S 45,586 S 796 S 40,989 S 152,896 S 1,238,380
88
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. Exhibit 26
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. HUD
Family
. Fire Self County Ace Appeal
Program Sufficiency Contribution Contribution CATEC Bond
. Fund Fund Fund Fund Fund Fund Total
. S 66,363 S 66,878 S 25,782 S 20,032 S - S 1,000 S 1,658,702
. 25 248,910 248,935
. S 66,363 S 66,878 S 25,807 S 20,032 S 248,910 S 1,000 S 1,907,637
.
. S S S S S 248,910 S S 405,208
. 66,363 66,878 25,807 20,032 1,000 1,502,429
. S 66,363 S 66,878 S 25,807 S 20,032 S 248,910 S 1,000 S 1,907,637
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. COUNTY OF ALBEMARLE, VIRGINIA Exhibit 27
. Page 1 of 2
Statement of Changes in Assets and Liabilities
. Agency Funds
Year Ended June 30, 2006
. Balance Balance
July 1, June 30,
. 2005 Additions Deletions 2006
. Special Welfare Fund:
Assets:
. Cash and cash equivalents S 30,495 S 45,586 S 30,495 S 45,586
Liabilities:
. Amounts held for others S 30,495 S 45,586 S 30,495 S 45,586
. Hunting and Fishing License Fund:
Assets:
. Cash and cash equivalents S 961 S 3,964 S 4,129 S 796
. Liabilities:
Accounts payable S 961 S 3,964 S 4,129 S 796
. Drug Fund:
Assets:
. Cash and cash equivalents S 14,039 S 38,100 S 11,150 S 40,989
Accounts receivable
. Total assets S 14.039 S 38.100 S 11 .150 S 40,989
. Liabilities:
Accounts payable S 3,900 S 2,967 S 3,900 S 2,967
. Amounts held for others 10,139 35,133 7,250 38,022
. T otalliabilities S 14.039 S 38.100 S 11 ,150 S 40,989
. Payroll Suspense Fund:
Assets:
. Cash and cash equivalents S 207,119 S 152,896 S 207,119 S 152,896
Liabilities:
. Accounts payable S 207,081 S 152,896 S 207,119 S 152,858
Amounts held for others 38 38
. Total liabilities S 207,119 S 152,896 S 207,119 S 152,896
. Performance Bond Fund:
Assets:
. Cash and cash equivalents S 1 ,233,297 S 3,893,387 S 3,888,304 S 1 ,238,380
. Liabilities:
Amounts held for others S 1 ,233,297 S 3,893,387 S 3,888,304 S 1 ,238,380
. Fire Program Fund:
Assets:
. Cash and cash equivalents S 67 .263 S 66,363 S 67,263 S 66.363
. Liabilities:
Amounts held for others S 67,263 S 66,363 S 67,263 S 66,363
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. 91
COUNTY OF ALBEMARLE, VIRGINIA Exhibit 27
Page 2 of 2
Statement of Changes in Assets and Liabilities
Agency Funds
Year Ended June 30,2006 (Continued)
Balance Balance
July 1, June 30,
2005 Additions Deletions 2006
HUD Family Self Sufficiency Fund:
Assets:
Cash and cash equivalents S 89,968 S . S 23.090 S 66,878
Liabilities:
Amounts held for others S 89,968 S - S 23,090 S 66,878
County Conribution Fund:
Assets:
Cash and cash equivalents S 23,446 S 5,336 S 3,000 S 25,782
Accounts receivable 25 25
Total assets S 23.446 S 5,361 S 3,000 S 25,807
Liabilities:
Amounts held for others S 23 ,446 S 5,361 S 3,000 S 25,807
Ace Contribution Fund:
Assets:
Cash and cash equivalents S - S 20,032 S - S 20,032
Liabilities:
Amounts held for others S - S 20.032 S - S 20,032
CATEC:
Assets:
Cash and cash equivalents S - S 1,576,786 S 1,576,786 S
Accounts receivable 227,170 248,910 227,170 248,910
Total assets S 227,170 S 1,825,696 S 1,803,956 S 248,910
Liabilities:
Accounts payable S 227,170 S 1,825,696 S 1 ,803,956 S 248,910
Appeal Bond Fund:
Assets:
Cash and cash equivalents S 1,000 S - S - S 1,000
Liabilities:
Amounts held for others S 1,000 S - S - S 1,000
Totals--AII Agency Funds:
Assets:
Cash and cash equivalents S 1,667,588 S 5,802,450 S 5,811,336 S 1,658,702
Accounts receivable 227,170 248,935 227,170 248,935
Total assets S 1 ,894,758 S 6,051,385 S 6,038,506 S 1,907,637
Liabilities:
Accounts payable S 439,112 S 1,985,523 S 2,019,104 S 405,531
Amounts held for others 1,455,646 4,065,862 4,019,402 1,502,106
Total liabilities S 1 ,894,758 S 6,051,385 S 6.038,506 S 1 ,907,637
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 28
Page 1 of 2
Revenue and Expenditure Budgetary Comparison Schedule
Nonmajor and Other Funds
Year Ended June 30, 2006
Variance With
Final Budget
Original Final Positive
Budget Budget Actual (Negative)
Special Revenue Funds
E-911 Fund
Revenues:
Other local taxes S 1,632,719 S 1,632,719 S 1,451,632 S (181,087)
Use of money and property 11 ,000 11,000 B,n8 2,n8
Total revenues S 1,643,719 S 1,643,719 S 1,465,410 S (178,309)
Courthouse Maintenance Fund
Revenues:
Charges for services S 30,000 S 30,000 S 32,812 S 2,812
Tourism Fund
Revenues:
Other local taxes S 888,492 S 888,492 S 952,362 S 63,870
Visitor Center
Revenues:
Use of money and property S 67,734 S 67,734 S 73,379 S 5,645
Expenditures:
Debt service:
Interest S 47,510 S 47,510 S 46,510 S 1,000
Debt Service Funds
General Debt Service
Revenues:
Use of money and property S 67,963 S 67,963 S 116,373 S 48,410
Recovered costs 215,215 215,215 215,215
Total revenues S 283,178 S 283,178 S 331,588 S 48,410
Expenditures:
Principal payments S 1,385,199 S 1,385,199 S 1,385,199 S
Interest and fiscal charges 868,375 868,375 860,902 7,473
Total expenditures S 2,253,574 S 2,253,574 S 2,246,101 S 7,473
93
COUNTY OF ALBEMARLE, VIRGINIA
Revenue and Expenditure Budgetary Comparison Schedule
Nonmajor and Other Funds
Year Ended June 30, 2006
Exhibit 28
Page 2 of 2
Original
Budget
Debt Service Funds (Continued)
School Debt Service
Revenues:
Use of money and property
246,358 S
s
Expenditures:
Debt service:
Principal
Interest
s
7,015,002 S
4,245,243
Total expenditures
s
11,260,245 S
Capital Projects Funds
Stormwater Control
Revenues:
Use of money and property
Charges for services
s
Total revenues
s
Expenditures
Capital projects
1,890,385 S
s
Final
Budget
246,358 S
7,015,002 S
4,245,243
11,260,245 S
s
- S
Actual
246,358 S
7,015,000 S
4,243,192
11,258,192 S
s
59,411 S
21,154
The budgetary data presented above is on the modified accrual basis of accounting which is in accordance
with generally accepted accounting principles.
94
1,890,385 S
s
80,565 S
185,448 S
Variance With
Final Budget
Positive
(Negative)
2
2,051
2,053
59,411
21,154
80,565
1,704,937
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COUNTY OF ALBEMARLE, VIRGINIA Exhibit 29
Component Unit School Board
Combining Balance Sheet
At June 30, 2006
School School School Total
Operating Food Services Capital Governmental
Fund Fund Projects Fund Funds
Assets
Cash and investments S 17,223,393 S 500,871 S 3,547,207 S 21,271,471
Accounts receivable 484,894 251,950 736,844
Due from other governments 3,614,200 3,614,200
Inventories 315,330 126,323 441,653
Total $ 21,637,817 $ 879,144 $ 3,547,207 $ 26,064,168
Liabilities
Accounts payable and accrued liabilities $ 14,111,617 $ 238,115 $ 421,960 $ 14,n1,692
Fund Balance
Reserved for:
Inventories $ 315,330 $ 126,323 $ $ 441,653
Subsequent year's expenditures 384,768 384,768
Designated:
School programs 2,548,717 2,548,717
Capital projects 3,125,247 3,125,247
Unreserved / undesignated 4,2n,385 514,706 4,792,091
Total fund balance $ 7,526,200 $ 641,029 S 3,125,247 $ 11,292,476
Total $ 21,637,817 $ 879,144 $ 3,547,207 $ 26,064,168
95
COUNTY OF ALBEMARLE, VIRGINIA
Component Unit School Board
Reconciliation of the Governmental Funds Balance Sheet to the Statement of Net Assets
At June 30, 2006
Exhibit 30
Total fund balances for governmental funds (Exhibit 29)
11,292,476
Total net assets reported for governmental activities in the statement of net assets
is different because:
Capital assets used in governmental activities are not financial resources and
therefore are not reported in the funds. Those assets consist of:
Land
Construction in progress
Buildings and improvements, net of depreciation
Equipment, net of depreciation
School Board fixed assets in primary government, net of depreciation
Total capital assets
School bond proceeds for which capital assets have not been constructed or acquired.
This adjustment is required to properly report actual debt used to construct or
acquire capital assets.
Long-term liabilities applicable to the School Board's governmental activities are not due
and payable in the current period and accordingly are not reported as fund liabilities.
Balances of long-term liabilities affecting net assets are compensated absences.
Total net assets of governmental activities (Exhibit 1)
96
S 6,096,992
691,611
122,255,118
5,030,119
(71,771,974)
s
62,301,866
(1,035,056)
(1,937,753)
s
70,621,533
.
. COUNTY OF ALBEMARLE, VIRGINIA Exhibit 31
. Component Unit School Board
. Combining Statement of Revenues, Expenditures and Changes in Fund Balances
Year Ended June 30, 2006
.
School School
. School Food Capital Total
Operating Services Projects Governmental
. Fund Fund Fund Funds
. Revenues
Use of money and property S 375,710 S 7,070 S 302,970 S 685,750
. Charges for services 3,082,121 2,657,963 5,740,084
Miscellaneous 806,147 1,008,658 1,814,805
. Recovered costs 2,130,512 2,130,512
. Intergovernmental:
Appropriation from primary government 80,964,482 8,126,860 89,091,342
. Revenue from the Commonwealth 39,664,180 59,183 875,221 40,598,584
Revenue from the Federal Government 5,455,653 1,404,736 6,860,389
. Total revenues S 132,478,805 S 4,128,952 S 10,313,709 S 146,921,466
. Expenditures
. Current:
Education:
. Instruction S 100,581,676 S S S 100,581,676
Administration, attendance and health 8,028,634 8,028,634
. Transportation 10,457,247 10,457,247
Facilities operations 12,077,989 12,077,989
. Building improvements 2,343,742 2,343,742
School food services 3,784,691 3,784,691
. Capital projects 9,990,235 9,990,235
it Total expenditures S 133,489,288 S 3,784,691 S 9,990,235 S 147,264,214
. Excess (deficiency) of revenues over
expenditures S (1,010,483) S 344,261 S 323,474 S (342,748)
.
Other financing sources (uses)
. Transfers in S - S 50,000 S S 50,000
Transfers out (50,000) (50,000)
.
Total other financing sources (uses) S (50,000) S 50,000 S S
.
Net change in fund balance S (1,060,483) S 394,261 S 323,474 S (342,748)
.
. Fund balance, beginning of year, as restated (Note 22) 8,586,683 246,768 2,801,773 11,635,224
. Fund balance, end of year S 7,526,200 S 641,029 S 3,125,247 S 11,292,476
.
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. 97
COUNTY OF ALBEMARLE, VIRGINIA
Component Unit School Board
Reconciliation of the Statement of Revenues, Expenditures,
and Changes in Fund Balances of Governmental Funds to the Statement of Activities
Year Ended June 30, 2006
Exhibit 32
Net change in fund balances - total governmental funds (Exhibit 31)
Governmental funds report capital outlays as expenditures. However, in the statement of activities the
cost of those assets is allocated over their estimated useful lives and reported as depreciation expense.
This is the amount by which capital outlays exceeded depreciation in the current period.
School Board fixed assets are jointly owned by the County and School Board. The County share of School
Board fixed assets is in proportion to the debt owed on such by the County. The transfers to the School
Board are affected by the relationship of the debt to assets on a year to year basis. The net transfer
resulting from this relationship increased the transfers to the School Board.
Change in School bond proceeds for which capital assets have not been constructed or acquired.
Under the modified accrual basis of accounting used in the governmental funds, expenditures are not
recognized for transactions that are not normally paid with expendable financial resources. In the
statement of activities, however, which is presented on the accrual basis, expenses and liabilities are
reported regardless of when financial resources are available. In addition, interest on long term debt is
not recognized under the modified accrual basis of accounting until due, rather than as it accrues. This
adjustment combines the net changes of the following:
Compensated absences
Change in net assets of governmental activities (Exhibit 2)
98
s
(342,748)
3,254,831
(1,283,557)
(1,035,056 )
(104,460)
s
489,010
.
. COUNTY OF ALBEMARLE, VIRGINIA Exhibit 33
. Page 1 of 2
Component Unit School Board
School Funds
. Budgetary Comparison Schedules
Year Ended June 30. 2006
. Variance With
. Final Budget
Original Final Positive
. Budget Budget Actual (Negative )
School Operating Fund
Revenues
. Use of money and property S 512,000 S 502,000 S 375,710 S (126,290)
Charges for services 2,878,148 2,900,468 3,082,121 181,653
. Miscellaneous 500 649,122 806,147 157,025
Recovered costs 2,129,498 2,107,776 2,130,512 22,736
. Intergovernmental:
Appropriation from primary government 81,381,192 80,964,482 80,964,482
. Revenue from the Commonwealth 39,944,787 40,057,776 39,664,180 (393,596)
Revenue from the Federal Government 4,754,835 5,579,510 5,455,653 (123,857)
. Total revenues S 131,600,960 S 132,761,134 S 132,478,805 S (282,329)
. Expenditures
. Current:
Education:
Instruction S 101,329,954 S 102,384,881 S 100,581,676 S 1,803,205
. Administration, attendance and health 8,103,729 8,135,762 8,028,634 107,128
Transportation 9,910,144 10,724,809 10,457,247 267,562
. Facilities operations 12,365,454 12,182,736 12,077,989 104,747
Building improvements 2,189,885 2,550,558 2,343,742 206,816
. S
Total expenditures 133,899,166 S 135,978,746 S 133,489,288 S 2,489,458
. Excess (deficiency) of revenues over
. expenditures S (2,298,206) S (3,217,612) S (1,010,483) S 2,207,129
. Other financing sources (uses)
Transfers in S 2,298,206 S 3,217,612 S - S (3,217,612)
. Transfers out (50,000) 50,000
Total other financing sources (uses) S 2,298,206 S 3,217,612 S (50,000) S (3,167,612)
.
Net change in fund balance S - S S (1,060,483) S (960,483 )
.
Fund balance, beginning of year, as restated (Note 22) 8,586,683 8,586,683
i. Fund balance, end of year S S S S
7,526,200 7,626,200
. School Food Services Fund
.. Revenues
Use of money and property S 3,400 S 3,400 S 7,070 S 3,670
. Charges for services 2,668,000 2,825,000 2,657,963 (167,037)
Intergovernmental:
. Revenue from the Commonwealth 53,000 53,000 59,183 6,183
Revenue from the Federal Government 904,000 904 ,000 1,404,736 500,736
. Total revenues S 3,628,400 S 3,785,400 S 4,128,952 S 343,552
.
.
. 99
COUNTY OF ALBEMARLE, VIRGINIA Exhibit 33
Page 2 of 2
Component Unit School Board
School Funds
Budgetary Comparison Schedules
Year Ended June 30, 2006
Variance With
Final Budget
Original Final Positive
Budget Budllet Actual (Negative)
Expenditures
Current:
Education:
Food service operations S 3,628,400 S 3,785,400 S 3,784,691 S 709
Excess (deficiency) of revenues over
expenditures S - S - S 344,261 S 342,843
Other financing sources (uses)
Transfers in S S - S 50,000 S 50,000
Net change in fund balance S S S 394,261 S 392,843
Fund balance, beginning of year 246,768 246,768
Fund balance, end of year S S S 641 ,029 S 639,611
School Capital Projects Fund
Revenues
Use of money and property S 100,000 S 110,091 S 302,970 S 192,879
Miscellaneous 265,414 1,091,426 1,008,658 (82,768)
Intergovernmental:
Appropriation from primary government 8,120,586 10,845,521 8,126,860 (2,718,661 )
Revenue from the Commonwealth 897,000 897,000 875,221 (21,779)
Total revenues S 9,383,000 S 12,944,038 S 10,313,709 S (2,630,329)
Expenditures
School capital projects S 9,383,000 S 12,944,038 S 9,990,235 S 2,953,803
Excess (deficiency) of revenues over
expenditures S S S 323,474 S 323,474
Net change in fund balance S - S S 323,474 S 323,474
Fund balance, beginning of year 2,801,773 2,801,773
Fund balance, end of year S S - S 3,125,247 S 3,125,247
The budgetary data presented above is on the modified accrual basis of accounting which is in accordance with generally accepted
accounting principles.
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Statistical Section
Contents
Tables
Financial Trends
These tables contain trend information to help the reader understand how the
the County's financial performance and well-being have changed over time.
1 - 5
Revenue Capacity
These tables contain information to help the reader assess the factors affecting
the County's ability to generate its property and sales taxes.
6 - 9
Debt Capacity
These tables present information to help the reader assess the afford ability of
the County's current levels of outstanding debt and the County's ability to issue
debt in the future.
10 - 12
Demographic and Economic Information
These tables offer demographic and economic indicators to help the reader
understand the environment within which the County's financial activities take
place and to help make comparisons over time and with other governments.
13 - 14
Operating Information
These tables contain information about the County's operations and resources to
help the reader understand how the County's financial information relate to the
services the County provides and the activities it performs.
15-17
Sources:
Unless otherwise noted, the information in these tables is derived from the comprehensive
annual financial reports for the relevant year. The County implemented GASB Statement 34
in fiscal year 2002; schedules presenting government-wide information include information
beginning in that year.
101
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COUNTY OF ALBEMARLE, VIRGINIA Table 1
Net Assets by Component
Last Five Fiscal Years
(full accrual basis of accounting)
2002 2003 2004 2005 2006
Governmental activities
Invested in capital assets, net of related debt $ 2,350,571 $ 5,459,023 $ 7,876,326 $ 7,989,436 $ 7,756,343
Restricted
capital projects 19,710,936 26,131,609 28,419,771 25,397,197 28,593,910
Unrestricted 21,111,557 18,398,948 17,629,994 27,975,757 38,930,845
Total governmental activities net assets $ 43,173,064 $ 49,989,580 $ 53,926,091 $ 61,362,390 $ 75,281,098
Component Unit - School Board
Invested in capital assets, net of related debt $ 62,768,532 $ 60,740,476 $ 57,216,611 $ 60,330,592 $ 62,301,866
Restricted
capital projects 2,859,558 3,125,247
Unrestricted 4,404,895 4,289,448 7,892,776 6,942,373 5,194,420
Total component unit activities net assets $ 67,173,427 $ 65,029,924 $ 65,109,387 $ 70,132,523 $ 70,621,533
Note: Full accrual-basis financial information is available beginning fiscal year 2002 with Albemarle County's implementation
of GASB 34.
103
COUNTY OF ALBEMARLE, VIRGINIA Table 2
Page 1 of 2
Changes in Net Assets
Last Five Fiscal Years
(full accrual basis of accounting)
2002 2003 2004 2005 2006
Expenses
Governmental activities:
General government S 7,609,744 S 7,899,554 S 8,132,238 S 12,319,083 S 9,140,353
Judicial administration 2,789,137 3,178,415 3,258,244 2,929,281 3,398,347
Public safety 15,718,469 18,022,164 22,629,440 19,763,162 25,232,013
Public works 3,699,912 4,172,779 5,204,436 2,461,385 3,178,249
Health and welfare 15,480,010 15,393,448 15,420,194 17,207,907 19,332,236
Education 67,754,666 67,303,304 79,849,425 83,475,255 91,153,455
Parks, recreation and cultural 4,567,054 5,392,060 5,750,397 5,042,137 5,536,680
Community development 14,563,492 13,577,113 15,554,887 17,297,779 19,461,447
Interest on long-term debt 3,924,743 4,572,113 4,730,758 5,076,267 5,012,540
Total governmental activities expenses S 136,107,227 S 139,510,950 S 160,530,019 S 165,572,256 S 181,445,320
Component unit activities:
Albemarle County Public Schools S 105,502,307 S 110,241,366 S 118,073,650 S 125,477,976 S 141,983,331
Total component unit activities expenses S 105,502,307 S 110,241,366 S 118,073,650 S 125,477,976 S 141,983,331
Program Revenues
Governmental activities:
Charges for services:
General government S 342,123 S 285,382 S 231,776 S 293,598 S 20,601
Judicial administration 516,993 624,375 664,415 741,021 844,012
Public safety 1,408,219 2,015,349 2,039,252 721,319 1,195,111
Public works 143,964 149,165 60,282 1,161,680 1,473,921
Health and welfare 31,100 36,964 30,150
Education 12,000
Parks, recreation and cultural 259,309 243,808 248,991 263,401 287,448
Community development 14,152 5,235 9,595 159,897 14,694
Operating grants and contributions 16,470,283 16,826,848 17,278,857 18,292,882 19,689,165
Capital grants and contributions 180,768 126,557 267,078 8,296 71 ,104
Total governmental activities
program revenues S 19,335,811 S 20,307,819 S 20,837,210 S 21,672,244 S 23,608,056
Component unit activities:
Charges for services:
Albemarle County Public Schools S 4,717,109 S 4,827,876 S 4,985,211 S 5,381,833 S 5,740,084
Operating grants and contributions 34,290,014 36,298,040 39,209,484 44,064,661 46,583,752
Capital grants and contributions 1,067,092 871,705 897,783 900,607 875,221
Total component unit activities
program revenues S 40,074,215 S 41,997,621 S 45,092,478 S 50,347,101 S 53,199,057
Net (expense) / revenue
Governmental activities (116,771,416) (119,203,131 ) (139,692,809) (143,900,012) (157,837,264)
Component unit activities (65,428,092) (68,243,745) (72,981,172) (75,130,875) (88,784,274)
104
.
. COUNTY OF ALBEMARLE, VIRGINIA Table 2
. Page 2 of 2
Changes in Net Assets
. Last Five Fiscal Years
(full accrual basis of accounting)
.
. 2002 2003 2004 2005 2006
. General Revenues and Other Changes
in Net Assets
. Governmental activities:
Taxes:
. General property taxes, real and
personal $ 68,868,584 $ 76,052,503 $ 84,349,826 $ 96,257,563 $ 107,171,539
Local sales and use taxes 11,234,087 12,059,884 13,310,878
. Business License Tax 7,717,420 7,032,311 9,463,879
Consumer utility taxes 6,769,416 6,993,297 7,291,340
. Meals tax 4,098,832 4,554,989 5,049,882
Motor vehicle licenses taxes 2,058,847 2,092,304 2,110,732
. Other local taxes 32,448,475 33,782,441 4,802,498 6,852,030 7,130,716
Unrestricted grants and contributions 14,635,827 14,760,835 14,877,134 15,668,486 16,755,870
. Fines and forfeits 226,894
Unrestricted revenues from use
. of money and property 96,157 721,570 1,041,538 1,757,424 3,149,905
Investment Earnings 1,206,556 438,509
Miscellaneous 666,689 263,791 277,330 68,023 321,231
.
Total governmental activities $ 118,149,182 $ 126,019,649 $ 137,226,928 $ 153,336,311 $ 171,755,972
.
Component Unit - School Board activities:
. Payment from COA: Education $ 65,908,556 $ 65,330,729 $ 77,958,094 $ 79,665,814 $ 86,772,729
Unrestricted revenues from use
. of money and property 400,000 464,051 593,110 898,312 685,750
Investment Earnings 287,334 91,754
. Miscellaneous 359,858 213,708 911,823 632,146 1,814,805
. Total component unit activities $ 66,955,748 $ 66,100,242 $ 79,463,027 $ 81,196,272 $ 89,273,284
. Change in Net Assets
Governmental activities $ 1,377,766 $ 6,816,518 $ (2,465,881) $ 9,436,299 $ 13,918,708
. Component Unit activities 1,527,656 (2,143,503) 6,481,855 6,065,397 489,010
. Total primary government $ 2,905,422 $ 4,673,015 $ 4,015,974 $ 15,501,696 $ 14,407,718
. Note: Full accrual-basis financial information is available beginning fiscal year 2002 with Albemarle County's implementation of
GASB 34.
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. 105
COUNTY OF ALBEMARLE, VIRGINIA
Governmental Activities Tax Revenues by Source
Last Ten Fiscal Years
(modified accrual basis of accounting)
(amounts expressed in Thousands)
Motor
General Local sales Transient Consumer Vehicle
Fiscal Property and use Lodging Meals Utility License
Year Tax Tax Tax Tax Tax Tax
1997 S 57,098 S 7,786 S 403 S - S 4,796 S 1,222
1998 59,737 8,060 887 1,137 5,111 1,323
1999 61,701 8,557 1,385 3,124 5,175 1,373
2000 63,335 9,462 1,328 3,367 5,488 1,628
2001 64,966 9,558 1,319 3,642 5,941 1,696
2002 69,504 9,836 1,375 3,686 6,073 1,787
2003 75,810 10,305 1,278 3,929 6,399 1,959
2004 84,780 11,235 1,290 4,099 6,769 2,059
2005 94,192 12,060 1,416 4,555 6,993 2,092
2006 107,249 13,311 1,485 5,050 7,291 2,111
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Table 3
Bank Record- Business Utlility
Franchise ation and License Company Seller's
Tax Wills Tax Tax Tax Tax Other Total
S 151 S 427 S 4,162 S 423 S 189 S 722 S 77,379
212 539 4,483 432 204 752 82,877
278 651 5,088 428 250 825 88,835
277 624 5,727 458 277 905 92,876
267 682 7,121 513 272 934 96,911
347 843 6,849 500 300 852 101,952
277 1,065 6,558 457 355 1,200 109,592
249 1,245 7,717 307 466 1,245 121,461
271 2,024 8,043 295 557 1,279 133,m
423 2,647 9,464 216 692 1,667 151,606
107
COUNTY OF ALBEMARLE, VIRGINIA
Fund Balances of Governmental Funds
Last Ten Fiscal Years
(modified accrual basis of accounting)
1997 1998 1999 2000 2001
General fund
Reserved S 146,560 S 51,806 S 28,878 S 36,614 S 50,586
Unreserved 16,819,235 16,153,815 18,093,717 23,042,999 20,280,255
Total general fund S 16,965,795 S 16,205,621 S 18,122,595 S 23,079,613 S 20,330,841
All other governmental funds
Reserved
Debt service funds S S - S S - S
Long term advances-
Capital projects funds 1,852,473 1,852,473 1,774,098 1,999,906 1,930,544
Unreserved
Designated
Subsequent year's expenditures 392,246
Special revenue funds
Debt service funds 200,000 1,847,754
Capital projects funds 5,598,778 5,502,279 4,562,665 4,954,793 8,729,089
Undesignated
Federal/state grant funds
Special revenue funds 2,347,655 2,789,076 3,722,905 4,819,188 5,162,974
Other governmental funds
Total all other governmental funds S 9,798,906 S 10,143,828 S 10,059,668 S 11,973,887 S 18,062,607
108
COUNTY OF ALBEMARLE, VIRGINIA
Changes in Fund Balances of Governmental Funds
Last Ten Fiscal Years
(modified accrual basis of accounting)
1997 1998 1999 2000
Revenues
General property taxes S 57,098,367 S 59,736,838 S 61,700,661 S 63,335,269
Other local taxes 20,280,373 23,140,529 27,134,007 29,540,491
Permits, privilege fees and regulatory licenses 945,134 999,107 1,089,241 1,109,293
Fines and forfeitures 247,136 216,888 243,320 215,489
Revenue from use of money and property 2,029,353 1,646,872 1,346,813 1,654,964
Charges for services 1,853,848 996,686 1,025,055 1,122,094
Miscellaneous 358,224 382,914 190,891 299,091
Recovered costs 1,415,919 1,190,964 1,223,582 1,272,558
Intergovernmental:
Commonwealth 6,423,235 7,155,050 10,379,659 15,404,945
Federal 3,849,456 4,475,006 5,084,126 6,160,098
Total revenues S 94,501,045 S 99,940,854 S 109,417,355 S 120,114,292
Expenditures
General government administration S 5,226,856 S 5,574,630 S 5,558,735 S 6,040,004
Judicial administration 1,871,955 2,078,915 2,259,053 2,505,194
Public safety 11,166,096 11,578,473 12,253,913 13,680,512
Public works 2,234,899 2,299,190 2,724,901 2,538,081
Health and welfare 8,193,475 9,082,674 11,028,743 11,894,744
Education - local community college 8,284 8,284 8,535 10,250
Education - public school system
Parks, recreation and cultural 2,903,511 2,933,075 3,082,292 3,218,200
Community development 9,090,116 9,789,023 10,301,716 10,840,518
Capital projects 1,452,070 1,797,826 3,532,939 2,847,216
Debt service
Principal 149,648 151,411 155,145 155,484
Interest and other fiscal charges 160,577 45,617 41,883 41 ,544
Total expenditures S 42,457,487 S 45,339,118 S 50,947,855 S 53,771,747
Excess of revenues over (under) expenditures S 52,043,558 S 54,601,736 S 58,469,500 S 66,342,545
Other financing sources (uses)
Transfers in S 2,340,547 S 3,632,944 S 4,861,174 S 6,020,288
Transfers out (2,340,547) (3,632,944) (4,861,174) (6,020,288)
Transfers in (from component unit) 41,000 268,000 453,550 664,256
Transfers out (to component unit) (67,389,068) (55,284,988) (57,090,236) (60,135,564)
Bonds issued
Premium on bonds issued
Capital leases
Capital leases - participating jurisdictions
Total other financing sources (uses) S (67,348,068) S (55,016,988) S (56,636,686) S (59,471,308)
Net change in fund balances S (15,304,510) S (415,252) S 1,832,814 S 6,871,237
110
COUNTY OF ALBEMARLE, VIRGINIA Table 6
Assessed Value and Estimated Actual Value of Taxable Property
Last Ten Fiscal Years
Estimated Assessed
Machinery Total Taxable Actual Value as a
Fiscal Real Personal and Public Assessed Taxable Percentage of
Year Estate (4) Property (2,3) Tools (3) Service (3) Value Value (1) Actual Value
1997 S 4,798,901 S 434,291 S 22,231 S 201,471 S 5,456,894 S 5,610,419 97.26%
1998 5,072,861 455,627 22,917 228,208 5,779,613 5,920,381 97.62%
1999 5,312,445 494,353 24,016 229,985 6,060,799 6,169,216 98.24%
2000 5,703,666 556,589 24,509 236,288 6,521,052 6,703,522 97.28%
2001 5,895,818 613,365 23,920 255,094 6,788,197 7,286,975 93.16%
2002 6,754,462 627,938 22,906 257,912 7,663,218 8,455,641 90.63%
2003 7,060,353 647,845 19,389 218,342 7,945,929 9,422,883 84.33%
2004 8,567,919 709,255 16,086 261,328 9,554,588 10,496,013 91.03%
2005 8,981,918 706,596 15,980 196,984 9,901,478 12,019,310 82.38%
2006 11,425,667 775,333 16,481 272,833 12,490,314 14,209,685 87.90%
(1) Estimated actual value of real estate based on sales ratio percentages for the corresponding tax years
as computed by the Virginia Department of Taxation
(2) Personal property includes personal property, business personal property and mobile homes
(3) Personal property, machinery and tools, and public service is assessed as 100% fair market value
(4) Real estate net of exemptions for land use deferral and tax relief for the elderly/disabled
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COUNTY OF ALBEMARLE, VIRGINIA
Table 7
Property Tax Rates (1)
Last Ten Fiscal Years
Public Service
Fiscal Real Personal Machinery
Years Property Property (2) and Tools Real Personal
1997 .72/ .72 4.28/4.28 4.28/4.28 .72/.72 4.28/4.28
1998 .72/ .72 4.28/4.28 4.28/4.28 .72/.72 4.28/4.28
1999 .72/ .72 4.28/4.28 4.28/4.28 .72/.72 4.28/4.28
2000 .72/ .76 4.28/4.28 4.28/4.28 .72/.76 4.28/4.28
2001 .76/ .72 4.28/4.28 4.28/4.28 .76/.72 4.28/4.28
2002 .76/ .76 4.28/4.28 4.28/4.28 .76/.76 4.28/4.28
2003 .76/ .76 4.28/4.28 4.28/4.28 .76/.76 4.28/4.28
2004 .76/ .76 4.28/4.28 4.28/4.28 .76/.76 4.28/4.28
2005 .76/ .74 4.28/4.28 4.28/4.28 .76/.74 4.28/4.28
2006 .74/ .74 4.28/4.28 4.28/4.28 .74/.74 4.28/4.28
(1) Per S 100 of assessed value
(2) Personal property includes personal property, business personal property and mobile homes
113
COUNTY OF ALBEMARLE, VIRGINIA
Table 8
Principal Property Taxpayers
Current Year and the Period Nine Years Prior (3)
Fiscal Year 2006 Fiscal Year 1997
2006 % of Total 1997 % of Total
Type Assessed Assessed Assessed Assessed
Taxpayer Business Valuation (1) Rank Valuation Valuation (2) Rank Valuation
University Real Estate Foundation Office Park S 153,825 1 1.23% S
Westminister - Canterbury Retirement Village 100,412 2 0.80% 19,014 8 0.35%
Charles W. Hurt Developer 95,255 3 0.76% 34,452 2 0.63%
Shopping Center Associates Shopping Mall 52,197 4 0.42% 29,844 4 0.55%
March Mountain Properties, LLC Developer 52,019 5 0.42%
University of VA Host Properties, Inc. Hotel a Sports Club 39,458 6 0.32%
University Real Estate Foundation Retirement Village 37,806 7 0.30% 27,987 3 0.51%
Keswick Corporation Developer 36,751 8 0.29%
Martha Jefferson Hospital Foundation Health Care 36,229 9 0.29%
Kluge Estate Winery a Vineyards 31,953 10 0.26%
JWK Properties Individual 37,702 1 0.69%
Ja-Zan Condiminiums 23,357 5 0.43%
G E Fanuc Manufacturer 19,740 7 0.36%
State Farm Insurance Company Insurance 19,632 6 0.36%
First Interstate - Charlottesville Shopping Mall 17,025 9 0.31%
Boar's Head Enterprises Hotel a Sports Club 16,466 10 0.30%
S 635,905 5.09% S 245,219 4.49%
(1) Based on January 1, 2006 real estate tax assessment records
(2) Based on January 1, 1997 real estate tax assessment records
(3) Amounts expressed in thousands
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COUNTY OF ALBEMARLE, VIRGINIA
Table 9
Property Tax Levies and Collections
Last Ten Fiscal Years
Fiscal
Year
Total Tax
Levy for
Fiscal Year (1)
Collected within the Fiscal
Year of the Levy (2)
Percentage
Amount of Levy
Collections
in Subsequent
Years (2)
Total Collections to Date
Percentage
Amount of Levy
1997 $ 56,158,141 $ 54,348,735 96.78% $ 1,783,147 $ 56,131,882 99.95%
1998 59,986,411 57,198,574 95.35% 2,738,150 59,936,724 99.92%
1999 63,707,535 61,569,278 96.64% 2,062,275 63,631,553 99.88%
2000 69,118,573 66,296,502 95.92% 2,716,416 69,012,918 99.85%
2001 74,621,141 72,085,861 96.60% 2,379,703 74,465,564 99.79%
2002 82,922,837 79,365,502 95.71% 3,323,205 82,688,707 99.72%
2003 90,220,820 87,589,917 97.08% 2,267,534 89,857,451 99.60%
2004 100,293,625 95,028,250 94.75% 4,659,986 99,688,236 99.40%
2005 108,050,010 103,614,626 95.90% 2,885,665 106,500,291 98.57%
2006 121,597,994 116,827,411 96.08% 116,827,411 96.08%
(1) Net of Land Use and Tax Relief
(2) Beginning in tax year 1999 the Commonwealth of Virginia assumed a portion of the County's personal
property taxes.
The amounts reimbursed to the County are as follows:
1999
2000
2001
2002
2003
2004
2005
**2006
$
1,826,100
6,182,481
10,200,482
13,071,144
13,365,836
13,128,885
14,183,262
15,393,116
Beginning in tax year 2006 the Commonwealth of Virginia capped the amount of Personal Property Tax
Relief received by localities
Prior year reimbursement totaled $8,609,759; 1 st installment 2006 totaled $6,783,357.
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COUNTY OF ALBEMARLE, VIRGINIA
Ratios of Outstanding Debt by Type
Last Ten Fiscal Years
Governmental Activities
General Unamortized Literary Other
Fiscal Obligation Bond Fund Capital Notes/ Claims Compensated
Years Bonds Premium Loans Leases Bonds Payable (2) Absences
1997 $ 46,400,000 $ - $ 3,862,514 $ 349,966 $ 340,111 $ 874,398 $ 1,164,352
1998 63,425,000 3,325,256 233,311 305,355 1,142,711 1,213,764
1999 66,300,000 2,787,998 116,656 266,865 1,183,358 1,327,958
2000 64,225,000 2,275,740 228,036 969,013 1,439,884
2001 62,105,000 1,788,482 181,531 958,851 1,666,223
2002 77,395,000 1,377,874 130,028 1,407,895
2003 98,540,000 1,090,616 190,000 72,991 1,076,797
2004 98,545,000 1,110,457 820,858 6,855,665 9,826 1,254,481 2,010,481
2005 100,300,000 1,672,992 600,000 6,206,827 1,089,863 2,303,361
2006 100,150,000 1,900,116 400,000 5,536,628 1,872,909 2,411,418
Note: Details regarding the County's outstanding debt can be found in the notes to the financial statements.
(1) See the Schedule of Demographic and Economic Statistics - Table 13
(2) Beginning in FY 2006, the County established the Dental Pool Fund in addition to the Health Insurance Fund
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Table 10
Component Unit
VRS Total Percentage
Early Compensated Outstanding of Personal Per
Retirement Absences Debt Income (1) Capita (1)
S 1,577,413 S 778,534 S 55,347,288 1. 77% 698
1,407,330 826,867 71,879,594 2.16% 896
1,193,842 944,209 74,120,886 2.03% 906
1,043,357 1,053,821 71,234,851 1.86% 859
852,634 1,165,915 68,718,636 1.65% 854
624,445 80,935,242 1.89% 943
100,970,404 2.33% 1,165
1,669,191 112,275,959 2.48% 1,274
1,833,293 114,006,336 2.33% 1,272
1,937,753 114,208,824 2.17% 1,263
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COUNTY OF ALBEMARLE, VIRGINIA
Table 11
Ratio of Net General Bonded Debt to
Assessed Value and Net Bonded Debt Per Capita
Last Ten Fiscal Years
Ratio of Net
General
Bonded Net
Net Debt to Bonded
Fiscal Assessed Bonded Assessed Debt per
Year Value (2) Debt (3) Value (2) Capita (1)
1997 S 6,378,332,299 S 50,262,514 S 0.0079 S 634
1998 6,560,546,459 66,750,256 0.0102 832
1999 6,841,455,193 69,087,998 0.0101 845
2000 7,300,098,140 66,500,740 0.0091 802
2001 7,330,351,524 63,893,482 0.0087 794
2002 8,634,776,977 78,772,874 0.0091 918
2003 8,890,037,009 99,630,616 0.0112 1,149
2004 10,751,867,161 99,365,858 0.0092 1,128
2005 11,069,890,015 100,900,000 0.0091 1,126
2006 13,212,400,800 100,550,000 0.0076 1,112
(1) Population data can be found in the Schedule of Demographic and Economic Statistics - Table 13
(2) Includes land use and tax relief
(3) Includes all long-term general obligation bonded debt and literary fund loans only.
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COUNTY OF ALBEMARLE, VIRGINIA
Legal Debt Margin Information
Last Ten Fiscal Years
1997 1998 1999 2000 2001
Debt limit $ 637,833,230 $ 656,054,646 $ 684,145,519 $ 730,009,814 $ 733,035,152
Total net debt applicable to limit 50,262,514 66,750,256 69,087,998 66,500,740 63,893,482
Legal debt margin $ 587,570,716 $ 589,304,390 $ 615,057,521 $ 663,509,074 $ 669,141,670
Total net debt applicable to the limit
as a percentage of debt limit 7.88% 10.17% 10.10% 9.11% 8.72%
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Table 12
2002 2003 2004 2005 2006
$ 863,477,698 $ 889,003,701 $ 1,075,186,716 $ 1,106,989,002 $ 1,321,240,080
78,772,874 99,630,616 99,365,858 100,900,000 100,550,000
$ 784,704,824 $ 789,373,085 $ 975,820,858 $ 1,006,089,002 $ 1,220,690,080
9.12% 11.21% 9.24% 9.11% 7.61%
Legal Debt Margin Calculation for Fiscal Year 2006
Assessed value 13,212,400,800
Debt limit (10% of total assessed value) 1,321,240,080
Net debt applicable to limit 100,550,000
Legal debt margin 1,220,690,080
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COUNTY OF ALBEMARLE, VIRGINIA Table 13
Demographic and Economic Statistics
Last Ten Fiscal Years
Per Capita
Fiscal Personal Personal Median School Unemployment
Year Population (1) Income (2)(5) Income (2)(5) Age (1) Enrollment (3) Rate (4)
1997 79,300 S 3,126,018,000 S 26,421 31.7 11,626 2.20%
1998 80,200 3,328,990,000 27,773 31.7 11,644 1.40%
1999 81,800 3,643,151,000 30,027 31.7 11,981 1.50%
2000 82,900 3,835,944,000 31,209 31.7 12,187 1.30%
2001 80,487 4,161,884,000 33,392 37.4 12,237 1.70%
2002 85,800 4,278,750,000 33,859 37.4 12,140 2.20%
2003 86,700 4,334,369,000 34,015 37.4 12,287 2.90%
2004 88,100 4,535,348,000 35,343 37.4 12,356 2.20%
2005 89,600 4,884,039,000 37,638 37.4 12,378 2.60%
2006 90,400 5,259,538,570 36,213 36.0 12,446 2.30%
(1) Weldon Cooper Center (estimates based on prior calendar year)
(2) Bureau of Economic Analysis (estimates based on prior calendar year)
(3) Albemarle County Public Schools
(4) Virginia Employment Commission
(5) Includes the City of Charlottesville
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COUNTY OF ALBEMARLE, VIRGINIA
Principal Employers
Current Year and Nine Years Ago
Table 14
Employer
University of Virginia/Blue Ridge Hospital
County of Albemarle
State Farm Mutual Automobile Insurance
UVA Health Services Foundation
Northrup Grumman Corporation
U.S. Department of Defense
GE Fanuc Automation Manufacturing
Lakeland Tours
Crutchfield Corporation
Boar's Head Inn
Conagra, Inc.
Comdial Business Communic, Inc.
Sperry Marine, Inc.
FIC Staff Services
Piedmont Virginia Community College
Source: Virginia Employment Commission
Fiscal Year 2006
Employees Rank
1,000+ 1
1,000+ 2
1,000 + 3
1,000+ 4
500 to 999 5
500 to 999 6
250 to 499 7
250 to 499 8
250 to 499 9
250 to 499 10
123
Fiscal Year 1997
Employees Rank
1,000+ 1
1,000 + 2
500 to 999 6
1,000 + 3
250 to 499 10
500 to 999 4
500 to 999 5
500 to 999 7
500 to 999 8
250 to 499 9
COUNTY OF ALBEMARLE, VIRGINIA
Table 15
Full-time Equivalent County Government Employees by Function
Last Ten Fiscal Years
Fiscal Year (1)
Function 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
--
General government
Administration
Board of Supervisors 3 3 3 3 3 3 3 3 3 3
County Executive 7 8 8 8 9 11 12 13 14 14
Community Resources (3) 1 1 1 1
Human Resources 2 4 4 6 1 1
County Attorney 6 6 6 6 6 6 6 6 6 6
Finance 51 51 51 51 51 52 52 50 51 51
Information Technology 19 20 20 20 20 20 20 20 21 21
Board of Elections (Registrar) 3 4 4 4 5 5 5 5 6 6
Judicial
Circuit Court 1 1 1
Juvenile Court services 1 1 2
Clerk of the Circuit Court 9 9 10 10 10 10 10 10 10 10
Commonwealth's Attorney 8 8 8 8 8 8 8 8 8 8
Sheriff 18 18 19 21 21 21 21 21 21 23
Public safety
Police 112 117 120 124 128 130 132 132 136 140
Fire/Rescue 10 16 17 20 22 32 38 41 49 53
Inspections and Building Codes 15 15 15 15 15 15 17 17 17 17
Engineering and General Services
Engineering 15 16 17 20 24 26
Sign Maintenance (2) 1
Recycling (2) 1
Water Resources Management (4) 1 1 2 2
General Services 15 17 17 17 18 18 27 28 28 32
Human development
Social Services 59 58 63 67 71 73 73 72 76 77
Family Support 13 16 16 17 17 17 17
Bright Stars 10 11 12 12 12 12 12
Parks, recreation, and culture
Parks and Recreation 14 14 14 14 14 16 16 16 16 18
Community development
Community Development 18 19 19 22 24 29 61 80 81 81
Housing 9 9 9 9 9 9 9 9 9 8
Zoning 10 11 11 12 12 14
Soil and Water Conservation 1 1 1 1
Totals 406 422 437 478 499 529 543 566 582 598
Source: Office of Management and budget, Albemarle County
(1) Reorganization of Engineering, General services, and Community development in FY 02103 and 03/04
(2) Incorporated into General Services beginning FY 97/98
(3) Incorporated into County Executive beginning FY 00/01
(4) Incorporated into Engineering beginning FY 00/01
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. COUNTY OF ALBEMARLE, VIRGINIA Table 16
. Operating Indicators by Function
. Last Ten Fiscal Years
.
Fiscal Year
.
Function 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
. Public safety
. Police department:
Physical arrests 3,332 3,684 3,563 3,674 3,760 4,008 3,517 3,479 3,440 3,873
. Traffic violations 6,070 6,769 6,425 6,436 6,643 7,176 6,481 7,344 7,363 7,573
Fire and rescue:
. Number of calls answered 4,963 3,154 4,958 6,758 5,537 5,819 7,602 9,450 11,656 12,672
Zoning a Current development:
. New residential construction (unit #) 620 575 687 510 557 464 669 536 581 734
New commercial construction (unit #) 221 54 51 43 43 41 44 37 52 89
. Health and welfare
. Department of Social Services:
Case load N/A N/A N/A N/A N/A N/A N/A N/A N/A 8,125
. Culture and recreation:
Parks and recreation:
. Middle school sports program
participants N/A N/A 392 447 546 678 892 735 843 N/A
. Fee based classes/camps N/A N/A N/A 1,995 2,001 2,985 2,453 2,530 2,672 N/A
Summer playground program N/A 674 513 679 731 678 649 552 583 N/A
. Component Unit - School Board
. Education:
School enrollment 11 ,626 11,644 11,981 12,187 12,237 12,140 12,287 12,356 12,378 12,446
. Number of elementary instructors 418 426 449 502 468 474 474 459 479 488
Number of secondary instructors 233 248 342 545 518 531 531 542 546 553
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. Source: Individual county departments
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COUNTY OF ALBEMARLE, VIRGINIA Table 17
Capital Asset Statistics by Function
Last Ten Fiscal Years
Fiscal Year
Function 2002 2003 2004 2005 2006
General government
Administration vehicles 8 9 7 8 8
Judicial
Sherriffs department patrol units 24 25 24 24 31
Public safety
Police department patrol units 134 151 153 162 174
Fire/Rescue department vehicles 20 23 21 27 31
Building codes
Inspections vehicles 8 8 13 13 13
Zoning vehicles 6 6 6 6 6
Public works
Engineering vehicles (2) 12 13 9 3
General Services
General maitenance vehicles 1 1 1 8 14
Pool vehicles 9 8 8 8 11
Health and welfare
Social Services vehciles 16 17 17 17 16
Parks and recreation
Community centers 3 3 3 3 3
Vehicles 24 25 28 29 32
Parks (1) 33 33 34 34 34
Parks acreage (1) 2,815 2,905 2,905 2,905 2,905
Tennis courts 34 36 36 36 36
Community development
Housing vehicles 2
Source: Individual county departments
(1) Includes schools which serve as community and district parks
(2) Reorganization of Engineering, General Services, and Communtiy development
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ROBINSON~ FARMER~ Cox ASSOCIATES
CERTIFIED PUBLIC ACCOUNTANTS
A PROFESSIONAL LIMITED LIABILITY COMPANY
Report on Internal Control Over Financial Reporting and on
Compliance and Other Matters Based on an Audit of Financial Statements
Performed in Accordance with Government Auditing Standards
To the Honorable Members of the Board of Supervisors
County of Albemarle, Virginia
We have audited the financial statements of the governmental activities, the aggregate discretely presented
component units, each major fund, and the aggregate remaining fund information of the County of
Albemarle, Virginia, as of and for the year ended June 30, 2006, which collectively comprise the County of
Albemarle, Virginia's basic financial statements and have issued our report thereon dated October 20, 2006.
We conducted our audit in accordance with auditing standards generally accepted in the United States of
America, Specifications for Audits of Counties, Cities, and Towns issued by the Auditor of Public Accounts of
the Commonwealth of Virginia, and the standards applicable to financial audits contained in Government
Auditing Standards, issued by the Comptroller General of the United States.
Internal Control Over Financial ReDortinq
In planning and performing our audit, we considered the County of Albemarle, Virginia's internal control
over financial reporting in order to determine our auditing procedures for the purpose of expressing our
opinion on the financial statements and not to provide an opinion on the internal control over financial
reporting. Our consideration of the internal control over financial reporting would not necessarily disclose
all matters in the internal control over financial reporting that might be material weaknesses. A material
weakness is a reportable condition in which the design or operation of one or more of the internal control
components does not reduce to a relatively low level the risk that misstatements caused by error or fraud in
amounts that would be material in relation to the financial statements being audited may occur and not be
detected within a timely period by employees in the normal course of performing their assigned functions.
We noted no matters involving the internal control over financial reporting and its operation that we
consider to be material weaknesses.
ComDliance and Other Matters
As part of obtaining reasonable assurance about whether the County of Albemarle, Virginia's financial
statements are free of material misstatement, we performed tests of its compliance with certain provisions
of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and
material effect on the determination of financial statement amounts. However, providing an opinion on
compliance with those provisions was not an objective of our audit, and accordingly, we do not express such
an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are
required to be reported under Government Auditing Standards.
However, we noted certain matters that we reported to management of the County of Albemarle, Virginia,
in a separate letter dated October 20, 2006.
This report is intended solely for the information and use of the Board of Supervisors, management, and
federal awarding agencies and pass-through entities and is not intended to be and should not be used by
anyone other than these specified parties.
e~~,4 ~u..e~~
Charlottesville, Virginia
October 20, 2006
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ROBINSON~ F ARMER~ Cox ASSOCIATES
CERTIFIED PUBLIC ACCOUNTANTS
A PROFH510NAL LIMITED LIABILITY COMPANY
Report on Compliance with Requirements Applicable to Each Major Program
and Internal Control over Compliance in Accordance with OMB Circular A-133
To the Board of Supervisors
County of Albemarle, Virginia
Compliance
We have audited the compliance of the County of Albemarle, Virginia with the types of compliance
requirements described in the U.S. Office of Manaqement and Budqet (OMB) Circular A-133 Compliance
Supplement that are applicable to each of its major federal programs for the year ended June 30, 2006.
The County of Albemarle, Virginia's major federal programs are identified in the summary of auditor's
results section of the accompanying schedule of findings and questioned costs. Compliance with the
requirements of laws, regulations, contracts and grants applicable to each of its major federal programs is
the responsibility of the County of Albemarle, Virginia's management. Our responsibility is to express an
opinion on the County of Albemarle, Virginia's compliance based on our audit.
We conducted our audit of compliance in accordance with auditing standards generally accepted in the
United States of America; the standards applicable to financial audits contained in Government AudWnq
Standards, issued by the Comptroller General of the United States; and OMB Circular A-133, Audits of States,
Local Governments, and Non-Profit Organizations. Those standards and OMB Circular A-133 require that we
plan and perform the audit to obtain reasonable assurance about whether noncompliance with the types of
compliance requirements referred to above that could have a direct and material effect on a major federal
program occurred. An audit includes examining, on a test basis, evidence about the County of Albemarle,
Virginia's compliance with those requirements and performing such other procedures as we considered
necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion. Our
audit does not provide a legal determination on the County of Albemarle, Virginia's compliance with those
requirements.
In our opinion, the County of Albemarle, Virginia complied, in all material respects, with the requirements
referred to above that are applicable to each of its major federal programs for the year ended June 30,
2006.
Internal Control Over Compliance
The management of the County of Albemarle, Virginia is responsible for establishing and maintaining
effective internal control over compliance with requirements of laws, regulations, contracts and grants
applicable to federal programs. In planning and performing our audit, we considered the County of
Albemarle, Virginia's internal control over compliance with requirements that could have a direct and
material effect on a major federal program in order to determine our auditing procedures for the purpose of
expressing our opinion on compliance and to test and report on internal control over compliance in
accordance with OMB Circular A-133.
129
Our consideration of the internal control over compliance would not necessarily disclose all matters in the
internal control that might be material weaknesses. A material weakness is a condition in which the design
or operation of one or more of the internal control components does not reduce to a relatively low level the
risk that noncompliance with applicable requirements of laws, regulations, contracts and grants that would
be material in relation to a major federal program being audited may occur and not be detected within a
timely period by employees in the normal course of performing their assigned functions. We noted no
matters involving the internal control over compliance and its operation that we consider to be material
weaknesses.
This report is intended solely for the information and us of the Board of Supervisors, management, others
within the organization, and federal awarding agencies and pass-through entities and is not intended to be
and should not be used by anyone other than these specified parties.
;e~~,4 U;u.,~~~
Charlottesville, Virginia
October 20, 2006
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COUNTY OF ALBEMARLE, VIRGINIA
Page 1 of 3
Schedule of Expenditures of Federal Awards
Primary Government and Discretely Presented Component Unit
Year Ended June 30, 2006
Federal Granting Agency /
Recipient State Agency!
Grant Program/Grant Number
Federal
Catalogue
Number
Expenditures
Primary Government:
Department of Agriculture:
Pass Through Payments:
Department of Social Services:
Food Stamp Administration
10.561
S 518,580
Department of Health and Human Services:
Pass Through Payments:
Department of Social Services:
Temporary Assistance to Needy Families
Refugee programs
Low-Income Home Energy Assistance
Child Care Assistance
Child Care and Development
Adoption Incentive Payments
Foster Care - Title IV-E
Adoption Assistance
Social Services Block Grant
Child Abuse and Neglect State Grants
Independent Living
State Children's Insurance Program
Medical Assistance Program
Total Department of Health and Human Services
93.558 S 311,807
93.566 16,344
93.568 23,650
93.575 628,890
93.596 778,162
93.603 1,897
93.658 1,317,986
93.659 237,326
93.667 448,372
93.669 39,762
93.674 12,812
93.767 8,847
93.778 701,905
S 4,527,760
Department of Housing and Urban Development:
Direct Payments:
Section 8 Housing Assistance Program Special Payments
14.195
S 3,037,793
Department of the Interior:
Direct payments:
Bureau of Land Management
Chesapeake Bay Studeis
Payment in lieu of taxes
11.457
15.226
S 6,500
21 ,016
Total Department of the Interior
S 27,516
131
COUNTY OF ALBEMARLE, VIRGINIA Page 2 of 3
Schedule of Expenditures of Federal Awards
Primary Government and Discretely Presented Component Unit
Year Ended June 30, 2006 (Continued)
Federal Granting Agency! Federal
Recipient State Agency/ Catalogue
Grant Program/Grant Number Number Expenditures
Primarv Government: (Continued)
Department of Justice:
Direct payments:
Public Safety and Community Policing Grants 16.710 S 107,610
Pass through payments:
Department of Criminal Justice Services
Crime Victim Assstance/Discretionary Grants 16.582 24,695
Law Enforcement Block Grant 16.592 205,582
Crime Victim Assistance 16.575 58,983
Drug Control and System Improvement 16.579 39,155
Bulletproof Vests 16.607 5,164
Edward Byrne Memorial Justice Assistance Grant Program 16.738 28,207
Total Department of Justice S 469,396
Department of Transportation:
Pass through payments:
Department of Motor Vehicles:
State and Community Highway Safety Program 20.600 S 26,186
Metropolitan Planning Grants 20.605 9,690
Total Department of Transportation S 35,876
Federal Emergency Management Agency:
Pass through payments:
Department of Emergency Services:
State Homeland Security Grant Program 97.004 S 377,145
Department of Homeland Security:
Pass through payments:
Department of Emergency Services:
Assistance to Firefighters 97.044 S 15,835
Total Federal Assistance - Primary Government S 9,009,901
Component Unit - School Board:
Department of Agriculture:
Direct payments:
Child Nutrition Program 10.555 S 51,761
Pass Through Payments:
State Department of Agriculture:
Food Distribution 10.555 259,021
National School Breakfast Program 10.553 181,142
National School Lunch Program (SL-4) (SL-11) 10.555 1,223,593
Total Department of Agriculture S 1,715,517
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. COUNTY OF ALBEMARLE, VIRGINIA Page 3 of 3
. Schedule of Expenditures of Federal Awards
. Primary Government and Discretely Presented Component Unit
Year Ended June 30, 2006 (Continued)
.
Federal Granting Agency / Federal
. Recipient State Agency I Catalogue
Grant Program/Grant Number Number Expenditures
. Comoonent Unit - School Board: (Continued)
. Department of Education:
Direct payments:
. Partnership In Character Education 84.215 S 13,793
CM White Physical Education Program 84.215
. Pass through payments:
Adult Education 84.002 270,449
Education Consolidation and Improvement Act of 1981:
. Title I:
Educationally Deprived Children 84.010 1,200,504
. Migrant Education, Basic State Formula 84.011 66,704
Title II:
. Innovative Education 84.298 51,454
Elementary and Secondary Education Act:
. Title VI-B:
Assistance to States for Education of
. Handicapped Children:
Handicapped-State Grants 84.027 2,554,244
. Preschool programs 84.173 78,228
Migrant Education Coordination Program 84.144 27,333
. Drug Education 84.186 48,322
Education for Homeless Children and Youth 84.196 4,115
Title II - Part A 84.367 431,789
. Literacy challenge 84.318 26,942
Reading First 84.357 149,863
. Advanced Placement Program 84.330 1,664
Title III - Language Acquisition 84.365 93,947
. Grants for State Assessments and Related Activities 84.369 5,166
Hurricane Education Recovery 84.938 64,231
. Twenty-First Century Community Learning Centers 84.287 122,877
Vocational Education
. Basic Grants to States 84.048 152,435
. Total Department of Education S 5,364,060
. Corporation for National and Community Service
Pass Through Payments:
Department Of Education:
. Americorps 94.006 S 8,050
. Total Federal Assistance - Component Unit- School Board S 7,087,627
. Total Expenditures of Federal Awards - Reporting Entity S 16,097,528
.
.
I.
.
. 133
COUNTY OF ALBEMARLE, VIRGINIA
Notes to Schedule of Expenditures of Federal Awards
For the Year Ended June 30, 2006
Note 1 - General
The accompanying schedule of expenditures of federal awards presents the activity of all
federally assisted programs of the County of Albemarle, Virginia. The County's reporting entity
is defined in Note 1 to the County's basic finandal statements. All federal awards received
directly from federal agendes, as well as federal awards passed through other government
agencies, are included on the schedule.
Note 2 - Basis of Accounting
The accompanying schedule of expenditures of federal awards is presented using the modified
accrual basis of accounting, which is described in Note 1 to the County's basic financial
statements.
Note 3 - Relationship to Financial Statements
Federal expenditures, revenues and capital contributions are reported in the County's basic
financial statements as follows:
Intergovernmental federal revenues per the basic financial statements:
Primary government:
General Fund
Federal/State Grants Fund
Total primary government
Component Unit Public Schools:
School Operating Fund
School Cafeteria Fund
Total component unit public schools
Total federal expenditures per basic financial
statements
Non-cash expenditures - value of donated commodities
Total federal expenditures per the Schedule of Expenditures
of Federal Awards
134
S 4,178,662
4,799,456
S 8,978,118
S 5,455,653
1,404,736
S 6,860,389
S 15,838,507
S 259,021
S 16,097,528
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
COUNTY OF ALBEMARLE, VIRGINIA
Schedule of Findings and Questioned Costs
Year Ended June 30, 2006
Section I - Summary of Auditor's Results
F;nancial Statements
Type of auditor's report issued:
Unqualified
Internal control over financial reporting:
Material weaknesses identified?
Reportable conditions identified not considered
to be material weaknesses?
No
None reported
Noncompliance material to financial statements noted?
No
Federal Awards
Internal control over major programs:
Material weaknesses identified?
Reportable conditions identified not considered
to be material weaknesses?
No
None reported
Type of auditor's report issued on compliance
for major programs:
Unqualified
Any audit findings disclosed that are required to be
reported in accordance with Circular A-133,
Section .510 (a)?
No
Identification of major programs:
CFDA#
Name of Federal Program or Cluster
10.533/10.555
14.195
93.778
Child Nutrition Cluster
Section 8 Housing Assistance Program Special Payments
Medical Assistance Program
Dollar threshold used to distinguish between Type A
and Type B programs
S482,926
Auditee qualified as low-risk auditee?
Yes
Section II - Financial Statement Findings
There are no financial statement findings to report.
Section III - Federal Award Findings and Questioned Costs
There are no federal award findings and questioned costs to report.
135
COUNTY OF ALBEMARLE, VIRGINIA
Schedule of Prior Year Findings and Questioned Costs
Year Ended June 30, 2006
There were no items reported.
136
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Human Resources Annual Report
AGENDA DATE:
February 7, 2007
ACTION:
INFORMATION:
SUBJ ECT/PROPOSALlREQU EST:
Review of Human Resources Annual Report
CONSENT AGENDA:
ACTION: X INFORMATION:
STAFF CONTACTlS):
Tucker, White, Davis, Suyes, Roberman
ATTACHMENTS: Yes
LEGAL REVIEW: Yes
REVIEWED BY:
BACKGROUND:
Human Resources has completed its Annual Report for the Local Government, providing the Board of Supervisors with
information about County employees and the Human Resources Department.
STRATEGIC PLAN:
In support of entire plan.
DISCUSSION:
The Report provides pay information, demographic data and recruitment/selection/retention statistics. It provides
information on the County's compensation and benefits strategy as well as employee reward and recognition efforts. In
addition, it describes the focus and efforts of the Human Resources Department over this past fiscal year, 2005-2006.
BUDGET IMPACT:
None
RECOMMENDATIONS:
For information only.
ATTACHMENTS
A - Local Government 05-06 Annual Report
B - Department Statistics
C - Emplovee Profile
07.010
Attachment A
County of Albemarle
~au." ~[_
DEPARTMENT OF HUMAN RESOURCES
ANNUAL REPORT
FY 2005-2006
(July 1, 2005 ~ June 30, 2006)
The Albemarle County
Human Resources Department
Fiscal Year 2005-2006 Annual Report
The Albemarle County Department of Human Resources is pleased to present the Board of Supervisors with the Local
Government Human Resources Annual Report. The report is intended to provide information for use in establishing the
County's overall strategic plan and to assist in setting local government initiatives for future years. This report contains
statistical information on the Local Government workforce as well as some highlights of the Human Resources
Department's initiatives and accomplishments for fiscal year 2005-2006.
Key Information Provided:
· Recruitment/Selection/Retention - full-time equivalent (FTE) count, new hires, terminations, retirements,
turnover, years of service, employee satisfaction survey data
· Demographic data - age, Equal Employment Opportunity (EEO) data
· Pay information - pay grades, average pay, pay by salary level
· Organizational Development - focused efforts to train and develop the Human Resources within the organization
· Loss Control - organizational risk management and employee health, safety and wellness
. Total Rewards - compensation, benefits, reward/recognition
In FY05-06 the Human Resources Department maintained its focus on projects and initiatives that support the Albemarle
County Strategic Plan by providing the County with a skilled, educated, experienced and motivated workforce. We are
pleased to have met our key goals from last year, which included the following key initiatives and projects designed to
attract and retain high performing employees:
· Safe workplace programs and procedures were implemented for ensuring a safe and healthy work environment;
· Several initiatives were implemented to drive the development of skill and competency pay differentials;
· An on-line and print professional development course catalog was developed with a minimum of one course for
every competency to increase training opportunities linked to high performance;
· A comprehensive performance management process to include competency based performance evaluations and a
new merit matrix were integrated into the organization;
· The 360 Feedback process was utilized by the Management Group to drive professional development initiatives.
The Human Resources Department has been instrumental in assIstmg with the recruitment, selection and internal
promotion of several key positions during FY05-06. The HR Team provided interview training, coordinated interviews,
conducted pre-employment testing, and assisted with filling all vacant positions.
Looking forward, the Albemarle County Department of Human Resources will continue its efforts to focus on:
competitive salarieslbenefits, alternative reward strategies, recruitment/selection/retention, professional development,
aging workforce/retirements, employee health and wellness as well as assessment and improvement of our internal
systems and processes. The HR Team is dedicated to providing excellent human resource support in our continuing
efforts to create a high-performance organization.
~~~~
Kimberly L. Suyes, SPHR
Director, Human Resources
December 2006
(See Appendix A: "County of Albemarle Department Statistics - Group A "for list of departments included in the following data.)
Staffing
The Human Resources Department supported the hiring of 119 new Local Government employees during this fiscal year.
This Annual Report predominantly focuses on the "Group A" departments as defined in Appendix A. For this group, 70
new regular full and part-time employees were hired. Of these, 34 are female, 36 are male, 12 are minorities and 58 are
non-minorities.
Human Resources supported the organization in the following critical staffing efforts during the year:
· Director of General Services
· Assistant Chief of Operations in Fire/Rescue
. Police Captain
. Police Lieutenant
Recruitment
New hires learned of job vacancies through the sources identified in the graph below.
HOW NEW IDRES LEARNED OF VACANCIES
Othel' Websi1e
3%
Job Service
2%
Albemarle County has again been nationally
recognized for the quality of its web site. We
believe that this, coupled with the easy-to-use
on-line application, contributed again this year
to the jump in percent of new hires who listed
the County Web Site as their job vacancy
source (up from 28% to 40%.)
Newspapers, as a source, increased from 6% to
11 %, however this remains low compared to
the web site. This shift from print (newspaper)
to web-based sources influences how Human
Resources personnel advise hiring managers on
where to focus their recruiting efforts.
County Employee Referrals increased slightly (from 23% to 26%) confirming the idea that all County employees are
potential recruiters and that presenting a positive image of employment with the County is a powerful recruitment tool.
This demonstrates the value of the work we are doing to create a quality place of employment.
Turnover
We are pleased to report that employee turnover remained at a low single-digit rate of 6.28%. Including retirements, this
number increases to 6.81%. Our low turnover rate (6.81%) and high average years of service (9 years) are positive
indicators of the strong stability and commitment of our workforce. Turnover information by department is included in the
chart in Appendix A. Consistently low turnover rates contribute to Albemarle County being perceived as a quality place
of employment.
- 1 -
EEO Data (see Appendix B)
As of June 30, 2006, there were 261 female and 312 male employees in the government operations. Of those, 90 were
minorities and 483 were non-minority.
MINORITY DISTRIBUTION
<Jl
:::
.g
~
~
s
~
00/0 50.10 100/0 150/0 20% 25% 30% 350/0 400/0 45% 500/0 55% 60% 65% 70% 750/0 80% 85% 90% 95% 1000/0
I_White _African American _ Hispanic ClAsian _American Indian o Other I
*Residents Emplovees
White 84% 84%
African American 10% 14%
Hispanic 3 % 1 %
Asian 3% <1 %
American Indian 0% 1 %
Other <1% 0%
* Resident data source: Albemarle Community Profile 2005 (2000 census data)
The Human Resources Department engages in the following activities and practices in an effort to recruit a workforce that
is representative of the diversity of the Albemarle County population. Efforts include:
· Identifying and utilizing websites and print publications with high female or minority readership for advertising
and recruiting;
· Training all new employees on the County's Equal Employment Opportunity and Sexual Harassment policies;
· Encouraging minority participation on County interview teams;
· Recruiting at minority career fairs and colleges;
· Developing new recruitment materials designed to show women and minorities in public safety and professional
roles;
· Assessing selection and promotion processes and materials and identified improvements necessary to attract and
encourage the hiring, training and promotion of minorities.
Average Years of Service
The average age of County employees is 43 and the average years of service is 9.
- 2 -
In FY2005-2006 three (3) local government employees retired compared to ten (10) employees in the previous year. The
graph on the left shows the
number of employee
retirements since FY2001-
2002. The impact of an aging
workforce is consistently in
the forefront of HR priorities.
The graph below provides
information on the age
distribution of Albemarle
County Local Government
employees. From the age
distribution data of the last
few years, we anticipated a
steady increase in the
retirement rate; however other
factors besides age contribute
to an employee's decision to
retire, such as the economy
and personal family matters.
Although the number of
retirees dropped this year, all
indicators point to greater
numbers of employees retiring in the next 10 years. The current data shows that 13 7 employees are over 50 years old
(24% of the work force) and 19 employees are over 60 years old (3% ofthe work force.)
Retirements
General Government Retirees
12
10
8
:l
~
~
'c; 6
i
s
=
z
4
2
o
2001-2002
2002-2003
2003-2004
2004-2005
2005-2006
Fiscal Yea r
Employees By Age
30
25
20
~
~
...
=
Q.
e
::: 15
=
~
~
.l>
e
=
z
10
Age IlllnJmUJY1 carly retirement age under \'I{S
2: 2' :. :;. :1. :1 :; ;:<1 ,n q .': .1. .. '5 ,~ i) ,~ ", "", .11 ~: 4' +l -IS -lIi 47 .1 .~ . ' _'I .': 5' ).I ." 51> 9 5~ 'd (>1 1.] t,: ~< M ~, ,~, ~J ~, "<> 711 71 1: 7l J.j 75
- 3 -
Of the three employees who retired this year, two retired due to a disability and one took retirement with reduced benefits,
rather than wait for full retirement. As the graph below indicates, employees eligible for retirement will continue on an
upward trend.
The number of employees eligible to take
advantage of the County sponsored Voluntary
Early Retirement Incentive Program (VERIP) is
as follows:
160
FULL-TIME EMPLOYEES ELIGIBLE FOR
VRS RETIREMENT
40
140
June 2007 - 94
June 2008 - 103
June 2009 - 118
120
Human Resources' strategy for meeting the
workforce needs of the future includes providing
tools and opportunities for reward and
recognition, training and development,
competitive pay and competitive and flexible
benefits. This helps the County attract a diverse
and qualified pool of candidates as new
employees and retain current employees.
i 100
cs.
e
~ 80
Q
-
~
...
~ 60
Z
20
JWle 2007
June 2008
I . Full Benefils . Reduced Benefils I
June 2009
Human Resources goals focus on creating a high performing organization that will have the means to both attract and
retain highly qualified candidates. Related key HR efforts in FY05-06 were:
· Training: A new course was developed for all managers and supervisors trammg them in the basics of
employment law as well as all aspects of management practices and processes in Albemarle County to include
staffing, compensation, performance management, County policies and use of the Employee Assistance Program
(EAP). The contents of the course are also in an on-line manual.
· Employee Development: Sixty managers took part in a 360-feedback program in which they were given
constructive feedback by their peers, customers, subordinates and supervisor. The resulting feedback reports were
used for personal development.
· Assessing Employee Satisfaction: A survey was conducted to measure employee satisfaction regarding
employment with Albemarle County.
· Rewarding & Recognizing Employees: The Reward & Recognition program was in place for its first full fiscal
year as well as the new comprehensive performance management process which included the new merit matrix
and new performance evaluation form.
· Communication: Based on feedback from employees, the Employee Advisory Council was revised to be an on-
line bulletin board on Inside Albemarle allowing for more timely communication and responses to employee
questions.
· Supporting Employee Work/Life Balance Needs: The Organizational Development Team sponsored the personal
development series-"Wise Up Workshops." These well-attended workshops offered over the employees' lunch
hour featured presenters from JABA (Jefferson Area Board of Aging) and the EAP (Employee Assistance
Program) and covered topics in FY 05-06 such as: Balancing Life at Work and Home, Long-term Care, and
Getting Organized for Eldercare.
- 4 -
Employee Feedback
An Employee Climate Survey was again conducted by our Organizational Development team this year. The Employee
Climate Survey measures employee satisfaction with employment in Albemarle County and gives valuable perspective on
employees' thoughts around customer service, leadership, the County's strategic plan, and technology, as well as many
other topics. All local government departments were presented with data collected, as well as reports comparing and
contrasting the data with the FY 04-05 Climate Survey. The FY 05-06 survey received just over a 70% response rate--and
saw the overall employee response rate increase over 50% from FY 04-05 from 258 respondents to 390.
The Survey results showed where the County is excelling and where improvement is possible.
Employees rated the County highest on the following questions:
· I understand how my work directly relates to a customer need or requirement.
· My customers are satisfied with my work.
· I know what is expected of me at work.
· If asked, I can clearly state who my most important customers are.
Room for improvement was indicated by the following questions receiving lower scores from employees:
· As it plans for the future, the County asks for my ideas.
· I know the parts of the strategic plan that will affect me and my work.
· Beyond our current pay system, the County does an adequate job of recognizing and rewarding exceptional
performance.
· My department removes barriers that get in the way of progress.
The most improvement over the previous survey came in the following areas:
· The County makes the best use of technology.
· The director or head of my department regularly engages us in conversation.
· There is good cooperation between my department and other departments.
· I regularly receive information on the County's Strategic Plan, goals and progress
Each department put together a plan for improvement based on the results specific to that department. Another survey
will be conducted in the fall of 2007.
- 5 -
This past year we transitioned the Loss Control position to focus more on health, safety and wellness. The HR Manager
in this role is a certified occupational health nurse specialist. Four primary areas of responsibility have been identified for
this position. They are: Workers' Compensation, Health and Safety, Wellness and Unemployment. In addition, this
department has been asked to lead the County-wide Pandemic preparedness program.
The Workers' Compensation program for local government continues to be administered by the Virginia Municipal
League. Since February, more aggressive claims management has been applied. Particular areas of improvement have
included:
. Improved timeliness in claims reporting
. 24% reduction in total # of claims reported
. 51 % reduction in total expenses incurred
Year
2003-04
2004-05
2005-06
Total # of Claims
110
94
71
Incurred Ex enses
$ 132,938
$ 162,526
$ 83,736
Premiums
$ 141,486
$ 187,176
$ 200,318
Health and Safety: In the area of health and safety, gap analysis and hazard risk assessments are being conducted to
determine the hazards and the training needs for individual departments. Once completed, an action plan will be
developed to address the needs. Concurrently, several areas of critical training are being conducted. Safety audits are
also being offered and performed in various departments. The most recent comprehensive audit was completed at the
Emergency Communications Center to assist with the preparation of their national accreditation evaluation.
Another strategy for improvement is the development of departmental safety teams and a County Safety Steering Team.
This team will be comprised of members from each department along with key management staff.
WeUness: A comprehensive wellness approach was developed and presented to Leadership Council on 9/8/06. This
initiative is being driven from an earlier request of the Board of Supervisors. The plan is a multi-phase approach allowing
for various levels of implementation over a 3-year period. Annual flu immunizations along with mobile mammography
have been offered to employees in October 2006.
Unemployment claims management has continued to improve. As a result of this, we have experienced a 3.5% decrease
in the 2005-06 unemployment costs. We will continue to explore mechanisms to assist with tracking unemployment data
to determine areas for improvement.
Pandemic Flu Program: Preparation for a possible pandemic avian flu event has begun. Areas of involvement include
participation on the local government task force, employee education and HR policy development. A website has been
developed to offer employees current information addressing a pandemic outbreak.
- 6 -
In June 2005, the local government created an Albemarle County Learning Team. This eight-person team is comprised of
members of the Leadership Council and Management Group and is led by the Organizational Development Manager. In
mid-2005, the Learning Team met over the course of four months, and developed a recommended list of learning
initiatives to help establish Albemarle County as a "learning organization." This team identified three key objectives for
Organizational Development:
· Create an infrastructure that supports continuous and consistent learning
· Develop the talent and build the required skills necessary for the future success of the organization
· Create a partnership to build the required technology skill set throughout the organization
In FY 2005-2006 Organizational Development made substantial strides towards meeting these objectives. Below are
highlights of accomplishments made toward these important objectives:
Create an infrastructure that supports continuous and consistent learning:
· Created a designated room for training and professional development activities.
· Launched a bi-annuallearning catalog organized around the Local Government's twelve core competencies. The
learning catalog also exists on-line on the Local Government Learning and Professional Development website.
The on-line site allows for electronic registration of all courses and classes listed in the print and on-line catalog.
· Continued to offer access to the book, video and audio library on-line. The move to an on-line library has
continued to increase employee usage rates. In addition, new audio titles in leadership, organizational
effectiveness and teamwork, as well as other additional titles in professional and personal development areas now
allow employees to learn while commuting to and from work.
Develop the talent and build the required skills necessary for the future success of the organization:
· Created a minimum bi -annual offering of at least one course/class for each of the twelve competencies. Twenty-
six courses and classes were offered to the employees in Spring 2006. These courses helped build a competency-
based learning curriculum.
· Continued offering quarterly new-employee training sessions; Getting to Know Albemarle County which allows
new employees to share insights and have discussion around the County's values, organizational structure,
strategic plan, and culture.
· Continued offering Beginner and Intermediate Spanish classes to employees who have direct contact with the
Spanish-speaking residents of the County. These classes remain very popular and have led to very positive,
customer-friendly interactions between County employees and the Spanish-speaking citizens of Albemarle
County.
· Launched a new initiative titled: Inside Communique. This program helps to create knowledgeable
"ambassadors" of the County by educating and connecting our employees with County Executive staff and
Department Directors to learn about important issues the County is facing. This past fiscal year, County
Executive Robert Tucker led discussions around the Structure of Local Government in Virginia, and Water
Resource Issues.
· Continued a customer service focused training series. This series of classes teaches employees to use
communication skills, manage stress, strive to exceed customer expectations, and deal with difficult customer
service situations.
· Offered an 8-week, 24-hour supervisory skills training course entitled "Leadership Foundations" that was
attended by twenty-two supervisors. This well-received management course will continue to be offered to
supervisors in the County in the coming fiscal year. To date, over 50 employees have completed the course.
- 7 -
· Offered a half-day Local Government Supervisors' Toolkit course. This program covers specific information
necessary to successfully supervise employees of Albemarle County. Key policies, procedures, and the
importance of a close relationship with Human Resources are discussed.
· Organized customized training and team-building activities for individual local government departments.
· Created a computer-based training solution to disseminate important information to those participating in the
FY05-06 360 Review.
Create a partnership to build the required technology skill set throughout the organization:
· Re-Iaunched a classroom-based technology training course. Introductory classes were offered FY05-06 in
Microsoft Outlook, Microsoft Excel, Microsoft Word, Microsoft PowerPoint and Microsoft Windows. With the
new Technical Training Specialist position, these technology-based offerings will be greatly expanded in the
coming fiscal year.
· Received approval to hire a full-time Technical Training Specialist. This position will analyze the technology-
based learning needs of the organization, design training and programs to address those needs and deliver
targeted, time-saving solutions to the employees of the local government.
Supporting the County Goals through Partnership and Participation
Two Human Resources personnel were dedicated nearly full time this past year to the Access Albemarle project which,
when completed, will replace all the County's financial management, purchasing, human resources, payroll, budgeting
and tax collections systems with one integrated system.
- 8 -
Compensation and Benefits
Joint Boards Adopted Total Compensation Strategy:
· Overall Goal: to provide competitive compensation opportunities that reinforce high performance from all
employees and the achievement of organizational goals.
· Base Salary: Base salary range midpoints are targeted at 100% of the competitive market median levels.
· Benefits: Benefits will be targeted slightly above the County's competitive market
· Competitive Market: The primary competitive market for all County positions is defined as: counties and
school systems of similar size within the State of Virginia and located in the same geographic region of the State
of Virginia; and, local private employers within the Charlottesville area for positions that are not unique to
government and/or education.
· Internal Equity: Our focus on establishing an equitable compensation program is reflected in our dedication to
considering internal equity and market compensation levels in establishing base salary ranges.
The Joint Boards follow a process by which to establish the annual merit increase and salary scale adjustment. Based on
the Board adopted process and compensation strategy to achieve 100% of market for salaries and scales in FY05-06, the
following was recommended and approved:
· 2.5% increase in the Classified Salary Scale
· 3.95% Market increase to be used in merit matrix
In March of 2004, the Joint Boards adopted a revised compensation strategy for those positions recruited for nationally
and regionally and implemented the first step of a two year phase-in for reclassification increases. The strategy for those
identified positions is the following:
· Identify competitive market salaries for specific localities within our adopted market that compete with Albemarle
County for those positions. This subset of our adopted market addresses cost of living issues and target
competitive market position. These localities represent areas that are in Metropolitan Statistical Areas (MSA's),
both above and below Albemarle in cost of living. They currently include: Hanover County, Loudoun County,
City of Charlottesville, Prince William County, Spotsylvania County, Chesterfield County, City of Chesapeake,
City of James City County, and City of Roanoke.
Long Term Classification Plan
To ensure that positions are appropriately classified, a schedule for comprehensive review of all departments on an
ongoing basis was started July 2004. Priorities are based on identified internal equity issues, substantial changes in
position descriptions and market data. Reviews were completed on all positions in the following departments during the
past fiscal year: School Technology, Local Government Information Technology, and Human Resources.
Benefits Administration:
The Board-adopted strategy is to target our benefits slightly above market and to offer benefit programs that meet our
employees' needs. The Human Resources team strives to offer and communicate a cost-effective benefits package to
Albemarle County applicants, employees and their dependents, and retirees. The County continues to offer a range of
employee benefits to meet the individual needs of our workforce, and strives to support healthy lifestyles, peace of mind,
and financial security.
Benefits offered include: medical, dental, deferred compensation, flexible spending accounts (Beneplus), optional life
insurance, direct deposit, family medical leave, employee discounts, and paid leave (annual, sick, Sick Leave Bank, etc.).
Additionally, several voluntary products are offered to include: Critical Illness, Whole Life Insurance, and Short Term
- 9 -
Disability policies through UnumProvident. Pension and life insurance plans for full-time employees are offered through
the Virginia Retirement System (VRS) and for part-time employees through other pension and life insurance plans.
To increase employee understanding and appreciation of their benefit package and total compensation, we recognized the
need for a well-planned communications program and simple enrollment process. To achieve this goal, HR continues to
refine the on-line Open Enrollment website and offer multi-channel communications. Year round, benefits are
communicated to our various populations through a variety of methods, including:
· Weekly Benefits Orientation sessions
· Benefits information on the County web site/intranet
· Financial Education and Pre-retirement seminars
· Monthly on-site availability of our deferred compensation vendor
· Benefits Handbook mailed for Open Enrollment
Our benefits strategy is to maintain a benefit program that is slightly above market. As the medical plan is a critical
component of the benefits package, the plan design and employee premium levels of our medical plan are carefully
reviewed annually. Three different medical plans are offered to give employees an opportunity to choose between
different plans and premiums.
Total Rewards Program
To maintain alignment with our high performance strategies for customer service, continuous quality improvement and
the delivery of efficient and effective County services, the County's human resources systems must reward, motivate, and
sustain customer service focused behaviors. In response to the Board's direction, a team was formed to develop a "total
rewards" strategy. This team reviewed the County's current merit compensation and performance management systems,
solicited employees' perceptions about the current system and evaluated changes that would support our pay and
performance philosophy. As a result, several initiatives have been implemented as follows:
Emplovee Recoe:nition Proe:ram (Implementation occurred mid FY05)
The Employee Recognition Program is one component of the Total Rewards strategy that addresses the need to
acknowledge extraordinary employee contributions. Program objectives are as follows:
· Provide the employees of
Albemarle County Local
Government a set of performance
criteria so that they may identify
exemplary behaviors in an
employee.
· Give the employees of Albemarle
County Local Government options
to formally nominate and reward
employees for exceptional
performance.
· Provide individual departments
with the flexibility and guidelines
to exercise a program that best fits
each department's functions and
culture.
Funding for this program is provided at the
departmental level, based on the number of
. Performing above & beyonc:l normal duties and expectations
. Exemplifying teamwork
C Providing exceptional customer service
. Department-specific award title (Le., "MVP Award", "Employee of the Quarter")
. County value. "Innovation"; productivity, process, quality improvements/cost savings
. Excellence in safe work practices
- 10-
full-time employees in the department. Human Resources worked with Departments to define those standards at the
departmental level so that consistent, clear expectations of performance are established.
Merit Pay for Performance (Implementation FY 06)
This year saw the implementation of the new comprehensive performance management process to include the new
performance evaluation form and merit matrix. Training was provided for all managers and supervisors on the changes
and how to understand the new materials. Focus groups were conducted after the evaluation period was completed to
obtain feedback from employees of their experience with the new form and process. Most employees responded
positively that:
· The merit formula is no longer complicated and difficult to understand due to the number of factors in the
formula and the pool concept;
· Employees are now able to establish the link between their performance and the reward;
. There is opportunity to adequately differentiate performance;
· The merit system is now consistent with the Board strategy to pay at market rate those employees who "meet
performance expectations or exceed expectations".
One theme of the feedback for improvement stood out - additional training was needed for many supervisors to ensure
consistency of application of merit scores. HR will build additional training opportunities into the schedule for next
year's evaluation period to enhance supervisor skills in this area.
The chart below shows the merit matrix used in FY05-06, which will be used again in FY06-07.
Below
Mid oint
Above
Mid oint
No Increase
Market - 1 %
Market + 1 %
Market + 1.5%
Market + 2%
No Increase
Market - 1 %
Market
Market + 0.5%
Market + 1 %
Service Recognition
The County's Employee Recognition Program for length of service continues to be improved to better serve the needs of
the individual employees and provide more meaningful forums for providing recognition for years of service. Employee
recognition is conducted within the employee's department. In addition, all recipients are recognized at the annual
recognition ceremony. Recognition items are as follows:
· for 10, 15, and 20 years of service, employees receive an attractive gift
· for 25+ years, employees choose from a selection of gifts that best suit their needs
· employees with the longest length of service, who reach a milestone this year, are recognized with a special
presentation and gift at the Employee Recognition Ceremony
On October 13,2006, 125 employees were recognized for their service milestones that occurred between October 1,2005
and September 30, 2006.
- 11 -
The Albemarle County Local Government's success in supporting the County's Strategic Plan and meeting its stated goals
will depend on its ability to attract and maintain a high quality and high performing workforce in an extremely
competitive environment.
The recruitment, selection, development and retention of a quality workforce are functions of the interaction of a number
of factors, including, but not limited to: CompensationlBenefits, Performance Management, Organizational Development,
Quality of the Work Environment and HealthlWellness of the Workforce.
Next Steps
The Human Resources Department has identified areas of commitment for the next fiscal year to ensure that the County is
provided with a workforce of employees that continuously provides high quality customer-focused service to its citizens
in support of the County's Strategic Plan. Our focus will be on developing and retaining employees with excellent
supervisory and management skills by:
· Collaborating with departments to develop skill and competency pay differentials;
· Continuing to ensure market competitiveness of employees' total compensation;
· Evaluating perceptions and measuring effectiveness of total rewards initiatives;
· Developing a succession management program to provide the foundation for current employees to be identified,
trained and developed for possible future leadership roles;
· Reducing medical costs and promoting employee health and wellness by
o Performing comprehensive health assessments
o Developing a needs assessment and prioritizing programs offered
o Implementing life changing programs
o Providing wellness subsidies for memberships
o Exploring rewards & incentives as they relate to healthcare premiums
o Exploring onsite medical services for employees;
· Researching how the value of the professional development and training initiatives can be measured;
· Evaluating the new competency-based performance management process for possible improvements;
· Utilizing the 360 Feedback tool for the Leadership Council and Management Group
· Implementing a technical training program. This program will offer introductory, intermediate and advanced
classroom-based training opportunities in the Microsoft Office applications, SharePoint, and eventually General
Dynamics (Access Albemarle);
· Launching a sexual harassment/discrimination prevention training for all local government employees;
· Creating ajob aid: Guidelines for Making Ethical Decisions, given to all employees during departmental training.
The Human Resources Department is looking forward in this next fiscal year to proactively providing the services and
solutions that meet the needs of the Albemarle County employees and citizens.
- 12 -
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Attachment C
EMPLOYEE PROFILE FOR DEPARTMENTS - GROUP A
(regular emplo~ ees onl~)
The average regular County employee is 43 years of age with 9 years of service with Albemarle County.
Overtime Status
Exempt from overtime ..................................................90 (16%)
Non-exempt from overtime......................................... 483 (84%)
Total........................... ........................................................... 5 73
By Payorade
. . l-1
Min. Max.
Paygrade 1 ....................$17,941 .............. $23,553...................0
Paygrade 2 ....................$17,941 .............. $25,271...................0
Paygrade 3 ....................$17,941 .............. $27,114...................1
Paygrade 4 ....................$] 8, 182 .............. $29,089.................12
Paygrade 5....................$19,508.............. $3 ],212...................0
Paygrade 6 ....................$20,929 .............. $33,486.................16
Paygrade 7....................$22,454.............. $35,928.................]6
Paygrade 8 ....................$24,09] .............. $38,549.................26
Paygrade 9....................$25,848.............. $41,358.................27
Paygrade ]0..................$27,735.............. $44,374.................46
Paygrade 1] ..................$29,755.............. $47,6]0.................26
Paygrade 12..................$31,925.............. $51,08] .................88
Paygrade 13 ..................$34,254.............. $54,803.................85
Paygrade ]4..................$36,750.............. $58,799.................79
Paygrade ]5 ..................$39,429.............. $63,089.................]9
Paygrade 16..................$42,305.............. $67,688.................37
Paygrade 17 ..................$45,389.............. $72,622.................]8
Paygrade ]8..................$48,698.............. $77,917.................29
Paygrade ] 9..................$52,249.............. $83,596.................]4
Paygrade 20 ..................$56,059 .............. $89,693...................2
Paygrade 21 ..................$60, ]45.............. $96,232.................]0
Paygrade 22 ..................$64,53] ............ $103,248...................4
Paygrade 23..................$69,235............ $] ]0,776...................3
Paygrade 24 ..................$74,284 ............ $] 18,853...................6
Paygrade 25 ..................$79,700............ $ ]27,5] 9...................4
Paygrade 26 .................. $85,5] 8............ $] 36,828 ...................0
Paygrade 27 .................. $9] ,76] ............ $146,817...................3
Paygrade 28 .................. $98,459............ $157,534...................0
Paygrade N/A......................N/A .................... N/A...................2
Years of Seryice
<] .............................................................................................61
1-5 .......................................................................................... 203
6-] 0 ........................................ ............................................... .123
] ] -] 5............................. .................................... ...... ............ ..... 68
] 6-20........................................................................................ 52
2] -25 ........................................................................................ 38
26-30........................................................................................ 20
31-35 .......................................................................................... 5
>36............,................................................................................3
By Age
<2].............................................................................................2
2] -30............................................................................. ...........94
31-40.. ...... .... .......................................................................... ] 64
41-50.... ................ .................................................................. ] 76
5] -60.......................... ............................................................ ] ] 8
6] -65 ................ .......... .............................................................. ] 3
66- 7 0.............................. .... .... .......... .......................................... 5
71 +.............................................................................................1
Average Pa~
Full-time ........................ ................ ...............................$21.99/hr
Part-time ........................ .... ........ ...................................$19. 76/hr
Pay By Salary Level (full-time (}1I~r)
<$] 6,000...................................................................................... 0
$] 6,000-$20,999 .............. .... ........................................................3
$2] ,000-$25,999 ............ ...... ............................................,.........28
$26,000-$30,999........................................................................ 45
$3 ] ,000-$35,999 ........................................................................ 92
$36,000-$40,999.................................... ....................................75
$4] ,000-$45,999 ............................................. ...................,....... 99
$46,000-$50,999........................................................................ 60
$5] ,000-$55,999 ........... .............................................................44
$56,000-$60,999........................................................................ 35
$6] ,000-$65,999........................................,............................... ] 9
$66,000-$70,999........................................,.,................... .......... ] 5
$7] ,000-$75,999 ........................................................................ ] 0
$ 7 6,000-$80,999.......................................................... ................7
$8] ,000-$99,999 ........................................................................14
>$] 00,000 ..................................................................................13
EEO
F ema]e .............................................. .......................................26]
Male......................................................................................... 3] 2
Minority (non-white) ...................... ........................................... 90
Non-minority........................................................................... 483
By Type
Regu]ar full-time ............ ...... .... ...... ..............................,.......... 559
Regular part-time .............. ........ ................................................. ]4
Boards & Commissions .............................................................]6
Appendix B
Statistics as of June 30, 2006
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Albemar
Department 0
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'=
marle County Board of Supervisors
ervices Advisory Board
TABLE OF CONTENTS
10
I The mission of the Albemarle County Department of Social Services is to serve our community by promoting
self-sufficiency, family well being, and quality of life.
o
FOOD STAMPS
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ADVISORY BOARD LETTER AND HIGHLIGHTS
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AGENCY KEY PERFORMANCE INDICATORS
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SERVICES
AUXILIARY GRANTS
GENERAL RELIEF
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ENERGY ASSISTANCE
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TEMPORARY ASSISTANCE TO NEEDY FAMILIES (TANF)
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MEDICAID
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UVA MEDICAID
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ADULT SERVICES
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LONG-TERM CARE
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COMPANION SERVICES
CHILD PROTECTIVE SERVICES
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FOSTER CARE
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ADOPTION SERVICES
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CHILD CARE SERVICES
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EMPLOYMENT SERVICES
12
VIRGINIA INITIATIVE FOR EMPLOYMENT NOT WELFARE (VIEW)
12
CAREER CENTER
12
BRIGHT STARS
13
FAMILY SUPPORT
13
SUCCESS THROUGH COLLABORATION
14
BUDGET AND FINANCE
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We are honored to hear the tremendous stories of how the Department is achieving its mission. In the foI-
I · lowing pages, we are pleased to share an overview of the Department's programs and services, our areas
, of successful collaborations, as well as stories representing our core values of hope, respect, opportunity, I
and self-determination that are shared with us by the Albemarle residents we serve throughout the year.
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lETTER FROM THE ADVISORY BOARD
We are pleased to present the 2006 Albemarle County Depart-
ment of Social Services Annual Report and appreciate the oppor-
tunity to share some of the results of the public services pro-
vided to the citizens of Albemarle County. It is indeed an honor
to serve our citizens through the work of this board.
Throughout the past year, we have met with the Director
monthly and used that time to broaden our knowledge about the
work of the department and worked with the Director in accor-
dance with our established roles: 1) to be an advocate for com-
munity issues with our community; the Board of Supervisors and
the State and Federal governments; 2) to be a liaison between
the Board of Supervisors and the community; 3) to seek knowl-
edge about departmental services and the needs of the commu-
nity; and, 4) to set broad policies that would help the Depart-
ment focus energy on specific opportunities.
Pictured (Left to Right)
Front - Claude Foster, Brenda Doremus-Daniel
Back - Roxanne White, Lincoln Lewis,
Kate Rosenfield, Mary Lou Fowler
Not pictured-Carlton Gregory
In our work to fulfill these roles and responsibilities, our accomplishments during Fiscal Year 2006 in-
clude, but were not limited to:
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Heard presentations on specific topics such as agency customer satisfaction results, strategic budget
initiatives, housing issues, a Structured-Decision Making model used by Child Protection Services, a
UVA/ Adult Protective Services collaboration, legislative impacts on programs, strategic plan goal group
updates, poverty in Albemarle County, Food Stamp Outreach impact, impact of decreases in child care
funding, marketing and communications plan for the department, transportation needs, GIS capabili-
ties and impact for the department, what constitutes a "High Performance Organization", a team and
workgroup scan, SPQA application, and foster family recruitment strategies;
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Reviewed and discussed informational items provided by Department staff;
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Held two meetings of the newly established Friends of Albemarle DSS, an advocacy arm of the Advisory
Board.
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Held a meeting with local legislators to share concerns about programs affecting Albemarle citizens.
The Advisory Board is glad to playa part in the current mission of Albemarle County's Department of So-
cial Services and is pleased that the department continues to focus on strategic goals to accomplish this
mission. We can report that the strategic plan is alive and well, with over 25 staff participating in the
achievement of the goals by serving on five goal groups.
3
fflie Oe2JSS 0duhMf/ $oauIi
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PROGRAM ACCOUNTABILITY
AGENCY KEY PERFORMANCE INDICATORS
FY2003- FY2006
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To ensure the highest standards of customer service, the Albemarle County Department of Social Services is commit- J
ted to collecting data from 35 agency-wide performance indicators. From these unit-based indicators, the leadership
of the agency carefully selected seven key indicators that serve as our ongoing, overall agency performance score ]
card. These key indicators inform us on what is working and not working, where we can increase the efficiency of
our services and how we can make lasting improvements.
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In choosing these standards we sought information relevant to the work of our units, developed indicators that are
quantifiable, secured data accessible through our current systems and ensured that the definitions of what is being
measured is commonly understood (e.g. timeliness). Fundamental to this process is making sure that the informa-
tion we collect can help identify problems that can be improved.
The agency has been monitoring these key performance indicators for the past four years and has employed a vari-
ety of strategies to improve our outcomes. This focus on improvement, for example, led to the development of a
plan for improvement in timeliness of processing Medicaid applications. The success of that plan is reflected in the
improvements shown over the last three years. While we have been successful in a number of areas, we continue to
work in all areas to take every advantage of opportunities for improvement. In 2006, for instance, we did not hit tar-
gets in our foster care placements indicator. For foster care, the results reflect the increasing age and special needs
of children coming into care which increases the likelihood of multiple placements.
The information we gather on our Key Performance Indicators Score Card is essential to our planning for the future
and for improving customer service. We recently completed a review of our existing performance indicators to en-
sure that they remain both relevant and useful. The purpose of this review was to make adjustments to existing indi-
cators or targets and set new or revised indicators for the next triennium. These new and revised Key Performance
Indicators will appear in the annual report for FY 2007.
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I FY Goal
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r" FY ;~0~~2004 ; FY 2005 : FY 2006 "1
;_~SUII~ R~~U~I~L ~~~~~ ~ R_esuIIS
,_~:_ ~ _~~:J_93.5% _li_~5.0%
I I I
100% 100% I 100%
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Key Performance Indicators
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Standard
Adult Protective Services investigations receiving dis-l
positions of needs services/accepts will have risk of
'present or future harm reduced/stabilized within one
Iyear of disposition
~ - - - ---
-- ------"'1
'Conditionally safe or unsafe children become safe or
conditionally safe by the time of case closure
Child Protective Services cases meet response times
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,VIEW participants will remain employed 3 months after
linitial employment (Baseline: % employed at 3 months:
58% 7/1/97-9/30/02)
No more than 2 foster care placements in 12 months
in 86.7% of cases. (Baseline FY 02: 89.12%)
Medicaid applications are processed in a timely fash-
ion
Out of home placement of primary child receiving ser-
vices will not require out of home placement in 90% of
families served
......
......
....,
80%
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....,
100%
100%
....,
80%
81%
83% 86.5%
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68% 84%
82%
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65%
57%
79%
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86.7%
88.2%
83.4%
83.2%
75.2%
......
95.0%
88.5%
79.5%
80.6%
94.3%
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......
99.0%
99.0%
99.6%
99.0%
99.1%
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AUXILIARY GRANTS
Auxiliary Grants is a supplement to income for recipients of Supplemental Secu-
rity Income and other low income aged, blind, or disabled individuals residing in
licensed assisted living facilities or approved adult foster care homes.
The grant amount received by eligible individuals includes a small personal allowance
plus the difference between their own income and the State reimbursement rate for
assisted living level of care. Auxiliary Grant (AG) recipients also receive medical assis-
tance through the Medicaid program. The Auxiliary Grant Program is a state (80%)
and locally (20%) funded financial assistance program administered at the local level.
Partnering for Improvements. The State reimbursement rate for assisted living is
substantially less than the actual cost of providing assisted living level of care which is a disincentive for facilities to
participate in the Auxiliary Grant Program. This lack of participation results in a scarcity of available placements and
limited options for AG eligible individuals. This fiscal year the AG rate did increase from $944 to $982 and the per-
sonal allowance increased from $62 to $70 a month, the first increase in the personal allowance since 2002. Our Long
Term Care Coordinator and Adult Division Social Workers work with customers and with adult homes to make assisted
living financially feasible for Medicaid recipients. The
County also partners with the Jefferson Area Board on Ag-
ing to subsidize Mountainside, a regional assisted living
facility, so Albemarle residents can remain in our commu-
nity. These small gains will improve the quality of life of the
residents while we partner with the adult homes for safe
living arrangements for fragile and vulnerable poor.
Auxiliary Grants Average Cases Under Care
30
40
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10
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2002 2003
Disabled
2004 2005 2006
. Aged
FOOD STAMPS
Iio.od S,lamps is a program that provides benefits to. eligible persons for the purcbase
o.f vitalfood items.
Electronic: BeFleHtsi]r~nsfer (EBT) is the process that t,he V,irg,inia Department of Social Ser-
vices, 'l!,se~ to d:elive:r Food Stamp PrO"gram benefits. Food. Stamp ho.useholds use the card
~o"roai~e<"f00d,pur:<;I:I~ses, at retailers authorized by the U.S. Department of Agriculture. A
p.;I:Ipl{C"a's.s.ist'ar:rcerf(PA)' food Stamp case is any case in which all household members re-
ceive ,pr are authorized to receive income from the Temporary Assistance to Needy Fami-
nes ('TAN F), Maintenance General Relie,f (GR) or Supplemental Security Income (SSI) Pro-
,grams. ..Any cas'eth'at contains at teast one member who does not receive TANF, GR or SSI
'i'5'ia~n,Qr:rcass'i!~taRGe..(Non PA) Food Stamp case.
'~@'~nel'iih,!,g' for Outreach,- A notable opportunity to improve services within the county is
th'e';0yerraJI pa!t:kirpation. rate in Food Stamps. The agency caseload in Food Stamps has
g!rownf~om 726 in,FY 2001 to 1395 in FY 2006. This represents, however, only about 36% of potentially eligible Food Starn
households. (The significant prop in the participation rate from 2006 is a reflection of a change in how the number is caleu-
lat,ed:)' There'are. a'n incr:eas.ing number of outreach efforts by ACDSS in partnership with the Virginia Department of Social
'~~""'ice'sjncluding; pubUc service announcements and the implementation of an outreach effort targeted to elderly 551 recipi-
e'n~s who do not already receive Food Stamps.
Food Stamp Average Participation Rate
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2003
2004 2005
2006
Fiscal Year
Food Stamps Average Cases Under Care
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1200
1000
800
600 /
400
200
0,
2002
2003
PA
2004
2005 2006
. Non PA
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GENERAL RELIEF
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General Relief is a program designed to provide assistance, either maintenance
or emergency, which cannot be provided through other means.
Albemarle County provides limited General Relief assistance (62.5% state funding
and 37.5% local funding) under the General Relief-Unattached Child component,
which provides ongoing assistance for a child who is not living with a relative eligi-
ble to receive TANF, and the General Relief-Burial component, which provides a
maximum one time payment of $500 when there are no other available resources to
provide for burial.
Partnering for Support - While a small program, General Relief provides a very needed support resource for eligible ...,
individuals and families at a critical time. GR, for example, serves as an important resource for unattached children, J
providing families or caregivers support to help a child remain in a safe living situation. This support can be the
critical element in preventing expensive and difficult fos-
ter care placements. GR can also serve to support families J
at a very difficult time when there are no burial resources -.
for a deceased family member. In this process, ACDSS
partners with local funeral homes to provide for burials 'I
through this one time, flat rate fee.
General Relief Caseload
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2
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2004 2005
Unattached Child
2006
. Burial
.EN!ERGY ASSIS17AN:eE' ,:
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Albemarl~'l;oun.ty,f~perates three federally mane{'ated" Energy As,sistance Pro.
grams wJth'he,!t:ip9 and cooling components for all citizens with economic
'need.
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During the summer; the Cooling Assistance Program provides for the purchase Of\
window'air condiiti.0ners and fans, or for repair of ~o'oHr:Jg equipment and/or pay-
ment fQJ electric,i,tv,'for households' containing a v,ullJ,era,bte individual who is aged,
dis'ab.ledr, or unqe'pC3:g,e 6,
Th'e Fuel Assistance ,Prog,ram helps with home heat,i'flg' fuel and related charges.
Benefits are determined. and authori'zations for deliveries or service are sent to ven-
dors in D~<=ember.
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Cri'sis Assis~anc~ is intended to meet a household's emergency heating need. Crisis assistance offers heating
equipm'ent ~epair,Qr purchase' and/or a one time only heat security deposit. Purchase of home heating fuel or pay- ]
ment of heat' utiH~y bill rs available beginning January ::1 st. Eligibility for Crisis Assistance requires a heating' emer-
gency in addition to ~ncome and a reSidency requireme,nt.
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Energy Assistance Program Requests
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1000
800
600
400
200
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2002
Cooling
2004
.l:Ieating
2005
2003
Crisis
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Partnering with Business - An example of a .local collabo-
ration wj'th the private sector is our efforts in the Cooling
Program. Lowe's provides air conditioners to our vulner-
able e.ligible individuals through a contract with the State.
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However, this past summer Lowe's ran out of their supply ;J
while a number of vulnerable Albemarle citizens were eli-
gible and still in need. Our agency personnel were able to
locate another local vendor willing to deliver the air condi- D
tioners and facilitate the purchase through the State En-
ergy Assistance Program.
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TEMPORARY ASSISTANCE TO NEEDY FAMILIES
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TANF - Temporary Assistance to Needy Families provides temporary financial
assistance to income-eligible families.
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The TANF program was designed to dramatically reform the nation's welfare system
by helping recipients become self-sufficient, and turning welfare into a program of
temporary assistance. A monthly cash payment is distributed to eligible families to
meet their basic needs. The program is based upon the principles of personal re-
sponsibility, time-limited assistance, and work in exchange for benefits. TANF is the
cash assistance component of the Virginia Independence Program (VIP) that helps
families work toward their goal of total independence. The number of families receiv-
ing TANF-UP, the Unemployed Parent category, is also reflected in the data. TANF-UP
provides assistance to families in which both parents are unemployed and in financial
need. Both parents are evaluated for participation in the VIEW employment program.
A component of TANF that has assisted families is the Diversionary Assistance Program. It is intended to prevent po-
tential TANF recipients from becoming ongoing TANF recipients. If immediate intervention with short-term aid will
resolve a crisis situation and prevent the need for ongoing TANF, this component is available to some applicants.
Partnering with Families - The ACDSS TANF program is dedicated to helping families achieve success. This requires
that we partner with all available families members to iden-
tify key resources, develop plans to provide children neces-
sary services and help identify avenues to employment and
self sufficiency. For example, we are currently working with
an aunt who is now caring for her two nieces. TANF is pro-
viding the family counseling and financial resources to help
the aunt maintain her employment while providing a safe
and secure home for the two children.
TANF Average Cases Under Care
't:l
rtl
o
Qj
III
rtl
U
145 /
140
135
130
125
120
115
110
2002
2003
2004
2005
2006
Fiscal Year
MEDICAID
Medkai'd 'is a jpint J;edeyal and State p,ogram designed to prov.ide essential
medieal and m.f!'dically'related services to the most vulne~ab'le populations in our
community.
This vi~a" program, is' the third largest source of health insurance after employer- "'
based coverag.e and Medicare. It provides medical coverage to eligible low-income . (/
families, women, cnildren, the elderly and individual's with disabilities. In addition,' ,
the Family A:ccess to Medical Insurance Security Plan (FAMIS) provides Medicaid-like \
be'~eJits to uninsured children including dental services, the Sm.iles for Children pro-
gram. This progr~m encourages good dental health and provides children with regu-
la", den~al check ups. Children receiving Medicaid are also eligible to receive free vac-
c!hatiomsl.mder'the Virginia Vaccines for Children Program and other comprehensive
heatth'iar:1d'mema'l health services. The FAMISjPLUS & FAMIS Moms program provides
health .care covelAage for pregnant women and provides prenatal care and comprehensive health care benefits for two
months followirlg delivery.
Partner,ing' for Healthy Families - ACDSS is committed to helping eligible individuals and families become enrolled in
Medicaid. As part of this effort, we have been active with the Virginia Department of Medical Assistance Services and
numerous local agencies and organizati:ons to promote out-
reach and community awareness through the Sign Up No
Workshops. This program educates community partners as
well as medical and school personnel to help enroll familie
and to ensure they remain cO\l':ered. As a result of these
efforts, we currently have enrolled all eligible children
within Albemarle County. As one FAMIS client wrote: "Ever'yj
child deserves to be covered by health insurance. Bu
sometimes, even though families work really hard, it's diffi-
cult to pay for everything. Medicaid made all the difference
for my family."
Medicaid Average Recipients Under Care
58-!
't:l
rtl
o
Qj
III
rtl
U
4600
4500
4400
4300
4200
4100
4000
2002
2003
2004
2005
2006
Fiscal Year
7
UVA MEDICAID
"l
...J
UV A Medicaid provides Medicaid benefits to medically indigent inpatients and
indigent clients treated in specified outpatient clinics at UV A.
The UVA Medicaid Unit is the result of a contractual agreement among the State
Medical Assistance Program, the Virginia Department of Social Services, the Univer-
sity of Virginia Health System and the Albemarle County Department of Social Ser-
vices. The Medicaid Unit served 3621 indigent individuals in FY 06. Of those, appli-
cations for Medicaid were taken on 1496. The Medicaid Unit has surpassed their
previous records from the past 5 fiscal years for the approval rate on applications
taken.
Partnering for Patients - The UVA Medicaid Unit collaborates with key hospital de-
partments to address patient and family needs. One such group is the Difficult to Discharge Team where represen-
.....
tatives from the ACDSS Medicaid Unit meet with the hospital's Social Work, Patient Financial Services, Nursing and
Home Health departments to review patients that have barriers to safe discharge plans. The team often tackles the ,-,
nursing home shortage for patients requiring skilled services. The Medicaid Unit assists the team in ensuring Medi- J
caid determinations are expedited when possible to allow for the patient's discharge when medically ready and to
guarantee the necessary skilled services. Another collabo-
rative team where ACDSS plays a key role is the Large In- J
House Balance group. This group meets biweekly to dis- ~
cuss patients who are accruing a balances over $250,000
and review key issues such as insurance coverage. The ,.....,
Medicaid Unit is participating to make sure that if the pa- I
tient could qualify for Medicaid Assistance that it is pro- ..J
vided in an expedited manner.
UVA Medicaid Cumulative Referrals
3800
III
iil
...
...
QI
....
QI
0::
3600
3400
3200
3000,
2002 2003 2004 2005 2006
Fiscal Year
ADULT SERVICES
]
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dult Services is " program, that enables adults to remain in the least restrictive set-
ting and' function'independently. This program pr(;n/i'fJ'es long-term care, prevention
services, 'nursing and adult home screening and 'placement services, guardianship ~
oversight find aaylt"protective services. .
O!,\e key progr~m ill Adult Services is Adult Protectjve,S~rvices (APS) wherein we investigat.e<
reports of abyse','n'e.g}ect, and expl'oitation of ad~lts' ~v,~t'6o,yeaTs of age and incapacitated
adults over 18 years of ag.e. The goal of APS i'S',tQ 'pr.q:t"ect,ia,'vulnerable adult's life, health,
and property wit~Qy,t a 10$,5 of i.ndependence. Wnen.thi~ is, not possible, APS attempts to J.
proVide assistance 'with the least disruption of life style 'and'w~th full due process, protec-
ion, and restoration of the person's liberty in the shortest pos$ible period of time. Partner- ~
ships are key to prevention and to maximize risk reduct,ien.and s,elf-determination. We are'" ]
partners in a multi-disciplinary team grant funded by th~.;l.fr,:iijvel"$ity, c;>f Wrginia's Institute on Aging to research and respond
to the increasing j,ncidents of neglect a(ld abuse in adult facilities. We also are continuing to develop a model' protocol with
Ilgemarle CountY',RoIJce Department to improve proces'ses in joint investigations and pursue appropdate prosecutions.
J
]
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Partnering for Quality Care - In 1997, a 66 year old weman living in a rural area with her grown children applied for and
received communi-ty based services from ACDSS that allowed, her to remain in the community until her health failed. When
she needed a greater level of care, she was placed by her
guardian, with assistance from the agency, in an area nursing
home. She was visited regularly by family members until her
death in 2006. To ensure her quality of life over the last nine
years there has been exceptional community collaboration
i.nvolving APS, Court Services, banks, police, medical institu-
tions, Long Term Care Medicaid, a nursing heme, and her
guardian. Although she faced many stre-ssors, interventions
allowed for the protection of her dignity and rights until her
diminished capacity made substitute decision making impera-
tive within the context of family integrity and safety.
Adult Protective Services Referrals
400
-g
o
Qi
III
rG
U
300
200
100
o
2002
2004
2005
2006
2003
Fiscal Year
o
8
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II
COMPANION SERVICES
The Companion Services Program assists elderly and/or disabled adults who are
unable to care for themselves without assistance.
The Companion Services program supports the philosophy that an individual should
be empowered to maintain independence in the community as long as possible.
Home-based care minimizes institutionalization of elderly and disabled residents.
Individuals can remain on the Department's caseload for many years; some individu-
als are served well into their nineties. The improvement in the quality of life and the
low cost of the service are a win/win for individuals and the community.
Partnering for Self-Sufficiency - Albemarle County supports self-sufficiency and aging in place. ACDSS identifies and
assesses the needs of individuals who do not wish to enter institutional care, evaluates for financial eligibility and re-
fers for private care when possible. When the individual is in financial need and in need of home based services, we
collaborate with home health agencies to contract suitable care. We also have a few agency approved providers who
are friends and family who are more accessible to rural areas or to serve customers with diverse needs (one family, for
example, only speaks Albanian). Currently, 6 of the 34 cus-
tomers receiving companion services have been receiving
the services for more than 5 years. One of these is a
woman who lives in her own home at age 97. This pub-
lic/private partnership is a vital resource as our population
ages.
Number of Adults Receiving Companion Services
Tt
~i17rj~l~
,
80
67
58;-
60
11\
<II
11\
III
U
40
~~.
20
0,
2002 2003
OUnder Age 60
2004 2005 2006
. Age 60-Plus Total
LONG-TERM CARE
As"~/b~:mqr:.le's,,p.opulptioma.ges, many county residents'are becoming concerned
-q:~Q.HJ-l;7~q~g,~:re~m "~~r:e. Elders and their families' need help in determining
.vmether;"an,'d.,fhow they can gain access to funding support for an adult home, a
n'ur-sing; home, Oli in-home care. ACDSS serves individuals who meet eligibility (
for l:('Jng- Te',...m, €qre Medicaid with the Auxiliary Grant Program and with pay-
ments! for Community' Based Care and Nursing Home Care.
Social. workers at ACDSS do assessments to decide the level of care needed. When a
person is assessed as needing an assisted living level of care and meets financial cri-
tenia, an Auxiliary Grant supplements other income in an effort to meet the cost of
ca'roe itr an Assis.ted Living Facility. After evaluation, financially eligible persons found
~li9,~b.J'e Jor nprs,lng Iaome level of care can receive that care either in the community
or"'irnci' nurs:ir:1g home.
Partnerin9 fO,r Community Based Care - Community B~sed Care (CBC) is a key component of Long-Term Care as i
can make remaini'ng at home possible while providing health care at the nursing home level. After evaluation by th
scre,enir;Jg team consisting of Health Department and Social Services staff and financial eligibility by the ACDSS Long-
Term. Care Coordinator, residents many times could not take advantage of the program. Medicaid expects individuals
to pay part of the cost of care to home health agencies
depending on their income. The allowance for p'aymen
of basic household expenses was so low that many indi-
vidu'als could not afford to pay and still meet their bills.
They received no assistance. Recently, legislation passed
so that the Medicaid household allowance for people re-
ceiving community care services has been raised. This
new amount ($995) makes home care more financially
feasible and attractive to many more residents who need
medical level of care and who are at risk without the
care.
Long Term Care Average Monthly Cases Under Care
'C
III
o
Gl
~
u
350
300
250
200 /
1 SO
100 /
SO
o
2002
2003
2004
2005
2006
Fiscal Year
9
CHILD PROTECTIVE SERVICES
.....,
J
The goal of Child Protective Services is to identify, assess, and provide services
to children who have been abused or neglected and their families. It is de-
signed to preserve families whenever possible, yet protect children and prevent
further maltreatment.
The CPS program is non-punitive in its approach and attempts to enable families to pro-
vide adequate care for their children. CPS utilizes a Differential Response System, allow-
ing us to respond much of the time using a Family Assessment process, which is service
oriented and strength-based. CPS in Albemarle County also utilizes a research based
protocol, Structured Decision Making (SDM), to guide critical decisions during the life of
a case ensuring a greater level of consistency to reduce reoccurrence of child maltreat-
ment. ACDSS is piloting this program which may be used state-wide in the future. The
CPS unit also provides foster care prevention services to families referred by the commu-
nity and by Court Order. In addition, the CPS unit attempts outreach to prevent child
abuse or neglect by addressing risk issues before they result in child maltreatment.
Partnering for Safety - Homelessness is a growing problem that poses a serious challenge to CPS. CPS receives referrals of child -,
neglect when families face eviction, live in cars, on the streets or move frequently between friends, relatives and shelters. These
parents are unable to provide their children with basic needs, let alone provide the security and stability that children need. This .....
neglect is much more often the result of poverty than of negli-
gence; CPS is responsible for ensuring child safety while also 1
maintaining family integrity. The CPS unit has developed a pro-
..J
tocol to work with these situations when parents are willing to
sign a preventive service application. A short term (usually 90
day) service case is open. The Department funds payment of -,
back rent to avoid eviction, pays deposits to establish new resi- .....
dences, advocates for expedited housing and helps provide basic
food and clothing for the children. The family receives intensive
counseling, assistance with budgeting and other stabilization J
services. Such services can prevent child abuse and neglect and ..
prevent children from entering our foster care system.
J
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.....
Child Protective Services Caseload
III
CII
:a
u
200
o
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006
Referrals Received
. Valid Complaints
FOSTER CARE-
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Th~ ,ff?s,er ,~~r~"i,Prograrn provides services, substi(,ute., care, and supervision for
a chilli' on a 24-ho(ir, ~asis 'until the child can ret,urn to ,his or .her family or be
placed in an"-(ldqptive ,hpme ,or another perman.,ent" fos,f,f!r.caKe placement.
Assistance is giv~n:t0 chil~ren and families in,an'~tfpr.t to prevent. removal of "p"
child from his or he'r~home. When parents are u:nsqC;C;'essful ,in changing conditions
in the home, i(lJ1ay be necessary to place the child. in fester care. In that case, the
Foster Care Program provides services to enable the child to return home. If that is
not poss,ible.,'fh~ 'program tries to find another ~e"'ir;"ahe'nt home. Foster Care is
intended to be ~emporary response to a difficult family situation, not a long-term
solution for the family.
\
Partner-tag for family Stability - A sibling group of f.our.boys entered foster: care in t..
November 2.001S',du'e tq. serious medical,' educatioRal and physical neglect. Their
_moth,er.~n~;j f~,ttle;r;;were severely addicted to me~har6ph~!im:ine and were immediately referre'd to Region Ten (S8
and F.amily Treatme'nt Court. It is a testimony tp die'c1ose collaboration and sharing of resources among the'various
agencies that both parents are participating fully in treatment, having unsupervised visits with their children and
once housing is secured will have their children physically returned to them. People Places, Project Link, Region Ten
Intensive Outpatient Program, Family Treatment Court, ]
CASA, Charlottesville League of Therapists and ACDSS
have pooled their respective resources and services to pro-
vide an innovative wraparound service package for these
parents. Utilizing financial resources that the various I
agencies have as well as hands-on support from the vari- J
ous providers enabled this family to participate in treat-
ment, secure employment, experi-ence significant outreach ;l
attempts to engage their cooperation, have their drivers' :J
licenses reinstated and payoff past debts.
J
New Cases Requiring Specialized Placement
50
50
40 ./
~ 30
III
a 20
10
o
2002
2003
2006
New Cases
. S~ecialized Placement
10
I
I
I
I
Partnering for Prevention - As the number of adoptions increase, we are faced with
I the growing challenge of preventing disruptions. Given the history of trauma and the
special needs these children often present at various developmental stages, these families need continued support
and services to maintain the adopted child within their family. Although, currently we do not have dedicated positions
I to manage these "post-adoption" cases, to the extent possible we have tried to respond to these families' needs
thoughtfully. In order to fully assess the adopted child and family's mental health needs, ACDSS has utilized the
Child-Parent Attachment Clinic to conduct thorough attachment evaluations. Through a grant that the Attachment
Clinic secured from VDSS, these attachment evaluations are
I done for free which keeps us from spending subsidy funds.
These evaluations offer specific treatment recommenda-
12 tions that are subsequently used to determine type of ther-
III 10 apy and which provider would be most effective. As these
I g 8 families engage in the recommended therapy the relation-
.~ ~ ships improve and the child's behavior stabilizes. These
~ 2 services have helped ACDSS prevent these special needs
I 0 adoptions from dissolution.
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ADOPTION SERVICES
If a child cannot be returned to his or her birth parents or placed with relatives,
the planning goal becomes adoption. The purpose of Adoption Services is to
help children who have been permanently and legally separated from their birth
parents become permanent members of a new family.
Adoption is a social and legal process that establishes the relationship of parent and
child between people who do not have this relationship by birth. It provides the
same rights and obligations that exist between children and their biological parents.
Adoptions Finalized
2002
2003
2004
2005
2006
Fiscal Year
CHILD CARE SERVICES
./
Ch:ild C;are Sewkes is a program that provides low-income families with funding
to enhance ,the quality, affordability, and availability of child care.
Ch.ild Care services assist low-income parents who are working and/or are attending ....-.
school and whose children have child care needs. Child Care services are also pro-
vided to families who are receiving TANF and are working towards economic self-
sufficienc:y. With welfare reform's increased emphasis on employment, many of our
sil'lgle parent hpuseholds often become our low-income working families. These ser-
vjces are des'igned to help parents locate affordable quality care to support their ef-
forts toward greater self-sufficiency.
,l?artDering to Support Working Families - Earlier this year, federal officials changed
rl,lles"r,egarding welfare to work programs, eliminating a number of previous exemp-
tion's to the work requirement such as women in late stages of pregnancy or people
caring for a disabled family member. These changes increased the number of people required to find employmen
and needing child care assistance; but did not provid
increased funding. This precipitated a budget crisi
as other state funds being utilized to assist low
income working families were cut to address the defi
cit. These cuts represented appfOximately $250,00
in lost resources to the Charlottesville/Albemarle
community. This necessitated swift and collaborative
action among the local Departments of Social Services
and the United Way to prevent the termination of as-
sistance to working families that were being served
However, there are now more than 100 families on
our waiting list whom we are unable to serve due to
lack of adequate funding.
200
159
20
1-
Average Monthly Children Served by Program Area
300 263 264
- I--
250
c
~
"C
:c
u
150
I--
0---
100
o
3742 3r-
2I3--~.::J--
T ANF Trans. Fee Day
Day Care Care
. 2005
I--
50
03.~
-~
Head Total
Start
~
2004
2006
11
EMPLOYMENT SERVICES
....,
I
....
Employment Services provide employment education, training and support ser-
vices to TANF recipients who qualify for the VIEW (Virginia Initiative for Em-
ployment Not Welfare) Program.
VIEW, Virginia's welfare reform program, is designed to encourage self-sufficiency
through a "work first" philosophy. VIEW offers recipients the opportunity to work
and continue to receive some TANF benefits and supportive services. VIEW is also
about encouraging personal responsibility. In addition to employment, other VIEW
work activities can include on the job training or community work experience for at
least the minimum federally required hours per week. VIEW participants can also
participate in optional transitional services such as child care.
Partnering for Self-Sufficiency - VIEW is successful because of our partnerships in the community. Through organi-
zations like the Piedmont Workforce Network and Piedmont Community College, we have developed extensive re- <"""t
sources to help our customers find and retain employment. We share a vision with our partners that employment at r
a self-sufficient wage over a long period is key to self-sufficiency and family stability. Throughout the year, VIEW .J
works to build employment resources with our partners.
The program also measures the success of these efforts I
by maintaining a long-term trended picture of our cus- ~
tomers' wages and length of employment. In a recent
audit of our Employment Advancement for TANF Partici- '"l
pants Grant the reviewer wrote: lithe outstanding team- I
work and collaboration between your agency and Char- ..J
lottesville DSS, Region Ten, WorkSource and the Depart-
ment of Rehabilitative Services reflects a sound commit- 1
ment to restoring families and moving TANF clients to- "J
wards self-sufficiency."
% of Participants Employed 3 Months or Longer
100%
...
c
~
\,/
...
~
Q.
80%
60%
40%
20%
0%
2002
2003
2005
2006
2004
Fiscal Year
CA~EER'CENTruER'
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......
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The Career Genter's',mission is to" provide the,:g~ti~~'al public with' career re-
sources' a",d services in order to prepare a worl<"fbrf;e that is informed, capa-
ble, and ready {or wode.
The services available at the Career Center include,'internet-ready. computers" re-
$iUm~ services, GOVer .Ietters and job searches, interviewing",techn'iques, fax, phone,
a 'copier', ~esource library, educational videos, newspapers, magazines, computer
tutorials, anc;:l career counseling. Job seekers can also open e-mail accounts to cor-
respond with potent,ial employers. The Center is open to the public.
partner(ng for (mplQYOleni - Employment is vital to ?el.f-sufficiency and family stability. To help support these val- 1
ues, ACQSS partrners through the Career Center-to identify community based employment resources, The list of our I
.....
collaborative partnerships is extensive and includes: area businesses, WorkSource, Region Ten, The Virginia Employ-
ment Commission, the Piedmont Workforce Network, UVa, MAACA, the Salvation Army, the Charlottesville Albemarle
Technical Education Center, area GED programs and many J
more. One very significant and successful partnership has
been with the Department of Rehabilitation Services (DRS).
With DRS, the Career Center is expanding our capacity to '1
reach and support customers with disabilities in their job ~J
search and acquisition process. As one recent clieAt of
the Career Center wrote, lithe support and inspiration for J
my job search you provided gives me hope."
J
Career Center Usage
III
...
~
E
S
III
::I
U
1200
1000
800
600
400
200
o
2003
2004
2005
2006
Fiscal Year
12
I The Bright Stars Program is an early intervention preschool program for four
year old children and their families.
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BRIGHT STARS
Bright Stars seeks to increase learning opportunities by addressing risk factors that f
affect school performance such as low income, illiteracy or limited education of the '\
parents, limited English proficiency, developmental delays, mental or physical health
problems and substance abuse. The major goals of the program are to provide age-
appropriate education and enrichment opportunities for children, to help families ac-
cess community resources necessary to sustain safe and stable family life, to facilitate
family involvement in their child's education and to serve as a model of collaboration
among the Department of Social Services, County schools and community agencies.
Partnering for the Future - In 2005, Bright Stars celebrated its 10'h anniversary. The program has grown from one
class serving 16 children to 6 classes serving 96 children. The Virginia Preschool Initiative Grant, Albemarle County
Board of Supervisors and the School Board approved additional funding to add a 7th classroom in FY2007. With this
increased funding, Bright Stars will have space for 112 youngsters in the coming year. We are proud of the progress
of our four year-olds as they progress through elementary
school. We are also proud to have a role in closing the
achievement gap in identified subpopulations and in open-
ing a window of opportunity and hope for our most vulner-
able families.
Bright Stars Program Caseload
11\
'C
'9
"-
III
CIi
>-
'f
100
95
90
85
80
75
70
2002
2003
2004
2005
2006
Fiscal Year
FAMILY SUPPORT
Family Support is a pre-placement prevention program based in eleven Albe-
marle County elementary schools and two middle schools.
'F.:amily Sl:lpport staff provides case management services including assisting families
,with access to health, education, legal, housing and social services, improving the
safety and security of their family members; helping families move toward self-
sufficie,nc:y and' ensuring parents and school staff work together for successful school
p,erformance outcomes. At the middle school level there is also an emphasis on im-
proving school attendance and locating after school enrichment opportunities that
engage children in 10-13 year age range.
Partn..e[;ing for Family Stability - Family Support served an average of 179 children
in 134 families in FY2006. More than 65% of the children qualified for Free or Reduced Meals; 99% of the childre
were able: to remain safely and securely in their own homes; 87% had no Child Protective Services involvement. In th
cases where it was identified as a problem, 70% improved school behavior, 63% improved attendance and 69% im
proved academic performance. Family Support maintains strong collaborative ties with school personnel and commu
nity providers. These ties enable families on the Famil
Support case load to access needed services quickly and effi
ciently. During FY2006, 41 % of new referrals to Family Sup
port were generated by school personnel including, teach
ers, guidance counselors, and administrators; 18% were
generated by others, including social services and commu-
nity agencies. Other referrals came through early interven-
tion and prevention programs such as Bright Stars. Experi-
ence shows that working collaboratively, with the family as
one of the partners, leads to improved outcomes.
Family Support Families Served
11\
CIi
11\
III
U
180
170
160
150
140
130
2002
2003
2004
2005
2006
Fiscal Year
13
SUCCESS THROUGH COLLABORATION
J
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The vision of the Albemarle County Department of Social Services is to work
Iwith community partners to ensure that all people thrive. This vision to
transform our community cannot be achieved in isolation. It requires, as
our strategic plan directs us, to strengthen strategic alliances within the
community to solve our more difficult social problems.
1
.J
To that end, with our support and guidance, the agency developed strong
community-based strategic partnerships. We define a strategic partner as
an organization with whom we share a fundamental mission to promote self-sufficiency, family well-being &.J
and quality of life. But a shared mission statement is not enough. We further define a strategic partner- 'l
ship as one with whom we have signed agreements and exchange significant resources in pursuit of a J
shared vision and mission.
...,
As is detailed in the Advisory Board's 2006 Annual Report, ACDSS has been successful in developing a ....,
wide range of diverse strategic partnerships that help solve complex problems for individuals and fami- J
lies, improve outcomes and create a community where people are safe, prosperous, educated and healthy.
At present, ACDSS has 58 signed agreements that provide the agency important resources such as grant 'l
funding, key program support and a defined process for collaboration. ....:
These partnerships serve our county's most vulnerable residents across their life span. They include our l
strategic collaborations with the schools through our Bright Stars and Family Support Programs to create .....
successful early intervention programs for at risk children and their families. It is found in our commu-
nity's Multidisciplinary Team agreement between human service and public agencies that established a ...,
progressive child safety network to support Child Protective Services. We also have developed innovative ~
agreements for our Foster Care and Adoption Program with community partnerships to support foster
care families, provide child care scholarships, promote adoption and ensure the efficient management of J
the CSA system for some of our community's most vulnerable children.
..
These strategic agreements also serve to support our Adult and Family & Children Benefits Programs to J
offer comprehensive employment services and to expand access to healthcare through our agreements
with the UVa Health System. ..
1
-...J
The agency also works with numerous community partners to serve the needs of disabled and aging
adults. The partnerships that support our Adult Division range from our collaborations with the Health
Department for community based screenings to our work with home health providers. Most notably, over
the past two years we developed a grant based partnership with the University of Virginia's Institute for]
Aging to create a community database to better understand the nature of and solutions for the increasing
incidence of adult abuse, neglect and exploitation.
,...,
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This report provides only a snapshot of the important role that our partners play in the success of this ..J
agency. We wish to thank each of these organizations for their efforts and their continuing commitment
to our shared mission. While there remain many unmet needs, together we are making important strides --:
in improving the quality of life within our community. -1
fflie tle2JSS UduidMV .YJoMd
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FINANCE
Percentage of Budgeted Funds
for Social Services
The Finance Department serves as a key support resource for all ACDSS
operations. I This work includes budgeting and financial planning, the de-
velopment of agency strategic and operational initiatives, compliance with
all federal, state and local financial requirements, ensuring the integrity of
all operations and ongoing financial management.
A central component of Albemarle County's strategic objective to strengthen 0 Local $ Budgeted
the local economy is to make investments in human services that result in jobs, .;.e.d~etaL&.SJ.at.e_$_Budg.e.Led
tax revenue, and increased economic activity. Through ACDSS, the County ensures a focus on the development of
self-sufficiency, safety and stability for some of the County's most vulnerable citizens. The mission of the Finance
Unit at ACDSS is to ensure that we promote that objective by being excellent stewards of agency resources. We track
two primary outcome measures: prudent management of fiscal resources and ensuring that all federal and state dol-
lars are maximized while minimizing the use of local funding. We adhere to the highest standards of integrity in our
business practices, including our financial controls and reporting.
28.7%
--1
Partnering for Economic Vitality - A strong local economy is integral to the
community's vitality and financial health. ACDSS seeks to support this objec-
tive by delivering the greatest available benefit to residents in need within the
framework of our established budget. To ensure success, this effort requires
excellent partnerships that includes our work with all ACDSS staff, County Fi-
nance and the Office of Management and Budget, State and Federal govern-
ments, independent auditors and especially, the more than 200 community
based vendors providing service to our customers.
Percentage of Actual Expenses
for Social Services
:]1.2%~
o Local $ Spent
. Federal & State $ Spent
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" '$ 22'~,2~'1 .,'''~'';'- .. co' 'i. B,J~,g.tll"Star$ TraJ1sfe,r'-. ~c:
., ~ , ....~ :lr
, . $' , H.!4;9~ . ' ',;~ "'" '.'\1. 'Bf!g.ht.'s~ar:s'l!ransf~r', ~~neJi~t:,v,
. . :.>,~. -~.. __ ,.~... ,.; " 't'~ ''1 ""~~'~" .".. _ .:: :t" -J{ ~:, ,,'" !' " 'rl:.- ...,.
'$ . 20,1l.l7 ,,'~ e:.;;) ."~~ ,,' ~ . :'LdcaJ~~oMelillmMt-?1ir,jrfsf(
";i'J~if~i('::"" ~!t~::~'r~
$' 480,203 ;', .:: \', ~" ..Americorps'Gra.~t' . .,'
~ ~. "" ,~.. _'_-c.-r) ," .l!.;,' ." ",' ";~ .":
$ :z09!~6'1" , ' ' 0' < .~. "fN!!;!IV T.re,atl]:lent ','~,9~t:~~9~~~~j';~": .;"(~,,;j
, ';$ ~~~, ,~" ,,);.'ft!;!?,ses.s '.mplio~~~enM~I~[lf~J~n~:/ j:Jv.i:L
"';$ 1 2.?~ .... '" ' , ,,' ,"' 'iTe,.
. " .,;, , , .'.,,")i
" j$ " '8 0:-50 ' ". ,:'
.." .... '"i 'j'", 1-'")' .J;i:" ,.-,
S 2,5',487 -, " ,';
.$ ~5,8:65
'$':44~,~:56, .
~,U~, ".,$ .",?:~!2~.z.~lt4';/. <,' ..
~""A5,r ~ '.~~;~_ -~ 1.~~059~~~l7 ~- ~~:1'
. '$. 3"116,569 .
~ ~.' -~ ~ :.-.
.. ~';!:: Y',,'R6,;JrA'i'\$t', 6~2~1~;7'$;2'; .\'
;!4:t"';~<'S" " /"':" .,.,~. ~,:
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~~.~~~> l~l':l " '
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"
Albemarle DSS Federal, State, and Local Funds
including Direct Financial Assistance for
Albemarle Citizens
9.2%
""'..
. Federal/State
o Local
q!'t~i€,p,un~,y ~~l!qrtme"p(?,t'AS:P~fl#:~~~~s
tlh5tneet,.Su,te,A '. ,. ,,'. .
a,r ot,t~sv1Jje, VA 22902 Weii~it-e':,' ww.Wrjallfematlle.o~
~"'~,!?;c~~~.IllJenlt,?SOCta ervic~s Fin~n~'I.aU:A.?ER-sv~tem. and Wel5Site, AI emar ~ COlJno/ D~par;Jm~{It,o ~oGiaer-
~!,",;!!~,~(;s,,)~<~/#4,bemarte County FI nanClal, Mal"!cm~!;)1ent5'fstem, .41 bemar;le County.. 0,ep~rt~irem..t...qf.i:S'<lla:la~,S~~lces,\Lead-
",g ell €Y Staff ,., < ~
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BRIGHT STARS PROGRAM
FY 2006 ANNUAL REpORT
~
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Presented to
The Albemarle County Board of Supervisors
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Bright Stars FY 2006 Annual Report
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w
TABLE OF CONTENTS
I. Introduction 3
. Letter from the Superintendent and the Director
. Coordinators Report and Program Highlights
. The Faces of Bright Stars
II. Bright Stars Program Outcomes 6
. Program Outcome Measures
. Risk Factors
. Phonological Awareness Literacy Screening Overview (2001-06)
. Alumni Classroom Performance/Grade Level Status (Reading & Math)
. Partnership for Children Outcome Measures
. Family Survey
III. Bright Stars Program Demographics 15
IV. Bright Stars Activities 16
V. Our Bright Stars Schools 17
VI. Bright Stars Steering Committee 2005-2006 18
VII. Bright Stars/CHIP/Healthy Families Advisory Board 18
VIII. Bright Stars Program Budget 20
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Bright Stars FY 2006 Annual Report
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.
COUNTY OF ALBEMARLE
Department of Social Services
1600 Fifth Street, Suite A
Charlottesville, Virginia 22902
~..
. marle County
Public Schools
ALBEMARLE
COUNTY SCHOOLS
401 McIntire Road
Charlottesville, Virginia 22902
It is with pleasure that we provide this introductory letter to the FY 2006 Annual Report for the
Bright Stars Program, in this eleventh year of successful collaboration between the Albemarle
County Schools and the Department of Social Services of Albemarle County.
In recent months Virginia Governor Timothy Kaine has announced his administration's support for
making early childhood education an option for all Virginia families. He has appointed a 23-
member panel called the Start Strong PreK Council that is examining preschool initiatives statewide
and making recommendations for expanding availability of preschool education.
In Albemarle County, the importance of early childhood as a time for special attention and
intervention has long ago been identified, goals and strategies determined and initiatives undertaken
and supported. Its importance is highlighted in planning for the future on the part of schools,
government, and social services.
· The Strategic Plan for the Albemarle County Public Schools July 2005 - June 2009 sets as
goals to "prepare all students to succeed as members of a global community and in a global
economy," and to "eliminate the achievement gap:' Both of these goals include strategies
addressing early childhood education, including "increase capacity of pre-school
programming. "
· The Strategic Plan for Albemarle County FY07 - FYIO sets as a goal to "enhance the
quality of life" for County residents. A stated priority is to "increase collaborative efforts
with the School Board and with employees of the schools system to assist the School
division to achieve recognition as a "world class education system.''' Significantly,
"strategies should include working together to ensure all Albemarle county children enter
the school ~ystem ready to learn. "
· The Strategic Plan for Albemarle County Department of Social Services January 2007 -
December 2009 sets as a goal to "develop and implement prevention and early intervention
strategies focused on the 0 through middle school aged population." Key strategies include
"expand to scope and scale current educational prevention strategies to ensure that all
children needing such services receive them:' and "create strategies focused on early
childhood educationfor the appropriate age groups. "
With such a marked degree of agreement on this critical time period in the lives of children, we are
proud to report on this latest year of achievement in a collaboration that started eleven years ago
with one Bright Stars program and now features seven programs in six elementary schools. Quite
simply, Bright Stars accomplishes for a high percentage of participating children what it sets out to
do: to prepare four-year old children for future schooling. The collaboration on behalf of young
children between the County Schools and Social Services as a department of local government is
unique in the Commonwealth. The collaboration is strong and will continue to grow stronger as we
continuously learn from our work with children and families, adapt to changing conditions in the
community. and strive to improve our processes and performance.
\ '.
:L /1. --)
, ~1Jy( ~
Kath;ialston
Director
Dr. Pamela R. Moran
Superintendent
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Bright Stars FY 2006 Annual Report
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BRIGHT STARS PROGRAM
COORDINATOR'S REPORT
DECEMBER 2006
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Last year we proudly announced that we were marking the lOth anniversary of Bright Stars. This year we are
equally proud to announce that the program received approval and funding to expand to a seventh site in the
2006-2007 school year. This will increase the number of children able to be served from 96 to 112.
During the 2005-2006 school year
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Virginia Governor Timothy Kaine announced his administration's support for making early childhood
education an option for all Virginia families. He appointed a 23-member panel called the Start Strong PreK
Council that will examine preschool services statewide and make recommendations for expanding preschool
education. Governor Kaine's plan is to tap public and private resources and create state-local partnerships to
bringquality preschool education to more children in the Commonwealth. Bright Stars is excited to be part of
this initiative.
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Staff focused on making continuous quality improvements to the program. This included, the implementation
of a curriculum map for all subject areas aligned with K-5 curriculum and Kindergarten and Grade 1 SOLs,
enhancement of the science curriculum, training with preschool special education on social and emotional
competencies and regularly scheduled Bright Stars team meetings for professional learning and development.
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Bright Stars staff made referrals for early interventions
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18 Bright Stars children received Speech/Language services
11 Bright Stars children were identified for Special Education services
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Bright Stars served limited-English speaking children and families
20% were identified as limited English-speaking. This is up slightly from FY 2005.
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Bright Stars received support from the community
Thomas Jefferson Health Department and the new Children's Dental Center
Martha Jefferson Hospital awarded Bright Stars a Community Health Partnership Grant for $5000
for the 10th consecutive year.
Local dentists provided extensive treatment to 12 uninsured children
The Junior League of Charlottesville awarded Bright Stars a grant to bring Kim and Jimbo Carey
to entertain Bright Stars and other preschool programs in the City and County.
Jumpstart volunteers from the University of Virginia provided one-on-one language and literacy
mentorship and classroom assistance at Cale and Stone-Robinson Elementary Schools
Social Issues in Medicine, a community-based service-learning experience for first year medical
students at the University of Virginia Medical School, partnered with ACDSS/Bright Stars to tutor
and mentor children and meet with parents.
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Bright Stars introduces children to the school learning environment, encourages socialization with peers and
provides daily, hands-on, interactive learning experiences in language, math, science, art, music, writing,
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Bright Stars FY 2006 Annual Report
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dramatic play and social studies. Speaking at a preschool in his home state in July 2006, the Governor of
Illinois said, "Study after study and basic common sense tell us that giving kids the chance to start reading and
learning early is the single most important step we can take toward helping them become successful students. "
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For children who are at-risk for falling behind their peers, preschool is especially important. Bright Stars staff
is dedicated to making the school environment feel safe, not only in terms of physical safety but especially in
terms of showing acceptance, respect and setting high expectations for all. Quality preschools like Bright Stars
provide, in addition to rigorous cognitive experiences, comprehensive health and social services so that
children are able to fully engage in learning and not be distracted by pain and illness. Family outreach is done
deliberately, consistently and compassionately so that parents are provided with the information and support
that they can use to raise their children more successfully.
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Bright Stars recruits highly qualified teachers, those who are certified and trained to work with young children
and who see early childhood education as their calling. Data from a 2005 Texas School Project found that
"high quality teachers substantially closed the achievement gap, especially for low-income students." In
addition to high caliber staff, Bright Stars is fortunate to be located in a community where funding is provided
for at-risk students, there is support for school and community-based efforts to involve and support families
and there is an interest in systems working collaboratively and cooperatively to bring about major,
breakthrough improvements.
Kim Cousins, principal of Greer Elementary school writes, "There are numerous stories to tell that are part of
our school's daily reality. These two services (Bright Stars and Family Support) assist us so that we can be
successful during the school day in the education of our children. So much of life outside our classrooms
impacts our children and the educators alone are not equipped to provide all the necessary resources. The
resources of Bright Stars and Family Support help meet the needs of the children that are in great need so that
they have an equal opportunity to be life-long learners. "
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We are very grateful to the community for their strong support. On the following pages, we invite you to share
the accomplishments of Bright Stars for 2005-2006.
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Sincerely,
Charity Haines, Program Coordinator
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Bright Stars FY 2006 Annual Report
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Jonathan Kozol:
"Learning entails play THE FACES OF BRIGHT STARS
and risk-taking as well as
ordered study."
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Bright Stars FY 2006 Annual Report
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II. Bright Stars Program Outcomes: FY 2006
Program Outcome Measures
OUTCOME MEASURE MEASUREMENT GOAL ACTUAL
Children who are in Bright Stars Phonological Awareness FY06 Target 90% FY06 Actual 80%
for at least six months reach or Literacy Screening FY05 Actual 79.5%
exceed the benchmark*/ Summary Report FY04 Actual 97%
developmental range scores on the FY03 Actual 97%
PreK PALS** at the end of the FY02 Actual 88%
preschool year
Bright Stars alumni achieve the Phonological Awareness FY06 Target: 80- FY 06 Actual: 79%
benchmark score on the KP ALS Literacy Screening for 85% FY 05 Actual: 79%
during the kindergarten year. Kindergarten FY 04 Actual: 85%
Parents of BS children attend at Bright Stars database (new indicator for FY06 Actual: 90%
least three Bright Stars/school 05-06)
functions during the school vear
Parents of BS children attend Bright Stars database (new indicator for FY06 Actual: 87%
two parent-teacher conferences 05-06)
during the school year
* Bright Stars who do not reach or exceed the benchmark or who demonstrate deficits in one or more
areas are referredfor extra help to Summer School, PALS tutoring, Title 1, ESDL services or Special
Education. Approximately 'l4 to 1/3 of the students are referred to one or more of these services
every year.
** PreK PALS was revisedfor school year 2004-2005, increasing the difficulty in at least 2 areas
Note: Students tested can include those who have English as a second language as well as those with
a special education designation
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Bright Stars FY 2006 Annual Report
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Risk Factors
BRIGHT STARS SERVICE MISSION:
To increase the opportunities to learn for our children and their families
by promoting family involvement and addressing risk factors that affect
school performance.
All children enrolled in the Bright Stars program are identified with individual or family risk factors that could
result in poor school performance over the years. One risk factor in a child's environment may not necessarily
have a negative impact on that child's growth and development. However, the more risk factors present, the
more likely the child will suffer negative consequences in school and in life unless an intervention occurs that
diminishes the impact of the risk. Risk factors are interactive and reinforce each other. So the presence of
some risk factors may cause other risk factors to appear. High risk points for Bright Stars children are
associated with limited parental education and/or illiteracy of parent(s), unemployment, domestic violence,
incarceration of a parent, previous child protective services reports and/or foster care involvement, siblings
having difficulty in school, mental health issues, poverty and living in a single parent family.
The data that follows illustrates a 5 year trend of risk points for families enrolled in each Bright Stars site.
In 2005-2006, total number of risk points scored by a child/family ranged from 3 to 25 out of
a possible 50.
Average number of risk points across all programs: 9.49
The mode was 7 (more families scored this number than any other - 15 families)
The median was 9 (as many families were above this as were below)
The averages for the individual schools:
Agnor-Hurt eale Greer Scottsville Stone-Robinson Woodbrook
8.5 12.5 8.8 8.6 9.7 8.6
Range 4-17 Range 10-19 Range 4-25 Range 4-19 Range 3-20 Range 5-15
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Bright Stars FY 2006 Annual Report
90f21
Phonological Awareness Literacy Screening Overview
2001-2006
% of students who met or exceeded benchmark score
PreK PALS KP ALS Grade I PALS
Bril!ht Stars 2001-02 88%
Kinderl!arten 2002-03 81%
Grade I 2003-04 80%
Bri2;ht Stars 2002-03 97%
Kinderl!arten 2003-04 82%
Grade I 2004-05 85%
Bril!ht Stars 2003-04 97%
Kinderl!arten 2004-05 79%
Grade I 2005-06 77%
Bri2;ht Stars 2004-05 80%
Kinder2;arten 2005-06 78.5%
Grade I 2006-07 Not Available
Bril!ht Stars 2005-06 80%
Kinder2;arten 2006-07 88% (Fall)
Grade I 2007-08 Not Available
Notes:
1. Percentages are based on numbers of students who can be tracked if they remain in their original
schools or move to another county school.
*"i'
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., '.
All children enrolled in Bright Stars for the 2005-2006 school year made significant
progress from fall to spring. These include children with Limited English Proficiency
and those identified for Special Education Services. Evidence of this progress comes
from qualitative and anecdotal data. Quantitative data on the PreK PALS shows:
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in fall 2005, 22 out of92 children (24%) met or exceeded the benchmark range;
in spring 2006, 67 out of 84 children (80%) met or exceeded the benchmark
range.
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Bright Stars FY 2006 Annual Report
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Bright Stars Alumni
Classroom Performance/Grade Level Status
READING
Bright Stars Number Number At or Percent At or Number Percent
Class of 2001- Remaining Above Grade Above Grade Below Grade Below
2002 Level Level Level Grade
N=80 Level
Kindergarten
2002-2003
Grade 1 45 29 64% 16 36%
2003-2004
Grade 2 40 31 78% 9 22%
2004-2005
Grade 3 34 23 68% 11 32%
2005-2006
Bright Stars Number Number At or Percent At or Number Percent
Class of Remaining Above Grade Above Grade Below Grade Below Grade
2002-2003 Level Level Level Level
N=80
Kindergarten 58 40 69% 18 31%
2003-2004
Grade 1 45 35 77% 13 27%
2004-2005
Grade 2 40 33 83% 7 21%
2005-2006
Bright Stars Number Number At or Percent At or Number Percent
Class of Remaining Above Grade Above Grade Below Grade Below Grade
2003-2004 Level Level Level Level
N=80
Kindergarten 61 45 74% 16 26%
2004-2005
Grade 1 52 36 69% 16 31%
2005-2006
Bright Stars Number Number At or Percent At or Number Percent
Class of Remaining Above Grade Above Grade Below Grade Below
2004-2005 Level Level Level Grade
N=96 Level
Kindergarten 68 44 65% 24 35%
2005-2006
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Bright Stars Alumni
Classroom Performance/Grade Level Status
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MATH
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Bright Stars Number Number At or Percent At or Number Percent Below
Class of2001- Remaining Above Grade Above Grade Below Grade Grade Level
2002 Level Level Level
N=80
Kindergarten
2002-2003
Grade 1 45 30 67% 15 23%
2003-2004
Grade 2 40 32 80% 8 20%
2004-2005
Grade 3 34 24 71% 10 29%
2005-2006
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Bright Stars Number Number At or Percent At or Number Percent
Class of 2002- Remaining Above Grade Above Grade Below Grade Below Grade
2003 Level Level Level Level
N=80
Kindergarten 58 47 81% 11 19%
2003-2004
Grade 1 45 30 67% 13 33%
2004-2005
Grade 2 40 27 67% 13 33%
2005-2006
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Bright Stars Number Number At or Percent At or Number Percent
Class of 2003- Remaining Above Grade Above Grade Below Grade Below Grade
2004 Level Level Level Level
N=80
Kindergarten 61 51 84% 10 16%
2004-2005
Grade 1 53 46 87% 7 13%
2005-2006
Bright Stars Number Number At or Percent At or Number Percent
Class of 2004- Remaining Above Grade Above Grade Below Grade Below Grade
2005 Level Level Level Level
N=96
Kindergarten 68 56 82% 12 18%
2005-2006
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Bright Stars FY 2006 Annual Report
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Standards Of Learning Scores
Bright Stars continues to support and track former students who remain in the County, either at the
original Bright Stars School or another county elementary school. Weare interested in knowing how
the students are progressing once they leave the four year old program. One mid-term benchmark of
progress is the Standards of Learning scores in Reading/Writing and Math taken in the 3rd grade year.
Grade 3 - Readine/Writine SOL
Bright Stars Number PASS Did Not Pass % Pass
Class of
2000-2001 52 33 19 63%
2001- 2002 36* 25 11 69%
Grade 3 - Math SOL
Bright Stars Number PASS Did Not Pass % Pass
Class of
2000-2001 I 50 39 11 78%
2001- 2002 37* 28 9 76%
* 6 other children were in this cohort but did not receive reading or math scores due to Special Education
designation or ESOL.
Grade 5 - Readin2/Writin2 SOL
Bright Stars Number PASS Did Not Pass % Pass
Class of
1999-2000 32 25 7 78%
Grade 5 - Math SOL
Bright Stars Number PASS Did Not Pass % Pass
Class of
1999-2000 32 21 11 66%
* 1 other child in this cohort did not receive reading or math scores due to Special Education designation
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Bright Stars FY 2006 Annual Report
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Partnership For Children
Outcome Measures
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Bright Stars is among several early education and development programs that are under the umbrella of the
Charlottesville/Albemarle Partnership for Children. This organization monitors the health and well-being of
children and families from 0-6. The Partnership tracks outcomes and trends across several areas including
immunizations, annual health and dental screenings, social-emotional development, school readiness, physical
activity, enrollment in health insurance plan and parent engagement in early learning. The Partnership is key
to implementing the continuum of care and services for children and families, envisioned by local government
more than 10 years ago.
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Indicator 2003-2004 2004-2005 2005-2006
% of preschool children enrolled with a health New indicator for
insurance provider 03-04 92.6% (89/96) 89% (85/96)
% of preschool families are linked to New indicator for
continuous, accessible, non-emergency health 03-04 93.75% (90/96) 91% (87/96)
care
% of preschool children will receive the
immunizations required by the State Board of 100% (80/80) 100% (96/96) 98.9% (95/96)
Health before attending preschool
% of preschool children who receive a School
Entrance Physical within 12 months before 100% (80/80) 100% (96/96) 100% (96/96)
entry and within 30 days after entry
% of preschool children who receive a dental 95% (76/80) 93% (89/96) 93% (89/96)
screening within 6 months of entry
% of enrolled children who receive physical 100% (96/96)
screenings yearly (height, weight, vision, 100% (80/80) 100% (96/96)
hearing assessed)
Children demonstrate improved 93% (75/80) 100% (96/96) 100% (96/96)
social/emotional skills in school and at home
% of enrolled students receive USDA 100% 100% 100&
approved breakfast, lunch and snack
% of preschool children who participate in 60 100% 100% 100%
minutes of daily gross motor activity
% of children in preschool for at least six
months reach or exceed the benchmark 96% 79.5% 80%
developmental range scores on the PreK * revised measure *revised measure
PALS at the end of the preschool year
Preschool alumni achieve the benchmark score 85% 77.8% 78.50%
on the KP ALS during the kindergarten year
% of enrolled students have opportunity to
interact with other children around activities 100% 100% 1 00%
appropriate for preschoolers
% of children who understand and express I 00%
feeling appropriately 100% 100%
% of children who participate in a structured 100% 100% 100%
program of social-emotional development
% of parents of Bright Stars children attend 2 New indicator for New indicator for 87%
parent-teacher conferences during the school
year 05-06 05-06
% of parents of Bright Stars children attend at New indicator for New indicator for
least 3 Bright Stars/school functions during 90%
the school year 05-06 05-06
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Bright Stars FY 2006 Annual Report
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Family Survey
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The Family Survey has always been an important tool for getting feedback from our parents about the Bright
Stars program. We ask parents to rate and comment on the classroom environment, the interactions with the
staff (adults and children) and the overall rating of the program. We give them space to add their personal
comments which are always enlightening, often delightful and genuinely honest. Some of our parents respond
to us in Spanish because they know staff is keenly interested in learning more about their language and
customs.
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In 2006, we received the highest number of responses ever. Seventy-three (73) out of a possible 96 families
took the time to give us feedback. This represents a 76% return rate and surpasses the responses from the past
4 years.
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2006
2005
2004
2003
73/96 (76%)
61/96 (63%)
40/96 (42%)
49/80(61%)
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We are very grateful to our families for helping us to assess the quality of the program, point out our strengths
and weaknesses, suggest improvements and letting us know what the relationships built during the Bright Stars
year have meant to them.
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80
70
60
50
40
30
20
10
o
Bright Stars
End of Year Family Survey 2006
Responses 73
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Poor
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. Classroom Environment
. Teacher Interaction w/Children
:0 T A Interaction w/Children
o BS Coordinator Interaction w/Children
~l'rog~m ~ating
Fair Good Excellent
3 70
2 71
5 67
7 64
4 69
Unsure
No Resp.
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· Classroom Environment . Teacher Interaction w/ChiIdren 0 T A Interaction w/Children 0 BS Coordinator Interaction w/Children . Program Rating
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Bright Stars FY 2006 Annual Report
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Parent Comments: (from 2006 Survey)
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.. Teachers were always very friendly: I could tell by the W{~y they interacted with the children that they
realzy care and they were always very i/?(ormative. " Agnor-Hurt
"She (jamizy coordinator) kept us informed about everything he was involved in at the school: always
took the time to mail infhrmation about upcoming events." Agnor-Hurt
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"The weekly newsletter made mefeellike I was in the classroom the entire week." Agnor-Hurt
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"She (jamizy coordinator) was helpful by giving me information to help with my child's behavior in
school. She was very helpful with suggestions andjust being there to talk to. " Scottsville
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"It (family nights) was a good time .j()r the children to play 1-",hile the parents learned what their child
was learning. " Woodbrook
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"They were all very sU(:ces,~ful and makes the kids more c011?(ortable with school." Woodbrook
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"She (jamiZV coordinator) helped with any questions I had and services with housing." Stone-
Robinson
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"The field trips were great, the children had the opportunity to learn and see so many things." Stone-
Robinson
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"This is our second andfinal go-around in Bright Stars and we are so lucky to have been involved in
the program. Thanhfor all you do" Stone-Robinson
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"It made me feel connected to the school, familiar with the teachers, other students and the
classroom. " Scottsville
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(What would you change about the program?) "Nothing. well actually the parent/family night. All
schools in Virginia should provide this." Scottsville
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"She reassured me that my son's behavior H'as to be expected and not out (?{ the ordinary for his age. "
Greer
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"She keeps you undated about what goes on at school - recognizes when you are doing good with
your child. " Greer
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"We loved our time every night reading the booh provided. Thanks to all who made this year a
success for my son." Greer
"Spending time with the teachers and other mothers (~{ the children participating was unfi)rgettable
and enjoyable. Conviver con las maestras y las madres de los ninos participar para mi fue
involvidable y divertido." Cale
'? "Have had a child previously in the program andjeel that great improvement has been made. " Cale
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uced, 22%
Bright Stars FY 2006 Annual Report
16 of 21
,\
~,'7III. Bright Stars Demographics 2005-2006
Gender
Male, 51 %
Free/Reduced Meals
Ethnicity
Female, 49%
Biracial, 8%
Hispanic, 21%
Africian
American,
32%
Caucasian,
40%
Parent Education
4 yr Degree,
2 yr Degree, 5%
5%
Free, 60%
GED,6%
Did not finish
HS, 30%
HS Diploma,
52%
Other Prevention and Early Intervention Services
Family
Partners, 2%
Healthy
Families, 0%
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Bright Stars FY 2006 Annual Report
170f21
IV. Bright Stars Activities
Family Component
Parents are the most important teachers their children will ever have. Consequently, meaningful
parent involvement is a key factor in children's academic success. In order to facilitate parental
involvement, each Bright Stars classroom has a family coordinator who assists in bridging the gap
between home and school. This position provides for family-centered assessments, home-school
services and referrals to other community resources. Some of the opportunities for parents to be
involved during the Bright Stars year are open house at the beginning of school, home visits by the
teacher and family coordinator, parent-teacher conferences, family events throughout the year
including parent education, breakfasts and dinners, field trips and recreational activities.
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"The needfor parental participation is greate.\'l in low-income and minority communities f/r wherever
parents feel a sem'e of exclusion, low .\'e(f-esteem and/or /lOpeles.mess. If parents feel excluded, (?llittle
value and hopeless, they will be like{v to transmit these attitudes to their children. Such attitude.\' have
behavioral consequences that are the opposite ofw/wt is necessaryfor good school/earning or the
achievement (!f1ong-range goal.\"" .. .Jalllcs P. ('oilier
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Educational Component
High/Scope Curriculum supplemented by Virginia Foundations Blocks for Learning in Reading
and Math, Science and Social Studies
Albemarle County's Best Practices for Preschool and other resources.
Required coordination with Head Start for recruitment, training, program development and sign-
off on VPI grant. (new in 2005)
Social Services Component
Comprehensive case management services for all enrolled children and their families
Includes referrals for benefits, assistance with completing and renewing benefit applications,
access to Career Center for education and employment opportunities, facilitating access to health,
dental and mental health care, housing assistance, parent education, interpretation and translation
services, legal services and adult education.
Health Component
All children are required to have physical and dental health screenings and vision, hearing and
speech screenings
More extensive health services are provided by referral
Transportation
All children are provided with transportation to and from school daily
Parents can receive transportation assistance to appointments and school events as needed
Community Support
Supporting organizations include: Albemarle County Schools, Martha Jefferson Hospital,
Community Idea Stations (PBS), Book Baskets, Luck Stone Corporation, Thomas Jefferson
Emergency Food Bank, Curry School of Education, University of Virginia, Needlework Guild,
Partnership for Children, CARES/MACAA, Junior League of Charlottesville, Inc.
Community Outreach
Participation in Albemarle County Day, Bright Stars 5K Run and Week of the Young Child
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STONE-ROBINSON
Stone-Robinson is where Bright Stars first began in 1995 under the leadership of
a team of local government and school employees. They established a strong
connection with the Curry School at OVa, ensuring that program implementation
was grounded in the best early childhood developmental/educational research and
practices. Stone-Robinson set the standard for programs that incorporated
exceptional, certified instructional staff, concentrated outreach to families, and
connectivity and visibility in the community. The oldest alumni are in 10th grade.
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AGNOR-HURT
CALE
GREER
SCOTTSVILLE
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Bright Stars FY 2006 Annual Report
18 of 21
v. Our Bright Stars Schools
The Bright Stars Program at Agnor-Hurt began in 1997. This program has
always been characterized as a culturally diverse classroom reflective of the
diversity of the entire school and the neighborhood in which the school resides.
This program has benefited from being located inside the building in the
kindergarten/first grade wing where the four year-olds and their teachers can easily
interact with other students and teachers and where the four year-olds can learn
about school expectations.
The Bright Stars Program at Cale began in 1998. During the first year the
classroom was located within the school but has since been moved to a learning
cottage. Cale expansion plans call for new Bright Stars classroom space in the
main building. The program at Cale has been successful in integrating a growing
number of Hispanic families. This has presented an opportunity and a challenge to
staff to reach out to limited English speaking children and parents. For the past 4
years, Cale has received more applications than there are spaces available in the
class.
The Bright Stars Program at Greer began in 1996. Originally, the program was
housed in a learning cottage, but in 2005-2006, school administrators found
classroom space in the kindergarten wing. Greer Bright Stars reflects the highly
diverse character of the rest of the school community. Many cultures and languages
are represented by the families served including Hispanic, Indian, African and
Asian. This cultural mix presents many opportunities and challenges for staff. This
is also a highly mobile population, resulting in considerable variability in alumni.
The Bright Stars Program in Scottsville began in 2000. This program draws
from rural areas around the community of Scottsville and enjoys connectivity with
small town services such as the post office, fire department and library. Scottsville
Bright Stars has strong parental involvement. Family Nights are well attended by
parents and extended family. The classroom is located in a learning cottage beside
the main school building and close to the kindergarten and Grade I classes.
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Bright Stars FY 2006 Annual Report
190f21
WOODBROOK
The Woodbrook Bright Stars Program began in 2004. The class is housed in the
main school building in the kindergarten/first grade wing allowing for ease of access
among the early grade levels. The instructional staff has a combined 37+ years of
teaching experience. This program reflects the diversity of the urban area in which
it is located, as many of the families live in apartment complexes off Rio Road East
and Rt. 29. It is anticipated that this program will receive more applications than
can be accepted into the program in the coming years.
VI. Bright Stars Steering Committee 2005-2006
The Steering Committee for the program is a requirement for the Virginia Preschool Initiative Grant.
Members of this group are drawn from schools and social services as the two systems most closely connected
to the personnel and operational aspects of Bright Stars.
Members for 2005 - 2006:
· Deborah Collins
· John Freeman
· Charity Haines
· Matthew Landahl
· Marci McKenzie
· Jeannette Orrock
· Jan Pandy
BRIGHT STARS/CHILD HEALTH P ARTNERSHIPIHEAL THY FAMILIES ADVISORY BOARD
Members of this group are drawn from the larger community based on their interest and experience working
with young children and families. The Board was reorganized in 2004-2005 as an independent entity to serve
the interests of these individual programs and the 0 - 6 population as a whole. Previously affiliated with the
Albemarle/Charlottesville Partnership for Children, the current members of the Advisory Board represent
education, medical, dental, private and public preschool, business, social services and the faith communities.
Board members commit to:
Endorsing the vision, mission and values of the CHIP, Bright Stars and Healthy Families programs
Reviewing the allocation of resources (financial and human) and providing Input and feedback
Contributing time, talents and suggestions for fund raising activities
Assisting in developing community relationships
Helping to ensure that the programs are meeting the community needs
Collaborating with the CHIP management team and the Bright Stars Steering Committee to evaluate
the overall programs and to ensure continuous quality improvements in the programs
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Bright Stars FY 2006 Annual Report
20 of 21
Members for 2005-2006:
BRIGHT STARS
Keith Hammon, Principal, Baker-Butler Elementary School
Linda Hitchings, Chair, Virginia National Bank
Gail Houser, Director, First United Methodist Church Preschool
Jocelyn Schauer, M.D., Piedmont Pediatrics
Charity Haines, Coordinator, Bright Stars
HEAL THY FAMILIES
Nancy Gercke, Coordinator, Charlottesville Preschool
Lisa Johnson, Child Protective Services, Albemarle County Department of Social Services
Mary Reese, Community-At-Large
Brad Wentz, Charlottesville Social Services
Hilary Nagel, Coordinator, Healthy Families
Marya Choby, Children, Youth and Family Services
CHIP
Jose Alvarez, Fluvanna
Renita Banks, Wesley Methodist Church
Robert Boyle, M.D. University of Virginia Health System
Vickie Southall, Fluvanna
Shauna Szabo, D.M.D., Children's Dental Center
Judy Smith, Coordinator, CHIP
Cathy Train, Director, United Way
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Revenues
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Expenses
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Bright Stars FY 2006 Annual Report
21 of 21
VII. Bright Stars Program Budget
Bright Stars Program FY 2006 Revenues Bright Stars
____----- Fund Balance
0%
Martha
Jefferson Dental
Grant
1%
----------------
---------------
Transfer from
Local
Government
67%
Transfer from
School Fund
3%
Poison
Prevention
Grant
0%
Virginia
Preschool
Initiative Grant
29%
Bri ht Stars Revenues FY 2005-06
Martha Jefferson Dental Grant
Poison Prevention Grant
Vir inia Preschool Initiative Grant
Transfer from School Fund
Transfer from Local Government
Bri ht Stars Fund Balance
Total Bri ht Stars Revenues
5,000
1,135
204,561
23,000
477,418
390
711,504
Bright Stars FY 2006 Expenditures
Total
Maintenance
and Operating
Expenditur
6%
670,901
40,603
711,504
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
SUB 2006-224 Rolling Meadows
AGENDA DATE:
February 7,2007
ACTION: x
INFORMATION:
SUBJECT/PROPOSAL/REQUEST:
Appeal of Planning Commission Action denying
private street approval.
CONSENT AGENDA:
ACTION:
INFORMATION:
STAFF CONTACTlS):
Tucker, Foley, Davis, Graham, McCulley, Fritz
ATTACHMENTS: Yes
REVIEWED BY:
LEGAL REVIEW: Yes
BACKGROUND:
The Planning Commission denied a request for private street approval for this proposed subdivision on September 19,
2006. The applicant appealed that decision to the Board of Supervisors. The Board heard this appeal on December 6,
2006 and deferred action to allow VDOT review to verify that a public street could be constructed in the proposed private
street alignment.
STRATEGIC PLAN:
Goal 4: Effectively Manage the County's Growth and Development
DISCUSSION:
To insure that approval of a private street is not facilitating this development in the Rural Areas, staff and the applicant
have contacted the Virginia Department of Transportation to determine if it is feasible to construct a public street to
serve the proposed subdivision. After reviewing plans for the proposed public street, Joel DeNunzio, the VDOT
Residency Program Manager, has stated that "The horizontal, vertical, connection, and typical section meet VDOT
standards and it appears that this road can be constructed as a state road." This supports County staff assessment
that a public street could be constructed in the same alignment as the proposed private street. Staff had found that
the construction of a public street would require 230% more earthwork than the construction of a private street. We
therefore continue to recommend approval of a private street.
BUDGET IMPACT:
None
RECOMMENDATIONS:
Staff recommends approval of the private street waiver request.
ATTACHMENTS
Attachment A - Sept 19, 2006 Staff Report to the Planning Commission
07.012
Attachment A
COUNTY OF ALBEMARLE
PLANNING STAFF REPORT SUMMARY
Project Name: SUB 2006 - 224 Rolling Staff: Gerald Gatobu, Bill Fritz, and
Meadows Jonathan Sharp
Public Hearing: September 19, 2006 Board of Supervisors Public Hearing: (not
applicable)
Owners: Victor F. Pascarella Applicant: Victor F. Pascarella
Acreage: 18.62 acres Rezone from: NA
Special Use Permit for: NA
TMP: 05600-00-00-11200 By-right use: Rural Area Uses
Location: On the south side of Route 250
west behind the Greenwood Motel.
Magisterial District: Whitehall Proffers/Conditions:
Proposal: The creation of 4 lots served by a Requested # of Dwelling Units: 4 lots are
private street. proposed
RA (Rural Area): Rural Area 3 Comprehensive Plan Designation: Rural
Area 3
Character of Property: Mixture of open area Use of Surrounding Properties: Rural
and woodland. Residential is located to the east. The
Greenwood Motel and one dwelling are
located to the north. All other properties are
wooded.
Factors Favorable: Factors Unfavorable:
RECOMMENDATION: Staff recommends aDDroval
STAFF PERSON:
William D. Fritz, AICP, Gerald Gatobu,and
Jonathan Sharp
September 19, 2006
PLANNING COMMISSION:
SUB 2006 - 224 Rolling Meadows
APPLICANT: Victor F. Pascarella
PROPERTY OWNER: Victor F. Pascarella
APPLICANT'S PROPOSAL:
Request for preliminary subdivision plat approval to create 4 lots on 18.62 acres zoned RA. The property,
described as Tax Map 56, Parcel 112 is located in the Whitehall Magisterial District 900 feet west of
Normandy Drive and 200 feet off the Rockfish Gap Turnpike (US. Route 250). The Comprehensive Plan
designates this property as Rural Areas in Rural Area 3.
CHARACTER OF AREA:
Rural Residential is located to the east. The Greenwood Motel and one dwelling are located to the north.
All other properties are wooded.
PLANNING AND ZONING HISTORY:
A plat modifying the boundary so that this parcel would have access to Route 250 was approved on August
17,2005.
COMPREHENSIVE PLAN:
Rural Area 3.
REASON FOR PLANNING COMMISSION REVIEW:
Proposal for the construction of a private street.
STAFF COMMENT:
REVIEW OF CHAPTER 14. SECTION 232(A) TO ALLOW USE OF PRIVATE STREETS.
The applicant has submitted a request that the street to serve all the lots within the development be
authorized as a private street, as permitted by Chapter 14, Section 232(A)(1). County Engineering staff has
analyzed the request as required by Chapter 14, Section 234 (Procedure to authorize private streets and
related matters) of the County Code.
The new street would be an upgrade of an existing driveway that serves Tax Map 56, Parcell 05, which is
the Rebecca F. Campbell property.
The reviewing Engineer for this project, Jonathan Sharp, has provided the following analysis of this
request:
The request for a private street submitted according to Subdivision Ordinance section 14-234A.1 has
been reviewed. The road profiles and grading have been analyzed as follows:
Description of private road:
Public Road
0.20
Width of section (ft)
pavement+shoulder+shoulder
Right-of-way or easement
width
Maximum Grade
Side slope
(horizontal: vertical)
Maximum fill height (ft)
Maximum cut hei~ht (ft)
Volume offill (cubic yards)
Volume of cut (cy)
Volume of Earthwork (cy)
% increase in earthwork
18+4+4= 26'
14+4+4 = 22'
40'
40'
10%
2:1
12%
2:1
< I'
5'
26
1481
1507
1001'(1507-456)/4561= 230%
< I'
2'
65
391
456
These figures are based on staff's computations. The applicant's computations appeared to be incorrect. These
earthwork figures include only the earthwork for about the first 300 feet of road. This is the most significant area of
change between the public and private road design. After the first 300 feet of road, the public and private road profile
design are basically the same with very little earthwork needed. A picture depicting the location of the first 300 feet of
road is on the following page in Figure 1.
Compliance with Subdivision Ordinance section 14-232A.l;
14-232A. 1 (i) property in the Rural Areas or Village Residential zoning district:
The property is zoned RA.
14-232A.l (ii) private street would alleviate a clearly demonstrable danger of significant degradation to
the environment:
The public road will require a significant amount of more earthwork than the private street (1051 cubic
yards more, or around 100 dump truck loads).
(W1:F(ll'E ~_ PlFif"f1l
':1(,.11*108'. IC,RS
JOE; RA
__ ~ ,."", ~..'''''._ UN..
~---, ,',
1.,=-'-/ .
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.lt7€."'"
S~F....tU
\
\
Existing
Parcel
\
\
\
\
-,
1-
\
1lI'.u.t.. (j '_~';lL
YdtA8? "fi',~
,-~
'i'PGE r.....I;'
,I "'. ~~
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t€"1.f'}f!1_l.AHJ .
.tQ04~<<lRil.oIO'€S'.
~.."a
First 300' of Road:t~~;',
Existing
~~~~Parcel
SDll.1..l! F,uQL'
;'~)~,'_"I
".----: Proposed Road
J:'8fJII1., 11101: fUE.......F
"A-'E.iI 110 JlCKS
tra: Al
"if'<<iU:'IMIIY
1: Proposed Road
Figure
14-232A.l(iii) no alternative public street alignment is available:
There are no other possible alternative alignments for the first 300 feet of road. On both sides ofthe
proposed 40 foot right of way there are parcels of land not owned by the applicant. An additional 10 feet of
temporary grading easement has been provided by the parcel to the west ofthe proposed right of way (near
the entrance ofthe proposed right of way at Rte. 250). The entire road alignment (all 1070 feet) preserves as
much existing vegetation as possible.
14-232A.l(iv) no more lots are proposed on the private street than could be created on the public street:
The difference in right-of-way width and vertical alignment does not affect the lot yield in this subdivision.
14-232A.l. (a) the total volume of grading for construction of a public street would be thirty (30) percent
or more than that of a private street in the same alignment:
The amount of earthwork for this project is significant. The private road's slope is a 12 percent maximum
which fits the original contours ofland better than the public road, which is limited to a maximum 10
percent slope (assuming VDOT does not grant a waiver for allowing a 12 percent slope on a public road).
Out of the 230 percent earthwork increase compared to a private road, 180 percent is due to the 2 percent
increase of road slope of the private road design, and 50 percent is due to the road lane width reduction of
the private road design.
14-232A.l.(b),Environments impacts including, but no limited to, erosion and sedimentation, storm water
runoff, surface water pollution, loss of tree cover...:
In this case, environmental impacts, other than volume of earthwork, will not be significantly different
between a public road and private road. Both the public road design and private road design have the same
alignment. The road right-of-way is not wooded.
The Commission must determine if the requirements of Chapter 14, Section 234C have been met for this
request. The commission may authorize private streets if it determines that: (Staff comments in italics.)
1. The private street will be adequate to carry the traffic volume which may be reasonably expected to
be generated by the subdivision. (Staff will ensure that the street meets the design standards for
private streets and will be able to carry the traffic volume anticipated.)
2. The comprehensive plan does not provide for a public street in the approximate location of the
proposed private street; (The comprehensive plan does not show a public street in the area.)
3. The fee of the private street will be owned by the owner of each lot abutting the right-of-way thereof
or by an association composed ofthe owners of all lots in the subdivision, subject in either case to
any easement for the benefit of all lots served by the street; (Section 14-317 of the Subdivision
Ordinance requires that a maintenance agreement be reviewed by the County. The agreement must
include language guaranteeing that the fee will be owned by each lot owner and an easement will be
provided.)
4. Except where required by the commission to serve a specific public purpose, the private street will
not serve through traffic nor intersect the state highway system in more than one location; (The
proposed street will not serve thru traffic.)
5. If applicable, the private street has been approved in accordance with section 30.3, flood hazard
overlay district, ofthe zoning ordinance and other applicable law. (No floodplain is located on this
property.)
RECOMMENDED ACTION:
Due to the findings in Section 14-232, which indicate a much higher level of disturbance
and potential environmental impacts. Staff recommends approval of the private street.
The preliminary plat will be approved administratively if the private street is approved.
ATTACHMENTS:
A. Vicinity Map
B. Reduced Preliminary Subdivision Plat
C . Plat approved 8/17/05 creating existing parcel boundary.
.
.
.
Albemarle County Planning Commission
September 19, 2006
The Albemarle County Planning Commission held a meeting and a public hearing on Tuesday,
September 19, 2006, at 6:00 p.m., at the County Office Building, Room 241, Second Floor, 401 Mcintire
Road, Charlottesville, Virginia. Members attending were Bill Edgerton, Eric Strucko, Calvin Morris, Vice-
Chairman; Pete Craddock, Duane Zobrist, J.on Cannon and Marcia Joseph, Chairman. Julia Monteith,
Senior Land Use Planner for the University of Virginia, representative for David J. Neuman, FAIA,
Architect for University of Virginia was absent.
Other officials present were Wayne Cilimberg, Planning Director; David Pennock, Senior Planner;
Rebecca Ragsdale, Senior Planner; Bill Fritz, Chief of Current Development; David Benish, Chief of
Planning & Community Development; Amelia McCulley, Director of Current DevelopmenUZoning
Administrator; Mark Graham, Director of Community Development; Francis MacCall, Senior Planner and
Greg Kamptner, Deputy County Attorney.
Call to Order and Establish Quorum:
Ms. Joseph called the regular meeting to order at 6:00 p.m. and established a quorum.
Regular Items:
SUB 2006-224 Rolling Meadows - Reauest for Private Street to serve 4 lots: Request for preliminary
subdivision plat approval to create 4 lots on 18.62 acres zoned RA. The property, described as Tax Map
56 Parcels 112 is located in the Whitehall Magisterial District nine hundred (900) feet west of Normandy
Drive and two hundred (200) feet off the Rockfish Gap Turnpike (US. Route 250). The Comprehensive
Plan designates this property as Rural Areas in Rural Area 3. (Gerald Gatobu IBill Fritz)
Mr. Fritz pointed out that all of the items that remain on the agenda tonight were finished by staff where
another staff person started the review. He summarized the staff report.
· This is an application for a division of an 18.5 acre parcel to create 4 lots. The issue before the
Commission is the creation of a private street. The property is located behind Greenwood Motel
just east of the Blue Ridge Shopping Center on the south side of Route 250. It is in the Rural
Areas. The applicant is proposing the construction of a private street to serve all of the lots. It is
located over top of the existing driveway and basically is an enhancement of that existing
driveway.
· Staff has reviewed this request for its environmental impact and found that it does have a
significant environmental impact. The difference between a public and private road is a
significant difference. Staff has outlined and given some information on the findings that the
Commission needs to make under Section 234C. Staff is recommending approval of this private
street request.
Ms. Joseph asked if there were any questions for Mr. Fritz. She asked if the parcel adjacent to 250 would
be using this.
Mr. Fritz replied that there is an existing drive. The applicant did a boundary line adjustment. The plat is
in the staff report. They will be building over top of the existing driveway and this lot will continue to use
the road. The driveway will serve the remainder of the development. This lot has the option to
discontinue the use of it and access directly to Route 250. This lot is not part of this subdivision in any
way and just happens to be an adjacent property. The fee for this portion of the road is actually owned by
this parcel. There is no easement across this lot, which is why this lot is not engaged in the subdivision in
any way.
Mr. Edgerton asked if VDOT would not allow 12 percent grade.
ALBEMARLE COUNTY PLANNING COMMISSION - SEPTEMBER 19, 2006
1
Mr. Fritz replied that typically they don't.
Mr. Edgerton asked if they don't grant the private road, then they can't develop the four lots.
Mr. Fritz replied no. It was staff's opinion that they could build the road, but they would just have to grade
down farther. There would be a significant grading difference. Staff believes that it is constructible as a
VDOT road, but with a significant volume of earth work.
Mr. Morris noted that the earth work difference is unbelievable.
Mr. Fritz agreed that it was a significant difference between the 10 and 12 percent.
Ms. Joseph asked why the applicant did not use the other development right, and Mr. Fritz replied that he
did not know and that she would have to ask the applicant.
Mr. Edgerton noted that there use to be a road standard allowable in the rural area called the
Mountainous Road Standard where they did not need to do as much grading and it would serve up to four
lots. He was curious why they did not do that because it is a lesser standard that allows for a steeper
grade.
Mr. Fritz replied that VDOT does not typically grant that request in the County for public roads built to
Mountainous Terrain Standards. But, private roads by our own ordinance and Design Standards Manual
can be approved at Mountainous Terrain Standards. VDOT only approves that for the western part of the
state or the mountainous part of the state.
Ms. Joseph asked if the applicant has approached VDOT, and Mr. Fritz replied that they would have to
ask the applicant.
Mr. Craddock asked if it was the same number of lots whether it was a public or private road.
Mr. Fritz replied that they actually have five development rights. They have not used one of the
development rights. There are two lots that are over four acres, being lot 4 and 3. So in the final platting
process they will have to assign the development right somewhere. It could be either lot 4 or 3. He did
not know why they did not use it. It could have been because of the lay of the land or it may have been
difficult to find a really good building site due to the critical slopes shown on the plat.
Ms. Joseph opened the public hearing and asked if the applicant wanted to address the Commission.
Dustin Green, representative for Dominion Development Resources and C.W. Hurt, said that they wanted
to get the private street approved. They meet the guidelines for the rural areas zoning. They also meet
the guidelines that it would alleviate demonstrable danger on the environment because no more lots are
proposed by this horizontal alignment and the total grading is less significant. The application is pending
the approval of the private street.
Ms. Joseph asked if there were any questions for the applicant. She asked if they have approached
VDOT and asked if they would accept the design with the 12 percent grade.
Mr. Green replied that they have submitted an application to the County. There are a certain number of
copies that they gave the County, but he was not sure if they have related that directly to VDOT or
whether they need to do that.
Mr. Fritz replied that staff only forwarded to VDOT the request that the applicant made, which was for a
private road and not for whether or not they would grant a modification to allow Mountainous Terrain
Standards in this particular case. VDOT has commented only on the impact of the entrance onto Route
250 and that it is an adequate entrance.
Mr. Craddock asked about the one development right that was brought up.
ALBEMARLE COUNTY PLANNING COMMISSION - SEPTEMBER 19, 2006
2
.
Mr. Green replied that Mr. Fritz brought up the fact that there are a lot of critical slope areas and it was
difficult to get the lots. He felt that the owner would just like to have larger lots for this subdivision,
Mr. Craddock asked if this was by-right.
Mr. Fritz replied yes, with the exception for the modification for private streets.
Mr. Craddock asked if there has been any consideration for any contribution to the County as far as
volunteering contributions for schools or roads.
Mr. Green said that he could recommend that to the owner. He noted that the Historical Society was
suggesting a tree buffer between the lot on the east side and the motel.
There being no further questions, Ms. Joseph asked if there was anyone else present that wanted to
speak to this item. There being none, she closed the public hearing to bring the matter back before the
Commission for consideration.
Mr. Edgerton said that he was going to vote against staff's recommendation. The staff report is very well
written and clear. It keeps a narrow focus on what the ordinance says. There is no question that this
proposal as shown for the private road will require less grading. It will also make it much easier for the
applicant to develop this property. This is the exact sort of thing that he wished would not be happening
in the rural areas. He did not want to help the development of this property. He felt that by allowing for a
private road they would be doing just that. The applicant has gone to a great deal of trouble to set this
up. If it is a by right development they need to do more engineering and more grading. He did not want
to relieve them of that duty and encourage the development of this property.
.
Mr. Morris said that simply due to the level of disturbance between the two he would have to support staff.
It is substantial and 3 to 4 times the amount of earth would be disturbed.
Mr. Cannon said that he had a question for staff. There are two different views. One view is that granting
this would allow the applicants to protect the environment. The other view is that granting this would
allow the applicant to save a lot of money. He asked which it was or whether it was both.
Mr. Fritz said that there was no question that they would be moving less earth and with the moving of less
earth there is less expense involved. The road standard is the same. They still have to meet VDOT
standards. So they are still designing it to a public standard. It is really the issue of earth work here.
Obviously, if they are moving less dirt, there is less expense.
Mr. Edgerton noted that staff said that VDOT will not allow mountainous terrain standards in this area. So
they would force more severe grading and not allow 12 percent slope. That is pretty steep slope.
Mr. Fritz said that if the private street request is denied, then the applicant can come back with a public
road and put it in. It would cost more because they would have to do more earth work. But, he felt that
was the question asked.
Mr. Cannon asked if they know how much more it would cost.
Mr. Fritz replied that he would not answer that.
Mr. Cannon asked if that cost would prohibit the development or would it add an additional penalty if you
will on the cost of the development.
Mr. Fritz replied that he was no in the position to answer that question.
. Mr. Cannon asked if the applicant could answer that question.
Mr. Green replied that one of the main reasons that they were trying to achieve this private road was to
not have as much earth work affected by the proposed road. But, there was also a ten foot grading
ALBEMARLE COUNTY PLANNING COMMISSION - SEPTEMBER 19, 2006 3
easement that would be in place pending the approval of the private street, which was to avoid going up
on to the Campbell property. They have already given us the right-of-way in between. Having a private
street approved narrows the alignment of the road. So instead of 9' on either side of the center line of the
road it was 7'. That was another reason why wanted the private street approval. It was both for the
reduction in costs and to be able to fit it in the alignment and not be as much up on the Campbell's
property .
Mr. Edgerton asked if they would have to go back and get another easement from the Campbell's to go
for the public road.
Mr. Green replied yes, but that he would like to avoid that.
Mr. Cannon asked if he had made an estimate on the costs.
Mr. Green said that he had not done a personal cost analysis. But, he was assuming that they would
have to possibly acquire land from the eastern side of the proposed road and maybe give a division right
to whoever is going to give the extra bit of land to make a public road.
Mr. Cannon noted that it would not just be a matter of moving more earth, but they would have to acquire
additional property in order to make this work.
Mr. Green replied that is correct.
Mr. Strucko said that his concern was expressed earlier by Mr. Morris in that this project would involve
significant amounts of earth work. But, the staff report says that in this case the environmental impacts
and the volume of earth work will not be significantly different between a public road and a private road.
He would also vote against this request because of the fact that he would like to keep the public road
standards available for a variety of reasons especially in this area. This area right next to the Greenwood
Motel is within striking distance of what is potentially going to be a lot of commercial activity with a new
supermarket not too far down the road, the Blue Ridge Homeowner's Supply and the commercial activity
across the street. Therefore, he did not see the environmental impacts really entering into this particular
area that significant as opposed to other environmentally sensitive areas around the County. So he would
like to maintain the public road standards in this instance.
Mr. Craddock said that the floating right bothers him. He asked since there is one development right that
is sitting out there if he had to go back and do the public entrance can he assign that right to some
adjacent land or does it have to stay with this land.
Mr. Fritz replied that the development right has to stay on parcel 112. It is not a floating development
right because right now it is currently unassigned. Before staff would sign the final plat the applicant
would have to assign it to parcel 3 or 4.
Mr. Edgerton asked if the applicant could assign the development right to parcel 3 or 4 and then do a
boundary line adjustment later to create a parcel.
Mr. Fritz replied no, because the kernel rule requires the applicant to get 2 acres and a building site from
parcel 112 in order to use the development right. They can then add land to it, but you have to get at
least 2 acres and a building site from the parcel that has the development right. They would not be
moving the development rights from parcel 112. The lot has to be developed on the parent parcel, but
they can add additional land to it after that. There is a boundary line adjustment as described on the
property to the west.
Mr. Craddock agreed with Mr. Edgerton noting that he would vote against it also.
Mr. Zobrist asked if this was beyond the turn lane. He thought that the turn lane was back at the crest of
the hill.
Mr. Fritz pointed out that the third lane is at this location.
ALBEMARLE COUNTY PLANNING COMMISSION - SEPTEMBER 19,2006
4
.
.
.
Mr. Zobrist said that his concern was due to the steep grade and the safety of the people trying to get in
there if they increased the use of the driveway. On Route 250 there are a lot of problems with people
slowing down to turn in. He was concerned with the steepness of the grade and the safety factors of
trying to access it off of Route 250. He was also concerned about a pretty long standing policy of the
County not approving a private road unless they meet the public standard.
Ms. Joseph expressed concern because the plat was created in 2005 and it creates a 40' right-of-way.
She felt at that point in time there was an opportunity to add some more right-of-way in that area. They
are looking at a 28.89' setback, but there could have been a little more wiggle room if the intent was to
put in a road back there so that they would have enough room for a public road. That was only last year
when that happened. She was also concerned that nobody talked with VDOT whether or not a public
road could get in there. They could have had some sort of email or something from VDOT that would
have helped to make this decision. But, again she was not in favor of private road for a number of
reasons. A lot of it has to do with getting people back and forth with the rescue squad. If the roads are
not maintained properly in the winter time because they were being privately maintained she did flot want
to put anyone in jeopardy.
Motion: Mr. Strucko moved, Mr. Edgerton seconded, to deny SUB-2006-224, Rolling Meadows _
Request to allow a private street to serve 4 lots.
The motion passed by a vote of 6:1. (Commissioner Morris voted nay.)
Ms. Joseph stated that SUB-2006-224, Rolling Meadows - Request for Private Street to serve 4 lots was
denied.
Mr. Kamptner noted that the action could be appealed to the Board of Supervisors within ten days.
ALBEMARLE COUNTY PLANNING COMMISSION - SEPTEMBER 19, 2006
5
J39
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COUNTY OF ALBEMARLE
Department of Community Development
401 McIntire Road, Room 227
Charlottesville, Virginia 22902-4596
Phone (434) 296-5832
Fax (434) 972-4012
December 21, 2006
Clark Gathright
Daggett & Grigg Architects
100 10th Street, Ne, Suite 200
Charlottesville, VA 22902
RE: SDP 2006-071 Gillespie - Preliminary - Critical Slopes waiver/ Curb and Gutter request
Tax Map 61K, Parcels 10-0A and 10-OA2
. Dear Mr. Gathright:
The Planning Commission at its meeting on December 12,2006, denied the development proposal referenced
above for the following reasons:
· This request is not consistent with the criteria of Section 4.2.5a for granting a modification,
· Additionally, the waiver does not conform to sound engineering practices.
This decision may be appealed to the Board of Supervisors by filing a written request with the Director of
Planning along with a fee of $240'within ten calendar days of the decision. (Zoning Ordinance Section
32.4.2.7 - Prelim)
Please contact me at your earliest convenience if you have any questions or require additional information.
erald Gatobu
Senior Planner
Zoning and Current Development Division
cc:
Gillispie, Brian B or Jennifer M
1395 Lost Valley Rd, Earlysville VA 22936
.
Ella Carey
Amelia McCulley
Jack Kelsey
Steve Allshouse
.
.
.
COUNTY OF ALBEMARLE
PLANNING STAFF REPORT SUMMARY
Project Name: SDP 2006 - 0071 Gillispie Staff: Gerald Gatobu, Senior Planner; Allan
Preliminary Site Plan Schuck, Civil Engineer II
Public Hearing: December 12, 2006 Board of Supervisors Public Hearing: Not
applicable
Owners: Gillispie, Brian B. and Jennifer M Applicant: Clark Gathright
Acreage: 1.71 Acres Rezone from: NA
Special Use Permit for: NA
TMP: 061 KO-l O-OO-OOOAO and 061 KO-1 0- By-right use: R4 Residential
00-000A2
Location: At the end of Inglewood Drive,
near its intersection with Hydraulic Road
(Route 631)
Magisterial District: Jack Jouett Proffers/Conditions: No
Proposal: Request for Preliminary Site Plan Requested # of Dwelling Units: Seven (7)
approval to allow the construction of two (2)
residential condominium units totaling 16,023
square feet and 7 total dwelling units on 1.71
acres; will require a waiver of Section
32.7.2.7 of the Zoning Ordinance, which
requires use of curb and gutter, and Section
4.2.3.2 ofthe Zoning Ordinance, which,
restricts earth-disturbing activity on critical
slopes.
DA (Development Area): Y6S Comprehensive Plan Designation:
RA (Rural Area): No Neighborhood Density in Urban Area 7
Character of Property: The property is Use of Surrounding Properties: Single
mostly wooded with trees and areas of critical Family Residential dwellings
slopes. There is a house/dwelling on the
property.
Factors Favorable: Factors Unfavorable:
(See report) (multiple - see report)
RECOMMENDATION: Denial
ST AFF PERSON:
Gerald Gatobu, Senior Planner; Allan Schuck, Civil
Engineer II
December 12, 2006
PLANNING COMMISSION:
AGENDA TITLE:
SDP 2006 - 071: Gillispie Preliminary Site Plan
APPLICANT:
PROPERTY OWNER(S):
Clark Gathright
Gillispie, Brian B. and Jennifer M.
APPLICANT'S PROPOSAL:
Request for Preliminary Site Plan to allow the construction of two (2) residential condominium
units totaling 16,023 square feet, and 7 total dwelling units on 1.71 acres, zoned R4
(Residential). The property is described as Tax Map 61K, Parcels lO-OA and 10-0A2, and is
located in the Jack Jouett Magisterial District at the end of Inglewood Drive, near its intersection
with Hydraulic Road (Route 631). Preliminary site plan approval will require two waivers; a
curb and gutter waiver, and a critical slopes waiver. The applicant has requested a waiver of
Section 32.7.2.7 of the Zoning Ordinance, which requires the use of curb and gutter within sites
in the development areas requiring 8 or more parking spaces, and a waiver of section 4.2.3.2
which restricts earth-disturbing activity on critical slopes.
COMPREHENSIVE PLAN:
The Comprehensive Plan designates this property as Neighborhood Density in Urban Area 7.
PLANNING AND ZONING HISTORY:
SUB 1998020 - Peter Williams Family Division - Signed October 20th, 1997.
VIO-2006067 - There was a violation on the property for operating a business out of the existing
house/dwelling that has since been abated by Albemarle County Zoning Inspector II, Lisa Green.
REASON FOR PLANNING COMMISSION REVIEW:
"
A) Curb and gutter in parking areas and along travelways are required per County Code
section 32.7.2.7, and section 4.12.15g. The applicant has requested a waiver from the
construction of curb and gutter for a portion of the northern travel way section in
accordance with County Code Section 32.3.10.
B) The applicant has also requested a waiver of section 4.2.3.2 of the Zoning Ordinance
which restricts earth-disturbing activity on critical slopes, in accordance with section
4.2.5.b of the Zoning Ordinance which allows the Planning Commission to waive this
restriction.
A) REVIEW OF MODIFICATION OF SECTION 32.7.2.7 (Curb and Gutter)
The applicant has requested the curb and gutter design not be used for approximately the last
seventy (70) feet ofthe northern portion ofthe travel way (Attachment D). The applicant has
stated that the purpose for leaving the northern side of the travel way without curb and gutter is
to accommodate concerns from a neighbor. The neighbor's concern is the retention of a
parking area at the entrance to this site. This is an unsafe location, and with the
1-
.
intensification of use, the parking area should be removed. The neighbor has a driveway for on-
site parking as well as traditional on-street parking. The County Engineer can only waive this
curb and gutter requirement if deemed necessary to accommodate stormwater management
/BMP facility design, or existing uses located in the Rural Areas (RA) zoning district. Neither
condition is applicable for this preliminary site plan. Engineering cannot administratively waive
this requirement. The site runoff in this area can be handled more effectively by using curbing as
opposed to using the existing ditch section proposed by the applicant. Engineering recommends
the use of curb and gutter for the entire length of the travel way for this site plan. The
construction of the curb and gutter could end at the existing asphalt driveway located just east of
the existing fire hydrant and water meter.
.
Analvsis of Sec. 32.3.10 of the Zonin2 Ordinance:
Section 32.7.2.7 requires that "on-site parking and circulation shall be designed and constructed
in accordance with Section 4.12". Section 4.12.15(g) requires the provision of curb and gutter:
g. Curb and gutter in parking areas and along travelways. Curbs shall be established at the
edges of parking areas or access aisles in the following circumstances: (1) in all
commercial or institutional developments requiring eight (8) or more parking spaces; (2)
in all multifamily dwelling and townhouse developments requiring eight (8) or more
parking spaces; (3)where necessary to control or direct storm water runoff; (4) where a
sidewalk is located closer than four (4) feet from the edge of an access aisle; and (5) where
necessary to contain vehicular traffic to protect pedestrians and/or property. Gutters shall
be required where necessary to control or direct storm water runoff. The county engineer
may waive or modify this requirement if deemed necessary to accommodate stormwater
management/BMP facility design or existing uses located in the Rural Areas (RA) zoning
district
As specified in Section 32.3.10 (each subsection is discussed immediately following the text
from the Ordinance):
Any requirement of section 32.7 may be ';'odified, waived, or substituted, in an individual case,
as provided herein:
a. The commission may modify, waive, or accept substitution for any requirement of
section 32. 7 in a particular case upon a finding that requiring such improvement would
not forward the purposes of this chapter or otherwise serve the public health, safety or
welfare; or in the case of substitution, that such alternative would satisfy the purpose of
this chapter to at least an equivalent degree as the required improvement
There is no proposed alternative. The retention of a parking area at the entrance to this site does
not serve the safety and welfare ofthe neighbor, and as per engineering review, the parking will
be a safety hazard.
.
b. Whenever, because of unusual size, topography, shape of the property, location of the
property or other unusual conditions, excluding the proprietary interests of the developer,
strict application of the requirements of section 32. 7 would result in significant
degradation of the site or adjacent properties, the requirement may be modified or waived
by the commission; provided that such modification or waiver shall not be detrimental to
the public health, safety or welfare, to the orderly development of the area, to sound
engineering practices, or to adjacent properties
3
The site is not unusual in terms of size, topography, shape, or location. It has not been
determined that the curb and gutter requirement in this case would result in significant
degradation of the site. If the requirement is waived, the decision will go against sound
engineering practices, and the parking at the entrance to the site will be detrimental to public
safety. Requiring curb and gutter also helps enhance development area neighborhood model
district principles.
RECOMMENDATION:
Staff finds that this request is generally inconsistent with the necessary findings of the Zoning
Ordinance for granting the waiver. Staff recommends denial.
B) REVIEW OF MODIFICATION OF SECTION 4.2.3.2 TO ALLOW ACTIVITY ON
CRITICAL SLOPES.
The proposed development includes activity on critical slopes. Staffhas reviewed this request as
required by Sections 4.2 and 4.2.5 of the ordinance. This review is divided into two parts, a
review for impact on aesthetic resources and a review of the engineering impacts.
Before this proposal may be approved, a modification to allow critical slopes disturbance is
necessary. The request for a modification has been reviewed for both Engineering and Planning
aspects.
Review of the request by Current Development Planning Staff.
This review is focused on the criteria in Section 4.2 and the potential loss of aesthetic resources.
The critical slopes on this site are shown on the "inventory map" but not on the composite map
for urban area six and seven. The critical :slopes on the site are not part of a system, and based on
the exclusion of these slopes in the composite map, staff does not view the disturbance of these
slopes as a potential loss of critical resources.
Review of the request by Current Development Engineering Staff.
The critical slope area, within TMP 61K-1O-A2 and 61K-I0-A, appears to be natural slopes. The
critical slope disturbances are in the form of; accessways, stormwater facilities, and structures.
Areas Acres
Total site in Project 1.79
Critical slopes Approx. Approx. 36.3% of
0.65 development
Critical slopes disturbed 0.41 63% of critical slopes
4
.
Below, each of the concerns of Zoning Ordinance section 18-4.2 is addressed:
.
1. "Movement of soil and rock": Required drainage items are located within five (5)
feet ofthe adjacent properties. Adequate perimeter erosion and sediment control
measures to protect the neighboring properties will be needed.
2. "Excessive stormwater run-off": The site development creates several potential
drainage problems. The conceptual SWM facility creates a concentrated flow from a
30" pipe that flows directly into the adjacent property, TMP 61K-05-D-04. Staffhas
requested a letter of intent for the easement that is necessary on the downstream
property. The applicant has not acquired a "letter of intent" from this adjacent
property owner. This new development will increase the volume of water
discharging onto the property. The applicant has not provided measures for adequate
channels at this location. Also, the build-out of the site as proposed will create
additional problems at the entrance location onto Inglewood Drive.
3. "Siltation of natural and man-made bodies ofwater": There are no existing streams
located on the property. There is an existing swale that traverses the property, and the
offsite drainage in this swale is being intercepted by a headwall and pipe system. As
shown, it is not possible to provide adequate perimeter erosion and sediment control
measures without encroachment onto neighboring properties.
4. "Loss of aesthetic resource ": This site is visible from adjoining property owners in
this community. The site has existing wooded areas throughout the property. It
appears that the loss of aesthetic resources will be necessary with the proposed plan.
5. "Septic effluent": Septic systems or drainfields are not proposed in this project.
This site is accessible to the public sanitary sewer system.
This site does not drain into a waterway that is a public drinking water supply for Albemarle
County. No portion of this site plan is located inside the 100-year flood plain area according to
FEMA Maps, dated 04 February 2005.
Based on the above review, if the critical slope waiver is recommended for approval, the
applicant cannot provide adequate perimeter erosion and sediment control measures for the
adjacent properties. The new development will increase the water volume and will potentially
create drainage concerns for the adjacent property owners. Staffhas requested a letter of intent
for the easement that is necessary on the downstream property. The applicant has not acquired a
"letter of intent" from the adjacent property owner.
There are engineering concerns that prohibit the disturbance of critical slopes as shown on the
plans. Engineering does not recommend approval ofthis critical slope waiver request.
Section 4.2.5(b):
Section 4.2.5 establishes the review process and criteria for granting a modification of Section
4.2.3.2. The preceding comments by staff address the provisions of Section 4.2.5a. Staff has
included the provisions of Section 4.2.5b (in italics) here, along with staff comment on the
. . .
vanous proVISIOns.
.
'5
b. The commission may modify or waive any requirement of section 4.2 in a particular case upon
finding that: (Amended 11-15-89)
1. Strict application of the requirements of section 4.2 would noi forward the purposes of
this chapter or otherwise serve the public health, safety or welfare, or that alternatives
proposed by the developer would satisfY the purposes of section 4.2 to at least an
equivalent degree; or (Added 11-15-89)
There are no proposed alternatives presented by the developer that would satisfy the
purpose of section 4.2 to at least an equivalent degree.
2. Due to its unusual size, topography, shape of the property, location of the property or
other unusual conditions, excluding the proprietary interest of the developer, the
requirements of section 4.2 would effectively prohibit or unreasonably restrict the use of
the property or would result in significant degradation of the site or adjacent properties.
Such modification or waiver shall not be detrimental to the public health, safety or
welfare, to the orderly development of the area, or to adjacent properties, or be contrary
to sound engineering practices; or (Added 11-15-89)
As per engineering review, the new development will increase the water volume and will
potentially create drainage concerns for the adjacent property owners. Engineering has
also noted that the applicant cannot provide adequate perimeter erosion and sediment
control measures for the adjacent properties. Therefore, granting the critical slopes
waiver could result in significant degradation ofthe site or adjacent properties. Strict
application of section 4.2 would not effectively prohibit or unreasonably restrict the use
of the property.
3. Granting such modification or waiver would serve a public purpose of greater import
than would be served by strict application of section 4.2. (Added 11-15-89)
There are no immediately identifiable reasons that would be considered of greater import.
..
RECOMMENDATION:
Staff finds that this request is not consistent with the criteria of Section 4.2.5a for granting a
modification. Additionally, the waiver does not conform to sound engineering practices.
Therefore, staff is not able to recommend approval to the Planning Commission for the
modification of Section 4.2.3.2.
(p
.
.
.
ATTACHMENTS:
A. Vicinity Map
B. Site Plan
C. Applicant's Request Letter
D. Photo Exhibits
I
.
Attachment A
.
SDP-2006 - 71
Gillispie
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DAGGETT
& GRIGG
ARCHITECTS PC
William B. Daggett, Jr.
AlA, NeARS
James P. Grigg
AlA
B. Clark Gathright, P.E.
July 10, 2006
Wayne Cilimberg
Director of Planning & Community Development
Department of Planning & Community Development
County of Albemarle
40 I McIntire Road
Charlottesville, V A 22902
Re: Gillispie Preliminary Site Plan
Request for Waiver - Grading in Critical slopes
Dear Mr. Cilimberg:
We are requesting a waiver to allow slopes exceeding 25% in grade to be
within the legal building site per Chapter 18, Section 4.2.2 of the Zoning
Ordinance. As evident from the site plan, there are several non-
contiguous areas' with critical slopes on the property. The total area of
critical slopes is approximately 0.65 acres. A portion ofthe critical slopes
include the. existing paved driveway. The extent of grading within the
critical slope area will be limited to approximately 0041 acres throughout
the site.
We believe the concerns of critical slopes are adequately addressed with
this site plan in the following manner:
. The project area is not within a drinking water supply watershed
or in a flood plain.
. There are no septic draintields in the vicinity of the critical slopes.
. Soil erosion will be minimal since the impacted area is at the top
of the slope and will not be exposed to concentrated runoff. New
landscaping will provide additional protection of the existing steep
slopes.
· Large-scale movement of slopes is not likely given the limited size
and natural vegetative cover of impacted critical slopes.
100 10th Street NE, Suite 200. Charlottesville, VA 22902. Voice - (434) 971-8848' FAX- (434) 296-3040
Attachment C
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DAGGETT
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ARCHITECTS PC
William B. Daggett, Jr.
AlA, NCARS
James P. Grigg
AlA
B. Clark Gathright, P.E.
November 13,2006
Mr. David E. Pennock
Department of Community Development
County of Albemarle
40 I McIntire Road
Charlottesville, VA 212902
RE: SDP-2006-00071 TMP 6IK-IO-OA and TMP 61K-1O-0A2
Inglewood Condominiums Preliminary Site Plan
Dear Mr. Pennock:
In its review of the above captioned site development plan the Albemarle County Engineering
Department has required that a portion of curb and gutter, pmposely omitted from the access road,
be added to the plan. The Engineering Department has cited Section 4.12.15(g), which requires
such curb and gutter.
The reason we have omitted the curb and gutter along the north edge of the access road, adjacent to
property owned by Mrs. Frances B. Koehn was to meet her request that a small parking area that she
is accustomed to using be left "as is". Her request was made during the preliminary site plan
conference for this project via her neighbor across the Inglewood Drive right of way who attended
the meeting on both his and her behalf
It is our understanding that this requirement can be administratively waived with support of the
Engineering Department. We have asked Mr. Glen Brooks and Mr. Allan Schuck of the
Engineering Department if they would be in a position to support the omission of the curb and gutter
as shown on our preliminaty site plan if we provide a letter from Ms. Koehn but have not as of this
writing received their response.
.. ...J
As a resWl, on behalf of the owneJS of the subject properly. Brian & Jennifer Gillispie. we hereby
request a waWerofSection 4.12.15(g) ftom the Planning Commission..
In defense of this request, omitting the curb and gutter will not adversely affect storm drainage as the
slope of the adjacent property causes storm water to flow from a naturally vegetated area on Ms.
Koehn's property onto the existing pavement, then across to the proposed curb and gutter on the
opposite (downhill) side, then into the existing storm sewer system via improvements proposed with
this site plan. Installing a continuous curb will cause some of the storm water to flow behind the
curb across Ms. Koehn's driveway and ultimately back onto Inglewood Drive. Mr. Brooks of the
Engineering Department has commented that this event will require additional measures to direct the
storm water into the existing system.
Should you have any questions, please feel free to contact me.
Sincerely,
B. Clark Gathright, PE
100 10th Street NE, Suite 200. Charlottesville, VA 22902. Voice - (434) 971-8848 . FAX - (434) 296-3040
11
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FEBRUARY 7, 2007
CLOSED SESSION MOTION
I MOVE THAT THE BOARD GO INTO CLOSED SESSION
PURSUANT TO SECTION 2.2-3711(A) OF THE CODE OF VIRGINIA
. UNDER SUBSECTION (1) TO CONSIDER
APPOINTMENTS TO BOARDS, COMMllTEES, AND
COMMISSIONS;
. UNDER SUBSECTION (7) TO CONSULT WITH LEGAL
COUNSEL AND STAFF REGARDING MATTERS OF
PENDING UTIGATION RELATING TO A LAW
ENFORCEMENT INCIDENT; AND
. UNDER SUBSECflON (7) TO CONSULT WITH LEGAL
COUNSEL AND STAFF REGARDING SPECIFIC
MATTERS REQUIRING LEGAL ADVICE RELATING TO
AN INTERJURISDIC110NAL SERVICE AGREEMENT.
COUNTY OF ALBEMARLE
APPROPRIATION
APP#
DATE
BATCH#
2007050
EXPLANATION:
Education Donations
SUB LEDGER GENERAL LEDGER
TYPE FUND DEPT OBJECT DESCRIPTION CODE AMOUNT DEBIT CREDIT
2 2000 18100 181109 Donation J 2 2,325.24
1 2201 61101 132100 PT -Teacher J 1 2,147.36
1 2201 61101 210000 FICA J 1 177.88
2000 0501 Est. Revenue 2,325.24
0701 Appropriation 2,325.24
TOTAL 4,650.48 2,325.24 2,325.24
PREPARED BY:
BD, OF SUPV APPROVAL:
ACCT. APPROVAL:
ENTERED BY:
Melvin Breeden
Ella W. Carey
DATE:
DATE:
DATE:
DATE:
9/20/2006
2/7/2007
COUNTY OF ALBEMARLE
APPROPRIATION
APP#
DATE
BATCH#
2007052
Eastern Connector Study
EXPLANATION:
SUB LEDGER GENERAL LEDGER
TYPE FUND DEPT OBJECT DESCRIPTION CODE AMOUNT DEBIT CREDIT
2 9010 19000 190315 Citv Share - Eastern Connec J 2 245,343.50
1 9010 41020 950136 Transportation Plannina J 1 1245,34350'
1 9010 41020 950204 Eastern Connector Studv J 1 490,687.00
9010 0501 Est. Revenue 245,343.50
0701 Appropriation 245,343.50
TOTAL 490,687.00 245,343.50 245,343.50
PREPARED BY:
SD, OF SUPV APPROVAL:
ACCT. APPROVAL:
ENTERED BY:
Melvin Breeden
Ella W. Carey
DATE:
DATE:
DATE:
DATE:
1/8/2007
2/7/2007
COUNTY OF ALBEMARLE
APPROPRIATION
APP#
DATE
BATCH#
2007053
Transfer of Appropriation from Bright Stars to General Fund
EXPLANATION:
SUB LEDGER GENERAL LEDGER
TYPE FUND DEPT OBJECT DESCRIPTION CODE AMOUNT DEBIT CREDIT
1 1553 61122 110000 Salaries J 1 (2716600
1 1553 61122 210000 FICA J 1 (2078.00
1 1553 61122 221000 VRS J 1 (3,52100
1 1553 61122 231000 Health J 1 (2,46100
1 1553 61122 232000 Dental J 1 (8600
1 1553 61122 241000 Life I nsu rance J 1 (307 00
1 1553 61122 270000 Worker's Comoensation J 1 (11400
2 1553 51000 512004 Transfer from G/F J 2 (35 733 00
1 1000 53150 11 0000 Salaries J 1 27,166.00
1 1000 53150 210000 FICA J 1 2,078.00
1 1000 53150 221000 VRS J 1 3,521.00
1 1000 53150 231000 Health Insurance J 1 2,461.00
1 1000 53150 232000 Dental Insurance J 1 86,00
1 1000 53150 241000 Life Insurance J 1 307.00
1 1000 53150 270000 Worker's Comoensation J 1 114.00
1 1000 53013 930208 Transfer to Briaht Stars J 1 (35 733 00
1553 0701 Est. Revenue 35,733.00
0501 Aooropriation 35,733.00
TOTAL (71,466.00) 35,733.00 35,733.00
PREPARED BY:
BD, OF SUPV APPROVAL:
ACCT. APPROVAL:
ENTERED BY:
Melvin Breeden
Ella W. Carey
DATE:
DATE:
DATE:
DATE:
9/20/2006
2/7/2007
COUNTY OF ALBEMARLE
APPROPRIATION
APP # APP2007054
DATE 2/7/2007
BATCH#
Formally appropriate funding for Mountainside Senior Living
EXPLANATION:
SUB LEDGER GENERAL LEDGER
TYPE FUND DEPT OBJECT DESCRIPTION CODE AMOUNT DEBIT CREDIT
1 1000 59000 563210 JABA-Mountainside J 1 50,450.00
1 1000 95000 999990 Board Continaencv J 1 (50,450 00)
TOTAL 0.00 0.00 0.00
PREPARED BY:
BD. OF SUPV APPROVAL:
ACCT. APPROVAL:
ENTERED BY:
Melvin Breeden
Ella W. Carey
DATE:
DATE:
DATE:
DATE:
1/22/2007
2/7/2007
COUNTY OF ALBEMARLE
APPROPRIATION
APP#
DATE
BATCH#
2007055
EXPLANATION:
Consultant Services for ECC
SUB LEDGER GENERAL LEDGER
TYPE FUND DEPT OBJECT DESCRIPTION CODE AMOUNT DEBIT CREDIT
1 4100 31041 312700 Prof. Services-Consultant J 1 23,050.00
2 4100 51000 510100 Appropriation - FIB J 2 23,050.00
4100 0501 Est. Revenue 23,050.00
0701 Appropriation 23,050.00
TOTAL 46,100.00 23,050.00 23,050.00
PREPARED BY:
BD. OF SUPV APPROVAL:
ACCT. APPROVAL:
ENTERED BY:
Melvin Breeden
Ella W. Carey
DATE:
DATE:
DATE:
DATE:
1/22/2007
2/7/2007
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Proposed FY 2007 Budget Amendment
AGENDA DATE:
February 7, 2007
SU BJ ECT/PROPOSALlREQUEST:
Public Hearing on the Proposed FY 2007 Budget
Amendment in the amount of $570,718.74 and
request approval of amendment and of
Appropriations #2007050, #2007052, #2007053,
#2007054, and #2007055 to provide funding for
various local government, school, capital, and
Emergency Communication Center programs.
ACTION: X INFORMATION:
CONSENT AGENDA:
ACTION: INFORMATION:
ATTACHMENTS: Yes
STAFF CONTACTCS):
Messrs. Tucker, Davis, Breeden, Wiggans; Ms.
White
--------
REVIEWED BY: ~
I
LEGAL REVIEW: Yes
BACKGROUND:
The Code of Virginia 915.2-2507 stipulates that any locality may amend its budget to adjust the aggregate amount to be
appropriated during the current fiscal year as shown in the currently adopted budget. However, any such amendment which
exceeds one percent of the total expenditures shown in the currently adopted budget or the sum of $500,000, whichever is
lesser, 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 Fund, E-911, School Self-Sustaining, etc.
STRATEGIC PLAN:
Goal 5: Develop a comprehensive funding strategy/plan to address the County's growing needs.
DISCUSSION:
The proposed increase of this FY 2007 Budget Amendment totals $570,718.74. The estimated expenses and revenues
included in the proposed amendment are shown below:
ESTIMATED EXPENDITURES
Special Revenue Funds (Proffers)
School Fund
Capital Fund
Emergency Communications Center
TOTAL ESTIMATED EXPENDITURES - All Funds
$ 300,000.00
$ 2,325.24
$ 245,343.50
$ 23.050.00
$ 570,718.74
$ 547,668.74
$ 23.050.00
$ 570,718.74
ESTIMATED REVENUES
Local Revenues (Fees, Contributions, Donations)
ECC Fund Balance
TOTAL ESTIMATED REVENUES - All Funds
AGENDA TITLE:
Proposed FY 2007 Budget Amendment
February 7,2007
Page 2
The budget amendment is comprised of six (6) separate appropriations, one (1) of which has already been approved by the
Board as indicated below:
Approved January 10, 2007
. One (1) appropriation (#2007051) totaling $300,000.00 for the refund of the North Pointe Albemarle Housing
proffer to the Charlottesville Area Community Foundation after the cash proffer was paid by a different funding
source.
The five (5) new appropriations are as follows:
. One (1) appropriation (#2007050) provides $2,325.24 in funds for various Education programs;
. One (1) appropriation (#2007052) provides $245,343.50 in funding for the County's share of the Eastern
Connector Study and recognizes $245,353.50 in revenue from the City for their share of the project;
. One (1) appropriation (#2007053) transferring appropriated funds from the Bright Stars program to the General
Fund;
. One (1) appropriation (#2007054) formally appropriating $50,450.00 to JABA for Mountainside Senior Living; and
. One (1) appropriation (#2007055) totaling $23,050.00 for consultant fees for the Emergency Communications
Center.
A detailed description of these requests is provided on Attachment A.
RECOMMENDATIONS:
Staff recommends approval of the FY 2007 Budget Amendment in the amount of $570,718.74 after the public hearing, and
then approval of Appropriations #2007050, #2007052, #2007053, #2007054, and #2007055 to provide funds for various
local government, school, capital, and ECC projects and programs as described in Attachment A.
ATTACHMENTS:
A - Proposed Appropriations
07.006
Attachment A
Appropriation #2007050
$2,325.24
Revenue Source:
Donations
$ 2,325.24
At its meeting on December 14, 2006, the School Board approved the following appropriation requests:
Broadus Wood Elementary School received a donation in the amount of $2,325.24 from the Broadus Wood
PTO. This donation was made to facilitate a part-time Spanish teacher for Kindergarten and 151 grades at
Broadus Wood Elementary.
Appropriation #2007052
$245,343.50
Revenue Source:
City of Charlottesville
$ 245,343.50
At its meeting on October 5, 2005, the Board of Supervisors authorized staff to proceed with procuring a study
for an Eastern Connector using a 50-50 cost sharing agreement with the City and that it expend no more Ulan
$250,000.00 from the CIP for the County's share of the study. Staff has successfully procured this service at a
contract cost of $490,687.00. The County's share of the project will be funded with a $245,343.50 transfer from
existing transportation improvement funds appropriated in the Capital Improvements Program. Since the
County will be issuing the contract for the full contract cost, this appropriation will also recognize as revenue into
the CIP, the City's $245,343.50 share of this project.
Appropriation #2007053
---1..Q
During the FY06/07 budget process, an additional Bright Stars Coordinator position was approved as a strategic
initiative for the Department of Social Services. The funds for this position were budgeted 100% to the Bright
Stars Fund however costs for the Bright Stars Program coordinator positions are shared on a 60/40 basis with
Family Support. This appropriation will allocate 60% of the new coordinator position costs from the Bright Stars
Fund to Family Support. No additional funding is required.
Appropriation #2007054
---1..Q
Revenue Source:
Board Contingency
$ 50,450.00
During the FY06/07 budget development process, the Jefferson Area Board on Aging (JABA) requested $50,450.00
from the County to support operations at Mountainside Senior Living. This funding was approved contingent on
receipt of a business plan. JABA subsequently provided the County with a business plan that includes sustained
County funding for Mountainside. This appropriation uses $50,450.00 of the Board's contingency to provide funding
to Mountainside. Further details, including the history of funding for Mountainside, are included in a separate
executive summary on the consent agenda.
Appropriation #2007055
$23,050.00
Revenue Source:
ECC Fund Balance
$ 23,050.00
At its January 16, 2007 meeting the ECC Management Board approved the transfer of funds in the amount of
$23,050.00 from the ECC Fund Balance Account to fund consultant studies for the Emergency Communications
Center.
Since its opening in 2001, ECC has experienced periodic problems with its UPS Battery System with numerous
batteries being replaced over the past years. The electrical engineering firm of Simmons, RockeCharlie &
Prince, who are quite experienced in data center backup power requirements and battery design, are being
recommended to conduct this study for ECC at a cost of $9,150.00
RCC Consultants will review and recommend alternatives to ECC's present paging systems for Fire and
Rescue. These paging systems have been in existence for over 20 years. The fire service uses low band
technology and EMS uses high band technology. We are in the process of combining both agencies together
which will require an updated system that they both can use. This upgrade will also allow integration with the
new 800 MHz Trunking Radio system and allow some redundancy to be built into the system. The cost for this
consulting service will be $13,900.00.
.
.
.
County of Albemarle
MEMORANDUM
TO:
Members of the Board of Supervisors
FROM:
DATE:
RE:
Meagan Hoy, Senior Deputy Clerk. l1'01-{l
February 7, 2007
Vacancies on Boards and Commissions
Attached please find an updated listing of vacancies on boards and commissions
through June 2007 provided for informational purposes only.
The following Boards and Commissions have been advertised and applications were
received as follows:
Natural Heritaae Committee:
Newland, Paul
Public Recreational Facilities Authoritv:
Fennell,Jay
Garrison, Sheila (Previous Applicant)
Gruber, Matthew
Applications attached
The following reappointments require action by the Board:
Industrial Development Authoritv:
Mitchell Neuman, (At-Large Member)
Plannina Commission:
Julia Monteith, (UVA Nonvoting Member)
.
.
.
TO:
FROM:
DATE:
RE:
County of Albemarle
MEMORANDUM
Members of the Board of Supervisors
Meagan Hoy, Senior Deputy Clerk
February 7,2007
Vacancies on Boards and Commissions
Board Members,
The deadline for the Natural Heritage Committee has been
extended until February 28,2007. You will receive all applications
for this Committee on March 7, 2007.
Best,
Meagan R. Hoy
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CHARLOTTESVILLE/ALBEMARLE
COMMISSION ON CHILDREN AND FAMILIES
1600 FIFTH STREET" CHARLOTTESVilLE, VIRGINIA 22902
434/872-4545. FAX 434/872-4573' www.ccfinfo.org
January 17, 2007
Mr. David Bynes
1019 Carrington Place
Charlottesville, VA 22903
Dear David,
Our records indicate that you have been absent from the last five CCF meetings. As
previously mentioned in our letter of November 16, 2006, Commissioners are expected to
attend all regular and special meetings of the Commission. If you are not able to attend,
you are required to notify CCF staff.
To accomplish the goals of the CCF, it is critical for Commissioners to promptly attend
all regular meetings. Therefore, the CCF Bylaws state, "A Commission Member who,
without prior notice, fails to attend three consecutive, regularly scheduled meetings, or
who misses five meetings without notice during a twelve month period, shall be deemed,
after written notice from the Chair, to have resigned from the Commission, and the Chair
shall advise the City Council and Board of Supervisors of such fact."
David, we've enjoyed having you on the Commission but due to your lack of attendance
this year at the CCF meetings, it is with regret that I will have to ask for your resignation
from the Commission.
Sincerely,
.'~ ~ C-(}.
Madison Cummings
Chair
MC/lr
cc: Ms. Ella Carey, Clerk of Albemarle County Board of Supervisors
Meagan Hay
Page 1 of2
From: kiopandjean@gmail.com
Sent: Tuesday, January 23,2007 12:09 PM
To: Ella Carey
Cc: Meagan Hoy
Subject: Board/Commission/Committee Application
Date of this
Application:
Board/Commission/
Committee Applied
for:
Board/Commission/
Committee
Affiliation:
Magisterial District:
Application Information
01/23/2007
Natural Heritage Committee
N/A
White Hall
Applicant Name:
Address:
Home Telephone:
Email Address:
Paul Newland
1900 Fray Road
Advance Mills, VA 22968
(434) 971-4996
kiopandjean@gmail.com
Employer:
Business Address:
Work Telephone:
Occupation/Title:
Date of Employment:
Federal Government
Years Resident in
Albemarle County:
Previous Residence:
Spouse:
Number of Children:
3
Washington, DC Canberra, Australia
Jean
2
Education:
BA, English Literature MS, Public Administration
Memberships:
Interests:
1/23/2007
Thomas Jefferson Memorial Church
Volunteer with PACEM (Homeless aid) Volunteer with IMPACT (Interfaith
social justice)
Page 2 of2
Reason to Serve:
I am concerned about maintaining a healthy biodiversity through the
prudent use of our natural resources and land. I am committed to
responsible development and energy use that will sustain our planet for
future generations. I have over thirty years of professional analytical
experience requiring research and development of positions on complex
issues.
How did you Hear
About Vacancy:
Newspaper
SIGNATURE REQUIRED:
Paul Newland
DATE SIGNED:
1/23/2007
Paul D. Newland, Jr.
1900 FRAY ROAD · ADVANCE MILLS, VA 22968
PHONE 434-971-4996 · E-MAIL KIPAND]EAN@GMAIL.COM
EDUCATION
. Bachelor of Arts (English), University of Maryland
. Master of Science (Government), George Washington University
. Federal Executive Institute, Charlottesville, VA
. Program of Leadership for Extraordinary Performance, Darden
Graduate School of Business, University of Virginia
. Defense Senior Executive Development Program, Harvard
University
. Defense National Leadership Course, Johns Hopkins University
PROFESSIONAL EXPERIENCE
. Special US Liaison Officer Australia/New Zealand, U.S. Embassy,
Canberra, Australia
. Director, Unified Cryptologic Office, Fort Meade, MD
· Chairman, Requirements, Validation and Evaluation
Subcommittee, Washington, DC
. Director, Air Force Cryptologic Office, Washington, DC
. Director for Liaison, Air Intelligence Agency, Fort Meade, MD
. Unit Chief & Part-time Instructor, Strategic European/Middle
Eastern Intelligence Unit, Drug Enforcement Administration
(DEA), Washington, DC
· Chief, Indicators Analysis and Statistical Services Sections, DEA
. Instructor, 66th Military Intelligence Group, West Germany
· Instructor, US Army Intelligence School, Fort Holabird, MD
AWARDS
Recipient of the National Intelligence Distinguished Service Medal.
PERSONAL
Born in Columbus, Ohio. Married to Jean I. Chaffee of Woodbury,
NJ. Two children, Gwyneth and Paul.
FROM :PAPE
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FROM :P~PE
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Jan. 30 2007 02:42PM P2
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SEARCH_I
HOM~ISrrEMAPICONTACT
CAL.I:NOARI FACIa I EMPLOYI
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APPLICATION TO SERVE ON BOARD/COMMISSION/COMMITTEE
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Take a minute to share your thoughts about Albemarle County BOl1rd~ and Commissions
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above
I Public Recreational Facilities Author~---"'_._"~
tMt~ ;.1.~~m
(Please enter name of Orgflnization)
If this Board!
Commission!
Committee has
specific
membership
represent~tion .
for example.
PTO member,
business
community
member. etc,
please list your Please review the applicable Board! Commission! Committee information pagto see if there are any specific
affiliation(Ple88e membership representation or affiliation requirements. If it is required. you will be prompted to anter this
list all that Information.(Unk opens in a new wIndow)
apply)
(Sepaf<lte lines
or paragraphs
wltfl semicolons
";" to improve
readability)
* ~ay-~
Applicant: I'-'
* 1';34 _ b23
Home Phone: ~ JO
First Name IFennell
- ~OO7 ... (AAA-NNN-NNNN)
Last Name
*
Full Home
Addres6:
Emall AddresS:~~y@pepeandc~.com -
.
2040 Milliflgton Stable Lane
Street
, .
Free Union
City JVA- State 122940 Zip Code (NNNNN)
* Magr6terlal District in which your home residence Is located I White Hall
,''ilitf
~iii.ir~ii
10f4
1/30/20072:29 PM
FR0I1 : PAPE
Boards and Commissions Application
*
Employment Status:
Primary Employer:
Phone:
Business Address:
Occupatlonmtle:
Date of Employment:
rC~r~~ntly Employed ---,~~~
Employment InformatIon below Is required if you are cummtty employed or
self-employed.
Ipape~;;d Co;;'pany Inc.
~34 - ~75. .. ~640 (MA-NNN-NNNN)
1421 Sachem Place Street
--. .4ll..u~ll'IUI~IJllll
Suite #1
Charlottesville City ~ State 122901 Zip Code (NNNNN)
[Appraiser Trainee .
r.. , ,;~!m I 'i;~r.j:
Apnl:!:!!im / 2006 :!:~i
FAX NO. :4349756641
*Years Resident In ~ (NN)
Albemarle County:
Previous Residence:
(Separate lines or
paragraphs with
semicolons ";" to Improve
readability)
BA Early ChUdhood Ed.ucation, 1995"
"Tranaylvan,i,a university, I,exington, KY
'*
Education
(Degrees and
Graduation
Dates):
(Separate lines
Or' paregr'aphs
with semicolons
";" to Improve
r&BdBbility)
Jan. 30 2007 02:42PM P3
https://www.albemarle.org/i[s/boards/
Spouse's Name: 1Eri~;;;jI."_._---
Number of
Children:
r (NN)
*
Memberships
in Fraternal,
Business,
Church and/or
Social Groups:
(Separate lines
or paragraphs
wltl} semicolons
";" to improve
readsblllty)
2of4
1/30/20072:29 PM
FROM :PAPE
Board.; and Commissions Application
FAX NO. :4349756641
Jan. 30 2007 02:42PM P4
https://www.albemarle.org/itslboards/
*
Public, Civic
and Charitable
Office and/or
Other Actfvltles
or Interests:
(Separate lines
or paragraphs
with samicolons
";" to improve
readability)
Free Union Country School- "!3Qa.:r.d oJ: T:r.uate.es"
"The Field School of Charlottc:aaville - Board Member"
"ACE Committee - Committee Member"
~_""""""____t"_
* ommunity service and a workingknowledge of open apa.ca aasementS':-----
Reason (s) for
Wishing to
Serve on this
Board/
Commlsslon/
Committee:
(SaparatB fines
or paragraphs
with semicolons
";" to improve
readability)
How did you PRFAMe~e~;' , an'd County Webei te
hear about this
vacancy?
(SoparatElline."1
or paragraphs
with semicolons
"; /' to Improve
fBBdBbility)
Click here to send an emallwlth your supplementary document. Please attach the ffle to the emall BEFORE you submit
this application. If "B1C Application Supplementary Document" does not automatically appear In the subject field,
please enter It manually.
PLEASE RESTRICT ANY ATTACHMENTS TO ONE PAGE
NOTE: If you do not get B confirmation page after pressing the Submit button, pleas4et us know. We apologIze for
your Inconvenience.
Sl;lbrriitl . :R~iset I
nit! inJ()rmati.on provided on this application will he released to the public up 011 request.
Thlu Information will be automatically sent to:
CI~rk. aOrilrd of CourJtv $uD&rvisors
Albemarle County
401 Mcintire Road
30f4
1/30/2007 2:29 PM
Kenneth C. Boyd
Rivanna
COUNTY OF ALBEMARlE
Office of Board of Supervisors
401 Mcintire Road
Charlottesville, Virginia 22902-45%
(434) 2%-5843 FAX (434) 296-5800
David L. Slutzky
Rio
Undsay G. Dorrier, Jr.
Scottsville
Dennis S. Rooker
Jack Jouett
Sally H. Thomas
Samuel Miller
David C. Wyant
White Hall
February 8, 2007
Mr. Jay Fennell
2040 Millington Stable Lane
Free Union VA, 22940
Dear Mr. Fennell:
At the Board of Supervisors meeting held on February 7,2007, you were appointed to the Public
Recreational Facifities Authority, with said term to expire December 13, 2009. I have attached an updated
roster with the names of the other members of the Board.
On behalf of the Board, I would like to take this opportunity to express the Board's appreciation for
your willingness to serve the County in this capacity.
Sincerely,
~~L-.
Kenneth C. Boyd
Chairman
KCB/mrh
Enclosure
cc: Commonwealth Attorney
County Attorney
Wayne Cilimberg
(i)
Printed on recycled paper
Meagan Hay
r'1Ltllftt/fiCl
,...., '-1--1,-./
- ,. 1.!-::::.
,:) 0--1'1..- 0
Page 1 of2
(J ,f".-;
From: sheila@consultintegra.com
Sent: Tuesday, December 26,200612:50 PM
To: Ella Carey
Cc: Meagan Hoy
Subject: Board/Commission/Committee Application
Date of this
Application:
Board/Commission/
Committee Applied
for:
Board/Commission/
Committee
Affiliation:
Magisterial District:
Application Information
12/26/2006
Public Recreational Facilities Authority
NOTE: This Board Name was not on the database
Citizen of Albemarle County
Samuel Miller
Applicant Name:
Address:
Home Telephone:
Email Address:
Sheila Garrison
4763 Dick Woods Road
Charlottesville, VA 22903
(434) 971-1432
shei la@consultintegra.com
Employer:
Business Address:
Work Telephone:
Occu pation /Title:
Date of Employment:
Integra Project Management and Consulting
4763 Dick Woods Road
Charlottesville, VA 22903
(434) 244-3472
President/CEO
02/2004
Years Resident in
Albemarle County:
Previous Residence:
Spouse:
Number of Children:
4
Crosstimber Drive Piano, TX
Carl
1
Education:
BS in Engineering Technology (Civil) Old Dominion University, 1985
Memberships:
Interests:
Reason to Serve:
1/30/2007
Crozet United Methodist Church, Member
Charlottesville Meals on Wheels Board Member
I am interested in being an active member of the community and in
I
Page 2 of2
learning more about our County and recreational opportunities. The
qualifications for serving on the Authority appear to be an excellent fit
with my education, training and experience as a civil engineer. It is also a
good fit for my personal interests in local recreation facilities.
How did you Hear
About Vacancy:
The Daily Progress
SIGNATURE REQUIRED:
Sheila Garrison
DATE SIGNED:
1/30/2007
Kenneth C. Boyd
Rivanna
COUNTY OF ALBEMARLE
Office of Board of Supervisors
401 Mcintire Road
Charlottesville, Virginia 22902-4596
(434) 2%-5843 FAX (434) 296-5800
David L Slutzky
Rio
Sally H. Thomas
Samuel Miller
Undsay G. Dorrier, Jr.
Scottsville
Dennis S. Rooker
Jack Jouett
David C. Wyant
White Hall
February 8, 2007
Ms. Shelia Garrison
4763 Dick Woods Road
Charlottesville, VA 22903
Dear Ms. Garrison:
On behalf of the Albemarle County Board of Supervisors, I want to thank you for your interest in
serving on the Public Recreational Facirdies Authority. The Board did make appointments on February ih
and although you were not selected to serve, the Board thanks you for your interest and hopes you will
consider applying for openings on other County boards and commissions in the future.
Sincerely,
~)~
Kenneth C. Boyd
Chairman
KCB/mrh
*
Printed on recycled paper
Meagan Hoy
Page 1 of2
From: matthewfgruber@gmail.com
Sent: Monday, January 29,2007 11 :00 PM
To: Ella Carey
Cc: Meagan Hoy
Subject: Board/Commission/Committee Application
Date of th is
Application:
Board/Commission/
Committee Applied
for:
Board/Commission/
Committee
Affiliation:
Magisterial District:
Application Information
01/29/2007
Public Recreational Facilities Authority
N/A
Rio
Applicant Name:
Address:
Home Telephone:
Email Address:
Matthew Gruber
575 Eyre Rd
Earlysville, VA 22936
(434) 531-1695
matthewfg ru ber(ij}g mai I.com
Employer:
Business Address:
Work Telephone:
Occupation/Title:
Date of Employment:
European Homes of Albemarle
1142 East High Street
Charlottesville, VA 22903
(434) 296-4755
Project Manager
01/2003
Years Resident in
Albemarle County:
Previous Residence:
Spouse:
Number of Children:
20
Fort Lee, New Jersey
No response to this question
No response to this question
Education:
Memberships:
1/3012007
High School, St. Anne's Belfield School, 1996 B.S. Urban and Regional
Planning, Minor in Construction Management, East Carolina University,
2002
Blue Ridge Homebuilders Association, National Association of
Homebuilders (NAHB), Homebuilders Association of Virginia,through
European Homes
Page 2 of2
Interests:
I am currently assisting in the Development of a parcel of land in the
City. During this process we will be proffering two homes for affordable
housing. I am excited to be a part of making some good quality, more
affordably priced homes available to families in our community.
Reason to Serve:
As a citizen of Albemarle County, I feel that I have a duty to make a
positive impact on both my physical surroundings and the people who
live within them. Recreational greenspace
its use, preservation, and acquisition plays a vital role in determining the
overall character of our community. Albemarle County is blessed with a
vast array of recreational resources from which its citizens can choose,
and it is up to us to be good stewards and protect that which we have
been given. As a member of the Public Recreational Facilities Authority I
feel that I will be able to have the positive impact that can make our
community a better place to live.
How did you Hear
About Vacancy:
I first read about the open position in the Daily Progress.
SIGNATURE REQUIRED:
Matthew Gruber
DATE SIGNED:
1/30/2007
Kenneth C. Boyd
Rivanna
COUNTY OF ALBEMARlE
Office of Board of Supervisors
401 McIntire Road
Charlottesville, Virginia 22902-45%
(434) 2%-5843 FAX (434) 2%-5800
David L. Slutzky
Rio
Sally H. Thomas
Samuel Mil1er
Undsay G. Dorrier, Jr.
Scot1sville
Dennis S. Rooker
Jack Jouett
David C. Wyant
WhiteHall
February 8, 2007
Mr. Matthew Gruber
575 Eyre Road
Earlysville, VA 22936
Dear Mr. Gruber:
On behalf of the Albemarle County Board of Supervisors, I want to thank you for your interest in
serving on the Public Recreational Facilities Authority. The Board did make appointments on February th
and although you were not selected to serve, the Board thanks you for your interest and hopes you will
consider applying for openings on other County boards and commissions in the future.
Sincerely,
~~.
Kenneth C. Boyd
Chairman
KCB/mrh
*
Printed on recycled paper
Kenneth C. Boyd
Rivanna
COUNTY OF ALBEMARLE
Office of Board of Supervisors
401 McIntire Road
Charlottesville, Virginia 22902-45%
(434) 296-5843 FAX (434) 296-5800
David L Slutzky
Rio
Undsay G. Dorrier, Jr.
Scottsville
Sally H. Thomas
Samuel Miller
Dennis S. Rooker
Jack Jouett
David C. Wyant
While Hall
February 8, 2007
Mr. Mitchell Neuman
5066 Springs Cove Court
Crozet, VA 22932
Dear Mr. Neuman:
At the Board of Supervisors meeting held on February 7,2007, you were reappointed to the
Industrial Development Authority, with said term to expire January 19, 2011. I have attached a roster with
the names of the other members of the committee.
All Industrial Development Authority members must be sworn in by the Cieri< of the Circuit Court
prior to serving. Please contact Shelby Marshall at 973-4083 to arrange a time to be sworn in.
On behalf of the Board, I would like to take this opportunity to express the Board's appreciation for
your willingness to serve the County in this capacity.
Sincerely,
[1" ,~
Kenneth C. Boyd
Chairman
KCB/mm
Enclosure
cc: Commonwealth Attorney
County Attorney
Shelby J. Marshell
John C. Lowery
*
Printed on recycled paper
Kenneth C. Boyd
Rivanna
COUNTY OF ALBEMARLE
Office of Board of Supervisors
401 McIntire Road
Charlottesville, Virginia 22902-4596
(434) 296-5843 FAX (434) 296-5800
David L. Slutzky
Rio
Undsay G. Dorrier, Jr.
Scottsville
Sally H. Thomas
Samuel Mille,
Dennis S. Rooker
Jack Jouett
David C. Wyant
WhiteHall
February 8, 2007
Ms. Julia Monteith
Office of the Architect
University of Virginia
PO Box 400304
Charlottesville, VA 22904
Dear Ms. Monteith:
At the Board of Supervisors meeting held on February 7, 2007, you were appointed to the Planning
Commission as the University of Virginia non-voting representative, with said term to expire December 31,
2008. I have attached an updated roster with the names of the other members of the Board.
On behalf of the Board, I would like to take this opportunity to express the Board's appreciation for
your willingness to continue serving the County in this capacity.
Sincerely,
..~&~
Kenneth C. Boyd
Chairman
KCB/mrh
Enclosure
cc: Commonwealth's Attorney
County Attorney
Wayne Cilimberg
*
Printed on recycled paper
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE: AGENDA DATE:
CIP Business Plan Work Session February 7,2007
ACTION: INFORMATION: X
SUBJECT/PROPOSAUREQUEST:
Agenda and Materials for the CIP Business Plan CONSENT AGENDA:
Work Session ACTION: INFORMATION:
STAFF CONT ACTCS): ATTACHMENTS: Yes
Messrs. Tucker, Foley, Breeden
REVIEWED BY:
LEGAL REVIEW: No
DISCUSSION:
The CIP Business Plan Work Session is designed as a follow up to the Board's September 15th and December 15t "Fund
the Future" strategic planning meetings. Although the budget has not been finalized, the attached materials provide the
Board the opportunity to see the capital projects under consideration in the FY 2007/08 - FY 2011/12 Capital
Improvements Program and FY 2012/13 - 2016/17 Capital Needs Assessment. The work session will give the Board the
opportunity to review the funding strategy guidelines used in the development of the capital budget and the opportunity to
provide direction to staff regarding the use of a bond referendum as a part of the County's financing strategy.
The agenda for the CIP Business Plan Work Session is as follows:
· Review of FY 2007/08 - FY 2011/12 Capital Improvements Program Projects
· Review of Preliminary FY 2007/08 - FY 2011/12 Funding Plan
· Board Direction Regarding 2008 Bond Referendum
ATTACHMENTS
o FY 2007/08 - FY 2011/12 Revised Capital Improvements Program and FY 2012/13 - 2016/17 Revised
Capital Needs Assessment
o FY 2007/08 - FY 2011/12 Albemarle County Schools Capital Improvement Program and FY 2012/13-.
2016/17 Needs Assessment
Me.~tj'ng, P-~U.fPQ~.~
ti.lJi,lff!9jJ;) IJlilJ1' GlJeL ~(, lilmet: tlw. GOPJ1.tJ}'s. !iut/lfIMYpJ'ifjs.
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tl~ us.etl i[l fulure. capital planning, '
Us,," of c;;s11 '
lJ~e,"f Ie"~se ;r~venue)ln~ngn9.
U~~,<!fGQ El~n(ts. r\1.gLIi(m~:il.reJeJeJ1!jum
PirQctian JorfUndinQ, th~ FY'Qf\-l:?'G1P
Begin rQview oj'individ(,Jal (fIP ProjectS,
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Funding Plan
Rqc;qmmenQatiansc for Use. af Casll, Leas.e, RevEjnLJe.
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- B~sed o~, Rec<1mm~n\!i!l.iQJ1s.f(Ol'1 Fi@HCla.1 AQy)S(l[S
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F"aCIJs. an 5 rather than 1.Q YEjar Iqql<'
Rq~Qs. and Urqal1 InfrastruGture..anly. to. the extent of
what's alre\!cJY in the.. qR
F.u(lljeL r~vievl<)f "-<ifWi!riq's,ln fUlurl!:as.mast~r' pls.nsAnq
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Wiltl. to. provide funds for.tiJe. GOL!nty."S. long range
capital nettd::; t!Jq(~?1iJt'include.. tile. use ot" .
gene.ral obligation bonds. tq (J1a)(;mize the.
b.enefits oft!i~ CQlmty's. t(iple."A'" bond rating.
[lIe impJemeJ1/atioJ) schedule, for' thi::; plao ::;hqll
anticiRattt. a NQve(J1b.e.r 2QQ8 Referendum to
Qbtain vQterappro.val for-the capital projec.ts
identified to be financ.ed by general ob.ligatioll
bonds.,
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6
CQURT$~
($ in millions)
---r--:--
I
I
i
i
FY08-12
I
$ 5,69
is 0,79
1$ 0.51
I
'$ 0.13
I~
i
$ 7.19
i
I
I
I
I
--__----1-
Levy Building Renovations
Old Jail Facility Maintenance
Court Square - Maintenance/Replacement
Court Square Renovations
J&DR Court - Maintenance/Replacement
L
Total, Courts
7
wUJeJh/'c;s~~~
!~ jl1lmillion~. I
, iFY08-12
i $8.85
I $ 569
$ 358
$ 1.56
$ 122
$ 1.14
$ 1.03
$ 0.89
$ 0.82
$ 0.73
$0.51
~
VFD Fire & EMS Apparatus
Station 14 - Ivy
Stalion 13 .. Panlops
800 MHz Radio Replacement
Public Safety Training rae-I.ly
Crozet Ladder Truck
Fire/Rescue Records Managemenl
Fire/Rescue Mobile Data Computers
Stalion 12 - Hollymead (Apparatus)
Police Mob.le Data Computers
Police Palrol Video Cameras
Breathing Apparatus Fill Station/Compressor
Total, Public Safety
526,14
L
--~_..I
8
flu-aLl c \NQ~KS:.
($ in millions)
County Facilities - Maintenance/Replacement
Ivy Landfill Remediation
Recycling Centers
Storage Facilrty ,
COB Mcintire Phase 3
COB Window Replacement
Keene Landfill Closure
Health Department HVAC
Total, Public Works
- ,...---
I
I
I
I
I
I
FY08-12
! $ 3.38
S 2.69
$ 1.45
$124
$ 0,93
$ 0.36
$ 0.20
llQ1
I $10.29
!
I
K~~' l~sY.e~~ I
~-Iv.WWJx~fj}lj !
. An additiollal SlAM will bl'w~eded in FYOS for the
l~roJ~GI~Q CQurilY's sl1<j,r~ of e.nvironmen'p'l~x~e;';es
I
~ St.Qr@,q~J f-i{l~liJ~' I
JQint Iwl~c.twjtll SCI1QQI Qivisiq.n. i
Current loelll Qovernmenl ~tQr~g}'~; in(jQequ(jtEt tq me,et
ne.eds. (lighting, security: (jqce~$) I
l?rovides'long-tenn sol~tion for sjos,age needs,'
. -.. .. ~. h' .... .' _ ... '1
I
--~
,--- -----:'. ._~
Q.QMMEJNllf'ef,.t'JBJ G:HBJrf.oRQQIPJ
QEVEl..J::2PMENT !
I
FY08-12
'$10.13
,$ 5,20
$ 5.00
$ 2.32
$ 1.11
$ 0.50
~
i
$24.51
($ in millions)
Transportation Improvement - Local
Neighborhood Plan Implementation
Revenue Sharing Road Program
Sidewalk Construction Program
Roadway Landscaping Program
Transportation Improvement - Regional
Streetlamp Program
Total, Community Development
,
__ ___._-L-
9
..--
Ke~ ls.su.es~J
"". 'Uli3HSpOI~3tjI;!H, llJa.vr9~elJ~~Jd: Jf!13/~i ~.IAl.9Q~
<{B.d R1:~.gjrn,~1
. C;QntinllEl~ planned contributiQns to suPPort
l1igtl pribrity transportation proTects and
iniiiativJs.
& NQt@,m~BJI,J, '''''dl Jm!ll"';"""A1,."Qti~l, i[ P~j:;JflIl
. Adcj,itiQltl $2,2M Qyer fiye y~ar R~riQd tQ
addres~ increasing infra.structur~ needs.
---- j - --~----- '--
-~1R:s\:. HECf:?~ATLQN 8(
j C.tJllTURE
($ In millions)
Crozet Growth Ar a Community Park
Northern Urban Area Community Park
YMCA Compet.!lv!> Pool Addition
Parks - Maintenar)ce/Replacement
Park Enhancements
r owe/Pen Park P+destrian Bridge
Greenway Program
County Alhlelrc FI~ld Development
Preddy Creek Tra;' Park
Patncla Byrom Forest Preserve
Olher Park proJeds & Cultural Contnbutlon
I
Tolal, Parks, Recreatron & Culture
-___L
l
FY08-12
52.Q4
51.30
S 1.25
50.99
50.50
50.40
50.25
$0.22
50.20
$ 0.20
~
57.85
I
1J(e,~'l:$~Ll~~
~' CJ"lM't:lI Gxq l!t ArEl;2l1 ~@.umUJ:1il)). P;@r~'
. CelsJS. fQr ~!\ign.,anc:! CQnstructiQI1. only
. L~nd acqiil?jliQn through proJfers'
!<- YMQPi. ~~.1]' j:\et1ll;lJe, Prip.'2.1
. PriQr'~oar : G.oJnmlt'Jl~nt tq R~Greji!tion Facility
. No" forlTlal greemel]t beJween YMCA and Scl100l
Division far sWim team access
",-1;'(lWR,.~-t:n t~'r\<~ P{!dtlSJrti3I:J -~'~'ejJ9J~
. JOint PJoje t With City
L__. __~__ _ ____..
~
10
I
l' .--- .'J
L 8RA.Rt~$lHUMi\N
QE\tgLQPM~NL
" '" "'''''''1 FY08- 12
I
L
Northern Alb~marle Library Facilities
Crozet Librarf
Central Library - Repair/Maintenance
Gordon Avenue Library Improvements
PVCC Roundabout
I
Total, Libraries/Human Development
~7J
$22.98
$ 4.13
$ 0,31
$ 0.15
um
j
'--
.. .~, .~ KE\V J~~lJl'l:>;
"~J""<I,ULiJ"~11.-;[~' '
. S.iz~?
. rvlixeq u~fl
.,.~ N~Jt~~J.TI.l-\i/J.eJ.:P1:lIIe: l!.lbmt-y.'~Gj!itl~~
. Placejloldel'pendlng further'analys.fs.and dIscussion
qf l'bfaryJ.Cllit~. neetJ:? In th~ Northern area
.,.. !J~r~ry;!?,fB I'!ujs in GJI?' Ojj]Jr Y~aJ;S
. Scollsvill Expi3nsion/Renovation!;.
. C'''ffil r Ron,',",.', .
T~Cttt'J~QLQG)f &;-GlS: ~
I I~" m,m",,". FY08.12
County Server/Infrastructure Upgrade $ 1.85
Access Albem~rle - IVR and CRM $ 0.50
Courthouse Telephone Upgrade ~
I
Total. Technology & GIS $ 2.40
I
11
I
i\CQu,1l$I:TI..~t'J., QJF
Q.QNSEj~\tAliIQN EA$~~1fS:
Allocatiqn QfQoe. c;ej1t e.quiv.alent ofth~
r'€!al estate. tEl?" rqt~
,RE!v,iSE!Q FYQI.H 2- TotElI =. $9~8M
'Re.c;ommeoded,5. Y,E!i;lC GIF vviU qdju_s~
1 ' - .'"
ql!qGClt[Q/J Qasftd on, onE!. G~nt e.qLllv.qIeIlt.
(t~ :;: $.1J,Q4MJ in f-YrQat -
----L- _
----,----.--
!
SCHo.QL"IfRQJ~C:rs:.
($' [[1 miIJRlJ1s).
FY08-12
School - Maintenance/Replacement
, I
Western Albemarle HS Addition
<;;reer Elementary Renovations
Albemarle HS Additions and Renovations
~rownsville Elerpentary Addition
Building Services OfficelWarehouse
Southern Feeder Pattern/Elem. Addition
State Technology
Gymnasium HVAC/Lighting Replacement
I~structional Technology
, I
Vehicle Maintenance Facility Addition
~.j !
$22.99
$13.75
$13.37
$11.22
$10,27
$ 7.49
$ 5,64
$ 3,50
$ 3.24
$ 2.65
$ 1.65
12
S'/';'L.JOO" L DR,Q' JE'C~TS'
_~yt-t __~ ~-.i--i F"- _- u _~_,__; j L ~I
(~ 1(1. ~)nljq!lI!)
FY08-12
Henley AuxiliarY PE/Meeting Space
Administrative Technology
WAN Upgrade:
Crozet Elementary Addition
I ,
Gym Floors '
l[C"'~"
$ 1,18
$ 0.88
$ 0,80
$ 0.44
$ 0,27
.L.QJQ
Total, School Projects
$ 99.42
K~y [S.s.J,!!~
~ lilt~\!llll.~011,ti'(!'Qlil)11()11
Schqgl Bqarcj will r~districl:a!1d use, ~xisting C,lQ<3cjty.
at Bro.wn~vjll~,<;1nd M~fiwelhe(:L~wjs to, reduC€!, '
overcrowdjng 'lt Grq~t I;1~l)le(1tilfY next year: 2QO.
s,eats,edd~_d tQ BrQwn~ville.tQ,.,futur~,growth.
~ Gt~.L~~f:M~ilil:l'31
Projec:t replaced by. BmwDf?vill,e, and~ mo.v~d to, out
yegfs,ofi elF exceRt tor~Q.44 foj' ~1teworJ< to Sepi3rilte.
<;;#r.tnd Q~s}tri3ffic,af]d some, <ildt;lit(Q(18t parking:
---_--L--__
13
Kenneth C. Boyd
Rivanna
COUNTY OF ALBEMARIE
Office of Board of Supervisors
401 Mcintire Road
Charlottesville, Virginia 22902-4596
(434) 296-5843 FAX (434) 296-5800
David L Slutzky
Rio
Undsay G. Dorrier, Jr.
Scottsville
Dennis S. Rooker
Jack Jouett
Sally H. Thomas
Samuel Miller
David C. Wyant
WhiteHall
December 28,2006
Mr. William B. Daggett, Jr.
Daggett & Grigg
100 10th Street NE, Suite 200
Charlottesville, VA 22902
Re: SDP-2006-0071. Gillispie Preliminary Site Plan
Request for Waiver Appeal - Grading in Critical Slopes
Dear Mr. Mr. Halfant:
This is to acknowledge receipt of your letter dated December 20, 2006 appealing the Planning
Commission's decision to deny the request for a critical slope waiver. This item has been
scheduled to be heard by the Board of Supervisors on February 7,2007.
This meeting of the Board of Supervisors begins at 9:00 a.m. This item has tentatively been
scheduled for 11 :00 a.m. Please call the Clerk's office prior to the meeting to confinn the time.
The meeting will be held in the Lane Auditorium, Second Floor, County Office Building, 401
Mcintire Road, Charlottesville, Virginia. You will receive a copy of the tentative agenda prior to
the meeting. If you have any additional infonnation you wish to be presented to the Board prior to
the meeting, please forward it to the Clerk no later than January 29, 2007.
YOU OR YOUR REPRESENTATIVE MUST BE PRESENT AT THIS MEETING.
If you should have any questions or comments concerning, please do not hesitate to contact me
at (434) 296-5843.
.. iLW~\
. Carey. Clerk (j
lewc
cc:
V. Wayne Cilimberg
Bill Fritz
David Pennock
*
Printed on recycled paper
'"
+
+
-
--
-+-
- ..
.
-. .
.. !.. +.Ii
.. .,~...=
.I" =lto.1 ....
..1===1===
DAGGETT
& GRIGG
ARCHITECTS PC
William B. Daggett, Jr.
AlA, NCARB
James P. Grigg
AlA
B Clark Gathright, P.E.
December 20,2006
By Hand
Mr. Wayne Cilimberg
Director of Planning & Community Development
Department of Planning & Community Development
County of Albemarle
401 Mcintire Road
Charlottesville, VA 22902
Re: SDP 2006 - 0071 Gillispie Preliminary Site Plan
Request for Waiver Appeal- Grading in Critical slopes
Dear Mr. Cilimberg:
During its meeting on December 12, 2006 the Planning Commission
considered two waiver requests for the above referenced preliminary
site plan. Both requests were denied.
We reviewed with the Planning Commission our reasoning to include
the request for a waiver for curb and gutter on one side of the drive
in order to accommodate an adjacent neighbor. Mr. Gillispie is
satisfied with the Planning Commission's view on that subject and will
move forward by adding the required curb and gutter in the final
preliminary site plan submission for signature.
Regarding the critical slope waiver, Mr. Gillispie wishes to appeal the
Planning Commission's decision to deny. We would like to present
our case to the Board of Supervisors during its next available
meeting after January 3,2007. .
We appreciate your attention to this request.
Should you have any questions, please feel free to contact me.
RECI!IWD
DEe 20 2DD6
Copies: File, Brian Gillispie
COMMUNITY DEVELOPMENT
100 lOth Street NE, Suite 200. Charlottesville, VA 22902 . Voice - (434) 971-8848. FAX - (434) 296-3040
.
.
.
.
..
-.-
~ .
-
.. .
.. t- _.4
. t'-..I
.u 11-".."
..Ilillllllllllil!
DAGGETT
& GRIGG
ARCHITECTS PC
William B, Daggett, Jr.
AlA, NCARB
James P. Grigg
AlA
B, Clark Gathright, P.E.
December 20, 2006
By Hand
Mr. Wayne Cilimberg
Director of Planning & Community Development
Department of Planning & Community Development
County of Albemarle
401 Mcintire Road
Charlottesville, VA 22902
Re: SDP 2006 - 0071 Gillispie Preliminary Site Plan
Request for Waiver Appeal- Grading in Critical slopes
Dear Mr. Cilimberg:
During its meeting on December 12, 2006 the Planning Commission
considered two waiver requests for the above referenced preliminary
site plan. Both requests were denied.
We reviewed with the Planning Commission our reasoning to include
the request for a waiver for curb and gutter on one side of the drive
in order to accommodate an adjacent neighbor. Mr. Gillispie is
satisfied with the Planning Commission's view on that subject and will
move forward by adding the required curb and gutter in the final
preliminary site plan submission for signature.
Regarding the critical slope waiver, Mr. Gillispie wishes to appeal the
Planning Commission's decision to deny. We would like to present
our case to the Board of Supervisors during its next available
meeting after January 3, 2007.
We appreciate your attention to this request.
Should you have any questions, please feel free to contact me.
,REcelWD
DEe 2 0 2006
COMMUNITY DEVELOPMENT
Copies: File, Brian Gillispie
100 10th Street NE, Suite 200. Charlottesville, VA 22902 . Voice - (434) 971-8848. FAX -(434) 296-3040