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HomeMy WebLinkAbout2003-10-01 ACTIONS Board of Supervisors Meeting of October 1, 2003 October 2, 2003 AGENDA ITEM/ACTION 1. Call to Order. Meeting was called to order at 9:03 a.m., by the Chairman. All BOS members except Mr. Perkins was present. Also present were Bob Tucker, Larry Davis, Wayne Cilimberg and Ella Carey. 4. From the Public: Matters not Listed on the Agenda. Tom Loach, a resident of Crozet, requested the Board not support the next Neighborhood Master Plan until the infrastructure is in place and adequate funding is available to meet the needs of Crozet. 5. Presentation by Thomas Jefferson HOME Consortium. · Certificate of Appreciation presented to Board. 6.2. Proclamation recognizing October 2003 as Domestic Violence Awareness Month. ,, ADOPTED the attached proclamation and presented to Crystal Whitlow. 6.3. Resolution to Confirm the Declaration of a Local Emergency in Albemarle County. · ADOPTED the attached resolution. 6.4. Adoption of Whitewood Village Community Center Anti-displacement/relocation Plan. ,, ADOPTED the attached Plan. 6.5. Adoption and Posting of Section 504, Non- discrimination Based on Handicaps, Adoption of Grievance Procedure and Designation of Ron L. White as Section 504 Coordinator. ADOPTED and APPROVED posting of the public notice; ADOPTED the attached grievance procedure specifically for the project and DESIGNATED Ron White as the Section 504 Coordinator. 6.6. T3co De! Rey Restau,-a~t Da,qce Hall ~. Removed from agenda. 6.7. Authorize Chairman to execute Mutual Aid Agreement between Albemarle County and Buckingham County. · AUTHORIZED Chairman to execute agreement. 7a. Transportation Matters Not Listed on the Agenda. Jim Bryan · In reference to the recent resolution adopted by the Board requesting VDOT to expedite the public hearing on the Meadow Creek Parkway, VDOT designers have indicated that they need four months to do the design which puts the hearing in March 2004. Indicated that he was proud of the job his Superintendents and crew members did dudng ASSIGNMENT (Attachment 1) Clerk: Forward resolution to Kaye Harden. (Attachment 2) Clerk: Forward signed form to Ron White after County Executive's signature. (Attachment 3) Clerk: Forward adopted Section 504 Complaint Procedure to Ron White. (Attachment 4) Ron White: Proceed as directed. Clerk: Forward signed agreement to County Attorney's office. Clerk: Forward comments to Jim Bryan. -Page 1- Hurricane Isabel. Sally Thomas There is a provision in the State Code where local government can declare a certain area to be a particularly significant law enforcement area for speed limit violations and fine speeders $200. Whippoorwill Hollow is posted for 25 mph, but speed travel is much higher. She asked what the process would be to designate this as a special enforcement area. 8. Discussion: Regional and Local Economic Development Plans. ADOPTED proposed Regional Economic Development Policy developed through the TJPDC. 9. Discussion: Next Neighborhood Master Plan. o APPROVED Neighborhoods 1 & 2 and Hollymead Piney Mountain as the next area to master plan, and ENDORSED the proposed scope of work so that staff can begin the process for estimating cost, develop an RFP and advertise in eady Spdng for a consultant for the next master plan. o SCHEDULE for public input on November 5th a time for property owners in the affected areas an opportunity to comment on how they would like the County to proceed with this area. 10. End of Year FY 2002-03 General Fund Preliminary Financial Report. · ACCEPTED the Preliminary FY 2003 end-of-the- year Financial Report and RECOMMENDED that the current uncommitted, obligated fund balance of $1.635 million be retained as a balance in the General Fund pending completion of the FY 2003 audit, the publication of the Governor's decision on changes to the FY 2004-05 Biennium State Budget and availability of more actual FY 2004 revenue collection history. 11. Proposed FY 2004 Budget Amendment. APPROVED the proposed FY 2004 budget amend- ment in the amount of $19,730,223.14 and APPROVED Appropriations #2004016, #2004017, #2004018, #2004019, #2004020, #2004021, ~2004022 and #2004023 to provide funds for various General Government and School programs. 12. The proposed issuance of general obligation school bonds of Albemarle County in the estimated maximum principal amount of $7,205,000. · ADOPTED the attached Resolution. Clerk: Forward signed resolution to Brenda Neitz. Clerk: Communicate adoption to Harrison Rue. Clerk: Schedule on the November 5TM agenda. Office of Management and Budget: Proceed as directed. Clerk: Forward signed appropriation forms to Melvin Breeden and copy appropriate individuals. 13. Board to Board Presentation - School Board Chairman. ° RECEIVED. 14. Jaunt Annual Report by Donna Shaunessey · RECEIVED. 15. JABA Presentation of 2020 Community Plan on Aging, by April Holmes and Ben Walter. -Page 2- ,, RECEIVED. 16. Closed Session: Personnel Matters. · At 12:16 p.m., the Board went into closed session. 17. Certify Closed Session. At 2:15 p.m., the Board reconvened into open session in the Fourth Floor Conference Room and certified the closed session. 18. Appointments. - APPOINTED Babette Thorpe to the Public Recreational Facilities Authority, with said term to expire on December 31, 2006. · REAPPOINTED David Carr, Jr., Bonnie Samuel, Diana Stdckler, Charles Toms, Jr., and Dr. Martin Schulman to the Route 250 West Task Force, with said terms to expire on September 5, 2006. REAPPOINTED Montie Pace to the Land Use Tax Advisory Board, with said tern to expire on September 1, 2005. 19. Cancel October 8, 2003 Board meeting. CANCELED the October 8th meeting and RESCHEDULED public hearing items for October 15th and October 22nd. 20. From the Board: Matters Not Listed on The Agenda. Sally Thomas Updated the Board on her recent visit to Pacific County in Washington State. They gave her a key to the City of Long Beach and a picture of the Pacific County Office Building. .Bob Tucker ~, Introduced Chris Bever, recently hired in OMB. ,, Suggested Bill Brent review the CIty/ACSA cost allocation for future water supply with the Board on November 5th. Lindsa¥ Dorrier Mentioned a letter from John Casteen regarding dogs. Mr. Tucker responded that the County is doing all it can legally do. Larry Davis Updated Board members on the status of the proffers relating to Albemarle Place. 21. Adjourn to October 15, 2003. · The meeting was adjourned at 3:18 p.m. Clerk: Prepare appointment letters, update Boards and Commissions book and notify appropriate persons. County Attom.et~: Provide further update on proffers at the OCtOber 15 Board meeting. /ewc Attachment I - Proclamation recognizing Domestic Violence Awareness Month Attachment 2 - Resolution Confirming Declaration of Local Emergency Attachment 3 - Residential Anti-Displacement and Relocation Assistance Plan Attachment 4 - Section 504 Complaint Procedure Attachment 5 - VPSA Resolution -Page 3- Attachment I DOMESTIC VIOLENCE AWARENESS MONTH WH~RI¢4$, violence against women, children and men continues to become more prevalent as a social problem in our society. In 2002, in the Commonwealth of Virginia, domestic violence programs offered safe shelter to 3,583 families; 24~hour intervention and referrals in response to 52,449 hotline calls; 67,895 hours qf counseling and advocacy to children; and, 103,882 hours of family violence advocacy services to adults; and WHI~REA$, in 2002, in the greater Charlottesville Community, the Shelter for Help in Emergency offered safe shelter to 111 families; 24-hour intervention and referrals in response to 766 hotline calls; 307 hours of counseling and advocacy to children; and, 1,550 hours of family violence advocacy services to adults; and the problems of domestic violence are not confined to any group or groups of people but cross all economic, racial and societal barriers; and supported by societal indifference; and the crime qf domestic violence violates an individual's privacy, dignity, security and humanity, due to systemaffc use of physical, emoffonal, sexual, psychological and economic control and/or abuse. The impact of domesffc violence is wide-ranging, directly affecting women and children and society as a whole; WHEREAS, in our quest to impose sanctions on those who break the law by perpetrating violence, we must also meet the needs of victims of domestic violence who often suffer grave financial, physical and psychological losses; and it is victims of domestic violence themselves who have been in the forefront of efforts to bring peace and equality to the home: NOW THEREFORE, in recognition of the important work being done by domestic violence programs, I, Lindsay G. Dorrier, Jr., Chairman of the Board of Supervisors of Albemarle County, Virginia, do hereby proclaim the month of October, 2003 as DOMESTIC V/OLENCE AWARENESS MONTH and urge all citizens to actively participate in the scheduled activities and programs sponsored by the Shelter for Help in Emergency to work toward the elimination of personal and institutional violence against women, children and Signed and sealed this ]st day of October, 2003. -Page 4- RESOLUTION TO CONFIRM THE DECLARATION OF A LOCAL EMERGENCY IN ALBEMARLE COUNTY Attachment 2 WHEREAS, Pursuant to Section 44-146.21 of the Code of Virginia, the Albemarle County Director of Emergency Services declared on September 17, 2003 that a local emergency existed throughout Albemarle County because of the imminent threat of heavy rain and winds of Hurricane Isabel; and WHEREAS, the Board of Supervisors finds that the declaration of the Director of Emergency Services was appropriate and necessary and continues to be appropriate and necessary to address the threat and actual damage caused by the heavy rain and winds of Hurricane Isabel and to prevent or alleviate the damage, loss, hardship, and suffering threatened or caused thereby. NOW, THEREFORE, BE IT RESOLVED that the Albemarle County Board of Supervisors hereby confirms the Declaration of Local Emergency in Albemarle County proclaimed by the Albemarle County Director of Emergency Services on September 17, 2003; and IT IS FURTHER PROCLAIMED AND ORDERED that dudng the existence of this emergency the powers, functions, and duties of the Director of Emergency Services and the Emergency Services organizations of Albemarle County shall be those prescribed by state law and the ordinances, resolutions, and approved plans of Albemarle County in order to respond to and mitigate the effects of said emergency. -Page 5- COUNTY OF ALBEMARLE Residential Anti-Displacement and Relocation Assistance Plan Attachment 3 The County Of Albemarle will replace all occupied and vacant occupiable Iow/moderate-income dwelling units demolished or converted to a use other than as Iow/moderate income dwelling unit as a direct result of activities assisted with funds provided under the Housing and Community Development Act of 1974, as amended. All replacement housing will be provided within three (3) years of the commencement of the demolition or rehabilitation relating to conversion. Before obli,qating or expending funds that will directly result in such demolition or conversion, the County Of Albemarle will make public and advise the state that it is undertaking such an activity and will submit to the state, in wdting, information that identifies: (1) (2) A description of the proposed assisted activity; The general location on a map and approximate number of dwelling units by size (number of bedrooms) that will be demolished or converted to a use other than as Iow/moderate-income dwelling units as a direct result of the assisted activity; (3) A time schedule for the commencement and completion of the demolition or conversion; (4) The general location on a map and approximate number of dwelling units by size (number of bedrooms) that will be provided as replacement dwelling units; (5) The source of funding and a time schedule for the provision of replacement dwelling units; (6) The basis for concluding that each replacement dwelling unit will remain a Iow/moderate-income dwelling unit for at least 10 years from the date of initial occupancy; and (7) Information demonstrating that any proposed replacement of dwelling units with smaller dwelling units is consistent with the housing needs of Iow- and moderate- income households in the jurisdiction. The County Of Albemarle will provide relocation assistance to each Iow/m(~derate - income household displace by the demolition of housing or by the direct result of assisted activities. Such assistance shall be that provided under Section 104 (d) of the Housing and Community Development ACt of 1974, as amended, or the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended. The County Of Albemafle's FY03 project includes the following activities: Construction of a 3,295 square foot community center in the Whitewood Village Apartment Complex. The facility will be constructed on a vacant lot adjacent to two existing apartment buildings and will not result in demolition or relocation. The County Of Albemarle will work with the grant management staff, engineers, project area residents, and the Department of Housing and Community Development to insure that any changes in project activities do not cause any displacement from or conversion of occupiable structures. In all cases, an occupiable structure will be defined as a dwelling that meets local building codes or a dwelling that can be rehabilitated to meet code for $25,000 or less. -Page 6- Attachment 4 SECTION $04 COMPLAINT PROCEDURE The County of Albemarle has adopted the following complaint procedure providing for prompt and equitable resolution of complaints alleging any action prohibited by the Department of Housing and Urban Development's (HUD) 24CFR 8.53(b) implementing Section 504 of the Rehabilitation Act of 1973, as amended (29 USC 794). Section 504 states, in part, that "no otherwise qualified handicapped individual. ·. shall solely be reason of his handicap, be excluded from the participation in, be denied benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance .... " Complaints regarding alleged discrimination in the implementation of Community Development Block Grant funded programs should be addressed to: Ronnie L. White, Chief of Housing, 401 Mclntire Road, Charlottesville, VA 22902, who has been designated to coordinate Section 504 compliance efforts. 1. A complaint should be filed in wdting or verbally containing the name and address of the person filing it and bdefly describing the alleged violation of the regulations. 2. A complaint should be filed within f~een (15) days after the complainant becomes aware of the alleged violation. Alleged violations occurring prior to the adoption of this complaint procedure will be handled on a case-by-case basis. 3. An investigation, as may be appropriate, shall follow the filing of a complaint. The investigation will be conducted by the designated Section 504 Coordinator in a manner that is informal but thorough allowing opportunities for ail parties to submit evidence relative to the complaint. 4. A written determination as to the validity of the complaint and description of resolution, if any, shall be issued by Ronnie L. White and a copy forwarded to the complainant no later than forty-five (45) days after its filing. 5. The Section 504 Coordinator shall maintain the files and records of the County of Albemarle related to the complaints filed. 6. The complainant can request reconsideration of the case in instances where he or she is dissatisfied with the resolution. The request for reconsideration should be made within ten (~10) days and addressed to Roxanne White, Assistant County Executive, 401 Mclntire Road, Charlottesville, VA 22902. 7. The dght of a person to a prompt and equitable resolution of the complaint filed hereunder shall not be impaired by the person's pursuit of other remedies such as filing of a Section 504 complaint with HUD. Utilization of this complaint procedure is not a prerequisite to the pursuit of other remedies. 8. These rules shall be construed to protect the substantive rights of interested persons, to meet appropriate due process standards and to assure that the County of Albemarle complies with Section 504 and HUD regulations. -Page 7- Attachment 5 At a regular meeting of the Board of Supervisors of Albemarle County, Virginia, held on the 1st day of October, 2003, at the time and place established by such Board for its regular meetings in accordance with Section 15.2-1416 of the Code of Virginia of 1950, as amended, at which the following members were present and absent during the voting for the resolution referred to below: PRESENT: David P. Boweman; Lindsay G. Dorrier, Jr.; Chades S. Martin; Dennis S. Rooker and Sally H. Thomas. ABSENT: Waiter F. Perkins. the following resolution was adopted by the affirmative roll call vote of a majodty of all members of the Board of Supervisors, the ayes and nays being recorded in the minutes of the meeting as shown below: MEMBER VOTe... David Bowerman Aye Lindsay Dorrier Aye Charles Martin Aye Dennis Rooker Aye Sally Thomas Aye RESOLUTION RATIFYING THE ISSUANCE AND SALE OF GENERAL OBLIGATION SCHOOL BONDS OF THE COUNTY OF ALBEMARLE, VIRGINIA, IN THE MAXIMUM PRINCIPAL AMOUNT OF $7,205,000, TO FINANCE A PROGRAM OF CAPITAL IMPROVEMENTS TO THE COUNTY'S PUBLIC SCHOOLS AND PROVIDING FINAL AUTHORIZATION FOR SUCH ISSUANCE WHEREAS, on September 10, 2003, the Board of Supervisors (the "Board") of the County of Albemarle, Virginia (the "County"), adopted a resolution entitled "Resolution Authorizing The Issuance Of General Obligation School Bonds, Sedes 2003A, Of The County Of Albemarle, Virginia, In A Principal Amount Not To Exceed $7,205,000 To Be Sold To The Virginia Public School Authority And Providing For The Form And Details Thereof" (the "Resolution"); WHEREAS, after publication of the requisite notice in accordance with Section 15.2-2606, Code of Virginia of 1950, as amended, the Board has held on the date hereof a public hearing on the proposed issuance and sale of general obligation school bonds of the County in the estimated maximum principal amount of $7,205,000 (the "Bonds"); WHEREAS, the Board desires to ratify and amend the pricing parameters of the Bonds contained in the Resolution; NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE COUNTY OF ALBEMARLE, VIRGINIA: 1. Ratification of Resolution. The Board hereby ratifies all pricing parameters of the Bonds and authorizes the issuance and sale of such Bonds in accordance with the provisions of the Resolution. 2, Other Actions. All other actions of officers of the County in conformity with the purposes and intent of the Resolution and in furtherance of the issuance and sale of the Bonds are approved and confirmed. The officers of the County are authorized and directed to execute and deliver all certificates -Page 8- and instruments and to take all such further action as may be considered necessary or desirable in connection with the issuance, sale and delivery of the Bonds. 3. Effective Date. This Resolution shall take effect immediately. -Page 9- Planning District Commission Regional planning linking transportation, land use, economy & environment 24-09-03 P02:20 IN City of Chadottesvitie Kevin Lynch, Vice-Chair Kevin O'iiaiioran Albemarle County Walter E Perkins Sally Il. Thomas Fluvanna County Norma Hutner Grant Tate Greene County Jori Alton, Chair Philip A~ns Louisa County William Iiale David B. Morgan, M.D. Nelson County Connie Brennan Fred Beget Executive Director Harrison B. Rue To: From: Date: MEMO Albemarle County Board of Supervisors Harrison Rue 1 O-Year Anniversary of the HOME Consortium September 24, 2003 The Thomas Jefferson HOME Consortium, administered by the Thomas Jefferson Planning District Commission, would like to recognize the Albemarle County Board of Supervisors for their foresight in creating the HOME Consortium and their commitment to affordable housing opportunities. Now in its l0th year, the Consortium has brought over $8,000,000 to the region in support of safe, affordable housing for needy families and individuals living in substandard conditions. Although there is still much to be done to ensure that all residents in the planning district have a safe and affordable place to live, the HOME Consortium has made substantial progress in helping low and moderate income families secure housing over the years. We would like to make a very brief presentation at the October 1, 2003 meeting to recognize the Albemarl'e County Board of Supervisors and staff with a Certificate of Commendation. 300 East Main Street. P.O. [lox 1505, Charlottesville, VA 22902-1505 Telephone (434] 979-7310 Fax (434) 979-1597 Virginia Relay Users: 711 (TDD) email: info@tjpdc.org / web site: www.tjpdc.org DOMF~TIC VIOLENCE A WARENF_~$ MONTH WHEREAS, violence against women, children and men continues to become more prevalent as a social problem in our sodety. In 2002, in the Commonwealth of Virginia, domestic violence programs offered safe shelter to 3,583 families; 24-hour intervention and referrals in response to 52,449 hotline calls; 67~895 hours of counseling and advocacy to children; and, 103,882 hours of family violence advocacy services to adults; and WHERF..,4$, in 2002, in the greater Charlottesville Community, the Shelter for Help in Emergency offered safe shelter to 111 families; 24-hour intervention and referrals in response to 766 hottine calls; 307 hours of counseling and advocacy to children; and, 1,550 hours of family violence advocacy services to adults; and WHERF..A$, the problems of domestic violence are not conffmed to any group or groups of people but cross all economic, racial and societal barriers; and supported by societal indifference; and the crime of domestic violence violates an individual's privacy, dignity, security and humanity, due to systematic use of physical, emotional, sexual, psychological and economic control and/or abuse. The impact of domestic violence is wide- ranging, directly affecting women and children and society as a whole; and in our quest to impose sanctions on those who break the law by perpetrating violence, we must also meet the needs of victims of domestic violence who often suffer grave financial, physical and psychological losses; and WHEREAS, it is victims of domestic violence themselves who have been in the forefront of efforts to bring peace and equality to the home: NOW THEREFORE, in recognition of the important work being done by domestic violence programs, I, Lindsa!t G. Dorrier, Jr., Chairman of the Board of SupertKsors of Albemarle County, Virginia, do hereby proclaim the month of October, 2003 as DOMESTIC VIOLENCE AWARE, NESS MONTH and urge all citizens to actively participate in the scheduled activities and programs sponsored by the Shelter for Help in Emergency to work toward the elimination of personal and institutional violence against women, chiMren and men. Signed and sealed this 1st day of October, 2003. Lindsay G. Dorrier, Jr., Chairman Albemarle County Board of Supervieors September 8, 2003 Albemarle CoUnty Board of Supervisors County OffiCe Bdiiding 401 McIntire K0ad Charl0ttesville~ Virginia 22902 Dear Members 0fthe Board of,Supervisors, As you may already know, the Shelter for Help in Emergency is dedicated to ending violence within the home, and October is a very important time for the Shelter to educate the community about domestic violence. The Shelter not only provides emergency housing and'operates a 24~hour hotline but also provides counseling, information and referr~, legal advocacy and court accompaniment, and educational programs to the residents of Charlottesville and Planning District Ten. We are writing to requeSt that you prOclaim October as Domestic Violence Awareness Month. Enclosed Please find a sample proclamation; you' can sign this copy or type one of yOur oWn to be accompanied by an official seaI. We woUld like to have a copy for our records as Well because we often like' to frame and post' the Proclamations. We would greatly' appreciate your support in helping end domestic violence in our community: Please place this proclamation on the agenda for the October'l meeting, as representatives from the Shelter would like t° be present at this meeting. Thank you for your' time and considerationofthis request:. Sincerely, Mary Carter Lominack, M.Ed, NCC Executive DireCtOr Kimberly Flash, LCsw Child & Adolescent AdvOcate Proclamation Domestic Violence Awareness Month WllEREAS, Violence against women, children, and men co"ntinues to become more prevalent as a social problem in our society. In 2002, in the Commonwealth of Virginia, domestic violence programs offered safe shelter to 3,583 families; 24-hour intervention and referrals in response to 52,449 hotline calls; 67,895 hours of counseling and advocacy to children; and, 103,882 hours of family violence advocacy services to adults; and WItEREAS, In 2002, in the greater Charlottesville Community, the Sheker for Help in Emergency offered safe shelter to 111 families; 24-hourintervention and referrals in response to 766 hotline calls; 307 hours of counseling and advocacy to children; and, 1,550 hours of family violence advocacy services to adults; and WHEREAS, The problems of domestic violence are not confined to any group or groups of people but cross all economic, racial and societal barriers; and supported by societal indifference; and WIIEREAS, The crime of domestic violence viol.ates an individual's privacy, dignity, security, and humanity, due to systematic use of physical, emotional, sexual,. psychological and economic control and/or abuse. The impact of domestic violence is wide-ranging, directly affecting women and children and society as a whole; and WHEREAS, In our quest to impose sanctions on those who break the law by perpetrating violence, we must also meet the needs of victims of domestic violence who often suffer grave financial, physical, and psychological losses; and WHEREAS, It is victims of domestic violence themselves who have been in the forefront of efforts to bring peace and equality to the home: NOW TItEREFORE, BE IT PROCLAIMED, In recognition of the important work being done by domestic violence programs, I, Lindsay G. Dorrier, Chairman of the Board of Supervisors of Albemarle County, Virginia, do hereby proclaim the month of October, 2003 as DOMESTIC VIOLENCE AWARENESS MONTIt and urge all citizens to actively participate in the scheduled activities and programs sponsored by the Shelter for Help in Emergency to work toward the elimination of personal and institutional violence against women, children, and men. ADOPTED: (date) ATTEST: David E Bowerman Rio Lindsay G. Dorrier, $cottsville Charles $. Martin Rivanna COUNTY OF ALBEMARLE Office of Board of Supervisors 401 Mclntire Road Charlottesville, Virginia 22902-4596 (434) 296-58zk3 FAX (4,34) 296-5800 October 7, 2003 Walter E Perkins W'l~te Halt Dennis S. Rooker Jack Jouett Sally H. Thomas Samuel Miller Mr. Kaye Harden Emergency Services Coordinator 2306 Ivy Road Charlottesville, VA 22903 Dear Mr. Harden: At its meeting on October 1,2003, the Board of Supervisors adopted the attached Resolution to Confirm the Declaration of a Local Emergency in Albemarle County. Sincerely, /ewc Attachment cc: Larry Davis Thomas Foley Printed on recycled paper RESOLUTION TO CONFIRM THE DECLARATION OF A LOCAL EMERGENCY IN ALBEMARLE COUNTY WHEREAS, Pursuant to Section 44-146.2i of the Code of Virginia, the Albemarle County Director of Emergency Services declared on September 17, 2003 that a local emergency existed throughout Albemarle County because of the imminent threat of heavy rain and winds of Hurricane Isabel; and WHEREAS, the Board of Supervisors finds that the declaration of the Director of Emergency Services was appropriate and necessary and continues to be appropriate and necessary to address the threat and actual damage caused by the heavy rain and winds of HUrricane Isabel and to prevent or: alleviate the damage, loss, hardship, and suffering threatened or caused thereby. NOW, THEREFORE, BE IT RESOLVED that the Albemarle County Board of Supervisors hereby confirms the Declaration of Local Emergency in Albemarle County proclaimed by the Albemarle County Director of Emergency Services on September 17, 2003; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of this emergency the powers, functions, and duties of the Director of Emergency Services and the Emergency Services organizations of Albemarle County shall be those prescribed by state law and the ordinances, resolutions, and approved plans of Albemarle County in order to respond to and mitigate the effects of said emergency. I, Ella W. Carey, do hereby certify that the foregoing wdting is a true, correct copy of a Resolution duly adopted by the Board of Supervisors of Albemarle County by vote of five to zero, as recorded below, at a meeting held on October 1, 2003. Aye Mr. Bowerman Y Mr. Dorder Y Mr. Martin Y Mr. Perkins Absent Mr. Rooker Y Ms. Thomas Y Nay Clerk, Board of County S~..,~i/sors RESOLUTION TO CONFIRM THE DECLARATION O1~ A LOCAL EMERGENCY IN ALBEMARLE COUNTY WHEREAS, Pursuant to Section 44-146.21 of the Code of Virginia, the Albemarle County Director of Emergency Services declared on September 17, 2003 that a local emergency existed throughout Albemarle County because of the imminent threat of heavy rain and winds of Hurricane Isabel; and WHEREAS, the Board of Supervisors finds that the declaration of the Director of Emergency Services was appropriate and necessary and continues to be appropriate and necessary to address the threat and actual damage caused by the heavy rain and winds of Hurricane Isabel and to prevent or alleviate the damage, loss, hardship, and suffering threatened or caused thereby. NOW, THEREFORE, BE IT RESOLVED that the Albemarle County Board of Supervisors hereby confirms the Declaration of Local Emergency in Albemarle County proclaimed by the Albemarle County Director of Emergency Services on September 17, 2003; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of this emergency the powers, functions, and duties of the Director of Emergency Services and the Emergency Services organizations of Albemarle County shall be those prescribed by state law and the ordinances, resolutions, and approved plans of Albemarle County in order to respond to and mitigate the effects of said emergency. I, Ella W, Carey, do hereby certify that the foregoing writing is a tme, correct copy of a Resolution duly adopted by the Board of Supervisors of Albemarle County by vote of__ to .. recorded below, at a meeting held on Mr. Bowerman Mr. Dorrier Mr. Reeker Mr. Martin Mr. Perking Ms. Thomas Aye Nay Clerk, Board of County Supervisors DECLARATION OF A LOCAL EMERGENCY IN ALBEMARLE COUNTY WHEREAS, Pursuant to Section 44-146.21 of the Code of Virginia, the Albemarle County Director of Emergency Services does hereby find that: 1. Due to imminent heavy rain and windstorms caused by Hurricane Isabel, Albemarle County is facing the threat of dangerous flood conditions; and 2. Due to the threat of flooding and wind damage, a conditiOn of extreme peril of life and property necessitates the proclamation of the existence of an emergency to prevent or alleviate the damage, loss, hardship, and suffering threatened or caused thereby. NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout Albemarle County, subject to confrrmation by the Albemarle County Board of Supervisors at its next regularly scheduled meeting; and IT IS FURTHER PROCLAI. MED AND ORDERED that during the existence of this emergency the powers, functions, and duties of the Director of Emergency Services and the Emergency Services organizations of Albemarle County shall be those prescribed by state law and the ordinances, resolutions, and approved plans of Albemarle County in order to respond to and mitigate the effects of said emergency. ALBEMARLE_COUNTY B9 ~obert W. Tuckef,~Jr. ~,°unty E?cutive'and X. / l~irector of Emergency Service~/ Dated: September 17, 2003 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Whitewood Village Community Center SUBJECT/PROPOSAL/REQUEST: Anti-displacement/relocation plan STAFF CONTACT(S): Tucker, Roxanne White, Ron White AGENDA DATE: Oct 1, 2003 ACTION: CONSENT AGENDA: ACTION: X ATTACHMENTS: REVIEWED BY: ITEM NUMBER: INFORMATION: INFORMATION: BACKGROUND: The Housing and Community Development Act of 1974, as amended, requires localities using Community Development Block Grant funds to adopt a plan insuring that all occupied or vacant occupiable Iow/moderate-income dwelling units that may be demolished or use is converted as a result of CDBG-funded activities be replaced. The County has received an award of CDBG funds for the construction of the Whitewood Village Apartments Community Service Facility as a part of the overall renovation of Whitewood Village Apartments. The apartment complex has been purchased by Albemarle Housing Associates, a partnershi p whose managing general partner is the Albemarle/Charlottesville Development Corporation, owned by Albemarle Housing Improvement Program. Total project costs including acquisition, renovation, and construction of the community center is projected at approximately $11 million. R. L. Price (Roanoke) is the general contractor for all phases of the project and plans to renovate two buildings (24 units) at a time. Tenant attrition has provided sufficient vacancies to prevent displacement. Tenants are being temporarily relocated in the six other buildings and moved into renovated units u pon completion. If construction can start by early November, it is expected that the community center will be completed by May 2004 and renovation of the residential units completed by December 31, 2004. All funding sources have been committed leaving a relatively small gap in funding that is expected to be covered by cost savings and/or use of contingencies and reserves. Sources include interim construction financing from First Virginia Bank, permanent financing from VHDA, federal HOME funds from DHCD, CDBG funds from the County, and investment byAHIP through cash and deferred developer fees. DISCUSSION: The community service facility will be constructed on a vacant lot situated between two existing apartment buildings. There will be no demolition or relocation as a result of the activities funded by CDBG. Nonetheless, a plan must be adopted by the Board and signed by the County Executive. STRATEGIC PLAN: Strateg ic Direction: Enhance the quality of life for all Albemarle County citizens. Goal: Promote a variety of safe, sanitary and affordable housing types. RECOMMENDATION: Staff recomm ends the adoption of the attached plan. 03.122 24-09-03 P04:48 IN The County Of Albemarle. will replace all occupied and vacant occupiable low/moderate-income dwelling units demolished or converted to a use other than as low/moderate income dwelling unit as a direct result of activities assisted with funds provided under the Housing and Community Development Act of 1974, as amended. All replacement housing will be provided within three (3) years of the commencement of the demolition or rehabilitation relating to conversion. Before obligat!ng or ex-p_ending funds that will directly result i.n. such demolition or conversio~ the County Of Albemarle will make public and advise the state that it is undertaking such an activity and will submit to the state, in writing, information that identifies: (1) (2) (3) (5) (6) (7) A description of the proposed assisted activity; The general location .on a map and approximate number of dwelling units by size (number of bedrooms) that will be demolished or converted to a use other than as low/moderate-income dwelling units as a direct result of the assisted activity; A time schedule for the commencement and completion of the demolition or conversion; The general location on a map and approximate number of dwelling units by size (number of bedrooms) that will be provided as replacement dwelling units; The source of funding and a time schedule for the provision of replacement dwelling units; The basis for concluding that each replacement dwelling unit will remain a low/moderatedncome dwelling unit for at least 10 years from the date of initial occupancy; and Information demonstrating that any proposed replacement of dwelling units with smaller dwelling units is consistent with the housing needs of low- and moderate- income households in the jurisdiction. The County Of Albemarle will provide relocation assistance to each low/moderate - income household displace by the demolition of housing or by the direct result of assisted activities. Such assistance shall be that provided under Section 104 (d) of the Housing and Community Development Act of 1974, as amended, or the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended. The County Of Albemarle?,s FY03 project includes the following activities: Construction of a 3,295 square foot community center in the Whitewood Village Apartment Complex. The facility will be constructed on a vacant lot adjacent to two existing apartment buildings and will not result in demolition or relocation. The County Of Albemarle will work with the grant management staff, engineers, project area residents, and the Department of Housing and Community Development to insure that any changes in project activities do not cause any displacement from or conversion of occupiable structures. In all cases, an occupiable structure will be defined as a dwelling that meets local building codes or a dwelling that can be rehabilitated to meet code for $25,000 or less. COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Section 504 Non-discrimination based on handicaps SUBJECT/PROPOSAL/REQUEST: Adoption of Policy and Grievance Procedure and designation of 504 Coordinator STAFF CONTACT(S): Tucker, Roxanne White, Ron Wh ire AGENDA DATE: October 1,2003 ACTION: CONSENT AGENDA: ITEM NUMBER: INFORMATION: ACTION: X INFORMATION: ATTACHMENTS: REVIEWED BY: Yes ~ BACKGROUND: The U. S. Department of Housing and Urban Development has adopted policies and procedures to assure nondiscrimination based on handicap in programs and activities receiving Federal financial assistance. These requirements, contained in 24 F C R Part 8, implemen~ Section 504 of the Rehabilitation Act of 1973 as amended. All local government recipients of Community Development Block Grant funds awarded by the Department of Housing and Community Development must take certain actions to insure compliance with these requirements. The County of Albemarle has been awarded CDBG funds to construct a community service facility in the Whitewood Village Apartment Complex DISCUSSION: Actions required to comply with Section 504 include adopting and publishing a Notice of Non-Discrimination Based on Handicap as a display ad in the local newspaper, posting the notice near where applicants and employees can see it, adopting a grievance procedure specific to Section 504, conducting a self-evaluation of facilities that the County will use in administration of the grant, and identifying a Section 504 coordinator. For the purpose of this project and future CDBG projects, Ron White (Grant Administrator) will serve as the Section 504 coordinator. A self-evaluation was conducted on October 12, 1998 by Bob Brandenberger, who was designated the coordinator. An updated evaluation is attached. STRATEGIC PLAN: Strategic Direction: Provide Effective and Efficient County Services to the Public in a Courteous and Equitable Manner. Goal: Provide Effective, responsive and courteous services to our customers. Objective: By 2005, the County will be recognized as a quality place of employment with a workforce of employees who continuously provide high quality, customer-focused service to its citizens. RECOMMENDATION: Staff recommends the adoption and posting of the attached public notice, adoption of the grievance procedure specifically for this project, and designation of Ron White as the Section 504 Coordinator. 03.121 24-09-03 A10:06 IN PUBLIC NOTICE DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT HANDICAPPED REGULATIONS This notice is published pursuant to the requirements of 24 CFR Part 8, Nondiscrimination Based on Handicap in Federally Assisted Programs and Activities of the Department of Housing and Urban Development, as published in the Federal Register on June 2, 1988.24 CFR Part 8 prohibits discrimination against qualified individuals because of their handicapped status. The County of Albemarle advises the public, employees, and job applicants that it does not discriminate on the basis of handicapped status in admission or treatment or employment in, its programs and activities. The County of Albemarle has designated the following as the contact to coordinate efforts to comply with this requirement for the implementation of Community Development Block Grant programs. Inquiries 'should be directed to: (Name) (Address) (City/State/Zip) (Phone) (Voice) (Virginia Relay) (Hours) Ronnie L. White 401 Mclntire Road Charlottesville, Virginia 22902 (434) 296-5839 711 TDD 8:00 a.m. to 5:00 p.m. Monday-Friday SECTION 504 COMPLAINT PROCEDURE The County of Albemarle has adopted the following complaint procedure providing for prompt and equitable resolution of complaints alleging any action prohibited by the Department of Housing and Urban Development's (HUD) 24CFR 8,53(b) implementing Section 504 of the Rehabilitation Act of 1973, as mended (29 USC 794). Section 504 states, in part, that "no otherwise qualified handicapped individual.., shall solely be reason of his handicap, be excluded from the participation in, be denied benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance .... " Complaints regarding alleged discrimination in the implementation of Community Development Block Grant funded programs should be addressed to: Ronnie L. White, Chief of Housing, 401 McIntire Road, Charlottesville, VA 22902, who has been designated to coordinate Section 504 compliance efforts. 1. A complaint should be filed in writing or verbally containing the name and address of the person filing it and briefly describing the alleged violation of the regulations. 2. A complaint should be filed within fifteen (15) days after the complainant becomes aware of the alleged violation. Alleged violations occurring prior to the adoption of this complaint procedure will be handled on a case-by-case basis. 3. An investigation, as may be appropriate, shall follow the filing of a complaint. The investigation will be conducted by the designated Section 504 Coordinator in a manner that is informal but thorough allowing opportunities for all parties to submit evidence relative to the complaint. 4. A written determination as to the validity of the complaint and description of resolution, if any, shall be issued by Ronnie L. White and a copy forwarded to the complainant no later than forty-five (45) days after its filing. 5. The Section 504 Coordinator shall maintain the files and records of the County of Albemarle related to the complaints filed. 6. The complainant can request reconsideration of the case in instances where he or she is dissatisfied with the resolution. The request for reconsideration should be made within ten (10) days and addressed to Roxanne White, Assistant County Executive, 401 Mclntire Road, Charlottesville, VA 22902. 7. The right of a person to a prompt and equitable resolution of the complaint filed hereunder shall not be impaired by the person's pursuit of other remedies such as filing of a Section 504 complaint with HUD. Utilization of this complaint procedure is not a prerequisite to the pursuit of other remedies. 8. These rules shall be construed to protect the substantive rights of interested persons, to meet appropriate due process standards and to assure that the County of Albemarle complies with Section 504 and HUD regulations. Adopted: . October 1, 2003 .... ALBEMARLE COUNTY SELF-EVALUATION FOR THE DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT NON-DISCRIMINATION ON BASIS OF HANDICAP REGULATIONS Prepared by: Ron White, Chief of Housing Albemarle County Of Albemarle 401 Mclntire Road Charlottesville, Virginia 22902 September 17, 2003 1. Physical Accessibility of Buildings and Facilities Used for CDBG Program Activities a. County Office Building The County of Albemarle's offices are located at 401 Mclntire Road, Charlottesville, Virginia in a four-story structure with a partial basement. The facility houses the following departments - Planning, Finance, Housing, Zoning, Public Works, Pohce, Fire and Rescue, and County Executive's Office. The basement, which only houses storage/evidence for the Police Department as well as storage space for other departments, has only one entry point and is not open to public use. The departments are located on floors one through three with the Housing Office located on the first floor. The County EXecutive office is located on the fourth floor. The building is served by two recently renovated elevators. The main entrance to the office building is at street level with handicapped access through electronic doors. In addition to department offices, the Board of Supervisors meeting room is located on the second floor. Parking is available adjacent to the visitor's entrance with seven handicapped spaces at the entrance. The walkway to the entrance is at-grade with a gradual slope upward. The handicap entrance to the County Office Building is located here, and includes a special speaker and door buzzer. Public restrooms, with one handicap accessible stall each, are available on the first floor and second floors. In addition to the Housing Office, the Finance Department and Human Resources are located on the first floor. Program Accessibility Board of Supervisor meetings and public heatings that are open to the public are accessible to the disabled on the second floor of the County Office Building. All Management Team meetings will be held in the County Office Building in one of the meeting rooms on the second floor. Persons with visual or hearing disabilities who need assistance accessing these meetings will be accommodated if advanced notice is made. The 504 Coordinator will arrange assistance for all applicants with disabilities who require help in filling out application forms. The availability of this assistance will be noted on the application form and all published notices or flyers announcing the program. In addition, all published notices related to the program will include a TDD number, which is 711 (Virginia Relay). All appropriate steps will be taken to ensure effective communication will program applicants, beneficiaries and members of the public. 3. Eligibility and Admission Criteria and Practice Eligibility of beneficiaries will be based on the criteria outlined in the Community Services Facility Program Design. Persons with disabilities will not be denied the right to participate in the project solely on the basis of their disabilities. 4. Emploment The Housing and Urban Development regulations require that recipients of Community Development Block Grant funds shall provide equal opportunity to disabled citizens in the areas of employment and services. The County has personnel policies in place stating that it does not discriminate on the basis of a disability. 5. Complaints On October 1, 2003, the Board of Supervisors formally adopted a 504 Grievance Procedure as required by the Virginia Department of Housing and Community Development. EL REY, INC. 380 Greenbrier Drive, Suite A Charlottesville, VA 22901 Board of County Supervisors c/o The Honorable Ella Washington-Carey Clerk 401 Mclntire Road Charlottesville, Virginia 22902-4596 Re: Dance Floor at Taco Del Rey Restaurant Greenbrier Drive Lady and Gentlemen: I would like permission to install a dance floor of 450 square feet or less in my restaurant at 380 Greenbrier Drive. At the present time, my restaurant occupies 1,494 square feet and I am adding adjoining space of 2,400 square feet, for a total of 3,894 square feet. The proposed small dance floor would be less than 1/8 of the restaurant area. Thank you for your attention. Please send a copy of any correspondence on this matter to me at the above address and to the landlord, Berkmar Crossing, L.C. at 619 East High Street, Charlottesville, Virginia 22902. Sincerely, ~ ~ERlt/IlT PAID: CK CASH ' ~__ )THER County of Albemarle BUILDING PERMIT Building Code and Zoning Services 401 Mclntire Road Charlottesville, VA 22902-4596 Tel. (434) 296-5832 - Fax (434) 972.4126 Land Use :2s _ ~No Permit~~ / Project # [] Masonry,,,,D-Wood [] Steel Type of Heating/Mechanical []Oil []Gas []Elec. []HP [] Fireplace [] Wood Stove [] Other [] Gas Logs Class of Work: [] Public [] Private [] C. Well Type of Sewage Disposal [] Public [] Septic State Reg. ADDRESS ~CITY [] NEW [] ADDITION [] ALTERATION [] Other Dascdbe Work: I No. of Stories Sq. ft. 1st Floo~ Floor PROPOSED USE One Family __ Bedrooms Baths Garage __Camort Kitchen __. Other Zoning Dist. School Dist. Gamge SET BACKS Front Back R. Sd. L. Sd. Tax Map/Parcel Acres Lot /"'r"'3 ir) .,'] ,ff t/'3 P'A"I ./' ~ .4 ,.,,.3Blk. ' }Sec. Plane Reviewed By ~ Zoning Approved for Issuance I Building Approved for I Issuance By NOTICE SEPARATE PERMITS ARE REQUIRED FOR ELECTRICAL, PLUMBING, HEATING, VENTILATING OR AIR CONDITIONING. THIS PERMIT BECOMES NULL AND VOID IF WORK'OR CON;TRUCTION AUTHORIZED IS NOT COMMENCED WITHIN 6 MONTHS, OR IF CONSTRUCTION' OR WORK IS SUSPENDED OR ABA~IDONED FOR A PERIOD OF 6 MONTHS AT ANY TIME AFTER WORK IS COMMENCED. I HEREBY CER77FY THAT I HAVE READ AND EXAMINED THIS APPLICATION AND KNOW THE SAME TO BE TRUE AND CORRECT. ALL PROVISIONS OF LAWS AND ORDINANCES GOVERNING THIS TYPE OF WORK WILL BE COMPLIED WITH WHETHER SPECIFIED HEREIN OR NOT. THE GRANTING OF A PERMIT DOES NOT PRESUME TO GIVE AUTHORITY TO VIOLATE OR CANCEL THE PROVISIONS OF ANY OTHER STATE OR LOCAL LAW REGULATI~IG CONSTRUCTION J~R THE PERFORMANCE OF SIGNATURE OF OWNER {IF OWNER BUILDER) DATE Fin. Basement Unfin. Basement [] Crawl Space Value of Work Type of Const. Size of Bldg. (Total) Sq~ Ft. No. of Dwelling Units "Zoning Pre-Construction [] Yes [] No SPECIAL APPROVALS Zoning Health Dept. .Engineering Service Authority Planning Highway DePt. Prel./Final Zoning Recorded Plat Site Plan ARB REAL ESTATE DEP[ LAND BUILDINGS TOTAL Decks. [] Slab Pomhes __ Engineering Zoning ~ Permit Fee I% Surcharge Tolal Use Group Floor Live Load APPRAISED VALUE Fire Alarms Required [] No [] Yes [] No RECEIVED NOT REQUIRED REQUIRED Building Pre-Construction [] Yes No. of Max. Stories Occ. Load No. of Accessory Fire Sprinklers Required Structures [] 'Yes [] No UI ILJ ([ .... ~) Met~ Exisli~ v Addilion~ over Tables ~L_~ ~ J) DANCE FLOOR Remove Existing Wall .~ ., ~L~.// Rmov*W~l J 2'-10" 4'-0" 2'-2" I .._ . New Part,on ~ v ~.~ Match [xisti~ NEW DINING LBriokArd~ I 136 SEATS ~'~-~ II 12"xl 2" Glazed Tile 1 -3½" 3'-22~' 1'-0" ~;~ ~~ s=~' L~ ~I ~ ~ x EXIST, SEATING IIIII ~., ~11il .~ il I!i i iilIVESTIBUkE J' ff - p' - I~ . ~ !~ I (~ O COCKTAIL UNIT Q ICE BIN Q DRAIN BOARD G GLASS RACK Q MUG FROSTER Q REFRIGERATOR Q BOTTLE BOX Provide out out in counter top for door O BEER DISPENSING SYSTEM QKEG RACK Q DISH WASHER NOTE: Existing dining area is 442 S:F. and new dining area is 3204 S.F. with a total dining area of 3646 S.F. 1/8 of 3646 equals 430 S.F. The area shown for dancing equals 256 S.F. Contractor to provide all emergency lighting as required by code, JD Architectural etudio, Ltd. 690 Bori~mer cimle Charlot~esvflle, Virginia 22901 R. Gerald Dixon C-3646 T: 434.220.3456 F: 434.220.3406 jeny~Jdarchitect~Jmlstudio,com PROJEC'~ ~- rv~ DRA~N¢ TITLE FLOOR PLAN BOSTON RAIL 2x6 @ 12"'O.0. ~ 3~4" OAK PLYWD. FRONT W/PANEL MOULD OVER JOINTS \, STORAGE CABINETS -----' 3/4" OAK PLYWOOD TOP W/ t/8" POURED ACRYLIC SURFACE 3/8" DEEP P.L.A,M, RECESS HARDWOOD WI BULLNOSE STEM HANGERS 12" TEMPERED GLASS SHELVES 1/4" MIRROR STEPPED BOTTLE DISPLAY - COVERED W/PLASTIC LAMINATE 3/4" PLYWOOD TOP W/ PLASTIC LAMINATE '-~ £ 2x SOLID WOOD BLOCKING BOLT WI(2) 3~8" DIA, @ 2'-0" C.C, i I 5/8" PLYWOOD ~EQUIPMENT~ I rrJ II -EQUIPMENT- ~ BASE CABINETBEYOND- JD At~ite~ura[ Studio, L~. 690 Berkrner Circle R, Gerald Di~o~ ¢3~ T: 434,2~,3~ F: ~4,220,3~ pRO.CT: BAR SECTION ~M R~SION DA~: D~ NO.: COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Mutual Aid Agreement with Buckingham County S U BJ ECTIPROPOSAL/REQU EST: BOS aPProval of Chairman authority to execute the "Mutual Aid Agreement" between Albemarle County and Buckingham County. STAFF CONTACT(S): Messrs. Tucker, Foley, Davis, Eggleston AGENDA DATE: October 1,2003 ITEM NUMBER: ACTION: INFORMATION: CONSENT AGENDA: ACTION: × INFORMATION: BACKGROUND: In October, 1999, Albemarle County proposed entering into written mutual aid agreements for fire and rescue services with each of its neighboring counties. These agreements assure the terms under which such aid is delivered and maximize the statutory immunity provided by Virginia Code §§ 27-2, 27-4, and 27-23.6. A standard agreement was prepared and forwarded to each county for review and approval. On September 8, 2003, Buckingham County approved the Agreement. It is the 8th and final county to do so. DISCUSSION: A Mutual Aid Agreement prepared by the Albemarle County Attorney between Albemarle County and Buckingham County has been approved by the Buckingham County Board of Supervisors. STRATEGIC PLAN: Strategic Direction: Provide Effective and Efficient County Services to the Public in a Courteous and Equitable Manner. Strategic Direction: Enhan ce the Quality of Life for All Albemarle County Citizens. Goal: By June 2004, the County will establish a strategy to ensure that its public safety systems meet the demands of the growing County. RECOMMENDATION: Staff recommends that the Board authorize the Chairman to execute the Mutual Aid Agreement on behalf of the County. 03.120 24-09-03 A10:06 IN MUTUAL AID AGREEMENT THIS.AGREEMENT made this day of ~ 2003, by and between Albemarle County, a political subdivision oft he Commonwealth of Virginia, hereinafter referred to as "Albemarle", and Buckingham County, a political subdivision of the Commonwealth of Virginia, hereinafter referred~to as "Buckingham", WHEREAS, it is deemed to be mutually beneficial to Albemarle and Buckingham to enter into an agreement concerning mutual aid with regard to fire and rescue services; and WHEREAS, the parties desire that the terms and conditions of this Mutual Aid Agreement be established pursuant to §§ 27-2, 27-4 and 27-23.6 of the Code of Virginia; NOW THEREFORE WITNESSETH, that for and in consideration of the mutual benefits to be derived by Albemarle and Buckingham from this Agreement, Albemarle and Buckingham hereby covenant and agree each with the other as follows: 1. That Albemarle and Buckingham will endeavor to provide fire suppression, fire prevention, rescue, hazardous materials response, and other related gox;ernmental services to the other county within the capabilities available at the time the request for such support is made. Such response may be by county-paid employees or by county volunteer company or department firefighters and rescuers. 2. That nothing contained in this Agreement should in any manner be construed to compel either county to respond to a request for services in the other county when the resources of the county to which the request is being made are needed, or are being used, within the boundaries of its own county, nor shall any such request compel the assisting county to continue to provide services in the other county when its personnel, apparatus or equipment are needed within the boundaries of its own county. 3. That each county acknowledges that it is fully capable of providing fire services, rescue services, hazardous material response services, and other related governmental services to adequately serve its respective county. 4. That neither county shall be liable to the other for any loss or damage to property or personal injury or death of personnel resulting from the performance of this Agreement. 5. That each county shall indemnify and save harmless the assisting county from all claims by third parties for property damage or personal injury which may .arise out of the activities of the assisting county resulting from the performance of this Agreement. 6. The county requesting assistance shall not be required to reimburse the assisting county 'for apparatus, equipment or personnel occasioned by a response for assistance, or for damage to such apparatus or equipment, or injuries to personnel incurred when responding in the other county; provided, ho~vever, the county requesting assistance under the terms of this Agreement shall pay the responding entity from the other county the actual cost of specialized extinguishing or hazardous material mitigation agents used in rendering assistance pursuant to this Agreement. 7. That the county requesting assistance pursuant to this Agreement shall make such request to the emergency communications center of the assisting county, which Will then contact the appropriate county officials to determine its response. 8. That when a county elects to respond to a request for assistance, the personnel making such response shall not become employees of the county requesting assistance for the purposes of the Virginia Workers Compensation Act. 9. That when a county elects to respond to a request for assistance, the personnel maiming such responding units shall remain under the command of the senior responding officer, and shall work as a unified company and shall not be split apart during the emergency operations unless ordered by the senior responding officer. 10. That when a county elects to respond to a request for assistance and the senior responding officer determines that the emergency operations are being conducted in an unsafe manner, the assisting county may limit its assistance to a support service or withdraw the assistance to ensure the safety of its personnel. This Agreement may be modified only by the mutual written consent of both 11. counties. 12. This Agreement may be terminated at any time by either county giving thirty (30) days written notice of termination to the other county. IN WITNESS THEREOF, Albemarle's Chairman o£the Board (~f Supervisors and Buckingham's Chairman of the Board of Supervisors execute this Agreement, they being authorized to do so. COUNTY.OF ALBEMARLE APPROVED AS TO FORM: By Lindsay G. Dorrier, Chairman Board of Supervisors COUNTY OF BUCKINGHAM Board of Supervisors Albemarle County Attorney Buc~i~am County Attomey COMMONWEALTH OF VIRGINIA 21'05.05 A09:05 DEPARTMENT OF THE STATE CORPORATION COMMISSION Richmond, Va. This is to certify that the foregoing is a true copy of the assessment made for the year 2003 by the State Corporation Commission of Virginia of the real and personal property of electric light and power corporations, electric suppliers, gas and pipeline distribution corporations, telecommunications companies, and water corporations as of the beginning of the first day of January 2003. RECEIVED SEP 1 3 COlalt¥ of AIIsemarle COla~ Executive's Office Teste: Clerk of the Commission To the Comptroller; President or proper officer of each company; Governing bodies of each County, City, and Town; Commissioners of the Revenue The foregoing certified copy of the assessments made by the State Corporation Commission of Virginia for the tax year 2003, is sent to you in accordance with the provisions of Title 58.1, Chapter 26, Article 6, of the Code of Virginia. Respectfully, Clerk of the Commission ELECTRIC LIGHT AND POWER CORPORATIONS (INCLUDING ELECTRIC SUPPLIERS) ALBEMARLE COUNTY A STATEMENT Showing the Value of Real and Tangible Personal Property of Electric Light and Power Corporations (including Electric Suppliers) in the Commonwealth of Virginia, assessed as of the beginning of the first day of January 2003, pursuant to Title 58.1, Chapter 26, Article 2, of the Code of Virginia. NAME OF COMPANY AND LOCATION 1. Value of 2. Value of 3. Value o£ 4,5. Value of 6. Value of 7. Value 8. Value of 9. Value of 10. Value of 11. Value 12. Value of Total Value OF PRINCIPAL OFFICE OR AGENCY land and generating station overhead underground of meters and street automobiles of general material and value of of IN VIRGINIA improvements, equipment, equipment, lines, conduit, line installations lighting and and trucks, plant supplies. / all merchants' (Name and address shown in transmission transmission conductors, transformers and signal equipment. Plant under property, capital. parentheses is the officer of the company and and and and property systems, construction. in charge of the settlement of taxes.) distribution, distribution, devices, services, on customers' LOCATION OF PROPERTY premises. CITY, COUNTY, TOWN AND DISTRICT Appalachian Power Company Roanoke (T. F. Johnson, AEP-Tax Department, AEP - 1 Riverside Plaza, P. O. Box 16428, Columbus, OH 43216-0428) ALBEMARLE COUNTY: ALL DISTRICTS 388,966 0 1,734,541 4,062,163 960,730 1,324,901 271,883 22,386 48,819 4,731 25,569 8,844,689 0 SCOTTSVILLE, TOWN OF 0 0 0 25,274 1,118 84,000 30,598 11,588 0 0 2,976 155,554 0 TOTAL ALBEMARLE COUNTY .......... 388,966 0 1,734,541 4,087,437 961,848 1,408,901 302,481 33,974 48,819 4,731 28,545 9,000,243 0 Central Virginia Electric Coop. Lovingston (Howard L. Scarboro, President & CEO, P. O. Box 247, Lovingston, VA 22949-0247) ALBEMARLE COUNTY: ALL DISTRICTS 335,523 0 1,013,878 3,229,497 1,084,626 2,031,165 243,460 0 0 0 0 7,938,149 0 SCOTTSVILLE, TOWN OF 0 0 0 4,241 0 3,626 589 0 0 0 0 8,456 0 rOYAL ALBEMARLE COUNTY .......... 335,523 0 1,013,878 3,233,738 1,084,626 2,034,791 244,049 0 0 0 0 7,946,605 0 ELECTRIC LIGHT AND POWER CORPORATIONS (INCLUDING ELECTRIC SUPPLIERS) - ALBEMARLE COUNTY - CONTINUED 2 NAME OF COMPANY AND LOCATION 1. Value of 2. Value of 3. Value of 4,5. Value of 6. Value of 7. Value 8. Value of 9. Value of 10. Value of 11. Value 12. Value of Total Value OF PRINCIPAL OFFICE OR AGENCY land and generating station overhead underground of meters and street automobiles of general material and value of of IN VIRGINIA improvements, equipment, equipment, lines, conduit, line installations lighting and and trucks, plant supplies. / all merchants' (Name and address shown in transmission transmission conductors, transformers and signal equipment. Plant under property, capital. parentheses is the officer of the company and and and and property systems, construction. in charge of the settlement of taxes.) distribution, distribution, devices, services, on customers' LOCATION OF PROPERTY premises. CITY, COUNTY, TOWN AND DISTRICT Louisa Generation, LLC (Robert L. Kees, Asst. V. P. & Controller, 4201 Dominion Blvd., Glen Allen, VA 23060) ALBEMARLE COUNTY: ALL DISTRICTS 191,200 0 0 0 0 0 0 0 0 0 0 191,200 0 Potomac Edison Company, (The) Winchester (John Sundin, Tax Manager, Cn'eensburg Corporate Center, 800 Cabin Hill Drive, Greensburg, PA 15601) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 330,499 47,110 74,097 10,371 5,158 0 0 551 467,786 0 Rappahannock Electric Cooperative Fredericksburg (Cecil E. Viverette, Jr., President, P. O. Box 7388, Fredericksburg, VA 22404) ALBEMARLE COUNTY: ALL DISTRICTS 174,900 0 3,895,169 1,535,809 1,094,180 1,023,944 313,946 0 0 0 159,526 8,197,474 0 ELECTRIC LIGHT AND POWER CORPORATIONS (INCLUDING ELECTRIC SUPPLIERS) - ALBEMARLE COUNTY - CONTINUED NAME OF COMPANY AND LOCATION 1. Value of 2. Value of 3. Value of 4,5. Value of 6. Value of 7. Value 8. Value of 9. Value of 10. Value of 11. Value 12. Value of Total Value OF PRINCIPAL OFFICE OR AGENCY land and generating station overhead underground of meters and street automobiles of general material and value of of IN VIRGINIA improvements, equipment, equipment, lines, conduit, line installations lighting and and trucks, plant supplies. / all merchants~ (Name and address shown in transmission transmission conductors, transformers and signal equipment. Plant under property, capita/. parentheses is the officer of the company and and and and property systems, e0nstruetion. in charge of the settlement of taxes.) distribution, distribution, devices, services, on customers' LOCATION OF PROPERTY CITY, COUNTY, TOWN AND DISTRICT premises. Virginia Electric & Power Company Richmond (Jim Wagner, Lead Aeeoontant, Tax Dept. 17th/OJRP, P. O. BOX 26666, Richmond, VA 23261) ALBEMARLE COUNTY: ALL DISTRICTS 1,t97,082 0 10,121,278 24,311,568 32,287,713 23,804,199 3,301,194 1,076,809 59,562 1,593,906 2,028,070 99,781,381 0 ~RAND TOTAL ALBEMARLE ........ 2,287,671 0 16,764,866 33,499,051 35,475,477 28,345,932 4,172,041 1,115,941 108,381 1,598,637 2,216,692 125,584,689 0 GAS CORPORATIONS AND PIPELINE DISTRIBUTION CORPORATIONS - ALBEMARLE COUNTY A STATEMENT Showing the Value of Real and Tangible Personal Property of Gas Corporations and Pipeline Distribution Corporations in the Commonwealth of Virginia, assessed as of the beginning of the first day of January 2003, pursuant to Title 58.1, Chapter 26, Article 2, of the Code of Virginia. NAME OF COMPANY AND LOCATION OF PRINCIPAL 1. Value of 2. Value of 3A. Value of 3B. Value of 4. Value of 5. Value of 6. Value of 7. Value of Total 8. Value OFFICE OR AGENCY IN VIRGINIA land and machinery, automobiles furniture, mains, services, meters and material and value of of (Name and address shown in parentheses is the officer improvements, and fixtures and regulators, supplies. / all merchants' of the company in charge of the settlement of taxes.) trucks, miscellaneous Plant under property, capital. LOCATION OF PROPERTY equipment, construction. CITY, COUNTY, TOWN AND DISTRICT Columbia Gas of Virginia, Inc. Columbus (Mark Fehling, Director, State & Local Taxes, 200 Civic Center Dr., Columbus, OH 43215) ALBEMARLE COUNTY: ALL DISTRICTS 11,900 26,086 0 0 130,571 8,464 2,938 3,976 183,935 0 SCOTTSVILLE, TOWN OF 0 14,776 . 0 0 35,991 79,122 2,627 0 132,516 0 Company Total ............... 11,900 40,862 0 0 166,562 87,586 5,565 3,976 316,451 0 GRAND TOTAL ALBEMARLE COUNTY .......... 11,900 40,862 0 0 166,562 87,586 5,565 3,976 316,451 0 TELECOMMUNICATIONS COMPANIES ALBEMARLE COUNTY A STATEMENT Showing the Value of Real and Tangible Personal Property of Telecommunications Companies in the Commonwealth of Virginia, assessed as of the beginning of the first day of January 2003, pursuant to Title 58.1, Chapter 26, Article 2, o£ the Code of Virginia. NAME OF COMPANY AND LOCATION OF PRINCIPAL CLASS 1 CLASS 2 CLASS 3 OFFICE OR AGENCY IN THIS STATE Total Value (Name and address shown in parentheses is the officer Value of Value of Value of Value of land Value of Value of Value of Value of Value of Value of value of of of the company in charge of the settlement of taxes.) pole line. conduit, wire lines. (other than antennas, central station automobiles general material and all merchants' LOCATION OF PROPERTY right of way) office equipment and trucks, equipment, supplies. / property, capital. CITY, COUNTY, TOWN AND DISTRICT buildings and equipment, and apparatus. Plant under towers, construction. AFN Telecom, LLC (Carol McNern, Tax Planning & Compliance 2 West 2nd Street Tower II Tulsa, OK 74103-3123) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 40,158 0 0 0 0 0 0 0 40,158 0 ALLTEL Communications of Virginia No. 1, Inc. (c/o Robert d. Rash & Associates, Inc. l?ffen~taHouse, TaxManager _ / -_ ~ _ / PO Box 1600 Rowlett, TX 75030-1600) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 3J,189 767 11,698 0 0 45,602 0 89,256 0 ALLTEL COMMUNICATIONS OF VIRGINIA, ~' ~' .' INC. d/b/a Alltel Communications, Inc. / (c/o Robert D. Rash & Associates, Inc. ATYN: Brenda House, Tax Manager ; P.O. Box 1600 Rowlett, TX 75030-1600) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 2,889,893 353,661 6,551,655 0 40,181 491,481 14,420 10,341,291 268,000 TELECOMMUNICATIONS COMPANIES - ALBEMARLE COUNTY - CONTINUED 2 NAME OF COMPANY AND LOCATION OF PRINCIPAL CLASS 1 CLASS 2 CLASS 3 OFFICE OR AGENCY 1N THIS STATE Total Value (Name and address shown in parentheses is the officer Value of Value of Value of Value of land Value of Value of Value of Value of Value of Value of value of of of the company in charge of the settlement of taxes.) pole line. conduit, wire lines. (other than antennas, central station automobiles general material and all merchants' LOCATION OF PROPERTY right of way) office equipment and trucks, equipment, supplies. / property, capital. CITY, COUNTY, TOWN AND DISTRICT buildings and equipment, and apparatus. Plant under towers, construction. ALLTEL COMMUNICATIONS OF VIRGINIA, INC. Continued. ALBEMARLE COUNTY: SCOTTSVILLE, TOWN OF 0 0 0 98,871 11,053 265,331 0 0 0 0 375,255 Company Total ............ 0 0 0 2,988,764 364,714 6,816,986 0 40,181 491,481 14,420 10,716,546 268,00¢ AT&T Communications of Virginia, LLC (Jim DiFerdinando, Tax Director P. O. Box 7207 / / Bedminster, NJ 07921) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 345,116 445,328 0 1,170,436 0 0 5,371 0 1,966,251 ' ' ¢ SCOTTSVILLE, TOWN OF 0 0 4,290 2,947 0 68,187 0 0 0 1,004 76,428 ¢ Company T~al ! ........... 0 0 349,406 -- 448,275 0 1,238,623 0 --0 5,371 1,004 2,042,679 ¢ ~deiphia Business Solutions of Virginia, LLC d/b/a TelCove (Mary Dimouro 712 North Main Street Coudersport, PA 16915) ALBEMARLE COUNTY: ALL DISTRICTS ~ 0 0 178,975 0 0 0 0 0 0 0 178,975 TELECOMMUNICATIONS COMPANIES - ALBEMARLE COUNTY - CONTINUED NAME OF COMPANY AND LOCATION OF PRINCIPAL CLASS 1 CLASS 2 CLASS 3 OFFICE OR AGENCY IN THIS STATE Total Value (Name and address shown in parentheses is the officer Value of Value of Value of Value of land Value of Value of Value of Value of Value of Value of value of of of the company in charge of the settlement of taxes.) pole line. conduit, wire lines. (other than antennas, central station automobiles general material and all merchants' LOCATION OF PROPERTY right of way) office equipment and trucks, equipment, supplies. / property, capital. CITY, COUNTY, TOWN AND DISTRICT buildings and equipment, and apparatus. Plant under towers, construction. American Telephone And Telegraph Co. of Va. (Jim DiFerdinando, Tax Director P. O. Box 7207 Bedrninster, NJ 07921) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 678,156 6,126,219 0 2,148,646 18,040 0 51,712 5,317 9,028,090 0 SCOTTSVILLE, TOWN OF 0 ~ 8,775 32,661 0 274,991 0 0 0 0 316,~27 Company Total ............ / 0 0 686,931 6,158,880 0 / 2,423,637 18,040 0 51,712 /5,317 9,344,517 0 Cellco Partnership dPo/a Verizon Wireless (Margaret Rooney, Tax Manager P.O. Box 7028 B edminster, NJ 07921-7028) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 22,895 0 138,481 0 0 5,364 19,324 186,064 13 Uentral Telephone Company of Virginia (Jack Denny, Property Tax Specialist Property Tax Department P.O. Box 12913 Shawnee Mission, KS 66282-2913) t ALBEMARLE COUNTY: ALL DISTRICTS 922,47~ 364,118 30,361,085 3,890,949 0 2,211,476 4,211 476,806 3,005 64,3~5 38,298,483 SCOTTSVILLE, TOWN OF 21,501 0 146,122 173,270 0 1,511,641 3,994 0 6,044 20,787 1,883,359 0 Company Total ............ 943,979 364,118 30,507,207 4,064,219 0 3,723,117 8,205 476,806 9,049 85,142 40,181,842 0 TELECOMMUNICATIONS COMPANIES - ALBEMARLE COUNTY - CONTINUED 4 NAME OF COMPANY AND LOCATION OF PmNCmAL CLASS 1 CLASS 2 CLASS 3 OFFICE OR AGENCY IN THIS STATE Total Value (Name and address shown in parentheses is the officer Value of Value of Value of Value of land Value of Value of Value of Value of Value of Value of value of of of the company in charge of the settlement of taxes.) pole line. conduit, wire lines. (other than antennas, central station automobiles general material and all merchants' LOCATION OF PROPERTY right of way) office equipment and trucks, equipment, supplies. / property, capital. CITY, COUNTY, TOWN AND DISTRICT buildings and equipment, and apparatus. Plant under towers, construction. Charlottesville Cellular Partnership d/b/a US Cellular (Mouv-Lang Lov, Property Tax Lead P.O. Box 31369 Chicago, IL 60631) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 1,689,,796 605,301 1,504,524 0 0 41,207 130,970 3,971,798 13 Devon Mobile Communications, L.P. / / / (Todd Dietrich 275 Oak Street Buffalo, NY i4203) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 0 6,758 59,341 0 0 0 0 66,099 0 Dominion Telecom, Inc. (Ed Diggs, Associate Tax -.. _.. .. P.O. Box 26666 17th Floor Richmond, VA 23261) AL'~EMARLE COUNTY: " " ALL DISTRICTS 0 0 0 0 0 2,188,863 0 0 0 0 2,188,863 0 MCI WORLDCOM Communications of VA, Inc. .. Stacy Corm, Property Tax Manager 500 Clinton Center Drive Clinton, MS 39056) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 0 0 4,376 0 0 7,316 0 11,692 0 TELECOMMUNICATIONS COMPANIES - ALBEMARLE COUNTY - CONTINUED NAME OF COMPANY AND LOCATION OF PRINCIPAL CLASS 1 CLASS 2 CLASS 3 OFFICE OR AGENCY IN THIS STATE Total Value (Name and address shown in parentheses is the officer Value of Value of Value of Value of land Value of Value of Value of Value of Value of Value of value of of of the company in charge of the settlement of taxes.) pole line. conduit, wire lines. (other than ~ antennas, central station automobiles general material and all merchants' LOCATION OF PROPERTY right of way) office equipment and trucks, equipment, supplies. / property, capital. CITY, COUNTY, TOWN AND DISTRICT buildings and equipment, and apparatus. Plant under towers, consU'ucfion. MCI WORLDCOM Communications of VA, Inc. Continued. MCI WORLDCOM Network Services, Inc. (Stacy Conn, Property Tax Manager 500 Clinton Center Drive Clinton, MS 39056) ALBEMARLE COUNTY: ALL DISTRICTS / 0 0 0 733 / 0 59,541 0 0 14,758 157 75,189 NTELOS Network Inc. (Steven Craig Highland, Director Tax Poli~y P.O. Box 1990 Waynesboro, VA 22980-7590) ALBEMARLE COUNTY: ~ / -- ~ ALL DISTRICTS 282,998 0 637,509 0 0 66,804 10,804 8,626 0 0 1,006,741 NTELOS Telephone Inc. (Steven Craig Highland, Director Tax Policy 401 Spring Lane Waynesboro, VA 22980) ., / ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 33,967 0 0 0 0 0 0 33,967 I~ELECOMMUNICATIONS COMPANIES - ALBEMARLE COUNTY - CONTINUED 6 NAME OF COMPANY AND LOCATION OF PRINCIPAL CLASS 1 CLASS 2 CLASS 3 OFFICE OR AGENCY 1N THIS STATE Total Value (Name and address shown in parentheses is the officer Value of Value of Value of Value of land Value of Value of Value of Value of Value of Value of value of of of the company in charge of the settlement of taxes.) pole line. conduit, wire lines. (other than antennas, central station automobiles general material and all merchants' LOCATION OF PROPERTY right of way) office equipment and trucks, equipment, supplies. / property, capital. CITY, COUNTY, TOWN AND DISTRICT buildings and equipment, and apparatus. Plant under towers, construction. Nextel Communications of the Mid-Atlantic, Inc (Adele M. Jaffin, Manager II 2430 A Mariner's Square Loop Alameda, CA 94501) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 0 0 24,170 0 0 0 0 24,170 Nextel WIP License Corp. d/b/a'Nextel Partners, Inc. or NPCR, Inc. / (Jeanette VanBelle, Finance Manager 4500 Carillon Point Kirkland, WA 98033) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 452,103 27,717 960,019 0 0 471 242,514 1,682,824 3mnipoint DC Area De License, LLC. d/b/a Omnipoint Communication Cap Operations ._ .. (Martha Jackle, Manager, State & Local Tax Attn: Tax Department 12920 SE 38th Street Bellevue, WA 98006) ALBEMARLE COUNTY: ALL DiSTRICTS 0 t 0 0 0 88,196 0 0 0 0 0 8~,196 13 TELECOMMUNICATIONS COMPANIES - ALBEMARLE COUNTY - CONTINUED 7 NAME OF COMPANY AND LOCATION OF PRINCIPAL CLASS 1 CLASS 2 CLASS 3 OFFICE OR AGENCY IN THIS STATE Total Value (Name and address shown in parentheses is the officer Value of Value of Value of Value of land Value o£ Value of Value of Value of Value of Value of value of of of the company in charge of the settlement of taxes.) pole line. conduit, wire lines. (other than antennas, central station automobiles general material and all merchants' LOCATION OF PROPERTY right of way) office equipment and trucks, equipment, supplies. / property, capital. CITY, COUNTY, TOWN AND DISTRICT buildings and equipment, and apparatus. Plant under towers, construction. SouthernNet Systems, Inc. (Stacy Conn, Property Tax Manager 500 Clinton Center Drive Clinton, MS 39056) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 475,767 0 0 0 0 0 0 0 475,767 0 Sprint Communications Company, UP (Jack Denny, Property Tax Specialist / / P.O. Box 12913 Shawnee Mission, KS 66282-2913) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 1,307,886 0 0 27,648 0 0 0 0 1,335,534 0 Triton PCS License Company, LLC-- J ~ ~ --i d?o/a SunCom (Michael Bonini, Tax Manager -,- 1100 Cassatt Road Berwyn, PA 19312) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 0 53,702 5,179,441 ' 0 0 0 14,410 5,247,553 0 Verizon Virginia Inc. i (Bob Garringer / P.O. Box 152206 Irving, TX 75015-2206) ALBEMARLE COUNTY: ALL DISTRICTS 43,665 1,366,140 5,655,235 189,218 0 1,254,013 5,547 0 11,442 0 8,525,260 TELECOMMUNICATIONS COMPANIES - ALBEMARLE COUNTY - CONTINUED 8 NAME OF COMPANY AND LOCATION OF PRINCIPAL CLASS 1 CLASS 2 CLASS 3 OFFICE OR AGENCY IN THIS STATE Total Value (Name and address shown in parentheses is the officer Value of Value of Value of Value of land Value of Value of Value of Value of Value of Value of value of of of the company in charge of the settlement of taxes.) pole line. conduit, wire lines. (other than antennas, central station automobiles general material and all merchants' LOCATION OF PROPERTY right of way) office equipment I and tracks, equipment, supplies. / property, capital. CITY, COUNTY, TOWN AND DISTRICT buildings and equipment, and apparatus. Plant under towers, construction. Verizon Virginia Inc. Continued. ALBEMARLE COUNTY: SCOTTSVILLE, TOWN OF 0 0 7,311 0 0 0 0 0 0 0 7,311 0 Company Total ............ 43,665 1,366,140 5,662,546 189,218 0 1,254,013 5,547 0 11,442 0 8,532,571 0 Virginia Cellular, LLC Cellular One (Tayna Sprouse P.O. Box 1002 Staunton, VA 24402) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 95,321 2,487 42,879 0 0 0 0 140,687 0 Virginia PCS Alliance, L.C. (Steven Craig Highland, Tax Manager P.O. Box 1990 Waynesboro VA.22980-7590) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 383,193 281,607 4,524,857 46,337 0 0 0 5,235,994 84,341 Virginia RSA 6 Cellular Limited Partnership (Steven Craig Highland, Tax Manager P. O. Box 1990 Waynesboro, VA 22980-7590) ALBEMARLE COUNTY: ALL DISTRICTS 0 0 0 82,987 0 0 143,537 0 41,882 0 268,406 0 .......... 1,270,642 1,730,258 39,846,385 I 16,641,540 1,431,249 30,249,018 232,470 525,613 725,655 513,258 93,166,088 352,341 GRAND TOTAL ALBEMARLE COUNTY WATER CORPORATIONS - ALBEMARLE COUNTY A STATEMENT Showing the Value of Real and Tangible Personal Property of Water Corporations in the Commonwealth o£Virgima, assessed as of the beginning of the fa:st day of January 2003, mrsuant to Title 58.1, Chapter 26, Article 2 of the Code of Virginia. NAME OF COMPANY AND LOCATION OF PRINCIPAL 1. Value of 2. Value of 3A. Value of 3B. Value of 4. Value of 5. Value of 6. Value of 7. Value of Total 8. Value OFFICE OR AGENCY IN VIRGINIA land and machinery, automobiles furniture, mains, services meters and material and value of of (Name and address shown in parentheses is the officer improvements, and fixtures and and fire other plant supplies. / all merchants' of the company in charge of the settlement of taxes.) trucks, miscellaneous hydrants, equipment. Plant under property, capital. LOCATION OF PROPERTY equipment, construction. CITY, COUNTY, TOWN AND DISTRICT Broad Run Service Corporation Fairfax (Eric Lamb, Pres., P O Box 986, Stanardsville, VA 22973) ALBEMARLE COUNTY: ALL DISTRICTS ~92 292 0 0 235 0 0 0 819 0 Earlysville Forest Water Company Charlottesville (Bryan Hiles, Controller, C/O AquaSource Inc., 41 t Seventh Ave, 14th Floor .... I -- [ Pittsburg, PA 15219) ALBEMARLE COUNTY: ALL DISTRICTS 73,509 14,481 0 0 90,307 4,660 17,101 439 200,497 0 Keswick Utilities, Inc. Keswick, Va (Dean P. Andrews, Pres., " " " 701 Club Drive, Keswick, VA 22947) ' - ALBEMARLE COUNTY: ALL DISTRICTS 467,877 0 0 0 450,440 0 0 0 918,317 0 WATER CORPORATIONS - ALBEMARLE COUNTY - CONTINUED 2 NAME OF COMPANY AND LOCATION OF PRINCIPAL 1. Value of 2. Value of 3A. Value of 3B. Value of 4. Value of 5. Value of 6. Value of 7. Value of Total 8. Value OFFICE OR AGENCY 1N VIRGINIA land and machinery, automobiles furniture, mains, services meters and material and value of of (Name and address shown in parentheses is the officer improvements, and fixtures and and fire other plant supplies. / all merchants' of the company in charge of the settlement of taxes.) trucks, miscellaneous hydrants, equipment. Plant under property, capital. LOCATION OF PROPERTY equipment, construction. CITY, COUNTY, TOWN AND DISTRICT Oakhill Water Company, Inc. Charlottesville (Sue B. Minor, Pres., 1017 Forest Lodge Lane, Charlottesville, VA 22903) ALBEMARLE COUNTY: ALL DISTRICTS 45,113 815 0 0 6,292 0 12,394 0 64,614 0 Peacock Hill Service Company Ivy (Frank McCarthy, Treas., P.O. Box 284, Ivy, VA 22945). ALBEMARLE COUNTY: ALL DISTRICTS 160,843 64,969 0 1,567 1,401 0 42,043 0 270,823 0 Public Service Company o~ Virginia, Inc. Charlottesville (Joseph M. Castro, Pres., P.O. Box 304, -" -" Greenwood, VA 22943) ALBEMARLE COUNTY: ALL DISTRICTS 15,113 3,618 0 0 1,271 117 0 0 20,119 0 GRAND TOTAL ALBEMARLE COUNTY ........ 762,747 84,175 0 1,567 549,946 4,777 71,538 439 1,475,189 0 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: TJPDC Legislative Program SUBJECT/PROPOSALIREQUEST: Draft TJPDC Legislative Program STAFF CONTACT{S): Tucker, White, AIIshouse, Blount AGENDA DATE: October 1, 2003 ACTION: CONSENT AGENDA: ACTION: ATTACHMENTS: REVIEWED BY: ITEM NUMBER: INFORMATION: INFORMATION: X Yes ~ BACKGROUND: The Thomas Jefferson Planning District Commission works with the County and other planning district members each year to develop a legislative program for the General Assembly session. The draft of the 2004 TJPDC Legislative Program is included for your review. DISCUSSION: The Draft 2004 Legislative Program follows the same format as in prior years, with pdority "action items" and a section highlighting some of the most important ongoing concerns. The County's major issues are included in the draft program. STRATEGIC PLAN: Strategic Direction: Provide effective and efficient county services to the public in a courteous and equitable manner. RECOMMENDATION: Staff recommends Board members review the attached Draft 2004 TJPDC Legislative Program, and submit any suggested changes to the County Executive. The Board will be asked to approve the Program at the November 5 Board meeting. 03.123 24-0g-03 P02:05 IN DRAFT 2004 Thomas Jefferson Planning District Legislative Program Representing the Local Governments of: Albemarle County City of Charlottesville Fluvanna County Louisa County Nelson County October 2003 Jeri Allen, Chairman Harrison B. Rue, Executive Director David C. Blount, Legislative Liaison STANDARDS OF QUALITY FUNDING Legislative Position of TJPDC, Charlottesville, and the Counties of Albemarle, Fluvanna, Louisa and Nelson The Planning District's member localities believe the state should fund its share of the 'realistic costs of meeting the Standards of Quality (SOQ) and that existing education programs should not be eliminated to fund SOQ requirements. During the state's fiscal crunch the past several years, funding for the state share of the SOQ has not been reduced. However, in order to maintain SOQ funding, the budget transferred money from other educational programs outside the SOQ, shifted costs to localities (such as $36 million in costs for the retired teacher health insurance program) and depleted more than a quarter billion dollars from the Literary Fund, historically used to provide low interest loans for school construction, to pay for teacher retirement. Increased state funding exceeding $500 million is needed just to continue the current SOQ, without any program changes, in the 2004-2006 biennium. This includes instructional and support costs associated with an expected 32,000 additional students and teacher salary cost updates. In addition, the Board of Education (BOE) has proposed initiatives that would add an additional 12,000 positions at a state cost of $324 million in FY04. Local government costs for these initiatives would be just under $260 million, much of which localities already are funding. This proposal would add positions for principals, assistant principals, elementary resource teachers in music, art and physical education, speech language pathologists, reading specialists, technology personnel and additional staffing to reduce secondary school class sizes. As our school divisions continue to work toward the Standards &Accreditation (SOA) accountability goals for both schools and students, and face increased costs for complying with the federally-mandated No Child Left Behind (NCLB) Act, reductions in state education funding would hinder the progress being made. COMPREHENSIVE SERVICES ACT Legislative Position of TJPDC, Charlottesville, and the Counties of Albemarle, Fluvanna, Louisa and Nelson The Planning District's member localities support full funding of the state pool for the Comprehensive Services Act (CSA), with allocations based on realistic anticipated levels of need, and a cap on local expenditures for serving a child through CSA. Since the inception of the Comprehensive Services Act over a decade ago, there has been pressure to hold down costs, to cap state costs for serving mandated children, to increase local match levels and to make the program more uniform by attempting to control how localities run their programs. During this time, state and local costs of residential and non-residential mandated services have steadily increased. Initial state appropriations for CSA fall short each year, challenging the state to find its share of funding and forcing localities to request supplemental state appropriations. In fact, many localities exhaust their annual base allocation in only a few months. We believe this distinction between base and supplemental budgets should be eliminated and that caps be placed on local expenditures to combat higher local costs for serving mandated children. We also encourage the state to be proactive in making service providers available, especially in rural areas, and in giving localities more flexibility to serve children when state CSA funding is reduced. ((This section to be updated with local CSA cost figures)) ~Albemarle's local contribution has nearly doubled over the past five years. ~Nelson ~Fluvanna' s ~Louisa' s ~Charlottesville's local costs are nearing $2 million. ENVIRONMENTAL QUALITY Legislative Position of TJPDC, Charlottesville, and the Counties of Albemarle, Fluvanna, Louisa and Nelson The Planning District's member localities believe that environmental quality should be funded and promoted through a comprehensive approach and address air and water quality, solid waste management, land conservation and land use policies. We are committed to the protection and enhancement of the environment. This commitment recognizes the need to achieve a proper balance between environmental regulation and the socio-economic health of our communities within the constraints of available revenues. Such an approach requires regional cooperation due to the interjurisdicational nature of many environmental resources and adequate state funding to support local and regional efforts. We recognize that the state faces high-cost commitments associated with, among others, the 2000 Chesapeake Bay Agreement, Total Maximum Daily Load (TMDL) requirements, tributary strategies and various natural resources programs. However, we do not believe the state should impose a fee, tax or surcharge on water, sewer, solid waste or other local government services to pay these costs. To do so would set a disturbing precedent whereby the state could levy surcharges on local user fees to fund state priorities. We also believe: · The state should be a partner and advocate for localities in water supply development, and should work with and assist localities in addressing water supply issues, including investing in regional projects. The state's water supply planning efforts should continue to involve local governments. · The state should reduce permit application fees associated with storm water management and stream mitigation projects, as recent fee increases have adversely impacted local abilities to adopt regional storm water management programs and to undertake projects needed for stream protection. Fees should be used only to cover costs of administering the program. · The state should 1) ensure landfill closure schedules permit facilities posing no threat to property or the pubhc to continue to operate through their allowable life, and 2) provide adequate funding for landfill closure and post-closure costs. · The state should not enact legislation mandating expansion of the area covered by the Chesapeake Bay Preservation Act. Instead, the state should provide legal, financial and technical support to localities that wish to comply with any of the Act's provisions and allow localities to use other practices to achieve objectives toward improving water quality. · We support state action to clarify that a locality has full authority to regulate the land application of sewage sludge. I PUBLIC SAFETY Legislative Position of TJPDC, Charlottesville, and the Counties of Albemarle, Fluvanna, Louisa and Nelson The Planning District's member localities encourage state financial support, cooperation and assistance for law enforcement, criminal justice activities, emergency medical care and fire services responsibilities carried out locally. We encourage the state to make Compensation Board funding a top funding priority. State budget cuts the past several years have resulted in local governments, in many cases, funding all or part of the shortfall of constitutional officer budgets. ((This paragraph to be updated with local impact figures)) We urge the state to continue funding the HB 599 law enforcement program. ((To be update with local impact figures)). We support continued state funding of drug courts (the state provided the 25% local match for Byme grant funds in FY04). Local funding has aided this court- supervised alternative to jail or probation that has proven it saves dollars (cost is $3,000- $5,000/year compared with $19,000/year for adult incarceration) and lowers recidivism (single digit rates since inception of the local drag court). In addition, we support the following: · Shared funding by the state of the costs to construct and operate regional jails. However, the state should not adopt language that would disallow exemptions fi.om the federal prisoner offset and should maintain the per diem payment to localities for housing state-responsible prisoners. · Continued fimding for services under the Pre-Release and Post-Incarceration Services (PAPIS), Community Corrections and Pretrial Services Acts. · Legislation that will enable additional localities to install and operate traffic light signal photo-monitoring systems and to provide that motorists yield to transit buses that are reentering a highway travel lane. We oppose the following: · Legislation that reduces or removes local government authority to limit the carrying of weapons in public buildings and other public facilities. · State operation of local and regional jails. TAX STRUCTURE AND REFORM Legislative Position of TJPDC, Charlottesville, and the Counties of Albemarle, Fluvanna, Louisa and Nelson The Planning District's member localities believe that any changes to Virginia's tax code should not reduce local government revenues or restrict local taxing authority. The state should broaden the revenue sources available to local governments, rather than capping, removing or restricting those sources, taxing authority or user fees. We recognize that fmancing government projects and programs should be a parmership between the state and localities. However, with our limited ability to raise funds and our sometimes-stagnant revenue streams, we strain to meet services demanded by residents and those mandated by the state and federal governments. Accordingly, we oppose unfunded state and federal mandates and the cost shifting that has occurred when the state fails to fund mandates or reduces or eliminates funding for state-supported programs. This cost shifting reduces our ability to meet local needs and forces our citizens to bear tax and fee increases (which our localities have implemented) to pay for such programs and services. State funding reductions for state-required services/programs should be accompanied by corresponding relaxation of the state requirement. Any changes resulting from the work of the State Tax Code Commission should enable the state to meet the financial obligations it has made to localities as a result of its own policy decisions. The state should not reduce local government revenues or restrict local taxing authority; rather, it should equalize the revenue-raising authority of counties with that of cities. Any changes to the telecommunications tax structure also should preserve local government revenues and should not place undue restrictions on determining local rates. We believe the state should consider paying all costs for fully funding certain state programs carded out at the local level, such as constitutional officers, jails, juvenile detention centers, social services, health departments and the Comprehensive Services Act. We also support Virginia's participation in the national uniform sales tax initiative. lLAND USE AND GROWTH MANAGEMENT Legislative Position of TJPDC, Charlottesville, and the Counties of Albemarle, Fluvanna, Louisa and Nelson The Planning District's member localities oppose any preemption or circumvention of existing local authority to regulate land use and encourage the state to provide local governments with additional tools to manage growth. Current land use authority often is inadequate to allow local governments to provide for balanced, sustainable growth in a manger that protects and improves the quality of life. In recent years, the state has limited local governments in their efforts to manage growth by enacting provisions that reduced local authority to enforce the comprehensive plan or to regulate land use. Further, infrastructure costs associated with new developments are borne by all taxpayers, rather than by those bringing about the need for the expenditure, thus straining our ability to pay for these costs of growth in a time of declining revenues. Accordingly, we support legislation to allow localities to adopt ordinances that included provisions for determining whether public facilities are adequate (APFO ordinances) to support services required by a proposed development. Specific Recommendations: · The General Assembly should preserve existing authority for localities to regulate land use. · We support enabling legislation that would provide local governments with various additional tools, such as impact fees, flexibility for proffers, adequate public facilities ordinances and transfer and purchase of development rights, to manage growth. · We support dedicated state funding to acquire, preserve and maintain open space and recreation lands, including directing available federal funds to localities. · We endorse legislation to enable localities to enact scenic protection and tourist enhancement districts. · We oppose changes (e.g. required mandatory setbacks) to the Uniform Statewide Building Code that hinder the implementation of local ordinances. lTRANSPORTATION Legislative Position of TJPDC, Charlottesville, and the Counties of Albemarle, Fluvanna, Louisa and Nelson The Planning District's member localities urge the state to address documented and future construction funding shortfalls and to provide secondary road and street maintenance funding on top of construction dollars. The mount of construction funding being used to support maintenance and operations activities continues to grow. As a result, about $62 million per year in transfers fi:om the construction fund to the maintenance fund is expected through FY09. Maintenance and other operational activities are expected to exceed construction expenditures in FY2005. Prior to last year, excess maintenance dollars were transferred to the construction fund. We appreciate the Commonwealth Transportation Board's efforts to bring the six- year transportation plan in line with realistic revenue projections, to eliminate deficit- financing practices (more than $670 million will be dedicated over six years to eliminate most project deficits) and to better coordinate transportation and land use planrfing. We believe the state should direct its funding efforts at all modes of transportation, as local governments continue to invest more in transportation (including public transportation, construction, operations, and planning and maintenance) in an attempt to react to local and regional congestion and economic development issues and due to continued failure by the state to meet transportation demands. We also support the following: 1) the use of modem roundabouts in lieu of conventional intersection design and allowance of .signal replacement funding for construction of roundabouts; 2) funding of the TransDominion Express with stops at Oak Ridge and Charlottesville; and 3) measures that would clarify Code language relating to bicycle operation and safety of bicyclists on public roadways. ECONOMIC DEVELOPMENT The Planning District and its member localities recognize economic development and workforce training as essential to the continued viability of the Commonwealth. We support policies that closely link the goals of economic development and workforce development and that result in an increased standard of living for all residents. · We support an Economic Development Strategic Plan for the Commonwealth that more clearly defines responsibilities of state and local governments and includes new tools for local governments to use in attracting economic development oppommities. · We support restored funding for the Regional Competitiveness Act to continue meamngful opportunities for regional projects. We also support restored state funding for the Industrial Site Development Fund, the Governor's Opportunity Fund and tourism initiatives that help promote economic development in localities and regions. · The state should recognize the disparity in rewards of economic development between the state and localities, as well as between host locality and surrounding areas. HEAL TH AND HUMAN SER VICES The Planning District and its member localities recognize that special attention must be given to developing circumstances under which people, especially the disabled, the poor, the young and the elderly, can achieve their full potential. Reductions to community agencies are especially troublesome, as their activities often end up preventing more costly services later. The delivery of health and human services must be a collaborative effort from federal, state and local agencies. We urge the General Assembly to ensure funding is available to continue such valuable preventive services. · We oppose any changes in state funding or policies that result in an increase of the local share of costs for human services, including changes that would require additional local contributions for indigent care. further reductions to the Virginia Juvenile Community Crime Control Act (VJCCCA) program, which has produced a statewide 25% drop in Department of Juvenile Justice commitments since 1998. -~, },,,,e ......... Further, the state should maintain a formula- driven allocation process for VJCCCA funding. · The state should fired local Offices on Youth. Our communities have less capacity to generate new resources to serve young people because of cuts to these offices. ((Data/info on local impacts to be inserted here)). · The state should provide sufficient fimding to allow Community Services Boards to meet the challenges of providing a community-based system of care. · We oppose new state or federal entitlement programs that require additional local funding. · We support sufficient state funding for local social services facilities and for local departments to maintain adequate office space to deliver services. Local DSS offices should not be forced to consolidate if not in the best interest of the localities. · We support continued state funding for local Disability Services Boards. · We support the continued operation and enhancement of early intervention and prevention programs, including school-based prevention programs, that can make a difference in children's lives. This would include suck as the state's program for at-risk four-year-olds, the Child Health Partnership and Healthy Families programs. The state should not use Temporary Assistance to Needy Families (TANF) monies to fimd such programs, as localities cannot use federal TANF funds as match for other federally funded prevention programs. To do so only serves to shift costs to localities seeking to leverage federal dollars for services and administration. The state should also take appropriate action to address a projected shortfall in TANF reserves. · We support Virginia's welfare reform program and encourage efforts to promote family preservation and work requirements. We support initiatives and funding to help former VIEW participants maintain continuity in childcare and oppose any initiatives to shift traditional federal and state childcare administrative responsibility and costs to local governments. We supPort state efforts to expand access to education and training needed by welfare recipients to become employed and self-supporting. We also support a TANF plan that takes into account and fully funds state and local implementation and support services costs: The state should take advantage of TANF reauthorization to streamline eligibility requirements and provide maximum flexibility to localities. I' HOUSING The Planning District and its member localities believe that every citizen should have an opportunity to afford decent, safe and sanitary housing. The state and local governments should work toWard expanding and preserving the supply and improving the quality of affordable housing for the elderly, the disabled and low-income and moderate-income households. Regional housing solutions and planning should be implemented whenever possible. · We support changes to the Code to allow local flexibility in the operation of affordable housing programs and establishment of affordable dwelling unit ordinances. · We support incentives that encourage rehabilitation and preservation of historic structures. · In addressing the lack of input that local governments have concerning housing issues, we support local government notice provisions for all proposed low and moderate income housing projects seeking federal tax credits, including VHDA. · We support VHDA criteria for funding which encourages rehabilitation of existing housing and discourages new construction in close proximity to existing subsidized housing. · We support retaining local discretion to regulate the allowance of manufactured homes in zoning districts that permit single family dwellings. ILOCAL GO FERNMENT STRUCTURE AND LA WS ] The Planning District and its member localities believe that since so many governmental actions take place at the local level, a strong local government system is essential. Local governments must have the freedom and tools to carry out their responsibilities. · We support legislation to enhance the ability of local governments to provide services required by citizens and to allow local governments to meet their responsibilities in state/local partnerships. Accordingly, we support a requirement for state agencies to notify localities of planned construction projects that may affect the locality's comprehensive plan. · We oppose intrusive legislation involving purchasing procedures, local government authority to establish hours of work, salaries and working conditions for local employees, matters that can be adopted by resolution or ordinance and procedures for adopting ordinances. We do, however, encourage the state to authorize localities to utihze an administrative heating officer in lieu of the three-member panel in all grievance cases, similar to the method established for state employees. · We oppose request that any changes to the Virginia Freedom of Information Act preserve},.,, .... ,~";~o.,,~o ..... .,'~:...,,.~ .,.~"~*'~-,.~,,.....~.,~:~;* ,~ local governing body's ability to meet in closed oppese4imil4~g the list of records currently exempt from disclosure under FOIA and provisions concerning r-equia4~ creation of customized computer records · We encourage the state to work with local governments to clarify_ language adopted last x/ear that transfers tax exemption authoritx/to local governments. · We support local requests to the state to increase the income and financial worth limitations for real property tax exemption or deferral programs. · We support creation of a new Secretariat of Agriculture to assist in achieving prosperous and innovative agriculture as a key ingredient to rural economic health. · The state should amend the Code to require litigants in civil cases to pay for the costs associated with compensating jury members. · We support enabling legislation that authorizes localities to require contractors, as a condition of public contracts awarded through the procurement process, to pay employees a living wage. · The state must ensure that continued implementation of electric utility restructuring is revenue neutral to localities and that any necessary stopgap appropriations to adversely affected localities are fully funded. · The state should ensure that local connectivity and compatibility are considered in any centralizing of state computer functions. lO 11 FY 2004 - 2005 Budget Calendar September 03 S MT WT F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 October 03 ._s_.__M_y _W__T__F__._._s_ 1 2 3 4 5 6 7 8 9 10 11 12 13 14 1.5 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30_~I November 03 S MT WT F S / 2 3 4 5 6 7 8 ] 9 10 11 12 13 14 15 ~ 16 17 15 19 20 2l 22 / 23 24 25 26 27 28 29 I December 03 S MT WT F S I 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 January 04 S MT WT F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 February 04 S MT WT F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 September 12 Budget preparation instruc- tion packets distributed via e-mail and Team Services October 24 Initial FY 05 Baseline and Strategic Initiative reque- sts due from departments November `3 City/County joint agency applications distributed 5 Revenue projections/budget guidance to BOS December 15 City/County joint agency applications due to County; Regional agency budget worksheets due to County 19 Baseline budget request for Special Revenue Funds/ Non-General Fund progr- ams due January 1`3 Recommended FY 05-09 CIP/10-14 Capital Needs Assessment document sent to Planning Commission 1.5 Updated revenue projec- tions to County Executive 29 Final review of baseline & strategic initiative requests `30 GeneralFund & Special Revenue Funds balanced February Planning Commission work session on FY 05-09 CLP/10-14 Capital Needs Assessment recommen- dation (tentative) Updated revenue projec- tions and budget guid- ance to BOS February 1`3 Annual report to the Community 1.7 Planning Commission public headng on FY 05-09 CIP/10-14 Capital Needs Assessment (tentative) 20 School Board's Recom- mended Budget to BOS 27 County Executive's Recom- mended Budget docu- ment finalized March County Executive's Recom- mended Budget & FY 05-09 CLP/10-14 Capital Needs Assessment to the BOS Public hearing on County Executive's Recom- mended Budget & CIP 15 BOS budget work session - General Government Budget ].7 BOS budget worksession - School Budget 22 BOS budget work session - CIP BOS budget work session- Proposed Budget finalized April Finalize Board Proposed Budget decision document 7 Public hearing on BOS Pro- posed Budget & 2004 Tax Rate 1.4 BOS adopts FY 05 Budget & FY 05-09 CIP/10-14 Capital Needs Assessment Primed by Calendar Creator Plus on 9/25/2003 March 04 ] S MT WT F S I 2 3 4 5 6 7 § 9 [0 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 April 04 S MT WT F S .......... 4 5 6 7 8 9 10 Il 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 May 04 S MT WT F S 2 3 4 5 6 7 8 9 10 11 12 13 14 [5 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 June 04 S MT WT F S I 2 3 4 5 6 7 8 9 10 11 12 20 21 22 23 24 25 26 27 28 29 30 July 04 S MT WT F S 1 2 3 4 5 6 7 8 9 I0 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 August 04 i S MTWT F S I 2 3 4 5 6 7 $ 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 I I October 2003 Mission Essential Tasks Assessment Construction & Maintenance Planning & Traffic Engineering Issues Mission The VDOT Charlottesville Residency builds and maintains roads, provides transportation expertise and regulatory authority and facilitates traffic en~ineerin~ issues for Albemarle and Greene Counties in ways that are: · focused on public safety · fiscally and environmentally responsible · supportive of alternative transportation means · supportive of neighborhood and regional development ESSENTIAL TASKS TASK MAINTAIN SECONDARY & PRIMARY ROADS o ROW: mow, ditch, pipes, trim, signs, patrols o ROADWAY: grade, pave, patch ASSESSMENT (see legend below) (A) REMARKS o EMERGENCY OPS o REPAIR & BUILD BRIDGES - Rt 20 slide repairs 80% complete - Rt 250 & Rt 20 dual turn lanes 80 % complete o MAINTAIN EQUIPMENT ESSENTIAL TASKS (continued) TASK 2. MANAGE CONSTRUCTION PROGRAM o PE Activities ASSESSMENT (see legend below) ® (G) o Project Construction REMARKS Meadowcreek Parkway plan revision comments received from county. - Jarman's Gap Road plan under revision - Rt 250 bridges opened 9/25/03; project complete ESSENTIAL TASKS (continued) Task 3. CONDUCT PLANNING ACTIVITIES Assessment (See legend below) Remarks o Issue and review permits o Review site plans and rezoning request o Conduct studies and advise o Inspect and monitor subdivisions - 46 land use permits issued - Revised plans reviewed & comments provided as needed - 7 new site plans reviewed - 7 Special Use Permits reviewed & comments provided - 7 developments in planning stages - 3 Rezonings reviewed - 5 subdivision plan reviews - 3 subdivisions inspected for acceptance ESSENTIAL TASKS (continued) TASK 4. FACILITATE TRAFFIC ENGINEERING ASSESSMENT (see legend below) (G) REMARKS o Request and advise on signals & signs o Request and advise on studies & data o Assist with design - Traffic issues submitted - 9 Traffic issues outstanding PRELIMINARY ENGINEE NG October 2003 Albemarle County Six-Year Plan Project Status Primary Projects Route PPMS Designer ProjectNumber Description Scoping Survey Review P.H. Inspect. R/W Adv. ('omments 20 15996 BAA 0020-002~126,P Et01 Bridge Replacement-Carters Bridge ~~ ~ ~ ~~ 7-03 On Schedule (updated 7-02) 53 18897 BAA 0053~002~101,B601 Bridge Replacement-Buck Island Creek ~~ ~ ~ ~ 0i204 9~04 OnScbedule (uPdated 9-03) Widening pave She ulder 20 60395 BAA 002-002-129,N501 Rte, 20 N Various Locations ~ N/A N/A N/A N/A N/A 1-04 On Schedule (Updated 02-03) Widening pave She ulder 250 60396 BAA 0250~002'i17,N501 Rte 250 E Various Locations ~ N/A N/A N/A N/A N/A 1-04 On Schedule (Updated 09-03) SeConda~ ROadS Airport Road I 649 2456 SLM 0649-002-158~C501 4-lanes w/sidewalks &bikel .... s ~~ ~ ~ ~~ 12-03 OnScbedule (Updated 12~01) Jam~an Gap Rd On Hold P ending Funding Change 691 11129 DWS 0691-002-158,C501 2-lanes w/bike lanes &sidewalk ~~ ~ ~ (Updated 7-03) Mclntire Rd. Ext. New Alignment Public tlearing to be rescheduled 631 2530 BAA 0631-002-128,C502 MeadowCreek Parkway ~~ ~ ~ 12'05 (updated 03~03) Free State Rd. Connector 16 Mo. inactivity -- 52393 J WH R000-002-259,C501 Construct 2 lanes on 4-lane R/W ~ - - (Updated 10-02) Gravel Roads I I IS creta 's oadI Iwi~en a'*d Pave 708 [ 130 J - 10708-002-P77,NS0 PRELIMINARY ENGINEE NG October 2003 Greene County Six Year Plan Project Status Fie ld Fie ld Route PPMS Designer Project Description Scope Survey Review P.tt. Insp. R/W Adv. Bacon Hollow Ro ad 627 51022 RI)L 0627-039-195,C501 Fr. Rte.615 to Rte 632 6-04 11-05 Dyke Road 810 2920 DWS 0810-039-146,C501 Fr. 1.7 km E. Rte.624 to Rte. 624 ~~~~~~~~~~~~~~ Gravel Roads 0.35 Mi. E. Rte 619 618 10618-002-P ,N Orange Co. 1,ine N/A N/A N/A N/A N/A 11-03 Watson Road 640 2515 0640-039-137,N501 Fr. Rte.633 to Dead End 06-03 N/A N/A N/A N/A N/A 11-05 CONSTRUCTION PAVING & CONSTRUCTION PROJECTS CHARLOTTESVILLE RESIDENCY CONSTRUCTION PROJECTS Percent Street Name Project Description Complete Contract Jun July Aug Sept Oct Nov Cost Various Int. in U000-104-114,G501 Traffic Signalization ~ ~ ~ ~ ~~ 35 35 the City of Remarks: Continuing to install conduit and foundations for Charlottesville signal poles. Signal poles and mast arm installation has begun. Mountain Vista 0737-002-P68,N501 I Secondary Road Improvement ~ ~~ 20 20 Remarks: Contractor to begin work First of September. Mayo Road 0650-039-P56, N501 I Secondary Road Improvement ~ ~ ~ ~ 20 20 Remarks: Clearing operations should be complete during first week of August. Anticipate project completion by end of Richmond Road )250-002-114,C501-0250-002-115,c50! Drainage Improvements ~~~~~ 100 100 Remarks: Project completed 9/25/03 Various Sec. PM-7B-03 I Asphalt Overlay ~ ~ ~ ~ ~~ 70 70 and Primary Remarks: Plan to complete paving Rte. 250 Bypass from Rte. Roads 250 Business to the Charlottesville city limits during September. MOWING PATCHING GRA DE/MA CHINE/A DD STONE DITCH/PIE G UA RDRA IL EQUIP MA INT EMERGENCY OPS OTHER MAINTENANCE Yancey Mills Headquarters SEPTEMBER RT. 702, 745, 708, 635, 696, F177, 677, 637,682 RT. 708, 1204, 691 RT. 611,637, 633,634, 758, 694,693 702, 684,698 RT. 633, 637, 689 RT. 250, 689 Per schedule, snow readiness Hurricane Isabel Cut limbs Rt 29 & 250 Repair shoulders Rt 250 Remoe dead trees Rt 64, 680, 698, 684 OCTOBER RT. 635, 637, 751,689 RT. 250,240, 635, 820 RT. 681,689, 782, 682, 811,637 758 RT. 29, 684,634 RT. 250, 240, 635, 688, 637 As scheduled, snow readiness Clean up from Hurricane Isabel Day light signs PATCHING MAINTENANCE Free Union Headquarters SEPTEMBER 2003 Rte 665,604,614,810 Tree Contractor - Rte 671,668,672 Guardrail Mowing -Rt 29, 601, 665, 743, 660, 676, 654, 810, 614 Spot Patching - Rte 250,29,676,81 O, 601 OCTOBER 2003 Mowing - Rte 614, 678, 676, 677 Daylight Signs - Ets 656, 663, 676, 743 Remove dead trees - Rt 29 Patch Pipe - Rte. 663, 656 Shoulder GRADE/MACHINE/ ADD STONE Rte 776, 667, 606, 643, 662, 671, 672, 674, 829, 687, 678, 668 Machine and Add Stone - Rte 606, 643, 661, 662, 673, 756, 764, 766, 776 DITCH/PIPE G UARDP./~I L EQUIP MAINT EMERGENCY OPS Cleaned drains - Rte 29,250 Installed CM pip - Rte. 663 Installed CI~ pipe 24' - Rt 250 Repairs - Route 29 South of Rivanna Bridge Repairs - Route 29 South of Burnley Station Rd. Repairs - Route 29 Ramp to Fontaine Avenue Repairs - Route 250 West of West Leigh Drive As scheduled Hurricane label Flooding - Old Ivy Road, 672, 687 Clean & Repair drains - All dirt roads Replace CM Pipe - Rt 664 Rt 250W from Belair Rte 809 to Rte 240 Per Schedule Traffic Control Bridge Repair - Rte 601 Ivy Road Customer Concerns Storm Damage Good Housekeeping MOWING PATCHING GRADE/rl/IACHI NE/ ADD STONE DITCH/PIPE GUARDRAI L EQUIP MAINT EMERGENCY OPS OTHER MAINTENANCE Keene Headquarters SEPTEMBER Rt 717, 701, 631, 633, 632, 774, 708, 706, 20, 699, 838, 837, 718, 697, 767,775, 840, 760, 711, 712, 754, 718, 697, 767, 775, 840, 760 Rt 20, 620, 729 Rt 708, 795, 633, 804, 718, 734, 728, 722, 723, 708, 721, 735, 724 Mill Creek Sout RT. 1150,1194 / RT. 715 RT. 20 AT Scottsville Mowing RT. 20 Per schedule; snow readiness Hurrican Isabel Rt 633, 760, 723, 774, 761, 728, 795, 712, 704, 737, 714, 722, 630, 699, 697, 721, 717, 792, 793, 670, 701, 631, 767, 795, 627 Tree clean up Rt 20, 6, 712, 713, 714, 704, 715 OCTOBER Rt 626, 795, 708, 620, 729, 618, 622, 761 Rt 708, 761, 734, 728, 795, 712, 713, 714, 704, 638, 733, 720, 627, 717, 813, 760, 711, 856, 778, 633, 631, 792, 793, 716, 670, 722, 723, 721, 630, 697, 699, 805, 718, 804, 767, 775, 774, 754, 613, 617, 724, 735, 770, 725, 812, 737, 638 As scheduled; snow readiness Clean up from Hurricane Isabel Rt 626, 627, 726, 625, 812, 845, 737, 670, 761, 618, 723, 717, 708, 631, 655, 620, 714, 712, 795, 728, 729, 722, 602, 724, 760, 710, 692, 813, 633, 29 MOWI NC. PATCHI NC, GRADE/MACHINE/ ADD STONE DITCH/PIPE C'UARDRAI L / MOWING EQUIP MAINT EMERGENCY OPS SHOULDER REPAIR OTHER MAINTENANCE Boyd Tavern Headquarters September 2003 Rts 648, 608, 640 Rts 731, 784, 645, 762, 640, 600, 646, 641 Rts 64, 759, 783, 640, 600, 762, 53 Rt 20 Per Schedule / Snow readiness Hurricane Isabel Rt 250 Bridge Crew Traffic control Distributor to Louisa ; daylight signs OR Route 20 October 2003 Rt 64 Rts 769, 746, 747, 700, 819, 741 Rts 600, 640, 641, 784, 747 As scheduled; snow readiness Clean up from Hurricane Isabel Rts 53, 729, 732, 250, 20, 231, 865, 685, 616, 621, 621, 610, 612, 64, 762, 649, 731, 744, 600, 686, 647, 648 Maintenance STANARDSVILLE HEADQUARTERS Se pte m be r October MOWING PATCHING GRADE;MACHINE/ ADD STONE DITCH/PIPE G UARDRAI L EQUIP MAINT EMERGENCY OPS Lee boy paver on Rt. 609 Machine Rts. 629, 640, 668 & 677 Pipe replacement on Rt. 230 Long arm mower on Rt. 33 primary Per schedule, snow readiness Hurricane Isabel Long arm mower Hts. 33 E & 29 S S.L.Williamson paving on Hts. 29 N 33 W Mach.replace stone on Hts. 630, 624, 626, 675, 638, 643, 642, 646, 614, 632, 676, 628, 640 & 618 Drainge work on secondary Hts. Pipe replacement on Rt. 628 & 676 Long arm mower on primary Rt. 33 E and Rt. 29 N/S As scheduled, snow readiness Clean up from Hurricane Isabel Turn lane construction for Rts 622, OTHER 623, 633 AREA HQ ECU I P !~1 ENT ITEM YANC EY MILLS Equipment POSSIBLE ~e OF ~e DAYS IN THE DAYS S HOP OP ERATI ONAL fit DAYS OP ERATI ONAL Trucks 8 Loaders I 240 24 216 Grader 2 30 I 8 I 2 Tractor mowers 4 60 I 59 30 0 30 F= I;~ IEEEE UNION Trucks 7 Loaders I 210 54 156 30 0 30 Backhoe I 30 0 3() Tractor mowers 3 90 I 89 Rollers 2 60 0 60 Graders 2 60 7 5:~ BOYD TAM ERN Trucks 7 Loader I 210 92 I I 8 Rollers I 30 0 30 Tractor mowers 4 30 0 30 Graders I 120 45 75 30 46 -16 KEENE Trucks 7 210 21 189 Loaders 2 60 0 60 Backhoes I 30 Tractor rnowers 4 0 30 Rollers 2 120 6 114 60 0 6O Graders 2 60 0 60 STANARDSV I LLE Trucks 7 210 I 3 197 Loaders I 30 0 30 Graders 2 60 Tractor n~owe~ 4 0 60 Chippers I 120 5 I I 5 30 0 30 Rollers I 30 0 30 Bridge Crew 120 16 104 30 0 30 Trucks 4 Loaders I I:~../:~T I NG '(COLOR) 90.00% 40~ 00% 98_ 33% 93.33% 100_ 00% 74.29% 100_ 00% 100. 00% 98_ 89% 100_ 00% 88. 33% 5 () ~ I 9 % 100.00~/o 100.00% 62_ 50% -53_ 33% 90_ 00% 100_ 00% 100_ 00% 95.00% 100_ 00% I 0©. 00% 93 - 81 °/o 100_ 00% 100.00% 95_ 83% 100.00% I O0.00% 86.67% 100.00% Red G ree,~ Green G rea n G rear, Arl~ bar Black Black Black G rea n Green Green (;~ rea n Green G rea n Green Green Green G reer~ Green Green Arr~ bar Green Project Albemarle Towne Center Traffic Traffic Study Study Scoping Review PLANNING Site Plan Review Current Status (Sperry) Peter Jefferson/Martha Jefferson Site Rivanna Village at Gienmore North Pointe Hollymead Pantops Ridge 5th St / Avon Steet Moore Greenbrier Shopping Ctr Comments on proffers submitted to County Staff. Awaiting site plan. Waiting for proffers to be submitted for comment. Comments on proffers submitted to County Staff. Review of road design plans underway. VDOT and County staff are exploring alterative access solutions for the site. Comments provided to Albemarle County Staff. Comments on traffic study submitted to County Staff. Staff awaiting traffic study. Route 20 53 632 649 662 691 710 712 810 1150 TRAFFIC .ENGINEERING Traffic Engineering Issues Un-d-dr Review. Albeniar-ld Location At 720 At iht with Rt 795 Fr Rt 29 to Nelson Co Line @ Quarles Rd & @ Mossing Ford Fr Rt 660 to End of Hard Surface Between 684 & 690 Fr Rt 29 to Rt 696 1.5 M E of RR overpass At Crozet School Ent to Monticello HS Greene County 29 At Rt 607 624 Off Celt Road Issue Type Received Descr(ption Signage 08/06/03 Signal Warrant 09/16/03 Speed limit 09/09/03 Signage 09/22/03 Speed limit 07/15/03 Speed limit 08/05/03 Speed limit 09/16/03 Guardrail 08/26/03 Pvmt mkgs 09/02/03 Signal warrant 09/16/03 Replace missing sign Requesting traffic signal Speeding School bus stop ahead Reduce speed limit Speed study, centerline feasibility study Speeding Additional guardrail Crosswalks Requesting signal warrant analysis Signage 09/23/03 Speed limit 09/03/03 Add left turn lane on Rt 607 Request speed limit be installed Reviewer Culpeper TED Culpeper TED Culpeper TED Culpeper TED Culpeper TED Culpeper TED Culpeper TED Culpeper TED Culpeper TED Culpeper TED Culpeper TED ISSUES David P Bowerman Rio Lindsay G. Dorrier, ,.Ir. Charles S. Martin Rivanna COUNTY OF ALBEMARLE Office of Board of Supervisors 401 McIntire Road Charlottesville, Virginia 22902-4596 (434) 296-5843 FAX (434) 296-5800 October 7, 2003 Walter E Perkins White Hall Dennis S. Rooker Jack Jouett Sally H. Thomas Samuel Miller Mr. Harrison B. Rue ExeCUtive Director Thomas Jefferson Planning District Commission 300 E. Main St. P. O. Box 1505 CharlotteSVille, VA 22902-1505 Dear Mr. Rue: At its meting on October 1, 2003, the Board of Supervisors adopted the proposed Regional Economic Development Policy developed through the Thomas Jefferson Planning District Commission. Sincerely, 'EfI~W. ~,arey, Clerk EWC Printed on recycled paper COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Regional and Local Economic Development Plans SUBJECT/PROPOSAL/REQUEST: Adoption of the Proposed Regional Economic Development Policy. STAFF CONTACT(S): Tucker, Foley, Cilimberg AGENDA DATE: October '1,2003 ACTION: ' X CONSENT AGENDA: ITEM NUMBER: INFORMATION: ACTION: IN FORMATION: ATTACHMENTS: REVIEWED BY: BACKGROUND: At the recent strategic planning session, the Board discussed both the Proposed Regional Economic Development Plan developed through the Thomas Jefferson Planning District Commission (TJPDC) and the County's current Economic Development Policy, included in the Albemarle County Comprehensive Plan. As was discussed, the regional plan has yet to be considered by the Board and the County's current policy is due to be reviewed as part of the normal process of updating sections of the Comprehensive Plan every five years. The County's current policy was adopted by the Board on March 1, 1995. As a result of this discussion, it was requested that the regional plan be brought back to the Board for further consideration. Although the regional plan includes information from the local policy, the Board decided that consideration of the regional plan need not be delayed while the local policy was in the process of being updated. If changes are made during the upcoming review, they will simply be incorporated into the regional plan at that time. DISCUSSION: The enclosed copy of the regional plan was developed through a committee of the Thomas Jefferson Planning District Commission and was completed in February of 2002. The committee included appointees from each of the member localities and liaisons from the Thomas Jefferson Partnership for Economic Development. To date, only Greene County has officially adopted the Plan. The stated goals of the regional plan are: (1) to create wealth within the region, (2) to increase the ability of local government to provide services for citizens, and (3) to make living in this region more affordable for its resident. To achieve these goals, the plan makes the following recommendations and includes strategies to achieve them: 1. Support Existing Businesses 2. Preserve the Area's Unique Characteristics 3. Attract High Technology Business 4. Support Profitable Agriculture 5. Redevelop and Revitalize Existing Sites 6. Attract Tourists 7. Support Workforce Development for Jobs of the Future 8. Develop/Strengthen Mechanisms for State of and Region Cooperation The Plan also includes an overview of the regional economy, a business sector analysis and information on each Iocality's current policies related to economic development. In Albemarle County's case, it includes information from the 1995 Economic Development Policy. ~4-0g-03 A10:15 IN AGENDA TITLE: Regional and Local Economic Development Plans October 1, 2001 Page 2 Based on review of the document, staff believes that the plan is consistent with the County's current policies. Staff has also spoken with the Thomas Jefferson Partnership for Economic Development regarding the Plan. While they indicate that the Partnership did provide input and comment during the process, they have not taken formal action on the Plan. Several Board members were involved in previous review of the Plan through the TJPDC and may want to comment further regarding the Plan's consistency with the County's current policies and practices. Regarding the County's current Economic Development Policy, staffwill begin working with the Planning Commission to review the current policy and provide an update for the Board's consideration. As was mentioned at the strategic planning retreat, an update of the statistical portion of this policy has already been corn pleted. Review by the Planning Commission and Board would rely on this updated data, but the review would focus on the policy itself and the potential need to update the strategies developed in 1995. This will consider emerging issues related to implementing the recently adopted Neighborhood Model with a focus on urban development and any other changing circumstances that may influence our approach to economic development in the future. STRAGEGIC PLAN: Strategic Direction: Enhance the Quality of Life for all Albemarle County Citizens. Strategic Direction: Protect the County's Natural, Scenic and Historic Resources. Goal: Protect and/or preserve the County's rural structure. Objective: By December 2003, the County will have a strategy in place to ensure the implementation of completed neighborhood master plan. strategy: Promote community and business development activities and partnerships that support master plan initiatives within each development area. RECOMMENDATION: Adoption of the Proposed Regional Economic Development Policy. 03.125 PROPOSED REGIONAL ECONOMIC DEVELOPMENT PLAN THOMAS JEFFERSON PLANNING DISTRICT COMMISSION FEBRUARY, 2002 To date, this has been adopted by Greene County REGIONAL ECONOMIC DEVELOPMENT PLAN COMMITTEE OF THE THOMAS JEFFERSON PLANNING DISTRICT COMMISSION Proposed Regional EConomic'DeVelopment Plan February 2002 Regional Economic Development Plan Committee Appointees Meredith Richards, Chair Tom' Paync, Vice-Chair Aubrey Watts, City of Charlottesville Reuben Clark, County of Albemarle ~ David Rafaly, County of Fluvanna Philip Arms, County of Greene Linda Edwards, County of Louisa Frankee Love, County of Nelson Liaisons Sue Friedman, Thomas Jefferson Partnership for Economic Development Bob DeMauri, Thomas Jefferson Partnership for Economic Development Staff Team (Thomas Jefferson Planning District Commission) Nancy K. O'Brien, Executive DirectOr, Billie Campbell, WIA Program Manager, With Thanks to:. Bobbye Cochran, Visitor's Center (now retired) Kat Imhoff, Chief Operating Officer, Monticello Jack Mountcastle, Virginia Tourism Corporation Ralph H. Eamhardt, Virginia Tourism Corporation Bill Dickinson, Virginia Department of Agriculture and ConsUmer Services Jim Eddins, Albemarle CountYHistOrical Society Charlie Becker, Department of Forestry John Knapp, Weldon CooPer Center for Public Service Neal Barber, Virginia Economic Development Parmership David Kalergis, Virginia Gateway Project Tanya Denckla, Institute for Environmental Negotiation Mark ShOre, Charlottesville-Albemarle Convention and Visitors Bureau For further information contact: Billie Campbell or Harrison Rue Thomas Jefferson Planning District Commission PO Box 1505, Charlottesville, VA 22902 (434) 979-7310 www.tjpdc.org email: tjpdc~tjpdc.org Regional Economic DeVelopment Plan Ao VISION STATEMENT .................................................................................................... .'. .............................. 2 EXECUTIVESUMMARY ........................................................................................................................... ..3 C. D. E. 1. 2. 3. 4. 5. 6. A. B. C. D. E. F. G. H. I. J. K. VI. A. 1. 2. $. 4. 5. 6. B. 1. 2. 3. C. 1. 2. 3. 4. 5. 6. THE REGION ................................................................................................................................................. 5 DESCRIPTION OF REGION ........ : ........................................................................................................................ 5 I. Population ..................................................................................................................................................... 5 2. Quality of Life ............................................................................................................. '. .................................. 6 3; Income ........................................................................................................................................................... 6 4. Employment; ................................ : ................................................................................................................. 7 5. Workforce .................................................................................................................... ; ................................. 8' REGIONAL STRENGTHS ........................................................................................................................ : ........... 9 REGIONAL CHALLENGES ............................................................................................................................... 10 R~GIONAL STRATEGIES ................................................................................................................................. 10 THE LOCALrrIEs ........................................................................................................................................... 11 The City of Charlottesville ............................................................................................................................ 11 Albemarle County ............... ......................................................................................................................... I$ Fluvanna County. ......................................................................................................................................... 19 Greene County ............................................................................................................................................. 22 Louisa County ............ : ................................................................................................ . .......... ; ..................... 24 Nelson County. ............................................................................................................................................. 27 BUSINESS SECTOR ANALYSIS .................................................................................................................29 TOURISM ...................................................................................................................................................... 29 AGRICULTURE/FORESTRY ' . .................... 29 SERWCES ...................................................................................................................................................... 30 HIGH TECHNOLOGY ............................................................................................................................... 3 ] RETAIL SALES ... ........................................................................................................................................... 3] MANUFACTURING .................................................................... ................................................... ~ ................. 32 FINANCE-INSURANCE-REAL ESTATE (FIRE) ..................................................................................................33 CONSTRUCTION ............................................................................................................................................ 33 PUBLIC UTILITmS AND TRANSPORTATION ..................................................................................................... 34 GOVERNMENT ...... ........................................................................................................................................ 34 1V~Illx]ING AND WHOLESALE TRADE ............................................................................................................. ~ 34 RECO1WMENDATIONS ........ ; ...................................................................................................................... 35 SUPPORT EXISTING BUSINESSES .................................................................................................................. ... 35 Perform a cluster analysis ............................................................................................... k ............................ 35 Promote Local Products ............................................................................................................................... 35 Support existing high technology business ..................................................................................................... 35 Weigh the impact of new retail centers on existing businesses ....................................................................... 35 Preserve Mountaintop Areas for Timbering .................................................................................................. 36 Support Workforce Development .......................................................................................................... ........ 36 PRESERVE THE AILEA' S UNIQUE CHARACTERISTICS ......................................................................................... 36 Designate growth areas and areas to protect ................................................................................................ 36 Codify Conservation Planning for Ef~cient Use of Land ............................................................................... 37 Incorporate sustainability principles into planning and development .............................................. ~ .......... :.. 37 ATTRACT HIGH TECHNOLOGY BUSINESS ......................................................................................................... 39 Encourage Local Governments to Take Leadership Roles ............................................................................. 39 Respect the Region's Unique Characteristics ................................................................................................ 39 Ensure Adequate Infrastructure .................................................................................................................... 40 Attract and Cultivate High Technology Business for the Region .................................................................... 41 Build on Ties with the Higher Education ...................................................................................................... 41 Promote Education and Training Programs ................................................................................................. 42 7. 8. 9. D. 1. 2. 3. 4: 5. 6. E. 1, 2, 3. F. 1. 2. $. 4. 5. 6. G. i. 2. 3. 4. 5. 6. H. 1. 2. 3. 4. 5. VII. A. B. C. D. VIII. Develop Standards.. .........:.: .......................................................................................................................... 43 Make Technology Accessible to Everyone .................................................................................................. '~.. 43 ~ Assist in Securing Needed Capital....: ........................................................................................................... 43 SUPPORT PROFITABLE AGRICULTURE ............................................................................................................. 44 Attract Companion Businesses .... ............... ' .................................................................................................. 44 Encourage Niche Markets in Agriculture ........................: .......................................................... ~ ..... ............. 44 Promote Cooperative Frror'* 44 Develop Agri-tourism : ..... . ...... ; I. :, · ', .... 44 Promote Local Products ............................................................................................................................... 44 Seek To. Change Regulations that Inhibit Economic Development ................................................................. 44 REDEVELOP AND REVITALIZE EXISTING SITES .............................................................................................. 45 Encourage Adaptive Reuse of Existing Development ................................................................................ ..... 45 Encourage Development of "Brownfield" Sites ................. ........................................................................... 45 Promote Infill Development... ........................................................................................................................ 46 ATTRACT TOURISTS ................................................................. ................................................ 46 Support Regional Planning .......................................................................................................................... 47, Develop Maps and Interpretive Aids....' ........................................................................................................ 47 Strengthen the Regional Tourism 'Council .................................................................................... ................. 47 Develop an Array of Visitor Activities....; ...................................................................................................... 48 Add to Tourism Destinations ........................................................................................................................ 48 Use Transit to Enhance Tourism ........... ~ ......... : ............................................................................................. 48 SUPPORT WORK.FORCE DEVELOPMENT FOR JOBS .OF THE FUTURE ................... .. ................................................ 48 Support training efforts through the Workforce Investment Board ................................................................. 48 Tailor education and training to workplace needs ............................................... 49 Prepare workers for upward mobility ........................................................................................................... 50 Use technology to enhance training opportunities ......................................................................................... 50 Provide ancillary services needed for training and'employment .................................................................... 50 Provide universal access to training ............................................................................................................. 51 DEVELOp/STRENGTHEN MECHANISMS FOR STATE AND REGIONAL COOPERATION ............................................. 5 l Create a Regional Mechanism for Economic Development ........................................................................ 2.51 Develop a regional agreement on development projects near borders ........................................................... 52 ~_~ Support and Utilize Current Regional Organizations and Efforts ........... ....................................................... 52 Support and Utilize Current State Organizations and Efforts ........................................................................ 55 Support Development of Additional Public/Private Partnerships ................................................................... 56 FACTORS TO CONSIDER/CHECKLIST ................................................................................................... 57 WATER, SEWER, INFRASTRUCTURE ................................................................................................................ 57 CHARACTER OF REGION ................................................................................................................................ 57 HERITAGE .................................................................................................................................................... 57 EDUCATION AND WORKFORCE ....................................................................................................................... 58 APPENDIX A - CONSERVATION PLANNING ..................................................................................... 59 IX. APPENDIX B - MAPS ................................................................................................................................... 60 Ko IntrodUction The term "economic development" brings a variety of images to mind, generally focusing on business parks and industrial developments. The EconOmic Development Plan Committee's view of eCOnomic· development is not primarily based on physical developments, but rather on preserving and supporting the quality of life of our citiZens. The cormm'~ee embraces the objectives of providing a strong and diversified tax base and making provisions for upwardly mobile employment, but considers it essential that these objectives be kept in balance with preserving the unique qualities of our community. In this view; economic development fits within the principles of sustainability, preserves the integrity of designated rural.areas and open space, and recognizes the impact of develOpment on natural resources. Strategies for realizing increased economic activity are not limited to attracting new businesses to the area, but also inclUde supporting existing bUsiness and industry, protecting profitable agriculture, and attracting tourists by promoting the region's natural beauty and historical and agricultural heritage. This plan addresses economic development for the Thomas Jefferson Planning District, including the City of Charlottesville and the Counties of Albemarle, Fluvarma, Greene, Louisa and Nelson. The plan recognizes differences between growth areas and rural areas and both respects the comprehensive plans of the individual jurisdictiOns and relies on those: plans to implement the land use strategy. Looking at economic development from a regional perspective addresses the interdependence of adjacent jurisdictions onthe use of natural resources, recognizes the regional impacts of cross,jurisdictional shopping and commuting, patterns, and uses the diverse Strengths of the overall region to support the localities. The plan presents a coordinated strategy using public authority to direct development in sustainable ways. The plan seeks to establish efficient land use patterns and identify efficient transportation systems in order to restrict the wasteful use of land, reserve and promote development areas and preserve and protect rural, natural and heritage areas. The goals of economic development are to create wealth within the region, to increase the ability of local governments to provide services for citizens, and to proVide career-ladder jobs to make living in this region more affordable for its residents. The Economic Development Plan Committee of the Thomas Jefferson Planning District Commission strongly recommends that these goals be pursued and realized within the concept of quality of life and that economic development efforts respect and build on the strengths and unique characteristics Of our regio~n. Proposed Regional Economic Development Plan Page 1 February 2002 II. Vision Statement The goals of economic development are to create wealth within the region, to inCrease the ability of local governments to provide selwices for citizens, and to provide career-ladder jobS which to make living in this region more affordable for its residents. The Economic Development Plan Committee of the Thomas Jeffers°n Planning District Commission strongly recommends that these goals be pursued .and realized within the concept of quality of life and that economic development efforts.respect and build on the strengths and unique characteristics of our region. In the Future, we envision our region as one that continues to value the history, culture, community diversity, nature and the health and welfare of its citizens; where Effective, Regional Public/Private Cooperation Results In: · Orderly managed growth linking vibrant urban and village Centers with the natural, rural, agricultural, and historic resources which are protected and enhanced by promoting sustainable practices; and · Desired economic grOwth minimizes negative interlocal effect, shows an understanding of the lessons of history, is networked, and is in accordance with community needs articulated in lOcal comprehensive plans, and Where we capitalize on the region's inherent tourism assets, and Workforee opportunities expand to provide better Options for all the region's citizens through: · Varied educational oppommities which encourage people to use their talents and which match workforce Imining to local and regional economic .initiatives, and · A diversity of good paying jobs allows access to the housing market. Proposed Regional EcOnomic Development Plan Page 2 February 2002 III. Executive Summary The Thomas Jefferson Planning District CommissiOn appointed the Economic Development Plan Committee in the spring of 1999. The Committee has met over a two and ahalf year period to develop recommendations for economic development in the planning district, drawing extensively upon local comprehensive plans. This plan addresses economic development for the Thomas Jefferson Planning District, including the City of Charlottesville and the Counties of Albemarle, Fluvanna, Greene, Louisa and Nelson. The region has a rich heritage and unique history and .is characterized by natural beauty due to its location on the eastern edge of the Blue Ridge Mountains. The area's quality of life has given it the reputation as one of the top places in the United States to live, work and raise a family. It has been featured on national television as one of America's top ten citieS and has been recognized in a variety of magazines. This plan strongly recommends that thoseelements that contribute to the quality of life. - the mountains, the landscape, the architecture, the environment, agriculture, educational institutions, access to career-ladderjobs, parks and open spaces, affordable housing, low'crime rate and family-friendly communities - be preserved to maintain the essence and character of the region. The goals of economic development are to' create wealth Within the region, to. increase the ability of local governments to provide services for citizens, and to make living in this region more affordable for its residents. The Economic DeVelopment Plan Committee of the Thomas Jefferson Planning District Commission strongly recommends that these goals be pursued and realized within the concept of quality of life and that economic development efforts respect and build .on the strengths and unique characteristics of our region. T° that end; the Committee recOmmends that localities within the piauning district work together to: A. Support existing businesses. Strategies include performing a cluster analysis todevelop recommendations for expanding the strongest bUSinesses and for economic development programs to build those clusters, promoting the use of local products,~ supporting existing high technology business and includingthe impact of new retail centers on existing businesses in the return on investment analysis for these projects. B. Preserve the area's unique characteristics. The cornerstOne of this recommendation is the local implementation of Comprehensive Plans to reserve and promote development areas and preserve and protect rural, natural and heritage areas. Other 'strategies include Codifying conservation planning for the efficient use of land and incorporating sustainability principles into planning and development. C. Attract high technology business. To achieve this, local governments must take on leadership roles to create an electronic communitY that respects, the region's unique characteristics and meets recogniZed standards, take steps to ensure adequate infrastructure to provide access to all, attract and cultivate niche or boutique high technology business and assist in securing needed capital, build .on ties with the higher education and promote workforce development through education and training programs. D. Support profitable agriculture. This can be accomplished by attracting companion businesses, encouraging niche markets, promote cooperative efforts among agri- Proposed Regional Economic Development Plan Page 3 February 2002 bUsinesses, developing and promoting agri-tourism attractions and events and promoting the sale of locally prOduced farm and forest products. E. RedeVelop and Revitalize Existing Sites. Buildings that have fallen into disrepair or have become outmoded can be transformed into viable contributors to the economy through redevelopment or adaptiVe reuse. This can be accomplished by encouraging the adaptive reuse of existing development through incentives and assistance with the approval process, encouraging the development of"broWnfield" sites and promoting infill development to utilize vacant lots in developed areas or to change the form of development. F. Attract tOurists. The unique characteristics of the region make .it attractive to tourists. The region can enhance toudsm's contribution to the economy by developing its potential in heritage tourism and agri-tourism by supporting regional planning efforts, developing maps and interpretive aids, strengthening and expanding the Regional Tourism Council, developing an array of visitor activities, adding to tourism destinations and using transit to enhance tourism. Furthermore, tourism offers an economic 'base that encourages capital investment that preserves our historic and rural areas. G. Support workforce development for jobs oft he future. Strategies include supporting the development'of a seamless, customer-driven workforce development system through the Workforce Investment Board, tailoring education and training to workplace needs, preparing workers for upward mobility, using technOlogy to enhance training opportunities, provided needed support systems sUCh as childcare and transportation and ensuring universal access to training. H. Develop/strengthen mechanisms for state and regional cooperation. Mechanisms cOuld include a regional agreement for economic development, a regional agreement on development projects near borders, and supporting and utilizing current regional and state organizations and efforts and supporting the development of additional public/private partnerships, as needed. ' The regional approach to economic development presented in this plan addresses the interdependence of the localities on the use of natural resources, recognizes the impacts of cross-jurisdictional shopping and commuting patterns, and uses the diverse strengths of the overall region to support the localities. Recommendations in this plan can only be realized through the individual and collective actions of the six localities that make up the Thomas Jefferson Planning District. The Committee offers this plan for the use of localities, Chambers of Commerce, private developers and the Thomas Jefferson Partnership for Economic Development. The Committee hopes that the issues, factors and recommendations identified in the plan will provide guidance to these entities as we work together to ensure quality of life for our citizens and to realize the economic potential of our region. Proposed Regional Economic Development Plan Page 4 February 2002 IV. The Region DESCRIPTION OF REGION The Thomas Jefferson Planning District, including the lOcalities of the City of Charlottesville and the Counties of Albemarle, Fluvanna, Greene, Louisa and Nelson, covers 2,155 square miles of rolling to mountainous territory in Central Virginia. The region has a rich heritage and unique history and is characterized by natural beauty due to its location on the eastern edge of the Blue Ridge Mountains. The central urban area is 70 miles west of Richmond, the state capital; 70 miles north of Lynchburg, a major industrial city; and 120 miles southwest, of the fast-growing, high- teclmology employment and residential suburbs of Washington, DC. Interstate highway 64 and US Routes 250 and 33 connect the region to points east and west, while US Routes 29, 15, and 231 serve nOrth-south travelers. Population The 2000 US Census reports a population of 199,648' distributed.as depicted below: Percent of Regional 2000 Population Nelson County 7% Louisa County 13% Greene County 8% Albemarle County 39% lO% Charlottesville City 23% Proposed Regional Economic Development Plan Page 5 February 2002 e Overall the region increased 21.5% from 1990 to 2000, an increase of 35,172. The highest percentage increases were in Fluvanna (+61.30,4), Greene (+48%), and Louisa (+26.1%). Numerically, Albemarle led the way with an increase of 11,059 persons. The region is predicted to grow to 350;000 in 2050, with the growth concentrated in the counties. Growth from 1970 to 2050 is depicted in the graph below. Quality 'of Life The area's quality of life has given it the reputation as one of the top'places in the United states to live, Work and raise a family. It has been featured on national television as one of America's top ten cities and has been.recognized in a variety of magazines. This plan strongly recommends that those elements that contribute to the quality of life - the mountains, the landscape, the architecture, the environment, agriculture, educational institutions, access to career-ladder jobs, parks and open spaces, affordable housing, low crime rate and family-friendly communities - be preserved to maintain the essence and character of the region. The scenery, four-season climate and moderate cost of living are all positive characteristics. Culture: The University of Virginia provides a wealth of cultural and intellectual resources and contributes to a cosmopolitan atmosphere. The University has been the major force in the area's economy during the past several decades. The University's historic grounds, as well.as Monticello and the Skyline Drive along the Blue Ridge, also make this district a popular toUrist destination. Natural Resources: The Blue Ridge ParkWay· and Skyline Drive form the western border of the region and provide scenic beauty, recreational opportunities, and habitat for biologically diverse flOra and fauna. The region's Scenic Rivers: Moorman's, Mechums, and the Rivanna, flow through the region, reminders of a once-vigorous boat traffic network, that supported the economy. Now with canoe and hiking trials a different recreational network is emerging. The Southwest Mountain Historic District acknowledges the desire to preserve natural assets in the region. Income Median family has risen in the region, both in real and constant dollars. Shown below are the median f~ly incomes by locality for 1998, the most recent income data available. Family or married couple incomes are used in most analyses in order to minimize the effect of the student population on the regional income levels. Proposed Regional Economic Development Plan Page 6 February 2002 Median Family Income 1998 Source: Virginia Department of Taxation, Weldon Cooper Center $70,000 $40,000 $30,000 ...... $2{),000 .... $10,000 ......... $0 II,Albemarle County eChar~ottesville City ~]Fluvanna County E]Greene County 8Louisa County D Nelso~ County rtThomasJefferson } While overall the median incomes have risen, the concentration of families at the high and loW ends of the reporting scale have increased, indicating increasing polarization of income groups .in the-region. Employment Occupations. Occupations in the region are changing along the same trend lines as is seen on a national level: a decrease in.the percentage of manufacturing jobs, an increase in service jobs. In the region, the other major job growth is seen and predicted in professional, marketing and sales, and clerical. Increasing at a slower rate are executive level positions and skilled labor. Slight increases are anticiPated in agriculture and forestry. Industries. Growth is expected in the trade, services and government sectors of the economy. Agriculture/forestry and finance, insurance and real estate (FIRE) are expected to'have some minimal growth through 2005. Technology Sector. This sector isnot isolated for analysis by the Census Bureau or the Department of Labor as of this plan development. However, technology permeates every sector as well as standing alone as an emerging acknowledged industry and occupation, A recent employee survey indicated 80% of the workforce used a computer at work and/or had one inthe home. Agriculture: The region has a strong agricUltural heritage. Apples, peaches, cattle, and wines are exported from the regiOn to other areas. The number of Farmer's Markets in the region has increased in the past five years and local produce is finding its way to area supermarkets as well. Viniculture, an important agricultural operation in Jefferson's day, has flourished over the past ten years, with local wines becoming more plentiful, varied, and winning medals throughout the country. Proposed Regional Economic Development Plan Page7 February 2002 Forestry: Much of the planning district is forested, particularly in NelsOn and Louisa Counties, which have a number of wood processing operations. Several of the area's lumbering operations use sustainable practices in processing. Utilities: Lake Anna, one of the largest lakes in'the state, prOvides cooling water for the North Anna nuclear power plant in Louisa County and is 'a major recreational resource. The plant is a major employer in Louisa and the region. Workforce The civilian labor force has maintained' steady growth over the past 20 years, even in localities without significant population.growth such as Nelson and Charlottesville. The size of the labor force, grew fastest in Greene (170%), Albemarle (143%), and Fluvanna (132%) from 1970 to 1990. Region wide, the labor force grew from 46,124 in 1970 to 84,719 in 1990, an 84% increase. Of these 1990 workers, 35,327(42%) lived in Albemarle; and 21,093 (25%)in Charlottesville. Louisa had 10,148 Workers (12%); Fluvanna had 6,406 (8%); Nelson had 6,131 :(7%), and Greene, the smallest but fastest growing~county in · the region, had 5,614 (6.6%). The workforee education levels have improved over the past twenty years, with a higher percentage, of the population having, completed high school, college, and/or graduate school. A lower percentage of the population lacks a high school education now than twenty years ago. In early 2001 the Thomas Jefferson Venture, the Regional CompetitivenesS Act program in the region conducted an employee survey. The random survey of persons between the ages of 18 and 50 registered with the Department of Motor Vehicles has a 3.6% margin of error. Some of the findings are: 80% of this population works with a computer and/orhas one at home Home computers are related to educati°n levels, the lower the education level, the less likelihood a computer will be found in the home Men are more likely to be working full time; females more likely to be working part time 0 13% of the prime working age population in the region hold more than one job 0 With more education, people are more likely to remain in the same job longer, live closer to work, have a home computer, and to be employed by non-profit agencies or the state Women are more likely to be employed by non-profit agencies or the state 11% of the prime working age population finds commuting times to be a negative aspect of their employment Louisa County residents have the longest commuting times Those most likely to be interested in working closer to home are those traveling more than 45 minutes to their jobs Skills and/or training those wishing to stay closer to home have to offer are related to profession/technical, health care, commuting and education fields Proposed RegiOnal Economic Development Plan Page 8 February 2002 <) 90% of the prime working age population believes training to be of great · value to their employment, with Greene County residents placing a higher level of importance to training than the rest of the region 0 For 64% of this population, training is a factor in remaining at their current job 0 Compensation, benefits, intellectual challenge, flexible schedules and work environment are important components of job satisfaction; converse is true for job dissatisfaction The region is also technologically sophisticated,, with a high percentage of home computer users andan award-winning community information network called Monticello Avenue organized through a joint effort of the University of Virginia, the public library system, and local telephone and cable companies. Public schools and libraries are rapidly becOming equipped With computers capable of sophisticated communications, and the University has begun constructing new student apartments with fiber-optic wiring for direct access to the University system. REGIONAL STRENGTHS A well-educated, motivated workforcc exists in thc region. Thc population of the region closest to Charlottesville and the University of Virginia has always enjoyedrelatively high educational levels, now more than ever. In 1990, 39% of Albemarle residents and 35% of Charlottesville residents had 'a bachelor's degree and/or postgraduate education. Seventeen percent (17%) of Fluvanna residents have this status, as do 13%.of Greene residents, 8% of Louisa residents, and 14% of Nelson residents. ThroughOut the region, 27% of residents had not completed high school in 1990, down from 55%in 1970. It is probable that a sizable portion of the residents lacking high school degrees are elderly, having been educated in a day when a high school degree was not a uSUal accomplishment, particularly for non-white persons. Them is an understanding of and commitment to thc value ofthe natural and cultural resources in the region. This is evidenced in the local county comprehensive plans that have, as one of their goals, to maintain the rural character. Thc University has been thc major force in the arca's economy during the past several decades. The University is also a stabilizing factor in the regional economy, it isthe largest single employer and is not affected in major ways.by variations in the economy. There is .a commitment to a strong edUcation system aS evidenced through local support of schools and a vibrant community college, Piedmont Virginia Community College. PVCC is a valued resource for area residents seeking training to start or re-start careers. From providing advanced placement courses for high school students to specialized industrial training courses, PVCC provides the opportunity for residents to improve their current skills or explore new careers. The local economy is very strong, with a healthy growth in jobs, very low unemployment, rising incomes and modest inflation. The factors that make this area tick are thc University of Virginia and its tremendous influence on the area, tourism and the region's attraction as an upscale retirement destination. Also important to thc economy arc manufacturing, regional corporate offices, and catalog distribution centers. Proposed Regional Economic Development Plan Page 9 February 2002 The region experienced employment growth of 2.5% annually from 1948 to 1998, with the'most recent period, 1992 to 1998, enjoying a slightly stronger growth rate of 2.6% annually. REGIONAL CHALLENGES Full understanding of the benefits and costs of development scenarios is lacking in the region. Development in the region has brought the benefits of economic grOwth, but has also brought increased demands for utilities, road improvements and other public services at ever increasing costs. DeVelopment has also created urban sprawl and contributed to traffic congestion and increased flooding and erosion at public and private expense. A scarcity of labor, as evidenced by the.low unemployment rate, presents a challenge to the region. Also, through the Workforce Investment Board a mismatch of job skills to workPlace skill needs has been revealed. The region's transportation system has some weaknesses, particularly in the modest air service and lack of a fully coordinated regional multi-modal transportation system. Bridging the digital divide is a challenge in a region that includes urban and rural areas. With more workers being able to work from locations: of their choice through technology, the need for access to the technology infrastructure becomes more critical. REGIONAL STRATEGIES Seek Regional Cooperation. Local Comprehensive Plans provide the direction for each locality in the region: Combining these on a regional level could result in greater benefits for each of the localities. Discussion of projects with greater than local impact by all localities affected Would create a better understanding and minimize negative impacts f~om one locality to another. Consensus on regional growth patterns wOuld lead to more efficient use of lands suitable for development and preservation of those lands better" suited for maintaining the rural character of much of the region. Support the Workforce Investment Board, Workforce Today!, as it seeks to match jobs seekers and employers through improved access to training. Continue development of the regional multi-modal transportation network through the MPO and the rural transportation planning program. Continue support of quality education.prOvided by K-12 and PVCC. Preserve and protect the components of the quality of life for each locality. Proposed Regional Economic Development Plan Page I0 February 2002 E. THE LOCALITIES The City of Charlottesville Information in this section is drawn from the EConomic Section of the 2001 Comprehensive Plan. The Economic Section of the Comprehensive Plan is taken as an excerpt from the work done by the Robert Charles Lesser & Co. as part of the Commercial COrridOr Study. Robert Charles Lesser Company Was Part. Of the team of the Torti Gallas CIIK, Inc. that performed the Commercial Corridor Study. DESCRIPTION The City of Charlottesville occupies ten square miles inthe center of the planning district. Its population of approximately 40,000 includes a university student population. Governed by a five member, at-large City COuncil, the City has a diverse population mix. The City of Charlottesville has a commitment to a growing technology sector and job expansion to provide career opportunities for its citizens. This commitment is articulated in the Comprehensive Plan and the Commercial Corridor Study and evidenced by the City's support of the Connected Community and a West Main Street technology corridor and its establishment of a CitY-wide "Technology Zone." With the transfer of a major federal-building, there is an opportunity to expand Charlottesville's economy within the present boundaries. The infrastructure is in place to support these goals. Population: Population in the City has remained stable, in the neighborhood of 40,000 persons. Growth in the UniverSity student population distributes approximately 50/50 between the City and Albemarle County due to thc location of the dormitories. HoUseholds in the City of Charlottesville tend to be smaller in size, younger, and less affluent than households in Albemarle County. Approximately 57% of Charlottesville households are under the age of 45. The City has actually experienced negative household growth in the past decades, especially with regards to affluent households. An estimated 81 households per year were lost to the City from 1990 to 1999. Quality of Life: The City has a rich' cultural life in part due to the University, in part due to creative citizenry who have created theatre, music, and art for the enjoyment &the public. The City is part of a regional library system. The City is bounded on the north, east, and south by the Rivanna RiVer and Moore's Creek. Trails and parks will connect around the circumference of the City over the next few years, a joint effort of the City and the Rivanna Trails FoundatiOn. Parks are strategically located throughout the City providing green space and recreational opportunity. Proposed Regional Economic Development Plan Page 11 February 2002 Income: Median household income has increased steadily. Median household income per the 1980 census was $13,983 and per the 1990 census was $24,334. The Commercial Corridor Study estimates median household income in the City in 1999 as $35,704, compared to $54, 686 in Albemarle County. The lower household income in the City relative to Albemarle County can be explained not only by the flight of affluent households from the City, but also by the higher concentration of Younger households in the City (especially students) created by the growth of the UniverSity of Virginia. Employment: Charlottesville has maintained a strong share of regional employment for most of the 1990s. 'City trends have tended to go in the opposite direction to regional and national trends. After annual employment growth of 2.3% from 1984 to 1998, employment in Charlottesville grew at an impressive annual rate of 4% from 1988 to 1992 at a time when the rest of the region, and nation, were suffering through a recession. As the economy has rebounded across the nation and in the region, the rate of growth declined significantly from 1992 to 1998 within the City (029% annually). Employment in the City dropped with a lOss of 1,054in 1998 and 1,266 jobs in 1999. Sectors in employment and the economy: According to employment data from the second quarter of 1999, .the government sector in the City accounts for the highest percentage of employment (2&4%). The seCond highest is services with 27.3% and retail with 22.0%. Barracks Road Shopping Center, located within city limits, is the region's premier retail destination. Only 6.3% of City employment is in the manufacturing sector and 4.7% is in the FIRE (Finance, Insurance and Real Estate) sector. From 1984 to 1998, state government and the services and retail trade sectors, drove emplOyment growth in the City. The manufacturing sector in the City experienced job loss during this period, consistent with the negative trend in this sector nationwide. The tourism industry remains strong in the City. Although Monticello, the primary tourist attraction, is located outside of the City, Charlottesville draws many visitors into the City's hotels, retail and entertainment centers and the Downtown mall. Proposed Regional Economic Development Plan Page 12 February 2002 Workforce: The education levels of City residents have increased over the last twenty years~ The chart below tracks the changes form 1970 m 1990. Charlottesville Education Levels 1970,1990 Source: US Census 6O% 5O% 40% 30% 20%- .:::.. , ' ,, . ............ L ' '" 10% Less than HS grad Some College HS College grad B'1970 B1980 []1990 STRENGTHS A pro-active City government with a proclivity for innoVative partnerships and usc ~of existing urban resources has maintained thc economic position of the City~ Thc presence of the University of Virginia and a qU0Iity local education system and community college. Commitment to supporting a technology infrastructure to support an emerging technological industry. Expertise in securing funds for innovative solutions. CHALLENGES Challenges such as employment loss, declining share of regional retail sales, and flight of afflUent households to high-growth suburban locations are not unusual for center cities around the nation. ThoUgh experiencing these challenges, Charlottesville appears to be in a much stronger position than many cities of its size. The City of Charlottesville has a history of meeting challenges such as declining retail base, income and number of jobs with actions designed to mitigate the losses. The DoWntown Mall and West Main Street corridor are examples. These challenges will continue to demand creative action on the part of the City and the private sector. Public/private partnerships and intergovernmental partnerships will be important to the mix of solutions. Proposed Regional Economic Development Plan Page 13 February 2002 Available Land: The land area in the City of Charlottesville is nearly built-out, 'with few large sites to offer prospective developers. The available infill' sites are Considerably more expensive to purchase and develop than greenfield sites available in the surrounding counties. Lack of Sites for new housing make it very difficult for the City to compete for new household growth, and existing households often move to the 'suburbs in search of homeownership oppommities. The lack of available'land also creates a shortage of parking. STRATEGIES Attract High-Tech Companies: Thc high-tech sector is one of thc key components of employment growth in the City. This sector generally has younger emp!oyecs who are interested in working and living in an urban environment. UVA will also be a strong factor in retaining or attracting growth in the biotechnology sector, and the downtown/courthouse area is still the most attractive location for thOse in the legal and financial sectors. Market to demographic niches: The City could successfully-recapture demographic niches, such as empty nesters, retirees, and younger professionals. These populations tend to demand thc excitement and opportunities of urban living, and higher density housing with lower maintenance coSt. Support retrofit of existing structures: The City has had success retrofitting building in thc past, including train stations, schools and factories. Continuation of this strategy would maintain the ambience of thc City and support economic growth. A major retrofit challenge is the recent acquisition of the federal building formerly occupied by thc National Ground Intelligence Center. Proposed Regional Economic Development Plan Page 14 February 2002 Albemarle County The BOard of Supervfsors adopted Albemarle County's Economic Development Policy on March 1, 1995. This sectionis drawn from that poliCy. DESCRIPTION: Albemarle' County has a strong economy with a growing population and labor force and low unemployment rates. The county has experienced economic growth, generally without major financial Commitment onthc part of the government. Thc labor force is skilled and well educated. Good schools, good planning, and quality of life arc important factors in the County's current. economic position. Median incomes arc higher than at the State and regional levels. A cOnsistently strong employer is present in the University of Virginia, which, as a'major university and medical center, offers great potential for associated research and development. Other major employers and sectors continue to provideemployment stability and diversity. Thc renowned natural environment, BlUe Ridge Mountain location, and historic resources of thc area provide a growing tourist trade as well as an attractive placc to do business. The rural and agrarian heritage contributes to this character, and also offers opportunity for agricultural and forestry industries. Population: According to published census figures, Albemarle has experienced thc greatest number of new people, 11,059; in the region over the last decade, though its.growth rate Of 16% is the fourth highest in the region. One third of the new people moving into the region moved into Albemarle County. Quality of Life: Albemarle County prides itself on the quality of life in the County, Abounding in natural beauty from the Bluc Ridge Mountains to the Historic Southwest Mountain District, three scenic rivers, home to Monticello and Ash Lawn Highlands, and thc University of Virginia. Thc cultural contributions of the University arc increased by the population that shares' music, art, and theatre throughout the region. Performances in Vineyards, a County Fair, and village celebrations all add to the general sense of the County% quality of life. Income: Median income for Albemarle County residents has consistently exceeded region and state medians. In 1993, median family income was 115% of state median. Yet, except for the agriculture and government employment sectors, wages paid by the County's employers are below state averages. In 1992, .the manufacturing, trade and services sectors were respectively,. 98%, 81% and 70% of state average. Several service, prOducer type jobs - legal, membership and engineering/management - exceed state average, but remaining job types, many of which arc service providers(ex: hotels/lodging, personal, business, health serVices, socialserVices, housel~old) are bel°x~ state averages. Albemarle residents commute out for higher paying jobs; ~ea wOrkers commute into Albemarle for the lower paying jobs. The nUmber of families living in poverty has fallen from about 1,150 to a little more than 800 between 1970 and 1990. Currently, this represents nearly 5% of families and over 4,000 individuals. Proposed Regional EconomiC Development Plan Page 15 February 2002 Employment: From 1982 to 1992, the County's resident labor force grew at a rate (35%) that exceeded the County population growth (+20%), yet the unemployment rate consistently is the lowest in the area and has stayed well below state and national rates. There are a greater number of employed County residents than total jobs in the County. As a result, according to the 1990 U. S Census 49% of County workers work in Albemarle, while 43% commute to Charlottesville where there are more jobs than workers. Sectors in the employment and the economy: The University of'Virginia remains the dominant employer in 'terms of numbers of employees, but is providing a decreasing share of the County's overall employment. While government and manufacturing continue to prOvide the most jobs (28% and 20% respectively), the greatest growth in County employment sectors has been in services and 'wholesale/retail trade. This-reflects national trends of contracting manufacturing employment while trades and services are experiencing growth. Until 1998, manufactufingemployment experienced virtually no change. Since then plant closings have included Con Agra, Comdial and Kwik File. In the Charlottesville Metro Statistical Area, manufacturing employment is forecast to decrease by, 10% over the next 10 years, while services are forecast to grow by 36%. and wholesale and retail trade by 24%. Within the services sector, social services, legal services and engineering and management services are forecast to have the greatest growth. Workforce: The County population is well educated with many residents possessing bachelor or graduate degrees, also a refleCtionofthe presence of the University and higher technology/professional service employers. 39% of County residents had obtained at least a bachelor's degree in 1990. Another 42% had graduated from high school, 23% having attended some .college or possessing an associate's degree. As with other localities in the district, the educational level of residents has increased over the last twenty years. Less than HS HS grad Some college College + grao Proposed Regional Economic Development Plan Page 16 February 2002 Close to 70% of labor force occupations are executive, administrative, managerial and professional specialty (36%) or technicians, Sales and administrative support (33%). STRENGTHS ~A well-educated citizenry dedicated to quality education for future generations. Travel expenditures increased 13% annually fi.om the late 1980s into the early 1990s, based on the area's rich historical heritage and presence of the University of Virginia. Retail sales grew in this period at more than twice the rate of the state. An analysis of retail trade indicates that the County has become a regional market center that is a net importer of retail trade d611ars. When adjusted for inflation, the total value of agricultural products sold in 1992 was about $15.5 million, down from about $16.8 million in 1987 and about $21.0 million in 1974. Some specialty areas in agriculture are expanding, including horses, grapes, purebred cattle operations and hay production. Agriculture is part of the area's heritage and contributes to its attractiveness as a tourist attraction and as a place to live and work. CHALLENGES Meeting employment needs of citizens without compromising the commitment to preservation and protection of the natural, historic, and rural characteristics that comprise thc quality of life for many of Albcmarle's rcsident~ The sustainability Accords embraced by the county provide guidance for this balance. Maintaining the growth areas for quality groWth. Certain areas, designated for growth by thc County, will require attention toinsurc thc activities meet the guidelines set forth bythe County. STRATEGIES Sustainability: Maintain a strong and sustainable economy. Recognize that County residents place importance on job opportunities and economic growth, but not at thc expense of the protection and preservation of water quality and quantity, natural resources, farmland, historic areas, and open spacc~ Protect through diligent growth management efforts the County's distinctive natural and man-made qualities to maintain its attractiveness as a place to live and work. Discourage business and industry that is not environmcntal!y sustainable or friendly (such as high water users, polluters). Encourage tourism focused on the rural, agrarian, and historical resources of the County, and which does not threaten or compromise those resources. Encourage agriculture and forestry by implementing appropriate recommendations of the Agricultural and Forestal Industries Support Committee. Workforce Development: ContinUe to recognize the relationship of high quality schools and public services and an outstanding level of natural and cultural amenities to positive economic development, and maintain these attributes. Proposed Regional Economic Development Plan Page 17 February 2002 Encourage and support continuing educational and training programs to prepare the local work force for the skill demands of current and future employers, including appropriate work habits and life skills. Encourage and support apprenticeship programs. Encourage the school 'system to teach basic life skills as a means of preparing our future work force. Encourage diversity in business and industry that will accommodate a variety of skill/educational levels and provide for a diversified tax base. Regional Cooperation: Cooperate through the Thomas Jefferson Planning District Commission (TJPDC) with other jurisdictions in the region, the University of Virginia (UVa) and Piedmont Virginia Community College (PVCC). SuPport mutual consultation on regional development projects along shared borders, and/or on projects of significance to more than one locality, possibly through a "Memorandum of Understanding.'? Proposed Regional Economic Development Plan Page 18 February 2002 Fluvanna County Fluvalma County began the update of their Comprehensive Plan in 1998. After a series of task forces, work sessiOns and public hearings, the Board of Supervisors formally approved the 2000 Comprehensive Plan on November 9, 2000. This section is drawn from that plan. DESCRIPTION Originally named for Queen Anne, Fluvanna County occupies the southeast comer of the planning district. Mostly rural, in agriculture and forestry, the County has several centers of population. Lake Monticello, Palmyra, Zion Crossroads and Scottsville are nodeS of population. ' Most of the residents commute out to work. Population: Fluvanna is the second fastest groWing locality in the state. Lake Monticello, a residential lake community has experienced the greater proportion of the influx, but in recent years, growth is occurring in other areas of the County as well. Quality of Life: The performing arts are having resurgence in the County with theatre and music groups performing on a regular basis. The County's annual Farm Day.brings together the many arts and crafts talents to celebrate the community on Pleasant Grove, a recently purchased County site. Palmyra is an historic village that will connect to the Pleasant Grove property. An old stone jail houses the County Historical Society. The James River and R_ivanna River, bounding the County on the east and soUth, provide a connecti°n to the past river-culture heritage 'and to the furore natural and recreational heritage. Remnants of locks from early river traffic can be found along the Rivanna and James, as well as remains °fmills and farm buildings. The Annual Barge Festival Stops in Fluvanna. The County is primarily rural and the Comprehensive Plan encourages maintaining the rural nature of the County. · Income: Fluvanna, like the other localities in the region, is experiencing a greater percentage of the population at each end of the earning scale. Poverty levels in 1990 were 10:5% of the population. In real numbers, this means that 515 of 4,495 households were living below the povemJ level. Sectors in employment and the economy: According to 1997 County Business Patterns, 'the largest number of emplOyees was in the services sector. The three largest employers in the area are the Fluvanna County Public School System, the Fluvanna Correctional Center, and a ~mre manufacturer known'as Creative Interiors. Businesses are located p~arily at Zion crOssrOads and Lake Monticello. Other important areas of employment include Fork Union and Palmyra. Of the County's $1,050,866 total tax revenue from businesses in 1999, $871,605 was from public utilities, with $629,576 from Virginia Power (now Dominion Power) alone. Proposed Regional Economic Development Plan Page 19 Februa~. 2002 Workforce: The community has a"well-educated, mobile, and capable work force, as well as many oppommities for desirable residential living. Fluvanna County has a sChool-age Census of 3,000+ students andis experiencing a.dropout rate of less than 3 percent on average.' The education level in the adult population consists of 32% with less than a high-school education; 31% high school graduates and 37% with more than a high-school education. STRENGTltS FluVanna County is well situated to. attract commercial and industrial enterprises. Interstate 64 stretches across its northern boundary, and three significant highways (Routes 15, 250 & 6) nm through the County. There is raikoad access on the southern boundary of the County and sources of water in the James, Rivanna, and Hardware Rivers. Fluvarma's development assets include the particular advantages of a location central within the state and on the eastern seaboard, in a region with the capacity for future development, a pleasing environment, an enjoyable place to live, low taxes and land costs, friendly and talented citizens plus proximity to the University of Virginia and Piedmont Virginia Community College. CItALLENGES Growth: The County faces the challenge of rapid residential growth. In 1999, the percentage &population growth in FlUvanna made the County the second fastest growing locality in the state. As a general rule, residential development costs local government more for services than the tax revenue it generates. The high rate &residential growth has not been accompanied by commercial, industrial and service development. This has Strained county resources and threatens financial imbalance. Limited infrastructure: Fluvanna County has a limited water supply and waste water treatment facilities. STRATEGIES Balanced Development: The County is committed to Support 'commercial, industrial and service development, specifically by retaining and encouraging growth of existing businesses and recruiting desirable, clean, non-polluting business. Development will bc clustered to maximize efficiency of infrastructure and to preserve the County's rural character~ The County will also encourage smaller businesses and industries that will require little provision of infrastructure. Particularly, the County wants to expand agricultural and forestal markets to create more opportunities for local landowners to keeP their land in agricultural and forestal uses and encourage entrepreneur opportunities related to tourism, recreation, and historic preservation. Proposed Regional Economic Development Plan Page 20 February 2002 Enhance Tourism: Fluvanna County initiated the Heritage Tourism program in the region, with participation from large numbers of residents. The County will strive to attract tourist-related enterprises that would be effective and successful in a rural, pastoral setting. The County has already identified Palmyra as the vicinity that has the most tourism potential. The success of the County's tourist- related industry is contingent upon thc preservation of Fluvanna County, s appearance as a rural, bucolic setting. The County will also develop partnerships with other regional jurisdictions to better promote the region as a tourist destination and encourage or sponsor festivals and events. Node development: The County has engaged in a planning and strategic process to guide the development of the Pleasant Grove tract. This area, located on the Rivanna River, has trails, historic sites and compatible~ development pOtential. Proposed Regional Economic Development Plan Page 2I February 2002 m Greene County The ,Greene County Board of SUpervisors ,adopted the 'Comprehensive Plan on October 14, 1997. This section is drawn from the Economic ~Development section of that plan. The plan will be revised in 2002. DESCRIPTION Greene County is the smallest county in the state in geography, even without discounting the land area of the Shenandoah National Park. Greene County was named for General Nathanael Greene, American Commander in the Revolutionary War. The county was formed from Orange County in 1838. The county seat is Stanardsville. Population: The current popUlation is 15,244 per the 2000 Census. Growth in Greene County places it inthe top ten growth localities in Virginia. Quality of Life: Greene County is rich in natural beauty and historic heritage. Its rural charactermakes it an attractive place to live. Income: Based on married couple returns for 1998, the median family income for Greene County Was $44,815. This is lower than the planning district median of $48,774. Employment:' Almost 80% of the Workforce commutes out of the county. The economy is primarily agriculturally based, but there has been growth in the area of manufacturing. The testing site for Insurance Institute for Highway Safety (IIHS) is located in Greene County and Technicolor employs about 500 workers. Appropriately skilled labor is a significant need. Workforee: Per the 1990 Census, 13% of adults over 25 had aBachelor's degree or graduate degree. In 1990, 37% of adults over 25 did not have a high school diploma. This represents significant gains over the last 20 years, with the 1970 census showing only 2% with a college degree and 5% in 1980. Similarly, the percentage of adults over 25 withOut a high school diploma was 58% in 1970 and 50%in 1980. STRENGTHS The County is one of thc four access points to thc Shenandoah National Park. Thc County bills itself as "Gateway to thc Bluc Ridge Mountains." Old Town Stanardsville is rich in historical heritage, including the Greene County Court House built in 1838, the adjacent old County Jail, Stanardsville Methodist Church built in 1858, thc Davis-Deane House, an elegant town house built in 1855, the Gibbons Market built in 1861, the Lafayette Hotel, built in 1840 and many' homes. A commercial corridor is developing along Route 29 from its intersection with Route 33 to thc Albemarle County linc. Proposed Regional Economic Development Plan Page 22 February 2002 CHALLENGES The County has relied heavily on residential real estate and personal property taxes to fund the provision of services. This rapid residential growth has not been matched by commercial and industrial developmcnt~ This imbalance has strained the budget and limited the provision of. publiC services, The county recognizes that it needs to diversify and provide infrastructure: STRATEGIES Encourage Tourism: The County has established a goal to develop Greene County as a rural retreat and recreation area. Realizing-this gna1 will involve developing strategies to capitalize On the tourism potential of the County as one of the four access points to thc Shenandoah National Park, to establish Old Town Stanardsvillc as an ~historic 19th century village and to assist in establishing recreation facilities in thc county for use by tourists and residentS. Regional tourism efforts through thc Heritage Tourism program will enhance local &fOrts. Diversify the Tax Base: Rapid residential growth has resulted in anincrcased demand for services that exceeds the tax revenue generated by the residential development. The County is seeking ways to encourage commercial development in designated grOwth areas, where adequate public utilities and services are available. This will broaden the tax base while having minimal impact on the County infrastructure, environment and water resources. Support industrial parks: Greene County has two industrial parks on Route 33, west of Route 29. The older of the two parks is close to build-out. Industrial growth opPommity is being focUSed on the newer park facility. The County is considering options to address the inadequate sewer service at one of the business parks and may opt to develop a new park Proposed Regional Economic Development Plan Page 23 February 2002 Louisa 'County Louisa's Comprehensive Plan is being updated for 2001. Task forces were apPointed to address topical areas of the plan. The plan has .been recommended by the Planning Commission and is in the public .hearing process as part of the review by the Louisa Board of Supervisors, with adoption expected in the fall of 2001. This section is drawn from January draft of LoUisa County's 2001 Comprehensive Plan. DESCRIPTION Formed in 1742 frOm Hanover County, Louisa Comity was named for Princess Louisa, daughter of King George II and Queen Caroline of England and Wife of King Frederick V of Denmark. Its central Virginia'location put it squarely in the path of Revolutionary and Civil War action and other historical events. Ideally located in the rolling Central Piedmont region near the heart of Virginia in the prosperous Richmond, Charlottesville, Fredericksburg triangle, Louisa County is 'within 500 miles of one-half of the nation's population. The 514 square miles are predominantly farm and forestlands, mixed with business, industrial, and residential properties. The county seat, the Town of Louisa, islocated just 50 miles from the state capital in Richmond, 95 miles from the nation's capital in Washington, D.C., 35 miles from Charlottesville, home of Thomas Jefferson's University, and 45 miles from Fredericksburg. The town of Mineral is the county's other incorporated town. Until the past decade, Louisa has been rural, dominated by farm and forest economies. The past decade has Seen population growth not matched with associated industrial and commercial development. Population: The county poPulation has increased over 14% during the past 15 years and numbers 25,627. Quality of Life: The Piedmont area between the Blue Ridge Mountains and the Atlantic coastal plain is' famous for its multifaceted recreational apPeal. The County is largely rural with a population density of about 43 people per square mile. Only aboUt 10% of the county is developed as urban, residential, or industrial; with the balance consisting of natural and planted forest lands; crop, pasture, and open land; and bodies of water. Louisa County haS a moderate climate with an average temperature of 56 degrees F. Income: Wages paid for jobs in Louisa are higher than in any of the adjacent counties, but the estimated median household income of $32,200 is among the lowest in Virginia, below the state median of $36,229 based on U.S. Census Bureau data for 1995. The percentage of the population in poverty remained the same during 1990-1995 and is the highest of all surrounding counties. Jobs in Louisa County: Job growth in Louisa has not kept pace with population growth. The number of jobs in Louisa County decreased dramatically from 1990 to 1996 with the closing of two clothing manufacturing industries. Since 1996 employment has been increasing, but the number of jobs has-still not rebounded to the 1990 high of 5,600. Commuting patterns suggest that the better paying jobs in the County are held by in-commuters, not Louisa residents. Louisa residents Proposed Regional Economic Development Plan Page 24 February 2002 are more likely to commute outside of the County.than to find work within the Countyl OnlY 44% of Louisa workers work in the County;::holding approximately two-thirds of the jobs in Louisa. The County is planning a campaign focusing on the cost of community to encourage workers to work in Louisa instead of commuting out. Unemployment in Louisa County has been a major concern of the community for a number of years. The County'S unemployment rate is consistently higher.than the state, usually by a factor of two. Currently, it is five times the Albemarle County unemployment rate. Sectors in employment and the economy: The predominant employment sectors in Louisa County are manufacturing, local gOvernment, education and transportation/utilities. Dominion Virginia Power is the largest employer (~900), followed by plastics manufacturing. About 600 Louisa County residents work at the University of Virginia in Charlottesville. As part of the comprehensive planning process, the Virginia Department of Forestry developed a breakdown for Louisa's economy using an economic impact analysis model, IMPLAN. From this analysis, the economy is clearly reliant on the presence of Dominion Virginia Power. Second in impact is the Finance, Insurance, and Real Estate sector (FIRE), withreal eState the largest contributor in this category. The impact of the industrial enterprises and service industries :is a close third. Agriculture and forestry combined contribute about 4% of the total economy and are important in preserving Louisa's rural character. STRENGTHS Louisa County has many industrial sites within thc County Industrial Development Authority and in thc Business Park at Zion Crossroads. The County has three interstate exchanges and the CSX Railroad. Water, gas and sewer arc provided at Zion Crossroads, atthe Industrial DeVelopment Authority, thc towns of Louisa and Mineral and almost all of the industrial sites. Rail is provided at many industrial sites. Louisa County is a natural tourist magnet, being positioned in a.Particularly beautiful part of thc U.S. where many historically significant events occurred. Historic attractions include the beautiful 14,000-acre Green Springs National Historic Landmark District and Trevilian Station Battlefield Two community colleges-- Piedmont Virginia COmmunity College and J. Sargeant Reynolds Community College are within easy reach as arc the University of Virginia, Virginia CommOnwealth University and many other institutions in Pdchmond. Lake Anna and Lake Louisa provide swimming, fishing, boating, and sailing. In addition, jet skiing and sail boarding arc allowed on Lake Anna. Lake Anna State Park, several private marinas, and several campgrounds offer a wide range of activities and equipment rentals. CHALLENGES Deregulation of Electric Industry and Revenues: Louisa County faces the potential of losing a major source of revenue as the electric utilities move into Proposed Regional Economic Development Plan ,:page 25 February 2002 deregulatiOn. Of the County's current operating budget of 45 million dollars, almost One quarter of the revenue is from Virginia Power. With deregulation of electric utilities, it is projected that the County may sustain a decrease of approximately $4.1 million dollars in tax revenue from Virginia Power on or before 2002. There will be no adjustment°r increase in funding from the State as a result of this shortfall for at least.2 years. Beginning in the third year, the State will only make up for approximately 35% of the decrease in tax revenue from Virginia Power. Workforce Skills: Louisa County Schools have a high drop out rate and low test scores. Overall education levels of County residents has increased, with a higher percentage ofhigh school and college graduates, but the skill level of the wOrkfome is a limiting factor in attracting new business and provider higher paying jobs within the County. STRATEGIES Diversify the tax base: To make up for the eXpected shortfall in revenue resulting from the de-regulation of thc electric industry, the County needs to look at ways to diversify the revenue stream by increasing the tax base from Commercial/Industrial Growth through economic development and by creating higher paying jObs through education and training.and by forming parmerships to raise skill levels in the workforce. The County may also need to consider increasing real estate and/or personal property taxes on all citizens. WorkfOrce Development: An increase in thc occupational skills of thc workforee will address thc issues of poverty and.unemployment. Part of this strategy will focUs on increasing the high school graduation rate. Partnerships between education and business will bc critical to meeting this goal. A well- trained'workforcc is a key to attracting new business and quality jobs in the County. Proposed Regional Economic Development Plan Page 26 February 2002 w Nelson County Nelson County is in the process of updating their Consolidated Plan. This section is drawn from the Executive Summary of the Strategic Plan for Economic Development - a PowerPoint presentation dated April 2000, the Nelson County web page, and a brochure on Nelson County prodUced by the Nelson County Department of Tourism and the Department of Planning. DESCRIPTION Nelson County is located near the geographic center of Virginia, bordered on thc northwest by thc Blue Ridge Mountains and on thc'southeast by thc James River, making for a varied topography ranging from rugged mountainous terrain to gently, sloping river banks. Nelson County considers its scenic beauty andopen spaces as its primary assets. The primary industries in Nelson County are agriculture and tourism. Wintergreen, a four-season resort, is the largest employer. Population: Nelson County is home to 13,900 people, increasing from 11,702 in 1970. Quality of Life: Nelson County prides itself on its unspoiled natural beauty, marketing itself as a 47I-square mile playgroundthat includes scenic byways, trails and rivers. Natural features include the Blue Ridge Mountains, George Washington National Forest, Crab~ree Falls and the James Riven Income: Median household income in 1996 was $29,553 compared to a state average of $38,426. Employment: Thc employed labor force in Nelson County consists of 6,570 people. Over 51% commute outside of the county to work. Of the workers employed in Nelson County, 73%.are Nelson County residents with the remaining commuting in from Augusta/Waynesboro, Amherst and .albemarle. Unemployment rates are trending dOwnward and are currently about 2%. The Poverty level was 13% in 1996, down from 15%. Sectors in employment and the economy: Based on 1998 Bureau of Economic Analysis, of the 5,450 full-time and part-time jobs in NelSon County, 40% are in services, 12% are in government, 10% are in construction, 9% are in farming, 9% are in retail trade, 5% are in manufacturing, 5% are intransportation and public utilities and 5% are in Finance, Insurance, Real Estate. Occupations mirror the national trend of moving toward a service economy. Wintergreen Resort is the largest employer, employing between 600 and 999 people. Approximately two-thirds of the county's land area 'is forested. The economic impact of forestry in Nelson County is $11.6 million in 1996 dollars. Recreational use of forested areas also contributes to tourism. Nelson County ranks third in the state in fresh fruit production in Virginia, producing 500,000 bushels of fresh fruit annually and totaling $2.7 million per year. Other important agricultural crops include wine grapes, vegetables and hay. In 1998, traveler spending in the county totaled $105.44 million, growing at a rate of about 5% per year. Proposed Regional Economic Development Plan Page'27 February 2002 Workforce: 45% of high school graduates further their education at 4-year colleges immediately after high school. 20% go on to 2-year colleges immediately after high school. County schools offer a balance of college preparatiOn and vocational education. Existing businesses are experiencing difficUlty in filling job vacancies due to the low unemployment rate. There is a need for upgrading the training and skills of the workforce. STRENGTHS Good quality ~of life in general for families. A clean, safe, quiet and beautiful environment. Positive inflUence of tourism and Outdoor recreation. Open space, agricUlture and fOrestry. CHALLENGES Weak Land-use Regulations: Nelson County has weak zoning regulations and lacks Commercial design standards, giving the County very little control of undesirable development. ~rhis threatens the natural, scenic beauty'and agricUltural heritage of thc County, which serve asthc basis for its primary industries of agricUlture and tourism, STRATEGIES Land Use Control: Nelson County conducted a survey of citizens at the outset of the planning process for the Comprehensive Plan update. The highest priority of citizens as reflected in that survey was preserving the natural beauty, peace and quiet,, and rural character of the county. The most important issues were controlling rapid growth and development, protecting the environment, and the loss of farmland due to residential development. The strategy to address these issues is to prepare and implement a zoning ordinance, identify and map growth areas, and implement design standards. Plan and Create Mechanisms for Economic Development: The County will direct the EcOnomic Development Communications CounCil to build consensus about the direction of economic development. The County intends to develop a Business Development Council and build a Business Development Centerto implement the economic development plan. Proposed Regional Economic Development Plan Page 28 February 2002 V. Business Sector Analysis TOURISM The tourism industry is a key component of the regional' economy. Tourism combines elements of the government, retail, services and transportation sectors and is not treated as a separate sector in the data available. Travelers to the planning district spent $365.5 million in 1995. On a per capita basis, travel expenditures were $2,202 per resident of the district, significantly higher than the $1,508 figure for the state as awhole. Albemarle County clalms the highest share of tourist activity in the planning district with a 31.1% Share in 1998. Tourism is also an important to Charlottesville, which claimed a 26.8% share, and Nelson County. Thomas Jefferson's restored home, Monticello, is the primary tourist attraction. Other important tourist destinations include Ash Lawn, home of James Monroe; Montpelier, home of James and Dolley Madison; the University of Virginia, Historic Michie Tavern, Wintergreen Ski Resort and the Blue Ridge Parkway and Skyline Drive, particularly in autumn. The number of visitors to key attractions in the region has been inconsistent throughout the 1990s and for all the sites fewer people visited in 1999 than'did so in 1991. Monticello attracted 531,000 visitors in .1999, almost 7,000 feWer visitors than in 1991. In spite of this, traveler spending increased significantly throughout the 1990s, with a 6.4% annual increase from 1992 to 1998. AGRICULTURE/FORESTRY Within the ThomaS Jefferson Planning District, a large portion of agricultural activity.is in Albemarle County. The 1992 Census of Agriculture found that Albemarle County contained 438,045 acres of farms, making up 43% of the total, acreage in the district. Albemarle County accounted for almost half &the district's sales, with total transactions totaling $21.8 million. Nelson County ranked second:behind Albemarle in the value of crop Sales and Louisa ranked second in sales of livestock and poultry. FOr the district, the average farm size was 222 acres with the average Value of sales per farm at $23,476. Overall farm sales in 1992 totaled $46.2 million. Of that amount, about three-quarters were from livestock and poultry sales with the remainder from crop sales. Full-time farmers operated close to half of the 1,969 farms located in ~the district in 1992. In recent years, the horse industry has supplanted catfie as the region's number one agricultural commodity. Apple production, still a significant component of agriculture in Central Virginia, is now outpaced in production by the grape industr-Y~ Vineyards, wine and champagne products are attracting 'significant capital investment. Niche markets in mushrooms, garlic and buffalo are expanding, reSUlting in redevelopment ofagricultural land. The average farm size has decreased and there are more part-time farmers. Some of these trends are driven by the increasing costs of land and maintenance. W~ather has also been a factor, with early frosts taking a toll on orchards. The climate and soil in Central Virginia have proven to be ideal for growing grapes. The expanding horse industry has triggered increases in agricUltural support items such as farm equiPment, fencing, horse feed and hay. Currently much of the horse-grade hay Proposed Regional Economic Development Plan Page 29 February 2002 comes from out of state, but hay is a growing agricultural product in the planning district due to the demands of the horse industry. Similarly, the fast pace of growth in the grape and winery industry'has a significant impact on tourism: There are presently 13 wineries within an hour's drive of Charlottesville. Milk and beef cattle are still significant in the regional economy; but the number of cattle has been decreasing in recent years. In Albemarle County, there were 484 beef cattle farms with 17,165 cattle in 1992. These numbers had decreased by 1997 to 440 farmS with 15,818 head of cattle. Forestry: The planning district contains some of the finest hardwood forests in the country. Much of the planning district is forested, particularly in Nelson and Louisa Counties, which have a number of wood processing operationS. Several of the area's lumbering operations use sustainable practices in processing. In addition to economic impact, forestry, like agriculture, also provides related benefits such as protection of public .water supply watersheds, recharging and cleansing of ground water, preservation of the natural landsCape and open space and contribution to the quality of life. Forestland as Percentage of Total Acreage: Counties in Thomas Jefferson Planning District: 1997 Source: I~partment of Forestl~ 90.0% ~- 80,.0% / t4.O% I' ~ 68.6%  60.0% ! ......................... 40 0% ! ' ' ' Albemarle Fluvanna Greene 76.9% Louisa Nelson SERVICES The services sector is very diverse including business and repair services, personal services, entertainment and recreation services, health services, educational.services and other professional and related services. Many types of these services arc provided both privately and publicly. Publicly provided services are included in the governmental sector, with health and education services making up a large proportion of the government activity in thc region. Thc services sector as described hcrc includes only private services. The sector's.share oftotal employment rose sharply from 20.7% in 1985 to 24.9% in 1994. The largest service sector employers in the district are Martha Jefferson Hospital, Wintergreen Resort, Region Ten Community Services and the Boar's Head Inn. The development of the University of Virginia's North Fork Research Park is a factor in increasing .activity in this sector. For instance, in December 1997, PRA International, a Proposed Regional Economic Development Plan Page 30 February 2002 Vienna-based medical research company, began a research alliance with the Medical School. This agreement brought 190 jobs to North Fork. HIGH TECHNOLOGY MuCh of what is generally thoUght of as high-tech industry is reflected in the private services sector, but high-tech industry is difficult to fit into any one single employment category. Anecdotal evidence and an analysis of prominent employers in the region indicate that the high-tech sector is generating significant employment growth in the region,.The City of Charlottesville has become a destination for a nUmber of smaller, new economy (_sol, are and intemet) high-tech firms, many of whom are seeking proximity tokey institutions (UVa, in particular), along with an urban environment with interes£ing housing and nightlife options. Biotechnology research is also a growing sector, with many of these firms preferring to locate within siaburban research parks. Charlottesville's Commercial Corridor Plan notes that the furore for high-tech growth is somewhat mixed. These businesses are currently experiencing rapid growth, with large revenue potential. The region's relative proximity'to the established Northern Virginia technology market .makes it a good price alternative location, for some firms that also value proximity to a major university. However, the high-tech, industry, especially with smaller firms, has proven to be particularly volatile. It is likely that many high, tech firms that currently have ambitious expansion plans, and a large appetite for new office space, will fail or be bought out within the next few years, especially as making a profit becomes a requirement for gaining access to new capital. The biotechnology industry, while also volatile, should be a mOre stable source of employment growth in the region, primarilydue to the strength of UVa. High technology businesses tend to be located in downtown Charlottesville and surrounding suburban areas of Albemarle County. The Virginia Piedmont .Technology Council coversa geographic area that includes all of the Thomas Jefferson Planning DiStrict Plus the counties of BUckingham, Madison and Orange. There are no member companies from BUckingham, Fluvanna, Louisa or Madison and Only one or two member organizations from Greene, Orange and Nelson Counties. VPTC's June 2001 report title "Are We Connected Yet?" cOnCludes that there is a clear indication of the current imbalance in the region between a growing high tech region around Charlottesville, and the lack of high tech companies in other, more rural parts of the region. The increase of high-tech industry has had an impact on the manufactUring sector. Many of the high-tech firms have .begun to move into light industrial and warehouse space. Increasingly, Smaller induStrial buildings are being uSed as flex space, with businesses using :the space for a mixture of office, light assemblY, storage/distribution and' retail. Ew RETAIL SALES Retail trade is the third-largest employment sector in the planning district, employing 15.3% of total employment in 1994, up from 14.3% in 1985. The combined area of Albemarle County and the City of Charlottesville aCcOunted for 87.7% of employment in the retail trade sector for the Planning district in 1994. Major shopping areaS within the City of Charlottesville include the Downtown Mall, Barracks Road Shopping Center and Proposed Regional Economic Development Plan Page 31 February 2002 Seminole Square. Albemarle Square, Fashion Square Mall, Rio Hill and the Sam's Club/Wal-Mart complex are important shopping centers in Albemarle County. In addition to being an employment center for the region, the City of Charlottesville also attracts shoppers from outside the City. Charlottesville's retail base is strong in apparel stores, restaurants, grocery stores, and home improvement, along with machinery and equipment, a significant percentage of which is bUsiness-to-business'transactions. Sales in groCeries and pharmacies in the City, for example, account for 41.7% of all sales in these stores in the region~ The City captures 48.9% ofsales in apparel stores in the region, largely due to the dominance of Barracks Road ShoPping Center. Charlottesville accounts for 56.9% of restaurant sales in the district. Grocery and home improvement sales tend to more closely follow new home construction, which is .occurring primarily in the suburbs, and the market share for theSe sales are expected to gravitate toward the suburbs in the future, particularly Albemarle County. Direct Marketing: Within the retail sector, direct marketing through telemarketing, catalog and Intemet sales is a growing component. Sales data is reported as part of the retail sector. According to Martin Baier, author of How to Findand Cultivate Customers Through DireCt Marketing, direct marketing accounts for 10 to 20% of all retail; Fulfillment and distribution centers are distinct from direct retail in that they bring in retail dollars from outside the region. This marketing approach includes telemarketing or call centers, warehouses, and distribution centers. The approach.also includes database creation and management to tailor product offerings to customer profiles, maintain product and inventOry data, and process 'orders electronically. In the Thomas Jefferson Planning District, Crutchfield includes all of these components, including Catalog sales, Internet ordering, on-call product information specialists, a warehouse and distribution center and .their flagship retail outlet for home theater, video, and car audio products: Other retailers have included some components of distribution or direct marketing in their local presence, with varying levels of success. Wal-Mart has recently announced that it will develop a major distribution center in the Louisa County Business Park at Zion Crossroads to begin operations in the fall of 2002, capitalizing on the interstate access afforded by the location. Value America, an e-retailing operation in Charlottesville, filed for Chapter 11 bankruptcy protection in August 2000 after failing to make their Internet retailing operation profitable. Successful telemarketing, catalog sales and distribution firms in the area surrounding the Thomas Jefferson Planning District include Plow and Hearth and 1-800-FLOWERS in Madison County and Von HoltzBrink Publishing Services in Orange County. According to Barnard's Retail Trend Report, the trend in 2000 was an integration of brick-and mortar retailing with Intemet ordering. Several'brick-and mortar retailers added Internet divisions and companies that were originally purely Internet retailers opened up successful brick-and-mortar stores. These signs point to the idea that in order to be successful, retailers will need tO sell through multiple channels. MANUFACTURING The manufacturing sector is still a majOr employer in the planning district, but has decreased its share of employment over the last decade. The numbers of manufacturing jobs in the region dropped by 777 over the decade, losing 980 jobs between 1990 and 1996, but offsetting some of that loss by increasing by 203 jobs from 1996 to 1999. proposed Regional Economic Development Plan Page 32 February 2002 G~ He Manufacturing accounted for 14 percent of all jobs in 1990, but was down to 11 percent in 1999. There are a. number of large manufacturers in the district: K15ckner-Pentaplast of America is a manufacturer of rigid PVC film and sheets used for the packaging of foods, cosmetics, pharmaceuticals and other projects. This plant is located in Louisa County and employs about 800 workers.' In Albemarle County, GE-Fanuc North America employs more than 1,000 workers.to manufacture numerical controls and factory automation systems and products. GE recently.laid-off about 30 workers and placed nearly 300 on part-time status. Other manufacturing firms with plant closings or large layoffs include COnAgra Frozen Foods, which closed its plantin Crozet-at the end of 2000 affecting 600 workers, and Comdial CorporatiOn, a manufacturer of telecommunications equipment, which laid off over 300 workers from the end of 2000 to the middle of 2001. A large manufacturer of marine navigational equipment has undergone transfers and mergers, going from Sperry Marine to Litton Marine and recently to NorthropGrumman. Manufacturing is undergoing changes, reflecting advances .in technology. Manufacturing plants have'been re-tooled for efficiency, becoming highly automated and technical and using fewer workers with increased skills. While the number of employees has decreased in the manufacturing sector, it has maintained its relative contribution to the state's economy according to the Virginia Department of Economic Development. Part of the reduction in workers has been a result of contracting out peripheral services, such as janitorial, instead of maintaining in-house staff. Manufacturing employment is forecast to decrease in the Charlottesville region over the next decade. FINANCE-INSURANCE-REAL ESTATE (FIRE) Establishments in this sector employed 6,695 workers in 1994, accounting for 6.4% of the total employment in the district. State Farm Mutual Insurance Company in Albemarle County is the largest employer in this sector. CONSTRUCTION Firms in the construction sector accounted for 6.7% of total employment in 1994. Construction is a volatile sector; employment grew from 5,813 in 1985 to a peak of 8,086 in I989. Employment fell during the 1990-1991 recession and has slowly recovered since then to a total of 7,006 workers in 1994. Regionally, the 1990s was an extremely active decade for new home construction, with an annual average of 1,307 housing units added during this period, compared to an average annual rate of 1,1 l0 from 1980 to 1989. The vast majority(79%) of these permits authorized in the region were for 'single-family detached homes, with most of this construction taking place in the suburban counties. The focus of growth in the region is Albemarle County, both with regards to quantity of new housing construction, and thc price positioning of this housing. Multifamily housing units make up a small percentage of total housing units developed throughout the region. ProPosed Regional Economic Development Plan Page' 33 February 2002 Jg Ko PUBLIC UTILITIES AND TRANSPORTATION Companies in this sector employed 3,037 workers and accounted for 2.9 percent of total employment in the planning district in 1994. Major employers in this industry include Virginia Power, Sprint, the North Anna nuclear power plant in Louisa County and UPS. This sector is particularly important to Fluvanna and Louisa Counties, where revenue from public utilities make up a significant percentage of the localities~ budgets. The deregulationof electric utilities will undoubtedly have an impact, but its full magnitude is not yet known. GOVERNMENT The government sector, including federal civilian and military sectors as well as state and local employment, accounted for 25.2% of total employment in 1994. In addition to the usual federal agencies like the post office and armed forces' recruiting stations, the area is home to the Federal Executive Institute, the U.S. Army National Ground Intelligence Center and the Judge Advocate General'S School. The major government employer in the district is the University of Virgima, which includes employees of the University of Virginia Health Sciences Center. Local schools also account for a large percentage of employment in rural areas, with several hundred employees in each locality. Government's share'of total employment was the largest of any of the planning districts in Virginia and was more than twice the state average of 11.1 percent. MINING AND WHOLESALE TRADE The remaining nonagricultural employment sectors - agricultural services, mining and wholesale trade - are small. Combined they accounted for 6.4 percent of total employment in 1994. Proposed RegiOnal Economic Development Plan Page 34 February 2002 VI. Recommendations SUPPORT EXISTING BUSINESSES The region and its localities need to support the viability, growth and expansion of existing businesses so that they can continue to offer their goods and .serVices and the region can maintain its character while expanding its current economic baSe. Perform a cluster analysis Whenever feasible, new businesses should be encouraged where they can be beneficial for existing businesses. A cluster analysis 'is a tool that can be used to identify the best ways for the region to expand its economy. Clustering companies in the same industries can lead to sharing of infrastructure, suppliers and distribution networks. A cluster analysis generally begins by de£ming the region's existing business clusters and builds on this by developing recommendations for expanding the strongest businesses and for economic development programs to build those clusters. A full cluster analysis is beyond the scope of this plan, but anticipated clusters would include, tourism, high-tech, health care and agriculture. The region's quality of life is a power~ marketing tool to use in attracting companion businesses to the area. Promote Local Products Regional efforts to promote local products could include public efforts to promote local bUsiness-to-business purchase of needed supplies and services and creating or expanding a local intranet to highlight local businesses. Local deparUnents of economic development should consider developing visitation programs or other mechanisms-to keep tabs on bUsiness needs and promote use of local businesses to supply those needs. An inventory of the needs of existing businesses can serVe as the basis for designing programs to support existing businesses and developing policies and providing infrastructure to enhance existing businesses and facilitate business-to-business sales. Local governments may palmer with the Thomas Jefferson Partnership for Economic Development in their effOrts to support local businesses and promote local products. Support existing high technology business High ~technology businesses tend to be volatile in nature. As high-tech fn'ms may be more susceptible to failure than more traditional businesses; it behooves the regiOnto provide support to existing and emerging businesses to improve the chances of success. Tactics may include designating technology zones, developing flexible space attractive to high~tech businesses, providing necessary infrastructure and linking businesseS with local resources. w Weigh the impact of new retail centers on existing bUsinesses The development of major retail centers can have a negative impact on existing retail operations. "Big box" retail can undermine the success of local retail businesses and. may force their eventual closure. Major retail centers adjacent to Proposed Regional Economic Development Plan Page 35 February 2002 jurisdictional boundaries can have significant detrimental effects on the retail market share of the neighboring locality. Localities are urged to consider the regional impact of major retail centers and to plan locations carefully to minimize the negative impact on existing retail operations. e Preserve Mountaintop Areas for Timbering The planning district contains some of the finest hardwood forests in the'coUntry. Much of the forested area is on steep slopes above 900 feet, supporting an existing, but'diminishing, rural logging commumty that timbers Under such circumstances using good forestry practices. This resource and way of life is particularly threatened by mountaintop development. MoUntaintop areas also provide protection for the watershed, which is compromised when the areas are development. Counties are urged to take steps available under their planning processes to discourage mountaintOp development. e Support Workforce Development The low level ' of unemployment in the region can make'it difficult for existing businesses to grow and can be an impediment in attracting new industry to the region. The shift away from manufacturing toward a service-based economy is creating some dislocated workers who have few transferable skills to other occupations. Occupations particularly in demand in the region include health care workers at all levels, computer specialists and other high-tech workers, and teachers. Strategies include supporting the development of a seamless, customer- driven workforce development system through the Workforce Investment Board, tailoring education and mining to workplace needs, preparing workerS for upward mobility, using technology to enhance training oppommities, provided needed support systems such as childcare and transportatiOn and ensuring universal access to training. Be PRESERVE THE AREA'S UNIQUE'CHARACTERISTICS Surveys have revealed that residents in the region place importance on job oppommities and economic growth, but not at the expense of the protection and preservation of water quality and quantity, natural resources, farmland, historic areas, and open space. The very resources that contribute to the quality of life in the area, the natural beauty, unique history and agricultural heritage, are important factors in economic development. Preservation of these unique characteristics is essential to expanding the role of tourism, attracting workers and businesses who value quality of life and maintaining the agricultural tradition that continues to play an important role in the economy. Designate growth areas and areas to protect This plan strongly recommends protection of the region's distinctive natural and man-made qualities to maintain its attractiveness as a place to live and work throUgh diligent growth management efforts. Strategies for realizing this objective include designating specific growth areas for office, commercial and industrial development, encouraging infill development of business and industrial uses in designated growth areas, and providing infrastructure improvements that Proposed Regional Economic Development Plan Page 36 February 2002 will support desired development in the growth areas. Each locality in the planning district has identified growth areas in their respective Comprehensive Plans. This plan supports the local implementation of these plans in order to restrict the wasteful use of land, reserve and promote development areas and preserVe and protect rural, natural and heritage areas. A composite map of the planning district identifies these growth areas. Some of the terminology varies between the localities and the maps for each locality further identifies components of the growth areas as labeled in the individual Comprehensive Plans. Maps of the district and each locality are included in the appendices. Localities should consider adopting mixed,use zoning in growth areas. Mixed- use communities incorporate residential, retail and office space. These communities enable people to work and shop where they live, reducing the number of driving trips per household and mitigating the development of residential areas that can contribute to sprawl. e Codify Conservation Planning for Efficient Use of Land Conservation Planning follows an apprOach that reverses many of the steps of conventional subdivision layout. It docs not decrease the gross density, but results in clustering of activity and preservation of unique properties of thc land to be developed. The process begins iby identifying the environmentally unbuildable areas. These wetlands, floodplains~ and steep slopes are blocked out from the planning area. In some caseS, certain soils are removed as well. The second step is to identify thc unique characteristics of the site. These Could include forests, high quality agricultural soils, scenic vistas, or other historic or visually pleasing features. These areas arc also blocked out as areas unsuitable for building in order to preServe thc unique features. The next step in developing the site plan is to place thc buildings on thc remaining land. The final step is connecting the buildings with roads and paths and drawing the lot lines. This approach has bccn shown to decrease thc amount of imperVious surface in a given development, maintain the initial gross densities, and save money by requiring less earthwork and pavement and clustering for more efficient service delivery. Conservation planning results in clustering of activity and preservation of unique properties of the land to be developed. A fuller description with examples of the process is included in the appendices. Incorporate sustainability principles into planning and development In 1994 jurisdictions in the planning district created thc Thomas Jefferson Sustainability CounCil. Thc Council represented the six distinct localities and a diversity of backgrounds and viewpoints, but agreed on thc need to ensure a sustainable future for the region. The Council created the following principles, goals; and objectives as a working definition ofsustainability. These formed the basis for thc creation of thc Thomas Jefferson Sustainability'Accords in 1998, a set of tools which local governments, businesses and industries, community groups and individual citizens can use to measure progress toward the ideal of sustainability. Proposed Regional Economic Development Plan Page 37 February 2002 The Council was motivated by an appreciation for the special history and character of this place, the wealth of its natural endowment, and its ability to provide for an eXtraordinary range of human needs; The CounCil recognized that the Region must contend with the challenge of population growth, with social and economic pressures from within and outside .the region, with rapid technological change and other factors that place its natural and human systems under stress. Still, the Council believes it is pOssible to create a future that is healthy, prosperous, and just; and that the alternative to a sustainable future is an unsUstainable one in which both nature and community are at risk. The basic assumptions that guided the preparation of the Accords are: · that sustainability implies responsibility for life in all its forms as Well as respect for human work and aspirations · that all members of this community have a shared furore: we are dependent on each other in ways that are both complex and profound · that the ideals of preservation and protection on the.one hand, and of economic vitality and oppommity on the other, are not in conflict: in a sustainable future, they are linked together · that communities can assume control of their destinies and by their own intention become stronger, healthier, more livable places · and finally, that Our ability to see the needs of the future is limited. Therefore, any attempt to define sustainability should remain as open and flexible as possible The 1998 Sustainability Accords Encourage and maintain strong ties between the Region's urban & rural areas, fostering healthy economic, environmental, social and political interactions. Strive for a size and distribution of human population that will preserve the vital resources of the Region for future generations. Retain the~namral habitat required to support viable plant and animal Communities that make up the Region's biological diversity, Ensure that the water quality and quantity in the Region are sufficient to support the human population and ecosystems. Optimize the use & re-use of developed land. Promote clustering in residential areas and the integratiOn of business, industry, recreation, residential, and open space. Promote the consideration of appropriate scale in' all development and land use .decisions. Retain farmland and forest land for the future. Broaden the use of sustainable forestry practices among loggers and landowners. Promote the sale of locally produced farm and forest prOducts in local, national, and international markets. Proposed Regional Economic Development Plan Page 38 February 2002 ~Develop attractive and economical transportation altematives to single occupancy vehicle use. Promote the conservation and efficient use of energy resources. Provide, at all leVels, educational oppommities open to every member of the community. Ensure that every member of the community is able to obtain employment that provides just compensation, mobility, and fulfillment. Increase individual participation in neighborhood and community organizations. Encourage greater understanding of sustainability issues as they affect individuals ~nd the Regi°n, usin~ formal and informal education and localmedia coverage. ATTRACT. HIGH TECHNOLOGY BUSINESS The five required elements for a technology sector are: · Venture Capital · Appropriate business locations: (real estate) · Deal flOw (research) · Experienced entrepreneurial and'managerial talent · A workforce with appropriate skills and technological sophistication. 1. Encourage Local Governments to Take Leadership Roles Professional local government organizations need to be active participants and facilitators in the effort to def'me and build an e-communities environment: To that end they should: · Convene business, education, government, and community leaders - the stakeholders - and work with them to decide how best to build the community portal. · Provides focus, structure and leadership to the effort · Create an online community presence, working with private, public or non-profit entities of the community's choosing, 2. Respect the Region's Unique Characteristics An Electronic Community evolves Within a community identity, culture and valUes. A successful electronic community: · Builds on the distinct community values, preferences and culture · PrOvides access and connectivity to multiple levels of government, educational~institutions, and business · Links to other communities across the state, the nation and the world. Proposed Regional Economic Development Plan Page 39 February 2002 Much of the planning district is rural in character.-Rural areas represent market potential. These areas are harder to serve, are generallY under- served and present a potential for revitalization by mixing the old and the new. For example, Scottsville is a designated growth area that is actively seeking ways to incorporate technologY while retaining its historic character and may be a model for other areas. Use the regiOn's quality of life in marketing efforts geared toward attracting high technology businesses to thearea. 3~ Ensure Adequate Infrastructure Connectivity can be provided through fiber optic lines, copper lines, cable or wireless technologY. There is a good bit of fiber opticin place in the area with main arteries in most counties connecting Charlottesville, Palmyra, Scottsville and Stanardsville. Existing copper lines have more. capability than is often recognig, ed, particularly with the installation of remote switching, which can provide connectivity to trtmk lines with a-minimum of local distribution wiring. Wireless technology may be the only option for the more rural areas of the planning district. The .Economic Development Plan Committee recommends: · Developing a regional map showing existing fiber optic lines; copper lines, cable and wireless coverage. The maps developed by the Virginia Piedmont TechnologY Council as part of the "Are We Connected Yet" study are included in the appendices. · Developing a regional plan to serve growth areas that are not served or underserved, consistent with local comprehensive plans · Developing "smart parks," business or industrial parks wired for bandwidth that allow high-speed transmission of voice, data and video signals. In addition to traditional industrial parks, developments could include mixed-use villages in growth areas. Possible sites in the region would include Spotswood Business Park in Greene County, Colleen Business Park in Nelson County, and the Zion Crossroads area. Virginia localities have received a favorable ruling from the Federal District Court, improving their ability, to provide infrastructure needed for economic development. The District Court ruled that Virginia's so-called "dark fiber" law violates the 1996 Telecommunications Act and is therefore invalid. The dark fiber law, enacted by the General Assembly in 1999, prohibits localities from providing high-speed telecommunications services, except for leases of dark fiber to telecommunications companies. The bill has hampered localities from taking steps to develop high-speed communications 'for their citizens and businesses. Having the ability to provide telecommunications services may enable localities to stimulate economic development in the form of internet-based service centers, small web starmps and large, companies that need high-speed communications to do business, providing these services may also make telecommuting a realistic option within those communities. The ruling applies only to Virginia's Western District and is currently being appealed'by the telecommunications industry. Proposed Regional Economic Development Plan Page 40 February 2002 In addition to connectivity, infrastructure for high-tech industries includes high- tech space, office space that is less built-out than more traditional office space. Smaller high tech firms require low lease rotes and desire space with open floor plans and an industrial feel. The internal systems, especially the wiring, must be of the highest quality, in order to meet the demand of the high-tech tenants. The' demand for low lease rates ma~ make new construction unfeaSible in many locatiOns, but high-tech space:'~ older rehabilitated bUildings With unique character has strong.appeal among high-tech users. Strong demand for tech space should increase the market pressure for the rehabilitation' ~f large amounts of dilapidated and obsolete space in otherwise attractive office locations. The committee recommends adaptive reuse and upgrading of existing structures to meet the high-tech industry's demand for low rent space with high-grade lineS. Attract and Cultivate High Technology Business for the Region This'area is-most sifitable for start-up, niche or boutique high-tech cOmpanies. The .region, particularly the City of Charlottesville, has become a destination for a nUmber of smaller, new economy (soft-ware and internet) high-tech firms, many of which are seeking proximity to key institutions, specifically UVa. Biotechnology research is also a growing sector, with these fn'ms generally preferring to locate within suburban research parks. The region's natural beauty and quality of life make it an attractive destination for professionals who can work from their homes by using technology. The region's relative proximity to the established Northern Virginia technology market makes it possible for workers to live in this region, work from their homes, yet still have access to the technology center in Northern Virginia for those occasions when a personal visit is required. The demand for high-tech workers in Northern Virginia and other areas make telecommuting centers viable in this area. One such center is being considered in the Zion Crossroads area. Training programs .in.web-page design and other technology-based occupations would enhance the region as a destination for these businesses and workers. Build on Ties with the Higher Education The region is strategically located in a triangle of higher education institutionS. 'Virginia Commonwealth University.in'Richmond, Virginia Polytechnic Institute and State University (Virginia Tech) in Blacksburg and. the University of Virginia in Charlottesville are available as resources for surveys, studies, interns and Other resources of great value to local businesses. The University of Virginia (UVa) isa strong factor in retaining and attracting growth in high-technology fields, particularly the' biotechnology Sector. The UVa Foundation has created two research Parks to encourage the transfer of technology and expertise from the research arm of UVa to the business environment. The two parks are Fontaine Research Park, a master-planned 54- acre park .adjacent to the University and UVa Research Park at North Fork, a 532-acre mixed-use development adjacent to the Charlottesville-Albemarle airport. Business.es.locatingin the parks can benefit from Working closely with UVa's experts, g~vmg companies the opportunity to harness the latest advances Proposed Regional Economic Development Plan Page 41 February 2002 in research to create innovative Products. 'The University of Virginia Patent Foundation is a private nOt-for-profit corporation that evaluates each of the many inventions generated by the University faculty and employees, protects those inventions which appear to have Commercial potential, and then markets and licenses those rights to industry. The Gateway Project is a n~w initiative to participate constructively and tap into efforts in the community. University of Virginia Gateway is an outreach effort of the Office of the Vice President for Research and Public Service. Started in 1997 With financial support from Virginia's Center for InnovatiVe Technology, Virginia Gateway's primary mission is to represent the University's interests in the development of Central Virginia's high technology business sector. UniVersity of Virginia Gateway serves this mission by: promoting beneficial relationships between.the high technology business.sector and the research efforts of the University; assisting University faculty members interested in commercializing their research throughout the establishment of start-up companies located in Central Virginia (with special emphasis on our research parks): assisting regional technology companies seeking close research ties with the University; acting as the University's representative in public/private partnerships dedicated to technology sector growth; acting as a public service representative of the University in day-to-day contacts with public officials, private business leaders, and the public. As the region's largest employer, UVa has also been a parmer in developing workforce training programs with Piedmont Virginia Community College and the Charlottesville-Albemarle Technical Education Center. The Darden School can provide case studies and development plans for emerging businesses. The School of Architecture is a valuable resource for projects related to economic development. Promote Education and Training Programs Of the needed elements for the technology sector, workforce issues are the hardest to address. Both baseline skills and more sophisticated skills are needed. Regional businesses and other employers have the opportunity to impact local education and training programs through the Business Education Round Table now being formed under the auspices of the Local Workforce Investment Board. One of the sectors formed under this initiative will focus on technology businesses. Active involvement by both employers and educators will serve as a ~catalyst for developing curriculum emphases; training programs and other innovations to enhance the capabilities of the local workforce. Technology training is most effective if begun before graduation from high school. Virginia Governor's Schools provide challenging programs to some of the state's most able students beyond what is available in their home schools. With the support of the Virginia Board of Education and the General Assembly, the Governor's Schools presently include summer residential, summer regional, and academic-year programs serving more than 6,500 gitted students from all parts of the commonwealth. In our region, the Blue Ridge Governor's School PropOSed Regional Economic Development Plan Page 42 February 2002 started in September 2000, with participation by the School systems in the Counties of Fluvanna, Goochland, Greene, Louisa, Nelson, and Orange. When fully-implemented, it will serve students in grades 9-12 at multiple sites in local high schools throughout the central Virginia area. Also serving area high school students'is CATEC's I.T. Academy. The Academy teaches essential I.T. skills by combining the uSe of online resources, distance learning, workplace experience, and traditional classroom instruction. Develop Standards Our region, shOuld work in concert with Other communities in Virginia to develop flexible, simple standards that will aidin thc completiOn of a commonwealth- wide e-communities environment. By working with govcrnor, s Task Force on e- communities and Secretary of TeChnology, .our region can participate in setting the standard for Creating a comprehensive statcwide c-c0mmunities model. ge Make Technology Accessible to Everyone The Internet has progressed well beyond informational web pages and people expect easier and faster access and full-time availability.. Communities need a portal .strategy to port applications and content that drive the greatest use and i>enefit to ~divid~als. C~ntent and apPlications Should address citizen's needs. Content and transaction services must be secure Portal development leaders need to plan for an expanding user pool with expanding bandwidth requirements while maintaining accessibility 'for all. An e- community strategy requires a commitment to provide' access to all disadvantaged and' minorities, senior citizens and the disabled. Network infrastructure must be flexible enough .to meet minimum accessibility requirements. Access.tO the e-community requires a commitment with stakeholders to define their preferred deliverychannels for informatiOn and service, such as the PC, TV, kiosks ort handheld devices, and the best technologies to enable people with special needs. VPTC goals recognize that thc Internet revolution is as much. social and educational as it is technological, and that the so-called "digital divide" is as much about acceSs to knowledge as access to computers. An emerging body of global experience and resources already exist. The challenge is to engage our greater community in a cooperative effort to assemble and use these resources across traditional geo-political boundaries for the public good. Assist in Securing Needed Capital A local group was formed in. the spring of 1998 focusing on funding for business growth and development. The Charlottesville Venture Group (CVG) is a business member organization that meets monthly for breakfast, networking and a formal program. Meetings are designed to stimulate interaction among entrepreneurs, private and institutional investors and other professionals. CVG also collaborates with the Batten Institute at Darden and Virginia Gateway to host the "Greater ProPosed Regional Economic Development Plan Page 43 February 2002 Charlottesville Venture Forum." With long-term success in mind, CVG provides members with the tools they need to find capital on their own. The group is dedicated to: Educating businesses to help fund growth and development Informing investors of investment opportunities in the Central Virginia Region Assisting in the expansion of wealth creation oppommity. D. SUPPORT PROFITABLE AGRICULTURE Attract Companion Businesses Companion businesses to agriculture might inclUde pre-production services such as finances and irrigation and post-production functions such as food processing, packaging, marketing and distribUtion. Encourage Niche Markets in Agriculture Some niche markets are developing rapidly, including wine grape production and horse breeding. A regional market analysis could identify other Possible products, such as garlic and Shiitake mushrooms, or marketing methods, including but not limited to farmers' markets, with potential for the region. Promote Cooperative Efforts Small operations need support both for profitability and for tourism potential. A cooperative initiative .for a fruit processing plant received some state funding for a feasibility analysis. The plant is envisioned as a project ora cooperative of local orchards, which would donate the land. The plant would process apples and peaches to achieve an economy of scale and enhance marketing opportunities, such as selling to large grocery chains, which are out of reach for small producers. Other cooperative efforts may benefit small producers of agricultural and other local products. e Develop Agri-tourism Attractions and Events Winery tours, apple festivals, pick-your-own-produce and cut-your-own- Christmas tree opportunities, and field mazes are ways to use the agriculture industry as a tourism/economic development activity. Promote LoCal Products Promoting the sale of locally produced farm and forest products in local, national, and international markets is a sustainable practice that benefits the regional economy. Strategies could include adding and promoting farmers' markets, processing raw products locally to add to their value, facilitating and promoting business-to-business purchase of needed products and developing public/private partnerships to market products. 6. Seek To Change Regulations that Inhibit Economic Development Proposed Regional Economic Development Plan Page 44 February 2002 In the agriculture industq~, some regulations inhibit the attraction of companion busineSses to the area or have an impact on industry growth. In. the meat industry, for instance, existing regulations require that local cattle producers ship cattle out of the area for processing.. In the wine industry~ current regulations On wine shipping restrict receiving wine from out-of-state wineries, but proposals are being discussed to lift those restrictions..Where regulations inhibit the execution of local: economic development, localities are encouraged to' seek ways to revise them at the state or local level. REDEVELOP AND REVITALIZE EXISTING SITES Undeveloped sites in open areas, referred to as ,greenfield" sites, are in general considerably less expensive to assemble, purchase and develop than. are sites-that 'are already developed or are smaller parcels located within developed areas. Revitalizing · areas that have fallen into disrepair or cleaning up contamination serve economic development by converting property that in underutilized or an eyesore into a viable contributor to the economy. The region and the localities realize benefits from the new use and eliminate the disadvantages posed by the vacant lot or deteriorated property. BecaUse of these benefits, it is prudent for localities to look at creative ways to promote and support the redevelopment, revitalization and changing the' form of current deVelopment. Encourage Adaptive ReuSe of 'Existing Development In the CitY of Charlottesville and in the towns and villages of the counties, there are older, underutilized buildings thatare-reaching the end of their useful life. For some, the problem is a lack of high quality internal systems, such as electrical wiring or telephone lines that limit the functionality of the building. For Others the problem may be the layout of the interior spaces, which do not meet the needs for flexibility or open floor plans that tenants demand. For sites with significant deterioration, demolition and rebuilding may be the only viable option. For other developments, particularly those with Some historic or architectural appeal, adaptive reuse and modernizatiOn will be mOre appropriate. Localities will need to be creative to offer support' and encouragement to developers to realize the potential of these properties. Localities are urged to work with their planning departments and developers to smooth out the process of approvals, working with utilitY companies to provide needed infrastructure, providing public parking nearby and providing assistance in securing staging areas and handling removal of construction debris. Localities can do some research and creative thinking before approaching developers to look at uses that may notbe obvious or considered by .a developer such as using a. warehouse for residential use. Localities can also pursue funding for redevelopment through grants or other fimding sources. e Encourage Development of"Brownfield" Sites As manufacturing plants, gas stations and railroad yards are taken out of service, the sites left behind may have problems of environmental contamination from chemicals or pea'oleum productS. New development of these sites, called Proposed Regional Economic Development Plan Page 45 February 2002 "brownfield" sites is made difficult by real or perceived environmental contamination. Localities can encourage development of these sites by looking at the uniqueness of the property, the extent and nature of the environmental contamination, the potential for adaptive reuse and any advantages that the property or location may offer. Localities may obtain some .assistance through the Environmental Protection Agency's (EPA's) Economic Redevelopment Initiative. Through this initiative, EPA helps states, tribes, communities, and other organizations to assess existing sites, prevent further contamination, safely clean up sites, and design plans to re- use them. EPA is also working with States and localities to develop guidance that will clarifYthe liability of prospective purchaSers, lenders, property owners, and others regarding their association with and activities at a site. Some funding is available through the EPA to sustainably reuse brownfields. Promote InfiH Development In developed areas, there are some sites that are. vacant due to their size or topography that previously made them unsuitable for development. These sites may have the advantages of adequate infrastructure and proximity to services that make them attractive to developers. Particularly within urban and developed areas that are near build-out, these sites may be the only parcels available to offer prospective developers. Localities can assist in assembling smaller adjacent lots into larger blocks and providing incentives and assistance with the approval process and outlined in the adaptive reuse section above~ Infill development can also be used to change the form of development. Albemarle County's Development Area Initiatives Steering Committee (DISC) report promotes the "Neighborhood Model" as the means to transform developed areas into denser, more compact and interconnected areas with a full range of community activities. With intentional design, higher densities can be realized without sacrificing quality of life. Using infill development in this way requires a revision to the zoning ordinance to. alloTM the mixed-use development that is an integral part of the "Neighborhood Model." ATTRACT TOURISTS The unique characteristics of the region make it attractive to tourists. The region can enhance tourism's contribution to the economy'by developing its potential in heritage tourism and agri-tourism. The region's agricultural tradition can be promoted as a tourist attraction. Farm tours, demonstrations of making cider and other, products, and feStivals and events are all ways. of attracting tourists. This combines the regional goals of protecting eXisting agriculture and promoting tourism. Heritage tourism covers a broad range of historic, cultural and natural sites and events, ranging from historical buildings and sites, scenic vistas and landscapes, to 'cultural festivals 'and fairs. Studies show that visitors to historical sites spend more time and more dollars than other types of tourists. Heritage travelers reportedly account for 25% of all tourism dollars spent byU. S. leisure travelers, even though they number only Proposed Regional Economic Development Plan Page 46 February 2002 about 12% of the leisure person-tripS. They tend to stay longer than domestic leisure travelers, by a little over one day longer, and on average spend 40% more money per person per day than the typical leisure traveler. SuppOrt Regional Planning A regional Heritage Tourism project is now underway in the Planning district, resulting from the regional planning work undertaken by the Thomas Jefferson Venture group. The Institute for Environmental Negotiation (IEN).was selected to conduct the public input portion of the effort. IEN assembled five heritage teams for the region: Charlottesville-Albemarle, FlUVanna, Greene., Louisa and Nelson, with each team consisting of 5 to 10 people. The teams determined the criteria to use to determine eligible sites. IEN facilitated meetings in all five Counties for the public to review and provide feedback on the proposed sites and events for the Heritage TouriSm Map. Other regional planning efforts may be appropriate for a similar process on tourism focused on agriculture or the environment. e Develop Maps and Interpretive Aids Maps, markers, and educatiOnal materials are needed to interpret the region's historical and natural context. The first step in Heritage Tourism project is production of a "Heritage ~ourism Map" depicting sites visited with historical, cultural or natural heritage interest that are open to visitors. The map will be combined with a tourist information brochure that will offer further interpretation of the heritage sites. The next phase planned for the project will be to incorporate the heritage information on the regional web site and prepare-strategies for preservation and protection of heritage areas for local consideration. Future ideas include development ofone or more audiotapes to use on driving tours of the regiOn. A simila~ mapping process may be appropriate to develop agricultural sites, such as pick-your-own fruit areas, cut,your-om-Christmas tree sites, and horse riding trails. Strengthen the Regional Tourism Council 7Ihs council Was created in 1996 as a voluntary advisory board to the Charlottesville-Albemarle Visitors' Bureau to promote tourism and undertake marketing initiatives on a regional basis. Members represent all the localities in the planning district, but most activity has centered on Charlottesville and Albemarle, :Charlottesville and Albemarle have been the first localities in the region to commit additional funding ($150,000 each) for marketing. In July of 1997, an increased lodging tax was put into effect enabling Albemarle County and Charlottesville to increase their Contribution to $300,000 per year. The Council has issued a number of recommendations for expanded marketing initiatives. The Heritage Tourism Project is laying the groundwork'for continuing improved relationships among the localities. As evidenced in the local comprehensive Pl_._a~_, j~sdictiOns are aware of the importance of tourism for their local economies and the region. If strengthened and expanded, the Regional Proposed Regional Economic Development Plan Page 47 February 2002 Ge Tourism Council can play a significant role. in regional planning and implementation of tourism efforts. e Develop an Array of Visitor Activities In. order to keep visitors in: the area longer, thc region nccd to develop an array of activities. The region must protect driving corridors anddevelop sites for viewing natural features and picnicking that arc readily accessible from these corridors. Other possibilities inchidc developing mountain biking routes in areas such as the historic Green Springs area in Louisa County: A current planning project is identifying potential greenways, linear areas connecting various sites in the region that could enhance hiking, bird watching and similar activities in the region; Add to Tourism Destinations Possible additional sites to attract toUrists have been discussed or are in the planning stages. A Lewis and Clark museum or conference center, and events related to the anniversary of the expedition are under consideration in the City'of -Charlottesville. Otherpossibilities include further efforts in establishing thc downtown area as an entertainment and nightlife destination. Use Transit to Enhance Tourism Tourists can more easily see points of interest and relax and enjoy their visits if transportation is available, convenient and easy to use. Many tourists hesitate to drive through cities and unfamiliar countryside due to the possibility of getting lost or wasting time. The region and its localities should incorporate transportation into their plans to attract tourists. Transit, particularly trolleys or trains that add a feeling of nostalgia and history, can make the tourist experience more enjoyable, contribute tolonger stays, and encourage return trips. The committee supports the development of the TransDominion Express, providing rail service from Bristol, Virginia to Washington, DC, with stops at the Oak Ridge EState in Nelson County and in Charlottesville. The committee encourages localities to provide easy-to-use transit to major tourist' attractions to enhance tourism efforts. SUPPORT WORKFORCE DEVELOPMENT FOR JOBS OF THE FUTURE The lOw level of unemployment in the region can make it difficult for existing businesses to grow and can'be an impediment in attracting new industry to the region. The shift away from manufacturing toward a service-based economy is creating some dislocated workers who have few transferable skills to other occupations. Occupations particularly in demand in the region include health care workers at all levels, computer specialists and other high-tech workers, and teachers. 1, Support training efforts through the Workforce Investment Board The implementation of the Workforce Investment Act (WIA) is making significant changes in the way the workforce is developed. Congress passed the Proposed Regional Economic Development Plan Page 48 February 2002 WlA in 1998 with an implementation date of July 1, 20001 The Act calls for integration of services by all federally funded partners providing employment and training services to create a seamless, customer-driven system. The Local Workforce Investment Area for this region includes all of Planning District 10 and Planning District 9 to'the north, inclUding the Counties of Culpeper, Fauquier, Madison, Orange and Rappahannock: The Local Workforce Investment Board (LWIB), deVelops the vision, goals,:objectives, policies and strategic local plan, designates or certifies One Stop Centers, appoints the Youth Council, and promotes private sector ParticipatiOn. The LWIB, Workforce Today, has developed a Strategic Plan for PY2001 and 2002 to guide workforce development efforts in' the region. The success of imPlementing these strategies depends On the active involvement of the localities i~ the region through the COnsortium of Chief Local EleCted Officials. w°rkf0rce development is a community issue closely linked to economic development. e Tailor education and training to workplace needs The LoCal Workforce Investment Board is inthe process of creating a Business EducatiOn Round Table (BERT) in Planning District as a forum for communication, and a catalyst for change. The objective of the BuSiness Education Round Tables (BERTs) is to bring together all stakeholders interested in education and workforce development in the region. The goal is to align edUcation and training to prepare workers for the WorkplaCe of today and tomorrow. Public school systems have frequently seen the major role of primary and secondary education as preparing students to go to College. In Virginia, half of the students who pursue a college education do not complete the requirements for graduation, with the vast majority of theSe leaving college .in their freshman and sophomore years. The school systems need to. expand the umbrella of success to also include preparing stUdentS for the world of WOrk through preparatory programs for trades and occupations that require some post-secondary training or education, but not a college degree. Occupational training programs need to address projected needs as well as current needs. Training should be geared to enhance and preserve desired businesses, niche markets and high technology business. Some differentiati°n may be needed to meet the varied needs of the lOCalities in the planning district. Specific occupational training is a significant component, but a basic education and good wOrk habits are the foundation on which these 'Skills must be built. Core academic skills, including reading, writing, and math, and job readiness skills prepare workers and Potential wOrkers to learn specific occupational skills through formal education or employer designed training. The region needs to support continuing education and training opportunities through the public schools, Piedmont Virginia Community College and the University of Virginia and continue to create partnerships to develop and implement training programs for specific workplace needs. This support needs to include encouraging apprenticeship programs and incorporating basic life sEllS into the school system curriculums as a means of preparing our future work force. Proposed Regional Economic Development 'Plan Page 49 February 2002 e Prepare workers for upward mobility The workforce development system must support individual efforts to achieve self-sufficiency by providing opportunities fOr advancement and wage progression to enable people to earn a living wage. Services need to focus not only on immediate placement but also. on developing a career strategy for advancement. The system needs to emphasize the need for continuing education and self-development and foster a culture of lifelong learning. Changes' in the workplace occur quickly and workers need to continue to hone and improve their skills through formal and informal training opportunities to remain competitive in the job market. Usetechnology to enhance training oppOrtunities Technology can enable training to be offered through a variety of means to reach people where they are. Piedmont Virginia Community College (PVCC) currently offers distance, learning courses in three formats: web-based, interactive video, and print-based. All of these courses are designed to deliver high, quality course content'at a schedule that is convenient. Courses are taught by' Virginia Community College System instructors to provide the same supcrioreducation available through courses on campus. Web-based courses provide flexible scheduling and no fixed class times and can be taken anywhere there is access to the Internet. The Charlottesville Albemarle Technical Education Center (CATEC) has established a new enrichment program to address the need for creating a locally grown, skilled Informati°n Technology ('I.T.) workforce. Thc I.T. Academy offers a novel approach to learning essential I.T. skills by combining the use of online resources, distance learning, workplace experience~ and traditional classroom instruction. The I.T. Academy isa non-profit, public school program initiated by a regional Venture grant funded through the Thomas Jefferson Planning Commission with l~egional Competitiveness Program fUnds. A pilot program proViding a mobile classroom for. Agnor-Hurt Elementary School in Albemarle County was put into service in the fall of 2000. The "Do Drop In" program is an after-school program that targets economically disadvantages students in the-school's district. The bus was refumished into a mobile classroom, complete with air conditioning, Carpeting, books and computers, through a $25,000 grant from State Farm Insurance. The concept of the mobile classroom, with full or partial sponsorship from the private sector could be applied to a number of training needs, taking classes on a temporary or rotating basis to various geographic locations within the local workforce investment area. Provide ancillary services needed for training and employment Support systems, including childcare and transportation, can make the difference between success and failure in the workplace for many potential workers. The Local Workforce Investment Board will assess the services available, identify gaps or barriers and work with agencies and organizations to develop and market Proposed Regional Economic Development Plan Page 50 February 2002 needed services. Localities should consider developing goals and objectives in their Comprehensive Plans related to educatiOn, housing, day care and transportation to addreSs barriers experienced by the local work force, particularly those with greatest needs. lhe region' lOSes part of its trained workforce through commuting to jobs 'outside of the planning district. Keeping. the workforce within the region requires a diverse range of job oppommities, competitive wages, and creating an awareness of the costs of commuting. Provide universalaccess to training The workforCe development system needs to be accesSible to people at all levels of ability, geographic location, income, age and life circUmstance2 The workforce development system needs to recognize the diversity within the workforce and the business community'and make a commitment to address a wide array of heeds. Addressing diversity requires that marketing PieCes, printed materials and services be presented in formats to reach customers with limited E~nglish- speaking ability, people with disabilities, and people with loTM levels of literacy. The system needs to plan for the special needs, and utilize the.talents, of the growing retired population attracted to this area. In order to tap into the ;Paterience of older workers,, employers may need to develop some specific egies to attract these Workers, including part-time employment and job sharing. Working with chambers of commerce, Other organizations and local businesses, the. Local Workforce Development Board, primarily through the One Stop Systems, will 'work with employers to develOp strategies to optimize the use of older Workersl lie DEVELOP/STRENGTHEN MECHANISMS FOR STATE 'AND REGIONAL COOPERATION Create a Regional Mechanism for Economic Development Since the late 1970s, there have been a number of revenue sharing agreements developed in Virginia. These were negotiated Under various sections .of the Code of Virginia. All provide for revenue sharing of most loCal taxes in specified, areas of the 'participating jurisdictions. Most of the .agreements are focused on providing water and sewer by one locality or an authority. One creates a water and sewer authority. Where water and sewer are Provided, they are specified for business and industry. One agreement addresses comprehensive planning, zoning, and site plan reviews. Planning is done jointly; local control over zoning and site plans remains, with advise from the other locality. Several create or use recently created Regional Industrial DeVelopment Authorities. A Regional Industrial Development Authority may be created by more than One locality using the same process as for a single-locality authority. The Authority could serve as the mechanism for development projects involving more than one locality. Implementation for each project would include joint planning and developing an agreement to repay bonds and share costs and Proposed Regional Economic Development Plan Page 51 February 2002 e revenueS. Projects developed under the IDA could involve all of the localities or any subset. DeVelop a regional agreement on development projects near borders Development near jurisdictional borders can have significant impact on the economy of the neighboring locality. The Regional EconOmic Development Plan Committee recommends that the host jurisdiction invite the neighboring jurisdiction(s) to participate in discussions regarding developments within a mile of a shared border. The Return-on-Investment analysis needs to include consideration of data and impacts on the neighboring locality, One possible mechanism would be a "Memorandum of Understanding" spelling out mutual consultation and analysis on regional development projects along shared borders and on projects of significance to more than one locality. 0 Support and Utilize Current Regional Organizations and Efforts In addition to the formal organizations listed below, there are numerous informal mechanisms used by localities to align economic development with education and to serve as a catalyst for cooperative efforts. Business Education RoUnd Table (BERT): A Business Education Round Table is being formed in this planning district as a forum for communication; and a catalyst for change under the auspices of the Local Workforce Investment Board. The objective of the BERT is to bring together all stakeholders interested in. education and workforce development in the region. This will be a proactive group, meeting three times per year to discuSs training and education initiatives in the region and generate ideas to ensure that those entering the workforce have the skills needed in our region. The sector groups under the BERT will generate concepts for actions needed in the region, which will be carried out by action agents in the community. Chambers of Commerce: There are several chambers of commerce in the region, Lwhich are active in representing the private sector and promoting business. Chambers' include the Charlottesville Regional Chamber of Commerce and local chambers in Fluvanna, Greene, Louisa and Nelson Counties. The Charlottesville Area School Business Alliance (CASBA): CASBA is a community parmership of the Charlottesville City, Albemarle and Fluvanna County School Divisions, the Charlottesville Regional Chamber of Commerce, Piedmont Virginia Community College, the University of Virginia and regional businesseS. ~CASBA's vision is that regional businesses and schools will work together to ensure that youth will leave.high school prepared to be successful in post-secondary educatiOn and/or the workforce. ConneCted Community: During 2000, the Virginia Piedmont Technology Council drafted the strategic plan for the Connected Community initiative, assembled the parmership and initial resources, and created and opened the Connected Community Technology Center (CCTC) at 999 Grove Street in Charlottesville. The CCTC is a project of the Virginia Piedmont Technology Council (VPTC) working in partnership with the City of Charlottesville, the Proposed Regional EconOmic Development Plan Page 52 February 2002 University of Virginia, the County of Albemarle, Piedmont Virginia Community College, Virginia's. Center for Innovative Technology The centers' purpose is to provide a physical location where the greater community can gather to learn ~bout nev~ technolOgies and hoTM theY might benefit our lives. It also Serves as headquarters for the VPTC Connected Community technology education initiative~ Local Workforce Investment Board (LWlB): The LWlB is the strategic and Policybody for implementation of the Workforce Investment Act (WlA). The system to be developed under the WlA provides the opportunity for business and' industry to link more closely with job access and training programs and provide leadership for the development of a workforce that meets the needs of localities as defined in their economic development plans. The LWlB is made up of a majority of private sector representatives, Other members include representatives of education, economic development, labor, Community BaSed Organizations, and One Stop required partners. The LWIB will develop the vision, gOals, objectives, policies and strategic, local Plan, designate or certify One Stop Centers, appoint a Youth CoUncil, and promote private sector participation. Piedmont Housing Alliance (PHA): PI-IA has been certified and funded as a Community Development Financial Institute (CDFI). The Community Development Loan Fund utilizes U.S. Department of Treasury funding along with other federal,, state and local grants, private foundation grants, support fi.om local businesses and financial institutions, and private donations to fund affordable housing and other community development projects throughout the region. Service Corps of Retired Executives (SCORE): SCORE is a nonprofit association dedicated to entrepreneur education and the formation, growth and success of small business nationwide. SCORE is a resource partner with the U.S. Small Business Administration. Local chapters provide free counseling and low- cost workshops in their communities, Both working and retired executives and business owners donate their time and expertise as business counselors. Chapter 494, Central Virginia, has more than twenty counselors. The chapter also presents approximately forty seminars each year on various business topics such as business planning, market'mg,~ and financing. Small Business Development Center:The Central Virginia Small Business Development Center (CVSBDC) is part of a statewh lenetwork whose goal is to contribute to the growth and development of the Virginia's economy by providing management,.technical~ and other assistance to existing, and potential small- and:medium-sized businesses .throughout the Commonwealth. Such assistance is provided primarily through direct one-On-one counseling and through efficient, cost effective training. The CVSBDC suppOrts the objectives of the US Small Business Administration. Through its partnership with the US Small Business Administration, the Virginia Department of Business Administration, Piedmont Virginia Community College, the University of Virginia~ and ~e Charlottesville Regional Chamber of Commerce, the CVSBDC gains the resourceS and support needed to fulfill its mission. Located in CharlotteSville Virginia, the CVSBDC offers free consulting services and Proposed Regional Economic Development Plan Page 53 February 2002 training to small business owners and managers and to those persons who would like to start a new venture. Thomas Jefferson Partnership for Economic Development (TJPED): TJPED is a private-public regional non-profit organization designed to bring together business, government and edUcation to effectively promote new investment and job creation The Parmership was chartered in 1995 and currently includes the localities of City of Charlottesville and the coUnties of Culpeper, Fluvanna, Goochland, Greene, Louisa, Nelson and Orange, TJPED also includes representatives from the Private SectOr Council, the University of Virginia; Piedmont Virginia Community College; Germanna Community College; and the Thomas Jefferson Planning District Commission. In its efforts to support existing business and recrUit, new business, the Partnership markets the Region with the goals of retention and expansion of existing business, workforce development, and growth management. Thomas Jefferson Planning District Commission (TJPDC): The TJPDC was fOrmed in 1972 to provide a forum for discussion of issues that localities have in common or on which there is disagreement; to work to decrease fragmentation in government; to plan cooperatively for the future; and-to provide planning services to local governments as requested. As a public body, the TJPDC strives to include the public in decision-making. The TJPDC serves the following member-localities: the City of Charlottesville and the Counties of Albemarle, Fluvanna, Greene, Louisa, and Nelson. Services provided include planning, technical assistance, data, and information gathering. FUnding sources include a base of state, federal and local support as well as a variety of competitive public and private, grant programs. TJ Venture: The local governing bodies of the City of Charlottesville, the Counties of Albemarle, Fluvanna, Greene, Louisa, and Nelson, and the Thomas Jefferson Planning District Commission jointly appointed TJ Venture in 1996. The purpose 'of TJ Venture was to compile a Strategic Plan under.the Regional Competitiveness Act enacted by the Virginia General Assembly in1996. As a result of the planning effort, the region was certified to receive funding under the Regional Competitiveness Grant in 1999. TJ Venture continues to oversee the projects Undertaken and annually update the strategic plan. Virginia Economic Development Corporation (VEDC): The VEDC serves all six localities in Planning District 10. Its .mission is to help businesses obtain low interest loans. The .VEDC also operates the MicroLoan Program to provide education, training, mentormg and loans up to $25,000 for new and expanding businesses. The MicroLoan program has established partnerships with the Service Corps of Retired Executives (SCORE), the Small Business Development Center (SBDC), the Charlottesville Office of Economic DeVelopment, the Department of Rehabilitative Services and the Virginia Department of Minority Business Enterprise. Virginia Piedmont Technology Council (VPTC): VPTC is the voice of technology business, supporting the success of member companies in their fields and the recognition of the region as a leader in global technology development Proposed Regional Economic Development Plan Page 54 February 2002 and implementation. Its-mission is to promote the develoPment, growth and recognition of member technology business; .to promote the regional implementation of technology by business, government and education to enhance. effectiveness and competitiveness; to promote the economic and reSponsible community development of the region and Commonwealth;through technology; and to enhance and encourage utilization of local technology resources within the community. Support and Utilize Current State Organizations and Efforts Center for Innovative Technology (CIT): The Virginia General Assembly created Virginia's Center for Innovative Technology~ or CIT, in 1984. CIT is a nonprofit corporation that helps companies bring neTM technology to thc marketplace and supports technology-based economic development all across Virginia. There are eight regional headquarters around Virginia and four entrcprcncurship centers just for technology start-up bUsinesses. The CIT is closely linked with businesses all OVer thc State. Virginia Department of Technology: The GoVernor has established three task forces regarding the electronic future of Virginia through an initiative called "The Digital Dominion." The mission of this:initiative is to work out IT policies for the state in order to make Virgima a leader in Information Technology and create a tool for economic development. The three task fomes are 1) E- communities, 2) Main Street to E Street, and 3)the Virginia Research and Advisory Commission. The Center for Innovative Technology provides administrative, managerial, and functional support for these task fomes. The e- Communities. Task Force will discuss, develop, and recommend guiding principles that help localities 'design and activate community portals. The Task Force will also gather best practices from the U.S~ and abroad, identify resources for expertise and possible funding, and assist, communities in self-assessment exercises. The mission of the Main Street to e-Street Task Force is to work with Main Street businesses in Virginia to develop the resources, knowledge and skills they need to make the transition from 20th-century business practices to the sound application of e-Business principles that .will enable them to compete in the global economy. The mission of the Virginia Research & Technology Advisory Commission is to promote technology-based economic growth in the Commonwealth of Virginia by advancing its university, industry, and not-for- profit research capability and by improving the climate for growth of technology- based industry. Virginia Economic Development Partnership (VEDP): The Virginia General Assembly created the Virginia Economic Development Partnership in 1'995 to better serve those seeking a prime business location and increased trade opportunities and, therefore, to foster increased expansion of the Commonwealth's economy. The VEDP's mission is "To enhance the quality of life and raise the standard of living for all Virginians, in collaboration with Virginia communities, through aggressive business recruitment, expansion assistance, and trade development, .thereby expanding the tax base and creating higher-income employment oppommities." To fulfill this mission, the VEDP Proposed Regional'Econornic Development Plan Page 55 February 2002 focuses on cultivating new business investment, fostering international trade growth and encouraging the expansion of existing Virginia businesses. Virginia Tourism Corporation (VTC): VTC is tasked with carrying out the governor's tourism initiatives. The VTC supports, maintains and expands Virginia's domestic and international travel market and.motion picture production. Programs include the Tourism Accreditation Program (TAP), Virginia Travel and Tourism Institute (VTTI), Cultural Tourism Forum, MatChing Grants Program, VTC/VCA Matching Grants, Museums for the Millennium, and- the Co-operative Marketing Program. The Co~operative Advertising (Marketing) Fund Program of the VTC is intended to stimulate 'and create tourism-marketing initiatives throughOut the state with funds appropriate by the iVirginia General Assembly. The VTCalso has a Graphics Department and can provide tour bus assistance and other types of support. The VTC is providing some support for the observance of the LeWis & Clark bicentennial. The Commencement of the National~Lewis & Clark Bicentennial Commemoration will be held at Monticell° on January 18,' 2003, laUnctfing the nationwide observance of the 200th anniversary of the hiStoric trek to the Pacific. Support Development of Additional Public/Private Partnerships Public/Private partnerships can be effectiVe in regional efforts and cooperative projects. There are numerous regional organizations and partnerships alreadyin place in our planning district: As the region and its economy grows and changes, some organizations and partnerships may become obsolete and new entities may be needed. Before launching new parmerships or organizations, localities in the region first need to examine the existing partnerships and mechanisms to find commonalitics. Where organization or partnerships already eXist, the region and its localities should first try to strengthen or reorganize these existing entities before embarking on something new, which may duplicate some of the intent or activities of these entities. Proposed Regional Economic Development Plan Page 56 February 2002 VII. Factors to Consider/Checklist The .successful implementation of the regional approach to economic development outlined in this plan relies on local jurisdictions to consider the impact of development and economic development initiatives on neighboring localities. The items listed beloW begin to define a systematic analysis of the regional impacts of local development on natural resources, transportation systems, the wOrkforce, and the quality of life in the region. This list is intended to stimulate the expansion of local planning and analysis to look beyond jurisdictional borders and to consider the region as a whole~ The list is not comprehensive or exhaustive. WATER, SEWER, INFRASTRUCTURE · Would the proposed development affect the quantity or quality of water resources in neighboring localities? · Would the proposed development create air pollutants that may be carried to adjacent jurisdictions? · Would the proposed development create waste beyond the capabilities of the host jurisdiction? How might handling or treatment of waste impact on neighboring jurisdictions? · Would the proposed development significantly impact commuting or shopping patterns, creating additional traffic on existing roads or shifting traffic patterns so that new roads will be required? · Would the utility demands of the proposed development exceed the capacity available in the host jurisdiction? Would providing any required additional capacity have an impact on regional resources? · Would the proposed development be located in a designated growth area? Would the. project preserve some open space? CHARACTER OF REGION · Would the proposed development be visible from neighboring, jurisdictions? Would the project block views of natural features from the host or adjacent locality? · Would the proposed development destroy natural habitat required to support plant and animal communities? · Would the scale of the proposed development be compatible with the surroUnding area? · Would the proposed project utilize locally produced products in its operations? C. HERITAGE Would the proposed development have a negative impact on natural or historic features in the region? Would the traffic patterns from the proposed development infringe on access to heritage tourism attractions? Proposed Regional Economic Development Plan Page57 February 2002 EDUCATION AND WORKFORCE · Would the created positions provide just compensation, mobility, and fulfillment? · Does the prospective employer have a track record Of providing stable, permanent emploYment? · Would the positions created require training that is not currently available in the region? Wouldthe prospective employer provide necessary training? · WOuld the prospective employer provide any employee assistance for housing? Proposed Regional Economic Development Plan Page 58 February 2002 VIII. Appendix A- Conservation Planning Regional Economic Development Plan Appendix A IX. Appendix B - Maps Regional Economic Development Plan Appendix B Appendix C -Web Page Addresses Albemarle County: http://www.albemarle.org/ Business Education Round Table (BERT): See Local Workforce Investment Board http://www.tjpdc.org/wia/wiahome.html Center for Innovative Technology (CIT): http://www.cit, org/ Charlottesville-Albemarle County Convention and Visitors Bureau: http ://www.charlottesvilletourism.org/ The Charlottesville Area School Business Alliance (CASBA): http://www.casba.net/ Charlottesville Regional Chamber of Commerce: h .t~p://www.cvillechamber.org/ Charlottesville Venture Group (CVG): http://www. CVille-venture.org/ City of Charlottesville: http://WWw.charlottesville.org/ Fluvanna County: http://www.co.fluvanna.va.us/ Greene County Chamber of Commerce: http://www.greenecc.org/ChamberofComm/Busnsdir.html Greene County: http://www.greenecc.org/ Local. W°rkforce Investment Board (LWIB), Workforce To. day!: http ://www.tjpdc.org/wia/wiahome.html Louisa County: http://www.louisacounty.com/ Nelson County: http://www.nelsoncounty.com/ Piedmont Housing Alliance (PHA): http://monficellO.avenue.gen.va.us/pha/ Service Corps of Retired Executives (SCORE): http://monticello:avenue.org/SCORE/ Small Business.Development Center: http://monticello.avenUe.org/Market/SBDC/ Thomas Jefferson Partnership for Economic Development (TJPED): http;.//www.tjped.com/ Thomas Jefferson Planning District Commission (TJPDC): http://www.tjpdc.org/ TJ Venture: See Thomas Jefferson Planning District Commission, http://www.tjpdc.org/ United States Census Bureau: http://www.census.gov/ Virginia Department of Technology - Governor's Task Forces: http://www.counCils:cit.org/ Virginia Economic Development partnership (VEDP): http://www.yesvirginia.org/ Virginia Employment Commission: http://www.vec.state.va.us/indexl.htm Virginia Piedmont Technology Council (VPTC): http://www, vptc.org/ Virginia Tourism Corporation. (VTC): http://www. VATC.org/ Weldon Cooper Center for Public Service: http://www.virginia.edu/coopercenter/ Regional Economic Development Plan Appendix C COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Next Neighborhood Master Plan SUBJECT/PROPOSAL/REQUEST: Recommendation for the next neighborhood master plan and general scope of the project as recommended by staff/DISC II/PC STAFF CONTACT(S): Msrs. Tucker, 'Foley, Cilimberg, Benish, Ms. Gillespie AGENDA DATE: October 1, 2003 ACTION: CONSENT AGENDA: ACTION: No INFORMATION: ATTACHMENTS: Yes REVIEWED BY: ITEM NUMBERS: INFORMATION: BACKGROUNDi At. their August 19', 2003 meeting, the Planning Commission recommended that NeighborhoodS 1 & 2 and Hollymead Piney Mountain be the next areas master planned. The Planning Commission believes that a larger "framework" plan over a larger area, with emphasiS on the Rt. 29 corridor, would be of greater utility than a detailed plan of any given single or joint neighborhood. The Commission's recommended scope of work is Attachment 1. The staff.report is Attachment 2. Under the concept described above, the County would essentially be undertaking four neighborhoods with one study at a framework plan level. Staff previously had assumed that the area proposed for the master plan would be add ressed in at least two studies (Hollymead/Piney Mountain and Neighborhoods 1&2). The time ~frame for covering this area with 2 master plans was estimated at 3 years. Staff believes that the more 'appropriate way to master ~plan the area would be to have a general plan first, followed up with a more detailed plan for specific areas. The estimated time frame for completion of the framework plan would be 1 -1% years and another year for the detailed aspects of the plan. DISC II has discussed this same issue at length over the last several months. With the Staff, DISC II identified the desired area for the next master plan and developed the concept for the planning for a larger area with less detail. DISC.I! and staff developed the scope of work that the Planning Commission recommended. DISC II also adopted a resolution to the Board which says DISC II strongly believes that the success of the Crozet Master Plan and future master plans will be dependent on increased financial commitments by Albemarle County to implement those master plans. They said that such commitments are essential in order to maintain the integrity of the plans and planning efforts in the County. The Planning Commission did not endorse this resolution, but did endorse the recommended area and scope for the project. Copies of the adopted resolution and DISC II minutes (unapproved) are provided as Attachment 3 and 4. DISCUSSION: In order to continue master planning in the County's designated Development Areas, the next area to master plan should be decided soon. To estimate the cost of the next master plan, a general scope needs to be approved. Staff'is reqdesting that the Board review the recommendation of the Planning Commission and DISC II with regards -to the area to ,be master planned and a proposed scope of work. 23-09-03 P04:36 IN 1 RECOMMENDATION: Staff.recommends that the Board approve Neighborhoods I & 2 and Hollymead Piney Mountain as the next area to master plan. Staff also recommends that the Board endorse the proposed scope of work, so that staff can begin the process for estimating cost, develop an RFP, and advertise in eady Spdng for a consultant for the next master plan. ATrACHMENT 1 - Recommended Scope of Work ATTACHMENT 2 - Staff Memo dated August 13, 2003 ATTACHMENT 3 - DISC II Resolution to the Board of Supervisors ATTACHMENT 4 -- Draft Minutes of August 12, 2003 meeting 2 ATTACHMENT 1 Recommended Scope of Work for the next Master Plan from staff, DISC Il, and the Planning Commission to the Board of Supervisors October 1, 2003 AREA The area recommended encompasses Neighborhoods I & 2 and the communities of Hollymeade and Piney Mountain (see map). 2 PHASE/MULTI-YEAR PROJECT We envision a multi year Master Plan process project broken into two phases, with Phase I producing a Framework Plan for the overall study areas with more specific details provided along the Route 29 corridor. Phase I will provide a Unified Design Plan for the Route 29 Corridor and will identify specific areas which should receive more in-depth study~and analysis as part of Phase:II of this project. PHASE I The anticipated Scope of the Phase 1 includes the following: Prepare an economic and demographic overview of the 'study area addressing key indicators such as employment, population, number of households, development and redevelopment activity, housing tenure, furore commercial development capacity and conditions in the study area neighborhoods. DevelOp base maps identifying natural features (streams, floodplains, wetlands, critical slopes, wooded areas, etc.), existing constructed features (buildings, infi:astmcture, etc.), planned facilities and infrastructure (public and private), and zoning and Comprehensive Plan designations. C. Preparation of maps showing preservation areas and existing centers. D. In conjunction with the community, propose the development of: A map of proposed Centers in the study neighborhoods Identification of carrying capacity of the study area in terms of future population density A unified vision for the streetscape(s) along the Route 29 Corridor A Framework Plan for the entire area within the Development Area boundaries for the four neighborhoods included in the study; including the following elements: · A transportation network plan, identifying the specific location of existing and future streets, intersections · roadway interconnections of primary importance to the street/circulation system · sidewalk connections · bikeWay connections · An assessment of the impacts on the transportation networks outside of the study area, including impacts to nearby rural roads Eo A set of Unified Design Principles for the Route 29. North Corridor. The Principles will be the result of an assessment, conducted by the consultant, of the character of the Route 29 North corridor's built environment (scale, placement, etc.), including the streetscape. The Unified Design Principles will provide recommended .guidelines for future development and redevelopment within the corridor. The Principles will address land-use, building placement, scale, and streetscape elements. Fo An'identification of areas that will require amore in depth study and analysis as a part of Phase II of the Master Plan. These areas will be critical sites within the study area with potential for development or redevelopment. PHASE 2 The scope of Phase 2 will include: A Refined framework plan that provides more specificity for the areas identified in Phase 1. Implementation elements that provide specific direction on anticipated cost and possible funding mechanisms. The implementation component of Phase II will identify key players and responsibility for carrying forward each of the identified elements. COSTS AND TIMING Because of the desire to have some level of master plan for the entire Development Area along the' Route 29 Corridor and the limited fimds and stafftime currently available, staff has suggested a slightly different process than the process used for the Crozet Master Plan. A general framework plan for the entire 4 development areas can be conducted with current funding and completed over a one to one and a half-year period. When, and if, Phase 2 funding is allocated, a second phase could be completed over another year period. The result at the end of two and a half years would be a general framework plan for ail four development areas and a more specific study of concentrated areas and implementation strategies. Thus, each of the four neighborhoods would have both a Phase I Framework Plan and a Phase H detailed areas plan at the end of the two and a half year planning period. 4 Recommended Area to Master Plan Neighborhoods 1&2 Hollymead/Piney Mountain County of Albemarle ./ N 1.25 Miles 2.5 ATTACHMENT 2 TO: FROM: SUBJECT: DATE: COUNTY OF ALBEMARLE Department of Planning & Community Development 401 McIntire Road, Room 218 Charlottesville, Virginia 22902-4596 (804) 296 - 58~3 Fax (804) 972 - 4012 Albemarle County Planning Commission Elaine K. Echols, Principal Planner G~ Tarpley Gillespie, Senior Planner Next Area to Master Plan August 13, 2003 Back~round: DISC II decided several months ago to make a recommendation to the Board of Supervisors on the next area to master plan. Since May 2003, they have been discussing the needs of the different development areas relative to a decision on an area to recommend. On August 12, DISC voted to recommend Neighborhoods 1 & 2 and Hollymead/Piney Mountain as the next area(s) to master plan. Their rationale is that development pressures for development on Route 29 North and the potential redevelopment is so great that a plan is needed to guide future decisions of the County. Neighborhoods I & 2 have areas in need of infill as well as joint City/County issues.. Hollymead/Piney Mountain has large areas of undeveloped land for which development proposals could be brought in the not too distant future. DISC ll's recommendation to the Board of Supervisors is contained in a resolution to the Board with an attached scope for the project (Attachment A). The resolution to the Board of Supervisors also contains statements concerning DiSC II's desires for concurrency of funding for infrastructure to new development. DISC II feels very strongly abOut the.need for the County to increase its funding for public facilities so that new developments don't overwhelm existing infrastructure resulting in a decreased level of service. Staff believes that the Planning Commission may be interested in this recommendation and also .want to comment on the next area to master plan. Discussion: Staff has worked with DISC II to develop the recommended area for the next master plan and the proposed scope of the plan. The proposed scope would be different than the scope for the Crozet Master Plan. DISC II believes that a 2 phase project may meet the needs of the County and these communities better than a single phase project similar to Crozet. The first phase would provide a more general framework plan along with guidelines for development in the 29 North Corridor. Phase 1 would also identifY areas for more specific plans in Phase 2. Phase 2 would provide greater detail than Phase 1 and concentrate on specific areas for new development and redevelopment. The rationale behind this approach is that a more .general plan covering a larger area is better than choosing one area over the other because the impacts of development on Route 29 North are felt throughout the corridor. Recommendation: Staff endorses the concept proposed by DISC tl and asks that the Planning Commission review and discuss the proposal. If the Commission can support the concept proposed by DISC [[, staff asks that the Planning Commission endorse the proposal to the Board of Supervisors. 6 ATTACHMENT 2 ATTACHMENT A Recommendation from DISC II to the Board of SUpervisors For the next Master Plan August 12, 2003 SUGGESTED SCOPE FOR NEXT MASTER PLAN Below is a recommended scope of services for the next Albemarle County Neighborhood Master Plan(s). AREA The area recommended encompasses Nei~ghborhoods 1 & 2 and the communities.Of Hollymeade and Piney Mountain. 2 PHASE/MULTI-YEAR PROJECT We envision a multi year Master Plan process project broken into two phases, with Phase I producing a Framework Plan for the overall study areas with more specific details provided along the Route 29 corridor. Phase I will provide a Unified Design Plan for the Route 29 Corridor and will identify specific areas which should receive more in-depth study and analysis as part of Phase II of this project. PHASE I The anticipated Scope of the Phase 1 includes the following: Ao Prepare an economic and demographic overview of the study area addressing key indicators such as employment, population, number of households, development and redevelopment activity, housing tenure, future commercial development capacity and conditions in the study area neighborhoods. Bo Develop base maps identifying natural features (streams, floodplains, wetlands, critical slopes, wooded areas, etc.), existing constructed features (buildings, infrastructure, etc.), planned facilities and infrastructure (public and private), and zoning and Comprehensive Plan deSignations. C. Preparation of maps showing preservation areas and existing centers. D. In conjunction with the community, propose the development of: A map of proposed Centers in the study neighborhoods Identification of carrying capacity of the study area in terms of furore population density A unified vision for the streetscape(s) along the Route 29 Corridor 7 ATTACHMENT 2 A Framework Plan for the entire area within the Development Area boundaries for the four neighborhoods included in the study; including the following elements: · A transportation network plan, identifying the specific location of existing and future streets, intersections · roadway interconnections of primary importance to the street/circulation system · sidewalk connections · bikeway connections · An assessment of the impacts on the transportation networks outside of the study area, including impacts to nearby rural roads A set of Unified Desigu Principles for the Route 29 North Corridor. The Principles will be the result of an assessment, conducted by the consultant, of the character of the Route 29 North corridor's built environment (scale, placement, etc.), including the streetscape. The Unified Design Principles will provide recommended guidelines for future development and redevelopment within the corridor. The Principles will address land-use, building placement, scale, and streetscape elements. An identification of areas that will require a more in depth study and analysis as a part of Phase II of the Master Plan. These areas will be critical sites within the study area with potential for development or redevelopment. PHASE 2 The scope of Phase 2 will include: A. A Refined framework plan that provides more specificity for the areas identified in Phase 1. Implementation elements that provide specific direction on anticipated cost and possible fimding mechanisms. The implementation component of Phase II will identify key players and responsibility for carrying forward each of the identified elements. COSTS AND TIMING Because of the desire to have some level of master plan for the entire DeVelopment Area along the Route 29 Corridor and the limited funds and staff time currently available, staff has suggested a slightly different process than the process used for the Crozet Master Plan. A general framework plan for the entire 4 development areas can be conducted with current funding and completed over a one to one and a half-year period. When, and if, Phase 2 funding is allocated, a second phase could be completed over another year period. The result at the end of two and a half years would be a general framework plan for all four development areas and a more specific study of concentrated areas and implementation strategies. Thus, each of the four neighborhoods would have both a Phase I Framework Plan and a Phase II detailed areas plan at the end of the two and a half year planning period. 8 ATTACHMENT 3 Resolution to the Board of Supervisors From DISC II Regarding the next area to Master Plan Adopted August 12, 2003 Whereas, the Crozet Master Plan was developed over the last year with substantial input from community residents, and Whereas, the'Crozet Master Plan reflects a land use plan which supports and advances the principles of the Neighborhood Model, and Whereas, County funding for capital improvements projects, staffing, and neighborhood assistance will be necessary to implement the Crozet Master Plan, and other neighborhood master plans, and Whereas, the need for public infrastructure improvementS to be made concurrent with new development exists in order to not overburden current streets and public facilities, and Whereas, it is important to the Crozet Community and DISC II to know that the Board of Supervisors will seek to ensure that public infrastructure and facilities are funded concurrent with new development and to ensure adequate levels of service, and Whereas, the time frame for adoption of the Master Plan is such that valuable time will be lost in the development of the next Master Plan if DISC II waits for the Board of Supervisors to adoption the plan before starting the next master plan, Now, therefore let it be resolved that DISC II recommends that the Board of Supervisors select Neighborhoods 1 & 2, and Hollymead Piney Mountain as the next area to master plan, according to the attached scope, and Furthermore, let it be resolved that DISC II strongly believes that the success of the Crozet Master Plan and future master plans will be dependent on increased financial commitments by Albemarle County to implement those master Plans. Such commitments are essential in order to maintain the integrity of the plans and planning efforts in the County. 9 ATTACHMENT 4 COUNTY OF ALBEMARLE Department of Planning & Community Development 401 McIntire Road, Room 218 Charlottesville, Virginia 22902-4596 (804) 296 - 5823 Fax ~804) 972 - 4035 DRAFT Minutes Development Areas Initiative Steering Committee II August 12, 2003-- ROOM 246 Albemarle County Office Building ~2:00- ~:30 p.m, MEMBERS PRESENT: Katie Hobbs, Tom Loach, Will Rieley, Steve Runkle, Eric Strucko - Chair, and Steve Von Storch. STAFF: David Benish, Tarpley Gillespie, and Elaine Echols 1. Call to Order - The Chair called the meeting to order at 12:15 p.m. m Review and approval of minutes from June 10, 2003.meeting - On a motion by Katie Hobbs, seconded by Will RieleY, the minutes were approved as written. Review and approval of minutes from July 15, 2003 meeting - On a motion by Katie Hobbs, seconded by Steve Von Sto.rch, the minutes were approved with the addition of several paragraphs. These paragraphs described DISC II's desire to endorse Crozet's inclusion in the MPO and cover several points raised by DISC II members in the course of the discussion about a resolution to the Board. Recommended Scope .of Next Master Plan - Staff provided DISC II with a draft scope of work for the next Master Plan. DISC II debated the Pros and cons of a "framework" plan over a detailed master plan. Tom Loach suggested that the "framework plan" concept was too general and that there was great value in Crozet in the detail for proposed centers. Will Rieley said that the most expensive part of a plan is "the details". He said that perhaps the County master plan a larger area if it concentrated on developing the larger picture rather than the details. He said that the trick is in getting enough detail for guidance without precluding other possibilities for development. Mr. Loach said that enough detail is needed to let the community agree on the vision and give developers real guidance. Steve Runkle countered -that there is more value in knowing where centers are and how they connect than having a detailed drawing for the centers. Mr. Runkle said that he believed there was too much detail in each of the illustrated centers in the Crozet Plan. He said that the range of possibilities for 10 ATTACHMENT 4 development of any one neighborhood is very great. A detailed plan implies to the community that the neighborhood shown on the plan is the "best way" to 'develop the neighborhood or, maybe, the "only way" to develop the neighborhood. He 'said this.was cleady not the case. "There are many, many ways to configure the Con-Agra property. Only one possibility was illustrated in the plan", he said. Mr. Runkle continued that.he did not understand why the Crozet Master Plan had a ceiling of 12,000 future inhabitants and why the plan was developed to match `that ceiling. He said that it made more sense to design a plan for as much capacity as is possible or desirable: David Benish explained that staff didn't ask the consultants to deliberately equate the future population in the master plan to a by-right scenario - it just happened. In this case, perhaps, that was not bad. Each area to be master planned will need to be treated individually and another development area might have a design showing greater capacity than the by-right scenario. Ms. Hobbs suggested that capacity should relate to water supply and infrastructure. Mr. Benish said thatthese relationships might or might not be so important, because, in some cases, capacity can be increased. DISC II returned to discussing the proposed scope for the next master plan. Edc Strucko said that it is very important to have a very particular public participation process for this master plan. He said it will be difficult to keep the different neighborhoods and issues on target. The public needs to know that the level of detail will be different. Mr. Runkle suggested that the scope include a range of possibilities for the "character" of the proposed centers. He said that the study should tell more specifically about the expectations for the density and intensity of each of the proposed centers. Mr. Rieley agreed that this was important, and could be especially valuable for providing mass transit in the future. With the changes relating to the character of centers and expectations for density and intensity, DISC endorsed the scope of the project. (See Attachment D.) Discussion of Two Possible Resolutions from DISC II to the Board of Supervisors Regarding the Next Area to Master Plan - DISC II moved on .to discussion of the two proposed resolutions. (See Attachments A & B.) Staff pointed out the distinctions between the two draft resolutions. One resolution would say, "don't even master plan the next area until you decide what you are going to do with Crozet implementation". The other resolution would say, "be mindfUl of the importance of implementation as you get started on the next area to master plan." Katie Hobbs suggested sending both resolutions to the Board; no DISC II members agreed. Ms. Hobbs also said that it is important to send a map with the 11 ATTACHMENT 4 resolution showing the particular areas to be master planned. Staff agreed that a map would be provided. There was general discussion about draft Resolution 2. Steve Runkle said that an additional ,phrase in the 5th paragraph should be added to the resolution relative to "level of service". He said that often costs to developers relate to an increased level of service. Mr. Loach would not agree to endorse the draft Resolution 2. He said the Board needs to "show us the money". He said that until Crozet is shown that more money will be spent in Crozet, "how can another area expect to have payment for any infrastructure there either?" He wondered why any other neighborhood should even bother going through a master planning exercise. Ms. Hobbs said that she was running out of ideas for tools to get the Board to provide leadership in paying for the improvements that are identified in the Comprehensive Plan. Mr. Benish explained that a master plan is of tremendous ,benefit to the community in providing guidance on land use. decisions faced daily by the staff, the development community, the Board of Supervisors, and the Planning Commission. He cautioned DISC II against declining to master plan an area prior to knowing the financial commitment to be made by the Board. He said that there are multiple applications of a master plan and fUnding capital improvements is a very important application, but it is not the only application. There was additional discussion of the resolutions resulting in the modification of the 5th paragraph to include the need to ensure adequate levels of service and increasing financial commitments by the County. Attachment C contains the resolution adopted by DISC II on a 5:1 vote, with Tom Loach voting against the resolution. Staff explained that it would be sending DISC II's recommended scope of work to the Planning Commission for their information as well. as to the Board of Supervisors. 6. Adjournment - The meeting adjourned at 1:45. 12 ATTACHMENT 4 ATTACHMENT A DRAFT Draft Resolution 1 to the Board of Supervisors From DISC II Regarding the next area to Master Plan Whereas, the. Crozet Master Plan was developed over the last year with substantial input from community residents, and Whereas the Crozet Master Plan reflects a land use plan which supports and advances the principles of the Neighborhood Model, and Whereas County funding for capital improvements projects, staffing, and neighborhood assistance will be necessary to implement the Master Plan, and Whereas the need for public infrastructure improvements to be made concurrent with new development exists in order to not overburden current streets and public facilities, and Whereas, it would be imprudent to begin Master Planning a second neighborhood without knowledge of the Board of Supervisors' commitment to implement the first Master Plan including funding of infrastructure and public facilities, and Now, therefore let it be resolved that DISC II cannot recommend a new area to Master Plan at this time: 13 ATTACHMENT 4 DRAFT ATTACHMENT B Draft Resolution 2 to the Board of Supervisors From DISC II Regarding the next area to Master Plan Whereas, the Crozet Master Plan was developed over the last year With substantial input from community residents, and Whereas, the Crozet Master Plan reflects a land use plan which supports and advances the principles of the NeighbOrhood Model, and Whereas, County funding for capital improvements projects, staffing, and neighborhood assistance will be necessary to implement the Crozet Master Plan, and other neighborhood master plans, and Whereas, the need for public infrastructure improvements to be made concurrent with new development exists in order to not overburden current streets and public facilities, and Whereas, it is important to the Crozet Community and DISC II to know that the Board of Supervisors will fund public infrastructure and facilities concurrent with new development, and Whereas, the time frame for adoption of the Master Plan is such that valuable time will be lost in the development of the next Master Plan if DISC II waits for the Board of Supervisors to adoption the plan before starting the next master plan, Now, therefore let it be resolved that DISC II recommends that the Board of Supervisors select Neighborhoods 1 & 2, and Hollymead Piney Mountain as the next area to master plan, according to the attached scope, and Furthermore, let it be resolved that DISC II strongly believes that the success of the Crozet Master Plan and future master plans will be dependent on increased financial commitments by Albemarle County to implement those master plans. Such commitments are essential in order to maintain the integrity of the plans and planning efforts in the County. 14 ATTACHMENT 4 ATTACHMENT C Resolution to the Board of Supervisors From DISC II Regarding the next area to Master Plan Adopted August 12, 2003 Whereas, the Crozet Master Plan was developed over the last year with substantial input from community residents, and Whereas, the Crozet Master Plan reflects a land use plan which supports and advances the principles of the Neighborhood Model, and Whereas, County funding for capital improvements projects, staffing, and neighborhood assistance will be necessary to implement the Crozet Master Plan, and other neighborhood master plans, and Whereas, the need for public infrastructure improvements to be made concurrent with new development exists in order to not overburden current streets and public facilities, and Whereas, it is important to the Crozet Community and DISC II to know that the Board of Supervisors will seek to ensure that public infrastructure and facilities are funded concurrent with new development and to ensure adequate levels of service, and Whereas, the time frame for adoption of the Master Plan is such that valuable time will be lost in the development of the next Master Plan if DISC II waits for the Board of Supervisors to adoption the plan before starting the next master plan, Now, therefore let it be resolved that DISC II recommends that the Board of Supervisors select Neighborhoods 1 & 2, and Hollymead Piney Mountain as the next area to master plan, according to the attached scope, and Furthermore, let it be resolved that DISC II strongly believes that the success of the Crozet Master Plan and future master plans will be dependent on increased financial commitments by Albemarle County to implement those master plans. Such commitments are essential in order to maintain the integrity of the plans and planning efforts in the County. 15 ATTACHMENT 4 ATTACHMENT D Recommended Scope For the next Master Plan August 12, 2003 SUGGESTED SCOPE FOR NEXT MASTER PLAN Below is a recommended scope of services for the next Albemarle County Neighborhood Master Plan(s). AREA The area recommended encompasses Neighborhoods 1 & 2 and the communities of Hollymead and Piney Mountain. 2 PHASEfMULTI-YEAR PROJECT We envision a multi year Master Plan process project broken into two phases, with Phase I producing a Framework Plan for the overall study areas with more specific details provided along the Ronte 29 corridor. Phase I will provide a Unified Design Plan for the Route 29 Corridor and will identify sPecific areas which should receive mOre in-depth study and analysis as part of Phase II of this project. PHASE I The anticipated Scope of the Phase 1 includes the following: Prepare an economic and demographic overview of the study area addressing key indicators such as employment, population, number of households, development and redevelopment activity, housing tenure, future commercial development capacity and conditions in the study area neighborhoods. Bo Develop base maps identifying natural features (streams, floodplains, wetlands, critical slopes, wooded areas, etc.), existing constructed features (buildings, infrastructure, etc.), planned facilities and infrastructure (public and private), and zoning and Comprehensive Plan designations. C. Preparation of maps showing preservation areas and existing centers. A. In conjunction with the community, propose the development of: 1. A map of proposed Centers in the study neighborhoods including a range of possible Center characteristics 2. Identification of carrying capacity of the study area in terms of future population density 3. A unified vision for the streetscape(s) along the Route 29 Corridor 4. A Framework Plan for the entire area within the Development Area boundaries for the four neighborhoods included in the study; including the following elements: 16 ATTACHMENT 4 · A transportation network plan, identifying the specific location of existing and future streets, intersections · roadway interconnections of Primary importance to the street/circulation system · sidewalk connections · bikeway connections · An assessment of the impacts on the transpOrtatiOn networks outside of the'study area, including impacts to nearby rural roads Bo A set of Unified Design Principles for the Route 29 North Corridor. The Principles will be the result of an assessment, conducted by the consultant, of the character of the Route 29 North corridor's built environment (scale, placement, etc.), including the streetscape. The Unified Design Principles will provide recommended guidelines for future development and redevelopment within the corridor. The Principles will address land-use, building placement, scale, and streetscape elements. An identification of areas that will require a more in depth study and analysis as a part of Phase II of the Master Plan. These areas will be critical sites within the study area with potential for development or redevelopment. PHASE 2 The scope of Phase 2 will include: D. A Refined framework plan that provides more specificity for the areas identified in Phase 1. Implementation elements that provide specific direction on anticipated cost and possible funding mechanisms. The implementation component of Phase II will identify key players and responsibility for carrying forward each of the identified elements. COSTS AND TIMING Because of the desire to have some level of master plan for the entire Development Area along the Route 29 Corridor and the limited funds and staff time currently available, staff has suggested a slightly different process than the process used. for the Crozet Master Plan. A general framework plan for the entire 4 development areas can be conducted with current funding and completed over a one to one and a half-year period. When, and if, Phase 2 funding is allocated, a second phase could be completed over another year period. The result at the end of two and a half years would be a general framework plan for all four development areas and a more specific study of concentrated areas and implementation strategies. ThuS, each of the four neighborhoods would have both a Phase I Framework plan and a Phase II detailed areas plan at the end of the two and a half year planning period. 17 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: End of Year FY 2002-03 General Fund Preliminary Financial Report SUBJECT/PROPOSAL/REQUEST: Presentation of Preliminary Financial Report for the County General Fund for the Fiscal Year ending on June 30, 2003. STAFF CONTACT(S): Messrs. Tucker, Breeden, Walters, Ms. White AGENDA DATE: October 1,2003 ACTION: X CONSENTAGENDA: ITEM NUMBER: INFORMATION: ACTION: IN FORMATION: BACKGROUND: ATTACHMENTS: REVIEWED BY: Yes The attached end of the year financial report provides information on the County's General Fund revenues and expenditures and fund balance at June 30, 2003 (Attachment A). Also included is a bar-chart report that compares this year's budgeted and actual revenue and expenditure data with data from the previous year (Attachment B), and a fund balan ce report that provides a look at the year-end balances (Attachment C). This report is "preliminary" because the data has not been officially audited and there may be slight changes between this preliminary report and the final audited year-end balances. DISCUSSION: A. Attachment A: General Fund End-of-Year Financial Report ($ in millions) 1. Revenues: Revised revenues totaled $136.098 million, 99.6% of budgeted revenues which exceeds the previous estimate submitted with the March 31 financial report by $1.793 million. The actual increase over previous projections was primarily due to Real Estate Tax +.028million, Personal Property Tax (including PPTR) +$0.404 million, Sales and Use Tax +$0.149 million, Other Local Taxes +$0.516 million, Other Local Revenue +$0.560 million. This increase was offset by Use of Other Funds -$0.195 million due to lower than anticipated expenditures that were eligible for funding from the E911 surcharge funds. The economy on the National, State, and Local fronts appears to be recovering. The recovery however is very fragile as it is based on increased consumer consumption in face of layoffs continuing at a record pace. For the fiscal year ending June 30, 2003: Real estate taxes exceeded budgeted revenues by $1.331 million due to the 12% estimated reassessment rate used for budgeting last January compared to the actual reassessment rate of 18.7%, as well as continued new residential construction. Personal property revenues, inclusive of PPTR, finished $2.8 million below budget. The shortfall was due to the continuing decrease in used car values, as well as the closing of several businesses and minimal capital expenditures by others. Sales and Use Tax revenues exceeded budgeted revenues by $0.149 million due to continued consumer consumption. Business License collections exceeded appropriated revenues by $0.540 million. Utility Tax revenues finished $0.180 million below appropriations based on the telecommunications shift from landline to wireless service and a general decrease in business activity. Meals tax revenues exceeded appropriated "'~I,-09-03 P05:01 iN AGENDA TITLE: End of Year FY 2002-03 General Fund Preliminary Financial Report October 1, 2003 Page 2 revenues by $0.129 million due to the continued shift from home preparation to the convenience of eating out. Other Local Taxes exceeded budgeted revenues by $0.535 million primarily due to $0.102 million from additional penalty and interest and $0.324 million recordation tax from continued strong home purchases and refinancings. State revenues, net of PPTR, finished $0.541 below budget primarily due to a $0.176 million reduction in reimbursement for the operations of Constitutional Officers, a $0.147 million reduction in recordation tax and 599 distributions, and a $0.152 million shift from state to federal reimbursement for Social Services' operations. Federal revenues exceeded budgeted revenues by $0.228 million primarily due to the shift in funding from state to federal sources, as well as an overall net increase in the reimbursement of Social Services' operations. Use of Other Funds transfers finished $0.160 million below budget primarily due to a $0.098 million reduction in Fire Dispatch operations reimbursement and a $0.056 million reduction in ECC-E911 operations reimbursement. This reduction results from expenditures being less than budgeted in these operations reducing the use of E911 surcharge funds. Expenditures: Overall General Fund year-end actual expenditures of $137.702 million were at 98.5% of the revised budget, compared to a revised budget of $139.807 million. Actual spending was $2.106 million under revised budget. Departmental actual expenditures were at 95.9% of the revised appropriation and accounted for savings of approximately $2.133 million. Non-Departmental items exceeded appropriations by $0.027 million due to tax rerun ds. Since the third quarter report, FY03 appropriations were reduced by $2.920 million (transfer to Schools - $0.980 million; 800 MHz Radio System debt service - $0.970 million; transfer to capital - $0.970 million) due to the projected revenue shortfall. Additional appropriations were approved in the amount of $0.390 million ($0.001 million for the SPCA; $0.029 million for Fire/Rescue Operations; $0.360 million for the Regional Jail) resulting in a net decrease of $2.530 million in the appropriated budget. Revenues less Expenditures: Preliminary Revenues: This report indicates there will be a total of $1.430 million in unexpended revenues at the end of the FY03 fiscal year. Changes since the 3rd quarter projection mainly reflect a decrease in the use of fund balances by $2.920 million, a $0.179 million increase in anticipated revenues less expenditures, and $0.390 million in additional appropriations. Projected Unobligated Funds: The projection of unobl igated funds available as of 10/01/03 is $1.635 million. This takes into consideration the use of a portion of the available fund balance for $1.130 million in Board approved commitments for th e FY04 budget, which reduced the fund balance to $2.505, and $.870 million for proposed reappropriations and additional FY04 requests included on the October 1,2003 agenda titled FY04 Budget Amendments. (See Fund Balance Report, Attachment C, for details.) B. Attachment B: Annual Budget Comparison Report as of June 30, 2003 (Sin millions) This bar-chart report tracks comparison of revenues and expenditure categories from the prior fiscal year's actual amounts, FY03 original appropriation, revised appropriation, and actual amounts: 2 AGENDA TITLE: End of Year FY 2002-03 General Fund Preliminary Financial Report October 1, 2003 Page 3 Revenues: · Revenue from real estate taxes is the only category to show any substantial positive growth over last year. · Revenues from the state are approximately $0.245 million greater than last year. · Utility tax revenues and state revenues (excluding PPTR) have declined since last year. · All other categories show only modest growth or remain about level with last year's collections. Expenditures: · The charts show that FY03 expenditures increased in nearly all functional areas over FY02 actuals. The largest increases were in the Human Development and Public Safety functions. The large ncrease (+4.2%) in the Transfer to the School Division in FY03 over FY02 reflects an increase of $2.6 million in school funding. C. Attachment C: Fund Balance Report ($ in millions) This report indicates that based on preliminary and unaudited FY03 data, the County General Fund had: 1. An audited FY02 fund balance at 06/30/2002 of $16.265 million, adjusted to $16.229 million to exclude fire program funds; 2. Appropriated an additional $3.945 million in approved projects during FY03; reduced transfers to other funds by $2.920 million, thus reducing the net 06/30/2002 Fund Balance available to $15.204 million; 3. Added an additional $1.430 million in preliminary FY03 revenues over expenditures for a preliminary 06/30/2003 Fund Balance of $16.634 million; Recognized a preliminary net Fund Balance available of $2.505 million after subtracting the minimum required cash flow need of $13.0 million and the budgeted use of $1.130 million of fund balance for FY04 general government and school initiatives approved during the budget work sessions; Anticipates proposed commitments in FY04 of $0.869 million for uncompleted FY03 pr~oiects, purchase orders, and new appropriation requests being presented for approval at the Board's October 1s meeting. The specific requests are explained in a separate Executive Summary on FY04 Budget Amendments; Leaving a projected uncommitted, unobligated fund balance of $1.635 million, which could be available for future needs or held as a reserve. Fiscal Impact Discussion: As discussed in Section A, the County experienced a significant improvement of $1.793 million in revenues during the fourth quarter compared to projected revenues at the end of the third quarter. This revenue, plus expenditure sawngs and budget adjustments during the fourth quarter, will increase the projected available fund balance at June 30, 2003 to $3.634 million compared to $0.961 million projected with the third quarter report. FY04 Use of Funds: In September 2001 the Board approved a carry-over policy that allocated 100% of unbudgeted revenues and 60% of departmental expenditure savings (savings after all encumbered amounts are reappropriated) to the Fund Balance to meet required cash flow needs with any funds over and above the necessary amount for minimum cash flow to go to the CIP Reserve Fund for future capital needs, capital repairs and maintenance items and/or debt service. The policy further states that the remai ning 40% of expenditure savings could be used for other projects at the Board's discretion and approval. These policies were to be guidelines subject to end-of-the-year 3 AGENDA TITLE: End of Year FY 2002-03 General Fund Preliminary Financial Report October 1, 2003 Page 4 revenues, fund balance needs and other County or Board priorities. Since FY03 revenues are below budget, there are no funds available for capital needs based on the revenue allocation portion of this policy. The General Fund did realize expenditure savings subject to this policy as detailed below: Total Expenditure Savings (Schedule A) Less Encumbrances Purchase Orders FY03 Uncompleted Projects Available Expenditure Savings Millions $ 2.106 (0.181) (0.141) $1.784 Fund BalanCe Allocation @ 60% Available for Projects @ 40% $1.070 $ 0.714 At this time, staff is requesting that $0.548 million of the $0.714 available for projects be approved for new projects or expenses in FY04. The details of this request are included with the FY04 budget amendment on the October 1,2003 agenda. The remaining $0.166 million in expenditure savings available for projects and the 60% fund balance allocation are included in the $1.635 million unobligated funds shown on Attachment A. Staff would recommend that the remaining expenditure savings be retained in the fund balance as uncommitted funds. School FY03 Revenue Allocation: Based on the third quarter revenue projections, which indicated a shortfall in local tax revenue of $1.633 million, the 60% allocation of these revenues to the School Fund was reduced by $0.980 million. Due to the substantial improvement in local tax revenues during the fourth quarter, the actual shortfall was only $0.281 m Ilion. The School Fund's share of this shortfall would be $0.169 million, a difference of $0.811 million compared to the $0.980 million reduction previously required. A preliminary review of the FY03 school operations indicates a School Fund Balance of $2.3 million at June 30, 2003. The FY04 budget included the use of $0.660 million of this balance leaving an unobligated balance of $1.64 million. Should the Board approve returning the $0.811 million to the School fund the School Board's fund balance would increase to $2.444 million, while the General Fund Balance would be reduced to $0.825 million. RECOMMENDATION: Staff recommends acceptance of the Preliminary FY 2003 End-of-the-Year Financial Report and recommends that the current uncommitted, unobligated fund balance of $1.635 million be retained as a balance in the General Fund pending completion of the FY03 audit, the publication of the Governor's decision on changes to the FY2004-05 Biennium State Budget, and availability of more actual FY04 revenue collection history. Maintaining this uncommitted balance of $1.635 million would give the County some ability, within limits, to handle any future downward adjustments in anticipated revenues because of any of the above factors without adversely impacting current operating programs. 03.126 4 -ICC $ in millions % % % % % % $ in millions o b b o b o o $ in millions §~o Attachment D Total FY03 General Government Revenue Shortfall (in millions) -$1.225 ,Proposed Expenditure Reductions FY03 800MHZ Debt Service Payment VRS Life Insurance rescinded by state De partmental Operating Budget Savings Police salary lapse Public Works salary lapse Social Services salary lapse Master Plan City/County Fire Contract Capital Budget Proposed Savings Total Proposed Savinqs 162,000 30,000 40,000 54,000 53,000 339,000 0.970 0.197 0.339 0.970 $2.476 Savinqs less Shortfall Less Fund Balance Deficit Net Projected Savings at end of FY03 $1.251 0.290 $0.961 Approved Use of FY03 Savings in FY04 Budget Set-up costs for 2 polling places Ground Water position - capital Master Plan ACE Use of one-time funds for recurrin Approved Use of FY03 Savings 4,641 13,850 100,000 450,000 100,000 668,491 $0.668 Remaining FY03 Projected Savings $0.293 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Proposed FY 2004 Budget Amendment SUBJECT/PROPOSAL/REQUEST: Public Hearing on the Proposed FY 2004 Budget Amendment in the amount of $19,730,223.14 and request approval of amendment and of Appropriations #2004015, 2004016, 2004017, 2004018, 2004019, 2004020, 2004021, 2004022, and 2004023 to provide funding for various General Government and School programs. AGENDA DATE: October 1,2003 ACTION: X CONSENT AGENDA: ITEM NUMBER: I N FORMAT ION: ACTION: INFORMATION: ATTACHMENTS: Yes . ~ Messrs. Tucker, Breeden, Ms. White R__EVIEWED._By: BACKGROUND: .._ The Code of Virginia {}15.2-2507 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 Funds, E-911, School Self-Sustaining, etc. DISCUSSION: The proposed increase of this FY 2004 Budget Amendment totals $19,730,223.14. The estimated expenses and revenues included in.the proposed amendment are shown below: ESTIMATED EXPENDITURES General Fund Local Government Programs/Grants Education Fund Education Programs/Grants Capital Improvement Program Storm Water $ 727,135.51 $ 23,764.00 $ 3,100.00 $ 21 'l, 752.50 $17,417,088.40' $ 1,347,382.73 TOTAL ESTIMATED EXPENDITURES -All Funds $19,730,223.14 ESTIMATED REVENUES Local Revenues $ 25,033.76 State Revenues $ 29,943.00 Federal Revenues $ 210,681.74 Fund Balances $ 19,461,229.09 Transfers $ 3,335.55 TOTAL ESTIMATED REVENUES- Ail Funds $19,730,223.14 This budget amendment is comprised of nine (9) separate appropriations as follows: · two appropriations(#2004015 and 2004021) for Education related donations, grants, and programs totaling $214,852.50; · one appropriation (#2004016) for the 2003 Local Law Enforcement Block Grant totaling $23,764.00; 24-0P-03 P04:39 IN AGENDA TITLE: Proposed FY 2004 Budget Amendment October 1,2003 Page 2 · one appropriation (#2004017) requesting re-appropriation of funds totaling $14,349,180.08 for uncompleted Local Government Capital Improvement Projects; · one appropriation (#2004018) for $180,904.24 to re-appropriate funding for outstanding FY03 purchase orders; · one appropriation (#2004019) requesting re-appropriation of $140,512.27 for uncompleted FY03 projects; · one appropriation (#2004020) to fund new projects and initiatives for FY04 totaling $547,692.00; · one appropriation (~2004021) requesting re-appropriation of $2,925,935.32 for uncompleted School Capital Improvement Projects; and · one appropriation #2004022) requesting re-appropriation of $1,347,382.73 'for uncompleted Storm Water Projects. A detailed description of these requests is provided on Attachment A. RECOMMENDATION: Staff recommends approval of the FY 2004 Budget Amendment in the amount of $19,730,223.14, after the public hearing, and then approval of Appropriations ~2004015, #2004016, #2004017, #2004018, fl2004019, #2004020, #2004021, #2004022, and #2004023 to provide funds for various General Government and School programs as described in Attachment A. 03.124 Appropriation #2004015 Attachment A $117,467.05 Murray High School received a donation in' the amount of $1,000 from Donna and Bill Evans and a donation in the amount of $100 from Karleen and Reginald Hubley. These donations are to be used to benefit the educational programs for the students at Murray .High. The Public Charter Schools Startup Program is designated for Murray High School. This program helps to facilitate intensive, experiential learning opportunities in order to provide academic and personal success to students who are at-risk to leave school or graduate below potential. There is a fund balance retained by the State of $116,367.05 from FY02/03 and may be re- appropriated for FY03/04. Appropriation #2004016 $23,764.00 The U.S. Department of Justice has awarded the Albemarle County Police Department a grant in the amount of $21,388 with a local match of $2,376, for a total of $23,764. The purpose of this grant is funding overtime hours by current officers in support of reducing crime and improvement of public safety. The local match will be funded out of current operations and does not require any additional monies. Appropriation #2004017 $14,349~180.08 Several Local Government Capital Improvement Projects had funding for projects originally approved in FY03 that were not corn pleted as of June 30, 2003. This re-appropriation will provide funding for these uncompleted projects. Appropriation #2004018 $180~904.24 Several departmentS had outstanding purchase orders for items contracted for in FY03 that were not received as of June 30, 2003. This re-appropriation will provide funding for these outstanding purchase orders to be paid in FY04. Appropriation #2004019 $140,512.27 Several departments had funding for projects originally approved in FY03 that had not been completed as of June 30, 2003. This re-appropriation will provide funding for these uncompleted projects. Major items under this appropriation are: Department Amount Purpose of Funds Housing $10,000.00 An RFP was released in October 2002 to conduct a Housing Agency Study with limited response. Due to the limited response, another RFP was released in July 2003. Planning $117,930.50 Carry-over funds in the amount of $117,930.50 are requested to supplement the FY04 budget amount of $100,000 to fund on-going Neighborhood Model implementation activities, primarily the next Master Plan. Magistrate $ 1,250.00 The invoice for fourth quarter expenses for the Magistrate's Office was received after the close of FY03 requiring a re-appropriation of funds. Police $ 9,400.00 Insurance funds were received in May 2003, in the amount of $9,400, for the total loss of a vehicle. This vehicle will be replaced in FY04. Fire/Rescue $ 1,931.77 The Fire/Rescue Department currently has car seats on backorder for their Car Seat Program. Funds in the amount of $1,931.77 remain to fund this purchase. Appropriation #2004020 $547~692.00 Several departments have requested funding for FY04 projects or initiatives from FY03 carryover funds as itemized below: Department Amount Purpose of Funds County $ 31,500 The Center for Survey Research conducted a citizen survey on behalf of Executive the County in January 2002. To assist the County with its efforts to become a high performance organization, become more data driven, and COntinuously improve citizen services, staff has requested funds to initiate another County-wide survey in January 2004. This survey will access residents' opinions about quality of life in the County, obtain citizens' feedback on the County's strategic planning efforts, and will assess citizens' satisfaction with a number of services the County provides. Most importantly it will track customer opinions over time to identify trends and provide the County with data to track our progress regarding customer service. Available carry-over funds are $160,000. Finance $ 47,973 The manufacturer of the Real Estate Division's current computer aided mass appraisal system (CAMA), SMDA 2000, merged several years ago with another software provider, ProVal. As a result of the merger, the newly formed company developed a new CAMA system, ProVal Plus, which will replace the outdated SMDA2000 system. The new system uses newer technology and provides for interfaces with new software packages the County has installed or are planning to install. To upgrade the current CAMA software and convert the data will require $41,973 in funding. In addition, the annual maintenance for the ProVal Plus system will be $6,000 . over the current $10,800 budgeted. Available carry-over funds are $39,000. Clerk of the $ 22,254 Funding for part-time wages, in the amount of $6,000, has been requested Circuit Court by the Clerk's Office to assist with a continuing increase in the number of documents being recorded in the Clerk's Office, along with an increase in other associated duties. Funding totaling $16,254.00 to replace microfilm reader printers is also requested. The machines, which are approximately 10 to 12 years old, are used extensively on a daily basis and are worn out and a source of Constant complaints. Available carry-over funds are $47,000. Fire/Rescue $ 79,615 The Fire and Rescue Department was recently awarded grants from the Federal Emergency Management Agency (FEMA) and the Office of Emergency Medical Services (OEMS). The FEMA grant, in the amount of $148,260 will be used to replace self-contained breathing apparatus for fire and rescue stations. This grant requires a local match of $63,540 and when combined with previous grant funds received from the Office of Domestic Preparedness will provide $279,000 in funding for this project. The OEMS grant, in the amount of $26,075, will provide for the purchase of advanced life support training mannequins and for manual defibrillators for the apparatus at Station 11. The local match for this grant totals $26,075 of which $10,000 is currently appropriated in the Fire & Rescue budget, therefore an additional $16,075 is requested in carry-over funds to meet the required match. Available carry-over funds are $34,000. Social $ 252,000 Due to a reduction in federal funding for the Family Support Program Services (FSP) for FY2004, additional local funds will be necessary to Continue the program at its current level. FSP is housed in each County elementary school to provide prevention and early intervention for children at risk. Without this additional funding a reduction in the provided services, including a reduction in workforce, will be inevitable. The Board approved in June the use of $187,000 in projected federal and state carry-over funds from FY03 to fund the FY04 shortfall. Additionally, at that time the Board approved an additional $17,000 of the Board's Fund Balance to be appropriated at this time. Final FY03 closing balances for the department showed available revenues of $48,000 in Federal and State revenues over and above the $187,000 projected last June. Available carry-over fUnds are $235,000. Planning $ 13,550 Funding is requested to purchase ADP equipment for a new Senior Planner position. This position was approved in the FY04 budget but funding for equipment was not budgeted. Also requested is' $10,000 for the purchase of four concurrent licenses for the ArcView GIS software. Available Carry-over funds are $192,000. Zoning $ 800 Due to the advanced age and the fact that replacement batteries and parts are no longer available, funding is requested to replace two of the nine portable radios in Zoning. These radios are used in the field on a daily basis and need to be reliable. Available carry-over funds are $49,000. Information $100,000 Funding to move forward with the 1st installment of the Microsoft Enterprise Technology Agreement. This agreement will provide updates and upgrades to software installed on County computers in lieu of the purchase of individual upgrades and licenses. Available carry-over funds are $163,000. Appropriation #2004021 $ 97~385.45 The Virginia Department of Education has designated $2,000.00 to Albemarle County Public Schools for assistive technology equipment. These funds will be used to purchase adaptive equipment for students with disabilities. The Virginia Commission for the Arts has awarded a touring Grant Award in the amount of $525.00 to Broadus Wood Elementary School. This grant will help to fund a performance by Theatre IV at Broadus Wood Elementary School. Three Albemarle County Public Schools teachers have been awarded Staff Development Stipends in the amount of $1,000.00 each under the Better Living, Inc. sponsorship of the Golden Apple Award. One teacher has been awarded a staff development stipend in the amount of $2,500.00 under the Garris, 'l-obey, & Co. sponsorship of the Golden Apple Award. The Frederick S. Upton Foundation has awarded a grant in the amount of $6,500.00 to Henley Middle School. This award will support Henley's Cultural Enrichment Program in funding three artists-in-residency programs: Sculpture, Writer, and Dramatic Interpretation. The projects will involve interactive activities to include hands on learning experiences for students with performing, visual and musical arts. Stony Point Elementary School has been selected by the University of Virginia to receive funding for Project BUILD (Bridges of Understanding to Inclusive Literacy Development Program) for FY01/02 and FY02/03. This project helps to identify patterns in thinking, communication and actions that will improve teaching and learning and identify contexts wherein these efforts can be created and sustained over time. There is a fund balance retained by the University of Virginia in the amount of $3,277.76 from FY02/03 and may be re-appropriated for FY03/04. The Shannon Foundation for Excellence in Public Education has awarded several teachers of Albemarle County Public Schools with grants totaling $8,656.00. The awards were made to: Baker Butler Elementary, Linda Hutson in the amount of $330.00, Lisa Harman in the amount of $385.00, Jennifer Whitenack/Cheryl Thomasen in the amount of $4,001.00; Murray Elementary, Cindy Kyle in the amount of $500.00, Ellen Taylor in the amount of $500.00; Stony Point Elementary, Diane Amatucci, Dolly Garrison, and Stephanie Shellenberger in the amount of $500.00; Yancey Elementary, Paula White in the amount of $500.00 and Allison Drake in the amount of $475.00; and Western Albemarle High, Chris Root, Caroline Bertrand, and Paul Rittenhouse in the amount of $1,465.00. The No Child Left Behind Act of 2001 (NCLB) Ed Tech Grant has a carryover grant balance of $36,108.90 from FY02/03. This balance was retained by the Department of Education and is now available for use by Albemarle County Schools. Albemarle County Public Schools has also received $34,550.79 for FY03/04 from this grant. These funds will be used to im prove student academic achievement through the use of technology in schools, providing funds for teachers training and curriculum development. The English Literacy/Civics Grant is federally funded..The primary goal of this grant is to offer a series of classes designed for adult ESOL students to study, understand and work with essential elements of the American community, and to produce multi- media (digital, video, and print) products. The project connects ESOL students, both current and past, with members of the community in a cooperative effort to address areas of community life. Funding for FY03/04 was increased by $267.00 from the original budget amount of $74,733.00. ApPropriation #2004022 $2~925~935.32 Several School Government Capital Improvement Projects had funding for projects originally approved in FY03 that were not completed as of June 30, 2003. This re-appropriation will provide funding for these uncompleted projects. Appropriation #2004023 $1 ~347~382.73 Several Storm Water Projects had funding for projects originally approved in FY03 that were not completed as of June 30, 2003. This re-appropriation will provide funding for these uncompleted projects. COUNTY OF ALBEMARLE APPROPRIATION APP # 2004 015 DATE BATCI-I~ EXPLANATION: FUNDING FOR UPGRAGE TO CAMA SYSTEM. , , i SUB LEDGE ' , GENE R ' R ., RAL LEDGE DE OBJ C ' 'E TYPE FUND PT ECT DESCRIPTION i OD AMOUNT DEBIT CREDIT 1 9010 12140 950004 CAMASYSTEM J 1 41,973.00 2 9010 51000 510100 ClP FUND BAL. J 2 41,973.00 9010 0501 Estimated Revenue 41~973.00 ... 0,701 Appmp. 41,973.00 1 1000 12144 332115 MAINTENANCE J 1 6,000.00~ 2 1000 51000 510100 G/F FUND BAL. J 2 6,000.00 . 1000 0501. Estimated Revenue . 6,000.00 0701 Approp. ,~ ~ 6~000.00 TOTAL. . . 95,946.00 47,973.0047,973.00 PREPARED BY: BD. OF SUPV APPROVAL: ACCT. APPROVAL: ENTERED BY: Melvin Breeden DATE: 8/25/2003 ..... 10/1/2003 Ella W. Carey DATE: DATE: DATE: COUNTY OF ALBEMARLE APPROPRIATION APP# 2OO4 016 DATE BATCH# EXPLANATION: 2003 LOCAL LAW ENFORCEMENT BLOCK GRANT D SUB LEDGER ' GENERAL LE GER FUND DESCRI TION DEBIT ' TYPE DEPT OBJECT P CODE AMOUNT CREDIT 1 1538 31013 120000 Overtime Wages J 1 22,075.25 1 1538 31013 210000 Fica J 1i 1,688.75 2 . 1538 33000 300001 Federal Grant Rev J 2 .21,388.00 . 2 1538 51000 512004 Trns From Gen Fnd..J 21 2,376.00 1538 ' 0501 Estimated Revenue 23,764.00 , 0701 Approp. . 23,764.00 TOTAL 47,528.00 23,764.00 23,764.00 PREPARED BY: BD. OFSUPVAPPROVAL: ACCT. APPROVAL: ENTERED BY: Melvin Breeden DATE: 9/2/2003 Ella W. Carey DATE: 10/1/2003 DATE: DATE: FMS2 I COUNTY OF ALBEMARLE .......... NUMBER 2004 017 REVISED 6184 APPROPRIATION FORM DATE BATCH # i EXPLANATION: REAPPROPRIATION OF FY 03 CIP PROJECTS t SUB. LEDGER GENERAL LEDGER TYPE FUND DEPT OBJECT ACCOUNT DESCRIPTION CODE AMOUNT DEBIT CREDIT 1 9010 11200 800901 NEWCOB RENOVATIONS J 1 3,270,126.86 1 9010 12200 800700 I/T-ADP EQUIPMENT J 1 43,794.66 1 9010 12200 800714 I/T-TECHNOLOGY UPGRADE J 1 266,499.00 1 9010 21000 331000 COURTS-REPAIRS &MAINT J 1 136,964.08 1 9010 21020 800100 GEN'L DIST CT-MAC & EQUIP J 1 5,000.00 I 9010 21050 331000 JUV CT-REPAIRS & MAINT J 1 43,255.52 I 9010 21060 800708 CIRCT-DOCUMENTIMAGING J 1 13,677.00 ~1 9010 31000 800306 COMPUTER AIDED DISPATCH J I 117,717.55 1 9010 31000 800910 TRAINING CTR/FIRING RANGE J I 50,000.00 1 9010 31000 950150 MOBILE COMMAND CENTER J 1 30,197.56 I 9010 31010 800713 POLICE-COMPUTER UPGRADE J 1 2,117.40 il 9010 31010 800714 POLICE-TECH UPGRADE J 1 947,407.78 ~.1 9010 31010 800733 POLICE-VIDEO EQUIP J I 4,008.80 il 9010 32010 950092 F/R*BLDG & EQUIP J 1 562,140.89 il 9010 32010 950110 FIR*RECORDS SYSTEM J il 18,503.64 9010 32010 950140 F/RINCIDENT REPORTING J I 7,000.00 1 9010 41000 312700 LNG- CONSULTANTS J 1 500.00 11 9010 41000 700006 ENG-IVY LANDFILL J 1 321,120.43 . ~.il 9010 41000 800690 ENG-SlDEWALKIMPROVEMENT J 1 611,232;84 9010 41000 800960 ENG-STREET LIGHTS J 1 157,929.21 1 9010 41000 950039 ENG-MEADOWCREEK PARKWAY J 1 24,275.41 il 9010 41000 950059 ENG-KEENE LANDFILL CLOSURE J 1 468,872.80 1 9010 41000 950061 ENG-MEADOWCREEK PATH 20,000.00 J I 9010 41000 950116 ENG-MEADOWCREEK PKWAY PH~ J 1 5,700.33 9010 41020 950024 LANDSCAPING-29 NORTH J 1 10,000.00 9010 41020 950081 REVENUE SHARING ROADS J I 701,176.90 9010 41020 950115 AIRPORT ROAD SlDL=WALKS J 1 127,000.00 !1 9010 41020 950158 AIRPORT ROAD IMPROVEMENTS J 1 300,000.00 il 9010 41020 950159 POWELL CREEKDRIVE J I 180,950.00 I1 9010 43100 800666 FACILITY MAINT. J I 717,980.46 il 9010 43100 800687 COB-CHILLER REPLACEMENT J 1 6,106.25 1 9010 · 43100 950102 C.O.B.-PARKING LOT J 1 2,300.00 Ii 9010 43100 950119 BOARD RM. RENOVATIONS J I 21,895.50 9010 43100 950127 DEVELOPMENT DEPT. RENOVAT J I 50,000.00 " 90t0 · 43100 950128 COB ENTRY CORRIDOR BEAUTY J I 52,223.94 1 9010 43100 950141 P/W-CENTRALIZED FILING J 1 14,000.00 · · 1 9010 71000 800949 P&R;MAINTENANCE PROJECTS J 1 92,630.73 1 9010 71000 950003 CROZET PARK IMPROVEMENTS J 1 9,997.76 I 9010 71000 950009 SCOTTSV COMMUNITY CENTER J 1 165,361.65 1 9010 71000 950034 TOWE PARK REC PROJECTS J I 8,650.00 I 9010 71000 950044 ATH. FIELD STUDY/DEVEL. J 1 88,666.83 PREPARED BY: MELVIN BREEDEN DATE: 09/11/2003 APPROVED BY: ELLA W. CAREY DATE: 10/1/2003 F-M-s2 ~' ......... COUNTY OF ALBEMARLE ~iI NUMBER 2004 018 REVISED 6/84 APPROPRIATION FORM DATE = _BATCH # EXPLANATION: IREAPPROPRIATION OF FY 03 GENERAL FUND PURCHASE ORDERS. ' SUB. LEDGER ' GENERAL LEDGER TYPE FUND DEPT OBJECT ACCOUNT DESCRIPTION CODE AMOUNT DEBIT CREDIT 1 1000 12015 312390 QUIP-TRAINING J 1 , 15,059.10 .. r ~ 1000 12015 312390 QUIP ' TRAINING J 1 25,000.00 '~1 1000 12143 800201 FURNITURE & FIXTURES'REPL J 1 896.49 1000 12144 800201 FURNITURE & FIXTURES'REPL J I · 707.68 t 1000 21020 800200 FURNITURE & FIXTURES J 1 10,987.40 il 1000 31013 601011 AMMUNITION J 1 ,, , 331.50 !1 1000 131013 601011 AMMUNITION J I 1,706.00, !1 1000 32015 600400 MEDICAL & LAB. SUPPMES J I 597.00 . 1 1000 32019 600900 VEHICLE & EQUIP. REPAIRS J I 3,176.86 !1 1000 32019 601100 UNIFORMS & APPAREL J I 639.14 il 1000 :41000 312700 PROF. SER. CONSULTANTS J I 2,547.54 II 1000 41021 332300 REPL & INST STREET SIGNS J 1 1,750.00 [1 1000 41030 312341 GROUNDWATER STUDY . J 1 19,000.00 !1 1000 42040 390001 CONTRACT SERV-K LANDFILL J 1 3,388.47 il 1000 53011 800710 DATA PROCESSING SOFTWARE J I 12,715.43 11 1000 53012 800710 DATA PROCESSING SOFTWARE J 1 24,274.84 ~ 1000 53013 800710 DATA PROCESSING SOFTWARE J I 29,476.57 11 1000 53014 800710 DATA PROCESSING SOFTWARE J 1 2,855.24 11 1000 53015 800710 DATA PROCESSING SOFTWARE J 1 3,806.98 11 1000 81010 312342 DEVELOPMENT AREA'S STUDY J 1 13,088.00 !1 1000 81010 312342 DEVELOPMENT AREA'S STUDY J I 8,900.00 !2 1000 51000 510100 G/F BALANCE J 2 180,904.24 L 361,808.48 180,904.24 180,904.24 I PREPARED BY: MELVIN BREEDEN DATE: 09/16/2003 iAPPROVED BY: ELLA W. CAREY DATE: t01112003 FMS2 ~__ COUNTY OF ALBEMARLE ......... NUMBER _ 2004 019 REVISED 6~84 APPROPRIATION FORM DATE BATCH # EXPLANATION: REAPPROPRIATION OF FY 03 GENERAL FUND UNCOMPLETED PROJECTS SUB. LEDGER ~-- GENERAL LEDGER ITYPE FUND DEPT OBJECT ACCOUNT DESCRIPTION CODEIAMOUNT DEBIT CREDIT I 1000 81030 580417 HOUSING STUDY J 1 10,000.00 i1~ 1000 12200 800710 I/T SOFTWARE J ~_~ 2,000.00 1 1000' 81010 312342 PLANNING DEV'L STUDY ~J~ 1 42,965.50 /~- 1000 21030 700003 MAGISTRATE '~J I 1,250.00 ! 1000 31013 800501 9,400.00 POLICE VEHICLE-REPL~ J 1 I 1000 32015 561415 FIRE/RESC CARS SEAT PROG . J 1 1,931.77 2 1000 51000 510100 G/F BALANCE J 2 142,512.27 1000 10501 iEST REVENUE 142,512.27 I _tOTAL _ 285,024.54 142,512.27 142,512.27 PREPARED B~Y: MELVIN BREEDEN DATE: 09/1~12003 APPROVED BY: ELLA W. CAREY DATE: 10/1/2003 FMS2 rr 1 COUNTY OF ALBEMARLE ........... NUMBER 2004 020 REVISED 6/84 APPROPRIATION FORM DATE BATCH # EXPLANATION: FY04 SUPPLEMENTAL REQUEST FROM FY03_ SURPLUS._ i SUB. LEDGER GENERAL LEDGER !TYPE FUND DEPT oBjEcT ACCOUNT DESCRIPTION CODE AMOUNT DEBIT CREDIT il 1000 12013 580030 CO. EXEC CUST. SURVEY J 1 31,500.00 11 1000 12030 312700 H/R TOTAL REWARDS J I 25,000.00 1 1000 12144 332115 FINANCE CAMA MAINT. J I 6,000.00 il 1000 21060 130000 CLK OF CT P/TWAGES J I 6,000.00 11 1000 21060 800101 CLK OF CT MAC & EQUIP J I 16,254.00 il 1000 31013 580907 POLICE NARCOTICS FUNDS J 1 4,000.00 il 1000 31013 601011 POLICE AMMUNITION J I 10,000.00 11 1000 31013 800500 POLICE VEHICLE J 1 82,000.00 11 1000 32011 930200 FIREIRESC TRS. TO GRANT J 1 89,615.00 · il 1000 32011 FIRE/RESC J I (10,000.00) 11 1000 53013 930213 SOC SER TRS. TO FSP J I 252,000.00 1 1000 81010 120000 PLANNING O/TWAGES J I 2,300.00 il 1000 81010 800700 PLANNING ADP EQUIP J I 3,550.00 il 1000 81017 120000 PLANNING O/TWAGES J 1 400.00 I 1000 81017 800710 " PLANNING SOFTWARE J 1 10,000.00 I 1000 81030 800200 HOUSING FURN. & FIXTURES J 1 6,000.00 ~1 1000 81040 600900 ZONING VEHICLE-REPAIR J 1 1,200.00 11 1000 81040 800301 ZONING COMM. EQUIP. J ! 800.00 il ' 1000 93010 900010 FINANCE TRS. TO CIP J 1 41,973.00 il 1000 93010 930010 I/T TRS. TO CIP J I 163,000.00 2 1000 51000 510100 G/F BALANCE J 2 . 741,592.00. I 1000 i0501 ?STREVENUE 741,592.00 i 1000 t0701 iAPPROPRIATION 741,592.00 ~ 1 9010 12140 950004 FINANCE CAMA UPGRADE J I 41,973.00 i 1 9010 1'2200 800710 liT SOFTWARE J I 163,000.00 i 29010 51000 512004 CIP TRS FROM G/F J 2 204;973.00 ! 9010 !0701 iAPPROPRIATiON 204,973.00 i 2 1557 33000 3300011FSP' FEDERAL REVENUE J 2 (252,000.00) ~ 2 155751000 512004 FSP TRS. FROM G/F J 2 252,000.00 iOTAL 1,893,130.00 946,565.00 946,565.00 i PREPARED BY: MELVIN BREEDEN DATE: 0911612003 APPROVED BY: ELLA W. CAREY J DATE: 10/1/2003 FMS2 COUNTY OF ALBEMARLE NUMBER 2004 02;I REVISED 6/84 APPROPRIATION FORM DATE BATCH # EXPLANATION: . FUNDING FOR VARIOUS EDUCATION PROGRAMS AND GRANTS SUB. LEDGER GENERAL LEDGER TYPE FUND DEPT OBJECT ACCOUNT DESCRIPTION CODE ~.MOUNT DEBIT CREDIT 1 2112 61102 800701 ADP EQUP-REPL J 1' 2,000.00 1 3104 60201 312500 PROF SVC INST J 1 · 525.00 1 '3104 61311 580500 STAFF DEV ' J 1 5,500.00 1 · 3104 60252 312500 PROF.SVC INST J 1 6,500.00 1 3148 61311 160300 STIPENDS-STAFF DEV J 1 3,044.83 I 1 3148 61311 210000 FICA ' J 1 232.93 1 3502 60606 601300 INSTSUPPLIES J 1 8,656.00 I 3131 ' 61311 160200STIPENDS J 1 65,254.22 ! 1 3131 61311 210000 FICA J 1 5,405.47 i 1 3147 63330 601300 INSTSUPPLIES J 1 267.00 J 2 2000 33000 330127 SP ED TECH J 2 · 2,000.00 I 2 3104 24000 240362 VA. COMM. FOR THE ARTS J 2 525.00 2 3104 18000 181258 GOLDEN APPLE J 5,500.00 2 3104 18000 181221 FEDERICK UPTON AWARD J 6,500.00 2 3148 18000 181260 PROJECT BUILD 'J 3,277.76 2 3502 18000 181223 SHANNON FOUNDATION J 8,656.00 2 3131 33000 330125 NCLBAWARD J 70,659.69 i 2 3147 33000 3301t3 CATEGORICAL AID-FED J 267.00 J 2000 0501 EST. REVENUE J 2,000.00 0701 APPROPRIATION J 2,000.00 3104 0501 EST. REVENUE J 12,525.00 0701 APPROPRIATION J 12,525.00 J I 3148 0501 EST. REVENUE J 3,277.76 = i 0701 APPROPRIATION J 3,277.76 J i 3502 0501 EST. REVENUE J 8,656.00 0701 APPROPRIATION J 8,656.00 J 3131 0501 EST. REVENUE J 70,659.69 0701 APPROPRIATION J 70,659.69 i j 3147 0501 EST. REVENUE J 267.00 0701 APPROPRIATION J 267.00 I'OTAL 194,770.90 97,385.45 97,385.45 PREPARED BY: MELVIN BREEDEN DATE: 09/15/03 APPROVED BY: ELLA W. CAREY i DATE: 10/1/20031_` FMS2 l' COUNTY OF ALBEMARLE -'- NUMBER 2004 022 REVISED 6/84 APPROPRIATION FORM DATE BATCH # iEXPLANATION: REAPPROPRIATION OF UNCOMPLETE SCHOOL CAPITAL PROJECTS. I I SUB. LEDGER GENERAL LEDGER YPI FUND DEPT OBJECT ACCOUNT DESCRIPTION CODE AMOUNT DEBIT CREDIT I 9000 60100 800665 SCHBOARD ADA J I 131,975.61 1 9000 60202 800901 BROWNSVILLE BLDG RENOVATIONS J 1 207,650.47 1 9000 60217800200 BAKER-BUTLER FURNITURE&FIXT J 1 596.36 1 9000 60218 312350 SOUTHERN ELEM ENGINEERING J 1 40,000.00 1 9000 60251 800901 BURLEY BLDGRENOVATIONS J 1 88,358.12 I 9000 60253 800901 JOUETT BLDG RENOVATIONS J 1 1,456,672.39 1 9000 60254 800901 WALTON BLDGRENOVATIONS J I 122,975.67 1 9000 60303 800901 MURRAY EDUC BLDGRENOVATIONS J 1 8,683.50 1 9000. 60304 312350 MONTICELLO ENGINEERING J 1 549,856.17 1 9000 60410 800665 C.A.T.E.C ADA J 1~ 8,772.34 1 9000 61101 800760 INSTRUC-REG ADP EQUIPMENT J 1 84,258.50 1 9000 62190 800700 ADM.-TECH ADP EQUlPMENT J 1 22,956.57 1 9000 62420 800949 FAClLITY MAINT MAINTPROJECTS J 1 203,179.62 2 9000 51000 510100 TRANSFERS FUND BAL J 2 3,224,193.32 219000 51000 512032 TRANSFERS FR.-PROFFERS J 2 (540,000.00) 2i9000 51000 512039 TRANSFERS FR. STILLMEADOWPIqJ 2 150,842.06 2 9000 51000 512040 TRANSFERS FR. GLENMORE PROF J 2 90,900.00 J 9006 0501 EST. REVENUE J 2,925,935.32 9000 0701 APPROPRIATION J 2,925,935.32 J 1 8521 93010 930004 GLENMORE PROF TRS.TO SCHOOL CIP J 1 90,900.00- 2 8521 51000 510100 GLENMORE PROF FUND BAL J 2 90,900.00 J 8521 0501 EST. REVENUE J 90,900.00 8521 0701 APPROPRIATION J 90,900.00 J I 8522 93010 930004 STILL MEADOWS TRS.TOSCHOOL CIP J I 150,842.00 2 8522 51000 510100 STILL MEADOWS FUND BAL J 2 150,842.00 J 8521 0501 EST. REVENUE J 150,842.00 8521 0701 APPROPRIATION J 150,842.00 J J J 3TAL 6,335,354.64 3,167,677.32 .3,167,677.32 PREPARED BY: MELVIN BREEDEN DATE: 09/18/03 APPROVED BY: ELLA W. CAREY DATE: 10/1/2003 ENTERED BY: ................. ~ :_~ ................ : ....... DATE: iFMS2 1 COUNTY OF ALBEMARLE NUMBER 2004 023 iREVlSED 6~84 APPROPRIATION FORM DATE  __ __ BATCH # ~EXPLANATION: REAPPROPRIATI:O~N OF UNCOMPLETE STORM WATER PROJECTS ! __ SUB. LEDGER GENERAL LEDGER YPi FUND DEpT ::)BJEC1 ACCOUNT. DESCRIPTION CO,_~ AMOUNT DEBIT CREDIT 1 9100__41000 800975 ENGINEERING STORM WATER IMP J 1 717,369.47 ~ 9100__41000 950093 ENG~ DRAINAGE STUDYJj 1 220,997.32 · 1 9100 41036 312400 BIRNAM/WYNRIDGE PROF. SER. 1 4,777.45 1 9100 41036 800750 BIRNAM/WYNRIDGE PURCHASE OF PROP J 1 240,842.20 I 9100 41036 800975 BIRNAM/WYNRIDGE STORM WATERIMP J I 51,147.28 1 9100 41037 800975 IVY ROAD STORM WATER IMP J 1 80,000.00 __ 1 9100 41049 800975WOODBROOK STORM WATER IMP J 1 26,105.O0 I 9100 41054 800975 RICKYROAD STORM WATER IMP J 1 4,170.06 1 9100 41057 800975 WESTMORELAND STORM WATERIMP J 1 1,973.95 __ 2 9100 24000 240540 CAT. AID-STATE cONS&RECREAT GRT J 1 5,118.00~ 2 9100 51000 510100TRANSFERS FUND BALANCE J 1 1,342,264.73 9100 0501 EST. REVENUE J 1,347,382.73 9100 0701 APPROPRIATION J 1,347,382.73 J J · J J · j J J Ij : J 3TAL -I r 2,094,765.46 1,347,382.73 -1,347,382.73 PREPARED BY: MELVIN BREEDEN DATE: 09/18/03 ~Y:~-_..~, ELLA AREY _ DATE: - ......... DATE: COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Public Hearing - Virginia Public School Authority Bond Resolution SU BJECT/PROPOSAL/REQU EST: Public Hearing on Resolution ratifying the issuance and sale of bonds in the maximum principal amount of $7,205,000 to finance certain capital improvements to the County's public schools. STAFF CONTACT(S): Messrs. Tucker, Breeden; Ms. White AGENDA DATE: October 1, 2003 ACTION: X CONSENTAGENDA: ACTION: ATTACH M E NTS: REVIEWED BY: ITEM NUMBER: INFORMATION: INFORMATION: Yes BACKGROUND: The FY 2003/04 Capital Improvement Budget was approved with the intent to issue approximately $7,204,000 in bonds through the Virginia Public School Authority for the following projects: ADA Structural Changes, Henley Middle School Addition/Renovations, Hollymead Elementary Gym/Restrooms, Monticello High School Classroom Addition, Murray High School Renovations, Scottsvilie Elementary LibraryAddition, Westem Albemarle High School Weight/Wellness Room Addition, Walton Middle School Addition, and Maintenance Projects. DISCUSSION: The Board of Supervisors and the School Board adopted resolutions authorizing the application to VPSA on August 13, 2003 and August 14, 2003, respectively. On September 1t), 2003, the Board also adopted a Resolution authorizing the issuance of bonds in the maximum principal amount not to exceed $7,205,000 to be sold to the Virginia Public School Authority and providing for the form and details of the issuance. In order to proceed with this process, a public hearing is scheduled for 10:15 a.m. on October 1,2003 after which the Board will need to adopt the Resolution ratifying the issuance and sale of the bonds. RECOMMENDATION: Staff recommends approval of the attached resolution to proceed with this project and to meet th e bond issuance guidelines. 03.127 At a regular meeting of the Board of Supervisors of Albemarle County, Virginia, held on the 1st day of October, 2003, at the time and place established by such Board for its regular meetings in accordance with Section 15.2-1416 of the Code of Virginia of 1950, as amended, at which the following members were present and absent during the voting for the resolution referred to below: PRESENT: David P. Boweman; Lindsay G. Dottier, Jr.; Charles S. Martin; Dennis S. Rooker and Sally H. Thomas. ABSENT: Waiter F. Perkins. the following resolution was adopted by the affirmative roll call vote of a majority Of all members of the Board of Supervisors, the ayes and nays being recorded in the minutes of the meeting as shown below: MEMB, E ,R VOTE David Bowerman Aye Lindsay Dorrier Aye Charles Martin Aye Dennis Rooker Aye Sally Thomas Aye RESOLUTION RAnG TIlE ISSUAN,,.CE AND SAICE OF GENERAL OBLIGATION SCHOOL BONDS OF ~--~COUNTY OF ALBEMARLE, VIRGINIA, IN THE MAXIMUM PRINCIPAL AMOUNT OF $7,205,000, TO FINANCE A PROGRAM OF CAPITAL IMPROVEMENTS TO THE COUNTY'S PUBLIC SCHOOLS AND PROVIDING FINAL AUTHORIZATION FOR SUCH ISSUANCE WHEREAS, on September 10, 2003, the Board of Superol sots (the "Board") of the County of Albemarle, Virginia (the "County"), adopted a resoh~tion entitled "Resolution Authorizing The Issuance Of General Obligation School Bonds, Se~es 2003A, Of The County Of Albemarle, Virginia, In A Principal Amount Not To Exceed $7,2~)5,000 To Be Sold To The Virginia Public School Authority And Providing For The Form md Details Thereof' (the "Resolution"); WHEREAS, aider publication of the requisite notice in acc ,rdance with Section 15.2- 2606, Code of Virginia of 1950, as amended, the Board has held o~a the date hereof a public heating on the proPOsed issuance and sale of general obligation s,c_h,,~,01 bonds of the County in the estimated maximum principal amount of $7,205,000 (the Bonds ~; 1 WHEREAS, the Board desires to ratify and amend the pricing parameters of the Bonds contained in the Resolution; NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE COUNTY OF ALBEMARLE, VIRGINIA: 1. Ratification of Resolution. The Board hereby ratifies all pricing parameters of the Bonds and authorizes the isSUance and sale of SUch Bonds in accordance with the provisions of the Resolution. 2. Other Actions. All other actions of officers of the County in conformity with the purposes and intent of the Resolution and in furtherance of the issuance and sale of the Bonds are approved and confh'med. The officers of the County are authorized and directed to execute and deliver all certificates and instruments and to take all such further action as may be considered necessary or desirable in connection with the issuance, sale and delivery of the Bonds. 3. Effective Date. This Resolution shall take effect immediately. The undersigned Clerk of the Board of Supervisors of Albemarle County, Virginia, certifies that the foregoing constitutes a tree and correct extract from the minutes of a regular meeting of the Board held on the 1 st day of October, 2003, and of the whole thereof so far as applicable to the matters referred to in such extract. WITNESS my signature and the seal of the Board of Supervisors of Albemarle County, Virginia, this __1st day of October, 2003. Clerk of the Bo~d of S'_u.~ .r.~isors Albemarle County, k~gi/~a (SEAL) 2 Please join us to Kick-off Albemarle County Public Schools "STUDENTS MAKE A I:)]:FFERENCE DAY" Sponsored by Albemarle County ~chools Parents Council Tuesday, October 7, 2003 12:30 p.m. Albemarle County Office Building Front Steps (Rain location: main lobby) Proclamation Presentation br. Kevin Castner, Superintendent, Albemarle County Schools Albemarle County School Board Albemarle County Board of Supervisors Please join us os each of the county's schools finalize planning for this nationwide day devoted to community service on October 25, 2003. Last year, Albemarle County Public Schools were one of ten notional award winners (out of 4,000 entries) in the Make A Difference Day annual challenge sponsored by L/$~! 14/ee/¢endmagazine, Paul l'~ewman and Newman's Own, ];nc., and the Points of Light Foundation. Znte~iew and Photo Opportunities Please let us know if you will be able to attend by calling Cathy EbeHy BOAPX) -TO -BOARD October 1, 2003- 10:30 a.m. 2t Monthly Communications Report of activities from the Albemarle County School Board to the Albemarle County Board of Supervisors. Highlights: School Board Briefs - September 11 and 25, 2003 were provided via e-mail. RECEIVED AT BOS MEETING Date: (/~t?~ ]., ~t)~5 -- /_~ Agenda Item #:_ Clerk's Initials: ~.tj~9 _ _ RECENT NANCY MARKOS, 2002 NATIONAL ELEMENTARY PHYSICAL EDUCATION TEACHER OF THE YEAR: I am happy to introduce to you Nancy Markos, a Physical Education teacher in the County for 20 year - currently at Broadus Wood Elementary School Nancy is the 2002 National Elementary Physical Education Teacher of the Year, the 2003 Outstanding Elementary School Teacher of the Year for the Curry School of Education. She has co-authored several books and articles for nationaI publication, along with being a member of the writing team for the Standards of Learning for Physical Education and for the Physical Education Resource Guide for the State Department of Education. Ms: Markos has conducted over 60 workshops in Albemarle County and in over 15 states. It is my pleasure to introduce to you Nancy Markos to share with you some of her work. STORM DAMAGE: Attachment 1 is a summary of how our transportation, food services, and building services departments prepared for Hurricane Isabel. Because of the preparations made in advance of the storm, there was minimal damage and loss. Also attached (Attachment 2) is a copy of a letter to the editor that Dr. Castner sent thanking Dominion Virginia Power for their work in restoring power to all schools in a timely manner. SCHOOL BOARD/SUPERINTENDENT PRIORITIES: Attachment 3 is a copy of the School Board/Superintendent Priorities, which were adopted at our September 11, 2003 meeting. NO CHILD LEFT BEHIND: The Commonwealth of Virginia, and each school and school division are required to make Adequate Yearly Progress (AYP) under the No Child Left Behind Act of 200 i. Adequate Yearly Progress is determined by considering Standards of Learning passing rates in reading and mathematics, and participation, attendance, and graduation rates. In Virginia, school accreditation is based on SOL passing rates for the History, of Isabel Activities Building Services In anticipation of Isabel's arrival roofs were checked to make sure items .were removed that could clog downspouts and perimeters were checked for loose caps or anything that could blow through windows. Thursday, September 18, 2003 · Secured all loose items, such as trashcans, etc. · First power outage · Deactivated generator in anticipation of long power outage at Walton, as there was no need to run during storm Friday, · · · · · · · September 19, 2003 4 schools with POwer Checked ali buildings Removed trees and limbs from entrances and walks and roads Contacted Child Nutrition Program concerning refrigerators and freezers Restored telephone service to Building Services Repaired roof leaks and replaced ceiling tile at various locations Cleaned up exteriors Communicated with Power Company and the Emergency Operations Center (EOC) Saturday, September 20, 2003 · 13 or 14 schools with power · Communicated with schools, pohce, EOC, etc. · Checked equipment- reset as power was restored, i.e., fire aim PA, phones, HVAC, etc. · AHS Field House opened for public showers from 5:00pm to 9:00pm · Continued communication with Power Company Sunday, September 21, 2003 · Continued exterior clean up · Continued to check and reset equipment as power was restored, systems lose memory after extended power outage and need to be reprogrammed · Checked all schools between 3:00pm and 4:00pm to make sure power was restored and phone systems were operational · Al-IS Field House opened for public showers from 5:00pm to 9:00pm · Baker-Butler only school without power by 5:001bm Monday, September 22, 2003 · Continued to reset and reprogram equipment as necessary · Responded to many HVAC and Roof Repairs · Baker-Butler power restored at 2:25pm Long Term Issues · Generator Repair/Replacement at Monticello and Western Albemarle High Schools · Tree Removal · Roof Repairs - Window Leaks (from blowing rain) File FEMA Reports We are pleased that our facilities weathered the storm and winds, which is a testimony to adequate funding for roof replacements, etc. ALBEMARLE COUNTY PUBLIC SCHOOLS Offic~ of the Superintendent 401 Mclntire Road Charlottesville, Virginia 22902-4596 htlp://www, kl 2albemarle.o rg September 29, 2003 Dear Editor: I write on behalf of Albemarle County Public Schools to express our deep appreciation for the extraordinary support we received from Dominion Virginia Power and American Electric Power as a result of Hurricane Isabel's very destructive visit to central Virginia. As soon as the storm began to subside, school personnel were in regular contact with company officials, receiving updates on the extent of the damage and when we could expect to reopen the division's 26 schools. Despite the large number of trees that had to be moved from power lines before service could be restored, all of our schools were ready to receive students safely on Monday morning, September 22. On Monday Baker-Butler Elementary used its generator--which operates the school's emergency lighting, fire, computer, and telephone systems--until power was restored late in the school day. We are well aware that we ore far from the only customers who sought accurate information and quick service from our electric service providers following the storm. We are especially appreciative of Kent Hill from Dominion Virginia Power, who kept us informed as progress was made during the restoration. Thanks to the responsiveness of both companies, we were able to return quickly and confidently to educating the children of Albemarle County. Albemarle County Public Schools e ~xpec~ ouccess