HomeMy WebLinkAbout2004-04-07
I ACTIONS
Board of Supervisors Meeting of April 7, 2004
April 8, 2004
AGENDA ITEM/ACTION ASSIGNMENT
1. Call to Order.
· Meeting was called to order at 9:00 a.m., by the
I Chairman. All BOS members were present. Also
I
I present were Bob Tucker, Larry Davis, and
I Georgina Smith.
I:' From the Public: Matters not Listed on the Agenda.
Neil Williamson spoke regarding a letter he sent the
Board concerning the proposed Subdivision Text
Amendment. He believes there are several
problems with the proposed ordinance. He asked
the Board to take into consideration his comments ~
prior to their hearing in May.
5. Presentation of Certificate of Appreciation.
· PRESENTED a certificate of appreciation to Michael
Matthews.
6.2 Þroclamation recognizing April 2004 as Fair
Housing Month.
· PRESENTED proclamation to Ron White.
6.3. Proclamation recognizing April 2004 as Sexual
Assault Awareness Month.
· PRESENTED proclamation to Jessica McLain.
¡ 6.4. Proclamation recognizing April 2004 as Child Abuse
, Prevention Month.
¡. PRESENTED proclamation to Saphire Baker.
I 6.5. Proclamation recognizing the 50"1 Anniversary of
f the University of Virginia Community Credit Union.
I. PRESENTED proclamation to Kathy Moorer.
i 6.6. Request for Dance Hall Permit - EL RAY del Clerk: Forward letterto applicant.
I TACO.
I. APPROVED the request for a dance hall permit
, from EL RAY del TACO.
6.7. Thomas Jefferson HOME Consortium Annual Plan. Housina Office: Proceed as directed.
· APPROVED, the following allocations of HOME
¡ funds for fiscal year beginning July 1, 2004.
0 $98,760 for owner-occupied rehab
designating AHIP as subrecipient.
0 $4,600 in admin funds to AHIP
0 $29,740 of regular HOME funds for first-
I time homebuyer assistance (administered
by Office of Housing and/or PHA).
0 $20,260 of ADDI funds (administered by
Office of Housing and/or PHA).
0 $1,396 in admin funds to County.
6.8 Lease Amendment - Charlottesville Waldorf Clerk: Advertise the public hearing.
School in Crozet.
· SET the public hearing for May 5, 2004.
6.9 FY 2004 Appropriations, $262,161.75 (Forms Clerk: Forward signed appropriation forms to Melvin
#2004070,2004071,2004072). Breeden and copy appropriate individuals.
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I. APPROVED FY 2004 appropriations #2004068,
#2004070, #2004071, and #2004072.
6.10 Resolution to accept roads in Grayrock
Subdivision, Phase 3, into the State Secondary
System of Highways.
· ADOPTED, the resolution.
7. Transportation Matters:
8. Presentation: Transportation Planning Process,
Thomas Jefferson Planning District
Commission.
· RECEIVED
b. Transportation Matter not Listed on the
Agenda.
Theresa Butter:
· Provided update on VDOT activities.
David Wyant:
· Asked about Jarman's Gap Road and what the
design would be like for the bike lanes.
Dennis Rooker:
1. Mentioned an email he sent to Jim Bryan about
paving over Barracks Road to accommodate
¡ bicyclists and when this would be put onto; the
I schedule.
Sallv Thomas:
I. Mentioned·that she received a letter from a friend
who had recently received a traffic ticket on her way
into Scottsville. She ask if VDOT could install an
intermediate speeding zone sign somewhere before
they hit with the 25 mph zone. She will forward the
letter to VDOT.
8. Discussion: Use of Jefferson School for Library.
· HELD.
9. Board-to-Board Presentation.
· RECEIVED.
10. Presentation: Life Long Learning Report.
· RECEIVED and APPROVED the work completed
by the lifelong Learning group and incorporated the
four goals into the County's Strategic Plan's FY 03
FY 05 Plan of Action.
o GOAL ONE: Create accessible
opportunities for everyone in the community
to learn, ensuring all educational services
meet the needs of the changing
demographics within the community.
o GOAL TWO: Meet the teaching and learning
needs of all citizens along an appropriate
continuum of ages and stages of
development.
o GOAL THREE: Ensure the education
system meets the workforce preparation
I I
Clerk: Forward adopted resolution to Steve Snell in
Engineering. (Attachment 1).
Clerk: Forward comments to Jim Bryan.
Chuck Proctor: Said VDOT is currently looking at major
paved roads that are on bike routes to put them on the
schedule for next year for trench widening.
Lori Allshouse: Proceed as directed.
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needs of current and future employees and
employers.
o GOAL FOUR: Position the County as a
recognized leader in educational excellence.
11. Work Session: Stormwater Master Plan.
· HELD.
12. Closed Session:
- At 12:16 p.m., the Board went into closed session.
13. Certify Closed Session:
- At 1 :58 p.m., the Board reconvened into open
session
. 14. Appointments:
I- APPOINTED Joseph Cockran to the ACE
Committee to replace Marcia Joseph, with said term
to expire August 1, 2005.
II - REAPPOINTED William Bolton to the Albemarle
County Service Authority to represent the Rivanna
¡ District, with said term to expire April 16, 2008.
· APPOINTED Paul Wright to the Architectural
Review Board to replace Marcia Joseph, with said
term to expire November 14, 2006.
- REAPPOINTED Ann Mallek and Milton Moore to
the Charlottesville Albemar1e Regional
Transportation Advisory Committee (CHART), with
said terms to expire April 3, 2007.
- APPOINTED Eric Bryerton to the Route 250 West
Task Force, with said term to expire. April 7, 2007
· APPOINTED Mike Merriam to the Mountain Overlay
Committee, with said term to expire
r 15. ZMA 2003-013.Glenwood Station (Sign # 48).
I - APPROVED, ZMA 2003-013, by a vote of 5:0,
subject to the, 1 condition recommended by the
I Planning Commission.
116. SP-2003-092. Glenwood Station (Sign #48).
- APPROVED,ZMA 2003-013, by a vote of 5:0,
i subject to the 4 conditions recommended by the
1 Planning- Commission.
17. CrozetMaster F'lan Discussion and Update on
Review Process.
- DISCUSSED and SET a work session for May
5, 2004. Will also hold an additional public
informational meeting sometime in mid-to-end-
of May, 2004.
18. Work Session: North Pointe.
- DISCUSSED and asked for more information to
be brought back to the Board aUhe April 14,
~004 meetihg,.
8. From the Board: Matters Not Listed on The Agenda.
Sallv Thomas:
- Mentioned to the Board that the Mountain Overlay
District Committee met yesterday and there were
concerns from the members that they have worked
for nine months to and now have 3:3 tie vote. They
are still trying to come up with some ideas. A
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Clerk: Prepare appointment letters, update Boards and
Commissions book and notify appropriate persons.
Clerk: Set out condition. (Attachment 2).
Clerk: Set out conditions. (Attachment 2).
Clerk: Put work session on May, 2004 agenda.
Clerk: Add onto April 14, 2004 agenda.
Enaineerjno: Proceed as directed.
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I suggestion is that an additional person be placed on
j the committee or be replaced, or other Board
j members attend their meeting.
\24. Adjourn.
. The meeting was adjourned at 5:06 p.m.
/gas
Attachment 1 - Resolution.
Attachment 2- Conditions of Approval.
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ATTACHMENT 1
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RESOLUTION
WHER :AS, the District Home Board for the Counties of Albemarle, Alleghany, Augusta,
Bath and Rockbridge, Virginia, and the Cities of Charlottesville, Covington, Lexington and
Waynesboro, Virginia, has completed its assigned duties and terminated the operations
previously.assigned to it and believes it is the desire of its participating local government that
the said Board be formally dissolved, subject to ratification by the respective aforesaid
governing bodies; and
WHEREAS, in consideration of the foregoing, the District Home Board, by the adoption
of this resolution, hereby formally dissolves itself, to be effective upon the ratification of this
action by the respective governing bodies of the foregoing counties and cities;
NOW THEREFORE BE IT RESOLVED, that the Albemarle County Board of Supervisors
hereby ratifies the dissolution of the District Home Board for the Counties of Albemarle,
Alleghany, Augusta, Bath and Rockbridge, Virginia, and the Cities of Charlottesville, Covington,
Lexington and Waynesboro, Virginia; and
BE IT FURTHER RESOLVED that the Board of Supervisors hereby directs the Clerk to
forward a copy of this resolution to fiscal agent for the District Home Board.
ATTACHMENT 2
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n
II
CONDITIONS OF APPROVAL
ZMA 2003-013. Glenwood Station (Sian # 48). Request to rezone 9.31 ac from R-15, w/
special permit approval for office to PRD w/ a special permit for office. TM 61, P 129F. Locon Rt 631 (E
Rio Rd), approx 1 mile from intersec of E Rio Rd & Rt 29N, between Fashion Square Mall & Squire Hill
Apartments. (The Comp Plan designates this property as Office Service & Neighborhood Service in
Neighborhood 2.) Rio Dist.
1) The site shall be developed in general accord with the application plan entitled, Glenwood
station/Place, dated December 22, 2003, with minor changes allowed to accommodate the
required parking when approved by the Zoning Administrator.
SP-2003-092. Glenwood Station (Sian #48). Request to allow office in accord w/ Sec 19.3.2.9
ofthe Zoning Ord. TM 61 PI 129F, contains 9.31 acs & is currently Znd R-15 wI special permit approval
for office, but is under consideration for rezoning to PRD. Loc on Rt 631 (E Rio Rd), approx 1 mile from
intersec of E Rio Rd & Rt 29N, between Fashion Square Mall & Squire Hill Apartments. Rio Dist.
1. The site shall be developed in general accord with the application plan entitled, Glenwood
Station/Place, dated December 22, 2003, with minor changes allowed to accommodate the
required parking when approved by the Zoning Administrator;
2. Final elevations of the office buildings shall be reviewed and approved by the Director of
Planning prior to final site plan approval to ensure consistency with the elevations provided
herein, dated August 25, 2003;
3. The Applicant shall construct, in its entirety, a second commercial entrance to their property
from the Mall Access Road in general accord with the concept plan entitled, Conceptual
Development Plan Glenwood Station/Place, dated July 11, 2003. Should the County
Engineer decide in the future that, for reasons associated with new development on the
Fashion Square Mall property, the entrance should be restricted, said entrance shall be
converted, by the Applicant, present owner or owner's association into an emergency
means of ingress/egress-only by way of installation of gates, bollards or other device. The
connection shall be constructed prior to issuance of the 50th building permit. Sidewalks
shall be provided along the entire Mall Access Road frontage and;
4. The office buildings shall have a thirty (30) foot front setback and a ten (10) foot parking
setback from Rio Road, as well as a fifty (50') foot structure, twenty (20) foot parking and
twenty (20) foot undisturbed buffer adjoining the Squire Hill development to the south.
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1""'-"1
FAIR HOUSING MONTH
WHEREAS, April 2004, marks the thirty-sixth anniversary of the passage of the Fair Housing Act of
1968, which sought to eliminate discrimination in housing opportunities and to
affirmatively further housing choices for all Americans; and
WHEREAS, the ongoing struggle for dignity and housing opportunity for all is not the exclusive
province of the Federal government; and
WHEREAS, vigorous local efforts to combat discrimination can be as effective, if not more so, than
Federal efforts; and
WHEREAS, illegal barriers to equal opportunity in housing, no matter h(JW subtle, diminish the
rights of all;
NO"Jv,. THEREFORE, BE IT RESOLVED,
that in the pursuit of the shared goal and responsibility of providing equal housing
opportunities for all men and women, the Board of County Supervisors oj Albemarle
County, Virginia, does hereby join in the national celebration by proclaiming
APRIL, 2004
as
FAIR HOUSING MONTH
and encourages all agencies, institutions and individuals, public and private, m
Albemarle County to abide by the letter and the spirit of the Fair Housing law.
Signed and sealed this 7th day of April, 2004.
Lindsay G. Dorrier, Jr., Chairman
Albemarle Board of County Supervisors
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SEXUAL ASSAULT AWARENESS MONTH
WHEREAS, one in four girls and one in five boys will be sexually abused before the age of
eighteen; and
WHEREAS, in Virginia one out of eve/y four women and one out of eve/y eight men have
been sexually assaulted in their lifetimes; and
WHEREAS, The Sexual Assault Resource Agency has provided free, confidential help to
over 800 women, children, and men hurting from sexual violence in 2003; and
WHEREAS, this experience can be devastating for not only the survivor, but also for the
family and friends of the survivor; and
WHEREAS, it is imperative that our community support the healing and sense of
connectedness for survivors; and
WHEREAS, The Sexual Assault Resource Agency is a non-profit organization offering safety
and support for survivors with diverse experiences and whose ultimate goal is to
create safe communities free of sexual violence; and
WHEREAS, The Sexual Assault Resource Agency will join the other 37 Sexual Assault Crisis
Centers in Virginia and over 1000 crisis centers across the U.S. in public
awareness efforts to generate understanding of the issues surrounding sexual
assault; and
WHEREAS, our community is dedicated to creating a society free of sexual violence;
NOW, THEREFORE, I, Undsay G. Dorrier, Jr., Chairman on behalf of the Albemarle Board of
County Supervisors, do hereby proclaim April as
SEXUAL ASSAULT AWARENESS MONTH.
and encourage community members to participate fully in the wide range of
available events and activities.
Signed and sealed this 7th day of April, 2004.
CHAIRMAN
ALBEMARLE BOARD OF COUNTY SUPERVISORS
I I
CHILD ABUSE PREVENTION MONTH
'WllEREAS, the month of April is recognized as Child Abuse Prevention Month in the
Commonwealth of Virginia and across the United States; and
'WllEREAS, during Fiscal Year 2002-2003, 370 qualifYing reports of suspected child abuse or
neglect involving an estimated 524 children were investigated in the County of
Albemarle; and
'WllEREAS, physical abuse and neglect, sexual abuse, medical neglect, and emotional abuse and
neglect, lead to long-term outcomes for children such as developmental delay, mental
and emotional disorders, antisocial and criminal behavior, childhood pregnancy,
truancy and academic failure, alcohol and drug abuse, and suicide; and
'WllEREAS, the County of Albemarle faces a continuing need to support innovative programs to
prevent child abuse and to assist family members when child abuse occurs; and
'WllEREAS, in Albemarle there are dedicated individuals and organizations who work daily to
counter the problem of child abuse and neglect and to provide parents with the
assistance they need; and
'WllEREAS, all children deserve freedom from verbal abuse, sexual abuse, physical abuse and
neglect, and emotional abuse and neglect; and
'WllEREAS, children deserve to have days which include loving hugs, warm homes, tender care,
parents and adults who listen and who promote self-esteem, give quality time, provide
necessary food, shelter, clothing, and medical attention; and
'WllEREAS, it is vital that we join forces to reach out to parents and children to prevent recurrence
of child abuse and neglect; and
"WHEREAS, it is indeed appropriate and fitting to focus attention upon the problem of child abuse
and neglect in the Commonwealth of Virginia and in the County of Albemarle;
NOW, THEREFORE, 1, Lindsay G. Dorrier, Jr., on behalf of the Albemarle Board of County
Supervisors, do hereby proclaim the month of April 2004, as CHILD ABUSE
PREVENTION MONTH in the County of Albemarle, and do call upon our citizens
to observe the month with appropriate programs, blue ribbons and other activities.
Signed and sealed this 7th day of April, 2004.
UNDSAY G. DORRIER, JR., ClWRMAN
ALBEMARLE BOARD OF COUNTY SUPERVISORS
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5(JTH ANNIVERSARY OF THE
UNIVERSITY OF VIRGINIA COMMUNITY CREDIT UNION
WHEREAS, the University of Virginia Community Credit Union is celebrating its 5()th anniversary
at its annual meeting on May 26, 2004; and
WHEREAS, the Credit Union was founded in 1954 by Daniel D. Colcock, a University of Virginia
Hospital administrator, wlw brought together a group of University of Virginia
employees to form a credit union for the purpose of improving the financial lives of its
members; and
WHEREAS, the original bylflWs state that, liThe object of this corporation shall be to promote thrift
among its members by giving them an opportunity to Save money in small amounts,
thus accumulating and investing the savings of the members; to make loans to its
members which promise to be of benefit to the borrower; and generally conduct a credit
union as hereinafter provided;" and
WHEREAS, today the Credit Union has more than 45,000 members, and membership is open tQ all
wlw live, work, or attend school in the City of Charlottesville and the counties of
Albemarle, Fluvanna, and Greene. The Credit Union operates seven branches
througlwut the Charlottesville-Albemarle community; and
WHEREAS, the Credit Union offers a wide variety of personalized, high--quality financial services,
including deposit accounts, loan accounts, and multiple avenues for convenient account
access. The Credit Union is a non-profit, member-awned financial institution, the
largest of its kind in Central Virginia; and
WHEREAS, for fifty years, the University of Virginia Community Credit Union has made vital
contrib1ttions to the financial well-being of tlwusands of residents of this community;
NOw;. THEREFORE, 1;(\ Lindsay G. Dorrier, Jr., Chairman of the Board of Supervisors of Albemarle
County, Virginia, in recognition of this important anniversary, do hereby congratulate
the University of Virginia Community Credit Union for 50 years of service, and call
upon all citizens to recognize the essential contributions that the Credit Union makes in
enhancing the financial well-being of the residents of our community.
Signed and sealed this 7th day of April, 2004.
Lindsay G. Dorrier, Jr., Chairman
Albemarle Board of County Supervisors
COUNTY OF ALBEMARLE
AGENDA TITLE:
Dance Hall Permit
AGENDA DATE:
April 7, 2004
ACTION:
INFORMATION:
SUBJECT/PROPOSAUREQUEST:
Application request for a dance hall permit
CONSENT AGENDA:
ACTION: X
STAFF CONTACTCS):
Messrs. Tucker, Foley, Davis, Schlothauer, Lowry
REVIEWED BY:
INFORMATION:
?
ATTACHMENTS: Yes
BACKGROUND:
The attached application (Attachment A) was received requesting a dance hall permit for a restaurant. The Albemarle
County Code requires an applicant to obtain a dance hall permit from the Board of Supervisors before commencing
operation of any dance hall. A dance hall is defined as "any place open to the general public where dancing is
permitted". The County Zoning Ordinance stipulates that "dancing by patrons shall be considered as entertainment
accessory to an eating establishment, provided the space made available for such dancing shall not be more than one-
eighth (1/8) of that part of the floor area available for dining" (Attachment B) Any dance floor occupying more floor
space is permitted only by special use permit.
DISCUSSION:
Applications for dance hall permits must contain certification from the fire marshal and building offi.cial that the dance
hall is in conformity with applicable provisions of the Fire prevention Code and the Virginia Statewide Building Code.
Dance halls also are subject to all requirements of the county zoning ordinance. Upon proper application and
confirmation of these certifications, the Board has no discretion to deny the permit. The County Code makes no
provision for an approval being subject to conditions. The primary restriction on dance halls is that it is unlawful for any
dance hall to allow any person under the age of eighteen to enter or remain in a dance hall while dancing is being
conducted there unless that person is accompanied by a parent or legal guardian, or by a spouse, brother, or sister over
the age of eighteen.
Attachment C is the certification from the Fire/Rescue Department demonstrating the applicant's compliance with the
Fire Prevention Code. Attachment D is from the Department of Building Code and Zoning Services stipulating that the
establishment is in conformance with the Virginia Uniform Statewide Building. A Certificate of Occupancy from the
Building Official has been issued.
RECOMMENDATION:
Since the applicant has received the necessary approvals to operate a dance hall by right as defined above, staff
recommends approving the request for a dance hall permit from EL RAY del TACO.
04.047
31-03..,04P11 :01 RCVD
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EL RAY del TACO
EL RAY del TACO
380 GREENBRIER DRIVE
CHARLOTTESVILLE, VA 22901
February 27,2004
COUNTYOFALBE~E
BOARD OF SUPERVISORS
ELLA WASHINGTON-CAREY, CLERK
401 MCINTIRE RD
CHARLOTTESVILLE, VA 22902
This is to confirm that I previously complied with your request to provide you with copies of all
required building permits (i.e. electrical, plumbing, heating, etc.). Now I am requesting a "Dance
Floor Permit" for the below listed property.
1) Owner: Rudy Padilla
2) Manager: Jose Rodrigues
3) location: 380 Greenbrier Rd, Charlottesville, Va 22901
4) Alcohol sales: Yes, we intend to serve alcohol.
Sincerely,
ELRAY del TACO
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ALBEMARLE COUNTY CODE
Sec. 12-102 Intentional false alarms a criminal offense.
It shall be a misdemeanor for any person to knowingly and without just cause to activate a security
or fire alarm to summon the police department or fire and rescue service in situations where' there is no
actual or threatened criminal or reasonable belief of fire activity requiring immediate police or fire
response.
(Ord. of 4-17-91; Code 1988, § 2.2-2; Ord. 98cA(I), 8-5-98)
Sec. 12-103 Charges for false alarms.
Aftertwo (2) false alarms in any twelve-month period, users shall be charged for each subsequent
false alarm, which results in a police department or fire department response, in such amount as is
reasonably calculated to reimburse the county for the' costs of responding to such false alarms. Such
amount shall be determined by the county executive and shall be based on the average time, manpower and
equipment devoted to a police or fire response· to false alarms. This charge is to reimburse the county for
costs expended; it is not a fine; and is not dependent upon a criminal conviction under section .12-102
above.
(Ord.of 4-17-91; Code 1988, § 2.2-3; Ord. 98-A(I), 8-5-98)
Sec. 12-104 Administration.
Administration of this article shall be the joint responsibility of the chief of police and the director
of finance under the supervision of the county executive.
(Ord. of 4-17-91; CodeJ988, § 2.2-5; Ord. 98-A(1), 8-5-98)
Sec. 12-105 Appeals.
"
Any charge imposed pursuant to section 12-103, or notice of withdrawal of consent Or order to
disconnect, as provided hereinabove,,'may be appealed to the board of supervisors by applièation of the
owner filed with the county executive within ten (10) days of the date of notice of such chargeor order.
Upon receipt of such appeal, the county executive or his designee may granfrelief from such charge or
order, or may place the matter on the agenda bfthe board ofšupervisors for hearing.
(Ord.of 4-17-91; Code 1988, § 2.2-6; Ord. 98-A(1), 8-5-98)
ARTICLE IT. AMUSEMENTS
Df\l1SIONl. DANCE HALLS
State law referenee-authority to adopt article, see Va. Code §§ 18.2~432, 18.2-433.
Sec. 12-200 Dance hall defined.
For the purposes of this division, the term "dance hall" meahS any place open to the general public
where dancing is permitted.
(Code1967,§ 8-1; Code 1988, § 3-11; Ord. 98-A(1), 8-5-98)
State law reference-Authority to codify ordinance, Va. Code § 18.2-43:3
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ALBEMARLE COUNTYCODE
Sec. 12-201. Permits-- Required;. applications.
ì- ,
A. It shaÌl be unlawful for any person to operate a' dance hall in the county unless such
person shall have first obtained a permit from the board of supervisors.
B. Applications for such pennits shall be filed with the clerk of the board of supervisors at
least two (2) weeks prior to the regular meeting. of the board of supervisors at which the application is to be
considered. Such applications shall contain the following information:
1. name of the person owning the darice hall;
2. name ofthe person managing the dance hall;
3. the location of the dance hall;
4.· a statement as to whether or not alcoholic beverages are to be served on the
premises of such dance hall; and
5. certification from the building official and fire marshal that such dance hall is in
conformity with applicable provisions of the Virginia Uniform Statewide Building Code and the Fire
Prevention Code.
(4-21-76; Code 1988,§ 3-12;Ord. 98-A(l), 8-5-98)
Sec. 12-202 Revocatìon of permit.
Permits issued by the board of supervisors pursuant to the provisions ofthis division may be
revoked by the board of supervisors for any violation by the permittee ofthe provisions of this division or
for any false statement made on the application required by the preceding section. No such permit shall be
revoked unless the permittee shall have received reasonable notice that he is entitled to a hearing before the
board of supervisors prior to action on revocation. Such notice shall state the time and place such hearing
is to be held.
(Code 1988, § 3-13;Ord. 98-A(1), 8-5-98)
Sec. 12-203 Attendance of persons under eighteen years of age.
It shall be unlawful for any person operating a dance hall to allow any person under the age of
eighteen (18)years to enter or-remain in such dance hall while dancing is being conducted therein,unless
such person is accompanied by a parent or legal guardian or by a spouse, brother or sister' over the age of
eighteen (18) years, unless s~chperson has the w-rittenconsent of such parent, legal guardian or spouse.
(Code 1967, § 8-2; Code 19""88,§ 3-14;Ord. 98-A(1), 8-5-98)
Sec. 12-204 Exemptions.
A. The provisions of this division shall not apply to dances conducted Jor benevolent or
charitable purposes, or when such dances are conducted under the auspices of religious, educatioñal, civic
or militaryorganizations.
B. The provisions of this division shall not apply to dance halls in any town in which an
ordinance adopted pursuantto the provisions of Virginia Code § °18.2-433 is in effect.
(Code 1988, § 3-15; Ord. 98-A(O, 8-5-98)
12-4
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ALBEMARLE COUNTY CODE
Sec. 12-205 Violations; penalties.
Any person violating the provisions of this division shall be guilty of a Class 3 misdemeanor.
(Code 1988, § 3-16; Ord. 98-A(1f8-5-98) ,
Sec. 12-206 Relation of article to zoning ordinance.
fn addition to the provisions of this article, dance halls shall be subject to all requirements Qf the
county zoning ordinance.
(4-21-76; Code 1988, § 3-17; Ord. 98-A(1), 8-5-98)
DIVISION 2. BINGO AND RAFFLES
Sec. 12-207 Local ordinance adopted.
Pursuant to Virginia Code § 18.2-340.15 the Charitable Gaming Commission shall regulate bingo,
instant bingo and raffles, except as otherwise provided in this division.
(Ord. No. 94-3(1), 12-7-94; Ord. No. 96-3(1), 8-7~96; Code 1988, § 3~20; Ord. 98-A(I), 8-5-98)
See, 12-208 Limitation on bingo operations.
The hours of bingo operatioñ shall be limited to the hours between 6:00p.m. and 11:00 p.m,
except on Saturdays and Sundays when the hours of operation shall be limited to the hours between 1 :00
pÆ. and {LOO p.m.
(Ord. No. 94-3{l), 12-7-94; Ord. No. 95-3(1), 4-5~95; Ord. 96-3(1), 8-7-96; Code 1988, § 3-28; Ord. 98-
A(1), 8-5-98)
State law reference--Authority to adopt, Va. Code § 18.2-340.32
Sec. 12-209 Exemption
The provisions of this article shall not apply· to bingo operations in any town in which an
ordinance adopted pursuantto Virginia Code § 18.2-340.32 is in effect.
(Ord. 98-A(1), 8-5-98)
ARTICLE III. DEALERS IN PRECIOUS METALS
State law reference-Regarding dealers in precious metals generally, see Va. Code §§ 54.1-4100et seq.; authority of
county to enact ordinance regula1ing dealers in precious metals and gems, see Va. Code § 54.1-411 L
Sec. 12-300 Definitions.
For the purposes of this article, the following words shall have the meanings ascribed to them by
this section, lIn1ess the context requires a different meaning:
(l)Cain. The term "coin" shall mean any piece of gold, silver ,or other metal fashioned into a
prescribed shape~ weight and degree of frileness, stamped by authority of a government with certain marks
and devices, arìdhaving a certain fIxed value as money. '
12-5
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Public Utility: Any plant or equipment for the conveyance of telephone messages or for the
production, transmission, delivery or furnishing of heat, chiUed air, chilled water, light, power or -
water, or sewerage facilities, either cfuectly or indirectly, to or for the public.
Public Water Supply: A water' supply consisting of a well, springs or other source and the
necessary pipes, conduits, mains, pUInpingstations and other facilities in_connection therewith,
operated by, for, or under the authority öf the Albemarle County Service Authority and/or the
Rivanna Water and Sewer Authority.
Residential Area (Gross): Tbe total area of land and water within a residential development.
Residential Area (Net): That area of land, and water within a development designed for residential
, purposes and unoccupied by streets, open space or parking areas, provided that individual private
driveways accessory to residential uses shall not be considered streets or parking areas.
Residential Density (Gross): The total number of dwelling units within a development divided by
the gross residential area and expressed in dwelling units per acre.
Residential Density (Net): The total number of dwelling units within a development divided by
the net residential area and expressed in dwelling units per acre.
:Re.S{CtI1i1;C(ntr., An establishment wherein, for compensation, meals, or', beverages are served for
consUInption on or off the premises. The term "restaurant" includes, but is not limited to, those
establishments commonly known as restaurants, fast food restaurants, coffee shops, cafeterias,
cafes, lunchrooms, luncheonettes, hotel dining rooms, dinner theaters, tavems,and soda fountains;
The tenn "restaurant" does not include a snack bar or refreshment stand at a public or nonprofit
recreation facility,opeI<ltedsolely .l?ythe9I'efa~or of the, facility ,for th.e . .c?nvenience .of its
patrons.pancing by patrons shall' be considered as' cntcrtainment accessory to ,'aresta'Ura:Qt1
provided the spate avai1åble f()rsu.()~dancing shalI not bcmorc than one-:i¥hth (I/8) o~tliå~påi1;
of the floor area available. for dinin.g'J?rpvision~ fprdatlcing ma~e~:y~la&l~u~~e.rt~isdefmition
~hall;þe sùbjecttptlJe permit requirements of Chapter 12 of the Code. of Mbemarle. The uses
identified' in this chapter as "eating establishment" and "fast food restaurant" are restaurants.
(Amended 10-3-01)
Retail Sales Area: That portion of the net floor area of a cOmnlercial use devoted to the display
and/or sale of merchandise to the public. Storage of inventory, offices, and other such areas not
devoted to the sale and/or display of merchandise shall not be considered as retail sales area.
, (Added 7-20-88)
Retail Stores and Shops: Buildings. for display and sale of merchandise at retail or for the
rendering of personal services such as the following, whiph will serve as illustration only and are
not to be considered exclusive: drug store, newsstand, food store, candy shop, milk dispensary,
dry 'goods and notions, store, . antique store and gift shop, hardware store, household appliance
store, furniture store, florist, optician, music and radio store, tailor shop, barber shop and beauty
shop.
Road: See Street.
Roof Fake Mansard: A roof constructed in the fashion of a mansard roof, any portion of which
extends below the intersection of the wall face and roof decking.
Roof Mansard: Aroofhaving two (2) slopes on all sides with the lower portion having a steeper
slope than the upper portion. This defmitioh shall apply to any roof having a flat upper portion
ands10pèd sides; ,
18-3-13
Zoning Supplement #26, 3~ 19-03'
I I
I I
-:11: OCt 5Ç¡ q.-
The County of Albemarle
Office of the Fire Marshal
Department of Fire & Rescue
401 McIntire Road, Room 222
Charlottesville, Virginia 22902-4596
(434) 296-5833
(434) 972-4123 (Fax) .
Pàge 1 of
Fire Safety Inspection Relll!r!
Business Name: rGL "KAY TJiEL -r1>,rD
AddreSs:ae:o ('~R~æ.i2 l)~~VE
Phone Day: cU;, tb- 1tJ.'ô'i
After Hours:
Owner/Manager:
Date: 5 -/l~OV
Time:
B:5(þm Type of Occupancy:
A
An authorized representative ofthe County of Albemarle's Fire Prevention Office has observed the following
violation(s) of the Albemarle County Fire Prevention Code (VSFPC) on your premises. You are hereby requested
to correct the said violation(s) on or before the correction date shown below. If you do not understand any part of
this report or feel you cannot comply within the allotted time, IMMEDIA TEL Y contact our office at (804) 296-5833.
, ÿ~- :J:N.sfEc;rìoÑ'lJt-
- No 0dl\lh~ -MiD TNsO€':í:Ji&J-
I
*-1he ôœ.., ()&..rf IJ.r.cJ.J f7ns Arfí ~ issvd .J.o hu:s,ÀJ~ Af -th/sTÌNl£k
I ',', '
-...__.,--_._---,~.__...._---
----.~_._-
_.... - .--.. - ---- -------.,,----- -----
Said Violation(s) shall be corrected by:
NoticeofViolation(s) Issued for item(s) Number:
Non compliance with this request can result in your being charged with a l!1isdemeanor, punishable by fine or
imprisonment as provided in the appropriate court for each offense. Each day that a violation continues after said
time litnit, shall be deemed a separate offense.
Signing is not an admission of guilt, only that you have been advised of the violation(s) and will be provided with
a copy of this report as the property representative of the business that has been inspected by our personnel.
.' .. ,
~[i <7'i1. ~
ROPERTY REP FI . SPECTOR
Made by: PRY # I
Violation(s Not Corrected:
YELLOW: OWNER/MANAGER
-:.-_._-,-,.,- ._~..,...,......",",
II
~
\
05-03
-04P09:32 RCVD
COUNTY OF ALBEMARLE
Department of Building Code and Zoning Services
401 Mcintire Road, Room 227
Charlottesville, Virginia 22902-4596
FAù((434) 972-4126
TELEPHONE (434) 296-5832
TID (434) 972-4012
MEMORANDUM
To: Ella Washington-Carey- Clerk, Board of Supervisors
From: Jay Schlothauer - Building Official ~
Date: March 4, 2003
Re: EI Rey Del Taco - Dance Hall Permit
This office has recently issued a Certificate of Occupancy for the referenced establishment.
The space occupied by EI Rey Del Taco is in confonnance with the Virginia Uniform
Statewide Building Code.
JS/js
cc: file
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COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Thomas Jefferson HOME Consortium
AGENDA DATE:
April 7, 2004
ITEM NUMBER:
ACTION:
INFORMATION:
SUBJECTlPROPOSAUREQUEST: Approval of staff
recommendation for allocating funds available July 1, 2004
CONSENT AGENDA:
ACTION: X
INFORMATION:
STAFF CONT ACnS):
Tucker, Roxanne White, Ron White
REVIEWED BY:
ATTACHMENTS:
BACKGROUND:
The U.S. Department of Housing and Urban Development (HUD) annually provides funding under the HOME Investment
Partnership Program to units of state and local government through formula allocations. Only the larger jurisdictions receive
funding under the established formulas. HUD does, however, allow smaller localities to form a consortium in order to receive
an allocation of HOME funds.
Albemarle County has participated as a member of the Thomas Jefferson HOME Consortium (six jurisdictions of the Planning
)
District) since 1992 sharing in over $10 million in HOME funds to support affordable housing initiatives in the region. HUD
requires that an Action Plan be developed annually prior to receipt of HOME funds. The Plan will include a summary of current
year activities and a proposal on how funds will be used for the coming year, beginning July 1,2004. A more detailed annual
performance plan will be prepared for HUD after the end of the fiscal year. This report will be presented to the Board at that
time.
DISCUSSION:
Each locality receives an equal annual appropriation estimated this year at $128,500. In addition, HUD has established an
additional set-aside for the American Dream Downpayment Assistance Initiative (ADDI) that will bring Albemarle County
$20,260 to assist first-time homebuyers. HOME will also provide $5,996 in administrative funds.
In prior years, the Albemarle Housing Improvement Program has been designated the subrecipient for the County allowing
them to receive and administer the funds. The majority of funds were earmarked for rehabilitation of owner-occupied housing.
This year, approximately $89,000 was used to rehab 6 homes (4 complete and 2 pending). $40,000 was used to cover
additional costs at Whitewood Village Apartments including some relocation costs.
RECOMMENDATION:
Staff recommends the following allocation of HOME funds for fiscal year beginning July 1, 2004:
$98,760 for owner-occupied rehab designating AHIP as subrecipient
$ 4,600 in admin funds to AHIP
$29,740 of regular HOME funds .for first-time homebuyer assistance (administered by Office of Housing and/or PHA)
$20,260 of ADDI funds (administered by Office of Housing and/or PHA)
$1,396 in admin funds to County
At its March 10 meeting, the Housing Committee approved this recommendation for allocating HOME funds.
14.041
30-03-04P08:32 RCVD
ìi
r r·~
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Lease Amendment - Charlottesville Waldorf School
in Crozet
AGENDA DATE:
April 7, 2004
ACTION:
INFORMATION:
SUBJECTJPROPOSAUREQUEST:
Request to amend the current lease to allow two six
month extensions under Section 1.7 of the
agreement.
CONSENT AGENDA:
ACTION: X
INFORMATION:
REVIEWED BY:
~
I
STAFF .CONT ACnS}:
Tucker, Foley, Davis
ATTACHMENTS: Yes
LEGAL REVIEW: Yes
BACKGROUND:
The County currently leases the old Crozet Elementary School building to the Charlottesville Waldorf School (CWS). CWS is
currently in the process of constructing a new school in Charlottesville and plans to be in the facility by July 2005. However,
due to the uncertainties with construction, CWS has requested an amendment to their current lease to allow the option of two
six month extensions. They currently have the option to extend the lease only on a month to month basis at double the monthly
rent.
DISCUSSION:
This item has been reviewed with the Board's Building Committee. The committee considered other potential uses of the
facility and the timing of any potential use that may effect approval of an extension. Given the time involved in the study and
consideration of the ultimate use of this site, the committee felt that allowing an extension of the lease as requested was
appropriate. This will also allow the County to continue generating rent on the facility while final plans are developed on reuse
of the site.
RECOMMENDATIONS:
Staff recommends advertisement of a public hearing on May 5th for consideration of an amendment to the lease as proposed.
04.037
01-04-04Pl0:09 RCVD
1 \
RECEIVED
DEC 1 9 2003
Charlottesvilhz
12/17/03
County of Albemarle
County Executive's Offø
Wò/dorf School
Larry Davis, Esquire
County Attorney
County of Albemarle
401 McIntire Road, Room 325
Charlottesville, Virginia 22902
re: Charlottesville Waldorf School Lease Amendment
Dear Mr. Davis:
As you know, the Charlottesville Waldorf School ("CWS") leases th~old Crozet
elementary school from the County. The lease currently expires July 200S;\iâlifhough it
has a holdover option for a month-to-monifh lease at double the rent. This is to request
that the County agree to a Lease Amendm~nt.
We have attached thè~t¿pÖ~eé1T.eáseAmendment for your review. We look "
forward to the opportunity to meet with you tødiscuss the Lease Amendment and will
call you to set up a meef" In the interim, please feel free to call me
with any response or
After years of not having a permanent home, CWS has purchased property on
Road and has begun a capital campaign to raise funds to build a new schp(}l. We intend
to be in the new school by July 2005; however, we recogniiéth'át\ftifiaråls1hgåfia
construction may delay us beyondthat]56iiit.Ttfávüid the disaster. expcnsc. and
uncertainty of not having a physical place in which to hold school, \VC propose that the
County and CWS enter into the attached Lease Amendment.
, -
. , . -"
. , .
We believe that C'~~~n'#~~()~'íeJ1~tfortl1e\c;oU11ty, ·:WealsorecÖgrtìi~·"
that some County residents 1 oh"ardtoha,fil1gth,e(}ldCr~),zetelementa:iJ' schaol"
building put to public use, but we have bcen gi "en 1ø,l.ìt1Õersiahd ß1atnoplçms'háve.beei1
made nor funds budgeted j() " an)' slIch p!lhli(~ use, TÞus.We'vièwtheproposedLease
Amendment as a positive ste.ft~~Jb..(}¡h Ç\¥~a.tlqtAeCoiìnty, providif!K$.ec:urity for the
school and income for the Co~rY::;~
.: ',: -:' '~, ,. ,,' ',: ; "
"',',,;.,
. ,
Si}ütits~~ . . .'.,... -
N~~
1408 Crozet Avenue'
LEASE AMENDMENT
The County of Albemarle, Virginia ("Landlord") and Charlottesville Waldorf
School (f/k/a Crossroads Waldorf School) ("Tenant") enter into this Lease Amendment
this _ day of
WHEREAS, Landlord and Tenant entered into a Lease Agreement (the "Lease
Agreement") with a date of July 15, 1999 for the lease of the Old Crozet Elementary
School; and
WHEREAS, Landlord and Tenant desire to amend the Lease Agreement;
NOW, THEREFORE, Landlord and Tenant, for the sum ofTen and NOII00
DoUars($lO.OO) and other good and valuable consideration, the receipt and sufficiency of
which is hereby acknowledged, agree as follows:
In addition to the Option to Renew set forth in Paragraph 1.5 of the Lease
Agreement, Tenant shall have the option to renew the Lease for two (2) terms of six (6)
months each. Tenant shall exercise this option to renew by providing written notice in
accordance with Section 16.1 of the Lease Agreement on or before January 1,2005. The
renewal term shall be on the same terms and conditions of the Lease, except as expressly
agreed to by the parties. The rent to be paid by Tenant during the renewal term(s) shall
be calculated according to Section 1.7 of the Lease Agreement.
I IN WITNESS WHEREOF, the undersigned have executed this Lease Amendment
I
this -L day of
I-I
LANDLORD:
COUNTY OF ALBEMARLE VIRGINIA
By:
Its:
COMMONWEAL TH OF VIRGINIA
COUNTY/CITY OF
, to-wit:
I, the undersigned, a Notary Public, in and for the jurisdiction aforesaid, do
hereby certify that on this _ day of
ofthe County of Albemarle did personally appear before
me and acknowledge the foregoing Lease Amendment.
Given under my hand this _ day of
My commission expires:
Notary Public
Approved as to form:
County Attorney
2
\"\
" I
TENANT:
CHARLOTTESVILLE WALDORF SCHOOL
By:
Its:
COMMONWEAL TH OF VIRGINIA
COUNTY ¡CITY OF._, to-wit:
I, the undersigned, a Notary Public, in and for the jurisdiction aforesaid, do
hereby certify that on this __ day of
of the Charlottesville Waldorf School did personally
appear before me and acknowledge the foregoing Lease Amendment.
Given under my hand this _ day of
My commission expires:
Notary Public
3'
'rl
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
Requested FY 2004 Appropriations
AGENDA DATE:
April 7, 2004
ACTION:
INFORMATION:
SUBJECT/PROPOSAL/REQUEST:
Request approval of Appropriation #2004068,
#2004070, #2004071, and #2004072, totaling
$262,161.75, providing funds for various General
Government and School Funds.
CONSENT AGENDA:
ACTION:
INFORMATION:
ATTACHMENTS: Yes
STAFF CONTACT(S):
Messrs. Tucker, Breeden; Ms. White
REVIEWED 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, E911, School Self-Sustaining, etc.
The total of these requested additional FY 2004 appropriations is $262,161.75, which is below the threshold level for a
budget amendment on its own. It is anticipated that a budget amendment will be proposed in May 2004, and these
appropriations would be incorporated into it.
STRATEGIC PLAN:
4.2 Fund County services in a fair, efficient manner and provide needed public facilities and infrastructure.
DISCUSSION:
This request involves the approval of four (4) new FY 2004 appropriations as follows:
- Two (2) appropriations (#2004068 and #2004072) in the amount of $190,661.75, for various School
programs and grants;
- One (1) appropriations (#2004070), totaling $71,000.00, recognizing a state grant award to the Fire Rescue
Department and providing funding for suction equipment for the volunteer/rescue departments; and
- One (6) appropriation (#2004071), totaling $500.00 recognizing a state grant award to the Police
Department;
A detailed description of these appropriations is provided on Attachment A.
RECOMMENDATIONS:
Staff recommends approval of the FY 2004 Appropriations #2004068, #2004070, #2004071, and #2004072.
30-03-04P08:31 RCVD
04.044
I I
Attachment A
Appropriation 2004068
The following appropriations were approved at the School Board's February 26, 2004 meeting:
$186,270.75
- Re-appropriation of $165,524.00 in school carryover funds and $14,429.75 in building rental funds. Policy B-E
allows schools to carry forward up to 10% of their budgets from year to year and Policy KG-R returns 40% of the
base fees collected for building rental to be returned to each school.
· Western Albemarle High School and the Warrior Club received donations in the amount of $300.00. Photoworks
Creative Group Inc donated $100.00, Douglas Starns donated $50.00, Andrew and Terri Guertler donated $50.00,
and William Dickey, Jr. donated $100.00. These donations will be used to purchase weight room equipment for the
new Weight/Wellness Room that is being constructed at the school. Western Albemarle High School also received
a donation in the amount of $1,000.00 from the Trustees of the Frederick S. Upton Foundation. Sarah and Douglas
Dupont made a matching donation of $1,000.00. This donation will be used for the cultural enrichment program at
the school.
· Greer Elementary School received a donation in the amount of $150.00 from Mark and Amy Robbins. Mr. & Mrs.
Robbins requested that $100.00 be used for the art program and $50.00 be used for the kindergarten program.
Baker Butler Elementary School received a donation in the amount of $4,167.00 from the Baker Butler PTO. This
donation wil/ be used to purchase 15 I-books (wireless Macintosh computers) for use in the classroom.
Appropriation #2004070 $ 71,000.00
- The Fire Rescue Department recently applied for a grant from the Office of Emergency Medical Services to
purchase 12 manual/automatic external defibrillators (AED's). The Office of Emergency Medical Services has
awarded Fire/Rescue $21,000 to make this purchase, however, the grant funds cover one-half of the costof twelve
fully automatic AED's as' opposed to the manual/automatic AED's that were requested. Staff original requested
funding for AED's that were manual/automatic that would allow our advanced life support (ALS) providers to use the
same defibrillator that was first applied to the patient by basic life support first responders that arrive on-scene
earlier. Once the ALS providers arrives on-scene, they can switch the monitor over to manual, interpret the rhythm,
and take correction action. Otherwise, the ALS provider would need to switch out the monitor during the emerg.ency
call.
This appropriation request recognized the $21 ,000 in grant revenues and requests an additional appropriation from
the General Fund balance of $39,000 to provide for the one-half matching grant funds and the additional $18,000 to
upgrade the AED's to manual/automatic.
· In January 2003, the Office of Emergency Medical Services (OEMS) was scheduled to put into place new rules and
regulations for EMS agencies. Due to the enormous amount of opposition from volunteer rescue squads, the
implementation date was postponed. In the mean time, several of the rules and regulations were challenged by
many of the EMS special interest groups. The OEMS revised the rules and regulations and chose to implement
them in the latter part of the summer.
One of the new revisions now calls for battery operated suction units and various tools on aI/licensed EMS vehicles.
Fire Rescue has a number of vehicles that respond to EMS calls upon request and therefore, would need to
purchase the required equipment by the latter part of October. This appropriation requests $11,000 from the
General Fund Balance to purchase eleven suction units to comply with this new requirement.
Appropriation #2004071 $ 500.00
The Department of Motor Vehicles has awarded a grant in the amount of $500.00 to the. Albemarle County Police
Department to purchase child safety seats including booster seats. This is in conjunction with child safety seat checkpoints
and public awareness for the need to have children properly restrained in motor vehicles. There is no local match.
Appropriation #2004072
The following appropriations were approved at the School Board's March 11, 2004 meeting:
$ 4,091.00
· Western Albemarle High School and the Warrior Club received donations in the amount of $2,430.00. Raymond
and Donna Conley donated $100.00, Linda and Michael Kenney donated $30.00, J.W. Townsend, Inc. donated
$1,500.00, Art Kruithof donated $100.00, William and Amy Steers donated $50.00, Donald and Maggie Shreve
donated $50.00, D.W. and Amy Munn donated $25.00, Karen Arch with Blue Moon Trading Company donated
--'-1
$50.00, J. Bruce Barnes, Inc. donated $500.00, and Parkway Pharmacy donated $25.00. These donations will be
used to purchasé weight room equipmentfor the new Weight/Wellness Room that is being constructed at the
school.
- Baker Butler Elementary School received a donation in the amount of $1 ,661.00 from thé Baker Butler PTO. This
donation will be used to purchase two outdoor basketball goals for the school.
. The No Child Léft Behind Act (NCLB), Public Law 1 07 ~11 0, authorized the Title II, Part A as a federal grant program
thatcombines the Eisenhower Professional Development, School Renovation, and Class Size Reduction Grants
into a Teacher Quality grant program that focuses on preparing, training, and recruiting high-quality teachers,
principals, and paraprofessionals. Title II, Part A 2003/2004 funding request included $152,925.00 to pay for limited
Literacy Specialist staff and benefits. The purpose of these funds were to add time to Literacy Specialists who will
teach small groups of students and coach/model for other teachers best practice strategies in the area of
reading/writing literacy. These funds were originally included in the regular School fund budget Itis requested that
$152,925.00 in expenses and revenues be transferred from the Title II grant funds to appropriately reflect these
activities.
- During the previous year, several projects were bid and bids received were less than expected, thereby providing
available funds to supplement other projects that are scheduled to be bid in the Spring, 2004. These projects
appear to be under~funded due to an increase in the scope of work, required regulatory changes and corrective air
quality issues. The following is a brief description of the projects that require additional funding:
. Walton Middle School
The original scope of work included interior renovations and the addition of a strings room. Based on the
school's request, with the endorsement of Building Services, the scope of the project has changed to be an
HV AC Replacement project because of air qualityconcerns. Implementing a reduced scope of work for
interior renovations to accommodate the school's needs in music and guidance will accommodate their
needs until the other renovations can occur in three years. The HVAC replacement was scheduled and
approved for 2007; we are just changing the order of the year in which the projects occur. The HV AC
Replacement budget was $95,320 more than this year's budget for interior renovations., Therefore, we are
requesting a transfer of $95,320 to the Walton Renovations account.
. Henley Middle School
The original scope of work included a bus staging area that we thought could be accommodated in the
front of the building. After many options were evaluated, it became evident that in orderto accommodate
39 buses, we would need to move the bus staging area to the back of the building. This also necessitates
additional remodeling to create a direct circulation pattern from the addition to the bus area. Our current
estimate is that it will take $287,000 to construct the new bus staging area with the necessary heavy-duty
pavement. Therefore, we are requesting a transfer of $287,000 to the Henley Renovations account.
- Hollymead Gym
The original scope of the project included a 7,000 SF gym and an additional 800 SF for restrooms and
support spaces. As the design evolved with the school committee, it became evident that additional items
needed to be added to the project to make it a fully functional facility. Those items have been identified as
follows:
1. Additional 3,000 SF - The connecting corridor from the building to the gym needed to be longer than
anticipated, the PE Office, storage, and a small lobby needed to be accommodated, as well asa room for
the PE equipment was needed. This was an addition of 3,000 SF.
2. Additional Parking - Parking was needed along with parking lot lights.
3. Storm Water Retention - We will be required to upgrade the storm water retention and water quality
aspect for the entire elementary site.
4. Our original budget was $100 per SF, and the current cost estimate indicates that it should be $110 per
SF. The following is a summary of additional costs:
Cost Escalation -10,800 SF @ $10/SF
AdditionalScope - 3,000 SF @ $11 O/SF
Parking, Storm Water, Etc
Total Transfer Request for Hollymead Gym
$108,000
$330,000
$ 90,000
$528,000
- Stony Point HV AC Replacement
Persistent air quality difficulties necessitate that we replace the HV AC system in the original building and 4
classrooms in the west wing of the building. This project was scheduled in 2010, but needs to move
1'-1
forward 6 years to insure that we can maintain an acceptable level of humidity in the area. The budget for
this project is $248,248.
The Monticello Addition bid was extremely competitive, and the project was moved forward but did not remove the
inflation factor that was in place for the project. We were hopeful that other projects would come in under budget
and we could move theMHS auxiliary gym forward to next year. Unfortunately, this has not happened. As we have
worked on the scope and cost of the auxiliary gym, wrestling room, and weight room, it became evident that
sufficient, existing funding would not be available to move the project forward, and the money would be better used
to adequately fund the four projects listed above.
The second year of enrollment reductions at Cale and Walton has emphasized to us the need to revisit the need for
a new Southern Elementary school and to evaluate other options to accommodate the enrollment. Therefore, the
$40,000 budgeted in the CIP for site selection for the Southern Elementary is not needed for this year and available
to transfer to another project. Additionally, the Srownsville and Jouett projects are nearing completion and unused
contingency funds are available for transfer. The projects that will receive the transfers are included in the current,
approved CIP. The funding level and the project dates have changed to better meet our needs.
n
I I
The Board of County Supervisors of Albemarle County, Virginia, in regular meeting on the
7th day of April 2004, adopted the following resolution:
RESOLUTION
WHEREAS, the streets in Grayrock Subdivision, Phase 3, described on the attached
Additions Form SR-5(A) dated April 7, 2004, fully incorporated herein by reference, is shown on
plats recorded in the Clerk's Office of the Circuit Court of Albemarle County, Virginia; and
WHEREAS, the Resident Engineer for the Virginia Department of Transportation has
advised the Board that the street meet the requirements established by the Subdivision Street
Requirements of the Virginia Department of Transportation.
NOW, THEREFORE, BE IT RESOLVED, that the Albemarle Board of County Supervisors
requests the Virginia Department of Transportation to add the roads in Grayrock Subdivision,
Phase 3, as described on the attached Additions Form SR-5(A} dated April 7, 2004, to the
secondary system of state highways, pursuant to §33.1-229, Code of Virginia, and the
Department's Subdivision Street Requirements;. and
BE IT FURTHER RESOLVED that the Board guarantees a clear and unrestricted right-of-
way, as de~cribed, exclusive of any necessary easements for cuts, fills and drainage as described
on the recorded. plats; and
FURTHER RESOLVED that a certified copy of this resolution be forwarded to the Resident
Engineer for the Virginia Department of Transportation.
*****
Recorded vote:
Moved by:
Seconded by:
Yeas:
Nays:
Absent:
A Copy Teste:
Ella W. Carey, Clerk, CMC
Board of County Supervisors
I I
The road(s) described on Additions Form SR-5(A) are:
1) Gravrock Drive (State Route 1381) from the existing end of state maintenance to the intersection of
Jarman Lake Road (Route 1380), as shown on plat recorded 01/21/2002 in the office the Clerk of
Circuit Court of Albemarle County in Deed Book 2148, page 289, with a SO-foot right-of-waywidlh, for a
length of 0.03 mile; and from the end of state maintenance at the intersection of Jarman Lake Road
(Route 1380) to the intersection of Russet Road (Route 1385), as shown on plat recorded 01/2112002
in the office the Clerk of Circuit Court of Albemarle County in Deed Book 2148, page 289, with a 50-
foot right-of-way width, for a length of 0.08 mile.
2) Jarman lake Road (State Route 1380) from the existing end of state maintenance to the intersection
of Grayrock Drive (Route 1381), as shown on plat recorded 01/21/2002 in the office the Clerk of Circuit
Court of Albemarle County in Deed Book 2148, page 289, with a 50-foot right-of-way width. for a length
of 0.10 mile.
3) Russet Road (State Route 1385) from the northern intersection of Grayrock Drive (Route 1381) to the
intersection of Braeburn Street, as shown on plat recorded 01/21/2002 in the office the Clerk of Circuit
Court of Albemarle County in Deed Book 2148, page 289, with a 50-foot right-of-way width, for a length
of 0.06 mile; and from the intersection of Braebum Streetto the southem intersection of Grayrock Drive
(Route 1381), as shown on plat recorded 01/2112002 in the office the Clerk of Circuit Court of
Albemarle County in Deed Book 2148, page 289, with a 50-foot right-of-way width, for a length of 0.07
mile.
Total Mileage - 0.34 mile.
I !
In the County of Albemarle
By resolution of the governing body adopted April 07, 2004
The following Form SR-5A is hereby aJtached and incorporated as part of the governing body's resolution for changes in the
secondary system of state highways.
A Copy Testee Signed (County Of]icial):
Report of Changes in the Secondary System of State Highways
Form SR-5A
Secondary Road$ Divi$íOll 5/1/99
ProjectfSubdivision
Grayrock Phase 3
Type of Change: Addition
The fonowing additions to the Secondary System of state Highways, pursuant to the statutory provision or provisions cited, are hereby
requested, the right of way for which, including additional easements for drainage as required, is guaranteed:
Reason for Change: Addition, New subdivision street
Pursuant to Code of Virginia statute: §33.1-229
Route Number and/or Street Name
· Grayrock Drive, State Route Number 1381
------~--------------------------------
. Description: From: Existing End Of State Maintenance
To: Intersection Of Jarman Lake Road Route 1380
A distance of: 0.03 miles.
R;ght of Way Record: Filed with the Albemarle County Clerks Office on 112112002, Deed 2148, Pg 289, with a width of 50
---------------------------------------
. Description: From: Intersection Of Jarman Lake Road Route 1380
To: Esm Intersection Of Russet Road Route 1385
A distancè of: 0.08 miles.
R;ght of Way Record: Filed with the Albemarle County Clerks Office on 1/21/2002, Deed 2148, Pg 289, with a width of 50
· Jarman Lake Road, State Route Number 1380
; -DescfiPt¡;(,: - £;0;;;" -EJdSt¡ñg End Of State Mâ.iriiënãñœ - - - 7' - - - - - - - - - - - - - - - -
To: Intersection Of Grayrocl< Drive Route 1381
A distance of: 0.10 roUes.
Right of Way Record: Filed with the Albemarle County Clerks Office on 112112002, Deed Book 2148, Pg 289, with a wiclthof 50
· Russet Road, State Route Number 1385
; -Descrlpti;(,: - £;0;;;" - NÕÏth Intersëëtiôñ GrayroCkDriVe Roüie 1381 - - - - - - - - - - - - - - - - -
To: Intersection Braebum Street
A distance of: 0.06 miles.
Right of Way Record: Filed with the Albemarle County Clerks Office on 112112002, Deed Book 2148, Pg. 289, with a width of 50
;D~~~-~;;;..lnt~ooB~m~~----------------------
To: South Intersection Grayrock Drive Route 1381
A distance of: 0.07 miles.
RÏght of Way Record: Filed with the Albemarle County Clerks Office on 112112002, Deed Book 2148, Pg. 289, with a width of 50
RECEIVED \
MAR 2 4 2004
~"~,
Page 1 ofl
I I
COUNTY OF ALBEMARLE
Department of Engineering & Public Works
401 Mcintire Road, Room 211
Charlottesville, Virginia 22902-4596
(434) 296 - 5861
Fax (434) 972 - 4035
TRANSMITTAL
TO: t: l. LA
CÆ ~ IS'/
DATE:
3~).'-I~ 0 4
SUBJECT:
GA..4. 'I
t3d"'~Ð
/{ 0 C I( S t::--c:T. -3
~ç$O t,../)'tfO.Q
The following items are being sent ~ Attached 0 Via Fax
\lI Copy of Letter 0 Specifications
o Plans, 0 Contract
o Plat 0 Change Order
o Shop Drawings
o Other
COPIES DESCRIPTION
,
I ~ ~ ' L<) GI{,/:}'f !,<ocK ¡P t1A ~é! ..3
.'
IfiI For Approval
o For Your Use
Distribution
o As Requested 0 Returned for Corrections
o For Review and Comment 0 For Bids Due
o Approved as Submitted
o Approved as Noted
o Resubmit
o Submit
Copies for Approval
Copies for
o Return
Corrected Prints
,20
o Prints Returned after Loan to Us 0
Remarks:
Copy: t::.(Lé
,~ ~y
Signed:
.oS rtf-/) E .s ¡<.Ie?" L<..
If enclosures are not as noted; kindly notify us at once,
Dominion Virginia Power
P.O. Box 26532 Richmond, Virginia 23261
Dominion'·
Virginia Power
RCVD
04-03
-04P10:09
March 1,2004
VIRGINIA CASE NO. PUE-2004-00004
APPLICATION OF VIRGINIA ELECTRIC AND POWER COMPANY
TO REVISE ITS COGENERATION TARIFF PURSUANT TO
PURPA Section 210
To: Local Government Officials
Pursuant to the Virginia State Corporation Commission's February 25,2004
Order Establishing CogeneraÜon Proceeding, Virginia Electric and Power Company is
providing a copy of that Order. Please take notice of its contents.
A copy of Dominion Virginia Power's Application in Case No. PUE-2004-00004
may be obtained in hard copy or electronic (PDF) fonn from Dominion Virginia Power at
no cost by written request to Jill C. Nadolink:, Law Department, Dominion Resources
Services, Inc., Post Office Box 26532, Richmond, Virginia 23261.
~Ch-~/·
Jill C. Nadolillk
Senior Counsel
Enclosure
II
COMMONWEALTH OF VIRàîNIA
197
STATE CORPORATION COMMISSI
AT RICHMOND, FEBRUARY 25,20
~
~.:.
APPLICATION OF
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VIRGINIA ELECTRIC AND POWER COMPANY
CASE NO. PUE-2004-00004"
To revise its cogeneration tariff
pursuant to PURP A Section 210
"...
¡....,
1-",
ORDER ESTABLISHING COGENERATION PROCEEDING
On February 17, 2004, Virginia Electric and Power Company (''Virginia Power" òr the
"Company") filed an application with the State Corporation Commission ("Commission") for
approval to modify its cogeneration and small power production payments under the Company's
Schedule 19 for 2004 and 2005.
According to the application, Virginia Power's proposed 2004 rates for Qualifying
Facilities ("QFs") subject to Schedule 19 have been determined by the market based pricing
methodology used to establish the 2002 and 2003 Schedul~ 19 rates. This method utilizes the
market studies and supporting data approved by the Commission in Case No. PUE-200 1-00306
for use in detemûning wires charges. The Company notes that only PIM West data was utilized
as the basis for off-peak energy rates because market data ftom Cinergy was not available for the
sample period.
The application included a revised Schedule 19 tariff with rates for 2004, schedules
reflecting the calculation of the energy and capacity rates, and the supporting data ftom Case No.
PUE-2001-00306. Further, the application included data required to determine the energy rates
under the Differential ,Revenue Requirement ("DRR") method that Virginia Power fonnerly used
to establish its Schedule 19 rates. This data relates to the three remaining QFs with contracts still
tied to the DRR methodology.
II \
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Virginia Power states that it win update the Schedule 19 tariff for 2005 prices following
the conclusionofthis year's wires charges detennination.
Virginia Power also indicates that, in accordance with the Commission's January 30,
2004, Order in this proceeding, the Company is currently using its 2003 rates, and that, as soon
as the proposed tariff is approved by the Commission, the Company will use the 2004 rates to
adjust its payments to those QFs subject to Schedule 19 retroactive to January 1,2004.
NOW THE COMMISSION, having reviewed the filed documents, is of the opinion and
finds that the application should be docketed and that a procedural schedule should be
established.
Accordingly, IT IS ORDERED THAT:
(1) As providèd by § 12.1~31 of the Code of Virginia and RuleS VAC 5;.20-120 of the
Commission's Rules of Practice and Procedure ("Commission Rules"), a Hearing Exaroineris
appointed to conduct an further proceedings in this matter on behalf of the Commission.
(2) On orbefore March 15, 2004, Virginia Power shaH provide copies of this Order, as
well as copies of the Company's application unless otherwise already provide<4 to any existing
cogenerator in the Company's service territory and any smaIl power production or cogeneration
developer who has contacted the Company within the last year.
(3) On or before March 15,2004, Virginia Power shall serve a copy of this Order on the
chainnan of the board of supervisors of each affected county and on the mayor or manager of
every affected city or town (or equivalent officials in counties, cities, or towns having alternate
fonns of government) in which the Company offers service. Service shan be made by either
personal delivery or byfirst~class mail to the customary place of business or residence of the
person served.
I-I
-
(4) On or before March 19,2004, Virginia Power shall file with the Clerk of the
Commission proof of notice as required herein.
(5) Any interested person may obtain a copy ofVírginia Power's application by
contacting Jill C. Nadolink, Counsel, Dominion Virginia Power, P.O. Box 26532, Richmond,
Virginia 23261.
(6) On or before March 26, 2004, aily interested person may comment or request a
hearing on Virginia Power's application by filing an original and fifteen (15) copies of such
comments or requests with Joel H. Peck, Clerk, State Corporation Commission, c/o Document
Control Center, P.O. Box 2118, Richmond, Virginia 23218. Any request for hearing shall state
with specificity why the issues raised in the request for hearing cannot be adequately addressed
in written comments. If no sufficient request for hearing is received, the Commission may
consider the application based upon the papers filéd herein without convening a hearing at which
oral testimony is received. Interested parties shall refer in their requests to Case No. PUE-2004-
00004 and shall serve a copy upon counsel for Virginia Power at the address set forth in
Ordering Paragraph (5) above.
(7) On or before March 26, 2004, persons filing a request for hearing and expecting to
participate as a respondent in any hearing that may be scheduled in this matter shall file an
original and fifteen (15) copies of a notice of participation as required by 5 V AC 5-20-80 of the
Commission Rules, as well as an original and fifteen (15) copies of any prepared testimony and
exhibits the respondent intends to present. AIl notices of participation and prepared testimony
and exhibits shall be filed with the Clerk of the Commission at the address set forth in Ordering
Paragraph (6) above. Copies of any notice of participation or prepared testimony and exhibits
II
-
shall simultaneously be served on coUnsel for Virginia Power at the address set forth in Ordering
Paragraph (5) above,
(8) On or before April16~ 2004, the Staff shall investigate the reasonableness of Virginia
Power~ s application and shall file a report, or testimony if appropriate, with the Clerk of the
'Commission and send a copy to counsel for Virginia Power and each respondent
(9) On or before April 23, 2004, Virginia Power shall file with the Clerk of the
Commission at the address set forth in Paragraph (6) above an original and fifteen (15) copies of
any response, or testimony if appropriate~ the Company expects to introduce in rebuttal. The
Company also shall serve a copy of such rebuttal testimony upon the Staff and each respondent
(10) Virginia Power and each respondent shall respond to all interrogatories and other
data requests to written interrogatories within ten (10) calendar days after receipt of the same.
Any objections must be filed within five (5) days after receipt of the interrogatory or data request
by the .party to whom it is directed., Except as modified above, discovery shall be in accordance
with Part IV of the Rules.
AN ATTESTED COPY hereof shall be sent by the Clerk of the Commission to all
persons on the official Service List in this matter, as well as the Commission's Office of General
Counsel and Divisions of Economics and Finan~e and Energy Regulation. The Service List is
available from Joel H. Peck, Clerk, State Corporation Commission, c/o Document Control
Center, P.O. Box 2118, Richmond, Virginia 23218 the Clerk of the State Corporation
Commission. \
A1hJeCopy 0adlb.J2_4. .,' ., ... ., '
Tesf8: qr-:.~~~
, Clñoflle
"._~..:._ 811feCa¡a6.Commfselo.,
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If
Owens, Donald G.
Troutman Sanders Mays & Valenti
1111 EMain St
POB 1122
Richmond
VA
Westvaco Corporation
John J. Carrara, Esquire
299 Park Avenue
New Yark
NY
Kinnane,Thomas W.
Esquire
Kinnane & Associates, Ltd.
100 Ridgely Ave
Annapolis MD
Scott, William
Scott Wood, Inc.
PO Box 728
Amelia VA
LaFratta, Mark J.
Esquire
McGuireWoods LLP
One James Center
901 East Cary Street
Richmond VA
Robb, CHona M.
Christian Barton LLP
909 E Main St Ste 1200
\
Richmond
VA
Gary, Richard D.
Hunton & Williams
Riverfront Plaza, East Tower
951 E Byrd St
Richmond
VA
Considine, Frank A.
P.O. Box 100
19th & Main Street
23218-1122
West Point
Anderegg, Scott M.
Esquire
PennStuart
PO Box 617
VA
10171
Richmond
VA
21401
Chau, Andrew N.
Esquire
Tractebel North America
1177 W Loop S
Suite 900
Houston TX
Nolte, JoAnne L.
Esquire
The Conrad Firm
1508 W Main St
23002
Richmond VA
Nadolink, Jill C.
Esquire
Dominion Virginia Power
PO Box 26532
23219-4030
Richmond VA
Walker, Pamela A.
Deputy General Counsel
Dominion Resources Services Inc
Law Department PH-1
POB 26532
23219-3095,
Richmond
VA
23219-4074
Browder, C. M.
Sr. Assistant Attorney General
Office of the Attorney General
Division of Consumer Counsel
900 East Main St., Fir. 2
Richmond VA
\ \
23181
23218-0617
77027
23220
23261
23219-6532
23219
·
i,f
Gambardella, Anthony J.
Woods, Rogers P.L.C.
Suite 1200
823 East Main Street
Richmond
I-I
VA
23219
~
18-03-04P10:50 RCVD
COUNTY OF ALBEMARLE
Department of Building Code and Zoning Services
401 McIntire Road, Room 227
CharlotteSville, Virginia 22902-4596
FAX (434) 972-4126
TELEPHONE (434) 296-5832
TTD (434) 972-4012
MEMORANDUM
FROM:
Members, Board of Supervisors ~
Amelia G. McCulley, Zoning Administrator~" '
TO:
DATE:
March 18, 2004
RE:
2003 Annual Report of the Board of Zoning Appeals
Please find the 2003 annual report of the Board of Zoning Appeals attached for your
information. This annual report has been expanded to provide additional information on
the outcome of the variance and appeal hearings.
Toe number of variances received in 2003 decreased by 13, from 27 in 2002 to 14 in
2003. Of the 14 applications, 8 were approved, 2 were denied, 2 were voided, 1 was
withdrawn and 1 was deferred to 2004. A total of 11 variances were heard by the
Board. The number of appeals in 2003 decreased by 6, from 10 in 2002 to 4 in 2003.
Of the 4 appeals, 2 were heard, 1 was withdrawn and 1 was deferred by the applicant
for 1 year. The Board upheld the Zoning Administrator on one of the appeals and
modified the decision of the Zoning Administrator on the other appeal.
In the current year, the Zoning Administrator and the County Attorney's office plan to
schedule some training with the BZA which will include case law from the Supreme
Court.
I.:\CEPtIBCZS\bza~'" report fin. 2003 31so...doc
I I
I I
ALBEMARLE COUNTY BOARD OF ZONING APPEALS
2003 ANNUAL REPORT
I. INTRODUCTION
The Code of Virginia states thatthe Board of Zoning Appeals shall submit a repiort of its
activities to the governing body at least once each year {Sec. 15.2-2308}. This Ireport is
a brief outline of their activities.
II. PERSONNEL
The Board of Zoning Appeals consists of five members. They are appointe~ by the
Circuit Court for a term noUo exceed five years. The Board members during the year
2003 were:
Member
Term Expiration
Max C. Kennedy, Chairman
Reappointed May 23, 2003 for a five year t~rm - to
expire May 23, 2008
George Bailey, Secretary
,
Reappointed May 23, 2002for a five yeart$rm - to
,expire May 23, 2007
Reappointed May 23, 2000 for a five year t~rm - to
expire May 23, 2005
Reappointed May 23, 2002 for a two year tèrm - to
expire May 23, 2004 I
David Bass, Vice Chairman
Richard Cogan
Randy Rinehart
Reappointed May 23, 2001 for a five yéar t~rm - to
expire May 23, 2006
III. OPERATING PROCEDURES
Regularmeetings of the Board are held the first Tuesday of each month starting at 2:00
p.m. Special meetings are called in cases of appeals or a high number of sUlbmittals,
when the regular schedule does not provide sufficient hearing time. Thes~ special
meetings may begin at 1 :00 p.m. '
The Board operates with Rules of Procedure which were adopted November 15, 2002.
I
I
I
,
\\Cob_fs01\VoI3\DEPT\BCZS\bza newl.annual reportfinal2003 31804.doc
I I
Albemarle County Board Of Zoning Appeals
2003 Annual Report
March 18, 2004
Page 2
IV. EXPENSES
The Board of Zoning Appeals does not have a separate budget. Compensation and
mileage are included within the budget of the Department of Building Code and Zoning
Services, specifically within the Zoning cost center. Funding for Board salaries in the
fiscal year 2002-2003 is consistent with prior years ($3,700) and expenses were a total
of $3589.75. Board members are paid $45 per meeting and are reimbursed for
mileage traveled to the meetings.
Staff to the Board includes the Director of Building Code and Zoning Services (Zoning
Administrator), Manager of Zoning Administration and the Chief of Zoning
Administration (Deputy Zoning Administrator). Support staff includes the Office
Associate IV and the Zoning Technician.
V. ACTION SUMMARY
The Board of Zoning Appeals held 11 meetings in 2003.
The number of submittals and actions considered by the Board in 2003 are shown by
application type, action taken and other actions in the following tables:
Variances
Fourteen (14) variance applications were received in 2003. Eight (8) variances were
approved, two (2) were denied, one (1) was withdrawn, two (2) were voided and one (1)
was deferred to 2004. The following table of variances by type counts only the 10
variances which were either approved or denied. Of these, one variance is listed twice
because the request included two different types of variances.
VARIANCES BY TYPE
TYPE OF Reduce Lot / Septic Structure Signage Area Regulations
VARIANCE Area Setback or Frontage
Totals per 1 7 2 1
Type
\\CdUs01\VoI3\D!=PT\BCZS\bza new\a1nual report firial2003 31804.doc
I I
Albemarle County Board Of Zoning Appeals
2003 Annual Report
March 18, 2004
Page 3
BOARD ACTIONS ON VARIANCES
Actions Approved With No Approved With Approved with Denied
Conditions Modifications to Conditions
Staff Recommended
Recommendation by Staff
Totals by 1 2 5 2
Action
ADDITIONAL ACTIONS
Other Actions Deferrals Requests for Rehearing Application Voided
. Rehearing Given Withdrawn
Totals Other 6 2 1 1 2
Actions
A/J/Jeals
Four appeals (4) were received in 2003. Two (2) were heard, one (1) was withdrawn
and one (1) was deferred by the applicant for one year.
APPEALS BY TYPE
Type Determination of use Determination of violation
1
3
BOARD ACTIONS
Actions Upheld ZA Overturned ZA Modified ZA
Totals by Action 1 0 1 .
ADDITIONAL ACTIONS
Other Actions Deferrals Indefinite Withdrawn
Deferrals
Totals Other Actions 1 1 1
\\Cob_fsD1\VoI3\DEPTIBCZS\bza new\annual report final 2003 31804_doc
I I
I I
Albemarle County Board Of Zoning Appeals
2003 Annual Report
March 18, 2004
Page 4
Søecial Use Permits
One (1) Special Use Permit for an off-site sign was received in 2003.
Application Type
Off Site Sign Approved with Staff Conditions
1
1
VI. COURT ACTIONS
The following are court actions taken on Board of Zoning Appeals cases in 2003:
. Faulconer Construction Company, Thomas E. Hutchinson, Shawn and Pamela
Evans, and Fleet National Bank's appealed the Zoning Administrator's
determination that Faulconer's proposed use is a contractor's office and
equipment storage yard, a use by right in Light Industry. The BZA upheld the
Zoning Administrator. In August, the Albemarle Circuit Court upheld the Board of
Zoning Appeals decision to affirm the Zoning Administrator.
. Lloyd F. Wood's appeal to the Circuit Court of Albemarle County (filed in 2002)
was dismissed by Mr. Wood in 2003 before the Court issued a writ of certiorari.
\\Cobjs01\VoI3\DEPnBCZSIbzanew\aMual report final 2003 31804.dac
I I
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April 2004
· Mission
· Essential Tasks Assessment
· Construction & Maintenance
· Planning & Traffic Engineering
· Issues
I
Mission
The VDOT Charlottesville Residency builds and maintains
roads, provides transportation expertise and regulatory
authority and facilitates traffic engineering issues for Albemarle
and Greene Counties in ways that are:
efocused on public safety
.fiscally and environmentally responsible
.supportive of alternative transportation means
.supportive of neighborhood .and regional development
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ESSENTIAL TASKS
TASK
REMARKS
ASSESSMENT
(see legend below)
- Slurry schedule to start April 7, 2004
- Pothole patching from winter breakup
(A)
MAINTAIN SECONDARY &
PRIMARY ROADS
o ROW: mow, ditch, pipes, trim,
signs, patrols
o ROADWAY: grade, pave, patch
1.
- Rt 637 and 677 bridges weight limits
lowered to 21 and 7 tons due to
structural integrity of beams
o EMERGENCY OPS
o REPAIR & BUILD BRIDGES
o MAINTAIN EQUIPMENT
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ESSENTIAL TASKS (continued)
ASSESSMENT REMARKS
(see legend below)
. (G)
TASK
2. MANAGE CONSTRUCTION
PROGRAM
_ Award and process contract documents for
Airport Road, Rt 649
Rt 708 project scheduled to start mid April
Rt 618 project, Greene Co., scheduled to
start mid April
o PE Activities
o Project Construction
1
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ESSENTIAL TASKS (continued)
Remarks
Assessment
Task
(See legend below)
8 (G)
- 42 land use permitsissued
_ 8 Revised plans reviewed &
comments provided as needed
_ 3 new site plans reviewed
_ 3 Special Use Permits
reviewed & comments provided
_ 8, developments in planning stages
o Rezonings reviewed
CONDUCT PLANNING ACTIVITIES
3.
o Issue and review permits
o Review site plans and rezoning request
_ 7 subdivision plan reviews
1 subdivisions inspected for
acceptance
o subdivish
o Conduct studies and advise
o Inspect and monitor subdivisions
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(continued)
ESSENTIAL TASKS
o Request and advise on signals & signs
o Request and advise on studies & data
o Assist with design
REMARKS
9 Traffic issues submitted
5 Traffic issues outstanding
ASSESSMENT
(see legend below)
. (G)
TASK
4. FACILITATE TRAFFIC
ENGINEERING
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PRELIMINARY ENGINEERING
April 2004
Route PPMS Des igner Project Number Des cription Adv. Comments
-.._~" -'-'-,--~ .__._---~ ------~~---,---
53 18897 BAA 0053-002-101,B601 Bridge Replacemellt- Buck Island Creek 9-04 On Schedule (Updated 9-03)
~~ -~._-=------_._~
___ .Aitport Roa~.__ Contract Awarded
---~=--~--~.._~- ~--~--
649 2456 SLM 0649-002-158,C501 4-lanes w/sidewalks &bike lanes (Vpdated 02-04)
J annan Gap Rd l.llblic Mtg. 11-12-03___
691 11129 DWS 0691-002-158,C50 I 2-lanes w/bike lanes (Upda ted 4c04)
Mcintire Rd. Ext. Ne,:" Alignment !,ubJc Hearing 3-16-04
_.____ d~W~_~~__
631 2530 BAA 0631-002-128,C502 MeadowCreekP arkway 8-05 6-06 6-08 (Updated 4-04)
Free State Rd. Counector --,~--- ~IMo.hla~vity _._.___
.~~-~-~.~-- --~~~-_.~-~~-~'-~-"'---~~"
-- 52393 JWH ROOO-002-259,C501 Construct 2 lanes on4-lane R/W (Updated 11-02)
-.
Gravel Roads
----,-- ~~-.~_. "' Dlckerso n Roa~__ Qrade~~~!i:! and_~!!~~_____ ._~- .._.~-- ~~"
606 54429 0606-002-P,N Gravel road 2-07 2-08 2-04)
Beam RO_~,~_.__Grade,dra~~~__ --,~._----~-- . ~_ ~~ble Rural Rustic)
769 59273 0769-002-P ,N Gravel road 2-07 2-08 (Updated 2-04)
Woods Edge Rd. .-. .~radeJ drain and surface treat - ~.._"-- --,...,,-~-' _(Po~i~~ Pa~-in-pla~___
623 59274 0623-002-P ,N Gravel road 3-08 3-09 (Updated 2-04)
PRELIMINARY ENGINEERING
¡;;ril ~o~-r=-~~r~~o:n-; Soc ~Ia~~ect sta!;I _r_-
Secondary Roads
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Comments
__..__.___~~nd~!E:~~e road~
6-04 11-05 updated 5-03)
---,-~-~-"
Adv.
R/W
Field
Insp.
P.H.
Field
Review
Survey
Scope
De s criptio n
BaconHollowRoad
~~-----~---.-I
Fr.Rte.615 to Rte 632
projec
0627-039-195,C50
Designer
RDL
PPMS
51022
--~--~~.~--------_.-
Wideu aud Surface Treat - Gravelroad
__-----------..........--.1
(updated 10-03)
11-05
N/A
N/A
N/A
N/A
-~-~-_.<-~-----~-
Watson Road
------~-_._--"'_._---
Fr. Rte.633 to Dead End
0640·039-ß7,N501
2515
640
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CONSTRUCTION
PAVING & CONSTRUCTION PROJECTS
04
Contract
Cost
95
Percent
Complete
CHARLOTTESVILLE RESIDENCY CONSTRUCTION PROJECTS
Project Description
90
25
90
50
95
95
90
25
90
50
95
UOOO-
Allsi9~
curb and inci
0737-(
Final dressin on
weather.
(NFO)0020-002-126,C501, B608 Bridge over Hardware~iver
Plan to complete bridge pier during first week of April then begin
work on the north side bridge abutment.
0650-039-P56,N501 Secöndary Rd Improvement
Final dressing and paving possible this month depending on
weather.
0810-039-146, C501 Secondary Rd. Improvement
Grading final (mid) section of roadway. Anticipate the majority of
project work to be completed by the end of April.
OZ08-0Q27P?7,N5Q2 Secondary Rd. Improvement
an to begin work on pril 1 ,20
0618-039-P57,N501 Secondary Rd. Improvement
Plan to begin work during first week of April depending on
PM-7B-03 I Asphalt Overlay
Plan to begin paving Rts. 623 & 633 in Greene Co. during first
week of April.
SS-7B-04 I Asphalt Slurry Seal
Plan to begin in Albemarle during first week of Apri
ization
Name
Various Int. in
the City of
Charlottes vi lie
Mountain Vista
Scottsville Road
Taylors
Secretarys . Rd
Road
Various Sec
and Primary
Roads
Various
Subdivisions
Mayo Road
Dyke Road
Street
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MAINTENANCE
Yancey Mills Headquarters
MARCH APRIL
Goal: Cleaning and storing spreaders. Goal: Patch for Slurry seal.
Pr MOWING
Pr 1 PATCHING RT. 64, 250, 29, 635 RT. 691, 635, 636, 684, 637, 677,708
Pr 2 GRADE/MACHINE/ ADD RT. 637, 633, 634, 689, 811, 611, 698, 748. 682, 745,
STONE 818 RT. 702, 745, 683
Pr 3 DITCH/PIPE RT. 633, 634, 637 RT. 682, 240, 634
Pr 6 GUARDRAIL! MOWING RT. 635, 637 RT. 29, 689, 708, 691
Pr 5 GUARDRAIL REPAIR RT. 29, 64 RT. 29, 64
Pr4 EQUIP MAINT Per schedule Per schedule
Pr EMERGENCY OPS Stone non-hard surface, holes, mud
Pr 7 OTHER Remove dead trees RT.691, 689 Repair shoulder RT. 64. 250
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MAINTENANCE
Free Union Headquarters
March Apri
Goal: ~
pothole Patching pothole Patchin
~ MOVVING Brush Removal - Rt 810, 665, 743 Movving Complete
Cut Brush
L-PATCHING potholes Patched - Rt 29, 250, 664, 743, 810, 606, pothole Patching
601,660,674,677,671 Shoulder Repair - Rt 250, 601, 654
Hard Surface Shoulder Repair - 250
L. GRADE/MACHI NE/ ADD Rt662, 674, 667. 673, 821, 671, 776, 764, 829, 672, Machine and Add Stone - Rt 606, 643, 661,
STONE 606, 678, 662, 668, 675, 766 662, 673, 675, 756, 766, 776, 671, 668, 678
~DITCH/PIPE Cleaned drains - Rt 671, 662, 674, 764, 776, 668, 601 Clean and Repair Drains - Rt 668, 601, 660,
Installed Entrance Pipe - Rt 614, 671, 674 676, 606; Subd.
Repair Pipe - Rt 664
Pr GUARDRAILI MOVVING
~ GUARDRAIL REPAIR
Pr EQUIP MAINT Per schedule; snovv equipment repair and cleanup Per Schedule; snovv equipment repair and
cleanup; clean headquarters lot
E!!:.- EMERGENCY OPS Accident - Rt 29
Tree Removal - Rt 250
Q OTHER Trash Removal - Rt 606, 676, 664, 665, 810 Customer Concerns
Stocking Stone Good Housekeeping
Repair VVashout - Rt 671, 672
Trash Pickup - 29/250 Bypass
Shoulder Repair ~ Rt 656
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MAINTENANCE
Keene Headquarters
Ma rch Apri
GOAL: Cleaning and storing of spreaders. GOAL: 100 % Patch all of the
Surface Treatement Schedule
Pr 6 MOWING None None
Pr 2 PATCHING Asphalt, Rt 729 Asphalt Rts 618,795,712, 708, 602
Cold Mix, Rts 723, 630, 717, 631, 708, 627, 618, 729,
622, 726, 625,
Pr 3 GRADE/MACHINE/
ADD STONE Machine Rt 708 FOB Stone Rts 712, 856, 734, 717, 721
Add Stone, Rts 712, 708 722,723,712,713,714,704,703,711,
795,627,735,760,799,697,813,716,
Pr 5 DITCH/PIPE Installed, Pipes Rts703, 626
Ditch, Rts 633, 712,
Cleaned Pipe, Rt 627,
Pr 8 GUARDRAIL
Pr 4 EQUIP MAl NT Per schedule As scheduled
Pr 1 EMERGENCY OPS Wind Storm, Rts 6,20,742,626,
Stock Stone, Clean Out Building At Keene. School-
Pr 7 OTHER Confined Spaced, Brush Removal Rt 726
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MAINTENANCE
Boyd Tavern Headquarters
March Apri
Goal: Gradina non hard surf'ace Goal: To start Intersate 1300rnAxand
secondaries. Ditch VVork.
Rte. 600, 610, 649, 643, 250, 854, 20,
Pr 4 MOWING/Brush cutting 53 Rte. 64,231,53,645
pr'1 PATCHING Rte. 302, 1009, 729, 53, 1034 Rte. 20, 250, 53, 22, 231, 1034
Pr 3 GRADE/MACHINE/ ADD Rte. 865, 769, 640, 784, 60, 785, 746
STONE 645,623,744 Rte. 600, 747, 641, 819, 741. 816
Rte. 641, 747, 649, 819, 22, 621, 20 Rte. 250, 600, 640, 649,
Pr 2 DITCH/PIPE 621,612,631,759,250 Forest Lake Subdivision
Pr GUARDRAILI MOWING
Pr GUARDRAIL REPAIR per contract
£!£-EQUIP MAINT per schedule
Fencing Rte. 64
Traffic Control- Rio Rd (Drill Cre\IV)
Pr EMERGENCV OP5 confined Space Training -Culpeper
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STANARDSVILLE HEADQUARTERS
~ Goal: To have all roads for surface
treatment and siurrv seal 100% øatched
out.
Rt. 606,
intenance
100%
oals were met
All
Goal:
617 and 644
641
743
605.603.642.637. 667and 619
Rt
pr4 MOWING
Patch holes and dips for slurry seal
Rt.1022, 1023. 1024, 610, 606. 609,
1136
Patched holes and broken up spots Rt. 617. 609
810, 1155, 1156, 637
Grade and replace stone on Rts. 629,
605.614. 632. 626, 630, 628 & 667 plan
to treat for dust
E!::-:L. PATCHING
pr 3 GRADE/MACHINE/ ADD Graded & replaced stone on Rt. 618, 640, 605, 629,
STONE 806, 630, 638, 642. 667, 634, 635. plus dust control
Replace pipe on Rt. 633, 623. 618
Pr 5 DITCH/PIPE
Pr 7 GUARDRAIL/ MOWING
Pr 6 GUARDRAIL REPAIR
As scheduled
as
Per schedule Clean & repair snow equipment
needed
to be repaired
A,^,aiting Facilities Mgmt to make
repairs as a result of inspection by
Safety Officer.
Needs
Slide on Rt.33 Mt.
pr 8 EQUIP MAINT
Pr 2 EMERGENCY OPS
pr OTHER
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DAVS SHOP - OPERAT
1'"1:11'1$ 1 . 31 .1 0 . 31 "100~OOo./o ,
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. ,1_ I:!' 1'52-- .~---"'-- -.----..'- .m_-"'~62·---" "--~-- - ö~--·" ".-- ----.-- -62 -,,- ---" - ~ 1Õ'Õ'~'OÖo./o c
I U 'VI' TAVERN----- - -------, -.----- ----.-------- --- .------- ------
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I ~~" 'I I. '1" 30 - 96_77oA; c
1.!lllh 1 -~-----100~00'/o (
II. I_ II -1~- 100_000/0. (
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196--~--- ---87.56% /....
61 98.39%,·
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PERSONNEL
Vance ... lVIilh:¡¡
suþeri~t~ncÌerlt .
MaintenanCe supelVisors
Operators
o
o
o
8
8"
40
o
3-:-5
22.5
16
48
160
1/1
2/2
11/9
Free Union
Superintendent
Maintenance Supervisors
Operators
Boyd Taverri
Superintendent
Maintenance Supervisors
Operators
22
2
"9
14
3"
41
1/1
2/2
12/12
Keene
: ;"perintendent
·rv1.~intenance Supervisors
( '"erat6rs
o
o
o
1
5
26
1/1
2/2
12/10
Stanardsville
: "Iperinterident
1"i'.'jIntEl"ance Supervisors
( 'perators
VACANT
o
o
3
5"
VACANT
"2
17
1/1
1/1
7/3
1/1
4/2
Bridge/Sign CreW's
: ."perintendent
Ivi.~int'ªIlªIJC>EI supervisor
( 'perators
Shop
:.;1 lOp Supervisor
r\~if3:chanics
PLANNING
Site
Plan
Review
Conceptual site
Current Status
to be submitted for comment.
Comments on proffers submitted to County Staff. New conceptual
site plan under review
Final road plans under review. Revised site plan comments sent to
County Staff.
VDOT and County staff are exploring alternative access solutions for
the site
Comments on traffic study submitted to County Staff.
VDOT and County staff are reviewing previous submissions
Traffic
Study
Review
Awaiting site plan
Site plan under review.
Waiting for proffers
plan under review.
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Project
Albemarle Towne Center
(Sperry)
Peter Jefferson/Martha
Jeffersoh Site
Rivanna Village at
Glenmore
North Pointe
Hollymead
Pantops Ridge
Moore
Brass Tract
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TRAFFIC ENGINEERING
TRAFFIC ENGINEERING ISSUES UNDER REVIEW: ALBEMARLE
.-_I.,.. ,.~~---' ~_._._-~_._.- . =-:. .~~._.' . --
Route __ Lt;!cation ~.. I.ssu~!J{pe. . _, Des~!on ., . R~viewer.
~'.._.' 240_~Mort~~_ F ro ze~...~F~.~Od_.~.._,. sp~~" _, '_. __ ~L~/~4.__.~ Re ques~~~~cr.~ase sp~~~~__ ~peper 15D
, 643 Int. 643 & 649 Guardrail 2/11/04 2281 Proffitt Road- Mr. Thurman Culpeper TED
-~~~----'~~" ...... ~.. . '" ~ -"',-~-~ --="-~=,--~~"""""""'-~-~-~'-~._- -~'"
Various ~~~~~__._.__. Signage/Speed 3/29/04 ~eed reduction,stop si~n Culpeper TEE?.
.--=---.~~-"""""' ~-~---'~""--<==..-'~-~~-=='~~-." -- "
~~~~~~~~~""""'-~~~"
TRAFFIC ENGINEERING ISSUES UNDER REVIEW: GREENE
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Reviewer
Culpeper TE~
n
to CL
607
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ISSUES
MCP design public hearing
.
v// '
CYI?ß/tu:t6-
{£' ,?W
C':::fefl:e:;c.1MZ-
Planning District Commission
Regional planning linking transportation, land use, ~çonomy & environment
<,
City of Charlottesvìl!e
Craig Barton
Kevin Lynch. Vice-Chair
MEMORANDUM
Albemarle County
Sally H. Thomas
David Wyant
TO:
FROM:
DATE:
RE:
A emarle Board of Supervisors
onda Edmunds, TranspOliation Progranl Manger
March 25, 2004
Regional Transportation Overview
Fluvanna County
Norma Hutner
Grant Tate
Greene County
Jeri Allen, Chair
Philip Anns
Louisa County
David B. Morgan, M.D.
Eric Purcell
In preparation for your upcoming meeting, enclosed are a few handouts
which you should find useful in understanding the complex regional
tra.Tlsportation plawing process. These documents may not be completely
accurate, realizing that localities have made internal changes to increase
efficiençy. (For example, the County's recent merger of the Community
Planning & Development and Engineering departments).
Nelson County
Fred Boger
Connie Brennan
In addition to touching on the enclosed, Harrison Rue and I will speak on
specific plans and studies and how they relate to the overall goals. If you
have any questions prior to then or would like to ensure specific details are
included, please forward any requests via your clerk's office. We would
also welcome any individual meetings to discuss these details further.
Executive Director
Harrison B. Rue
300 East Main Street, P.O. Box 1505, Charlottesville, VA 22902-1505
Telephone (434) 979-7310 Fax (434) 979-1597 Virginia Relay Users: 711 (TOO)
email: info@tjpdc.org I web site: www.tjpdc.org
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THE TRANSPORTATION PLANNING PROCESS:
How Projects are Proposed, Planned and Implemented
Adaptedfrom a graphic prepared by the 17'lOmás Jefferson Planning District Commission, 12/95
CityPubHc Works Dept
al1(:l.'N~ighborl1ood
Develøpment.Services
builds or contracts for
smaHprojects, balldles
citytraQsit senriceand
advises VD();ron
contracts for statetfederal
projects funded locally,
and advises VDOTon
contracts for state/federal
funded projects.
Localirnprov~lllentplans,
suchi~s'A.lþelll~rle
County's six-)'l~ar roinl
plHII, idcnti I}' priorit ics
and limdino sources.
o
Local Capit:al ,
IIIl.pí:øv¢;rrient.fRl~.n~
inClude projects to be
done with local funding.
LocaLgovermnents
approve allocations to
JA;lJ]~']"~~.Cr$e~c:b
spring i,IS part Öflhc Im:al
c)'cle.
Comprel1ensive'.Plans
(updated , every five
years), special
neighborhood or area
studies, and ongoing
maintenance plans for
County engineers and city
Public:W or~ department
are.prjµlwysources of
information.
MPO and PDC monitor
status ofprojects, may
participate in design
stuqies in advisory
capacity.
MPO Transportation
lm,Prov¡;)lIl¡;)nt.PrQgram
(J'~),llpdatMd~nnllally,
identifies federally
approved road, transit,
andrelated pr(~iccts 10 be
c0111plt::tedjnt~e··tµ;ÞaQ,
region. Other state, local,
or private projects are
included in the TIP for
information. (Approved in
SUIllmer, fonvarded to
state for State TIP
~pprovalin fall)
MFa Charlottesville Area
Transportation Study
(CHART) a 20-year plan
updated every five years,
PDC Rural Area
Transportation Plan,
ongoing regional traffic
modeling assessments,
and special studies of the
MPO and the PDCare
primary sources of
information
Specific locations and
designs developed by
Central Office
Design/Location
Division,' andlorDistrict
Engineer. Right Qf Way
purchased byROW
Division. Construction
contracted by District Qr
Resident Engineer' s
office. Transit grant
funding forwarded to
local government
operators by VDRPT.
State Six-Year
Improvemcnt.fRrQgraIIl,
updated ·annuaUy,
idelltifit::sstate. budgets
an~aQtiqÜ)~t~d.t:ede:r~1
fµnds..t:ol",'l"p~q"traQ$it,
safe.ty, Itlai.ntYll~qeialld
congestionredllctiQn
projects(Approved in
spring). State
Transportation
Improvement Progr~m
(STTP), updiltedannually,
¡dcnlilies f'cdcml ["unds to
b~.matclJ.ëdWith.$tat~¡md
oth~r sotµ;ces (Approved
in fall):
State MQltimodalLong
RangePtan(20year plan
updated every five years)
Highway Needs
Assessment (ongoing
database updates), special
area studies,
Environmental Impact
Statements and annual
VDRPTrail plans and
transit evaluations are
primary sources of
information
4)
Implementing
Projects
3) Planning
Budgets and
Timetables
2) Assessing
Needs &
Identifying
Projects
Public comment is sought
prior to the approval of
annual budgets, including
Capital Improvement
Plans, and throughout the
process of updating
Comprehensive P]¡¡ns.
Members of thepub]ic
may speak at any local
council· or board
meetings, and to
individual elected
officials or planning
commissioners. Citizens
are also regularly
appointed to serve on
]ocalplanning boards and
committees.
Public comment is sought
every year for the Annual
update of the TIP, and
throughoµt the process of
developing the CHART
update. Public hearings
are held each spring prior
to approva] of the MPO
annual work program
and regarding cOIIlpletion
of major MPO or PDC
studies. Members of the
public may speak at any
MPO or PDC meetings,
and to any indiyjdua]
MPO or PDC member.
"-~.~....,--~'~~~---~~._.""".~.~~~-'..~~-~-~~-~~.~...~~-""~
Public comment is
solicited every spring at
the District and Centra]
offices for the annual
update of the state six
year prqgram, and for
each stage of major plans,
environmental impact
studies, and design and
location studies. Members
of the public mayta]k
with their Commonwealth
Transportation Board
representatives at any
time.
1) Public Input
Local· (j.overnmenJ Transportation. Planning
City of Charlottesville
The Traffic Engineèrinthe office of Neighborhood Development Services works withtheVDO'f
Urban Engineer andthePublic-w0rks Departmentto develop phms for roads, sidewalks and bicycle
facilities in the city. Projects are funded through the City CapitalImprovements Plan, the Public
Works budget, and the "DOT Urban Road program, and are updated through the City Budget
approval process eaclispring. The City COUlprehensive J;'lan, updated by the PlanningCoxnxnission
and City Council every ,five years, identifies priority transportation improvements to beund,ertaken
d u ri ng the 1I pcoming 20-)rear period. Cityproj ects and goals which have regional impacts are also
included in the [\'1 PO Transportation Improvement Pro'gram.
Albemarle County
The Albemarle TransportationPlanner in the office of Planning and Community Development
works with the VDßT Resident ElIgineerto identify primary and secondary road needs. Road
improvements arefµnded by VDOT and. federal sources, with some County funding {mostlydedieated
to minor road impr()vements} throµgh the Capita! ImpI"0vemeníPlan.TheCountyuses acriterijl...based
rating system to set priorities for thetimingartd fundingofroadimprovements,andfµlly updates its six-
year road plans every other year, yvithminof changes in the off years. County Toad projects slated for
federal funds or with regional impact are included in the, MPO Transportation Improvement Program.
Fluvanna, Greene, Louisa, and Nelson Çounties
The County Adm~lIistrator,andCountyPlanner work with the VDOTResideI1tEngineertoidentify
and develop primary and secondary road proj ects for theVDOTSix YearImprovexnent Program and the
local Capital Improvementrlan. Some localities have citizen task forces whichassistindeveloping
transportation plans. Each locality updates its Comprehensive Plan every five years, working through
the Planning Commission aI1dßoardof Supervisors.
Transit Servicesl~Charlottesville Transit, University Transit, and JAUNT)
CTS, a division of the Charlottesville Puþlic Works Department,conducts transit planning for the City
of Charlottesville, and urban Albemarle County routes, which depend upon approval and funding from
the County. County route proposals are based on recoxnmendationsfrom CTS, County Planning and
Community Development staff, and the general public.
JAUNT, the derrtfIDd-response public transit service for urban people wíth disabilities and all rural
residents, is a public service corporation owned by Charlottesville, Albemarle, Fluv~a, Louisa, and
Nelson Counties. Its plan and budget are developed by an appointed Board of Directors each year and
approved by eac}t).local government for funding. CTS and JAUNT contract with private taxi services for
night and weekend transportation of people withdisabmties.
University Transit Service isa private service of the University of Virginia which carries faculty,
students, and staff around the University grounds and to some points off-grounds. It receives no public
funds; it is supported by private student activity fees and parking fees. UTS planning and budgeting is
developed internally, but several areas of coordination with CTS have been developed over the years,
most notably free transfers for riders using both systems, and jointly published schedules and route
maps.
RideShareisa regional carpool/vanpool matching service and advoc:1cy/promotionagency for all fOTITIS
of alternatives to single-occupant vehicles. Located at the Thomas Jefferson Plam1ing District
Commission office, the RideShare coordinator can help any resident ofthe planning district, or
commuters traveling into or out of the region, find a way to get to work. The RideShare program is
funded by a grant rrom by the Virginia Department of Rail and Public Transportation, with matching
funds from local governments.
CharlottesviIIe-Albemarle Airport Authority
The AirportAutbority, appointed by the City and County governments, carries out pImming and
budgeting for the airport, including annual budgets and a 20-year master plan.
Local Studies and Plans Affecting Transportation
City and. County plmming and community development departments conduct a variety.of studies on
neighborhoods and growth areas, as well as working on regional studies with entities such as the PDC,
the MPO or the Charlottesville-Albemarle-University of Virginia Planning and Coordination Council
(P ACC). Local stuœes include Comprehensive Plans, updated every five years; studies of
neighborhoods such as the Lewis Mountain and Pantops areas; town and village plans; and corridor
design plans such as the IvyRoad design study. Albemarle County is also working with private
businesses on Route 29 North developing landscaping and tree replacement plans and funding as part of
the Trees for 29 campaign.
Loèal Planning Bodies and Citizens Groups
In additîon to City Council, the County Board of Supervisors, andMPO committees, severaUocal
appointed and volunteer groups have input into transportation depisions,. and conduct studies of their
ownwhich are helpful in developing löcal and regional plans. These include:
- City and County Planning Commissions
· City and County Architectural Review Boards
· Local Neighborhood Associations
· Task forces working on specific problem areas such as the Georgetown Road Task Force and the
Bellair Citîzens Committee
· Local civic and business organizations such as The League of Women Voters, local Chambers of
Commerce, and environmental groups.
RESOLUTION
WHEREAS, the District Home Board for the Counties of Albemarle,
Alleghany, Augusta, Bath ,and Rbckbridge, Virgi,nia, and the Cities of
Charlottesville, Covington, Lexington and Waynesboro, Virginia, has completèd
its assigned duties and terminated the operations previously assigned to it and
believes it is the desire of .its participating local government that the said Board
be formally dissolved, subject to ratification by the respective aforesaid governing
bodies; and
WHEREAS, inconsideration of the foregoing, the District Home Board, by
the adoption of this resolution, hereby formally dissolves itself, to be effective
upon the ratification of this action by the respective governing bodies of the
foregoing counties and cities;
NOW THEREFORE BE IT RESOLVED, that the Albemarle County Board
of Supervisors hereby ratifies the dissolution of the District Home Board for the
Counties of Albemarle, Alleghany, Augusta, Hath and Rockbridge, Virginia, and
the Cities of Charlottesville, Covington, Lexington and Waynesboro, Virginia; and
BE IT FURTHER RESOLVED that the Board of. Supervisors hereby
directs the Clerk to forward a copy of this resolution to fiscal agent for the District
Home Board.
*******
I, Ella W; Carey, do hereby certify that the foregoing writing isa true,
correct copy of a Resolution duly adopted by the Board of Supervisors of
Albemarl,e County by vote of 2 to Q, as recorded, below, ,at a meeting held on
April?; 2004. a
Mr. Bowerman
Mr. Boyd
Mr. Dorrier
Mr. Rooker
Ms. Thomas
Mr. Wyant
Ave Nay
X
X
X
X
X
X
COUNTY OF ALBEMARLE
30-03-04P08:32 RCVD
EXECUTIVE SUMMARY
AGENDA TITLE:
Strategic Direction: Provide Opportunities for
Citizens for all Ages
AGENDA DATE:
April 7, 2004
ACTION: X
INFORMATION:
SUBJECT/PROPOSAL/REQUEST:
Request Approval of Four Goals for Strategic Direction:
"Provide High Quality Educational Opportunities for
Albemarle County Citizens of all Ages"
CONSENT AGENDA:
ACTION: INFORMATION:
STAFF CONTACTCS):
Messrs. Tucker, Ms. White, Ms. Allshouse
ATTACHMENTS: Yes
LEGAL REVIEW: Yes
REVIEWED BY:
r---
BACKGROUND:
A "Lifelong Learning" work group, compósed of representatives from Albemarle County schools and local government, UV A,
Piedmont Virginia Community College, Bright Stars, Jefferson-Madison Regional Library, the Workforce Investment Board,
Boys and Girls Club of Charlottesville/Albemarle, Jefferson Institute of Life-Long Learning, Monticello Area Community Action
Agency, Charlottesville Area School Business Alliance, Virginia Cooperative Extension Services, and the Chamber of
Commerce, have been meeting since September 2003 to develop goals for the County's Education for All Ages Strategic
Direction. The group work was facilitated by Lori Strumpf, who also facilitated the Board Retreat last September.
STRATEGIC PLAN:
Strategic Direction #1 - "Provide High Quality Educational Opportunities for Albemarle County Citizens of all Ages"
DISCUSSION:
The Lifelong Learning Work Group has completed their work, and is presenting it to the Board for approval and inclusion in the
County's Strategic Plan's FY 03 - FY 05 Plan of Action. The complete outline of their work is included as Attachment A.
Following are highlights of their strategic planning efforts and the four strategic goals they identified for the Board's
consideration:
ORGANIZATIONAL OVERVIEW
VISION, MISSION AND VALUES
ALBEMARLE COUNTY VISION: To maintain Albemarle County's stature as a quality community by promoting the values of
education and lifelong learning, historic and scenic preservation, safety, affordability, cultural diversity, citizen
participation and economic opportunity that make the County a desirable place in which to grow up, raise a
family and grow old while preserving our natural resources, rural character and visual beauty for future
generations.
ALBEMARLE COUNTY
STRA TEGIC DIRECTION:
Provide High Quality Educational Opportunities for Albemarle County Citizens of All Ages
LIFELONG LEARNING
VISION:
County residents of all ages embrace the wonder of learning.
LIFELONG LEARNING
MISSION:
Provide lifelong learning opportunities that result in gaining the skills and abilities required to
succeed in school, work, and beyond and to inspire every individual that learning is lifelong.
STRA TEGIC GOALS
The Lifelong Learning workgroup has identified four strategic goals to guide our work over the next three years. They believe
that these four goals will help the County become more focused on developing and facilitating quality educational opportunities
for all by diversifying delivery systems and structures, broadening our approach to providing services to all learners within our
community, and linking education and workforce preparation.
GOAL ONE: Create accessible opportunities for everyone in the community to learn, ensuring all educational services meet
the needs of the changing demographics within the community.
GOAL Two: Meet the teaching and learning needs of all citizens along an appropriate continuum of ages and stages of
J
development
GOAL THREE: Ensure the education system meets the workforce preparation needs of current and future employees and
employers.
GOAL FOUR: Position the County as a recognized leader in educational excellence.
The group also developed action plans that will be forwarded to an implementation team. Membership of the implementation
team will include representatives from the initial Lifelong Learning work group. The County will serve as a catalyst for the
accomplishment of these goals and members of the County's Leadership Council will have a less direct role than they do for
the other areas of the strategic plan. Members of outside agencies and educational organizations will be primarily the ones who
will be working on these goals.
RECOMMENDATIONS:
Staff recommends that the Board approve the work completed by the Lifelong Learning group and incorporate the four goals
into the County's Strategic Plan's FY 03 - FY 05 Plan of Action. Staff also recommends that the work of this group, including
their initial recommendations for implementation, be forwarded to a Lifelong Learning Implementation Team for future action.
04.043
Attachment A
ALBEMARLE COUNTY STRA TEGIC DIRECTION:
PROVIDE HIGH QUALITY EDUCA TIONAL OPPORTUNITIES FOR ALBEMARLE COUNTY CITIZENS OF ALL AGES
STRA TEGIC ACTION PLAN
Fiscal Year 2003 through Fiscal Year 2005
Developed by the Albemarle County Life Long Learning Strategic Planning Team
Prepared by Strumpf Associates: Center for Strategic Change
INTRODUCTION
Creating an informed citizenry and a competitive labor force is a strategic imperative for any community. As part of addressing
these imperatives, Albemarle County's strategic plan has as one of four strategic directions to provide high quality educational
opportunities for Albemarle County citizens of all ages. The competition created by a global economy, the proliferation of
computer technologies, and the growth of decentralized work organizations all increase the need for a workforce with higher
levels of initial skills and greater ability for continuous learning. The growing availability and complexity of information and
choices adults face make continuous learning increasingly important to function within society. And population demographics
are creating new demands for adult learning opportunities.
Preparing workers for the next decade provides exciting opportunities for change. To compete and win in the global economy
requires a new plan for investment in our current and future workplace. Competition will be heightened. Access to information
and knowledge through new technologies will make commonplace opportunities we now only dream about: To keep pace with,
and stay ahead of these changes, business increasingly will need to place a higher premium on its supply of knowledge as a
key asset.
In Agrarian Times success was land mass and brute strength. In the Industrial Era success was in machinery and
conformity. In the 21st Century it will be knowledge, creativity and collaboration. Qualified workers with new skills and
knowledge will be the key to economic success. The quality of a company's workforce is increasingly its most competitive
advantage. Even entry-level jobs will require well-developed skills in reading, math, computer skills, literacy and reasoning.
Over the P?st few decades, the number of unskilled jobs ~ those requiring a high school diploma or less has declined. In 1950,
unskilled positions represented approximately 60% of the jobs available. By the year 2000, unskilled positions had shrunk to an
estimated 15%.
To address the ability of people of all ages to be able to successfully participate in their communities at work, in life, and at play
requires providing new ways of learning both in and out of classrooms. Continual learning must become a way of life for all
who wish to succeed.
Learning is Life Long
When Governor Warner proclaimed a Virginia Lifelong Learning Week in 2002, he stated that, "Lifelong learning is a lifestyle of
recognizing needs and engaging in behaviors that result in accomplishing the learning desired and is essential for growth and
success of every citizen in Virginia in our ever-changing world." At its broadest, lifelong learning refers to a process or system
through which individuals are able and willing to learn at all stages of life, from preschool years through old age.1
According to the 2000 Census, over 900,000 adult Virginians are in need of a high school diploma. In 2001, 11,380 adults in
Virginia earned their GED certificates and 13,000 students dropped out of high schoo\.2 According to the National Institute for
Literacy, in 1998 1,000,000 adult Virginians who have finished high school lack basic reading, math, or English skills necessary
to fulfill their roles as family members, workers, and community members. The single greatest predictor of a child's
educational success is the mother's level of education. Children are five times more likely to drop out of high school if their
parents are unemployed and lack a high school diploma. Thirty-four percent of job applicants tested by major U.S. companies
in 2001 lacked sufficient reading and math skills to do the job they sought. 3
The National Center for Education Statistic's Report, Participation Trends and Patterns in Adult Education: 1991 to 1999
provides some insights to the growing demand for lifelong learning. This marks a sea change in U.S. education, making
compulsory education only one of many in a myriad of learning choices. The report measured participation in six types of adult
education learning activities - work-related courses, non-work related courses, ESL programs, ABE programs, apprenticeship
programs, and credential programs. The report found that many participation patterns were the same in 1991 and 1999. In
both years, adults with higher levels of education participated at higher rates than adults with lower levels of education; retired
adults participated at a lower rate than those in all other labor force groups; and those in higher status occupations participated
at higher rates than those in lower status occupations.
The reports findings that virtually every group of adults examined increased their participation in adult education between 1991
and 1999 are good news. However, upon closer examination, the report concludes that some groups are being left behind.
Particularly Hispanics, those with lower levels of education, those with lower status jobs, and those who are employed part time.
Our community is set to respond to the challenge of not only providing lifelong learning opportunities for all, but to also inspire
and motivate all Albemarle County citizens to keep learning and growing. We will increase learning access and opportunities
1 From a working paper of the National Center for Educational Statistics, July 2000.
2 Virginia Association of Adult and Continuing Education
3 National Institute for Literacy
for all, provide learning that meets the needs in ways that are age, stage and culturally appropriate, and work to identify and
increase skills needed for the current and future workforce.
LOCAL DATA AND STRATEGIC CHALLENGES
The strategic planning team conducted an environmental scan by analyzing strategic challenges through the lens of the current
state of demographics, the economy, children/youth and families, and education. From these challenges evolved the strategic
goals that set our direction over the next three years.
STA TE OF OVERALL DEMOGRAPHICS
./ Albemarle County population is expected to reach 97,200 by 2010.
(Source: 2010 Projection - VEC's Labor Market Information Data Updated 5/2/03).
./ The County population is aging with the elderly (65+) increasing by 4,517 (84%) and experienced work force (45-64)
increasing 7,191 (59%) between 1990-2000.
(Source: 2000 US. Census of Population).
./ Six percent of County's population is less than 5 years old, 19% is ages 5-19, 11 % is ages 20-24, 29% is ages 25-44,
23% is ages 45-64 and 12% of the County is 65 years and older.
(Source: U S. Census of Population, Table 1, adjusted to include 4,950 additionalpersons, assumed to be in 20-24
age bracket).
./ The population has grown from 55,783 in 1980 to 84,186 in 2000, an increase of 26%, while the number of children
under five has increased by 47% during that same time period.
(Source: US. Census of Population, Table 1).
./ Sixteen percent of Albemarle County is non-white.
(Source: U S. Census of Population, 2000 Table P8).
./ The largest percentage of growth is in the Hispanic population (Between 1990 and 2000, the Hispanic population grew
from 867 persons to 2,061 - a 138% rate increase.
(Source: U. S. Census of Population, 2000 Table P8).
./ There has been an increase in residents who speak a language other than English in the home from 3.8% in 1980.to
8.6% in 2000.
(Source: U S. Census of Population).
./ Population growth in Albemarle County due to migration has been greater than the increase due to natural population
increase (In 2001,67% increase due to migration and 33% increase due to natural increase).
(Source: Virginia Department of Health)
./ Albemarle County's median family income is $66,175 in 2000. Median family income has increased 17% between
1990 and 2000.
(Source: Weldon Cooper Center).
STA TEOF THE ECONOMY
WORKFORCE TRENDS
./ Albemarle County experienced steady net job growth during the years 1993 through 1997, and witnessed a jump in net
job growth in 1998 and 1999. After 2000, the net growth in employment tapered off, with the total number of jobs
declining slightly in 2001 and recovering somewhat in 2002 (761 net increase in jobs).
(Source: Virginia Employment Commission's ALICE Website, July 3, 2003 and the Virginia Employment Commission's
LAUS website, June 18, 2003).
./ The largest local employer is the State government (UV A and the Medical Center) with 23% of local jobs.
(Source: VEC ES 202 Report, NAICS Coding).
./ Over the past twenty years the service and trade sectors have become increasingly important as sources of
employment, while manufacturing has become less important. Service employment has increased from 14% in 1990
to 24% of all jobs in the County during 2001. Conversely, employment in manufacturing has decreased from 19% in
1990 to 10% of all jobs in 2001.
(Source: VEC ES-202 Reports, SIC coding).
./ Albemarle lost 1 ,699 manufacturing jobs between 1998 and 2002, it, however, gained 3,791 jobs total, with at least 500
jobs for each of these five sectors: State government (1,083), health care (785), local government (541), construction
(516), and information (520).
(Source: VEC ES 202 Report, NAICS Coding).
./ The average annual employment in all jab sectors was 38,718 in 2001.
(Source: VEC ES-202 Reports, SIC coding).
./ The participation of males in the labor force (72%) is greater than that of females (61 %). Labor participation among
both males and females has increased over the last three decades.
(Source: U. S. Census of Population: 1980, 1990 and 2000).
./ Albemarle's average weekly wage ($666) in 2002 was below the state's average of $715. Albemarle has witnessed
increased wage growth since 1990, up 9% in inflation adjusted dollars.
(Source: Virginia Employment Commission, ALICE ES 202 NAICS Report and Consumer Price Index (CPI) data from
BEA).
./ Albemarle has an extremely high level of educational attainment compared to the state and other counties. 53% of the
county population has at least an Associates degree while the state level is only 35%. 5.3% of the county population
attained less than 9th grade. 7.3% attained between 9th and 1zth. 17.8% attained a high school degree. 16.4%
attained some college. 5.5% attained an Associate degree. 24.6% attained a Bachelor's degree. 23.1 % attained a
Graduate degree.
(Source: U. S. Census of Population: 2000).
./ 51% of jobs in Albemarle County are filled by non-residents.
(Source: U. S. Census, 2000).
./ Self sufficiency wage in Albemarle County ranges from $16,634 for a single adult to $39,037 for two adults with a pre-
school child and a school age child.
(Source: Self Sufficiency Tables, www.vakids.org).
ECONOMY TRENDS
./ During the course of the years 1993 through 2002 inclusive, Albemarle typically had an unemployment rate lower than
the Commonwealth of Virginia, and the United States.
In 2002, the unemployment rate for Albemarle County was 2.3%, compared to the Commonwealth of Virginia at4.1 %
and the United States at 5.8%.
(Source: Virginia Employment Commission's LAUS website).
./ The total nominal value of residential and non-residential real estate in the County increased in each of the years 1992
through 2001 inclusive, with the sharpest rise taking place in 2001.
(Source: Commonwealth of Virginia, Department of Taxation, Annual Report for 1993 through 2002).
./ Total taxable sales in Albemarle County have nearly doubled in the past decade, with the largest increase takingplace
in 1993, 1999, and 2000.
(Source: Weldon Cooper Center for Public Service Website).
./ The County's per capita taxable sales have increased by about 50% between 1992 and 2001.
(Source: Weldon Cooper Center for Public Service Website).
STATE OF CHILDREN, YOUTH AND FAMILIES
YOUTH DISCIPLINE AND SUBSTANCE ABUSE
./ Alcohol arrests for people 19 and under moved from 2.3/1000 in 1997 to a high of 12/7/1000 in 2001, then down to
9.6/1000 in 2002. Arrests for underage drug and alcohol possession three-year average increased from 3.8/1000 for
1994-1996 to 6.2/1000 in 1999-2001.
(Source: Stepping Stones, July 2002).
./ School reports of violence have increased from 26.0/1000 in 1998 to 28.8/1000 in 2001. (Source: Stepping Stones,
July 2002).
./ The number of suspensions increased from 72/1000 in 1997 to 122/1000 in 2001. (Source: Stepping Stones, July
2002).
HEALTH
./ The number of calls to the Poison Control Center has increased from 7.8/1000 in 1997 to 16/1000 in 2001 for the
Charlottesville/Albemarle community.
(Source: Stepping Stones, July 2002).
./ There has been an increase in low birth weight babies from 5.3 of total live births on average between 1991-1993 to
6.4 % between 1998-2000.
(Source: Stepping Stones, July 2002).
./ The need for accessible and affordable dental care was confirmed as a pressing local need.
(Source: Charlottesville/Albemarle Commission on Children and Families' Community Needs Assessment
http://ccfinfo.orq/newpaQeslDUblications.htmO.
FINANCIAL STATUS
./ Seven percent of the County's population is living in poverty.
(Source: U. S. Census of Population, 2000).
./ Hispanic persons had the highest percentage of persons living in poverty.
(Source: U. S. Census of Population, 2000).
./ Twenty Percent of Albemarle County's population is either in poverty of considered the "working poor".
(Source: U.S. Census of Population, 2000)
./ Overall poverty trends show a slight increase from 7.8% in 1995 to 8.0% in 1998 but a decrease in 1999 to 6.8%.
Child poverty trends reflect a similar trend line with a rate of 10.3% in 1995 to 12.3% in 1998 and 9.1% in 1999.
(Source: US Census Small Area Income and Poverty Measurements).
./ The average number of children receiving Temporary Assistance for Needy Families (T ANF) has decreased from 34
on average in 1991-1993 to 12 in 1999-2001.
(Source: Stepping Stones, July 2002).
./ Food Stamp participation has decreased from 29.7/1000 in 1997 to 23.5/1000 in 2001. (Source: Stepping Stones,
July 2002).
./ In 1999,4.7% of the County's elderly population (above age 65) was living in poverty.
(Source: U. S. Census of Population 1980, 1990 and 2000).
./ The estimated percentage of persons under 18 living in poverty in the County was 6.7% in 2000.
(Source: Stepping Stone, September 2003).
./ Household income emerged as the factor that has the greatest impact on need, access to services and quality of
family life.
(Source: Charlottesville/Albemarle Commission on Children and Families' Community Needs Assessment
http://ccfinfo.orq/newpaqes/publications.htmJ).
FAMILY CHARACTERISTICS
./ The number of children in foster care has increased from 8.4/1000 children ages 0-17 in 1997 to 9.3 in 2001.
(Source: Stèpping Stones, July 2002).
./ 8.6% of all families in Albemarle County are female headed families that have children under 18.
(Source: U. S. Census of Population 1990/2000).
./ Female headed households with children under the age of 18 more than doubled during 1990-2000 (From 4.7% to
8.6%).
(Source: U. S. Census of Population 1990/2000).
./ In the FY03/04 budget, the County budgeted $6.7 million for the Comprehensive Services Act Program which supports
a system of services and funding to serve troubled and at-risk families and children.
(Source: FY 2003/04 Albemarle County Budget Document).
EARL Y CHILDHOOD
./ Child Care spaces have decreased from 20/100 children ages 0-5 in 1995 to 16 in 1999. (Source: Stepping Stones,
July 2002).
./ The Women, Infants and Children feeding program has decreased from 18.4/1000 in 1997 to 15.8/1000 in 2001 for the
Charlottesville/Albemarle community.
(Source: Stepping Stones, July 2002)
STATE OF EDUCATION
POPULATION INFORMATION
./ 15.9% of students in Albemarle County are enrolled in special education programs.
(Source: Virginia Department of Education).
./ Though they make up only 4% of all students in Albemarle County (a total of 459 in 2002-2003), Hispanic students are
the fastest growing sub population in the County schools.
(Source: Virginia Department of Education).
SCHOOL DISCIPLINE
./ Alcohol arrests for people 19 and under moved from 2.3/1000 in 1997 to a high of 12/7/1000 in 2001, then down to
9.6/1000 in 2002. Arrests for underage drug and alcohol possession three-year average increased from 3.8/1000 for
1994-1996 to 6.2/1 000 in 1999-2001.
(Source: Stepping Stones, July 2002).
./ The number of suspensions increased from 72/1000 in 1997 to 122/1000 in 2001. (Source: Stepping Stones, July
2002).
EDUCA TIONAL ATTAINMENT
./ The population of Albemarle is highly educated. Of those 25 years and older, 48% have at least a bachelor's degree
while 13% of the total population have less than a high school diploma.
(Source: US Census of Population).
./ The County has a high level of educational attainment when compared to the State. (69.6% have some college to
graduate degrees).
(Source: U. S. Census of Population, 2000).
./ The number of youth needing special education services increased from 86 in 1999 to 116 in 2002.
(Source: Virginia Dept of Education).
./ The High School graduation rate is steady but 17% of students do not graduate and 8% of those that do not graduate
are in poverty.
(Source: Monticello Area Community Action Agency- Community Assessment).
./ The percentage of students enrolled in 9th grade that graduate four years later moved from a low of 73.5% in 1997 to a
high of 84.2% in 2001 to 76.7% in 2002.
(Source: Stepping Stones, July 2002).
./ The County's dropout rate in 2002 was 0.8%.
(Source: Stepping Stones, September 2003).
HOUSING IMPACT ON EDUCATION
./ The number of subsidized housing slots has decreased from 81.4 units per 1000 in poverty in 1998 to 70.9 in 2001.
(Source: Stepping Stones, July 2002).
./ 34% of housing in Albemarle County is renter occupied.
(Source: U. S. Census, 2000).
./ Of the rental units in Albemarle, 38% of occupants paid more than 30% of their income for the rental unit.
(Source: U. S. Census 2000).
./ The median gross rent in the County was $712 for 1999, above the State median gross rent of $650. (Source: U. S.
Census 2000).
ORGANIZATIONAL OVERVIEW
VISION, MISSION AND VALUES
ALBEMARLE COUNTY VISION: To maintain Albemarle County's stature as a quality community by promoting the values of
education and lifelong learning, historic and scenic preservation, safety, affordability, culturaldiversity, citizen
participation and economic opportunity that make the County a desirable place in which to grow up, raise a
family and grow old while preserving our natural resources, rural character and visual beauty for future
generations.
ALBEMARLE COUNTY
STRA TEGIC DIRECTION:
Provide High Quality Educational Opportunities for Albemarle County Citizens of All Ages
LIFELONG LEARNING
VISION:
County residents of all ages embrace the wonder of learning.
LIFELONG LEARNING
MISSION:
Provide lifelong learning opportunities that result in gaining the skills and abilitiesrequiredto
succeed in school, work, and beyond and to inspire every individual that learning is
lifelong.
CUSTOMERS:
All County Residents
ROLE: The County will play several roles in furtherance of our vision and mission for education for all:
· We will be stewards of the educational future of the residents we serve.
· We will catalyze change in the community to move it toward our vision for educational opportunities.
· We will strategically invest in value added educational services.
· We will be a community facilitator and convener to identify issues and act collectively with
community partners to address them.
LEARNING CORE VALUES
Our Common Values:
We believe in the following shared principles....
LEARNING We encourage and support lifelong learning and personal and professional growth.
· We believe it takes bold acts of courage for individuals to continue learning throughout their life.
· We beJieve that education and learning are the great equalizer and open the doors to full participation in a democratic
society.
· We believe that a strong community is built upon individual development, growth, and learning.
STRATEGIC GOALS
The County has identified four strategic goals to guide our work over the next three years. We believe that these four goals will
help the County become more focused on developing and facilitating quality educational opportunities for all by diversifying
delivery systems and structures, broadening our approach to providing services to all learners within our community, and linking
education and workforce preparation. By accomplishing these goals, we will better assist all our customers.
GOAL ONE: Create accessible opportunities for everyone in the community to learn, ensuring all educational services meet
the needs of the changing demographics within the community.
GOAL Two: Meet the teaching and learning needs of all citizens along an appropriate continuum of ages and stages of
development
GOAL THREE: Ensure the education system meets the workforce preparation needs of current and future employees and
employers.
GOAl FOUR: Position the County as a recognized leader in educational excellence.
OPERATING PRINCIPLES
The following principles define the way the County approaches the operational aspects of the daily work, in accordance with our
values, goals, and strategies. The core processes employed by the organization to accomplish the goals will operate in the
following fashion.
- Strategies developed will be embedded in research and best practice information to become a knowledge-rich learning
organization.
- The CQI principle of data-driven decision-making is used in the operational end of all systems and processes.
- Ongoing evaluation will provide data to continuously assess the outcomes and appropriateness of programs and
delivery systems for which we will hold ourselves accountable.
- Strategies are used to strengthen organizational effectiveness by coordinating and maximizing resources (e.g., time,
money, people and facilities).
- Coordinate with neighboring jurisdictions to strengthen effectiveness and to build capacity.
DESIRED OUTCOMES OF THE STRA TEG/C ACTION PLAN
At two years:
·
Increase customer satisfaction with community lifelong learning opportunities
o Achieve an 85% customer satisfaction rating from each customer group on annual customer survey.
·
Residents in all demographic groups are more aware of community learning opportunities.
o Community awareness in each identified demographic has increased by 20%.
·
Develop jobs and workforce opportunities for students that augment workplace and academic competencies.
o 75% of all students in a work-based learning opportunity receive a competency rating of proficient or above on
a worksite supervisor rating. And
o 50% of the teachers surveyed rate work-based learning as a significant learning opportunity
At five years:
·
Increase the level of resources available to meet the learning needs along the learning continuum
o Gaps have been continuously evaluated and filled
o Measures of effectiveness are in place and utilized to make program improvements
· Demonstrate effectiveness in contributing to the community's economic development initiatives through workforce
development.
o Economic development partners rate workforce development partners as making a significant contribution to
economic development in the area.
· County-wide lifelong learning efforts have been recognized as 'excellent' at a state and national level
o The County's has received one state or national award for excellence.
o At least one institution or jurisdiction outside of the County has used the County's lifelong learning system as a
benchmarking opportunity.
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
31-03-04A02:15 RCVD
AGENDA TITLE:
Stormwater Master Planning and Program Development
AGENDA DATE:
April 7, 2004
ACTION:
INFORMATION: X
SUBJECT/PROPOSAL/REQUEST:
Work session on the stormwater master plan and options to
develop the stormwater program
CONSENT AGENDA:
ACTION:
INFORMATION:
STAFF CONTACTCS):
Messrs.Tucker, Foley, Davis, Graham, Hirschman
REVIEWED BY:
ATTACHMENTS:
BACKGROUND:
In the past year, there has been much activity in the field of stormwater management, including:
- Completion of a Stormwater Master Plan for the Development Areas, and
. County coverage under a federally-mandated stormwater permit program for municipal storm sewer systems.
The development of a County Stormwater Master Plan is the product of previo~s work sessions with the Board during the
spring of 2000. At that time, the .Board directed staff to pursue the development of regional drainage area plans. Prioritized
watershed studies are also listed as a Strategy in Chapter 2 of the Comprehensive Plan, adopted in 1999. Finally, the need to
develop regional drainage plans has also been driven by new regulations. The stormwater permit program (NPDES Phase II)
went into effect in 2003. The program, in essence, requires discharges from a municipal storm sewer system to be regulated,
similar to those from factories or wastewater plants. Under this permit, the County must develop a stormwåter management
program that meets standards administered by the Department of Environmental Quality (DEQ).
We have arrived at a point in our program development where policy decisions need to be made in terms of implementing a
stormwater master plan and funding our growing stormwater demands for existing, mandatory, and expected programs. The
April 7, 2004 work session will focus on the Stormwater Master Plan, with subsequent work sessions aimed at establishigg
policy guidance for the stormwater program. This executive summary outlines the Stormwater Master Plan, stormwé;!ter
program elements, and steps for future decision-making, including program funding.
Stormwater Master Plan for Development Areas
The County's Neighborhood Model encourages in-fill development, which will create a relatively high intensity of impervious
areas and an increase in stormwaterrunoff. This land use pattern provides a challenge to protect water resources. Streams
within the Development Areas have already been impacted by existing and former land uses, and future development will also
impact streams. Proactive stormwater planning can help mitigate these impacts and promote the restoration of water resources
for their ecological, recreational, and cultural values.
By its nature, water resources management within the Development Areas requires trade offs: protecting some high-value stream
corridors while acknowledging that others may be impacted by development, allowing the development density designated in the
Land Use Plan while protecting downstream property and natural resources, and seeking design solutions through the
Neighborhood Model that turn water resources into neighborhood and environmental assets rather than liabilities. These trade
offs are made with the understanding that higher-density development will likely impact water resources within the 35 square
miles of the Development Areas to afford a much higher level of protection for streams within the remaining 692 square miles of
the County's rural areas. However, a majority of these impacts can be mitigated through an effective stormwater program.
With this framework in mind, the objectives of the Stormwater Master Plan for the Development Areas are to (1) provide guidance
for land use planning and neighborhood master planning that is based on the assessment and prioritization of water resources,
(2) promote public and private stormwater solutions that are based on needs and opportunities at the watershed scale rather than
relying solely on a site-by-site approach, and (3) recommend a financing strategy to implement the Stormwater Master Plan, a
County-wide stormwater management program, and attendant programs under the County's municipal storm sewer permit
(VPDES Phase II). The components of the Stormwater Master Plan include:
.",..,_1",. .",","""""',
AGENDA TITLE:
Stormwater Master Planning and Program Development
April 7, 2004
Page 2
· Stream assessment and prioritization,
· Identification of regional stormwater control facilities to address existing and future development,
· Identification of watershed projects that can be implemented concurrent with development, including repair of major stream
erosion and restoration of stream buffer zones, and
- A recommended stormwater financing plan.
Stormwater Proqram Elements
The County's stormwater program is and will continue to be a fusion of programs that are: (1) existing and established efforts,
(2) mandates from federal and/or state regulations, and (3) expected program elements based on Board direction and citizen
expectations.
· Existing Programs include plan review for erosion control, stormwater management, and stream buffer protection, site
inspections, inspections and maintenance for existing stormwater facilities, limited drainage repairs and improvements,
flood plain management, and soil & water conservation district programs.
- Mandated Programs include six minimum program elements specified in the County's municipal storm sewer permit,
administered by the Department of Environmental Quality. Several important program elements are public education,
outreach and involvement in water resources protection, elimination of unpermitted discharges to the storm system, and
pollution prevention at municipal facilities. Another required program may be the mapping and designation of perennial
streams to remain compliant with new regulations associated with the Chesapeake Bay Preservation Act (adopted as part
of the County's Water Protection Ordinance).
· Expected Programs include expanding our stormwater maintenance obligations, responding to citizen complaints,
construction of new regional facìlities in the Development Areas, watershed restoration and sediment reduction programs,
watershed monitoring and studies, and a greenway program associated with stream corridors.
Proqram Fundinq
The method by which the County funds the stormwater program depends on a deliberate policy decision: What "level of service"
are we choosing to provide in terms of water protection? Decisions about level of service must be made in the context of the
existing, mandated, and expected program elements discussed above. The activities and programs listed above represent, in
the staff's opinion, the minimum program elements necessary to meet mandatory commitments, the Comprehensive Plan, and
community expectations. Of course, a more vigorous program is possible depending on the availability of funding and other
support.
Stormwater services range from those geared to protect property, public safety, and quality of life (e.g., flood control) to those
that emphasize natural resources, water supplies, and the integrity of our natural systems (e.g., stream restoration, sediment
reduction). However, most of these services accomplish multiple objectives across all of these areas (for instance, stream
buffers offer natural flood control while protecting the ecology of stream corridors). "
Funding mechanisms evaluated in the Stormwater Master Plan include: pro-rata share fees, plan review fees, grants, the
general fund, and a dedicated funding source known as a stormwater utility. Stormwater utilities are enabled by State Code
and can provide funding for a wide range of program elements based on an assessment of each property's contribution to
runoff. In this regard, a stormwater utility establishes a service fee to fund required and expected stormwater services. The
concept of a stormwater service fee was previously discussed by the Board in March and April of 2000 (3/1/00 and 4/5/00
meeting dates). For the current work session, we do not anticipate going into detail about a potential stormwater utility,
although this topic will be discussed at length at subsequent work sessions.
STRATEGIC PLAN:
Goal 3.1: Make the County a Safe and Healthy Community in which citizens feel secure to live, work and play
Goal 2.2: Protect and/or preserve the County's natural resources.
Goal 2.3: Provide for environmentally sensitive government operations at the local and regional level.
't'j'
..1¡
AGENDATITLE:
Stormwater Master Planning and Program Development
April?,2004
Page 3
DISCUSSION:
Past Board information sessions and actions on this and related topics are summarized below:
· March 1. 2000: The Board was presented with a list of options for the Stormwater Control Program. The Board authorized
the prioritization of CIP funds to complete "regional drainage area studies" (the Stormwater Master Plan), and requested
further information on other topics.
· AprilS. 2000: Additional information was presented to the Board. The Board authorized that all future subdivision and site
drainage easements be dedicated to Public Use. This decision means that the County's "owned and operated" municipal
storm sewer system, subject to state and federal regulations, is steadily increasing. Since April, 2000, approximately,,¡¡iO
projects have dedicated easements to Public Use. At this meeting, the Board also elected to keep stormwater program
administration within the Department of Engineering rather than transferring it to the Albemarle County Service Authority.
· February 6. 2002: The Board authorized the signing of a grant agreement with the Department of Conservation &
Recreation. The County was awarded a $100,000 grant through the Water Quality Improvement Fund to help fund
development of the Stormwater Master Plan.
· February S. 2003: The Board authorized County staff to proceed with a "Registration Statement" so that the County could
be covered under DEQ'sgeneral permitformunicipal separate storm sewer systems (MS4s). This is a mandatory program
under the Federal Clean Water Act. The County's permit coverage became effective on May 13, 2003.
· February 4., 2004: The Böardendorsed County staff's involvement in the Rivanna Regional Stormwater Education
Partnership, a collaborative effort with the Charlottesville, UV A, VDOT, RWSA, and T JSWCD to help comply with some of
the program elements in the aforementioned storm system permit.
The Board's cumulative decisions to date have provided guidance, program directions, and several necessary authorizations for
mandatory programs. At this point in time, we need to view the stormwater program as ,an integrated whole with program
elements, defined levels of service, and an aþpropriate funding strategy to meet program needs. The April 7, 2004 work
session is envisioned to be one of several that can ultimately lead to the policy direction needed to establish a defined am;!
stable program. This work session will focus on the results and recommendations in the Stormwater Master Plan. Subsequent
work sessions Will address specific funding mechanisms. Staff will not be requesting specific direction from the Board u~til
completion of the two work sessions. Depending on that direction, certain components of the master plan study will need tc[ße
incorporated into the Comprehensive Plan.~'
RECOMMENDATION:
This work session is for information purposes.
04.042
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Final Technical Memorandum
Stormwater Master Plan
Funding Analysis
Prepared for
Albemarle Còunty, Virginia
April 2004
Prepared by
CH2MHILL
13921 Park Center Road
Suite 600
Hemdon,VA20171
In Association with
Albemarte County Department of Engineering
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Final Technical Memorandum
Stormwater Master Plan
Funding Analysis
Submitted to
Albemarle County, Virginia
April 2004
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Contents
Executive Summary ...... .... ............................ ............................................. .........................................1
Goals and Objectives of the Funding Plan...................................·..........·.....·..·......·....·......·..·1
Recommended Funding Plan ....... ......... ..... .... ....... ............. ...... ...... ........... ............... ...... ..........2
Current Funding and Budgeting ....................... ....... ......................... .................... .... ...............3
Candidate Funding Sources ............................. ................ .... ........... ..... ........... .... ...... ..... ...........4
Revenue-Generating Capabilities of Identified Funding Sources .......................................5
Funding Strategies Analysis ..... ..... ..... ..... ........ ....... ......... .......... ..... ................ ....... .... .... ...........6
Goals and Objectives of the Funding Plan ....................................................................................9
Curren t Fun din g and B u dgetin g............................ ......... ..... ........................................ ..................11
Revenues................................................................................................................................... .11
Operating Budget .......... ....... ........ .... .......... ...... ............. ... ... ....... ..... ...... .................. .......... .... ...12
Capital Improvement Program .... ...... ..................... ............ ...... ...... ...... ......... ........... ........ .....14
Can di date Funding Sources ........................................... ....... .... .............. .............. ....... ...................15
Long- T enn Financing .. ..... ...... .... .......... .... ...... ......... ..... ............... ........ ............. ........... .... .... ....15
Government Obligation (GO) Bonds.......... ............. ............. ............. ........... .......... .....15
Revenue Bonds.. ........ .... ........... .... .... ........ ....... ..... .................. .... .......... ......... ...... .... ........16
State Revolving Fund (SRF) Loans. ............ ......... ..... ..... ...................... ............... ........ ..16
Grants............................................................................................................................. ........ ... .16
Pro-Rata Share. ..... ........ ... ............ ......... .... .... ........... .......... ..... ......... ....... ..... ... ...... ...... ............. ..17
General Fund............... ............. .......... .............. .................. ......... .......... ...................... ......... .....17
Plan Review and Pennit Fees ..... ........ ........... ...... .......... .... .................. .............. ....... ..............18
System Development Charges (Impact Fees) .......................................................................18
Special Taxing Districts . ..... .......... ..... .................. ............... ..... ............ ..... ..... ............... ........ ...19
Watershed Improvement Districts (WlDs) ...........................................................................19
Stormwater Utility ...... .... ..... .......... ........ ............... ........ ........ ........... .......... ..... ... ............... ........20
Revenue-Generating Capabilities of Identified Funding Sources.........................................·21
Stormwater Utility ................ ..... ...... ........ ..... .... ......... ........... ........................... ...... .... ............. ..21
Long- T enn Financing ....... ..... ........... ................... .... ..... .................... ...... ..... ..... ...... ..... .... ........23
Pro-Rata Share.....................................................................··..····..·..···..··················..···..·..······· .25
Plan Review and Pennit Fees .... ....... ....... ........................ ......... ..... ........ ..... ....................... .....26
Funding Strategies Analysis ........................................................................ ..... ......................... .....28
Level of Service..............................................................·..·······..·..·········..···..·..·····..·..··· .......... ..28
Option I-Development Areas .... ..... ......... ........... ......... .... ........... ............ ........ ................... ..29
Option 2 --Countywide ............................................................... ........................................... .33
Option 3--General Fund Only....... ... ..... ....... ...... ...... .... ..... .............. ........... ........... ................34
Recommended Funding Plan....... ...... .......... ............ .............. ....................................... ..................36
Attachment A Stormwater Management Funding Plan Model..............................................·37
WOC033110001 Z1P1llE
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STORMWATER MASTER PIAN FUNDING ANALYSIS
Tables
E5-1 Revenue-Generating Capabilities of Selected Funding Sources
E5-2 LOS Options For Maintenance of Drainage System
E5-3 LOS Options For Maintenance of BMP Facilities
E5-4 Estimated existing, newly mandated, expected costs for Option 1
E5-5 Estimated existing, newly mandated, expected costs for Option 2
1 Funding Sources and County Estimated Current Funding
2 Breakdown of Expenditures, Revenue, and Net Cost for Engineering and
Public Works Department
3 Assumptions for Preliminary Estimate of Countywide Stormwater Utility
4 Assumptions for Preliminary Estimate of Stormwater Utility Limited to
Development Areas
5 Pro-Rata Share Revenue Estimates Based on Preliminary Regional BMP Feasibility
Study
6 Fee Schedule for Erosion and Sediment Control
7 Fee Schedule for Stormwater Management
8 LOS Options For Maintenance of Drainage System
9 LOS Options For Maintenance of BMP Facilities
lOa Summary of existing, newly mandated, and expected program costs under Option 1
lOb Option 1-Development Areas
11a Summary of existing, newly mandated, and expected program costs under Option 2
11b Option 2-Countywide
Figures
ES-1 Recommended Funding Plan
ES-2 Breakdown of Engineering and Public Works Operating Budget for FY 2004
Adopted Budget
E5-3 Stormwater Projects: Approved CIP and Capital Needs Assessment
1 Breakdown of General Fund Revenues for FY 2004 Adopted Budget
2 Breakdown of Engineering and Public Works Operating Budget for FY 2004
Adopted Budget
3 Stormwater Projects: Approved CIP and Capital Needs Assessment
4 Preliminary Estimate of Countywide Stormwater Utility Revenues in Albemarle
County-Varying Assumptions for Area of the ERU
5 Preliminary Estimate of Countywide Stormwater Utility Revenues in Albemarle
County-Varying Assumptions for Monthly Fees per ERU
6 Preliminary Estimate of Stormwater Utility limited to Development Areas Revenues
in Albemarle County-Varying Assumptions for Impervious Area Per ERU
7 Preliminary Estimate of Stormwater Utility limited to Development Areas Revenues
in Albemarle County-Varying Assumptions for Monthly Fees Per ERU
8 Target Debt Service Limit for Albemarle County
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WDC033110001Z1PILLE
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Final Technical Memorandum
Storln:water Master Plan
Funding Analysis
Prepared for
Albemarle Còunty, Virginia
April 2004
Prepared by
CH2MHILL
13921 Park Center Road
Suite 600
Herndon, VA 20171
In Association with
Albemarle County Department of Engineering
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Final Technical Memorandum
Storln:water Master Plan
Funding Analysis
Submitted to
Albemarle County, Virginia
April 2004
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Contents
Execu ti ve Summary ... ...................................................... ................ .................................... ...............1
Goals and Objectives of the Funding Plan..............................................................................l
Recommended Funding Plan ........... ......... .... .......... ...... .................. .... ..... ......... .... .... ... ............2
Current Funding and BudgetÍI\g ...... ......... ...... ..................................... ..... ......... ....... ...............3
Candidate Funding Sources ......... ..... ......... .......... ..... ............................ ........................ ............4
Revenue-GeneratÍI\g Capabilities of Identified Funding Sources .......................................5
Funding Strategies Analysis ......... ... .......... .... ........ .......... .......... ..... .................... ................. .....6
Goals and Objectives of the Funding Plan ....................................................................................9
Curren t Funding an d Budgeting .......................................... ..................... ........... ............. .............11
Revenues................................................................................................................................... .11
OperatÍI\g Budget ....... ......... ..... ...... ..... ........ ...... ..... ... ....... ..... ......... ........ ...... ... ..... ..... ..... ... ...... .12
Capital Improvement Program ............. ........................... ....... ................... ........... .... .......... ...14
Can did ate Fun ding Sources. .................. ..................... ... .............. ........... .............. ......... .................15
Long- T eI'IIl Financing .... ..... ..... ............ .... ... ..... ............ ......... .... ........ ... ........... ..... ....... ... .... .... ..15
Government Obligation (GO) Bonds ................. ..... .............. ............. ........... ..... ........ ..15
Revenue Bonds.. .... ....... ......... ...... .... ... ..... ..... ...... .... ..... ... ....... ....... ..... ... ...... ...... ..... ... .......16
State Revolving Fund (SRF) Loans ............ ............... ..... ............ .......... ............... ..........16
Grants........................................................................................................................................ .16
Pro-Rata Share ....... ......... ...... ........ ....... ......... .......... ....... ......................... ......... ........... ............. ..17
General Fund....... ...... ...... ..... .... ....... ... .......... .... ............ ........ ............. ..... ..... .... ..... ............ ....... ..17
Plan Review and Permit Fees . ...... ....... ...... .... ........... .......... .... ............ ............ .......... ..... .........18
System Development Charges (Impact Fees) .......................................................................18
Special Taxing Districts ..... ....... ......... .............. .... ......... ........... ..... ....... ..... ................ .... ........ ...19
Watershed Improvement Districts (WIDs) ......... .... ...... ............. ............ ......... ............ ...... ....19
StOI'IIl water Utility................................................................................................................... .20
Revenue-Generating Capabilities of Identified Funding Sources..........................................21
StoI'IIlwater Utility ... .... ....... ....... ... ..... ..... .................... ... ....... ... .... ................. ... ... ... .... ....... ..... ...21
Long- T eI'IIl Financing .... ..... ......... ..... ..... .... ........... ...... .... ........ ........... ...... ..... .......... ..... ..... .... ...23
Pro-Rata Share.................... ...... ...... .... ... .......... ..... ........ ... .... ................ ........ ... .......... .... ...... .... ...25
Plan Review and Permit Fees ... ....... ............. ............... .......... ................. ...... ......... ..... ........ ....26
Funding Strategi es Analysis ............................... ............................................................................28
Level of Service....................................................................................................................... ..28
Option I-Development Areas...... .... ............... .... .......... .............. ........ .... ...... .......................29
Option 2--Countywide .... ........... .... .............. ........... ...... ............................. ........... .... ........ .....33
Option 3--General Fund Only.......... ..... ..... .............. ......... .............. ........... ........ ...... ........ .....34
Recommend ed Funding Plan................. ...... .......................... .... ............ ...... ............................... ....36
Attachment A Stormwater Management Funding Plan Model ...............................................37
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STORMWATER MASTER PLAN FUNDING ANALYSIS
Tables
E5-1 Revenue-Generating Capabilities of Selected Funding Sources
E5-2 LOS Options For Maintenance of Drainage System
E5-3 LOS Options For Maintenance of BMP Facilities
E5-4 Estimated existing, newly mandated, expected costs for Option 1
E5-S Estimated existing, newly mandated, expected costs for Option 2
1 Funding Sources and County Estimated Current Funding
2 Breakdown of Expenditures, Revenue, and Net Cost for Engineering and
Public Works Department
3 Assumptions for Preliminary Estimate of Countywide Stormwater Utility
4 Assumptions for Preliminary Estimate of Stormwater Utility Limited to
Development Areas
S Pro-Rata Share Revenue Estimates Based on Preliminary Regional BMP Feasibility
Study
6 Fee Schedule for Erosion and Sediment Control
7 Fee Schedule for Stormwater Management
8 LOS Options For Maintenance of Drainage System
9 LOS Options For Maintenance of BMP Facilities
lOa Summary of existing, newly mandated, and expected program costs under Option 1
lOb Option i-Development Areas
lla Summary of existing, newly mandated, and expected program costs under Option 2
llb Option 2-Countywide
Figures
E5-1 Recommended Funding Plan
E5-2 Breakdown of Engineering and Public Works Operating Budget for FY 2004
Adopted Budget
E5-3 Stormwater Projects: Approved CIP and Capital Needs Assessment
1 Breakdown of General Fund Revenues for FY 2004 Adopted Budget
2 Breakdown of Engineering and Public Works Operating Budget for FY 2004
Adopted Budget
3 Stormwater Projects: Approved CIP and Capital Needs Assessment
4 Preliminary Estimate of Countywide Stormwater Utility Revenues in Albemarle
County-Varying Assumptions for Area of the ERU
S Preliminary Estimate of Countywide Stormwater Utility Revenues in Albemarle
County-Varying Assumptions for Monthly Fees per ERU
6 Preliminary Estimate of Stormwater Utility limited to Development Areas Revenues
in Albemarle County-Varying Assumptions for Impervious Area Per ERU
7 Preliminary Estimate of Stormwater Utility limited to Development Areas Revenues
in Albemarle County-Varying Assumptions for MontWy Fees Per ERU
8 Target Debt Service Limit for Albemarle County
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Executive Summary
Albemarle County's Comprehensive Plan designates specific Development Areas (DAs), with
the remainder of the County designated as Rural Areas. Within the Development Areas, the
land use designation, zonin~ and infrastructure allow for relatively intensive development
patterns. The County's Neighborhood Model for the Development Areas encourages infill
development, which will create an even higher intensity of impervious areas and stormwater
runoff.
While concentrating development activity within the limited bounds of the Development
Areas provides an overall watershed management framework that is consistent with the
Chesapeake 2000 Agreement, it also provides a challenge to protecting water resources within
these areas. Streams within the Development Areas have already been impacted by existing
and former land uses, and future development will also impact streams. Proactive
stormwater planning can help to mitigate these impacts and even promote the restoration of
water resources for their ecological, recreational, and cultural values.
In an effort to protect these resources a Stormwater Master Plan is being developed for the
Development Areas. One of the key elements in the Master Plan is the development of a
funding strategy that can support the program throughout its implementation. This
memorandum summarizes the analysis of potential funding alternatives and recommends a
funding strategy that can meet the goals of the program.
Goals and Objectives of the Funding Plan
County staff members identified the following funding goals and objectives as being
important to the program:
~ Equity is important because property holders expect to pay their share of the costs
for services provided (stormwater management).
~ Support for infill development within the development areas will help deter
development in rural areas.
~ Availability of funding for programs of interest to stakehòlders will help build
community support for the proposed funding plan.
~ Maximum use of pro-rata share and development fees before implementing a
stormwater utility or other funding will have more support from the public, and
may be more cost effective in the short-term.
~ Efficient billing and administrative systems will help keep operating costs down. It
may be the case that existing staff and databases can be used to support a billing
system for a stormwater utility.
~ Understandable user charge methods will help ensure successful implementation of
the funding plan.
~ Support for educational programs will help citizens gain a better understanding of
the need for stormwater management.
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STORMWATER MASTER PlAN FUNDING ANALYSIS
Recommended Funding Plan
The recommended funding plan (Figure ES-l) consists of the following:
- Implementation of a countywide stormwater utility
- Continued and expanded use of pro-rata share program
· Continued use of Erosion and Sediment Control, Plan Review, and Permit fees.
· Use of grant funding when applicable and available
FIGURE E8-1
Recommended Funding Plan
~- ~~ ;~~~:''-~;.', !,~i~ :~-l r--. ,~.: :;~;:' ,'~:~ ~ ~,,::-:- 'r' ; ::~ ¡"''',11 ';',' :;~; ;~.. '1 r' ';'';''~':T:'~, t~:';-=:r-'l f- ~7~'¡, ~'i~~~~-;r;~"-'1
~ ' .. '. " , !, .. , " I", ' , '" , ¡ , ~,' 11 .... , ... , i " ï ' , j
c. ".. ., -, 't .'...' --. ""~.' :_J~_, .. U .d'.=-..,__ JL.. " ¡'~"" ·u",'· J~ ".'~,~_u,_..J
General Fund
General Fund
General Fund
General Fund
General Fund
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STORMWATER MASTER PlAN FUNDING ANALYSIS
Under the recommended funding plan, the stormwater utility will provide a dedicated
funding source for stormwater management programs countywide. The stormwater utility
can help fund programs that help reduce flooding, improve water quality, improve natural
habitats, and benefit natural resources for recreation uses. The utility can also help fund
maintenance of stormwater management facilities. The pro-rata share program will
continue to collect fees to help fund regional stormwater management facilities. As
development continues in the County, the E&S control, plan review, and permit fees can
help pay for the administrative cost of reviewing development plans and performing site
inspections.
Current Funding and Budgeting
As reported in the FY 2004 Adopted Budget, the Operating Budget for Engineering and
Public Works is approximately $4.2 million. A breakdown of this budget is provided in
Figure E5-2.
AGURE ES-2
Breakdown of Engineering and Public Works Operating Budget for FY 2004 Adopted Budget
Engineering and Public Works
Public Works
58%
Engineering
37%
Water
Resource
Management
5%
Stormwater management activities are shared by Public Works, Engineering, and Water
Resource Management (names may be different based on reorganization). The stormwater-
related functions for Engineering and Water Resources include the following:
· Erosion and sediment control (plan review and inspection)
· Stormwater management review of development applications and plans (e.g., site plans)
- Stormwater management facilities (inspection and maintenance)
- Management of stormwater capital projects in the CIP
- Water resources management
- Compliance with the County's municipal storm sewer permit program under NPDES
Phase II
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STORMWATER MASTER PlAN FUNDING ANALYSIS
Based on the FY 2004 Adopted Budget, the total CIP (Engineering and Public Works) for
FYs 2004-2008 is reported to be $2.35 million and the total CIP for FYs 2009-2013 is reported
to be $3.25 million. Figure £5-3 shows the annual CIP requirement (stormwater projects
only) assumed in the FY 2004 adopted budget.
FIGURE E8-3
Stormwater Projects: Approved CIP and Capital Needs Assessment
FY 2004 - 08 Approved CIP and
FY 2009 - 13 Capital Needs Assessment
$700
$600
-
g $500
~
~ $400
f $300
ca
-
Õ $200
C
$100
$0
FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13
Candidate Funding Sources
There is a variety of funding source candidates for stormwater management, including the
following:
· Long-term financing (GO Bonds, Revenue Bonds, State Revolving Loan Funds)
- Pro-rata share
· General Fund
· Plan Review and Permit fees
· System Development Charges (impact fees)
- Special Taxing Districts
· Watershed Improvement Districts
- Stormwater Utility
It is important to identify candidate (alternative) funding sources to supplement traditional
funding sources (e.g., General Fund), because the availability of additional General Fund
revenues varies from year to year. Alternative funding sources can help stormwater
management officiaJs fund additional program elements.
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STORMWATER MASTER PLAN FUNDING ANALYSIS
Revenue-Generating Capabilities of Identified Funding Sources
Table ES-l provides a summary of the revenue generating capabilities of identified funding
sources.
TABLE E5-1
Revenue-Generating Capabilities of Selected Funding Sources
Funding Source
Estimated
Revenue
Potential
(Annual) [a]
Notes
Countywide -
Stonnwater Utility
Development Areas -
Stonnwater Utility
$12 per year per ERU, ERU = 2,000 sq. ft., == 75,100 ERUs Ic]
$901,200 * Programs funded by countywide utility are for the entire county.
$510,000 *
$12 per year per ERU, ERU = 2,000 sq. ft., == 42,500 ERUs [c)
Programs funded by utility are limited to Development Areas.
FY 2003 revenues were approximately $7,500
Revenues will vary depending on the number of plans submitted for
review.
Plan Review Fees
$7,500
Erosion and Sediment
Control Fees
$135,000
FY 2003 revenues were approximately $135,000
Revenues will vary depending on the number of plans submitted for
review.
FY 2003 revenues were approximately $10,000. An increase in the
revenues from pro rata share fees was identified as an objective of the
program. This estimate is based on regional BMP capital costs, a 20-
year build out schedule and assumes 80 percent of drainage areas are
developable.
Limited based on County's debt management policies. Based on
Adopted FY 2004 budget, net debt as a percent of the estimated market
value of taxable property should not exceed 2 percent, or the ratio of
debt service expenditures as a percent of general fund and school fund
revenues should not exceed 10 percent
[a) Except for long-tenn financing. Bond funds distributed to bond holder and repaid over a specified payment
period.
[b) This estimate assumes that the operating budget and debt service remains unchanged in FY 2005 at
$186,163,000 and $12,691,000, respectively. This estimate does not consider retired debt.
[c) Some values used are preliminary estimates. Before implementing a Stonnwater Utility, the ERU basis, the
actual total number of single family residential properties, and the actual total impervious area for nonresidential
properties will need to be detennined.
* Does not include credits.
Pro-rata Share
$30,000
Long-tenn Financing
$5.9 million [bJ
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Funding Strategies Analysis
STOAMWATER MASTER PLAN FUNDING ANALYSIS
The CH2M HILL Project Team analyzed three funding strategies: Option I-Development
Areas and Option 2-Countywide, described below; and Option 3--General Fund Only.
The primary difference between Options 1 and 2 is the use of a Development Area
stormwater utility instead of a Countywide one. In addition, costs associated with the
following specific program elements were increased in Option 2 to account for
implementation of the programs countywide.
- E&S Plan Review and Inspection
· Stormwater Plan Review
- Stream Assessments
- Watershed Studies
· Perennial Stream Determination
- Greenways (Other Capital Projects)
· Drainage Improvement Projects (Other Capital Projects)
· Floodplain Management (Year 5)
Option 1-Development Areas
· Stormwater Utility limited to Development Areas
· Preliminary stormwater utility rate is $2.14 per
month per ERU (5-year average)
· Assumes no General Fund revenues for
stormwater management after Year 1
· Assumes use of pro-rata share for regional facility
construction costs
· Assumes use of Plan Review and Permit fees and
E&S Plan Review fees to supplement
administrative costs
· Program costs for Option 1 are approximately $1.9
million less than Option 2 (over the 5-year study
period)
· Program costs are less because some services
would be limited to Development Areas. Programs
for the remainder of the county would have to be
funded through the General Fund.
Advantages:
· A majority of the services are provided within the
Development Areas, which is where most of the
impervious areas is located. Therefore, the
residents that live in the DAs direcUy receive
services for which they pay.
· The billing system could be implemented through
the Service Authority with relative ease.
Disadvantages:
· Residents and business owners within DAs may
feel it is unfair (not equitable) that they pay for
some countywide services.
· It might create a disincentive to live within the DAs
(which is contrary to the intent of the DA).
WDC033110001.l1PiUE
Option 2-Countywide
· Countywide Stormwater Utility
· Preliminary stormwater utility rate is $1.65 per
month per ERU (5-year average)
· Assumes no General Fund revenues for
stormwater management after Year 1
· Assumes use of pro-rata share for regional facility
construction costs
· Assumes use of Plan Review and Permit fees and
E&S Plan Review fees to supplement
administrative costs
· Program costs for a countywide Stormwater Utility
are higher because additional services are
provided countywide
Advantages:
· Program equity. The intent of creating the DAs is
to protect the rural nature of the areas outside the
DAs. This approach requires focused storrnwater
management within the DAs. All county residents
can benefit from the protection of the rural areas.
Therefore, all residents should pay an equal share
of the cost of preserving the rural area.
· There is a higher revenue potential (i.e., ratepayer
base) with a countywide fee. which enables the
County to fund a comprehensive stormwater
management program.
Disadvantages:
· Without proper community outreach residents of
the county may perceive that they are paying for
services that favor the DAs.
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As a third option, the County could use the General Fund in combination with increased usage of
pro rata, plan review fees, and other funding sources. It is estimated that $1.5 million in year one,
growing to $2.1 million in year five, will be needed to fund the stormwater management
programs countywide at the recommended level of service. Without significant increases in other
funding sources, the general fund allocation to stormwater will need to be increased by
approximately $500,000 to $1,100,000 over the current funding.
The revenue requirements for stormwater management programs depend on the level of service
the County adopts and the scope of funding (i.e., countywide versus development area). Based on
input from County staff, CH2M HILL developed a recommended level of service for each
funding item. Tables ES-2 and ES-3 summarize the levels of service evaluated during the kick-off
meeting with County staff. The levels selected during the meeting are shaded in gray. The level of
service assumptions will be adjusted during utility development based on input from the County
Board.
TABLE E5-2
LOS Options for Maintenance of Drainage System
Activity
Inspection
Low
~~9;i~t
'~~', .,.... '.,:+
Emergency
maintenance onl
No information
mana ement
High
Maintenance
Data Management
TABLEES-3
LOS Options For Maintenance of BMP facilities
Activity
BMP Inspection
Low
BMP Maintenance
Inspect partial number
of BMPs eve ear
Emergency
maintenance onl
No program
administration funded
BMP Data
Mana ent
Table ES-4 provides a summary of the estimated existing, newly mandated, and expected costs
under Option 1 (Development Areas).
TABLE ES-4
Estimated existing, newly mandated, expected costs for Option 1
Year 1
Year 2
Year 3
Year 4
Year 5
Existing
Newly Mandated
$ 560,000
$ 240,000
$ 600,000
$ 220,000
$ 650,000
$ 180,000
$ 690,000
$ 110,000
$ 740,000
$ 110,000
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STORMWATER MASTER PLAN FUNDING ANALYSIS
TABLE ES-4
Estimated existing, newly mandated, expected costs for Option 1
Year 1
Year 2
Year 3
Year 4
Year 5
Expected
Total
$ 360,000
$1,160,000
$ 390,000
$1,210,000
$ 420,000
$1,250,000
$ 460,000
$1,260,000
$ 620,000
$1,470,000
Table ES-5 provides a summary of the estimated existing, newly mandated, and expected costs
under Option 2 (Countywide).
TABLEES-5
Estimated existing, newly mandated, expected costs for Option 2
Year 1 Year 2 Year 3 Year 4 Year 5
Ex/sting $ 660,000 $ 700,000 $ 750,000 $ 790,000 $ 840,000
Newly Mandated $ 240,000 $ 220,000 $ 180,000 $ 110,000 $ 120,000
Expected $ 560,000 $ 610,000 $ 670,000 $ 730,000 $1,110,000
Total $1,460,000 $1,530,000 $1,600,000 $1,630,000 $2,070,000
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Goals and Objectives of the Funding Plan
During a meeting of key staff from Engineering, Public Works and Water Resources, County
staff members discussed the key goals and objectives of a successful funding plan. The staff
identified the following funding goals and objectives as being important to the program:
· Equity
· Support economic development within development areas
· Fund programs of interest to stakeholders
· Maximize fees from pro-rata share and development
· Utilize efficient billing and administrative systems
· Use charge methods that are understandable, and
· Develop supporting education programs
Equity is important because property holders expect to pay their share of the costs for
services provided (stormwater management). Structuring funding mechanisms so that they
offer an equitable way of funding stormwater management programs supports a defensible
funding plan.
Supporting economic development plans within development areas will help deter
development in rural areas. 11ús is important to the County to protect the rural watersheds
and streams. Recent surveys indicating that the public values the recreational and aesthetic
benefits offered by rural areas provide additional support for this approach.
Availability of funding for programs of interest to stakeholders will help build
community support for the proposed funding plan. For example, stakeholders interested in
the preservation of natural resources and water supply protection will most likely be
supportive of a funding plan that provides for development of Greenways, restoration of
natural resources, and that emphasizes development in development areas. Further, existing
stormwater management facility owners would likely be interested in a program whereby
the County maintains stormwater management facilities.
Maximum use of pro-rata share and development fees before implementing a stonnwater
utility or other funding will have more support from the public, and may be more cost
effective in the short term. However, these fees are dependent upon sustained growth and
development.
Efficient billing and administrative systems will help keep operating cost down. It may be
the case that existing staff and databases can be used to support a billing system for a
stormwater utility. For example, if a stormwater utility is limited to development areas, then
if may be cost effective to have the billing mechanism administered through the Service
Authority, which covers about 90% of Development Areas.
Understandable user charge methods will help ensure successful implementation of the
funding plan. That is, a Stormwater Utility user fee that is a flat rate for all residential single-
family detached and attached (i.e., townhouse) homes is easier to understand than a
multitier rate schedule.
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STORMWATER MASTER PlAN FUNDING ANALYSIS
Developing supporting educational programs will help citizens gain a better
understanding of the need for stonnwater management. Educational programs can help
citizens understand the importance of stonnwater management, link it to reduced flooding,
improved water quality, protection of wildlife habitat, and lead to increased public health
and safety. It is crucial that these programs make the link between funding stonnwater
management programs and the benefits received.
Of the goals and objective described above, there is consensus among County staff that
support for development within the development areas is probably the highest priority goal
for the funding program. There was lengthy discussion on how residents and others would
perceive paying for improvements. Countywide surveys indicate that residents rank water
resources and preservation of natural resources as being more important than other public
services; however, often the link is not made between stonnwater management and
protection of these natural resources. In addition, owners of properties with poorly
maintained facilities would likely support a County program that provides for maintenance
of those facilities. On the other hand, while there is support for getting some program
elements accomplished, there may not be support for the additional fees and charges to
accomplish this. Given the range of goals and objectives the following sections attempt to
present a funding strategy that is responsive to each.
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Current Funding and Budgeting
Current funding sources for stormwater management related functions include the
following:
· General Fund
· Pro-rata share
· Plan review fees
· Development fees
The FY 2004 operating budget for stormwater functions primarily falls under the
Departments of Engineering and Public Works. These are currently being reorganized;
however, both current and future evaluations are presented under the previous
organization for consistency.
Revenues
A majority of the revenues that fund stormwater management activities are derived from
the General Fund. A small portion is derived from a combination of funds from pro-rata
share, plan review fees, development fees, and grants.
As reported in the FY 2004 Adopted Budget, General Fund revenues are approximately
$128.3 million. The breakdown of General Fund revenues is illustrated in Figure 1.
AGURE1
Breakdown of General Fund Revenues for FY 2004 Adopted Budget
General Fund Revenues
Other Local
Revenue
3%
Transfer /
Fund Balance
2%
State Revenue
14%
General
Property Tax
56%
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STORMWATER MASTER PlAN FUNDING ANALYSIS
Stormwater management activities are shared by Public Works, Engineering, and Water
Resource Management. The stormwater functions for Engineering and Water Resources
include the following:
· Erosion and sediment control (plan review and inspection)
· Stormwater management review of development applications and plans (e.g., site plans)
· Inspection and maintenance of stormwater management facilities
· Management of stormwater capital projects in the CIP
· Water resources management
· Compliance with the County's municipal storm sewer permit program under NPDES
Phase II
Table 2 shows a breakdown of expenditures (i.e., salaries, benefits, operating, capital
outlay), revenue (local and transfers), and net cost (assumed to be covered by General Fund)
for the entire Engineering and Public Works Department, and an estimate of the portion
specifically related to stormwater management.
TABLE 2
Breakdown of Expenditures, Revenue, and Net Cost for Engineering and
Public Works Department
FY 2002
(Actual)
FY 2003
(Revised)
FY 2004
(Adopted)
Engineering. Public Works and Water Resources Management
Expenditures $2,826,966 $3,376,235 $4,163,607
Revenue $381,488 $516,351 $907,918
Net Cost $2,445,478 $2,859,884 $3,255,689
Stonnwater Management Related Activities
Expenditures $469,600 $512,897 $520,561
Revenue $102,361 $142,517 $137,550
Net Cost $367,239 $370,380 $383,011
According to the FY 2004 Adopted Budget, the decrease in local
revenue for Stonnwater Management is due to the elimination of
Watershed Management revenue.
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STORMWATER MASTER PlAN FUNDING ANALYSIS
Capital Improvement Program
Based on the FY 2004 Adopted Budget, the total CIP for FYs 2004-2008 is reported to be
$2.35 million and the total CIP for FYs 2009-2013 is reported to be $3.25 million. Figure 3
shows the annual CIP requirement that is documented in the FY 2004 adopted budget.
FIGURE 3
Stormwater Projects: Approved CIP and Capital Needs Assessment
$700
$600
-
g $500
q
~ $400
~ $300
CG
Õ $200
C
$100
$0
WOC033110001.ZIPIlLE
FY 2004 - 08 Approved CIP and
FY 2009 - 13 Capital Needs Assessment
FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13
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Candidate Funding Sources
There is a variety of candidate funding sources for stonnwater management, including the
following:
· Long-tenn financing (GO Bonds, Revenue Bonds, State Revolving Loan Funds)
· Pro-rata share
· General Fund
· Plan review and permit fees
· System development charges (impact fees)
· Special taxing districts
· Watershed improvement districts
· Stonnwater utility
It is important to identify candidate (alternative) funding sources juxtaposed to traditional
funding sources (Le., General Fund), which vary year-to-year in their ability to generate
revenues. Alternative funding sources can help stonnwater management officials identify
funding for additional program elements, such as those that will arise from mandatory
compliance with NPDES Phase II.
Long-Term Financing
Government Obligation (GO) Bonds
Brief description and most likely applicability. Counties can use their general borrowing
powers to issue bonds for capital projects that support stonnwater management activities.
The projects would need to be relatively substantial for the process of issuing bonds (and
the associated issuance costs) to be worthwhile.
Potential for revenues. The potential revenues are considered high because of the existing
combined property tax base of taxable property in the County.
Primary advantages. Substantial funding can be secured in a short time. The borrowed
funds can be repaid over an extended period of 20 or 30 years, if the facilities being
developed have useful lives of that duration. GO bonds carry lower interest rates than some
other borrowing options, because the full faith and credit of the County are used to support
the bond issue.
Primary disadvantages. Use of GO bonds requires voter approval, which may delay or
jeopardize availability of funding. GO bonds cannot be used for activities that are
categorized as operation and maintenance. Financing costs (e.g., issuance costs) need to be
incurred. Interest rates will depend on credit rating and market conditions.
Additional implementation considerations. The debt service for GO bonds could be repaid
through taxes on real property or other contributions, such as a stonnwater utility charge
based on an impervious area-tbased fonnula.
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STORMWATER MASTER PLAN FUNDING ANALYSIS
Revenue Bonds
Brief description and most likely applicability. If the County develops a utility fee that
covers stormwater CIP projects, the revenues from the user fees could be used to leverage
revenue bonds. The projects would need to be relatively substantial for the process of
issuing bonds (and the associated issuance costs) to be worthwhile.
Potential for revenues. The potential revenues are considered high because the combined
service base of the communities is significant, and the ability to spread repayments over
time increases the amount of funds that could be raised in comparison with funding sources
that need to be immediately charged to customers.
Primary advantages. Substantial funding can be secured in a short time. The borrowed
funds can be repaid over an extended period of 20 or 30 years, if the facilities being
developed have useful lives of that duration.
Primary disadvantages. Revenue bonds cannot be used for activities that are categorized as
operation and maintenance. Financing costs (e.g., issuance costs) need to be incurred.
Interest rates will depend on credit rating and market conditions. Revenue bonds typically
carry higher interest rates than general obligation bonds, because they are not backed by the
full faith and credit of the property holders within the issuing jurisdiction.
Additional implementation considerations. The debt service for revenue bonds could be
repaid through fees based on impervious area or a more simplified flat fee formula. As such,
there are opportunities to use a repayment basis with a strong connection with the
contributions to the stormwater conditions being addressed by projects.
State Revolving Fund (SRF) Loans
Brief description and most likely applicability. Funding may be available to support some
capital projects through the SRF programs.
Potential for revenues. The availability of funding is considered moderate because of the
application process and competition with other jurisdictions.
Primary advantages. This program provides access to low-interest-rate loans. Reduced
financing costs also are achieved by eliminating closing and issuance costs. Repayments and
interest costs are deferred until project completion.
Primary disadvantages. Competition with other Virginia jurisdictions and with other non-
watershed projects (Le., wastewater) may be strong. Federal regulations allow SRF funds to
be used to address stormwater and urban runoff issues. The availability and applicability of
these program options in Virginia is based on the approved Priority Project List (pPL) and
Intended Use Plan (IUP).
Grants
Brief description and most likely applicability. Funding may be available through some
other state or federal programs to support watershed improvements or programs. The most
notable federal grant programs include the following:
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STORMWATER MASTER PLAN FUNDING ANAlYSIS
· Nonpoint Source Implementation Grants (319 Program)
· Water Quality Cooperative Agreements
· Small Watershed Program
Potential for revenues. Grant income is low and dependent upon variable program funding
levels.
Primary advantages. Provides additional revenues that are not required to be repaid.
Primary disadvantages. Program funding criteria change from year to year. Grants may
require matching funds. There is no guarantee that funding will be provided. The funding
received in comparison to the amount of effort and resources committed to securing the
grant is generally low. In addition, there is often stiff competition for grant funds.
Note: The County has received funding through several grants, including Clean Water Act
(Section 319), State Water Quality Improvement Fund (WQIF), and other smaller grant
sources for components of the water resources program (i.e., development of the
Stormwater Management Master Plan).
Pro-Rata Share
Brief description and most likely applicability. A pro-rata share program requires
developers to pay for the cost of building facilities that benefit the new development, such
as a regional stormwater management facility. The County currently has a pro-rata share
program and has expressed interest in maximizing its use prior to implementing a
stormwater utility or other funding source.
Potential for revenues. Low to moderate, limited to the improvements needed for new
development.
Primary advantages. Developers pay for growth. Provides an equitable way of funding
improvements associated with new development.
Primary disadvantages. Payment by developers is not made until development occurs. It is
likely that improvements such as regional stormwater management facilities should be
completed before development occurs. Thereby, the County will need to fund the
construction of the facilities and receive pro-rata share payments in the future to repay its
infrastructure investment.
General Fund
Brief description and most likely applicability. Surplus general fund balances could be
used to fund all elements of the stormwater program. These surpluses would be funds
available from unused property tax revenues and interest income from prior years' general
fund budgets.
Potential for revenues. The funds available from this source could range from low to high.
In general, there are no significant funds that could be used without increases in property
tax rates or other sources of general fund revenues.
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STORMWATER MASTER PLAN FUNDING ANAlYSIS
Primary advantages. The mechanism for administering general fund revenues is already in
place.
Primary disadvantages: General Fund balances may fluctuate significantly from year to
year and may not match the expected needs for the stormwater program. In addition, the
sources of these funds, such as property tax surpluses, may not relate well to stormwater
needs. Stormwater program may need to compete for funding against politically charged
issues like education and social programs.
Plan Review and Permit Fees
Brief description and most likely applicability. The County maintains a "plan review"
procedure, which outlines how the review of a project's plan is administered. There may be
other permits and approvals that are required for a particular project, including developer's
agreements, right-of-entry permits, easements, curb cuts, street closure permits, and utility
agreement/permits. Stormwater affects nearly every aspect of construction/development.
To the extent possible, additional fees could be collected to offset plan review and
permitting costs associated with stormwater management. In general, plan review fees are
based on flat fees and acreage of disturbed areas.
Potential for revenues. The availability of funding may be low if the number of plans
submitted for review is small.
Primary advantages. The County is currently authorized to collect plan review and permit
fees. Developers pay for fees.
Primary disadvantages. The amount of revenue generated may be insignificant because of
too few plan reviews.
System Development Charges (Impact Fees)
Brief description and most likely applicability. System Development Charges (SOCs) are
fees that are collected from developers and help pay for infrastructure improvements
associated only with new development. In essence, SDCs help pay for new growth in the
system. SDCs only apply to new customer demand and the fees are based on the value of a
system's capacity and the amount of capacity required for new development (growth). In
general, SDCs can be developed for water, wastewater, transportation, and stormwater
systems. However, transportation impact fees are not authorized in Albemarle County; and
stormwater impact fees are not allowed in Virginia at this time. (VA Code Section 15.2-2319)
Potential for revenues. Low to moderate.
Primary advantages. Helps finance capital improvements in rapidly developing/ growing
jurisdictions in a equitable and defensible manner. Typically, impact fees can be used to
leverage bond financing.
Primary disadvantages. Fees are limited to new growth, so the potential for revenues is
limited to the rate and extent of growth.
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STORMWATER MASTER PLAN FUNDING ANALYSIS
Stormwater Utility
Brief description and most likely applicability. A stormwater utility is a method of
providing a dedicated funding source for a stormwater management program. A
countywide stormwater management utility could be created with a fee structure, ranging
from flat fees to a formula tied more specifically to a property's contributions to stormwater
problems. (VA Code 15.2-2114)
Potential for revenues. Moderate to high, depending on political support and policy
decisions related to the fee structure.
Primary advantages. A stormwater utility fee represents a dedicated funding source that is
not in competition with other uses. The fee basis is tied to contribution to stormwater
problems (e.g., impervious area). This mechanism provides the basis for an ongoing, stable
source of revenue to support the County's recommend stormwater management program.
Primary disadvantages. Data required to set up a fee structure are significant and depend
on the formula selected. There is a time lag to develop and implement the fee system and to
conduct the public information and involvement programs that would be required. There
would be at least a moderate cost to develop and maintain databases and billing systems
required to implement this option.
Note: Implementing a stormwater utility fee structure would require a number of data
gathering, policy, and analysis activities on the part of the County. Some of these efforts are
currently underway or have been completed. To be in a position to collect revenues from a
Stormwater Utility User Fee, the County should begin considerations for the following:
· Developing the billing system mechanism (Le., property tax assessment or water/sewer
utility bill)
· Consolidating property databases
· Calculating the Equivalent Residential Unit (ERU)
The process of determining the ERU basis, developing the billing system mechanism, and
consolidating databases could require 6 to 8 months. Given this time frame, it is also
important to consider the schedules for adopting ordinances and the billing cycle for the
property tax assessments. For example, the tax bills may go out during the 6- to 8-month
development phase and stormwater utility would not be able to generate revenues until a
year later.
WDC033110001.l1PILLE
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Revenue-Generating Capabilities of Identified
Funding Sources
The following sections describe the revenue generating capability of selected candidate
funding sources.
Stormwater Utility
A Stormwater Utility would provide a dedicated funding source based on a user fee per
ERU. A common rate schedule for a Stormwater Utility includes a flat fee for single-family
detached residential properties, while the amount multifamily residential and
nonresidential properties pay is based on their actual impervious area.
As mentioned earlier, a Stormwater Master Plan is being developed for the Development
Areas. One of the key elements in the Master Plan is the development of a funding strategy
that can support the program throughout its implementation. County staff identified, as one
of the goals for program, not to make it more expensive to live in the development areas.
However, it is also important to note that special services (including stormwater) may be
required in the Development Areas due to the development patterns, therefore a fee to
residents within the Development
Areas may be justified. Further, the
County indicated that residents
value the natural resources of the
rural areas. This report analyzes two
hypothetical Stormwater Utilities,
one that is countywide and the
other that is limited to development
areas. The primary difference is that
the ratepayer base is higher for the
countywide utility. As
demonstrated below, the ratepayer
base for the countywide utility
would be about three times that of a
utility limited to DAs. Therefore, the
revenue potential for a countywide
utility is greater.
TABLE 3
Assumptions for Preliminary Estimate of Countywide Stormwater
Utility
Assumption
Growth Rate***
2.0%
Number of Developed Residential Parcels*
Number of Developed Acres
Nonresidential and Multifamily Residential
Institutional
25,392
2,136
2,888
Assumed Imperviousness for Existing
Commercial/Industrial Development **
Institutional
66%
28%
Assumed Imperviousness for Future
Commercial/Industrial Development **
Institutional
Credit/Delinquency Rate
* Single-family dwellings
** Based on the weighted average percent imperviousness for
commercial, multifamily, industrial, and institutional properties.
*** Does not applv to institutional properties
66%
28%
15%
Table 3 provides the assumptions
used to estimate revenues that
could be generated from a
countywide Stormwater Utility.
Based on these assumptions, Figure 4 shows the revenues based on varying assumptions for
the area of the ERU. Alternatively, Figure 5 shows the revenues based on varying
assumptions for monthly fees per ERU, where an ERU is assumed to be 2,000 square feet.
WDC033110001.ZlPILlE
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STORMWATER MASTER PLAN FUNDING ANALYSIS
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AGURE 4
Preliminary Estimate of Countywide Stormwater Utility Revenues in Albemarle County-
Varying Assumptions for Area of the ERU ($ Thousands)
I
$1.200
I
$1.000
I
g $800
: ~ ~ . ..
"I. . .
~ . . .
·
;:,
c
· $600
>
·
a:
ii
;:,
c
c
c( $400
$200 '"*" ERU = 1500 sq ft, $12 Amual fee per ERU
~ ERU = 2000 sq ft. $12 Annual fee per ERU
.... ERU = 2500 sq ft, $12 Annual fee per ERU
$
2003 2004 2005 2006 2007 2006 2009 2010 2011 2012 2013 2014
Year
FIGURE 5
Preliminary Estimate of Countywide Stonnwater Utility Revenues in Albemarle County-
Varying Assumptions for Monthly Fees per ERU ($ Thousands)
$ 3,000
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$ 2.500
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Ô $ 2.000
o
o
~
·
;:,
c
~ $ 1.500
·
a:
ii
;:,
c
c
c( $ 1.000
I
. . . . . . . .
. .
$500
..... ERU = 2000 sq ft, $36 Annual fee per ERU
'"*" ERU = 2000 sq ft, $24 AmuaI fee per ERU
~ ERU = 2000 sq ft, $12 Annual fee per ERU
$
2003 2004 2005 2006 2007 2006 2009 2010 2011 2012 2013 2014
Year
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STORMWATER MASTER PlAN FUNDING ANALYSIS
As stated in the FY 2004 Adopted
Budget, the County is allowed to
issue General Obligation (GO) bonds
secured by a pledge of its full faith
and credit. The Constitution of
Virginia and the Public Finance Act
provide this authorization. To ensure that principal and interest payments can be made on
GO bonds the County is required to levy ad valorem taxes on all taxable property as may be
necessary; The issuance of GO bonds must be approved by a public referendum, except for
bonds issued to certain state authorities.
Table 4 provides the assumptions
used to estimate revenues that could
be generated from a Stormwater
Utility limited to development areas.
Based on these assumptions, Figure 6
shows the revenues based on varying
assumptions for the area of the ERU.
Alternatively, Figure 7 shows the
revenues based on varying
assumptions for monthly fees per
ERU, where an ERU is assumed to be
2,000 square feet.
Long-Term Financing
TABLE 4
Assumptions for Preliminary Estimate of Stormwater Utility limited to
Deve~entAleas
Assumption
Growth Rate ***
2.0%
Number of Developed Residential Parcels*
Number of Developed Acres
Nonresidential and Multifamily Residential
Institutional
Assumed Imperviousness for Existing
CommerciaVlndustrial Development **
Institutional
11,370
1,646
1,105
66%
28%
Assumed Imperviousness for Future
Commercial/Industrial Development **
Institutional
Credit/Delinquency Rate
* Single-family dwellings
** Based on the weighted average percent imperviousness for
commercial, multifamily, industrial, and institutional properties.
*** Does not apply to institutional properties
66%
28%
15%
Revenue bonds could be issued without a public referendum and principal and interest
payments are paid through the revenues generated by user fees, such as a stormwater
utility. The revenue generating capability is assumed very low because even if a stormwater
utility is established in the County, a bonding agency would likely require a track record of
revenues before issuing revenue bonds secured by the stormwater utility. However, it could
be possible to issue "double-barrel" bonds where the County uses a pledge of its full faith
and credit in addition to the stormwater utility revenues.
Depending on availability of funding and the priority of identify projects, the County could
seek an SRF loan.
At any rate, if the County seeks long-term financing for major stormwater management
capital projects, there are debt management and debt service policies that limit the debt
capacity. The two principal guidelines include:
. Net debt as a percentage of the estimated market value of taxable property should not
exceed 2 percent, or '
. The ratio of debt service expenditures as a percent of general fund and school fund
revenues should not exceed 10 percent.
WOC033110001.ZIPILLE
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STORMWATER MASTER PLAN FUNDING ANALYSIS
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FIGURE 6
Preliminary Estimate of Stormwater Utility limited to Development Areas Revenues in Albemarle County-Varying
Assumptions for Impervious Area Per ERU ($ Thousands)
$100
---"
- -
k- - -
'" --
...- - -
-
.-
-*"" ERU = 1500 sq ft, $12 Annual fee per ERU
-+-ERU = 2000 sq ft, $12 Annual fee per ERU
___ ERU = 2500 sq ft, $12 Annual fee per ERU
$700
I
$600
I
$500
I
ô
...
...
.,;
';"$400
:2
c:
.
>
.
0::
ãi $ 300
:2
c:
c:
c(
, I
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$200
I
$
2003
2004
2005
2006
2007
2008 2009
2010
2011
2012
2013
2014
Year
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FIGURE 7
Preliminary Estimate of Stormwater Utility limited to Development Areas Revenues in Albemarle County-Varying
Assumptions for Monthly Fees Per ERU ($ Thousands)
$200
- --
- -
-
-
- -
.. - -
. -
-
- --
-
. --
~
. . . . . . .
. . .
___ ERU = 2000 sq ft, $36 Annual fee per ERU
-.- ERU = 2000 sq ft, $24 Annual fee per ERU
-+- ERU = 2000 sq ft, $12 Annual fee per ERU
$ 1,600
$ 1,400
$ 1,200
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ô
g $ 1,000
!:i
.
:2
c:
~ $800
.
0::
"i
:2
ê $600
c(
I
$400
$
2003
2004
2005
2006
2007
2008 2009
Year
2010
2011
2012
2013
2014
I
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STORMWATER MASTER PLAN FUNDING ANALYSIS
Based on the FY 2004 Adopted Budget, the proposed total debt service remains below these
guidelines (Figure 8). For example, if the assumed operating budget remains unchanged in
FY 2005, then approximately $5.9 million in GO bonds could be issued. This assumes the
operating budget in FY 2005 is $186,163,000 and the debt service is 12,691,000 and does not
consider retired debt.
FIGURE 8
Target Debt Service Umit for Albemarle County
Debt Service as a % of Operating Budget
12%
10%
8%
6%
4%
2%
0%
FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13
-+- Debt Service as % of Operating Budget ___ Debt Policy (10%)
Pro-Rata Share
The revenue generating capability for pro-rata share programs is low to moderate and
depends on the need of regional facilities to support new developments and the costs to
construct the necessary regional facility. According to the FY 2004 Adopted Budget, "pro-
rata contributions will be required to support construction of regional facilities in the future,
after required studies are completed for the establishment of regional stormwater facilities."
The payment of a pro-rata share of the regional facility costs is required by Albemarle
County Code Section 17-316.
Data from the August 1, 2003, Preliminary Regional BMP Feasibility Study were used to
estimate the revenue generating capability of the pro-rata share for regional stormwater
management facility capital costs. The complete build-out schedule is assumed to be over
the next 20 years. A pro-rata share fee was estimated for each BMP drainage area, assuming
80 percent of the drainage area will be developed over the next 20 years. Pro rata share fees
are often based on the area of impervious surface, and not the total developed parcel area,
as estimated here. When more detailed information is available, these fees will need to be
refined accordingly. Based on this build-out assumption, the annual pro-rata share revenue
is estimated to be approximately $30,000. (Table 5)
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STORMWATER MASTER PLAN FUNDING ANALYSIS
TABLE 5
Pro-Rata Share Revenue Estimates Based on Preliminary Regional BMP Feasibility Study
Estimated
Developed Pro-Rata Annual Pro-
Acreage Share fee Rata Share Fee
(Assume 80 % of Project Cost per future Revenue based
Development BMP Drainage Drainage Area Is (Low Developed on 20-Year
Area Location Area (Acres) Developable) Estimate) Acre Bulld-Out
Hollymead HOL-3 149 119.2 $154,000 $1,292 $7.700
HOL-4 247 197.6 $267,000 $1,351 $13,350
Piney Mountain PM-1 90 72 $97,000 $1,347 $4,850
Crozet CR-10 $123,500
CR-11 115 92 $74,000 $804 $3,700
CR-12 110 88 $73.500 $835 $3,675
Neighborhoods Lagoon $68,000
Total 711 569 $857,000 $1,126* $33,275
*Average Pro-Rata Share fee per developed acre.
Plan Review and Permit Fees
The revenue generating capability of Plan Review and Pemùt fees is low because it depends
on the number of plans submitted for review and fees generally are set to recover
approximately half of the administrative costs for reviewing plans.
Table 6 provides the Erosion and Sediment Control (E&S Control) fees according the
Albemarle County Code Section 17-209. These fees apply to review of erosion and sediment
control plans. For FY 2003, the County indicated that approximately $135,000 in E&S
Control fees was generated. However, in some cases inspection and re-inspection fees are
currently not being collected.
TABLE 6
Fee Schedule for Erosion and Sediment Control
Section 17-209 Fee Category
Fee
A. land-Disturbing Activity: Single-Family Dwelling Unit
Agreement in lieu of a plan if single-family dwelling unit located in a residential development
Agreement in lieu of a plan if single-family dwelling unit not located in a residential development:
Plan for a single-family dwelling unit:
Each reinspection
$20
$30
$130
$30
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STORMWATER MASTER PLAN FUNDING ANALYSIS
TABLE 6
Fee Schedule for Erosion and Sediment Control
Section 17-209 Fee Category
B. Land-Disturbing Activity: Nonexempt Agricultural Land
Plan:
Fee
Each reinspection:
C. All Other Land-Disturbing Activity
Plan:
$130
$30
$320 + $125 per acre of
disturbed area or portion thereof,
not to exceed $3,000
Annual renewal of approved plan
Major amendment of plan
Each reinspection
$320
$150
$70
Table 7 provides the Stormwater Management fees according the Albemarle County Code
Section 17-310. These fees apply to review of stormwater management/BMP plans. For FY
2003, the County indicated that approximately $7,500 in Stormwater Management fees was
generated.
TABLE 7
Fee Schedule for Stormwater Management
Section 17-310 Fee Category
Fee
Major amendment of plan
Request for exception (section 17-308)
Request for development in a stream buffer or for reduction or modification of stream buffer
(section 17-322) and mitigation plan (if not part of another document) (section 17-322)
Each inspection
$310
$100
$240
$70
Plan
$60
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Funding Strategies Analysis
Level of Service
The revenue requirements for storm water management programs depend on the level of
service the County adopts and the scope of funding (i.e., countywide versus development
area). Based on input from County staff, CH2M HILL developed a recommended level of
service for each funding item. Tables 8 and 9 below summarize the levels of service
evaluated during the kick-off meeting with County staff, and the levels selected during the
meeting. The level of service assumptions will be adjusted during utility development based
on input from the County Board.
TABLES
LOS Options for Maintenance of Drainage System
Data Management
High
Activity
Inspection
Maintenance
Emergency
maintenance on
No intonnation
man ement
TABLE 9
LOS Options For Maintenance of BMP facilities
Activity
BMP Inspection
Low
BMP Data
Mana ment
Inspect partial number
ot BMPs eve ear
Emergency
maintenance onl
No program
administration funded
BMP Maintenance
The recommended level of service includes the following program elements for cost and
revenue estimates:
. Program costs
Stream corridor restoration
projects
- New regional facilities
- Inspection and maintenance of
existing BMPs
- Maintenance of drainage system
VPDES phase II implementation
costs
Program administration costs
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STORMWATER MASTER P1AN FUNDING ANALYSIS
Other capital costs (i.e.,
Greenways and drainage
improvements)
Plan review and site inspection
- Stream assessments
. Revenues other than stormwater utility fees
- Watershed studies
- Perennial stream determination
- Stormwater education and
outreach (NPDES Compliance)
- E&S Control fees
- Stormwater Management fees
- Pro-rata Share fees
- General Fund (Year 1 only)
. Revenues from stormwater utility fees
. Revenues based on estimated number of ERUs
The following sections describe each of the funding strategies in detail.
Option 1-Development Areas
Option 1 is a funding strategy in which the County develops a stormwater utility limited to
development areas. This Option assumes no General Fund revenues for stormwater
management after Year 1, assumes use of pro-rata share for regional facility construction
costs, and assumes use of Plan Review and Permit fees and E&S Plan Review fees to
supplement administrative costs.
Table 10 provides a five-year funding plan and associated dollar amount for the elements
identified above. As shown, the estimated revenues required from the stormwater utility
(Year 2) are approximately $1.2 million. With an estimated 45,500 ERUs in the development
areas, the resulting stormwater utility fee is estimated to be $2.03 per month per ERU. This
assumes no transfer from the General Fund and about $170,000 from other fees.
The program costs for Option 1 are approximately $1.9 million less than Option 2 (over the
5-year study period). The costs vary, compared to the countywide utility for the following
categories:
· E&S plan review and inspection
· Stormwater plan review
· Stream assessments
· Watershed studies
· Perennial stream determination
· Greenways (other capital projects)
· Drainage improvement projects (other capital projects)
WOC033110001.l1PIllE
29
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These program costs are lower because some service would be linùted to Development
Areas. These programs could be implemented on a countywide basis, however for equity
reasons, funding for programs outside DAs would be required from the General Fund.
Some advantages of a Stonnwater Utility linùted to Development Areas include the
following:
· A majority of the services are provided within the Development Areas, which is where
most of the impervious areas is located. Therefore, the residents that live in the DAs
directly receive services for which they pay.
· The billing system could be based on the databases maintained by the Service Authority
with relative ease.
Some disadvantages of a Stonnwater Utility linùted to Development Areas include the
following:
· Residents and business owners within DAs may feel it is unfair (not equitable) that they
pay for some countywide services.
· It might create a disincentive to live within the DAs (which is contrary to the intent of
the DA).
TABLE 108
Summary of existing, newly mandated, and expected program costs under Option 1
Cost Category
Cost Range
Comment
Plan Review and Site $ 300,000
Inspection
Soil & Water Conservation $
District Programs
Total Existing $ 560,800
Maximum
$ 178,400 Increases annually due to inflation and
additional facilities. Expected to continue to rise
after Year 5
$ 125,000 Increase $25,000 annually, includes only
maintenance. Expected to level off after Year 5.
$ 344,000 Range reflects potential for admin costs to
increase as programs are increased. The
model currenUy assumes lower cost to
approximate current staff commitments.
$ 300,000 No significant change anticipated.
Existing Minimum
Existing BMPs $ 113,300
Drainage System $ 25,000
Program Administration $ 122,500
(Salaries)
$ - Funded by other program(s)
$ 947,400
Newly Mandated
VPDES Program
$ 106.000
$ 234,000 Decreases over time due to implementation of
WÐC033110001Z1P/Il£
30
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STORMWATER MASTER PlAN FUNDING ANALYSIS
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TABLE 108
Summary of existing, newly mandated, and expected program costs under Option 1
II
3,800
$
Comment
several new programs. Costs anticipated to
level off after Year 5.
Change due to salary increases
Cost Category
Cost Range
I
Perennial Stream
Detennination
Total Newly Mandated
$
4,200
$
109,800
$ 238,200
I
Expected
Stream Corridor Restoration
Projects
New Regional Facilities
$ 125,000
$ 300,000
I
19,400
$
Increased number of projects over time.
Anticipated to level off at Year 5
Start Year 2, Increases over time, maximum at
Year 5. Capital costs anticipated to end after
Year 9.
Change due to salary increases
$
$ 177,900
I
Program Administration:
Billing and GIS (Salaries)
Program Administration:
Billing and GIS (software
expense )
Other Capital Projects
Stream Assessment
$
21,800
I
$
$ 150,000 One time expense in Year 1
Watershed Studies
$
50,000
$
- Not included in Option 1
20,000 No significant change in program cost
anticipated over time.
50,000 No significant change in program cost
anticipated over time.
One time cost anticipated every 5 years.
$
$
20,000
$
$
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Floodplain Management $ $ 50,000
Total Expected $ 214,400 $ 769,700
Note: Salaries are increased by 3% per year to account for inflation. Project costs, such as stream corridor
restoration and drainage maintenance, were estimated on an average annual cost Specific projects have not been
targeted for specific years at this level of evaluation; since these project-specific factors are more significant than
escalationlinflation, no escalation or inflation has been applied to the project costs.
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WDC033110001.zJPILLE
31
10b
TABLE
Scenario
Year 1
-
$1,163,000 $1,210,300 $1,248,900 $1,264,600
$ 135,000 $ 35,000 $ 35,000 $ 135,000
$ $ 7,500 $ 7,500 $ 7,500 $
$ $ 30,000 $ 30,000 $ 30,000 $ 30,000
Comment Source
Assumes start with one erosion and 1 buffer project and
Storm water Master Plan Cost Estimates
Stormwater Master Plan Cost Estimates
Stormwater Master Plan Cost Estimates
Assumes 1 st built in 2005, 1 per year after 2005 Stormwater Master Plan Cost Estimates
Assumes 1 facility per year starting in 2006 CH2M Hill BMP I&M Cost Estimate Tool
Assumes 1 facility per year starting in 2005 CH2M Hill BMP I&M Cost Estimate Tool
Assumes 3% inflation CH2M Hill BMP I&M Cost Estimate Tool
Assumes 3% inflation CH2M Hill BMP I&M Cost Estimate Tool
Assumes 3% inflation VPOES Phase II Cost Estimate rCH2M Hill
Assumes 3% inflation VPDES Phase II Cost Estimate (CH2M Hill
Assumes 3% inflation VPDES Phase II Cost Estimate (CH2M Hill
Assumes 3% inflation VPDES Phase II Cost Estimate (CH2M Hill)
Assumes 3% inflation VPDES Phasé'1I Cost Estimate (CH2M Hill
Assumes 3% inflation VPDES Phase II Cost Estimate (CH2M Hill
-
lmes 3% inflation
lmes 3% inflation
-
-
Jmed not to be funded by utili fee for dev, areas
-
dev, Areas
-
-
CH2M Hill En
ercent CH2M Hill En
CH2M Hill En
CH2M Hill
CH2M H
Status
P art of
Phase II
Use
Areas
Development
1
Program Costs
First 5 Years
Utility Fees
$ 450,000 $ - $ - $ $ - Input from County
$ 50,000 $ - $ $ - $ - Input from County
$ 250,000 $ - $ $ - $ - Input from County
Revenues Other Than Stormwater
E&S Fees
Stormwater Management Plan Fees
Pro-Rata Share
General Fund
CIP
BMP Maintenance
Plan Review
Total Revenues Other Than Stormwater
Total Program Costs
2.
$172,500
$172,500
$922,500 $172,500 $172,500
Utility Fees
Fees
$1,300,100
41,667 42,501 43,351 44,218 45,102 Global Inputs
not in Year 1 $ 2.03 $ 2.01 $ 2.06 $ 2.40 Calculated
$0 $1,037,800 $1,076,400 $1,092,100 $1,300,700 Calculated
$0
$0
$1,092,100
$0
$0
-$240,500
Minus 2)
5. Balance to be funded by General Fund or Other Source
ACSMFA_v6_NEW acres_CLE.xls\Table 10b
(1
Utility
Utility Charge/Month/ERU
Utility Charge Revenues
3. Revenues Required From Storm water
4. Estimated Stormwater
Number of ERUs
Rate/MonthfERU
Estimated Stormwater
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Option 2-Countywide
Option 2 is a countywide funding strategy that assumes no General Fund revenues for
stormwater management after Year 1, assumes use of pro-rata share for regional facility
construction costs, and assumes use of Plan Review and Permit fees and E&S Plan Review fees
to supplement administrative costs.
Table 9 provides a 5-year funding plan and associated dollar amount for each program element.
As shown, the estimated revenues required from the stormwater utility (Year 2) are
approximately $1.5 million. With an estimated 75,100 ERUs countywide, the resulting
stormwater utility fee is estimated to be $1.51 per month per ERU. This assumes no transfer
from the General Fund and about $170,000 from other fees.
As mentioned earlier, the program costs for a countywide Stonnwater Utility are higher
because additional services are provided to the entire county.
Some advantages of a countywide Stormwater Utility include the following:
· Program equity. The intent of creating the DAs is to protect the rural nature of the areas
outside of the DAs. This approach requires focused stormwater management within the
DAs. All county residents can benefit from the protection of the rural areas; therefore all
residents pay an equal share of the cost of preserving these rural areas.
· There is a higher revenue potential (Le., ratepayer base) with a countywide Utility, which
helps enable the County to fund a comprehensive stormwater management program.
A disadvantage of a countywide Stormwater Utility is that without proper community
outreach, residents of the county may perceive that they are paying for services that favor the
DAs.
TABLE 11a
Summary of existing, newly mandated, and expected program costs under Option 2
Cost Category Cost Range Comment
Existing
Existing BMPs $ 113,300 $ 178,400 Increases annually due to inflation and
additional facilities. Expected to
continue to rise after Year 5
Drainage System $ 25,000 $ 125,000 Increase $25,000 annually, includes
only maintenance. Expected to level off
after Year 5.
Program Administration $ 122,500 $ 344,000 Range reflects potential for admin costs
(Salaries) to increase as programs are increased.
The model currenUy assumes lower
cost to approximate current staff
commitments.
Plan Review and Site $ 400,000 $ 400,000 No significant change anticipated.
Inspection
Soil & Water Conservation $ $ Funded by other program(s)
District Programs
Total Existing $ 660,800 $ 1,047,400
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STORMWATER MASTER PlAN FUNDING ANALYSIS
TABLE 118
Summary of existing, newly mandated, and expected program costs under Option 2
Cost Category Cost Range Comment
Newly Mandated
VPDES Program $ 106,000 $ 234,000 Decreases over time due to
implementation of several new
programs. Costs anticipated to level off
after Year 5.
Perennial Stream $ 7,500 $ 8,300 Change due to salary increases
Detennination
Total Newly Mandated $ 113,500 $ 242,300
Expected
Stream Corridor Restoration $ 125,000 $ 300,000 Increased number of projects over time.
Projects Anticipated to level off at Year 5
New Regional Facilities $ $ 177,900 Start Year 2, Increases over time,
maximum at Year 5. Capital costs
anticipated to end after Year 9.
Program Administration: $ 19,400 $ 21,800 Change due to salary increases
Billing and GIS (Salaries)
Program Administration: $ $ 150,000 One time expense in Year 1
Billing and GIS (software
expense)
Other Capital Projects $ 125,000 $ 225,000 Increased $25,000 per year.
Anticipated to level off after year 5.
Stream Assessment $ 40,000 $ 40,000 No significant change in program cost
anticipated over time.
Watershed Studies $ 100,000 $ 100,000 No significant change in program cost
anticipated over time.
Floodplain Management $ $ 250,000 One time cost anticipated every 5
years.
Total Expected $ 409,400 $ 1,264,700
Note: Salaries are increased by 3% per year to account for inflation. Project costs, such as stream corridor
restoration and drainage maintenance, were estimated on an average annual cost. Specific projects have not
been targeted for specific years at this level of evaluation; since these project-specific factors are more significant
than escalation/inflation, no escalation or inflation has been applied to the project costs.
Option 3-General Fund Only
As a third option, the County could use the General Fund in combination with increased usage
of pro rata, plan review fees, and other funding sources. It is estimated that $1.5 million in year
one, growing to $2.1 million in year five, will be needed to fund the stormwater management
programs countywide at the recommended level of service. Without significant increases in
other funding sources, the general fund allocation to stormwater will need to be increased by
approximately $500,000 to $1,100,000 over the current funding presented in Table 1 (Le.,
$902,000, for General Fund and other fees).
WDC033110001.ZIPIlLE
34
11b
:2
TABLE
Comment
Assumes start with one erosion and 1 bufter project and slowly add
Status
Part of
Phase II
Use
Year 5
Year 4
Year 3
Year 2
Year 1
First 5 Years
CH2M HILL
CH2M HILL
CH2M HILL
CH2M HILL
CH2M HILL
CH2M HILL
Cost Estimate
Cost Estimate
Cost Estimate
Cost Estimate
Cost Estimate
Cost Estimate
CH2M HILL Engineer Judgement
II
II
II
IT
II
II
Program Costs
1.
$8,304,500
$2,072,300
35,000
7,500
30,000
!
!
$
!
$
$
$1,638,800
7,500
30,000
!
!
$
$
!
$
$1,597,800
30,000
!
!
$
$1,534,100
35,000
30,000
$1,451,700
$
!
$
Utility Fees
Total Program Costs
Revenues Other
E&S Fees
Stormwater Mngt Plan Fees
Pro-Rata Share
General Fund
CIP
BMP Maintenance
Plan Review
Total Revenues Other Than Storm water
Than Storm water
2.
$172,500
$172,500
$172,500
Utility Fees
Calculated
$1,899,800
79,742
1.99
,899,1100
$1,455,100
78,178
!
$
$1,425,300
1.55
$1,381,500
$539,200
73,669
in
Minus 2)
(1
3. Revenues Required From Storm water Utiiity Fees
Utiiity Charge/MonthlERIJ
4. Estimated Storm water
Number of ERUs
Rate/MonthlERU
Estimated Storrnwater
$
,465,100
!
$
$
Utility Charge Revenues
$1,9211,000
$
$2,2118,000
$
$2,254,000
$
$2,245,000
(539,200)
$0
$
5. Balance to be funded by General Fund or Other Source
Balance Available for Activities at $4IERU fee structure
1b
ACSMFA_v6_NEWacres_CLE.xls\Table
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Recommended Funding Plan
The recommended funding plan (Figure 9) consists of the following:
· Implementation of a countywide stormwater utility
· Continued use of pro-rata share program
· Continued use of Erosion and Sediment Control, Plan Review, and Permit fees
· Use of grant funding when applicable and available
FIGURE 9
Recommended Funding Plan
[Ì"~)~~ .~'. : ' ~.r:..:' ,." L " ,,".] [ ~~..' ,:.. '~".~j
General Fund
General Fund
General Fund
General Fund
General Fund
Under the recommend funding plan, the stormwater utility will provide a dedicated
funding source for stormwater management programs countywide. The stormwater utility
will fund programs that help reduce flooding, improve water quality, improve natural
habitats, protect streams and reservoirs, and benefit natural resources for recreation uses.
The utility will also fund inspection and maintenance of stormwater management facilities.
The pro-rata share program will continue to collect fees to help fund regional stormwater
management facilities. As development continues in the County, the E&S control, plan
review, and permit fees will help pay for the administrative cost of review of development
plans and E&S site inspections.
WDC033110001.ZIPIlLE
36
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I Attachment A
. I Stormwater Management Funding Plan Model
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Source
2,000 IAssumed, no detailed statistical analysis completed
25,392 IEmail From David Hirschman To Cheri Edwards, August 21,2003,
cenano
Development Are~
2,000
,370
1
tions for Scenarios
Number of Properties
Residential Single Family Detached
Residential Sinole Familv Attached
Multifamily
Commercial
Industrial
Institutional
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2003,
2003,
2003,
2003,
From David Hirschman To Cheri Edwards, August 21
From David Hirschman To Cheri Edwards, August 21
From David Hirschman To Cheri Edwards, August 21
From David Hirschman To Cheri Edwards, August 21
Emai
Emai
Emai
Emai
__n....__. _................._ ...'V.......... I" ._......
Residential Sino Ie Family Detached na na
Residential Single Family Attached na na
Multifamily 326 542
Commercial 860 956
Industrial 460 638
Institutional 1,105 2,888
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I
23,611,267
41,643,523
27,791,388
125,801,771
na
na
14,198,612
37,461,746
20,037,678
48,133,988
na
na
Estimted Parcel Area (Square Feet) in Year 1
Residential Single Family Detached
Residential Sinole Family Attached
Multifamily
Commercial
Industrial
Institutional
I
September 5, 2003,
September 5, 2003,
September 5, 2003,
September 5, 2003,
Edwards
Edwards
Edwards
Edwards
From David Hirschman to Cher
From David Hirschman to Cher
From David Hirschman to Cher
From David Hirschman to Cher
Emai
Emai
Emai
Emai
. ____...__ . .....__.n .... ....0................___ _...., ._,n ..................tn.......n'
Residential Single Family Detached na na
Residential Single Family Attached na na
Multifamilv 58% 58%
Commercial 61% 61%
Industrial 80% 80%
Institutional 28% 28%
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From David Hirschman to Cheri Edwards, September 5, 2003,
From David Hirschman to Cheri Edwards, September 5, 2003,
From David Hirschman to Cheri Edwards, September 5, 2003,
From David Hirschman to Cheri Edwards, September 5, 2003,
Emai
Emai
Emai
Emai
.-,,--.......__. _.__.... .....,.... ........................_ . ...L........ LI.........."'...........n'
Residential Sinole Family Detached na na
Residential Sinole Family Attached na na
Multifamily 58% 58%
Commercial 61% 61%
Industrial 80% 80%
Institutional 28% 28%
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I
.. ---- .. _.... _ . .. . __.._... .Jevelopment
Residential Single Family Detached 11,370 25,392
Residential Sinole Family Attached
Multifamily 4,118 6847
Commercial 11,426 12,701
Industrial 8,015 11,117
Institutional 6,739 17,612
Total ERUs 41,667 73 669
D,
C
Y,
d ERU
A
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CH2M HILL Engineer Judgement
CH2M HILL Engineer Judgement
CH2M HILL Engineer Judgement
CH2M HILL Engineer Judgement
CH2M HILL Engineer Judgement
CH2M HILL Engineer Judgement
CH2M HILL Engineer Judgement
percent
Dave 80% 80%
MarkG, 10% 10%
Paul 10% 10%
Stephen 40% 40%
MarkC, 10% 10%
Dan 10% 10%
Clerical 10% 10%
n:II:__ __.J ,..¡roo
Program Administration (est. time required for stormwater management
Administration
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20% CH2M HILL Engineer Judgement
20% CH2M HILL Engineer Judgement
1õ%]CH2M HILL Engineer Judgement
22,507
19,365
7,532
20%
20%
!
$
$
5%
22,507
19,365
3,766
tions
I
Estimated Program Administration Costs
Administration
Billing and GIS
Perennial Stream Determination
I
Global In
43,560,.!.Z.
-2
2%
3%
Acres to Square Feet
Round (argument for roundin
Growth factor for ERUs
Growth factor for Expenses or Salaries
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of 3
Page
ACSMFA_v6_NEW acres_CLE,xls\Globallnputs
I
CH2M HILL Engineer Judaement
nt
nt
ent
CH2M HILL Engineer
Source
buffer project and slowly add
only)
Comment
Assumes start with one erosion and
Status
Part of
Phase I
- -
-
-
$539,2001
73,669 75,143 76,646 78,178 79,742 GloballnDuts
not in Year 1 $ 1.51 $ 1.55 $ 1.56 $ 1.99 Calculated
$ . $ 1,361,600 $ 1,425,300 $ 1,466,100 $ 1,899,800 Calculated
3
3
$ (539,200) $ $ $ $
$0 $2,245,000 $2,254,000 $2,286,000 $1,928,000
Scenario 2
First 5 Years
1. Program Costs
Stream Corrid
New
Program Admi
Salaries
rotal Program Cas
2. Flevenues Other Than Stormwater Utility Fees
E&S Fees
Starmwater Mngt Plan Fees
Pro-Rata Share
General Fund
CIP
BMP Maintenance
Plan Review
Total Revenues Other Than Stormwater Utility Fees
3. Revenues Required From Starmwater Utility Fees (1 Minus 2)
4. Estimated Starmwater Utility Charge!Mcmth/ERU
Number of ERUs
Rate/Month/ERU
Estimated Stormwater Utility Charge Revenues
5. Salam::e to be funded by General Fund or Other Source
Balance Available for Activities at $4/ERU fee structure
ACSMFA_v6_NEW acres_CLE.xls\Scenario 2 Countywide
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Fi na 1
Stormwater Action Lists
Summary Report
Prepared for
County of Albemarle, Virginia
December 2003
CH2MHILL
Herndon, Virginia
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Stormwater Action Lists Summary Report
Albemarle County's Comprehensive Plan
designates specific Development Areas, with
the remainder of the County designated as
Rural Areas. Within the Development Areas,
the land use designation, zoning, and
infrastructure allow for relatively intensive
development patterns. The County's
Neighborhood Model for the Development
Areas encourages in-fill development, which
will create an even higher intensity of
impervious areas and stormwater runoff.
While concentrating development activity
within the limited bounds of the Development
Areas provides an overall watershed
management framework that is consistent with
water resources objectives on a regional level
(Chesapeake 2000 Agreement), it also provides Albemarle County Development Areas
a challenge to protect water resources within
these areas. Streams within the Development Areas have already been impacted by existing
and former land uses, and future development will also impacts streams. Proactive
stormwater planning can help mitigate these impacts and promote the restoration of water
resources for their ecological, recreational, and cultural values.
By its nature, water resources management within the Development Areas requires trade-offs:
protecting some high-value stream corridors while acknowledging that others may be
impacted by development, allowing the development designated in the Land Use Plan while
protecting downstream property and natural resources, and seeking design solutions through
the Neighborhood Model that turn water resources into neighborhood and environmental
assets rather than liabilities. These trade-offs are made with the understanding that higher-
density development is being concentrated within the 35 square miles of the Development
Areas in order to afford a much higher level of protection for streams within the remaining
692 square miles of the County's rural areas.
With this framework in mind, the objectives of the Stormwater Master Plan for the
Development Areas are to (1) provide guidance for land use planning and neighborhood
master planning that is based on the assessment and prioritization of water resources, (2)
promote public and private stormwater solutions that are based on needs and opportunities at
the watershed scale rather than relying solely on a site-by-site approach, and (3) recommend a
financing strategy to implement the Stormwater Master Plan, a County-wide stormwater
management program, and attendant programs under the County's municipal storm sewer
permit (VPDES Phase II).
j--
(~
(
j
-,,/
The Stormwater Master Plan followed the progression of activities outlined below:
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STORMWATER ACTION LISTS REPORT EXECUTIVE SUMMARY
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1. Stream Assessments were conducted for streams within the Development Areas. This
involved walking the stream corridors and collecting information on the basis of
established protocols. Habitat conditions as well as the relation of each stream reach to
"community values" (e.g., natural aesthetic, recreation potential) were assessed.
Problem areas (e.g., stream erosion, inadequate stream buffers) and infrastructure (e.g.,
pipes, utilities, road crossings) were inventoried on data sheets.
2. Information from the stream assessment phase was entered into a database and
geographic information system (GIS) and analyzed in order to help identify High-Value
Stream Corridors. Various techniques were applied to identify these priority streams,
including citizen and County staff committees and data analysis. High-Value Stream
Corridors are important for land use and neighborhood planning, to help prioritize
County capital projects for stream improvement, and to guide development review and
implementation of the Water Protection Ordinance. Selected High-Value Stream
Corridors were subsequently monitored for biological integrity by the StreamWatch
citizen monitoring program. This biological monitoring is important to assess existing
stream conditions in conjunction with the stream assessment results.
3. The stream assessment data were also analyzed to identify and prioritize Stream
Corridor Restoration Projects, including repairing stream erosion, enhancing stream
buffers, cleaning up dump sites, and repairing infrastructure problems (e.g., utility
crossings, stream blockages).
4. Priority Regional Stonnwater Control Facilities were identified through the analysis of
the stream and GIS data, stakeholder input, field investigations, and a feasibility
analysis. The intent is that critical regional facilities can treat areas with high impervious
cover, help to protect downstream High-Value Stream Corridors, and be integrated
functionally and aesthetically with existing and future development patterns.
5. The Stormwater Master Plan also aims to coordinate various Stormwater Programmatic
Elements, including development review, inspections, capital projects, education and
outreach, and funding strategies. Many of these elements are included in the County's
Phase II permit for municipal discharges, a permit program required by the Clean Water
Act and administered by the Virginia Department of Environmental Quality. Under this
permit, the County is required to implement minimum control measures covering six
program areas.
6. Once the above activities were complete, Stormwater Action Lists were assembled for
each Development Area. These lists include prioritized stream corridor restoration
projects (based on a cost-benefit analysis) and prioritized regional facilities. The lists also
include planning-level costs for identified projects. It is intended that the lists will be
used to prioritize County capital stream and watershed improvement projects and to
coordinate private development activities (e.g., stormwater plans, proffers) with the
Stormwater Master Plan.
7. A Stormwater Financing Plan is recommended to implement the Stormwater Master
Plan. The Financing Plan will analyze various stormwater funding strategies and
recommend an approach that will give the County a dedicated and sustained source of
WDC033090011.ZIPIT AF
2
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STORMWATER ACTION LISTS REPORT EXECUTIVE SUMMARY
funds to carry out mandatory permit requirements and other elements of the Master
Plan.
8. Finally, the report offers recommendations for implementing the stormwater master
plan and guidance on the concrete steps to be taken to make sure the plan becomes
useful for County planning and program development.
The following sections briefly describe each of these eight activities and the process outcomes.
Stream Assessments
In an effort to provide a solid foundation to support the Stormwater Master Plan, the initial
step was to conduct stream assessments within the Development Areas. The purpose of the
assessment was to collect information on and document the following:
· Habitat conditions
· Impacts on the stream from specific infrastructure and problem areas
· Typical stream cross sections
· General stream characteristics
· Community values related to the stream corridor
A baseline assessment was conducted on 418 reaches covering 100 miles of streams
throughout the County's Development Areas.
The stream. assessments comprised a habitat assessment and an inventory of physical stream
features and were based on protocols from the Environmental Protection Agency (EP A),
Maryland Department of Natural Resources, and several stream assessment projects
conducted by other counties in Virginia. Additional protocols were developed by the County
to evaluate other stream corridor values, such as a sense of refuge from surrounding land uses
(natural aesthetic) and recreational use (these were
termed" community values"). The habitat (scoring of
various habitat parameters), the inventory
(characterization of physical features such as pipe
outfalls, utilities, and buffers), and the community
values together provide a baseline of overall stream
conditions, which can be further extrapolated to
indicate the condition of the associated watershed.
The stream assessments were performed almost
continuously from November 2001 through
February 2002 with at least two teams in the field
each day. The monitoring period was generally dry,
although not technically categorized as a drought.
A total of 418 reaches covering approximately 100
miles were assessed. Figure ES-l depicts the
streams that were assessed or partially assessed in
each Development Area. The inventory assessments
yielded approximately 1,021 inventory points, as
summarized in Table ES-l.
WDC033090011.ZJPIT AF
TABLE ES·1
Summary of Inventory Points by Category
Impact Score
Total
Deficient stream buffers
194
Stream crossings
199
Ditches and pipes 285
Dumpsites 63
Stream bank erosion 114
Head cut 27
Obstruction 63
Utility 76
Total 1,021
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The
into
collected during the stream assessments were entered into a database and digitized
for incorporation into a Stream Assessment Tool. The Assessment Tool
of a Microsoft Access 2000 database linked to an Arc GIS 8.3 tool to allow for
data management, visualization, and reporting.
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the Thomas Jefferson Soil and Water Conservation District assist with stream assessment along Uckinghole
Crazet.
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the Development Areas, it is impractical to protect every stream valley, large and
all impacts. From the perspective of the Land Use Plan and Development
Plans, it is critical to identify stream valleys and corridors that should be protected
of ecological integrity and open space/recreational value within the
matrix. Once identified, these corridors can be protected through
planning process, acquisition of easements, private initiatives, and other
High-Value Stream Corridors therefore become the building blocks for the rest
of the master planning process.
of High-Value Stream Corridors
I
The
of prioritizing
than that applied
corridors in the Community of was somewhat
the other Development Areas, for the following reasons:
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STORMWATER ACTION LISTS REPORT EXECUTNE SUMMARY
· Crozet is the only Development Area that overlaps the Water Supply Protection Area in
the Water Protection Ordinance; it therefore is the only Development Area to which
more-stringent stream buffer requirements apply
· Crozet was the first development area selected by the County for a master planning process,
spearheaded by the Department of Planning and Community Development
As part of the master planning process in Crozet, a citizens' task group (the "Green
Infrastructure" committee) was formed to address stream prioritization and other
environmental and greenway issues in Crozet. Gtizens and County staff worked together to
define high-value stream corridors based on an analysis of stream assessment data and
other important factors, such as creating a stream and greenway network through the
community. The resulting High-Value Stream Corridors were the main stem of Lickinghole
Creek and Slabtown Branch.
Since the other Development Areas could not benefit from a concurrent master planning
process, such as in Crozet, another method for prioritization was selected. These
Development Areas will undergo master planning in the future, according to funding and a
schedule determined by the Planning Department and Board of Supervisors. In the interim,
an internal staff task group was formed to review the stream assessment data and evaluate
the streams. The task group decided that a use designation approach would best fit the
prioritization goal. On the basis of group discussion, the following stream designations or
objectives were derived:
· Pocket natural area - These areas have high habitat and natural aesthetic values. Stream
corridors should be protected to preserve these values, as well as water quality and
living resources.
· Community and private use/trails - The primary objective of these stream corridors is to
provide for access to natural refuge and trails in proximity to developed areas, especially
residential areas.
· Designed urban water feature - These stream corridors are located in areas designated
for high-density residential/ commercial/ mixed use. As an alternative to complete
piping, these corridors can be managed to provide open space, pocket parks, and water
features. It is assumed that these channels will require engineering intervention of one
type or another (limited piping, channel engineering, ponding).
· Urban/engineered - These streams are first and second order streams in areas
designated for high-density residential/ commercial/mixed use. In most cases, existing
conditions are degraded for habitat or natural aesthetic. Some amount of piping, filling,
or channelization is expected.
After the use designations were defined, the task group sorted through stream assessment
results, reach photos, the Land Use and Greenway Plans, and personal knowledge of the
streams, and assigned a designation to each stream and reach. Based on this ranking, category
1 (pocket natural area) and category 2 (community and private use/trails) are considered
"high value" with regard to planning deliberations and, ultimately, protection under the
WPO (this will require ordinance amendments).
WDC033090011.ZIPITAF
5
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process of
the methods
to all Crozet
natural area). All
use / trails) because
Reservoir
assigning stream designations was complete, County staff
in Crozet and the other Development Areas by assigning use
High-Value Corridors were assigned category 1
streams in Crozet were assigned category 2 (community and
are protected by the WPO as tributary streams in the South
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to the identification of High-Value Stream Corridors¡ seven sites were selected
corridors for biological monitoring. Biological monitoring involves sampling
macro invertebrates to gage the relative biological integrity of a stream. To accomplish
County contracted with the StreamWatch citizen monitoring program, which is
monitoring streams throughout the Rivanna Watershed.
included in the biological monitoring included: Biscuit Run (Foxcroft)¡ Carroll Creek
Flat Branch (North Fork Park), Lickinghole Creek (Western Ridge),
Creek (below Bellair), Powell Creek (Forest Lakes), Slabtown (at Crozet
In genera!; biological results correlate well with the stream assessment results,
During the stream assessment Slabtown was rated with a
based on the biological sampling, it is a notably high-quality stream compared
in the Development Areas and even other streams across the Rivanna Watershed.
while supporting good habitat conditions¡ does not appear to have a
macroinvertebrate community. The other monitored streams support a range
conditions, dependent on habitat quality, land uses, other
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shows the
use categories for each stream assessment
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This reach of Flat Branch in Hollymead is an example of an identified High-Value Stream Corridor
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Corridor Restoration Projects
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identification of High-Value Stream Corridors for protection, the stream
data were used to identify the highest priority restoration projects in
area. The stream assessments identified areas where streambank erosion is
place, stream buffers can and should be enhanced, and other repairs to the stream
and nearby infrastructure are needed to reduce erosion and/ or enhance habitat and
(e.g., eroding pipe outfalls and utility crossings, stream obstructions,
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erosion and buffer restoration projects are the most significant projects in to
overall stream conditions. As such, they were ranked independently from other
projects. Within each drainage area, erosion and buffer projects were on
of (1) severity of the problem, (2) feasibility of a restoration project, (3) extent
the project would be consistent with master plans and community goals.
of this process was a benefit-cost score assigned to each buffer and erosion project,
a prioritized list of projects (see the subsection on stormwater action lists, below).
of the infrastructure projects was primarily related to ongoing maintenance
by specific County departments, other public or owners.
consist of exposed public utility lines, road crossings, dump sites, pipes
ditch problems. Problems that posed an imminent threat to water quality were
to the responsible agency for corrective actions. Other, less threatening
reported to the responsible parties for repair or dean up during the master
process. Dumpsites along streams have also been identified for potential
and/ or private cleanups or improvements during nearby development.
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These
and
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will
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A candidate stream erosion restoration project identified along Biscuit Run.
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Regional
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Within the Development
enhance stormwater
development projects.
they can capture and treat
functionally and
Regional facilities can be
impervious cover (e,g.¡
Corridors. In this way¡ the
areas upstream. Once
public! private
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Regional stormwater
and data evaluation¡
field investigations. The
within the pocket natural
the facilities upstream of
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After completing several
one in Hollymead¡ and
construction by the
potential retrofits of
a stormwater treatment
provide additional
proposed by developers as
shows the
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WDC033090011.lIPIT AF
Control Facilities
appropriately designed and placed regional facilities can
and serve as amenities for neighborhood centers other
are not a and should only be used where
large impervious area and fit into development patterns
useful when designed to serve areas high
upstream from identified High-Value
can function to control high storm flows developed
regional facilities can be programmed into the CIP or
can be sought to build the facilities.
facility locations were identified and evaluated through a GIS
with Department of and Public Works staff¡ and
goal was to avoid regional stormwater management facilities
and community and private use!trails areas¡ and to locate
areas to prevent degradation.
proposed to be upgraded to serve as a reg/anal storm water facílíty.
of screening a total of five new BMP (three in Crozet¡
Piney Mountain) were for possible design
and! or developers. Two additional sites were identified
facilities. These include retrofitting a converted lagoon to create
retrofitting an (Hollymead Lake) to
Finally sites were added to the list that have been
of development plans recently submitted to County.
of the 11 regional BMP sites.
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STORMWATER ACTION LISTS REPORT EXECUTIVE SUMMARY
Stormwater Progr~mmatic Elements
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Albemarle County has de\{eloped a plan to implement several stormwater management
efforts tlu-oughout the Coq.nty as part of its municipal storm sewer permit (Phase II
permit)¡ administered by tfie Department of Environmental Quality. The County's goal is to
upon the existing stqrmwater management program to reduce the discharge of
pollutants from the munic~pal storm sewer system to the maximum extent practicable
(MEP), to protect water quþlity, and to satisfy the appropriate water quality requirements of
both the Clean Water Act ctnd the State Water Control Law.
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The program includes elelitents in the following six required program areas, referred to as
/I minimum control measuries":
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$ Public education and o~1treach on stormwater impacts
· involvement anqi participation
.. Illicit discharge detectiqn and elimination
· Construction site stonnwater control
· Postconstruction storn1water management in new development and redevelopment
$ Pollution prevention/ good housekeeping for municipal operations
elements of the pl~n are summarized in Table
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is an example of education and outreach efforts to be conducted as part of the
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This display of innovative
County's stormwater program,
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WDC033090011ZIPrr AF
9
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Stormwater
Lists
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Individual stormwater
included high-value
and regional stormwater
element of the stormwater
Storm water Master Plan.
stream and watershed
(e.g.¡ stormwater plans,
keys to successful
projects¡ a strong public
obtain consensus¡ and a
completed through the
outreach initiatives in
II stormwater
in underway.
lists were developed for each Development Area. These lists
corridors for protections¡ stream corridor restoration projects¡
In addition a general approach to implementation of each
list was developed to help plan the next steps of the
is intended the lists will be used to County capital
projects and to private development
etc.) with the Stormwater Master Plan.
of the will be a defensible list of prioritized
and participation program to engage public and
funding source to support it. project lists have been
described in this document. has several public
and will undertake additional efforts as part of VPDES
plan. the initial evaluation of funding alternatives
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The Stream Assessment GIS and
the progress of project
Tool will provide a means of identifying projects to be addressed and tracking
WDC033090011ZIPfT AF
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STORMWATER ACTION LISTS REPORT EXECUTIVE SUMMARY
Stormwater Financing Plan
The Stormwater Financing Plan is the critical element that enables the Master Plan. The
Financing Plan is currently under development, utilizing information from the County's
existing funding sources and other alternatives. The goal of the Financing Plan is to secure a
stable source of funds so the Master Plan can be implemented and stormwater services
provided to the residents of the Development Areas. A draft Financing Plan has been
developed and is under review and discussion to reach a consensus on the final
recommendations.
Recommendations for Implementing the Stormwater
Master Plan
1. The Stormwater Master Plan should be adopted into the Comprehensive Plan, and
ultimately incorporated by reference into the Natural Resources and Cultural Assets
chapter. One outcome of this is that High-Value Stream Corridors will be considered
during land use decisions and coordinated with other efforts, such as the Greenways
Plan.
2. The Water Protection Ordinance should be amended to incorporate the findings of the
Master Plan, particularly with regard to stream buffer limits within the Development
Areas. This amendment can be coordinated with needed amendments to bring the
ordinance into compliance with revised Chesapeake Bay Preservation Act regulations.
3. Implement the Stormwater Action Lists through the CIP and in conjunction with
development projects through incorporation into proffers and stormwater management
plans. Work with the appropriate agencies to make the necessary infrastructure
improvements to protect water quality and stream health.
4. Pursue discussions with the Board of Supervisors on an appropriate stormwater
financing strategy, implement a strategy to fund elements of the Stormwater Master
Plan, including those that are compliance issues with the County's municipal storm
sewer permit (VPDES Phase II permit). Seek an appropriate staffing level to phase in
implementation of the plan and permit compliance.
5. Meet with personnel from the Department of Environmental Quality and Army Corps of
Engineers to seek consensus on implementation of the Stormwater Master Plan,
including regional basins and the stormwater action lists. These agencies must issue
permits for much of this work to move forward.
6. Make the results of the Stormwater Master Plan available to planners, the private sector,
and the public through an appropriate Web presence, documents, and maps.
7. Conduct outreach to landowners and County citizens about problem areas that can be
corrected through private initiative. Incorporate this effort into general public education
programs that are part of the VPDES Phase II public education program.
WDC033090011.ZIPITAF
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STORMWATER ACTION LISTS REPORT EXECUTIVE SUMMARY
I
TABLE ES·2
Proposed NPDES Phase
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Postconstruction Stormwater
Management in New Development and
Redevelopment
Control Measures
Public Involvement and
Participation
Implementation Schedule for
Public Education and Outreach
on Stormwater Impacts
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Pollution Prevention/Good Housekeeping for
Municipal Operations
Develop set of metrics and data base tool to measure
and track program implementation.
Develop set of metrics to measure
program implementation
Construction Site Stormwater
Runoff Control
Develop set of metrics to measure
program implementation.
Discharge Detection and
Elimination
Begin scoping task of compiling map
of public and related private storm
sewer system in GIS format.
licit
Evaluate opportunities for public
involvement and develop a strategy
for involving the public in each
program element.
Meet with partners (Charlottesville
VDOT, University of Virginia,
RWSA) to develop list of targeted
audiences and collaborative
programs.
Year
Year 1
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storage around
Begin to develop stormwater pollution prevention plans
(SWP3s) for maintenance yards and bus shop.
Identify activities that need SOPs and begin
development of the SOPs.
Begin installation of secondary
aboveground storage tanks.
Conduct funding evaluation for
operations and maintenance of BMPs
and storm water improvements based on
prioritization plan.
Complete stormwater master plan and
watershed action lists for Development
Areas
Initiate illicit discharge ordinance
development.
Begin process of forming
Stormwater Enforcement Task
Force
Work with citizen committee in
conjunction with Development Area
master plan.
Identify individual(s) responsible for
education program.
Begin the development of stormwater
educational information.
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Identify training programs needed and begin development
of training materials in conjunction with partners.
Develop a stormwater education
Website.
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Add one commercial certification to maintenance staff
and begin training for remaining staff.
Develop GIS tool to track program
implementation
Develop GIS tool to track program
implementation
Develop protocols and methods for
inlet stenciling and outfall inspection
Complete secondary storage around aboveground
storage tanks.
metrics and store in GIS
Collect
tool.
Complete bus shop and maintenance yards SWP3s.
Continue SOP development
of training materials.
Add one commercial certification to maintenance staff
and complete training for remaining staff.
Begin planning for County BMP
maintenance crew.
Continue development
Develop educational materials for BMP
owners,
Begin to implement items on watershed
action lists.
program
Begin storm system mapping in
phases. Prioritize areas for potential
pollution problems.
Develop GIS tracking tools.
Finalize ordinance enactment
Set up inlet stenciling and outfall
inspection programs with volunteers
and stream groups. Develop GIS
tracking tool.
Continue meetings with partners to
refine and produce educational
messages and media.
Year 2
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Work with citizen committee in
conjunction with Development Area
master plan.
Begin to disseminate educational
message
Meet with school curriculum
personnel to dovetail stormwater/
water quality education with SOLs
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Work with relevant agencies and
partners to begin planning for hotline
and tracking system for water
complaints,
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Enforcement
Finalize Stormwater
Task Force.
metrics and store in tracking tool
Collect
metrics and store in tracking tool
Collect
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Complete SOP development.
Set up complaint hotlinelWebsite
Develop maintenance and inspection
training program
Set up complaint hotlinelWebsite
metrics and store in GIS
Collect
tool.
Implement inlet stenciling and outfal
inspection programs.
Implement inlet stenciling and outfal
inspection programs
Evaluate stormwater public
education program, and evaluate
public school education
partnership.
Year 3
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Continue development and deployment of training
materials.
Investigate effectiveness of
household hazardous waste
collection program
Work with citizen committee in
conjunction with Development Area
Master Plan.
Complete and update bus shop and maintenance yards
SWP3s,
Set up a County Maintenance Crew.
mapping and
Continue storm sewer
GIS development.
I
Implement items on watershed action
lists.
Implement hotline and tracking
system for water complaints.
metrics and store in tracking tool
Collect
tracking tool
metrics and store In
Collect
Continue ordinance enforcement by
Stormwater Enforcement Task Force.
Continue prográm, implement
revisions as necessary.
Year 4
I
Update bus shop and maintenance yards SWP3s
Implement items on watershed action
lists.
metrics and store in GIS
Collect
tool.
Continue programs from previous
years.
Continue and evaluate program
mplement training programs.
I
tracking tool
metrics and store in
Collect
I.
tracking too
metrics and store In
Collect
Continue program and evaluate
overall program.
Year 5
Update bus shop and maintenance yards SWP3s
Implement items on watershed action
lists,
metrics and store in GIS
Collect
tool.
Continue and evaluate programs
from previous years
Continue and evaluate program
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2
mplement training programs
Collect metrics and store in tracking tool
tracking tool
metrics and store in
Collect
.lIPrrAF
WDC03309001
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-------------------
Legend
Stream Status
Habitat anq Inventory Assessment
Inventory ~ssessment Only
Habitat As~essment Only
No Assessment
Base Map Fe~tures
... County Bo~ndary
Major Roa~s
Streams
Figure ES..1
Assessment Status of Stream
Reaches In Development Areas
Albemarle County
N
Crozet
Neigh borhoods
Pantops 0
Penn Park I
Rivanna
1 2 3
I I I Miles
Charlottesville
Darden Towe Park
Hollymead
Piney Mountain
H2MHIll
-------------------
Legend
Use Codes
Not ry
Pocket Natu Area
Community serrrails
Urban Wate Feature
Urban ngin red
Base Map
Streams
- County Boun ary
Major Roads
gure ES-2
Designated Use Categories for
Assessed Reaches in the Development Areas
bemarle County
N
Charlottesville Neighborhoods
Crozet Pantops 0
Darden Towe Park I¡¡II Penn Park I
Rivanna
3
1M
Hollymead
Piney Mountain
CH2MHILL
-------
-----------
Hollymead
Neighborhoods
Pantops
Penn Park
Piney Mountain
Legend
Stream Status
Recomended BMP
Basemap Features
Streams
-- County Boundary
- Major Roads
] Charlottesville
Crozet
Darden Towe Park
"
Figure ES-3
Recommended Regional
Stormwater Facilities
Albemarle County
Rivanna
N
o
I
3
I Miles
H2MHILL
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY
AGENDA TITLE:
CPA 2003-07 Crozet Master Plan Comprehensive Plan
Amendment
AGENDA DATE:
April 7, 2004
ACTION:
x
INFORMATION:
SUBJECT/PROPOSAL/REQUEST:
Amend the Land Use Plan section of the Albemarle County
Comprehensive Plan by replacing the existing profile of the
Crozet Community with new land use policies, guidelines,
recommendations, goals and strategies for future
development within the Crozet development area.
CONSENT AGENDA:
ACTION:
INFORMATION:
STAFF CONTACT(S):
Tucker, Foley, Davis,Cilimberg, Echols, Thomas
REVIEWED BY:
ATTACHMENTS:
BACKGROUND:
The Renaissance Planning Group, technical consultants for the Crozet Master P an, presented its final report to the Board of
Supervisors and Planning Commission on July 9, 2003. At that time, the Board of Supervisors directed the Planning Commission
to review the proposed plan and bring back its recommendation to the Board for amending the Comprehensive Plan to
incorporate the Master Plan. In August the Planning Commission commenced a series of five informational work sessions, during
which it reviewed content of the entire document. In November, December and January (2004) the Commission continued its
work by holding a series of five facilitated work sessions in which it identified and agreed upon specific revisions and
modifications to the original document.
The Commission spent the majority of its time during its eight-month study period reviewing and editing the narrative, land use
maps, design guidelines, and non-capital implementation priorities contained in the July 9, 2003 Master Plan final report. The
proposed amendment was an outgrowth of the consultant's recommended Master Plan for Crozet. The Planning Commission
took major sections of the consultant's report, made some changes to it to "customize" it more for Crozet, then put it in
"comprehensive plan language" for adoption into the Comprehensive Plan. Although their review was extensive, the Commission
largely left specific discussion of funding needs related to implementation called for by the plan to the Board of Supervisors.
A public hearing was held March 23, 2004 to receive public comment on the Planning Commission's revisions to the original
document. After taking public comment, the Commission voted unanimously to recommend to the Board of Supervisors that the
revised language be adopted as part of the Comprehensive Plan, with a request that priority be given to the funding for the
infrastructure to support it. If adopted, the amendment would replace the existing section on Crozet in the Land Use portion ofthe
Comprehensive Plan. As with the rest of the Comprehensive Plan, the amendment would provide a guide for future land use
development and public decision-making on service provision and infrastructure investment in Crozet. It is not zoning and does
not mandate specific actions, but it does provide the basis for desired initiatives and decisions affecting the Crozet Community.
'C
"
STRAGEGIC PLAN:
2.1 Protect and/or preserve the County's rural character; and, 3.3 Develop and implement policies that address the County's
growth and urbanization while continuing to enhance the factors that contribute to the quality of life in the County.
DISCUSSION:
The purpose of the work session on April 7 is to decide on a process for the Board of Supervisor's review of the proposed
Comprehensive Plan Amendment. The Planning Commission's recommended CPA language is attached, for reference only. It
is not intended that it be a part of the process discussion on April 7.
Staff believes that the process which will best enable the Board to review and address the Plan's key issues for amendment into
the Comprehensive Plan is as follows:
31-03-04P11 :01 RCVD
-}.
AGENDA TITLE:
CPA 2003-07 Crozet Master Plan Comprehensive Plan Amendment
April 7, 2003
Page 2
1. Understanding the role ofthe Crozet Master Plan within the context ofthe Comprehensive Plan, Strategic Plan and
other growth management policies adopted by the County. The first work session cov~ring this topic would involve a
staff presentation and question and answers.
2. Understanding how the plan itself is organized and wh~t it says. Important points are the organizing principles
contained within the Master Plan from a 'big picture's standpoii)t, how the places of Hamlet, Neighborhood and Downtown
hierarchy work together, and the recommendations for road and pedestrian connections, community facilities, neighborhood-
scale commercial development, downtown revitalization, and increased employment opportunities. The first worksession
could be used to cover this topic as well, with a staff presentation and question and answers. "
3. Discussion ofthe critical elements ofthe plan and implementation measures settorth inthe plan, specifically capj,tal
items and policy changes necessary to implement the plan. Key elements include the land use map, transportation ,and
infrastructure, parks and greenways, and the costs, funding and timing of infrastructure. After the first two topics noted
above have been covered, one or more facilitated work sessions are recommended for this discussion.
As recommended by the Planning Commission, the Comprehensive Plan amendment would provide the guide for initiatives and
decision-making regarding Crozet. It is envisioned that this ultimately would be accomplished through land use decisions, zoning
text amendments, CIP programming, and general budget commitments. Like the rest of the Comprehensive Plan, these
initiatives and decisions will ultimately be determined by available resources and the deliberations of future Planning
Commissions and Boards.
RECOMMENDATION:
Based on the Commission's work, staff suggests that the Board take these steps:
1. Decide if it wishes to take additional public comment beyond that it will receive in its required public hearing. 11so, decide
how, when and where this additional public input should be received.
2. Affirm or modify the proposed process of review indicated in the section above and set the first work session date.
~~f:
:A,ì¡
04.045
COUNTY OF ALBEMARLE
Departmer¡t of Planning & Community Development
401 McIntire Road, Room 2.\8
Charlottesville, Virginia 22902-4596
(434) 296 - 5823
Fax (434) 972 - 4012
MEMORANDUM
'TO:
DATE:
Robert W. Tucker, Jr., County Executive
Susan E. Thomas, Senior Planner F
March 30, 2004 "
FROM:
RE:
CPA-03-07 Crozet Master Plan
;/
The Albemarle County Plarining Commission, at its meeting on March 23, 2003, unanimously
recommended approval of the above-noted comprehensive plan amendment. The COmmission
requested that priority be given to the funding for the infrastructure to support it.
The Albemarle County Board of Supervisors will hold a work session on the Crozet Master Plan
at its April 7th meeting. Attached please find a staff report which outlines this amendment.
If you have any questions, please do not hesitate to contact me.
01-04-04A02:10 RCVD
MEMORANDUM
DATE:
RE:
Albemarle, County Planning Commission
Susan Thomas, AICP
Senior Planner
March 23, 2004
Public Hearing on Draft Crozet Community Profile, Comprehensive Plan
(CPA 2003-007)
TO:
FROM:
Background
The Renaissance Planning Group, technical consultants for the Crozet Master Plan, presented its
final report to the Board of Supervisors and Planning Commission on July 9, 2003. At that time,
the Board of Supervisors directed the Planning Commission to review the report and bring back
its recommendation to the Board for amending the Comprehensive Plan, to incorporate the
Master Plan. In August the Planning Commission commenced a series of five infonnational
worksessions, during which it reviewed the entire document. In November, December and
January (2004) the Commission continued its work by holding a series of five facilitated
worksessions in which it identified and agreed upon specific revisions and modific,ations to the
original report. The product of these facilitated session is included as an attachment to this
memorandum.
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Public Hearing
The Crozet Master Plan, as revised by the Planning Commission, is recommended to the Board
of Supervisor as a Comprehensive Plan Amendment which would replace the current Crozet
Community Profile in the Comprehensive Plan, Land Use Plan. The recommended CPA
includes the narrative portion of the original document, along with some but not all of the
associated maps, charts, tables and drawings. The Commission is recommending that the July 9,
2003 final report remain in its original fonn,reflecting the consultant's work and the community
process. The array of charts, tables and drawings in the document will continue to be a valuable
reference for guiding development in Crozet, although in the Commission's view this full level
of detail is not appropriate for adoption into the Comprehensive Plan. In a technical sense,
therefore, the July 9,2003 fmal report itself will be a supplement to and not a part of the
Comprehensive Plan.
The proposed revisions to the original document recommended for adoption into the
Comprehensive Plan primarily involve the following areas:
1. General editing to Sections I, II and III [narrative portion of the document] in
corifonnance with accepted Comprehensive Plan language
2. Clarification and some re-ordering of recommendations by three geographic sectors
(Downtown, Crozet - West and Crozet - East) contained in Section I
3. Editing to implementation strategy for land development contained in Section II
4. Clarification and some re-ordering of priorities contained in Chart A, Crozet Priorities
5. Clarification and some re-ordering of implementation tables to confonn to sector
recommendations
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6. Incorporation of the Built Infrastructure Map infonnation into the Place Type and Site
Development Guidelines Map
7. Elimination of the Process Summary Map
8. Identification of existing and proposed open space/park features on the Green
Infrastructure Map
9. Clarification/editing of provisions in Tables 1 and 2 (development guidelines)
10~ Qualification of the role ofthe Comprehensive Plan as a note on tables and maps
Fonnat
Comprehensive Plan Amendments, when adopted, are fonnatted consistent with the existing
Comprehensive Plan, including page numbers and general organization. For simplicity and
convenience of review, the draft Crozet CPA is organized with the narrative presented first,
followed by charts, maps, tables and other illustrations. The document will be re-formatted in
final fonn when adopted by the Board of Supervisors.
Attachments:
Draft Crozet Community Profile
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I. CROZET COMMUNITY GUIDE
A. The Crozet Master Plan
Albemarle County has.committed itself to preserving the scenic beauty, agricultural heritage andsocio-
economic health of its rural and urban areas. For more than 30 years, land use policy decisions have
sustained that effort at critical moments. The identification of Rural Areas and areas designated as
repositories for growth preceded the adoption of the Neighborhood Model in 2001, an amendment to the
1996 Comprehensive Plan. The Neighborhood Model emerged fromthe workofthe Development Areas
Initiatives Steering Committee (DISC) over a period offour years. The DISC report acknowledged that
existing growth patterns were endangering the county's natural resources and under~uti1izing its
developable land. It al~o recognized that a more efficient utilization ofthe Development Areas could only
be achieved through a new, more "urban" form of development. By formally adopting the Neighborhood
Model as part of the Comprehensive Plan, the County made a strong commitment to creating more livable
urban neighborhoods which will attract residents through a combination of pedestrian-friendly stJ:teets and
inter-connections, appropriate infrastructure and public amenities, and convenient, supporting
neighborhood scale commercial development. This new form has identifiable centers and edges, and
promotes walkability in its scale and organization. The adopted Neighborhood Model describes the new
form in its Twelve Principles, and it further outlines a master plan process which defines and guides future
development in all of the designated development areas.
Crozet was selected for the first Master Plan by the Board of Supervisors in October 2001, based on the
community's strong interest and high level of development activity. Since the coimnencement of the
planning process in March 2002, residents have joined county planning staff and project cotisÙltants in
nearly a dozen public events and several dozen Small Task Group working sessions. Thedevelopment
community has also participated in the public events, and worked cooperatively with the consultants on
design issues.. Early in the process, community input coalesced into a series of Guiding Principles which
reflect, to a large degree, the Twelve Principles of the Neighborhood Model. These principles served as a
consistent reference for the consulting team, county staff, developers, and residents during the ebbs and
flows of what became an intensive, very public year-long process.
The tangible result of this public process is the Crozet Master Plan, adopted as part of the Albemarle
County Comprehensive Plan and intended as a general guide for future development and systematic change
in the Community of Crozet. The Comprehensive Plan is advisory in nature and, with its accompanying
maps, charts and other supplementary information, it sets forth the County's long-range recommendations
for the development ofland within its jurisdiction. The Comprehensive Plan al~o serves as a guide for the
development and implementation of the Zoning Ordinance. Development guidelines contained in the
maps, charts and other supplementary materials in the Comprehensive Plan are intended as targets rather
than specific requirements, consistent with the advisory nature of the document.
The Crozet Master Plan is illustrated graphically by two maps supported by a series of tables, drawings,
and guidelines. The maps are:
Place Type and Site Development Guidelines Map - This is the land use map,' showing recommended
designations in the form of transect types ranging from the Urban Core to the Development Area Preserve,
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organized around a hierarchy of Downtown, Neighborhood and Hamlet., A correspondirig set of Site
Development Guidelines further describes the land use designations. It also illustrates proposed
infrastructure such as roads (by type), trails and community facilities. The Place Type Map is found on
page _ .
Green Infrastructure Map - This map depicts the open space and preservation area system throughout the
community, showÏ11g streams and lakes, floodplains, slopes, and proposed improvements such as parks and
natural areas, neighborhoods and centers, roads and community facilities. A corresponding set of
guidelines further describes green infrastructure recommendations. The Green Infrastructure Map is found
on pages _ and _; the map on page_further describes parks and open space types and functions.
The tables and drawings provide additional detail on design elements such as thoroughfares (roads), open
space, block and lot type and examples of Hamlets, Neighborhoods and Downtown development and
redevelopment.
This document accompanies and complements the Master Plan maps and drawings referenced above. It
describes the process used to fonnulate the, Master Plan's implementation strategies, identifies key steps
that the partners in Crozet's development as a community must take, and includes the graphic and technical
products required to achieve the desired physical characteristics of Crozet twenty years out. Sections I, II,
and III are intended to replace the current Community of Crozet Profile in the Comprehensive Plan, Land
Use Plan. Section I sets the context and summarizes the Plan's major findings, recommendations and
implementation strategies. Section II, Strategies for Development, further articulates the fiscal and
regulatory policies by which this vision for Crozet can be realized. Section III, Process and Fonn of
Development, provides planning and process tools required to physically apply this visiontó Crozet.
Although this condensed version of all three sections has been adopted as part of the Comprehensive Plan,
Land Use Plan, it is envisioned that the Master Plan in its entirety will serve as a reference and source of
additional guidance for the Community's on-going development.
B. Master Planvs. By-Right Development: Why a Master Plan
Through its implementation strategies, the Master Plan provides opportunities for the community to support
and realize a quality of life envisioned by the "GuidÏ11g Principles" developed early in this planning
process. Conversely, "by-right development" of the growth area under existing zoning could yield
significantly negative and disconnected patterns of development, affordÏ11g virtually none of the benefits
envisioned by the County's Neighborhood Model. Additionally, by-right development in certain critical
locations throughout the Community may make it impossible to fully implement the Master Plan.
Compact, pedestrian-oriented, mixed-use development that is environmentally sensitive is central to the
Neighborhood Model approach as are the corresponding benefits of rural area preservation afforded by the
concentration of growth within designated Development Areas, including Crozet.
c. Public Process
Public Ï11volvement in the creation of the Master Plan was a central organizing element. Plan
activities targeted resident stakeholders, county agencies and departments, the develoþment community,
and elected/appointed officials. From the beginning of the planning process, the county maintained an
ongoing Crozet Master Plan e-news group with over 300 active subscribers. The e-news group was used
on a regular basis (average of three emails monthly) to communicate meeting infortnation and general
information about the progress of the plan, including links to relevant website materials. The Master Plan
website was used for regular information posting and updating, and during 2002 and 2003 registered
approximately 20,000 hits annually.
The planning process included a two-part Planning Academy (January '02), Master Plan kick-off
session (March '02), Developers Open House (October '02), six community meetings (May '02 through
April '03), Board of Supervisors!Planning Commission work sessions (December '02; Janruuy and April,
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03), and a fmal presentation to the Board ofSupervisorslPlanning Co.mmission in July '03. Attendance for
the community meetings ranged from 200 people at the Master Plan kick-off to approximately 15 at the
individual Small Task Group meetings. There were seven Small Task Groups, which met approximately
six times each. To publiciZe community meetings, flyers were distributed, e-news was sent, information
was placed in the local media outlets (including paid advertisements in the newspaper), a banner was hung
in Crozet, and publicity iterns were distributed to schools and neighborhood associations. Critical materials
generated during the process were posted online and displayed at the Crozet Library, the Post Office, and
the County Office Building among other locations.
Participation was extensive and influential throughout the development of the Master Plan. Göa1s were to:
· Maximize participation and consensus opportunities. It was important that all stakeholders
were represented in the process. Diverse opinions were presented and heard.
· Link well with the deliver abIes of the Technical Consultant. Public participation was tied into
the planning process and products.
In maximizing participation, various processes were employed based upon the targeted outcome, time
available for the participation, and number of people involved. The complete Community Process
Documentation can be found in the appendix to theJuly 9, 2003 final report.
D. Preliminary Findings and Recommendations
History
The community ofCrozetbegan as whistle stop on the Chesapeake and Ohio Railroad in 1876 that WaS
established at the request of the Miller Manual Labor School (the Miller School), which had been founded
a year earlier. . It was named for Colonel B. Claudius Crozet (1789-1864), a French born civil engineer and
artillery officer under Napoleon who is best remembered as the chief engineer for the seventeen mile long
railroad tunnel through the Blue Ridge Mountains. Since its inception, it has functioned as a distinct
settlement with a unique history of agriculture, small business enterprises, and a dynamic civic spirit.
Crozet in particular was known for its fruit industry, and in the 1930's itlead the state in the production of
Albemarle Pippin and Winesap apples. It also was known as the Peach Capital of Virginia. With the
arrival of Acme Visible Records and Morton Foods (ConAgra) in the 1950's, year-round employment was
available to balance the area's seasonal economy. The Master Plan draws on these unique traits in the
creation of a place that is distinctly 'Crozet':
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The east/west organization of downtown Crozet exists in conjunction with the early railroad
alignment and the position of Route 240 along a ridge line. The emergence of Route 250 adds to
the east/west arrangement, and the two major routes frame the Lickinghole Creek watershed and
the Crozet Development Area.
The role ofthelandscape has always been important within the community, fust as a working
agrarian setting and more recently in the community's concern for the beauty ofthe Blue Ridge
Mountains and various view sheds.
The downtown area has been a vit¡;¡,l part of the community since its inception.
Residential growth has beglin to sprawl out from the downtown center following the patterns
produced under by-right zoning.
Traffic concerns have emerge~ with the growth that has already taken place, and the existing
topographic and land-holding configuration represent important challenges that the Master Plan
has addressed.
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Basic Assumptions
Implementation strategies for the Master Plan are based on several assumptions. These assumptions
emerge from the pattern of development in the Master Plan itself and the County's Neighborhood Model.
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"Service Planning" standards form the analytical basis for evaluating needs within the commumty. In most
cases, this analysis ties directly to population, which is projected to reach 11,200 - 12,000 in a twenty year
build-out~ This build-outnumber compares with the current population of 3,000 within the Crozet
Development Area, and to a by-right population build-out under current zomng of 12,500.
Guiding Principles
Guiding Principles were developed by the community early in the planning process, and they were
consistently referenced throughout the building of the Plan. These principles represent the fundamental
aspirations of residents for their own community. They serve as the basis for both the physical and policy
aspects of the plan. The principles follow:
1. The physical design of Crozet is built upon distinct neighborhoods, a historic downtown area and
other smaller centers, which are appropriate in scale and type to the community's planned growth
patterns.
2. Linking us both within the community and to our neighbors, Crozet values multiple transportation
options and infrastructure to support ease of access throughout the community. Of particular note,
the commumty promotes pedestrian and bicycle options for alternative transportation choices.
3. Offering diversity, affordabïlity, and choice in its housing stock, Crozet attracts people from many
social and economic experiences.
4. Crozet values the contributions oflocally grown business in providing both jobs and enhanced
quality oflife for residents.
5. Through a variety of cultivation, recreation, and conservation efforts, Crozet values its natural
resource assets.
6. Our families and our individual and shared histories provide the foundation for our identity.
Crozet is a place that encourages a sense of commumty in its diverse activities, institutions, and
interests.
7. Crozet actively supports its many community facilities and the role they play in the lives of its
citizens and believes that these facilities must accommodate the changing needs of the community
as it grows ovÙ time.
Major Findings and Recommendations
The following list highlights the findings and recommendations forCrozet. Additional detail can be found
for all of these recommendations elsewhere in this report.
1. Roads: Two major north/south connector roads will be required as baseline infrastructure
development. A new Main Street is needed south of the 'CSX tracks to provide an additional
interconnection throughout the community and to downtown. Main Street is intended to provide
an east/west orientation.
2. Greenways: A greenways-trails network should serve as an armature for both the preservation of
natural riparian resources and pedestrian movement within the Crozet Development Area.
3. Centers: Individual centers within the Crozet Development Area will serve as the foundation for
walkable neighborhoods supporting both residential uses and local economic activity.
4. Downtown: The largest and. most important of these centers will be the Downtown area.
5. Development Phasing: Development in the immediate future should focus on the redevelopment
and invigoration of the downtown area.
6. Design Guidelines: Design guidelines outlined in the Neighborhood Model are "calibrated" to fit
the specific conditions of Crozet, and they provide the tools that will guide the form of
development.
7. Place Making: The creation of a strong place identity within the Crozet area requires attention,
initiative, coordination and collaboration between local government, the business/development
community and residents.
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8. Development Review Process: New strategies for implementing the Master Plan (based on the
Neighborhood Model) may be needed to counter the option of doing strictly by-right development.
These strategies, if adopted, should identify both short and long tenn solutions.
9. Local Businesses and Community Economic Development: County staff and officials must
engage in public/private partnerships with local businesses to realize the development of Crozet as
more than a ~bedroom community' to the City of Charlottesville. Jobs that keep residents of
Crozet working in Crozet will be key to revitalizing downtown and mitigating a deteriorating
traffic condition on Routes 240 and 250.
10. Affordable Housing: County staffand officials should support the development ofa
comprehensive Affordable Housing Ordinance to support a broad demographic mixture within the
Development Areas.
11. AdjacentRural Areas: A strong Rural Areas policy should be put in place to assist in focusing
growth within the Development Areas and to help in mitigáting cumulativ~ impacts .öfadditional
traffic on Routes 240 and 250. This policy will also be important to maintaining a clear boundary
between Development and Rural Areas.
E. Context
This Profile, based upon the July 9,2003 Master Plan report, is intended to build upon the Crozet
community's identity, which embodies a collection of unique places that vary in character and intensity of
development across a spectrum ranging from small, almost rural hamlets to more urban neighborhoods and
downtown.
The three sections of this Community Profile describe the physical, social, economic, and political
conditions necessary for these places to exist and thrive, ,as well as the actions and strategies· that will be
required for design and implementation of the Plan's recommendations.
Three Geographic Sectors: Recommendations
For purposes of the Master Plan, the Community of Crozet is considered as three geographic sectors in
which future development and redevelopment projects are focused. They are the downtown area, the area
west of Crozet A venue and the area, east of Crozet A venue. Each area holds unique characteristics and
challenges. This section of the Guide identifies the priority implementation strategies for each area and
outlines specific tasks required to -carry out those strategies. Chart A, Crozet Priorities (p. ->, organizes
these strategies in visual fonn by geographic location and level of urgency, and includes additional actions
that while also desirable rank lower in priority.
Downtown
Initial development in the Downtown area should emphasize the completion ofthe sidewalk system (per
the recommendations of the Crozet Downtown Sidewalk and Parking Study of2001), placement of the new
library on Crozet A venue, and creation of the first two blocks of Main Street. Spe-cific recommendations
and tasks identified in the Master Plan for downtown include the following:
1. Adjust development boundary to encompass existing downtown area north of Route 240, and to
allow mixed-use, infill development in support of downtown.
2. Implement sidewalk plan (per Downtown Sidewalk and Parking Study).
3. Construct the new library on the west side ofCrozetAvenue near Mountainside.
4. Convert current library (depot) to civic center function, perhaps as a museum
5. Construct Main Street by building the fITst segment from Crozet Avenue to the Barnes Lumber
property. (This will take trucks off "the Square.")
6. Develop guidelines for renovating historic structures and for new buildings (scale, materials,
setbacks), and initiate establishment of a Historic District.
7. Encourage development in blocks adjacent to downtown core.
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8. Create bike lanes to and indowntown.
9. Create downtown COIl1Illunity green at "the Square."
10. Develop signage for greenway trails.
11. Create a pedestrian railroad crossing in downtown core (below or above grade).
12. Explore alternatives to current lUlderpass at Crozet Avenue.
13. Explore opportunities for redevelopment of Con Agra and Acme as an extension of downtown.
14. Reuse Historic Crozet Elementary School. The former school could eventually serve as an
Albemarle County satellite facility for county services, public meetings and other community uses.
If north downtown is included in an adjusted definition of the Development Area, it could be
adaptively reused with some public and private residential functions in relation to the surrounding
residential neighborhood.
15. Continue construction of Main Street east from Crozet A venue, including pocket parks in block
development.
16. As opportunities arise for redevelopment of the lumber yard, focus on a mixed-use form that
emphasizes employment.
Crozet - West
Development in the area west ofCrozet Avenue should emphasize neighborhood related road creation and
other improvements. Specific recommendations and tasks for Crozet~West include the following:
1. Encourage mixed use development in the center of the western area.
2. Protect Route 250 from further commercial development.
3. Implement improvements to Jarman's Gap Road
4. Construct W estern Avenue.
5. Discourage improvements intended to increase capacity of Half Mile Branch Road in ån effort to
encourage use of West em Avenue. (This does not apply to site distance and safety improvements.)
6. Encourage development of western area starting from the south up (from Route 250).
7. Propose East-West Drive { with bridge across Slabtown Branch), and safety improvements to
Meadows intersection with Route 240.
8. Establish Western Park with public/private collaboration.
10. Upgrade playing fields at Henley Middle School.
11. Create frontage road for school (avoiding existing fields and working in conjunction with current
improvements).
Crozet - East
Development for the area east ofCrozetAvenue should focus on tl:1e construction of public amenities such
as the school and parks in addition to the creation of roads and bridges. Specific recommendations and
tasks for Crozet-East include the following:
1. Construct Eastern A venue, Main Street, and primary neighborhood streets within the two or three
major properties available for new development.
2. Construct Lickinghole Bridge on a time-line appropriate to demand.
3. Construct crossing of CSX tracks between Acme and Con Agra buildings (below or above grade
options).
4. Establish greenway trail (for pedestrians and bikes) from Lickingho1e Creek Basin to Crozet Park
and downtown.
5. Construct new neighborhood elementary school on time-line appropriate to demand, in general
location shown on plan.
6. Exploreand develop potential access points to Lickinghole Creek Basin.
7. Establish Eastern Park with public/private collaboration.
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Partners in Crafting the Master Plan
The Master Plan engaged three primary partners who will also be key to its implementation: community
residents, local government, and the business community. Throughout the year-long process, all three
groups dedicated substantial time, effort and good will, contributions that are reflected in the Plan's
comprehensive recommendations. The Crozet Community Process Summary Map (p.14) serves as a record
of these evolving conversations. Outlined below are discrete actions associated with each of the three
groups; these actions TIÙght parallel a capital project (new road or public facility) or occur on an on-going
yearly basis (community gardening program). Some of these initiatives may take years to accomplish,
while others are relatively simple. Considered together, they are intended to start building the mosaic of
public and private actions that are critical to creating a healthy urban community.
Community Residents: Recommendations
Community residents hold the distinct capacity to invigorate a place with a sense of unique identity. This
has already been accomplished by the deep level of civic engagement that both pre-existed and carried
through the master planning process. Inparticular, the Small Task Groups identified many opportunities,
large and small, that are best suited for community leadership. The following recommendations focus on
the role of community residents:
1. Library
a. Set up a 'Library Action Group' oflocal residents to help focus efforts on the development of
a neW library.
2. History
a. Set up a Historic Preservation Committee to work with County staff toward the creati.øn·of
defined districts for the National Register of Historic Places for the downtown and Yancey's
Mill area.
b. Investigate the idea of creating a 'Crozet Museum' within the new library or .at another
location in the community.
3. Gardens and Nurseries
a. Create an area for community gardens and/or a tree nursery to enhance the agricultural
identity and existing ecological networks of the Development Area.
b. Establish an Urban Forestry group to work with County staff in tree preservation,
reforestation, and streetscape programs in the community.
4. Local Governance
a. Partner with County staff through (staff proposed) Community Teams and a Board appointed
Community Council in the review and adoption ofthe Master Plan, implementation activities,
and updates and revisions to it.
b. Join County staff and the private sector in studying local taxing and funding options for
downtown business and revitalization efforts.
c. Investigate the creation of a Community Development Authority to help create funding
opportunities for local projects.
d. Publicize fairs, festivals and local celebrations.
5. Diversity and Identity
a. Create links between community festivals and school activities.
b. Create history days in schools for storytelling by local residents.
6. Small Businesses
a. Encourage diålogue within the Community Association regarding small business
development and marketability of the area.
b. Organize a merchants' association to promote downtown and represent community
businesses.
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7. Greenways
a. Establish a not-for-profit Crozet Trails Foundation (like the RivannaTrails Foundation) for
design, construction, and maintenance.
b. Create an Adopt-a- Trails program.
c. Gather and distribute information on tax incentives for landowners to donate easements for
Greenways (floodplains).
d. Organize the gathering of GPS data for mapping these routes: these could be collected by
groups such as students, Boy Scouts and other volunteers.
8. Water
a. Work with current citizen groups to protect streams.
Local Government: Recommendations
Local government works to balance community desires, market forces, and equity throughout all of the
neighborhoods and areas in Albemarle County, while maintaining a long term vision. This involves the
creation of a strong network of infrastructure and services that evolve concurrently with development
forces.
One of the primary responsibilities oflocal government is the creation of public facilities such as schools,
libraries and parks. The development of the Master Plan recognizes these community elements as more
than buildings or areas that house a service or amenity.· They are in fact centers of community life and their
development needs to reflect the identity and pride of the community.
Just as facilities can be thought of as an inftastructure for community identity, public services are the
supporting network for the ebbs and flows of everyday life. Fire and rescue, police, and social services
create the essential framework of a community. The Master Plan outlines this framework of support, how
it will be influenced by future development, and how it can be best supported by local government.
Perhaps because it developed as a transportation hub and agricultural center, the Crozet community is
particularly concerned about creating vital networks for both transportation and the environment. In Crozet
this has been done though the careful study and planning for bothmajor road improvements and streets that
connect existing and new neighborhood, supplemented by a greenway trail system along the riparian
corridors. These networks are essential to the success of the Crozet community as it grows over the next
twenty years. Support and guidance from both local government and private developers will be required
throughout the growth process to maintain a level of concurrency with the population as it develops.
The most tangible role oflocal government will be found in the capital projects identified during the master
planning process, listed by priority on pages _, and also described in Section II of this Profile.
Similarly, the funding and programming of services generally is the responsibility of local government,
although there is a need for community initiative in the face of strong competition for revenues.
Business Community: Recommendations
The Master Plan anticipates that the private sector will build many of the features outlined within the
Master Plan as a part of new development in Crozet. Two aspects of desired community development
identified by the residents rely on the business community in particular: local economic diversification and
neighborhood development. Successful implementation of the Master Plan will depend on the support of
local business and on a collaborative relationship between county staff and the private sector.
Perhaps most central to the Master Plan will be the overall development of new neighborhoods and the
redevelopment of existing areas such as downtown. Working with the Neighborhood Model as a
framework, the Crozet Master Plan establishes both a cohesive built environment that honors the area's
history and a green-inftastructure that recognizes the strength and vitality of existing natural systems. It is
hoped that the development community will carry out the vision and goals of the Master Plan in the
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projects undertaken in Crozet, and make choices in land use, form, and density that create distinct, livable
neighborhoods. To move proposed development scenarios forward, site development guide1inesand
suggestions for a more streamlined development review process are included in Sections II and TII.
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Future Actions
Any long range plan must be revisited, and the Crozet Master Plan will be updated at regular intervals.
The following essential principles will guide any such adjustments within Crozet:
Reinforce focal points for development and redevelopment
Provide multi-modal transportation linkages (pedestrian, bike, cars, buses)
Create opportunities for creating a range of housing types and affordability
Support and create opportunities for locally-owned businesses and jobs
Preserve historic and natural landscape features
Provide public facilities which foster a sense of community and civic pride
Site issues and market forces will also influence development decisions. For example, while certain key
roads are indicated in very specific locations (Eastern Avenue, Western A venue and Main Street), the
precise location of these and other streets within individual development may have to adjust based on
timing, road engineering requirements, and other constraints and circumstances.
Fundamental to the success of development or redevelopment projects within the Community of Crozet is a
strong system of roads, sidewalks, bicycle facilities and public transit.Detailed transportation modeling has
shown that the master planning process and the Neighborhood Model form of development can anticipate
and help to mitigate the negative impacts of by-right development patterns on transportation. Public and
private implementation of the transportation component of the Master Plan will help to achieve a higher
level of concurrency between transportation needs and residential development.
F. Summary Recommendations for the Crozet
Development Area
As stated earlier, the creation ofa strong sense of place, predicated on Crozet's Guiding Principles, will
require the concerted effort of local government, the business community, and local residents. Sustaining
that effort will entail literally building and rebuilding places, delivering services to people, and establishing
connections between people and places. To emphasize the multi-faceted nature of the effort required to
enable the Master Plan, these recommendations have been organized according to these three categories:
Services, Facilities, Programs, Utilities, and Connections.
Services
Fire and Rescue Service for Crazet
In the years 2004-2005, a combined fire and rescue station is planned for the Ivy area which will help assist
the Crozet Fire Department and augment services provided by these two volunteer groups. Although an
additional station in Crozet will not be required, maintenance and improvement of the existing downtown
fITe station will be needed or the relocation of the current building should be sought. The possibility of an
additional fire/rescue/police station is under consideration for the area in 2012.
Police
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Current policy of police services recommends an average response time of 10 minutes for all Development
Areas. To this end, police satellite offices are recommended within a service sector to help achieve these
desired response times to all police emergency calls. Currently the department is undergoing a Long Range
Facilities Study which will be completed at the end of May, 2003. Once long range goals have been
established within the department, they could be integrated into the Master Plan.
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Social Services
Various social services perforril important functions within the community. Currently services are provided
in several ways through the elder population settings of Mountainside and the Meadows and tln'ough the
county schools. As growth occurs, the county will need to consider augmenting these services and perhaps
creating a central location within the Development Area where these services can be accessed.
Affordable Housing
County staff and officials should support the development of a comprehensive Affordable Housing
Ordinance in order to support a broad demographic mixture within the Development Areas.
Local Governance
The Master Plan reflects current direction of Albemarle County Government that new mechanisms for local
governance will be needed within each of the Development Areas once a Master Plan has been adopted.
One of strongest aspects of the plan development process, has been the intense level of public involvement.
This civic participation should be structured and encouraged in the future by assigning a Neighborhood
Planner to serve as a liaison with the Community and a steward of the Master Plan's. implementation. A
Board-appointed Community Council will work with the Neighborhood Planner and other County staff in
the many activities associated with implementation.
Local Businesses and Community Economic Development
County staff and officials must encourage public/private collaboration in order to support the development
of Crozet as something more than a "bedroom community" to the City of Charlottesville. In particular, the
expansion of existing and development of new small businesses in Crozet is essential to increase the
vitality of the downtown, provide employment oppOJ:tunities, meet residents' needs for goods and services,
and reduce increasing traffic impacts to Routes 240 and 250. A local business/economic development and
redevelopment program is recommended for Crozet, supported by a 'point-person' in County government
who can respond to inquiries from existing and prospective businesses. The establishment of this point-
person position will also be critical to coordinating redevelopment activities through the public/private
partnerships and other mechanisms that will be an integral part of Master Plan implementation.
Fairs, festivals and local celebrations
County staff should serve as a resource for local organizations engaged the planning and funding of local
celebrations, festivals and community-oriented events that support the local market and tourist activities in
the Crozet area. Assignment ofa Neighborhood Planner will assist community members by directing them
to the appropriate departments or programs within local government, and helping them identify other
resources that can support their efforts.
Facilities
Schools
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The primary Master Plan recommendation is for a new elementary school to be developed in the eastern
portion of Crozet. County long term planning has identified construction oF-this facility to be completed in
2011 with a budget of $12.4 million. In the approved 2003/04 to 2012/13 Capital Improvement Program
(CIP), a Heilley addition is scheduled for completion in 2005 and additional High School capacity will be
addedto the existing High Schools between 2008 and 2013. The School Board is aware that as
development oCCurs in Crozet it may need to move students that are currently in the feeder pattern for the
Western Albemarle High School. The redistricting of students to either the Monticello or Albemarle High
School feeder pattern may be necessary as new schools and additions are completed in those areas to help
accommodate the growth ofCrozet. The Master Plan also recommends that the Heilley expansion to 900
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students should occur in the near future. This expansion will help to accommodate immediate growth needs
within the area.
Libraries
The enlargement of the Crozet library is a central concern of many within the community. The Master Plan
recommends that a new library facility be built within the heart of downtown, on Crazet A venue. The
County CIP currently has $5.4 million in funding starting in 2005. The Master Plan concurs with this
timing, if possible, as a way to catalyze redevelopment of the downtown area.
Parks and Recreation
The strategy for the design of Parks and Public Space in the Crozet Development Area is to create a
network of public parks and greenwaysthat will work on a number oflevels:
1. To protect sensitive natural systems (centered on the Lickinghole Creek drainage system)
2. To reserve public areas of topographical, historical, or cultural interest that characterize Crozet
3. To create areas for structured and unstructured recreation
4. To link neighborhoods to downtown, schools, parks, squares, greens and the larger region.
This network forms the centrally positioned spine of the development area, structured around the
Lickinghole Creek watershed. It maximizes the community benefit from unbuildable land. Due to the
rolling terrain and dendritic stream patterns of Crozet, a large portion (35% flood plain and steep slopes) of
the development area can be preserved in this system as potential recreational space. In addition to its
stream valleys, the region is also characterized by high points and views of the nearby Blue Ridge
Mountains. Rather than developing all of these high points, the Master Plan reserves a few key areas so
that these features can be appreciated by the entire community, in the form of the proposed Eastern and
Western Parks. This aspect of the Master Plan strives to meet the goal expressed by the community to
"preserve the rurâl character" while balancing the needs of private development of properties. It is
anticipated that the dedication of these parks to public use will occur in the course of the review and
approval of a unified development plan for the property around them. Individual park plans will be needed
to guide the development of both Eastern and Western Park.
Programs
Local Job Creation
Fostering private, locally owned businesses will be an essential step in the building of Crozet within the
framework of the Neighborhood Model. The ability to work in close proximity to home will both mitigate
traffic impacts and create healthier neighborhoods. Local business development of various types and
forms, including small restaurants, local retail stores and offices, will need to be actively supported and
developed. Development of larger enterprises within the Development Area at sites such as Con Agra and
in the downtown area will also be vitally important to realizing the Master Plan. The County's economic
development point-person, the Neighborhood Planner, the downtown merchants group, and the community
itself will all playa significant role in achieving this goal.
Neighborhood Development
In addition to local business development and job creation, private developers and local govemment staff
should coordinate efforts to implement the Neighborhood Model as applied to Crozet. Acknowledging and
complementing existing centers, new centers are identified as potential focal points for future walkab1e
place-types, namely downtown and its surrounding neighborhoods and hamlets. All of these place-types
support residential uses and economic activity, in varying degrees. Site Development Guidelines, first
outlined in the Neighborhood Model (as Design Guidelines), have been applied to fit the specific
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conditions of Crozet They are the tools that guide the form of development. Suc'Cessful implementation of
the Neighborhood Model in Crozet is predicated on two factors:
1. New strategies which counter the option of strictly by-right development, and
2. A strong rural area policy which channels growth into the development areas, thereby mitigating traffic
impacts on Routes 240 and 250, This a critical corollary to the development area policy embodied in
the Neighborhood Model.
Historic District Designation (Downtown, Yancey's Mill)
In order to preserve the historic fabric of the Crozet Development Area, the Master Plan recommends that
community residents, in collaboration with county staff and the Historic Preservation Committee, begin
the process of registering the Downtown and Yancey's Mill areas with the National Register for Historic
Places. Though mostly honorary in nature, listed status on the National Register will allow planning staff
to make future.development decisions based upon the knowledge that the historic nature of many of
Crozet's built structures must be considered when change is proposed. The establishment ofa downtown
district can playa significant role in the revitalization effort.
Downtown Redevelopment
One of the pril11ary mechanisms available for local business owners to fund desired improvements is
through a self-directed taxing and funding option, such as a Community Development Authority (CDA). A
CDA can complement and augment funds allocated within the county's capital budget. It is voluntarily
imposed and the revenues it raises must be expended within its identified boundaries. Downtown is the
largest and most important place-type in Crozet, and activity in the immediate future should focus on the
redevelopment of this area.
Utilities
Solid Waste
The growth of the Crozet area is not expected ~o significantly change the overall needs for solid waste and
recycling with the County. The largest anticipated change would occur if an industrial user comes to the
current Con Agra site. However, even with that change, no additional land area would be required within
the Crozet Development Area to handle the added need.
Recycling
Despite budget constraints the county maintains a strong interest in the recycling process. As such three
new "drop-off centers" are proposed within the county's current CIP plan. The exact nature and location of
these drop-off centers will need to be determined but the Crozet Master Plan recommends that one of these
facilities be located within this development area and incorporated into the rehabilitation or relocation of
the area's fire and rescue station. '
Water
The Rivanna Water and Sewer Authority (RWSA) and the Albel11arle County Service Authority (ACSA)
have already begun planning for the necessary expansions to serve expected growth in Crozet Treatment
plant equipment has been upgraded and preliminary design work has been done to accommodate an
expansion to 1.3 million gallons per day. When demand reaches 80% of capacity the process will begin for
final design and construction of the expansion to this level. The estimated cost of the expansion will be
$1,145,000. Funding and strategizing for water capacity (including wastewater) within the Crozet
Development Area is the domain of the RWSA and the ACSA.
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Wastewater
The Crozet interceptor is currently able to handle 2400 gallons per IIÚnute (gpm). Capacity needs to be
expanded to 3600 gpm in order to handle the projected build out population of 12,000. This will be
accomplished through a planned replacement of the pump stations by RWSA.
Connections
Transportation
1. Roads: The Master Plan's recommendations for increased employment opportunities and a more
connected road system will reduce the congestion that would result from a build-out population of 12,000
under the current development trend. Moderate congestion levels are anticipated only on Route 240 east of
downtown and Route 250 east of the growth area boundary. If development occurs under current zoning
and no additional :roadway improvements are made in the area except the Route 240/250 connector (east of
Crozet A venue), significant congestion is expected on Routes 240 and 250 and also on Crozet Avenue.
Future volumes on US 250 will be near or slightly exceed the roadway's capacity, putting pressure on the
Virginia Department of Transportation to widen it to four lanes. To maximize capacity, the county must
limit the amöunt of development on properties adjacent to the Route 250 from 1-64 to Route 240 as called
for in the Master Plan. This strategy will keep the number of entrances to .a minimum and reduce pressure
for traffic signals (and slowdowns) beyond those recommended for the intersections of Route 250 with
Route 240, Eastern Avenue, Crozet Avenue and Western Avenue.
The primary road recommendations include the following:
a. Build W estern Avenue as part of the Old Trail private sector development (this includes stream
crossings of Slabtown Creek and Lickinghole Creek). This improvement will serve to connect'
numerous neighborhoods and haßÙets west of Crozet Avenue. Ideally, construction phasing
should begin from the south (Route 250), and the entire length of Western Avenue should be
constructed by the developer. In other words, "dead ends" off Jarman's Gap Road or Route 250
should not be pennitted. Aside from construction itself, truck traffic should not be allowed on this
road.
b. Build the long anticipated nortb/south road east of Crozet A venue (called Eastern A venue in the
Master Plan, formerly referred to as the 240/250 Connector). This baseline infrastructure
improvement will involve a bridge over Lickinghole Creek, a bridge or underpass to cross the
CSX tracks to the north, and numerous connections to neighborhood streets. Construction phasing
. should begin from the south (Route 250). Aside from construction itself, truck traffic should not
be allowed on this road. The private sector should be responsible for funding and building Eastern
Avenue with the exception of Lickinghole Creek bridge.
c. Plan and initiate the fITst stages of a new "Main Street" parallel to and south of the CSX tracks
running from Crozet Avenue eastward. This will ensure critical linkages between downtown and
new development to the south and east. Construction phasing. should begin from the west (Crozet
Avenue). Barnes Lumber is the primary beneficiary in the creation of this new road segment
connecting their property with Crozet A venue and should therefore participate substantially in its
funding.
d. Other road improvements are key to the short, mediUII1, and long-range succeSs of the Master Plan
including Jarman's Gap R.oad sidewaJkfbike lane improvements, downtownsidewalks, and other
Crozet A venue issues, including safety improvements and possibly a modified entrance at the
Meadows.
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e. Streets within residential/mixed-use areas should be pedestrian-friendly, developed according to
site development guidelines of this Master Plan, funded and constructed as apart of private
development. The gridded neighborhood street pattern indicated on the Place-Type Map is
intended to emphasize the expectation that inter-connections will be a part of future neighborhood
block and street design, and should not be considered a plan for specific street locations or
interconnections.
2. Bus Transit: Two types of transit improvements were considered for the Crozet area - a circulator
system that serves trips beginning and· ending in Crozet and a connector for trips between Crozet and
Charlottesville. Express bus service, most likely in the form of Bus Rapid Transit (BRT), on Interstate 64
appears to be the most economically viable service given the ridership potential. The route could begin in
downtown Crozet, travel south and west along Crozet A venue and Route 250, then use 1-64 and the US 29
Bypass to reach the University of Virginia and downtown Charlottesville. The local circulator service
could include two róutesthat converge in downtown. The fIrst route could travel east/west along Route
240 and Main Street into downtown. The second route could travel north/south from ,the employment
center along Western A venue to downtown. Each route could require two buses to attain a 15 minute
headway (time between buses).
3. BicyclefPedestrian Paths and Sidewalks: Each community or new center recommended in the Master
Plan is specifIcally designed to provide destinations within a quarter mile of residential areas, a comfortable
walking distance for most people. All roads within the communities should have,. sidewalks tofuriher
encourage and £acilitate walking,. and may include marked bike lanes as well. Bicycle and walking paths
should follow theproposed.greenways, which purposely connect the community centerS; providing
convenient pedestrian and bicycle access throughout the Crozet growth area. Bike, lanes will also be
estabHshedon major roads, as identifIed in adopted regional plans.
Greenways
In order to protect the prominent natural features and functioning ecological systems of the Crozet area,
almost 50% of the Development Area is dedicated to natural lands, public parks, and school grounds. The
greenway system, a linear network of open space, will serve to preserve and protect these sensitive areas
while fostering connections between the people of Crozet and their natural, recreational, commercial, and
cultural resources. This system will interconnect neighborhoods, hamlets, and downtown while linking the
Development Area to the larger region. It is recommended that the development of this greenway system
be done through joint efforts of both local citizens and county staff, and that existing funds be increased to
accelerate the completion of this vital green inftastructure within the community.
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II. STRATEGIES FOR IMPLEMENTATION
A. Costs and Strategies for Funding Improvements
Implementation of the recommendations of the Master Plan will take place in several different forms:
through county capital expenditures, land use decisions, private sector investment, community initiatives,
and programs and services provided by the county. Existing and recommended capital expenditures,
additional programs, fmancing tools, and land use options are described below.
As outlined in the charts that follow, some of the needed infrastructure and facilities improvements within
the Crozet Development Area can be funded from county Sources. Several of the future expenses have
already been included in the Capital Improvement Program (CIP) as indicated below. It is also important
to emphasize that many other sources of funding for community infrastructure and facilities exist. In
particular, the Master Plan begins to define the role that private developers and the local citizens need to
take in gathering and directing funds towards the creation of dynamic neighborhoods.
It is important to note that several of the items already identified in the CIP may take more time to
accomplish than originally projected in the currentCIP. As one example, locating the library on the
Mountainside block downtown may well result in a longer development process, because of the need to
coordinate with other uses and property owners on the block. A more realistic time-frame for completion
of that project is around 2008-10 given the public/private collaboration that will be involved. The
following list refers to currentCIP dates, since new timelines have not yet been established.
Current CIP funded items. recommended by the Master Plan:
· New library: $5,378,000 (2005-2007 CIP)
· Henley Middle School renovation: $4,433,000 (2003-2005 CIP)
· Additional High School capacity: $7,500,000 (2007-2008 CIP, all high schools)
· New Crozet Elementary School: $12,388,000 (2008-2011 CIP)
· St. George's Avenue sidewalk: $124,000 (2004-2005 CIP)
· Downtown sidewalk/streetscape: $300,000 (2004-2005 CIP)
· Railroad A venue sidewalk:: $67,000 (2006-2007 CIP)
· Design of road projects related to various Neighborhood Master Plans: ($200,000 each year for all
areas, CIP)
· Street lamp Program: exact amount to be determined
· Road Construction Revenue Sharing for traffic calming measures: exact amount to be determined
Items not yet funded but recommended bv the Master Plan for inclusion in future CIP budgets:
· Eastern A venue design and engineering: $500,000 (2004-2005)
· Eastern A venue bridge: $4,000,000 (2008-2009)
· Recycling Center: $250,000 (2007). [Currently three recycling centers are recommended for
county as a whole but specific locations have not been selected. Given the anticipated growth in the
area, it is recommended that one of the -centers be located in Crozet.]
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· Greenway development: as much funding should be allocated per year as may be available to meet the
objectives of the Master Plan. [Currently $25,000 is allocated per year for the -county as a whole.
Citizen volunteer effort will be critical to building greenway trails.]
Items recommended for private sector funding: or public/private collaboration:
· Western Parkestìmated $2,000,000 (2005-2006, private development)
· Eastern Park estimated $2,000,000 (2005-2006, private development)
· Downtown Park (Main Street): estimated $400,000 (public-spirited development)
· Neighborhood Parks: estirrtated $200,000 each (private development)
· Greenway development: estimated $30,000 per year - see note aböve (land is dedicated through
private development)
· Western Avenue: $4 million (20Q4-2005, private development)
· Main Street at Crozet Avenue: $500,000 (2005-2006, private development or public/private
partnership; this should be a cost sharing arrangement with the lumber business, since they are the
principal beneficiary ofthe initial block( s) öf Main Street, east of Crozet, A venue)
· Eastern Avenue: $4 million (2004-2007, private development)
· Eastern Avenue underpass: $1 million (2005-2006, private development)
· Main Street extensions: $2,500,000 (2006 -?, depending upon the pace of private development)
· Bike/pedestrian improvements in developing neighborhöods: $TBD (2007-2011, private development)
Tables
The following tables identify in graphic form various.projects in the Crozet Development Area. Some of
these are underway or scheduled as a part of the County's Capital Improvement Program or through
VDOT. Some are recommended for the future. In the latter case, preliminary cost estimates are provided.
In the case of CIP and VDOT projects, currently allocated amoUIits are included.
B. Strategy. for Business and Community Development
One of the twelve principles of the Neighborhood Model is the incorporation of mixed use development
into the fabric of neighborhood centers. At the neighborhood level, this development can take the form of
small businesses which provide goods and services within walking distance of nearby residential areas.
Similarly, employment opportunities can be located within neighborhoods in these mixed use centers and
also in adjacent districts öf more concentrated business activity. The Place-Type Map and Design
Guidelines, the land use components ofthe Crozet Master Plan, illustrate the relationships between these
mixed use centers and districts, and the proposed hamlets, neighborhoods, and Downtown.. However, an
organized economic development program that clearly spells out priorities, funding expectations and
relationships between public and private activities is needed to make the vision of the Master Plan a reality.
As noted previously, the Master Plan recommends that the County establish a small business development
'point-person' position to coordinate and respond to business inquiries, and assess options and incentives.
This position is critical to achieving the desired Neighborhood Model form of development, particularly the
viability of neighborhood centers and the mixture of uses they are intended to attract. The development
community has been cautious historically about building the non..,residential uses recommended by the
Neighborhood Model and the Master Plan, since the concept is new and represents a departure from a
typical segregated zoning approach. The point-person should assist with the coordination of this element of
new development, and her/his role eventually may evolve into a more proactive stance where specific types
of local business development are targeted and sought. Opportunities for adaptive reuse of the Con Agra
and Acme properties are likely to involve public-private partnerships, another area where the small
business point-person's role will be critical to success. This position is uniquely linked to understanding
and achieving the implementation of the Master Plan.
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One key economic development possibility exists with respect to the Barnes Lumber property. If this
property owner decides to sell, or if relocation can be. viably considered, the central location would afford a
tremendous and positive opportunity for high density, pedestrian-oriented, mixed-use development
reinforcing the ''urban core" of the Crozet downtown area. Retail, commercial offices, and residences
could be combined within mixed-use buildings and blocks in this area, reinforcing the central role of
downtown. Local government needs to anticipate this eventuality and be ready to assist with the
conversion process for this property if and when it occurs.
c. Strategy for Affordable Housing
To encourage and maintain a diverse population within the Crozet Development Area, one of the Guiding
Principles identified early in the Master Plan process, affordable housing options must exist. Affordable
housing is defined as housing that does not exceed 30% ofa household's income. Current Albemarle
County affordable housing policy targets rental housing representing 0-80% of the current median
household income, and 'for purchase' housing at 50-80% of the current median family income. Affordable
housing options targeting these income ranges would continue the tradition of 'starter' homes that
characterizes many of Crozet' s neighborhoods today.
Market based housing developed within the Master Plan Site Development Guidelines has the potential to
provide up to 800 units of affordable housing through "accessory units". These "granny flats" would take a
nwnber offorms, and they would provide access to housing for those who could not afford a full single
family home in a relatively expensive area like Crozet. These units might be located above garages in the
back of properties or as stand alone units associated with larger homes. Within the context of the county's
current zoning ordinance, they would have to be rental units. In addition to the housing diversity already
provided by the Meadows and Mountainside Senior Living properties, and the diversity inherent in the
Master Plan's call for increased residential density and product options within existing and new centers
(through both infill and greenfield development of townhouses, multiplexes, apartment buildings, mixed-
use residential buildings, live-work units, etc.), these accessory units may be another opportunity for the
private sector to support a community of diverse ages and income levels.
In addition to having affordable units available on the market, it is also important that the units themselves
be dispersed throughout the development. Dispersing units (as opposed to collecting units within one area
of Croz~t or within one area of a development) would reflect the Guiding Principle of community diversity
on both a large and small scale within Crozet.
The C<~unty' s affordable housing policy, adopted by the Board of Supervisors in February 2004, can be
found on page ~ of the Comprehensive Plan.
D. Strategies for Financing Improvements
The following list identifies several sources of funding; with a large project, one or more sources might be
combined to provide an adequate budget. The Master Plan affords the opportunity to leverage private
sector and community support in addition to current funding sources through Albemarle County itself.
Local Government
1. Current revenue sources (property taxes, sales taxes, business taxes, water/sewer revenues)
2. Increased revenues resulting from new development within the community (property taxes, sales taxes,
etc.)
3. Bonds
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4. Tax Increment Financing (TIF)
· This option involves issuing bonds to fund improvements within an identified geögraphic
district. Increased tax revenues resulting from rising property values (triggered by the funded
improvements) go to repay the bond expense. TIF requires a general referendum just lìke
other bonds, and uses the general interest bond which tends to have lower interest rates.
5. Community Development Authority (CDA):
· The CDA is another mechanism for funding improvements within a designated area. A CDA
is established by local government for a specific public or community purpose, and requires a
vote by a maj ority of property ovvners within the defined area. In Crozet" establislunent of a
CDA is recommended to more quickly upgrade infrastructure dovvntovvn. Limited public
funding for improvements such as sidewalks, streetscaping, redevelopment of the Square and
other pedestrian-oriented items would be supplemented by revenues generated by the CDA. A
CDA would operate in the following manner:
· Issue bonds to finance improvements within the CDA
· Provide infrastructure necessary to meet the increased demands placed upon the
localìty as a result of the development withinthe CDA district.
· Generate monies to pay for improvements through special ad valorem taxes or
assessments on property within theCDA district.
6. PublicIPrivate Transportation Act - PubliclPrivateEducation Act
· Opportunities avaìlable under this legislation may be appropriate for projects in which
constructing a public project depends on the participation of one or more private landovvners.
When this situation occurs, a public/private partnership could coordinate different aspects öf
design and construction. Creation ofa partnership may be preferable to holding a bönd
referendum.
7. VDOT Six Year Plan
8. State and federal grants
TCSP (Ttansportation and Community and System Preservation Pilot Program)
TEA-21 Enhancement Grants '
Businesses
1. New development: pröffers associated with legislative actions (special pennits, rezonings)
· Maintaining, not improving service standards
· Improvements directly benefiting development (nexus test)
Local Community
1. Grants
2. Community sweat equity
3. Fund-raising campaigns
E. Strategy f.or Land Use
The adoption of the Neighborhood Model as a part of the Albemarle County Comprehensive Plan
represents a new approach towards. community development, one which encourages the creation of distinct
neighborhoods with identifiable centers and edges, using design to achieve a more convenient, lìvable
form. The Master Plan reflects the principles of the Neighborhood Model, applied to a specific place - the
Community of Crozet. Changes to the development review process will be necessary to achieve the vision
set forth by the Master Plan. This -section addresses possible ways in which Albemarle County can modify
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its current land use practices to accommodate the inevitable growth in Crozet consistent with the
community's vision for itself. Several of these regulatory tools would necessitate fundamental changes that
would take time to achieve; others are modifications to processes that are already in place. Still others may
require statutory changes at the State level which would involve political action on the part of Albemarle
County. Because the Crozet Master Plan is the frrst of the master plans for the Development Areas to be
completed, it can provide a preliminary template for preparation and implementation of future master plans.
Therefore, it may be beneficial to investigate new approaches to development review that may not be easily
achieved within the County's current regulations, in the interest of broadening the discussion and
identifying innovations tbat are appropriate for Albemarle County.
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Parameters for evaluating and recommending changes to the existing development review process include:
· Consideration of provision of incentives for good design and reduce complex and lengthy
procedures whenever possible.
· Provision of greater predictability in the outcome of the development process, a key factor in
attracting appropriate development.
· Revising of the regulations addressing "by-right," development to incorporate Neighborhood
Model principles, a process that is already underway.
It should be remembered that statutory limitations on the County's regulatory authority will make
implementation of the Master Plan more difficult, particularly in the area of regulating design and
achieving concurrency between infrastructure and development. StafImg requirements and other costs
associated with implementing regulatory changes should be considered. Finally, it is important to respect
existing development entitlements while providing incentives for developments that are consistent with the
master plan.
By-Right Development
The term "by-right" means that development can occur under the property's approved zoning designation
without the need to seek a zoning change or a special use permit. There are ways in which by-right
development will help implement the Crozet Master Plan. First, determining compliance with the Crozet
Master Plan for larger projects should occur through the administrative development review process,
including review of subdivision requests and site plan review. Staff should review by-right proposals
emphasizing conformity with the Master Plan, and encourage voluntary compliance. Amendments to the
zoning and subdivision regulations (the Albemarle County Code) are underway to allow implementation of
the Neighborhood Model. These amendments include requirements for curbing, sidewalk, and street trees.
They also include reduced setback requirements and added commercial uses in some residential districts.
Adoption of the amendments will also facilitate implementation of the Crozet Master Plan.
By-right development creates certainty for the developer and the community by specifying the kinds of
uses, density and form of development that may occur on a particular property. For the developer, this
provides an incentive by reducing both risk and time involved in undertaking project; for the community, it
removes the need to closely track individual development proposals and repeatedly attend hearings to
debate rezoning requests for individual properties.
The primary risk and the disincentive to creating entitlements through zoning relates to local government's
diminished ability to achieve concurrency between available infrastructure and growth. In reviewing a
rezoning request, the Planning Commission and Board of Supervisors consider the adequacy of services for
the proposed development, and there is an opportunity for the developer to proffer (commit to) to provide
appropriate infrastructure improvements in support of his proposed development. These voluntary
contributions, or proffers, must address impacts generated by the rezoning, but they givelocal government
a much-needed avenue for including private dollars in the funding of public capital projects.
By-right development review is an administrative process, since the use was approved when the zoning was
originally established. ,With no legislative action required, there is no opportunity for local government to
tie impacts to contributions. The Crozet Master Plan includes advanced infrastructure planning that would
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make the need for review of individual projects and their impacts on the larger community less necessary,
provided that the identified capital improvements are funded and built.
Modified Rezoning Process
For legislative actions (projects that ultimately require approval by the Board of Supervisors), a two-step or
tiered review process is offered that provides developers with guidance and feedback from the Planning
Commission earlier in the process. In the initial review step of this ptocess, an overall fmding of
consistency (or inconsistency) with the Crozet Master Plan would be made before detailed development
plans were prepared. The consistency finding would consider the land use program, densities and
intensities, as well as general site layout. The second tierofreview, the detailed zoning review, would
focus on more specific site design criteria. This two-tiered process has recently been initiated, and may
undergo further refinement as it is put into regular use.
Developer Initiated Rezoning
For many years, Albemarle County has implemented its Land Use Plan through developer initiated
rezonings. If this practice continues on a site-by-site basis, properties would be rezoned cOnsistent with the
Master Plan, with the increased opportunities for density and design flexibility offered by the
Neighborhood Model serving as the incentive. The requested zoning district could be Planned
Development, Neighborhood Model District, or a conventional district with a proffered Plan. An entirely
new zoning district developed for implementation of the Crozet Master Plan could also be made available.
. Neighborhood ModelPlanned Development
Albemarle County amended its zoning regulations in March 2003 to create the Neighborhood Model -
Planned Development district (NMD) (Chapter 18, Section 20A). The district establishes the
standards for development to occur consistent with the Neighborhood Model. An applicant
seeking rezoning to NMD is required to submit, among other requirements, a general development
plan and a code of development. These submittals establish the types and allocation oflandt;lses
and green space. and the design guidelines and regulations for the district. Approval of a NMD for
a particular property must be consistent with the Comprehensive Plan, Land Use Plan and Master
Plan for the Development Area, and the Neighborhood. The NMD is not equivalent to by-right
development consistent with the Master Plan, because a rezoning is still required.
The use of this tool is significant. The NMD provides for the most flexibility of all zoning districts and
does not rely on new zoning or subdivision text amendments before Neighborhood Model type
development can take place. This rezoning is applicant initiated, and thus preserves the County's
ability to address concurrency at the time of rezoning. Because it requires a public hearing, a
rezoning request also involves the community in the review of the development proposal. It
allows the County to work closely with a developer to ensure that the proposed development
achieves consistency with the Neighborhood Model, which may be particularly important for the
first projects that occur.
. Planned Development District or Conventional District with proffered Plan
Planned development districts have been used for a number of years to provide developer
flexibility with setbacks and open space as well as to achieve the goals of the County for land use
in a particular area. Rezonings to the planned districts, such as PRD (Planned Residential
Development) and PD-MC (planned Development -- Mixed Commercial) can implement the
Crozet Maste:r Plan as can rezoning to a.conventional district with a proffered plan. Rezonings to
these districts will likely occur on smaller parcels than rezonings to a NMD.
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County Initiated Rezoning
If the Crozet Master Plan is implemented solely through developer initiated rezonings, an "either or"
situation arises. Either a developer initiates a rezoning and goes through what can be a lengthy process
involving proffers or the by-right development occurs. In exercising their by-right zoning, landowners
could choose to by-pass the master plan requirements. Also of concern is the issue of development or
redevelopment of smaller properties, for which the planned district rezoning might be perceived as too
cumbersome. The Planned Development process is generally more suitable for larger, vacant parcels
where an overall plan of development is required prior to subdivision into multiple parcels. An area of
particular concern to the community is lack of unified control of development for downtown Crozet.
Because so many small developed parcels already exist, an overall rezoning of the downtown by a
developer would be unlikely. Therefore, other zoning tools must also be examined to ensure
comprehensive implementation of the Crozet Master Plan.
. Crozet Zoning Overlay
One option would be for the County to create a zoning overlay district for all or a portion of Crozet.
An overlay would establish development standards that would apply to all by~right development
These new requirements would apply in addition to those associated with the underlying zoning
district. This tool could work in concert with the NMD wherein smaller properties could develop
under their by-right zoning, while larger properties would be encouraged to rezone to NMD consistent
with the Master Plan.
This strategy would require development and adoption of a comprehensive set of regulations for the
Crozet Development Area. The extent to which a zoning overlay could implement all aspects of the
Master Plan may be limited by the County's police powers. Generally, the Virginia Code allows the
County to regulate the use ofland, buildings, and structures; the physical characteristics of structures
such as size, height, area, bulk, location, construction, removal and alternation; and the areas and
dimensions of use and open space. While these powers clearly allow implementation of many of the
design aspects of the Neighborhood Model, the degree to which architectural controls and streetscape
requirements can be implemented must be further explored.
The limitation of this approach is that it focuses on the physical development of the area, but does not
comprehensively address the issues of land use types, the land use mixture, and the density and
intensity of development.
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. New Zoning Districts for portions of Crazet
Another option would be for the County to create new zoning districts for portions of Crozet to
help implement the CrozetMaster Plan. For example, the County could create a specific district
for downtown Crozet to establish separate uses, setbacks and parking standards than for any other
zoning district in the County. A different possibility might be to create a specific district in an
area ripe for redevelopment to open opportunities for mixed use. It should be recognized,
however, that any County initiated rezoning for a specific zoning district likely would need
substantial support by owners of the property to be'rezoned.
. CrozetZoning Code
Establishment of a Crozet zoning code represents the most comprehensive approach towards
implementation of the Master Plan. The zoning code would identify different districts
corresponding to the Plan's recommended land uses and place types, with each district
accpmpanied by standards appropriate for implementation. The districts would also establish the
required types and mixture of uses. Similar to the zoning overlay district, the extent to which
architectural design controls can be adopted merits further investigation. Nonetheless, real
benefits would accrue from the control of land use and employment of form-related standards.
While the Crozet Zoning Code might guide the review and approval of individual rezoning
requests as development occurs over time, the most effective means of implementing the Crozet
district would be to undertake a comprehensive rezoning of the area. This wpuldsupport the by-
right development potential envisioned in the development of Neighborhood Model and its
product, the Crozet Master Plan. The potential controversy associated with a comprehensive
rezoning is a factor in considering this option, but that controversy may be mitigated by the
extensivecommmrity involvement in developing the Master Plan. It is certainly possible that a
few properties would be assigned less density under the Master Plan-directed rezoning than they
currentlypossess,·amotmting to a downzoning. However, a dOWttzoning is considered to be valid
if it meets certain conditions, including the requirement that it result from a dètailed study, such as
the Crozet Master Plan.
The Crozet Master Plan provides a detailed land use plan which could easily be translated into a
specific, tiered district. However, for larger properties that will undergo additional master
planning, the NMD would still be an option. Additionally, the Crozet district could offer
development flexibility within larger properties by allowing transfer of densities and uses within
the property.
Before undertalcing a comprehensive rezoning for Crozet, decisions would need to be made
regarding the type of zoning code that is appropriate. Options include a transect-based code, a
modification of the existing County Code, or another type of code. At present, a transect-based
code for Crozet is not envisioned as appropriate. Therefore, any new code would need to be
developed in a way that allows staff to effectively and efficiently enforce specific zoning rules for
Crozet as well as for the rest of the County.
f'
Entrance Corridors
Albemarle County adopted the Entrance Corridor Overlay District ordinance (Article 18, Section30.6) in
order to preserve and protect certain roadway corridors considered to be significant entryways for tourist
and for historic resources. Entrance Corridor (Ee) Overlay districts are established on parcels ofland
contiguous to the EC streets identified in Section 30.6.2.c of the Zoning Ordinance, from the edge of the
right-of-way to the greater of either: 1) the full depth of the parcel, as the parcel existed on the original
adoption date of Section 30.6; or 2) a depth of 500 feet Within the study area, SR 240 and US Highway
250 are designated Entrance Corridors. Within the designated corridors, a certificate of appropriateness
must be obtained, based on the review of development proposals for consistency with the site development
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guidelines established for that corridor. The site development guidelines may address both the appearance
of structures and landscaping elements.
The Entrance Corridor ordinance is significant because it is an existing tool that can assist in implementing
the types of design regulations set forth in the Crozet Master Plan. For the existing corridors, the Entrance
Corridor site development guidelines should be implemented in compliance with the Crozet Master Plan.
The County should also review other roadways for designation as entrance corridors, particularly Jarman's
Gap Road, and the proposed Main Street, and Eastern and W estern Avenues.
Architectural Design Guidelines
Voluntary architectural design guidelines provide another potential tool to encourage development consistent
with the Master Plan, particularly with regard to building design. For NMD projects, guidelines will be
incorporated into the code of development required as part of the NMD approval process. Such voluntary
guidelines could also provide invaluable assistance to smaller properties whose owners may wish to
develop consistent with the Master Plan but who lack financial resources to develop guidelines for
individual properties. The County could mandate review of projects consistent with these guidelines, but
allow for voluntary compliance except in the case of Entrance Corridor and NMD projects. The design
guidelines would also be available to developers for incorporation into deed restrictions for enforcement
through private property owner associations.
Establishment of Historic Districts
Crozet is rich in historic resources that help defme its unique character. Through adoption of a historic
preservation ordinance, the County can locally designate such resources. Virginia Code allows for
adoption of ordinances creating a historic district as well as protection of those resources. A local
preservation ordinance is a type of zoning regulation referred to as "historic district zoning;" it is an overlay
district, which means that the adopted ordinance will not affect the underlying zoning classifications.
Property owners in the historic overlay district would be subject to an additional set of restrictions that
relate directly to the preservation of historic resources. Although the County has not yet enacted an
historical preservation ordinance, if and when this regulation is adopted, it could provide a valuable tool for
protection of resources within the Community of Crozet.
Conservation Easements
The Crozet Master plan includes a network of public parks and greenways structured around the
Lickinghole Creek watershed. Portions of the open space system within the Lickinghole Creek floodplain
are already owned by the County; others will be acquired or donated for community parks. Some portions
of the greenway system that are integrated into development projects may remain in private ownership.
These areas could be designated voluntarily as conservation easements. Outside of the Development
Areas, landowners may apply to participate in the County's Acquisition of Conservation Easement (ACE)
program. The ACE program allows the County to purchase easements for protection of open space, and
natural or historical resources may also be privately obtained through the Virginia Conservation Easement
Act by charitable organizations. Within the designated Development Areas, one tool to allow property
owners to participate in this preservation of open space is a Conservation Investment District. This would
enable property owners to invest in conservation of open space within the boundaries of the district by
raising local funds that can be matched with funds from other sources, such as individuals, foundations, and
existing federal, state and county conservation programs. These funds may be spent by the district solely to
preserve open space
Recommended Strategy
The implementation of the Crozet Master Plan will occur through a combination of short~term and long-
, term strategies. In the short term, large development parcels should pursue the NMD Planned
Development option. This will assist developers who are ready to obtain the necessary rezoning, while
proffering necessary infrastructure improvements in anticipation of the longer-term capital improvements
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for the area. Importantly, rezoning to this district will also provide an opportunity for demonstrating to the
community that the Neighborhood Model can produce positive development outcomes. Development of a
successful project will prove the value of the New Urbanist concepts, and may create support over the
longer term for considering a comprehensive rezoning to a distinct Crozet zoning district.
A zoning district specific to the downtown and other areas for which specific regulations are desired should
be created to ensure that development and redevelopment occurring on smaller properties conform to the
Master Plan goals. In order to create the type of compact, interconnected community envisioned by the
Neighborhood Model, development patterns must be uniform, and not random and inconsistent.
In the long term, the Master Plan calls for the programming, of inftastructure and development of programs
necessary to support the development that will occur. Once these tools are in place, the Master Plan might
be most thoroughly implemented through a Crozet Zoning Code and a comprehensive rezoning. This
approach would create the ,certainty needed by developers and by the community and ensure the uniform,
successful development of Crozet as a true model neighborhood.
F. Indicators: Measures of Success
Indicators for the success ofCrozet's long term development will be important for all of the, participants in
Master Plan implementation. It is recommended that a Master Plan Assessment Program be created to set
forth detailed methods for evaluating the following services and infrastructure:
Local Government
1; Water quality and availability
2. School ratings
3. Quality of parks and roads
4. Traffic/Transportation measures
5. Level of services - meeting or missing service standards
Businesses
1. Profitability
2. Evolving markets
3. Diversity
Local Community
1. Quality of Life
2. Walkability
3. Affordability
4. Location and diversity of employment
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III. PROCESS AND FORM OF DEVELOPMENT
A. Framework for Creating Distinctive Places within Crozet
Relationship of the Master Plan to the Comprehensive Plan
The Master Plan is an adopted part of the Albemarle County Comprehensive Plan, Land Use Plan, and
replaces the current Crozet Community Profile (both narrative and map). In the future the same process will
occur in all of the Designated Development Areas as individual master plans are completed.
Relationship of the Neighborhood Model to the Master Plan
The Neighborhood Model provides the policy foundation for the Crozet Master Plan. With the adoption of
the Neighborhood Model, Albemarle County set forth the guiding goals and objectives for the form of
future development. The Crozet Master Plan will serve as the first example of how the Neighborhood
Model can unfold within a designated area and how it can be tailored to reflect a distinctive place.
Central elements of the Neighborhood Model:
1. The Neighborhood Model (NM) organizes development not by land use designations but by
neighborhood
2. The neighborhood is not organized by land use type, but by a type of distinctive "place" that is
oriented toward the pedestrian
3. Neighborhood is the building block for development
4. Pedestrian-oriented place-making involves focal points and boundaries in the landscape where the
ideal distance from focal point to boundary approximates a 1/4 mile radius (i.e. the 5 minute walk)
5. Focal points and boundaries organize land uses in meaningful ways
6. A discernible place with amenities does many things, including:
Orients people
Provides convenience '
Ensures intentionally designed open space
Encourages pedestrian activity (which has proven health benefits)
Allows for the possibility of diminished vehicle trips
Distinctive Place Types
In applying the Neighborhood Model to Crozet, further gradations of "place" have been discove~d. Not
every place is a neighborhood, but each place shares the characteristics of being linked together through a
roadway or greenway network. Additionally, the different places in Crozet can vary in size, scale ànd
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r-"\
intensity of development (i.e. the degree ofland use mix, density and activity.) Places are grouped in the
following categories, ranging from low intensity to high intensity development:
Hamlet: small settlements which fit the NM's prescription for a center and edge. Due to topography and
the proximity of other mixed used places, Hamlets are less intensely developed. Half the land area is open
space and most of the land use is residential.
NeighborboodNillage: settlement which most closely fits the NM's ideal in terms of intensity and amount
of area developed. Due to the riparian network and topography of Crozet, the neighborhood's shape is not
a perfect circle and distances from the focal point to the boundary may range from 1/4 to 1/2 mile.
Downtown: historically Crozet's "district-wide" focal point for cultural and commercial activities. It is the
largest place-type in Crozet (approximately equal in area to three neighborhoods). Its core, where the
neighborhood centers coalesce, exhibits the greatest degree of mixing, density, and intensity of
development in Crozet.
Each place-type retains its own distinctive center, with radiating middle and edge "bands". The center is
the most intensely developed, while the middle and edge bands become progressively more residential, less
mixed use and less dense. This pattern reflects the concept of the "transect" outlined in the Neighborhood
Model. Places are organized along a continuum of lesser to greater intensity of development, thus creating
focal points and boundaries and a variety of dwelling types and lifestyle options (from natural landscape to
urban downtown).
Fringe Areas
Most of the periphery of the Crozet Devèlopment Area is recommended for the lowest density of
development, consistent with the Rural Area designation in the Comprehensive Plan. The importance of
Route 250 as a scenic by-way has been reinforced throughout the public process of developing the Master
Plan. This recommendation supports the preservation of the rural setting along much of Route 250 West as
well as the eàstern portion of Route 240. Commercial and mixed-use functions were considered for the
segment of Route 250 west of the DevelopmentArea. However, the sensitivity of historic Yancey Mills,
the value of the Route 250 viewshed itself, and the central role of downtown Crozet as the commercial
focus for the area support the fringe area recommendation, that of maintaining the lowest possible density
for future development.
Downtown
Downtown Crozet is unique. Until the action by the Board of Supervisors to amend the development area
boundary, half of the developed "downtown" was located in the designated rural area on thè Land Use
Plan. The Master Plan recommended including the developed area north of the boundary in the
DevelopmentArea through a boundary amendment. Infill and mixed-use development of the downtown
commercial district on Route 240 along with other economic development possibilities north of ConAgra
demonstrate the importance of integrating this area with existing development south of Route 240 and the
CSX tracks. Limited residential development between Firehouse Lane and ConAgra will be possible and
appropriate when stormwater management facilities are constructed at one or more strategic locations on
Beaver Creek, between the reservoir and downtown. This public/private investment will also manage and
improve runoff water quality for the existing downtown commercial and residential areas that currently lie
outside the Lickinghole'Creek drainage basin. The inclusion of "north downtown" in the Crozet
Development Area adds approximately 700 residents; however, this number is significantly fewer than the
foregone development potential originally reconnnended for the southeast quadrant of the Development
Area (a net reduction of approximately 800 residents when the two actions are considered together).
Other issues related to downtown include the possibility of an historic overlay or design control district
along with infrastructure improvement strategies including the establishment of a Community Development
Association (CDA) for downtown businesses and property owners. This would afford a dedicated funding
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stream to support the self-identified priorities of those within the CDA downtown area. A CDA would be
established by Albemarle County, with the majority support of businesses and property owners within the
designated and dermed CDA area.
B. Services
(All figures cited are current estimates that are anticipated to change over time.)
Local Governance
Recommendation
One of the central characteristics of the Crozet Master Plan has been the depth of public involvement and
the positive interaction among and between residents, County staff, developers and other agencies that
developed as a result of that process. To fully benefit fÌom the civic involvement inspired by the planning
process, it is recommended that a mechanism be established to foster and sustain a working partnership
between local government and Crozet residents in the implementation of the Plan. The Board of
Supervisors has approved a strategic plan for addressing local governance issues; however; some of the
action items described below still require review and authorization by the Board of Supervisors:
1. Appoint a Neighborhood Planner. A position in the County's Department of Planning will be
established/designated to work with the community and implement the Master Plan.
2. Appointa Crozet Community Council. This entity will include Board-appointed representatives to
work with the Neighborhood Planner in implementing the Master Plan. The goal is to gather input fÌom
diverse interests and to work collaboratively with County staff, businesses, and developers.
3. Establish Community Teams with to work on specific master plan issues such as
housing, safety, park development etc. These would include residents and appropriate County staff.
Fire and Rescue
Recommendation
At a full population build out an additional fire and rescue station will not be needed within the Crozet
Development Area. The primary reason for this is that a combined fire and rescue station is planned for the
Ivy area in the years 2007-2008, which will also serve Crozet. CIP funds of approximately $4,500,000 are'
allocated for this project. Althoughan additional station in Crozet will not be required, maintenance and
improvement of the existing downtown flTe station will be needed. Another alternative would be to
relocate the current building. Other possible changes include the addition of rescue services and the
possible integration of a police satellite office. With the creation of a new fire station in the Ivy area, a full
build out population of 12,000 will still only necessitate a volunteer force in Crozet, along with the
possibility of an additional flTe/rescue/police station in 2012.
Existing Conditions
The County is in the process of updating its Fire and EMS Service Standards. When updated, standards
governing response time within the Development Areas will be established and the recommendations that
follow should reflect those new standards.
The current fire services capital improvement program extends through the year 2010. There are no plans
to expand facilities in the Crozet area during that period. However, in the year 2008-09, a combined
fire/rescue station is planned for Ivy, which would serve as a backup for the Crozet area. Additionally, the
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new "County Office Building South" on Fifth Street south of Charlottesville will support the coordination
and expansion of fIre, police, and emergency services through the Charlottesville-Albemarle region,
although it will not have a direct impact on Crozet.
Currently the Western Albemarle Rescue Squad occupies a different building than the fIre station.
Although the 2800 square foot rescue squad building is ADA compliant, the bays do not meet current
OSHA requirements and there is no room for expansion. In light of the County's commitment to co-
locating fIre and rescue services, it would be desirable to combine the rescue squad operations with fire
stations.
With the creation of the neW Ivy facility, the downtown Crozet stations will continue to serve as backup or
supplemental stations. Both the Ivy and the Crozet stations would have afIre engine and one or more
ambulances. This arrangement supports optimal fIre and rescue response time within the Crozet
Development Area as well as the surrounding rural area.
In addition to buildings, the CIP calls for the replacement of existing rolling stock (fITe engines,
ambulances, etc) as it ages. A need for additional rolling stock is anticipated to occur at full build-out in
Crozet. Another major impact of population growth will be an increase to volume and frequen.cy of calls,
so staffmg will become an additional focus. The County expects to continue supporting the volunteer
system in Crozet in order to meet the increasing deroandsofa growing population. A model for this
arrangement is the Seminole volunteer fire department, which serves approximately 30,000 people using a
combination of professional and/volunteer staff. In the future, the Ivy station will probably require
professional staff to supplement its volunteer team. With Ivy playing a major role in the western part of the
County, staffing for the fITeand rescue squads currently serving Crozet can remain volunteer.
Police
Recommendation
As the population grows, it is recommended that a police satellite office be created for the Crozet se]'Vice
sector to maintain desired response times to all police emergency calls. The department has recently
conducted a Workload Allocation Study. Once long range goals are established, exact response times and
personnel service standards will be computed for the Development Areas.
Existing Conditions
Crozet is served by the Albemarle County Police Department, which has one central office in
Charlottesville. The Virginia State Police patrol Interstate 64, accessing Crozet at the Yancey's Mill exit.
The current County standard calls for three police officers to serve the area; these officers are assigned to
the sector that includes Crozet, but they also cover the broad territory of Western Albemarle County. This
arrangement may change when the Police Department long range study is completed. There is currently no
official police satellite office in Crozet; officers use a small room in the Meadows Community Center to
write reports. At build-out, Crozet would benefIt from a police satellite office out of which officers can
operate during their shift. This satellite office could be located within the fIre or rescue stations, or all three
could be successfully combined if a renovation of the existing buildings is deemed necessary.
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C. Programs
Fairs, festivals and local celebrations
Recommendation
County staff should work with local organizations to help procure supplemental funding for local
celebrations and festivals. The establishment of a tradition of events unique to Crozet will encourage both
the local market and tourism in the area.
Existing Conditions
One of the primary venues for creating a sense of unique community identity is the creation oflocal fairs,
festivals and celebrations. Crozet residents are currently very active in these efforts, with a series of
community events including but not limited to the following: 4th of July Parade; 4th of July Carnival at
Claudius Crozet Park; Christmas Tree Lighting; Mountainside Fall Festival; Community Clean-up Days;
Crozet Arts and Crafts fairs; Crozet Lions Variety Show; Mint Springs Trout Fishing Day for kids; Crozet
Farmer's Market; and Make a Difference Day (schools).
As the population grows and development occurs these events might grow to include activities related to
greenway trails development or festivals that highlight the specific history ofthe area. There are also
opportunities to work with Nelson County in promoting the Claudius Crozet tunnel through the Blue Rìdge
Mountains as a tourist destination.
Social Services
Recommendation
Various social services providers and programs are important to the community~ Currently, services
oriented to seniors are provided in several ways through Mountainside Senior Living and the Meadows, as
well as through the county schools. As growth occurs, the county will have to consider augmenting these
services and perhaps creating a central location within the Development Area where these and other
services can be accessed.
Existing Conditions
One of the primary recommendations of the Community Diversity Task Group was to acknowledge the
already diverse demographics that exist within Crozet. Task Group members were concerned that the
current population of lower to middle income families not be pressured out of the area through market
forces. The Task Group recommended that the county take a strong role in protecting and helping these
populations. It was also recognized that beyond the provision of services, active support for a diverse area
would mandate physical changes as well such as the installation of sidewalks, additional parks, and well-
sited public facilities which would encourage people of different backgrounds to meet informally
throughout the day.
Crozet, like the rest of Albemarle County, has become home to a growing population of seniors with a
variety ofliving arrangements ranging from assisted living to "empty-nester" townhouses. A number of
low/moderate income residential opportunities also exist in Crozet. Future development of units of this
type should include funding for associated, necessary services.
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D. Utilities
Solid Waste and Recycling
Recommendation
Solid Waste: The growth of the Crozet area is not expected to significantly change the overall needs for
solid waste and recycling with the Cou.nty. The largest anticipated change would occur if an industrial user
comes in at the current ConAgra site. However, even with that change, no additional land area would be
required within the Crozet Development Area to handle the added need.
Recycling: Despite County budget constraints, residents maintain a strong interest in the recycling process.
Three new "drop-off centers" are proposed within the County's current CIP. The exact nature and location
of these drop-off centers has yet to be determined but it is the recommendation of the Crozet Master Plan
that one of these facilities be located within the Development Area and incorporated into the rehabilitation
or relocation of the area's fire and rescue station.
Existing Conditions
Waste: Albemarle County handles the processing of solid waste through the Rivanna Solid Waste
Authority. Trash and recycling materials are collected by about 26 private haulers, who pay tipping fees to
the RWSA. The Ivy facility, once a County landfill, is now a transfer center at which trash is collected
(except for construction debris) and loaded onto trucks that take the waste to landfills operated by a private
frrm(BFI). This arrangement is expected to continue for at least the next 20 years, assuming these
landfills have adequate space. '
Recycling: One issue that will require attention within the next few years is the need for alternative
mechanisms for collecting recyclable materials. Albemarle's private trash haulers currently collect glass,
plastic, and newspaper for recycling. County residents can also take these items plus mixed paper and
cardboard to the McIntire recycling center in Charlottesville and various smaller drop sites located
throughout the County. The County currently contracts with the RWSA and a local private vendorto
process recyclables. However, the future of the recycling programs is uncertain. The recycling· center
only breaks even selling the fiber (paper) products it collects, and the market for glass and plastic is
currently inconsistent. These items must often be thrown in landfills because there is no pI:ocessing facility
within a reasonable distance to buy them. If this trend continues, the funding for recycling will drop to the
point where private haulers will , likely discontinue collecting recyclables from County residents. The
County's 'Blue Bag' program whìch helps with the recycling of plastic, glass and metal was stopped on
July 1, 2003 due to funding shortfalls and poor cost effectiveness.
Another alternative to the issue of recycling materials economically would be to encourage manufacturers
who recycle glass and plastics to locate within a marketable distance of Albemarle County. The ConAgra
site, or a portion of it, might be one location for such a facility. The County is working with RWSA to
launch a new long-range plan for county-wide solid waste and recycling programs (due for completion in
July of 2004) that would revisit the existing plan that was developed prior to the closure of the Ivy landfill
and the sharp drop in the market for recyclables.
The growth in Crozet is not expected to significantly change the overall needs for solid waste and recycling
within the County. However, as Crozet's economy grows, a concentrated effort to bring in businesses that
buy recyclable materials, especially glass and plastic, could help solve the region's recycling crisis as well
as provide a sustainable source of employment.
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"I
Water and Sewer
[All figures cited are current estimates and are expected to change over time.]
Recommendation
Water: The Rivanna Water and SewerAuthority (RWSA) and the Albemarle County Service Authority
(ACSA) have already begun planning for the necessary expansions to serve expected growth in Crozet.
Treatment plant equipment has been upgraded and preliminary design work has been done to accommodate
an expansion to 1.3 million gallons perday (current capacity is 1 million gpd). When demand reaches 80%
of capacity (800,000 gpd), the final design and construction process will begin for this expansion.
Currently, the estimated cost of the expansion is $1,145,000. Planning, financing and engineering to meet
water capacity needs within the Crozet Development Area, including wastewater, is the responsibility of
the RWSA and ACSA.
Wastewater: The Crozet interceptor will have to expand its capacity to 3600 gallons per minute in order to
handle the projected build-out population of 12,000, from its current capacity of2400 gpm. This will be
done through a planned replacement of the pump stations.
Existing Conditions
Water: Beaver Creek reservoir, the source ofCrozet's public water supply, currently has a raw yield of2
million gallons per day. This water supply is designated solely for Crozet at the present time. As a result of
the recent drought, the ACSA is examining all water supplies for possible benefit to the entire County and
City service area. The Crozet system is being considered for its potential contributions to the urban area's
water supply, but no change will be considered which would decrease the availability of water for
Crozet's own current and future needs.
As noted, the current treatment plant capacity for the Crozet public water supply is 1 million gallons per
day (gpd). During the recent drought, the town's water use was about 257,000 gpd. Under normal
conditions, the Crozet area averages 370,000 gallons per day for household, commercial, and public service
uses. This translates to 124 gallons per day per person; included in that figure is related use by fITe
services, schools, business, etc. At this rate, at build-out the community's 12,000 people will be using an
average of 1,488,000 gpd.
When it was active as a frozen food plant, ConAgra used approximately 500,000 gpd in addition to the
average town use at the time of about 300,000 gpd. A new use for the plant has not yet been established,
but any new facility would have to upgrade the water efficiency of the building significantly prior to
approval.
Wastewater: The Crozet interceptor was constructed in the early 1980's to handle two thirds of the
expected build-out of Crozet within 50 years. The intent of the original design was to lÍI!1Ít the nutrient
loading to the water supply and to preclude the need for a water treatment plant in Crozet. The interceptor
handles 2,400 gallons per minute (gpm) now and will need to be expanded to 3,600 gpm in order to handle
build-out as originally planned. This can be accomplished through a planned replacement of the pump
stations, which is currently estimated to cost $1.5 million.
Funding: Funding and strategizing for water capacity within the Crozet Development Area is the domain of
the Rivanna Water and Sewer Authority and the Albemarle County Service Authority. Funding is
developed through revenue bonds issued by the RWSA which are repaid through ACSA and City water
user fees. A cost-sharing agreement between ACSA and the City to repay the bond is brokered before a
new project is undertaken. Connection fees include components for System Development and Rivanna
Capacity Charges. In this way new development brings equity into the system to offset a portion of the
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user fees. Cost sharing on projects in the Urban Areas is negotiated. The debt service on Crozet
improvements is the Service Authority's responsibility.
Stormwater
A storm water management strategy has been fundamental in determining the limits of the Crozet
Development Area from its inception. The construction of a large sediment control facility - Lickinghole
Basin - has created a protected watershed for development in which sediment from new construction is
detained.before making its way further downstream into the Mechums River and ultimately the South Fork
Rivanna Reservoir. In addition to its functional role, this protective environmental measure is also a
remarkable public amenity for the community in the form of Lickinghole Basin.
The community should seek opportunities to protect the Basin through the use öf innovative storm water
management that, like the Basin, facilitates infiltration, allows sediment to settle, and provides for cleaning
of the water by wetland vegetation. Stormwater management should be emphasized in areas adjacent to
impervious surfaces such as roofs, parking lots and paved roads. Permeable paving, porous asphalt and
modular pavers allow increased water infiltration and should be considered for any impervious surface.
Retention ponds and swales planted with native grasses, shrubs and trees provide excellent holding areas
for water quality improvement while creating diverse wildlife habitats. These elements are sized and
designed for the areas that drain into them. In many cases, they can be small, linear plantingsthat add to the
aesthetic qualities of the neighborhoods.
E. Connections
Greenway Trails: citizen organized, citizen driven
Recommendation
In order to protect the prominent natural features and functioning ecological systems of the Crozet area,
roughly one third of the Development Area is designated as natural lands, public parks, and school grounds.
The greenway system, a linear network of open space and trails, will serve to preserve and protect these
sensitive areas while fostering connections between the people of Crozet and their natural, recreational,
commercial, and cultural resources. This system will interconnect neighborhoods, hamlets, and downtown
while linking the Development Area to the larger region. Trails have been constructed at Western Ridge,
along portions of Lickinghole Creek, behind the Meadows and Brownsville and Henley schools, and in
Mint Springs Park.
Implementing and maintaining a greenway system will require a public/private partnership involving many
different people and groups. Currently 20 percent of the proposed 22-mile greenway system crosses or
includes small, private, individually-owned properties. Access and use for these areas will have to be
negotiated over time. It is expected that large sections of the green way system will be built, as
opportunities arise, by civic groups and/or members of the development community. An advisory
committee made up of appointed citizens or a new Crozet Trails Foundation could facilitate communication
between the various groups. Albemarle County's Parks and Recre.ation Department could be primarily
responsible for maintenance of the system. However, to minimize cost, portions of the system.could be
adopted by volunteer groups, under an Adopt-A- Trail program.
The greenways in the Development Area are primarily located along the stream corridors (powells Creek,
Lickinghole Creek, Slabtown Branch, and Parrot Branch). They protect the stream vegetation, wildlife
habitat, and water quality, while providing areas for storrnwater filtration and runoff, aquifer recharge, and
flood controL" These contiguous forest areas not only protect corridors for wildlife migration but also create
an alternative transportation route for Crozet residents, reducing reliance on the automobile and hence
reducing traffic congestion. After construction, pedestrian trails will link neighborhoods, commercial
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areas, schools, and natural areas and provide access to recreational opportunities such as hiking, canoeing,
and picnicking. In areas that are less environmentally sensitive, primitive trails can eventually be upgraded
to create bike paths that could link Lickinghole Basin Preserve to Mint Springs Recreational Area.
Segments of urban greenway will extend from the riparian corridors into downtown along tree-lined streets
and sidewalks.
Existing 'Conditions
Community and neighborhood accessible portions of the greenway trail system currently exist in the
vicinity of West em Ridge and behind the Meadows and Brownsvi1le and Heilley schools.
Roads
The demand for and feasibility of roads, sidewalks, bicycle facilities, and public transit varies with the
density, design, mix, and location ofland use. Traffic modeling has been conducted for the Crozet Growth
Area and its immediate environs, and the results and analysis are included below. Although useful as a
general forecast, traffic modeling remains somewhat theoretical and thus open to interpretation depending
upon specific development patterns and events. However, the modeling clearly demonstrates that if
employment opportunities are improved within Crozet, development in accordance with a Master Plan can
mitigate negative impacts of "by right" development patterns on transportation. The interdependency
between the creation of additional jobs in the community and acceptable levels of congestion is one of the
most important findings of the planning process in Crozet.
Recommendation
The increased employment opportunities and the added roadway network of the Master Plan can combine
to minimize congestion in and around the Crozet Growth Area. With these two changes, moderate
congestion levels are anticipated oilly on Route 240 east of downtown Crozet and Route 250 east of the
growth area. If development occurs as envisioned by current zoning and no additional roadway
improvements are made in the area except the Route 240/250 connector(east ofCrozet Avenue),
significant congestion is expected on Routes 240 and 250 and on Crozet Avenue.
Future volumes on US 250 West will approach or slightly exceed the roadway's calculated capacity,
putting pressure on the Virginia Department of Transportation to widen it to four lanes. To maximize
capacity, the county must limit the amount of development on properties adjacent to the Route 250 from 1-
64 to Route 240. As called for in the Master Plan, the recommendation to remove the southeastern
quadrant of the current Development Area resulted in part from the need to reduce pressure on this section
of the highway. This strategy would keep the number of driveways to a minimum and eliminate the need
for traffic signals beyond those recommended for the intersections of Route 250 with Route 240, Eastern
Avenue, Crozet A venue and W estern Avenue.
Major road recommendations include the following:
1. Build the north/south road west ofCrozet Avenue (called Western Avenue in the Master Plan) as part
of the Old Trail private sector development (this includes stream crossings of Slabtown Creek and
LickingholeCreek), as well as numerous connections to neighborhood streets. Ideally,construction
phasing should begin from the south (Route 250). Aside from construction itself, truck traffic should
not be allowed on this road.
2. Construct Main Street parallel to and south of the CSX tracks running from Crozet A venue eastward
by building the first segment from Crozet A venue to the Barnes Lumber property. (This will take
trucks off "the Square.") This could be funded by the private sector, or through some form of
public/private partnership. The primary beneficiary of the fIrst leg of Main Street (off Route 240) is
the Lumber Yard.
3. Construct Eastern Avenue, Main Street, and primary neighborhood streets within the two or three
major properties available for new development in the area east ofCrozet Avenue.
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4. Consttuct Lickinghole Bridge on a time-line appropriate to demand.
5. Other road improvements are key to the short, medium, and long-range success of the Master Plan,
including Jannan' s Gap Road sidewalk!bike lane improvements, downtown sidewalks, and Crozet
Avenue issues (i.e., safety improvements such as the intersection with the entrance to the Meadows).
6. Streets within residential/mixed-use areas should be pedestrian-rriendly, developed according to design
guidelines of this Master Plan, consttucted and paid by private sector developers as part of their
developments.
Methodology and Modeling
The TRANPLAN travel demand model used for the Eastern Planning Initiative (EPI) was used to forecast
trafficin the Crozet Growth Area. Forecasts were generated for two scenarios:
1. Trend - reflects build out of the Crozet Growth Area as allowed by existing zoning
2. MasterPlan - reflects the Framework Plan as endorsed by the Albemarle Board of County
commissioners
(The Jefferson Area Eastern Planning Initiative (EPI) was a regional land use/transportation study by the
Thomas Jefferson Planning District Commission (TJPDC), with funding rrom the Federal Highway
Administration Transportation and Community and System Preservation (FHW A TCSP) program. Under
the premise that community design affects important factors such as daily trave1and human interactions,
the project team inventoried 20 urban, suburban and rural community types or "elements" throughout the
region, and created ideal future designs based on citizen feedback. The elements then became building
blocks to create alternative 50-year land use and transportation scenarios for evaluation by residents, using
a software model created for the project called CorP Ian. The consensus was the region should avoid a
dispersed, low-density pattern and plan for clustered enhanced communities along major corridors and key
crossroads. Citizens noted the dispersed scenario resulted in no feasible alternatives to highway expansion,
whereas the clustered patterns provided for pedestrian~ fiiendly, transit-oriented communities and set the
stage· for a future rail or bus rapid transit system. )
The EPI's CorPlan land use model was used to develop land use and socioeconomic inputs for both
scenarios. Regional land use information rrom the Nodal 2025 development scenario of the EPI was
modified in the Crozet growth area to reflect the development patterns of the two scenarios. Total
population within the Crozet growth area fOr both was roughly 12,000, while total employment potential
was around 3,000 for the Trend scenario and 6,000 for the Master Plan scenario.
The Charlottesville Area Regional Transportation Study (CHARTS) network, reflecting the Metropolitan
Planning Organization's Long Range Transportation Plan (LRTP), was the base network for both scenarios.
The Crozet area was detailed in the network by adding roadways and splitting traffic analysis zones. Route
250 from Charlottesville to 1-64 west of Crozet is in the LRTP as a four lane facility, but given Albemarle
County's rejection of a corridor study recommending four lanes along this section of Route 250, the
network was modified to assume only two lanes.
The Route 240/250 connector programmed for 2006 was the only major roadway improvement added to
the base network to create the Trend scenario network. Major roads rrom the Framework Plan were added
to the base network for the Master Plan scenario.
Future congestion levels on roadways were estimated by dividing the forecast volumes by capacities.
Congestion is assumed significant if the volume to capacity ratio exceeds 1.2 and moderate if the ratio
ranges rrom 0.9 to 1.2.
Forecasts Results
Figure 1 presents the traffic forecasts for the Trend scenario and Figure 2 presents traffic forecasts for the
Master Plan scenario. Table 1 compares the volume forecasts for both scenarios against existing volumes.
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Future congestion levels shown in Table 2 were estimated by dividing the forecast volumes by capacities
developed by the Florida Department of Transportation (FDOT). Congestion is assumed significant if the
volume to capacity ratio exceeds 1.1 and moderate if the ratio ranges from 1.0 to 1.1.
The capacities listed in Table 1 differ because they assume differing roadway operational characteristics-
pIÌ.rt1arily differences in the number of signalized intersections and cross streets per mile. Signal densities
and cross streets are lowest on Route 250, resulting in the highest capacities, while capacities are lowest on
non-state roadways, where cross streets are more frequent.
It should be noted that the capacity of Jarman's Gap Road is currently not 12,000 because of the
substandard lane widths and difficult geometry along the roadway. The higher capacity assumes the road
will be reconstructed at some time during the planning horizon. Operational improvements may also be
needed along Crozet Avenue to improve its capacity.
According to the transportation forecasts, congestion levels are significant only on Route 250 east of Route
240 and west of CrozetA venue in the Trend scenario. Congestion levels are moderate on the same sections
of Route 250 in the Master Plan scenario because oflower volumes. According to the transportation
forecasts, congestion is not a problem on Crozet Avenue and Route 240 near downtown in either scenario.
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Table 1 - Daily Volumes on Key Roadways (see attached table at end of document)
Table 2..;.. Congestion levels on Key Roadways (see attached table at end of document)
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"I
Figure 1 - Trend Scenario Traffic Forecasts (see attached table at end of document)
Figure 2 - Master Plan Scenario Traffic Forecasts (see attached table at end of document)
Transit Services
Two types of transit improvements were considered for the Crozet area - a circulator system that serves
trips beginning and ending in Crozet and a connector for trips between Crozet and Charlottesville. A
sketch planning method was used to estimate potential ridership for both improvements. To estimate
potential ridership, one to five percent of the 88,000 total daily person trips forecast by TranPlan model are
assumed to shift to transit, resulting in between 880 to 4,400 transit trips per day. Typically, less than one
percent of all person trips use transit so the range is comparatively high yet not unrealistic because the
Master Plan is purposely designed to promote walking and transit trips. The lower end of the range reflects
moderate service levels (buses pass stops once every 30 minutes) while the high end reflects high service
levels (buses pass stops once every 10 minutes).
Around 20 percent of the future traffic generated in Crozet is destined for Charlottesville, which is a
reasonable proportion to assume for transit trips. Thus from 200 to 900 of the total Crozet transit trips are
estimated to use the connector routes and the remaining 700 to 3,500 transit trips will use the circulator
system.
The high estimate of ridership on the connector service (900 daily trips) is not enough to make light rail or
commuter rail transit economically feasible options. Recent "New Starts" applications for light rail
approved by the Federal Transit Administration (FTA) have daily ridership estimates of 10,000 or more.
Whileit is possible to reduce construction costs by using the freight rail tracks from Crozet to
Charlottesville, it has proven extremely difficult to reach agreements with private railroad companies for
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the use of their tracks because of safety and other concerns. Furthennore, operating costs, born mostly by
the state and local government are high in relation to the anticipated ridership.
Bus Rapid Transit (BRT) service on 1-64 appears to be the most economically viable service given the
ridership potential. A route could begin in downtownCrozet,travel south and west along CrozetAvenue
and Route 250, then use 1-64 and the US 29 Bypass to reach the University of Virginia and downtoWn
Charlottesville.
A local circulator service could include two routes that converge in downtown. The first route would travel
east/west along Route 240 and Main Street into downtown. The second route would travel north/south
fiom the employment center along W estern Avenue to downtown. Each route would require two buses to
attain 15 minute headway (time between buses).
Existing Conditions
JAUNT on-demand transit service is currently available in the Crozet area.
Bicycle Routes and Sidewalks
Each community in the Master Plan is specifically designed to provide destinations within a quarter mile of
surrounding homes, a comfortable walking distance for most. All roads within the communities will have
sidewalks to further encourage walking. Bicycle and walking paths are recommended along each of the
proposed greenways, which purposely connect the community centers, providing convenient walklbicycle
access throughout the Crozet growth area.
Existing Conditions
Sidewalks and pedestrian pathways exist in various neighborhoods in Crozet, among them St. George
Avenue, Three-Notch'd Road fiom ConAgra to Downtown, Downtown to Charlottesville Waldorf/Crozet
Elementary School, Western Ridge, Grayrock Orchards, Waylands Grant, and Parkside Village. Thereare
currently no designated bicycle routes in Crozet.
F. Distinctive Places
Historic Districts
Recommendation
During the Master Plan process both Crozet and Yancey's Mill residents expressed interest in preserving
their historic resources in the face of increasing development. To preserve the historic fabric of the Crozet
Development Area, the Master Plan recommends that community residents begin the process of applying
for historic landmark status for downtown by listing it with the National Register for Historic Places. In the
future Yancey's Mill residents may also wish to pursue National Register listing. Though mostly honorary
in nature, the status of being listed on the National Register will encourage and/or require local, state and
federal government staff to consider the historic nature of many of Crozet' s built structures when weighing
options for publicly-funded improvements.
Existing Conditions
Registration for both the Downtown area and Yancey's Mill areas is a task that in many ways has already
begun with the adoption of Albemarle County's Historic Preservation Plan into the Comprehensive Plan in
September of2000. The extensive historical research behind this report highlights the mány valuable
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structures located in the Crozet area, Of particular note to future development in Crozet is the Preservation
Plan's recommendation that both downtown and the Yancey Mills possess have the necessary resources for
registration on the National Register of Historic Places. The next step, <.:ompleting the registration process,
is one that can and should be taken up by local residents.
Schools
Recommendation
The primary Master Plan recommendation is for a new elementary school to be developed in the eastern
portion of Crozet. County long term planning has identified construction of this facility to be completed in
2011 with a budget of$12.4 million. In the approved 2003/04 to 2012/13 Capital Improvement Program
(CIP), a Henley addition is scheduled for completion in 2005 and increased capacity will be added to
Western Albemarle High School between 2008 and 2013. The School Board is aware that as development
occurs in Crozet it may need to move students who are currently in the feeder pattern for the Western
Albemarle High School. The redistricting of students to either the Monticello or Albemarle High School
feeder pattern may be necessary as new schools and additions are completed in those areas, to help
accommodate the growth of Crozet. The Master Plan also recommends that the Henley expansion to 900
students occur in the near future. This expansion will help to accommodate immediate growth needs within
the area.
Existing Conditions
Methods used by School Facilities Planning to estimate school population growth are complex formulas
that take into account live birth and emollment data for the school district. In addition, specific capacity
formulas are used to compute the available classroom space for elementary, middle and high schools.
Given the complexity of this task, it is difficult to make detailed assumptions about school populations for
more than a five year period. However, on a larger scale, master planning process some basic assumptions
about school emolhnents can be made based on an increase of population from approximately 3,000 to
12,000 people.
Based on conversations with School Board staff, a new elementary school will definitely be needed within
the area. The timing of this planning decision combined with the schedule for private development
proposals creates an opportunity to implement the vision of the Neighborhood Model, in which schools are
integrated into the physical fabric of a community from its inception.
Growth in the Crozet area will also require decisions regarding the development of additional capacity at
both middle and high schools. Although the Neighborhood Model calls for schools to be placed within the
neighborhoods they serve, the consulting team recognizes that the issue of school growth and school siting
as it pertains to the Neighborhood Model is still one in which new development patterns must conform to
internal School Board policy considerations and existing school locations.
Libraries
Recommendation
The enlargement of the Crozet library is a central concern of many in the community. The Master Plan
recommends that a new library facility be built within the heart of downtown, on Crozet Avenue. The
County CIP currently has $5.4 million in funding starting in 2005. The Master Plan co~urs with this
timeframe as a way to catalyze the redevelopment of the downtown area. At build-out, Crozet will require
22,567square feet oflibrary space with 42 parking spaces plus bike racks. The community consensus is
that expanding the current library space is not advisable given the site and building constraints.
The estimated cost and committed funding for the new building with associated parking is $5,400,000.
The agency responsible for planning and funding new libraries is the Jefferson Madison Regional Library
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System, a public service unit operated jointly by Albemarle County, the City of Charlottesville, and Nelson,
Louisa, Fluvanna, and Greene counties.
Existing Conditions
Crozet currently has one branch library Qf 1,864 square feet. Many within thecQII1Il1unity believe that the
facility is already inadequate for their needs.
Parks and Recreation
Recommendation
The strategy fQr the design of Parks and Public Space in the CrQzet DevelQpment Area is tQ create a
netwQrk Qf public parks' and greenways that will work on a number of levels:
1. To prQtect sensitive natural systems (centered on the LickinghQle Creek drainage system)
2. TQ reserve public areas of topographical, histQrical, Qr cultural interest that characterize Crozet
3. TQ create areas for structured and unstructured recreation
4. To link neighbQrhoQds to downtown, schoQls, parks, and the larger region.
This netwQrk forms the centrally PQsitioned spine Qf the development area, structured arQund, the
LickinghQle Creek watershed. It maximizes the cQmmunity benefit frQm unbuildable land. Due tQ the
rQllíng terrain and dendritic stream patterns ofCrQzet, a large PQrtion (35% is in flQQd plain and steep
slQpes) Qfthe development area can be preserved in this system as PQtential recreational space. In additiQn
tQ its stream valleys, the. region is also characterized by high points and views of the nearby Blue Ridge
MQuntains. Rather thandevelQping all of these high PQints, the Master Plan reserves. a few key areas-
mQst prominently, Eastern and Western Parks - SQ thatthese features can be appreciated by the entire
cQmmunity. This aspect of the Master Plan strives tQ meet the goal expressed by the community to
"preserve the rural character" while balancing the needs Qf private developers.
Existing Conditions
According to the Albemarle County Community Facilities Plan, the development area currently has
sufficient parks and recreation resources to handle the populatiQn growth. With the projected population of
12,000, the facilities plan recommends that the Development Area have approximately 34 acres Qf
community park space, 67 acres of district park space, and 112 acres of county park space. Neighborhood
parks, defined in the Facilities Plan as private areas associated with developments, are also meant to relieve
some of the pressure on the public parks. These figures are already accounted for with 43 acres of
community park (Crozet Park and Crozet Elementary), 125 acres of district park (W AHS complex), and
637 acres of county park (Beaver Creek and Mint Springs). However, the strategy in the Master Plan is to
preserve and nourish a system integral to the community rather than accounting for minimum standards for
parks and associated facilities and developing all remaining land. The proposed open space system can
serve to mitigate stormwater runoff, nourish the plant and animal communities of Crozet, create new
pedestrian and bike routes, and attract tourism.
Neighborhood Model Standards
The Master Plan follows the principle of the Neighborhood Model that every resident should be within a
quarter mile of a focal point, whether that is a commercial center or a park. According to the Master Plan,
at no point in the development area is one more than a quarter of a mile from the open space netwQrk. In
addìtion to integrating all of the riparian corridors and existing parks into this network, the plan proposes
adding several new district, community, and neighborhood parks. Lickinghole Creek Basin, entirely
within the floodplain and currently owned by the county, is designated asa dìstrict recreatiQnal preserve.
In opening this area to the public for the first time, a commitment will be made to protect and enhance the
beauty and ecological dìversity of this area through minimal disturbance. Two community parks, 20 acres
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each, are centrally located (at high points)· on each side of the Development Area, Each provide views to
the Blue Ridge Mountains and downtown Crozet and each has multiple trail access points. Both of these
parks will be modeled in size and relationship to surrounding neighborhoods on the existing Crozet Park.
They will be located on high ground, and will have a mix of recreation uses (sports fields, trails, picnicking,
and preserved areas). They are also positioned to be centrally located relative to developable area in the
eastern and western portions of the Crozet Development Area,
The addition of a new elementary school on the eastern side of the development area will bring an
additional 8, acres of field space and an adj acent neighborhood green (3.5 acres) that might seek to preserve
the form of the former industrial water filtration ponds as an artifact of the old. ConAgra plant. ,The
potential construction of an additional middle school will bring additional public space and sports fields. A
three- acre trailhead park, centrally located on Crozet Avenue, will provide parking and access to the
greenway system, Other small pocket parks and greens, averaging I acre in size, will serve new and old
neighborhoods. These neighborhood parks would be created through private funding or by developers
fulfilling their open space requirements.
Urban Forestry
The Master Plan also encourages the maintenance of a 50% forest canopy through an urban forestry plan,
Urban forestry is recommended for a number of reasons, Recent research on urban forestry recommends a
minimum of 40% tree canopy to maintain a healthy environment. This canopy mitigates air and water
pollution, reduce glare, reduce energy costs, absorb noise, create micro climates, increase property values,
create character, and attract new businesses. This percentage can be achieved through preservation of
open space, tightened regulations monitoring clearing in new developments, and additional planting on all
new properties, existing properties, and along all streets. Implementation of this urban forestry plan will
require a public/private partnership that might include tax incentives for participants, led by community
organizations and programs within the schools. This plan encourages the establishment of a community
tree nursery that could supply parks, neighborhoods, and streets with additional trees.
Community Nursery and Gardens
The creation of a tree nursery in Crozet would recall the community's agricultural history, especially its
orchards. Similarly, community gardens would add another agricultural element to the urban environment,
providing productive grounds for community members to grow food for themselves or others in a
cooperative activity. These gardens could occupy portions of the parks, school grounds, or spaces that
might otherwise be considered residual. The gardens would be created through a publici private
partnership with the majority of the design, construction, and management reserved for those who will use
them.
Facilities
The Crozet Development Area currently has 1 stadium, 9 multi-purpose fields (for soccer, football,
lacrosse, and hockey), 5 baseball/softball fields, 1 outdoor swimming pool, and 6 tem1Ís courts, Recent
National Parks and Recreation Association Standard Goals for Urban Areas suggest that the Development
Area should have an additional I soccer/football field, 2.5 baseball fields, I tennis court, 8 playgrounds, 4.5
miles of nature trails, and 4.3 miles of bike trails, Additionally, the Virginia State standards recommend
having 8,400 square feet of indoor recreational space for the growth area.
The relevance of current standards is under debate. Albemarle County is conducting a recreation facilities
study to calculate more precisely the needs for these growing communities. Until further data is available
regarding facility needs, recommendations center on the improvement of existing facilities at Henley
Middle School and Crozet Park, and the addition of a baseball diamond and soccer field in both Eastern and
Western Park. A new field would also be part of the new elementary school grounds. Also recommended
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is the construction of an indoor recreational facility, including a swimming pool, to serve both competitive
and recreational needs in the area.
G. Form: Maps and Site Development Guidelines
Crozet is a collection of existing and potential places which vary in size, scale and intensity due to the
dramatic topography carved out by a branching, riparian network. It is and will continue to be home to a
variety of businesses and households due to its agricultural past and proximity to Charlottesville and the
University of Virginia. Given the physical and social diversity ofCrozet, a clear, flexible planning tool for
organizing development is required. Therefore, as articulated in the Neighborhood Model, the "transect"
concept is used whenever and wherever appropriate, with several benefits. It identifies and organizes
distinctive places according to the principles ofthe Neighborhood Model (NM). These places are
organized along a continuum of lesser to greater intensity of development, have discernible focal points and
edges within a "pedestrian shed" (i.e. the distance from focal point to edge is within walking or biking
distance), and accommodate a variety of dwelling types and lifestyle options.
Deviations from the Neighborhood Model
Unlike the Neighborhood Model which focused exclusively on the "neighborhood" as the fundamental unit
for planning within the County's designated Development Areas, other types of places have been identified
in Crozet. In addition to neighborhoods there are hamlets and a downtown. These new place-types take
Crozet's unique physical, economic and social forces into account. One modification in particular results
from the riparian network and topography of Crozet. Typically the shape of a neighborhood or hamlet is a
circle where distances from focal point to edge range from 3/16 to 3/8 mile. Within Crozet, these shapes
adjust to meet the current residential and topographic conditions.
.
Site Development Guidelines
Through a year-long public participation process (consisting of six community meetings and numerous task
group and developer meetings), existing places with discernible centers as well as potential sites for new
development were identified in Crozet. In addition to the built environment, distinctive natural features
were identified as potential district-wide centers for neighborhoods and hamlets.
The Built Environment: Place-Type
Once potential redevelopment (infill) and/or new development (Greenfield) areas were identified, their
potential size, scale and district-wide function were explored. The area detennined to have the most
redevelopment value from an economic and cultural standpoint is downtown Crozet. The physical extent of
downtown is approximately equal in area to three neighborhoods. After downtown, and second in size,
scale and intensity of development are the neighborhoods. Neighborhoods have relatively large
developable areas (close to the 125 acre ideal neighborhood size) and lie within 1/4 mile to 2 miles of
downtown. Third in size, scale and intensity are hamlets, with a small developable area (60 acres +/-) and a
distance from downtown typically of a mile to two miles. Districts are special areas defined by a single
use, which do not take up more than 20% of the place-type. In Crozet, districts are areas designated for
employment (i.e. professional, commercial office or light industrial); they still exhibit the desired physical
characteristics of the mixed use development.
.
The Built Environment: Transect Applied to Place-Type
Transect zones with associated site development guidelines were then applied to each place as a means of
further defining its character, scale and function in the n;gional context. Design guidelines outlined in the
Neighborhood Model were developed and applied to fit the specific conditions of Crozet. Like the zones
associated with the Neighborhood Model continuum, each Crozet transect zone has its own distinctive set
of site development guidelines. These guidelines define the zones in general terms (such as function, area
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and land use) as well as specific physical terms (such as density, spatial enclosure, building siting and
infrastructure.) Specific correlations are as follows:
· Development Area Preserve: environmentally sensitive, protected
· Development Area Reserve: very low density, i.e. either an active farm or a site with difficult terrain
· Urban Edge: supports center with predominantly residential uses
· Urban General: supports downtown or neighborhood core with variety of residential types and some
mixed use
· Urban Center: supports the downtown core with a mix of uses, residential types and amenities
· Urban Core: commercial hub for several neighborhoods and/or villages
· District: special single uses which are either incompatible with neighborhood land use or large enough
to be shared by neighborhoods, villages, towns and cities
· Corridor: linear settlement occurring along a major thoroughfare, with most intensive uses adjacent to
the road
All of these place-types can be "built" by combining three or more of the six transect zones listed above.
The distinctive scale and intensity of each place, (i.e. Hamlet, Neighborhood or Downtown,) is
demonstrated along its own center to edge continuum. The combinations of transect zones (referred to as
Crozet Transect or CT) for each place type are as follows:
Hamlet [insert description from p. 49]
Edge Zone: Development Area Reserve or Preserve (Cn & CT2)
General: Urban Edge (CT3)
Center: Urban General (CT 4)
Neighborhood [insert description from p. 49]
Edge Zone: Urban Edge (CT3)
General: Urban General (CT4)
Center: Urban Center (CT5)
Districts: Employment area designated
Downtown [insert description from p. 49]
Edge Zone: Urban General (CT4)
General: Urban Center (CT5)
Center: Urban Core (CT6)
District: Employment area designated
The Built Environment: Corridor-Type
Not all of the developable land in Crozet falls neatly within the definition ofa place-type. With corridors,
existing settlement follows a linear pattern along an important thoroughfare and the continuum is inverted.
Instead of the least intense development occurring on the edge or fringe, adjacent to the thoroughfare, the
most intense pattern has developed over time to take advantage of visibility and easy access from the road.
Like place-types, however, these corridor-types can be "built" by combining three or more of the six
transect zones listed above. The "building" of the corridor-type incorporates what has already occurred
along major thoroughfares and seeks to use it to create a distinct character for the place.
Corridor-Type
Edge Zone: Urban Center (CT5) or General (CT4)
General: Urban Edge (CT3)
Center: Development Area Reserve (CT2) or Preserve (Cn)
44
46
.
.
.
The Natural Environment: Open Space System and Rural Character
With the construction of the Lickinghole Basin, the Crozet Development Area boundaries began to be
established as the watershed limits of the basin. This important first act revealed an intention on the part of
Albemarle County to think of the Development Area as interconnected systems occupying the same
watershed. The Public Space Network of Crozet seeks to reinforce and build upon this concept. Natural
areas, unstructured recreation areas, meadows, reserves and preserves are linked to the fullest extent
possible through the dendritic pattern of streams and the 22 mile Greenway network. The Greenways
follow the stream corridors within the 100' wide stream buffer through both public and private land. In
situations where the Greenways access urban areas, they COIll1ect with the urban infrastructure of sidewalks
and bike lanes. In more rural areas within the community, they may serve multiple users, including
equestrians, hikers, and bikers. These connections from the public open space into and through the urban
areas reinforce the idea of natural systems woven into the fabric ofCrozet. The character of the Greenway
varies as it traverses different terrains throughout the development area.
Preservation of the rural character of Crozet is an issue that came from discussions between the community
and the technical consultants. At the foot of the Blue Ridge Mountains, Crozet offers significant views to
the mountains and the surrounding forests and farms, and the community sent a clear message that it
wanted to preserve both the aesthetic qualities and agricultural history and character in the face of
significant growth. To honor this community request, several elevated parcels were identified and
recommended for preservation as open space. The intention is that they will be maintained as meadow and
in some cases woodlands for passive recreation and be linked, via the Greenway, to the surrounding
neighborhoods. The preservation of areas and parcels of community significance identified in the planning
process in something close to their original state is a unique reflection of Crozet, past and present, and a
fundamental recommendation of the Master Plan.
Natural Environment: Stormwater
The environmental benefits of storm water retention are extensive; both at the scale of the Development
Area and the individual parking lot or yard. The Master Plan seeks to address both of these situations
through the Site Development Guidelines, as well as design proposals like the Greenway and trail network
leading to Lickinghole Basin. The primary goals of storm water retention are the replenishment of aquifers
through water absorption, and the improvement of water quality through sustained contact with plants and
sediment removal. Paving materials should be selected for permeability and durability. Swales, rain
gardens and small retention areas should be used to further facilitate groundwater recharge.
Natural Environment: Recreation
The Public Space Network of Crozet simultaneously provides a wide variety of recreation opportunities for
the citizens while serving as the environmental spine of the Development Area. Public space amenities
have been sited to profit from natural features, nearby institutions, and views in a way that underscores the
many natural qualities of the upland Piedmont Virginia landscape.
Natural Environment: Dark Skies
During the year-long Master Plan process, the subject of the community's viewshed as an irreplaceable
resource was noted by residents on a number of occasions. In addition to a stated desire to protect and
preserve Crozet's exceptional mountain views, there was concern that the unspoiled night sky of Western
Albemarle County might be adversely affected by growth within the Community of Crozet, and the outdoor
lighting that often accompanies residential and commercial development. These concerns were articulated
in the Small Task Group meetings as well as at Design Day. The Master Plan recommends that street
lighting, commercial and roadway lighting, and other exterior lighting be carefully monitored within
Crozet. Furthermore, outdoor lighting should be minimized in areas which are widely visible from other
parts of the community, such as upland areas or flat expanses which do not have the benefit of a visual
buffer created by topography, vegetation or existing structures.
45
47
.
.
.
lot behind Mountain Side
from
system of trails and proteoted
48
mplementation Timeline
Facilities: Library, Schools, and Parks
.
rail costs shown in thousands unless otherwise indicated]
Estimated Population 3000 5250 7500 9750 12000
Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2017 2022
Fiscal Year 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11
Library
CIP proposed New Facility 22,567 sQ,ft
CIP proposed amount 427 3618 1333
MP recommended
MP recommended amount
Schools
CIP proposed WAHS
Henley renovation addtian New Eastern Crazel Elementary School
CIP proposed amount 600 2833 1000 2500 400 5688 6300
MP recommended
MP recommended amount
. funding for additional high school capacity amounts to $7.500,000 which will be divided by three schools - including Western Albemarle High School. Timing is
approximate.
Parks
CIP proposed Cro7P,t Pnrk
colllµletion
CfP proposed amount 9;>
MP recommended Western
Park
(developer); Downtown
althletic Eastern Park Neighbor- Park (Main
fields (developer) hood parks Street)
MP recommended amount
2,000 2,000 200 400
.
.
-I
~
.
.
.
mplementation Timeline
Services: Police and Fire/Rescue
all costs shown in thousands unless otherwise indicated]
~
12000
2õ22
9750
2õ17
T
7500
2õ12
2011
1õ7i1
2010
õ9ï1õ
5250
2õõ9
õãiõ9
2008
õ7iõã
2007
r 06/07
2006
õ5tõ6
2005
õ4!õ5
2004
õ3iõ4
3000
2õõ3
õ2ìõ3
Estimated Population
Year
Fiscal Year
Fire/Rescue
CIP proposed
T
ì
ì
1
New Fire station for I
Ivy Area
approximatelv 4,500*
T
ntegrated
Fire
Station
(fire,
police,
rescue)
~
bond
issue
one in the development area in FY05 and a second
L
* CIP funding has allocated $9,000,000 for the building of two new fire stations
station in the 250/IVV area in FY 07
CIP proposed amount
MP recommended
MP recommended amount
Police
CIP proposed
CIP proposed amount
MP recommended
establish
police
satelite
office?*
T
-
TBD
L --1 __ _
. to be confirmed with the completion of the POlrce Department lonQ Range Study
MP recommended amount
'---
ðì
mplementation Timeline
Water, Sewer and Solid Waste
in thousands unless othelW¡se indicated]
r I
Utilities
12000
2022_
-1
=1
9750
mo
r
I 7500
2012
2011
10/11
2010
Õ9Ï1Õ
~
2009
õ8iÕ9
2008
õ7iÕ8
I
2007
Õ6iÕ7
2006
Õ5iÕ6
2005
04/05
3000
2õõ3
õ2iõ3
[all costs shown
[ Estimated population
Year
F~ca/Year T
r
3 RecYCllnç¡ D.!2Q.-Off Centers'
750
T
2004
õ3tÕ4
-t--
Solid Waste
CIP proposed
CIP proposed amount
MP recommended
I
Crozet
Recycling
Center
1 1 1 250 1 1 J
CIP funding currently allocates $750,000 for the construction of 3 recycling œnters. However exact Iocaoons have not yet been detennined,
MP recommended amount
--'
Water: The ACSA and RWSA have already begun planning for the neceessal}' expansions to serve expected growth in Craze!.
Treatment plant equipment has been upgraded and preliminal}' design work has been done to accommodate an expansion to 1.3 million
gallons per day. When demand reaches 80% of capacity the process will being for final design and construction of the expansion to this
level. The estimated cost of the ex ansion will be $1,145,000.
Wastewater: The Crozet inerceptor is currenlty able to handle 2400 gallons per minute. This needs to be expanded to 3600 gpm in
order to handle the ro 'ected buildout 0 ulation of 12,000. This can be done throu h a lanned re lacement of the um stations.
Funding: Funding and strategizing for water capacity within the Crozet Development Area is the domain of the Rivanna Water and
Sewer Authority and the Albemarle County Service Authority. Funding is developed through revenue bonds issued by the RWSA which
are repaid through ACSA and City water user fees. A cost-sharing agreement between ACSA and the City to repay the bond is brokered
before a new project is undertaken. Connection fees include components for System Development and Rivanna Capactiy Charges. In
this way new development buys equity into the system to offset part of user fees. Cost sharing on projects in the Urban Areas is
neqotiated. The debt service on Crozet Improvements are the Service Authoritv's responsibility.
Water and Sewer
c~
--
.
.
.
mplementation Timeline
Transportation and Trails
thousands unless otherwise indicated]
Connections
in
7500
2012
5250
2009
08/09
3000
2003
02103
all costs shown
Estimated
Population
Year
Fiscal Year
12000
2022
9750
2õ17
2011
10/11
2010
09/10
2008
07/08
2007
06/07
2006
05/06
2005
04/05
2004
03/04
Railroad Ave,
sidewalk
($67)
51. Georges Ave
sidewalk ($124);
Downtown
sldcwalk/strectscape
Transportation
CIP proposed amount -
Neighborhood Plan Imp/.
Pgm
CIP proposed amount
Transportation
Improvement Program
VDOT Funding in place or
in process - 6 year plan
Dcslgn of road proJccts related to vanous Neighborhood
Master Plans ($200,000 each year for all areas)
Route 240/250
Connector $500
Gap Improvements $5,3 million
Jarmans
5
1
Jarman's Gap
Improvements $5,
million
CIP proposed amount -
Road Const. Revenue
CIP pro¡;~sed amount
Street/amp Program
MP recommended"·
Main Street
extension &
Route
240/810
connection
north
Eastern
Avenue
Bridge
see note below
see note below
Eastern
Avenue
Underpass
$1 million
private
Eastern
Avenue
Design
Eastern :
Avenue ¡
$4 million
private
Main Street atl
Crozet Ave,
Western
Avenue
Bike/ped improvements in development
neighborhoods
$4 million
public
Main Street
extension
C5X track
crossing
Public and
Private
$4 million
fJrivate
MP recommended amount
Private &
fJublic
Private funding
Pnvate
$500 J)ublic
$500 private
Greenways
CIP proposed
CIP proposed amount
MP recommended
CounlYGreenwayProgram
$25,000 per year for county as a whole
Crozet Crozet Crozet Crozet Crozet Crozet Crozet Crozet
easement easement easement easement easement easement easement easement
purchase and purchase and purchase and purchase and purchase and purchase and purchase and purchase and
construction construction construction construction construction construction construction construction
Crozet easement
purchase and
construction
Crozet easement
purchase and
construction
Crozet
easement
purchase and
construction
810
150
Railroad Ave, sidewalk (Rt. 789 to Rt
150
30
Road Construction Revenue Sharing: Traffic calming proTects have been identified in the urban and rural village areas, including Crozet. Exact amounts TBD
Street Lamp Proaram: Proiects under this prOQram include: Rts. 240, 810 (downtown and to Crozet School), Tabor, St. GeorQe Ave. sidewalk (Rt. 789 to Wayland Avenue
30
30
30
30
30
30
30
MP recommended amount
~
.
Table 1 - Daily Volumes on Key Roadways (as percentage of change)
EXisting Base Trend Master Plan
Link From To Volume Volume % change Volume % change Volume % change
Route 250 NA 1-64 6,400 7,600 19% 16,000 150% 15,400 14'1%
Route 250 1·64 Qozet Ave 7,800 5,300 -32% 19,000 144% 16,800 115%
Route 250 Crozet Ave Route 240 4,800 4,800 0% 10,000 108% 10,200 113%
Route 250 Route 240 ¡Woods Road 9,200 9,100 -1% 18,400 100% 16,800 83%
Crozet Ave. Route 250 'SR 810 5,900 1,200 -80% 9,600 63% 6,000 2%
Route 240 SR 810 ·Old 3 Notchd 5,900 2.400 -59% 8,600 46% 6,000 2°10
Route 240 Old 3 Notchd Route 250 4,900 4,200 -14°/0 10,800 120% 8,300 69%
Jarmans G.ap West ,Qozet Ave 220 800 264% 8,000 3536% 4.500 1945%
E. Connector Route 240 Route 250 NA NA NA 3.600 NA 4.100 NA
W. Connector Jarmans Gap ¡Route 250 NA NA NA - NA 5,600 NA
Main St E. Connector 'Qozet Ave NA NA NA - NA 4,000 NA
Total: 45,120 ;:$b.4uu -2:¿% 104,000 130% 97,700 117%
Table 2 - Congestion Levels on Key Roadways (as volume to capicity ratio)
.
Link From To
, Route NA 1-64 .
~Route 250 1-64 Crozet Ave 16,300
rute 250 Crozet Ave Route 240 16,300
R'oute 250 Route 240 Woods Road 16,300
'etozet Ave, Route 250 SR 810 14,600
fRoute 240 SR 810 Old 3 Notchd 14,600
: ROute 240 Old 3 Notchd Route 250 14,600
e Trend Master PI an
Volume VlCr Volume V/Cr Volume VlCr
7,6 0.47 16,000 0.98 15,400 0.94
5,300 0.33 19,000 1.17 16,800 1.03
4,800 0.29 10,000 0.61 10,200 0.63
9,100 0.56 18.400 1.13 16,800 1.03
1,200 0.08
2,400 0.16
4,200 0.29
Jarmans Gap West Crozet Ave 800
E. Connector Route 240 Route 250 NA
W. Connector Jarmans Gap Route 250 NA
Main 8t E. Connector Crozet Ave NA
Source: (1) Florida Department 0 ransportation," uality/evel of Service
Note: Capacìty is Level of Service E volume threshold estimated by FOOT.
9,600 0.66 6,000 0.41
8,600 0.59 6,000 0.41
10,800 0.74 8,300 0.57
8,000 0.66 4,500 0.37
3,600 0.30 4,100 0.34
5,600 0.46
4,000 0.33
.
S3
PfO~cl RI1¡tfú:ad
~""""'''''M>·''''''IIH·'''''',*""""Wi''''
5
Aît.'.1
N;¡
od
.
.
.
PROPOSED ADDITION/SUBTRACTION -
FROM DEVELOPMENT AREA -::::::::~--^.--::'-::'
. Dti\ltí!
DEVELOPMENT AREA BOUNDARY -
bícycle, or Vi
Potentia! elementary Schoo! Site
Potential library
requirements
.
.
DISTRICT
POTENTIAL FUTURE
EMPLOYMENT ölS'fR;tCT
URBAN CORE fCT 6¡
URBAN CENTER fCT 5J
URBAN GENERAL rCT 4j
URBAN EDGE rCT 31
DEVELOPMENT AREA RESERVE [CT 2
DEVELOPMENT AREA PRESERVE [Cr
SVltD
JI:-t t J
..
(revised 3/5/04)
..
oyment center which may
gle use or mixed use
ea.
111\111:' C!'
exhibits a '\!" or Ha
Is the commercial "hub" for several and/or hamlets, affecting a
arket area approximately 2 to 5 miles out from its center,
n r
and cultural
cities, land use and
ofa neighborhood, from its center to edge is
radius(aS minute
It is
from center to
late¡y me area of a circle
I'll!
with a focal point and oounoary
(Le, places of worship) or
preserve or
point to its
w or natural
mix of is
1/4
ora
s
to
,uw~
a mix of nay
residential r types and use or mlKed use
an area
to 5 miles out
Its cen
onhe total
rea,
deteched.
and some
£
of¡
l¡X
nt¡al
of
''''
uses,
f
pes and a very
mixture of uses,
f
no
area.
10-30%
area, Two
61
Downtown
center.
Downtown
30;5"0% of the total
area,
30-50% of the total
Neighborhood area.
the
however
the total
area,
Up to 50 % of the total Hamlet
area,
of the total Hamlet
Sfd, sfa 8.
up to 12 d,uJac, for
anda¡
18 d,uJac, in use
to 12 d,u/ac,; up to 18
In a m/Ked use setting
in use setting
3,5-4,5 units/ecre. {6,S
if accessory
for 50 % of
Sfd, sfa &
up to 12 d,uJac, for
!s and apartments;
18 d,uJec, In mixed use
to 12 'up to 18
in a m¡Ked use seffing
no
unltf20 acres
...
_·11 :it." .jj
OJ!
minimum, 80
2500 SF 60%
minimum, ¡WI
lot size, 100%
coverage
40%
, Max¡mlm Perimeter
NA
~.!::$'!;
nneter
, Maxim¡m Perimeter I
from main entry
stories by
@
Maxim¡m
,
1-2 stories from maIn
street level. (2,5- 3 stories
exception,)
MaKimim Perimeter
stories from main stories from entry
street level. e,
\
t:::>u-~
-,
Max¡mim PerImeter
NA
:::31
n....¡rS:V1
-
.
Maximum ralio=1:4, Mlnlmu
ratio 1 :6,
Minimum
ralio =1 :2,
ratìo=1:A Minimum NA
1:6,
oyat NA
1 :2, Minimum
';:: !
ratio
H.
Maximum ratIo =1 :2, M¡nlmu
ratio=1;¡i.
=1:2.
=1:3,
spatial
1:3, enclosure_,
Spat¡ai enclosure by canopy
east 1:3,
lots,
falls
reta¡
'J!
retal
^
multifamily,
and townhouse lots,
cottage and village
'ots,
townhouse,
~nrl
NA for CT1
IlIIage
Primarily
Iota, Estate
iots,
Crozet VA
:::31
-
norlOh8.
some
Arcades,
porch 8. fence,
Arcade and Stoop,
Common lawn
Arcades, dooryards, porch 8.
fence,
lots,
NA
design
porch & fence,
Common
porch 8.
.
::::rozet VI'
July 9, 2003,
';¡:¡I
design
porch & fence,
speeds)
speeds}
5·20' maximum,
5-20' maximum,
,,",
sets forth the County's long-range
contained in the maps, charts and other supplementary materials In the as targets rather than specific requirements,
0-15' maximum,
0-8'
maximum,
5-20' maximum,
change in the or The
of the Zoning Ordinance, ",,'
0-15' maximum,
of the
NA
and
5-30' maximum,
PIRn as a general guide TOr ru¡ure
also serves as a guide for the
l~IU..i
r
.. . TABLE 2 (revised 315/04) ,I LAND USE & 101 Arc ! 1ft'II:;;:)
Land Uses I, ,.... L
, """",y",
,ICT3\
Summary Lis! ¡Limited, Detached Very Open. ¡Op~rÍ:
13'$, inns, D'D'. I~~d~~¡xed , B &8's, inns, Izone. Airport", regional
. ""' "Y
~"" ' ,"W I~",;~;-~~ I~:,~,.
"Y .h. '" '!::I" child care,
comer shop corner
Home, stores on 1st floors', comers . 'I civic use; comers i'_~L ^" , Home,
I,"". , (one storef300 du.)
1~~kC~:~O AI I "~,,.h;:, AI
I civic
Residential BlIildlng Type Row Cottage, House, Accessory CT2 ONLY: Row Accessory Row RQW
~, Cotlag';, unit, Accessory UnIT. CT1; ~~", "." Iho".e,,,;,,h: ~,_,_ u; ~:",
wOlÎ<unit Live: WQrk unit, House, Live work unit Live
work unit work unit
retaillcommercîaL ¡residential.
Lodging ~6nrmh¿~ 12 rooms, school Inn uþ to 5 rooms (inc. 8- .& 8'$ NA ¡~:~it~ 12 rooms, $Chool Inn up toS lOOms (inc. B & 8'$ ,Inoup ton u~ to 12 rooms, school
to " - to 12 rooms,
Office live-work Unit/Home office NA Uve-.work UnîtlHome office Live-.work unit,
w/residentlal over
Retail Services Grooeoy, smetl reJait building CT2 ONLY: Smetl retail GrPcery. sman '''. ¡Groceoy, small relaHbulldlng Small
(i.e. comerstore) ,_. -, ~;:~:;:~ '"~",.,
NA -~,,-
restaurant, kiosk ç~rt 0: ,~_... . 0- "',
. CIvic 8. Civil Support ILlve tœater, Sman movie Fountain
I",~:';':":.='~""'''' ,Fi'" 'or ""btio0";
.";,,,, ,,:, ICOO1eta'1 :;, " Funeral '1.~, Fun",,,
home -,,- :,: home
;,~,~: Q,
-~' :h':::::
¡,~"" -",
Educatio" Sd1oof,Chi!d~care center Schoo!, ChUd-care center NA School, Chnd~care centéf School, Child"care œnter Child-care center $chooJ, Chik!--care center Scl1OO, Child~re œntêf t;oIlege, Htgh school, Trade school
Automotive, Industrial 8. Other NA CT1 11 CT2 ONLY: Rest stop, &. Drive- & Drive- NA NA
, ~"
-...
,',"" ,,'"" m",
:".;,
Agriculture NA Stable &. Kenne! CTi & CT2: Grain storage, NA NA Greenhouse, St"ble & Kennel NA NA NA Greenhouse, Stable,
-...
I~,."
vet,
Parks & Open Space See ,_. Greenway, Gn"enbelt, '.0
OPEN SPACE MA TRIX ' "',~"..YI w ..y ,'~ rara, n:;
-,;." Parket reslds~1i~¡, J! ¡, Green, Plaza ,'"-~;-" " '''.d~., Perllst ground floor), Green, Plaza ground floor), Green, Plaza :_"
. Parll, Eyebrow Park, c. ~;, Golf course, Parll, Park, Eye¡;;"",
Sources: The Neighborhood Model (Tortl"Gallis,CHK), Lexicon of the New Urbanism (DPZ)
The Comprehensive Plan is advisory in nature
¡document: Ordìnance^ in the maps, specific requirements.,
(revised 3/5/04)
DEVELOPMENT AREA
.
.
CROZET OPEN SPACE
Maintenance
ow: monthly/ annually
(storms, blowdowns, etc,)
Ownership
community groups and public government
Materials
Class B (primitive) traits:AII
natural materials, to include
mulch, soil, and sand. Wood
edging where needed, Class A
trails: compacted crushed stone
Lighting
Limited to trailhead
parks,
Grading
Minimal grading needed,
stabilize paths,
Plant Communities
Maintain stream buffer of ideally 100', Use all
hydric/mesic plants (native to the Piedmont) in
owfand areas.
Design Guidelines
Stormwater
Trail Management,Stream bank
work when necessary to avoid
erosion of trail
Description
Interconnected network of trails for pedestrians and cyclists linking more
urban areas with the rural periphery of the development area. It is also
intended to connect the, greens, schools and different parks together
providing meaningful destinations for the user and encouraging vigilance
over the traiis for safety,
Greenway
.
episodically
absolute low
private
natural materials,
AI
none
none
Mesic forest and grasses native to Piedmont
region of Virginia. These areas should be less
managed than other areas and successional forest
encouraged to thrive.
No infrastructure. Monitor
eroding areas and plant native
species as groundcover.
This public space provides an area for unstructured recreation and
gatherings while preserving the natural state of an undisturbed (relatively
speaking) area, This space allows for the natural succession of native
Piedmont plant species and protects the habitat of local wildlife, It might
also serve as a large-scale stormwater retention area, providing habitat fo
native weiland plant and animal species,
Preserve
This public or private area of land is protected from future development
through easement. These areas are selected for their ecological, cultural
or historical significance.
Reserve
none
Forest, meadow, and agricultural activities
encouraged. Establishment of native grass and
wildflower meadows through managed burn
encouraged,
Minimal infrastructure
Limited to functional
buildings,
absolute low
annual to biannual mowing or bum
ow:
private
public/private
materials.
natural materials,
naturai
AI
AI
Some intial clearing to aid inlnone
establishment of meadow
grasses may be necessary,
hay and
Plants native to the upland Piedmont. Primar
native grasses and wildflowers under
management. Could also be cultivated fOI
feed.
Protect eroding areas. Use si
fencing during seeding.
This public space provides a location for unstructured recreation and
gatherings. The plant palette consists of plants native to the upland
Piedmont that would require little maintenance apart from infrequent
scheduled mowing. Mowing times should be determined with careful
attention paid to breeding and nesting times of small mammals and birds
to encourage healthy wildlife POPulations in these areas, The meadow
parkland is at a topographic high point in the growth area and would afford
broad open views to the surrounding countryside and protect the rural
character of Crozet.
Meadow
weekly
medium to high (dpending on scale)
mowing during growing season.
Wooden benches where needed. public/private
Otherwise natural materials,
none
Leveling of fields to aSSure
proper drainage will be
required for sports fields.
Plant shade trees around seating areas, Do not
use fruit or pod producing plants that interfere with
play areas. Encourage large, long~ived hardwood
native trees.
These fields should be located in places that offer potential connections to/Assure proper drainage of fields,
both near and distant neighborhoods via the greenway network. Particular Have bioretention area to collect
attention should be paid to stormwater management of the fields to protect any water laden with inorganic
runoff laden with fertilizers from reaching the adjacent streams, fertilizers,
Biofiltration areas, rain gardens and recharge areas should be planted
with native grasses and shrubs that further enhance the wildlife corridors
within Crozet.
NEIGHBORHOOD
Field
Grade to accommodate
stormwater runoff from
adjacent road.
Space should accommodate Plant with native grasses and native specimen
runoff from adjacent roads. The (trees.
area could be edged by
infiltration swales or serve as a
shallow basin.
occupiable public
A green space created by the division Of a street. This
space is edged by one-way streets.
Eyebrow
some mowing and general
ow to medium:
cleanup.
public/private
Wooden or steel benches where /PUblic/PriVate
needed. Minimize impervious
pavements for walks and parking,
MinirTÙze impervious surfaces.
Medium: some mowing, weeding, pruning,
mulching and general cleanup regularly,
Medium to high: sweeping, trash pickup on a
daily basis
pUbiic
Wooden or steel benches where
needed, Stone, brick and
concrete as well as other urban
construction materials
appropriate for paving and
structures.
Hardwood canopy trees and native small fiowering Some grading may be Contextual lighting for
trees and shrubs, Some formal gestures such as required to accommodate a pUblic or gathering
allees or bosques of trees would be gathering space given the areas.
appropriate,Native grasses should be encouraged local topography.
in order to avoid irrigation.
Generally urban in character, formally structured Grading should be done in Contextual lighting for
tree plantings appropriate providing a diversity of coordination with road and public or gathering
shaded seating and gathering spaces. Reiiance on sidewalk construction. areas.
native plants encouraged, Slopes should be minimized
to increase accessiblity in
the urban environment.
none
Visible retention and infiltration 0'
stormwater within the bounds of
the Green.
The green serves as an open space of limited size, edged by building
frontages. The space might consist of grassy areas, shade trees, and
simple native plantings. It would be used for unstructured recreation and
require limited maintenance, It could also function to absorb some local
stormwater runoff.
Green
.
Curb and gutter primary system
with possible mix of above
ground drainage and treatment
system,
This public space typically occurs at the intersection of important streets
and might be edged by civic buildings, These spaces could be used for
civic purposes, such as markets, fairs, etc. The space might include
durable pavement to accommodate frequent use. In addition, it could be
planted with shade trees,
Square
Native grasses shouid be used for lawn areas, with I Grade to accommodate
native hardwood trees for shade. stormwater runoff from
adjacent road,
Open swales can allow for
infiltration from surrounding
impermeabie road surfaces.
Entire close area could also
function as an infiltration area.
A green surrounded by a driveway or narrow road that provides a
gathering space while allowing access to a number of buildings.
Close
BLOCK
low to medium
Low to High (varies)
private
private/possibly pUblic
Minimize impervious surfaces.
Where possible standardize site
furnishings, hydrants, and
fencing. Encourage long-lasting
natural materials,
None
Grading to establish level Isome user operated
plots for individuals and to lighting at common
establish stormwater system structres oniy,
will be necessary.
Creative grading solutions
could provide interesting
options for play.
Trees to be located with attention to solar
orientation of production gardens, Framework of
the community garden to be design up front to
avoid the haphazard development of plots.
Irrigation, perimeter fencing or hedging, shared
tool storge etc should be determined through
design,
Trees shouid be located to provide shade for play
and seating areas, Avoid lower plantings that
reduce visibility.
Water collection for use in
gardens should be primary,
Cisterns for collection and
distribution of stormwater built as
'nfrastructure for the gardens
A grouping of garden plots that allow for smail-scale cultivation,
recreation, and community gathering for a neighborhood or block.
Community Garden
A small open space designed for small children. These areas should b1AJternative stormwater treatment
interspersed within neighborhoods or blocks, a short walking distance fro should be explored where space
residences. They are usually fenced areas with some type of shelter. allows.
Playground
trash pickup
mowi ng,
Medium to High:
Encourage play equipment that ¡s¡private/ possibly public or school related
wood and metal painted in
subdued colors,
User operated lighting
for safety.
Native plantings, mesic forest, and open meadow I Mlmimal grading to deai
or fieids for passiveand active recreation. with stormwater and
occupyable areas.
Open swales and inflitration
areas can process stormwate,
from the pocket park and
adjacent areas,
Variable in size, pocket parks are usually associated with a neighborhood,
May be largely structured recreation or be solely passive, These spaces
may serve to mitigate stormwater runoff, They may often include access
points to the greenway trail network,
An area surrounding a building that is used for cultivation of plants. A
garden could be public or private, utilitarian or ornamental.
Pocket Park
Medium
Low to High (vaffes)
Variable materials dependant on public/private
use and terrain of park.
Encourage natural materials
where possible,
private
Full cut-off downlighting Discourage brightly colored
encouraged. Avoid plastics and non recyclable
where possible light materials, Encourage porous
pOllution fro yard to walks and pavements where
yard. possible.
None
As required by residential
footprint Abrupt grade
changes at property lines
should be minimized and
stormwater retention
encouraged,
Encourage planting of long-lived native hardwoods
and conifers, as well as wildlife attracting native
plants,
Cisterns should be used to catch
roof run-off where possbile for
domestic irrigation.
Yard! Garden
.
5'j
the development of
The Crozet Master Plan, an adopted part of the Albemarle County Comprehensive Plan, is intended as a general guide for future development and systematic change in the Community of Crozet. The Comprehensive Plan is advisory in nature and, with its accompanying maps, charts and other supplementary informalion, it sets forth the County's long-range recommendatIons fo,
and within its jurisdiction, The Comprehensive Plan also serves as a guide for the development and implementation of the Zoning Ordinance, Development guidelines contained in the maps, charts and other supplementary materials in the Comprehensive Plan are intended as targets rather than specific requirements, consistent with the advisory nature of the document.
on
a
the
in
with
and
64-68
18
-
T2U
in
an
is
on-street
ere
na
and
46
20
N
na
a
na
5
na
na
na
movem
to
20
y
oa
na
Aa
ria
na
and is random and
and
-
slow
Under 3000 street is "shared
-600',
on of
and
the face of
feet
un _JI1..12
32
na na
- -
18 na na
€II
Fi
2
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2
2
2
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III¡ ..
·
·
·
BOULEVARD
A boulevard is a multi-lane thoroughfare that
include a center median to create linear park
pea ranee. Bike lanes are generally
Parking lanes may be separated from
lanes with medians on both sides
DESIGN SPEED: 35·45 mph
DRIVE
A drive is a curvílínear thoroughfare that
the edge between an urban area and an
veloped as along a stream
promontory. side of the drive has
character of a boulevard with sidewalks,
and street trees, while the other has the
of a parkway. A pedestrian
leis the undeveloped edge i
not immediately adjacent to it. The urban side
the drive has curb and gutter drainage. Typically,
median divides the lanes.
DESIGN SPEED: 25·35 mph
NOTES:
thoroughfares cross through
occur within
Minimum Right of Way vari"",
and transect zones.
Preserves.
Revised March 5, 2004
.
.
Minimum
Minimum ROW. 64' . 6&
DESIGN SPEED:
Minimum Right olwæ¡ 64' . 68'
...
· ALLEY -
Residential alleys are narrow accessways at the
rear of residential iots to gar
parking; "yield" movements
or easement width reductions may be considered
in accordance with Code 14-512F. The base-stone
of the driving surface shall be extended at least 12"
beyond edge of pavement to prevent edge faiJure;
further extension to support the shouider areas is
recommended.
DESIGN SPEED: ¡ 5 mph Of below
ALLEY - COMMERCIAL
Commercial alleys are narrow acœssways at the
rear of lots to service areas; 'yield" movements in-
tended. Acœssways curbed unless pavement
extends to the walls of structures.
DESIGN SPEED: ¡ 5 mph or below
·
·
~M¡n.RO.W
Revised March 5, 2004
COUNTY OF ALBEMARLE
Department of Community Development
Division of Planning
401 McIntire Road, Room 218
Charlottesville, Virginia 22902-4596
(804) 296 - 5823
Fax (804) 972 - 4012
MEMORANDUM
TO: Albemarle County Board of Supervisors
FROM: Elaine K. Echols, AICP, Principal Planner
SUBJECT: ZMA 02-009: North Pointe Development
SP 02-072: North Pointe Residential Uses
DATE: March 31,2004
*****
On April 7, the Board will be receiving a presentation on CDA's, led by the County
Attorney's office.
Since the Board met on March 3, staff has been reviewing the Application Plan received
March 9 in conjunction with proffers received March 18. Comments will be provided on
April 1 to the applicant on both the plan and the proffers. Staffwill continue to work
with the applicant on both the substance and form of the proffers as well as the
application plan, in anticipation of a public hearing on May 12.
01-04-04PGS:23 RCVD
HECEIVED AT 80S MEETING
Albemarle Place, ZMA # 2001-07 Date: 't,7 "'rfI-
Tax Map 61-W-3; Parcel Numbers 19A, 19B, 23, and 24; 64.705 Acres ~ -
Approved October 22, 2003 Agenda Item #: /18
Approximately 58 acres commercial use subject to CDA participation. Clark's Initials:.... ~
Proffer #2. Community Development Authority Participation: Upon request by the C_ the
Owner shall petition for and consent to all tax map parcels used for non-residential purposes participating
in a Community Development Authority ("CDA") established pursuant to Section 15.2-5152, et seq. of the
Code of Virginia ("Code") to be created for the purpose of implementing Route 29 regional transportation
improvements, including but not limited to transportation improvements within the "Super Block" (the
geographical area bounded by Route 29, Hydraulic Road, Commonwealth Drive, and Greenbriar Drive)
and intersectional improvements associated therewith.
Hollymead Town Center Area B, ZMA-OI-019
Tax Map Parcels 32-41D (part), 42B (part), 42C (part), 42D, 42E, 43, 43A (part) and 44 (part), 24.7 acres
Approved July 16,2003
Approximately 24.7 acres commercial use subject to CDA participation.
Proffer #6. Upon the request of the County, Owner shall petition for and consent to a Community Development
Authority ("CDA It) established pursuant to Section 15.2-5152, et seq. of the Code of Virginia ("Code") to be created
for the purpose of financing, funding, planning, establishing, constructing, reconstructing, enlarging, extending, or
maintaining (except to the extent VDOT maintains any public improvements) Route 29, and roads and other
improvements associated therewith, which shall include, but may not be limited to, improvements to Route 29 from
the South Fork of the Rivanna River to Airport Road or the extension of Ridge Road as depicted on Exhibit A, to the
south and across the Rivanna River to connect to Berkmar Drive. This proffer shall only apply if all of the owners of
the lands subject to ZMA-OI-018, ZMA-01-19, ZMA-OI-020, and ZMA-02-002, as such applications exist on July
16, 2003, excluding residential property, have joined or been caused to join the same or a similar CDA for the
purposes described herein. This proffer shall apply only if, at the time of the formation of the CDA, the rate of any
special tax imposed shall be uniform and shall not exceed twenty-five cents ($.25) per $100 of the assessed value of
any taxable real estate within the CDA, unless all the owners within the CDA subsequently consent to any proposed
rate or level of assessment otherwise.
Hollymead Town Center Area C, ZMA-01-20
Tax Map 32, Parcels 41D, 43A, 44, 45, 46; 37.1 Acres
Approved August 6, 2003
Approximately 29 acres commercial use subject to CDA participation.
Proffer #6. Upon the request of the County, for any parcel used for non-residential purposes in the portion that is
currently zoned Light Industry that will be rezoned to PDMC the Owner shall petition for and consent to a
Community Development Authority ("CDA") established pursuant to Section 15.2-5152, et seq. of the Code of
Virginia ("Code") to be created for the purpose of financing, funding, planning, establishing, constructing,
reconstructing, enlarging, extending or maintaining Route 29 and roads and other improvements associated
therewith, which shall include, but may not be limited to improvements to Route 29 from the South Fork of the
Rivanna River to Airport Road, the extension of Ridge Road as depicted on the Master Plan, to the South and across
the Rivanna River to connect to Berkmar Drive. '
Hollymead Town Center Area D, ZMA-02-02
Tax Map 32, Parcels 46, 41D; 24.1 acres
Approved August 6, 2003
Approximately 2 acres commercial use subject to CDA participation.
Proffer #3. Upon the request of the County for any parcel used for non-residential purposes, the Owner shall
petition for and consent to a Community Development Authority ("CD A") ~stablished pursuant to Section 15.2-
5152, et seq., of the Code of Virginia should such an authority be established for the purpose of funding
transportation improvements relating to the Hollymead Town Center and the Route 29 North corridor, including but
not limited to Route 29 North, roads within Hollymead Town Center, and roads and other improvem~nts associated
therewith.
"
v
HUNTON&!
WJLLIAMS
Privileged and Confidential
Attorney Work Product
l\1El\IORANDUM
TO:
Larry Davis, Albemarle County
Attorney
DATE: April 5,2004
FROM:
John D. O'Neill, Jr.
Christopher G. Kulp
FILE: 26222.000032
Community Development Authorities
You have requested our advice regarding community development authorities (a "CDA"), their
utility and alternatives thereto for use in financing all or a portion of certain transportation
improvements planned along Route 29. This memorandum addresses policy objectives of
Albemarle County (the "County") and methods available to achieve those objectives. In
addition, this memorandum addresses certain questions that have been raised in connection with
the establishment of CDAs for each of three potential developments along Route 29:
Hollymeade, Albemarle Place and North Pointe. For reference, attached hereto as exhibits are
general descriptions of the statutory authority for a CDA and a service district (a "Service
District").
I. Policy Objectives of the County
. To provide transportation improvements to Route 29 in expectation of the development
planned along the Route 29 corridor.
. To provide alternative revenue sources to pay all or a portion of the costs of such
transportation improvements.
II. Methods Available to Meet the Objectives of the County
Two financing methods available to the County with respect to Route 29 improvements
are a CDA and a Service District.
A. Community Development Authority
. There have been at least ten CDAs created throughout Virginia to assist with
the provision of public infrastructure improvements and services within each
CDA district. Most CDAs have financed such improvements and services
through assessments.
. The process to create a CDA is commenced by a petition from at least 51 % of
the landowners (measured by land area or assessed value) in the proposed
CDA district. A CDA in the County must consist of a tract of at least 250
acres, unless the improvements to be financed exceed $3,000,000 (in which
case the County may modify the rrùnimum district size).
1. Benefits of a CDA:
a. Constitutes a separate political subdivision, capable of causing the
generation of revenue to finance certain facilities and provide certain
servIces.
b. Authorized to request the County to levy and collect an annual special real
estate tax on property within the CDA district to finance infrastructure
improvements and services both within and outside the CDA district so
long as those improvements located outside the CDA district are
determined to "serve" the CDA district.
c. Authorized to request the County to impose special assessments to finance
infrastructure improvements and services to abutting property witlùn the
CDA district.
d. Asa separate political subdivision, CDA has power to finance
infrastructure improvements and services by the issuance of revenue
bonds that do not constitute indebtedness of the County.
2. Lirrùtations - special taxes:
a. Collection of an annual special real estate tax is limited to a maximum of
$0.25 per $100 unless all property owners within the CDA district request
a greater amount.
b. In order to determine that infrastructure and public improvements outside
the CD A district "serve" the CDA district, studies of an acceptable
consultant would be necessary.
c. The lirrùt of $0.25 per $100 in special taxes may be insufficient to finance
the full costs of the desired improvements.
d. Because the special tax would be determined and collected on an annual
basis, an investor in any revenue bonds may be wary of collection
uncertainties arising primarily from (1) the failure of real estate values to
meet expectations, (2) the dependence on the County Board of Supervisors
to levy the annual tax and (3) the tax lien being lirrùted to the amount of
the annual taxes then due. Such uncertainties may make the issuance of
revenue bonds impracticable.
-2-
3. Limitations - assessments:
a. The amount of revenues is limited since assessments cannot be set at a
level that exceeds the full cost of the improvements financed. (However,
unlike special taxes which must be levied annually, assessments are
determined at outset and, while payable in installments, create a lien on
property subject to assessment equal to full amount of assessment).
b. The CDA would be precluded from financing improvements outside the
CDA district unless such improvements abut (i.e., physically touch) the
CD A district. The Supreme Court of Virginia has interpreted "abut" to
mean "land bordering upon, and not merely adjacent or in close
proximity." Taylor v. Board of Supervisors of Northumberland County,
243 Va. 409 (1992).
B. Service Districts
. Service Districts may be created to provide additional, more complete or more
timely services of government than are desired in the locality as a whole. A
locality may pay, in whole or in part, for such services to a Service District
through the levy and collection of an annual tax upon any property in the
Service District that is subject to local taxation.
. Service Districts have been created throughout Virginia, predominately by
cities.
1. Benefits of a Service District:
a. Unlike a CDA for which the County Board of Supervisors must adopt an
ordinance not inconsistent with the petition to create the CDA, the County
Board has complete discretion to determine a Service District's size and
the scope of its services.
b. Unlike a CDA, a Service District is not a separate political subdivision
created by the County, eliminating the need to appoint a separate authority
board (although a separate board answerable to the County Board may be
appointed to oversee the improvements or services).
c. Unlike a CDA where the tax is limited to $0.25 per $100 without the
consent of all landowners in the CDA district, there is no express statutory
limit as to the maximum rate of the tax that the County may collect from
property within the Service District.
2. Limitations:
a. A Service District does not constitute a separate political subdivision, and
therefore there is no mechanism for the County to issue revenue bonds
secured from the special tax revenues of the Service District.
-3-
b. Only special taxes are authorized and the County has no ability to impose
special assessments.
c. The Service District statute has been narrowly construed by at least one
Virginia Circuit Court to authorize taxes to be levied only for those
services and facilities expressly provided. Nageotte v. Board of
Supervisors of Stafford County (Cir. Ct., Chancery No. 01-335, 11.23.01).
The 2004 General Assembly adopted a bill (HB 1373) to specifically
authorize "road construction" without a limit that it must not be under
operation and jurisdiction of VDOT. The Governor has not yet signed this
bill.
III. Application to Hollymeade, Albemarle Place and North Pointe
A. Generally
· No legal impediment to the creation of a CDA to finance transportation
improvements needed to accommodate increased traffic generated in part by
each proposed development, provided that the petition is properly submitted
and the requisite statutory procedures are followed to create a CDA district.
· The CDA statute specifically provides that a CDA may provide roads,
bridges, etc. (see Section II. B. in Exhibit B for a complete list) within or
serving a CD A district.
· It is theoretically possible to consolidate the three developments into one
single CDA district but there are impediments to doing so.
. The single most significant impediment is that a CDA district must consist
of property in a single tract of land in which at least 51 % of the
landowners join in the petition for its creation.
. Other impediments include:
. Requirement that all property (other than public property) in the CDA
district be subject to tax or assessment; and
. Difficulty in drawing the CDA district lines so as to exclude certain
types or classes of property (e.g., residential) and still maintain
contiguity inherent in a single tract of land.
· Special tax and assessment are levied on only taxable property thereby
excluding from taxation all public property within the district.
· A petition to create a CDA must describe the services and facilities proposed
to be undertaken which may include, for example, building a library or leasing
land for school purposes. However, once a CDA is created, the CDA board,
-4-
as the governing body of a separate political subdivision, will have discretion
to act within the powers granted in the enabling ordinance, and neither the
County nor the developer can compel the CDA to act in any specific manner
to carry out purposes of the CD A district.
. A CDA may generate revenues from taxes and assessments simultaneously,
but there are differences in the manner in which revenues derived from each
source can be utilized.
. Revenue from assessments may be applied only to improvements within
or abutting the CDA district.
. Revenues from taxes may be applied to certain improvements outside the
CDA district.
B. Other Considerations
. For any CDA district consisting of less than 250 acres in the County,
the proposed projects to be undertaken must be identified and their costs
must be confmned to exceed $3,000,000.
. Studies from recognized experts will be needed to demonstrate that
improvements to be undertaken "serve" the CDA district, thereby
enabling the County Board of Supervisors to make the legislative
findings that the improvements are necessary to meet the increased
demands on the County as a result of the improvements within the CDA
district.
· The County Board may wish to analyze the expected revenue to be
derived from the CDA district compared to the overall costs of the
improvements to determine practical viability of CDA.
· The County Board and the CDA will likely need to enter into a contract
by which the County will act as agent for the CDA to undertake the
projects.
· The CDA statute provides that the County Board will adopt an
ordinance in response to the petition for the creation of a CDA that is
not inconsistent with the petition. Nevertheless, the County, should
consider what procedural prerequisites (e.g., require the CDA to obtain
the consent of the County Board prior to the issuance of any debt) it
may wish to impose on the CDA.
-5-
EXHIBIT A
Community Development Authorities
I. Creation of a CDA.
A. A CDA is commenced by a petition from at least 51 % of the landowners
(measured by land area or assessed value) of the land in the proposed CDA
district.
B. Minimum acreage requirements:
1. tract of any size in a city or town;
2. tract of at least 250 acres in a county with a population of at least 75,000;
3. tract of at least 250 acres, a portion of which lies within two miles of the
center line of an interstate highway in any county with a population of less
than 50,000; and
4. tract of at least 250 acres in any county with a population between 50,000
and 75,000 through which an interstate highway passes.
C. A public hearing is required before adoption of the creating ordinance or
resolution. Notice of public hearing is published once a week for three successive
weeks with the hearing to be held not sooner than ten days after the last
publication of notice.
D. A petitioning landowner then has 30 days to withdraw his signature from the
petition after the public hearing. The petitioning landowners may waive the right
to withdraw their signatures.
E. The ordinance creating the CDA is filed in the land records for each tax map
parcel in the district. The CDA Articles of Incorporation are filed with the State
Corporation CoIDITÚssion.
II. Powers of a CDA.
A. Expressly incorporates the powers of water and waste authorities under Article 3
of the Water and Waste Authorities Act (Sections 15.2-5110 - 15.2-5124);
including, the power to issue revenue bonds, power of eminent domain, and the
power to fix, charge and collect rates, fees and charges for services furnished by
or for the benefit from any system operated by the CDA.
B. Finance, fund, establish, acquire, construct. equip, operate and maintain
infrastructure improvements enumerated in the ordinance or resolution
establishing the district. as necessary to meet the increased demands placed upon
the locality as a result of development within the district, including, but not
limited to:
1. roads, bridges, parking facilities, curbs, gutters, sidewalks, traffic signals,
storm water management and retention systems, gas and electric lines,
A-I
street lights within or serving the district which meet or exceed the
specifications of the locality in which the roads are located;
2. parks and facilities for indoor and outdoor recreational, cultural and
educational uses, entrance areas, security facilities, fencing and
landscaping throughout the district;
3. fire prevention systems, rescue vehicles and other vehicles and equipment;
4. school buildings and related structures, when authorized by the locality
and the school board; and
5. infrastructure and recreational facilities for age-restricted active adult
communities with a minimum population of 1,000 residents.
C. Issue revenue bonds, subject to such restrictions as may be established in the
resolution or ordinance establishing the CDA, for all costs associated with the
improvements described above. Bonds of the CDA are payable solely from
revenues of the CDA.
D. Request annually that the locality levy and collect a special tax on taxable real
property within the district. The tax is limited to $0.25 per $100 of assessed value
unless all the landowners in the district request a greater tax.
E. Provide special services including, garbage and trash removal and disposal, street
cleaning, snow removal, extra security personnel and equipment, recreational
management and grounds keeping.
F. Finance the services and facilities provided to abutting property within the district
by special assessment thereon imposed by the local governing body. All
assessments are subject to the laws pertaining to assessments under Article 2 (§
15.2-2404 et seq.) of Chapter 24:
1. the taxes or assessments shall not exceed the full cost of the
improvements, including without limitation the legal, financial and other
directly attributable costs of creating the district and the planning,
designing, operating and financing of the improvements which include
administration of the collection and payment of the assessments and
reserve funds permitted by applicable law;
2. the taxes or assessments may be imposed upon abutting land which is later
subdivided in accordance with the terms of the ordinance forming the
district, in amounts which do not exceed the peculiar benefits of the
improvements to the abutting land as subdivided; and
3. the taxes or assessments may be made subject to installment payments for
up to forty years in an amount calculated to cover principal, interest and
A-2
administrative costs in connection with any financing by the authority,
without a penalty for prepayment.
G. Assessments may be made effective as a lien upon a specified date, by ordinance,
but such assessments may not thereafter be modified in a manner inconsistent
with the terms of the debt instruments financing the improvements.
H. Assessments may be made subject to installment payments and other provisions
allowed for local assessments under this section or under Article 2 of Chapter 24.
All revenues received by the locality pursuant to any such special assessments
which the locality elects to impose upon request of the development authority
shall be paid over to the development authority for its use, subject to annual
appropriation, and may be used for no other purposes.
A-3
.
EXHIBIT B
Service Districts
I. Creation of a Service District.
A. Created by ordinance following a public hearing.
B. Notice of the public hearing must be published once a week for three consecutive
weeks (with the hearing occurring no sooner than ten days after the second
notice).
C. Ordinance creating a service district shall:
1. Set forth the name and describe the boundaries of the proposed district and
specify any areas within the district that are to be excluded;
2. Describe the purposes of the district and the facilities and services
proposed within the district;
3. Describe a proposed plan for providing such facilities and services within
the district; and
4. Describe the benefits which can be expected from the provision of such
facilities and services within the district.
II. Powers of a Service District.
A. To construct, maintain and operate such facilities and equipment as may be
necessary or desirable to provide additional, more complete or more timely
governmental services within a service district, including but not liooted to:
. water supply, sewerage, garbage removal and disposal, heat, light,
fITe-fighting equipment and power and gas systems and sidewalks;
econoooc development services; promotion of business and retail
development services; beautification and landscaping; beach and
shoreline management and restoration; control of infestations of
insects; public parking; extra security, street cleaning, snow
removal and refuse collection services; sponsorship and promotion
of recreational and cultural activities; upon petition of over 50
percent of the property owners who own not less than 50 percent of
the property to be served, construction, maintenance and general
upkeep of streets and roads that are not under the operation and
jurisdiction of the Virginia Department of Transportation; and
other services, events, or activities which will enhance the public
use and enjoyment of and the public safety, public convenience,
and public well-being within a service district.
B-1
. Such services, events or activities shall not be undertaken for the
sole or dominant benefit of any particular individual, business or
other private entity.
B. To provide, transportation and transportation services within a service district,
including, but not limited to: public transportation systems serving the district;
transportation management services; road construction1, rehabilitation and
replacement of existing transportation facilities or systems; and sound walls or
sound barriers.
C. To levy and collect an annual tax upon any property in such service district
subject to local taxation to pay, either in whole or in part, the expenses and
charges for providing the governmental services and for constructing, maintaining
and operating such facilities and equipment as may be necessary and desirable in
connection therewith.
· Such annual tax shall not be levied for or used to pay for schools,
police or general government services not authorized by this
section;
· Proceeds from such annual tax shall be so segregated as to enable
the same to be expended in the district in which raised; and
· Any tax pursuant may base the tax on the full assessed value of the
taxable property within the service district.
1 Proposed amendment in HB 1373.
B-2
FY 04/05 Board of
Beginning Board 3M,aOO 300,000
FY 03/04 Projected Fund tax rate) 2,435,000
Less FY04 Budgeted Fund (961,118)
Ava!!able FY 03/04 Fund 1,413,882
30,230 30,844
933 933
3,728 3,728
21,231 21,231
2,
58, 59,
51,076 51,076
800,000 2,033,798
800,000
1,118,409
CommonweaJth's Attorney· mount needed to fully
in FY 04/05 I
Sheriff and Clerk of the CirC~it Court compensation
Forgive additional debt at Eîst Rivanna VFD
100% operations for Volunterr Fire/Rescue
Tax Relief for the Elderiy anq Disabled
Albemarle County Fair I
Regional Library :
move to County scale
34,584 32,931 1,870
34,300 29,279
50,000 50,000
83,860 41,930
100,000
40,000 125,494
10,000 10,000
63,617 63,617
332,501
FY05 80S Budget Wor~sheet.FINAL.xls
i
Page 1 of 1
Printed 3/30/2004 10:00 AM
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PLEASE SIGN BELOW IF YOU WISH TO SPEAK ON
Proposed FY 2004/2005 Operatina and capital Budaet.
Proposed FY 2004 Tax Rates.
The following guicjeJines wit! be,used for this public hearing:
EACH SPEAKER IS ALLOTTED 3 MINUTES.
INDIVIDUALS CANNOT RELINQUISH THEIR 3 MINUTES TO ANOTHER
SPEAKER.
INDIVIDUALS CAN ONLY SIGN UP ONE PERSON TO SPEAK.
PLEASE GIVE ANY WRITTEN STATEMENTS TO THE CLERK.
/~ /:J
d-.-- C¡ ~ -- éf 7 C.
~
e
-
c:lFlc,- 'S-05
wG/'-
FY2
Ian
nga
Vision
Promoting
Providing a Superior
FY 04105
School Self-
Sustaining
5%
Revenue
5%
Govemrœnt
Operations
47%
3%
($ in millions)
General Fund
School Division
School Self-Sustaining
Capital Projects
Debt Service Funds
102.0
11.0
22.9
12.5
GRAND TOTAL
is
04105
Local Property
Taxas
38%
Other Local
Revenues
21%
10.4%
The Complete FY 04/05
County's funds, our
2008/09
expenditures, the
2004/05 - FY
website at
While our
substantia!
and
we continue to face
Growth
According for Public the Area (MSA)
has one of rates in Virginia which can be rates in
Fluvanna and Albemarle's population has been annual growth rate
during the period of 1990 to 2000. If our County continues.to grow at this rate, the could reach over
100,000 by 2010. Our population growth, while moderate compared to some us to find
creative ways to maintain high standards in education, provide for capital infrastructure, and meet increasing
demands for services in our growth areas, while we protect our rural character and natural resources.
Continued em
The State currently does
the hotel and
rely heavily on property
County
$0.76 per
1
to the
ways cities can through
counties must continue to
account for 39% of our entire
is
sources in the
Although local
for 65% of our
for any in
$0.1 0 per $100 of
between
Last Year's Economic Downturn:
Last year, the effects of the turbulent national economy and market downturns compounded by the state budget
shortfalls, had a negative impact on consumer spending and on our local revenues. This time last year, the County's
economy-driven revenues, such as sales, meals, transient, and utility taxes, were fairly flat. Personal property
taxes, which reflect the value of new and used vehicles, as well as business equipment, were showing a marked
decrease in rate of growth. In FY 03/04, lower revenues combined with the reduction in state and federal revenues,
and additional obligations, resulted in a shortfall of $1.024 million in the FY 03/04 local government operations
budget, which was addressed by reducing department baseline budgets, freezing some vacant positions, and
postponing replacement capital equipment. This year, our challenge is to rebound from the lingering effects of last
year's reduction and the on-going effects of the state's budgeting decisions that often fall short in meeting their
local obligations.
Our Strategic Response
Covering FY 03/04's Reductions
This budget provides revenue to fund eight reinstated positions frozen last year, purchase 31 overdue public safety
replacement vehicles (police, sheriff, inspections, fire/rescue) and four replacement vehicles for other county
departments, and makes up for some of last year's reductions in departmental operational budgets.
Meeting Ongoing Commitments
This budget targets available funds to meet ongoing commitments to our employees and agencies, including
funding to pay for a 13.5% employer annual increase in health insurance, an additional $648 per employee. This
does not increase benefits to employees but merely funds the rising medical costs. The regional jail costs are
anticipated to increase by $567,000 in FY 04/05, which is primarily due to the jail having to use $500,000 of their
carry-over this current year to fund the FY 03/04 budget. In addition, the state reimbursement for jails remains flat
while costs continue to rise. In addition, $107,000 is budgeted to purchase mandated voting equipment for the
disabled and $71,000 is targeted to provide for a cost-saving technology upgrade that will bring greater efficiency
to our departments.
Providing for $2.8 Million in Unexpected Virginia Retirement System (Vr{S) Contributions
The most substantial impact to the FY 04/05 budget is the unexpected mandated increase in VRS contributions.
The County was aware early in the budgeting process that the employer contributions to VRS might increase.
However, it was not until recently, after we began to build this budget on a two cent decrease in real property taxes
that we became aware of the impact this one item would have on the FY 04/05 budget. Due to the downturn in the
market over the past several years, the County is required to provide an additional $2.4 million in VRS contributions.
Of this, the local government budgeted an additional $820,000 to fund the employer contribution for local
government employees and the schools budgeted an additional $1.6 million for school employees.
Moving Forward on Cquntv Priorities
This budget is designed to support the County's priorities within available resources and includes the following new
and ongoing initiatives.
"
· Provides for Hiah Quality Education: The County will transfer $76.2 million to the School Fund for
operations. This is an increase of $7.3 million, or 10.7% over last year. In addition, the school receives
$11.2 million from local funds for capital projects and debt service. The school system shares in the growth
of non-dedicated local tax revenues through our current formula, receiving 60% of such local tax revenue
growth, in addition to other state, federal and miscellaneous income. Local funding covers 68% of total
school revenues, with State aid, State sales tax, and Federal and other funds making up the remaining 32%.
All non-local school revenue sources are projected to increase by $2.8 million this year. Additional details
are provided in the School Budget, which is a separate document. The Piedmont Virginia Community
College is constructing a Science and Technology building. Capital Improvement renovations will be made
to the Albemarle and Murray High Schools. Other upcoming renovations funded in the FY 05/09 Capital
Improvement Program include a new gym and restrooms at Hollymead, and initial funds for construction of
the Southern Elementary school. Our IT Department plans to establish a free e-Iearning curriculum offered
to all County employees and a pilot program for County citizens.
· Provides funds to enhance Citizens' Quality of Life: This budget provides $19.5 million dollars for public
safety. $4.9 million is targeted for libraries, parks, recreation, and cultural contributions. The County's
Office of Housing, working with the Housing Committee and citizens and interest groups, will develop
actions to implement the Affordable Housing Policy. These actions will include creating partnerships,
identifying incentives, and increasing housing opportunities for homeowners and renters. The
Comprehensive Plan's economic development policy will be updated. We will begin design work on the new
Crozet Library. The SPCA will continue construction of its new state of the art animal shelter. The Parks and
ReCreation Department will complete market analysis for indoor and outdoor recreation facilities and will
establish a boat launch on the Rivanna Reservoir. In addition, the County will finalize the necessary
easements to create a walkable public trail from Crozet Park to Lickinghole Creek Basin. Other initiatives will
include the development of a fire/rescue training center and police firing range, as well as police technology
upgrades. In addition, the Board of Supervisors proposes funding for the following initiatives:
o Four additional police officers
o Two Fire/Rescue positions for Northern Stations
o EMS Instructor and EMS Supervisor positions
o Public Safety Systems Analyst
o Increased funding for the Drug Court
o Child Protective Services Investigator
o Mental Health/Substance Abuse worker
o Additional funding for Jefferson Area United Transit Network OAUNn
o Funding for the Family Support program
o Increased funding for Tax Relief for the Elderly and Disabled
o Inmate Community Workforce program
o Athletic Field Maintenance Enhancement
o Planner for Neighborhood Model Implementation
o Additional support for the Jefferson-Madison Regional Library
o Community Development Loan Fund
. Protects the County's Natural. Scenic. and Historic Resources: The water crisis of 2002 demonstrated to us
the critical importance of our region's natural resources. To ensure that a long range plan is in place to
address our water needs, the County is continuing to work with the Rivanna Water and Sewer Authority to
deyelop an integrated water resource plan that directs the County's efforts to address water quality and
water supply. Other major staff efforts in FY 04/05 will include working to implement neighborhood master
plans and actions needed to carry out the County's newly revised rural area policies. The County is
continuing its Acquisition of Conservation Easement Program with additional funding of $1,000,000 in FY
04/05. The County will fund Ivy Landfill remediation efforts and begin implementing the County
environmental management policy. In addition, the Board of Supervisors proposes funding for the following
initiatives:
o Zoning Ordinance Planner
o TJ Soil and Water Conservation Stream Monitoring Program
. Improves the Effectiveness and Efficiency of County Services: Currently, all County departments are
revising, and implementing new standards for superior customer service. Resources will be directed to
improve the County's business processes, such as the financial and human resource management systems,
so that employees can locate data more easily and make better decisions. The County will continue
deployment of its CityView program to streamline the Community Development Department's ability to
receive and review new development and building permits and maintain critical data. The County plans to
develop a Geographical Information System Web Module which will allow the public and other agencies ways
to interact with the County's mapping systems. A five year forecasting model for long-range financial
planning will be developed to better connect the strategic planning cycle to tñe operating budget and the
capital budget. The County will provide a $2.0 million increase into the County's Capital Improvement
Program based on the County's revenue growth and in accordance with our fiscal policies. COB South will
house the Police Department, Fire/Rescue Department, Social Services Department, and the Housing Offices,
as well as provide a new customer service booth to provide citizens who go there access to other county
services. In addition, the Board of Supervisors proposed funding for the following initiatives:
o Web Content Manager (from part-time to full-time)
o Compensation Analyst
o Loss Control Manager
o Fire Station Computer Upgrades
o Interpreter Services - Social Services
o Employment Specialist - Social Services Career Center
o Records Manager/Organizational Study
. Supports our Hiqh Quality Workforce: This budget maintains the market competitive salaries identified in
our market analysis, in addition to increasing the County's contributions to Health and Dental benefits of
$648 per person, by providing a 3 percent merit pool for our local goyernment employees in FY 04/05.
..
FY
Capital and
Debt
17%
23%
Revenue
5%
Local Property
Taxes
38%
School
Sustaining
5%
Operations
47%
Other Local
Revenues
21%
Division
School
1.0
13.6%
8.9%
11.7%
Community
Development
4%
Capitai Projects
4%
Debt Service
8%
8%
3%
&,
Human
judicial Revenue Sharing
2% Administration Miscellaneous 5%
5% 1%
($ in millions)
Local
State
Federal
General
$0.03
2.7
0.1
7.3
31.8
2.0
34.4
2.1
76.2
FY 04/05 Proposed
School Division Revenue
Other
1%
FY 04/05 - 08/09
Improvement
FY 04/05 ·08/09 CIP
Revenues
$126,993,000
Local
Revenues. ~
Genera! Fund
21,0%
SChODls
42%
Stormwater
2%
CIP Revenues
($ in thousands)
Local Revenues General Fund
Tourism Fund Revenues· ACE/Other
Interest Earned
Courthouse Maintenance Funds
City Reimbursements
Northside Library Lease
State Construction Funding
Borrowed Funds - General Gov
VPSA Bonds - Schools
State Technology Grant
Use of Reserves
FY 04/05 . 0lM09 Clf'
Expenditures
$126,993,000
Courts & Judicial Public Safety
2% 13%
Libraries
12%
Techno!ogy &
GIS
3%
Development
Schools
of Conservation Easements
3.418
Total C!P Revenues
Total CIP Expenditures
4.4%
8.4%
3.9%
10.7%
9.7%
11%
~
2,384
16,734
7,694
10,152
170
13.436
4,042
15,737
2,050
2,700
51,894
,
II
,
1
1
.
1
1
1
.
..
..
I
I
,
I
I
I
I
FY 04/05 Board of Supervisor's Budget
REQUEST
PROPOSED
Board of Supervisors Resource Changes
Two pennies on the tax rate
Two ennies on the tax rate increase to FY04 one-time available funds
Subtotal -- Add
Recurring One-Time
300,000
2,435,000
(961,118)
1,473,882
30,230
933
3,728
21,231
2,449
58,571
51,076
800,000
1,000,000
800,000 1,000,000
Recurring
One-Time
County General Fund
Beginning Board Reserves
FY 03/04 Projected Fund Balance (assuming $0.74 real estate tax rate)
Less FY04 Budgeted Fund Balance
Available FY 03/04 Fund Balance
300,000
2,435,000
(961,118)
1,473,882
Less County Executive AQjustments
2% Adjustment to Salary Scale
Juvenile Court Assessment Center
CYFS (adjust to review team's recommendation)
MACAA - CHP Program (adjust to review team's recommendation)
Soil & Water Conservation: Additional 0 eratin Fundin
Subtotal -- Subtract
30,844
933
3,728
21,231
2,449
59,185
Plus CounW Executive Resource Changes
Reimbursement for Voting Machines
51,076
2,033,798
2,033,798
1,000,000
1,000,000
Less Increased Transfer to Schools
1,118,409
Recommended Unfunded High Prioriw New Initiatives
Police Officers (4) 70,787 140,219 81,184 131,419
Fire/Rescue Positions· Northern Stations(2) 104,700 11,600 106,208 11,600
Interpreter Services 3,000 3,000
Parks - Inmate Community Workforce 39,001 53,000 40,375 50,900
EMS Instructor (6 mos, position) 28,953 22,950 33,463 26,150
EMS Supervisor (6 mos. position) 28,953 22,950 33,463 26,150
Zoning Ordinance Planner 52,445 3,115 52,654 3,115
Web Content Manager 17,680 18,212
Compensation Analyst 7,415 7,415
Family Support Program 11,000 11,000
Child Protective Services Investigator 23,907 21,845 2,920
Fire Station Computer Upgrades/Support 15,000 15,000
Loss Control Manager - HR 19,125 19,125
Public Safety Systems Analyst (6 mos, position) 31,553 4,200 31,624 4,200
Resources Manager/Organizational Study 35,000 35,000
Athletic Field Maintenance Enhancement 51,118 52,350
Mental Health - Substance Worker - DSS 23.755 24,659
Planner - Neighborhood Model Implementation 60.257 7,995 60,492 7.995
Employment Specialist - DSS Career Center
Absentee Clerk - Satellite Absentee Voting 15,000
JAUNT - Ridership Increase 92,756 92,756
OAR - Drug Court 24,568 24,568
PHA - Community Development Loan Fund 50,000 150.000 50,000 150,000
Library - Crozet Branch Support 3,545 3,545
Library - Norths¡de Circulation Support 11,993 11,993
Library - Northside Reference Specialist 7,653 7,653
T J Soil & Water - Stream Monitorin 4,000 4,000
Subtotal - Subtract 768,164 481,029 791,584 464,449
Items from Board of Supervisors' Work Sessions
Assistant Registrar/Contingency 34.584 32.931 1,870
Commonwealth's Attorney - amount needed to fully implement move to County scale 34.300 29.279
in FY 04/05
Sheriff and Clerk of the Circuit Court compensation 50.000 50.000
Forgive additional debt at East Rivanna VFD 83.860 41.930
100% operations for Volunteer Fire/Rescue 100.000
Tax Relief for the Elderly and Disabled 40.000 125,494
Albemarle County Fair 10,000 10,000
Regional Library 63,617 63,617
ACE 650.000 650.000
Subtotal Subtract 332,501 733,860 311,321 693,800
FY05 BOS Budget Worksheet-FINAL.xls
Page 1 of 1
Printed 3/25/2004 12:04 PM
APR-08-2004 01:02 AM
P.01
Currituck Fann
P. O. Box 207
Earlysville, VA 22936
AprilS, 2004
Members of the Board of Supervisors
401 McIntire Road
Charlottesville, VA 22902
Dear Members of the Board,
I was so happy to learn fi-om the County website that the updated budget
dated today states that the tax rate will remain unchanged, and that the
budget includes full budget for the ACE program for the upcoming fiscal
year. Thank you for keeping the tax rate unchanged~ thus providing the
needed funds for many parts of the budget. That took courage on your part.
It was reassuring that seven speakers (second to the schools) at the last
hearing recommended the continuation of the program. That shows its
support ttom conservatives and liberals alike. Keeping viable agriculture
will ensW'e attractive scenery and a pleasing quality of life for the county as
a whole. The committee works hard to insure that the County's funds are
well invested. The County will do well to protect our local food..producing
land. People are beginning to appreciate having safer and fresher locally
grown food on their tables.
I know you have had a barrage of demands coming your way for programs
all across the spectrum. But in many ways, solving part of the development
problem through conservation easements will provide solutions
simultaneously to problems of school crowding, transportation, water
demand and quality, air quality, the preservation of views beds and tourism.
Thank you again. I am unable to attend the Wednesday hearing, but I am
counting on the Monday budget numbers being upheld. Have a wonderful
spring. I am sure you are glad to have the budget process almost finished.
Sincerely,
~
Ann H. Mallek