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HomeMy WebLinkAbout2000-03-20 BUDGET WORK SESSION David R Bowerman R~o L/ndsay G. Dottier, Jr. scot~sville Charlotte Y. Humphris Jack Joue~ COUNTY OF ALBEMARLE Office of Board of Supervisors 401 Mclntire Road Charlottesville, Vkginia 22902-4596 (804) 296-5843 FAX (804) 296-5800 Charles S. Martin Rivanna Waiter E Perkins White Hall 5ally H, Thomas Samuel MiHe~ April 6, 2000 Ms. Nancy O'Brien Executive Director Thomas Jefferson Planning District Commission PO Box 1505 Charlottesville, VA 22902-1505 Dear Ms. O'Brien: At its meeting on March 20, 2000, the Board of Supervisors approved the Workforce Investment Act Inter, local Agreement (WIA) as amendments. The amendments would allow the County to appoint seven business and industry individuals and three appointees respectively from the City. This amendment was based on population figures. It is my understanding that Roxanne White will be contacting you concerning a revised agreement. The Board made the following appointees to the WIA Board: Barbara Kessler; Susan Cabell; J. Walter Levering; Brian Carlson; C. Henry Hinnant; Eddie Joe Lynch and Carole F. Clarke. After the final agreement has been revised and signed, please provide this office with a copy. If you have any questions, please do not hesitate to contact me. Sincerely, ,// / sll;'i;v. Ca;ey, Clerk, /EWC cc: Roxanne White Printed on recycled paper David P. Bowerman Lindsay G. Dorrier, Jr. Sc~ttsv~e Charlotte Y. Humphris Jack Joue~t COUNTY OF ALBEMARLE Office of Board of Supervisors 401 Mdntire Road Charlottesville, Virginia 229024596 (804) 296-5843 FAX (804) 296-5800 Cha~es S. Martin Rivanna Walter E Perkins W~dte Hall Sally H. Thomas Samuel MUle' May 30, 2000 Ms. Carole' F. Clarke 4035 Edge Valley Rd. Noah Garden, VA 22959 Dear Ms. Clarke: At the Board of Supervisors meeting held on March 20, 2000, the Board appointed you to the Workforce Investment Board, with said term effective March 20, 2000 through June 3, 2002. I have enclosed an updated roster for your convenience. On behalf of the Board, I would like to take this opportunity to express the Board's appreciation for your willingness to serve the County in this capacity. Sincerely, Charles S. Martin Chairman CSM/lab Enclosure CO: James Camblos Larry Davis Saphira Baker Roxanne White Printed on recycled paper David P Bowerman Rio Lindsay G. Dottier, Jr. Scottsville Charlotte Y. Humphris jack jouett COUNTY OF ALBEMARLE Office of Board of Supervisors 401 Mclntire Road Chadottesville, Virginia 22902-4596 (804) 296-5843 FAX (804) 296-5800 Chades S. Martin Rivanna Walter E Perkins ' White Hail Sally H. Thomas Samuel Miller May 30, 2000 Mr. Eddie Joe Lynch 2812 Magnolia Dr. Charlottesville, VA 22901 Dear Mr. Lynch: At the Board of Supervisors meeting held on March 20, 2000, the Board appointed you to the Workforce Investment Board, with said term effective March 20, 2000 through June 3, 2002. I have enclosed an updated roster for your convenience. On behalf of the Board, I would like to take this opportunity to express the Board's appreciation for your willingness to serve the County in this capacity. Sincerely, Charles S. Martin Chairman CSM/Iab Enclosure CO: James Camblos Larry Davis Saphira Baker Roxanne White Printed on recycled pc~per David P Bowerman Rio Lindsay G. Dorder, Jr. Charlotte Y Humphris Jack Jouett COUNTY OF ALBEMARLE Office of Board of Supervisors 401 Mdntire Road Charlottesville, Virginia 29-909-4596 (804) 9-96-5843 FAX (804) 9-96-5800 Cha~es S. Martin Rivanna Walter E Perkins White Hall Sally H. Thomas Samuel Mille~ May30,2000 Mr. C. Henry Hinnant 407 Key West Dr. Charlottesville, VA 22911 Dear Mr. Hinnant: At the Board of Supervisors meeting held on March 20, 2000, the Board appointed you to the Workforce Investment Board, with said term effective March 20, 2000 through June 3,2001. I have enclosed an updated roster for your convenience. On behalf of the Board, I would like to take this opportunity to express the Board' s appreciation for your willingness to serve the County in this capacity. Sincerely, Charles S. Martin Chairman CSM/lab' Enclosure CC: James Camblos Larry Davis Saphira Baker Roxanne White Printed on recycled paper David P. Bowerman Rio Lindsay G. Dorrier, Jr. Charlotte Y.. Hurnphris Jack Jouett COUNTY OF ALBEMARLE Office of Board of Supervisors 401 Mclntire Road Cha~offesville, Virginia 229024596 (804) 296-5843 FAX (804) 296-5800 Cha~es S. Martin Rivanna Wa/ter E Perkins White Hall Sally H. Thomas Samuel Mille' May 30, 2000 Mr. Brian Carlson 525 Rookwood PI. Charlottesville, VA 22903 Dear Mr. Carlson: At the Board of Supervisors meeting held on March 20, 2000, the Board appointed you to the Workforce Investment Board, with said term effective March 20, 2000 through June 3, 2003. I have enclosed an updated roster for your convenience. On behalf of the Board, I would like to take this opportunity to express the Board's appreciation for your willingness to serve the County in this capacity. Sincerely, Charles S. Martin Chairman CSM/lab Enclosure CO: James Camblos Larry Davis Saphira Baker Roxanne White Printed on recycled paper David R Bowerman Lindsay G. Dorr]er, Jn S~ott~,ille Charlotte Y. Humphris Jack Jouett COUNTY OF ALBEMARLE Office of Board of Supervisors 401 Mclntire Road Charlottesville, Virginia 22902-4596 (804) 296-5843 FAX (804) 296-5800 Charles S. Martin Rivanna Walter E Perkins White Hall Sally H. Thomas Samuel Miller May 30, 2000 Mr. J. Walter Levering t 10B Second Street, NE Charlottesville, VA 22902 Dear Mr. Levering: At the Board of Supervisors meeting held on March 20, 2000, the Board appointed you to the ,Workforce Investment Board, with said term effective March 20, 2000 through June 3,2001. I have enclosed an updated roster for your convenience. On behalf of the Board, I would like to take this opportunity to express the Board's appreciation for your willingness to serve the County in this capacity. Sincerely, Charles S. Martin Chairman CSM/lab Enclosure CO: James Camblos Larry Davis Saphira Baker Roxanne White Printed on recycled paper David R Bowerman lindsay G. Dorrier, Jr. Scottsville Charlotte Y. Hurnphris Jack Jouett COUNTY OF ALBEMARLE Office of Board of Supervisors 401 Mdnfire Road Cha~ottesvi]le, Virc3inia 229024596 · (804) 296-5843 FAX (804) 296-5800 Chades S. Martin Rivanna Walter E Perkins White Hall Sally H. Thomas Samuel Miller May 30, 2000 Ms. Susan M. Cabell 3312 Lockport Place Keswick, VA 22947 Dear Ms. Cabell: At the Board of Supervisors meeting held on March 20, 2000, the Board appointed you to the Workforce Investment Board, with said term effective March 20, 2000 through June 3, 2002. I have enclosed an updated roster for your convenience. On behalf of the Board, I would like to take this opportunity to express the Board's appreciation for your willingness to serve the County in this capacity. Sincerely, Charles S. Martin Chairman CSM/lab Enclosure CO: James Camblos Larry Davis Saphira Baker Roxanne White Printed on recycled paper David P. Bowerman Rio Lindsay G. Dorder, Jr. Charlotte Y. Humphris Jack Jouett COUNTY OF ALBEMARLE Office of Board of Supervisors 401 Mclntire Road Charlottesville, Virginia 22902-4596 (804) 296-5843 FAX (804) 296-5800 Chades S. Martin Walter E Perkins White Sally H. Thomas Samuel Miller May 30, 2000 Ms. Barbara A. Kessler 321 East Main St. Charlottesville, VA 22902 Dear Ms. Kessler: At the Board of Supervisors meeting held on March 20, 2000, the Board appointed you to the Workforce Investment Board, with said term effective March 20, 2000 through June 3, 2003. I have enclosed an updated roster for your convenience. On behalf of the Board, I would like to take this opportunity to express the Board's appreciation for your willingness to serve the County in this capacity. Sincerely, Charles S. Martin Chairman CSM/lab Enclosure CO: James Camblos Larry Davis Saphira Baker Roxarme White Printed on recycled paper COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Approval - Workforce Investment Act (WIA) Interlocal Agreement AGENDA DATE: March 20, 2000 ACTION: ITEM NUMBER: INFORMATION: S U BJ ECT/P RO POSAL/REQU EST: Request approval of WIA Interlocal Agreement. CONSENT AGENDA: ACTION: X I N FORMATION: STAFF CONTACT(S): Tucker, White BACKGROUND: ATTACHMENTS: REVIEWED BY: The Workforce Investment Act (WIA), which goes into effect on July 1,2000 requires padicipating localities to appoint a Workforce Investment Board composed of required One-Stop padners and business representatives. Albemarle County as one of ten counties in Planning Districts Nine and Ten, which comprises the Consodium, will be represented by a proposed slate of One-Stop Providers, as well as six (6) business representatives who must be approved by the Board. The process and procedures to form and implement the local Consodium and the local Workforce Investment Board are outlined in an Interlocal Agreement that must be approved by all the padicipating localities. DISCUSSION: Attached for your review is a draft of the Interlocal Agreement to implement the Workforce Investment Act. The major points of the Agreement are: A consodium of Chief Elected Officials (CLEOs) who will implement and provide general oversight to WIA. One of the first responsibilities of the Consodium is to appoint the WIA Board who will carry out the activities of the WIA. · The Consodium will contract with The Thomas Jefferson Planning District to administer the federal WIA funds; · The city of Charlottesville will be the fiscal agent for the WIA funds; · The CLEO's will select and appoint their own business and industry representatives based on the percentage of population. Albemarle will have six (6) appointments to make from a list of applicants. The CLEO's will also appoint representatives of the One-Stop Partners, who represent categories set out in the Federal Act, e.g. VEC, a community based organization, Vocational Rehab, education, an economic development organization, a housing authority, etc. These positions will be nominated to represent both Planning Districts as best as possible. The Consodium of CLEOs will set up its own internal organization and nominate representatives whose responsibility will be to communicate the activities of the Consodium back to their respective governing bodies. Charles Madin and Virginia Daugherty have been selected to represent the Planning District Ten in the Consodium. AGENDA TITLE: Approval and Appointments - Workforce Investment Board (WIA) March 20, 2000 Page 2 The appointed Workforce Investment Board is charged with designating the One-Stop operator or system in cooperation with the CLEO's. The Workforce Investment Board will also appoint a Youth Council RECOM MEN DATION: Staff recommends approval of the attached Consodium and Workforce Investment Board. Interlocal Agreement which authorizes the establishment of a OO.O48 2 INTERLOCAL AGREEMENT to implement the WORKFORCE INVESTMENT ACT The purpose of this agreement is to create a Consortium of Chief Local Elected Officials (CLEOs) to set forth the process, procedures, and responsibilities for implementing the Workforce Investment Act (WIA) in the City of Charlottesville and the Counties of Albemarle, Fauquier, Fluvarma, Greene, Louisa, Madison, Nelson, Orange, and Rappahannock. The WIA requires Chief Local Elected Officials (CLEOs) to take certain responsibilities and actions which are enumerated in this document and to form a working relationship with the Workforce Investment Board. Area covered: The localities named above have been grouped together and approved as a WIA area by the Govemor of Virginia. Consortium of CLEOs formed: By this agreement, the Chief Local Elected Officials form a consortium for the purpose of implementing the tasks and performing the continuous oversight responsibilities set forth in the WIA. Administration: The local governments have named the Thomas Jefferson Planning District Commission (TJPDC) as the administrator, working with the Rappahannock Rapidan Regional Commission (RRRC). Grant recipient: The City of Charlottesville will be the grant recipient. Fiscal Agent: The Thomas Jefferson Planning District will be the Fiscal Agent for WIB funds. The TJPDC will make monthly financial reports to the Consortium, in writing. The audit will be conducted with the TJPDC audit, according the requirements of all OMB and federal regulations. Responsibility for use of funds and implementation of the WIA: Under the WIA the final responsibility for use of the federal WIA funds and for carrying out the tasks set forth in the WIA rests with the CLEOs. The CLEOs, as a Consortium, shall enter into a contract with the TJPDC to perform certain tasks on behalf of the Consortium. Liability insurance for the CLEOs will be provided out of the administrative funds. Task One: The first task of the Consortium of CLEOs is to create the Workforce Investment Board. Workforce Investment Board (WIB): The activities of the WIA are carried out by a WIB appointed by the CLEOs. The compgsition of the WIB is mandated in the Act. The WIA requires 51% of the appointees be from private sector business and industry. The remaining 49% are mandated categories in the Act. Inter-Local Agreement Workforce Investment Act Page 1 of 6 WIB Membership: The total board membership is to be shared by the two planning districts on the basis of population. The population distribution in the two planning district areas is 59% Thomas Jefferson Planning District and 41% Rappahannock Rapidan Regional Commission. The attached chart illustrates the distribution of the membership. If a planning district does not make all of its allocated appointments, those board positions will revert to the other planning district for appointment. WIB Appointment. Process: The appointments to the WIB are to be made by the CLEOs using the following process: Business and Industry: Letters will be sent to business and industry organizations soliciting nominations to the Board. In TJPDC, this will be done by Piedmont Virginia Community College; in RRRC, by the planning district. In the future other business/industry organizations may be requested to assist in generating nominations for the private for-profit sector. An advertisement will be placed in a paper of general circulation in each planning district by TJPDC. The notice will include a nomination form. Persons may nominate themselves. Nomination forms will be sent to TJPDC for distribution to the CLEOs. By law, CLEOs must select from those nominated. Each CLEO will select the number of business and industry appointments based on the percentage of population in the respective planning district. This results in the following distribution of business/industry appointments by locality: PD-10 Charlottesville Albemarle Fluvanna Greene Louisa Nelson 59% 1997 Population % % x 16 Proposed 38,100 20.4% 3.27 4 79,200 42.4% 6.79 6 17,700 9.5% 1.52 2 13,600 7.3% 1.17 1 24,100 12.9% 2.07 2 13,900 7.4% 1.19 1 186,600 100.0% 16 PD-9 Culpeper Fauquier Madison Orange Rappahannock 41% 1997 Population % % x 11 Proposed 32,100 25.1% 2.76 3 52,000 40.6% 4.47 4 12,500 9.8% 1.07 1 24,500 19.1% 2.10 2 7,000 5.5% 0.60 1 128,100 100.0% 11 PD-9 and PD-10 Total 314,700 27 If a locality does not fill all its allocated business positions, the Consortium will assign those positions to one or more other localities. Inter-Local Agreement Page 2 of 6 Workforce Investment Act One-Stop Partners: The Act sets forth certain categories of representation, the One-Stop Partners. To insure the correct distribution of categories and voting consistent with the population distribution, the attached chart mentioned above also sets forth the planning district origin for those categorical appointmehts. The following process will be used to appoint persons who meet these requirements: 1. Nominations will be sought from categorical organizations, set forth in the Act, by each planning district office. 2. Nomination forms will be received at the TJPDC office. A committee of four CLEOs, two from each planning district, will meet to prepare a slate of categorically mandated WIB members, distributed as set forth in the Chart. Full Board Appointments: The full group of CLEOs will meet to affirm the categorical nominees and the business and industry nominees. , The TJPDC will prepare the Certification Form and submit to the State for the Governor's certification. Vacancies: Vacancies will be filled using the same procedure in order to maintain the correct geographic and categorical distribution of WIB members. Organization of the WIB: It is the intent of the CLEOs to create the full WIB to cover all the localities. It is the desire of the CLEOs that PDC-level regional committees be formed by the WIB which will conduct planning and other activities to advise the WIB in order that the distinct characteristics of each planning district area have an avenue for in-depth focus. Organization of the Consortium: The purpose of the Consortium is to maintain communication with the WIB and perform oversight of certain WIB activities. 1. The Consortium shall elect a Chair and Vice-Chair from its members. One officer shall be from each planning district. The Consortlure may elect to elect two Co- Chairs. Two additional members, one from each planning district, will be chosen by the Consortium to serve on an Executive Committee of the Consortium The Consortium will meet, as a body, at least quarterly, beginning in March, 2000. 4. The Executive Committee will meet monthly or more frequently, as needed. .5. Minutes of the Executive Committee will be distributed to the full Consortium membership and to the Chief Administrative Officers of each jurisdiction. Inter-Local Agreement Page 3 of 6 Workforce Investment Act It will be the responsibility of the Chief Local Elected Official, acting with the Chief Administrative Officer, to communicate the activities of the Consortium and the WIB to their respective governing bodies. Two members of the Consortium may, according to the By Laws of the WIB, sit as non-voting members of the WIB. Collaboration with the WIB , The Plan: The WIB will submit the Plan to the Consortium for their concurrence. Concurrence will be a simple majority of the Consortium present and voting. Budget: The WIB budget will be submitted to the Consortium for approval. Approval will be a simple majority of the members of the Consortium present and voting. Quarterly meetings: The officers or Executive Committee of the WIB will meet with the CLEOs at the quarterly meeting for the purpose of updating the CLEOs on the activities and to seek advice from the CLEOs regarding the activities of the WIB. One Stop Operator or System: The WIB is charged with designating the One Stop operator or system, in cooperation with the CLEOs. A. The WIB shall submit the criteria for the One Stop to the CLEOs for comment prior to selection of the One Stop operator. B. The selection of the One Stop operator will be ratified by the CLEOs by a simple majority of the CLEOs present and voting. C. The Memorandum of Understanding establishing the One Stop will be presented to the CLEOs for their concurrence. D. Reports on the One Stop operation will be presented to the CLEOs on a quarterly basis. Youth Council: The WIB is charged with appointing the Youth Council in cooperation with the CLEOs. A. The WIB shall present the names of the Youth Council membership to the CLEOS for their concurrence prior to their actual appointment to the Council. The Youth Council membership will reflect the population distribution 5 9/4 1, PDC 10/9. B. The Chair or designated alternate will meet with the CLEO Consortium on a quarterly basis. Inter-Local Agreement Workforce Investment Act Page 4 of 6 Local Workforce Investment' Board Proposed Composition Organization VEC Job Corps AAA Agency CRHA CAA Reg'l Econ. Dev. Voc. Rehab Welfare to Work Labor Community College School Board or Superintendent Education Community Based Organizations Other Total - Non-business Business Totals X X X X X X X X 1 1 X X X X X X X X X 1 1 2 8 11 19 2 3 3 53 NOTES Required One-Stop Partners not applicable for this region: Indian/Native American Programs Demonstration projects National Emergency Grant Employment Service, Trade Adjustment Assistance, Veterans Employment/Training, Unemployment Insurance, Migrant/Seasonal Farmworkers, NAFTA Title V HUD Training Youth, Youth Opportunity Grants DRS and DVH DSS; VIEW Adult Education & Superintendents Local educational entities, including post- secondary institutions 3 15 16 31 At the discretion of CLEOs Must be majority of board Inter-Local Agreement Page 5 of 6 Workforce Investment ~ct Effective Dates of this Agreement: This agreement shall take effect on the date of the last signature and shall remain in effect until the WIA is no longer in effect. Amendment of the Agreement: A majority vote of CLEOs is required to amend this agreement. Planning District 9 Planning District 10 John Coates County of Culpeper Charles S. Martin County of Albemarle Larry Weeks County of Fauquier Virginia Daugherty City of Charlottesville David C. Jones County of Madison Stafford "Buck" Pace County of Fluvanna Clement L. "Sonny" Dodson Jr. County of Orange Kenneth Lawson County of Greene Charles Estes Rappanahannock County Edward Kube County of Louisa Harry Harris County of Nelson Inter-Local Agreement Workforce Investment Act Page 6 of 6 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Appropriation of Capital Funds for CAD System and Authorization of County Executive to Sign Agreement AGENDA DATE: March 20, 2000 ACTION: ITEM NUMBER: INFORMATION: SUBJECT/PROPOSAL/REQUEST: Request approval of Appropriation #99063 in the amount of $1,930,255 and Request approval of Signature Authorization of CAD Agreement CONSENT AGENDA ACTION: X INFORMATION: STAFF CONTACT(S): Tucker, Foley, Davis, Breeden, Gulati, Hanson, Hatch BACKGROUND: ATTACHMENTS: Yes REVIEWED BY: The Computer Aided Dispatch (CAD) system is a multi-agency, multi-jurisdictional computer system for the City of Charlottesville, Albemarle County, and University of Virginia's Emergency Communications Center (ECC). This system will support: · City of Charlottesville Police and Fire Departments; · Albemarle County Police and Fire Departments; · Volunteer Emergency Medical Services; · University of Virginia Police Department. CAD is a system of computer hardware, local area networks, and computer software that will be used by ECC call takers and dispatchers to receive and dispatch emergency (911 ) and non-emergency calls for service. The CAD system will help the ECC: · . Improve responsiveness to the public's calls for emergency help; · Enhance emergency responders' on-call safety; · Manage the increasing 911 call volume; · Interface with other public safety computer systems; · Enable the use of other public safety computer-based technologies. DISCUSSION: A 911 call to the ECC is currently handled by the dispatcher through a manual process. CAD will replace the manual dispatch procedures with computer-based records that link directly to the computer-based regional police records system and fire departments' computer systems. In addition, CAD will provide dispatchers with a visual display of the location of the call, as well as the location of dispatched units. An inter-jurisdictional team composed of technical and public safety representatives from the City, the County and the University began designing and identifying the specifications for a CAD system over two years ago. A Request for Proposal (RFP) was issued approximately one year ago. The County serves as the fiscal agent for this project and the County's Purchasing Division supervised the procurement process. The County Attomey's office reviewed and ~nalized the contracts. AGENDA TITLE: Appropriation of Capital Funds for CAD System and Authorization of County Executive to Sign Agreement March 20, 2000 Page 2 Project cost The total cost of the CAD system is $1,894,255 and includes: · One-time purchase of the CAD hardware including the CAD servers and dispatch workstations; · One-time cost of the CAD computer software package provided by Printrak, International; · Installation, acceptance testing, and training. The cost of this project will be allocated among the three jurisdictions according to the funding formula for non-medical dispatching costs at the ECC. This formula is calculated annually based on the calls for service, population, and number of Part I crimes for each jurisdiction. The current allocation results in the following pro-rata shares and costs: · Albemarle County 43.29% $820,023 · City of Charlottesville 47.92% $907,727 · University of Virginia 8.79% $166,505 In addition to the County's share of the system cost, $36,000 also is needed to purchase a Records Management System for the County's Fire/Rescue Department that is linked to CAD. Since the County will act as fiscal agent for the project, the attached appropriation is for $1,930,255 which reflects the City, County and University shares of the CAD System cost ($1,894,255) as well as the additional funds needed to purchase the fire/rescue records management system ($36,000). The County's share of the CAD System project ($820,023) will be funded through the Capital Improvements Program using E-911 fund balance revenues in the following amounts: $715,100 (FY 00), and $104,923 (FY 01). (The FY 01 allocation of $104,923 will be reflected in the FY 2000/01 - FY 2004/05 CIP.) Funding for the Fire/Rescue Management software will come from current CIP fund balance revenues in the amount of $36,000. RECOMMENDATION: Approve the appropriation of $1,930,255 (#99063), and authorize the execution of the three-party inter-jurisdictional agreement as well as the Printrak, International agreement. 00.049 FISCAL YEAR: APPROPRIATION REQUEST 99/00 NUMBER 99063 TYPE OF APPROPRIATION: ADDITIONAL TRANSFER NEW X ADVERTISEMENT REQUIRED ? YES NO X FUND: CIP/ECC/E911 PURPOSE OF APPROPRIATION: FUNDING FOR JOINT CITY, COUNTY, UVA COMPUTER AIDED DISPATCH SYSTEM AND FIRE/ RESCUE RECORDS MANAGEMENT SYSTEM. EXPENDITURE CODE DESCRIPTION AMOUNT 1 4105 31061 800306 COMPUTER AIDED DISPATCH (C.A.D. $1,894,255.00 1 9010 32010 950110 FIRE/RESCUE-RECORDS MANAGEMENT SYS 55,000.00 1 9010 12200 800700 INFO. SERVICES-A.D.P, EQUIPMENT -19,000.00 CODE ~'~'~t'.k~,t,''k'k'k't'k'/t'k~ 4105 16000 4105 16000 4105 16000 TOTAL $1,930,255.00 REVENUE DESCRIPTION AMOUNT 160503 COUNTY OF ALBEMARLE $820,023.00 160502 CITY OF CHARLOTTESVILLE 907,727.00 160512 UNIVERSITY OF VIRGINIA 166,505.00 2 9010 51000 510100 CIP FUND BALANCE 36,000.00 I 9010 31000 2 9010 51000 1 4101 93010 2 4101 51000 TOTAL $1,930,255.00 TRANSFERS 800306 CIP-C.A.D 715,100.00 512023 CIP-TRANSFER FROM E911 715,100.00 930010 E91 l-TRANSFER TO CIP 715,100.00 510100 E911 FUND BALANCE 715,100.00 REQUESTING COST CENTER: FINANCE APPROVALS: DIRECTOR OF FINANCE BOARD OF SUPERVISOR SIGNATURE DATE MARCH 16, 2000 AGREEMENT 2 ay of fi4,4/~C/4 2000, by THIS AGREEMENT is entered into in triplicate this Z d , and between the County of Albemarle, Virginia, a political subdivision of the Commonwealth of Virginia (hereinafter, the "County"), the City of Charlottesville, Virginia, a Virginia municipal corporation (hereinafter, the "City"), and the Rector and Visitors of the University of Virginia (hereina~er, the "University"), also referred to herein as the "party" or "parties." WITNESS WHEREAS, the County is the fiscal agent for the Charlottesville/University of Virginia/Albemarle County Emergency Communications Center (hereinafier~ the "Communications Center"), created pursuant to a joint services agreement dated January 20, 1984; WHEREAS, as fiscal agent, the County will be entering into license and maintenance agreements related to computer hardware and software with Printrak International, Inc. (hereinafter, the "Printrak agreements") on behalf of the County, the City and the University in order to establish a computer-aided dispatch (hereinafter, "CAD") system; WHEREAS, it is estimated that the one-time costs associated with the CAD system (consisting of the Printrak agreements and other related costs) will be one million eight hundred ninety four thousand two hundred fifty-five dollars ($1,894,255); and WHEREAS, it is desirable that each party to this agreement expressly authorize the County to enter into the Printrak agreements as the fiscal agent for the Communications Center and to administer those agreements, and assure that funding for the CAD system will be available. NOW, THEREFORE, in consideration of the mutual premises and covenants contained herein, the County, the City and the University hereby agree as follows: 1. The County is authorized to enter into the Printrak agreements as the fiscal agent for the Communications Center, and to administer the Printrak agreements. 2. Each party's respective pro rata share of the parties' one-time costs for the CAD system is as follows: the County: 43.29%; the City: 47.92%; the University: 8.79%. 3. On or before March 31, 2000, the County shall appropriate the sum of eight hundred twenty thousand and twenty-three dollars ($820,023); the City shall deposit the sum of nine hundred seven thousand seven hundred twenty-seven dollars ($907,727) with the County; and the University shall deposit the sum of one hundred sixty-six thousand five hundred five dollars ($166,505) with the County. These sums are based on each party's respective pro rata share identified in section 2, but is exclusive of the annual costs associated with the Printrak maintenance agreement, calculated on March 7, 2000, and the total cost may be subject to future changes requiring additional appropriations and deposits by the parties, based on the same percentages identified in section 2. 4. The maintenance and upgrades of the system obtained under the Printrak agreements, and all other CAD system operating expenses, shall be included in the Communication Center's annual operating budget and shall be funded on the same basis as other operating expenses of the Center. 5. Each person signing this agreement acknowledges that he is authorized to sign this agreement on behalf the entity he represents. 2 ,ary 'C nnell'City~ ~O~zAND 'VISITORS OF THE ~rkige, Vice Preside~Y~F~ and Chief Financial Officer Approved as to form: ~/CGun Attorney University Counsel COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: FY 2000/01 Operating Budget AGENDA DATE: March 20, 2000 ITEM NUMBER: ACTION: INFORMATION: X SUBJECT/PROPOSAL/REQUEST: Information for Board Budget Work Session CONSENT AGENDA: ACTION: INFORMATION: STAFF CONTACT(S): Tucker, White, Gulati ATTACHMENTS: REVIEWED BY: X DISCUSSION: The attached sheets provide information on the FY 2000/01 Operating Budget to be discussed at the March 20, 2000 budget work session. Board of Supervisors' FY 2000101 Working Budget (Attachment A) Attachment A, entitled "Board of Supervisors' FY 2000/01 Working Budget," summarizes adjustments to the Board's available contingency reserve as well as additional funding initiatives to be discussed at the work session. As a result of miscellaneous salary adjustments, a $15,000 reduction in proposed legal services contingency fees in the County Attorney's budget, and miscellaneous revenue adjustments, the Board's available contingency reserves total $48,533. Initiatives selected by the Board for possible additional funding also are listed, as are the following items for further discussion: funding the Virginia Discovery Museum through the Tourism Fund and funding for the Police Crime Analyst and/or TJPDC Criminal Justice Planner. School Board reserves and unfunded priorities are presented at the bottom of the sheet. Attachment A also lists items identified for further discussion from the Capital Improvements Program. These items include: $55,000 for CALAS' capital facility request (funded with General Fund Balance revenue), and $330,000 over ten years for the Paramount Theater Renovation project (funded with County Tourism revenues.) Potential Available Additional Resources (Attachment B) Attachment B, entitled "Potential Available Additional Resources," lists potential available resources that may be used to fund General Government or School Division initiatives. Recurring resources total $98,533 and include the Board's contingency reserve of $43,533 and the School Board's contingency reserve of $50,000. Projected available one-time funds total $435,509 from the General Fund Balance. Budqet Worksession Answers to Questions (Attachment C) Attachment C, entitled "Board of Supervisors Worksession Answers to Questions," provides information on specific questions asked by the Board during the March 13 and 15 work sessions. RECOMMENDATION: The attached information is presented for the Board's information only. No action is required at this time. 00.052 Attachment A Board of Supervisors' FY 2000/01 Operating Budget County General Fund Beginning Board Reserves Less County Executive Adjustments Reduction in Legal Services Contingency Funds Constitutional Officers Salary Adjustments Miscellaneous Salary Adjustment S u btotal Plus Resource Changes Transfer Adjustment - School Tech. Support ~ Revenue Adjustments (ABC Profits and Rolling Stock) Reduction in Budgeted 599 Funds (based on General Assembly) Subtotal Net Ending Reserves )Board of Supervisor's Funding Initiatives for Discussion Administration Expanded Employee Relations Coordinator to Full-time @ 21% Election Official Pay Increase - Registrar Judicial Local Stipend Increase for 5 staff members - Commonwealth's Attorney Additional Operating Expenses - Sheriff ($725 Revenue Offset) Public Safety 0.5 FTE Evidence Property Clerk Expansion (Jan. Hire) - Police Department 1.0 FTE Civilian Patrol Support Assistant - Police Department 2.0 FTE Traffic Officers - Police Department ($70,000 Revenue Offset) Additional funds for Training and Continuing Education - Fire/Rescue Reimbursement Resale of Training Materials - Fire/Rescue ($2,900 Revenue Offset) 1.0 FTE Volunteer Coordinator - Fire/Rescue Engineering & Public Works 1.0 FTE Engineering Inspector III for CIP - Engineering 0.5 FTE Expansion of Half-time Custodian to Full-time - Public Works Human Development GAIT Nursing Clinic - JABA Parks and Recreation Northside Library Sunday Hours Additional Staff Hours at Scottsville and Crozet Library Branches Community Development Local Funding for 1.0 FTE TJPDC Criminal Justice Planner CTS Extended Bus Service to Wal-Mart on Route 29 North CTS Increased Service on Route 5 CSA Fund Full Funding Additional Initiatives Funded [Remaining Board Reserve Fund * Net cost to County after offsetting revenues 15,000 275 (9,450) 5,825 (18,940) 41,988 (73,214) (50, 166) Cost * 6,940 5,200 8,490 26,944 8,696 30,442 73,954 12,500 3,100 56,956 66,105 14,649 5,190 28,500 11,500 13,848 47,930 36,515 200,000 657,459 92,874 48,533l Funded Amount 48,533 I FY01 Working Budget Attachment.xls Page 1 of 2 Printed 3/17/00 10:21 AM Attachment A General Fund Items for Further Discussion Funding for Virginia Discovery Museum through Tourism Funds Police Crime Analyst (Funded) TJPDC Criminal Justice Planner (Not Funded) 10,060 38,436 13,848 School Division I School Board Reserves 50,0001 ISchool Board Funding Initiatives For Further Discussion Additional Funding Request Cost 1,918,758 Funded Amount iRemaining School Board Reserve Fund 50,0001 Capital Improvements Program Items for Further Discussion CALAS Capital Facility Request (Funded with General Fund Balance) Paramount Theater Renovation & Restoration (Funded with Tourism) Annual Cost 55,000 33,000 Funding Year(s) FY01 FY01-10 Project Total 55,000 330,000 FY01 Working Budget Attachment.xls Page 2 of 2 Printed 3/17/00 10:21 AM Attachment B Potential Available Additional Resources: Source Board of Supervisors' Contingency Reserves General Fund Balance (Projected Available) School-Only Sources SChool Board Contingency Reserves FY 2000/01 Amount 48,533 435,509 50,000 Recurring/ One-Time Recurring One-Time Recurring Grand Total Potential Available Resources: Subtotal Recurring Resources Subtotal One-Time Resources 534,042 98,533 435,509 Per-Penny Real Estate Tax Rate Information: $0.005 Increase in Real Estate Tax Rate $0.01 Increase in Real Estate Tax Rate $0.015 Increase in Real Estate Tax Rate $0.02 Increase in Real Estate Tax Rate $0.025 Increase in Real Estate Tax Rate $0.03 Increase in Real Estate Tax Rate $0.035 Increase in Real Estate Tax Rate $0.04 Increase in Real Estate Tax Rate $0.045 Increase in Real Estate Tax Rate $0.05 Increase in Real Estate Tax Rate Revenue Schools Gen. Govt. Raised (~ 60% (~ 40% 322,546 193,528 129,018 645,092 387,055 258,037 967,638 580,583 387,055 1,290,184 774,110 516,074 1,612,730 967,638 645,092 1,935,276 1,161,166 774,110 2,257,822 1,354,693 903,129 2,580,368 1,548,221 1,032,147 2,902,914 1,741,748 1,161,166 3,225,460 1,935,276 1,290,184 3/17/0010:22 AM fy01 additioanl resources.xlsPotential Additional Resources ATTACHMENT Question: Board of Supervisors Budget Worksession Answers to C uestions AAarch 20, 2000 Would having half day shifts make it easier to recruit and retain Election Officials as the City has done? The Electoral Board makes the decision as to whether there will be 2 shifts. Board's decision on this matter is as follows: · The 3:f an official wants to do a half a shift, the official is responsible for finding another person to share his or her shift (this should be someone who is currently not an Election Official) and be responsible for staying for the whole shift if the other person fails to show up for the other half of the shift. The Electoral Board does not want to institute half shifts at this time due to concerns over finding and training twice as many people (for the November 2000 Presidential Election, the Registrar will need close to 250 Election Officials (working a full shift). The training is done by staff at a cost of for each official. Question: TS the County having difficulty recruiting and retaining Election Officials? · Recruitment and retention of Election Officials is a growing problem Nationwide. The County's Registrar will need to recruit approximately 50 additional Officials for this November's Presidential Elections to have the approximate 250 they will need in total. · The Electoral Board appointed 321 Officials in February, 2000 · The following statistics were obtained from the Registrar's Office: · Of the 321 appointed, an estimated 237 will accept (177 have already accepted, another 60 are expected to accept). Traditionally, 15-20 of these officials are lost as the year progresses due to scheduling conflicts, moves, or personal issues (health). This leaves a base of just oven 200 officials, 50 less than needed. · 81 of the 321 appointed are over the age of 70 (13 over the age of 80) and will likely retire in the next few years. · For every additional 750 registered voters (net) at least three officials must be appointed. For the past three years the County has had an average annual net gain of 2,385 voters. · According to the Registrar, an Election Official pay increase (from $85 to 5100) in association with enhanced recruitment efforts would make this job more attractive to working professionals and would encourage the growing percentage of those who see this as a minor income opportunity (i.e. college students and young voters.) Budget Worksession Artswens FY01 RECOMM.doc Page ! of 6 Question: Zf the Registror's Office moves to the [:>MV, will citizens still be able to register to vote in the County Office Building? The bepartment of Social Services already is required by law to offer voter registration. Forms could also be made available in other public areas of the County Office Building, such as the first floor main hall for citizens who wish to register to vote in the County Office Building. These forms can then be either mailed in or dropped off in 5ocial 5errices. Question: What costs for the Sheriff's requested additional operation expenses ore ongoing versus one time costs? Additional Operational Costs Total ongoing expenses Total one time expenses Total Costs Less Net County Cost $22,569 $5,100 $ 27,669 $725 $26,944 Budge'r Worksession Answers F"/O~. I~ECOAAM.doc Page 2 of ~> Question: What ore the differences between the Police Crime Analyst and the CCJB Criminal ,Tustice Planner? How could these two positions coordinate functions? Police Department Clime Analyst Service for: · Albemar le County Police Department Types of Analysis: · Tactical, strategic, and administrative for all Divisions of County Police Dept. Reporting: · Generate monthly, quarterly, and yearly statistical reports to assist in budget preparation and manpower allocation as well as special reports on significant criminal activity Planning: · None T,TPDC Criminol ,Tustice Planner Service for: · Planning District Ten Types of Analysis: · Gather and analyze data for Regional Criminal ~Tustice Plan · Evaluate services contracted by CC~TB Reporting: · Produce various reports, data and surveys to be presented to localities and T,TPDC Planning: · Provide system planning for probation and parole, community based confections, pre-trial services, the courts, law enforcement, victims and witnesses, and those convicted of crimes. · Coordinate activities and programs of separate institutions that make up criminal justice system · Work more closely with Courts to review dockets and dispositions Program/Policy Development: · Policy development for asset seizure and forfeiture Program/Policy Development: · Develop community education program to increase public awareness · Develop other programs such as an evaluation program for Drug Court; Victim/Witness programs for all localities; and training seminars. Budget Worksession Answers FYO1 RECOMM.doc Page 3 of 6 Police Department Crime Analyst T,TPDC Criminal ~Tustice Planner Technology: · Specialist in using Regional Crime ]:nformation Network (RC:[N) and County records management system · -Trainer, integrator, and user of ongoing technological developments, such as expanding and integrating RCTN with the ECC's CAb system · , Department specialist on mapping and plotting technology used for crime analysis, traffic analysis, traffic analysis, and organizational research and planning. Grant Writing: Yes Other ~Tob Responsibilities: · Review daily crime reports as well as research and disseminate information on possible suspects involved in a particular crime · Accreditation management responsibilities once Department receives Virginia Law Enforcement Professional Accreditation (expected in May), including quality control and enhancement function. This will allow the Officer currently responsible for the Accreditation to be put back on the Street. Technology: · Developed case management software for bru9 Court Grant Writing: Yes Other ,Tab Responsibilities: · Conduct community focus groups · Provide leadership in the creation of 5tatswide CCJB network , For TZPDC the major urea of cooperation could be the provision of the local Crime ~fnolys/~ from the ~lbemarle County' as part of total analy'sis used for regional planning. · The County, Police Dept. would expect to share statistics with the l~egional Or/m/hal Zustice Planner Question: Question: When was the last time civilian positions were added to the Police Department? Fiscal Year FY98 FY97 FY95 Civilian Positions Added 2.0 FTE (Civilian Tnvestigative Assistant and Records Clerk) 0.5 FTE (Property Clerk) 1.0 FTE (Records Clerk) What ore the one time costs for the 8 new firefighters? One time costs that will not recur in FV02 Operating Costs (uniforms) $10,864 Capital Costs (communications equipment) $8,000 Total Cost: $18,864 Budget Worksession Answers FV01 RECOMM.doc Pczge 4 of 6 Question: What are the pro3ected ongoing costs for the 8 new firefighters in the next fiscal year? Full Year Costs for FY02 Salary & Benefits $368,432 Operating Costs $47,488 Capital Costs Total Cost: $415,920 Question: What library services are available in Earlysville and what is the Bookmobile schedule? Eorlysville Service The bookmobile stops at the old Earlysville Post Office on the 1'* & 3rd Thursday of every month from Noon until 3:15 p.m. The same days it also stops for on hour at Forest Lakes, The 2nd and 4*h Wednesdays it stops at ,Tefferson Village (less than 3 miles from Eorlysville). The Earlysville stop is "medium" in terms of public use. It circulates approximately 25 books per hour in the winter, and about 35 books per hour in summer. The library's recently completed building assessment report recommends locating o library centrally, close to Route 29, that would serve oil communities in the northern county. Bookmobile Schedule (See ~l ttachec/ Sheet) Question: Will adding Sunday hours to Library branches generate any additional revenue? The ~Tefferson Madison Regional Library does not charge rental fees for the use of its meeting rooms. These rooms are offered to non-profit groups free of charge. Therefore instituting additional Sunday hours would not generate any additional revenue for the library. Question: Is there o turnover problem in the Inspections Deportment? Per Amelia McCulley, this department has had very little turnover over the last few years. Budget Worksession Answers FYO1 RECON~AA.doc Page 5 of 6 (~uestion: Ridership information for CT5 routes that go into the County and expected ridership on proposed new and expanded routes? Existing Routes Ridership In general, ridership is seasonal and some months are busier than others. Route 5 (Georgetown Road, Fashion 5quare Mall, Rio Hills 5hopping Center) Feb. 2000 passenger trips 4,505 FY99 54,076 passenger trips Route 7 (Route 29 North - proposed WaI-Mart expansion route) Feb. 2000 Passenger trips (includes new night service) 24,498 Occasional seasonal capacity problems and have to turn passengers away. FY99 235,000 passenger trips Route 10 (Pantops) Feb. 2000 Passenger trips 2,890 Anticipate 40,000 passenger trips in next year Proposed Route Expansions/Additions Ridership with WaI-Mart Expansion ($47,930) CT5 estimates 25,000 passenger trips in first year of operation Ridership with Route 5 Service Increase ($36,515) CT5 estimates 15,000 additional passenger trips in first year of expansion Question: Did changing removing the Whitewood stop and adding the Colonnades stop on CTS Route 5 effect ridership? CT5 is looking into this matter, but did not have any information available in time for this Board packet. Question: Are smaller buses used on less frequently used CT5 routes? Route 10 (Pantops) currently uses smaller buses, but CT5 anticipates needing to switch to the larger buses (35' bus w/32 passenger capacity) at some point in the future due to occasional capacity problems. In general the smaller buses are not as durable as the 35' buses, tend to be out of service more often, and take longer and cost more to repair. Budget Worksession Answers FY01 RECOMM.doc Page 6 of 6 LIBRARY Fax:804-979-9?28 Nar 16 '00 11:30 P. 02 TIlE JEFFERSON-MADISON REGIONAL LIBRARY BOOKMOBILE STOI~ AT THE FOLLOWING LOCATIONS. THE BOOKMOBILE DOF.~ NOT RUN IN THE 5~$ WEEK OF THE MONTH. PLEASE CONSULT YOUR CALENDAR FOR EXACT DATES. FOR FURTHER INFORMATION, CALL 979-7151, EX. 501. Fil:t,,,~l' & THIRD MONDAY 10:30-1 h00 Morttrue (Right off Barracks Rd) 11:15-11:45 Colthurst (Left off Barracks Rd) 12:10-12:40 Waverly 0AFhie Hall Rd) 1:00-1:30 White Hall Post Office (1s Mon) 1:10-1:40 Innisfree (3re Mon) 2:00-2:30 Boonesville (Old Post Office) 2:50-3:20 Panorama Drive BECQND & ~OU~TH MONDAy 9;25-9:50 10:00-10:40 11:45-12:15 1:30-2:00 2:15~2:45 3: 15-4:15 Lake Reynovia {Avon Mill Creek (Stone Mill Ct) Warren (8targell} Esmont (Near Post Office) Porter (Porter's Auburn Hills (Simeon Ct) FIRST & THII~n TUESDAY 9:45-10:15 Briarwood (29N) 10:20-10:50 North Pines (29N) 11:05-11:38 Camelot (29N) 11:50-12:20 Airport ,acres (29N) 12:35-1:05 Deerm>od [Airport Rd) 2:00-3:00 Free Union (Maupin Store) 3:15-3:45 Whippoorwffi {Old Ballard Rd) FIRST as T~IIRn WEDNESDAY 10:45-i1:15 11:35-12:05 12:20-12:50 ~s (~ ~au~ Sho~) 1:05-1:35 B~ Fork (S~ Rt 6) 2:00-3 :~ ~ve~e {~st Offi~) 3:3o-4: FIRST & THIRD THUpRDAy 10:00-10:45 Winterhaven (insntops 11:15-11:45 Hollymead Apts (Rental Office) 12:00-3:15 Earlysville (Old Post Office] 3:30-4:30 Forest Lakes (Rental Office) SECOND & FOURTH TI~ESDAY 9:30-10:30 11:00-11;30 12:00-1:30 1:50-2:20 3:00-3:30 3:45-4:15 (UVA) Xvy (Post omce) ~at~svill~ (United Methodist Church) SiWxal Hill (Batesrills Qlenaire (Rt 250 West) Keatsrote (Rt 250 West) SECOND ~$ FOURTH W~-r~NESDA? 10:30-11:30 11:45-12:45 1:00-2:00 2:20-2:50 3:00-4:00 Keswick (Post office) Key West (Rt 20) Stony Pt School Terrybrook (Proffiitt Rd) Jefferson Vi]/aee (Proffitt Rd as Colonial Dr) 11:45-12:15 12:30-1:00 1:15-1:45 2:i5-2:45 3:00-3:00 3:45-4:15 SECOND & FOURTH THURSDAY 10:00-10:30 Westzntnster-Ca, nt. (250E) 11:00-11:30 Branchlands (Branchlands Dr) Herirene Hall (Rio Rd) Arbor Crest (Rio Rd) Colonnades {2600 Barracks Rd) (Crestwood Dr) Crescent Hall (500 8outh Sq com (Nrk St} THIS SCHEDULE I8 EFF~ JANUARY 1, 2000 UNTIL FURTHF, R NOTICE. THE SCHEDULE I8 SUBjECT ~ CHANGE. LISTEN TO RADIO ffPATIONS WINA AND ~ FOR CANCELLATION NOTICE~, WHEN ALBEMAPL~ COUNTY SCHOOLS ARE CLOSED FOR INCLEMENT WEATHER, BOOKMOBILE ROUTE~ FOR TI-IAT DAY WILL BE CANCELLED. Attachment A Board of Supervisors' FY 2000/01 Operating Budget County General Fund Beginning Board Reserves Less County Executive Adjustments Reduction in Legal Services Contingency Funds Health Insurance Rate Reduction ($3,035 to $2,735) Constitutional Officers Salary Adjustments Miscellaneous Salary Adjustment Subtotal Less Board of Supervisors' Adjustments Less Board Adjustments - Move Discovery Museum to Tourism Subtotal Plus Resource Changes Transfer Adjustment - School Tech. Support Revenue Adjustments (ABC Profits and Rolling Stock) Reduction in Budgeted 599 Funds (based on General Assembly) Subtotal Net Ending Reserves 15,000 135,450 275 (9,450) 141,275 7,560 7,560 (18,940) 41,988 (73,214) (50,166) 92,874 191,543 I Board of Supervisor's Funding Initiatives for Discussion Administration Expanded Employoo Rolationc Coordinator to Full time @ 21% Election Official Pay Increase - Registrar Judicial Local Stipend Increase for 5 staff members - Commonwealth's Attorney Additional Operating Expenses - Sheriff ($725 Revenue Offset) Public Safety 0.5 FTE EVidence Property Clerk Expansion (Jan. Hire) - Police Department 1.0 FTE Civilian Patrol Support Assistant - Police Department 2.0 FTE Traffic Officers - Police Department ($70,000 Revenue Offset) Additional funds for Training and Continuing Education - Fire/Rescue Reimbursement Resale of Training Materials - Fire/Rescue ($2,900 Revenue Offset) 1.0 FTE Volunteer Coordinator - Fire/Rescue Engineering & Public Works 1.0 FTE Engineering Inspector III for CIP - Engineering - JAN HIRE 0.5 FTE Expansion of Half-time Custodian to Full-time - Public Works Human Development GAIT Nursing Clinic - JABA Parks and Recreation Northside Library Sunday Hours Additional Staff Hours at Scottsville and Crozet Library Branches Community Development Local Funding for 1.0 FTE TJPDC Criminal Justice Planner CTS Extended Bus Service to Wal-Mart on Route 29 North CTS Increased Service on Route 5 CSA Fund Full Funding Additional Initiatives Funded I Remaining'.Soard~ Reserve Fund · ..' '* Net cost iO COUnty after Offsetting revenues Cost * 6,0'10 5,200 8,490 26,944 8,696 30,442 73,954 12,500 3,100 56,956 66,105 14,649 5,190 28,500 11,500 13,848 47,930 36,515 200,000 657,459 Funded Amount 5,200 8,490 21,844 8,696 30,442 16,284 12,500 3,100 53,206 25,568 14,649 5,190 28,500 11,500 13,848 47,930 200,000 506,947 (315,404) FY01 BOS Budget Worksheet 3-20-O0.xls Page 1 of 3 Printed 3/20/00 4:34 PM Gen Govt Avail Fund Balance Less One-Time Costs (Above) Less CALAS Less Region Ten Remaining Gen Govt Fund Balance Attachment A '435,509 (66,520) (27,500) (50,000) 291,489 School Division Available School Board Resources Recurring One-Time (or $700,000 total) Total School Board Resources Unfunded School Board Initiatives: One-Time Needs Textbooks Trailers Buses Subtotal One-Time Recurring Needs UnfUnded:'S.ch'ool Board Ini'tiati~es" Remaining One-Time Funds Available for Additional Non-Recurring Needs: 1,918,758 200,000 160,000 273,000 633,000 1,285,758 67,000 513,000 633,000 1,146,000 633,000 1,285,758 '(772,~58) Per-Penny Real Fstate Tax Rate Information: $0.005 Increase in Real Estate Tax Rate $0.01 Increase ~n Real Estate Tax Rate $0.015 Increase in Real Estate Tax Rate $0.02 Increase ~n Real Estate Tax Rate $0.025 Increase in Real Estate Tax Rate $0.03 Increase ~n Real Estate Tax Rate $0.035 Increase in Real Estate Tax Rate $0.04 Increase ~n Real Estate Tax Rate $0.045 Increase in Real Estate Tax Rate $0.05 Increase ~n Real Estate Tax Rate Revenue Raised 322,546 645,092 967,638 1,290,184 1,612,730 1,935,276 2,257,822 2,580,368 2,902,914 3,225,460 Schools Gen. Govt. @60% @40% 193,528 129,018 387,055 258,037 580,583 387,055 774,110 516,074 967,638 645,092 1,161,166 774,110 1,354,693 903,129 1,548,221 1,032,147 1,741,748 1,161,166 1,935,276 1,290,184 FY01 BOS Budget Worksheet 3-20-00.xls Page 2 of 3 Printed 3/20/00 4:34 PM THOMAS JEFFERSON AREA COMMUNITY CRIMINAL JUSTICE BOARD RO. BOX 4505, CHARLOTTESVILLE, VA 22902 (804) 979-73fO · FAX (804) 979-$597 ALBEM ARLE, CHARLOTTESVILLE~ FLUVANNA, GOOCHLAND, GREENE, LOUISA, MADISONJ NELSON, ORANGE T0: FROM: DATE: RE: ALBEMARLE COUNTY BOARD OF SUPERVISORS Charles Martin, Chair Sally Thomas, Vice-Chair David Bowerman Charlotte Humphris Lindsay Dorrier Walter Perkins THOMAS JEFFERSON CRIMINAL JUSTICE BOARD Monday, March 13, 2000 Continue and increase funding for the Criminal Justice Planner Position The Thomas Jefferson Community Cdminal Justice Board (CCJB) requests that Albemarle County continue and increase funding for part of the Criminal Justice Planner positiom (currently $4,170, requesting $13,848) For the last four years Albemarle County has supported this position, as a separate program, housed at Thomas Jefferson Planning District Commission (TJPDC). The work provided by this position, supported by the CCJB, provides a critical need for comprehensive planning, research, and coordination within our criminal justice community and region. The major funding source for this position, from the Bryne Grant, will expire at the end of this fiscal year, June 30, 2000. While the Bryne Grant can not be renewed, we have submitted applications for funding from other sources. Without this position the CCJB will have to rely on board membership to carry out its responsibilities. The consensus of the CCJB members is that our local and regional criminal justice system is fragmented largely due to a lack of communication and collaboration to resolve specific problems and/or issues within the system. The mission of the CCJB is to provide a structure and process to understand, communicate, and improve the participating localities to work together to develop and support a comprehensive range of community based sanctions and services for the purpose of promoting public safety, increasing defendant and offender accountability and rehabilitation. Our community needs this position to make our communities safer, and our criminal justice system more efficient, and provide decision-makers with information regarding criminal justice programs. The Thomas Jefferson Area Community Criminal Justice Board has studied and reviewed that this region does not have Vision for Criminal Justice which articulate hoped-for outcomes. No Strategy for Criminal Justice exists which sets forth actions to achieve the outcomes. No analysis of barriers which must be overcome to reach the Vision has been completed. The major problem is that we don't know really what is going on, what is working .in the 'regional criminal justice system and what is not, and how we might improve our region. Knowledge of the Criminal Justice System is limited throughout the region. Data to explain the system is limited and not widely distributed. Courts operate with heavy dockets. The extent of recidivism is unknown. The degree to which substance abuse, drug or alcohol, is a component of crime committed and reported is suspected, but not understood. What is the Community Criminal Justice Board (CCJB)? Enacted in 1995, The Comprehensive Community Correction Act (CCCA) and the. Pretrial Services Act (PSA) specify that local units of government may be eligible to receive funding for community corrections and pretrial services from the Commonwealth of Virginia by establishing a Community Criminal Justice Board (CCJB). The CCJB is empowered to develop strategies and programs for handling local-responsible offender populations. In accordance with the code of Virginia in 1995, the Community Criminal Justice Board (CCJB) was established to serve the Counties of AIbemarle, Louisa, Goochland, Nelson, Green, Orange, Fluvanna, Madison, and the City of Charlottesville. (subsequently referred to as the participating localities). As outline in the Code of Virginia 53.1-185, legislative responsibilities of the Board are as follows: , "Provide for the purchase, development, and operation of community programs, services, and facilities for use by the courts in diverting offenders from local correctional facility placements; Assist community agencies and organizations in establishing and modifying programs and services for offenders on the basis of an objective assessment of the community's needs and resources; 3. Evaluate and monitor community programs, services, and facilities to determine their impact on offenders; , Develop and amend the community corrections plan in accordance with guidelines and standards set forth by the Department of Criminal Justice Services for approval by participating local governing bodies; and Do all things necessary or convenient to Carry out the responsibilities expressly give .in this article." The Code of Virginia 53.1-183 mandates CCJB membership, stating that Community Criminal Justice Boards shall include: "a judge of the general district court; a circuit court judge; a juvenile and domestic relations district court judge; a chief magistrate; one chief of police or the sheriff in a jurisdiction not served by a police department to represent law enforcement; an attorney for the Commonwealth; a public defender or an attorney who is experienced in the defense of criminal matters; a sheriff or the regional jail administrator responsible for serving those jurisdictions involved in the community-based correction program; a local educator; and a community services board administrator." The participating localities developed a Joint. Exercise of Powers Agreement to establish the CCJB and to ensure equitable locality representation on the CCJB. Why the need for a Criminal Justice Planner? Recognizing that the CCJB need staff to carry out the responsibilities as outlined in the Code of Virginia, the Department of Criminal Justice Services provided the localities with an opport,unity to obtain funding utilizing Edward Byrne Memorial funds to support a criminal justice planner position to assist the CCJB. This funding required a local match and was limited to four (4) years. In fiscal year 1997, Thomas Jefferson Area Planning District Commission was awarded grant funding, which was supported by a 25% local match that was divided among the participating localities. There are no state funding resources to continue this project, and without an alternative funding source, the project will expire on June 30, 2000. The localities will then be faced with the decision to either cost-assume the Planner position or lose it. The consensus of the CCJB members is that our local criminal justice system is fragmented largely due to a lack of communication and collaboration to resolve specific problems and/or issues within the system. Mandated CCJB members promotes regular interaction and dialogue between criminal justice professional, which is the first step in the process to improve our criminal justice system. The Criminal Justice Planner will continue to assist the CCJB in providing effective comprehensive planning, research, implementation and coordination of criminal justice services with the goal of improving the local criminal justice system. Board members maintain that it is critical to have a position solely dedicate to assisting the CCJB in carrying out its responsibilities. Without dedicated staff, the CCJB will have rely on board membership to carry out its responsibilities. Typically, the CCJB initiates projects and activities that involve planning, research, coordinating and other time-consuming tasks. Most board members are not in a position to'devote the necessary time and energy to complete the tasks necessary to continue to address the issues and concerns within the criminal justice system. Prior to the arrival of the Planner, the Board was considered inactive, therefore, no progress was made. Without dedicated staff, the problem of CCJB inactivity will likely resurface. The goals of the Criminal Justice Planner, as outlined in previous grant applications submitted to the Commonwealth; are to provide general criminal justice planning, systems evaluation and improvement, and coordination between criminal justice agencies, programs and services. Furthermore, the Criminal Justice Planner is directed by the CCJB to research each participating Iocality's issues, concerns, needs and resources, enabling the CCJB to better serve its purpose. With assistance from the Criminal Justice Planner, the CCJB has made contributions and efforts directed to the improvement of the local criminal justice system, the advancement of state/local collaboration and the enhancement of public safety. What are the costs and the cost benefits? The projected cost for this project is $68,024. The intent of the CCJB is to have the localities increase their level of funding for the Criminal Justice Planner position to 1'00% local funding. This differs from the current approach in that the current funding formula requires minimal financial support from the localities. Five localities are currently contributing 25% by way of local match funding that totals $19,406. AIbemarle County currently provides $4,170 of that 25% match. The CCJB is requesting $13,848 (20% of total funding needed) from Albemarle County.. The CCJB has received assurances that the Central Virginia Regional Jail (:on behalf of its five participoating counties) will commit $27,210, representing 40% of the total budget. The CCJB will demonstrate to the localities the effectiveness of the CCJB with'the Planner's assistance. This will be accomplished by providing the localities with an annual report that outlines the activities and accomplishments of the Board. This report will also contain how the Board's goals and objectives directly impact and serve the participating localities. One of the cost benefits of this project is that five localities share the cost of one full-time position that provides criminal justice planning services to all of the localities. Another cost benefit is the accomplishments of the Planner with reference to researching and securing grant funds. The following is a list of accomplishments that the Planner provided to Albemarle and the participating localities since fiscal year 1997. Accomplishments II. III. III. IV. V. VI. Developed case management software for the CharlottesvilleLAlbemarle Drug Treatment Court Developed and implemented the evaluation program for the Charlottesville- Albemarle Drug Treatment Court Produced background reports for a regional criminal justice plan: Crime Patterns, 1990 to 1996 Pretrial Services, 1990 to 1998 Local Probation Services, 1996 to 1998 Data Book: Local Probation (CCCA) Data, Fiscal Years 1989 -1997 Offenders. Speak About Corrections Public Workshops on the Future of Criminal Justice in Central VA Data Book of New Cases Opened in Central VA Courts, 1990-'1997 Staff Report: Key Results and Opportunities Conducted nine public meetings on community values and priorities to build into a criminal justice plan Produced three regional training seminars for criminal justice professionals. Topics covered included: Uniform Crime Report Statistics, Pretrial Services, Restorative Justice, the Oxford House approach and Piedmont House. Prepared 5 (successful) grant applications for new Victim/Witness A~ssistance Programs on behalf of 6 localities. (Note: Received DCJS Victim Assistance Award, 1998, recognizing contributions to improved services for crime victims in the Commonwealth) Assisted in the formation of the Blue Ridge Victim/Witness Coalition Provided leadership in the formation of the Association of Community Criminal Justice Boards (including organizing numerous statewide meetings/training). Association president is. currently James L. Camblos, III. Also provides ongoing staff support to the Association Provided leadership in the formation of a statewide committee of criminal justice planners Conclusion Albemarle County Executive's Recommendation stated, "that funding for the Criminal Justice Planner is not recommended at this time, since criminal justice planning for the County will be preformed by the Crime Analyst position recommended for funding in the Police Department." The CCJB supports the Police department position for wanting to enhance and advance their statistical data and informational support systems. But this departmental position will only focus in one department, and not support and improve all the other involved departments in the justice system (Courts, Jails, Magistrate Office, Public Defender, and Commonwealth Attorney) in Albemarle County or in the other participating localities. The CCJB believes that Albemarle County and this region need a Criminal Justice Planner to help support the CCJB meet the vision of open communication and collaboration within our own fragmented'justice system. The value to the CCJB is that it transcends the interest of each component program of the system and can provide a broader based overview of the entire criminal justice system. THOMAS JEFFERSON AREA COMMUNITY CRIMINAL JUSTICE BO'A~RD P,O. BOX ~ 50el, CNARLO't'rESVII,,L'-=', VA 22902 (804) 979-7310 * FAX (804) 979-|597 CHARLOTTt'SVILLE, FLUVANNA, GOOCHLAND, GREENE, LOUIIA, MADISON, NELSON, ORANGE Honorable E. Hogshire Commonwealth Attorney Sterling Proffitt Central VA ReGional Jail Dave Chapman Valerie Cunningham Cheryl Thompson (Acting) Magistrate Michael Costanzo Community Service Board Dave Pastors (Vice-Chair) Honorable F.N. Somerville Juvenile/Domestic Relations Court Judge John Isom Albemarle- Charlottesville Regional Jail Sheriff William L. Morris Chief of Police/Sheriff Sheridan Fluvanna County " Timothy Sanner Madison County Greene County Ne~so: County Commonwealth Attorney W.T. Lewis Educa!ion