2015-09-25September 25, 2015 (Adjourned Meeting)
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An adjourned meeting of the Board of Supervisors of Albemarle County, Virginia, was held on
September 25, 2015, beginning at 8:30 a.m., at Morven Farm, (Meeting Barn), 791 Morven Drive,
Charlottesville, Virginia, for purposes of holding a Strategic Planning Session. The meeting was
adjourned from September 10, 2015.
PRESENT: Ms. Jane D. Dittmar, Ms. Ann Mallek, Ms. Diantha H. McKeel, Ms. Liz A. Palmer and
Mr. Brad L. Sheffield.
ABSENT: Mr. Kenneth C. Boyd.
OFFICERS PRESENT: County Executive, Thomas C. Foley, County Attorney, Larry W. Davis,
Senior Deputy Clerk, Travis Morris, Assistant County Executive, William Letteri, Assistant County
Executive, Doug Walker, Assistant County Executive, Lee Catlin, Director of the Office of Management
and Budget, Lori S. Allshouse, and Organizational Development Manager, Louise Wyatt.
_______________
The following agenda was used for the meeting:
Clarifying The Board’s Vision for County Urban Areas
Purpose
To assist Board Members in clarifying the Board’s broad collective vision for the County’s urban
areas and to identify an initial framework for strategic thinking regarding it
Goals
1. Gain a perspective on some of the approaches that other localities have used in creating quality
urban places
2. Identify the County’s urbanizing areas, trends and needs that are affecting them, and the desired
focus of attention
3. Clarify a broad vision for urban areas of the County, to incorporate the Board’s direction about
desired characteristics and what should be included/avoided
4. Review Strategic Plan Goals and Objectives to determine alignment with the Board’s Vision for
Urbanization and articulate any additional guidance from the Board as required
5. Identify next steps to be taken to act on the Board’s vision for urbanization
_____
Welcome and Overview
Review Goals, Agenda, Roles for the Session (Facilitator)
Local Elected Leadership Model
An Overview of Urban Place-Making Possibilities and Considerations
Videos and Photo Essay
Applicability Discussion
Identify the County’s Urban Areas and Identify Trends
Identify County’s Urbanizing Areas
Identify Trends, Needs, and Desired Focus of Attention
Clarify Broad Board Vision for County Urbanization
Urbanization Vision Exercise
Report Out/General Observations
Lunch with the Group – The group recessed for lunch at 12:30 p.m., and reconvened at 1:30
p.m.
Identify County Urbanization Vision Elements (Form/Function)
Identify Desired Characteristics/Qualities of County’s Urban Areas
(i.e. Appearance, Amenities, Levels of Service, Integration)
Align Strategic Plan with Vision for Urbanization
Review Strategic Plan Objectives to Assure Fit with Vision
Consider Further Board Direction to Put Vision into Action
Identify Next Steps
Identify Further Discussions that are Needed
Identify Board and Staff Actions to Integrate the Board’s Vision for Urbanization
September 25, 2015 (Adjourned Meeting)
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Ms. A. Tyler St. Clair, Facilitator, called the group to order at 8:30 a.m. Ms. St. Clair provided the
following retreat report:
WHY?
What are the trends and needs that tell us we must clarify a vision for urbanization in Albemarle County?
Over the last 6 or so years, the great majority of building permits and demand for new housing has
been for denser housing with sidewalks and smaller lots. The quarterly reports that we receive have
reflected this and thus we must have the ability for businesses to be nimble and to have housing units
that suit all sizes and needs. People say that they want to put down roots here and they want
alternatives to support that.
There is a tremendous interest in pedestrian friendly features that support biking and walking to
schools with children. People are using sidewalks heavily; we want to have wider sidewalks so that
people can gather and see the mountain view.
In urban ring, people see us improving streets and say, “Where are the bike lanes?” People want
urban amenities and infrastructure and it is not really happening.
My kids and their friends don’t want to have a car; they want to be able to bike and walk where they
want to go.
Even those who live in already live in Albemarle are moving closer to the City as housing becomes
available (in migration.)
Neighbors in rural areas with children of driving age see the opportunity to move closer to town and to
reduce the distance that kids have to travel to enhance their safety.
Most of the people who are new to the area are moving into the more dense areas.
When gas hit $4 a gallon, that was a touch point, and it created a new trend/reality.
We have been talking about smart growth for years; our planning set the precedent and had the
momentum to be a reality except for the recession. Albemarle County cou ld have been the national
model, but we took a detour and now we are back on it.
LOCAL ELECTED LEADERSHIP MODEL
VISION
PRINCIPLES
Principles/Policies to Guide
Decision Making to Achieve
Preferred Future
OPERATING
GUIDELINES
Va lues to Guide Member
and Staff Relationships
Local
Elected
Leadership
Model
VISION
Destination, Preferred Future
Strategic Targets, Long-Term Priorities
September 25, 2015 (Adjourned Meeting)
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We have aging infrastructure and blight and have to address that. There is trend away from owner -
occupied housing to rental property and many rental owners are not keeping th eir properties up
properly.
We also have neighborhoods with Charlottesville right next door, so it will take cooperation with the
City to make an urban vision successful. We must also work closely with VDOT and UVA because
solutions will require cooperation.
We have infrastructure that is blighted because it has been abandoned; it has a low priority with its
owners and no funding to improve it.
We also have areas with aging residents who may not be able to maintain or improve their homes;
while some issues come from lack of income, there are also other causes.
There is an increase in crime and gang activity in our deteriorating areas, including some of the
broken window syndrome. The Police Department is concerned about these issues. If we want
businesses to locate in these areas, they will not do that if there is crime; we have to do something
about safety in order to have economic development.
Sociologically, we are seeing that people want to come to community spaces; they want to gather and
they want public spaces for it. We are building those into new development, but not always
addressing this need in older areas.
People are willing to move into mixed use housing with a variety of income levels
People want green space, especially if it is public space.
We are not connecting people to their jobs with transit opportunities. People say to me that the City
has bus stops/transit and why don’t we have that?
People want access to healthy living and active amenities, including facilities and jogging paths. Many
cities have had those for years and we don’t have them. Many of our opportunities are on school
grounds.
Over the last 10 years, the City had had many housing units built. What this did around was to move
many the University tenants who lived in rural areas into the City into those units. There was a
dramatic drop off of rentals in old farmhouses/rural areas, thus changing the use of our housing stock.
With our aging trends, we need to be very deliberate about infrastructure changes and make them
match the nature of our population. We should use universal design and make them good for
everyone and not just younger people.
WHERE?
What are geographic areas of the County that
present the greatest need for this vision? Is
there a “priority” in addressing these needs?
What areas are we already addressing?
Some areas need much smaller things, but
there are others that need a larger attack
such as the urban ring
Hollymead and Crozet have had the most
attention in terms of urban place-making
Our urbanizing areas include:
Crozet
Urban ring - North, East, West, South
Hollymead
Town of Scottsville (while a separate locality, we
have a transportation connection issue to
consider)
Rivanna
Piney Mountain/Rivanna Station
September 25, 2015 (Adjourned Meeting)
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WHAT?
1. What are the big, aspirational outcomes that we are trying to accomplish when we create and shape
the County’s urban areas?
2. What features/characteristics should define the County’s urban communities or spaces in order to
meet the “Albemarle County standard?”
3. What do we NOT want to do/avoid in creating our desired quality urban spaces?
4. Create an idealized picture of any urbanized area in the County that you choose, highlighting the
wishes, components, and players that would contribute to its success.
Green Group
Diantha McKeel, Ann Mallek, Jane Dittmar, Mark Graham, Lee Catlin (recorder)
1. What are the big, aspirational outcomes that we are trying to accomplish when we create and shape
the County’s urban areas?
- Live/work/play balance
- Create opportunities for community connection in public spaces
- People feel safe and comfortable
- Multi-modal to encourage mobility and access
- Increase property values and investment
- Intergenerational living in urban areas
2. What features/characteristics should define the County’s urban communities or spaces in order to
meet the “Albemarle County standard?”
- Mixed housing opportunities
- Well maintained housing
- Employment opportunities; organic local business growth, market stability
- Incubator space; business start ups
- Pop-up markets/business space
- Meet needs for different lifestyles for millennials; need for flexibility
- Recreation – both active and passive
- Attract visual/performing arts, creative cultural class, performance-based economy
- Visually attractive and desirable places to live, with urban ring as a destination – a viable
alternative to downtown Charlottesville connected to downtown and UVA
- Parks, green spaces, public areas
- Multi-modal
- Entertainment, activities, and vibrancy (i.e. Friday Movies in the Park, etc.)
- Public gathering spaces
- Create some catalyst/pioneer activities; this could be a small investment that is either public or
private
- Encourage possibilities for nodes
3. What do we NOT want to do/avoid in creating our desired quality urban spaces?
- Challenge of gentrification – balance
- Don’t exclude involvement
- Large tax increases
- Stay in step with the private sector
- Avoid segregated socio-economic neighborhoods
- Keep our identity – don’t “Austinize”
- Don't work in a silo without Charlottesville and UVA
- Don’t over-reach; prioritize to actively accomplish something
Purple Group
Brad Sheffield, Liz Palmer, Wayne Cilimberg, Louise Wyatt (recorder)
1. What are the big, aspirational outcomes that we are trying to accomplish when we create and shape
the County’s urban areas?
- Opportunities for healthy living (i.e. exercise, walkability)
- Safety and welfare; open spaces with people interacting in positive ways
- Quality of life – places to go, good schools nearby, having a short commute not necessarily by
car
- Some folks are moving for place, some for jobs
- Balance of business and residential
September 25, 2015 (Adjourned Meeting)
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- Focus on nodes and places – “centers” rather than main streets and corridors
- Multi-modal connectivity/transportation (How to get development community to see this value?)
- Redevelopment strategies that are effective
2. What features/characteristics should define the County’s urban communities or spaces in order to
meet the “Albemarle County standard?”
- Commute that is easy; multi-modal
- Green space/green nodes/green centers with connection (i.e. pocket parks, trails)
- Nodes/mixed use
o Dense with verticality
o Public space with a pedestrian system and parks
o Tree-lined to be part of the pedestrian experience
o Appropriate placement of parking (street, rear, hidden)
o Buildings near local roads with street parking
3. What do we NOT want to do/avoid in creating our desired quality urban spaces?
- Multitude of curb cuts and driveways
- Too much concrete and asphalt – impermeable space
- Single level/one story buildings
- Unsafe and unhealthy (i.e. not being able to cross the street)
- Disconnection between adjacent parcels
- Single use (i.e. all business or residential)
ALBEMARLE COUNTY URBAN PLACE-MAKING IDEALIZATIONS
Green Group
Purple Group
September 25, 2015 (Adjourned Meeting)
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ALBEMARLE COUNTY URBAN PLACEMAKING VISION FRAMEWORK
ALBEMARLE COUNTY
BOARD OF SUPERVISORS
CORE ASPIRATIONS
FOR
URBAN PLACE-MAKING
Create urban spaces in the
County that enable:
• A balance among living,
working, and playing
• Economic balance and
viability
• Community connection in
superb public spaces
• Healthy, active living
• A feeling of safety and
comfort
• Connections with nature
and greenspaces
• Intergenerational living
• Visually attractive, well
designed housing
• Ease of mobility and
access to amenities and
work through effective
multimodal features
• A viable, enjoyable
lifestyle alternative to other
nearby localities
LAND USE AND
DESIGN
Including features such
as:
• A focus on nodes
and centers vs.
corridors
• Context sensitive
design; development
that fits
• Density; building
scale; vertical vs.
horizontal
• Make zoning
ordinances/
regulations fit needs
• Mixed use;
connectivity; desired
parking
• Effective
revitalization
strategies
SOCIAL ENVIRONMENT
Including features such as:
Intergenerational social
interaction
• Gathering places where
people collide
• Crossroads; universal
design; porosity
• Identity; history; arts,
culture, and recreation
• Family-friendly
• Access to child care
• Safety and security
MOBILITY
Including features such as:
• Multi-modal
• Enable short commutes
• Safety
• Access and connectivity
• Pathways – biking,
walking
• Transit
• Freight
• Partnerships
•
ECONOMY AND BUSINESS
OPPORTUNITIES
Including features such as:
Commerce and social
experiences come
together; convenient
Leverage public/ private
partnerships
Jobs; opportunities to work
close by
Catalyst; stimulus;
flexibility; shop-ability
Location-specific
redevelopment and
economic strategies
PUBLIC
INFRASTRUCTURE
Including features such as:
• Inventory of what we
have; assess needs;
plan (different from city)
• Utilities: Water, sewer,
gas, stormwater,
broadband
• Schools; public facilities
• Partnerships to address
needs (VDOT, City,
UVA)
• Road connections that
bring neighborhoods
together
• Equity of infrastructure
• Effective redevelopment
• Leverage opportunities
ENVIRONMENTAL
STEWARDSHIP AND
NATURAL FEATURES
Including features such as:
Places where people can
interact w/nature
Sustainable buildings;
LEED design
Parks and open spaces
Water and air quality
Stormwater
Attention to noise; light
Public utilities versus
septic systems
Government
encouragement
September 25, 2015 (Adjourned Meeting)
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HOW?
If these are our urban place-making aspirations and the areas that we will need to address, what
principles or strategies would help us be successful with moving forward with our urban place -making
vision?
Business Enhancement and Retention: Facilitate our home grown businesses to grow to support the
revenue side and allow us to make improvements, along with providing jobs
Redevelopment Strategies: Pursue redevelopment strategies for housing stock, commercial areas,
and brownfields
- Examine our current policies and regulations to see if they incentivize or de-incentivize
redevelopment, to include infill
- Include in those redevelopment strategies how to best utilize land in the development area
- Determine if incentives are missing and whether there is a best practice approach that will
enhance redevelopment
- Develop public/private partnerships to enhance redevelopment
- Develop public partnerships to enhance redevelopment (i.e. roads, City, UVA)
Blight Reduction Strategies: Pursue strategies to reduce blight
- Determine the focus of our attention. Are we looking at property blight or infrastructure blight or
both? These require two different strategies.
- Consider whether to put code enforcement ordinances in place
- County does not currently have staffing to do code enforcement
- County needs to be responsible for how it maintains its own infrastructure when it takes actions to
force citizens to address their own private property
Consider Re-Prioritization: Consider re-prioritizing capital projects/infrastructure projects. Look at our
decision making and actions around projects to make sure that we are not spreading our dollars too
thin and thus not achieving our goals. We should weigh the cost of new improvements (i.e. new
sidewalks) against repairing old ones (i.e. d eteriorating sidewalks.)
Crowdfunding: Look at crowdfunding for specific projects. We could potentially expand this concept
to create competitive funding/grants that will achieve our project funding goals. This also creates
ownership and fosters community building.
Partnerships in Service Delivery and Infrastructure: Look for partnerships that will reduce costs (i.e.
mowing with City; UVA development activities; new sites for business development)
New Development Strategies: Make areas that we want to develop easy to develop
Homeowner Revitalization: Consider strategies to provide incentives to homeowners to upgrade
physical structures such as homes or water/sewer (i.e. tax incentives, paint program, financing for
hook up to public sewer)
Partnerships: Enhance partnerships/programs with community agencies to leverage smaller amounts
of funding to improve housing
Consider Strategic Zones: Investigate tax advantages that could come from designating strategic
zones (i.e. Technology Zone) – look at local and state options
Consider TIFs and Service Districts: Investigate funding solutions that could come from designating
special tax districts
Seek Assistance from the EDA and Other Relevant Approaches: Consider how to use the EDA in
financing projects related to the vision
- EDA has the capability to finance some types of projects
- May be able to create a community development authority
- Look at possibilities of seeding revitalization projects to initiate them
Lobbying: Look at our current strategies for lobbying at the state level; consider whether there is a
different way to go about our lobby efforts to have more impact
Consider the Results of the Citizens Resource Advisory Committee: Results to come in in November
2015
September 25, 2015 (Adjourned Meeting)
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NEXT STEPS
1. Facilitator will send the Session Report
2. County Administrator will distribute to Board Members and staff
3. Staff will take Board’s input and synchronize it with other planning efforts, to include:
- Strategic Plan Objectives – fold into current strategies, include new ideas/guidance
- Budget/Resources – consider as County moves into the budget cycle
- CIP preparation and prioritization
- Community Development Work Plan
4. Staff will come back to the Board about what may be missing in order to enhance efforts on the
urbanization vision (i.e. what is possible and not possible; what makes sense; what is needed to prop
up specific efforts)
5. Continue implementation
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Adjourn. With no further business to come before the Board, the meeting was adjourned at 3:30
p.m.
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Chairman
Approved by Board
Date: 11/11/2015
Initials: EWJ