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HomeMy WebLinkAbout5/14/2024 - Roanoke County BOS Strategic Outcomes - Strategic Plan Update May 2024ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES STRATEGIC PLAN UPDATE-MAY 2024 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Strategic Plan Update-May, 2024 TABLE OF CONTENTS Page Adopted Strategic Outcomes 3-4 Economic Development 5-8 Community Development 9-14 Outdoor Recreation 15-17 Education 18 Housing 19 Public Safety 20 Organizational Effectiveness 21-26 Page 2 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Economic Development Roanoke County is open for business. We proactively work with its prospects and partners to seek new business . Our prime locations assist in the expansion of existing businesses and attract new industry. We collaborate and foster connectivity to the world. We offer and continue to expand a skilled workforce to meet the changing needs of business and industry. Our county's strong financial stability enables us to partner with businesses to assist them in expanding or locating here. Community Development Roanoke County is a well-planned , vibrant community. Our innovative strategies develop communities that offer housing and services to all our citizens. We facilitate growth by reducing barriers to development and redevelopment and by adhering to standards that protect our resources for future generations . We seek opportunities to responsibly develop our undeveloped land through zoning enhancements , reduced regulation , and infrastructure expansion . Outdoor Recreation Roanoke County is a scenic community in the Blue Ridge Mountains . It is a premier national destination for outdoor recreation. We have an accessible , connected system of local, regional , and national parks. Our innovative programs ensure we meet needs and interests within the changing landscape of recreation trends and a desire for healthy lifestyles . We offer a robust community park system that provides a variety of amenities for all ages and abilities . Education Roanoke County schools are nationally recognized and accredited . We have an excellent and efficient school system that delivers K-12 education preparing students to excel at the collegiate level and thrive in our local workforce. Roanoke County Economic Development and Roanoke County Public Schools will partner with local businesses and industries to train students , thus ensuring alignment with current and future workforce needs. Our educational facilities provide efficiently scaled, safe , and technologically advanced learning environments . We recognize that changes in demographics and other educational options require public education to adapt with innovative approaches. Housing Roanoke County is a great place to live. We have well planned , appropriately placed housing that meets the needs of our changing demographics . We have neighborhoods with a wide variety of densities, styles, amenities , and price points in order to provide diverse housing options for our growing workforce. We provide robust housing choices that meet the needs of our residents of all income levels , life stages , and abilities. Our denser neighborhoods are interconnected and served by a wide variety of public and private conveniences that contribute to a high quality of life . Page 3 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Public Safety Roanoke County is a safe community. We recruit and retain dedicated and compassionate public safety employees who are prepared to respond to the myriad of public safety issues that may arise. We support our law enforcement professionals in their work to protect the lives and property of the citizens of Roanoke County. Organizational Effectiveness Roanoke County is the employer of choice in the Roanoke region. We are financially strong, trusted by our citizens and regional partners, and innovative in our approach to our work as we continually evaluate our organizational structure, staffing, and programs. We are widely recognized across the region, state, and nationally for our innovative business practices. Our citizens are well informed and understand our decisions and the issues facing the County. Page 4 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Economic Development Roanoke County is open for business. We proactively work with its prospects and partners to seek new business . Our prime locations assist in the expansion of existing businesses and attract new industry. We collaborate and foster connectivity to the world. We offer and continue to expand a skilled workforce to meet the changing needs of business and industry. Our county's strong financial stability enables us to partner with businesses to assist them in expanding or locating here. Priority #1A. Develop a proactive economic development marketing strategy to achieve greater Results and provide more consistent information about economic development efforts to the Board and community. • Marketing Study & Collateral Development RFP in Process: Staff are interviewing three finalists the week of June 5. The goal of the plan is to establish an economic development brand that communicates the value proposition of doing business and living in Roanoke County. The firm will also assist with marketing collateral and website redesign/update. • Conference Attendance : Staff attended multiple marketing conferences hosted by economic development groups , including Site Selectors Guild , Southern Economic Developers Council , Consultant Connect , and Area Development. • Retail Study: The Department is collaborating with the City of Salem and Roanoke City on a Retail Study . The study will provide marketing materials and introductions to national brokers/developers for retail. Director Megan Baker will be attending the International Council of Shopping Centers (ICSC) to market Roanoke County . • Conceptual Site Design Layouts: Staff has worked with Balzer and the Planning Department on conceptual site designs for housing and retail for a variety of available parcels around the County . These concepts have been shared with developers and brokers to market the sites. • Board of Supervisors and Community Updates: Administration and staff regularly update the Board on projects in closed meetings. Additionally , the Department updates the C<?mmunity on department efforts through social media . • Branding and Website Development : The Department will issue an RFP for branding and website development this summer. Priority #18. Evaluate results, structure, and staffing of Economic Development, along with current efforts to capture opportunities and implement changes as needed. • Director, Megan Baker, Assistant Director Dani Poe , and Economic Development Specialist Karli Foster joined the department. The team has collectively attended three site consultant events, visited 20+ businesses , and developed social media content for business appreciation month. Page 5 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • The Depa rtment i s in the process of hiring an Assistant Director. The position is designed to expand capacity in research , strategic planning , performance /metric tracking , and grant opportunities . Priority #1C. Enhance marketing for the County's economic development opportunities, include goals and performance measures. • Staff worked with RVTV and the PIO on Business Appreciation Month initiatives and social media. Staff will develop metrics for marketing as the marketing plan is implemented, new website, and new building/site listing database tool. • Salesforce: Staff has implemented Salesforce to track all business visits , prospect activity , and projects . • Branding , Website , and Social Media: Staff launched Facebook and Linkedln accounts . We will also issue an RFP for branding, a new website this spring/summer, and a new site/building database. Metrics on the website , database , and social media reach will be established. In 2023 Economic Development implemented the use of videos to promote the County and local businesses as well as available sites . • Conference Attendance: Staff will continue to attend national economic development conferences and work with the Regional Partnership on industrial prospects. We ha ve also expanded our retail recruitment focus and will track and report on all prospect activity. Priority #2 -Develop an expansive toolbox of what the County has to offer to prospective and existing businesses while maintaining and enhancing our competitive advantage. • Staff is analyzing current incentive programs including the Change of Use Grant and Commercial Corridor Program and has proposed grant options for small businesses. These types of grants will be dependent on dedicated funding for the program. • Roanoke County offers customized incentive solutions depending on the project . The EDA also recently approved a Business Grant Program targeting support for smaller businesses . Priority #3-Create additional large industrial site(s) in the County or region. • Roanoke County Site Analysis -Staff went through several different analyses of all industrial sites and determined the top sites for industrial development are Wood Haven, CRT, Vinton Business Center Lot 2 (18 acres), and the Shadwell property, which will have sewer and water infrastructure. • Balzer Study: Balzer analyzed and scored county sites for development potential, which included analyzing factors like topography, infrastructure, and developable acres . Balzer will be providing a report this month. • Infrastructure Review: All utility infrastructure and capacity were reviewed for each of the large industrial sites. For those without infrastructure, staff reviewed the cost and logistics of extending infrastructure to sites not currently served. For example, Page 6 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES sewer and water would need to be extended to Ashworth , which would cost $4-$6 MM and would require crossing the river and rail easements. • Planning Collaboration: Staff reviewed all sites (housing , commercial , and industrial) with planning to understand the history and challenges from their perspective. Additionally , staff regularly meets with planning on proposed projects. • Timmons Site Study -The Roanoke Regional Partnership is in the process of updating the study. Roanoke County Economic Development and Administration staff are actively participating in this project . • Timmons Site Study: The Roanoke Regional Partnership has completed its evaluation of the top regional industrial sites. Three sites in Roanoke County made the top 10. The Roanoke Regional Partnership's next steps will be pursing control of the top sites. Staff is also evaluating options for expanding the County's inventory of industrial sites. • Planning and Economic Development Collaboration: The Planning Department created an inventory of housing, commercial, and industrial sites and discussed opportunities/limitations with staff. Priority #4-ldentify and rank land/ lots for development! redevelopment in the County for industrial, commercial , and residential use and maintain this inventory, including what is needed to develop each site . • The main industrial sites are Wood Haven , CRT, Vinton Business Center Lot 2 (18 acres), and the Shadwell property . For commercial , staff are in the planning process of a retail study and recruitment plan . Part of the study includes a real estate analysis that will identify underutilized real estate assets and sites and properties for development , redevelopment , highest and best use , or vacancies to be filled . • Economic Development collaborates regularly with Planning Department on commercial and residential parcels and development. • The Planning Department created an inventory of housing, commercial , and industrial sites and discussed opportunities/limitations with staff. The inventory is a working document. Priority #5-Partner with EDA , relevant property owners and support organizations to create spaces for entrepreneurs, innovative enterprises , and high-growth potential small businesses to develop a strategy to support entrepreneurs, start-up business and small business expansions . • Economic Development is engaged with entrepreneurial organizations including Roanoke Blacksburg Technology Council (RBTC) and the Advancement Foundation. Staff also continue to evaluate options for these types of spaces. Page 7 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • Economic Development is engaged with entrepreneurial organizations , including Roanoke Blacksburg Technology Council (RBTC) and the Advancement Foundation . The EDA also approved a business grant program designed to support small business growth. Priority #6-/dentify top-producing existing businesses and meet with partners to identify networks and affiliated customers/ businesses/ suppliers to lead to further business development . • Staff have met with 12 of our large employers and discussed suppliers , complementary industries , etc and will cont i nue to look for opportunities. • Staff regu l arly meets with existing employers and discusses suppliers, complementary industries , etc and will continue to look for opportunities. Additionally , the new EDA grant program awards points for businesses that use local suppliers. Page 8 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Community Development Roanoke County is a well-planned , vibrant community . Our innovative strategies develop communities that offer housing and services to all our citizens. We facilitate growth by reducing barriers to development and redevelopment and by adhering to standards that protect our resources for future generations . We seek opportunities to responsibly develop our undeveloped land through zoning enhancements , reduced regulation , and infrastructure expansion . Priority #1 -Adopt a new Comprehensive Plan (Roanoke County 200 Plan) • Drafted County Summary Document and Summary Documents for 11 Community Planning Areas (December 2022 -early March 2023). • Held six (6) Draft Plan Reveal Meetings (late-February 2023 to mid -March 2023). • Held two (2) public hearings with the Planning Commission (March 23 · 2023 and April 3, 2023) • Public Comment Period ended April 16 , 2023 . • Reviewing public comments with Planning Commission and finalizing document ( currently ongoing). • Reviewed public comments from Draft Plan Reveal meetings with Planning Commission • Reviewed revisions to eleven (11) Community Planning Area (CPA) documents with Planning Commission • Drafted main document to Roanoke County 200 Plan • Reviewing main document with the Planning Commission . Eight (8 ) out of ten (10) chapters reviewed by Planning Commission . • Finalize main document -Spring 2024 • Public hearings on ma i n document and revised eleven (11) CPA documents -Summer 2024 Priority #2-Develop and adopt a new Zoning Ordinance • Working to develop this request as part of the FY25 budget. • Additiona l fund i ng provided in Capital Improvements Program for FY 2025 Priority #3 -Study and streamline the development process to ensure efficiency • Staff have developed a succession plan along with amended organization chart which is 75 % complete . This process will be completed later in 2023 . Page 9 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • A committee was established to review the streamline the development proces s. Committee has been meeting monthly and completed 60 % of its review proce ss. The committee consists of local professional engineering and architecture consultants (2 engineers and 2 architects), three local developers , two home builders and one commercial contractor , real estate agent , and local bank/lending institution . The committee also has representation from Development Services including engineers , stormwater professional and building safety. The committee collectively have decided not to hire an outside consultant . Progress continues to be made each month with this initiative . The committee meets at RCAC the first Wednesday of each month . • Staff have developed a recommendation for a succession plan along with amended organization chart . • A committee was established to review a streamlined development process . The committee has completed its review process. The committee consisted of local professional engineering and architecture consultants (two engineers and two architects), three local developers , two home builders and one commercial contractor, real estate agent , and local bank/lending institution. The committee also has representation from Development Services including engineers , stormwater professional and building safety . A recommendation report is complete. To date we have implemented the following items : 1. We have increased the plan sheet submission size to 30 x 42. 2. We are launching a new updated app to allow the business community and citizens to check on the status of permit inspections . 3. We are working through a new process to be launched later this spring to allow for dual review of site plan and structures for a single-family home development. Priority #4 -Work with VDOT and DRPT to identify tran sportation projects for federal and state funding • Submitted grant applications include : Virginia Department of Rail and Public Transportation (DRPT) FT A Section 5310 application to operate CORTRAN service • Funding to be finalized in June 2023 ; State /Federal funds antic i pated to be $359 ,491 with a County match of $14 ,979 . Demonstration Project Assistance request to fund the McAfee Knob Trailhead Shuttle Expansion. • Funding to be finalized in June 2023 ; State funds anticipated to be $170 ,709 with a County match of $42 ,677 . Congressionally Directed Spending Request to Senators Warner and Kai ne for NPS Appalachian National Scenic Trail : McAfee Knob Trailhead Parking and Transit Access Improvements . Page 10 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • Request was forwarded from Senators Warner and Kaine to the Subcommittee on Interior , Environment and Related Agencies ; 100% Federal funding is available if awarded with timeline unknown • CDS Request : $3 ,788 ,561 which leverages $1 ,300 ,000 in Nationwide Recreational Fees requested by the National Park Service . Grant application to be submitted by June 13, 2023: U.S . Department of Transportation , Federal Highway Administration Charging and Fueling Infrastructure Discretionary Grant for Electric Vehicle Charging Infrastructure at Explore Park. • 80 % Federal , 20 % County match . • Anticipated request : Approximately $625 ,000 . • Anticipated County match : Approximately $175 ,000 . Fund engineering and right -of -way acquisition • Currently funding surveying work and design engineering for Ogden Road and Starkey Road (419 Town Center Plan) as well as Ca rson Road (Route 460 Land Use and Connectivity Study). • VDOT will be funding a transportation study for Peters Creek Road and Williamson Road (Hollins Center Plan). • VDOT will be conducting a study on the Route 460/Dow Hollow Road intersection . Complete Route 460 Land Use and Connectivity Study and adopt into theCounty's Comprehensive Plan • Study was finalized and adopted by the Board of Supervisors into the County 's Comprehensi ve Plan on March 28 , 2023 . Submitted grant applications in FY 2024 include: State/ Federal Funding through the Virginia Department of Transportation (VDOT) Surface Transportation Block Grant (STBG) • Funding requested for SMART SCALE Round 6 Leverage to be determined by July 2024 • Route 11 / 460/West Main Street at Dow Hollow Road Intersection Safety Improvements (Requested $2 to $5 million) • Peters Creek Road at Williamson Road Intersection Improvements (Requested $2 to $5 million) ■ Additional funding requested for existing projects with deficits to be finalized in June 2024 • Roanoke River Greenway through Explore Park • Orange Market Park and Ride Improvements Transportation Alternatives Program (TAP) • Funding requested for Glade Creek Greenway through Vinyard Park East , which was unsuccessful. r Page 11 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES State-only Funding th r ough VDOT Revenue Sharing Prog r am • Fund i ng to be finalized in June 2024 to satisfy a deficit on the Dry Ho llow Road Safety Improvements Project; State/Federal funds antic ipated to be $1 ,391 ,175 with a County match of $1 ,391 ,175 . Virginia Department of Rail and Public Transportation (DRPT) FTA Section 5310 app l ication • Funding to operate CORTRAN service to be finalized in June 2024 ; State/Federal funds anticipa t ed to be $674 ,765 with a County match of $26 ,991 . TRIP application • $30 ,000 including County match was awarded to construct a bus shelter on Route 419 . Congressionally Direc t ed Spending/ Community Project Funding Appropriations Request to Senators Warner and Kaine and to Representative Cline for NPS Appalachian National Scenic Trail: McAfee Knob Trailhead Parking and Transit Access Improvements for $5,502,943 Federal Highway Adm i nistration/ Eastern Federal Lands Highway Division Federal Lands Access Program (FLAP) • Received $536 ,000 to satisfy a deficit on the East Roanoke River Greenway project between the Blue Ridge Parkway and Explore Park to complete construction of the full project . Fund engineering and right-of-way acquisition • Surveying is comple t e and design engineering is underway for multimodal improvements along Ogden Road and Starkey Road (419 Town Center Plan ). It is anticipated that a SMART SCALE application will be submitted for this project by August 1, 2024 . • Surveying is complete and design engineering is underway for safety improvements along Ca rson Road (Route 460 Land Use and Connectivity Study ). It is anticipated that one or two SMART SCALE applications will be submitted for this corridor by August 1, 2024 . • VDOT is adm i nistering a transportation study for Peters Creek Road and Williamson Road (Hollins Center Plan). It is anticipated that three SMART SCALE applications will be subm i tted from this study by August 1, 2024 . • VDOT is administering a study for the Route 460/Dow Hollow Road intersection . A SMART SCALE application will be submitted by August 1, 2024. Page 12 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Priority #5A-Coordinate with the Western Virqinia Water Authority on developinq new strateqic public water and public sewer infrastructure projects for future industrial, commercial, and residential development and redevelopment. • Currently working with Western Virginia Water Authority to update the master plan for Roanoke County on water and sewer. • Planning and Economic Development staff continue to work with Western Virginia Water Authority on its master plan. Priority #58-Evaluate additional extension of internet/ cellular service infrastructure (broadband, 5G, cell phone service, etc.) to support desired commercial and residential development • Staff are continuing to work on broadband initiatives and exploring funding opportunities. • Staff continues to work with the Department of Housing and Community Development (DHCD) and private partners to complete VATI and ARPA funded projects. • Staff continues to work with internet/Broadband providers to explore new funding opportunities, such as BEAD funding. Staff is currently reviewing the results of a community Broadband Survey completed in March 2024 . Priority #6 -Provide information and assistance to property owners on future development scenarios 1. Develop a list of outdated proffers from previous decades that should be removed/amended from properties . • Staff has developed a list of commercial and industrial zoned properties that have proffered conditions on them. Staff has reviewed the list of 350+ properties and has identified approximately 60 properties to discuss with Economic Development and County Administration as possible candidates for removing the proffered conditions . Proffer Removal Project • Staff has deve l oped a list of over 350 commercial and industrial zoned properties that have proffered conditions on them and has identified 75 properties to focus on . • Staff to identify 10-20 properties to move forward with rezoning -Spring 2024 • First rezoning applications through the Economic Development Authority -Fall 2024 Page 13 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Development Alternatives Scenarios • Planning and Economic Development staff have provided conceptual renderings of alternative development alternatives scenarios for several properties to encourage investment and development in the County . Page 14 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Outdoor Recreation Roanoke County is a scenic community in the Blue Ridge Mountains. It is a premier national destination for outdoor recreation. We have an accessible, connected system of local, regional, and national parks. Our innovative programs ensure we meet needs and interests within the changing landscape of recreation trends and a desire for healthy lifestyles. We offer a robust community park system that provides a variety of amenities for all ages and abilities. Priority #1-Identify funding and obtain funding sources to advance the Adventure Plan at Explore Park and secure Roanoke County's investment in the Park . • Grant submitted for four EV charging stations. • Donations secured and installation of new playground completed in 2022. • Groundwork underway with state leaders on future of Explore Park. • Discussions held with Bedford County on their participation in development of the 300 acres in Bedford County. • Grant submitted for four EV charging stations was not approved in FY 2024. Staff will continue to evaluate other funding opportunities. • Work continues on the future of Explore Park with Bedford County and the Commonwealth. • Donation received from Friends of the Blue Ridge for environmental education program expansion at Explore Park. • Discussions held with Bedford County on their participation in development of the 300 acres in Bedford County. Priority #2-Update the Parks, Recreation and Tourism Master Plan • Funding in FY24 was not approved for this initiative. • Funding in FY 25 was not approved for this initiative. Priority #3-Develop signature event Roanoke County events for park system • Funding in FY24 was provided for expansion of events in 2023/2024 . • New events to take place in 2023 including Summer Concert Series at EP, Food Truck Thursday at Green Hill, Dog Days of Summer at Splash Valley , Harvest Festival at Explore Park and plans to resume Touch-a-Truck at Green Hill later this year after multi-year absence. Page 15 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • New race series to be launched in 2024 in partnership with Runabout Sports. • New special event calendar launched in 2023 on the Roanoke County website. • Through existing staff, reorganized Department to allow for additional personnel in Tourism Division to support event growth . • New events to ta ke place in 2024 including Parkside Picks, Hello Summer (a live music event at Green Hill Park), and the Bent Mountain Festival. The Department is also considering partnering with Roanoke Outside for the expansion of GoFest into Roanoke County at Explore Park . Priority #4-Continue construction of Roanoke River Greenway • Smart Scale Round 5 grant application submitted for ERRG between Holland Heirs Property and Niag r a Ranch. • Construction underway for ERRG from Niagara Ranch to Highland Road. • NPS grant awarded to Roanoke County for development of conceptual plans for the WRRG between Montgomery County and Green Hill Park. Community meetings held on project in fall of 2022. • Signed agreement secured with NPS to start construction of ERRG from Highland Road to Explore Park. ROW certifications received from VDOT. TA and FLAP funding was accepted and appropriated for the projections. Advertisements for project construction anticipated in late summer 2023. • Development of 100% design plans for ERRG from Explore Park to Rutrough Point were completed. Environmental permitted was completed. ROW acquisitions are underway with VRFA. • Development of 100% design plans for WRRG for section of Green Hill Park to Mill Lane were completed. Zoning variance from City of Salem awarded. Two MOU's executed with City of Salem for permitting, construction and maintenance of project with city limits and on city property were finalized. ROW certification was issued for this project area. Additional open container funding was awarded and appropriated. Environmental permitting underway. • VDOT Smart Scale Round 5 grant application submitted in 2022 for the East Roanoke River Greenway (ERRG) proposed between the Holland Heirs Property and Explore Park Niagara Ranch located on Highland Road was not approved . • Roanoke County Board of Supervisors approved $200 ,000 in the FY 2024 Capital Improvement Program for a feasibility study to consider alternative ERRG Gap alignments proposed between Roanoke City and the Explore Park Niagara Ranch property. Page 16 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • Construction was completed in September 2023 for 0.4-mile segment of the ERRG and a trailhead parking lot at the Explore Park Niagara Ranch property located at 3226 Hi ghland Road . • Construction began on the 2-mile section of the ERRG proposed between Highland Road and Explore Park in December 2023. Construction is anticipated to be complete by December 2024. • The ERRG 1 .4-mile segment proposed through Explore Park to Rutrough Point was advertised for construction in February 2024 and bids were received in March 2024 . Construction is anticipated to begin in November 2024 after environmental time of year restrictions for tree clearing activities have ended. Construction is anticipated to be complete by spring of 2026. • Construction of the 0.6-mile West Roanoke River Greenway (WRRG) Phase 1 proposed south of the Roanoke River between West Riverside Drive in Roanoke County and Kingsmill Drive in the City of Salem began in November 2023. Construction is anticipated to be complete by spring of 2025. • Roanoke County held a community meeting in April 2024 to solicit feedback on the 0.8-mile segment of the WRRG Phase 2 proposed between Phase 1 and Green Hill Park . The current Phase 2 greenway alignment has been designed to include two bridges across the Roanoke River . It has a high-cost estimate with no construction funding . A public survey is open through May 2024 , and staff will evaluate the public feedback to advise the Roanoke County Board of Supervisors on potential alternative greenway routes on the south side of the Roanoke River. • The National Park Service (NPS) Rivers, Trails , and Conservation Assistance program awarded a grant to Roanoke County for development of conceptual plans for the WRRG between Montgomery County and Green Hill Park . Community meetings were held for the project in fall of 2022 and summer of 2023 . Priority #5 -Evaluate potential to host additional national sports tournaments and provided recommendation to Board for consideration . • Gap analysis underway with VBR and Roanoke County staff . • Economic impact analysis underway for existing tournaments with VBR . • Expanded sports marketing events to include emphasis on non-trad i tional sports. Department was able to secure additional mountain bike races at Explore Park as well as a cross country races with the Department hosting its first ever NCAA DI race when it hosted the Big South Conference Cross Country Championship in the fall of 2023. The CIAA signed a 3-year extension with Roanoke County and VBR to continue its fall national championship at Green Hill Park through 2026. Page 17 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Education Roanoke County schools are nationally recognized and accredited . We have an excellent and efficient school system that delivers K-12 education preparing students to excel at the collegiate level and thrive in our local workforce . Roanoke County Economic Development and Roanoke County Public Schools will partner with local businesses and industries to trai n students , thus ensuring alignment with current and future workforce needs. Our educational facilities provide efficiently scaled , safe, and technologically advanced learning envi ronments . We recognize that changes in demographics and other educational options require public education to adapt with innovative approaches . Priority #1-Partner with Roanoke County Schools to explore and evaluate alternatives to build a CTE in a way that the County can afford . • Completed in 2023 . Staff worked to develop an MOU between the County Board and School Board with effective date Joint Capital Funding -fully executed MOU at end of April 2023 . • Staff continues to explore and evaluate grant opportunities as they arise . • Funding plan completed with executed MOU . Page 18 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Housing Roanoke County is a great place to live . We have well planned , appropriately placed housing that meets the needs of our changing demographics . We have neighborhoods with a wide variety of densities , styles , amenities , and price points in order to provide diverse housing options for our growing workforce . We provide robust housing choices that meet the needs of our residents of all income levels , life stages , and abilities . Our denser neighborhoods are interconnected and served by a wide variety of public and private conveniences that contribute to a high quality of life. Priority #1 -Utilize the RKG 2020 Housing Study to develop a County-specific plan to enhance housing alternatives. • The Board adopted CIP in May 20223 and it has $200 ,000 in it to conduct a housing study for FY 2024 (July 1, 2023). • Numerous multifamily and single-family developments are underway. Additionally , discussions with developers about future projects are on-going. • Draft Scope of Services for the Housing Study drafted completed by staff. • Housing Study RFP to be finalized and released/publ i shed -Spring 2024 • Housing Study consultant selected and study to begin -Summer 2024 Page 19 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Public Safety Roanoke County is a safe community. We recruit and retain dedicated and compassionate public safety employees who are prepared to respond to the myriad of public safety issues that may arise . We support our law enforcement professionals in their work to protect the lives and property of the citizens of Roanoke County . Priority #1-Evaluate facilities, staffing, and apparatus for fire/rescue and determine optimized model for service, cost, and location (facilities study). • Fire and Rescue did a thorough RFP process and the Center for Public Safety Management, (CPSM), was awarded the bid. • Fire and Rescue has spent numerous hours providing CPSM with information as it pertains to facilities , staffing , call data , apparatus , etc . On January 31 , February 1, and February 2, 3 representatives from CPSM visited every station and viewed all of our apparatus. They also had the chance to meet with County administration as well as our Planning department. We have a work session scheduled for August 8th for CPSM to present their report to the Board of Supervisors . • Continue to use the results from the Center for Public Safety Management report for the capital improvement plan, vehicle replacement , and staffing . Priority #2 -Complete the Fire! Rescue Strategic Plan • Last fall the first Strategic Plan for the Fire and Rescue Department was finalized. In January staff released the strategic plan and immediately put work groups together to begin working on the four Strategic Initiatives that were identified by the department and the steering committee . Work is ongoing to accomplish these initiatives by numerous work groups within the department. • Work groups ar e still in progress working to accomplish the initiatives identified in the strategic plan . Priority #3-Evaluate effectiveness of compensation step system for recruitment and retention • Human Resources will complete the full implementation of the Public Safety step plan effective 7 /1 /23 . This will also take into account Compensation Board and Market Adjustments . • Continuously evaluating staffing levels, application flow and work force turnover. • We have remained competitive and have adjusted the step plans to stay at the top of the ma r ket each year. These have proven to be very effective and have allowed us to increase retention of employees as well as be an employer of choice when seeking new candidates. We are effectively at full strength across all of ou r publ i c safety agencies that are in the grade step plan system . Page 20 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES Organizational Effectiveness Roanoke County is the employer of choice in the Roanoke region. We are fi nancially strong , trusted by our citizens and regional partners , and innovative in our approach to our work as we continually evaluate our organizational structure , staffing, and programs . We are widely recognized across the region , state , and nationally for our innovative business practices . Our citizens are well informed and understand our decisions and the issues facing the County . Priority #1 -Proactively plan for a recession occurring in next 6-12 months and prepare to emerge successfully from it • Finance and Management Services staff monitor revenues and expenditures on a regular basis and provide updates to administration. Priority #2 -Evaluate effectiveness of the compensation plan to ensure recruitment and retention . • Human Resources compared market rates for other localities and used the information to create a way to address compression within the County . This is an ongoing and continuous process based on a budget funds . • We consistently verify COLA for other localities to make sure we stay competitive , including the raises effective in July of this year. • We adjust pay throughout the year to help retain our current top talent and consistently adjust based on market conditions. Priority #3 -Update and seek benefits to maintain the current workforce and to attract new employees • Conducted RFP for medical , pharmacy , and reinsurance and staff is currently engaged in an RFP for the wellness program . • Staff has met with a variety of vendors to explore additionally employee paid optional benefits (such as retirement benefits , etc). • Staff has updated the County website with details and highli ghts of benefits . • We have completed the RFP's for each of the aforementioned benefits and have selected plans to remain competitive and create a stronger ease of use for the employees. • We continue to verify potential benefit offerings including supplemental benefits to make sure we are offering benefits that are competitive and meet the employee's needs. Page 21 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • We continually update the benefits site with new benefit information including videos explaining the benefits , resource guides and breakdowns of all of the benefits we off er. Priority #4-Evaluate organizational structure and staffing to maintain a lean and efficient organization • Ongoing and continuously evaluating as vacancies arise such as what occurred with the Economic Development this year . Currently underway with Comm/IT Department. • The Library Department has developed a formula for assessing staffing needs to support operations and programming activities and have surveyed branch managers and divisional librarians to obtain estimates for time spent performing direct public service and off desk duties (e.g. programming , meetings, t raining). They are currently meeting with this team to clarify and refine the supplied data and anticipate having a baseline model by early summer. • The Department of Comm/IT was split into two separate departments. Communications Department and Information Technology Departments are currently reviewing and evaluating staff structures . • Each time a vacancy occurs we review the responsibilities of the position as well as it's effectiveness in the organization structure. It affords us the opportunity to cons i stently review and update our positions to align with a stronger and more efficient organization. Priority #5: Develop a proactive communications strategy to ensure citizens are informed in a timely manner Increase highlights of local events and activities to enhance image of the County • This is well -coordinated with other departments to capture photos /videos for the County's communications platforms by PIO staff. ■ Coverage has increased significantly, i ncluding with the addition of new communications platforms (i.e . lnstagram , vlog , blog , podcast , Linkedln) Review current communications plan ■ PIO staff is updating plans which include social media, media relations , crisis communications, internal communications , and branding. ■ PIO is also providing training to staff as needed. (Web User Group meeting 3/23/2023) Target specific audiences to inform of policy changes through social media platforms and RVTV segments Page 22 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES ■ PIO staff is using the County's communications platforms to provide more information to key audiences. Add an additional FTE to the PIO team a) Expand County footprint through new social media channels (i.e . lnstagram, podcast , blog , vlog , Linkedln) b) Develop content for local , state , national publications (i.e. VA Business Magazine , VML , NACo) • New FTE began in August 2022 • PIO staff has added new social media platforms (i.e . lnstagram , vlog , blog , podcast , Linkedln) • The County's story is more widely shared , available and accessible across traditional and new communications platforms • Developing articles to submit to publications (VML article to be submitted in June) Review current communications plan • PIO staff has been updating individual guidel i nes , which include social media , media relations, crisis communications , internal communications, and branding . • PIO staff continues to provide training on individual guidelines to staff as needed. • The Communications & Marketing team is meeting monthly to discuss topics such as these . a ) Expand County footprint through new social media channels (i.e. lnstagram , podcast , blog , vlog , Linkedln) b ) Dev elop content for local , state , nationa l publications (i.e . VA Business Magazine , VML , VACo , NACo ) • PIO staff has expanded social media platforms (i.e. lnstagram , vlog , blog , podcast , Linkedln) and has seen success in viewership and listeners • The County's story is more widely shared , av ailab l e and accessible across traditional and new communications platforms • Ongoing development of articles to subm i t to publ ic ations Lib r ari es Communication: • Di st r ibute a newsletter covering upcoming ev ents at all si x libra r y locations and stops on the RoCo WoWl Bookmobile route , and distri bute q uarterly calendars highlighting events at all locations and utiliz e the websi te 's news flash tool. Page 23 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • RCPL's event software , LibCal , displays all scheduled events and provides patrons w ith the capability to register online for programs . • Utili ze social media to promote events and services , primarily through lnstagram and Facebook . For special events , such as Summer Reading or annual book sales , they w ork with RVTV to create promotional videos. • Posters and fliers are made, highlighting special events for placement in the li braries . All library locations have identified community bulletin board opportunities in their areas and place fliers at those sites. For Summer Reading , online advertising on outlets such as Spotify and iHeart Radio is used . Priority #6: Develop and implement a new budgeting system with software that enables multi-year forecasting of revenues and expenditures, including modeling/ long-range CIP • Staff implemented new budgeting software used to develop the FY23-24 operating budget. Over the next year staff will use the system for the development for the long-range planning and capital improvement project (CIP). • Staff implemented new budgeting software that was used to develop the FY23-24 operating budget. The system was used for the development of our FY2025-2034 and capital improvement program (CIP). We continue to work with the company to enhance the functionality of multi-year budgeting . Priority #7 A: Enhance internal communication in the County Review and update current internal communication strategies to include: • Create County Administrator weekly updates to employees This has been implemented and is ongoing . • Recognize staff members at Board of Supervisor meetings for exceptional work . This has been implemented and is ongoing. (4 staff members recognized) • Identify additional opportunities to recognize all employees This has been implemented and is ongoing. (County Administrator videos) • Develop employee newsletter -"RoCo Road Map ," through Human Resources . • We utilize the ROCO Road Map, Cafe, GHR and the County Website as means of communication updates to employees from an HR perspective This has been implemented and is ongoing . (now included in CA weekly updates). Page 24 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • Reinforce branding standards , media policies , and social media policies for all employees through training . Began with Web User Group meeting in March and is ongoing . Review and update current internal communication strategies to include : • Recognize staff members at Boa rd of Supervisor meetings for exceptional work . This has been implemented and is ongoing. (7 staff members recognized , as of April 2024) • Identify additional opportunities to recognize all employees . Beginning in early 2025 , retirees will be recognized during annual recognition events . • Reinforce branding standards , media policies , and social media policies for all employees through training . Priority #78 : Implement organizational culture strategies so County staff members feel positive about where they work. • Employee engagement survey was completed in March and results communicated to all employees in May. Next steps are being identified. • Employee engagement survey was completed in March 2023 and results communicated to all employees in May 2023 . Focus groups were completed to help build a better understanding of some of the feedback from the survey. The results were shared in the employe leadership meeting in November 2023 . Since then , many changes have been implemented/worked on based off the feedback received , including two health insurance plans , more direct meetings with County Administration and employees , and de velopment of the performance and goals system . • County Administration has put great effo rt in t o visiting departments and talking with employees . They have also hosted cookouts , attended lunches at Fire & Rescue , as well as hosted breakfast/lunch fo r many departments . • We have implemented multiple County Resource Groups in an effort to connect County staff and build a more unified and educated workforce . These groups include ROCO PROS and 1 ROCO. Priority #8 -Achieve AAA bonding status • Staff has had preliminary discussions with our financial advisor , Ramond James , and will continue to understand the necessary steps to achieve AAA bonding status after issuance of bonds for the CTE and elementary school projects . Page 25 of 26 ROANOKE COUNTY BOARD OF SUPERVISORS STRATEGIC OUTCOMES • Staff continues to discuss with our financial advisor , Ramond James, and will continue to understand the necessary steps to achieve AAA bonding status after issuance of bonds for the CTE and elementary school projects. Page 26 of 26