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Home My WebLink About3/1/2005 - Special Roanoke County Board of Supervisors Agenda March 1, 2005 Good afternoon and welcome to this special meeting for March 1, 2005. The purpose of the meeting is to conduct a joint work session with the Roanoke County Planning Commission to discuss the Community (Comprehensive) Plan and to hold a work session to discuss the fiscal year 2005-2006 budget development. A. OPENING CEREMONIES (5:30 p.m.) - 4th Floor Training Room 1. Roll Call B. REQUESTS TO POSTPONE, ADD TO, OR CHANGE THE ORDER OF AGENDA ITEMS C. WORK SESSIONS 1. Joint work session with the Roanoke County Planning Commission to discuss the Community (Comprehensive) Plan. (Paul M. Mahoney, County Attorney; Janet Scheid, Chief Planner) 2. Work session to discuss fiscal year 2005-2006 budget development. (Brent Robertson, Director of Management and Budget) · Police Department Budget Presentation · Fire and Rescue Department Budget Presentation Additional Staffing Proposal Analysis of Rescue Fees · Brief introduction to prioritization of the Capital Improvements Program (CIP) D. CLOSED MEETING pursuant to the Code of Virginia Section 2.2-3711 A (5) discussion concerning a prospective business or industry where no previous announcement has been made. E. CERTIFICATION RESOLUTION F. ADJOURNMENT 1 ACTION NO. ITEM NO. C. - \ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: AGENDA ITEM: SUBMITTED BY: APPROVED BY: March 1, 2005 Joint work session with the Roanoke County Planning Commission to discuss the Community (Comprehensive) Plan Paul M. Mahoney County Attorney Janet Scheid Chief Planner Elmer C. Hodge County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This time has been set aside for the Board of Supervisors and Planning Commission to discuss proposed revisions to the Roanoke County Community Plan. Please bring the Community Plan notebook containing the background information on the proposed revisions to the meeting. ACTION NO. ITEM NO. c.. - b) AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: March 1, 2005 AGENDA ITEM: Work session to discuss fiscal year 2005-2006 budget development SUBMITTED BY: Brent Robertson Director of Management and Budget APPROVED BY: Elmer C. Hodge County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The following items will be presented for discussion at the budget work session: 1. Police Department Budget Presentation 2. Fire and Rescue Department Budget Presentation . Additional Staffing Proposal . Analysis of Rescue Fees 3. Brief introduction to prioritization of the Capital Improvements Program (CIP) c-~ Pol ice FY2006 Departmental Budget Meeting Packet Contents: Business Plan Services/Activities Inventory Strategic Issues Departmental Summary Target Line Items c-~ Business Plan Template BP-2 Police Department Mission Statement To provide excellent traditional law enforcement services while developing new and innovative approaches to the delivery of, and constructive evaluation of, those services. The Department will protect Constitutional rights and maintain public confidence by forming an alliance with the community to best use available resources to identity apprehend and prosecute those who violate the law. Departmental Goals and Objectives Maintain an efficient and effective uniform patrol response to citizen's calls for service. · Enhance data collection of calls for service. - Improve RMS capabilities. · Maintain at least a 14 minute response time to calls for service. - Create a new patrol district. - Begin construction of a South County precinct. · Create one new patrol district to reduce response time to Department established level. - Divide the present patrol district 2 into two separate patrol districts. · Work towards 1000/0 uniformed officer Crisis Intervention Team training. - Continue to enhance and train members of the Crisis Intervention Team. Provide effective and efficient follow-up investigations of serious crimes. · Maintain current national average clearance rate of 21 % or above for assigned cases. - Increase the use of solvability factors. - Create a new Detective position for general assignment. · Continue efforts to reduce domestic violence. - Continue to support and enhance the Violence Against Women Grant. · Maintain a clearance rate of 21 % or above in the white-collar crime unit. - Create a new detective position for the unit. · Enhance evidence recovery. - Send additional personnel to the State sponsored Evidence Collection training. - Conduct in-house evidence collection training. Maintain efforts to control drug related crimes. · Continue to target juvenile drug involvement. - Continue to work cooperatively with the schools through the SRO program. · Maintain 100/0 personnel involvement in regional and local drug task forces. - Continue the assignment of one full-time Detective to the DEA task force. - Continue the assignment of one full-time Detective to the ATF task force. · Increase drug related arrests. - Continue to develop informants to increase drug arrests. Business Plan Template BP-2 c-:) Provide effective communications through the E-911 Center including Emergency Medical Dispatching (E.M.D.) · Maintain 100% E.M.D. certification for all Communications Officers. - Ensure initial training for new hires and continued in-service training. · Work towards 1000/0 MDT (Mobile Data Terminal) assignment for uniform Department personnel. - Continue to purchase MDT equipment until all patrol vehicles are so equipped. · Work towards 100% implementation of cellular E-911 Phase II call taking responsibilities. - Continue preparations for Phase II E-911. · Obtain and install new Computer Aided Dispatch (CAD) system. Peñormance Measures 2003-04 Actual 2004-05 Budgeted 2005-06 Adopted "{Click here; type performance measure}" "{Click here; type performance measure}" "{Click here; type performance measure}1I "{Click here; type performance measure}1I Budget Highlights - (TOP 3 - 5 Accomplishments FY2004) 1. Completed construction of the laurel Mountain Driving Center. 2. Purchased a Bomb Recovery / Rescue armored vehicle through grant funding. 3. 650/0 clearance rate of cases assigned to CID. 4. Continued growth of Neighborhood Watch and Community Policing efforts. 2 Services/Activities Inventory Department: Police c-Q BP-l List those services provided to the citizens by this department. Do not list routine tasks that support functions within the department; i.e., checking the mail. 1. Respond to calls from citizens in reference to crimes or public service. 2. Effect arrests as required. 3. Investigate traffic crashes. 4. Enforce traffic statutes and enhance roadway safety. 5. Testify in criminal and civil court. 6. Collect physical evidence at crime scenes. 7. Write various types of reports. 8. Interview suspects and witnesses. 9. Investigate drug complaints. 10. Investigate criminal complaints. 11 . Conduct police functions relative to homeland defense initiatives. 12. Locate and arrest persons on warrants and mental hygiene legal process. 13. Enforce animal ordinances. 14. Dispatch calls for service for police, fire and rescue, and other County departments. 15. File incident reports, accident reports, and arrest data. 16. Enter warrant information into databases. 17. Track and store physical evidence. 18. Process accounts payable. 19. Coordinate crime prevention efforts. 20. Support community policing efforts. 21. Collect data and submit monthly Incident Based Reporting information as required. 22. Recruit personnel for Department positions. 23. Create policies that meet CALEA requirements. 24. Train on policies. 3 BP-3 t~~· Departmental Short-Term and Long-Term Strategic Issues Department: Police Date: November 2004 Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · A new building to house the Police Department is essential for maintaining quality citizen services. · New Wal-Mart on 460 to increase demands for service. · New Lowe's on 460 to further increase demands for service. · Hidden Valley High School will increase demands for service. · Increasing demands for service and substandard staffing levels could threaten the Department's ability to maintain service levels. · Lack of sufficient matching funds could result in the loss of the Domestic Violence Against Women grant program. · Increased need for traffic enforcement on Interstate 81 and US 220 and other primary roadways in Roanoke County. · Aging vehicle fleet will lead to higher maintenance costs and may lead to increases in response times and result in officer/citizen safety issues. · Completion of the Department's driving range to ensure DCJS mandated training. · Providing response times that are comparable to other local law enforcement agencies require the addition of sufficient personnel to staff an additional patrol district. Lana-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · The retirement potential of supervisors, during the next five years, creates a situation in which insufficient numbers of qualified personnel exist to meet demand. This inexperience could lead to additional civil litigation against the Department and the County. · Building a south County Police Precinct will provide better service to south Roanoke County. · Increases in the number of permitted activities at Spring Hollow, bike paths, and other outdoor recreational activities challenge the Department's ability to provide adequate policing of those areas. · An aging County population requires both more traditional and non-traditional law enforcement services which will increase calls for service requiring additional officers and equipment to meet those demands. 4 Police Department Budget Preparation FY 2005-2006 Initial Target Allocations and Additional Funding Requests C·g F-:-~~-;?1r~J:ill:wnT~l~' lfff{!ftW'""-lF"~-W- ~71:ZX¡J~ ~~LgL "1~·¡tw!'.,jlU1~i· {¿Hf..:r~~tLJLi~!;I' ..L ~~_..:w.;,.,.~ _L-~ ~~...h.... ........\ -....»r.1l...J:iI Personnel $7,183,890 $7,703,625 7.230/0 $130,000 Operating 1,030,359 1 ,054,483 2.34% 150,000 Capital 3351447 335,447 0.000/0 228,000 Transfers - - - - Total $8,549,696 $9,093,555 6.36% $508,000 Total Positions 158 164 3.80°/Ó - Sections V¡ ~~-~w~~~~---'lí~~~;1~~]~m(1\ "lrr .~<""._~. ~l;-~J~~'lr~-'~-t~nt~~ 11 ' '" '.',:.1 t " j ~ .;t \ , ..a.. ] t ~ ' ! i _ . \ ~ t '. . ¡ '''if . . þ:' ì, t (. ~. . """ __~_~11!<~ ~1Ulili;t~_~~~£f~!IIE!_.,""" ~~jl"^_~}:~if:J)1! ~ J.!tl;l( Administration $ 166,854 $ 173,143 3.770/0 $ - Uniform 4,580,972 5,065,743 10.580/0 458,000 Criminal 1,216,905 1,228,740 0.970/0 - Services 1,724,648 1 ,831 ,066 6.170/0 50,000 Community Services 402,487 370,202 -8.020/0 - Traffic 259,536 219,025 -15.61°¡Ó - Professional Standards 198,294 205,636 3.70% - Total $ 8,549,696 $ 9,093,555 6.36% $ 508,000 5 Summary of Additional Funding Requests C-I) Personnel Overtime Funding - Uniform 130,000 Close service gaps/pay officers what they work Sub-total 130,000 Operating Training.. Uniform 100,000 Increases in academy and other training costs Equipment and Supplies 50,000 Reduction in E911 revenues and associated costs Sub-total 150,000 Capital Vehicles - 6 (Uniform) 228,000 6 vehicles/equipt for new grant positions Sub-total 228,000 TOTAL REQUEST $508,000 B V) o o ~ "I':f" ~ N aJ aJ 0.0 ..... ~ ~ p., 0 (I) C o .~ ¿ ]~ ~~ ë.."I':f" o .. oV) (,(9 \0 0 0 0\ 0\ 0 0\ 00 0 0 \0 0 '1""""4 0 0 0 0 0 0 l(¡ 0 0 0 0 0 0 0 0 0 0 0 0 '1""""4 0 0 00 00 0 ~ 0\ 0 l(¡ 0 t"'-- 0 '1""""4 0 0 0 0 0 0 0\ 0 0 0 t"'-- ~ ff"'I \0 N '1""""4 '1""""4 ff"'I... '1""""4 N l(¡ ff"'I ~ l(¡ 0 \0 l(¡ 00... 00... l(¡ 0... ff"'I lfI... oo:::t t"'-- N \0 ... 0\" 0\'" \lS or. N'" N'" = ..... C '1""""4 '1""""4 '1""""4 :§ Q,) '1""""4 b.f) ... "'¡) = ... E-- ~ ..... C ~ 0 e :ª t e = .c ~ :s C\FJ 000 o N t.r) 0 0 0 0 0 0 \0 0 '1""""4 0 0 0 0 0 0 V) 0 0 0 0 0 0 0 0 0 0 0 0 o l(¡ 0 t"'-- 0 '1""""4 0 0 0 0 0 0 0\ 0 0 0 t"'-- l(¡~~l(¡ 0\0 l(¡ 00 ool(¡qff"'ll(¡~t"'--N\O Nr. 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Departmental Goals and Objectivf;!s Add or delete additional fields for goals and objectives as needed. To provide accurate records and reporting to meet departmental needs and ensure compliance with federal/state mandates · Enable the department to analyze our responses by seeking approval to convert one (1) part-time administrative analyst to one (1) full-time administrative analyst thus ensuring the ability to create quarterly and annual reports that illustrate current trends and capabilities · Purchase and implement new EMS Reporting System that will improve efficiency and accuracy · Purchase and implement new CAD system · Maintain or exceed current collection rate for ambulance transport fees · Continue to work closely with our billing agency to improve collections from health insurance companies · Remain an active and compliant provider with the Centers for Medicare and Medicaid Services( CMS) · Streamline the Health Insurance Portability and Accountability Act (HIPAA) allowed under the Office of Inspector General (OIG) rulings · Continue the Quality Assurance Management of all medical procedures performed in compliance with federal and state mandates · Provide EMS billing refresher training to all career and volunteer EMS providers to ensure accuracy and expedience of transport billings · Provide quarterly reports for review which will enable management to make sound staffing decisions and establish/maintain standards for fire and EMS responses based on the data collected to provide the most efficient level of service To provide expedient emergency response to the community · Maintain and monitor present staffing levels for career and volunteer ALS providers to ensure that 80% of the citizens are reached within six minutes when ALS service is needed · Utilize a system management approach to efficiently place resources throughout the County by reviewing statistics on a quarterly basis · Continue to require volunteer/career staffed fire apparatus marked up through the dispatch center on a daily basis to ensure that the closest available unit can be dispatched for immediate response . Establish a fire response and staffing goal through the analysis of departmental statistics and Board of Supervisor's involvement . Establish 24-hour Co-Staffed station with City of Roanoke based on the Roanoke County Clearbrook station model thus enhancing ALS/BLS coverage during the nighttime and weekend hours for the North Lakes/Montclair areas 0.,-~ Business Plan Template BP-2 · Establish 24-hour Co-Staffed station with City of Roanoke based on the Roanoke County Clearbrook station model thus enhancing ALS/BLS coverage during the nighttime and weekend hours for the Williamson Road area · Enhance the fire coverage in the Hollins areas by providing 24-hour fire coverage at the Hollins station · Enhance the coverage in the Mt Pleasant area by providing 24-hour EMS coverage at the Mt Pleasant station · Manage the Volunteer retention program and implement an incentive program to maintain the active volunteer retention rate as indicated by the Length of Service Awards Program (LOSAP) at or above the current level · Provide Volunteer Rookie Orientation 6 times per year for all newly accepted volunteers To professional, quality services to the community · Request two (2) training officer positions to facilitate training programs at the Roanoke Valley Regional Fire/EMS Training Center · Maintain aU required certifications and require personnel to complete contact training annually · Train personnel by running regional recruit school(s), including ALS training, to fill openings of existing and newly approved positions · Offer volunteer academies annually, one (1) Firefighter and one (1) EMS · Facilitate two (2) Volunteer Fire and Rescue Chief Summit Meetings per year that will incorporate leadership influence and management tools for volunteer officers · Continue to utilize internal personnel for the majority of Fire and EMS training that allows us to capitalize on our current pool of trainers and enables us to provide a more diverse training for all personnel · Develop regional training guidelines for Fire and EMS so that there is a standard level of care and standard procedures throughout the region · Receive accreditation for an ALS intermediate training site at the Roanoke Valley Regional Fire/EMS Training Center from the Committee on Accreditation of Educational Programs for EMS Professions To ensure that the department and community are prepared to react to natural and man- made disasters and emergencies · Request the approval of one (1) Homeland Security Manager to coordinate preparedness efforts throughout the County, departmental as well as citizen activities as funding allows · Coordinate and deliver training and drills to include all county departments on an annual basis to cover emergency operations and preparedness · Monitor available grants and submit applications to those for which we qualify · Create a Regional Heavy and Tactical Rescue Team in preparation for potential CBRNE events · Complete and distribute annual Emergency Operations Plan (EOP) updates To reduce the loss of life, property, and prevent the loss of revenue in the County as a result of fire or accident · Seek approval to convert four (4) part-time inspectors to one (1) full time inspector position to facilitate inspection/investigation activities · Seek approval to convert one (1) part-time administrative support position to one (1) full time administrative support position to aid in electronic record keeping, accurate 2 Business Plan Template BP-2 C-9, permanent records, investigation records, permit database management, and citizen interaction · Seek approval for one (1) public educator position to coordinate educational activities of the prevention section, reduce the need for inspectors to facilitate events, develop educational programs to target high risk groups, and promote fire and life safety throughout the County · Enhance the fire inspection program and develop an educational based code enforcement program that would result in an increase in inspections · Complete annual inspections of the County's 2400 licensed businesses as availability of inspectors permits · Create and facilitate educational programs for the County's population utilizing grant funding where possible · Monitor available grants and submit applications to those for which we qualify Perlormance Measures 2003-04 2004-05 2005-06 Actual Budgeted Adopted Total Fire and Rescue Responses to Calls 18414 18930 19460 for Service Collection Rate for Ambulance Transport 84 % 70% 70% Fees Percentage of ALS Responses within 6 800/0 80% 800/0 Minutes Number of Active Volunteers per LOSAP 263 247 229 Number of Volunteer Applications 72 Processed Retention Percentage of Active Volunteers N/A 930/0 93% per LOSAP Number of Hours of Contact Training per N/A N/A 70 Person Annually Passing rate for Volunteer Training N/A 600/0 60°Æ> Academies Total Number of Inspections 912 1316 1513 Average Number of Inspections per 228 329 378 Inspector Total Number of Investigations 160 140 140 Total Number of Permits Issued 291 478 500 Total Number of Public Education events 44 82 104 Percentage of 2400 County Businesses N/A N/A 30°,lc, Inspected Percentage of population targeted by N/A N/A 36% public education programs Budget Highlights - (TOP 3 - 5 Accomplishments FY2004) 1. Recipient of the 2003 Governor's Fire Service Award for Excellence in Virginia Fire Service Management and the 2003 Governor's Fire Service Award for Excellence in Virginia Public Fire and Life Safety Education 3 Business Plan Template BP-2 2. Completed the Read Mountain Fire and Rescue station renovation to provide more adequate facilities 3. Completed the implementation of the new Self Contained Breathing Apparatus (SCBA) system to include individual fittings of masks for all career and active volunteer personnel 4 t-d c-~ BP-l Services/Activities Inventory Department: Fire and Rescue List those services provided to the citizens by this department. Do not list routine tasks that support functions within the department; Le., checking the mail. 1. Emergency Medical and Fire Suppression Services 2. Weapons of mass destruction preparedness 3. Regional disaster preparedness, response, mitigation, and recovery 4. Administration of the Fees for Ambulance Transport program 5. Continue enhancements of regional cooperation and response Fire suppression services 6. Regional Fire and emergency medical services training utilizing the Regional Fire/EMS training center 7. Fire inspections 8. Volunteer recruitment and retention 9. Assist in maintaining accurate data for 911 computer aided dispatch system 10. Site Plans review 11 . Arson investigation 12. Community education and marketing 13. Hazardous materials response and preparation 14. Specialized rescue 15. Serve as information resource for homeowners, media, civic groups, etc. 16. Maintain volunteer records 17. Provide leadership to volunteer organizations 18. Hydrant maintenance 19. Fleet Management 20. Non-emergency public service 21. Support the administration of the volunteer retirement program 22. Permits 5 C-Q. BP-3 Departmental Short-Term and Long-Term Strategic Issues Department: Fire and Rescue Date: 11/17/04 Advanced Life Support Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · The age of America's population continues to grow, which is one reason for an increase in medical service calls by the Fire & Rescue Department · Extensive training requirements have limited the number of volunteers that are able to become Advance Life Support (ALS) providers. · The State has phased out the EMT-Cardiac level and all current EMT-Cardiac Technicians will have to bridge over to the new EMT -Intermediate which is a more demanding curriculum. This will create fewer certified ALS personnel on both the volunteer and career ranks. · The new EMT-Intermediate curriculum can only be instructed by accredited institutions and currently Western Virginia EMS Council does not have the ability to provide the training. The Roanoke Regional Fire/EMS Training Center has applied to become an accredited EMT- Intermediate site, however the lack of accredited facilities will still create shortages of future ALS personnel for Roanoke County. · New State requirements on who can instruct ALS classes will have a negative effect on the number of individuals able to obtain ALS certification, which will reduce an already depleted pool of available applicants for career departments. · A continued decline in volunteer EMS providers will require additional career personnel to maintain current service levels. · The County's overall commitment to Advance Life Support Services will not be obtained if additional Training Staff are not employed to continue to administer an accredited EMT-Intermediate Training Center. Lena-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · Ability to provide properly trained personnel in order to answer the short-term issues. · The trend of reduced ALS trained volunteers will ultimately affect the services that are provided to the citizens and visitors of Roanoke County and surrounding jurisdictions. · Compliance with Federal and State regulations for Ambulance Transport Billing will require long- term commitments in staff resources. · Increased State regulations for ALS certification will continue to dwindle the applicant pool of qualified individuals for employment with the County. Communications Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · In order to implement the records management system and to properly train personnel on its use, funding will have to be secured. · Departmental challenges of moving towards an e-government countywide environment · Technological life cycle of software and equipment dictates the necessity for continual change and enhancement of the department's technology. Lona-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. 6 c..~~ BP-3 . Continue to purchase, maintain, and upgrade departmental hardware and software applications and provide proper technical staffing to support the technology. · With the development and growth of computer technology the public and media's expectations for accurate record keeping and accountability has increased tremendously in just the last five years. In order to meet their expectations we must keep pace with this technology. Fire Prevention Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · The newly implemented life safety surveys that are being performed by the operations division are expected to increase our workload through technical support and follow up inspections. · Current staffing levels only allow us to conduct a small percentage of the required annual inspections, which has resulted in a backlog of work and a greater time commitment for each inspection. · Lack of proper inspection frequency can result in an increase in commercial fire losses, which affects the tax base and economic development. · Current staffing levels require inspectors to spend a large portion of their time dealing with the administrative aspects of their workload due to the absence of administrative support staff. This reduces the amount of annual inspections that can be conducted by the entire division. Lona-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · Successful deterrence of arson cannot occur without the thorough investigation and prosecution of all arson related incidents. · Economic development has increased the demand for technical support and inspections of facilities. · Lack of inspections in existing facilities is increasing the risk for fire due to regular use, aging, and lack of maintenance. · Demand for arson prevention, investigation, prosecution, training, and certification requirements, place a burden on our limited staffing and resources. This places greater emphasis on regional cooperation to accomplish these tasks. Public Education Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · A large percentage of fires and injuries that occur in Roanoke County could be prevented through a comprehensive education program. · An injury awareness and fire prevention program could reduce the amount of legitimate and false calls that the Fire & Rescue Department currently handles resulting in a tax dollar savings and increased level of safety for personnel. · A year-round comprehensive education program may slow the increasing demand for EMS calls for service. Lona-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · With an increasing high-risk population in Roanoke County, including seniors and children, the need for public education to address the special needs of these high-risk groups is ever increasing. · It will be virtually impossible to keep pace with educational programs in the midst of increasing demands for services with current staffing levels. · Reducing the amount of fires and injuries to the citizens of Roanoke County will ultimately enhance the quality of life of all citizens within the County. 7 c.-~ BP-3 Recruitment and Retention Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · Recruitment of ALS certified career personnel is becoming increasingly difficult This is increasing the pressure to hire untrained recruits and provide ALS training within our system, a process that can last 2 years. · Continued growth in EMS calls and declining number of volunteers will tax the current volunteer system even more · Fee for Transport will require continued public education so that donations and recruitment of volunteers will not be adversely effected · Trend towards significant number of Senior Residential Facilities and noted shortage of nursing staff may increase number of calls to these facilities. Lana-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · Trend towards aging population will increase EMS calls in general · With the changes in our society it is more vital than ever to be accountable for our protocols and response times and how they compare on a national leveL This will require more training and a higher standard in our recruitment of volunteer and career personnel. Staffi ng Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · Reduction in volunteer availability has a significant effect on responses. · Safety of current personnel is at risk due to insufficient resources. · Call volume and community development requires bringing staffing levels up at Hollins station to provide for 24-hour fire coverage. · Call volume and community development requires the need for a new 24-hour Hanging Rock Fire and Rescue station and a 24-hour Oak Grove Fire and Rescue station · Additional field personnel places more time demands and an increased workload on administrative and support personnel. Lana-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · Increasing call loads. · Aging buildings and people. · Nationally, the number of fires has decreased. however due to fires burning more intensely along with rapid fire spread the injury and death rate has remained the same if not higher. Rapid responses with appropriate personnel will be the key to reducing the injury and death rate from fi re s . · Our communities are continually growing within the realm of economic and residential development, which impacts the demands and level of service provided. Data Collection Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · Medicare requirements for electronic transmission of data have increased, putting the department at risk of loosing revenue if we do not bring our system into compliance. 8 c-~ BP-3 · The need to collect, analyze, and evaluate data and information is essential to the decision making process for resource allocation, station locations, response zones, and other management decision making criteria. · The department currently does not have administration resources and/or all-inclusive software, which share information from all our different divisions so that we can produce reports for benchmarking and goal setting. Lona-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · Utilizing the data and information from the collection process will allow for department development and become a basis for accreditation in the future. · Continued departmental development from data and information generated from statistical analysis to begin the self-assessment phase of accreditation Training Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · We will continue to enhance the regional partnership by developing and implementing additional training programs for regional emergency services providers. · Staffing levels require the training officer to manage, implement, and present current training programs. The needs for two instructors are critical in order to continue the training programs for department personnel. · A part-time clerical person is required in order to manage the large volume of phone calls and requests for use of the facility. The regional partners of the training center would jointly fund this position. Lona-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · The increase in demands on fire service personnel requiring more technical skills along with the rise in EMS calls due to an aging population and in addition to higher mandated training standards makes it increasingly difficult to maintain and stay abreast of the latest technology in training. Training standards are being accomplished utilizing overtime and callback, which is reaching a level where needs require additional resources. · Acquire funding for maintaining sufficient training staff that will support required training at the regional training center in order to meet the increasing demands of all volunteer and career personnel to include regional personnel. 9 ~~~ Fire and Rescue Budget Preparation FY 2005-2006 Initial Target Allocations and Additional Funding Requests ~,r--:r:JIW!r~~r'~-~w'~~m !~~~~ ~!~~ Personnel $6,367,752 $71083,381 11.24°k $277,025 Operating 1,568,673 1 ,608,073 2.51°k 23,500 Capital 787,000 7871000 0.00% 592,500 Total $8,723,425 $9,478,454 8.66% $893,025 Total Positions 112 120 7.14% Fire and Rescue Summary of Additional Funding Requests Personnel Departmental Overtime L T Fire Training Officer L T EMS Training Officer 45,000 Correct deficit in overtime 53,394 Regional Training Center/add11 personnel 53,394 Regional Training Center/add'l personnel 77,379 Coordinating Functions with State! Federal Agencies 47,858 Assist with RMS / Accreditation/analysis 277,025 Homeland Security Manager - HSM F&R Administrative Analyst Sub-total 10 Summary of Additional Funding Requests - (Cont) C,-º, ~~~'-'~~'''~~--'-'''~r--'-'~'''~-~ ·l:r~~ ~J:llcü~ " ' ! u.~ · :~ ,.,~~ Operating Volunteer RecruitmenURetention 9,500 Maintain and enhance current programs Advertising 8,000 Recruiting process - frequency, diversity Public Education Funds 6,000 Maintain supplies and equipment Sub-total 23,500 Capital Computer Replacement Program 22,000 New RMS, enhanced internal communications Mobile Data Terminals & Equip. 300,000 MOTs in admin. and field vehicles EMS Billing Software & Equip. 155,000 Will allow paperwork to be processed electronically Wildland Attack Vehilce 37,500 30°/0 match for Homeland Secutity Grant Vehicles 78,000 Police package car wI required equip. Sub-total 592,500 TOTAL REQUEST $893,025 11 "1 o o ~ "1 ~ N tIJ tIJ cod ~ Q ~ c .~ ~ ·ê ~ ,.Q 0 :::I " Cl)OO - "1 & .. 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IUN 0- Roanoke County CIP Review Committee Project Evaluation Criteria Providing effective and efficient services and improving the quality of life of its citizens is the County of Roanoke's mission and the foundation of the Capital Improvement Program (CIP). The Capital Improvement Review Committee has identified the following Guiding Principles for evaluating and prioritizing capital project requests in making recommendations to the Roanoke County Board of Supervisors. These principles are based on the stated priorities and approved plans of the Board of Supervisors. These principles are presented in no particular order of importance, as individual perspective will influence the relative value of each principle when compared to one another. The Guiding Principles are as follows: · Provide effective and efficient governmental services to the citizens. · Enhance public health, safety, and/or welfare issue(s). · Promote the safety and security of our citizens while at home, at work, and at play. · Consider solutions that extend beyond the County's boundaries in meeting future challenges. · Use public investment as a catalyst for economic growth in a manner consistent with the Community Plan. · Safeguard the environment and natural beauty for present and future generations. · Maintain and sustain effective land use planning. · Maintain or enhance cultural, recreational, educational, and social opportunities for all citizens. · Protect existing investment in facilities and infrastructure that are vital in delivering fundamental services to our citizens. · Anticipate future facility and infrastructure needs to best leverage capital resources of the community. · Comply with applicable state and federal mandates. A2 County of Roanoke FY06-10 CIP Evaluation Scoring Sheet Department: Project: Points (1-10): Improve Public Safety or Public Health: Does the project address public safety, life protection, health, and welfare issues that benefit our citizens? Does the project mitigate an existing or potential liability issue. Improve Public Quality of Life: Does the project directly address a major demand or meet a community obligation for cultural, social, educational or leisure services? Legal Requirements: Is the project required by law, regulation or mandate from local, state, or federal government? Economic Development Impact: Does the project directly or indirectly increase net community wealth/resources? Increases Tax or Fee Revenue: Does the project directly increase County's recurring revenues? Enhances Existing Services: Does the project maintain or enhance existing service levels that are at risk without the project? Benefit/Cost Factor: Does project implementation produce a community benefit that exceeds investment of resources or will the project generate resources/investments from outside sources (grants, donations, etc.)? Address Obsolescence: Does the project address requirements for asset replacement, due to age and wear, that supports essential services or addresses the need for a new or changing service demand? Investment to Reduce Future Costs: Will investment in the project reduce/contain increased expenditures at a future date. Extent of Service Area: Does the project benefit a large population (i.e. a project that benefits a larger population/area will have greater value than a project that benefits a smaller population/area)? Project Supports Existing County Plans or Policies: Is the project directly referenced in existing county plans or policies as a priority? Urgency of Need: Does the project meet an urgent need? Other Comments: <!Count!' of 3Roanoke FY2005-2006 Capital Improvement Program (CIP) Review Committee Evaluation and Recommendations January 2005 Roanoke County CIP Review Committee Table of Contents I. Com mitt e e A p p 0 in tm en ts ......................................................................................... II. Executive Summary.................................................................................................... 2 III. Capital Project Recommendations Capital Proj ect Prioritization........................................................................ 4 Project Score Summary - By Category ..................................................... 6 Recommendations............................................................................................ 8 Footnotes on Specific Projects ..................................................................... 11 IV. Appendix Committee Goal & 0 bj ecti ve s ..................................................................... Al Proj ect Eval uati on Criteria............................................................................ A2 Evaluation Scoring Factors........................................................................... A3 General Committee Comments.................................................................... A4 Project Specific Comments ........................................................................... A5 Project Score Summary - Category Breakdown..................................... A6 Project Score Summary - Cost Breakdown ............................................. A7 Roanoke County CIP Review Committee Committee Appointments In developing the FY2006-20 10 Roanoke County CIP, the Board of Supervisors approved a CIP Review Committee comprised of Board-appointed representatives for each magisterial district and members of County-appointed commissions and boards. This unique approach allows a diverse perspective in reviewing and prioritizing capital needs that exist throughout the county. The FY2005-2006 CIP Committee is comprised of the following appointed members: Åooointment: Ms. Pam Berberich Mr. Jason Perdue Mr. Michael Roop Ms. Barbara Bushnell Mr. Craig Sharp Ms. Sherry Ricci Mr. Rodney McNeil Mr. Todd Selkirk Mr. Jack Griffith Reoresentin2: Cave Spring Magisterial District Hollins Magisterial District Vinton Magisterial District Windsor Hills Magisterial District Industrial Development Authority Library Board Planning Commission Public Safety Parks and Recreation Commission Facilitated bv Roanoke County Staff: Mr. W. Brent Robertson Director, Management and Budget Mr. Chad Sweeney Budget Administrator Ms. Cathy Tomlin Budget Analyst Roanoke County CIP Review Committee Executive Summary January, 2005 Back2round A Capital Improvements Program (CIP) is a multiyear management and fiscal planning tool to assist in financing and constructing public improvements. The Board of Supervisors selected a committee of citizens to evaluate and prioritize submitted capital projects and make recommendations for Board consideration in the capital planning process. The Committee agreed upon guiding principles, goals, and objectives (listed in Appendix); then interviewed departmental staff and conducted site visits to understand specific projects. Members committed approximately 35 hours to the evaluation, prioritization, and reporting process. It is important to note that the scope of the CIP Review Committee's evaluation did not include the capital needs of the Roanoke County school system. Results of Evaluation The Committee prioritized capital project requests by applying a set of evaluation criteria to each individual project. The Committee used 12 separate criterion to score projects using values important to the community that were derived from previously adopted plans, policies (i.e. Community Plan), and statements articulated by the Board of Supervisors. After scoring was completed by committee members, each project's average score was calculated and listed in numerical order with the highest score representing the greatest priority. This listing was then presented in groupings based on natural "breaking points" in the average scores. The Level 1 projects represent needs that have the highest perceived community value. The Committee has identified Levell capital projects as follows: · Sheriff - Regional Jail Project · Fire & Rescue - EMS Data Reporting · General Services - New Garage at · Library Services - South County Kessler Mill Library · Public Safety - 800 MHz Radio · Park & Recreation - Garst Mill Park System Upgrade Improvements · Community Development - · Information Technology- VDOT Revenue Sharing Replacement of HP/3000 Platform The complete listing of prioritized projects follows the Executive Summary. 2 Committee Recommendations While charged with developing a citizen-based prioritization of existing capital needs, the Committee also discussed and reached consensus on a number of capital programming recommendations for the Board to consider: · Capital Financing. In order to meet on-going capital needs a significant, recurring funding stream is essential. o Dedicated Funding-current allocations for capital expenditures should be increased to realistically meet current and future capital requirements. o Debt Financing-Consider the possibility of a future General Obligation Bond issue to meet critical capital needs, increasing flexibility for current operational concerns. · Capital Maintenance. Continue to increase the funding of capital maintenance to a level that will not only protect the County's current capital investments, but will also reduce future capital requests (as deferred maintenance grows into capital needs). · Long Range Capital Planning. Integration of planning processes must occur to adequately plan for capital needs of the community over the 5 year window of the CIP. In addition, funding should be identified over the 5 year period that indicates a fully developed CIP, not just a wish list of projects. · Land Banking. This idea would involve projecting capital needs into the future and then acquiring sites that would be used to locate future capital facilities. · Departmental Master Planning. Roanoke County has undergone significant demographic and service demand changes, and these changes are anticipated to continue into the future. As a result, the Committee suggests several departments prepare or update a facilities master plan in order to clarify future capital needs in their area of responsibility. Committee Rankin2 bv Cate20rv The ranking of individual projects was determined by over-all average score, where the highest score was the top ranked project and the lowest score was the bottom ranked project. Knowing the scoring criteria gives greater weight to community "needs" (i.e. public safety) when compared to community "wants" (i.e. library or parks and recreation), the Committee's opinion was that a healthy community provides its citizens with a good mix of both wants and needs. Page 9 of the report presents ranked projects in 4 categories: Public Safety, Technology, Quality of Life, and Service Infrastructure. Individual Committee Member Comments Information presented in the Capital Project Prioritization report represents the general consensus of the members of the CIP Review Committee. While consensus information related to the Committee's task is presented, Committee members' individual comments about specific projects and capital planning in general are included in the Appendix. 3 Roanoke County CIP Review Committee Capital Proj ect Prioritization Using the Committee's adopted evaluation criteria, total project scores were averaged and listed in descending order. The projects are presented in groupings based on the natural breaking points (scoring average), with Levell representing projects that have the greatest community value, as determined by applying the established criteria to each project. Succeeding levels were determined by grouping projects together that had successively lower scores; thus the project represents a need that is perceived to have less community value than projects with higher scores. The Committee's recommendations on capital priorities are as follows: Department - Project Average Total Total Capital Score Cost 89.0 $20,000,000 77.1 $1,180,000 75.4 $14,000,000 73.8 $2,500,000 72.3 $145,000 71.1 $13,078,000 69.8 $230,000 68.3 $1,000,000 64.3 $975,000 63.3 $2,130,000 62.4 $900,000 62.3 $5,750,000 61.4 $375,500 61.3 $7,500,000 61.0 $801,750 60.4 $100,000 60.0 $217,000 58.8 $857,000 58.7 $355,000 57.8 $265,000 57.8 $2,000,000 57.1 $330,000 56.9 $128,500 56.6 $225,000 56.3 $250,000 56.2 $320,000 Levell: Sheriff - Regional Jail Proj ect General Services - New Garage at Kessler Mill Road Public Safety - 800 MHz Radio System Upgrade Community Development - VDOT Revenue Sharing Fire Rescue - EMS Data Reporting System Library - South County Library Parks & Recreation - Garst Mill Park Improvements Information Technology - Replacement ofHP/3000 Level 2: Parks & Recreation - Parks & Recreation Land Bank Library - Glenvar Library Expansion Fire Rescue - New City/County Co-Staffed Station Economic Development - Center for Research Technology Parks & Recreation - Brambleton Center Community Development - Regional Storm Water Mgt/Flood Control Library - Mt. Pleasant Library Relocation Community Development - GIS Phase II - Integration Parks & Recreation - Brookside Park Level 3: Library - Vinton Library Renovation Parks & Recreation - Burton Softball Complex Police - South County Police Precinct Fire Rescue - New Oak Grove Station Fire Rescue - Back Creek Station Addition Library - Bent Mountain Library Expansion Greenway Development - Roanoke River Greenway - East Parks & Recreation - Stonebridge Park Parks & Recreation - Whispering Pines 4 Fire Rescue - Hanging Rock New Station Parks & Recreation - Starkey Park Fire Rescue - Station Renovations Information Technology - Server Replacement Parks & Recreation - Green Hill Park Phase III Parks & Recreation - Walrond Park Phase III General Services - Recycling Trailers Parks & Recreation - Goode Park Information Technology - Disaster Recovery Hot Site Library - Circulation Self-Checkout System Information Technology - Enterprise Network Security Greenway Development - Mudlick Creek Greenway Parks & Recreation - Camp Roanoke General Services - Renovations to Service Center Level 4: Parks & Recreation - Hollins Park Information Technology - Computer Network Infrastructure Upgrade Parks & Recreation - Vinyard Park Phase III Community Development - GIS - New Server Fire Rescue - Station Fuel Control System Parks & Recreation - Northside High Tennis Court Restoration Police - Bomb Disposal Unit Information Technology - Voice Over IP Parks & Recreation - Family Water Park Police - In Service Training Facility Parks & Recreation - Spring Hollow Park Community Development - GIS - New Color Scanner/Printer Information Technology - Lawson HRlPayroll Enhancement 55.9 55.8 55.3 55.1 55.0 54.7 54.2 54.2 54.1 54.0 54.0 53.8 53.6 53.3 52.1 51.9 50.7 49.0 48.9 48.8 48.7 48.4 47.9 47.7 46.2 46.0 44.3 5 $2,000,000 $1,386,000 $597,000 $772,500 $1,410,000 $489,000 $100,000 $122,000 $150,000 $146,000 $175,000 $608,250 $203,500 $1,200,000 $285,000 $657,500 $532,000 $50,000 $120,000 $180,000 $125,605 $300,000 $4,725,000 $147,024 $2,005,000 $50,000 $200,000 Roanoke County CIP Review Committee Project Score Summary - By Category Department - Project Average Total Score Total Capital Cost Cate!!orv A: Public Safety Sheriff - Regional Jail Proj ect Public Safety - 800 MHz Radio System Upgrade Fire Rescue - New City/County Co-Staffed Station Police - South County Police Precinct Fire Rescue - New Oak Grove Station 89.0 $20,000,000 75.4 $14,000,000 62.4 $900,000 57.8 $265,000 57.8 $2,000,000 57.1 $330,000 55.9 $2,000,000 55.3 $597,000 48.7 $125,605 47.7 $147,024 Fire Rescue - Back Creek Station Addition Fire Rescue - Hanging Rock New Station Fire Rescue - Station Renovations Police - Bomb Disposal Unit Police - In Service Training Facility Cate!!orv B: Technolo!!v Fire Rescue - EMS Data Reporting System Information Technology - Replacement ofHP/3000 Community Development - GIS Phase II - Integration Information Technology - Server Replacement Information Technology - Disaster Recovery Hot Site Information Technology - Enterprise Network Security General Services - Renovations to Service Center 72.3 $145,000 68.3 $1,000,000 60.4 $100,000 55.1 $772,500 54.1 $150,000 54.0 $175,000 53.3 $1,200,000 51.9 $657,500 49.0 $50,000 48.9 $120,000 48.4 $300,000 46.0 $50,000 44.3 $200,000 Information Technology - Computer Network Infrastructure Upgrade Community Development - GIS - New Server Fire Rescue - Station Fuel Control System Information Technology - Voice Over IP Community Development - GIS - New Color Scanner/Printer Information Technology - Lawson HRlPayroll Enhancement Cate!!orv C: Qualitv of Life Library - South County Library Parks & Recreation - Garst Mill Park Improvements Library - Glenvar Library Expansion Parks & Recreation - Brambleton Center 71.1 $13,078,000 69.8 $230,000 63.3 $2,130,000 61.4 $375,500 61.0 $801,750 60.0 $217,000 58.8 $857,000 Library - Mt. Pleasant Library Relocation Parks & Recreation - Brookside Park Library - Vinton Library Renovation 6 Roanoke County CIP Review Committee Project Score Summary - By Category Department - Project Parks & Recreation - Burton Softball Complex Library - Bent Mountain Library Expansion Greenway Development - Roanoke River Greenway - East Parks & Recreation - Stonebridge Park Parks & Recreation - Whispering Pines Parks & Recreation - Starkey Park Parks & Recreation - Green Hill Park Phase III Parks & Recreation - Walrond Park Phase III General Services - Recycling Trailers Parks & Recreation - Goode Park Library - Circulation Self-Checkout System Greenway Development - Mudlick Creek Greenway Parks & Recreation - Camp Roanoke Parks & Recreation - Hollins Park Parks & Recreation - Vinyard Park Phase III Parks & Recreation - Northside High Tennis Court Restoration Parks & Recreation - Family Water Park Parks & Recreation - Spring Hollow Park Cate!!orv D: Service Infrastructure General Services - New Garage at Kessler Mill Road Community Development - VDOT Revenue Sharing Parks & Recreation - Parks & Recreation Land Bank Economic Development - Center for Research Technology Community Development - Regional Storm Water Mgt/Flood Control 7 Average Total Total Capital Score Cost 58.7 $355,000 56.9 $128,500 56.6 $225,000 56.3 $250,000 56.2 $320,000 55.8 $1,386,000 55.0 $1,410,000 54.7 $489,000 54.2 $100,000 54.2 $122,000 54.0 $146,000 53.8 $608,250 53.6 $203,500 52.1 $285,000 50.7 $532,000 48.8 $180,000 47.9 $4,725,000 46.2 $2,005,000 77.1 $1,180,000 73.8 $2,500,000 64.3 $975,000 62.3 $5,750,000 61.3 $7,500,000 Roanoke County CIP Review Committee Recommendations Long-term capital planning and the need to fund critical capital assets is one of the most important functions undertaken by local government. It is also one of the most challenging. In order to implement an effective capital plan, the CIP Review Committee recommends several options that should be considered by the Board of Supervisors and staff: Capital Project Financing Dedicated Funding The Committee is very encouraged with the work done to-date in developing funding alternatives for the County's capital requirements (policies adopted by the School Board on 12/09/04 and by the Board of Supervisors on 12/22/04); however, given the magnitude of current and projected capital needs over the next 5 years it is essential that the existing funding stream be increased. While existing expenditure savings have been re-allocated to capital projects over the past several years, a significant portion of revenue growth (or new revenue sources) should also be allocated to adequately fund the capital program. Given current economic conditions, this opportunity may not present itself again for some time. Concern exists among Committee members that a combined County/School funding proposal (reviewed during the Committee's capital project analysis) recommending a cycle of 2 years funding of School projects followed by 1 year funding of County projects may not address the most pressing capital needs of the (entire) County at that specific period in time. The Committee recommends establishing project funding selection criteria that is both equitable and flexible. Re- evaluation of projects based on current need should be conducted on a year-by-year basis and funded accordingly. Debt Financing While borrowing increases the overall cost of a capital project, long-term debt is a viable alternative in order to satisfy important capital needs by spreading the cost over a longer period of time. Considering the extensive capital needs observed throughout the county, the Committee believes serious consideration should be given to the possibility of a General Obligation Bond issue sometime in the near future, coupled with the appropriate master planning. The last GO Bond Issue in Roanoke County was 1992 and totaled approximately $10 million. Capital Maintenance As the Committee noted during last year's review certain projects, at first glance, did not look to be suitable for inclusion in a capital program. These projects had the character of on-going repair and maintenance requests that should be provided for in operational budgets. With service levels expanding over time and operating budgets remaining relatively constant, capital maintenance has been deferred until the operational need became a capital need. The areas exhibiting the most need were library facilities and fire and rescue stations. 8 The addition of supplementary capital maintenance funds in the FY04-05 County budget was a significant stride in protecting the County's investments in facilities. The Committee strongly recommends additional allocations for capital maintenance funds to address facility upgrades and repairs to alleviate safety concerns and protect current capital investments. Long Range Capital Planning The CIP is an important component of a locality's overall planning process and should be developed in conjunction with the comprehensive plan, annual budget process, strategic plan and other long-range planning initiatives. By definition, the CIP is a multi-year plan used to identify (and prioritize) capital projects to be funded during the planning period. Currently, the County's capital project needs are accumulated, prioritized, and funding is identified for a small number of projects-primarily only in the current budget development year (Year 1 of the 5 year planning period of the CIP). To be an effective planning and financial management tool, the Committee recommends identifying potential funding streams for all projects that are presented as part of the 5 year plan; thus, establishing a fully-funded CIP rather than a wish list of proj ects that mayor may not be funded. While projects and financing sources listed in the CIP for years other than Year 1 are not authorized until the annual budget for those years is legally adopted, Years 2-5 serve as a guide for future planning and are subject to further review and modification in subsequent years as the environment at that time dictates. Land Banking Given the scarcity of available undeveloped land in Roanoke County, long-range planning methods should be employed (in conjunction with the Community Plan) to identify opportunities to purchase land where future public facilities can be located. Population shifts and demographic changes will cause alterations in the level and types of services our citizens will demand in the future and the County must be in a position to deliver these services. Land suitable for schools, parks, and other purposes (i.e. watershed protection) is being developed for other uses. The cost of land is also increasing quickly. Consequently, sites on which to build schools, conserve open space for recreation, and protect the watershed will become increasingly difficult to identify and increasingly costly to acquire. Land banking can be a responsible, cost- effective way to ensure that the public agencies acquire future sites under the most desirable terms, without operating under a burden of tight time frames. The concept of a land banking fund is to acquire land as soon as possible while the land is still available and relatively affordable even though it may not be needed for several years. With the use of land banking funds, the individual departments and their respective advisory or elected bodies would still be responsible for developing master plans, identifying potential sites that meet the master plan criteria, approving actual sites for acquisition, acquiring and managing the land, and eventually constructing and managing the facilities. While investments in real estate for future use produces few "short-term" benefits for public consumption, the possibility of realizing a current return on investment does exist. While land inventories are waiting for development of public infrastructure, alternative uses should be sought to generate income (leasing, fee-based recreational activities, etc.). This concept supports one of 9 the Committee's adopted Guiding Principles-to anticipate future facility and infrastructure needs to best leverage capital resources of the community. Departmental Master Planning Roanoke County has undergone significant demographic and service demand changes, and these changes are anticipated to continue into the future. These changes will have a direct effect on how and where services are provided to our citizens. In order to accurately anticipate the nature and extent of future capital needs, the Committee suggests (as it did last year) developing, or updating, master plans for some departments. Fire & Rescue, Libraries, and Parks & Recreation are departments that could greatly benefit from this undertaking. 10 Roanoke County CIP Review Committee Footnotes on Specific Capital Projects New Public Safety Center The new Public Safety Center was removed from the prioritization list due to the Board of Supervisor's appropriation of funds for the project. Note from the facilitator (Budget Director) For a project to be considered "approved" and thus removed from the Committee's scoring consideration, an appropriation of funds for that project must be made. 11 Appendix Roanoke County CIP Review Committee Goal & Objectives Committee Goal The CIP Review Committee is a collaborative group established to evaluate and prioritize identified capital projects from a community perspective based upon countywide priorities articulated by the Board of Supervisors. Committee Objectives 1. To be acquainted with the history of the County of Roanoke's Capital Improvement Program and the proposed process for the development of the CIP. 2. To become familiar with countywide capital needs identified by department heads through the review of proposals, participation in site visits, and interviews as needed. 3. To evaluate submitted capital projects based on criteria that support the County's mission and guiding principals. 4. To make recommendations on capital priorities for the Board of Supervisor's consideration by January 2005. Al Roanoke County CIP Review Committee Project Evaluation Criteria Providing effective and efficient services and improving the quality of life of its citizens is the County of Roanoke's mission and the foundation of the Capital Improvement Program (CIP). The Capital Improvement Review Committee has identified the following Guiding Principles for evaluating and prioritizing capital project requests in making recommendations to the Roanoke County Board of Supervisors. These principles are based on the stated priorities and approved plans of the Board of Supervisors. These principles are presented in no particular order of importance, as individual perspective will influence the relative value of each principle when compared to one another. The Guiding Principles are as follows: · Provide effective and efficient governmental services to the citizens. · Enhance public health, safety, and/or welfare issue(s). · Promote the safety and security of our citizens while at home, at work, and at play. · Consider solutions that extend beyond the County's boundaries in meeting future challenges. · Use public investment as a catalyst for economic growth in a manner consistent with the Community Plan. · Safeguard the environment and natural beauty for present and future generations. · Maintain and sustain effective land use planning. · Maintain or enhance cultural, recreational, educational, and social opportunities for all citizens. · Protect existing investment in facilities and infrastructure that are vital in delivering fundamental services to our citizens. · Anticipate future facility and infrastructure needs to best leverage capital resources of the community. · Comply with applicable state and federal mandates. A2 Roanoke County CIP Review Committee Evaluation Scoring Factors Committee members scored each capital proj ect using a point range of 1-10 for each of the following factors: Improve Public Safety or Public Health: Does the project address public safety, life protection, health, and welfare issues that benefit our citizens? Does the project mitigate an existing or potential liability issue? Improve Public Quality of Life: Does the project directly address a major demand or meet a community obligation for cultural, social, educational or leisure services? Legal Requirements: Is the project required by law, regulation or mandate from local, state, or federal government? Economic Development Impact: Does the project directly or indirectly increase net community wealth/resources? Increases Tax or Fee Revenue: Does the project directly increase County's recurring revenues? Enhances Existing Services: Does the project maintain or enhance existing service levels that are at risk without the project? Benefit/Cost Factor: Does project implementation produce a community benefit that exceeds investment of resources or will the project generate resources/investments from outside sources (grants, donations, etc.)? Address Obsolescence: Does the project address requirements for asset replacement, due to age and wear, that supports essential services or addresses the need for a new or changing service demand? Investment to Reduce Future Costs: Will investment in the project reduce/contain increased expenditures at a future date? Extent of Service Area: Does the project benefit a large population (i.e. a project that benefits a larger population/area will have greater value than a project that benefits a smaller population/area)? Project Supports Existing County Plans or Policies: Is the project directly referenced in existing county plans or policies as a priority? Urgency of Need: Does the project meet an urgent need? A3 Roanoke County CIP Review Committee General Committee Comments In the process of evaluating proposals and subsequent discussions, the members of the CIP Review Committee commented on several ways to enhance the capital programming process. The following comments are not necessarily the consensus of the entire committee, but are important to be noted: · As the CIP continues to evolve as a meaningful planning tool for the County, it is important to constantly evaluate the components of the CIP to insure the right balance of information is utilized to facilitate effective decision making. For example, the current cost for a project to be included in the CIP is $50,000. There was discussion on the merits of raising this floor amount to $100,000-$300,000 to focus more on true capital items and away from maintenance and renovation needs (assuming capital maintenance is addressed). · The Board's approval of the policies for Major Capital and Minor Capital funding sources was a positive step in capital planning. It may be desirable to also look at grouping CIP projects in a similar fashion when evaluating and prioritizing capital needs. · When undertaking capital planning a broader, more qualitative, view must always be considered. What are these projects going to do to enhance the community (impact on neighborhoods and region)? Does this leverage future investments? What is the residual effect? Does it affect future economic, quality of life, or public safety considerations? There needs to be a broad, strategic vision for the community that guides decision making. A4 Roanoke County CIP Review Committee Committee Member Comments by Department/Project Community Development - GIS - New Color Scanner/Printer Average Total Score: 46.0, Level 4 · The product of this printer can be provided by an outside service... the county can sell prints to those that need to order them, but the supplies for these plotters are expensive and I don't think the county is in the print making business. Community Development - GIS Phase II - Integration Average Total Score: 60.0, Level 2 · Seems extremely beneficial to public safety. · Funding for this project should be shared by the Water Authority and the County School System. · This project is not initially eye-catching, but when one considers that this technology upgrade positively impacts multiple safety and service concerns within the county, it becomes clear that it provides great bang for the buck. Community Development - Regional Storm Water Mgt/Flood Control Average Total Score: 61.0, Level 2 · The monies allocated for this project over the next five years total $7,500,000. A portion of these funds will be used to apply for grants that could possibly greatly exceed the initial investment. The project is worthwhile and the funding mechanism provides solid bang for the buck. Community Development - VDOT Revenue Sharing Average Total Score: 74.0, Levell · Much road work is required in the County. · I consider the condition of community roadways to be a major indicator of the commitment that community has toward quality of life. Investing $500,000 annually that may be matched by VDOT shows great commitment. Economic Development - Center for Research Technology Average Total Score: 62.0, Level 2 · I'm excited to see money being spent to attract good jobs/businesses to our area. · The consideration of the CRT as site for the Regional Jail suggests that funding of the CRT be re- evaluated. If this development is considered for uses other than what it was originally designed for, the funding should be reduced until such time that the County decides how it wants to use the CRT. · The CRT must maintain physical and financial readiness to act swiftly when opportunities arise to attract new businesses. Its location close to 1-81 and a major research university bode well for the future. Continued investment is needed to help the CRT maintain viability. · The CRT is an important component for the growth and sustainability for Roanoke County and surrounding communities. · The continuing development of CRT is important to the future of the county's growth and stability. Fire Rescue - Back Creek Station Addition Average Total Score: 57.0, Level 3 · There is an incredible need for space at this station. · Would reduce load on Cave Spring Station. Fire Rescue - EMS Data Reporting System Average Total Score: 72.0, Levell · It's a no brainer....spend $145,000 this year, continue to get $300,000 each year. Don't spend the 145K, then you lose $300k/year. · Why not purchase a few devices as a test project to see how they perform before an all-out investment. A5.! · Will save County money - has a short payback time. · If the potential gain from this project is indeed $300,000 annually, a one time investment of $145,000 seems prudent. · Completion of this project should produce revenue for EMS services. Consider designating all receipts above a floor amount to fire station improvements. · Since this project collects more money than it costs, it should be a no brainer. · Medicare guidelines are very strict in accordance to reimbursement for ambulance transport of senior citizens. According to the billing company about 70% is denied from Medicare due to the fact other modes of transportation are available. Before proceeding the benefit and cost of outsourcing should be investigated. Fire Rescue - Hanging Rock New Station Average Total Score: 56.0, Level 3 · Area in most need. · Instead of a new station at Hanging Rock, expansion of the station at Mason's Cove should be explored. · This project, if not funded, will become and urgent need project before much longer. Fire Rescue - New City/County Co-Staffed Station Average Total Score: 62.0, Level 2 · With Hollins fIfe dept responding to more calls than any other station it makes sense to partner with the city to provide better protection to this area. It's cost effective, both to partner with the city and to leave the Hollins staff in their area so they are able to respond to calls in a more timely manner. · First priority would put this project as part of a land bank purchase. More research seems necessary on this station proposal. · Would be nice to have - present system is working. · Cooperative ventures with neighboring municipalities should be pursued whenever possible. · Partnering with Roanoke City reduces the cost of a new station. · Roanoke County needs to be ready to move on this project whenever the city is ready. · While I don't believe that this proj ect is urgent now, it will be later when it costs a lot more. Fire Rescue - New Oak Grove Station Average Total Score: 58.0, Level 3 · By the year 2007 the Oak Grove station would be serving hundreds of new homes in that area. Project would be extremely beneficial to those new homeowners. · Would reduce response time - but not in line with the cost. · Is a joint proj ect with Roanoke City a possibility in this area? · This project, ifnot funded, will become and urgent need project before much longer. · Consider a county/city station. · It should be explored as to whether this station could be a joint city/county station due to the close proximity to the city. Fire Rescue - Station Fuel Control System Average Total Score: 49.0, Level 4 · Good project ifmore money was available. · Abuse of current procedures are non-existent. Fire Rescue - Station Renovations Average Total Score: 55.0, Level 3 · No doubt these things need to be done. It would seem that, at some point, the county would begin looking at spending money to maintain their buildings. Firemen, volunteers, and workers should not be asked to live in some of the conditions we saw. · Must maintain what we have. · Would like to have seen a break down of each station's renovation needs and their priority given by EMS Chief. Many of the renovations are actually maintenance items. A5.2 · This project consists of a multitude of smaller maintenance items at fire stations around the county. Some would not likely qualify as a capital improvement project were they not combined. · These projects should be completed as maintenance issues from a continuing maintenance fund. Without the maintenance fund, they must be completed as CIP projects whose scores don't reflect the need. General Services - New Garage at Kessler Mill Road Average Total Score: 77.0, Levell · It would be impossible to not see the need for this project. · I believe in a new garage versus farming out our vehicle problems. · Every department in County depends on this garage - should be large enough to service the 600 vehicles the County owns. · The existing garage appears to violate OSHA regulations for workplace safety. It frankly amazes me that county vehicles are serviced as well as they are given the significant garage limitations. A new garage consisting of 14 bays would provide the capacity to service fire and solid waste vehicles that now are outsourced. It is estimated that this might save $100,000 to $200,000 per year. The county depends heavily on vehicles to administer county business efficiently and safely. In my opinion, a new garage should be one of the top three projects considered. General Services - Recycling Trailers Average Total Score: 54.0, Level 3 · A public/private partnership might advance this project. · Recycling enhances the environment, a benefit to all county residents. A cleaner community also makes it more attractive to outside interests. All in all, investment in this project makes good ecological sense. General Services - Renovations to Service Center Average Total Score: 53.0, Level 3 · Again, this seems like a more of a maintenance project but these things need to be done. · Some monies need to be implemented to bring codes up to date! · Project should be combined with new County garage. · There is little doubt that the Service Center on Kessler Mill is in disrepair. I fear that investing funds on building repairs will be a very temporary fix. It is an old building not designed for its current purpose. I support the razing of the current facility and construction of a new, smaller, more efficient facility on the hill behind the current location. · The possibility of building a new center vs renovating the current center should be examined and evaluated. Greenway Development - Mudlick Creek Greenway Average Total Score: 54.0, Level 3 · There seems to be a desire to fast track this project in order to "piggyback" onto a VDOT roadway project. Adjoining landowners to this project have not been notified nor involved in this project. Public involvement must be included. There is also a potential for misuse of this greenway due to a portion of it being remote, in regards to visibility from roadways. · This greenway project carries a higher price tag and involves several engineering challenges. There is currently less grant money dedicated to the project. These factors make this greenway project slightly less attractive than the Roanoke River Greenway. Greenway Development - Roanoke River Greenway - East Average Total Score: 57.0, Level 3 · Unfortunately, Greenways do not score well within the current rating scheme. However, there is little doubt that a comprehensive system of greenways in the Roanoke Valley would make our community a highly desirable place to live and work. Continued investment in this process is vital. Information Technology - Disaster Recovery Hot Site Average Total Score: 54.0, Level 3 · I don't think this is the right approach for this issue. A5.3 Information Technology - Replacement of HPI3000 Average Total Score: 68.0, Levell · Do we really have a choice? · Must stay current. · This project supports systems purchased in fiscal year 2004/2005. Information Technology - Voice Over IP Average Total Score: 48.0, Level 4 · Voice Over LAN using IP will benefit the county residents. I'm not sure that V oIP will have as much a benefit because the service is still in the hands of companies that may be short lived. Library - Bent Mountain Library Expansion Average Total Score: 57.0, Level 3 · Scoring does not accurately reflect the benefit to this community. Due to it's location in the County, Bent Mountain residents receive a disproportionately lesser amount of County services than other communities. Funding for this project should be given weighted consideration. Library - Circulation Self-Checkout System Average Total Score: 54.0, Level 3 · Will reduce the number of personnel needed. · Although the savings in staff hours would be beneficial, and would allow for re-assignment of staff to other branches that have staffing shortages, the core needs of the library must first be addressed and met prior to advancing this proj ect. · The operating costs that average $15,000 per year seem a bit high. However, freeing up employees to help visitors somewhat offsets these costs. Library - Glenvar Library Expansion Average Total Score: 63.0, Level 2 · The scoring of this project does not accurately reflect the need. One key issue is that the current facility is not ADA compliant. Additionally, residents in this section of the County are not in close proximity to a number of other County services. We must work toward establishing some parity in the services we provide to each area of the County. Instead of fees for usage of conference rooms, perhaps we could encourage civic groups and businesses to contribute to this proj ect and dedicate these rooms to that group ( or their designee). Library - Mt. Pleasant Library Relocation Average Total Score: 61.0, Level 2 · If the project gets funded please don't put yourself in a position where you need more space in a couple of years. · Several issues are involved in this project. Non-compliance with state standards is a severe understatement. The current facility does not meet the needs of residents in regards to availability of materials and hours of operation. Residents in this area of the County are not in close proximity to other County services, therefore the project is also an issue of equitable distribution of taxpayer services. A new library would enhance the resources available to our school children and serve as a focus of the community. Meeting rooms would also provide an opportunity to serve as a satellite location for adult continuing education classes. Corporate sponsorship is not a consideration, as this area of the County has been primarily used for residential development. Site selection is an issue. Recommend that considered sites be north of Back Creek / Rt 116 Bridge. Any locations south of this point would require citizens to traverse Windy Gap Mountain. This would also be a concern in a joint venture with Franklin County, as it's residents would be subjected to the same dangers when traveling. This project should remain a high priority. Library - South County Library Average Total Score: 71.0, Levell · It seemed that all the libraries we looked at were in need of space. · A library that is so heavily used by county and city residents yet undersized and understaffed needs to be replaced. Is a strong force for relocating businesses and families. This facility must have top priority in landbank purchasing. A5.4 · One of the most used facilities in County - must be enlarged to meet County needs. · South County Library is currently the main distribution center for our library system. This distribution activity could be transferred to another branch that might have somewhat better accessibility and a little more space. Parking space is limited and might deter some from using the library. Expansion is needed, not only for books, but to comply with fire code for occupancy numbers. · The need for a library headquarters is obvious. The sooner this project gets off the ground, the more money will be saved on engineering and construction costs. · Consider leasing available retail property. Could combine with South County Police Precinct and/or Oak Grove Fire Station. Library - Vinton Library Renovation Average Total Score: 59.0, Level 3 · Handicap accessibility remains a problem at this library as does several safety hazards (both for staff and patrons). ADA issues could be a potential liability. A joint venture with Vinton might be the only way to advance this proj ect and should be discussed. Parks & Recreation - Brambleton Center Average Total Score: 61.0, Level 2 · Again, the county needs to address maintenance/upkeep issues that seem to be popping up with many different projects. · Used by large number of County citizens - must be kept in good repair. Parks & Recreation - Brookside Park Average Total Score: 60.0, Level 2 · I believe that this park should be placed in a high priority status as there is no handicap access. There is no way for someone who is in a wheel chair to access the park and there is no way for our mowers to access the park unless they go through a creek or up stairs. · There should be an annual maintenance fund for these kinds of projects. Parks & Recreation - Burton Softball Complex Average Total Score: 59.0, Level 3 · There should be an annual maintenance fund for these kinds of projects. Parks & Recreation - Camp Roanoke Average Total Score: 54.0, Level 3 · The possibility of this park being used as a tourist facility is not consistent with protection of municipal water supplies. Will the Water Authority place restrictions on Spring Hollow to follow guidelines set by the Office of Homeland Security? · The camp produces income for the county that goes against the expenditure. It is a great experience for the children of Roanoke county and provides employment of county teens during the summer. Parks & Recreation - Family Water Park Average Total Score: 48.0, Level 4 · Seems like a great idea for Roanoke! · Why not have a park that charges a fee and brings more revenue into the community. · Nice - but not necessary. · If it was a destination attraction, it could add to tourism in the area, as well as pay for itself. Parks & Recreation - Garst Mill Park Improvements Average Total Score: 70.0, Levell · This needs to be addressed as soon as possible. · The erosion problem needs immediate attention before investment in "park" type programs. · In order to effectively correct problems and meet park needs, the stream bank erosion should be a separate CIP project. However, when combined with other park maintenance needs, this project scored lower than I anticipated. · Creek bank erosion at Garst Mill Park is jeopardizing the busiest park in the county and it gets worse with A5.5 every heavy rain. Repairs need to start while there is something to repair. Parks & Recreation - Goode Park Average Total Score: 54.0, Level 3 · I like the fact that we're improving a Greenway and a park all at the same time. · There should be an annual maintenance fund for these kinds of projects. Parks & Recreation - Green Hill Park Phase III Average Total Score: 55.0, Level 3 · Amphitheater should be a separate CIP project. · There should be an annual maintenance fund for these kinds of projects. Parks & Recreation - Hollins Park Average Total Score: 52.0, Level 4 · There should be an annual maintenance fund for these kinds of projects. Parks & Recreation - Northside High Tennis Court Restoration Average Total Score: 49.0, Level 4 · Partnership with Roanoke County Schools is preferable. · There should be an annual maintenance fund for these kinds of projects. Parks & Recreation - Parks & Recreation Land Bank Average Total Score: 64.0, Level 2 · Extremely happy that the board and the departments are addressing land banking. · There should be more land banking done for all facets of county needs! · The county needs to look at land banking for many areas, not just Parks and Recreation. It would be beneficial to libraries, schools, fire and rescue, and police. · Land banking should be a top priority before it's too late. Parks & Recreation - Spring Hollow Park Average Total Score: 46.0, Level 4 · There should be an annual maintenance fund for these kinds of projects. · Should we open up our water supply with unlimited access to the public? Parks & Recreation - Starkey Park Average Total Score: 56.0, Level 3 · There should be an annual maintenance fund for these kinds of projects. Parks & Recreation - Stonebridge Park Average Total Score: 56.0, Level 3 · There should be an annual maintenance fund for these kinds of projects. Parks & Recreation - Vinyard Park Phase III Average Total Score: 51.0, Level 4 · There should be an annual maintenance fund for these kinds of projects. · Does the handicap trout fishing area increase County liability? Are we coordinating with the Virginia Dept of Game and Fisheries? Greenway project should be a separate CIP request. Parks & Recreation - Walrond Park Phase III Average Total Score: 55.0, Level 3 · Baseball under poor lighting seems to put the county at risk of a liability suit. · There should be an annual maintenance fund for these kinds of projects. Parks & Recreation - Whispering Pines Average Total Score: 56.0, Level 3 · There should be an annual maintenance fund for these kinds of projects. A5.6 Police - Bomb Disposal Unit Average Total Score: 49.0, Level 4 · If we must, we must. · State police have a unit in Salem. · Cost benefit ratio needs to be studied for cost to have someone else deal with the problem and the wait time for the response to a bomb threat · Joint venture with neighboring municipalities might be the only way to see this project advance. Police - In Service Training Facility Average Total Score: 48.0, Level 4 · If we as citizens look for good protection of our property and ourselves, law enforcement officers should be trained to the top degree. · Poor planning - should have been included in the Public Safety Building. · There are training facilities available - Cardinal Criminal Justice Academy - in the valley that Roanoke County can utilize for staff and community training. In addition, the proposed site of this building is remote and would not likely attract citizens to community programs. An alternate solution would be to add some space to the proposed South County Precinct to provide for fitness/training facilities for police officers. Community programs would also be more visible and easily accessible in the South County area. · A lot of volunteer work goes into this project. · The need for this project was created by the exclusion of a gymnasium at the new Public Safety Center. · While the need for this project is evident, there is some doubt as to this project's urgency. The district supervisor for this area is on record complaining about the police shooting range. Expansion of this facility does not seem to reflect the opinions of West County residents and their supervisor. Would like to see further study of this proj ect. Police - South County Police Precinct Average Total Score: 58.0, Level 3 · Perhaps the Precinct building could be constructed along with an existing building. Save money. · Not needed with new Public Safety Building. · A South County precinct would decrease response times to that area, but more importantly, Roanoke County Police would increase their community presence, a benefit that cannot be measured in dollars. · Should include a new police precinct as a part of other South County needs, i.e., Oak Grove Fire Station and 419 Library. Properties like the old Brendle's store at Tanglewood and the soon old Kroger's store at Cave Spring Comers could serve as a library and police precinct. Selling of the current 419 Library would fund many library improvements plus pay the lease at a new location for some time. · This project should have been addressed in the planning of the PSA project. · Having a station in south county would greatly benefit the citizens and the police. · Emphasis on a South County Precinct has been cited as a need to have public access to police information. However, we currently have an information office located in Tanglewood Mall. Police officers use laptops which helps maximize personnel resources. Wouldn't response times increase with additional officers on patrol? Police interaction needs for school age children are met through School Resource Officers. The Roanoke County Crime Prevention Office continues to generate criticism by neighborhood watch groups over the past year, a new precinct will not address this problem. Completion of the new Public Service Center in North County should be able to provide criminal investigation personnel with needed space for interviews, allow them to have ready access to resources, and have other officers on property should a need arIse. Public Safety - 800 MHz Radio System Upgrade Average Total Score: 75.0, Levell · Because this project enhances the ability of public safety personnel in Roanoke City and Roanoke County to communicate with one another, it should remain a top priority until completed. · Waiting on Roanoke City... not yet apriority. A5.7 Sheriff - Regional Jail Project Average Total Score: 89.0, Levell · Take advantage of the $ the state has to reduce the cost to Roanoke County tax payers. Has there been any consideration in using the current j ail and court as juvenile detention and juvenile court? · I support the building of a County regional jail as an utmost priority. Fewer men in a cell produces less agitation; perhaps better rehabilitation. There is too much fear generated by some of the public on it's location. It will probably be a visual and safety addition to the community. · All options should be explored - joining with other regional jails, etc. · Construction of a regional jail benefits Roanoke County, Salem, Montgomery County, and Franklin County. It will enhance public safety in all four jurisdictions by providing sufficient bed space to house dangerous offenders. It will also provide a possible source of income through housing prisoners from other agencies for a daily fee. Up to 50% of the cost of construction may come from the Commonwealth. Delaying construction until the next jail funding cycle could yield substantially higher construction costs. · Roanoke County should find as many partners as possible to share the overhead expenses of this project. There is no advantage to a Roanoke County only project.This project should proceed as soon as possible due to the extended time for planning, design and construction. Best case would put start up in three to four years. The need is now and will continue to increase. · Even though this project is being addressed, the process is just beginning and it should have been solved a long time ago. · Roanoke County must expedite this project. This request has been known for some years and prior Boards have failed to address the problem. Delaying the jail for 2 years will only cost taxpayers millions of dollars. A regional concept to help reduce the burden to Roanoke County is a sound approach and should not be abandoned. A5.8 Roanoke County CIP Review Committee Project Score Summary - Category Breakdown Sheriff - Regional Jail Project 89.0 General Services - New Garage at Kessler Mill Road 77.1 Public Safety - 800 MHz Radio System Upgrade 75.4 Community Development - VDOT Revenue Sharing 73.8 Fire Rescue - EMS Data Reporting System 72.3 Library - South County Library 71.1 Parks & Recreation - Garst Mill Park Improvements 69.8 Information Technology - Replacement of HP/3000 68.3 Parks & Recreation - Parks & Recreation Land Bank 64.3 Library - Glenvar Library Expansion 63.3 Fire Rescue - New City/County Co-Staffed Station 62.4 Economic Development - Center for Research Technology 62.3 Parks & Recreation - Brambleton Center 61.4 Community Development - Regional Storm Water Mgt/Flood Control 61.3 Library - Mt. Pleasant Library Relocation 61.0 Community Development - GIS Phase II - Integration 60.4 Parks & Recreation - Brookside Park 60.0 Library - Vinton Library Renovation 58.8 Parks & Recreation - Burton Softball Complex 58.7 Police - South County Police Precinct 57.8 Fire Rescue - New Oak Grove Station 57.8 Fire Rescue - Back Creek Station Addition 57.1 Library - Bent Mountain Library Expansion 56.9 Greenway Development - Roanoke River Greenway - East 56.6 Parks & Recreation - Stonebridge Park 56.3 Parks & Recreation - Whispering Pines 56.2 Fire Rescue - Hanging Rock New Station 55.9 Parks & Recreation - Starkey Park 55.8 Fire Rescue - Station Renovations 55.3 Information Technology - Server Replacement 55.1 Parks & Recreation - Green Hill Park Phase III 55.0 Parks & Recreation - Walrond Park Phase III 54.7 General Services - Recycling Trailers 54.2 Parks & Recreation - Goode Park 54.2 Information Technology - Disaster Recovery Hot Site 54.1 Information Technology - Enterprise Network Security 54.0 Library - Circulation Self-Checkout System 54.0 Greenway Development - Mudlick Creek Greenway 53.8 Parks & Recreation - Camp Roanoke 53.6 General Services - Renovations to Service Center 53.3 Parks & Recreation - Hollins Park 52.1 Information Technology - Computer Network Infrastructure Upgrade 51.9 Parks & Recreation - Vinyard Park Phase III 50.7 Community Development - GIS - New Server 49.0 Fire Rescue - Station Fuel Control System 48.9 Parks & Recreation - Northside High Tennis Court Restoration 48.8 Police - Bomb Disposal Unit 48.7 Information Technology - Voice Over IP 48.4 Parks & Recreation - Family Water Park 47.9 Police - In Service Training Facility 47.7 Parks & Recreation - Spring Hollow Park 46.2 Community Development - GIS - New Color Scanner/Printer 46.0 Information Technology - Lawson HR/Payroll Enhancement 44.3 A6 Roanoke County CIP Review Committee Project Score Summary - Cost Breakdown Sheriff - Regional Jail Project 89.0 General Services - New Garage at Kessler Mill Road 77.1 Public Safety - 800 MHz Radio System Upgrade 75.4 Community Development - VDOT Revenue Sharing 73.8 Fire Rescue - EMS Data Reporting System 72.3 Library - South County Library 71.1 Parks & Recreation - Garst Mill Park Improvements 69.8 Information Technology - Replacement of HP/3000 68.3 Parks & Recreation - Parks & Recreation Land Bank 64.3 Library - Glenvar Library Expansion 63.3 Fire Rescue - New City/County Co-Staffed Station 62.4 Economic Development - Center for Research Technology 62.3 Parks & Recreation - Brambleton Center 61.4 Community Development - Regional Storm Water MgtlFlood Control 61.3 Library - Mt. Pleasant Library Relocation 61.0 Community Development - GIS Phase II - Integration 60.4 Parks & Recreation - Brookside Park 60.0 Library - Vinton Library Renovation 58.8 Parks & Recreation - Burton Softball Complex 58.7 Police - South County Police Precinct 57.8 Fire Rescue - New Oak Grove Station 57.8 Fire Rescue - Back Creek Station Addition 57.1 Library - Bent Mountain Library Expansion 56.9 Greenway Development - Roanoke River Greenway - East 56.6 Parks & Recreation - Stonebridge Park 56.3 Parks & Recreation - Whispering Pines 56.2 Fire Rescue - Hanging Rock New Station 55.9 Parks & Recreation - Starkey Park 55.8 Fire Rescue - Station Renovations 55.3 Information Technology - Server Replacement 55.1 Parks & Recreation - Green Hill Park Phase III 55.0 Parks & Recreation - Walrond Park Phase III 54.7 General Services - Recycling Trailers 54.2 Parks & Recreation - Goode Park 54.2 Information Technology - Disaster Recovery Hot Site 54.1 Information Technology - Enterprise Network Security 54.0 Library - Circulation Self-Checkout System 54.0 Greenway Development - Mudlick Creek Greenway 53.8 Parks & Recreation - Camp Roanoke 53.6 General Services - Renovations to Service Center 53.3 Parks & Recreation - Hollins Park 52.1 Information Technology - Computer Network Infrastructure Upgrade 51.9 Parks & Recreation - Vinyard Park Phase III 50.7 Community Development - GIS - New Server 49.0 Fire Rescue - Station Fuel Control System 48.9 Parks & Recreation - Northside High Tennis Court Restoration 48.8 Police - Bomb Disposal Unit 48.7 Information Technology - Voice Over IP 48.4 Parks & Recreation - Family Water Park 47.9 Police - In Service Training Facility 47.7 Parks & Recreation - Spring Hollow Park 46.2 Community Development - GIS - New Color Scanner/Printer 46.0 Information Technology - Lawson HR/Payroll Enhancement 44.3 A7 ...... 1.0 (J \...." 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Years One and Two were used to conduct community meetings, engineering tests, and extensive planning. Year Three realized the actual construction and dedication of the initial 77 acres of the Center. Since that time a 24-inch water line was installed along Glenmary Drive into the park, and a 12-inch sewer line was extended along Glenvar Heights Boulevard into the lower perimeter of the park. The entrance road and connecting road cul-de-sac were graded, and paved with 1,500 linear feet of pavement enhanced by curb and guttering. A building pad was graded, a temporary front entrance sign was erected and landscaped, and a grand opening ceremony was completed. A designated road right-of- way to extend Dow Hollow Road into CRT as the main entrance to the park was approved by the Board of Supervisors. Further, a natural gas line extension was completed, and three-phase power was extended into the Center based upon the location ofNovozymes Biologicals. A storm water drainage engineering plan was initiated, and water and sewer lines were extended to the Novozymes site. The Paving of Corporate Circle was also completed based upon the location ofNovozymes. The reconstruction and paving of Glenmary Drive from Dow CRT was then completed as well as construction oft Landscaping Project and street lights and per Corporate Circle have been install din and construction of a regional The Industrial D nt ~ adjacent to the developing are development a oad to the main entrance of Drive Visual Enhancement the main entrance road and dividual sites located within Phase I Phase I is also under construction. cated twenty five acre parcel ge of Park nd creating a buffer between the ghborhood. This land can also be used for ow Hollow Extension. Since the prima ction management function has been moved from Economic Development to the Department ommunity Development, Economic Development's primary focus has become marketing with a portion of the capital budget designated for business recruitment and development related activities. It should be noted that Economic Development participates in the construction management function and plays a vital role in oversight, planning and implementation of the Center's development. Future construction and improvement plans include: * Design and construction of necessary regional storm water management facilities * Continuation of grading the individual sites within Phase I of the Project (along Corporate Circle) Ongoing maintenance of roadway and grounds including snow removal, mowing and care of vegetation * Additional landscaping enhancements along entrances and roadways * Utility extensions and additional street light installations as Glenmary Drive and Corporate Circle are extended * Preliminary design and construction of roadway extensions into future phases of CRT * Rights of way acquisition for the Dow Hollow Road extension * Preliminary design for the Dow Hollow Road extension Construction of the Dow Hollow Road extension FY2006-2010 CIP Economic Development Center for Research & Technology Marketing plans include: * Concentrated staff participation in regional organizations and programs such as the New Century Technology Council, the Roanoke Valley Alleghany Regional commission and the New Century Venture Center * Building more strategic relationships with developmental partners such as the RVEDP and VEDP. * Staff participation in marketing missions/trade shows for specific targeted industries * Emphasis on the existing business and retention program for expansion into CRT * Enhancement of proposals and presentations to clients with new tools such as the electronic business card (CD) * Strengthening the relationship with Virginia Tech and the Virginia Tech Corporate Research Center * Ongoing improvements to the Economic Development web site and marketing materials for use with prospective businesses * Marketing and utilization of the CRT Technology Zone, offering attractive incentives to qualifying companies Justification: This project has been identified as a priority e Roanoke County. Continued impro ts t development success of the p development is epe development ·th a qualified and funding sched identification 0 become availab nity development project in I to the County's preparedness and ceo The funding needed for park graduated plan of action for rastr re, r dways, and stormwater drainage. If intention to locate in the park, the development and adjust cording to the parameters of the project. In addition, n next to the park requires flexible funding as potential tracks The location ofNovozymes Biologicals to CRT is validation that this project is realizing the goals set forth by the Board of Supervisors when this project was initially approved. The Novozymes project represents a $12 million investment, the retention of 65 jobs, and the creation of a minimum of 25 new high paying technical jobs for Roanoke County citizens. The company has completed three corporate acquisitions within the past year, the construction of a new R&D/Administrative facility, and a 7,000 sq. ft. expansion onto the newly completed building. Phase II of their development is eminent and includes the construction of a new 85,000 sq. ft. manufacturing facility with an expected completion date of2006. Operating Budget Impact: Operational costs require annual budgeting for maintenance of Glenmary Drive and interior roadways due to VDOT's inability to perform maintenance road in a timely and suitable manner. Budgeting for the maintenance of landscaped public areas will continue to be included in future budgets. Cost and Efficiency Impact: This project will provide new tax revenue that will benefit Roanoke County in the future, in addition to providing well-paying jobs for our residents. 2 FY2006-2010 CIP Economic Development Center for Research & Technology Conformance with County Obligations: The Planned Technology Development District (PTD) approved by the Planning Commission and Board of Supervisors was applied to the CRT and included in the current revision of the 1998 Comprehensive Plan, addressed in the 1998-2000 Economic Development Strategy document and the Economic Development Five Year Business Plan 2001-2006. It also furthers the goals set forth in the Regional Economic Development Strategy, which was endorsed, by the governing bodies of all Roanoke Valley jurisdictions including Roanoke County. Funding Source: Recommended funding sources for this project would be General Fund operating revenue, state funds including VDOT industrial access funds, Governor's Opportunity Funds, or funds allotted at the discretion of the Board of Supervisors. FY2006 - 2010 Expenditure Summary 3 FY2006-2010 CIP Sheriff Regional Jail Project Description: The Sheriff's Office is in the initial stages of planning for a regional jail facility that will serve Roanoke County, the City of Salem, and the possibility of participation by two other jurisdictions. The scope of this project will change depending upon the location and the number of jurisdictions participating in the project and any future revisions to the state standards for the "Planning, Design, Construction and Reimbursement of Local Correctional Facilities." John Chambliss is currently chairing a jail committee which includes Roanoke County, the City of Salem, and the Counties of Franklin and Montgomery. These jurisdictions are presently taking part in a correctional study to determine present and future jail space needs. This study will be followed by a planning study designed to project the number and type of jail beds that will be needed. These studies are a requirement of the state for those jurisdictions seeking state reimbursement for jail construction. At this stage, we are only able to provide estimate costs as modifications to the scope of the project will affect the actual cost of the project and the physical plant will determine the staffing level. As this project progresses, revisions to this CIP will be necessary. This CIP is based on a 1993 Feasibility Study to Renovate and Add to the Roanoke County-Salem Jail as conducted by Hayes, Seay, Mattern & Mattern, Inc. and updated on December 19, 2003. As determined by this study, Roanoke County and the City of Sale need 444 jail beds for future jail needs. In the event of participation by two additional· is , a regional jail facility of approximately 650 beds will be required. Ag . ze of the ility will be based on a number of factors including if the jurisdiction· ed to opera heir local jails. The current Roanoke County-Salem Jail will be util or pr iaI ulatio The regional jail will be used for overflow inmat s in tes wi edical ental health, management concerns, etc.) oject be sed on the construction of a 650 bed regional jail fa ~, ~ of Salem and two additional jurisdictions. The estimated cost .ty inclu and, construction costs, escalation costs, equipment, and engineerin is $ ,495,625 ($100,000 per cell). The estimated total cost to Roanoke County is $16, fter deducting 50% state reimbursement and proportional share by other localities ). Justification: The basis for this project is simply that the Roanoke County-Salem Jail Complex is experiencing major overcrowding operating at 253% of its operating capacity which is expected to continue based on past trends. Inmate population has risen from 85 inmates in 1980 to an average of271 inmates (319% increase) during the first eight months of 2004. The Roanoke County-Salem Jail Complex opened in 1980 with a rated capacity of 108 inmates (108 beds) and does not have the capacity necessary to support the current or future incarceration needs of Roanoke County or the City of Salem. In order to accommodate this surging increase in inmate population, the jail is forced to house two inmates in a cell designed for one (one inmate sleeping on the floor). Additional inmates are sleeping on the floor of dayrooms, hallways, medical and special purpose cells, and in other non- secure areas where inmate housing was not intended, nor designed. The physical limitations of the jail have been exceeded to the point of creating logistical problems in attempting to provide required needs such as inmate supervision, staff and inmate safety, medical care, feeding or maintaining an effective inmate classification system. The jail has an average of 100 inmates a day who are deferred to community programs in lieu of incarceration in jail (Court Community Corrections, Home Electronic Monitoring, Community Diversion Program, etc.). To further manage the jail's population and as a temporary solution, the Sheriff has contracted jail beds with another jail facility. The overcrowding conditions, if allowed to continue, may affect the jail's ability to comply with the" Minimum Standards for Local Jails", the American Correctional Association Standards, as well as 4 FY2006-2010 CIP Sheriff Regional Jail Project other state and local laws and regulations. Operating Budget Impact: Most of the salaries required to operate the regional jail will be paid by the state. Since the County supplements the salaries for deputies, there are some reoccurring costs. Once the facility has been constructed (a one time cost), the operating costs of the jail (food, medical, maintenance, utilities, salary supplements, etc.) will be shared proportionally by each participating jurisdiction. Cost and Efficiency Impact: This project will not decrease the cost to the County of Roanoke, in terms of funding. However, the potential for the cost of liability should diminish significantly. The current overcrowding situation at the jail is causing serious strains on the physical plant, normal operations of the jail and on staff and inmates who must work and live in these crowded conditions. The current conditions hinder the delivery of services and routine duties that provide for a safe, secure and healthy facility (inmate supervision, staff and inmate safety, etc.). Reducing inmate population to a more manageable level will provide a safe and secure for secure environment for staff, inmates, and citizens, and should minimize the liability to the County. Conformance with County Obligations: This regional jail project will conform to Roanoke Co healthy environment for all citizens, staff, an . and resolve the critical demand for·· s i Roanoke County and other pa lng is Roanoke Coun proportionally tive to provide for a safe, secure and object of this project is to address and future correctional needs of Funding Source: Bond Issue an 50 reimbursement from the state and the balance will be shared rticipating jurisdiction according to their intended use of the facility. FY2006 - 2010 Expenditure Summary I Notes: Appropriations to Date Future Costs Beyond 2009 $25,197 None 5 FY2006-2010 CIP Fire & Rescue EMS Data Reporting System Description: The project would provide for a data reporting system that would enable the electronic transfer of EMS reports to meet federal and state reporting mandates, to improve billing process for ambulance transports, and for statistical analysis. This includes the purchase of software, hardware, training, and installation costs. Justification: Currently, information regarding EMS calls is completed by a written method and couriered to the fire administration office on a daily basis. Data entry is completed twice for each form and then forwarded to the Virginia Office of EMS to meet reporting requirements mandated by the State of Virginia. The same form is photocopied and the original form is couriered to the third party billing agency to generate the appropriate insurance claims for ambulance transport fees. Once this process is completed, the original form has to be returned to its originating agency. In addition, effective July 2004 the federal government's Medicare program instituted stringent requirements for submission of Medicare reimbursement claims. Roanoke County has the potential to loose approximately $300,000.00 per year if we are unable to electronically submit medical reports to Medicare. By implementing this system, data could be entered by the responders and transmitted electronically from the originating agency to the fire administration office for Me . mpliance, HIP AA compliance, and quality assurance issues. In addition, this inform . be electronically transmitted to the third party billing agency resulting in a more surance companies for the citizens and the electronic transfer of files irgi MS to meet their requirements. Operating Budget 1 Since this syst impact on the in place, there should be minimal Cost and Efficiency Due to the fede ment's Medicare regulation change, it is critical that Roanoke County implement an el ronic data collection system or face a drastic reduction in revenue collections. This system would greatly reduce the staff time currently expended manually transporting the original reports throughout the County and to the third party agency. Accuracy in both the statistics and billing areas would be improved. In addition, this capability would result in a reduction in the percentage charged by the third party agency for processing the bills. Conformance with County Obligations: This project is consistent with the goals and objectives of the Comprehensive Plan as listed on page 70, Strategy 1 and 3, Objective D in Chapter 4: Community Facilites. In addition, the state of Virginia requires electronic submission of EMS data along with the federal government's mandated Medicare and HIP AA compliance. Funding Source: Fee for Transport Revenues (000100-0335). 6 FY2006-2010 CIP Fire & Rescue EMS Data Reporting System FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 7 FY2006-2010 CIP Fire & Rescue New City/County Co-Staffed Station Description: Provide a new City/County co-staffed fire and rescue public safety building, including land purchase, in the area of Williamson and Hershberger Road (City of Roanoke). This would be a three-bay station to house a pumper, ladder truck, and an ALS ambulance. Also included would be adequate living areas such as offices, male/female sleeping/restroom/shower areas, storage areas, and meeting rooms. Justification: Roanoke County continues to see an increase in call volume in the Williamson, Hershberger, and Plantation Road corridors resulting in multiple calls that the current Hollins station unable to handle. Thus, response goals to this area cannot be met because of travel time from other stations who assist. By co-staffing and sharing expenses at this station with Roanoke City, Roanoke County will improve response times and increase service to the citizens of Roanoke County at a substantial reduction in operating costs. This station would also expand Roanoke City and Roanoke County's successful practice of co-staffing fire rescue facilities (Clearbrook, Regional Fire/EMS Training Center). Operating Budget Impact: The operating budget would still have to be addressed; staffin addressed in order to finalize plans. Completion of t . p expenses, however, at half of the normal rate e shared City. Initial construction costs wo be he norm rations will have to be ould result in increased operational ancial agreement with Roanoke costs. Cost and Efficiency Completion 0 Conformance with This proj ect is 70, Strategy 1 a s: ith t goals and objectives of the Comprehensive Plan as listed on page ective A and B in Chapter 4: Community Facilities. Funding Source: Bond Referendum 8 FY2006-2010 CIP Fire & Rescue New City/County Co-Staffed Station FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 9 FY2006-2010 CIP Fire & Rescue Station Renovations Description: This project will encompass major renovations and upgrades of Fire and Rescue Public Safety Buildings throughout the County. The work will include heating systems, window replacements, roof repairs and parking area improvements. The buildings included are Bent Mountain, Catawba, Cave Spring, Fort Lewis, Hollins and Masons Cove. Due to difficulties in continued operations, this project is requested to be on-going over several years with bids for similar work (HV AC, concrete and bay doors) to include all sites to realize a cost savings. It is the goal of the department to continue the work over a multi-year period where vehicles and/or staff could be temporarily relocated to accommodate the work and still continue to provide services to the public. Fire and Rescue is working with General Services to coordinate the renovations and to facilitate multi-location bids for the most efficient use of funds. Justification: The Bent Mountain and Catawba Stations were both built and opened in 1980. While routine maintenance has taken place, neither building has undergone any major repair or renovation since the initial construction. The replacement of the "through the wall" HV AC system and windows will update obsolete, inefficient systems. Major concrete and asphalt repairs are also needed on the exterior. In addition, areas of the initial pre-fab construction t begun to rust need repairs to prolong the life of the facility. These would be the fi ings receiving work. Masons Cove, while having had s and the facility needs have inc generator alon ater need for a sma dit sleeping quart ho supply more e ali ed significant growth in the area The electrical system and backup replacements necessary. There is a the e ing bIding on the back side to update ee rsonnel. The completion of this addition would evening personnel. Hollins, Fort L ave Spring stations have all had some work completed since the original construction bu e still in need of repair/replacement of essential systems due to the high traffic and call volume. Restrooms, HV AC systems and some roofing areas necessitate work to remain both functional and efficient. All of the above would receive some cosmetic repair (painting) in any areas where other work to upgrade systems was performed. Additionally, each site would have significant work performed on the bay doors to include seals and switching units. This should assist in reducing utility costs at all locations. Operating Budget Impact: The overall operating need should slightly decline due to more efficient systems being utilized. Cost and Efficiency Impact: The overall efficiency will improve at each site due to more efficient system use and result in lower utility costs at each site renovated. Conformance with County Obligations: This project is consistent with the goals and objectives of the Comprehensive Plan. 10 FY2006-2010 CIP Fire & Rescue Station Renovations Funding Source: General Operating Budget Revenues FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 11 FY2006-2010 CIP Fire & Rescue New Oak Grove Station Description: Provide a new fire and rescue public safety building, including land purchase, in the Oak Grove section of the Cave Spring area. This would be a three-bay station initially to house a pumper and an ambulance. Also included would be adequate living areas such as offices, male/female sleeping/restroom/shower areas, storage areas, and meeting rooms. Justification: This area is undergoing rapid development and the response times to calls in this area are increasing due to the demographics of the population. This facility would serve the general areas of Oak Grove, Hidden Valley, Fairway Forest and Grandin Road Extension. These areas would then be under the six- minute response time goal instead of the current 6-10 minutes. As this area is further developed, this response time is and will continue to increase. All of the above mentioned areas are within the Cave Spring first-due district, which is our second busiest station. This station could also provide second-due back up coverage to the Cave Spring, Fort Lewis, and Mason's Cove stations thus reducing the time for arrival on the scene of an emergency. This could also include a mutual aid response agreement with the City of Salem and Roanoke City or a possible joint-staffing agreement similar to that at Clearbrook. siderations will have to be are shown. Costs could possibly be tab lished. Operating Budget Impact: The operating budget would still addressed in order to finalize shared with an .ty s Cost and Efficiency Completion of . reduction of reaction/response times to the citizens. Conformance with This project is c nsistent with the goals and objectives of the Comprehensive Plan as listed on page 70, Strategy 1 and 3, Objective A and B in Chapter 4: Community Facilities. Funding Source: Bond Referendum 12 FY2006-2010 CIP Fire & Rescue New Oak Grove Station FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 13 FY2006-2010 CIP Fire & Rescue Hanging Rock New Station Description: Provide a new fire and rescue public safety building, including land purchase, in the area ofl-81 and Route 419. This would be a three-bay station initially to house a pumper and an ambulance. Also included would be adequate living areas such as offices, male/female sleeping/restroom/shower areas, storage areas, and meeting rooms. Justification: This area is undergoing more development and the response times to calls in this area are increasing due to traffic. This facility would serve the general areas of Red Lane, Laurel Woods, Loch Haven, Montclair, Glen Cove, the backside of North Lakes and the 1-81/419 area to include Cove Road. These areas would then be under the six-minute response time goal instead of the current 7-12 minutes. This station could also provide second-due back up coverage to the Fort Lewis, Mason's Cove, and Hollins stations thus reducing the time for arrival on the scene of an emergency. This could also include a mutual aid response agreement with the City of Salem and Roanoke City or a possible joint-staffing agreement similar to that at Clearbrook. Operating Budget Impact: The operating budget would still have to be addressed; staffin addressed in order to finalize plans. The approximat il shared with another locality should ajoint-sta eement b rations will have to be are shown. Costs could possibly be stab lished. Cost and Efficiency Impact: Completion of . response times to the citizens. Conformance with This proj ect is 70, Strategy 1 Funding Source: Bond Referendum FY2006 - 2010 Expenditure Summary I Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 14 FY2006-2010 CIP Fire & Rescue Station Fuel Control System Description: This project would provide for the installation of an automated fuel technology at all fire and rescue stations. Justification: Currently, the fire and rescue stations do not have fuel security/control/accountability technology on the station fuel pumps. Fuel is manually tracked and monitored by an individual usage honor system. The use of pen and paper is utilized to track the usage of fuel. This facilitates the loss of accountability due to incomplete documentation on the fuel tracking sheets. By implementing this project, the fuel will be tracked via a computer technology system and accountability will be maintained by individual apparatus. In addition, there will be the added benefit of tracking odometer readings for each apparatus to schedule preventive maintenance. This would also perpetuate the possibility of generating reports from the system for projections and future planning. The main goal is to help control and monitor fuel usage and equipment maintenance. Operating Budget Impact: The impact would be for monthly networking costs for each station. These annual projections are shown. cy by offering more monitoring apparatus due to performance of Cost and Efficiency Impact: The implementation of this syste capabilities for fuel consumpt preventative m . on s Conformance with This proj ect is 70, Strategy 4 i Funding Source: General Operating Budget Revenues FY2006 - 2010 Expenditure Summary I Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 15 FY2006-2010 CIP Fire & Rescue Back Creek Station Addition Description: This project would provide an addition of apparatus bays to the Back Creek station. Justification: At the time this station was constructed, the station's scale was sufficient for effective operations. Since that time, two large subdivisions were built and a third large subdivision is in the planning stages. Due to these increased service demands and developments in the area, additional facilities for the stations are required. As the call volume in this area increases, demands for the existing apparatus are approaching the maximum capacity. Response requests will soon be at a level to warrant this expansion. Expanding the station will position the department to meet these increased citizen needs. Back Creek covers a growing area and provides assistance to Bent Mountain and Cave Spring stations. Operating Budget Impact: We estimate a small increase in the utility operating budget. Cost and Efficiency Impact: Completion of this project will improve the reaction/response times to the citizens in the Back Creek area by allowing for additional apparatus to be housed at the s· r response to emergencies. prehensive Plan as listed on page Conformance with County Obligations: This project is consistent with th 70, Strategy 1 and 3 in Chapte . om Funding Source: General Opera I Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 16 FY2006-2010 CIP Police South County Police Precinct Description: This project will provide for the building of a new Police Precinct building in South Roanoke County. The new building will meet the increasing demands on the Police Department to provide close, available police services to the citizens of south Roanoke County. Presently, all police operations are centered at the Public Safety Building on Peters Creek Road. The new building would provide space for patrol officers, criminal investigations personnel, and supervisors. The new building will be connected to all of the County's Information Technology systems, allowing police to conduct business from the new building without having to use Peters Creek Road as their origination point. A new facility built to accommodate a south Roanoke County Police precinct has a projected size of 2000 square feet. Justification: The strong growth that Roanoke County is experiencing is paralleled by demand for additional police services. Over the past four years the Department has experienced a 41 % increase in calls for service in south Roanoke County. This increase is continuing. Calls for service for south Roanoke County through July 2003 already equal 61 % of all south side calls for service for 2002. The presence of a police precinct building will afford officers the means to be close to the citizens they serve, while allowing them full access to Department information without I . outh County. This will enhance the overall delivery of police services with improved p es and the maximization of personnel resources. The location would pro . tened 0 rtunities for south County communities and Police interactio Operating Budget 1 The operating electric, gas, $4,260 per yea included after t s is est ted 3,540 per year, which includes budget impact for years 3 and 4 is estimated at ated at $5,320 per year. Maintenance costs are Cost and Efficiency act: This project will, after initial cost for construction, serve to lower costs to the County due to new construction using resource saving and environmentally sensitive materials and equipment. The County is committed to ISO 14001 compliance. A new building would be in line with that commitment. Overall efficiency will increase with the ability to expand based on recognized building occupancy standards. Overall efficiency would increase with the presence of Police personnel stationed in south Roanoke County. Conformance with County Obligations: The County of Roanoke's Community Plan supports this project. The Community Plan recognizes that the level of service provided by the Police Department is a significant factor in the quality of life enjoyed by the County's residents (page 68). The Community Plan endorses the provision of the necessary resources to the Police Department to meet the existing and projected needs of County residents (page 69). Funding Source: Bonds 17 FY2006-2010 CIP Police South County Police Precinct FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date Future Costs Beyond 2009 $0 $5,320/year for maintenance & utilities 18 FY2006-2010 CIP Police In Service Training Facility Description: This project will provide for the construction of an In Service Training Facility for Police Department employees. There is a substantial need for access to a training facility for our officers and other employees. The current public safety center offers limited space for classroom training and there is no space allotted for physical training. The plans for a new public safety center exclude a gymnasium area. The Police Department has experienced growth in total number of officers and this growth will continue. As in all other ventures, the Police Department must have a vision of the future and training is always of paramount concern. The proposed construction would include the excavation of property that is already owned by the County of Roanoke and the erection of a steel building on this property. The building would allow a 100' x 50' area for classroom use and a 100' x 50' area for a gymnasium. Justification: As the Police Department grows and the demands of the profession change, there is a demand for training that changes also. Our officers are required to be trained in all facets of police work and this training demands a facility that is acceptable. The proposed site for this building is adjacent to both the Roanoke County / Roanoke City firing range as well as the Laurel Mountain Driving Center. The construction of this building would secure a facility suitable to professional training for Roanoke County police officers for many years to come. Physical dem ur officers today are substantial. This facility would afford our officers a p to attain the physical condition that allows them to perform their duties at a much· evel of e iency and a safer manner. Operating Budget Impact: The operating includes the er excavation, an utilities is $5,5 d to be $147,024. This total rlor co ructi n, the machinery needed for ation. The projected yearly cost for the building Cost and Efficiency The Roanoke C nty Police Department is an extremely proficient and professional organization. In order to maintain this level of performance and expand into the future, it is the responsibility of the current administration to offer the training that is required to attain future goals in the law enforcement field. This building would be a tremendous step towards the future with regards to training. Ultimately, the overall efficiency of the County as an organization would benefit from it's Police Officers receiving the training needed to deliver service to the community at a peak level. Conformance with County Obligations: All obligations with regard to compliance with current plans, policies, and legalities will be thoroughly investigated and complied with prior to any construction beginning. Funding Source: General Operating Revenues 19 FY2006-2010 CIP Police In Service Training Facility FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date Future Costs Beyond 2009 $0 $675//year for minor maintenance and electricity. 20 FY2006-2010 CIP Police Bomb Disposal Unit Description: The creation of a bomb squad will both enhance and expand the Department's ability to provide services and increased safety to the citizens of Roanoke County. The establishment of the bomb squad requires the purchase of equipment necessary for officer protection, bomb detection equipment, bomb disposal equipment, and an explosives storage facility. Officer protection involves bomb suits, shields, helmets and other associated equipment. Bomb detection equipment includes a portable x-ray machine and a bomb robot. Bomb disposal is accomplished through a containment trailer. The Federal Department of Alcohol, Tobacco, and Firearms regulates the storage of explosives required in the disposal of bombs and suspected suspicious objects. Justification: The still recent tragedies of September 11 th., Columbine and others heightened awareness of the need to be able to respond quickly, efficiently, and effectively to all bomb threats in the Roanoke County community. The Department has responded to 9 residential, 51 commercial, 3 governmental, and 38 school bomb threats since November 1991. After providing an initial response, the Department is dependent upon the Virginia State Police should any suspiciou . be located. The Virginia State Police are responsible for bomb responses to 13 coun· . h no fault of their own, their other responsibilities could result in a significant ti r respons Time is a critical factor in bomb investigations. Delayed response nIt i I fened po tial for injury to persons or property. The ability to respo Polic fficers to the scene of a suspicious object eliminat . ing ngers ociated with waiting, and will enhance the 0 en serv ces provided to the citizens of Roanoke Coun Operating Budget l The cost of a n the operation 0 to transport personnel and equipment and the normal costs associated with vehicle. Cost and Efficiency Impact: This project will improve the overall safety for Roanoke County schools as well as all County residents. The ability to respond Department personnel without being dependant on other agencies will improve the Department's overall efficiency. Conformance with County Obligations: The creation of the Bomb Unit requires compliance with Federal Law regulated by the Department of Alcohol, Tobacco, and Firearms. Funding Source: General operating revenues / Grant (s) if available. 21 FY2006-2010 CIP Police Bomb Disposal Unit FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date Future Costs Beyond 2009 $0 $1 ,500/year for maintenance 22 FY2006-2010 CIP Public Safety Public Safety Center Description: The project is the development of a new 911 Emergency Communications Center including an Emergency Operations Center and space for the Information Technology Department. Options to be considered also include all administrative space for the Police and Fire and Rescue Departments, as well as replacement or relocation of the main equipment for the emergency radio system. Justification: The current Public Safety Center was originally opened in the mid-1980's. It is located in an old school building originally constructed in 1939. The facility is inadequate for modem technology upgrades due to space limitations and electrical system shortcomings. The roof has had recurrent leak problems in the area that houses the emergency radio system and other information technology equipment. The facility has limited parking for current tenants and no room for expansion of existing structure and/or parking lot. Although the facility has served the County well over the past two decades its design prohibits safe and efficient emergency communication operations. The Board of Supervisors has recognized the need for upgrading the facility and has authorized the County Administrator to accept and review proposals to replace the facility under the Public Private Education Facilities and Infrastructure Act (PPEA) process. T ty expects to receive several preliminary proposals from competing firms and co t s of these proposals in the fall of 2003. operating budgets is to be Operating Budget Impact: As the scope 0 determined. Cost and Efficiency This project wi pr the efficiency of the Police, Fire and Rescue and Information Technology De , but it is vital to ensure that the long range emergency communications and public safety ne s of the citizens of Roanoke County are met. The development of a new Communications Center and space for the Information Technology Department will advance the counties technological capabilities to current market expectations. Conformance with County Obligations: This project was a top priority identified in the FY2004 - 2008 Capital Improvement Program plan and the authority to accept project proposals for review was granted to the County Administrator by the Board of Supervisors in May of 2003. Funding Source: As the cost for this facility is dependent upon the proposals submitted and the options included, the total cost for the project, as well as the specific funding source is to be determined. Proposals submitted to the County under the PPEA will contain preliminary cost information and possible funding scenarios. Early estimates are $15-25 million depending on the final project scope. 23 FY2006-2010 CIP Public Safety Public Safety Center FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 24 FY2006-2010 CIP Public Safety 800 MHz Radio System Upgrade Description: The costs for FY 2007-2008 are for Roanoke County's share (50%) of the total cost of the project totalling $22,660,345. The funds requested for 2005-06 are for an upgrade of the existing Radio System consoles in the Dispatch Center from Centracom Gold to Centracom Gold Elite. The funds requested for 2007-2008 are for a complete upgrade from an analog radio system to a digital system. It includes funds to replace the radio system infrastructure and subscriber field units. Upgrades completed in 2005-06 would continue to be utilized as part of this larger upgrade. Use of these funds is contingent upon approval and proportional funding by the City of Roanoke. Justification: The funds in 2005-06 will be utilized to replace the existing Dispatch Center Radio Consoles. These units, installed in 1996, operate on older style DOS PCs. The software is not designed to run on newer faster PC's and is not supported on those PCs. The units are no longer available from Motorola and expansion of the existing units, if needed, would be unava· he latest version available for this upgrade is Windows network based and would v y e management of these resources. By 2005-06 there will be further improvemen· echnolo available for this project. Again, this upgrade would prepare the Di ent digital r ·0 system migration. ogy, the current analog radio aae wi e a c ordinated effort with the City of enhance personnel safety. This upgrade will allow and the County while positioning us to upgrade Operating Budget 1 ct: Maintenance costs are shared on a 50-50 basis with the City of Roanoke through a contract with Motorola. Those costs have historically increased 2-3% each year. These improvements will not impact the maintenance costs beyond the annual 2-3% cost increase. Cost and Efficiency Impact: This project will simply keep our Regional Radio System up to date. It would provide the best radio coverage to our Police, Fire & Rescue, and other emergency/non-public safety agencies. Conformance with County Obligations: This project meets the County's overall objective of providing the best Public Safety response possible to County Citizens. Funding Source: General Operating Revenues 25 FY2006-2010 CIP Public Safety 800 MHz Radio System Upgrade FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 26 FY2006-2010 CIP Community Development VDOT Revenue Sharing Description: The Virginia Department of Transportation annually provides localities the opportunity to receive state matching funds for the construction, maintenance, and improvement to primary and secondary roads in the state's highway system. Justification: The Revenue Sharing Program allows Roanoke County working with VDOT to expedite needed safety and road enhancements and improvements that normally take many years to accomplish. Operating Budget Impact: Considerable staff time is needed to administer this program. Cost and Efficiency Impact: This program allows Roanoke County to utilize additional State funds to improve Roanoke County's transportation system. Conformance with County Obligations: The Revenue Sharing Program is identified in Charter 4 of th objectives of the Plan is to continue to maintain and at c plans base on consistent policies and criteria. mmunity Plan. One of the dary and Primary road improvement Notes: Appropriations to Date Future Costs Beyond 2009 $5,246,000 Annual 27 FY2006-2010 CIP Community Development GIS Phase II - Integration Description: This project provides ongoing conversion of Roanoke County's Geographic Information System (GIS) into a digital format and allows the most efficient access to this information. Phase II of the conversion provides computer hardware and software functionality to other departments at Roanoke County using our GIS. This includes integration of a mapping component with our E-911 Dispatch Center, School/Trash/E-911 vehicle routing, integration of all water, sanitary sewer and storm sewer systems into this digital model and the replacement of our Microfilm Management System with a Digital Image Management System. Justification: Water/Sewer/Stormwater Management System: The scope of this section includes integration of all water, sanitary sewer and storm sewer management infrastructure with our GIS. Currently, the Department of Community Development is converting to a different software platform with the implementation of our HP Migration Project. The Western Virginia Water Authority will take over infrastructure. The Storm water management· Ion is cu on of the Water and Sanitary Sewer tly in process. E-911/GIS Integration: A new Comput . year 2005-06. information fr urchase and implementation in the The Federal G location attribu 911 calls. Our these cellular calls. Tel mmunication Act requires cellular telephone companies to provide a e/Longitude) to the appropriate dispatch center for all cellular telephone E- Computer Aided Dispatch system will work with our existing base maps to locate School/Trash/E-911 Vehicle Routing: The scope of this section includes design and installation of vehicle routing software for school bus, trash and E-911 routing. It will automatically route these vehicles in the most cost effective and expeditious manner. The Community Development Department has completed the modeling of the street network. The Community Development Department is working with other County Departments to integrate this street network to route vehicles appropriately. Global Positioning System (GPS) Base Station: Most cellular carriers have decided to use Global Positioning System (GPS) technology to help with locating cellular telephone calls. GPS allows for quickly determining the location of a point anywhere in the world using satellite technology. Post processing of the digital information obtained by the GPS receiver is necessary to obtain the highest accuracy possible. This involves the use a second GPS receiver installed as a Base Station at a known location to process the two signals and verify the mobile GPS receiver's location. Currently, the County of Roanoke uses a site in West Virginia to post process our information. 28 FY2006-2010 CIP Community Development GIS Phase II - Integration Acquisition of a GPS Base Station will allow for instant processing of GPS location information. The Public Safety Team is working to provide mobile data terminals for our emergency service personnel. These data terminals will use GPS to help track the location of emergency service personnel at all times. The GPS Base Station will also assist the Community Development Department with day to day surveying work. Operating Budget Impact: Historically, the County of Roanoke's Geographic Information System impacts the Community Development Department's operating budget. The Public Safety Team has funding sources from the Telecommunication Act. Cost and Efficiency Impact: This project has already improved efficiencies in the Community Development, Utility, and Real Estate Valuation Departments. While the project will require funds to purchase hardware and software to integrate existing mapping components to the E-911 center it will provide more than enough safety and productivity gains to offset the funds spent. Conformance with County Obligations: Conforms to policies of the County's Comprehensive Plan. Technology and Communications section: The GIS i a enhance the quality of life in the Roanoke Va _or~aPi er 2 Vision Statements, goal to use the latest technologies to Notes: Appropriations to Date Future Costs Beyond 2009 $157,000 Annual Operating Costs 29 FY2006-2010 CIP Community Development GIS - New Color Scanner/Printer Description: Acquisition of a new high speed color scanner/printer to allow efficient scanning and printing capacity for our Geographic Information System and related digital orthophotos (aerial photography). Justification: Use and storage of digital information in Roanoke County's Geographic Information System (GIS) is increasingly placing a strain on our scanning and printing hardware in use in the Department of Community Development at the Roanoke County Administration Center. The existing high-speed copier in the Department of Community Development has been in use since July, 1998. It is a Xerox 8830 black and white full size scanner/printer. It has worked well; however, it has required frequent maintenance visits by the Xerox vendor and is showing wear. Due to improvements in technology, a color scanner/printer is available with full color, higher resolution scanning, and higher speed printing capabilities. The Department of Community Development also has a Hewlett Packard 1055CM color plotter which has been in use since July, 2000. This plotter provides high quality color prints of our GIS mapping products; however, its performance is becoming obsolete and ired frequent maintenance visits and will need to be replaced. The purchase of a new color scan allow full size color scanning, ting units in the department. It will ents at the County of Roanoke. Operating Budget Historically, th! Development c Information System impacts the Community Cost and Efficiency Access to the in rmation in our Geographic Information System has already improved efficiencies throughout the County. The purchase of new scanning/printing capacity will allow for high-speed printing and allow for the additional capability of full size color scanning. Conformance with County Obligations: Conforms to policies of the County's Comprehensive Plan. See Chapter 2 Vision Statements, Technology and Communications section: The GIS and related hardware is part of our goal to use the latest technologies to enhance the quality of life in the Roanoke Valley. Funding Source: General operating revenue or unallocated capital. 30 FY2006-2010 CIP Community Development GIS - New Color Scanner/Printer FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 31 FY2006-2010 CIP Community Development GIS - New Server Description: Acquisition of a new server to allow efficient storage of information in our Geographic Information System and related digital orthophotos (aerial photography). Justification: Roanoke County's Geographic Information System (GIS) is increasingly placing a strain on our server resources. The State of Virginia and the Cellular Telephone industry recently completed a re-flight of the entire State in color digital orthophotos for use with their cellular telephone location efforts. We received these new digital orthophotos in March, 2003 . We wish to provide access to this aerial photography on our Internet site. This will require the acquisition of a new server and the Environmental Systems Research Institute's ArcIMS software to provide this information. Operating Budget Impact: Historically, the County of Roanoke's Geographic Information System impacts the Community Development Department's operating budget. The Public Safety Team has funding sources from the Telecommunication Act. Cost and Efficiency Impact: Access to the information in our Geographic Inform . throughout the County. The purchase of new County of Roanoke towards our -Go has already improved efficiencies cessary to continue to move the net technology. Conformance with C Conforms to p cies of Technology an enhance the qu Funding Source: General operati revenue or unallocated capital. FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 32 FY2006-2010 CIP Community Development Regional Storm Water Mgt/Flood Control Description: Stormwater management will consist of the construction of projects identified in the Roanoke Valley Regional Stormwater Management Plan and the continuation of flood mitigation projects already underway in Roanoke County. Examples of projects are regional detention ponds, channel improvements, floodproofing, and purchase of flood prone properties. Roanoke County is in the second year of compliance with the Federal Clean Water Act. Justification: Roanoke County has committed to participating in a regional approach to stormwater management and floodplain management as indicated in the adoption into the comprehensive plan of the Roanoke Valley Regional Stormwater Management Plan. As witnessed in the flood of November 1985, the Roanoke Valley is prone to the devastating impacts of flash flooding and has suffered loss of life and millions of dollars in damages. Operating Budget Impact: Roanoke County currently budgets $700,000 annually for the purpose of maintenance of existing storm sewer and drainage facilities and the construction of a new storm sewer and stormwater management facilities. Two four-man drainage crews and a fu· rainage engineer are dedicated to this activity. ement Plan is a part of the Community Plan and is na objectives. Cost and Efficiency Impact: No impact. Conformance with The Roanoke consistent with Funding Source: The Code of Vi ¡nia allows for the collection of stormwater utility fees, General Operating revenues, bonds, and other sources. Roanoke County currently earmarks a portion of the motor vehicle decal fee for use in stormwater management and drainage maintenance. 33 FY2006-2010 CIP Community Development Regional Storm Water Mgt/Flood Control FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 Annual 34 FY2006-2010 CIP General Services New Garage at Kessler Mill Road Description: The county garage is located in Salem, has four bays and was designed to handle a fleet of 200 vehicles. The garage is now responsible for maintaining over 700 County and Western Virginia Water Authority vehicles, including police cars, ambulances, and solid waste trucks. The parking lot has only 9 spaces, whereas it should have at least 30 in order to accommodate staff, shop and customer parking. There is no place to park garbage trucks and other large vehicles. The garage is responsible for maintaining the fleet and equipment in the highest state of readiness and this is jeopardized by obsolescence and severe gridlock. Thus, as the garage and staff are pushed to the maximum, there is a potentially serious impact on the provision of service to the citizens when garage repairs cannot be completed on a timely basis. The alternative is to outsource some work which results in at least 50% higher repair costs. Industry standards recommend 1 bay for each 50 vehicles in a commercial fleet whereas we have a 1 bay for every 150 vehicles. Two neighboring municipalities have facilities at least twice as large with twice the staff for similar sized fleets. Productivity and efficiency are compromised continuously and the parking area becomes jammed on a regular basis, necessitating juggling vehicles in order to pull them in and out of bays. In the recent past, many repairs were outsourced, but this resulted in quality control problems and excessive downtime, not acceptable in th ry of essential services and public safety. Thus, in order to improve the quality a ti s of services, the garage has been charged with repairing most of the County ve . ctly or indirectly in maintaining the Justification: The county gar fleet, and save in addition to i outsourcing co available for e and cannot be p Operating Budget Impact: There is no anticipated increase to operating expenses, as a new facility should be more energy efficient than the current building. Additionally, departments currently outsourcing repairs such as Fire and Solid Waste should be able to save several hundred thousand dollars annually on repairs. Cost and Efficiency Impact: As noted above, a new facility would decrease County costs by serving more vehicles in-house, and would improve service by providing more space for additional vehicles. Conformance with County Obligations: Conforms with County policy to provide the best possible service at lowest possible price. Funding Source: One potential source is the sale of the current building in downtown Salem. Another potential source is a long term contract with the Western Virginia Water Authority, which would provide an income stream to pay back a lease-purchase type of arrangement. 35 FY2006-2010 CIP General Services New Garage at Kessler Mill Road FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 36 FY2006-2010 CIP General Services Renovations to Service Center Description: The Public Service Center at Kessler Mill Road was purchased by Roanoke County in the mid-1980' s. It was renovated at that time to provide office space for Parks and Recreation, Utilities and General Services. Storage for county records and other materials is located in the building, as is the Communications Shop, and the storage for items which will be sold at surplus auction. During the past twenty years, very little has been spent on the facility, while offices and staff have been added. The building needs the following work: Sprinkler heads need to be lowered below ceilings in some areas. Install fire alarm system Replace HV AC, including redesign to meet current requirements Repave parking lot, area on hill and entrances Drainage improvements between building and hill Upgrade/improve building exterior Replace and improve roof gutters and down spouts Renovate the 3 main restrooms Drop ceiling in rear hallway and close off open ceiling area of ooms Install 6 new garage doors Seal gable roof at west end of building Replace flat roof Replace steel Underground st e fuel pumps Install new ener . t Ii Justification: In some cases, eet cur Ire codes and ADA standards. The HV AC is inefficient, and viro ent is often too warm, which is not conducive to efficiency from the staff or comput ent. The building leaks through the garage doors, and occasionally in roof areas, which de ys records and other materials stored on site. In 1985, the building flooded, largely due to drainage issues, both from the hill behind it, and the guttering on it. While some of these issues have been addressed, the potential for further problems remains. This building is visible from Interstate 81, and does not present a positive image of Roanoke County operations. Operating Budget Impact: These improvements should not increase any operating budgets. Cost and Efficiency Impact: Many of the improvements will decrease energy costs, and the environmental (HV AC) improvements will provide a more efficient work environment. Conformance with County Obligations: The building has no fire alarm, and does not meet ADA requirements Funding Source: General Operating Revenues; bond referendum. 37 FY2006-2010 CIP General Services Renovations to Service Center FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 38 FY2006-2010 CIP General Services Recycling Trailers Description: Recycling trailers, which are divided into covered bin storage, can be pulled by a small dump truck and left at a facility to provide recycling service for the neighborhood. The bins are then retrieved by the truck and emptied at a recycling facility. General services proposed to purchase two bins in FY 2005-2006 and two bins in FY 2006-2007 to provide coverage in each of the four quadrants of the county. The School System and the county Libraries have both indicated interest in hosting the trailer. Justification: Citizens have repeatedly asked for recycling collection service. Curbside recycling is expensive, but this allows the County to offer drop off service on a rotating basis at first, and on a permanent basis in the long term. The County currently uses a dump truck to deliver the freeloader, and the same staff and equipment could be used to empty and move the trailer. Operating Budget Impact: By utilizing existing staff and vehicles, we will be able to provide this service without additional operating cost. The cost of disposal at a recycling facility should be lower than at the transfer station, and there may be occasions when the County will see some revenue from this program. Cost and Efficiency Impact: This project will improve the environment an ental Policy Statement, adopted by Conformance with County Oblig This program· . the Board of S Funding Source: CIP/General F FY2006 - 2010 Expenditure Summary I Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 39 FY2006-2010 CIP Greenway Development Roanoke River Greenway - East Description: This project is construction of the eastern section of the Roanoke River Greenway from the Blue Ridge Parkway to the middle of Explore Park. The Greenway Commission has been awarded a $44,980 grant for construction of the greenway from the park picnic pavilion to Back Creek in FY 05. CIP funding would continue the trail construction through the park, connecting to the Parkway overlook near the river. Justification: The Roanoke River Greenway has always been considered the backbone of the greenway system. A master plan for the western section from Green Hill Park through Salem was completed in 1998; over $900,000 in grants and donations has been raised, and construction has begun. In Roanoke City a master plan was completed in 2000, and the trail construction is included in the Corps of Engineers flood reduction project. Construction is underway there, with the City providing $200,000 per year through CIP. In 2002 the Greenway Commission, Roanoke County and Vinton developed a master plan for the eastern section from the City to Explore Park. The requested funding would complete construction of the eastern section from the Parkway through Explore. This not only would provide a new feature to Explore Park, but also would provide an extended trail opportunity for Parkway users and draw more visitors into Explore Park. Operating Budget Impact: F or each mile of greenway constr $10,000. This cost includes ro of an adopt-a-tr . operating cost ance is estimated to be $5,000- ge, and facilities. Volunteers, use rk maintenance will help hold down Cost and Efficiency Will provide b paid membersh xplore Park property and potentially increase visitation, as well as mISSIons. Conformance with County Obligations: The development of a regional system of greenways and trails was strongly supported and endorsed by the citizens in the Roanoke County Vision - 2010 document completed in 1995. The Roanoke Valley Conceptual Greenway Plan was adopted by Roanoke County in 1997 and incorporated in the 1998 Community Plan. The Roanoke River Greenway is specifically mentioned in the Community Plan (p.97) and in the Virginia Outdoors Plan (p. 188). The Greenway Commission considers the Roanoke River Greenway to be the top priority for the valley. Roanoke City and Salem have already begun construction. Funding Source: Funding for the Roanoke River Greenway is coming from federal, state, local, and, private funds. On this eastern section volunteers will be able to provide some construction resources. The Greenway Commission has already obtained Virginia Recreational Trails fund monies for construction through part of the park and has coordinated the connection with the Parkway. 40 FY2006-2010 CIP Greenway Development Roanoke River Greenway - East FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date Future Costs Beyond 2009 $0 $5,OOO/year per mile for maintenance 41 FY2006-2010 CIP Greenway Development M udlick Creek Greenway Description: This project is an extension of the Garst Mill Park Greenway along Mudlick Creek and Mc Vitty Road to Hidden Valley High School. From the current end of the greenway at Cresthill Drive to Rt. 419, right-of-way would need to be acquired along an existing sewer easement near the creek. The greenway can cross under 419, and from 419 to McVitty Road right-of-way was dedicated for the greenway as a proffer for the McVitty Forest development. VDOT is currently working on plans for reconstruction of Mc Vitty Road. In 2003 the Board of Supervisors agreed to VDOT's designing Mc Vitty Road to include paved shoulders for bicyclists, with staff recommending the greenway be in the stream corridor. CIP funding in FY 06 will be used for land acquisition, to be coordinated with VDOT's work on McVitty Road. Funding in subsequent years will build the greenway between Garst Mill Park and the high school. Justification: The greenway in Garst Mill Park opened in 1997 and has continued to receive intensive use and high praise from citizens. Extension of the greenway will connect Garst Mill Park to the headquarters library and Hidden Valley High School, allowing residents to access these facilities without automobiles. While, in general, greenways provide recreational opportunities, natural areas with educational and ecological value, and bicycling routes, the gre Garst Mill Park has particularly provided health benefits to citizens of all es eenway is used regularly by groups and individuals with mobility impairments an onditions nd has been a selling point for adjacent residential development.· an t all hours, and morning walks are the norm for hundreds of near hool will allow students and parents the op wal es. Also, as an integral part of a comprehensiv e gre ay n help ensure that riparian areas along Mudlick od storage area, reducing downstream flood damage. Operating Budget l For each mile 0 y constructed, the cost of annual maintenance is estimated to be $5,000 - $10,000. This Includes routine maintenance of the trails, signage and facilities. Volunteers assist with special projects and trash pick-up. Cost and Efficiency Impact: No impact. Conformance with County Obligations: The development of a regional system of greenways and trails was strongly supported and endorsed by the citizens in the Roanoke County Vision - 2010 document completed in 1995. Roanoke County adopted the Roanoke Valley Conceptual Greenway Plan in 1997 and incorporated it in the 1998 Community Plan. Greenways are endorsed in the 1998 Roanoke County Community Plan (p.97), its update, and in the Virginia Outdoors Plan (p. 188). Improvements on McVitty Road are included in the 6- Year Plan, and bike facilities along Mc Vitty are in the 1997 Regional Bike Plan. The trail in Garst Mill Park was the first greenway to open in the Roanoke Valley and continues to receive heavy use from neighboring residents as well as groups of school and pre-school children, elderly citizens, and handicapped and disabled groups. Mudlick Creek Greenway was one of the top five priorities in the County's prioritization of greenways completed in spring 2000. Funding Source: The Garst Mill Park section of the Greenway was built with a state trail grant, FEMA reimbursement, 42 FY2006-2010 CIP Greenway Development M udlick Creek Greenway local bond monies, and Board appropriation. The Roanoke Valley has received Va. Recreational Trails grants for greenways for CIP funds requested herein will be used to leverage grants. FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date Future Costs Beyond 2009 $28,322 $5,OOO/year per mile for maintenance 43 FY2006-2010 CIP Library South County Library Description: This project would replace the existing Headquarters/419 Library with a 56,000 sq. ft. building constructed to meet both current and anticipated needs for size, lighting, design, handicapped accessibility, and telecommunication infrastructure. It would include expanded stacks, children's programming areas, young adult collections, a browsing area, additional Internet stations, a computer training lab, display space, auditorium and conference rooms, and a coffee shop. Added to the extensive business resources already in the collection, space would be allocated for a small business incubator and research service. The design would also consolidate service desks, incorporate logical traffic patterns, redesign support work spaces, and add a security system to protect valuable materials and allow the introduction of self-checkout modules. Externally, the building would have safe parking lot entrances and exits, improved traffic flow and longer turning lanes, and an additional 96 parking spaces. Justification: With a public area of approximately 18,500 sq. ft., the present Headquarters library is less than 40% of the size specified by state standards for its current population base. It is the only library that serves two magisterial districts, Cave Spring and Windsor Hills. Designed for a service level of 600 visitors per day, it now averages more than 1,100 citizen visits daily 3 in FY03-04, with annual circulation in excess of 480,000 items]. The buildin s ed and painted in 2003 and the circulation desks were refurbished but no squ d. The majority of the furnishings and fixtures date from the original ctio and are heavily-worn. It is overcrowded, with a disjointe out th compounds congestion during peak periods. S at 1 % of c I or storage space for the collection, so the acquisit s be discarded. The building rary se as they existed in the 1970's. New formats, including Internet access, lla and media products require more space, a robust technological infrastructure, flexibility than the building can accommodate. Remodeling the existing structure would ifficult and expensive. The building is landlocked on a 2.5 acre lot, with the maximum allowable number of parking spaces. Operating Budget Impact: Additional staff (5.5 positions) would be needed to provide service in the larger public work area and for support functions in technical services. Although this represents a much larger building size, maintenance and utilities in a more efficient structure should not increase by more than 30% annually. Cost and Efficiency Impact: When completed, the department's operational costs would rise but overall efficiency will be improved by combining three public service desks to maximize staffing resources and eliminate poor traffic patterns. The installation of a security system would reduce collection theft rates. A coffee shop and FOL gift shop could become revenue streams to help support children's programming expenses. A professionally staffed incubator/research facility is a revenue-generating service that would encourage economic development and support small and independent businesses throughout the County. Conformance with County Obligations: This project has been identified as the highest priority by the Library Citizens' Review Team and the Library Board. It is in conformance with the Comprehensive Plan. The current building is not in 44 FY2006-2010 CIP Library South County Library conformance with state standards for a public library or with requirements for handicapped accessibility . Funding Source: General Operating Revenues or Bond Issue FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 45 FY2006-2010 CIP Library Circulation Self-Checkout System Description: This project would add self-checkout stations at the four largest library branches, placing two each at HQ/419 and Hollins and one each at Glenvar and Vinton. Similar to stations commonly available in retail outlets, these modules would allow patrons to check out materials themselves by following simple on-screen instructions. A scanner would transmit the patron's bar code (i.d.) number to the circulation system, verifying borrower privileges, after which the patron would pass each item's bar code over the scanner. As the item is checked out, a due date would be assigned. An attached receipt printer would then generate a list of titles checked out as a record and reminder for the patron. Using SIP-2 (standard interchange protocol) software, the automation system would be updated instantaneously, completing the transaction. Justification: A self-checkout system in the library would reduce chronic congestion and patron queuing time at the circulation desks, provide speedier checkouts and greater privacy for borrowers, and free the staff to spend more time working directly with people seeking assistance. The Library already has the required wireless network in place, which allows each unit to be placed where there is maximum accessibility for the patrons and visibility for the staff. The underlying technology for self-checkout is reliable and widely-available, with several extant vended syste are fully compatible with the library's current operating software, SIRSI. Impleme ti If-checkout represents the next stage in the Library's plan to fully utilize its technol rastruct to benefit patrons, reduce staff time spent on redundant manual tasks, tua e greate rotection for County assets through the addition of a security syst Operating Budget SIP-2 software required imme months, depen approximately costs of $8,000+/- for the first year would be mainten c arges could be expected to begin after the first 12-15 end chosen. The combined total, post-warranty period, would be er year, with a projected 3% multiplier. Cost and Efficiency Impact: RCPL has fewer than two dozen staff members to handle over two million charge/discharge transactions annually, among other duties. Reports indicate that deploying self-checkout results in a minimum reduction of 20% in staff time devoted to manual circulation tasks. Based on this conservative projection, the system could recover at least 220 staff hours that are now spent physically handling 200,000 (20%) annual outbound transactions. If the discharge function is enabled for public use, that number would increase proportionately. Conformance with County Obligations: This project is in conformance with the Comprehensive Plan and is supported by the Department of Information Technology. It is a component of the Library's Technology Plan and is a high priority of the Library Board of Trustees. Funding Source: General Operating Revenues 46 FY2006-2010 CIP Library Circulation Self-Checkout System FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 47 FY2006-2010 CIP Library Glenvar Library Expansion Description: This project would add 6,400 sq ft to the Glenvar Branch Library for increased public space and readers' seating, twice the number of book stacks, an improved children's area with appropriately- scaled shelving, a more functional meeting room, a conference room, and high speed access to electronic resources, including Internet work stations and a computer instructional lab. The existing library would be renovated with new fittings and fixtures. Space would be allotted to system support functions, including archival storage. The parking lot would be expanded and redesigned to better accommodate through traffic from the nursing home located behind the building. Justification: The Glenvar Library was constructed in 1975 and has had no renovations since, despite three decades of patron use. It does not meet state standards and is not A.D .A. compliant. Worn furniture, packed shelves, and cramped conditions make it unappealing to the public and inefficient in which to work. Severely limited shelf space requires the removal and disposal of approximately 1,000 items annually. Designed to be a cozy neighborhood library, it is now located in a mixed environment of housing subdivisions and industrial development. clientele. Expanding and refurbishing it would restor especially children, who presently have no st ionallibrary users and business ry functionality for patrons, iet reading spaces. Unlike the other s the system is unable to offer the ·s surrounded by small-to-medium eeting and training space than ated b use t e existing space is small and does pgrading the facility would enable businesses, as a mini-conference center, while the rental fees could In its current configuration, the building inhibits services to bo large branches, there is no comput same full range of classes for sized businesse . call other branches not have the n developers, an create a revenu Operating Budget 1 ct: Departmental costs for staffing, maintenance, and utility expenses would increase by approximately $66,000 per year, which is proportionate to the size of the expanded building and the change in service level more patron traffic would require. It would require approximately $20,000 per year to begin to restore the collection after years of discarding books due to lack of space. Cost and Efficiency Impact: The library itself will operate more efficiently if it has better design, logical traffic patterns, improved lighting, and stable access to technology. Books won't have to be discarded simply because there is no space for them. Based on current request rates that cannot be accommodated, commercial meeting room/computer lab usage could immediately generate $6,000 per year. With promotional efforts, that number would be higher. No funds have to be allocated for the purchase of additional land because the current site has room for expanSIon. Conformance with County Obligations: The project is in conformance with the Comprehensive Plan and is supported by standards published by the Library of Virginia; it is a primary capital priority of both the Library Citizen's Review committee and the Library Board of Trustees. 48 FY2006-2010 CIP Library Glenvar Library Expansion Funding Source: Bond issue or General Operating Revenues. FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 49 FY2006-2010 CIP Library Mt. Pleasant Library Relocation Description: This project would relocate the one-room, 529 sq ft Mt. Pleasant Branch Library to a separate structure outside the elementary school. The new 3,500 sq ft library would include stack space to accommodate general reading, adult nonfiction, and juvenile collections. It would have approximately 15 work/study seats, appropriate furnishings for children, new shelving, an area for six pc/Internet stations, and a programming/meeting area for small groups. It would include handicapped accessible parking and entries. Justification: The current library is housed in a classroom inside the Mt. Pleasant Elementary School. It is too restricted, both in size and by school operations, to support a standard collection and appropriate library services. The surrounding area is experiencing substantial residential growth, so library services and facilities should be upgraded to meet the needs of this population. State standards indicate the branch should have a minimum of 1,845 sq ft, as of2004. The projected population growth indicates a need for 3,500 sq. ft. by the year 2010. Selection of a site for a new and enlarged facility will be an issue. A location on Rte. 116 would improve access and visibility; promote increased use of the br could make the library a possible candidate for a joint project with Franklin C site would also avoid some of the security and control issues that arise when pu . s are located on school grounds. nan and utilities costs would increase by approximately 60%, primarily and the need for more part-time staff hours. Operating Budget Impact: Annual operati related to the I Cost and Efficiency Annual operati related to the la Conformance with County Obligations: The current space fails to meet state standards for a public library facility. Expansion and replacement of the Mt. Pleasant Branch was a high priority of the Citizen's Review committee and the Library Board of Trustees. The project is in conformance with the Comprehensive Plan. Funding Source: Bond issue or General Operating Revenues. 50 FY2006-2010 CIP Library Mt. Pleasant Library Relocation FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 51 FY2006-2010 CIP Library Vinton Library Renovation Description: This project would refurbish the interior of the Vinton library. New chairs and tables would replace worn furnishings and provide comfortable seating for casual reading or studying. It would make shelving areas fully-accessible and upgrade lighting fixtures to meet current standards. The entire adult section would be reconfigured to improve traffic patterns and allow space for the computer lab. The layout for telecommunication lines and electrical outlets would be upgraded. Twenty-three public workstations would be reconfigured. The project would also include a reoriented circulation desk and central corridor work area for more efficient workflow, improved line-of-sight, appropriate media shelving, and added storage. Public restrooms would be redesigned to allow handicapped accessibility. When finished, this would be the first complete renovation of the interior since the building's construction. The parking lot would be expanded by 16 spaces. Justification: The Vinton library was built in 1969. Most fittings and furnishings are original to the building and show more than three decades of wear. Upgraded lighting fixtures are necessary to meet state standards. Space for the existing computer lab was cut out of the magazine display area; the resulting configuration has partially blocked ambient light in the reference area. The lab needs to be resited for better staff oversight and resized to allow more room for com kstations. The wiring and telecommunications infrastructure for a large comput as been grafted onto old lines. Handicapped accessibility is com wheelchairs. [In fact, the onl Wheelchair-bo wh embarrassing spaces for the meeting, or ev arrow and inaccessible for dicapped is in the meeting room. ps in the meeting room, which is e park lot i ong overdue. There are only 14 minimum standard of 1/300 sq. ft.; any program, Operating Budget 1 There would be minimal impact on the department's operating budget for utilities. Renovations draw more patrons into the library, which would increase circulation and reference requests and therefore, the need for part-time staff. Cost and Efficiency Impact: Although ongoing operating costs would increase, functionality, building supervision, and workflow would be improved. Construction costs could be reduced if a cost-sharing arrangement with the Town of Vinton to improve the parking lot is implemented. Conformance with County Obligations: This project is in conformance with the Comprehensive Plan and is supported by the Citizen's Review Team, the Library Board or Trustees, and by building construction standards from the Library of Virginia. Funding Source: Bond issue or General Operating Revenues. 52 FY2006-2010 CIP Library Vinton Library Renovation FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 53 FY2006-2010 CIP Library Bent Mountain Library Expansion Description: This project would add 550 sq. ft. to the Bent Mountain Library to provide additional readers' seating, more open space for the children's collection and programs, and sufficient wall surface for shelving. Justification: The Bent Mountain Branch Library is a 700 sq. ft. facility, which was built in 1985. It is adjacent to the Bent Mountain Elementary School and is situated on school property. A small area around the building could be used for a second expansion. The open areas are very small so popular afterschool programs have to be conducted in a narrow corridor near the circulation desk or at a picnic table outside. An expanded building would create a more suitable environment for story times and other children's services, as well as improving study space and reader's seating for other patrons. This library serves as a focal point for its community, as demonstrated by a recent citizens' fund raising campaign. The modest addition from their initiative, which is currently under construction, will have little effect on either seating capacity or programming space. Operating Budget Impact: Increased collection development, part-time staffing, maintenance and utility costs should average approximately $18,000 per year. ch, particularly in children's Cost and Efficiency Impact: The project would upgrade the ley programs and materials. Conformance with The project is Board of Trust nsive Plan and has been approved by the Library Funding Source: Bond issue or FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 54 FY2006-2010 CIP Parks & Recreation Garst Mill Park Improvements Description: The scope of this project includes stream bank stabilization phase II, perimeter loop trail, upgrade restroom and existing shelter, additional play apparatus, replace a walk bridge, and improve landscaping. The parking lot expansion project was funded and completed. Justification: The stream and stream bank is a prominent recreation feature of Garst Mill Park. This stream is subject to flooding and has created significant erosion problems threatening existing facilities. The first phase of a stream bank stabilization project has been completed. A second phase repair below the bridge is vital in order to prevent further erosion and damage to Park property. Replacement of the walk bridge will provide handicapped access to the existing shelter. Additional repairs are required above the bridge and the stream bank to maintain the integrity of the Greenway and open space area. Replacement of a failed culvert will facilitate drainage and augment the stream bank repairs. This project will provide safer public access to the park facilities and improve accessibility for disabled patrons. Operating Budget Impact: Requires additional part-time staff, utilities, and maintenance and supplies Cost and Efficiency Impact: None. Conformance with This proj ect is Community PI Funding Source: Funding from g erating revenues or bond issue. Includes grant om the Virginia Department of Conservation and Recreation. FY2006 - 2010 Expenditure Summary I Notes: Appropriations to Date Future Costs Beyond 2009 $35,000 None 55 FY2006-2010 CIP Parks & Recreation Brookside Park Description: This project begins to utilize some of the additional property that Roanoke County recently acquired through the flood mitigation program. A new entrance location would greatly improve safety and traffic flow to access the park and reduce back-ups created on Verndale Road. Paving the new entrance road and expanded parking lot, new picnic shelter, playground replacement, a perimeter walking trail, and an accessible bridge will complete this active park. Justification: This Park is utilized heavily by the public and the North Roanoke Recreation Club for baseball and soccer. Expanded parking would accommodate the ballfield traffic and an A.D.A. accessible bridge would permit all citizens access to the ballfield area. The existing wooden playground is obsolete and requires replacement, and the addition of a picnic shelter and walking trail would complete the amenities previously requested by the citizens. Operating Budget Impact: Requires additional part-time staff, utilities and maintenance materials and supplies. he 1998 Roanoke County Cost and Efficiency Impact: Conformance with County Obligatio This project is consistent with genera Community P Funding Source: Recommended Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 56 FY2006-2010 CIP Parks & Recreation Stonebridge Park Description: This project includes renovating the restroom, repairing the entrance road and parking lot and add additional parking The existing tennis court fencing is to be replaced, and new landscaping to be added throughout the park. The existing playground is to be replaced and relocated adjacent to the existing park swings. The existing swings will have a new base installed, and the existing playground area will be converted to host several picnic tables and grills. Justification: The entrance road and parking lot has several pot holes and failing pavement. The existing lot frequently fills to capacity do to the increase population in East County. Installing a barrier system around the parking lot will control vehicles from accessing the open spaces and rutting the turf. The current wooden playground requires replacement and relocating a new apparatus next to the existing park swing sets provides a complete package for all children. Transferring the existing playground area into picnic tables and grills will satisfy the numerous park users that visit the park and require a place to picnic while the shelter is rented. The existing tennis court fencing is rusted and requires routine repairs on the fabric, gate, connectors, etc. The restrooms do not meet accessibility standards, and the structure needs updating to present a clean and functional facility. Finally, landscaping improvements are needed throughout the park to add beautific . shade. Operating Budget Impact: Requires additional part-time staff , and supplies. Cost and Efficiency None. Conformance with This project ty Community PIa s: the general goals and objectives of the 1998 Roanoke County Funding Source: General Operating Funds and/or General Obligation Bond. 57 FY2006-2010 CIP Parks & Recreation Stonebridge Park FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 58 FY2006-2010 CIP Parks & Recreation Whispering Pines Description: This project will add bathrooms to an existing restroom/concession shell building from a recent matching grant program and install a septic field. A new public water system has been constructed, and additional funding is necessary to provide an enhanced filtration system and a specialized septic system. FY 04/05 will complete the restrooms, update the playground, add an additional picnic shelter, expand the parking, improve landscaping, and build a new perimeter loop trail. FY 05/06 will provide design, engineering and construction of a new soccer field and parking lot as identified by the Master Plan. Estimated construction costs are $130,000. Justification: This Community Park lacks basic bathroom facilities that should be available in a park this size with the significant use it gets. The addition of a new ballfield and tennis/basketball court has also increased the need for restroom facilities, and updated playground equipment. Operating Budget Impact: Requires additional part-time staff, utilities, and maintenance materials and supplies fthe 1998 Roanoke County Cost and Efficiency Impact: None. Conformance with County Obligatio This project is consistent with e gene Community P Funding Source: Recommended Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 59 FY2006-2010 CIP Parks & Recreation Goode Park Description: This project paves and expands the existing gravel parking lot, paves the portion of the Wolf Creek Greenway that passes through Goode Park, and paves the walk trail that leads to the existing concession/restroom building. A picnic shelter is added to the concession building, and a culvert is installed to reclaim turf area for additional open space along the 3rd baseline of ballfield # 1. A new parking lot is added for the greenway shelter with a playground and landscaping improvements. Justification: Goode Park is now the home of the Vinton Booster Girl's Softball Program, and the park is highly utilized by walkers on the Wolf Creek Greenway. This project provides amenities to the ball players, spectators and passive users of the park. The main parking lot requires expansion do to the increased league use, and the walk trail and parking lot requires paving do to the routine washouts from routine area flooding. A picnic shelter added onto the existing concession building to provide a picnic area for the community and shade for spectators and players. An additional recreation space is created for swing sets, picnic tables, etc., by installing a culvert and leveling the ground adjacent to field # 1. A small parking lot is needed to support the greenway shelter, and a playground will provide activity for general park users in the lower open space area. Landscape improvements are also planned to beautify the park and add much needed shade. Operating Budget Impact: Requires additional part-time staff , and supplies. Cost and Efficiency None. Conformance with This proj ect is Community PIa s: general goals and objectives of the 1998 Roanoke County Funding Source: Recommended funding source would be general obligation bonds. 60 FY2006-2010 CIP Parks & Recreation Goode Park FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 61 FY2006-2010 CIP Parks & Recreation Green Hill Park Phase III Description: This project will continue development of Green Hill Park by providing an amphitheater and restroom building, additional large picnic shelter, security lights and electricity for special events, additional parking, accessible playground, fencing, landscaping, light two soccer fields, football field, relocate softball field #5, walking trails, additional barrier system, and a maintenance yard and outbuildings. An update of the Green Hill Park master plan is required to ensure optimum use of the availab Ie space. Justification: These enhancements will continue to develop this park as the Roanoke County's Parks, Recreation and Tourism's major event site. Also, this project will complete the facilities for the home of the Glenvar Youth Boosters. It will provide for a medium to stimulate and encourage growth in tourism and sports marketing. Operating Budget Impact: Requires additional part time staff, utilities, maintenance materials, and supplies. Estimated annual operating cost is $26,250 Cost and Efficiency Impact: None. licies of the 1998 Roanoke County Conformance with County Oblig This project is ith Community PI . Funding Source: Recommended FY2006 - 2010 Expenditure Summary I Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 62 FY2006-2010 CIP Parks & Recreation Walrond Park Phase III Description: This project will develop Walrond Park by resurfacing the upper five tennis courts, pave the 2 existing parking lots and expand parking, improve restrooms and storage, develop a trail system, add a picnic shelter, improve security lighting, light two soccer fields, improve landscaping and amenities. Replace the lighting for the football/baseball combo field, and baseball #2. In addition, the Walrond cabin is now serving as a senior citizen center and a deck needs to be added as well as overall repairs to the log cabin. Justification: This will complete the development of Walrond Park as the North County Regional Park, providing additional recreational amenities that will enhance the recreational experience for the citizens of North Roanoke. Ongoing remedial repairs have kept these lights operational; however they are both near complete system failure. Several underground utility improvements along with normal pavement failure have rendered the parking lots into a deplorable condition. Operating Budget Impact: Requires additional part-time staff, utilities and maintenance materials and supplies. Cost and Efficiency Impact: None. he 1998 Roanoke County Conformance with County Oblig This project is ith Community PI . Funding Source: Recommended uld be general obligation bonds. FY2006 - 2010 Expenditure Summary I Notes: Appropriations to Date Future Costs Beyond 2009 $20,000 None 63 FY2006-2010 CIP Parks & Recreation Starkey Park Description: Phase one of the new Starkey Park extension is complete and included two baseball fields and one soccer field. Major fund raising efforts by the league and support from the Roanoke County Board has also lit these two fields. FY 2002, CIIF funding has approved lighting a second field at the Merriman Soccer Complex. Additional funds are necessary to construct a playground, picnic shelter, and a maintenance shop in the new Starkey Park section and light the third soccer field at Merriman. The original Starkey Park area consists of four baseball fields with one field requiring lighting. The existing split rail requires our barrier system replacement and a new shelter and landscaping will complete the section of the park. A walking access bridge was erected in 2002 to connect the original and new sections of Starkey Park. A greenway and one additional walking bridge to be installed between the Merriman Soccer Fields and the new Starkey Park section would connect these park areas into a regional facility. Justification: The Roanoke County Public Facility Plan for Parks identifies the need for parkland and facilities in Southwest Roanoke County. There are significant deficits in many districts with regard to per capita standards, with the most crucial need in the Cave Spring and Windsor Hills districts. Small parks in the area have reached capacity due to the joint use from Parks ion and Tourism, schools and non-sanctioned activity. Nearby schools lack proper ities for their current and future projected programs. Operating Budget Impact: Requires additi Cost and Efficiency None. Conformance with ligations: This project is i entified as a priority project of the 1998 Roanoke County Community Plan. Funding Source: Recreation Access Funds/Bonds/General Operating. 64 FY2006-2010 CIP Parks & Recreation Starkey Park FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 65 FY2006-2010 CIP Parks & Recreation Burton Softball Complex Description: This facility is located adjacent to the Arnold R. Burton Vocational School and serves as the site for adult softball league and tournament play. It contains three regulation softball fields that supplement the state, regional, and national tournaments held at the Moyer Athletic Complex, and often is the only site for USSSA and NSA Softball Tournaments. This facility needs general security lighting, athletic field lighting replacenment on two fields, parking lot paving and major fence replacement on the three fields. Landscaping improvements and a playground would complete this project. Justification: The project will provide much needed basic level amenities for the citizens who use the park on a daily basis. It will also provide facilities for tournament participants, which contributes to the economic development of the community through tourism. In FY 2002, over 20,000 people visited the Roanoke Valley to participate in tournaments jointly sponsored by Salem and Roanoke County. These out of town guests spent approximately $7.0 million while in the Valley. Operating Budget Impact: Requires additional part-time staff, utilities, maintenance materials, and supplies. Cost and Efficiency Impact: No. 998 Roanoke County Community Conformance with County Oblig This project is ith Plan. Funding Source: Recommended uld be general operating revenues. FY2006 - 2010 Expenditure Summary I Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 66 FY2006-2010 CIP Parks & Recreation Camp Roanoke Description: This project completes the renovation of Camp Roanoke as a residential camp and retreat center. Renovations have included the upgrading of the dining hall, restrooms, and grounds. Community donations, in-kind services, and in house staff provided for the renovation of the 8 residential cabins, the lodge, ropes course, log cabin shell, three bathroom/shower facilities, a water system, trail upgrades, and a parking lot. The remaining items to complete the renovation will be the construction of a new pool and a canoe dock to access the Spring Hollow Reservoir for canoe and kayak programs. Justification: This site could potentially become a premier park facility within the system as a major regional park with the potential to generate tourist as well as local interest. Camp Roanoke will provide an exceptional site for youth programs and a revenue producing opportunity to cover partial operating cost of the program. The camp has cabins, a large picnic shelter, dining hall, a lodge, challenge course, and trails. This provides a unique opportunity to develop a one of a kind facility in the region. Operating Budget Impact: The camp is operating with general fund for full-time staff and revenue from fees for direct expenses. County Community Plan. Cost and Efficiency Impact: No. Conformance with County Oblig This project is . Funding Source: Private donatio Notes: Appropriations to Date Future Costs Beyond 2009 $50,000 None 67 FY2006-2010 CIP Parks & Recreation Hollins Park Description: The entrance, two soccer fields, and parking lot are complete. The North Roanoke Recreation League is engaged in fundraisers to light one soccer field, this project will light the second soccer field, pave the parking lot and entrance road, construct a picnic shelter, add playground improvements and landscaping enhancements. Justification: The Roanoke County Facilities Plan for Parks identifies the need for parkland and soccer fields in North County, however to meet current demands, lighting of these 2 fields is necessary. We also need to add a shelter, park swings, and landscaping for community park use. Operating Budget Impact: Requires additional part-time staff, utilities, maintenance materials, and supplies. Cost and Efficiency Impact: None. Conformance with County Obligations: This project is identified as a priority of the 1998 R Funding Source: ~ Recommended fundigg sourcTuld be .ne Notes: Appropriations to Date $163,000 Future Costs Beyond 2009 None 68 FY2006-2010 CIP Parks & Recreation Vinyard Park Phase III Description: This project requests funding for expanding the playground, traffic barriers, fencing improvements, ballfield lighting (baseball #3), picnic shelters, and basketball courts to complete the master plan. Funding from the new Roanoke Catholic partnership has provided expanded parking and field lighting for large baseball/football combination field. Construction has started on the new park restroom/concession building. Also included are parking improvements, a greenway bridge and trails, handicap trout fishing area, and other park amenities and the passive development of the Vinyard II tract. Justification: This will complete the master plan, and provide a comprehensive regional park in the easy county area. New facilities will improve access and recreational opportunities to a broader segment of the population. Operating Budget Impact: Requires additional part-time staff, utilities and maintenance materials and supplies. he 1998 Roanoke County Cost and Efficiency Impact: None. Conformance with County Obligatio This project is consistent with genera Community P Funding Source: Recommended Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 69 FY2006-2010 CIP Parks & Recreation Brambleton Center Description: This project continues the renovation of the former RCAC facility on Brambleton Avenue into a Community Recreation Center with a focus on programming for senior adults, citizens with disabilities, teens, and youth. This facility also houses the Virginia Cooperative Extension Service for the Roanoke Valley. Recent improvements include interior and exterior painting, a partial roof replacement, HV AC upgrades, replacing the four boilers, seal coating the parking lot, construction of a dumpster enclosure, and replacement of 50% of the carpet. This project request would complete the remaining roof replacement over the community room, repair the building foundation and underground drainage, replace the failing floor foundation in the main wooden hallway and flooring, replace the remaining carpet in the building, replace the floor tile in the ceramic rooms, upgrade the restroom plumbing and fixtures, and encapsulate the asbestos in the boiler room. Justification: This building is the main Community Recreation Center for Roanoke County with over 84,000 participant visits annually. The center serves as the regional home for Therapeutic Recreation programs, Senior Citizens, and the Teen Center. Many of the past repairs have been funded through emergency purchases to keep the building open such as the leaking roof and failed boilers. This project will complete the building's main structural problems s maintain a presentable appearance for its high use. Cost and Efficiency None. Operating Budget Impact: None. Conformance with -gat s: This project ty stent with the general goals, objectives, and policies of the 1998 Roanoke County Commu Ity Plan. Funding Source: Recommended funding source would be General Operating Fund and/or General Obligation Bond. 70 FY2006-2010 CIP Parks & Recreation Brambleton Center FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $271,500 Future Costs Beyond 2009 None 71 FY2006-2010 CIP Parks & Recreation Northside High Tennis Court Restoration Description: This project provides replacement of the paving surfaces, net posts, fencing, lighting, nets, and color coating on the four courts. Also included is the improvement and pavement of the parking area. Justification: This complex serves the Northside High School programs, school and recreation tournaments, and public use. Current condition of this complex is poor to unsafe due to existing cracks, pavement heaving, and poor lighting. Operating Budget Impact: No impact. Cost and Efficiency Impact: This project will eliminate the ongoing remedial repairs on the surfaces, lighting, and fencing for a life span of 10 - 12 years. Conformance with County Obligations: This project type is consistent with the general goals and ob· e . Community Plan. the 1998 Roanoke County Funding Source: ~ Recommended fun~ourcTuld be .ne Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 72 FY2006-2010 CIP Parks & Recreation Family Water Park Description: An outdoor, free form designated pool with water slides, a zero depth beach entrance, and water play features, with a separates child's aquatic playground. Included is a bathhouse/concession stand. This project would require 10-15 acres near a major highway and close to a large population base. Land costs are not included in this project. Justification: There are no public pools in Roanoke County. The Comprehensive Plan indicates the need for public swimming facilities. These types of projects generally generate sufficient revenue to cover all operating and maintenance costs and can contribute to the County's economic development efforts. Operating Budget Impact: The budget impact depends on the operating philosophy of the county. Staff recommends a design and pricing strategy to recover all operating costs and could potentially contribute to the debt service of construction. Cost and Efficiency Impact: None. Conformance with County Obligations: This project is included in the 19 Funding Source: ~ Revenue bond.eneral .ig Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 73 FY2006-2010 CIP Parks & Recreation Parks & Recreation Land Bank Description: The Parks and Recreation Department needs to acquire parkland for reported deficits in Roanoke County. Emphasis placed on land in areas of Southwest and North County. Current outdoor recreation needs are at or near capacity in the Southwest area, while reports show program needs are growIng. Justification: There continues to be deficits in almost all areas and at all levels, i.e. neighborhood, community, and district parks. In anticipation of the results of the on-going visioning and comprehensive planning process, resources need to be identified for acquiring needed parkland. Operating Budget Impact: None. Cost and Efficiency Impact: None. Conformance with County Obligations: This project meets the goals as established in the 19 Funding Source: General Obligation Bond Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 74 FY2006-2010 CIP Parks & Recreation Spring Hollow Park Description: The Spring Hollow Reservoir site and Camp Roanoke are on Dry Hollow Road adjacent to the reservoir. This project consists of developing the 700-acre site around the reservoir as a public park for fishing, hiking, picnicking, and other appropriate outdoor recreation interests. Development of the reservoir depends upon Health, Water and Utility Department requirements, etc. The Master Plan has been developed and includes the cost projections referenced above. Justification: This site could potentially become a premier facility within the system as a major regional park with the potential to generate tourist as well as local interest. Operating Budget Impact: Not available at this time. Cost and Efficiency Impact: None. Conformance with County Obligations: This project is included in the 1998 Roanoke Coun Funding Source: ~ Recommended funding sourcTuld be .nd Notes: Appropriations to Date Future Costs Beyond 2009 $75,000 $900,000 75 FY2006-2010 CIP Information Technology Replacement of HPI3000 Description: This project will move the County's eighteen critical business applications off of the, soon to be obsolete, HP/3000 computer system. These critical business systems support the daily operations and functions of vital citizen services such as RE Valuation, Personal Property, RE Billing Collection, Building Permits, etc. Without these business systems, Roanoke County could not support daily business functions or provide citizens and businesses with the information they want and need. Justification: In November 2001, Hewlett Packard announced the discontinuance of the HP/3000 computer hardware and operating system as of December 31, 2006. The HP/3000 is our primary hardware and operating system platform and hosts critical business applications and interfaces (Ex 1). The replacement of these critical business applications by 2006 is an ambitious undertaking. The success of this project will require intense project management, departmental cooperation, the full support of senior management and the Board, as well as uninterrupted funding. This project will affect most County departments such as Treasurer, Commissioner of the Revenue, RE Valuation, etc. as well as the School System. If we fail to hese systems as shown on Ex 1, these departments will be running critical business s m unsupported platform. This means if the hardware or operating systems fail, we ru risk of having a repair source. Any such failure would severely impact our 0 pr ices to citizens and prove extremely detrimental to the County's b The $1,000,00 and implemen Collections sys smaller in-hous exist, or in-hou a Yea 05- will be used to purchase, convert menus and integration from a new Billing and purcha ring Fiscal Year 2004-05. The remaining seven sys s will also be replaced either with new vendor products, where they ed applications. Upon completion of the application migration, IT will be able to quantify the full impact of this new platform (number of servers, total amount of storage, network bandwidth usage and security) and deploy simplified management and security methods for all of the applications that have been moved from the HP3000 to various servers and SQL databases. Effective consolidation will occur with storage allocation management, backup and security tools that have matured significantly during the life of this project. Consolidation will increase overall system efficiency of the hardware and applications and also facilitate other important County projects such as disaster recovery planning and implementation. Projects of this magnitude take substantial resources, whether it is money, staff or time. We cannot afford to delay this effort, if we are to make the schedule shown in Ex 1, and maintain the high quality of service to the County's citizens and businesses. Operating Budget Impact: There will be significant operating budget impacts over the next two years. These increases are due to maintenance contracts and hardware acquisition costs, which historically have not been incurred with in-house systems. The increase in operating costs become required yearly operating expenses upon implementation. However the dollars saved from discontinuance of support and maintenance for the HP3000 and its related applications after Fiscal Year 2007 will offset the increases in the new 76 FY2006-2010 CIP Information Technology Replacement of HPI3000 software maintenance contracts. Cost and Efficiency Impact: This project will improve overall efficiency and may provide opportunity for cost avoidance in effected County departments. Conformance with County Obligations: This project conforms with the Board of Supervisors stated mission to provide high quality delivery of services to the citizens of Roanoke County. This project also conforms with the County's 1998 Community Plan. Chapter Two contains a Technology and Communication vision statement to provide its citizens the capability to access local and global community services through the latest communications technologies (p.ll). Lastly this project has had the full support of the Board of Supervisors as evidenced by previous funding totaling $2.5 million. Funding Source: General Fund FY2006 - 2010 Expenditure Summary 77 FY2006-2010 CIP Information Technology Disaster Recovery Hot Site Description: This project will establish a "Hot Site", defined as a dedicated space at an alternate site which meets all power, cooling, network connectivity and hardware requirements to bring business critical applications on-line as required by the County's Disaster Recovery Plan should a major disaster devastate the County's data center . You could equate this to our preparing the Emergency Operations Center in advance to handle County wide disasters such as floods, hurricanes or ice storms. Justification: This "Hot Site" would ensure that public safety systems accessed for Fire & Rescue, Police and Sheriff 's Office would be on-line within 24 hours should a disaster destroy the County's data center. It would also provide citizens with Web access to critical County information. Other systems would follow as required by the County's IT Disaster Recovery Plan. Without this "Hot Site" it would take days, if not weeks to get all the equipment, network connectivity and applications loaded to bring Public Safety and other business critical systems back on-line. In addition the cost associated with building the site under this scenario will be much greater due to the lack of completive pricing, overnight freight costs, overtime or possibly weekend vendor charges, etc. Operating Budget Impact: There will be a significant increase in our ope as, maintenance costs associated· wa software necessary to maintai sh become require era an additional internet line, as well d switches, and the application se increased maintenance costs Cost and Efficiency This project wi . a disaster impa allowing access to mission critical data in the event of Conformance with nty Obligations: This project conforms with the stated mission of the Board of Supervisors to provide high quality services at reasonable costs to the citizens of Roanoke County. This project also conforms with the County's stated goal to provide the highest level of public safety services in the most cost effective manner (p.68) and the listed objective to ensure that all citizens have full and appropriate access to information concerning their government (p.14), as found in the 1998 Community Plan. Funding Source: General Fund 78 FY2006-2010 CIP Information Technology Disaster Recovery Hot Site FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 79 FY2006-2010 CIP Information Technology Enterprise Network Security Description: This project contains three components and is important to continuing to secure Roanoke County's network from threats of ever-increasing complexity. The first component is a Malware removal tool to block pop-up ads and spyware. The second component is an Enterprise Biometric, which secures County computer users log ons by using biometrics, such as thumb prints or retinal eye scans. The third component is an enhanced Intrusion Detection System (IDS), which monitors and protects the County's network from external and internal threats. Justification: This project will save the County both money and time by securing the County's network from downtime and cleanup efforts related to hackers, virus infection, and nuisances. This is particularly important to public safety, since the E-9ll system runs on our network. All of this will serve to enhance employee productivity and citizen service. This project will also help protect the confidentiality of citizens as we increase business services available from our internet site. Operating Budget Impact: There will be a slight impact on our operating budget resulting from hardware maintenance costs associated with the IDS component of this project, as the IDS arate from our servers. Upon implementation this cost becomes a required annual ra , s networks from outside Cost and Efficiency Impact: This project will improve ove interference. Conformance with ns: This project co unty's ommunity Plan, as stated in a Chapter Three objective to ensure that a ve and appropriate access to information concerning their government (p.14), as well d strategy of providing citizens the capability to access all community services throug e latest communications technologies (p.15). This project also conforms with the listed goal in Chapter Four to provide the highest level of public safety services in the most cost effective manner (p.68). Funding Source: General Fund 80 FY2006-2010 CIP Information Technology Enterprise Network Security FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 81 FY2006-2010 CIP Information Technology Computer Network Infrastructure Upgrade Description: The County's network infrastructure is our electronic version ofl-81. It is the way PCs talk to applications within the everyday business operations of the county and it allows our citizens to access information. Network infrastructure is vital to supporting business operations and the implementation of new technologies in response to the County's changing business needs. This project is the foundation that allows the County to provide citizens and staff with reliable access to critical business systems and information. It also brings in-field reporting on-line for such functions as Inspections, Solid Waste, RE Valuation, etc. An example of in-field reporting is an inspector updating their reports and inspection information throughout the day via a mobile laptop. This manner of reporting provides homeowners and or business persons with information that is accurate and up-to-date in terms of hours versus days. In-field reporting will provide staff with information access and update capability from the field. Justification: Roanoke County has found that upgrading its network infrastructure on a four to five year life cycle provides a high quality of business service. Maintaining this infrastructure life cycle is crucial to supporting our customers with an acceptable level of service and avoiding interruptions or delays in that service delivery. Possible adverse affects of delaying this infrastructure upgrade cycle include slowdown of 911 response times, the inabili back up, critical business data and the reduction of security for the County's crit· . Cost beyond fiscal year 2010 represents the beginning of the ne . fras cycle. Operating Budget 1 This project's maintenance c current hardwa above becomes e m! al. will consist of additional w r there will be cost savings by the replacement of tracts. ould be noted that each increase in operating cost listed perating expense upon its implementation. Cost and Efficiency act: This project will improve overall efficiency by assuring that the County's network infrastructure consists of the most current technologies, allowing the County to conduct it's everyday business without interruption. Conformance with County Obligations: This project conforms with Roanoke County's vision to facilitate a managed technological environment that balances education, productivity, social skills, health and the ecosystem (p.11) and listed goal to maintain an open, democratic, and easily accessible governmental system (p.13), as found in the 1998 Community Plan. Funding Source: General Fund 82 FY2006-2010 CIP Information Technology Computer Network Infrastructure Upgrade FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 $250,000 83 FY2006-2010 CIP Information Technology Server Replacement Description: This project creates a plan for server replacement based on an industry standard three year cycle. This replacement includes the server hardware and operating system but does not include the cost of upgrading any applications, such as Computer Aided Dispatch, Financials, etc. Justification: Because we are moving business critical applications into a server intensive arena and off of the discontinued Hewlett Packard mini computer (HP Migration), it is more important than ever to establish an enterprise wide server replacement plan. In the past the cost of upgrading servers was up to the individual departments. This resulted from the fact that we had fewer servers and the applications they supported were, for the most part, not business critical. However our experience with the upgrade cycle of the business critical Finance & Budget systems has proven a three year server replacement cycle quite accurate. After three years servers are no longer covered by warranties and the cost and time to maintain them starts to climb. Once the warranty period expires we estimate the maintenance cost to be 3-5% of the purchase price and compounding this cost is the problem of finding a reliable contractor to perform the maintenance. In addition to the increased maintenance cost there is the loss in operating efficie the incompatibility problems that come from antiquated operating systems not su i ersions of applications. Operating Budget Impact: There will be no impact on ou years, at the en the ases come with warranties of three Cost and Efficiency This project wi . Conformance with ligations: This project co orms with the Board of Supervisors stated mission to provide high quality delivery of services at reasonable costs to the citizens of Roanoke County. This project also conforms with Roanoke County's vision to provide its citizens the capability to access local and global community services through the latest communications technologies (p.ll), as well as the objective to ensure that all citizens have full and appropriate access to information concerning their government (p.14), as found in the 1998 Community Plan. Funding Source: General Fund 84 FY2006-2010 CIP Information Technology Server Replacement FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 85 FY2006-2010 CIP Information Technology Lawson HRlPayroll Enhancement Description: This project will increase functionality and usage of the existing Lawson HRlPayroll system. It represents the natural progression of electronic information dissemination from a limited distribution group to the wider enterprise. The current Lawson Human Resources/Payroll 8.0.3 modules are limited to usage by HR and Finance staff. The modules will be enhanced by offering Lawson Employee and Manager Self Service functions. These tools facilitate increased automation of HR and Payroll functions and reporting, and encourage use of the applications by a wider audience. Employees and Managers will be able to review and maintain limited information pertinent to their own or employee's records, following set approval paths. Managers will also be able to review and request reports more efficiently, on-line. Use of Lawson Add-ins for Microsoft Office tools will allow Payroll and Human Resources staff to make mass changes with less data entry, using the familiar Microsoft Office user interface. Justification: This project will position Finance, Human Resources, and I.T. to further implement the next phase of the strategic initiative agreed upon for the County HRIS system. The Employee and Manager Self- Service module of the Lawson HRIS system empowers county staff while promoting enhanced business process efficiencies from recruitment through retirem s module allows employees to take ownership of personal information and provides n ith a method for tracking and maintaining information about their direct rep III beco the principal means of human resource information distribution ou Employee Self- resource/payr can make chan deposit, and ta amatically improve human s to vie nd Intain their own data. Employees home address, dependent information, direct omated paperless process. Managers have Information about employees in their reporting hierarchy. It also gives them the capability t rform business transactions vital to their job duties such as making changes to an employee status, opening job requisitions online and checking applications received. Studies have shown that implementation of this module can cut processing costs significantly over the traditional methods. In addition to functionality described above, the self serve modules position the County to possibly provide a flexible self enrollment process to guide employees through benefit plan elections and open enrollment periods. Lawson Add-ins for Microsoft can provide similar efficiencies related to data entry processes for groups of employees. Thus, enhancements to Lawson will create time saving opportunities by automating core functions performed by Human Resources/Payroll staff. Operating Budget Impact: There will be a slight operating budget impact in FY 2006, related to the maintenance fees paid by I.T. It should be noted that this increased maintenance cost becomes a required yearly operating expense upon implementation. It is expected that the system will operate on the servers holding the existing Lawson modules and the existing county intranet server. Cost and Efficiency Impact: This project will improve overall efficiency and may provide opportunity for cost avoidance in Human Resources and Finance, as more functions are automated. 86 FY2006-2010 CIP Information Technology Lawson HRlPayroll Enhancement Conformance with County Obligations: This project conforms with the stated mission of the Board of Supervisors to provide high quality services at reasonable costs to the citizens of Roanoke County. Funding Source: General Fund FY2006 - 2010 Expenditure Summary I Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 87 FY2006-2010 CIP Information Technology Voice Over IP Description: This project will bring voice over IP (Internet) technology throughout the county. We are planning to switch over the various phone systems one at a time. This will require replacing all phones, outgoing local and long distance lines, and increasing network bandwidth throughout our network to provide this service. Justification: This will consolidate phone management and cut down on the number of leased phone lines. We presently have 42 individual phone systems, which must be individually maintained and managed. This project will increase security and safety, in case of an emergency or announcement, by having the entire county on one system. An example of this would be the ability to intercom between building floors during a fire or other emergency. This capability doesn't exist anywhere in the County at the present time. The new phone system will greatly increase emergency communications through centralized and remote management capabilities. Operating Budget Impact: This project will not have an impact on operating budgets. Cost and Efficiency Impact: This project will improve overall efficiency b communications capabilities. e Boa f Supervisors to provide high quality oke County. This project also conforms with the te the u the most effective & efficient methods to communicate tize and to receive their input and suggestions, as found in Chapter Three Ian (p.14). Conformance with This project c services at rea County's listed issues and po Ii of the 1998 Co Funding Source: General Fund 88 FY2006-2010 CIP Information Technology Voice Over IP FY2006 - 2010 Expenditure Summary Notes: Appropriations to Date $0 Future Costs Beyond 2009 None 89 f AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, MARCH 1,2005 RESOLUTION CERTIFYING THE CLOSED MEETING WAS HELD IN CONFORMITY WITH THE CODE OF VIRGINIA WHEREAS, the Board of Supervisors of Roanoke County, Virginia has convened a closed meeting on this date pursuant to an affirmative recorded vote and in accordance with the provisions of The Virginia Freedom of Information Act; and WHEREAS, Section 2.2-3712 of the Code of Virginia requires a certification by the Board of Supervisors of Roanoke County, Virginia, that such closed meeting was conducted in conformity with Virginia law. NOW, THEREFORE, BE IT RESOLVED, that the Board of Supervisors of Roanoke County, Virginia, hereby certifies that, to the best of each members knowledge: 1. Only public business matters lawfully exempted from open meeting requirements by Virginia law were discussed in the closed meeting which this certification resolution applies, and 2. Only such public business matters as were identified in the motion convening the closed meeting were heard, discussed or considered by the Board of Supervisors of Roanoke County, Virginia.