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HomeMy WebLinkAbout3/20/2007 - Special Roanoke County Board of Supervisors Agenda March 20, 2007 Good afternoon and welcome to a special meeting for March 20, 2007. The purpose of this meeting is to discuss fiscal year 2007-2008 budget development and to receive funding requests from cultural, tourism, and other agencies. Regular meetings are held on the second Tuesday and the fourth Tuesday at 3:00 p.m. Public hearings are held at 7:00 p.m. on the fourth Tuesday of each month. Deviations from this schedule will be announced. The meetings are broadcast live on RVTV, Channel 3, and today's meeting will be rebroadcast on Wednesday, March 21 at 7:00 p.m. and on Sunday, March 25 at 4:00 p.m. The meetings are now closed-captioned. Individuals who require assistance or special arrangements to participate in or attend Board of Supervisors meetings should contact the Clerk to the Board at (540) 772-2005 at least 48 hours in advance. A. OPENING CEREMONIES (3:00 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. Work session to discuss fiscal year 2007-2008 budget development. (Elmer C. Hodge, County Administrator; Brent Robertson, Director of Management and Budget) (a) Community Development (b) General Services (c) Parks, Recreation and Tourism D. CLOSED MEETING pursuant to the Code of Virginia Section 2.2-3711 A (30) discussion of the award of a public contract involving the expenditure of public funds, and discussion of the terms or scope of such contract, where discussion in an open session would adversely affect the bargaining position or negotiating strategy of the public body, namely contract with the Western Virginia Water Authority. 1 EVENING SESSION (6:00 p.m. - Board Meeting Room) E. CERTIFICATION RESOLUTION F. FUNDING REQUESTS FOR FISCAL YEAR 2006-2007 BUDGET 1. Cultural, Tourism, and Other Agencies G. CITIZENS' COMMENTS AND COMMUNICATIONS H. REPORTS AND INQUIRIES OF BOARD MEMBERS 1. Joseph B. "Butch" Church 2. Michael W. Altizer 3. Richard C. Flora 4. Michael A. Wray 5. Joseph P. McNamara I. ADJOURNMENT 2 ACTION NO. ITEM NO. C-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: March 20, 2007 AGENDA ITEM: Work session to discuss fiscal year 2007-2008 budget development SUBMITTED BY: Brent Robertson Director, Management and Budget SUMMARY OF INFORMATION: This time has been set aside to hear from several of our community service departments- Community Development, General Services, and Parks, Recreation and Tourism. Arnold Covey, Anne Marie Green, Pete Haislip, and their respective staff members will discuss departmental requests for FY07 -08 and answer questions from the Board. Attached is a summary of the information they will share. An additional work session to review other departmental requests is scheduled for March 27. Community Development Departmental Budget Request FY 2007-2008 BOS Work Session - March 20, 2007 Accomplishments The Community Development Department finds itself at a major turning point with major changes and shifting responsibilities of the Virginia Department of Transportation and OCR. Such changes resulted in shifting our focus and the dynamics of our operations. In recent years, the Community Development Department added new programs and activities for development that resulted in expanding the staff by 38% for the last three years combined. Here are some highlights of our accomplishments: . Completed the reorganization plan for the entire department . Digital flood insurance rate maps (DFI RMS) have been completed . Completed twelve (12) major stormwater improvement projects, thirty eight (38) maintenance projects and twenty nine (29) emergency repairs of local infrastructure . Achieved class eight (Class "8") rating in the National Flood Insurance Program's Community Rating System (CRS) by the Federal Emergency Management Agency (FEMA) which resulted in reduced flood insurance premiums rates by 10% for homeowners who have flood insurance . Located and recorded almost 1400 new structures into the digital storm sewer map . Processed contraction plans valued at approximately $136,819,000 . Issued 2301 various commercial permits (building, plumbing, mechanical, and electrical) and 478 new residential permits . Covered a total of 15,844 inspections (building inspections, mechanical, plumbing, and electrical inspections along with various erosion, fire safety and complaints inspections) . Processed 317 projects for new subdivisions plans, commercial site plans, E&S control plans, and concept plans . Processed 183 small plats and 54 large plat applications for new subdivisions . Responded to approximately 1250 zoning related complaints Key Issues The key issues for Community Development Department are: Transportation; Environmental Regulations; and Neighborhood Revitalizations. This executive summary reflects on these three major issues. Transportation: The County Of Roanoke is faced with a major transportation issues that will impact our growth and the development of our community. Transportation decisions will have great implications on future land use decisions, economic development and our quality of life. Transportation safety, traffic congestion, funding for transportation projects, and the local maintenance of streets are issues the Department is or will be facing in the near future. These will impact the Department in the following ways: . Need for additional staff, training, equipment and workspace (Request for one Transportation Planner position and one part-time support staff) . Staff involvement with the General Assembly legislative process . Study and evaluation of local road maintenance alternatives . Identification and evaluation of alternative funding mechanisms for transportation projects . Increasing capacity of existing transportation systems throughout various means (access management, alternative modes of transportation, etc.) Environmental Regulations: In order to comply with the State and Federal mandated Clean Water Act regulations, municipalities must develop water quality standards for stormwater runoff. These mandated regulations will impact the operations of the stormwater Management and engineering divisions in the following ways: . Need for additional staff, training, equipment and workspace (Request for one Environmental Engineer position and one part-time support staff) . Increase timeframes to review development plans Neighborhood Revitalization: In Roanoke County, neighborhoods are the back bone of the community. Many neighborhoods were built in the late 1950s, '60s and early 70s. These communities provide an abundant source of good, affordable housing to citizens throughout the region. It is important to preserve the stability of these areas by finding creative ways to maintain property appearances and housing integrity, thereby maintaining property values in these communities. Issues related to maintaining and revitalizing our neighborhoods include: . Need for additional Staff, training, equipment and works paces ((Request for one Neighborhood Planner position and one part-time support staff) . Aging Infrastructure and Infrastructure Capacity . Property Maintenance Programming . Redevelopment Plans . Excessive Occupancy of Homes . Understanding Cultural Differences Engineering Admin $ 643,657 $ 612,480 -4.84% Engineering 1,501,592 1,246,358 -17.00% Inspection 1,027,776 1,143,037 11.21 % Drainage 857,674 953,708 11 .20% Leachate 35,000 35,000 0.00% Illegal Dump 10,000 10,000 0.00% Planning and Zoning 767,032 1,031,014 34.42% Planning Commission 26,723 26,723 0.00% Total $ 4,869,454 $ 5,058,320 3.88% Community Development Mission Statement "Facilitate the orderly growth and development of the community while protecting the health, safety and welfare of its citizens, visitors, general public and surrounding communities". The Community Development Department is committed to our vision "to progressively lead the orderly growth and development of our community in order to protect our resources and sustain our growth potential for future generations". Departmental Goals and Objectives Provide professional Engineering services to the citizens of Roanoke County and to other departments within the County organization . Meet the demand of the development community and comply with the newly adopted ordinances in order to improve or reduce the time requirement of the development review process . Precisely review all development plans within established department time frames . Compliance with more restrictive Virginia Department of Environmental Quality (DEQ)/Army Corps of Engineers stream/wetland protection regulations . Manage the Center of Research Technology (CRT) infrastructure development plan . Study the feasibility of implementing public works management program for right of way Provide for maintenance and construction of Stormwater Management and Drainage Facilities in Roanoke County . Develop a strategy for inspecting stormwater management facilities and apply the Best Management Practices (BMP) for implementation strategy . Seek federal and state funding for the purchase of repetitive residential flood loss properties in the county and other mitigation projects . Maintain a Class 8 status in the Community Rating System . Enforce compliance with current federal mandates in the Clean Water Act - Virginia Pollution Discharge Elimination System (VPDES) . Implement regulation and enforcement of stormwater quality regulations now required by the Environmental Protection Agency (EPA) . Implement a new Stormwater Management Ordinance and Illicit Discharge Ordinance Administer, maintain and enforce the Building Codes of Roanoke County and develop a professional and customer oriented staff that will provide efficient and accurate services to the public . Complete the implementation of the Land Development Office (LDO) permitting system . Evaluate the feasibility of combined commercial permits similar to the current residential permit process . Evaluate the current assignment of inspector duties and geographical distribution to align with changing construction demands . Develop and implement a walk-in permitting process for minor permits . Establish inspection process system that reduces the trip generation for on-site land- development Erosion and Sediment (E&S) control and building inspections review . Obtain ISO rating of 3/3 or better . Work closely with outside organizations such as Home Builders Association, and Homeowners Associations for subdivisions to evaluate and improve the current permitting systems Continue to meet to the demand of our Geographic Information System (GIS) services and activities . Achieve grade accuracy survey using Geographic Positioning System (GPS) unit as an effective tool for design and analytical purposes . Integrate stormwater infrastructure into Spatial Data Engine (Arc SDE) and web site . Develop proposal to make GIS data accessible in the fourth floor Training Room and Board Meeting Room for meetings with the Board of Supervisors, Planning Commissions, Board of Zoning Appeal, County Departments and the public . Work with IT and the Assessor's office to replace existing Real Estate Assessment software Maintain the County's major Community Planning processes and Transportation Planning Services in support of the Board of Supervisors, Planning Commission and community in order to develop and implement policies and plans for the community's future orderly growth and development . Develop initiatives and programs to improve the public's trust in the land use development process . Provide access to land development while preserving the safety and capacity of the transportation system . Consider present and future transportation implications when making land use decisions . Continue to monitor the state funding of county construction projects . Assist in implementing a system of greenways in the Roanoke Valley including identifying funding sources Administer and enforce the Zoning Ordinance and related regulations, and to process development proposals and applications to ensure that property is developed and used in accordance with the Zoning Ordinance . Review alternative enforcement measures (civil penalties, ticketing, etc.) to improve compliance and reduce the number of repeat violations . Develop additional public education programs to enhance community relations and develop better working relationships with staff, other departments, agencies and the community . Streamline the site plan review process and develop a comprehensive monitoring program to insure continuous compliance with the zoning ordinance and proffered conditions once site development or redevelopment has occurred Performance Measures Goal 2005-06 Actual 2006-07 Budget 2007 -08 Adopted . Building Plans Review and Inspections Division allocate resources to training. . Stormwater Management staff complete 14 budgeted drainage projects. . Zoning Administration and Enforcement staff responded to all citizens zoning and land use inquires within three working days 1.5% 2% 2% 86% 86% 86% 92% 95% 95% Budget Highlights - FY 2006 Accomplishments Engineering Our professional and certified engineering staff provided engineering review and inspection of new construction for new residential subdivisions, commercial and industrial developments. During the past fiscal year, they conducted numerous plan reviews and subdivision plat reviews for technical compliance with County and State codes and regulations through the development review process. The statistics included in the development review section provide the magnitude of the involvement of the staff in every part of land development in the County. In addition, the staff provides comprehensive engineering design of public works projects for the residents of Roanoke County. They also provide review and support services for E&S inspections including roads, drainage, stormwater management, erosion and sediment control, and other aspects of public infrastructure. They work closely with the Economic Development Department in the planning, design, and construction of new sites for business and industrial prospects in an effort to attract and retain viable businesses in Roanoke County. Stormwater Management Digital flood insurance rate maps (DFIRMS) have been completed through a grant with FEMA that will greatly improve our ability to effectively manage floodplain development and provide assistance to citizens related to flooding and flood insurance. During this past fiscal year, the Community Development Department received a total of 176 floodplain determinations and/or citizen inquiries. Our drainage crews completed twelve (12) major stormwater improvement projects, thirty eight (38) maintenance projects and twenty nine (29) emergency repairs to Roanoke County's infrastructure this fiscal year. As a result of meeting our goals and objectives, Roanoke County received notification from the Federal Emergency Management Agency (FEMA) of achieving a class eight (Class "8") rating in the National Flood Insurance Program's Community Rating System (CRS). This rating result has helped the residents of the county. Flood insurance premiums rates are discounted by 10% for homeowners who have flood insurance. This past fiscal year we developed a stormwater information website which has an outreach potential that extends well beyond any of our past programs. This page has been improved to include various types of stormwater management information: definitions of key concepts; pictures and descriptions of local storm water impacts; volunteering opportunities; upcoming events; and, an interactive map for citizens to discover the watershed they live inside. The year marks our fourth year of using the Global Positioning System (GPS) to locate and map storm drain structures. This year we located and recorded almost 1400 new structures into the digital storm sewer map. The digital storm sewer map now holds 95% of the county's storm sewer system. We also completed an inventory of structural stormwater controls (ponds) and we will continue to be updated through the storm drain mapping program. To date, more than 300 ponds have been placed in the stormwater controls inventory. Inspections of the ponds have begun and we have also started enforcing the necessary maintenance of the ponds. Building Plans Review and Inspections The building plans review and inspection service was last rated as 4/3 by the ISO rating methods. Our strategy is based on adding or reaching the level of 2% budget increase by the fiscal year 2006-07 for training and certification. We continue to monitor the various disciplines through various education programs available in the industry focusing on integrating the new technology and best practice in the field. Our goal is to reach and we hope to exceed 3/3 ISO or better during the upcoming evaluation in 2007-08. We continue to revise our routes and techniques to provide prime inspection services and building reviews for new or renovated buildings throughout Roanoke County. We are working on the strategy to strengthen our inspectors' qualifications by acquiring additional certifications and training. During the past fiscal year, the staff utilized the new LDO system. The LDO system allows us to monitor, track, and verify information more efficiently and expeditiously in processing the development plan review and inspections. It is our pleasure to report that the division processed contraction plans valued at approximately $136,819,000. The County of Roanoke collected approximately $544,150 in fees. The division issued 2301 various permits and 478 new residential permits. The inspection's staff covered a total of 15,844 inspections with an average of 10.5 inspections per day per inspector (6100 building inspections, 4920 mechanical and plumbing inspections, and 3900 electrical inspections with 875 for various erosion, fire safety and complaints inspections.) We also recorded 658 contractors, 89 certifications and 19 tradesmen in the course of a twelve month period. Additionally, the CSR (Customer Services Representatives) staff logged in 880 residential building and site plans for review in FY 2006. A five-day review is required on these plans. Approximately 93% of all plans were reviewed within five (5) days and issued by the CSR staff. Development Review During the FY 2006, the development review team processed 317 projects for new subdivisions plans, commercial site plans, E&S control plans, and concept plans. These projects generated approximately $13.5 million via 268 sureties to secure orderly development. The County of Roanoke generated a total of $223,025 in fees for these projects. Also during this fiscal year, the development review team processed 183 small plats and 54 large plats applications for new subdivisions. These subdivisions generated a total of 830 lots that are added to the tax maps through our GIS system. In addition, this function processed 50 new commercial buildings, 130 alterations and 25 additions for commercial structures. This team stays busy throughout the day and is able to handle approximately 75 phone calls per day with at least 20 phone messages per day. We also implemented the Corrective Action Plan Agreement for the Local Urban Program Review established with the Department of Conservation and Recreation in order to bring our review, inspection and enforcement processes into minimum standards of effectiveness and compliance with Virginia Erosion and Sediment Control Law and Regulations. These items include the revision of the County E&SC ordinance; the revision of the plan checklist to model the VESCH checklist; creation of Inspection Log Page for each project to match the state requirements; and, reorganized the file review records maintained by the department. GIS Over the last several months, GIS partnered with IT to incorporate all surrounding jurisdictions' street information into our new E911 dispatch system. The same information was added to the new County Information Management System IMS website for use by the public and other entities. The Division will continue to work in cooperation with IT to enhance the accessibility and user-friendly interface of the site. The GIS division continues to meet its goal of maintaining the accuracy of the Roanoke County's base maps within a 30 day period. In 2006, the GIS division processed approximately 830 parcel changes into the system. These parcels were created from new subdivisions of large land tracts or by splitting existing parcels. The previous year estimates were based on all parcel changes including straight property transfers. Besides parcel changes, the staff is also responsible for updating addresses, storm sewer systems, and street changes as they occur. Along with this work, the division is continuing to work with Roanoke County's IT Department and outside consultants to develop a strategy towards our goal of Enterprise GIS. Planning and Zoning In FY 2006, fourteen (14) rezoning and fifteen (15) special use permit applications were reviewed, analyzed and presented to the Planning Commission and Board of Supervisors by staff. Development plans were consistently reviewed within established time limits - subdivision plans (15 working days), site plans (10 working days) and building plans (10 working days). See Development Review and Building Inspection sections for more information on the number of development plans reviewed in FY 2006. In FY 2006, the Department received 1,352 zoning related complaints of which 92 percent were responded to within three working days. Three variance applications and two appeals of the Zoning Administrator were also processed during the past year. General Services Departmental Budget Request FY 2007-2008 BOS Work Session - March 20, 2007 Through the support of the Board and County Administration in the current budget year, General Services has been able to achieve several goals in support of the continuing needs of the County: .:. Brought satellite garage facility on line to address crowding and inefficiencies at the current garage until a new facility is built .:. Spent majority of capital maintenance budget on replacing roofs on the Brambleton Center and the Hollins Library .:. Added recycling trailer at Cave Spring Middle School Next year's budget request continues support for county citizens and operations, and concentrates on: .:. Increasing motor fuel and utility costs for solid waste fleet and county buildings, including new planned facilities, such as multi-generational center and south county library .:. Aging facilities and need for increased capital maintenance dollars, including planning for replacement of public service center at Kessler Mill Road .:. Increasing demand for Solid Waste services, including replacement of vehicles and carts and expansion of recycling drop off centers Environmental Management $ 10,000 $ 10,000 0.00% Administration 312,1 48 315,692 1.14% Solid Waste 4,710,891 4,789,866 1.68% Facilities Management 1,877,054 2,122,514 13.08% Welding Shop 95,449 99,722 4.48% County Garage 376,702 617,382 63.89% Total $ 7,382,244 $ 7,955,176 7.76% General Services Mission Statement The goal of the General Services Department is to serve the community and departments by providing the highest quality solid waste collection, facilities management, fleet maintenance and environmental management as safely and efficiently as possible. Departmental Goals and Objectives General Services Administration To support the four divisions of the Department through managerial, secretarial, purchasing, and financial activities. . Assist with the preparation of budget materials and monitor monthly financial reports. . Order, assist with installation, and maintain computer software and hardware. . Prepare and process solid waste billing and all accounts payable materials. . Provide supervisory oversight for all operations. Solid Waste To provide timely and efficient garbage collection service to all qualified residential and business customers. . Maintain full staffing. . Reduce missed collection calls for service. . Maintain fleet readiness by having 80% of the fleet available for use each day. Promote options for disposal of garbage outside of regular and bi-weekly bulk/brush collection which will assist residents and County staff in the goal of keeping the County clean. . Increase the opportunity for recycling to make it a more viable alternative to landfilling. . Provide the freeloader equitably to as many citizens as possible. . Encourage the use of free homeowner disposal program at the Roanoke Valley Resource Authority Transfer Station. Facilities Management Provide maintenance, cleaning, and repairs efficiently, effectively, and promptly to minimize disruption in all facility work environments. . Reduce building operating costs through more efficient practices. . Respond promptly and efficiently to all calls for service. . Reduce emergency maintenance requests due to increased preventive maintenance. Welding Shop To provide the highest quality, cost effective, on-time repairs and high quality preventive maintenance for user departments. . Fabricate and stock parts for Solid Waste vehicles to facilitate same-day repairs to eliminate downtime. . Perform emergency repairs to Parks' mowing equipment to prevent lost production. . Perform comprehensive, seasonal preventive maintenance on all pieces of Parks' maintenance equipment. Offer skilled, affordable welding and machine shop services as needed to County Departments. . Perform custom steel fabrication services, including the construction of storm grates, armor, and bridge supports. . Perform a variety of welding repairs to keep equipment in service, including mowers, trailers, and Solid Waste vehicles. Performance Measures - Solid Waste Missed Collection Household Garbage Tonnage Homeowner Disposal Program Tonnage Freeloader Disposal Program Tonnage 2005-06 Actual .02% 43,152 4,601 646 Performance Measures - Facilities Management Routine Maintenance Requests Emergency Maintenance Requests Capital Maintenance Projects 2005-06 Actual 3,712 40 $275,000 Performance Measures - Welding Shop (10 months) Repair Hours for Solid Waste Repair Hours for Parks Repair Hours for Storm Water Ops. Repair Hours for Water Authority 2005-06 Actual 649 1747 80 46 Budget Highlights - (Accomplishments FY2006) 2006-07 Budget .02% 43,000 5,000 420 2006-07 Budget 3,600 20 $310,000 2006-07 Budget 789 2096 100 56 2007-08 Adopted .02% 44,000 5,000 600 2007-08 Adopted 3,800 20 $310,000 2007-08 Adopted 789 2096 100 56 The Solid Waste Division has provided oversight for three household hazardous waste collection events and planned and oversaw the first ever valley-wide residential electronics recycling event. The Solid Waste Division also implemented a bagged leaf recycling program with Rockydale Quarries. The Facilities Management Division completed renovation projects for the Hollins Library and the Treasurer's Office. The Facilities Management Division also oversaw the completion of roof replacements for the Hollins Library and Brambleton Center and provided construction management/input for the new Public Safety Building. The Welding Shop has performed preventive maintenance and repair for Parks and Solid Waste for an estimated savings of $36,500 this year. County Garage Mission Statement The Roanoke County Garage will maintain the vehicle and equipment fleets for the County of Roanoke, the Western Virginia Water Authority, Explore Park, and Roanoke Valley Television in the highest state of readiness and safety; performing top quality work while using the most cost-effective technology available. Departmental Goals and Objectives Perform preventative maintenance and repairs in a cost effective and efficient manner. . Achieve a mechanics accountability level of 70%. . Diagnose and complete repairs in a timely manner. . Provide comprehensive fleet management. . Manage fuel purchases and records. This is to include fuel import of data, purchase records, processing for payment, monitor pricing, usage and economy while exploring our environmental options. Maintain the fleet in as safe a condition as possible. . All vehicles and equipment will receive annual state inspections and 26 safety point inspections during routine service. . Oversee warranty repairs and vendor performance thus reducing downtime and improving the readiness of the fleets, while reducing cost to the individual departments. . Provide 24/7 roadside assistance and support to internal and external customers. . Maintain vehicle and equipment records for all internal and external customers. Prepare reports, billing, data entry, and compile information necessary for budget preparation. To control outsource labor costs. . Strive for less than 25% maximum annual sublet expenditures. Performance Measures Number of Repairs Labor Hours Billed Labor Charges Business Volume 2005-06 Actual 3,073 7,318 $227,439 $1,736,016 2006-07 Budgeted 3,400 7,000 $240,000 $1,750,000 2007 -08 Adopted 3,400 7,500 $260,000 $1,775,000 Budget Highlights - (Accomplishments FY2006) The County Garage continued to explore options for increasing productivity, improving customer response and relieving the gridlock experienced at the Market Street facility. The Board of Supervisors approved rental of a building for use as a satellite facility, which should greatly change the situation in FY 2006-07. Customer satisfaction as measured via the customer response cards remained extremely high at 99%. Labor productivity increased by $29,137 over the previous year's budget. Garage mechanics performed 1,777 safety and state inspections for 700+ vehicles and achieved a mechanic accountability of 60%. Staff continues to improve utilization of the fleet management computer system to assist with service intervals, minimize repairs, and assist with recommendations for the Vehicle Replacement Committee. Parks, Recreation and Tourism Departmental Budget Request FY 2007-2008 BOS Work Session - March 20, 2007 .:. Multi-Generational Center: o Board approved Phase I proposal. o Contract established with construction management firm - Construction Dynamics Group. o Phase II PPEA proposal - anticipated date of receipt is summer 2006. o Continue to support the development of the Multi-generation Center at Valley Point. Top priority for Capital funding and citizens for Parks, Recreation & Tourism. o Create a Development Director position to help raise private capital to support the development of the Multi-generation Center and other major capital initiatives and establish a Parks Foundation with a variety of endowed funds. .:. Greenways and Trails: Our goal is to develop one mile of greenways and trails per year for the next five years. Our current strategy is to develop loop trails within existing parks that connect to neighborhoods. o Grant funding has been requested to complete a % mile trail within Walrond Park. o Planning for and funding strategies will be developed for 1 mile trail system and wetland area on the new South County Library site. o The Green Hill Park section of the Roanoke River Greenway will be completed. o Working with the Roanoke Valley Greenway Commission staffwill begin to determine trail corridor for the east section of the Roanoke River Greenway. .:. Capital Maintenance Program: Information developed during the master plan process indicates the replacement cost for park facilities at $24,166,300 with a depreciated value of $11, 103,400. o We would like to increase capital maintenance funding an additional $300,000 per year to continue upgrades and to protect our existing assets. Administration $ 518,753 $ 543,191 4.71% Explore Park 360,000 360,000 0.00% Tourism 379,367 379,367 0.00% Youth Services 173,424 179,769 3.66% Teen Programs 125,680 128,105 1.93% Outdoor Ed 140,503 152,223 8.34% Senior Citizens 215,649 225,092 4.38% Special Events 116,531 119,839 2.84% Therapeutics 196,691 205,483 4.47% Adult Athletics 62,502 65,120 4.19% Youth Sports 263,537 267,928 1.67% Brambleton Center 170,442 168,976 -0.88% Grounds Maintenance 1,992,712 2,074,765 4.12% Street Signs 27,487 27,487 0.00% Fee Classes 988,589 1,173,706 18.73% Total $5,731,867 $6,071,021 5.92% Parks, Recreation & Tourism Parks Division Mission Statement To provide best practice industry standards to maintain and improve Roanoke County Parks and other public lands to meet community values for high quality parks and recreational facilities. It is our commitment to provide safe and attractive facilities and to serve the citizens' recreational and leisure needs, including but not limited to; grounds maintenance, E-911 signage support, youth and adult athletic facilities, snow removal and county wide emergency response, support of special events, special projects and community involvement. Department Goals and Objectives To provide safe and well-maintained grounds, landscaping, and outdoor structures at Parks and County owned facilities. . Maintain a current inventory of all grounds and facilities requiring maintenance. . Develop and implement maintenance plans for the routine care of all grounds and facilities based on industry-recognized standards for all facilities. . Evaluate the efficiency and effectiveness of all work performed. o Administer annual inspections of all 90 facilities/sites. o Develop weekly work plans to aerate, seed, fertilize, prune and mulch areas as required. o Create an irrigation plan for identified Level I facilities. o Park staff to attend 1 - 2 educational training programs each year to maintain a current knowledge of machinery, materials, and work methods most proven in the agricultural industry. To provide safe and playable athletic fields for the youth and adult sport leagues and the citizens of Roanoke County. . Maintain the Facility Needs Assessment Document. . Manage a ballfield renovation program for planned field repairs to improve player safety, reduce maintenance costs, and encourage player development. . Maintain communication with all user groups to encourage joint efforts in facility maintenance and improvements. . Develop maintenance plans for routine and annual maintenance needs of each facility. o Collect player rosters for each team to determine the number of fields required to host each club sport. o Facilitate the bi-monthly League Presidents Council meetings for the 11 sanctioned recreation clubs to review maintenance issues, policies, and procedures. o Identify annual ballfield renovation repairs by conducting a post season field inspection on each ballfield and include user comments. Execute repairs through the annual ballfield renovation program and Parks winter project work list. o Execute the field dragging, lining, and field painting work actions in support of the scheduled league games. To develop design standards for each Park classification in the Roanoke County system. . Develop or update site master plans for all existing parks. . Inventory park deficits in each magisterial district, and identify needs in the CIP requests. o Include a park branding and signage program to create consistency. o Inventory new park amenities or renovations required under new standards and develop budget strategies to fund development. o Initiate a lifecycle management plan for all site amenities to keep parks at a high quality level. To provide Park signage and street signs according to Roanoke County and V-DOT standards in support of the E-911 System. . Continue the design and development of a county-wide color and image scheme to identify the entrance of each park in relation to park classification . Maintain the integrity of the E-911 system by fabricating and installing street signs throughout the county per V-DOT standards. . Maintain a cost efficient sign shop operation that provides prompt and quality service to the county and its citizens. o Respond to and execute sign call repair within 10 days. o Prioritize sign repairs in order of missing, down, damaged, or vandalized. o Install new road signs requests within 30 days after actual road completion. o Maintain an ongoing visual road sign-monitoring program to promote a quick response time by all park staff assessing the condition of street signs while traveling to their assigned sites. To support Parks, Recreation and Tourism special events and programs and execute work orders from all County Departments. . Continue to support Sports Marketing Initiatives for Tournaments and Events that result in economic impact for local businesses in Roanoke County and the Valley. . Assess the support needs for each special event and program. . Provide staff training to effectively support each event. . Manage a work order program for all county departments that effectively processes all requests while minimizing the impact to existing workloads. o Attend the Regional Sports Marketing Committee meetings. o Maintain current level of tournaments and introduce 1 new event for FY07-08. o Evaluate each event at its conclusion for execute and customer service. o Execute county generated work orders within 10 days from - March and within 30 days after from April through October. Manage improvement projects that maintain and enhance the appearance of County properties and encourage community involvement. . Manage a full time Projects Team that supports the daily parks maintenance operation and makes repairs and construction improvements to county properties. . Support community participation for parks and facility improvements to foster public ownership and pride. . Ensure AD.A. compliance standards are included in all projects and renovations. o Prioritize a project list based on safety, improving efficiencies, and facility appearance. o Manage all CIP, CMP, and CIIF projects for park improvements. o Manage volunteer community service programs for park improvements o Work with the Therapeutic Staff to maintain a prioritized A.D.A project list. Performance Measures 2005-06 2006-07 2007-08 Parks Division Actual Budgeted Projected Number of Capital Maintenance projects 15 17 15 completed on time and within budget Number of Special Events and Sporti ng 21 21 22 Tournaments Supported Percentage of street sign repairs or 95% 95% 95% replacements completed within 2 weeks Percentage of Park Amenities prepared on 95% 95% 95% time and to established standards (i.e. courts, ballfields, playgrounds, restrooms, etc.) Parks customer satisfaction rating on ballfield 85% 85% 85% maintenance by area recreation leagues Budget Highlights - FY2006-07 Accomplishments 1. The following Capital Maintenance Projects will be completed during FY06-07; parking lot paving and striping at Goode Park, Walrond Park main parking lot, Mount Pleasant Park lower parking lot and tennis court level parking, Northside Complex entrance road and walk trail, water system and septic system installation at Whispering Pines Park, playground replacements at Whispering Pines Park, Sadler Park, maintenance pole barns at Green Hill Park and Starkey Park maintenance areas, gravel road repairs to rear Equestrian area at Green Hill Park, drainage improvement design at Goode Park. The Brookside Park new entrance road, trails and walk bridge project was delayed until FY07 -08 in order to comply with FEMA regulations in this flood mitigation area. The Walrond Park tennis court renovation project for the upper five courts was added to the CMP list. 2. The Parks Division supported 22 major sporting tournaments and PR& T Special Events that had positive economic impacts to Roanoke County and the valley. The 2006 N.S.A World Class B East Girls Softball Tournament, 2006 AS.A Class C Eastern National Softball Championship, Commonwealth Competitive Games, U. S. Challenge and the Chance Crawford Softball Tournament hosted by N.S.A, AS.A, and USSSA are some of the main events. 3. The recently formed new Support Services Team has continued to successfully manage several work functions with minimal support and impact from the other Parks work teams. This team provides assistance for our Tourism Events, executes requests to transport surplus property on a count-wide basis, assist Election Department with transporting voting machine and signage set up at the voting precincts and manage the park barrier and gate repair installation program. Parks, Recreation & Tourism Mission Statement To provide essential, diverse, and innovative leisure services that enrich the quality of life for all Roanoke County citizens while enhancing the prosperity of our community by making Roanoke County a better place to live, work and play. Departmental Goals and Objectives I. Youth Services - To provide cost effective community based programs at the Craig Center and after school state licensed childcare programs where children have fun and learn through age appropriate activities that foster physical, social, emotional and cognitive development. a. Add one additional after school (ASK) site. b. Maintain a minimum of 10 ASK sites. c. Add two additional summer childcare camps (KIC). d. Increase unique customer base in existing programs. e. Recover 80% of total expenditures. II. Camp Roanoke - To develop and offer quality summer day and residential camp experiences that meet American Camping Association standards. a. Review camp programming trends and introduce 2 new activities. b. Expand 20 experiential programs to include outreach and off site programming. c. Raise $30,000+ for development of camp residency. d. Maintain summer day and residential camp programs. e. Recover 65% of total expenditures. III. Special Services - To create a diverse set of recreation experiences through our Senior and Adult Services section, Therapeutic Recreation and Teen Section. To effectively manage recreation spaces to meet community recreation programming needs as well as optimizing the facility use of the Brambleton Center. a. Increase number of paid rentals by 10%. b. Develop measures for facility space utilization and establish new targets for FY 09. c. Establish three new partners in which we can utilize their facilities to facilitate recreation programming. d. Recover 10% of total expenditures. Senior and Adult Services - To provide a diverse leisure service program with educational, recreational, social and health oriented opportunities for adult's ages 18 - 99 years old. . Add two new pottery classes to take advantage of different skill levels. . Develop three successful programs for home schooled students. . Develop two successful programs for preschool age children and parents. . Develop two partnerships with private service providers. . Recover 55% of total expenditures. Teen Center - To provide area children in grades 6 thru12 with a safe, comfortable teen center and age appropriate programs that target a variety of different peer groups. . Sell an average of 20 memberships per month . Create 1 mid semester promotion piece to be distributed in local middle schools. . Increase participation on Wednesday and Thursday to average 30 or more participants per day. . Increase awareness and promote the Brambleton Teen Center to county schools/parents by attending school year kickoff PTA meetings at CSMS and HVMS . Develop a minimum of 3 programs per semester in new areas of the county. . Create 1 new outreach program focusing on community based issues. . Recover 25% of total expenditures. Therapeutic Recreation - To provide comprehensive therapeutic recreation services for individuals of all ages with disabilities, specializing in services for individuals with developmental disabilities, visually impairments, hearing impaired, head injured related disabilities, and individuals with psychiatric disabilities, while meeting the requirements of the Americans with Disabilities Act of 1990. . Provide a minimum of 100 skill building, recreation, socialization, entertainment, daily living skill, leisure education and transition courses for individuals with disabilities in specialized ability groups, including services for individuals with developmental disabilities, psychiatric disabilities, head injury related disabilities, and sensory impairments, within eligibility guidelines. Provide programs and courses for the general public in sign language. . Provide limited accessible client transportation within the Roanoke Valley for selected TRS programs. . Provide TRS and Department promotional materials in accessible formats including Braille, large print, audiocassette, and simple formats as requested. . Recover 40% of the total program expenditures. IV. Athletics - To provide organized recreation level sports leagues in baseball, softball, basketball, football, soccer, and cheerleading for Roanoke County residents as well as offer a wide variety of cost effective and innovative fee based athletic programs and services that promote wellness, socialization, and life long learning opportunities. a. Recover 25% of total expenditures. b. Revise Community Use Manual c. Implement volunteer background screening for all youth recreation leagues. V. Administration Services - To provide guidance and support for the entire department which include marketing, software management, network management, budget management, goal development and park planning. a. Capture 100% of department revenues into our Class Information System. b. Establish Class Committee to review department revenues not currently being captured in our information system and establish best management practices and develop technical contacts in each department. c. Acquire Point of Sale Module d. Update Community Use Manual e. Create an Operational Best Management Practices Guide for the department. Performance Measures 2005-06 2006-07 2007-08 Actual Budget Target Total number of activity offerings 371 425 475 Total number of unique registered participants 7,229 8,000 8,800 Customer retention rate - 65% 75% Total number of registrations 14,532 16,500 18,000 Gross revenue in Fee Class accounts $ 1,001 ,83C 1,200,000C 1,350,00C Maintain a 80% program success rate within 3-5% 81% 80% 80% Overall customer satisfaction - 90% 93% Overall attendance at major special events 22,550 25,000 27,500 Percentage of overall cost recovery 22% 25% 27% Sports Marketing Economic Impact (Direct Spending) 7,441,925 8,000,000 8,500,00C Budget Highlights - FY2006 Accomplishments Youth Services 1. Modified our licensing status to reflect changes in State legislation changes. 2. ASK (After School for Kids) is now offered at 13 out of 17 of the elementary school sites. Camp Roanoke 1. Received our re-accreditation from the American Camp Association with an overall score of 99%. 2. Established an annual diabetes program with Carillion Health Care. 3. Increased "Slam Duncan" scholarships for Camp Roanoke. Senior and Adult Services 1. New programs were added which included special programs for Home School Students, Environmental education and programs for ages 2-5. 2. Jazzercise was offered and proved such a success that the program was expanded from one to three classes. 3. Stained glass classes and woodworking classes were new this year. 4. Henna Tattoo Workshop and Dreaming 101 generated positive publicity for Brambleton Center with an article in the Roanoke Times, Inside Out Teen Center 1. The Brambleton Teen Center saw over 10,500 participant visits 2. Offered 25 new teen programs Therapeutic Recreation 1. Provided 141 different TRS programs in 315 sessions with 91 % of all classes reaching successful registration. 2. Maximum program capacity and resources were reached in the ACE and Adult Excel programs. 3. The section received an Award of Excellence from the Virginia Department of Rehabilitation Services and the Nelson Malbone Award from the Virginia Association of the Blind, Shenandoah Valley at Roanoke, Virginia. Athletics 1. Hosted the 2006 NSA Youth Class "B" World Series in July of 2006. The tournament featured 175 teams from 15 states with an estimated direct spending of $5,605,350 (CVB). 2. Hosted the 2005 ASA Men's Class "0" Eastern National Championship in September of 2005. The tournament featured 142 teams. Financial figures from CVB have not been finalized. 3. Received a grant from the Mid-Atlantic Tennis Foundation to offer a weeklong resident tennis program for at-risk youths at Camp Roanoke. Tourism/Special Events Mission Statement To provide quality entertainment and special events that encourage tourism and economic development in Roanoke County and a series of minor events designed to enhance the quality of life in the community for families and children. To complete the process of developing a plan that will position Roanoke County along with the entire Roanoke Valley as a desirable tourist destination. Departmental Goals and Objectives Continue the upgrade and expansion of all special events held at Green Hill Park and other County locations. . Further develop outdoor movie series and other minor events which serve to enhance the quality of life of local County residents. . Develop Renaissance Faire into an educational opportunity for the school system. Keep event in September to better accommodate school calendar. . Explore new funding/sponsorship opportunities and coordinate with other area organizations and attractions to expand existing activities and develop others. . Continue to work with Parks Division on site development, particularly of Green Hill Park. Further develop this site into a multi use facility. . Seek continued and expanded support for Enchanted Eve's further development and expansion. Complete the process of developing a tourism plan that will position Roanoke County along with the entire Roanoke Valley as a desirable tourist destination. . Continue the development of collateral materials to promote tourism within Roanoke County and work with other localities and attractions to provide information for tourism. . Develop the establishment of regional events/concerts to attract both visitors and participants to Green Hill Park and other County locations. . Explore funding sources in order to be able to implement Tourism Plan 2006 Accomplishments 1. Joined forces with the Virginia Tourism Corporation to begin the process of developing a major tourism plan for Roanoke County. 2. Received over $184,828 in media support and cash donations for the year's special event series. E AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, MARCH 20,2007 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. ACTION NO. ITEM NO. F-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: March 20, 2007 AGENDA ITEM: Funding requests from cultural, tourism and other agencies for fiscal year 2007-2008 SUBMITTED BY: Brent Robertson Director of Management and Budget APPROVED BY: Elmer C. Hodge County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This time has been set aside for presentations to allow cultural, tourism and other agencies the opportunity to orally submit funding requests to the Board of Supervisors for inclusion in the FY2007 -2008 budget. At the March 13, 2007 Board of Supervisors meeting, presentations from health and human service agencies requesting contributions from the County for inclusion in the FY2007 -2008 budget were heard. Organizations that submitted funding requests for FY2007-2008 were instructed to submit an Appearance Request Form to the Clerk to the Board of Supervisor's if they wanted to make an oral presentation. The cultural, tourism, and other agencies on the attached report have requested time to speak to the Board on March 20, 2007 regarding their funding requests. The written requests and accompanying literature submitted by each organization are available in the Budget office for your review prior to the presentations. Attached is a summary that lists each agency's budget history and requested funding amount, along with a listing of speakers who have signed up to present the agency's request. Based on input received from the Board, the County Administrator will make recommendations for funding and present them as part of the FY2007 -2008 proposed budget that is planned for April. FY2007-2008 Agency Funding Requests Cultural, Tourism and Other Agencies BOS Work Session March 20, 2007 The agencies listed below have requested time to speak to the Board regarding FY2007 -2008 funding requests. Speakers will be called in alphabetical order (Z to A) by the name of the organization they are representing. Western Agency Name Land Trust Amateur Small Business Center Presenter Roger B. Holnback, Executive Director Peter Lampman, President (or Representative) Roy D. Baldwin, Director Nancy McCrickard, Executive Director Laura Rawlings & Brian Black Thomas L. McKeon, EdD., Executive Director Les Epstein Science Museum of Western Roanoke Roanoke Orchestra Education Center Opera Roanoke ain Zoo Mill Mountain Theatre Jefferson Center Foundation Friends of the Blue Downtown Music Lab Amanda R. Associate Director James "Bau" Graves Broaddus Clean Inc Charlie Ann Executive Director Executive Director Center in the Square Operating Arts Council of the Blue H. Lawrence Davidson Executive Director FY2007 -2008 Agency Funding Requests Cultural, Tourism and Other Agencies BaS Work Session March 20, 2007 FY06 FY07 FY2008 Agency Name Adopted Adopted Request Proposed Young Audiences of Virginia, Inc. $900 $1,100 $1,800 Williamson Road Area Business Association $1,000 $1,000 $10,000 Western Virginia Land Trust $1,200 $1,900 $10,000 Virginia Museum of Transportation $5,700 $6,000 $15,000 Virginia Amateur Sports $42,400 $44,400 $50,000 Vinton Dogwood Festival $2,000 $1,000 $1,000 Vinton Chamber of Commerce - Business Recruitment $3,000 $3,000 $10,000 Tri-County Lake Administrative Commission (TLAC) Smith Mtn Lake $10,000 $9,400 $10,000 Small Business Development Center $3,500 $3,500 $5,000 Science Museum of Western Virginia - Operating $16,400 $17,000 $20,000 Science Museum of Western Virginia - NEW Capital Request $0 $0 $25,000 Salem-Roanoke Baseball Hall of Fame $2,800 $2,600 $3,000 Roanoke Valley Sister Cities $2,700 $2,400 $2,400 Roanoke Symphony $6,400 $6,400 $25,000 Roanoke Higher Education Center $10,000 $10,700 $20,000 Roanoke Ballet Theatre $0 $400 $0 Opera Roanoke $600 $600 $5,500 New Century Venture Center $900 $1,000 $10,000 Mill Mountain Zoo - Capital Request $700 $900 $100,000 Mill Mountain Zoo $6,700 $7,000 $20,000 Mill Mountain Theatre $5,500 $6,400 $15,000 Jefferson Center Foundation $1,100 $1,200 $10,000 History Museum & Historical Society of Western Va. $7,700 $8,400 $12,000 History Museum & Historial Society of Western Va. - Capital - NEW $0 $0 $30,000 History Museum & Historical Society of Western Va. - O. Winston Link Museum $2,000 $2,900 $6,000 Harrison Museum of African American Culture $2,000 $1,900 $10,000 Friends of the Blue Ridge Parkway $9,200 $10,000 $15,000 Downtown Music Lab $900 $1,000 $12,000 Clean Valley Council, Inc $800 $1,200 $4,000 Center in the Square Operating $37,700 $37,700 $75,000 Blue Ridge Vision Film Festival $400 $400 $0 Blue Ridge Soil and Water Conservation District $1,500 $1,200 $3,000 Arts Council of the Blue Ridge $2,500 $2,700 $5,000 Sub-Total $188,200 $195,300 $540,700 FY2007 -2008 Agency Funding Requests Cultural, Tourism and Other Agencies BaS Work Session March 20, 2007 FY06 FY07 FY2008 Agency Name Adopted Adopted Request Proposed Dues & Per Capita: Virginia Municipal League $8,277 $9,281 $9,573 Virginia Institute of Government Membership $0 $5,000 $5,000 Virginia Economic Bridge - NEW $0 $0 $1,500 Virginia Association of Counties $17,640 $18,000 $18,027 Vinton Chamber of Commerce - Dues $500 $500 $500 VA Western Community College - Scholarship $10,510 $11,850 $13,420 Salem/Roanoke County Chamber of Commerce $5,700 $6,000 $6,000 Roanoke Valley Convention and Visitors Bureau $130,700 $135,700 $165,000 Roanoke Valley Alleghany Regional Commission $47,791 $56,321 $57,215 Roanoke Regional Chamber of Commerce - Dues $2,620 $2,620 $2,620 National Association of Counties $1,696 $1,781 $1,781 Economic Development Partnership $140,054 $140,732 $170,291 Sub-Total $365,488 $387,785 $450,927 Greenway Commission $30,200 Grand Total Cultural, Tourism & Other $571,288 $612,685 $1,021,827