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SFS~UICEN7ENN~P~ ROANOKE COUNTY BOARD OF SUPERVISORS
A Buwn~ul8cgimm~g BOARD PLANNING RETREAT
JANUARY 18, 1992
830 A.M.
ACTION AGENDA
A. ROLL CALL
ALL PRESENT AT 831 A.M.
B. REQUESTS TO ADD TOPICS FOR DISCUSSION
ECH -REQUEST FROM SALEM REGARDING THEIR LANDFILL
HCN -POSSIBILITY OF A 1992 BOND ISSUE
HCN -TAX AUDIT OF MACHINERY AND TOOLS TAX
HOM -SALARY INCREASES FOR COUNTY EMPLOYEES
C. LONG RANGE GOALS AND POLICIES
1. Services to Citizens
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LBE PRESENTED ffiS RECOMMENDATIONS FOR LONG RANGE GOALS AND
POLICIES -BOARD CONSENSUS TO SUPPORT.
STAFF TO REVIEW LBE'S RECOMMENDATION AND BRING BACK TO BOARD
FOR FORMAL ADOPTION
2. Fiscal Policies
ECH WILL BRING POSSIBILITY OF BOND ISSUE TO WORK SESSION DURING
BUDGET PROCESS
HCN -SUGGESTED THAT A TAX AUDIT BE CONDUCTED ON MACHINERY AND
TOOLS TAX -WILL DISCUSS WITH OTHER BOARD MEMBERS.
NEED TO UPDATE CIP IF BOARD HAS BOND ISSUE.
D. COMMUNICATIONS
1. Communications with Citizens
HCN -NEED TO CONTINUE WRITTEN COMMUNICATION WITH CITIZENS
THROUGH MAILINGS IN UTII.ITY BII.LS OR OTHIIt VEHICLE.
ECH - NEID TO CONTINUE EFFORTS TO SPEAK AT CIVIC LEAGUES
HCN -NEED TO INFORM BOARD MEMBERS OF CO MEETINGS IN
DISTRICT
HCN - NEID TO GET OUT THE "GOOD NEWS" - LE. RECREATION USE AT
SPRING HOLLOW.
EKG -NEED TO INCLUDE BOARD MIIVIBERS IN NEWS CONFERENCES
2. Internal Communications
LBE -NEED TO I~ BOARD INFORMED OF WHAT IS GOING ON
BOARD MEETINGS - NEED TO S ~ E BOARD MEETINGS -DON'T JAM
EVERYTHING IN ONE MEETING. MAKE BETTER USE OF CONSENT AGENDA AT
MEETTINGS. NOT NECESSARY TO PRESENT STAFF REPORT AND DISCUSS
ROUTINE MATTERS. NIINUTES - MHA TO DO SET OF "ACTION ONLY" MINUTES
FOR BOARD TO REVIEW.
E. UPDATE ON MAJOR PROJECTS
1. Revised Zoning Ordinance and Comprehensive Plan
TH PRESENTID CALENDAR AND UPDATE FOR ZONING ORDINANCE AND
COMPREHENSIVE PLAN.
ECH -NEED WORK SESSION ON PACKAGID SEPTIC SYSTEMS.
2. Capital Improvement Program
RB WILL PROVIDE MINOR UPDATE AND REVISION OF CIP AND BRING BACK
TO BOARD DURING BUDGET WORK SESSION.
3. Privatization
NO BOARD CONSENSUS TO ST[TDY FURTHER
F. 1992-93 BUDGET
1. Review of overall budget process and timetable
2. Revenue Projections
RB PRESENTID + ~ PROJECTIONS -WILL KEEP BOARD INFORMED AS
FIGURES CHANGE.
ECH MET WITH EAC REGARDING EFFECT TO COUNTY EMPLOYEES OF BUDGET
SHORTFALL.
HOM -NEED TO PLAN TO ON PROVIDING SALARY INCREASES AS SOON AS
POSSIBLE.
3. Potential Cost Reductions
STAFF WILL PREPARE LIST OF POTENTIAL CUTS FOR BOARD TO PRIORITIZE
G. LUNCH
RECESS AT 12:15 P.M.
RECONVENED AT 1.15 P.M.
H. DISCUSSION OF REGIONAL ISSUES
1. Hotel Roanoke
ECH WILL GET WRITTEN UPDATE ON PLANS FOR HOTEL.
2. Upgrade of Sewage Treatment Plant
ECH -TRYING TO GET THE STATE TO REDEFINE CAPACITY OF SEWAGE
TREATMENT PLAN.
3. EXPLORE Project
HCN - NEID TO GET EXPLORE MANAGEIVIIIVT TEAM MEETING AGAIN.
NEID ENiIItGENCY ACCESS ONTO BLUE RIDGE PARKWAY FOR EMERGENCY
VEffiCLES AND SCHOOL BUSES.
4. Water
JH - 60% OF RESERVOIR AREA ,GROUTING STARTED, INTERVIEWING
CONSULTANTS FOR DESIGN OF TREATMIIVT PLAN.
TRIP TO RESERVOIR FOR BOARD MEMBERS -FRIDAY. 1/24 AT 1:00 P.M.
5. Solid Waste
ECH AND JH UPDAT BOARD.
FIRST RKE VALLEY RESOURCE AUTHORITY MEETING - 2/4/92
RECEIVED 30 - 40 APPLICATIONS FOR EXECUTIVE DIRECTOR
ECH MET WITH SALEM AND MONTGOMERY CO. RE: JOINING LANDFILL
6. Economic Development
ECH - _JOYCE WAUGH WILL BE WORIIONG WITH ECONOMIC DEVELOPMENT
PARTNERSHIP PART TIlVIE UNTII. DIRECTOR IS HIRED.
ECH -WILL SEND LETTER TO T T IF.i) SIGNAL.
LBE -ASKED FOR SUGGESTED ITEMS TO DISCUSS AT MEETING WITH OTHER
LOCAL GO S.
I. MISCELLANEOUS
1. Update on the Revised Administrative Structure
ECH DESCRIBID NEW ADMINISTRATIVE STRUCTURE.
2. Report on Peer Review Study Recommendations
ECH WILL BRING BACK A REPORT ON 2/11 UPDATING BOARD ON ACTION
TAKEN REGARDING THE PEER REVIEW RECOMMII~IDATIONS.
3. Update on recruitment of New Library Director
ECH UPDATED BOARD ON RECRUITMENT -STAFF AND LIBRARY BOARD WILL
INTERVIEW.
J. SPECIAL REQUESTS OF BOARD MIIVIBERS
1. Greenways (Eddy)
LBE ASKID FOR PRELIlVIINARY PLANNING FOR PROTECTING COUNTY RIVER
GREENWAYS.
2. Development of Position Statement Regarding New Services (Nickens)
STAFF WILL COME UP WITH LIST OF POTENTIAL CUTS FOR PRIORITIZATION.
HCN - CONCERNID ABOUT POSSIBILITY OF CABLE PUBLIC ACCESS CHANNEL.
ECH -WILL 5ET UP WORK SESSION ON PUBLIC ACCESS CHANNEL.
3. Length and Format of-Board Meetings (Kohinke)
DISCUSSED UNDER INTERNAL COMMUNICATION.
4. Policy on Naming County-owned Facilities (Eddy)
NO CONSENSUS ON CREATING A POLICY.
K. EXECUTIVE SESSION pursuant to the Code of Virginia 2.1-344 (A) (1) TO
DISCUSS A PERSONNEL MATTER REGARDING HIRING.
HCN MOTION AT 3:40 P.M. - URC
L. CERTIFICATION OF EXECUTIVE SESSION
R-11892-1
BLJ MOTION AT 4:00 P.M. - URC
M. OTHIIt BUSINESS
BOARD DISCUSSED POSSIBII.ITY OF JOINT LIBRARY IN THE FUTURE.
EGK AND HOM NEID FREE PARIONG AT AIRPORT.
HCN DESCRIBED POSSIBLE USE OF V.A. CENTER IN SALEM FOR PARKS AND
RECREATION USE. BOARD AND PARKS AND REC. ADVISORY COMMISSION TO
DISCUSS.
N. ADJO
HCN MOTION AT 4:46 P.M. - UW
SUGGESTED LONG-RANGE GOALS AND POLICIES
ROANOKE COUNTY BOARD OF SUPERVISORS - 1/18/92
A. SERVICES TO CITIZENS
--------------------
1. Schools: Provide the highest quality public school system
consistent with residents' willingness to fund the system with
local taxes.
2. Law Enforcement: Provide a professional law enforcement service
to the extent necessary to achieve good rates of crime deterrence,
apprehension and conviction, and to achieve a high level of public
safety.
3. Fire and Rescue: Provide a high-level public fire and rescue
service utilizing a combination of career and volunteer personnel.
Provide good quality facilities and equipment as necessary to
enhance the safety, effectiveness and spirit of the County's fire
and rescue organizations.
4. Solid Waste: Provide consistent, efficient and service-oriented
collection and disposal of solid wastes generated by residents and
small commercial organizations. Emphasize recycling and waste
minimization by residents and commercial organizations, consistent
with available public funds. Discourage illegal dumping,
especially in rural areas.
5. Infrastructure: Cooperate with state agencies to provide a safe
and convenient system of public roads and highways. Utilize the
state's revenue sharing program for road construction funds
whenever economic conditions will permit. Expand and improve
public water and sewer facilities consistent with residential and
commercial needs and in recognition of the economies of promoting
growth close to existing developed areas.
6. Libraries, Parks, Recreation: Provide library, park and
recreational facilities and services as appropriate for the needs
and desires of County citizens. Emphasize programs for minors.
Provide a reasonable level of services for senior citizens. Avoid
competing with commercial organizations for adult services.
7. Land Use: Provide professional and citizen-oriented land-use
policies. Achieve a reasonable balance between the interests of
residents and commercial developers. Encourage appropriate
commercial and multi-family development, consistent with community
needs. Recognize that residential construction is likely to
dominate future growth, as it has in the past. Provide a wide
range of housing suitable for all income groups. Develop a
concise, workable comprehensive plan and be consistent in
implementing its guidelines.
S. Communications: Develop effective two-way communications between
all segments of County government and its citizens.
9. Planning: Develop lang-range plans to enhance the efficient,
effective and convenient delivery of public services for all
residents.
B. FISCAL POLICIES
1. Assessments: Provide fair and equitable property assessments,
consistent with state law.
2. Tax Rates: Set tax rates at the minimum level necessary to fund
efficient and effective services for citizens.
3. Types of Taxes: Provide a broad range of local taxes to spread
the tax burden among all County residents.
4. Reserves: Develop sufficient fund reserves to minimize
short-term borrowing and to provide a safety net for times of
economic adversity.
5. Recurring and Non-Recurring Expenditures: Use bond issues only
for non-recurring large capital outlay projects. Use current
revenues for recurring replacement and maintenance expenses insofar
as possible.
SUGGESTED AGENDA FOR BOARD RETREAT - 1/18/92
I. LONG RANGE GOALS AND POLICIES
A. Services to Citizens:
1. Schools
2. Emergency Services
3. Parks and Recreation
4. Libraries
5. Infrastructure (roads, water, sewer)
6. Planning and Zoning
7. Solid Waste and Recycling
8. Others
B. Fiscal Policies:
1. Assessments
2. Tax Rates for Real Estate and Personal Property
3. Other taxes
4. Acquisition Methods For Capital Needs
5. Reserve Funds and Short-Term Borrowing
6. Major Capital Improvements - Bond Issues
7. Others
II. COMMUNICATIONS
A. Communications With Citizens:
1. Board Meetings
2. News Conferences
3. News Releases
4. Newsletters
5. Radio and TV Interviews
6. Appearances At Citizen Meetings
7. County Administrator and Civic Leagues
8. Advertising
9. Cable TV (Public Access)
10. Responding to Constituent Complaints
11. Others
B. Internal Communications:
1. Staff Reports for Board Meetings
2. Memos
3. Committees (Staff, Board Members)
4. Board Minutes (Reduce Length?)
5. Others
III. SPECIFIC CONCERNS FOR 1992
A. FY92-93 Budget:
1. Budget Process and Timetable
2. Information disseminated by Staff to Board Members
3. Potential Revenue Enhancements (Tax Increases)
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4. Potential Cost Reductions - Priorities:
a. Reduce citizen services
b. Reduce staff
c. Freeze salaries
d. Privatize
e. Others
5. Capital Improvement Program (CIP)
6. Others _
B• and and New Director
C. Revised Zoning Ordinance and Map
D. Revised Comprehensive Plan
E. oo ration With Other Governments:
1. Meeting of Chief Elected & Appointed Officials -
2. Hotel Roanoke
3. Explore
4. Sewage System Expansion
5. Water
6. Solid Waste
7. Economic Development
8. Others
IV• MI ~ LLAN US TOPICS
~-~- -~
A. F~+a~t~atie~ a~ mho Devised
Administrative Structure:
1. Chain of Command
2. Staff Committees and Task Forces
3. Role of Assistant County Administrators
4. Others ,
~ ~----
B•~ Peer Review Study ( •
1. Establish Clear Goals and Objectives
2. Add Personal Computers and Electronic/Voice Mail
3. Encourage Risk Taking by Staff
4. Produce a Comprehensive Directory of County Services
5. Review Police Department After One Year of Operation
6. Combine Department of Finance With Management & Budget
7. Study Purchasing and Human Resources Functions
8. Enhance Staffing for Building & Maintenance Division
9. Establish Vehicle and Equipment Revoving Fund
10. Establish Clerical Pools
11. Evaluate Incremental Budgeting Process
12. Others
C. Special Projects of Interest To Board Members:
1. Greenways (Eddy)
2. Others
AT A SPECIAL MEETING OF THE BOARD OF SIIPERVISORS OF ROANORE
COIINTY, VIRGINIA, HELD AT THE ROANORE COIINTY ADMINISTRATION CENTER
ON SATIIRDAY, JANIIARY 18, 1992
RESOLIITION 11892-1 CERTIFYING EBECIITIVE MEETING WAS
HELD IN CONFORMITY WITH THE CODE OF VIRGINIA
WHEREAS, the Board of Supervisors of Roanoke County,
Virginia has convened an executive 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 2.1-344.1 of the Code of Virginia
requires a certification by the Board of Supervisors of Roanoke
County, Virginia, that such executive 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
executive meeting which this certification resolution applies, and
2. Only such public business matters as were identified
in the motion convening the executive meeting were heard, discussed
or considered by the Board of Supervisors of Roanoke County,
Virginia.
On motion of Supervisor Johnson, and carried by the following
recorded vote:
AYES: Supervisors Johnson, Kohinke, Minninx, Nickens, Eddy
NAYS: None
A COPY TESTE:
~~~~ ~,
Mary H.` lien, Clerk
Roanoke County Board of Supervisors
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sFBO~~cerrterN~P`' ROANOSE COUNTY BOARD OF SUPERVISORS
~ BtaLntulBcg~mmng BOARD PLANNING RETREAT 'I'9 'S '9
JANUARY 18, 1992
830 A.M.
A. ROLL CALL
B. REQUE.S'1'S TO ADD TOPICS FOR DISCUSSION
C. LONG RANGE GOALS AND POLICIES
1. Services to Citizens
2. Fiscal Policies
D. COMMUNICATIONS
1. Communications with Citizens
2. Internal Communications
E. UPDATE ON MAJOR PROJECTS
1. Revised Zoning Ordinance and Comprehensive Plan
2. Capital Improvement Program
3. Privatization
F. 1992-93 BUDGET
1. Review of overall budget process and timetable
2. Revenue Projections
3. Potential Cost Reductions
G LUNCH
H. DISCUSSION OF REGIONAL ISSUES
1. Hotel Roanoke
2. Upgrade of Sewage Treatment Plant
3. EXPLORE Project
4. Water
5. Solid Waste
6. Economic Development
L MIS['F'i j.ANF.OUS
1. Update on the Revised Administrative Structure
2. Report on Peer Review Study Recommendations
3. Update on recruitment of New Library Director
J. SPECIAL REQUESTS OF BOARD 1VIIIViBERS
1. Greenways (Eddy)
2. Development of Position Statement Regarding New Services (Nickens)
3. Length and Format of Board Meetings (Kohinke)
4. Policy on Naming County-owned Facilities (Eddy)
B. EXECUTIVE SESSION pursuant to the Code of Virginia 2.1-344 (A) (If needed)
L. CERTIFICATION OF EXECUTIVE SESSION
M. ADJO
Board of Supervisors Planning Session
January 18, 1992
Zoning Ordinance and Comprehensive Plan Updates
I_ Zoning Ordinance
Planning Commission completes review of Draft: Mid-February
Homebuilder Comments on Draft Ordinance: Mid-February
Commission Holds Five Community Workshops: Februar
Y
Staff attends Civic League and other
community meetings to
t February -
presen
ordinance and receive comments: Mid-March
Commission holds first Public Hearing: March 3, 1992
Commission reviews draft; evaluates
suggested changes:
March
Commission holds second Public Hearing
and transmits recommendation to Board April 7, 1992
Other Items:
Staff is preparing a slide show for community meetings:
....What is a zoning ordinance.
....Why we are revising the existing ordinance.
....How we did it.
....What we are proposing.
....How you can help.
Preliminary work has begun on map revisions.
County-wide reconnaissance underway
Researching history of rezoning requests (Conditional)
*****************************************************************
II. Comcrehensive Plan Revision: Bonsack and Back Creek CPA's
Staff is currently reworking draft plans for these areas.
Community Review of Draft Plans: Early Spring
Commission review of Draft Late Spring
ROANOKE COUNTY PEER REVIEW MANAGEMENT
STUDY
Table of Contents
Project Overview ..........................................................................................1
Insights ...........................................................................................................2
County Geography ...........................................................................2
Communication ...............................................................................3
Regional Cooperation .....................................................................3
Organizational Strengths ............................................................................3
Recommendations ....................................................................................~..5
Communication ...............................................................................5
Departmental Activity ....................................................................6
Management Opportunities ..........................................................7
Conclusions ...................................................................................................9
Evaluation Team Backgrounds ...............................................................10
Address Questions Concerning This Report To:
Simeon E. Ewing
SWVA Office, Center for Public Service
University of Virginia
College Avenue
Wise, VA 24293-0016
703-328-0133
1
Proi ect Overview
During the twenty years between the 1970 and 1990 census, Roanoke County saw its
population increase 45 percent, from 53,817 to 78,236. Most of that growth, 36
percent, occurred during the 1970s. The county's growth outpaced Virginia's overall
rapid growth during the same period by 13 percent.
Growth has changed Roanoke County from a rural to an urban service
provider. In 1970 the three population centers of the Roanoke Valley had 181,436
residents, with Roanoke County accounting for 30 percent of that number. By 1990
the valley's population had grown to 194,869, with 40 percent of these citizens
residing in the county.
Also during the 1980s Roanoke County, like other local governments, saw its
service responsibilities increase dramatically under the 'new federalism.' As the
county has taken over programs once operated by federal and state government, it
has had to obligate limited local revenues without significantly changing the scope
of services to citizens. This sometimes has given the impression that the county's
payroll was being expanded.
Effective and efficient service delivery is a critical goal of Roanoke County's
government. Faced with these changes in population and service responsibilities,
the Roanoke County board of supervisors and administrative staff decided it was
essential for the healthy long-term development of the county to review its
structure, analyzing its strengths and identifying areas for improvement.
To carry this out, the University of Virginia, Center for Public Service, was
asked to develop a 'peer review' of the county's administrative levels. A team made
up of Center staff members and hig111y experienced local government professionals
from other states came to Roanoke County and met with department heads,
administrators, constitutional officers, and board members, in one-to-one
conversations, to get their views on the operations of Roanoke County's
government. These onsite interviews took place on December 17-19, 1990.
The review focused on three main areas:
• Human Resources. A local government's major resource is its
employees. Thus, in examining the efficiency of Roanoke County, this
review examined how employees are being used, and if the county has
implemented the most up-to-date operating methods. (This did not
entail atime-motion study of the workforce.)
2
• Communication. A truly efficient and effective organization has
well-developed communication skills and readily accessible
communication channels (both formal and informal) that are used by
everyone within the organization. This peer review process examined
the two-way flow of communication among both appointed and
elected officials.
• Cooperation. This area of the review centered on (1) the
relationship among divisions, both administrative and legislative,
within the county; and (2) the relationship of the county with other
local governments in the Roanoke Valley, including perceptions
gleaned through conversations with leaders of the other communities.
The informal, one-to-one conversations also covered areas like
productivity, work environment, staffing, and program conception. This
report sets forth the observations and recommendations about Roanoke
County's operations that were developed from those conversations.
Insights
Each reviewer, upon leaving Roanoke County, felt that it was awell-run, highly
professional organization. This professionalism has been recognized by other peer
review organizations, through the county's selection as an 'All-American City' and
its awards from the Governmental Finance Officers Association.
Similarly, the elected governing board of Roanoke County is perceived as a
professional, progressive body. The board interacts positively with county staff and
allows them to carry out their assigned duties. Discussions between elected and
appointed officials exhibit the mutual respect and trust that is essential for any peer
review of operations to be carried out.
County Geography
Roanoke County is faced with ail interesting geographic situation. Shaped like a
doughnut, it must interact with two independent cities, Roanoke and Salem, located
in its center. This geography presents a logistical challenge to the administration
when developing service delivery strategies, as well as internal support. County
offices are miles from one another, resulting in immense losses of productivity,
especially during peak traffic times. Problems caused by this geographic separation of
facilities is amplified by the limited resources of the Building and Maintenance
Division. Given the existing level of staffing, routine maintenance of county
buildings is hard to accomplish, and emergency repairs compound the problem.
3
Communication
The county's geographic situation also creates communication problems among
functional units of government. Every reviewer noted internal communication
problems, especially with those units located apart from the administration
building.
The logistical problems of scheduling the meetings for this review - in a way
that minimized travel time and met the time constraints on both the department
heads and the interviewers -highlight the difficulties the county faces every day.
The reviewers saw firsthand the widespread nature of Roanoke County operations,
and the time involved in commuting among facilities.
The review also emphasized the county's communications problems.
Frequently, the only information a department head had received in advance about
this review was a memorandum confirming an interview. This required a reviewer
to begin the interview by explaining the project (something the county more
appropriately should have done) and often made the department heads,
understandably, wary and reluctant to discuss international operations.
Regional Cooperation
Recent efforts toward consolidation with the City of Roanoke enabled county
officials to examine themselves and observe their counterparts in the city. While
the consolidation was defeated by the voters, officials of both localities have learned
more about each other's operations and have developed important professional
relationships that can and should be used to enhance regional efficiency. Failure of
the consolidation referendum should not mean an end to regional programs;
instead, partnerships should continue to develop, so citizens of the entire valley
will have cost-effective service delivery.
Officials from the other valley governments were reluctant to comment
formally on the county during the review process. Most likely this can be traced to
the failed consolidation attempt, rather than an unwillingness to work with the
county.
Or~anizafional Strengths
Roanoke County has developed into a strong organization in all facets of its
operation, from the elected board to appointed officials. This development has made
it possible for the county government to provide cost-effective and progressive
services to meet the needs of its citizens. Some continuing themes emerged from all
the interviews that should be recognized as clear organizational strengths.
4
1. The county -both its elected board and appointed members - is viewed
internally and externally in a professional manner.
2. The county has a progressive attitude about dealing with situations before they
become a problem.
3. The county has employed high-quality staff, and staff members are given the
freedom to employ their ideas.
4. County residents are receiving high levels of quality services. Roanoke County
is a leader among Virginia local governments in areas like solid waste
automation and recycling. In addition, detailed implementation strategies and
practices for new programs mean that citizens will receive the same quality of
county services they have come to expect.
5. Respect exists between staff members and the board, creating a cooperative
atmosphere in which to examine problems.
6. The county administrator has fostered cooperative working relationships
between the administration and the constitutional officers. Given the
separation of powers established under Virginia law, this cooperation is
essential for efficient operations. Roanoke County's example should be
modeled by local governments throughout the Commonwealth.
7. The county exhibits a willingness to implement new management techniques.
Strategies like the use of quality circles by the Recreation Department create the
kind of work environment that is essential to develop and implement
innovative ideas.
8. The shift to a countywide police department was well conceived and achieved
with resounding success. The review team felt that, given the way the
transition was implemented and the results after the first six months, the
police department will be excellent. The method of implementation should be
considered by other Virginia counties that are thinking about shifting to a
county police department.
9. The Department of General Services promotes a favorable image for the county
government through the way it delivers front-line services.
10. Departments are frugal in their expenditures of public funds for non-service
delivery functions. The lack of opulence in furnishings and surroundings
indicates that tax dollars are not being spent unwisely.
11. Departments are organized effectively in relation to their mission. Each has
clearly defined departmental goals and objectives. The departments exhibit
5
good leadership, have good self-esteem, and have a high regard for the services
they deliver to citizens-
12. Departments within the county share a a willingness to work together.
Demonstrated in all of these strengths is a progressive managerial attitude,
leading to effective organizational behavior. The recommendations identified
during the review process will enable the county to build on all of these positive
attributes.
Recommendations
The following recommendations are based on observations drawn from discussions
held during the onsite review. Because of the limited time available with each
department head, many recommendations call for a more detailed review of specific
areas. Such recommendations do not necessarily mean that problems exist -only
that additional information is warranted.
The recommendations are divided into three categories:
Communication
Departmental Activities
Management Opportunities
Communication
1. The board of supervisors, working with the county administrator, should
establish clear goals and objectives for the county. Then each unit of the county
should create a working plan that shows how it can meet these goals and
objectives.
2. Computer networking or electronic mail facilities should be established, to
facilitate communication among organizational units. Additional personal
computers should be made available to county employees and networked
among them. By giving all units quick access to ongoing projects and
developing organizational awareness, duplication of services can be avoided.
3. The county should develop a team strategy and emphasize the concept of team
building throughout the organization. Using a team approach will help to
eliminate some duplication of services. Any team strategy should include the
constitutional officers.
6
4. The county administrator and assistants should visit county facilities at least
once every quarter, to meet with line personnel. This would help maximize a
team-building approach and bring all county employees into the process.
5. Use of assistants and department heads should be consistent. Assistants should
be given projects by the administrator, allowing them to determine the most
efficient use of their resources, instead of giving projects directly to department
heads. This practice will enhance departmental and administrative
communications and increase productivity.
6. Entrepreneurial methods of problem solving should be fostered. The review
team noted a lack of risk taking in decision making, partially fostered by the
lack of clearly state goals and objectives. While a conservative approach to
problem solving is frequently needed, an environment that develops
entrepreneurial methods may create opportunities for cost efficiencies not
found using conservative methods. Considering alternative methods of
problem solving will also broaden the options available to the administration
and board of supervisors.
7. The county should develop a brochure for county citizens that outlines the
services available from each county office and identifies its physical location.
The geographic separation of county facilities makes it hard to keep up with the
services and locations of all units - a fact that became apparent during the
review, when some county agencies did not know the function of other
agencies, or even that those agencies were located adjacent to them.
S. The board of supervisors and administration should clarify whether requests
for information from a department head should go through the clerk of the
board, the county administrator, or directly to the department head.
Departmental Activity
1. The Police Department should be reviewed in depth after its first full year of
operation. This review, which should include staffing levels and logistical
needs, should also examine animal control, to determine whether it should be
made part of the Police Department.
2. The county should examine the feasibility of combining into a single unit the
Department of Finance and the Department of Management and Budget, both
of whom have been nationally recognized for their work. Such a merger,
achieved through cross-training and use of staff, could result in a reassignment
of personnel without lessening their award-winning effectiveness. The
feasibility study should include the offices of commissioner of the revenue and
treasurer, to gain insights about ways to enhance their working relationships
with the administration's financial units.
7
3. An in-depth study of purchasing and personnel should be made. Reviewers
found consistent concerns in these areas and a lack of understanding
throughout county government of the personnel function, which needs to be
more than just employee counseling. Effective personnel resources are the
cornerstone of a government agency, and essential for effective line operations.
4. The role of the Public Information Office needs to be strengthened. While
Roanoke County is effectively providing services to its citizens, the word is not
getting to the public. The county needs actively to enlist the media's help in
informing the public about county activities, rather than waiting for the media
to come to the county. The role of the office must be clearly defined, and the
resources provided to carry out its mission effectively.
5. Given new recycling mandates in Virginia, leaf collection and disposal should
be transferred to the Department of Solid Waste, to augment the county's
recycling measures.
6. The staffing level of the Department of Economic Development should be
reviewed, especially in light of the region's current economic development
activities, to determine if services are being unnecessarily duplicated.
7. The current staffing level in the Building and Maintenance Division is
inadequate, given the workload and geographic area covered. Cost-efficient and
service-effective options should be developed to strengthen this unit by adding
county manpower, purchasing contract services, or using some combination of
these two approaches.
8. The departments of planning, engineering, and inspections should be
examined to determine if consolidating them into a single department would
be more effective and create less duplication.
Management Opportunities
1. The county should develop a Capital Improvement Plan that would set
priorities for capital improvements based on how they relate to the county's
broad goals.
2. A vehicle and equipment revolving fund should be established. Without such
a fund, purchases for these items must come from general fund operations,
which are more readily targeted for budget reductions. Inadequate funds in
these areas may increase operational costs because it costs most to maintain
older vehicles and equipment.
3. Because growth in Roanoke County is placing tremendous stress on the
county's existing infrastructure, the county should begin a comprehensive
study of the entire infrastructure system. That study should examine current
s
inadequacies and determine future needs, according to the county's
comprehensive plan and future growth trends.
4. A clerical pool should be established, with employees from that pool rotated
among those units needing assistance during short-term peak periods. This
pool would eliminate full-time clerical assistance that is not fully used year
round.
5. Ties between constitutional officers and the county administration must
continually be strengthened. The unique nature of the constitutional officer in
Virginia requires that close working relationships be maintained for effective
management.
6. Following the lead of the Recreation Department, quality circles should be
implemented and used at all levels of the organization. Employees' direct
involvement in the decision-making process, especially as it affects the way
their own jobs are carried out, is essential in cultivating employee morale.
Improved morale normally means improved productivity and cost savings.
Using a program that has already been adopted by one county department
should lessen fears of those employees who might resist change.
7. Staff training and development should be established and carried out for all
employees. The benefits of staff training can already be seen among the county
sanitation crews, who are being rotated to new positions, thereby further
developing their value as employees. Continued training for these sanitation
crews should improve their current safety record.
8. To determine internal capital needs, countywide planning that involves all
functional units should be undertaken. This need becomes increasingly
important with the costs and changing capabilities involved in technology-
based acquisitions.
9. Discussions should take place with the cities of Roanoke and Salem, to see if
any additional functions could be combined to give better services to citizens.
One area that should be considered is libraries, but no service should be
excluded.
10. The county board of supervisors should meet regularly with the valley's other
governing bodies to discuss mutual concerns and examine areas available for
cooperation.
11. The county should examine the incremental nature of its budgeting process.
Incrementally increasing a program expenditure because it was in the previous
year's budget does not mean the program is worthwhile. By establishing a
program review in the budget formulation process, the county could analyze
9
the degree to which implemented programs are meeting broad goals and
objectives.
COriCi11S10riS
The citizens of Roanoke County are receiving high-quality governmental services
and professionalism for their tax dollars. The recent peer review of the county
found that it is extremely well-managed and has high-caliber employees. However,
the county government is experiencing pressures on its operations because of its
rapidly changing demographic makeup and its shift from a rural to an urban service
provider.
The recommendations set forth in this report will help 'fine tune' an
effective county organization that understands the importance of strategic planning
for its continued vitality. By undertaking this review, the Roanoke County
government is ensuring that it will continue to play a leading role in the dynamic
development of the entire Roanoke Valley region -development that depends on
the progressive management and intergovernmental cooperation of all of its local
governments.
lU
EVALUATION TEAM BACKGROUNDS
A. RAY GRIFFIN, Jr.
EDUCATION
North Carolina State University, Raleigh, North
Carolina. 1977; Master of Public Administration.
Barton College (formerly Atlantic Christian Colleg~e~,
Wilson ,North Carolina. 1974; Bachelor of Arts, cum
laude.
EMPLOYMENT
City Manager, City of Lumberton, North Carolina.
June 1979 -Present.
Supervisor, Town of Spring Lake, North Carolina.
August 1978 -June 1979.
Assistant Supervisor, Town of Spring Lake, North
Carolina. August 1976 -August 1978.
SERVICE ON BOARDS AND COMMISSIONS
Board of Directors, Electricities of North Carolina,
Inc.
Commissioner, North Carolina Eastern Municipal
Power Agency.
Board of Directors, Lumberton Economic
Advancement for Downtown, Inc.
Member, Electricities Strategic Management
Committee.
Member, Electricities Communications Committee.
N.C. Department of Administration Task Force on
Minority, Women, and Disabled Business
Enterprises.
Past President, United Way of Robeson County, Inc.
PROFESSIONAL ORGANIZATIONS
International City Management Association, Full
Member.
11
North Carolina City and County Management
Association.
American Society for Public Administration.
EDWARD S. KREINS
EDUCATION
California Lutheran Colle e Thousand Oaks,
California. 1978; Master of Public Administration.
Golden Gate University San Francisco, California.
1975; Master of Public Administration.
Golden Gate University, San Francisco, California.
1974. Bachelor of Arts.
EMPLOYMENT
Cityv Manager, City of Beverly Hills, California.
September 1979 -June 1, 1990 (Retired).
Chief of Police, City of Beverly Hills, California.
November 1975 -September 1979.
Assistant City Manager, Pleasant Hill, California. July
1974 -November 1975.
Chief of Police, Pleasant Hill, California. January 1969
- July 1974.
Chief of Police, Sausalito, California. July 1966 -
January 1969.
SERVICE ON BOARDS AND COMMISSIONS
Chairman, Police Services Task Force for LEAH
Past President, Chiefs of Police, California League of
Cities
Member, Safety Committee, California League of
Cities.
Member, Executive Board, Senior Executive Institute,
University of Virginia
Chairman, Police Science College Committee for
Contra Costa County.
Past Chairman, Contra Costa County Police Chiefs'
Association.
Past Member, Contra Costa County Regional
Criminal Justice Planning Board.
12
PROFESSIONAL ORGANIZATIONS
International City Management Association, Full
Member.
International Association of Chiefs of Police, Full
Member
California Police Chiefs' Association, Full Member.
HARRY F. PRICE
EDUCATION
West Virginia University, Morgantown, West
Virginia. 1974; Master of Public Administration.
West Virginia UniversitX, Morgantown, West
Virginia. 1972; Bachelor of Arts.
EMPLOYMENT
Executive Secretary, West Virginia Department of
Natural Resources. February 1989 -Present.
Director, Compensation Pro rams McDonough
Caperton Employee Benefits. May 1988 -January 1989.
County Mana er Kanawha County, West Virginia.
January 1987 -December 1987.
Finance Director City of Charleston, West Virginia.
January 1982 -January 1987.
City Manager, City of Madeira, Ohio. May 1980 -May
1981.
City Manager, City of Princeton, West Virginia.
November 1976 -May 1980.
Assistant City Manager City of Princeton, West
Virginia. July 1974 -November 1976.
SERVICE ON BOARDS AND COMMISSIONS
Member, Governor's Personnel Reorganization Task
Force
Member, Board of Directors, West Virginia Arts and
Crafts Fair
Chairman, Investment Committee of the Fair Board
Member, Executive Committee, Kanawha Valley
Senior Services, Inc.
Policy Board Member, Consortium for Public
Administration Field Services.
13
Past President, West Virginia City Management
Association.
PROFESSIONAL ORGANIZATIONS
International City Management Association, Full
Member.
Government Finance Officers Association
Public Risk Insurance Management Association.
American Society for Public Administration.
LINDA C. WINNER
EDUCATION
University of North Carolina, Chapel Hill, North
Carolina. 1986; Doctor of Philosophy.
Counselor Certification North Carolina Guidance--
University of North Carolina, Greensboro & Western
Carolina University.
University of North Carolina Chapel Hill, North
Carolina. 1965; M.A.T.-American History.
University of North Carolina. Chapel Hill, North
Carolina. 1964; Bachelor of Arts.
EMPLOYMENT
Director Leadership Development, Center for Public
Service, University of Virginia. 1987 -Present.
Director, Special Academic Pro rg ams University of
North Carolina--Asheville. 1985 - 1987.
Public School Counselor. Asheville City Schools,
Asheville, North Carolina. 1970 -1976.
Public School Classroom Teacher Chapel Hill and
Buncombe County, North Carolina. 1965 - 1969.
SERVICE ON BOARDS AND COMMISSIONS
Leadership Charlottesville, Virginia Alumni
Association.
Alumni board, School of Education, University of
North Carolina, Chapel Hill.
Past President, Junior League of Asheville.
14
Vice-Chair, Governor's Personnel Commission for
North Carolina Public School Employees (1982-
1986).
SIMEON E. EWING
EDUCATION
West Virginia University Morgantown, West
Virginia. 1979; Master of Public Administration.
Central Michigan Universi~, Mt. Pleasant, Michigan.
1978; Bachelor of Science.
EMPLOYMENT
Director, Southwest Virginia Office Center for Public
Service, University of Virginia. September 1987 -
Present.
Town Manager Town of Wise, Wise, Virginia.
February 1982 -September 1987.
Proiect Administrator Region VIII Planning and
Development Council, Petersburg, West Virginia.
June 1980 -February 1982.
SERVICE ON BOARDS AND COMMISSIONS
Past President, Wise County Chamber of Commerce.
Chairman, Information Development Committee,
Wise County/City of Norton Economic
Development Certification Committee
Vice-President, Gladeville Housing Authority.
Past President, Wise Jaycees.
PROFESSIONAL ORGANIZATIONS
International City Management Association, Full
Member.
Virginia Local Government Management
Association, Associate Member
sy
MEMO - 1/16/92
To: Elmer Hodge
From: Lee B. Eddy
Subject: Policy On Naming County-Owned Facilities
Thank you for your memo of 1/15/92 on this subject and the attached
policy statement from Arlington County. I believe it is desirable
to have a written and consistent policy on naming public facilities
and would recommend the following as a starting point for
discussion:
1. No public facility will be named after a person until that
person has been deceased for at least one year.
2. Names for Parks and Recreation facilities will be approved by
the Board of Supervisors upon the recommendation of the Parks and
Recreation Commission.
3. Names for Library facilities will be approved by the Board of
Supervisors upon the recommendation of the Library Board.
4. Names for School facilities will be approved by the School
Board, with the concurrence of the Board of Supervisors.
5. Names for any other public facilities will be approved by the
Board of Supervisors upon the recommendation of the County
Administrator.
I request that this matter be placed on the agenda for discussion
at our 1/18/92 Board retreat or at a subsequent regular Board
meeting.
cc: Supervisors
MEMORANDUM
TO: Supervisor Lee Eddy
Supervisor Bob Johnson
Supervisor Harry Nickens
Supervisor-elect Fuzzy Minnix
Supervisor-elect Ed Kohinke
FROM Mary H. Allen ~ h ~
Clerk to the Board
DATE: November 26, 1991
SUBJECT: Annual Retreat
We are in the process- of planning our annual retreat. This year, the retreat will be held in the
Conference Room at the Administration Center. The proposed dates are: (1) January 18 and
19, or (2) January 25 and 26.
Tentative plans are that we will meet from 8:30 to 5:00 p.m. on Saturday. We will meet for four
hours on Sunday only if necessary.
Please let me know which date you would prefer and any topics you wish to include on the
agenda for discussion. If you have questions regarding the retreat, call me at 772-2003.
Please indicate which date you prefer and return to Mary Allen
_~ Saturday, January 18 and Sunday, January 19
Saturday, January 25 and Sunday, January 26
~--~~
_J
P 1
MEMORANDUM
TO: Supervisor Lee Eddy
Supervisor Bob Johnson
Supervisor Harry Nickens
Supervisor-elect Fumy Minnix
Supervisor-elect Ed Kohinke
FROM Mary H. Allen ~ h ~
Clerk to the Board
DATE: November 26, 1991
SUBJECT: Annual Retreat
We are in the process of planning our annual retreat. This year, the retreat will be held in the
Conference Room at the Administration Center. The proposed dates are: (1) January 18 and
19, or (2) January 25 and 26.
Tentative plans are that we will meet from 8:30 to 5:00 p.m. on Saturday. We will meet for four
hours on Sunday only if necessary
Please let me know which date you would prefer and any topics you wish to include on the
agenda for discussion. If you have questions regarding the retreat, call me at 772-2003.
Please indicate which date you prefer and return to Mary Allen (~
Saturday, January 18 and Sunday, January 19
~~ lC .- L ~~{ .~
Saturday, January 25 and Sunday, January 26 (~,~~~\~
1L~`'`'~`'~' J C
.-~ ~
~~~~~
ti
Signature
MEMO - 11/30/91
To: Mary Allen
From: Lee B. Eddy -
Subject: Discussion Topics for 1/92 Retreat
In response to your memo of 11/26/91, either set of dates is ok for
me. In regard to discussion topics, I suggest the following be
included:
1. Long range goals for Roanoke County including (1) Services to
citizens, (2) Fiscal policies, (3) Tax policies, (4) Schools, (5)
Parks & Recreation, (6) Others.
2. Optimum relations & communications between Board members &
staff .
3. Fiscal outlook for FY92-93.
4. Review of the budget process
5. Future relationship with the
6. Implementation of the recomm~
Study.
7. Privatization (revisited for
8. Status & outlook for revised
and timetable.
Library Board.
~ndations of the 1991 Peer Review
benefit of new Board members).
zoning ordinance & map.
9. Valley Cooperation:
a. General.
b. Roanoke Valley Resource Authority (status and outlook).
c. Sewage system expansion.
d. Hotel Roanoke project.
e. Explore (based on scaled-down plan).
f. Joint library system.
g. Others.
cc: Supervisors, Ed Kohinke, H.O. Minnix
Elmer Hodge, Paul Mahoney
MEMORANDUM
T"'
DATE:
SUBJECT:
Su ervisor Lee Eddy
Supe isor Bob Johnson
Superv or Harry Nickens
Supervis -elect Fuzzy Minnix
Supervisor- ect Ed Kohinke
Mary H. Allen ~h~
Clerk to the Board
November 26, 1991
Annual Retreat
We are in the process of planning our annual retreat. This year, the retreat will be held in the
Conference Room at the Administration Center. The proposed dates are: (1) January 18 and
19, or (2) January 25 and 26.
Tentative plans are that we will meet from 8:30 to 5:00 p.m. on Saturday. We will meet for four
hours on Sunday only if necessary.
Please let me know which date you would prefer and any topics you wish to include on the
agenda for discussion. If you have questions regarding the retreat, call me at 772-2003.
--------------------------------------------------------------------------------------------------------------------------------
Please indicate which date you prefer and return to Mary Allen
~ Saturday, January 18 and Sunday, January 19 ~~ ~'~.-c,~- (~G,~ ~? ~ (~ ~-
Saturday, January 25 and Sunday, January 26
Suggested Topics for Discussion
Signature
MEMORANDUM
TO: Supervisor Lee Eddy
Supervisor Bob Johnson
Supervisor Harry Nickens
Supervisor-elect Fuzzy Minnix
Supervisor-elect Ed Kohinke
FROM Mary H. Allen ~ h ~
Clerk to the Board
DATE: November 26, 1991
SUBJECT: Annual Retreat
We are in the process of planning our annual retreat. This year, the retreat will be held in the
Conference Room at the Administration Center. The proposed dates are: (1) January 18 and
19, or (2) January 25 and 26.
Tentative plans are that we will meet from 8:30 to 5:00 p.m. on Saturday. We will meet for four
hours on Sunday only if necessary
Please let me know which date you would prefer and any topics you wish to include on the
agenda for discussion. If you have questions regarding the retreat, call me at 772-2003.
Please indicate which date you prefer and return to Mary Allen
~l Saturday, January 18 and Sunday, January 19
Saturday, January 25 and Sunday, January 26
SuaQested Topics for Discussion
_ /~ l 1 L: 1, ~'
ignatu
~„_.-~' ~,~i.~/lam.
MEMORANDUM
TO: Supervisor Lee Eddy
Supervisor Bob Johnson
Supervisor Harry Nickens
Supervisor-elect Fuzzy Minnix
Supervisor-elect Ed Kohinke
FROM Mary H. Allen ~ h ~
Clerk to the Board
DATE: November 26, 1991
SUBJECT: Annual Retreat
We are in the process of planning our annual retreat. This year, the retreat will be held in the
Conference Room at the Administration Center. The proposed dates are: (1) January 18 and
19, or (2) January 25 and 26.
Tentative plans are that we will meet from 8:30 to 5:00 p.m. on Saturday. We will meet for four
hours on Sunday only if necessary.
Please let me know which date you would prefer and any topics you wish to include on the
agenda for discussion. If you have questions regarding the retreat, call me at 772-2003.
Please indicate which date you prefer and return to Mary Allen
Saturday, January 18 and ~~'!'~`"'~ ~~ '~~'"~ ~"~
Saturday, January 25 and ~~~"~ T° ''`'~~ ~ ~
Sya, ~,r-y .
Su4gested Topics for Discussion
/, L~_~~r~ ; .ca.r~~-r-e% ,~c-~uc~-.t ,du.r,T,~ ~i~-~~i,~~s
.~, /i(/VOL!/C-%jtC--:~ ~ d~ Co~.vTy N ~,oGO fE ~-T /ic% ca u,u ~y ~aGiT~~S
~~~~4-
Signature
/b"
MEMORANDUM
TO: Supervisor Lee Eddy
Supervisor Bob Johnson
Supervisor Harry Nickens
Supervisor-elect Fuzzy Minnix
Supervisor-elect Ed Kohinke
FROM Mary H. Allen ~ h ~
Clerk to the Board
DATE: November 26, 1991
SUBJECT: Annual Retreat
We are in the process of planning our annual retreat. This year, the retreat will be held in the
Conference Room at the Administration Center. The proposed dates are: (1) January 18 and
19, or (2) January 25 and 26.
Tentative plans are that we will meet from 8:30 to 5:00 p.m. on Saturday. We will meet for four
hours on Sunday only if necessary_
Please let me know which date you would prefer and any topics you wish to include on the
agenda for discussion. If you have questions regarding the retreat, call me at 772-2003.
Please indicate which date you prefer and return to Mary Allen
V Saturday, January 18 and Sunday, January 19
Saturday, January 25 and Sunday, January 26
Suggested Topics for Discussion
~ (d~
Signature
~~
SUGGESTED TOPICS FOR DISCUSSION
BOARD RETREAT
Procedures
- Format and length of Board Meetings
- Involvement of county employees in county politics
- Relations and communications between Board members and staff
- Future relationship with Library Board
- Long range goals and policies for Roanoke County: services, fiscal, taxes,
schools, Parks and Rec, etc.
- Priority establishment for services/activities
- Development of position statement regarding no new services
Projects
- CIP Discussion
- Privatization
- Implementation of 1991 Peer Review Study
- Revised zoning ordinance and map
- Sewer Expansion
- Valley Cooperation re: Resource Authority,Sewage system, Hotel, Explore, etc.
Budget
- General fiscal Outlook
- Mid year review
- Budget and Revenue Projections
- Review of overall budget process and timetable
~~'/~-
~ ~ ~~
~ .~
i'~2°`'c~~, ~
ia_~-~ ~
January 1, 1992
MEMORANDUM K1-92
From: Ed KohinkeGyl
To: Fellow Board Members
Subject: Organizational Meeting and Retreat
Instead of a personal "laundry list" for these meetings,
I'd much rather have you read the attached article. Chris
Moody did a fine job echoing the approach I want to take; the
specifics will surface as we go.
Furthermore, I don't have an apocalyptic view of our economy
and the effect that it is having on the county and the region. I
see the current "crisis" as merely an inevitable phase in the in-
evitable economic cycle.
I also see it as yet another opportunity in which to excel.
Relatively speaking, the county is in great shape, and I'd much
rather see us strive to be a "model" for how things should be
done under the circumstances than to wallow around in "doom and
gloom". This would be an approach in keeping with our award-
winning county reputation, and a credit to all of the fine people
involved in county government.
Finally, I participated in countless ceremonies during my
20-year career in the Navy, but never have I seen one quite as
nice or impressive as our investiture ceremony on Dec. 20. My
wife thinks so, too, and we both send our heartfelt thanks to
all who were involved in it.
CC : _ _
Elmer Hodg~
Selecte istribution
"In the clash of ideas on the flanks, the truth will emerge
somewhere in the middle." Anon.
~~7i/..f~~~'
i Tlmes-Register
THURSDAY
nECE 35C s, iii
(LISPS-6311-4000)
VOLU~[E 137 • NUIt[BER !lZ
Z SECTIONS • 14 PAGES
PLUS SUPPLEMENT
Spending issue
is top priority
for new member
Hy Chrfstiaa'[oody
Staff Writer
Voters of the Catawba District of
Roanoke County might have had a
variety of reasons for electing Ed
Kohtnke, Sr. to a seat on the board
of supervisors.
Some surely voted for the Re-
publican as a matter of pasty poli-
tics.Others may havebeen dissat-
isfied wtthhis predecessor, Demo-
cratSteve McGraw. Some j ust likad
the man who went to almost every
door in the district. For whatever
reason, the ma~ortty of the voters
who cast ballots in the Catawba
District on November 5, voted. for
Kohinke.
Now that the supervisor-elect is
on the verge ofentering ofllce, he is
getting his ducks in a row for what
wlll surely be an arduous task -
especially in light of a severe bud-
get crunch and state cut-backs.
"IWe spent the last few weeks
being brought up to speed on sev-
eral .things," Kohinke said. "I al-
ways thought I was pretty well
prepared going into the campaign,
but 1 see I have a lot to learn."
A retired Navy man, Kohinke
said he has time to spend working
for the county. He has been meet-
ingwithgroups and individuals to
s earmark of 1991
the county and surrounding areas
he will have to deal with frequently.
He will be coming onto the board
with Fuzzy Minnix, also a Repub-
lican, who together with Lee Eddy,
will give the GOP a 3-2 maJority on
the board.
One of the most immediate re-
sults ofthatnewmajoritywill prob-
ably come next Friday when the
Continued on Pa6e Z-A
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MEMO - 11/30/91
To: Mary Allen i~~
From: Lee B. Eddy ~--~
Subject: Discussion Topics for 1/92 Retreat
In response to your memo of 11/26/91, either set of dates is ok for
me. In regard to discussion topics, I suggest the following be
included:
1. Long range goals for Roanoke County including (1) Services to
citizens, (2) Fiscal policies, (3) Tax policies, (4) Schools, (5)
Parks & Recreation, (6) Others.
2. Optimum relations & communications between Board members &
staff .
3. Fiscal outlook for FY92-93.
4. Review of the budget process
5. Future relationship with the
6. Implementation of the recomm~
Study.
7. Privatization (revisited for
8. Status & outlook for revised
and timetable.
Library Board.
~ndations of the 1991 Peer Review
benefit of new Board members).
zoning ordinance & map.
9. Valley Cooperation:
a. General.
b. Roanoke Valley Resource Authority (status and outlook).
c. Sewage system expansion.
d. Hotel Roanoke project.
e. Explore (based on scaled-down plan).
f. Joint library system.
g. Others.
cc: Supervisors, Ed Kohinke, H.O. Minnix
Elmer Hodge, Paul Mahoney
MEMO - 1/16/92
To: Elmer Hodge
From: Lee B. Eddy
Subject: Policy On Naminq County-Owned Facilities
Thank you for your memo of 1/15/92 on this subject and the attached
policy statement from Arlington County. I believe it is desirable
to have a written and consistent policy on naming public facilities
and would recommend the following as a starting point for
discussion:
1. No public facility will be named after a person until that
person has been deceased for at least one year.
2. Names for Parks and Recreation facilities will be approved by
the Board of Supervisors upon the recommendation of the Parks and
Recreation Commission.
3. Names for Library facilities will be approved by the Board of
Supervisors upon the recommendation of the Library Board.
4. Names for School facilities will be approved by the School
Board, with the concurrence of the Board of Supervisors.
5. Names for any other public facilities will be approved by the
Board of Supervisors upon the recommendation of the County
Administrator.
I request that this matter be placed on the agenda for discussion
at our 1/18/92 Board retreat or at a subsequent regular Board
meeting.
cc: Supervisors
MEMORANDUM
TO: Members of the Board of Supervisors
Elmer C. Hodge
Paul Mahoney
FROM Mary Allen '~~'~-~`~
DATE: January 17, 1992
SUBJECT: January 18 Planning Retreat
Attached is an agenda and information for the January 18 Planning Retreat.
Donuts, fruit, juice and coffee will be available in the morning. We will decide
whether to order lunch in or take a break and go out to lunch at the beginning
the meeting.
Snacks and soft drinks will also be available during the morning and afternoon
session.