HomeMy WebLinkAbout1/20/1995 - RegularECH SUGGESTED VPSA FUNDING FOR NEW HIGH SCHOOL. BOARD
CONSENSUS NOT TO PURSUE. BOARD CONSENSUS TO HOLD
NOVEMBER BOND REFERENDUM FOR NEW HIGH SCHOOL.
HCN,LBE,,FM REQUESTED LOOK AT PTO WI'TIi EARLY RETIREMENT
BENEFIT DURING BUDGET PROCESS.
EGK. HCN SUPPORT SAME SALARY INCREASE FOR BOTH SCHOOLS
AND COUNTY.
HCN ASKED THAT EAC MEMBERS ATTEND TEACHER SALARY
PRESENTATION AT 1/24/95 WORK SESSION.
RECESS: 1:45 P.M.
RECONVENE - 2:00 P.M.
2. OPERATION OF FIRE AND RESCUE (2:00 P.M: 2:30 P.M.)
PRESENTED BY CHIEF FUQUA AND TORN CHAMBLISS.
BOARD CONSENSUS TO STUDY CHARGING FOR RESCUE CALLS.
ECH REC011~Il1~NDED STUDY OF WHETHER COUNTY NEEDS MORE
STATIONS OR MORE STRATEGICALLY LOCATED STATIONS.
EGK ASKED WIIEN AD HOC COIVIIVHTI'EE STUDY WILL BE
COMPLETED, nVIC ADVISED WILL MEET WI'TI~ BOARD IN WORK
SESSION WIIEN THEY COMPLETE THEIR WORK.
3. DISCUSSION OF OTHER ISSUES SUGGESTED BY BOARD
MEMBERS (2:30 P.M. - 5:00 P.M.)
Economic Development Update and Board of Supervisors
Participation
PRESENTED BY TIM GUBALA
BOARD CONSENSUS TO PROCEED WTTII GOALS PRESENTED Ily
ECONOMIC ACTIVITY REPORT. ECH TO LOOK AT INCLUDING
ECONOMIC DEVELOPMENT FiJNDS IN BOND REFERENDUM.
Customer Service and Survey of Citizen Satisfaction
BOARD CONSENSUS TO DEVELOP A .CITIZEN SURVEY. ECH
ADVISED WOULD BE COMPLETE BY 7/1/95.
BOARD CONSENSUS TO ESTABLISH METHODS TO "GET MESSAGE
OUT. SUGGESTIONS INCLUDED REINSTITUTING NEWSLETTER AND
MORE INII'ORMATION FROM DEPARTMENTS ON CABLE TV;
FOCUSING ON COST COMPARISON WITIi OTHER LOCALITIES.
EXPLAINING ISSUES SUCH AS REAL ESTATE ASSESSMENTS,
INCREASED WATER AND SEWER RATES ETC. BEFORE THEY GO TO
CITIZENS
Increased Citizen Involvement in County Government
ECH ADVISED THAT BUDGET COI~'IIVHTTEE WILL INVOLVE CITIZENS
INCLUDING REPRESENTATION FROM CIVIC LEAGUES.
CITIZENS WII,L BE IIWOLVED IN THE VISIONING STEERIN
COMMITTEE.
Regionalization Efforts
ECH WAITING FOR TOWERS-PERRIN STUDY AND WILL THEN
SCHEDULE WORK SESSION.
Reinventing Government
LBE -LET CITIZENS KNOW WE ARE LOOKING FOR WAY TO SAVE
AND STREAMI..INE AND/OR PRIVATIZE SOME OPERATIONS.
ECH DESCRIBED EFFORTS TO STREANH,INE INCLUDING IOINT
DECAL ENFORCEMENT AND USE OF CITY GARAGE.
HCN SUGGESTED WASHING VEHICLES AT CITY GARAGE COULD BE
REGIONALIZED.
BOARD CONSENSUS TO STUDY ESTABLISHING AN INCENTIVE FUND
FOR DEPARTMENTS TO RETAIN PORTION OF THEIR BLTi)GET
SAVINGS.
Viewsheds, Blue Ridge Parkway and Ridgeline Protection
LBE ASKED IF OFFICE SPACE COULD BE FOUND FOR FRIENDS OF
THE PARKWAY - HCN SUGGF,S`rED VACANT COUNTY OFFICE
SPACE. BOARD CONSENSUS THAT ECH WILL ~ZND SPA E. LBE TO
IlVFORM FRIENDS OF THE PARKWAY.
Additional Topics Suggested by Board Members
STAFF CUTBACKS: LBE SUGGESTED LOOKING AT STAFF
REDUCTIONS DURING BUDGET PROCESS. ECH RESPONDED -NEED
TO WAIT FOR GENERAL ASSEMBLY ACTION AND MAY NEED TO
REDUCE PROGRAMS INSTEAD.
STAFF RETREAT: LBE ASKED IF COMII~NTS MADE BY STAFF AT
RETREAT SHOULD BE DISCUSSED BY BOARD.
RVTV VIDEO OF BOARD MEETING• ECH ADVISED TIiAT BOARD
MEETINGS WILL GO LIVE ON 1/24.
MISSION STATEMENTS: LBE ASKED IF EACH DEPARTMENT WII,L
HAVE A MISSION STATEMENT. ECH ADVISED WILL BE INCLUDED
IN BUDGET. LBE SUGGESTED BUDGET SHOULD INCLUDE
DESCRIPTION. MISSION STATEMENT, OB TECTIVF.S AND SERVICE
DELIVERY.
HOMEBUH.DERS REQUEST THAT COUNTY TAKE OVER
STORMWATER DETENTION BASINS: BL.T ASKED FOR UPDATE.
PMM ADVISED STAFF COLLE TING MODEL ORDINANCES AND WILL
BRING TO THE BOARD Ily FEBRUARY.
4. RECESS TO SATURDAY, JANUARY 21, 1995
RECESS AT 4:40 P.M.
(FM LEFT AT 4:00 P.M.~
SATURDAY. TANUARY 21. 1995
8:00 A.M. - 4:30 P.M.
1. CO ~ AL BREAKFAST (8:00 A.M. - 8:30 A.M.)
2. RECONVENE (8:30 A.M.)
RECONVENED BY EGK AT 8:30 (FUZZY A1tRIVED AT 8:35 P.M.)
PRESENT: BOARD MEMBERS, PLANNING COMII~HSSION MEMBERS,
ECH. DCM. MHA. PMM, TH, TANET SCHEID,~ON HARTLEY
3. JOINT SESSION WITII PLANNING COMIVIISSION
The Visioning Process
Facilitator: B. G. Sheppard
4. LUNCH AT RAGAZZI'S (12:00 -1:00 P.M.)
5. VISIONING PROCESS CONTINUED (1:00 P.M. - 4:30 P.M.)
6. ADJOi;fRNMENT
ADTOURNED AT 4:15.
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BOARD OF SUPERVISORS PLANNING SESSION
JANUARY 20, 21, 1995
ROANOKE COUNTY ADMINISTRATION CENTER
FOURTH FLOOR CONFERENCE ROOM
FRIDAY, TANUARY 20, 1995
12:00 Noon - 5:00 P.M.
rvurr a na.us rasa
JOINT SESSION WITH SCHOOL BOARD AND SUPERIN'T'ENDENT
(12:00 - 2:00 P.M.) (Lunch will be served)
A. Roll Call and Lunch
B. Revenue Projections
C. Preliminary Budget Discussion
OPERATION OF FIRE AND RESCUE (2:00 P.M.- 2:30 P.M.)
DISCUSSION OF OTHER L'~;3UES SUGGESTED BY BOARD
MEMBERS (2:30 P.M. - 5:00 P.M.)
- Economic Development Update and Board of Supervisors
Participation
- Customer Service and Survey of Citizen Satisfaction
- Increased Citizen Involvement in County Government
- Regionalization Efforts
- Reinventing Government
- Viewsheds, Blue Ridge Parkway and Ridgeline Protection
- Additional Topics Suggested by Board Members
RECESS TO SATURDAY, JANUARY 21, 1995
® Recycled Paper
SATURDAY, TANUARY 21, 1995
8:00 A.M. - 4:30 P.M.
1. CONTINENTAL BREAKFAST (8:00 A.M. - 8:30 A.M.)
2. RECONVENE (8:30 A.M.)
3. JOINT SESSION WITH PLANNING CObBVHSSION
The Visioning Process
Facilitator: B. G. Sheppard
4. LUNCH AT RAGAZZI'S (12:00 -1:00 P.M.)
5. VISIONING PROCESS COrITINUED (1:00 P.M. - 4:30 P.M.)
6. ADJOi;fRNMENT
County of Roanoke
Board of Supervisors Planning Retreat
January 20, 1995
Budget Briefing FY1995-96
I Comments: Elmer Hodge, County Administrator
Deanna Gordon, Superintendent of Schools
II School Budget Review
Jerry Hardy, Director of Budget and Data Management
III County Revenues
a. Local Revenue
b. State Revenue
IV Major Expenditure Issues
V Debt Service
VI Capital Improvement Program
VII FY1995-96 Budget Process
~~
VIII Miscellaneous Items
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analysis as of 01/19/95
County of Roanoke
Summary of Governor's Proposed Budget
FY1995-96
County Governors
FY94-95 FY95-96
Budget Proposed Change
Police:
HB 599 Funding
Sheriff-Care and Confinement:
Per Diem Housing of state Inmates-Block Grant methodology
Reduction of current per diem rate of $8/day by 20% to $6.40/day
and reimbursing locality in a block grant format based on prior year's
inmate population (for applicable classification of inmates-estimate for Roanoke
County's population is approx. 60%)
Per Diem Housing of state Inmates-Projected increase in state jail population
Projected increase in funding for additional state inmates housed in local jail.
Projected funding level arrived at using Block Grant methodology.
*"' Revenue impact to Jail operations is expected to be minimal; however,
expenditure budget will experience stress due to additional inmate
population, reimbursed at a lower per diem rate.
Treasurer:
Elimination of funding for "non state" functions
Commissioner of Revenue:
Elimination of funding for "non state" functions
Constitutional Officers
Eliminate reimbursements for fringe benefits
SB 560~Sheriffs fees-Civil Process) passed on 1/18/95. This revenue source
ache funding of Constitutional Officer's fringe benefits for FY95-96. Funding
needed statewide for CO fringes was $25 million; projected revenues for SB 560
is approx. $29 million. Excess revenues collected are proposed to be distributed
to localities.
BPOL Tax Revenues:
FY95-96 Phase-out (Year 1)-VACO estimate
FY95-96 State Reimbursement
These figures are based on County BPOL revenues at 6/30/93. Actual revenues
at 6/30/94 were $3.4 million.
TOTAL Direct Reductions in Proposed State Revenues
$597,550 $507,149 ($90,401)
739,000 654,000 (85,000)
85,000 85,000
150,000 71,000 (79,000)
150,000 106,000 (44,000)
305,000 305,000
(246,000)
246,000
($213,401)
01/19/95 08:49 PM finance\budget\revenue\staterev.wk4
3
analysis as of 01/19/95
County of Roanoke
Summary of Governor's Proposed Budget
FY1995-96
The Governors proposed budget has a significant impact on programs in various health, community and human service
agencies. The exact fiscal impact to the County of Roanoke and to the individual agencies has not been ascertained
at this time. Many of the proposed reductions in funding do not affect the County directly; yet, the County supports
the activities and programs of these entities through reimbursements and contributions. Reductions in funding of
these programs will affect services provided to citizens of Roanoke County.
The figures Included In the following summary are estimates formulated at the local level based on Information
available at the present Ume. Thess estimates may vary significantly as additional information becomes available.
Social Services:
-Eliminate non~mergency portion of General Relief program.
-Increase funds for child day care for ADC recipients.
-Reduce administrative allocations to localities.
-Increase funds for employment services program for ADC recipients.
The actual fiscal impact of these changes will be determined by the extent of
"welfare reform" passed by the General Assembly.
Health Department:
-Eliminate funding for pre-school development centers for children with teaming
disabilities and behavioral disorders.
-Reduce funds used to provide treatment and medicines to indigent acutely ill adults.
-Eliminate Medicaid program that provides health services for 13-18 year olds.
-Reduce funds for central office support to local health departments.
-Reduce state funding for cooperative health budget by 2%.
-Reduce funds for Virginia Health Care Foundation.
-Reduce funds for AIDS grants.
Community Service Boards:
-Reduce state funding by $6 million. This reduction could cause state to lose $3 million
in federal funding. (Locally-Blue Ridge Community Services)
Depending on which specific programs are targeted, loss of federal funds could
significantly impact services provided locally (due to leveraging of local and
state funds). State funding loss estimated at $250,000; Federal funding loss
estimated at $100,000.
Community Action Agencies:
-Eliminate state funding of $2.1 million statewide.
Total Action Against Poverty
-Reduction in funding for Community Outreach, Youth Services, Literacy,
Employment Training, Project Discovery (Dept. of Education), etc.
Estimated "net" County
revenue reduction
$75,000-$100,000
Estimated State
reductions
$35,000-$70,000
1-2 full-time positions
central office support
County match (45%)
$15,750-$31,500
Estimated State
reductions
$250,000-$350,000
County Contribution 9495
$79,332
Estimated State
reductions-TAP
$135,000-$235,000
County Contribution 94-95
Programs $25,000
TLC $15,000
01/19/95 08:49 PM finance~budgetUevenue~staterev.wk4
4
analysis as of 01/19/95
County of Roanoke
Summary of Governors Proposed Budget
FY1995-96
Youth Haven II:
-Reduce funding for juvenile block grant by $1.0 million.
Note: Loss of state revenue would cause an increase in per diem rates charged
by Youth Haven II to residents of the program.
VPI Extension Service:
-Reduce funds by $7.3 million. Proposal has targeted the elimination of
197 positions statewide. Local loss would be equivelent to loss of two positions.
Explore
-Reduce state funding 50%.
TOTAL estimated range of state reductions in health and human service funding for
various programs that provide services to Roanoke County citizens.
County revenue loss
$10,000-$15,000
Estimated state reduction
$30,000-$35,000
County Match = 75%
State Revenue Reduction
$200,000
County Contrib. FY94-95
$100,000
$735,000-$1,005,000
01/19/95 08:49 PM finance~budgetUevenue~staterev.wk4
5
County of Roanoke
Board of Supervisor's Planning Retreat
FY1995-96 Budget Review
January 20,1995
I Summary o+ f Maior Expeuditure Issues
1. Dixie Caverns Landfill
Current requirements for clean-up have been funded
2. Jail Expansion:
Estimated total cost
Proposed state funding (County filed for $564,250)
Salem's proposed share (?)
Previous funding
Funding required
3. Tipping Fees:
This increase is primarily due to unanticipated increases in tonage--not rate
increases. The RVRA has not determined the exact amount of the locality
credit" for FY95-96.
4. Cave Spring High School:
Estimated cost (Roanoke Co. Schools CIP 1994-2004)
Land Purchase-1993 GO Bond proceeds
Expenditure to date
A & E-1995 Spring VPSA issue
Funding required
Employee Benefits:
1 % salary increase--County
1% salary increase--Schools
Health Insurance
At this time, no increase in health insurance premiums are
anticipated. Staff is preparing information for possible HMO
coverage, as an alternative.
Paid Time Off (PTO)
This issue will be discussed during the budget process.
6. Debt Service Rea_uirements
Debt service requirements for FY95-96 (County and Schools) are anticipated to increase
by approximately $500,000. This increase is almost entirely attributable to VPSA issues.
--The Finance Dept. is currently updating existing debt schedules.
S. ~
Budget Impact
No impact
$2,257,000
(387,500)
(564,250)
(15,000)
/i
/ H ~ ~ G
1/ ~" ~
.~
l5 ~ ~ f~/` t
/ /~~'
~~
$19,460,000
$750,000
(387,040)
1,500,000
~~ ~~
$1,290,250
$300,000
~~
?
$215,000
$540,000
0
?
$500,000
finance\budget\proposed\retret96.wk4 01 /20/95 10:19 AM
6
County of Roanoke
Board of Supervisor's Planning Retreat
FY1995-96 Budget Review
January 20, 1995
II Capital Improvement Program
Significant capital projects for consideration during FY95-96:
a. Underground Fuel Storage Tanks--Upgrade, Replacement or Removal
Must comply no later than December, 1998 $100,000
b. County-wide Road Improvement
Will take advantage of VDOT matching program $500,000
c. Vehicle Wash Bay--Service Center
Current problems with EPA guidelines regarding washing County vehicles $170,000
Process:
The CIP process will once again run concurrently with the FY95-96 budget development process.
Departments are currently formulating information for the FY1996-2000 CIP.
III FY1995-96 Budget Process
1. Team review of departmental budgets will again be utilized.
2. Citizen's Budget Committee
10-12 citizens will be utilized to review and comment upon the County budget. Civic league presidents
have been approached to volunteer and/or provide nominations of interested citizens within their
respective civic organizations.
IV Miscellaneous ~~~~ , SJ ~,
1. Water/Sewer rate increases effective July 1, 1995 ~ ~ ~ ~ <`~~~~ ~ ~~ ~ `~~
2. Performance Measurement eveTopm`ent
finance\budget\proposed\retret96.wk4 01 /20/95 10:19 AM
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ROANOKE COUNTY
FIRE AND RESCUE DEPARTMENT
PRESENTATION TO BOARD OF SUPERVISORS
JANUARY 20, 1995
* BUDGET PROCESS - ONE YEAR AGO
• Volunteer Coordinator/Recruiter
• Career Staffing Request for ALS
• Emergency Generators for Stations -
• Opticom
• Vinton Staffing Request for ALS
• Additional Funding for Training Costs
• Implementation of Previous Management Studies
* ACCOMPLISHMENTS TO DATE
• Volunteer Coordinator Hired
• Emergency Generators installed in 7 Stations
• Opticom Activators Installed on 35 Units
• Town of Vinton has Hired 3 ALS Personnel
• Additional Training Funds Used for EMS Training
• Fort Lewis ALS Assistance
- ~~ O 40 Applications Received for Part-time Weekend
Personnel
O Assistance to Begin February 10, 1995.
• Ad-Hoc Committee Formed to Make Recommendations on
Implementation of Management Studies
O Total Quality Management
O Vehicle Placement/Replacement Program
O Provision of Quality Service by Department
O Reaction/Response Times
O Standards and Accountability
O Identification of Items Budgeted, Completed, and
to be Considered at Future Date
!.,
* CURRENT ISSUES
• Recruiting New Volunteers Amy 5~~0~
• Part-Time ALS Personnel to Assist Fort Lewis
• Other Periods of Response Problems (ie 0500-0700 and
1700-1800)
• Incentives to Assist in Recruitment and Retention of
Volunteers
• Uniform Standards and Accountability
• Study of Reaction/Response Times
* ITEMS UNDER STUDY
• Role of Volunteer Fire and Rescue Chief ' s Boards in the
Management of the Department ~~'~~ -'
• Charges for Rescue Calls
• Funding Vehicle Replacement Program
• Discussion of Response by Closest Unit Regardless of
Jurisdiction
. ~~
/~~"
• Location, Staffing and Equipping Next Station
~ ~'~ ~-
~ W~,,~ ~
~ ~ ~~ ~~ ~~
~~
1994
ECONOMIC ACTIVITY REPORT
Roanoke County
Department of Economic Development
January 1995
1994 ECONOMIC ACTIVITY REPORT
ECONOMIC DEVELOPMENT STAFF
Timothy W. Gubala, CED
Director
Brian T. Duncan
Assistant Director
Joyce W. Waugh
Economic Development Specialist
Susie B. Owen, CPS
Administrative Secretary
This document was prepared by the Department of Economic Development, Roanoke County,
Virginia, Post Office Box 29800, Roanoke, Virginia 24018-0798. For additional information, please
contact our office at (703) 772-2069. Facsimile Number (703) 772-2030.
Table of Contents
I. Introduction ................................ 1
II. Economic Development Highlights - 1994 .......... 1
III. Product Development ......................... 2
IV. Business Development Activities ................. 6
V. Industrial, Office, and Commercial Construction .... 11
VI. Existing Business and Industry Retention Activity ... 14
VII. Overview of the Activities of the Industrial
Development Authority ...................... 15
VIII. Tourism Development ........................ 15
IX. Virginia's Explore Park ....................... 16
X. Regional Perspective ......................... 19
XI. Goals for 1995 ............................. 20
I. INTRODUCTION
Statistically, 1994 was a successful year for Roanoke
County's Economic Development program. New business
locations, expansions of existing business and industry,
and job creation and retention improved from the early
1990s. The good news confirmed the belief that the
partnerships concept was a successful economic
development tool.
Partnerships were important in developing a Valleywide
organization to bring the Tour DuPont to Roanoke in May
1994.
A partnership of governments, regional planning agencies,
and the private real estate community is seeking ways to
balance environmental and economic concerns along the
Blue Ridge Parkway.
Another partnership is seeking to define the concept of
an orientation/interpretation center for Blue Ridge
Parkway travelers and to identify a site in the Roanoke
Valley in the proximity of Explore.
Partnerships are reflected in regional strategic planning
and visions, economic development marketing, and
development of a "rails to trails" greenway project.
Public-private partnerships have provided local revenues
as part of an incentive package for the location of
expansion of business and industry in the County.
Partnerships are growing internally within the County
government structure with joint planning and operation of
special events and a team management approach to
development related issues.
1995 promises to continue the successful partnerships
concept with Roanoke County Economic Development as an
active member and participate in local Roanoke Valley and
western Virginia issues.
II. ECONOMIC DEVELOPMENT HIGHLIGHTS--1994
• Valley TechPark was dedicated in May 1994. Construction
of the industrial access road, water and sewer
extension, stormwater management area, and improvements
to Route 11/460 were completed in November 1994. Roanoke
County now has a 179+ acre industrial park that the
1
Roanoke Valley can market as a product for new industrial
expansions/locations.
• Virginia's Explore Park opened in July 1994. Attendance
figures (20,000) exceeded initial expectations.
• Thirteen (13) new business locations and 5 expansions of
existing business and industry were recorded which will
add an estimated $17,150,000 million in new investment
that will create or retain 544 jobs in Roanoke County.
• Hanover Direct's Domestioations facility is the 5th
largest, non-manufacturing project constructed in the
Commonwealth of Virginia during the year.
• Tour DuPont made its first appearance in the Roanoke
Valley in May 1994 with a Time Trial race starting in
Salem, running through Roanoke County and ending on the
Roanoke City market. Over 88,000 fans lined the route in
the Roanoke Valley and 220,000,000 viewed the race
internationally.
III. PRODUCT DEVELOPMENT
The adoption of Roanoke County's Zoning Ordinance in 1992
resulted in a net increase in the number of commercial and
industrial sites in Roanoke County. During 1994, the staff
continued the site identification program that was expanded
in 1993. New sites were researched and identified to be
added to the County's inventory.
The primary accomplishment was the completion of the Phase
I site improvements to 179+ acre Valley TechPark in western
Roanoke County. A 0.4 mile long industrial access road,
improvements to Route 11/460, a stormwater management area,
and water and sewer extensions were completed. Private
utilities (gas, electric, and telephone) will be extended
upon the location of the first industry.
The addition of Valley TechPark improved the County's
industrial inventory. Currently, the inventory has 1122.44
acres of active sites and 253 acres of reserve sites.
Active sites are either "ready to go" with road access and
utility improvements on site or available off site.
Reserve sites lack either access or available public
utilities. Table 1 indicates the range and categories of
sites available and the deficiencies in sites of certain
sizes.
In the 1993-94 period, the success of the County's Economic
Development program saw the removal of three sites of over
2
84 acres from the inventory for new industrial locations.
The challenge lying ahead is to locate and identify new
sites for the inventory and begin the process of making
them "ready to go."
There has been measured improvement in the number and
quality of commercial sites zoned C1 or C2 since the
adoption of the revisions to the Zoning Ordinance.
In the six month period beginning July 1, 1994, 14 new
commercial sites were added to the inventory. Five sites
were removed for a new increase of 9 sites.
The challenge for 1994 is to identify additional sites in
the County. One critical area is the I-81 corridor with
its six interchanges in west and north Roanoke County. The
proposed north water transmission line will connect the
various interchange areas and provide sufficient water
pressure, flow and storage capacity for development.
However, the lack of interchange sites limits the
commercial development potential and utility connections
that could result from the transmission line placement.
Available industrial building choices are limited. Three
industrial buildings totaling 117,000 square feet were
either leased or purchased in 1994, leaving a 6,500 square
foot facility as the largest vacant space. Available
commercial buildings and office space vacancies are tracked
and routinely forwarded to the Roanoke Valley Economic
Development Partnership. The staff has established ongoing
communications with commercial/industrial realtors and
property owners to develop and expand the inventory.
3
TABLE 1
ROANORE COIINTY
INDIISTRIAL BITE INVENTORY
Acres Active Reserve
5-19 8* 2
11-25 6 4
26-50 0 2
51-100 0 1
101+ 4* 1
Total 18 (1,122 acres) 9 (253 acres)
*Shared site with Botetourt County (two total)
4
TABLE 2
ROANORE COIINTY
COMMERCIAL BITE INVENTORY
Size of Sites in Acres
Location 1-2 2.5-5 5-10 10+ 25+ Total
North County
Peters Creek Corridor 2 4 3 5 14
Williamson Rd Corridor 2 1 1 4
Other 1 3 4
Interstate Interchanges 1 1 1 1 4
South County
419 Corridor 2 2 1 5
Other sites 4 1 5
West County
11/460 Corridor 1 1
East County
Route 24 Corridor 2 2
460 Corridor 2 ~ 2 1 1 8
Total 9 14 12 10 2 47
5
IV. BUSINESS DEVELOPMENT
The Roanoke County Department of Economic Development worked
closely with the Roanoke Valley Economic Development Partnership,
Virginia Department of Economic Development, real estate
consultants, developers and agents, local citizens and businesses
to meet the needs of business and industry interested in Roanoke
County. Although a majority of the companies are classified as
small business, some major corporations and Fortune 500 companies
have visited the Roanoke Valley as prospects.
Local and regional business provided the majority of inquiries
(54$) that Roanoke County dealt with during the year. Other areas
of Virginia, and neighboring Maryland and West Virginia, provided
six (6) leads or 4$ of the total 150 inquiries. The south and
northeast regions of the United States provided another 7$ of the
inquiries. (See Table 3)
Roanoke County staff initially generated or handled 81 (54$) of the
150 inquiries. Professional real estate consultants and/or local
developers provided 23 leads or 15$ of the total. The Virginia
Department of Economic Development usually worked with the
Partnership as the origin of prospect visits to the Roanoke county
area. Together, the state and Economic Development Partnership
provided 39 inquiries (26$ of the total) to the County.
By the end of 1994, 92 of the 150 inquiries could be classified as
prospects in that a visit was made to Roanoke County, a proposal
was made to the company for a location, or County staff visited at
their location. Of those companies, 18 or 19$ made a
location/expansion decision in Roanoke County. Other prospects
that County staff contacted, located elsewhere in the Roanoke
Valley. Twenty-two (22) inquiries were transferred as active
projects into 1995 for follow-up during the year. Table 2
indicates that 86 inquiries or 66~ did not materialize.
Of the 13 prospects that located elsewhere, 9 chose sites in the
Roanoke Valley. Building vacancies are limited in Roanoke County
and provide an opportunity area for new investment, particularly
the shell building program.
A continuing analysis of inquiries and prospects over the past six
years show that about one-half of all inquiries are from outside
the Roanoke Valley. (Table 3) The percentage of out-of-area
prospects (33~) and prospect locations has increased. This is a
positive trend since 1991.
Details of Roanoke County's locations and expansions are described
in Table 4.
6
TABLE 3
ECONOMIC DEVELOPMENT
ACTIVITY REPORT
JANUARY 1, 1994 TO DECEMBER 31, 1994
GEOGRAPHIC-ORGANIZATIONAL ORIGIN OF INQUIRIES
AND PROSPECTS
Total Inquiries
Total prospects
150*
92**
Geographic Origin of Inquiries Organizational Origin of Inquiries and
Prospects
Area
Number Percentage Organization
Local-Regional 54~ State 21
VA/DC/MD/WVA 6$ Partnership 18
Unknown 4$ Utility/Railroad 1
South 9$ Other Governments 4
Northeast 2~ Realtors/Developers 23
NY/NJ/PA/DE 6$ Chambers 1
Great Lakes 6$ Consultants 1
Mid-West 3$ County 81
Europe/South Amer 1$
West 5$
Canada/Asia 2$ TOTAL 150
Mid West .7~
*Inquiries are those companies that contact this office through a
variety of ways. (This is the first step.)
**Prospects are those companies that have gone beyond inquiry status.
This office has either visited the prospect's present facility or the
prospect has visited available sites and/or buildings in the Roanoke
Valley.
7
TABLE 4
ECONOMIC DEVELOPMENT
ACTIVITY REPORT
JANUARY 1, 1994 TO DECEMBER 31, 1994
END-OF-YEAR STATUS
Transferred to 1995 - Active 22
Transferred to 1995 - Inactive 11
Project terminated - Dead 86
Located elsewhere 13
Location/expansion/assisted 18
TOTAL
150
g
TABLE 5
ECONOMIC DEVELOPMENT
ACTIVITY REPORT
COMPARATIVE DATA 1989 - 1994
Total Inquiries
$ of out of area
Total prospects
~ of out of area
Locations
# from out of area
# local expansions
1989 1990 1991 1992 1993 1994
59 265 281 147 138 150
42$ 80$ 82~ 48~ 51$ 46~
26 65 57 78 66 92
26$ 46$ 24$ 24$ 31$ 35$
9 11 9 10 12 18
3 3 3 2 4 2
N/A N/A N/A 12 8 16
Within Roanoke County or relocation from Roanoke Valley area
9
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t--1
V. INDUSTRIAL, OFFICE, AND COMMERCIAL CONSTRUCTION
New construction is a visible sign of an active economy.
The year 1994 showed an increase in the scale of
construction and a continuation of a positive cycle of
new construction activity since 1993. The 29 projects
"tracked" in the County's development review process show
an increase over 1993 (see Table 7). Two-thirds of the
projects had been completed by the end of the calendar
year.
Also, during 1994, industrial projects increased
dramatically due to the Hanover Direct project. Office
and commercial projects showed a decrease (in square
footage)) from the previous year. The majority of all
projects could be classified as small business.
New projects outnumbered .expansions 22 to 6. Total
estimated value of all new commercial and industrial
construction is $15,467,415 million or double the figure
from 1993*. Generally, projects occurred in either the
northern or southern sections of Roanoke County. There
were few projects in the Vinton and west County areas.
Table 8 indicates that industrial projects had the
largest square footage total over the six year period.
Office projects were second in square footage and have
been steady during the past two years. Commercial
projects seem to have fluctuated in total square footage
from year to year representing only about a quarter as
much total square footage as office and industrial
projects over the past six years.
Source: *1994 Roanoke County Building Permit Report
11
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Table 8
Six Year Comparison
Industrial, Office, and Commercial Projects
Industrial Office Commercial
1989 337,513 615,738 93,260
1990 501,555 288,102 52,313
1991 253,138 234,955 74,168
1992 87,380 138,993 71,120
1993 56,201 206,825 128,830
1994 578,440 189,006 84,979
Total 1,814,227 1,673,619 504,670
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841, 970
562, 261
297,493
391, 856
3,992,516
1989 1990 1991 1992 1993 1994
D Industrial ® Office Commercial
Projects included in the County's development process are in a
stage of plan review, construction or completion.
Source: Roanoke county's Department of Economic Development,
Annual Activity Reports: 1989 through 1993.
13
VI. EXISTING BUSINESS AND INDUSTRY RETENTION ACTIVITIES
The County's existing industry and business retention
program is an integral part of economic development.
National Statistics indicate that between 50-75~ of all
our jobs come from expansions of local business and
industry.
New businesses in the County receive a letter of welcome
from the County Administrator shortly after a new
business license is issued by the Commissioner of
Revenue.
Executive calls to the chief executive officers or
managers of County businesses allow for an interchange
of information about the company's status and plans as
well as satisfaction with the local government services.
Opportunities for assistance and/or expansion are
determined.
The County's information data base to assist business is
augmented by access to other resources of the Virginia
Employment Commission (VEC), Roanoke Valley Economic
Development Partnership, and Fifth Planning District
Commission (FPDC).
The visitation program allows the County staff to
understand the company's needs and identify a program or
resource and determine an action to address the
business' concern.
The Department of Economic Development coordinates a
recognition program to recognize business expansions and
locations with the County. The County participates in
the celebration of a project announcement, grant opening
or ribbon cutting, and presents a certificate of
appreciation, when appropriate.
Since the implementation of the Performance Measurement
system in July 1994, there have been 59 contacts with
County businesses that are retention related. During
the entire calendar year, the County staff answered 102
requests for retention assistance. Specific areas of
assistance included:
8 area employment
56 general research/referral
5 development/review rezoning/permitting
1 water/sewer information/assistance
3 taxation
3 information on County property
4 finance programs
1 sales call
16 site building/information
5 assistance with state agencies
102
14
VII. OVERVIEW OF THE ACTIVITIES OF THE INDUSTRIAL DEVELOPMENT
AUTHORITY OF ROANOKE COUNTY
The Authority was active in 1993 in the following areas:
Oversight of the construction of Valley TechPark and
review of site proposals for prospects considering a
location. Prepared zoning ordinance amendment to reduce
buffer yard by 100 feet
• Approved the refinancing of a $3,400,000 bond for
(Dominion Lodging) Sleep Inn on Route 419
Obtained an option on a 50.8 acre tract of industrial
land and authorized engineering feasibility, geological
and environmental testing.
VIII. TOURISM DEVELOPMENT
Roanoke County's role in tourism development is active on
two levels. The County is a participating member in the
Roanoke Valley Convention and Visitors Bureau (CVB). The
Bureau markets the entire Valley to the leisure traveler,
conventions, and bus tours. Leads generated by the Bureau
are shared with member hotels so that overnight
accommodations are "booked" for future conventions, tours,
and conferences.
Roanoke County's contribution to the CVB is $1.50 per
capita on $107,500 in the current FY 94-95 budget. The
Director of Economic Development and County Administrator
serve on the CVB Board of Directors.
During 1994, Economic Development staff assisted the CVB
with their effort to obtain accreditation through
Virginia's Tourism Accreditation program. Staff researched
and authored the Tourism Situation Analysis and Tourism
Improvement Plan which were reviewed and in December 1994.
Roanoke County has taken a direct role in developing
tourism "product" for the Roanoke Valley by participating
in Virginia's Explore Park (see Section IX) project. Other
product related projects undertaken during 1994 include:
Roanoke County participated with the City of Salem and
various Civil War, historic, and railway groups to form
the Hanginq Rock Battlefield and Railway Preservation
Foundation. This non-profit foundation is developing an
agenda to pursue and recognize the Hanging Rock
Battlefield, and develop a linkage with the City of
Salem through a "rails-to-trails" greenway project.
15
Continued funding of tourism destinations throughout the
Roanoke Valley was accomplished by returning 3$ of the
transient occupancy tax collected for "tourism and
tourism-related activities." Destinations and
activities funded include: Center in the Square, the
Science Museum of Western Virginia, Virginia's Explore
Park, the Roanoke Symphony Orchestra, Mill Mountain
Theater, the Virginia Museum of Transportation, and the
Miss Virginia Pageant.
IX.
Participation in regional sporting activities was
highlighted by the Tour DuPont bicycle race Time Trial
in the Roanoke Valley on May 9, 1994. This event gained
favorable-media coverage of the Valley. County economic
development staff participated in Cpcle Roanoke Valley,
the local organizing committee that brought the Tour to
the Valley. Other sporting events that the County
participated in were the 1994 Commonwealth Games and the
NCAA Division III Amos Alonza Stagg Bowl.
Support for special events hosted in County parks has
established a working relationship between the
Department of Economic Development and Parks and
Recreation. Joint planning and participation in the
Roanoke Symphony Volunteer Association Polo Match, and
Civil War Re-enactment have set the stage for other
special events that will bring local, regional, and
national visitors to Roanoke County's parks.
VIRGINIA'S EXPLORE PARK
Tourism in Virginia represents a $9 billion industry. In
1990, the Roanoke Valley saw a total travel expenditure of
$222.3 million, a fraction of the state's travel related
revenue.
1994 brought the long anticipated opening of Virginia's
Explore Park, an environmental and education and living
history park. During its short, first season, July 2
through October 31, 1994, the Park had over 20,000 paying
visitors from all over the country and world, with
approximately one-third of which were Blue Ridge Parkway
travelers. For the first time, visitors had an opportunity
to enjoy the interpretation of local 18th and early 19th
century farm and school buildings as part of the Blue Ridge
Settlement. Many visitors chose to hike the miles of
nature trails or picnic in the Park or by the Roanoke
River.
The Park will be open to visitors from April 1 through
October 31, 1995, and an estimated 50,000 visitors are
expected during the season.
16
Virginia's Explore Park has gotten to where it is through
the assistance of many individuals, governments, and
organizations, Roanoke County, key among them. One of the
Park's strengths continues to be its ability to seek
partnerships for interpretation and educational programs.
Partnerships currently exist between the Park and Virginia
Tech, Roanoke Valley Resource Authority, U.S. Forestry
Department, Roanoke Valley Convention and Visitors Center
and Blue Ridge Zoological Society. Such alliances and
partnerships, as the state considered in the possible
merger of the Museum of Natural History with the Park,
serve to potentially stretch or reduce state dollars while
increasing visitor opportunities.
Roanoke County continues to be a partner with Virginia's
Explore Park and sees the Park as an exciting addition to
tourism development in western Virginia. In 1994, Roanoke
County assisted the Park in several significant ways.
Board of Supervisors approved $100,000 for Virginia's
Explore Park, all of which was matched by the
Commonwealth of Virginia.
Roanoke County provided in-kind assistance of staff for
the Park's opening day, policies and procedures
(employee handbook), furnishing and finding volunteers
for the temporary regional visitor center, coordinating
other County departments involvement, accessing
resources for traffic control measures, assisting with
community issues and assistance with land procedures for
selling surplus property.
With no public water on site, Roanoke County assisted
financially ($6,700) with matching funds for a well.
Staff assistance in the coordination and continued
planning of the Blue Ridge Parkway Spur (still
referenced as Roanoke River Parkway in Federal Highway
Administration planning), the temporary Parkway
connector and related landfill capping and closure.
Explore continues to be successful in raising capital
funds, however, is dependent upon public funds for its
operations and educational programming. In September of
1994, the Park revised its budget and adjusted staff size
to better handle a $220,000 deficit due to the Park's
construction and unanticipated opening costs.
State and other funding sources in 1994:
Explore Park receives $33,333 a month from the
Commonwealth of Virginia since July 1, 1994 as part of
their $400,000 annual state appropriation (2
17
years/$800,000). All state funds for Explore operations
must be matched with other gifts and grants.
• Gate receipts from July 1 - October 31, 1994 totalled
$51,351.20.
• City of Roanoke donated $50,000 over a 2-year period.
• An anonymous gift of $45,000 for the education program
has been received.
• A U.S.D.A. Forest Service gift of $10,000 helped cover
the cost of the timber bridge expenses.
• The Virginia Department of Forestry has approved a grant
request for $14,000 to be used for tree-planting
equipment and related tree-care expenses.
• Revenue from New Mountain Mercantile, an on-site retail
outlet of regional handmade crafts and Explore items,
was $3,000.
• A variety of small gifts from individuals, organizations
and companies.
There are two other critical elements relating to the
future success of Virginia's Explore Park.
• Regional Visitor Center on the Blue Ridge Parkway
With a long standing need for a visitor center along the
Blue Ridge Parkway, Explore began a modest effort, a
temporary Regional Visitor Center, for the heaviest Parkway
visitation month, October, 1994. With brochures from the
Roanoke Valley Convention and Visitors Center and maps from
the Blue Ridge Parkway, the volunteer staffed Visitor
Center hosted travellers from across the country and the
world. A permanent building is planned for 1995 to replace
the small trailer on loan from J. M. Turner Construction,
which housed the temporary Center and security office.
Roanoke County supports a National Park Service facility in
the region. Until such time as the Blue Ridge Parkway
determines whether a permanent National Park Service
Visitors Center is to be located in the Roanoke Valley
along the Parkway, this facility will provide information
about the region to area travelers during Explore Park's
season.
• BRP Spur Road
Roanoke County staff have continued to be involved in the
Blue Ridge Parkway Spur, an extension of the Blue Ridge
18
Parkway designed as the only public entrance into
Virginia's Explore Park. The Parkway Spur, representing a
$15 million investment in Roanoke County, will be
constructed just north of milepost 115, the current
temporary access to Virginia's Explore Park. Through the
assistance of Roanoke City, Roanoke County, Vinton and the
Roanoke Valley Resource Authority the Parkway Spur
alignment was not disturbed in the capping and closing
procedure of the Roanoke Regional Landfill. This was
crucial to avoid further construction delays.
With the recent acquisition of two privately owned parcels
and with the advent of property transfer from the City,
County and Town, the project is soon to be put out to bid.
Parkway construction is anticipated to begin in the summer
of 1995 and take two years to complete. Access to Rutrough
Road from the Parkway will be obliterated at the Spur's
completion.
X. REGIONAL PERSPECTIVE
Roanoke County's active participation in two regional
economic development organizations, the Roanoke Valley
Economic Development Partnership, and Roanoke Valley
Convention and Visitors Bureau (CVB) have led to other
regional projects and programs. The County staff is
participating in other regional economic development
activities:
• Many County staff members are involved as team members
on the New Century Council to develop a "vision" for the
western Virginia area that includes the Roanoke Valley,
New River Valley and Alleghany Highlands.
• The Director of Economic Development serves on the Board
of Directors of the Southwest Development Financing,
Inc., which is a tourism revolving loan fund in the 9th
Congressional District.
• Blue Ridge Parkway Coalition
In 1994, Roanoke County became more involved in the Blue
Ridge Parkway Coalition to determine methods of protecting
the national park which is a tourism attraction through the
Roanoke Valley. The Coalition is a body of interested
individuals and representatives of organizations whose
purpose is to identify, develop, promote and support
strategies to conserve the physical, cultural, and scenic
integrity of the Blue Ridge Parkway corridor through a
community driven process that accommodates growth in a
changing environment.
19
There is a need to carefully balance development with
viewshed protection. With over 7 million visitors through
the Roanoke Valley annually the Blue Ridge Parkway is seen
as an integral part of tourism development and continues to
be the primary national draw of visitors to the region.
Another of the Coalition's goals is to identify and
implement a model for determining accurate economic impact
data for adjacent Parkway localities and regions. Both
Virginia Tech and North Carolina State are involved in the
preliminary phase of the prospective study. The Coalition
perceives such economic data as essential for communities
to gauge the value of the Blue Ridge Parkway in their
communities. Staff from the department of Economic
Development are currently reviewing potential funding
sources for such a study, estimated at $100,000, which
would include data for every city and county along the Blue
Ridge Parkway.
Roanoke County's involvement with National Park Service
staff and private developers to protect viewsheds while
creating sensitive development may well serve as a national
model for resolving similar conflicts in other areas along
the Parkway and other national parks.
• The Roanoke Valley Economic Development Partnership
joined with other regional economic development
marketing groups to sell an entire region (Lynchburg-
RoanokeValley-AlleghanyHighlands-Danville/Pittsylvania
County) under the banner of Heart of Virginia. This
group actively participated in two trade shows during
1994; Nepcon West in Anaheim, California, and
International Plastics Exposition in Chicago, Illinois.
Roanoke County Economic Development staff participated
and assisted with prospect contacts and manning the
trade show booth.
XI. GOALS FOR 1995
Economic Development staff activities for 1995 will
continue to be guided by the goals of the 1992-94 Economic
Development Strategy. Specific project goals planned
include:
1. Continuation with the Roanoke Valley Economic
Development Partnership to market and locate an
industry in Valley TechPark. The goal is to locate two
companies in the industrial park in 1995.
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2. Participation in the County vision being coordinated by
the County Planning Commission. Information and
recommendations received during this process will be
used to update the current Economic Development
Strategy.
3. Rezoning of additional properties for commercial and
industrial use so as to increase the inventory.
4. Identification and planning for another industrial park
or large site to improve the County's inventory of
available sites for economic development prospects. Of
particular emphasis will be interchange areas on I-81.
5. Seeking new partnerships to continue Explore's
operations and to allow for the planned expansion of
the project.
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Economic Development Staff
Professional Affiliations, Memberships, and Directorships
American Economic Development Council
Southern Industrial Development Council
National Council for Urban Economic Development
Virginia Economic Developers Association
Southwest Virginia Finance Corporation
Governor's Economic Development Council-Region 3
Roanoke County Industrial Development Authority
New Century Council
Coalition for the Blue Ridge Parkway
Friends of the Blue Ridge Parkway
Cycle Roanoke Valley
Roanoke Valley Convention & Visitors Bureau
Roanoke Valley Preservation Foundation
Association for the Preservation of Civil War Sites
Hanging Rock Battlefield and Railway Preservation Foundation
Professional Secretaries International
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VISIONARY LEADERSHIP
PLANNING AND IMPLEMENTATION
Roanoke County
Roanoke, Virginia
January 21,1995
L_J
' Name•
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B. G. Sheppard, Ed.D.
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VISIONARY LEADERSHIP
PLANI~TING AND IMPLEMENTATION
Roanoke County
January 21, 1995
Section Title
Section I Seminar Handbook
Section II Summary of Pre-Planning Interviews
Section IIa What is your Vision for Roanoke County
Section IIb
Goals for Today's Session
Section IIc Additional Thoughts
Section III Notes from Staff Planning Seminar
Section IV Miscellaneous Notes
Pages
1 - 28
29-31
32 - 33
36
37-48
49 - 55
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SECTION I
SEMINAR HANDBOOK
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ALIGNMENT
A SITUATION IN WHICH A GROUP OF INDIVIDUALS ARE FUNCTIONIlVG
' AS A SIlVGLE UNIT OR A SINGLE ORGANISM. EVEN THOUGHT THEY
MAY HAVE DNERSE STRENGTHS, THEIR WORK IS FOCUSED TOWARD A
COMMON VISION.
CENTRAL QUESTION: HOW DO YOU CREATE ALIGNMENT, AND HOW
' CAN YOU SUSTAIN IT OVER TIME SO THAT IT BECOMES MORE THAN
JUST AN OCCASIONAL OCCURRENCE?
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IMAGINE YOU WERE A PART OF A TEAM WITH LACK OF CONSENSUS OR
' FOCUS, WHAT WOULD IT BE LIICE?
FIRST, FROM THE POINT OF VIEW OF THE USE OF ENERGY. WOULD
' THERE BE A LOT OF ENERGY EXPENDED? WHAT WOULD TT BE LIKE TO
WORK IN THAT KIND OF ORGANIZATION?
' MANY ORGANIZATIONS AS THEY GROW SEEM TO GRAVITATE TO THIS
KIND OF STATE.
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IMAGINE YOU WERE A PART OF A HIGHLY PRODUCTIVE WORK TEAM,
WHAT WOULD THIS BE LIKE? HOW WOULD YOU CONTRIBUTE AS A
TEAM MEMBER?
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The presence of a shared vision and purpose, build from a sense of individual
' purpose and vision, results in the natural emergence of alignment.
Vision and purpose by themselves, however, are not enough to generate
alignment; you also need an honest understanding of current reality.
An organization's vision is only as strong as the system and structure in which it
' operates.
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Leadership Functions
1. Build shared visions.
2. Be enrolled and enroll others.
3. Hold the vision.
4. Empower yourself and others.
5. Think across organizational boundaries.
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Time Delays
' An understandin of time dela s is an essential as ect of the i '
g y p v siorung process.
Have you been a part of a visioning process when time delays caused failure in
' the process?
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Guidelines for Visioning
' 1. Focus on the result.
2. See it in the present.
3. Appreciate time delays (if they occur).
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' Developing your personal and organizational vision
' Let's begin your organizational vision
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' How does your personal vision tie into the organizational vision?
How can you through your personal vision help create the organizational vision?
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Enrollment versus Compliance
' Principles of Enrollment
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1. Be enrolled yourself.
2. Value the relationship.
' 3. Be "on the level." Tell the truth and let the chips fall where they may.
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Unlocking Organizational Routines That Prevent Success
' When faced with difficult problems, what leads us to create the very
consequences we wish to avoid? What prevents us from learning and making
progress?
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1. Organizational
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2. Grudging
3. Vicious Obedience
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Compliance
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Strengths and Weaknesses
Opportunities and Threats
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' Vision of the Organization
Statement to communicate the nature of the existence of the organization in
' terms of purpose, scope and leadership; to provide the framework that regulates
the relationships among the organization and its primary stakeholders; and to
state the broad objectives of the organization's performance. It is described in
' terms of mission, organizational philosophy, performance objectives, and unique
competencies.
' Adapted from Arnoldo C. Hax and Nicolas S, Majluf, The Strategy Concept and Process,
1991.
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The concept of strategy embraces the overall purpose of an organization.
Strategy
1. is a coherent, unifying, and integrative pattern of decisions;
2. determines and reveals the organizational purpose in terms of long-term
objectives, action programs, and resource allocation priorities;
3. selects the services the organization is in or is to be in;
4. attempts to achieve a long term success by responding properly to the
opportunities and threats in the organization's environment, and the strengths
and weaknesses of the organization;
5. defines the nature of the contributions it intends to make to its stakeholders.
14
Formal strategic planning constitutes a powerful contribution to enhance
' managerial understanding and decision making. Among the contributions are
the following:
' 1. The planning process helps to provide focus and unity of direction.
2. The planning process introduces a discipline for long-term thinking in the
' firm.
3. The planning process is an educational devise and an opportunity for
' organization-wide interactions and dialogue at all levels.
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Fundamental Elements of the Strategic Planning Process
' The Vision of the Organization
Mission
Organization Philosophy
' Performance Objectives
Unique Competencies
Internal Scrutiny
Definition of Basic Strengths and Weaknesses
Environmental Scan
Identification of Opportunities and Threats
' Formulation of Business Strategy
A Set of Multi-year Broad Action Programs
' Defined Timeframe
Strategic Programming
' Definition and Evaluation of Specific Action Programs
to Fulfill Broad Action Programs
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' Budgeting
Strategic Funds Programming and Operational Budgets
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Performance Measurem n
e is
Assessment and Feedback of Critical Performance Criteria
Adapted from Arnoldo C. Hax and a Nicolas S. Majluf, The Strategy Concept and
' Process, 1991.
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Imprinting the Vision
Organizational Performance Objectives
Quantitative measures and overall effectiveness and efficiency of the managerial
functions of the organization.
Performance of the Organization -Individual and Group Behavior
The Achievement of the Organizational Objectives
The Satisfaction of the Individual Work
Organization Culture
The Culture of the Organization
Observable behavior, language, dress, rituals, status, physical environment
Organizational customs, values, and rules
Organization's guiding beliefs -taken for granted and invisible
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Current Reality
1. Our distinctive competencies?
2. Whom we serve?
3. Our major problems.
4. Aspects of our internal structure/system that support or hinder our efforts.
5. Major trends in our work that directly impact us.
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Broad Action Programs
Program Description
Priority
Resource Requirements
Scheduled Completion
Responsibility
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Specific Action Programs
Resources Requested
Statement of Benefits
Statement of Performance and Goals
Milestones
Responsibility
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' Priority Assessment Scale
' Existing
- will be assigned a low level of importance
' E will continue to receive the current level of resources
+ is assigned the highest level of importance and the given required resources
' New
' - is tentatively considered
= will receive the necessary level of resources
+ will be assigned the highest level of importance and the resources needed
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' VISIONING
Alignment
' Personal and Organizational Visions
Organizational Learning and Dialogue to Enhance Visioning
Current Reality -Environmental Scan and Internal Scrutiny
Managing Change
STRATEGIC PLANNING
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Vision
Mission
Philosophy
Performance Objectives
Unique Competencies
' Broad Action Programs
Specific Action Programs
Performance Measurement
Communi
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DIAGOLUE AS CORNERSTONE OF ORGANIZATIONAL LEARNING
Conversation is based on new ways of inquiring and paying mindful
attention and is the source for new knowledge in organizations
Complex problems require us to tap the wisdom of groups of people by
examining assumptions, values and reasoning behind actions and choices
Complex problems cannot be solved with the thinking that created them
Dialogue represents a profound shift in thinking about self in relation to the
community
Dialogue incorporates diverse viewpoints while debate creates segmentation
Adapted from William N. Isaacs, The Dialogue Institute, MIT, 1993
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Ladder of Inference
Adopt: Beliefs
Make: Assumptions
Reach: Conclusions
Add: Personal Meaning
Select: Directly Observable Data
Adapted from William N. Isaacs, The Dialogue Institute, MIT, 1993 and Chris Argyris,
Knowledge for Action, 1993.
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Strategies that Promote Learning
Advocate your view and inquire into other people's reactions.
Make the thinking behind your view explicit.
Encourage others to confront your view and provide alternative views or
alternative data or both.
Actively inquire into views different from your own.
Raise concerns and state what is leading you to have them.
When facing dilemmas, raise them and explore mutual responsibility for
producing and managing them.
Adapted from "Organizational Learning in Action," Action Design, July 20-23,1993
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Strategies that Inhibit Learning
Assert your view as if obvious; and/or
Ask leading questions and aet as if you aren't
Do not illustrate or make reasoning explicit;
Discourage challenge;
Focus on responsibility of other, not self;
If other differs, attribute bad intent;
Cover up and smooth over.
Adapted from "Organizational Learning in Action," Action Design, July 20-23,1993
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Types of Change
The following are specific types of change:
Incremental change -- The enhancement and improvement of what already
exists in the organization. Examples of incremental change include team
building, technical skill and industry knowledge development,. process
' improvements, small functional reorganizations, and the introduction of
enhanced technologies. Although they require hard work, incremental changes
usually cause minimal disruption to the organization.
' Complex change -Involves significant change throughout the organization, yet
with identifiable goals. Although often intended to be somewhat limited in
' scope, complex change usually has a substantial and far-reaching impact on
many elements of the organization, including structure, culture, people, and
strategy. Examples of complex change are the introduction of new and strategic
' technologies, core process engineering, mergers, downsizing, and functional
reorganizations.
' Transformational change -- The radical alteration of the entire organization.
With transformational change, the organization attains a new structure, culture,
' criteria for success, and methods of interaction-in short, a new identity.
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Is The Organization Ready for Change?
1. Is there an organizational imperative for the change?
Change for the sake of change is wasted effort. All change efforts must be linked
to the organization's business directions, support its strategic directions, and
align with concurrent initiatives being driven throughout the organization.
Changes must be driven by a compelling need to achieve specific results, not by
some vague sense that "change" will somehow be good for the organization.
Along with justification, an organization must have a sense of urgency about the
opportunities presented by the change effort--or the consequences of failing to do
anything.
2. Is there a sense of shared ownership in the organization?
For change to take root in an organization, there must be a shared understanding
among employees at all levels about the nature, importance, costs, benefits, and
strategies for achieving the change. Everyone in the organization should feel a
personal responsibility for the outcome. Because people own what they help
create, broad-based participatory planning and problem-solving to achieve
ownership and understanding is essential.
3. Do the leaders understand their critical role?
As sponsors of the change, leaders must share a common vision of the future and
must assume responsibility for providing resources, removing barriers, and
stimulating commitment. Leaders are must effective if they exemplify the
behaviors they have identified as critical to sustaining the change.
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1
SECTION II
' SUMMARY OF PREPLANNING IIVTERVIEW
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SECTION IIa
' WHAT IS YOUR VISION FOR ROANOKE COUNTY
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SUMMARY OF ROANOKE COUNTY PRE-PLANNING
SESSION TELEPHONE INTERVIEWS
CONDUCTED BETWEEN 1/6-17/95
MEMBERS OF THE BOARD OF SUPERVISORS AND
MEMBERS OF THE PLANNING COMMISSION
Vision What is vour vision for Roanoke ount,~
Two major themes: economic development and economic stability.
We need a better system to enhance economic development with
special emphasis on keeping with the kind of industry within the
valley itself.
I'd like us to have a more aggressive posture toward economic
development (e.g. members of the county staff traveling with board
members to speak with industries - we need to do a better job of
promoting the benefits of our community).
The question for the school system is where do we go from here with
special emphasis on working with an elected school board. We need
to continue to look at funding for our schools, teachers salaries.
Privatization of county functions with no loss of services is a
consideration.
County to be financially strong- Develop balance on taxes and
services we provide.
High quality of services. We are
but they need to be improved.
County to operate more efficiently.
services.
moderately high on services now
Streamline staff and critique
Area to expand at moderate level of development and growth This
would include new jobs and paced growth. in valley.
First class system of public education.
Roanoke County to be a highly desirable place to live and work.
Promote high level of citizen confidence.
Start implementation of Greenways, protection of Blue Ridge
Parkway and Ridgeline
Start getting ready for bond referendum. Continue to add to what
was started in 1992 -new high school, computers.
Continue support for police department.
Valley Technical Park -get ball rolling.
Continue other efforts in economic development.
Vision primarily is to follow through on what has been planned.
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Our economic development has a great infrastructure- we need to be
able to use that now to accomplish our economic development goals.
Increase citizen involvement -very important in today's climate of
change
Continue pilgrimage that began in 1985 in moving the county from a
backwoods, agrarian one to one that will thrive in the 21st century.
Continue the services that will make this possible such as Spring
Hollow Reservoir, Southwest and North Loop
Look at how to explain through the media why our water bills are so
high.
Explorer Park needs to be opened.
Need to bring closure to current infrastructure improvement
Complete our public school physical plant plans.
Our public schools are a gem in our community.
Need to address how our graying population will affect our service
requirements. Greater number moving here to retire -will not have
the same investment in school systems as before.
Continue to provide/enhance cost effective services and delivery.
Quality/cost effective services need to be defined.
Need to do a better job of informing our citizens with regard to the
cost effectiveness of our services. We don't help our citizens
understand how low our cost of high quality services compares with
the rest of the state. We don't point out what they are getting in
terms of parks and recreation, libraries, etc.
We need to be more pro-active in dissemination of information.
More and more citizens will not have a direct connection with our
schools (parents, grandparents) Need to address need for expanded
scope of services.
Incentives for our county employees is an important issue. Suggest
we look at department incentives. Elevate the service delivery of the
whole department. (There are examples of employers in our Valley
who hold accountability and incentives by teams. This does not
exclude individual recognition when needed.)
Perception of our government unit is an important consideration.
Whatever we conclude in the planning session, we need to ensure
that it is doable and we're committed to doing it. We do not need
plans on paper that aren't implemented.
The county staff gives us more deference than we deserve. When
appropriate they need to respectfully challenge us.
We (the Board) need to be careful we see the bigger picture as well
as hear the individual citizen. It is easy for individual board
members to ,ask the county to address issues from individual
citizens without looking at how that affects the operation of the
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county.
With greater public coverage we need to be on guard as to how we
treat each other. It does no good for the public to see us treat other
board members and the staff with disrespect. Propose we use the
media opportunity as a way to mold and enhance public opinion of
our organization.
Would like to use the term preferred future.
We need cooperation in Valley. We can't continue to sit and bicker.
We need to prepare for major directions for growth.
Trying to accomplish whatever we can to move forward toward
cooperation in valley (water, sewer, prisons, schools)
I don't see any major changes in the next five years; however, in
fifteen years there will be major changes (e.g., legislative boundaries)
I'm concerned that some people may make decisions to keep their
jobs rather than looking long term for the county.
See a much greater need for cooperation between individuals.
We need to look at consolidation.
Set up reward system for agriculture, industry, etc.
Need to keep up technologically. (modern facilities, transportation,
medical, services)
Communicate effort to recognize the ethestic (natural beauty) of this
area and to develop instruments to promote and preserve it.
We have a growing aging demographic challenge. We need to
address it not only from the services the county will provide but also
understand that frequently this population tends to be more
conservative and not as committed to supporting our schools.
County needs to address growth issues and maintain and improve
how it handles developing various areas in the county. Suggest that
developing the infrastructure is a beginning.
We are doing a good job with our schools.
We may want to look at promoting regional higher education.
It is critical now that we encourage cooperation between the city and
county. Consolidation may need to be addressed.
Emphasis on getting some type of university base here -may be
closer tie with Tech or some other way. If we want downtown to
grow, having an urban university will increase activity downtown in
not only housing but also in hotel and conference center business.
Promoting the valley as a transportation center.
Maintain our quality of education and low crime rate -areas that can
change with increased economic development.
Greater emphasis on natural beauty and greenways.
Have economic development on the upswing.
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SECTION IIb
GOALS FOR TODAY'S SESSION
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Goals for today's session? - What would you like to
accomplish in this planning session?
Work together to get the maximum out of session.
Deal with issues. The facilitator shouldn't take things personally.
Better way of utilizing employees as resources.
We need to develop long range plans for economic stability.
We'd better figure out tax rates with minimum impact on people we
serve.
Brainstorm ideas for vision
Develop a consensus as to what the vision should be.
Develop an approach to develop vision -get input from others as to
what has been successful in this process.
Look at way to develop and implement a vision that will survive
through change of players in the future.
Develop vision statement.
Look at our stated goals and policies and come up with existing one
or revised one.
Look at how we can disseminate information on merits of what we're
doing.
Make certain we all have a chance to participate.
We need to make a positive move forward as a unit.
Need to be as cooperative as possible.
We've accomplished a great deal -new Administration Building,
Landfill, Regional Airport Facility, Upgraded sewage treatment plant,
911, Police Department restructure -we've done this with not a lot of
positive coverage. How can we get more coverage of what we're
doing.
Good rationale with sense of direction.
What we can and can't do with means of accomplishing and time
frames.
Consensus of agreement in establishing common goals and methods
on the road toward achieving goal. We need to be accountable for
the long term and not doing things piecemeal (e.g., need to look at
the entire road rather than pieces of it.
We have a definite improvement in education. High schools are over
crowded now. Want the classroom situation changed within 5 years.
Have a methodology to be able to achieve our final visioning
statement.
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' Need to have a strong sense of what the statement will be.
Understand and agree on what the purpose of the vision statement is
' and isn't.
Need an instrument to guide us. If we don't have a plan, it is hard to
make decisions.
' Make a concerted effort to look into the future.
This visioning could be the basis of the comprehensive plan and then
' the zoning ordinance will follow the comprehensive plan.
Each of us has different agendas -recognize what they are and then
proceed.
Sometimes the planning commission is intimidated by the board;
hope that the board does not dominate the meeting or the
conversation.
Focused goals that we are in agreement on and have good consensus
toward reaching them.
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SECTION IIC
ADDITIONAL THOUGHTS
C1
ADDITIONAL THOUGHTS
We need to take the lead in regional projects.
Work together
Other issues that impact/enhance on our work: rivalries among
counties makes it difficult to work together with other localities;
' elected school board is a change; relationships between Board and
Planning Commission is good - we may need more regularly
scheduled meetings.
Critical short term concern is reacting to Gov. Allen's proposals.
' In recent letters to the editor, there has been an inordinate attention
to cost of services. (water, tax rate)
' Need to have a budget reflective of needs of citizens.
We will have to cope with frenzy of cost cutting.
Need to determine how we can best represent ourselves to deal with
'
Governor
s proposals.
How do we get the community involved? How will we implement
' this?
The
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s a good brainstorming group. I
m hoping
we can help open up some ideas.
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SECTION III
' NOTFS FROM STAFF PLANNING SEMINAR
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Expectations What do you expect to gain from the retreat?
o A County vision
o A clearer understanding of the visioning process
o A clearer understanding of direction/agenda 5 years out
o An improved sense of togetherness
o A personal vision
o An enhanced team spirit
o Improved inside networking
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Team Assignments
1.
2.
3.
4.
5.
6.
7.
8.
What are our unique competencies?
Who do we serve?
What are our major opportunities/problems?
Internal structure/system that Supports/Hinders our efforts.
What are some major trends?
What are our current priorities?
What should our community vision incorporate?
How do we apply our resources to address our vision?
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Assignment 1 - Unique Competencies
o City level services as a county - providing services in a cost
effective manner
o Quality of life - urban/rural mix
o Good school system
o Innovative/creative staff and supportive environment
o Risk takers
o Cooperative
o Conscientious and skilled staff - good set of ethics
o Good financial management
o Cohesiveness
o Responsive to community needs/demands
o Receptive to new ideas
o Quality production team
o Fiscal integrity
o Safe environment
o Progressive risk-taking
o Well-developed infrastructure
o Compassionate
o Ethical leadership
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Assignment 2 - Who do we serve?
Externally
o The Roanoke Valley
o Community needs
o Citizens/taxpayers
o Youth of the County
o Other localities/governments
o The business community
o Other criminal justice systems
o Regional responsibility and prospective
o Future citizens
o Special interest groups
o Citizens of the valley
o Other government agencies (local, state and federal)
Internally
o Schools
o Other departments/each other
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Assignment 3 - Major Problems Lpportunities
o Communications with citizens and among ourselves
o Valley cooperation
o Unfunded mandates (state, local, federal)
o Resource distribution
o Shifting priorities
o Lack of trust
o Slow economic growth
o Economic base
Demographics
Geography
o We serve 5 communities
o We are urbanizing - evolving needs
o Q1 - Cat ordinance, Fly ash
o Political boundaries and turf battles
o Resources (financial, staff)
o Competition for economic development
o Differing priorities - (B.O.S., County Administrator,
Department Heads)
o Lack of regional cooperation
o Current government structure (Dillon rule, independent cities
etc.)
*Q1 - From Stephen Covey's The 7 Habits of Highlv
Effective People. Refers to Quadrant 1 activities
which are driven by crises, pressing problems and
deadlines. These are done at the expense of
Quadrant II activities which involve planning,
prevention, relationship building, recognizing new
opportunities.
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Assignment 4 - Internal Structure/Systems That Support/Hinder
Efforts
Support
o Somewhat flat organization structure
o Teamwork setup
o Teams (some)
o Professional employees
o Latitude to do your job
o Credit given where credit due
Hinder
' t
o S
aff decentralization
' o Political environment
o No set of common goals
' o Inability to transfer ownership and responsibility of process
(A tendency to retain ownership/responsibility after transfer)
' o Rigid job descriptions
o Political decisions
o Turf protection
o Lack of understanding between departments
o Restrictive development ordinances
' o District vs at-large representation
o No system of reward or recognition
' o Tail wags the dog
o Micro management by B.O.S.
o Inequitable School/County sharing of resources
o Employee ability to keep up/adapt to change - Technology
change, organization change
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Assignment 5 - Some Major Trends
o Unfunded mandates
o "Stick a fork in Ralph" (He's done)
o Changing expectations
o Elected school board
o Shifts in B.O.S. philosophy
o Population (growth, diversity, aging)
o Increased expectations for services
o Special interest groups (Sr. citizens, environmental,
Education)
o Commercial versus residential development
o Aging population - reduction in school-age population
o Expectation of the citizens
o Increasing demand for convenience
o Greater accountability to citizens
o Automation/technology - GIS, client server, LANs, CAMA, voice
mail
o New and enhanced services with existing resources
o Customers are more informed and demand more services
o Political - more conservative
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Assignment 6 - Current Priorities
o Schools/education
o Public safety
o Community services
o Improved infrastructure
o Economic development
o Human services
o Cost effective service provision
o Customer service
o Recreation
o Employees
o Maintain services with existing resources
o "Squeaky wheel" - "Q1"
o Protection of natural resources
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Assignment 7 - Concepts to be Included in a Communitv Vision
o A pleasant place to live
o High level of service (city)
o NIMBY development
o Want jobs
o Good education
o Environment
o Improved service
o More with less
o Streamlined government
o Regional cooperation
o Quality jobs/quality life
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Assignment 8 - How our Resources are Applied Toward Addressing our
Vision
o Fiscal management
o Long range planning
o Adopting ordinances to protect the environment
o Cleaning up Dixie Caverns
o Infrastructure
o Staff resources (meetings, enforcement)
o Federal, state, local revenues - creating partnerships
o Dedicated employees
o Volunteers
o Aesthetic beauty and resources of the region
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Mission Statement/Mission - 1
"To create a partnership involving the citizens which will
affirm Roanoke County's leadership role as a progressive and
innovative community providing a broad spectrum of quality services
while protecting the natural environment for current and future
generations."
"A government
Environment"
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in partnership with its people and the
Mission Statement/Mission - 2
"To be excellent stewards of the resources entrusted to us by
the citizens of Roanoke County and to add value to these resources
through the efficient delivery of services with emphasis on:
- Customer satisfaction
- Preservation of the environment and natural resources
- Education/life-long learning
- Community security
- Promotion of economic opportunities
- Cultural and recreational activities
- Positioning the community to take full advantage of the
emerging technological/information society
"Better than Hampton! ... and Petersburg!!!"
' 47
Mission Statement/Mission - 3
"To create a partnership which will establish Roanoke County's
leadership role in the state as a progressive and innovative
community providing a broad spectrum of quality services while
protecting the natural environment for current and future
generations by encouraging greater citizen involvement."
"A government in partnership with its people and the
environment."
Define partnership:
o Interactive
o Symbiosis
o Citizen awareness of unfunded mandates, etc, etc.
o Mutual
Mission Statement/Mission - 4
"To provide services which maintain the virtues of the area
that bring people here:
- Beauty/vistas
- Low cost of living
- Hometown atmosphere
- Cleanliness (air quality, water, roadways)
- Low crime rate
- Education
- Infrastructure
To enhance:
- Employment opportunities
- Excellence in education
- Valley commuting/transportation
- Urban opportunities in a rural setting
To Prepare for slowing growth in development"
48
0
~'!
J
SECTION IV
MISCELLANEOUS NOTES
r
L
L
u
~J
1
r
1
VISION VERSUS MISSION, GOALS,
AND OBJECTIVES
• [A vision] differs from a mission statement in that a
mission statement is a statement of what business
we are in and sometimes our ranking in that busi-
ness. The mission statement names the game we
are going to play....A vision is more a philosophy
about how we are going to manage the business
• [A] vision is very different firom...goals and objec-
tives. Goals and objectives are basically a predic-
tion of what is to come. Predictions of what we are
going to do in the next week or month or quarter
are basically an extension of what we have done
the last week or month or quarter. As a result,
goals and objectives tend to be rather limited and,
in some ways, are rather depressing....An antidote
to the feeling that the future will be much like the
past is letting go of the objectives and beginning to
articulate a vision...
Peter Block, The Empowered Manag,~r: Positive Political Skills at Work (San
Francisco: Jossey-Bass, 1991), pp. 108-128.
49
COVEY'S "TIME MANAGEMENT
MATRIX"
Urgent Not Urgent
0
I II
Q
III IV
w
~ ~ ~
z ~
~
U ~
U
`~ A a
~
o ~
~ ~ ~
a
0
0
z
1~
PRODUCTION
(task completion)
the circles indicate the order in which
most people perform each type work
Adapted from: Stephen R. Covey, The Seven Habits of Highly Effective People: R _.srnrirrg the
Character Ethic (New York: Simon & Schuster), pp.150-156.
5 0 ~.~.~
b a
o
00 ~
A A.
~" O
a~
0 0
~ ~
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Ob
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~.
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_~
'a
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to
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ti~
N ~
b b
'~ b
Environment
1
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-^ ~
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1 1
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1 1 1
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3 ~ m
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~ 5 < i; y n ~
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n
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ry
b ~
l J
M^
O
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l J
51
~!
1
ii
IJ
ii
~I
GUIDELINES FOR OPERATING
INSIDE "PARALLEL" TEAMS
Normal "Hierarchical" Organization Rules are Sus-
pended: all members are equal inside the problem-solving
structure; decisions are by consensus [but note that all
decisions must 'fly" in the hierarchy].
Everyone Gets a Promotion: to eliminate "turf' and reach
"higher-level" solutions, members of the team must be com-
mitted to a shared vision and values for the organization;
they must "promote" themselves at least two levels so they
see themselves as parts of a larger, integrated whole.
• Focus is on Reaching the Best Solutions Possible: a
member's "worth" is determined by his/her contribution
(e.g., ideas, conflict resolution, consensus building) to help-
ing the team reach the best solutions possible.
• A "Regenerative" Culture is Critical: such a climate would
include: (a) trust-based relationships: while operating in
the parallel organization structure, all interactions are based
on complete trust; (b) honesty: level with each other, no
hidden agendas; (c) mutual respect: we can disagree
without being disagreeable; no personal attacks; each team
member must take personal responsibility for the success of
every other team member.
Confcdentzality: it is often necessary, in order to achieve an
open, innovative, and candid discussion of difficult or sen-
sititve issues, for teams to establish a confidentiality rule --
i.e., what is said and decided in meetings is on the record;
who said it is not.
No Retribution for Following These Guidelines -- Now or
Later: a low threat, high trust climate is necessary to get
candidness and promote creative problem-solving.
Enforcing The Rules: once the group agrees to rules of be-
havior, everyone is responsible for enforcing the rules.
52
7~i ~e I~ i e r a-~ c ~ ~/
Q~,Q~
--~. s 3t
V
~~
P ~~
a'~
~~
,_ ~.
-~ - c ~
~~
~~
,:
J~
to ~
~~
~~
S3 111. ~'~SS" HEApEO
$~ oo: SELF D~~cTED
WotK TC/-M
~ Th-e Pn ra ~~~ 1
~ Or9a,rts~a~'!o ~
Q~
~ S~
®~~Q
d~ ~ O
b ~
'~„d o o ~
..~ , c
.~ g .
oaa
~~ ~1
I
~X
~Qn)
LF A bEfZ ~iEeoN
Sl,t °o~ SELF DtRecTED
WoCK TC^M
53
.~
k~ 4~~
o° ° a ~
~ o o T~`^
\o 0 0
o ~~,~~-
p o 0 TAM
~ ~ ~~
~ S3fi 1 .
C
0
WHAT IS A VISION AND
WHY IS IT IMPORTANT?
• A vision needs to be both strategic and lofty. The
strategic element of a vision involves staying
focused on our customers/users and expressing in
the vision how we contribute to the mission of
the organization. This helps connect each ac-
tivity in our unit with something important,
namely, the success of the business. The vision
needs to be lofty in order to capture our imagina-
tion and engage our spirit...When the vision for
our unit is an expression of our own values, we
stay aligned with the organization at a very per-
sonal level....0ur vision is our deepest expression
of what we want.
• Creating a vision forces us to take a stand for a
preferred future....It gives us something we are
willing to risk for....It is an expression of op-
timism despite the bureaucratic surrounding or
the evidence to the contrary.
• Articulating a vision...forces us to hold ourselves
accountable for acting in a way that is congruent
with that vision. The vision states how we want
to work with customers and users, and...with
each other....The power of the vision is in the
way it forces internal accountability for our ac-
tions.
Peter Block, The Empowered MaRa~er• Positive P litical Skill at Work (San
Francisco: Jossey-Bass, 1991), pp. 108-128.
54
Ve.CW.ck
LEADERSHIP AND VISION
"The act of creating and com-
municating avision is an act of
leadership, and each employee
needs to do this. The process
begins at the top, but the addi-
tional step that is required is then
to demand that each level
beneath the top group do the
same....All individuals who want
to be entrepreneurial and to take
ownership for the business have
to create their own vision."
Peter Block, The Emnowered Manager- Positive Political Skills ar Work (San
Francisco: lossey-Bass, 1991), p. l l S.
55
wrw«r
1
i
r
~J
u
ED KOHINKE
6913 Bradshaw Road
Salem, Virginia 24153
(703) 384-8013
(FAX OR VOICE)
December 27, 1994
T0: Elmer C. Hodge
FROM: Edward G. Kohinke ~/~ ~°
Subject: Planning Retreat
Your Memo of December 20, 1994
I agree with your plan for a visioning session on Friday with B.G. Sheppard, and have
no objections to including the Planning Commission.
For the Saturday session, my priorities are ranked below:
1. Joint Session with School Board and Dr. Gordon/Discussion of Revenue
Projections
2. Economic Development Update and Board of Supervisors Participation.
3. Operation of Fire and Rescue Department
4. Customer Service and Survey of Citizen Satisfaction
5. Increased Citizen Involvement in County Government
6. Regionalization Efforts
7. Reinventing Government
8. Viewsheds, Blue Ridge Parkway and Ridgelines
CC: Board of Supervisors
Paul Mahoney
Mary Allen
Don Myers
John Chambliss
VV
PROPOSED AGENDA
BOARD OF SUPERVISORS PLANNING
JANUARY 20, 21, 1995
ROANORE COUNTY ADMINISTRATION
RETREAT
CENTER
Friday, January 20, 1995
8.30 a.m. - Noon
r ;;, . . X_
~~:. ( ¢#
The Visioning Process: Joint Session with Planning Commission
Facilitator: Dr. B. G. Sheppard
Noon - 1:00 p.m. Lunch /
1:00 p.m. - 4:00 p.m. /~
Visioning Process Continued I~~?~O~~ `~ .~`J~'`~-e D~
Saturday, January 21, 1995 •~
8:30 a.m. - 1:30 p.m. ( onger if necessary)
Please rank the following topics, in order of importance,
from 1 to 9 and let me have your rankings so I can priori-
tize the list and plan the time accordingly. We may need
additional work sessions in January to cover all topics.
i' - Joint Session with School Board and Dr. Deanna Gordon
- Discussion of Revenue Projections
O - Regionalization Efforts (New Century Council, etc.)
- Economic Development Update and Board of Supervisors Participation
d - Reinventing Government: Progress and Outlook
~ - Customer Service and Survey of Citizen Satisfaction
- Increased Citizen Involvement in County Government
• - Viewsheds, Blue Ridge Parkway and Ridgelines
O - Operation of Fire d Rescue Department
Q~'e ~ ,~ '~ ~,-~ ~ ~ ~ a ~, v--,,,vii ~- ~~cref~~ ,~
J --
MEMORANDUM
TO: Elmer C. Hodge
/ t_~J
FROM: Harry Nickens ~ ~ ~'Z~~~-CLr
~~ ~~
DATE: December 27, 1994
SUBJECT: Planning Retreat Items for January 21
Listed below in my priority ranking are the items to be discussed at the Saturday
January 21 planning retreat.
1. Discussion of Revenue Projections
.~ Joint Session with School Board and Dr. Deanna Gordon
3. Operation of Fire and Rescue Department
4. Viewsheds, Blue Ridge Parkway and Ridgelines
5. Economic Development Update and Board of Supervisors Participation
6. Regionalization Efforts (New Century Council, etc.)
7. Reinventing Government: Progress and Outlook
8. Customer Service and Survey of Citizen Satisfaction
9. Increased Citizen Involvement in County Government
CC: Mary Allen
/.T-~ ~~~Y ,~G GG
1 '~~tis •
ed~~'~`
MEMORANDUM
TO: Lee Eddy
Bob Johnson
Ed Kohinke
Fuzzy Minnix
Harry Nickens
Elmer C. Hodge
Paul M. Mahoney
FROM:
DATE:
SUBJECT:
~~ j ~~G~ SG ~6 ~ ,~ ~ s. l
Ga~1'~~ s~ j;~G,~s,
D i% ~j ~
Mary Allen
October 18, 1994
~>
~ ~ ~Y ~~~ ~Y ~~ ~
'~~~,.~ ,6C7!
Board of Supervisors Planning Retreat
At the September 27 meeting, the Board agreed to schedule a planning retreat after
January 1, 1995, and asked that I poll each of you for possible dates.
Listed below are three dates in January. Please let me know which of these dates
is agreeable with you and return to me.
January 6 and 7, 1995 (Friday and Saturday)
-January 13 and 14, 1995 (Friday and Saturday) _ ~ /f2~'
~ ~~ G ~~~
-January 20 and 21, 1995 (Friday and Saturday)
Also, please list below suggested topics for the Planning Retreat:
p~aG~G1' d~ ~~~fii i4 ~ D'~/ .~"icf~~FG. .¢~Tdr~~.af /=~if Scfbd~.('a.~a.
,~, J~lD1G GTr~ ~/ we ` wG-~ `~~ i~ T.S~~ ~ /6cl ~ ~~ l~/~~ayir~6- ~la~- ASS'.
~ . ~C ~ UT, s l'EG.¢T/~ ~/~f6i`i ~ G j~fi~~,f G /.fir T,y<<-'
/llL zcJ C~.+FTd/~~ Cep 6tiF/G~G ~ O 7~fG-'~ GPI ~/D~.~G !Z ,~TLD/YG~i~/li3 .
y. ~~ ~~~D.~T~ 4'~ L Cd ~a.a~ c ,lJ~~~b~d~°.i7E.rsT, G ,¢-~t/ L%~r~~iS
6 ~ Gt1i~E7?G--` !~F-
~D,~Tic ~O~r«/~
~v ~GrJ~9 i~~ Ti ~
~'OG~ /.~ G T ;
~kJ ~y ~G-~ JJD <T, ~f~~
TO•
MEMORANDUM
Lee Eddy
Bob Johnson
Ed Kohinke
Fuzzy Minnix
Harry Nickens
Elmer C. Hodge
Paul M. Mahoney
~~
FRO Mary Allen
DATE: October 18, 1994
SUB.IECT: Board of Supervisors Planning Retreat
At the September 27 meeting, the Board agreed to schedule a planning retreat after
January 1, 1995, and asked that I poll each of you for possible dates.
Listed below are three dates in January. Please let me know which of these dates
is agreeable with you and return to me.
~anuary 6 and 7, 1995 (Friday and Saturday)
~anuary 13 and 14, 1995 (Friday and Saturday)
January 20 and 21, 1995 (Friday and Saturday)
Also, please list below suggested topics for the Planning Retreat:
/' r
~i.r Y~ ti ~ ~-- t ~r 2 F~ ~-, , r~ "~'"tt ~'77~ c~ ~) ~ rt
~C h (ry n, c-{ j ~S T`~-~'~~ ~'1 ~ ~ J y i .f i"' ~ i.r n- ~'/ /'
~n ~'/~~ f C' of v ~ • ~1 Z- P'~1 T v~ i~ Y~ h^~ (~ J I ~1 ~t9 ~^ '~ ~ j` ('J i1 / Gamin y-~ ~'Y-~
~ n ~ -rh ~ L 1/~
~i S-.,~~
M E M O R A N D U M
To: Board of Supervisor "` "~C
From: Elmer C. Hodge `
Date: December 20, 1994
Subject: Planning Retreat
At the December 13 Board meeting, our Planning Retreat was
scheduled for January 20 and 21 at the Administration Center. I am
pleased that you expressed an interest in a session on visioning
similar to the staff retreat in November.
We will contact B. G. Sheppard to set up a visioning session on
Friday, January 20. She was the facilitator for the staff retreat
and did an excellent job. Attached is a copy of her resume. If you
do not object, I plan to ask the Planning Commission to join us
since they will be responsible for the community visioning process.
On Saturday, January 21, we need to spend some time with the
School Board and Dr. Gordon. This will be an opportunity to discuss
issues with the new School Board members in an informal setting. At
that time, we can review revenue projections for the upcoming budget
and set priorities for the year. I also want to have a short update
on the operation of the Fire and Rescue Department.
Attached is a draft agenda for the retreat. It also includes
issues that several of you have indicated an interest in discussing.
If you have any further suggestions or comments, please let me know.
I would like to have your comments at your organizational meeting on
January 3 so that I can notify the participants.
Attachments
cc: Mr. Paul M. Mahoney
Ms. Mary H. Allen
Mr. Donnie C. Myers
Mr. John M. Chambliss, Jr.
PROPOSED AGENDA
BOARD OF SUPERVISORS PLANNING RETREAT
JANUARY 20, 21, 1995
ROANORE COUNTY ADMINISTRATION CENTER
Friday, January 20, 1995
8.30 a.m. - Noon
The Visioning Process: Joint Session with Planning Commission
Facilitator: Dr. B. G. Sheppard
Noon - 1:00 p.m. Lunch
1:00 p.m. - 4:00 p.m.
Visioning Process Continued
Saturday, January 21, 1995
8:30 a.m. - 1:30 p.m. (longer if necessary)
Please rank the following topics, in order of importance,
from 1 to 9 and let me have your rankings so I can priori-
tize the list and plan the time accordingly. We may need
additional work sessions in January to cover all topics.
- Joint Session with School Board and Dr. Deanna Gordon
- Discussion of Revenue Projections
- Regionalization Efforts (New Century Council, etc.)
- Economic Development Update and Board of Supervisors Participation
- Reinventing Government: Progress and Outlook
- Customer Service and Survey of Citizen Satisfaction
- Increased Citizen Involvement in County Government
- Viewsheds, Blue Ridge Parkway and Ridgelines
- Operation of Fire and Rescue Department
B. G. SHEPPARD, EdD
1260 Clifden Greene: Charlottesville, Vw 21901; (BU4) 97th-/411; tax: (804) 978-7433
S UM!lARY
Nitteen years ezperience in management within private, public, and academic sectors.
Specialize in organizational, team, and leadership development with diverse people.
PRIVATB 38CTOR
Blectronic bats Systars, Dallas, TX 1991 - 1994
Principal, Change Management Consulting, EDS Consulting Central Business Unit
Led BllS Management Consultants worldwide in delivering Change Leadership. Human
Resources and Organizational Design management programs. Developed and managed
leadership interventions to multiple industries with diverse functions. Prorated from
Director of Consulting Services.
* Coached corporate executives on leadership, strategy, and positioning.
~ Assessed and recommended building infrastructure changes ae needed.
Managed consultants' assignments and resvurcee.
s Created orr~anizational learning specialty methodoloeies. accredited by
Innovation Associates for internal training.
pormed alliance with Harvard, MIT. and other academic institutions in sharing
applied research and results.
Director of Consulting Services, Performance Services Group
Served EDS business customers to enhance performance by leading team of Senior
Consultants in analysis, education, and training services. Managed npprations in 30
companies. birected development of SDS human performance curricula, product design,
and scrvioe offerings.
~ Developed newly formed division to generate $12 billion in annual rovanus.
- Coordinated affiliations with organizational behavior departments at MIT,
Harvard, and UniVAraity of Michigan.
~ Served as Senior Consultant to Portune 500 clients.
!'lartin Marietta Corpvratiow, Bethesda, Mb: Orlando, PL 1980 - 198/
Director of Personnel, Data Systems Compsnq, Plorida Division
Promoted to services unit ezperiencing a Show Cause Notice, Equal Employment
Opttvrtunity cease, lox morals, and a growth mode of direct competition with AT&2.
Directed all human resource activities for 1000 employees, including ,recruitment,
placomrnt, lc•+ai~iit-g, EL'O compliance, compensation, benefits, and management
development.
Standardized and monitored hiring practices, dramatically reducing claims and
investigation by EEO, saving milliv:ist u[ a~llara in nel,Lleweuln.
~ Met major staffing increase while reducing cost per hire with innovative
programs, including employes lrc,uuede, avid rselectiv.s college recruiting.
- Developed and revised integrated human resource system to include performance
evaluations, izsuC:iti~e comye:,cation. and career development.
Directed company-wide charity donation program.
Corporate Manager of Organization Development
Recruited at corporate-level to originate and install a management succession program
uniting separate companies within corporation. Involved program activities for 40,000
employees.
- Conducted programs including organization restructuring. strategic planning,
teas building, and e~sployee involvement.
- Malyzed and developed restructuring plans for three diverse units: Cement.
Aggregates, and Aluminum companies.
PUBLIC SBCTOR
Departaent of Dafeaae, The Pentagon, Washington, DC 1989 - 1991
Assistant Director, Information Services, Office of the Secretary of Defense
Managed programs to educate, recruit, and develop DoD staff in information management
principles and policies. Supervised all creation and rovision of DoD information
management training programs. Established DoD Human Resources policies for civilian
hiring, promotion, and staff dovolopment.
- Diroetod dovolopatpnt and dolivory of infonrwtion monagomont training, for
civilians from Ara[y. Navy, Air Porce, and Marines.
- Sorvod as principal liaison for information rs^ourca managamont to other
federal agencies, educational institutions. and private sector.
- Directed senior-level Change Management consulting to inoludo the Joint
Chiefs of Staff, National Security Council, CIA, and Special Operations.
Gad Corporate Information Managetacnt Change Management Initiative to
integrate compatible information systems across DeD.
Dean of Paculty and Academic Programs, Information Resources Management College
National Defenaa University, Washington, DC
Sdi•ved as Chief Academic Officer and advised Dean of the College on academic affairs,
faculty matters, and academic policy; the College instructed DoD officers and civilians
ui~ me~uagoment of information services. Supervised four academic department hands, 40
faculty members, and 30 support staff.
- Maintained top secret security clearance.
- Directed complete cursvrrsian of graduate-level curricula.
- Initiated comprehensive faculty development program.
United States 3sneze, xashington, DC
Bxecutive Assistant, Senator Paula Nas+.kina
1984 - 1984
Performed liaison duties for Senator Nith press, 3egislative affairs, constituents, and
office staff. Faired after serving ga Senator's management consultant in 1985.
~ Reorganized Capitol Hill otrice and tour state aiLicea. improving etticiency,
productivity. and coromt~nication.
Developed Senator's recommendations for federal appointroente. over 200
annually.
ACADEMIC 3BCTOR
University of 3outhera Califorciis, Washington, DC campus 1990 - 1991
Adjunct Professor of Organization Development in public Sector, graduate course
Federal Bxecutive Institute, Charlottesville, VA 1986 - 1989
Professor in Organization and Mahagehtent, Office of Personnel Management
Taught at the soleplovernnent facility providing advanced management programs to senior
executives of the Pedaral Government (GS-16 and above) and international organizations.
Instructed 700 students annually. Served as Adjunct Professor from 1978 - 1986.
bevaloped and iDiplemanted reaidantial programs.
Created sad tau~tht courses: organization Chanxe. career planning, atrar.ngia
workforce issues, i~epaet of mergers and acquisitions, and strategic human
resource aanaQeaient.
~ Initiated Institute's involvement with private sector corporations, including
IBM. GE. DEC. Xerox. World Aank, and Citibank.
University of Michigan, Ann Arbor, MI 1982 - 1985
~~.it~nr.t Prtsfwagnr ~f SPnlnr Yirw P~gi~wnts of H~nwian Ri8nTlrCpn Program in Training and
Development. The University of Michigan Business School
Uaiversit~ of Virginia, Charlottosvilla, VA 1979 - 1980
Assistant Professor, Department of Education, Evaluation, and Research
BDUCATION
Harrard Usi~ecsit7. Ceunbridge, MA 2909
Strategic Computing and Teleeon~unicationa course
Columbia Uni~eraity, New Yvrk, NY 1982
Graduate, Senior Executive Program
llaiveraity of Yirsinia, ClixrlotLeeville, vA 1979
Doctoraee in Educational Adarinistration with Business Adminiatratiao
Radford univ4rsit~, Radfore, VA 1974
Master of Science in Paychologp and Counseling
Marietta College. r~arietta, ~1i 1965
Bachelor of Arta in Bngliah Literature