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Home My WebLink About4/11/1995 - RegularO~ ROAN ,~,~ ' ,' A z .a, ~ 8 ,off ~ ~,~ C~~ixx~#g ~# ~~~xx~~.~~ ROANOKE COUNTY BOARD OF SUPERVISORS ACTION AGENDA APRIL 11, 1995 Welcome to the Roanoke County Board of Supervisors meeting. Regular meetings are held on the second Tuesday and the fourth Tuesday at 3:00 p.m. Public hearings are held at 7:00 p.m on the fourth Tuesday of each month. Deviations from this schedule will be announced. Individuals with disabilities who require assistance or special arrangement in order to participate in or attend Board of Supervisors meetings or other programs and activities sponsored by Roanoke County, please contact the Clerk to the Board at (703) 772-2005_ We request that you provide at least 48- hours notice so that proper arrangements may be made. A. OPENING CEREMONIES (3:00 P.M.) 1. Roll Call. ROLL CALL AT 3:05 P.M. HCN ABSENT -ARRIVED AT 3:09 2. Invocation: F. Douglas Sweetenberg Roanoke County Sheriff's Office 3. Pledge of Allegiance to the United States Flag. B. REQUESTS TO POSTPONE, ADD TO, OR CHANGE THE i ® Recycled Paper ORDER OF AGENDA ITEMS ECH ADDED EXECUTIVE SESSION ITEM 2.1-344A (~ LEGAL MATTER REGARDING BOUNDARY LINE ADJiJSTMENT WITH SALEM. LBE ASKED FOR UNANIMOUS CONSENT TO DISCUSS BUDGETARY ITEMS AFTER REPORTS -NAYS -EGK AND BIT C. PROCIAMATIONS, RESOLUTIONS, RECOGNITIONS, AND AWARDS 1. Proclamation Declaring the Week of April 9 - 15, 1995 as Public Safety Telecommunicators Week. EGK MOTION TO ADOPT PROCLAMATION URC ACCEPTED BY DISPATCHERS ROBIN BOSTON, CATHY BLILEY, MICHELLE CORL 2. Proclamation Declaring May 1, 1995 as Tour DuPont Day in Roanoke County. HCN MOTION TO ADOPT PROCLAMATION - URC ACCEPTED BY BRIAN DUNCAN AND DONNOVAN YOUNG, VP, CYCLE ROANOKE VALLEY D. BRIEFINGS 1. Report and Summary of the Roanoke County Visioning Process community meeting on April 1, 1995. (Dr. James Sears, Chairman) PRESENTED BY DR. SEARS HCN ASKED THAT MEETINGS BE HELD IN ALL 12 CO DISTRICTS 2 E NEW BUSINESS 1. Request from Cycle Roanoke Valley, Inc. for financial sponsorship of the 1995 Tour DuPont. (Brian Duncan, Assistant Director, Economic Development Department) A-41195-1 FM MOTION TO APPROVE $5,000 FROM UNAPPROPRIATED BALANCE AND INKIND CONTRIBUTION. URC 2. Request for approval of the 1995/96 Roanoke Valley Resource Authority budget. (Diane Hyatt, Finance Director) R-41195-2 LBE MOTION TO APPROVE BUDGET WITH RESO CORRECTED URC 3. Request for resolution supporting RADAR's Grant application to provide transportation services in rural areas. (John Chambliss, Assistant County Administrator) R-41195-3 LBE MOTION TO ADOPT RESO URC BOARD REQUESTED REPORT IN 6 MONTHS TO EVALUATE RIDERSHIP F. REQUESTS FOR WORK SESSIONS 1. Request for Budget Work Session to Review Departmental Budgets. BOARD CONSENSUS TO SET WORK SESSION FOR EVENING OF 5/9/95 MEETING G. REQUESTS FOR PUBLIC HEARINGS 3 H. FIRST READING OF ORDINANCES I. SECOND READING OF ORDINANCES 1. Ordinance amending the 1994-95 Budget for the Purpose of appropriating funds for the clean-up of Dixie Caverns Landfill. (Paul Mahoney, County Attorney) 0-41195-4 LBE MOTION TO ADOPT ORDINANCE URC J. APPOINTMENTS NONE K. CONSENT AGENDA ALL MATTERS LISTED UNDER THE CONSENT AGENDA ARE CONSIDERED BY THE BOARD TO BE ROUTINE AND WILL BE ENACTED BY ONE RESOLUTION IN THE FORM OR FORMS LISTED BELOW. IF DISCUSSION IS DESIRED, THAT ITEM WILL BE REMOVED FROM THE CONSENT AGENDA AND WILL BE CONSIDERED SEPARATELY. R-41195-5 BI{T MOTION TO ADOPT CONSENT RESO 1. Confirmation of committee appointment to the Industrial Development Authority. A-41195-5.a 2. Request for approval of a raffle permit from the Glenvar High School Parent Teacher School Association. A-41195-5.b 3. Request for approval of a raffle permit from the Cave Spring High School Junior Varsity Soccer. A-41195-5.c 4 4. Authorization to reimburse General Services budget for recycling expenses with Roanoke Valley Resource Authority Landfill Grant. A-41195-5.d 5. Acceptance of water and sanitary sewer facilities serving Heather Park. A-41195-5.e L. REPORTS AND INQUIRIES OF BOARD MEMBERS Supervisor Eddy: (1) Attended the Urban Partnership Reception at Hotel Roanoke and tried to impress upon Executive Director the importance of including urban counties. (2) Quoted President Clinton from magazine that he supported school reforms including charter schools. ,(3) Advised that list of surplus property had been advertised in newspaper. ~4) Asked when results of the regionalization study will be discussed. ECH advised stuff is completed and Delegate Cranwell will schedule meeting to review results. ~5) Asked if public private partnership project at Northside Middle School was still alive. PMM advised affirmatively and that the School Board is reviewing and they will probably discuss in executive session at next meeting. (~ Asked about work session with VDOT to discuss road improvements to Route 221. ECH responded he is trying to schedule a date that is agreeable to both Board and VDOT, possibly on 4/25/95. ~~ Announced that the tax rates set on April 4 are the same as last year. Supervisor Nickens: (1) Reminded staff that he had requested information on government access TV channel regarding visible house numbers that comply with ordinance. (2) Has received many telephone calls concerned about spending $32,000 on monthly utility bills. Asked that fiver with explanation be sent with bills. LBE advised residents are already being informed by flyer. FM advised he asked ECH to prepare a report on the actual costs for monthly bill and ECH will have_bv end of week to send to RT&WN. Supervisor Tohnson: (1) Need to educate the staff on monthly utility bills because he has been told they are not sure how to respond to citizens and can further explain this process will allow County to hook into new technology in the future when meters can be read from the street. (2) Advised he disa_,greed with President Clinton about charter schools. (3) Received a copy of a memo requested that grandchildren be included in justified use of sick leave for family. FM advised this was an oversight and is being corrected. M. CITIZENS' COIVIlVIENTS AND COI~~IlVIUNICATIONS 1. Tonathan Apgar, attorney representing staff in the police department spoke to the Board concerning: ~1) high turnover rate in Police Department; (2) uay inequities in the current pay Ulan structure. Board consensus that ECH look at ways to resolve any pay inequities that may exist for all County employees. N. REPORTS BL:T MOTION TO RECEIVE AND FILE AFTER DISCUSSION OF ITEMS -UW 1. General Fund Unappropriated Balance 2. Capital Fund Unappropriated Balance 3. Board Contingency Fund 4. Accounts Paid -March 1995 5. Proclamation Signed by the Chairman 6. Report on noise problems at Corrugated Container Corporation. O. EXECUTIVE SESSION pursuant to the Code of Virginia Section 2.1-344 A (7) to discuss a legal matter regarding proposed boundary adjustment with City of Salem. BI.~T MOTION TO GO INTO EXECUTIVE SESSION AT 4:55 P.M. URC 6 RETURN TO OPEN SESSION AT 5:07 P.M. P. CERTIFICATION OF EXECUTIVE SESSION R-41195-6 HCN MOTION TO ADOPT RESO URC EVENING SESSION (7:00 P.M.) Q. WORK SESSIONS 1. Report from the Fire and Rescue Department PRESENTED BY TOHN CHAMBLISS AND CHIEF TOMMY FUQUA TC PRESENTED INFORMATION FROM VARIOUS CONSULTANT STUDIES CONDUCTED OF FIRE AND RESCUE DEPARTMENT. TF PRESENTED BUDGET ACCOMPLISHMENTS AND LIST OF ADDBACK REQUESTS. BOARD CONSENSUS TO COMMIT $246,000 CURRENT PAID TO REGIONAL AIRPORT TO FUND FIRE AND RESCUE VEHICLES. 2. Budget Work Session with Volunteer Fire and Rescue Chiefs Board. PRESENTED BY ANITA HANSON, RESCUE VOLUNTEER CHIEF'S BOARD AND WOODY HENDERSON, VOLUNTEER FIRE CHIEF'S BOARD. EACH OUTLINED THEIR PRIORITY NEEDS INCLUDED IN THE PROPOSED FIRE AND RESCUE BUDGET. R. ADJOURNMENT BIT MOTION TO ADTOURN AT 9:10 P.M. - UW ~ ROAN ,~.~ a z ~' p 2 a rs ~~n~~~ (~C~~txt#g ~f ~Ka~txt~C~e ROANOKE COUNTY BOARD OF SUPERVISORS AGENDA APRIL 11, 1995 Welcome to the Roanoke County Board of Supervisors meeting. Regular meetings are held on the second Tuesday and the fourth Tuesday at 3:00 p.m. Public hearings are held at 7:00 p.m on the fourth Tuesday of .each month. Deviations from this schedule will be announced. Individuals with disabilities who require assistance or special arrangement in order to participate in or attend Board of Supervisors meetings or other programs and activities sponsored by Roanoke County, please contact the Clerk to the Board at (703) 772-2005 We request that you provide at least 48- hours notice so that proper arrangements may be made. A. OPENING CEREMONIES (3:00 P.M.) 1. Roll Call. 2. Irrvocation: F. Douglas Sweetenberg Roanoke County Sheriff s Office 3. Pledge of Allegiance to the United States Flag. B. REQUESTS TO POSTPONE, ADD TO, OR CHANGE THE ORDER OF AGENDA ITEMS i ® Recycled Paper C. PROCIAMATIONS, RESOLUTIONS, RECOGNITIONS, AND AWARDS 1. Proclamation Declaring the Week of April 9 - 15, 1995 as Public Safety Telecommunicators Week. D. BRIEFINGS 1. Report and Summary of the Roanoke County Visioning Process community meeting on April 1, 1995. (Dr. James Sears, Chairman) E NEW BUSINESS 1. Request from Cycle Roanoke Valley, Inc. for financial sponsorship of the 1995 Tour DuPont. (Brian Duncan, Assistant Director, Economic Development Department) 2. Request for approval of the 1995/96 Roanoke Valley Resource Authority budget. (Diane Hyatt, Finance Director) 3. Request for resolution supporting RADAR's Grant application to provide transportation services in rural areas. (John Chambliss, Assistant County Administrator) F. REQUESTS FOR WORK SESSIONS 1. Request for Budget Work Session to Review Departmental Budgets. G. REQUESTS FOR PUBLIC HEARINGS H. FIRST READING OF ORDINANCES I. SECOND READING OF ORDINANCES 2 1. Ordinance amending the 1994-95 Budget for the Purpose of appropriating funds for the clean-up of Dixie Caverns Landfill. (Paul Mahoney, County Attorney) J. APPOINTMENTS K. CONSENT AGENDA ALL MATTERS LISTED UNDER THE CONSENT AGENDA ARE CONSIDERED BY THE BOARD TO BE ROUTINE AND WILL BE ENACTED BY ONE RESOLUTION IN THE FORM OR FORMS LISTED BELOW. IF DISCUSSION IS DESIRED, THAT ITEM WILL BE REMOVED FROM THE CONSENT AGENDA AND WII.L BE CONSIDERED SEPARATELY. 1. Confirmation of committee appointment to the Industrial Development Authority. 2. Request for approval of a raffle permit from the Glenvar High School Parent Teacher School Association. 3. Request for approval of a raffle permit from the Cave Spring High School Junior Varsity Soccer. 4. Authorization to reimburse General Services budget for recycling expenses with Roanoke Valley Resource Authority Landfill Grant. 5. Acceptance of water and sanitary sewer facilities serving Heather Park. L. REPORTS AND INQUIRIES OF BOARD MEMBERS M. CITIZENS' COMIVIENTS AND CO1~~IlVIU1vICATIONS 3 N. REPORTS 1. General Fund Unappropriated Balance 2. Capital Fund Unappropriated Balance 3. Board Contingency Fund 4. Accounts Paid -March 1995 5. Proclamation Signed by the Chairman 6. Report on noise problems at Corrugated Container Corporation. O. EXECUTIVE SESSION pursuant to the Code of Virginia Section 2.1-344 A P. CERTIFICATION OF EXECUTIVE SESSION EVENING SESSION (7:00 P.M.~ Q. WORK SESSIONS 1. Report from the Fire and Rescue Department 2. Budget Work Session with Volunteer Fire and Rescue Chiefs Board. S. ADJOtirRN1vICNT 4 c- ~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANORE COUNTY, VIRGINIA, HELD AT THE ROANORE COUNTY ADMINISTRATION CENTER ON TUESDAY, APRIL 11, 1995 PROCLAMATION OF APPRECIATION TO THE PUBLIC SAFETY TELECOMMUNICATORS OF ROANORE COUNTY AND DECLARING APRIL 9 - 15, 1995 AS PUBLIC SAFETY TELECOMMUNICATORS WEER WHEREAS, thousands of dedicated public safety telecommunica- tions personnel daily serve the citizens of the United States and Roanoke County by answering their telephone calls for police, fire and emergency medical services and dispatching the appropriate assistance as quickly as possible; and WHEREAS, the Public Safety Telecommunicators also perform non-emergency services for the County, such as those related to utility operations, highway safety and the work of federal, state, and local government agencies; and WHEREAS, the Public Safety Telecommunicators work through all types of emergency situations, including floods and blizzards, often having to neglect their own homes and families to ensure that the safety of Roanoke County citizens is protected; and WHEREAS, the Public Safety Telecommunicators work to improve the emergency response capabilities of these communications systems through their leadership and participation in training programs and other activities; and WHEREAS, the week of April 9 - 15, 1995 has been designated as National Public Safety Telecommunicators Week to honor and recognize Public Safety Telecommunicators and their crucial role in protecting life and property. NOW, THEREFORE, BE IT PROCLAIMED, that the Roanoke County 1 c-~ Board of Supervisors, on its own behalf and on behalf of its citizens, does hereby express its deepest appreciation for the services provided by the Public Safety Telecommunicators; and FURTHER, the Board of Supervisors does hereby declare the week of April 9 - 15, 1995 as PUBLIC SAFETY TELECOMMUNICATORS WEER in Roanoke County. 2 G -~ AT A REGIILAR MEETING OF THE BOARD OF SUPERVISORS OF ROANORE COUNTY, VIRGINIA, HELD AT THE ROANORE COUNTY ADMINISTRATION CENTER ON TUESDAY, APRIL 11, 1995 PROCLAMATION DECLARING MAY 1, 1995 AS TOUR DUPONT DAY IN ROANORE COUNTY WHEREAS, the Tour DuPont is the Premier Cycling Event in North America with professionals from throughout the world competing; and WHEREAS, the 1995 Tour DuPont course has been awarded the highest rating since the inception of the event in 1988; and WHEREAS, the winner of the 1994 Roanoke Valley Mountain Time Trial, Viatcheslav Ekimov of the WordPerfect Team, went on to win the entire Tour; and WHEREAS, in 1994 over 80,000 spectators lined the streets of the Roanoke Valley, and over 2,000,000 viewers were exposed to the Valley through television coverage on ESPN and CBS; and WHEREAS, the mountains of Roanoke County will once again make a major impact on this world class event when the Tour DuPont appears in the Roanoke Valley for the second consecutive year; and WHEREAS, this event will showcase the talents of the participants and the attributes of the Roanoke Valley to over 130 countries. NOW, THEREFORE, BE IT PROCLAIMED, that the Board of Supervisors of Roanoke County on its behalf and on behalf of its citizens does hereby proclaim May 1, 1995 in Roanoke County as TOUR DUPONT DAY; and FURTHER, the Board of Supervisors wishes the sponsors and cycling participants in the Tour DuPont a safe and very successful competition, and expresses its appreciation to the many volunteers who contribute their time and talents to this event. 1 ACTION NO. ITEM NO. AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Roanoke County Visioning Project - Presentation on April 1 Community Meeting COUNTY ADMINISTRATOR'S COMMENTS: (~~ SUMMARY OF INFORMATION: The first community meeting for the visioning process was held on April 1, 1995. This meeting was very successful with over 100 citizens in attendance. The Steering Committee Chairman, Dr. James C. Sears will present an overview of that meeting. Ten focus groups, dealing with a wide range of interests such as public education, business development and resource preservation were initiated at the community meeting. The Steering Committee and staff are soliciting additional citizens to round out these focus groups and your suggestions are welcomed. The focus groups will meet again on April 26 at Northside Middle School. The meeting will be 7:OOpm - 9:OOpm with a reception, from 6:30pm - 7:OOpm, to give the Board of Supervisors an opportunity to meet the Steering Committee and focus group members. Respectfully Submitted, J net Scheid Department of Planning and Zoning Approved, Elmer C. Hodge County Administrator Action Approved ( ) Denied ( ) Received ( ) Referred to Motion by Eddy Johnson Kohinke Minnix Nickens Vote No Yes Abs A-41195-1 ACTION NO. ITEM NUMBER ~~/ AT A REGIILAR MEETING OF THE BOARD OF SIIPERVISORS OF ROANORE COIINTY, VIRGINIA HELD AT THE ROANORE COIINTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Request from Cycle Roanoke Valley, Inc. for Financial Sponsorship of the 1995 Tour DuPont COIINTY ADMINISTRATOR'S COMMENTS: Recarmend approval. This event was very successful last year, and 1 am grateful to the Board /or authorhing our participation. 1 would like to take this opportunity to express appreciation to the staff who were Involved. Special thanks go to Brian Duncan, the Police Department the Parks and Recreation Department and other staff who assisted in this event. K was an excellent example of an outstanding regional prgect. BACRGROIIND: The Tour DuPont is entering its seventh year in 1995. It began in 1988 as Tour De Trump and became Tour DuPont in 1990. It is the premier cycling event in North America. The event is patterned after the Tour de France and includes daily races called stages. On May 9. 1994, Tour DuPont appeared in the Roanoke Valley for its first mountain time trial and drew 88,000 spectators along the route. The entire race was witnessed by more than two million spectators and more than 200 million watched portions of the event on regional, national and international television. SIIMMARY OF INFORMATION: The Tour DuPont returns to the Roanoke Valley on Monday May 1 for the second year. The local event is organized by Cycle Roanoke Valley Incorporated and local jurisdictions assist in sponsoring the event. Assistant Director of Economic Development Brian Duncan is a member of the Board of Directors of Cycle Roanoke Valley, Inc. The 1994 event in the Roanoke Valley generated $900,000 in media exposure and filled every motel room. There are several levels of financial sponsorship available for the 1995 Tour DuPont. They are as follows: Diamond Level - $2,500 Bronze Level - $5,000 Silver Level - $7,500 Gold Level - $10,000 G" Each level provides various benefits including advertisements in the Roanoke Times & world News, mention on various race publicity posters radio announcments maps, etc., VIP passes at the start or finish hospitality areas, and benefits. ~ _ Staff recommends that Roanoke County sponsor Tour DuPont as well as offer in kind contributions. The County is also participating in selling shirts and other souvenirs. ALTERNATIVES: There are four sponsorship levels: (1) Diamond Level - $2,500 (2) Bronze Level - $5,000 (3) Silver Level - $7,500 (4) Gold Level - $10,000 FISCAL IMPACT: Funds could be appropriated from the General Fund Unappropriated Balance. STAFF RECOMMENDATION: Staff recommends that the Board of Supervisors appropriate $5,000 from the General Fund Unappropriated Balance and authorize in-kind staff support which will set Roanoke County's sponsorship at the Gold Level. At the meeting staff will present a proclamation requesting that the Board declare May 1, 1995 as TOUR DUPONT DAY throughout the Roanoke Valley. Su fitted by: Approved by: Brian Du can, Assistant Director m r C. Hodge Economic Development County Administrator ------------- ------------------------------- ACTION ------------- VOTE ------- Approved (x) Motion by: Motion by H. Odell No Yes Abs Denied ( ) Minnix to appropriate S5 000 Eddy x Received ( ) from Unappropriated Balance Johnson x Referred ( ) and authorize in-kind Kohinke x To ( ) contributions Minnix x Nickens x cc: File Brian Duncan, Assistant Director, Economic Development Diane D. Hyatt, Director, Finance .~ a~ Four VIP Motorcycle Rides Company Logo in the RT ~„ V~~I~T Post-Event Acknowledgement Minimum of Ten ~0 second Prorrlotional Announcements per month on Channel 1 ~ with Company Logo r r t I Y AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANORE COUNTY, VIRGINIA, HELD AT THE ROANORE COUNTY ADMINISTRATION CENTER ON TUESDAY, APRIL 11, 1995 RESOLUTION 41195-2 APPROVING THE ROANORE VALLEY RESOURCE AUTHORITY BUDGET FOR THE YEAR ENDING JUNE 30, 1996, UPON CERTAIN TERMS AND CONDITIONS WHEREAS, Section 5.9 of the Roanoke Valley Resource Authority Members Use Agreement provides that the Authority shall prepare and submit its operating budget for the forthcoming fiscal year to the Board of Supervisors of the County, the City Council of the City of Roanoke, and the Town Council of the Town of Vinton; and WHEREAS, by report dated March 24, 1995, a copy of which is on file in the office of the Clerk of the Board, the Chairman of the Roanoke Valley Resource Authority has submitted a request that the County approve the budget of the Roanoke Valley Resource Authority for the year ending June 30, 1996. THEREFORE, BE IT RESOLVED by the Board of Supervisors of Roanoke County, Virginia that the budget for the year ending June 30, 1996 for the Roanoke Valley Resource Authority as set forth in the March 24, 1995, report of the Authority Chairman, a copy of which is incorporated by reference herein, is hereby APPROVED, and the County Administrator and the Clerk are authorized to execute and attest, respectively, on behalf of the County, any documentation, in form approved by the County Attorney, necessary to evidence said approval. On motion of Supervisor Eddy to adopt the resolution, and carried by the following recorded vote: AYES: Supervisors Johnson, Kohinke, Eddy, Nickens, Minnix NAYS: None A COPY TESTE: mGZ~, ~ • ~.~.~ Mary H. Allen, Clerk Roanoke County Board of Supervisors cc: File Diane D. Hyatt, Director, Finance Gardner W. Smith, Chairman, RVRA John R. Hubbard, CEO, RVRA Mary F. Parker, Clerk, Roanoke City Council Carolyn S. Ross, Clerk, Vinton Town Council • E-~ ROANOKE VALLEY RESOURCE AUTHORITY March 24, 1995 Mr. IImer C. Hodge County Administrator Roanolae County P.O. Box 29800 Roanolae, VA 24018 Dear Mr. Hodge: On March 22,1995, the Roanoloe Valley Resource Authority approved its 1995-96 annual budget. The budget totals $10,394,950 and represents a 5% decrease from the 1994-95 budget total. The Resource Authority will maintain the current disposal fees through June 30, 1996 of $50/ton for municipal waste and $55/ton for commeraal waste However,. fire disposal rates will be increased to recover contracted costs for disposal As noted in the bud et ,the Resource A has had a v ~ g Prey ~~Y ~Y beginning, which has allowed the current. disposal fees to be maintained for several years and we anticipate a bright future. Planning for future landfill construction, while maintaining rates below those projected during financing, will be a goal for the coming years. Again this budget year, the Resource Authority will be providing a charter member credit on disposal charges at the rate of $5.00 per ton. I am pleased to submit this annual budget in accordance with the Member Use Agreement for the Board of Supervisors' approval. Attached is a summary of the budget and a comparison of the budget and the bond projections. A detailed budget is available if additional information is needed. The Roanolae Valley Resource Authority looks forward to our continued success serving the Coufity and the other charter members along with the residents and businesses of the Roanoloe Valley. s~v, /~~S~~~S lOZO Hollins Raad Roanoi[e, Virginia Z401Z ~~ Revenue Disposal Fees S 9.882.950 Interest Income S 500.000 Bunning Balance S 0 Sale of ' Recyclable Material S 12.000 Total: ~ 10.394.950 l~ersom~el: S 1.382.223 Operati~og: S 3.363.867 CapitaL• S 27.100 Transfer to Reserves S 2.685.000 Debt Service S 2.935.860 TotaL• S 10.394.950 Disposal Fees S~_ p~ ton S~~ per ton 1 • ^ CATEGORY Solid Ww ~~ ~ (T'~ Cam ~e Re~a~ w~ Solid WC S~ OpERATIlVG REYENIT~ Fja~ Req T O~A1'Il~iG 1•aad6li dl~ Ti~~ Smtion Rail Total ~ sv ~ DEBT ~~~ D ~~vE ACCODN'I'S ~~ ~ ~ ~a ~ c;d T~D[~7 Value Aob°mi°° ~eQaatr oo Rey Py~ $~ ~ E x~ ~, ~E covl~rs~ ~sr cao mar ~ D ~ ~V~ ~'~pmeat ~ ~ ~ total sd GIs to Rese:,~ ~ ~~~ ~~.:.. ~__ _~_ ~~ F.Y.95/96 ~WECTION gppG~. ~~ 1~ ~ 80,410 ' 106y590 (S,Z00) f 6 AAAI (~ 179,100 -~ 187,000 s lo,~z,ooo s 9,80 ~'~ 500,000 -0- s ~om,ooo s 1 s 3,080,000 ~--~•~.~ s Z,767,,?.90 s-- s ~,~ Z 3,110,000 s soo,ooo s ~,oao,86o s a,93ssso s s0o,oo0 s 700,000 s 700,000 ~~0°° 1:30;000 10,000 1000 s s l,o~oo,ooo s ~,~ s 1,14s,ooo s ,~, s aoo,ooo s 1.15 „~,~ .~ s ~~ ~soo0 _-~.~ s s~ s ~,~ = 9moo0 ~ 000 s 1,1asooo s ~ ~ ~ c-a ACTON ACTION NO. ~^ ITEM NUMBER c AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Request to Approve 1995-1996 Operating Budget for the Roanoke Valley Resource Authority COUNTY ADMINISTRATOR'S COMMENTS: ~ a,~.+~.~1 BACKGROUND: On March 22, 1995, the Roanoke Valley Resource Authority adopted an operating budget for the year ended June 30, 1996. As specified in the Roanoke Valley Resource Authority's Members Use Agreement, this budget must now be approved by the Charter Member Users before it can be placed in effect. SUMMARY OF INFORMATION: On March 24, 1995, the Chairman of the Roanoke Valley Resource Authority submitted the attached approved budget for consideration by the Charter Member Users. The budget totals $10,394,950 and is funded generally through tipping fees. This budget maintains the current disposal fee of $50 per ton from municipal waste and $55 per ton for commercial waste. By maintaining the current disposal rates, the RVRA is able to maintain rates that are lower than those projected in the original feasibility study for the bond sale. Also included in the budget is a credit of $5 per ton for the Charter Members funded through the implementation agreement. Employee raises of four percent are included in this budget. FISCAL IMPACT: The Roanoke Valley Resource Authority budget will impact the County in several ways: 1. Tipping fees will remain at $50 per ton for municipal waste. Charter Members will receive a tipping fee credit of $5 per ton in 1995-96 as compared to $10 per ton in 1994-95. • t w 2. The County will continue to receive a host locality fee of $300,000 from the Resource Authority to compensate for the site of the Landfill within the County. 3. The County will continue to receive payment form the RVRA for providing accounting services. This amount is estimated to be about $20,000 for 1995-96. • All of the above fiscal impacts are included in the 1995-96 proposed County budget. STAFF RECOMMENDATION: Staff recommends adopting the attached resolution approving the operating budget of the Roanoke Valley Resource Authority for the year ended June 30, 1996. Respectfully submitted, ,CQ,~~:~ Diane D. Hyatt Director of Finance Approv by, Elmer C. Hodge County Administrator ACTION Approved () Motion by: Denied ( ) Received ( ) Referred ( ) To () VOTE No Yes Abs Eddy _ _ _ Johnson _ _ _ Kohinke Minnix _ _ _ Nickens '~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER, TUESDAY, APRIL 11, 1995 RESOLUTION APPROVING THE ROANOKE VALLEY RESOURCE AUTHORITY BUDGET FOR THE YEAR ENDING JUNE 30,1995, UPON CERTAIN TERMS AND CONDITIONS WHEREAS, Section 5.9 of the Roanoke Valley Resource Authority Members Use Agreement provides that the Authority shall prepare and submit its operating budget for the forthcoming fiscal year to the Board of Supervisors of the County, the City Council of the City of Roanoke, and the Town Council of the Town of Vinton; and WHEREAS, by report dated March 24, 1995, a copy of which is on file in the office of the Clerk of the Board, the Chairman of the Roanoke Valley Resource Authority has submitted a request that the County approve the budget of the Roanoke Valley Resource Authority for the year ending June 30, 1996. THEREFORE, BE IT RESOLVED by the Board of Supervisors of Roanoke County, Virginia that the budget for the year ending June 30, 1996 for the Roanoke Valley Resource Authority as set forth in the March 24, 1995, report of the Authority Chairman, a copy of which is incorporated by reference herein, is hereby APPROVED, and the County Administrator and the Clerk are authorized to execute and attest, respectively, on behalf of the County, any documentation, in form approved by the County Attorney, necessary to evidence said approval. • E-~ • ROANOKE VALLEY RESOURCE AUTHORITY March 24, 1995 Mr. Elmer C. Hodge County Administrator Roanoke County P.O. Box 29800 Roanoke, VA 24018 Dear Mr. Hodge: On March 22, 1995, the Roanoke Valley Resource Authority approved its 1995-96 annual budget. The budget totals $10, 394, 950 and represents a 5 9b decrease from the 1994-95 budget total. The Resource Authority will maintain the current disposal fees through June 30, 1996 of $50/ton for municipal waste and $55/ton for commercial waste. However,. fire disposal rates will be increased to recover contracted costs for disposal. i As noted in the budget preface, the Resource Authority has had a very suGCessful beginning, which has allowed the current disposal fees to be maintained for several years and we anticipate a bright future. Planning for future landfill construction, while maintaining rates below those projected during financing, will be a goal for the coming years. Again this budget year, the Resource Authority will be providing a charter member credit on disposal charges at the rate of $5.00 per ton. I am pleased to submit this annual budget in accordance with the Member Use Agreement for the Board of Supervisors' approval. Attached is a summary of the budget and a comparison of the budget and the bond projections. A detailed budget is available if additional information is needed. The Roanoke Valley Resource Authority looks forward to our continued success serving the County and the other charter members along with the residents and businesses of the Roanoke Valley. Sincerely, Gardner W. Smith Chairman 1020 Hollins Road Roanoke, Virginia 24012 (703) 857-SOStt Fax (703) 857-5056 ~~~ A A y i~ 1 ~'~ w CATEGORY ~~ WASH ~ITION (T PROTECTION B~IDGET ors) Solid W~ Gma~ted ~~ waste Waste Less: ~~ ~~ ~~ 108,900 80,410 106,590 Rc~deutiai Waste comme~l W~ t s,2oo) co) Solid W~ ~ ~ S~ f 68001 ~ OZ'ERATIlVG R ~ ~ S 179,179,100 _ ~~~ ~ue ~l~arement T3 Fl~ S 10 662 000 e m ~ ~E , , S 3~'~ 9 500,000 To ~~ ~~~ S 2 nM O1'ERATIlVG EXpENSF~ 10,971,000 Z 10,394,950 LandfiII d~ Traa4fa- Station Rad S 3=~~ S 2,767,290 Total Opera ~P~s ~ ~~~~ ~- ~>RE VEN[JES AVAILABLE FOR ~ S 6y195,000 s 6,020,860 DEBT SERVICE DEP'OS1TS TO RESERVE ACCOUNTS Q~e ~md Reaewal dE Replaoeme~ ~md Equipment Reser.~ Environmeata! fiord 8t Coatingenan Host Co®uoity >'mprn~ement Property Value P~ . Tonal Deposits to RRR ~md Hosr ~s ExcESS REVENUES . Il~IDENT~TRE COVERAGE 1ST (.10 MII~T.) ADDITIONAL DEPOSIT TO RESERVES ~~ ~~ ~ Total Add;tiond Depots ba Rr~m s 3,ue,ooo S 500,000 s 700,000 130,000 10,000 s i~o4o o~oo s aoo,ooo s 1,145,000 S 37 s ~,~ zsooo s~--~.~ ~ tSJTON) Cooumercial Z 56.68 _,'_ ` ~ 61.68 ~- .~:- ___ _ ~ s a,93ss6o S 500,000 s 700,000 130,000 10,000 ~~ s I,oao,ooo s aoo,ooo s 1,14s,ooo 39 . s 920,000 Zsooo ~~ ~ 1,145,000 S SO s. ss ACTIIAt, L-~ _~ RESOLUTION No. RA95_152 A RESOLUTION APPROVING THE AUTHORITY'S ANNUAL `'° BUDGET FOR FISCAL YEAR 1995-96 AND AUTHORING ~~ :" SUBMITTAL OF SUCH BUDGET TO THE GOVERNING ~~:.. BODIES OF THE CHARTER MEIVIBER USERS FOR APPROVAL IN ACCORDANCE WITH THE TERMS OF TSE ROANOKE VALLEY RESOURCE AUTHORITY 11~ERS USE AGRF~MENT BE IT RESOLVED by the Roanoloe Valley Resource Authority that: 1. The fiscal year 1995-96 annual budget for the Roanoke Valley Resource Authority, as set forth in the report and accompanying attachments by the Chief Executive Officer, dated March 22, 1995, is .hereby approved; 2. The Authority Chairman is authorized oa behalf of the Authority to submit the fiscal year 1995-96 annual budget to the governing bodies of the Charter Member Users, being the County of Roanoke, the City of Roanoloe, and the Town of Vinton, for approval in accordance with the requirements of the Roanoke Valley Resource Authority Members Use Agreement, dated October 23, 1991, as amended. ATTEST: , Carolyn . Wagner, R Board Secretary Mr. Kiser made a motion to approve resolution RA95_152, to approve the 1995-96 annual ~N.- budget with the following changes: an increase of $8,000 to Clean Valley Council, an increase of $3,500 to Auditing Services, the necessary adjustment to the unappropriated balance; and to authorize its submittal to the Chazter Member Users for approval, seconded by Ms. Hyatt, and carried by the following recorded vote: `:{. AYES: Mr. Goodman, Ms. Hyatt, Mr. Kiser, Mr. Robinson, Ms. Scltefs)<y, Mr. Smith - :~.~, NAYS: None ABSENT: Mr. Porterfield ~._.. ~__., .. 1....~» AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANORE COUNTY, VIRGINIA, HELD AT THE ROANORE COUNTY ADMINISTRATION CENTER ON TUESDAY, APRIL 11, 1995 RESOLUTION 41195-3 SUPPORTING UNIFIED HUMAN SERVICES TRANSPORTATION SYSTEM (RADAR) APPLICATION FOR SECTION 5311 MONIES TO PROVIDE DEVIATING SCHEDULE TRANSPORTATION SERVICES IN THE RURAL AREA OF ROANORE COUNTY WHEREAS Roanoke County, Virginia wishes to support public transportation; and WHEREAS the accessibility to jobs, shopping, medical care and human services is difficult and sometimes not possible for people in the rural areas of the County; and WHEREAS public surveys have shown a priority need for dependable and reliable transportation in Roanoke County; and WHEREAS Unified Human Services Transportation Systems, Inc. has been in operation for more than nineteen years providing public transportation services as a sound and responsible organization. NOW THEREFORE BE IT RESOLVED by the Board of Supervisors of Roanoke County that Unified Human Services Transportation System, Inc. has the support and authorization to execute and file an application to the Department of Rail and Transportation of the Commonwealth of Virginia for a grant of financial assistance. Unified Human Services Transportation System, Inc. has certified that the funds received shall be used in accordance with the requirements of Section 58.1 - 2425 of the Code of Virginia; and BE IT FURTHER RESOLVED that this is a true and correct copy of the resolution adopted at a legally convened meeting of the Roanoke County Board of Supervisors held on the 11th day of April, 1995. ' ~ On motion of Supervisor Eddy to adopt the resolution, and carried by the following recorded vote: AYES: Supervisors Johnson, Kohinke, Eddy, Nickens, Minnix NAYS: None A COPY TESTE: ~~ Mary H. Allen, Clerk Roanoke County Board of Supervisors cc: File John M. Chambliss, Jr., Assistant County Administrator ACTION NO. ITEM NUMBER ~~~`~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Request for Resolution Supporting RADAR's Grant Application to Provide Transportation Services in the Rural Area of Roanoke County. COUNTY ADMINISTRATOR' S COMMENTS : ~~~y.,r~,~,,,,N,~D BACKGROUND• Unified Human Services Transportation System, Inc. (RADAR) has been working with County staff to determine the feasibility of providing a limited fixed schedule transportation service to the qualifying parts of Roanoke County. A grant was received for the current fiscal year which will provide limited service in the Hollins area of Roanoke County. RADAR has prepared the grant application in the amount of $94,185 which was required to be submitted by April 3, 1995, and a public hearing was held at the Roanoke County Administration Center on March 31 for public input. The grant is generally a 50/50 match. RADAR has agreed to utilize monies previously earmarked for the CORTRAN program and a possible contribution from RADAR to serve as the local match if the grant is approved. This type of service should improve the efficiency of the CORTRAN program and allow our dollars to be invested more wisely for the provision of transportation services. Valley Metro is the recipient of the urban area monies under the state program, therefore we are not eligible to receive monies under that category. If approved, our grant would be for a twelve month period beginning October 1, 1995. FISCAL IMPACT• The grant requires a 50/50 match, however by using CORTRAN monies, no new County dollars are required at this time. E-3 ALTERNATIVES: 1. Approve the attached resolution supporting the efforts of RADAR in obtaining Section 5311 funding on behalf of Roanoke County. 2. Do not approve the resolution and ask that the State not consider the grant application. RECOMMENDATION: Staff recommends Alternative No. 1 which would be for the approval of the attached resolution and assisting RADAR in obtaining the grant to provide transportation services to part of the rural section of Roanoke County. Denied ( ) Eddy Received ( ) Johnson Referred ( ) Kohinke To ( ) Minnix Respectfully submitted, Appro ed by, John M. Chambli s, Jr. E mer C. odge Assistant Administrator County Administrator ----------------------------------------------------------------- ACTION VOTE Approved ( ) Motion by: No Yes Abs Nickens ~ ~. '. ~'~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANORE COUNTY, VIRGINIA, HELD AT THE ROANORE COUNTY ADMINISTRATION CENTER ON TUESDAY, APRIL 11, 1995 RESOLUTION SUPPORTING UNIFIED HUMAN SERVICES TRANSPORTATION SYSTEM (RADAR) APPLICATION FOR SECTION 5311 MONIES TO PROVIDE DEVIATING SCHEDULE TRANSPORTATION SERVICES IN THE RURAL AREA OF ROANORE COUNTY WHEREAS Roanoke County, Virginia wishes to support public transportation; and WHEREAS the accessibility to jobs, shopping, medical care and human services is difficult and sometimes not possible for people in the rural areas of the County; and WHEREAS public surveys have shown a priority need for dependable and reliable transportation in Roanoke County; and WHEREAS Unified Human Services Transportation Systems, Inc. has been in operation for more than nineteen years providing public transportation services as a sound and responsible organization. NOW THEREFORE BE IT RESOLVED by the Board of Supervisors of Roanoke County that Unified Human Services Transportation System, Inc. has the support and authorization to execute and file an application to the Department of Rail and Transportation of the Commonwealth of Virginia for a grant of financial assistance. Unified Human Services Transportation System, Inc. has certified that the funds received shall be used in accordance with the requirements of Section 58.1 - 2425 of the Code of Virginia; and BE IT FURTHER RESOLVED that this is a true and correct copy of the resolution adopted at a legally convened meeting of the Roanoke County Board of Supervisors held on the 11th day of April, 1995. ACTION NO. ~r ITEM NUMBER ~""/ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Request for Budget Work Session COUNTY ADMINISTRATOR'S COMMENTS: SIIMMARY OF INFORMATION: I would like to try something a little different in the budget process this year. The work sessions so far have gone well and the teams have almost completed their presentations to me and the citizens committee. These also went well. As we begin to finalize the budget I would like to have the teams make a brief presentation to the Board as they have done to me. If possible, this should be done in a relatively short time period to get the overall prospective of the various departments. There are several possible formats to scheduling this work session: (1) We could start at lunch one day and finish by 8:00 p.m. that evening. (2) We could start on a Friday evening and finish on Saturday morning. Please review your schedules and see what dates you have available and which format you prefer. STAFF RECOMMENDATION: Staff recommends that the Board of Supervisors schedule an 8-hour budget work session on a date/dates that is convenient to them. ~n~~ Elmer C. Hodge County Administrator ---------------------------------------------------------------- ACTION VOTE Approved ( ) Motion by: No Yes Abs Denied ( ) Eddy Received ( ) Johnson Referred ( ) Kohinke To ( ) Minnix Nickens ~ ~ 4~ t°~, s 7, AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANORE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, APRIL 11, 1995 ORDINANCE 41195-4 AMENDING THE FISCAL YEAR 1994-1995 BUDGET AND APPROPRIATION ORDINANCE, BY THE APPROPRIATION OF AN AMOUNT NOT TO EXCEED $2,250,000 FROM THE GENERAL FUND UNAPPROPRIATED BALANCE AND OTHER SOURCES FOR THE PURPOSE OF ENVIRONMENTAL REMEDIATION AT DIXIE CAVERNS LANDFILL WHEREAS, environmental remediation expenses at Dixie Caverns landfill exceed currently appropriated and available funds, and it is necessary to amend the adopted Fiscal Year 1994-1995 budget and appropriation ordinance to provide additional expenditures for these purposes; and, WHEREAS, Section 15.1-162.1 of the Code of Virginia, 1950, as amended, requires publication of notice and a public hearing if an amendment to the budget of a local government to increase the aggregate amount appropriated exceeds one percent of the total revenue in the budget or $500,000, whichever is lesser; and WHEREAS, notice of this proposed amendment was published as required by law; and, WHEREAS, the County reserves the opportunity to reimburse itself for these expenditures from the proceeds of a future indebtedness, if the Board of Supervisors so chooses; and, WHEREAS, the first reading and public hearing on this ordinance was held on March 28, 1995, and the second reading was held on April 11, 1995. BE IT ORDAINED, By the Board of Supervisors of Roanoke County, Virginia, as follows: 1) That Ordinance No. 61494-9, the appropriation ordinance 1 .. for the Fiscal Year 1994-1995 budget, is hereby amended by the appropriation of the sums to the following fund for the functions and purposes authorized and approved by the Board of Supervisors as follows: From: Fiscal Year 1994-95 General Fund Unappropriated Balance $2,250,000 To: Dixie Caverns $2,250,000 2) The Board of Supervisors adopts this declaration of official intent under Treasury Regulations Section 1.150-2. The Board of Supervisors reasonably expects to reimburse advances made or to be made by the County to pay the costs of environmental remediation at the Dixie Caverns Landfill from the proceeds of its debt or other financings. The maximum amount of debt or other financing expected to be issued for such costs is increased to $3,750,000. 3) This ordinance shall be in full force and effect from and after its adoption. On motion of Supervisor Eddy to adopt the ordinance, and carried by the following recorded vote: AYES: Supervisors Johnson, Kohinke, Eddy, Nickens, Minnix NAYS: None A COPY TESTE: Mary H. Allen, Clerk Roanoke County Board of Supervisors cc: File Paul M. Mahoney, County Attorney Diane D. Hyatt, Director, Finance Brent Robertson, Budget Manager D. Keith Cook, Director, Human Resources John M. Chambliss, Jr., Assistant County Administrator Don C Myers, Assistant County Administrator 2 ACTION NO. ITEM NO. -i' "'~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Amendment of the 1994-95 Budget for the Purpose of Appropriating Funds for the Clean-Up of Dixie Caverns COUNTY ADMINISTRATOR COMMENTS: %y~ ' ~ oy,~ okJ~~ ~ t ~ 2 S~o, o 0 0 ~~ ~~~ ~~ ~. ~G SUMMARY OF INFORMATION: Although the Board had anticipated certain costs with respect to the on-going clean-up action of the Dixie Caverns landfill, the Board elected to delay appropriation of funds until the project approvals were received, and until the 1993-94 audit was complete. A significant portion of the unappropriated funds are designated for this purpose. Removal Action - stream bed clean-up is progressing. The material is being treated and disposed of in an approved on-site facility. Remedial Action - the electric arc furnace dust is being loaded onto trucks, shipped to and treated at an approved facility in Tennessee. Staff estimates that removal and remedial action costs for the remainder of this fiscal year will total $2,250,000. An appropriation in the amount of $2,250,000 is necessary in order to balance the appropriate accounts. Because of the large dollar amount included in this appropriation, it is necessary that the County hold a public hearing and adopt the attached ordinance related to this appropriation. In addition, this appropriation includes the necessary reimbursement language that will allow the County, if the Board so chooses, to include this expense in a future bond sale, as long as the bond sale occurs within 18 months of the completion of the cleanup. 1 .Z"~ FISCAL IMPACTS• The fiscal impact of this request is an appropriation of $2,250,000 from the Unappropriated Balance. This will formally appropriate the amount that is currently designated for Dixie Caverns in the general fund unappropriated balance. STAFF RECOMMENDATION: Staff recommends that the Board of Supervisors approve at second reading an ordinance appropriating the sum of $2,250,000 from the Unappropriated Balance for expenses associated with the clean-up of Dixie Caverns Landfill. Respectfully submitted, Paul M. Mahoney County Attorney Action Approved ( ) Denied ( ) Received ( ) Referred to dixie.approp.2nd Motion by Eddy Johnson Kohinke Minnix Nickens Vote No Yes Abs 2 '"` AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, APRIL 11, 1995 AN ORDINANCE AMENDING THE FISCAL YEAR 1994-1995 BUDGET AND APPROPRIATION ORDINANCE, BY THE APPROPRIATION OF AN AMOUNT NOT TO EXCEED $2,250,000 FROM THE GENERAL FUND UNAPPROPRIATED BALANCE AND OTHER SOURCES FOR THE PURPOSE OF ENVIRONMENTAL REMEDIATION AT DIXIE CAVERNS LANDFILL WHEREAS, environmental remediation expenses at Dixie Caverns landfill exceed currently appropriated and available funds, and it is necessary to amend the adopted Fiscal Year 1994-1995 budget and appropriation ordinance to provide additional expenditures for these purposes; and, WHEREAS, Section 15.1-162.1 of the Code of Virginia, 1950, as amended, requires publication of notice and a public hearing if an amendment to the budget of a local government to increase the aggregate amount appropriated exceeds one percent of the total revenue in the budget or $500,000, whichever is lesser; and WHEREAS, notice of this proposed amendment was published as required by law; and, WHEREAS, the County reserves the opportunity to reimburse itself for these expenditures from the proceeds of a future indebtedness, if the Board of Supervisors so chooses; and, WHEREAS, the first reading and public hearing on this ordinance was held on March 28, 1995, and the second reading was held on April 11, 1995. BE IT ORDAINED, By the Board of Supervisors of Roanoke County, Virginia, as follows: 1) That Ordinance No. 61494-9, the appropriation ordinance 3 ~ Z~- / for the Fiscal Year 1994-1995 budget, is hereby amended by the appropriation of the sums to the following fund for the functions and purposes authorized and approved by the Board of Supervisors as follows: From Fiscal Year 1994-95 General Fund Unappropriated Balance $2,250,000 To Dixie Caverns $2,250,000 2) The Board of Supervisors adopts this declaration of official intent under Treasury Regulations Section 1.150-2. The Board of Supervisors reasonably expects to reimburse advances made or to be made by the County to pay the costs of environmental remediation at the Dixie Caverns Landfill from the proceeds of its debt or other financings. The maximum amount of debt or other financing expected to be issued for such costs is increased to $3,750,000. 3) This ordinance shall be in full force and effect from and after its adoption. d i x i e\approp.2nd 4 i t '" ,.~~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANORE COUNTY, VIRGINIA, HELD AT THE ROANORE COUNTY ADMINISTRATION CENTER ON TUESDAY, APRIL 11, 1995 RESOLUTION 41195-5 APPROVING AND CONCURRING IN CERTAIN ITEMS SET FORTH ON THE BOARD OF SUPERVISORS AGENDA FOR THIS DATE DESIGNATED AS ITEM R - CONSENT AGENDA BE IT RESOLVED by the Board of Supervisors of Roanoke County, Virginia, as follows: 1. that-the certain section of the agenda of the Board of Supervisors for April 11, 1995, designated as Item K - Consent Agenda be, and hereby is, approved and concurred in as to each item separately set forth in said section designated Items 1 through 5, inclusive, as follows: 1. Confirmation of committee appointment to the Industrial Development Authority. 2. Request for approval of a raffle permit from the Glenvar High School Parent Teacher School Association. 3. Request for approval of a raffle permit from the Cave Spring High School Junior Varsity Soccer. 4. Authorization to reimburse General Services budget for recycling expenses with Roanoke Valley Resource Authority Landfill Grant. 5. Acceptance of water and sanitary sewer facilities serving Heather Park. 2. That the Clerk to the Board is hereby authorized and directed where required by law to set forth upon any of said items the separate vote tabulation for any such item pursuant to this resolution. On motion of Supervisor Johnson to adopt the Consent Resolution, and carried by the following recorded vote: AYES: Supervisors Johnson, Kohinke, Eddy, Nickens, Minnix NAYS: None C A COPY TESTE: Mary H. A len, Clerk Roanoke County Board of Supervisors cc: File William J. Rand, III, Director, General Services Arnold Covey, Director, Engineering & Inspections Gary Robertson, Director, Utility Diane D. Hyatt, Director, Finance A-41195-S.a ACTION NO. ITEM NUMBER "'' l AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Confirmation of Committee Appointments to the Industrial Development authority COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The following nominations were made at the March 28, 1995 meeting. 1. Industrial Development Authority Supervisor Kohinke nominated Carole Brackman to the four-year unexpired term of Wayne Dunman who has expired. The term will expire September 26, 1995. STAFF RECOMMENDATION: It is recommended that the above appointment be confirmed by the Board of Supervisors. Respectfully submitted, Approved by, . mod • C~(~.C~P ~t./ Mary H. llen, CMC Elmer C. Hodge Clerk to the Board County Administrator ------------ ---------------------- ACTION ----------------------- VOTE ------- Approved (x) Motion by: Motion by Bob L. No Yes Abs Denied ( ) Johnson to approve Eddy x Received ( ) Johnson x Referred ( ) Kohinke x To ( ) Minnix x Nickens x cc: File Industrial Development Authority File A-41195-S.b ACTION NO. ITEM NUMBER ~~- a AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Request for Approval of a Raffle Permit from the Glenvar High School Parent Teacher School Association (PTSA) COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The Glenvar High School PTSA has requested a permit to hold 50/50 raffles in Roanoke County for calendar year 1995. The raffles will be conducted at the location and dates specified in the application. This application has been reviewed with the Commissioner of Revenue and he recommends that it be approved. The application is on file in the Clerk's Office. The organization has paid the $25.00 fee. STAFF RECOMMENDATION: It is recommended that the application for a 50/50 Raffle Permit for calendar year 1995 for Glenvar High School PTSA be approved. SUBMITTED BY: APPROVED BY: Mary H. Allen Clerk to the Board ~~ Elmer C. Hodge County Administrator ---------------------------------------------------------------- ACTION VOTE Approved (x) Motion by: Motion by Bob L. No Yes Abs Denied ( ) Johnson to approve Eddy x Received ( ) Johnson x Referred ( ) Kohinke x To ( ) Minnix x Nickens x cc: File Bingo/Raffle File RAFFLE PERMIT APPLICATION K-~ Application is hereby made for a raffle game permit. This application is made subject to all County and State laws, rules, ordinances, and regulations now in force, or that may be enacted hereafter and which are hereby agreed to by the undersigned applicant and officers of the organization and which shall be deemed a condition under which this permit is issued. Raffle games are strictly regulated by Title 18.2-340.1 et. sea• of the criminal statutes of the Virginia Code, and by Section 4-86 et. se of the Roanoke County Code. These laws authorize the County Board of Supervisors to conduct a reasonable investigation prior to granting a raffle permit. The Hoard has sixty days from the filing of an application to grant or deny the permit. The Board may deny, suspend, or revoke the permit of any organization found not to be in strict compliance with county and state law. Name of Organization ~L3~~(111f1 /~ ~~~GN ~~GJ-IUOC~ ~~J /~ Mailing Address ~~ ~ ~ A ~--~.i.J ~ ~ T U E City, State, Zip Code ~~ f.. E n'l ~ ~17 ~ ~ I When was the organization founded? 1 /~~ Purpose and Type of Organization c Has the organization been.in existence in Roanoke County for five continuous years? YES~_ NO Is the organization non-profit? YES X NO Is the organi tion exempt under §501(c)(3) of the Internal Revenue Code? YEB~ NO Attach copy of IRS Tax Exemption Letter. (If applicable) Does your organization understand that any organization found in violation of the County Bingo and Raffle Ordinance or Section 18.2- 340.10 et. sect. of the Code of Virginia authorizing this permit is subject to having such permit revoked and any person, shareholder, agent, member or employee of such organization who violates the above referenced Codes may be guilty of a felony? ~~ _ Does your organization understand that it jmust maintain and file complete records of receipts and disbursements pertaining to Raffle games and that such records are subject to audit by the Commissioner of the Revenue? U ~~S COUNTY OF ROANOKE, VIIZGINIA P.O. BOX 20409 CONIlVIISSIONER OF TIE REVENUE ROANOKE, VA 24018 1 Does your organization understand that it is a violation of law to enter into a contract with any person or firm, association, organization (other than another qualified organization pursuant to $ 18.2-340.13 of the Code of Virginia), partnership, or corporation of any classification whatsoever, for the purpose of organizing, managing, or conducting Raffles ? ~ ~ ~ DESCRIBE THE ARTICLES TO BE RAFFLED, VALUE OF SUCH ARTICLE8: Article Description Fair Market Value ~~/~p ~~Awz~ ~ S DATE OF RAFFLE If this application is for an AN dates raffles will be held. ~~i~/1~~~ ~ f ~9fg~ 5~9~'~~ ~~~ 9 / ~s ,~~~~~ ~~ s~~~gs s/~ s~~s ~~ ~~y~ Specific location where .~ L~ YU ~ ~ 12- f~ T E: This permit shal fNUAL RAFFLE PERMIT, list below all ~~~~ ~/~~ f E7'TE ~C i.~=-r ~1 7~HTE S t oK... -~-~ ~. SG.~,o~ ~ c~~.~ ~~9 g s -9 t..,,~ ~ 11 ~ er s ~-n~ '- ~ {~ a \~~s ~- !q' ~~ Raffl/e N ~J G babe vali drawing is to be conducted? O Q C- only for above location. Any organization holding a permit to conduct bingo games or raffles shall use twelve and one-half percent (12.5) of its gross receipts from all bingo games or raffles for those lawful religious, charitable, community or educational purposes for which the organization is specifically chartered or organized. (County Code §4-101) State specifically how the proceeds from Raffle(s) will be used. List in detail the planned or intended use of the proceeds. Use estimated amounts if necessary. ~~. ~~oc mac- ~ s -~-c b ~ ~s c ~ ~~2 ~ 2~c~ d- Al c~~01 ~~~. ~-rE ~'- 1~2orn i~fa 2T i E S 1 ,. ~• -- COUNrY OF ROANOKE, VIItGINIA P.O. BOX 20409 CONIlVIISSIONER OF TI-~ REVENUE ROANOKE, VA 24018 a ~ ~ -. ', Officers of the organization: President:~~'~~3-~C~ ~AT ~L~~F~E Address: Phone: 38~-5i3~ x ~ ~~ ~/ ~ 3 Vice President : ~ A N j ~ ~ ~ Z ~--~ ~ A ~--~ Phone : 3 ~ ~' - ~~ ~~ ,i ~' ~~r~ IAA a~I~S;._.3 Address: ~ ~`t ~ ~^,, U. m \.~J C~ (~(~ ~2- -~~ Secretary :L~ ~. ~, ~Y ~, ~ ~~'~ Address: 10~3~ ~EA ~~~~-~, 1~A ~~~11~ Treasurer: M A2y f-~r+.~~ ~~ ~~S+~EC Phone: ~~jR~-J~~~ Address: `7J7 ~ f~ A,~~C:'~E' Ly~~Q ~Q ,`I~GC~'1 A ~`1~5~ Member authorized to be responsible for Raffle operations: Name : ' /V lt~ `_ G Home Address ~~~~ H/~~~c?,e (~~C~1~ 1~--7 Phone 3~ ~ ' ~7 ~ Bus Phone Member responsible for filing financial report required by the code if your organization ceases to exist: Name: ~~ ~~ ~~/~ ~~'L~J~3~ ~ Home Address ~~~(~ fl 19 ~[~C~~l,~(~ ~ ~ (_7 Phone ~' ~ ~~ ~ Bus Phone -'--' Does your organization understand that it will be required to furnish a complete list of its membership upon the request of the Commissioner of the Revenue? ~_ Has your organization attached a check for ttie annual permit fee in the amount of $25.00 payable to the County of Roanoke?(~ IF ALL QUESTIONS HAVE BEEN ANSWER~D, PROCEED TO NOTARIZATION. COUNTY OF ROANOKE, VIItGINIA P.O. BOX 20409 COMIVIISSIONER OF THE REVENUE ROANOKE, VA 24018 ~~JE Phone: ~~~~" ~~ ~ G` 3 NOTARIZATION .~ THE FOLLOWING OATH MUST BE TAKEN BY ALL APPLICANTS: I hereby swear or affirm under the penalties of perjury as set forth in 518.2-43~ of the Code of Virginia, that all of the above statements are true to the best of my knowledge, information, and beliefs. All questions have been answered. I further swear that I have read and understand the attached copies of Sec. 18.2-30.1 et. seQ• of the Code of Virginia and Section 4-s6 et. se of the Roanoke County Code. K-~ p ~D ~yt ~3 Subscribed and sworn before me, tats ~_aay v= wrµc~~ iy ~1 in the County/City of ~t~i/~~ K'~ , Virginia. ~ ~ L~~- My commission expires: ~ ~~ 0 19~1~ Notary Public NOT VALID UNLESS COUNTERSIGNED The above application, having been found in due form, is approved and issued to the applicant to have effect until December 31st of this calendar year. r ~ ~? ~ V v Date omm Toner the Reven The above application is not approved. Date Commissioner of the Revenue .. ~ ,. ~. COUNTY OF ROANOKE, VIItGINIA P.O. BOX 20409 CONIlVIISSIONER OF THE REVENUE ROANOKE, VA 24018 4 ' 1. ~ A-41195-S.c ACTION NO. ITEM NUMBER ~'~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Request for Approval of a Raffle Permit from the Cave Spring High School Junior Varsity Soccer COUNTY ADMINISTRATOR'S COMMENTS: SUNIlKARY OF INFORMATION: The Cave Spring High School Junior Varsity Soccer has requested a permit to hold a raffle in Roanoke County on May 12, 1995. This application has been reviewed with the Commissioner of Revenue and he recommends that it be approved. The application is on file in the Clerk's Office. The organization has paid the $25.00 fee. STAFF RECOMMENDATION: It is recommended that the application for a Raffle Permit from the Cave Spring High School Junior Varsity Soccer be approved. SUBMITTED BY: 7~-cam..-~-~ ~. C2.~!.~,~..~ Mary H. Allen Clerk to the Board APPROVED BY: ~~ Elmer C. Hodge County Administrator ---------------------------------------------------------------- ACTION VOTE Approved (x) Motion by: Motion by Bob L. No Yes Abs Denied ( ) Johnson to approve Eddy x Received ( ) Johnson x Referred ( ) Kohinke x To ( ) Minnix x Nickens x cc: File Bingo/Raffle File R.9FFLE PERMIT APPLICATION K-3 Application is hereby made for a raffle game permit. This application is made subject to all County and State laws, rules, ordinances, and regulations now in force, or that may be enacted hereafter and which are hereby agreed to by the undersigned applicant and officers of the organization and which shall be deemed a condition under which this permit is issued. Raffle games are strictly regulated by Title 18.2-340.1 et. se of the criminal statutes of the Virginia Code, and by Section 4-86 et. sea. of the Roanoke County Code. These laws authorize the County Board of Supervisors to conduct a reasonable investigation prior to granting a raffle permit. The Hoard has sixty days from the filing of an application to grant or deny the permit. The Board may deny, suspend, or revoke the permit of any organization found not to be in strict compliance with county and state law. Name of organization L~Ai/~ Sidi/NCB ~~4~i1 a.,~C'ilvo~, ~/~IOK. Va~st.~~-1 Mailing Address .~7/~ C<<~A~f~,~~L .l~k'CUC_ , ~=Ll.~• City, state, Zip Code ~tJ~~,~~ , ~~A ~~/~ When was the organization founded? Purpose and Type of Organization /~o./~ ~~~i~' ~1~p,eTS ~/t'C7r~nl/ z1-~Tirrx. Has the organization been in existence in Roanoke County for five continuous years? YES / NO Is the organization non-profit? YES .~~ NO Is the organization exempt under 5501(c)(3) of the Internal Revenue Code? YES NO Attach copy of IRS Tax Exemption Letter. (If applicable) Does your organization understand that any organization found in violation of the County Hinqo and Raffle Ordinance or Section 18.2- 340.10 et. sea. of the Code of Virginia authorizing this permit is subject to having such permit revoked and any person, shareholder, agent, member or employee of such organization who violates the above referenced Codes may be guilty of a fJJelony? ~,rp,S Does your organization understand that it ladgt maintain and file complete records of receipts and disbursements pertaining to Raffle games and that such records are subject to audit by the Commissioner of the Revenue? i/~c COUNTY OF ROANOKE, VIRGIl~TIA P.O. BOX 20409 C011~IlVIISSIONER OF THE REVENUE ROANOKE, VA 24018 1 Does your organization understand that it is a violation of law to tenter into a contract with any person or firm, association, organization (other thaa another qualified organization pursuant to $ 18.2-340.13 of the Code of Virginia), partnership, or corporation of any classification whatsoever, for the purpose of organizing, managing, or conducting Raffles ? 't _ DESCRIBE THE ARTICLES TO HE RAFFLED, VALUE OF SUCK ARTICLES: Article Description Fair Market Value /~~ ~~ ~>>'i~n~'~~ ~ L~,~'SS~~~, ...: ~ , , DATE OF RAFFLE ~~~~~ /~ ~/`1 ~% S If this application is for an ANNUAL RAFFLE PERMIT, list below all dates raffles will be held. Specific location where Raffle drawing is to be conducted? TE: This permit shall be valid only for the Any organization holding a permit to conduct bingo games or raffles shall use twelve and one-half percent (12.5$) of its gross receipts from all bingo games or raffles for those lawful religious, charitable, community or educational purposes for which the organization is specifically chartered or organized. (County Code §4-101) State specifically how the proceeds from Raffle(s) will be used. List in detail the planned or intended use of the proceeds. Use estimated amounts if necessary. ~.. COUNTY OF ROANOKE, VIRGINIA P.O. BOX 20409 COMNIISSIONER OF 1'HE REVENUE ROANOKE, VA 24018 ~. 2 officers of the OrganizatioLn:~ ~~, ~~~ President :M'~ /--KJ ~ ~-~cGt„r~ Phone : ~~/- b'~9,7 gd'9 -o ~8~ Address: U~SO /3.c~r~harn ~d ~v a~0i~ ~~ CHJ ~ ~" Vice President: //~~ / S ~ / Phone: 3~ =~?~f 775~'"aa-18 Address: ~~~lo (iLJ~T~i~ ~~ a`~U18 Secretary : ~/~,~,/ ~~l'j -~Q~ G• Phone : 9~9- ~~~~ Address: ~1~. Q ~w~ <~a Treasurer: ~C..ICf(A2.,D ~ Phone: 3(oa,-~~o00 ~1~4093 Address: 7~o9~p ~l~ /~~ 1~ ~J~S/ ~ °7~1~ Member authorized to ba responsible for Raffle operations: Name: ~,~itl/tl l~/NT~~eIcN~ (~00~27~~nlArbe. Home Address /~/~ ST`~~v/3.err~J r1'lrnl~ ~iZ. -~~~~ Phone 9~- ~-~ 37 Bus Phone ~ a, ~Dal~ Member responsible for filing financial report required by the code if your organization ceases to exist: Name: itl/1~ ~/~i/TEKf l~l Home Address S~m~ A~s ~~~~" Phone Bus Phone Does your organization understand that it will be required to furnish a complete list of its membership upon the request of the Commissioner of the Revenue? (~PS~_ .. 1 Has your organization attached a check for the' annual permit fee in the amount of $25.00 payable to the County of Roanoke?j~ IF ALL QUESTIONS HAVE BEEN ANSWERED, PROCEED TO NOTARIZATION. COUNTY OF ROANOKE, VHtGINIA P.O. BOX 20409 CONIlVHSSIONER OF THE REVENUE ROANOKE, VA 24018 3 NOTARIZATION THE FOLLOWING OATH MUST HE TAKEN HY ALL APPLICANTS: ''"y~ I hereby swear or affirm under the penalties of perjury as set forth is 518.2-434 of the Code of Virginia, that all of the above statements are true to the best of my knowledge, information, and beliefs. All questions have been answered. I further swear that I have read and understand the attached copies of Sec. 18.2-340.1 et. se of the Code of Virginia and 8eotion 4-86 et. seQ• of the Roanoke County Code. 8 nedf,by ,~ % ~ ~ Name T tlej~.-rte. ;~, _ ,,,~ Home Address Subscribed and sworn before me, this day of K; 19~ in the County/City of ~o ono ~~~ , Virginia. p,~y~_ My commission expires: /',3 / 19 ~~ Notary Pu 1 c NOT VALID UNLESS COUNTERSIGNED The above application, having been found in due form, is approved and issued to the applicant to have effect until December 31st of this calendar year. ~ ~ ~-_ ~ ~ Date ~ ommi loner the Reven The above application is not approved. Date Commissioner of the Revenue ./ .. COUNTY OF ROANOKE, VIItGINIA P.O. BOX 20409 COMIVIISSIONER OF TIC REVENUE ROANOKE, VA 24018 4 i i 4' A-41195-S.d ACTION NO. ITEM NUMBER ~~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANORE COUNTY, VIRGINIA HELD AT THE ROANORE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Request Authorization to Reimburse General Services Budget for Recycling Expenses with RVRA Landfill Grant COUNTY ADMINISTRATOR'S COMMENTS: BACKGROUND: The Roanoke Valley Resource Authority currently has a grant program under which they reimburse all participating localities for recycling expenses on a 65/35 basis. The eligible expenses include, but are not limited to, public education, personnel costs equipment operation costs, processing costs and any capital expenditures. These costs can be incurred for any recycling activity, such as curbside collection, bagged leaf collection and Christmas Tree collection. SUMMARY OF INFORMATION: For the fiscal year 1994-95, Roanoke County has received a reimbursement of $35,820. These funds were a reimbursement for personnel costs incurrred from the curbside collection of recyclables and from leaf and christmas tree collection/processing, during the 1994-95 fiscal year. The reimbursement also covers public education and equipment costs from the same activities. STAFF RECOMMENDATION: Staff requests that the grant funds be appropriated to the ~ x-v Solid Waste Division budget to aid in the implementation of the same programs for this fiscal year. S D BY: ~ ~ - APPROVED: ~~~ William J. Rand III, Director Elmer C. Hodq Department of General Services County Administrator ------------- ------------------------------- ACTION ------------- VOTE ------- Approved (x) Motion by: Motion by Bob L. No Yes Abs Denied ( ) Johnson to approve Eddy x Received ( ) Johnson x Referred ( ) Kohinke x To ( ) Minnix x Nickens x cc: File William J. Rand, III, Director, General Services Diane D. Hyatt, Director, Finance A-41195-S.e ACTION # ITEM NUMBER ~~~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 SUBJECT: Acceptance of Water and Sanitary Sewer Facilities Serving Heather Park COUNTY ADMINISTRATOR'S COMMENTS: I~~ / MARY OF INFORMATION: The Developers of Heather Park, Radford & Associates, Inc., have requested that Roanoke County accept the Deed conveying the water and sanitary sewer facilities serving the subdivision along with all necessary easements. The water and sewer facilities are installed, as shown on plans prepared by Lumsden Associates entitled Heather Park, dated December 18, 1992, which are on file in the County Engineering Department. The water and sanitary sewer facility construction meets the specifications and the plans approved by the County. FISCAL IMPACT: The value of the water and sanitary sewer construction is $3,200 and $ 5,500 respectively. RECOMMENDATION: Staff recommends that the Board of Supervisors accept the water and sanitary sewer facilities serving the Heather Park subdivision along with all necessary easements, and authorize the County Administrator to execute a Deed for the transfer of these facilities. ~1-5 SUBMITTED BY: Gary Ro rtson, P.E. Utility irector Approved (x) Denied ( ) Received ( ) Referred ( ) To ( ) APPROVED: ~~~ ~n ~` Elmer C. Hodge' County Administrator ACTION Motion by: Motion b Bob L. Johnson to approve VOTE No Yes Abs Eddy x Johnson x Kohinke x Minnix x Nickens x cc: File Gary Robertson, Director, Utility Arnold Covey, Director, Engineering & Inspections ~S CaEEC) QF EASEMENT ANC? ASSIGNMENT THIS DEED, DEED QF EASEMENT AND P.SSIGNMENT, made this a of Lid ~- y C,, ._. 19~~ by and between: ~q,.~y,~/!.~ ~ASSee.i¢~T~ereinafter referred to as the "De~~eloper," party of the first part; the BQARD OF Sl!PERVISORS CAF ROAN~KE GQl_1NTY, VIRGINIA, hereinafter referred to as the "Board," party of the second part; and ELMER G. N~JDGE, County Administrator of Roanoke Co~!nty, VIRGINIA, party of the third pa rt. W I T N E S S E T H THAT FaR AND IN CQNSIDERATI(?N of the m~!tual benefits to accrue, the Developer does hereby GF.A,NT, CANVEY, ASSIGN A,ND TRANSFER, with the covenants of GENERAL WARRANTY QF TITLE, in fee simple unto the Board all water ardjor sewer lines, valves, fittings, laterals, connections, storage facilities, sources of water supply, pumps, manholes and any and all other equipment and appurtenances thereunto, in and to the water and!or sewer systems in the Streets, avenues and publ is uti 1 ity, water and!or sewer easement areas that have been or may hereafter be installed by the Developer, along with the right to perpetually use and occupy the easements in which the same may be located, all of which is more particularly shownand described and designated as follows, to wit: As shown on the plan entitled HEATHER PARK dated DEC. ]8 142 made by LUMSDEN & ASSOC. and on file in the Roanoke Gounty Engineering Department. Page 1 of 3 ~' 5 The Developer does hereby covenant and warrant that it will be responsible for the proper installation and construction of the said water and/or sewer systems including repair of surface areas affected by settlement of utility trenches for a period of one (1? year after date of acceptance by the Board and will perform any necessary repairs at its cost. Elmer C. Hodge, Gounty Administrator of Roanoke County, Virginia, party of the third part, hereby joins in the execution of this instrument to signify the acceptance of this conveyance pursuant to Resolution No. adopted by the Board of Supervisors of Roanoke County, Virginia. WITNESS THE F4LLOWINC signatures and seals: Developer: ,~ ~~, By: C By: °c As: v State of • ~ i n i GL . County it of: oanoC~ to wit: 1~ The foregodag ofd wa~a4 n~wledged before me this: s 9~ By: 1=ran~ ~ ~d-~~d as ~e ip'.~ Duly authorized officer Title on beha 1 f of My Commission expires: i/~~/ ~~ Page 2 of 3 Approved as to form: County Administrator of Roanoke County, Virginia K_s County Attorney State of By Elmer C. Hodge County/City of: to wit: The foregoing deed was acknowledged before me this: day of 19 , by Elmer C. Hodge, County Administrator, on behalf of the Board of Supervisors of Roanoke County, Virginia. Notary Public My Commission expires: Revised 02/10/95 ~io.o 300A 140.0 "•P STONE 'PE H n r END b' WA'E¢ . 5.00' .... _ . _ 3'-0' n. ~ G..¢9 ' ~j N:Nb Op4 .5' GCNGE.:- r - LVERT NJ a45 / / I e !` : v-= Ex;sT:r.S ° ~ -Yoe>~ I • ~ i EX'.ST:hb a' TA'ER N ~ ~ __ ~ . . T , ~ •. ASSEP'HLY , ` ~ i\ \ ` . Ra .` 1 ~... 3 I^O' O' =--~ ~:] ~ ~_~ . _ i I_ _ EX~Sr ~a =~-C" /'1 .~.°_ J ~ -J ' ~Q7. M R~R' • EASE>•E~T 1V ETE. ~~~ TYP-~ ` --~ ~-VAR:N6 N'.DTN SANiTi•RY SEi~R EASE!•"ENT ~ Y 2 ~ ~ ~' '~ I'• cs ~~ c ~ ' ~ ` ` '~. cti' ~ ~. -f- Y~^E CSTtib =o-0 ~ EASE"' „y L. / ~ bj• `' .~~ _ . G/ ~ - .. . -~~ `H - _ ~ ~ b• S•1\:TARY S~ItiER u'~wL ItivERr '~co3 n ~ P: G-.T , OBE J ; I _ O.t, ~ .. N H~ g ` - - . so -a~ - , _ _ _ \ _ K) ENTRA~:E _ __ ROANOKE COUNTY UTILITY DEPARTMENT le• caNGRETE ie~.bo' s an• or oo• n f sroeM sE:1:e --- --- ~ _ -":•y. -,,- go3.o~, im '~ ~~ • i~o_3.0~ ;~ i o 120_Op INDIGA"E7 ~ RO+`G~ ACCEPTANCE OF UTILITIES SERVING HEATHER PARK ~tll~llllilllllilllllllllllllllllllllllllllllllllllllllllllllllllllllll llllllllll lllllllilllllllllllilllll~lllllllllllllllll lllllj~ s ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ AGENDA ITEM NO. ,F~~f"~tf c -_ APPE CE REQUEST - _ _ - - y^ _ _ ..~ = PUBLIC HEARING ORDINANC k CITIZENS COMMENTS = SUBJECT: ~~~~ ti~'~-=~~ C~~~L?~` ~ , ~_ -_ I would like the Chairman of the Board of Supervisors to recognize me during the __ meeting on the above matter so that I may comment. WHEN CALLED TO THE LECTERN, I WILL GIVE MY NAME AND ADDRESS FOR THE RECORD. I AGREE TO ABIDE BY THE GUIDELINES LISTED BELOW: c -_ -_ ^ Each speaker will be given between three to five minutes to comment whether speaking as an individual or representative. The Chairman will decide the time limit based on the number of citizens speakin on an issue. _ and will enforce the rule unless instructed by the majority ofgthe Board to =_ do otherwise. __ ^ Speaker will be limited to a presentation of their point of viLw only. Questions of clarification may be entertained by the Chairman. c o ^ All comments must be directed to the Board. Debate between arecognized speaker and audience members is not allowed. ~ s ^ Both speakers and the audience will exercise courtesy at all times. ~. ~_ ^ Speakers are requested to leave any written statements and/or comments = with the clerk. _,. ^ INDIVIDUALS SPEAKING ON BEHALF OF AN ORGANIZED GROUP SHALL FILE WITH THE CLERK AUTHORIZATION FROM THE GROUP ALLOWING THE INDIVIDUAL TO REPRESENT THEM. ~ s s PLEASE PRINT LEGIBLY AND GIVE TO THE CLERK NAME =TC~ et? ~1` i k-~ h~ rv {~r~ ~ ~~ (~ C~ ~ ~~~ ~- ~~ ___ ADDRESS _ ~-~ C~ J :~ 1__ ~_ ~ 1 a'G'1 ~ /~ `, ~-~ U ~~ I ~~ ~~ c PHONE `? `~ L - ~;c; °~ ~~ _~ Iillilllllilillllllillllliillllilllllllillillllllllillllllllllillllllllllllilllllllllllllllillllllllllillllilllllllllllllliilll~ .'~ MEMORANDUM TO: Mary H. Allen, Clerk to the Roanoke County Board of Supervisors FROM: Jonathan M. Apgar, Esquire 6052 Flamingo Drive Roanoke, Virginia 24019 DATE: April 5, 1995 IN RE: APPEARANCE REQUEST Please be informed that I represent the following members of the Roanoke County Police Department: Michael W. Dull Frances Black Haggerty Thomas Wayne Haynes Michael F. Henningar David Jeffrey Herrick Timothy M. Miles Nicholas A. Saunders, Jr. Scott H. Smith Steven C. Sturgill Lawrence P. Vance D.C. Wells Michael L. Williams Richard Moorer Please be informed that I request an appearance before the County Board of Supervisors during their regularly scheduled meeting on April 11, 1995 to address the Board both in my representative capacity and as a citizen of the County of Roanoke on the following matters: 1. Current pay inequities existing in the compensation for Roanoke County Police Officers; 2. Creation of a comprehensive and equitable pay plan for Roanoke County Police Officers; 3. Presentation of claim for money damages pursuant to Virginia Code Anu4. Section 15.1-554 on behalf of the effected members of the Roanoke County Police Department; Prepared written materials for dissemination to the Board Members will be filed prior to April 11, 1995. Respectfully Submitted, -2- TO THE BOARD OF SUPERVISORS OF ROANOKE COUNTY I represent the following members of the Roanoke County Police Department: William D. Byrd Jack A. Camden, Jr. Mark Cromer Michael W. Dull Frances Black Haggerty Thomas Wayne Haynes Michael F. Henninger David Jeffrey Herrick T. L. Holbrook John Hoover G. Horner Joe R. Lankford Michael McGuire D. McMillan Russell Metcalfe Timothy M. Miles Barry Mills Richard Moorer Paul C. Nielson Phillip Patrone Harold Phillips Nicholas A. Saunders, Jr. Riley Shrewsbury Scott H. Smith Steven C. Sturgill Jeffrey M. Swortzel Stephen B. Turner Lawrence P. Vance Mat Viar Mike Villarini Frank F. Walkiewcz Mike Warner D.C. Wells F. Wilkins Michael L. Williams J. Wyatt R. Wygal The purpose of this representation is to address the current pay inequity existing in the compensation for Roanoke County Police Officers and create a comprehensive and equitable pay plan for Roanoke County Police Officers. There is also being forwarded to the County Attorney's Office a claim for money damages as a result of pay disparities on behalf of the affected members of the Roanoke County Police Department. Complaints about pay disparities in law enforcement in Roanoke County predate the creation of the Police Department in 1990. However, with the creation of the department and its accreditation in 1992, there has been a significant change in both the complexity of the job and the increase in responsibility of law enforcement personnel. The compensation for the County Police Department employees fluctuates widely within the various pay grades with no apparent connection to either seniority or training. (See Attachment One). The fact that these inequities exist has been admitted by Elmer C. Hodge, Jr., under oath, more than two years ago. (See Attachment Two) Despite the acknowledgment that pay inequities are present there has been no attempt to correct these to date. Over the past five fiscal years the Department has had a turnover rate of Sworn employees of 41%. (See Attachment Three) The first priority for the Department for 1995 is to reduce personnel turnover. (See Attachment Four) The members of the Department, which I represent, aver that the primary reason for this turnover is the uncertainties and inequities of the current plan of compensation. The inability of County Administration to remedy the recognized problem is also affecting morale. It is time for the creation of an equitable plan of compensation where Roanoke County Police Department employees are assured what continued good performance will bring them as they dedicate themselves to Law Enforcement careers. Respectfully Submitted, Jon than A~ r, Esquire ICO & AP AR 313 Campbell Avenue, SW Roanoke, Virginia 24016 -2- /-~71~/~CKrtiI~N i C~c.~~ Name Grade 35 Cease, J.H. Grade 32 McCorkle, J.H. Grade 30 LaPrade, D.A. Lavinder, J.R. County of Roanoke Police Department Employees PIN Employment Last Date Promotion Current Rank Salary Minimum 47720 Midpoint 59180 516 June 1990 Minimum 41222 Midpoint 51122 130 November 1973 Minimum 37390 Midpoint 45369 127 July 1973 295 September 1979 a Grade 26 Minimum 30760 Midpoint 38148 Phillips, H.A. 195 March 1975 Jun 1989 Turner, S.B. 256 September 1977 Jun 1989 Roche, G.W. 268 May 1978 Jan 1991 Holbrook, T.L. 291 December 1985 Jan 1992 McGuire, M.S. 247 February 1977 Jan 1992 Haynes, T.NI. 418 September 1983 Jan 1992 Kern, K.W. 158 December 1973 Aug 1994 Grade 23 Minim um 26572 Midpoint 32953 Henninger,M.F. 109 November 1969 Jul 1973 Swisher,W.B. 111 November 1970 Feb 1974 Robinson, R.F. 124 October 1979 Jun 1989 Swortzel,J.M. 378 September 1981 Jun 1989 Camden, J.A. 131 December 1973 Jun 1989 Mason, R.C. 178 June 1974 Jun 1990 McElvein, P.B. 164 July 1981 May 1991 Mills,B.G. 388 March 1982 Feb 1992 Braford,R.F. 345 August 1980 Feb 1992 Custer,J.W. 421 November 1983 Feb 1992 We11s, D.C. 440 December 1984 Aug 1994 Maximum 70639 Chief 68016.42 Maxmum 61021 Assistant Chief 49193.25 Maximum 55347 Captain 46739.89 Captain 4 i 529.07 Average 44134.48 Maximum 45534 Lieutenant 39334.67 Lieutenant 36670.40 Lieutenant 38025.52 Lieutenant 32496.05 Lieutenant 35962.99 Lieutenant 32238.13 Lieutenant 35962.99 Average 35812.90 Maximum 39334 Sergeant 37461.63 Sergeant 37461.63 Sergeant 38705.26 Sergeant 31843.14 Sergeant 37761.36 Sergeant 35677.41 Sergeant 35962.78 Sergeant 28653.04 Sergeant 29787.06 Sergeant 27953.95 Sergeant 280^06.05 Average 33575.75 Supervisors fisted in rank order according to date of promotion Grade 21 Minimum 24102 Midpoint 29889 Maximum 35677 Haggerty, F.S. 205 July 1975 Jul 1979 CID 32619.39 Hogan, D.L. 275 September 1978 1980 CID 32360.43 Moorer, R.S. 281 February 1979 Dec 1986 CID 29889.60 Patrone, P.J. 285 May 1979 May 1982 CID 30128.80 Lisk, T.D. 334 July 1980 Feb 1992 CID 29787.06 Warner, M.J. 371 July 1981 Feb 1992. CID 28490.80 Sturgill,S.C. 364 February 1984 Jan 1993 C1D 27327.46 Nielsen, P.C. 439 December 1984 Dec 1986 CID 30128.80 Ewers, H.W. 443 December 1984 Jul 1990 CID 28732.08 Palmer, A.D. 466 July 1986 Oct 1994 CID 28693.81 Herrick, D.J. 521 September 1990 Dec 1993 CID 25158.85 Average 29392.63 Grade 19 Minim um 21861 M idpoint 27110 Maximum 32360 Stanley, J.H. 452 June 1985 Dare 27327.46 Williams, J.H. 465 _ July 1986 ~ Dare 26835.95 Jackson, M.W. 571 August 1992 Dare 22036.14 Average 25399.85 Grade 19 Minimum 21861 Midpoint 27110 Maximum 32360 F.C. Wilkins 198 February 1975 Officer 30819.78 , Linkous, M.L. 212 July 1975 Officer 32587.98 Brown, T.R. 225 November 1975 Officer 30819.78 Paxton, C.A. 262 January 1978 Officer 27110.51 Shotwell, E.A. 342 August 1980 Officer 30819.78 Byrd, W.D. 351 September 1980 Officer 28368.29 Furrow, D.L. 420 October 1983 Officer 26269.15 Dull, M.W. 311 July 1985 Officer 27327.46 Flynn, D.L. 448 April 1985 Officer 27327.46 McMillan, D.G. 473 August 1986 Officer 27327.46 Villarini, M. 480 January 1987 Officer 27327.46 Cromer, M.A. 581 September 1989 Officer 22036.14 Metcalf, R.L. 520 September 1990 Officer 24152.54 Jervis, M.F. 522 September 1990 Officer 24152.54 Bowler, (~I.R. 524 September 1990 Officer 24152.54 Saunders, N.E. 535 March 1991 Officer 24152.54 Shrewsbury,R.M. 545 October 1991 Officer 23094.03 Smith, S.H. 546 October 1991 Officer 23094.03 Reynolds, C.H. 552 January 1992 Officer 23094.03 Clark,J.D. 553 January 1992 Officer 23094.03 Loughery, J.J. 556 January 1992 Officer 23094.03 C.E. Rehak 557 March 1992 Officer 23094.03 , Vance, L.P. 558 March 1992 Officer 23094.03 Wyatt, T.L. 560 March 1992 Officer 23094.03 Ruggieri, R.T. 561 April 1992 Officer 23094.03 Miles,T.M. 562 March 1992 Officer 23094.03 Flowers, K.F. 563 March 1992 Officer 23094.03 Elswick, S.A. 573 August 1992 Officer 22036.14 !-'.oover, J.F. 574 August 1992 Officer 22036.14 Walkiewicz,F.G. 576 November 1992 Officer 22036.14 King, R.D. 579 January 1993 Officer 22036.14 WygaI,R.J. 587 August 1993 Officer 22036.14 ~~Jilliams, M.L. 588 August 1993 Officer 22036.14 Moss, M.S. 589 August 1993 Officer 22036.14 Moore, G.K. 590 August 1993 Officer 22036.14 Coles, P.B. 591 August 1993 Officer 22036.14 Viar, C.M. 592 August 1993 Officer 22036.14 Smith, R.J. 564 January 1994 Officer 22243.52 Brown, G.L. 596 February 1994 Officer 23137.09 Kuyper,C.L. 598 March 1994 Officer 21861.01 Lankford, J.R. 599 _ March 1994 Officer 21861.01 Stanley, C.L. 600 March 1994 Officer 22035.94 Hewitt, M.L. 604 June 1994 Officer 21861.01 Poindexter, R.M. 610 August 1994 Officer 21861.01 Horne, B.S. 611 August 1994 Officer 21861.01 Belanger, S.M. 613 August 1994 Officer 21861.01 McPhail, J.L. 614 August 1994 Officer 21861.01 Hickman, T.B. 616 August 1994 Officer 21861.01 Henning, E. 621 August 1995 Officer 21861.01 Atkins, G.E. 622 August 1995 Officer 21861.01 Horseley, B.E. 623 August 1995 Officer 21861.01 Thompson, A.T. 624 August 1995 Officer 21861.01 Pasco, P.J. 625 August 1995 Officer 21861.01 Average 23787.86 This is not a complete listing. iii' ~~~CK~b~,~nl ~ T~ O ' ~'. V I R G I N I A• IN THE CIRCUIT COURT FOR THE COUNTY OF ROANOKE IN RE: . APPEAL OF CASE DECISION RICHARD S . i+QOORE R . GRIEVANCE PANEL JANUARY 15 , 19 93 9:00 A.M. HEARD BEFORE• THE GRIEVANCE PANEL ICENNETH LUSSEN, CHAIRPERSON CENTRAL VIRGINIA REPORTERS P.O. BOX 12623 ROANOKE, VIRGINIA 24027 (703) 380-5017 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Hodge - Cross 47 adjustment of the creation of the Police Department, despite the fact that prior to that time, the County employees and the Comp. Board employees were getting the same thing, but for the 14 month lag in time? A Yes. Q So, in other words, with just one stroke of the pen in August of 1990, not only was the promotion of Mr. Moorer in 1987 wiped out, but the parity that these two individuals had between them was also removed? A Yes, I understand what you are saying. Q Okay, so that in order to address what you felt was an existing inequity, we have created new inequities? A Yes, that is right. Q So that ultimately, when this man Lisk becomes a Detective in February of 1992, he is finally put in a position, because of this one-time adjustment in August of 1990, retroactive to July of 1990, he's finally put in a position where he's all of a sudden actually getting more - - A Yes, that is right. Q - - more than a man with five and a-half years more experience in the same job, and upon which he was, in fact, on an equal footing during three of that five-year period? CENTRAL VIRGINIA REPORTERS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Hodge - Cross 48 A Yes, that is right. Q Okay, and despite the fact that we've done this or that, the County, in effect, has done this to this man; it's the management's .position that, gee, I'm sorry, there is nothing that we can do about it? A Well, that is right. Q All right. A I certainly would not have brought this to a Grievance Panel if I had the mechanism to deal with it, I mean, $300 a year. Let's go back to what Mr. Cook told you. With the grievance that came to us in 1990 from those employees who felt that they had been wronged by the manipulation through the system with the Comp. Board, we looked at that and we made the best judgment decision that we could at that time, as we will today, if you decide that we should add just this one. Whenever you make an adjustment, as we did in 1990 and as we will today if you make that decision, inevitably, you put others somewhat out of sync, and that is the reason why I felt that I had to hold a line on this one, and neither did I have the mechanism, if the Board had not specifically prohibited us from giving any increase this year other than the three percent which took place in July of 1992, I would have had a mechanism to resolve this on the CENTRAL VIRGINIA REPORTERS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Hodge - Redirect 49 basis of performance, which is something that we've used and has been a very good system. We just did not - - we were not allowed to this year by the Board. No one in the County schools, the County staff, got more than three percent, regardless of the performance, and he has outstanding performance, so I had no mechanism to deal with it. The judgment decision that we made in 1990, trying to equalize, resulted in some apparent inequities. MR. APGAR: All right, I don't have any other questions, thank you.. REDIRECT EXAMINATION BY MR. OBENSHAIN: Q Maybe just one or two follow-up questions. Mr. Hodge, when this new adjustment was made in 1990, was some effort made at that time in analyzing the adjustments to try to project what the impact might be on other, you know, employees? A Well, yes, there certainly was. Q Okay. A We looked, you know, do we go beyond the bonds CENTRAL VIRGINIA REPORTERS Fiscal Year 90-91 Authorized 104 Staffing Sworn 2 1.92% Non 2 Sworn 1.92% ~ N'~C~~ ~11/t~t.~.:~ 1 \ ~`1 4 ~ ROANOKE COU NTY POLICE DEPARTMENT Detail of Attrition Rate 91 -92 92-93 93-94 94-95 Total 113 111 115 127 14 6 7 8 37 12.39% 5.41 % 6.09% 6.30% 6 5 5 3 21 5.31 % 4.50% 4.35% 2.36% Retire 1 1 2 ment Totals 5 20 11 12 12 60 4.81 % 17.70% 9.91 % 10.43% 7.09% *47.24% *Based on FY 94/95 staffing ' G~-~U~CK ti~~~ ~ ~ v ~ ROANORE COIINTY POLICE DEPARTMENT DEPARTMENT PROFILE March 1995 Authorized Personnel Levels: Police Officers: 90 (Includes all ranks and Chief) Community Service Officers: 4 Communications Officers: 23 Records Clerks 4.5 (Includes supervisor) Accounts Coordinator: 1 Crime Analyst: 1 Secretarial Staff: 3 Warrants/Evidence Custodian 1 Population Served: 72,000 (1990 census, excludes Vinton) Vehicle Fleet Size: 97 Vehicles: 1 SWAT response vehicle included 1 Evidence Van included PRIORITIES FOA 1995: 1. Reduce personnel turnover 2. Upgrade vehicle fleet 3. Increase specialty personnel a. add (1) "bad check" investigator b. add (1) Uniform Division supervisor c. add (1) narcotic investigator GENERAL INFORMATION: -Department provides coverage for 248 square miles. -County is divided into 7 geographic patrol districts. National Avg.(suburban counties) 2.30 officers/thousand Roanoke City: 2.69 officers/thousand Salem: 2.40 officers/thousand Vinton• 2.22 officers/thousand Roanoke County• 1.25 officers/thousand -1994 Law Enforcement Costs: (RCPD 1994 Budget: $4,546,970) Roanoke City: $148.00/citizen Salem: $149.00/citizen Vinton: $117.00/citizen Roanoke County: $ 63.00/citizen • ~~ ` ROANOKE COUNTY TURNOVER RATES - 1994 DEPARTMENT AVOIDABLE TURNOVER* TERMINATIONSI # EMPLOYEES BOARD OF SUPERVISORS CLERK OF CIRCUIT COURT COMMUNITY RELATIONS COUNTY ADMINISTRATOR COUNTY ATTORNEY ECONOMIC DEVELOPMENT HUMAN SERVICES MANAGEMENT INFO. SERVICES MANAGEMENT SERVICES SHERIFF LIBRARY FIRE & RESCUE FINANCE UTILITY SOCIAL SERVICES TREASURER GENERAL SERVICES POLICE ENGINEERING PLANNING REAL ESTATE YOUTH HAVEN II COMMONWEALTH'S ATTORNEY PARKS & RECREATION PROCUREMENT COMMISSIONER OF REVENUE 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 3.53 3.58 3.78 4.00 5.18 7.02 9.09 9.68 12.10 12.50 12.50 12.50 12.50 14.29 14.29 14.29 26.67 0/2 0/13 0/1 0/2 0/5 0/4 0/2 0/13 0/1 3/85 1 /28 2/53 1 /25 3/58 4/57 1/11 6/62 15/124 4/32 1/8 2/16 1/8 1/7 7/49 1/7 4/15 * % Avoidab/e Turnover is calculated by subtracting Retirements, Deaths and Layoffs from Total Terminations, then dividing by Average Number in Department on Payroll. Turnover Percentages do not include departmental transfers. 4-04-95 ,- TURNOVER TRENDS -COUNTY & NATIONAL CALENDAR AVOIDABLE TOTAL NATIONAL YEAR TURNOVER' TURNOVER TURNOVER"' 1990 5.72% 7.07% 12.00% 1991 7.58% 9.39% 10.80% 1992 5.42% 6.47% 8.40% 1993 5.19% 5.49% 8.40% 1994 8.15% 9.87% 10.80% ~ Excludes Retirements, Deaths and Layoffs ~ ~' Source: Bureau of National Affairs. National Turnover is based on overall turnover for the marketplace. 3-28-95 ~ J TURNOVER TRENDS -POLICE DEPARTMENT :k F{F +4\ ¢}v:;yvt v}y::.}}}}}; {nrnvr. .n v...... vvv :::::..::..:::::: v ;. .~y. ....r;,..:......{v.+... xn..:.•.•.:v::::, •:::r.}};:?:::::.........::: n:::......... ::.........:::::::::::::::::......... .........:...::::....v............v..v{ ...:.:K. n.v... r. .. 2.: ..k...:...:.:.~ • : ............... . ::::::.4'••:::::::} .n. . .S\,}~•i}:L^}:::::::: }}+}}iip}i :ivw ::............:.w:: r: vvx ;....,, n:::::::::::; ............. ....n ............... N:nv::;}}:::.... ..............wi}}}:ii';.J;}..v::: nv; ~w:::4:.}}•.}:iiv::::.v :vr.Pf.:ry}}}:::::::::: r. r?i ::}•;.:•:::;:; rY.:.::..v..r...::::::v:::::.v:: ~ .:::....:.:::::v:::::::..::..:: v:..v...:.:: nv::::::::::: ...k...:v :: :............... . 4:::;}}}}: }::: n.: • :4x....v.....:.;:,•.•:: w; v..n:r.:ii•}w::+•}}:•:: •n:{•:;.}::::.v,.: }:•}:?^:;+..}::v}w:::;;; . ::::::: :.::::n~}w:;: w::nv: {:.:v::::::::}: }:L.}:}}}}::: x: ;v:•i}}::v'}}}:i::::i}::v::::$^}:?v.::•}}';.:•':}ij:;:::i ..rv . . .::::.v...., }...... .. x....... : :::::::::::.:::::::::::::: ...:v::,r,.:v:::::::::::::::;};4}:tiff.}}}::ti•:tivi};:::::::::::::::.v::::}}}}:}}}}; ...........::::: x.... . ... n.:......... ...... •u..,...v.~.wAGrviUr.AAW:q\LLwL{-0i:•:tvw.~w::'::: r.• .::: ... ..... ..... .....: ... ti... ::::vvw.~:: r.•./•}::.~:::. ~: .y::: :v:. y:: f. w..v. • .vW.vw/..w:nL:i3Ai?:i.r:rr».•v.• il.Snvwn:..w....:i3~Sivw..+.Nll.:ct.~iS:owvvn...i..viiiiw4.v../.:::A:•:iw{:Y%:.\iO.vw:..:'4%:iiv....~ti:Jf.:iv,w:)i$•:.:{+nSiiillJ.J:~::::...n CALENDAR AVOIDABLE TERMINATIONS/ YEAR TURNOVER' EMPLOYEES 1990 8.66% 9/104 1991 12.39 % 14/ 113 7992 10.81% 12/111 1993 8.78% 10/114 1994 12.10% 15/124 * Excludes Retirements, Deaths and Layoffs. Turnover percentages do not include departmental transfers. 3-30-95 /N-f County of Roanoke, Virginia General Fund Unappropriated Balance Beginning Balance at July 1, 1994 (Audited) November 22, 1994 Community Visioning Process November 22, 1994 Traffic control at Hanover Direct January 10, 1995 Public Safety Building improvements February 28, 1995 Citizen Survey Designated for Dixie Caverns Balance at April 11, 1995 Amount $7,123,594 of General Fund Expenditures 8.3% (40,000) (10,000) (92,000) (12,600) (2,250,000) $4,718,994 5.5% Submitted By Diane D. Hyatt Director of Finance Note: On December 18, 1990, the Board of Supervisors adopted a goal statement to maintain the General Fund Unappropriated Balance at 6.25% of General Fund revenues ($85,659,037). • m:finance\common\board\genera1.95 April 5, 1995 /~~o"l County of Roanoke, Virginia Capital Fund Unappropriated Balance Beginning Balance at July 1, 1994 (Audited) $ 29,835.86 Submittedy by Diane D. Hyatt Director of Finance r~ ~J C~ m:\finance\common\board\capita1.95 ~~ County of Roanoke, Virginia Reserve for Board Contingency Original 1994-1995 Budget $90,000 June 28, 1994 Dixie Caverns Landfill (50,000) August 23, 1994 Additional funds for Bushdale Road (10,000) September 13, 1994 Contribution to Friends of the Blue Ridge Parkway (1,000) October 11, 1994 Williamson Road design master plan (20,000) January 10, 1995 Regionalization Study (3,000) February 28, 1995 County Code Supplement (4,227) Balance as of April 11, 1995 $1,773 Submitted by Diane D. H att Y Director of Finance m:\finance\common\board\continge.95 ACTION # ITEM NUMBER~~'-t AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Accounts Paid -March 1995 COUNTY ADMINISTRATOR'S COMMENTS: Payments to Vendors: $3,932,338.79 Payroll: 3/10/95 $573,125.70 3/24/95 568,586.75 1,141,712.45 $5,074,051.24 A detailed listing of the payments is on file with the Clerk to the Board of Supervisors. • SUBMITTED BY: Diane D. Hyatt Director of Finance APPROVED: (/ Elmer C. Hodge County Administrator ACTION Approved O Motion by: Denied ( ) Received ( ) Referred ( ) To () VOTE No Yes Abs Eddy - - - Johnson - - - Kohinke Minnix _- -_ - Nickens ~II~~tg ~~ ~K~ttn~~ N- 5 ~xD~l ttm~r#rah PROCLAMATION DECLARING THE WEEK OF APRIL 24 THROUGH APRIL 28, 1995 AS PROFESSIONAL SECRETARIES WEEK WHEREAS, professional secretaries are committed to upholding the highest ethical standards; and WHEREAS, professional secretaries contribute greatty to office excellence; and strive to promote a good working relationship In the work environment; and WHEREAS, professional secretaries are valued members of businesses throughout our commun)ty; and WHEREAS, the week of April 24 through April 28, 1995, has been designated Professional Secretaries Week, by Professional Secretaries lntemational®, its originator and sponsor. NOW, THEREFORE, 1, H. Odell "Fuzzy' Minnby Chairman, on behalf of the Board of Supervfsors of Roanoke County, Virginia, do hereby proclaim the week of Apri124 through Apr1128, 1995, as PROFESSIONAL SECRETARIES WEEK in Roanoke County, Virginia; and FURTHER, on behalf of the Board, 1 urge management In the County of Roanoke and throughout the Roanoke Valley to join In recognizing these outstanding professionals In their employ, especially on Wednesday, April 26, 1995, which is PROFESSIONAL SECRETARIES DAY®; and FURTHER, the Board urges all the citizens of the Roanoke Valley to acknowledge the vital contributions of the secretaries In their offices. / ~i/ ~ /~' H. Odell "Fuzzy" 6y hai an ATTEST: ~. C;2.G.1.~~ Mary H. Allen, Clerk Item No . _~'~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER IN ROANOKE, VA ON TUESDAY, MEETING DATE: April 11, 1995 AGENDA ITEM: Update on community situation with Corrugated Container COUNTY ADMINISTRATOR'S COMMENTS: EXECUTIVE SUMMARY' As requested by the Board of Supervisors a community meeting related to Corrugated Container is being planned. Staff has talked with citizens and representatives of Corrugated to assess situation and plan a community meeting. The earliest possible meeting time could be Monday, April 10, 1995 at 7 p.m. in the library of Penn Forest Elementary School. Board members and the County Administrator will be notified of the meeting date when it is finalized. Corrugated continues to work toward resolution. The company has been a good neighbor for many years and wishes to remain so. Staff will continue to work with citizens and Corrugated to finalize a community meeting to work toward a satisfactory resolution. FISCAL IMPACT' None STAFF RECOMMENDATION: No recommendation at this time. Respectfully submitted: Approved: ~~ / ~~~~ Joy Waugh ~ Elmer C. Hodge E nomic Development Specialist County Administrator Approved ( ) Denied ( ) Received ( ) Referred to ACTION Motion by: _ No Yes Abs Eddy Johnson Kohinke Minnix Nickens 0 APRIL 11, 1995 County staff requests the Board to adopt a motion to enter into executive session within the provisions of the Virginia Freedom of Information Act as follows: (a) to discuss a specific legal matter requiring the provision of legal advice by the County Attorney and briefings by staff members concerning potential litigation, namely proposed boundary line adjustment with the City of Salem, in accordance with Section 2.1-344 A 7 of the 1950 Code of Virginia, as amended. AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANORE COUNTY, VIRGINIA, HELD AT THE ROANORE COUNTY ADMINISTRATION CENTER ON TUESDAY, APRIL 11, 1995 RESOLUTION 41195-6 CERTIFYING EXECUTIVE MEETING WA3 HELD IN CONFORMITY WITH THE CODE OF VIRGINIA WHEREAS, the Board of Supervisors of Roanoke County, Virginia has convened an executive meeting on this date pursuant to an affirmative recorded vote and in accordance with the provisions of The Virginia Freedom of Information Act; and WHEREAS, Section 2.1-344.1 of the Code of Virginia requires a certification by the Board of Supervisors of Roanoke County, Virginia, that such executive meeting was conducted in conformity with Virginia law. NOW, THEREFORE, BE IT RESOLVED, that the Board of Supervisors of Roanoke County, Virginia, hereby certifies that, to the best of each members knowledge: 1. Only public business matters lawfully exempted from open meeting requirements by Virginia law were discussed in the executive meeting which this certification resolution applies, and 2. Only such public business matters as were identified in the motion convening the executive meeting were heard, discussed or considered by the Board of Supervisors of Roanoke County, Virginia. On motion of Supervisor Nickens to adopt the resolution, and carried by the following recorded vote: AYES: Supervisors Johnson, Kohinke, Eddy, Nickens, Minnix NAYS: None A COPY TESTE: ~, Mary H. A len, Clerk Roanoke County Board of Supervisors cc: File Executive Session ACTION NO. ITEM NUMBER _Q1, and f~2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: April 11, 1995 AGENDA ITEM: Work Sessions with the Fire and Rescue Department COUNTY ADMINISTRATOR'S COMMENTS: EXECUTIVE SUMMARY: The first segment of the work session will include a presentation on the review made by the Ad Hoc Committee and staff of the implementation and evaluation of the studies made on behalf of the Fire and Rescue Department. The Ad Hoc anticipates completing its program within thirty days and will submit its written recommendations to the Board of Supervisors, Fire and Rescue Chiefs Boards and Administration at that time. The presentation will be given by County Administrator Elmer Hodge, Chief Fuqua, and John Chambliss. The content will reflect on the status of the Department today and elements of the work plan for the upcoming year. At 7:00 p.m., the Volunteer Fire and Rescue Chiefs and representatives will be present to make their budget requests known to the Board of Supervisors. The volunteer organizations have been a part of the budget preparation their requests have been included items of our budget package. Respectfully submitted, ~ ,~~~~ John M. Cham liss, Jr. Assistant Administrator process of the Department and in the priorities and add back Appr ed by, Elmer G. Hodg County Administrator ----------------------------------------------------------------- ACTION VOTE Approved ( ) Motion by: No Yes Abs Denied ( ) Eddy Received ( ) Johnson Referred ( ) Kohinke To ( ) Minnix Nickens Q- ~ • ROANOKE COUNTY • FIRE AND RESCUE DEPARTMENT ANALYSIS APRIL 11, 1995 TABLE OF CONTENTS Executive Summary .................................... 1 Issues and Concerns ................................... 4 Changes Implemented To Date ............................ 10 Summary of Report Reviews ............................. 13 David M. Griffith Study (1994) ........................ 14 Attachment A - Ad Hoc Committee Work Session with Board of Supervisors July 26, 1994 Virginia Tech Study (1993) .......................... 16 Comprehensive Plan (1992) .......................... 24 Firefighter's Association Report (1994) ................... 33 Questionnaire Results .................................. 36 Attachment A -Questionnaire Attachment B - Reaction/Response Times for Career Personnel Attachment C - Reaction/Response Times for Volunteer Personnel • ~ J • EXECUTIVE SUMMARY • . EXECUTIVE SUNIMARY One of the concerns expressed by the Board of Supervisors during the 19~~4 budget sessions is the fact that several studies have been performed to assist the Fire andl Rescue Department, yet all of the recommendations have not been addressed. An Ad Hoc Committee composed of two representatives of the volunteer fire organizations, two represer,~tatives of the volunteer rescue squads, one career firefighter, one career paramedic and three citizen representatives who have been active in civic leagues/homeowners' associations from different parts of the County was formed to review the studies and devise an implementation plan. The studies to be included in this review are the Comprehensive Plan (1992), the Virginia Tech Study (1993), David M. Griffith Vehicle Deployment and Replacement Report (1994) and the Firefighter's Association Report (1994). The mission statement adopted by the Ad Hoc Committee at the beginning; of this process is To provide quality E.M.S. and Fire Services to the Citizens of Roanoke County." The strategy of the Committee has been to "analyze, educate, learn, include, involve, and then to draw conclusions". This process has involved questionnaires and inquiries to the volunteer organizations for input and has called upon the knowledge of other staff members as necessary. The Ad Hoc Committee is very supportive of the Total Quality Managemc;nt (TQM) concepts of including people who are involved in the program in the decision mal~ing process and encourages the continued use of committees of diverse backgrounds in the study and implementation of issues, policies, and programs. The Committee supports the need for a strong, stable organizational structure which uses the advice of committees and subordinates in formulating the fmal decisions. It is recognized that the Committee process takes more time to arrive at conclusions. However, the broader based input and understandvig usually results in a better decision or program. The lack of effective communications between parties has been identified ~~s one of the major encumbrances impacting the effectiveness and efficiency of this department. This situation not only impacts the decision making process, but also causes dissension and concern when implementation occurs if all parties have not had an opportunity to be heard. Concerns have been voiced at various levels of the organization regarding the following issues: ineffective communications; limited involvement in the decision making (formulation) process; lack of understanding or respect for the organizational structure; differing standards, accountability, discipline, rewards and training; lack of defined role and uniform performance standards; and the perception of weak leadership at various levels of the organizations contribute to the tension, distrust, and conflict within the work force. The perceived conflict between the volunteer and career components of the department: is an indication of the feelings and dynamics within the organization. 2 • Another complicating factor is the independent nature and status of the eleven volunteer fire companies and eight rescue squads. Each of these organizations is separately chartered and led by a volunteer chief. Their purpose is to provide fire or emerl;ency medical services to their local community, but they do not operate under a single, County- wide charter or operating plan. Policies and standard operating procedures are provided on a County-wide basis. However, the volunteer organizations raise most of their ow:n operating monies. In the case of the Rescue Squads, they purchase and maintain much of their own equipment. The Chiefs of the volunteer fire organizations have formed a Fire Chiefs' Board. The Chiefs of the volunteer rescue squads have formed a similar organization. The a~reer personnel have organized an association. Each of the organizations have the purpose of advancing their perceived needs collectively. There is no clearly defined recognition of these three organizations; however, they can be helpful in the overall scheme of managing the department. Their role should be advisory in nature; and the members should recognize the defined Chain of Command in the administration of the department. Management has started the process of overcoming this dilemma by involving people of multiple and diverse backgrounds in the committee processes. Management is also making a conscious effort to visit and meet with the representatives of the variou:~ work groups of the department as they work through the issues impacting operations. The following report shows the results of the review of previous studies b;~ the Ad Hoc Committee outlining items which have been implemented to date. The Ad E[oc Committee is finalizing its study efforts and should have its final recommendations available in approximately 30 days. These recommendations will then be forwarded to the Fire and Rescue Chiefs' Boards, administration of the Fire and Rescue Department and to the Board of Supervisors for their consideration. Many of the recommendations will deal with policy related matters which will need to be reviewed and updated. These recommendati~~ns require the efforts and input of persons involved in these programs for final consideration.. Other items which have budgetary impacts, long-term capital needs, etc., will be presented for consideration in subsequent budget, capital improvement programs, vehicle replacement programs or facility maintenance programs which also have impact to other departments of the County. U 3 • ISSUES AND CONCERNS • OF THE FIRE AND RESCUE DEPARTMENT • ISSUES AND CONCERNS OF TIC FIRE AND RESCUE DEPARTMENT After evaluating the various studies, there are other issues and concerns which will be addressed by the Fire and Rescue Department as it outlines the work plan for the: upcoming year. INCREASE MUTUAL AID: The concept of having the closest available unit to respond to the emergency situation is in the best interest of the citizens and community of Roanoke County. We currently have mutual aid agreements or working arrangements with our neighboring jurisdictions; however, this does not allow response to the scene by the closest available unit. In order for this concept to be most productive, the County's equipment must be staffed appropriately to be able to provide a timely response to their new service area. We should also take the opportunity to determine if the City of Salem's Fire Department would be in a position to respond a ladder truck to the adult care facilities of the Fort Lewis service area. The emergency medical services response has not been hampered in the past by political jurisdictions; however, the working arrangement needs to become formalized. OVERALL RESPONSE TIMES: Based upon our present station location and staffmg methods (combination of career and volunteer), a goal of a six minute response time for 90% of the calls is not unreasonable. It is recognized that in some instances the actual travel time in itself may exceed the six minute limit. The total response time can be improved by having the staffmg available at the station (career or volunteer) to respond to the emergency. STAFFING ISSUES: The safe staffing of all units is critical to health and well-being of all people, including staff, the victims and the community. The use of paramedics/firefighters helps in meeting the initial demands upon arriving at the scene of the incident; however, i~: does not provide any backup for major incidents. CONSISTENT STANDARDS AND ACCOUNTABILITY: This concept is important to help eliminate or minimize the "friction" between groups. The standards and decisions must be driven with the understanding of what is in the best interest of the community we serve as well as for the safety of departmental staffing (career and volunteer) . LOCATION OF STATIONS AND PROXIMITY TO SERVICE NEEDS: There is currently a need for consideration of an addtttonal public safety building (fire and rescue station) in the Hanging Rock area of Roanoke County. A station in this general 5 location could assist in handling emergencies along Interstate 81 as well as providing primary coverage to the Red Lane Extension and North Lakes area of Roanoke County. The station would also be the backup for numerous other calls, including Mason Cove, Catawba, Hollins, City of Salem, Fort Lewis and Route 419 Corridor. Other areas to be considered after going through a station locator program could include areas such as Oak Grove/Sugarloaf Mountain; Tanglewood Mall/Hunting Hills; and the old Hollins Road area. PROPER MAINTENANCE OF EQUIPMENT: The County is currently installing a software package that will track the maintenance records of each piece of equipment in the County and will help in the decision making process as to whether major repairs or replacement should be considered for a specific unit. With respect to the equipment maintained by the volunteers, the County needs to establish maintenance standards for use on all apparatus and provide at least an annual check without cost to the volunteer organization to determine what, if any, additional maintenance items need to be addressed. This independent evaluation could include such items as engine oil analysis, inspection of brakes and over-the-road testing to assure the safety of the: apparatus. RESPONSE ISSUE RELATED TO EQUIPMENT: The County must rely on recognized standards in determining the appropriate quantity of equipment and staffing to be dispatched to a particular incident. Safe, minimum staffing standards must be developed and should reflect a consistent policy between career and volunteer groups. Once the necessary pieces of equipment have been dispatched and are in route to the scene of the incident, other equipment and staff should remain available at the station in order to respond to the second emergency or to provide backup in the event of a major incident. The County should also consider a policy and plan for the systematic repl~icement of our fleet. The equipment located at each station should be appropriate for use in that service area to consider the quantity and type of property being protected and the risk involved. The County further needs to provide an on-going funding structure to pay for the systematic replacement of the fleet in order to provide safe, effective apparatus for use by th.e department. The Apparatus Placement Committee has been requested to develop athree-year program identifying the likely candidate vehicles for replacement over athree-yeas period of time so that the financial impact and impact on service delivery can be determined. The County needs to fund at a minunum one pumper and two ambulances annually simply to provide for an on-going replacement program. These dollars should be a part of the target budget so as not to compete with operations. For example, the County purchased six pumpers and two ladder trucks in 1980 and they are approaching the replacement criteria today. 6 IMPROVING THE UTILIZATIONS OF STAFFING AND EQUIPMENT: With the limited resources available to the County's Department, we must learn to work more effectively and efficiently with the resources provided. This may mean that there will be changes to our operating methods; however, safety and quality issues should not be compromised for other short-term gains. CHANGING DEMOGRAPHICS: The County Fire and Rescue Department needs to consider the projected €;rowth of our population and business community in the various areas of the County so that: plans for future stations and staffing needs can be determined. Much of this growth will be impacted by the availability of public water/sewer services as well as improvements to our road system. Additional traffic volume is detrimental to an efficient response time by emergency vehicles and also increases the frequency of requests for service. As the planned growth occurs, the department should utilize station locator systems to assist in strategically placing public safety stations, equipment and staff or to determine the impact on mutual aid agreements. FINANCING ISSUES: Several neighboring jurisdictions have either implemented a charge for EN[S service or are considering such a possibility. Generally, this fee is paid by the victim's vnsurance company and rarely comes entirely out of the consumer's pocket. Our concern is the impact such a charge would have on the fundraising efforts of the volunteers who purchase much of their own equipment and pay for many operating costs. It has also been suggeste~~ that consideration be given to a fire district tax to help pay for increased levels of service within the community. We need to consider the fiscal impact to the community, the imF-act to the fundraising efforts of the volunteer organizations and the cost associated with admiinistering such a program. QUALITY CONTROL ISSUES: The County needs to consider implementing an improved system of on-going quality control measures such as a peer review process. Committees could also be utilized to review the standards, policies and protocol in use by the County for consistent practice acid accountability for all persons. Multiple standards contribute to the conflict between groups in the workplace as well as inconsistent discipline or corrective actions. One suggestion for a quality assurance committee would be a five person committee to routinely evaluate and monitor quality issues such as response/reaction times, training levels, response guidelines and staffing levels. REDUCING POLITICS FROM THE DECISION MAKING PROCESS: The department needs to have a strong vision statement for its lanned p operation using afive-year window of opportunity and each of the decisions and actions of the department should drive toward accomplishing that vision. The Chief of the depaurtment 7 • needs to be able to make decisions based upon the safe, efficient, dependable an~i quality service that we endeavor to deliver to our community. Reporting lines need to t>e clearly defined and there should be interactive opportunities for multiple parties (career/volunteer, fire/rescue, etc) to offer input and recommendation before final decisions are made. Once the standards are in place, each person operating thereunder should be accountable to these same standards. Should the standards need to be modified, they should go through the same process as the original standards were developed so that all parties will have an understanding of why changes are required. IMPROVE THE PROCESS FOR BUYING EQUIPMENT: With the limited resources provided during the budget process for the County and fundraising opportunities for the volunteer organizations, we need to consider busying products and services on a standardized basis taking every advantage of quantity discount, service contracts, etc. that have a contributing effect on the life cycle cost of the good or service. Currently, committees are working to establish standards for fleet purchases and this concept should be expanded to cover other operating tools and equipment. F;ach dollar spent should have a direct impact on the service of the department towards accomplishing the stated vision and goals for the community. REVIEW ORGANIZATIONAL STRUCTURE AND JOB DESCRIPTIONS: . All departmental personnel (career and volunteer) should know their duties and responsibilities. For career staff, uniform job descriptions are in place; however, the same is not utilized by all of the volunteer organizations. Formalizing this statement wound not only define the duties, but would also establish minimum criteria for training, performance, etc. so that corrective actions may be taken if necessary. BUDGETING PROCESS: This year a committee is being utilized to assist in developing the operating budget, capital improvements plan and other operational guidelines for the department. Several issues need to be more fully documented, including dollars for the maintenance oiF equipment and associated payback; workload indicators, a need for staffing in particular area's or operations; revenue sources; and capital needs (such as equipment, facilities, and enhancements). STAFFING: The critical staffing needs of the department include Fire Prevention/Inspections and the increasing number of EMS calls. Staff is evaluating the ability to staff high volume stations during their peak time periods and will look at modifying work schedules or station assignments to provide the best response coverage with the resources provided. 8 INVOLVEMENT OF PARTICIPANTS IN THE DECISION MAKING (RECOMMENDATIONS) PROCESS: By using a broad committee approach with diversified backgrounds, lines of communication are open and the perspective of the multiple facets of the department are given consideration. The diversity of the backgrounds enhances the quality of the decision making process and allows people to draw on broader resources in order to formulate their recommendations. It should be clear that the results of reports of such committees are recommendations which may be further refined before final implementation. TRAINING: The department currently has a Training Officer and Training Committee to help prioritize the training needs of the career and volunteer members. While the County needs to expand the availability and affordability of training opportunities, there must also be accountability of persons who fail to attend after signing up for training opportunities and also in demanding achievement at the training opportunity before reimbursement is paid. COMMUNICATIONS: Communications remains a critical link that must be improved within the iFire and Rescue services. We need to enhance the efforts of administration to interact more with the volunteer organizations and field personnel to learn by observing; receive feedback from the people actually performing the services; and to assure that all parties are equally :informed. VOLUNTEER RETENTION/RECRUITMENT: The County must continue to enhance the volunteer retention recruitment c;fforts. We need to consider appropriate incentives to encourage volunteers to remain active in their respective programs. These efforts should also include appropriate training and msources as necessary to allow the members to operate in a safe and responsible manner. FACILITIES One of the more immediate needs in our stations is to provide appropriate sleeping quarters with facilities for each gender. The duty groups are being encouraged to sleep-in to improve their reaction response time and they need appropriate facilities. We also need to closely evaluate expansion of stations to increase the number of bays. The better choice could be to place a satellite station closer to the service need with minimum equipment there. This reduces the travel time to arrive at the incident. C~ 9 r~ ~~ CHANGES IMPLEMENTED TO DATE • ~o • CHANGES IMPLEMENTED TO DATE • The County recently hired a person to assist in the recruitment and retention of volunteers for the Fire and Rescue Department. This person also is involved in updating the various files and records systems related to the volunteers and seeking new incentives to assist in the retention process. The promotional efforts have resulted in the establishment of a Recruitment and Retention Committee with representation from each of the volunteer orgazuzations which allows for networking and sharing of strategies which have proven to be either successful or failures, and allows a discussion of the merits. The coordinator has visited with each volunteer organization (11 volunteer fire companies and 8 volunteer rescue squads) to offer assistance for their individual service areas. The individual has improved the communications effort by instituting a quarterly newslet~:er to the volunteers as one further means of disseminating information. The position serves primarily as an advocate for the volunteer program and works very closel~~, not only with the department, but County administration. Through improved recordkeeping and the updating of files, there is an improved turnaround tune for the volunteer application process which will continue to be evaluated. • The County has established an Apparatus Placement Committee to determine which units funded in the 1994-95 fiscal year budget would in fact be replaced a:nd allow the relocation of other units so that the worst piece of apparatus would be taken out of service. This committee has also prioritized the equipment replacement nE:eds for consideration in the 1995-96 budget process. • A committee has been established to create standard specifications for fire apparatus and ambulances and is working with the Procurement Department to standardize the purchasing process. The equipment ordered for the 1995-96 budget and also future equipment purchases will use these standardized specifications. • A Budget Committee was instituted to review the operational budget funded by the target allocation given each year. The Committee will also review the previous Comprehensive Plan and information which is included in the Capital Improvements Program. This Committee will assist in prioritizing the needs of the department in seeking funding during the budget process. • The staffmg of advance life support personnel to assist the volunteer rescue squad at Fort Lewis has begun. The County is providing paid paramedic services for the evening and weekend timeslots who is assisted by a volunteer EMT driver. The weekday evening coverage is the responsibility of the volunteer organization. Staff is looking at the reaction response times for calendar year 1994 to determine if other patterns are present where assistance may be needed by other volunteer organizations in providing a prompt response to requests for service. 11 • • The County's budget included funding to share in the hiring of three EMS personnel positions by the Town of Vinton to provide rescue services for the Town and East County areas. Since the implementation of this program, their reaction/response times have been greatly improved. • The department has established a Response Committee to look at the response of ladder trucks, particularly, and how the ladder trucks are being utilized. The Committee will also look at the number of pumpers being utilized and make recommended adjustments to our standard response protocol. The Committee will be referring to NFPA standards looking at specific structures by size, type and use. The Committee will also be meeting with the chiefs of the individual organizations to identify specific hazards or locations in their areas that either require the use of ladder trucks or have limitations on the effective use of said equipment. The Committee will be working through the spring of 1995 a~n its study. • • 12 • • SUMMARY OF REPORT REVIEWS 13 • • • DAVID M. GRIFFITH STUDY 1994 14 • DAVID M. GRIFFITH STUDY REVIEW OF FLEET SIZE AND DEPLOYMENT AND REPLACEMENT PLAN The Ad Hoc Committee met with Board of Supervisors on July 26, 1994, to review their findings on the David M. Griffith Study concerning the fleet of the Fire and Rescue Department. Since that time, the Fire and Rescue Department has established an Apparatus Placement Committee to review the condition and strategic placement of vehicles within the fleet. The Apparatus Placement Committee's first charge was to identify the fire truck and two ambulances included in the 1994-95 fiscal year budget for replacement. After establishing replacement criteria and reviewing the condition of the fleet, Wagon :3 was slated as the unit to be replaced with other units being transferred among the stations until the worst conditioned unit (old Tanker 4) was removed from service. For the ambulances, Units 31 and 91 have been scheduled for replacement. The Apparatus Placement Committee was also asked to prioritize athree-year replacement plan and also look at the necessity of each of the pieces of apparatus currently in service. This review should assist in determining the appropriate type of equipment for the particular service needs of that service area. A second committee has been charged with the responsibility of developing; standardized specifications for the replacement equipment and for the bidding procedure. These committees have included not only representatives from the volunteer fire and rescue organizations and career staff, but have called upon the services of other County a;mployees, such as Procurement and Garage staff to assist in their task. It is anticipated that all three pieces will be ordered by the end of April, 1995. The County, overall, is also installing a new software package for the manitenance of records on our fleet. This resource will be available to the Fire and Rescue Department. It should prove to be a tremendous asset in managing the repair records and helping to determine the advisability of major maintenance items compared to taking a particular unit out of service. Attachment A - DMG is a copy of the Ad Hoc Committee's response to the David M. Griffith Study that was discussed with the Board of Supervisors on July 26, 1994. Actual implementation will be influenced by these recommendations and any other data and budget considerations available at the time. • 15 Attachment A David M. Griffith Study 1 AD HOC COMMITTEE WORK SESSION WITH THE BOARD OF SUPERVISORS AT THE JULY 26, 1994 MEETING FINDINGS ON THE DMG STUDY RE VEHICLES The David M. Griffith Review of the Fleet Size and Deployment and Replacement Plan for the Roanoke County Fire and Rescue Department was completed April 11, 1994 and was referred to the Ad Hoc Committee for evaluation and implementation. Griffith personnel interviewed all but one of the volunteer Chiefs and all of the career Captains to obtain data for their study. They also reviewed maintenance records and compared fleet size and. deployment to comparable departments within Virginia. The Ad Hoc Committee feels that several of the findings and recommendations of the Griffith study are good; however, the committee feels that other approaches would be more acceptable and appropriate for Roanoke County in other areas. This work session will address those findings. STANDARDIZATION OF EQUIPMENT SPECIFICATIONS The Griffith study offered recommendations for several positive changes in the procurement of apparatus and one of these recommendations is the standardization of appazatus. In recent yeazs, specifications for the apparatus ordered have been prepared by ttie individual fire or rescue organization to receive a piece of equipment with their individual desires for customized features including compartmentation, specialized equipment, etc. which reflect the preferences of the local organization rather than the needs of the County as a whole. These changes to the standard design of the manufacturer often add to the cost of the equipment and could result in apparatus which is deemed to be too big, too fancy or ill-equipped. The Griffith report (Page 21) described several advantages of standardization of equipment: • Allows the establishment of standard maintenance routines. • Reduces operating and maintenance costs through volume discounted ;maintenance contracts. • Reduces capital cost by buying at fleet discounts or off of state or standazd contracts. • The specifications could also include a listing of available options and accessories that could be ordered by the local companies. The Board may wish to decide who should pay for these options; however, the optional or accessory equipment should remain with the station which purchased it, when possible. C7 Attachment A David M. Griffith Study 2 The Committee also recognizes that the practice of buying units using the standard compartmentation could reduce the time required to produce the unit since the parts do not have to be custom designed use of the standard configuration of the manufacturer's equipment could also prove to be a safer design because our specifications could alter the length of the wheel base or drive train configuration. USE OF COMMITTEE TO ESTABLISH SPECIFICATIONS FOR THE PURCHASE OF APPARATUS Both the Griffith report and the Virginia Tech study have suggested u;~e of a Total Quality Management (TQM) approach of solving this type of issue by using committees of persons involved in the operation to assist in providing solutions. The Ad Hac Committee strongly supports this concept and urges the Chief to establish a committee using volunteers, career personnel, and others involved in the management of the County fleet in preparing the standard set of specifications for each type of apparatus we will be purchasing. Suggested types include: • Pumper • Tanker •. Ladder • Utility vehicle (Could be from State Contract) • Sedan (Could be from State Contract) • Pick-up /Brush Truck (Could be from State Contract) • Ambulance (Could be from State Contract) • Any other specialize piece of equipment available for County-wide use A Committee should also establish a standard evaluation form for each piece of equipment to help prioritize the replacement of units. The trigger mechanism for consideration could include mileage, age, overall maintenance costs and current condition of vehicle. Based on the information collected, the committee could determine the suitability of refurbishment rather than replacement of the unit. Based on the overall need of the County, the vehicle may still have some useful life in a lower call volume station rather than putting a view piece of equipment in that station. Under this scenario, the worst piece of equipment would be taken out of service, thereby reducing the on-going maintenance cost of the department. r~ Attachment A David M. Griffith Study 3 As an example, the committees could be comprised of the following individuals: • One volunteer Fire Chief (Rescue Chief for rescue equipment) • One volunteer fire fighter (Rescue member for rescue equipment) • One career Fire Captain • One career fire fighter (career paramedic for rescue equipment) • Fire Department Mechanic • One member from the Fire and Rescue Department Administration • A representative from Procurement • County Fleet Manager or representative COMMITTEE TO ESTABLISH STANDARDS FOR THE RUNNING GEAR O[V COUNTY OWNED APPARATUS • Using the same reasoning as the factors listed for establishing standardized vehicles, a committee should be established by the Chief of the Department to standardize certain pieces of operating equipment, particularly on the ambulances. Equipment such as defi.brilators are extremely technical and have different capabilities. In the case of the career paramedic fire fighters, they often have to operate from different stations and may encounter different types of equipment. Standardization of this type of equipment would improve our ability to get coordinated service contracts, possible discounts on the purchase of new equipment and ease of operation by our service personnel. STANDARDS OF MAINTENANCE All County owned apparatus (fire or rescue) are maintained at the County's expense. In the fire service, all vehicles except for "Car 50", a utility vehicle, are maintained by the County. In the rescue service, all of the apparatus owned by the volunteers are maintained by the volunteers (24 of 37 units). The County provides fuel and insurance to both County and Volunteer owned equipment (except "Car 30") which is operated by the volunteers. The Griffith study recommended increased funding for maintenance of the equipment of the department (by $35,000 per year), particularly with the aging fleet. The study also noted an absence of consistent maintenance records or standards, particularly when the volunteer • organizations maintained their own vehicles. Attachment A David M. Griffith Study 4 The Griffith report also gave other considerations concerning maintenance Hof the portion of the fleet owned by the volunteers: • Continue to allow the volunteers to maintain their own units at their discretion (status quo); or • Require the volunteers to utilize the County garage for all repairs, with costs charged- back to the organization; or • Have the County take over all repair and financial responsibilities. The Committee suggests that the volunteers have all work performed 'by a County approved and contracted vendor, with the volunteers responsible for the cost. Finally, the Griffith report gave a recommended number of rescue vehicles which would be owned by the County. The squad vehicles would be owned and maintained by the volunteers, the front-line ambulances would be owned and maintained by the County, and back-up vehicles would be maintained by the volunteers. The Ad Hoc Committee suggests that the number of front-line ambulances needed at each station be determined by the County and that the County assume responsibiliity for those vehicles. Based upon the deployment of ambulances suggested by the consultant, the estimated additional cost for this change in funding for maintenance would be ($2,300 x 6) $13,800. As these front-line ambulances are replaced, they would be purchased by the County in accordance with the replacement plan. STANDARD LEVELS OF EQUIPMENT OWNERSHIP OF EQUIPMENT AND AUTHORITY TO DEPLOY AS NECESSARY The consultant indicated that the basic configuration of our fire and rescue fleet was good and that basic deployment was correct. The consultant recommended the elimination of 4 pieces of fire apparatus from front line service, a reduction in the number of utility type vehicles owned and maintained by the County to one per station (service district), the lack of need to replace two ambulances currently owned by volunteers, and the suggestion to re-deploy one of the County owned ambulances to a different station to meet the deployment needs. Each of the volunteer organizations received a copy of the consultant's report and copies of their responses are attached. • Attachment A David M. Griffith Study 5 The Ad Hoc Committee has several recommendations, some of which do not parallel the consultant's report: • The County should establish a committee through the Chief of Fire and Rescue to determine the level of apparatus needed at each station (fire and rescue) using information contained in the Griffith study and local knowledge. The Griffith report suggested deleting two tankers (T-4 and T-9), both of which serve very rurail areas of the County. The Ad Hoc Committee feels that the vehicle slots for these two vehicles should be retained. The Committee does not suggest placing these units in line for replacement with new apparatus, but with serviceable tankers which may come out of ;service from other areas of the County. • The consultant suggested that the County retain three reserve pumper type trucks to be placed in service when the front-line piece of equipment from a station was incapacitated or in the need of greater pump capacity at a major incident. The Ad Hoc: Committee concurs in this suggestion and defers the station assignment to the Chief oi~ the County Department. • The consultant recommended the elimination of the Foam Unit located at the Cave Spring Fire Department. The volunteer organization indicated that the unit was modified by the volunteers and was called to assist areas outside of the County during 199:3 and also is available to protect the tank farm in the Starkey Road area of the County. 'The Ad Hoc Committee feels that since some foam equipment is already located on most front-line pieces of apparatus, that the special equipment and a supply of foam could be placed on a smaller vehicle like the pick-up truck (Utility 3) which would allow a faster response and would eliminate one of the larger pieces of equipment. • The consultant also recommended transferring one of the three County owned. ambulances from Mt. Pleasant Rescue to Cave Spring Rescue based on the number of calls responded to by each of the crews. The Mt. Pleasant Rescue Squad indicated that the third unit is used by their crew for training and transport by their crew, which are not reflected in the calls for service reviewed by the consultant. The Ad Hoc Committee feels that for equipment owned by the County, the Chief should be able to re-deploy as needed to provide service to all of the residents of Roanoke County. • The consultant recommended that the County only provide one utility (f;rrand type) vehicle per station (service district). The committee suggests that any extra errand type vehicle be bought, insured and maintained by the volunteers, however, the County should cover fuel costs. At no tune should the addition of this type of vehicle create the need for more space at the facility. Service units (ambulance, squad, air truck, etc.) which may have been bought by the volunteers, but serves a designated need as established by the County, should be maintained, insured and fueled by the County. The maintenance could be in allowing the County to pay the maintenance invoices or to provide a maintenance allocation to the volunteer unit. Attachment A David M. Griffith Study 6 Three of the stations currently have two vehicles designated as utility type vehicles which are owned by the County. After a review of their use (as outlined below), the Committee makes the following suggestions: • Utility 8 (Bent Mountain) is a carryall type vehicle equipped with special pumping equipment and generator to draw water from ponds, or other remote water locations which cannot be easily reached by the larger fire apparatus. The Committee recognizes that this capability is available for use to other areas of the County as needed much like the Air Truck and therefore should be considered a special purpose vehicle; instead of a utility vehicle. The second utility type vehicle at Bent Mountain is a sedan which is used to go to training, etc. • As noted earlier, Utility 3 (Cave Spring) is a heavy duty pick-up which could be equipped with the special foam equipment if the Foam Unit is eliminated. If used in this fashion, the Committee considers this as a special purpose vehicle. The station also has a sedan (Car 3) which could be used for transportation, training etc. • Mt. Pleasant has a van (Utility 6) and a sedan (Car 6), both of which are awned by the County and are available for transporting personnel to training, etc. The station also has two special purpose vehicles such as a Brush Truck and a Haz-Mat truck assigned to the station. One of the County owned utility type vehicles at Station 6 should bye designated as surplus. • Rescue 10 (Mason's Cove) had requested another utility vehicle (sedan) to be used for transporting members to training, etc. The Board of Supervisors previously sent this request to the Ad Hoc Committee for consideration. The Committee endorses the attached suggestion from Chief Fuqua concerning the assignment of Car 10 ito the rescue squad with the unit also being available for use by the career staff or fire department, if available, rather than providing another utility vehicle at this site. The v~~lunteer fire department also has the utility vehicle donated by the Moose Lodge which. the County maintains that is used to assist in their training and transportation needs. ROTATION OF EQUIPMENT AND OTHER OPERATIONAL ISSUES The consultant suggested rotation of the fire apparatus and proposed the usei:ul life cycle of the various pieces of apparatus. The Ad Hoc Committee has discussed this proposal at great length and is divided on the recommendation. The committee does not feel that: the overall condition of the present fleet allows us to begin the rotation program at this time:. To work effectively, we need a newer complement of vehicles which could be used in d1e high call volume stations for approximately three years and then rotating them to lesser voh,tme stations for the remainder of their useful life. When and if the vehicles are rotated, they need to be in top-notch working condition with a good physical appearance. The pride of the volunteer organizations is important in recruiting and retaining members as well as the neeci to provide . suitable equipment for service. . Attachment A David M. Griffith Study 7 The suggested life cycle of 15 years for ladder trucks is too short in the opinion of our committee which we are able to confirm with surrounding localities who have used their ladder trucks for more than 20 years without major problems. This piece of apparatus costs approximately $500,000 each and prolonging its useful life will allow us to spend the same monies more wisely in updating the fleet of pumpers. The suggested 6 year life for ambulances is also questionable, depending ~~n the station operating the unit. In some of the high volume stations, an ambulance could be ~~vorn out in 3 to 4 years. In other stations, the useful life might be 10 years. The Ad Hoc Committee recommends that the anticipated life cycle of the vehicle be one of several criteria considered by the aforementioned committee that will be charged with the replacement of vehicles as the budget allows. FUNDING FOR A VEHICLE REPLACEMENT PROGRAM The Griffith report gave the foundation of a vehicle replacement program suggesting a capital expenditure of approximately one million dollars per year. This average do~:s not include the anticipated $1,374,000 which will be spent by the volunteers to purchase trieir vehicular equipment of other ambulances, squads, utility vehicles over this same 11 year period nor the . $1,162, 800 value of equipment which life cycle extends beyond the 2005 model of the consultant. The Committee feels strongly that the County needs to establish a funding; mechanism, estimated at $1 million per year, for the replacement of fire and rescue vehicles to allow the fleet to be maintained in a safe and modern condition. As the consultant pointed out, 52 % of the existing fleet representing a value of $4.9 million will have passed their proposed life expectancy by 1995. The County has seen the impact of not providing a systematic; replacement program in the area of school buses, police cars, and refuse trucks both from the ~~tand point of capital outlay as well as on-going maintenance costs, so this type of commitment is necessary. .J C: • • VIRGINIA TECH STUDY 1993 16 • • COMPREHENSIVE PLAN 1992 24 • COMPREHENSIVE PLAN - 1992 During the summer and fall of 1992, the Chief of the Fire and Rescue Department and his senior staff met with each volunteer fire and rescue organization to deternune their present and future capital, staffing and facility needs. The requests were then prioritized by service district for inclusion in the plan. Since that time, many of the items have been included and have been completed as a part of the regular budget process. Other items of a capital nature have been schE;duled and included in the Capital Improvements Program (CIP). These items will be in a pending status until bonds are sold or other significant funding is achieved for addressing These capital needs. As a part of the budget process for the 1995-96 fiscal year, each department was given its segment of the 1992 Comprehensive Plan with the status of those items iindicated. The departments were asked to update the list and to prioritize their needs. The following table reflects the status of each of the items included in the Comprehensive Plan of 1992. • • 25 • C7 n O v m v~ D n ~_ D z D O m rn Z v z n n D v D r O m m Z r~ D Z l I D C7 (~ n n n (~ (~ (~ (~ n (~ n n n (~ n n in n n (~ n n n (~ m ~ ~ ~ ~ ~ ~ ~ n n (~ Z D W W W W W W W ~''~ W W W W W W w W W 41 W W W W W W W ~ N N N IV N N N N N N O p Z Z Z ~ O f~ ~ ~ Z ~ -~ ~ ~ m ~ oo - A ~ n D m ~ ~ C ~ p ~ m ~ C '~ C ~ m ~ m ~ C ~ m ~ D ~ D - C ~ v O ~ C v R rn ~ c Z c~ ~ m ~ m ~ m W C (~ D C ~ Z rn ~ m O m n m ~ (~ z ~ ~ ~ ~ ~ °-°D m ~ O ~ n ~ W ~ ~ ~ ~ n 2 ~ n 2 ~ ~ ~ n ~ n 2 ~ n < m -Zi O ~ V v ~ n O ~ ~ ~ ~ n D ~ rr D -v [- D v [- D - v - ~ m G7 ~ ~ -+ ~ ~ m ~ ~ c 0 ~ Z ~ n rn O ~ m r m p rn m z D cn rn ~ n m D cn D cn n m m D cn " D Z v W C v m y ~ O ~ v m n m 2 D cn r r ao n m n rn v rn z G) m m C O ~- D ~ ~ m D ~ ~ D z ~ Z ~ v D D ~ - ~ n n .~ m 00 o 0 0 m Z 0 m ~ m m = n y ~ ~ p rn ~- p m Z lmmn r v Z 2m v~ n ~ ~ m ao ° o ° = r ,n m ~ D O D ~ ~ m a co n O rn ~ - -I D cn ~ V~ -~ D -i ~ < m ~ D Z ~ ~ m z v ~ ~ m fD m 1 T1 D r G~ D ~ bo p o ~, ~ m oo c i O W ~ p ~ r ~ ~ ~ Z ~ N ~ Iw ~ ~ = ~ ~ ~ D ~ D w ~ ~ Z D C Z m N i V Z N D m c j ~ ~ ~ to = D ~ n ~ ~. i+ c ~ n W n Z ~ z ~ p m t m ~ ° p ~ ~ v O y ~ ~ ~ m ~ ~ ~ r ~ ~ D -~ = N A ~ ~ rn O Z z r ~ ao r m w ~ ~ ~ m C oo D Z O ~ z rn Z o a r ~ - Z z m v D ~ = m ~ m v D 0 ~ ~ ~ O ~ ~0 ~ ~ m ~ r r" -~ m co p D m ~ ~ ~ m m ~ D m N m O m w ~ v D ~ m ~ ~ O x x ~ x rn x x x ~ D r v ~ rn x x x Y' D p x x ~ x x x x x x x x W ~ D n X X x ~ X X X X X x X x x X X n X X x Z O N -~ D z m n C Z ~_ rn D Z 0 z rn n c m m A c N W • n O v m D ~_ D z D 0 m m z -~ z v D D r 0 m m z z ~' ~ I i ~ i (~ D 00 0 0o 0 ao 0 ao 0 ao 0 0o 0 ao 0 ao 0 ~ ~ ~ ao O 0o O ao O n v 0o 0 C7 p r (~ c~ v C~ c~ C~ n C~ t~ D D ~ ~ ~ ~ zi ~ ~ n < rn ~ D -1 2 -1 2 ~ 2 ~ 2 ~ 2 -I 2 ~ 2 ~ 2 ~ ~ v~ u+ -I 2 -I 2 ~ 2 v, v, -i 2 v+ ~ Z i. ~. ~ ~+ i+ A A ~i. ~ ~ w w w w ia w w w ~ - -1 - ~ D ~ Z O Z 0 C v c~ ~ D m Z m ~ Z N ~ Z ~ ~ v v C ~ c~ Z m g ~n ~n 2 m ~ ~ C ~ ~ D z ~ m ~ ~ m ~ 2 m v C 'v 0 C ~ O ~ D < 2 m v ~ C ~ ~ m ~ v v Z ~ ~ ~ m ~ ~ rn ~ ~ m ~ ~ C ~ ~ m ~ ~ m ~ ~ m ~ U~ -i D o o ~ m ~ ~ D < ~ v ~ D W D ~ r ~ r C ~ v tn ~ ~ m ~ (~ D to "i oo ~ C7 ~ (~ ~ (~ ~ v ~ D ~ m ~ n 2 D ~ n ~ O r r ~ n ~ n ~ n _ ~ n ~ n ~ n ~~ C~ ~ 2 r D m ~ m ~ ~ - 7C -< V n m O m Z ~ 2 m ~ ~ - O .D m D m w c ~ m w m m m n m f0 m z ~ m -i ~ m m n z D O m m 2 m W m D ~ m m w m r m D z O' N W D n m !~ Z -i 2 O z G~ O O ~ z -i ~ z m ~ O 3 m cn 0 z m ~ ~ oo c ~ co ° ~ z O c ~ ~ Z O_ z D ~ "' r m m ~ v (n ~ D Z m D v p D ~ ~. r cn Z m fn y -+ D ~ v D m N o u) ° ~ D ~t m '~ ~ oo C m~ Z m; (o m fJ c D t~ m m r ~ t n O ~ z z i ~ m ~ z iv ~ z ~ ~ D n ~ ~ p ~ ~ m 7DC ~ ~ N D V r ~ ~ D_ ~ ~ p ~ O n m N - ~ c ,+ O c,+ O H ~ O D m O ~ ~ ~ ~ _ m ~n O ~ N u' ~ z rn ~ ~ ~ ~ ~ ~ ~ rn v n O o O D ~ s~ m g r ~ to .~ ~ O z C n O ~ Z v ~ ~ ~ ~ 2 D ~ m ~ ~ ~ ~ ~ m N ~ O D ~ m ~ D z ao ~ 2 0 -~ i - m O Z ~ ~ m ~ 0 D 7C ~ m ~ r ~ n ~ v ~ O n v ~ o ~ ~ m ~ rn O ~ ~ z ~ n O ~ ~ 2 z O 0 ~ x X °~ o ~ x x X X x ~ >( ~ x m ~ my ~ m X v x x x x x x x ~ x x x x ~' ; x x x x x ~ v x x x x x 0 r N O D Z m n c Z m D Z 0 m n c rn v rn D m C 2 v z O z m D c m 27 n O v m D r D D m m z z v D v _~ D r O m 3 m z -~ z • n ~ 0 W 0 W 0 ~ 0 ~ 0 W 0 W 0 ~ 0 W 0 C 1O n W m Z ~ ~ ~ ~ ~ O ~ ~ W O ~ ~ ~ ~ ~ ~ ~ W O W O ~ v ~ O n r ~ ~ ~ O ~ W O ~ ~ ~ ~ ~ r ~ D co -i 2 -~ 2 ~ 2 ~ 2 ~ 2 --1 = -~ = -~ 2 -~ 2 ~~ ;5 co C ~ ~ -~ 2 v v -~ 2 v v v ~ v ~ ~ ~ = = ~ v . ~ = ~ = ~ = c~ c~ D O Z D O D z ~ z ~ ~ c ~ ~ ~ y ~ m ~ Z v ~ Z N .~ ~ m ~ ~ m ~ Z n -n D Z V V lv iv ~ rn ~v 2 ~ N ~ cn m ~ m -~ 2 ~ ~ m v ~ m ~ ~ c ~ v v v~ O c ~ m ~ n p ~ m ~ ~ m ~ ~ m ~ n m z ~ rn ~ ~ m v oo c - 2 m ~ C ~ C ~ m - z N ~ Z ~ D r D r D ~ D ~ ~ m ~ -1 2 1n 1D ~ m .r ~ ~ 0 rn ~ ~ n 2 D ~ 2 rr-- D z < ~ ~ D o tt-- D ~ p - v D ~ ~ n ~ n ~ [- ~ '~ r O m p W n m Z T D ~ Cn - ~ m ~ ~ D ~ m l~ n m n~ ~ f~ O m z O X C~ m C~ tn D ~n i- . v~ ~' o m m ~ ~ rn m ~ N ~ r m rn Gzi '1 2 D ~ 2 'D !'~ n m r D D ~ C r v v D ~ m ~ ~ m ~ O O z ~ r ~ O Rt n C "~ 2 O C -n ~ n ~ n _ ~ r 'n ~ D O m ao o ' D ~ m D ~ C ~ D c ~ - ~ D ~ O 2 fn t~ -I D D ° ~ ~ ao m f~ lm n~ D ~ c -i n O - ~ = ~' ao D ~ D ~ Z tn D G~ 0 O 0 ~ z D ~ r_ ~ D ~ O - S m -mi m m D ~ o ~ c ~ ~ ~ ~ O p r ~ 0 O ~ ~ D ~ D C D V Z m V ~ < D v r o m ~ ao v 0 . ~ ~ ~ ~ W C "~ m v O ~ ~ v Z v Z W c v ~ m ~ !"" ~ m n - + ~ fn ~ tn ~ "' v ~ 2 N ~ Z ~ C Z z v v z ~ 7C Z Z V v ~ v p Z C7 z ~ ~ C ~ n 2 D m rn cn z 7C ~ fn O ~ D ~ D r' - z v m I ~ . < m C) ~ v n m n 7C ~ C ~ p z .n O r- D ~ ~ O m tn O ` ~ m m z cn p p ~ 0 ~ v m z O D O I ~ n p O ~ ~ _ _ ~ < ~ z m n v~i O rn ~ v D D Z O ~ r v V ~ Z c < O ~ m v ~ m Z ~ ~ Z ~ ~ ! = z O 2 ~ N p ~ ~ D ~ m ao ~ c ~, m rn n m 0 D D v O Z '~ ~ ~ ai o N z ~ m ° 00 ai X D x ~ X X X ~ o X X ~ ~ ~ ~ ~ ~ m v X X X X X X X D n X X X X ~' ~ x X X x n X X N X X X X X X X X X z _~ -i D z rn C z m D z v rn n c m v rn D m z -~ m C Z v 2 O rn A C rn 28 • • n O v rn T v D r D z D O m m z z n D v D r O m rn z -~ z i W m ~ ao O ~ ao O m O O V ~ ~ ao o ao 0 00 0 00 0 0o 0 ao 0 ao 0 ~ O V o ~ ~ ao 0 0o 0 ao 0 ao 0 0 v ~ ~ ~ ~ 00 O c~ ~ ~ ~ c~ c~ ~ ~ ~ D m -~ 2 ca ~ 2 ~ 2 cc ~o cc ~o -~ 2 ~ = -~ 2 ~ 2 -~ 2 ~ 2 -•I 2 m co cc '-' ~ -~ _ ~ _ ~ _ -~ _ oo ao w oo w w ~ = oo w oo oo oo w 0 Z ~ O Z ~ ~ D Z v ~ c ~ m ~+ ~ Z ~ ~ C V ~ m v ~ rn ~ D ~ m ~ m c ~ Z n v ~ m m Z ~ m ~ m ~ c ~ ao ~ rn -~ ° ~v C ~ m v c ~ m ~ m ~ m - Z ~ m ~ m ~ m ~ m m c w n _ ~ °° D r n = 2 ~ ~ ~ 0 Z 0 ~ ~ D '~ ~ ~ -~ - ~ r O ~ ~ 0 n = ° ~ ~ m -~ n _ ~ (~ ~ ~ ~ ~ D ~ ~ I~ ~ r ~ ~ D ~ D m rn r ~ N r o D m ~ v C~ m ~ m N n -n -•~ Z n m ~ n rn m W ~ m O Z n m cn m n m ~ m y cn = N n m tn O y cn n m = y cn n m n m C~ m ~ j n m c~ rn 'n m n m m Z ~ m n m m ~ 0 o ~ -i O ~ m ~ a C m (D -~ D v D = 0 ~ D ~ D ~ 2 ~ D ~ O ~ m CO m Z O ~ D Z m c z m ~ ~ O o ~ m ~ m -D O = C ~ m n~ ~ m v r T m D r' r ° D v ~ m cn CA A c I~ m cn -1 D z n r 0 p n ~ D ~ D 7~ ~ ,~ = N ~ m ~ ~ n c m ap O D ~ - O ~v ~ Z m v 0 ~ ~ 7 W « (~ c - z m 7C m ~ v Z < n ~ ~ D D 0 ~ 0 ~ ~ =1 to -~ ~ • n ~ ~ D cn D ~ c v c m m N c~ 2 v, tn D oo r ~ y tn ~ ~ ~ m ° r.~ -~ ~ Z O Z tn ~ O ~ ~ _ Z Z O r p z m m ... ° m p -n ~ v r' m m ~ cn m (~ - < m ~ O ao y p - O ~ ~± ~ - - p z m ao ° m ao ~ w ~ p- ~ Z m m ~ m v v ~ y O ~ ~ ~ = ~ ~ ~ m cn p to O ~ v ~ Z O ~ ~ < ~ 0 r . N N n~ O Z rD- w ~ m ~ m O O 'i ~ ~ O ~ N ~ D ~ ~ ~ ~ ~ O O c - v p m E N z V C ~ ~ ~ m N ~ D Z ~ ~ ~ ~ ~ O v Z < ~ ~ ~ ~ n ~ _ p m ~ C m ~ Z _ O Z z co ~ ~ ,+ - ~ 0 m Z ~ Z ~ ~ N ~ N ~ ~ O a z O m ~ ~ z z ~ m m x n O x ~ O m _ °D v x ~ r rn m v -~ rn m x x x x x x x x X ~ D ~ x D ~ W x m ~ x x x x x x x .X X ~ x x x x x x x ~ ~ ~ x x Z ~ r '-1 D Z m n C Z z m D Z v m n c rn 0 m D m z m C Z O Z rn c m ~y • • • O v m D r D Z D 0 m rn z z n n D D r 0 rn rn Z r~ D Z Z (, ''+K3 i ~ ' n I (~ ~,~ i C'D ~ ? ~ 7 ~ n ~ 7 ~ 7 ~ ~ D 7C v ^ W O ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ OD .O ~ ~ ~ ~ ~ ~ ~ ~ n ~ o O o O o 0 o O o O o 0 o 0 ~ n ~ D ~ O D J •~ ~- J J (.~- JIJ J ~- J J ~- J J ~ ~- J J J l I m ~ = J 0 J 0 J 0 J 0 .~- 0 J 0 J 0 J 0 J 0 J O ~ J ff= J 0 J 0 J 0 J 0 J 0 ~ = ~ _ ~ _ J _l _ ~ _ J _l _ ~ _ J ~ ~"~ S Z 1 D ~ O ~ m ~ m ~ v v A c n (n ;~ ~~ m ~ m ~ m ~ ~ D Z ao D ~ V v T O c 2 ~i ~ n c ~ N (n c ~ m ~v ~ m ~ ~ rn ~ ~ O ~ ~ c ~ C -v O C~ O ~ ~ ~ o Z ~ v v ~ m 'v v v ~ m ~ ~ m ~ ~ D 'a ~n ~ C ~v O ~ c ~ n c n O ~ m ~ c ~ (7 ~ ~ 0 ~ 0 -I ~ Ov n~ ~ ~ D . -I O ~ n -~ ~ ~ ~ ~ D n = ~ ~ o° D r ~ ~ 7~ ~ ~ Z ~ D ~ c~ = ~ oo N ~ -~ ~ ~ ~ C~ m o o D ~ Z O m Z m O ~ O O ~ v ~ ~ = -+ ~ ~ O Z C7 m C7 m (~ m W r D N v m ~ D ~ = r ~ m ~ n n rn rn ~ ~n n m n m v C ~ ~ v m D cn D C -~ m (~ m n O D ~ G~ D r D n m z O ~ ~ .~ "~ rn O ~ ~ m m m r D Z v - Z - n v z ~ v r - m ~ p m m m o 2 c n = N ~ W O C rn D ~ -i O c~ 2 ~ m r o O O ~ m N z v ~ N v~ A m z ~ r O z ~ ~ lm - z -a m ~ n -i < rn z ~ = ~ v ~ m D z p m T - ~ N ~ ~ D ~ z m tG o ~ ~ z m O ~ ~ ~ rn ° c z m D ~ ~ T ~ - z p T O p ~ -i O v ~ ~ N c D m ~ -i _ ~ -~ D z c ~ ~ ~ O ~ m ~ v~ Rl p ~ o m ~ O m ~ ln c W D c m D ~ ~ ~ m Q c oo ~ r v O 7C u, N v _ O ~ O ~ O Z ~ ~ ~ D ao m m c~ D cn -o Z ~ Z m < D r < - v~ Z 0 m ~ < rn ~ m z v~ ~ O rn z D O ~ m ~ v ~ ?i ~ ~ rn ~ ~ rn ~ ~ c~ o D r ~ ~n r tn D ~ ~ N N ~ m r ~ cA - m '~ v D ~ m ao m m rn A = m m ~ I -i p z 7~ N D n 2 m Z ~ O O z ~ n D m < z u, O z 00 c O ~ -~ ~ cn ~ c ~ cn .~ z 0 c m ~ v ~ ~ m z y ~ c m -~ ~ D p ~ V m ~n = - ~ m Z ~ 2 O p ~ p v z ~ m z m ~ m < ~ ~ m Z ~ ~ ~ m ~ Z o ~ D O T II v m ~ Z ~ ~ n m ~ m m ~ m ~ ~ ~'~ ~ m = N m pv O D ~ ~ o ~ N ° = ~i u D ' n i J ~' n 0 T T N rn m ~ z G7 ~ o ~ m O x X x x x x rn m m Y' D x x x x x x Q m D n x ~ X x x X X X n - X x x X x X x X x x x x X X x x x Z O r D Z m C z rn D Z v rn n c m v m D m Z C Z v z m D c rn W 30 • • n O v m D D D rn m z z n D D r O rn rn Z < C v n ~ ~ ~ C7 ~ (~ ~ C7 ~ n ~ n ~ n (~ n ~ n n n (~ n (~ n ~ D ~ O N N N N N N N N C ~ --- ~ ~ ~ _.. ~ ~ - z ~ ~ D m z 7~ Z ~ D cn ~1 ~ m ~ m ~ C ~ v ~1 m ~v C ~ p ~ m ~v ~ m m ~ p C ~ m 'v -1 = ~ ~ v v v ~7 m = W O x ~ rn cn < o v v -1 ~ ~ v v v v ~ rn ~ Z ~ Z n ~ rn ~ v v (A m v (n ~ D ~ O fn ~ ~ N ~ om O = mm v m fn n ~ m ~ m ~ ~ ~ ~ n ~ m D ~ n m m ~ -{ ~ W D ~ m O =i z Z z Z < m ~ ~ ~ ~ D r' ~ ~ D ~ op D O Z ~ ln ~ D r r fn n ao ~ o ~-r° D v cn ~ m n m z m C = m N v m m ~ ~ N _ Z m C D v --~ m Z n D ~ ~ < m (~ D ~ O Z G~ 4~ 2 n ao ° Cd m r D - to m ~ -< ~n v ~ Z O < m ~v O D ln ~ 2 m ~ ~ o m ~ 7 -~ N C ~ ~n < m ~ m c ~ = ~ = O z v V ~ - O g C) = W O ~•, ~ C r" O m n m O m '- m o ~ C ~ ~ m r D -~ c ~ p m ~ ~ ~ ~ N v v _ T ~ ~n ~ O ~ D ~ ~ = n ~ - ~ ~ m D G) Z ~ rn ~ O z ~ D rn S ~ m m ~ m ~ D ~ ~ m ~ m m ~ N ~ ~ ~ n (~ p ~ ~ r ~ ~ w v ai cn oDo r 0 ~ ~ 0 rn ~ rn O m ~ ~ cn p O ~- m N G = ~ p O z f~ O ~ D r z v C ~ p z ~ - z gy ~ ~ p ~ N v v ~' _~ ~ ~ pDp ~ D ~ ~ ~ ln z p y ~ ~ (p z Z m N ~ z C v ~ ~ ~ I R N ~ ~ ~ ~ < ~ N D ~ D W ~ O ~ Z ~ z p < m z m m ~ D ~ 0 z p C m c i c r ~ ~ cn N z Z T ~ C ~ - z Z tn ~ O z r m ~ n v z ~ ~ ~ ' rn ~ ? m = ~ O O p p z ~ z ~ O m ~ W ~ n tn ~ ~ 0 ~ ~ m ~ N rn ~ c ~ rn ~ ~ m ~ i D ~ v m ~ p ~ 0 ~ z D a ~ c v v_ N ~ D ~ ~ Z v m y r v ~ ~ ~„ ~ N ~ A m 0 Z c~ m z i ~ Z m~m m D ~ ~ m Z ~ -~ ~ C D z m m ~ D z ~ N r ~ ~' v x O x o x x x x O x x r m m X X X X X X D D ~ X X ~ r n m ' v X X X ~ X N X X X X X X X ?C X X X X Z ~_ N D z m C7 c z m D Z v m c m m A c m N 31 • n 0 v rn D n D z D m rn z z n D v D r_ 0 m m Z ~r D Z 0 c c ~ D ~ ~ p O Z '~ -~ Z ~ rn ~ ~ m ~ ~ ~ m O V ~ m v n o n D ~ ~ rn ~ ~ ~ o ~ c ~ v 0' ~ p v ~'' ~ v 6 ai ~ ~ m m O ~ o z c m y m rn m ~v ~ o ~ ~ O ~ ~ ~ ~ < m - z c ~ v~ c ~ ~ ~ m m N v ~ p ~ m rn ~ z D ~ ~ m ~ o z ~ m c ~ o v m o m ~ = m ~ O z ~ - ~ -+ m c - ~ ~ ~ ~ p m n o ~ m fJ N ~ Z - O < rD- D °r° ~ ~ < ~ ~ ~ m N D m ~ ~ ~ m z ~ m ~ D ~ m z o p ~ -I D Z v cn ~ ~ c n ~ ~ ~ ~ r" v = O p ~ ~ TO y m C =I ~ D ~ ~ Z D ~ m ~ ~ ~ ~ ~ ~ ~ ~ ~ N ~ °f vv - O u~i m n x X ~ m m v m v x x x x x x x aQo D n n Z x x x ~ z D Z rn n C Z rn D Z 0 m c m v m D m z C Z v_ z 0 rn A c m W N 32 • STAFFING FOR SURVIVAL A REPORT TO TIC ROANOKE COUNTY BOARD OF SUPERVISORS BY THE ROANOKE COUNTY PROFESSIONAL FIREFIGHTER'S ASSOCIATION APRIL, 1994 • 33 STAFFING FOR SURVIVAL A REPORT TO THE ROANOKE COUNTY BOARD OF SUPERVISORS BY THE ROANOKE COUNTY PROFESSIONAL FIREFIGHTER'S ASSOCIATION APRIL, 1994 During the budget session in the spring of 1994, the Firefighter's Association presented a report concerning staffing issues. The report contained articles and information from NFPA and other sources describing what a fire and rescue department is and how it should work. Information was provided concerning the minimum staffing of fire apparatus. Cost estimates were also included to staff six engine companies, six medic units, two ladder companies and two battalion chiefs 24 hours per day, 365 days per year as well as adding three prevention officers. Information was also provided reflecting the reaction times which exceeded five minutes and overall response times exceeding ten minutes for 1993. Finally, information was included concerning mutual aid responses into Roanoke County by Roanoke City during 1993. A second report entitled, Staffing for Survival- A Reasonable Beginning, was prepared and presented to administrative staff which characterized an implementation program to begin accomplishing the results described in their first report. The performance standards included in the second report suggested that the first responding unit should arrive at the scene within five minutes of receipt of the alarm in 90% of the incidents. The initial alarm assignment should arrive at the scene within ten minutes of the alarm in 90 % of the incidents. The performance standards also reflected the NFPA Fire Protection Handbook's recommended response by number and types of vehicles, personnel, etc. One of the key focuses of the Firefighter's Association recommendation deals with safe staffing of our equipment. This takes into consideration the number of personnel as well as the minimum training/performance levels of the personnel. The NFPA Fire Protection Handbook outlines staffing strategies of four people to respond on an engine or tanker; five people on a ladder truck; and two people on a medic unit. In the Roanoke County system a number of our personnel are designated as paramedic/firefighter and are capable of performing either task when arriving at the scene of an incident. The report suggested full-time staffing of the three highest volume stations (Stations 3, 5 and 9) by providing five career personnel around the clock. This proposal would require an additional 33 positions with an estimated cost of $1.5 million additional dollars. • 34 Their Phase II program would require similar staffmg at Station 2, as well as building and staffmg a station in the Hanging Rock area of Roanoke County. Future implementation should consider the effects of Phase I and II. It would also consider possibilities of regional cooperation. This would allow identification of other problem areas for appropriate coverage, as well as other mutual aid type responses. To offset the cost of this program, it has been suggested that the County consider charging for EMS calls or the possibility of a "fire tax" . This concept would continue to utilize a volunteer system to augment the staffing at the high volume station. The volunteer system would also provide all of the coverage in the more rural environment. • • 35 • • QUESTIONNAIIZE RESULTS 36 QUESTIONNAIItE RESULTS One of the major concerns in measuring the efficiency and effectiveness of fire and rescue operations is the promptness of the response with appropriate staff and equipment. Several factors should be considered. In the case of life threatening medical emergencies such as a heart attack, brain damage can occur if medical treatment is not started within six minutes of the attack. In the case of fire, a small fire in a trash can can "flash over" to fully engulf a room (depending on the fuel and oxygen supply) within six minutes. The several components of measuring this time frame are outlined below: • Incident begins (heart attack, fire ignites). • Recognition -Time it takes to identify the emergency and contact the dispatcher (911). • Alert -Dispatcher announces the incident over the radio and alerts emergency personnel by radio/pager. • Reaction Time -Period of time between the alert given by the dispatcher until the unit (ambulance, fire truck) marks enroute to the scene of the incident. • Travel Time -The period of time taken to travel to the scene of the incident. This time is influenced by the distance, weather conditions, road and traffic conditions, etc. • Arrival -Unit arrives at the scene of the incident. Staff must then get to the victim or pull the equipment necessary to treat the incident. • Treatment -Begin medical process or fire fighting effort. The critical time period of six minutes used in the examples above (heart attack, fire) relates to the entire period of time from the onset of the incident until treatment begins. The Fire and Rescue Department is interested in improving the components of Reaction Time and Travel Time. Reaction Time can be reduced if staff is already at the station and simply has to "suit- up and climb onto the equipment. In the case of volunteers, many respond from home or work when the alert is given. This added travel time delays the overall response time. In order for staff (career or volunteer) to sleep at the station during the evening hours, living quarters (bunk room, bath facilities, kitchen-eating facilities) must be provided. It may become necessary to re ire the duty team to "sleep-in" at the station in order to assure a timely response. • 37 Travel Time can be impacted by the location of the station and its proximity to the majority of the incidents in that service area. Also, specialized equipment such as the Opticom system can improve traffic flow in the path of the emergency ~~~ehicle to maximize the travel efficiency. In addition to the time it takes to arrive on the scene of the incident, it is equally important to arrive with the proper equipment and adequate staff that is properly trained. Too few people and improper equipment can pose safety issues to our staff, the victims and the community. The attached document (Attachment A) reflects the answers given by the volunteer fire and rescue organizations to questions posed by the Ad Hoc Committee. The patterns of the answers seem to reflect the differing view points of urban versus rural departments. The demographics of the service area influence to some degree the number of calls for service and the associated risk for the loss of life or property. Attachment B reflects the Reaction and Response Times of the career personnel who staff six stations, Monday through Friday, 7:00 a.m. to 5:00 p.m. Attachment C reflects the balance of the time (evenings/overnight and weekends) which are generally staffed by volunteers. These tables reflect the actual reaction and response times of each station area by fire or rescue for calendar year 1994. • • 38 Attachment A Questionnaire Results QUESTIONNAIRE ROANOKE COUNTY FIRE AND RESCUE DEPARTMENT AD HOC COMMITTEE RESULTS 1. What does your organization see as an appropriate reaction time goal? minutes. 1 Company 2: 4-5 minutes. Company 3: 3 minutes. Company 4: 3 minutes. Company 5: 3 minutes. Company 6: The current reaction time is svt minutes before second due company is dispatched. This reaction time works well. If its not broke, then don't fiz it. Company 7: (SURVEY WAS NOT RETURNED.) Company 8: 5 minutes. This is a goal we can try to accomplish. We would also like a deduction in time when call is received until dispatched. Company 9: 5 minutes. Start at five to begin with and go to four in a year. Company 10: 5 minutes. This five minute reaction time should be from the time the volunteer tones are set off and not from the time the dispatcher receives the call. This could vary as much as 1-2 minutes. Company 11: 6 minutes. Company 12: 3 minutes. Rescue 2: The reaction time should be as quick as you can make it. The goal we try to achieve is to be on scene in siu minutes. Rescue 3: 4 minutes or less is a reasonable and probably attainable goal which we feel we can usually meet. Rescue 4/10: 6 minutes. Rescue 5: 6 minutes. Rescue 6: 6 minutes. Rescue 7: Before midnight 2 minutes (1800-0000 hrs) After midnight 3.5 minutes (0100-0700 hrs) Rescue 8: 5 minutes. Rescue 9: 8 minutes. Attachment A Questionnaire Results 2 • 2. What ercent of p the time should this oal ~ g met . (Excluding incidents of second emergency calls) Company 2: 100%. Company 3: 80% - a good reaction time is dependent upon several things -weather, time of day, type of call, and distance members live from station. Company 4: 98%. Company 5: 100%. Company 6: This question cannot be answered fairly, because you have to consider time, weather conditions, road conditions, traffic and distance. Company 7: (SURVEY WAS NOT RETURNED.) Company 8: 100%. Reminder -this is a goal we can try to accomplish. Company 9: 90%. Company 10: 100%. Company 11: 100%. Company 12: 90%. Rescue 2: 80%. Rescue 3: We feel that 80 % or more of the time the crew should respond in 4 minutes or less. This may necessitate more accurate recordkeeping at dispatch (in that 3 min. and 4 sec. can show as 5 min. on a time clock). We also question as to whether portable radios are used to mark units in route from bunk rooms, in some organizations. Rescue 4/10: 100%, except for inclement weather. Rescue 5: 85 % . Rescue 6: No answer given. Rescue 7: 90% to 98%. Rescue 8: 100%. I think you should try for any goal 100% of the time. Rescue 9: Undecided. 3. What does your organization feel about in-house staffing by volunteers and how would you promote this? Explain: Company 2: We have not had the need to address in-house staffing by volunteers at this point. Volunteers are now expected to give quite a bit of time and at present levels it may not be practical to pursue in-house staffing. I feel it would be Attachment A Questionnaire Results 3 necessary to increase the department size and also look into a platoon shift duty system and payment for time required at the station. Company 3: At the present time, the system that we operate under is providing more than adequate in-house staffing. It has been working well and at this time no modifications are needed. Company 4: We don't think it is needed. Company 5: We have in-house staffing by volunteers with duty groups Company b: This station does not have the capability for in-house staffing. However, if we had suitable accommodations, the only time I would promote this would be during bad weather, all other times would be strictly volunteer. Company 7: (SURVEY WAS NOT RETURNED.) Company 8: Supplementing volunteers by duty nights or shifts through benefits or pay per night. Company 9: We aze getting out on 91 % of our responses in less than four minutes at the present time. This is an average. The facility is not suitable for both fire and rescue, as long as we can continue to react as we have been we will not have in-house staffing. Company 10: We feel that the 5-6 minute response time is sufficient and in-house staffing is not necessary. Company 11: If you are referring to compensation to volunteers to man a station, ex. Fort Lewis, I feel this would be good. Some of my members inquired if this would be considered as an alternative. Good incentives or compensation to the volunteers could help keep them in the station at night. How to promote, I am not sure. It would depend on the incentives and if they aze directed towazd the individual as an immediate compensation. Before doing, some established guidelines of certification aze needed. Company 12: We currently don't use this and have no immediate plans to. Rescue 2: In-house staffing helps you to achieve faster times. We found by making it a requirement, members aze not as apt to adhere to it. Members coming into the system with the requirement, take it easier. By members, the option with a benefit, they were more apt to conform. Giving them a goal to achieve and challenging them, they worked hazder. Rescue 3: Our organization already has a mandatory sleep-in policy on assigned duty shifts. We require members to (a) sleep-in on their assigned duty night unless there aze already enough members staying in to respond the first run ALS ambulance, at which time they may respond from their residence with the duty team leader's prior consent, (b) in event of a planned absence, contact another member and arrange to switch duty nights with them so as to cover both members' shifts, (c) in the event of an emergency attempt to find stand by to fill their places, AND in every instance notify the duty team leader as faz in advance as possible of an expected missed night or a late amval for duty assignment. Rescue 4/10: Due to volume of calls, it is not necessary. Attachment A Questionnaire Results 4 Rescue 5: We currently have enough people staying in to get at least one truck out. This would probably work better if there were better sleeping and showers (i.e. locker rooms). Rescue 6: Will not plan or implement asleep-in requirement. Rescue 7: Station 7 Rescue has already implemented mandatory duty team sleep-in 2 1/2 yeazs ago. Rescue 8: Afternoon hours are fine. It gives them time to check units and drugbozes and do other duties assigned to them at the Station. However, sleep-in at Bent Mountain never has and probably never will be accepted on a regular basis. If bad weather is called for, the duty team and others not on duty generally sleep-in, but on the average night they do not when in all likelihood you don't get a call on your duty night after 11:00 pm for a month or two. Rescue 9: If the staffing is adequate and you don't have to run but once every 6th or 7th night, it's okay. But when you run every 4th night, then people get tired and feel their homes are being put on hold and they slack off to be at home. 4. What does your organization feel could be done to decrease the number of incidents where a reaction time exceeds four minutes? Explain: Company 2: Several yeazs ago, our organization established a duty team system which • provides a team of firefighters who are responsible for any call between 10:00 p.m. and 6:00 a.m. Each team has an officer as the team leader who manages his team and reports directly to me the reason if and when we fail to react within 4 to 5 minutes. This team system has helped our department maintain reaction times within our goal. Company 3: Educate dispatchers on how to better screen calls and eliminate the non- emergency calls (trouble alarms, trees down, wires arcing, accident unlmown injury). Company 4: More daytime volunteers. Company 5: More staffing Monday -Friday daytime paid; better recruitment of volunteers for nights and weekends; and better bunk room facilities. Company 6: We are very fortunate at Station 6 to have members that live and work close to the station. In most instances we can reach the four minute goal. Company 7: (SURVEY WAS NOT RETURNED.) Company 8: To have in-house staffing. Also feel that in order for us to decrease the number that it has to start at dispatch also. Company 9: The only way we can decrease our reaction time is to have standby nights. Also refer to Question 3. Company 10: We feel that the reaction time is satisfactory at this time. Company 11: To decrease the number of incidents where a reaction time exceeds 6 minutes we should provide incentives for the volunteer (s) to man the station vs. hiring full-time cazeer personnel. As heard in a Rescue Chiefs' Board Attachment A Questionnaire Results 5 meeting, there seems to be no policy on when the six minute starts. Since this starting point is viewed differently how can we really judge our reaction to calls. Company 12: Sometimes it is hard to get out under four minutes, i.e., Sunday mornings, holidays. We aze currently planning a membership drive. By increasing our membership, we hope to have more people available on the days we normally aze short-handed. Rescue 2: Encourage members to be available to handle calls. By challenging the membership, the people who aze true members come forwazd then by peer pressure. The others move up or drop. Rescue 3: Have crews that do not have in-house staffing institute these requirements. Paid personnel will not be able to get out of bed any quicker than volunteer; in the middle of the night. Granted this will take a lazge commitment from each crew, and we acknowledge that this is very demanding on the members and their families. However if the victim was someone in their family, they would want to reduce the delay of caze as much as possible to ensure the best chances for survival and/or a favorable outcome to recovery. Rescue 4/10: Since Chiefs' Boazd voted on keeping 6 minutes. What is purpose of this question? Rescue 5: 6 am - 6 pm cazeer staff -this would cover the most difficult times of 5 - 7 am and 5 - 6 pm. Rescue 6: Do not agree with four minute measure. Rescue 7: (Recruit problem) -need more personnel (who aze able to drive) during 5 pm - 7 pm daily. Refusal of EMT Firefighter in station at time of call. Refuse to assist response. Rescue 8: Not much more can be done. Our members already drive faster than they should to get to the station and mandatory sleep-in won't be done. However, it would create more free time to spend running calls for some if we didn't have so many meetings to go to and all the surveys to fill out. Maybe instead of the County always asking for more from the volunteers because your "best is just not good enough", they could layoff a while and let the volunteers do their jobs. Rescue 9: Increase volunteers with recruitment and retention. Make it look more attractive to be a volunteer. Just like advertising for NEW employees. Incentives. 5. Does your organization have a mandatory sleep-in requirement for members of a duty team or individuals? Are there plans to implement such a requirement? If you require sleep-in duty, how well has it worked? Explain: Company 2: Our department has no mandatory sleep-in policy at the present time and has no immediate plans to implement such a policy. We do have sleeping quarters with the capability of sleeping 9 firefighters. We do on occasion have 2 to 3 firefighters sleep-in. • Attachment A Questionnaire Results 6 Company 3: No. Not at this time. Company 4: No. No. Company 5: No. No. We do not have mandatory sleep-in. We recommend sleep-in on a volunteer basis. We have 90% sleep-in. Company 6: I refer you to Question No. 3. This is a "Volunteer" organization, we would not make it mandatory that members sleep in the station. Here again is the push for a full paid staff. Company 7: (SURVEY WAS NOT RETiJRNED.) Company 8: No. No. We feel that the general public has never complained to our department about our response times and until that occurs then we maybe would look into this. Company 9: No. No. Company 10: No. No. We do not require sleep-in duty. Company 11: No. Yes. At this time due to a small number of calls, a mandatory sleep-in policy is not required. But the option to sleep-in is available. During severe weather conditions the station has been manned with members sleeping in. When the transporting side of the rescue is implemented, a mandatory sleep- in may be needed. Company 12: No. No. Rescue 2: No. Not as a requirement. We do not have facilities to have sleep-in and also have restrictions for sleeping on couches. One version we talk about and members were comfortable with was if you could not respond within a defined timeframe you would have to stay in. Rescue 3: See Question No. 3 above. Rescue 4/10: Negative. Negative. No facility available. Rescue 5: No. Most of our people on duty stay at least enough to get one rescue unit out. For the most part this works well. • Rescue 6: No. No. Rescue 7: Yes. Having individuals sleep-in is not problem -the disrepair and lack of privacy in bunk room -beds in poor shape -heaters & AC's do not work most of the time. Supposed to have been repaired with CIP -nothing has been done. Largest complaint about sleeping-in is beds and condition of bunk room. Rescue 8: No. No. See Question No. 3 above. Rescue 9: Attempt is made. We take this on a day to day basis depending on job schedules. Not enough volunteers to enforce such a policy. Attachment A Questionnaire Results 7 6. How would your organization feel about reducing the time before a second page is given for a call from six minutes to five minutes? Explain: Company 2: I see no benefit in reducing the time lapse for a second call. It is my feeling that too much fire apparatus now responds on most all alarms in the County - a reduction of the time for second call would usually double the response when practically always first due companies respond within the first call or very shortly after. Company 3: We would support the time reduction, providing dispatch would follow the set procedures. Company 4: This would be acceptable. Company 5: We agree with the five minutes to give better service to citizens of Roanoke Counry. Company 6: Refer to Question No. 1. I refuse to ask any member of my department to risk his life, lives of citizens, driving records, personal property, just to cut one minute of time, unless you have the authority to exempt us from prosecution. Company 7: (SURVEY WAS NOT RETURNED.) Company 8: This would be agreeable if this is pertaining to a second emergency call. Company 9: We aze appazently using two different reaction times. Some dispatchers are using the pre-tones. Some use the actual times when the pagers aze activated. We need to use the same for everyone. We have no problem going to five minutes. Company 10: We feel that six minutes should be sufficient, providing the call is timed from the time the volunteer tones aze set off to the volunteers. Company 11: We would not want this reduction. We are fortunate to meet a large percentage of our calls within the six minute reaction time. Most of our members cannot respond to the station in less than five minutes. To reduce this reaction time could cause members to take undue risks to answer a call. Company 12: We wouldn't have any problems with it, if four minutes is the goal. Rescue 2: To encourage quicker response, reduction of page time. A given time in stages would allow organizations to comply with standazd. The counter is activated of another group when not needed, the "cry wolf syndrome." Rescue 3: This question probably brought more discussion than all the other questions combined. First the dispatchers need to all be E.M.D. trained to be able to render aid to the victim or a bystander over the phone. We have azeas with 9 to 11 minute response times in our own first run azea, 25 to 30 minutes in some sections of our second due azea. Coupled with a 3 to 4 minute reaction time puts the patient at considerable risk. There were suggestions made for a ring down system to fmd out by phone what the status of the responding crew was at the three minute mark so dispatch would know how to react in a given situation. There was also a plan put forth to have a second page for a call and astand-by call for the next due crew. (Example, at three minutes if RS8 Attachment A Questionnaire Results 8 has not responded to an ALS call the tones would be set out for RS8 as second call and RS3 to standby in order to open pagers and make the next due crew aware that they might be needed so when the 6 minute mark came up they could respond almost immediately rather than wait 3 or 4 minutes longer). This was not proposed for BLS calls that may not have as critical a need, and in which case you would be cancelled after getting up at 03:27 and driving two blocks for a sprained ankle or flu symptoms. These requirements are somewhat conditional on a mandatory sleep-in requirement, and some crews may still have to get out of bed 2 or 3 times every night just to be turned back. Rescue 4/10: Not applicable. Chiefs' Boazd voted to keep six minutes. Rescue 5: This depends on the type of call. We don't feel the possibility of dispatching second due the same time first do would work very well. If one truck is already out it may be better to let them advise control if they should go ahead and send second due. Rescue 6: The Rescue Chiefs voted to retain the six minute reaction time. We do not wish to wake up second due people needlessly or to be awakened by neighboring crews needlessly when they have not responded. Rescue 7: (NO RESPONSE GNEN) • Rescue 8: Okay by me. However, didn't the Chiefs' Boazd vote to leave it the same a few months ago? When o~u asked them. Rescue 9: From what is the beginning letter of this questionnaire that is already being done if your times are correct. 7. Describe the minimum staffing required to respond each type of service vehicle in your company including the minimum number of people and the minimum level of training of each. Company 2: Minimum manning level is 3 firefighters per apparatus. Training levels aze those set by County policy. IN addition, we require ail new members to be checked-out on each piece of apparatus by the training officer or other officer and must be cleazed by me before riding appazatus - no 2 probationary members can be on the same truck. Company 3: Pumper staffing -Minimum 3 -driver, officer (or senior firefighter), firefighter Ladder staffing -Minimum 3 -driver, tillerman, officer (or senior firefighter) Firefighter Minimum Training -Rookie Orientation, FFI, Ladder Co. Operations Officer Minimum Training -Rookie Orientation, FFI, Ladder Co. Operations, EVOC Pumper Driver -EVOC, go through Co. 3 provided pump school and pass written and practical tests. Minimum of 10 hours non-emergency driving time and pass an over the road check ride. Ladder Driver - EVOC, go through Co. 3 provided aerial operators course and pass written and practical tests. Minimum of 10 hours non-emergency driving time and pass an over the road check ride for each drivers position. Company 4: 3 people for pumper. 3 people for tanker. Must have minimum Fire Fighter I. Company 5: Pumper: Driver - EVOC Officer or senior firefighter Attachment A Questionnaire Results Firefighter -State required Firefighter I Firefighter - Firefighter I or Probation Member Ladder Truck: Same as above other than two drivers with EVOC and checked off to run on ladder. Brush Truck: One Driver with EVOC, one firefighter Company 6: Engine 6 -personnel could number from two to six. Tanker 6 -one or two personnel. Utility 6, Haz-Mat 6, Caz 6, Brush 6 - members as deemed necessary for the incident. Please note, all drivers must hold EVOC certification. Company 7: (SURVEY WAS NOT RETURNED.) Company 8: Wagon 8 - 4. Tanker 8 - 2. Brush 8 - 2 9 Also, we recommend by County SOPS that all operators need to be certified EVOC and firefighters need to have Firefighter I before responding on incidents. Company 9: W- 9, E - 9: 3 each. T- 9: 2. A - 9: 2. S - 9: 2. B - 9: 2. Drivers: Must have EVOC, take a series of three tests (equipment, pumping operations, and driving), must be off one year probation, must meet all Roanoke County standazds (SOPs). Firefighters: Meet Roanoke County physical (medical) requirements, must be Firefighter I in 18 months per Roanoke County standazds, can only enter burning building with experienced firefighter for a period of time until we feel that he can perform the task to be done. Officers: Must have Firefighter III or above. Existing officers must have 16 hours officer schooling yeazly. New officers must have 32 hours officer schooling per Roanoke County standards. Company 10: We require a minimum of Firefighter I and EVOC approved driver training. Wagon 10 3 persons Tanker 10 2 persons Engine 10 2 persons Brush 10 2 persons Utility 10 2 persons Caz 10 2 persons This in addition to any persons responding directly to the scene in personal vehicles. Company 11: .1st Pumper: Allows for six and should be manned by four. Each should be at least FFI or II. One should have some officer experience, training and all should have EVOC. Brush Truck: Allows for three and should have two. Each should be at least FFI or II and have EVOC. Caz: EVOC. - Attachment A Questionnaire Results 10 Ambulance: (When on line) -should have at least three. One or two should be at least EMT or Shock Trauma. One should be a Cardiac Technician. 2nd Pumper: (Reserve) -allows for four and should be manned by three. Each should be at least FFI or II and have EVOC. Company 12: Pumper - 3 people - 1 Driver 1 Firefighter Brush - 2 people - 1 Driver 1 Firefighter Caz - 1 person if EMT trained Rescue 2: Our organization has a minimum staffimg of two for ambulances and a maximum of four unless a justifiable reason exists. All front run ambulances (4) aze ALS equipped, but must at least have one person who qualifies as an Attendant-In-Chazge and a certified operator. ALS units aze classed as B/C units. Squads must have at least two members certified under our Squad Policy with a maximum of five. Riders must have had vehicle experience and show proficiency with all equipment carried. Operator must have Class III EVOC and road certification, plus be certified as a rider. Rescue 3: This answer is not as easy as it might seem. First off all of our active members are required to be EMTs. Also all members over 21 are required to be EVOC certified unless the County insurance company has flagged them to be uninsurable and they may not drive. All of our ambulances aze capable of ALS procedures. However, an ALS ambulance only has to have a cardiac tech or medic on board if the patient is given ALS caze (a code can be worked BLS in an ALS vehicle if no tech is present). We prefer that all responses by units from our station have ALS personnel on board whether tt be an ambulance or the crash truck. Minimum staffimg is governed by the personnel at hand. Aa ambulance may even respond with 1 member (driver) if it is confirmed that there are enough personnel on the scene or in route directly to the scene to handle the call. Example, if there is a 10-50 PI and an additional ambulance is requested, and there are a half dozen members on the scene in privately owned vehicles then the unit may respond with one member on boazd without having to wait for one of those members to drive from the scene back to the building just to ride back to the scene again. The same theory is used for the squad. If RS7 calls for an additional set of jaws and they have ample manpower on the scene of an accident, then the crash truck may be sent to the call driver only if sufficient manpower has been confirmed by radio. Other than these instances, we expect every vehicle to have two members minimum prior to leaving the station, preferably three to four on an ambulance. Rescue 4/10: Minimum staffing, one driver and one EMT. All members have EVOC and are an EMT. Rescue 5: ALS Unit - EVOC driver (preferably EMT) ALS Attendant BLS Unit - EVOC driver Squad - EVOC driver (vehicle extrication) at least 1 more vehicle extrication certified person Rescue 6: No answer given. Rescue 7: Minimum 2 personnel at all times, EMTs. Only 2 days a week do we have a medic or CT if an ALS call is dispatched. Two EMTs respond and request ALS assist. Cleazbrook's QA committee is also working on this problem. Rescue S: This is pretty basic. Rescue 9: 2 -would like 3 -BLS. Same for AIS, except one has to be an EMT/EVOC driver and 1 has to be an ALS Provider. - - Attachment A Questionnaire Results 11 8. What is your organization doing to increase the number of volunteers and how well is it working? Explain: Company 2: We recently advertised for members in our annual fund drive letters mailed out in October. We have had several applicants as a result of this advertisement. We encourage our present members to solicit friends and co- workers which remains to be our best source of members Company 3: By utilizing the new County volunteer coordinator and our company's p.r. committee, a short video presentation, with a secession for questions and answers can be given to churches, schools and other civic organizations with the hopes of getting new members. Company 4: Presently our members talk it up to friends and acquaintances. Obviously, it is not working too well. Company 5: Membership committee and members' word of mouth. Needs to be better, but we aze not short members, always need new members on board. Company 6: We have a very active membership committee who follows all leads for new members most aggressively. Company 7: (SURVEY WAS NOT RETURNED.) Company 8: Constantly trying to recruit people. We aze able to maintain a 20 member roster. Company 9: At the present time we have 24 active members. Our roster can go up to the 35. We have three people waiting to become members. The Department does not have anymore protective clothing for any more members. Company 9 is very selective on the people that we let become members. We think that if you aze selective, you will get better people. The better people will stay with you. We also do not have a lazge turnover in personnel. Company 10: Currently holding Open House, soliciting applications, and local advertising. With the current retirement program and recognition of service awards as incentives. Company 11: We send a newsletter out twice a year to the community. In each issue, we update on working projects and committees and we invite new members. We also advertise on a permanent display sign in front of the station. We also conduct talks at the civic league meetings, school events and other functions within the community. We play Santa Claus to one neighborhood each Christmas. For some reason the citizens are not overly interested in being a part of this type of activity and do not strongly respond. However, we have had some response membership needs and have become members. Company 12: Currently using "tent" cards in businesses and posters provided by EMS Council. We have gotten a few responses, but not many. Rescue 2: Word of mouth (advertising). We also offer an extensive benefit plan. Also using associate membership and flexible scheduling has helped. Membership November 1, 1993 - 21 Membership November 1, 1994 - 52 __ ___ Attachment A Questionnaire Results 12 Rescue 3: We have tried to stimulate interest by visiting the local schools, by offering tours for Scout Troops, by making ourselves visible at football games and other athletic events wherever the local school teams play. If young people can be introduced to EMS when they aze in high school, some of them will stay with it later. In which case, part of the training is already done. Several have even been influenced towazd a cazeer in EMS or health care provider related fields. Rescue 4/10: Open House, Recruitment, Newsletter. These things aze working exceptionally well. Rescue 5: Getting ready to meet with Amy Shelor to set up something. We also devote a pazagraph in our fund drive letter. Rescue 6: We promote our organization by doing stand by and making public appeazances as requested. It is hard to recruit new members when we explain what is required by the State of Virginia and what sacrifices must be made by each individual. Rescue 7: Mostly word of mouth. Recruiting from EMT classes. Rescue 8: Word of mouth mostly. Generally people who take the initiative to stop in and ask to be a volunteer make the better ones. If you go out begging for help, it is pretty hazd to convince them to take the training and put in the time. We have put up signs in our stores before. Rescue 9: We have advertised on Satem Cable. Flyers in different stores, has had very little response. 9. What is being done to retain your existing volunteers or what would you suggest to improve our success in this matter? Explain: Company 2: We presently offer 2 social events annually to rewazd our members and families - 1 at Christmas and 1 installation of officers banquet and dance. In addition, members receive a $25 food gift certificate from the Town of Vinton at Christmas time and a free town decal yeazly (members who live in the County receive a County decal). A couple of suggestions would be to increase the LOSAP benefits and to set a lower personal property tax rate for members of volunteer organizations. Company 3: Additional benefits would help retain and recruit, too, but not cash payments. This carries a stigma and could even have negative tax consequences. The benefits could take several different forms, such as substantial personal property tax breaks, recognition of service anniversaries, awazds, or achievements in the media, and/or enhance pension and insurance(s). Company 4: In order to retain our existing volunteers, we must keep reliable, updated equipment and vehicles. Company 5: Make members feel wanted. Need something from the County to make volunteers feel they aze getting something from the County, better tax races for volunteers might work. Company 6: Our department is a close knit family oriented organization; however, old and Attachment A Questionnaire Results 13 . new members need and expect a place to relax, entertainment, and a training area to prepaze themselves for their duties, which we do not have. However, the company awazds members with a "Fire Fighter of the Year" awazd, "Most Runs Answered" award service pins. Roanoke County can also assist with increasing our retirement as money allows you to do so. This has been very helpful in retaining some volunteers. This question and Question No. 8 are the only two that make any sense to the volunteer system. Company 7: (SURVEY WAS NOT RETURNED.) Company 8: Try to keep their morale and interest at a high level and also feel they have completed step of retaining volunteers with hiring of a coordinator . (Hope that it's not too late.) Company 9: The current retirement plan and the County paying for one County decal. What could be done is to pay the personal property tax on one vehicle, go to pay per stand by, or pay per call. Company 10: We have NO problem retaining volunteers. Company 11: This is a difficult area because many of our members seem to be more diverse in their culture and lifestyle. We try to make our members feel wanted and needed. We have a pot luck supper about every three months for the membership and their families. Last year we started a member and officer of the year award. This yeaz we added a reserve member of the yeaz award. Some suggestions County-wide is to consider increasing the retirement compensation; a tax break on personal property; sponsor gatherings or outings; establish a recognition day for Fire & Rescue members (Henry County does this); newsletter with information of interest to all (County and State, legislative issues); more acceptance and implementation of recommendations by the Chiefs' Boards; allow those recommendations, if accepted, to work without the feeling "it was approved today but it will changed tomorrow, why make a decision". Company 12: We try to keep a family atmosphere around the station and have little casual outings, like hotdogs and hamburger dinners, picnics, volleyball, etc. We also try to keep everyone involved in the station as much as possible. Rescue 2: By challenging and offering benefits, you are more likely to retain members. Today's lifestyle tends to draw attention towazd diversity. Our service tends to draw high energy individuals but the rules and constraints drive them away. Rescue 3: I notice that in every other question you want to know just what my organization is doing to solve a problem. And in this case you want to know how WE can retain members "what can we do together." I hope this means the committee intends to implement a plan to retain members in the volunteer organizations. Several years ago the County set up a retirement plan which was some help, although it did not give full credit to those who had been serving the public for the last 20 years. Many of these people were neaz retirement age anyway. It gave those members with a dozen yeazs or so of service something to look forwazd to. Most members aze not looking that faz down the road and many only stay in for 4 or 5 years. Some move away after college or due to the job mazket. Obviously, outlook is more important than income or we would not be where we aze now. It is, however, hard to predict what will keep members in the organization. Attachment A Questionnaire Results 14 Consistent leadership comes to mind, fairness in enforcement of policies, a striving for improvement, both personal and for the entire crew, the giving of quality service to the community. It seems these things give the organization the reputation that will hopefully help to attract and retain its members. As far as some other form of compensation goes, I do not have the answer. Rescue 4/10: The car used to respond to calls (personal vehicle) should be property tax exempt. Rescue 5: The County retirement plan, free decal from County. Maybe if property taxes were done away with or reduced to members. Rescue 6: No answer given. Rescue 7: Contact me for response. Rescue 8: County retirement fund, secret pal program, call of the quarter program, awazds and dinners at the end of the year, picnics and socials throughout the year. County could try to promote the pride in being a volunteer instead of telling them or letting them be told by County employees they aze not professional. Rescue 9: We supply a work uniform and a dress uniform, winter and light weight coats, appreciation certificates. Have looked at having a "crew member" of the month with some type of token. We give ink pens with crew name, hot/cold cups with crew name, appreciation gift at yeazly banquet. 10. How well do you feel your organization is meeting the needs of the citizens in your service area and how do you measure this effectiveness? Explain: Company 2: Our department is meeting the needs of community as we can note that no major losses have occurred the last several years. We have experienced some difficulty in responses between the hour 7:00 a.m. and 8:00 a.m.in the morning. This is being addressed by changing the work hours of our career personnel. Company 3: Company 3 provides top level service to the citizens of our district. We aze not perfect, granted, but with the budgetary and political restraints we deal with, we do an exceptional job. Company 4: I believe we are adequately meeting the needs of the community. The citizens have not registered any complaints with us. Company 5: Feel we are doing the best we can of Fire and Rescue. Have not had complaints from the public. Have good response times, good saves on fires for amount of fire calls. Company 6: Since this department was founded in 1955, you can feel free to question any resident of Mt. Pleasant as to our performance in fire protection and you fmd very, very few negative comments. At times we have gone beyond the call of duty, assisting the owners in clean up after a fire, clean up after service calls for flooded basements, even retrieving pets and livestock. Company 7: (SURVEY WAS NOT RETURNED.) Attachment A Questionnaire Results 15 Company 8: On a scale of 1 -10, we feel that we would rate a 9 due to the support and compliments from our community. We would also remind everyone that in the last survey completed, the fire and rescue rated #2 for services to the County. Company 9: We have not heard of any complaints from the citizens of West Roanoke County. The only complaints I heaz aze from the cazeer personnel (some not all of them). We cannot measure the effectiveness of our service at this time. Company 10: We feel that we are meeting the needs of our citizens 100%. We aze in the process of conducting a survey of the citizens in our service azea to get their feelings of the emergency services provided by the volunteers. Company 11: We feel we aze meeting the citizens' needs except in the rescue side. In the azea of EMS we are only providing the immediate patient caze and not the total (follow through) need because of not having an ambulance to transport. With the transporting program, we will be able to interrelate with the citizen more and they with us. They will remember to support the organization more. We have had feedback that when our citizen has been transported by another organization, that organization has received a contribution and we may not have. Our measurement of effectiveness is evaluated on the comments, letters, cards and attendance of fundraising functions. Company 12: As Chief, I've had the opportunity to speak at civic clubs and other clubs. By the responses I've heazd there and by letters we get, yes, we aze meeting the needs. Rescue 2: We can only attempt to meet the needs of the citizens. We can only perceive what the needs might be. To measure effectiveness, you can only look at the data provided and use comments you receive both good and bad. Rescue 3: The most direct method of measurement I suppose is the call analysis report. Although it has some inaccuracies. Calls are logged by what azea they were dispatched in, and not by who handled the call. Example, rescue calls show for Station 11 but were answered by either 3 or 8, the report doesn't show how many were answered by which crew. But it is the best we currently have. Reaction times are shared with the general membership at meetings. Duty teams aze somewhat competitive at having the best reaction times within the crew. Over 180 ONE HUNDRED EIGHTY times last yeaz we emptied our building by handling three calls at a time. Many of the multiple calls were in our azea, but some were to back up a neighboring crew, and a large percentage of these were ALS units with a tech and one or two EMTs on boazd. I suppose the response by the citizens to fund raising projects can be used as a yazdstick to measure the degree of confidence which they place in our ability to serve them. Some may judge past experience or by the report of a friend or neighbor who needed help in the past. Rescue 4/10: Positive feedback from community. Good attendance at Open House. Rescue 5: We feel we aze doing a fairly good job -there is always room for improvement (more AI.S people, faster times, etc.). Rescue 6: We meet our community needs as best as possible. We evaluate this by the feedback we receive from our community members as in word of mouth, telephone calls and thank you cazds. Complaints are handled in a timely and professional manner and appreciation is shown to all. ----~ - --- Attachment A Questionnaire Results 16 Rescue 7: At this time we are meeting their basic needs and with the increased numbers of members and ALS providers it will continue to improve the next 12 months. Rescue 8: Very well, We have only had one complaint in the 3 years I have been chief and it did not hold much water according to Chief Light. We aze a close knit community and word of mouth makes or breaks us. Evidently the County thinks there is a problem but the only official report of a survey done a couple of years back gave us a 98 % approval rate. If the County doubts this maybe they should do another survey. Rescue 9: (NO RESPONSE GIVEN.) • • Attachment A Questionnaire Results 1~ MISCELLANEOUS COMMENTS: Company 6: Tell me, Mr. Chambliss, how do you feel we could better service those we are sworn to protect? In closing, its my opinion as the new chief of Mt. Pleasant Volunteer Fire Dept., that this ad-hoc committee and John Chambliss need to focus on existing problems instead of creating more and new problems. Since this committee was formed, I have made numerous calls, written letters, taken time away from my job, just to reply to the Ad-Hoc Committee recommendations. I am requesting that this committee report all recommendations to the Fire and Rescue Chiefs' Board directly where they can be openly discussed and evaluated to the satisfaction of all chiefs. • • • 0 a o R 0 +1 C b a A 1 a a 4 ~~ N 0 e J b 3 a n b H H n T 3 2 H m b c H H O 2 Z M L=1 • 0 a .. o r. ~o ' o N y M~ Z ~ c ~ ~ ~ fi a ~ b ~~ b A `O O ~o Z 7 H ^H J 3 C=f Z H n b C H H 0 "Z. z M -~ .Y: ~ ~ <~; * Hired Volunteer Coordinator to manage the volunteer program * Hired six part-time paramedic/firefighters to fill weekend position at Fort Lewis Rescue. Volunteers provide an EMT/Driver. * Converted Deputy Chief position to two full-time paramedic/firefighter positions. * Equipped remainder of fire/rescue stations and EOC with emergency generators. * Installed Opticom emitters on 35 emergency response vehicles. * Completed upgrade ofself-contained breathing apparatus ;~,~ and started required bottle replacement. ~ ~~~~~~ ~~~~~~ ~~~~~~ ~ ~ :~ ~~ ~~ * Received apparatus for Mason Cove Fire Station that was ordered in FY 93-94. ~ Purchasing two ambulances for Cave Spring and Fort Lewis. * Purchasing fire apparatus for Cave Spring. * Increased training funds for EMS related classes. * Replaced all overhead doors with energy efficient doors J >~ Y~ ~~ 4~~~~~ W ~~ 4P~ g ti M O~q ~_ ,aTM Roanoke County Fire and Rescue Department Budget Request FY 95-96 i Fire and emergency medical services response, hazardous materials response, specialized rescue response, disaster response and recovery, fire inspections, fire investigations, plans review, providing training for 600 people, computer-aided dispatch, and vehicle and building maintenance. ~~ Personnel 600 Volunteers • 54 Career Personnel 6 Part-Time Paramedic/Firefighters Stations • 7 Combination Fire/Rescue Stations :• 3 Fire Stations -County 1 Vinton • 1 Rescue Station -County 1 Vinton 17 Pumpers 7 Pumper/Tankers 3 Ladder Trucks 10 Brush Units 1 Foam Unit 28 Ambulances ~ 7 Medium Duty Squad Trucks 1 Heavy Duty Squad Truck 1 M b' I A' U 't 1 Mobile Command o i e it ni Unit 2 HazMat Vehicles ~~s~ o~, ~RTM4' 0) Z OS O H 1992-1993 9°b increases 1993-1994 5°~ increase 1992 1993 1994 ®AI~ Year o F~F A~ ~ 5 9 tl ~ ~i 2500000 ~ 2000000 O ~ 1500000 a +? 1000000 O H 500000 1990 1991 1982 1893 1894 1896 PERSONNEL ®O PERAT/NG ^CAP/TAL Fiscal Year ,99,99, 28°~ Increase 1991-1992 9°h decrease 1992-1993 3°h increase 1993-1994 15°,6 increase 1994-1995 8°~ increase C~i ire ~~~~ r~ ~r January, 1994 -Present Arson or set fires :~ Bombs/explosive devices :~ Criminal activities :~ Court Appearances ~. Illegal occupancy ~~ Total estimated dollar loss 58 14 25 27 1 $1,424,150 / I i ~ / / / / ~ / / ~ / / /~ APPARATUS AMBULANCES ....................................................................................................................................................................................................... $400,000 ............................................................... FIRE APPARATUS ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ..................................................... .... $2,300,000 ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... . ............................................................................................................................................. ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... ....................................................................................................................................................................................................... .................................................................................................................................................................................................... Total Addback ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... ............................................................... $2,700,000 ERSO'NNEL FIRE INSPECTORS (2) ............................................................................................................. SECRETARY -PREVENTION . ............................................................................................................. DATA MANAGER-RECLASS FIRE INSPECTORS -RECLASS ASST TRAINING OFFICER/EMS FIREFIGHTERS (13) -RECLASS LADDER TRUCK STAFFING PARAMEDIC/FF (4) -RECLASS 12 HOUR STAFFING $106,674 .............................. $23,390 .............................. $2,908 .............................. $3,658 .............................. $67,853 .............................. $29,304 .............................. $154,355 . .............................. $13,881 $91,209 $493,232 'OPERATIONS ADDITIONAL FUNDING -BUILDING MAINTENANCE ................................................................................................................................................................................................ $18,500 ............................................................... ADDITIONAL FUNDING - CO 12 -FIRST RESPONDER ................................................................................................................................................................................................ $3,000 ............................................................... ADDITIONAL FUNDING -GAS/OIL ................................................................................................................................................................................................ $5,000 ............................................................... ADDITIONAL FUNDING -RESCUE 11 ................................................................................................................................................................................................ $9,000 ............................................................... ADDITIONAL FUNDING -SERVICE AIR UNITS ................................................................................................................................................................................................ $2,000 ............................................................... ADDITIONAL FUNDING -TEST LADDER 2,3,5 ................................................................................................................................................................................................ $1,500 ............................................................... ADDITIONAL FUNDING -VEHICLE MAINTENANCE ................................................................................................................................................................................................ $30,000 ............................................................... ENCLOSE CAB - W20 & E9 ................................................................................................................................................................................................ $52,000 ............................................................... FIRE HOSE ................................................................................................................................................................................................ $33,046 ............................................................... FURNITURE ................................................................................................................................................................................................ $16,378 ............................................................... GAS DETECTORS ................................................................................................................................................................................................ $6,750 ............................................................... HOSE EXPANDER ............................................................................................................................................................................................... $6,000 ............................................................... INTERCOM HEADSET - 2 PUMPERS ................................................................................................................................................................................................ $6,000 ............................................................... MED RADIOS ................................................................................................................................................................................................ $12,000 ............................................................... MISCELLANEOUS REPAIRS & UPGRADES ................................................................................................................................................................................................ $24,200 ............................................................... MISCELLANEOUS RESCUE EQUIPMENT ................................................................................................................................................................................................ $19,350 ............................................................... MONITOR/DEFIBRILLATORS ................................................................................................................................................................................................ $100,170 ............................................................... NETWORK ALL FIRE AND RESCUE STATIONS ................................................................................................................................................................................................ $42,285 ............................................................... PAGERS ................................................................................................................................................................................................ $55,096 ............................................................... PHYSICAL FITNESS TEST VALIDATION ................................................................................................................................................................................................ $10,000 ............................................................... PORTABLE RADIOS ................................................................................................................................................................................................ $80,750 ............................................................... PROTECTIVE CLOTHING ................................................................................................................................................................................................ $92,611 ............................................................... REPLACE MISCELLANEOUS EQUIPMENT ................................................................................................................................................................................................ $115,570 ............................................................... VENTILATION SAW ................................................................................................................................................................................................ ................................................................................................................................................................................................ ................................................................................................................................................................................................ $2,000 ............................................................... ............................................................... ............................................................... ................................................................................................................................................................................................ ................................................................................................................................................................................................ Totai Addback ............................................................... ............................................................... $743,206 Printed by Mary Al;.en /,ADM01 4/04/95 --------------------------------------- From: Art LaPrade / PFRO1 To: Mary Allen / ADMO1 Subject: Board Meeting --------------------------------------- ==NOTE====------=====4/03/95==2:05pm== The Communications Officers to attend the Board meeting next week ref. the recognition of National Telecommunicators Week will be: Rosin Boston Cathy Bliley Michelle Corl That is the 3:00 p.m. session isn't it? 4/ 5/95 MA Doug Sweetenberg called and said he would be glad to do the invocation for the April 11 meeting. He said he was a minister but when I asked him if he wanted me to put that on the agenda, he said that it wasn't necessary, just put F. Douglas Sweetenberg, Sheriff's Office, or just Doug Sweetenberg. Brenda O~ pOANp,1.~ ~ ~ z c~ o az 1838 MARY H. ALLEN, CMC CLERK TO THE BOARD ~.~~xxY# .~~ ~~xxr~.~.~e P.O. BOX 29800 5204 BERNARD DRIVE ROANOKE, VIRGINIA 24018-0798 (703) 772-2005 FAX (703) 772-2193 April 12, 1995 Ms. Lynn Winterich, Team Coordinator Cave Spring High School Junior Varsity Soccer 1616 Strawberry Mountain Drive Roanoke, VA 24018 Dear Ms. Winterich: BRENDA J. HOLTON DEPUTY CLERK At their regular meeting on Tuesday, April 11, 1995, the Roanoke County Board of Supervisors unanimously approved the request of the Cave Spring High School Junior Varsity Soccer for a raffle permit. The raffle will be conducted on May 12, 1995. The fee has been paid and your receipt is enclosed. You may consider this letter to be your permit, and I suggest it be displayed on the premises where the raffle is to be conducted. The State Code provides that raffle and bingo permits be issued on a calendar-year basis and such permits issued will expire on December 31, 1995. This permit, however, is only valid on the date specified in your application. PLEASE READ YOUR APPLICATION CAREFULLY. YOU HAVE AGREED TO COMPLY WITH STATE AND LOCAL REG ULATIONS AND FAILURE TO COMPLY MAY RESULT IN CRIMINAL PENALTIES AND REVOKING OF YOUR PERMIT. YOU MUST FILE A FINANCIAL REPORT BY DECEMBER 1 OF EACH C4LENDAR YEAR. PLEASE SUBMIT A NEW APPLICATION AT LEAST 60 DAYS PRIOR TO DATE OR DATES YOUR ORGANIZATION PLANS TO HOLD BINGO OR RAFFLES. PERMITS EXPIRE ON DECEMBER 31 OF EACH CALENDAR YEAR. If I may be of further assistance, please do not hesitate to contact me at 772-2003. Sincerely, .~v~• Q-L-Ge~~-- Mary H. Allen, CMC Clerk to the Board of Supervisors bjh Enclosures cc: Commissioner of the Revenue Commonwealth Attorney County Treasurer ®RP~ O~ ROANp~.~ ti ~ A z ~ ~ a~ 1838 MARY H. ALLEN, CMC CLERK TO THE BOARD P.O. BOX 29800 5204 BERNARD DRIVE ROANOKE, VIRGINIA 24018-0798 (703) 772-2005 FAX (703) 772-2193 April 12, 1995 Ms. Mary Ann Solesbee 4390 Harborwood Road Salem, VA 24153 Dear Ms. Solesbee: BRENDA J. HOLTON DEPUTY CLERK At their regular meeting on Tuesday, April 11, 1995, the Roanoke County Board of Supervisors unanimously approved the request of the Glenvar High School PTSA for a 50/50 raffle permit for calendar year 1995. The raffles will be conducted at the location and dates as specified in the application. The fee has been paid and your receipt is enclosed. You may consider this letter to be your permit, and I suggest it be displayed on the premises where the raffle is to be conducted. The State Code provides that raffle and bingo permits be issued on a calendar-year basis and such permits issued will expire on December 31, 1995. This permit, however, is only valid on the date specified in your application. PLEASE READ YOUR APPLICATION CAREFULLY. YOU HAVE AGREED TO COMPLY WITH STATE AND LOCAL REGULATIONS AND FAILURE TO COMPLY MAY RESULT IN CRIMINAL PENALTIES AND REVOKING OF YOUR PERMIT. YOU MUST FILE A FINANCIAL REPORT BY DECEMBER 1 OF EACH CALENDAR YEAR PLEASE SUBMIT A NEW APPLICATION AT LEAST 60 DAYS PRIOR TO DATE OR DATES YOUR ORGANIZATION PLANS TO HOLD BINGO OR RAFFLES. PERMITS EXPIRE ON DECEMBER 31 OF EACH CALENDAR YEAR. If I may be of further assistance, please do not hesitate to contact me at 772-2003. Sincerely, Mary H. Allen, CMC Clerk to the Board of Supervisors bjh Enclosures cc: Commissioner of the Revenue Commonwealth Attorney County Treasurer ®RP~ a~ pOANp~.~ ~ ~ A Z G) z ~ a~ 1 38 COUNTY ADMINISTRATOR ELMER C. HODGE (703) 772-2004 Ms. Carole Brackman 5203 Cherokee Hills Drive Salem, VA 24153 Dear Ms. Brackman: April 12, 1995 (703) 772-2005 I am pleased to inform you that, at their meeting held on Tuesday, April 11, 1995, the Board of Supervisors voted unanimously to appoint you as a member of the Industrial Development Authority representing the Catawba Magisterial District to complete the unexpired portion of Wayne Dunman's four-year term. This term will expire September 26, 1995, and at that time, you will be eligible for reappointment. State law provides that any person elected, re-elected, appointed, or re-appointed to any public body be furnished a copy of the Freedom of Information Act. Your copy is enclosed. We are also sending you a copy of the Conflicts of Interest Act. State law requires that you take an oath Clerk of the Roanoke County Circuit Court. administered prior to your participation or telephone Steven A. McGraw, at 387-6205, to oath administered, and Mr. McGraw has asked letter with you. of office before the This oath must be >< the IDA. Please arrange to have the that you bring this On behalf of the Supervisors and the citizens of Roanoke County, please accept our sincere thanks and appreciation for your willingness to accept this appointment. Very truly yours, ~~`` ~~~ H. Odell 'Fuzzy" Minnix, Chairman Roanoke County Board of Supervisors FM/bj h Enclosures cc: Timothy W. Gubala, Secretary/Treasurer, IDA Steven A. McGraw, Clerk, Circuit Court P.O. BOX 29800 5204 BERNARD DRIVE ROANOKE, VIRGINIA 24018-0798 FAX (703) 772-2193 BOARD OF SUPERVISORS H. ODELL "FUZZY" MINNfX, CHAIRMAN CAVE SPRING MAGISTERIAL DISTRICT EDWARD G. KOHINKE, SR., VICE-CHAIRMAN CATAWBA MAGISTERIAL DISTRICT LEE B EDDY WINDSOR riILLS MAGISTERIAL DISTRICT BOB L. JOHNSON HOLUNS MAGISTERIAL DISTRICT HARRY C. NIC KENS VIN TO~I MAGISTERIAL DISTRICT ® Recycled Paper OF ROANp~.~ ti ~ p z ~ v a? 1838 COUNTY ADMINISTRATOR ELMER C. HODGE (703) 772-2004 C~.o~~tz~#~ ~~ ~.a~t~a~e P.O. BOX 29800 5204 BERNARD DRIVE ROANOKE, VIRGINIA 24018-0798 FAX (703) 772-2193 April 12, 1995 BOARD OF SUPERVISORS H. ODELL "FUZZY" MINNIX, CHAIRMAN CAVE SPRING MAGISTERIAL DISTRICT EDWARD G. KOHINKE, SR., VICE-CHAIRMAN CATAWBA MAGISTERIAL DISTRICT LEE B EDDY WINDSOR ~iILL5 MAGISTERIAL DISTRICT BOB L. JOHNSON HOLLINS MAGISTERIAL DISTRICT HARRY C. NICKENS VINTO~% MAGISTERIAL DISTRICT (703) 772-2005 Deputy Sheriff F. Douglas Sweetenberg Roanoke County Sheriff's Office P. O. Box 510 Salem, VA 24153 Dear Doug: On behalf of the Board of Supervisors, 1 would like to thank you for offering the invocation at our meeting on Tuesday, April 11, 1995. We believe it is most important to ask for divine guidance at these meetings and the Board is very grafeful for your contribution. Thank you again for sharing your time and your words with us. With kindest regards, H. Odell "fuzzy" Minnix, Chairman Roanoke County Board of Supervisors ® Recycled Paper Q~ ANA, O ti' A z J a 38 MARY H. ALLEN, CMC CLERK TO THE BOARD ~~~~~ .~~ ~~~t~.~E P.O. BOX 29800 5204 BERNARD DRIVE ROANOKE, VIRGINIA 24018-0798 (703) 772-2005 FAX (703) 772-2193 April 12, 1995 Mr. Gardner W. Smith, Chairman Roanoke Valley Resource Authority 1020 Hollins Road Roanoke, VA 24012 Dear Gardner: BRENDA J. HOLTON DEPUTY CLERK Attached is a copy of Resolution No. 41195-2 approving the Roanoke Valley Resource Authority budget for the year ending June 30, 1996. This resolution was adopted by the Board of Supervisors at their meeting on Tuesday, April 11, 1995. If you need further information, please do not hesitate to contact me. Sincerely, bjh Attachment cc: Diane D. Hyatt, John R. Hubbard, Mary F. Parker, Carolyn S. Ross, ~. Mary H. Allen, CMC Clerk to the Board of Supervisors Director, Finance CEO, RVRA Clerk, Roanoke Clerk, Vinton City Council Town Council ® Rsq~Nd Paper Printed by Mary Allen / ADM01 3/07/95 7:32am From: Art LaPrade / PFRO1 To: Mary Allen / ADMO1 Subject: fwd: Telecommunicator Week --------------------------------------- ===NOTE====------=====3/06/95==3:50pm== This year, National Telecommunicator's Week has been scheduled for April 9-15. Could we get the Board to do a resolution for our dispatchers at the Board meeting on April 11? (I think that is a meeting date isn't it?) Please let me know if you need more information (561-8072) and thanks for your help. Fwd=by:=Mary=Allen=/___________________ Fwd to: Art LaPrade / PFRO1 ....................................... I will add it to the April 11 agenda. If there is a new proclamation, you could send us a copy. Otherwise, we will use last year's and make a few changes. You will need to let us know closer to the meeting date who will accept the proclamation. Page: 1 National Public Safety Telecommur~'cations Week April 9-15 ~r1d ~v~e CQ ~-~',~ ~~ ~/ i~~ N ATIONAL Public Safety Tele- communications Week is a time to honor those persons who per- form the vital duties for municipal, county, state and federal public safety communications agencies throughout the United States. It is being observed the week of April 9-15 this year. Many of the nation's emergency communications centers and other public safety depart- ments will be noting the week with open houses, award ceremonies and other ac- tivities. The following is a suggested proclamation you can ask your govern- ment's leaders to issue to bring the pub- lic's attention Co the work of public safe- ty telecommunications personnel: SAMPLE PROCLAMATION WHEREAS, Thousands of dedicated public safety telecommunications per- sonnel daily erve the citizens of the United States by answering their tele- phone calls for police, fire and emer- gency medical services and dispatching the appropriate assistance as quickly as possible; and WHEREAS, The critical functions performed by professional public safety telecommunica- tions personnel al- sad so include those re- lated to other gov- Y'~V -{ ernmental divisions ' of a Pro providing public safety telecommu- and Ne) nications services; cies, is being observed the week of April 9-15, 1995. Public safety telecommunicators - dispatchers, call-takers, record-keepers - and others such as the engineers, techni- cians and computer systems specialists in the telecommunications divisions of law enforcement, fire, 9-1-1, EMS and other public safety Iles agencies of munic- ipal, county, state n Use and federal govern- ` ` ments will be hon- ~mation ored during this Release week for their ded- ication and courage and in performing one WHEREAS, Professional public safe- of the most important jobs in society. ty telecommunications personnel work Public safety telecommunications per- to improve the emergency response ca- sonnel are the link between the public pabilities of these communication sys- tele honin for help and the agencies terns through their leadership and partic- ipation in training programs and other activities provided by the Association of Public-Safety Communications Offici- ~r als-International (APCO); and WHEREAS, APCO, an organization of nearly 12.000 persons engaged in the ~' design, installation and operation of ¢,, emergency response telecommunications systems, has set aside the second week of April to recognize public safety tele- communications personnel and their cru- cialrole in protecting life and property, E I (f'll in erson's Telecommunicators Week Buttons Offered by CPRA Show your support for National,Teie- communicators Week April 8-i4 with,a button for your clothing or uniform. To he-p celebrate the week and reco ofes- all;the hard-working, dedicated, p signal telecommunicator the Souhern the. United ,States, CPRA, California Chapter of APCO, is making National Telecommunicators Week but- tons available to individuals and agen- cies everywhere. Last year, hundreds of these buttons were sold to communicatioenc es t law fire departments, EMS ag enforcement agencies, companies and individuals. if you, someone you know or your agency or company would like some of these buttons, just send $1 Per button, plus $3 shipping for. up to 50 but- tons (51 or more, no shipping charge), to Verdugo Fire, Attn. Rich Kaufman, 421 Oak St., Glanab e toA"CPRA.MThe yOUr checks p Y t a ency pur- CPRA ChapteC will accep g THEREFOR t P name and title) do hereby proclaim the week of Apri19-15, 1995, as "NATION- AL PUBLIC SAFETY TELECOMMU- NICATIONS WEEK" in (fill in the geo- graphic territory of the government leader issuing the proclamation) in hon- or and recognition of our public safety telecommunications personnel and the vital contributions they make to the safe- ty and well-being of our citizens. USE THIS AS A GUIDELINE. TAILOR YOUR PROCLAMATION TO YOUR AREA. ..... APCO also has aoumpewspapersl and you can send to y TV and radio stations. Tailor your re- lease for your individual city, county or department; use this as a guideline only: NAME OF CITY -National Public Safety Telecommunications Week, a time to honor those persons who per- form dispatching and other vital duties for public safety communications agen- P g which provide help. They often work long and hard hours under extremely stressful conditions. Public safety telecommunications per- sonnel are our nation's unsung heroes who are responsible for helping to pro- tect life and property while often not getting their much-deserved credit. Many of the nation's emergency com- munications centers and other public safety departments are noting the week with open houses at their facilities and with award ceremonies and other activi- ties designed to bring the public's atten- tion to their work. On a national level, the Association of Public-Safety Communications Offici- als-International (APCO) provides edu- cational programs and certification for public safety telecommunications per- sonnel. APCO's nearly 12,000 members are employees of local, state and federal public safety agencies engaged in the operation, design, manufacture, installa- tion and maintenance of emergency re- sponse telecommunications systems. APCO has set aside the second week of April to recognize public safety tele- communications personnel and their cru- cial role in the protection of life and property. More information about APCO may be obtained from its international head- quarters, 2040 S. Ridgewood Ave.> South Daytona, FL 32119 (phone 800- 949-2726) or from (put your local A4CO Chapter contact name, address here). ^ chase orders. ULLETIN ~ MARCH 1995 so APCO B 0 ,_ ~.., MEMORANDUM -~~ Member of the Board of S pervisors ~'a ~R!0~1DR" Elmer C. Hodge DATE: March 22, 1995 SUBJECT: Recess for Media Questions on Agenda f ~ ~ ~`_/ ,~ _ ;~ .:..F .4'~Y~.sl~ 7 \~" ' Members of the media have expressed concern regarding the item on our agenda set aside for questions from the media. They are reluctant to ask questions because it is part of the regular public meeting with the Board members still on the stage. As you may recall, this item has been used on only two occasions in the past year. The media has continued to interview the members prior to executive sessions or after the meetings. I am bringing this to your attention for suggestions on changing the process so that it is more comfortable for both the Board members and the media. Suggestions I have received: 1. Prior to going into executive session or work session, the Chairman could announce that there will be a brief recess (possibly 5 minutes) to allow the media to interview the Board members. The Board members could go over to the media section of the meeting room. This provides the same opportunity to all Board members and to the media, but in a less formal atmosphere. 2. Set aside no specific recess for media questions. The media would interview those Board members they choose, and the Board members could also choose not to be questioned. This was the way the process was handled prior to adding a media item to the agenda. I welcome any other suggestions you may have. It's important to allow the opportunity for the media to interview all the Board members, but the approach we've used for the past year has not worked. ED KOHINKE ~~ ~~ 6913 Bradshaw Road ~/~ i~~~~'``~ f Salem, Virginia 24153 ~°' /~/ (703) 384-8013 (FAX OR VOICE) March 27, 1995 To: Board of Supervisors Subject: Agenda Item K-1, Appointment to the IDA I'm pleased to announce that I have a nomination for the IDA on the Catawba Magisterial District. Her name is Carole Brackman, and she owns MultiMedia Creations. She lives in Cherokee Hills (5203 Cherokee Hills Drive, Salem, VA 24153, phone number, 380-2951). I'm also pleased to note that I have achieved my goal of finding a business person who lives in west County, where most of our economic development activity will be taking place over the next decade or so. It's also noteworthy that my nominee is a woman, perhaps a first for our IDA? Ms. Brackman is involved in both the Roanoke Regional Chamber of Commerce and the Salem/Roanoke County Chamber of Commerce. CC: Elmer Hodge Tim Gubala Mary Allen ,. Budget Calendar FY 1995-96 2/14/95 Finalize vehicle inventory, mid-year budget report -projections. Finalize revenue projections. 2/17/95 Departmental budgets due to Budget Department. 2/17 to 3/3/95 Budget Department review of budgets. 2/28/95 Budget work session-revenues, mid-year expend., vehicle inventory. Public Hearing: General comment on FY1995-96 budget. 3/8 to 3/31/95 Budget Team Meetings/Citizen's Budget Review Committee: Prioritized Addbacks, Capital Improvements, Presentation of Departmental budgets, Discussion of Funding Issues 3/8 Citizen's Committee 3/13 Internal Support and Operations Budget Team (ISOP) 3/15 Courts/State Agencies; Community Services Budget Team 3/17 Public Safety Budget Team 3/20 Internal Support and Operations 3/22 Courts/State Agencies; Community Services ,~ ~ ~~ 3/24 Public Safety ~` 3/29 Citizen's Committee-Isop, Community Services 1 4/5 Citizen's Committee-Public Safety, CourtsJState Agencies ~ 4/19 Citizen's Committee-CIP, Final proposal 3/27-3/31/95 Team budget presentations to County Administrator. 3/28/95 Public Hearing: Tax Rates and Tax Assessment Increase(101 %). Joint budget work session with School Board. 4/1/95 School Board presents budget to Board of Supervisors 4/4/95 Special Meeting -Budget worksession. Adopt Tax Rates. 4/11/95 Volunteer Rescue and Fire Chiefs budget worksession. 4/25/95 Budget worksession, Public hearing: Citizen discussion of budget and CIP. 5/9/95 Adoption of Budget and CIP. 5/23/95 First reading of Budget Appropriation Ordinance. 6/13/95 Second reading and adoption of Budget Appropriation Ordinance. M:um+,-xcc~sunctnw«r.~..~c,-~.ioxcwr 1- Y