HomeMy WebLinkAbout4/22/2014 - Regular
Roanoke County
Board of Supervisors
April 22, 2014
INVOCATION: Pastor Kirby L. Whitfield, Sr.
Morningside Missionary Baptist Church
PLEDGE OF ALLEGIANCE TO THE UNITED STATES FLAG
Disclaimer:
ffered before the official start of the Board meeting
shall be the voluntary offering of a private citizen, to and for the benefit of the
Board. The views or beliefs expressed by the invocation speaker have not been
previously reviewed or approved by the Board and do not necessarily represent
the religious beliefs or views of the Board in part or as a whole. No member of
the community is required to attend or participate in the invocation and such
decision will have no impact on their right to actively participate in the business of
Page 1 of 7
Roanoke County
Board of Supervisors
Agenda
April 22, 2014
Good afternoon and welcome to our meeting for April 22, 2014. Regular meetings are
held on the second and fourth Tuesday at 3:00 p.m. Public hearings are held at 7:00
p.m. on the fourth Tuesday of each month. Deviations from this schedule will be
announced. The meetings are broadcast live on RVTV, Channel 3, and will be
rebroadcast on Thursday at 7:00 p.m. and on Saturday at 4:00 p.m. Board of
Supervisors meetings can also be viewed online throug
www.RoanokeCountyVA.gov. Our meetings are closed-captioned, so it is important for
everyone to speak directly into the microphones at the podium. Individuals who require
assistance or special arrangements to participate in or attend Board of Supervisors
meetings should contact the Clerk to the Board at (540) 772-2005 at least 48 hours in
advance. Please turn all cell phones off or place on silent.
A. OPENING CEREMONIES (3:00 p.m.)
1. Roll Call
B. REQUESTS TO POSTPONE, ADD TO OR CHANGE THE ORDER OF
AGENDA ITEMS
C.PROCLAMATIONS, RESOLUTIONS, RECOGNITIONS AND AWARDS
D.BRIEFINGS
E. NEW BUSINESS
1. Resolution granting a waiver to the American Cancer Society and Relay for
Life of Roanoke under Section 13-23 of the Roanoke County Code to the
Offenses-Miscellaneous, Catawba Magisterial District (Paul M. Mahoney,
County Attorney)
Page 2 of 7
2. Resolution granting a waiver to the American Cancer Society and Relay for
Life of Vinton under Section 13-23 of the Roanoke County Code to the
Offenses-Miscellaneous, Vinton Magisterial District (Paul M. Mahoney,
County Attorney)
3. Request to approve the Cable Television budget for fiscal year 2014-2015
(Elaine Bays-Murphy, Cable Access Director)
4. Request for authorization to execute a Modification Agreement between the
County of Roanoke, the Roanoke County Economic Development Authority
and Edward Rose Development Company, L.L.C., Catawba Magisterial
District (Jill Loope, Director of Economic Development)
5. Request to authorize execution of an updated contract with the Unified
Human Services Transportation System, Inc. to provide the CORTRAN
services for Roanoke County from July 1, 2014, through June 30, 2015
(Laurie Gearheart, Assistant Director of Finance)
F. REQUEST FOR PUBLIC HEARINGS AND FIRST READING OF REZONING
ORDINANCE-CONSENT AGENDA: Approval of these items does not indicate
support for, or judge the merits of, the requested zoning actions but satisfies
procedural requirements and schedules the Public Hearings which will be held
after recommendation by the Planning Commission
1. The petition of Airport Road Holdings II, LLC to amend the proffered
conditions including the Masterplan in a R-4C, High Density Multi-Family
Residential Development District with conditions for the Suncrest Community,
a residential development with a maximum of 115 dwelling units, located on
approximately 6.656 acres near 6044 Peters Creeks Road, Hollins Magisterial
District. The amended proffers and Masterplan would replace thirty-six (36)
townhomes with thirty-six (36) multi-family dwelling units (apartments,) which
would result in all the residential units being multi-family dwelling units
(apartments)
G. FIRST READING OF ORDINANCES
1.
-112 -
113 -114 -115
(Paul M. Mahoney, County Attorney)
Page 3 of 7
H.PUBLIC HEARING AND SECOND READING OF ORDINANCES
1. Ordinance approving an amendment to Section 4 of the Lease with the Bent
Mountain Center, Inc. to allow the use of alcoholic beverages at the Bent
Mountain Center (B. Clayton Goodman III, County Administrator)
I. SECOND READING OF ORDINANCES
1. Ordinance accepting and appropriating a grant in the amount of $8,040 from
the Foundation for Roanoke Valley to the Roanoke County Police Department
for the support of the Project Lifesaver program (Mike Warner, Assistant Chief
of Police)
J.APPOINTMENTS
1. Capital Improvement Program (CIP) Review Committee (appointed by
District)
2. Roanoke County Community Leaders Environmental Action Roundtable
(RCCLEAR)
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
1. Approval of minutes March 11, 2014
2. Confirmation of appointment to the Roanoke Valley Greenway Commission
L. REQUESTS FOR WORK SESSIONS
M. REQUESTS FOR PUBLIC HEARINGS
N.NTS AND COMMUNICATIONS
O. REPORTS
1. General Fund Unappropriated Balance
2. Capital Reserves
3. Reserve for Board Contingency
Page 4 of 7
4. Comparative Statement of Budgeted and Actual Revenues as of March 31,
2014
5. Comparative Statement of Budgeted and Actual Expenditures and
Encumbrances as of March 31, 2014
6. Accounts Paid March 31, 2014
7. io Policy
as of March 31, 2014
P. WORK SESSIONS
1. Work session with Roanoke County Citizen Leaders Environmental Action
Roundtable (RCCLEAR) (B. Clayton Goodman, County Administrator)
2. Work session to finalize contributions to Human Service, Social Service,
Cultural, Tourism and other outside agencies (W. Brent Robertson, Director
of Management and Budget)
3. Work session for the updated GIS website (Bill Hunter, Director of
Communication and Information Technology)
Q. CLOSED MEETING, pursuant to the Code of Virginia, as amended, as follows:
1. Section 2.2.3711.A.3 namely acquisition of property for use as public park
and recreation purposes, the East Roanoke River Greenway, where the
discussion in an open meeting would adversely affect the bargaining position
or negotiating strategy of the County
EVENING SESSION
R.CERTIFICATION RESOLUTION
S. PROCLAMATIONS, RESOLUTIONS, RECOGNITIONS AND AWARDS
1. Proclamation proclaiming the month of May 2013 to be Asthma Awareness
Month in Roanoke County (B. Clayton Goodman III, County Administrator)
T. PUBLIC HEARING
1. Public hearing on the proposed budget for fiscal year 2014-2015 and the
fiscal year 2015-2019 Capital Improvements Program (B. Clayton Goodman
III, County Administrator; W. Brent Robertson, Director of Management and
Budget)
Page 5 of 7
U.PUBLIC HEARING AND APPROVAL OF RESOLUTION
1. Resolution of Endorsement for the landscaping project at the Merriman Road
roundabout in Roanoke County, Virginia (Megan Cronise, AICP, Principal
Planner)
2. Resolution of Endorsement for a landscaping project in the Williamson Road
medians between Campus Drive and North Brook Drive in Roanoke County,
Virginia (Megan Cronise, AICP, Principal Planner)
V. PUBLIC HEARING AND SECOND READING OF ORDINANCES
1. Ordinance repealing Chapter 23. Stormwater Management in its entirety and
adopting a new Chapter of the Roanoke County Code Chapter 23.
Stormwater Management Ordinance (Arnold Covey, Director of Community
Development)
2. Ordinance adopting a new Chapter of the Roanoke County Code Chapter
(Tarek Moneir, Deputy Director of Development)
3. The petition of Corporate Properties Services, Inc. to obtain a special use
permit for a restaurant, drive-in or fast food in a C-1, Low Intensity
Commercial, District, on approximately 1.3825 acres located at 3814
(POSTPONED BY THE
Challenger Avenue, Hollins Magisterial District
PLANNING COMMISSION)
4. The petition of State Central Bank to amend the proffered conditions and
Planning and Design documents for Loblolly Mill by amending the sections
dealing with trails and lighting. The Loblolly Mill Planned Residential
Development is located on Sterling Road and is approximately 104.4 acres in
size, Vinton Magisterial District (Philip Thompson, Deputy Director of
Planning)
5.
restaurant, drive-in or fast food in the CVOD, Clearbrook Village Overlay
District, on approximately 1.0 acre located at 5347 Franklin Road, Cave
Spring Magisterial District (Philip Thompson, Deputy Director of Planning)
6. The petition of Richard and Nancy Koplow to obtain a special use permit to
operate a bed and breakfast in a R-1, Low Density Residential, District, on
approximately 2.35 acres located at 864 Dexter Road, Hollins Magisterial
District (Philip Thompson, Deputy Director of Planning)
W. CITIZEN COMMENTS AND COMUNICATIONS
Page 6 of 7
X. REPORTS AND INQUIRIES OF BOARD MEMBERS
2. hurch
2. P. Jason Peters
3. Charlotte A. Moore
4. Al Bedrosian
5. Joseph P. McNamara
Y. ADJOURNMENT
Page 7 of 7
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
RESOLUTION GRANTING A WAIVER TO THE AMERICAN CANCER
SOCIETY AND RELAY FOR LIFE OF ROANOKEUNDER SECTION 13-
23 OF THE ROANOKE COUNTY CODE TO THE PROVISIONS OF THE
COUNTYS NOISE ORDINANCE, ARTICLE II. NOISEOF CHAPTER
13. OFFENSES-MISCELLANEOUS
WHEREAS, Relay For Life of Roanoke, a fundraiser for the American Cancer
Society,will be holding its annual overnight Relay For Life event at Northside High
Schoolfor Roanoke County, Roanoke City and the generalpublic on Friday, May 16,
2014, from 6:00 p.m.to Saturday, May 17, 2014, at 10:00 a.m.; and
WHEREAS, Relay for Life is held overnight to representthe journey of a cancer
patient, and stress that cancer continues to exist even when the sun has set. In order to
accommodate this atmosphere and bring the community together in the fight against
cancer, American Cancer Society and Relay For Life of Vinton arerequesting a waiver
of the Roanoke County noise ordinance from 6:00 p.m.on Friday, May 16, 2014, to
10:00 a.m.on Saturday, May 17, 2014;and
WHEREAS, Section 13-23 of the Roanoke County Code establishes certain
standards for the Board of Supervisors to grant waivers from the provision of the
Roanoke County noise ordinance to avoid undue hardship upon consideration of certain
factors set forth in sub-section (b) of Section 13-23 and after making certain alternative
findings.
NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors of Roanoke
County, Virginia, as follows:
Page 1 of 2
1.That the provisions of Section 13-21. Specific acts as noise, sub-section
(5) and Section 13-20. General prohibition of Article II. Noise be waived from 6:00 p.m.,
May 16, 2014, to 10:00 a.m., May 17, 2014.
2.That this waiver is granted specifically to The American Cancer Society
and Relay for Life of Roanokefor the Relay for Life fundraiser at Northside High School
onMay 16-17, 2014.
Page 2 of 2
Page 1of 2
Debbie Jacks - Request for Noise Ordinance Waiver
From
Michelle Bisbee <michelle.bisbeecancer.or>
:
@g
To
"djacks@roanokecountyva.gov" <djacks@roanokecountyva.gov
:>
Date
1/24/2014 2:43 PM
:
Subect
Reuest for Noise Ordinance Waive
j:qr
Good Afternoon,
The Relay For Life of Roanoke, a fundraiser for the American Cancer Society, will be holding its annual overnight
Relay For Life event at Northside High School for Roanoke County, Roanoke City and the general public on
Friday, May 16, 2014, from 6:00 PM to Saturday, May 17, 2014 at 10:00am.
Relay For Life is held overnight to represent the journey of a cancer patient, and stress that cancer continues to
exist even when the sun has set. In order to accommodate this atmosphere and bring the community together
in the fight against cancer, the Relay For Life of Vinton is requesting a waiver of the Roanoke County noise
ordinance for nine hours from 10:00 PM on Friday, May 16, 2014 to 10:00 AM on Saturday, May 17, 2014. We
have the capacity to control the volume of the music and announcements; however we would greatly appreciate
not having to turn them off completely. The music and announcements keep the participants engaged at the
event, and help to discourage them from leaving early.
The money raised through Relay For Life is making a difference in the lives of cancer patients everywhere.
Thanks in part to donations collected all across the United States of America, the American Cancer Society has
helped to save 11 million cancer patients. Locally the money raised helps fund patient services such as free
wigs, free rides to and from treatment, free breast cancer and prostate cancer support group, and to help keep
our free 1800 number available all day, every day.
Please let me know what I need to do in order to have this waiver considered by the Board of Supervisors. I
know that the Vinton Relay For Life has been granted a similar request in the past and we would be extremely
grateful for you to consider it for our Relay event as well.
Thank you for your consideration.
Michelle
Michelle Bisbee
| Specialist, Relay For Life
file:///C:/Users/dacks/AData/Local/Tem/XPGrWise/52E27C26PO1DOMAIN-L...410201
jpppp_A_//4
Page 2of 2
South Atlantic Division | American Cancer Society, Inc.
2840 Electric Road Suite 106A
Roanoke, VA 24018
Phone: 540.774.2717
cancer.org
| 1.800.227.2345
This message (including any attachments) is intended exclusively for the individual to whom it is addressed and may contain proprietary, protected, or
confidential information. If you are not the named addressee, you are not authorized to read, print, copy, or disseminate this message or any part of it. If
you have received this message in error, please notify the sender immediately.
file:///C:/Users/dacks/AData/Local/Tem/XPGrWise/52E27C26PO1DOMAIN-L...410201
jpppp_A_//4
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
RESOLUTION GRANTING A WAIVER TO THE AMERICAN CANCER
SOCIETY AND RELAY FOR LIFE OF VINTON UNDER SECTION 13-23
OF THE ROANOKE COUNTY CODE TO THE PROVISIONS OF THE
COUNTYS NOISE ORDINANCE, ARTICLE II. NOISEOF CHAPTER
13. OFFENSES-MISCELLANEOUS
WHEREAS, Relay For Life of Vinton, a fundraiser for the American Cancer
Society,will be holding its annualovernight Relay For Life event at William Byrd High
School for the Town of Vinton, Roanoke County, and the general public on Friday, May
2, 2014, from 6:00 p.m.to Saturday, May 3, 2014, at 7:00 a.m.; and
WHEREAS, Relay for Life is held overnight to represent the journey of a cancer
patient, and stress that cancer continues to exist even when the sun has set. In order to
accommodate this atmosphere and bring the community together in the fight against
cancer, American Cancer Society and Relay For Life ofVinton arerequesting a waiver
of the Roanoke County noise ordinance from 6:00 p.m.on Friday, May 2, 2014, to 7:00
a.m.on Saturday, May 3, 2014;and
WHEREAS, Section 13-23 of the Roanoke County Code establishes certain
standards for the Board of Supervisors to grant waivers from the provision of the
Roanoke County noise ordinance to avoid undue hardship upon consideration of certain
factors set forth in sub-section (b) of Section 13-23 and after making certain alternative
findings.
NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors of Roanoke
County, Virginia, as follows:
Page 1 of 2
1.That the provisions of Section 13-21. Specific acts as noise, sub-section
(5) and Section 13-20. General prohibition of Article II. Noise be waived from 6:00 p.m.,
May 2, 2014, to 7:00 a.m., May 3, 2014.
2.That this waiver is granted specifically to The American Cancer Society
and Relay for Life of Vinton for the Relay for Life fundraiser at William Byrd High School
onMay 2-3, 2014.
Page 2 of 2
American Cancer Society
2840 Electric Road, Suite 106
Roanoke, VA 24018
March 12, 2014
Board of Supervisors of Roanoke
5204 Bernard Dr
Fourth Floor
Roanoke, VA 24018
To Whom it May Concern:
The Relay For Life of Vinton, a fundraiser for the American Cancer Society held in
Vinton located in Roanoke County, will be holding its annual overnight Relay For Life
event at William Byrd High School for the Town of Vinton, Roanoke County, and the
general public on Friday, May 2, 2014, from 6:00 PM to Saturday, May 3, 2014 at
7:00am.
Relay For Life is held overnight to represent the journey of a cancer patient, and stress
that cancer continues to exist even when the sun has set. In order to accommodate this
atmosphere and bring the community together in the fight against cancer, the Relay For
Life of Vinton is requesting a waiver of the Roanoke County noise ordinance for nine
hours from 10:00 PM on Friday May 2, 2014 to 7:00 AM on Saturday May 3, 2014. We
have the capacity to control the volume of the music and announcements; however we
would greatly appreciate not having to turn them off completely. The music and
announcements keep the participants engaged at the event, and help to discourage them
from leaving early.
The money raised through Relay For Life is making a difference in the lives of cancer
patients everywhere. Thanks in part to donations collected all across the United States of
America, the American Cancer Society has helped to save 11 million cancer patients.
Locally the money raised helps fund patient services such as free wigs, free rides to and
from treatment, free breast cancer and prostate cancer support group, and to help keep our
free 1-800 number available all day, every day.
Thank you for your consideration.
Sincerely,
Julie SatterwhiteAngie Chewning
American Cancer SocietyAmerican Cancer Society Volunteer
Relay For Life SpecialistRelay For Life of Vinton, Chairperson
To: Roanoke Regional Cable Television Committee
From: Elaine Bays-Murphy, Director of Cable Access
Date: April 2, 2014
Re: FY 2014-2015 Operating Budget Proposal
BACKGROUND INFORMATION:
Roanoke Valley Television, RVTV Channel 3, is a Government & Educational Access Station, serving the
City of Roanoke, Roanoke County, the Town of Vinton and their respective school systems. RVTV-3 was
created in 1992 as an agreement between the three localities to form a Government & Educational Access
Station.
The operational budget for RVTV is provided by the three local governments, and it is funded through the
Virginia Communications Sales and Use Tax Revenue paid by Cox Communications(Attachment Page 5).
The RVTV budget amount paid by each locality is based on the proportion of Cox Customers located in each
jurisdiction.
For calendar year 2013, Cox Communications paid to the Commonwealth a total of $2,350,891.The
Commonwealth paid the three localitiestheirappropriateshare. Amounts do not represent the adjusted
amount paid by the Commonwealth to the localities.
$1,180,539
City of Roanoke:
$1,067,229
County of Roanoke:
$103,123
Town of Vinton:
Total: $2,350,891 VA Communications Sales & Use Tax Revenue
RVTV hasfive full-time staff members. RVTV-3 produces Original Videos, Monthly Television Shows, and
covers LIVE Government Meetings.
Roanoke Valley Television produced the following in 2013:
98Original Television Shows
(12) Inside Roanoke, (12) Roanoke County Today, (12) Spotlight On City Schools, (12) Accent
Excellence, (4) Roanoke County Business Partners, (4) Recreation Television, (6) PLAYVision
(12) Libraries Happenings
Total Production Minutes: 1,820 minutes
58 Regular Government Meetings
(24) Regular Roanoke City Council, (22)Regular Roanoke County Board of Supervisors, (12) City
Council Briefings
46Original Video Productions
( List of Video Productions on Attachment Pages 6 & 7)
Total Production Minutes: 706 minutes
Additionally, Roanoke Valley Television covered numerous Special Events including Ground Breakings,
Dedication Ceremonies and News Conferences.
The approximate rate for video production work in the private sector is $1,500 per finished minute. The
RVTV Production Value for TV Shows & Video Productionsis $3,789,000.
approximate
(Total value does not include Government Meetings).
1
BACKGROUND INFORMATION:
RVTV-3 Programming is uploaded to the RVTV Website www.rvtv.org
RVTV-3 YouTube Channel http://bit.ly/1dO2KIS
RVTV-3 Facebook Page http://on.fb.me/1lIOEvb
.
RVTV-3 Awards
SilverPRSA Summit
Award
2
FISCAL IMPACT:
The proposed FY2014/2015 Operating Budget requestis $398,028.
The proposed budget includes a 2% salary increase if approved by the Board of Supervisors.
The budget includes an 8% Health Insurance increase, and a 5% Dental Insurance increase. The proposed
increase amount was recommended by the County Director of Finance for budgeting purposes.
16% of the $2,350,891paid by Cox Communications
The proposed $398,028 is approximately
for the VA Communications Sales & Use Tax. Amounts do not represent the adjusted amount paid
by the Commonwealth to the localities.
$1,180,539
City of Roanoke:
$1,067,229
Roanoke County:
$103,123
Town of Vinton:
$2,350,891
Total:
The Operational Budget for RVTV is provided by the three localities based on the proportion of Cox Customers
located in each jurisdiction.
Cox calculates the percentage of subscribers (December 31, 2013) in each locality as follows:
(
2012 number of subscribers in parenthesis)
LocalitySubscribersPercentage
City23,37352%
(23,692)(52%)
County19,95444%
(20,221)(44%)
Vinton1,9604%
(1,994)(4%)
Total 45,287100%
(45,907)(100%)
Based on the above percentages, each members contribution to the FY2014/2015 budget of $398,028
is:
2013/2014 Budget 2014/2015 Budget
City$199,117 $206,975
County$168,483 $175,132
Vinton$15,317 $15,921
Total $382,917 $398,028
*In addition to the Citys share of the above budget of $398,028, the City will also pay $3,360 for closed
captioning for City Council Briefings.
3
ATTACHMENTS:
RVTV Proposed 2014 – 2015Budget
2013-2014 BudgetProposedRemaining%
Expended
2014 - 2015 Balance
(01/31/14)
1010 Regular (+2%)209,851.00 214,048.00 84,750.19 59.61
2100 FICA (7.65%) 16,055.00 16,375.00 6,831.93 57.45
2200 Retirement VRS (11.12%) 21,091.00 23,802.00 8,788.64 58.33
2202Deferred Comp Match (650 x 3) 1,950.00 1,950.00 750.00 61.54
2300 Group Health Insurance 37,652.00 41,945.00 14,436.50 61.66
(Actual $38,838 + 8%)
2310 Group Dental Insurance (+5%) 2,003.00 2,175.00 794.80 60.32
2400VRS Life (1.32%) 2,497.002,825.00 1,040.30 58.34
2500 Long Term Disability Insurance 673.00 673.00 476.72 29.17
2750VRS Retiree Health Credit525.00525.00 218.96 58.29
3013Professional Services Other 27,500.00 27,500.00 18,429.27 40.28
(Closed Captioning)
3013A
CC City Council Briefings* City Only
3204Repairs Vehicles (By Garage) 300.00 300.00 -138.60 146.20
3209Repairs (Other Equipment) 1,000.00 1,000.00 1,000.00 00.00
3305Maintenance Service Contracts 550.00 2,204.00 154.00 72.00
(Telephone $550 Website $1,654)
5210 Postage 50.0050.00 -61.37 222.74
5230 Telephone 3,400.003,400.00 1,215.58 64.25
5233Internet1,390.001,390.00 580.80 58.22
5235Cellular Phones (2 Smart Phones) 1,200.00 1,200.00 723.40 39.72
5305Motor Vehicle Insurance 1,200.001,250.00 -20.00 101.67
5308General Liability Insurance 2,730.00 2,840.00 367.00 86.56
5420Lease/Rent of Buildings42,542.00 43,818.00 17,971.93 57.76
(8 x $3,615.31 4 x $3,723.77)
5501Travel (Mileage)100.00100.00 34.74 65.26
5520 Dinner Meetings & Luncheons 150.00 150.00 150.00 100.00
5801 Dues & Association Membership 308.00 308.00 00.00 100.00
(Public Relations Society of America)
6010Office Supplies General500.00500.00 236.43 52.71
6013Small Equipment & Supplies 2,000.00 2,000.00 461.52 65.30
6014 Video Supplies 4,000.004,000.00 2,433.44 39.16
6080Gas, Oil & Grease1,500.001,500.00 904.09 39.73
6091Tires,Tubes & Parts200.00200.00 -23.08 111.54
Total $382,917.00 $398,028.00 161,818.76 58.05%
*In addition to the Citys shareof the above budget of $398,028, the City will also pay $3,360
for closed captioning for City Council Briefings.RVTV expended 97.50% of the 2012/2013Budget.
4
RVTV Financial Report
Current Account Balances as of January 31, 2014
273200 (Operating Budget) .................................................................$161,818.76
273450 ( Cox Cable Capital Grant) ......................................................$996,605.06
(Balance includes accrued interest.)
273500 (Operating Surplus) .................................................................$34,699.91
($15,000 Minimum Balance to be maintained in the account)
Account 273500 (Operating Surplus) represents the unused funds from the Operating Budget since 1992.
RVTV does not lose these funds at the end of the fiscal year, rather they are rolled over into this savings
account.
2013 Virginia Communications Sales and Use Tax Revenue
Paid by Cox Communications to the
Commonwealth of Virginia for the Benefit
of the City of Roanoke, County of Roanoke, and Town of Vinton
Starting on January 1, 2007, the Virginia Communications Sales and Use Tax Act of 2006 (Va. Code 58.1-645
et seq.) required Cox Communications, as well as other cable television providers, to pay a five percent (5%)
sales or use tax to the Commonwealth of Virginia in place of paying franchise fees to the localities, including
the City of Roanoke, County of Roanoke, and Town of Vinton. Under the Act, the Commonwealth pays the
amount of revenues it receives from cable television providers, like Cox, to the localities.
$2,350,891.
For the calendar year 2013, Cox Communications paid to the Commonwealth of Virginia a total of
The Commonwealth of Virginia paid to the three localities the appropriate share of this total amount as a
replacement amount for the franchise fees.Amounts do not represent the adjusted amount paid by the
Commonwealthto the localities.
$1,180,539
City of Roanoke:
$1,067,229
Roanoke County:
$103,123
Town of Vinton:
$2,350,891
Total:
5
RVTV 2013 Edited Video Productions
TitleClientLength
E-911Center VideoRoanoke County15:00
Regional Ec. Development SummitRoanoke County60:00
Star City Reads BreakfastRoanoke City28:00
ECC On-Line Citizen Satisfaction PSARoanoke County :30
(3) Anti-Bullying PSAsCity Schools:30 each
Arbor Day CelebrationTown of Vinton3:00
Arts & Entertainment ConferenceRoanoke County18:00
Bear Proof Trash Container DemoRoanoke County10:00
Career, Lifestyle, Financial Fair PSARoanoke City:30
Pension Plan VideoRoanoke City6:00
Roanoke River Stream Health PSARoanoke City:30
VIN Etching PSARoanoke Police Dept.:30
Citizen of the Year PSARoanoke City:30
Business Appreciation Week BreakfastRoanoke County37:00
Ardagh Ec. DevelopmentAnnouncementRoanoke County36:00
Lead Safe VideoRoanoke City6:00
State of the City AddressRoanoke City28:00
Roanoke VML Music VideoRoanoke City3:30
Elmwood ParkRibbon-CuttingRoanoke City25:00
Roanoke Arts SummitRoanoke City57:00
(2) Summer Reading PSAsRoanoke City:30each
NewGIS Demo VideoRoanoke City6:00
Teacher of the Year BanquetCity Schools15:00
Synthetic Drugs VideoCity Police Dept.11:00
Army Birthday/Flag Day CelebrationTown of Vinton10:00
HR Benefits VideoRoanoke County39:00
Part-TimeTraining VideoRoanoke County 11:00
Medieval Faire PSARoanoke County:30
Christmas Parade PSATown of Vinton:30
Zombie Run Highlight VideoRoanoke County 3:30
State of the County AddressRoanoke County50:00
Burton Center for Arts& TechnologyCounty Schools15:00
10 Years Music Excellence ConcertCounty Schools22:00
Christmas TreeLighting PSARoanoke County:30
6
Vinton Christmas Parade PSATown of Vinton:30
Vinton Library Construction LaunchTown of Vinton16:00
State of theTown AddressTown of Vinton27:00
County Investiture CeremonyRoanoke County47:00
Holiday Safe Driving PSARoanoke County Police Dept.:30
Tons of Fun PSARoanoke County:30
(2) RACAP PSAsRoanoke County:30 each
Hoarding SeminarRoanoke City57:00
City Investiture CeremonyRoanoke City34:00
Municipal Volunteer PSARoanoke City:30
Leadership College PSARoanoke City:30
Countryside Park PSARoanoke City:30
Total MinutesProduced 706minutes
2013Total Video Productions
Total Productions City of Roanoke Roanoke County Town of Vinton
12066 48 6
Percentage55% 40% 5%
7
MODIFICATION AGREEMENT
madeas of this _________ day of April,
THIS MODIFICATION AGREEMENT
2014, by and between , a political subdivision of the
ROANOKE COUNTY, VIRGINIA
Commonwealth of Virginia, (hereafter, the “County”), the
ECONOMIC
a political
DEVELOPMENT AUTHORITY OF ROANOKE COUNTY, VIRGINIA,
subdivision of the Commonwealth of Virginia, (hereafter, the “Authority”), and
, a Michigan corporation,
EDWARD ROSE DEVELOPMENT COMPANY, L.L.C.
(hereafter, the “Company”).
W I T N E S S E T H
the County, the Authority, and Edward Rose Properties, Inc.
WHEREAS,
entered into a Performance Agreement (“Performance Agreement”) on May 5, 2011,
which provided for an economic development grant to the Company based upon the
achievement of measurable performance goals; and
Edward Rose Development Company, L.L.C. is successor to Edward
WHEREAS,
Rose Properties, Inc.; and
due to the national economic recession, the company desires to
WHEREAS,
modify the Performance Agreement by extending the time to meet certain performance
goals.
, in consideration of the premises and the mutual covenants
NOW, THEREFORE
contained herein, the parties agree to the following:
1
1. The Company has requested an extension from the County on the
performance timeline to allow them additional time to complete the construction of its
new mixed use commercial development. This will grant the Company an opportunity
to fulfill its investment obligations to the County until December 31, 2019.
The County agrees to grant this extension by way of this Modification
Agreement.
2.
Amendments to the Performance Agreement
A. The name of the company is changed from Edward Rose Properties,
Inc. to Edward Rose Development Company, L.L.C., a successor to Edward Rose
Properties, Inc.
B. Paragraph 2.B is amended to add two additional calendar years,
namely 2018 and 2019, at the Company’s choice to determine New Local Tax Revenues
for the purpose of calculating the Economic Development Incentive Grant.
C. Paragraph 2.D is amended by the deletion of “December 31, 2017”
in line 2 and by the substitution of “December 31, 2019.” This amendment extends the
company’s obligation to complete the construction of the commercial buildings on the
Property.
3. All other provisions of the Performance Agreement shall be in full force
and effect.
4. This Agreement shall be governed by and all disputes related hereto shall
be determined in accordance with the laws of the Commonwealth of Virginia.
2
5. This Agreement and any reimbursement of costs and improvements from
public funds is subject to future appropriations by the Board of Supervisors to the
Authority.
, the undersigned have executed this Agreement the
IN WITNESS WHEREOF
day and year first above written.
Approved as to form: BOARD OF SUPERVISORS OF
ROANOKE COUNTY, VIRGINIA
By:_______________________________ By:
Paul M. Mahoney, County Attorney B. Clayton Goodman, III,
County Administrator
STATE OF VIRGINIA )
)ss
COUNTY OF ROANOKE )
The foregoing instrument was acknowledged before me this ____ day of
_____________, 2014, by B. Clayton Goodman, III, on behalf of the Board of Supervisors
for Roanoke County, Virginia.
Notary Public
My Commission expires: ________________________
Approved as to form: ECONOMIC DEVELOPMENT
AUTHORITY OF ROANOKE COUNTY
By:___________________________________ By:
Attorney for EDA Chairman
3
STATE OF VIRGINIA )
)ss
COUNTY OF ROANOKE )
The foregoing instrument was acknowledged before me this ____ day of
________________________2014, by ____________________, Chairman of the Economic
Development Authority of Roanoke County, Virginia.
Notary Public
My Commission expires: ___/___/____
EDWARD ROSE DEVELOPMENT
COMPANY, L.L.C.
By:
Its:
STATE OF )
)ss
COUNTY OF )
The foregoing instrument was acknowledged before me this ____ day of
_______________________2014, by ____________________, as ___________________ of
Edward Rose Development Company, L.L.C.
Notary Public
My Commission expires: ____/____/____
4
($2.50) per gallon and expires on June 30, 2014.
A new contract with RADAR effective for the period July 1, 2014 through June 30, 2015,
has been negotiated. The hourly rate will increase to $39 and the surcharge for the cost of
gas will change to two dollars and seventy five cents ($2.75) per gallon, respectively.
FISCAL IMPACT:
The proposed fiscal year 2014-2015 budget includes $420,000 for the CORTRAN
program, which is projected to be sufficient to cover the net cost of the program.
Therefore, there is no new appropriation of monies requested at this time.
STAFF RECOMMENDATION:
Staff recommends authorizing the County Administrator to sign the renewal contract for the
service of the CORTRAN program to be provided by RADAR based on the $39 hour with
the surcharge for the cost of gas over two dollars and seventy five cents ($2.75) per gallon
for the July 1, 2014 through June 30, 2015, service period.
Page 2 of 2
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Neighborhood View
County View
Department of Community Development
Roanoke, Virginia 24018
5204 Bernard Drive
Roanoke County
(540) 772-2068
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R-3 Medium Density Multi-Family Residential
County View
R-4 High Density Multi-Family Residential
PRD Planned Residential Development
S = Special Use Permit on property
R-1 Low Density Residential
C-2 General Commercial
C = Conditions on property
Subject Properties
C-1 Office
Department of Community Development
Roanoke, Virginia 24018
5204 Bernard Drive
Roanoke County
(540) 772-2068
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Neighborhood View
County View
Department of Community Development
Roanoke, Virginia 24018
5204 Bernard Drive
Roanoke County
(540) 772-2068
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
ORDINANCE AMENDING CHAPTER 2. ADMINISTRATION,ARTICLE
V.- COUNTY BOARD ORGANIZATION AND PROCEDURE,
SECTION 2-112 - RULES OF ORDER, SECTION 2-113 - ORDER OF
BUSINESS,SECTION 2-114 - AGENDA,SECTION 2-115 - RULES
OF DEBATE
WHEREAS, by Ordinance 011299-2adopted by the Board of Supervisors of
Roanoke County on January 12, 1999, the Board adopted Rules of Organization and
Procedure for the conduct of its meetings; and
WHEREAS, the Board has amended its procedures from time to time; and
WHEREAS, the first reading of this ordinance was held on April 22, 2014, and
the second reading was held on May 13, 2014.
NOW THEREFORE, BE IT ORDAINED, by the Board of Supervisors of Roanoke
County, Virginia as follows:
1.That Chapter 2 of the Roanoke County Code, be amended to read and
provide as follows:
Chapter 2 – Administration
Article V. – County BoardOrganization and Procedure
Sec. 2-112. - Rules of order.
"The Scott, Foresman Robert's Rules of Order Newly Revised (EleventhEdition2011
1990 Edition)" shall govern the proceedings of the board in all cases, unless Robert's
Rules are in conflict with these rules.
Sec. 2-113. - Order of business.
Promptly at the hour set by law on the day of each regular meeting, the members of the
board shall take their regular stations in the board meeting room, and the business of
the board shall be taken up for consideration and disposition as follows, provided
however, that the chair may, during the meeting, rearrange items on the agenda to
conduct the board's business in a more expeditious manner, subject to consent of
majority of the board.
Page 1 of 4
Opening Ceremonies
Requests to postpone, add to, or change the order of agenda items
Proclamations, resolutions, recognitions and awards
Briefing.
New business
Request for public hearings and first reading of rezoning ordinance-consent agenda.
First reading of ordinances
Second reading of ordinances
Appointments
Consent agenda
Citizens' comments and communications
Reports
Work sessions
Executive sessionClosedmeetingor session (as required)
Public hearing and first reading of ordinances
Public hearing and second reading of ordinances
Reportsand inquiries of board members
Adjournment
Sec. 2-114. - Agenda.
(a)The chairman of the board and the county administrator shall establish the
agenda for each meeting, arrange a list of the matters to be considered
according to the order of business, and shall see that all items are properly
coordinated and prepared. All reports, communications, ordinances,
resolutions, action items, contract documents, or other matters to be
submitted to the board will be prepared by the appropriate department and
reviewed and approved by the county administrator. The finance director, or
his/her designee, shall review all matters for their fiscal impact, and certify the
sufficiency of funds or recommend a source of supplemental appropriation.
Ordinances, resolutions, contract documents or other matters requiring action
by the county attorney shall be submitted to the county attorney, or his/her
designee, for preparation or review, as necessary. The clerk to the board
shall assist in the preparation of the agenda and shall furnish each member of
the board, the county administrator and the county attorney with a copy of the
Page 2 of 4
same at least twenty-four (24) hours prior to the board meeting and as far in
advance of the meeting as time for preparation will permit.
(b)After distribution of the agenda, matters requiring the board's immediate
attention shall be presented to the board, as requested by the county
administrator or the county attorney.
(c) The agenda shall provide a time when any board member may bring before
the board any business that he feels should be deliberated upon by the
board. These matters need not be specifically listed on the agenda, but formal
action on such matters shall be deferred until the next board meeting, except
that immediate action may be taken upon the unanimous consent of all
members of the board.
(d)Any board member may request apublic hearing on any matter not otherwise
required by the general law or the County Charter only upon majority approval
by the board.
Sec. 2-115. - Rules of debate.
(a)The chair or vice chair or such other member of the board as may be
presiding may move and debate from the chair, subject only to such
limitations of debate as are by these rules imposed on all members and shall
not be deprived of any of therights and privileges of a board member by
reason of acting as the presiding officer.
(b)Every member desiring to speak shall address the chair, and, upon
recognition by the presiding officer, shall confine himself to the question under
debate, avoiding allpersonalities and indecorous language.
(c) A member, once recognized, shall not be interrupted when speaking unless it
is to be called to order, or as herein otherwise provided. If a member, while
speaking, be called to order, he shall cease speaking until the question of
order be determined, and, if in order, he shall be permitted to proceed. A
board member may speak no longer than ten (10) minutes on any motion,
reports and inquiries, unless he or she obtains the consent of two-thirds (four
(4) members) of the board.
(d)The board member moving the adoption of an ordinance or resolution shall
have the privilege of closing the debate.
(e)When any motion, resolution, or ordinance has been once acted upon the
board, it cannot be considered again at the same meeting except by a motion
to reconsider. Any action of the board, including final action on applications
for changes in land use classifications, motions to suspend the rules, an
affirmative vote to lay on the table or to take from the table, shall be subject to
a motion to reconsider. When a motion to reconsider has been once acted
upon, it (the motion to reconsider) cannot be repeated on the same question
unless the question was amended when previously considered. A motion to
reconsider any action taken by the board may be made only at the meeting
such action was taken or at the next regular meeting. Such motion must be
Page 3 of 4
made by one (1) member of the prevailing side, and may be made at anytime
and have precedence over all other motions or while a member has the floor;
it shall be debatable. All motions to reconsider shall be decided by a majority
vote of the members present; provided a quorum is present.
(f)Upon passage of a motion to reconsider, the subject matter shall be placed
on the agenda of the next regular board meeting for any action the board
deems advisable. Upon passage of a motion to reconsider on an application
for change in land use classification, the subject matter shall be scheduled for
a public hearing after publication of legal notice at a subsequent meeting of
the board.
(g)When the board wishes to annul some action it has previously taken and it is
too late to reconsider the vote, a motion to rescind the objectionable
resolution, order, or other proceeding may be made. Any action of the board
may be rescinded regardless of the time that has elapsed. A motion to
rescind is not in order if action has already been taken which cannot be
undone.
(h)Nothing herein shall be construed to prevent any member of the board from
making or remaking the same or any other motion at a subsequent meeting of
the board, provided that the same motion cannot be renewedwithin eleven
(11) months of its initial action or if an intervening election for members of the
board of supervisorshas occurred.
(i)No second to motions shallbe required in order for the board to consider that
motion.
2.That this ordinance shall be effective from and after the date of its
adoption.
Page 4 of 4
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
ORDINANCE AMENDING ORDINANCE 121112-7 AND APPROVING
AN AMENDMENT TO THE LEASE OF THE BENT MOUNTAIN
COMMUNITY CENTER TO ALLOW THE USE OF ALCOHOL ON THE
LEASED PREMISES
WHEREAS, during the December 11, 2012, meetingthe Roanoke County Board
of Supervisors approved a lease with the Bent Mountain Center, Inc., for a portion of the
Bent Mountain Elementary School for use as a community center; and
WHEREAS, the Bent Mountain Center Inc. is a 501C3 organization consisting of
residents of the Bent Mountain community who are interested in preserving the
structure as a community center and will benefit the community; and
WHEREAS, the approved lease prohibits the use of alcoholic beverages at the
Community Center; and
WHEREAS, representatives from the Bent Mountain Center, Inc. requested an
amendmentto the lease, which would allowthe use of alcoholic beverages at the Bent
Mountain Center.
WHEREAS, the first reading of this ordinance was held on April 8, 2014, and the
second reading and public hearing was held on April 22, 2014.
NOW, THEREFORE, BE IT ORDAINED by the Board of Supervisors of Roanoke
County, Virginia as follows:
1. That Section 4. USE OF LEASED PREMISESis hereby amended to
eliminate any reference to the prohibition of the use of alcohol on the Lease premises;
and
Page 1 of 2
2. That the following sentence is added to the last paragraph of Section 4
which reads: That the Roanoke County Boardof Supervisors does hereby designates
the Bent Mountain Center as one of Roanoke County owned facilities at which the use
of alcoholic beverages is permitted. This permission is granted in accordance with the
County’s “POLICY FOR USE, CONSUMPTION, OR POSSESSION OF ALCOHOLIC
BEVERAGES AT ROANOKE COUNTY FACILITIES”.
3. That this ordinance shall be in full force and effect from and after its
adoption.
Page 2 of 2
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL22, 2014
ORDINANCE ACCEPTING AND APPROPRIATING A GRANT IN THE
AMOUNT OF $8,040FROM THE FOUNDATION FOR ROANOKE
VALLEYTOTHE ROANOKE COUNTY POLICE DEPARTMENTFOR
THE SUPPORT OF THE PROJECT LIFESAVER PROGRAM
WHEREAS,the Foundation for Roanoke Valleyhas awarded the Roanoke
County Police Department a grant to assist in the purchase of electronic tracking
bracelets, testers and batteriesfor participants who have been diagnosed with
Alzheimer’s or some other form of a cognitive disorder who have a tendency to wander
away from their caregiver; and
WHEREAS, Section 18.04 of the Roanoke County Charter provides that funds be
appropriated by ordinance; and
WHEREAS, first reading of this ordinance was held on April 8, 2014, and the
second reading was held on April 22, 2014; and
BE IT ORDAINED by the Board of Supervisors of Roanoke County, Virginia, as
follows:
1.That the sum of $8,040is hereby accepted and appropriated from the
Foundation for Roanoke Valleyto the Roanoke County Police
Department; and
2.That this ordinance shall take effect from and after the date of adoption.
Page 1 of 1
K
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY,APRIL 22, 2014
RESOLUTION APPROVINGAND CONCURRING IN CERTAIN ITEMS SET
FORTH ON THE BOARD OF SUPERVISORS AGENDA FORTHIS DATE
DESIGNATED AS ITEM I- CONSENT AGENDA
BE IT RESOLVED by the Board of Supervisors of Roanoke County, Virginia, as
follows:
That the certain section of the agenda of the Board of Supervisors for April 22, 2014,
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 2 inclusive, as
follows:
1.Approval of minutes – March 11, 2014
2.Confirmation of appointment to the Roanoke Valley Greenway Commission
Page 1 of 1
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Memorandum
Roanoke County Board of Supervisors
To:
John Chambliss, County Administrator
CC:
Dan ODonnell, Assistant County Administrator
Jim Vodnik, Assistant Director of General Services
Anne Marie Green, Director of General Services
From:
January 26, 2009
Date:
ICLEI related issues and appointments for RC-CLEAR
Re:
th
We plan to hold a work session on February 10 to bring you up to date on our progress on ICLEI
milestone 1. We will also be asking you to set the target for reducing our greenhouse gas emissions,
both for the county and the community(ICLEI milestone 2).
At the same time, we will review the by laws for the Roanoke County Citizen Leaders Environmental
Action Roundtable (RC-CLEAR), and hope to have suggestions from you for appointments to that
committee. To help with that process, I am outlining below the purpose and structure of CLEAR.
The primary objection of RC CLEAR is to act in an advisory role for the Board and to provide a
written action plan for the community designed to reducegreenhouse gases and to rally community
support for this project(ICLEI milestone 3).
Each Board member will appoint two members, and the members must live, work and/or do business
in the county. The terms will be three years, although we are recommending that the initial
appointment be staggered in length, so that the entire committee isnt up for reappointment at the
same time. Four of the initial appointments would be for three years, three for two years, and three
for one year. Additionally, a senior staff person would also serve, making the total number 11.
We are looking for people from all segments of the community, especially transportation, education,
utilities, construction, industry, retail and non profits. There will be a minimum of one meeting per
month, with thepotential for additional meetings, particularly with regard to subcommittees. While
there is no funding for the committee, it will be staffed by the General Services department, and we
expect to be able to accept donations, withthe County acting as the fiscal agent.
Under our current schedule, the action plan should be completed by December 2009, so we are
anxious to have the committee get started on its work. If you have any questions, please let me know,
th
or we can discuss them at the work session on the 10. Thank you for your commitment to this
process and support for us as we work through it.
1
COUNTY OF ROANOKE
ICLEI Milestone One
GREENHOUSE GAS EMISSIONS
INVENTORY
February2009
By: Lindsey E. Hudson, Dr. Sean P. McGinnis, Dr. Diana
Christopulos, James Vodnik
Table of Contents
LIST OF TABLES
............................................................................................................................ 3
LIST OF FIGURES
.......................................................................................................................... 3
ACKNOWLEDGEMENTS
............................................................................................................... 4
EXECUTIVE SUMMARY
................................................................................................................. 5
INTRODUCTION
...........................................................................................................................11
ICLEI BACKGROUND
..................................................................................................................13
Cities (& Counties) for Climate Protection
............................................................................14
The Five Milestones: Overview
...............................................................................................15
Milestone One
.......................................................................................................................15
Milestone Two
.......................................................................................................................16
Milestone Three
....................................................................................................................16
Milestone Four
......................................................................................................................16
Milestone Five
.......................................................................................................................17
METHODOLOGY
..........................................................................................................................17
General
......................................................................................................................................17
ROANOKE COUNTY EMISSIONS INVENTORY
.........................................................................18
Overview
...................................................................................................................................18
COMMUNITY EMISSIONS INVENTORY
..................................................................................19
Electricity
..............................................................................................................................20
Natural Gas
...........................................................................................................................23
Propane and Fuel Oil
...........................................................................................................24
Transportation Energy Usage (Fuel)
.................................................................................25
Waste Disposal
.....................................................................................................................27
MUNICIPAL EMISSIONS INVENTORY
....................................................................................29
Buildings
...............................................................................................................................30
Vehicle Fleet
..........................................................................................................................34
Streetlights
............................................................................................................................35
Municipal Conclusions
........................................................................................................36
CONCLUSION
...............................................................................................................................38
APPENDIX A
................................................................................................................................. 44
APPENDIX B
................................................................................................................................. 45
APPENDIX C
................................................................................................................................. 48
APPENDIX D
................................................................................................................................. 52
2
LIST OF TABLES
Table 1: Roanoke County electrical usage (2005 – 2007)............................................................20
Table 2: Heating and Cooling Degree Days for Roanoke County (2005-2007)............................21
Table 3: Electrical power generation emission coefficients...........................................................23
Table 4: Electrical power generation fuel mix comparison............................................................23
Table 5: Roanoke County natural gas usage (2005 & 2007)........................................................24
Table 6: Community fuel oil and propane use for residential heating (2007)................................25
Table 7: Roanoke County DVMT (2007).......................................................................................26
Table 8: Roanoke County VMT by vehicle class (2007)...............................................................26
Table 9: Passenger auto distribution based on CACP defaults....................................................27
Table 10: Roanoke County VMT by Road Category.....................................................................27
Table 11: CACP Software Waste Disposal Options......................................................................28
Table 12: Tons of Roanoke County Solid Waste (2007)...............................................................29
Table 13: Roanoke County Buildings Square Footage and Energy Use (2007)...........................30
Table 14: Electricity Use in Municipal Buildings (2001 vs. 2007)..................................................31
Table 15: Electricity Cost in Municipal Buildings (2001 vs. 2007).................................................32
Table 16: Natural Gas Usage in Municipal Buildings (2001 vs. 2007)..........................................33
Table 17: Natural Gas Cost in Municipal Buildings (2001 vs. 2007).............................................33
Table 18: Tons of COEmissions by building category (2001 vs. 2007)......................................34
2
Table 19: Roanoke County Fuel Use and Cost (2001 vs. 2007)...................................................35
Table 20: Total tons of COfor Roanoke County by Sector (2007)..............................................36
2
Table 21: Total tons of COfor Roanoke County by Source (2001 & 2007)................................37
2
Table 22: Community COEmissions by Sector (2007)...............................................................40
2
Table 23: Community COEmissions by Source (2007)..............................................................41
2
LIST OF FIGURES
Figure 1: Roanoke County COEmissions by Sector and Source (2007)...................................... 6
2
Figure 2: Comparison of Community and Municipal COEmissions (2007).................................. 7
2
Figure 3: Percentage of Roanoke County Municipal COEmissions (2007).................................. 7
2
Figure 4: Percentage of Roanoke County Municipal COEmissions by Source (2007)................ 8
2
Figure 5: Roanoke County Percentage Municipal COEmissions by Sector (2007)..................... 8
2
Figure 6: Roanoke County Municipal Fuel Use (2001 vs. 2007)..................................................... 9
Figure 7: Roanoke County COEmissions by Sector and Source (2007)....................................19
2
Figure 8: Comparison of Community and Municipal COEmissions (2007)................................19
2
Figure 9: Roanoke County electrical usage by sector (2007).......................................................22
Figure 10: Roanoke County natural gas usage by sector (2007)..................................................24
Figure 11: Comparison of the largest Roanoke County buildings (2007).....................................31
Figure 12: Energy Usage in Municipal Buildings (2001 vs. 2007).................................................32
Figure 13: Roanoke County Percentage Municipal COEmissions by Sector (2007).................34
2
Figure 14: Roanoke County Municipal Fuel Use (2001vs. 2007).................................................35
Figure 15: Percentage of Roanoke County Municipal COEmissions (2007)..............................36
2
Figure 16: Percentage of Roanoke County Municipal COEmissions by Source (2007)............37
2
Figure 17: Municipal COEmissions (tons) by building sector (2001 vs. 2007)...........................38
2
Figure 18: Roanoke County COEmissions by Sector (2007).....................................................39
2
Figure 19: Roanoke County COEmissions by Source (2007)....................................................40
2
Figure 20: Percent Energy Use by Sector (2007).........................................................................41
Figure 21: Percent Energy Use by Source (2007)........................................................................42
3
ACKNOWLEDGEMENTS
The considerable, beneficial information contained in this report would not have been
possible without the vision and support of the Roanoke County Board of Supervisors:
Chairman Richard Flora, Charlotte Moore, Mike Altizer, Joe (Butch) Church and Joe
McNamara. Supervisor Moore is also to be commended for her service as the Board
Liaison to ICLEI.
Recently retired County Administrator Elmer Hodge is to be thanked for his ongoing
support of the ICLEI Cities/Countiesfor Climate Protection effort.John M. Chambliss,
Jr., Acting County Administrator, and Daniel O’Donnell, Assistant County Administrator,
are also to be commended for their support of the project.
Support and encouragement of the Roanoke Valley Cool Cities/Counties Coalition
(RVCCC) was pivotal in making this project possible. Ongoing direct involvement by
theirBoard Chair, Dr. Diana Christopulos was instrumental in promoting the project,
strategic planning and developing the methodology, as well as providing resource
materials and editing skills.
Academic expertise and consultationin the field of environmental studies and green
engineering was provided by Dr. Renee Godard, Hollins University and Dr. Sean P.
McGinnis, Virginia Tech.
Financial support in the form of a grant from Roanoke Cement, which enabled the hiring
of the academic consultants, is most graciously acknowledged, especially the support
provided by Don Ingerson (Vice President, Sales and Marketing) and Kevin Baird (Plant
Manager)..
Access to data and utility records provided by Roanoke Gas and Appalachian Power
Company is greatly appreciated.
Support, participation and editing abilities by the entire ICLEI Planning Group consisting
ofSupervisor Moore; Drs. Godard, Christopulos, and McGinnis; Anne Marie Green,
Director of General Services; James Vodnik,Assistant Director of General Services; and
Lindsey Hudson, Environmental Intern, were all essential to completion of Milestone One
and this report.
4
EXECUTIVE SUMMARY
Background.
On August 14, 2007, the Roanoke County Board of Supervisors voted
unanimously to join ICLEI -LocalGovernments for Sustainability. ICLEI is a worldwide
organization dedicated to helping local governments generate political and public
awareness of environmental and sustainability issues and providingtechnical assistance
along with training and support to realize tangible goals. Itsflagship program is Cities
for Climate Protection (CCP), which provides software and technical assistance for
measuring and reducing greenhouse gas (GHG) emissions. Roanoke County used
ICLEI’s Clean Air & Climate Protection (CACP) software to assist in preparing this
report. Other Roanoke Valley municipalities are also involved in GHG assessments.
The City of Roanoke has completed ICLEI Milestones One and Two, and the City of
Salem is in the process of performing a GHG baseline emissions study.
ICLEI’s CCP program consists of FiveMilestones:
1.Conducting a GHGemissions inventory.
2.Adopting an emissions reduction target.
3.Developing a Local Action Plan.
4.Implementing policies and measuresin the plan.
5. Monitoring and verifying results.
The benefits of undertaking this project are significant:
Reducing the local community's contribution to global warming.
Reducing long-term energy costs in an environment where coal and gas prices
are either rising rapidly or are unstable.
Improving local air quality, especially federally-regulated ozone and particulates
(PM, also known as soot)
2.5
Encouraging the creation of new, green jobsin the community.
Building on Roanoke County’s reputation as a clean, healthy place to live and
work.
This report documents the fulfilment of ICLEI Milestone Onefor Roanoke County via
performance of aninventory of GHG emissions. The measurements are expressed as
carbon dioxide equivalent in either tons or pounds. This calculation is commonly
referred to as the “carbon footprint” and to a great extent expresses local consumption of
fossil fuels: coal, oil and natural gas.
The GHG Inventory Project.
"You manage what you measure" is a useful business
maxim and serves as the rationale for Milestone One. During the summer of 2008,
Roanoke Countystaff organized a planning group toguide the County’s ICLEI efforts.
Thefirst step consisted of measuring the carbon footprint for:
The entire Roanoke County community, including residential, commercial,
industrial and transportation sources; and
County government(municipal)as a subset of the community carbon footprint.
5
The findings Roanoke County community-wide.
The total carbon footprint for Roanoke County for the baseline year of 2007 was
calculated to be over 1.86 million tons. This figure was arrived at by enteringinformation
from utilities, data from VDOT pertaining to vehicle typesand total miles travelled, and
other pertinent fuel and energy data into the CACP software.
After conversion to the COequivalent, the composition of Roanoke County’s carbon
2
footprint when viewed by energy source was found to be:
47% from using electricity.
25% from burning gasoline.
15% from burning natural gas.
10% from burning diesel fuel.
1% from burning fuel oil/propane.
2% from decomposing waste.
Electricity plays a disproportionately large role in the local carbon footprint because
Over 88% of Roanoke County's electric power is derived from burning coal.
Coal emits about twice as much carbon dioxide per unit of energy as natural gas.
Coal emits about 50% more carbon dioxide than gasoline per unit of energy.
(See Appendix Afor details on coal compared with other fossil fuels.)
When viewed by sector, residential usage is, not surprisingly, the biggest contributor,
with transportation and commercial usages dominating the remainder.
39% residential
36% transportation
17% commercial
7% industrial
1% waste
Figure 1: Roanoke County COEmissions by Sector and Source (2007)
2
Note that transportation includes all vehicles, commercial as well asprivate. The
commercial and industrial sectors include energy used at the respective sites and other
emissions generated by those users.
6
The findings Roanoke County government.
The County government’s carbon
footprintwas approximately 14,000 tons, less than one percentof the total for the
community.
Figure 2: Comparison of Community and Municipal COEmissions (2007)
2
The majority of County government emissions comes from the fleet, followed closely by
energy used to heat and cool buildings. However, the single greatest source of GHG is
the County’s use of electricity, again because it comes from coal fired power plants.
2007 Municipal CO2 Emissions
Streetlights
6%
Buildings
46%
Fleet
48%
Figure 3: Percentage of Roanoke County Municipal COEmissions (2007)
2
Percentage of Roanoke County Municipal CO2
Emissions by Source (2007)
Gasoline
32%
Electricity
48%
7
Diesel
13%
Natural Gas
Propane
7%
0%
Figure 4: Percentage of Roanoke County Municipal COEmissions by Source (2007)
2
Administrative buildings, which include the Administration Center and the Courthouse,
are responsible for the largest amount of emissions, followed by the Public Safety
Center.Libraries and fire stations together are the next largest users, with Kessler Mill
Road and Parks a distant third.
2007 Municipal Buildings CO2 Emissions
Parks
7%
Libraries
11%
Administration
32%
Fire
17%
Service Centers
7%
Public Safety
26%
Figure 5: Roanoke County Percentage Municipal COEmissions by Sector (2007)
2
8
The County’s fuel use has gone up between 2001 and 2007, which reflects additional
vehicles on the road, particularly in public safety, but the cost has increased
dramatically, as can be seen on the chart below.
Roanoke County Municipal Fuel Use
1400000
1200000
1000000
800000
Gallons
Cost ($)
600000
400000
200000
0
20012007
Figure 6: Roanoke County Municipal Fuel Use (2001 vs. 2007)
Management of the government’s energy use is criticalsince:
Energy use is a growing part of the County budget, a cost born by local
taxpayers.
Roanoke County has had an environmentalmanagement systemsince 2001 and
has already demonstrated expertise in reducing energy use.
County government can play a constructive role in educating and assisting local
citizens and businesses withreducing their energy use.
Recommendations.
Using Milestone Onedata as a baseline, Roanoke County can now move into
Milestones Two, Three and Four of the ICLEI process and then follow up with Milestone
Five.
Milestone 2: Adopting emissions reduction targets.
Most local governments aim to reduceGHG emissions by 2% of the baseline
amount per year for the next forty years. This is the minimum level believed to
be necessary to stabilize the amount of carbon dioxide in the atmosphere and
thus to stabilize the global climate.
The first steps in this process can be attained by adopting good conservation
practices and implementing available energy efficiency technology. It is
generally believed that such actions can bring about reductions of 20-30% over
time.
Later reductions are dependent on converting our energy systems to renewable
sources.
9
Staffrecommends adoption of a community target of 3% reduction of GHG emissions
per year from 2010 to 2020.For the municipal sector, the target is to stop increasing
GHG emissions by the year 2012, and then adopt a target of 3% reduction per year to
2020. In 2020, progress will be assessed and the reduction target revised, if needed, or
continued at 3% per year until the goal is met.
Milestone 3: Developing a Local Action Plan
Developing the local action plan will be best achieved through formation of an action-
oriented citizens' committee to be known as “Roanoke County Community Leaders
Environmental Action Roundtable” (RC-CLEAR).RC-CLEAR’S primary purpose will be
identifying ways to reduce emissions and long-term energy costs bydeveloping
strategies for improved energy efficiency and conservation. Appointments will be made
by the Board of Supervisors, and thecommittee will be comprised of stakeholders who
represent diverse elements of the community (e.g. commerce, industry, churches, and
non-profits) and who are keenly interested in pursuing the goal of environmental
sustainability.
Milestone 4: Implementing policies and measures
Recommendations from RC-CLEAR and other sources can be implemented in the
Community and County operations as soon as they are developed and (if necessary) the
budget allows. This approach is preferable to waiting until a comprehensive plan is
worked out, because the County can benefit from early results while the planning
process is ongoing.
Milestone 5: Monitoring and verifying results
It is anticipated that this process will be done by County staff and/or interns using the
ICLEI software.
10
INTRODUCTION
The impact of our dependence on fossil fuels, primarily oil and coal, is playing a greater
role in global, national, and local economies as an ever increasing sense of urgency has
emerged inanattempt to deal with skyrocketing energy costs and climate events. In the
United States, extreme drought in the West and Southeast have caused some of the
worst wildfires in recent memory and have destabilized one of the largest metropolitan
areas in the United Statesdue to critical water shortages. Booming economies in Asia
have placed increasing demands on fossil fuels which have resulted in dramatic
increases in production of greenhouse gases. Thus, it seems as if there will be no end
to this cycle despite efforts of many.
Greenhouse gases inour atmosphere trap heat, thereby insulating the Earth providing a
life sustaining environment at an average 60°F. Water vapor and carbon dioxide (CO)
2
are the most important and abundant of these gases; however, other greenhouse gases
such as methane, nitrous oxide, andozone also play a role. Burning fossil fuels
releases CO andother greenhouse gases, which have led atmospheric and climate
2
scientists to conclude that human activities are responsible for much of the rapid
increase in atmospheric greenhouse gases in the last 150 years. Additionally, there are
indicationsthat the temperature of the earth has risen more than 1°F over that same
period with most of the increase occurring in the last threedecades. The result of this
increase may be seen in the decline of glaciers on a world-wide basis along with the
dramatic shrinking of the polar icecaps.
The major contributor to global warming issociety’s use of fossil fuels. Many local
governments, including severalVirginialocalities, are implementing activities that take a
proactive approach to the use of fossil fuels. In Southwest Virginia, Roanoke,
Blacksburg and Roanoke County have joined ICLEI - Local Governments for
Sustainability, an international group of over 600 local governments that promotes local
solutions to combat global climate change. Local organizations and private citizens
have also formed the Roanoke Valley Cool Cities Coalition (RVCCC), a group of more
than 120 affiliates representing over 15,000 citizens.Itsprimary mission is to educate
and advocate for reduction of greenhouse gas generation in our valley through energy
conservation and education.
The County of Roanokehas been addressing environmental concerns and the need for
responsible stewardship of our natural resources for some time. The County instituted
anEnvironmental Management System (EMS)shortly after receiving Environmental
Protection Agency (EPA) training, along with other local governments, on the importance
of having an EMS in place. In an effort to become better environmental stewards and
avoid environmental problems, a policywas adopted by the Board of Supervisors in
2001 that:
Identifies, evaluates, and manages potential environmental impacts of the
County’s activities and services;
Brings environmental issues and solutions to the attention of County government;
Complies with requirements of applicable environmental laws, regulations and
other requirements to which the County subscribes;
Employs pollution prevention to eliminate or reduce adverse environmental
impacts; and
11
Encourages other organizations toestablish and implement Systems of
Environmental Management.
In conjunction with this policy, an Environmental Assessment Team was established,
consisting of department heads whose activities could potentially impact the
environment, positively or negatively. A System of Environmental Management was
fully implemented in the fall of 2002. Resultant efforts include discovery and remediation
of a leaking underground waste oil storage tank at the County Garage, andconservation
efforts that saved approximately $77,000 in electricity and natural gas charges at our
fourmajor buildingsfrom 2002 to 2005. Additionally, the County has received
recognition from DEQ as an Environmental Enterprise (E2). This ongoing environmental
programming also positioned Roanoke County to become a major player when the EPA
designated the Roanoke Valley as a Potential Non-Attainment Zone for Ozonein 2004.
A partnership with the Roanoke Valley-Alleghany Regional Commission (RVARC),City
of Roanoke, Salem, Botetourt, Vinton, community agencies, and businesses led to the
successful implementation of an Ozone Early Action Plan. This actionavoided
mandatory and potentially punitive measures by theEPA to reduce ozone
concentrations.
Our efforts in the arena of conservation continue on an ongoing basis partly in an effort
to save the County money and also to demonstrate sound environmental stewardship to
our citizens. Conservation efforts are varied and include measures designed to reduce
energy consumption. We have replacedhundreds of older T-12 lamps with the T-8
variety that use about 15% less energy. Conventional light switches have been replaced
with motion sensors that turn lights off when rooms are not in use. Pumps and motors
that fail are replaced with energy saving units. Appliances are replaced with Energy Star
models. TheVehicle Resource Committee hasoverseen agradual improvement of our
fleet resulting in an overall average fuel economy increase in the last fouryears from 9.7
to 11.2 miles per gallon (mpg)with the resultant savings of thousands of gallons of fuel.
We now own 11hybrid vehicles that as a group average over40 mpg. We have
replaced dozens of large sedans that average 17 mpg with mid-size vehicles that get 5 -
6 more mpg.
In the springof2008, the County began utilizing 2% biodiesel fuel in its larger trucks and
equipment and hasrecentlyincreased this percentage to 5% (B5). This sustainable fuel
is producedin Virginia and numerous other locations in the United Statesusing either
virgin soybean oilor, in some cases, waste fatfrom food production operations. When
blended with conventional diesel at up to a 20% proportion, greenhouse gas emissions
are reduced and performance is enhanced. At the same time we are reducing our
dependenceon foreign oil and also supporting Americanfarmers.
The County has been certified as a “Green Government” by Virginia Municipal League
through their “Go Green Virginia” initiative. The program encourages local governments
to reduce carbon emissions generated by the locality and the community through the
implementation of green policies and actions.
As we have seen in the very recent past, there is an ever present threat of extreme fuel
shortages and price spikes, such as those experienced after recent hurricanes,justify
prudent use of our fossil fuels and natural resources. Fuel and energy budgets have
been stretched and now exceeded over the past coupleyears as prices continue to
climb. Our services depend on utilizing vehicles and buildings so energy conservation
must remain a constant fixture in County operations. The County is utilizing sustainable
12
technology in all future buildings. We arepursuing LEEDcertification (Leadership in
TM
Energy and Environmental Design) with an emphasis placedon energy efficiency for
major capital projects, including the Regional Jail, South CountyLibrary, Fleet Service
Center and Multi-Generational Center.
ICLEI BACKGROUND
Launched in the United States in 1995, ICLEI, or Local Governments for Sustainability
(formerly the International Council for Local Environmental Initiatives) is an international
association of local governments committed to improving the global environment through
local action. Consisting of over 660 cities, counties, towns, and villages worldwide,
ICLEI helps local governments generate political and public awareness of environmental
and sustainability issues and providestechnical assistance along with training and
support to realizetangible goals. ICLEI accomplishes its mission primarily through two
major programs. The flagship program, Cities for Climate Protection (CCP), is a
performance-oriented campaign designed to empower local governments in reducing
greenhouse gas emissions by offering a proven program model along with training and
technical assistance.
The program consists of FiveMilestones that include:
1.Conducting a greenhouse gas emissions inventory.
2.Adopting emissions reduction targets.
3.Developing a Local Action Plan.
4.Implementing policies and measures.
5.Monitoring and verifyingresults.
The second program, Communities 21, was developed in accordance with the United
Nations Division for Sustainable Development Agenda 21. The mission is to improve the
ecological health of communities around the world, while promoting economic vitality
and social justice.
The decision to join ICLEI was made by the Roanoke County Board of Supervisors on
August 14, 2007 via Resolution 081407-3 which was passed unanimously (Appendix B).
Thereafter, the Board decided to participate in the CCP program due to the potential to
reduce air pollution and greenhouse gas emissions, both of which will slow the
progression of global warming. Since that time, a board and staff liaison to ICLEI was
appointed and meetings were held to map a strategy to address the FiveMilestones of
the CCP. An ICLEI Planning Group (IPG) consisting of the board and staff liaisons,
General Services Director, and the Chair of the Roanoke Valley Cool Counties/Cities
Coalition was assembledto put together an implementation plan for the CCP.
Increased use of fossil fuels associated with industrial growth in the last 150 years has
led to increasing quantities of carbon dioxide (CO) and methane being released into
2
the atmosphere. These two gases are primary contributors to the Greenhouse Effect
(GhE). In fact, current levels of CO,are 30% higher than in pre-industrial times.
2
Scientists have been able to correlate the relationshipof global temperatures to levels of
atmospheric COand determinethat temperatures rise and fall in response to those
2
levels.
Additionally, levels of natural gas (methane, CH) are also rising due to human activities
4
that include the decay of organic waste fromsewage treatment, solid waste disposal,
13
andraisinglarge numbers of livestock for human food. While there is less methane than
COin the upper atmosphere, methane is estimated to be at least 20 times more
2
effective in trapping heat than CO. Therefore, methane reductionshould be considered
2
in any effort to reduce the effects of climate change.
According to ICLEI documentation, NASA scientists have concluded that COlevels are
2
higher now than they have been in over 650,000 years, that the 1990’s were the
warmest years on record, and that this trend is continuing in the 21century. Over the
st
last 100 years the average global temp has gone up approximately 1.5°F. In addition,
we have seen a disappearance of glaciers worldwide, shrinking of the polar ice caps and
increasingly dramatic climate events.
In conjunction with the rising temperatures, we have seen a parallel increase in the
numbers and ranges of destructive and disease bearing insects. Temperature
dependent insectssuch as malaria-bearing mosquitoes have increased their ranges.
Moreand more forests are being devastated by the gypsy moth. Brook trout populations
and habitat are shrinking rapidly. The delicate balance of the complex and interrelated
Earth ecosystem is in a state of flux; and it is impossible to predict how far reaching or
devastating the consequences to life on earth will be.
Not surprisingly, combustion of fossil fuelsused for energy also contribute to air pollution
concentrated around metropolitan areas andinclude primarily ozone, smog and soot
(fine particulatematter). This was illustratedat the recent Olympic Gamesheld in
Beijing, China, which is almost exclusively dependent on coal and petroleum for its
energy supply. Numbers of asthma sufferers are steadily increasing and this, too, can
be tied to rising ozone counts. It is becoming increasingly unhealthy to be active
outdoors in the world’s metropolitan areas.
Cities(& Counties) for Climate Protection
ICLEI’s Cities for Climate Protection is designed to help cities and counties identify and
quantify sources of GHG emissions as well as devise and implement plans to reduce
them. The CCP initiative is tried and tested and has been in use for over ten years.As
a member of ICLEI, municipalities receive free technical support, global member
networking, benefit of their experience, andaccess to software tools and methodology
designed to guide the process.
Battling air pollution is relatively new science and not the standard mission of local
government. The Roanoke County Board of Supervisors chose to join ICLEI and gain
the benefit of its experience and expertise in dealing with climate change. In exchange
for committingto assess our carbon footprint and implement a plan to reduce it, we have
received the use of tested, user-friendly software to perform the initial GHG inventory
and, subsequently, to develop and implement a local climate action plan.
Furthermore, local benefits from reducing GHG are not the focus of the program, but
nevertheless, result in sizeable financial and quality of life dividends. For example, the
same fossil fuels that, when burned, create greenhouse gases, also result in air pollution
in the form nitrous oxides (NO), hydrocarbons and volatile organic compounds
X
(VOCs)and fine particulates (soot). Combined with heat and sunlight, these substances
form ground level ozone, a pollutant that is regulated by the EPA under the Clean Air Act
asit has been shown to be hazardous to human health.
14
Thus, it canbe seen that when the use of fossil fuels isreducedthere are global and
local benefits. On a global scale, we are reducing the advanceof climate warming and
the associated environmental impacts. Locally, we are clearing our air, making it safer
to breathe, conserving energy, saving money by conserving energy, reducing
dependence on foreign oil and keeping dollars in thecommunity, and providing a much
needed stimulus forthe local economy.
The ultimate goal of the CCP is to reduce GHG in the community, not onlyby
government operations, but by engaging all sectorsof society includingresidents,
businesses, schools and religious institutions. This requires a variety of efforts including
educational programs and outreach to all sectors along with agrass roots community
approach to succeed. The County as a whole must work together to measure our
carbon footprint, devise a plan to reduce it, andcommunicate thatmessage while
motivating our families, peers and coworkers. Especially important is the fact that there
are no prescriptive measures or mandates -- the entire process is purely voluntary.
The Five Milestones: Overview
As the CCP methodology focuseson achieving greenhouse gas (GHG) reductions, the
most logical place for local governments to start is by assessing their baseline
emissions. When a local government completes the emissions analysis, the result is a
profile of the community’s energy, transportation and waste habits along with the
correspondingGHG emissions. Based on these findings, the next step is to develop an
emissions reduction target. While there is no hard and fast formula, this ideally will
constitute a significant reduction (for example, at least2% per year) over a broad
enoughtimeframe to have a measurableimpact. The target reduction and emissions
inventory set the stage for choosing GHG reduction measures that constitute a Climate
Action Plan. An analysis of the kinds of emissions combined with community assets and
motivation will guide the development of the Climate Action Plan. The next milestone is
implementation of the plan which requires resources and personnel to assure the
process moves forward. Lastly, monitoring and measuring COtonnage, along with
2
reporting back tothe community completesthe process.
Milestone One
Conduct a Greenhouse Gas Emissions Analysis with Baseline Inventory and
Forecast.
In the process of determiningthequantity and subsequent impact of the GHG, it is
necessary to understand the current and historic patterns ofemissions for the
community. While it is ideal to go back to 1990 levels in order to be in line with the US
Mayors’ Climate Protection Agreement, most communities find it virtually impossible to
acquire data that old. Therefore, the standardmany communities have used is to choose
the oldest year for which complete, accessibledata is available. While somewhat
arbitrary, the choice of a baseline year is a critical part of the CCP becauseit is the
yardstick against which all progress is measured.
The baseline GHG emissions inventory recommended by ICLEI consists of two separate
analyses. One involves evaluating the residential, commercial, industrial,transportation,
and waste records in thecommunity. The other is focused primarily on local
15
government’s building energy usage, fleet fuel use, and any other energy consuming
operations.
Milestone Two
Establish a Reduction Target
This seemingly simple step of selecting a percentage reduction for GHG emissions and
the resultantreduction in tons of COper year,over a given period, is possibly the most
2
important step in the CCP initiative. It must be based on an accurate emissions
inventory, an assessmentof community resources, andthe “conservation mindset”. It
should be a reasonably attainable number yet set high enough so as to have an impact
on climate change processes. There is no hard and fast rule for this target, but some
communities follow the US Mayors’ goal of 7% below 1990 levels by 2012. Others
follow the Cool Counties’ guidelines of reducing GHG 80% below current levels by 2050
or about 2% per year.
Milestone Three
Develop a Climate Action Plan
This phase of the CCP initiative is critical in accomplishing the goal of reducing GHG
emissions and limiting the effect of global warming. To succeed, it must be a
collaborative effort of all sectors of the community including local government, citizens,
commercial,industrial, educational, and religious organizations. All have astake in the
consequences of climate change and theability to have considerable influence in
reducing GHG emissions. The ICLEI Planning Group has recommended to the Board of
Supervisors the creation of local climate action committee with representatives from
each magisterial district andother stakeholders from the public and private sectors.
Staff will develop a set of guidelines for the committee and submit them to the Board for
review and approval.
The climate action committee has been named, “Community LeadersEnvironmental
Action Roundtable”, or CLEAR.Once selected, the committee will, with Roanoke
County staff support, assess potential GHG reduction measures and recommend them
tothe Board of Supervisors. Aseparate set of measures will be developed for the
community as a wholeby CLEAR. The IPG will focus onCounty governmentoperations
GHG measures.It is anticipated that the CLEAR will be formed in early 2009and have
a climate action plan to recommend to the Board of Supervisorsby the end of 2009.
Milestone Four
Implement the Climate Action Plan
The culmination of several years ofdata analysis and planning will be presentedto the
voluntary
community as a plan that consists of a wide variety of measures.The
implementation will be carried out over a number of years, perhaps even 40years, but it
will be based on an annual cycle. CLEAR and County staff will work with all interested
parties in providing ongoing support of the implementation steps as well as keeping the
Board of Supervisorsappraised of progress. It is envisioned that there will be a need to
market the plan via local media, including educational TV,radio and the printed media.
Success will depend on getting the message out and a grass roots effort will be required
16
in order to reach “critical mass”. There is the perception that the success of this and
neighboring communities’ climate action initiatives would be enhanced bya regional
cooperative effort that could be coordinated by the Roanoke Valley-Alleghany Regional
Commission.
Milestone Five
Monitor Progress and Report Results
Based on the GHG reduction target that is adopted, we will look for targetedreductions
in emissions from year to year. With the help of local utilities and VDOT, annual energy
use and motor vehicle miles travelled (VMT) data will be acquired yearly.This datawill
be translated into total tons of COemissions utilizing CACP or equivalent software. In
2
this way, the effectiveness of various measures of the climate action plan will be
assessed. Interventions may be tweaked to improve results orexplore alternate
measures. Given the fact that reducing GHG is a relatively gradual process that occurs
over a considerable period of time, the climate action plan will need to become
embedded in our lifestyles and how we do business. Community events celebrating
successes will be necessary andfrequent media updates. Various incentives and forms
of recognition will go fartoward engendering enthusiasm and support for the project.
METHODOLOGY
General
Subsequent to joining ICLEI, both a staff liaison and Board liaison were appointed as
official County representativesto ICLEI. These individuals formed anICLEI Planning
Group (IPG)with the Director of General Services and the Director of Roanoke Valley
Cool Counties Coalition. The task for this group was to developa plan to launch the
Cities for Climate Protection (CCP) project on behalf of the County of Roanoke. Thus
the initial task of the IPG was to assess the Milestone Guidebook and develop a strategy
for implementation.
Prior toembarking on a program to reduce GHG, the locality must first assess actual
GHG emissions for a baseline year against which to measure progress throughout the
duration of the project. In support of this critical effort, ICLEI provides its members with
Clean Air & Climate Protection (CACP) software which provides virtually all the tools
needed to tabulate and analyze GHG emissions. The critical activity and perhaps most
challenging is the actual acquisition of the raw data. Given the fact that the bulk of GHG
arise from the combustion of fossil fuels, the primary task is to acquire energy
consumption records going back as far in the recent past as accuracy and accessibility
allow. Secondly, consumption of vehicular fuels and/or total miles driven must be
acquired. This takes care of the bulk of GHG sources. Lastly, acquisition of the total
tonnage of solid waste completes theGHG inventory and will providea reasonably
accurate picture of the community and municipal carbon footprints.
Given the extensive time and effortinvolved in data acquisition and input in the CACP
software, the IPG determined that at least during the initial implementation of Milestone
One that the efforts of a full-time staff person would be required, possibly lasting for 3-4
17
months. For thisanenvironmental internship was created and local colleges were
solicited for applicants in the environmental science field. In addition to the
environmental intern, it was also decided that the input and guidance of regional experts
in the environmental sciences field would improve the accuracy as well as quality of the
research for Milestone One. RVCCC really stepped up to the plate by writing a grant
proposal to Roanoke Cement, a regional manufacturer concerned with environmental
and air quality issues. A positive outcome was obtained and Roanoke Cement
generously provided a grant to the Roanoke County ICLEI project.The grant was
administered by RVCCC (Appendix C)and was usedto employ Dr. Renee Godard,
Hollins University and Dr. Sean McGinnis, VirginiaTech, through the collection and
analysis of Milestone One information.
The IPG group was unanimous in its choice of a college senior from Roanoke College,
majoring in EnvironmentalPolicyto serve as the Environmental Intern. This paid
position was fundedthrough the summer using existing environmental program funding.
Several days of orientation were given, including a review of existing Roanoke County
environmental projects and accomplishments, training on the Milestone Guide and
CACP software. Subsequently, the interncontacted the Fleet and Facilities Divisions to
begin acquisition of municipal operations data. An action outline and timetable were
developed that included methodology, individual responsibilities, resources, data types
and due dates.
The goal of acquiring all GHG raw data and entering it in the CACP software by
summer’s end was established. Initially, our intern was charged with working primarily
on municipal data while the consultants focused on community-wide data. We were
fortunate in that one of our consultants had already completed an emissions inventory
utilizing ICLEI software. Separate sections follow detailing the results.
ROANOKE COUNTY EMISSIONS INVENTORY
Overview
The year 2007 was selected as a baseline year due to the quality of the data for both the
community and government operations. In the process of collecting the data, some data
was also collected for 2005 since it is often useful to look for historic patterns to
understand current trends. While 2007 is the baseline year, the overall carbon
emissions for previous years could be estimated as target reductions are contemplated
in ICLEI Milestone Two. However, the baseline is the best basis for future comparisons.
A brief summary of the baseline results for 2007 is provided here before this data is
detailed in later sections. Community-wide carbon dioxide emissions were
approximately 1.9 million tons. The units for this result are accurately given as
equivalent carbon dioxide emissions, as is common in such analyses, since other
greenhouse gases have been accounted for by converting their contributiontoan
equivalent amount of carbon dioxide. The breakdown of these emissions is shown in
Figure 7. Residential emissions are somewhatlarger than commercial and industrial.
Transportation emissions are nearly as large as the residential; however,this sector
contains the transportation emissions for the residential, commercial,and industrial
sectors as it is not easy to accurately separate this data. When the emissions are
considered from a source perspective, electricity dominates. This is due to heavy
18
electrical use across the sectorsother than transportation andthe high carbon dioxide
emissions from coal-fired electricity, the dominant source for local electricity.
Figure 7: Roanoke CountyCOEmissions by Sector and Source(2007)
2
Carbon dioxide emissions from Roanoke Countygovernment operations were
approximately 14,000 tons. As shown in Figure 8, it is surprising that these emissions
make up less than 1% of the total community emissions. This fact will be important in
consideration of options for the local action plan to reduce community and governmental
emissions.
Figure 8:Comparison of Community and MunicipalCOEmissions(2007)
2
COMMUNITY EMISSIONSINVENTORY
As stated previously, this report assesses GHG emissions from two perspectives. The
first perspective being the community as a whole,and the second perspective basedon
government activities only, or “municipal”. By definition then, “community emissions”
encompass the entire County, inclusive of all sectors and sources insofar as data is
19
available. This includes the municipal energy usage and GHG generation as well.
Based on the fact that the bulk of GHG are caused by the combustion of fossil fuels, this
effort entails acquiring data primarily from the energy and transportation sector.
Subsequently the energy data is converted to carbon equivalents utilizing CACP
software.
Several contributors to greenhouse gas emissions were left out of the scope for this
baseline. These include emissions from both air travel and railroads. Accurate data for
these sectors is difficult to acquire. Moreover, there are no standards by which such
emissions are divided among communities since both transportation methods cover
large distances.
It should also be noted that this baseline inventory, like most others completed by
communities, does not include upstream emissions associated with the consumption of
food and products. These emissions are assumed to be accounted for in the
communities in which the emissions related to energy use and transportation occur.
While the previous comments may seem troubling, it is important to realize that baseline
inventories can never account for allemissions in a community. In spite of this, baseline
inventories are still critical and useful for comparisons and developing action plans. The
majority of emissions must beaccounted for and the data has to be accurate and well
documented to allow for the same data collection and analysis in the future.
Electricity
Electricity data was provided by the Appalachian Power Company (APCO), a division of
American Electric Power (AEP). Details are provided in Table 1 and Figure 9.The
boundaries for this data included Roanoke County and Vinton as defined by APCO using
their “tax district” reporting field. Therefore, the electricity values correspond to billed
usage and can be broken down into sectors since electrical rates vary depending on end
use. The sectors are defined by the US Department of Labor's North American Industry
Classification System (NAICS - http://www.osha.gov/oshstats/naics-manual.html).
Briefly, businesses classified as "Industrial" produce or manufacture something. Those
classified as "Commercial" provide a service (they don't employ capital to produce
something from raw materials or perform some intermediate step in the manufacturing
process). A hospital is considered "Commercial", unless it is owned and operated by a
government entity (i.e., a Veterans Administration Hospital, etc.).Inthiscase,it would
fall into the "Other” category which includes local, state, federal governments, and Public
Authorities (i.e., Water Authority, Airport Authority, etc.).
Roanoke County + Vinton Electricity (kWh)
2007 vs. 2005
Sector2005200620072007(%)% Change
Residential560,818,716 551,997,691 579,674,616 50.7%3.4%
Commercial327,787,840 324,607,143 336,326,919 29.4%2.6%
Industrial166,444,852 167,399,946 172,211,165 15.1%3.5%
All Other54,451,396 54,086,641 55,002,492 4.8%1.0%
Totals1,109,502,8041,098,091,4211,143,215,192 100.0%3.0%
Table 1: Roanoke County electrical usage (2005 2007)
20
The effect ofannual temperature variation on energy use can be analyzed using the
degree day
concept of a . The baseline for this degree day is specified at 65ºF. Days
Cooling
on which the average temperature is above this temperature will register as
Degree Days (CDD)
while days on which the average temperature is below this
Heating Degree Days (HDD)
temperature will register as . To determine CDD, 65ºF is
subtracted from the average daily temperature. For HDD, the average daily temperature
is subtracted from 65ºF. The annual amount of energy used for heating and cooling is
roughly proportional to the total number of heating and cooling degree days in a year.
Table 2 shows degree day data(known as F-6) for the Roanoke region from the National
Weather Service Data (
http://www.erh.noaa.gov/rnk/climate/f6/html/F6.html#ROA).
200520062007
MonthHDD (65)CDD(65)HDD (65)CDD(65)HDD (65)CDD(65)
January751065807310
February647070408540
March6400506539332
April251111533529734
May113371237976163
June924732254292
July040303980341
August039904200537
September11201657721225
October1864430516137101
November447043514940
December864061206590
3,9191,3423,5641,2563,6661,725
5,2614,8205,391
Table 2: Heating and Cooling Degree Days for Roanoke County (2005-2007)
From Table 1, it can be seen that there was a 3% increase in electrical consumption
from 2005 to 2007. However, over the same period, there was a 28% increase in
cooling degree days. The increase in electrical consumption may be attributed to an
increase in the demand for energy for cooling which typically requires electricity.It is
interesting to note, however, that the increase in electrical usage is far less than the
increase in cooling load.
21
Figure 9: Roanoke County electrical usage by sector (2007)
GHG emissions due to electricity use come from the power plants which may not be
locatedin the community. As such, these emissions do not generally occur directly
within the community, and thisis the case for Roanoke County. Greenhouse gas
emissions are more of a global concern, while criteria air pollutants have more local and
regional effects. Criteria air pollutants include nitrous oxides, hydrocarbons, particulates,
and volatile organic compounds (VOCs) and are the major constituents of ozone and
smog. While a serious problem in Roanoke, these will not be discussed in this report but
can be assessedusing the CACP software.
Accurate emission estimates due to electricity require the proper emission coefficients
which detail the individual emission amounts based on a per kWh basis. Default
coefficients are contained in the CACP software in the Average Grid Electricity Set
database and vary significantly depending on the specific fuel mix used to generate the
electricity. For example, electricity generated by coal has more carbon dioxide
emissions per unit energy than that generated fromnaturalgas which in turn emits
significantly more carbon dioxide than hydropower or nuclear generated electricity.
Please note that these emission coefficients typically only consider the emissions
released in the generation and transmission phases of the electrical generation life cycle
anddo notinclude any emissions related to extraction of, processing,and transportation
offuels on capital equipment andwaste disposal.
Based on APCO published regulatory data (see Appendix D), the Average Grid
Electricity Setin the CACP software was modified to better reflect the fuel mix for the
electricity used by Roanoke County. Table 3 shows the adjustments that were made to
Region 09-South East Reliability Council/Excl. Floridavalues due to the higher
percentage of coal use for power generation by APCO for Roanoke as compared to the
regional averages as shown in Table 4.
22
Emission 2007 CACP Default Coefficients 2006 APCO Data (lbs/kWh)
Chemical(s)(lbs/kWh)
CO1.41.85
2
NO0.0020.0031
x
SO0.0080.0108
x
Table 3: Electrical power generation emission coefficients
FuelSERC (%)APCO (%)
Coal38.088.3
Nuclear 16.010.9
Hydro6.00.8
Net Internal Purchases9.00.0
Pumped Storage3.00.0
Dual Fuel (Gas/Oil)12.00.0
Gas14.00.0
Oil 2.00.0
TOTAL100.0100.0
Table 4: Electrical power generation fuel mix comparison
Natural Gas
Natural gas data was provided by the Roanoke Gas Company which is the primary
supplier of natural gas in the area. The boundaries for this data included the Roanoke
County and the Town of Vinton using tax districts for the calendar years 2005 and 2007.
The natural gas data in units of therms (100,000 BTU) was divided into subcategories in
Table 5 and graphed in Figure 10. Residential natural gas use is seen to be higher than
use in the commercial and industrial sectors. Natural gas is used in the community
primarily for heat (boilers and furnaces), on-site electricity generation (generators), and
cooking (ranges, grills) so the emissions have a stronger local impact compared to those
for the power plant electricity.
It can be seen that residential consumption went down 8.6%from ’05 to ’07 and this is
most likely attributable to fewer heating degree days, falling from 3919in 2005 to 3666
in 2007. Increase in the commercial sector is most likely due to retail and commercial
growth, while the decrease in industrial natural gasconsumption can only partially be
explained by a 7% decrease in heating degree days.
Roanoke County Natural Gas (Therms)
Class200520072005%2007 vs. 2005
Residential26,843,721 24,638,331 63.4%-8.2%
Commercial10,482,567 11,022,731 24.8%5.2%
Industrial5,024,410 3,205,568 11.9%-36.2%
Totals42,350,69838,866,630 100.0%-8.2%
23
Vinton Natural Gas (Therms)
Class200520072005%% Change
Residential2,592,321 2,277,700 45.9%-12.1%
Commercial1,588,3201,393,536 28.1%-12.3%
Industrial1,469,000 1,210,824 26.0%-17.6%
Totals5,649,641 4,882,060 100.0%-13.6%
Combined Natural Gas (Therms)
Class200520072005%% Change
Residential29,436,04226,916,03161.3%-8.6%
Commercial12,070,88712,416,26725.1%2.9%
Industrial6,493,4104,416,39213.5%-32.0%
Totals48,000,339 43,748,690 100.0%-8.9%
Table 5: Roanoke County natural gas usage (2005 &2007)
Figure 10: Roanoke County natural gas usageby sector (2007)
Propane and Fuel Oil
Residential fuel oil and propane (LPG) household estimates specific to Roanoke County
were obtained from the 2007 American Community Survey data on the US Census
Bureau website (http://factfinder.census.gov). Average annual consumption of these
fuels per household was obtained from the Department of Energy’s 2005 Residential
Energy Consumption Survey based on the South Atlantic regional data.
(http://www.eia.doe.gov/emeu/recs/recs2005/hc2005_tables/c&e/pdf/tableus8.pdf)
Table 6 shows both sets of data and the total estimates for the annual use of these fuels.
24
Note that these values are for Roanoke County only, not including Vinton since the latter
data was not available.Changes from year-to-year using such data will not be highly
accurate, but the totals are useful relative to other energy sources and carbon emissions
for the community.
Annual Total Energy
Residential Fuel Number of Consumption Consumption (Million BTU)
SourceHouseholds(gallon/year)(gallon/year)
293,359
Fuel Oil36395762,096,064
Propane (LPG)912343312,81629,187
Table 6:Community fuel oil and propane use for residential heating(2007)
Transportation Energy Usage (Fuel)
Transportation fuel estimates are considerably more difficult and less accurate than
those for electricity and natural gas. Fuel is purchased by a large number of community
customers froma variety of sources. Emissions from transportation fuel combustion
depend upon the amount of fuel used, the type of fuel, and the characteristics of the
engine which is combusting the fuel. As such, various methods can be used to estimate
fuel usage, each with advantages and disadvantages. Since actual fuel purchases
cannot be obtained on a community basis, estimates are generally made either based
on Vehicle Miles Travelled(VMT) or Average Annual Daily Traffic (AADT) data. The
former method was used for this analysis based on data from theVirginia Department of
Transportation (VDOT) for Roanoke County and the Town of Vinton.
Daily Vehicle Miles Travelled (DVMT) as a function of physical jurisdiction and vehicle
class for secondary, primary, and interstate roads were compiled from Report Number
1220 at the following VDOT site for 2005 and 2007:
http://www.virginiadot.org/info/ct-TrafficCounts-VMT2005.asp
http://www.virginiadot.org/info/ct-TrafficCounts-VMT2007.asp
The detailed DVMT compiled data for 2007 is shown in Table 7.
25
Federal Vehicle ClassDVMTAnnual VMT
8,014
1Motorcycles2,925,285
1,821,573
2Passenger Cars664,874,276
336,943
3Two Axle, 4 Tire Single Unit Vehicles122,984,276
12,090
4Busses4,412,755
17,411
5Two Axle, 6 Tire Single Unit Trucks6,354,982
12,747
6Three Axle Single Unit Trucks4,652,664
2,615
7Four or More Axle Single Unit Trucks954,521
9,649
8Four Axle or Fewer Single Trailers3,521,959
194,335
9Five Axle Single Trailers70,932,407
1,734
10Six or More Axle Single Trailers633,034
11,150
11Five Axle or Fewer Multi-Trailers4,069,864
3,907
12Six Axle Multi-Trailers1,425,956
19
13Seven or More Axle Multi-Trailers6,821
2,432,188887,748,800
Roanoke County + Vinton Total
Table 7: Roanoke County DVMT (2007)
Fuel usage is the information needed to estimate carbon dioxide emissions and this is
obtained by dividing VMT by fuel economy (miles per gallons). Since fuel economies
vary among vehicle types and fuels, the VMT data in the table above was divided up
among the vehicle types in the CACP software. The CACP vehicle categories are
shown along with the default distribution in the Tables 8 and 9.
GasolineDiesel GasolineDiesel
DistributionDistribution
CACP Vehicle Category(%)(%)Annual VMTAnnual VMT
Full Size Auto8.50.3 59,993,963 2,117,434
Mid Size Auto18.70.0131,986,719
Compact Auto33.01.3232,917,740 9,175,547
Light Truck/SUV/Pickup32.40.0351,667,148
Heavy Truck0.05.2 92,552,208
Motorcycle0.40.0 2,925,285
Passenger Vehicle0.00.0
Vanpool Van0.00.0
Marine0.00.0
Rail Commuter0.00.0
Transit Bus0.00.2 4,412,755
Totals 93.07.0 779,490,855108,257,944
Table 8: Roanoke County VMT by vehicleclass (2007)
26
Passenger Auto Distribution:GasolineDiesel
Full Size Auto (% of passenger cars)9.0%0.3%
Mid Size Auto (% of passenger cars)19.9%
Compact Size Auto (% of passenger cars)35.0%1.4%
Light Truck/SUV/Pickup Truck34.4%
Totals98.3%1.7%
100.0%
Table 9: Passenger auto distribution based on CACP defaults
The VMT method assigns emissions to the community for allvehicleson community
roadways, independent of whether the vehicle is registered in the community. The
VDOT website has additional information which is useful when considering measures to
reduce VMT. Specifically, DVMT by Physical Jurisdiction for All Roads is provided in
Report Number 1200 and was considered for 2005 and 2007 in Table 10.
http://www.virginiadot.org/info/ct-TrafficCounts-VMT2005.asp
http://www.virginiadot.org/info/ct-TrafficCounts-VMT2007.asp
Please note that the total VMT for 2005 and 2007 were almost identical. In addition,
interstate roads accounted for a disproportionately larger numberof miles travelled at
nearly 41% even thoughinterstate roads representonly2.4% of the total roadway length
in Roanoke County and Vinton.
Road % of Total Road
CategoryDVMTAnnual VMTMiles% of Total DVMT
Secondary500,044182,516,095 84.4%20.6%
Primary949,978346,742,144 13.2%39.1%
Interstate982,166358,490,561 2.4%40.4%
Totals2,432,188887,748,800100.0%100.0%
Table 10: Roanoke County VMT by Road Category
Waste Disposal
Waste contributions to emissions are estimated by the CACP software for a variety of
disposal scenarios. Landfills emit methane, a greenhouse gas at least 20 times more
potent that carbon dioxide as a result of the anaerobic decomposition of organic matter
and constitutes one of the largest methane sources in the United States.1 Only
greenhouse gas emissions are estimated by the software since there is a lack of
accurate information regarding the criteria air pollutants emitted from wastes.In the
2
CACP analysis, managed landfills are also given some credit for COsequestration
2
which reduces the equivalent COemissions from the landfill. One argument for this
2
assumption is that the carbon stored in a managed landfill will not be emitted like
incinerated wastewhere carbon dioxide is emitted due to the combustion process.
Roanoke County waste is sent daily by railroad to the Smith Gap Landfillthrough a
27
unique regional public-private partnership between the Roanoke Valley Resource
Authority and Norfolk-Southern Railroad. Emissions due to this transportation are not
included in this analysis. They are expected to be less than would result from truck
transport of the same waste due to rail transportation efficiencies.
TheMethane Commitment Methodwas used in the CACP software to calculate
greenhouse gas emissions due to landfill wastes. This method assigns all totallifetime
greenhouse gas emissions from the waste disposed in the active year to thatyear. In
reality, methane emissions occur over time from a landfill, but estimating this dynamic
process accurately using a Waste-in-Place Methodrequires waste data, inception dates,
and closing dates for all city landfills. This report will therefore use the Methane
Commitment Methodwhich assigns all of the methane emissions that will occur over the
lifetime of the landfill in which the 2007 wastes were stored to the greenhouse gas
inventory for 2007.
The available categories for waste and waste disposal methods in the CACP software
are shown in Table 11. The default percentages are only for the “managed landfill”
disposal method. Specific data for the breakdown of Roanoke County waste for the
categories in the table were not available so default values corresponding to US
averages provided by the CACP software help files were used and are also shown in the
table.
Waste CategoriesDefault Percentages (%)
38
Paper Products
13
Food Waste
10
Plant Debris
4
Wood/Textiles
35
All Other Waste
Table 11: CACP Software Waste Disposal Options
Data from the Roanoke Valley Resource Authority (RVRA) isshown in Table 12. All of
the waste which is not recycled was categorized for this analysis as handled by a
Managed Landfill. None of the Roanoke County waste disposed in2007 was
composted or incinerated. Recycling is not considered as a source of emissions
reduction by the CACP software in the baseline analysis, even though upstream
emissions from manufacturing energy are reduced due to this practice. Emissions
reductions due to recycling are considered, however, in the implemented measures
analysis section in the softwarerelating to ICLEI Milestones Threeand Four.
Waste tonnage entered into the CACP software is the sum of the municipal and
residential values for Roanoke County and Vinton. The waste from commercial and
private haulers was not included since it is difficult to determine how to assign
appropriate percentage to the correct jurisdiction.
Wood waste is handled by the RVRA, but does not go to the landfill. Therefore, it was
not included in the emissions analysis.
28
SOURCETOTAL
MUNICIPAL COLLECTION
COUNTY OF ROANOKE 38,920
TOWN OF VINTON 3,781
TOTAL MUNICIPAL 42,701
RESIDENTIAL DROP OFF
COUNTY OF ROANOKE 3,726
TOWN OF VINTON 309
TOTAL RESIDENTIAL
4,035
46,736
WOOD WASTE
COUNTY OF ROANOKE 5,052
TOWN OF VINTON 130
TOTAL WOOD WASTE 14,452
Table 12:Tons of Roanoke CountySolid Waste(2007)
Waste water treatment is not specificallyaddressed by the CACP software in terms of
associated emissions. However,emissions due to electricity and natural gas used for
waste water operationswere included in the community analysis for facilities which are
located within Roanoke Countylimits. Direct emissions of greenhouse gases and other
pollutants are also associated with wastewater treatment;however, these were not
assessed in this report since methodologies for this are neither well developed nor
supported by the CACP software.
MUNICIPAL EMISSIONS INVENTORY
All municipal energy consumption records included in this report were provided by
Roanoke County General Services staff—this includes electricity, natural gas, unleaded
regular gas, and 2% biodiesel fuel. ICLEI has supplied Clean Air and Climate Protection
(CACP) software wherein all municipal data has been entered. Once the energy data is
entered, the software computes greenhouse gas emissions. The CACP software divides
the municipal data into three sectors: buildings, vehicle fleet, and streetlights. The
buildings sector comprises all County facilities including: administrative, public safety,
fire andrescue stations, libraries, service centers and parks andrecreationcenters.
Vehicle fleet fuel usage includes all County cars, trucks, mowing and landscape
maintenance equipment and fire department vehicles. Data was not collected for the
Roanoke County school buildings and buses since that operation is separate from
municipal government. Please note that school energy usage is included in the
community carbon footprint. All data was collected for specific calendar yearsandthe
baseline year for this report is 2007. Complete energy records were available back to
2001, so this data was compiled for comparison purposes.
29
Buildings
Municipal building energy use data was provided by the Roanoke County Facilities
Manager. In addition to those listed above, buildingsanalyzed included recreation
centers, garages, public safety, and public services.Electricity, natural gas, and
propane records werecollected, as appropriate, for each building. In 2007, there were
519,777square feet of building space for all Roanoke County municipal buildings. This
figure represents anincreaseof 11.5 percent from 465,950 square feet in 2001.
Table 13 provides an energy use summary for each County building for the 2007
calendar year. Energy used in the County buildings includes electricity, natural gas, and
propane. This table also details the sizes of each facility with its respective energy use in
MBtu (1,000 btu) per square foot along withthe associated costs on a per square foot
basis.
Square Footage Energy Usage Energy Cost MBtu/ftCost/ft
Building(ft 2)(MBtu)($)22
RCAC61,1704,125,260$59,39267.44$0.97
Courthouse71,5317,477,560$111,472104.54$1.56
Court Services18,000891,616$16,17649.53$0.90
PSC85,1989,104,768$136,308106.87$1.60
Kessler Mill70,6763,201,033$43,77545.29$0.62
Satellite Garage2,000290,956$4,219145.48$2.11
Garage5,500442,025$6,52080.37$1.19
Police Substation96085,119$1,55688.67$1.62
Main Library20,6901,681,480$24,79181.27$1.20
Glenvar Library5,121508,942$9,83599.38$1.92
Hollins Library17,6711,624,313$25,87191.92$1.46
Vinton Library9,292728,630$10,92778.41$1.18
Cave Spring Fire15,5751,080,156$14,27469.35$0.92
Catawba Fire4,355311,149$9,00971.45$2.07
Hollins Fire13,554907,016$12,82766.92$0.95
Mt. Pleasant Fire9,348784,456$11,03483.92$1.18
Clearbrook Fire10,725990,832$14,00792.39$1.31
Bent Mt. Fire7,320449,830$11,48161.45$1.57
Ft. Lewis Fire13,5541,079,392$15,47179.64$1.14
Mason Cove Fire9,552692,152$18,98272.46$1.99
Back Creek Fire9,400774,971$10,83582.44$1.15
Read Mt. Fire11,124964,638$13,95086.72$1.25
Cave Spring
Rescue9,096650,289$10,08871.49$1.11
Brambleton Center24,6762,559,749$36,232103.73$1.47
Catawba Center4,73727,590$5795.82$0.12
Craig Rec7,868374,841$5,19847.64$0.66
WalrondPark1,084234,130$3,909215.99$3.61
Totals519,77742,042,893$638,71880.89$1.23
Table 13:Roanoke County Buildings Square Footage and Energy Use(2007)
The four highest energy consumptionbuildingsare the Administration Center(RCAC),
Public Safety Center (PSC), Courthouse, and the Kessler Mill Public Service Center.
30
Column 5 in Table 13Mbtu/ft, is very useful in that it indicates the relative energy
2
efficiency with smaller numbersrepresenting greater efficiency. Figure 11below
provides a detailed comparison of the four highest energy consuming buildings in 2007
and energy consumption.
with regard to area, energy cost, tons of CO
2
3000
2500
RCAC
2000
Courthouse
1500
PSC
Kessler Mill
1000
500
0
Building AreaCO2 (tons)Energy UseCost ($100)
(100 sq ft)(1000 kWh)
Figure 11: Comparison of the largest Roanoke County buildings(2007)
Table 14shows the percent change in electricity use between the years 2001 and 2007
for the sixdifferent building categories. The apparent increase in electricity usage over
the periodis likely a result of the addition of two buildings(Public Safety and Garage
Satellite) and subsequent increase in total square footage. These two buildings added a
combined 87,198square feet to the total area of municipal buildings in Roanoke County
for 2007.
Building2001 Electricity Use (kWh)2007 Electricity Use (kWh)% change
Administrative2,101,2492,323,94010.60%
Public Safety944,6802,642,140179.70%
Service Centers628,384482,964-23.10%
Fire1,115,1421,209,8668.50%
Libraries1,115,545972,800-12.80%
Parks376,445539,48443.30%
Totals6,281,4458,171,19430.10%
Table 14: Electricity Use in Municipal Buildings (2001 vs. 2007)
Figure 12shows 2001 vs. 2007 cumulative electricityusagemeasured in kilowatt hours
for the six differentmunicipalbuilding categories.
31
2001 vs. 2007 Municipal Building Electricity Use
(kWh)
3,000,000
2,500,000
2,000,000
2001
1,500,000
2007
1,000,000
500,000
0
Figure 12:Energy Usage in Municipal Buildings(2001 vs. 2007)
In comparing the data in Figure 12for building energy usage between the two periods,
there was aconsiderableincrease in electricity use for the Public Safetybuildings of
1,697,460kWh.This is attributable to an increase in total building area resulting from
construction of a modern E911 dispatch center, including a data center andgrowth in the
four departments that occupy the building. The fire& rescuestations and libraries
decreased their electricity usage between the two years, while the County parks
increasedtheir electricity usage slightly.
Table 15shows the percent change in costs associated with electricity usagebetween
the years 2001 and 2007. This increase is due not only tothe increase in total municipal
building square footage, but also increasing electricity costs.
Building2001 Electricity Cost ($)2007 Electricity Cost ($)% increase
Administrative$91,046$139,06952.7%
Public Safety$40,005$135,346238.3%
Service Centers$28,445$29,1532.5%
Fire$55,294$73,78133.4%
Libraries$41,048$57,40239.8%
Parks$16,755$31,09285.6%
Total$272,593$465,84370.9%
Table 15:Electricity Cost in Municipal Buildings(2001 vs. 2007)
Table 16 shows the percent change in natural gas use between the years 2001 and
2007 for the six different building categories. It can be seen that overall natural gas use
has decreased by 9.9 percent from the year 2001 to the year 2007. This can be
attributed to energy conservation efforts undertaken at the larger County buildings from
2003 through 2006.
32
Building2001 Natural Gas Use (kWh)2007 Natural Gas Use (kWh)% change
Administrative1,442,4361,336,930-7.3%
Public Safety221,57450,097-77.4%
Service Centers798,476669,702-16.1%
Fire1,275,0621,122,147-11.9%
Libraries314,707358,40713.9%
Parks315,521397,03425.8%
Total4,367,7763,934,317-9.9%
Table 16: Natural Gas Usage in Municipal Buildings (2001 vs. 2007)
Table 17 shows the percent change in costs associated with natural gas usage between
the years 2001 and 2007. Since the County’s municipal buildings have decreased their
overall natural gas use, this increase in overall cost is primarily due to the increase in the
cost of natural gas.
Building2001 Natural Gas Cpst ($)2007 Natural Gas Cost ($)% change
Administrative$39,429 $47,971 21.7%
Public Safety$6,572 $2,518-61.7%
Service Centers$23,271 $25,361 8.9%
Fire$39,115 $44,359 13.4%
Libraries$10,095 $14,022 38.9%
Parks$8,754 $14,826 69.4%
Total$127,236 $149,057 17.2%
Table 17: Natural Gas Cost in Municipal Buildings (2001 vs. 2007)
Figure 13illustrates the relative percentages in tons of COemitted from each of the six
2
building sectors. The Administrativeand Public Safety buildings are the biggest
contributors ofCO. Administrativebuildings account for 32%, the largest quantity of the
2
COemissions for the municipal buildings category, with Public Safety coming in second
2
with 26%.
33
2007 Municipal Buildings CO2 Emissions
Parks
7%
Libraries
11%
Administration
32%
Fire
17%
Service Centers
7%
Public Safety
26%
Emissions by Sector(2007)
Figure 13:Roanoke County Percentage Municipal CO
2
.
Whilethe Countybuildings as a sector haveexperienced an increase of total CO
2
emissions between the years 2001 and 2007, Table 18shows that the group with the
largest increase in emissions was Public Safety. This, along with a 27%increasein
Parks CO, contributed to theoverall emissions increase of 11%. This is primarilydue
2
to a sizable increase in total building square footagefrom the addition of the new Public
Safety Center.
Buildings2001 COEmissions (tons)2007 COEmissions (tons)% change
22
Administration1,9581,939-0.90%
Public Safety6801,582132.60%
Service Centers589429-27.20%
Fire1,0661,008-5.40%
Libraries814654-19.70%
Parks31940527.00%
Total5,4266,01711.00%
Table 18:Tons of COEmissions by building category (2001 vs. 2007)
2
Vehicle Fleet
Municipal fleet data was provided by the Roanoke County Garagestaff and includes all
County vehicles as well as Fire and Rescue department fuel. Table 19shows the total
gallons of biodiesel and unleaded gasolineused in the municipal fleet andthe costs for
the2007 baseline year.
34
Fuel Type
GallonsCost ($)
Diesel
117,465.3095,793.88
2001
Unleaded
295,967.20249,492.08
Total
413,432.50345,285.96
Diesel160,552.46354,587.46
2007
Unleaded381,497.06844,427.59
Total
542,049.521,199,015.05
Table 19:Roanoke County Fuel Use and Cost(2001 vs. 2007)
Figure 14shows the combined total increase in gallons of fuel used byRoanoke County
as well asthe total costchangebetween the years 2001 and 2007.
Roanoke County Municipal Fuel Use
1400000
1200000
1000000
800000
Gallons
Cost ($)
600000
400000
200000
0
20012007
Figure 14:Roanoke County Municipal Fuel Use(2001 vs. 2007)
The most dramatic impact fromfuel use for the County is in terms of cost.In2001, the
County used 413,432gallons at $345,285. In 2007, 542,049gallons costing $1,199,015
was used.The total gallons used in the Roanoke County fleet increased 31% between
2001 and 2007while the costincreased 250%, thus causing havoc with department
budgets.
Streetlights
All streetlight data was provided by theCommunity Development Department; however,
the streetlights are owned by APCO. Roanoke County is billed monthly for usage. For
the 2007 calendar year, there were a total of 1,437 streetlights costing $119,620.This
represents a 26%increaseof $24,941, upfrom 1,411lights at$94,679 in the 2001
calendar year.
35
Municipal Conclusions
Thesector with the greatest contributionto Roanoke County’s Carbon Footprint is the
emissions. County buildings contribute
vehicle fleet accountingfor 48%of the CO
2
nearly as much with 46%of the COemissions. Streetlights within the County
2
contribute just 6% or 833 tons of CO,a minor amount by comparison. Figure 15shows
2
the totalpercentages ofCOfromall three energyconsumingsectors.
2
2007 Municipal CO2 Emissions
Streetlights
6%
Buildings
46%
Fleet
48%
Figure 15: Percentage of Roanoke County Municipal COEmissions(2007)
2
Further analysis of COemissions by sector as listed inTable 20indicates that Roanoke
2
County’s municipal buildings contribute 6,017tons of CO, while the vehicle fleet adds a
2
slightly higherquantity at6,285 tons of CO. Roanoke County’s municipal sector as a
2
whole contributes 13,135tons of CO. Given this relatively slim differential, mitigation
2
efforts can be more or less concentrated equally between Fleet and Facilities.
Category2001 Equivalent CO(tons)2007 Equivalent CO(tons)% increase
22
Buildings5,4276,01710.9%
Fleet3,5986,28574.7%
Streetlightsn/a833n/a
Total9,02513,13545.5%
Table 20: Total tons of COfor Roanoke County by Sector (2007)
2
Another way of viewing the County’s COemissions is by the fuel“Source”. As seen in
2
Figure 16, electricity use, at 48%, is far and away the greatest contributor to the
municipal carbon footprint. The use of gasoline is responsible for 32%, diesel 13% and
natural gas 7%.
36
Percentage of Roanoke County Municipal CO2
Emissions by Source (2007)
Gasoline
32%
Electricity
48%
Diesel
13%
Natural Gas
Propane
7%
0%
Emissions by Source (2007)
Figure 16: Percentage of Roanoke County Municipal CO
2
Category2001 Equivalent CO(tons)2007 Equivalent CO(tons)% change
22
Electricity4,4555,96733.9%
Natural Gas920830-9.8%
Propane51533.9%
Diesel4192,115404.7%
Gasoline3,1804,17031.1%
Total9,02513,13545.5%
for Roanoke County by Source (2001 & 2007)
Table 21: Total tons of CO
2
emissions from each fuel source for the 2001 and 2007
Table 21lists actual tons of CO
2
calendar years along with totals and the percent change. The percent increase in the
use of diesel is most dramatic and is attributable to the increase of services utilizing
heavy trucks and equipment in the areas of solid waste collection, fire and rescue
services and parks maintenance.Please note that the 2001 data does not include Fire
and RescueDepartment fuel due to lack of available data for that year.
37
2001 vs. 2007 CO2 Emissions (tons)
7,000
6,000
5,000
2001
4,000
3,000
2007
2,000
1,000
0
Figure 17:Municipal COEmissions (tons) by building sector(2001 vs. 2007)
2
emissions have increased, we can see in the figure
While the overall municipal CO
2
above that there several building sectors that actually decreased due to energy
conservation efforts, namely the libraries, service centers and fire stations. Since
County buildings do have an impact on local GHG emissions and budgets ($681,465
spent in 2007), it is vital to reduce building energy usage in the County operations. Not
only would this lower carbon emission, but it would also save money. The County is
also anticipating the addition of four major buildings within the next two years including
theFleet Service Center, Multi Generational Recreation Center, South County Library,
and North County Fire Department. The addition of these four buildings will add roughly
184,600 square feet to the County’s buildings causing another bump in energy costs.
The County’s vehicle fleet contributed6,285 tons of CO(or about 48%)at a cost of
2
$1,199,015 on fuel in the 2007 baseline year. The cost of fuel was almost double what
was spent on building energy. With the increasing costs of fuel, it is essential that the
County continues to try and reduce fuel use. This could be achieved by eitherby
purchasing more hybrid vehicles, reducing vehicle miles travelled, improvingoverall
efficiency of the fleet, and developing policies to limit vehicular use.
As the County population continues to grow and the quantity and sophistication of
services requested by the citizenryincrease, controlling and reducing municipal carbon
emissions will continue to present a challenge. However, reducing the County’s carbon
emissions will not only save money, but it will reduce our impact on the environment.
CONCLUSION
The bottom line in terms of COemissions isthat the Roanoke County community as a
2
whole was responsible for the emission of approximately 1.9 milliontons of atmospheric
COfor the baseline year2007. The charts below present the key findingsin terms of
2
38
theCOemissionsinventory.In reviewing the results there are twomajor categories
2
from which to analyzethe data – sector and source.
sector
by , is generated by
The greatest amount, 730,971 tonsor39% of CO
2
residences through the use of electricity, natural gas and other fossil fuels used for
heating and cooling. At 663,960 tons, the transportationsector is second with 36% of
the total COgenerated. This is primarily in the form ofgasoline and diesel and
2
miniscule amounts of alternative fuels such as alcohol and biodiesel. Following in third
place is the commercial sector with 309,360 tons COor about 17% of the total.
2
Industrial represents the fourthgreatest generator of COwith 129,667 tons for 7% of
2
the total. A very slight amount, 27,152 tons or about 1%, is attributable to waste.
Figure 18:Roanoke County COEmissions by Sector(2007)
2
source
The secondcategory wherein COemissions have been measured is by which
2
is the type of fuel utilized or combusted. Examination of Table 22indicates that the use
of electricity is responsible fornearly halfof all COgenerated with 47% and873,346
2
tons. It should be noted that this number is disproportionately largedue to the high
percentage of coal used in the generation of electricity for the region. At 25% and
473,054 tons, gasoline is thesecond greatest contributorwith the bulk of the use in form
of automobile fuel. Unfortunately, gasoline usage for non-motor vehicles could not be
obtained due to inadequate record keeping and certainly there would be an increase,
perhaps significant, via this source should that data be available.
Next in terms of total COby source is natural gas with 15% and 270,289 tons. The
2
majority of natural gas consumed is utilized for heating residences and businesses;
however, small quantities may be used for industrial processes and vehicle fuels. The
fourthgreatest quantity of COby source is diesel fuel at 10% and 190,906 tons which
2
includes truck traffic on I-81 in Roanoke County. What it does not include is off road
diesel which could be a sizeable volume.Unfortunately, datasimplywasnot available.
Light fuel oil contributes 2% of community C0which, while a relatively small
2
percentage, still represents the primary heating fuel for many homes and businesses.
39
Propane represents a mere 1% of the COgenerateddespite the factthatmany
2
businesses and residents use this fuel for heating.
Emissions by Source(2007)
Figure 19:Roanoke County CO
2
sectors
Below are tables listing complete equivalent tons of COfor all major and all
2
sources
along with total energy consumption in millions of Btu’s and relative
percentages for each category. Please note that residential uses 2 million fewer
MMBtus of energy but generates approximately 100,000 tons more of atmospheric CO.
2
This is due to the high percentage of coal used in the generation of electricity for the
region.
Equiv. COEnergy (Million
2
Community Sector(tons)Equiv. CO(%)Btu)Energy (%)
2
Residential 730,971 39.3% 4,992,561 30.6%
Transportation 663,960 35.7% 7,738,413 47.4%
Commercial 309,360 16.6% 2,577,222 15.8%
Industrial 129,667 7.0% 1,029,391 6.3%
Waste 27,152 1.5%
Total1,861,110 100% 16,337,587 100%
Table 22:Community COEmissions by Sector(2007)
2
40
Equiv. COEquiv. COEnergy (Million
22
Community Source(tons)(%)Btu)Energy (%)
Electricity873,34646.90%390175823.90%
Gasoline473,05425.40%553776733.90%
Natural Gas270,28914.50%437486926.80%
Diesel190,90610.30%220064513.50%
Waste (food/paper)28,3581.50%
Fuel Oil/Propane26,3631.40%3225462.00%
Waste (plants/wood)-1,207-0.10%
Total1,861,109100%16,337,585100%
Table 23:Community COEmissions by Source(2007)
2
Another interesting perspective on GHG emissions can be gained by focusing on the
energy used to produce them. Ultimately, in order to reduce GHG, specifically CO,
2
energy must be conserved. Judging from Figure 20, the transportation sector is the
greatest consumer of energy and in terms of btu’s and gasoline (see Fig 15) is the most
used fuel type. The irony remains, however, that electricity use in Roanoke County is
production and residences are responsible for more CO
still responsible for more C0
22
than transportation due to the preponderance of coal fired electrical power plants
supplying this area.
Figure 20: Percent Energy Use by Sector(2007)
41
Figure 21: Percent Energy Use by Source(2007)
Lastly, itcan be seen in Figure 2on page 7 thatthe vast majority, 99.3%of all COin
2
the County, is generated by the community at large while less than1% isaresult of
government operations.Thus the efforts of asuccessful GHG reduction programmust
focuson all sectors of society including residences, transportation, commercial,
industrial, religious and educational organizations. In addition, the major effort should
focus on reduction of the use of coal generated electricity in the residential and
commercial sectors followed by reduction in the use of gasoline and natural gas. The
role of County Governmentcan be that of an organizer and a facilitator, providing policy
structure, technical assistance and the means for bringing all of the necessary
stakeholders together.
42
References:
1
United States Environmental Protection AgencyWebsite,
http://www.epa.gov/methane/sources.html
2
Clean Air and Climate Protection Software – User’s Guide, June 2003
43
APPENDIX A
COfrom various fuel sources
2
Emissions are shown in units of COper Btu of energy in the fuel (not to be confused with carbon/Btu (the difference
2
being the molecular weight of carbon, 12, vs. that of CO, 44, both of which units are used variously (and sometimes
2
confusingly).Note that coal is 92 vs. natural gas at 53, gasoline at 70.5 and fuel oil at 72.5.The units are metric tons
per billion Btu.
of CO
2
One also has to take into account the efficiency which can be achieved by a fuel during use. Conventional pulverized
coal plants are fortunateto get close to40% efficiency (usually less) due to energy used in post-combustion controls,
while newer IGCCs canget higher efficiency.In comparison combined cycle (gas turbine plus steam cycle) existing
natural gas plants get efficiencies in the 50 to 55% or greater range. That increases theGHG advantage of natural gas
even further. New combined cycle NG plantsemit less than half as much as a conventional coal plant per unit of
electrical energy produced.
44
APPENDIX B
45
46
47
APPENDIX C
STATEMENT OF UNDERSTANDING
In recognition of the mutual benefits and consideration described below, Roanoke Valley Cool
Cities Coalition (RVCCC) and the government of Roanoke County (the County) agree as follows:
RVCCC shall contract with two independent consultants, Sean McGinnis and Renee Godard (the
Consultants), to provide assistance to the County in measuring and reducing the greenhouse gas
emissions in the Roanoke County community and Roanoke County government. Work shall be
accomplished through an ICLEI Planning Group (IPG) consisting of Charlotte Moore, Jim
Vodnik, Anne Marie Green, Lindsey Hudson (student intern), Sean McGinnis, Renee Godard,
and Diana Christopulos (RVCCC Board Chair).
Work shall begin on or about May 27, 2008 and conclude on or about August 25, 2008.
All data and reports collected and generated in the process shall be the property of the County.
The County is a member of ICLEI Local Governments for Sustainability. The Consultants will
assist the County in achieving the following ICLEI Milestones:
1.Measure emissions. Establish a baseline measurement of greenhouse gas emissions by both
the local government and the entire community. Work on this milestone shall begin on or
about May 27, 2008 and conclude on or about August 25, 2008. It shall include the following
elements:
a.Scoping: what will and will not be measured; format of data; what formulas will be
used for local emissions (especially electricity sources, since the Roanoke Valley has
an unusually high reliance on coal-fired power plants).
b.Collecting and entering data into ICLEIs Clean Air and Climate Protection software.
c.Analyzing data to reach conclusions about emissions sources and potential cost-
effective reduction strategies for both government operations and the entire local
community.
d.Writing a report that summarizes baseline emissions findings and potential cost-
effective reduction strategies.
2.Recommend long-term and short-term targets for emissions reductions.The project report
shall include recommended long-term and short-term targets for emissions reduction. Work
on this milestone conclude on or about August 25, 2008.
3.Make a plan (with strong community involvement). Time permitting, the consultants will
assist the County in organizing and forming a Citizens Climate Action Committee (CCAC)
that will begin work on a plan to reduce greenhouse gas emissions throughout the
community. In addition, RVCCC volunteers will assist in all aspects of the CCACs work.
Work on this long-term milestone shallbe ongoing. Tasks shall include:
a.Identify and recruit leaders from all key community sectors (retail, construction,
manufacturing, nonprofits, education, etc.) to form a Citizens Climate Action
Committee.
48
b.Share information about current emissions and potential reduction strategies among
government and community representatives.
c.Develop Local Action Plans for both local government and the larger community.
RVCCC shall provide payment to the Consultants based on the following timetable:
Upon acceptance of their contracts by RVCCC (no County verification required)
Upon completion of data collection and entry for both the County government and
the larger community, as certified by the County via email or written confirmation.
Upon completion of a final report to the County that summarizes baseline emissions
findings and potential cost-effective reduction strategies and recommends long-term
and short-term targets for emissions reduction, as certified by the County via email or
written confirmation.
Role of Roanoke County
The County will:
Recruit, hire and compensate a summer intern:
Verify to RVCCC, by email or in writing, that the Consultants have completed their part
in
Data collection and entry for both the County government and the larger community,
as certified by the County via email or written confirmation.
Final report to the County that summarizes baseline emissions findings and potential
cost-effective reduction strategies and recommends long-term and short-term targets
for emissions reduction, as certified by the County via email or written confirmation.
Acquire software from ICLEI and use ICLEI as a resource
Own the data involved in measuring and reducing the local carbon footprint, and
determine the amount and form of data distribution
Publicize information about the community and government carbon footprints, including
information to help local businesses, nonprofits and households reduce their emissions
Identify related projects that might benefit from external funding
Participate in meetings of the ICLEI Planning Group (IPG)
Work closely with consultants, especially in scoping of baseline emissions measurement,
preparing report and recommendations, and setting reduction target
Work with consultants to train and orient intern
Take primary responsibility for collection of data on local government greenhouse gas
emissions
Collect or assist in collection of community-wide data
Provide workspace and a computer for use by Intern
Provide access to people and records required for project completion
Present Board of Supervisors with report on baseline emissions and recommended targets
for reduction
Identify, recruit and convene a Citizens Climate Action Committee (Roanoke County)
Roanoke County contact: Jim Vodnik, Assistant Director, General Services,
o
(540) 387-6115 jvodnik@RoanokeCountyVA.gov
Other IPG members: Anne Marie Green, Director, General Services,
o
agreen@roanokecountyva.gov540-204-0218; CharlotteMoore, Roanoke
County Board of Supervisors Roanokemoore@aol.com540-556-1951
Role of RVCCC
RVCCC is a private, tax-exempt 501.c.3 organization registered in Virginia. RVCCC volunteers
Diana Christopulos and Mark McClain will:
49
Manage and disburse funds to consultants. RVCCC shall provide payment to the
Consultants based on the following timetable:
Upon acceptance of their contracts by RVCCC (no County verification required)
Upon completion of data collection and entry for both the County government and
the larger community, as certified by the County via email or written confirmation.
Upon completion of a final report to the County that summarizes baseline emissions
findings and potential cost-effective reduction strategies and recommends long-term
and short-term targets for emissions reduction, as certified by the County via email or
written confirmation.
Establish a contract with each consultant as an independent contractor
Assist in identification, recruitmentand work of Citizens Climate Action Committee
Deliver presentations to educate local governments and citizens on measurement and
reductions
Help publicize and promote emission reduction efforts through the RVCCC website and
other media
Participate in meetings of the ICLEI Planning Group (IPG)
Diana Christopulos, Coordinator and Board Chair, dianak16@earthlink.net, 387-
0930
Mark McClain, Treasurer and Board Member, mcclainmark@comcast.net, 387-0930
Role of Consultants
Consultants have been identified based on:
Their experience in using software to measure greenhouse gas emissions (carbon
footprint)
Their knowledge of strategies to reduce greenhouse gas emissions
Their community leadership in addressing global warming
The role of Consultants will be:
Working with County staff and elected officials, provide expert leadership in scoping
measurement projects, identifying data to be collected and the format in which it should
be delivered, overseeing intern data entry and analysis, and assist with preparing and
finalizing reports and recommendations to local governments, including recommended
emission targets
If necessary, assist in collection and analysis of datafor entire community.
In working with local community groups and businesses, provide education and expertise
on how to measure and reduce greenhouse gas emissions
Work with County staff to assure that student Interns receive appropriate orientation and
training
Participate in meetings of the ICLEI Planning Group (IPG)
Sean McGinnis, smcginnis67@yahoo.com, c 540-589-3580
Renee Godard, rgodard@hollins.edu, , 540-362-6457
Role of student intern
Interns responsibility will include the following (see the Countys intern job description for
details):
Learn how to use software (training provided by ICLEI, county staff and/or consultants)
Care for computer belonging tothe County where data will be housed
Prepare reports as determined by ICLEI Planning Group (IPG)
Assist in collecting data on emissions by local government and community
Enter emissions data provided for local government and community
50
Analyze data on emissions of local government and community
Identify and test potential emissions reduction strategies using ICLEI software
Participate in writing a report for local government (carbon footprint and potential
reduction strategies)
Keep a record of how much time it takes to enter the data
Participate in meetings of the ICLEI Planning Group (IPG)
Lindsey Hudson, lehudson@roanokecountyva.gov
o
__________________________________ Date _______________________
Diana Christopulos
Board Chair, Roanoke Valley Cool Cities Coalition
_______________________________ Date ________________________
Signature
______________________________________________________________
Name and title, Roanoke County
51
APPENDIX D
52
FY1415Contributions
BoardScoringSummary
FY14FY15FY15Difference%Change
DescriptionApprovedRequestProposedFY14toFY15FY14toFY15
HealthandHumanServicesAgencies330,400536,699325,900(4,500)1.36%
Cultural,Tourism&OtherAgencies193,500335,211163,800(29,700)15.35%
DuesandPerCapitaContributions261,081271,032253,672(7,409)2.84%
CommunityInvestments738,201729,908729,908(8,293)1.12%
Total$1,523,182$1,872,850$1,473,280$(49,902)3.28%
FY2014-2015 Contributions
Health and Human Services Agencies
FY14 to
FY13FY14FY15FY15FY15
AdoptedAdoptedRequestProposedInc/(Dec)
Agency Name
$8,900
Adult Care Center of the Roanoke Valley$8,900$8,800$8,600(200)
$2,500
The Advancement Foundation$600$600$300(300)
$5,000
American Red Cross$3,300$3,300$3,3000
$8,910
Bethany Hall$1,100$1,300$1,400100
$5,000
Big Brothers and Big Sisters of Roanoke Valley$4,300$4,400$4,4000
$10,000
Blue Ridge Independent Living Center$1,000$1,000$900(100)
$6,291
Blue Ridge Legal Services, Inc.$800$900$600(300)
Blue Ridge Literacy
$2,000
$1,100$1,200$800(400)
(formerly Literacy Volunteers of Roanoke Valley)
$7,500
Boys & Girls Clubs of Southwest Virginia$900$1,000$1,400400
$5,600
Bradley Free Clinic$5,200$5,400$5,300(100)
$3,000
Brain Injury Services of SWVA$2,800$2,900$2,800(100)
$20,944
Child Health Investment Partnership (CHIP)$19,200$19,300$19,200(100)
$9,500
Children's Trust$6,300$6,300$6,3000
$3,000
Christmas Store$2,200$2,300$1,900(400)
$2,500
Commonwealth Catholic Charities$400$500$300(200)
$5,000
Conflict Resolution Center, Inc.$1,100$1,400$900(500)
$3,000
Council of Community Svcs - Info and Referral Center$2,800$2,800$1,100(1,700)
$500
Council of Community Svcs - Nonprofit Resource Center$500$500$400(100)
Family Promise (formerly Roanoke Valley Interfaith Hospitality
$3,000
$1,000$1,000$900(100)
Network)
$4,100
Family Service of the Roanoke Valley$4,100$4,100$3,600(500)
$5,000
Feeding America - Southwest Virginia$4,700$4,900$4,700(200)
$600
Goodwill Industries of the Valleys$500$600$400(200)
$3,000
Greenvale School$0$300$0(300)
$2,000
Habitat for Humanity$1,600$1,600$1,100(500)
$37,600
LOA Area Agency on Aging$14,900$15,100$19,4004,300
$2,000
Manna Ministries$1,000$1,200$800(400)
$1,000
Mental Health America of Roanoke Valley$1,000$1,000$1,0000
$38,000
Mountain View Humane$0$0$00
$1,000
Presbyterian Community Center$800$800$600(200)
$10,000
Rebuilding Together$400$500$5000
$5,000
Roanoke Area Ministries$1,400$1,500$1,5000
$4,500
Roanoke County Prevention Council$1,900$2,100$2,200100
$3,000
Roanoke Valley SPCA$1,000$1,400$1,200(200)
$2,000
Roanoke Valley Speech & Hearing Center$1,600$1,700$1,500(200)
$10,000
Saint Francis of Assisi Service Dog Foundation$4,000$4,700$4,7000
$5,000
Salem/Roanoke County Community Food Pantry$5,000$5,000$3,400(1,600)
$3,000
Salvation Army$2,900$3,000$2,700(300)
$2,000
Southeast Rural Community Assistance Project, Inc.$600$600$500(100)
$4,000
Trust House$3,700$3,500$3,5000
Total Human Service Agencies
$114,600$118,500$254,945$114,100(4,400)
FY2014-2015 Contributions
Health and Human Services Agencies
FY14 to
FY13FY14FY15FY15FY15
AdoptedAdoptedRequestProposedInc/(Dec)
Agency Name
Social Service Agencies
$22,300
TAP$22,900$22,300$22,200(100)
$14,600
TAP - Transitional Living Center/Permanent Supportive Housing$14,700$14,600$14,6000
Total Social Service Agencies
$37,600$36,900$36,900$36,800(100)
Contractual Relationship for Services:
The BRBH budget request represents the County’s portion of the 10 percent local match that the Department of Behavioral Health and
Developmental Disabilities mandates that local Community Service Boards obtain from local governments in its service area. Failure to fully fund
this request could result in additional funding cuts from the Commonwealth. Although not funding the full local match could result in state cuts,
this has never been enforced in past years when local funding fell short of the required match.
$173,000$175,000$244,854$175,0000
Blue Ridge Behavioral Healthcare
Grand Total Health and Human Services Agencies$325,200$330,400$536,699$325,900(4,500)
FY2014-2015 Contributions
Cultural, Tourism, and Other Agencies
FY13FY14FY15FY15
AdoptedAdoptedRequestProposed
Agency Name
Blue Ridge Land Conservancy (formerly Western Virginia Land Trust)$2,000$2,000$1,400
$2,500
Blue Ridge Soil and Water Conservation District$1,000$1,000$4,000$900
Center in the Square$33,500$33,700$29,800
$35,000
Center in the Square - Capital$10,200$10,200$15,000$5,400
Clean Valley Council, Inc$1,500$1,600$5,000$1,500
FRIENDS of the Blue Ridge Parkway$8,000$8,400$6,000
$17,800
Harrison Museum of African American Culture$400$800$15,000$700
History Museum & Historical Society of Western Va. - O. Winston Link
$2,400$2,500$8,000$1,800
Museum
History Museum & Historical Society of Western Va.$3,500$3,500$12,000$2,400
Hollins University - The Eleanor D. Wilson Art Museum$15,900$16,000$9,400
$19,161
Interstate 81 Corridor Coalition$0$0$5,000$0
Jefferson Center Foundation$1,700$1,800$2,000
$25,000
Mill Mountain Theatre$0$0$5,000$1,200
Mill Mountain Zoo $10,200$10,300$8,200
$15,000
Miss Virginia Pageant$1,000$1,000$1,200$1,000
Miss Virginia Pageant - TV Sponsorship$2,200$2,300$1,500
$4,950
Opera Roanoke$900$900$2,000$800
Roanoke Higher Education Center$10,200$10,300$13,400
$20,000
Roanoke River Basin Association$0$0$4,000$0
Roanoke Symphony$4,800$5,000$3,700
$8,000
Roanoke Valley Sister Cities$2,600$2,600$2,800$1,600
Salem Museum and Historical Society$700$800$600
$800
Salem-Roanoke Baseball Hall of Fame$1,400$1,500$2,800$1,000
Salem/Roanoke County Chamber of Commerce$5,200$5,200$5,200
$5,800
Science Museum of Western Virginia$15,800$15,700$20,700$10,800
Small Business Development Center$3,000$3,000$3,200
$5,000
Tri-County Lake Administrative Commission (TLAC) Smith Mtn Lake$0$0$1,000$0
Vinton Chamber of Commerce - Business Recruitment$3,900$4,000$3,400
$12,000
Vinton Dogwood Festival$1,000$1,000$1,000$900
Vinton Historical Society$2,100$2,400$2,000
$5,000
Virginia Amateur Sports$39,400$38,000$45,000$38,000
Virginia Museum of Transportation$4,300$4,600$3,700
$5,000
Williamson Road Area Business Association$2,000$2,400$3,700$1,800
Young Audiences of Virginia, Inc.$1,000$1,000$1,000$500
Sub-Total$191,800$193,500$335,211$163,800
FY2014-2015 Contributions
Cultural, Tourism, and Other Agencies
FY13FY14FY15FY15
AdoptedAdoptedRequestProposed
Agency Name
Dues & Per Capita Contributions:
These funding allocations represent memberships in the specific organization and, by nature, must be
funded at the full amount to retain membership.
International Council for Local Environmental Initiatives (ICLEI)$1,200$1,200$1,200$0
National Association of Counties$1,770$1,770$1,770$1,770
Roanoke Regional Chamber of Commerce - Dues$2,630$2,630$2,630$2,630
Roanoke Valley Alleghany Regional Commission$63,208$63,442$68,126$68,126
Salem/Roanoke County Chamber of Commerce$1,000$1,000$1,000$1,000
Vinton Chamber of Commerce - Dues$500$500$500$500
Virginia Association of Counties$20,391$20,391$20,391$20,391
Virginia First Industrial Authority (Contractual Agreement)$34,255$34,255$34,255$34,255
Virginia Institute of Government Membership$0$0$5,000$0
Virginia Municipal League$10,518$10,893$11,160$0
Virginia Western Community College - CCAP Program*$0$125,000$125,000$125,000
Virginia Western Community College - Scholarship$15,354$0N/A
N/A
Virginia Western Community College - Site Development
$40,579$0N/A
N/A
(
FY12-13 was last year of 5 year commitment)
Sub-Total$191,405$261,081$271,032$253,672
Community Investments:
These organizations have made prior agreements with Roanoke County for annual funding. The FY14-15 figures
presented below represent the organizations' expecations for contribution/membership for the next fiscal year.
Art Museum of Western Virginia (Taubman Museum)
$40,000$40,000$40,000
$40,000
Contractual Agreement
Art Museum of Western Virginia (Taubman Museum) -
Roanoke County Schools Education Program$41,700$41,700$41,700
$41,700
Contractual Agreement
Greenway Commission$34,400$34,300$35,080$35,080
Roanoke Regional Partnership $174,456$175,033$176,289$176,289
Roanoke Valley Convention and Visitors Bureau$201,600$447,168$436,839$436,839
Sub-Total$492,156$738,201$729,908$729,908
Grand Total Cultural, Tourism & Other$875,361$1,192,782$1,336,151$1,147,380
analyze, interpret, and
patterns, and trends.
reveal relationships,
understand data to
visualize, question,
“A picture is worth
a thousand words.”
GIS enables us to
apps are more efficient.
focused
-
Single
Questions?
R
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
RESOLUTION CERTIFYING THE CLOSED MEETING WAS HELD IN
CONFORMITY WITH THE CODE OF VIRGINIA
WHEREAS, the Board of Supervisors of Roanoke County, Virginia has convened a
closed meeting on this date pursuant to an affirmative recorded vote and in accordance
with the provisions of The Virginia Freedom of Information Act; and
WHEREAS, Section 2.2-3712 of the Code of Virginia requires a certification by the
Board of Supervisors of Roanoke County, Virginia, that such closed meeting was
conducted in conformity with Virginia law.
NOW, THEREFORE, BE IT RESOLVED, that the Board of Supervisors of Roanoke
County, Virginia, hereby certifies that, to the best of each member’s knowledge:
1. Only public business matters lawfully exempted from open meeting requirements
by Virginia law were discussed in the closed meeting which this certification resolution
applies;and
2. Only such public business matters as were identified in the motion convening the
closed meeting were heard, discussed or considered by the Board of Supervisors of
Roanoke County, Virginia.
Page 1 of 1
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
PROCLAMATION DECLARING THE MONTH OF MAY 2014TO BE
ASTHMA AWARENESS MONTH IN ROANOKE COUNTY
WHEREAS, asthma has reached epidemic proportions in the United States,
affecting almost 26millionpeople, and approximately 8,000 children and adults in
Roanoke County; and
WHEREAS, about eight percent (8%) of all adults and ten percent (10%) of
school-age children have asthma; and
WHEREAS, asthma is one of the leading causes of chronic illness, childhood
hospitalizations and schoolabsenteeism, accounting for nearly 10.5 million missed
school days nationally each year; and
WHEREAS, the cost of hospitalizations and emergency room visits for asthma in
Virginia is over 135 million dollars a year; and
WHEREAS, research and literature demonstrate that asthma-related
hospitalizations and deaths are preventable with public awareness and asthma
education to improve the knowledge of Virginians and healthcare professionals;and
WHEREAS, the Greater Roanoke Valley Asthma and Air Quality Coalition
supportsasthma management and control, public awareness and education in order to
enable the communities to identify and reduce their exposures to environmental triggers
in homes, schoolsand places of employment so they can decrease asthma episodes
and risk of death.
NOW, THEREFORE, WE, the Roanoke County Board of Supervisors do hereby
proclaim the month of May2014asAsthma Awareness Monthin Roanoke County.
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County of Roanoke
Proposed FY2014-2015 Budget
Table of Contents
County Administrator's Message 5
FinancialSummaries 21
Proposed FY14-15 Revenue - All Funds……………………………21
Proposed FY14-15 Expenditures - All Funds………………..………22
General Government Revenue Summary FY14-15…...………….23
General Government Expenditures FY14-15………………..………24
Department Expenditure Summary…………………………………25
Sources and Uses of Funds…………………………………………27
Additional Funding Requests …………...…………………...………28
Authorized Position Count Analysis …………...…………………...30
Functional Budget Team Goals, Issues, and Cost Summaries 31
…31
Community Services…………………………………………………
Community Development…………………………………34
…40
Economic Development…………………………………
General Services - Solid Waste……………………………45
…48
Real Estate Valuation……………………………………
Human Services………………………………………………………53
…56
Library………………………………………………………
Parks, Recreation, and Tourism…………………………60
…68
Public Information Office…………………………………
Registrar (Elections)………………………………………72
…75
InternalServices……………………………………………………
Clerk of the Circuit Court……………………………………78
…80
Commissioner of Revenue………………………………
Communications and Information Technology (IT)………84
County Attorney……………………………………………88
Finance………………………………………………………90
…96
General Services…………………………………………
Human Resources…………………………………………101
Management and Budget…………………………………104
Treasurer……………………………………………………106
County of Roanoke
Proposed FY2014-2015 Budget
Table of Contents
Public Safety……………………………………………………………109
Commonwealth Attorney……………………………………113
…116
Communications and Information Technology (Comm)
Fire and Rescue……………………………………………119
…123
Police………………………………………………………
Sheriff…………………………………………………………131
…140
Social Services……………………………………………
Capital and Funding 143
FY2015-2019 Capital Improvement Program………………………143
…144
Capital, Economic Development Incentives and Debt Summary
Roanoke County Schools 145
Budget Summary………………………………………………………145
CountyofRoanoke
County!ķƒźƓźƭƷƩğƷƚƩƭFY20142015ProposedBudgetMessage
April8,2014
IampleasedtorecommendtotheBoardofSupervisorsandcitizensofRoanokeCountythe
County!ķƒźƓźƭƷƩğƷƚƩƭProposedBudgetforFiscalYear20142015.Whilethecurrentfiscal
environmenthasshownimprovementsoverthelastyearorso,persistenteconomic
uncertainty,federalandstatemandates,stagnant
StrategicPriorities
operatingbudgets,andincreasingdemandsfor
PublicSafety
governmentservicescontinuestopresentitsshareof
EconomicVitality
difficultiesforlocalgovernments.
Livability
EducationalOpportunity
Thisbudgetisbalancedwithinexistingtaxratesand
EffectiveGovernment
providesfortheessentialneedsofRoanokeCounty
residentsbyconcentratingonthestrategicprioritiesofpublicsafety,economicvitality,
livability,educationalopportunity,andeffectivegovernment.Indevelopingthisexpenditure
plan,staffdevelopedtheabovementionedstrategicprioritiesaspartofthebudgetprocessas
amethodofconsideringthewantsandneedsofthecommunityinrelationtoallocating
resourcestospecificservicesanddesiredoutcomes.Inthefuture,theseprioritiescanserveas
astartingpointforstrategicplanningdiscussionswiththeBoard.Itisalsoimportanttonote
thatthebudgetisstillfluidinnaturependingafinalapprovedstatebudgetandfinaladoption
bytheBoardofSupervisors,whichisscheduledforMay27,2014.
BudgetAtAGlance
TheFY201415budgetforthe
GeneralGovernmentFund
totals$174,229,296,an
increaseof$3,260,208or1.9%
overtheFY2014adopted
budget.Thisincreaseisthe
resultofmarginal
improvementinkeyrevenue
categoriessuchasrealestate,
personalproperty,utilitytaxes,
andbusinesslicensetaxes.
Whilemodestgrowthinthese
categoriesiscausefor
optimismforimprovingeconomichealth,otherkeyrevenuecategoriessuchassalestaxes,
mealstaxes,bankfranchisetaxes,andintergovernmentalrevenuescontinuetolag;therefore,
uncertaintyisstillamajorconcernindevelopingexpenditureplansfortheprovisionofcitizen
servicesoverthenextyearandbeyond.
Asrequiredbystatelaw,thebudgetisbalancedwithinavailableresourcesprojectedforJuly1,
2014throughJune30,2015.Budgetdevelopmentcontinuestoreflecttheenduringchallenges
ofthepostrecessioneconomy.Throughouttherecessionandsluggisheconomicrecoveryover
thelast5years,theBoardofSupervisorshasdirectedstafftodevelopannualbudgetsthat
attempttosatisfythefollowingguidelines:
Notaxincreases
Minimizedirectserviceimpacttocitizens
Maintainthe/ƚǒƓƷǤƭcommitmenttoPublicSafetyandEducation
Avoidlayoffsofexistingpersonnelifatallpossible
Whilestaffremainscommittedtofollowingthe.ƚğƩķƭdirection,keychallengesexistthattest
notonlyourabilitytocontinueprovidingthehighlevelofservicesdirectedbytheBoardand
expectedbyourcitizens,butalsothesustainabilityoffiscalpracticesandpoliciesessentialto
maintainthe/ƚǒƓƷǤƭstrongfinancialposition.Manyongoingandonetimeexpenditure
reductionshavebeenimplementedsinceFY2009;therefore,theopportunitytoreducefurther
costswithoutnegativelyimpactingcurrentservicelevelsisunlikely.Specificissuesofnote
impactingFY1415budgetdevelopmentinclude,butarenotlimitedto,thefollowing:
Federalandstatemandatesassociatedwithstormwaterregulations
Publicsafetystaffingneedsregardingemergencyresponse
Decliningoperationalbudgetsinthefaceofrisingdemandforservices
Employeehiring,retention,andmoraleissuesrelatedtomarketcompetiveness
Compensationconcernslinkedtoemployeepaygradecompression
Increasingcomplexityofmandatesandcostsofbenefitsadministration,includinghealth
insurance,VRSretirement,ǞƚƩƉĻƩƭcompensation,andemployeedisability
Thisbudgetsubstantiallycomplieswiththe.ƚğƩķƭguidelinesandtacklesanumberof
importantissues.GeneralFunddollarsareproposedinthisbudgettobeginaddressinglong
termstormwatermandatesrequiredbystateandfederalregulations(Itisimportanttonote
thatnoimplementationofafeeoradditionaltaxhasbeenfactoredintothisbudgetinorderto
beginmeetingtherequiredstormwatermandates).Anallocationforadditionalstaffinghas
beenproposedforFireandRescuetoaddressemergencyresponseconcerns.Asatoppriority,
theCountycontinuesitssupportofK12educationbyincreasingourtransferforRoanoke
CountySchoolsoperations,aswellasmaintaininginkindsupportofkeyschoolfunctionsby
providingservicesinaccounting,purchasing,libraryservices,andathleticfieldavailability.In
addition,thefinalincreaseinfundingforthejointCountySchoolsCIPprogramhasbeen
included,whichunderscoresthe.ƚğƩķƭcommitmenttotheSchoolsystem.Theproposed
budgetalsoincludesimportantcompensationandbenefitsadjustmentsbyprovidingincreased
fundingformodestpayraisesforCountyemployees,increasedcostsforVRSretirement
contributions,andsupplementalfundstomakecompensationadjustmentstotheclassification
payplanforjobsthathavefallennotablybelowmarketcompetitivenessduringtheeconomic
downturn.
Giventhefiscaluncertaintythatisexpectedtocontinueintothenearfuture,wearefortunate
thatthisproposedbudgetaddressesanumberofcriticalissues;however,projectedrevenue
growthisnotsufficienttocoverallidentifiedneedssoitwasnecessarytoreallocateexisting
expenditurestohigherprioritydemands.Evenso,therearestillmanyneedsthathavegone
unmetandourabilitytomaintainexistingservicelevelsremainsatrisk.Requestsfor
establishingnewservicesorenhancingexistingserviceswereonceagaingivenlowpriorityin
relationtothedifficulttaskoftryingtomaintaintheserviceswecurrentlyofferandreflectsthe
changinganduncertainenvironmentinwhichweoperate.
BudgetStrategy:LƷƭAboutPriorities
Overthelastseveralyears,RoanokeCountyhasshifteditsbudgetprocessphilosophyfroman
incrementalorientationtoaprioritybasedorientation.Thetraditionalincrementalapproach
tobudgetingisnotuptothechallengesoftheͻƓĻǞƓƚƩƒğƌ͵ͼIncrementalbudgetingis
(somewhat)workablewhenrevenuesaregrowingbecausenewrevenuecanbeallocatedto
variousneedswithlittlecontroversy;however,decisionsaremuchmoredifficultwhen
revenuesarestagnantorindecline.Thisexplainsthepopularityofacrosstheboardcuts,
whichseemequitableandthusreducesconflict.Inreality,theoppositeisoftentruebecause
acrosstheboardcutsarearbitrary,donotcreatevalueforstakeholders,andcanhave
significantunintendedconsequences.
Prioritybasedbudgeting(PBB)isabouthowgovernmentshouldinvestitsresourcestomeetits
statedobjectives.Initssimplestform,strategiccommunityprioritiesareidentifiedand
resourcesaredirectedtotheprogramsthatcreatethegreatestvalueforthepublic.The
principlesassociatedwiththisbudgetingapproachareasfollows:
Θ PrioritizeServices Θ DotheImportantThingsWell
Θ QuestionPastPatternsofSpending Θ SpendWithinYourMeans
Θ KnowtheTrueCostofDoingBusiness Θ ProvideTransparencyofPriorities
Θ ProvideTransparencyofServiceImpact Θ DemandAccountabilityforResults.
PBBfocusesonachievingresultsthroughthebudgetprocessratherjustfocusingonspending.
Itisaformalprocessthatimprovesdecisionmakingbyshiftingtheconversationstothe
appropriatetypesandlevelsofservicesprovided,howeffectiveitisinaccomplishingitsstated
priorities,andhowfocuseditisonallocatingresourcestoachieveitsdesiredresults.
Asstatedabove,thelastseveralannualbudgetshavebeendevelopedusingastrategic
budgetingapproachutilizingtheprioritybasedprinciplesidentifiedabove.Strategicpriority
areasandhavebeenidentifiedanddefined,ourfiscalenvironmenthasbeenassessed,long
rangefinancialprojectionshavebeendeveloped,serviceshavebeeninventoried,servicecost
modelshavebeenconstructed,andaproposedbudgethasbeendevelopedallocatingavailable
resourcestotowardsthegoalsmostimportanttoourcommunity.
CurrentEconomicConditionsandAssessment
EconomicandBudgetaryAssessment
Althoughnational,stateandlocaleconomicrecoveryhasbeensustainedoverthelastseveral
years,thegrowthisfarshortofprerecessionarylevelsandtheCountyisstrugglingtomeetthe
expectationsofitsconstituentsandthemandatesrequiredbythefederalandstate
governments.Revenuegrowthhasbeenspottyandinconsistentandisanticipatedtoremain
soatalllevelsofgovernmentoverthenextseveralyears.Whilethehousingmarketandselect
economicindicatorsareshowingsomesignsoflife,othersignificanteconomicindicatorssuch
asjobgrowth,retailactivity,commercialdevelopment,andconsumerconfidencecontinueto
underperformwhencomparedtoeconomicrecoveriesassociatedwithpriorrecessions.Our
newrealityisthatannualeconomicgrowth,inboththenearandlongterm,willonlyamountto
afractionofwhatitwasbeforethestructuralchangeinourglobaleconomy.
Roanoke/ƚǒƓƷǤƭservicedeliverystandardshavelongbeenbasedaroundthephilosophyof
fullservicegovernmentprovidinghighqualityservicestoitscitizens.Thesestandardshave
beensuccessfulandarewellreceivedbyourcitizens;however,thisapproachrequiresrecurring
fundingincreasesforoperationstokeeppacewithinflationandcitizendemand.Inmostcases
consumerdemandforgoodsandservicesdecreasesduringarecession;however,theopposite
istrueinthepublicsectorasdemandformanygovernmentalservicesincreaseduringtimesof
economicƭƷƩĻƭƭΓğsituationRoanokeCountyfindsitselfincurrentlyasdemonstratedinthe
followingtable:
PublicSafetyServiceLevelIncreasesΑ20082012
AreaFY08FY09FY10FY11FY12Chg.
FireandRescueΑIncidentResponse11,41711,43112,69013,45814,01423%
FireandRescueΑALSResponse6minutes;80%42%40%42%46%44%
N/A
PoliceΑCallsforService83,02386,48691,19597,92193,02512%
Whileinflationhasincreasedanaverageof2%peryearduringtherecession,demandformany
services(bothexternallyandinternally)hasrisensteadily,andsignificantfederalandstate
mandateshavebeenimposedonoperations,the/ƚǒƓƷǤƭgrowthinrevenuetopayforthese
demandshasremainedvirtuallystagnantsince2008.Whenadjustedforinflation,the/ƚǒƓƷǤƭ
currentpurchasingpowerisequalto2006levels.
NationalandStateIndicators
Thenationaleconomycontinuesonitspathofslowrecoveryandisforecasttocontinue
growingataverymodestpaceforatleastthenextseveralyears.GrossDomesticProduct
(GDP)grewatarateof1.8%and2.2%forcalendaryears2011and2012,respectivelyand
economicexpansionislikelytocontinueinthenearfuturewithprojectedgrowthof1.5%for
2013and2.7%for2014.
Whilegrowthhasbeen
sustainedoverthe4years
sincetheͻDƩĻğƷwĻĭĻƭƭźƚƓͼ
officiallyendedin2009,the
growthhasbeenrestrained
anduneven,especiallywhen
comparedtoprerecession
GDPgrowthinthe34%
range.Theresidentialreal
estatemarkethasbegunits
expectedrebound;however,
tightcreditmarketsand
increasinginterestratesareseenasacrediblethreattoarobusthousingrecovery.While
interestrateshaveincreasedasoflate,theforecastisforthemtoremainlowoverthenext
severalyearswhencomparedtohistoricalstandards.Interestrates,alongwithrelativelystable
predictionsofCPIinthe2%rangeremainpositivefactorsforeconomicprospectsinthenear
future;however,overall,economicrecoveryisexpectedtoremaintepidovertheforeseeable
futureduetoexpectedacrosstheboardgovernmentspendingcutscoupledwithtaxincreases,
alabormarketthatcontinuestostruggletogainmomentum,weakglobalgrowth,andunstable
politicalenvironmentsindevelopingcountries
źƩŭźƓźğƭeconomicrecoveryremainsmodesttoslow,comparabletothesluggishnatureofthe
nationalrecovery.WhiletheCommonwealthhasalowerunemploymentrateandhas
recoveredalarger%ofjobslostduetotherecessionthanthenationalaverage,therearestill
manyconcernsregardingemploymentanditsimpactoneconomicgrowth.Amongthe
metropolitanareasofVirginia,thereiswidevariationintherecoveryofrecessionjoblosses.
WhileCharlottesvilleandNorthernVAhaveexceededtheirprerecessionpeaklevelsasof
March2013,manyothersare
mark,
wellshortofthis
includingtheRoanokeMSA
whichhasrecoveredonly62%
ofemploymentlossessince
therecessionbegan.Inthe
nearterm,źƩŭźƓźğƭjob
growthisexpectedtoslow
dueinparttothefederal
ŭƚǝĻƩƓƒĻƓƷƭbudget
reductionsfrom
sequestration.
WhileemploymentisasignificantdriverofeconomicrecoveryinVirginiaandremainsa
concernforfutureprospects,housingappearstobemakingasustainedrecovery.For2012,
th
homesaleswereup8.2%andthemediansalespriceinthe4quarterwasup9.5%when
comparedtoayearearlier.AccordingtotheFederalHousingFinance!ŭĻƓĭǤƭ(FHFA)House
th
quarterofЋЉЊЋΓƒğƩƉźƓŭthe
PriceIndex,homepricesincreased4.4%inVirginiainthe4
fourthconsecutivequarterofyearoveryeargains.Thereboundinthehousingmarketis
underscoredbyresidentialbuildingpermitactivity,growingby20.8%in2012andprojectedto
increaseby16.1%and13.2%in2013and2014,respectively.
LocalandRegionalIndicators
Roanoke/ƚǒƓƷǤƭoverallrevenuegrowthhasbeencorrelatedtonationaltrendsineconomic
activity;therefore,macroeconomictrendsingrossdomesticproduct(GDP),housing,
automobilesales,retailactivityandemploymentcanbeusedasageneralpredictoroflocal
trendsforrevenueactivityinRoanokeCountyandthesurroundingRoanokeValley.
RoanokeCountycontinuesto
showrelativestabilityduring
thiseconomicrecovery;
however,therearereasonsfor
concern.Roanoke/ƚǒƓƷǤƭ
unemploymentratefor2013
was5.0%.Whilestill
considerablybelowthenational
markof7.4%for2013,itis
higherthanthe/ƚǒƓƷǤƭ
traditionalunemploymentrate
of34%.Inaddition,whilereal
estateactivityhasshown
improvementoverthelast68
monthsintheregion,appreciationinhomevaluesintheCountycontinuetolanguishatless
than1%ğƓƓǒğƌƌǤΓğfarcryfromprerecessionappreciationaveraging68%.Longterm
in
projectionsofhomevaluesshouldseecontinuedappreciationovertime;however,growth
the23%rangeisanticipatedtobethenewnorm.
LocalRevenueOutlook
PriortotheGreatRecession,Roanoke/ƚǒƓƷǤƭannualGeneralGovernmentrevenuegrowth
reached6.4%forFY0607,downslightlyfrom7.4%growthinFY0506.Therobustgrowthin
generalrevenueswasprimarilyfueledbycontinualincreasesinhomevalues,briskrealestate
constructionandconsumerretailactivityandservedasacatalystforRoanokeCountyto
developandimplementaservicedeliverymodelintendedtopromoteahighlevelofservicesto
thecommunity.Astherecessiontookholdanddeepenedinearlytomid2008,theĭƚǒƓƷǤƭ
majorrevenuecategoriesthathaddrivenfundingforessentialservicesbegantoslow,stagnate
and,insomecases,declinewhencomparedtopreviousyearscollections.Unlikesome
localities,RoanokeCountyhasnotsufferedextensivedeclinesinoverallrevenues,withonly
FY0910(0.4%)andFY1112(0.3%)collectionsbeinglessthanthepreviousyear;however,
stagnantgrowthhashadadetrimentalimpactonserviceprovisionasoperationalbudgetshave
beenreducedwhiledemandforservicesandcommoditycostshavecontinuedtorise.
Whensubtractinginternaltransfersfromthechartbelow,revenuegrowthfromFY09through
FY13totalsapproximately$3.38million,orroughly2%.This2%growthrateoverthe5year
periodequatestoanannualgrowthrateof0.4%arateofgrowththatķƚĻƭƓƷkeeppacewith
anaveragerateofinflationof2.06%forthesameperiod.AlthoughFY13revenuesgrewby
1.1%andrecenteconomicindicatorssuggestcontinuedimprovementinthehousingmarket,
newcarsalesandusedcarvalues,thereislittleevidencetosuggestthatoverallrevenue
growthforRoanokeCounty
willextendbeyondanannual
growthrateof23%inthe
foreseeablefuture.Salestax,
mealstax,andbusinesslicense
taxcollectionscontinuetobe
inconsistent.
RoanokeCountyemploysa
teambased,consensusdriven
approachtorevenue
projections.Currentand
futureyearrevenue
projectionsaredevelopedbya
teamofCountystakeholderswhohaveastakeintherevenueprocessandincludetheCounty
Administrator,AssistantCountyAdministrators,BudgetDirector,FinanceDirector,Treasurer,
CommissionerofRevenue,DirectorofRealEstateValuation,DirectorofEconomic
Development,AssistantDirectorofCommunityDevelopment,andDirectorofHuman
Resources.Theteamdiscussesfiscalactivitiesrelevanttotheirareasofexpertiseandthen
reachesconsensusontheassumptionsthatwillbeusedasthebasisforrevenueprojections.As
aresultofthisprocessandthecurrenteconomicoutlookoutlinedabove,theRevenueTeam
developedthefollowingassumptionsforthemajorrevenuecategoriesforFY20142015:
AssumptionsforFY1415RevenueProjections
Therealestatemarkethasreachedbottomandwillimproveduring2014andwill
continuetogrowin2015.Bothnewconstructionandexistingvaluesareexpectedto
recover,withreassessmentvaluestogrowonaverageby1.5%
Newcarsalesareanticipatedtoremainstrongthrough2014and2015;however,some
moderationinusedcarvaluesisexpectedasnewcarsalesresultsinincreased
inventoriesofusedvehicles.
ModerategrowthinRetailsales,lodgingtax,utilitytaxes,andrecordationtaxesare
projectedtogrowmoderatelyduetoimprovingeconomicconditions
BusinessLicensetaxesareexpectedtorecognizemoderategrowthasbusinessreceipts
areprojectedimproveastheeconomycontinuesitsexpansion
Staterevenuesareexpectedtoremainflatasincreasesinstaterevenuewillnotbe
directedtowardincreasingaidtolocalitiesintheCommonwealth.
Whiletheoverallrevenuepictureshowspromisingsignsofgrowth,RoanokeCountymust
continuetomonitorrevenuethroughoutthefiscalyearaseconomicconditionscanchange
quickly.Theassumptionsusedinprojectingrevenuewillneedtobeupdatedthroughoutthe
fiscalyearastheebbandflowoftheglobal,national,andlocaleconomiescouldcauseadegree
ofinstability.
Overall,revenuegrowthforFY1415isexpectedtobeamodest1.9%overtheFY1314budget.
Whilethislevelofgrowthisstillfarbelowprerecessionarylevels,itisanimprovementwhen
comparedtothelastǤĻğƩƭprojectedgrowthof0.72%.Inthecurrenteconomicenvironment,
anyincreaseinoverallrevenueisapositivesign.Amoredetailedbreakdownofthe/ƚǒƓƷǤƭ
majorrevenuecategoriescanbefoundasfollows:
OperatingBudgetHighlights
SustainingPublicServicesΑDepartmentalOperations
Overthelast6budgetdevelopmentcycles,themajorityofdepartmentaloperatingbudgets
havebeenlevelfundedorreducedtobringexpendituresinlinewithavailablerevenues.While
budgetshavebeenstaticand/orreduced,severalfactorshavecombinedtonegativelyimpact
ķĻƦğƩƷƒĻƓƷƭabilitytosustainexistingserviceslevels:
First,costincreases(inflation)
havegreatlyreducedthe
ķĻƦğƩƷƒĻƓƷƭabilityto
purchasethecommodities
neededtoprovideservices.
Basedonanaverageinflation
factorof2%/year,operating
departmentshavelost
approximately12%oftheir
purchasingpowersincethe
recessionbeganin2007.
Second,departmental operatingbudgetswerereducedduring3separatebudgetdevelopcycles
inordertobalancetheoverallbudget.Whiledepartmentalreductionsvaried,thecumulative
impactofthereductionsrangedfrombetween712%ofoperatingfunds.Whencombined
withinflationaryimpacts,someoperatingdepartmentshaveseeneffectivereductionsintheir
budgetsof20%.
Third,inmanyinstancesofCountyoperations,demandsforservicehaveincreaseduringthe
economicdownturn.CallsforservicesinFireandRescueandPolicecontinuouslyrise,Social
Servicescaseloadshaveseendramaticincreases,SolidWastetonnagescontinuetogrowand
ParksandRecreationprogramshaveseenincreasedparticipation.
,inadditiontooperationalreductions,numerouspositionshavebeeneliminatedvia
Finally
attritionandredirectedtopriorityneedsofthecommunitysuchasFireandRescueandSocial
Services,resultingindecreasedmanpowerinmanyserviceareas.Intheproposedbudgetfor
FY15,positionswereonceagaincriticallyexaminedandthefollowing8arebeingproppedfor
elimination:
GeneralServicesΑCustodian(3)
LibrariesLibraryAssistant(2)
EconomicDevelopmentΑAssistantDirector
CommissionerofRevenueΑTaxClerkIII
CountyAttorneyΑLegalAssistant(convertedtoPT)
OperationalExpenditureConsiderations
PersonnelandBenefitsCosts
Theproposedbudgetincludesageneral2%payraiseforemployees.Whilethisraiseisneeded
tokeepacompetitiveworkforce,itdoesnotaddresstheadditionalunderlyingissueofthe
compensationplanbeingbehindourlocalandregionalmarketforspecificpositionswithinthe
County;therefore,marketadjustmentshavealsobeenfundedtoensurewecanhirekey
positionswhenneededandweremaincompetitiveintheregion.
DedicatedemployeesprovidethefoundationofRoanoke/ƚǒƓƷǤƭmissiontoprovideeffective,
efficient,andsuccessfulservicestothecommunity.Withoutquestion,ouremployeesareour
mostvitalassetsandmosthaveremainedloyaltotheCountyandhavestuckwithusduring
difficulttimeswhenraiseswerenotpossible;however,ifwearetosucceedinattractingnew
talentandmoreimportantly,keepingourexistingtalent,itisprudenttomakethisinvestment
inouremployees.
EmployeePayRaiseΑ2%
theboardpayincreaseforan
Theproposedbudgetincludes$973,703foranacross
o
averageincreaseof2%ofcurrentpay.
MarketAdjustmentsforCompetitivePayScales
TheDepartmentofHumanResourceshaspreparedamarketstudyofthepositions
o
incountygovernment.Positionswerecomparedtolocalandregionalcompetitorsin
countyandmunicipalgovernment(andsomeintheprivatesector,where
applicable)whooftenhirecountyemployeesthusreapingthebenefitsofthe
trainingandexperienceprovidedbyRoanokeCounty.Theresultsofthesurvey
indicatedthat,forthemostpart,the/ƚǒƓƷǤƭclassificationpayplanwasreasonably
herentities;however,therewere
competitivewithourpeerjurisdictionsandot
severalkeyğƩĻğƭΓƦƩźƒğƩźƌǤinpublicƭğŅĻƷǤΓǞŷĻƩĻwewereatacompetitive
ementthese
disadvantageinhiringbecauseoflaggingstartingpay.Tofullyimpl
changesstaffestimatedthattheannualcostwouldtotalapproximately$1.2million.
Staffrecognizesthatitisnotpossibletofullyimplementtheentirecostofthepay
studyduetofiscalconstraints;however,theproposedbudgetincludes$795,000to
implementpayinequitiesforpositionsthatarebelowmarketbythegreatest
margins.Iffinancialconditionspermit,theremainderofthemarketsurveywillbe
includedintheFY16budget.
EmployeeBenefitsAdjustments
VRSRateIncrease:ForFY15,theproposedbudgetincludesadditionalfundingof
o
$475,000tocoverthebiennialincreaseinthe9ƒƦƌƚǤĻƩƭcontributionratetothe
VirginiaRetirementSystemforĻƒƦƌƚǤĻĻƭretirementcost.Therateincreasedto
11.21%ofemployeepayfromarateof10.05%inFY14.Basedonthe/ƚǒƓƷǤƭprior
electiontophaseinrateincreasesover6years,theratewillincreaseevery2years
untilFY1819,withthenextincreasescheduledforFY1617(from11.21%to
12.61%).
HealthInsurance:OurhealthinsuranceisaselffundedjointprogramforCounty,
o
Schools,WVRJA,andRVRA,withanenrollmentof3,016.Experienceduringthepast
yearsawoverallmedicalclaimpaymentsincreaseby7.1%.Comparedtoprioryear,
inpatientfacilitycostsare21%higher,outpatientfacilitycostsare5%higher,and
pharmacycostsare.3%higher.Outpatientprescriptiondrugsclaimscomprise
21.8%oftotalclaimsexpense(slightlyhigherthanindustryof20%)withstrong
utilizationofprescriptiondrugs.Anthem'soriginalrenewalcalledforanincreaseof
9.4%,whichcomparesfavorablytomarketincreasesof14%20%.Fortunately,this
increasewasnegotiateddown.
Sincethe2007recession,increasesinhealthcarecostshavebeenprimarilyfunded
byutilizingexcesshealthinsurancereservestotaling$835,942inFY14andthesame
amountisproposedforFY15;however,thepracticeofusingthereservesforannual
increasesarenotsustainableinthelongtermandthesecostswillhavetobeshared
withtheemployees.Summaryofhealthinsurancechangesareasfollows:
Employeeswillpickuptheentireshareofthe5%increaseforKeyCare200.
Thiswillallowforarecalibrationofratestogetthepercentthatan
employeepaystowardthepremiumbackclosertoatimebeforethe
employerwaspickinguptheincrease
NochangetotheKeyCare1000Wellnessrate
Currentratesincludeawellnesssurchargeratherthanawellnesscredit
appliedtotherateforthoseemployeesnotparticipatinginthewellness
program
WorkersCompensation:Atcurrentbudgetlevels,theworkerscompensation
o
programisunderfundedbasedonactualexperienceoverthelastseveralfiscal
years.Theannualoperatingdeficitisquicklydiminishingthefundbalanceofthis
fund;therefore,$200,000hasbeenaddedtotheprogramtoraisetheannual
contributionto$706,167.Ifoverallcostscontinueatthecurrentlevel,additional
fundingmaybeneededinfuturebudgets.
SupportforK12Education
SupportofRoanokeCountySchoolshasalwaysbeen,andisstillatoppriorityoftheBoardof
Supervisors.WhiletheBoardofSupervisorsandtheRoanokeCountySchoolBoardhave
utilizedalongstandingrevenuesharingformulainthepasttodeterminethe/ƚǒƓƷǤƭ
financialsupportforeducation,itwasdeterminedthateconomic,social,anddemographic
changesoverthelast1012yearshadmadetheformulaineffectivefortheequitablesharing
ofrevenue.In2ofthelast4yearsCountyrevenuesinrecentyearsdidnotallowtheBoardof
Supervisorstohonortherevenuesharingformula.Asaresult,staffswereaskedtoresearch
othermunicipalityformulas,reviewtheexistingformula,andidentifyrevisionstotheformula
toincludechangesinpopulationandenrollment.CountyandSchoolstaffsworkedtogether
todevelopanewapproachtoallocatingrevenuesthatincludesgrowth/declineinenrollment
andpopulationandapayrollfactorthatreflectstheoverallpersonnelcostratioforthe
schoolsascomparedtotheCounty.
Attheconclusionofthisstudyandafterathoroughreview,theCountyandSchoolboards
recentlyapprovedamemorandumofunderstandingdocumentingtherevisedapproachon
February25,2014.Basedonthenewformula,thecountywillincreaseitsoperatingtransfer
totheschoolsforFY15by$1,052,107increasingthe/ƚǒƓƷǤƭsupportofRoanokeCounty
Schoolsto$65,620,627.Inadditiontooperatingsupport,RoanokeCountyalsotransfers
$9,445,428fortheannualpaymentsforSchoolsdebtrelatedtoconstructionprojectsand
$477,299forthe{ĭŷƚƚƌƭdentalprogram.
PublicSafetyStaffingΑFire&Rescue
RoanokeCountyisgrowing,agingcommunity.Thisfactandthedevelopmentofmedical
researchandcarefacilitiesintheregioncombinedwiththescenicbeautyoftheareamakethe
RoanokeValleyaretirementdestination.FireandRescuestaffingisaparticularconcernasthe
doverthelastseveralyearsascall
gapbetweentargetandactualresponsetimeshavewidene
volumecontinuestogrowandstaffinglevelsremainstatic.
FireandRescuehasbeenabletostabilizeperformancerelatedtoitsgoalofrespondingtoALS
callsin6minutesorless80%ofthetime;however,theresponsetimeoverthelast5yearsis
nearlyhalfofthestatedtargetandhasbeendonesowithsignificantincreasesinparttimeand
overtimeexpenditures.Increasesinincidentresponsesofnearly5%/yearandadwindling
volunteerbasearekeycontributingfactorsregardingtheissuesofresponsetimesand
budgetedovertime.
Giventhemagnitudeofthechallengesidentifiedabove,itisfinanciallyunrealistictosolvethe
probleminasingleyear;therefore,wemustdevelopalongrangeplan,identifythemost
pressingneeds,andthenimplementtheplaninafiscallyresponsiblemanner.Withthisin
mind,theproposedbudgetincludesfullyearfundingof$300,000for5additionalFireand
RescuepositionstargetedfortheVintonstation.Theseadditionsshouldimproveresponse
timesintheeasternpartofthecounty.
Tofurtheraddressseveralimmediateconcerns,additionalparttimefundshavebeenallocated
aswell.$30,000wasaddedtosupplementpersonnelavailabilityatReadMountainon
weekendsand$23,000wasaddedtocoverthecostofreplacingtheķĻƦğƩƷƒĻƓƷƭOperational
MedicalDirector,whohadpreviouslyprovidedthemandatedserviceatnochargeformany
years.
FederalandStateMandates:StormWaterManagement
Theproposedbudgetincludes$400,000infundingfromtheGeneralFundtosupplement
currentbudgetallocationsalreadyincludedintheDepartmentofCommunityDevelopmentfor
stormwatermanagement.WhiletheBoardofSupervisorshasnotyetapprovedfinalplansfor
implementingthemandatedprogram,initialestimatesoftheannualcosthavebeenestimated
atbetween$2.5and$3.0million,with$1.7millionalreadyallocatedincurrentfunding.The
$400,000allocation(alongwithcurrentfunding)willallowthecountytobeginimplementation
oftheprogramwhilestillmeetingthefederalandstaterequirements.
ThefederalCleanWaterActwasoriginallypassedin1972.Thislegislation,alongwith
subsequentamendments,requirestheU.S.EnvironmentalProtectionAgency(USEPA)toenact
regulationstopermitandeliminatepollutantsdischargedintotheƓğƷźƚƓƭwaterways.These
effortshavebeenlargelyeffectiveineliminatingandminimizingdischargesfromindustriesand
watertreatmentplants.However,manystreamsstilldonotmeetźƩŭźƓźğƭwaterquality
standards.Thelargestremainingsourceofpollutantsisstormwaterrunoff,whichwashes
sediment,nutrients,andbacteriaintoareawaterways.
RoanokeCountyisinvolvedinmanystaterequirementprograms,inordertolessentheadverse
impactsfromstormwaterrunofffromlanddisturbingactivitiesandfromprevious
development.Theseprogramsinclude:a)ErosionandSedimentControl;b)Virginia
StormwaterManagementProgram(VSMP);c)MunicipalSeparateStormSewerSystem(MS4)
permit;and,d)TotalMaximumDailyLoad(TMDL)program.Alloftheseprogramsareoverseen
byDEQ,withfederaloversightbytheUSEPA.
TheCountyisrequiredtoimplementtheseprograms.TherequirementsundertheVSMP
changeswillhave
programandtheMS4permitarechangingandincreasing,theVSMPprogram
significantimpactsonthedevelopmentcommunityandminortomoderateimpactsonCounty
costs.TheMS4permitcompliancewillhavesignificantcosttotheCounty,particularlyin
addressingitsTMDLwasteloadallocations.
CapitalImprovements
PriortotheeconomicdownturnRoanokeCountyapprovedandissuedbondsforseveral
significantcapitalprojects;therefore,fundingwasalreadyinhand(bondshadbeenalready
sold)andtheprojectsproceededasplanned.TheseprojectsincludedtheGreenRidge
RecreationCenter,AnewNorthCountyFireStation,upgradestothe800MHzradiosystem,a
newFleetServiceCenter.Inaddition,accumulatedcashbalancesandsavingstooriginal
budgetestimatesfromtheabovecapitalprojectsutilizedtofundanadditionalcapitalproject
thathadbeenapriorityforsomeƷźƒĻΓğnewGlenvarLibrary,whichopenedinspringof2013.
VintonBranchLibraryReplacement
ThisprojectreplacestheexistingVintonBranchLibrarywitha20,000sq.ft.facility
o
andwillbebuiltonasiteinthedowntownareawhichwaspurchasedbytheTown
ofVintonandRoanokeCounty.WhenthecurrentVintonBranchLibraryopenedin
1969itwasthefirstbranchoftheRoanokeCountyPublicLibrarysystem.Itisnow
itsoldestbuildingandisessentiallyunchangedsinceitsdedication.Locatednextto
itservesasanouterhubfortheTownofźƓƷƚƓƭcommunity
theWarMemorial,
festivalsandisthe/ƚǒƓƷǤƭpublicfacetothetownresidents.Thisprojectisfunded
additionalfundingfromtheTownof
througha2013BondIssue,leaseproceeds,and
Vintonandhasanestimatedcostof$9.2million.
Amodernlibrarycouldanchorthedowntownredevelopmentproject,asconceived
bytheTownofVintonandRoanokeCounty.Thesteadystreamofcitizensand
visitorsthatarealreadydrawntotheexistinglibrary(217,454inthelastfiscalyear)
couldprovideasignificantincreaseintraffictoareabusinessesiflibraryoperations
weremovedintotheheartofthetown.Constructionisscheduledtobeginthis
springwithcompletionandopeningscheduledforfallof2015.
JointCIPProgramw/Schools
againbeenincludedinthebudgettofund
$300,000inadditionalfundinghasonce
o
CIPprojectswithRoanokeCountySchools.Underthisagreement,theCountyand
Schooleachallocateanadditional$300,000tothisfundthatallowsannualfunding
toserviceupto$10millionindebtforcapitalprojects.Aspartofthisagreement,
Schoolsfundprojectsfor2consecutiveyears,thentheCountyfunds1yearof
projects.Withthisallocation,thetotalannualcontributiontothisfundforFY13will
be$3,200,000andrepresentsthefinalinstallmenttobringthisprogramtofull
funding..TheCountywillutilizethisfundtoleverage$1013millionforcapital
needsintheFY1617fiscalyear.
Conclusion
TheFY20142015ProposedBudgethasbeendevelopedwithnotaxorfeeincreasesand
resourceshavebeenallocatedtoinvestmentsthatareconnectedtothe/ƚǒƓƷǤƭstrategic
prioritiesof1)publicsafety;2)economicvitality;3)livability;4)educationalopportunity;and5)
effectivegovernment.Thebudgetisbalancedwithavailableresourcesandrepresentsa
resultsorientedapproachtodeliveringessentialservicestothepublic.Ourfocuswillremain
onprovidingthecitizensofRoanokeCountywiththemostefficientandeffectivegovernment
possiblewhilecontinuingtomakenecessaryinvestmentsinhumancapitalandphysical
infrastructure.
IamappreciativeoftheBoardof{ǒƦĻƩǝźƭƚƩƭguidanceandsupportduringthisextended
periodoffinancialdistressandwanttogiveaspecialͻƷŷğƓƉǤƚǒͼtotheemployeesofRoanoke
CountyandtheRoanokeCountySchoolBoardwhohavecontinuedtoprovidehighquality
servicesasweallstruggletomeetthedemandsandexpectationsofourcitizensduringthese
difficulteconomictimes.
TheCountymustmaintainaprudentandsustainablelongrangebudgetingstrategyinorderto
continuetomeettheneedsofourcitizensandtoensureourreputationasoneofthebest
managedlocalitiesinthestate.Whileouradoptedpoliciesandconservativeapproachto
financialmanagementhascreatedahealthy,fiscallysoundcommunitywithinwhichtolive,
workandplayitisnecessarythatweexpandourlongrangeplanningeffortstocreatean
organizationalͻƩƚğķƒğƦͼtohelpguideourdecisionmakinginmeetingourfuturechallenges.
Roanoke County
Adopted FY13-14 and Proposed FY14-15 Budget
AdoptedProposed
FY2013-2014FY2014-2015
Revenues
General Fund
General Government$170,969,088$174,229,296
Communications & Information Technology8,179,3398,465,123
Comprehensive Services5,227,7995,237,945
Law Library27,17527,175
Public Works Projects184,481183,433
S B & T Building444,580486,510
Recreation Fee Class5,379,4625,425,455
Grants & Other Funds01,041,895
Police Special Programs 1,000 1,000
Criminal Justice Academy 149,410 239,285
Fleet Service Center2,770,0002,837,382
Total General Fund$193,332,334$198,174,499
Debt Service Fund - County$ 6,999,924$ 7,261,146
Capital Projects Fund 4,553,856 6,797,195
Internal Service Fund1,702,6311,633,921
School Operating Fund133,799,052135,627,507
School Nutrition Fund5,818,0005,712,290
School Debt Service Fund14,177,89713,617,491
School Grants Fund5,113,0195,435,746
School Capital Fund845,488846,070
School Instructional Resources Fund945,575994,212
School Bus Fund325,000325,000
School Laptop Insurance Reserve305,600467,800
Total Revenues All Funds$367,918,376$376,892,877
Less: Transfers (108,516,047) (109,026,015)
Total Net of Transfers$259,402,329$267,866,862
Roanoke County
Adopted FY13-14 and Proposed FY14-15 Budget
AdoptedProposed
FY2013-2014FY2014-2015
Expenditures
General Fund
General Government
General Administration$2,961,923$2,829,852
Constitutional Officers13,415,18413,238,735
Judicial Administration810,732810,732
Management Services3,178,5023,295,385
Public Safety24,815,89325,338,062
Community Services10,962,57411,557,911
Human Services18,817,53618,869,727
Non-Departmental11,664,87512,484,444
Transfers to School Operating and Dental Insurance65,045,31966,097,426
Transfers to (from)Capital Fund(202,184)138,047
Transfers to Debt Service Fund16,294,13416,165,423
Other Operating Transfers3,204,6003,403,552
Total General Government$170,969,088$174,229,296
Communications & Information Technology$8,179,339$8,465,123
Comprehensive Services 5,227,799 5,237,945
Law Library 27,175 27,175
Public Works Projects 184,481 183,433
S B & T Building 444,580 486,510
Recreation Fee Class 5,379,462 5,425,455
Grants & Other Funds0 1,041,895
Police Special Programs 1,000 1,000
Criminal Justice Academy 149,410 239,285
Fleet Service Center2,770,0002,837,382
Total General Fund$193,332,334$198,174,499
Debt Service Fund - County$ 6,999,924$ 7,261,146
Capital Projects Fund 4,553,856 6,797,195
Internal Service Fund 1,702,631 1,633,921
School Operating Fund133,799,052135,627,507
School Nutrition Fund5,818,0005,712,290
School Debt Fund14,177,89713,617,491
School Grants Fund5,113,0195,435,746
School Capital Fund845,488846,070
School Instructional Resources Fund945,575994,212
School Bus Fund325,000325,000
School Laptop Insurance Reserve305,600467,800
Total Expenditures All Funds$367,918,376$376,892,877
Less: Transfers (108,516,047) (109,026,015)
Total Net of Transfers$259,402,329$267,866,862
County of Roanoke
General Government Revenue Summary
Adopted FY 2013-2014 and Proposed FY 2014-2015
AdoptedProposed
BudgetBudgetIncrease
FY 13-14FY 14-15(Decrease)
Real Estate Taxes$85,000,000$86,200,000$1,200,000
Personal Property Taxes28,845,00030,431,3501,586,350
Other Property Taxes3,975,0003,908,000(67,000)
Local Sales Tax9,950,00010,000,00050,000
Telecommunications Taxes and Fees3,763,0003,960,000197,000
Utility Consumer Tax3,665,0003,775,000110,000
Business License Tax6,250,0006,400,000150,000
Bank Franchise Tax525,000450,000(75,000)
Motor Vehicle License Tax2,215,0002,150,000(65,000)
Recordation and Conveyance Tax1,300,0001,425,000125,000
Hotel/Motel Tax1,055,0001,075,00020,000
Meals Tax4,050,0004,025,000(25,000)
Other Local Taxes666,000634,000(32,000)
Permits, Fees & Licenses476,560526,56050,000
Fines and Forfeitures810,400681,500(128,900)
Use of Money and Property164,100124,100(40,000)
Charges for Services930,200898,200(32,000)
Fire & Rescue Fee for Service2,792,2332,792,2330
Miscellaneous Revenue994,336994,3360
Recovered Costs 166,385285,785119,400
Commonwealth9,264,9329,372,358107,426
Federal3,275,0003,275,0000
Total Revenue170,133,146173,383,4223,250,276
Transfer from Other Funds835,942845,8749,932
$170,969,088$174,229,296$3,260,208
Total General Government
County of Roanoke
General Government Expenditure Summary
Adopted FY 2013-2014 and Proposed FY 2014-2015
AdoptedProposed
BudgetBudgetIncrease
FY 13-14FY 14-15(Decrease)
Expenditures
General Administration$2,961,923$2,829,852($132,071)
Constitutional Officers13,415,18413,238,735(176,449)
Judicial Administration810,732810,7320
Management Services3,178,5023,295,385116,883
Public Safety24,815,89325,338,062522,169
Community Services10,962,57411,557,911595,337
Human Services18,817,53618,869,72752,191
Non Departmental
Employee Benefits2,584,9973,138,671553,674
Internal Service Charges7,245,4467,511,341265,895
Miscellaneous1,834,4321,834,4320
Transfers To (From)
Debt-County6,296,2826,719,995423,713
Debt-Schools9,997,8529,445,428(552,424)
Schools-Operating64,568,02065,620,1271,052,107
Public Works Projects184,481183,433(1,048)
Capital4,380,0404,764,486384,446
Transfer from Capital Fund(4,582,224)(4,626,439)(44,215)
Schools-Dental477,299477,2990
Internal Services1,067,1191,267,119200,000
Comprehensive Services1,853,0001,853,0000
Board Contingency100,000100,0000
$170,969,088$174,229,296$3,260,208
t
Total General Governmen
County of Roanoke
Department Expenditure Summary
Adopted 2013-2014 and Proposed 2014-2015 Expenditure Budget
Adopted Proposed
2013-20142014-2015Increase/
BudgetBudget(Decrease) % Change
General Government
General Administration
Board of Supervisors293,582 301,713 8,131 2.77%
County Administrator291,306 294,324 3,018 1.04%
Public Information181,566 174,347 (7,219) -3.98%
Asst Co Administrators361,754 354,759 (6,995) -1.93%
Human Resources758,820 764,639 5,819 0.77%
County Attorney550,776 514,346 (36,430) -6.61%
Economic Development524,119 425,724 (98,395) -18.77%
2,829,8522,961,923 (132,071) -4.46%
Total General Administration
Constitutional Officers
Treasurer769,261 776,612 7,351 0.96%
Commonwealth Attorney1,071,134 1,076,015 4,881 0.46%
Commissioner of the Revenue793,362 747,558 (45,804) -5.77%
Clerk of the Circuit Court1,066,296 1,077,602 11,306 1.06%
Sheriff's Office9,715,131 9,560,948 (154,183) -1.59%
13,238,73513,415,184 (176,449) -1.32%
Total Constitutional Officers
Judicial Administration
Circuit Court237,972 237,972 - 0.00%
General District Court69,940 69,940 - 0.00%
Magistrate1,590 1,590 - 0.00%
J & DR Court21,086 21,086 - 0.00%
Court Service Unit480,144 480,144 - 0.00%
810,732 810,732 0.00%-
Total Judicial Administration
Management Services
Real Estate Valuation 847,625 850,744 3,1190.37%
Finance1,223,110 1,334,064 110,9549.07%
Public Transportation - CORTRAN420,000 420,000 0.00%-
Management and Budget 291,666 290,709 -0.33%(957)
Procurement Services 396,101 399,868 3,7670.95%
3,178,502 3,295,385 116,8833.68%
Total Management Services
Public Safety
Police Department 11,278,325 11,301,887 23,5620.21%
Fire and Rescue 13,537,568 14,036,175 498,6073.68%
24,815,893 25,338,062 522,1692.10%
Total Public Safety
Community Services
General Services 5,038,809 5,137,750 98,9411.96%
Community Development 3,978,282 4,552,883 574,60114.44%
Building Maintenance 1,945,483 1,867,278 (78,205)-4.02%
10,962,574 11,557,911 595,3375.43%
Total Community Services
Human Services
County of Roanoke
Department Expenditure Summary
Adopted 2013-2014 and Proposed 2014-2015 Expenditure Budget
Adopted Proposed
2013-20142014-2015Increase/
BudgetBudget(Decrease) % Change
Grounds Maintenance 2,267,553 2,259,887 (7,666)-0.34%
Parks and Recreation 2,152,085 2,214,457 62,3722.90%
Public Health 500,358 500,358 0.00%-
Social Services Administration 5,566,886 5,616,958 50,0720.90%
Public Assistance 2,815,574 2,815,574 0.00%-
STARS FTC 38,325 38,325 0.00%-
Contributions 1,690,465 1,690,465 0.00%-
Library 3,385,129 3,330,403 (54,726)-1.62%
VA Cooperative Extension 87,097 87,097 0.00%-
Elections 314,064 316,203 2,1390.68%
18,817,536 18,869,727 52,1910.28%
Total Human Services
Non-Departmental
Employee Benefits 2,584,997 3,138,671 553,67421.42%
Internal Service Charges 7,245,446 7,511,341 265,8953.67%
Miscellaneous 1,834,432 1,834,432 0.00%-
11,664,875 12,484,444 819,5697.03%
Total Non-Departmental
Transfers to Other Funds
Transfer to Debt-General 6,296,282 6,719,995 423,7136.73%
Transfer to Debt-School 9,997,852 9,445,428 (552,424)-5.53%
Transfer to Capital 4,380,040 4,764,486 384,4468.78%
Transfer (From) Capital Fund (4,582,224) (4,626,439) (44,215)0.96%
Transfer to Schools 64,568,020 65,620,127 1,052,1071.63%
Transfer to Schools Dental Ins. 477,299 477,299 0.00%-
Transfer to Internal Services 1,067,119 1,267,119 200,00018.74%
Transfer to CPMT-County 954,000 954,000 0.00%-
Transfer to CPMT-Schools 899,000 899,000 0.00%-
Transfer to Public Works Projects 184,481183,433 (1,048)-0.57%
84,241,869 85,704,448 1,462,5791.74%
Total Transfers to Other Funds
Unappropriated Balance
Board Contingency 100,000 100,000 0.00%-
100,000 100,000 0.00%-
Total Unappropriated Balance
Total General Government 170,969,088 174,229,296 3,260,2081.91%
CountyofRoanoke
ScheduleofSourcesandUsesofFunds
ProposedFY20142015GeneralGovernmentBudget
AdoptedFY1314Budget
$170,969,088
AdditionalProposedExpenditures
Schools1,052,107
Compensation - Employee Raises - 2%973,703
Salary - Market Adjustments795,000
New Positions:
Finance - Financial Analyst70,405
Community Development - Development Engineer90,720
CommIT - Business Analyst (1/2 funded by Sheriff)36,750
Fire & Rescue - Firefighter/EMT (5) Vinton300,000
Social Services - Benefits Program Specialist & PT57,426
Fire and Rescue Part-Time; OMD and Read Mtn. weekends58,000
VRS Increase475,000
Dental Insurance Increase9,932
Workers Compensation Increase200,000
Stormwater Management400,000
Joint County/School CIP300,000
General Services:
PT Security @ RCAC45,000
Solid Waste - Tipping Fee Increase37,000
Economic Development - Transfer to Capital75,000
CommIT Operations - Infrastucture Replacement Plan200,000 5,176,043
ExpenditureReductions
Turnover Reserve (1.2% of pay)(600,628)
GASB 45 - actuarial adjustment(450,000)
WVRJ Per Diems(200,000)
Personnel Changes/Adjustments from FY14 Adopt. Budget (HI, DI, turnover, etc.)(139,562)
Position Eliminations/Changes:
General Services-Custodian (3)(92,242)
Library Assistant (2)(83,062)
Tax Clerk III - CoR (net of re-class)(55,214)
Assistant Dir. -Econ Dev(82,000)
Budget Manager (re-class to Analyst)(25,000)
Attorney-Legal Assistant (convert to PT)(23,127)
Economic Development Incentives(165,000)(1,915,835)
TotalNetExpenditures$3,260,208
ProposedFY1415GeneralGovernmentBudget$174,229,296
Departmental
Additional Funding Requests
FY2014-2015
Amount
DepartmentAmountApprovedDescription
Commissioner of Revenue$ Tax Clerk III - Audits (Self Supporting position). Cost offset by revenue collection potential. 38,352
6,000Printed Forms needed to create revenue
1,000Increase in telephone expense
2,000Contractual increases in leases
1,500Training and Education to keep certification current
2,000NADA books to assess Personal Property
2,000Increase security measures
$ 52,852$ -
Commonwealth Attorney$ 32,400$ -Interface cost for new computerized filing system
Communications & Info Tech$ 41,382Software Support Increases for multiple vendors
$ 200,000
200,000Increase existing budget to cover increased operating cost of County Network Infrastructure
3,587Travel/Training for new Public Safety Analyst
7,000Training
243,000Maintenance contract increases for Motorola and training
52,787New PT Enterprise Document Management Analyst
49,717Software support increase for GIS and public safety vendors
$ 597,473$ 200,000
Community Developmen$ 15,000
t
AEP rate increases related to street lightsprogram;previously absorbed through attrition
500,000
VDOT Revenue Sharing
$ 515,000
$ -
$ 2,000$ 2,000
Finance - Risk Mgmt Increase in Line of Duty cost
Fire & Rescue$ 357,792Six Paremedic/Firefighter positions for Mt. Pleasant station (includes salary, uniforms, etc.)
8,499Three position upgrades to Captain - Mt. Pleasant (if additional staff approved)
178,896Three Paramedic/Firefighter positions for Back Creek station
$ 300,000
300,000Five Paramedic/Firefighter positions for Vinton station
417,424Seven Paramedic/Firefighter positions for Read Mountain station
177,048One full-time Inspector (includes salary, uniforms, training, etc.)
64,021One full-time Safety and Health Officer
35,000Software support for EMS Data Reporting System
24,800Increased maintenance costs for the Regional Fire/EMS Training Center
90,000Fuel increase
75,000Replacement of worn apparatus tires
25,000Specialty equipment related to designation as Technical Resource Team for SWVA
35,000Increased need for janitorial supplies and maintenance due to shift to career staff
2,250Increase in fee for forestry services in Roanoke County
138,000Mobile Data Terminal purchase
25,500Computer replacement
4,000Station internet service upgrades
30,000SCBA replacement due to expiration of warranty
$1,988,230$ 300,000
General Services$ 100,000To allow for emergency building repair projects
1,100,000
Replace 4 garbage trucks at $275K each
Replacement of 1,500 garbage containers
70,500
Additional recycling trailers
18,000
Increase vehicle repair budget due to aging vehicles
50,000
Increase Contracted Repairs/Contractual Services/Electrical to match actual costs
147,000
40,000To clean windows, carpets, tile flooring
$1,525,500$ -
$ 39,000Fuel for Grounds Maintenance - Projected $40,000 shortfall
Parks, Recreation & Tourism
$ 39,000$ -
Police$ 27,639Professional Services - Fees associated with Crim Justice Academy, Meth Lab Cleanup, Fed Gov
Retreat & selection & hiring of Officers
32,683Vehicle Repair line item underfunded
10,000Used for drugs and informants in narcotics investigations. Line item underfunded.
1,000Gas, Oil & Grease
42,288Garage Parts. Costs continue to increase. Line item underfunded.
28,000Computer Software
25,000Ammunition
3,000Computer Devices/Replacements for Mobile Data Terminals. Life Expectancy is 4 years. Purchase
approx 11 (@$4,500) each year which is 25% of total units.
$ -
$169,610
Sheriff$ 8,000Uniform replacement
3,000Maintenance contract increase for LifeScan and HVAC
Departmental
Additional Funding Requests
FY2014-2015
Amount
DepartmentAmountApprovedDescription
Maintenance contract increase for Jail Management System1,000
Maintenance for the jail8,000
Increased cost of chemicals5,000
Maintenance expenses related to firing range12,000
$ -
$ 37,000
Social Services$ 26,000State mandate to provide Family Partnership meetings; no longer funded by state
45,161One Family Services Specialist
82,202Two Benefit Programs Specialists
42,837One Senior Benefit Programs Specialist
50,688One Benefit Programs Supervisor
68,718One Assistant Director of Benefits
$ 315,606$ -
$ 34,905$ -
Treasurer Treasurer Clerk I to handle delinquent collections which increases revenue
VA Cooperative Extension$ 2,880Fill vacant Agriculture and Natural Resources Position
920Telephone - Current budget is $1,300. FY12 Actual - $1,739.
$ 3,800$ -
Grand Total:$5,313,376$ 502,000
County of Roanoke
Authorized Position Count Analysis
AdoptedAdoptedProposedChange
FY2013 FY2014 FY2015 FY14 to FY15
Department
General Positions
Asst. County Administrators2-
2 2
Board of Supervisors7-
7 7
Clerk of the Circuit Court16-
16 16
Commissioner of the Revenue1413(1)
14
Commonwealth's Attorney14-
14 14
Communications & Information Technology812
85 87
Community Development501
46 47
County Administrator2-
2 2
County Attorney54(1)
5
Economic Development54(1)
5
Elections3-
3 3
Finance211
21 22
General Services5855(3)
58
Human Resources8-
8 8
Library4039(2)
41
Management and Budget3-
3 3
Parks, Recreation & Tourism55-
57 57
Public Information Office2-
2 2
Real Estate Valuation11-
11 11
Treasurer12-
12 12
Total General Positions409408(4)
4444444A444
Public Safety Positions
Fire and Rescue1536
153 159
Police154-
154 154
Sheriff841
84 85
Social Services941
94 95
Total Public Safety Positions4858
4444444A4444444444A444
Other
Green Ridge Recreation Center12-
12 12
Fleet Service Center11-
11 11
Risk Management2-
2 2
Total Other Positions25-
444444444A44444444444A44
TOTAL COUNTY POSITIONS9194
4444444A4444444444A444
Grant Funded and Fiscal Agent-Only
Court Service Unit4-
4 4
Greenways1-
1 1
Regional Ctr for Animal Control and Prot.-18
1 19
Roanoke Valley Television (RVTV)5-
5 5
Total Grant and Fiscal Agent1018
444444444A44444444444A44
GRAND TOTAL CLASS PLAN POSITIONS92922
4444444A4444444444A444
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$¤¯ ±³¬¤³²Ȁ
NOTE:Listedcostsareforbudgetdevelopmentandplanningpurposes
onlyandareconsideredestimates.Thesefiguresmaynotreflectall
changesthatoccurredthroughoutthebudgetdevelopmentprocessand
maynotmatchFY15proposedamounts.
&9ΑΏΐΓΑΏΐΔ"´£¦¤³$¤µ¤«®¯¬¤³
CommunityServicesFunctionalBudgetTeam
TheCommunityServicesFunctionalBudgetTeamprovidesbothdirectandindirectservicestoRoanoke
Countycitizensthatbenefitthecommunityasawhole.Serviceareasincludepotentialandexisting
development,curbsiderefusecollection,andrealestateassessments.TheCommunityServicesTeam
consistsofthefollowingdepartments:
CommunityDevelopmentEconomicDevelopment
GeneralServicesΑSolidWasteDivisionRealEstateValuation
CommunityServicesGoalStatements
Toprotectthepublichealth,safety,andwelfare;andprovideforthenecessary
infrastructureforfuturegrowth(CS1)
Toprotect,maintainandenhanceeconomicvitalityandpropertyvalues(CS2)
Toprovidetransparencythroughcommunication,publicinvolvement,partnerships,and
outreachtodiversestakeholders(CS3)
Tobalanceenvironmentalstewardship,economicdevelopment,socialequityandfinancial
viability(CS4)
CommunityServicesIssuesStatements
Solidwastevehiclesneedfundingmechanismandreplacementstrategyforentirefleet.
The/ƚǒƓƷǤƭsolidwastefleetisagingandbecomingprohibitivelyexpensivetomaintain.
o
Themaintenancecostsforthesevehiclesincreasesexponentiallyastheyreachtheendof
theirusefullife.Thesevehiclesareplacedundersignificantstrainthroughouttheyearand
theirproperworkingconditionisvitaltoprovidingconsistentandproperrefusecollection
forCountycitizens.TheCountycurrentlyhassevensolidwastevehiclesthatarebeyond
theirusefullifeandneedtobereplaced.
Fuelcostscontinuetoplaceasignificantburdenondepartmentaloperatingbudgets.
ThedepartmentalmakeupoftheCommunityServicesFunctionalBudgetTeamlendsitself
o
tosignificantfuelconsumption.MostoftheƷĻğƒƭdepartmentsrelyonfuelasaprimary
partoftheiroperation.Fromsolidwastevehiclestobuildinginspectionstoreassessments,
evenslightincreasesinthepricesofgasolineanddieselhavesignificantbudgetaryimpacts.
Severalyearsofbudgetreductionshasleftthedepartmentsunabletoabsorbanysignificant
and/orunexpectedincreasesinfuelcosts.
CommunityServicesFunctionalBudgetTeam
AnumberoffutureregulatoryandlegislativerequirementswillimpacttheCommunity
ServicesFunctionalBudgetTeam.
AnumberoffutureregulatoryrequirementswillimpacttheCommunityServicesFunctional
o
BudgetTeam.Changestobuildingcoderequirementswillrequiresignificanttrainingandan
increaseinthenumberofinspectionsneeded.Inaddition,revisedstateStormwater
RegulationsandarecentlyreissuedMunicipalSeparateStormSewerSystem(MS4)permit
willimposenewandmorestringentrequirementsontheCounty,whichwillimpactall
Countydepartmentstosomedegreebutwillhaveadramaticeffectontheoperationsof
theCommunityServicesTeam,inparticular.Dependingontheextentandcomplexityof
theseregulatorychanges,additionalstaffand/oroperationalfundingwilllikelyberequired,
particularlyintheareasofemployeetraining,recordkeeping,postconstructionStormwater
ManagementFacility(SWMF)inspections/enforcement,andGIS/mapping.
Servicedemandexpectationsinanenvironmentofreducedfundingaredifficulttomeet.
Currentservicedemands,coupledwithrisingexpectationsofservicesduringfuture
o
economicrecovery,placesasignificantstrainontheCommunityServicesTeam.The
/ƚǒƓƷǤƭrecyclingprogramhasseenanincreaseindemandwithnoadditionalfunding,
makingtheprovisionofthisservicecostlyandtimeconsuming.
Severalyearsofbudgetreductionshaveresultedinminimallevelsofoperationalfunding.
OperatingbudgetsandstaffinglevelsfortheCommunityServicesTeamhavebeenreduced
o
overthepastseveralyears.Thishasresultedinaminimallevelofoperationalfundingfor
eachoftheCommunityServicesĻğƒƭdepartments.Thisminimalfundingmeansthat
unexpectedoverages(e.g.Αfuel)cannotbedealtwithaseasilyandflexibilityinoperations
iscompromised.Additionally,anyfurtherfundingreductionscouldhavevisibleimpactson
servicedelivery.
Animprovingeconomywillbringmorechallengesintheareasofcommunityand
economicdevelopmentaswellasrealestatevaluation
Aspermitactivitypicksup,CommunityDevelopmentwillbegintofeelthepinchfromthe
o
reducedstaffinthatarea.TherewillbemorepressureonEconomicDevelopmentto
developnewsitesformarketing,possiblylookingregionallytobuildinventoryfornew
prospects.Investinginfutureinfrastructureandpreparingreadytogositeswillbecriticalto
theCounty'scompetitivepositioninthefuture.
ProgramandActivityCostSummary
Department:CommunityDevelopment
TotalCost
%ofBudget
1 Administrative
a) Provide overall management and financial services for the
17.86%
710,700
Department
17.86%
710,700
Subtotal Administrative
2 Code Compliance
15.97%
a) Conduct building and erosion and sediment control inspections635,167
b) Inspect and investigate zoning/code complaints and process
10.87%
432,277
violations until resolved
26.83%
1,067,444
Subtotal Code Compliance
3 Design, Construction and Maintenance Services
a) Provide construction and maintenance services for major/minor
watershed and restoration projects, emergency and miscellaneous
17.75%
706,297
repairs, routine repetitive maintenance to public infrastructure, and
County owned stormwater management facilites
b) Design and coordinate construction and maintenance of
4.63%
various projects including stormwater projects, landscaping 184,216
projects, and transportation projects
c) Coordinate with VDOT on street acceptance, road/lane
2.67%
106,256
closures, maintenance requests, and new construction projects
25.06%
996,768
Subtotal Design, Const., Maint
4 Development Plan Review and Permitting
11.86%
a) Review and process development plans and building plans 471,756
b) Issue permits for new residential structures, various commercial
4.22%
168,046
and residential trade permits, expansions, alterations and/or
renovations, and miscellaneous uses
16.08%
639,802
Subtotal Develompent Plan Review
5 Environmental Management
a) Identify and inspect existing public and private stormwater
2.63%
management facilities in the County and work with the owners of 104,450
these facilities to ensure compliance
b) Administer local, state and federal environmental regulations
2.89%
dealing with stormwater management, floodplains, erosion and 114,809
sediment control, and pollution prevention and elimination
5.51%
219,259
Subtotal Environmental Management
6 Planning
a) Process land use applications for rezoning and special use
3.02%
120,298
permits
b) Assist in the development and processing of amendments to
1.79%
71,167
the Zoning Ordinance and County Code
c) Prepare planning studies and reports and participate in the
3.84%
152,844
development of regional plans/projects
8.65%
344,309
Subtotal Planning
3,978,282
100.00%
Total Community Development Budget
Program Inventory - Community Development
1.Administrative
a)Provide overall management and financial services for the Department
i)This activity includes:managing, planning, organizing, directing, and
evaluating the functions of the department (planning, zoning,
development review, building safety, engineering, environmental
management, stormwater operations, and transportation); preparingand
administeringthe departmental budget and Capital Improvements
Program; processing of payment to vendors; and maintaining
departmental records.
1)The benefit of this activity is that resources are being allocated
and utilized efficiently and effectively to protect the public health,
safety and general welfare.
2.Code Compliance
a)Conduct inspections to ensure compliance with the building code
i)This activity includes:conducting various inspections (residential erosion
and sediment control, footing/foundation, framing, insulation, plumbing,
mechanical, electrical, final, energy compliance, and blighted/unsafe
structures) associated with various building activities.
1)The benefits of this activity are: ensuring that new construction and
renovation projects are built to current building safety standards;
correcting construction deficiencies or demolishing unsafe and
blighted structures; maintaining current property values; and
protecting our streams and waterways from siltation.
b)Inspect and investigate zoning/code complaintsandprocess violations until
resolved
i)This activity includes: receiving and investigating complaints dealing with
zoning issues, tall grass, junk and debris, and inoperable vehicles;
determining if violations exist; processing violations until they are resolved
voluntarily or through the courts; conducting neighborhood sweeps of older
neighborhoods where violations typically occur; and removing illegal signs
from the right-of-way.
1)The benefits of this activity are: improving the aesthetics of our
neighborhoods,corridors, and community;ensuring compliance with
local and state regulations; and maintaining current property values.
3.Design, Construction and Maintenance Services
a)Provide construction and maintenance services for major/minor watershed and
restoration projects, emergency and miscellaneous repairs, routine repetitive
maintenance to public infrastructure, and County owned stormwater
management facilities
1)The benefit of this activity is that the continued maintenanceand
improvement of the County’s drainage channels and infrastructure
reduces flooding issues and problems which maintains and
improves propertyvalues.
b)Design and coordinate construction and maintenance of various projects
including stormwater projects, landscaping projects, and transportation projects
i)This activity includes: developing engineered plansfor construction
projects; preparing plats for the dedication of right-of-way or easements;
administering the County’s Commercial Matching Grant Program;
administering the preliminary engineering phase of a revenue sharing
project; coordinating surveying work; preparing grant applications for
transportation funding; and coordinating the installation and maintenance
of landscaping along the County’s gateway corridors.
1)The benefits of this activity are: constructing and completing
projects in a timely manner; assisting business owners with
improving the aesthetics of their properties; enhancing the
County’s commercial corridors with additional landscaping; and
increasing the mobility choices for citizens through a well-
connected multi-modal transportation system.
c) Coordinate with VDOT on street acceptanceand abandonment,road/lane
closures,maintenance requests, and other construction projects
i)This activity includes: scoping of construction projects with VDOT;
processing maintenance and other requests through VDOT involving
issues such as speed studies, tree removal, intersection sight distance,
pavement conditions, traffic signs, street name signs, right-of-way
mowing, snow removal, and stormwater management;coordinating with
VDOT on the addition and abandonment of street segments to the
Secondary System; and assistingVDOT in coordinating the planning of
road/lane closures that affects the traveling public and County services
(schools, trash, emergency services).
1)The benefits of this activity are: maintaining and improving the
County’s transportation infrastructure; and maintaining and
improving the traffic operations and safety of County roadways
and transportation facilities.
4.Development Plan Reviewand Permitting
a)Review and process development plans,building plans, and subdivision plats
i)This activity includes:reviewing a variety of plans (residential building
plans, residential plot plans, commercial building plans, site plans,
subdivision plans and plats, erosion and sediment control plans) for
compliance with the building code, erosion and sediment control
ordinance, stormwater ordinance, zoning ordinance, floodplain ordinance
and subdivision ordinance; coordinating with the applicants of these plans
to secure all appropriate development approvals; and processing
documents (agreements, bonds, sureties, etc.) associated with various
developments and maintaining these records.
1)The benefit of this activity is that plans are reviewed efficiently and
effectively and in compliance with local, state, and federal
environmental and development regulations.
b)Issue permits for new residential structures, various commercial and residential
trade permits, expansions, alterations and/or renovations, and miscellaneous
uses
i)This activity includes:receiving building permit applications; reviewing
these applications for compliance with appropriate codes; and issuing
permits for applicantsto start construction or other activities. Permits
includenew residential and commercial buildings, expansion, alterations
or renovation of residential or commercial buildings, commercial and
residential trade permits, miscellaneous permits for utilities, amusement
devices, retaining walls, tents, swimming pools, asbestos removal,
change of use, business licenses, and certificate of occupancy.
5.Environmental Management
a)Identify and inspect existing public and private stormwater management facilities
in the County and work with the owners of these facilities to ensure compliance
i)This activity includes:verifying the location of existing stormwater management
facilities and identifying the location of new stormwater management facilities
requiring periodic inspections; inspecting public and private stormwater
management facilities and documenting the results including any deficiencies
that need to be addressed; and working with owners (public body, homeowners
association, and business owners) of stormwater management facilities to
address deficiencies and maintenance issues.
1)The benefits of this activity are: ensuring compliance with local, state, and
federal stormwater regulations by identifyingand inspecting facilities; and
protecting the public health, safety and welfare from environmental
degradation (flooding, water quality).
b)Administer local, state and federal environmental regulations dealing with
stormwater management, floodplains,erosion and sediment control,and
pollution prevention and elimination
i)This activity includes: administering, monitoring, adopting, revising, and
implementing local, state, and federal environmental
regulations/standardsand programs such as TMDL (Total Maximum Daily
Load) standards for local impaired streams, MS4 (Municipal Separate
Sanitary Sewer System) permit requirements, VSMP (Virginia Stormwater
Management Program) requirements, Virginia Dam Safety Regulations,
FEMA’s (Federal Emergency Management Agency’s) Community Rating
System, County’s Erosion & Sediment Control regulations, and the
County’s Floodplain regulations.
1)The benefits of this activity are: ensuring compliance with local,
state, and federal environmental regulations; protecting the public
health, safety and welfare from environmental degradation
(flooding, water quality, siltation, etc.), and reducing flood
insurance rates through the Community Rating System for
property owners who are located in flood-prone areas.
6.Planning
a)Process land use applications for rezoning and special use permits
1)The benefits of this activity are: reviewing and analyzing land use
changes and their impacts (positive and negative) to the
community efficiently and effectively; and ensuring that the public
has had ample opportunities to review information pertaining to
these land use changes and provide input on them.
b)Assist in the development and processing of amendments to the Zoning
Ordinance and County Code
i)This activity includes:assisting in identifying, researching, developing,
communicating, and processing amendments to the Zoning Ordinance
and County Code through the Planning Commission and Board of
Supervisors for review and approval.
1)The benefitof this activity is that our Zoning Ordinance and
County Code are kept current by addressing changes in
technology, state and federal laws, and development trends and
patterns, while protecting the health, safety and welfare of our
citizens.
c) Prepare planning studies and reportsand participate in the development of
regional plans/projects
i)This activity includes:developing local area and functional plans by
gathering and analyzing existing conditions and trends, soliciting public
input on desired outcomes, developing future scenarios, and developing
strategies and recommendations on how to achieve the desired
outcomes; assisting in the development of regional planning and
transportation studies and reports prepared by Roanoke Valley –
Allegheny Regional Commission (RVARC), Roanoke Valley Area
Metropolitan Planning Organization, Regional Partnership for a Livable
Roanoke Valley, Roanoke Regional Housing Network, and Roanoke
Regional Greenways Commission; and assisting in the development of
the County’s Secondary Six Year Plan and other transportation
programming activities.
1)The benefits of this activity are:providing for future plans and
development gives guidance and direction for both the public and
private sectors; and ensuring that plans reflect the community’s
goals and vision and that decisions are in the best interests of the
County as a whole.
ProgramandActivityCostSummary
Department:EconomicDevelopment
TotalOperatingCost
%ofBudget
(excludespersonnel)
1)Marketing,ResearchandPromotions
a)Createandmaintainadatabaseofcurrentdemographic,labor
27,104 5.33%
marketandqualityoflifeinformation
DesignandmaintaintheEconomicDevelopmentWebsite27,104 5.33%
b)
c)ImplementstrategiesandpartnerwiththeCountyParks,
28,131 5.53%
RecreationandTourismDepartmentin
d)TopromoteCountybusinessesandcelebratetheirsuccesses,while
44,610 8.77%
providingrelevantandusefulinformationtoassistwiththeirgrowth
SubtotalMarketing,ResearchandPromotions126,950 24.96%
2)BusinessRetention,expansion,liaisonandadvocacy
a)Outreachandrelationshipbuildingwiththebusinesscommunity61,435 12.08%
b)Coordinateandpromotetechnicalassistanceandtraining
30,613 6.02%
opportunitiesforcitizensandbusinesses
c)Assistbusinesses,realtorsanddeveloperswithCountyregulatory
19,683 3.87%
processessuchaszoning,licensing,
d)Provideasinglepointofcontactforbusinessesandcitizensseeking
19,683 3.87%
informationondevelopment
SubtotalBusinessRetention,Expansion,LiaisonandAdvocacy131,415 25.84%
3)BusinessAttractionandRecruitment
a)ToshowcasetheCountyanditsattributes,attractnewbusinesses
tothecommunityandrepresenttheinterestsofnewandexpanding26,741 5.26%
businessestotheCounty.
b)Toprovidecomprehensiveandcomplexsiteselectionassistance
15,313 3.01%
forbusinesses
SubtotalBusinessAttractionandRecruitment42,054 8.27%
4)Industrialparkdevelopment,maintenanceandparticipation
a)Identifynewpropertysuitableforindustrialorcommercial
15,313 3.01%
development
b)Coordinaterealestatetransactions,engineeringandconstruction
10,795 2.12%
activitiesonpropertiessuitablefordevelopment
c)Coordinateindustrialparkmaintenanceactivitiesandrepresent
15,655 3.08%
the/ƚǒƓƷǤƭownershipinterestinmultijurisdictionalindustrialparks
SubtotalIndustrialParks41,764 8.21%
5)Planning,managementandoversight
a)Activelyparticipateincountyplanning,grant,Information
16,313 3.21%
TechnologyandAdministrativeinitiatives
b)Participateinnumerouseconomicdevelopmentinitiatives
19,857 3.90%
withtheTownofVinton
c)ManagetheactivitiesoftheEconomicDevelopment
78,347 15.40%
Authoritytoincludefinanceandbudgetoversight
SubtotalPlanning,ManagementandOversight114,516 22.52%
6)ParticipationinRegionaleconomicdevelopmentactivities,programs
andinitiatives
a))Tomaintaincommunicationsandstrengthenthe/ƚǒƓƷǤƭ
productivebusinessrelationshipwith
highereducationinstitutionsincludingVirginiaTech,Roanoke41,128 8.09%
College,HollinsUniversityandVWCC.
b)RepresenttheCountyonnumerousregionalboardsrelatedto
10,795 2.12%
economicdevelopment
SubtotalParticipationinRegionalEconomicDevelopment51,923 10.21%
TotalEconomicDevlopmentBudget508,621 100.00%
Program Inventory – Economic Development
1)Marketing, Research and Promotions
a) Create and maintain a database of current demographic, labor market and quality of life information
in addition to an inventory of marketable industrial and commercial property
i) A detailed overview of the County’s pro-business attributes and properties available for
development.
(1)Provide complex information desired by businesses & visitors when considering expanding,
relocating or visiting the area.
(2)Streamlines the site search process and provides easy and direct access to detailed real estate
information
b) Design and maintain the Economic Development Website
i)Primary marketing vehicle for the delivery of complex information desired by businesses
(1)Provides a comprehensive overview of the community including a demographic profile,
attributes and location benefits in an easy to access format.
c) Implement strategies and partner with the County Parks, Recreation and Tourism Department in
various tourism related marketing and promotional opportunities.
i)Advertise in regional and national publications to showcase the County, its features and attributes,
and coordinate tours of County amenities and host visitor groups such as travel writers.
(1)Promotes the community as an attractive place to live, visit or locate a business, resulting in
new tax revenues for the County.
(2)Provides events that are of interest to citizens and visitors, and promotes county businesses
resulting in increased visitors to the area and sales tax revenues.
ii)Participate in the strategic planning, marketing and development of Explore Park.
(1) Provides new recreation opportunities for citizens and visitors and increases tourism/travel
related revenues for the County.
d) To promote County businesses and celebrate their successes, while providing relevant and useful
information to assist with their growth
i) Publish quarterly electronic newsletters and produce the Roanoke County Business Partners TV
show on RVTV Public Access channel.
(1) Public awareness of County business activity, business assistance programs and development
opportunities available to encourage new investment and job creation.
ii) Participate in and coordinate announcements, ribbon cuttings and certificate presentations
(1)Celebrate business success while relationship building with the business community
2)Business Retention, expansion, liaison and advocacy
a)Outreach and relationship building with the business community
i)Implement an ongoing existing business visitation program to identify expansion opportunities,
provide technical assistance and to identify “at-risk” businesses
(1)Assists with maintaining a stable economic base while generating new tax revenues for the
County and employment opportunities for citizens.
b)Coordinate and promote technical assistance and training opportunities for citizens and businesses
i) Work with relevant state and local agencies to provide technical assistance opportunities to
businesses and citizens through free training programs offered throughout the year.
(1)An opportunity to learn new skills at no cost to the participant.
c)Assist businesses, realtors and developers with County regulatory processes such as zoning, licensing,
site plan reviews and building permits.
i) Maintain regular contact with businesses and representatives of key commercial and industrial
properties
(1)Assists with streamlining the regulatory process for businesses and developers, while
expediting site plan approvals and encouraging business growth.
d) Provide a single point of contact for businesses and citizens seeking information on development
issues, opportunities and processes.
i) Respond to regular inquiries from the business community, organizations, citizens and students
regarding numerous economic development related matters.
(1) Perceived by the community as being responsive and providing excellent customer service.
3) Business Attraction and Recruitment
a) To showcase the County and its attributes, attract new businesses to the community and represent the
interests of new and expanding businesses to the County.
i) Coordinate tours of available industrial and commercial properties, negotiate performance
agreements, real estate sales, contracts and incentive offers on behalf of the County.
(1)Highlights the available marketable inventory and assists with growing the economy, while
generating new tax revenues and employment opportunities for citizens.
b) To provide comprehensive and complex site selection assistance for businesses
i) Prepare detailed site information including maps with infrastructure, acreage and zoning data,
while brokering a sales transaction between the property owner and prospective business.
(1)Grows the local economic base, generates new tax revenues and employment opportunities.
4) Industrial park development, maintenance and participation
a) Identify new property suitable for industrial or commercial development
i)An ongoing and comprehensive review of county property with appropriate zoning, transportation
access and infrastructure for future development
(1)Ensures the County’s readiness for development and economic competitiveness, while
promoting compatibility with existing neighbors.
b) Coordinate real estate transactions, engineering and construction activities on properties suitable
for development
ii)Recommend and facilitate property acquisitions that principally benefit the economic and
employment condition of the County.
(1)Promotes new business growth and employment
c) Coordinate industrial park maintenance activities and represent the County’s ownership interest in
multi-jurisdictional industrial parks
iii)Ensure that publicly owned industrial parks are properly mowed, landscaped and maintained on an
annual basis to include adherence to County regulatory processes.
(1)Protects the property values of County owned industrial property, demonstrates community
pride and enhances the marketability of the property.
iv)Actively participate in marketing, development and maintenance of the Vinton Business Center
and the New River Commerce Park, while representing the County’s interest in each development.
(1)Creates a marketable inventory of industrial property to attract new business investment and
increased employment for citizens.
5) Planning, management and oversight
a) Actively participate in county planning, grant, Information Technology and Administrative initiatives
i) Serve as a liaison to the business community while brokering effective communications and
support for proposed corridor enhancement initiatives.
(1)Attracts grant dollars to the County while improving access, safety and aesthetic appeal for
citizens and businesses.
b) Participate in numerous economic development initiatives with the Town of Vinton
i) Serve as the County liaison to the Town of Vinton for the downtown revitalization plan
(1) Assists with implementing programs and projects to transform downtown Vinton, including
the marketing of vacant school buildings for productive reuse.
ii) Coordinate the downtown façade grant program with the Economic Development Authority
(1)Implement the matching façade grant program with the Town and County to enhance the
visual appeal of downtown Vinton to attract businesses and visitors.
c) Manage the activities of the Economic Development Authority and Economic Development
department to include finance and budget oversight.
i) Serve as Secretary to the Authority and coordinate all agendas, programs agreements and financial
documents for their consideration and approval.
(1) Legal requirement of the County for incentive contributions and deal structuring, while
upholding County policies and procedures.
6) Participation in Regional economic development activities, programs and initiatives
a) To maintain communications and strengthen the County’s productive business relationship with
higher education institutions including Virginia Tech, Roanoke College, Hollins University and VWCC.
i) Ongoing involvement in various initiatives of each institution including corridor improvement
projects, program development initiatives and Economic Development Advisory committees.
(1) Improves the quality of life for citizens and businesses through the creation of new
recreational opportunities such as trails, and the development of new educational programs to
train/retrain the workforce.
ii) To facilitate the growth and development of the Catawba Sustainability Center in partnership with
Virginia Tech
(1) To promote research and development opportunities, sustainability practices, agribusiness
development and rural development entrepreneurs. Supports farm to table and “grow local”
initiatives, which are desired by the community and support job growth in the County.
b) Represent the County on numerous regional boards related to economic development and workforce
development
i) To participate in various programs, marketing and recruitment activities of the Roanoke Regional
Partnership, the Virginia Economic Development Partnership and the Virginia Department of
Business Assistance.
(1)Generates new business visits to the County and promotes programs which benefit citizens
and business through state grants and the creation of new marketable inventory through
initiatives such as the Western Virginia Regional Industrial Facility Authority.
ii) To support and participate in the initiatives of Total Action for Progress (TAP), the Small Business
Development Center (SBDC), the Roanoke Valley-Alleghany Regional Commission, the Salem-
Roanoke County Chamber of Commerce and the Roanoke Blacksburg Technology Council (RBTC)
(1) Ensures County representation in each organization and provides an opportunity to guide
programs for the benefit of the County, such as the Roanoke Valley Broadband Authority.
iii) Serve on boards and committees of the Western Virginia Workforce Board, Roanoke County
School System and Virginia Western Community College to facilitate workforce development
throughout the Roanoke Region
(1)Assists with providing information, programs and resources to businesses as well as the
regional workforce
ProgramandActivityCostSummar
y
Department:GeneralServices
TotalCost
%ofBudget
1)Administration
78,204
1.58%
a)Activity 1 – Budget Administration
97,420
1.96%
b)Activity 2 – Planning, Policy and Practices
66,657
1.34%
c)Activity 3 – Staff Development
75,811
1.53%
d)Activity 4 – Revenue and Contractual Agreements
318,092
6.41%
Subtotal Administration
2)Solid Waste (part of Community Services)
3,117,383
62.81%
a)Activity 1 - Weekly Curbside Collection of Garbage
1,083,461
21.83%
b)Activity 2 – Bi-weekly Collection of Bulk and Brush
142,273
2.87%
c)Activity 3 – Physically Unable Service
148,713
3.00%
d)Activity 4 – Recycle Drop-off Locations
107,262
2.16%
e)Activity 5 – Payloader Service
f)Activity 6 – Facilitate Dumpster Service for Individually-
41,269
0.83%
owned Condominiums and Townhomes
g)Activity 7 – Non-Roanoke County Resident Garbage
5,102
0.10%
Collection Service
4,645,463
93.59%
Subtotal Solid Waste
4,963,554
100.00%
Total General Services Budget
Program Inventory – General Services: Solid Waste
1)Administration
a)Activity 1: Budget Administration
i)Prepare, expend, and report on the annual department budget; maintain accurate financial
records
(1)An essential function which is the financial basis of all departmental activity.
b)Activity 2 – Planning, Policy and Practices
i)Formulate, review, approve, and implement operational activities; identify capital needs and
manage capital projects; maintain facilities.
(1)An essential function that sets the direction for the department and ensures a safe and
accessible environment for citizens and employees.
c)Activity 3 – Staff Development
i)Select, develop, and evaluate staff according to established standards and practices.
(1)An essential function that ensures a well-trained staff is available to maintain the best
practices.
d)Activity 4 – Revenue and Contractual Agreements
i)Maintain accurate customer records and collect and account for fees for the Payloader program,
the monthly Solid Waste billing for premium and non-Roanoke County customers, and various
leases; monitor and/or develop lease agreements for various County-owned properties.
(1)The billing, lease agreements, and fees from the Payloader are revenue-producing activities
that in some cases offset the cost of operating the said activity.
2)Solid Waste
a)Activity 1 – Weekly Curbside Collection of Garbage
i)Provide weekly automated curbside collection of garbage to all eligible County residents.
(1)Provides an essential service related to public health and safety.
b)Activity 2 – Bi-weekly Collection of Bulk and Brush
i)Provide every other week collection of limited amounts of bulk and brush to all eligible Roanoke
County residents.
(1)An essential function that helps maintain the cleanliness of the County.
c)Activity 3 – Physically Unable Service
i)Provide door collection of bagged trash for those physically unable to place their containers to the
street.
(1)Provides an essential service to a portion of the community that would not otherwise receive
it.
d)Activity 4 – Recycle Drop-Off Locations
i)Provide a convenient location for County citizens to bring their recyclable material.
(1)Provides a service that is beneficial to the environment and that many County residents
request in a manner that is both equitable and efficient.
e)Activity 5 – Payloader Service
i)A service that allows County residents to rent a 14 foot trailer which is brought to their residence
and then hauled away after it is full.
(1)Provides a relatively cost efficient way for residents to dispose of large quantities of trash or
yard waste.
f)Activity 6 – Facilitate Dumpster Service for Individually-owned Condominiums and Townhomes
i)Facilitate dumpster service for owners of condominiums and townhomes.
(1)These residents are not eligible to receive County provided trash service and thus as taxpayers
are eligible to be included in the County dumpster contract.
g)Activity 7 – Non-Roanoke County Resident Garbage Collection Service
i)Provide weekly curbside collection of trash for a fee to those residents residing just outside the
County’s boundary.
(1)Provides a service to residents residing in jurisdictions that do not provide curbside collections.
ProgramandActivityCostSummar
y
Department:RealEstateValuation
TotalCost
%ofBudget
1)Program1
526,635
Activity1:AnnualReassessment 61.90%
a)
121,650
Activity2:ProrationofBuildingPermits 14.30%
b)
42,484
Activity3:InformalAppeals 4.99%
c)
690,768
81.20%
SubtotalProgram1
Program2
2)
25,279
Activity1:WebProWebsite 2.97%
a)
2,385
Activity2:SpecializedRequestΑPublicDataFile 0.28%
b)
11,175
c)Activity3:ProvidesBudgetw/QuarterlyBuildingReport 1.31%
38,839
4.57%
SubtotalProgram2
Program3
3)
30,154
Activity1:LandUseProgram 3.54%
a)
4,670
Activity2:SpecializedRequestProcessingRollbacks 0.55%
b)
5,670
c)Activity3:Inspection&MaintenanceofLandUseParcels 0.67%
40,494
4.76%
SubtotalProgram3
Program4
4)
22,039
Activity1:BoardofEqualization&CircuitCourt 2.59%
a)
49,902
Activity2:StaffSupportForBoardofEqualization 5.87%
b)
8,702
Activity3:MediaSupportforBoardofEqualization 1.02%
c)
80,642
9.48%
SubtotalProgram4
850,744
TotalRealEstateValuationBudget 100.00%
Program Inventory – Real Estate Valuation
1)General Reassessment
a)Annual Reassessment
i)Provides Roanoke County with a detailed snapshot of property values on an annual basis. When the
appropriate tax rate is applied, this gives the jurisdiction the total revenue amount of real estate
taxes they are to receive, for each calendar year. This detailed snapshot of property values includes
updates to property records. The updates would include any changes made through Building
Permits, Reassessment, Informal Appeals, Board of Equalization, and Circuit Court Appeals of
Assessments.
(1)Assists in providing information to citizens, management, and budget department concerning
the annual reassessment. Information from each general reassessment helps in the forecasting
of revenue projections, actual revenue numbers, building permit totals, along with detailed
information on of each property record card. These values affect bond ratings and funding
formulas for distribution of school funds within our jurisdiction. The annual reassessment
values tend to keep either major increases or decreases to a minimum and establishes relevancy
to market values in current conditions.
b)Proration of Building Permits
i)The Office of Real Estate Valuation provides an assessed value on all new buildings substantially
completed or fit for use, occupancy, and enjoyment. Also, from County Code Chapter 21 Taxation
Section 21-41, abatement of levies on buildings razed, destroyed or damaged by a fortuitous
happening shall be changed on property record card for that portion of year in which it was fit for
use.
(1)Due to the County Code Chapter 21 – Taxation Section 21-40, additional revenues generated
through the Real Estate Office are used towards the projections for the current calendar year.
Due to County Code Chapter 21 – Taxation Section 21-41 if a disaster would occur, county
property owners would have the right of assessment being reduced due to the fortuitous
happening beyond the control of the owner.
c)Informal Appeals
i)After each annual reassessment is completed, individual property owners may make an appeal with
an appraiser for information concerning their assessed value, or inquire about the uniformity of
properties located within their neighborhood boundaries. This process ensures that the property
record card has the correct information, along with the correct information regarding sales which
will determine the assessed value. Property owners may request an interior inspection or a
visitation of their property to see relevant factors that could affect value. Each property owner who
makes an informal appeal receives written documentation from the Real Estate Office, as to
whether the appraiser made a change, or didn’t make a change to their property.
(1)Each individual property owner receives a commitment from the Real Estate Valuation Office to
be heard concerning value and uniformity of their property. Property owners need to know that
correct information concerning their property helps the appraisal staff to arrive at the correct
values and ensure uniformity for each general reassessment.
2)Providing Citizens & County Departments with Information
a)WebPro Website
i)The Real Estate Valuation Office in conjunction with IT / GIS maintains WebPro (our CAMA vendor
website for real estate information). WebPro offers information on every property within Roanoke
County. This includes a sketch of the building, general property data, current property assessments,
building description, sales information, and zoning. WebPro allows users to have an advance search
capability for properties that have sold by either Sales Date, Sales Price, Year Built, Number of
Bedrooms or by Neighborhood. WebPro also allows you to sort by ParceID, Address, Total Value,
Sales Date and Sales Price. This website allows citizens and businesses complete access to all
available information pertaining to any given specific property.
(1)By introducing WebPro there was a reduction in phone calls, which in turn reduced staff size
within the department. WebPro allows the Real Estate department to have a backup system to
access information, when AssessPro may be down for various reasons. The biggest benefit has
been for our community, which may access this information anytime, from home or at work.
b)Specialized Request – Public Data File
i)A specialized report usually contains information concerning the current year Public Data File.
Anyone requesting a specialized report may submit a request for the report to the Real Estate
Valuation Office. When it is determined that the report would fill the requesters need, the staff
then determines a cost associated with the report. The requester will be required to make payment
before report is sent.
(1)The County receives revenue from generating these reports. The community has a data source
available to them that no other entity may have.
c)Provides Budget w/Quarterly Building Report
i)Provides budget with actual building permit values on a quarterly basis. Use these totals to gauge
building permit activity from quarter to quarter and year to year. This is also used for forecasting
revenues.
(1)Building permit values are used in a formula to help determine overall increases or decreases
due to market value for each annual reassessment. Building permit totals for different types of
building indicate a level of market activity, to help with revenue projections.
3)Land Use Program
a)Annual Revalidation
i)Virginia Law and County ordinance allows eligible agricultural, horticultural, forest, and open space
land to be taxed based on the lands “use” value as opposed to the lands “market value”. Roanoke
County adapted this program in 1975. Each year all participants in the Land Use Program receive a
revalidation form. All owners must complete and return said form to the office of Real Estate
Valuation. Every six years this revalidation process will require payment of an enrollment fee of
$30.00 plus $.30 per acre. The same pricing also occurs for new applications. The State Land
Evaluation Advisory Committee (SLEAC) establishes a per acre value associated with land use parcels
within Roanoke County.
(1)The Program is designed to encourage the preservation of land, conservation of natural beauty
and open spaces within the county. For our community it allows eligible agriculture,
horticulture, forestry and open space lands to occur while easing pressures that force the
conversion of real estate to more intensive uses.
b)Specialized Request - Processing Rollbacks
i)The Land Use Coordinator is required to monitor all parcels within the Land Use Program for any
change in use, transfer, or land split. Any of the changes listed could subject the property to a
rollback tax. These changes could also require a new application, and could affect the eligibility for
use tax. If a “rollback” tax should occur, Virginia Code requires that landowners that convert their
land to an ineligible use must pay deferred tax back to Roanoke County. The “deferred rollback tax”
that must be paid, is the difference between the market value and use value. The “rollback tax” is
collected from the previous five years plus the current year, plus simple interest.
(1)The county does not lose revenue for five years on the parcel and the community still has the
right to change the use of the property at any time.
c)Inspection & Maintenance of Land Use Parcels
i)The Land Use Coordinator processes new applications, rollbacks and inspects parcels for
compliance. The coordinator also seeks input from appraisal staff on these inspection. All
revalidation forms, Inspection information, pictures, and all supporting documentation is
maintained by the coordinator through a file system within the Real Estate Valuation Office. Each
year, the coordinator also reviews each land use parcel for correct home site and supporting use
values before revalidation forms are printed and sent to the property owners. The coordinator also
works with Treasures Office for verification of non-compliance in tax payments. If a property is in
the Land Use Program and not current on property taxes, Land Use participant will be removed from
the program.
(1)If inspection of property reveals non-conformance or a non-compliance occurs, the Land Use
Parcel is placed back at market value. This would bring greater revenue for county. This
program treats all citizens uniformly based on land use guidelines set forth by State of Virginia.
4)Board of Equalization and Circuit Court
a)Board of Equalization & Circuit Court
i)The Virginia law from Tax Code at Virginia 58.1-3370 states that a circuit court having jurisdiction
within each city or county, following a general reassessment, annual or biennial that has been
conducted in such city or county, will appoint a board of equalization. Roanoke County BOE
members are submitted to our County Attorney, who then submits these names to the Circuit Court
judges. Each member is appointed to a one year term. The BOE members will elect a Chairman and
Secretary for each term. The board is in place to hear formal complaints from property owners who
believe their property is higher than market value or not uniformly assessed as other similar
properties. The BOE renders a decision on each property appeal before them. If the BOE decision is
not satisfactory to the property owner, the next step of an appeal would be to appear before Circuit
Court in Roanoke County.
(1)The BOE is a collective impartial group who is appointed by the Circuit Court and provides the
second appeal out of the three appeal process available. The Circuit Court would be the third
and final appeal process with a judge determining outcome involving a lawsuit. The community
gets the right to appeal before the Roanoke County appraiser, BOE, and Circuit Court Judge.
b)Staff Support For Board of Equalization
i)The Real Estate Valuation Office supports all phases of the Board of Equalization. This includes
setting appointments, place to meet, documentation, minutes, processing change and no change
notices, directions to properties with associated documentation, and payment of salary due to each
BOE member. A final report is prepared each year which gives information pertaining to number of
appeals, number of properties that have changed and number of properties that have not changed
along with the dollar amount of the changes, and why the property owner appealed their
assessment. Information prepared for Circuit Court, will require outside resources and a need for
additional financial resources.
(1)By allowing county staff to perform these duties you don’t have to hire and train temporary
personnel that would incur costs associated with supporting the BOE.
c)Media Support for Board of Equalization
i)Each year the Real Estate office is responsible for all media support including notice to newspaper,
website, RVTV, and posting of notices in conjunction with Sheriff’s office at all libraries and voting
precinct. All staff time incurred for completing this documentation and costs associated with
notices are all paid by Real Estate Valuation office.
(1)Enables all citizens the ability to be alerted or have knowledge about each sitting of the Board of
Equalization by using different sources of media.
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NOTE:Listedcostsareforbudgetdevelopmentandplanningpurposes
onlyandareconsideredestimates.Thesefiguresmaynotreflectall
changesthatoccurredthroughoutthebudgetdevelopmentprocessand
maynotmatchFY15proposedamounts.
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HumanServicesFunctionalBudgetTeam
TheHumanServicesFunctionalBudgetTeamprovidesdirectservicestoRoanokeCountycitizensinthe
areasofrecreation,libraryservices,voting,transportation,andcommunication.TheCommunity
ServicesTeamconsistsofthefollowingdepartments:
CORTRAN(PublicTransportation)Library
Parks,RecreationandTourismPublicInformation
Registrar(Elections)
HumanServicesGoalStatements
Toprovidequality,customerorientedservicesthatenhance,enrichandsustainthelivesof
RoanokeCountycitizens.(HS1)
Toprovidelifelongcommunitybasedleisure,recreationalandeducationalopportunitiesto
ourcitizensandsurroundingareas.(HS2)
Toprovidefacilitiesandserviceswhicharesafe,accessibleandappropriateforcitizen
activities.(HS3)
Toallowcitizenstofullyparticipateinthecommunity.(HS4)
Toprovideaccurate,currentinformationandresourcestoourcitizens.(HS5)
HumanServicesIssuesStatements
Therearesignificantstaffingconcernsregardingbothfulltimeandparttimepersonnel.
DepartmentsintheHumanServicesFunctionalBudgetTeamareheavilydependentonboth
o
fulltimeandparttimepersonnelforservicedelivery.Unfilledvacanciesinfulltimehaveled
toincreasednumbersofparttimestaffbeinghiredtocoverschedulesandtasks.With
constantturnoverintheworkforce,departmentshavehadtoinvestmoretimeinhiring,
training,supervision,andscheduling.Inaddition,Federallegislationimpactingbenefitsfor
parttimeworkershasresultedinmoreturnoverandadditionaladministrativeoversightto
meetthefederalguidelines,whichhasincreasedoperationalcostsanddecreasedservice
quality.
Demandforservicescontinuestoincreaseduringthistimeofeconomicdownturneven
whenbudgetsarebeingreduced.Thiscontinuestostrainalreadyminimaloperating
budgets.
TheƦǒĬƌźĭƭneedfortheservicesprovidedbyHumanServices(libraries,parks,Cortran,
o
etc.)typicallyincreasesduringperiodsofeconomicstress,ascitizensshedfinancial
obligationsforeducation,recreation,andeventransportationthattheyareunableto
maintainasindividuals.Inaddition,demographicsforRoanokeCountyshowanaging
population,withgreaterrelianceontheservicesprovidedbytheHumanServicesTeam.
However,thisincreaseddemandforservicehasnotbeenaccompaniedbyincreased
funding.Theproblemiscompoundedbyoperatingbudgetswhicharealreadyataminimum
HumanServicesFunctionalBudgetTeam
duetoseveralyearsofbudgetreductions.Meanwhile,costsofprovidingorproducing
serviceshavecontinuedtoriseduetoinflation.TheHumanServicesTeamhashadtofind
creativewaystoͻķƚmorewithƌĻƭƭͼbutthismodelisunsustainableinthelongterm;future
reductionstodepartmentaloperatingbudgetscouldresultinfewerservicesbeingoffered.
Traininganddevelopmenthasbecomedifficulttosupportasfundsarebeingdivertedto
otherareas.
ThequalityandeffectivenessoftheservicesprovidedbytheHumanServicesTeamare
o
dependentontheongoingtraininganddevelopmentofitsstaff.Ensuringtheyhaveabasic
knowledgeandawarenessofconstantlyevolvingtechnologies,statemandates,legal
requirements,diversepublicexpectations,etc.isnecessarybutdifficulttoarrangeand
costlytomaintain.Unfortunately,fundingformostformsoftraininghasbeenreducedor
eliminatedoverthepastseveralyearsinordertoaccommodateincreasingcostsinother
areas.
Technologicaladvancesrequireadifferentapproachtooperations,aswellasan
increasedneedtoreplaceoutdatedtechnology.
Thespeedwithwhichtechnologyadvanceshashadaprofoundimpactonthebusiness
o
operationsoftheHumanServicesTeam.Factorssuchasebooksanddatabases,online
programregistrationsoftware,websiteandsocialmediadevelopment,ornewvoting
machineshaveliterallychangedthewaythatHumanServicesdepartmentsdobusiness.In
manyinstances,citizensfullyexpecttoconductbasicƷƩğƓƭğĭƷźƚƓƭΓƭǒĭŷasregistrationsfor
programs,personalresearch,orpaymentsforƭĻƩǝźĭĻƭΓĻƌĻĭƷƩƚƓźĭğƌƌǤ͵Thesefactors,along
withthecostofprovidingandmaintainingnecessaryequipmentsuchascomputers,servers,
orsoftware,makessupportfortechnologyacriticalcomponentofeachķĻƦğƩƷƒĻƓƷƭ
budget.AlthoughHumanServicesdepartmentsnowmustrelyontechnology,replacement
hashadtobereducedordelayedoverthepastseveralyearsduetobudgetconstraints.
ProgramandActivityCostSummar
y
Department:Library
TotalCost
1)Administration
%ofBudget
a)Activity1:BudgetAdministration 2.50%
85,252
76,635
b)Activity2:Planning,PolicyandPractices 2.25%
38,487
c)Activity3:StaffDevelopment 1.13%
142,085
d)Activity4:RevenueandContractualAgreements 4.16%
392,869
e)Activity5:SupportServices 11.51%
83,766
f)Activity6:ExternalSupportandPublicInformation 2.45%
819,094
SubtotalAdministration 23.69%
2)ReaderandBorrowerServices
891,910
Activity1:CustomerRelations 26.13%
a)
274,120
Activity2:CollectionDevelopmentandManagement 8.03%
b)
110,486
Activity3:ReadersAdvisory 3.24%
c)
63,609
Activity4:OfficeandClericalAssistance 1.86%
d)
88,515
Activity5:RequestSystemManagement 2.59%
e)
1,428,640
41.85%
SubtotalReaderandBorrowerServices
3)EducationandSocialDevelopmentServices
197,601
a)Activity1:LiteracybasedPrograms 5.79%
13,238
b)Activity2:EducationalOutreachandCurriculumSupport 0.39%
50,066
c)Activity3:TechnologyandSoftwareInstruction 1.47%
22,752
d)Activity4:ProgramSponsorship 0.67%
283,657
SubtotalEducationandSocialDevelopmentServices 8.31%
4)InformationServices
145,495
Activity1:Reference 4.26%
a)
93,322
Activity2:DigitalLiteracy 2.73%
b)
6,994
Activity3:InterlibraryLoan 0.20%
c)
35,798
Activity4:SmallBusinessAssistance 1.05%
d)
30,515
Activity5:EmploymentAssistance 0.89%
e)
2,747
Activity6:FormandDocumentCollections 0.08%
f)
314,870
9.22%
SubtotalInformationServices
5)CatalogingandCollectionManagementServices
98,584
a)Activity1:ClassificationandOrganizationofMaterials 2.89%
71,931
b)Activity2:AcquisitionsandFiscalManagement 2.11%
128,898
c)Activity3:CollectionProcessingandRepair 3.78%
86,894
d)Activity4:ConsortiumResponsibilities 2.55%
386,307
SubtotalCatalogingandCollectionMgmtServices 11.32%
6)TechnologyServices
42,724
a)Activity1:TechnologyPlanning 1.25%
109,038
b)Activity2:TechnologySupport 3.19%
29,135
c)Activity3:WebSiteMaintenance 0.85%
180,897
SubtotalTechnologyServices 5.30%
3,413,465
TotalLibraryBudget 100.00%
Program Inventory - Library
1)Administration
a)Activity 1: Budget Administration
i)Prepare, expend, and report on the annual department budget; maintain accurate financial
records; provide audited data to state and Federal agencies
(1)An essential function that is the financial basis of all departmental activity.
b)Activity 2: Planning, Policy and Practices
i)Formulate, review, approve, and implement operational activities; identify capital needs and
manage capital projects; maintain facilities
(1)An essential function that sets the direction for the department and insures a safe and
accessible environment for library users.
c)Activity 3: Staff Development
i)Select, develop, and evaluate staff according to established standards and practices
(1)An essential function that ensures a well-trained staff is available to maintain the best
practices in library service.
d)Activity 4: Revenue and Contractual Agreements
i)Comply with all requirements to participate in the state aid, e-Rate, and other grant programs;
maintain accurate customer records and collect and account for fines and fees; lease facility
spaces; oversee compliance with consortium agreements
(1)An essential function since these programs provide the majority of funding for new books and
other materials, help offset technology costs, or supplement building maintenance funds.
e)Activity 5: Support Services
i)Acquire, maintain and manage supply inventory to support daily operations in all libraries; provide
resources and equipment for special programming and events
(1)An important function that ensures that each branch and department has the necessary
supplies to operate efficiently and that educational programs or community events meet
programmatic goals.
f)Activity 6: External Support and Public Information
i)Encourage and develop outside financial resources, including the Friends of the Library, individual
and corporate donations, personal bequests or memorials, and gifts
(1)An important function that creates additional resources to supplement County funding, raises
public awareness, and increases support for library services.
2)Reader and Borrower Services
a)Activity 1: Customer Relations
i)Create, renew, modify, or delete customer accounts; maintain customer databases; circulate
materials; answer customer inquiries in person or by telephone, fax, or email
(1)An essential activity that enables customers to utilize library collections and services.
b)Activity 2: Collection Development and Management
i)Review, select, organize, and manage materials and collections; deselect outdated or damaged
items; promote usage through displays, publications, programs, and social media
(1)An essential activity that provides customer access to a diverse and balanced collection and
promotes lifelong learning.
c)Activity 3: Readers Advisory
i)Respond to customer inquiries; suggest alternate authors, series, or titles
(1)An important function that helps customers find additional reading materials and resources.
d)Activity 4: Office and Clerical Assistance
i)Provide fax, photocopy, print, and computer assistance
(1)A valued activity that helps customers resolve problems or use library equipment more
effectively.
e)Activity 5: Request System Management
i)Receive or send requested materials through the inter-facility delivery system; prepare requested
items and notify customers of availability
(1)An interdependent activity that manages hundreds of thousands of online customer requests
generated through the integrated library system.
3)Education and Social Development Services
a)Activity 1: Literacy-based Programs
i)Create and promote mandated literacy programming; provide the gateway literacy experience
through story times, special and themed activities; provide cultural and informational events; and
coordinate vendor-supplied programming.
(1)An essential activity that encourages literacy; improves knowledge retention and academic
performance; and offers social opportunities and experiential learning.
b)Activity 2: Educational Outreach and Curriculum Support
i)Provide supplemental literacy services to area schools, daycares, and home schools; support
Virginia SOL requirements and school curricula through access to print and electronic resources;
provide homework assistance; maintain outreach efforts to schools
(1)An essential activity that supplements the local and state curriculum requirements.
c)Activity 3: Technology and Software Instruction
i)Provide fee-based instruction on hardware, electronic devices, and software skills to individuals,
groups, and small businesses
(1)An important function which promotes digital literacy; improves employment skills; and
enhances cultural and personal interests.
d)Activity 4: Program Sponsorship
i)Seek donations and outside support for programs and activities
(1)A nascent activity to help offset the cost of developing and delivering programs to large
numbers of people.
4)Information Services
a)Activity 1: Reference
i)Access authoritative databases and resources to answer customer questions on any topic, ranging
from the general to the highly technical or scholarly
(1)An essential activity that seeks to locate and supply specific information requested by library
users and assist them in using library resources.
b)Activity 2: Digital Literacy Instruction
i)Assist customers, one-on-one or in a classroom environment, with computer and software-related
questions; provide advice on selecting and using mobile devices; troubleshoot basic technology-
related issues
(1)An essential activity which educates citizens and County staff; makes them more self-reliant in
using technology; and improves their understanding of emerging technologies.
c)Activity 3: Interlibrary Loan
i)A service which includes cooperative borrowing of materials from national and international
collections, using standard protocols
(1)A function mandated as a condition of the state grant-in-aid program which gives customers
access to items that are rare or unavailable locally; interlibrary sharing reduces the need for
libraries to buy rarely-used or supplemental materials.
d)Activity 4: Small Business Assistance
i)Provide resources to help small businesses conduct market research and data retrieval
(1)A valued activity used by area businesses to identify markets and industry trends and help
them compete on a larger scale.
e)Activity 5: Employment Assistance
i)Provide guidance in examining career choices and searching for gainful employment
(1)A valued activity that enables citizens to identify employment opportunities; navigate resumé
and job application processes; and enhance the likelihood of eventual success.
f)Activity 6: Form and Document Collections
i)Offer year-round access to template documents and state and federal tax forms; serve as a
repository for local government documents
(1)A unique activity that provides customers with forms that are legally accepted or required but
which have limited availability elsewhere, or which are historically significant.
5)Cataloging and Collection Management Services
a)Activity 1: Classification and Organization of Materials
i)Apply accepted professional standards to catalog and classify materials; insure database integrity
using authority control; maintain the system’s online presence and standing within national and
international databases; modify existing records and materials as standards are revised
(1)An essential activity that organizes all materials in an accessible and logical way that enables
customers to utilize library collections and services.
b)Activity 2: Acquisitions and Fiscal Management
i)Purchase new materials for collections; maintain accurate financial records; provide reports and
statistical analyses, as needed.
(1)An essential activity which brings new materials into the collections, ensures financial integrity,
and enables staff to make ongoing improvements to the collection.
c)Activity 3: Collection Processing and Repair
i)Prepare purchased and donated materials for customer use; preserve, maintain, and repair
materials in multiple collections and formats
(1)An important function which identifies materials as part of the library collection; indicates
shelf location; and extends the useful life of County property.
d)Activity 4: Consortium Responsibilities
i)Share cataloging for jointly-purchased materials with RVL partners; maintain bibliographic and
customer database integrity; participate in software upgrades.
(1)An important activity required by the Valley-wide contractual arrangement which guarantees
citizens have equal and open access to all public library materials and services.
6)Technology Services
a)Activity 1: Technology Planning
i)Create and update a technology master plan; assess technology needs and allocate resources
across the system
(1)An essential activity that ensures that citizens have access to current technology; the libraries
can function efficiently; and County funds are expended appropriately.
b)Activity 2: Technology Support
i)Troubleshoot, repair, upgrade, or replace equipment; respond to service requests; provide
technical assistance and instruction in the use of applications, products, and hardware to library
staff.
(1)An essential activity required to maintain over 300 pieces of equipment and the network
interface which, together, form the technological backbone of the library.
c)Activity 3: Web Site Maintenance
i)Develop and maintain the departmental web site and external links to subscription databases
(1)An important function which helps customers access current library information and resources
and interact online with County services.
ii)Update, Edit, and Maintain Social Media Presence
(1)An important activity that helps the Library advertise programs and services; allows patrons
and visitors to interact and comment; and provides a public face for the department.
ProgramandActivityCostSummary
Department:Parks,RecreationandTourism
TotalCostCostRecoveryTotalNetCost
%ofBudget
1)GREENWAYS
53,450053,450
a)PlanningandDesign 1.1%
35,386035,386
b)GrantManagementandLandAcquisition 0.7%
20,657020,657
c)ConstructionManagement 0.4%
105,8620105,862
d)RoutineMaintenance 2.2%
215,3550215,355
SubtotalGreenways 4.4%
P ARKSANDOPENSPACE
2)
792,8230792,823
ParkMaintenance 16.2%
a)
127,1180127,118
CIP/CMP/CIIF 2.6%
b)
63,810063,810
ContractManagement 1.3%
c)
96,128096,128
d)UtilityManagement 2.0%
42,75943,000(241)
e)Rentals 0.0%
1,122,63943,0001,079,639
22.1%
SubtotalParksandOpenSpace
3)SUPPORTSERVICES
100,4750100,475
a)EmergencyServices 2.1%
53,822053,822
b)SignShop 1.1%
31,979031,979
c)ContractManagement 0.7%
101,1530101,153
d)CountyFacility/SiteMaintenance 2.1%
287,4300287,430
SubtotalSupportServices 5.9%
4)ATHLETICS
518,7100518,710
a)FieldMaintenance 10.6%
25,761025,761
b)ContractManagement 0.5%
395,50755,149340,358
c)YouthSports 7.0%
61,58935,67825,911
d)AdultSports 0.5%
128,42075,35053,070
e)Camps 1.1%
42,7985,00037,798
f)SportsMarketing 0.8%
1,172,783171,1771,001,606
SubtotalAthletics 20.5%
COMMUNITYRECREATION
5)
1,263,662980,000283,662
ASK 5.8%
a)
221,78713,000208,787
CraigCenter/BrambletonCenter/Catawba 4.3%
b)
244,785159,60285,183
TherapeuticRecreation 1.7%
c)
239,39052,000187,390
SpecialEvents 3.8%
d)
88,222088,222
BusinessServices 1.8%
e)
2,057,8471,204,602853,245
17.5%
SubtotalCommunityRecreation
SPECIALIZEDRECREATION
6)
568,671341,932226,739
AdultLeisure 4.6%
a)
507,312217,595289,717
OutdoorProgrammingCampRoanokeandEx 5.9%
b)
135,45477,00058,454
SummerCamps&YouthPrograms 1.2%
c)
1,211,437636,527574,910
11.8%
SubtotalSpecializedRecreation
GREENRIDGERECREATIONCENTER
7)
268,7942,010,054(1,741,260)
MemberServices 35.7%
a)
391,384205,000186,384
RecreationServices 3.8%
b)
489,71075,700414,010
Aquatics 8.5%
c)
412,905165,000247,905
Wellness 5.1%
d)
318,248481,800(163,552)
SplashValley 3.4%
e)
652,8560652,856
Maintenance 13.4%
f)
ProgramandActivityCostSummary
Department:Parks,RecreationandTourism
TotalCostCostRecoveryTotalNetCost
%ofBudget
185,3690185,369
g)BusinessServices 3.8%
2,719,2652,937,554(218,289)
SubtotalGreenRidgeRecreationCenter 4.5%
8)ADMINISTRATION
677,5110677,511
a)Management 13.9%
325,76025,000300,760
b)MarketingandIT 6.2%
109,7730109,773
c)FinancialManagement 2.2%
1,113,04325,0001,088,043
SubtotalAdministration 22.3%
9,899,7995,017,8604,881,939
TotalParks,RecreationandTourismBudget 100.0%
Program Inventory – Parks, Recreation, and Tourism
1)GREENWAYS
a)Planning and Design
i)Based on the 2007 Master Plan Initiatives, the Greenway Commission, and current public input;
desired routes and loop trails are mapped. Specifications are developed for the construction of
the trails and documents are prepared for the bid process.
(1)Provides a prioritized list of projects for the Greenway Commission, neighboring jurisdictions
and citizens to coordinate fundraising efforts and development schedules.
b)Grant Management and Land Acquisition
i)Develops a program that identifies properties needed for each project and time lines for
acquisition that meets construction schedules while identifying available funding sources.
(1)Develops a regional multi-year funding plan that identifies sources of continuous funding to
construct greenways.
c)Construction Management
i)Manages contractors and project schedules to execute construction activities based on approved
specifications.
(1)Communicates construction progress with the public to maintain positive community
relationships.
d) Routine Maintenance
i)Provides a schedule of routine work tasks to maintain desired trail surfaces, tree canopies,
perimeter grounds, and trail amenities.
(1)Maintains safe trails for public use.
2)P ARKS AND OPEN SPACE
a)Park Maintenance
i)Provides the execution of general maintenance tasks for the care of Roanoke County parks,
outdoor facilities, and open space.
(1)Provides safe and attractive grounds and facilities for use by the general public.
b)CIP/CMP/CIIF
i)Manages large scale repairs and improvement projects to maintain the parks infrastructure and
provide small park repairs and improvements that are desired by the public.
(1)Provides safe and attractive facilities that enhance the public experience.
c)Contract Management
i)Manages contractors to execute work as specified at parks and facilities that is completed as
scheduled and within allocated budgets.
(1)Provides completed repairs to maintain open facilities for uninterrupted public use.
d)Utility Management
i)Manages the efficient use of all utilities to operate the parks facilities and conduct inspections and
repairs to maintain utility infrastructure.
(1)Provides utility resources for the safe and effective operation of park facilities for public use.
e)Rentals
(2) Provides space for individuals and organizations to hold meetings, parties, events etc.
(3) Meets the community’s need for appropriately sized and cost effective space to hold group
meetings.
3)SUPPORT SERVICES
a)Emergency Services
i)Manages park resources for the immediate and effective response to Roanoke County Declared
Emergencies.
(1)Provides an efficient and effective response to protect Roanoke County facilities and the safety
of its employees and citizens.
b)Sign Shop
i)Provides the maintenance of Roanoke County street signs according to V-DOT standards, supports
the integrity of the E-911 System, and signage for parks, special events, and recreational programs.
(1)Maintains a cost efficient sign shop operation that provides prompt and quality service to the
county and its citizens.
c)Contract Management
i)Manages contractors to execute specified work at non-park facilities to be completed at the
desired quality level, scheduled time frame, and within budget.
(1)Provides repairs and maintenance to county facilities to ensure uninterrupted public use.
d)County Facility/Site Maintenance
i)Manages the execution of general maintenance tasks to care for non-park county grounds and
facilities.
(1)Provides safe and attractive grounds and facilities for use by the general public.
4)ATHLETICS
a)Field Maintenance
i)Provides for the general maintenance of outdoor fields, sports lighting systems, and amenities.
(1)Provides safe and quality outdoor athletic facilities for recreation leagues and the general
public.
b)Contract Management
i)Manages contractors to execute work as specified at parks and facilities that is completed as
scheduled and within allocated budgets.
(1)Provides repairs and maintenance to park and athletic facilities to ensure uninterrupted public
use.
c)Youth Sports
i)Works closely with eleven community non-profit recreation clubs in partnership to provide league
administration for youth football, cheerleading, soccer, basketball, baseball, softball and lacrosse
leagues for all county residents ages six to eighteen.
(1)Builds self-esteem, self-respect and dignity; Provides social interaction with peers and adults;
Provides an opportunity to develop talents; Teaches sportsmanship and how to control
emotions; Teaches teamwork; Shows kids how to play within the rules; Teaches kids how to
deal with adversity by showing them it is alright to make a mistake and giving them the
opportunity to learn from mistakes as well as the importance of moving on once a mistake has
been made; Instills self-discipline and an awareness of the value of preparation; Teaches kids
how to deal productively with criticism; Provides leadership opportunities; Fosters a sense of
community by providing a sense of belonging or the opportunity to be part of a group; Teaches
time management and the value of planning ahead; Develops skills for handling success and
failure; Provides a stress relief from academic and social pressures; Provides emotional
satisfaction; Provides an outlet for channeling energy; Exposes a child/student to exercise that
has lifelong health benefits.
d)Adult Sports
i) Provides league administration for adult sports leagues in softball and basketball.
(1)Builds self-esteem, self-respect and dignity; Provides social interaction with peers; Provides an
opportunity to develop talents; Teaches sportsmanship and how to control emotions; Teaches
teamwork; Shows how to play within the rules; Provides leadership opportunities; Fosters a
sense of community by providing a sense of belonging or the opportunity to be part of a
group; Teaches time management and the value of planning ahead; Develops skills for
handling success and failure; Provides a stress relief from academic and social pressures;
Provides emotional satisfaction; Provides an outlet for channeling energy; Exposes an adult to
exercise that has lifelong health benefits.
e)Camps
i)Offers a wide variety of cost effective and innovative fee based athletic camps and programs
(1)Promotes wellness, socialization, and lifelong learning opportunities for citizens of all ages and
abilities. Builds self-esteem, self-respect and dignity; Provides social interaction with peers and
adults; Provides an opportunity to develop talents; Teaches sportsmanship and how to control
emotions; Teaches teamwork; Shows kids how to play within the rules; Teaches kids how to
deal with adversity by showing them it is alright to make a mistake and giving them the
opportunity to learn from mistakes as well as the importance of moving on once a mistake has
been made; Instills self-discipline and an awareness of the value of preparation; Teaches kids
how to deal productively with criticism; Provides leadership opportunities; Fosters a sense of
community by providing a sense of belonging or the opportunity to be part of a group; Teaches
time management and the value of planning ahead; Develops skills for handling success and
failure; Provides a stress relief from academic and social pressures; Provides emotional
satisfaction; Provides an outlet for channeling energy; Exposes a child/student to exercise that
has lifelong health benefits.
f)Sports Marketing
i)Recruits and manages local, regional, and national tournaments and events to provide economic
assistance to county businesses
(1)$36,621,900 in direct spending in the local economy from sports marketing initiatives since
FY08.
5)COMMUNITY RECREATION
a)ASK
i)Provides after school childcare programs at eleven school sites
(1)The After School for Kids Program is an after school program that provides safe, nurturing
recreational programs where children can have fun and learn through age-appropriate
activities that foster physical, social, emotional and cognitive development.
b)Craig Center/Brambleton Center/Catawba Center
i)Provides management and operation of the Craig Avenue, Brambleton and Catawba Recreation
Centers for community programs, drop-ins, and facility rentals.
(1)These centers are where many of our recreation programs are held and act as community
“centers” for the local residents. The administrative offices of our staff are also housed at
these facilities.
c)Therapeutic Recreation
i)Provides specialized and adaptive, recreation and leisure opportunities for people with disabilities.
(1)Provides recreational opportunities for people with disabilities to participate in their
community; increasing self-esteem, leisure skills, leisure awareness, and quality of life.
Provides recreational opportunities for over 300 people with disabilities throughout the
Roanoke Valley that would not be served by other recreation providers.
d)Special Events and Tourism
i)Provides quality entertainment and special events for families and children for Roanoke County
and regionally.
(1)The events enhance the quality of life in the community and encourage tourism and economic
development in Roanoke County.
e)Business Services
i)Administrative functions of the department dedicated to the recruitment and enrollment of
recreation program participants. Staff working on business services functions are responsible for
public relations, marketing and data analysis while maintaining the technology infrastructure
necessary to take program and membership registrations.
(1)Business services ensure the success and sustainability of our programs and services by
informing the public about the wide variety of recreation options provided by Roanoke
County. These programs are kept affordable and efficient through the in-house management
of graphic design and software assets by skilled staff members.
6)SPECIALIZED RECREATION
a)Adult Leisure
i)Provides a diverse mix of programs, services and events for adults and seniors.
(1)Promotes wellness, socialization, and lifelong learning opportunities for adults and seniors.
Builds self-esteem, self-respect and dignity; Instills a sense of belonging; Provides social
interaction with peers; Provides an opportunity to develop talents and express creativity.
b)Outdoor Programming- Camp Roanoke and Explore Park
i)Provides outdoor oriented summer camps, community outdoor adventure experiences, and year-
round team building/challenge course events, instructional programs and facility rentals.
(1)Camp Roanoke teaches participants independence, helps develop self-esteem, and allows a
child to take healthy risks in a safe and nurturing environment.
(2)Provides passive, active and tourism recreational opportunities at Explore Park through river
access, hiking, biking, events, programs and rentals. This park focuses on a general outdoor
experience that allows citizens of all ages and abilities the opportunity to enjoy the outdoors.
c)Summer Camps & Youth Programs
i)Provides a diverse offering of multi-day camps that appeal to a wide variety of preschool and
school age children.
(1)Promotes socialization, self-esteem, self-respect and dignity; Provides an opportunity to
explore interests and develop talents, Provides an outlet for channeling energy.
7)GREEN RIDGE RECREATION CENTER
a)Member Services
i)Operate KidZone and KidVenture childcare programs for Green Ridge members. Operate the
Activity Room and Gymnasium to provide a clean, safe, environment for active participation by all
ages.
(1) Provides a safe and supervised program for members’ children while parents and guardians
enjoy the benefits of the center.
(2) Provides a safe, entertaining, accessible indoor space for members and guests to engage in
physical activities.
b)Recreation Services
i)Plans and implements educational, recreational, social, and lifestyle programs for users of all ages.
Provides after-school program, summer camps and “Out-of-School Times” programming for
school-aged children. Provide space for a variety of private facility rentals including birthday party,
school field trip and sports banquet packages.
(1)Provides affordable, quality programs for all abilities and ages through a diverse offering which
meets the needs of the community while improving the quality of their life for its citizens.
(2)Provides an affordable community rental space for citizens to entertain, meet, and fellowship.
c)Aquatics
i)Provides a year round indoor leisure pool for all ages and a comprehensive offering of aquatic
programs, swimming lessons, water exercise programs and aquatic special events.
(1)Provides quality aquatic programs and services that foster on-going participation and
interaction for the development of health, recreation, social, and cultural interaction of its
citizen while maintaining the highest standards of aquatic safety.
d)Wellness
i)Operates a full service wellness center offering a diverse selection of cardio and strength
equipment, a walking track, free member-based group exercise classes, fee based fitness and
wellness programs, and full service personal training for individuals and groups.
(1)Provides quality programs and services which actively promote and support the health and
wellness of members and guests.
e)Splash Valley
i)Splash Valley is an outdoor seasonal water park offering three slides, current channel,
sprayground, shaded picnic area, and concessions. Provides opportunities for private parties and
corporate rentals.
(1)Provides unique location for area residents to have on-going participation and interaction for
the development of health, recreation, social, and cultural interaction of its citizen while
maintaining the highest standards of aquatic safety.
f)Maintenance
i)Provides for the general maintenance and custodial needs of the indoor facilities, grounds,
landscaping, and parking lot for the center and maintenance of the outside amenities, irrigation,
and winterization of Splash Valley.
(1)Provides safe, attractive and functional indoor facilities, grounds and outdoor amenities and
equipment for use by members, guests and staff.
(2)Supports a quality environment that people want to return to and enjoy which generates
revenue.
(3)Saves money by properly maintaining the facility and equipment to ensure the longest possible
g)Business Services
i) Provides for the business functions of Green Ridge including financial accounting, budget
development, accounts payable, collections, etc. Responsible for customer service to members
and guests through the front desk operation.
(1) Maintains administrative functions of the Center to ensure financial sustainability. Staff
working on business services functions are responsible for public relations, marketing and data
analysis while maintaining the technology infrastructure necessary to take program and
membership registrations. Business services ensure the success and sustainability of our programs
and services by informing the public about the wide variety of recreation options provided by
Roanoke County.
8)ADMINISTRATION
a)Management
i) Provides leadership and supervision to a diverse and multifunctional Parks, Recreation and
Tourism Department
(1)Maintains efficiencies, best practices and continuity of departmental operations.
(2)Provides management of the information technology functions of a diverse workforce and
customer service program.
b)Marketing and IT
i)Maintains the operations of the website, e-communication, marketing services, program
registration software, personal computers, credit card processing and Point Sale software
(1)Provides accurate, convenient and timely information to citizens about recreation services.
c)Financial Management
i)Manages the financial and cash handling operations of a diverse business model to include
programs, centers, waterparks, shelters, facility rentals and marketing. Analyzes financial data,
participation numbers and trends for decision making.
(1)Provides accurate accounting of budget expenses and revenue transactions for transparency.
ProgramandActivityCostSummar
y
Department:PublicInformation
TotalCost
%ofBudget
1)MediaRelations
17,627
a)Initiateandmaintainpositivemediarelationships 10.11%
25,144
b)Provideinformationtothemediainaproactivemanner 14.42%
42,771
SubtotalMediaRelations 24.53%
2)DaytoDayCommunications
a)DevelopstrategiccommunicationscampaignsforRoanokeCounty
9,705
5.57%
programsandinitiatives
b)OverseepreparationoftheannualStateoftheCountyaddress,as
10,321
5.92%
requested
4,985
c)Coordinatespecialevents 2.86%
d)PreparetheCounty!ķƒźƓźƭƷƩğƷƚƩƭAnnualProgressReport&Police
18,405
10.56%
DepartmentAnnualReport
12,774
UtilizeRoanokeValleyTelevisiontoconveyinformationtocitizens 7.33%
e)
56,190
SubtotalDaytoDayCommunications 32.23%
3)CrisisCommunications
8,705
a)Developcrisiscommunicationsstrategyasemergenciesoccur 4.99%
8,505
Implementtacticstosupporttheoverallobjective/strategy 4.88%
b)
17,210
9.87%
SubtotalCrisisCommunications
WebContentManagement
4)
a)Administratorforthe/ƚǒƓƷǤƭpublicwebsiteandenterprisewidesupport
33,185
19.03%
foralldepartmentsthatusetheCivicPlusContentManagementSystem.
16,097
b)PrimarystaffsupportfortheCivicPlusContentManagementSystem 9.23%
c)Continualevaluationofnewtechnologies,approachesandalternate
8,894
5.10%
methodstoenhancethelookandfunctionalityandaccessibilityofthecounty
website.
58,176
33.37%
SubtotalWebContentManagement
TotalPublicInformationBudget
174,347
100.00%
Program Inventory – Public Information Office
1)Media Relations
a)Initiate and maintain positive media relationships
i)Respond to media inquiries quickly and efficiently via phone and email
(1)Provides the media and public with accurate and timely information
(2)Fosters a level of trust between the media and government body
b)Provide information to the media in a proactive manner
i)Prepare and distribute media advisories and press releases
(1)Keeps the media and public informed of events and information impacting the community in
which they reside
(2)Creates a layer of trust and transparency by proactively providing information to the public
and access to the appropriate staff persons for questions
(3)Reduces confusion and chances of inaccurate information being conveyed via print and
broadcast mediums
(4)Assists staff in carrying out their day-to-day job responsibilities. Example: asking for the
public’s help to solve a crime, making citizens aware of changes in the trash collection
schedule
2)Day-to-Day Communications
a)Develop strategic communications campaigns for Roanoke County programs and initiatives
i)Develop key messages and wording for information to be shared with the public
ii)Determine who needs to receive the message
iii)Coordinate with internal departments and external agencies, organizations and lawmakers to
prepare and disseminate the message
iv)Determine the methods/tools necessary to share the information i.e.: Roanoke Valley Television
(RVTV Channel 3), Roanoke County website, public presentations, board of supervisors briefings
and work sessions, social media, email, posters/flyers, media advisories and press releases
(1)Ensures that the public receives consistent information in a variety of ways and formats that
are clear and easy to understand. Examples of communications campaigns include the
following: RoCo Alert (Emergency Alerting System), Unveiling of New Roanoke County
website, Police Department Safe Driving Campaigns, Roanoke Co. Capital Bond Projects,
Promotion of the US Census, Prescription Drug-Take Back Events, Yearly Budget Updates
b)Oversee preparation of the annual State of the County address, as requested
i)Research, write, and prepare accompanying materials for a 30-minute informative speech
delivered by the Chairman of the Board of Supervisors
(1)Provide the media and public with an understanding of the prior year’s events and finances
and future direction of the County
c)Coordinate special events
i)Oversee press conferences, ribbon cuttings and dedications, as requested
(1)Assist administration and department heads and staff in coordinating and planning of events.
Prepare agendas, speeches, and talking points to ensure that events are carried out in a
smooth and professional manner
d)Prepare the County Administrator’s Annual Progress Report & Police Department Annual Report
i)Coordinate with County departments to research and write reports
ii)Coordinate with staff and professional photographer for photos to accompany reports
(1)Reports provide valuable insight into the county’s daily operations
e)Utilize Roanoke Valley Television to convey information to citizens
i)Select topics and host monthly half-hour program airing on RVTV Channel 3 and rebroadcast via
YouTube
ii)Work with RVTV staff to create 30-second Public Service Announcements for air on RVTV, local
cable, and social media
(1)Provides the public with a better understanding of events, information, and upcoming
programs in Roanoke County
3)Crisis Communications
a)Develop crisis communications strategy as emergencies occur
i)Define the message by working with key stakeholders (County Administration, Police, Fire &
Rescue, Department Directors, etc.) to define the message
(1)Consistent message development adds credibility to the County’s goals in a crisis
(2)Creates trust in County’s authority in the event of an emergency
ii)Identify groups to notify and then ask for assistance in spreading the County’s message
(1)By sharing the message with various groups, more people have access to the message
b)Implement tactics to support the overall objective/strategy
i)Prepare news releases in a timely manner
ii)Anticipate follow-up questions and requests for video/photos and interviews with key staff and
those involved in the crisis
iii)Rehearse/prep department heads and staff for interviews
iv)Organize press conferences
v)Respond to local, regional, state, and national media calls
vi)Prepare talking points
vii)Manage messages conveyed via the County website, social media channels, RVTV, email and other
partner organizations or localities
(1)The ability to anticipate and handle a crisis builds credibility for your organization and the
public’s trust in Roanoke County staff. Examples of Crisis Communication events include the
following: construction of the regional jail, missing child case, accidental issuance of message
via RoCo Alert
4)Web Content Management
a)Administrator for the County’s public website and enterprise-wide support for all departments that
use the CivicPlus Content Management System.
i)Administrative publisher for the County’s website
(1)Promote County news and events to the public via the website on a daily basis
(2)Oversee the public information page during emergencies and send emergency notices via the
website’s Notify Me tool
(3)Coordinate and manage the editorial and quality assurance process with content creators,
such as writers, department web publishers and content contributors.
(4)Nurture public trust and confidence in County government.
ii)Establish and maintain site-wide standards for consistent style and organizational structure that
increases usability for the end user.
(1)Prepare a long-term plan for content development, including standards and guidelines, based
on business goals and input from stakeholders.
(2)Ensure consistent look and feel by promoting uniform fonts, formatting, icons, images, and
layout; create templates to assist content authors.
(3)Find, diagnose, and fix content problems, including broken links (internal and external),
typographical errors, and formatting inconsistencies.
(4)Train staff in County website standards, web technologies, and new features and functionality
released by CivicPlus.
b)Primary staff support for the CivicPlus Content Management System
i)Address support issues brought by staff, general troubleshooting of CivicPlus system.
(1)In house support can address most issues staff encounters quickly and efficiently.
(2)Assist in page layout, design alternatives and site troubleshooting.
ii)Staff contact with CivicPlus vendor to escalate support issues.
(1)Single point of contact for staff the experience technical issues that need to be escalated to
CivicPlus for resolution.
(2)Monitors service bulletins and updates from CivicPlus vendor and communicates information
back to department web users.
(3)Website reporting for departments.
(4)Departments can receive real-time, collated, or time-range reports that illustrate web traffic,
visitor retention, browser, platform, etc.
iii)Administrative webmaster for smaller departments without the resources to maintain their own
sites, including Law Library, Commissioner of the Revenue, Juvenile Crimes Program.
(1)Relieves smaller or resource-limited departments from training requirements and website
maintenance duties.
iv)Administrative backup to maintain and publish web content in the absence of a department’s
webmaster.
(1)Provides continuation of service to the public and departments.
c)Continual evaluation of new technologies, approaches and alternate methods to enhance the look and
functionality and accessibility of the county website.
i)In house resource to research new media and new technologies for appropriate use and fit to
support the County’s stated goals, including e-services, social media, and new technologies.
(1)Review department requirements against previously established web use policy.
(2)Consult with County Attorney’s office on legal implications.
(3)Create framework for implementing new technologies, creation of staff policy and
enforcement of policy.
(4)Build consensus among departments and citizens about future development of Roanoke
County’s website, incorporating feedback into actionable items and plans that support
continual improvement of the site and the County’s overall online strategy.
ii)Create and maintain more than 20 interactive forms for departments that enable workflow and
greater customer service, including;
(1)Feedback forms, short surveys, requests for citizen services.
(2)Business forms, including Library Card Application, Interlibrary Loan Requests, Fire & Rescue
Open Burning Application, Personal Property Filing Online, Code Compliance Complaints for
Zoning, Requests to Address the Board of Supervisors, Solicitation Permit Application, and
more.
rd
iii)Integrate 3
party technology into the “look and feel” of the website, including creating custom
framework for “wrapping” external applications into the County’s website, including RoCo Alert
Citizen Alerting System, NeoGov for Human Resources, CLASS Online Registration for Parks
Recreation & Tourism, GIS for CommIT, LDO Permits for Community Development.
rd
(1)Extends web visitor confidence and trust to the County’s 3 party applications and services.
ProgramandActivityCostSummar
y
Department:Registrar(Elections)
TotalCost
1)VoterRegistration
%ofBudget
a)Provideinformationtocitizensonthevoterregistrationprocess
6.20%
19,616
b)Processandupdaterecordsfromconfirmationcardsmailedto
11.00%
34,782
registeredvotersbyStateBoardofElection
c)Providevotercardstoallcitizenswhoregisterorupdatetheir
9.27%
29,318
registration
SubtotalVoterRegistration
83,716 26.48%
2)ConductElections
33,406
a)Providelocationsforvoting
10.56%
b)Recruitandmaintainapproximately235OfficersofElectiontostaff
11.01%
34,816
votingprecincts
c)Provideaccurateandaccessiblevotingmachinesforelections
7.11%
22,485
19,187
d)Prepareelectionsuppliesfor33precincts
6.07%
39,456
e)Conductabsenteevoting
12.48%
17,193
f)Electionresults
5.44%
SubtotalConductElections
166,542 52.67%
3)ProcessCandidates
12,894
a)Assistcitizenswhoseekpublicoffice
4.08%
10,698
b)Assistcandidatesandofficerholderswithcampaignfinance
3.38%
c)i)Provideaccurateandcurrentinformationoncandidatesand
4.04%
12,787
issuesforthemediaandcitizens
SubtotalProcessCandidates
36,380 11.51%
4)Administration
11,336
a)Ongoingtraining
3.59%
18,229
b)Staffing
5.76%
SubtotalProcessCandidates
29,565 9.35%
TotalElectionsBudget
316,203 100.00%
Programs Inventory - Elections
1)Voter Registration
a)Provide information to citizens on the voter registration process
i)Ensure registration applications are available at libraries and area post offices, as well as posting
information on the website regarding voter registration
(1)An important function which helps insure voter registration is an easily accessible process for
citizens
ii)Receive applications and enter into the statewide voter registration system
(1)A function mandated by State Board of Elections
iii)Generate reports to check for accuracy and maintain current files with applications
(1)An essential function in maintaining accurate and current voter registration records
b)Process and update records from confirmation cards mailed to registered voters by State Board of
Election
(1) An function mandated by State Board of Elections
c)Provide voter cards to all citizens who register or update their registration
i)Generate voter cards with the location of their voting precinct as well as their Senate,
Congressional and Legislative districts
(1)A function mandated by State Board of Elections
2)Conduct Elections
a)Provide locations for voting
i)Ensure all voting locations are convenient and accessible
(1)A function mandated by the Code of Virginia and State Board of Elections
b)Recruit and maintain approximately 235 Officers of Election to staff voting precincts
i)Train officers of election before each election
(1)A function mandated by the Code of Virginia
c)Provide accurate and accessible voting machines for elections
i)Build the database for voting machines according to magisterial and congressional districts
ii)Program and provide for the delivery and pickup of voting machines
(1)A function mandated by the Code of Virginia and State Board of Elections
d)Prepare election supplies for 33 precincts
i)All documents must be updated before each election to reflect changes in the law and SBE
regulations
ii)Database for electronic pollbooks must be downloaded on laptops and tested prior to each
election
(1)A function mandated by the Code of Virginia and State Board of Elections
e) Conduct absentee voting
i)Inform citizens about the absentee voting process
ii)Provide both absentee voting by mail and in person for 45 days prior to each election
iii)Process absentee ballot applications received by mail within 3 days
iv)Provide a convenient and accessible location for in person absentee voting
v)Extend office hours for two Saturdays before a November election and for one Saturday before
other elections for absentee voting
(1) A function mandated by the Code of Virginia and State Board of Elections
f)Election results
i)Receive and post individual precinct unofficial results in Registrar’s office after the close of polls
ii)Enter individual precinct unofficial results on the State Board of Elections website after the close of
polls
iii)Conduct canvass the day after the election to certify election results
iv)Ensure all results posted on the State Board of Elections website are accurate, including voter
turnout numbers
(1) A function mandated by the Code of Virginia and State Board of Elections
3)Process Candidates
a)Assist citizens who seek public office
i)Provide information on the procedures and necessary forms to qualify for placement on the ballot
ii)Verify petition signatures for independent candidates
iii)Maintain public files on all local candidates
(1)A function mandated by the Code of Virginia and State Board of Elections
b)Assist candidates and officer holders with campaign finance
i)Assist with financial reporting deadlines and requirements
ii)Receive reports according to reporting schedule
(1) A function mandated by the Code of Virginia and State Board of Elections
c)i) Provide accurate and current information on candidates and issues for the media and citizens
(1)An essential service that assists in educating the public
4)Administration
a)Ongoing training
i)Registrar and/or staff member and Electoral Board member are required to attend State Board of
Elections training annually to be apprised of changes in the law and new procedures
(1)A function mandated by the Code of Virginia
b)Staffing
i)Acquire, train and maintain temporary seasonal staff to support daily operations during elections
1) An essential service to ensure elections are conducted fairly, efficiently and according to laws
and regulations
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onlyandareconsideredestimates.Thesefiguresmaynotreflectall
changesthatoccurredthroughoutthebudgetdevelopmentprocessand
maynotmatchFY15proposedamounts.
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InternalServicesFunctionalBudgetTeam
TheInternalServicesFunctionalBudgetTeamsupportsinternalandexternalcustomersthroughout
CountyOperations.TheInternalServicesTeamstrivestobalanceemployeeandcitizensneedswhile
encouragingempowermentinaccesstoinformationandservices.InternalServicesTeamconsistsof
thesedepartments:
ClerkofCircuitCourtCommissioneroftheRevenue
CommunicationsandInformationTechnologyCountyAttorney
FinanceGeneralServices
HumanResourcesManagementandBudget
Treasurer
InternalServicesGoalStatements
Tooperateefficientlyandeffectivelyinprovidingbasicsupportserviceswhilemanaginglimited
resources(IS1)
Toensurecompliancewithallfederal,state,andlocalregulations,lawsandpoliciestominimizeand
mitigaterisk(IS2)
Toprotectandprudentlymanagefinancial,human,physicalandtechnicalresources(IS3)
Toshareknowledgeandencouragelearningandacultureofimprovement(IS4)
Toempowereffectiverelationshipsthroughutilizationofvariouscommunicationtoolsand
resources(IS5)
InternalServicesIssuesStatements
Staffingneedsformanydepartmentsareprevalenttomaintainbaselineservices.
Decliningbudgetsoverthepastfourfiscalyearshavereducedorfrozenstaffinglevelsfor
o
manyInternalServicesdepartmentstherebyreducingtheeffectivenessofservices.Budgets
havedecreasedwhiledemandsforserviceshaveincreased.Citizenandemployeeneedsare
drivingnewwaysofservicingtheƷĻğƒƭcustomersandchallengingdepartmentstodeliver
services.StaffingandsuccessionplanningisapivotalcomponentinthefutureCounty
growthanddevelopment.
Budgetreductionshaveimpactedtrainingandcouldimpactcertifications.
MaintainingahealthyandrobustworkforcetoaddressƷƚķğǤƭchangeshasbeenimpactedby
budgetreductionsintheareasoftrainingandcertifications(Furtherbudgetreductionscould
endangernecessarycertifications).Trainingandeducationisadrivertoensureemployeeshave
thetoolstoimplementbestpractices.Theseareasaresometimesthefirsttobereducedto
continuemaintainingexistingserviceslevels.Inorderfordepartmentstoaddresstheneedsof
tomorrow,ourworkforcemustbeeducatedonemergingbestpracticesfortheserviceswe
provide.OuremployeesareoneofthekeystokeepingRoanokeCountymovingforwardand
providingefficientcitizenservices.
InternalServicesFunctionalBudgetTeam
Technologyrequiressignificantstafftimeandfundinginordertoimplementproperly.
Technologicaladvancesrequiresignificantstafftimeandfundinginordertoimplement
o
andmaintainefficiently.TheCommunicationsandInformationTechnologydepartment
isonlypartoftheteamthatmanagesandmaintainsourinformationsystemsand
software.DepartmentsacrosstheCountynotonlyutilizetheinformationsystemsand
softwarebuttheyalsomanageandmaintainthemaswell.Ittakesateameffortand
coordinationtokeeptechnologicaloperationsatpeakperformance.Departmentsnot
onlyprovidethefunctionalexpertise,insomecasestheyprovidedirectsystem
managementfortheinformationsystemsandsoftwaretheyutilizeonadailybasis.This
addstothedepthofcertainpositionsacrosstheInternalServicesdepartmentsin
education,training,knowledgeandtimetakentosupportsoftwareandweb
applications.
Departmentshaveturnedtotechnologytobecomemoreeffectiveandefficientin
o
deliveringservicestointernalandexternalcustomers.Theexistinghardwareand
softwareneedshaveincreasedacrosstheCountywithinsufficientfundingfor
replacement.Consideringtechnologyhasalifecycle,departmentsareinthepositionto
exploreupgradesandreplacementsforexistingapplicationsandtechnologies.Limited
technologyprojectfinancingplacesaburdenondepartmentstoprovideexistinglevels
ofserviceoncetechnologyhasreacheditsendofusefullife.
FederalandStatelegislationwillhavesignificantimpactsontheCounty.
FederalandstatelegislationdecisionswillhavesignificantimpactsontheCounty.The
o
endingthatwill
InternalServicesdepartmentshaveseenlegislationpassedandsomep
impactCountyoperationsintheareasoffinancialoperationsandreporting,human
resources,healthcare,employeebenefits,taxlaw,VRS,environmentandcoderevisions.
Employeeshavebeenchargedwithreviewing,interpreting,updatingandimplementing
theselegislativechangesthroughoutCountyoperations.Extensivetimeandenergywill
beplacedintheInternalServicesdepartmentsimpactedbythesechangestokeepthe
Countyincompliance.
Agingbuildingsandequipmentarebecomingcostlytorepairwhilefundingforproactive
maintenanceonnewandexistingbuildingsisbecomingnonexistent.
erepairs.New
SeveralexistingCountybuildingsareagingandinneedofextensiv
o
buildingsandoverallreplacementequipmentarebecomingcostlytorepaireachyear.
Fundingforproactivemaintenancefornewandexistingbuildingshasbecome
increasinglynonexistent.Countyoperationsaredependentuponfinancialsupport
towardsbuildingmaintenanceandrepairstosustainCountyoperationsintheyearsto
come.Overthepastseveralyears,RoanokeCountyhasconstructedseveralnew
buildingswithcomplexsystemstomaintain.Trainingstaffinthemaintenanceofthese
complexnewbuildingsystemsisexpensiveandtimeconsuming,butcriticalinthe
efficientusetobenefitfromthesesystems.
ProgramandActivityCostSummar
y
Department:ClerkoftheCircuitCourt
TotalCost
%ofBudget
1)Program1:CriminalDivision
Courtroomduties(recordcriminalproceedings,keeprecords,assistin
72,180 6.70%
handlingexhibits,etc.)
Frontcounter/criminalduties(answerphonecalls,distributemail,
receivepayments,directcustomerstocorrectdeputyclerksfor167,273 15.52%
additionalprocessing,etc.)
Preparation,administrationofƆǒķŭĻƭordersandappeals(reduce
120,395 11.17%
ƆǒķŭĻƭdecisionstowriting,thendistributesameappropriately)
Jurymanagement(Manageannualjurylistsonadaily/weekly/monthly
38,673 3.59%
basis)
SubtotalCriminalDivision398,521 36.98%
Program2:ChanceryDivision
2)
a)Frontcounterduties(answerphonecallsandemailrequests,
distributemail,receivepayments,directcustomerstocorrectdeputy
137,846 12.79%
clerksforadditionalprocessing,receive,recordandadministerfilings
foradoptions,divorces,marriagelicenses,namechanges,etc.)
Receive,recordandadministerfilingsforjudgments,financing
statementsandperformothermiscellaneousactivitiesthatfallunder62,167 5.77%
thiscategory
SubtotalChanceryDivision200,013 18.56%
3)Program3:Law/ProbateDivision 0.00%
Frontcounterduties(answerphonecallsandemailrequests,distribute
mail,receivepayments,directcustomerstocorrectdeputyclerksfor
92,524 8.59%
additionalprocessing,receive,recordandadministerfilingsforlaw
suits)
Courtroomduties(recordproceedings,keeprecords,assistinhandling
5,308 0.49%
exhibits,etc.)
Receive,recordandadministerestateandprobatefilings,serveas
93,817 8.71%
probatejudgeasrequired
SubtotalLaw/ProbateDivision191,649 17.78%
4)Program4:RealEstateDivision
Frontcounter/realestatedutiesanddocumentrecordation(answer
phonecallsandemailrequests,distributemail,receivepayments,
162,038 15.04%
directcustomerstocorrectdeputyclerksforadditionalprocessing,
receive,recordandadministerrealestatefilings)
Realestatedocumentindexingduties66,178 6.14%
Recordroom/remoteaccessduties(assistattorneys,titleexaminers,
genealogists,generalpublic,etc.withrealestatedocumentlocation59,203 5.49%
andcopyingviaourrecordroomandbyvariouselectronicmeans)
287,420 26.67%
SubtotalRealEstateDivision
TotalClerkoftheCircuitCourtBudget
1,077,602 100.00%
Program Inventory - Clerk of Circuit Court
1) Criminal Division
Courtroom duties (record criminal proceedings, keep records, assist in handling exhibits, etc.)
a)
Ensure that court actions and decisions are properly recorded and administered
(1)
Front counter/criminal duties (answer phone calls, distribute mail, receive payments, direct
b)
customers to correct deputy clerks for additional processing, etc.)
Assist attorneys, general public and other customers within the criminal justice system,
(1)
properly receive and record payments
Preparation, administration of judges’ orders and appeals (reduce judges’ decisions to writing,
c)
then distribute same appropriately)
Ensure that judges’ orders and appeals are properly administered
(1)
Jury management (Manage annual jury lists on a daily/weekly/monthly basis)
d)
(1) Ensure that jurists are properly seated, utilized and reimbursed for jury service
Chancery Division
2)
a) Front counter duties (answer phone calls and email requests, distribute mail, receive payments,
direct customers to correct deputy clerks for additional processing, receive, record and administer filings for
adoptions, divorces, marriage licenses, name changes, etc.)
Ensure that the above-mentioned legal filings are properly administered and recorded
(1)
b) Receive, record and administer filings for judgments, financing statements and perform other
miscellaneous activities that fall under this category
(1)Ensure that the above-mentioned legal filings are properly administered and recorded
3) Law/Probate Division
Front counter duties (answer phone calls and email requests, distribute mail, receive payments, direct
a)
customers to correct deputy clerks for additional processing, receive, record and administer filings for
law suits)
Ensure that the above-mentioned legal filings are properly administered and recorded
(1)
Courtroom duties (record proceedings, keep records, assist in handling exhibits, etc.)
b)
(1) Ensure that court actions and decisions are properly recorded and administered
Receive, record and administer estate and probate filings, serve as probate judge as required
c)
Ensure that estate and probate matters are properly recorded and administered
(1)
4) Real Estate Division
a) Front counter/real estate duties and document recordation (answer phone calls and email requests,
distribute mail, receive payments, direct customers to correct deputy clerks for additional processing, receive,
record and administer real estate filings)
(1)Ensure that real estate documents are properly recorded and taxed, and that appropriate taxes
and fees are paid
b) Real estate document indexing duties
(1)Ensure that real estate documents are properly recorded and placed in permanent storage for
later access and use
c) Record room/remote access duties (assist attorneys, title examiners, genealogists, general public, etc.
with real estate document location and copying via our record room and by various electronic means)
(1) Ensure that all customers are able to have ready access to recorded real estate documents
and to review or make copies of them onsite and/or via remote access
ProgramandActivityCostSummary
Department:CommissioneroftheRevenue
TotalCost
%ofBudget
1)Program1:Assessments
169,884
Activity1:PersonalPropertyTaxAssessments 21.16%
i)
90,401
i)Activity2:BusinessPersonalPropertyAssessment 11.26%
2,554
i)Activity3:BankFranchiseTax 0.32%
105,723
i)Activity4:BusinessLicense 13.17%
368,563
SubtotalAssessments 45.91%
2)Program2:DiscoveryandAuditofAccounts
205,121
Activity1:DMVImports 25.55%
i)
84,443
i)Activity2:Discovery 10.52%
289,564
SubtotalDiscoveryandAuditofAccounts 36.07%
3)Program3:RealEstateTaxRelief 0.00%
i)Activity1:ScreeningofTaxpayerstoqualifythemfortax
2.49%
19,969
freezeortaxexemption
19,969
SubtotalRealEstateTaxRelief 2.49%
4)Program4:CollectionofExciseTax
i)Activity1:AdministrationandCollectionofExciseandTrust
3.20%
25,724
Taxes
25,724
SubtotalCollectionofExciseTax 3.20%
5)Program5:RealEstateRecordation 0.00%
49,076
i)Activity1:ReadingandRecordingofDeedsandWills 6.11%
12,579
i)Activity2:Subdividingandcombiningproperties 1.57%
61,655
SubtotalRealEstateRecordation 7.68%
6)Program6:VirginiaStateIncomeTax
i)Activity1:Preparation,screening,andprocessingof
4.65%
37,297
VirginiaStateIncomeTaxReturns
37,297
SubtotalVirginiaStateIncomeTax 4.65%
802,772
TotalCommissioneroftheRevenueBudget 100.00%
Program Inventory Form – Commissioner of Revenue
1)Program 1: Assessments
i) Activity 1: Personal Property Tax Assessments
Assessment of motor vehicles, recreational vehicles, boats, motors, and mobile homes for the
purpose of taxation.
(1)Assessments are made using recognized pricing guides. Our office uses the clean loan value
from NADA real time pricing.
(2)Assures fair and equitable assessment to the Citizens of the County. It is a major revenue
source for the County.
i) Activity 2: Business Personal Property Assessment
Taxation of business use equipment, machinery and tools.
(1)Assessments are made using a sliding scale based on the original cost and years of service of
property to factor in depreciation.
(2)Assures fair and equitable assessments to business owners.
i) Activity 3: Bank Franchise Tax
Taxation of the net capital of banks and trust companies
(1)Assessments are calculated at $.80 per $100.00 of net capital
(2)Bank Franchise Tax is a revenue producer for the County.
i) Activity 4: Rolling Stock
(1)The Department of Taxation provides information for the taxation of railroads, pipelines, utility
companies and telecommunications companies. These assessments are based on values of
railroad tracks, antennae’s, transmission mains and lines and machinery and equipment used.
(3)Rolling stock taxes are an income producer for the County.
i) Activity 5: Business License
(1) Business License Tax is a gross receipts tax. Rates are based on business classification and range
from $.05 to $.58 per $100.00 of gross receipts earned by businesses and self employed
individuals. Businesses earning less than $100,000.00 pay a flat fee of $50.00.
(2)Business License Tax is a revenue source for the County. A business licenses reflects that the
business is complying with local ordinances and that the business pays taxes to the proper
authorities.
2)Program 2: Discovery and Audit of Accounts
i) Activity 1: DMV Imports
(1)Data is imported weekly from the DMV to keep current on purchases, sales, name and address
changes, and tag and title changes.
(2)Imports assure taxpayers that their vehicle information is on our records as recorded by DMV
and reduces the amount of late filing penalties assessed. With live data the County has a
better grasp of the revenue being generated.
i)Activity 2: Discovery
(1)Several methods of discovery are used including State information, citizen complaints,
internet, newspapers, and visual contact.
(2)This is a method of generating revenue for the County and increasing tax law compliance.
3) Program 3: Real Estate Tax Relief
i) Activity 1: Screening of Taxpayers to qualify them for tax freeze
(1) Citizens that are permanently and totally disabled or age 65 or over may apply for the tax
freeze program for real estate. The real estate taxes are frozen at the current rate and future
increases in assessments will not increase the taxes. Income cannot exceed $56,566.00 and
assets are limited to $200,000.00
(2)Real Estate Tax Relief eases the tax burden on elderly and disabled citizens by freezing the
amount of real estate tax they pay.
Activity 2: Veteran’s Real Estate Tax Exemption
(1)Armed forces Veterans that have been deemed 100% service connected permanent and totally
disabled as provided for in Article X, Section 6A of the Constitution of Virginia will qualify for
real estate tax exemption. There are no income or asset restrictions.
(2)Reduces the tax burden on disabled Veterans by eliminating the real estate tax.
4)Program 4: Collection of Excise Tax
i) Activity 1: Administration and Collection of Excise and Trust Taxes
(1)Excise and Trust taxes are collected from consumers by the vendor at the time of sale or the
service is provided. The tax is held in escrow by the vendor and forwarded to the County.
Monthly taxes include Meals, Consumption, Consumer and Admissions. Transient taxes are
filed on a quarterly basis. Utility license taxes such as electric and water are filed annually.
Accounts are verified and audited upon receipt.
(2)Excise Taxes are a revenue source for the County. The result is taxpayer compliance insuring all
collected monies are forwarded to the County.
5) Program 5: Real Estate Recordation
i) Activity 1: Reading and Recording of Deeds and Wills
(1)Deeds and Wills that have been recorded in the Clerk of Circuit Court’s office are transferred
to the Commissioner of the Revenue’s office for reading and updating the County records.
This insures that County land records are current and up to date with current land owners.
(2)It is a benefit to both the county and the Citizens of Roanoke County insuring assessments are
made to the current land owners and updated information is readily available to the general
public.
i) Activity 2: Subdividing and combining properties
(1)When a landowner has a larger tract of land or several properties that they want to split or
combine, the plats are worked in this office to subdivide or combine properties. The new
property information is then recorded by our office and forwarded to Community
Development to update County land maps and real Estate Evaluation for new property
assessments.
(2)This is a benefit to the County and the Citizens of the County insuring land information is
current and recorded correctly.
6)Program 6: Virginia State Income Tax
i) Activity 1: Preparation, screening and processing of Virginia State Income Tax Returns
(1) We provide local customer service for the Virginia Department of Taxation. We prepare
personal income tax forms for the citizens when requested, screen and process returns that
are mailed to our office. We assist with the preparation and processing of Virginia estimated
payments. We also serve as a liaison between the taxpayers and the Department of Taxation
to resolve problems.
(2)This is benefit to County citizens having a local office that can assist them in many areas of
their personal state income tax.
ProgramandActivityCostSummary
Department:CommIT
TotalCost
InformationTechnology
%ofBudget
1)EnterpriseBusinessSystemsSupport
a)DataManagementandSupport10,236
0.57%
b)BusinessApplicationSupport520,181
29.13%
c)BusinessAnalysisServices60,433
3.38%
SubtotalEnterpriseBusinessSystemsSuppor590,850
t
33.09%
2)WebandGISServices
a)Administer/ƚǒƓƷǤƭinternalandexternalWebPortfolio55,021
3.08%
b)ManageandmaintainEnterpriseGIS133,939
7.50%
SubtotalWebandGISServices188,960
10.58%
3)SecurityServices
a)AdministerUserandsystemaccess10,602
0.59%
b)Manageandmaintainnetworkanddatasecuritytoolsand
5.08%
90,701
software
SubtotalSecurityServices101,303
5.67%
4)NetworkServices:
a)Managenetworkinfrastructure436,644
24.46%
b)Managecomplexstorageandserverenvironments190,410
10.66%
c)Maintainnetworkandservermanagementtools62,730
3.51%
SubtotalNetworkServices689,784
38.63%
5)TechnicalandOperationsSupport:
a)Endusercomputersupport33,693
1.89%
b)Telephonyservices29,916
1.68%
c)Operationssupport(criticaljobprocessing/printing,
2.09%
37,327
backup/restores)
SubtotalTechnicalandOperationsSuppor100,936
t
5.65%
6)ITProjectManagement:
a)ProjectManagementMethodolog4,572
y
0.26%
b)ServeasProjectLead35,567
1.99%
SubtotalITProjectManagemen40,139
t
2.25%
7)GeneralManagement:
a)FinancialManagement34,943
1.96%
b)SoftwareContractManagement18,274
1.02%
c)StrategicPlannin20,261
g
1.13%
SubtotalGeneralManagemen73,478
t
4.12%
TotalCommITBudget1,785,450
Program Inventory Form - CommIT – Information Technology
Information Technology
1)Enterprise Business Systems Support
a)Data Management and Support
i)Database administration, maintenance & technical support, data sharing interfaces between
systems.
Benefit:
(1)Insures security and integrity of critical data that supports the departments business
applications, reduces department manual man hour costs by automating data sharing
processes between systems
b)Business Application Support
i)Provide operational, technical and administrative support for business tools and applications in
support of departments goals.
Benefit:
(1)Department and vendor liaison support for critical systems such as Tax assessment and
collections, Public Safety dispatching and records, Financial management, budget and
purchasing, Permitting and licensing, payroll and Human Resource management. Also includes
support for document management systems that save paper costs and improve efficiencies for
departments in sharing and storing required records and data.
c)Business Analysis Services
i)Conducts needs assessment, tactical planning, business process design and enhancements in
support of departments goals.
Benefit:
(1)Reduces cost for outside consulting services, assists departments in making sound and efficient
software procurement decisions, assists departments in matching their business process with
their application systems creating efficiencies and cost savings
2)Web and GIS Services
a)Administer County’s internal and external Web Portfolio
i)Provide operational, technical and administrative support for County’s citizen-facing website,
employee intranet and information sharing and collaboration solutions.
Benefits:
(1)Provide citizens online services and department information which reduces citizen calls and
visits to departments. Services include things such as online forms and documents, Tax parcel
information, program online registration, Inspection and licensing services, live and archived
Board meeting videos and ability to access purchasing bids and addendums which encourages
more competitive bidding for quotes and RFP’s.
(2)Using tools such as SharePoint improves communications between departments by sharing
information and offering more online services which allows employees to be more informed to
make better decisions and reduces costs for internal departments by reducing their phone
calls and manual form processing and distribution
b)Manage and maintain Enterprise GIS
i)Plan, maintain, manage and share Enterprise GIS with citizens, departments and external partners.
Benefits:
(1)Empower citizens and departments to solve problems and make better decisions. Offers
ability to share a multitude of information such as parcel data, streets, zoning, school districts
etc. Having this information available to citizens and businesses supports economic
development growth and goals of attracting home owners and businesses into the County.
(2)Assist departments and partners with analysis of their data and displaying it in a geographical
format improves their efficiencies and processes. This includes such things as support for
Public safety for crime data analysis, Social Services for determining service areas, etc.
3)Security Services:
a)Administer User and system access
i)Administer user security for authorizing network, file, application and data access.
Benefit:
(1)Managing user security for accessing the network, files and applications insures data is
protected against unauthorized access and insures integrity of the data that supports the
County’s critical business documents and applications
b)Manage and maintain network and data security tools and software
i)Provide operational, technical and administrative support for security tools and software such as
antivirus, data backup/recovery, monitoring, firewall and intrusion detection.
Benefit:
(1)Protects the County’s data and other assets from unauthorized access and intrusion from
vicious hackers, data attacking software such as viruses and Trojans. Performing regular data
backups offers data loss protection due to accidental deletions, file corruption, etc.
4)Network Services:
a)Manage network infrastructure
i)Procure and manage the Wide Area Network for data circuits, internet access and wireless
technologies.
Benefit:
(1)Supplies the backbone for the County departments application and data access, internet
access and wireless capabilities. All of this is critical to the departments operations to meet
their mission and goals
b)Manage complex storage and server environments
i)Install, maintain and administer storage solutions and virtual server environments for all business
applications, data repositories, documents, files and email archives.
Benefit:
(1)Manage the storage of all data to insure high availability, integrity and redundancy of data to
maintain an almost zero percent downtime for user access
c)Maintain network and server management tools
i)Management tools for critical patch management, remote control, software deployment,
monitoring tools and reporting.
Benefit:
(1)Insures security and integrity of operating systems that support the County assets, insures
availability of systems and applications to citizens and end-users, decreases man hour costs for
software updates by deploying patches and upgrades electronically
5)Technical and Operations Support:
a)End-user computer support
i)Install, support and troubleshoot end-user computers and peripherals and printers.
Benefit:
(1)Required for departments to access their critical data and systems and conduct County
business and services. Reduces cost to County for eliminating need to use external vendors for
installation and support.
ii)Manage computer purchasing guidelines and standards and bulk purchasing program.
Benefit:
(1)Reduces costs to County by standardizing on equipment and purchasing in bulk several times a
year.
b)Telephony services
i)Install, support and troubleshoot conventional and VoIP phone and voicemail systems.
Benefit:
(1)Required for departments to communicate with citizens and conduct County business and
services. Reduces cost to County for reducing need to use external vendors for installation and
support.
c)Operations support (critical job processing/printing, backup/restores)
i)Conducts backup and restore of all County data, documents and files as well as required
application, operating and network system files.
Benefit:
(1)Insures backup and recovery of critical data in the case of system failures, accidental file
deletions, etc.
6)IT Project Management:
a)Project Management Methodology
i)Develop and maintain the IT project methodology, conduct training and manage the IT project
portfolio.
Benefit:
(1)Supplies the necessary tools and processes for project leads to successfully manage the
varying portfolio of IT projects such as new systems, system upgrades, research, process
changes and enhancements.
ii)Develop and maintain the TSR (technology service request) process, assist with processing of
requests and transition to the IT project portfolio.
Benefit:
(1)Offers a consistent method for submitting technology service requests and ensures necessary
information is gathered to help us make informed decisions and recommend the best solutions
for our customers.
b)Serve as Project Lead
i)Manage and serve as project leads over assigned projects utilizing the adopted IT project
methodology and processes.
Benefit:
(1)Insures successful projects which saves time and money in projects being implemented in an
efficient and effective manner to meet the goals of our customers.
ProgramandActivityCostSummary
Department:CountyAttorne
y
TotalCost
%ofBudget
1)ServeBoardofSupervisors,variousotherCountyBoardsandCommissions
137,690
a)ServingtheBoardofSupervisors:
25.62%
55,319
b)ServingvariousCountyBoardsandCommissions
10.29%
193,009
SubtotalServeBOS,CountyBoards,Commissions
35.91%
2)SupportCountyDepartments
71,642
a)Draft/review/negotiatemajorcontractsenteredintobyCounty
13.33%
b)Collectionofdelinquenttaxes,accounts,fines,penalties,claimsin
134,614
supportofTreasurerandCommissioneroftheRevenue,Library,Community
25.05%
Development,Police
45,073
c)Legalsupport,advice,representationinlegalproceedings
8.39%
26,077
d)Implementationofstormwaterlegislationandregulations
4.85%
25,723
e)Support/backupΑDSSAttorney,CPMTmeetings
4.79%
303,130
SubtotalSupportCountyDepartments
56.40%
3)PreventiveLaw
21,500
a)Publicinquiries/referrals,notaryservices
4.00%
18,765
b)TrainingsessionsforCountystaff
3.49%
1,070
c)CompliancewithRecordsManagementRegulations
0.20%
41,335
SubtotalPreventiveLaw
7.69%
TotalCountyAttorneyBudget537,473
100.00%
Program Inventory Form - County Attorney
1)Serve Board of Supervisors, various other County Boards and Commissions
a)Serving the Board of Supervisors:
i)Provide legal support and advice at meetings of Board, agenda materials preparation, Code
amendments, complete follow up from Board actions, attend ETeam, Virginia General
Assembly, bond issues
ii)Respond to requests for opinions and information from Board members
b)Serving various County Boards and Commissions
i)Provide legal support and advice at meetings of Planning Commission, BZA, Economic
Development Authority
ii)Respond to requests for opinions and information
2)Support County Departments
a)Draft/review/negotiate major contracts entered into by County
i)Agreements/bonds for development activities and zoning enforcement
ii)Performance agreements for economic development projects
iii)Real estate matters
iv)Inter-governmental agreements
b)Collection of delinquent taxes, accounts, fines, penalties, claims in support of Treasurer and
Commissioner of the Revenue, Library, Community Development, Police
c)Legal support, advice, representation in legal proceedings
d)Implementation of storm water legislation and regulations
e)Support/backup – DSS Attorney, CPMT meetings
3)Preventive Law
a)Public inquiries/referrals, notary services
b)Training sessions for County staff
c)Compliance with Records Management Regulations
ProgramandActivityCostSummary
Department:Finance
TotalCost
%ofBudget
(1)Administration
Activity1:Planning,Policy,Advising,andConsulting 5.09%
a)
91,822
b)Activity2:PersonnelManagementandDevelopment 4.51%
81,307
SubtotalAdministration 9.60%
173,129
(2)CentralAccounting
Activity1:CountyandSchoolAuditsandFinancialReporting 13.47%
a)
243,047
Activity2:ReportPreparation 1.62%
b)
29,305
Activity3:GeneralAccounting,InternalFinancialReporting,and
c)
14.35%
Analysis258,873
Activity4:DebtAdministration 0.95%
d)
17,147
Activity5:FinancialSystems 3.67%
e)
66,274
Activity6:Purchasingcardauditandinternalcontrolreviews 0.97%
f)
17,506
g)Activity7:FiscalAgentDuties 4.31%
77,782
Activity8:ProgramandBenefitManagement 0.72%
h)
12,965
SubtotalCentralAccounting 40.07%
722,900
GrantsAdministration
(3)
Activity1:GrantsManagement 1.84%
a)
33,203
Activity2:GrantsTraining 0.89%
b)
16,147
SubtotalGrantsAdministration 2.74%
49,350
Purchasing
(4)
Activity1:CompliancewithFederal,VirginiaandRoanokeCountyLaws
a)
2.42%
and/orAdoptedPurchasingPolicies/Procedures43,678
Activity2:ProvideDirectProcurementFunctionsandProcesses 9.35%
b)
168,652
c)Activity3:ContractAdministration 2.57%
46,448
Activity4:DepartmentalSupport 2.31%
d)
41,659
Activity5:PurchasingCards 2.49%
e)
44,915
Activity6:Surplus/CourierFunctions 3.46%
f)
62,452
SubtotalPurchasing 22.60%
407,804
AccountsPayable
(5)
Activity1:VendorPayments 6.19%
a)
111,690
Activity2:InternalRevenueService(IRS)compliance 2.04%
b)
36,739
Activity3:ElectronicDocumentStorage&Retrieval 0.72%
c)
13,048
SubtotalAccountsPayable 8.95%
161,477
Payroll
(6)
Activity1:PayrollandPaymentprocessing 8.80%
a)
158,851
Activity2:Accounting,Reporting,andDocumentStorage 2.70%
b)
48,663
Activity3:BenefitAdministrationandFunctionalSupport 2.34%
c)
42,273
Activity4:PayrollSoftwareSystem 2.21%
d)
39,815
SubtotalPayroll 16.05%
289,602
1,804,261
TotalFinanceBudget
Program Inventory – Finance
(1)Administration
a)Activity 1: Planning, Policy, Advising, and Consulting
i)Provide professional financial expertise to County administration in the creation and/or
modification of County policies; research best practices to assist County administration’s decision-
making related to the various functions within the finance department; participate on committees,
boards, and other internal and external groups representing the County’s interests.
(1)Many County initiatives or programs require a financial component to function. Providing
professional advice or participation improves the possible outcomes of these initiatives or
programs through a more efficient use of financial resources.
ii)Review and analyze State and Federal legislation, regulations, and court decisions that affect the
various functions within the finance department on behalf of the County.
(1) Keeping up to date on changes to laws, regulations and policy changes helps to keep the
County, Schools, and fiscal agencies in compliance with all mandates.
b)Activity 2: Personnel Management and Development
i)Supervise, develop, monitor, and evaluate staff based on applicable standards and best practices;
provide training opportunities and mentoring/coaching for staff development.
(1)Proper personnel management and development will improve employee performance and
knowledge. The County will see a benefit in service provision to both internal and external
entities and in professional expertise managing the County’s finances.
(2)Central Accounting
a)Activity 1: County and School Audits and Financial Reporting
i)Coordinate the annual independent audits for the County, Schools, and the EDA; prepare and
distribute County CAFR and coordinate with Schools for issuance of the School CAFR; interpret and
apply mandatory Governmental Accounting Standards Board (GASB) pronouncements in
preparation of the CAFR; follow recommendations of the Government Finance Officers Association
(GFOA) to continue to receive the certificate for excellence in financial reporting; and coordinate
Agreed Upon Procedures reports for Sheriff’s Office and Volunteer Fire and Rescue Organizations.
(1)Mandatory annual financial reports in compliance with GASB and GFOA standards provide the
best transparency into the County’s financial condition to the citizens and to internal and
external entities.
b)Activity 2: Report Preparation
i)Preparation of various reports for internal and external entities including the Comparative
Transmittal Report, Unclaimed Property Report, Department of Commerce Census for Roanoke
County, Cost Allocation Plan, Town of Vinton Gainsharing Report, and Fire Programs Report.
(1)Reports ensure County is in compliance with mandatory reporting requirements and provide
transparent financial reporting for internal and external entities.
c)Activity 3: General Accounting, Internal Financial Reporting, and Analysis
i)Record County/School budget and journal entries; maintain County and School capital asset
records; monthly financial reporting to County Board, School Board, and departments; ongoing
analysis of County and School funds and assistance to departments for financial reporting and
analysis needs
(1)Provides the basis for sound financial management practices and accurate and timely
information for County and School administration and citizens.
d)Activity 4: Debt Administration
i)Develop and maintain various debt schedules to track individual issuances, comply with mandatory
continuing disclosures requirements, create applicable budgets, and initiate payments for
principal, interest, and fees; monitor the County’s debt capacity and make recommendations
regarding the County’s debt policy.
(1)Proper debt levels and timely payments are critical in maintaining high quality credit and bond
ratings with Standard and Poor’s, Fitch, and Moody’s Investors Service which helps to position
the County for future growth. In addition, monitoring matters of financial and capital planning
ensure resources are being allocated to best serve the needs of the County citizens.
ii)Plan, develop, oversee and record future bond issuances with the Board of Supervisors, County
Administrator, County Attorney and Financial Advisors
(1) Proper planning for future bond issuances is critical to obtain optimal interest rates, ensure
adequate budget for debt payments, and proper funding levels and timing for projects
e)Activity 5: Financial Systems
i)Implement upgrades and problem resolutions to the Performance accounting and fixed assets
software system, financial reporting and accounts receivable software systems, and other software
programs which interface into the Performance software.
(1)Maintaining and improving the financial management systems are critical to ensure sound
principles of internal control, and minimizing inefficiencies or redundancies.
ii)Provide training on the accounting system, reporting system, and other systems to all County and
School departments, and fiscal agencies.
(1)Properly trained employees improve the integrity of data used by the public, the governing
body, and the County departments.
f)Activity 6: Purchasing card audit and internal control reviews
i)Randomly audit purchasing cards every month to ensure compliance with County and School
purchasing card policies and procedures; review spending and coding for possible violations or
corrective actions; notify cardholders selected and provide a corrective course of action for
applicable issues and violations.
(1)Purchasing card usage is increasing. Proper controls are essential to ensure financial
accountability of taxpayer dollars.
ii)Perform department internal control reviews to ensure compliance with policies and procedures
and proper accounting in the areas of payroll, cash receipts and disbursements, information
technology access controls, capital assets, grant management, and record retention; notify and
consult with departments on the review results and recommended corrective
actions/improvements.
(1)Proper internal controls limit the opportunity for misuse of County funds. Internal control
reviews provide an opportunity to educate departments on weaknesses in internal control and
improvements that can be made to strengthen them. A strong internal control structure
provides better financial accountability and accuracy for the County’s citizens.
g)Activity 7: Fiscal Agent Duties
i)Provide fiscal agent services for Comprehensive Policy and Management Team (CPMT), Roanoke
Valley Resource Authority (RVRA), Economic Development Authority of Roanoke County (EDA),
Western Virginia Regional Jail Authority (WVRJA), Virginia Recreational Facilities Authority (VRFA),
Roanoke Valley Greenway Commission (RVGC), Regional Center for Animal Control and Protection
(RCACP), South Peak Community Development Authority (CDA), and Roanoke Valley Cable TV;
coordinate annual independent audits of RVRA, WVRJA, VRFA, RCACP, CDA and RVGC; prepare and
distribute Comprehensive Annual Financial Reports (CAFR) for RVRA, WVRJA, VRFA, RCACP, and
RVGC.
(1)Entities that provide public services receive professional financial expertise and services for
minimal to no cost. It is an efficient way to pool resources to provide public services.
h)Activity 8: Program and Benefit Management
i)Negotiate health and dental insurance rates for County and Schools; analyze, negotiate,
implement, and administer all financial aspects of the County and School employee benefit
programs.
(1)Proper benefits management helps to provide benefits to employees at efficient costs for the
County.
(3)Grants Administration
a)Activity 1: Grants Management
i)Coordinate all County and School grant reporting; file periodic financial reports and prepare
requests for reimbursement on certain grants; monitor and review grants for compliance with
federal, state, and local policies, procedures, rules, and regulations.
(1)Grants are an important source of funding for the County and Schools. It is important that
proper grants management occurs to prevent punitive measures for noncompliance and/or
the loss of grant funding that would then need to be supported by local dollars.
b)Activity 2: Grants Training
i)Provide training and assistance to grant administrators for the County and Schools.
(1)Properly trained grant administrators improve grant reporting and compliance, reducing the
likelihood of issues that would result in penalties against the County or Schools or the loss of
grant funding.
(4)Purchasing
a)Activity 1: Compliance with Federal, Virginia and Roanoke County Laws and/or Adopted Purchasing
Policies/Procedures
i)Review and establish written procedures for compliance with State of Virginia and County of
Roanoke Codes for Procurement and the disposition of Surplus property.
ii)Interpret and administer applicable Procurement laws and regulations.
iii)Administer Delegation of Authority for specific levels of purchasing with applicable departmental
employees.
(1)Purchasing is the centralized authority for the acquisition of materials, equipment and services
for the County, Schools (non-capital) and fiscal agencies. As such, the Division ensures
compliance with applicable laws through management of the County’s Purchasing Policies and
Procedures.
b)Activity 2: Provide Direct Procurement Functions and Processes
i)Prepare and manage the processes for Invitations for Bid, Requests for Proposals, and Request for
Quotations, for the purchase of goods, services, and construction. Functions include the
development of specifications, defining of terms and conditions requirements, and issuance of
solicitations and management of the vendor selection process for each.
ii)Issue Purchase Orders for goods and services to include subsequent approved change orders.
iii)Create and ratify contractual documents on behalf of Roanoke County and Roanoke County
Schools (non-capital).
(1)Purchasing administers the procurement process for all purchases in excess of $2,500 to
ensure sound fiscal, legal and ethical practices.
c)Activity 3: Contract Administration
i)Maintain central contract repository and provide contract administration for Roanoke County and
Roanoke County Schools.
ii)Strategically review contracts and specific commodities to provide guidance to Departments as to
determination of renewal or initiating the process of procuring goods/services for a new contract.
(1)Ensures that valid agreements are in force and establishes a systematic and strategic on-going
evaluation of value and service for County expenditures. Central management also provides a
mechanism to capitalize on synergies and economies of scale between Departments as well as
regionally, statewide and nationally.
d)Activity 4: Departmental Support
i)Provide continuous policy and procedures training for all County and School departments.
ii)Advise departments on purchasing issues.
iii)Provide comprehensive project management support for County capital projects.
iv)Identify and implement cost savings initiatives/procedures and utilization of best practice in
conjunction with each respective department.
(1)Provides the basis for professional and strategic procurement both departmentally and
cooperatively as a compliance resource and through pro-active engagement in the functions
and business processes of internal customers.
e)Activity 5: Purchasing Cards
i)Administer the Purchasing Card Program for Roanoke County and Roanoke County Schools and
perform a detailed monthly interface of purchasing card transactions into the Performance
Software system.
ii)Administers Sam’s Club cards for participating Departments.
(1)A centralized purchasing card program provides for the proper internal controls to minimize
the misuse of County funds. In addition, the County is able to maximize rebates through
leveraged purchasing.
f)Activity 6: Surplus/Courier Functions
i)Manage the disposition of surplus property.
(1)Purchasing oversight of surplus property sale and/or disposal provides for maximization of
both the useful life and residual value of County investments. Goods and materials are
processed through a platform that facilitates reallocation throughout the County and that cost
effectively markets to a large pool of surplus consumers.
ii)Provide courier service for daily delivery of external and internal mail/packages to County
departments, School Administration and fiscal agencies.
(1)The courier provides an efficient method for the necessary distribution of internal documents
and packages, collection and bulk mailing through the U.S. Postal Service and on-demand
courier service for special items.
(5)Accounts Payable
a)Activity 1: Vendor Payments
i)Review, enter and post voucher payment requests for all departments of Roanoke County,
Roanoke County Schools and fiscal agencies.
ii)Manage the weekly vendor check run process and prepare checks for mail distribution.
iii)Create new and maintain existing vendor files while complying with privacy issues and regulatory
requirements.
iv)Provide training and assistance to department users which utilize decentralized voucher entry.
(1)Roanoke County builds strong supplier relations and minimizes late payment costs by
processing timely payments.
(2)Roanoke County preserves the trust of its citizens and creditors by ensuring the accuracy and
authenticity of invoices and determining the compliance of financial transactions with
established policies and procedures.
b)Activity 2: Internal Revenue Service (IRS) compliance
i)Ensure possession of a complete and accurate IRS Form W9 for all vendors which the County pays
for goods and services.
ii)Provide all applicable vendors of Roanoke County, Roanoke County School and fiscal agencies an
accurate IRS Form 1099-MISC or 1099-S by January 31 each year.
(1)Compliance with IRS rules and regulations helps the County eliminate severe monetary
penalties and public scrutiny.
c)Activity 3: Electronic Document Imaging, Storage & Retrieval
i)Store and maintain all voucher payment requests and supporting documentation in electronic
format.
ii)Store and maintain all vendor information forms and IRS Form W9 in electronic format.
(1)The instantaneous retrieval of information reduces personnel handling and physical storage
costs.
(6)Payroll
a)Activity 1: Payroll and Payment processing
i) Provide biweekly payroll services for the County and related fiscal agencies for all active, part
time, and seasonal employees
ii)Provide semi-monthly payroll services for all active, part time, and seasonal employees of the
Roanoke County School System.
iii)Compile, format, and reconcile all payroll related deductions for payment processing to applicable
vendors
(1)Ensures compliance with federal and state regulations to provide appropriate and timely
payroll services to all County, Schools, and fiscal agencies.
b)Activity 2: Accounting, Reporting, and Document Storage
i)Monitor and record County, School, and fiscal agencies automated budget and journal entries as
related to payroll and benefits.
ii)Complete all Federal and State of Virginia reporting requirements including 941 reports, W2
reporting, Annual Census, Unemployment Compensation, and Workers Compensation
iii)Ensure payroll and benefit documentation including time sheets, deduction authorizations, etc. is
systematically organized, stored and easily retrieved.
(1)Provides sound financial management practices and ensures compliance with federal and state
regulations.
c)Activity 3: Benefit Administration and Functional Support
i)Administer three Virginia Retirement System (VRS) programs and associated reporting
requirements as mandated by the State.
ii)Administer deductions and payments for health and dental coverage, flexible spending, deferred
compensation program, life insurance, two short and long term disability, AFLAC, and RL Wood for
the County, Schools, and related fiscal agencies
iii)Provide professional payroll expertise as required on matters concerning payroll and benefits
including activities that involve the County Attorney’s office, subpoenas, workers compensation
claims, and other legal and financial proceedings
(1)Ensures compliance with VRS and IRS reporting requirements and benefit vendor agreements.
d)Activity 4: Payroll Software System
i)Implement upgrades, problem resolutions, and various table maintenance related to benefit
changes to the Payroll software system, and the coinciding hosting solutions which interface into
the Performance software.
(1)Maintaining and improving the payroll software systems are critical to ensure sound
principles of internal control, minimizing inefficiencies or redundancies, and timely and
accurate payroll processing.
ii)Provide training on the payroll software system to all County and School departments, and fiscal
agencies.
(1)Properly trained employees improve the integrity of data used by the public, the governing
body, and the County departments.
ProgramInventory
Department:GeneralServices
TotalCost
%ofBudget
1)Administration
78,204
1.14%
a)Activity 1 – Budget Administration
97,420
1.42%
b)Activity 2 – Planning, Policy and Practices
66,657
0.97%
c)Activity 3 – Staff Development
75,811
1.10%
d)Activity 4 – Revenue and Contractual Agreements
318,092
4.62%
Subtotal Administration
2)Solid Waste (part of Community Services)
3,117,383
45.29%
a)Activity 1 - Weekly Curbside Collection of Garbage
1,083,461
15.74%
b)Activity 2 – Bi-weekly Collection of Bulk and Brush
142,273
2.07%
c)Activity 3 – Physically Unable Service
148,713
2.16%
d)Activity 4 – Recycle Drop-off Locations
107,262
1.56%
e)Activity 5 – Payloader Service
f)Activity 6 – Facilitate Dumpster Service for Individually-
41,269
0.60%
owned Condominiums and Townhomes
g)Activity 7 – Non-Roanoke County Resident Garbage
5,102
0.07%
Collection Service
4,645,463
67.49%
Subtotal Solid Waste
3)Custodial Division
604,357
8.78%
a)Activity 1 – Custodial Services for County-owned buildings.
604,357
8.78%
Subtotal Custodial Division
4)Building Maintenance
a)Activity 1 – Maintain HVAC equipment for County-owned
535,431
7.78%
buildings.
b)Activity 2 – Maintain lighting and electrical systems for
359,743
5.23%
County-owned buildings.
c)Activity 3 – Maintain plumbing systems in County-owned
144,800
2.10%
buildings.
d)Activity 4 – Maintain exterior building features on County-
88,378
1.28%
owned buildings.
1,128,352
16.39%
Subtotal Building Maintenance
5)Welding Shop
37,884
0.55%
a)Activity 1 – Perform repairs to Solid Waste equipment.
50,239
0.73%
b)Activity 2 – Perform repairs to Parks equipment.
c)Activity 3 – Perform preventive maintenance on Parks
11,379
0.17%
equipment.
d)Activity 4 – Fabricate repair parts for Solid Waste
6,962
0.10%
equipment.
5,650
0.08%
e)Activity 5 – Miscellaneous welding repairs and fabrications.
112,114
1.63%
Subtotal Welding Shop
6)Environmental Management
14,574
0.21%
a)Activity 1 – Participation in ICLEI
28,485
0.41%
b)Activity 2 – Support RCCLEAR Committee
15,654
0.23%
c)Activity 3 – Energy conservation activities.
15,657
0.23%
d)Activity 4 – Environmental stewardship.
74,370
1.08%
Subtotal Environmental Management
6,882,747
100.00%
Total General Services Budget
ProgramInventoryFormGeneralServices
1)Administration
a)Activity1:BudgetAdministration
i)Prepare,expend,andreportontheannualdepartmentbudget;maintainaccuratefinancial
records
(1)Anessentialfunctionwhichisthefinancialbasisofalldepartmentalactivity.
b)Activity2ΑPlanning,PolicyandPractices
i)Formulate,review,approve,andimplementoperationalactivities;identifycapitalneedsand
managecapitalprojects;maintainfacilities.
(1)Anessentialfunctionthatsetsthedirectionforthedepartmentandensuresasafeand
accessibleenvironmentforcitizensandemployees.
c)Activity3ΑStaffDevelopment
i)Select,develop,andevaluatestaffaccordingtoestablishedstandardsandpractices.
(1)Anessentialfunctionthatensuresawelltrainedstaffisavailabletomaintainthebest
practices.
d)Activity4ΑRevenueandContractualAgreements
i)MaintainaccuratecustomerrecordsandcollectandaccountforfeesforthePayloaderprogram,
themonthlySolidWastebillingforpremiumandnonRoanokeCountycustomers,andvarious
leases;monitorand/ordevelopleaseagreementsforvariousCountyownedproperties.
(1)Thebilling,leaseagreements,andfeesfromthePayloaderarerevenueproducingactivities
thatinsomecasesoffsetthecostofoperatingthesaidactivity.
2)SolidWaste
a)Activity1ΑWeeklyCurbsideCollectionofGarbage
i)ProvideweeklyautomatedcurbsidecollectionofgarbagetoalleligibleCountyresidents.
healthandsafety.
(1)Providesanessentialservicerelatedtopublic
b)Activity2ΑBiweeklyCollectionofBulkandBrush
i)ProvideeveryotherweekcollectionoflimitedamountsofbulkandbrushtoalleligibleRoanoke
Countyresidents.
(1)AnessentialfunctionthathelpsmaintainthecleanlinessoftheCounty.
c)Activity3ΑPhysicallyUnableService
i)Providedoorcollectionofbaggedtrashforthosephysicallyunabletoplacetheircontainerstothe
street.
(1)Providesanessentialservicetoaportionofthecommunitythatwouldnototherwisereceive
it.
d)Activity4ΑRecycleDropOffLocations
i)ProvideaconvenientlocationforCountycitizenstobringtheirrecyclablematerial.
(1)ProvidesaservicethatisbeneficialtotheenvironmentandthatmanyCountyresidents
requestinamannerthatisbothequitableandefficient.
e)Activity5ΑPayloaderService
i)AservicethatallowsCountyresidentstorenta14foottrailerwhichisbroughttotheirresidence
andthenhauledawayafteritisfull.
(1)Providesarelativelycostefficientwayforresidentstodisposeoflargequantitiesoftrashor
yardwaste.
f)Activity6ΑFacilitateDumpsterServiceforIndividuallyownedCondominiumsandTownhomes
i)Facilitatedumpsterserviceforownersofcondominiumsandtownhomes.
(1)TheseresidentsarenoteligibletoreceiveCountyprovidedtrashserviceandthusastaxpayers
areeligibletobeincludedintheCountydumpstercontract.
g)Activity7ΑNonRoanokeCountyResidentGarbageCollectionService
i)Provideweeklycurbsidecollectionoftrashforafeetothoseresidentsresidingjustoutsidethe
/ƚǒƓƷǤƭboundary.
(1)Providesaservicetoresidentsresidinginjurisdictionsthatdonotprovidecurbsidecollections.
3)CustodialDivision
a)Activity1ΑCustodialServicesforCountyownedbuildings
i)Providenightlycleaning,includingtrashremoval,vacuuming,sweeping,anddusting.
(1)Thesetasksareessentialinprovidingacleanandhealthyworkingenvironment.
4)BuildingMaintenance
a)Activity1ΑMaintainHVACequipmentforCountyownedbuildings
i)Provideongoingmaintenanceandrepairsonheating,airconditioning,exhaust,andcontrol
systems.
(1)MaintainingtheseinfrastructuresystemsisrequiredfordailyoperationoftheCounty
facilities.
b)Activity2ΑMaintainlightingandelectricalsystemsforCountyownedbuildings
i)Provideongoingmaintenanceandrepairsoninteriorandexteriorlightingandelectricalsystems.
(1)MaintainingtheseinfrastructuresystemsisrequiredforthedailyoperationoftheCounty
facilities.
c)Activity3ΑMaintainplumbingsystemsinCountyownedbuildings
i)Provideongoingmaintenanceandrepairsonplumbingsystems,includingdomesticwater,hot
waterheaters,waterfountains,wellpumps,sewagepumps,watersofteners,andchlorinators.
(1)MaintainingtheseinfrastructuressystemsisrequiredforthedailyoperationofCounty
facilities.
d)Activity4ΑMaintainexteriorbuildingfeaturesonCountyownedbuildings
i)Provideongoingmaintenanceandrepairsonbuildingexteriors,includingroofs,gutters,windows,
doors,andsiding.
(1)Maintainingthebuildingexteriorsisrequiredforbothsecurityandtominimizethedamage
fromtheweatherandtheelements.
5)WeldingShop
a)Activity1ΑPerformrepairsonSolidWasteequipment
i)PerformmajorrepairsonSolidWastetruckbodies,booms,andarms.
(1)Keepstrucksoperationalsotheycanpickuptrashandatthesametimepreventsexpensive
outsourcing.
b)Activity2ΑPerformrepairstoParksequipment
i)PerformmajorrepairsonParkmaintenanceequipment.
(1)Keepsequipmentfunctioningandreducesdowntimesoparkscanbemaintained.
c)Activity3ΑPerformpreventivemaintenanceonParksequipment.
tenanceonParksequipment.
i)Performpreventivemain
(1)Virtuallyeliminatesdowntimeandoutsourcingwhilesavingtensofthousandsofdollarsa
year.
d)Activity4ΑFabricaterepairpartsforSolidWasteequipment
i)FabricatemajorbodypartsandaccessoriesforSolidWastevehicles.
(1)Savesthousandsofdollarsannuallyversusbuyingoriginalequipmentmanufacturerparts.
e)Activity5ΑMiscellaneousweldingrepairsandfabrications.
i)PerformavarietyofweldingrepairsandsteelfabricationprojectsforallCountydepartments.
(1)Providescustommetalequipmentandfabricationservicesthatsupportdepartment
operationsandarenotreadilyobtainedinthemarketplace.
6)EnvironmentalManagement
a)Activity1ΑParticipationinICLEI
i)ImplementtheICLEICitiesforClimateProtection(CCP)initiative,whichincludesdatagathering
andreportingfeatures.
(1)Reductionintargetedenergyusageresultsindollarssavedbenefitingthelocaleconomywhile
reducinggreenhousegasemissionsandairpollutions.
b)Activity2ΑSupportRCCLEARCommittee
i)Coordinateandprovideadministrativesupporttotheenergyconservationandeducationactivities
oftheBoardappointedICLEIcommitteeRCCLEAR.
(1)Disseminatesknowledgetothecommunityonhowtosaveenergyandmoneyaswellas
enhancehouseholdbudgetsandthelocaleconomy.
c)Activity3ΑEnergyconservationactivities
i)ImplementenergyconservationactivitiesforCountyfacilitiesandoperations.
(1)Reducedenergyconsumptionandfinancialsavings.
d)Activity4ΑEnvironmentalstewardship
i)PromoteenvironmentalstewardshipinCountyoperations.
(1)Providesleadershipandamodelforcitizens,businesses,andorganizationstoemulatewhile
activelypursuingacleaner,saferenvironmentintheRoanokeValley.
ProgramandActivityCostSummar
y
Department:HumanResources
TotalCost
%ofBudget
1)Coordinationoftherecruitmentandselectionprocessforopenpositions
andonboardingofhirestoensureequalopportunityemployment
51,694
i)Neogovrecruitmentsystem.6.76%
ii)LawsonHRsystemtoincludedataentryofemploymentchanges,class
88,944
11.63%
planmaintenanceandmanagementreporting.
iii)Laserfichesystem.Animagingsysteminwhichpaperdocumentsare
20,318
2.66%
scanned.
Weeklyemployeeorientationstoonboardnewhires,explainbenefit
iv)
33,899
4.43%
optionsandenrollmentprocedures,completerequiredpaperwork.
18,457
v)Monitorrecruitmentandturnover 2.41%
213,312
SubtotalProgram1 27.90%
2)Administrationofemployeebenefitsandcompensationiscriticalto
ensuretheCountyiscompetitivewiththemarket,programsarecosteffective
andalignedwiththe/ƚǒƓƷǤƭabilitytopayandtoensurethatCounty
practicesarecompliantwithlegalmandates.
Communicate,coordinateandassistemployeeswithbenefitrelated
i)
71,420
9.34%
questions,problemsandchanges.
51,688
ii)Research,review,implementationofbenefitplans.6.76%
iii)Conductsalarysurveysandjobanalysisforproperpositiononclass
30,645
4.01%
plan
153,752
SubtotalProgram2 20.11%
3)ManagingtheEmployeeRelationsofRoanokeCountytoensureandgrow
amanagementandstaffworkculturebasedonfairness,respect,cooperation
andproductivity.
i)Maintainingsubjectmatterexpertiseandtakeactiontoensure
60,451
compliancewithFederalStateandlocalemploymentlaws,Affirmative 7.91%
ActionandotherlegalcomplianceforRoanokeCounty
37,414
ii)DevelopmentandmanagementofHRPoliciesandPractices.4.89%
iii)Mediationandfacilitationinconflictresolutionand
30,202
3.95%
management/employeedisputes(grievances)
iv)Employeecommunicationofhumanresourcesissuesandfacilitating
45,076
5.90%
rewardsandrecognitionprogramsforemployees
v)Maintenanceandfacilitationoftheperformancemanagement
22,224
2.91%
program
195,368
SubtotalProgram3 25.55%
4)Responsibleforthecreationofacontinuouslearningenvironment,
organizationalandleadershipdevelopmentandemployeeskillstraining.
107,696
i.Partnershiptoandconsultationwithdepartmentmanagement 14.08%
ii.Educate,createandsustainaworkcultureandenvironmentthat
94,511
supportparticipativemanagement,collaborationandteamcooperationin 12.36%
RoanokeCounty.
202,207
SubtotalProgram4 26.44%
764,639
TotalHumanResourcesBudget 100.00%
Program Inventory Form – Human Resources
1)Coordination of the recruitment and selection process for open positions and onboarding of hires to
ensure equal opportunity employment
i)Neogov recruitment system.
(1)Benefit: A web-based system providing a user friendly and effective method for complete
management of the recruitment process from requisition, job posting, application submission
and selection process to a paperless method for storing recruitment documents.
ii)Lawson HR system to include data entry of employment changes, class plan maintenance and
management reporting.
(1)Benefit: The system feeds into payroll, maintains all employment history and provides source
of information.
iii)Laserfiche system. An imaging system in which paper documents are scanned.
(1)Benefit: Paperless system for maintenance of employee personnel files to comply with state
and federal requirements.
iv)Weekly employee orientations to onboard new hires, explain benefit options and enrollment
procedures, complete required paperwork.
(1)Benefit: Employees are aware of and enrolled in the benefit package provided by the county
and the county remains legally compliant
v)Monitor recruitment and turnover
(1)Benefit: To identify areas of potential concern positioning the County in a proactive, rather
than reactive stance.
2)Administration of employee benefits and compensation is critical to ensure the County is competitive
with the market, programs are cost effective and aligned with the County’s ability to pay and to ensure
that County practices are compliant with legal mandates.
i)Communicate, coordinate and assist employees with benefit related questions, problems and
changes.
(1)Benefit: Employees can access HR for assistance creating a level of support in the employees
work life in a complex benefit environment.
(2)Maintenance of records, proper premium payment, legal compliance.
ii)Research, review, implementation of benefit plans.
(1)Benefit: Market competitiveness
iii)Conduct salary surveys and job analysis for proper position on class plan
(1)Benefit: Market competitiveness and internal equity
3)Managing the Employee Relations of Roanoke County to ensure and grow a management and staff work
culture based on fairness, respect, cooperation and productivity.
i)Maintaining subject matter expertise and take action to ensure compliance with Federal State and
local employment laws, Affirmative Action and other legal compliance for Roanoke County
(1)Benefit: Compliance
ii)Development and management of HR Policies and Practices.
(1)Benefit: Ensures consistency across departments
iii)Mediation and facilitation in conflict resolution and management/employee disputes (grievances)
(1)Benefit: Compliance with state code and ensures productive and fair administration
iv)Employee communication of human resources issues and facilitating rewards and recognition
programs for employees
(1)Benefit: Informed and rewarded employees are more engaged and satisfied
v)Maintenance and facilitation of the performance management program
(1)Benefit: Supports and encourages employee and management efforts toward
county/department strategic goals
4)Responsible for the creation of a continuous learning environment, organizational and leadership
development and employee skills training.
a)Partnership to and consultation with department management
i)Benefit: Assist the department and the county to achieve goals and objectives.
b)Educate, create and sustain a work culture and environment that support participative management,
collaboration and team cooperation in Roanoke County.
i)Benefit: Quality services, innovative methods, efficiency and effectiveness, service delivery
ProgramandActivityCostSummary
Department:ManagementandBudget
TotalBudget
%ofBudget
1)Operatingbudgetplanning,development,implementationand
evaluation
a)StrategicPlanning:
34,626
11.87%
b)BudgetAllocationstoDepartments:
34,976
11.99%
c)BalanceBudgetEntryinPerformanceBudgetModule
36,616
12.55%
d)MonitorDepartmentalBudget
28,741
9.85%
SubtotalBudgetPlanning
134,959
46.27%
2)CapitalPlanning
a)Submission,ScheduleMeetings;Ranking;andPresent
8.06%
23,503
CommitteeProposaltoBoardofSupervisors
SubtotalCapitalPlanning
23,503
8.06%
3)Revenueprojections,updatesandtracking
a)Revenueprojections,updates,andtracking29,672
10.17%
SubtotalRevenueProjections
29,672
10.17%
4)DepartmentalConsultation
a)OngoingDepartmentalConsultation(atleastQuarterly)
13.30%
38,805
SubtotalDepartmentalConsultation
38,805
13.30%
5)Budgetaryreportingandcommunication
LegalAdvertisements
a)839
0.29%
b)BoardofSupervisorsWorkSessions
17,627
6.04%
c)CreationofDepartmentalPublications(AFP,DAR,Citizens
10.48%
30,555
Guide,CIP)
d)CaféandInternetWebsites
3,794
1.30%
SubtotalBudgetaryReporting
52,815
18.11%
6)Administration
TechnicalContactDuties
a)4,159
1.43%
b)AccountsPayables
3,544
1.22%
c)PurchaseCardReconciliation
4,209
1.44%
SubtotalAdministration
11,912
4.08%
291,666
TotalManagementandBudgetBudget
100.00%
Program Inventory – Management and Budget
1)Operating budget planning, development, implementation and evaluation
a)Strategic Planning
i)Development of a broad range view of county operations relative to community needs and a plan
of implementation to meet citizen service demands.
b)Budget Allocation to Departments
i)Distribution of budgetary dollars to departments at the line-item level. Includes personnel,
operating, and small capital.
c)Balance Budget Entry in Performance Budget Module
i)Detailed line item entry into the county’s financial system for the purposes of report generation
and compliance.
d)Monitor Departmental Budget
i)Routine monitoring of departmental expenditure budgets ensures that any potential funding
concerns can be addressed during the fiscal year.
2)Capital Planning
a)Submission, Schedule Meetings; Ranking; and Present Committee Proposal to Board of Supervisors
i)The county’s Capital Improvement Program is developed alongside the fiscal year budget and
provides a five-year outlook at capital project funding. Departments submit capital project
requests which are then presented to a citizen committee for evaluation and recommendations
are brought to the Board of Supervisors.
3)Revenue projections, updates and tracking
a)Revenue projections, updates and tracking
i)A continuous process that utilizes qualitative and quantitative projection techniques in estimating
available resources which strives to maximize accuracy and consistency, while maintaining a
conservative approach that ensures stable and reliable delivery of services.
4)Departmental Consultation
a)Ongoing Departmental Consultation (at least Quarterly)
i)Departmental consultation takes many forms throughout the fiscal year and can include making
budget transfers, answering questions, and providing ad-hoc analyses.
5)Budgetary reporting and communication
a)Legal Advertisements
i)Publishing advertisements regarding budget public hearings and the adoption of tax rates is a legal
mandate.
b)Board of Supervisors Work Sessions
i)Present budgetary information to the Board of Supervisors throughout the development cycle.
c)Creation of Departmental Publications (AFP, DAR, Citizens Guide, CIP)
i)The department publishes the Annual Fiscal Plan, Department Annual Report, Citizens Guide, and
Capital Improvement Program for public consumption.
d)Café and Internet Websites
i)Maintain both intra- and internet web portals for Management and Budget. This includes internal
communication regarding the budget process as well as informing the public of budget
developments and providing access to budget publications.
6)Administration
a)Technical Contact Duties
b)Accounts Payables
c)Purchase Card Reconciliation
ProgramandActivityCostSummary
Department:Treasurer
TotalCost
%ofBudget
1)FaceoftheCounty
323,522
a)LivecustomerServicepersonal 41.66%
323,522
SubtotalFaceoftheCounty 41.66%
2)RevenueReceiptReconciliationPostingandControls
291,089
a)Datareviewforaccuracyandbalancing 37.48%
291,089
SubtotalRevenueRecipt 37.48%
3)DelinquentCollectionPursuit
20,429
a)JudicialSales 2.63%
76,713
b)PersonalPropertypursuit 9.88%
97,142
SubtotalDelinquentCollectionPursuit 12.51%
4)Technologycollectionenhancements
51,134
a)Researchandimplementation 6.58%
13,725
b)Outsidecollectionretention 1.77%
64,860
SubtotalTechnologyCollectionEnhancements 8.35%
776,612
TotalTreasurerBudget
Program Inventory Form - Treasurer
1)Face of the County
a)Live customer Service personal
i)For warm citizen greeting, transaction processing, problem resolution, office redirection
(1)This allows our citizens to feel welcomed in their own facilities with personalized attention
(2) Does not encourage the lack of confidence many have toward their own government offices
2)Revenue Receipt Reconciliation Posting & Controls
A) Data review for accuracy and balancing
i)For periods ending, daily, monthly, yearly to insure all funds received are processed and offset
(1)Allow for personal review of all funds, to insure balances are accurate and reconciled
(2)Insure that all funds are reflected from our collection system into our general ledger
(3)Constant review of controls for proper money handling and processing integrity
3)Delinquent Collection Pursuit
a)Judicial Sales
i)Delinquent specialist who tracks individuals who are delinquent on Real Estate and pursues them
through other collection means to receive revenue
(1)Real Estate is roughly 51% of our budget revenue, delinquent s run about $3M per year
Identifying individuals and receipting funds prior to a sale lowers cost to the County and
Citizen while improving our available revenue
b)Personal Property pursuit
i)Secure a delinquent collection specialist who will work just on personal property and pursue
collection through distress warrants, treasurer liens, judgments
(1)Personal Property is 12% of our overall budget amounting to $21M per year, with delinquent
running at a much higher % then real estate. This intensive collection tool has no full time
staff member. Time sharing with Judicial sales staffer is not productive
4)Technology collection enhancements
a)Research and implementation
i)Specialized focus on the development and implementation of other collection tools to facilitate
faster and easier payment options for our citizens such as E-check, and online bill presentment to
remove manually intensive procedures that staff are involved in with our citizens
(1)Due to the lack of human resources to pursue delinquent collection problems, we want to
eliminate as many redundant processes to free staff up to do the harder collection work
b) Outside collection retention
rd
i)Retention of 3
party collection agent specializing in Government Treasury work to help with older
personal property bills which are more manually intensive
(1)Benefit to the County is someone who specializes in this pursuit with full staff. Costs are
shifted to the tax payer per statute. Will also result in cleaning up some assessment issues
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NOTE:Listedcostsareforbudgetdevelopmentandplanningpurposes
onlyandareconsideredestimates.Thesefiguresmaynotreflectall
changesthatoccurredthroughoutthebudgetdevelopmentprocessand
maynotmatchFY15proposedamounts.
PublicSafetyFunctionalBudgetTeam
ThePublicSafetyFunctionalBudgetTeamsupportsinternalandexternalcustomersthroughoutthe
County.ThePublicSafetyTeamstrivestobalancecitizenandemployeeneedswhileencouraging
empowermentinaccesstoinformationandservices.PublicSafetyTeamconsistsofthesedepartments:
CommonwealthAttorneyCommunicationsandInformationTechnology
Fire&RescuePolice
SheriffSocialServices
PublicSafetyGoalStatements
ToprotectthewelfareandsafetyofRoanokeCountycitizens,andallotherpersonswithin
RoanokeCountybyprovidingpubliceducation,code/lawenforcement,investigation,
correctionsandcourtsecurity.(PS1)
Preserve,protectandrestorefamilyandindividualstabilityandfosterselfreliance.(PS2)
Toreducethelossoflifeandpropertythroughemergencyresponseinanexpedientand
efficientmanner.(PS3)
Tobepreparedfornaturalandmanmadeemergenciesandchangingdemandsforservices
byprovidingeffectivetrainingandequipment,andapplyingprofessionalbusinesspractices.
(PS4)
Toacquireandmaintainprofessionalpublicsafetycertifications,standards,and/or
accreditations.(PS5)
PublicSafetyFunctionalBudgetTeam
Pub
licSafetyIssuesStatements
Operatingbudgetsatminimalfundingaftermultipleyearsofbudgetreductions
MultipleyearsofbudgetreductionshavedrivenķĻƦğƩƷƒĻƓƷƭoperatingbudgetsto
minimalandinsomecasesbelowminimalfunding.Itisbecomingincreasinglydifficult
toofferthelevelofservicestoourcitizensthattheyhavecometoexpectandtheBoard
wantsdelivered.Measurestoconservefundingarecontinuouslybeingexploredand
implemented.Giventhenatureofpublicsafetyservicesandthevarietyof
requirements/mandatesnecessaryinordertoprovideservicesfurtherreductionswill
impactservicelevels.
Staffingissues,Fulltimepositions,parttimeandovertimeconsiderationsformost
ents,andorganizationalstructure.
departm
RoanokeCountyhasalwaysprideditselfontheexcellentservicesweprovidetothe
citizensandvisitorsofourlocality.Inrecentyearsdrivenbytheeconomicdownturn
theCountyhasnotbeenabletoaddadditionalstafftomeetcurrentservicelevel
demands;furthermore,theFireandRescuedepartmenthasseenasignificantdecrease
involunteers.Eventhougheffortsarebeingmadetostretchcurrentresources,these
reductionsarenegativelyimpactingPublicSafety!ŭĻƓĭźĻƭabilitiestodeliverservices
efficientlyandcosteffectively.Asaresult,parttimeandovertimecostsarebeing
drivenupandsomecurrentorganizationalstructuresareunabletosupportthe
ƚƩŭğƓźǩğƷźƚƓƭservicedeliverygoals.
Ouremployeesareavitalpartofourorganizationanddirectlyresponsiblefordelivering
publicsafetyservicestoandforourcitizens.Neighboringjurisdictionssalarieshave
surpassedRoanokeCountywhichhascreatedchallengesforretentionofcurrent
employeesandtheabilitytoattractnewemployees.Employeeshiredinthelast15
yearsarenotmovingacrossthesalaryscaleresultinginsalarycompression.Inturnthis
isnegativelyaffectingemployeeretentionandsignificantlyimpactingourabilityto
attractqualifiednewemployees.Theissueofsalarycompressionandcompensationin
generalneedstobeaddressedevenifitmeanslimitingfundinginotherareas.
Training/education/developmentfunding
RoanokeCountyisnodifferentthanotherlocalgovernmentsoperatinginbadeconomic
times.Thefirstplacewelookistocutexpensesistraining.Whilethislineitemmaybe
optionalforsomedepartmentsPublicSafetyAgenciesarehighlydependentontraining
tomaintainrequiredcertificationsandprofessionalaccreditationsrequiredforthemto
deliverservicestoourcitizens.Inspiteofbestefforts,budgetreductionstothetraining
programsforPublicSafetyAgencieshaveadirectandmajorimpactonservicedelivery.
Equipment,capitalmaintenance,andtechnologyneeds
Capitalequipmentandmaintenancebudgetshavenotbeenfundedappropriatelyto
keepthevehicles,buildingsandotherequipmentmaintainedand/orreplacedina
mannerwhichwouldoptimizeservicedeliverytoourcitizens.Thebudgetreductionsof
thepastfewyearshaveonlyservedtoexacerbatethissituation.Departmentscontinue
tobeconsciousofbudgetrestraintsandtrytospendresponsiblyhoweversome
ontinueservices.
maintenance/replacementsarenecessarytoc
PublicSafetyFunctionalBudgetTeam
Technologycontinuestoplayaneverincreasingroleinservicedeliveryandsupport,so
toodoesitbecomeincreasinglydifficulttofundtheconstantreplacementandupgrade
oftechnologyequipmentandsoftware.Fromthestandardcomputer,toportable
devicesusedinvehicles,toelectronicvoiceloggersandradios,allthisequipmentand
softwaremustbekeptcompatiblewiththerapiddevelopmentoftechnologyadvances.
InPublicSafetyAgencies,theservicesdeliveredtothecitizensandeventhesafetyof
ourpersonnelisdependentontheexpedientdeliveryandexchangeofinformation
throughtechnology.
Fuelcosts
,arebeyondğƓǤƚƓĻƭcontrolandcontinuetobeunstable.
Fuelcosts,toincludediesel
Inaddition,increasesincallsforservicehaveincreasedthedemandforfuel.Thisis
creatingbudgetaryaswellasservicedeliveryproblemsforthosewhosebusiness
deliverymodelsarehighlydependentonvehicles,suchasPublicSafetyAgencies.
ProgramandActivityCostSummar
y
Department:CommonwealthAttorney
TotalCost
%ofBudget
1)PROSECUTECRIMINALANDTRAFFICCASES
a)STAFFATTORNEYSTOCOVERALLCOURTSESSIONS 46.84%
529,779
b)SECRETARIALSUPPORTFORATTORNEYS 16.81%
190,097
SubtotalProsecuteCriminalandTraffic 63.65%
719,876
2)MAINTAINL/La{wLDI{
a)UTILIZEVICTIM/WITNESSSTAFF 9.68%
109,522
b)VICTIMNOTIFICATIONOFINMATERELEASE/TRANSFER 1.13%
12,799
SubtotalMaintainVictimRights 10.82%
122,320
3)PROVIDELEGALGUIDANCE
a)SUPPORTTOLOCALLAWENFORCEMENT 13.05%
147,623
b)CITIZENSREFERRALS 12.48%
141,126
SubtotalProvideLegalGuidance 25.53%
288,750
1,130,946
TotalCommonwealthAttorneyBudget 100.00%
Program Inventory Form – Commonwealth’s Attorney
1)PROSECUTE CRIMINAL AND TRAFFIC CASES
a)STAFF ATTORNEYS TO COVER ALL COURT SESSIONS
i.Assign attorneys to both general district criminal and traffic court dockets, juvenile
district courts dockets, as well as all criminal circuit court proceedings.
1.Criminals are prosecuted pursuant to statute
2.Revenue is generated from the traffic docket
3.Vigorous prosecution should have a deterrent effect on future crime.
4.Provides someone to explain to victims/witnesses court process or procedure when
needed
b)SECRETARIAL SUPPORT FOR ATTORNEYS
i.Two secretaries have two attorneys each and one has three due to the ratio of seven
attorneys to three support staff. The secretaries perform many functions but primarily
are to aid the attorneys so they are ready for court and for trial. They pull files, prepare
jury instructions, orders, pleadings, type subpoenas, schedule cases, run CCRS/DMV’s,
pull police reports, and any other task the attorney needs for court.
1.These functions aid in the prosecution of cases which support A(I)(1)(2)(3)
2)MAINTAIN VICTIM’S RIGHT’S
a)UTILIZE VICTIM/WITNESS STAFF
i.Victim/Witness initiates contact on felony cases to explain court process and victim’s
roles, rights and responsibilities in the course of prosecution. Victims are required by
the Victim’s Rights Act to be notified of all hearings and in writing if so requested.
(1) Victims/witnesses of crime have a contact person when questions/concerns arise
(2) Victims/witnesses have an advocate in court to explain court rulings and process as it
occurs
(3) Victims/witnesses have someone to abate fears as they are called to testify
(4) Victims are able to make have victim/witness staff available if the attorneys are busy
on other case
b)VICTIM NOTIFICATION OF INMATE RELEASE/TRANSFER
i.Victims have the right to be notified of an inmate’s release from incarceration or any
change in status upon request.
1.Victim/Witness may complete notification request on behalf of the victim
2.Victim/Witness may provide notification information to the victim for him/her for
direct submission to the appropriate facility
3.Victim/Witness has cooperative agreements with the Sheriff’s department, the
Western Virginia Regional Jail, and the magistrate to ensure that victims are notified
of changes in inmates’ status
3)PROVIDE LEGAL GUIDANCE
a)SUPPORT TO LOCAL LAW ENFORCEMENT
i.Attorneys are available to provide legal guidance to law enforcement on state and local
levels. Attorneys also teach classes and perform mock trials for new recruits for training
purposes.
1.Aids police in performing their duties
2.Improves prosecution
3.Better serves the community
b)CITIZENS REFERRALS
i.Attorneys will avail themselves to citizens seeking advice on issues plaguing them. Often
times, people do not understand what options are available to them or what to do to
begin the process. Victim Witness also meets with citizens to explain what options are
available and what the overall court process is.
1.Citizens’ concerns are addressed efficiently and correctly
2.Crime is addressed appropriately
3.The citizens of Roanoke County have an elected official or his staff that is
approachable
4.The statute requires that felony offense be issued through a police officer or with
consult of a commonwealth attorney
ProgramandActivityCostSummary
Department:CommITCommunications
%of
TotalCost
Budget
1)Communications:
a)800MHzradiosystem250,273
7.44%
b)Microwaveandwirelesssystems97,863
2.91%
c)Pagingsystems67,388
2.00%
d)Publicsafetyvehicleinstallations180,101
5.35%
e)911Centersupport73,857
2.20%
f)BoardofSupervisorsandCountyAdministration
17,211
0.51%
Support
g)RegionalInitiativeSupport67,485
2.01%
SubtotalCommunications754,178
22.42%
2)EmergencyCommunicationsCenter
a)Receivingemergencycalls964,283
28.67%
b)Transmittingemergencycalls852,670
25.35%
c)LegalProcessin169,202
g
5.03%
d)SheriffOfficeSuppor101,911
t
3.03%
e)Afterhoursservicecalls137,863
4.10%
f)Trainin115,057
g
3.42%
g)CALE25,096
A
0.75%
h)SystemSupport243,452
7.24%
SubtotalEmergencyCommunicationsCente2,609,535
r
77.58%
TotalCommITBudget
3,363,713
100.00%
Program Inventory Form - Communications and Information Technology (CommIT)
Communications
1)Communications:
a)800MHz radio system
i)Install, repair, modify and maintain 800MHz radio system
(1)Maintenance and management of this critical system provides police, fire, and other County
users a reliable communication system and protects a multi-million dollar capital investment
b)Microwave and wireless systems
i)Maintain, install, and manage microwave sub-systems and wireless data links between County
buildings
(1)These systems traditionally provide the backbone for the radio communication system but
have been increasingly used to provide County buildings with a reliable, cost effective
alternative to commercial carriers.
c)Paging systems
i)Maintain seven-site Digital Paging System and pagers for the County Fire Department
(1)Paging provides a critical, cost effective, path for the rapid response of volunteer fire fighters
d)Public safety vehicle installations
i)Plan for and install all equipment in public safety vehicles including 800MHz radios, other
electronic equipment, Mobile Data Terminals (MDT), light bars and safety shields.
(1)In-house installation and maintenance of this equipment provides a substantial savings to
County departments and has proven to be much more reliable than local commercial
providers.
e)911 Center support
i)Install and maintain Dispatch Center equipment for Roanoke City and County.
(1)Local integration with other systems reduces wait time and keeps technology current in a cost
effective manner.
f)Board of Supervisors and County Administration Support
i)Maintain sound, video and voice recording systems for Board of Supervisors and Planning
Commission meetings.
(1)Allows County citizen immediate access through either live or recorded viewing of the Board of
Supervisors as they conduct County business.
g)Regional Initiative Support
i)Coordinate communication systems and plans for current and emerging technologies with public
safety partners.
(1)Utilizing the concepts of regionalization and capitalizing on the economies of scale is critically
important to moving forward with technology while keeping cost as low as possible.
2)Emergency Communications Center
a)Receiving emergency calls
i)The 24 hour primary point for the receipt, screening and routing of all emergency and non-
emergency calls for service (CFS). Communication Officers have access to Language Line Services
to assist non-English speaking callers, provide pre-arrival emergency medical instructions (EMD) to
callers in emergency situations, and help citizens with referrals for services provided by County,
State and Federal agencies
(1)These critical services provide citizens with the first point of entry into all of the emergency
services offered by the County of Roanoke.
b)Transmitting emergency calls
i)Provide 24-hour two way radio communications between responders in the field and the
Communications Center. Communication Officers maintain the national and state wide computer
database (National Crime Information Center – NCIC System and Virginia Crime Information
Network - VCIN System) for stolen articles, vehicles and firearms in support of the officers in the
field.
(1)Radio communications between first responders/first reactors ensures rapid response to
citizen while maintaining officer safety and accountability.
c)Legal Processing
i)Handles legal process requiring immediate attention that includes, but is not limited to: detention
orders, felony warrants, protective orders, Virginia Missing Children Information Clearinghouse
Reports, and Violent misdemeanors.
(1)Timely processing of court ordered activities is critical to community safety and effective
policing. The County Police currently do not have a 24 hours warrant processing center and the
911 Center fills the gap.
d)Sheriff Office Support
i)Provides communication support for the Sheriff’s Office process servers.
(1)Nationally Sheriff’s deputies have experienced an increase of violent responses against process
servers. Monitoring the communications of the deputies provides for their safety and meets
national accreditation standards.
(2)The Sheriff Office has approximately 53,280 calls for service annually, accounting for 3% of our
call volume.
e)After hours service calls
i)Takes after hours service call support for the Western Virginia Water Authority
(1)This fee for service agreement provides citizens access to report water/sewer issues during
periods when the Water Authority offices are closed.
f)Training
i)Responsible for all aspects of the 911 Center training program for new hires and current staff.
Must comply with all CALEA, state and federal standards for training, certification and
recertification.
(1)Provides high quality, efficient, timely and cost effective mandatory training to ECC staff.
Lowers training costs per person by eliminating the need to contract with outside vendors
g)Commission on Accreditation of Law Enforcement Agencies (CALEA)
i)CALEA is a non-profit, private corporation which offers law enforcement communications centers
the opportunity to participate in voluntary, triennial assessments of adherence to 200+
professional standards, regarding policies and procedures for all aspects of public safety
communication center operations.
(1)Being CALEA accredited provides an acceptable national standard for efficiently using
resources, improving service delivery, strengthening existing procedures and places the
County in a much better position to protect itself against legal actions stemming from
handling of 911 emergency calls.
h)System Support
i)Provide first line troubleshooting, technical, operational and administrative support for hardware
and software used by the ECC in delivery of emergency response services to the citizens.
(1)Lowers support cost and down time by having in-house staff troubleshooting and supporting
ECC hardware/software. There by improving emergency services delivery to citizens.
ProgramandActivityCostSummary
Department:FireandRescue
TotalCost
%ofBudget
1)Administration
a)Leadership/Management 1.93%
264,751
b)Budget 2.49%
342,117
c)HumanResources 0.76%
104,828
d)RegionalCooperation 1.78%
244,273
e)CommunityServices 0.21%
28,845
f)InformationTechnology 0.85%
116,526
8.02%
1,101,339
2)Fire&EMSServices
a)Leadership/CoordinationFire 14.71%
2,020,359
b)EmergencyResponse 27.12%
3,724,677
c)PreEmergencyPreparedness 39.09%
5,369,438
11,114,474
Support
3)
a)Leadership/CoordinationSupport 1.58%
217,380
b)CommunityRiskReduction 2.26%
310,348
c)FacilityandVehicleMaintenance 5.00%
686,236
d)FireandEMSTraining 1.32%
181,158
10.16%
1,395,123
4)HomelandSecurity
a)Leadership/Coordination 0.59%
80,844
b)EmergencyPlanning 0.15%
19,933
c)Training&Exercises 0.07%
9,797
d)EmergencyResponse 0.06%
7,797
e)RecordKeeping 0.05%
6,869
0.91%
125,240
TotalFireandRescueBudget 100.00%
13,736,175
Program Inventory Form - Fire and Rescue
1)Administration
a)Leadership/Management
i)Provide oversight of all department activities, develop a vision, and move the department toward a
successful future by making decisions that ensure quality services to the citizens, safety to personnel, and
maximize resources
(1)It is imperative that the department leaders exercise their decision making skills and expertise to set
departmental goals and implement strategies that move the department toward those goals in a safe
manner for the benefit of the citizens.
b)Budget
i)Provide financial services for the department such as budget development, grant management, ambulance
transport fees, procurement procedures in accordance with County policy, and accounts payable/receivable
processing in order to facilitate the efficient operations of the department.
(1)Promotes efficient and effective service delivery to promote public safety.
c)Human Resources
i)Provide payroll management, volunteer management, recruitment and employment processes, workers
compensation processes, and implement safety measures for department staff to ensure that all safety and
health requirements meet federal and state mandates.
(1)Managing of all the above human resource programs related to career and volunteer personnel results
in efficient operations for the department and in addition reduces injuries, lost work time and
decreases risks for fire and ems personnel while providing effective services to the citizens.
d)Regional Cooperation
i)Continue to work with our regional partners in the valley to improve or expand services where possible.
(1)The regional cooperative efforts allow the department to share resources with other localities that
result in more expedient response times to the citizens and cost savings to the County.
e)Community Services
i)Provide public information updates to the citizens by news releases, articles, marketing, and events
(1)Information released to the citizens during an emergency event is vital to ensure all are aware of any
danger and any actions that should be taken to remain safe. Other releases to the citizens may be to
provide information on everyday safety tips that may reduce potential risks and promote citizen safety
from all hazards.
f)Information Technology
i)Manage and support infrastructure that enables network access, radio communications, wireless
connectivity, statistical reporting in addition to the physical inventory of over 140 computers (desktop and
mobile) and specialty fire and rescue software located throughout the County at fire and rescue facilities.
(1)It is critical to ensure continued communications for responders throughout an emergency to include
alerting of personnel via the 911 center and radio coverage between field units and the emergency
communication center. Network connectivity is also critical to meet reporting guidelines, Federal and
State mandates such as HIPAA. Wireless connectivity in the stations is also critical to sync call reports
with servers that provide the storage of electronic documentation. Computers play a critical role in
today’s operations with the advent of mobile technology. Electronic records and reporting are essential
to ensure that information can be securely submitted to hospitals for proficient patient care and to the
State for compliance.
2)Fire & EMS Services
a)Leadership/Coordination
i)Provide oversight and direction to all field personnel and operations within the fire-EMS system resulting in
proficiency and effectiveness while ensuring all federal, state and County requirements/guidelines are met.
(1)Operations and all field personnel are directly responsible to providing professional and expedient
services to the citizens. Managing these human and physical resources in the most efficient manner is
critical to a successful fire and rescue system.
b)Emergency Response
i)Provide professional, expedient response services with proficiency and effectiveness including emergency
incidents, non-emergency calls for service, specialty responses, and special event services.
(1)This will ensure the protection of life and property through fire suppression, EMS, heavy tactical rescue,
hazardous materials, wildland firefighting, search/rescue, police support, and public event stand-by
services.
c)Pre-Emergency Preparedness
i)Perform pre-incident surveys of facilities that indicate particular hazards and precautions in addition to
locations of firefighting connections and attack plans.
(1)Performing these surveys in advance of an incident will provide the responders with the opportunity to
familiarize themselves with the facility and form a plan of attack should an incident occur while alerting
them to any specific dangers that might impede their success.
3)Support
a)Leadership/Coordination
i)Provide oversight and direction for all support activities that ensure the department is at a constant state of
readiness.
(1)Management for these support functions is critical to keeping buildings, apparatus, equipment and
personnel prepared and ready to respond in the event of an emergency.
b)Community Risk Reduction
i)Provide information and activities that serve and educate the community on fire and life safety risks and
ensure safety to citizens and departmental personnel by conducting fire investigations, fire inspections,
reviewing site plans, and issuing required permits
(1)It is critical to the safety of citizens and responding personnel to perform inspections, review site plans,
issue permits, and conduct investigations if an incident does occur. Public education has been proven
to reduce the number of incidents and improve community safety.
c)Facility and Vehicle Maintenance
i)Coordinate maintenance activities for all department vehicles and stations including purchase replacements,
preventive and corrective maintenance
(1)Routine maintenance is critical to the life of any facility or vehicle and all maintenance schedules must
be met to prolong the useful life. In addition, replacement schedules are formulated to plan for the
purchase of new once the useful life has expired.
d)Fire and EMS Training
i.Manage and oversee the Roanoke Valley Regional Fire/EMS Training Center, coordinating all fire, EMS,
specialized training requirements, and activities for all career and volunteer personnel
(1)The cost sharing and regional partnership benefits of the Roanoke Valley Regional Fire/EMS Training
Center have been evident since it was established in 2000. Training is critical to ensure that career and
volunteer personnel are trained to provide proficient fire and EMS services to the citizens while also
meeting federal and state requirements and County guidelines.
4)Homeland Security
a)Leadership/Coordination
i)Provide oversight and coordination with other County departments and outside agencies to ensure the
County maintains a state of readiness
(1)It is critical to prepare for all hazard responses given the potential for natural or man-made disasters
within the County.
b)Emergency Planning
i)Maintain and update the County’s Emergency Operations Plan (EOP)
(1)Revisions to update the EOP with the National Incident Management System (NIMS) changes and re-
adoption of the EOP by the Board of Supervisors every three years are required to remain compliant
with Federal and State mandates. Non-compliance will negate any opportunity to receive certain grant
funding.
c)Training & Exercises
i)Coordinate/Participate in required training and disaster drills
(1)Classes and drills, both tabletop and live, are required to maintain a state of readiness and compliance
with Federal and State mandates. Practicing the skills and organization necessary to effectively
respond to large scale natural or man-made disasters is critical to a successful outcome.
d)Emergency Response
i)Serve as the County Emergency Management Coordinator and lead the response to a large scale natural or
man-made disaster in the County using the Incident Command System by implementing procedures
developed and practiced in training/drills.
(1)Being prepared for such a large scale event is critical should the unthinkable occur. The department
and the County will respond protecting life over property and minimizing the impact to the County and
its citizens.
e)Record Keeping
i)Keep detailed and accurate records of financial and personnel records during any disaster.
(1)In some cases where a statewide or nationwide emergency is declared the County may be entitled to
reimbursement for damages, response costs, and personnel costs. Accurate records are required for
submission of these reimbursement funds.
ProgramandActivityCostSummary
Department:Police
TotalBudget
%ofBudget
1.PatrolOperations
UniformPatrol
6,199,326
54.60%
CommunityPolicingCoordinatorandInitiatives
95,152
0.84%
SubtotalPatrolOperations
6,294,478
55.44%
2.CriminalInvestigations
General,Fraud,SpecialInvestigationsandViceDetectives
1,715,727
15.11%
SubtotalCriminalInvestigations
1,715,727
15.11%
3.OperationsSupport
SchoolResourceOfficers
579,519
5.10%
TrafficOfficers
285,557
2.52%
CommunityServiceOfficers
705,626
6.21%
SubtotalOperationsSupport
1,570,702
13.83%
4.Administration
ChiefofPolice
312,425
2.75%
AssistantChiefsofPolice
226,145
1.99%
SubtotalAdministration
538,570
4.74%
5.AdministrativeReport
CrimeAnalyst
500
0.00%
RecordsStaffandTechnicians
347,093
3.06%
Warrants/LegalProcess
144,887
1.28%
ProfessionalStandardsUnit
241,570
2.13%
PropertyandEvidence
157,322
1.39%
SubtotalAdministrativeReport
891,371
7.85%
6.RoanokeCountyCriminalJusticAcademy
LawEnforcementBasicTraining
265,991
2.34%
Inservice
52,500
0.46%
Firearms
24,624
0.22%
SubtotalCriminalJusticeAcademy
343,115
3.02%
11,353,962
TotalPoliceBudget
100.00%
Program Inventory Form - Police Department
The mission of the Roanoke County Police Department is “…… to unite with our evolving community to provide
professional and pro-active police services to maintain a safe environment.” The Department has identified 6
programs that are used to support this mission. Each program provides direct service to the community
and/or a critical support service. The program areas are:
1 Patrol Operations
Uniform Patrol
Community Policing Coordinator and Initiatives
2 Criminal Investigations
General, Fraud, Special Investigations and Vice Detectives
3 Operations Support
School Resource Officers
Traffic Officers
Community Service Officers
4 Administration
Chief of Police
Assistant Chiefs of Police
5 Administrative Support
Crime Analyst
Records Staff and Technicians
Warrants / Legal Process
Professional Standards Unit
Property and Evidence
6 Roanoke County Criminal Justice Academy
Law Enforcement Basic Training
In-Service Training
Firearms Range
1)Patrol Operations – The function of Patrol Operations is to respond to calls for service; investigate criminal
offenses, traffic crashes and violations; actively engage in efforts to enhance safety within the community
and upon the highways and strengthen the quality of life within the community through proactive
outreach. Patrol Operations has adopted the DDACTS model to strengthen safety within the community.
Activity 1: Respond to Calls for Service:
Patrol Officers respond to citizens calls on a daily basis. Many of these calls entail imminent
threats to the safety of persons and/or of property. An efficient and effective deployment of
resources based upon empirical information is essential in effectively managing these time
sensitive events.
This is an essential function which requires a timely, effective and efficient response and can
only be delivered by a sworn law enforcement officer.
Adequate patrol coverage must be maintained to ensure reasonable response to service
demand and provide for safe officer response.
These activities are required by both Code of Virginia (§15.2-1704) and the Roanoke County
Code (§16.2).
Activity 2: Investigate Criminal and Traffic Offenses, Collect evidence, Interview witnesses and
suspects, Testify in Court proceedings.
Officers respond to, investigate and manage criminal and traffic offenses. Officers must accurately
and effectively address the violations discovered in those investigations. To accomplish that
expectation, they must be proficient in an array of tasks: interviewing, evidence collection and
processing, knowledge and proper application of Federal and State and Local laws and ordinances,
and contemporary business practices.
The Police Department is required by Code of Virginia and Roanoke County Code to respond
to, investigate and manage criminal and traffic offenses.
Investigation of criminal/traffic offenses requires a sworn law enforcement officer.
Effective investigations are necessary to successfully resolve incidents, prosecute charges
against violators, and maintain public safety.
Activity 3: Enhance Community Safety – Neighborhoods and Highways:
When not engaged in other activities, officers are expected to make a proactive effort to have a
visible presence in areas that have identifiable problems. In addition to being visible in the area,
officers are expected to take enhanced enforcement efforts as well as partner with local
stakeholders to develop strategies to mitigate the identified problems.
This important activity ensures residents are afforded peace of mind in their communities and
is aligned with contemporary business practices and models for law enforcement.
High visibility enforcement and problem solving has been proven to reduce the incidence of
crime and traffic violations thereby improving public safety.
Activity 4: Conduct High Risk Operations (Barricaded Subjects, Warrant Service, Canine Operations)
When the severity of an incident exceeds the customary resources available to patrol operations,
specially trained officers with enhanced equipment and resources are deployed to mitigate these
significant threats to public safety.
The benefits of this activity include enhanced safety of the public and police officers. This is
accomplished through advanced training and tactics as well as equipping responding officers
with heightened levels of safety equipment.
This is an essential activity which, in part, is required throughout Tile 19.2 of the Code of
Virginia.
It is imperative that the Police Department is prepared to respond to critical incidents.
Activity 5: Community Policing Strategies:
The Community Policing Coordinator is responsible for establishing liaisons with neighborhood and
business watch groups, offering support to contractors and builders through Crime Prevention
through Environmental Design and fostering a strong relationship between the Department and
community. These efforts are supported by the participation of patrol personnel.
This important activity promotes responsiveness to community needs and concerns as well as
a positive relationship between police and community.
The benefits of this community policing strategy include strengthened partnerships with
community leaders; enhanced communications regarding criminal or activities of interest in an
area; breeding familiarity between officers and residents; and when effective, improving the
safety of the community.
2)Criminal Investigations – The function of Criminal Investigations is to investigate significant
crimes/incidents within the County; identify and arrest violators and successfully aid in the prosecution of
those violators.
Activity 1: Investigation of Criminal Offenses:
Criminal offenses threaten community safety and must be investigated by thorough, competent and
professional staff. Activities include identifying and arresting violators and completing the necessary
steps to ensure a successful prosecution is accomplished.
This is an essential task performed by the Police Department, which is mandated by the Code
of Virginia.
The investigative function and the placement of criminal charges requires a sworn police
officer.
The benefit to citizens is a safer community, a reduced chance for subsequent offenses and
reduction in the loss of life and property.
The results of this activity must be reported to the State of Virginia and the Federal Bureau of
Investigations.
Activity 2: Crime Scene Processing and Evidence Collection:
An essential tool in successfully conducting a proper criminal investigation is the identification,
collection, preservation and processing of crime scene evidence. Methods and resources needed to
accomplish evidence collection are constantly evolving and practices are both mandated and defined
by Federal, State and Local laws and Court cases.
This is an essential function that leads to successful prosecution of criminal offenders.
Practices related to this activity are mandated and/or regulated by laws and court decisions.
The benefit to citizens is a safer community, a reduced chance for subsequent offenses and
reduction in the loss of life and property.
Activity 3: Investigate the possession, sale and distribution of illegal drugs:
Detectives assigned to Vice are responsible for the investigation of significant drug crimes in Roanoke
County.
This is an essential function aimed at reducing the level of illegal drug activity and prosecuting
those who engage in drug distribution.
There is overwhelming evidence which links a great percentage of criminal activity to persons
addicted to illegal substances. Communities would be much safer and secure if efforts to
reduce the drug epidemic were successful.
3)Operations Support – The purpose of this function is to provide support to the Patrol Operations program
by tailoring police efforts to a specific topical area and/or location/activity. Using the Data Driven
Approaches to Crime and Traffic Safety model the Department can increase the overall safety of the
community.
Activity 1: Investigate criminal/traffic offenses on school campuses and provide educational services
to students. School Resource Officers are an important activity and provide both investigative and
enforcement services within the school environment. Their visible presence and proactive outreach is
crafted to minimize disruptions and enhance safety. Officers deliver classes and educate students and
staff in various matters to enhance overall safety and the understanding of the criminal justice system.
The benefit of having School Resources Officers within the schools is an increased level of
safety and security.
School Resource Officers, when conducting investigations, are doing so as a result of legal
mandates established by the Code of Virginia.
Activity 2: Provide a safe and orderly environment for the motoring public:
Investigating serious traffic crashes requires officers be fully trained in crash investigation and
reconstruction. A traffic crash resulting in a loss of a life or loss or serious injury must be followed by a
comprehensive investigation to insure accountability is attached to the appropriate party.
The Police Department is required to submit reports of traffic crashes to the State of Virginia.
The placement of traffic charges resulting from crashes requires a sworn police officer.
The community benefits from the service by having responsible parties to crashes identified
and held accountable for their actions.
A significant value is realized by insurance companies who rely heavily upon this function to
define responses within their arenas.
Accurate crash statistics help to identify and address areas which have a higher frequency of
violations
This is an essential function that requires sworn police officers.
The Police Department responds to numerous complaints of traffic violations from the
community.
Traffic crashes resulting from traffic violations are responsible for a significant level of personal
injury and millions of dollars in property loss.
Community safety is enhanced when officers recognize problem areas and take proactive
steps to mitigate those identified problems.
Activity 3: Animal Control Functions:
Animal Control Officers (Community Service Officers) are required to investigate and manage
complaints associated with animal ordinance violations and cruelty complaints.
This essential activity, the handling all matters related to domestic animals within the County
of Roanoke, is established both within the Code of Virginia and Roanoke County Code.
Communities recognize the benefits of this function when: peace and tranquility is restored
through the abatement of animal nuisances, the mistreatment of animals is corrected through
intervention or enforcement and problematic feral colonies are removed.
Health issues are enhanced through proper management of animal issues and a reduction in
potential rabies exposures.
4)Administration – The purpose of this program is to provide the management and leadership functions of
the organization.
Activity 1: Organizational Structure, Direction, Strategic Planning, Policy Development, Internal
Affairs:
The Department’s mission and vision are charted by the Chief of Police and carried out by the
Assistant Chiefs of Operations and Administration.
These essential functions must be tailored to be effective tools to enhance the quality of life in
the community while remaining sensitive to constituents.
The community benefits when the police department is responsive to their needs and
proactive in ensuring the safest possible community exists.
This process will be identified by our strategic plan.
Activity 2: Budget Development and Monitoring:
The preparations and implementation of the Police Department budget is the responsibility of this
program.
The essential task of planning and managing fiscal activities is critical to an effective operation.
The community is best served by an agency that operates within established fiscal boundaries.
5)Administrative Support – The purpose of this program is to provide the legally mandated infrastructure
support to the agency’s operational programs. These activities are required to support the operations of
the Police Department.
Activity 1: Crime Analyst:
The crime analyst‘s role is to support police officers and administrators through analysis and
presentation of information.
The analyst uses New World Records Systems, ArcGIS, Analyst’s Notebook, Social Media sites,
and other software specifically designed for retrieving and analyzing data.
The information gathered from this data is then disseminated to those who may benefit from
it using email or the Police Message Board.
The analyst keeps track of daily activity performed by the officers for DDACTS, and this
information is used to generate a progress report. Link charts containing information about
offenders living in the hot spots are available on message board. These charts allow officers to
see connections they might not otherwise have seen and identify repeat offenders.
Activity 2: Process, record, disseminate and protect agency records/reports:
Records personnel collect, compile, and disseminate information related to calls for service,
crimes, traffic crashes, and agency activity.
The Code of Virginia (§15.2-1722) and Article IV of the Roanoke County Code requires the
agency to maintain an array of records in accordance to legislative mandates and vests the
Chief of Police as being responsible for ensuring such activities occur.
The community should expect the Department to satisfy required state mandates. Doing so
affords the community a documented resource which aids in a variety of venues.
Activity 3: Receive, log, disseminate legal process (arrest warrants, court orders, capiases, etc.)
Records personnel handle all aspects of legal process for the Police Department.
The receipt, processing and management of legal process generated by the Courts is
mandated by the Code of Virginia (Title 19.2)as well as Court cases and regulations established
for the Virginia Criminal Information Network and administered by the Virginia State Police.
The prompt and efficient handling of all legal process is intended to strengthen the safety of
the community by swiftly addressing those individuals identified in the legal process.
Activity 4: Develop policy, procedures, programs and an environment which conforms to
contemporary and effective law enforcement practices and standards:
The Police Department works to ensure its policy and the delivery of services is aligned with the
“best practices” from the industry. With a focus towards effective and efficient; policy, programs
and personnel are measured against these standards as an ongoing means of self-improvement.
This is an essential task that ensures agency practices/procedures are safe, effective, and
conform to relevant laws/regulations.
Internal inquiry/investigation is essential to ensure conformance to policy/procedures and
ensure personnel accountability.
Failure to maintain appropriate standards/policies results in civil liability for the County.
An organization with a clearly defined mission which is supported by hearty policy and
procedure offers an enhanced confidence to the community through superior delivery of
services.
Activity 5: Recruit and select suitable applicants for all agency openings:
Internal staff are used to conduct screening and selection processes and in doing so, afford the
agency with a well vetted candidate for hire.
The recruitment and selection of quality police applicants is an essential function performed
by the agency and must conform to a variety of legal requirements.
The demand for applicants and new hires has remained consistent for several years.
The benefit to the community is a strong, responsive, capable and well trained workforce that
is able to satisfy the needs of their community.
Activity 6: Store, protect and manage all agency owned property and evidence:
The Police Department is responsible for the proper storage of all property in its custody.
Rules of Evidence established by numerous Federal and State court rulings dictate the
Department maintain, in a legally acceptable process, physical evidence used in criminal
proceedings.
Failure to ensure an indisputable chain of custody compromises the integrity of an
investigation and subsequent court proceedings.
The benefit to the community is an enhanced confidence in their law enforcement provider
through the adherence to proper property and evidence procedures.
6)Roanoke County Criminal Justice Academy – The purpose of this program is to provide basic, in-service
and career enhancing training and educational programs to sworn officers and jailors:
Activity 1: Organize, prepare and deliver basic law enforcement and jailor instruction to new recruits.
The training of new officers/jailors must comply with Virginia Department of Criminal Justice
Services (DCJS) mandates and regulations.
The Academy provides service to the Roanoke County Sheriff’s Office and the Western Virginia
Regional Jail.
Properly trained and competent officers are essential to ensure the community benefits in the
proper and professional delivery of law enforcement services.
Activity 2: Provide ongoing in-service training and specialized training to satisfy DCJS mandates and
staff development. Virginia requires law enforcement officers receive periodic training to maintain
their sworn certifications. A function of the training academy is to develop, provide and document the
training needed to satisfy established state mandates. In addition, these programs are designed to
enhance the skill, knowledge and abilities for incumbent officers.
In order to maintain certification, sworn personnel must comply with DCJS in-service training
mandates.
The development of advanced skills requires the provision of specialized training.
The ongoing in-service training benefits the communities by ensuring first responders are
properly equipped and well educated to perform the essential tasks.
ProgramandActivityCostSummary
Department:Sherif
f
1.AdministrationTotalCost
%ofBudget
a.Management534,512 8.27%
b.BudgetAdministration94,203 1.46%
c.OperationalPlanning,Policies,ProceduresandPractices180,507 2.79%
d.RevenueandContractualAgreements128,919 1.99%
e.CommunityAwarenessandCitizenSupport.74,568 1.15%
SubtotalAdministration1,012,708 15.67%
2.JailDivision
a.JailSecurityOperations2,759,748 42.70%
b.JailProgramsandVolunteerServices51,162 0.79%
c.MedicalandMentalHealthServices603,584 9.34%
d.FoodServices20,633 0.32%
e.AlternativeInmatePrograms158,569 2.45%
f.JailMaintenanceandSanitation204,003 3.16%
g.InmateRecords113,425 1.75%
h.CommunityWorkProgram51,628 0.80%
SubtotalJailDivision3,962,753 61.31%
3.CourtServicesDivision
a.CourtServiceOperations875,414 13.54%
b.GeneralDistrictCourt(CostIncludedinCourtSvc.Operations)0.00%
c.CircuitCourt(CostIncludedinCourtSvc.Operations)0.00%
d.JuvenileandDomestic(CostIncludedinCourtSvc.Operations)0.00%
e.SecurityCheckpoints149,096 2.31%
f.CivilProcess239,093 3.70%
g.ProfessionalStandardsUnit37,117 0.57%
h.StaffTrainingProgram135,550 2.10%
i.HiringandSelection51,755 0.80%
SubtotalCourtServicesDivision1,488,025 23.02%
6,463,486
TotalSheriffBudget 100.00%
Program Inventory Form - Sheriff
1. Administration
a.Activity 1: Management
i)Provide direct administrative support services including operational
management, leadership, personnel management, fiscal operations, payroll
functions; attend mandated training.
1.An essential function relating to the core of Sheriff’s Office operations to
facilitate efficient and effective management of the Sheriff’s Office.
b.Activity 2: Budget Administration
i)Formulate, review, approve and maintain the annual departmental budgets;
maintain accurate financial records; provide audited data to state, Federal, local
agencies and citizens.
1.An essential function which is the financial basis of all departmental
activities.
c.Activity 3: Operational Planning, Policies, Procedures and Practices
i)Formulate, review, approve, and implement Sheriff Office operational activities;
identify capital needs and manage capital projects; maintain facilities; provide a
safe and secure jail and courthouse operation to ensure the safety of citizens.
1.An essential function that forms the direction of the Sheriff’s Office and
insures a safe environment for users of the court and jail systems.
d.Activity 4: Revenue and Contractual Agreements
i)Plan, request, negotiate, manage and account for state and local revenues.
1.An essential function that offsets local costs for the financial operation of
the Sheriff’s Office.
e.Activity 5: Community Awareness and Citizen Support.
i)Interact with other criminal justice agencies in identifying current issues to
promote effective law enforcement; participate as a member of community
service boards; participate as a member of the Regional Jail Authority;
participate in community events; attend community meetings; attend job fairs;
participate in community fund raising events.
1.An important activity to facilitate effective law enforcement, assist in the
development of community criminal justice programs which may help affect
the outcome of court decisions and promote citizen support.
Program Inventory
Page #2
2. Jail Division
a. Activity 1: Jail Security Operations
i) Provide protection to the citizens of Roanoke County through the secure and
orderly operation of the jail facility; receive, process, classify and detain
sentenced and pre-trial offenders; conduct periodic security checks and conduct
formal inmate counts; fingerprint and photograph offenders; search offenders;
receive property and monies and issue receipts; manage mandated inmate jail
programs including medical and mental health care, food service and
educational programs; create and manage inmate records and court
documents; compute sentences; provide jail maintenance and sanitation;
comply with National and state mandated and professionally recognized
standards; transport inmates to and from other jails and correctional
institutions for court hearings; transport inmates to the Department of
Corrections; conduct inmate visitation with friends, family, attorneys, and other
professional visitors; monitor the jail security by a video security system;
respond to emergencies; provide fingerprinting services to citizens; attend
mandated training.
1. An essential function mandated by Board of Corrections Minimum
Standards, Federal Law Mandates American Correctional Association
standards, Virginia Code Sections 53.1-68, 53.1-116.2 and 53.1-126. The
jail provides protection for citizens by keeping the offender removed
from the community and by operating a constitutionally sound facility,
which reduces liability associated to civil actions.
b. Activity 2: Jail Programs and Volunteer Services
i) Screen, recruit, train and manage approximately 29 citizen program volunteers;
schedule and manage religious, individual and group counseling, substance
abuse, crisis intervention and educational programs; assess inmate needs and
risks and assign appropriate custody levels; provide inmates orientation to jail
rules, regulations and activities; review housing assignments; conduct
disciplinary hearings, answer appeals and inmate grievances; assign, orientate
and train inmate workers; maintain records and reports; provide inmates access
to recreation on a daily basis; operate jail library to provide inmates access to
religious, legal, and recreational reading materials; operate a
canteen/commission for inmates; respond to emergencies; attend training.
1. An essential program mandated by the Board of Corrections Minimum
Standards, Federal Law Mandates, American Correctional Association
Standards. These mandated services reduce lawsuits and other costs to
county and support the goal of reducing crime and returning inmates to
the community as law abiding citizens.
c. Activity 3: Medical and Mental Health Services
i) Provide an appropriate medical, mental health and dental services to inmates as
determined by the jail physician; conduct medical intake screenings, dental
screenings and inmate health appraisals; provide access to emergency medical
care 24 hours per day; provide emergency crisis intervention and mental health
counseling and other counseling services; collect samples for lab testing;
Program Inventory
Page #3
conduct sick call seven days a week; prioritize inmate medical requests;
develop, receive and evaluate inmate medical records; coordinate routine and
emergency care with community providers; conduct additional health
screenings and appraisals every 12 months; receive, regulate, control, and
administer pharmaceuticals; conduct inventories of sharps, pharmaceuticals,
and other medical equipment on a daily basis; develop and adhere to treatment
protocols; control and manage the jail’s infectious disease program; manage Co-
Pay program where inmates pay a portion of their medical costs; provide first
aid/CPR training to staff.
1. An essential program mandated by the Board of Corrections Minimum
Standards, Federal Law Mandates, American Correctional Association
Standards and Virginia Code Sections 534.1-116.2 and 53.1-126.
Providing these mandated services reduce law suits and cost to the
county associated to such unfavorable actions.
d. Activity 4: Food Services
I Oversee and monitor the Jail’s food services program provided by a private
contractor; provide three nutritionally adequate meals to inmates per day;
receive and inventory food products; maintain sanitary conditions during the
storage, production, handling, and serving of food; provide medical and
religious diets; conduct safety and sanitation inspections of the food service
operation; supervise inmate kitchen workers; approve menus; transport meals
to inmate housing units; serve meals under the direct supervision of jail staff;
maintain records; provide orientation and training to food service employees.
1. An essential program mandated by the Board of Corrections Minimum
Standards, American Correctional Association Standards, Virginia Code
Sections 53.1-116.2 and 53.1-126 and local and state health and fire
safety codes. Compliance with these mandated services prevent law
suits and cost to the county for such unfavorable actions.
e. Activity 5: Alternative Inmate Programs
i) Provide alternative programs as sentencing alternatives to the local judiciary for
offenders who meet local and state requirements for home electronic
monitoring and weekender sentences; screen and process potential candidates;
provide orientation and assign offenders to program; monitor participants;
conduct regular urine tests; conduct home visits; communicate progress to
sentencing courts; arrest program violators; collect fees for participation; assign
work for the weekender work program.
1.
Essential program provided by Virginia Code Section 53.1-131.2, Virginia Board
of Correction’s Minimum Standards, Federal Law Mandates, American
Correctional Association. The cost for this program is funded by fees assessed
to offenders. The HEM provides an additional layer of security for offenders in
the community for the safety of citizens. Offenders pay fees for the privilege of
serving deferred weekend sentences and must perform labor in the community
or in the jail which saves county funds through the use of inmate labor. The
cost for a deputy supervision of weekend inmates working in the community is
provided by a grant when such funding is available.
Program Inventory
Page #4
f Activity 6: Jail Maintenance and Sanitation
i) Monitor kitchen, laundry and food service operations; select, train and
supervise inmate labor; oversee services contracted by vendors; maintain a high
standard of sanitation and safety within the jail; maintain the jail in an excellent
working order; make repairs in a timely manner; develop and implement a
routine maintenance plan; conduct routine sanitation and safety inspections of
the jail; coordinate inspections with local and state health and fire officials;
prepare a plan of action for deficiencies identified in the jail’s physical plant;
requisition cleaning equipment, supplies, inmate clothing and linens; keep
records and prepare reports.
1. Essential program mandated by the Virginia Board of Corrections
Minimum Standards, Federal Law Mandates, American Correctional
Association Standards, Local and State Health and Fire Codes and
Virginia Code Sections 15.2-530, 53.1-87 and 53.1-116.2.
G. Activity 7: Inmate Records
i) Maintain current and accurate records on inmates; utilize automated computer
program for the storage and retrieval of inmate records; identify jail credits and
compute inmate sentences; coordinate transfer to other jails and correctional
facilities; maintain and interpret court records; conduct audits of inmate records
for accuracy; maintain and implement an inmate records destruction schedule;
account for inmate funds; issue checks; reconcile checking accounts; release
information to the public, courts and other community agencies; participate in
annual financial audits; manage the Local Inmate Data System (LIDS) for state
reimbursement; prepare statements to the City of Salem for the cost of prisoner
days and capital expenditures; develop jail cost report for the Virginia
Compensation Board; assist in the development of budgets and monitor
expenditures and revenues; schedule inmate visitation; fingerprint citizens.
1. Essential program mandated by the Virginia Board of Corrections
Minimum Standards, Federal Law Mandates, American Correctional
Association Standards, and Virginia Code Section 15.2-530 and 53.1-87.
H. Activity 8: Community Work Program
i) Recruit, train and assign non-violent inmates to the community work program;
issue the appropriate protective clothing and equipment; develop a work
schedule and list of projects; assign routine work assignments for Roanoke
County Parks and Recreation, county departments, schools and non-profit
organizations; requisition supplies, equipment and materials needed for each
project; instruct, monitor and inspect work for quality and completeness;
schedule alternative work assignments for snow removal, storm damage and
other emergencies; supervise inmates; inventory and account for tools and
equipment; keep records and reports.
Program Inventory
Page #5
1. An important function to support the labor force for the Division of
Parks and Recreation which is governed by the Virginia Board of
Corrections Minimum Standards, American Correctional Association
Standards, Federal Law Mandates, Virginia Code Section 53.1-129. The
Division of Parks and Recreation share in the funding of the program.
Inmates receive a reduction in their sentence for working which reduces
jail per diem costs, and county funds are saved through the use of
inmate labor.
Program Inventory
Page #6
3. Court Services Division
a. Activity 1: Court Service Operations
i) Provide for the safe and efficient operation of 6-8 courts on a daily basis
including General District (criminal, traffic, civil and therapeutic), Circuit
(criminal, civil) and Juvenile; provide security for Court of Appeals, Adoption and
investiture ceremonies; operate courts 1,143 days; perform courthouse evening
security; serve civil process ; conduct sheriff’s sales, serve temporary detention
orders; conduct evictions; serve emergency removal orders; management
accreditation; review, write, update and manage policy and procedures;
implement computer training programs; management of in-service training;
manage the corrections training program at the Roanoke County Criminal
Justice Academy; implement employee hiring and selection process.
1. An essential mandated function that ensures a safe and accessible
environment for citizens and other court users, to conduct court related
business. Court Security is mandated by Virginia Code Section 53.1-120.
b. Activity 2. General District Court
i) Provide court security for traffic, criminal, therapeutic, civil courts; provide
security and protection for citizens/court users, judges, court officials; open
court proceedings ; process and issue court documents; train, supervise and
evaluate citizen volunteers; escort offenders to clerk’s office to pay fines;
transport inmates to and from the jail to court hearings; supervise inmates
housed in court holding cells; perform well being checks on inmates, keep logs;
inspect court holding cells; fingerprint and process offenders; arrest offenders
on warrants/capias’; inspect court rooms; respond to emergencies; attend
training.
1. An essential operation mandated by Virginia Code Section 53.1-120 and
Virginia Law Enforcement Professional Standards.
c. Activity 3. Circuit Court
i) Provide court security for three courtrooms, Court of Appeals, Drug Court and
other official court ceremonies; provide security for judges, court officials and
the public; inspect court facilities and holding cells; identify, locate and
coordinate transport of inmates to court from other jurisdictions; transport
inmates to and from the jail; supervise court holding cells; open court
proceedings; mail jury summonses to citizens; provide security, orientation and
training to jurors; take offenders into custody; respond to emergencies; attend
training.
1. An essential function mandated by Virginia Code Section 53.1-120 and
Virginia Law Enforcement Professional Standards. Provides safe facilities
for citizens to conduct business with the courts.
d. Activity 4. Juvenile and Domestic
i) Provide court security for two courtrooms; provide security for judges, court
officials and the public; inspect court facilities and holding cells; identify, locate
and coordinate transport of inmates to court from other jurisdictions.; transport
inmates to and from the jail for court hearings; provide security for inmates in
Program Inventory
Page #7
custody; supervise inmates housed in court holding cells and conduct well-
being checks; keep logs, prepare reports; respond to emergencies; maintain
order in the lobby; take offenders into custody; fingerprint juvenile offenders;
arrest offenders on warrants and court orders.
1. An essential function mandated by Virginia Court Section 53.1-120 and
Virginia Law Enforcement Professional Standards. Provide safe facilities
for citizens to conduct business with the courts.
e. Activity 5. Security Checkpoints
i) Operate check point stations at the entrance of each court house; operate
security equipment; screen persons and property for weapons and contraband;
secure weapons and contraband; initiate criminal charges; keep order in
lobbies; provide directions; monitor video surveillance; respond to emergencies;
attend training.
1. An essential function mandated by Virginia Code Section 53.1-120 and
Virginia Law Enforcement Professional Standards. Provide a safe and
secure environment for citizens and other court users, to conduct court
related business.
f. Activity 6. Civil Process
i) To serve summonses, distress warrants, writ of possessions; writ of fieri facia,
petitions and protective orders; record receipt of civil process papers into
automated computer tracking system; clear the service of papers from the
tracking system; pick up property and monies; issue receipts; make deposits and
maintain accounts; participate in financial audits; return served process to the
courts having jurisdiction; respond to emergencies; attend training.
1. An essential function mandated by Virginia Code Sections 8.01-292,
8.01-293, 8.01- 294, 8.01-326, 15.2-1616, and 15.2-1620. Provide
citizens timely service of court documents to ensure that cases are not
delayed.
g. Activity 7. Professional Standards Unit
i) Manage American Correctional Association, Board of Corrections Minimum
Standards and Virginia Law Enforcement Professional Standards Accreditations;
maintain and update automated standard files; write, review, update and
implement policy and procedures; seek and apply for various grants; prepare for
and management on-site accreditation audits.
1. An essential function governed by Federal Law mandates the PREA and
Prison Rape Elimination Act. The American Correctional Association and
the Virginia Law Enforcement Professional Standards Accreditations
prevent law suits and costs to citizens for such unfavorable actions.
h. Activity 8. Staff Training Program
i) To manage staff training program for the academy and in-service for sworn
staff; develop Sheriff’s Office annual training program; write and update lesson
plans and develop curriculums; implement on-line training programs; schedule
instructors; update staff training files; notify staff of training opportunities;
meet mandatory training requirements by the Department of Criminal Justice
Services, Board of Corrections Minimum Standards, American Corrections
Program Inventory
Page #8
Association and Virginia Law enforcement Professional Standards; measure
learning through testing; keep records and reports.
1. An essential function mandated by the Virginia Department of Criminal
Justice Services, American Correctional Association, Virginia Professional
Law Enforcement Standards and Virginia Code Sections 9.1-801, 15.2-
1612.1 and 15.2-1706 for the certification of deputies. A well trained
staff provides professional services to citizens, and prevents law suits
and cost to county for such unfavorable actions.
i. Activity 9. Hiring and Selection
i) Screen, investigate and hire most suitable and qualified persons; advertise
vacant positions though County; review applications; fingerprint applicants;
conduct screening interview; implement written and agility testing; conduct
background investigations; offer conditional offer of employment; schedule
mental health and medical testing; order and issue uniforms and equipment;
schedule orientation; assign to academy; provide support and guidance to
employee while in training; create and maintain records.
1. An essential function mandated by the Board of Corrections Minimum
Standards, American Correctional Association, Virginia Professional Law
Enforcement Standards, Virginia Department of Criminal Justice Services
and Virginia Code Section15.2-1705. Hiring of qualified staff prevents
law suits and costs to citizens for such unfavorable actions.
ProgramandActivityCostSummary
Department:SocialServices
TotalCost
%ofBudget
1)AdministerPublicAssistanceprograms
a)Activity1:Eligibilitydeterminations
20.37%
1,713,640
b)Activity2:Promoteselfreliance
810,358 9.63%
c)Activity3:Fraud/overpaymentinvestigations
1.10%
92,451
SubtotalProgram1
2,616,449 31.10%
2)Preserve,protectandrestorefamilyandindividualstabilit
y
a)Activity1:Respondtoallegationsofchildabuseandneglect
4.04%
340,299
b)Activity2:Respondtoallegationsofadultabuseandneglec
t
3.40%
285,755
c)Activity3:Safeplacementforchildren
2,945,707 35.01%
d)Activity4:CourtOrderedactivities
4.89%
411,189
e)Activity5:Deliverservicestoelderlyorincapacitatedadults
699,820 8.32%
f)Activity6:Informationandreferral
s
4.80%
404,127
SubtotalProgram2
5,086,897 60.46%
3)Administration
a)Activity1:CustomerServiceandsupportforstaff
442,024 5.25%
b)Activity2:Finance
1.52%
127,726
c)Activity3:StaffDevelopment
140,335 1.67%
SubtotalProgram3
8.44%
710,085
TotalSocialServicesBudget
8,413,431
100.00%
Program Inventory Form - Social Services
1)Administer Public Assistance programs
a)Activity 1: Eligibility determinations
i)Receive applications for public assistance and determine eligibility in accordance with
state and federal requirements; review eligibility determinations periodically in
accordance with state and federal requirements.
(1)An essential function to ensure citizens can access public assistance to which they are
entitled; mandated by state and federal governments.
b)Activity 2: Promote self-reliance
i)Provide support with employment, education and training by assessing strengths and
needs, eliminating barriers and provide resources for employment through the Virginia
Initiative for Employment Not Welfare (VIEW) program;
(1)An essential function to reduce citizen reliance on public assistance; mandated by
state and federal governments.
c)Activity 3: Fraud/overpayment investigations
i)Detect and investigate the fraudulent receipt of public assistance and overpayments due
to errors and recoup funds obtained fraudulently or in error.
(1)An essential function to reduce waste and abuse of public funds and to ensure the
administration and delivery of benefits are carried out with integrity and efficiency in
compliance with state/federal regulations.
2)Preserve, protect and restore family and individual stability
a)Activity 1: Respond to allegations of child abuse and neglect
i) Respond to allegations of child abuse and neglect; investigate and offer services when
appropriate.
(1)An essential function to protect children; mandated by state and federal governments.
b)Activity 2: Respond to allegations of adult abuse and neglect
i)Respond to allegations of adult abuse and neglect; investigate and offer services when
appropriate.
(1)An essential function to protect elderly and incapacitated adults; mandated by state
and federal governments.
c)Activity 3: Safe placement for children
i)Provide safe placement for children through temporary Foster Care placements and/or
Adoption Services which are child centered, family focused and provided in the least
restrictive environment.
ii)Recruit, assess, train and support Resource Families to provide high-quality care for
children at risk of or in foster care.
(1)An essential function to protect children in foster care; mandated by state and federal
governments.
d)Activity 4: Court Ordered activities
i)Comply with court orders for custody investigations, home studies, supervision and other
mandates.
(1)An essential function to assist the court in protecting children and families.
e)Activity 5: Deliver services to elderly or incapacitated adults
i)Deliver services to elderly or incapacitated adults to promote independence and stability
in the least restrictive environment.
(1)An essential function to protect elderly or incapacitated adults; mandated by state and
federal governments
f)Activity 6: Information and referrals
i)Provide information and referrals to community resources to meet emergency needs.
(1)An essential function to protect citizens, promote stability and prevent children from
entering foster care.
3) Administration
a)Activity 1: Customer service and support for agency staff
i)Staff the front desk and switchboard; provide assistance to visitors and callers; maintain
agency files; coordinate transfers in and out, from and to other agencies; coordinate
incoming and outgoing mail; maintain equipment and supplies to support daily operations;
manage the automation needs of the agency; related tasks
(1)An essential function which enables the agency to serve customers effectively and
efficiently.
b)Activity 2: Finance
i)Manage the agency budget, both state and local; write and/or request checks for
expenditures; track revenues; maintain financial records; handle financial reporting;
manage the Child Welfare and Special Welfare Trust accounts; manage the agency’s
purchasing cards; coordinate audit for the agency; write grants; related tasks.
(1)An essential function which is the financial basis of all departmental activity.
c)Activity 3: Staff Development
i)Select, develop, and evaluate staff according to established standards and practices
An essential function that ensures a well-trained staff is available to comply with state
(1)
and federal requirements as well as best practices for all agency functions.
Total Project
$0$22,985,646$27,022,333
$10,000,000$10,000,000
$4,136,684$4,500,000$7,498,962$9,522,333$1,350,000$3,000,000
$17,498,962$1,350,000$3,579,905
$0$556,779
$0$22,985,646
FY15-19FY15-19
TOTALTOTAL
Funding*2017-20182018-2019
2018-2019
$1,000,000$0$0$0$0$0$719,388$7,498,962$0$10,000,000$0$0$363,316$556,779$0$0$0$0$0$0$3,579,905$0$0$0
$1,953,983$1,350,000$0$0$0$0
2017-2018
$0$0
(2)
FY2015-2019 Capital Improvement Program
$10,000,000
$9,405,741$3,579,905$10,000,000$4,036,687$9,405,741$3,579,905$10,000,000
2014-20152015-20162016-20172014-20152015-20162016-2017
Summary of Funded Projects
(3),(5)
County of Roanoke
$3,579,905
(3)(2)(4)
$556,779
$7,498,962$1,350,000
* - Prior year funding amounts and sources are estimates as of April 2014
Prior Year(s)
Funding
Prior Year(s)
(2),(4)(1),(4)
(3)
Integrated Financial System$363,316$2,023,371Building Repairs$1,650,000
$4,036,687
Summary of Funding Sources*
(1) Salem Bank and Trust Fund
Department / Project Name
Total FY15-19 CIP Funding
Total Funded CIP Projects
(3) 2004 VRA Refunding
(5) Unidentified
(2) Bond Sale
Vinton Library Social Services
Future Project
FY2015-2019
(4) Other
Finance
Librar
y
County of Roanoke
Summary of Transfer to Capital
FY2014-2015 Budget Development
AdoptedAdoptedProposedProposed
BudgetBudgetBudgetChange
2012-132013-142014-15FY14 to FY15
Capital
Bent Mountain Community Center- 15,000 15,000 -
Building and Facility Maintenance325,574 325,574 325,574 -
Integrated Finance System- - 171,446 171,446
Lawson Payroll System 225,000 225,000 225,000 -
NPDES Stormwater Management200,000 200,000 200,000 -
Park Maintenance210,000 210,000 210,000 -
Parks and Recreation Incentives25,000 25,000 25,000 -
Vehicle Replacement227,207 164,466 167,466 3,000
Total Capital1,212,781$ 1,165,040$ 1,339,486$ 174,446$
Economic Development Incentives
Cardinal 150,000 150,000 150,000 -
Commitments- - 75,000
Edward Rose Properties150,000 150,000 (150,000)
Tecton91,166 - - -
Varsity15,000 15,000 - (15,000)
Total Economic Development Incentives406,166$ 315,000$ 225,000$ (165,000)$
Joint Capital With Schools
Joint County/School CIP Fund--Future Debt2,600,000$ 2,900,000$ 3,200,000$ 300,000$
Total Joint Capital With Schools2,600,000$ 2,900,000$ 3,200,000$ 300,000$
Total Transfer to Capital4,218,947$ 4,380,040$ 4,764,486$ 309,446$
Roanoke County Schools
Budget Summary - All Funds
FY 2014-15
BudgetBudgetIncreasePercent
Fund2013-142014-15(Decrease)Change
General Fund$ 133,799,052$ 135,627,507$ 1,828,4551.4%
Grants Fund$ 5,435,746 322,7276.3%
A444444444
School Nutrition Fund$ 5,712,290-1.8%
A444444444A444444444
Instructional Resources Fund$ 994,2125.1%
A4444444A444444
Capital Fund0.1%
A4444444A4444444A444
Debt Fund-4.0%
A4444444444A4444444444A444444444
Laptop Insurance Reserves Fund 162,20053.1%
A4444444A4444444
School Bus Fund0.0%
A4444444A4444444A4
Total Funds$ 161,329,631$ 163,026,116$ 1,696,4851.1%
All School Funds
Grants Fund
School Nutrition Fund
Instructional Resources
Fund
Capital Fund
Debt Fund
General
Fund
Laptop Insurance Reserves
Fund
School Bus Fund
10
SL
April 22, 2014
Penn Forest
Merriman Roundabout
April 22, 2014
Roundabout
Merriman
Proposed Sign for the
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON
TUESDAY,APRIL 22, 2014
RESOLUTION OF ENDORSEMENT FOR THE LANDSCAPING
PROJECT AT THE MERRIMAN ROADROUNDABOUT IN ROANOKE
COUNTY, VIRGINIA
WHEREAS, T.J.S. Enterprises, Inc. hascommitted to maintain for five years
landscaping and signage at the Merriman Road Roundabout in Roanoke County,
Virginia; and
WHEREAS, this landscaping and signage project would implement the 2005
Roanoke County Community Plan; and
WHEREAS, these improvement activities fall under the Virginia Department of
Transportation (VDOT) Comprehensive Roadside Management Program; and
WHEREAS, this VDOT program requires the local governing body to hold a
public hearing and adopt a resolution of endorsement prior to project approval by
VDOT; and,
WHEREAS, the Board of Supervisors was briefed on this project in awork
session on April 8, 2014, by County staff and the Board held a public hearing on this
project after advertisement as required by law onApril 22, 2014.
BE IT RESOLVED BY THE BOARD OF SUPERVISORSOF ROANOKE
COUNTY, VIRGINIA, AS FOLLOWS:
1.That the Board finds that this landscaping and signage project at the
Merriman Road Roundabout is consistent with the goals of the 2005 Roanoke
County Community Plan.
Page 1 of 2
2.That the Board of Supervisors accepts the offer of T.J.S. Enterprises, Inc. to
maintain for five(5)years the landscaping and signage at the Merriman Road
Roundabout.
3.That the Boardof Supervisorshereby adopts this Resolution of Endorsement
for the landscaping project at the Merriman Road Roundabout, and requests
the Virginia Department of Transportation to approve this project under its
Comprehensive Roadside Management Program.
4.That the Clerk to the Board of Supervisorsis directed to send a copy of this
resolution to the Virginia Department of Transportationand to T.J.S.
Enterprises, Inc.
Page 2 of 2
April 22, 2014
Proposed Landscaping for the Williamson Road Medians
April 22, 2014
Proposed Sign for Williamson Road Medians
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON
TUESDAY,APRIL 22, 2014
RESOLUTION OF ENDORSEMENT FOR A LANDSCAPING PROJECT
INTHE WILLIAMSON ROAD MEDIANSBETWEEN CAMPUS DRIVE
AND NORTH BROOK DRIVE IN ROANOKE COUNTY, VIRGINIA
WHEREAS, Hollins University hascommitted to maintain for five years new
landscaping and signage in the Williamson Road medians between Campus Drive and
North Brook Drive in Roanoke County, Virginia; and
WHEREAS, this landscaping and signage project would implement the 2005
Roanoke County Community Planand the 2008 Hollins Area Plan; and
WHEREAS, these improvement activities fall under the Virginia Department of
Transportation (VDOT) Comprehensive Roadside Management Program; and
WHEREAS, this VDOT program requires the local governing body to hold a
public hearing and adopt a Resolution of Endorsement prior to project approval by
VDOT; and,
WHEREAS, the Board of Supervisors was briefed on this project in awork
session on April 8, 2014, by County staff and the Boardof Supervisorsheld a public
hearing on this project after advertisement as required by law onApril 22, 2014.
BE IT RESOLVED BY THE BOARD OF SUPERVISORSOF ROANOKE
COUNTY, VIRGINIA, AS FOLLOWS:
1.That theBoardof Supervisorsfinds that this landscaping and signage project
in the Williamson Road medians between Campus Drive and North Brook
Driveis consistent with the goals of the 2005 Roanoke County Community
Planand the 2008 Hollins Area Plan.
Page 1 of 2
2.That the Boardof Supervisorsaccepts the offer of Hollins Universityto install
andmaintain for five(5)years the landscaping and signage in the Williamson
Road medians between Campus Drive and North Brook Drive.
3.That the Board hereby adopts this Resolution of Endorsement for the
landscaping project in the Williamson Road medians between Campus Drive
and North Brook Drive, and requests the Virginia Department of
Transportation to approve this project under its Comprehensive Roadside
Management Program.
4.That the Clerk to the Board of Supervisorsis directed to send a copy of this
resolution to the Virginia Department of Transportationand to Hollins
University.
Page 2 of 2
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
ORDINANCE REPEALING CHAPTER 23. STORMWATER
MANAGEMENT IN ITS ENTIRETY AND ADOPTING A NEW CHAPTER
OF THE ROANOKE COUNTY CODE CHAPTER 23. STORMWATER
MANAGEMENT ORDINANCE
WHEREAS, the Federal Clean Water Act requires the U. S. Environmental
Protection Agency (EPA) to enact regulations to permit and eliminate pollutants
discharged into the nation’s waterways; and
WHEREAS, the EPA has required the states and in the Commonwealth of
Virginia, the Department of Environmental Quality (DEQ) to enforce these regulations;
and
WHEREAS, Roanoke County through the state-mandated programs is required
to lessen the adverse impacts from stormwater runoff from land disturbing activities and
from previous development through the local erosion and sediment control ordinance,
the Virginia Stormwater Management Program (VSMP), Municipal Separate Storm
Sewer System (MS4) Permit, and Total Maximum Daily Load (TMDL) Program; and
WHEREAS, the Commonwealth of Virginia has determined that to increase the
effectiveness of these programs, the administration of the VSMP is being transferred to
the localities and the stormwater management requirements are being completely
revised effective July 1, 2014; therefore, Roanoke County’s stormwater ordinance must
be repealed and a new ordinance adopted; and
WHEREAS, since Roanoke County is becoming the local VSMP authority, which
will result in additional plan reviews, field inspections, educational activities,
enforcement actions, and coordination with DEQ; and
Page 1 of 37
WHEREAS, many of Roanoke County’s creeks and streams are listed by DEQ
as impaired and the County has been assigned thirteen (13)different “waste local
allocations” to limit the pollutants entering the County’s impaired streams from its storm
sewer system; and
WHEREAS, the County is required through its MS4 permit to reduce these
pollutants over time to satisfy the assigned wasteload allocations; and
WHEREAS, this ordinance satisfies the DEQ requirements effective July 1, 2014;
and
WHEREAS, the first reading of this ordinance was held on April 8, 2014, and the
second reading and public hearing was held on April 22, 2014.
NOW THEREFORE BE IT ORDAINED by the Board of Supervisors of Roanoke
County, Virginia, as follows:
1.That Chapter 23. Stormwater Management be, and hereby is, repealed in
its entirety.
2.That a new Chapter 23,entitled “Stormwater Management Ordinance” be,
andhereby is, adopted to read as set out below.
3.That the effective date of this ordinance is July 1, 2014.
Page 2 of 37
Stormwater Management OrdinancefromChapter 23of the
Countyof Roanoke Code
Table of Contents
Introduction...........................................................................................................
Section 23-1 General Provisions..........................................................................
23-1.1 Title andAuthority.............................................................................
23-1.2 Purpose.............................................................................................
23-1.3 Applicability.......................................................................................
23-1.4 Compatibility with Other Requirements.............................................
23-1.5 Severability........................................................................................
23-1.6 Stormwater Management Technical Criteriafor Regulated Land
Disturbance Activities.........................................................................
23-1.7 Stormwater Management Technical Criteriafor Regulated Land
Disturbance Activities: Grandfathered Projects and Projects subject to the
Provisions of 9VAC25-870-47B.........................................................
23-1.8 Stormwater Management Design Manual.........................................
23-1.9 CountyRight of Entry........................................................................
Section 23-2 Definitions........................................................................................
Section 23-3 Program Permit Procedures and Requirements..........................
23-3.1 Permit Required................................................................................
23-3.2 Permit Application Contents..............................................................
23-3.3 Stormwater Pollution Prevention Plans.............................................
23-3.4 Pollution Prevention Plans.................................................................
23-3.5 Stormwater Management Plans........................................................
23-3.6 Comprehensive Stormwater Management Plans and Regional
Stormwater Management Facilities...................................................
23-3.7 Stormwater Management Facility Maintenance Agreements............
23-3.8 Performance Securities.....................................................................
23-3.9 Fees..................................................................................................
23-3.10Permit Application Procedure..........................................................
Section 23-4Exceptions to Stormwater Management Requirements..............
Section 23-5Property Owner Responsibilities for Drainage Ways...................
Section 23-6 Construction Inspection.................................................................
23-6.1 Notice of Construction Commencement............................................
23-6.2 Periodic Construction Inspection.......................................................
23-6.3 Final Inspection and RecordDocumentation.....................................
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Section 23-7Post Construction Inspection, Maintenance and Repair
Of Stormwater Management Facilities............................................
23-7.1 Maintenance Inspectionsof Stormwater Management Facilities.......
23-7.2 Records of Inspection, Maintenance and Repair...............................
Section 23-8 Hearings and Appeals.....................................................................
23-8.1 Hearings............................................................................................
23-8.2 Appeals.............................................................................................
Section 23-9 Enforcement and Penalties............................................................
23-9.1 Violations...........................................................................................
23-9.2 Notice of Violation.............................................................................
23-9.3 Stop Work Orders..............................................................................
23-9.4 Civil and Criminal Penalties...............................................................
23-9.5 Restoration of Lands.........................................................................
23-9.6 Holds on Certificate of Occupancy....................................................
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Chapter 23
Stormwater Management Ordinance
Countyof Roanoke, Virginia
INTRODUCTION
The Countyof Roanoke is home to a vast array of scenic natural resources, from the
mountains that span our landscape to the streams that flow through our valleys. This
picturesque environment has embraced generations of citizens while drawing in more
newcomers every year. The continual increase in population aids in the growth and
development of this area, improving jobs and enhancing economic stability. Yet,
intensive development can degrade thebeautiful natural resources that make the
County so special.
Inadequate management of stormwater runoff from land-disturbingactivitiesand
developmentin watersheds increases flood flows and velocities, erodes and/or silts
stream channels, pollutes water, overloads existing drainage facilities, undermines
floodplain management in downstream communities, reduces groundwater recharge,
and threatens public safety. More specifically, surface water runoff can carry pollutants
into receiving waters.
The Roanoke River and many of its tributaries inside the County are listed as impaired
waters by the Virginia Department of Environmental Quality(DEQ).
Many future problems can be avoided through proper stormwater management, and the
County is dedicated to preventing the damaging effects that uncontrolled stormwater
may present. The lands and waters of Roanoke Countyare valuablenatural resources
that need to be protected. The Countyfinds that it is in the public interest to establish a
stormwater management program.
Pursuant to Code § 62.1-44.15:27, this ordinanceis part of an initiative to integrate the
Countyof Roanoke’s stormwater management requirements with the Countyof
Roanoke’s erosion and sediment control (Chapter 8.1) and floodplainmanagement
(Section 30-74) requirements into a unified stormwater program. The unified
stormwater program is intended to facilitate the submission and approval of plans,
issuance of permits, payment of fees, and coordination of inspection and enforcement
activities into a more convenient and efficient manner for both the Countyof Roanoke
and those responsible for compliance with these programs.
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SECTION23-1
GENERALPROVISIONS
Section 23-1.1 TITLEAND AUTHORITY
A.This ordinanceshall be known as the “Stormwater Management Ordinance of the
Countyof Roanoke, Virginia.”
B.Pursuant to § 62.1-44.15:27of the Code of Virginia, the Countyof Roanoke
hereby establishes a Virginia Stormwater Management Program(VSMP)for
land-disturbing activities and adopts the applicable Regulations that specify
standards and specifications for VSMPs promulgated by the State Water Control
Board (State Board)for the purposes set out in Section 23-1.2 of this ordinance.
TheCountyof Roanoke hereby designates the Director of Community
Development as the Administrator of its Virginia Stormwater Management
Program.
Section 23-1.2PURPOSE
The purpose of this ordinanceis to promote and protect the general health, safety, and
welfare of the citizens of the Countyand to protect property, state waters, stream
channels, and other natural resources from the potential harm of unmanaged
stormwater, and to establish requirementswhereby stormwater is managed to protect
water quality and downstream property owners.
This ordinance provides the framework for the administration, implementation, and
enforcement of the provisions of the Virginia Stormwater Management Act (VSMA)and
delineates the procedures and requirements to be followed in connection with the
permits issued by the Administrator.
Section 23-1.3APPLICABILITY
A.Except as provided herein, no person may engage in any land-disturbing activity
until a permit has been issued by the Administrator in accordance with the
provisions of this ordinance.
B. A stormwater management plan, or an agreement in lieu of a stormwater
management plan,shallbe reviewedand approved by the Administrator prior to
permit issuance.
C. Notwithstanding any other provisions of this ordinance, the following activities
are exempt, unless otherwise required by federal law:
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1.Permitted surface or deep mining operations and projects, or oil and gas
operations and projects conducted under the provisions of Title 45.1;
2. Clearing of lands specifically for agricultural purposes and the
management, tilling, planting, or harvesting of agricultural, horticultural, or
forest crops, livestock feedlot operations, or as additionally set forth by the
State Water Control Boardin regulations, including engineering operations
as follows: construction of terraces ,terrace outlets, check dams, desilting
basins, dikes, ponds, ditches, strip cropping, lister furrowing, contour
cultivating, contour furrowing, land drainage, and land irrigation; however,
this exception shall not apply to harvesting of forest crops unless the area
on which harvesting occurs is reforested artificially or naturally in
accordance with the provisions of Chapter 11 (§ 10.1-1100 et seq.) or is
converted to bona fide agricultural or improved pasture use, as described
in subsection B of § 10.1-1163of Article 9 of Chapter 11 of Title 10.1 of
the Code of Virginia;
3.Single-family residences separately built and disturbing less than one acre
and not part of a largercommon plan of development or sale, including
additions or modifications to existing single-family residential structures;
4.Other land disturbing activities that disturb less than one acre of land area,
except land disturbing activities that are part of a larger common plan of
development or sale that is one acre or greater of disturbance;
5.Discharges to a sanitary sewer or a combined sewer system;
6.Activities under a state or federal reclamation program to return an
abandoned property to an agricultural or open land use;
7.Routine maintenance that is performed to maintain the original line and
grade, hydraulic capacity, or original construction of the project. The
paving of an existing road with a compacted or impervious surface and
reestablishment of existing associated ditches and shoulders shall be
deemed routine maintenance performed in accordance with this
subsection; and
8.Conducting land-disturbing activities in response to a public emergency
where the related work requires immediate authorization to avoid
imminent endangerment to human health or the environment. In such
situations, the Administrator shall be advised of the disturbance within
seven days of commencing the land-disturbing activity and compliance
with the administrativerequirements of subsection A is required within 30
days of commencing the land-disturbing activity.
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D.The provisions of this Chapter shall not be applicable within the limits of the
Town of Vinton.
Section 23-1.4 COMPATABILITY WITH OTHER REQUIREMENTS
This ordinanceis not intended to interfere with, abrogate, or annul any other ordinance,
rule orregulation, stature, or other provision of law. The requirements of this ordinance
should be consideredminimum requirements, and where any provision of this ordinance
imposes restrictions different fromthose imposed by any other ordinance, rule or
regulation, or other provision of law, whicheverprovisions are more restrictive or impose
higher protective standards for human health or theenvironment shall apply.
Section 23-1.5 SEVERABILITY
If the provisions of any article, section, subsection, paragraph, subdivision or clause of
this ordinanceshall be judged invalid by a court of competent jurisdiction, such order of
judgment shall not affect orinvalidate the remainder of any article, section, subsection,
paragraph, subdivision or clause of thisordinance.
Section 23-1.6 STORMWATER MANAGEMENT TECHNICAL CRITERIAFOR
REGULATED LAND DISTURBING ACTIVITIES
The Countyhereby adopts the technical criteria for regulated land-disturbing activities
setforth in Part IIB of the Regulations, as amended, expressly to include 9VAC25-870-
62 \[applicability\]; 9VAC25-870-63\[water quality design criteria requirements\]; 9VAC25-
870-65\[water quality compliance\]; 9VAC25-870-66\[water quantity\]; 9VAC25-870-69
\[offsite compliance options\]; 9VAC25-870-72 \[design storms and hydrologic methods;
9VAC25-870-74 \[stormwater harvesting\]; 9VAC25-870-76 \[linear development projects\];
9VAC25-870-85 \[stormwater management impoundment structures or facilities\]; and
9VAC25-870-92 \[comprehensive stormwater management plans\], which shall apply to
all land disturbing activities regulated pursuant to this ordinance, except as expressly
set forth in section 23-1.7 of this ordinance.
Section 23-1.7 STORMWATERMANAGEMENT TECHNICAL CRITERIA FOR
REGULATED LAND DISTURBING ACTIVITIES: GRANDFATHERED PROJECTS
AND PROJECTS SUBJECT TO THE PROVISIONS OF 9VAC25-870-47B
A. The County hereby adopts the technical criteria for regulated land-disturbing
activities set forth in Part IIC of the Regulations, as amended, expressly to
include 9VAC25-870-93 \[definitions\]; 9VAC25-870-94 \[applicability\]; 9VAC25-
870-95 \[general\]; 9VAC25-870- 96 \[water quality\]; 9VAC25-870-97 \[stream
channel erosion\]; 9VAC25-870-98 \[flooding\]; and 9VAC25-870-99 \[regional
(watershed-wide) stormwater management plans\], which shall only apply to all
land disturbing activities regulated pursuant to this section.
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B.Any land-disturbing activity shall be considered grandfathered and shall be
subject to the Part II C technical criteria of the Regulations, provided:
1. A proffered or conditional zoning plan, zoning with a plan of development,
preliminary or final subdivision plat, preliminary or final site plan, or any
document determined by thelocality to be equivalent thereto (i) was
approved by the locality prior to July 1, 2012, (ii) provided a layout as
defined in 9VAC25-870-10 and section 23-2,(iii) will comply with the Part
II C technical criteria of the VSMP Regulation, and (iv) has notbeen
subsequently modified or amended in a manner resulting in an increase in
the amount of phosphorus leaving each point of discharge, and such that
there is no increase in the volume or rate of runoff;
2. A state permit has not been issued prior to July 1, 2014; and
3. Land disturbance did not commence prior to July 1, 2014.
C. County, state, and federal projectsshall be considered grandfathered and shall
be subject to the Part II C technical requirementsof the Regulations, provided:
1.There hasbeen an obligation of county, state, or federal funding, in whole
or in part, prior to July 1, 2012, or the Departmenthas approved a
stormwater management plan prior to July 1, 2012;
2. A state permit has not been issued prior to July 1, 2014; and
3. Land disturbance did not commence prior to July 1, 2014.
D.Land disturbing activities grandfathered under subsections B and C of this
section shall remain subject to the Part II C technical criteria of the Regulations
for one additional state permit cycle. After such time, portions of the project not
under construction shall become subject to the technical criteria in effect at that
time.
E.In cases where governmental bonding or public debt financing has been issued
for a project prior to July 1, 2012, such project shall be subject to the technical
requirements of the Part II C technical criteria of the Regulations.
F.Land disturbing activities that obtain general permit coverage or commence land
disturbance prior to July 1, 2014, shall be conducted in accordance with the Part
II C technical criteria of the Regulations and Roanoke County’s local stormwater
management requirements that were in effect at the time of receiving general
permit coverage or commencing land disturbance. Such projects shallremain
subject to these requirements for an additional two general permit cycles, if
general permit coverage is maintained. After that time, portions of the project,
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not under construction, shall become subject to the technical criteria in effect at
thattime.
G.An operator may choose to decline grandfather status and to instead comply with
the technical requirements of section 23-1.6 of this ordinance. Nothing in this
section shall preclude an operator from constructing to a more stringent standard
athis discretion.
Section 23-1.8 STORMWATER MANAGEMENT DESIGN MANUAL
A.TheCounty will utilize the policies, criteria and information contained within the
County Stormwater Management Design Manual for proper implementation of
the requirements of thisordinance.
B.TheCounty Stormwater Management Design Manual may be updated and
revised from time to time.The Administratorshall recommendany updates,
supplements, or modifications ofthe CountyStormwater Management Design
Manual subject to the authorization and approval by the Board of Supervisors by
resolution.
Section 23-1.9 COUNTYRIGHT OF ENTRY
A.The Administratorand/or duly authorized employees, agents, or representatives
of the County, bearing proper credentials and identification, may, at any
reasonable times and under reasonable circumstance, enter any establishment
or upon any property, public or private,which has a VSMP permit or a
maintenance agreement,for the purpose of enforcing thisordinance, including,
but not limited to:
1. Obtaininginformation or conductingsurveys or investigations;
2.Taking samples of discharges;
3.Inspecting monitoring equipment;
4.Inspecting and copying documents relevant to the enforcement of this
ordinance;
5. Initiatingor maintainingappropriate actions which are required by the
permit conditions associated with a land-disturbing activity when a
permittee, after proper notice, has failed to take acceptable action within
the time specified;
6. Inspectingstormwater management facilities or other BMPs or to initiate
or maintain appropriate actions which are required to restore proper
stormwater management facility or other BMP operation when a land
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owner, after proper notice, has failed to take acceptable action within the
time specified;
7.Andsuchotheritemsasmaybedeemednecessaryfortheenforcement
ofthisordinance.
B.If the Administrator has cause to believe an activity regulated under this
ordinance is occurring without a VSMP permit, or if the person in charge of
the property refuses to allow the Administrator to enterin accordance with
subsection A, then the Administrator may present sworn testimony to a
magistrate or court of competent jurisdiction and request the issuance of an
inspection warrant to enter the property for the purpose of making such
inspection and investigation. The Administrator shall make a reasonable
effort to obtain consent from the owner or person in charge of the property
prior to seeking the issuance of an inspection warrant under this section.
SECTION 23-2
DEFINITIONS
In addition to the definitions set forth in 9VAC25-870-10 of the Virginia Stormwater
Management Regulations, as amended, which are expressly adopted and incorporated
herein by reference, the following words and terms used in this ordinancehave the
following meanings, unless otherwise specified herein. Where definitions differ, those
incorporated herein shall have precedence.
Administratormeans the VSMP authority responsible for administering the VSMP on
behalf of the Countyof Roanoke. The Administrator shall be theDirector of Community
Developmentandany duly authorized agent of the Director of Community
Development, or the person designated by the County Administrator to administer this
ordinance on behalf of the County.
"Agreement in lieu of a Stormwater Management Plan"means a contract between
the VSMP authority and the owner or permittee that specifies methods that shall be
implemented to comply with the requirements of a VSMP for the construction of a
single-family residence; such contract may be executed by the VSMP authority in lieu of
a stormwater management plan.
Applicant means any person submitting an application for a permit or requesting
issuance of a permit under this Ordinance.
Best Management Practice or BMP means schedules of activities, prohibitions of
practices, including both a structural or nonstructural practice, maintenance procedures,
and other management practices to prevent or reduce the pollution of surface waters
and groundwater systems from the impacts of land-disturbing activities.
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Clean Water Act or CWAmeans the federal Clean Water Act (33 United States
Code 1251 et seq.), formerly referred to as the Federal Water Pollution Control Act or
Federal Water Pollution Control Act Amendments of 1972, Public Law 92-500, as
amended by Public Law 95-217, Public Law 95-576, PublicLaw 96-483, and Public Law
97-117, or any subsequent revisions thereto.
Common plan of development or salemeans a contiguous area where separate
and distinct construction activities may be taking placeat different times on different
schedules.
"Control measure"means any best management practice or other method used to
prevent or reduce the discharge of pollutants to surface waters.
Countymeans the Countyof Roanoke, Virginia.
Departmentmeans the Department of Environmental Quality.
Developmentmeans land disturbance and the resulting landform associated with the
construction of residential, commercial, industrial, institutional, recreation, transportation
or utility facilities or structures or the clearing of land for non-agricultural or non-
silvicultural purposes.
Executed Development Agreementsmeans documents that are executed by the
applicant and Countythat implements the various sureties.
Fee in lieu means a payment of moneyto the Countyfor the use of a regional
stormwater management facilityin place of meeting all or part of the stormwater
performance standards required by this Ordinanceon the site.
"General permit"means thestate permit titled GENERAL PERMIT FOR
DISCHARGES OF STORMWATER FROM CONSTRUCTION ACTIVITIES found in
Part XIV (9VAC25-880-1 et seq.) of the Regulations authorizing a category of
discharges under the CWA and the Act within a geographical area of the
Commonwealth of Virginia.
Illicit dischargemeans any discharge to a municipal separate storm sewer that is
not composed entirely of stormwater, except discharges pursuant to a VPDES or VSMP
permit (other than the VSMP permit for discharges from the municipal separate storm
sewer), discharges resulting from firefightingactivities, and discharges identified by and
in compliance with 9VAC25-870-400 D 2 c (3).
Land disturbanceor Land-disturbing activitymeans a manmade change to the
land surface that potentially changes its runoff characteristics including any clearing,
grading, or excavation, except that the term shall not include those exemptions
specified in Section 23-1.3of this Ordinance.
Page 12of 37
Layoutmeans a conceptual drawing sufficient to provide for the specified stormwater
management facilities required at the time of approval.
"Minor modification"means an amendment to an existing general permit before its
expiration not requiring extensive review and evaluation including, but not limited to,
changes in EPA promulgated test protocols, increasing monitoring frequency
requirements, changes in sampling locations, and changes to compliance dates within
the overall compliance schedules. A minor general permit modification or amendment
does not substantially alter permit conditions, substantiallyincrease or decrease the
amount of surface water impacts, increase the size of the operation, or reduce the
capacity of the facility to protect human health or the environment.
"Municipal separate storm sewer"means a conveyance or system of conveyances
otherwise known as a municipal separate storm sewer system or "MS4," including roads
with drainage systems, municipal streets, catch basins, curbs, gutters, ditches, man-
made channels, or storm drains:
1. Owned or operated by Roanoke County;
2. Designedor used for collecting or conveying stormwater;
3. That is not a combined sewer; and
4. That is not part of a publicly owned treatment works.
Municipal separate storm sewer systemor MS4means all municipal separate
storm sewers that are located within the portion of the County that is identified as
“urbanized” by the U.S. Bureau of the Census in the latest Decennial Census.
Municipal Separate Storm Sewer Management Programor MS4 Program
means a management program covering the duration of a permit for a municipal
separate storm sewer system that includes a comprehensiveplanning process that
involves public participation and intergovernmental coordination, to reduce the
discharge of pollutants to the maximum extent practicable, to protect waterquality, and
to satisfy the appropriate water quality requirements of the CWA and regulations and
the Act and attendant regulations, using management practices, control techniques, and
system design and engineering methods, and such other provisions that are
appropriate.
Off-site facility means a stormwater management measure located outside the
subject propertyboundary described in the permit application for land-disturbing activity.
Operatormeans the owner or operator of any facility or activitysubject to regulation
under this Ordinance.
Permitor VSMP Authority Permitmeans an approval to conduct a land disturbing
activity issued by theAdministratorfor the initiation of a land-disturbing activity, in
accordance with this Ordinance, which may only be issued after evidence of general
permit coverage has been provided by the Department.
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Permittee means the person to whom theVSMP Authoritypermit is issued.
Person means any individual, corporation, partnership, firm, association, joint
venture, public or privateor municipal corporation, trust, estate, commission, board,
public or private institution, utility, cooperative, county, city, town or other political
subdivision of the Commonwealth, any interstate or governmental body, or any other
legalentity, or any agent or employee of any such person.
Regional stormwater management facility or Regional facility means afacility
or series of facilities designed to control someor all of the adverse impacts from
stormwater runoff from two or more parcels or lots, located in the same watershed,
althoughonly portions of the areamay experience development.
Regulations means the Virginia Stormwater Management Program (VSMP) Permit
Regulations, 9VAC25-870-10 et seq., as amended.
Site means the land or water area where any facility or land-disturbing activity is
physically located or conducted, including adjacent land used or preserved in
connection with the facility or land-disturbing activity.
State means the Commonwealth of Virginia.
State Board means the State Water Control Board.
State Permit means an approval to conduct a land-disturbing activity issued by the
State Board in the form of a state stormwater individual permit or coverage issued under
a state general permit or an approval issued by the State Board for stormwater
discharges from an MS4. Under these state permits, the Commonwealth imposes and
enforces requirements pursuant to the federal Clean Water Act and regulations, the
Virginia Stormwater Management Act and the Regulations.
State Water Control Law means Chapter 3.1 (§62.1-44.2 et seq.) of Title 62.1 of the
Code of Virginia(1950), as amended.
State watersmeansall water, on the surface and under the ground, wholly or
partially within or bordering theCommonwealth or within its jurisdiction, including
wetlands.
Stormwatermeans precipitation that is discharged across the land surface or
through conveyances to one or more waterways and that may include stormwater
runoff, snow melt runoff, and surfacerunoff and drainage.
Stormwater facility maintenance agreement means a legally binding agreement
between the owner of a property and the County regarding long-term maintenance of
stormwater management facilities.
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Stormwater Management Facility or SWMF means a device that controls
stormwater runoff and changes the characteristics of that runoff including, but not
limited to, the volume, rate of flow, quality, the period of release, or the velocity of flow.
Stormwater management plan means a document(s) containing material for
describing methods for complying with the requirements of Section 23-3.5 of this
Ordinance.
Stormwater Pollution Prevention Plan or SWPPP means a document that is
prepared in accordance with good engineering practicesand that identifies potential
sources of pollutants that may reasonably be expected to affect the quality of
stormwater discharges from the construction site, and otherwise meets the
requirements of this Ordinance. In addition, the document shall identify and require the
implementation of control measures, and shall include, but not be limited to the inclusion
of, or the incorporation by reference of, an approved erosion and sediment control plan,
an approved stormwater management plan, and a pollution prevention plan.
Subdivisionmeansthe division of a parcel of land into two (2) or more parcels of any
size by the establishment of new boundaries lines or by the adjustment, relocation, or
vacation of existing boundary lines, for the purpose whether immediate or future, of
transfer of ownership or building development. A subdivision includes all changes in
street or lot lines, and any portion of any such subdivision previously recorded in which
building development or street creation occurs, or is required, subsequent to such
recordation. The transfer of ownershipof land to the Commonwealth of Virginia or a
political subdivision thereof and the division of lands by court order or decree shall not
be deemed a subdivision as otherwise herein defined.
Total Maximum Daily Loador TMDLmeans the sum of the individual wasteload
allocations for point sources, load allocations for nonpoint sources, natural background
loading and a margin of safety. TMDLs can be expressed in terms of either mass per
time, toxicity, or other appropriate measures. The TMDL process provides for point
versus nonpoint source trade-offs.
Townmeans the incorporated Town of Vinton.
Virginia Stormwater Management Act or Act means Article 2.3 (§ 62.1-44.15:24
et seq.) of Chapter3.1 of Title 62.1of the Code of Virginia.
Virginia Stormwater BMP Clearinghouse website means a website that contains
detailed design standards and specifications for control measures that may be used in
Virginia to comply with the requirements of the Virginia Stormwater Management Act
and associated regulations.
Virginia Stormwater Management Programor VSMPmeansa program
approved by the State Board after September 13, 2011, that has been established by a
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locality to manage the quality and quantity of runoff resulting from land-disturbing
activities and shall include such items as local ordinances, rules, permit requirements,
annual standards and specifications, policies and guidelines, technical materials, and
requirements for plan review, inspection, andenforcement, where authorized in this
Ordinance, and evaluation consistent with the requirements of this Ordinanceand
associated regulations.
Virginia Stormwater Management Program authority or VSMP authority means
an authority approved by the State Board after September 13, 2011, to operate a
Virginia Stormwater Management Program.For the purpose of this Ordinance,
Roanoke County is the VSMP Authority.
SECTION 23-3
PROGRAM PERMIT PROCEDURES AND REQUIREMENTS
Section 23-3.1 PERMIT REQUIRED
A.No grading, building, or other local permit willbe issued for a property until a
VSMP authority permit has been issued by the Administrator, unless the activity
is specifically exempted from VSMP permitting by this Ordinance.
B.No VSMP authority permitwillbe issued unless and until the permit application
and attendant materials and supporting documentation demonstrate that all land
clearing, construction, disturbance, land development and drainage will be done
according to the requirements of this Ordinance,including an approved erosion
and sediment control plan; and anapproved stormwater management planor an
executed agreement in lieu of a stormwater management plan.
C.No VSMP authority permit will be issued without thegeneral permit registration
statementexcept that construction activity involving a single-family detached
residential structure, within or outside of a common plan of development or sale
does not require a permit registration statement.Construction activities involving
a single-family detached residential structure, within or outside of a common plan
of development or sale, shall comply with the requirements of the General
Permit.
Section 23-3.2 PERMIT APPLICATION CONTENTS
A.Unless specifically exempted by this Ordinance, any land owner or operator
desiring a permit for a landdisturbance activity shall submit to the Countya
permit application on a form provided by the Countyfor that purpose.Permit
applications shall comply with the requirements contained within the County
Stormwater Management Design Manual that isavailable from the Department of
Community Development office.
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B.No VSMP authority permit shall be issued by the Administrator, until the following
items have been submitted to and approved by the Administrator as prescribed
herein.
1.A permit application that includes a fully-executedgeneral permit
registration statement, except that construction activity involving a single-
family detached residential structure, within or outside of a common plan
of development or sale does not require a permit registration statement;
2.An erosion and sediment control plan approved in accordance with the
CountyErosion and Sediment ControlOrdinance \[Chapter8.1\];
3. A stormwater management plan, or agreement in lieu ofa stormwater
management plan,that meets the requirements of Section 23-3.5;
4.Maintenance agreement in accordance with Section 23-3.7;
5. Performance bonds in accordance with Section 23-3.8;
6.Fees in accordance with Section 23-3.9; and,
7.Executed Development Agreements.
C.Pursuant to § 62.1-44.15:40 of the Code of Virginia, the Administrator may
require every VSMP authority permit applicant or permittee, or any such person
subject to VSMP authority permit requirements under this Ordinance, to furnish,
when requested, such application materials, plans, specifications, and other
pertinent information as may be necessary to determine the effect of the
permittee’sdischarge on the quality of state waters, or such other information as
may be necessary to accomplish the purposes of this Ordinance.
Section 23-3.3 STORMWATER POLLUTION PREVENTION PLANS
A. The Stormwater Pollution Prevention Plan (SWPPP) required by the general
permit, shallcomply with the requirements set forth in 9VAC25-870-54 and shall
also comply with the requirements and general information set forth in Section
9VAC25-880-70, Section II \[stormwater pollution prevention plan\] of the general
permit.
The SWPPP shallinclude:
1.An approved erosion and sediment control plan;
2. An approvedstormwater management plan, or agreement in lieu of
a stormwater management plan;
3.A pollution prevention planfor regulated land disturbing activities;
and
4.Description of any additional control measures necessary to
address a TMDL.
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B.The SWPPPshall be amended, by the operator,whenever there is a change in
design, construction, operation, or maintenance that has a significant effect on
the discharge of pollutants to state waters, which is not addressed by the existing
SWPPP.
C.The SWPPP shall be maintained at a central location onsite. If an onsite location
is unavailable, notice of the SWPPP's location must be posted near the main
entrance at the construction site. Operators shall make the SWPPP available for
publicand Countyreview in accordance with Section II of the general permit,
either electronically or in hard copy.
Section 23-3.4 POLLUTION PREVENTION PLANS
A.A Pollution Prevention Plan, required by 9VAC25-870-56, shall be developed,
implemented, and updated as necessary and must detail the design, installation,
implementation, and maintenance of effective pollution prevention measures to
minimize the discharge of pollutants.
B.At a minimum, such measures must be designed, installed, implemented, and
maintained to:
1.Minimize the discharge of pollutants from equipment and vehicle washing,
wheelwash water, and other wash waters. Wash waters must be treated in a
sediment basin or alternative control that provides equivalent or better
treatment prior to discharge;
2.Minimize the exposureof all materials, including, but not limited to building
materials, building products, construction wastes,trash, landscape materials,
fertilizers, pesticides, herbicides, detergents, sanitarywaste, and other
materials present on the site to precipitation and to stormwater; and
3.Minimize the discharge of pollutants from spills and leaks and implement
chemical spill and leak prevention and response procedures.
C.The pollution prevention plan shall include effective best management practices
to prohibitthefollowing discharges:
1.Wastewater from washout of concrete, unless managed by an appropriate
control;
2.Wastewater from washout and cleanout of stucco, paint, form release oils,
curingcompounds, and other construction materials;
3.Fuels, oils, or other pollutants used in vehicle and equipment operation and
maintenance;and
4.Soaps or solvents used in vehicle and equipment washing.
Page 18of 37
D.The pollution prevention plan shall prohibit discharges from dewatering activities,
including discharges from dewatering of trenchesand excavations, unless
managed by appropriate controls.
Section 23-3.5 STORMWATER MANAGEMENT PLANS
A. No application for land-disturbing activity will be approved unless it includes a
stormwater management planor agreement in lieu of a stormwater management
plan, as required by this Ordinance, detailing how runoff and associated water
quality impacts resulting from the activity will be controlled or managed.
B. Submittal, review, approval, and resubmittal of stormwater management plans,
and agreements in lieu of stormwater management plansshall comply with the
requirements set forth in this Ordinanceand the CountyStormwater
Management Design Manual.
C.Thestormwater management plan shallapply the stormwater management
technical criteria set forth in Section 23-1.6 of this Ordinanceto the entire land-
disturbing activity.Individual lots in newresidential, commercial, or industrial
developments shall not be considered to be separate land-disturbing activities.
D. A stormwater management plan that is approved for a residential, commercial, or
industrial subdivision shall govern the development of the individual parcels,
including those parcels developed under subsequent owners
E. Thestormwater management plan must consider all sources of surface runoff
and all sources of subsurface and groundwater flows converted to surface runoff.
F. If an operator intends to meet the water quality and/or quantity requirements set
forth in 9VAC25-870-63 or 9VAC25-870-66 through the use of off-site
compliance options, where applicable, then a letter of availability from the off-site
provider must be included. Approved off-site options must achieve the necessary
nutrient reductions prior to the commencement of the applicant's land-disturbing
activity except as otherwise allowed by §62.1-44.15:35 of the Code of Virginia.
G. Elements of the stormwater management plans that include activities regulated
under Chapter 4 (§54.1-400 et seq.) of Title 54.1 of the Code of Virginia shall be
appropriately sealed and signed by a professional registered in the
Commonwealth of Virginia pursuant to Article 1 (§ 54.1-400 et seq.) of Chapter 4
of Title 54.1 of the Code of Virginia.
H. Where a stormwater management plan is required, aconstruction record drawing
for permanentstormwater management facilities shall be submitted to the
Administrator and approved prior to the release of bonds. The construction
record drawing shall be appropriately sealed and signed by a professional
registered in the Commonwealth, certifying thatthe stormwater management
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facilities have been constructed in compliance with the approved plan.
Stormwater management facilities include all storm drain structures, storm drain
pipes, culverts, open channels, BMPs, and all other facilities used to convey,
control, or treat stormwater runoff.
I. The stormwater management plan shall include the following information:
1.Information on the type and location of stormwater discharges; information
on the features to which stormwater is being discharged including surface
waters or karst features, if present, and the pre-development and post-
development drainage areas;
2.Contact information including the name, address, and telephone number
of the ownerand the tax reference number and parcel number of the
property or propertiesaffected;
3.A narrative that includes a description of current site conditions and final
site conditions;
4.A general description of the proposed stormwater management facilities
and themechanism through which the facilities will be operated and
maintained afterconstruction is complete;
5.Information on the proposed stormwater management facilities, including:
(i)The type of facilities;
(ii)Location, including geographic coordinates;
(iii)Acres treated; and
(iv)Surface area, volume, depth, and width of facilities, if applicable;
(v) The surface waters or karst features, if present, into which the
facility will discharge;and
(vi)The Hydrologic Unit Code (HUC) into which the facilities drain.
6.Hydrologic and hydraulic computations, including runoff characteristics;
7.Documentation and calculations verifying compliance with the water
quality and quantity requirements.
8.A map or maps of the site that depicts the topography of the site and
includes:
(i)All contributing drainage areas;
(ii)Existing streams, ponds, culverts, ditches, wetlands, other water
bodies, and floodplains;
(iii)Soil types, geologic formations if karst features are present in the
area, forestcover, and other vegetative areas;
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(iv)Current land use, including existing structures, roads, and locations
of knownutilities and easements;
(v) Sufficient information (such as grades)on adjoining parcels to
assess the impacts of stormwaterfrom the site on these parcels;
(vi)The limits of clearing and grading, and the proposed drainage
patterns on the site;
(vii)Proposed buildings, roads, parking areas, utilities, and stormwater
management facilities; and
(viii)Proposed land use with tabulation of the percentage of surface
area to be adapted to various uses, including but not limited to
planned locations ofutilities, roads, and easements.
J. An agreement in lieu of stormwater management plan shall conform to the
Regulations and the County Stormwater Management Design Manual.
Section 23-3.6 COMPREHENSIVE STORMWATER MANAGEMENT PLANS AND
REGIONAL STORMWATER MANAGEMENT FACILITIES
A.The Countymay develop comprehensive stormwater management plans in
accordance with 9VAC25-870-92 as a means to more effectively and efficiently
address water quality objectives, quantity objectives, or both; through the
implementation of regional stormwater management facilities.
B.Once a comprehensive stormwater management plan is adopted by the County
and approved by the Director of the Virginia Department of Environmental
Quality, it is enforceable under this Ordinance.
C.Stormwater management plansfor land disturbing activities located in areas that
have a comprehensive stormwater management plan, adopted by the County,
and approved by the Director of the Virginia Department of Environmental
Quality, shall comply with the requirements of the comprehensive stormwater
management plan.
D.If a proposed regulated land-disturbing activity is located in a watershed that has
a regional stormwater management facility currently constructed, and if the
regional stormwater management facility is in accordance with a comprehensive
stormwater management plan,the Countyshall have the option to require the
payment of a fee-in-lieu of providing a portion or all of the proposed regulated
land-disturbing activities stormwater management requirements. The fee-in-lieu
shallbe based on the reasonable proportion of stormwater impacts from the
proposed regulated land-disturbing activity compared to the total stormwater
impacts that the regional stormwater management facility is designed to mitigate,
multiplied by the total estimated project costs. The reasonable proportion of
project costs shall be solely determined by the County. Project costs include, but
are not limited to, the costs of land, professional services for investigations,
studies, design, environmental permitting, surveying, construction phase
Page 21of 37
services,legal services,andconstruction. Project costs may also includeCounty
staff costs for project development, design, construction, permitting, oversight, or
other project activities; and other direct costs. Project costs shall also include the
present value of the estimated operation and maintenance costs for the next
20years, if the Countyisresponsible for the regional stormwater management
facility’s operation and maintenance.
E.The Countyand any other party (ies) may mutually agree to share the costs of a
regional stormwater management facility, in the absence of a comprehensive
stormwater management plan. The fee-in-lieu shall be based on project costs
apportioned to each party in reasonable proportion of each party’s contributionto
the total stormwater impacts that the regional stormwater management facility is
designed to mitigate, as mutually negotiated.
Section 23-3.7 STORMWATER MANAGEMENT FACILITY MAINTENANCE
AGREEMENTS
A.Maintenance of all stormwater management facilities shall be ensured through
the creation of a formal maintenance agreement that is executedby the property
ownerand submitted prior to plan approval and recorded by the County in the
County land records prior to permit termination. The maintenance agreement
shall be binding on all subsequent property owners.
B.The property ownerof the site shallexecute an access easement agreement,
prior to plan approval,to provide for access to stormwater management facilities
at reasonable times forperiodic inspection by the County, or their contractor or
agent, to ensure that the facility is maintained in proper working condition to meet
design standards and any other provisions established by this Ordinance. The
easement agreement shall be recorded in the County land records by the County
and it shall be binding on all subsequent property owners.
C.A stormwater management facility that serves more than one parcel shall be
located on its own, separateparcel. The land ownersof each parcel served by
the stormwater management facility shall be jointly and severally responsible for
the maintenance ofthe stormwater management facility through a formal
maintenance agreement with the County.
D. Responsibility for the operation and maintenance of stormwater management
facilities, unless assumed by a governmental agency, shall remain with the
property owner and shall pass to any successor or owner. If portions of the land
are to be sold, legally binding arrangements, acceptable to the County, shall be
made to pass the responsibility to successors in title. These arrangements shall
designate for each land owner, governmental agency, or other legally established
entity to be permanently responsible for maintenance.
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E. As part of the maintenance agreement, a schedule shall be developed identifying
anticipated routine maintenance, to be performed by the property owner,needed
forproper function of the stormwater management facility. The maintenance
agreementshall also include a schedulefor periodic inspections,to be performed
by the property owner,to ensure proper performance of the facility between
scheduled routine maintenance activities, anditshallrequire repairs when
needed for proper functionof the SWMF.The maintenance agreement shall
require that the property owner documentroutine maintenance, repair, and
periodic inspection activities,maintain said documentation for five (5)years,and
submit said documentationto the County, if requested.
F. The maintenance agreement shall also include "failure to maintain" provisions.
In the event that maintenance or repair is neglected, or the stormwater
management facility becomes a danger to public health, safety, or the
environment, the Countyreserves the authority to perform the necessary
maintenance or repair work and to recover the costs from the propertyowner.
Nothing in this Ordinance shall be construed to mean that the County has the
responsibility to maintain privately-owned SWMFs.
G. Prior to the release of the performance security orbond, the developer shall
either (1) transfer the maintenance responsibilities of the stormwater
management facilitiesto a Home Owners Associationor (2) provide the County
with a maintenance security.
1.Requirements for Transfer of Maintenance Responsibilities to the Home
Owners Association(HOA)
i.Submission of acceptable record drawings.
ii.Acceptablefinal inspection of the stormwater management facility
by the County.
iii.Transfer of the necessary property to the HOA.
iv.Organize and hold a meeting attended bythe developer, the
County and members of the HOA. Provide evidence to the County
that each member of the HOA was provided prior notice of the
meeting. The meeting shall be held at a place and time convenient
for members of the HOA.
v. Provide a copy of therecorded documents establishing the Home
Owners Association to the County.
vi.Provide the County with evidence that the Home Owners
Associationis funded. Minimum funding shall be based on the
following schedule:
1-20 lots = $1,000
21-50 lots = $1,500
51 and over = $1500 + $30 per lotover 50
Page 23of 37
2.Requirements for Posting Maintenance Security.
i.The Countyshall require a maintenance guaranty in the amount of
twenty (20%) percent of the construction costs of the stormwater
management facility.
ii.The maintenance security shall contain forfeiture provisions for
failure, after proper notice, to complete work within the time
specified, or to initiate or maintain appropriate actions which may
be required of the permittee in accordance with the approved
stormwater management plan.
iii.If the Countytakes such action upon such failure by the permittee,
the Countymay collect from the permittee the difference should the
amount of the reasonable cost of such action exceed the amount of
the security held.
iv.The maintenance agreementand security will be the responsibility
of the permittee or owner until such time as the permittee or owner
provides the Countywith the necessary requirements for Transfer
of Maintenance Responsibilities to the Home Owners Association
as outlined above in (1).
Section 23-3.8 PERFORMANCE SECURITIES
A.The Countymay,atits discretion, requirethe submittal of a performance security
or bondwith surety, cash escrow, letter of credit, or otheracceptable legal
arrangement, all of which shall be in a form approved by the County, prior to plan
approval, in order to ensure that the stormwaterpractices are installed by the
permittee, as required by the approved stormwater management plan.
B.Until July 1, 2017, the amount of the performance security shall be the total
estimated constructioncost of the storm drainage systems and stormwater
management facilitiesapproved under the permit, plus 10% contingency. After
July 1, 2017, the amount of the performance security shall be the total estimated
construction costof the storm drainage systems and stormwater management
facilities approved under the permit, plus 25% contingency. The amount of
contingency is in accordance with Title 15.2, Chapter 22, Article 41 (§ 15.2-2241
et seq.)of the Code of Virginia (1950), as amended.
C.The performance security shall contain forfeiture provisions for failure, after
proper notice, tocomplete work within the time specified, or to initiate or maintain
appropriate actions whichmay be required of the permitteein accordance with
the approved stormwater managementplan.
D. Ifthe Countytakes such actionupon such failure by the permittee,the County
may collect from the permitteethe difference should the amount of the
reasonable cost of such action exceed the amount of the security held.
Page 24of 37
E.Within 60 days of the completion of the requirements ofthe permit conditions,
includingrequest for permit termination by the operator,such bond, cash escrow,
letter of credit, or other legal arrangement, or the unexpended or unobligated
portion thereof, willbe refunded to the permitteeor terminated.
Section 23-3.9 FEES
A.Fees to cover costs associated with implementation of a VSMP related to land
disturbing activities and issuance of general permit coverage and VSMP authority
permits shall be imposed in accordance with theappropriate fee schedule
established, updated and revised from time to timeby the CountyBoard of
Supervisorsby resolution.VSMP costs include Countycosts associated with
stormwater management plan review, VSMP registration statement review,
permit issuance, state-coverage verification, inspections, reporting, and
compliance activities associated with land-disturbing activities, as well as state
program oversight costs.
B.Fees for providing coverage under the General Permit for Discharges of
Stormwater from Construction Activities shall be imposed in accordance with the
appropriate fee schedule established, updated and revised from time to timeby
the County Board of Supervisorsby resolution.Fifty percent (50%) of the total
fee shall be paid by the applicant at the time that a stormwater management
plan, or agreement in lieu of a stormwater management plan,is submitted for
review. The remaining total fee is to be paid by the applicant prior to issuance of
coverage under the General Permit for Discharges of Stormwater from
Construction Activities.
C.When a site or sites has been purchased for development within a previously
permitted common plan of development or sale, the applicant shall be subject to
fees in accordance with the disturbed acreage of their site or sites according to
the fee schedule established, revised and updated from time to timeby the
CountyBoard of Supervisorsby resolution.
D.Fees for the modification or transfer of registration statements from the general
permit issued by the State Boardshall be imposed in accordance with the fee
schedule established, revisedand updated from time to time bythe County
Board of Supervisorsby resolution.If the permit modifications result in changes
to stormwater management plans that require additional review by the County,
such reviews shall be subject to the fee schedule established by the County
Board of Supervisors, as amended.The fee assessed shall be based on the total
disturbed acreage of the site. In addition to the general permit modification fee,
modifications resulting in an increase in total disturbed acreage shall pay the
difference in the initial permit fee paid and the permit fee that would have applied
for the total disturbed acreage inaccordance with the fee schedule established,
revised and updated from time to timeby the CountyBoard of Supervisorsby
resolution.
Page 25of 37
E.General permit maintenance fees: Annual permit maintenance fees required by
9VAC25-870-830shall be imposed in accordance with the fee schedule
established, revised and updated from time to timeby the CountyBoard of
Supervisorsby resolution, including fees imposed on expired general permits
that have been administratively continued. With respect to the general permit,
these fees shall apply until the permit coverage is terminated.General permit
coverage maintenance fees, for permits issued in a previous calendar year,shall
be paid by April 1st of each year that it is in effect.No permit will be reissued or
automatically continued without payment of the required fee. General permit
coverage maintenance fees shall be applied until a Notice of Termination is
effective.
E. Persons whose coverage under the general permit has been revoked shall apply
to the Departmentfor an Individual Permit for Discharges of Stormwater from
Construction Activities.
F.No permit application fees will be assessed to:
1)Permittees who request minor modifications to permits as defined in
Section 23-2 of this Ordinance. Permit modificationsat the request of the
permittee resulting in changes to stormwater management plans that
require additional review by the Administrator shall not be exempt
pursuant to this section.
2)Permittees whose permits are modified or amended at the initiative of the
Departmentor Administrator, excluding errors in the registration statement
identified by the Administrator or errors related to the acreage of the site.
G. All incomplete payments will be deemed as nonpayments, and the applicant shall
be notified of anyincomplete payments. Interest may be charged for late
payments at the underpayment rate set forth in §58.1-15 of the Code of Virginia
and is calculated on a monthly basis at the applicable periodic rate. A 10% late
payment fee shall be charged to any delinquent (over 90 days past due) account.
The Countyshall be entitled to all remedies available under the Code of Virginia
in collecting any past due amount.
H.In addition to the fees contained on the fee schedule established, revised and
updatedby the County Board of Supervisorsby resolutionthe County may
collect convenience fees associated with processing credit card payments.
Section 23-3.10 PERMIT APPLICATION PROCEDURE
A. Permit applications and the stormwater management plan, or agreement in lieu
of a stormwater management plan,shall include all of the information required by
this Ordinance and the CountyStormwater Management Design Manual.
Page 26of 37
B.No VSMP authority permit shall be issued until the maintenance agreement
required in section 23-3.7 is approved, performance securities required in section
23-3.8 have been submitted and accepted, and fees required to be paid,
pursuant to section 23-3.9, are received.
C.All applications will be processed in accordance with procedures set forthbelow
andinthe CountyStormwater Management Design Manual.
1.The Administrator shall determine the completeness of a plan in accordance
with section 23-3.2 of this Ordinanceand shall notify the applicant, in writing,
of such determination, within 15 calendar days of receipt. If the plan is
deemed to be incomplete, the above written notification will contain the
reasons the plan is deemed incomplete.
2.The Administrator shall have an additional 60 calendar days from the date of
the communication of completeness to review the plan, except that if a
determination of completeness is not made within the time prescribedabove,
then plan shall be deemed complete and the Administrator shall have 60
calendar days from the date of submission to review the plan.
3.The Administrator shall review any plan that has been previously
disapproved, within 45 calendar days of the date of resubmission.
4.During the review period, the plan shall be approved or disapproved and the
decision communicated in writing to the applicant or his/herdesignated agent.
If the plan is not approved, the reasons for not approving the plan shall be
provided in writing. Approval or denialshall be based on the plan’s
compliance with the requirements of this Ordinance.
5.If a plan meeting all requirements of this Ordinanceis submitted and no
action is taken within the time provided above, the plan shall be deemed
approved.
D.Approved stormwater management plans may be modified, as follows:
1.Modification to an approved stormwater management plan shall be allowed
only after review and written approval by the Administrator. The Administrator
shall have 60 calendar days to respond in writing either approving or
disapproving such request.
2.The Administrator may require that an approved stormwater management
plan be amended, within a time prescribed by the Administrator, to address
any deficiencies noted during inspection.
E.The Administrator shall require the submission of a construction record drawing
for permanent stormwater management facilities.
Page 27of 37
SECTION 23-4
EXCEPTIONS TO STORMWATER MANAGEMENT REQUIREMENTS
A.The Administrator may grant exceptions to the technical requirements of Part II B
or Part II C of the Regulations, provided that (i) the exception is the minimum
necessary to afford relief, (ii)reasonable and appropriate conditions are imposed
so that the intent of the Act and this Ordinanceare preserved, (iii) granting the
exception will not confer any special privileges that are denied in other similar
circumstances, and (iv) exception requests are not based upon conditions or
circumstances that are self-imposed or self-created. Economic hardship alone is
not sufficient reason to grant an exception from the requirements of this
Ordinance.
1.Exceptions to the requirement that the land-disturbingactivity obtain the
required VSMP authority permit shall not be given by the Administrator,
nor shall the Administrator approve the use of a BMP not found on the
Virginia Stormwater BMP Clearinghouse Website, unless it isduly
approved by the Directorof Environmental Quality.
2.Exceptions to requirements for phosphorus reductions shall not be
allowed unless offsite options otherwise permitted pursuant to 9VAC25-
870-69 have been considered and found not available.
3.Nothing in this section shall preclude an operator from constructing to a
more stringent standard at their discretion.
B. The Administratormay grant an exception fromprovisions contained in the
County Stormwater Management Design Manualwhen not reasonably
achievable, provided that acceptablemitigation measures areprovided.
C.Requests for an exception to the stormwater technical requirements shall be
submitted in writing to the Administrator.
SECTION 23-5
PROPERTY OWNER RESPONSIBILITIES FOR DRAINAGE WAYS
A.Drainage ways consist of natural watercourses, storm sewers, gutters, manmade
channels, and other natural or manmade drainage paths.
B.Every person owning property through which a drainage way passes, or such
person’s lessee, shall keep and maintain that part of the drainage way within the
property free of trash, debris, yard wastes, and other obstacles that could pollute,
contaminate, or significantly retard the flow of water.
Page 28of 37
C.No person shall sweep, wash, or otherwise place dirt, trash, debris, yard wastes,
or other materialsin drainage ways where theycouldbe picked up and carried
off the person’s property by stormwater runoff.
D.The property owner or such person’s lessee shallmaintain healthy vegetation to
protect the drainage way from excessive erosion during storm events. Particular
care shall be taken to maintain healthy bank vegetation along watercourses.
SECTION 23-6
CONSTRUCTION INSPECTION
Section 23-6.1 NOTICE OF CONSTRUCTION COMMENCEMENT
The permittee shallnotify the Countyin advance before the commencement of land
disturbing activities. In addition, the permittee shall notify the Countyin advance of
construction of critical components of a stormwater management facility.
Section 23-6.2 PERIODIC CONSTRUCTION INSPECTION
A.The Administrator shall periodically inspect the land-disturbing activity during
construction for:
1.Compliance with the approved erosion and sediment control plan;
2.Compliance with the approved stormwater management plan, or executed
agreement in lieu of a stormwater management plan;
3.Development, updating, implementationwith the pollution prevention plan;
4.Development and implementation of any additional control measures
necessary to address a TMDL.
B.If the Countyinspections find any violations, the permittee shall be notified in
writing of the nature of the violation and the required corrective actions. No
additional construction or land-disturbing activity in the area of the violation shall
proceed until any violations are corrected and all work previously completed has
received approval from the County. The permittee is responsible for
maintenance and repair for all stormwater management facilities during
construction.
C.The person responsible for implementing the approvedplan is required to
provide adequate inspection monitoring and reports to ensure compliance with
the approved plan, to determine whether the measures required in the plan
provide effective stormwater management and to allow the registered
Page 29of 37
professional to certify the record documents in accordance with Section 23-3.5.
All permittee inspections shall be documented and written reports prepared that
contain the following information:
1.The date and location of the permittee inspection;
2.Whether construction is in compliance with the approved stormwater
management plan;
2.Variations from the approved construction specifications;
3.Corrective actions that have been taken to correct previous violations;
4.Any violations that exist; and.
5.The name and signature of the person who performed the inspection.
Permittee inspection documentation shall beorganized chronologically and be
storedwith the SWPPP.
D.If the Countydetermines that there is a failure to comply with the plan, notice
shall be served upon the permittee or person responsible forcarrying out the
plan in accordance with Section 23-9 of this Ordinance.
Section 23-6.3 FINAL INSPECTION AND RECORDDOCUMENTATION
A.The permittee shallsubmit record drawings and supporting documentation for all
stormwater management facility and stormdrainage system associated with the
project before final Countyinspection. Record drawings and supporting
documents shall comply with the requirements contained in the County
Stormwater Management Design Manual.
B.Receipt of record drawings and supporting documentation,final inspection and
approval by the County,execution and recordation of maintenance agreement,
and permit terminationis required before the release of performance securities.
C.If it is determined from the record drawings, or inspections,that the storm
drainage systems and the stormwater management facilities have not been
constructed in accordance with the approved stormwater management plan, then
corrective action will be taken to comply with the approved Plan orthe permittee
shall provide studies and information required by the Countyto demonstrate that
the constructed system will function equivalent to the approved Stormwater
Management Plan,and that all regulatory requirementsare met.
Page 30of 37
SECTION 23-7
POST CONSTRUCTION INSPECTION,MAINTENANCE AND REPAIR OF
STORMWATER MANAGEMENT FACILITES
Section 23-7.1 MAINTENANCE INSPECTIONS OF STORMWATER MANAGEMENT
FACILITIES
A.Following the completion and acceptance of construction, the property owneris
responsiblefor the maintenance and repair of stormwater structures and
stormwater management facilities. Theproperty ownershall ensure that proper
maintenance and repair of stormwater structures and stormwater management
facilities occur and that periodic inspection, maintenance,and repairare
performedso that the structures and facilities operate properly. All inspection,
maintenance, and repair activities, performed by the property ownershall be
documented. Documentation shall be submitted to the County, if requested.
B.Stormwater structures and stormwater management facilities that have recorded
stormwater facility maintenance agreements shall be operated, inspected,
maintained and repaired in conformance with the applicable performance
requirements contained in the approved stormwater facility maintenance
agreement.
C.Existing stormwater structures and stormwater management facilities that do not
have a recorded stormwater facility maintenance agreement shall be operated,
inspected, maintained and repaired as required for proper operation of the
structures and facilities. Following are the minimum requirements for stormwater
structures and stormwater management facilities that do not have a recorded
stormwater facility maintenance agreement:
1.Stormwater structures and stormwater management facilities shall be
inspected, by the property owner,after significant rainfall events that cause
localized flooding, and at least annually.
2.All structures and slopes shall be kept in a safe condition.
3. The stormwater management facility shall be kept clear of grass clippings, cut
brush, and other debris.
4.All pipes and structures shall be kept clean and clear of debris that could
decrease flow capacity.
5.Sediment and silt that washes into stormwater management facilities shall be
removed and properly disposed of when the sediment and silt builds up to the
point that they adversely impact the facility’s proper operation.
Page 31of 37
6.Trees and other woody plants shall be cut and removed from embankment
slopes annually.
7.Trees and woody plants shall be cut and removed from non-embankment
areas of a stormwater management facilityas needed to avoid buildupof
debris in the facility and to avoid a nuisance. Periodic cutting and brush
removal shall occur at a frequency of at leastonce in three years.
8.Landscaping and grass cover shall be maintained for proper operation and
erosion control. Replace landscaping as required. Repair erosion and
replace grass cover as required.
D. In addition to the inspections performed by the property owner, the Countywill
periodically inspect stormwater management facilities. In the event that the
stormwater management facility has not been maintained and/or becomes a
danger to public safety, public health, or the environment, the Countyshall notify
the property ownerby registered or certified mail. The notice shall specify the
measures needed to comply and shall specify the time within which such
measures shall be completed. If the responsible party fails or refuses to correct
the violation, the County, after reasonable notice, may correct a violation of the
design standards or maintenance needs by performing all necessary work to
place the facility in proper working condition, and recover the costs from the
propertyowner.
E.If stormwater management facility inspection requiresentry into a confined
space, or special equipment or training, then the County may hire licensed
professionals to perform the inspection, or it may require the property owner to
hire a licensed professional to perform the inspection. The cost for any licensed
professionalsto perform the required inspectionshall be paid by or recovered
from the owner.
F. The Countywill conduct post-construction inspections of stormwater
management facilitiespursuant to the County’s developed, and State Board’s
approved inspection program and willinspect each stormwater management
facilityat least once every five (5) years.
Section 23-7.2 RECORDS OF INSPECTION, MAINTENANCE AND REPAIR
A.Property ownersresponsible for the operationand maintenance of stormwater
management facilitiesshall makerecords of all inspections, maintenance, and
repairs, and shall retain the records for at leastfive (5) years.
B.Upon request from the County, property owners shall provide copies of records
documenting property owner inspections, maintenance, and repairs.
Page 32of 37
SECTION 23-8
HEARINGS AND APPEALS
Section 23-8.1 HEARINGS
A.Any permit applicant or permittee, or person subject to the requirements of this
Ordinance, who is aggrieved by any action, of the County in approving or
disapproving any plans required by this Ordinance, or by any enforcement action
taken pursuant to Sec. 23-9, shall have the right to request, in writing, a hearing
to the County Administrator or his/her designee provided a petition requesting
such hearing is filed with the Administrator within 30 days after notice of such
action is given by the Administrator.
B.The hearing shall be held provided that the CountyAdministrator and the
aggrieved party has at least thirty (30) days prior notice.
C.A verbatim record of the proceedings of such hearings shall be taken and filed
with the Board of Supervisors. Depositions may be taken and read as in actions
at law.
D.The County Administrator, shall have power to issue subpoenas andsubpoenas
duces tecum, and at the request of any party shall issue such subpoenas. The
failure of any witness without legal excuse to appear or to testify or to produce
documents shall be acted upon by the CountyAdministrator whose actions may
include the procurement of an order of enforcement from the circuit court.
Witnesses who are subpoenaed shall receive the same fees and reimbursement
for mileage as in civil actions.
E.During its review, the CountyAdministrator shall consider evidence presentedby
all parties. After considering the evidence, the CountyAdministrator’s decision
shall be final.
Section 23-8.2APPEALS
Final decisions of the County Administrator, under this Ordinance, shall be subject to
judicial review by the Roanoke County Circuit Court, provided an appeal is filed within
thirty (30) days from the date of any written decision adversely affecting the rights,
duties, or privileges of any permit applicant, permittee, or person subject to any
enforcement action under this Ordinance.
Page 33of 37
SECTION 23-9
ENFORCEMENT AND PENALTIES
Section 23-9.1 VIOLATIONS
Any land-disturbance activity that is commenced or is conducted contrary to this
Ordinanceor theapproved plansor agreementsand permit, may be subject to the
enforcement actionsoutlined in this section and theVirginia Stormwater Management
Act.
Section 23-9.2 NOTICE OF VIOLATION
A.If the Administrator determines that there is a failure to comply with the VSMP
authority permit conditions, notice shall be served upon the permittee or person
responsible for carrying out the permit conditions by any of the following: verbal
warnings and inspection reports, notices of corrective action, consent special
orders, and notices to comply.
B.Written notices shall be served by registered or certified mail to the address
specified in the permit application or by delivery at the site of the development
activities to the agent or employee supervising such activities.
C.If there is no permittee, the notices shall be issued to the property owner.
D.The notice of violation shallcontain:
1. The name and address of the permittee, or if there is no permittee, the
property owner;
2. The address when available or a description of the building, structure, or
land upon which theviolation is occurring;
3.A statement specifying the nature of the violation;
4.A description of the remedial measures necessary to bring the land-
disturbingactivity intocompliance with this Ordinanceand a time schedule
for the completion of such remedial action;
5. A statement of the penalty or penalties that may be assessed against the
person towhom the notice of violation is directed;
6.A statement that the determination of violation may be appealed by filing a
written notice of appeal within 30 days of service of notice of violation.
Page 34of 37
Section 23-9.3 STOP WORK ORDERS
A.If a permittee fails to comply with a notice issued in accordance with Section 23-
9.2 within the time specified, the Administrator may issue an order requiring the
owner, permittee, person responsible for carrying out an approved plan, or the
person conducting the land-disturbing activities without an approved plan or
required permit to cease all construction land-disturbing activities until the
violation of the permit has ceased, or an approved plan and required permits are
obtained, and specified corrective measures have been completed.
B.However, if the Administrator finds that any such violation presents an imminent
and substantial danger of causing harmful stormwater runoff impacts to its MS4
system or waters within the watersheds of the Commonwealth, it may issue,
without advance notice or hearing, an emergency order directing such person to
cease immediately all land-disturbing activities on the site and shall provide an
opportunity for a hearing, after reasonable notice as to the time and place
thereof, to such person, to affirm, modify, amend, or cancel such emergency
order. If a person who has been issued an order is not complying with the terms
thereof, the Administrator may request the CountyAttorney to institute a
proceeding for an injunction, mandamus, or other appropriate remedy.
C.This “stopwork order” shall be in effect until the Countyconfirms that the land-
disturbingactivity is in compliance with the requirements of this Ordinanceand
the violation has been satisfactorilyaddressed. Upon failure to comply within the
time specified, the permit may be revoked and theapplicant shall be deemed to
be in violation of this article and upon conviction shall be subject to thepenalties
provided by this Ordinance.
Section 23-9.4 CIVIL AND CRIMINAL PENALTIES
A.Any person violating or failing, neglecting, or refusing to obey any rule,
regulation, ordinance, order, approved standard or specification, or any permit
condition issued bythe Administrator may be compelled in a proceeding
instituted in the Roanoke CountyCircuit Courtto obey same and to comply
therewith by injunction, mandamus, or other appropriate remedy.
B.Any person who violates any provision of this Ordinanceor whofails, neglects, or
refuses to comply with any order of the Administrator, shall be subject to a civil
penalty not to exceed $32,500 for each violation within the discretion of the court.
Each day of violation of each requirement shall constitute a separate offense.
C.Violations for which a penalty may be imposed under this Subsection include, but
are not limited to the following:
1.No state permit registration;
Page 35of 37
2.No SWPPP;
3.Incomplete SWPPP;
4.SWPPP not available for review;
5.No approved erosion and sediment control plan;
6.Failure to install stormwater BMPs or erosion and sediment controls;
7.Stormwater BMPs or erosion and sediment controls improperly installed or
maintained;
8.Operational deficiencies;
9.Failure to conduct required inspections;
10.Incomplete, improper, or missed inspections; and
11.Discharges not in compliance with the requirements of Section 9VAC25-
880-70of the general permit.
D.The Administrator may issue a summons for collection of the civil penalty and the
action may be prosecuted in the appropriate court.
E.In imposing a civil penalty pursuant to this Subsection, the court may consider
the degree of harm caused by the violation and also the economic benefit to the
violator from noncompliance.
F.Any civil penalties assessed by a court as a result of a summons issued by the
Countyshall be paid into the Countytreasury to be used for the purpose of
minimizing, preventing, managing, or mitigating pollution of the waters of the
Countyand abating environmental pollution therein in such manner as the court
may, by order, direct.
G.With the consent of any person who has violated or failed, neglected or refused
to obey this Ordinanceor any condition of a permit, the Countymayprovide, in
an order issued by the Countyagainstsuch person, for the payment of civil
charges for violations in specific sums, not to exceed the limit specified in
subdivision B of this section. Such civil charges shall be instead of any
appropriate civil penalty which could be imposed under subdivision B.
H.Notwithstanding any other civil or equitable remedy provided by this Section or
by law, any person who willfully or negligently violates any provision of the
Ordinance, any order of the Administrator, any condition of a permit, or any order
Page 36of 37
of a court shall, be guilty of a misdemeanor punishable by confinement in jail for
not more than 12 months or a fine of not morethan $2,500, or both.
Section 23-9.5 RESTORATION OF LANDS
A.Any violator may be required to restore land to its undisturbed condition or in
accordance with a notice of violation, stop work order, or permit requirements.
B. In the event that restoration is notundertaken within a reasonable time after
notice, the Countymay take necessary corrective action, the cost of which shall
be covered by the performance security, or become a lien upon the property until
paid, or both.
Section 23-9.6 HOLDS ON CERTIFICATE OF OCCUPANCY
Final certificates of occupancy maynot be granted until corrections have been made in
accordance with the approved plans, notices of violation, stop work order, or permit
requirements, and accepted by the County.
~END~
Page 37of 37
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
ORDINANCEADOPTING A NEW CHAPTER OF THE ROANOKE
COUNTY CODE CHAPTER 24. ILLICIT DISCHARGE ORDINANCE
WHEREAS, The Board of Supervisors of Roanoke County finds that the
uncontrolled discharge of pollutants to its Municipal Separate Storm Sewer System
(MS4)has an adverse impact on the water quality of receiving waters; and,
WHEREAS,Amendments to the Federal Water Pollution Control Act, commonly
known as the Clean Water Act, established the National Pollutant Discharge Elimination
System (NPDES) Program, which requires permits for discharges from regulated
municipal separate storm sewer systems into the waters of the United States; and,
WHEREAS, The United States Environmental Protection Agency (EPA) has
promulgated regulations implementing the NPDES program, andthe EPA has
authorized the Commonwealth of Virginia to issue NPDES permits under the Virginia
Pollutant Discharge and Elimination System (VPDES) permit system; and,
WHEREAS, The VPDES regulations for stormwater discharges require
Roanoke County to control the contribution of pollutants to its regulated MS4by
prohibiting illicit discharges,and to inspect, monitor, and enforce the prohibitions of illicit
discharges to its regulated MS4; and,
WHEREAS, the Board finds that this ordinance satisfies these regulatory
requirements effective July 1, 2014; and
WHEREAS, the illicit discharge provisions were previously found in the
Stormwater Ordinance that was recently repealed, and that said provisions must be
included in the Roanoke County Code; and
Page 1 of 8
WHEREAS, the first reading of this ordinance was held on April 8, 2014, and the
second reading andpublic hearing was held on April 22, 2014.
NOW THEREFORE BE IT ORDAINED by the Board of Supervisors of Roanoke
County, Virginia, as follows:
1.That a new Chapter 24. “Illicit Discharge” be and hereby is adopted to
read as set out below.
2.That the effective date of this ordinance is July 1, 2014.
SECTION 24-1
GENERAL PROVISIONS
Section 24-1.1 TITLE AND AUTHORITY
A.This ordinance shall be known as the “Illicit Discharge Ordinance of the County
of Roanoke, Virginia.”
B.This ordinance establishesthe County’s illicit discharge program that regulates
non-stormwater discharges to its regulated MS4, consistent with state regulations
promulgated pursuant to the law.
C.The County of Roanoke hereby designates the Director of Community
Development as the Administrator of the illicit discharge program.
Section 24-1.2 PURPOSE
The purpose of this ordinance is to promote the general health, safety, and welfare of
the citizens of the County by protectingproperty and state waters through the
prohibition of illicit discharges of non-stormwaterwithin the County’s regulated MS4
area into the County’s MS4,subject to certain exceptions.
Section 24-1.3 APPLICABILITY
A.This ordinance is applicable to any non-stormwater discharge that enters, or has
the potential of entering, the County’s MS4, located within the County’s regulated
MS4 area.
Page 2 of 8
Section 24-1.4 COMPATABILITY WITH OTHER REQUIREMENTS
This ordinance is not intended to interfere with, abrogate, or annul any other ordinance,
rule or regulation, stature, or other provision of law. The requirements of this ordinance
shall be considered minimum requirements, and where any provision of this ordinance
imposes restrictions different from those imposed by any other ordinance, rule or
regulation, or other provision of law, whichever provisions are more restrictive or impose
higher protective standards for human health or the environment shall apply.
Section 24-1.5 SEVERABILITY
If the provisions of any article, section, subsection, paragraph, subdivision orclause of
this ordinance shall be judged invalid by a court of competent jurisdiction, such order of
judgment shall not affect or invalidate the remainder of any article, section, subsection,
paragraph, subdivision or clause of this ordinance.
SECTION 24-2
DEFINITIONS
The following words and terms as used in this ordinance shall have the following
meanings, unless the context clearly indicates otherwise:
Administratormeans the position responsible for administering the illicit discharge
program on behalf of the County of Roanoke. The Administrator shall be the Director of
Community Development or his/her designee.
Best Management Practice or BMP means schedules of activities, prohibitions of
practices, including both structural or non-structuralpractices, maintenance procedures,
and other management practices to prevent or reduce the pollution of surface waters
and groundwater systems from the impacts of land-disturbing activities.
Clean Water Act or CWAmeans the Federal Clean Water Act (33 United States
Code 1251 et seq.), formerly referred to as the Federal Water Pollution Control Act or
Federal Water Pollution Control Act Amendments of 1972, Public Law 92-500, as
amended by Public Law 95-217, Public Law 95-576, Public Law 96-483, and Public Law
97-117, or any subsequent revisions thereto.
"Control measure"means any best management practice or other method used to
prevent or reduce the discharge of pollutants to surface waters.
County means the County of Roanoke, Virginia.
Department means the Virginia Department of Environmental Quality(DEQ).
Page 3 of 8
Dischargemeans to dispose, deposit, spill, pour, inject, dump, pump, leak, or place
by any means, or that which is disposed, deposited, spilled, poured, injected, dumped,
pumped, leaked, or placed by any means.
Illicit dischargemeans any discharge to the County’s MS4that is not composed
entirely of stormwater, except discharges pursuant to a VPDES or VSMP permit (other
than the VSMP permit for discharges from the MS4), discharges resulting from
firefighting activities, and discharges identified by and in compliance with 9VAC25-870-
400 D 2 c (3).
"Municipal separate storm sewer"means a conveyance or system of conveyances
otherwise known as a municipal separate storm sewer system or "MS4," including roads
with drainage systems, municipal streets, catch basins, drop inlets, curbs, gutters,
ditches, man-made channels, storm drainage pipes, or other drainage structures:
1. Owned or operated by Roanoke County;
2. Designed or used forcollecting or conveying stormwater;
3. That is not a combined sewer; and
4. That is not part of a publicly owned treatment works(POTW).
Municipal separate storm sewer systemor MS4means all municipal separate
storm sewers that are located within the portion of the County that is identified as
“urbanized” by the U.S. Bureau of the Census in the latest Decennial Census.
National Pollutant Discharge Elimination System(NPDES) means the federal
program for issuing, modifying, revoking, reissuing, terminating, monitoring, and
enforcing permits, and imposing and enforcing pre-treatment requirements under the
Clean Water Act (CWA).
Personmeans any individual, firm, organization, partnership, association,
organization or other entity, including governmental entities, or any combination thereof,
or any agent or employee of any such entity.
State watersmeans all water, on the surface and under the ground, wholly or
partially within or bordering the Commonwealth or within its jurisdiction, including
wetlands.
Stormwatermeans precipitation that is discharged across the land surface or
through conveyances to one or more waterways, whichmay include rainfall runoff, snow
melt runoff, and surface runoff and drainage.
Virginia Pollutant DischargeElimination System(VPDES) means the program
issued by the Commonwealth of Virginia for imposing and enforcing pre-treatment
requirements pursuant to the Clean Water Act (CWA).
Page 4 of 8
Virginia Stormwater Management Program(VSMP) means a program approved by
the State Board after September 13, 2011, that has been established by a locality to
manage the quality and quantity of runoff resulting from land-disturbing activities, which
shall include such items as local ordinances, rules, permit requirements, annual
standards and specifications, policies and guidelines, technical materials, and
requirements for plan review, inspection, enforcement, where authorized in this article,
and evaluation consistent with the requirements of this article and associated
regulations.
SECTION 24-3
PROHIBITED DISCHARGES
A.It shall be unlawful and a violation of this ordinance to allow any discharge that is
not composed entirely of stormwater, except as described in subsection C below,
that enters, or has the potential of entering, the MS4.
B.Illicit discharges include, but are not limited to:
1.Discharging, or causing or allowing to be discharged, sewage, industrial
wastes, yard wastes, or other wastes, into the storm sewer system, or any
component thereof, or onto driveways, sidewalks, parking lots, the ground,
or any other areas draining to the storm sewer system.
2.Connecting, or causing or allowing connection of any sanitary sewer to the
storm sewer system, including any sanitary sewer connected to the storm
sewer as of the date of the adoption of this ordinance.
3.Connecting, or causing or allowing any connection to the storm sewer
system, without a valid VSMP, VPDES, or NPDES permit, any structure
that conveys any liquid other than stormwater or discharges listed in
subsection C, including, but not limited to, pipes, drains, sanitary sewer
lines, washing machine drains, or floor drains.
4.Prohibitions 2 and 3 listed in this subsection expressly include, without
limitations, illicit connections made in the past, regardless of whether the
connection was permissible under law or practices applicable or prevailing
at the time of the connection.
5.Throwing, placing, or depositing, or causing to be thrown, placed, or
deposited in the storm sewer system anything that impedes or interferes
with the free flow of stormwater therein, or adversely affects water quality.
C.The following non-stormwater discharges are allowable under this ordinance:
Page 5 of 8
1.Discharges or flows covered by a separate individual or general VPDES or
VSMP permit for non-stormwater discharges;
2.Individual non-stormwater discharges or flows that have been identified in
writing by the Virginia Department of Environmental Quality as de minimis
discharges that are not significant sources of pollutants to statewaters
and do not require a VPDES permit;
3.Non-stormwater discharges or flows as listed in the following categories,
unless they are identified by the Administrator or Virginia Water Control
Board, as significant contributors of pollutants.
a.Water lineflushing;
a.Landscape irrigation;
b.Diverted stream flows or rising groundwater;
c. Uncontaminated ground water infiltration;
d.Uncontaminated pumped groundwater;
e.Discharges from potable water sources;
f.Foundation drains;
g.Air conditioning condensate;
h.Irrigation water;
i.Springs;
j.Water from crawl space pumps;
k. Footing drains;
l.Lawn watering;
m.Individual residential car washing;
n.Flows from riparian habitats and wetlands;
o.Dechlorinated swimming pool discharges;
p.Street wash water;and
q.Firefightingactivities
4.The discharge of material resulting from a spill that is necessary to prevent
loss of life, personal injury, or severe property damage. The responsible
party shall take all reasonable steps to minimize or prevent any adverse
effect on human health or the environment.This provision does not
transfer liability for the spill itself from the party(ies) responsible for the
spill, nor relieve the party(ies) responsible for a spill from the reporting
requirements of 40 CFR Part117 and 40 CRF Part 302 (2001).
D.In the event any of the activities listed in sub-paragraph C.3 of this section are
found to be a significant contributor of pollutants to be discharged into the MS4,
the Administrator shall so notify the person performing such activities, and shall
order that such activities be ceased or be conducted in such a manner as to
avoid the discharge of pollutants into the MS4. The failure to comply with any
such order shall constitute a violation of the provisions of this ordinance.
Page 6 of 8
SECTION 24-4
INSPECTIONS AND MONITORING
A.The Administrator shall have the authority to carry out all inspections and
monitoring procedures necessary to determine compliance and/or
noncompliance with this ordinance, and to enforce the requirements of this
ordinance.
B.The Administrator shall have the authority, at his sole discretion, to require
aStormwater Pollution Prevention Plan (SWPPP) from any person whose
property discharges, or has the potential to discharge, to the MS4.
C.The Administrator and/or his/her duly authorized employees, agents, or
representatives of the County, bearing proper credentials and
identification, shall be authorized to enter any public property or to request
entry into private property at any reasonable time for the purpose of
enforcing this ordinance, including, but not limited to taking samples of
discharges, inspecting monitoring equipment, inspecting and copying
documents relevant to the enforcement of this ordinance, and such other
items as may be deemed necessary for the enforcement of this ordinance.
If the person in charge of the property refuses to allow the Administrator to
enter in accordance with subsection C, then the Administrator may
present sworn testimony to a magistrate or court of competent jurisdiction
and request the issuance of an inspection warrant to enter the property for
the purpose of making such inspections and investigations. The
Administrator shall make a reasonable effort to obtain consent from the
owner or person in charge of the property prior to seeking the issuance of
aninspection warrant under this section.
D.The Administrator shall have the authority to require any person
responsible for a discharge to the MS4to document that such discharge
meets and is in compliance with the requirements of this ordinance. This
includes, but is not limited to, the ability of the Administrator to require
such person to provide monitoring reports, test results, and such other
matters as may be deemed necessary to show that such discharge is in
compliance with the requirements of this ordinance. The cost of any
required documentation shall be the responsibility of the person
responsible for the discharge.
E.The failure of any person to comply with any of the requirements of this
section shall constitute a violation of this chapter.
Page 7 of 8
SECTION 24-5
ENFORCEMENT AND PENALTIES
A.Any person who violates any of the provisions of this ordinance shall be
guilty of a Class I misdemeanor and, upon conviction, is subject to
punishment by a fine of not more than two thousand five hundred dollars
($2,500.00) per violation per day and confinement in jail for not more than
twelve (12) months, either or both.
B.Each day during which a violation of this ordinance occurs or continues
shall be deemed a separate and distinct violation of this chapter.
C.Any person who commits any of the acts prohibited by this chapter or
violates any of the provisions of this ordinance shall be liable to the
County for all costs of testing, containment, cleanup, abatement, removal,
disposal, and any other relatedcosts or expenses that the County may
incur in connection with the enforcement of this ordinance and/or the
prohibition and/or correction of a violation of this ordinance.
D.The Administrator may bring legal action to enjoin a violation of this
ordinance and the existence of any other remedy shall be no defense to
any such action.
E.In addition to any of the remedies set forth above, the Administrator may
seek to impose, or have imposed by the appropriate authority, any of the
remedies provided for by § 62.1-44.15:48, Code of Virginia (1950), as
amended, which are incorporated herein by reference.
F.In any court action that may result from enforcement of this ordinance, a
judge hearing the case may direct the person responsible for the violation
orthe property owner to correct the violation and each day that the
violation continues shall constitute a separate violation of this chapter.
G.Any person who knowingly makes any false statements, representations,
or certifications in any record, report, or other document, either filed or
requested pursuant to this chapter, or who falsifies, tampers with, or
knowingly renders inaccurate any monitoring device or method required or
used by the director under this chapter in monitoring discharges, shall be
guilty of a violation of this ordinance.
H.The remedies set forth in this section shall be cumulative, not exclusive,
and it shall be no defense to any action that one (1) or more of the
remedies set forth in this section has been sought or granted.
~END~
Page 8 of 8
V-3
PETITIONER: Corporate Property Services, Inc.
CASE NUMBER: 3-4/2014
st
Board of Supervisors Consent 1Reading Date:March 25,2014
Planning Commission Hearing Date:April 1, 2014
nd
Board of Supervisors Hearing & 2Reading Date:April 22, 2014
A.REQUEST
Toobtain a Special Use Permit for a restaurant, drive-in or fast food in a C-1,
Low Intensity Commercial, District, on approximately 1.3825 acres located at
3814 Challenger Avenue,HollinsMagisterial District. (Postponed by the
Planning Commission)
B.CITIZEN COMMENTS
Onecitizen spoke in favor of the petition. Four citizens spoke against the petition
citing traffic concerns.
C.SUMMARY OF COMMISSION DISCUSSION
TaraPattisallpresented the staff reportand the engineer for thepetitioner, Gary
Rouse, presented a summary of the proposal. The traffic engineer for the
petitioner, Mike Agee, presented an in depth report on how the traffic study was
completed for this proposal. Mr. Agee explained the benefits of providing a right
turn lane off of West Ruritan Road onto Challenger Avenue and that this
improvement will prevent the stacking issues that are currently occurring at the
light. Mr. Agee also stated that a left turn lane off of West Ruritan Road into the
site was not warranted by this study. Minor improvements, such as signage and
“do not block” striping at the entrance are proposed in the traffic study. An
engineer for VDOT, Brian Blevins, was also present to address questions.
Commissioners asked several questions of Mr. Agee, including specific sight
distances and how those are calculated.
Mr. Marrano asked staff to clarify what uses are allowed by-right in C-1. Ms.
Pattisall cited several examples, such as day care center, medical offices, banks,
and post offices, and explained that although these uses are allowed by-right,
they are still required to meet VDOT’s development standards.
Commissioners asked Mr. Blevins if VDOT agreed with the improvements
warranted by the traffic study. Mr. Blevins stated that at this time VDOT has not
generated their final comments on the petition.
Mr. Jarrell asked why this proposal is seeking two exceptions from VDOT. Mr.
Agee clarified that one exception is for the minimum separation for the entrance
location from the intersection of West Ruritan Roadand Challenger Avenue, and
the second exception is regarding the sight distance for the left turn out of the
site onto West Ruritan Road heading north.
Mr. Marrano asked whether or not the site has been analyzed to use only the
access off of Trail Drive or if a “no left turn” option out of the site onto West
Ruritan Road has been considered. Mr. Rouse stated that neither option had
been analyzed.
D.CONDITIONS
1.The site shall be developed in substantial conformance to the site plan
prepared by GBC Design, Inc. dated 02/04/14 subject to any revisions
required during site plan review.
2.The site shall be developed in substantial conformance to the architectural
renderings titled “Challenger Avenue FSU-Roanoke, VA Store #03375”
subjectto any revisions required during site plan review and building plan
review.
E.COMMISSION ACTION
Mr.Jarrellmade a motion to postpone action on the petition until the
Commission’s May 6, 2014,meeting in order to review VDOT’s full comments
from the revised traffic study. The motion carried 4-0.
F.DISSENTING PERSPECTIVE
None.
G.ATTACHMENTS:XConcept PlanXVicinity Map
XStaff ReportXOther
Philip Thompson, Secretary
Roanoke County Planning Commission
Page 2of 2
V-4
PETITIONER: State Central Bank
CASE NUMBER: 22-11/2013
st
Board of Supervisors Consent 1Reading Date:March 25, 2014
Planning Commission Hearing Date:April 1, 2014
nd
Board of Supervisors Hearing & 2Reading Date:April 22, 2014
A.REQUEST
Toamend the proffered conditions and the Planning and Design documents for
Loblolly Mill by amending the sections dealing with trails and lighting.The
Loblolly Mill Planned Residential Development is located on Sterling Road and is
approximately 104.4 acres in size, Vinton Magisterial District.
B.CITIZEN COMMENTS
No citizens spoke on this petition.
C.SUMMARY OF COMMISSION DISCUSSION
Tara Pattisallprovided a summary of the request to amend the trail and lighting
sections of the Loblolly Mill PRD masterplan.
D.PROFFERED CONDITIONS(REVISED)
1.Theproperty will be developed in substantial conformance with the
“Planning and Design Documents for: Loblolly Mill a Planned Residential
Community” prepared by Balzer and Associates, Inc. dated January 18,
2006, revised April 17, 206, amended January 10, 2007, revised February
9, 2007, and last revised November 25, 2013.
E.COMMISSION ACTION
Mr. James made a motion to recommend approval of the petition. The
Commission approved the motion by avote of 4-0.
F.DISSENTING PERSPECTIVE
None.
G.ATTACHMENTS:XConcept PlanXVicinity Map
XStaff ReportXOther
Philip Thompson, Secretary
Roanoke County Planning Commission
Page 1of 1
STAFF REPORT
Petitioner:State Central Bank
Request: Toamend the proffered conditionsand the Planning and Design documents for
Loblolly Mill by amending the sections dealing with trails and lighting
Location:Sterling Road,Tall Pine Lane, and Mill House Lane
Magisterial District:Vinton
EXECUTIVE SUMMARY:
Loblolly Mill is a planned residential community in the Vinton magisterial district which was rezoned in 2006 and
revised in 2007. Currently, five of the lots in the development are under private ownership, with State Central Bank
owning the remaining 34lots.State Central Bank is seeking to amend the Planning and Design documents, which
are proffered conditions, for Loblolly Mill. The applicant seeks toamendthe following sections dealing with trails
and lighting from the Planning and Design documentsas shown below:
-A network of pedestrian/equestrian trails will be provided. These trails will be throughout the development
and will connect the separate development areas with the open space, historic features, and any other site amenity.
The trail surface will be mulch or pea gravel and will be a minimum of 4’ wide.
-A pedestrian hiking trail will be provided within the development.
-Any and all street lighting shall be residential in scale and style (i.e. post mounted lighting) and shall not
exceed 10’ in height. The lighting shall be top shielded to cast all light and/or glare downward. All street lights on the
Property will not exceed 150watts. All light emanating from the outside of any house located on a lot on the
Property will include a shield on top that causes the light to shine down, not up or out. Dusk to dawn lights will not be
permitted. All lights on the outside of any house ona lot on the Property will not exceed 100 watts. All lighting shall
be arranged so it does not cast glare on adjacent properties and so that no more than 0.5 foot candles cross any
adjacent property line.
-Street lighting will be provided in select locations. Street lighting will be post top style fixtures as
provided by AEP and will not exceed 16 in height.
All open space lots and easements will remain unchanged and will still be usable for all residents of the
development including the existing pond, creeks, mill house, and covered bridge.
1. APPLICABLE REGULATIONS
The current proffer states that the property will be developed in substantial conformance with the “Planning
and Design Documents for: Loblolly Mill a Planned Residential Community” prepared by Balzer and
Associates, Inc. Since this document is being proposed to be changed, it constitutes a change to the
proffered condition which has to be approved through the rezoning process.
2. ANALYSIS OF EXISTING CONDITIONS
Background–In 2006, 94.229 acres were rezoned from AG-3 to PRD to construct the Loblolly Mill
development. In 2007, 10.363 adjacent acres were rezoned from AG-3 to PRD and included in the
development. The master plan was also revised. All of the roads (private) in the developmenthave been
1
constructed. So far, the development has onlya portion ofone home located at 3930 Mill House Lane
(owned by Michael and Cynthia Sacocci)which obtained a building permit in March 2012but has not yet
finalized construction. Building permits were also filed for a lot at 3875 Tall Pine Lane (owned by Loblolly
Crawford) in August2010, but were later withdrawn due to inactivity. The subdivision went into foreclosure
resulting in the majority of the lots coming into ownershipby State Central Bank.
3.ANALYSIS OF PROPOSED DEVELOPMENT
The applicant seeks to amendthe trail and lighting sections of the Planning and Design documents. No
trails or lighting have been constructed orinstalled at this time. There were no comments from any other
County entities regarding this project as the roads have already been reviewed and were constructed during
earlier phases. This petition does not seekto amend the scope of the existing PRD, just to amend the two
sections in the Planning and Design documents.
4.CONFORMANCE WITH ROANOKE COUNTY COMPREHENSIVEPLAN
The property is designated Developmenton the County’s Future Land Use Map. Development is afuture
land use area where most new neighborhood development will occur, including large-scale planned
developments which mix residential with retail and office uses. Innovation in housing design and
environmental sensitivity in site development is a key objective. The development is in conformance with
the County’s Comprehensive Plan. Removing the trail and lighting sections from the Planning and Design
documents does not change this finding.
5.STAFF CONCLUSIONS
Loblolly Mill PRD was approved in 2006, however,since then it has seen little development beyond the
construction of the private roadsand one residence.The applicant is seeking to amend thesections of the
Planning and Design documents dealing with trails and lighting. With the full support of the current property
owners, there is no anticipated impact on them, nor any future buyers.
CASE NUMBER: 22-11/2013
PREPARED BY:Tara Pattisall
HEARING DATES: PC: 04/01/14BOS: 04/22/14
ATTACHMENTS:Application Materials
Aerial Photograph
Zoning Map
Future Land Use Map
2
Neighborhood View
County View
geodata.GEO_OWNER.Parcel_Data
1 inch = 541 feet
Date: August 15, 2013
S = Special Use Permit on property
C = Conditions on property
Scale:
Department of Community Development
Roanoke, Virginia 24018
5204 Bernard Drive
Roanoke County
(540) 772-2065
Neighborhood View
County View
PRD Planned Residential Development
geodata.GEO_OWNER.Parcel_Data
AG-1 Agricultural/Rural Low Density
1 inch = 541 feet
Date: August 15, 2013
S = Special Use Permit on property
AR Agricultural/Residential
AG-3 Agricultural/Preserve
C = Conditions on property
Scale:
Department of Community Development
Roanoke, Virginia 24018
5204 Bernard Drive
Roanoke County
(540) 772-2065
Neighborhood View
County View
geodata.GEO_OWNER.Parcel_Data
1 inch = 541 feet
Date: August 15, 2013
S = Special Use Permit on property
C = Conditions on property
Scale:
Department of Community Development
Roanoke, Virginia 24018
5204 Bernard Drive
Roanoke County
(540) 772-2065
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER, TUESDAY,APRIL 22, 2014
ORDINANCE AMENDING THE PROFFERED CONDITIONS ON
PROPERTY CONTAINING APPROXIMATELY 104.4 ACRES AND
ZONED PRD, PLANNED RESIDENTIAL DEVELOPMENT, LOCATED
ON STERLING DRIVE, VINTON MAGISTERIAL DISTRICT, UPON
THE APPLICATION OF STATE CENTRAL BANK
WHEREAS, the first reading of this ordinance was held on March 25, 2014,
and the second reading and public hearing were held April 22, 2014; and,
WHEREAS, the Roanoke County Planning Commission held a public hearing
on this matter on April 1, 2014; and
WHEREAS, legal notice and advertisement has been provided as required by
law.
BE IT ORDAINED by the Board of Supervisors of Roanoke County, Virginia,
as follows:
1.That the proffered conditions on property containing approximately
104.4 acres and zoned PRD, Planned Residential Development with conditions,
located on Sterling Drive in the Vinton Magisterial District, are hereby AMENDED as
set out below:
1) The property will be developed in substantial conformance
with the “Planning and Design Documents for: Loblolly Mill a Planned
Residential Community” prepared by Balzer and Associates, Inc. dated
January 18, 2006, revised April 17, 206, amended January 10, 2007,
revised February 9, 2007, and last revised November 25, 2013.
Specifically, the sections dealing with trails and lighting from the planning and
design documents are amended as follows:
A network of pedestrian/equestrian trails will be provided. These trails
will be throughout the development and will connect the separate
development areas with the open space, historic features, and any
other site amenity. The trail surface will be mulch or pea gravel and
will be a minimum of 4’ wide.
Page 1of 2
A pedestrian hiking trail will be provided within the development.
Any and all street lighting shall be residential in scale and style (i.e.
post mounted lighting) and shall not exceed 10’ in height. The lighting
shall be top shielded to cast all light and/or glare downward. All street
lights on the Property will not exceed 150 watts. All light emanating
from the outside of any house located on a lot on the Property will
include a shield on top that causes the light to shine down, not up or
out. Dusk to dawn lights will not be permitted. All lights on the outside
of any house on a lot on the Property will not exceed 100 watts. All
lighting shall be arranged so it does not cast glare on adjacent
properties and so that no morethan 0.5 foot candles cross any
adjacent property line.
Street lighting will be provided in select locations. Street lighting will be
post top style fixtures as provided by AEP and will not exceed 16’ in
height.
The remaining proffered conditions including but not limited to all open space
lots and easements shall remain unchanged and shall still be usable for all residents
of thedevelopment including the existing pond, creeks, mill house, and covered
bridge.
2.That this action is taken upon the application of State Central Bank.
3.That real estate subject to this amendment is more specifically
described in Exhibit A.
4.That this ordinance shall be in full force and effect thirty (30) days after
its final passage. All ordinances or parts of ordinances in conflict with the provisions
of this ordinance be, and the same hereby are, repealed. The Zoning Administrator
is directed to amend the zoning district map to reflect the change in zoning
classification authorized by this ordinance.
Page 2of 2
V-5
PETITIONER: McDonalds USA, LLC
CASE NUMBER: 4-4/2014
st
Board of Supervisors Consent 1Reading Date:3/25/2014
Planning Commission Hearing Date:4/1/2014
nd
Board of Supervisors Hearing & 2Reading Date:4/22/2014
A.REQUEST
The petition of McDonald’s USA, LLC to obtain a special use permit for a
restaurant, drive-in or fast food in the CVOD, Clearbrook Village Overlay District,
on approximately 1.0 acre located at 5347 Franklin Road, Cave Spring
Magisterial District.
B.CITIZENCOMMENTS
Onecitizen spoke in opposition to the request with the concern of the health
issues associated with fast food.
C.SUMMARY OF COMMISSION DISCUSSION
Ms. Tammi Wood presented an overview of the staff report to the Commission
followed by a detailed summary of the proposed request by Mr. Scott Thompson,
Regional Construction Manager for McDonald’s, LLC. Entrance and exit traffic
patterns and surrounding traffic flow were discussed and Mr. Brian Blevins with
VDOT confirmed that the current Traffic Impact Analysis report dated July 2012
was still valid and could be utilized for the proposed development on thesite. The
by-right uses that could be built on the site were briefly discussed.
Commissioners questioned and staff verified that the proposed development was
in compliance with the Zoning Ordinance standards and Future Land Use
Designation for the site.
D.CONDITIONS
1.Development of this site shall be in substantial conformance with plan sheets
C-3 and L-1 titled McDonald’s by Stimmel Associates, PA, and dated 1/24/14
subject to any revisions required during site plan review.
2.The façade of the primary structure shall be in substantial conformance with
the undated elevation sheet titled “Proposed McDonald’s Restaurant –Color
Elevation Study” subject to any revisions required during site plan review and
building plan review.
3.The building materials for the proposed monument sign shall match the
building materials used on the primary structure and shall be in substantial
conformance with the monument elevation sheet. The dimensions of the
monument sign shall be equal to or less than the dimensions depicted on the
elevation sheet prepared by Persona Sign Makers/Image Builders dated
04/24/13.
4.The building materials for the dumpster enclosure shall match the building
materials used on the primary structure.
E.COMMISSION ACTION
Mr. Marrano made a motion to recommend approval of the special use permit
with four conditions. The motion passed by a vote of 4-0(Woltz absent).
F.DISSENTING PERSPECTIVE
None.
G.ATTACHMENTS:XConcept PlanXVicinity Map
XStaff ReportXOther
Philip Thompson, Secretary
Roanoke County Planning Commission
Page 2of 2
STAFF REPORT
Petitioner:McDonalds USA, LLC
Request: To obtain a special use permit fora Restaurant, Drive-In or Fast Food
Location:5347 Franklin Road
Magisterial District:Cave Spring
Proffered/Suggested 1. Development of this site shall be in substantial conformance with plan sheets
Conditions: C-3 and L-1 titled McDonalds byStimmel Associates, PA, and dated1/24/14
subject toany revisions required during site plan review.
2. The façade of the primary structure shall be in substantial conformance with
the undated elevation sheet titled Proposed McDonalds Restaurant Color
Elevation Studysubject to any revisions required during site plan reviewand
building plan review.
3. The building materials for the proposed monument sign shall match the
building materials used on the primary structure and shall be in substantial
conformance with the monument elevation sheet. The dimensions of the
monument sign shall be equal to or less than the dimensions depicted on the
elevation sheet prepared by Persona Sign Makers/Image Builders dated
04/24/13.
4. The building materials for the dumpster enclosure shall match the building
materials used on the primary structure.
EXECUTIVE SUMMARY:
McDonalds USA, LLC is seeking a special use permit fora Restaurant, Drive-In or Fast Food on an approximately
one acre portion of the 6.67 acre parcel located at 5347 Franklin Road.
This site is in the primary area of the northern district of the Clearbrook Village Overlay District (CVOD) and is
designatedas Core on the future land use map of the Roanoke CountyComprehensive Plan. The Coreland use
designationis where high intensity urban development is encouraged and contains areas that may be appropriate
for larger-scale highway-oriented retail uses.Additionally this is an area where planned shopping centers and
clustered retail uses are encouragedand where commercial uses have been developed or will likely be developed
and located by an arterial street system.
1. APPLICABLE REGULATIONS
There are several sections of the County Zoning Ordinance that are applicable to this application request.
Ais defined as an establishment primarily engaged in the preparation of
Restaurant, drive-in or fastfood
food and beverages, for either take-out, delivery or table service, served at a counter, a drive up or drive
through service facility or by curb service. Typical uses include drive-in or fast food restaurants or coffee
shops.
A Restaurant, drive-in or fast food in the Clearbrook Village Overlay District is permitted only with a special
use permit.
1
This site is located in the CVOD,Clearbrook Village Overlay Districtandisregulated byZoning Ordinance
Section 30-58, CVOD Clearbrook Village Overlay District.During the revision of the Roanoke County
Community Plan in 1998, Roanoke County staff worked with the citizens of the Clearbrook community to
establish zoning and development objectives and policies for their community. Once these objectives and
policies were established, zoning standards were designed and approved by the Roanoke County Board of
Supervisors to implement these growth and development objectives and policies. In December 2000, after
the Planning Commission’s favorable recommendation, the Board of Supervisors adopted Section 30-58as
part of the Roanoke County Zoning Ordinance. This section addresses special regulations for development
in the Clearbrook Village Overlay District and references that compliance with the community plan
guidelinesis encouraged.As a matter of clarification, it should be noted that the design of new commercial
development in the CVOD must be in compliance with Zoning Ordinance Section30-58; however,
consistency with the CVOD design guidelines as shown in the “Design Guidelines for the Clearbrook Village
Commercial Overlay District” document , but not required.Thesedesign guidelines relate to
isencouraged
many aspects of site development including but not limited to landscaping, signage, lighting and utilities,
andare intended for use by the Planning Commission and Board of Supervisors during review of rezoning
or special use requests that lie within the Clearbrook Village Overlay District. The use of this document will
also assist in ensuringthat new and future development is compatible with the rural nature of this district.
Other applicable Zoning Ordinance sections are attached to this report.
Roanoke County site development andbuilding permit reviews will be required.
2. ANALYSIS OF EXISTING CONDITIONS
Background–McDonald’s USA, LLC proposes to lease a portion of the existing 6.67 acre lot which fronts
on both Franklin and Indian Grave Roads. The area of thesitefor the proposed restaurant consists ofa one
acre portion of the existing vacant parcelwhich fronts on Franklin Road. This one acre parcelwill be
subdivided from the largerparcel prior to developmentof the site.There is an existing variable width private
access easement which encompasses athirty-foot wide entrance/exit driveway to the site from Indian Grave
Road.
Topography/Vegetation–Theone acre site development area of the parcel is relatively flat and slowly
slopes up fromthe Franklin Road frontage areato the rear of the site.The proposed parcel is covered with
ground cover vegetationand there are several mature evergreen trees located on the lot.
Surrounding Neighborhood–The parcels directly adjoining the existing parcel to the north, east and west
are located in the CVOD and are zoned C-2, High Intensity Commercial district. Theadjoining parcels
located onthe south and southwest are zoned ARS, Agricultural Residential with a Special Use Permit and
AR, Agricultural Residential.
TheClearbrook Fire Departmentpropertyis located on the southwestproperty lineof the existing parcel.
There aremedical offices on the northern border, across Indian Grave Road, and across Franklin Road;and
residencesand retail sales eastandnortheast of the property.There are numerous residentially zoned
parcels and vacant parcelslocated in the vicinity. Additionally, the large Wal-Martdevelopment and the
Crossroads automobile dealership are two of the largest retail developments in the ClearbrookVillage
Overlay district.Clearbrook Elementary School is located north of the parcel across Indian Grave Road.
The one acre development site will be completely surrounded by High Intensity Commercially zoned
propertieswhenit is subdividedfrom the larger parcel.
3.ANALYSIS OF PROPOSED DEVELOPMENT
2
Site Layout/Architecture–The applicant proposes to construct and operate a 4,528square foot drive-
through fast foodrestaurant on this site. Twoorder boards, stacking spaces and drive-through lanesto
accommodate at least sixteen vehicles is shown on the concept plan. A required bypass lane is also
planned.A “Do Not Enter” pavement marking is proposed in the bypass lane exit area where the traffic from
the Indian Grave Road entrance will enterthesite. Parking on the site consists of 37 total spaces, 22
impervious spaces and 15 spacesconstructed of pervious materials. Two shared entrances to the siteare
proposed, one on Franklin Road and one accessed from Indian Grave Road. The Franklin Road entrance
consistsofa right in/right out entrance including a VDOT required right turn lane. The second entranceon
Indian Grave Road provides accessto the sitethrough an existing variable width private ingress/egress
easement.Overhead utility lines are located along both road frontages.
The façade of theproposedbuilding is primarily brick with stacked stone accent areasand is generally
consistent with the façade materials utilized in this area of the Clearbrook Village Overlay. As detailed in the
CVOD design guidelines, the elevations on the face of the building façade show some building articulation,
detailing, and distinctive changes which generally eliminates vast blank building walls visible from the street
or adjacent properties. There is a parapet shown on the building and the proposedparapet construction
materials coordinate with the details shown around the drive-through window façade areasof the building.
The roof of the building is notvisible, but in order to address the roof slope of the proposed structure,staff
has requested a rendering showing the outline of the proposed roof on the building.The primarybuilding
entrance is located on the south side of the building with a secondary entrance facing the Franklin Road
frontage as shown on the elevation study as“Non-Drive-Thru Side.” There is a pedestrian crosswalk to
connect the two handicapped parking spaces to the primary entrance of the building. Suggested condition
#1 addresses required compliance with the submitted concept plan.
The Color Elevation Study reflects that there will be a McDonald’s logo on each wall of the building. Several
of these logos are not clearly visible from the public right-of-way. The “McDonald’s” logo will be on the
“Front” and “Drive-Thru Side” Elevations. The freestandingmonumentsignage matches the primary building
materials as shown on the “Monument Elevation”rendering and will be internally illuminated. In order to
assure compliance with the concept application documents,this requirement is addressedasasuggested
condition.
The location of an 8’ screened area for thedumpster is depicted on the concept plan and the façade for the
dumpster screening walls will match the façade of the main building. Ground level and rooftop equipment
will also be screenedby the parapet wall which meets the screening standard for rooftop equipmentas
required by the Zoning Ordinance.A condition has been suggested that requiresthatthedumpster
screeningmaterials match the façade materials used for the primary building.
Planned landscaping for this site is generally consistent with the requirements as specified in the CVOD
section in the Screening, Landscaping and Buffer Yards section ofthe Zoning Ordinance,however, a
thorough review of the proposed site landscaping will be completed during comprehensive site plan review.
The submitted photometric plan and theproposed eighteen foot (18’), “sharp cutoff”typelight fixturesare in
compliance with the Clearbrook Village Overlay District and the general County lighting standards sections
of the County Zoning Ordinance.
Outside Agency Comments-The two shared site entrances are proposed to provide access to and exit
from the site. One entranceon Franklin Road consistsof an exclusiveright in/right out entrancewitha
tapered right turn lane on Franklin Road. The second site entrance from Indian Grave Road is accessed
through an existing variable width private ingress/egress easementlocated behind the existing business on
the corner and as a part of the existing driveway/parking lot for this corner property.A Traffic Impact
Analysis (TIA) prepared by Kimley Hornand Associates dated July 9, 2012 was reviewed and deemed
3
acceptable by VDOT (Virginia Department of Transportation). Although it has been close to twoyears since
this study was conducted, VDOT has determined that there is no need to re-collect traffic data or adjust the
TIA further as a result of this development. VDOTstated that additional review may be required if the
proposed use or scope of the development is revised during the site plan review process. A Land Use
Permit will be required for the proposed improvements located in the right-of-way.
The Fire Marshal’s Office has no objections to thisrequest or the structure as proposed and, if this
application is approved, the Fire Marshal’s Office will address other design requirements during the
upcoming plan review process. The Western Virginia Water Authority GIS map reflects that public water and
sewer lines run parallel to the Franklin Road front property line and there is a hydrant located in the right-of-
way near the northeastern corner of this property. Building Safety, Economic Development and General
Services had no comments or objections to this application.The reviewer for Roanoke CountySchools had
no comments but did provide information regarding the traffic generated by Clearbrook Elementary School.
These comments include:
School starts at 7:40 a.m. and ends at 2:20 p.m.
There are 7 School buses and 2 daycare buses in the morning and evening.
The school population consists of 316 students (Capacity is 330) and 46 employees.
Staff met with the Clearbrook Elementary School principal on site to discuss any concerns that the school
may have aboutthis application. The school’s concerns were centered around how the additional traffic
generated by the new restaurant would impact the existing Clearbrook Elementary School traffic circulation,
specifically on Indian Grave Road.
A Community Meeting was held at the Clearbrook Elementary School gymnasium on Monday, March 10,
2014,at 6:30 p.m. Approximately 40 citizens attended the meeting. The Board of Supervisors and Planning
Commission members from the Cave Spring Magisterial district, a representative from VDOT and two
agentsfrom the Stimmel Associates, PAdesign firm representing the McDonald’s development were also in
attendance. The main concerns voiced during the community meeting were centered on the potential traffic
issues additional development may create. Other issues discussed were stormwater management, lighting,
and hours of operation.
4.CONFORMANCE WITH ROANOKE COUNTY COMMUNITY PLAN
This area of the Clearbrook Village Overlay District on Franklin Road is identifiedas part of the CoreFuture
Land Use designation.This parcel isone of the southern-most parcels designated Core in this segment of
Franklin Road. The Core future land usedesignated area are areas where high intensity urban development
is encouraged and may also be appropriate for larger-scale highway-oriented retailuses and regionally-
based shopping facilities. Land Use Determinates include locations where commercial uses have been or
will likely be developed, where commercial zoning exists, served by an arterial street system, within close
proximity to the projected population concentrations, and served by urban services. Clustered retail uses
are encouraged which incorporated pedestrian, bicycle and vehicular connectivity within the developments
and the surrounding neighborhoods.
5.STAFF CONCLUSIONS
This is a request by the petitioner,McDonald’s USA, LLC seeking a special use permit for a Restaurant,
Drive-In or Fast Food on an approximately one acre portion of the 6.67 acre parcel located at
5347 Franklin Road. This site is in the northern district of the Clearbrook Village Overlay District (CVOD)
and designated as Core on the future land use map of the Roanoke County Comprehensive Plan.
4
The Core designationencourages dense commercial use along major highways. The proposed use of a
drive-inor fast food restaurant is generally consistent with the original planning objectives listed in the CVOD
Design Guidelines documentsince this restaurant is planned to be a portion of other planned commercial uses in
the immediate vicinity. This use is consistent with the Core Future Land Use designationand the proposed
application generally conforms to the Zoning Ordinance,although final approval is pending site development
and building permit review.
CASE NUMBER: 4-4/2014
PREPARED BY:Tammi Wood
HEARING DATES:PC: 4/1/2014 BOS:4/22/2014
Application
ATTACHMENTS:
Aerial Map
Zoning Map
Future Land Use Map
Clearbrook Village Overlay District Maps
Clearbrook Village Overlay Design Guidelines
Traffic Impact Analysis **Please note that the attached document does not include all
appendices, however the entire document can be viewed on the County website**
Various Applicable Zoning Ordinance Sections
5
system, with minimum target accuracy of +/- 2-5 feet. This mapping product is not a legal
waives any right of claim for damages incidental, consequential or special, arising out ofprojection and compilation error(s). Property information is compiled from recorded plats
survey and therefore can not be used to determine private/public property locations, for
damages arising out of or in connection with the use or performance of or in connectionCaution: this map represents approximate locations and values; it is subject to mapping
engineering/construction site design or for final flood zone determinations. This map is
warranty and waives all warranties and waives all warranties expressed or implied and
and best fit to base mapping products using Virginia State Plan NAD 1983 coordinate
warranties, UCC, and otherwise, express or implied including particular purpose, and
further expressly disclaims responsibility for all incidental, consequential or special
with the use or performance of the data. The user acknowledges that disclaimer of
The data is provided "as is" and the County Of Roanoke expressly disclaims all
Roanoke County - Community Development Department - GIS Division
or in connection with the use or performance of the data.
for information purposes only.
DISCLAIMER
Department of Community Development
Roanoke, Virginia 24018
5204 Bernard Drive
Roanoke County
(540) 772-2065
taD
4102 ,62 yraurbeF ,yadsendeW :e
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system, with minimum target accuracy of +/- 2-5 feet. This mapping product is not a legal
waives any right of claim for damages incidental, consequential or special, arising out ofprojection and compilation error(s). Property information is compiled from recorded plats
survey and therefore can not be used to determine private/public property locations, for
damages arising out of or in connection with the use or performance of or in connectionCaution: this map represents approximate locations and values; it is subject to mapping
engineering/construction site design or for final flood zone determinations. This map is
warranty and waives all warranties and waives all warranties expressed or implied and
and best fit to base mapping products using Virginia State Plan NAD 1983 coordinate
warranties, UCC, and otherwise, express or implied including particular purpose, and
further expressly disclaims responsibility for all incidental, consequential or special
with the use or performance of the data. The user acknowledges that disclaimer of
The data is provided "as is" and the County Of Roanoke expressly disclaims all
Roanoke County - Community Development Department - GIS Division
or in connection with the use or performance of the data.
for information purposes only.
DISCLAIMER
Department of Community Development
Roanoke, Virginia 24018
5204 Bernard Drive
Roanoke County
(540) 772-2065
taD
4102 ,62 yraurbeF ,yadsendeW :e
C
LL ,ASU s'dla
noDcM
doowt :yb deraperP
maN
gninoZ paM :e
system, with minimum target accuracy of +/- 2-5 feet. This mapping product is not a legal
waives any right of claim for damages incidental, consequential or special, arising out ofprojection and compilation error(s). Property information is compiled from recorded plats
survey and therefore can not be used to determine private/public property locations, for
damages arising out of or in connection with the use or performance of or in connectionCaution: this map represents approximate locations and values; it is subject to mapping
engineering/construction site design or for final flood zone determinations. This map is
warranty and waives all warranties and waives all warranties expressed or implied and
and best fit to base mapping products using Virginia State Plan NAD 1983 coordinate
warranties, UCC, and otherwise, express or implied including particular purpose, and
further expressly disclaims responsibility for all incidental, consequential or special
with the use or performance of the data. The user acknowledges that disclaimer of
The data is provided "as is" and the County Of Roanoke expressly disclaims all
Roanoke County - Community Development Department - GIS Division
or in connection with the use or performance of the data.
for information purposes only.
DISCLAIMER
Department of Community Development
Roanoke, Virginia 24018
5204 Bernard Drive
Roanoke County
(540) 772-2065
taD
4102 ,62 yraurbeF ,yadsendeW :e
C
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Revised Traffic Impact Analysis
TIA
Proposed McDonalds Restaurant
Roanoke County, Virginia
Prepared for:
McDonalds USA, LLC
Prepared by:
Revised Traffic Impact Analysis
for
Proposed McDonald’s Restaurant
Roanoke County, Virginia
Prepared for:
McDonald’s USA, LLC
Prepared By:
Kimley-Horn and Associates, Inc.
P.O. Box 33068
Raleigh, North Carolina 27636-3068
(919) 677-2000
011359003
July 2012
This document, together with the concepts and designs presented herein, as an instrument of service, is intended only for
the specific purpose and client for which it was prepared. Reuse of and improper reliance on this document without
written authorization and adaptation by Kimley-Horn and Associates, Inc. shall be without liability to Kimley-Horn and
Associates, Inc.
McDonald’s Roanoke
July 9, 2012
TABLE OF CONTENTS
1.0 EXECUTIVE SUMMARY ................................................ 1
2.0 INTRODUCTION ........................................................... 4
3.1SA ........................................................................................... 7
TUDYREA
3.2ELU ............................................................................... 7
XISTINGANDSE
3.3ERN................................................................ 7
XISTINGOADWAYETWORK
3.4EBPF ....................................... 8
XISTINGICYCLE ANDEDESTRIANACILITIES
3.5ET ................................................................................. 8
XISTINGRAFFIC
3.6TI .......................................................... 8
RANSPORTATIONMPROVEMENTS
4.0 TRAFFIC GENERATION .............................................. 10
4.1PDTG .......................................... 10
ROPOSEDEVELOPMENTRIPENERATION
4.2ADTG ....................................... 10
DDITIONALEVELOPMENTRIPENERATION
5.0 TRAFFIC DISTRIBUTION AND ASSIGNMENT.............12
6.0 PROPOSED SITE ACCESS ........................................... 14
7.0 PROJECTED TRAFFIC VOLUMES ................................ 15
7.1HTG .................................................................. 15
ISTORICRAFFICROWTH
7.220132019BT .............................................................. 15
ANDUILDRAFFIC
8.0 INTERSECTION OPERATIONAL ANALYSIS ............... 24
8.1US220BMR/SR .................................. 31
ATUCKOUNTAINOADTABLEOAD
8.2US220IGR/CVL ................ 33
ATNDIANRAVEOADLEARBROOKILLAGEANE
8.3IGRBD ........................................ 35
NDIANRAVEOAD ATUSINESSRIVEWAY
8.4US220SD ................................................................... 37
ATITERIVEWAY
8.5TLWA ...........................................................39
URNANEARRANTNALYSES
8.6AM .........................................................................39
CCESSANAGEMENT
9.0 CONCLUSIONS AND RECOMMENDATIONS .............. 40
9.1INRMD’ ........................... 40
MPROVEMENTSEEDED AS AESULT OFCONALDS
i
McDonald’s Roanoke
July 9, 2012
LIST OF FIGURES
FIGURE 1.VICINITY MAP ..............................................................................5
FIGURE 2.SITE LOCATION ............................................................................6
FIGURE 3.EXISTING ROADWAY LANEAGE ......................................................9
FIGURE 4.SITE TRAFFIC DISTRIBUTION AND PERCENT ASSIGNMENT ............13
FIGURE 5.EXISTING AND PROJECTED (2013) AM PEAK HOUR
BACKGROUND TRAFFIC VOLUMES ...............................................16
FIGURE 6.EXISTING AND PROJECTED (2013) PM PEAK HOUR
BACKGROUND TRAFFIC VOLUMES ................................................17
FIGURE 7.EXISTING AND PROJECTED (2019) AM PEAK HOUR
BACKGROUND TRAFFIC VOLUMES ...............................................18
FIGURE 8.EXISTING AND PROJECTED (2019) PM PEAK HOUR
BACKGROUND TRAFFIC VOLUMES ...............................................19
FIGURE 9.PROJECTED (2013) AM PEAK HOUR BUILD-OUT TRAFFIC
VOLUMES ...................................................................................20
FIGURE 10.PROJECTED (2013) PM PEAK HOUR BUILD-OUT TRAFFIC
VOLUMES ....................................................................................21
FIGURE 11.PROJECTED (2019) AM PEAK HOUR BUILD-OUT TRAFFIC
VOLUMES ...................................................................................22
FIGURE 12.PROJECTED (2019) PM PEAK HOUR BUILD-OUT TRAFFIC
VOLUMES ...................................................................................23
FIGURE 13.EXISTING PEAK HOUR LOS.........................................................26
FIGURE 14.PROJECTED (2013) BACKGROUND LOS ........................................27
FIGURE 15.PROJECTED (2013) BUILD-OUT LOS ............................................28
FIGURE 16.PROJECTED (2019) BACKGROUND LOS ........................................29
FIGURE 17.PROJECTED (2019) BUILD-OUT LOS.............................................30
FIGURE 18.RECOMMENDED ROADWAY LANEAGE ........................................42
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McDonald’s Roanoke
July 9, 2012
LIST OF TABLES
TABLE 1.TRIP GENERATION FOR BUILD-OUT .................................................1
TABLE 2.TRIP GENERATION FOR BUILD-OUT ........................................................... 10
TABLE 3A.US 220 AT BUCK MOUNTAIN ROAD / STABLE ROAD
SYNCHRO LOS ................................................................................................. 31
TABLE 3B.US 220 AT BUCK MOUNTAIN ROAD / STABLE ROAD
SIMTRAFFIC LOS ............................................................................................32
TABLE 3C.US 220 AT BUCK MOUNTAIN ROAD / STABLE ROAD
QUEUE ANALYSIS ..........................................................................................32
TABLE 4A. US 220 AT INDIAN GRAVE ROAD / CLEARBROOK VILLAGE LANE
SYNCHRO LOS .................................................................................................34
TABLE 4B. US 220 AT INDIAN GRAVE ROAD / CLEARBROOK VILLAGE LANE
SIMTRAFFIC LOS ............................................................................................34
TABLE 4C. US 220 AT INDIAN GRAVE ROAD / CLEARBROOK VILLAGE LANE
QUEUE ANALYSIS .......................................................................................... 35
TABLE 5A. INDIAN GRAVE ROAD AT BUSINESS DRIVEWAY SYNCHRO LOS ........36
TABLE 5B. INDIAN GRAVE ROAD AT BUSINESS DRIVEWAY SIMTRAFFIC LOS....36
TABLE 5C. INDIAN GRAVE ROAD AT BUSINESS DRIVEWAY QUEUE ANALYSIS ..36
TABLE 6A. US 220 AT SITE DRIVEWAY SYNCHRO LOS .............................................. 37
TABLE 6B. US 220 AT SITE DRIVEWAY SIMTRAFFIC LOS ......................................... 37
TABLE 6C. US 220 AT SITE DRIVEWAY QUEUE ANALYSIS ....................................... 38
TABLE 7. BUILD 2013 AND 2019 TURN LANE WARRANT ANALYSIS RESULTS ......39
iii
McDonald’s Roanoke
July 9, 2012
1.0 Executive Summary
The proposed 4,400 square-foot McDonalds will be located in southern Roanoke County,
Virginia, on the southeast quadrant of the US 220 (Franklin Road) at Indian Grave Road
Figures 1 2
intersection.and illustrate the site location. The development will consist of a
McDonalds fast-food restaurant with drive-thru window (ITE land use code 934). As shown in
Table 1
, this development is expected to generate approximately 1,434 new daily trips, 111 new
trips during the AM peak hour, and 74 new trips during the PM peak hour.
Table 1:
Trip Generation for Build-Out
Daily AM Peak Hour PM Peak Hour
ITE
DescriptionIntensity
LUC
Total TotalIn OutTotalIn Out
Fast-Food Restaurant with4,400
9342,184217 111106149 7772
Drive-Through Windowsquare-feet
Pass-By Capture750 106 54 52 75 3936
Net New External Trips1,434111 57 54 74 3836
th
Source: ITE Trip Generation, 8 Edition
The study area includes the signalized intersections of US 220 at Buck Mountain Road / Stable
Road and US 220 at Indian Grave Road / Clearbrook Village Lane. Also included are two
unsignalized intersections with access to the proposed site: Indian Grave Road at an existing
business driveway and a proposed right-in right-out driveway from US 220.
As currently proposed, the development will moderately increase traffic at these intersections.
The following roadway improvements are recommended to mitigate potential operational issues
and provide for LOS D or better throughout the study area with full build-out of the development
in 2013. A year 2019 analysis was also performed.
Access to the proposed site will be provided via one full-movement entrance onto Indian Grave
Road at the current location of the driveway to an existing business and by one right-in/right-out
Appendix
driveway onto US 220, as shown on the site plan included in the.
1
McDonald’s Roanoke
July 9, 2012
Key Findings and Conclusions
Description
The proposed McDonalds restaurant is located in southern Roanoke County, Virginia,
on US 220 at Indian Grave Road.
At full build-out in 2013, the development is expected to include a 4,400 square foot fast-
food restaurant. It is anticipated that the site will generate approximately 1,434 new daily
trips with 111 new trips in the AM peak hour and 74 new trips in the PM peak hour.
Two access points will be provided to the development, one right-in/right-out driveway
on US 220 and one full-movement driveway on Indian Grave Road.
In 2012, US 220 carries approximately 29,000 vehicles per day in the vicinity of the site,
Indian Grave Road carries approximately 2,000 vehicles per day in the vicinity of the
site, and Buck Mountain Road carries approximately 7,000 vehicles per day at US 220.
Existing and Background Level of Service Summary
Existing (2012) Summary:
Two signalized intersections and one unsignalized intersection were analyzed in
the AM and PM peak hours, including US 220 at Buck Mountain Road / Stable
Road and US 220 at Indian Grave Road / Clearbrook Village Lane. Both
signalized intersections operate at an overall level of service (LOS) C or better in
both the AM and PM peak hours. However, some lane groups operate at LOS E
and LOS F. The unsignalized intersection of Indian Grave Road at Business
Driveway operates at LOS B or better for all movements during the AM and PM
peak hours.
2013 and 2019 Background Summary:
Two signalized intersections and one unsignalized intersection were analyzed in
the AM and PM peak hours, including US 220 at Buck Mountain Road / Stable
Road and US 220 at Indian Grave Road / Clearbrook Village Lane. Both
signalized intersections are expected to operate at an overall LOS D or better in
both the AM and PM peak hours. However, some lane groups will continue to
operate at LOS E and LOS F. The unsignalized intersection of Indian Grave
Road at Business Driveway is expected to continue to operate at LOS B or better
for all movements during the AM and PM peak hours.
Recommended Improvements
US 220 at Site Driveway
Provide an exclusive eastbound right-turn lanes on US 220 with 200 feet of
storage and 200 feet of taper
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McDonald’s Roanoke
July 9, 2012
2013 and 2019 Build-out Level of Service Summary With Recommended Improvements
2013 and 2019 Build-out Summary
Two signalized intersections and two unsignalized intersections were analyzed in
the AM and PM peak hours, including US 220 at Buck Mountain Road / Stable
Road and US 220 at Indian Grave Road / Clearbrook Village Lane. Both
signalized intersections are expected to operate at an overall LOS D or better in
both the AM and PM peak hours. However, some lane groups will continue to
operate at LOS E and LOS F. The unsignalized intersections of Indian Grave
Road at Business Driveway and US 220 at Site Driveway are expected to operate
at LOS B or better for all movements during the AM and PM peak hours.
No off-site pedestrian or bicycle networks are proposed for this development.
Figure 18
depicts the recommended roadway laneage for the study area intersections.
3
McDonald’s Roanoke
July 9, 2012
2.0 Introduction
The proposed development will be located in southern Roanoke County, Virginia, on US 220 at
Indian Grave Road. The site is bounded to the west by Indian Grave Road, to the north by US
220, and to the south and east by commercial and low-density residential development. Although
it is generally a north/south route, US 220 runs in an approximate east/west direction adjacent to
Figure 2
the site, as shown in. Therefore, for the purposes of this report, US 220 will be referred
to as the east-west route.
It is anticipated that at full build-out, the proposed development will include a 4,400 square-foot
McDonalds fast-food restaurant with a drive-through window. The latest site plan dated
Appendix
February 6, 2012, is included in the.
The anticipated construction and occupancy timeline for full build-out of the proposed
development is approximately 1 year 2013. Currently the land that the proposed development
will occupy is undeveloped.
The purpose of this traffic impact analysis is to examine the potential traffic impacts and required
improvements needed to support the proposed McDonalds. This report has been prepared for
submittal to Roanoke County and Virginia Department of Transportation (VDOT) to evaluate
existing conditions as well as future build-out (2013) and build-out plus 6 years (2019) traffic
conditions that include additional trips associated with the proposed development. The scope was
developed in coordination with VDOT staff.
4
N
NOT TO
SCALE
Site Location
Map Source:
Microsoft Streets and Trips
VICINITY MAP
FIGURE
Proposed McDonald’s
1
Roanoke County, Virginia
THIS DOCUMENT, TOGETHER WITH THE CONCEPTS AND DESIGNS PRESENTED HEREIN, AS AN INSTRUMENT OF SERVICE, IS INTENDED ONLY FOR THE
KHA Project # 011359003
SPECIFIC PURPOSE AND CLIENT FOR WHICH IT WAS PREPARED. REUSE OF AND IMPROPER RELIANCE ON THIS DOCUMENT WITHOUT WRITTEN
AUTHORIZATION AND ADAPTION BY KIMLEY-HORN AND ASSOCIATES, INC. SHALL BE WITHOUT LIABILITY TO KIMLEY-HORN AND ASSOCIATES, INC.
N
NOT TO
SCALE
Proposed Development
(approximate boundary)
SITE LOCATION
FIGURE
Proposed McDonald’s
2
Roanoke County, Virginia
THIS DOCUMENT, TOGETHER WITH THE CONCEPTS AND DESIGNS PRESENTED HEREIN, AS AN INSTRUMENT OF SERVICE, IS INTENDED ONLY FOR THE
KHA Project # 011359003
SPECIFIC PURPOSE AND CLIENT FOR WHICH IT WAS PREPARED. REUSE OF AND IMPROPER RELIANCE ON THIS DOCUMENT WITHOUT WRITTEN
AUTHORIZATION AND ADAPTION BY KIMLEY-HORN AND ASSOCIATES, INC. SHALL BE WITHOUT LIABILITY TO KIMLEY-HORN AND ASSOCIATES, INC.
McDonald’s Roanoke
July 9, 2012
3.0 Project Background
3.1 Study Area
The study area for this analysis includes the following intersections:
US 220 at Buck Mountain Road / Stable Road (Signalized)
US 220 at Indian Grave Road / Clearbrook Village Lane (Signalized)
Indian Grave Road at Business Driveway (Unsignalized)
US 220 at Site Driveway (Unsignalized)
Current McDonalds development plans include one roadway connection to US 220 and one
roadway connection to Indian Grave Road via an existing business driveway.
3.2 Existing Land Use
The McDonalds site currently is zoned General Commercial (C-2) and is undeveloped. Land use
and development in the study area include commercial and residential uses or undeveloped land.
The proposed zoning will accommodate the proposed development but will require a Special Use
Permit to allow the drive-through.
3.3 Existing Roadway Network
US 220, Buck Mountain Road, and Indian Grave Road are the primary roadways within the study
area. US 220 is a major north/south highway that connects the City of Roanoke to the City of
Greensboro, NC, to the south. Buck Mountain Road is an east/west connector that runs from US
220 west to the community of Starkey. Indian Grave Road is a north/south connector that
extends south from US 220.
Figure 3
depicts the existing laneage for the study area intersections. The following information
provides a short description of existing roadway characteristics of each facility.
US 220 –
is a four-lane divided roadway. The posted speed limit is 45 miles per hour
(mph) within the study area.
Buck Mountain Road
is a two-lane undivided roadway. The posted speed limit is 40
mph within the study area.
7
McDonald’s Roanoke
July 9, 2012
Indian Grave Road
is a two-lane undivided roadway. The posted speed limit is 25
mph within the study area.
3.4 Existing Bicycle and Pedestrian Facilities
There are no existing pedestrian or bicycle facilities on any of the primary roadways in the
vicinity of the proposed development.
3.5 Existing Traffic
AM and PM peak hour weekday turning movement counts were performed as follows:
US 220 at Buck Mountain Road / Stable Road March 21, 2012
US 220 at Indian Grave Road / Clearbrook Village Lane March 20, 2012
Indian Grave Road and Business Driveway March 20, 2012
Appendix
Existing count data are provided in the.
3.6 Transportation Improvements
Based on a review of the VDOT FY 2012-2017 Six-Year Improvement Plan, there are no planned
or programmed roadway improvements within the project area.
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McDonald’s Roanoke
July 9, 2012
4.0 Traffic Generation
Traffic generation potential for the proposed development was determined using traffic
th
generation rates published in Trip Generation(Institute of Transportation Engineers \[ITE\], 8
Edition, 2008).
4.1 Proposed Development Trip Generation
Table 2
summarizes the estimated daily, AM, and PM peak hour trip generation for the proposed
development at full build-out.
Table 2:
Trip Generation for Build-Out
Daily AM Peak Hour PM Peak Hour
ITE
DescriptionIntensity
LUC
Total TotalIn OutTotalIn Out
Fast-Food Restaurant with4,400
9342,184217 111106149 7772
Drive-Through Windowsquare-feet
Pass-By Capture750 106 54 52 75 3936
Net New External Trips1,434111 57 54 74 3836
th
Source: ITE Trip Generation, 8 Edition
Table 2
indicates the proposed development has the potential to generate approximately 1,434
new daily trips, with approximately 111 of those occurring in the AM peak hour and 74 occurring
in the PM peak hour. During the AM and PM peak hours, approximately 50% of the new daily
trips are accounted for by pass-by traffic. No internal capture trips apply to this development.
4.2 Additional Development Trip Generation
There are four approved but un-built developments in the vicinity of the proposed development:
Walmart Outparcels
Clearbrook Lane
Buck Mountain Road
10
McDonald’s Roanoke
July 9, 2012
Slate Hill
Based on discussion with VDOT staff, the future build-out (2013) scenario includes 25% of the
total trips generated by each of these approved developments and the build-out plus six years
(2019) scenario includes 100% of the total trips generated by these approved developments.
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McDonald’s Roanoke
July 9, 2012
5.0 Traffic Distribution and Assignment
The distribution of the peak hour trips generated by the proposed McDonalds was developed
using several variables, including the distribution of population within the area and the roadway
network available to serve the site. The directional distribution and assignment of trips generated
by the proposed development is based on a detailed analysis and review of existing roadway
volumes, an understanding of travel patterns within the study area, and from assumptions of
travel patterns for the proposed land use.
Based on a review of the above-mentioned sources as well as conversations with VDOT staff, the
proposed site traffic distribution was developed for the site. The following trip distribution
pattern applies to the full build-out (2013 and 2019) development conditions:
50% to/from the west on US 220
30% to/from the east on US 220
8% to/from the north on Clearbrook Village Lane
5% to/from the south on Indian Grave Road
5% to/from the west on Buck Mountain Road
2% to/from the north on Stable Road
The anticipated McDonalds development primary site traffic distribution and percent assignment
Figure 4
are illustrated in.
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McDonald’s Roanoke
July 9, 2012
6.0 Proposed Site Access
US 220 will be the primary corridor providing access to the proposed development. An existing
business driveway will provide site access from Indian Grave Road. One right-in/right-out
(RIRO) entrance to the development is proposed on US 220 approximately 450 feet east of Indian
Grave Road.
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McDonald’s Roanoke
July 9, 2012
7.0 Projected Traffic Volumes
7.1 Historic Traffic Growth
Historic traffic growth is the increase in traffic volumes due to usage increases and non-specific
growth throughout an area. Based on a review and analysis of VDOT historic traffic count data
within the study area on US 220 and conversations with VDOT staff, traffic on study area
roadways was computed to grow at a rate of approximately 0.5 percent per year in addition to the
growth from the approved but not yet built developments and the subject development.
Appendix
Supporting documentation for these growth rates is provided in the.
7.2 2013 and 2019 Build Traffic
Existing traffic counts were conducted in March 2012 and therefore represent 2012 conditions.
To obtain total 2013 and 2016 background traffic volumes, existing 2012 traffic volumes were
grown using the aforementioned compounded annual growth rate.
Section 4.2
Per, there are four approved developments in the project vicinity. It is estimated that
25% of the trips generated by these approved developments will be present in 2013 and 100%
will be present in 2019. The projected (2013) AM and PM peak hour background turning
Figure 5Figure 6
movement volumes are shown on and, and the projected (2019) AM and PM
Figure 7Figure 8
peak hour background turning movement volumes are shown on and.
Once the background traffic volumes were established, traffic associated with the proposed
McDonalds development was added to develop build traffic volumes for 2013 and 2019. The
Figure
future (2013) AM and PM peak hour build-out turning movement volumes are shown on
9Figure 10
and, and the future (2019) AM and PM peak hour build-out turning movement
Figure 11Figure 12
volumes are shown on and.
15
McDonald’s Roanoke
July 9, 2012
8.0 Intersection Operational Analysis
Appendix
Capacity analyses at the intersections in the AM and PM peak hours () were performed
for the following scenarios:
Existing 2012
2013 Background
2013 Build-out with the proposed development
2019 Background
2019 Build-out with the proposed development
Analyses were completed to determine the operating characteristics of study area intersections
and roadways using Synchro Version 7.0, which uses methodologies contained in the 2000
Highway Capacity Manual (HCM) \[TRB Special Report 209, 2000\]. The measure of
effectiveness provided by Synchro includes level of service (LOS) and its corresponding control
delay, which is expressed in seconds per vehicle.
Signal timings from the Buck Mountain Road Development TIA performed by Ramey Kemp &
Associates, Inc. in April 2010 were used for the Existing 2012 scenario. The cycle lengths were
retained for the 2013 and 2019 scenarios, but the splits were optimized in Synchro.
Intersection turning movement counts were used with information about the number of lanes and
traffic control to determine existing and future levels of service. Level of service (LOS) describes
traffic conditions the amount of traffic congestion at an intersection or on a roadway. LOS
ranges from A to F A indicating a condition of little or no congestion and F a condition with
severe congestion, unstable traffic flow, and stop-and-go conditions. For intersections, LOS is
based on the average delay experienced by all traffic using the intersection during the busiest
(peak) 15 minute period. LOS A through D are generally considered satisfactory based on
standard industry practice. Each of the aforementioned scenarios was analyzed during the
weekday AM and PM peak hours. Synchro intersection level of service results are illustrated in
the following figures:
Figure 13
- 2012 Existing LOS
Figure 14
- 2013 Background LOS
24
McDonalds Roanoke
July 9, 2012
Figure 15
- 2013 Build-out LOS
Figure 16
- 2019 Background LOS
Figure 17
- 2019 Build-out LOS
Performance analyses were also completed using SimTraffic microsimulation with Synchro
Version 7.0. The network was seeded for 15 minutes and the simulation was run for 60 minutes
ten times for each scenario in the AM and PM peak hours. It should be noted that several delay
results differ drastically between the Synchro and SimTraffic output, particularly in the 2019
conditions. These differences may be a result of the differences in the way Synchro and
SimTraffic calculate delays. Observations of SimTraffic simulations indicate that the movements
with long reported delays did not experience as much delay as reported. The SimTraffic output
generally appears to provide both absolute and relative delay values that are inconsistent with
Synchro analyses, traffic volumes, and observations of SimTraffic simulation conditions.
Queuing analyses were also completed using SimTraffic simulations. The maximum queue was
compared with existing and proposed turn lane storage lengths to determine whether the existing
storage lengths have sufficient capacity to accommodate the computed peak hour queues.
Because SimTraffic did not report queues for the proposed intersection of US 220 at Site
th
Driveway, the 95 % queues from Synchro are reported for the proposed intersection.
25
McDonald’s Roanoke
July 9, 2012
8.1 US 220 at Buck Mountain Road / Stable Road
This signalized intersection currently includes the following lane configuration:
US 220 (eastbound) two left-turn lanes with 350 feet of storage, two through lanes, and
one channelized right-turn lane with 200 feet of storage
US 220 (westbound) one left-turn lane with 650 feet of storage, one through lane and
one shared through-right lane
Buck Mountain Road (northbound) one left-turn lane with 125 feet of storage, one
shared left-through lane, and one right-turn lane
Stable Road (southbound) one shared left-through-right lane
Tables 3A 3B
and show levels of service and delay for the intersection under existing (2012),
projected (2013) background and build-out, and projected (2019) background and build-out
Table 3C
conditions using Synchro and SimTraffic, respectively. shows the maximum queue
results under existing (2012), projected (2013) background and build-out, and projected (2019)
background and build-out conditions from SimTraffic.
Table 3A - US 220 at Buck Mountain Road / Stable Road Synchro LOS
Movement/
2012 Existing2013 Background2013 Build-out2019 Background2019 Build-out
Approach
AM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak Hour
EBLE61.6F89.1E62.2F92.3E62.2F91.3E64.4F90.2E65.1F90.2
EBTB16.4C26.1B18.6C26.9B19.0C29.6C28.4D39.9C28.6D40.9
EBRA3.0A9.3A3.1A8.7A3.1A7.9A5.9B11.3A5.1B11.4
EB ApproachB16.9C31.4B19.0C32.7B19.3C34.7C27.8D43.7C27.9D44.5
WBLE65.8F106.2E76.8F104.3E77.0F105.4E66.3F103.7E67.2F104.0
WBTRB11.4B10.6A7.4A10.0A5.9A9.7B14.0B14.0B15.6B13.8
WB ApproachB17.0C26.3B15.6C27.2B14.2C27.0C21.8C33.5C23.3C33.3
NBLE68.3F88.0E70.5F100.5E70.7F104.0E68.9F118.3E66.6F118.3
NBLTE68.3F87.8E71.4F100.0E71.7F105.6E69.6F115.5E67.3F115.5
NBRA5.6B14.9A5.0D50.5A5.2D53.5B12.0E59.0B12.8E59.6
NB ApproachD41.3D43.8D41.6E70.1D41.4E73.7D42.0F82.0D41.0F82.2
SBLTRE59.0F87.0E59.3F91.7E60.0F92.3E60.6F94.3E61.0F95.0
SB ApproachE59.0F87.0E59.3F91.7E60.0F92.3E60.6F94.3E61.0F95.0
OverallB19.5C31.7B19.5D36.5B18.8D37.9C26.3D46.7C27.1D47.0
31
McDonald’s Roanoke
July 9, 2012
Table 3B - US 220 at Buck Mountain Road / Stable Road SimTraffic LOS
Movement/
2012 Existing2013 Background2013 Build-out2019 Background2019 Build-out
Approach
AM PeakPM PeakAM PeakPM PeakAM PeakPM PeakAM PeakPM PeakAM PeakPM Peak
EBLE65.8F89.5E63.4F90.9E65.6F89.0E67.6F276.2E69.4F313.3
EBTB13.7C25.1B16.4C29.5B17.0C32.2C25.4F234.3C25.0F270.1
EBRA8.4B12.6A8.7B15.3A8.8B17.5B10.1F212.5A10.0F248.2
WBLE59.7F84.6E65.2F83.1E65.5F90.0E65.5F111.5E65.7F128.3
WBTB11.4B10.9B10.5B11.3A9.2B10.8B13.9B16.0B13.0B16.1
WBRB10.4B10.3B11.9A6.3A9.7A8.3B13.5B13.2B10.3B14.1
NBLD54.9E76.2D53.3E77.4D54.6E77.5E56.1F92.4D54.8F89.9
NBTE60.6E78.1D50.3F81.7E61.9F81.6E61.6F99.0E58.7F102.2
NBRA7.5C33.2A8.8D38.1A7.8D43.2B11.7D45.6B11.8D52.7
SBLE61.5F90.6E70.4F88.9E55.5F84.4E57.3F87.2E65.8F87.1
SBTE78.2F88.8D53.1F95.3E59.7F86.1F80.9E80.0E60.4F93.5
OverallB18.1C31.1B19.2C34.6B18.7D36.1C25.1F137.2C24.0F154.7
Table 3C - US 220 at Buck Mountain Road / Stable Road Queue Analysis
2012 Existing2013 Background2013 Build-out2019 Background2019 Build-out
Movement/
Storage
AM PeakPM PeakAM PeakPM PeakAM PeakPM PeakAM PeakPM PeakAM PeakPM Peak
Approach
HourHourHourHourHourHourHourHourHourHour
EBL*700109486135605137610179716163711
EBT*-54011855721185702122275112117871212
EBR200503366433741374152375155375
WBL650282338315359331397416645420633
WBT-323224278240244220317486285552
WBTR-327233317235241232330497285523
NBL125127153124163138156173229146233
NBLT-155192137192153193209304163336
NBR-101296128380119392179473175476
SBLTR-34603478387145735088
Total Intersection Queue2048350321043774214438672751500926295139
All queue lengths are in feet.
(*) Queues and storage represent total for 2 lanes.
Synchro analysis indicates that the intersection operates at an overall LOS D or better but with
some movements operating at LOS E and LOS F for all analysis conditions. Several results differ
drastically between the Synchro and SimTraffic output. Specifically, the eastbound through
movement experiences 39.9 seconds of delay per vehicle and 40.9 seconds of delay per vehicle
for the 2019 Background PM condition and the 2019 Build PM condition respectively according
to Synchro. This represents an increase of 2.5% in delay from Background to Build-out. This is
relatively consistent with the volume increase from background to build-out (19 vehicles, or a
1.2% increase) for this movement. Based on the SimTraffic output, however, the eastbound
through movement experiences 234.3 seconds of delay per vehicle and 270.1 seconds of delay per
vehicle in the 2019 Background PM condition and 2019 Build PM condition respectively, an
32
McDonalds Roanoke
July 9, 2012
increase of 15.3% in delay from background to Build-out. This amount of increase in delay for a
movement with such a small increase in volume is inconsistent with the fact that the cycle length
(180 seconds) and all splits remain the same in both background and build-out conditions.
Observations of SimTraffic simulations of the 2019 Build PM condition did not indicate that the
eastbound through volumes experienced as much delay as is reported in the SimTraffic delay
report.
The SimTraffic maximum queues for the eastbound right-turn movement exceed the storage
length in the PM peak hour in all scenarios. However, this is due to through traffic blocking
access to the right turn lane. The average maximum queues for this movement never exceed 78
feet, so right turn queues are not expected to spill out of the right-turn lane into the through lanes.
The northbound left-turn queues also exceed the storage length but may be accommodated by the
existing taper. No roadway improvements are recommended at this intersection.
8.2 US 220 at Indian Grave Road / Clearbrook Village Lane
This signalized intersection currently includes the following lane configuration:
US 220 (eastbound) one left-turn lane 250 feet of storage, two through lanes, and one
right-turn lane with 175 feet of storage
US 220 (westbound) one left-turn lane with 225 feet of storage, two through lanes, and
one right-turn lane with 275 feet of storage
Indian Grave Road (northbound) one left-turn lane and one shared through-right lane
Clearbrook Village Lane (southbound) one left-turn lane with 200 feet of storage, a
shared left-through lane, one right-turn lane, and one right-turn lane with 300 feet of
storage
Tables 4A4B
and show levels of service and delay for the intersection under existing (2012),
projected (2013) background and build-out, and projected (2019) background and build-out
Table 4C
conditions using Synchro and SimTraffic, respectively. shows maximum queue results
under existing (2012), projected (2013) background and build-out, and projected (2019)
background and build-out conditions from SimTraffic.
33
McDonald’s Roanoke
July 9, 2012
Table 4A - US 220 at Indian Grave Road / Clearbrook Village Lane Synchro LOS
Movement/
2012 Existing2013 Background2013 Build-out2019 Background2019 Build-out
Approach
AM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak Hour
EBLA3.4A1.4B20.0A2.3C25.0A2.7E58.2B13.3E57.9B14.9
EBTA3.8A2.1A6.4A3.4B10.9A7.4B12.8A6.1B17.5B10.1
EBRA0.2A0.0A0.3A0.1A0.4A0.1A1.2A0.3A1.3A0.3
EB ApproachA3.2A2.1A6.3A3.3B10.2A7.0B18.9A7.0C22.0B10.7
WBLA6.3A4.8A5.1A5.8A7.5A8.3A5.5B10.5A8.1B16.2
WBTC21.1A8.7B18.6B10.7C23.2B11.9C29.0C22.0D38.8C24.7
WBRA2.2A0.9A1.1A0.7A1.5A0.7A0.9A1.0A1.2A1.1
WB ApproachC20.4A8.3B17.6A9.5C21.5B10.5C25.7B16.7C33.6B18.6
NBLE69.7F95.9E76.2F98.5E76.7F105.1F100.0F105.3F93.6F109.2
NBTRD51.4F84.8D53.8F86.6D48.2F81.2E58.3F90.3D51.7F83.6
NB ApproachE67.1F92.7E72.9F95.0E73.5F100.0F93.3F100.4F88.5F103.1
SBLE61.4F97.7E78.4F100.9F81.6F103.1F96.4F94.9F119.5F96.8
SBLTE61.7F96.9E78.7F99.9F80.9F104.0F95.0F93.7F117.4F97.1
SBRA8.3A8.6B13.6A7.0B12.8A7.3D38.8C24.8D37.0C24.4
SB ApproachB17.1D36.5C30.7D41.5C32.0D43.2E57.7D54.5E64.6E55.5
OverallB17.7A9.3B17.7B12.2C22.4B15.8C30.1C21.3D37.1C24.5
Table 4B - US 220 at Indian Grave Road/Clearbrook Village Lane SimTraffic LOS
Movement/
2012 Existing2013 Background2013 Build-out2019 Background2019 Build-out
Approach
AM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak Hour
EBLC27.7B13.0C28.6B17.1C30.1B19.8D52.1D47.5D48.9E68.9
EBTA4.9A7.0A7.6A8.1B12.4A10.0B14.0B12.2B18.8B15.2
EBRA3.4A5.3A3.9A5.1A4.5A5.7A5.5A6.2A5.8A7.0
WBLB16.1D44.0B17.4C25.5B15.6D39.8C23.0C34.2B17.2D48.9
WBTB10.1A6.2B13.4A9.7B16.3B10.5C28.2C24.8C28.8C26.6
WBRA6.7A5.2A7.9A5.9A2.4A1.1B13.5A8.8A5.0A4.8
NBLE56.0F86.2E57.5F83.5E57.6F85.1E69.8F87.0E73.4F88.3
NBTA6.2F93.8A5.9F87.9A8.1E77.1A8.3F84.8B11.9E77.1
NBRD45.7E76.8E56.6E72.9D47.7F80.4E61.1E77.1D54.8F83.5
SBLE62.1F83.1E68.1E78.4E77.6F80.1F97.8E72.7F301.9E73.4
SBTE55.8D51.9E79.9E69.3F84.4F85.6F115.1E76.1F315.5F80.1
SBRC20.3A6.0C22.4A7.5C24.7A7.7C29.2B13.6C28.6B13.7
OverallB11.0B10.7B14.5B13.7B18.3B16.0C28.4C23.9D36.7C27.5
34
McDonalds Roanoke
July 9, 2012
Table 4C - US 220 at Indian Grave Road / Clearbrook Village Lane Queue Analysis
2012 Existing2013 Background2013 Build-out2019 Background2019 Build-out
Movement/
Storage
AM PeakPM PeakAM PeakPM PeakAM PeakPM PeakAM PeakPM PeakAM PeakPM Peak
Approach
HourHourHourHourHourHourHourHourHourHour
EBL25034508410589104214329213333
EBT*-160301269348424494557629675758
EBR22525103711522162146220
WBL22589205618347641651834962
WBT*-8513909274268644591498727879741
WBR2752629743136145423106378195
NBL-17294162105180173170108185155
NBTR-1344510864155641276116679
SBL20032945413953149145280253284
SBLT-501146415888164160291280303
SBR*300102106149150164148279314337280
Total Intersection Queue1675125319841555277718853800287737773210
All queue lengths are in feet.
(*) Represents one right-turn bay and one continuous right-turn lane.
Analysis indicates that the intersection operates at an overall LOS D or better but with some
movements operating at LOS E or LOS F for all analysis conditions. The eastbound left queues
are projected to be greater than the storage length in the 2019 PM peak hour conditions.
However, SimTraffic reports that the average maximum queues are substantially shorter. Due to
through traffic blocking the westbound right turn lane, right turn queues are reported to be much
longer than those observed via SimTraffic. SimTraffic indicates that the maximum observed
queues for the westbound right-turn movement increase by 89 feet in the PM peak hour from
background to build-out in the year 2019 even though it also indicates that the delay for this
movement will decrease. Regardless, queues for this movement are not expected to spill out of
the right-turn lane into the through lanes. Queues for the southbound left may also exceed the
available storage in the 2019 scenarios but can be accommodated via the shared left/through lane.
No roadway improvements are recommended at this intersection.
8.3 Indian Grave Road at Business Driveway
This unsignalized intersection currently includes the following lane configuration:
Indian Grave Road (northbound) one through lane and one shared through-right lane
Indian Grave Road (southbound) one shared left-through lane
Business Driveway (westbound) one shared left-right lane
35
McDonalds Roanoke
July 9, 2012
Tables 5A5B
and show levels of service and delay for the intersection under existing (2012),
projected (2013) background and build-out, and projected (2019) background and build-out
Table 5C
conditions using Synchro and SimTraffic, respectively. shows the maximum queue
results under existing (2012), projected (2013) background and build-out, and projected (2019)
background and build-out conditions from SimTraffic.
Table 5A - Indian Grave Road at Business Driveway Synchro LOS
Movement/
2012 Existing2013 Background2013 Build-out2019 Background2019 Build-out
Approach
AM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak Hour
WBLRB10.5A8.5B10.5A8.5A9.9A8.7B10.7A8.5A10.0A8.7
NBTR~~~~~~~~~~~~~~~~~~~~
SBLTA0.6A0.4A0.6A0.4A3.0A3.2A0.5A0.3A3.0A3.0
(~) Synchro does not provide LOS or delay values for movements that have no conflicts or volumes.
Table 5B - Indian Grave Road at Business Driveway SimTraffic LOS
Movement/
2012 Existing2013 Background2013 Build-out2019 Background2019 Build-out
Approach
AM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak HourAM Peak HourPM Peak Hour
WBL~~~~~~~~B10.5A4.3~~~~C21.5A6.3
WBRA6.0A2.4A2.8A2.3A6.9A3.2A5.4A2.5C20.8A2.8
SBLA2.1A1.8A2.1A1.4A2.9A1.7A2.6A2.3A3.6A1.8
SBLTA3.1A2.8A3.1A2.4A3.9A2.7A1.5A1.3A4.0A4.0
SBTA0.3A0.3A0.4A0.3A0.7A0.6A0.4A0.4A1.1A0.7
(~) Delays not reported by SimTraffic.
Table 5C - Indian Grave Road at Business Driveway Queue Analysis
2012 Existing2013 Background2013 Build-out2019 Background2019 Build-out
Movement/
Storage
AM PeakPM PeakAM PeakPM PeakAM PeakPM PeakAM PeakPM PeakAM PeakPM Peak
Approach
HourHourHourHourHourHourHourHourHourHour
WBLR-192919297160212910148
NBT-16-19-602036-773
NBTR-3-8-14-6-14-
SBLT-27-20-76173638829
Total Intersection Queue6529662922197993228080
All queue lengths are in feet.
(-) Queues not reported.
The westbound approach of the Business Driveway is currently stop-controlled. Analysis
indicates that the stop-controlled critical movements - the westbound left and right turns - operate
at LOS C or better for all analysis conditions. Northbound queues on Indian Grave Road from
US 220 may extend through this intersection in the 2013 and 2019 conditions. However, the
business driveway is only expected to become blocked for a short duration during the AM and
PM peak hours as the maximum queues represent the longest queue observed during the
SimTraffic analysis. To mitigate the northbound queues on Indian Grave Road from US 220
36
McDonalds Roanoke
July 9, 2012
extending past the business driveway, the northbound stop bar may be moved further north
approximately 30 feet since it is currently set back significantly from the intersection. Based on
turn lane warrants performed in accordance with the VDOT Road Design Manual for the
intersection under the 2013 and 2019 build-out traffic conditions, no turn lanes are required at this
intersection.
8.4 US 220 at Site Driveway
A right-in/right-out driveway that will be shared with future development east of the site is
proposed on US 220 east of Indian Grave Road. At the location of the proposed driveway, US
220 currently includes the following lane configuration:
US 220 (eastbound) two through lanes
US 220 (westbound) two through lanes
Tables 6A6B
and show levels of service and delay for the intersection under projected (2013)
build-out and projected (2019) build-out conditions using Synchro and SimTraffic, respectively.
th
Table 6C
shows the Synchro 95 percentile queue results under projected (2013) build-out and
projected (2019) build-out conditions from SimTraffic.
Table 6A - US 220 at Site Driveway Synchro LOS
Movement/
2013 Build-out2019 Build-out
Approach
AM Peak HourPM Peak HourAM Peak HourPM Peak Hour
EBT~~~~~~~~
EBR~~~~~~~~
WBT~~~~~~~~
NBRA9.3B10.8A9.6B11.0
(~) Synchro does not provide LOS or delay values for movements that have no conflicts.
Table 6B - US 220 at Site Driveway SimTraffic LOS
Movement/
2013 Build-out2019 Build-out
Approach
AM Peak HourPM Peak HourAM Peak HourPM Peak Hour
NBRA1.2A1.2A1.2A1.2
37
McDonalds Roanoke
July 9, 2012
Table 6C - US 220 at Site Driveway Queue Analysis
2013 Build-out2019 Build-out
Movement/
Storage
AM PeakPM PeakAM PeakPM Peak
Approach
HourHourHourHour
NBR-3535
Total Intersection Queue3535
All queue lengths are in feet.
95th % queues from Synchro; SimTraffic does not report queues for this intersection.
The northbound approach of the Site Driveway will be stop-controlled. Analysis indicates that
the stop-controlled critical movement - the northbound right turns - are expected to operate at
LOS B or better for the Build-out traffic conditions. No queuing issues are expected at this
intersection. Based on turn lane warrants performed in accordance with the VDOT Road Design
Manual for the intersection under the 2013 and 2019 build-out traffic conditions, the eastbound
right-turn on US 220 meets criteria for a full turn lane with 200 feet of storage and a 200 foot
taper. However, it should be noted that there may not be adequate spacing between Indian Grave
Road and the Site Driveway to provide the full 200 feet of taper. The following improvements
are recommended at this intersection based on VDOT turn lane warrants:
Provide a northbound channelized right-turn lane on the Site Driveway
Provide an exclusive eastbound right-turn lane on US 220 with 200 feet of storage and
up to 200 feet of taper
It should be noted that based on the proposed site plan, ample storage is being provided between
the McDonalds drive-through and the driveway on US 220.
38
McDonald’s Roanoke
July 9, 2012
8.5 Turn Lane Warrant Analyses
In support of the capacity analysis and queuing results described in this section of the report,
Table 7
is included to summarize the turn lane warrant analyses performed for the two
intersections providing access to the proposed site. Individual turn-lane warrant sheets are
Appendix
included in the.
Table 7:
Build-out 2013 and 2019 Turn Lane Warrant Analysis Results
Build-out 2013Build-out 2019
Intersection Direction
AM PeakPM PeakAM PeakPM Peak
HourHourHourHour
Indian Grave
Left-TurnLeft-Turn
Road atSB Left-Left-Turn LaneLeft-Turn Lane
Lane NotLane Not
BusinessTurnNot WarrantedNot Warranted
WarrantedWarranted
Driveway
Full-WidthFull-Width
TaperTaper
US 220 at SiteEB Right-Turn LaneTurn Lane
RequiredRequired
DrivewayTurnRequired (200Required (200
(200)(200)
S / 200 T)S / 200 T)
8.6 Access Management
Per VDOT access management regulations for minor arterials with a posted speed limit of 45
miles per hour, partial access entrances must be spaced 305 feet apart (centerline to centerline).
The spacing between the proposed right-in/right-out driveway on US 220 and Indian Grave Road
is approximately 450 feet, which meets VDOT requirements. Indian Grave Road is a local street,
so VDOT regulations do not apply for the spacing between the Business Driveway and US 220.
39
McDonald’s Roanoke
July 9, 2012
9.0 Conclusions and Recommendations
Based on the potential traffic impacts associated with the McDonalds development and the
evaluation of those impacts for full build-out (2013) and build-out plus 6 years (2019) conditions,
the following recommendations and conclusions are offered.
9.1 Improvements Needed as a Result of McDonald’s
US 220 at Buck Mountain Road / Stable Road
The existing US 220 at Buck Mountain / Stable Road intersection operates at LOS D or better and
queuing conditions that do not exceed capacity and is projected to continue to do so under 2013
and 2019 build-out conditions. No roadway improvements are recommended at this intersection.
US 220 at Indian Grave Road / Clearbrook Village Lane
The existing US 220 at Indian Grave Road / Clearbrook Village Lane intersection operates at
LOS D or better and is projected to do so under 2013 and 2019 build-out conditions. Queues for
the eastbound left-turn movement may exceed the available storage in the 2019 PM peak hour
conditions. However, the proposed development will not impact that movement, and this turn
lane cannot be extended without reducing the storage for the westbound left at Buck Mountain
Road. To mitigate northbound queues extending past the business driveway to the south, it is
recommended that the stop bar for the northbound through/right lane be moved north
approximately 30 feet to provide additional storage.
Indian Grave Road at Business Driveway
The existing Indian Grave Road at Business Driveway intersection operates at LOS D or better
and is projected to do so under 2013 and 2019 build-out conditions. Therefore, no improvements
are recommended at this intersection.
US 220 at Site Driveway
The proposed US 220 at Site Driveway intersection is projected to operate at LOS D or better
under 2013 and 2019 build-out conditions. However, the eastbound right-turn movement is
expected to meet VDOT storage and taper warrants. The following improvements are
recommended at this intersection:
Provide a northbound channelized right-turn lane on the Site Driveway
40
McDonald’s Roanoke
July 9, 2012
Provide an exclusive eastbound right-turn lane on US 220 with 200 feet of storage and
up to 200 feet of taper (as much as constructible)
Figure 18
No off-site pedestrian or bicycle networks are proposed for this development. depicts
the recommended roadway laneage for the study area intersections.
41
Commercial Use Types
Sec. 30-29-5. Commercial Use Types.
Restaurant, drive-in or fast food: An establishment primarily engaged in the preparation
Restaurant, drive-in or fast food
: An establishment primarily engaged in the preparation
of food and beverages, for either take-out, delivery or table service, served at a counter, a drive-
up or drive through service facility or by curb service. Typical uses include drive-in or fast food
restaurants or coffee shops.
1
Sec. 30-85-24. Restaurant, Drive-in or Fast Food.
Sec. 30-85-24. Restaurant, Drive-in or Fast Food.
Sec. 30-91-6. Stacking Spaces and Drive-Through Facilities.
Sec. 30-91-6. Stacking Spaces and Drive-Through Facilities.
SEC. 30-58. CVOD CLEARBROOK VILLAGE OVERLAY DISTRICT.
SEC. 30-58. CVOD CLEARBROOK VILLAGE OVERLAY DISTRICT.
Sec. 30-58-1. Purpose.
Sec. 30-58-2. Creation of overlay.
Sec. 30-58-3. Applicability and administration.
Sec. 30-58-4. Permitted uses and use restrictions.
Sec. 30-58-5. Site development regulations.
Sec. 30-58-6. Special Regulations in the Clearbrook Village Overlay District.
Sec. 30-54-3. Site Development Regulations.
Sec. 30-92-5. Standards and Specifications.
Sec. 30-92-5. Standards and Specifications.
Sec. 30-92-5.1.Landscaping provisions in the Clearbrook village overlay district.
Sec. 30-92-5.1.
Landscaping provisions in the Clearbrook village overlay district.
Sign Standards
Sec. 30-93-14. Special Signage Districts and Regulations.
(F) Clearbrook village overlay district. Signage within the Clearbrook village overlay district
should be planned, designed and installed to complement a buildings architectural style.
All signage within the Clearbrook village overlay district shall comply with C-1 office
district regulations with the following exceptions:
1.Lots within the Clearbrook village overlay districtshall be allowed a maximum
signage allocation not to exceed one (1) square foot of sign area per one (1) lineal
foot of lot frontage.
2. Signage placed on a building wall shall occupy less than five (5) percent of the
facade of that wall.
3.All freestanding signs shall be of a monument design and shall meet the following
criteria:
a. Monument signs, including their structure, shall not exceed seven (7) feet
in height, or ten (10) feet in width.
b. Signs shall be channel lit, ground lit, or top lit with a shielded light source
so as not cast light onto the path of traffic or on any adjacent road or
property.
4. No establishment shall be allowed more than three (3) signs.
5. A maximum of two (2) directional signs shall be allowed per lot, and no
directional sign shall exceed two (2) square feet in size.
6. The following signs shall be prohibited in the Clearbrook village overlay district:
a.Off-premises signs.
b. Temporary signs.
c. Portable signs.
d. Roof signs.
(Ord. No. 42694-12, § 25, 4-26-94; Ord. No. 72595-9, § 1, 7-25-95; Ord. No. 042799-11, § 1d.,
4-27-99; Ord. No. 092303-8, § 1, 9-23-03)
1
SEC. 30-54. C-2 HIGH INTENSITY COMMERCIAL DISTRICT.
Sec. 30-54-1. Purpose.
Sec. 30-54-2. Permitted Uses.
Sec. 30-54-3. Site Development Regulations.
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
ORDINANCE GRANTING A SPECIAL USE PERMIT FORA
RESTAURANT, DRIVE-IN OR FAST FOOD IN THE CVOD,
CLEARBROOK VILLAGE OVERLAY DISTRICT, ON APPROXIMATELY
1.0 ACRE LOCATED AT 5347 FRANKLIN ROAD (TAX MAP NO.
098.02-02-01.00)CAVE SPRINGMAGISTERIAL DISTRICT, UPON THE
PETITION OFMCDONALDS USA, LLC
WHEREAS,McDonald’s USA, LLChasfiled a petition for a special use permit for
a restaurant, drive-in or fast food in the CVOD, Clearbrook Village Overlay Districtto be
located at5347 Franklin Road(Tax Map No.098.02-02-01.00)in the Cave Spring
Magisterial District; and
WHEREAS, the Planning Commission held a public hearing on this matter on
April 1, 2014;and
WHEREAS, the Board of Supervisors of Roanoke County, Virginia, held a first
reading on this matter onMarch 25, 2014;the second reading and public hearing on
this matter was held onApril 22, 2014.
NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors of Roanoke
County, Virginia, as follows:
1.That the Board finds that the granting of a special use permit to
McDonald’s USA, LLCfor a restaurant, drive-in or fast food in the Clearbrook Village
OverlayDistrict on approximately 1.0 acre located at 5347 Franklin Roadin the Cave
SpringMagisterial District is substantially in accord with the adopted 2005Community
Plan, as amended,pursuant to the provisions of Section 15.2-2232 of the 1950 Code of
Virginia, as amended, and that it shall have a minimum adverse impact on the
Page 1of 2
surrounding neighborhood or community, and said special use permit is hereby
approvedwith the following conditions:
a)Development of this site shall be in substantial conformance with plan sheets
C-3 and L-1 titled McDonald’s by Stimmel Associates, PA, and dated 1/24/14
subject to any revisions required during site plan review.
b)The façade of the primary structure shall be in substantial conformance with
the undated elevation sheet titled “Proposed McDonald’s Restaurant –Color
Elevation Study” subject to any revisions required during site plan review and
building plan review.
c)The building materials for the proposed monument sign shall match the
building materials used on the primary structure and shall be in substantial
conformance with the monument elevation sheet. The dimensions of the
monument sign shall be equal to or less than the dimensions depicted on the
elevation sheet prepared by Persona Sign Makers/Image Builders dated
04/24/13.
d)The building materials for the dumpster enclosure shall match the building
materials used on the primary structure.
2.That this ordinance shall be in full force and effect thirty (30) days after its
final passage. All ordinances or parts of ordinances in conflict with the provisions of this
ordinance be, and the same hereby are, repealed. The provisions of this special use
permit arenot severable. Invalidation of any word, phrase, clause, sentence or
paragraph shall invalidate the remainder.The Zoning Administrator is directed to
amend the zoning district map to reflect the change in zoning classification authorized
by this ordinance.
Page 2of 2
V-6
PETITIONER: Richard and Nancy Koplow
CASE NUMBER: 5-4/2014
st
Board of Supervisors Consent 1Reading Date:March 25, 2014
Planning Commission Hearing Date:April 1, 2014
nd
Board of Supervisors Hearing & 2Reading Date:April 22, 2014
A.REQUEST
To obtain a special use permit for a bed and breakfastin an R-1, Low Density
Residential District, on approximately 2.35acreslocated at 864 Dexter Road,
HollinsMagisterial District.
B.CITIZEN COMMENTS
Onecitizen, Ms. Lynn Thompson,spokeagainstthis petition. Major concerns
werelocation of required parking spaces adjacent to Ms. Thompson’sproperty,
lack of landscaping andproperty valuedecrease. In addition, Ms. Thompson was
concerned about thepotential increase is traffic.
C.SUMMARY OF COMMISSION DISCUSSION
Rebecca Jamespresented the staff report.Jeff Wood, the Koplows architect,
presented anoverview of the proposed use and addressed some of the concerns
th
that were raised by citizensat the March 20Community Meeting.
Commissioners discussednumber of employees, ADA regulationsand
information that was shown on the submitted concept plan. In addition, after the
citizen spoke against the petition, the Commissioners and staff addressed the
concerns stated by the citizen.The proposed conditionwould also addressthe
other issues raised by Ms. Thompsonand Commissioners.
D.CONDITIONS
1.The site shall be developed in general conformance with the concept plan
dated February 21, 2014.
E.COMMISSION ACTION
Mr. Jarrellmade a motion to recommend approval of the special use permit with
one condition. The motion passed 4-0with Mr. Woltz being absent.
F.DISSENTING PERSPECTIVE
None.
G.ATTACHMENTS:XConcept PlanXVicinity Map
XStaff ReportXOther
Philip Thompson, Secretary
Roanoke County Planning Commission
Page 1of 1
STAFF REPORT
Petitioner:Richard and Nancy Koplow
Request: Toobtain a special use permit for a Bed and Breakfastin anR-1, Low Density
Residential District, on approximately 2.35acres
Location:864 Dexter Road
Magisterial District:Hollins
Suggested Condition:The site shall be developed in general conformance with the concept plandated
February 21, 2014.
EXECUTIVE SUMMARY:
Richard and Nancy Koplow propose to operate a bed and breakfast at 864 Dexter Road.Theproperty is currently
zoned R-1,Low Density ResidentialDistrict.
It is anticipated that the proposed bed and breakfast use will have a minimal impact on the surrounding
neighborhood. The proposed use meets the requirements of the Roanoke County Zoning Ordinance and conforms
to the Roanoke County Comprehensive Plan.
1. APPLICABLE REGULATIONS
Section 30-29-5 of the Roanoke County Zoning Ordinance defines a “bed and breakfast” as “a dwelling in
which not more than five (5) bedrooms are provided for overnight guests for compensation, on daily or
weekly basis, with or without meals”.A bed and breakfast useis allowed in the R-1zoning district with a
Special Use Permit perSection 30-41-2(A) 4.Section 30-85-8providesuse and design standardsfor a bed
and breakfastas follows:
1.The owner orowner’s family shall reside on the same parcel occupiedby the bed and breakfast
establishment.
2.No more than five (5) guest sleeping rooms shall be utilized for a bed and breakfast establishment. The
maximum number of guest occupants shall not exceed sixteen (16) guests.
3.Any building erected, enlarged or modified to accommodate a bed and breakfast shall maintain the
appearance of a single family residence. No rooms shall have direct entrance or exit to the outside of
the building, except that emergency exits when required by the fire marshal may be provided for
emergency purposes only.
4.Guests may stay no more than thirty (30) consecutive nights in any one calendar year. The operator of
the bed and breakfast shall maintain a log of all guests, including their name, address, license plate
number, and length of stay, and shall make the log available to county staff upon request.
5.Meals shall be provided only to overnight guests and no cooking shall be permitted in guest rooms.
6.Required parking areas for guests and employees shall be provided on-site.
1
7.Health department approval for sewage disposal, water supply and kitchen facilities shall be submitted
prior to issuance of a certificate of zoning compliance.
8.The site shall front directly on and have direct access to a publicly owned and maintained street.
9.A special use permit shall be required on lots less than five (5) acres in an R-1 zoning district.
Roanoke Countybuilding permit reviewshallbe required, including Fire Marshal review. No exterior
changes to the building are proposed.
2. ANALYSIS OF EXISTING CONDITIONS
Background–There are currently two separate parcels, 864 Dexter Road and 0 Dexter Road.If the special
use permit is approved, the two parcels will be combined for a total acreage of 2.35 acres. The existing
house, located at864 Dexter Road, was built in 1926and currently has five bedrooms and 4 full bathrooms.
Topography/Vegetation–Theparcel is mostly wooded.There are no watercourse or floodplain on the
property.
Surrounding Neighborhood–The surrounding adjoining properties are zoned R-1,Low Density Residential
District and R-3, Medium Density ResidentialDistrict.The surroundingR-1 zoned parcelsareallsingle-
family dwellings. The R-3 zoned parcel, multi-family residential use,is known as Hollins University
Apartments.
3.ANALYSIS OF PROPOSED DEVELOPMENT
Site Layout/Architecture–No changes to the exterior of thebuildingare proposed. The home was
constructedin 1926 and is approximately 3,163 square feet in size.Prior to the submission of the special
use permit, staff advised the applicants to hire an architect to perform an assessment for the property to
determine its suitability as a bed and breakfast. Jeff Wood, with Rife and Wood Architects,was hired to
complete the assessment. Mr. Wood worked with numerousRoanoke County Departments in acquiring
regulations pertainingto the proposed use and the potential change of use. As a result, a conceptplan has
been completed showing all the required regulations.
The applicant will meet all Use and Design Standards, Section 30-85-8 of the Roanoke County Zoning
Ordinance.
Access/Traffic Circulation–The subject parcel isaccessed from Dexter Road.The applicant proposes to
widen the existing driveway to 16 feetand install the required six parking spaces.The applicantalso
proposesto pave the traffic aisles with asphalt, and the parking areas with concrete-grid porous pavers.
The Virginia Department of Transportation commented that the proposed request will not adversely impact
VDOT rights-of-way, however due to the additional traffic, a Land Use Permit will be required to document
to the change in use of the existing residential entrance to commercial.
Fire & Rescue/Utilities–The use of 5 sleeping rooms was reviewed and there are no objections to the
request.However, there are some concerns on the access of the property for emergency situations. The
StatewideFire Prevention Code requires access to be maintained at a minimum width of 20 feet. The
submitted plan indicate an initial width of 16 feet. In addition, other items would need to be addressed if the
Office of Building Safety required a change of use.These potential issues would be addressed during the
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building permit review process.
Economic DevelopmentNo objections to this request.
-
Building Safety–No impact anticipated.
Community Meeting–A community meeting was held March 20, 2014. Approximately 13 citizens attended
the meeting. Also in attendance were the applicants, the current owners of 864 Dexter Road, and Jeff
Wood. Most of the questions asked involved access and use issues. The Koplows explained the proposed
use and addressed majority of the concerns that were raised.
4.CONFORMANCE WITH ROANOKE COUNTY COMMUNITY PLAN
This site is designated Neighborhood Conservationon the future land use map of the Roanoke County
Comprehensive Plan.A future land use area where established single-family neighborhoods are delineated
and the conservation of the existing development pattern is encouraged. Acceptable land use types include
single-family residential, neighborhood institution centers and low-impact commercial entities.
5.STAFF CONCLUSIONS
It is anticipated that the proposed bed and breakfast use will have a minimal impact on the surrounding
neighborhood. The proposed use meets the requirements of the Roanoke County Zoning Ordinance and
conforms to the Roanoke County Comprehensive Plan.
If the Planning Commission chooses to recommend approval of this petitionstaff suggests the following
condition:
1.The site shall be developed in general conformance with the concept plan, dated February 21, 2014.
CASE NUMBER: 5-4/2014
PREPARED BY:Rebecca M. Mahoney
HEARING DATES: PC: 4/1/2014 BOS: 4/22/2014
ATTACHEMENTS:Application
Aerial Map
Land Use
Zoning Map
R-1 District Standards
Bed and Breakfast Use and Design Standards
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R-1 District Regulations
SEC. 30-41. R-1 LOW DENSITY RESIDENTIAL DISTRICT.
Sec. 30-41-1. Purpose.
(A) The R-1, low density residential district is established for areas of the county within the
urban service area with existing low-middle density residential development, with an
average density of from one (1) to three (3) units per acre, and land which appears
appropriate for such development. These areas are generally consistent with the
neighborhood conservation land use category as recommended in the comprehensive
plan. In addition, where surrounding development and the level of public services
warrant, these areas coincide with the development category recommended in the plan.
This district is intended to provide the highest degree of protection from potentially
incompatible uses and residential development of a significantly different density, size, or
scale, in order to maintain the health, safety, appearance and overall quality of life of
existing and future neighborhoods. In addition to single-family residences, only uses of a
community nature which are generally deemed compatible are permitted in this district.
This would include parks and playgrounds, schools and other similar neighborhood
activities.
(Ord. No. 042799-11, § 1f., 4-27-99; Ord. No. 042208-16, § 1, 4-22-08)
Sec. 30-41-2. Permitted uses.
(A) The following uses are permitted by right subject to all other applicable requirements
contained in this ordinance. An asterisk (*) indicates additional, modified or more
stringent standards as listed in article IV, use and design standards, for those specific
uses.
1. Agricultural and Forestry Uses
Stable, Private *
2. Residential Uses
Accessory Apartment *
Home Beauty/Barber Salon *
Home Occupation, Type I *
Manufactured Home *
Manufactured Home, Emergency *
Multiple Dog Permit *
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R-1 District Regulations
Residential Human Care Facility
Single Family Dwelling, Attached *
Single Family Dwelling, Attached (Cluster Subdivision Option) *
Single Family Dwelling, Detached
Single Family Dwelling, Detached (Cluster Subdivision Option) *
Single Family Dwelling, Detached (Zero Lot Line Option) *
3. Civic Uses
Community Recreation *
Family Day Care Home *
Park and Ride Facility *
Public Parks and Recreational Areas *
Utility Services, Minor
4. Commercial Uses
Bed and Breakfast *
5. Miscellaneous Uses
Amateur Radio Tower *
Wind Energy System, Small *
(B) The following uses are allowed only by special use permit pursuant to section 30-19. An
asterisk (*) indicates additional, modified or more stringent standards as listed in article
IV, use and design standards, for those specific uses.
1. Residential Uses
Alternative Discharging Sewage System *
2. Civic Uses
Cemetery *
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R-1 District Regulations
Crisis Center
Day Care Center *
Educational Facilities, Primary/Secondary *
Religious Assembly *
Utility Services, Major *
3. Commercial Uses
Golf Course *
4. Miscellaneous Uses
Outdoor Gatherings *
(Ord. No. 42793-20, § II, 4-27-93; Ord. No. 62293-12, §§ 3, 8, 6-22-93; Ord. No. 82493-8, § 2,
8-24-93; Ord. No. 62795-10, 6-27-95; Ord. No. 042799-11, § 2, 4-27-99; Ord. No. 042500-9, §
II, 4-25-00; Ord. No. 072605-7, § 1, 7-26-05; Ord. No. 042208-16, § 1, 4-22-08; Ord. No.
052609-22, § 1, 5-26-09; Ord. No. 030811-1, § 1, 3-8-11; Ord. No. 052411-9, § 1, 5-24-11, Ord.
No. 111213-15, § 1, 11-12-13)
Sec. 30-41-3. Site Development Regulations.
General Standards. For additional, modified, or more stringent standards for specific uses, see
Article IV, Use and Design Standards.
(A) Minimum lot requirements.
1. All lots served by private well and sewage disposal systems:
a. Area: 0.75 acre (32,670 square feet).
b. Frontage: 90 feet on a publicly owned and maintained street.
2. Lots served by either public sewer or water:
a. Area: 20,000 square feet.
b. Frontage: 75 feet on a publicly owned and maintained street.
3. All lots served by both public sewer and water:
a. Area: 7,200 square feet.
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R-1 District Regulations
b. Frontage: 60 feet on a publicly owned and maintained street.
(B) Minimum setback requirements.
1. Front yard:
a. Principal structures: 30 feet.
b. Accessory structures: Behind the front building line.
2. Side yard:
a. Principal structures: 10 feet.
b. Accessory structures: 10 feet behind front building line or 3 feet behind
rear building line.
3. Rear yard:
a. Principal structures: 25 feet.
b. Accessory structures: 3 feet.
4. Where a lot fronts on more than one street, front yard setbacks shall apply to all
streets.
(C) Maximum height of structures.
1. Height limitations:
a. Principal structures: 45 feet.
b. Accessory structures: 15 feet, or 25 feet provided they comply with the
setback requirements for principal structures.
(D) Maximum coverage.
1. Building coverage: 35 percent of the total lot area for all buildings and 7 percent
for accessory buildings.
2. Lot coverage: 50 percent of the total lot area.
(Ord. No. 62293-12, § 10, 6-22-93; Ord. No. 42694-12, § 8, 4-26-94; Ord. No. 042208-16, § 1,
4-22-08, Ord. No. 111213-15, § 1, 11-12-13)
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Use & Design Standards Commercial Uses
Sec. 30-85-8. Bed and Breakfast.
(A) General standards:
1. The owner or owner's family shall reside on the same parcel occupied by the bed
and breakfast establishment.
2. No more than five (5) guest sleeping rooms shall be utilized for a bed and
breakfast establishment. The maximum number of guest occupants shall not
exceed sixteen (16) guests.
3. Any building erected, enlarged or modified to accommodate a bed and breakfast
shall maintain the appearance of a single family residence. No rooms shall have
direct entrance or exit to the outside of the building, except that emergency exits
when required by the fire marshal may be provided for emergency purposes only.
4. Guests may stay no more than thirty (30) consecutive nights in any one calendar
year. The operator of the bed and breakfast shall maintain a log of all guests,
including their name, address, license plate number, and length of stay, and shall
make the log available to county staff upon request.
5. Meals shall be provided only to overnight guests and no cooking shall be
permitted in guest rooms.
6. Required parking areas for guests and employees shall be provided on-site.
7. Health department approval for sewage disposal, water supply and kitchen
facilities shall be submitted prior to issuance of a certificate of zoning
compliance.
8. The site shall front directly on and have direct access to a publicly owned and
maintained street.
9. A special use permit shall be required on lots less than five (5) acres in an R-1
zoning district.
(Ord. No. 111213-15, § 1, 11-12-13)
1
AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE
COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION
CENTER ON TUESDAY, APRIL 22, 2014
ORDINANCE GRANTING A SPECIAL USE PERMIT FORA BED AND
BREAKFAST ON2.35 ACRES LOCATED AT864 DEXTER ROAD (TAX
MAP NOS.027.11-04-19.00 AND 027.11-04-18.00)HOLLINS
MAGISTERIAL DISTRICT, UPON THE PETITION OFRICHARD AND
NANCY KOPLOW
WHEREAS,Richard and Nancy Koplow havefiled a petition for a special use
permit fora bed and breakfast to be located at864 Dexter Road (Tax Map Nos.027.11-
04-19.00 and 27.11-04-18.00)in the Hollins Magisterial District; and
WHEREAS, the Planning Commission held a public hearing on this matter on
April 1, 2014;and
WHEREAS, the Board of Supervisors of Roanoke County, Virginia, held a first
reading on this matter onMarch 25, 2014;the second reading and public hearing on
this matter was held onApril 22, 2014.
NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors of Roanoke
County, Virginia, as follows:
1.That theBoard finds that the granting of a special use permit to Richard
and Nancy Koplow for a bed and breakfast on 2.35 acres located at 864 Dexter Road in
the Hollins Magisterial District is substantially in accord with the adopted 2005
Community Plan, as amended,pursuant to the provisions of Section 15.2-2232 of the
1950 Code of Virginia, as amended, and that it shall have a minimum adverse impact
on the surrounding neighborhood or community, and said special use permit is hereby
approvedwith the following condition:
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(a)The site shall be developed in general conformance with the
Concept Plan dated February 21, 2014(Exhibit A).
2.That this ordinance shall be in full force and effect thirty (30) days after its
final passage. All ordinances or parts of ordinances in conflict with the provisions of this
ordinance be, and the same hereby are, repealed. The provisions of this special use
permit arenot severable. Invalidation of any word, phrase, clause, sentence or
paragraph shall invalidate the remainder.The Zoning Administrator is directed to
amend the zoning district map to reflect the change in zoning classification authorized
by this ordinance.
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