HomeMy WebLinkAboutCouncil Actions 02-28-98 PlSes Financial Planning Session with City Council
Saturday, February 28, 1998
8:30 a.m. - 1:00 p.m.
Hotel Roanoke Conference Center - Mill Mountain Room
A!3enda
8:00 a.m. - 8:30 a.m.
Continental Breakfast
8:30 a.m. - 8:45 a.m.
Opening Comments
· City Manager
· Director of Finance
· Mayor and Members of Council
8:45 a.m. - 9:45 a.m.
Financial Status Information
General Fund Revenues and Expenditures
· Sources
· Current Year Status
· FY 1998-99 Estimates
9:45 a.m. - 10:00 aom. Break
10:00 a.m. - 10:30 a.m. Financial Status Information (continued)
~.10:30 a.rn. - 11:30 a.m.
Fiscal Issues
Fiscal Issues Facing the City of Roanoke in the Upcoming Years
Debt Capacity
Utilities and Operations
· Landfill Fees
· Water and Sewage Rates
Public Safety
· Public Safety Facilities
· Technology Issues
11:30 a,m. - 11:45
11:45 a.m. - 12:45
12:45 p.m. - 1:00 p.m.
Public Works
Neighborhood Revitalization Strategy
Comprehensive Parks and Recreation Master Plan
Facility Maintenance
Fleet Replacement
Fiscal Issues, continued..
· Human Develogment. . .~v,,, ~er"~ces Ac
· COmprehensive Servi~:~QJ Act '
· Welfare Reform ;~r~ini~. Soci,3i 'e£,. :.~
· Virginia Institute for S~l~rvices Trair~io~~io.~
· Juvenile Det[~_.~.~l~.o_n3.e Expansion
· ~l:~:,'~,,'ftc D~m, mer~ts
Closing Comments anager
· City Manager ;,r of Finance
· Director of Finance :~no Member~ .'ouncil
· Mayor and Members of Councit
February 26, 1998
Honorable Mayor David A. Bowers and
Members of Council
Roanoke, Virginia
Subject:
Financial Planning Session
Dear Mayor and Council Members:
Attached is a notebook containing information for the Financial
Planning Session which will be held on Saturday, February 28 at the Hotel
Roanoke Conference Center. The session will start at 8:30 a.m. and
conclude at 1:00 p.m. The continuous buffet will begin at 8:00 a.m. and the
meeting will be in the Mill Mountain Room.
Parking is available in the First Union Tower Parking Garage. A map
showing how to get to the Parking Garage and where to park is included with
this package.
Please bring your notebooks to Saturday's meeting. I look forward to
seeing you.
Sincerely,
W. Robert Herbert
City Manager
Attachments
cc: James D. Grisso, Director of Finance
Mary F. Parker, City Clerk
21,5 Church Avenue, S.W. Roanoke, Virginia 24011
FINANCIAL PLANNING SESSION ........... ROANOKE CITY COUNCIL
February28,1998
8:30 a.m.
The Council of the City of Roanoke held its Financial Planning Session on
Saturday, February 28, 1998, at 8:30 a.m., in the Buck Mountain Room, The Hotel
Roanoke & Conference Center, 110 Shenandoah Avenue, N. E., City of Roanoke, with
Mayor David A. Bowers presiding.
PRESENT: Council Members C. Nelson Harris, John H. Parrott,
Carroll E. Swain, James O. Trout, William White, Sr., Linda F. Wyatt and
Mayor David A. Bowers ................................................................................... 7.
ABSENT: None ..................................................................................... 0.
OFFICERS PRESENT: W. Robert Herbert, City Manager; James D. Ritchie, Sr.,
Assistant City Manager; Wilburn C. Dibling, Jr., City Attorney; James D. Grisso,
Director of Finance; Mary F. Parker, City Clerk; Willard N. Claytor, Director of Real
Estate Valuation; and Robert H. Bird, Municipal Auditor.
OTHERS PRESENT: George M. McMillan, City Sheriff; Sherman A. Holland,
Commissioner of the Revenue; Kit B. Kiser, Director, Utilities and Operations;
William F. Clark, Director, Public Works; George C. Snead, Jr., Director, Public
Safety; Glenn D. Radcliffe, Director, Human Development; Barry L. Key, Manager,
Office of Management and Budget; Diane S. Akers, Budget Administrator; Deborah J.
Moses, Assistant to the City Manager for Special Projects; Jesse A. Hall, Deputy
Director of Finance; Sherman M. Stovall, Budget/Management Analyst; Phillip F.
Parks, Chief, Economic Development; and Angelita Y. Plemmer, Public Information
Officer.
The invocation was delivered by Council Member Harris.
BUDGET: The Director of Finance explained that the work session would
focus on General Fund Revenues and Expenditures (sources, financial trends,
current year status, fiscal year 1998-99 estimates) and fiscal issues facing the City
of Roanoke in future years.
Mr. Grisso stated that after reviewing the City's budget, certain financial data,
and proposed future projects, it is requested that Council consider leaving the
revenue base intact.
Mr. Hall advised that state revenue makes up a significant portion of the City's
revenue base, state changes can have a significant impact on the City's revenue,
and almost all revenues from the state require some local match. He stated that
annual growth of total General Fund revenues is 5.5 per cent for fiscal years 1992 -
1997, average annual growth over local revenues is 4.7 per cent compared to 8.3 per
cent for intergovernmental revenues, intergovernmental revenues have grown at a
higher rate over the past five years than local revenues primarily due to the
increasing cost of detention and treatment programs such as the Jail and the
Comprehensive Services Act program, and increased local revenue has been
required to provide the local match portion of certain increased state mandated
programs such as the Comprehensive Services Act program.
Mr. Hall explained that 93 per cent of the City's revenue source comes from
local taxes; i.e.: General Property - 56.4 per cent, All Other - 6.9 per cent,
Food/Beverage - 5.1 per cent, BPOL - 8.4 per cent, Utility Consumer - 9.3 per cent,
and Sales - 13.9 per cent. He advised that in recent years the state has mandated
two changes with regard to the Business License Tax, i.e.: The City was required
to adopt a model ordinance in 1997 and in 1998 the City was mandated to eliminate
the issuance fee from the Business License Tax which reduced the City's revenue.
He called attention to current discussions to eliminate the personal property tax
structure; and over the past several years, changes have occurred at the State level
which affect the local tax structure.
Mr. Hall reviewed the following revenue highlights in regard to local taxes:
*The City of Roanoke has enjoyed a strong local economy with Iow
inflation since the early nineties.
*Local taxes have increased at an average rate of 4.6 per cent over the
past five years.
*Several tax initiatives have been implemented during this period to
fund specific programs.
*Real estate tax rate has been reduced during this period from $1.25 to
$1.22 per $100 of assessed value to provide relief to homeowners.
*Proposed legislation relating to certain local taxes will most likely
have a financial impact on the City.
*Some local tax revenue growth trends are expected to decline for
fiscal year 1999.
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Mr. Hall stated that the inflation rate over the past six years has been three per
cent.
There was discussion with regard to comparing the types of services that the
City is required to deliver with those services required of surrounding jurisdictions.
Also, it was suggested that there be a review of the demands placed on the $1.22 per
$100.00 of assessed value on the City's real estate tax compared to the demands
placed on the real estate tax collected by neighboring localities.
BUDGET-LEGISLATION: Council Member White requested a briefing on
House Bill 599 as to how the legislation will affect the City of Roanoke.
(See Budget and Financial Planning Work Session Notebook, Pages 2 - 6, on file in
the City Clerk's Office.)
Mr. Grisso reviewed revenue highlights - local taxes, and pointed out that
fiscal year 1998 revenue is on target with the budget; and the fiscal year 1999
estimate is based on an increase in property valuation due to reassessments and
new construction. He stated that assessment growth does not directly translate into
revenue growth; and tax rate reduction, tax freeze or exemption programs and
uncollected revenue cause revenue growth to be less than assessment growth. He
advised that the Elderly/Disabled Homeowner Tax Relief program was amended by
Council, effective July 1, 1998, the income limit/net worth increased from
$26,000/$75,000 to $27,000/$80,000, and the total cost of tax relief for fiscal year 1999
should increase somewhat due to the higher limits; and annual cost of tax relief for
fiscal year 1999, including the real estate tax rate reduction from $1.25 to $1.22 from
fiscal year 1994 to fiscal year 1998 is $1,095,402.00, with tax relief programs totaling
$699,890.00, for a total annual cost of tax relief to the City of $1,795,292.00.
(See Budget and Financial Planning Work Session Notebook, Pages 6 - 11.)
BUDGET-TAXES: Council Member Swain requested information on the
revenue impact as a result of the Elderly/Disabled Homeowner Tax Relief program,
effective July 1, 1998, as a result of the increased limits. ($27,000/$80,000)
Mr. Hall reviewed the following revenue highlights - local taxes regarding the
personal property tax:
*Personal property taxes have been the strongest performing local tax
revenue source in recent years due to rapidly increasing vehicle values
and more focused assessment and collection methods.
3
*Personal property tax revenue growth decreased from 9.74 per cent in
fiscal year 1996 to 4.35 per cent in fiscal year 1997. This is the most
significant decline in growth in several years.
*Governor Gilmore's no car tax proposal will most likely increase the
cost of administration of the program.
*Sales tax is under-performing the budget for fiscal year 1998. Fiscal
year to date growth over prior year revenue is .56 per cent.
*Growth of the New River Valley shopping region and Wal-Mart
Superstores in Salem, Giles, Rocky Mount, and Martinsville may be
impacting Roanoke as a regional shopping destination.
*Utility tax is slightly ahead of the budget for fiscal year 1998 due to a
warm summer in 1997.
*Business, Professional, Occupational License Tax is economy
sensitive - there have been recent years of significant growth, but also
years of zero or negative growth.
*Primary factors influencing positive growth:
-Strong economy and economic development over recent
years; and
-Focused efforts by the City and Commissioner of the
Revenue to perform audits and assess all businesses
equitably - business license auditor position was added
several years ago.
*Statewide "model" BPOL ordinance was adopted for fiscal year 1997.
City Council amended the ordinance for fiscal year 1998 to eliminate
the filing fee for businesses with gross receipts exceeding $100,000.00.
This will reduce BPOL revenue by approximately $125,000.00
*Fiscal year 1998 revenue is expected to exceed budget.
*Primary factors influencing growth with regard to the Prepared Food
and Beverage Tax are:
-Economic cycles - periods of growing economy produce
growth in meals taxes.
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-Economic development stimulates entertainment and
restaurant growth that attracts residents and non-
residents to spend discretionary income in Roanoke.
*Cable Television Franchise tax has grown more than 100 per cent
since 1991 due to expansion of subscribers and increased subscriber
rates.
Mr. Hall advised that state revenues are growing at a significantly faster pace
than local revenues which means that the City is losing some discretionary control
over local dollars, a lower inflation rate will keep growth down, and regional
competition is having an impact on the City's status as a regional destination.
BUDGET-TAXES: Some Members of Council requested a report on potential
new sources of revenue to increase the City's revenue tax base; whereupon, the City
Manager advised that information will be compiled for review by Council.
Ms. Akers reviewed source of general fund expenditures and expenditure
highlights. She pointed out that 25.2 per cent of total expenditures goes to the local
share of education, 23 per cent of total expenditures for public safety, 14.2 per cent
for public works, 13.8 per cent for health and welfare, 6.3 per cent for general
government, 5.9 per cent for debt service, 4.7 per cent for transfers, 6.8 per cent for
all other which includes Parks, Recreation and Cultural, Judicial, Community
Development and Miscellaneous. It was explained that General Fund expenditures
are monitored monthly by both department managers and the Office of Management
and Budget; as of December 31, 1997, 50.62 per cent of the budget had been
obligated; and most expenditures are on target for the fiscal year. She reviewed the
General Fund revenue increase for fiscal year 1999 in the amount of $6,245,501.00
to be allocated as follows:
City Schools
State Targeted and Local Match
Maintenance of Effort
Priority Items
$1,411,975.00
- 1,341,336.00
- 576,716.00
- 2,915,474.00
Ms. Akers also reviewed an analysis of expenditure increase and an analysis
of the City School Budget.
(See Budget and Financial Planning Work Session Notebook, Pages 19 - 31.)
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BUDGET-POLICE DEPARTMENT: Council Member Swain inquired as to what
consideration has been given to establishing police substations; whereupon, the
City Manager advised that the new Chief of Police will assess the matter with a
report to Council.
BUDGET-POLICE DEPARTMENT: Vice-Mayor Wyatt requested that the new
Chief of Police investigate the feasibility of applying for a Federal grant to provide
funds to purchase a mobile police unit substation, complete with computer terminal
at a cost of approximately $55,000.00. She advised that such a facility is used by the
City of Philadelphia.
BUDGET-CITY EMPLOYEES: Vice-Mayor Wyatt requested the following
information: salary comparison, benefits package, and proposed salary increases
for local government employees in all of the surrounding Roanoke Valley localities.
Mr. Stovall reviewed the following unfunded School budget priorities, in the
amount of $225,000.00:
*Additional teacher scale raise of .1 per cent
*Expanded teacher planning time at four elementary schools
*Implementation of employee sick leave incentives
*Additional contract time for school nurses.
Mr. Grisso reviewed the following fiscal issues facing the City in upcoming
years:
*City Council authorized $39.03 million of General Obligation bonds as
approved in the November 1997 Referendum to be issued on or after
January 1, 2000.
*$13.01 million of the authorized amount was issued in December 1997
with the remaining $26.02 million to be issued in fiscal year 2000 with
the first payment due in fiscal year 2001.
*Debt capacity resulting from the retirement of outstanding debt
increases very slowly after the issuance of the $26.02 million in fiscal
year 2000.
(See Budget and Financial Planning Work Session Notebook, Pages 32 - 35.)
6
At this point, 10:15 a.m., Council Member Harris left the meeting.
BUDGET-ROANOKE VALLEY RESOURCE AUTHORITY: Mr. Kiser reviewed a
report on elimination of the tipping fee credit and increased expense for trash
disposal. He pointed out that approximately 48,000 tons per year of trash is
disposed of through the Roanoke Valley Resource Authority (RVRA) at the City of
Roanoke's expense; current rate and fiscal year 1999 projected governmental
disposal rate at the RVRA is $53.00 per ton; and after a tipping fee credit of $3.00 per
ton, the net rate to the City for fiscal year 1998 is $50.00 per ton; RVRA has advised
the member jurisdictions, viz: Roanoke City, Roanoke County, and the Town of
Vinton, that the tipping fee credit will be reduced effective June 30, 1998, to $2.00 per
ton and probably will be eliminated effective June 30, 1999; tipping fee credit was
established by RVRA using funds transferred to RVRA from its predecessor,
Roanoke Valley Regional Solid Waste Management Board, in the amount of
$3,164,084.80 on or about September 30, 1993; and total credit through December
is:
Roanoke City
Roanoke County
Town of Vinton
$1,710,006.00
1,225,852.00
114,249.00
$3,050,107.00
It was explained that the tipping fee credit fund is rapidly being depleted; loss
of $1.00 per ton credit will result in annual expense for trash disposal to increase by
approximately $48,000.00 in fiscal year 1999 and an additional $96,000.00 in fiscal
year 2000, for a total increase of $144,000.00 in fiscal year 2000 over fiscal year 1998;
and the result of the proposal to the City of Salem, which could result in a reduction
of $3.00 - $5.00 to the member jurisdictions, may not be known until the summer or
early fall months.
In conclusion, Mr. Kiser advised that the fiscal year 1999 budget needs to
include an additional anticipated expenditure of $48,000.00 for trash disposal and
anticipate a further additional amount of $96,000.00 in fiscal year 2000.
(See Budget and Financial Planning Work Session Notebook, Exhibit B-1 and B-2.)
BUDGET-WATER RESOURCES-TAXES: Mr. Kiser reviewed water rates and
advised that a periodic review and adjustment of service charges is a prudent
business practice; Members of Council have suggested that water and sewage rates
be reviewed as a part of the fiscal year 1998-99 budget study; water rate adjustments
7
were last approved on June 24, 1991, to pay for a capital improvement program
estimated to cost $31,772,410.00 in 1990 dollars and five years of annual operating
costs estimated to escalate at four per cent annually; and the water facilities major
capital improvement program has been completed.
Mr. Kiser further advised that a ten per cent increase in water charges phased
in at five per cent effective July 1, 1998, and five per cent effective July 1, 1999,
would have the following net effect:
Produce an additional $870,000.00 annual revenue to the Water Fund,
sufficient to prevent the deficit projected to occur within five years as
well as being a step toward making up the revenue to be lost as
Roanoke County cuts back on its usage under the bulk water sale
contract. Bulk water rate to neighboring jurisdictions with whom the
City has contracts also increases with the City customer rate increase.
A ten per cent increase in water rates would have the following impact on the
typical monthly residential bill:
Current
After Adjustment
Compare to State Averacje
$6.03 $ 6.63 $15.69
In conclusion, Mr. Kiser requested that Council consider a ten per cent
increase in water fees and charges phased in over two years, e.g. five per cent
effective July 1, 1998, and five per cent effective July 1, 1999, as part of Council's
deliberation for the fiscal year 1999 budget.
(See Budget and Financial Planning Work Session Notebook, Exhibit B-3 - B-8.)
Mr. White requested that the City Manager review market rate pricing for water
and sewer service which could provide a source of revenue to the City. Vice-
Mayor Wyatt suggested that the City Manager review other items such as the
prepared food and beverage tax and E-911 tax, etc., which will help to provide an
overall picture of market rate pricing.
BUDGET-WATER RESOURCES-SEWERS AND STORM DRAINS-TAXES:
Mr. Kiser reviewed sewage rates and advised that a periodic review and adjustment
of service charges is also a prudent business practice; Members of Council have
suggested that water and sewage rates be reviewed as part of the fiscal year 1998-99
budget study; sewage rate adjustments were last approved on December 28, 1993,
with rates phased in over three years, e.g. 16 per cent the first year, 14 per cent the
second year and 14 per cent the third year; the typical residential expense increased
8
from $6.47 to $9.80; the rate increase was for the purpose of funding $15,770,000.00
as the City's then share of the sewage facilities expansion program, plus provide
$650,000.00 annually for existing pipeline maintenance and $350,000.00 annually for
increased plant operations and maintenance expenses; the sewage facilities
expansion program is on-going and the City's share is now estimated to be
increased from the 1993 estimate of $15,770,000.00 to $25,000,000.00 in 1998 dollars;
and the increase in cost is due to inflation, more capacity at the sewage treatment
plant and lowering the depth of the interceptor pipelines to avoid siphons at stream
crossings.
Mr. Kiser further advised that a ten per cent increase in sewage charges
phased in at five per cent effective July 1, 1998, and five per cent effective July 1,
1999, would have the following net effect:
Produce an additional $730,000.00 annual revenue to the Sewage Fund,
sufficient to offset, over time, the deficit which is anticipated to begin
next year and provide funding to continue the sewage pipe replacement
and maintenance program.
A ten per cent increase in sewage rates would have the following impact on
the typical monthly residential bills:
Current
After adjustment Compare to state averacje
$9.80 $10.78 $19.56
Mr. Kiser explained that after a ten per cent increase in sewage and a ten per
cent increase in water rates, the total monthly charge for water and sewer service
would be less than one-half of the State average.
In conclusion, Mr. Kiser requested that Council consider a ten per cent
increase in sewage fees and charges phased in over two years, e.g. five per cent
effective July 1, 1998, and five per cent effective July 1, 1999, as part of Council's
deliberation for the fiscal year 1999 budget.
(See Budget and Financial Planning Work Session Notebook, Exhibit B-9 - B-13.)
BUDGET-POLICE DEPARTMENT-FIRE DEPARTMENT: Mr. Snead advised that
in order for Public Safety to continue to provide a high level of service to citizens
and businesses, quality facilities, functional fleet and technology enhancements
must be provided; facility infrastructure improvements and enhanced technology
capabilities are the most needed Public Safety enhancements; the Long Range
Facilities Master Plan identifies the need for improvements for additional space for
9
the Police Department as the number one city space priority; the Long Range
Facilities Master Plan indicates that the Police Department's current office space
needs are 60,000 square feet of functional floor space; and the Master Plan also
indicates that the present police building is not structurally suited for rehabilitation
and is cost prohibitive to bring into compliance with the Americans with Disabilities
Act.
It was further advised that the approved five-year Capital Improvement Plan
funds 3.94 million dollars to acquire the former IBM Building (on Campbell Avenue),
to renovate the existing two floors and to add a third floor to the building, which
capital project will create approximately 30,000 square feet for the Police
Department, meeting 50 per cent of its space needs; and in addition, capital
resources in future bond referendums will be considered to meet the total space
needs of the Police Department.
It was explained that the Roanoke Valley Society for the Prevention of Cruelty
to Animals has notified Roanoke City, Roanoke County, Botetourt County, Craig
County and the Town of Vinton that it wishes to sever its relationship with the
municipalities regarding animal control and euthanasia services; a regional team of
administrators and animal control staff will develop options for an animal control
facility and determine options which are considered to be in the best interest of the
City; the SPCA is scheduled to complete its construction project on the Humane
facility in March 1999; the present facility will be available for the City's use until
long range plans can be finalized and approved by City Council; and, in the interim,
there may be a minor impact on the fiscal year 1998-99 budget.
It was noted that the current five year Capital Improvement Plan funds one
Fire/EMS station ($870,000) to be located along Peters Creek Road in southwest City;
the preferred site is City-owned property across Peters Creek Road from the current
location of the leased number four fire station; and a report to engage an
architectural/engineering firm will be presented to Council in March 1998.
Mr. Snead advised a key financial issue is the need for an improved jail
records management and information system, which technology enhancement has
been included in Public Safety automation projects; funding for the jail records
management system will come from excess revenues from the Sheriff's recovered
costs account from housing contract prisoners which will be available for
appropriation prior to June 30, 1998; and Sheriff McMillan is also willing to expand
the prisoner work force programs to provide more labor support for public works
projects in the City.
10
Mr. Snead explained that Public Safety Automation Projects include Police
Records Management System, Computer-Aided Dispatch System, and mobile data
terminals in public safety vehicles; projected costs have been determined for
automation projects and funding sources, including recent expansion of E-911 tax,
CIS retained earnings, and potential grants have been identified; and until actual
bids are received on the automation projects (late spring or early summer 1998),
actual costs are not available.
It was advised that the Roanoke City/Roanoke County cooperative trunked
radio project has been approved by both City Council and the County Board of
Supervisors and funded at 6.9 million dollars; purchase orders on the equipment
have been issued and the system is projected to be operational in late fall or early
winter 1998; and system acceptance testing will take place in December 1998
through February 1999.
In conclusion, Mr. Snead explained that funding for a new police building and
a new fire station is available from the Capital Improvement Plan; although funding
is not currently identified to meet certain needs in the area of an animal control
facility, there is time to evaluate options and to develop a funding mechanism, as
well as the potential to continue to operate an animal control facility at the current
site; and funding options exist for key Public Safety technology improvements.
(See Budget and Financial Planning Work Session Notebook, Exhibit B-14 - B-16.)
At 11:00 a.m., Council Member Parrott left the meeting.
BUDGET-HOUSING/AUTHORITY: Mr. Clark reviewed the neighborhood
revitalization strategy, and advised that strategy to address the conditions of
housing in the City's older neighborhoods was called for in the Mayor's 1997 State
of the City Address; a team of key City staff and the Executive Director of the
Roanoke Redevelopment and Housing Authority proposed a process for developing
a strategy which was shared with City Council in a communication dated October
27, 1997; the proposed strategy was shared with leaders of various organizations
at a meeting, which was held on November 14, 1998; reaction from representatives
was favorable and a coordinating committee was established to help guide the
process at a follow-up meeting on November 2, 1997; the first meeting of the
Roanoke Neighborhood Revitalization Strategy Coordinating Committee was held
on November 21, 1997; and Committee members agreed to establish eight working
groups focused on the following functional areas: (1) housing; (2) economic
development; (3) social and human services; (4) transportation; (5) community
developmentJinfrastructure; (6) public safety and crime prevention; (7) education;
and (8) leadership development.
11
It was further advised that eight functional working groups have been meeting
actively over the past two months to review existing plans and studies, primarily City
Council's recent visioning process and the 1994 Enterprise Community Grant
application, and to begin the process of identifying strategies to address identified
problems; emphasis is on identifying strategies that are tangible and realistic and
can be accomplished within a five-year time frame; and the Coordinating Committee
and working groups are currently planning on holding forums to obtain additional
public input regarding needs and proposed strategies during the months of February
and March.
Mr. Clark explained that no action is necessary at this time, and it is
anticipated that budget requests to fund identified strategies will be submitted as a
part of the 1998-99 budget process.
(See Budget and Financial Planning Work Session Notebook, Exhibits B-17 - B-24.)
BUDGET-PARKS AND RECREATION: Mr. Clark reviewed the Roanoke City
Comprehensive Parks and Recreational Master Plan, which is a key element in
meeting the recreational needs for residents of and guests to a community; to be
successful, the Plan must be a citizen-driven guide that will be used, not only to
assess the existing park system, but also to determine what recreational facilities
and programs are needed, where they should be located, and when they should be
provided; thus, the purpose of the document is to map out a plan of action for
addressing City-wide recreational needs over an established period of time; in 1982,
Council adopted the City's current Comprehensive Parks and Recreation Plan known
as "Roanoke Parks Today and Tomorrow"; the planning document has been a
valuable tool in guiding Roanoke's Parks Improvement Program for the past 16
years; and the City has effected improvements at 50 of the existing 68 park sites,
which resulted in an $8.5 million investment in the City-wide park system.
It was further advised that the 1982 Plan served the City well, however, many
new issues have recently emerged which were not included in the previous plan,
such as the future use of Victory Stadium and the impending development of
greenways; consideration must be given to the changing demographics of the area,
along with increasing emphasis on maximizing the local recreational resources for
citizens and visitors of Roanoke; the City's Comprehensive Development Plan,
"Roanoke Vision" and the "Vision" update recommended that the Parks Plan be
updated in order to better evaluate and identify priority projects; Victory Stadium will
be an important element of the City-wide plan, and given the finite resources, it is
critical that this facility be evaluated in the context of the entire parks and recreation
system; the Citizens Advisory Committee will be appointed by the City Manager and
shall include leaders from the neighborhoods, recreation clubs and schools,
representatives from the senior and handicapped population, greenway proponents
12
and professionals from the fields of planning, architecture or engineering; the
Project Team will be composed of Citizens Advisory Committee Member(s), Parks
and Recreation Department staff and representatives from the public schools, Fifth
Planning District Commission, Engineering and Planning Departments, and the
Office of Management and Budget; and a variety of technical teams will also be
assembled to focus on specific issues related to developing the plan.
It was explained that tasks needed to generate the Comprehensive Parks and
Recreation Master Plan for the City of Roanoke include the following:
Compile, review and interpret the demographic trends of the City of
Roanoke, i.e. socioeconomic characteristics, age and sex distribution,
income and educational levels, and occupation groups;
Analyze and inventory in both text and map the existing public, quasi-
public, private and school-based park and recreation facilities in
Roanoke;
Coordinate a City-wide needs assessment to determine current and
projected demands for park and recreation facilities and programs;
Analyze and explain the present and future needs for recreation
programming and facilities;
Present the final draft report to the Citizens Advisory Committee for
further review and input; and
Prepare the Comprehensive Parks and Recreation Master Plan in final
form and present the Plan to the Roanoke City Planning Commission
and Roanoke City Council for review, approval and adoption.
In conclusion, it was advised that the goal of the Comprehensive Parks and
Recreation Master Plan is to establish a preferred course of action for immediate and
future decisions relative to making improvements to facilities and programs so as
to meet the needs of Roanoke's citizens and guests; the effort required to
successfully complete the City-wide plan utilizing City staff and community
volunteers will be a challenging process; and the Parks and Recreation Department
is confident that the results of the process will clearly reflect Roanoke's progressive
emphasis on and commitment toward providing and maintaining safe, quality,
recreational sites and opportunities for all persons who live in or visit the City.
(See Budget and Financial Planning Work Session Notebook, Exhibit B-25 - B-36.)
13
BUDGET-BUILDINGS/BUILDING DEPARTMENT-CITY PROPERTY: Mr. Clark
reviewed fund appropriations for Building Maintenance and advised that the Building
Maintenance Department is responsible for maintaining City facilities except City
Schools and the Airport, with a Facilities Maintenance Budget of $528,000.00;
approximately $60,000.00 is used for facilities upgrades and remodeling, and the
balance is used for preventive maintenance and repairs of equipment and facilities;
the recommended amount set aside from various sources in the maintenance
industry is 1.5 per cent to 2.0 per cent of the total value of assets; assets of City
facilities are estimated to be valued at $300 million dollars, which would mean an
appropriation of 4.5 to 6 million dollars; deferred maintenance has grown throughout
the years as funding is required for emergency breakdowns and to comply with
various State and Federal laws; it is estimated that deferred maintenance will grow
six per cent annually at the present rate; and $250,000.00 of Capital Funds and
CMERP funds of $1,213,704.00 were budgeted in FY 1997-98 for facilities
maintenance which is not adequate to keep pace with emergency and planned
maintenance.
It was explained that aging equipment is less energy efficient and is unreliable
causing more breakdowns and emergency repairs; aging facilities cannot be
maintained in an aesthetically pleasing and useful condition without updating
plumbing, roofing, painting and electrical service on a planned maintenance
schedule; funding is not adequate for a planned schedule of maintenance, and
maintenance is often deferred until it becomes an emergency.
Mr. Clark advised that important issues include aging equipment and facilities
that deteriorate for lack of painting, roof leaks, cost of repairs increase to meet
architectural standards for historical buildings; facilities need to be modernized to
meet changing interior design utilizing current trends in carpets, lighting, floor and
wall appointments; addressing long range environmental concerns as to the removal
of all asbestos in facilities, meeting clean air standards by upgrading air
conditioning units to prevent leaks into the ozone, more effective and reduced
energy usage in lighting such as replacing light ballasts containing PCB and more
energy reducing light tubes, and addressing underground storage tanks to meet
ever-changing laws; moving from "breakdown" emergency maintenance to planned
maintenance, because often work is not done until severe damage has occurred
creating more expensive repairs such as repairing leaking roofs, moisture
penetrating through walls and ruining ceilings, plaster and carpets; units break more
frequently, often at times when employees or services are not scheduled to be
working; and careful planning cannot be utilized to make better use of funding,
therefor, patchwork becomes the norm.
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In conclusion, Mr. Clark explained that everything in the building industry has
a "life expectancy"; i.e.: roofs - 11 years, air conditioning units - 15 years, carpet
and wallpaper - 8 years, etc.; frequently, the City is unable to maintain such
schedules to replace equipment and modernize facilities due to resource limitations;
all too often City staff is performing breakdown repairs rather than preventive
maintenance; and in recent years the City has begun to increase funding for
facilities maintenance, and it is necessary to continue efforts to protect the public
investment in the City's capital facilities.
(See Budget and Financial Planning Work Session Notebook, Exhibit B-37 - B-68.)
BUDGET-FLEET MAINTENANCE FUND: Mr. Clark presented a report on Fleet
Replacement funding and advised that the Fleet Management Department currently
owns 738 various types of motorized units that receive funds for replacement in the
General Fund budget; Fleet Management replacement funding for the previous six
years has averaged approximately 1.8 million dollars; five years ago, $650,000.00
was funded in Fleet Management's operating budget, and each year, the account has
increased by $75,000.00, with a current fiscal year 1997-98 budget of $1,025,000.00;
the Capital Maintenance and Equipment Replacement Program (CMERP) has
supplemented replacement funds on an average of $1.1 million to $775,000.00
annually during the previous five years; and maintenance of vehicle expenditures,
excluding labor and overhead, have averaged approximately $573,039.00 annually.
It was pointed out that the current average life per vehicle according to
industry standards is 9.75 years; replacement value of the 738 various types of
motorized units is $22,250,000.00; funds needed on an annual basis to replace
equipment in a timely manner should be $2,282,051.00; and current replacement
funding levels are insufficient for timely replacement of the City's fleet.
In conclusion, Mr. Clark advised that current equipment replacement funds
need to be increased to allow using departments to perform the necessary
community programs in a cost-effective manner as set forth by their department
goals and objectives and to reduce maintenance expenditures on repairs to non-
effective equipment. He stated that recommending no equipment during any budget
year would cause an estimated 20-25 per cent increase in additional maintenance
funds annually to maintain a safe and efficient fleet for City departments.
(See Budget and Financial Planning Work Session Notebook, Exhibits B-69 - B-72.)
BUDGET-HUMAN DEVELOPMENT-YOUTH: Mr. Radcliffe reviewed a report on
the Comprehensive Services Act and advised that in 1992, the Comprehensive
Services Act for At-Risk Youth and Families (CSA) was enacted by the General
Assembly of Virginia; the Act created a collaborative interagency system of services
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and funding which is child-centered, family-focused, and community-based when
addressing the strengths and needs of troubled and at-risk youths and their families;
the CSA required the consolidation of eight categorical funding streams from the
Departments of Social Services, Education, Youth and Families, and Mental
Health/Mental Retardation and Substance Abuse Services into a State Funds Pool
which is distributed on a formula basis; the purpose of CSA is to provide greater
flexibility in the use of funds to purchase services and to place authority for making
program and funding decisions at the community level; and CSA State Funds Pool
is expended for public or private residential or non-residential services for the
targeted population of troubled youth and their families.
It was further advised that the Comprehensive Services Act fiscal year 1997-98
projected net expenditures total $6,628,329.00; projected fiscal year 1997-98 net
expenditures indicate a decrease of 7.07 per cent from net expenditures of fiscal
year 1996-97; expenditures for the CSA program since its inception in 1993 have
ranged from $4,597,576.00 in 1993-94, to $7,132,488.00 in 1996-97; and youth served
have ranged from 378 in 1994-95 to 446 in 1996-97; during the 1997 budget process,
the General Assembly added a requirement that all localities must incorporate
utilization review of placements utilizing CSA funds in order to be considered for
supplemental funding; the Roanoke Interagency Council (RIC) has assessed
Roanoke's CSA utilization management needs and is proceeding to develop and
implement a utilization management system; the RIC has developed a Request for
Proposal for the development and implementation of long-term utilization
management and anticipates that a contract award will be made in March; the goal
of utilization management is to provide mechanisms for the appropriate placement
and delivery of services to youth and families at the best cost possible; and the
long-term impact will be better identification of services needed and development
of services, as needed, to contain and reduce placement costs.
In conclusion, Mr. Radcliffe explained that changes in the way local CSA
programs are administered to improve program accountability, through a utilization
management process, will have to be made; the Roanoke Interagency Council has
begun the process to examine the present operation of the Comprehensive Services
Act; the RIC has also developed a Request for Proposal to contract for a vendor to
provide utilization management resources, to assist agency staff in the utilization
management process, and to develop the technological system to monitor utilization
management processes, as well as to provide for the required reports for operation
of the CSA program; the goal of the utilization management process to be developed
is to deliver the most appropriate, least restrictive services at the best possible cost;
and the long- term impact of the utilization management process is the planning and
development of locally based services to reduce the need to place youth in costly
programs located out of the community.
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(See Budget and Financial Planning Work Session Notebook, Exhibit B-73 - B-74.)
BUDGET-HUMAN DEVELOPMENT: Mr. Radcliffe reviewed matters regarding
Welfare Reform and advised that the City of Roanoke implemented Welfare Reform
in October, 1997; those welfare recipients who are physically and mentally able must
work either in the private sector or in Community Work Experience; and the
problems for families on welfare are larger than Welfare Reform and include the
following: where are the jobs and what do they pay, what skills are required, can
heads of households with small children access the jobs and still meet society's
requirement of protection and education of children, and what role does the whole
community play in assuring that resources are available to help families with
protection and education.
Mr. Radcliffe reviewed the Virginia Institute for Social Services Training
Activities (VlSSTA), and advised that VlSSTA is a collaborative effort between the
Virginia Department of Social Services and Virginia Commonwealth University;
currently, four regional training centers exist throughout Virginia: Southwest Area
Training Center located in Scoff County, Northern Virginia Area Training Center
located in Fairfax, Eastern and Central Training Center located in Hampton, and
Piedmont Area Training Center located in Montgomery County; the Virginia
Department of Social Services (VADSS) has requested the Roanoke City Department
of Social Services to consider taking over the Piedmont Area Training Center for the
VlSSTA program and relocating the office and staff to Roanoke City; and Roanoke
area training sessions would be held in the local training room, which would bring
regional participants to the area on a regular basis and could generate an economic
bonus for Roanoke City.
With regard to Juvenile Detention Home expansion, Mr. Radcliffe advised that
the projected opening date is July 2000; the City is continuing with its plans to
construct 22 additional beds and to renovate the existing 21 beds; discussion with
the Counties of Franklin and Roanoke and the City of Salem are ongoing to add 38
beds to the Roanoke City facility based on the identified needs of those
jurisdictions; and the inclusion of the jurisdictions of Franklin and Roanoke
Counties and the City of Salem will have a construction and operational cost
reduction for the City of Roanoke.
(See Budget and Financial Planning Work Session Notebook, Exhibits B-75 - B-77.)
BUDGET-ECONOMIC DEVELOPMENT: Mr. Sparks presented a report on
economic development and advised that Capital Fund Undesignated Interest
Earnings has been the primary source of funding for economic development
projects; the Community Development Block Grant Fund has been another source
of funding for economic development projects; the Commonwealth of Virginia
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Governor's Opportunity Fund has provided a total of $460,000.00 for two projects,
$350,000.00 for Vitramon and $110,000.00 for Maple Leaf Bakery U.S.A.; the
Commonwealth of Virginia Transportation Board's Industrial Access Funds have
provided approximately $1.3 million for street development at the Roanoke Centre
for Industry and Technology (RClT) since 1982; $8.0 million in net revenue has been
generated by the businesses at RCIT since November of 1991; and $1.7 million of net
annual tax revenue is generated each year at RCIT.
It was explained that cost of development at RCIT has increased significantly,
with costs as high as $50,000.00 per acre for primary grading, and a 20-acre tract
would cost $1.0 million; RClT has only 100 acres left for development;
redevelopment will increasingly become a priority with development costs ranging
from $50,000.00 - $75,000.00 per acre; and the Bureau of Economic Analysis, U. S.
Department of Commerce, indicates that the Machine and Tools tax will level off in
the City this year.
In conclusion, Mr. Sparks advised that an economic development investment
strategy should be established to fund current and future development/
redevelopment, the purpose of which would be to provide an adequate, reliable and
ready source of funds to facilitate future development/redevelopment in the City of
Roanoke; and the funds could be used as follows:
acquisition of property,
site preparation,
expansion of public infrastructure,
human development (job training), and
any other project requirement not otherwise prohibited by law.
(See Budget and Financial Planning Work Session Notebook, Exhibits B-78 - B-80.)
BUDGET-VISION STATEMENT: Council Member Swain requested that Council
be provided with a status report on the visioning process which started
approximately two years ago.
There being no further business, the Mayor declared the Financial Planning
Session adjourned at 12:30 p.m.
APPROVED
ATTEST:
Mary F. Parker
City Clerk
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David A. Bowers
Mayor