HomeMy WebLinkAboutCouncil Actions 03-11-93David A. Bowers
Mayor
CITY OF ROANOKE
OFFICE OF THE MAYOR
215 Church Avenue, S.W., Room 452
Roanoke, Virginia 24011-1594
Telephone: (703) 981-2444
March 3, 1993
The Honorable Vice-Mayor and Members
of the Roanoke City Council
Roanoke, Virginia
Dear Mrs. Bowles and Gentlemen:
Pursuant to Section 10, Meetings of Council, of the Roanoke City Charter, I am
calling a special meeting of Council on Thursday, March 11, 1993, at 8:30 a.m., in
the United Way Board Room, 325 Campbell Avenue, S. W. The purpose of the
meeting will be to discuss the past, present and future of the City as we begin to lay
the foundation for updating the City's Comprehensive Plan and blending that Plan
with earlier strategic planning efforts.
Sincer.ely, _.~,,...__~
David A. Bowers
Mayor
DAB: sm
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Mr. Charles A. Price, Jr., Chairperson, City Planning Commission
3101 Willow Road, N. W., Roanoke, Virginia 24017
Mr. Paul C. Buford, Jr., Vice-Chairperson, City Planning Commission
3718 Bosworth Drive, S. W., Roanoke, Virginia 24014
Ms. Carolyn Hayes-Coles, Chairperson, Long Range Planning Subcommittee,
City Planning Commission, 1501 Cove Road, N. W., Roanoke, Virginia 24017
Mr. Robert W. Glenn, Chairperson, Roanoke Redevelopment and Housing
Authority, P. O. Box 13007, Roanoke, Virginia 24030
Ms. Neva J. Smith, Executive Director, Roanoke Redevelopment and Housing
Authority, 2624 Salem Turnpike, N. W., Roanoke, Virginia 24017
Mr. Charles W. Day, Vice-Chairperson, Roanoke City School Board, 1830
Grayson Avenue, N. W., Roanoke, Virginia 24017
Dr. Frank P. Tota, Superintendent of Schools
Mi-. E. Wayne Harris, Superintendent-Elect, Roanoke City Schools, 2334
Gallows Road, Dunn Loring, Virginia 22027
Mr. Richard L. Kelley, Executive for Business Affairs and
Clerk of the Board
Mr. W. Robert Herbert, City Manager
The Honorable Vice-Mayor and Members
of the Roanoke City Council
March 3, 1993
Page 2
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Mr. James D. Ritchie, Sr., Assistant City Manager
Mr. Wilburn C. Dibling, Jr., City Attorney
Mr. James D. Grisso, Acting Director of Finance
Ms. Mary F. Parker, City Clerk
Mr. Willard N. Claytor, Director of Real Estate Valuation
Mr. Robert H. Bird, Municipal Auditor
Mr. Barry L. Key, Manager, Office of Management and Budget
Mr. John R. Marlles, Agent, City Planning Commission
RECEI~'~: r~
CITY P, -!:'~" '
'93 M/~N-9 P4:11
Office ,of the C,ty Mar'a~je,
March 9, 1993
Workshop Participants
Roanoke Vision Planning Session
Roanoke, Virginia
Dear Participants:
Subject: Special Meeting of City Council on
March ll, 1993
Enclosed for your review prior to City Council's special
meeting on Thursday, March 11, 1993, please find executive
summaries of the external and internal "environmental scans". This
information will be presented in more detail at Thursday's meeting.
If you have any questions regarding this information prior to
the meeting, please call me or John Marlles, Chief of Community
Planning (981-2344).
Dress is casual. I look forward to an effective work session.
Respectfully submitted,
W. Robert Herbert
City Manager
WRH:JRM:mpf
enclosures
Room 364 Municipal Building 215 Church Avenue, S.W Roanoke, Virginia 24011-1591 (703) 981-2333
ROANOKE
93
ROANOKE 199O
Environmental
Scan of
Demog. raphi.c and
Economic Indicators:
Trends and Prospects
City of Roanoke
Office of Planning & Community Development
Office of Management and Budget
Buckhurst Fish Hutton Katz & Jacquemart Inc.
h 1993
Roanoke Vision 93
EXECUTIVE SUMMARY
OVERALL CONCLUSIONS: ROANOKE TRENDS AND PROSPECTS
A. POPULATION
Be
Roanoke is a mature central city which has recently experienced a
contraction of population as households have continued to decline
in size and scarce land is increasingly developed.
At the same time, the surrounding county and Metropolitan
Statistical Area (MSA) are continuing to grow as their larger supply
of available land is developed. This is typical of other older cities in
expanding metropolitan areas.
RACE/AGE
The city continues to maintain a stable but diverse racial mix. In the
next 20 years, demo. graphers foresee minimum minority growth but
as the city's populat,on contracts, a higher proportion of minor t y
groups. In terms of its age breakdown, Roanoke currently has a
slightly larger proportion of older citizens than either its surrounding
region or many comparable municipalities. Over the next twenty
years, its p.opulation over 60 and its school-age population are
anticipated to stabilize at 1990 levels.
A small "bulge" moving through the demographic system is today's
20-40 year old. population, which in the year 2010 will be 40 to 60
years old, and ~n subsequent years will become s.e. nior citizens..
(Because of shrinking family sizes, this is not predicted to result ,n a
comparable "baby bulge" following thereafter.)
INCOME/POVERTY
The city's per capita and household incomes are lower than
surrounding metropolitan suburban communities and lower than the
state average, but are comparable to that of other older cities. Like
other older cities throughout the state, Roanoke's 16% poverty rate is
higher than the 10% state or 13% national average. Over the last 10
years, Roanoke's rate seems to have stabilized, rather than
continuing to rise as has that of Richmond or Lynchburg.
Roanoke Vision 93
Fe
JOBS/COMMUTING
Roanoke continues to be the key economic and employment center
of the region. Many more commuters travel into the city, resulting in
a large net in-migration of daily workers. In the last 10 years, both
the city and the county have experienced a dramatic growth spun in
jobs and trade.
EMPLOYMENT
Roanoke has been affected by national employment and economic
trends, although it has consistently been one to two percentage
points below the US unemployment rate, and over the last three
years has almost exactly mirrored the state's rate. The MSA and
county rates are even lower, even during the recent recession,
attesting to the region's economic stability and strength.
Recent job cutbacks have had a negative effect, but to some degree
this impact will be mitigated by how jobs are phased out and by
continuing and substantial counterbalancing job growth.
HOUSING
As a mature older city, Roanoke has a much smaller proportion of
new housing than the surrounding more suburban areas or the state
as a whole (while over 25% of Virginia's housing stock has been built
in the last 10 years, Roanoke's figure is less than 10 %-- more than
Richmond but less than Lynchburg).
As an indicator of the Roanoke region's favorable cost of living, its
relative housing costs are less than those studied in comparable older
cities throughout the state, even though the quality of the housing
stock seems to be similar in terms of proportion of below-standard
unit.s,. Most newer units in Roanoke are in predominantly multi-
fa,,m, dy developments built during the economic boom or'he m d-
80 s, although recently the trend has been one to two family houses.
Scarce raw land available for new residential development is a major
constraint, while continuing renovation in older neighborhoods is a
major opportunity.
2
Roanoke Vision 93
G. EDUCATION
He
According to comparable statistics, Roanoke's school system is doing an
increasingly successful job of educating its economically and racially
diverse children. The continuing increase in investment in local per pupil
expenditures see. ms to be paying off..Compared to the surrounding region,
Roanoke has a h,gher proportton of d,sadvantaged children or pupils with
special needs. As might therefore be expected, test scores are lower than
more affluent suburban communities; however, Roanoke's scores stack up
well against those of other older cities such as Portsmouth or Richmond,
and are comparable to those of Lynchburg and Hampton.
Where 20 years ago the city was far worse than other cities in terms
of students continuing higher education (only 40% in 1970), by
1990 it had almost doubled that figure to 78%, better than Hampton
or Richmond and the highest rate of change of any of the cities
compared. Its drop-out rate has stabilized at a level similar to that of
Hampton, half that of Richmond but twice that of surrounding
Roanoke C.ounty. There has also been a continuing improvement in
number of instructional personnel per pupil, a ratio wl~ich over the
last 10 years has increased at a rate higher than any other
municipality studied.
ECONOMY
In comparison to other Virginia municipalities, Roanoke's strength is
in the diversity of its economy. It is not as reliant on a single sector
as the military-related economies of Portsmouth and Hampton, and it
has an extremely strong retail/commercial sector, both in its
dow. nto~n and malls. The region's service sector growth is amonR
the best ,n the Southeast, andits effective buying income has gro~n
at a much faster rate than its population.
TM B~E
The city's economic base of total assessed value has steadily risen over the
last decade. The city is also extremely competitive in terms of its cost of
doing business, with favorable local tax programs and effective real property
and personal tax rates relative to comparable V rg nia cities.. This bod. es
well for future growth potential. There has been a dramatic ~ncrease ,n
convention visitors over the last decade, and with implementation of the
Hotel Roanoke renovation, tourism will become an even more important
component of overall economic development.
3
' 'Roanoke Vision 93
J. SUMMARY
In summary, on the basis of the Roanoke Vision Environmental Scan,
the city seems to be a stable and vital urban area.
· Relative to surrounding suburban areas, it shares many of the
~roblems of older cities-- an aging housing stock, recent job layoffs,
igh poverty rates and a challenged school system These are some
of the issues on which the Roanoke Vision planning process must
focus.
But Roanoke often compares favorably with other older Virginia
cities Over the last 10 to 20 years its rate of positive change in
dealing with its problems has been impressive. If Roanoke can build
on its stable and diverse economic base and tap the v s on, energy
and enthusiasm of its citizens for even more evolutionary growth, the
city is well-poised to succeed in the next century.
4
I NTERN~ff,, SCaN
Overview
During the past month, numerous meetings were held with City
administrators to obtain their views about issues they regard
as currently important and about issues they believe will
affect the City during the next 5 to 15 years. Input was
obtained from Council-appointed officials, directors,
department heads and others.
The information provided in this report is qualitative, that
is, it is based on the experience, knowledge, observations
and opinions of City administrators and managers. Called an
"internal scan", this report is a companion to the "community
information scan" which is based on U.S. Census and other
quantitative data.
Information is organized into input about the City's
(1) extern&l programs, services and facilities and
(2) internal and support services. External information
is further categorized according to key sections in the
"Community Values" section of the original Roanoke Vision
report. These are:
I. Neighborhoods: enhancement, preservation and
development;
II. Economic development;
III. Human development and public safety; and
IV. City services and facilities.
The section, "Other External Issues", incorporates
information which did not fit realistically into the above
designations.
In most instances, the wording of the report's information
items is verbatim or very nearly as originally spoken. A
limited amount of editing has been done to retain the power
and authenticity of the comments and opinions. You will also
notice that opinions often pertain to more than one category.
Information has been placed in the section of the report
which is most relevant.
EXECUTIVE SOMMARy: Overall Conclusions
(in chronological order)
External Issues
The ~u&lit¥ of housing in the City was high on the list
of concerns expressed by the administrators and managers
interviewed for this report. Housing quality was seen
as a key factor in attracting and retaining middle and
upper-income residents. In addition, the improvement of
existing housing stock was regarded as vital to the
health of neighborhoods and to a positive City image.
The issue of zoning was addressed from several
perspectives· Completion of neighborhood plans -- and
therefore the City's original Roanoke Vision
comprehensive planning effort -- was considered
extremely important. Also, an update of zoning maps and
processes was regarded as necessary to the prevention or
resolution of future conflicts about land-use issues.
Jobs, in particular creating jobs and ensuring the
qualifications of the area's workforce, comprised the
recurring economic development theme.
Several public education issues were considered
particularly important;
o The number of "at-risk" studsnts in City schools is
increasing;
o Community problems, such as alcohol and drug abuse and
crime, are spilling over into the school system with a
variety of effects including the need for additional
security; and
o The election of school boerds will bring major changes
within Virginia and may eventually result in a
constitutional amendment giving taxing authority to
school boards.
The City's youths and their needs were mentioned often.
Leisure-time activities, including recreational
programs, and employment opportunities were seen as
extremely important to the prevention of future
problems. However, it was readily acknowledged that
there are currently significant problems with youths in
relation to crime, violence and drugs and that these
problems are affecting youths at younger ages than ever
before.
Administrators and managers throughout the City observed
that Roanoke's human services act as a magnet,
attracting disadvantaged citizens from far beyond the
city limits and even from beyond the southwest region.
Included in the discussion of public safety issues was
the pressing need to expand the City Jail. Comments
about the Police Department and Emsrgsncy Msdical
Ssrvioss focused primarily on the increasing demand for
services. And, updating the design and location of some
of the City's fire stations was the key issue for the
Fire Dspartmsnt.
In the parks and recreation field, refurbishing Victory
Stadium topped the list of physical and facility needs.
The increasing demand for recreation programs,
particularly programs for senior citizens and youths,
was cited as the key recreation issue. Attendance at
City libraries is also increasing; this trend is
believed to be related to layoffs and a resulting
increase in leisure time.
Infrastructure was undoubtedly the dominant area of
concern among all City administrators and department
heads. Acknowledging that water and sewer facility
projects are being developed, City staff pointed to
other priority needs, especially utility line upgrades,
bridge repair, highway construction and continuing
maintenance of the Roanoke Civic Center.
10.
Issues relevant to the Grsatsr Roanoke Transit Company
(GRTC) and Valley Metro included the need for more
stable funding year-to-year, the need for more buses and
how GRTC could help with traffic management needs, thus
reducing the need for parking garages downtown.
11.
Although it
the overall
viewed with
is an issue common to maturing urban areas,
lack of growth in the City's tax bass was
concern.
12.
The impact of the new landfill's increasing tipping fees
and the need to expand the City's residential recycling
efforts were the main solid waste issues discussed.
Internal/Support Services
Automation of internal and support services was regarded
by numerous administrators and department heads as a
vitally important means of enabling staff to "work
smarter" and of enhancing the efficiency of City
operations and services. Key needs cited were the
automation of certain internal and support processes,
the upgrading some currently automated systems and the
addition of the Geographic Information System.
3
4e
Electronic communications is another technological field
asserting pressure on City systems and processes.
Specifically, there is increasing demand by segments of
the public for access to public information and the need
to integrate internal telephone, voice and computer
communications.
More proactive management of City risk exposure was
considered very important. It was also noted that the
City will soon be required to collect and report on risk
exposure factors.
Recent, significant increases in litigation and the
current wave of interest in governmental ethics were
considered key legal issues·
Two aspects of the health insurance issue received
attention: the increasing cost of family coverage and
a new law regarding the availability of health insurance
for some retirees.
Predominant employee issues were compensation and
benefits.
Discussions about service provision focused primarily on
various strategies for increasing efficiency.
4
ROANOKR VISION 93
II~ERNAI., SCAN: Executive
External Issues
The quality of housing in the City was high on the list
of concerns expressed by the administrators and managers
interviewed for this report. Housing quality was seen
as a key factor in attracting and retaining middle and
upper-income residents. In addition, the improvement of
existing housing stock was regarded as vital to the
health of neighborhoods and to a positive City image.
The issue of zoning was addressed from several
perspectives. Completion of neighborhood plans -- and
therefore the City's original Roanoke Vision
comprehensive planning effort -- was considered
extremely important. Also, an update of zoning maps and
processes was regarded as necessary to the prevention or
resolution of future conflicts about land-use issues.
Jobs, in particular creating jobs and ensuring the
qualifications of the area's workforce, comprised the
recurring economic development theme.
Several public education issues were considered
particularly important;
o The number of "at-risk" students in City schools is
Increasing;
o Community problems, such as alcohol and drug abuse and
crime, are spilling over into the school system with a
variety of effects including the need for additional
security; and
o The election of school boards will bring major changes
within Virginia and may eventually result in a
constitutional amendment giving taxing authority to
school boards.
The City's youths and their needs were mentioned often.
Leisure-time activities, including recreational
programs, and employment opportunities were seen as
extremely important to the prevention of future
problems. However, it was readily acknowledged that
there are currently significant problems with youths in
relation to crime, violence and drugs and that these
problems are affecting youths at younger ages than ever
before.
Administrators and managers throughout the City observed
that Roanoke's human services act as a magnet,
attracting disadvantaged citizens from far beyond the
City limits and even from beyond the southwest region.
Included in the discussion of public safety issues was
the pressing need to expand the City Jail. Comments
about the Police Department and Emergency Medical
Services focused primarily on the increasing demand for
services. And, updating the design and location of some
of the City's fire stations was the key issue for the
Fire Department.
In the parks and recreation field, refurbishing Victory
Stadium topped the list of physical and facility needs.
The increasing demand for recreation programs,
particularly programs for senior citizens and youths,
was cited as the key recreation issue. Attendance at
City libraries is also increasing; this trend is
believed to be related to layoffs and a resulting
increase in leisure time.
Infrastructure was undoubtedly the dominant area of
concern among all City administrators and department
heads. Acknowledging that water and sewer facility
projects are being developed, City staff pointed to
other priority needs, especially utility line upgrades,
bridge repair, highway construction and continuing
maintenance of the Roanoke Civic Center.
10.
Issues relevant to the Greater Roanoke Transit Company
(GRTC) and Valley Metro included the need for more
stable funding year-to-year, the need for more buses and
how GRTC could help with traffic management needs, thus
reducing the need for parking garages downtown.
11.
Although it is an issue common to maturing urban areas,
the overall lack of growth in the City's tax base was
viewed with concern.
12.
The impact of the new landfill's increasing tipping fees
and the need to expand the City's residential recycling
efforts were the main solid waste issues discussed.
Internal/Support Services
Automation of internal and support services was regarded
by numerous administrators and department heads as a
vitally important means of enabling staff to "work
smarter" and of enhancing the efficiency of City
operations and services. Key needs cited were the
automation of certain internal and support processes,
the upgrading some currently automated systems and the
addition of the Geographic Information System.
2
Electronic communications is another technological field
asserting pressure on City systems and processes.
Specifically, there is increasing demand by segments of
the public for access to public information and the need
to integrate internal telephone, voice and computer
communications.
More proactive management of City risk exposure was
considered very important. It was also noted that the
City will soon be required to collect and report on risk
exposure factors.
Recent, significant increases in litigation and the
current wave of interest in governmental ethics were
considered key legal issues.
Two aspects of the health insurance issue received
attention: the increasing cost of family coverage and
a new law regarding the availability of health insurance
for some retirees·
Predominant employee issues were compensation and
benefits·
Discussions about service provision focused primarily on
various strategies for increasing efficiency.
3
MARY F. PARKER
City Clerk, CMC/AAE
CITY OF ROANOKE
OFFICE OF THE CITY CLERK
215 Church Avenue, S.W., Room 456
Roanoke, Virginia 24~11
Telephone: (703) 981-2541
SANDRA H. EAKIN
Deputy Cily Clerk
February 25, 1993
Mr. Charles A. Price, Jr., Chairperson
City Planning Commission
Roanoke, Virginia
Dear Mr. Price:
As a follow-up to our conversation yesterday, I would like to confirm an invitation
extended by the Mayor and Members of City Council for you, along with Mr. Paul C.
Buford, Jr., Vice-Chairman of the City Planning Commission, and Ms. Carolyn
Hayes-Coles, Long Range Planning Subcommittee of the City Planning Commission,
to attend a planning session to be held on Thursday, March 11, 1993, in connection
with Roanoke Vision '93, at which time the Council will discuss the past, present and
future of the City as we begin to lay the foundation for updating the City's
Comprehensive Plan and blending the Plan with earlier strategic planning efforts.
The meeting will convene at 8:30 a.m. and is expected to last until approximately
4:00 p.m., in the Conference Room of the United Way Office which is located at 325
Campbell Avenue, S. W. Lunch will be served.
I look forward to receiving your favorable response as soon as possible to confirm
your attendance, as well as Mr. Buford and Ms. Coles.
With kindest regards, I am
Sincerely,
Mary F. Parker, CMC/AAE
City Clerk
MFP: sm
MARY F. PARKER
City Clerk, CMC/AAE
CITY OF ROANOKE
OFFICE OF THE CITY CLERK
215 Church Avenue, S.W., Room 456
Roanoke, Virginia 2~011
Telephone: (703) 981-2541
SANDRA H. EAKIN
Deputy City Clerk
February 25, 1993
Mr. Robert W. Glenn, Chairperson
Roanoke Redevelopment and
Housing Authority
P. O. Box 13007
Roanoke, Virginia 24030
Dear Mr. Glenn:
As a follow-up to our conversation today, I would like to confirm an invitation
extended by the Mayor and Members of City Council for you, along with Ms. Neva J.
Smith, Executive Director of the Roanoke Redevelopment and Housing Authority, to
attend a planning session on Thursday, March 11, 1993, in connection with Roanoke
Vision '93, at which time the Council will discuss the past, present and future of the
City as we begin to lay the foundation for updating the City's Comprehensive Plan
and blending the Plan with earlier strategic planning efforts.
The meeting will convene at 8:30 a.m. and is expected to last until approximately
4:00 p.m., in the Conference Room of the United Way Office which is located at 325
Campbell Avenue, S. W. Lunch will be served.
I look forward to receiving your favorahie response as soon as possible to confirm
the attendance of both you and Ms. Smith.
With kindest regards, I am
Sincerely,f~ e~ ~,
Mary F. Parker, CMC/AAE
City Clerk
MFP: sm
MARY F. PARKER
City Clerk, CMC/AAE
CITY OF ROANOKE
OFFICE OF THE CITY CLERK
215 Church Avenue. S.W., Room 456
Roanoke, Virginia 24~11
Telephone: (703) 981-2541
SANDRA H. EAKIN
Deputy City Clerk
February 25, 1993
Mr. Finn D. Pincus, Chairperson
Roanoke City School Board
1116 Winchester Avenue, S. W.
Roanoke, Virginia 24015
Dear Mr. Pincus:
As a follow-up to our conversation yesterday, I would like to confirm an invitation
extended by the Mayor and Members of City Council for you, along with Mr.
E. Wayne Harris, Superintendent-Elect, and Dr. Frank P. Tota, Superintendent of
Schools, to attend a planning session on Thursday, March 11, 1993, in connection
with Roanoke Vision '93, at which time the Council will discuss the past, present and
future of the City as we begin to lay the foundation for updating the City's
Comprehensive Plan and blending the Plan with earlier strategic planning efforts.
The meeting will convene at 8:30 a.m. and is expected to last until approximately
4:00 p.m., in the Conference Room of the United Way Office which is located at 325
Campbell Avenue, S. W. Lunch will be served.
I look forward to receiving your favorable response as soon as possible to confirm
your attendance, as well as Mr. Harris and Dr. Tota.
With kindest regards, I am
Sincerely,
Mary F. Parker, CMC/AAE
City Clerk
MFP: sm