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Home My WebLink AboutCouncil Actions 12-03-18ROANOKE CITY COUNCIL INFORMAL SESSION DECEMBER 3, 2018 9:00 A.M. PRICE 41321- 120318 CITY COUNCIL CHAMBER ROOM 450 AGENDA Call to Order -- Roll Call. Council Member Osborne was absent; and Mayor Lea and Council Member Davis arrived late. Welcome. Vice -Mayor Joseph L. Cobb. At this point, Council Member Davis entered the meeting (9:01 a.m.) NOTICE This morning meeting and briefings will be televised live and replayed on RVTV Channel 3 following the 2:00 p.m. session on Thursday, December 6 at 7:00 p.m. and Saturday, December 8 at 4:00 p.m.; and video streamed through Facebook Live at facebook.com /RoanokeVa. Council meetings are offered with closed captioning for the hearing impaired. ITEMS FOR ACTION: A communication from Mayor Sherman P. Lea, Sr., requesting that Council convene in a Closed Meeting to discuss vacancies on certain authorities, boards, commissions and committees appointed by Council, pursuant to Section 2.2 -3711 (A)(1), Code of Virginia (1950), as amended. A list of current vacancies is included with the agenda for this meeting. (5 -0) 1 A communication from the City Manager requesting that Council convene in a Closed Meeting for discussion and consideration of the acquisition of real property for public purposes, pursuant to Section 2.2 -3711 (A)(3), Code of Virginia (1950), as amended. (Vote was reconsidered - See comments below.) A communication from the City Manager requesting that Council convene in a Closed Meeting to discuss the disposition of a portion of City -owned property located at 23 Centre Avenue, N. W., where discussion in an open meeting would adversely affect the bargaining position or negotiating strategy of the public body, pursuant to Section 2.2- 3711 (A)(3), Code of Virginia (1950), as amended. (5 -0) ITEMS LISTED ON THE 2:00 P.M. COUNCIL DOCKET REQUIRING DISCUSSION /CLARIFICATION AND ADDITIONS /DELETIONS TO THE 2:00 P.M. AGENDA. NONE. TOPICS FOR DISCUSSION BY THE MAYOR AND MEMBERS OF COUNCIL. NONE. BRIEFINGS: • Parks and Recreation Master Plan Update - 60 minutes During discussion, Mayor Lea entered the meeting (10:04 a.m.); and Vice - Mayor Cobb relinquished the Chair to the Mayor. • Homelessness Continuum of Care - 30 minutes • Zoning Ordinance Update - 20 minutes With regard to the request of the City Manager that Council convene in a Closed Meeting for discussion and consideration of the acquisition of real property for public purposes, Council Member Davis moved that the matter be reconsidered. The motion was seconded by Council Member Bestpitch and adopted. (6 -0) Having a personal conflict of interest with regard to the abovementioned matter, Council Member Davis withdrew her motion, which was seconded by Council Member Bestpitch. Council Member Garland moved that Council concur in the request of the City Manager to convene in a Closed Meeting for discussion and consideration of the acquisition of real property for public purposes, pursuant to Section 2.2 -3711 (A)(3), Code of Virginia (1950), as amended. The motion was seconded by Council Member Price and adopted, 5 -0, with Council Member Davis abstaining. 2 • Health Outcomes and Economic Empowerment Initiatives 20 minutes At 12:00 p.m., the Mayor declared the Council meeting in recess for a Closed Meeting in the Council's Conference Room; and thereafter, to be reconvened at 2:00 p.m. in the Council Chamber. 3 ROANOKE CITY COUNCIL REGULAR SESSION DECEMBER 3, 2018 2:00 P.M. CITY COUNCIL CHAMBER AGENDA 1. Call to Order - -Roll Call. Council Member Osborne was absent The Invocation was delivered by The Reverend Dava Hensley, Pastor, First Church of the Brethren. The Pledge of Allegiance to the Flag of the United States of America was led by Mayor Sherman P. Lea, Sr. Welcome. Mayor Lea. NOTICE: Today's Council meeting will be televised live and replayed on RVTV Channel 3 on Thursday, December 6 at 7:00 p.m., and Saturday, December 8 at 4:00 p.m.; and video streamed through Facebook Live at facebook.com / /RoanokeVa. Council meetings are offered with closed captioning for the hearing impaired. ANNOUNCEMENTS: The Council of the City of Roanoke is seeking applications for the following current vacancies and /or upcoming expirations of terms of office: Board of Zoning Appeals — one vacancy Three -year term of office ending December 31, 2021 Building and Fire Code Board of Appeals — two vacancies Building Representative term of office ending June 30, 2021 0 Roanoke Valley Greenway Commission — one vacancy Unexpired term of office ending June 30, 2019 Access the City's homepage to complete an online application for the abovementioned vacancies. 2. PRESENTATIONS AND ACKNOWLEDGEMENTS: A resolution memorializing the late Samuel H. McGhee, III, former City Engineer, Assistant City Manager, and Acting City Manager for the City of Roanoke. Adopted Resolution No. 41321 - 120318. (6 -0) Mayor Lea presented a ceremonial copy of Resolution No. 41321 - 120318 to Sara L. McGhee, widow, and family in attendance. 3. HEARING OF CITIZENS UPON PUBLIC MATTERS: City Council sets this time as a priority for citizens to be heard. All matters will be referred to the City Manager for response, recommendation or report to Council, as he may deem appropriate. The following representatives of the Dumas Legacy, Inc., appeared before the Council regarding the Dumas Hotel property: Sharon Burnham, 901 Oakwood Drive; John G. Hitchins, Jr., 2609 Longview Avenue, S. W.; David Denham, 3512 Wright Road, S. W.; Shmura Glenn, 1816 Staunton Avenue, N. W.; Polly Branch, 6928 Crowell Gap Road; Freeda Cathcart, 2516 Sweetbriar Avenue, S. W.; Marshall McMillian, 2109 Memorial Avenue, S. W.; and Susan Mead, 120 Claiborne Avenue, Apt. #2, Rocky Mount, Virginia. Robert Gravely, 3360 Hershberger Road, N. W., appeared before Council with regard to miscellaneous matters. At 2:32 p.m., the Mayor declared the Council meeting due to disorderly conduct of Robert Gravely. At 2:37 p.m., the Council meeting was reconvened in the Council Chamber, Mayor Lea presiding and all Members of Council in attendance, with the exception of Council Member Osborne. 5 4. CONSENT AGENDA: (APPROVED 6 -0) All matters listed under the Consent Agenda are considered to be routine by the Members of City Council and will be enacted by one motion. There will be no separate discussion of the items. If discussion is desired, the item will be removed from the Consent Agenda and considered separately. C -1 Minutes of the regular meeting of City Council held on Monday, November 5, 2018. RECOMMENDED ACTION: Dispensed with the reading of the minutes and approved as recorded. C -2 A communication from the City Manager requesting authorization to schedule a public hearing on Monday, December 17, 2018, at 7:00 p.m., or as soon thereafter as the matter may be heard, or at such later date and time as the City Manager shall determine, in his discretion to consider leasing of City -owned property to Blue Ridge Zoological Society of Virginia, Inc. for the purpose of operating and maintaining the Mill Mountain Zoo. RECOMMENDED ACTION: Concurred in the request. C -3 A communication from the City Manager transmitting the FY2019 City Manager Transfer Report for the First Quarter ended September 30, 2018. RECOMMENDED ACTION: Received and filed. C -4 Annual Report of the Market Building Foundation for FY 2017 -2018. RECOMMENDED ACTION: Received and filed. C -5 A communication from the City Clerk advising of the resignation of Margaret D. Butler as a member of the Roanoke Valley Greenway Commission, effective immediately. RECOMMENDED ACTION: Accepted the resignation and received and filed the communication. C -6 A communication from the City Clerk advising of the lack of attendance of William Sellari as a member of the Roanoke Arts Commission. RECOMMENDED ACTION: Received and filed the communication. C -7 Reports of qualification of the following individuals: Brianna Wilson as a member (Student/William Fleming High School) of the Youth Services Citizen Board, for a term of office ending June 30, 2019; R. B. Lawhorn, Jr., as a City employee member of the Board of Trustees, City of Roanoke Pension Plan, for a term ending June 30, 2020; and Colleen Burns as a member (Citizen at Large) of the Personnel and Employment Practices Commission for a term of office ending June 30, 2021. RECOMMENDED ACTION: Received and filed. REGULAR AGENDA: 5. PUBLIC HEARINGS: NONE. 6. PETITIONS AND COMMUNICATIONS: a. Overview of activities and ongoing developments of the GO Virginia Program. William H. Fralin, Jr., Region 2 Council Member, Virginia Initiative for Growth and Opportunity, Spokesperson. (Sponsored by the City Manager) Received and filed. b. Information with regard to the Healthy Living Index. Dr. Elizabeth Ackley - Holbrook, Professor of Health and Human Performance, Roanoke College, Spokesperson. (Sponsored by the City Manager) Received and filed. C. Update from Virginia Humanities on Truth Telling, Racial Healing and Transformation Initiatives. Katie Zawacki, Spokesperson. (Sponsored by Vice -Mayor Cobb and Council Member Price) Received and filed. 7. REPORTS OF CITY OFFICERS AND COMMENTS OF THE CITY MANAGER: a. CITY MANAGER: __ ► ,'•►_ 7 ITEMS RECOMMENDED FOR ACTION: Acceptance of the Local Emergency Management Performance Grant from the Virginia Department of Emergency Management. Adopted Resolution No. 41322 - 120318. (6 -0) 2. Acceptance of the Virginia Department of Emergency Management Heavy Technical Rescue Grant. Adopted Resolution No. 41323 - 120318 and Budget Ordinance No. 41324-120318. (6 -0) 3. Acceptance of the Virginia Department of Emergency Management Hazardous Materials Grant. Adopted Resolution No. 41325 - 120318 and Budget Ordinance No. 41326-120318. (6 -0) 4. Allocation of funds for the Western Virginia Workforce Development Board Workforce Innovation and Opportunity Act (WIOA) for Program Year 2018. Adopted Resolution No. 41327 - 120318. (6 -0) 5. Appropriation of funds to implement an electronic summons system. Adopted Budget Ordinance No. 41328 - 120318. (6 -0) 6. Amendment to Employees' Post - Retirement Health Plan. Adopted Resolution No. 41329 - 120318. (6 -0) 7. Approval of December 24, 2018 and December 31, 2018 as additional holiday leave for all City employees in recognition of outstanding service throughout the year. Adopted Resolution No. 41330 - 120318. (6 -0) n COMMENTS OF THE CITY MANAGER. The City Manager shared the following comments: Funding Requests for Non - Profits • The city will conduct a Fiscal Year 2020 budget kickoff session on Friday, December 7, from 9:00 a.m. to 11:00 a.m., in City Council Chambers. • This meeting is mandatory for any non - profit organization that intends to request funding in the upcoming budget cycle through one of these two committees. • Representatives from the Human Services Advisory Board and the Roanoke Arts Commission, together with a representative from the United Way, will review the steps and documentation required to submit a funding application for consideration through this process. More information is available by contacting R. B. Lawhorn, Budget Manager, in the city's Management and Budget Division, at 853 -1643 or rb.lawhorn(cD-roanokeva.gov. Leaf Collection Continues • Solid Waste crews have resumed the collection of leaves in city neighborhoods. Leaves will be collected for the weeks of December 3rd through 6th, and December 10th through 13th. • During leaf collection weeks, bulk and brush collections will continue, and recycling will follow the normal schedule. • More information is available at www.roanokeva.gov /leafcollection or by calling Solid Waste Management at 853 -2000, Option 1. Dickens of a Christmas • Dickens begins this Friday, December 7, with the City of Roanoke Christmas Tree Lighting at 6:15 p.m. • The festivities will continue on Friday, December 14 and Friday, December 21, from 6:00 p.m. to 10:00 p.m. in downtown Roanoke. • Details are available at www.downtownroanoke.org b. CITY ATTORNEY: Repeal Resolution No. 41049 - 020518 and consent to the transfer of certain real properties owned by the City of Roanoke Redevelopment and Housing Authority to the H. R. Foundation, Inc., or the Hotel Roanoke Conference Center Commission. Adopted Resolution No. 41331 - 120318. (6 -0) D 8. REPORTS OF COMMITTEES: NONE. 9. UNFINISHED BUSINESS: NONE. 10. INTRODUCTION AND CONSIDERATION OF ORDINANCES AND RESOLUTIONS: NONE. 11. MOTIONS AND MISCELLANEOUS BUSINESS: a. Inquiries and /or comments by the Mayor and Members of City Council. Vice -Mayor Cobb commented on his official trip to Wuhan and Lijiang, China, on November 14 — 21, 2018. He presented a scroll engraved "My Modest Room ", which will be displayed in a prominent location in the Municipal Building. He agreed to provide additional comments regarding his trip at a subsequent Council meeting. b. Vacancies on certain authorities, boards, commissions and committees appointed by Council. See below. First Certification Motion: Certification of a Closed Meeting, with the exception of discussion and consideration of the acquisition of real property for public purposes, pursuant to Section 2.2 -3711 (A)(3), Code of Virginia (1950), as amended. (6 -0) Second Certification Motion: Certification of a Closed Meeting regarding discussion and consideration of the acquisition of real property for public purposes, pursuant to Section 2.2 -3711 (A)(3), Code of Virginia (1950), as amended. (5 -0, Council Member Davis abstaining due to personal conflict of interest.) Reappointments /appointments as follows: Appointed Charles Waters to replace Mark Garland as a Citizen At- large representative (member) of the Building and Fire Code Board of Appeals for a term of office ending June 30, 2021. Appointed Laura Leonard to replace Elliott Bayer as a member of the Human Services Advisory Board for a four -year term of office, commencing December 1, 2018, and ending November 30, 2022. 10 Appointed Patricia Wilhelms as a member of the Roanoke Arts Commission to fill the unexpired term of office of William Sellari ending June 30, 2020. Appointed Patrol Officer John Hancock as a Law Enforcement representative (member) of the Towing Advisory Board to fill the unexpired term of office of Patrol Officer Fatima Foster ending October 31, 2021. Appointed William Nelms to replace Beatrice Schleupner as the Student Representative /Patrick Henry High School of the Youth Services Citizen Board for a term of office ending June 30, 2019. 12. ADJOURNED - 4:06 P.M. 11 SHERMAN P. LEA, SR. Mayor CITY OF ROANOKE OFFICE OF THE MAYOR 215 CHURCH AVENUE, S.W., SUITE 452 ROANOKE, VIRGINIA 24011 -1594 TELEPHONE: (540) 853 -2444 FAX: (540) 853 -1145 EMAIL: MAYOR @ROANOKEVA.GOV December 3, 2018 The Honorable Vice -Mayor Joseph L. Cobb and Members of the Roanoke City Council Roanoke, Virginia Dear Vice -Mayor Cobb and Members of Council: This is to request a Closed Meeting to discuss vacancies on certain authorities, boards, commissions and committees appointed by Council, pursuant to Section 2.2- 3711(A)(1), Code of Virginia (1950), as amended. A list of current vacancies is included with the agenda for this meeting. Sincerely, Sherman P. Lea, Sr. Mayor SPL:ctw COMMITTEE VACANCIES /REAPPOINTMENTS December 3, 2018 Public VACANCIES: Two -Terms of office on the Board of Zoning Appeals ending December 31, 2021. Two -Terms of office (Building Representative) and (Citizen Representative) on the Building and Fire Code Board of Appeals ending June 30, 2021. One -Term of office on the Human Services Advisory Board ending November 30, 2022. Unexpired term of office on the Roanoke Arts Commission ending June 30, 2020. Unexpired term of office on the Roanoke Valley Greenway Commission ending June 30, 2019. CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Request for Closed Meeting This is to request that City Council convene a closed meeting for discussion and consideration of the acquisition of real property for public purposes pursuant to §2.2 -371 1 .A.3, Code of Virginia (1950), as amended. Robert S. Cowell, Jr. City Manager Distribution: Council Appointed Officers w� REPORT To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Request for Closed Meeting This is to request that City Council convene a closed meeting to discuss the disposition of a portion of City -owned property located at 23 Centre Avenue, N.W. bearing Official Tax Map No. 2013016 where discussion in an open meeting would adversely affect the bargaining position or negotiating strategy of the public body, pursuant to §2.2- 3711.A.3, Code of Virginia (1950), as amended. er_t�__S. --- - - -- -- . City Manager Dis tribution: Council Appointed Officers PARKS AND RECREATION Update for City Council December 3, 2018 -.... CAPRa . VRIDIRD1 _ Benchmarks CAPRA VII CREDf!F •+4.c.aa�M Jurisdiction Population • • Agency State Population Size NRPA Gold Medal per Sq. Mi. Accredited Bellevue Parks & Community Services WA 139,400 33.40 4,174 No Yes Roanoke Parks and Recreation VA 99,830 42.53 2,347 No Yes Allen Parks and Recreation TX 97,807 27.11 3,608 Yes (2016) Yes Roanoke County Parks and Recreation VA 93,735 251.30 373 No No Asheville Parks and Recreation NC 91,000 44.93 2,025 Yes (2002) No Bend Park and Recreation District OR 88,138 42.08 2,094 Yes (2006) Yes James City County Parks and Recreation VA 74,404 142.00 524 Yes (2012) Yes Parks CAPRA �tY R[DITi � Agency Population Roanoke Parks and Recreation 99,830 Total Acres Owned Managed 13,903 Total 1360 Percentage of 10% . Acres per Residents 139.3 Bend Park and Recreation District 88,138 3,035 1972 65% 34.4 Roanoke County Parks and Recreation 93,735 2,248 1348 60% 24.0 James City County Parks and Recreation 74,404 1,592 424 27% 21.4 Bellevue Parks and Community Services Department 139,400 2,800 2230 80% 20.1 Allen Parks and Recreation 97,807 1,191 894 75% 12.2 Asheville Parks and Recreation 91,000 926 871 94% 10.2 NRPA Median 9.6 Acres per 1,000 Residents NRPA Lower Quartile 4.6 Acres per 1,000 Residents NRPA Upper Quartile 16.6 Acres per 1,000 Trails CAPRA yaq��rarutr►u� Best Practice Agencies 0.25 -0.5 Trail Miles per 1,000 Residents Agency ... Miles Miles ,,. Residents Roanoke Parks and Recreation 99,830 70.5 20.4 90.9 0.91 Bend Park and Recreation District 88,138 49.1 20.9 70.0 0.79 Bellevue Parks and Community Services Department 139,400 - - 97.0 0.70 Allen Parks and Recreation 97,807 1.5 64.9 66.4 0.68 James City County Parks and Recreation 74,404 30.5 16.1 46.6 0.63 Roanoke County Parks and Recreation 93,735 35.3 3.2 38.5 0.41 Asheville Parks and Recreation 91,000 - 6.0 6.0 0.07 Best Practice Agencies 0.25 -0.5 Trail Miles per 1,000 Residents CAPRA Staffing NRPA Median 7.3 FTEs per 10,000 Residents NRPA Lower Quartile 3.7 FTEs per 10,000 Residents NRPA Higher Quartile 14.9 FTEs per 10,000 Residents Agency • 1 Residents Roanoke County Parks and Recreation 93,735 300 32.0 Bend Park and Recreation District 88,138 243 27.6 Allen Parks and Recreation 97,807 222 22.7 Bellevue Parks and Community Services 139,400 222 15.9 Department James City County Parks and Recreation 74,404 111 15.0 Asheville Parks and Recreation 91,000 91 10.0 Roanoke Parks and Recreation 99,830 93 9.3 NRPA Median 7.3 FTEs per 10,000 Residents NRPA Lower Quartile 3.7 FTEs per 10,000 Residents NRPA Higher Quartile 14.9 FTEs per 10,000 Residents fv fir. %N . CAPRA . Wf MR14fTFD. 1 Operating Expense Total Annual Operating Expenditures NRPA Median $3,501,000 NRPA Lower Quartile $1,202,000 NRPA Higher Quartile $9,446,000 Operating Expense per Resident NRPA Median $77.32 per Resident NRPA Lower Quartile $39.84 per Resident NRPA Higher Quartile $141.89 per Residents Agency Population .- per Resident Allen Parks and Recreation 97,807 $ 23,941,778 $ 244.79 Bellevue Parks and Community Services 139,400 $ 31,259,588 $ 224.24 Department Bend Park and Recreation District 88,138 $ 18,766,000 $ 212.92 Asheville Parks and Recreation 91,000 $ 10,267,618 $ 112.83 Roanoke County Parks and Recreation 93,735 $ 9,788,700 $ 104.43 James City County Parks and Recreation 74,404 $ 5,998,006 $ 80.61 Roanoke Parks and Recreation 99,830 $ 5,437,195 $ 54.46 Total Annual Operating Expenditures NRPA Median $3,501,000 NRPA Lower Quartile $1,202,000 NRPA Higher Quartile $9,446,000 Operating Expense per Resident NRPA Median $77.32 per Resident NRPA Lower Quartile $39.84 per Resident NRPA Higher Quartile $141.89 per Residents Operating Expense per Acre CAPRA �. • : i('CQEDITFD � Agency Allen Parks and Recreation Total Acres 1,191 $ Total Operating Expense 23,941,778 Operating Expense Acre $ per 20,103 Asheville Parks and Recreation 926 $ 10,267,618 $ 11,088 Bellevue Parks and Community Services Department 2,800 $ 31,259,588 $ 11,164 Bend Park and Recreation District 3,035 $ 18,766,000 $ 6,183 Roanoke County Parks and Recreation 2,248 $ 9,788,700 $ 4,354 James City County Parks and Recreation 1,592 $ 5,998,006 $ 3,768 Roanoke Parks and Recreation 13,903 $ 5,437,195 $ 391 NRPA Median $6,561 Operating Expense per Acre NRPA Lower Quartile $2,988 Operating Expense per Acre NRPA Upper Quartile $15,709 Operating Expense per Acre CAA VII '(OR ED( MU) D, Funding Sources NRPA Average Distribution 59% 8% 26% 2% 1% 2% 3% . Dedicated .. Agency Generated ... .. Sponsorships Grants Other Tax Support Levies Revenue Taxes Roanoke Parks and Recreation 91% 0% 8% 0% 0% 0% 0% Bend Park and Recreation District 66% 0% 32% 0% 0% 0% 0% James City County Parks and Recreation 40% 0% 60% 0% 0% 0% 0% Asheville Parks and Recreation 80% 0% 20% 0% 0% 0% 0% Roanoke County Parks and Recreation 51% 0% 49% 0% 0% 0% 0% Bellevue Parks and Community Services 69% 2% 29% 0% 0% 0% 0% Allen Parks and Recreation 0% 0% 0% 0% 0% 0% 0% NRPA Average Distribution 59% 8% 26% 2% 1% 2% 3% W,. r.,, �..,,tla .,e CAPRA Revenue per Resident Agency Population Revenue Resident Allen Parks and Recreation 97,807 $ 15,487,964 $ 158.35 Bend Park and Recreation District 88,138 $ 71313,523 $ 82.98 Bellevue Parks and Community Services 139,400 $ 911591063 $ 65.70 Department Roanoke County Parks and Recreation 93,735 $ 4,885,039 $ 52.12 James City County Parks and Recreation 741404 $ 3,628,929 $ 48.77 Asheville Parks and Recreation 91,000 $ 2,0381554 $ 22.40 Roanoke Parks and Recreation 99,830 $ 569,250 $ 5.70 NRPA Median $19.04 per Resident NRPA Lower Quartile $6.73 per Resident NRPA Higher Quartile $51.51 per Residents .` Cvm �C(Rf.DfiFf). Cost Recovery Agency Income • Recovery Allen Parks and Recreation $ 102,215 $ 15,487,964 $ 23,941,778 65% James City County Parks and Recreation $ 80,226 $ 3,628,929 $ 5,998,006 61% Roanoke County Parks and Recreation $ 60,380 $ 4,885,039 $ 9,788,700 50% Bend Park and Recreation District $ 55,625 $ 7,313,523 $ 18,766,000 39% Bellevue Parks and Community Services $ 100,703 $ 9,159,063 $ 31,259,588 29% Department Asheville Parks and Recreation $ 44,946 $ 2,038,554 $ 10,267,618 20% Roanoke Parks and Recreation $ 37,464 $ 639,601 $ 5,437,195 12% NRPA Median 29% Cost Recovery NRPA Lower Quartile 14% Cost Recovery NRPA Higher Quartile 50% Cost Recovery Capital Improvement Plan frwnn4 „�� C1 LL R �('CRl:Df Z, Agency • Budget • Budget • Budget Capital Budget 2015 , • 2017 (2019-2024) Bend Park and Recreation District $ 24,000,000 $ 11,930,000 $ 9,027,000 $ 86,065,000 Bellevue Parks and Community Services Department $ - $ - $ 8,420,000 $ 56,072,000 Roanoke County Parks and Recreation $ 1,160,000 $ 2,210,000 $ 5,110,000 $ 9,676,606 Asheville Parks and Recreation $ 1,450,000 $ 2,521,863 $ 2,770,528 $ 6,742,391 Roanoke Parks and Recreation $ 1,500,000 $ 1,500,000 $ 2,500,000 $ 6,500,000 James City County Parks and Recreation $ 582,000 $ 385,000 $ 250,000 $ - Allen Parks and Recreation $ 475,508 $ 2,186,319 $ 9,138,442 $ - %q RED Indoor Recreation Facilities Best Practice Agencies 1.5 -2.0 Sq. Ft. per Resident Number of Sq. Ft. of Indoor Agency Population indoor Recreation Sq. Ft. per Recreation Facilities Facilities Resident Allen Parks and Recreation 97,807 6 361,501 3.70 Asheville Parks and Recreation 91,000 10 215,841 2.37 Bellevue Parks and Community Services Department 139,400 10 267,000 1.92 James City County Parks and Recreation 74,404 2 110,524 1.49 Bend Park and Recreation District 881138 4 128,889 1.46 Roanoke County Parks and Recreation 93,735 5 130,055 1.39 Roanoke Parks and Recreation 99,830 6 491155 0.49 Best Practice Agencies 1.5 -2.0 Sq. Ft. per Resident Program Assessments: Age Segment C MA . �!'CRFDt11D,'F Core Program Areas Preschool Adult Aquatics P P P P P P Adult Sports Leagues P P After School Programs S P S S S P Arts, Culture, & Personal S P P P P P Interest Programs Facility Rentals S S S P P P Fitness & Wellness P P Summer Camps S P S S S P Trips & Tours S S S P P P Youth Sports Leagues S P P Classification PROGRAM CLASSIFICATION DISTRIBUTION a 4 ESSENTIAL IMPORTANT VALUE ADDED F CURA `. ti 471 mmm d Lifecycle fay Q f f f ` CAPRA �fCREDtTi CAPRA Promotions — Currently Used Promotions Aquatics Currently Used Adult Sport Leagues Currently Used After School Programs Currently Used Arts, Culture, and Personal Interest Currently Used Facility Rentals Currently Used Fitness and Wellness Currently Used Summer Camps Currently Used Trips and Tours Currently Used Youth Sport Leagues Currently Used Program • �aaa�aaaa aaaa ®aa ®a Phone Smart • • •Advertisements Paid .. of ®a ®a ®o ®aa Promotions Signage YouTube channel Promotions ROANOKE PARKS AND RECREATION wre Aquatics Adult Sport Leagues Add Add .11[. After School Arts, Culture, and Facility Rentals Programs Personal Interest Add Add Add ire re. Fitness and Youth Sport Summer Camps Trips and Tours Wellness Leagues Add Add Add Add CONSERVATION • GREENWAYS • PARKS • RECREATION • TRAILS • HEALTH • Source Source ROANOKE PARKS AND RECREATION "Off il re re Aquatics Adult Sports After School Arts, Culture, and Facility Rentals Fitness and Summer Camps Trips and Tours Youth Sport Leagues Programs Personal Interest Wellness Leagues Currently Used Currently Used Currently Used Currently Used Currently Used Currently Used Currently Used Currently Used Currently Used Aquatics Adult Sports Leagues Add Add After School Arts, Culture, and Fitness and Youth Sport Facility Rentals Summer Camps Trips and Tours Programs Personal Interest Wellness Leagues Add Add Add Add Add Add Add CONSERVATION • GREENWAYS • PARKS • RECREATION • TRAILS • HEALTH Pricing Strategies ROANOKE PARKS AND RECREATION Pricing Strategies Culture, Adult Sports After School Arts, Facility Fitness and Summer Aquatics and Personal Leagues Programs Rentals Wellness tamps Interest Art 0 e.. CONSERVATION . GREENWAYS • PARKS • RECREATION • TRAILS • HEALTH Trips and Youth Sport Tours Leagues Core Values: • 4_1 Service Excellence f �� -. • 0 1 4 Inclusion - ��`� • Sustainability �:'�� '�- �` � �� • Health and Well-being A 11 tZ CAPRA CAPRA 1CCRF D d Vision To Be the Reason People Choose Roanoke! Mission Build A Welcoming Community Through PLAY . 1... t,, CFR 4CI7tF'UITFD 1. PA 3. EjI 631 Big Moves 1fCRE3"T J• .� Build A Fiscally Sustainable System Through Dedicated Funding Sources • Enhance Cost Recovery to 30% for Programs, Events, and Rentals • Establish a Dedicated Funding Source for Operational and Capital Budgets Ensure FT Staffing Levels Can Meet The Community's Service Quality Expectations Improve Roanoke's Livability & Tourism Potential by Creating Desirable & Inclusive Parks ■ Create a Modern Outdoor Family Aquatic Venue & Rehabilitate a 50 -Meter Facility ■ Develop a State of the Art Skatepark ■ Replace antiquated facilities such as pools, restrooms, shelters, play areas, sport fields, etc. ■ Bring all parks up to ADA standards Develop & Enhance City -Wide Multigenerationa) Indoor Recreation Centers ■ Upgrade and Modernize both Eureka and Preston Park Community Recreation Centers ■ Develop Two New Regional Recreation Centers Create A Connected Community Via Regional and Local Trails ■ Finish Regional Greenway Trails: Roanoke River, Tinker, Murray Run, Lick Run, Mill Mountain ■ Ensure 10 Minute Walkability to Neighborhood Parks ■ Establish Roanoke's Blueway System: Paddling access, In -River Park. Next Steps Parks &Recreation Advisory Board Planning Commission CAPM - December - January /February City Council - February Parks, Facilities, Trails and Open Space Strategies Upgrade Parks and Facilities to ADA Compliance Standards Create Site Specific Master Plans and Maintenance Plans for Each Park Create Design Standards for All Park Types Redevelop Both Antiquated Outdoor Pool Facilities — (One Family Aquatic Facility and One 50 Meter Outdoor Pool Facility) Establish 50% Cost Recovery For Fees and Charges Create Four Community Recreation Centers — (Upgrade Eureka and Preston; add Two New Centers) Divest of Spaces that Are Not Parks CAPRA �. MR MD • Finish Regional Greenway Trails and Establish ADA Compliant Trail Connections to Neighborhoods Operating and Maintenance Strategies • Establish Asset Replacement Program • Create Deferred Capital Maintenance Funding Program • Develop Operating and Maintenance Policies for Recreation Centers • Create Maintenance Management Plans for all Facilities • Define, Design, and Operate Parks and Facilities as Intended • Increase Front -Line Full Time Staffing to Optimally Maintain the System • Update Security Deposits to Accurately Reflect True Costs • Implement a Single Facility Scheduling System for All Parks, Trails, Facilities �C( F.DfiFD, �• Programming Strategies Improve Partnerships That Concur With Vision and Mission Expand Upon Existing Position Classifications Establish A Full Time Special Events Crew (maybe omit since its personnel based to be part of organization structure revisions) Enhance Enterprise Accounting Methods Increase Successful Programs and Eliminate Those That Are Not Obtain Additional Inside Storage and Inventory Space Obtain and Implement New Facility Reservation System Establish Sustainable Direction for Youth Athletics Improve Contract Instructor Staffing Polices and Procedures (personnel issues, may not show) �CaPRA ICREUtTFD, Marketing and Communications Strategies Enhance Television Presence Develop Local Business Networks Implement Education Campaign Evaluate Benefits of Hardcopy Marketing (PLAY) Determine Direct Value of Regional Marketing Additional Staff to Manage Digital Systems Grow Merchandise Sales Improve Branding (Logo) Expand Marketing Plan from Macro to Micro �('CREDiT}'D Questions? ` CAPM afCRFDtTFD. Roanoke City Council L pd( December 37 2C .Z t y a ' F> Provide an update on homeless services and programs in our CoC. Using the collective impact model; we have seen a reduction in those experiencing homelessness in the past 5 years. 25+ partners come together annually to develop goals and set priorities to ensure that homelessness in our community is rare, brief and a one time event. BWe R"idge n m oof Care Our collective goal is to become a high performing community. A High Performing Community (HPC) designation provides recipients within tl CoC the flexibility to use CoC funds for activities under the homelessness prevention program component along with the other program components available. Allows access to additional resources for homeless programs. Matt Crookshank will be providing an overview of the Annual Business Plan o outlining performance goals as well as hear from one of our community partners; Lee Clark of the Roanoke Rescue Mission. 3 -Year Strategic Plan with Annual Business and Action Plan Aligns with HUD system performance measurement process Developed through community planning process that included 40 representatives from community stakeholders Overarching goal: become aHUD- designated High Performing Community (HPC) by December 31, 2021 Performance metrics for HPC designation: 1) 20 days or less average length homelessness; and 2) less than 5% return to homelessness within 2 years Annual performance targets set based on analysis of current performance 4 ta On January 24, 2018, 317 people were experiencing homelessness in the Roanoke Region. Most (96.5%) were in emergency shelters. 3.5% were it unsheltered Locations. 58 were children. 18 were between the ages of 18 anc 24. 236 were over 24. 37 were veterans. Between 2017 and 2018, homelessness increased by 18.7%. Since 2012, homelessness is down 43.5%. L Blue Ridge Continuum of (117..are Sl.trateglc P Lan �- GOAL 1: Enhance Coordinated Entry o GOAL 2: Improve Response to Domestic Violence - GOAL 3: Strengthen Housing-Focused Practices GOAL 4: Scale Permanent Housing Interventions GOAL 5: Performance Evaluation GOAL 6: Improve Response to Youth Homelessness a 4d 4a. i g £:r ;."°�.. " t"', h °q j I� {a ` sw„ �L,., . : `+ .. o-smxM Lx, `�w+ «" x , ,. tz +em-' rn 3 ➢ ., c7 ' �i "x p F� i Iv :::Ip ok Those who were chronically homeless decreased by 25% 2018. Rescue Mission Emergency Shelters provided safe shelte to 78% of those in crisis. 77% of Rescue Mission guests and program participants a from Roanoke and the surrounding area who look to this region for healthcare, employment and even shopping 23% name their last permanent address from a variety o places outside this local area, with no one city or localil figuring predominantly ip The largest percentage of guests from one area is Roanc City at 45% o When you include the immediate Roanoke service area defined by the Blue Ridge Interagency Council on Homelessness (BRICH), that number rises to 66% for the immediate area Numbers of people homeless in our area has declined 44 since 2012, due to the collaborative work done by many agencies and organizations Numbers are up in 2018 for the first time since 2012, reflecting a trend not only in the Roanoke area but acro the United States 7" - r*$ — ' P6 Home�,esc, Assessment Rep,ort 11Congr,1s, L)ece,,,-,F1J,-,,,.,,.,, 20"t7 Individuals experiencing homelessness up 4% i* Families with children down 5% Veterans up 2% ,*, Individuals with chronic patterns of homelessness up 12% 65% were staying in emergency shelters or transitional housing > 35% were unsheltered Unsheltered people increased 9.4% in 2017 but was dowr 17.4% for 2010-2017 For every 10,000 people in the United States, 17 were experiencing homelessness. (Compared to 9.6 per 10,00 in the Roanoke area Continuum of Care) L How ot, 3 e,.� e A, adc issues at poverty, The Rescue Mission of Roanoke is a comprehensive crisis intervention center for individuals and families burdened by homelessness, disabilities, addictions and abuse. r�- Services include: Emergency Shelter with intensive Case Management Meals for shelter guests, program participants and neighbors I G. Wayne Fratin Free Clinic for the Homeless L Services include: Services to housed people to keep them from becoming homeless including Manna Weekly Food Box Distribution, Community clothing vouchers and an annual Back to School Blast The Way Forward Recovery Program - 12 -14 month faith - based, residential recovery program for drug and alcohol addiction Tabitha Job Skills Programs Clothing/ household assistance for people moving out of shelter L ,Veh,Fe� i s s io n U P d a t e Fully participating in the community's Homeless Manageme Information System (HMIS) since January 2018 Building partnerships across the community to ensure the b possible outcomes for guests and program participants Integrating case management in all programs Case Managers and Shelter Supervisors work in collaboration move guests from crisis to stability with focus on attaining employment, building guest savings program which Leads to securing housing E, Offering job skills training based on Mission strengths - start with food service and forklift training then adding housekeeping, retail, and dental - including training, intern hours, mentorship and certification of skills Providing a safe place for people in transition to programs, to employment with volunteer opportunities and Day Resou Centers Early results are strong with 359 people moving into safe housing through October 2018 compared to 208 in all of 201 I F swkg i3 "'a l m! o. Blue Ridge Interagency Council on err. Roanoke City Public Libraries Homelessness Blue Ridge Behavioral Healthcare Bradley Free Clinic Carilion Clinic Collective Response of Roanoke Valley Council of Community Services Department of Social Services - Homeless Assistance Team Family Services of Roanoke Valley Family Violence Advocacy Council° °M Goodwill Industries of the Valleys Healthy Roanoke Valley Lewis -Gale Medical Center /HCA Resiliency Collective Restoration Housing Roanoke City Fire Et EMS Roanoke City Police Department Roanoke City Public Schools VA Medical Center Virginia Association of Free Et Charital Clinics Virginia Housing Alliance Total Action for Progress Emergency Shelter providers includins Family Promise, Salvation Army and AI Many other nonprofit agency partnersl Hundreds of Faith Based Organization! Over 5,000 volunteers annually And approximately 5,000 financial dor annually L Ability to do Point in Time counts and data analysis at an} time during the year � More and enhanced collaborations and partnerships Strengthening The Way Forward Recovery Program, which celebrates 25 years in 2019: Training for staff Deeper more robust partnerships with other providers s Building needs based program curriculum including Trauma Informed Care, and unique program needs for women with children Helping program participants build community Adding staff resources including having a Licensed Addiction Counsel( L > 3= Q 4i Cu CU rn ' y � � CD M T C: LM � �' vi rt �. uo r t �• a� �'NUti1 N � CD °- (Ds N O "i M Q r; _0 r-r � � rrt 3 ltQ O rt r-r N rr =3 .� (D -1 O Crtn O O / (y —h �- uo N 0- 3 N 3 ►y (D ` O � O Un Sy r+ O Q Q Q E C N -a o 3 c O (D -, r+ (D (D c, -1 N tv VI (D _ LA ,— �< (D N ._ rn w `� �, � c N '^ CD sv �- �D rfi N rrt C (D � rD p� CD 0' Q C -s �D Z'O a) -►, O -1 rD O rD Q rr �. rD I Q 'OW $9 3: CU (D r+ r+ (D n C V) r+ (D r+ =r =) (D Cu o Uo •c cu Cu r+ (D 3: — (D =r UO ua -A. r+ 0 (- rD ...a. =r =r LA uo 0 M rD -n cu cu :3 uo r+ r+ uQ o rD =r o 3 =r 0 = -0 I UO (D rD > -n 0 =3 n 3 Su 0 0 r+ + r o 3 r+ 3 cu CL r+ -1 =r e-+ cu 3 ` r+ 0 0 rt 1 0 LA e.+ 0 0 $9 14 TP, ell"'m / S rD 77 Blue Ridge Continuum of Care Strategic PLan 2osg Business Plan '` 1 t Blue Ridge Continuum of Care A Place to can Home Introduction The Blue Ridge Continuum of Care is the region's local planning group working to end homelessness. The Blue Ridge Interagency Council on Homelessness ( BRICH) is the HUD designated decision - making group and oversight board of the Blue Ridge Continuum of Care. This leadership group includes twenty -one members drawn from the general public, local governments, mental health agencies, state and federal programs, nonprofit organizations, businesses, and colleges /universities throughout the Roanoke Region, including a formerly homeless representative. The BRICH serves as the facilitator and coordinator of our community's efforts to prevent, treat, and end homelessness. As the designated board for the CoC geographic area - the counties of Alleghany, Botetourt, Craig, Roanoke and the cities of Covington, Roanoke and Salem - the BRICH ensures that the CoC develops a three -year strategic plan and an annual business plan that provides a road map for improving our service system's performance. The Plan helps ensure that homelessness in our communities is rare, brief and one -time. This document was developed through multiple planning sessions by the BRICH and members of the CoC in consultation with the City of Roanoke, the designated CoC collaborative applicant for HUD funding. The Plan sets the overarching goal of becoming a HUD - designated High Performing Community by December 31, 2021. Annual performance targets, with high impact strategies and action items to focus our efforts in fulfilling this goal have been developed. High impact strategies (referred to in this document as System Goals) that have been identified include: • Enhancing Coordinated Entry • Improving Our Response to Domestic Violence Victims • Strengthening Housing- Focused Practices • Scaling Permanent Housing Interventions • Evaluating System Performance • Improving Our Response to Youth Homelessness To meet the performance standards associated with the High Performing Community designation by December 31, 2021, our community must: 1) Decrease the mean length of homelessness to fewer than 20 days; or reduce the mean length of episodes of homelessness by at least 10 percent from the preceding federal fiscal year. and 2) Reduce the percentage of individuals and families returning to homelessness within 2 years to less than 5 percent; or decrease the number of individuals and families returning to homelessness within 2 years by at least 20 percent from the preceding federal fiscal year. Our community is one of 70 US communities working with the technical assistance provider Community Solutions through the Built for Zero initiative to improve our service system by adopting proven best practices, deploying existing resources more efficiently, and using real - time data to improve performance. The action planning and project execution work being done through the Built for Zero initiative aligns with and builds on the goals and support strategies outlined in this Strategic Plan. We are one of five communities nationally who are working with the Center for Social Innovation through its Supporting Partnerships for Anti - Racism Communities (SPARC) project to analyze Homeless Management Information System (HMIS) and Coordinated Entry data for potential racial disparities in assessments and housing placements. This data analysis will allow us to identify potential racial biases inherent in our assessment and housing placement process and to make adjustments to our system if disparities are identified. Our High Performing Community Benchmarks To reach our three year goal of becoming a HUD designated High Performing Community, members of the Blue Ridge Interagency Council on Homelessness and the Blue Ridge Continuum of Care analyzed data from our homeless management information system during strategic planning sessions to determine where we are currently and set benchmarks for each of the next three years as follows: Benchmarks by Year to Become a High Performing Community 2019 2020 2021 Length of time persons remain homeless 29 days 25 days 20 days Extent persons who exit homelessness return to 11/ 8/ 5/ homelessness Number of homeless persons 301 286 272 Employment and income growth for homeless 70/ 75/ 80/ persons in CoC projects Number of persons who become homeless for 1,505 1.430 1,359 the first time Placement from street outreach and retention of 20% 23% 21% permanent housing The Crisis Response System The Blue Ridge Continuum of Care and its governance body, the Blue Ridge Interagency Council on Homelessness, in alignment with the U.S. Department of Housing and Urban Development,Virginia Department of Housing and Community Development and local priorities, planned and in 2017 implemented a community wide Crisis Response System to make homelessness in our region rare, brief and a one -time occurrence. Our homeless crisis response system responds to the immediacy and urgency of homelessness and is intended to ensure everyone has a safe and appropriate place to live. Our system facilitates access to all resources designated for homeless individuals and families. It identifies and assesses needs in a transparent and consistent way, and refers clients to the most appropriate service strategy or housing intervention. Our crisis response system is designed to ensure that our limited resources are allocated to achieve the most effective results. It combines centralized intake with multiple community based access points. All access points utilize a common assessment tool and methodology thus creating a No Wrong Door approach that functions as a community -wide coordinated entry system for everyone who is experiencing or at risk of becoming homeless. The system ensures that people experiencing homelessness have equitable, coordinated and timely access to housing resources in a person- centered approach that preserves choice and dignity. Our homeless crisis response system prioritizes providing people with housing first and then offers additional supports and voluntary services as needed. This evidence based, national best practice approach yields higher housing retention rates, lower returns to homelessness, and significant reductions in the use of crisis service and institutions. e{ue Ridge Continuum of Cart Huwd .F,s Scrvicei Fkrrr Chart Ma if A!ri+l�S'A1 and DiJF1'iiwi SM��a C�d9e Y'f:3vj' ETb!;an.Cj 3 P y::d 4£- tmr:9tuJ CHLiC a m�z�e2 YSfir c .'M.cry- go: N.. -F.t. yf TC.1.9060* C-1 t tr aM ! i, u eto � es ..ears rs �iued n � y rr r.m=.yrs ;ti�tC 1 r xy a Rand Thorrq r Y1Fr tY' s :�: r:w�e..t�my � a .5 c a s,y�:. r• >.sr� eur Guiding Principles The Crisis Response System throughout our geographic area is governed by the following guiding principles: • Prioritization of the Most Vulnerable People. Our limited resources are directed first to individuals and families Who are the most vulnerable and in need of assistance. • Low- barrier. The CES process does not screen out people for assistance because of perceived barriers to housing or services. Barriers could include, but are not limited to, conditions such as income or drug addiction set as eligibility requirements. • Housing First Orientation. The process is Housing First oriented, such that people are housed quickly Without preconditions or service participation requirements. • Person - Centered. Every person experiencing homelessness is treated With dignity, offered at least minimal assistance, and participate in their own housing plan. Participants should be made aware of their options and offered choice Whenever possible. • Standardized Access and Assessment. All people in the Blue Ridge can easily access the system and are assessed using a universal assessment tool, either the Vulnerability Index Service Prioritization Decision Assistance Tool for individuals (VI- SPDAT) or the family version of the assessment, the F- VI- SPDAT, • Inclusive. Through its No Wrong Door Approach, the coordinated entry process for the Blue Ridge CoC includes all subpopulations, including people experiencing chronic homelessness, Veterans, families, youth, survivors of domestic violence, persons With mental illness, LGBTO persons, and disabled persons. • Informed by Local Planning. The Blue Ridge Continuum of Care and its governing body, the Blue Ridge Interagency Advisory Council on Homelessness, engage in ongoing planning With all stakeholders participating in the coordinated entry process. This planning includes evaluating and updating the coordinated entry process at least annually. System GoaLs for the Next Three Years There are six primary goals in our work supporting our community Crisis Response System. Each goal contains strategies, actions, timelines and accountability links to parts of the system. LA iror £gre � e �.. Goal 1 Enhanced Coordinated Entry that prioritizes vulnerable households; right sizes assistance with need; incorporates diversion practices and has links to effective outreach, Goal 2 Improved Response to Domestic Violence through effective partnerships with domestic violence shelters and providers. Goal 3 Strengthened Housing - Focused Practices through housing focused case management; policies and procedures to promote housing stability and housing navigation Goal4 Scale Permanent Housing Interventions through recruitment of private landlords, leveraging mainstream housing and services; reallocating resources to effective practices and building rapid re- housing capacity Goal 5 Performance Evaluation that uses Homeless Management Information System data analysis to reallocate resources based on performance of component parts of the system Goal 6 Improve Response to Youth Homelessness through coordination of youth serving organizations and development of tools targeted to youth Our Year One Business Plan for 2019 With three year goals and yearly performance benchmarks in place, members of the Blue Ridge Interagency Council on Homelessness and Blue Ridge Continuum of Care developed the following strategies and actions to achieve each of the above stated goals. Goal One; ENHANCED COORDINATED ENTRY Strategies to Fulfill Goal: 1.1 Prioritize Vulnerable Households 1.2 Right -size Assistance 1.3 Incorporate Diversion Practices 1.4 Link to Effective Outreach and In -reach Accountable Actions in Support of Strategies Timeline Committee /Individual Invite additional community partners to Bi- Monthly Tracy Kochel /Carol Tuning increase SOAR /SSI applications On -going City of Roanoke Central Intake Create an interactive website or mobile June 2019 and Roanoke City Police application for Coordinated Entry Department Implement new By- Name -List (BNU HMIS report to better capture all individuals entering March 2019 Central Intake and HMIS Lead our system based on HMIS enrollments Implement diversion strategies through frontline staff and all shelters (strategy ex. March 2019 CES Committee /Shelter Staff flexible dollars for motels, family pay, etc.) Expand shelter bed placements through Central July 2019 Family Promise and BRICH Intake to better centralize diversion practices Enhance existing outreach strategy by making services more accessible to clients by March 2019 BRBH, HAT, VAMC, Salvation conducting field intakes (e.g. streets, Day Army New Day Center Centers, etc.) Engage employment services to participate in community partnerships (strengthen current January 2019 CoC and BRICH Chair partnerships with employment services) Develop partnerships with BRBH, Carilion, Bradley Free Clinic, and Mental Health February 2019 CoC and BRICH Chair America to link mental health services (incorporate staff at BNL meetings) Invite additional community partners to Bi- Monthly Tracy Kochel /Carol Tuning increase SOAR /SSI applications On -going Goal Two: IMPROVE RESPONSE TO DOMESTIC VIOLENCE Strategies to Fulfill Goal; 2.1 Partner with Domestic Violence Shelters and Providers Actions in Support of Strategies Timeline Accountable Committee /Individual HMIS work with domestic violence service providers and the FVCC to capture accurate data Annually HMIS Lead and DV providers Re- define domestic violence to include Family Violence Coordinating intimate partner and family violence March 2019 Council (FVCC) and CoC DV (community -wide) to increase identification Housing Placement Team Connect domestic violence victims with Family Violence Coordinating wraparound services June 2019 Council and CoC Improve first responder and law enforcement Weekly TAP and Local Police response to domestic violence On -going Departments Community -wide definition of "imminent FVCC and CoC DV Housing danger" for DV placement (TP) July 2019 Placement Team Goal Three: STRENGTHEN HOUSING - FOCUSED PRACTICES Strategies to Fulfill Goal; 3.1 Housing Focused Case Management 3.2 Policies and Procedures to Promote Housing Stability 33 Housing Navigation Actions in Support of Strategies Timeline Accountable Committee /Individual Create and implement a continuous community wide Person - centered treatment October 2019 ARCH, Salem VAMC, CoC plan for housing that identifies risk, needs, and barriers Increase communication with landlords about the benefits and barriers for housing July 2019 ARCH, Salem VAMC, CoC the most vulnerable Educate community about the housing first model through a series of quarterly Quarterly BRICH, CoC presentations and neighborhood meetings Expand marketing of homeless services and On -going BRICH, CoC Planning Agency annual homelessness conference Work with City officials to present the annual As Reguested BRICH, CoC Planning Agency point in time report and most recent bUsine s plan Provide a series of workshops for case managers to increase utilization of best Quarterly HELPS practices CoC leadership attend two best practice Bi- Annual CoC Leadership trainings to ensure local system aligns with nationally recognized best practices io Goal Four; SCALE PERMANENT HOUSING INTERVENTIONS Strategies to Fulfill Goal: 4.1 Recruit Private Landlords 4.2 Leverage Mainstream Housing and Services 4.3 Reallocate Resources 4.4 Build Rapid Re- Housing Capacity Actions in Support of Strategies Timeline Accountable Committee /Individual A bi- annual update of shared database of Bi- Annual CoC Lead landlords Onboard additional organizations to increase CoC participation to strengthen On -going CoC Lead, BRICH CoC partnerships and leveraging of resources Partner With the Drop -In Center to determine Annually Community Housing Ways to utilize harm reduction funding for Resource Center homeless clients Apply for additional Rapid Rehousing funding through the State Housing Trust On -going CoC, Drop -In Center Fund Work With Roanoke Redevelopment and Housing Authority to institute homeless March 2019 CoC Lead and Planning preference for individuals "moving on" from PSH Agency projects Develop community -Wide policy for PSH ARCH, Salem VAMC, CoC, graduation criteria March 2019 BRICH Pursue additional donated shared housing opportunities for Veterans and chronic September 2019 ARCH, Salem VAMC homeless 11 Goal Five: PERFORMANCE EVALUATION Strategies to Fulfill Goal: 5.1 Utilize HMIS data to develop system performance policies and procedures 5.2 Increase organization participating in HMIS 5.3 Use HMIS data analysis to reallocate resources based on performance Actions in Support of Strategies Timeline Accountable Committee /Individual Collect data to report return on investment CHRC and Performance on prevention /housing to monthly BRICH Monthly Evaluation Committee meetings. Redefine "other" destination reporting April 2019 HMIS Lead choice for better predictive power. Plan and conduct the 2019 Point -in -Time Count (PIT) and collection of Housing Inventory Count (HIC) data. Review publications and guidance prior to completion January 2019 CoC Planning Agency of the counts, update forms, and collect data from service providers. Include improved categorization of reasons for homelessness Conduct annual focus group meeting to assess the performance of the crisis response system December 2019 CoC Planning Agency and to identify needed enhancements Conduct an annual monitoring review for CoC and ESG- funded projects to include agency Annually CoC Planning Agency site visits, random case file review and analysis of overall project performance Collect monthly information from HUD and ESG- funded agencies to include data quality, timely HUD APR submissions, and timely Monthly CoC Planning Agency spending of project funds Work with CoC Lead to incorporate outcome City of Roanoke HUD data into the project ranking process. March 2019 Community Resources Division and CoC Planning Agency Implement HUD -VASH data entry in HMIS January 2019 HMIS Lead and Salem VAMC Implement RAM House data entry in HMIS January 2019 HMIS Lead and RAM Participate in SPARC (Supporting Partnership and Anti - Racism Committee) Initiative with April 2019 HMIS and CoC Lead the Center for Social Innovation to identify potential racial disparities in our local CES Report monthly progress on achieving Monthly HMIS Lead performance benchmarks to BRICH and On -going Coc 12 Goal Six; IMPROVE RESPONSE TO YOUTH HOMELESSNESS Strategies to Fulfill Goal: 6.1 Facilitate coordination of youth serving organizations 6.2 Develop tools and materials targeted to youth Accountable Actions in Support of Strategies Timeline Committee /Individual Define youth in its varying subsets; Roanoke City Public Schools unaccompanied :18 -24 year old; in school October 2019 (RCPS) Homeless Student under age 18; youth head of household Coordinator and New Day Center Explore implementation of youth- specific VI -SPDAT (or lower threshold of VI- CoC Committee and Youth SPDAT score for youth to receive March 2019 Community Housing Placement services) and develop youth- specific Team guidelines for services Youth - specific Specialists and Community- based Outreach Workers hired at New Day April 2019 Salvation Army and Center COC Planning Agency Identify youth services providers and create a youth focused task force to include youth April 2019 CoC and Planning Agency input Streamlined access to community -based job placement and educational resources through collaborative partnerships and On -going TAP and Goodwill mentors Conduct initial analysis of HMIS youth data January 2019 HMIS Lead Conduct youth- specific needs assessment to determine service needs local homeless April 2019 Youth Taskforce youth Pursue funding for new youth- specific On -going CoC and Planning Agency housing resources Integrate Youth Action Board into CoC structure for feedback and service design in CoC, Planning Agency, all CoC activities addressing youth February 2019 g y Salvation Army homelessness 13 Howl This Plan Was Developed Over a two month period, the Council of Community Services facilitated a series of strategic planning sessions for the Blue Ridge Continuum of Care (BRCoC), the region's local planning group working to end homelessness and the Blue Ridge Interagency Council on Homelessness ( BRICH), the HUD designated decision - making group and oversight board of the Blue Ridge Continuum of Care. The BRICH consists of twenty -one members drawn from the general public, local governments, mental health agencies, state and federal programs, nonprofit organizations, businesses, and colleges /universities throughout the Roanoke Region, including a formerly homeless representative. The BRCoC is composed of agencies and organizations that provide services to the homeless population in the region. This document was developed as a result of the multiple planning sessions by the BRICH and members of the BRCoC in consultation with the City of Roanoke, the designated CoC collaborative applicant for HUD funding. The plan was refined and written by a designated committee of the BRCoC. Layout and design of the plan was completed by the Council of Community Services, the lead planning agency for the Continuum of Care. Additional Local Resources Blue Ridge Interagency Council on Homelessness web page Blue Ridge Continuum of Care website Blue Ridge Continuum of Care Facebook page 14 Blue Ridge Continuum of Care Strategic Plan 2osg Business Plan November 2o1g www. endhomelessnessblueridge. org Carol Tuning Human Services Administrator Chair, Blue Ridge Continuum of Care (540) 312 -8301 carol.tuningCa)roanokeva.gov �*U Hlue Ridge Continuum of Care Yl� ', .. IDAIL Zoning A mendments Briefing December 3, 2018 Planning, Building, and Development Background 2005 Zoning Code Periodic improvements (16 =hRouna) Staff - identified issues General Assembly legislation Case law Highlights Residential units permitted on a lot Where residential uses are permitted Kennels and animal shelters in Downtown Tech fixes Encroachments Tree list Annual reports PUD density Front yards Parking Deputy zoning administrator Max dwelling units on a lot Large lots permit a large number of units out of scale with a neighborhood setting Propose cap of 10 per lot Residential Mixed Density, Mixed Use, and Commercial Neighborhood District Planning process issue Expand residential Multifamily and townhouse in commercial Expand to CG and CLS All residential types in light industrial Expand to 1 -1 by special exception Residential in Commercial Zones Excess commercial zoning Infill housing Corridor redevelopment Residential in I -1 Makes existing residential in I -1 conforming Old policy of transitioning residential areas Encourage reuse of idle industrial land Expand kennels /animal shelters Distinction between uses: clinic, kennel, shelter Proposed changes will create similar regs for where all can be located Getting the word out Published on web www.roanokeva.gov /2350 /Zoning- Amendments Following this briefing: Email blast to neighborhood leaders (600 +) and CivicSend subscribers (1,800 +) PBD Facebook (1,116 +) Roanoke Times Next Steps Planning Commission Public Hearing Monday, January 14 at 1:30 PM City Council Public Hearing Tuesday, January 22 at 7:00 PM Addressing Disparities in Health Outcomes and Economic Opportunities 00001-kA 0&10 to The City of Roanoke is a safe, caring and economically vibrant community in which to live, learn, work, play and prosper Education Community Safety Human Services Infrastructure Good Government Livability Economy The Context • Overall economic condition of City improving • Population, Household and Per Capita incomes increasing • Unemployment at record lows • Premier health care and research institutions present The Context • High poverty rates and increasingly concentrated • Medically underserved areas • Disparity in life expectancy • Declining labor participation rates The Response • Many and varied • Regional economic growth — Innovation Corridor, Advanced Manufacturing, Food &Beverage, Tourism and Hospitality The Response • Many and varied • Local revitalization /reinvestment centers, brownfields, etc. downtown, village I Ash a A , . • Many and varied • Strategic and Targeted — Early Childhood Learning, CCAP, Higher Education Center, Target Neighborhoods, Pathways HUB, Collective Impact, Fresh Foods Rx, etc Accelerating the Response • Comprehensive and Integrated Vision • Leveraging existing collaborations and planned investments • Securing additional resources • Securing additional expertise • Actionable items • Refining interventions Health In All Policies • Change Lab Solutions • Collaboration with ChangeLab, Freedom First, and Roanoke College From Start to Finish How to Permanently Improve Government through Health in All Policies 'ChangeLabi �n Solutions t�l`� Health in All Policies • Comprehensive Plan — equity and health interwoven throughout • Working Groups — will explore themes further and help formulate responses • Embedded into City policies and actions as Plan is implemented Financial Empowerment Centers • Cities for Financial Empowerment Fund • Collaboration with CFE, Bloomberg Philanthropies, and Freedom First FEC Public Scaling Financial Empowerment Centers as a Public ,Service Financial Empowerment Centers * CFE Site Visit • Initiative Kick -Off (January) • Advisory Team • Implementation Plan • Implementation Resources • Sustainability Cities of Opportunity National League of Cities Collaboration with NLC, Robert Wood Johnson Foundation and Carilion Clinic Cities of Opportunity • Draft Vision • Initiative Kick-Off • Advisory Team • Implementation Plan • Sustainability Next Steps and Future Opportunities • Regular Updates • JP Morgan Chase Advancing Cities Challenge • Culture of Health Prize? * All- America City? E 11 IL low tv Samuel Hodges McGhee, III IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA, The 3rd day of December, 2018. No. 41321 - 120318. A RESOLUTION memorializing the late Samuel Hodges McGhee, III, former City Engineer, Assistant City Manager, and Acting City Manager for the City of Roanoke, and longtime resident of Roanoke. WHEREAS, the members of Council learned with sorrow of the passing of Mr. McGhee on Thursday, September 6, 2018; WHEREAS, Mr. McGhee, the son of the late Olga Pond and Samuel Hodges McGhee, Jr., of Ormond Beach, Florida, received his bachelor's degree in civil engineering from Virginia Tech in 1963 and began his career of public service as an Assistant Town Engineer in Front Royal, Virginia, and commenced his 10 years of service in the Virginia Army National Guard, attaining the rank of captain; WHEREAS, Mr. McGhee moved to Martinsville, Virginia, to serve as Martinsville's Chief of the Engineering Division; WHEREAS, in 1969, Mr. McGhee joined the City of Roanoke and served in exemplary fashion in various important capacities for more than 12 years, including as City Engineer, Acting City Manager, and as Assistant City Manager from March 1973 to December 1977, and from January 1978 to September 27, 1981, respectively, WHEREAS, during his time with the City, Mr. McGhee gave unselfishly of his time and ability, and served the City with the utmost loyalty and devotion, displaying the highest professionalism and competence and, in particular, attributes of honesty, integrity, friendliness, thoroughness, precision, and attention to detail, WHEREAS, in recognition of his 12 years of municipal service, Roanoke City Council presented him with the Key to the City in 1981; WHEREAS, following his distinguished career in public service, he joined the engineering firm of Mattern & Craig in Roanoke, and retired as president of the firm in 1997; WHEREAS, Mr. McGhee embodied an unyielding devotion and commitment to his community, profession, church, and alma mater through his active participation community organizations, such as the Roanoke Jaycees, Blue Ridge Independent Living Center, the Roanoke Chapter of American Red Cross, and Burrell Memorial Hospital; leadership roles in several professional associations, including the American Society of Civil Engineers; his dedicated service to Second Presbyterian Church, including his service on its Board of Deacon and teacher of religious classes; and committed involvement in several Virginia Tech alumni boards, honor societies, and campaigns; WHEREAS, his community and alma mater recognized the value of his efforts by bestowing Mr. McGhee with several honors, including the designation of Outstanding Young Man of 1973 by the Roanoke Jaycees and the distinction of Golden Hokie from Virginia Tech; WHEREAS, throughout his life, Mr. McGhee epitomized the Virginia Tech motto: "Ut Prosim "— That I May Serve, and WHEREAS, Mr. McGhee fulfilled his life through his love of family, church, and all things Hokie. THEREFORE, BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. City Council adopts this resolution as a means of recording its deepest regret and sorrow at the passing of Samuel Hodges McGhee, III, extending to his family its sincerest condolences, and recognizing the indelible legacy he has left to his City and fellow citizens. Z The City Clerk is directed to forward an attested copy of this resolution to Mr. McGhee's widow, Sara Louthan McGhee, of Roanoke, Virginia. Sherman P. Lea, Sr. Mayor Attest. to hanie M. Moon R nol City Clerk THE FAMILY OF SAMUEL HODGES McGHEE, III WISH TO EXPRESS OUR SINCERE THANKS FOR YOUR FRIENDSHIP, KINDNESS AND PRAYERS DURING THIS TIME OF GREAT SORROW CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Request for Public Hearing for Mill Mountain Zoo Lease and Agreement Background: Pursuant to the requirements of the Virginia Code, the City of Roanoke is required to hold a public hearing to authorize the leasing of City -owned property, designated as portions of tax map numbers 4070507, 4070521, and 4060505, to the Blue Ridge Zoological Society of Virginia, Inc. The Blue Ridge Zoological Society of Virginia, Inc. is a non - profit organization which leases property on Mill Mountain for the purpose of operating and maintaining the Mill Mountain Zoo. The term of the proposed lease is for five years, beginning ,January 1, 2019, and ending December 31, 2023. A City Council agenda report containing specific information regarding the proposed lease agreement will be provided to City Council as part of its agenda package for the public hearing. Recommended Action: Authorize the scheduling of a public hearing at City Council's meeting on Monday, December 17, 2018, at 7:00 p.m., or at such time as the matter may be heard, or at such other date and time as determined by the City Manager, to consider the lease of property to the Blue Ridge Zoological Society of Virginia, Inc. --------------------------- Robert S. Cowell, .Jr. City Manager Distribution: Council Appointed Officers Brian Townsend, Assistant City Manager for Community Development Michael Clark, Director of Parks and Recreation CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: FY 2019 City Manager Transfer Report Background: Under City Code Section 2 -121, the Director of Finance shall report quarterly to City Council any City Manager Transfers in excess of one hundred thousand dollars ($100,000) between funds, as well as between project and program accounts in the capital project fund and grant fund. Recommended Action: Receive and file the attached City Manager Transfer report for the 1=t quarter ended September_30, 2018. 7 -`�- -/ - -- ------- - - - - -- Robert S. Cowell, Jr. City Manager Distribution: Council Appointed Officers Rita D. Bishop, Superintendent, RCPS P.Steve Barnett, Assistant Superintendent for Operations, RCPS Kathleen M. Jackson, Chief Financial Officer, RCPS Amelia C. Merchant, Director of Finance City of Roanoke, Virginia Report of City Manager Contingency Three Months Ended September 30, 2018 (Unaudited) Transfer Number Date Explanation Balance of Contingency at July 1, 2018 Contingency Transfers: BO41234 09/04/18 Fees received by the City to be a License Agent for the Department of Motor Vehicles CMT18 -00130 09/28/18 Transfer funding for the VACP Annual Taining Conference held in Roanoke Available Contingency at September 30, 2018 2 To /From Amount $ 1,421,513 DMV Fees - City Portion 9,603 Police - Professional Fees (7,000) Adjustment from other APEB's 4i 1,4Z4,1 10 Cl-[� T--1 J Rr 1)) _ J BiKDING JROWw4e, U/) November 30, 2018 Honorable Mayor and Members of City Council, On behalf of the Market Building Foundation Board of Directors, I am pleased to present the annual report of the City Market Building. You will find outlined below a summary of accomplishments over the past year. Some of the most significant accomplishments over the prior and current calendar year include: • Net income for the 2017 calendar year totaled approximately $33,000. It is anticipated that operating results for the current calendar year, 2018, will be positive. • Event rental income has increased 40% from 2017 for a total exceeding $110,000 • We have implemented several changes to make the common area more inviting. One of the Foundation's main goals for 2018 is to cut expenses and increase revenue. Throughout that process, we negotiated contracts and changed vendors to create savings. Those contracts include HVAC maintenance, janitorial staffing, janitorial supplies, and maintenance items. We were able to maintain 100% tenant occupancy for most of the year and expand rentable space which increased leasing income. Charter Hall has had its most successful year to date. The city's premier event space hosted 88 separate events with total revenue topping $110,000. We have already booked $54,000 worth of events for 2019 and we are currently benchmarking our operations with similar facilities in an effort to identify additional revenue enhancement and cost savings. We continue to take action related to interior furniture and fixtures. This year the Foundation purchased 4 large reclaimed wooden tables from Floyd Rustic. These high top tables with colorful stools replace some of the metal tables and are a beautiful accent piece. They were made locally and have been the most popular seating areas in the building. Over the next year, we plan to add additional wooden table options on our mezzanines as we continue to improve the look and feel of the historic building. There were several large -scale projects completed at the Market Building this year. With the city's assistance, two new chillers were installed on our canopy roof allowing better energy efficiency and providing better cooling in the summer months. The system was designed to limit start/stop cycles, reducing wear and energy usage. We also installed a new door counter system for better tracking of our foot traffic. In the past three months since the system was installed, we have welcomed more than 95,000 guests to the Market Building interior. This doesn't include the patrons of Scrambled, Wall Street Tavern, Fork in the Market, and Carribica Soul who may choose to eat in the dining areas facing the outside of the building. I think it's safe to say the Market Building is thriving. With all of our tenant spaces filled and a fantastic mix of food options, the Market Building is well positioned to take advantage of the recent increase in downtown employees. We have worked with our tenants and Downtown Roanoke Inc. to promote our food options to new offices. Most long -term tenants have reported their best year to date. As we look forward to 2019, we are excited to take further steps to increase traffic to our tenants and overall income for the building. The Foundation Board of Directors would like to thank City Council for the financial support which, in turn, helps promote a stronger tax base and community usage of the City Market Building. Sincerely, Elliot Broyles Executive Director Market Building Foundation STEPHANIE M. MOON REYNOLDS, MMC City Clerk Margaret Douglas Butler 3406 Exeter Street, S. W. Roanoke, Virginia 24014 Dear Ms. Butler: CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerk(n)roanokeva.gov December 4, 2018 C°ECELIA F. MCCOV Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy Cih Clerk A communication from the City Clerk advising of your resignation as a member of the Roanoke Valley Greenway Commission was before the Council of the City of Roanoke at a regular meeting, which was held on Monday, December 3, 2018. On behalf of the Members of Roanoke City Council, I would like to express appreciation for your service to the City of Roanoke as a member of the Roanoke Valley Greenway Commission from December 5, 2016 to December 3, 2018. Please find enclosed a Certificate of Appreciation and an aerial view photograph of the Roanoke Valley in recognition of your service. Sincerely, AU *Ste hanie M. Moon Rey M City Clerk Enclosures CERTIFICATE OF APPRECIATION PRESENTED TO Margaret D. Butler AS A MEMBER OF THE ROANOKE VALLEY GREENWAY COMMISSION FROM DECEMBER 5, 2016 TO DECEMBER 3, 2018 ON THIS 4 DAY OF DECEMBER , 2018 IN RECOGNITION OF PUBLIC SERVICE FAITHFULLY RENDERED TO THE CITY OF ROANOK.E APPROVED: SHERMAN P. LEA, SR. MAYOR ATTEST: AM J� TEPH.ANIE M. MOON YNOL CITY CLERK CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Suite 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 F. -mail: clerknroanokeva.Qov STEPHANIE M. MOON REYNOLDS, MMC City Clerk December 3, 2018 The Honorable Mayor and Members of the Roanoke City Council Roanoke, Virginia Dear Mayor Lea and Members of Council: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise that Margaret D. Butler has tendered her resignation as a member of the Roanoke Valley Greenway Commission, effective immediately. Sincerely, •MA b*j Stephanie M. Moon Reynolds, MMC City Clerk Page 1 of 1 Greenway Commission Liz Belcher to: Stephanie.Moon 11/28/2018 03:55 PM Hide Details From: "Liz Belcher" <LBELCHER @roanokecountyva.gov> To: < Stephanie. Moon @roanokeva.gov> History: This message has been replied to. I just had a call from Douglas Butler, saying that she needs to resign from the Greenway Commission for health reasons. I told her I would let you know, and you would let me know if there is anything else we need to do. I am assuming that you will post the vacancy. Liz Belcher Roanoke Valley Greenway Coordinator 1206 Kessler Mill Road Salem, VA 24153 Office 540 - 777 -6330 Fax 540 - 387 -6146 Cell 540 - 392 -0526 liz. belcher(agreenways. org Ibelcher @roanokecountyva.gov file:/ / /C:/Users /smmoon/AppData/Local /Temp /notesB4EF35 /— web7982.htm 11/29/2018 STEPHANIE. M. MOON REYNOLDS, MMC City Clerk William Sellari 1833 Avon Road, S. W. Roanoke, Virginia 24015 Dear Mr. Sellari: CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: elerk(nwonnokeva.gov December 4, 2018 CECELIA F. MCCOY Deputy City Clerk CECEL1A T. WEBB, CMC Assistant Deputy City Clerk Enclosed is a Certificate of Appreciation and an aerial view photograph of the Roanoke Valley in recognition of your service. On behalf of the Members of Roanoke City Council, I would like to express appreciation for your service to the City of Roanoke as a member of the Roanoke Arts Commission from June 5, 2017 to December 3, 2018. Sincerely, Stephanie M. Moon Reynolds M City Clerk Enclosure PC: Melissa Murray, Secretary, Roanoke Arts Commission Susan Jennings, Art and Culture Coordinator CERTIFICATE OF APPRECIATION PRESENTED TO William Sellari AS A MEMBER OF THE ROANOKE ARTS COMMISSION FROM JUNE 5, 2017 TO DECEMBER 3, 2018 ON THIS 4TH DAY OF DECEMBER 2018 IN RECOGNITION OF PUBLIC SERVICE FAITHFULLY RENDERED TO THE CITY OF ROANOKE APPROVED: ATTEST: SHERMAN P. LEA, SR. STEPHANIE M. MOO REYNO MAYOR CITY CLERK CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Suite 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 R -maib A—kno mAnnkvva_onv STEPHANIE M. MOON REYNOLDS, MMC City Clerk December 3, 2018 The Honorable Mayor and Members of the Roanoke City Council Roanoke, Virginia Dear Mayor Lea and Members of Council: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise that William Sellari has tendered his resignation as a member of the Roanoke Arts Commission, effective immediately. Stephanie M. Moon Reynolds, MMC City Clerk STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1.536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E-mail: derk(Mroanokeva.gov December 4, 2018 Aisha Johnson Assistant to the City Manager Roanoke, Virginia Dear Ms. Johnson: CECELJA F. MCCOY Deputy City Clerk CECEL.IA T. WEBB, CMC Assistant Deputy City Clerk This is to advise you that Brianna Wilson has qualified as a member (Student/William Fleming High School) of the Youth Services Citizen Board for a term of office ending June 30, 2019. Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to -wit: I, Brianna Wilson, do solemnly swear (or affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member (Student/ William Fleming High School) of the Youth Services Citizen Board, for a term of office ending June 30, 2019, according to the best of my ability. (So help me God) The foregoing oath of office was taken, sworn to, and subscribed before me by Brianna Wilson this day of V 2018. Brenda S. Hamilton, Clerk of the Circuit Court STEPHANIE M. MOON REYNOLDS, MM( City Clerk CITY OF ROANOKE OFFICEOF'FHE C1'1'Y CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011-1530 Telephone: (540) 853-2541 Fax: (540) 853-1145 E-mail: clerk(wroanokeva.gov December 4, 2018 Amelia Merchant, Secretary City of Roanoke Pension Plan, Board of Trustees Roanoke, Virginia Dear Ms. Merchant: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise you that R. B. Lawhorn, Jr., has qualified as a City employee member of the Board of Trustees, City of Roanoke Pension Plan for a term ending June 30, 2020. Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to -wit: I, R. B. Lawhorn, Jr., do solemnly swear (or affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a City employee member of the Board of Trustees, City of Roanoke Pension Plan, for a term ending June 30, 2020, according to the best of my ability. (So help me God.) �262 R. B. LAWHORN J . The foregoing oath of office was taken, sworn to, and subscribed before me by R. B. Lawhorn, Jr., this 640 day of Novo) 2018. Brenda S. Hamilton, Clerk of the Circuit Court By , Clerk STEPHANIE M. MOON REVNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1.536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerk @,))roanokeva.gov December 4, 2018 Michele Vineyard, Secretary Personnel and Employment Practices Commission Roanoke, Virginia Dear Ms. Vineyard: CECELIA F. MCCOV Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise you that Colleen Burns has qualified as a member (Citizen at Large) of the Personnel and Employment Practices Commission for a term of office ending June 30, 2021. Sincerely, Stephanie M. Moon Reynold , City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to -wit: I, Colleen Burns, do solemnly swear (or affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member (Citizen at Large) of the Personnel and Employment Practices Commission for a term of office ending June 30, 2021, according to the best of my ability. (So help me God.) C ottan 6u;uva' COLLEEN BURNS The foregoing oath of office was taken, sworn to, and subscribed before me by Colleen Burns this 20th day of Ncyrrn bee 2018. Brenda S. Hamilton, Clerk of the Circuit Court v� CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Presentation Regarding GO Virginia Program I would like to sponsor a presentation by William H. Fralin Jr., a Region 2 Council Member of the Virginia Initiative for Growth and Opportunity (GO Virginia), to provide an overview of the activities and ongoing developments of the Program. GO Virginia supports programs to create more high - paying jobs through incentivized collaboration between business, education, and government to diversify and strengthen the economy in every region of the Commonwealth. -- - ---------- Robert S. Cowell, Jr. City Manager Distribution: Council Appointed Officers 0. VIRGINIA VIRGINIA INI GROW: OPPORj IN EACH REGIO! �0.Q, M GO VIRGINIA PURPOSE STATEMEN "Create more higher paying jobs incentivized collaboration, prim. through out -of -state revenue, w. diversifies and strengthens the e in every region" WHY IS THIS GO VIRGINIA'S PURPOSE? ► Proven track record of incentives being used to change behavior to accomplish economic goals. ► High- paying jobs have a strong economic multiplier and create economic opportunities for all Virginians. ► Focusing on economic activities that bring new income into the state - not just shifting market share - grows the economy. ► Even areas with strong economies could be doing better adapting to the changing U.S. economy. GOVA -ROLE OF REGIONAL COUNCILS ► Direct growth and diversification plan to identify needs and opportunities in region. ► Ensure business leadership. ► Prioritize projects for state board. ► Encourage collaboration inside and outside GO Virginia process. Region 2 Council Membership ► Marla Akridge, Alleghany ► John Dooley, Virginia Tech ► Pareena Highlands Economic Foundation University Development Corporation ► Michael Fleming, TORC ► Floyd Merryman, Sonny ► Fred Armstrong, Wiley Robotics Merryman (transportation) Wilson ► Watt Foster, Foster Fuels ► Marty Muscatello, FoxGuard ► Nathaniel Bishop, Jefferson College ► William Fralin, Medical Solutions Facilities of America ► Debbie Petrine, ► Ab Boxley, Boxley Materials ► Don Halliwill, Carilion Clinic Commonwealth Care of Company Roanoke, VT BOV ► Dr. John Capps, Central ► Mike Hamlar, Hamlar- Curtis ► John Putney, Town of Virginia Community College Funeral Home, PAC director Bedford IDA ► Kenneth Craig, Liberty ► Dr. Brian Hemphill, Radford ► Georgeann Snead, EDM Inc. University University ► Beverly Dalton, English ► Victor lannello Radiant ► Ray Smoot, Union Bank and Trust Construction Physics, Radiant Ventures (RECD) ► John Williamson, RCG ► Sandy Davis, BCR Property Management ► Terry Jamerson, Roanoke Resources Times .1 ECONOMIC GROWTH AND DIVERSIFICATION PLAN ► Identify economic opportunities, needs, and challenges for the region. ► Focus on talent /workforce, collaborative sites development, entrepreneurship and business development, technology development. ► Establish priorities among identified opportunities. ► Targeted Clusters and Workforce gap analysis. ► Align with existing plans and priorities- no duplication of ongoing efforts. ECONOMIC GROWTH AND DIVERSIFICATION PLAN PERFORMANCE METRICS ► Net increase in the number of high - paying jobs in a regio (including retention) ► Return on Investment ► Change in business sector /cluster mix ► Percentage of job increases attributable to out -of -state revenues GROWTH AND OPPORTUNITY GRANTS COULD BE USED FOR: ► Existing "cluster" scale - ups ► Busi ness- focused training and credentialing ► Site development ► Commercialization of R&D ► Startup collaborations ► Incubators/ accelerators SHOULD NOT BE USED FOR: ► Construction of transportation projects ► Incentive grants to privat companies ► Trade missions ► Quality of life projects ► Museums and entertainment venues REGION 2 TARGET INDUSTRY SECTORS ► Life Sciences and Healthcare ► Advanced Manufacturing ► Information Technology/ Emerging Technologies ► Food and Beverage Processing TALENT ► Region 2 Talent Collaborative ► Region 2000 and New River -Mt. Rogers Workforce Investment Boards, BIL Ridge Works, every city and county across the region ► GO Virginia $300,000, Other support $500,000 ► Stopping the Brain Drain: Talent Attraction and Retention Strategy Development ► The Roanoke Regional Partnership, Onward New River Valley, and the Lynchburg Area Business Alliance ► GO Virginia $60,500, Other support $70,600 ► Enhancing the Region Through New Technology for Unmanned Systerr ► Dabney S. Lancaster Community College, Alleghany County and the City Covington ► GO Virginia $76,000, Other support $357,000 ENTREPRENEURSHIP ► Capital Ecosystem Development: Capital Landscape Study ► Valleys Innovation Council, Roanoke Blacksburg Technology Council, Roanoke Regional Chamber and Small Business Development Center, Common Wealth Growth Group, VTC Innovation Fund, Region 2000 Technology Council, Bloomfield Partners, Lynchburg Business Alliance, Lynchburg Small Business Development Center ► GO Virginia $77,207, Other support $246,937 ► Regional Acceleration and Mentorship Program ► Virginia Western Community College, the Roanoke - Blacksburg Technolog Council, Cities of Lynchburg, Roanoke and Salem, Counties of Roanoke a Montgomery and the Town of Blacksburg ► GO Virginia $245,000, Other support $245,000 SITES ► Center for Energy Research and Education Industry Labs ► Liberty University, Framatome, Bedford County and Town, Campbell Country, City of Lynchburg ► GO Virginia $300,000, Other support $1,581,000 ► The Wood Haven Road Site Infrastructure Enhancement Project ► Western Virginia RIFA, Roanoke City and County, City of Salem ► GO Virginia $200,000, Other support $760,000 Plan for FY 2019 ► GO Virginia Region 2 is now accepting applications for their 2018 -2019 fundi cycle. ► Proposed projects should benefit an industry or region as a whole, rather th a single business entity. ► Projects should emphasize traded sectors and demonstrate an ongoing, region -wide demand for the project or program. ► Potentially interested applicants are required to submit a 1 -2 page letter of interest. ► https: / /econdev .vt.edu /GOVirginia /RFP.htmt Local Government Support ► We want good ideas from your community! ► We want active local participation! ► Proposal of Ideas ► Participation in Projects ► Cash or In Kind Support ► A $1 per capita cash fund for future projects! QUESTIONS? °r AGENDA CITY COUNCIL ?M To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Presentation Regarding the Healthy Living Index Project I would like to sponsor a presentation by Dr. Elizabeth Ackley- Holbrook, Professor of Health and Human Performance, Roanoke College, to provide an overview of the Healthy Living Index Project. ---- ---- - - - - -- -- -------- - - - - -- Robert S. Cowell, .Jr. City Manager Distribution: Council Appointed Officers the Roanoke Valley Community Healthy living Index: A Tool for Promoting Health Equity 0 1f The Need for Grassroots Health Surveillance Wip • Important given the influence of local context on health and the need to develop context specific approaches to address health disparities in all residents • Positions residents as agents of change • Leverages cross - sector partners to address inequities through data - informed community development P0,1ryoke its The Roanoke Valley Community Healthy Living Index • Established 2011— Impact of local context on youth health status •Annual assessment; partnership w/ public elementary schools • Objective measures of weight status (BMI- for -age) • Perceived access /barriers to healthy living 4 Neighborhood infrastructure, safety, social climate, engagement in healthy behaviors = ROANOKE COLLEGE" c.� The Roanoke Valley Community Healthy Living Index Underweight (< 5th percentile) Healthy weight (5th < 85th percentile) Overweight /Obese (> 85th percentile) �z ROANOKE COLLEGE Temporal Patterns in Youth Weight Status: NW Roanoke 70% o Underweight Healthy Weight Overweight /Obese 62% 60% '"�'- ---_„ 57 0 0 _ ------ - - -55% -- 54% 50% 39% 41% 42% 40% 35% __._.......... _ ...... _...__.__ 30% 20% 10% 3% 5% 4% 4% 0 o a o 0% 2012 2014 2016 2018 o Underweight Healthy Weight Overweight /Obese FW] Overweight and Obesity �a�wjr k( I" ,1 Y 17% 50 •• Ir�z ROOANOKI Sources Esri, HERE. DeLvme, USES, Intel Ia INCREMENT F. NRCa- C— OLLEyGE' S3org KcN), Esri 41--. Esri; Theilardj, MaF+nYlnaia. NGCC, 9 cp —st,e U-4- — taicut —, —a the GIs 7771L I r a_ 59 V, ttiM1Z ROANOKE :N COLLEGE sf } ±t ;ri. - GRE, USES, Intermap. INCRENIE-,,NT,R NRCar. Esri.ispae. t JE I, Esri Chirs Herg Kor,.Esri Korea. Esri hsiland), N140mylndia. ulacc, €3 r.StreetTvtap cca trii utcrs, 9Td the CIS User Ccmrmrity ky I f" =Perceived Safety 3L lt;�! 1 011, Ar 83% 'awls ROANOKE COLLEGE te HERE, DeLcie, USGS, Intermap, WCRE?,4ENTP. NRCari' Es'ri daps �. I ilwtilir.a :Horg Kona Esri Korea, Esri!Thailard), Mapmylndia, NGCC. 9 Steetklap contributms, ibd the GIS User Community 1842 ROANOKE COLLEGE fit' BikePaths TrafficControl Lighting ImproveSafety Clean UpNeighborhood Sidewalks Parks TraffiCControl UpdatedParks Covered Playground Sid vim BikePaths Nol mprovementsNeeded NatureTrails Roanoke: An Invest Health City THE Rox,.\oKE TIMES Roanoke, nonprofits want to set the table for � Strategies. fcy Healthier Cities Robert Whorl Tohnson � I�G1Aiv /CGTMCAIT THE OANOKE TIMES � -roan( Roanoke aims to bring curing social inequities into 20-year plan Plan Roanoke By Mart Chirtum matt.chttum@roanoke,com 981-3331 Jul l8,2018 1q {7) Roanoke officials are ChangeLab Solutions The Roanoke Valley Community Healthy 0'0 .1, " Living Index INVITATION FOR EXPRESSIONS OF INTEREST: A CALL FOR PILOT CITIES Cities of Opportunity: Healthy People, Thriving Communities Advancing City Leadership to Address Social Determinants of Health Impetus for Action In cities across America, the life expectancies of residents who live a few miles apart, and sometimes even blocks apart, vary by as much as five, ten or even 20 years. As illustrated by the County Health Rankings & Roadmaps, multiple factors (also known as social determinants of health) influence how long we live and how well we live. Economic, environmental and social conditions — ranging from education, employment, income, family and social supports to community safety, air and water quality, housing and transit — all play a role in agenda for action that seeks to improve the health and well -being of city residents. Through the pilot, NLC will help city leaders develop and implement robust, integrated action plans for their communities that are informed by peer learning and engagement with national experts. In the process, participating cities will help to co- create a new national initiative that advances the ability of cities to work across programs and agencies and craft more comprehensive strategies that improve health outcomes for their residents. The Vision shaping health outcomes in our communities. Cities of Opportunity are places where City leaders are uniquely positioned to residents can reach their full potential and improve these local conditions, advancing live productive, fulfilling and healthy lives as cross- cutting approaches that address part of a thriving community. In these cities, underlying factors of health and well- being. all residents — regardless of geography, background, age, race /ethnicity, Invitation to Join gender or wealth — have To harness the power of city leadership to access to: address social determinants of health, the For more info: National League of Cities (NLC) is piloting NLC.org /iyef Cities of Opportunity, which offers an Follow NLC: @LeagueofCities facebook .com /NationaILeagueofCities National League of Cities • Opportunities to learn and grow, from early childhood through postsecondary education; • Affordable, safe and healthy housing; • Economic opportunities, including family- supporting jobs and essential income supports; • Transportation and social networks that connect them to jobs, schools and community resources; • Safe neighborhoods that include accessible places to play and maintain active lifestyles; • Affordable, healthy foods and other community and family necessities. The Opportunity and Goal of the Pilot Project The pilot phase of Cities of Opportunity will focus on a subset of the factors noted above. Informed by interviews with a range of mayors and other city leaders, NLC will begin with three priority areas for the pilot and then expand the scope of the project in the future based on our learnings from this first phase of the initiative. The three initial priority areas include: VECONOMIC HOUSING CITY PLANNING & DESIGN OPPORTUNITY ea ft rti �_, ss:f phi i':LI j/ ,, l d plac.. i. °'r� S1,A, P,0f' A Vii`. call i #�•' °,.? vJiEEa ., ,C.v .. ,..: a }, t..! ,..{ r r - _t.z b ., �} Simultaneously, the pilot will also include a focus on aligning resources to drive change, including by promoting the effective use of data, broadening financing strategies, harnessing the role of civic engagement, advancing equity and expanding existing partnerships to ensure sustainability. What Cities Can Expect from Participation in Cities of Opportunity Cities of Opportunity provides an integrated framework for local elected officials and municipal leaders to improve the health and well -being of city residents by addressing multiple, inter- connected factors that affect how long we live and how well we live. NLC offers an Agenda for City Action, supported by Levers for City Action to help city leaders drive change. The Agenda for action — Initially, NLC will offer a set of strategies for city action, spanning municipal policies. programs and practices across economic opportunity, housing and city planning & design, to ultimately improve health outcomes in local communities. Lfw trs for City Action — In each of these areas, NLC will highlight levers that help cities zero in on who to work with, where to focus, and how to resource and sustain city efforts: r,, ,d _s =` v� a r I or f E,L rnr t.a,i, and ,, , _ _ff ~,pis to iii p t .is or ei= a r: . Cities for FINANCIAL EMPOWERMENT Fund DID YOU KNOW: Aam Iz Y American households have zero, or negative, net worth are not saving for an emergency . ul !,3 have a debt in collections W W are disconnected from mainstream banking INCREASINGLY, local leaders are realizing that individual and family financial stability is directly tied to neighborhood and community success. While community organizations have traditionally addressed these issues, local government leaders have learned the hard way that such financial instability both increases demand for, and decreases the success of, municipal social services. Recent research shows, for example, that families with even a small amount of savings are less likely to be evicted, miss a housing or utility payment, or receive public benefits when income disruptions occur. Financial empowerment spans four key disciplines: Local government is uniquely positioned to succeed in helping residents become financially stable. • SCALE Cities have a mandate to serve all residents, not just some. • QUALITY City leaders are locally accountable for meaningful investments and success. • TRUSTWORTHINESS -- A city voice or seal is a much - needed beacon through scams and costly fringe financial services. • CONVENOR Cities can bring partners from across sectors together to work towards a common goal. • POWER Cities can wield key regulatory and enforcement abilities. • AUTHORITY Cities have the ability to integrate financial empowerment into social service contracts and funding streams. • VOICE City leaders have a wide reach, both to inform and convene. DEPLOYING HOW ARE CITIES RESIDENT FINANCIAL STABILITY? Financial Empowerment Centers (FECs) — which provide professional, one -on -one financial counseling as a free public service — have helped people on parole in Lansing, MI move out of subsidized transitional housing faster as they build savings and budget for moving costs. The country is heading toward 50 FEC Cities in the next few years. In 16 cities across the country, young people can open a safe bank account, enroll in direct deposit, and save as part of their summerjobs. In some cities like Miami, young participants also see a financial counselor as part of the jobs program. Bank On Hawai'i County connects Section 8 Housing Choice Voucher residents who receive utility reimbursement checks to safe and affordable banking products to deposit their reimbursements. They are one of over 7o Bank On coalitions across the country working to connect residents to safe, affordable bank and credit union accounts. In San Francisco, every public school kindergartener automatically receives a college savings account containing $5o and opportunities to match ongoing contributions - and the Children's Savings Account movement has spread to over 30 states. Detroitjoined hundreds of other local governments when they launched a citywide Volunteer Income Tax Assistance Campaign, offering free tax preparation to residents and helping them build savings through credits like the Earned Income Tax Credit. San Antonio used evidence from their FEC clients to pass an ordinance limiting payday loans based on the borrower's income; Denver and Salt Lake City have just launched consumer financial protection offices. HOW DO CITIES GET STARTED? , i�g It hart# for resit ahead. • Cities convene stakeholders from across sectors (city agencies, community organizations, advocacy groups, business leaders, academics) to understand financial empowerment barriers and opportunities. • The first step is often to create a strategic plan outlining financial empowerment priorities. • Launching pilot programs supported by private funds allows cities to experiment before spending public money. • Pilots often lead cities to create new partnerships with community organizations who deliver or refer clients to financial empowerment services. They also galvanize support from city leaders and community stakeholders. • Program impact data and evidence of demand can make the case for program sustainability and broader investments in municipal financial empowerment efforts. used for additional model enhancements or to target specific populations. • Cities often expand services to other programs in which financial empowerment efforts can be integrated, enhancing those anti - poverty services to address underlying client financial instability. • Some cities open an office of Financial Empowerment or similar entity to create a permanent home for this work. PIFIVII 11 11011111 111 1 iiiiiiiiiiij 11111111 -In just its first 6 years, the CFE Fund is supporting over 50 cities with intensive technical assistance, paired with grants of over $34 million. The CFE Fund is expanding banking access through supporting local Bank On coalitions with strategic and financial support, as well as by liaising nationally with banking and regulatory partners, including through the first -ever Bank On National Account Standards and an online Bank On account certification process. in addition, the CFE Fund provides two -year support for full time coalition leaders in a multi- coalition Bank On Fellows initiative. a S,:mmer Jobs Connect transforms seasonal public employment programs for young adults into a structural banking access and financial empowerment opportunity. By integrating safe and appropriate banking products and direct deposit into the "first paycheck moment," sic partners, who also receive substantiatjob slot funding, connect young adults into the financial mainstream and introduce responsible banking, budgeting, and savings habits. Structured as free public services, FECs provide professional, one -on -one financial counseling to all residents generally and through social service integrations. Through our FEC Public platform, the CFE Fund is supporting cohorts of local government leaders to develop, launch, and implement the model, to build sustainable, ultimately government- funded public counseling programs. A recent FEC evaluation provides additional evidence of program success. Often seen as the flipside to asset building, local consumer protection departments safeguard consumer finances and programmatic gains through licensing, regulation enforcement, mediation, and outreach and education. The CFE Fund is assisting local governments to build out municipal consumer financial protection agencies within their local government infrastructure. cities launch, implement, and sustain financial empowerment work. CityStart engagements vary, depending on municipal goals, but are generally aimed at helping partners develop broad financial empowerment strategies and implementation roadmaps. r. The CFE Fund leads an industry-wide collaborative effort to advance the professionalism of the field offinanciat counseling for those with low incomes, convening expert stakeholders tc share perspectives and build consensus on the prcfessionalization, and thus funding and long -term sustainabitity, of these critical efforts. Visit .8 to sign up for our newsletter and stay updated on CFE Fund rant opportunities and field news. g pp Years a } From Start to Finish How to Permanently Improve Government through Health in All Policies 2 Introduction 5 How can this toolkit help you achieve Health in All Policies? 7 Why do we need a policy for Health in All Policies? 11 How do we implement a policy that formalizes Health in All Policies? 12 Convene & Collaborate 18 Engage & Envision 23 Make a Plan 27 Invest in Change 33 Track Progress 35 Resources 36 References Acknowledgments Written by Rebecca Johnson (policy analyst) and Heather Wooten (vice president of programs). Additional research and support by Amy Ackerman (consulting attorney), Allison Allbee (planner), Catalina Baker (copywriting and editing manager), Phebe Gibson (policy analyst), Kim Arroyo Williamson (senior communications manager), and Benjamin D. Winig (senior staff attorney and program director). All are affiliated with ChangeLab Solutions. Additional research by Ruben Farias (formerly of ChangeLab Solutions). This toolkit would not have been possible without the inspirational work of state and local leaders. Many thanks to the following for participating in interviews and reviewing drafts: Shannon Mace Heller (Baltimore City Health Department Office); Valerie Rogers (formerly of the Baltimore City Health Department, MD); Julia Caplan, Karen Ben - Moshe, and Linda Rudolph (Public Health Institute/ California Department of Public Health); Erica Salem (formerly of the Chicago Department of Public Health, IL); Nanette Yandell (formerly of Del Norte County and Adjacent Tribal Lands Building Health Communities, CA); Tina Zenzola, Shelley Saitowitz, and Lindsey McDermid (Health and Human Services Agency, County of San Diego, CA); Jerome Tinianow (Denver Office of Sustainability, CO); Max Gibson (formerly of Jefferson County Public Health, CO); Molly Hansen (Jefferson County Public Health, CO); Erica Padilla- Chavez (Monterey County Health Department, CA); Carrie S. Cihak (Office of King County Executive, WA); Matias Valenzuela (Public Health - Seattle & King County, WA); Gabino Arredondo and Shasa Curl (City Manager's Office, Richmond, CA); Michael Osur (Riverside County Department of Public Health, CA). Developed by ChangeLab Solutions with funding from The California Endowment. ChangeLab Solutions is a nonprofit organization that provides legal information on matters relating to public health. The legal information in this document does not constitute legal advice or legal representation. For legal advice, readers should consult a lawyer in their state. © 2015 ChangeLab Solutions Design by Wick Design Studio Illustrations by Ethos3 changelabsolutions.org 1 Health is one of our most precious resources. People everywhere want their families and communities to be healthy and to thrive. But what does it really take to make that vision a reality? We all need healthy food, clean water and air, and safe parks and green spaces for recreation and play. We need to be able to get around safely on foot and bicycle. We need the places where we live, study, work, and play to be tobacco free. We need homes that are safe, well maintained, affordable, and located in neighborhoods that provide access to daily needs. We need communities that are free of violence, where there are good jobs and opportunities to start and grow our own businesses. We need healthy schools where our kids can learn, grow, and succeed. We need to feel connected to our neighbors and our communities. The fact is, health is influenced by the interaction of many factors — not simply by genetics, individual behavior, or even access to health care. It is now widely accepted that the environments in which people are born, live, learn, work, play, and age have the greatest impact on health outcomes across populations. Researchers and public health professionals refer to the conditions in these environments as the "social determinants of health." 1' A growing understanding of the social determinants of health and their significance has led to a call for public policy that shapes the social, physical, and economic environments in ways that are more conducive to health.' However, policies that determine whether a person has access to healthy food 4 clean waters and air,56 safe places for play and physical activity,6 affordable, quality housing; jobs,63 and schools8,9 are typically developed and implemented by agencies other than health departments, including planning, transportation, social services, education, economic development, fire, police, sanitation, and public works departments 10 To achieve a vision for healthier communities, we need a new approach, one in which every part of government plays an active role. That's the idea behind Health in All Policies. What is Health in All Policies? Health in All Policies is a collaborative approach to improving the health of a community by incorporating health, sustainability, and equity considerations into decision - making across sectors and policy areas' changelabsolutions.org 2 Health in All Policies: A Guide Decisions that local governments make about food access, housing, transportation, public safety, education, sustainability, climate change, parks, air and water quality, criminal justice, and economic development can and should be directed toward improving health outcomes. To achieve Health in All Policies, local governments must adopt a new approach to decision - making. This approach requires the various agencies and departments whose policies and actions affect the social determinants of health to recognize shared goals, collaborate, and coordinate their efforts. In addition, public agencies must engage with residents, community - based organizations, and experts to gather data and ensure the changes in decision-making are responsive to community needs. Communities across the country (including California;" Denver, C0;12 King County, WA;t3 Massachusetts;14 Richmond, CA;15 Richmond, VA;16 and Washington, DC17) have adopted jurisdiction - wide policies that require public agencies to work together to improve health, promote sustainability, and strengthen local economies. Effective Health in All Policies initiatives are developed by and for the particular community. The initiative's overarching focus must resonate with everyone involved, including public agencies, local groups, and residents, whether it's framed around health, wellness, equity, sustainability, or something else entirely. While there is variation in local Health in All Policies initiatives, they usually share the same fundamental principles:18 OCreate an ongoing collaborative forum to help government agencies work together to improve public health; © Advance specific government projects, programs, laws, and policies that enhance public health while furthering participating agencies' core missions; and © Embed health - promoting practices in participating agencies. changelabsolutions.org 3 How does Health in All Policies differ from other approaches? There are many approaches for improving health through policy, systems, and environmental change. For example, communities have made significant inroads in addressing health challenges, such as tobacco use, teen pregnancy, childhood obesity, and injuries, by adopting individual policies that improve health. Models like "collective impact" also provide a framework for mobilizing community members and stakeholders to promote the adoption of healthy policies. itions can be highly ends on targeted funding I for the "issue of the dwindle over time. More nnPorranny, inese approaches don't fundamentally change how governments make ongoing decisions about policies, programs, and practices. Health in All Policies isn't the only way to make healthy policies, but it is an efficient model for ensuring health is consistently considered in policymaking over the long term. Changel-ab Solutions' model policies achieve this by setting up a permanent structure that enables government agencies to come together to share best practices, learn from one another, and align their objectives. This approach also helps the jurisdiction identify training needs, develop tools, and establish accountability mechanisms to help government staff at all levels apply a health equity lens to their work. changelabsolutions.org 4 One of the key objectives of Health in All Policies is to create lasting change in government structures and processes:' Over time, Health in All Policies work leads to institutionalizing a Health in All Policies approach throughout the whole of government. This involves permanent changes in how agencies relate to each other and how government decisions are made, structures for intersectoral collaboration, and mechanisms to ensure a health lens in decision- making processes. "' This toolkit is specifically designed to help communities institutionalize a Health in All Policies approach through policy, ensuring that structural change is sustained over time, even when there are shifts in staffing and leadership: From Start to Finish: How to Permanently Improve Government Through Health in All Policies (this document) This is an introduction to Health in All Policies. It outlines five key strategies for effectively adopting and implementing a policy to formalize Health in All Policies. 5 KEY STRATEGIES FOR IMPLEMENTING A STRONG POLICY FORMALIZING HEALTH IN ALL POLICIES Convene IRERW & Collaborate 0 /10"9 Engage & Envision Make a Plan Invest in Change C3 changelabsolutions.org 5 Track — Pro ess — changelabsolutions.org 5 Collaborative Health: A Health in All Policies Presentation (click here) Obtaining buy-in from leadership is critical to the success of a Health in All Policies initiative. This presentation is designed to help make the case for Health in All Policies and build support for an initiative among leaders and community members. Slides and a sample script are included; both resources can be tailored to a particular audience or a community's specific needs and interests. Commitment to Change: Model Policies (click here) The heart of this toolkit is three model policies that institutionalize Health in All Policies. They offer policy options for communities at different stages of readiness, or that face different opportunities to create change. Each model policy includes actions and provisions targeting the five key strategies that should be included in any strong initiative advancing Health in All Policies. All three can be adapted to fit the local context. Health in All Policies Model Ordinance This policy is the most comprehensive of the three options. It is designed to help a jurisdiction fully implement Health in All Policies. The model ordinance establishes a health framework that can be applied in decision - making and government operations. It establishes an interagency or interdepartmental Health in All Policies task force, and requires that the task force develop a strategic plan and publish regular status reports. Health in All Policies Model Resolution The model resolution is designed to help cities and counties that are ready to take initial steps to implement Health in All Policies. The resolution formalizes the jurisdiction's commitment to using qtr;. a Health in All Policies approach, and establishes an interagency or interdepartmental Health in All Policies Task Force. It then directs agencies and departments to identify the ways in which their work affects health outcomes, and to submit a report with recommendations for improving health equity through changes to policies, programs, or practices. Health in All Policies General Plan Language This model language provides an example of how communities can include a commitment to Health in All Policies within a policy that is focused on the actions of a specific agency or sector (in this case, planning). The model policies in this document are designed to be included in a health element of a community's general plan or in another section of the plan that addresses health. They support the five key strategies of Health in All Policies, but focus specifically on opportunities within the sphere of the general plan, such as land use, transportation, and development. We encourage you to contact us for ideas about adapting these model policies for your community! changelabsolutions.org 6 Every government agency affects health. Doctors, hospitals, and local health departments can only do so much to improve the health of the community. Health in All Policies calls on the participation of every government agency, because every government agency makes policy and program decisions that affect health. Ignoring or overlooking how policy affects health costs our economy enormously in lost productivity, health care expenditures, and lowered quality of life. For example, diabetes costs the nation more than $670 million a day in direct medical costs and lost productivity.19 Asthma costs the United States more than $55 billion each year .20 And, in 2005, there were more than 173,000 traffic collisions involving pedestrians; medical care and lost productivity associated with just that year's collisions cost more than $10 billion across victims' lifetimes .21 Many individual public agencies and policies can play a role in reducing these health risks, reaffirming the importance of including health considerations in all decision - making. changelabsolutions.org 7 We need everyone to work together if we are going to tackle some of our biggest challenges. For more than a century, we've used policy to protect people's health. This has resulted in some big successes. For example, laws that prohibit smoking in public places and raised the price of tobacco products have helped save more than 1.6 million lives since 1964.22 Seat belt laws have saved more than a quarter of million lives since 1975.23 However, we have also made many policies without ever taking health into account. Governments' increased focus on specialization and compartmentalization has allowed agencies to make changes to our environments in isolation, without ensuring those changes are coordinated or consistently applied. For example, the separation of the fields of planning and public health in the early 20th century spurred the development of highly specialized training, tools, and method S.24 Now, evidence showing how urban design affects public health reminds us that when we don't collaborate, we risk undermining our own best intentions. Disjointed or uncoordinated policies prevent us from effectively tackling major societal challenges, such as violence, poverty, climate change, and chronic disease. For example, a parks and recreation department might invest in a new park, which contributes to rising property values for nearby home S.25 The department might do this without working with the local housing agency to ensure that as property values rise, current residents can still afford to live in the neighborhood. When parks and recreation makes changes without coordinating with the housing department, the community misses the opportunity to make a healthy neighborhood for all residents. In another instance, a transportation department might be focused on reducing congestion by expanding a roadway. The department may have decided to add new lanes without considering how the additional cars will increase air pollution, which could exacerbate nearby residents' asthma. They may also have missed research on how designing streets that encourage people to walk, bike, and take transit could both help residents be healthier and reduce congestion. When the transportation department's policies don't routinely take health into account, the community misses the opportunity to create a safer and more effective transportation network. changelabsolutions.org 8 Health in All Policies can improve health for all people, especially those at highest risk for poor health outcomes. The transformative government model underlying Health in All Policies has been used to promote health, equity, sustainability, or simply wellness. Each of these goals represents an overarching, "big- picture" community commitment. This toolkit focuses on one such goal: achieving the highest level of health for all people, also known as "health equity." 16 Across the U.S., communities face the high social and economic costs of health inequities, or differences in health associated with individual or group-specific attributes (e.g., income, education, or race /ethnicity) that are connected to social disadvantage as well as historical and contemporary injustices, and which can be minimized through changes to policy, programs, and practice S.27,28.29 For example, African - Americans are far more likely to die as infants, die from heart attacks and stroke, and be murdered than Whites.30 Hispanics and Latinos are more likely to be hospitalized from a preventable cause than Whites.30 Low - income populations are more likely to suffer from asthma, be hospitalized for preventable causes, and be diagnosed with diabetes than wealthier people.30 Health inequities, such as those listed above, are the result of social, physical, and economic conditions shaped by laws, policies, and ongoing practices. Those conditions determine whether someone can buy fresh fruits and vegetables in their neighborhood,Z9 walk safely to and from school and work '29 graduate from schoo1,57 find a job,5' and live in a home free of pests and mold.31 While public policies tend to affect whole populations, many health-promoting policies can and should be targeted where the need is greatest. Health in All Policies can improve health equity by systematically changing how government makes decisions about policies, programs, and activities. For example, King County, WA, has changed how public investments that support health are prioritized. We took a pretty serious look at how parks, trails, and open space are allocated across the county. When our Department of Natural Resources and Parks looked at how to allocate new projects, they really tried to put projects on an earlier timeline that were in areas where there are large communities of color or people of lower incomes and a deficit of these resources. We're trying to create more equity in the distribution of those resources .1139 changelabsolutions.org 9 Health in All Policies can be a vehicle for improving government efficiency. Coordinating government efforts can create efficiency and improve public agencies' relationships with the community. After adopting a Health in All Policies approach, Riverside County, CA, was able to streamline their services. When we used to approach a city department in our county or an organization in the community, we would often learn that three or four different programs from county government had already visited them. This was driving those groups crazy because we'd send a nutrition person first. Then we'd send an injury prevention person. Then I'd send the planner. So now we go as a group, and they get all of us at the same time .1154 A Health in All Policies approach can improve the economic well -being of a community. Healthier workers are more productive, have fewer sick days, and have decreased health care costs." Similarly, healthier students learn better and are more likely to graduate schoo1.13 And healthy older adults live longer and require substantially less health care. 14 Policies that make the community healthier have seen significant return on investment by reducing health care costs,35 creating jobs,36 and increasing tax revenue.37 Researchers have suggested that more than 50 percent of economic growth in the U.S. during the 20th century was the result of improvements in population health .38 In just the area of obesity prevention, for every one dollar invested in obesity prevention, there is a return of an estimated $5.60.35 A policy formalizing Health in All Policies can sustain success over the long term. While there are many ways to achieve Health in All Policies, adopting a community-wide policy can solidify a jurisdiction's commitment to the initiative. A formal policy requires government agencies to collaborate and helps them be full partners in creating healthier communities. A policy can also ensure that support for the initiative is sustained over the long term, and that early victories build toward lasting success. By ensuring participation in the initiative continues even after leaders and staff leave, an official policy can make health an enduring part of every department's agenda. changelabsolutions.org 10 Health in All Policies may look different in different communities;,'' but after interviewing a dozen communities and reviewing policies used to guide such initiatives, ChangeLab Solutions identified five key strategies that are needed when implementing a strong policy formalizing Health in All Policies. This toolkit's Model Health in All Policies Resolution, Ordinance, and General Plan Policies all contain language that supports these five key strategies. However, the policies' language does not address every aspect of implementing a Health in All Policies initiative. For example, the policy language does not specifically address galvanizing support for Health in All Policies, because that cannot be legislated. But the importance of attaining definitive support from senior -level government leaders cannot be overstated' Before a policy is adopted, and even as it is implemented, proponents of Health in All Policies will need to continue to educate leadership to build and maintain buy-in. Proponents will also need to consider how momentum will be maintained after the initial champions' own departures. The following guidance is culled from communities that are putting this work into practice. These tips and lessons learned are applicable to any community considering or adopting a policy to support Health in All Policies. THE 5 KEY STRATEGIES INCLUDE: Convene & Collaborate Engage & Envision �er Make a Plan 0 Track UL Progess changelabsolutions.org 11 Relationship building is central to Health in All Policies. Cultivating partnerships across agencies ensures efforts can be coordinated and helps create buy -in for integrating health equity as a core value of every government agency. For this reason, each of ChangeLab Solutions' model policies establishes, or encourages participation in, a Health in All Policies task force. Both the Model Health in All Policies Resolution and Ordinance require the establishment of a Health in All Policies task force to identify and pursue opportunities to improve health. The model general plan language tasks the planning department with developing and participating in channels that facilitate cross - department collaboration, including interdepartmental task forces as well as formal and ad-hoc working groups. Who should participate in a Health in All Policies task force? Because top-level buy -in is critical to the success of a Health in All Policies initiative, most local communities make sure the Health in All Policies task force involves the head executive from each I= participating agency or department. The agencies or departments that participate in the task force will vary from community to community. Below are examples of departments and agencies that communities may want to consider including in their Health in All Policies task force: ✓ Community /Economic Development ✓ Finance ✓ Parks and Recreation ✓ Planning ✓ Environment ✓ Housing ✓ Human Services ✓ Public Health ✓ Public Works ✓ Small Business ✓ Public Safety ✓ Transportation All three model policies can be tailored to highlight locally - relevant agencies and departments. changelabsolutions.org 12 How do you establish a task force? Even when a policy requires agency leads to work together, those leaders may still need help recognizing how the work of each department can support Health in All Policies. Here are a few implementation strategies communities have used when convening their Health in All Policies Identify a lead agency or office Both the Model Health in All Policies Resolution and Ordinance call for the identification of a lead agency to oversee the initiative. Some communities, such as Monterey, CA and Denver, CO, have established a new office specifically to carry out this function. Staff from the new office are tasked with meeting with different agencies, departments, and offices to develop relationships and educate partners about the initiative. Although most agencies' participation in Health in All Policies is unfunded, critical to [their] success has been funded staff (housed in the Department of Public Health) that convenes meetings, facilitates cross - agency interactions, generates written products, and maintains documents, protocols, and institutional memory. Health in All Policies - dedicated staff also ensures process accountability: Health in All Policies is their main job, not an add-on. "18 Not every community will need a Health in All Policies office. In fact, King County, WA, deliberately chose not to start by establishing an office, because they wanted equity to be integrated into everyone's work. •s• uu Taking that very integrated approach required us to be very intentional about our equity work in order to maintain focus and accountability. "39 Be strategic when establishing a lead Health in All Policies agency When a jurisdiction first identifies a lead agency to convene and support the task force, it should ensure that the lead has the authority to carry out the tasks identified in authorizing legislation (such as, requiring agencies to report on progress toward health equity goals). This often means naming a cabinet -level agency, such as a mayor's or city manager's office, to head the task force. An earlier version of the initiative was not a cabinet-level agency and therefore could not deal with the other agencies as peers. Because the city wanted sustainability to be the basic operating approach of every city agency, rather than a standalone program that's not really related to the day-to-day work of the agencies, the city created a cabinet - level Office of Sustainability that teaches sustainability theory and practice to all of the other agencies. "40 changelabsolutions.org 13 Determine whether there is an existing interagency group that meets regularly and is able and eager to implement the Health in All Policies initiative; if no group exists, create a new one Many communities have existing multi- agency task forces that may be tackling any number of community issues, such as teen pregnancy, juvenile justice, aging populations, obesity, and chronic disease prevention. The model policies included in this toolkit are designed to create an interagency task force with a broad scope and representation from all agencies. The Health in All Policies task force should coordinate with any existing multi- agency task forces. Some communities may find they can expand an existing task force to take on Health in All Policies; however, there may be structural or other reasons why creating a new group makes more sense. The ordinance requires that we establish an interagency team that includes every government agency in order to learn from each other, share ideas, help to develop best practices, and then find some common areas of work across the county. When we implemented that team, we realized it was the only team in county government that actually included every agency. "" Frame the initiative in a way that resonates with all departments so each will see the initiative as core to their work Every Health in All Policies initiative needs to be framed around issues that all the agencies involved consider important. The initiative's objectives must reflect their core values. Because there is sometimes a perception that health departments and health care providers are the only groups responsible for health, many communities have chosen to frame their initiative in more inclusive ways, using frameworks like equity, sustainability, or wellness. This approach helps every agency see improving health as their responsibility. Our collaboration is focused on health equity, and has been framed as, 'This is work that city staff is already doing or has a responsibility to accomplish.' This allows us to ask questions such as, 'Where are opportunities for us to collaborate more frequently, how can we achieve greater outcomes for the community, and how can we make our day -to -day work a little easier ?' It has not been perceived or pitched as, 'Oh, there's this whole new work.' 141 Focus on relationship building It will take time to build relationships across sectors. Every collaboration requires trust among the departments involved, and people need to see how working together can benefit them. Spending time on relationship building from the outset is important to get people excited about the initiative and to help them stay motivated when challenges arise' changelabsolutions.org 14 The glue that has kept us going is the relationship building exercises we've embedded into every meeting we've had. To this day, we begin every meeting with a relationship building exercise, which sets a tone for very genuine conversations among directors of departments and agencies that I'm not so sure would have been in these meetings a year and a half ago. "42 Assess each task force member's understanding of how the environment affects health and what Health in All Policies means Task force members may already instinctively understand how the environment affects health. They may also already have a basic understanding of what Health in All Policies means, especially if the community has organized around health issues prior to adopting a formal policy. Lead staff should assess where Health in All Policies task force members are in their understanding of the framework, and tailor materials and trainings appropriately. This assessment can be done very informally, in a way that starts to foster relationships and a shared understanding of how policies affect health. At the first meeting... Task Force members were asked: 'When you hear the term 'healthy community,' and you think about the health of yourself and your family and kids, what comes to mind ?' The responses demonstrated that the task force members intuitively understood that health happens in schools, neighborhoods, and workplaces, and that environments shape their own health behaviors. "' Educate other sectors about Health in All Policies Whatever the focus of the Health in All Policies initiative, staff across all agencies may require training on the relevant issues. They are going to need to know, at minimum, the following: 1. What the initiative is; 2. Why it is important to the community; 3. How it affects their work; 4. How their work affects the initiative; and 5. Why making changes will benefit them and the broader community. We realized right away that we couldn't engage people just because we wrote it in our strategic plan. We had to do some education around Health in All Policies. We had to educate people on what Health in All Policies means to their particular area of concern and how it could be a benefit to them to work more intentionally together.' 141 Be prepared to address any pushback from departments that don't readily see the initiative as relevant to their work Even with support from city or county leadership, collaborating can be a challenge. For example, if there is a lead department, other departments may feel that the lead is taking over. Address these concerns by meeting with leadership early and frequently. Case in point: When the Baltimore City Health Department began working on Health in All Policies, another city agency initially thought the health department was duplicating efforts. However, after leadership from both departments met, they were able to come to a shared understanding of why working together was valuable. changelabsolutions.org 15 By coordinating our efforts, we are able to connect their program with some of the programs that they didn't know we had. I think that was a light bulb moment, and it helped them realize, 'Okay, they are not taking over our programming in this area. There's really some benefit for us working together. We can reach more people.' '43 Look for win-win strategies When convening a Health in All Policies task force, it is critical to find win -win strategies. Effective Health in All Policies initiatives provide mutual benefits to everyone involved, and collaborations that bring together multiple agencies can solve a community's priority problems. Finding and capitalizing on opportunities to advance a diverse set of priorities and objectives can strengthen relationships between partners 44 A lot of people's concerns involve multiple city departments. We are able to get city staff representatives from different departments to sit together to come up with responses and strategies to deal with multiple opportunities and challenges that come up, from something as simple as, 'My street is messed up,' to maybe, 'How do I approach the school district or the county for something ?' or, 'I have a big park project.' It's easier to be responsive when there are people from different departments to look at the same problem. "45 Be strategic about what's "mandatory" Every Health in All Policies task force meeting does not necessarily need to involve every agency. Meetings can be flexible based on the meeting's agenda topics and the needs of the participating ; - 7.. individuals. To make this work effectively, there must be buy -in from leadership, so that leaders recognize the importance of attending meetings. What has been really important about this initiative is that it's something the city manager and the community has indicated is a priority, but it's not something that has been framed as mandatory work. Depending on the subject area the group is working on at any given time, the group ebbs and flows. So, for example, sometimes it'll be really important for someone from finance to participate. Other times it'll be really important to have the library and their staff participate. The biggest thing is to build stronger bridges with the departments that you're already working with .1141 If something does come up during a meeting that may require the input of an agency that is not in attendance, the task force should reach out to that agency after the meeting. changelabsolutions.org 16 When an agency doesn't attend a meeting and something comes up that is relevant to their agency, I'm coming to them. For example, one of departments doesn't come regularly. However, we've worked with them on numerous strategies around tobacco control. "46 Use the interagency task force to hold different departments accountable to the initiative A recurring theme among Health in All Policies initiatives is that team meetings can create healthy competition between agencies. The Health in All Policies task force provides a venue for each agency to showcase what they are doing to achieve the policy's goals. MMMMW- - —� You do need a real accountability mechanism. Part of that is through our interagency team. Just simply having everybody around the table and being required to come to meetings, submit their commitments and talk about the work that they're doing has created a spirit of friendly competition between our agencies. If people aren't stepping up to the plate, they're being held accountable by the other agencies at the table. "39 Have each department make a commitment to the initiative. The task force can then review those commitments to identify areas where it makes sense to collaborate. AkAh I& changelabsolutions.org 17 Everyone — community members, community - based organizations, anchor institutions like hospitals and universities, faith -based organizations, and businesses — has a role to play in building healthier communities. Successful Health in All Policies initiatives engage community members and partner organizations to solicit their input, develop a vision of a healthy community, and identify and prioritize changes to policies and practices. The very process of engaging the community directs the Health in All Policies initiative and helps garner support for next steps. In recognition of this, all three model policies include language that encourages or requires community engagement in the creation of a vision of a healthier community. For example, the Model Health in All Policies General Plan Language tasks the planning department with proactively and meaningfully engaging community residents in planning and development processes using culturally appropriate and accessible channels. The Model Health in All Policies Resolution states that the task force will solicit broad input from residents as well as community-based and private sector organizations about how the community's policies, practices, and procedures could be improved to benefit health outcomes and reduce health inequities. The Model Health in All Policies Ordinance goes the furthest, requiring community engagement both for the development of the Health in All Policies plan (see Make a Plan) and when completing annual or biennial reports (see Track Progress). Community engagement can be planned for in two primary phases: first, to inform the development of a Health in All Policies strategic plan, and second, to inform ongoing work over time. Advice and best practices for each phase are provided below. changelabsolutions.org 18 Engaging the community to inform the development of the initiative's strategic plan or report Effective Health in All Policies initiatives engage the community in developing a strategic plan or report. These initiatives work with community members to do the following: • Create a vision for a healthy, sustainable, and equitable community; Identify specific issues that are important to the community and cut across multiple sectors; 1i Assess and prioritize data about existing health concerns and health inequities; and Collect input on the kinds of action steps that government agencies should take to improve the health of their community. Below are just a few implementation strategies for engaging the community and working with residents to identify areas of health inequities, as well as priorities for improving health. Tap into existing public meetings to engage the community If there are regularly scheduled public meetings that are attended by community members, start there. For example, many departments, agencies, and commissions frequently hold public meetings to solicit feedback from the community about proposed policies or to brainstorm ideas about future city or county actions. These meetings present opportunities to obtain input from key stakeholders about the community's major health concerns and provide a focus for the Health in All Policies initiative. Communities can also apply a Health in All Policies approach to existing meetings. For example, different agencies' regularly scheduled meetings could be held jointly, or representatives from other agencies could attend scheduled meetings of different agencies. Taking this approach enables staff from multiple agencies to hear community members' concerns, which in turn facilitates cross - collaboration between agencies. Look for different ways to solicit input from the community In addition to soliciting input at formal public meetings in government buildings, it is also important to go to the places where people are. Solicit input by holding focus groups, conducting surveys in person or electronically, interviewing key stakeholders, and hosting town hall meetings throughout the community.47 Consider collecting feedback at schools, faith -based organizations, shopping centers, parks, salons, or at community events like farmers' markets and festivals. St. Paul, MN, even has a "Pop-Up Meeting" truck that visits various events and areas throughout the city to solicit feedback on community priorities.48 Health in All Policies task forces may also want to consider strategies like conducting interviews with specific community leaders and stakeholders.' Be open to having meetings not just here at city hall, but at other places like school sites and churches. Hold meetings with small groups, meetings with big groups, meetings in different languages. A lot of how we've done community engagement has been by being accessible to people's questions and concerns. People want to be involved from the beginning — not just when there's already a final version of our strategies. "45 changelabsolutions.org 19 Gather input that represents the full community A robust community engagement process will strive to reach as many people as possible, including neighborhoods most affected by inequities and people and groups whose voices are traditionally missing from public policy debates. The model general plan language provides specific suggestions for accomplishing this, including providing translation services, providing child care, holding meetings at a variety of venues throughout the community, and using participatory facilitation techniques. One way to reaching the full community is to ensure that all geographic areas of a community are represented in the process. We actually visited all of our neighborhoods — there are about 27 or 28 — to engage residents in prioritizing and helping to identify or recommend solutions to address their top concern S."43 In addition to geographic diversity, special populations or groups may need to be targeted to achieve an equitable engagement process. The process of developing our strategic plan included engagement with the public, and we took an equity lens to this as well. We intentionally sought to engage with lower - income communities, communities who had limited English proficiency, and communities of color. "39 1�i Use existing data to inform efforts, and consider collecting your own data Before adopting a Health in All Policies ordinance, resolution, or general plan language, many jurisdictions will need to complete a baseline health assessment of the community. Baseline information will help a jurisdiction identify health inequities and set priorities for improving health. If an assessment already exists, the jurisdiction can refer to that data. For example, local health departments and nonprofit hospitals can provide or help identify baseline assessment data. Most health departments routinely collect a range of health data, and more than two - thirds of local health departments have conducted a Community Health Needs Assessment within the last five years .49 Nonprofit hospitals are also required to conduct a Community Health Needs Assessment every three years.so changelabsolutions.org 20 r Additional data may be available from public data sets, such as County Health Rankings, Community Health Status Indicators, Behavioral Risk Factor Surveillance System, Environmental Public Health Tracking, and American FactFinder. However, even if a community has already conducted such an assessment, they may need to collect additional data. For example, it may useful to conduct walking assessments,51 or create maps identifying where resources, like parks and grocery stores, are located .52 Other relevant local data may be gleaned from general plans, strategic plans, government budgets, or annual reports from individual departments like the police department or code enforcement. The Health in All Policies task force should encourage community members to participate in the collection of local data. They should also share data collected from national databases or existing needs assessments with community members in an understandable and accessible format. This will ensure that community members have the opportunity to prioritize health concerns identified in data, as well as the action steps needed to address these health concerns. Both data collection and community engagement should lead to the creation of a shared vision for a healthy community. Encourage the use of innovative techniques to ensure ongoing community feedback The Model Health in All Policies Ordinance includes language requiring the Health in All Policies task force to involve the community in the development of annual or biennial reports (see Track Progress). However, many communities take an even more robust approach. Continued community engagement can increase transparency and support from the community. This kind of engagement ultimately improves government policies, programs, and services. It's important that we have city staff that interact with the community in an ongoing way, not just on a specific initiative. 1145 Communities may wish to use the following strategies to ensure that multiple perspectives are considered and reflected in an initiative. changelabsolutions.org 21 Consider establishing a community advisory council Because going into the community to solicit resident feedback can be a large undertaking that is not feasible for every issue that arises, some communities establish ongoing community advisory councils. These groups usually include representatives from relevant local constituencies, including residents, faith -based organizations, neighborhood groups, business groups, youth organizations, or other community based organizations. We created our own advisory council, which includes folks mainly from the public and NGOs (non - governmental organizations). They meet monthly to advise our program. "4o Determine whether you need multiple advisory bodies in large counties with several towns, it can be difficult to convene a single group, and it may be necessary to convene more than one. We discovered with our county that it is very difficult to engage a group of cross- sectoral representatives on topics such as land use when you have regional differences within the county. The land use issues inland, for example, may be very different from the land use issues that the Coastal Region shares. We quickly realized that we needed to regionalize our approach .1141 Use surveys to evaluate how your initiative is going Surveys can be used to assess progress both inside and outside of government. Some communities rely on employee surveys to track progress and get a sense of staff members' familiarity with specific issues. Other communities have updated their resident surveys to include health questions. Every two years, the city does a city survey. As a part of our system changes, we now also include questions on self-rated health and how city services impact health .1145 changelabsolutions.org 22 Both the model resolution and the model ordinance direct the Health in All Policies task force to create a report or a strategic plan. This plan should incorporate feedback collected during the Engage & Envision process, and establish goals and actions for the initiative. For example, the plan may call for revising or adopting new policies, or developing specific tools, such as check lists for analyzing budgets or policies with a health equity lens. Below are some of the implementation strategies communities have used when developing a Health in All Policies strategic plan or report. Include a summary of information collected during the envisioning process During the Engage and Envision process, the Health in All Policies task force asks residents what their vision is for a healthy community, what they want their government to focus on to create a healthy community, and what the collected data reveals about the health of their community. This information should be summarized in the plan, and the action steps outlined in the plan should reflect this information. Identify policies and actions that, when taken together, can improve health Government agencies do many things. They collect data; provide services; educate the general population on a range of topics; function as a major local employer; regulate and enforce existing laws; and fund projects and activities' These actions can almost always be better coordinated to improve health. In deciding what kinds of policies, programs, and actions to include in a strategic plan, it may be important to identify low-hanging fruit, or priorities that agencies can easily agree on and address. For example, if a community does not have a tobacco free policy, it might be fairly easy for each agency to agree to go tobacco free. Similarly, if access to healthy foods is an issue, agencies may readily agree to host farmers' markets or urban agriculture sites on their own properties. Coordination can also be very practical. For example, Denver has created a single card to allow residents access to libraries, public recreation facilities, and public transportation.53 changelabsolutions.org 23 Ultimately, though, a Health in All Policies task force should look for larger strategies that can be coordinated to improve health. Here are several examples of policies that can be coordinated to improve health equity: G The transportation department, planning department, public health department, law enforcement, and school board can coordinate programs and adopt policies that encourage kids to safely walk, bike, and roll to school (e.g., Safe Routes to School). For policy option ideas, visit Safe Routes to School National Center and ChangeLab Solutions' Safe Routes to School website. Code enforcement, social services, public health, housing, and the fire and police departments can work collaboratively to protect residents from substandard housing conditions, such as mold, exposed wires, or cracks in the foundation. For ideas, see ChangeLab Solutions' Up to Code: Code Enforcement Strategies for Healthy Housing and Healthy Housing through Proactive Rental Inspection. The social services department and the police department can coordinate with the local health, mental health, and child resource systems to support individuals exposed to violence or other traumatic experiences and who need support. For more information, visit the National Child Traumatic Stress Network for creating trauma - informed systems. Developing recommendations that will improve health equity can be challenging. The Health in All Policies task force will need to decide what criteria and decision - making approach they will use to prioritize and finalize their list of recommendations. For example, after collecting input statewide, the California Health in All Policies Task Force received more than 1,200 ideas for how government agencies could work together to improve health. The task force developed initial criteria for narrowing the list of recommendations, and asked health experts review the suggestions. The task force then spent several meetings finalizing a list that everyone on the team felt comfortable with' Determine how you will track progress The plan should identify how the team will track progress (for example, in an annual or biennial report) and how it will disseminate information about progress that has been made. (See Track Progress.) If possible, include goals and objectives that are quantifiable so you can measure success Developing and including measureable goals and objectives can be a large undertaking. In some instances, Health in All Policies teams have not included goals and objectives in their initial report. They have instead worked with individual changelabsoiutions.org 24 departments and agencies to encourage these groups to take a Health in All Policies approach when developing their annual agency goals. In other instances, Health in All Policies teams have incorporated measurable goals and objectives into later reports. That said, a powerful way to ensure goals and objectives are pointed toward action is to include quantifiable targets against which progress can be measured. These goals can be both practical and aspirational. In either case, it is important to use goals strategically. For example, even the most effective interventions for reducing cancer rates and cancer - related disparities usually take more than 20 years to see statistically significant drops in cancer morbidity and mortality rates. Additionally, tracking these kinds of statistics is a labor- intensive process. Instead, communities should consider tracking progress using achievable and measurable goals. To use the example above, one achievable goal might be to make all government-owned property completely tobacco free in three years. Another feasible, and trackable, goal might be to increase the number of parks, recreational areas, sidewalks, bike lanes, and street lighting by 10 percent in low-income areas where there is limited access to green and recreational spaces. People often talk about an achievement as an overall number (e.g., "It was the same as taking 856 cars off the road" or "That's enough energy to power 32 homes for a year. "40) However, these statistics are not very meaningful without information about the total number of cars on the road or homes in a community. Therefore, communities like Denver have made sure they select goals that will move the needle on key indicators. There was an award - winning residential energy program that often said something like, 'We saved 13 million kilowatt hours this year from our efforts.' That sounds like a really big number. But, when we asked, 'What percentage of the total electricity in Denver is that ?' we found that that was less than 0.2 percent of all electricity in Denver. Under our 2020 goal, we have to achieve efficiency gains of 2.4 percent per year. So, that was less than one -tenth of what we needed for our goal. You really need to consider the size of the impact you want achieve .1140 changelabsolutions.org 25 Work with all members of the Health in All Policies task force to develop guidance that each agency can use when deciding which strategies to implement A strategic plan should be broad and flexible, but it should also provide meaningful guidance to help each department determine what they need to do to support the overall goals and objectives of the Health in All Policies Initiative. Every year, we have asked every agency to establish a set of commitments that they will make toward equity and social justice. A lot of those are things that really, truly do live within a single agency and relate to a single agency's work. For example, our department of transportation, which includes our metro transit bus service, made it one of their priorities to reflect equity in the development of a new strategic plan for how we allocate transit service across the county. They made a very strong commitment to include equity as one of the factors that would determine the allocation of service. So when the County adopted their strategic plan for transit services, it included three factors through which they would allocate transit service: (1) productivity of the service, (2) geographic equity, and (3) social equity. 1139 Decide how to format the strategic plan or report for your community, given time, financial, and political constraints Not every community relies on a complex strategic plan. Denver officials have simplified their plan to focus on 12 resources they identified as being critical for sustainability (e.g., air quality, climate, food, health, housing). The city has developed two goals for each resource: a government operations goal and a community goal. We don't have a formal strategic plan, but we do have 2020 goals. Each goal is ambitious, quantifiable, and one sentence long. There is a coordinating agency for each goal that is responsible for developing sets of strategies that collectively show how we get from our current programs, which are not sufficient to meet the goals, to a set of actions that will get us to those goals. We've also sent a message to all of our coordinating agencies explaining that as they develop their new strategies, we expect them to involve outside stakeholders .1140 Instead of developing a whole new plan from scratch, it may be appropriate to review and update existing Community Health Improvement Plans, which many local health departments and hospitals are completing in order to become accredited or meet Internal Revenue Service requirements. For example, Chicago leveraged their health department's strategic planning document, "Healthy Chicago," adding additional health improvement strategies that weren't in the original plan, and that involved other agencies .46 changelabsolutions.org 26 Investing in change means thinking creatively — looking for ways to save, repurpose, combine, and attract new resources. All three Health in All Policies models include language requiring some combination of training for staff, identifying funding for the initiative, and developing tools to apply a health equity lens analysis to policies, practices, and programs. Communities that are adopting our model policies may also wish to consider other strategies (see Taking Health in All Policies to the next level). Implementing Health in All Policies does require resources, because it involves shifting how government agencies do business. But, as many communities have demonstrated, there are plenty of creative ways to invest in Health in All Policies that are not resource intensive. Allocate staff time to the Health in All Policies initiative Even in an era of budget shortfalls, many communities have made significant strides in advancing their Health in All Policies initiatives by using in -kind resources. This could be as simple as having people attend meetings, or giving staff flexibility in their schedules to network with staff from other agencies. Seek out funding from foundations, investors, as well as state and federal agencies Communities have used funding from various sources to support their Health in All Policies initiatives, including philanthropic funding, government grants, and funding available through unique opportunities like the Affordable Care Act. r _00-0 7 changelabsolutions.org 27 Spend existing funds in a smarter, more efficient way Money, or lack of it, is always a challenge for communities. However, agencies can work together to leverage the resources they have to effect change. It just requires a little creativity. Nobody has money. We have people and resources, not money. But we can help other agencies doing a health fair. You have to have a big view and realize that while there's no money to do this, there are a lot of groups that are doing similar work. If you all work together, you can actually make it all work .1154 By collaborating and sharing resources with other agencies, such as housing, police, and various other agencies, we are making a full effort to address many of the points in Healthy Baltimore 2015:'43 This could include redirecting funds for the creation an office of Health in All Policies (see Convene & Collaborate). Funding has been reallocated for a realignment that created the office of health equity. We have the support and encouragement from management to go build relationships with other sectors.' 141 Invest in capacity through training and hiring Both the model ordinance and general plan language state that communities should identify and implement changes in training and staffing for local government officials and employees. Train staff and tailor trainings to the local context These kinds of trainings can be done informally in regular meetings or more formally at professional development training workshops. Many communities have found it effective to put introductory videos online for government employees to access freely. They can also incorporate these trainings into new employee orientations. We began hearing from the staff, 'Whoa! We don't really understand this Health in All Policies work you're doing everywhere out in the community. We're hearing about it from all the partners that we're working with. We want to be well versed.' We realized we needed to create an internal opportunity for our staff to learn about Health in All Policies. Otherwise, we would risk the chance of being in misalignment, and we didn't want that to happen. We were able to secure Human Resources' support in this program, which is huge for us, because they also have staffing that we don't. "4z If possible, tailor trainings to the local context by providing examples from the community. This can ensure the focus of the initiative isn't an abstract concept, but rather something visible and tangible in the community the staff serves. changelabsolutions.org 28 equity impacts Richmond and Richmond residents in all of our trainings."" Encourage departments to hire staff with different kinds of expertise Hiring staff with different kinds of expertise can be a powerful way to work across sectors. These individuals can help facilitate communication between agencies. Additionally, through the very process of doing their job, they will share their expertise, which can help educate staff on how different agencies approach building healthy communities. For these reasons, the model general plan language encourages planning departments to explore funding an interdepartmental staff position that bridges planning and health. However, any community adopting one of the three model policies can encourage this practice. We actually have, starting as a temporary employee, but now a full -time employee, an urban regional planner that works full -time in the Health Department, talking about planning and transportation with cities in these communities. He knows the planning people in the cities, and we can leverage that. "5G 1_� it Invest in tools and technical assistance The ordinance and general plan language also require the development of tools to help government staff apply a health equity lens analysis to their work. The model general plan also encourages the development and use of tools that further ensure health is embedded in development, like healthy design guidelines and health impact assessments for large-scale developments. Use health equity tools to analyze budgets, programs, and policies55 Both the model resolution and ordinance require departments to report to the Health in All Policies task force on how their policies, practices, and procedures affect health outcomes. But communities can go even further. Denver encourages a "'triple bottom line analysis" in city policy and program decisions, reviewing new proposals with an eye toward long-term economic, social, and environmental considerations. 12 One of the most powerful tools local governments can leverage in a Health in All Policies initiative is their own budget. By requiring individual agencies to analyze how their budget will help advance health, equity, or sustainability, communities can ensure that community goals and public investments are aligned. Communities have had success with this approach, even in times of economic uncertainty. changelabsolutions.org 29 We have a fairly robust review of the budget. We take very seriously applying an equity lens to our annual budget process, which primarily focuses on changes to the budget. Every agency is applying an equity lens as they prepare their budget. We also do that at a countywide level through our Office of Performance Strategy and Budget. Then the council applies an equity lens in their review and adoption of the budget. This approach definitely influences funding, where there are proposed changes, though we have more work to do in looking at our base budgets. "39 Integrating health into decision - making doesn't occur overnight. It takes time and practice. Agency staff will require assistance. Sometimes this can be as simple as developing a new resource, like a checklist or review tool. For example, communities have developed budget review tools to assist departments with this process. One of the things that we've gotten better at each year is considering equity in our budget process. We have developed tools and equity questions that all departments, divisions, and programs have to answer when they are developing budgets, like 'What are the equity implications of your budget decision ?' and 'How are they benefiting or adversely affecting communities of color, low- income populations, and limited English proficient populations ?' So, if you're saying that you're going to cut a program or enhance a program, you need to be able to explain how it affects the social determinants of health, which populations are going to be affected, and how. Ideally, you need to show that your decisions are pro- equity, and there's going to be some positive outcomes among our populations of most concern. If there's not, and the population is going to be negatively affected, you need to be able to answer, 'What are you doing to mitigate some of the effects of those decisions ? "159 Provide individualized technical assistance to departments to help them strengthen their health equity approach 55 To integrate health into decision - making processes, departments are going to need to change how they operate. They will sometimes require assistance in the form of one -on -one meetings with or reviews from the Health in All Policies task force or specific departments. Our central budget staff, who have also become subject matter experts on equity, are really committed to working with each department to determine the areas for deeper review and analysis. "59 changelabsolutions.org 30 Taking Health in All Policies to the next level The following strategies have been used by communities to advance their Health in All Policies approach and can be incorporated into a plan or progress reports. Change your contracting system to reflect the goals of your initiative Government agencies often contract with businesses for a range of services, such as stocking vending machines and purchasing office supplies; operating cafeterias; constructing new buildings or facilities; cleaning government properties; or providing training to staff. These contracts can be amended to support health. For example, vending machine and cafeteria contracts can stipulate what the nutritional content of food procured should be. Janitorial contracts can specify the kinds of products used to clean properties. New buildings can be required to use sustainable, environmentally sensitive design. In some instances, contracts have even been altered to require that employees be paid a living wage 60 or receive paid sick leave.61 We also amended our contracting system so that sustainability is at the core of everything we do, from upgrades to our own buildings to purchasing food ."40 Encourage the broader community to embrace Health in All Policies in their work Health in All Policies encourages all sectors — such as the business, faith-based, and non - profit sectors — to adopt policies that promote health for their members, students or employees, as well as the broader community. For example, a faith-based organization may implement a healthy events policy that encourages fresh fruits and vegetables to be served at sponsored events. A Boys and Girls Club might open up its property so that community members can use recreational equipment. A business may offer paid sick leave and living wages to its employees. While some of these policies can and have been regulated by government, the adoption of many of these policies are at the discretion of an individual organization and do not first require a federal, state or local law for an organization to adopt them. changelabsolut ion s.org 31 Therefore, another way to invest in change is to educate businesses, health care systems, nonprofit organizations, the faith -based community, and the broader community about how individual organizations can adopt health promoting policies and practices. This is an approach that San Diego County's Live Well San Diego is taking through a website that provides tools and resources to help community organizations adopt healthy policies. Live Well San Diego also uses this platform to complement the policy changes they are making by educating community members about actions they can take individually to improve their health and well- being. Integrate data systems It isn't easy to integrate data systems across departments, which may have vastly different technological systems. Legal barriers, such as restrictions on releasing health data, add additional obstacles. However, having shared access to data can be important for making decisions about how to allocate resources and improve health .55 Check out Data for Health: Learning What Works for more ideas. changelabsolutions.org 32 Tracking progress is a necessary step in a Health in All Policies initiative because it can help hold agencies accountable .55 Evaluating the effectiveness of the initiative is also a powerful way to communicate success and create buy -in for continued work. One of the most common ways to record progress is to release reports on a regular basis (e.g., annually or biennially). Depending on the achievements of the previous year or two, these reports may provide updates on the status of implementing strategies to achieve health equity targets included in the initiative's plan, where progress has been made, and if there are any new recommended changes to policies and practices. However, not every community may be immediately ready to produce annual reports. For this reason, only the model ordinance explicitly requires an annual or biennial report. That said, communities are strongly encouraged to consider reporting on their progress. Here are a few practice tips to consider when tracking progress. Measure success against the benchmarks and targets established in your initial plan Annual reports present an opportunity to promote the exciting work of a Health in All Policies initiative. These reports outline what the initiative has accomplished and identify areas where improvements have been made. Depending on available resources, annual reports can be simple program updates from the previous year, or they can be in -depth analyses of key indicators identified in a strategic plan. To measure success, the jurisdiction may need to collect data from individual departments or various community partners. In terms of reporting, we are using the same tools we used to quantify the baseline to go back and check to see whether we moved forward or backward on the goals. "40 changelabsolutions.org 33 However, as noted in Make a Plan, any steps agencies take to improve health equity in the community will probably not show immediate, statistically significant changes in the first year or two. Therefore, the goals used to measure success should be appropriately tailored to focus on what government agencies can realistically achieve within the timeframe. Include updates from each participating department or agency To give credit to everyone involved, each participating department executive should report to other members of the Health in All Policies task force (either orally or in writing) their department's progress in meeting the benchmarks listed in the strategic plan. When feasible, the Health in All Policies task force should synthesize this information into a publicly shareable report. The report may also identify where more training may be necessary, what additional tools may be needed, and how to better coordinate activities across departments. The ordinance also requires that we create an annual report on our initiative. Part of the purpose of that report is to report on the work of county agencies. So it serves as an accountability mechanism for our work. Every agency has to report the commitments that they've made and what they've accomplished. It's a very simple way to make sure that there's attention by department and agency leadership on forwarding commitments and actually getting work done because they know they're going have to report on it. "39 Use annual or biennial reports to build relationships By showcasing the successes of each department, reports can also be a vehicle for building relationships and trust across departments. changelabsolutions.org 34 ♦ `t q94D Sr Convene & Collaborate Collaboration Multiplier Prevention Institute Collaborative Leadership Community Tool Box Collective Impact Stanford Social Innovation Review �vJ Engage & Envision Community Engagement Guide for Sustainable Communities PolicyLink Community Engagement & Participation Checklist PolicyLink 3 I' Make a Plan Denver 2020 Sustainability Goals Denver Office of Sustainability City of Richmond Health in All Policies Strategy 2013 -2014 City of Richmond National Prevention Strategy U.S. Department of Health & Human Services Invest in Change Changel-ab Solutions has library of resources to help communities train staff about the impact of policies on health, identify policies like sample contracts, and look for funding opportunities. Environmental Health in All Policies Toolkit The National Association of County and City Health Officials Health in All Policies Association of State and Territorial Health Officials C(Er Track Progress King County Equity and Social Justice Annual Report King County Live Well San Diego Annual Report Live Well San Diego Healthy Chicago City of Chicago Healthy Riverside County Initiative Riverside County changelabsolutions.org 35 'r .' 1. Rudolph L, Caplan J, Ben-Moshe K, Dillon L. Health in All Policies: A Guide for State and Local Governments. Washington, DC and Oakland, CA: American Public Health Association and Public Health Institute; 2013. Available at: www.euro.who.int /_data/ assets /pdf_ file /0003/109146/E89260.pdf ?ua =1. Accessed December 4, 2014. 2. U.S. Office of Disease Prevention and Health Promotion. Health People 2020: Social Determinants of Health. Available at: www.healthypeople.gov / 2020/ topics- objectives/ topic /social- determinants-health. 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Personal Interview. May 2014. 42. Erica Padilla-Chavez, Monterey County Health Department, CA. Personal Interview. April 2014. 43. Valerie Rogers, formerly of Baltimore City Health Department, MD. Personal Interview. May 2014. changelabsolutions.org 37 44. The Prevention Institute. Collaboration Multiplier. 2011. Available at: www.preventioninstitute.org / component /jlibrary /article /id-44 /127.html. Accessed May 29, 2015. 45. Gabino Arredondo, City Manager's Office, Richmond, CA. Personal Interview. May 2014. 46. Erica Salem, Chicago Department of Public Health, IL. Personal Interview. April 2014. 47. National Association of County and City Health Officials (NACCHO). Mobilizing for Action through Planning and Partnerships Achieving Healthier Communities through MAPP. A User's Handbook. Available at: www.naccho.org/ topics / infrastructure /mapp /upload /mapp_handbook_fnl.pdf. 48. Melo F. "Pop -Up Meeting" Mobile Brings Public Hearing to the Public. 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Michael Osur, Riverside County Department of Public Health, CA. Personal Interview April 2014. 55. Gase LN, Pennotti R, Smith KID. "Health in All Policies." J Public Heal Manag Proct. 2013;19(6):529 -540. doi :10.1097/PHH.Ob013e318298Oc6e. 56. United States Environmental Protection Agency. (2015). State and Local Climate and Energy Program: Transportation. Available at: www. epa.gov /statelocalclimate /local /topics /transportation.htmi Accessed on July 1, 2015. 57. Baker, BD. (2014). Not Making the Grade: How Financial Penalties for School Absences Hurt Districts Serving Low- Income, Chronically III Kids. ChangeLab Solutions. Available at: http: / /changelabsolutions.org /publications/ state - school- financing. Accessed on July 1, 2015. 58. Benach J, Solar 0, Vergara M, Vanroelen C, Santana V, Castedo A, Ramos J, Muntaner C, & EMCONET Network. (2010). Six employment conditions and health inequalities: a descriptive overview. International Journal of Health Services, 40(2), 269 -280. 59. Matias Valenzuela, Public Health - Seattle & King County, WA. Personal Interview. April 2014. 60. NYC Mayor's Office of Contract Services. Labor Resources. 2015. Available at: www.nyc.gov /html /mocs /html/ programs /labor_initiatives.shtml. 61. Philadelphia, PA., Municipal Code § 17 -1300. 62. Dan. Baltimore City Health Commissioner Leana Wen: Thinking Creatively to Protect Communities. Public Heal Newswire. 2015. Available at: www .publichealthnewswire.org / ?p= 12897 &utm_source = Public Health Newswire Email &utm_ medium = Email &utm_term = Baltimore City Health Commissioner Leana Wen &utm_campaign =PH Newswire Baltimore. Accessed May 15, 2015. 63. Partnership for Working Families. (n.d.) Policy & Tools: Living Wage. Available at: www.forworkingfamilies.org/ resources /policy-tools-living-wage. Accessed July 1, 2015. 64. Bailey, H. (2011). Fiscal, physical health tied, Hernando Mayor reports. The Commercial Appeal, Memphis. Available at: www.commercialappeal.com / news /local- news /fiscal - physical- health-tied- mayor- reports. Accessed July 1, 2015. change Iabsolutions.org 38 Changel-ab Solutions change labsolutions.org Harmony With Nature �' Roanoke is committed to achieving a sustainable future by planning for environmental, social, and economic well - being. Harmony with Nature is one of the themes of Roanoke's vision for the next 20 years. Roanoke plans to ensure that the contributions of natural resources to human well -being are explicitly recognized and valued and that maintaining their health is a primary objective. HEALTH rTjn 1 All air pollutants have decreased over time Unhealthy air quality days per year. T% People within 1/2 mile of the Greenway 10 ., RESOURCES MILES OF GREENWAY PARKS IMPAIRED WATERWAYS RECREATION Outdoor recreation has increased in Roanoke from its continual addition of parks and Greenways. Year round healthy air quality days allows for more time outside and overall improved livability. Roanoke is dedicated to providing a safe and healthy environment for its community members, neighbors, and visitors. With over 19 square miles of parks and 20 miles of Greenway trails, there are many opportunities to get outside. However, the majority of the city's waterways are impaired and neighborhood connections are not ideal for all residents. In the coming years, Roanoke plans to improve access and quality through its theme of harmonizing with nature. Interwoven Equity T Roanoke is committed to achieving a sustainable future by planning for environmental, social, and economic well - being. Interwoven Equity is one of the themes of Roanoke's vision for the next 20 years. Roanoke plans to ensure fairness and equity in providing for the housing, services, health, safety, and livelihood needs of all citizens and groups. POPULATION fit Growth in 12% growth in the population since 25 -35 age group. 2001 SOCIAL RESOURCES MAJOR COLLEGES ki ,' Al 161=i1-9aIr_1W Roanoke is dedicated to providing a safe and healthy environment for its community members, neighbors, and visitors. Diversity within the community continues to expand. Since 2001, Roanoke's Asian and Pacific Islander and Hispanic populations have grown. By 2022 it is projected that Roanoke's nonwhite population will be higher than 40 %. In the coming years, Roanoke plans to improve access and quality to resources for all citizen groups. NEIGHBORHOOD PARTNERSHIPS LIBRARIES In 2012, Roanoke was named the 3rd most affordable place to live within the U.S. While, 5% homeowners have become less cost - burdened / since then, renters have become more cost burdened. DECREASE IN VACANT UNITS Responsible Regionalism Roanoke is committed to achieving a sustainable future by planning for environmental, social, and economic well - being. Responsible Regionalism is one of the themes of Roanoke's vision for the next 20 years. Roanoke plans to ensure that all local proposals account for, connect with, and support the plans of adjacent jurisdictions and the surrounding region. HEALTHCARE 13,500 10,125 0 a E 6,750 v m V 3,375 0 1990 1995 ' 2000 2005 2010 2016 Since 1990, the number of healthcare facilities has doubled. With this increase in facilities, employment in the sector has equally grown with a 300% increase in wages. Roanoke is dedicated to providing a safe and healthy environment for its community members, neighbors, and visitors. As a regional hub for transportation and healthcare, Roanoke has a responsibility to its regionally connected cities and counties. Roanoke plans to grow and maintain these connections to ensure its theme of Responsible Regionalism. Association. TRANSPORTATION AND SHIPPING Roanoke has been a vital part of the region for its transportation access. Access to regional and national railways and roadways has allowed Roanoke to become America's gateway to the southeast. Since the addition of the Roanoke Station, ridership along the Roanoke and Washington D.C. Amtrak route has increased by 8 %. Livable Environment Roanoke is committed to achieving a sustainable future by planning for environmental, social, and economic welt- being. Livable Built Environment is one of the themes of Roanoke's vision for the next 20 years. Roanoke plans to ensure that all elements of the built environment, including land use, transportation, housing, energy, and infrastructure, work together to provide sustainable, green places for living, working, development of art and culture, and recreation, with a high quality of life. w«. CULTURAL RESOURCES 38 /^► i ART &CULTURAL MUSEUMS DESTINATIONS HERITAGE & HISTORIC PLACES Roanoke is dedicated to providing a safe and healthy environment for its community members, neighbors, and visitors. Roanoke was ranked 12th in the top places in the United States that millennials want to live based on desirability and affordability. Roanoke plans to continue making Roanoke a destination for residents and visitors of 17 ' 40 1:10 People reached by Fixed Transit Drivers choose to Bikeshare stations Bike, bus, or walk public transit. Routes carpool to work Resilient Economy Roanoke is committed to achieving a sustainable future by planning for environmental, social, and economic well - being. Resilient Economy is one of the themes of Roanoke's vision for the next 20 years. Roanoke plans to ensure that the community is prepared to deal with both positive and negative changes in its economic health and to initiate sustainable urban development and redevelopment strategies that foster green business growth and build reliance on local assets. DEVELOPMENT Amount of developed land in Roanoke City 5250 million Amount spent on development resulting from federal incentives Roanoke is dedicated to providing a safe and healthy environment for its community members, neighbors, and visitors. Roanoke plans to ensure its economic adaptability through its theme of Resilient Economy. Through development and diversification the community will be prepared for economic shifts EMPLO. INN \ T U\iV'iIi SECTORS Healthcare Managment Working class employment has risen 13 %. Job creation in this area creates the most economic _1 L opportunity for residents within the city. • • Professional jobs are also on the rise for the first time since the recession. /u1 Healthy Community ""q O C� Roanoke is committed to achieving a sustainable future by planning for environmental, social, and economic well - being. Healthy Community is one of the themes of Roanoke's vision for the next 20 years. Roanoke plans to ensure that public health needs are recognized and addressed through provisions for healthy foods, physical activity, access to recreation, health care, environmental justice, and safe neighborhoods. PUBLIC SERVICES M I Im ffim 50% REDUCTION IN CRIME SINCE 2004 47 MILES OF FIBER OPTICS 20 FIRE AND EMT STATIONS E W �E'9 CITY PUBLIC SCHOOLS Roanoke is dedicated to providing a safe and healthy environment for its community members, neighbors, and visitors. Increases in educational attainment, additions of parks and recreation facilities, and reductions in crime are all helping to work towards Roanoke's health vision. In the past 7 years Roanoke has improved its Virginia County Health Ranking by 14 levels. In the coming years, Roanoke plans to advance public health through its theme of Healthy Community. �. HEALTH ADULT PHYSICAL SMOKING EXCESSIVE OBESITY INACTIVITY DRINKING ROANOKE 32% 26% 19% 15% CITY STATE OF VIRGINIA 28% 22% 15% 17% UNINSURED PREMATURE DEATHS (PER 100,000) 13% 8,800 6,100 cart) SHERMAN P. LEA, SR. Mayor CITY OF ROANOKE CITY COUNCIL 215 Church Avenue, S.W. Noel C. Taylor Municipal Building, Suite 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 Email: clerk @roanokeva.gov December 3, 2018 The Honorable Mayor and Members of Roanoke City Council Roanoke, Virginia Dear Mayor Lea and Members of Council: Council Members William D. Bestpitch Joseph L. Cobb Michelle L. Dykstra John A. Garland Djuna L. Osborne Anita J. Price We jointly sponsor a presentation of Katie Zawacki with regard to Virginia Humanities on Truth Telling, Racial Healing, and Transformation. Sincerely, C � D-- Ut- Joseph L. Cobb Vice -Mayor .4A , `r ` 1 I Anita J. Price Council Member JLC /AJP:ctw Grant Proposal for "Changing the Narrative," 2018 -2019, Roanoke, Virginia 1. Description of the program or programs to be supported Bringing light and awareness to historical and contemporary racial inequities (across all racial groups, not just black and white) is the purpose of Roanoke's proposed program for "Changing the Narrative." Tracing the through line between past and current racial injustice can help bring to light additional stories, from many perspectives, of truth and experiences of institutional racism as it continues to exists in Roanoke in 2018. Through the outlined work that follows, strategies will emerge to change Roanoke's collective future. Roanoke's proposed project continues the work of Roanoke Valley Unites from its development of a Social Contract. Roanoke's Social Contract was created collectively in a process facilitated by the United Way of the Roanoke Valley and Points of Diversity. Joining with them were representatives of Jewish, Christian, and Muslim religions, the Roanoke NAACP, and Roanoke City Council. In the initial phase of Roanoke's "Changing the Narrative" project, the existing Advisory Team will reach out to organizations and individuals in the local community who are invested in improving the quality of life for all Roanoke citizens. This group will plan a series of community meals to be held in geographically and socially diverse neighborhoods throughout the Roanoke community, with the purpose of building relationships and empathy, and increasing understanding through the sharing of stories while breaking bread together. This strategy is designed to re- examine and replace past Roanoke narratives of bias and racism with more inclusive stories. These community meals will largely be held in the evening, to maximize attendance and accessibility for people who work during the day, have children, and /or rely on public transportation. Meals will be free and open to people of all ages and backgrounds and will be held in a variety of venues in order to encourage a wide representation of Roanoke's diverse populations. Each community meal will provide some or all of the following: • Local produce and /or other foods made by local businesses and cooks, representing diverse food and culinary traditions from across the community; • Time for attendees to get to know one another informally, and share personal stories, possibly including an open mic session; • Short (10 -15 minutes) presentations by a featured speaker or organization addressing Roanoke history and discussing the work they do related to racial inequity and /or healing; • Facilitated small group discussions /activities addressing ways that the Roanoke community could better support the work /needs described by the local organization or developing next steps in the Changing the Narrative project; Trained facilitators will be provided by Points of Diversity; • Roanoke Public Libraries' oral history collection booth, encouraging attendees to share their stories that will be added to the archive of local oral histories; • Problem- solving strategies to transform future relationships; and • Short performance by local /neighborhood talent for entertainment. The venues under consideration include: public libraries, places of worship, public and private schools, public parks, and other spaces that 1) agree to host; 2) represent geographic diversity; and 3) provide an accessible and welcoming space for conversation and connectivity. At the halfway point of the project, the Advisory Team and community meal attendees will participate in a hands -on process of evaluating and planning the second half of the community meals. This will allow the project to be responsive to community interests and needs. Strategies will be formulated that neighborhoods can implement together beyond the duration of this grant. 2. Rationale or statement of needlopportunity Though the Roanoke community is home to many residents and organizations working to support inclusivity, it remains among the most segregated U.S. cities (see The Roanoke Times, May 7, 2017; attached). The "Changing the Narrative" project will help build empathy and foster new personal relationships across racial lines. Incorporated into our proposal are steps to evaluate outcomes in terms of increased participation and engagement of an expanded network of groups, organizations, and neighborhoods that will sustain this work into the future as new issues arise. Evidence of success will be the continuation of dialogue that enhances community well -being and builds empathy, in and across neighborhoods. Further, it is our hope that this becomes a mode of collecting and sharing histories within our community, as a way to ensure that our collective history becomes accessible to all. 3. Identify the key members of the project team (presenters, panelists, scholars, consultants, discussion leaders, etc.) and include information on their experience /qualifications • Jordan Bell who is currently interviewing leaders of Roanoke's Black Community (Gainsboro neighborhood) and producing a documentary on its history. • Roanoke Public Libraries and the Virginia Room • Carla Lewis, Gainsboro neighborhood public historian • Mary Bishop, former Roanoke Times reporter, author of Street by Street, Block by Block: How Urban Renewal Uprooted Black Roanoke • Dr. Reginald Shareef, professor and author of An Evaluation of the Impact of Urban Renewal and Redevelopment Programs on 3 Roanoke, Virginia Neighborhoods • Harrison Museum of African American Culture • Roanoke Refugee Partnership • Local Colors • Roanoke City Arts Council • Roanoke Symphony Orchestra • Roanoke YMCA and Parks & Recreation programs • Kiwanis and Rotary clubs • Faith leaders, including Rabbi Cohen of Temple Emanuel (confirmed) and others • Bernadette Brown, local professional vocalist • Public schools: Roanoke City, Roanoke County, Salem • Higher Education: Hollins University, Roanoke College, Virginia Western Community College, Radford University • Lee Hunsaker, founder of Hoot N Holler, storyteller • Roanoke Children's Theatre • Next Gen Youth project 4. Identify the sponsoring organization and various partner organizations The Virginia Center for Inclusive Communities (VCIC) has agreed to be the sponsoring organization. Primary partnering organizations include Points of Diversity, Roanoke Public Libraries, Apple Ridge Farm, Roanoke City Council, Roanoke City Public Schools, Roanoke Branch NAACP, Hollins University, and the Roanoke City Arts Council. In addition to these confirmed partners, the Advisory Team is committed to continuing to seek out and engage additional partners and stakeholders over the course of the project and beyond, to ensure the long -term impacts of these efforts. 5. Plan of work /schedule for the project • December 2018- January 2019 • Advisory Team members will research, invite, and engage additional stakeholders and community leaders to help spread the influence of the project. • Project Coordinator, Working Group members, and newly- recruited stakeholders and community leaders will plan the first half -year of presenters and activities for community meals. • Project Coordinator will share invitations for February stakeholders' meal. • Project Coordinator will secure venue and food for February stakeholders' meal. • February 2019: • Project Coordinator, Working Group, and partners will promote and host community stakeholder meal #1, featuring an Advisory Team - facilitated activity to involve guest stakeholders in planning for future meals. • Project Coordinator will secure venue and food for meal #2. • March -April 2019: • Project Coordinator, Working Group, and partners will promote and host community meal #2, featuring Jordan Bell, Carla Lewis, and the Gainsboro Library. • Project Coordinator will secure venue and food for meal #3. • May -June 2019: • Project Coordinator, Working Group, and partners will promote and host community meal #3, featuring Next Gen Youth Project. • Project Coordinator will secure venue and food for meal #4. • July- August 2019: • Project Coordinator, Working Group, and partners will promote and host community meal #4, an outdoor meal on Henry Street to collaboratively plan speakers for next two meals based on neighborhood and organizational needs and interests. • Project Coordinator will secure venue and food for meal #5. • September - October 2019: • Project Coordinator, Working Group, and partners will promote and host community meal #5, to be planned by participants at July /August meal. • Project Coordinator will secure venue and food for meal #6. • November - December 2019: • Project Coordinator, Working Group, and partners will promote and host community meal #6, to be planned by participants at July /August meal (possible collaboration with Big Lick SOUP Social to raise money for a neighborhood project in 2020. • Project Coordinator will follow up with past attendees, participants, and partners to recap the project and outcomes. A related report on the community meals will be prepared by the Project Coordinator and submitted to Virginia Humanities, summarizing metrics of success and next steps for the project, post - grant. 6. Plan for promotion and outreach; for reaching and engaging the intended audience(s) The Advisory Team and Project Coordinator will work together to activate the grassroots network of contacts created during the November 2018 - January 2019 research phase. This network will be the base of promotional efforts, supported by distribution of event flyers in public libraries, schools, and public places. Invitations to meals will also be sent to stakeholders in the community, whose involvement in the project is specifically of interest to the Advisory Team. More formal promotion and outreach to segments of the Roanoke community will include a strong social media presence to attract younger residents and students. Each meal will be promoted with paid advertising on social media to promote its accompanying Facebook event. A hashtag will be created for the project overall, to help promote as well as to help archive the engagement with the events. The project will also build on existing Advisory Team relationships with key local media for earned and in -kind coverage of project, including: • Aaron Deane, WFXR • Roanoke Branch NAACP radio show, "Our Voices," on WTOY 1480AM on Saturday mornings • Claudia Whitworth and Stan Hale, Roanoke Tribune • Mallory Noe - Payne, regional reporter, WVTF radio • Robert Jeffrey, Jr., editor of COLORS magazine • Roger Duvall, general manager of WVTF radio & RADIO IQ • WSLS10 television • WDBJ7 television • The Roanoke Times 7. Explanation of how the proposed project advances the larger objective of "changing the narrative" about race and the history of race in the host community. This should be done in consultation with the Truth Statement adopted and the Theory of Change developed by the Advisory Team. In acknowledgement of a local history rooted in enslavement, racism, and inherent bias against all people of color, we commit to replacing the traditionally accepted Roanoke narrative with a more complete truth, comprised of perspectives and stories from those with whom we currently share our community. These stories will be preserved in an archive housed in the Roanoke Public Libraries and accessible to the public. Through community meals, story - telling and discussions throughout the city, information will be shared about Roanoke's history and present -day multicultural neighborhoods. As participants share and discover human commonalities they can forge the transformation of our collective future. All of Roanoke's cultural opportunities (music, theatre, arts, literature, sports, et al.) may then be made known, available and accessible to all groups of people. Assumptions: 1. We assume that community members will be interested in these types of programming. 2. We assume that people will want to share their stories. 3. We assume that we can build on existing relationships in the Roanoke area to reach a broad audience of community members. 4. We assume that local partners in each site will be interested in collaborating on this effort and with one another. 5. We assume we can provide a safe environment for these activities. Goals: 1. Work with community members in Roanoke, across racial divides. 2. Broaden and reframe narratives of Roanoke's past to help community members better understand and address the challenges of racism and bias. 3. Empower community members to create and share their own narratives. 4. Use tools of story and storytelling to create a bridge between the past, present, and future in the Roanoke area. 5. Focus on creating opportunities for Virginians of diverse backgrounds to tell their stories and engage with the experiences of others. 6. Collaborate with librarians, educators, and community organizers. 7. Foster an environment that cultivates inclusive narratives in which people can see themselves in history and value their contributions to society. 8. Create space for honoring and respecting differences while rejecting divisiveness, through storytelling and listening. 9. Lay groundwork for healing and reconciliation by facing uncomfortable historical facts — particularly those in Roanoke's history—and making those a part of the public dialogue. 10. Collaboration while also avoiding duplicated efforts with existing projects and organizations in the area. 11. Establishing and maintaining trust within the community 12. Restoring and supporting neighborhood vitality 13. Accessibility Vision of the future: 1. Community members will hear their own voices and see their own experiences as an important part of Roanoke's history and city -wide narrative. 2. Local history and personal stories will bring increased attention to voices and stories that often go unheard in the Commonwealth. 3. Local community leaders and scholars will continue to propose and implement expanded exploration into related topics as an outgrowth of this project, continuing the conversation and encouraging further progress. 8. Explanation of how the proposed program(s) will bring together diverse organizations and groups of people Working with the Roanoke Public Libraries' oral history collection kits, Jordan Bell's work as a public historian, filmmaker, and community - builder in Gainsboro, and other community organizations interested in dismantling racial hierarchy, building empathy, and fostering community, this project will unite and activate existing community organizations, leaders, and residents to create and strengthen community bonds across racial divisions. Further, we find that a shared meal without cost to participate naturally brings people together, especially when held in neutral and welcoming spaces in the community. Through grassroots promotion and an emphasis on sharing and coming together, we are confident that the proposed project will engage diverse organizations and individuals. 9. Description of how the project encourages and facilitates meaningful dialogue, new understanding and new partnerships. Pathways to understanding, openness, healing, and reconciliation are urgently needed, in response to a long history and ongoing issues related to racial discrimination and inequity in the Roanoke area. These almost always run through the intersection of the present and the past. By creating opportunities to share, listen, and discuss the history of all Roanoke community members, this project will promote understanding —not only of how we are different but of how we share a common humanity. The proposed series of community meals will help overcome racial and class divides by bringing community members together over a shared meal to learn about local work that they can get involved in but also to share their own stories, cultivating a more inclusive narrative, one in which all community members can feel valued. By sharing personal stories and listening to others, we can overcome division and be active participants in civic dialogue. All truths are equally worthy of listening and all stories are true from the individual's perspective. This project will seek to provide space and time for sharing the stories that too often go unheard. Further, this project will provide pathways for multiple generations to interact with, learn from, and share stories with one another. 10. Explanation of how the work proposed sets the stage for future programs, continuation or follow -up activities. Include a budget for the use of the funds. By building off existing work in the community, the longevity of this project and its outcomes are prioritized. Just as this proposed work continues the work of Roanoke Valley Unites, the building of new relationships and engagement of neighborhood leaders in planning meals and interpersonal interactions will continue to expand the message of truth - telling and racial reconciliation. Hosting meals and dialogue in various neighborhoods allows for accessible participation from more and diverse residents who can carry on the work of "Changing the Narrative." Please see budget on attached page. Proposed Budget: VH Funds Cost Cost Total Requested Share Share Cash In -Kind SALARIES • Project Coordinator ($18 per hour for 15 hours per $8,100 $7,020 $0 $15,120 week, for 56 weeks) SUPPLIES • Local and other foods for meals ($1,600 per meal, for 6 $5,290 $3,700 $610 $9,600 meals, estimated attendance per meal is 60 -100), with leftovers donated to local soup kitchen afterwards • Plates and cutlery for meals (estimated to be $70 per $210 $0 $0 $210 every 2 meals (ULINE packs of 250, including shipping), for 6 meals) PROMOTION • Advertising in traditional media ($200 per meal, for 6 $600 $0 $600 $1,200 meals) • Advertising on social media ($200 per meal, for 6 meals) $600 $0 $600 $1,200 PRINTING • Flyers promoting meals, to be printed by partner $0 $0 $300 $300 organizations in -house ($50 per meal, for 6 meals) EQUIPMENT RENTAL • Sound system rental (estimated to be $200 per meal, $600 $0 $600 $1,200 for 6 meals) FACILITIES RENTAL • Venue rental (estimated to be $500 per meal, for 6 $0 $0 $3,000 $3,000 meals; provided in -kind by venues) HONORARIA • Honoraria for individual/ organization presenters ($100 $0 $600 $0 $600 per meal, for 6 meals) • Honoraria for community cooks ($200 per meal for 3 $0 $3,600 $0 $3,600 cooks, for 6 meals) • Honoraria for trained facilitators at each meal ($100 per $600 $0 $0 $600 person for 6 facilitators to take part in all meals) TOTAL PROJECT COSTS $16,000 $14,920 $5,710 $36,630 A0 IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. No. 41322 - 120318. A RESOLUTION accepting the FY2018 Local Emergency Management Performance Grant (LEMPG) to the City from the Virginia Department of Emergency Management (VDEM), and authorizing execution of any required documentation on behalf of the City. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. The City of Roanoke does hereby accept the FY2018 Local Emergency Management Performance Grant (LEMPG) from the Virginia Department of Emergency Management (VDEM) in the amount of $53,387, with a required local match from the City of Roanoke in the amount of $53,387, for a total award of $106,774, to be used to support the emergency management activity, which will include the Emergency Manager's salary, planning and vehicle. The grant is more particularly described in the City Council Agenda Report dated December 3, 2018. 2. The City Manager is hereby authorized to execute and file, on behalf of the City, any necessary documents setting forth the conditions of the grant in a form approved by the City Attorney. 3. The City Manager is further directed to furnish such additional information as may be required in connection with the City's acceptance of this grant. R -VDEM LEMPG Grant Acceptance FY2018 (12.3.18) ATTEST: City Clerk. .+�n►^- CITY COUNCIL AGENDA REPORT a To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Virginia Department of Emergency Management (VDEM) Local Emergency Management Performance Grant (LEMPG) Grant Acceptance Background: The VDEM Grants Office has approved the application for funding, in the amount of $53,387, to support local emergency management performance. This support of local emergency management performance will include the Emergency Manager's salary, planning, and vehicle. This is a 50/50 grant requiring the City of Roanoke to provide $53,387 in local funds. Matching funds are provided from the City of Roanoke Fire -EMS Department budget. Considerations: City Council action is needed to formally accept these funds. Recommended Action: Accept the grant as described above and authorize the City Manager to execute any required grant agreements or documents, such to be approved as to form by the ' ,e --------------------------- Robert S. Cowell, Jr. City Manager Distribution: Council Appointed Officers Sherman M. Stovall, Assistant City Manager for Operations Amelia C. Merchant, Director of Finance Virginia Department of Emergency Management 10501 Trade Court North Chesterfield, VA 23236 1, SUBRECIPIENT NAME AND ADDRESS: Roanoke City 713 Third St SW Roanoke, VA 24016 2_ SUBRECIPIENT DUNS Number. 006704316 SUBAWARD AGREEMENT Page 1 of 3 4a. SUBAWARD ID NUMBER: 7827 4b. Federal Award ID: EMP- 2018 -EP -00007501 5. SUBAWARD DATE: November 1, 2018 6. PROJECT PERIOD: July 01, 2018 to June 30, 2019 BUDGET PERIOD: July 01, 2018 to June 30, 2019 7. TOTAL AMOUNT OF THIS SUBAWARD: $106,774.00 8. FEDERAL AMOUNT OF THIS SUBAWARD: $53,387.00 SUBRECIPIENT EIN: 54- 6001569 9. SUBRECIPIENT NON - FEDERAL COST SHARE REQUIREMENT: $53,387.00 10. INDIRECT COST RATE (if applicable): PASS- THROUGH ENTITY: Virginia Department of Emergency Management . SUBAWARD NAME: 2018 Local Emergency Management Performance Grant (LEMPG) CFDA: 97.042 — Emergency Management Performance Grant (EMPG) Program U.S. Department of Homeland Security (DHS) Federal Emergency Management Agency (FEMA) '11. STANDARD TERMS AND CONDITIONS & SPECIAL CONDITIONS the above subaward is approved subject to the 2018 Department of Homeland Security (DHS) Standard Terms and Conditions and VDEM Special Conditions as set forth on the attached pages. 12. APPROPRIATION AUTHORITY FOR GRANT The project is supported under the Department of Homeland Security Appropriations Act, 2018 (Public Law No. 115-141). 13. METHOD OF PAYMENT Commonwealth of Virginia Cardinal Accounting System AGENCY APPROVAL SUBRECIPIENT ACCEPTANCE 14. NAME AND TITLE OF APPROVING VDEM OFFICIAL 16. NAME AND TITLE OF AUTHORIZED OFFICIAL Jeffrey D. Stem Ph.D. State Coordinator 15. SIGNATURE OF APPROVING VDEM OFFICIAL I L Bob Cowell City Manager 17. SIGNA F D SUBRECIPIENT OFFICIAL 18. DATE: Saving lives throttglt effective emergency management attd homeland secttriq% "A Realty Virginia is a Resilient Virginia. " W. A/"'�� UNVE) Virginia Department of Emergency Management 10501 Trade Court North Chesterfield, VA 23236 SUBAWARD AGREEMENT page 2 of 3 Subaward Name: 2016 Local Emergency Management Performance Grant (LEMPG) SPECIAL CONDITIONS 1. The Subrecipient shall comply with the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards located at 2 CFR Part 200, and adopted by DNS at 2 CFR Part 3002 and the U.S. Department of Homeland Security Grant Program (HSGP) Notice of Funding Opportunity NOF . 2. The Subrecipient agrees to permit the pass - through entity and auditors to have access to its records and financial statements as necessary for the pass - through entity to meet the requirements of the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards located at 2 3. The Subrecipient understands and agrees that it cannot use any federal funds, either directly or indirectly, in support of the enactment, repeal, modification or adoption of any taw, regulation or policy, at any level of government, without the express prior written approval of FEMA. 4. The Subrecipient shall comply with the indirect costs provisions of 2 CFR& 200.414. With the exception of subrecipients who have never received a negotiated indirect cost rate as described in 2 C.F.R. § 200.414(0, subrecipients must have an approved indirect cost rate agreement with their cognizant federal agency to charge indirect costs to this subaward. 5. In the event VDEM determines that changes are necessary to the award document after an award has been made, including changes to period of performance or terms and conditions, the Subrecipient will be notified of the changes in writing. Once notification has been made, any subsequent request for funds will indicate Subrecipient acceptance of the changes to the award. 6. Subrecipients proposing projects that have the potential to impact the environment, including but not limited to construction of communication towers, modification or renovation of existing buildings, structures and facilities, or new construction including replacement of facilities, must participate in the FEMA Environmental Planning and Historic Preservation (EHP) review process. Subrecipients must comply with all conditions placed on the project as the result of the EHP review. Any change to the approved project scope of work will require re- evaluation for compliance with these EHP requirements. If ground disturbing activities occur during project Implementation, the Subrecipient must ensure monitoring of ground disturbance, and if any potential archeological resources are discovered, the Subrecipient will immediately cease construction in that area and notify FEMA and the State Historic Preservation Office. Any construction activities that have been initiated without the necessary EHP review and approval will result in a non - compliance finding and will not be eligible for FEMA funding. 7. The Subrecipient agrees that federal funds under this award will be used to supplement, not supplant, state or local funds for emergency preparedness. Saving lives dtrattgh effective emergency management and hvtitela»d sectirio'. "A Ready Virginia is a Resilient Virginia. " SUBAWARD AGREEMENT I Page 3 of 3 Subaward Name: 2018 Local Emergency Management Performance Grant (LEMPG) 8. The Subrecipient agrees that all publications created with funding under this grant shall prominently contain the following statement: "This document was prepared under a grant from FEMA's Grant Programs Directorate, U.S. Department of Homeland Security. Points of view or opinions expressed in this document are those of the authors and do not necessarily represent the official position or policies of FEMA's Grant f Programs Directorate or the U.S. Department of Homeland Security." 9. The Subrecipient agrees that, when practicable, any equipment purchased with grant funding shall be prominently marked as follows: "Purchased with funds provided by the U.S. Department of Homeland Security." 10. The Subrecipient agrees to cooperate with any assessments, national evaluation efforts, or information or data collection requests, including, but limited to, the provision of any information required for the assessment or evaluation of any activities within this project. 11. The Subrecipient must submit a Quarterly Progress Report for every quarter of the period of performance, including partial calendar quarters, as well as for periods where no grant activity occurs. Reports are due within fifteen (15) days following the end of the quarter. A Final Progress Report is due thirty (30) days after the end date of the performance period. Failure to provide this information may result in VDEM withholding grant funds from further obliqation and expenditure and prevent future awards to the Subrecipient. 12. National Incident Management System (NIMS) Implementation Compliance In accordance with HSPD -5, the adoption of the NIMS is a requirement to receive federal preparedness assistance through grants, contracts, and other activities. No federal funds will be released to the primary grantee and any other entity participating and benefiting in this project if this requirement has not been met. In the event of a Corrective Action Plan submitted, VDEMISAA will determine if the Subrecipient has made sufficient vrooress to disburse funds. 13. All conferences and workshops using federal preparedness funds must pertain to the project being funded. The Subrecipient agrees to submit a Trip Report when using federal funds to attend a conference or workshop. The Trip Report template can be found at wwwmaemeraencv.gov under Reporting Forms. These reports must be remitted with your request for reimbursement. Failure to do so will result in a delay of payment unfit received. 14. The Subrecipient agrees that under program guidelines, travel expenses are allowable for approved training, planning, administrative, and exercise activities following local, state, and federal guidelines. Prior to traveling for these activities outside of contiguous United States (OCONUS) as well as to Canada and Mexico, preapproval is required by the state and FEMA through the SAA office. Please reference 2 CFR 200.403, in regard to reasonableness when considering requests for travel of this type. Where applicable, you should also reference the following regarding travel: the Western Hemisphere Travel Initiative ( http : / /www.dhs.ciovlfiles/r)rmrams/oc 1200693579776.shtm). Saving lives through effective emergency marragenrent and hnrrreland security: "A Ready Virginia is a Resilient Virginia, " Virginia Department of Emergency Management 10501 Trade Court North Chesterfield, VA 23236 SUBAWARD AGREEMENT I Page 3 of 3 Subaward Name: 2018 Local Emergency Management Performance Grant (LEMPG) 8. The Subrecipient agrees that all publications created with funding under this grant shall prominently contain the following statement: "This document was prepared under a grant from FEMA's Grant Programs Directorate, U.S. Department of Homeland Security. Points of view or opinions expressed in this document are those of the authors and do not necessarily represent the official position or policies of FEMA's Grant f Programs Directorate or the U.S. Department of Homeland Security." 9. The Subrecipient agrees that, when practicable, any equipment purchased with grant funding shall be prominently marked as follows: "Purchased with funds provided by the U.S. Department of Homeland Security." 10. The Subrecipient agrees to cooperate with any assessments, national evaluation efforts, or information or data collection requests, including, but limited to, the provision of any information required for the assessment or evaluation of any activities within this project. 11. The Subrecipient must submit a Quarterly Progress Report for every quarter of the period of performance, including partial calendar quarters, as well as for periods where no grant activity occurs. Reports are due within fifteen (15) days following the end of the quarter. A Final Progress Report is due thirty (30) days after the end date of the performance period. Failure to provide this information may result in VDEM withholding grant funds from further obliqation and expenditure and prevent future awards to the Subrecipient. 12. National Incident Management System (NIMS) Implementation Compliance In accordance with HSPD -5, the adoption of the NIMS is a requirement to receive federal preparedness assistance through grants, contracts, and other activities. No federal funds will be released to the primary grantee and any other entity participating and benefiting in this project if this requirement has not been met. In the event of a Corrective Action Plan submitted, VDEMISAA will determine if the Subrecipient has made sufficient vrooress to disburse funds. 13. All conferences and workshops using federal preparedness funds must pertain to the project being funded. The Subrecipient agrees to submit a Trip Report when using federal funds to attend a conference or workshop. The Trip Report template can be found at wwwmaemeraencv.gov under Reporting Forms. These reports must be remitted with your request for reimbursement. Failure to do so will result in a delay of payment unfit received. 14. The Subrecipient agrees that under program guidelines, travel expenses are allowable for approved training, planning, administrative, and exercise activities following local, state, and federal guidelines. Prior to traveling for these activities outside of contiguous United States (OCONUS) as well as to Canada and Mexico, preapproval is required by the state and FEMA through the SAA office. Please reference 2 CFR 200.403, in regard to reasonableness when considering requests for travel of this type. Where applicable, you should also reference the following regarding travel: the Western Hemisphere Travel Initiative ( http : / /www.dhs.ciovlfiles/r)rmrams/oc 1200693579776.shtm). Saving lives through effective emergency marragenrent and hnrrreland security: "A Ready Virginia is a Resilient Virginia, " The FY 2018 OHS Standard Terms and Conditions apply to all new federal financial assistance awards funded in FY 2018. The OHS financial assistance awards terms and conditions flow down to subrecipients. unless a particular award tern or condition specifically indicates otherwise. Assurances, Administrative Requirements, Cost Principles, and Audit Requirements OHS financial assistance recipients must complete either the OMB Standard Form) Standard Form 4248 Assurances — Non - Construction Programs, or OMB Standard Forth 424D Assurances — Construction Programs as applicable. Certain assurances in these documents may not be applicable to your program, and the OHS financial assistance office (DHS FAO) may require applicants to certify additional assurances. Applicants are required to fill out the assurances applicable to their program as instructed by the awarding agency. Please contact the DHS FAO if you have any questions OHS financial assistance recipients are required to follow the applicable provisions of the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards located at Title 2. Code of Federal Regulations, Part 200, and adopted by DHS at 2 C.F.R. Part 3002, DHS Specific Acknowledgements and Assurances All recipients, subrecipients, successors, transferees, and assignees must acknowledge and agree to comply with applicable provisions governing OHS access to records, accounts, documents, information, facilities, and staff. 1. Recipients must cooperate with any compliance reviews or compliance investigations conducted by OHS. 2. Recipients must give DHS access to, and the right to examine and copy, records, accounts, and other documents and sources of information related to the federal financial assistance award and permit access to facilities, personnel, and other individuals and information as may be necessary, as required by DHS regulations and other applicable laws or program guidance. 3. Recipients must submit timely, complete, and accurate reports to the appropriate DHS officials and maintain appropriate backup documentation to support the reports. 4. Recipients must comply with all other special reporting, data collection, and evaluation requirements, as prescribed by law or detailed in program guidance. 5. Recipients of federal financial assistance from DHS must complete the DNS Civil Rights Evaluation Toot within thirty (30) days of receipt of the Notice of Award or, for State Administering Agencies, thirty (30) days from receipt of the DHS Civil Rights Evaluation Tool from DHS or its awarding component agency. Recipients are required to provide this information once every two (2) years, not every time an award is made. After the initial submission, recipients are only required to submit updates. Recipients should submit the completed tool, including supporting materials to CARightsEvaluation0ho.dhs.gov. This tool clarifies the civil rights obligations and related reporting requirements contained in the DHS Standard Terms and Conditions. Subrecipients are not required to complete and submit this tool to DHS. The evaluation tool can be found at https : / /www.dhs.ciov /publicationtdhs -civil -right - evaluation -tool. The United States has the right to seek judicial enforcement of these obligations. Acknowledgment of Federal Funding from DHS Recipients must acknowledge their use of federal funding when issuing statements, press releases, requests for proposals, bid invitations, and other documents describing projects or programs funded in whole or in part with federal funds. Activities Conducted Abroad Recipients must ensure that project activities carried on outside the United States are coordinated as necessary with appropriate government authorities and that appropriate licenses, permits, or approvals are obtained. DHS Standard Terms & Conditions: Version 8.1 April 9, 2018 Page 1 of 5 Age Discrimination Act of 1975 Recipients must comply with the requirements of the Age Discrimination Act of 1975 (Title 42 U.S. Code, 6 6101 et sea.), which prohibits discrimination on the basis of age in any program or activity receiving federal financial assistance. Americans with Disabilities Act of 1990 Recipients must comply with the requirements of Titles I, II, and III of the Americans with Disabilities Act, which prohibits recipients from discriminating on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities. (42 U.S.C. 64 12101- 12_ 213 ?. Best Practices for Collection and Use of Recipients who collect Pit are required to have a publically- available privacy Personally Identifiable Information (PII) policy that describes standards on the usage and maintenance of P11 they collect. DHS defines personally identifiable information (Pit) as any information that permits the identity of an individual to be directly or indirectly inferred, including any information that is linked or linkable to that individual. Recipients may also find the DHS Privacy Impact Assessments: Privacy G ' ance and Privacy template as useful resources respectively. Civil Rights Act of 1964 – Title VI Recipients must comply with the requirements of Title VI of the Civil Rights Act of 1964 (42 U.S.C. 6 2000d et sea. ), which provides that no person in the United States will, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. DHS implementing regulations for the Act are found at 6 C.F.R. Part 21 and 44 G,F.ft, Part 7. Civil Rights Act of 1968 Recipients must comply with Title VIII of the CN Rights Act of 1968, which prohibits recipients from discriminating in the sale, rental, financing, and advertising of dwellings, or in the provision of services in connection therewith, on the basis of race, color, national origin, religion, disability, familial status, and sex {See 42 U.S.C. 6 3601 et seg.), as implemented by the Department of Housing and Urban Development at 24 C.F.R. Part 100. The prohibition on disability discrimination includes the requirement that new multifamily housing with four or more dwelling units —i.e., the public and common use areas and individual apartment units (all units in buildings with elevators and ground -floor units in buildings without elevators) —be designed and constructed with certain accessible features. (See 24 C.F.R. F 4100.201 .) Copyright Recipients must affix the applicable copyright notices of 17 U.S.C. 64 401 or Viand an acknowledgement of U.S. Government sponsorship (including The award number) to any work first produced under federal financial assistance awards. Debarment and Suspension Recipients are subject to the non - procurement debarment and suspension regulations implementing Executive Orders (E.O.)12549 and 12689, and C.F.R. Part 180. These regulations restrict federal financial assistance awards, subawards, and contracts with certain parties that are debarred, suspended, or otherwise excluded from or ineligible for participation in federal assistance programs or activities. Drug -Free Workplace Regulations Recipients must comply with drug -free workplace requirements In Subpart B (or Subpart C, if the recipient is an individual) of 2 C.F.R. Part 3001, which adopts the Government-wide implementation 2 C.F.R. Part 182) of sec. 5152- 5158 of the Drug -Free Workplace Act of 1988 (Pub. L. 100 -690, Title V, Subtitle D; 41 U.S.C. 81011. DHS Standard Terms & Conditions: Version 8.1 April 9, 2018 Page 2 of 5 Duplication of Benefits Any cost allocable to a particular federal financial assistance award provided for in 2 C.F.R. Part 200, Subpart E may not be charged to other federal financial assistance awards to overcome fund deficiencies, to avoid restrictions imposed by federal statutes, regulations, or federal financial assistance award terms and conditions, or for other reasons. However, these prohibitions would not preclude recipients from shifting costs that are allowable under two or more awards in accordance with existing federal statutes, regulations, or the federal financial assistance award terms and conditions. Education Amendments of 1972 (Equal Recipients must comply with the requirements of Title IX of the Education Opportunity In Education Act) —Title IX Amendments of 1972 (20 U.S.C. 6 1681 et sev.), which provide that no person in the United States will, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any educational program or activity receiving federal financial assistance. DHS implementing regulations are codified at 6 C.F.R. Part 17 and 44 C.F.R. Part 19 Energy Policy and Conservation Act Recipients must comply with the requirements of The Energy Policy and Conservation Act (42 U.S.C. S 6201) which contain policies relating to energy efficiency that are defined in the state energy conservation plan issued in compliance with this Act. False Claims Act and Program Fraud Civil Recipients must comply with the requirements of The False Claims Act Remedies (31 U.S.C. 5 3729 -3733} which prohibits the submission of false or fraudulent claims for payment to the federal government. (See 31 U.S.C. § 3801 -3812 which details the administrative remedies for false claims and statements made.) Federal Debt Status Recipients are required to be non - delinquent in their repayment of any federal debt. Examples of relevant debt include delinquent payroll and other taxes, audit disallowances, and benefit overpayments. (See OMB Circular A -129.) Federal Leadership on Reducing Text Messaging Recipients are encouraged to adopt and enforce policies that ban text while Driving messaging while driving as described in E.O. 13513, Including conducting Initiatives described In Section 3(a) of the Order when on official government business or when performing any work for or on behalf of the federal government. Fly America Act of 1974 Recipients must comply with Preference for U.S. Flag Air Carriers (air carriers holding certificates under 49 U.S.C. § 41102) for international air transportation of people and property to the extent that such service is available, in accordance with the International Air Transportation Fair Competitive Practices Act of 1974 (49 U.S.C. 6 40118) and the interpretative guidelines issued by the Comptroller General of the United States in the March 31, 1981 amendment to Comptroller General Decision B- 138942. Hotel and Motel Fire Safety Act of 1990 In accordance with Section 6 of the Hotel and Motel Fire Safety Act of 1990, (15 U.S.C. 6 2225a). recipients must ensure that all conference, meeting, convention, or training space funded in whole or in part with federal funds complies with the fire prevention and control guidelines of the Federal Fire Prevention and Control Act of 1974, as amended,( 15 U.S.C. 4 22251. DHS Standard Terms & Conditions: Version 8.1 April 9, 2018 Page 3 of 5 Limited English Proficiency (Civil Rights Act of Recipients must comply with the Title Vl of the Civil Rights Act of 1964 1964, Title Vi) (42 U.S.C. 6 2000d et seg.l prohibition against discrimination on the basis of national origin, which requires that recipients of federal financial assistance take reasonable steps to provide meaningful access to persons with limited English proficiency (LEP) to their programs and services. For additional assistance and information regarding language access obligations, please refer to the DHS Recipient Guidance httnsJ1www.dhs.govlouidance- published- help - department sunported organizations- provide - meaningful access - people - limited and additional resources on http: /hvww,lep.gov, Lobbying Prohibitions Recipients must comply with 31 U.S.C. b 1352, which provides that none of the funds provided under an federal financial assistance award may be expended by the recipient to pay any person to influence, or attempt to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with any federal action related to a federal award or contract, including any extension, continuation, renewal, amendment, or modification. National Environmental Policy Act Recipients must comply with the requirements of the National Environmental Policy Act (NEPA) and the Council on Environmental Quality (CEQ) Regulations for Implementing the Procedural Provisions of NEPA, which requires recipients to use all practicable means within their authority, and consistent with other essential considerations of national policy, to create and maintain conditions under which people and nature can exist in productive harmony and fulfill the social, economic, and other needs of present and future generations of Americans. Nondiscrimination in Matters Pertaining to Faith- It is DHS policy to ensure the equal treatment of faith -based organizations in Based Organizations social service programs administered or supported by DHS or its component agencies, enabling those organizations to participate in providing important social services to beneficiaries. Recipients must comply with the equal treatment policies and requirements contained in 6 C.F.R. Part 12 and other applicable statues, regulations, and guidance governing the participations of faith -based organizations in individual DHS programs. Non - supplanting Requirement Recipients receiving federal financial assistance awards made under programs that prohibit supplanting by law must ensure that federal funds do not replace (supplant) funds that have been budgeted for the same purpose through non - federal sources. Notice of Funding Opportunity Requirements All of the instructions, guidance, limitations, and other conditions set forth in the Notice of Funding Opportunity (NOFO) for this program are incorporated here by reference in the award terms and conditions. Recipients must comply with any such requirements set forth in the program NOFO. Patents and Intellectual Property Rights Unless otherwise provided by law, recipients are subject to the Savh -Dole Act. Pub. L. No. 96 -517, as amended, and codified in 35 U.S.C. 4 200 et seq. All recipients are subject to the specific requirements governing the development, reporting, and disposition of rights to inventions and patents resulting from federal financial assistance awards located at 37 C.F.R. Part 401 and the standard patent rights clause located at 37 C.F.R. § 401.14. Procurement of Recovered Materials Recipients must comply with Section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation and Recovery Act. The requirements of Section 6002 include procuring only items designated in guidelines of the Environmental Protection Agency (EPA) at 40 C.F.R. Part 27 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition. DHS Standard Terms S Conditions: Version 8.1 April 9, 2018 Page 4 of 5 Rehabilitation Act of 1973 Recipients must comply with the requirements of Section 504 of the Rehabilitation Act of 1973,( 29 U.S.C. 6 794), as amended, which provides that no otherwise qualified handicapped individuals in the United States will, solely by reason of the handicap, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. Reporting of Matters Related to Recipient Integrity If the total value of the recipient's currently active grants, cooperative and Performance agreements, and procurement contracts from all federal assistance offices exceeds 510,000,000 for any period of time during the period of performance of this federal financial assistance award, the recipient must comply with the requirements set forth in the government -wide Award Term and Condition for Recipient Integrity and Performance Matters located at 2 C.F.R. Part 200, Appendix XII, the full text of which is incorporated here by reference in the award terms and conditions. Reporting Subawards and Executive Recipients are required to comply with the requirements set forth in the Compensation government -wide Award Term on Reporting Subawards and Executive Compensation located at 2 C.F.R. Part 170. Appendix A the full text of which is incorporated here by reference in the award terms and conditions. SAFECOM Recipients receiving federal financial assistance awards made under programs that provide emergency communication equipment and its related activities must comply with the SAFECOM Guidance for Emergency Communication Grants, including provisions on technical standards that ensure and enhance interoperable communications. Terrorist Financing Recipients must comply with E.O. 13224 and U.S. law that prohibit transactions with, and the provisions of resources and support to, individuals and organizations associated with terrorism. Recipients are legally responsible to ensure compliance with the Order and laws. Trafficking Victims Protection Act of 2000 Recipients must comply with the requirements of the government -wide award tern which implements Section 106(g) of the Trafficking Victims Protection Act of 2000, (TVPA) as amended by 22 U.S.C. 6 7104. The award term is located at 2 C.F.R. F4 175.15, the ful text of which is incorporated here by reference. Universal Identifier and System of Award Recipients are required to comply with the requirements set forth in the Management (SAM) govemment -wide financial assistance award term regarding the System for Award Management and Universal Identifier Requirements located at 2 C.F.R. Part 25, Appendix A. USA Patriot Act of 2001 Recipients must comply with requirements of the Uniting and Strengthening America by Providing Appropriate Tools Reouked to trrfarcept and Obstruct Terrorism Act (USA PATRIOT Act }, which amends 18 U.S.C. 66 175 -175c Use of DHS Seal, Logo and Flags Recipients must obtain permission from their OHS FAO, prior to using the DHS seal(s), logos, crests or reproductions of flags or likenesses of OHS agency officials, including use of the United States Coast Guard seal, logo, crests or reproductions of flags or likenesses of Coast Guard officials. Whistleblower Protection Act Recipients must comply with the statutory requirements for whistleblower protections (if applicable) at 10 U.S.0 6 2409, 41 U.S.C. 4712, and 10 U.S.C. 4 2324, 41 U.S.C. 46 4304 and 4310, DHS Standard Terms & Conditions: Version 8.1 April 9, 2018 Page 5 of 5 dlol�� IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. No. 41323 - 120318. A RESOLUTION accepting the FY 2018 State Homeland Security Program Grant to the City from the Virginia Department of Emergency Management, and authorizing execution of any required documentation on behalf of the City. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. The City of Roanoke does hereby accept the FY 2018 State Homeland Security Program Grant offered by the Virginia Department of Emergency Management in the amount of $84,000, with no matching funds from the City, to be used to purchase equipment and supplies for the Roanoke Fire -EMS Regional Heavy Technical Rescue Team (HTR). The grant is more particularly described in the City Council Agenda Report dated December 3, 2018. 2. The City Manager is hereby authorized to execute the grant agreement and all necessary documents required to accept the grant, all such documents to be approved as to form by the City Attorney. 3. The City Manager is further directed to furnish such additional information as may be required in connection with the City's acceptance of this grant. ATTEST: City Clerk. R- Homeland Security Program Grant(VDEM) - FYI 8-Regional Heavy Technical Rescue Team - 12.3.18.doc rf` IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. No. 41324 - 120318. AN ORDINANCE appropriating funding from the U.S. Department of Homeland Security through the Commonwealth of Virginia Department of Emergency Management (VDEM) for Heavy Technical Rescue (HTR) Team for equipment and training and development, amending and reordaining certain sections of the 2018 -2019 Grant Fund Appropriations, and dispensing with the second reading by title of this ordinance. BE IT ORDAINED by the Council of the City of Roanoke that the following sections of the 2018 -2019 Grant Fund Appropriations be, and the same are hereby, amended and reordained to read and provide as follows: Appropriations Training and Development Other Equipment Revenues VDEM SHS HTR Team FY19 35- 520 - 3776 -2044 $18,500 35- 520 - 3776 -9015 65,500 35- 520 - 3776 -3776 84,000 Pursuant to the provisions of Section 12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: City Clerk. U CITY COUNCIL AGENDA • d To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Virginia Department of Emergency Management (VDEM) Heavy Technical Rescue Grant Acceptance Background: Roanoke Fire -EMS serves as the Regional Heavy Technical Rescue (HTR) Team in conjunction with Roanoke County Fire & Rescue, Franklin County and Salem Fire -EMS. VDEM allocates funds each year to regional teams for related expenses. VDEM has awarded the City of Roanoke funds in the amount of $84,000 from the FY 2018 State Homeland Security Program Grant. This grant requires no matching funds. These grant funds will be used for the purchase of necessary equipment and supplies to enhance the team HTR capabilities. Considerations: City Council action is needed to formally accept and appropriate these funds and to authorize the Director of Finance to establish revenue estimates and appropriations to purchase the equipment and supplies in accordance with the provisions of this grant. Recommended Action: Accept the grant as described above and authorize the City Manager to execute any required grant agreements or documents, such to be approved as to form by the City Attorney. Adopt the accompanying budget ordinance to establish a revenue estimate in the amount of $84,000 and appropriate funding in the same amount into accounts to .tab ished in the Grant Fund by the Director of Finance. Robert S. Cowell, Jr. City Manager Distribution: Council Appointed Officers Sherman M. Stovall, Assistant City Manager for Operations Amelia C. Merchant, Director of Finance S 3S �, Virginia Department of Emergency �� Management SUBAWARD AGREEMENT 10501 Trade Court North Chesterfield, VA 23236 1. SUBRECIPIENT NAME AND ADDRESS: Roanoke City 713 Third Street SW. Roanoke, VA 24016 2. SUBRECIPIENT DUNS Number. Page 1 of 8 4a. SUBAWARD ID NUMBER 7912 4b. Federal Award Identification Number. EMW- 2018- SS-00093 -S01 5. S06AWARD DATE: 11/1/2018 6. PROJECT PERIOD: «10101 /2018)) to «03!31120200) BUDGET PERIOD: 0 0 /01 /2018)) to «03/31 /2020n 7. TOTAL AMOUNT OF THIS SUBAWARD: $84,000.00 8. FEDERAL AMOUNT OF THIS SUBAWARD: $84,000.00 006704316 SUBRECIPIENT NON - FEDERAL COST SHARE SUBRECIPIENT EIN: 'REQUIREMENT.-NIA 54- 6001569 10. INDIRECT COST RATE (If applicable): WA PASS THROUGH ENTITY: Virginia Department of Emergency Management 3. SUBAWARD NAME: 2018 State Homeland Security Grant Program (SHSP) CFDA: 97.067 Homeland Security Grant Program (HSGP) U.S. Department of Homeland Security (DHS) Federal Emergency Management Agency (FEMA) 11. STANDARD TERMS AND CONDITIONS & SPECIAL CONDITIONS The above subaward is approved subject to the 2018 Department of Homeland Security (DHS) Standard Terms and Conditions and VDEM Special Conditions as set forth on the attached pages. i12. APPROPRIATION AUTHORITY FOR GRANT The project is supported under the Department of Homeland Security Appropriations Act, 2018 (Public taw No. 115-141). 13. METHOD OF PAYMENT Commonwealth of Virginia Cardinal Accounting System AGENCY APPROVAL SUBRECIPIENT ACCEPTANCE 114. TYPED NAME AND TITLE OF APPROVING VDEM OFFICIAL 18, NAME AND TITLE OF AUTHORIZED OFFICIAL Jeffrey D. Stem Ph.D. State Coordinator 15. SIGNATURE OF APPROVING VDEM OFFICIAL Bob Cowell City Manager '17. SIGNATURE U CIPIENT OFFICIAL -2 ` ' 18, DATE: Virginia Department of Emergency Management SUBAWARD AGREEMENT 10501 Trade Court I Page 2 of 8 North Chesterfield, VA 23236 __..._._.._.._ Subaward Name: 2018 State Homeland Security Grant Program (SHSP) Subaward Date: 11/111018 SPECIAL CONDITIONS The Subrecipient shall comply with the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards located at 2 CFR Part 200, and adopted by DHS at 2 CFR Part 3002 and the U.S. Department of Homeland Security Grant Program (HSGP) Notice of Funding Opportunity N( OFO). 2. The Subrecipient agrees to permit the pass- through entity and auditors to have access to its records and financial statements as necessary for the pass - through entity to meet the requirements of the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards located at 2 CFR Part 200. 3. The Subrecipient understands and agrees that it cannot use any federal funds, either directly or indirectly, in support of the enactment, repeal, modification or adoption of any law, regulation or policy, at any level of government, without the express prior written approval of FEMA. 4. The Subrecipient shall comply with the indirect costs provisions of 2 CFR& 200.414. With the exception of subrecipients who have never received a negotiated indirect cost rate as described in 2 C.F.R. § 200.414(f), subreciplents must have an approved indirect cost rate agreement with their cognizant federal agency to charge indirect costs to this subaward. 5. In the event VDEM determines that changes are necessary to the award document after an award has been made, including changes to period of performance or terms and conditions, the Subrecipient will be notified of the changes in writing. Once notification has been made, any subsequent request for funds will indicate Subrecipient acceptance of the changes to the award. 6. Subrecipients proposing projects that have the potential to impact the environment, including but not limited to construction of communication towers, modification or renovation of existing buildings, structures and facilities, or new construction including replacement of facilities, must participate in the FEMA Environmental Planning and Historic Preservation (EHP) review process. Subrecipients must comply with all conditions placed on the project as the result of the EHP review. Any change to the approved project scope of work will require re- evaluation for compliance with these EHP requirements. If ground disturbing activities occur during project Implementation, the Subrecipient must ensure monitoring of ground disturbance, and if any potential archeological resources are discovered, the Subrecipient will immediately cease construction in that area and notify FEMA and the State Historic Preservation Office. Any construction activities that have been initialed without the necessary EHP review and approval will result in a non- compliance finding and will not be eligible for FEMA funding. 7. The Subrecipient agrees that federal funds under this award will be used to supplement, not supplant, state or local funds for emergency preparedness. Saving lives through effective emergency nianagentent and homeland security: "A Ready Virginia is a Resilient Virginia. " Virginia Department of Emergency Management Cra 10501 Trade Court North Chesterfield, VA 23236 SUBAWARD AGREEMENT J t Subaward Name: 2018 State homeland Security Grant Program (SHSP) Subaward Date: 11/1/20113 Page 3 of 8 8, The Subrecipient agrees that all publications created with funding under this grant shall prominently contain the following statement: "This document was prepared under a grant from FEMA's Grant Programs Directorate, U.S. Department of Homeland Security. Points of view or opinions expressed in this document are those of the authors and do not necessarily represent the official position or policies of FEMA's Grant Programs Directorate or the U.S. Department of Homeland Security." 9. The Subrecipient agrees that, when practicable, any equipment purchased with grant funding shall be prominently marked as follows: "Purchased with funds provided by the U.S. Department of Homeland Security." 10. The Subrecipient agrees to cooperate with any assessments, national evaluation efforts, or information or data collection requests, including, but limited to, the provision of any information required for the assessment or evaluation of any activities within this project. 11. The Subrecipient must submit a Quarterly Progress Report for every quarter of the period of performance, including partial calendar quarters, as well as for periods where no grant activity occurs. Reports are due within fifteen (15) days following the end of the quarter. A Final Progress Report Is due thirty (30) days after the end date of the performance period. Failure to provide this information may result in VDEM withholding grant funds from further obligation and expenditure and prevent future awards to the Subrecipient. 12. National Incident Management System (NIMS) implementation Compliance In accordance with HSPD -5, the adoption of the NIMS Is a requirement to receive federal preparedness assistance through grants, contracts, and other activities. No federal funds will be released to the primary grantee and any other entity participating and benefiting in this project if this requirement has not been met. In the event of a Corrective Action Plan submitted, VDEM/SAA will determine if the Subrecipient has made sufficient progress to disburse funds. 13. All conferences and workshops using federal preparedness funds must pertain to the project being funded. The Subrecipient agrees to submit a Trip Report when using federal funds to attend a conference or workshop. The Trip Report template can be found at www.vaemergengy.gov under Reoorting Forms. These reports must be remitted with your request for reimbursement. Failure to do so will result in a delay of payment until received. 14. The Subrecipient agrees that under program guidelines, travel expenses are allowable for approved training, planning, administrative, and exercise activities following local, slate, and federal guidelines. Prior to traveling for these activities outside of contiguous United States (OCONUS) as well as to Canada and Mexico, preaooroval is required by the stale and FEMA through the SAA office. Please reference 2 CFR 200.403, in regard to reasonableness when considering requests for travel of this type. Where applicable, you should also reference the following regarding travel: the Western Hemisphere Travel Initiative ( htti): / /www.dhs.gav /files/progrems /ac 1200693579776.shtm,). Savinig lives through effective emergency management and henieland security. "A Ready Virginia is a Resilient Virginia. " IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. No. 41325 - 120318. A RESOLUTION accepting the Virginia Department of Emergency Management HAZMAT Grant to the City from the Virginia Department of Emergency Management, and authorizing execution of any required documentation on behalf of the City. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. The City of Roanoke does hereby accept the Virginia Department of Emergency Management HAZMAT Grant offered by the Virginia Department of Emergency in the amount of $58,300, with no matching funds from the City, upon all the terms, provisions and conditions relating to the receipt of such funds, as more particularly described in the City Council Agenda Report dated December 3, 2018. 2. The City Manager is hereby authorized to execute the grant agreement and all necessary documents required to accept the grant, all such documents to be approved as to form by the City Attorney. 3. The City Manager is further directed to furnish such additional information as may be required in connection with the City's acceptance of this grant. R -Va Dept of Emergency Management HAZMAT Grant.12.3.18.doc ATTEST- City Clerk. IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. A� No. 41326- 120318. AN ORDINANCE appropriating funding from the U.S. Department of Homeland Security through the Commonwealth of Virginia Department of Emergency Management (VDEM) for hazardous materials emergency responses and training and development, amending and reordaining certain sections of the 2018 -2019 Grant Fund Appropriations, and dispensing with the second reading by title of this ordinance. BE IT ORDAINED by the Council of the City of Roanoke that the following sections of the 2018 -2019 Grant Fund Appropriations be, and the same are hereby, amended and reordained to read and provide as follows: Appropriations Other Equipment Revenues VDEM SHS Haz -Mat FY19 35- 520 - 3777 -9015 $ 58,300 35- 520 - 3777 -3777 58,300 Pursuant to the provisions of Section 12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: City Clerk. CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Virginia Department of Emergency Management (VDEM) Hazardous Materials Grant Acceptance Background: Roanoke Fire -EMS serves as the regional Hazardous Materials (HAZMAT) Team. VDEM allocates funds each year to regional HAZMAT Teams for related expenses. VDEM has awarded the City of Roanoke funds in the amount of $58,300 from the FY 2018 State Homeland Security Program Grant. This grant requires no matching funds. Considerations: City Council action is needed to formally accept and appropriate these funds, and authorize the Director of Finance to establish revenue estimates and appropriations to purchase the equipment and supplies in accordance with provisions of this grant. Recommended Action: Accept the grant as described above and authorize the City Manager to execute any required grant agreements or documents, such to be approved as to form by the City Attorney. Adopt the accompanying budget ordinance to establish a revenue estimate in the amount of $58,300 and appropriate the same amount into accounts to be established by -the Director of Finance in the Grant Fund. Robe r . Cowell, ,J r. City Manager Distribution: Council Appointed Officers Sherman M. Stovall, Assistant City Manager for Operations Amelia C. Merchant, Director of Finance Virginia Department of Emergency Management SUBAWARD AGREEMENT Page i of 8 10501 Trade Court North Chesterfield, VA 23236 1. SUBRECIPIENT NAME AND ADDRESS 4a. SUBAWARD ID NUMBER: 7911 4b. Federal Award Identification Number EMW- 2018- SS-00093 -S01 5. SUBAWARD DATE: 11/1/2018 Roanoke City 6. PROJECTPERIOD 400101/2018))to 43131/2020x) 713 Third St. SW. BUDGET PERIOD. to 10101/2018)) to uO313112020)E Roanoke, Virginia 24016 _ ?. TOTAL AMOUNT OF THIS SUBAWARD: $58,300.00 2_ SUBRECIPIENT DUNS Number. 8. FEDERAL AMOUNT OF THIS SUBAWARD: $58,300.00 006704316 9. SUBRECIPIENT NON - FEDERAL COST SHARE SUBRECIPIENT EIN: REOUIREMENT:NIA 54- 6001569 10. INDIRECT COST RATE (If applicable): WA PASS- THROUGH ENTITY: Virginia Department of Emergency Management SUBAWARD NAME: 2018 State Homeland Security Grant Program (SHSP) CFDA: 97.067 Homeland Security Grant Program (HSGP) U.S. Department of Homeland Security (DHS) Federal Emergency Management Agency (FEMA) 11. STANDARD TERMS AND CONDITIONS & SPECIAL CONDITIONS he above subaward is approved subject to the 2018 Department of Homeland Security (DHS) Standard Terms and Conditions and DEM Special Conditions as set forth on the attached pages. 12. APPROPRIATION AUTHORITY FOR GRANT he project is supported under the Department of Homeland Security Appropriations Act, 2018 (Public Law No. 115-141). 13. METHOD OF PAYMENT ommonwealth of Virginia Cardinal Accounting System AGENCY APPROVAL SUBRECIPIENT ACCEPTANCE 14. TYPED NAME AND TITLE OF APPROVING VDEM OFFICIAL 16. NAME AND TITLE OF AUTHORIZED OFFICIAL i Jeffrey D. Stern Ph.D, Bob Cowell State Coordinator City Manager 15. SIGNATURE OF APPROVING VDEM OFFICIAL 17. SIGNAT OF , , R, IZED SUBRECIPIENT OFFICIAL 18. DATE �, /�; Virginia Department of \+ Emergency Management 10501 Trade Court SUBAWARD AGREEMENT North Chesterfield, VA 23236 Subaward Name: 2018 State Homeland Security Grant Program (SHSP) Subaward Date: 111112018 SPECIAL CONDITIONS Page 2 of 8 1. The Subrecipient shall comply with the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards located at 2 CFR Part 200, and adopted by DHS at 2 CFR Part 3002 and the U.S. Department of Homeland Security Grant Program (HSGP) Notice of Funding Opportunity N( OFO). 2. The Subrecipient agrees to permit the pass- through entity and auditors to have access to its records and financial statements as necessary for the pass - through entity to meet the requirements of the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards located at 2 CFR Part 200. 3. The Subrecipient understands and agrees that it cannot use any federal funds, either directly or indirectly, in support of the enactment, repeal, modification or adoption of any law, regulation or policy, at any level of government, without the express prior written approval of FEMA. 4. The Subrecipient shall comply with the indirect costs provisions of 2 CFR-4 200.414. With the exception of subrecipients who have never received a negotiated indirect cost rate as described in 2 C.F.R. § 200.414(f), subrecipients must have an approved indirect cost rate agreement with their cognizant federal agency to charge indirect costs to this subaward. 5. In the event VDEM determines that changes are necessary to the award document after an award has been made, including changes to period of performance or terms and conditions, the Subrecipient will be notified of the changes in writing. Once notification has been made, any subsequent request for funds will indicate Subrecipient acceptance of the changes to the award. 6. Subrecipients proposing projects that have the potential to impact the environment, including but not limited to construction of communication towers, modification or renovation of existing buildings, structures and facilities, or new construction including replacement of facilities, must participate in the FEMA Environmental Planning and Historic Preservation (EHP) review process. Subrecipients must comply with all conditions placed on the project as the result of the EHP review. Any change to the approved project scope of work will require re- evaluation for compliance with these EHP requirements. If ground disturbing activities occur during project implementation, the Subrecipient must ensure monitoring of ground disturbance, and if any potential archeological resources are discovered, the Subrecipient will immediately cease construction in that area and notify FEMA and the State Historic Preservation Office. Any construction activities that have been initiated without the necessary EHP review and approval will result in a non - compliance finding and will not be eligible for FEMA funding. The Subrecipient agrees that federal funds under this award will be used to supplement, not supplant, state or local funds for emergency preparedness. Saving lives thrartgh effective emergency ntanagentent and homeland security. "A Ready Virginia is a Resilient Virginia. " or,,,pJ Virginia Department of Emergency I Management 10501 Trade Court North Chesterfield, VA 23236 SUBAWARD AGREEMENT Subaward Name: 2018 State Homeland Security Grant Program (SHSP) Subaward Date: 11/112018 Page 3 of 8 8. The Subrecipient agrees that all publications created with funding under this grant shall prominently contain the following statement: "This document was prepared under a grant from FEMA's Grant Programs Directorate, U.S. Department of Homeland Security. Points of view or opinions expressed in this document are those of the authors and do not necessarily represent the official position or policies of FEMA's Grant Programs Directorate or the U.S. Department of Homeland Security." 9. The Subrecipient agrees that, when practicable, any equipment purchased with grant funding shalt be prominently marked as follows: "Purchased with funds provided by the U.S. Department of Homeland Security." 10, The Subrecipient agrees to cooperate with any assessments, national evaluation efforts, or information or data collection requests, including, but limited to, the provision of any information required for the assessment or evaluation of any activities within this project. 11. The Subrecipient must submit a Quarterly Progress Report for every quarter of the period of performance, including partial calendar quarters, as well as for periods where no grant activity occurs. Reports are due within fifteen (15) days following the end of the quarter. A Final Progress Report is due thirty (30) days after the end date of the performance period. Failure to provide this information may result in VDEM withholding grant funds from further obligation and expenditure and prevent future awards to the Subrecipient. 12. National Incident Management System (NIMS) Implementation Compliance In accordance with HSPD -5, the adoption of the NIMS is a requirement to receive federal preparedness assistance through grants, contracts, and other activities. No federal funds will be released to the primary grantee and any other entity participating and benefiting in this project if this requirement has not been met. In the event of a Corrective Action Plan submitted, VDEMISAA will determine if the Subrecipient has made sufficient progress to disburse funds. 13. All conferences and workshops using federal preparedness funds must pertain to the project being funded. The Subrecipient agrees to submit a Trip Report when using federal funds to attend a conference or workshop. The Trip Report template can be found at www.vaemergency.aov under Reporting Forms. These reports must be remitted with your request for reimbursement. Failure to do so will result in a delay of payment unfit received. 14. The Subrecipient agrees that under program guidelines, travel expenses are allowable for approved training, planning, administrative, and exercise activities following local, state, and federal guidelines. Prior to traveling for these activities outside of contiguous United States (OCONUS) as well as to Canada and Mexico, oreapproval is required by the state and FEMA through the SAA office. Please reference 2 CFR 200.403, in regard to reasonableness when considering requests for travel of this type. Where applicable, you should also reference the following regarding travel: the Wester Hemisphere Travel Initiative (http• / /www dhs gov /files/g_rograMaLgp 1200693579776 shtm). Saving lives through effective emergency niattagentent and homeland security. "A Ready Virginia A a Resilient Virginia. " The FY 2018 DHS Standard Terms and Conditions apply to all new federal financial assistance awards funded in FY 2018. The OHS financial assistance awards terms and conditions flow down to subrecipients, unless a particular award term or condition specifically indicates otherwise. DHS financial assistance recipients must complete either the OMB Standard Form) Standard Form 47 48 &%trances_— Nor, Construction Programs, or OMB S A a 4D &Aw, ncs3s — Construction ms as applicable. Certain assurances futa Form 42 _ in these documents may not be applicable to your program, and the DHS financial assistance office (DHS FAO) may require applicants to certify additional assurances. Applicants are required to fill out the assurances applicable to their program as instructed by the awarding agency. Please contact the OHS FAO if you have any questions. OHS financial assistance recipients are required to follow the applicable provisions of the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards located at Title 2. Code of Federal Regulations, Part 200, and adopted by DHS at 2 C.F.R, Part 3002. DHS Soecific Acknowledoements and Assurances All recipients, subrecipients, successors, transferees, and assignees must acknowledge and agree to comply with applicable provisions governing OHS access to records, accounts, documents, information, facilities, and staff. 1. Recipients must cooperate with any compliance reviews or compliance investigations conducted by DHS. 2. Recipients must give OHS access to, and the right to examine and copy, records, accounts, and other documents and sources of information related to the federal financial assistance award and permit access to facilities, personnel, and other individuals and information as may be necessary, as required by DHS regulations and other applicable laws or program guidance. 3. Recipients must submit timely, complete, and accurate reports to the appropriate DHS officials and maintain appropriate backup documentation to support the reports. 4. Recipients must comply with all other special reporting, data collection, and evaluation requirements, as prescribed by law or detailed in program guidance. 5. Recipients of federal financial assistance from DHS must complete the DHS Civil Rights Evaluation Toot within thirty (30) days of receipt of the Notice of Award or, for State Administering Agencies, thirty (30) days from receipt of the DHS Civil Rights Evaluation Toot from DHS or its awarding component agency. Recipients are required to provide this information once every two (2) years, not every time an award is made. After the initial submission, recipients are only required to submit updates, Recipients should submit the completed tool, Including supporting materials to CivilRiahtsEvaluation @ha.dhs.gov. This tool clarifies the civil rights obligations and related reporting requirements contained in the OHS Standard Terms and Conditions. Subrecipients are not required to complete and submit this tool to DHS. The evaluation tool can be found at hftos: / /www.dhs.00v/ - ublication/dhs -civil - rights- evaluation- tool. The United States has the right to seek judicial enforcement of these obligations. Acknowledgment of Federal Funding from DNS Recipients must acknowledge their use of federal funding when issuing statements, press releases, requests for proposals, bid invitations, and other documents describing projects or programs funded in whole or in part with Activities Conducted Abroad federal funds. Recipients must ensure that project activities carried on outside the United States are coordinated as necessary with appropriate government authorities and that appropriate licenses, permits, or approvals are obtained. Age Discrimination Act of 1975 Recipients must comply with the requirements of the Age Discrimination Act of 1975 (Title 42 U.S. Code. § 6101 of sec.), which prohibits discrimination on the basis of age in any program or activity receiving federal financial assistance, DHS Standard Terms & Conditions: Version 8.1 April 9, 2018 Page 4 of 8 Americans with Disabflities Act of 1990 Recipients must comply with the requirements of Titles 1, II, and III of the Americans with Disabilities Act, which prohibits recipients from discriminating on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities. (42 U.S.C. §6 12101 - 12213) Best Practices for Collection and Use of Recipients who collect PII are required to have a publically- available privacy Personally Identifiable Information (PIQ policy that describes standards on the usage and maintenance of PII they collect. DHS defines personally identifiable information (Pill as any Information that permits the identity of an individual to be directly or indirectly inferred, including any information that is linked or linkable to that individual. Recipients may also find the DHS Privacy Impact Assessments: Privacy Guidance and Privacy template as useful resources respectively. Civil Rights Act of 1964 - Title VI Recipients must comply with the requirements of Title VI of the Civil Rights Act of 1964 (42 U.S.C. 4 2000d et sea.), which provides that no person in the United States will, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. DHS implementing regulations for the Act are found at 6 C.F.R. Part 21 and 44 C.F.R. Part 7. Civil Rights Act of 1968 Recipients must comply with Title Vlll of the Civil Rights Act of 1968, which prohibits recipients from discriminating in the sale, rental, financing, and advertising of dwellings, or in the provision of services in connection therewith, on the basis of race, color, national origin, religion, disability, familial status, and sex (See 42 U.S.C. 4 3601 et sea.), as implemented by the Department of Housing and Urban Development at 24 C.F.R. Part 100. The prohibition on disability discrimination includes the requirement that new multifamily housing with four or more dwelling units —i.e., the public and common use areas and individual apartment units (all units in buildings with elevators and ground -floor units in buildings without elevators) —be designed and constructed with certain accessible features. (See 24 C.F.R. 4 100.201.) Copyright Recipients must affix the applicable copyright notices of 17 U.S.G. §& 401 or 402 and an acknowledgement of U.S. Government sponsorship (including the award number) to any work first produced under federal financial assistance awards. Debarment and Suspension Recipients are subject to the non - procurement debarment and suspension regulations implementing Executive Orders (E.O.) 12§49 and 12689, and 2 C.F.R. Part 180. These regulations restrict federal financial assistance awards, subawards, and contracts with certain parties that are debarred, suspended, or otherwise excluded from or ineligible for participation in federal assistance programs or activities. Drug -Free Workplace Regulations Recipients must comply with drug -free workplace requirements in Subpart B (or Subpart C, if the recipient is an individual) of 2 C.F.R. Part 3001, which adopts the Government-wide implementation (2 C.F.R. Part 182) of sec. 5152- 5158 of the Drug -Free Workplace Act of 1988 (Pub, L. 100 -690, Title V, Subtitle D; 41 U.S.C. 8101). DHS Standard Terms & Conditions: Version 8.1 April 9, 2018 Page 5 of 8 Duplication of Benefits Any cost allocable to a particular federal financial assistance award provided for in 2 C.F.R. Part 200. Subpart E may not be charged to other federal financial assistance awards to overcome fund deficiencies, to avoid restrictions imposed by federal statutes, regulations, or federal financial assistance award terms and conditions, or for other reasons. However, these prohibitions would not preclude recipients from shifting costs that are allowable under two or more awards in accordance with existing federal statutes, regulations, or the federal financial assistance award terms and conditions. Education Amendments of 1972 (Equal Recipients must comply with the requirements of Title IX of the Education Opportunity in Education Act) — Title IX Amendments of 1972 {20 U.S.C. 6 1681 et sea.), which provide that no person in the United States wilt, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any educational program or activity receiving federal financial assistance. DHS implementing regulations are codified at 6 C.F.R. Part 17 and 44 C.F.R. Part 19 Energy Policy and Conservation Act Recipients must comply with the requirements of The Energy Policy and Conservation Act (42„ U.S. Q. which contain policies relating to energy efficiency that are defined in the state energy conservation plan issued in compliance with this Act. False Claims Act and Program Fraud Civil Recipients must comply with the requirements of The False Claims Act Remedies (31 U.S.C. 6 3729 -373) which prohibits the submission of false or fraudulent claims for payment to the federal government. (See 31 U.S.C. 6 3801 -3812 which details the administrative remedies for false claims and statements made.) Federal Debt Status Recipients are required to be non - delinquent in their repayment of any federal debt. Examples of relevant debt include delinquent payroll and other taxes, audit disallowances, and benefit overpayments. (See OMB Circular A -129.) Federal Leadership on Reducing Text Messaging Recipients are encouraged to adopt and enforce policies that ban text while Driving messaging while driving as described in E.O. 13513, including conducting initiatives described in Section 3(a) of the Order when on official government business or when performing any work for or on behalf of the federal government. Fly America Act of 1974 Recipients must comply with Preference for U.S. Flag Air Carriers (air carriers holding certificates under 49 U.S.C. § 41102) for international air transportation of people and property to the extent that such service is available, in accordance with the International Air Transportation Fair Competitive Practices Act of 1974 (49 U.S.C. 4 40118) and the interpretative guidelines issued by the Comptroller General of the United States in the March 31, 1981 amendment to Comptroller General Decision B- 138942. Hotel and Motel Fire Safety Act of 1990 In accordance with Section 6 of the Hotel and Motel Fire Safety Act of 1990, (15 U.S.C. § 2225a), recipients must ensure that all conference, meeting, convention, or training space funded in whole or in part with federal funds complies with the fire prevention and control guidelines of the Federal Fire Prevention and Control Act of 1974, as amended,( 15 U.S.Q. § ? , DNS Standard Terms & Conditions. Version 8.1 April 9, 2018 Page 6 of 8 Limited English Proficiency (Civil Rights Act of Recipients must comply with the Title Vl of the Civil Rights Act of 1964 1964, Title VI) (42 -$,C. § 200d fi prohibition against discrimination on the basis of national origin, which requires that recipients of federal financial assistance take reasonable steps to provide meaningful access to persons with limited English proficiency (LEP) to their programs and services. For additional assistance and information regarding language access obligations, please refer to the DNS Recipient Guidance httos://www.dhs.govlouidance- psfished- heio-deoarflment- suaouded- orppni (ions onnvidg- mw%n6%nful- access- people - limited and additional resources on htt : /�lwweww.t v. Lobbying Prohibitions Recipients must comply with 31 U.S.C. 5 1352, which provides that none of the funds provided under an federal financial assistance award may be expended by the recipient to pay any person to influence, or attempt to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress connection with any federal action related to a federal award or contract, including any extension, continuation, renewal, amendment, or modification. National Environmental Policy Act Recipients must comply with the requirements of the National Environmental Policy Act (NEPA) and the Council on Environmental Quality (CEQ) Regulations for Implementing the Procedural Provisions of NEPA, which requires recipients to use all practicable means within their authority, and consistent with other essential considerations of national policy, to create and maintain conditions under which people and nature can exist In productive harmony and full the social, economic, and other needs of present and future generations of Americans. Nondiscrimination in Matters Pertaining to Faith- It is DHS policy to ensure the equal treatment of faith -based organizations in Based Organizations social service programs administered or supported by DHS or its component agencies, enabling those organizations to participate in providing important social services to beneficiaries. Recipients must comply with the equal treatment policies and requirements contained in 6 C.F.R. Part 19 and other applicable statues, regulations, and guidance governing the participations of faith -based organizations in individual DHS programs. Non - supplanting Requirement Recipients receiving federal financial assistance awards made under programs that prohibit supplanting by law must ensure that federal funds do not replace (supplant) funds that have been budgeted for the same purpose through non - federal sources. Notice of Funding Opportunity Requirements AN of the instructions, guidance, limitations, and other conditions set forth in the Notice of Funding Opportunity (NOFO) for this program are incorporated here by reference in the award terms and conditions. Recipients must comply with any such requirements set forth in the program NOFO. Patents and Intellectual Property Rights Unless otherwise provided by law, recipients are subject to the Bavh -Dole Act. Pub. L. No. 96 -517, as amended, and codified In 35 U.S.C. 4 200 et seq. All recipients are subject to the specific requirements governing the development, reporting, and disposition of rights to inventions and patents resulting from federal financial assistance awards located at 37 C.F.R. Part 401 and the standard patent rights clause located at 37 C.F.R. § 401.14. Procurement of Recovered Materials Recipients must comply with Section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation and Recovery Ad. The requirements of Section 6002 include procuring only items designated in guidelines of the Environmental Protection Agency (EPA) at 40 C.F.R. Part 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition. DHS Standard Terms & Conditions: Version 8.1 April 9, 2018 Page 7of8 Rehabilitation Act of 1973 Recipients must comply with the requirements of Section 504 of the Rehabilitation Act of 1973,( 29 § 794), as amended, which provides that no otherwise qualified handicapped individuals In the United States will, solely by reason of the handicap, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. Reporting of Matters Related to Recipient Integrity If the total value of the recipient's currently active grants, cooperative and Performance agreements, and procurement contracts from all federal assistance offices exceeds $10,000,000 for any period of time during the period of performance of this federal financial assistance award, the recipient must comply with the requirements set forth in the government -wide Award Term and Condition for Recipient Integrity and Performance Matters located at 2 C.F.R. Part 200. Appendix XiI, the full text of which is incorporated here by reference in the award terms and conditions. Reporting Subawards and Executive Recipients are required to comply with the requirements set forth in the Compensation government -wide Award Term on Reporting Subawards and Executive Compensation located at 2 C.F.R. Part 170. Appendix A, the full text of which is incorporated here by reference in the award terms and conditions. SAFECOM Recipients receiving federal financial assistance awards made under programs that provide emergency communication equipment and its related activities must comply with the SAFECOM Guidance for Emergency Communication Grants, including provisions on technical standards that ensure and enhance interoperable communications. Terrorist Financing Recipients must comply with E.O. 13224 and U.S. law that prohibit transactions with, and the provisions of resources and support to, individuals and organizations associated with terrorism. Recipients are legally responsible to ensure compliance with the Order and laws. Trafficking Victims Protection Act of 2000 Recipients must comply with the requirements of the govemment -wide award tern which implements Section 106(8) of the Trafficking Victims Protection Act of 2000, (TVPA) as amended by 22 U.S.C. § 7104. The award term is located at 2 C.F.R. b 175.15, the full text of which is incorporated here by reference. Universal Identifier and System of Award Recipients are required to comply with the requirements set forth in the Management (SAM) government-wide financial assistance award term regarding the System for Award Management and Universal Identifier Requirements located at 2 C.F.R. Part 25, Appendix A. USA Patrlot Act of 2001 Recipients must comply with requirements of the Uniting and Strengthening A r' Pryviding Approciriate Tools &WjW to Intercetit and Obstru Terrorism Act (USA PATRIOT Act), which amends 18 U.S.C. §§ 175 -175c. Use of DHS Seal, Logo and Flags Recipients must obtain permission from their DHS FAO, prior to using the DHS seal(s), logos, crests or reproductions of flags or likenesses of DHS agency officials, including use of the United States Coast Guard seal, logo, crests or reproductions of flags or likenesses of Coast Guard officials. Whistleblower Protection Act Recipients must comply with the statutory requirements for whistleblower protections (if applicable) at 10 U.S.0 4 2409, 41 U.S.C. 4712, and 10 U.S.C. § 2324, 41 U.S C. §§ 4304 and 4310. DHS Standard Terms & Conditions: Version 8.1 April 9, 2018 Page 9 of 8 IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. No. 41327 - 120318. A RESOLUTION acknowledging and recognizing the PY2018 Workforce Innovation and Opportunity Act ( "WIOA ") funding from the Virginia Community College System in the amount of $1,208,969 for WIOA activities, for the award period of July 1, 2018, through June 30, 2020, the foregoing funding to be administered by the Western Virginia Workforce Development Board. WHEREAS, pursuant to the WIOA that was enacted on July 22, 2014 and replaced the Workforce Investment Act of 1998, federal funding is provided to support various programs in support of various client populations as more particularly described in the City Council Agenda Report dated December 3, 2018; and WHEREAS, the Roanoke Valley - Alleghany Regional Commission was designated as the fiscal agent for WIOA funds and administers the federal funds provided by WIOA through the Virginia Community College System for Local Workforce Area III, the designated area which encompasses the counties of Alleghany, Botetourt, Craig, Franklin, and Roanoke, and the cities of Covington, Roanoke, and Salem. THEREFORE, BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. Council acknowledges and recognizes for the purpose of administering the Western Virginia Workforce Development Board, the PY2018 WIOA funding in the amount of $1,208,969 from the Virginia Community College System, with no local match from the City, to be administered by the Western Virginia Workforce Development Board, and to be used during the award period of July 1, 2018, through June 30, 2020, for the purpose of administering the R- acknowledge and recognize Western Va Workforce Development- FY2018 funding.(12.3.18) WIOA activities, as more particularly set out in the City Council Agenda Report dated December 3, 2018. 2. The City Manager is directed to furnish such additional information as may be required in connection with the acknowledgement and recognition of the foregoing funding. 3. The City Clerk is directed to provide an attested copy of this Resolution to the Western Virginia Workforce Development Board. ATTEST: xt, �- r l City Clerk. R- recognize Western Va Workforce Development- FY2017 funding. (5.7.18) 2 o } CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Funding for Western Virginia Workforce Development Board Workforce Innovation and Opportunity Act (WIOA) Programs Background: The Workforce Innovation and Opportunity Act (WIOA) was signed into law on July 22, 2014 and replaced the Workforce Investment Act of 1998 (WIA). WIOA provisions related to Department of Labor Programs were effective July 1, 2015. The City of Roanoke is the grant recipient for Workforce Innovation and Opportunity Act (WIOA) funding, thus, City Council must recognize the grant funding received, in order for the Western Virginia Workforce Development Board to administer WIOA programs in Local Workforce Development Area III of Virginia. The Roanoke Valley - Alleghany Regional Commission serves as the fiscal agent for The Western Virginia Workforce Development Board and the WIOA funds allocated to Area III which encompasses the counties of Alleghany, Botetourt, Craig, Franklin and Roanoke, and the cities of Covington, Roanoke, and Salem. WIOA funding is for four primary client populations: • Dislocated workers who have been laid off from employment through no fault of their own. Services provided these individuals include intensive job search assistance and employment counseling, additional training to upgrade skills or obtain initial certification or degree, on the job training and supportive services. • Economically disadvantaged individuals as determined by household income guidelines defined by the U.S. Department of Labor. Services provided these individuals include intensive job search assistance and employment counseling, additional training to upgrade skills or obtain initial certification or degree, on the job training and supportive services. • Youth who are economically disadvantaged, or who have other barriers to becoming successfully employed adults. Services provided these individuals include career counseling and exploration, incentives to remain in school, work readiness classes, summer work program, mentoring, tutoring and post secondary education /training. • Businesses in need of employment and job training services. The City of Roanoke has received a Notice of Obligation, on behalf of the Western Virginia Workforce Development Board, from the Virginia Community College System, allocating $1,208,969 of PY2018 WIOA funds, for WIOA Activities for award period ,July 1, 2018 ;June 30, 2020. Considerations: • Program Operations - Existing activities will continue and planned programs will be implemented. • Funding - Funds are available from the Grantor agency and other sources as indicated, at no additional cost to the City. Recommended Action: Recognize the Western Virginia Workforce Development Board PY2018 WIOA funWS.WELL, for award period .July 1, 2018 to .June 30, 2020. ROR. City Manager Distribution: Council Appointed Officers R. Brian Townsend, Assistant City Manager for Community Development Amelia C. Merchant, Director of Finance Steven W. Martin, Director of Human /Social Services #CM 18 -00186 N velo IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. No. 41328 - 120318. AN ORDINANCE to appropriate funding from the Electronic Summons System Court Fees revenues as enacted by the General Assembly in section 17.1 -279.1 of the Code of Virginia (1950), amending and reordaining certain sections of the 2018 -2019 Grant Fund Appropriations, and dispensing with the second reading by title of this ordinance. BE IT ORDAINED by the Council of the City of Roanoke that the following sections of the 2018 -2019 Grant Fund Appropriations be, and the same are hereby, amended and reordained to read and provide as follows: Appropriations Other Equipment 35- 640 - 3415 -9015 $ 86,027 Revenues Electronic Summons System Court Fees 35- 640 - 3415 -3415 83,140 Electronic Summons System Interest 35- 640 - 3415 -3416 2,887 Pursuant to the provisions of Section 12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: City Clerk. CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Appropriation of Electronic Summons Funds Background: The 2014 session of the General Assembly enacted section 1 7.1 -279.1 , Code of Virginia (1950), as amended, to authorize localities to collect an assessment on all traffic and criminal offenses to support the implementation and maintenance costs of electronic summons systems. The Council of the City of Roanoke adopted a $5.00 electronic summons assessment on traffic and criminal offenses that became effective on September 1, 2014. The assessment has been collected by the Clerk of the Court in which the action was filed, remitted to the Treasurer of the City of Roanoke and held by the Treasurer subject to appropriation by Council. As of November 1, 2018, the sum of approximately $86,027 has been collected since the last funding appropriation in June of 2016. The appropriation of these additional funds will be used solely to purchase software, hardware, and associated equipment for the implementation and maintenance of the electronic summons system. Electronic summons systems have the potential of improving efficiency by significantly reducing the time that officers remain on traffic stops, reducing the time that police support technicians spend entering data into the police records management system, and reducing the time the Clerk of the Court staff spend entering data from summons into the court information system. Additionally, electronic summons systems can reduce errors and provide an environmentally friendly alternative to paper creation and retention. The Roanoke Police Department is requesting the appropriation of $86,027 to be used to implement an electronic summons system. Recommended Action: Adopt the accompanying budget ordinance to appropriate funding in the amount of $86,027 for Other Equipment from the Electronic Summons System Court Fees revenue account (35-640-3415-3415) and Electronic Summons System interest account (35-640-3415-3416) into a corresponding account in the Grant Fund. 7 q - --------------- -- t S. Cowell, ,Jr. City Manager Distribution: The Honorable Evelyn Powers, Roanoke City Treasurer Council Appointed Officers R. Brian Townsend, Assistant City Manager for Community Development Amelia C. Merchant, Director of Finance Timothy S. Jones, Chief of Police 2 IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. No. 41329- 120318. A RESOLUTION adopting and establishing an amended Employees' Post - Retirement Health Plan outlining eligibility guidelines and premiums therefore, and the respective benefits provided by the City to its retirees. WHEREAS, the Virginia General Assembly adopted a mandate effective July 1, 1993, that required localities to allow access to health care for retiring employees with fifteen or more years of continuous service; WHEREAS, the Council of the City of Roanoke previously adopted an Employees' Post- Retirement Health Plan and an Employees' Post - Retirement Dental Plan by Resolution No. 38115-060208 on June 2, 2008; WHEREAS, the City has since added two additional options for health coverage to employees effective January 1, 2018 that include the previously existing Preferred Provider Organization (PPO), a new Health Reimbursement Account (HRA) option, and a new PPO High Deductible Health Plan (HDHP) option; and WHEREAS, it is necessary for the City to amend the existing Employees' Post- Retirement Health Plan outlining eligibility guidelines and premiums. THEREFORE, BE IT RESOLVED by the Council of the City of Roanoke that Council hereby adopts, and authorizes the establishment of an amended Employees' Post - Retirement Health Plan, as set forth in the City Council Agenda Report dated December 3, 2018. K: \Council Measures \Amendment Post Retirement Health Plan Resolution.doc ATTEST: • 04V City Clerk. ;. CITY COUNCIL AGENDA REPORT esrt"µV To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Amendment to Employees' Post - Retirement Health Background: The Virginia General Assembly adopted a mandate effective July 1, 1993, that required localities to allow access to health care for retiring employees with fifteen or more years of continuous service. City Council adopted resolution 38115 - 060208 establishing an Employees' Post - Retirement Health Plan (Plan) outlining the eligibility guidelines, premiums and respective benefits that had previously be provided on an administrative basis. The formalization of the Plan was concurrent with the updated Governmental Accounting Standards Board (GASB) Statement 45 that mandated a modification to financial reporting. Considerations: The City added two additional options for health coverage to employees effective January 1, 2018: a Preferred Provider Organization (PPO) Health Reimbursement Account (HRA), and a PPO High Deductible Health Plan (HDHP). Providing a HDHP for retirees will allow a lesser cost health plan to retirees. This plan used in conjunction with a previously established Heath Savings Account (HSA) and /or Retirement Health Savings Account (RHS) may provide a more economical choice for health care coverage for City of Roanoke retirees. Recommended Action: Adopt the accompanying Employees' Post - Retirement Health Plan revised to provide an additional o' /e HDHP to the original Plan that provided only the PPO choice. Robert S. Cowe , Jr. City Manager Distribution: Council Appointed Officers Sherman Stovall, Assistant City Manager for Operations Amelia C. Merchant, Director of Finance Michele Vineyard, Director of Human Resources Timothy R. Spencer, Senior Assistant City Attorney CITY OF ROANOKE EMPLOYEES' POST - RETIREMENT HEALTH PLAN Preface The City of Roanoke sponsors two healthcare plans for eligible retirees. This document will summarize the eligibility requirements as well as rate - setting guidelines for the City's retiree healthcare plans that will become effective with employees retiring on or after January 1, 2019. Eligibility Guidelines Eligible Employees: Full -time active City of Roanoke employees with at least 15 years of continuous City employment may be eligible for retiree health coverage provided that they have participated in the one of the City's employee healthcare plans for a minimum of one year prior to retirement. Employees must have retired from the City of Roanoke, Roanoke Regional Airport Commission, Roanoke Valley Detention Commission, Western Virginia Water Authority, or Roanoke Resource Authority AND have participated in the City of Roanoke or their respective employer's, employee healthcare plans immediately preceding retirement. Eligible Dependents: A legal spouse of an eligible retiree who was covered as a dependent under the City's plan at the employee's retirement and dependent child or children who meet the eligibility qualifications for one of the City's healthcare plans and are covered under the plan at the employee's date of retirement. Coverage terminates for the retiree upon normal Medicare eligibility age. If a covered eligible spouse is younger than the retiree, he or she may remain on the plan until the attainment of normal Medicare eligibility age. Once a retiree and spouse are no longer covered by the City's plan, their dependent children are no longer eligible for coverage. Note: Coverage for the Employees' Post - Retirement Health Care Plan is only available to those individuals who are participating in the City's active employee plan at retirement. Future dependents are not eligible to enroll in the City's post- retirement medical benefits program. Retirees electing the HDHP will not be provided an opportunity to enroll in the PPO at a future date. City Council reserves the right to review and revise or modify this plan and the benefits provided by it at any time. Healthcare Plan Options Retirees covered under the City's PPO 300 healthcare plan their last year of employment with the City may remain in the PPO 300 healthcare plan or elect to join the City's *PPO/ #HDHP 2700 healthcare plan. Retirees who elect to participate in the City's PPO /HDHP 2700 healthcare plan will not receive any contribution from the City to their health savings account. Retirees covered under the City's PPO / —HRA 1000 healthcare plan their last year of employment with the City may only select either the PPO 300 or the the PPO /HDHP 2700 healthcare plan. Retirees who elect to participate in the City's PPO /HDHP 2700 healthcare plan will not receive any contribution from the City to their health savings account. Retirees covered under the City's PPO /HDHP 2700 healthcare plan their last year of employment with the City may only select the PPO /HDHP 2700 healthcare plan. Retirees who elect to participate in the City's PPO /HDHP 2700 healthcare plan will not receive any contribution from the City to their health savings account. Premium Rates The City, working with its consultants, will determine, in its sole discretion, the medical plan premium rates each year; these rates are subject to change each January 111. Beginning with eligible retirees retiring on or after January 1, 2010, premium rates will be set as follows: Retiree Only Active Employee Rate + $100 Retiree + 1 Dependent Active Employee Rate + $150 Family Active Employee Rate + $200 The rate adjustment reflects some of the additional cost of retiree coverage Coverage The two healthcare plans available to eligible retirees are identical to the active employee program. Terminology: *PPO Preferred Provider Organization #HDHP High Deductible Health Plan —HRA Health Reimbursement Account IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. No. 41330 - 120318. A RESOLUTION closing certain City offices Monday, December 24, 2018, and Monday, December 31, 2018, and providing for additional holiday leave for all City employees. BE IT RESOLVED by the Council of the City of Roanoke that: 1. City offices that are not engaged in performing emergency services or other necessary and essential services of the City shall be closed Monday, December 24, 2018, and Monday, December 31, 2018. 2. City personnel who are not engaged in performing emergency services or other necessary and essential services for the City shall be excused from work for eight hours on Monday, December 24, 2018, and eight hours on Monday, December 31, 2018. 3. With respect to emergency service employees and other employees performing necessary and essential services who cannot for reasons of public health, safety or welfare be excused from work on Monday, December 24, 2018, and on Monday, December 31, 2018, such employees, regardless of whether they are scheduled to work Monday, December 24, 2018, and Monday, December 31, 2018, shall be accorded time off at a later date. Employees of the Fire -EMS Department working the three platoon system shall receive a total of twelve hours of holiday time due to their work schedule for these two days. 4. Adherence to this resolution shall cause no disruption or cessation of the performance of any emergency, essential or necessary public service rendered or performed by the City. KAMeasures \holiday time off december 24 and 31 2018.doc ATTES City Clerk. 1vt CITY COUNCIL AGENDA REPORT ¢ 7 To: Honorable Mayor and Members of City Council Meeting: December 3, 2018 Subject: Additional Holiday Leave for City Employees Background: Currently, Tuesday, December 25, 2018, and Tuesday, .January 1, 2019 are scheduled holidays for City of Roanoke employees, with City offices closed. Providing, Monday, December 24, 2018 and Monday, December 31, 2018 as additional holidays would recognize the contributions of our employees. The City of Salem and the Commonwealth of Virginia plan to close their respective offices on December 24, 2018 and December 31, 2018. Roanoke County plans to close their office on December 24, 2018. Considerations: Emergency employees and other employees performing necessary and essential services who cannot for reasons of public safety or welfare be excused from work on December 24, 2018 and December 31, 2018, will be given time off at a later date. With the exception of possible overtime for solid waste collection operations, the provision of two additional holidays will not result in additional cost as funding is included in the budget for salary and benefit expenses. Recommended Action: Adopt the attached resolution approving additional holiday time consisting of Monday, December 24, 2018 and Monday, December 31, 2018 for all City empl Toe nition of their outstanding service throughout the year. - - - -- -- - - - - -- Robe, .. City Manager Distribution: Council Appointed Officers IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 3rd day of December, 2018. No. 41331 - 120318. A RESOLUTION repealing Resolution No. 41049- 020518 and replacing such resolution with this resolution, consenting to the transfer of certain real properties owned by the City of Roanoke Redevelopment and Housing Authority (RRHA) to either H.R. Foundation, Inc., a Virginia corporation (HR Foundation), or Hotel Roanoke Conference Center Commission, a body corporate created by Chapter 440 of the 1991 Acts of Assembly (Commission); authorizing the City Manager to execute such documents and take such other actions to effectuate, acknowledge, administer, and enforce this consent; and establishing an effective date. WHEREAS, Virginia Tech Real Estate Foundation, Inc., a Virginia nonstock corporation (VT Foundation), acquired certain real property, together with improvements thereon, situated in Roanoke, consisting of The Hotel Roanoke and adjacent parcels of land (Property), by Deed of Gift from Virginia Holding Company, dated December 27, 1989, and recorded in the Clerk's Office of the Circuit Court for the City of Roanoke, Virginia at Deed Book 1614, Page 1058; WHEREAS, the General Assembly created the Commission for the purpose of establishing and operating a publicly owned conference center in the City adjacent to a renovated Hotel Roanoke based on the need for such Commission as declared by resolution by the City and Virginia Polytechnic Institute and State University; WHEREAS, RRHA played an instrumental role in the development, financing, and implementation of the development and construction of the conference center and the renovated Hotel Roanoke (Project); WHEREAS, RRHA acquired (i) three (3) parcels of real estate situated in the City of Roanoke and bearing Official Tax Map Nos. 3013601, 3013602, and 3013502 (Parking Lot Parcels); and (ii) a parcel of real estate situated in the City of Roanoke and bearing Official Tax Map No. 3013503 (Conference Center Parcel); by special warranty deed from VT Foundation dated September 29, 1993, and recorded in the Clerk's Office of the Circuit Court of the City of Roanoke, Virginia in Deed Book 1694, Page 121 (RRHA Deed) for the sum of Three Million ($3,000,000) Dollars, as more particularly described in a Contract of Sale between VT Foundation and RRHA dated as of June 14, 1993 (Contract); WHEREAS, the Parking Lot Parcels and the Conference Center Parcels were portions of the Property acquired by VT Foundation; WHEREAS, RRHA entered into a Parking Lot Lease between RRHA, as Landlord, and the Commission and Hotel Roanoke, L.L.C., a Virginia limited liability company, as Tenants, dated November 8, 1993, for the use of the Parking Lot Parcels in conjunction with the conference center to be constructed and the Hotel Roanoke to be renovated for a term of fifty (50) years (Parking Lot Lease); WHEREAS, RRHA entered into a Lease between RRHA, as Landlord, and the Commission, as Tenant, dated November 8, 1993, for the use of the Conference Center Parcel for the construction, development, and operation of a conference center for a term of fifty (50) years (Conference Center Lease); WHEREAS, VT Foundation conveyed the retained portion of the Property, as described in the Contract, to HR Foundation by deed dated October 27, 1993, and recorded in the Clerk's Office of the Circuit Court of the City of Roanoke, Virginia at Deed Book 1698, Page 510; WHEREAS, through the collaborative efforts of the City, RRHA, VT Foundation, HR Foundation, and the Commission, The Hotel Roanoke, and the Hotel Roanoke Conference Center have been operating for more than twenty (20) years; WHEREAS, HR Foundation and the Commission had requested RRHA to (i) terminate the Parking Lot Lease and transfer the Parking Lot Parcels to HR Foundation; and (ii) terminate the Conference Center Lease and transfer the Conference Center Parcel to the Commission; WHEREAS, HR Foundation and the Commission concur that it would be beneficial to the future operations, management, and development of The Hotel Roanoke and Hotel Roanoke Conference Center facilities to take such actions; WHEREAS, the Contract and the RRHA Deed include a restrictive covenant that requires RRHA to obtain the prior consents of the City and VT Foundation to any transfers of the Parking Lot Parcels and /or the Conference Center Parcel; WHEREAS, continued ownership of the Parking Lot Parcels and the Conference Center Parcel by RRHA is no longer necessary to ensure the success of the Project; WHEREAS, HR Foundation and the Commission desire that (i) the Parking Lot Lease be assigned to HR Foundation and the Parking Lot Parcels be transferred to HR Foundation, and (ii) the Conference Center Lease be terminated and the Conference Center Parcel be transferred to the Commission; WHEREAS, Resolution No. 41049 - 020518, adopted by City Council on February 5, 2018, contemplated the termination of the Parking Lot Lease; and WHEREAS, the assignment of the Parking Lot Lease to HR Foundation, termination of the Conference Center Lease, the transfer of the Parking Lot Parcels to HR Foundation, and the transfer of the Conference Center Parcel to the Commission will assist in the realignment of operation of The Hotel Roanoke and Hotel Roanoke Conference Center. THEREFORE, BE IT RESOLVED by the Council of the City of Roanoke, Virginia that: 1. Resolution No. 41049 - 020518, adopted by City Council on February 5, 2018, is hereby repealed. 2. City Council consents to (i) the transfer of the Parking Lot Parcels to HR Foundation; and (ii) the transfer of the Conference Center Parcel to the Commission; all as more particularly described herein and in the City Attorney Letter dated December 3, 2018. 3. City Council acknowledges that RRHA has no remaining obligation to repay funds previously contributed by the City to RRHA for the purpose of the acquisition of the Parking Lot Parcels and the Conference Center Parcel by RRHA in accordance with the terms of the Contract. 4. The City Manager is hereby authorized to execute such document, in a form approved by the City Attorney, and take such other actions to effectuate, acknowledge, administer, and enforce this consent. 5. The City Clerk is directed to forward an attested copy of this resolution to Glenda Edwards Goh, Executive Director of RRHA. 6. This resolution shall be effective upon its passage. ATTEST: City Clerk. Daniel J. Callaghan City Attorney CITY OF ROANOKE OFFICE OF THE CITY ATTORNEY 464 MUNICIPAL BUILDING 215 CHURCH AVENUE, SW ROANOKE, VIRGINIA 24011 -1595 TELEPHONE 540 - 853 -2431 FAX 540 - 853 -1221 EMAIL: cityatty @roanokeva.gov December 3, 2018 The Honorable Sherman P. Lea, Sr., Mayor and Members of City Council Roanoke, Virginia Timothy R. Spencer David L. Collins Heather P. Ferguson Laura M. Carini Douglas P. Barber, Jr. Assistant City Attorneys Subject: A Resolution Repealing Resolution No. 41049 - 020518, and Consenting to the Transfer of Certain Real Properties owned by the Roanoke Redevelopment and Housing Authority to the H. R. Foundation or the Hotel Roanoke Conference Center Commission Dear Mayor Lea and Members of Council: Background: Beginning in 1989 with the acquisition of the Hotel Roanoke by the Virginia Tech Real Estate Foundation, Inc. (VT Foundation), a community based effort was initiated to provide a legal and real property framework which would facilitate the renovation of the Hotel Roanoke and the construction of other improvements, including an adjacent conference center. Such efforts included the Commonwealth of Virginia's creation of the Hotel Roanoke Conference Center Commission. The City of Roanoke Redevelopment and Housing Authority (RRHA) played an important role in the development and financing of the project, which included its acquisition and subsequent leasing of property on behalf of the other participants. The RRHA acquired three parcels of real estate upon which a surface parking lot and vehicular driveway were constructed to support the Hotel Roanoke and the Hotel Roanoke Conference Center. Using City funds, the RRHA acquired a parcel of real estate from the VT Foundation upon which the Conference Center was ultimately constructed. In 1993, the parking lot parcels were leased by the RRHA to the Hotel Roanoke, L.L.C. and the Hotel Roanoke Conference Center Commission for a 50 year term. At the same time, the conference center parcel was leased by the RRHA to the Hotel Roanoke Conference Center Commission for a 50 year term. Through the collaborative efforts of the partners and the interrelated legal, financial, and real estate ownership and leasing structure, the Hotel Roanoke and the Hotel Roanoke Conference Center have been operating successfully for more than twenty years. At this point in the history of the facilities, however, it has been identified by the Hotel Roanoke Conference Center Commission and the H. R. Foundation, Inc. that it would be beneficial to future operations, management, and continued success of the Hotel Roanoke and Hotel Roanoke Conference Center that the existing leases on the parking lot parcels and the conference center parcel be terminated, the parking lot parcels be transferred to the H. R. Foundation, Inc. and the conference center parcel be transferred to the Hotel Roanoke Conference Center Commission, respectively. The transfers of the real property were subject to the consent of the City and RRHA. Hotel Roanoke Conference Center Commission, and H. R. Foundation, Inc. presented this proposal to the City for consideration by City Council at its February 5, 2018 Council session. Based on the foregoing, City Council adopted Resolution No. 41049 - 020518, adopted February 5, 2018, to consent to the contemplated transfers. Subsequently, RRHA, Hotel Roanoke Conference Center Commission, and H. R. Foundation, Inc. advised the City that they intend to assign the lease involving the parking lots to H.R. Foundation, Inc., rather than terminating the parking lot lease. The lease for the conference center parcel will be terminated. Considerations: Since Resolution No. 41049- 020518 and the City Council Agenda Report dated February 5, 2018, contemplated the termination of the parking lot lease, that resolution should be repealed and another resolution adopted. The proposed actions to transfer the properties as outlined above will remove a layer of administrative complexity that will simplify the operational relationships between the Hotel Roanoke Conference Center Commission and the H. R. Foundation, Inc., and will have no demonstrable adverse impact on future operations of either facility. Based on restrictive covenants contained in the RRHA deeds for these properties, in order for the RRHA to transfer these parcels, the RRHA must first obtain consent from the City and the VT Foundation. The attached resolution is the means by which to transmit evidence of the City's consent to the RRHA. Recommended Action: Adopt the attached resolution repealing Resolution 41049- 020518 and consenting to the transfer of certain real properties owned by the City of Roanoke Redevelopment and Housing Authority to the H. R. Foundation, Inc. or the Hotel Roanoke Conference Center Commission, with the understanding that the parking center lease will be assigned to H. R. Foundation, Inc. Sincerely, Daniel J. laghan City Attorney DJC /lsc c: Council Appointed Officers R. Brian Townsend, Assistant City Manager for Community Development Amelia C. Merchant, Director of Finance Glenda Edwards Goh, Executive Director, RRHA Maryellen Goodlatte, Esq., Counsel to Hotel Roanoke Conference Center Commission Mark Loftis, Esq., Counsel to RRHA Stephanie Moon Reynolds, City Clerk Dear Colleagues, Thank you all for your good wishes and help in preparing for my recent visit to Wuhan and Lijiang, China. I have prepared for each of you a gift bag which includes a handmade, wood crafted "good wish" fortune made by Mr. Mu (whom I share about later), along with some local coffee and dried fruit and candies. I am also sharing today a handmade tapestry made by a teacher from the high school I visited and its ancient symbols from the Dongba religion /culture of the Naxi ethnic people. The calligraphy is translated as: My Modest Room The depth of a pool Depends on a dragon in it And a shabby and modest room Depends on the person who Lives in it. Liu Yuxi Poet, Tang Dynasty On my recent visit to China, I was honored to attend the 2018 Chinese International Friendship Cities Conference, a high - level, grand event with over 700 delegates from around the world celebrating innovative ways for win -win cooperation and relationship. We heard from the Vice President of the People's Republic of China, the former Prime Minister of Japan, and Presidents of the CIFCC and USA Sister Cities organizations, along with a variety of panel conversations on how to strengthen partnerships around the world. While there, I met Mr. Liwei, who is from the Office of Foreign Affairs in Lijiang, and who arranged a fantastic experience for us (my traveling companion was Meili Foy, from our Sister City board) in our sister city. The first afternoon we spent several hours with Mr. Mu, an extraordinary artist from the Naxi ethnic people (one of twenty -six in the Yunnan province and the largest in Lijiang). He is a sculptor and story teller, and I believe his work would be well received in Roanoke. I'm wondering about working to invite he and his wife (they also have a daughter who is a budding artist) for a residency here as part of an arts and culture exchange. He recently did one in Quebec. I'm including a few photos of his work. The first evening we shared a wonderful welcome meal with his office, including Mr. Li, the director, Liwei and Helen He (who recently helped solidify the internship program with Rebecca Chang through VT and Roanoke College. The next day we attended a country wedding of the Naxi tradition and were fully welcomed by the couple and the many people gathered. It was such a beautiful experience of local celebration and traditional food! On the next day, Meili had to return, and I visited the Lijiang Teachers College, where we heard from faculty and students, and explored expanding our new teacher /student internship program, along with hopes from the school that an English teacher from the US /Roanoke might like to teach for a year in Lijiang! Then, I visited a high school and met with a class of students, and then with the Principal /Headmaster and we discussed several creative proposals about a high school teacher /student exchange. Liwei and Helen are creating a summary of our discussions and will be sending it to me so that together we can continue to develop this relationship. That evening we shared dinner with the Vice Mayor Mme. An of Lijiang and celebrated the good, renewed relationship of our cities. My last full day was spent touring the sacred Snow Mountain and Lijiang's old towns. A beautiful city and beautiful friendship. I look forward to sharing more in the near future! Thanks, Joe Cobb Vice Mayor, City of Roanoke STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerk @roanokeva.gov CECELIA F. MCCOY Deputy City Clerk December 5, 2018 CECELIA T. WEBB, CMC Assistant Deputy City Clerk Charles Waters 3722 Winding Way Road, S. W. Roanoke, Virginia 24015 Dear Mr. Waters: At a regular meeting of the Council of the City of Roanoke which was held on Monday, December 3, 2018, you were appointed to replace Mark Garland as a Citizen At -large representative (member) of the Building and Fire Code Board of Appeals for term of office ending June 30, 2021. Enclosed you will find a Certificate of your appointment and an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were appointed. Pursuant to Section 2.2 -3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." On behalf of the Mayor and Members of City Council, I would like to express appreciation for your willingness to serve the City of Roanoke as a Citizen At -large representative (member) of the Building and Fire Code Board of Appeals. Enclosures c: Donna Payne, Secretary, Building and Fire Code Board of Appeals/ w application COMMONWEALTH OF VIRGINIA ) To -wit: CITY OF ROANOKE ) I, Stephanie M. Moon Reynolds, City Clerk, and as such City Clerk of the City of Roanoke and keeper of the records thereof, do hereby certify that at a regular meeting of Council which was held on the third day of December 2018, CHARLES WATERS was appointed to replace Mark Garland as a Citizen At -large representative (member) of the Building and Fire Code Board of Appeals for term of office ending June 30, 2021. Given under my hand and the Seal of the City of Roanoke this fifth day of December 2018. City Clerk "° STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 'relephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail- derkq),roauokeva.gov CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC December 5, 2018 Assistant Deputy City Clerk Laura Leonard 2415 Oregon Avenue, S. W. Roanoke, Virginia 24015 Dear Ms. Leonard: At a regular meeting of the Council of the City of Roanoke which was held on Monday, December 3, 2018, you were appointed to replace Elliott Bayer as a member of the Human Services Advisory Board for a four -year term of office, commencing December 1, 2018, and ending November 30, 2022. Enclosed you will find a Certificate of your appointment and an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were appointed. Pursuant to Section 2.2 -3702, Code of Virginia (1950), as amended, I am enclosing a copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." On behalf of the Mayor and Members of City Council, I would like to express appreciation for your willingness to serve as a member of the Human Services Advisory Board. Aeinc e phanie M. Moon City Clerk Enclosures v Rey olds�.�. pc: Teresa I. McDaniel, Secretary, Human Services Advisory Board/ w application COMMONWEALTH OF VIRGINIA ) To -wit: CITY OF ROANOKE ) I, Stephanie M. Moon Reynolds, City Clerk, and as such City Clerk of the City of Roanoke and keeper of the records thereof, do hereby certify that at a regular meeting of Council which was held on the third day of December 2018, LAURA LEONARD was appointed to replace Elliott Bayer as a member of the Human Services Advisory Board for a four -year term of office, commencing December 1, 2018, and ending November 30, 2022. Given under my hand and the Seal of the City of Roanoke this fifth day of December 2018. City Clerk STEPHANIE M. MOON REYNOLDS, MMC City Clerk Patricia Wilhelms 2998 Northview Drive Roanoke, Virginia 24015 Dear Ms. Wilhelms: CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Suite 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerk @,roauokeva.gov December 5, 2018 CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk At a regular meeting of the Council of the City of Roanoke which was held on Monday, December 3, 2018, you were appointed as a member of the Roanoke Arts Commission to fill the unexpired term of office of William Sellari ending June 30, 2020. Enclosed you will find a Certificate of your appointment and an Oath or Affirmation of Office which may be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were appointed. Pursuant to Section 2.2 -3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." On behalf of the Mayor and Members of City Council, I would like to express appreciation for your willingness to serve the City of Roanoke as a member of the Roanoke Arts Commission. Enclosures pc: Melissa Murray, Secretary, Roanoke Arts Commission, w /application Susan Jennings, Art and Culture Coordinator COMMONWEALTH OF VIRGINIA ) To -wit: CITY OF ROANOKE ) I, Stephanie M. Moon Reynolds, City Clerk, and as such City Clerk of the City of Roanoke and keeper of the records thereof, do hereby certify that at a regular meeting of Council which was held on the third day of December 2018, PATRICIA WILHELMS was appointed as a member of the Roanoke Arts Commission to fill the unexpired term of office of William Sellari ending June 30, 2020. Given under my hand and the Seal of the City of Roanoke this fifth day of December 2018. City Clerk�"� STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E- mail: clerk(a )roanokeva.gov CECELIA F. MCCOY Depute City Clerk December 5, 2018 CECELIA T. WEBB, CMC Assistant Deputy City Clerk John Hancock Patrol Officer Roanoke City Police Department Roanoke, Virginia Dear Mr. Hancock: At a regular meeting of the Council of the City of Roanoke which was held on Monday, December 3, 2018, you were appointed as a Law Enforcement representative (member) of the Towing Advisory Board to fill the unexpired term of office of Patrol Officer Fatima Foster ending October 31, 2021. Enclosed you will find a Certificate of your appointment and an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were appointed. Pursuant to Section 2.2 -3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." On behalf of the Mayor and Members of City Council, I would like to express appreciation for your willingness to serve the City of Roanoke as a Law Enforcement representative (member) on the Towing Advisory Board. Sincerely, 'All, Wn no tl4v L� Stephanie M. Moon Reyno s, - C City Clerk Enclosures c: Tim Meadows, Secretary, Towing Advisory Board w /application 3129 Garden City Blvd, Roanoke 24014 COMMONWEALTH OF VIRGINIA To -wit: CITY OF ROANOKE I, Stephanie M. Moon Reynolds, City Clerk, and as such City Clerk of the City of Roanoke and keeper of the records thereof, do hereby certify that at a regular meeting of Council which was held on the third day of December 2018, JOHN HANCOCK was as a Law Enforcement representative (member) of the Towing Advisory Board to fill the unexpired term of office of Patrol Officer Fatima Foster ending October 31, 2021. Given under my hand and the Seal of the City of Roanoke this fifth day of December 2018. on City Clerk STEPIIANIE M. MOON REYNOLDS, MMC City Clerk William Nelms 210 S. Jefferson Street Roanoke, Virginia 24011 Dear Mr. Nelms: CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerk(turoanokeva.gov December 5, 2018 CFCELIA F. MCCOV Deputy City Clerk CF,CF,LIA T. WEBB, CMC Assistant Deputy City Clerk At a regular meeting of the Council of the City of Roanoke which was held on Monday, December 3, 2018, you were appointed to replace Beatrice Schleupner as the Student representative /Patrick Henry High School of the Youth Services Citizen Board for a term of office ending June 30, 2019. Enclosed you will find a certificate of your appointment and an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to the Office of the City Clerk, Room 456, fourth floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were appointed. Furthermore, pursuant to Section 2.2 -3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." On behalf of the Mayor and Members of City Council, I would like to express appreciation for your willingness to serve as the Student representative /Patrick Henry High School of the Youth Services Citizen Board. Enclosures pc: Aisha Johnson, Assistant to the City Manager COMMONWEALTH OF VIRGINIA ) To -wit: CITY OF ROANOKE ) I, Stephanie M. Moon Reynolds, City Clerk, and as such City Clerk of the City of Roanoke and keeper of the records thereof, do hereby certify that at a regular meeting of Council which was held on the third day of December 2018, WILLIAM NELMS was appointed to replace Beatrice Schleupner as the Student representative /Patrick Henry High School of the Youth Services Citizen Board for a term of office ending June 30, 2019. Given under my hand and the Seal of the City of Roanoke this fifth day of December 2018. f Ku City Clerk �. S1TPt1ANIF. M. MOON REYNOLDS, MM( City Clerk CITY OF ROANOKE OFFICE OF THE HE CITY CLERK 215 Church Avenue, S. W., Room 450 Roanoke, Virginia 24011 -1530 Telephone: (540) 853 -2541 Fax: (5411) 853 -1145 E nmil: cicrk(aroanokeva.y ov December 5, 2018 Mark Garland 418 King George Avenue, S. W. Roanoke, Virginia 24016 Dear Mr. Garland: CECELIA F. MCCOY Deputy Cily Clerk CECELIA `f. WE1313, CMC Assistant Deputy City Clerk Your term of office as a member of the Building and Fire Code Board of Appeals expired on June 30, 2018. On behalf of the Members of Roanoke City Council, I would like to express appreciation for your service to the City of Roanoke as a member of the Building and Fire Code Board of Appeals from August 1, 2016 to June 30, 2018. Please find enclosed a Certificate of Appreciation and an aerial view photograph of the Roanoke Valley in recognition of your service. Sincerely, f S'ephanie M. Moon Reynaldsl City Clerk Enclosure pc: Donna Payne, Secretary, Building and Fire Code Board of Appeals CERTIFICATE OF APPRECIATION PRESENTED TO Mark Garland AS A MEMBER OF THE BUILDING AND FIRE CODE BOARD OF APPEALS FROM AUGUST 1, 2016 TO JUNE 30, 2018 ON THIS 5TH DAY OF DECEMBER , 2018 IN RECOGNITION OF PUBLIC SERVICE FAITHFULLY RENDERED TO THE CITY OF ROANOKE APPROVED: ATTEST: SHERMAN P. LEA, SR. STEPHANIE M. MO RE LDS MAYOR CITY CLERK STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E-mail: clerk�d)roanokeva.gov December 5, 2018 D. Elliott Bayer 5050 Mountain Avenue, S. W. Roanoke, Virginia 24016 Dear Mr. Bayer: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk Your term of office as a member of the Human Services Advisory Board expired on November 30, 2018. On behalf of the Members of Roanoke City Council, I would like to express appreciation for your service to the City of Roanoke as a member of the Human Services Advisory Board from October 1, 2012 to November 30, 2018. Please find enclosed a Certificate of Appreciation and an aerial view photograph of the Roanoke Valley in recognition of your service. Sincerely, "4 't 1. Stephanie M. Moon Reynolds, l4MC City Clerk Enclosure pc: Teresa I. McDaniel, Secretary, Human Services Advisory Board CERTIFICATE OF APPRECIATION PRESENTED TO D. Elliott Bayer AS A MEMBER OF THE HUMAN SERVICES ADVISORY BOARD FROM OCTOBER 1, 2012 TO NOVEMBER 30, 2018 ON THIS 5TH DAY OF DECEMBER . 2018 IN RECOGNITION OF PUBLIC SERVICE FAITHFULLY RENDERED TO THE CITY OF ROANOKE APPROVED: ATTEST: SHERMAN P. LEA, SR. STEPHANIE 1 MO ' REl 1 ' DS MAYOR CITY CLERK STEPHANIE M. MOON REYNOLDS, MM( City Clerk CITY OF ROANOKE OFFICE OF THE CITY C,L,ERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 2401 1 -1 536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: cicrk(mroanokeva.gov December 7, 2018 Fatima Foster Traffic Safety Officer Roanoke Police Department Roanoke, Virginia Dear Officer Foster: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk Your term of office as a member of the Towing Advisory Board expired on October 31, 2018. On behalf of the Members of Roanoke City Council, I would like to express appreciation for your service to the City of Roanoke as a member of the Towing Advisory Board from September 6, 2016 to December 3, 2018. Please find enclosed a Certificate of Appreciation and an aerial view photograph of the Roanoke Valley in recognition of your service. Sincerely, ..va Stephanie M. Moon Reynolds, 4MC City Clerk Enclosure pc: Tim Meadows, Secretary, Towing Advisory Board CERTIFICATE OF APPRECIATION PRESENTED TO Fatima Foster AS A MEMBER OF THE TOWING ADVISORY BOARD FROM SEPTEMBER 6, 2016 TO DECEMBER 3, 2018 ON THIS 5TH DAY OF DECEMBER . 2018 IN RECOGNITION OF PUBLIC SERVICE FAITHFULLY RENDERED TO THE CITY OF ROANOKE APPROVED: SHERMAN P. LEA, SR. MAYOR ATTEST: STEPHANIE M. M ON RE DS CITY CLE �j