HomeMy WebLinkAboutCouncil Actions 09-07-21WHITE -BOYD
42139-090721
ROANOKE CITY COUNCIL
INFORMAL SESSION
SEPTEMBER 7, 2021
9:00 A.M.
CITY COUNCIL CHAMBER
215 CHURCH AVENUE, S. W.
AGENDA
The City of Roanoke is a safe, caring and economically vibrant community in
which to live, learn, work, play and prosper
A vibrant urban center with strong neighborhoods set amongst the spectacular
beauty of Virginia's Blue Ridge
Call to Order -- Roll Call. Mayor Lea arrived late.
Welcome. Vice -Mayor Patricia White -Boyd.
NOTICE
This morning's meeting will be televised live and replayed on RVTV Channel 3 following
the 2:00 p.m. session on Thursday, September 9 at 7:00 p.m., and Saturday,
September 11 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.
ITEM 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.
(6 -0, Mayor Lea was not present when the vote was taken.)
1
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.
BRIEFING:
• Volatia Language Services - 20 minutes
Mobile App Access
Received and filed.
At 9:16 a.m., the Vice -Mayor declared the Council meeting in recess for a
Legislative Committee meeting.
At this point, Mayor Lea entered the Legislative Committee meeting (9:17 a.m.).
At 10:47 a.m., the Mayor declared the Council meeting in recess for a Closed
Meeting in the Council's Conference Room, Room 450, fourth floor, Noel C. Taylor
Municipal Building; and thereafter reconvened at 2:00 p.m., in the Council
Chamber.
2
ROANOKE CITY COUNCIL
REGULAR SESSION
SEPTEMBER 7, 2021
2:00 P.M.
CITY COUNCIL CHAMBER
AGENDA
The City of Roanoke is a safe, caring and economically vibrant community in
which to live, learn, work, play and prosper.
A vibrant urban center with strong neighborhoods set amongst the spectacular
beauty of Virginia's Blue Ridge.
1. Call to Order - -Roll Call. All present.
The Invocation was delivered by Mayor Sherman P. Lea, Sr.
The Pledge of Allegiance to the Flag of the United States of America was
led by Mayor Lea.
Welcome. Mayor Lea.
NOTICE:
Today's Council meeting will be televised live and replayed on RVTV Channel 3
on Thursday, September 9 at 7:00 p.m., and Saturday, September 11 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.
3
ANNOUNCEMENTS:
The Council of the City of Roanoke is seeking applications for the following
current vacancies and /or upcoming expirations of terms of office:
Architectural Review Board — two vacancies
Personnel and Employment Practices Commission — one vacancy
Roanoke Civic Center Commission — three vacancies
Roanoke Cultural Endowment, Board of Directors — one vacancy
Roanoke Neighborhood Advocates — one vacancy
Towing Advisory Board — one vacancy (Citizen at- large)
Access the City's homepage to complete an online application for the
abovementioned vacancies.
2. PRESENTATIONS AND ACKNOWLEDGEMENTS:
A proclamation declaring September 13 — 20, 2021 as National Disability Voter
Registration Week.
Mayor Lea read and presented the proclamation to Karen Michalski - Karney,
Executive Director, Blue Ridge Independent Living Center.
3. HEARING OF CITIZENS UPON PUBLIC MATTERS:
NONE.
4. CONSENT AGENDA:
(APPROVED 7 -0)
C -1
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.
Minutes of the regular meeting of City Council held on Monday, August 2,
2021.
RECOMMENDED ACTION: Dispensed with the reading of the minutes
and approved as recorded.
Il
C -2 A communication from the City Clerk advising of the resignation of
Rosheta Chase as a member of the Roanoke Neighborhood Advocates, effective
immediately.
RECOMMENDED ACTION: Accepted the resignation and received and
filed the communication.
C -3 A communication from the City Clerk advising of the resignation of Bill
Hume as a member of the Architectural Review Board, effective October 1, 2021.
RECOMMENDED ACTION: Accepted the resignation and received and
filed the communication.
C -4 Annual report of the Economic Development Authority of the City of
Roanoke for the Fiscal Year ended June 30, 2021.
RECOMMENDED ACTION: Received and filed.
C -5 Annual report of the Roanoke Public Library Board for the Fiscal Year
ended June 30, 2021.
RECOMMENDED ACTION: Received and filed.
C -6 Reports of qualification of Dawn Tanner Erdman as a Citizen
representative of the Roanoke Valley - Alleghany Regional Commission for a term
of office ending June 30, 2024; and Dorothy Yancey as a member of the
Roanoke Public Library Board for a three -year term of office ending June 30,
2024.
RECOMMENDED ACTION: Received and filed.
REGULAR AGENDA:
5. PUBLIC HEARINGS: NONE.
6. PETITIONS AND COMMUNICATIONS: NONE.
5
7. REPORTS OF CITY OFFICERS AND COMMENTS OF THE
CITY MANAGER:
a. CITY MANAGER:
BRIEFINGS:
• Public Art Update - 15 minutes
Concurred in the recommendation of the Roanoke Arts
Commission. Received and filed.
ITEMS RECOMMENDED FOR ACTION:
1. Acceptance of FY 2022 Virginia Department of Fire Programs grant
funds.
Adopted Resolution No. 42139 - 090721 and Budget Ordinance
No. 42140-090721. (7 -0)
2. Acceptance of funds from the Surface Transportation Block Grant
to be used for the Greenway Connection along Riverland Road
Project.
Adopted Resolution No. 42141 - 090721 and Budget Ordinance
No. 42142-090721. (7 -0)
3. Acceptance of the 2021 Eviction Prevention Boost Planning Grant
to be used by the Financial Empowerment Center in connection
with eviction prevention in response to the COVID -19 pandemic.
Adopted Resolution No. 42143 - 090721 and Budget Ordinance
No. 42144-090721. (7 -0)
4. Amendment of the City Code to update and clarify the Fire
Prevention and Protection Ordinance.
Adopted Ordinance No. 42145 - 090721. (7 -0)
COMMENTS OF THE CITY MANAGER.
The City Manager offered the following comments:
Labor Day Week Trash Collection
• City offices were closed on Monday, September 6, in observance of the
Labor Day holiday. As a result, the Solid Waste Collection Schedule for
collection of trash, bulk, brush, and "B" week single- stream recycling will
be delayed one day throughout the week.
9
Annual Neighborhood Awards
• Nominations are now open for this year's program.
• Recognizes and honors outstanding contributions, excellence and
accomplishments achieved by neighborhood organizations and civic
individuals.
• Awards based on:
• Making physical and /or social improvements to our neighborhoods,
• Connecting neighbors and /or neighborhoods with one another, and
• Building the capacity of a neighborhood organization to better serve
our community.
• The deadline to nominate someone is Friday, November 5. Nominations
may be submitted at roanokeva .gov /neighborhoodawards.
Free Training for Neighborhood Organizations
• This fall, the City will offer "Taking Your Organization to The Next Level," a
free course led by Program Consultant Steve Hixon, designed to help
neighborhood associations learn leadership development and other skills.
• This training, facilitated by the City's HUD Community Resources Division
and the Office of Neighborhood Services, will consist of six virtual classes
to be held over three months.
• The deadline to register is Friday, September 10.
• More information can be found on the City's website homepage, under
"Read About Roanoke"
Roanoke Will Celebrate Welcoming Week
• The week of September 10 - 19, the City of Roanoke will host its 4th
annual Welcoming Week, along with many local partners.
• Under the theme "Belonging Begins With US," the City will hold several
events.
• The opening ceremony will be held on Friday, September 10, at
11:30 a.m., here in the Council Chamber.
• Other events include a 5K Fun Run /Roanoke Runs for Refugees, a
Scavenger Hunt and vendor fair, an International Soccer Cup, Salsa
lessons, and the Roanoke World Tour of Food.
• A full list of local events, times, and locations can be found at
roanokeva.gov /welcomingroanoke
The City Manager introduced Lauren Waldron, new Citizen Engagement
Manager for the Office of Communications.
8. REPORTS OF COMMITTEES: NONE.
rA
9. UNFINISHED BUSINESS: NONE.
10. INTRODUCTION AND CONSIDERATION OF
ORDINANCES AND RESOLUTIONS:
a. A resolution designating a Voting Delegate and an Alternate Voting
Delegate for the Annual Virginia Municipal League Urban Section Meeting
on Sunday, October 3, 2021, in Leesburg, Virginia.
Adopted Resolution No. 42146- 090721. (7 -0)
11. MOTIONS AND MISCELLANEOUS BUSINESS:
a. Inquiries and /or comments by the Mayor and Members of City Council.
Mayor Lea recognized the City Attorney's commitment to the study
of opioid addiction and acknowledged his appointment to the Opioid
Abatement Board by Governor Northam and noted that many others
across the State were serving in that capacity in the fight against
opioids.
b. Vacancies on certain authorities, boards, commissions and committees
appointed by Council. See below.
Appointed Byron Dickson to replace Katherine Gutshall as a member
(Certified Architect) of the Architectural Review Board for a four -year term
of office commencing October 2, 2021 and ending October 1, 2025.
Appointed Stephen Feather as a member (Certified Architect) of the
Architectural Review Board to fill the unexpired term of office of Bill Hume
commencing October 2, 2021 and ending October 1, 2023.
Appointed Julie Wagner to replace Colleen Burns as a member (Citizen -at-
large) of the Personnel and Employment Practices Commission for a term
of office ending June 30, 2024.
Appointed Kianna Price Marshall to replace Michael L. Dame and Rob
Arrington to replace Stephen Willis as members of the Roanoke Civic
Center Commission for three -year terms of office, each, commencing
October 1, 2021 and ending September 30, 2024.
Appointed Margaret Ashburn as a member of the Roanoke Neighborhood
Advocates to fill the unexpired term of office of Rosheta Chase ending
September 30, 2021; and an additional two -year term of office ending
September 30, 2023.
A communication from the City Attorney requesting that the Council
convene in Closed Meeting to consult with legal counsel pertaining to
actual or probable litigation regarding specific legal matters requiring legal
advice and the discussion of strategy of negotiation of a potential
agreement involving the City, pursuant to Section 2.2 -3711, (A)(7) and (13),
Code of Virginia (1950), as amended. (7 -0).
At 3:09 p.m., the Council Meeting was declared in recess for a Closed Meeting in
the Council's Conference Room, Room 450, fourth floor, Noel C. Taylor Municipal
Building.
At 3:28 p.m., the Council Meeting reconvened with Mayor Lea presiding and all
Members of the Council in attendance.
CERTIFICATION OF CLOSED MEETING (7 -0).
12. RECESS - 3:29 P.M.
THE COUNCIL MEETING WAS DECLARED IN RECESS UNTIL THURSDAY,
SEPTEMBER 9, 2021, AT 1:00 P.M., FITZPATRICK HALL, THE JEFFERSON
CENTER, 541 LUCK AVENUE, S. W., FOR A COUNCIL STRATEGIC PLANNING
WORK SESSION.
X01
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 tuAOANOKEVA.GOV
September 7, 2021
The Honorable Vice -Mayor Patricia White -Boyd and Members
of the Roanoke City Council
Roanoke, Virginia
Dear Vice -Mayor White -Boyd 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
September 7, 2021
Public
VACANCIES:
Term of office ending October 1, 2025 and an unexpired term of office ending October 1, 2023 on
the Architectural Review Board.
Term of office on the Personnel and Employment Practices Commission ending June 30, 2024.
Terms of office on the Roanoke Civic Center Commission ending September 30, 2024.
Term of office on the Roanoke Cultural Endowment, Board of Directors ending December 31, 2024.
Unexpired term of office on the Roanoke Neighborhood Advocates ending September 30, 2021.
Term of office (Citizen at Large) on the Towing Advisory Board ending October 31, 2023.
_ y 9
.+
tTIONAL DISABILITY VOTER REGISTRATION WEEK
REAS, people with disabilities and their allies recently celebrated the
nniversary of the Americans with Disabilities Act (ADA);
REAS, there are over 61 million adults with disabilities living in the United
and over 1.6 million disabled adults living in Virginia;
WHEREAS, the disability community has a vested interest in policies enacted at
local, state, and national levels that effect the integration of people with
disabilities, young and old, into our communities;
WHEREAS, getting the disability community involved in influencing public
policies is essential if these policies are to meet the real needs of people with
disabilities to live, work, learn, and play in the community;
WHEREAS, voting is a guaranteed way for the disability community to exert
their influence and demonstrate their political power in local, state and national
elections;
WHEREAS, there are efforts around the country to develop state disability voting
coalitions, similar to REV UP Virginia, working on increasing the political
participation of disabled Americans; and
WHEREAS, "Register! Educate! Vote! Use your Power, " is a national effort to
encourage state and local disability community voting coalitions to increase the
political power of disabled Americans.
NOW, THEREFORE, I, Sherman P. Lea, Sr., Mayor of the City of Roanoke,
Virginia, acknowledges the growing national involvement of the disability
community in the political process, and the statewide efforts of REV UP Virginia
to increase the political power and influence of disabled Virginian voters and
designates the September 13 - 20, as National Disability Voter Registration
Week.
Given under our hands and the Seal of the City of Roanoke this seventh day of
September in the year of two thousand and twenty one.
Sherman P. Lea, Sr., Mayor
ATTEST:
Cu&�, J-,
Cecelia F. McCoy, City Cler
CECELIA F. MCCOY, CMC
Cite 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: clerkCqdroanoke%a.go%
September 8, 2021
Rosheta Chase
711 Hunt Avenue, N.W., Apt 106
Roanoke, Virginia 24012
Dear Ms. Chase:
CECELIAT. WEBB, CIVIC
Depute° City Clerk
A communication from the City Clerk advising of your resignation as a member of the
Roanoke Neighborhood Advocates was before the Council of the City of Roanoke at a
regular meeting, which was held on Tuesday, September 7, 2021.
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 Neighborhood
Advocates from October 7, 2020 to August 12, 2021. Please find enclosed a Certificate
of Appreciation and an aerial view photograph of the Roanoke Valley in recognition of
your service.
Sincerely,
Cecelia F. McCoy, CMC
City Clerk
Enclosure
CERTIFICATE OF APPRECIATION
PRESENTED TO
Rosheta Chase
AS A MEMBER OF THE
ROANOKE NEIGHBORHOOD ADVOCATES
FROM OCTOBER 7, 2020
TO AUGUST 12, 2021
ON THIS 8TH DAY OF SEPTEMBER 2021
IN RECOGNITION OF PUBLIC SERVICE FAITHFULLY
RENDERED TO THE CITY OF ROANOKE
APPROVED:
SHERMAN P. 1,17A. SR.
MAYOR
ATTEST:
C/9,0� vq&&I
CECILIA F. MCCOY
CITY CLERK
CECELIA F. MCCOY, CMC
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
E -mail: clerka),roanokeva.gov
September 7, 2021
The Honorable Mayor and Members
of the Roanoke City Council
Roanoke, Virginia
Dear Mayor Lea and Members of Council:
CECELIA T. WEBB, CMC
Deputy City Clerk
This is to advise that Rosheta Chase has tendered her resignation as a member of the
Roanoke Neighborhood Advocates, effective immediately.
Sincerely,
Cecelia F. McCoy, CMC
City Clerk
Members:
Alicha Grubb- Chair August 12, 2021
Jamaal Jackson
To Andrea Johnson, City Clerk:
Bill Houck, Jr.- Secretary
Please be advised that I, Rosheta Chase will be tendering my
Amazette Anderson resignation from the Roanoke Neighborhood Advocates
effective immediately.
Sunni Purviance I am grateful for having had the opportunity to serve on the
board of this fine organization, and I offer my best wishes for
Rosheta Chase its continued success.
Brian Bennett
Michael Stamper
Rosheta Chase, RNA Member
Jordan Bell
Noel C. Taylor Municipal Building
215 Church Avenue, S.W.
Room 364
Roanoke, Virginia 24011
Phone: 540- 853 -1643
Email: neighborhoods ci_roonoke,ia.0
CECELIA F. b1CCOY, CHIC
Cite Clerk
Bill Hume
2491 Alean Road
Wirtz, Virginia 24184
Dear Mr. Hume:
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: derkCgroanoke,,a.ho%
September 8, 2021
CECELIA T. WEBB, CHIC
Deputy Cite Clerk
A communication from the City Clerk advising of your resignation as a member of the
Architectural Review Board was before the Council of the City of Roanoke at a regular
meeting, which was held on Tuesday, September 7, 2021.
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 Architectural Review Board
from December 7, 2015 to October 1, 2021. Please find enclosed a Certificate of
Appreciation and an aerial view photograph of the Roanoke Valley in recognition of your
service.
Sincerely,
Cecelia F. McCoy, CMC
City Clerk
Enclosure
CERTIFICATE OF APPRECIATION
PRESENTED TO
Bill Hume
AS A MEMBER OF THE
ARCHITECTURAL REVIEW BOARD
FROM DECEMBER 7, 2015
TO OCTOBER 1, 2021
ON THIS 8TH DAY OF SEPTEMBER 2021
IN RECOGNITION OF PUBLIC SERVICE FAITHFULLY
RENDERED TO THE CITY OF ROANOKE
APPROVED:
SHERMAN P. LEA, SR.
MAYOR
ATTEST:
e4'o � vx6e4j
CECELIA F. MCCOY
CITY CLERK
CECELIA F. MCCOY, CMC
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
E -mail: clerk *,roanokeva.gov
September 7, 2021
The Honorable Mayor and Members
of the Roanoke City Council
Roanoke, Virginia
Dear Mayor Lea and Members of Council:
CECELIA T. WEBB, CMC
Deputy City Clerk
This is to advise that Bill Hume has tendered his resignation as a member of the
Architectural Review Board, effective October 1, 2021.
Sincerely,
c�3
Cecelia F. McCoy, CMC
City Clerk
Ms. Webb,
I would like to formally tender my resignation from the Roanoke City Architectural Review
Board effect October 1, 2021. This resignation is due to my continued work travel schedule that
no longer allows me to be present to the Public Hearings.
It has been an honor to have served Roanoke City and the ARB.
Thank you,
Bill
Bill Hume, AIA
Interactive Design Group
O: 540:342 -7534
C: 540- 400 -1261
Annual Report
As of June 30, 2021
The Economic Development Authority of the City of Roanoke, Virginia
To: The Members of Council of the City of Roanoke, Virginia
Name and Organization:
The Economic Development Authority of the City of Roanoke, Virginia was organized
pursuant to ordinance adopted by the City Council October 21, 1968. It has been in
continuous operation and has assisted the City's economic development efforts in
meeting to approve of small issue manufacturing and 501(c)(3) industrial development
revenue bond financings.
Membership:
There are seven members of the EDA which are appointed by Council for four (4) year
terms. For the years of this report, officers and terms of the directors were and are as
follows:
Name
Duke Baldridge
Vickie Holt Bibee
Xavier Duckett
Matthew Fink
Braxton Naff
Bill Poe
Stephanie S. Wyatt-Jones
Staffing:
Office
Vice Chair
Assistant Secretary
Chair
Secretary /Treasurer
Expiration of Term
October 20, 2021
October 20, 2021
October 20, 2022
October 20, 2022
October 20, 2023
October 20, 2024
October 20, 2023
The EDA uses the City of Roanoke Economic Development Department's staff and
works in close conjunction with the Director of Economic Development.
The EDA meets the third Wednesday of every month. The meetings are held at 8:00
a.m. at the City of Roanoke, Department of Economic Development, 117 Church
Avenue, Roanoke, Virginia.
During the fiscal year ended June 30, 2021, the EDA held eleven (11) meetings; its
average attendance was 5.6, the attendance of the various members was as follows:
The EDA's Activities during the Fiscal Year ended June 30, 2021:
JULY - 2020
• Approved a six (6) month facade grant extension request from Savara Development,
LLC on behalf of JS Project for property located at 101 S. Jefferson Street (Liberty
Trust Building).
• Approved a facade grant application from Mr. Gregg Weinschreider in the amount of
$25,000.00 for property located at 109 Campbell Avenue (Bush/Flora Building).
AUGUST - 2020
• Approved a facade grant application from CPG Qualified Opportunity Fund, LLC in
the amount of $25,000.00 for property located at 502 5th Street.
• Assisted the City of Roanoke, Virginia, in the administration of the City Small Business
COVID Relief Fund
SEPTEMBER - 2020
• Approved a six (6) month facade grant extension request from Fort Knox, LLC for
property located at 5411 Williamson Road.
• Approved a six (6) month facade grant extension request from ADN Investments, LLC
for property located at 9 Church Avenue.
OCTOBER - 2020
• Adopted a resolution authorizing the EDA to enter into a job grant agreement and match
agreement with ASGN Incorporated.
January
Directors
7/15/2020
8/19/2020
9/16/2020
10/21/2020
11/18/2020
12/16/2020
No Meeting 2/17/2021
3/17/2021
4/21/2021
5/19/2021
6/16/2021
Duke Baldridge
Present
Present
Present
Present
Present
Present
Present
Absent
Absent
Present
Present
Vickie H. Bibee
Present
Present
Present
Present
Present
Present
Present
Present
Absent
Absent
Absent
Xavier Duckett
Absent
Present
Absent
Present
Present
Absent
Absent
Absent
Present
Present
Present
Matthew Fink
Present
Present
Present
Present
Present
Present
Present
Absent
Present
Absent
Present
Braxton Naff
Present
Present
Present
Present
Present
Present
Present
Present
Present
Present
Present
Bill Poe
Present
Present
Present
Present
Present
Present
Present
Present
Present
Present
Present
Stephanie Wyatt -Jones
Absent
Absent
Present
Absent
Present
Present
Present
Present
Present
Present
Absent
Attendance
5
6
6
6
7
6
6
4
5
5
S
The EDA's Activities during the Fiscal Year ended June 30, 2021:
JULY - 2020
• Approved a six (6) month facade grant extension request from Savara Development,
LLC on behalf of JS Project for property located at 101 S. Jefferson Street (Liberty
Trust Building).
• Approved a facade grant application from Mr. Gregg Weinschreider in the amount of
$25,000.00 for property located at 109 Campbell Avenue (Bush/Flora Building).
AUGUST - 2020
• Approved a facade grant application from CPG Qualified Opportunity Fund, LLC in
the amount of $25,000.00 for property located at 502 5th Street.
• Assisted the City of Roanoke, Virginia, in the administration of the City Small Business
COVID Relief Fund
SEPTEMBER - 2020
• Approved a six (6) month facade grant extension request from Fort Knox, LLC for
property located at 5411 Williamson Road.
• Approved a six (6) month facade grant extension request from ADN Investments, LLC
for property located at 9 Church Avenue.
OCTOBER - 2020
• Adopted a resolution authorizing the EDA to enter into a job grant agreement and match
agreement with ASGN Incorporated.
NOVEMBER - 2020
• Approved a six (6) month facade grant extension request from Franklin Road, LLC for
property located at 117 Franklin Road.
• Voted to issue a support letter regarding granting an extension to the Power School
Performance Agreement.
DECEMBER - 2020
• Approved certain line items of a facade grant application from Hamlar Properties, LLC
in the amount of $16,030.15 for property located at 501 11th Street, N.W.
• Approved a six (6) month facade grant extension request from Pitza LLC for property
located at 210 4r" Street, S.W.
JANUARY - 2021 - NO MEETING
FEBRUARY - 2021
• Approved a six (6) month facade grant extension request from JS Project LLC for
property located at 101 S. Jefferson Street (Liberty Trust Building).
• Adopted a resolution authorizing the EDA to enter into a Revolving Loan Fund
Agreement with Freedom First Credit Union.
MARCH - 2021
• Approved a Small Purchase Policy
APRIL - 2021
• Approved facade grant request from 351 Campbell LLC in the amount of $22,571.90
for property located at 351 Campbell Avenue.
• Adopted a resolution authorizing the issuance and sale of revenue bonds in an amount
not to exceed $14,200,000 for the benefit of Virginia Lutheran Homes
MAY - 2021
• Approved facade grant request from 829 Salem Ave, LLC in the amount of $25,000.00
for property located at 829 Salem Avenue, S.W.
3
Approved a six (6) month facade grant extension request from Franklin Road LLC for
property located at 117 Franklin Road (formerly "Junior Lunch Lofts" now Franklin
Road Condos).
JUNE - 2021
Approved facade grant request from Five Stars, LLC in the amount of $25,000.00 for
property located at 4836 and 4840 Williamson Road.
Approved a six (6) month facade grant extension request from Old School Partners 11
for property located at 13 Church Avenue, S.E. (Firehouse #1).
The EDA looks forward to continuing its close partnership in economic development
with the City of Roanoke and stands ready to work as a full economic development partner
with other members of the City's team.
Date: 5 pq 19 )
L9
Respectfully submitted.
WGNaff!
Braxton G. aff.Chair
For* A x'
Include Renovation and Restore Funding for Evaluate current
Expansion of Belmont Part-time Staff & library "deserts"
and Main (Phase 2) in Re- establish Equity and plan for future
5-year Capital of Pay Scale library expansions.
Improvement Plan
The Kiwanis
Centennial Playground
adjacent to Melrose
Library has provided a
spacious, playful
outdoor space to
extend library
programming for our
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TRANSF RM,
On January 21, 2020, the new Crystal Spring E- branch
opened to allow residents 24/7 access to a 1,000
items. This fills a gap in library services for one of
several "book deserts" in the Roanoke area. On June
,.
15, 2021, the Gainsboro Library re opened after a
long awaited update and refresh. This library boasts
�. �.x.
the largest collection of African American Studies in
.'�
southwest VA named after librarian Virginia Y. Lee.
Include Renovation and Restore Funding for Evaluate current
Expansion of Belmont Part-time Staff & library "deserts"
and Main (Phase 2) in Re- establish Equity and plan for future
5-year Capital of Pay Scale library expansions.
Improvement Plan
The Kiwanis
Centennial Playground
adjacent to Melrose
Library has provided a
spacious, playful
outdoor space to
extend library
programming for our
active kids and teens.
Roanoke Public Library Advisory Board
Annual Report
2020 -2021
Contents
I. Purpose & Organization page 3
II. Pandemic Innovations page 4
III. Branch Summaries page 5
IV Collaborations page 7
V. Recognitions page 8
VI. Board Recommendations page 9
VII. Conclusion page 10
VIII. Board Members' Terms and Attendance page 11
IX. Star City Reads Partners page 12
-2-
Purpose & Organization
The Roanoke Public Library Advisory Board acts in an advisory capacity for the Roanoke City
Council, the Roanoke City Manager, and the Director of Libraries on matters pertaining to the city's
libraries. Board members review statistical reports, proposed plans, and programming related to the
libraries; liaise with branch libraries to report activities and challenges; attend and observe library
functions; offer constructive feedback to the Director of Libraries; and make annual reports to City
Council. The Advisory Board meetings are held at 8:30 a.m. on the third Thursday of each month.
Due to the social - distancing mandate necessitated by COVID -19, this year the Board meetings were
conducted via Zoom each month except for the meeting on June 24, 2021.
A major function of library administration is to determine the materials that are used by the
patrons at each branch location and to anticipate their future needs. Continuous reassessment of the
branch facilities insures that Roanoke's citizens have access to modern equipment and space for
community activities. Every time a library building is renovated, extensive community input is
solicited, resulting in a branch library that is unique in both physical plant and library materials.
Consideration of neighborhood resources is also imperative so that the branch will be compatible with
existing neighborhood activities. Rapid changes in technology and accompanying new applications
often require the restructuring of common spaces and the necessary updating of computers and other
electronic equipment.
The members of this advisory board have a wide range of expertise, including education, law,
and library science as well as government and non - profit service. This year, Board members liaisons
between branch libraries and /or one of the Library's 32 community partners were as follows:
Cassy Ammen - Main
Ben Bazak — Raleigh Court Branch, Child Health Investment Partnership
Jeanne Bollendorf — Williamson Road Branch, Virginia Children's Theatre, Kiwanis
Jessie Coffman — Law Branch, Mill Mountain Zoo
Jane Field — Gainsboro Branch
Marianne Gandee — Belmont Branch, Blue Ridge Literacy
Greg Johnston — Roanoke City Public Schools
Amy Morgan — Melrose Branch, Mill Mountain Zoo
Liz Quintana — Virginia Cooperative Extension
Scott Tate — Virginia Tech
In March, Scott Tate resigned because of a conflict with his work and the board's meeting times.
Board member terms and attendance records are listed in the tables at the end of this report. As
required by City Code (Article II, Sect. 18 -17), the Board's monthly minutes were filed with the City
Clerk. The submission of this report will complete the Board's official tasks for the 2020 -2021 fiscal
year.
-3-
Pandemic Innovations
In- person service at all library branches dramatically changed with the Governor's 2020
mandate to prevent the spread of COVID -19. Initially, books and materials were quarantined
throughout the Consortium for 7 days to help prevent the spread of the virus. Since patrons could not
access the branches' collections and services, a drive -up plan named Curbside Plus was instituted;
patrons could request materials from the library website and pick up their requests from the selected
branch. To limit physical contact, the branch library's telephone number was posted in each parking
lot. Patrons were able to call to let the librarians know they had arrived, and the library staff delivered
the requested materials to the patron's car. Faxing and computer printing services were provided as
were meals for patrons ages 0 -18. The staff in all locations displayed new periodicals and books in
library windows. Later in the quarantine, library carts of books for browsing were made available; and
literacy kits and other reading incentives were distributed. E -book circulation rose dramatically as
devoted readers learned to use this newer technology. Many in- library programs were replaced by
virtual ones:
• 150+ virtual-story times, produced by staff librarians
• 600+ interactive posts to over 360,000 homes on Facebook, Instagram, and YouTube
• 400+ hours of storytelling through roleplaying games and activities
• weekly YouTube videos produced by library staff about researching family history
The Curbside faxing and copying services enabled patrons to complete crucial tasks, pay their bills,
communicate with the Virginia Employment Commission, and provide necessary documentation to
entities such as the Internal Revenue Service and Division of Human and Social Services.
The library staff also developed many innovative approaches to engage the public during the
pandemic:
• book bundles for library patrons looking for specific topics or genres.
• Kids' Farmers Markets where children received pretend money and ordered fresh produce
which was delivered to their car a few days later.
• outdoor summer programs for children, including theater, puppet shows, yoga, hula hoops,
chalk, bubbles, petting zoos, and visits from Mill Mountain zoo.
• pop -up story walks designed to have families read a children's book together, featuring
enlarged pages of the book attached to posts and placed along an outdoor path.
• Tumble Books, an online e -book resource for children of all ages, was purchased by the
Library.
Continued access to the library and its services was largely due to the creativity of the library staff and
provided a measure of normality during an otherwise bizarre year.
Branch Summaries
Belmont is scheduled for renovation in late 2021 but will remain open until construction
begins. The Phase 1 plan includes some demolition, new carpet, shelving, paint, technology, lighting,
and study rooms as well as expansion of the teen - children's area, refreshing the staff work area,
enclosing the front porch, addressing some electrical needs, creating a STEAM /program area in a
screened porch at the rear of the building, and adding terraced seating for outdoor programs. The
proposed Phase 2 would add 5,000 square feet to provide space for a variety of collaborative
community programs and initiatives: medical counseling, social services, and middle school tutoring
and counseling. Approval of the Phase 2 addition would accomplish the Library's long -range goal to
provide equity of services throughout Roanoke's neighborhoods.
The Crystal Spring E- branch opened on January 21, 2021, after many COVID -19- related
delays. Located in the median between the 2200 blocks of Crystal Spring and Richelieu Avenues, the
kiosk is an automated, stand -alone branch that can hold up to 1000 items. Accessible 24- hours -a -day,
the collection in this facility consists of adult best - sellers (fiction and nonfiction), family- friendly
material, and children's classics, with some spaces reserved for hold items requested by patrons. By
the end of June 2021, the branch was providing up to 100 books per day to neighborhood readers.
Plans for summer programming on the nearby Village Green include story walks and story hours.
The Gainsboro Branch closed for services on September 15, 2020. All library materials,
furniture, and equipment were packed up; and construction began on September 28th. The project
involved major changes in the teen area, interior and exterior painting, new carpet throughout the
interior, all new furniture and shelving in the main room, a chair railing in the community room,
refinished floors and new furniture in the Virginia Y. Lee room, and new technology. New gutters,
security cameras, exterior lighting, and a refreshed front door updated the building's exterior. In
keeping with the renovation, the sculptures in the outdoor reading garden were cleaned. A Foundation
Preview, held on June13, 2021, was well- attended. The official opening on June 15th was celebrated
with a ribbon cutting by the Mayor, the Director of the Library, and other City officials. The Gainsboro
renovation marks the completion of the latest step in the Roanoke Public Library's Master Plan to
update and expand accessible library services to Roanoke's families.
The Law Library was moved into the Virginia Room at Main in late spring 2021 because the
courthouse law library space was needed for different purposes. Since many of the law materials are
now available digitally, only space for the non - digital collection was required. The relocation will
allow the law library's hours to be extended and make the collection more available to the public.
Lawyers from smaller law firms, who are the most frequent patrons of this branch, will benefit from the
extended hours and access to adjacent meeting rooms.
Main was the center for staff training and planning during the initial stages of the pandemic.
Teams of staff members were created to problem -solve and develop innovative solutions that would
redesign the library services to serve the community throughout the months of social distancing. The
team approach was successful; and as a result, one of the teams became a permanent focus group and
continues to work on social media issues. For the first time, Main participated in the "Dickens of a
Christmas" holiday celebration, which included a petting zoo, theatrical characters, and a hot chocolate
kiosk. Main is the only library in Roanoke that has not been completely renovated, and it is hoped that
funding to complete the renovation will be available in the next few years.
-5-
The popular Melrose Branch has become a central hub in the renewal of the Melrose -Rugby
neighborhood. The Roanoke Kiwanis Club converted an adjacent vacant lot into an all- access
playground and donated it to the City on August 25, 2020. Through an adopt -a- playground initiative,
many participating community groups have used the playground and the library as focal points to
sponsor these events: a coat drive, a math - madness program, a Golden Goose egg hunt, and a job fair.
Clearly, the juxtaposition of the library and playground has been a resounding success. Despite the
pandemic, the annual Melrose Fall Festival was redesigned as a drive - through event with socially -
distanced curbside vendor tables, sponsored by Star City Reads partners. Even in a persistent rain, the
staff distributed 400+ mini - pumpkins, 450+ books, and 550+ pairs of Bombas socks.
The Raleigh Court Branch has continued to have high circulation numbers, sustained by the
curbside initiative. Adult patrons have found the library's services particularly convenient and would
like to see many of them continue, especially as numbers of students return to the library during the
afterschool hours. During this challenging year, the library continued to hold outdoor programming,
including a Farmer's Market for children, the summer reading initiative (all curb - side), a visit from
Mill Mountain zoo, Virginia Children's Theatre auditions, and the establishment of an outdoor Little
Free Library. The branch also continued to support its long- running monthly book club by providing
on -line resources for free - domain classics and as a hub for distributing more modern selections. While
the branch lost its outdoor sculpture, temporarily on -loan from the Roanoke Fire Department, the
concrete pad remains, inviting a new piece of artwork to adorn the lovely, renovated building.
The Williamson Road Branch librarians worked vaccine phone lines for the State Health
Department to distribute information about the COVID vaccine to the Latinx community. A seed -swap
program, which encouraged local gardeners to share seeds from their homegrown produce, was
initiated with neighborhood families. The branch signed a movie - licensing contract so that movies for
library patrons could be offered outdoors this summer. The Read and Ready Festival on June 29, 2021,
was made possible by the Soho Center's generous contribution of 41,778 children's books to the
Roanoke Public Library. This wonderful celebration included the distribution of free books, free food
from on -site vendors, and a variety of family - friendly activities.
M
Collaborations
The Library's work with a number of community partners resulted in a wide range of positive
outcomes.
CARES Funding provided the technology for self - check -out of library materials, using a cellphone,
funding for hotspots at outside events, and money for curbside kits for children and adults.
Carillon Pediatric participated in the Lunch and Learn program which highlighted the use of library
services with patients.
Child Health Investment Partnership (CHIP) used YouTube videos, created with the help of the library
staff, to support their monthly home - visitation STEAM program for preschool children.
Cooperative Extension of Virginia Tech provided additional incentives to students in the summer
reading program if they watched a related video and did a follow -up activity.
Feeding Southwest Virginia, in partnership with the Roanoke Public Library, provided 78,711 meals
from March 2020 through May 2021 through the library's Feed and Read program and
distributed CARES boxes containing shelf - stable food, milk, and produce items to families.
Grandin Theatre assisted with the presentation of local rap music that had been recorded at
the Melrose Branch.
Roanoke City and Allegheny Health Districts requested the assistance of librarians answering the
COVID hotline, Monday — Friday from 9 -5 pm. Library staff screened COVID questions
and helped to simply the appointment process for senior citizens, 65 and over. In addition,
library staff facilitated the scheduling of vaccine appointments for people on a call list provided
by the health district. The assistance from the librarians in screening the calls allowed the staff
at the health district more time to respond to the more difficult questions that were presented.
Roanoke City Public Schools worked with the Library to coordinate their feeding programs to insure
that students had access to food daily. A new initiative will allow students to use their student
ID card number to check out library books. RCPS will receive a portion of the books from the
Soho Center contribution.
Roanoke Public Library Foundation contributed books and toys for the fall kits and sponsored a
Harry Potter Festival at the Grandin Theatre.
Virginia Children's Theatre held auditions at Melrose, Belmont, Williamson Road, and Raleigh Court
library branches in an effort to attract a wider range of talent.
7-
Recognitions
The Library's efforts during the pandemic received the following recognitions:
• All America City finalist: The City was a finalist for the All America City Award in
August for its program, "Enhancing Health and Well -being Through Civic
Engagement," based on the relationship of nutrition and poverty.
• Campaign for Grade -Level Reading: CGLR announced in early 2021 that it had
named Roanoke and its Star City Reads initiative a 2021 Bright Spot community
for its responses to the COVID crisis last year. CLGR highlighted communities
that developed exemplary or innovative responses to the COVID crisis. In
particular, the Campaign recognized communities like Roanoke for crafting
solutions that seem especially effective, replication- worthy, and /or deserving of
being sustained during the post - COVID period.
• Library Journal: The Melrose Branch, highlighted in the November issue of Library
Journal, was described as "vivacious and vivid."
• National Civic League's Pace - Setter Award: The Roanoke Library won a Pace - Setter
Award in October from the National Civic League for the Feed, Read, & Grow
initiative.
• Nutrition Grants: Grants from Carilion Children's Foundation were received in
conjunction with Carilion Pediatrics to support Feed, Read, and Grow, a multi -
agency effort to improve access to healthcare, food, and literacy resources.
• Soho Center Gift: The Roanoke Public Libraries received a total of 41,778 children's
books, valued at $538,000, from the Soho Center. This Read and Ready donation
ranged from board books for babies and toddlers to chapter books and nonfiction
for middle grade readers. The Roanoke Public Libraries plan to share the books
with the community in a variety of ways over the coming months as a part of
themed literacy kits and through distributions with Star City Reads partner
organizations.
• 21st Centufy Grants: The Library was a co- applicant on seven 21st Community
Learning Center Grants. 2021 -2022 schools will include Lucy Addison Middle
School, Garden City Elementary, Lincoln Elementary, Hurt Park Elementary,
Morningside Elementary, RAMS, and Westside Elementary. The services
received from these grants total $47,600. The Library's in -kind services and
commitment to these grants include managing and training Literacy Teachers,
FICA for Literacy Teachers, 2 PD's presented by Library staff, Star City Reads
book giveaways as well as Family Nights and field trips to the libraries.
s
Advisory Board Recommendations
While the members of the Library Advisory Board understand and honor the financial constraints and
responsibilities that City Council has to other city projects and departments, the Board respectfully
offers these suggestions:
1. Fully fund the Phase -2 expansion of Belmont using funds from the American Rescue Plan Act.
Building the proposed addition to Belmont at the same time as the renovation will be more cost
effective and will bring the library services to that neighborhood in line with the branches in
other sectors of the City.
2. Fully fund the Phase -2 renovation of Main in the Capital Improvement Plan.
Main, built in 1952, requires more energy- efficient windows and state -of- the -art equipment to
bring the building up to modern construction and technological standards and would result in
lower operating costs.
3. Hire additional library taff.
The size of the libraries and their scope of services continue to grow. Additional staff is needed
in order to serve the community optimally.
4. Re- establish equity of the staff pay scale.
Unresolved inequity in the work place negatively affects staff morale as well as staff retention.
5. Examine possible locations of "library deserts," specifically in the Countryside area.
Participate in and review the update of the City's Neighborhood Plans in order to plan for
future library branch facilities and services. There are neighborhoods in Roanoke that still do
not have a library branch conveniently located for many of its residents.
6. Simplify the City volunteer application procedure.
The current procedure needs to be restructured so that all components of the process (health
screening, background check, video interview with technology assistance, etc.) can be done at
one time and in the same location. A reliable group of volunteers could assist in implementing a
greater number and wider variety of city programs, bring diverse groups of people together to
work on projects of common interest, and establish Roanoke as a friendly, progressive place to
live.
The Board strongly requests Council's careful consideration of these recommendations.
Conclusion
High circulation statistics as well as the Roanoke citizens' enthusiastic participation in the
special programs and services during the pandemic illustrate how much Roanoke's library patrons
value and depend on the Library in their daily lives. Our director and staff do an outstanding job of
maximizing library resources while considering the needs of our diverse population in designing
opportunities for recreation and long -term intellectual growth. Together, with the nurturing community
partnerships and the continued support from City Council, our libraries will continue to enrich the city
and strive toward equity for all our citizens, thereby establishing a path to a more just and prosperous
future for all.
-10-
Library Board Terms of Office
Mamhar Initial Annnintmant Ctartino nata Fndina nnta 17vi11 Tarmc
Cassy Ammen
08/06/18
08/06/18
06/30/23
0
Benjamin Bazak
06/03/13
07/01/13
06/30/22
3
Jeanne Bollendorf
06/07/10
06/07/10
06/30/21
3
Jessie Coffman
09/03/19
09/03/19
06/30/23
0
Jane Field
06/06/16
06/06/16
06/30/22
2
Marianne Gandee
05/02/11
05/02/11
06/30/22
3
Greg Johnston
07/01/17
07/01/17
06/30/20
1
Amy Morgan
09/03/19
09/03/19
06/30/21
0
Liz Ouintana
03/02/20
03/20/20
06/30/23
0
Scott Tate
12/02/19
12/02/19
03/30/21
0
Board members may fill an unexpired term and then are eligible to serve three full terms.
2020 -2021 Library Board Attendance
Mamhar III] Aim Can flrt Nnu Ian Fah Mar Anr Mau inn
Ammen
A
Z
Z
Z
Z
Z
A
Z
Z
Z
A
Bazak
Z
Z
Z
Z
Z
Z
Z
Z
Z
Z
P
Bollendorf
Z
Z
Z
Z
A
Z
A
Z
Z
Z
P
Coffman
Z
Z
Z
A
Z
A
Z
Z
Z
Z
A
Field
Z
Z
Z
Z
Z
A
Z
Z
Z
Z
P
Gandee
Z
Z
Z
Z
Z
Z
Z
Z
Z
Z
P
Johnston
A
A
A
A
Z
Z
Z
A
A
Z
P
Morgan
Z
Z
Z
Z
A
Z
Z
A
Z
A
P
Quintana
Z
Z
Z
Z
A
Z
Z
Z
Z
Z
P
Tate
A
Z
A
A
A
Z
A
R
R
R
R
A = Absent P = Present R = Resigned Z = Zoom
There was no meeting in December.
- 11 -
Star City Reads Partners
Lead: The Roanoke Public Libraries
Big Brothers Big Sisters Southwest Virginia
Blue Ridge Literacy
Book City Roanoke
Carillon Pediatric Clinic
Child Health Investment Partnership
City of Roanoke Department of Human/Social Services
Congregations in Action
Feeding Southwest Virginia
Goodwill
The Humble Hustle
Kids Soar
LifeRing Foundation
Mill Mountain Theatre
Mill Mountain Zoo
Reach Out and Read Roanoke
Roanoke City Public Schools
Roanoke College Center for Community Health Innovation
Roanoke Fire -EMS
Roanoke Police Department
Roanoke Redevelopment and Housing Authority
Roanoke Refugee Partnership
Roanoke Symphony Orchestra
Smart Beginnings Greater Roanoke
TAP Head Start
Turn the Page
UUCR Reading Seeds
United Way of Roanoke Valley
Valley Metro
Virginia Children's Theatre
Virginia Department of Health — Roanoke City Health Department
West End Center for Youth
YMCA of Roanoke Valley
-12-
CECELIA F. NICC01', CNIC
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.goy
September 8, 2021
Jeremy Holmes, Executive Director
Roanoke Valley Alleghany Regional Commission
P. O. Box 2569
Roanoke, Virginia 24010
Dear Mr. Holmes:
CECELIA T. NN EBB, CHIC
Depute City Clerk
This is to advise you that Dawn Tanner Erdman has qualified as a Citizen
representative of the Roanoke Valley - Alleghany Regional Commission for a term of
office ending June 30, 2024.
Sincerely,
Cecelia F. McCoy, CMC
City Clerk
Oath or Affirmation of Office
Commonwealth of Virginia, City of Roanoke, to -wit:
I, Dawn Tanner Erdman, 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 Citizen representative of the Roanoke Valley - Alleghany
Regional Commission for a term of office ending June 30, 2024, according to the best of
my ability. (So help me God.)
�1
ILI
The foregoing oath of office was taken, sworn to, and subscribed before me by
Dawn Tanner Erdman this L_Z, day of 2021.
Brenda S. Hamilton, Clerk of the Circuit Court
By Clerk
CECELIA F. NICCOY, CMC
Cit% 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: clerkCa roanokeva.gov
September 8, 2021
Sheila Umberger, Secretary
Roanoke Public Library Board
Roanoke, Virginia
Dear Ms. Umberger:
CECELIA T. WEBB, CHIC
Deputy Cite Clerk
This is to advise you that Dorothy Yancey has qualified as a member of the Roanoke
Public Library Board for a three -year term of office ending June 30, 2024.
Sincerely,
CA U� vwe'dj
Cecelia F. McCoy, CMC
City Clerk
Oath or Affirmation of Office
Commonwealth of Virginia, City of Roanoke, to -wit:
I, Dorothy Yancey, do solemnly swear 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 of the Roanoke Public Library Board for a three -year term of office
ending June 30, 2024, according to the best of my ability. (So help me God).
DO YANCEY
The foregoing oath of office was taken, sworn to, and subscribed before me by
TV Dorothy Yancey this D day of ;`,JbOi i 202 .
Brenda S. Hamilton, Clerk of the Circuit Court
By 4 1��-- , Clerk
1, M
ROANOKE
ARTS COMMISSION
Public Art Work Plan
FY 2021
BACKGROUND:
2020 -21 ACCOMPLISHMENTS
Funded with Percent for Art Fund
• Reimagining Roanoke Sculpture Exhibition
o Including 5 new works, 4 from regional artists
• Purchases from three regional artists of color
• One Art in Place partnership mural agreement
executed and a pipeline built
• Arches diversity story hours
• Cleaned & repaired Sister Cities Sculptures
1
A New Life: Reimagining Roanoke
m
2
Purchased Art
BRYCE COBBS
Gifts of Protection, Understanding, and Wisdom
Oil and Digital Prints, 2020
Purchased Art
YULANDRA LIVINGSTON
Selections from "Workers" on view
at the Eleanor D. Wilson Museum
at Hollins through 9119
Photographs, 2013 -14
s
4��
A� 0 r
!A
1 71 or
L' E-
ART IN PLACE Mural
JOSH NOLAN
210 Fourth Street, viewed from Campbell Avenue
oil 7c U EEC
In progress
`lam
2020 -21 ACCOMPLISHMENTS
Partnerships
• WE ARE ART Rap Cypher and
Elementary School Project
• Clean Streets dingle
Competition
• Color your Corner: Signal Boxes
• Inlet Art Project
Grants: Applied for four grants for public art
projects - responses between November 27 -
April 22
LZ
4
2021 -22 Overview
FUNDED PROJECTS CARRIED FORWARD
• South Roanoke E- Branch ($ xo)
• Art in Place fund ($7,000) projects in development
2021 -22 Overview
• Approved by the Roanoke Arts Commission (RAC)
August 17, 2021 - $20K new expenditures.
PROJECTS FOR NEW FUNDING
• Placemaking Project - SE Greenway Gateways
($10,000)
• Matched with $ l OK from National Endowment for
the Arts (NEA)
• Partner Project: Art in Place Fund ($7,000)
• Collection goals: 2 -D art by artists of color and
diverse backgrounds t$-3-,-OM-
5
Overview
PARTNER PROJECTS - (No funding obligation from % for
Art)
• Color Your Corner (Transportation)
• Melrose Bus Shelters (Community Development and
Valley Metro)
• Welcome to Roanoke Exhibition in the Municipal
Building
• Ongoing maintenance responsibilities.
Summary
Total in Percent for Art Account $80,000
Carried Forward
Art in Place Program $7,000
E- Branch $3,000
$10,000
FY 2022 Expenses
SE Greenway Gateways $10,000
Art in Place Partnership Program $7,000
2 -D Acquisitions $3,000
Total $ 20,000
Remaining -
approximately $50,000
6
The Roanoke Arts
Commission
• Questions?
• Request City Council concurrence
in RAC recommendations
Thank you for your support of the
Public Art Program
IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA
The 7th day of September, 2021.
No. 42139 - 090721.
A RESOLUTION authorizing the acceptance of the Virginia Department of Fire Programs
FY22 Funds and authorizing the execution, and filing of appropriate documents to obtain such funds.
BE IT RESOLVED by the Council of the City of Roanoke as follows:
The City of Roanoke hereby accepts the Virginia Department of Fire Programs FY22
Funds in the total amount of $392,736, there is no local match.
2. The City Manager is hereby authorized to accept, execute, and file on behalf of the
City of Roanoke any and all documents required to obtain such funding. 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 acceptance of the foregoing funding or with such project.
ATTEST:
City Clerk.
IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA
The 7th day of September, 2021.
No. 42140 - 090721.
AN ORDINANCE appropriating funding from the Commonwealth of Virginia
Department of Fire Programs, amending and reordaining certain sections of the 2021-
2022 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 2021 -2022 Grant Fund Appropriations be, and the same are hereby,
amended and reordained to read and provide as follows:
Appropriations
Expendable Equipment <$5,000
Training and Development
Wearing Apparel
Recruiting
Technology Maintenance Contracts
Vehicle & Equipment Supplies
Revenues
Fire Program FY28
35- 520 - 3388 -2035 $ 47,736
35-
520 - 3388
-2044
25,000
35-
520 -
3388
-2064
100,000
35-
520
- 3388
-2050
20,000
35-
520
- 3388
-2555
80,000
35- 520
- 3388 -0610
120,000
35- 520 - 3388 -3388 392,736
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: September 7, 2021
Subject: Virginia Department of Fire Programs FY22 Funding for Roanoke Fire -
EMS
Background:
The Fire Programs Fund was established by the General Assembly during the mid -
1980s. Program funds are used to supplement the Fire -EMS budget in the General
Fund. Program guidelines require that funds received are non - supplanting and may
not be used to replace existing local funding.
Roanoke Fire -EMS was awarded FY22 funding of $392,736. The City of Roanoke will
receive 100% of the allocation in the next funds disbursement scheduled for September
2021. The funds will be spent as follows:
Expendable Equipment < $5,000 $ 47,736
Fire Protection Equipment and Supplies $ 120,000
Training and Development $ 25,000
Wearing Apparel $ 100,000
Technology Maintenance Contracts $ 80,000
Maintenance Buildings - RTC $ 20,000
Considerations:
Council action is required to accept the $392,736 Grant from the Virginia Department
of Fire Programs.
Recommended Action:
Authorize the City Manager to accept the Grant and file any documents, approved as to
form by the City Attorney, setting forth the conditions of the FY22 Fire Programs Funds
Grant, and to furnish such additional information as may be required.
Adopt the accompanying budget ordinance to establish a revenue estimate for Fire
Program FY22 and to appropriate funding of $392,736 into accounts established by
the Dir f Finance in the Grant Fund.
- - - -- --------------- --
Robert S. Cowell, Jr.
City Manager
Distribution: Council Appointed Officers
Clarence G. Grier, Deputy City Manager for Operations
Amelia C. Merchant, Director of Finance
t
b r
(Y05,N)11�h.� 11 1 .�l.l'11 �r1 t 11 (;114n..,
Garrett Dyer Virginia Department of Fire Programs
ACTING EXECUTIVE DIRECTOR
August 18, 2021
Robert S. Cowell, Jr.
City Manager, Roanoke
713 Third Street SW
Roanoke, VA 24016
Dear Mr. Cowell:
Brook Pittinger
ASSISTANT CHIEF OF ADMINISTRATION
AND RISK MANAGEMENT SERVICES
770
Enclosed is the signed FY -2022 Fire Programs Fund Disbursement Agreement for your
files.
The Virginia Department of Fire Programs (VDFP) is in receipt of the jurisdiction's FY-
2021 Annual Report. The jurisdiction will be receiving 100% of its FY -2022 Allocation
in the next funds disbursement scheduled for September 24, 2021.
The annual submission of supporting documentation such as invoices and/or receipts are
not required but highly recommended for expenses listed on the annual report.
Please be advised that starting in 2019 VDFP began routine audits of the localities ATL
grant files. Localities selected to be audited will be notified directly with instructions on
the information required and submission details.
If you have any questions, feel free to contact me at my office 8041249 -1958 or via email
at Theresa .Hunter@vdfp.virginia.gov.
Respectfully,
Theresa Hunter
Budget and Grants Manager
Enclosure
1005 Technology Park Drive, Glen Allen, VA 23059 -4500
Phone; (804) 371-0220 or Fax: (804) 371-3444
www.vaflre.com
Commonwealth of Virginia
Department of Fire Programs
- I+qt itP
FY-20 22 FIRE PROGRAMS FUND
DISBURSEMENT AGREEMENT
oopartrnemt of Plre
Prom.,
aafiiRistr�tjo,0
This Agreement, made effective as of the 1" day of July, ZO ZL by the DEPARTMENT
OF FIRE PROGRAMS (the "Agency ") and the LOCALITY noted below (the "Receiving
Locality "), governs the distribution and use of the Receiving Locality's annual entitlement
from the Fire Programs Fund ("the Fund "), as provided for in §38.2 -401 of the Code of
Virginia as amended (the "Statute ").
WHEREAS, the Statute in effect as of the date first written above is incorporated herein by
reference; and
WHEREAS, the Receiving Locality is thereunder required to execute a "Fire Programs
Fund Disbursement Agreement" and forward same to the Agency as a condition of receiving
any allocation or disbursement from the Fund;
NOW, THEREFORE, in consideration of the foregoing and of the mutual covenants
herein set forth, the parties hereto agree as follows:
1. Representations of the Agency. The Agency represents that the Agency is duly
organized and the Executive Director duly appointed by the Governor and confirmed by the
General Assembly as provided for by the Code of Virginia, and that the Executive Director or
his designee is duly authorized to enter into this agreement.
2. Representations of the Receiving Locality. The Receiving Locality represents
that (a) its authorized representative whose signature appears below has read and understands the
referenced sections of the Statute and any Policies & Definitions adopted thereunder, (b) it agrees to
comply with all applicable provisions of the Statute and any Policies & Definitions adopted thereunder,
including the use of such funds and all reporting and audit requirements and (c) it is duly authorized to
execute this Agreement and to perform its obligations hereunder and has taken all necessary action to
authorize such execution and performance.
3. Availability of Funds. It is understood and agreed by the parties hereto that the
AGENCY shall be bound hereunder only to the extent of the funds available or which may hereafter
become available for the purposes of this Agreement. The Recipient shall deposit funds in an interest -
bearing account or normal risk and with a demand restriction, if any, not exceeding 30 calendar days
until they are needed. The Recipient must be able to account for both the principal and the interest
amounts.
712011 Page 1 of 2
4. Merger; Severability; Governing Law. This writing constitutes the entire Agreement
between the parties, supersedes any existing agreement or understanding, oral or written, relative to
the matters contained herein, and may be modified only in a writing executed by all parties hereto.
If any provision of this Agreement is determined to be invalid by a court of competent
jurisdiction, it shall not render the remaining portions of this Agreement void or unenforceable. This
Agreement shall in respects be governed by the laws of the Commonwealth of Virginia.
5. Counterparts. This Agreement may be executed in several counterparts, each of
which shall be an original and all of which together shall constitute but one and the same instrument.
IN WITENESS WHEREOF, the parties hereto have by their duly authorized representatives
executed this Agreement effective as of the date first written above, intending to be bound thereby.
Commonwealth of Virginia
Department of Fire Programs
BY:
THERESA HUNTER
i
........... BUSL. t...Ap.D..6'�1tN't'S'1tAN'�..B. S....:
RECEIVING LOCALITY: City of Roanoke
(Non -P.O.)
Office
Address:
Mailing SAA
Address:
�--/2 .J-0
Name of Locality
BY:
Signature ate
Robert S. Cowell, Jr. Department of Fire Programs
Name
City Manager AUG 12 2021
Title
Administration
E -mail
Address: Tami.Landisnu.roarwkeva.gov
Telephone
Number: 540- 853 -2216
7/2011 Page 2 of 2
IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA
The 7th day of September, 2021.
No. 42141 - 090721.
A RESOLUTION authorizing the acceptance of the Virginia Department of Transportation
STBG Funds and authorizing the execution, and filing of appropriate documents to obtain such
funds.
BE IT RESOLVED by the Council of the City of Roanoke as follows:
1. The City of Roanoke hereby accepts the Virginia Department of Transportation STBG
funds in the total amount of $1,198,410, there is no local match.
2. The City Manager is hereby authorized to accept, execute, and file on behalf of the
City of Roanoke any and all documents required to obtain such funding. 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 acceptance of the foregoing funding or with such project.
ATTEST:
City Clerk.
IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA
The 7th day of September, 2021.
I No. 42142 - 090721.
AN ORDINANCE to appropriate funding from the Virginia Department of
Transportation Funds to the Greenway Connection - Riverland project, amending and
reordaining certain sections of the 2021 -2022 Capital Projects Fund Appropriations.
BE IT ORDAINED by the Council of the City of Roanoke that the following
sections of the 2021 -2022 Capital Projects Fund Appropriations be, and the same are
hereby, amended and reordained to read and provide as follows:
Appropriations
Appropriated from Federal Grant Funds
Appropriated from State Grant Funds
Revenues
VDOT — Greenway Connection —
Riverland Road
ATTEST:
08- 530 - 9051 -9002 $ 958,729
08- 530 - 9051 -9007 239,681
08- 530 - 9051 -9051 1,198,410
C'U14:010 J-. qX&�
City Clerk.
CITY COUNCIL AGENDA REPORT
To: Honorable Mayor and Members of City Council
Meeting: September 7, 2021
Subject: Acceptance of Virginia Department of Transportation STBG
Funds, Authorization to Execute VDOT Documents, and
Appropriation of Funds for the Greenway Connection along
Riverland Road Project
Background:
The Greenway Connection along Riverland Road, S.E. includes the extension of
the pedestrian improvements along Riverland Road, near the Dollar General, to
the Star Trail parking area. The project also includes drainage improvements
along Riverland Road and the reconstruction of the Star Trail parking area to
meet current standards along with water quality improvements.
Considerations:
In June 2020, the Roanoke Valley Transportation Planning Organization
awarded the grant in the amount of $1 ,198,410 for this project. This project is
being funded through the Surface Transportation Block Grant (STBG), formerly
known as the Regional Surface Transportation Program (RSTP). There is no local
match required.
Recommended Action:
Accept VDOT's award of $1,198,410 of STBG funds. Authorize the City Manager
to execute the VDOT Standard Project Administration Agreement for Federal -aid
Projects and Appendix A document similar to the ones attached to this report
dated August 4, 2021. Such documents shall be in a form approved by the City
Attorney.
Authorize the City Manager to take such further actions and execute such
further documents, approved as to form by the City Attorney, as may be
necessary to obtain, accept, implement, administer, and use such funds
identified above.
Adopt the accompanying Budget Ordinance to establish revenue estimates for
the funding sources identified above and appropriate funding in the same
amount in the Grant Fund to the new expenditure account, Greenway
Connection along Riverland Road.
Robert S. Cowell, Jr.
City Manager
Distribution: Council Appointed Officers
Clarence Grier, Deputy City Manager
Amelia C. Merchant, Director of Finance
MarkJamison, P.E., Director of Public Works
Luke Pugh, P.E., City Engineer
2
STANDARD PROJECT ADMINISTRATION AGREEMENT
Federal -aid Projects
Project Number
UPC
Local Government
URRG- 128 -475
119586
City of Roanoke
THIS AGREEMENT, is hereby made and executed the date of the last signature
set forth below, by and between the CITY OF ROANOKE, VIRGINIA, hereinafter
referred to as the LOCALITY and the Commonwealth of Virginia, Department of
Transportation, hereinafter referred to as the DEPARTMENT. The DEPARTMENT and
the LOCALITY are collectively referred to as the "Parties ".
WHEREAS, the LOCALITY has expressed its desire to administer the work
described in Appendix A, and such work for each improvement shown is hereinafter
referred to as the Project; and
WHEREAS, the funds shown in Appendix A have been allocated to finance each
Project; and
WHEREAS, the LOCALITY is committed to the development and delivery of
each Project described in Appendix A in an expeditious manner; and,
WHEREAS, both parties have concurred in the LOCALITY's administration of
the phase(s) of work for the respective Project(s) listed in Appendix A in accordance with
applicable federal, state, and local law and regulations.
NOW THEREFORE, in consideration of the mutual premises contained herein,
the parties hereto agree as follows:
The LOCALITY shall:
a. Be responsible for all activities necessary to complete the noted phase(s) of each
Project shown in Appendix A, except for activities, decisions, and approvals
which are the responsibility of the DEPARTMENT, as required by federal or
state laws and regulations or as otherwise agreed to, in writing, between the
parties. Each Project will be designed and constructed to meet or exceed current
American Association of State Highway and Transportation Officials standards
or supplementary standards approved by the DEPARTMENT
b. Meet all funding obligation and expenditure timeline requirements in
accordance with all applicable federal and state laws and regulations, and
Commonwealth Transportation Board and DEPARTMENT policies and as
identified in Appendix A to this Agreement. Noncompliance with this
requirement can result in deallocation of the funding, rescinding of state
funding match, termination of this Agreement, or DEPARTMENT denial of
future requests to administer projects by the LOCALITY.
Federal Aid Project Administration Agreement
Locality: City of Roanoke
Project Number: URRG- 128 -475, UPC 119586
c. Receive prior written authorization from the DEPARTMENT to proceed with
preliminary engineering, right -of -way acquisition and utility relocation, and
construction phases of each Project.
d. Administer the project(s) in accordance with guidelines applicable to Locally
Administered Projects as published by the DEPARTMENT.
e. Maintain accurate and complete records of each Project's development and
documentation of all expenditures and make such information available for
inspection or auditing by the DEPARTMENT. Records and documentation for
items for which reimbursement will be requested shall be maintained for no less
than three (3) years following acceptance of the final voucher on each Project.
f. No more frequently than monthly, submit invoices with supporting
documentation to the DEPARTMENT in the form prescribed by the
DEPARTMENT. The supporting documentation shall include copies of related
vendor invoices paid by the LOCALITY and an up -to -date project summary
and schedule tracking payment requests and adjustments. A request for
reimbursement shall be made within 90 days after any eligible project expenses
are incurred by the LOCALITY. For federally funded projects and pursuant to
2 CFR 200.338, Remedies for Noncompliance, violations of the provision may
result in the imposition of sanctions including but not limited to possible denial
or delay of payment of all or a part of the costs associated with the activity or
action not in compliance.
g. Reimburse the DEPARTMENT all Project expenses incurred by the
DEPARTMENT if, due to action or inaction solely by the LOCALITY,
federally funded Project expenditures incurred are not reimbursed by the
Federal Highway Administration (FHWA), or reimbursements are required to
be returned to the FHWA, or in the event the reimbursement provisions of
Section 33.2 -214 or Section 33.2 -331 of the Code of Virginia, 1950, as
amended, or other applicable provisions of federal, state, or local law or
regulations require such reimbursement.
h. On Projects that the LOCALITY is providing the required match to state or
federal funds, pay the DEPARTMENT the LOCALITY's match for eligible
Project expenses incurred by the DEPARTMENT in the performance of
activities set forth in paragraph 2.a.
i. Administer the Project in accordance with all applicable federal, state, or local
laws and regulations. Failure to fulfill legal obligations associated with the
project may result in forfeiture of federal or state -aid reimbursements
j. Provide certification by a LOCALITY official that all LOCALITY
administered Project activities have been performed in accordance with all
federal, state, and local laws and regulations. If the LOCALITY expends over
OAG Approved 6/18/2012; Revised 2/5/2015 2
Federal Aid Project Administration Agreement
Locality: City of Roanoke
Project Number: URRG- 128 -475, UPC 119586
$750,000 annually in federal funding, such certification shall include a copy of
the LOCALITY's single program audit in accordance with 2 CFR 200.501,
Audit Requirements.
k. If legal services other than that provided by staff counsel are required in
connection with condemnation proceedings associated with the acquisition of
Right -of -Way, the LOCALITY will consult the DEPARTMENT to obtain an
attorney from the list of outside counsel approved by the Office of the Attorney
General. Costs associated with outside counsel services shall be reimbursable
expenses of the project.
1. For Projects on facilities not maintained by the DEPARTMENT, provide, or
have others provide, maintenance of the Project upon completion, unless
otherwise agreed to by the DEPARTMENT.
m. Ensure compliance with the provisions of Title VI of the Civil Rights Act of
1964, regulations of the United States Department of Transportation (USDOT),
Presidential Executive Orders and the Code of Virginia relative to
nondiscrimination; and as a sub - recipient of federal funds, adopt and operate
under the DEPARTMENT's FHWA- approved Disadvantaged Business
Enterprise (DBE) Program Plan in accordance with 49 CFR Part 26.
2. The DEPARTMENT shall:
a. Perform any actions and provide any decisions and approvals which are the
responsibility of the DEPARTMENT, as required by federal and state laws and
regulations or as otherwise agreed to, in writing, between the parties and
provide necessary coordination with the FHWA as determined to be necessary
by the DEPARTMENT.
b. Upon receipt of the LOCALITY's invoices pursuant to paragraph l.f.,
reimburse the LOCALITY the cost of eligible Project expenses, as described in
Appendix A. Such reimbursements shall be payable by the DEPARTMENT
within 30 days of an acceptable submission by the LOCALITY.
c. If appropriate, submit invoices to the LOCALITY for the LOCALITY's share
of eligible project expenses incurred by the DEPARTMENT in the performance
of activities pursuant to paragraph 2.a.
d. Audit the LOCALITY's Project records and documentation as may be required
to verify LOCALITY compliance with federal and state laws and regulations.
e. Make available to the LOCALITY guidelines to assist the parties in carrying
out responsibilities under this Agreement.
OAG Approved 6/18/2012; Revised 2/5/2015 3
Federal Aid Project Administration Agreement
Locality: City of Roanoke
Project Number: URRG -128 -475, UPC 119586
3. Appendix A identifies the funding sources for the project, phases of work to be
administered by the LOCALITY, and additional project- specific requirements
agreed to by the parties. There may be additional elements that, once identified,
shall be addressed by the parties hereto in writing, which may require an
amendment to this Agreement.
4. If designated by the DEPARTMENT, the LOCALITY is authorized to act as the
DEPARTMENT's agent for the purpose of conducting survey work pursuant to
Section 33.2 -1011 of the Code of Virginia, 1950, as amended.
5. Nothing in this Agreement shall obligate the parties hereto to expend or provide
any funds in excess of funds agreed upon in this Agreement or as shall have been
included in an annual or other lawful appropriation. In the event the cost of a
Project is anticipated to exceed the allocation shown for such respective Project on
Appendix A, both parties agree to cooperate in providing additional funding for the
Project or to terminate the Project before its costs exceed the allocated amount,
however the DEPARTMENT and the LOCALITY shall not be obligated to provide
additional funds beyond those appropriated pursuant to an annual or other lawful
appropriation.
6. Nothing in this Agreement shall be construed as a waiver of the LOCALITY's or
the Commonwealth of Virginia's sovereign immunity.
7. The Parties mutually agree and acknowledge, in entering this Agreement, that the
individuals acting on behalf of the Parties are acting within the scope of their
official authority and the Parties agree that neither Party will bring a suit or assert
a claim against any official, officer, or employee of either party, in their individual
or personal capacity for a breach or violation of the terms of this Agreement or to
otherwise enforce the terms and conditions of this Agreement. The foregoing
notwithstanding, nothing in this subparagraph shall prevent the enforcement of the
terms and conditions of this Agreement by or against either Party in a competent
court of law.
8. The Parties mutually agree that no provision of this Agreement shall create in the
public, or in any person or entity other than the Parties, rights as a third party
beneficiary hereunder, or authorize any person or entity, not a party hereto, to
maintain any action for, without limitation, personal injury, property damage,
breach of contract, or return of money, or property, deposit(s), cancellation or
forfeiture of bonds, financial instruments, pursuant to the terms of this Agreement
or otherwise. Notwithstanding any other provision of this Agreement to the
contrary, unless otherwise provided, the Parties agree that the LOCALITY or the
DEPARTMENT shall not be bound by any agreements between either party and
other persons or entities concerning any matter which is the subject of this
Agreement, unless and until the LOCALITY or the DEPARTMENT has, in
writing, received a true copy of such agreement(s) and has affirmatively agreed, in
writing, to be bound by such Agreement.
OAG Approved 6/18/2012; Revised 2/5/2015 4
Federal Aid Project Administration Agreement
Locality: City of Roanoke
Project Number: URRG- 128 -475, UPC 119586
9. This Agreement may be terminated by either party upon 30 days advance written
notice. Eligible Project expenses incurred through the date of termination shall be
reimbursed in accordance with paragraphs Lf, l.g., and 2.b, subject to the
limitations established in this Agreement and Appendix A. Upon termination, the
DEPARTMENT shall retain ownership of plans, specifications, and right of way,
unless all state and federal funds provided for the Project have been reimbursed to
the DEPARTMENT by the LOCALITY, in which case the LOCALITY will have
ownership of the plans, specifications, and right of way, unless otherwise mutually
agreed upon in writing.
10. Prior to any action pursuant to paragraphs Lb or Lg of this Agreement, the
DEPARTMENT shall provide notice to the LOCALITY with a specific description
of the breach of agreement provisions. Upon receipt of a notice of breach, the
LOCALITY will be provided the opportunity to cure such breach or to provide a
plan to cure to the satisfaction to the DEPARTMENT. If, within sixty (60) days
after receipt of the written notice of breach, the LOCALITY has neither cured the
breach, nor is diligently pursuing a cure of the breach to the satisfaction of the
DEPARTMENT, then upon receipt by the LOCALITY of a written notice from the
DEPARTMENT stating that the breach has neither been cured, nor is the
LOCALITY diligently pursuing a cure, the DEPARTMENT may exercise any
remedies it may have under this Agreement.
THE LOCALITY and DEPARTMENT acknowledge and agree that this
Agreement has been prepared jointly by the parties and shall be construed simply and in
accordance with its fair meaning and not strictly for or against any party.
THIS AGREEMENT, when properly executed, shall be binding upon both parties,
their successors, and assigns.
THIS AGREEMENT may be modified in writing by mutual agreement of both
parties.
OAG Approved 6/18/2012; Revised 2/5/2015
Federal Aid Project Administration Agreement
Locality: City of Roanoke
Project Number: URRG- 128 -475, UPC 119586
IN WITNESS WHEREOF, each party hereto has caused this Agreement to be
executed by their duly authorized signatures below, acknowledging and agreeing that any
digital signature affixed hereto shall be considered as an original signature for all purposes
and shall have the same force and effect as an original signature.
CITY OF ROANOKE, VIRGINIA:
LOCALITY Digital Signature
NOTE: The official signing for the LOCALITY must attach a certified copy of his or her
authority to execute this Agreement.
COMMONWEALTH OF VIRGINIA, DEPARTMENT OF
TRANSPORTATION:
Chief of Policy
Commonwealth of Virginia
Department of Transportation
Digital Signature
Attachments
Appendix A (UPC 119586)
OAG Approved 6/18/2012; Revised 2/5/2015
Appendix A
ORIGINAL
Date: 8/4/2021
r-I:nn tt on one (:iW of Rnannkp
Project Location ZIP +4:
Preliminary Engineering
Locality DUNS#
Locality Address (incl ZIP +4):
24014 -3616
Estimated Locality Project Expenses
062351739
215 Church Ave. SW
$1,042,410
$1,184,410
Estimated VDOT Project Expenses
Roanoke, VA 24011 -0016
$1,500
Project Narrative
$14,000
Greenway Connection — Riverland Road - Construction' of greenway along Riverland Rd, between Garden City Greenway and Roanoke River Greenway with reconstructed
Work
parking. Addresses existing drainage problem . Stormwater accumulates on Mill Mountain, transverses steep topography and ultimately scours /erodes the shoulder along
Description:
Riverland Road.
From:
Garden City Greenway
$138,500 $133,500
To:
Roanoke River Greenway
RSTP
Locality Project Manager Contact info:
James Nuckles; 540 -853 -2953 James.Nuckles @roanokeva.gov
Department Project Coordinator Contact Info:
Jessie Nester; 540- 613 -4115 Jessie.Nester @vdot.virginia.gov
' rpfeieet Fstimates _'1__1'__
Phase
Preliminary Engineering
Right of Way and Utilities
Construction
Total Estimated Cost
Estimated Locality Project Expenses
$133,500
$8,500
$1,042,410
$1,184,410
Estimated VDOT Project Expenses
$5,000
$1,500
$7,500
$14,000
Estimated Total Project Costs
$138,500
$10,000
$1,049,910
$1,198,410
Phase
Estimated Project Costs
Fund Source
(Choose from drop down box)
Local % Participation for
Funds Type
Local Share Amount
Maximum Reimbursement Estimated Reimbursement
(Estimated Cost - Local to Locality (Max.
Reimbursement - Est.
Share) VDOT Expenses)
Preliminary Engineering
$138,500
RSTP
0%
$0
$138,500
Total PE
$138,500
$0
$138,500 $133,500
Right of Way & Utilities
$10,000
RSTP
0%
$0
$10,000
$0
$0
Total RW
$10,000
$0
$10,000 $8,500
Construction
$1,049,910
RSTP
0%
$0
$1,049,910
$0
Total CN
$1,049,910
$0
$1,049,910 $1,042,410
dl
Total Estimated Cost
$1,198,410
$0
$1,198,410 $1,184,410
Total Maximum Reimbursement by VDOT to Locality (Less Local Share) $1,198,410
Estimated Total Reimbursement by VDOT to Locality (Less Local Share and VDOT Expenses) $1,184,410
Program and Project Specific Funding Requirements
• This Project shall be administered in accordance with VDOT's Locally Administered Projects Manual and Urban Manual.
• In accordance with Chapter 12.1.3 ( Scoping Process Requirements) of the LAP Manual, the locality shall complete project scoping on or before 08/03/2022.
• This is a limited funds project. The LOCALITY shall be responsible for any additional funding in excess of $1,198,410
• Reimbursement for eligible expenditures shall not exceed funds allocated each year by the Commonwealth Transportation Board in the Six Year Improvement Program
• All local funds included on this appendix have been formally committed by the local government's board or council resolution subject to appropriation.
• This Project is funded with federal -aid Regional Surface Transportation Program (RSTP) funds. These funds must be obligated within 12 months of allocation and expended within 36 months of the obligation.
• The LOCALITY will continue to operate and maintain the facility as constructed. Should the design features of the Project be altered by the LOCALITY subsequent to Project completion without approval of the
DEPARTMENT the LOCALITY inherently agrees by execution of this agreement to make restitution either physically or monetarily, as required by the DEPARTMENT.
This attachment is certified and made an official attachment to this document by the parties to this agreement.
Authorized Locality Official Date
Authorized VDOT Official Date
Typed or printed name of person signing Typed or printed name of person signing
Revised: 2020
Project Financing
RSTP - Federal IF RSTP -State
Aggregate Allocations
1 $958,729 $239,681
$1,198,410
Program and Project Specific Funding Requirements
• This Project shall be administered in accordance with VDOT's Locally Administered Projects Manual and Urban Manual.
• In accordance with Chapter 12.1.3 ( Scoping Process Requirements) of the LAP Manual, the locality shall complete project scoping on or before 08/03/2022.
• This is a limited funds project. The LOCALITY shall be responsible for any additional funding in excess of $1,198,410
• Reimbursement for eligible expenditures shall not exceed funds allocated each year by the Commonwealth Transportation Board in the Six Year Improvement Program
• All local funds included on this appendix have been formally committed by the local government's board or council resolution subject to appropriation.
• This Project is funded with federal -aid Regional Surface Transportation Program (RSTP) funds. These funds must be obligated within 12 months of allocation and expended within 36 months of the obligation.
• The LOCALITY will continue to operate and maintain the facility as constructed. Should the design features of the Project be altered by the LOCALITY subsequent to Project completion without approval of the
DEPARTMENT the LOCALITY inherently agrees by execution of this agreement to make restitution either physically or monetarily, as required by the DEPARTMENT.
This attachment is certified and made an official attachment to this document by the parties to this agreement.
Authorized Locality Official Date
Authorized VDOT Official Date
Typed or printed name of person signing Typed or printed name of person signing
Revised: 2020
IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA
The 7th day of September, 2021.
No. 42143- 090721.
A RESOLUTION authorizing the acceptance of the 2021 Cities for Financial Empowerment
Eviction Prevention Boost Planning Grant and authorizing the execution, and filing of appropriate
documents to obtain such funds.
BE IT RESOLVED by the Council of the City of Roanoke as follows:
1. The City of Roanoke hereby accepts the 2021 Cities for Financial Empowerment
Eviction Prevention Boost Planning Grant in the total amount of $20,000, with no local match.
2. The City Manager is hereby authorized to accept, execute, and file on behalf of the
City of Roanoke any and all documents, including the amendment to the agreement between CFE
and the City, required to obtain such funding. 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 acceptance of such funds for the project.
ATTEST:
City Clerk.
IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA
The 7th day of September, 2021.
K \ No. 42144- 090721.
AN ORDINANCE to appropriate funding from the Financial Empowerment Fund
Amendment for eviction prevention of low and moderate income individuals, amending and
reordaining certain sections of the 2021 -2022 General Fund and 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 2021 -2022 General Fund and Grant Fund Appropriations be, and the same
are hereby, amended and reordained to read and provide as follows:
Special Revenue Fund
Appropriations
Eviction Prevention Boost
Revenues
FEC - Financial Empowerment
Center CY21
35- 310 - 8328 -3040 20,000
35- 310 - 8328 -8344 $ 20,000
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.
CITY COUNCIL AGENDA REPORT
To: Honorable Mayor and Members of City Council
Meeting: September 7, 2021
Subject: Acceptance of a 2021 Cities for Financial Empowerment
Eviction Prevention Boost Grant
Background:
Cities for Financial Empowerment (CFE) is an organization with a mission to
help improve the financial stability of low and moderate - income households
around the country. They do this by embedding financial empowerment
strategies into local government infrastructures. In practical terms, CFE's goal is
to make free, one -on -one professional financial counseling a standard public
service provided by the participating municipality.
CFE has selected Roanoke's Financial Empowerment Center (FEC) to participate
in an eviction prevention effort and is ready to provide a $20,000 Eviction
Prevention Boost Planning Grant to the City. The planning grant will be used to
plan and prepare an effort to conceptualize a targeted FEC integration with
municipally -led rental assistance /eviction prevention efforts in response to
COVID -1 9.
Considerations:
City Council action is needed to accept the 2021 Eviction Prevention Boost
Planning Grant award and authorize the City Manager to execute the
amendment to the agreement between the CFE Fund and the City. A copy of the
amendment and application are attached to this letter. There is no local funding
match required for this grant.
Recommended Action:
Accept the Grant as described above and authorize the City Manager to execute
any required grant agreements, including the amendment, to be approved as to
form by the City Attorney.
Adopt the accompanying budget ordinance to establish a revenue estimate in
the amount of $20,000 and appropriate $20,000 into accounts to be
established in the Grant Fund by the Director of Finance.
Robert S. Cowell, fir.
City Manager
Attachment
Distribution: Council Appointed Officers
W. Brent Robertson, Assistant City Manager for Community Development
Amelia C. Merchant, Director of Finance
Marc Nelson, Director of Economic Development
Brandon Meginley, Financial Stability Specialist
2
0 Cities for
FINANCIAL
EMPOWERMENT
Fund
SECOND AMENDMENT TO AGREEMENT BETWEEN
THE CITIES FOR FINANCIAL EMPOWERMENT FUND and
THE CITY OF ROANOKE
This Second Grant Amendment (the "Second Amendment "), dated as of September 2, 2021 (the
"Second Amendment Effective Date "), is by and between the Cities for Financial
Empowerment Fund (the "CFE Fund ") and the City of Roanoke (the "Grantee ") and reflects
that the CFE Fund intends to provide additional grant funding and expand the Scope of Work.
The initial Agreement, with Effective Date November 1, 2019, and first Amendment, with
Amendment Effective Date February 9, 2021, between the Parties is hereby amended in the
following respects:
1. In Section 1 ( "Grant "), an additional paragraph shall be appended as follows:
The CFE Fund pledges and agrees to provide the Grantee a Grant in the form of cash or
in the amount of $20,000 [TWENTY THOUSAND DOLLARS] (the "Eviction
Prevention Boost Grant "). Grant funds will be paid in U.S. Dollars no sooner than what is
laid out in the Grant Payout Schedule in Section 5(c).
All other provisions in Section 1 are to remain unchanged.
2. In Section 5 ( "Conditions of Disbursement of Grant "), subsection (a), the following shall
be appended after subsection (ii):
"(iii) Eviction Prevention Boost Grant funds:
a. Receipt of a countersigned copy of this Second Amendment."
All other provisions in Section 5, subsection (a) are to remain unchanged.
3. In Section 5 ( "Conditions of Disbursement of Grant'), subsection (c) "Grant Payout
Schedule" the following shall be appended after subsection (iii):
"(iii) Eviction Prevention Boost funds: $20,000 will be paid upon full execution of this
Second Amendment.
All other provisions in Section 5 will remain unchanged.
44 Wall Street, Suite 1050 1 New York, NY 10005 I www.cfefund.org
All other terms and conditions that are not hereby amended are to remain in full force and effect.
IN WITNESS WHEREOF the parties hereto have caused this Second Amendment to be duly
executed as of the date first above written.
CITIES FOR FINANCIAL EMPOWERMENT FUND, INC.
By:
Name: Jonathan Mintz
Title: President and Chief Executive Officer
Date:
CITY OF ROANOKE
By:
Name:
Title:
Date:
Approved as to form:
2
Exhibit K
Eviction Prevention Boost — Request for Proposal and Grantee Proposal
(To Be Attached)
CFE FUND EXHIBIT K
Exhibit L
Eviction Prevention Boost — Scope of Work
Where there may be discrepancies, Exhibit L supersedes Exhibit K.
As part of the Eviction Prevention Boost grant, the CFE Fund will be providing the City of
Roanoke with technical assistance, including staff time, and a $20,000 grant to develop a detailed
integration concept plan, including the anticipated budget, to effectively integrate the FEC with
the proposed municipally -led rental assistance or eviction prevention effort.
Grantee will be responsible for the following:
• Designate senior staff members from local government to serve as project leads and
be engaged throughout the design process, including the FEC local government manager
and other local government stakeholders responsible for the proposed rental assistance or
eviction prevention effort.
• Ensure that the designated staff members are working with the CFE Fund in
furtherance of the design efforts, including participating in all planning meetings,
engaging other local government staff members as needed and updating senior
Administration officials about progress.
• Attend all planning meetings throughout the engagement, including the grant
orientation sessions and subsequent bi- weekly design sessions.
• Ensure that key personnel from the nonprofit partners operating the proposed
rental assistance or eviction prevention effort and the FEC nonprofit partner are
engaged throughout the design process.
• Ensure that the designated staff members are working with the CFE Fund in
furtherance of the design efforts, including participating in all planning meetings,
engaging other local government staff members as needed and updating senior
Administration officials about progress.
• Attend all planning meetings throughout the engagement, including the grant
orientation sessions and subsequent bi- weekly design sessions.
• Conduct a rental eviction landscape analysis to engage key local stakeholders in the
design process, understand the local resources available for renters and identify process
and policy challenges to supporting tenants facing eviction and landlords.
• Draft an integration concept plan, including host program supports, FEC integration
points with the host program, process to ensure client engagement and take -up of the
FEC, success metrics and data collection plan, counselor training and staffing needs and
funding approaches.
• Participate in any Learning Community activities to share findings and best practices
with the FEC Public grantee network, as well as the field at large.
As part of the grant, the CFE Fund team will provide technical assistance to the Grantee on a
regular basis. The CFE Fund will:
CFE FUND EXHIBIT L 4
• Lead regular planning calls and be available via email to support all efforts;
• Support efforts to engage senior Administration leadership and local stakeholders as
needed; and
• Support Grantee efforts to draft the integration concept paper.
CFE FUND EXHIBIT L
Exhibit M
Eviction Prevention Boost — Grantee Budget
The CFE Fund will provide a $20,000 grant to support the City of Roanoke's efforts at
conceptualizing a targeted FEC integration with municipally -led rental assistance /eviction
prevention efforts in response to COVID -19. Grant funds may be used for these approved uses:
staff commitments, managing administrative needs, hiring a consultant, or other activities relevant
to the development of the concept plan, in line with the Exhibits K, L, and the following budget.
City of Roanoke
Staff Commitments
$20,000
Administration
Consultant(s)
TOTAL BUDGET
$20,000
CFE FUND MOU EXHIBIT M 6
Exhibit N
Eviction Prevention Boost — Reporting
The Eviction Prevention Boost reporting requirements are as follows:
Final Report: The integration concept plan will serve as the final report and will be due
on September 10, 2021, along with a final accounting of how grant funds were spent.
CFE FUND MOU EXHIBIT N 7
Brandon Meginley
Eviction Prevention Boost
Eviction Prevention Boost - Planning
Engagement
City of Roanoke, VA
Mr Robert S. Cowell Jr.
215 Church Avenue SW 0: 540 - 853 -2333
Room 364
Roanoke, VA 24011
Brandon Meginiey
City of Roanoke, VA
Brandon.Meginley @roanokeva.gov
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Brandon Meginley
Application Form
Question Group
City of Roanoke, VA
The Cities for Financial Empowerment (CFE) Fund seeks proposals from Financial Empowerment Centers (FECs)
interested in conceptualizing a targeted FEC integration with municipally -led rental assistance /eviction prevention
efforts in response to COVID-19.
The CFE Fund will award $20,000 to up to five current Implementation or Expert FEC partners, who will work
closely with the CFE Fund, along with their host rental assistance and eviction prevention programs, to develop the
integration. The final deliverable of this grant will be a robust plan for integrating FEC financial counseling within a
municipally -led rental assistance /eviction prevention effort, including rental assistance, diversion efforts,
mediation, etc.
Important Dates
• Solicitation Release Date: April 20, 2021
• Informational Virtual Call: April 21, 2021
(FEC Manager Call)
• Proposal Submission Date: May 12, 2021
• Grant Term: June 2021 to August 2021
Background
As individuals and families experience lost or reduced income related to COVID -19, there is a critical need to
expand and target FEC services to help families maximize eviction prevention supports; to stabilize renters'
finances; and to prepare for the cessation of the federal eviction moratorium. FECs are well - positioned to serve as
critical supports that further the housing stability aims of eviction prevention programs. With the passage of the
federal Coronavirus Response and Relief Supplemental Appropriations Act, the $25 billion allocated for rental relief
offers a promising opportunity to integrate the national FEC infrastructure, currently operational in 23 cities and
counties, into eviction prevention efforts. Local governments are also looking at ways to support landlords,
especially those who rely on rental income — the American Rescue Plan Act offers local leaders an additional
opportunity to support such efforts.
While existing research highlights the need for holistic, early interventions that focus on both housing supports
and economic stability, there has been limited experience exploring financial counseling programs integrated into
rental eviction prevention programs.
In partnership with an advisory group of field experts and FEC partners from across the country, the CFE Fund
worked to identify where in the eviction process FEC services might best be deployed; the range of financial issues
clients might face; and potential state and federal funding streams that could be tapped to support this effort. The
CFE Fund proposes to leverage the existing FEC infrastructure to launch a new pilot, Eviction Prevention Boost,
integrating financial counseling within municipally -led rental assistance and eviction prevention efforts in response
to COVID -19.
The first step in launching such a pilot is working closely with FEC partners, and their local rental assistance and
eviction prevention programs, to design how this integration might work across a range of local contexts. The
proposed integration can be an existing partnership which needs enhancements, a new one being considered or
leveraging this grant opportunity to propose a new integration idea.
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Brandon Meginley
City of Roanoke, VA
Potential Pilot Elements
While the specifics of a pilot program will depend on the findings of this planning phase, we anticipate that the
eventual pilot will:
• Leverage FEC local government connectivity to integrate financial counseling within municipally -led
eviction prevention programs, including rental cash assistance programs, legal housing services, or pre -
court diversion efforts avoiding costly court costs altogether;
• Embed a dedicated, specialized FEC counselor with in -depth knowledge of the eviction process, tenant
supports and tools, and state eviction laws into those eviction prevention programs;
• Ensure tenants have a realistic sense of their financial picture and capabilities so they can enter
sustainable payment arrangements; and
• Stabilize tenant finances moving past the eviction crisis, better positioning them to handle owed and
upcoming rental costs and avoid a future eviction crisis.
Selected grantees will receive funding to design their intended integration, working closely with the host rental
assistance and eviction prevention program; the CFE Fund will provide support and technical assistance as the
national coordinator, as well as a cohort learning community. The proposed integration can be an existing
partnership which needs enhancements, a new one being considered or leveraging this grant opportunity to
propose a new integration idea.
Please note this is a design and planning grant, not yet support for implementation.
Grant Overview
Deliverables
• Local stakeholder advisory group, ensuring community input informs the integration design and offer
insights on the rental landscape
• Planning calls between FEC liaison, host program, and the CFE Fund
• Integration design plan, including:
o FEC integration points within the host program
• Host program supports
• Process to ensure client take up of FEC counseling
• Success metrics and data collection plan
• Counselor training and staffing needs
o Potential local resources available for such a program, such as monies from the American
Rescue Plan Act or emergency rental assistance funds through the Coronavirus Relief
Fund
Timing
• The grant term will be up to three months, starting in June 2021.
Eligibility
• Only current FEC Implementation or Expert partners are eligible to apply for this design grant.
• Only the local government partner is eligible to apply.
• The host rental assistance /eviction program must be a municipally -led effort, and is required to actively
participate in this design phase. Please note that all or a portion of this grant funding can be provided to
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Brandon Meginley
City of Roanoke, VA
host program partners. Eligible program partners may include (but are not limited to): rental assistance,
diversion efforts, mediation, and the like. You can propose multiple integration partners.
• The proposed integration can be an existing partnership, a new one being considered or leveraging this
grant opportunity to propose a new integration idea.
CFE Fund Technical Assistance
• Facilitate planning calls (timing to be determined)
• Support stakeholder engagement efforts
• Work closely with the FEC grantee and host to finalize integration design
• Identify evaluation opportunities
• Support a cohort learning community
Project Name*
Name of Project.
Eviction Prevention Boost
FEC Name*
Roanoke FEC
Host Program Name*
What is the name of each of your municipally -led rental assistance /eviction prevention program(s)?
Central Intake
Total Action for Progress (TAP)
Host Program Contact/Title*
Please provide the name and title of the key host program liaison. Please add contacts and titles for each host
program proposed.
Matt Crookshank
Human Services Administrator
CoC Lead - Blue Ridge Continuum of Care
City of Roanoke
(540) 312 -8301
matthew.crookshank @roanokeva.gov
Jo Nelson
Director of This Valley Works
Total Action for Progress
Jo.Nelson @tapintohope.org
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Brandon Meginley
Statement of Interest*
City of Roanoke, VA
Explain your FEC's interest in launching a dedicated integration with a rental assistance and eviction prevention
program. Please speak to the connection with your FEC's proposed municipally -led host program partner or
partners.
The Roanoke FEC is interested in pursuing a dedicated integration with rental assistance and eviction
prevention programs in the City as an opportunity to leverage the expertise of the financial counselors at the
FEC and enhance Roanoke's existing rent relief & eviction prevention efforts. According to the Eviction Lab,
there were over 1500 evictions in Roanoke City in 2016. The Eviction Lab ranks Roanoke, VA, as 48th of 100
mid -sized cities with the highest eviction rankings in the USA. Recent Roanoke Sheriff s Department Annual
Reports state that 1478 evictions were served in FY2018 -2019 and 1201 in FY2019 -2020. There is ample
opportunity to help reduce evictions through the services of a specialized financial counseling approach to
eviction reduction. As COVID -19 related eviction moratoriums are set to expire in Summer 2021, the
community may also see a rise in evictions. Eviction prevention could become a perennial part of the City of
Roanoke's City Plan 2040 vision to be: "A city that interweaves design, services, and amenities to provide high
livability. "; "A city that considers equity in each of its policies and provides opportunity for all, regardless of
background. "; and "A city that ensures the health and safety of every community member." Leveraging
existing support structures and enhancing the City's eviction prevention efforts by integrating the Roanoke
FEC is an opportunity to have an even greater impact on reducing evictions in Roanoke.
Current Partnerships*
Does the FEC currently partner with a municipally -led rental assistance and eviction prevention program?
Yes
Current Partnerships Overview*
If yes, please provide a brief description explaining the current integration design, role of the FEC counselor,
metrics of interest, challenges, and connectivity to the local government. Also note how this current partnership
could be further enhanced using this planning grant.
Yes, but only to the extent that Total Action for Progress and the Department of Human /Social Services
are Roanoke FEC referral partners. Thus far, however, there has not been a strategic focus on integrating
Roanoke FEC into the partners' rental assistance and eviction prevention efforts specifically.
Proposed Integration Overview*
Please provide your initial thinking on how your FEC would implement such an integration, especially noting
counselor capacity, and insights in developing an effective partnership with the host program.
Roanoke FEC will implement the integration by adhering to a plan that details how to effectively and
consistently direct those at risk of eviction to the FEC. The plan will include an approach to referrals that will
address the roles and responsibilities of all staff. For example, the plan could delineate the point -in -time in
the potential evictees interaction with the host programs at which a Roanoke FEC session will be scheduled
by host program staff, FEC counselors roles and responsibilities specifically as they relate to addressing
evictions; clear guidelines on making referrals to a network of housing and other support services in the
community, et al.
Roanoke FEC Counselors have already helped their clients achieve a variety of relevant outcomes. Debt
reduction and increased savings would free up funds to pay rent owed; improved credit scores may increase
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Brandon Meginley
City of Roanoke, VA
the likelihood of attaining a lease; opening a bank or credit union account from which funds could be saved
and withdrawn for timely rent payments could be a first step in preventing eviction.
The FEC may decide to dedicate one counselor to eviction prevention efforts, but all counselors will
receive training from our local training provider, VA Tech Cooperative Extension. The Roanoke FEC and the
Cooperative Ext have an existing partnership. They currently provide training tailored to the counselors
needs and could develop training related to evictions. Roanoke FEC has current capacity to dedicate to this
effort.
Integration Questions*
Please provide a list of five questions you think this design phase should answer regarding this integration
opportunity.
• What is the current, step -by -step process by which a renter is evicted in Roanoke and how are those at
risk of eviction connected to support services to help prevent eviction?
• What community supports have been identified as important for residents seeking to prevent eviction?
• What, exactly, will be the roles and responsibilities of financial counselors and the host program(s) in
the integration?
• How will we ensure that Roanokers at risk of eviction access and follow through with financial
counseling sessions and the recommendations of their counselor?
• How do we expect the integration to have a material and significant effect on reducing evictions in
Roanoke?
Host Program Information
If your rental assistance provider is a contracted nonprofit organization or nongovernmental agency, which City or
County Department is the contracting entity (if not your department)?
TAP is receiving funding through the City of Roanoke's Department of Planning, Building & Development
through ESG -CV (CARES Act) for a Rent Relief Program.
Host Program Overview 1*
Describe how your rental assistance host partner currently operates its program. If you are providing information
for multiple host partners, please include a description for each one. If this is a completely new idea, please
provide an overview of the intended integration.
The Central Intake program utilizes Emergency Relief funding from the City of Roanoke's Human Services
budget to provide rental assistance to households at -risk of homelessness, including those going through
evictions. Households must be City of Roanoke residents and below 50% of the Area Median Income (AMI) to
qualify for assistance. Households must also have a 5 -Day Pay or Quit notice from the landlord or have a court
date scheduled for an eviction to qualify for services. Financial assistance is also coordinated with local
church congregations to leverage the limited resources available through the City. City funds are typically
limited to $300 payments per household.
Total Action for Progress (TAP) currently serves as the rental assistance provider for rent relief as a
response to the financial impacts of COVID -19. TAP has one staff person who does intake and assesses
eligibility for the program. They then reach out to the landlord to determine need and the landlords interest
in working with the client in the program. TAP collects all of the necessary documentation from the client and
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Brandon Meginley City of Roanoke, VA
then processes a payment to the landlord for back rent owed. They operate this process primarily person -to-
person, but can work remotely with a client and landlord if needed.
Host Program Overview 2*
Describe how your host partner currently envisions financial counseling being integrated into deploying rental
assistance eviction prevention efforts. If it is already a co- location or referral partner, describe how the program
and host partner see the integration increasing client flow and enhancing its own outcomes. If you are providing
information for multiple host partners, please include a description for each one.
Central Intake and TAP envision financial counseling being integrated into their rental assistance &
eviction prevention programs by incorporating a direct referral to financial counseling as a key component of
that program.
At Central Intake, when an individual seeks services, whether it be in advance of or at the point at which
the individual has received a 5 -Day Pay or Quit notice from the landlord or has a court date scheduled for an
eviction, they will be referred to a financial counselor who will provide light case management and financial
counseling expertise. FEC counselors will assist these clients on their path to meeting the terms of their
eviction notices and set them up for future financial stability.
TAP is a Financial Empowerment Center referral partner. TAP would like to have financial counseling
referrals be part of a seamless process in the future and believes a true integration would increase referrals.
TAP has worked with around 500 families during the first six months of providing the rent relief program.
TAP helps clients build a budget to look at paying rent forward, but doesn't address other financial counseling
topics.
Through this integration, Central Intake and TAP expect that a financial counseling component of the
community's overall rent relief and eviction prevention efforts will reduce evictions and provide long -term
financial stability solutions for members of the community that they serve.
Host Program Overview 3*
Describe how your rental assistance host partner or partners currently approach, offer, provide, or refer
supportive services with its rental assistance funding (i.e., utility support, property tax freeze applications, etc.)
Central Intake currently provides financial assistance only. Their staff coordinate referrals to community
partners who offer additional supportive services. Supportive service referrals often include resources for
individuals to access emergency food; mainstream benefits including SNAP, Medicaid and TANF; mental
health and substance use services; financial counseling; and others.
TAP operates on a Whole Family model where clients are assessed for presumptive eligibility for all
services TAP provides regardless of which service they initially seek. Assessments are reviewed and referrals
are made both internally and externally as needed.
Host Program Overview 4*
What are some current challenges in delivering the service?
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Brandon Meginley
City of Roanoke, VA
For Central Intake, the primary challenge in delivering this service is a lack of follow- through by those
seeking assistance in accessing the referrals provided. Individuals referred for financial counseling services
are primarily focused on resolving their immediate crisis and rarely follow through on accessing financial
counseling services.
For TAP, there is not funding for counseling services to go along with the financial assistance and current
staff don't have time to provide comprehensive financial counseling.
The Roanoke FEC and the host programs are hopeful that the requested planning funds will provide an
opportunity to improve the connection to these critical financial counseling services.
Mediation Effort
If you're submitting the proposal for a mediation - centered design, describe how mediation might be delivered as
part of the rental assistance service.
N/A
Resources*
How could the FEC leverage this planning grant to access federal funding (e.g., federal rental eviction funds,
American Rescue Plan Act monies) to launch this integration?
The Roanoke FEC could leverage the planning grant to access American Rescue Plan (ARP) Act monies by
examining the true costs of evictions and highlighting eviction prevention as a focus in its efforts to assist
individuals who have experienced negative economic impacts due to the pandemic. Guidance from the
Treasury Department indicates that ARP funds can be used to address those negative economic impacts.
Financial counseling as a public service is already considered a part of the City of Roanoke's response to
COVID -19. By leveraging an existing and established FEC to aid specifically with eviction reduction, the FEC
could highlight how it is particularly well- suited to address evictions. As the end of a federal eviction
moratorium looms, for many the negative economic effects of COVID -19 may be felt even more acutely at that
point. An eviction prevention integration program will provide many at risk of losing shelter with a place to
turn.
The City of Roanoke is establishing a process by which funds from the ARP will be distributed. Financial
stability programming on the whole is aligned with City Council's Human Services and Economy Strategic
Areas of Importance in its Strategic Plan. These areas identify assisting individuals on their path to self -
sufficiency, reducing homelessness, and increasing economic inclusion as matters of import, all of which an
eviction prevention effort would help to address.
Letter of Support*
Please provide a letter of support from each proposed host program partner.
CFE Fund Grant-Eviction Prevention Boost-Roanoke FEC-Letters of Support_COMBINED.pdf
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Brandon Meginley
File Attachment Summary
Applicant File Uploads
• CFE Fund Grant Eviction Prevention Boost-Roanoke FEC_Letters of
Support_COMBINED.pdf
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City of Roanoke, VA
May 7, 2021
To Whom It May Concern:
Homeless Assistance Temn
331 Salcro Avenue, SW
Itounoke, Virgioia 24016
Phone: (540) S53 -1727
www.roanokeva.gov
Fax: (540) 510 -3000
The City of Roanoke's Central Intake program enthusiastically supports our
community's application to the Cities for Financial Empowerment (CFE) Fund to
conceptualize a targeted Financial Empowerment Center (FEC) integration with Central
Intake's municipally -led rental assistance /eviction prevention efforts.
Central Intake provides rental assistance to low- income Roanoke City residents in
danger of eviction. A financial empowerment component of the program would greatly
enhance our community's ability to reduce evictions and provide long -term housing stability
solutions to low- income residents. Central Intake is committed to ensuring these services are
coordinated on a community-level with other similar services in our community to
maximize impact and to reduce duplication of efforts.
The City of Roanoke's Financial Empowerment Center is a tremendous asset in our
community. The no -cast, one -on -one financial counseling services offered by the Center
enables residents to address their financial challenges and needs, while planning for their
:futures. Central Intake is a committed partner in all phases of the potential project, including
planning and implementation.
Sincerely,
Matthew Crookshank
Human Services Administrator
City of Roanoke
339 Salem Avenue SW
Roanoke, VA 24016
(540)312 -8301
matthew.crookshank @ roanokeva.gov
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May 11, 2021
TOTAL ACTION
FOR PROGRESS
To Whom It May Concern:
Total Action for Progress enthusiastically supports the Roanoke community's application to the
Cities for financial Empowerment (CFE) Fund to plan a targeted Financial Empowerment Center
integration with existing rental assistance /eviction prevention efforts including those led by TAP.
TAP currently manages Supportive Services for Veterans Families including both rapid rehousing
and prevention from homelessness services. It is designed as a short-term program to address the
emergency needs of veteran families, but can provide up to 6 to 9- months of rental assistance if
necessary for stability of the family. TAP also operates the HELP program which works with
unaccompanied youth and young adults up to age 28 to assist through employment and housing
assistance. We also operate a City of Roanoke funded CARES Act funded rent relief program currently.
While we do basic budget counseling as part of all these programs, a financial empowerment
component of the program would greatly enhance our ability to reduce evictions and maintain housing
stability.
The City of Roanoke's Financial Empowerment Center is an asset to our community. TAP is
currently a referral partner with the Financial Empowerment Center and is committed to partner in all
phases of the potential project including planning and implementation. I have been appointed by TAP
and am excited to serve as the liaison on this project.
Sincerely,
Um
Jo Nelson
Director, TAP This Valley Works
Helping individuals and families achieve economic and personal independence through education,
employment, affordable housing, and safe and healthy environments
Mailing Address: 302 74 Street, SW, Roanoke, Virginia 24011
Phone Number: 540.777.HOPE
IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA
The 7th day of September, 2021.
No. 42145 - 090721.
AN ORDINANCE amending and reordaining Section 12 -19, Amendments, Article II, Fire
Prevention Code, Chapter 12, Fire Prevention and Protection, Code of the City of Roanoke (1979),
as amended, to conform the numbering of various sections to the 2018 Statewide Fire Prevention
Code; providing for an effective date; and dispensing with the second reading by title of this
ordinance.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of Roanoke that:
Section 12 -19, Amendments, Article II, Fire Prevention Code, Chapter 12, Fire
Prevention and Protection, Code of the City of Roanoke (1979), as amended, is hereby amended
and re- ordained, to read and provide as follows:
Section 503.4.42 is added to read as follows:
503.4.42_ Presumption in prosecution. In any prosecution under this section, proof that the
vehicle described in the complaint, summons or warrant was parked in violation of this
section, together with proof that the defendant was, at the time of such parking, the
registered owner of the vehicle, shall constitute in evidence a prima facie presumption that
such registered owner of the vehicle was the person who parked the vehicle at the place
where, and for the time during which, such violation occurred.
Section 503.4.23 is added to read as follows:
503.4.23 Impoundment of vehicle. Any vehicle parked in violation of this section may be
impounded by, or at the request of, the police or fire department and held until the penalty
provided and the towing and storage charges incurred are paid.
Section 503.4.34 is added to read as follows:
503.4.3-4 Enforcement. This section shall be enforced by the fire official and the Roanoke
City Police Department.
Section 503.4.45 is added to read as follows:
503.4.4 -5 Penalty for violation of section 503.4. Any person or firm in violation of the
provisions of section 503.4 of the Virginia Statewide Fire Prevention Code adopted by the
city shall be guilty of a traffic infraction, as provided in section 20 -74 of this Code, and
shall be subject to the penalties set out in section 20 -89 of this Code.
Section 1001.3.4-2 is added to read as follows:
10013.L2 The fire code official is authorized to require an assembly or educational
occupancy to develop a system to manage the occupancy capacity of a building or facility.
This system, if required, shall be implemented outside the main entrance and consist of a
mechanism to count persons as they enter and exit without obstructing egress.
Section 1001.3. -23 is added to read as follows:
1001.3. -23. Responsibility of Operator. The operator or responsible party for the operation
of an assembly or educational occupancy shall check egress facilities before such building is
occupied to determine compliance with this section. If such inspection reveals that any
element of the required means of egress cannot be accessed, is obstructed, locked, fastened
or otherwise unsuited for immediate utilization, admittance to the building shall not be
permitted until necessary corrective action has been completed.
2. This ordinance shall be in full force and effect on and after its passage.
Pursuant to the provisions of Section 12 of the City Charter, the second reading of
this ordinance by title is hereby dispensed with.
ATTEST:
czl� J-- VWJ
City Clerk.
CITY COUNCIL AGENDA REPORT
To: Honorable Mayor and Members of City Council
Meeting: September 7, 2021
Subject: Roanoke City Fire Prevention Code Changes
Background:
The Commonwealth of Virginia adopted the 2018 edition of the Statewide Fire
Prevention Code (SFPC) on ,July 1, 2021. The numbering of six (6) provisions in
the SFPC conflict with existing amendments to the SFPC previously adopted by
Roanoke City Council. City Council action is required to readopt §12 -16 of the
Roanoke City Code to revise the numbering of the local amendments to the
SFPC.
Considerations:
Failure to revise the numbering of the local SFPC amendments impairs our
ability to enforce fire code provisions relating to fire lanes and the safe
operation of places of assembly.
Recommended Action:
Adopt the attached ordinance revising and readopting §12 -16 of the Roanoke
City Code to correct the numbering of local SFPC amendments.
Robert S Cowell, Jr., City Manager
Distribution: Council Appointed Officers
Clarence Grier, Deputy City Manager
H. David Hoback, Fire -EMS Chief
David Guynn, Fire -EMS Deputy Chief /Fire Code Official
Sec. 12 -19. Amendments.
The Statewide Fire Prevention Code adopted by the city is hereby amended as set out in the following
paragraphs of this section. Unless indicated to the contrary, section numbers appearing in this section refer to such
numbers as they appear in the Virginia Statewide Fire Prevention Code adopted by the city.
Section 105.1.4 is added to read as follows:
105.1.4 Fire Official. The fire official shall be the fire marshal of the fire prevention division.
Section 106.8 is added to read as follows:
106.8 Fire records. The fire official shall keep a record of all fires and facts concerning the same, including
investigation findings, statistics and information as to the cause, origin and the extent of such fires and the
damage caused thereby.
Section 107.2 is modified to read as follows:
107.2. Permits required. Operational permits are required by the fire official inaccordance with Table 107.2,
except that the fire official shall require permits for the manufacturing, storage, handling, use, and sale of
explosives. In accordance with Section 5601.2.3.1, an application for a permit to manufacture, store,
handle,use, or sell explosives shall only be made by a designated individual. The relevant entries in the City
Fee Compendium as adopted by City Council are incorporated by reference as a part of Table 107.2 for the
purposes of setting inspection fees for each required permit.
Section 112.1.1 is added to read as follows:
112.1.1 Building and fire code board of appeals. Pursuant to the Statewide Fire Prevention Code, there is
hereby created a building and fire code board of appeals, which shall consist of nine (9) members who shall
be appointed by city council. The building and fire code board of appeals shall have jurisdiction to consider
appeals pursuant to the Statewide Fire Prevention Code or the City of Roanoke Fire Prevention Code. The
building and fire code board of appeals described in this section shall serve as the Local Board of Fire
Prevention Code Appeals (LBFPCA) as required by the Statewide Fire Prevention Code.
Section 307.1.1 is added to read as follows:
307.1.1 Prohibited open burning. No person shall ignite or maintain, or cause or permit to be ignited or
maintained, any open fire on public or private property outside any building. Salvage, demolition operations
or disposal of waste materials by burning is prohibited.
Exceptions:
1. Fires may be used for cooking food in an approved device, provided no smoke violation or other
nuisance is created.
2. Salamanders and similar heating devices may be used for heating by outdoor workers provided no
smoke hazard or other nuisance is created and provided that such devices are used not less than
fifteen (15) feet from any structure.
3. Recreational fires in accordance with the restrictions in Section 307.4.2 provided no smoke hazard or
other nuisance is created.
4. Open fires may be set in the performance of official duties by the chief of the Fire -EMS Department or
his designee when necessary for any of the following purposes:
For abatement of fire hazard which cannot be abated by other means.
b. For training in firefighting.
(Supp. No. 86, Update 2)
Page 1 of 3
Created: 2021 -07 -26 10:10:33 [EST]
In an emergency or other extraordinary circumstances when open burning is determined by the
chief of the Fire -EMS Department to be in the best interest of the public.
Section 307.2 is added to read as follows:
307.2 Permit required. A permit shall be obtained from the fire code official in accordance with Section 107.2
prior to kindling a fire for recognized silvicultural or range or wildlife management practices, prevention or
control of disease or pests, bonfire, or a campfire. Application for such approval shall only be presented by
and permits issued to the owner of the land upon which the fire is to be kindled.
Section =503.4. ! 503.4.2 is added to read as follows:
593.4 503.4.2 Presumption in prosecution. In any prosecution under this section, proof that the vehicle
described in the complaint, summons or warrant was parked in violation of this section, together with proof
that the defendant was, at the time of such parking, the registered owner of the vehicle, shall constitute in
evidence a prima facie presumption that such registered owner of the vehicle was the person who parked
the vehicle at the place where, and for the time during which, such violation occurred.
Section 583. 4.2503.4.3 is added to read as follows:
503.4.2 503.4.31mpoundment of vehicle. Any vehicle parked in violation of this section may be impounded
by, or at the request of, the police or fire department and held until the penalty provided and the towing and
storage charges incurred are paid.
Section 503.4.3 503.4.4 is added to read as follows:
583:4:3 503.4.4 Enforcement. This section shall be enforced by the fire official and the Roanoke City Police
Department.
Section 583:4.4503.4.5 is added to read as follows:
583.4. -4 503.4.5 Penalty for violation of section 503.4. Any person or firm in violation of the provisions of
section 503.4 of the Virginia Statewide Fire Prevention Code adopted by the city shall be guilty of a traffic
infraction, as provided in section 20 -74 of this Code, and shall be subject to the penalties set out in section
20 -89 of this Code.
Section 503.7 is modified to read as follows:
503.7 Fire lanes. The fire official shall designate fire lanes on public streets and on private property where
necessary for the purpose of preventing parking in front of or adjacent to fire hydrants and fire department
connections, to provide a fire apparatus road meeting the requirements of this section, or as otherwise
required for the efficient and effective operation of fire apparatus.
Section 912.2.2 is modified to read as follows:
912.2.2. Fire department connection signage. Fire departmentconnections shall be indicated by an approved
sign mounted on the street front, on the side of the building, or directly adjacent to a remote, freestanding
fire department connection. Such sign shall be red in color. The sign shall have approved retroreflective
letters with the letters "FDC" not less than 6 inches high. If the fire department connection is remotely
located, or there are multiple fire department connections serving the same building, or when required by
the fire code official, the sign shall have approved retroreflective letters no less than 2 inches high indicating
the building or portion thereof served by the fire department connection. Where the fire department
connection is not visible to approaching fire apparatus, the fire code official may require the installation of
an approved sign mounted on the street front or side of the building. Such sign shall meet the design criteria
outlined in this section with the addition of an arrow or text indicating the location of the fire department
connection.
Section 912.4.1 is modified to read as follows:
(Supp. No. 86, Update 2)
Page 2 of 3
Created: 2021 -07 -26 10:10:33 [EST]
912.4.1. Fire department connection locking caps. The fire code official is authorized to require approved
locking caps for existing fire department connections. This authority shall be exercised when the fire code
official has a reasonable belief that the fire department connection or fire protection system served by the
fire department connection may be damaged or otherwise compromised.
Section 1001.3.1 1001.3.2 is added to read as follows:
1001.3.11001.3.2 The fire code official is authorized to require an assembly or educational occupancy to
develop a system to manage the occupancy capacity of a building or facility. This system, if required, shall be
implemented outside the main entrance and consist of a mechanism to count persons as they enter and exit
without obstructing egress.
Section 001.3.1 1001.3.3 is added to read as follows:
1001.3.2 1001.3.3. Responsibility of Operator. The operator or responsible party for the operation of an
assembly or educational occupancy shall check egress facilities before such building is occupied to determine
compliance with this section. If such inspection reveals that any element of the required means of egress
cannot be accessed, is obstructed, locked, fastened or otherwise unsuited for immediate utilization,
admittance to the building shall not be permitted until necessary corrective action has been completed.
(Ord. No. 29334, § 1, 10- 10 -88; Ord. No. 33470, § 1, 7 -7 -97; Ord. No. 36612, § 1, 2 -2 -04; Ord. No. 38151, § 2, 7 -7-
08; Ord. No. 39363, § 1, 5 -7 -12; Ord. No. 39438, § 2, 7 -2 -12; Ord. No. 41493, § 1, 7 -1 -19)
Editor's note(s) — Formerly § 12 -18.
(Supp. No. 86, Update 2)
Page 3 of 3
Created: 2021 -07 -26 10:10:33 [EST]
66-5
IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA
The 7th day of September, 2021.
No. 42146- 090721.
A RESOLUTION designating a Voting Delegate and Alternate Voting Delegate for the
Annual Business Session and meetings of the Urban Section of the Virginia Municipal League.
BE IT RESOLVED by the Council of the City of Roanoke as follows:
1. For the Annual Business Session of the Virginia Municipal League to be held during
the League's 2021 Annual Conference scheduled for October 3 through October 5, 2021, and for any
meetings of the Urban Section held in conjunction with the Annual Conference of the League, The
Honorable Joseph Cobb is hereby designated Voting Delegate, and The Honorable Stephanie Moon
Reynolds is hereby designated Alternate Voting Delegate.
2. The City Clerk is directed to complete any forms required by the Virginia Municipal
League for designation of Voting Delegate, and Alternate Voting Delegate and to forward such forms
to the League.
ATTEST:
City Clerk.
WWI
CECELIA F. NICCOY, CHIC
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
September 8, 2021
Byron Dickson
1056 Old Country Club, N. W.
Roanoke, Virginia 24017
Dear Mr. Dickson:
CECELIA T. WEBB, CHIC
Deputy City Clerk
At a regular meeting of the Council of the City of Roanoke which was held on Tuesday,
September 7, 2021 you were appointed to replace Katherine Gutshall as a member
(Certified Architect) of the Architectural Review Board for a four -year term of office,
commencing October 2, 2021 and ending October 1, 2025.
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 (transmitted by email) 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 Architectural Review
Board.
Sincerely,
e"'t-A, S. VX#,&A4r
Cecelia F. McCoy, CMC
City Clerk
Enclosures
pc: Tina M. Carr, Secretary, Architectural Review Board, with application
COMMONWEALTH OF VIRGINIA )
To -wit:
CITY OF ROANOKE )
I, Cecelia F. McCoy, 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 seventh day of September 2021, BYRON DICKSON was
appointed to replace Katherine Gutshall as a member (Certified Architect) of the
Architectural Review Board for a four -year term of office, commencing October 2, 2021
and ending October 1, 2025.
Given under my hand and the Seal of the City of Roanoke this eighth day of
September 2021.
�� J'
City Clerk
CECELIA F. DICCOY, CHIC
City Clerk
Stephen Feather
300 Whippoorwill Lane
Ferrum, Virginia 24088
Dear Mr. Feather:
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
September 8, 2021
CECELIA T. WEBB, CHIC
Depuh City Clerk
At a regular meeting of the Council of the City of Roanoke which was held on Tuesday,
September 7, 2021 you were appointed as a member (Certified Architect) of the
Architectural Review Board to fill the unexpired term of office of Bill Hume, commencing
October 2, 2021 and ending October 1, 2023.
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 (transmitted by email) 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 Architectural Review
Board.
Sincerely,
j-` vne-d-r
Cecelia F. McCoy, CMC
City Clerk
Enclosures
PC: Tina M. Carr, Secretary, Architectural Review Board, with application
COMMONWEALTH OF VIRGINIA )
To-wit-
CITY OF ROANOKE )
I, Cecelia F. McCoy, 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 seventh day of September 2021, STEPHEN FEATHER was
appointed as a member (Certified Architect) of the Architectural Review Board to fill the
unexpired term of office of Bill Hume, commencing October 2, 2021 and ending
October 1, 2023.
Given under my hand and the Seal of the City of Roanoke this eighth day of
September 2021.
City Clerk
CECELIA F. NICCOY, CHIC
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-roanokeya.gov
September 8, 2021
Julie Wagner
2630 Grandin Road, S. W.
Roanoke, Virginia 24015
Dear Ms. Wagner:
CECELIA T. WEBB, CHIC
Deputy Cite Clerk
At a regular meeting of the Council of the City of Roanoke which was held on Tuesday,
September 7, 2021, you were appointed as a member (Citizen -at- Large) of the
Personnel and Employment Practices Commission for a three -year term of office ending
June 30, 2024.
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 (transmitted by email) 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 Personnel and
Employment Practices Commission.
Sincerely,
Cecelia F. McCoy, CMC
City Clerk
Enclosures
pc: Angelia Vernon, Secretary, Personnel and Employment Practices Commission
COMMONWEALTH OF VIRGINIA )
To -wit:
CITY OF ROANOKE )
I, Cecelia F. McCoy, 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 seventh day of September 2021, JULIE WAGNER appointed as
a member (Citizen at Large) of the Personnel and Employment Practices Commission
for a three -year term of office ending June 30, 2024.
Given under my hand and the Seal of the City of Roanoke this eighth day of
September 2021.
City Clerk
CECELIA F. NICC01', CHIC
City Clerk
CITY OF ROANOKE
OFFICE OF THE CITY CLERK
215 Church Avenue, S. `V., Room 456
Roanoke, Virginia 24011 -1536
Telephone: (540) 853 -2541
Fax: (540) 853 -1145
E -mail: eIerk(4roanokeva.gov
September 8, 2021
Kianna Price Marshall
3866 Winding Way Road, S. W.
Roanoke, Virginia 24015
Dear Ms. Marshall:
CECELIA T. NN EBB, CHIC
Deputy City Clerk
At a regular meeting of the Council of the City of Roanoke which was held on Tuesday,
September 7, 2021, you were appointed to replace Michael L. Dame as a member of
the Roanoke Civic Center Commission for a three -year term of office commencing
October 1, 2021 and ending September 30, 2024.
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
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 Civic Center Commission.
Sincerely,
Cecelia F. McCoy, CMC
City Clerk
Enclosures
PC: Robyn Schon, Secretary, Roanoke Civic Center Commission
COMMONWEALTH OF VIRGINIA )
CITY OF ROANOKE )
To -wit:
I, Cecelia F. McCoy, 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 seventh day of September 2021, KIANNA PRICE MARSHALL,
was appointed to replace Michael L. Dame as a member of the Roanoke Civic Center
Commission for a three -year term of office commencing October 1, 2021 and ending
September 30, 2024.
Given under my hand and the Seal of the City of Roanoke this eighth day of
September 2021.
City Clerk
V)Z'&'o u-t
CECELIA F. 61CCON', CHIC
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: clerkCxoanokeva.gov
September 8, 2021
Robert Arrington
1431 Orange Avenue, N. W.
Roanoke, Virginia 24017
Dear Mr. Arrington:
CECELIA T. WEBB, CHIC
Depute City Clerk
At a regular meeting of the Council of the City of Roanoke which was held on Tuesday,
September 7, 2021, you were appointed to Stephen Willis as a member of the Roanoke
Civic Center Commission for a three -year term of office commencing October 1, 2021
and ending September 30, 2024.
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
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 Civic Center Commission.
Sincerely,
Cecelia F. McCoy, CMC
City Clerk
Enclosures
PC: Robyn Schon, Secretary, Roanoke Civic Center Commission
COMMONWEALTH OF VIRGINIA )
To -wit:
CITY OF ROANOKE )
I, Cecelia F. McCoy, 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 seventh day of September 2021, ROBERT ARRINGTON, was
appointed to replace Stephen Willis as a member of the Roanoke Civic Center
Commission for a three -year term of office commencing October 1, 2021 and ending
September 30, 2024.
Given under my hand and the Seal of the City of Roanoke this eighth day of
September 2021.
- Lac... �• `�"Z,e����-
City Clerk
CECELIA F. NICCOY, CHIC
CUN 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.goN
September 8, 2021
Margaret Ashburn
2601 Wycliffe Avenue, S. W.
Roanoke, Virginia 24014
Dear Ms. Ashburn:
CECELIA T. WEBB, CNIC
Depute Cite Clerk
At a regular meeting of the Council of the City of Roanoke which was held on Tuesday,
September 7, 2021, you were appointed as a member of the Roanoke Neighborhood
Advocates to fill the unexpired term of office of Rosheta Chase ending September 30,
2021; and a two -year term of office ending September 30, 2023.
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 Roanoke Neighborhood Advocates.
Sincerely,
Cecelia F. McCoy, CMC
City Clerk
Enclosures
COMMONWEALTH OF VIRGINIA )
To -wit:
CITY OF ROANOKE )
I, Cecelia F. McCoy, 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 seventh day of September 2021, MARGARET ASHBURN was
appointed as a member of the Roanoke Neighborhood Advocates to fill the unexpired
term of office of Rosheta Chase ending September 30, 2021; and a two -year term of
office ending September 30, 2023.
Given under my hand and the Seal of the City of Roanoke this eighth day of
September 2021.
Ca.du�', w4,a,- cl)te6oct
City Clerk
CITY COUNCIL FOR THE CITY OF ROANOKE, VIRGINIA
Date of Meeting: September 7, 2021, Regular Meeting of City Council (-, 2:00 p.m.
MOTION FOR CLOSED MEETING
I MOVE that this meeting of the City Council for the City of Roanoke, Virginia be recessed
and that the Council immediately reconvene in closed meeting to consult with legal counsel pertaining
to actual or probable litigation regarding specific legal matters requiring legal advice and the
discussion of strategy of negotiation of a potential agreement involving the City as permitted by
Subsection (A) (7) and (13) of Section 2.2 -3711 of the Code of Virginia, 1950 as amended.
Motion Made By:
ROLL CALL VOTE:
Seconded By: Cobb
Mr. Cobb ✓ Mr. Bestpitch ✓
Mr. Jeffrey ✓ Ms. Moon - Reynolds
Ms. Sanchez -Jones ✓ Vice -Mayor White -Boyd
Mayor Lea
CERTIFICATION OF CLOSED MEETING
I MOVE AND CERTIFY that, to the best of each Council Members' knowledge, only such
public business matters properly identified in the motion convening the closed meeting and lawfully
exempted from open meeting requirements by Virginia law were heard, discussed or considered by
the Council in the closed meeting.
Motion Made By:
ROLL CALL VOTE:
Mr. Cobb
Mr. Jeffrey
Ms. Sanchez -Jones
Mayor Lea
Seconded By:
Mr. Bestpitch
Ms. Moon - Reynolds
Vice -Mayor White -Boyd
WHITE -BOYD
ROANOKE CITY COUNCIL
RECESSED SESSION
(CITY COUNCIL STRATEGIC WORKSHOP)
SEPTEMBER 9, 2021
1:00 P.M.
FITZPATRICK HALL
THE JEFFERSON CENTER
541 LUCK AVENUE, S. W.
AGENDA
1. Call to Order — Roll Call. All present. Mayor Lea arrived late (1:12 p.m.)
2. Welcome and Opening Remarks — Mayor Sherman P. Lea, Sr.
3. Overview.
4. Communications Workshop.
5. Youth Recreation Sports Refresh Update.
6. Council Discussion by Mayor and Members of Council.
7. Next Steps and Preview for day two.
8. Recess — 4:46 P.M
WHITE -BOYD
ROANOKE CITY COUNCIL
RECESSED SESSION
(CITY COUNCIL STRATEGIC WORKSHOP)
SEPTEMBER 10, 2021
9:00 A.M.
FITZPATRICK HALL
THE JEFFERSON CENTER
541 LUCK AVENUE, S. W.
AGENDA
1. Call to Order — Roll Call. All present.
2. Welcome and Opening Remarks — Mayor Sherman P. Lea, Sr.
3. Strategic Priorities Review.
4. Emerging Strategic Issues /Opportunities.
5. Organizational Strategic Initiatives Overview.
6. Overview of Star City Strong Recovery and Resiliency Advisory Panel Efforts and
Preliminary Recommendations.
7. Council Discussion of Strategic Priorities.
8. Wrap Up /Next Steps.
9. Adjournment — 4:04 P.M.
2
YOUTH
ATHLETICS
REFRESH
IMPLEMENTATION
PLAN
2021
wo-11W
imow
ROANOKE
PARKS AND RECREATION
Table of Contents
Overview
Approach
Philosophy, Values, and Purpose
Governance and Implementation
Conduct and Ethics
Community Engagement and Communications
Pro Forma Budget
Appendices
Youth Athletics Refresh Report
Code of Ethics
Sample Zone Provider Memorandum of Understanding
Youth Athletics Zone Provider Packet
2
4
5
7
10
12
15
Youth Athletics Refresh Overview
In past years, the City has offered administrative support to community- based,
volunteer recreation clubs that serve the City's youth in traditional team sports.
Prior to 2007, the City recognized 17 recreation clubs offering a variety of team
sports. Some organizations offered multiple sports, while others only offered
one. To better address equity issues, the City and the community worked
together to merge into four (4) separate organizations representing each
quadrant of the City. In 2010, participation numbers for youth team sports in
the City began a slow decline, with the least amount of participants in 2019.
Over the last decade, participation has dropped more than 30 %.
Youth Sports Participation 2010 -2019
1200
1000
.y
800
N
° 600
i 400
a
200
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Soccer Football Basketball �A — r Baseball Softball
At its March 2021 meeting, the Parks and Recreation Advisory Board (PRAB)
voted unanimously to pursue a renewed collaborative partnership between the
Department of Parks and Recreation and the community to establish an
equitable and sustainable approach to administering team, recreation -based
sports opportunities for the City's youth.
In an effort to avoid simply replicating what has been done in the past,
Department staff recommended several structural and fundamental changes to
the overall administration and governance of youth team sports. These
recommendations are informed by stakeholder input, past experience, best
practices, and national and state standards for youth sports (i.e., Virginia High
School League, Virginia Youth Soccer Association, National Softball Association,
etc.) and will be interwoven into the processes, rules, procedures, and
governance model of Roanoke's youth sports program.
Through this model, the Department will be able to fully identify
responsibilities between the Department and various community -based
FA
providers. The Department will provide administrative support and coordination
of league by -laws; provide facilities and the associated maintenance; assign
officials and schedule on -site staff; conduct background screenings on all
volunteers; and act as liaison to local municipalities and Roanoke City Public
Schools (RCPS). Private sector providers will register participants and place them
on teams; solicit volunteers; provide for all necessary uniforms and equipment;
and schedule practices.
W
Approach
As recommended by the PRAB, a collaborative partnership approach will be
utilized to cultivate a renewed relationship between the community and the City
of Roanoke in developing our children by providing them a safe, positive, and
healthy environment to play team sports. In addition, the approach must
address equity considerations (accessibility, cost, selection, etc.) and long -term
sustainability of the program.
The City's youth sports program is authorized by Roanoke City Council and
implemented by the Department of Parks and Recreation, who is charged with
delivering the program necessary to satisfy the goals of Council. In order to
work collaboratively towards a collective goal, it is necessary to ensure all
stakeholders have an understanding of the goals and objectives of the program
and the tactics to be used in the pursuit of the goal.
Through prior strategic direction of Council, best - practices, accepted standards,
and community interaction, staff began a process to re- confirm the philosophy,
values, and purpose behind the provision of youth sports in the City. In
addition, several structural and administrative changes were suggested to help
achieve improved program outcomes in the future. The suggested changes
include a new youth sports governance structure, provider selection process
(and subsequent evaluation of results), ethics and conduct pledge, and greater
accountability from provider organizations. While providers of youth sports will
be selected through a competitive proposal process in the future, it was
determined that, as a starting point, the first right of refusal would be offered
to the City's current legacy clubs for the Fall 2021 season. These organizations
include Greater Southwest Athletics Association, Southeast Recreation Club,
Star City Recreation Club, and Williamson Road Recreation Club.
Once drafted, Parks and Recreation staff met with representatives of each
legacy club to discuss the proposed changes and to address any questions or
concerns. At the conclusion of each meeting, the clubs indicated they were in
agreement with the suggested changes.
Overall, this approach allows for clear and established expectations for all
stakeholders of youth sports in regards to participation, conduct, customer
service, communication, and accountability and will be unique to the City of
Roanoke.
M
Philosophy, Values, and Purpose
Philosophy
The purpose of youth sports is to provide an enjoyable experience for each
youth participant, while developing character, skills, sportsmanship, and to
promote good will among all teams and individuals. Although sports are
competitive by nature, our intentions are to place less emphasis on winning and
more on promoting lifetime physical activity and health for each participant.
Values
• Health and Well -Being • Service Excellence
• Inclusion • Sustainability
Purpose Statement
With a renewed focus on interwoven equity, the City of Roanoke will endeavor
to educate, equip, and empower community youth sports leaders, volunteers,
and parents so all children and families can enjoy the lifelong benefits of team
sports.
While each of the values identified above have equal importance in providing a
successful youth sports program, the City's focus on equity shines a particularly
bright light on the economic and social disparities that exist throughout the
city.
"Roanoke will not reach its full potential as a community unless each
citizen has the opportunity to reach their full potential. Equity is the idea
that different groups have different needs and should be provided
services determined by their needs. All, regardless of location, race,
sexual orientation, gender identity, or ability will have access to equal
opportunity for successful outcomes."
For FY21 -22 budget development, a process was implemented to gather
information regarding equity and empowerment related to City expenditures
and actions. When reviewing budget submittals, Departments were asked a
series of thought - provoking questions regarding the equitable provision of
services to the community. Their answers were then reviewed and discussed by
employee -led Equity and Empowerment Teams.
The effort to directly link equity and empowerment to public expenditures is in
its early stages and will take several years to effectively develop, however, the
City's first pass at "Budgeting for Equitable and Empowering Outcomes" and the
early work of the City's Equity and Empowerment Advisory Board (EEAB) has
elevated the organization's awareness of disparities that exist in the
E
community, which include disparities of income, health, education, technology,
food availability, and occupation, just to name a few.
The same equity issues that negatively impact the community as a whole also
hinder the development of an effective youth sports program. While there are
many economic and social disparities that exist as barriers to participating in
youth sports, it makes sense to focus initially on opportunity and access. To
that end, it is critical to determine whether or not youth sports offerings are
equitable for all participants, as well as determining whether or not the location
(practice /games) is accessible to all participants. Other considerations of
equity, such as cost, will be addressed as the program continues to evolve and
greater insight is gained.
Con
Governance and Implementation
The Department of Parks and Recreation will provide for administration and
general oversight of youth team sports in the City of Roanoke. To facilitate this
initiative, the Department will work collaboratively with private, community -
based organizations, Roanoke City Public Schools, neighboring jurisdictions,
and various appointed boards and committees.
Through a competitive proposal process (after the first year), the Department
will seek public solicitation from community organizations that offer
recreational -based youth team sports. The Department will award one provider
(organization) per sport offering in each zone of the City. A provider /contractor
may provide multiple offerings in one zone, as well as offerings in multiple
zones.
For the first year, the Department will offer first right of refusal to Greater
Southwest Athletics Association (SW Zone), Southeast Recreation Club (SE Zone),
Star City Recreation Club (NW Zone), and Williamson Road Recreation Club (NE
Zone).
An overview of the process is as follows:
• The award will be on an annual basis with a performance review at the
end of each sports season.
• Successful awardees must be registered with Virginia State Corporation
Commission, demonstrate proof of appropriate liability insurance and
supply copies of the organizations' annual tax filings (ex. IRS Form 990).
• Successful awardees will register participants; place them on teams;
provide uniforms and equipment; solicit volunteer coaches; and schedule
practices.
• The Department will assist in soliciting volunteer coaches and perform
background checks on all volunteers; assign facilities for practices and
games; provide for game scheduling; assign officials and on -site staff;
and act as a liaison to RCPS and neighboring localities.
• Under this model, youth team sports offerings are initially defined by the
equity considerations of opportunity and access. Equity in "opportunity
and access" is expressed as the ability to play a "standard" team sport
within the community the participant lives in. Given the limitations
regarding funding, "standard" team sports for equity considerations are
identified as football /cheer, soccer, basketball, baseball, and softball. To
allow for the best access possible, the quadrants of NW, SW, SE, and NW
(zones) will continue to be maintained to allow participants to
play /practice as close to home as possible.
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• A provider does not have to offer all five (5) standard sports in a given
zone. The provider may offer any number of sports (subject to
Department approval) in a zone, or it may provide a sport other than the
standard five (lacrosse, volleyball, etc.)
• In the event there is no response for a particular sport, awarded
organizations will be given the opportunity to expand their reach OR the
Department will step in and act in the capacity of the community
organization.
• Failure to comply with established conditions will result in a termination
of the contract and the Department will finish out the term in the capacity
of the community organization until the next solicitation is released.
Roanoke City Council will establish a Youth Athletics Review Board (YARB). The
Board will be a governing board that will be empowered to make decisions
regarding the administration of youth team sports in the City.
• There will be five (5) voting representatives of the Board, three (3) City
Council selections and two (2) City Manager selections. The Director of
Parks and Recreation will be an ex officio member of the Board.
• Meetings will be held monthly and will be recorded and open to the
public, whether in- person or virtually.
• The Board will act in regards to the following:
• Review and provide input during zone provider selection process
• Review and adjudicate Code of Ethics claims
• Review bylaws for appropriateness and recommend updates as
needed
• Act as a sounding board for youth sports activities and initiatives
from the perspective of the community.
In order to ensure equity amongst organizations and leagues, additional duties
and oversight of the Department will be as follows;
• In partnership with the Board, Department staff will draft, implement, and
enforce bylaws for all agreed -upon team sports.
• During registration, parents, players, coaches, and other volunteers will
be required to sign a Code of Ethics. Ethics and conduct violations will
have consequences for individuals, as well as for providers (clubs).
• All volunteers (organization officials included) must submit for a
background screening every two (2) years.
• All volunteer coaches must participate in basic training prior to each
sports season. This will be administered at no cost to the coaches. The
Department will make optional advanced trainings available for a reduced
fee to be paid by the coaches.
• Zone providers must complete all forms included in the provider packet,
which includes the following:
o Application to be a youth team sports zone provider
• Federal tax identification number
• Prior year's financial statements
• Proof of non - profit status
• Organizational bylaws
• Organizational policies and procedures
• List of organizational board members
• Proof of insurance
• Sports the organization wishes to provide
• Once approved, zone providers agree to do the following:
• Conduct participant registration (online option must be made
available)
• Obtain volunteer coaches
• Provide uniforms and equipment for participants
• Have all coaches, parents, and participants sign the Code of Ethics
• Ensure coaches, parents, and participants are following all bylaws.
On -site Department staff and zone provider representatives will
enforce bylaws for game play /conduct. Specific penalties for
noncompliance are detailed in sport- specific bylaws.
• Roanoke Parks and Recreation agrees to do the following:
• Provide background checks for all volunteers associated with the
zone provider organizations, including all coaches
• Provide officials and on -site staff for all games
• Provide practice space
• Create and administer the game schedule for each sport season
X
Conduct and Ethics
Appropriate conduct and behavior of all those involved is the cornerstone to a
successful youth team sports program in the City of Roanoke. "Everyone"
involved is responsible for not only enforcing an appropriate code of conduct,
but also in creating a culture that embraces positive, appropriate, and
supportive behavior.
Acceptance - All Coaches, Participants and Parents agree to the follow the City
of Roanoke's Conduct and Ethics Policy when they register for any youth team
sport program sanctioned by the City of Roanoke's Department of Parks and
Recreation.
No Tolerance - The City's goal is to provide a fun, safe, positive and supportive
atmosphere for the players, staff and spectators of the City's athletic programs
and events. The Department has taken a proactive, no tolerance stance towards
any unsportsmanlike act or conduct. Any participant, coach, spectator or official
may be disqualified from future participation in the City's athletic programs for
any unsportsmanlike conduct and actions.
The below infractions are not a complete list of intolerable actions during a
youth sporting event, but rather are examples of infractions and their possible
consequences. The Department reserves the right to adjust the duration of
suspensions based on the severity of the action. The City's Conduct and Ethics
Policy serves as the minimum standard of behavior required to participate in
the youth sports program. Individual providers /clubs may adopt a standard of
behavior greater than the City's, including additional penalties as they see fit.
Infractions that may warrant a one -game suspension:
• Receiving a yellow card or a technical, personal, or flagrant foul during a
game for unsportsmanlike conduct
• Not complying with a request of a game personnel (official, scorekeeper,
site supervisor)
• Failure of a coach to play all participants their required playing time
Infractions that may warrant a multiple game suspension:
• Using obscene or inappropriate language which includes flagrant
gestures
• Ejection from a game for inappropriate conduct or rules violations (i.e.
red card /two technical fouls)
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• Confronting a parent, coach, or game official before, during, or after a
sanctioned game or practice in an inappropriate or unsportsmanlike
manner
Infractions that may warrant a year -long suspension:
• Verbal threats or harassment made by a player, spectator, or game
personnel proceeding, during, or following a game
• Providing false registration information about a parent, coach or
participant which makes them eligible to participate in the City's sports
programs when they should not be.
Infractions that may warrant possible lifetime suspensions:
• Physical violence towards a player, coach, spectator, scorekeeper, or
official proceeding, during, or following a game
• Being under the influence of drugs or alcohol on or around all Roanoke
Parks and Recreation and Roanoke City Public Schools facilities
Please note that any person ejected or removed from Roanoke Parks and
Recreation programs, events, and /or facilities will not be allowed to participate
in or spectate at any Department activity until given permission from
authorized City personnel.
Community Engagement and Communications
The following is an overview of the engagement process that took place during the
Youth Athletics Refresh project:
The Parks and Recreation Advisory Board (PRAB)* appointed the Youth Athletics Refresh
Committee. The committee was comprised of the following individuals:
• Joshua Dietz, former Parks and Recreation Advisory Board chair
• Pete Eshelman, Parks and Recreation Advisory Board member
• Jerome Stephens, Parks and Recreation Advisory Board member
• Brent Robertson, Assistant City Manager
• Michael Clark, Director of Parks and Recreation
• Patrick Boas, Recreation Manager
• Samantha Dickenson, Athletics Coordinator
This committee conducted the following activities:
• Identified community stakeholders
o The YAR Committee identified groups in the community that were already
providing non - travel based, youth team sports within the City.
Stakeholders included representatives from the following organizations:
■ Greater Southwest Athletics
■ Roanoke City Public Schools
■ Roanoke Valley Lacrosse Association
■ Roanoke Valley Ladies Lacrosse Association
■ Star City Cycling
■ Star City Recreation Club
■ Williamson Road Recreation Club
• Met with City leadership to identify goals of youth athletics
• Reached out to similar localities to see how they run youth athletics programs
• Created (and distributed) two surveys (one for stakeholders and one for citizens)
to help shape how the City offers youth athletics
Youth Athletics Refresh Survey Community Outreach
Roanoke Parks and Recreation did the following citizen engagement to gather feedback
about youth athletics:
WEBSITE LANDING PAGE
• 12/21120 Landing Page placed on website for information (86 visits
between 12121120 and 1/] 3/21)
Homepage slider on website from 12121120 to 1/13/21
SOCIAL MEDIA
12121 /20 Facebook Post (1 ,526 reached, 44 engagements)
• 12121120 IG Post (19 likes and 1 send)
12121121 through 1/13 Paid Social Media Ads (62,878 impressions,
38,329 reached, $100 spent)
1212 1 120 Nextdoor (survey posted)
• 3/15/21 Facebook Post about PRAB meeting regarding youth athletics
12
• 3/15/21 Instagram Post about PRAB meeting regarding youth athletics
EMAI L
• 12121120 Email sent for stakeholder survey
• 12122120 Youth Athletics Refresh Email
• List size: 23,453
• Open Rate: 14.5% (3,031)
• Click Through Rate: 6.5% (197)
MEDIA INTERVIEW
• 12122120 WFIR radio interview done by Michael Clark
CITY MANAGER'S OFFICE OF COMMUNICATION
• 12122120 MyRoanoke release sent out via City Manager's Office.
• 12121120 and 12122120 Communications sent out on City's main social
media pages.
*All Parks and Recreation Advisory Board Meetings are open to the public and meeting
information is posted on PLAY Roanoke social media pages and blogs. Since April, the
PRAB meeting information is now posted on MyRoanoke to ensure a broader reach.
Post - Survey Engagement
On May 12, 2021, staff hosted a community provider meeting (Star City, Williamson
Road, and GSA clubs were present). In this meeting, Michael Clark and Brent Robertson
(Assistant City Manager) gave a presentation on the Youth Athletics Refresh project
and how staff would like to see things moving forward. The only providers invited to
this meeting were the three community recreation clubs that have been providing
youth team sports in partnership with the Department since 2009. These three were
identified based on their prior service and their continuation of youth sports once
COVID restrictions eased.
After learning that the South City Knights Club would be folding and not offering youth
sports any longer, YAR hosted a meeting with new South East Rec Club. The new South
East Rec Club has been working with the other three recreation clubs to provide youth
sports in this zone once the COVID restrictions lifted.
There was an additional meeting held on May 27 at the Countryside Sportsplex that
focused exclusively on youth football and how best to facilitate the program in light of
not offering anything for close to two years, as well as the increased participation in
travel football.
Communications Plan to Announce New Youth Athletics Plan
Department staff will meet with representatives from each of the approved zone
providers to ensure buy -in with the new process. Before the start of the fall sports
season, all required documentation from the Zone Provider Packet must be completed
and submitted by all zone providers.
13
Department staff will also do the following:
WEBSITE
• Update Athletics page on our website to include information on HOW
youth athletics work and relationship between City and providers. Update
all information for recreation clubs to include online registration link.
• Homepage Slider
• Include information about becoming a provider
• BLOG- New post about how youth athletics will function moving forward
SOCIAL MEDIA
• Paid Facebook and IG ads linking back to blog post about youth athletics
plan
• Social media posts about youth athletics plan ( Facebook, Twitter and
Instagram)
• Nextdoor Post about youth athletics plan linking back to blog
PRESS RELEASE
• Draft press release outlining the plan and steps the committee and PRAB
took to get there. Send to CMO for approval and post to MyRoanoke.
Michael or Patrick will be contacts for media.
CITY MANAGER'S OFFICE
• Ask Public Information Officer to do MyRoanoke Release
• Ask Public Information Officer to do a City Corner announcement
• Ask Citizen Engagement Manager to share on City's main social channels
NEIGHBORHOOD COORDINATOR
• Ask Neighborhood Services Coordinator to send to his neighbor list serv.
• Ask Neighborhood Services Coordinator best way to communicate these
changes to neighborhoods (social media, flyers, etc.)
RCPS
• Ensure RCPS officials are aware of new youth athletics plan (email)
• Send flyer to RCPS to place in kids' backpacks (cannot take place until
beginning of 21 -22 school year)
EMAIL
• Send email to stakeholders outlining new policies and procedures
• Send email to Parks and Recreation email list linking back to blog post
14
Pro Forma Budget
The following is a pro forma operating budget for the Department's
administration of youth team sports for FY21 -22. This budget details
controllable costs only and does not include fixed costs (i.e., full -time employee
salaries, maintenance costs, etc.) that are spread out across many different
program areas.
Annual Expenses
• Temporary Wages - On -Site Staff $29,604
• Professional Services
• Game Officials $50,000
• Security $20,000
• Background Checks $3,000
• Program Supplies $8,000
TOTAL DIRECT EXPENSES $110,604
Annual Revenues
• Participant Registrations $0
TOTAL DIRECT REVENUES $0
NET OPERATIONAL COST $110,604
15
Roanoke, Virginia
Strategic Plan — Star City Strong
2021 -2022
Adopted February 16, 2021
Roanoke City Council 2021
Roanoke City Council
Mayor Sherman Lea, Vice -Mayor Trish White -Boyd, Bill Bestpitch, Joe Cobb, Stephanie Moon - Reynolds,
Robert Jeffrey, Vivian Sanchez -Jones
t&K.W, kx
Seven -time All- America City Winner!
1952 11979 11982 11988 11996 12012 12017
Mayor Sherman P. Lea, Sr.
City Manager Bob Cowell, Jr.
As Mayor of the first city inducted into the All-America City Hall of
Fame and a seven time All-America City it is my pleasure to serve
alongside a Council and City Administration that recognizes the
importance of thinking strategically and acting on priorities. This plan
captures the Council's strategic priorities and defines the outcomes
we seek to achieve on behalf of the citizens. The Strategic Plan, our
City's comprehensive plan, related specific purpose or place -based
plans, and our annual budget represent what it is we as a City do and
why we do it. It is through these efforts we work to ensure we
continue to have a City offering the best opportunity for the most
people — in short, that it remains a great day in Roanoke!
encourage you to read this document to better understand our
Vision for the community, how we plan on getting there, and how you
can measure our progress.
It is my honor to serve the Mayor and Council and on their behalf, the
community, to lead an organization that works every day to deliver the
services demanded and to offer opportunity to each and every resident
and business of Roanoke. This plan provides the Vision established by
Council and the steps necessary to realize that Vision. This plan also
provides how we as an organization will conduct our business and sets
the stage for the annual budget and capital improvements program.
With the leadership of the Mayor and Council, we continue to make
progress as a City - routinely recognized as one of the best places in
America to live, operate a business, secure an education, or visit.
I encourage you to review what follows and join us in keeping Roanoke
a wonderful place for all that call it home.
Pi
TABLE OF CONTENTS
Purposeof Strategic Planning .................................................................................... ..............................5
StrategicPlanning Process .......................................................................................... ..............................5
CommunityProfile ....................................................................................................... ..............................7
Vision and Strategic Areas of Importance ................................................................ ..............................8
Education....................................................................................................................... .............................10
Overview
Path to Results
Targeted Actions
Performance Measures
CommunitySafety ........................................................................................................ .............................12
Overview
Path to Results
Targeted Actions
Performance Measures
HumanServices ............................................................................................................ .............................14
Overview
Path to Results
Targeted Actions
Performance Measures
Infrastructure................................................................................................................ .............................16
Overview
Path to Results
Targeted Actions
Performance Measures
GoodGovernment ........................................................................................................ .............................18
Overview
�3
Path to Results
Targeted Actions
Performance Measures
Livability 20
Overview
Path to Results
Targeted Actions
Performance Measures
Economy.................. .............................22
Overview
Path to Results
Targeted Actions
Performance Measures
OrganizationalResponse ............................................................................................. .............................24
11
21
Purpose of Strategic Planning
A strategic plan should serve as the physical product of strategic thinking — that is, delineation of a
community vision and the strategies and actions that will be necessary to progress toward that vision.
The Council, City Government and community should ideally evaluate every opportunity or challenge that
presents itself against this vision and its associated strategies to best determine how to allocate their time,
money, and other resources —all of which are limited.
The Strategic Plan is a companion to the City's Comprehensive Plan
which represents how the City will physically change over time.
Together, the Strategic Plan and the Comprehensive Plan provide a firm
foundation upon which to build more detailed neighborhood and special
purpose plans, the annual budget, the multi -year capital improvements
program, regulations and ordnances, and other associated public policy
and implementation documents and initiatives.
...ideally evaluate every
opportunity or challenge
that presents itself against
this vision and its associated
strategies to best
determine how to allocate
their time, money and other
Ideally one should be able to review this document and gain a firm I resources...
understanding of where the City intends to go, and generally how it
proposes to get there, as well as gain insight into how progress along the way is intended to be measured.
Strategic Planning Process
This document represents an update to the previously adopted Strategic Plan, formally adopted for a two -
year period in 2019 — prompted by the need to address recovery from COVID -19 and the intentional
advancement of equity and well -being within the communitiy. The City has engaged in strategic thinking
for many years. Much of what is included in this plan has for a number of years, been included in the
annual budget and other policy documents.
The process used in the development of this plan was an enhancement to that used in crafting the
previous version. This update was built upon the framework of:
• Listen
• Learn
• Discuss
• Present
• Act
The first step in this process was listening to the community regarding the City's seven priorities, the
strategies used to progress on those priorities and the outcomes that are sought. This was achieved
through virtual conversations involving focus groups led by Council with attendees around each of the
seven priorities. These focus groups complemented the earlier COVID -19 recovery virtual conversations
led by Council. The virtual conversations were accompanied by key stakeholder interviews. Interviews
were conducted with key stakeholders in each of the priority areas regarding the priorities and the
strategies currently used to advance on the priorities. Finally, these were accompanied by a dedicated
phone line and email, enabling any Roanoke resident or business owner to leave a brief message about
the priorities and strategies.
5
The second step was learning from the community and the staff about each of the seven priorities, the
strategies used to progress on those priorities and the outcomes that have been achieved. This
occurred during the most recent Council Strategic Plan retreat. This step included presentation of
information, studies, briefings, etc. by senior City staff and other content experts.
The third step in this process was the Council discussing what they heard and learned regarding each of
the seven priorities, the strategies used to progress on the priorities and the outcomes that have been
achieved and /or are sought. This was done at the most recent Council Strategic Plan retreat.
The fourth step proposed in this process was presenting the draft strategic plan and items that warrant
further development. For example, it was determined through the first three steps, that a change in
strategy related to Youth Sports was warranted and thus a working group was established that is
addressing this initiative directly, working with various parties necessary to further the development of a
revised strategy. As the work on these types of revisions progresses they will be incorporated into
further discussions with Council and where appropriate into the development of annual budgets.
The final step proposed in this process is actin upon any revisions in priorities and strategies. Some of
this action may come about as a result of a working group's efforts along the way, while the majority will
come about via formal adoption of a revised Strategic Plan and the proposal and adoption of the FY22
budget. Much of the groundwork for this step was set at the most recent Council Budget Planning
Retreat held prior to the kick -off of the annual budget process and will be concluded upon adoption of
the FY22 and FY23 budgets.
This process has been designed to be responsive to the discussion held by Council in the adoption of the
FY21 budget; timely and meaningful - bridging the political call for action and the necessary bureaucratic
work of devising legislation and formulating budgets. This intentional process is necessary both to
better the chances that quality and sustainable strategies are the result and also in response to the
continued economic uncertainty associated with COVID -19. The Council will review the Strategic Plan
on an annual basis, making adjustments as appropriate, following a process similar to that used in the
creation of previous plans. Additionally, City Management will provide the Council with semi - annual
progress reports on the Plan and a performance measure report annually.
L
Community Profile
The City of Roanoke is a mid -size independent city with a population of approximately 100,000 located
within a region with a population of approximately 350,000. The Roanoke region is located within the
south - western portion of the Commonwealth of Virginia with the City of Roanoke as the largest city west
of the State Capitol of Richmond. Roanoke serves as the region's education, medical, shopping, and
cultural hub anchoring Virginia's Blue Ridge. Built upon success of the growth in the rail industry, Roanoke
grew very rapidly in the 19' and early 20th centuries. After a period of economic challenges Roanoke is
experiencing a rennaisance built upon the strengths of medical research and care, technology, and
advanced manufacturing. Recent economic growth, a vibrant downtown, unparalleled outdoor amenities
and numeorus arts and cultural offerings have led Roanoke to national recognition.
Population Estimate (2019) — 99,143
Median Age — 38 with 7% under 5 years of age and 16% age 65 and older
Race — 62% of the current population is White alone, 29% Black or African descent alone, and 6.3%
Hispanic or Latino
Households and Income —There are 41,740 households in Roanoke with 47,011 housing units with a
median value of $135,100. 52% of the homes in Roanoke are owner - occupied. 2019 Median income
is $44,230with 21% of the population living in poverty. 86% of the adults in Roanoke are high school
graduates or higher
Industry & Business - there are 3,132 business establsihments in Roanoke employing 68,842 with a
total annual payroll of $3 billion. Health care and social assistance is the lagest employment sector
in Roanoke accounting for more than 12,000 jobs. There are currently more than 100,000 students
pursuing degrees at 25 colleges and universities located wihtin the Roanoke region
7
Roanoke Community Vision
The City of Roanoke is a safe, caring and economically vibrant community in which all have equitable
opportunities to live, learn, work, play and prosper
A vibrant urban center with strong neighborhoods set amongst the spectacular beauty of Virginia's Blue
Ridge
Strategic Areas of Importance
This vision is pursued by focusing on seven areas of strategic importance
Education
Community Safety
Human Services
Infrastructure
Good Government
Livability
Economy
The City Council expects that as a City we will act on each of the strategic priorities grounded in the
following:
Equity —All, regardless of location, race, sexual orientation, gender identity, or ability will have access to
equal opportunity for successful outcomes
Community Engagement & Inclusion — Intentional involvement of citizenry in the direction and actions
of their government
Well -Being — Physical and social environment that promotes healthy outcomes for all residents
regardless of their location
Creativity — innovation in programming and addressing opportunities and confronting challenges
Education
Foster an environment for lifelong learning which encompasses cradle to career and beyond through
shared services and community involvement
Path to Results
We will join our community in ensuring access to educational opportunities through the course of each
individual's life. We seek to help develop successful students and productive and educated adults,
prepared to succeed to full extent of their abilities.
Early Learning and School Readiness — we will invest time, money and resources in preparing
children to read proficiently by the end of the third grade.
Preparation for Post High - School Success — we will work with the community to identify and
support programs and initiatives that equip students to succeed beyond high school, whether
their path leads them to college, a trade or vocation, or community service.
Support of K -12 Educational Program — we will invest time, money, and resources in ensuring
Roanoke City Public Schools are able to provide the facilities, curriculum, and teachers, necessary
to deliver quality educational programs.
Adult Learning —we will invest time, money, and resources in opportunities for adults to continue
to learn to enhance skills, broaden their general knowledge or further their creativity.
Targeted Actions
Continue support of the Virtual Learning Centers and the restoration of RCPS operations
Libraries reopening and restoration of services
Enhanced youth career exploration and skills development
10
Indicators
We will determine success by:
Improving PALS Scores;
Securing and Maintaining Accreditation for all public schools;
Improving Graduation Rates;
Improving Student Learning Outcomes;
Increased Adult Learning Opportunities;
Workforce Participation Rate,
Percentage of residents with post- High - School Education /Certification.
1
R i-+ A DR F A I
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Community Safety
Foster a community where citizens feel safe and they and their property are safe in their homes,
businesses and neighborhoods
Path to Results
We will ensure that our community comes together to plan for and to the extent practical, prevent harm
from man -made and natural risks. We will take steps to ensure our homes, businesses, public places,
streets, and neighborhoods are safe and desirable places to live, work and play. Together we will ensure
that when a response is necessary it is done in as efficient, fair, and appropriate manner as practical.
Prevention —We will invest the time, money and resources necessary to ensure that to the extent
practical harm to property or persons is prevented through the use of programs, education, and
code and law enforcement and addressing underlying causes including poverty, trauma, and
inequity.
Responsiveness — We will maintain the equipment and personnel necessary to meet or exceed
established national standards related to response time for public safety and that our resources
and services will be delivered in an equitable and just manner.
Communication & Engagement — We will invest the time, money and resources necessary to
ensure the ability to reliably communicate to and engage with the general public, between staff
locally and throughout the region during routine business operations and times of emergency
response.
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Quality of Standards and Laws — We will ensure that our codes, practices and policies are
consistent with recognized best practices and are legally sound
Targeted Actions
Public Safety Reforms — MARCUS Alert, Use of Force Policies, etc.
Continued response to gun violence
Enhanced response to substance use disorder
Indicators
We will determine success by:
Accreditation by recognized national or regional organizations will be secured and maintained by
departments /divisions engaged in delivery of public safety services;
ISO ratings of the highest level will be secured and maintained by the departments /divisions engaged in
delivery of public safety services;
Public Safety services will consistently be evaluated as "good" or better by customer surveys conducted
by the City on a periodic basis,
Crime statistics will be actively monitored and reported and demonstrable improvements in all areas over
time will be secured.
13
Human Services
Foster a caring community that uses an equitable, regional and collaborative approach to encourage
preventative measures, intervention services, and self - sufficiency while providing a social safety net
for citizens
Path to Results
We will unite public and private institutions as a caring and compassionate community assisting
individuals and families to achieve self- sufficiency and live healthy lives. We maintain a commitment of
focusing on prevention and the provision of information and where necessary and when appropriate in
the delivery of compassionate services grounded in fairness, equity, and accountability
Prevention — We will invest the time, money and resources necessary to prevent poverty,
promote self- sufficiency, promote positive youth development, and promote healthy and safe
neighborhoods.
Intervention — When appropriate and necessary we will intervene in situations through early
identification of need, using a holistic approach that involves the family, support the
deinstitutionalization of individuals — integrating citizens back into society.
Caring Community — Through direct involvement with those impacted we will foster positive
relationships and empower them to succeed to the best of their abilities and circumstances.
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Accessibility to Services — We will ensure those who live in our community are aware of the
resources available to them and will ensure our services are delivered in an efficient and effective
manner.
Targeted Actions
Support of COVID recovery for individuals, households, and non - profit social service providers
Enhanced focus on addressing social determinants associated with disparities in health outcomes
Expanded mental health services
Indicators
We will determine success by:
Demonstrated compliance with all applicable laws and regulations that govern the delivery of health and
human services;
Human services will consistently be evaluated as "good" or better by customer surveys conducted by the
City on a periodic basis,
Improved demographic and socio- economic trends such as rates of poverty, number of homeless, service
recipients, deaths due to overdose, etc.
15
Infrastructure
Maintain and build quality infrastructure that supports healthy residential neighborhoods, successful
commercial areas, and accessible public facilities and amenities
Path to Results
We will work to ensure the facilities, equipment, materials, and services that are necessary to meet the
communication, mobility, life- safety, recreation, and basic needs of our individuals, families, businesses,
and visitors are provided and maintained in a manner that contributes positively to safety, livability, and
economic advancement
Environment — We will work locally and regionally to ensure the quality and sustainability of our
natural resources and features with a particular emphasis on clean air and clean water.
Buildings, Parks and Greenways — We will work locally and regionally to deliver buildings, parks
and greenways that are functional, accessible, and sustainable, and that can be operated in an
efficient manner.
Transportation — We will ensure our transportation network enables a full -range of mobility
options that are delivered, maintained and operated in an efficient manner.
Equipment and Vehicles — We will ensure that the equipment and vehicles we use to deliver our
services are safe and well- maintained and procured and operated in an efficient manner.
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Technology — We will ensure that the technology we use to deliver services and to communicate to and
engage with our community is functional and reliable, and is procured and operated in an efficient manner
supporting businesses processes and community needs.
Targeted Actions
Design and community engagement in preparation for Wasena /Main Street Bridge replacement
Increased investment in street and sidewalk maintenance
Indicators
We will determine success by:
Demonstrated compliance with all applicable laws and regulations that govern infrastructure assets and
naturalfeatures;
Infrastructure - related items /services will consistently be evaluated as "good" or better by customer
surveys conducted by the City on a periodic basis,
Accreditation by recognized national or regional organizations will be secured and maintained by
departments /divisions engaged in delivery of infrastructure services,
In Virginia,
EVERY CORNER
IS A CROSSWALK
whether it's painted
or not. _ .&A A& _.No
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Good Government
Provide exceptional and competitive government services that are collaborative, transparent,
responsive, and innovative
Path to Results
We will, on behalf of our citizens, provide top - quality services and programs that are cost - competitive and
responsive, efficient, collaborative, and transparent. We will build a culture around honesty, respect,
responsibility, teamwork, diversity and inclusion that address the challenges and opportunities of the 21St
Century
Effective Leadership —Through collaborative and visionary leadership we will set clear direction
and high expectations for Roanoke based upon Council priorities. We will emphasize strategic
vision, responsiveness, results, accountability, and adherence to clear values in the delivery of our
services.
High- Performing Employees — Our employees understand how their actions contribute to the
City's vision and strategies and are committed emotionally and intellectually, and motivated to
provide the best service they are able. Our organization provides the clear direction, resources,
and opportunities for our employees to excel in what they do.
Efficient and Effective Operations — We acknowledge we are stewards of the public's resources
and therefore seek to deliver community services in a cost - competitive manner requiring the least
amount of time and effort necessary. We will seek partnerships, relentlessly and continuously
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pursue service improvements and efficiencies, and strive to implement best practices on behalf of our
community.
Responsible Financial Management — We will ensure sound management of revenues, expenditures,
assets, in a strategic, coordinated and deliberate manner aligned with generally accepted and best
practices, Council priorities, and the needs of the community.
Valued, Engaged & Informed Community — We believe a successful City values an active and engaged
citizenry in the conduct of its government. We will ensure community members are informed and offered
opportunities for engagement as policies and actions are formulated and services are delivered.
Targeted Actions
Enhanced Employee Compensation
Restoration of public services impacted by COVID -19
Adapt Budgeting for Outcomes to Budgeting for Equitable and Empowering Outcomes
Advance efforts of Equity and Empowerment Advisory Board
We will determine success by:
Demonstrated compliance with all applicable laws, regulations, and policies that govern financial
management;
Overall City governance will consistently be evaluated as "good" or better by customer surveys conducted
by the City on a periodic basis;
Recognition by national or regional organizations secured and maintained for application of innovative
approaches and best practices;
Improved employee satisfaction and retention /advancement,
Increased utilization of engagement opportunities by residents and businesses.
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Livability
Enhance Roanoke's exceptional vitality as an attractive, diverse, culturally inclusive, vibrant and active
city in which to live, learn, work and play
Path to Results
We will collaborate with others in our region to ensure Roanoke retains a quality social, built and natural
environment making it a vibrant place to live, learn, work, play and visit. We will ensure Roanoke remains
a desirable place to invest in, whether as a homeowner, business owner, client, or tourist
Attractive Community — Together with the community, we will work to foster pride in home and
business ownership working to ensure our neighborhoods, business corridors, and districts
remain safe, clean, diverse, and attractive, and encourage continued pride and investment.
Accessible and Inclusive Community - We will ensure that public transportation, bicycle facilities,
and pedestrian ways are convenient and safe, and provide mobility options and ease of
connection between our neighborhoods, with our public spaces and throughout the region.
Quality Amenities — We will collaborate with others to provide activities, facilities, and exhibits
that encourage active living and foster cultural awareness. We will ensure the protection of
unique community assets and natural resources found within our City.
Targeted Actions
Implementation of Comprehensive Plan
Pill
Implementation of Parks and Recreation Master Plan
Advancement on various initiatives — Compassionate City, Human Rights Diversity Index, Age -
Friendly Community, Youth Services, etc.
Indicators
We will determine success by:
City's desirability as a place to live, operate a business, or visit will consistently be evaluated as "good" or
better by customer surveys conducted by the City on a periodic basis;
Recognition by national or regional organizations, secured and maintained for application of innovative
approaches and best practices,
Increases in population, number of visitors, home ownership, home value, and participation in events.
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Economy
Cultivate a thriving business environment and innovative workforce opportunities to ensure the
prosperity of our community, recognizing our role in both the regional and global economies
Path to Results
We will collaborate with others in the region and State to ensure the continued economic vitality of
Roanoke and its place as the region's center of economic activity. We will emphasize the development of
individual's skills and abilities, development of unique economic assets, the promotion of economic assets
that afford us a competitive advantage and the development of business opportunities
Workforce Development— Together with others in the community, we will ensure our workforce
is prepared to productively contribute to the local economy and better the lives of themselves
and their families. We will seek to attract and retain talent, expand employment opportunities,
raise awareness of job and business opportunities, and attract higher -wage opportunities to
Roanoke.
Asset Development — Together with others in the community, we will build upon existing natural,
cultural, structural, and leadership strengths creating an economic environment that capitalizes
upon our uniqueness and creates opportunity for the generation of wealth — personal, business,
and community.
Business Development — We will collaborate with others throughout the region to make Roanoke
as attractive as possible for investment by individuals and business by ensuring regulatory and
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business processes are responsive, regional partnerships are fully embraced, strategic use of
business incentives, and maintenance of a responsible tax structure. We will continue to ensure
Roanoke remains a vibrant and attractive portion of Virginia's Blue Ridge for visitors and guests.
Asset Promotion —We will collaborate with others throughout the region to curate and nurture
an authentic and representative brand for Roanoke and the region, and will ensure access to
trusted and reliable information about the benefits of living, visiting, and doing business in
Roanoke.
Economic Inclusion — We will remove barriers and pursue opportunities to ensure every
individual, family and business in our community have equitable opportunities for economic
success.
Targeted Actions
Support COVID - related economic recovery
Advance on Target Neighborhood initiatives
Advance on Gainsboro: A New Way Forward initiatives
Advance on economic inclusion initiatives
Enhance regional outdoor assets
Indicators
We will determine success by:
Increases in tax revenue, number of jobs, occupancy rates, number of visitors, and decreases in poverty
and unemployment rates.
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Organizational Response
The City Government will respond to each of the priorities, take action and deliver services aligned with
the following core values:
Integrity and Honesty
Diversity and Inclusion
Respect for Others
Listening and Communication
Continuous Improvement
Accountability
Organizational Framework
Pursue long -term high- impact regional change — make the Roanoke region the premier place to locate,
stay and visit
Build strength from within — enable the success of residents, families, and businesses regardless of their
physical location within the City
Strategies
Prioritize —time, money, and attention
Take Strategic Action — everything should progress toward objectives
Seek and Enhance Collaborative Partnerships —we cannot and should not do this alone
Innovate — new ideas, new approaches, new partners
Empower Organization — free up talent, time, money, and resources
As an organization, we will do this within a culture where all employees are leaders oriented
toward results and positive outcomes, where organization and community assets meet or exceed
recognized standards and where the services provided are recognized as "best in class ".
As departments, we take action and deliver our services guided by our Departmental Service Plans
and secure the necessary resources by budgeting for the intended outcomes.
As individuals, we perform in accordance with our personal development and operational goals
established annually.
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ROANOKE
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Council FY22 Strategic Plan Retreat Takeaways
Overall
• Clear in the focus of next two years and how we address COVID response and recovery, anti -
racism & equity and regaining our momentum
• More action- oriented
• Revamped and more useful performance measures yielding better and more useful
information /data
• Greater clarity in how interlinked the strategies are to one another
• Make equity an explicit part of the Vision Statement
• Revise "Healthy Outcomes" to increase focus on overall well -being rather than just healthy
outcomes
Education
• Greater emphasis on linking economic opportunities in community with High School and
Community College students /curriculum — apprenticeships and internships as a part of this
Community Safety
• Deeper conversation with Sheriff about what issues might exist within the jail, what is being
done about them and what else may be necessary
• Further discussions about SRO's — not elimination of the program but a better understanding of
its intended objectives and the measures currently (and in the future) used to determine
success
• Build capacity in other areas (HAT, Fire -EMS, local mental health providers, traffic accident
management, etc.) to handle calls instead of or with RPD — will benefit from some specifics on
call types and volumes
• Data requests for Equity and Empowerment Advisory Board regarding policing — likely the Board
will address policing policies early in their process
• Stronger and more meaningful relationships (with individuals, youth, neighborhoods, families,
organizations, etc.) — a part of the local policing culture not a "unit"
Human Services
• Specific strategy(ies) regarding anti - poverty
• Greater attention /focus on substance use and suicides
Infrastructure
• Focus on equity in investments
• Increased emphasis on methodology for new /replacement sidewalks
• Need to dedicate more resources to sidewalks and streets
Good Government
• Assess equity of Board and Commission representation
• Formalize the reporting schedule of "big" boards /commissions
• Enhanced on- boarding process for new Council members
• Revamp neighborhood engagement /outreach approach
• Conduct remote Council meetings
• More intention in the development of new leadership especially focused on diversity and youth
Livability
Youth Sports 2.0
• Strengthen land bank
• Increase minority home ownership
Economy
Need to provide greater resources
• Economic Inclusion needs to be stressed
• Strengthen entrepreneurship ecosystem
• Better use /promotion of "zones" (OZ, EZ, etc)
• Get real about neighborhood village centers
No Meaningful Action as of Yet
Action Underway or in Progress
Action Substantially Complete and /or Significant Progress
Star City Strong — Recovery & Resiliency
Community Conversations
July 2021
During the month of June 2021, Roanoke City Council and City Administration held a series of virtual
community conversations with nearly 100 stakeholders to discuss ways that the City could support
further recovery of the community from the impacts of COVID -19 and aid in supporting greater
resiliency for local residents, households, neighborhoods and businesses against similar shocks in the
future. The conversations focused on Infrastructure & Technology, Well- Being, Housing, Economic
Recovery, Education & Workforce and Community Development.
Star City Strong Phase 2 Focus Group — Infrastructure and Technology
June 16, 2021
Participants:
• Mayor Sherman Lea
• City Manager Bob Cowell
• Chief Strategy Officer Angie O'Brien
• Frank Smith (RVBA)
• Earl Eck (CircleGx)
• Mike McEvoy (WVWA)
• Jeremy Holmes (RVARC)
• Erin Burcham (RBTC)
The Mayor welcomed the focus group at 1:30 pm and City Manager Cowell provided a brief overview of
the Star City Strong effort, Phase 2, the role of the focus group and how the remainder of Phase 2 will
occur. City Manager Cowell then handed the meeting off to Mayor Lea who asked each of the
participants if they would briefly introduce themselves.
Mayor Lea initiated the conversation by asking the question:
In the area of technology, what do you consider to be the greatest weakness in our community as it
relates to economic recovery from COVID -19?
Project underway in combination with VT /Carilion — how to help improve health outcomes through the
use of technology combined with access to health care. This is especially pronounced in the
impoverished areas of our community. City of Roanoke services accommodate those living outside —
how does transportation and broadband limit these folks in gaining access to those services (expense,
logistics, etc.) — telehealth likely to play a greater role in addressing these issues. Need a firm
understanding of what the issues are to be able to select the proper technology /services, etc. Need to
be certain we have technology infrastructure that serves our community to address real issues.
Inadequate technology and support system for virtual learning — including lack of access to adequate
technology — relying on smart phones. Costs of access to the technology prohibitive to many. Need for
greater resources /infrastructure to serve the Innovation Corridor especially for those related to start-
ups. Need for collaborative work spaces, greater flexibility — workplace is likely to change — do our
resources match this? Difficult to retain talent in our area. Reliability and consistency of technology
services is lacking.
In the areas of transportation, water and wastewater, what do you consider the greatest challenges to
be?
Areas of City have older small- diameter water lines resulting in low pressure (poor fire protection) —
concentrated in NW /NE /SE need to help make safer and more user - friendly. Still some areas around
Cove Road and Richards Avenue that are not yet connected to public wastewater system. This is
resulting in some water quality issues due to failed septic systems. Infill housing /redevelopment
potential limited due to get utilities to the site. Sometimes this includes relocation of utilities which is
often cost - prohibitive — ability to help developer offset those utility connection costs. This may have
limited some of the vacant lots being further developed. Need to invest more on on -road bicycle
facilities — most of the easy work has been done — now need to look at hard things (such as on -road
separated bike lanes). Pedestrian safety concerns remain significant — need to make roads and
intersections safer. Transit viability — is ridership going to decline further due to health concerns with
crowds, etc. — does this mean we need to change how transit is delivered? Need to make transit
ridership experience more pleasant — shelters for example. Use of technology to convert certain transit
operations into an on- demand service. Greater focus on addressing the needs of choice riders. Adapt
to changes in commuting — less work commutes and more daily driving. Data and technology can with
investment supplant transportation.
In any of these areas what efforts or initiatives funded by American Rescue Act funds, do you believe
could be truly transformational for our community and why?
Opportunities to use technology to advance Smart Cities initiatives. Leverage technology to advance
objectives in the Innovation Corridor — especially spin- off /start -ups. Universal infrastructure that is
publically owned allows the maximum ability for connection and innovation versus continued
dependency on private parties to address every aspect of such a high- demand vital component of
technology — greater opportunity for universal service. Frontline technology and bio -tech workforce
preparation for existing residents — talent development /pipeline. Pursue full- spectrum of opportunity in
the Innovation Corridor. View the treatment plants as assets for innovation and business testing —
treating the plants as incubators for places to develop and test innovation — potential to partner with
VT. Select the "worst" stretch of road and use it as a demonstration of what is possible and use as a
launching pad for innovative ideas for other segments. Focus on transit- dependent folks to better their
options. Serve as a home -base for remote workers capitalizing on our high quality of life, low cost of
living, etc. Strengthen link between our region and Northern Virginia region where VT activity is taking
place — use technology and transportation to support connections and local associated needs. One can
have both —work in the northern Virginia industries but benefit from local quality of life, etc. — but our
tech and transportation need to be up to the task. People rediscovered their neighborhoods —
opportunities to capitalize on this — sidewalks, neighborhood centers, parks, etc.
City Manager Cowell thanked the participants for sharing and explained next steps and how the
information provided will be used by City staff and the Council.
The meeting adjourned at 2:50 pm
Star City Strong Phase 2 Focus Group — Well -Being
June 22, 2021
Participants:
• Council Member Joe Cobb
• City Manager Bob Cowell
• Chief Strategy Officer Angie O'Brien
• Janine Underwood
• Maureen Best
• Annette Lewis
• Rev. Dr. Amy Hodge
• Dr. Kris Tilley -Lubbs
• Abby Hamilton
• Mary Kate Bowser
• Richmond Vincent
Council Member Cobb welcomed the focus group at 12:30 pm and City Manager Cowell provided a brief
overview of the Star City Strong effort, Phase 2, the role of the focus group and how the remainder of
Phase 2 will occur. City Manager Cowell then handed the meeting off to Council Member Cobb who
asked each of the participants to briefly introduce themselves.
Council Member Cobb initiated the conversation by asking the question:
In the area of well -being for our residents, households and neighborhoods, what do you consider to
be the greatest weakness in our community as it relates to recovery from COVID -19?
On -going and generational poverty made worse with COVID. Still high number of uninsured in our
community. Opioid crisis pre- existed COVID and now has become even worse with increases in
overdoses and fatalities — in 2019 175 overdoses 30 fatalities, in 2020 450 overdoses 80 fatalities.
Increases in STI's (especially Hepatitis and Syphilis) in our community during Pandemic. Lack of access to
healthy and affordable food was issue pre - COVID — 300% increase in use of mobile markets. Lack of
participation in good economic opportunities. Transit and transit services — hours, timing, access, etc.
In the area of well- being, what do you consider the greatest challenges to be?
Mental health service demand increased dramatically during COVID — likely to continue post - COVID and
present in ways not before seen. Lack of hope among Black men. Older generations raising younger
children while they continue to struggle with their own health challenges. Anxiety and trauma among
youth in our community. Need for better conflict resolution among youth and young adults. Increased
need for resources for immigrant and refugees, including virtual and literacy education and general
assistance. Access to healthy and affordable food remains an issue — especially produce. Access to and
expense of child care. Lack of sense of belonging for many — can the community be better equipped to
address this — empowering community members to drive more of the solutions. Need to approach
everything multi - generational —to help youth likely will need to help adults and older adults. Youth
lacking view of opportunity —do they have a future in this community at this time and in the future? Lack
of role models and celebrations. Increase in domestic and gun violence.
Challenges for current employers in securing adequate workforce. How to increase access to work
opportunities?
in any of these, what efforts or initiatives funded by American Rescue Act funds, do you believe could
be truly transformational for our community and why?
Easily accessible and more mental health professionals — especially oriented toward youth with
increased accessibility across socio- economic lines. Multi- generational approach to interventions and
solutions — program RESTORE. Conflict resolution training. Wrap- around services for those seeking help.
Sustainable source of financial support. Crisis intervention. Recovery Housing. Solutions need to be
scaled to the size of the problems. Coordination of responses (mental health, substance use, etc.) Help
returning citizens — build on current services and increase opportunities for successful and sustainable
return to community. Coordinated so entry point does not matter — approach in community is
consistent, multi - generational and interconnected. Consistency in responses (trauma informed, multi -
generational), etc. Remove organizational barriers that may limit coordination or consistency.
Increased organizational and administrative capacity and resiliency — so the organizations are better
equipped to address needs. Shift from just responding to more planning and capacity building for area
non - profits. Translate SNAP match program by LEAP to work with food pantries as well. Paid staff to
support volunteer work force. Some need a physical space that would enable more programming and
opportunity. Bring community more into the mix — so they can be equipped to drive solutions.
Council Member Cobb suggested that it may be a good idea to try and convene this group again at a
later date to continue the conversation.
City Manager Cowell thanked the participants for sharing and explained next steps and how the
information provided will be used by City staff and the Council.
The meeting adjourned at 1:55 pm
Star City Strong Phase 2 Focus Group — Housing
June 24, 2021
Participants:
• Council Member Stephanie Moon - Reynolds
• City Manager Bob Cowell
• Chief Strategy Officer Angie O'Brien
• Kit Hale
• Rev. Dr. Amy Ziglar
• Evangeline Riche
• Karen Mason
• Lee Clark
• Betty Jean
• Angela Penn
• David Bustamante
• Andrew Raduly
• Rita Joyce
• Brian Clark
• Matt Crookshank
• Captain Russell Clay
Council Member Moon - Reynolds welcomed the focus group at 4:30 pm and City Manager Cowell
provided a brief overview of the Star City Strong effort, Phase 2, the role of the focus group and how the
remainder of Phase 2 will occur. City Manager Cowell then handed the meeting off to Council Member
Moon - Reynolds who asked each of the participants to briefly introduce themselves. Council Member
Moon - Reynolds initiated the conversation by asking the question:
In the area of housing, what do you consider to be the greatest weakness in our community as it
relates to recovery from COVID -19?
Unsustainable sales market — driven by interest rates and very low inventory. Lack of new residential
construction. Sales prices outstripping values. Housing affordability. Aging housing stock and the costs
of maintenance and upgrading. Inability to move from renter to homeowner — missing middle of
affordability. Temporary housing challenges associated with local hotel stays and long -term stays —
problematic in getting people placed in new housing. Deposit requirements and rents are increasing
and supply is in very short supply. Very limited options for purchase in the $100,000 - $200,000 range.
Connecting all the different housing options with the different types of housing that exists and the types
of programs designed to help. Lack of understanding of the consequences of forbearance on rent and
mortgage. Gaps in employment impact ability to secure mortgage loans.
In the area of housing, what do you consider the greatest challenges to be?
Threat of evictions looming. Housing Quality Inspections attached to federal funding is impacted by
spike in cost of materials making access harder. Substance use disorder and mental health issues are
further complicating housing situations. Only housing access may be in the form of substandard and
unsafe housing. Could be competing more with investors if prices keep rising.
in any of these, what efforts or initiatives funded by American Rescue Act funds, do you believe could
be truly transformational for our community and why?
Online central portal for landlords to help renters apply for assistance — system is currently based upon
the renter taking the initiative. Focus on keeping people in their existing housing — much more costly to
get them back into housing. Housing vouchers are outnumbering the number of available units. Strong
market is causing owners to sell rental properties which is resulting in temporary loss of housing for
renters. Wrap- around services accompanying housing services. Unite Us Platform to serve as one -stop
access to housing information. Bring substandard housing up to standard to increase inventory of
available quality housing. Stabilize neighborhoods — develop /support neighborhood centers. Acquire
properties to hand off to organizations that can convert to quality housing — land bank for example.
Repurpose buildings for use as affordable housing —for example hotels /motels. Develop a master plan
to establish priorities for use of funding. Rent to own options. Assess the current housing stock to
identify the land or homes that could be reclaimed and /or redeveloped into productive affordable
housing in the range that is missing — maybe even alternative forms — container housing, tiny homes,
etc. Proactive versus reactive. Re- establish neighborhood partnerships to strengthen relationships.
City Manager Cowell thanked the participants for sharing and explained next steps and how the
information provided will be used by City staff and the Council.
The meeting adjourned at 5:51 pm
Star City Strong Phase 2 Focus Group — Economic Recovery
June 22, 2021
Participants:
• Council Member Robert Jeffrey
• City Manager Bob Cowell
• Chief Strategy Officer Angie O'Brien
• Cyrus Pace
• Tommy Page
• John Hull
• Valerie Brown
• Tina Workman
• Matt Churchill
• Amanda Forrester
• Todd Marcum
• Brian Wells
• Doug Jackson
• Kat Pascal
• Jimmy Delgado
Council Member Jeffrey welcomed the focus group at 2:00 pm and City Manager Cowell provided a brief
overview of the Star City Strong effort, Phase 2, the role of the focus group and how the remainder of
Phase 2 will occur. City Manager Cowell then handed the meeting off to Council Member Jeffrey who
asked each of the participants to briefly introduce themselves.
Council Member Jeffrey initiated the conversation by asking the question:
In the area of our local economy, what do you consider to be the greatest weakness in our community
as it relates to recovery from COVID -19?
Availability of labor. Challenges for new start -ups to be able to secure labor so they may avoid opening
or establishing new businesses. Availability of real estate and infrastructure capacity. Lack of Black
ownership and limited opportunities limit impact on local economy. Not enough support for start -up
and small businesses — especially community support. Lack of investment around replacement
businesses and industries to replace lost businesses —this has left Roanoke (businesses and employees)
a bit more susceptible to impacts. Lack of available work force in the trades. Impact of violence in
portions of our community. Broadband Technology — availability and cost. Transit access — especially
along Williamson Road corridor. Vulnerability of local restaurant business.
In the area of economic recovery, what do you consider the greatest challenges to be?
Ability to rebuild conference businesses. Competition among communities for hospitality has increased
— more incentives being offered to land conference business. How can we return to full business and
productivity when not sure what future is — how to offset temporary risks — wage increases for part-time
employees for example. Need for funding temporarily to support live entertainment. Ability to return
local restaurants to market opportunity — maybe expand pay and benefits for workers. Cooperation
among all regional jurisdictions. Lack of statewide policy regarding congregate venues — causing issues
about return to these venues. Need for broader and smarter public health policy as it relates to these
types of venues. Minority owned businesses struggle more than many. Keeping new businesses viable.
Lack of traffic currently downtown will continue to limit economic recovery. Current cost of
construction — limiting new business development and redevelopment opportunities. Retaining talent
in our area and help them plug into local economy and opportunities — need to be more intentional
about this — internships, apprenticeships, etc.
In any of these, what efforts or initiatives funded by American Rescue Act funds, do you believe could
be truly transformational for our community and why?
Workforce development and training. Build community effort around supporting start -up and small
businesses. Investment in training in trades. Capitalize on the "renaissance of thinking and innovation"
that has taken place during COVID — how to link $ to the many good ideas that are out there.
Reinvigorate Roanoke as an entertainment center and venue — don't wait for market — drive the market.
Invest in livability and quality of life amenities to benefit attraction and retention. Expand broadband
services — focusing in NW and SE to create additional options and better costs. Remote worker
opportunities — high quality of life and low cost of living creates great opportunity to live and work. Use
the investment ($64.5m) to leverage another $100m by attracting private capital here. Better branding
and marketing. Access to local funds (revolving loan fund). Underwriting entertainment — consider both
acts and customers /tickets. Support business development — new businesses will support many other
uses and opportunities. Program more extensively (music, food trucks, etc.) to drive traffic to areas —
may need underwrite parts of these. Programming, accelerators, etc. needed to support co-
working /incubator spaces. Bring expats back home to invest here locally. Expanded air service through
ROA. Intentional focus on small businesses to grow and expand - $10k -$20k could make a huge
difference. Minority- focused incubators. Need to add recreation and outdoor facilities /amenities.
Remote worker incentives. Question — how are we different after we make this investment? Put this
question to the community so we can leverage this investment through a series of small actions
alongside our major investment. Remember short -term needs.
City Manager Cowell thanked the participants for sharing and explained next steps and how the
information provided will be used by City staff and the Council.
The meeting adjourned at 3:06 pm
Star City Strong Phase 2 Focus Group — Education & Workforce
June 24, 2021
Participants:
• Vice -Mayor Trish White -Boyd
• City Manager Bob Cowell
• Chief Strategy Officer Angie O'Brien
• Verletta White
• Kathleen Jackson
• Joslaine Machado Austin
• Melissa Mays
• Ssunny Shah
• Rob Leonard
• Carla James - Jackson
• Morgan Romeo
• Joe LaScala
• Marilyn Herbert - Ashton
• Siclinda Canty - Elliott
• Carole Tarrant
• Tom Landon
• Joyce Waugh
Vice -Mayor White -Boyd welcomed the focus group at 2:00 pm and City Manager Cowell provided a brief
overview of the Star City Strong effort, Phase 2, the role of the focus group and how the remainder of
Phase 2 will occur. City Manager Cowell then handed the meeting off to Vice -Mayor White -Boyd who
asked each of the participants to briefly introduce themselves.
Vice -Mayor White -Boyd initiated the conversation by asking the question:
In the area of Education and Workforce what do you consider to be the greatest weakness in our
community as it relates to recovery from COVID -19?
Post - graduate youth with limited access to job training and workforce development. Lack of awareness
of opportunities for workforce development. People are not taking advantage of training and workforce
development opportunities. Lack of reliable and affordable childcare — keeping women from returning
to the workplace. Transportation access and ease of use. People leaving our community to seek job
opportunities elsewhere. Public transit access outside of City limits. Lack of livable wages.
In the area of Education and Workforce, what do you consider the greatest challenges to be?
Cost of downtown parking for employees. Transportation and childcare. Awareness of opportunities.
Need to do better at marketing and raising awareness of the resources that are available. Lack of soft
skills in many applicants and candidates. Need skilled and technical workers but also need general
labor.
In any of these, what efforts or initiatives funded by American Rescue Act funds, do you believe could
be truly transformational for our community and why?
Raise awareness of career pathways and training opportunities at early age — offer wrap- around support
to enable folks to take advantage of training opportunities. Seek out public - private partnerships linking
schools to training providers aligned with career pathways. Make connections between young adults
and companies that are willing and able to offer training —for example, apprenticeship programs. Job
fairs for seniors. One -stop shop for job seekers to access information about job opportunities. On-
ramps to careers — apprenticeships and internships. Short -term training and stackable credentials.
Wrap- around services for job seekers, those in training and newly hired. Job shadowing. On -site (in
education settings) interviews. Intentional connections between education providers and work base
learning and needed jobs. Focus on raising awareness for businesses and for students so they can take
advantage of opportunities. Networking opportunities and practice interviews. Short -term education
and training opportunities to accelerate people into better jobs along a career path.
City Manager Cowell thanked the participants for sharing and explained next steps and how the
information provided will be used by City staff and the Council.
The meeting adjourned at 3:02 pm
Star City Strong Phase 2 Focus Group — Community Development
June 22, 2021
Participants:
• Council Member Vivian Sanchez -Jones
• City Manager Bob Cowell
• Chief Strategy Officer Angie O'Brien
• Elvir Berbic
• Pete Eshelman
• Dr. Liz Ackley
• Karen Pillis
• Lisa Spencer
• John Garland
• Luke Priddy
• Sunni Purviance
• Liz Belcher
• Landon Moore
Council Member Sanchez -Jones welcomed the focus group at 3:30 pm and City Manager Cowell
provided a brief overview of the Star City Strong effort, Phase 2, the role of the focus group and how the
remainder of Phase 2 will occur. City Manager Cowell then handed the meeting off to Council Member
Sanchez -Jones who asked each of the participants to briefly introduce themselves.
Council Member Sanchez -Jones initiated the conversation by asking the question:
In the area of community development (parks, recreation, neighborhood development, etc.), what do
you consider to be the greatest weakness in our community as it relates to recovery from COVID -19?
Small business impacts from COVID — especially restaurants, leaving them vulnerable as the community
goes through recovery. Poor physical design of current neighborhood centers — minimizes private
investment in these areas. Quality and access to parks and recreation services in proximity to residential
areas. Challenges with innovative ideas carried out by small businesses due to bureaucracy. Lack of
maintenance of parks and facilities. Perception of safety (perception that several areas of city are not
safe). Gun Violence and the impact upon perceptions about safety. Underfunded parks and recreation
system. Socio- economic weaknesses were made worse through COVID. Lack of and condition of
sidewalks —vital to connections to neighborhood centers and parks and play major role in social
interactions. Playground equipment needs replacement in many neighborhood parks. Quality of
facilities are not equal throughout City.
In the areas of parks, recreation, neighborhood development, what do you consider the greatest
challenges?
As activities return to normal still taking time to regain confidence that it is safe to participate —this can
lead to smaller crowds and therefore less benefit to vendors. Increased usage of parks and recreation is
taking a toll on maintenance. Need to invest in new outdoors amenities to reinforce regional brand.
High -use areas (such as Mill Mountain) need particular attention — as part of reinforcing the regional
brand. How to invest in long -term solutions not just short -term returns. How can we be innovative in
partnerships to leverage funds? Balance immediate need with visionary ideas. Need to take care of
what we have (parks, sidewalks, alleys, etc.) perhaps even more so than taking on new initiatives.
Backlog of drainage issues. Our physical environment in many neighborhoods presents poorly for youth
and their expectations. Move simple and cost - effective projects forward. Every solution needs to be
responsive to the needs of each neighborhood — authentic solutions. Project delivery capacity.
In any of these, what efforts or initiatives funded by American Rescue Act funds, do you believe could
be truly transformational for our community and why?
Focus on helping drive traffic /customers to the neighborhood centers. Place- making and physical
improvements in neighborhood center to support redevelopment and economic activity. Youth
recreation sports — especially in NW and SE areas of the City. Would like to see investments in target
areas enhanced. Continued expansion of greenways — to link neighborhoods. Parks and rec facilities
that are culturally appropriate. Expanded role of DRI in downtown to help provide positive
reinforcement in downtown. Multi -use design at parks —to accommodate events more readily (electric,
water, etc.). Large -scale event spaces — more River's Edge type investments in other parts of the City to
drive activity and interest in these areas. Strengthening neighborhood parks. Make it easier for local
groups and neighborhoods to do positive things in their neighborhoods. Build neighborhood leadership
capacity in neighborhoods. More event programming in neighborhood parks — doesn't have to be just
recreation or sports oriented events but rather cater to the specific needs of neighborhoods. Grocery
store in NW Roanoke — use to anchor neighborhood center. Leverage investments to lead to better
talent and business attraction. Blueway /river access and improvements. Implement Mill Mountain Trail
Plan update projects. Protected bike lane on Jefferson into Innovation Corridor. Update /Replace rec
centers and pools.
City Manager Cowell thanked the participants for sharing and explained next steps and how the
information provided will be used by City staff and the Council. More direct investment by city versus
transfers to non - profits and businesses.
The meeting adjourned at 4:42 pm
Star City Strong Phase 2 Focus Group — Board & Commission Leadership
June 28, 2021
Participants:
• Council Member Bill Bestpitch
• City Manager Bob Cowell
• Chief Strategy Officer Angie O'Brien
• Paula Prince
• Dr. Eli Jamison
• Lutheria Smith
• Braxton Neff
• Luke Priddy
• Anita Price
• Marianne Gandee
• Karen Michalski - Karney
Council Member Bestpitch welcomed the focus group at Noon and City Manager Cowell provided a brief
overview of the Star City Strong effort, Phase 2, the role of the focus group and how the remainder of
Phase 2 will occur. City Manager Cowell then handed the meeting off to Council Member Bestpitch who
asked each of the participants to briefly introduce themselves.
Council Member Bestpitch initiated the conversation by asking the question:
What do you see as the greatest challenge confronting the City in its recovery from the impacts of
COVID -19?
Access to broadband. Availability and affordability of housing. Growing risk of homelessness due to
eviction. Equity and disparities. Access to living wage jobs. Access to transit options. Health inequities.
Lack of mental health services and general social services. Job skills and competencies.
What do you think the primary objectives or goals should be in the use of the American Rescue Plan
Act funds?
Support individuals and families. Seek the greatest return on one -time investments for individuals and
the entire City. Long -term resiliency. Sustainable investments — don't build what we can't maintain.
Increase capacity of existing programs and offerings. Address any immediate needs that exist — mental
health, substance use, violence, etc. Inclusive and equitable — address disparities and inequities.
How do you believe we could invest the funds so as to result in transformational change in the
community?
Leverage ARPA funds with existing CIP projects — for example use ARPA for HVAC portion of a building
project — freeing funds up to do more capital. Clearinghouse of resources, so all know what is available.
Funds for 211 to maintain data base — also need more employees — people need to know more about
what 211 offers. Neighborhood centers —focus community services here as well. Anything that can
break the cycle of poverty. Upgrades to libraries to expand community service options. Look at what is
currently working in the community and invest to scale up. Upgrade recreation centers to expand
community service options. Invest in accessibility (websites, neighborhood centers, etc. Small business
assistance — also incubators and accelerators. Enhance transit connections to job centers. Sidewalk
upgrades. Affordable high - quality child care to help keep women in the workforce. Investments in
youth sports. Greater access to fresh and healthy food. Repair and replace parks and recreation
facilities and equipment. Expand airport. Invest in youth entrepreneurial /career pathways awareness.
Invest in welcoming aspects of community. Opportunities for young adults - post -high school —
education, job placement, job training, etc.
City Manager Cowell thanked the participants for sharing and explained next steps and how the
information provided will be used by City staff and the Council.
The meeting adjourned at 1:15 pm
Star City Strong Phase 2 Focus Group — City Leadership
June 30, 2021
Participants:
• City Manager Bob Cowell
• Chief Strategy Officer Angie O'Brien
• Brian Mann
• Tim Spencer
• Steve Martin
• Chief Sam Roman
• Michael Clark
• Rob Ledger
• Chris Chittum
• Mark Jamison
• Sheila Umberger
• Amelia Merchant
• Robyn Schon
• Trevor Shannon
• Clarence Grier
• Vanessa Bohr
City Manager Bob Cowell welcomed the focus group at 8:00 am and provided a brief overview of the
Star City Strong effort, Phase 2, the role of the focus group and how the remainder of Phase 2 will occur.
City Manager Cowell initiated the conversation by asking the question:
What do you think the primary objectives or goals should be in the use of the American Rescue Plan
Act funds?
Infrastructure. Economic Development Challenges. Job Opportunities. Build in resiliency against similar
future conditions. Help bolster small businesses. Retain high - growth opportunities /businesses to help
diversity workforce and economic opportunities. Support families. Seek collaboration in providing relief
and response. Seek greatest return on one -time investment. Address immediate needs. Sustainable.
Advance neighborhood centers — especially use of economic and infrastructure. Stormwater
infrastructure. Solar /EV opportunities and infrastructure. Violence prevention — support efforts to help
prevention and intervention. Opportunities to collaborate within the organization as a leadership team
to maximize benefit. Support mentoring programs with private parties such as construction. Advance
on equity. Collaborate specifically with RCPS to maximize benefit. GROW — mentoring and ROTEC focus
on construction management and combined and linked with Community College —focused on pathways
for at -risk youth. Opportune time to look at Franklin County vo -tech program as a model for area — gtn
grade center focusing on career pathways — partnership with educators and those working in the field.
If you were provided $1 million for a single initiative or project to help in the COVID -19 recovery, what
would that initiative or project be? $10 million?
Direct economic relief to small businesses in the community — grants — focused especially on downtown
and hospitality. Address homelessness and transient members of the community — especially in
downtown. Mental health services. Help evolve law enforcement response to mental health needs.
Disparity SWaM Coordinator and Disparity (in purchases) study. Fleet and Facilities apprentice program.
SWaM bonding /insurance support. Litter crews supporting returning citizens —with supportive or
wraparound services. Skilled trades workforce development. Make a difference beginning at Middle
School age — giving youth hope and opportunity — mentorships, career pathways, support, etc. Expand
opportunities at Belmont Library — helps address disparities in the SE. Leverage where really good work
is going on to do even more to address disparities. Establish a "deal- closing' fund that is focused on
opportunities in job training, apprenticeships, small business support, minority entrepreneurships, etc.
Incentives for remote worker programs. Acquisition of key resources —for example purchase land for
future economic opportunities. Business coaching program —for example having an architect or
contractor on retainer to get small businesses the professional expertise they would benefit from —
others would be for business support in management, marketing, etc. Belmont nhood and NW — site
acquisition and feasibility for grocery store development — subsidize operations? More internal
leadership training opportunities for staff to help "deepen the bench" — would help with succession
planning. Increase awareness of local government as a career pathway. Increase availability of safe and
affordable housing. Incentives to businesses to hire locally. Partner with Carilion to advance the bio-
medical research institute even further. Use funds to employ the homeless and transients to help with
litter patrol, etc. Build outreach capacities in Fire -EMS to help build resiliency in community —for
example in vaccine clinics — orienting toward community safety not just reacting to emergencies.
Emergency management planner — to help businesses and business districts build resiliency with
continuity of operations plans, etc. Document management and routing software and website and the
digital services that are available — open data portals, easier services, etc. Expand broadband to rec
centers and fire stations. Use ARPA to fund capital to avoid issuance of debt. Address our long- standing
needs we have been unable to address in the past (pools, rec centers, etc.) Transit improvements —
electric buses, shelters, expand the time notification system, etc.
City Manager Cowell thanked the participants for sharing and explained next steps and how the
information provided will be used by City staff and the Council.
The meeting adjourned at 9:02 am
Organizational Strategic Initiatives
• Complete Transition from Budgeting for Outcomes to Budgeting for Equitable and Empowering
Outcomes
• Further Operationalize Organizational Diversity and Inclusion
• Initiate Capital Improvements Program Redux
• Initiates Enhancement of Performance Measures and Indicators
• Further Operationalize Succession Planning
• Modernize and Further Refine Workplace Policies
• Gun Violence — Whole of Government Response
• Community Engagement Refresh
• Economic Restructuring
• Workforce Internal /Wellbeing
• Workforce External /Mental Health