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HomeMy WebLinkAboutCouncil Actions 03-07-22 42305-030722 FO WHITE-BOYD h ROANOKE CITY PUBLIC SCHOOLS ROANOKE CITY COUNCIL ROANOKE CITY SCHOOL BOARD MARCH 7, 2022 9:00 A.M. CITY COUNCIL CHAMBER 215 CHURCH AVENUE, S. W. AGENDA 1. Call to Order -- Roll Call. • City Council —All present • School Board —Trustees Smith and Saunders were absent. 2. Welcome and Opening Remarks. • Mayor Sherman P. Lea, Sr. • Vice-Chair Eli Jamison 3. Items for Discussion/Comments by City Council/School Board Trustees. • Strategic Initiatives (Superintendent) • Student representation on School Board (Council Member Moon Reynolds) • RCPS Plans with regard to COVID-19. (Teacher sick leave, bus drivers, and student vaccinations) (Mayor Lea) • Consideration of school uniforms (Vice-Mayor White-Boyd) • Annual Outsourcing Report (Council Member Moon Reynolds) • Financial status of the School Board with the acquisition of new building and school renovations/potential need for additional funding (Council Member Jeffrey) • Plan to supplement shortage or replacement of SRO's in schools/possibility of armed SSO's in schools (Council Member Sanchez-Jones) • Explanation of use of metals detectors, etc. at certain sporting events (Council Member Sanchez-Jones) 1 • Overview of Youth and Gang Violence Community Assessment and Current Youth and Gang Violence Prevention Team Efforts (Council Member Cobb) 4. Recess/Adjourn — 10:36 A.M. 2 AT 10:49 A.M., THE COUNCIL MEETING RECONVENED TO CONSIDER THE FOLLOWING AGENDA ITEMS: 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. (7-0) A communication from the City Manager requesting that Council convene in a Closed Meeting to discuss the disposition of City-owned property containing 67 acres located Countryside, where discussion in an open meeting would adversely affect the bargaining position or negotiating strategy of the public body, pursuant to Section 2.2-3711 (A)(3), Code of Virginia (1950), as amended. (7-0) ITEMS LISTED ON THE 2:00 P.M. COUNCIL DOCKET REQUIRING DISCUSSION/CLARIFICATION AND ADDITIONS/DELETIONS TO THE 2:00 P.M. AGENDA. NONE. TOPICS FOR DISCUSSION BY THE MAYOR AND MEMBERS OF COUNCIL. NONE. BRIEFINGS: • Budget/Financial Planning FY 23 - 60 minutes Received and filed. AT 12:33 P.M., THE COUNCIL MEETING WAS DECLARED IN RECESS FOR A CLOSED MEETING; AND THEREAFTER RECONVENED AT 2:00 P.M., IN THE COUNCIL CHAMBER, ROOM 450, NOEL C. TAYLOR MUNICIPAL BUILDING. 3 ROANOKE CITY COUNCIL REGULAR SESSION MARCH 7, 2022 2:00 P.M. CITY COUNCIL CHAMBER 215 CHURCH AVENUE, S. W. AGENDA 1 . Call to Order--Roll Call. All present. The Invocation was delivered by The Reverend Jeff Wilson, Pastor, Huntington Court United Methodist Church. The Pledge of Allegiance to the Flag of the United States of America was led by Mayor Sherman P. Lea, Sr. Welcome. Mayor Lea. NOTICE: Council meetings will be televised live and replayed on RVTV Channel 3 on Thursdays at 7:00 p.m., and Saturdays from 10:00 a.m. to 5:00 p.m.; and video streamed through Facebook Live at facebook.com/RoanokeVa. Council meetings are offered with closed captioning for the hearing impaired. ANNOUNCEMENTS: The Council of the City of Roanoke is seeking applications for the following current vacancies and/or upcoming expirations of terms of office: Board of Zoning Appeals — one vacancy Equity and Empowerment Advisory Board — one vacancy Roanoke Arts Commission — one vacancy Visit Virginia's Blue Ridge, Board of Directors — one vacancy 4 Access the City's homepage to complete an online application for the abovementioned vacancies. The City Clerk's Office is accepting applications for two upcoming vacancies on the Roanoke City School Board for three-year terms of office expiring on June 30, 2022. Three-year terms of office will commence July 1, 2022 and end on June 30, 2025. Incumbent School Board Trustees are Lutheria H. Smith and Joyce W. Watkins. Application and information describing the duties and responsibilities of Trustees of the Roanoke City School Board are available on the City of Roanoke's web page at www.roanokeva.gov, or may be obtained by contacting the City Clerk's Office, Room 456, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday. The deadline to receive applications is Thursday, March 10, 2022 at 5:00 p.m. For questions and/or additional information, please contact the City Clerk's Office at (540) 853-2541 or by email at clerko-roanokeva.gov. 2. PRESENTATIONS AND ACKNOWLEDGEMENTS: A proclamation declaring March 2022 as Developmental Disabilities Awareness Month. Mayor Lea declared March 2022 as Developmental Disabilities Awareness Month and present the proclamation Karen Michalski-Karney, Executive Director, Blue Ridge Independent Living Center. Presentation of the Government Finance Officers Association Distinguished Budget Presentation Award for the City's annual budget for the Fiscal Year beginning July 1, 2020, to the Department of Finance. Mayor Lea presented the Award to the Director of Finance and Management and Budget staff. 3. HEARING OF CITIZENS UPON PUBLIC MATTERS: NONE. 5 4. CONSENT AGENDA: (APPROVED 7-0) All matters listed under the Consent Agenda are considered to be routine by the Members of City Council and will be enacted by one motion. There will be no separate discussion of the items. If discussion is desired, the item will be removed from the Consent Agenda and considered separately. C-1 Minutes of the Audit Committee held on Monday, December 20, 2021. RECOMMENDED ACTION: Received and filed. C-2 A communication from the City Clerk advising of the resignation of Janet Carty as a member of the Roanoke Arts Commission, effectively immediately. RECOMMENDED ACTION: Accepted the resignation and received and filed the communication. C-3 Reports of qualification of Rachel Hale as a member of the Roanoke Neighborhood Advocates to fill unexpired term of office Brian Bennett ending September 30, 2022; and Manuel Dotson as a member (Citizen-at-Large) of the Towing Advisory Board for a term of office ending October 31, 2023. RECOMMENDED ACTION: Received and filed. REGULAR AGENDA: 5. PUBLIC HEARINGS: NONE. 6. PETITIONS AND COMMUNICATIONS: a. Annual update on activities of the Roanoke Regional Partnership. John Hull, Executive Director, Spokesperson. (Sponsored by the City Manager) Received and filed. 7. REPORTS OF CITY OFFICERS AND COMMENTS OF CITY MANAGER: a. CITY MANAGER: BRIEFINGS: • Gun Violence Prevention Framework - 15 minutes • Year of the Artist - 15 minutes • Presentation of the City of Roanoke - 20 minutes 2021 Citizen Survey Received and filed. 6 ITEMS RECOMMENDED FOR ACTION: 1. Acceptance of the 2022 Carilion Clinic Grant to provide funding for the Financial Empowerment Center, an initiative to help improve the financial stability of low and moderate - income households around the country. Adopted Resolution No. 42305-030722 and Budget Ordinance No. 42306-030722 (7-0). 2. Acceptance of the Cities for Financial Empowerment Eviction Prevention Boost Pilot Grant to be used by the Financial Empowerment Center to pilot a targeted financial counseling integration with municipally led rental assistance/eviction prevention efforts. Adopted Resolution No. 42307-030722 and Budget Ordinance No. 42308-030722 (7-0). COMMENTS OF CITY MANAGER. NONE. 8. REPORTS OF COMMITTEES: a. Presentation of the Equity and Empowerment Advisory Board Annual Action Plan. Vice-Mayor White-Boyd, Chair, Spokesperson. Received and filed. 9. UNFINISHED BUSINESS: NONE. 10. INTRODUCTION AND CONSIDERATION OF ORDINANCES AND RESOLUTIONS: a. Adopted Resolution No. 42309-030722, as amended, supporting the people of the sovereign nation of Ukraine and condemning Russia's violent unwarranted and inhumane invasion of Ukraine. (7-0) 11 . MOTIONS AND MISCELLANEOUS BUSINESS: a. Inquiries and/or comments by the Mayor and Members of City Council. Mayor Lea announced the annual Freedom First St. Patrick's Day Parade and Shamrock Festival would be held on Saturday, March 12 in Downtown Roanoke and invited the community to attend. b. Vacancies on certain authorities, boards, commissions and committees appointed by Council. See below. CERTIFICATION OF CLOSED MEETING. (7-0) 7 Appointed Andrew Raduly to fill the unexpired term of office of Valeria Alphin as a member of the Board of Zoning Appeals ending December 31, 2023. Appointed Dr. Brenda Russ to fill the unexpired term of office of Dr. Elda Stanco Downey as a member of the Equity and Empowerment Advisory Board ending December 31, 2023. Reappointed Stacey Sheppard and appointed Angela Williams to replace Taisha Steele for three-year terms of office, each, commencing April 1, 2022 and ending March 31, 2025; and reappointed Council Member Cobb for a term of office commencing April 1, 2022 and ending December 31, 2022 as members of the Gun Violence Prevention Commission. Waived residency requirement for Ms. Sheppard. Appointed Laura Carden to fill the unexpired term of office of Janet Carty as a member of the Roanoke Arts Commission ending June 30, 2024. Waived residency requirement for Ms. Carden. Waived residency requirement for Karen Michalski-Karney as a member of the Roanoke Redevelopment and Housing Authority. Appointed Dawn Tanner Erdman to fill the unexpired term of office of Dr. Elda Stanco Downey ending June 30, 2022; and an additional one-year term of office ending June 30, 2023 as a City representative of the Visit Virginia's Blue Ridge, Board of Directors. 12. ADJOURNED — 5:17 P.M. s g PATHWAY 1:EARLY LITERACY Targets: Post Secondary Success PATHWAY 5:COMMUN 1:At least 25%of all high school students are enrolled Goals' Communica- Goal: Early Literacy in at least one dual enrollment(college level)course. 9 2:At least 30%of all high school students are enrolled in an Advanced 1:RCPS will openly c< 1:RCPS will ensure students are reading at or above rade level by the end of 3rd grade. Placement(AP)course and at least 60%of students enrolled and the community,i successfully pass the corresponding AP exam with a 3 or better. languages,providing Target: Early Literacy 3:At least 60%of all middle and high school students are enrolled in a of belonging and invi 1:Ensure at least 75%of students will be reading at or above grade CTE course. of our students. level by the end of 3rd grade(based on the SOL school pass rate •RCPS will facilitate required by the Virginia Department of Education for accreditation.) 4:At least 90%of students completing a 2-year CTE program will earn 2, a CTE credential. opportunities that fo ,,. 5: Double the percent of students enrolled in Algebra I by 8th grade. families,and our corr 6: Double the percent of students passing Algebra I Targets:Communis with a B or better. f1:Maintain a daily aver 7: At least 93%of all RCPS students graduate high school on time. reach that is 2.5 to 3 tin A PATHWAY 4:OVERALL WELL-BEING&SENSE OF BELONGING children under the age 2:Reduce the number Goals:Overall Well-Being & Sense of Belonging Mass Notification Syste 1:RCPS will foster inclusive,safe,and welcoming learning 3:Increase the percentac communities for students,staff,and families. 4:Increase Calendar SL ,. a whole child b promoting student 5:Increase Principal Int invest in the p 9 -- 2:RCPS will Y participation in the arts and co/extra-curricular activities that 6:Increase participatio PATHWAY 2:ACADEMICS interest them,such as athletics and school clubs. 7:Close the gap on lanc Goal:Academicspercentage of students Targets: Overall Well-Being &Sense of Belonging 8•Tracktrends regardii 1:RCPS will eliminate achievement and opportunity gaps, 1•Annually improve upon student perception survey. Services and s regarm while simultaneously accelerating academic growth for every 2•Annually improve upon staff perception survey. improvement. student in reading and math. 3:Annually improve upon school climate survey. 9•Increase engagemer Targets:Academics 4:Ensure an annual decrease in out-of-school suspensions and during the General Ass 1•Accelerate reading achievement for all students to reach the alternative placements due to disciplinary reasons(overall and by 10•Have an active and Virginia Department of Education's benchmark of 75%proficiency in reporting group.) annually increasing me reading. 5:Ensure an annual increase in students participating in the arts and/ 11•Increase annual ati 2:Accelerate learning in math to meet the Virginia Department of or co/extra-curricular activities. to-School(BTS)Night, Education's benchmark of 70%proficiency in mathematics. 6:Increase employee participation in RCPS self-care offerings,including for families.) mindfulness,employee assistance programs,and wellness initiatives. 12:Increase annual ati PATHWAY 3:POSTSECONDARY SUCCESS as BTS Extravaganza& .. n 13:Increase monetary Goals: Post-Secondary Success annually. 1:RCPS will improve access to and achievement in advanced 14:Develop and mainti ro courses and career/technical education(CTE)programs for every Foundation to initiate p student. of RCPS and will benefit 2:RCPS will increase on-time high school graduation rates ¢ ; overall and by reporting group. [ALENT DEVELOPMENT VISION,MISSION,&CORE BELIEFS !nt Development Our Vision Our Mission e and retain a highly r ` t 9 Y To provide all students Roanoke City Public Schools with a strong educational provides an inclusive and hat matters to them, foundation that enables them equitable,student-centered eds. to become lifelong learners culture that empowers flet Development and contributing members lifelong learning.Through :onsistenthlgh-quality and leaders of the global meaningful,relevant, community. and engaging learning Aention rate and 95% opportunities,we will Ily effective. empower all students to �r workforce to align dream,excel,and meet their full potential to benefit our ting a positive work city and its citizens. professional Core Beliefs We put students first. We embrace equity and celebrate diversity. M y We value effective,high-quality instruction. NS We value our community. We value YOU! let,the environment, PORTRAIT OF A GRADUATE ccess to safe,healthy, In RCPS,we aspire to have feet expectations graduates who are... Innovative Resilient Dedicated Empowered ��' •. ?ars old. To view the full Strategic Plan: Scan the QR Code or visit ems. https://bit.ly/StrategicPlanRCPS. • Roanoke Cit Public Schools [ ■ Y juipment by 25°!0. 11.E lent ratios. F�: :. �••: STRATEGIC PLAN DG . • 2022-2028 gauge outsourced Target 13:RCPS will champion green initiatives focusing on energy ROANNE CITY rice delivery.(cooYonback) PUBLIC SCHOOLS Pocket Guide Y conservation and sustainability. Capital Improvement Plan ( CIP) —Fiscal Years 2023 = 2027 Debt Funded Local Funds Debt Funded Local Funds Debt Funded Local Funds Debt=cnded Local Fur;ds SchooifFac.;itV ImOrovemert FY23 FY23 FY24 FY24 FY25 FY25 _ F'f26_ FY26 i�icrnin 'de Vev:/Addition/Renov3ten 4.000CCC Preston Park Yev.r''AdditiDn/Renovat on 3,7SC CCC :,595,CCG 5,CCC,Ccc 4,655 ACG Viests'de Vet,.r' dditiar/Renov3t'on :.0,000 59=1,X0 Campbe Averue AcrT r Ren3.at cn 6,0:)G,CG3 wC C3ig ass A,enue Ren3tiafcn 2 C`X,CGI, Ca-der Cb, aa.,'n; Y�i,CG3 V;codrorr vV' scn 3av n3 I25.CC0 Cr,sta Sprrrg 3av ng Highiand Park 3av n.- Monterey }Monterey 3av ne 110,000 __ hurtPark 3av ngr :50 DOC RAMS Rco� 2,0'C.CC- Fsnvi'i:k Rco- 50,C D 55C.DDC I-igh anc Fa-k Rco` 4�G,COJ Janes 10nd soi ace= 1.53G.CO L ncclr'errace 3co` 750,,^,CG _ Ln._clr?errace -crrp-elfnsirel-'VACFep'.acemen: ,GCo,aGo VVam Fiemin; Atn ietic-Recoat ng Of actcacr tra:k E ."G0 Patrick Henri Ati et-c-Regraie and yed lcver practicefield 275,000 Patrick Henry Atn'et:c-:Dutdco--rack Rep a=ement 490,CO3. Breckinridge Atnlet�c-Ve;:b'ea.hers.'B3sketbaiigoals and rias 20C,DDO _ ru-t Park 3!a)g-ejnd 235.:Cc L!ncair Terrace 3 3-;g-o.ind 250=,CGl Westside 3 3y g-e_incl 1 2335 C)OC T3TAL 12,750,000 9,000,000 12,655,300 975,000 5,000,000 5,040,000 5:03C,003 1,000,000 NOTE: Woodrow Wilson ($900k) and Lucy Addison ($1 .1 M) roofing projects moved to summer 2022 fundic James Breckinridge MS addition ($4.5M) moved to ESSER funding rL� ROANOKE CITY jj PUBLIC SCHOOLS FY 2022-2023 Budget Update — March 7, 2022 While revenue is not finalized for the 2022-2023 budget, approval of the categorical budget is the first step that enables Roanoke City Public Schools (RCPS)to move forward and prepare for the coming year. RCPS Strategic Pathways The 2022-2023 budget priorities outlined in this document are directleve nnatdhways foto the r student adopted udentucesOs:2 RCPS 2028 Strategic Plan:The Roadmap to Student Success. This plan in s p 1. Early Literacy 2. Academics 3. Post-Secondary Success 4. Overall Well-Being and Sense of Belonging 5. Communications and Community Engagement 6. Recruitment, Retention, and Talent Development 7. Operations Establishing a Fully Staffed, High-Quality work Force hallenes This priority supports all the pathways in the Strategic Plan. RCPS is facing significant e duringghelpanldem c,ling vacancies are: and retaining staff at all levels. Some key areas of concern, which have only gotten Fewer people are choosing the teaching profession and more teachers are leaving the profession, so the pool of qualified educators continues to shrink. Many prospective employees choose to stay closer to their alma maters and/or larger urban areas such as Richmond,Virginia Beach, and Northern Virginia. We do not have significant numbers of new teachers coming out of teacher education programs in our region. More and more is expected of teachers and other school staff across all school divisions The pandemic has exacerbated that and opened more industries to alternative work arrangements that are not possible in public school settings, such as flexible work schedules and working from home. With increasing challenges, and greater flexibility potentially available in other industries,the number of educators leaving the profession entirely continues to increase. Many students who attend RCPS need additional supports to be successful.The level of need across our schools is often significantly higher than in other school divisions in this area. One teacher recently described teaching in Roanoke City by saying"it's not an easy [school] system to work in but it's rewarding." We cannot expect to attract and retain a high-quality work force if there are higher paying, less demanding jobs available. A Comparison of Professional Employee Compensation—FY 2021-2022 Current Starting Pay for Teachers with a Bacheior's Degree and Zero-Years of Experience: Roanoke City —� $42,420 Botetourt Franklin Lynchburg City Montgomery Roanoke Salem City County County $41,400 County County $44,514 $40,291 $36,662 $44,500 $40,359 Hampton Newport News Norfolk Portsmouth Richmond Suffolk $45,804* $44,121* $43,897 $45,213* $46 389* $43,002* *Includes cost of living adjustment 1 • Pay for school employees has not kept pace with inflation. in today's dollars, RCPS starting pay for new teachers a decade ago was 6.5% higher than the starting pay today. RCPS pre-recession 2008-09 starting teacher pa reflected in today's dollars was 13% higher than starting pay today. y Comparing Start and End of Teacher Salary Scale Over Time Teachers with a Bachelor's Degree in a 10-Month Position* 2007-2008 $34,859 � � "• � $53,928 $46,430 $71,829 ($4,010) 2008-2009 $36,602 $56,624 a ($3,654) 2009-2010 $36,602 $48,737 $75,398 ($6,317 $56,624 $47,491 $73,469 ) ($7,223) 2010-2011 $36,602 $56,624 ($5,071) ($5,294) 2011-2012 $46,728 $72,289 ($4,308) ($4 $36,602 $56,624 $45,400 $70,235 2012-2013 $37,364 $57,803 ($2,980) ($2,060) 2013-2014 $45,618 $70,571 ($3,198) ($2,396) $37,764 59,591 $45,389 $71,624 2014-2015 $38,169 $61,434 ($Z969) ($3,449) 2615-2016 $45,917 $73,905 ($3,497) ($51730) $38,893 $63,435 $46,154 $75,278 2016-2017 $39,287 $65,370 ) ($3,734) ($7,103) 2017-2018 $40,073 $45,485 $75,682 ($3,065 $65,709 $45,454 ) ($7'507) 2018-2019 $40,073 $67,023 - $74,532 ($3,034) 2019-2020 $40,073 $44'759 $74,861 ($2,339 $67,500 2020-2021 $42,000 $67,500 $45,142 $72,549 2021-2022 $68,175 $42,420 $68,175 _ *Using U.S. Bureau of Labor statistics CPI Inflation Calculator Tool:httpsJ/www.bls.aov/data/inflation calculator.htm Given what is expected of our staff, and in order to attract and retain employees willing to take these roles, we believe that RCPS should have the highest teacher pay in the region. We have made this a priority in the 2022-2023 budget, moving teacher pay to a starting salary of$48,000 per year. While we do not know where salary increases in other school divisions in the area will land, this move will hopefully reposition RCPS at or near the front of the pack, commensurate with the level of work that our teaching positions demand. The shortage of workers for all other positions has been equally challenging for RCPS. Our classified positions are among the most important in our division. Instructional Assistants in many cases su pprt students withneeds one-on- one, helping them with all their daily activities while in school. These are critiii ao obs and the peoplerial who fill them are in a position to have a tremendously positive impact on the lives of our students. Our school custodians keep our school buildings clean and safe. These are just a few examples. All these positions are challenging and require hard work and dedication. Many employers with vacancies that would require similar skill sets to our classified positions have already moved to a $15 per hour starting pay or higher. 7Instructional Assistant $13.44-$19.93 . (0-3 years of college) (Including a $2/hour premium added added in 2021-22 with pandemic $15.75-$24.25 relief funds) Custodian i $11.00-$17.05 $15.00-$23.10 A smaller,though still generous increase of 6-8% is included in the budget for administrative positions. A review of select administrative position pay scales and comparable positions' scales at other school divisions in the area, as well as a sampling of more urban school divisions across Virginia that are more demographically similar to RCPS, revealed that RCPS was middle of the pack in most instances. The state budget has the state share of a 5% raise in both years of the biennium (the Senate version includes a 6%combination raise and bonus) so that guided the raise level on the 2 Administrative Scale. We would expect that other school divisions are likely to at least meet the 5% raise target based on the state budget. RCPS has had many vacancies we have been unable to fill across all types of positions throughout the year. This level of difficulty in hiring and retaining employees has not been experienced in recent memory. Reducing Class Sizes in Core Subject Areas At the secondary level, RCPS typically schedules classes with the goal of having no more than 30 students per class. Per state code, teachers of core subjects (English, math, science, and social studies) can be assigned no more than 150 students total, unless they are provided additional compensation for going over that limit. Secondary school schedules are complicated. We are currently paying a handful of teachers for taking on an extra class and going over the 150- student threshold. In most cases, teachers stay under the 150-student limit. They may have 30 (or in a few cases more than 30) students in one class, but less in another depending on what classes a student needs to graduate, and how those classes can fit together so the students get everything they need. The Virginia Department of Education (VDOE) recommends a maximum class size of 24 for English classes and no more than 25 for all other core subjects. RCPS used these recommendations as a guide to look at existing teacher schedules and estimate how many additional teachers may be needed to get closer to those maximums in more class periods. Space for additional classes is an issue in many of our middle and high schools, so achieving these lower numbers may need to be implemented over multiple years depending on our ability to hire more teachers and have appropriate classroom space. Adding more teachers to the budget is the first step in meeting this goal.This will help our teachers connect with students and individualize instruction, helping to meet Strategic Plan Pathways 2, 3, 4, and 6. Expanding Career and Technical Education Opportunities for High School Students RCPS is excited for the opportunity to expand Career and Technical Education (CTE) offerings by repurposing what is currently the William Ruffner Operations Center into CTE instructional space to serve William Fleming High School students. Currently,for most CTE offerings,William Fleming students have to take two class periods to travel to the division-wide CTE center, located on the Patrick Henry High School campus. Unsurprisingly, a much higher percentage of enrollment in those CTE classes comes from Patrick Henry rather than William Fleming. RCPS has received approval to use Elementary and Secondary School Emergency Relief(ESSER) Federal pandemic relief funds to renovate the Ruffner building to add this instructional space for William Fleming students. The ongoing cost we must prepare for comes in the form of staffing the program. The goal is to have the facility ready for classes to begin in the Fall of 2023; therefore,the 2022-23 budget includes funding for 14 additional CTE teaching positions for half of the year. This was added due to the additional challenges and potential time involved in finding individuals who are skilled in the technical areas, and then ensuring that they have, or can get, licensure to teach these subjects in time for the program's opening in August 2023. This priority directly supports Strategic Plan pathways 2, 3, and 4 listed previously. Ensuring Up-to-Date Instructional Resources are Available to All Students Maintaining appropriate resources to help our teachers teach and our students to learn is always a priority. New English textbook series were implemented and budgeted this year for elementary and secondary.While this cost is not re- occurring, it is important to note our instructional leaders intend to evaluate and select new textbooks in the areas of Science, French, and Spanish, and at least begin the process of evaluating mathematics textbooks; therefore, we are budgeting for this expense in the 2022-2023 budget. State standards change over time, so it is important to ensure that instructional resources are keeping pace with those standards. Though RCPS already had a 1:1 technology initiative in place in grades 8-12, we were forced to quickly shift to a division- wide 1:1 program when the COVID-19 pandemic hit. We have achieved that ratio of laptops or tablets to students and will now work to maintain those resources going forward. Because of this technology, as we evaluate textbooks, we will be looking at options that include digital copies as well. Much of this technology expansion was made possible through the use of ESSER funds, and those funds are continuing to be used to help us build our technology infrastructure. We 3 must begin preparing, however, for when ESSER funds are no longer available. The last award period is schedule to end September 30, 2024. These efforts support Strategic Plan Pathways 1-3 stated previously. Maintaining School Facilities Our schools are centers of the community. They reflect the value that our city places on our neighborhoods, our families, and our students. Our school buildings are used well beyond school-hours and year-round for extra-curricular activities, family engagement events,civic group meetings, recreational athletics,summer camps, and much more. The School Board has long prioritized maintaining and updating our school buildings as needed. Earlier in 2021-2022 the School Board approved creation of a Capital Projects Fund so the School Board could purposefully target local funding towards long-term capital improvement needs and reduce the school division's reliance on debt funding over time. Starting with the 2022-2026 Capital Improvement Plan, RCPS began to reflect total projects including those intended to be funded through bond issuance,those that are approved projects under ESSER funding, and those that are intended to be paid out of local dollars budgeted for that purpose. The 2023-2027 Capital Improvement Plan was approved by the School Board on February 22, 2022. This plan continues to reflect all projects intended, plus an additional five-year look ahead to give city leaders and the community at-large a longer term understanding of the capital needs that are currently anticipated. This budget priority supports all seven Strategic Plan pathways. Supporting the Whole Child RCPS is responsible for meeting a variety of needs to help our students and families be successful. Students who are hungry struggle to focus in class. Students need transportation to get them to and from school and extra-curricular activities. Students need social and emotional support to ensure they are able to see themselves in the Portrait of a Graduate,which is outlined in the Strategic Plan; Individuals who are Innovative, Resilient, Dedicated, and Empowered. The 2022-23 budget continues the expansion of important initiatives such as the Advancing Via Individual Determination (AVID) program in middle and high schools, adds a full-time position to focus on youth development and positive engagement, and expands professional learning opportunities for all RCPS employees on a variety of topics.This ensures staff can meet the needs of each individual student. This budget priority supports achievement of goals across all seven Strategic Plan pathways. A Note About Year-Over-Year Variances The 2022-23 budget reflects a sizeable increase over the currently adopted 2021-2022 budget. At the same time, we have experienced lower than budgeted expenditures through the first half of the current year. In most cases this is due to costs that we wish we were incurring but are not possible during the current circumstances. Examples include: • Vacant Positions: As noted above,we have struggled to fill all positions needed. • Insufficient Numbers of School Bus Drivers: Our vendor partner has faced the same struggles in attracting and retaining bus drivers as we have experienced in other areas. We have the highest pay in the region and some of the most attractive sign-on and retention bonuses, but we are still short a significant number of drivers. Our contract includes penalties when buses are late and/or double bus runs are required to reach all students. These circumstances have resulted in over$400,000 in penalties taken off our invoices for student transportation services. • Insufficient Numbers of School Resource Officers:The Roanoke City Police Department is also facing the same difficulties in filling vacant positions that we have in the schools. As a result,they have only been able to provide two officers to work in schools this year as compared to nine who formerly supported Roanoke City students during school hours. Though the Sheriff's Department is helping, the cost this year is still lower than budget. All of these are examples of important resources for our schools,and the diminished capacity caused.by these shortages has unequivocally had a negative impact on our students and staff. We are maintaining our prior budget levels, and in some cases preparing for expansion of services, with the hope that we will be able to return to pre-pandemic staffing levels soon. 4 Join the City oRoanoke SchoolBoardmAPPLY TODAY! as a Student Representative What is a Student Representative? The School Board wants to make sure all voices are heard, including the voice of students. In February Student Representatives provide a direct link between 2022,the Board approved Policy BBBB,which created the School Board and students.This helps the Board a process for the application and selection of Student better understand students'concerns and allow students Representatives. to have direct input about Roanoke City Public Schools. This also provides an excellent opportunity for students Qualifications to be involved in governance and leadership and learn about the decision-making process. To qualify for the Student Representative position,you must: Each year,two student representatives,one from each high school,will have the opportunity to serve on the • Attend a RChigh school School Board. Each representative will serve a one-year • Be a rising senior ior term,which will begin at the start of the school year. Have a 2.0 GPA or higher with no failing grades in the current semester Students are non-voting representatives to the Board. • Complete an application packet,essay,and The Student Representatives are expected to attend at interview least 75% of reguarly scheduled School Board meetings • Commit to attend at least 75%of the School and workshops;meet with members of their high Board's reguarly scheduled open meetings and school's student government and other student workshops organizations to learn about issues/concerns;and present • Submit a signed acknowledgement by parent(s) a report at each meeting on behalf of students at their for approval and support of this commitment high school. HOW Do I Apply? pp Y• What Does the School Board Do? Talk to your principal to learn more and receive an application packet.Submit the completed application The City of Roanoke School Board consists of seven packet to your school's main office. voting members,appointed by City Council,who oversee Roanoke City Public Schools.The School Board represents The application packet has more information about the community and guides policies and decisions. For the duties and expectations of Student example,the School Board approves the annual budget, Representatives.The packet also includes a form to makes policy changes,and approves new employees. submit and short answer questions that must be answered in either a written essay or videotaped message. i ROANOKE CITY Applications Due By March 15, 2022 PUBLIC SCHOOLS .< -. -. - � ,�•� 1. '�f{.f l M'... ._ wt >s � d r 4z, t OUTSOURCING REPORT SCHOOL YEAR 2020-21 ROANOKE CITY PUBLIC SCHOOLS December 14, 2021 w y 41 x $4,000 SIGN ON BONUS DURNA3 ® Scam stirtti� 54970Am V u x t # a INTRODUCTION The pandemic resulted in staffing challenges nationwide. Roanoke City Public Schools (RCPS) and our partners are not immune to these challenges. For our partners, the impact was further amplified when schools closed on March 13, 2020, and certain services were no longer needed. This resulted in some of their employees seeking alternative employment. When schools re-opened, with limited in-person instruction, the situation was further exacerbated because the need for certain services was significantly reduced. As we look toward the future from the confines of the pandemic, we must recognize that schools are essential in promoting community resilience and rebuilding communities' physical, emotional, and social health; therefore, quality services are essential. The following is an update on the services RCPS outsources. FOOD AND NUTRITION Background Prior to May 31, 2016, RCPS operated the Food Service program, partially staffed by Elwood Staffing. SodexoMAGIC began working with RCPS in June 2016, first at Woodrow Wilson for the YMCA Summer Magic Place Program, and then at William Fleming for the Parks and Recreation Summer Feeding Program. On June 13, 2016, Sodexo began work for RCPS during the RCPS+ Program. RCPS then signed a contract with Sodexo to provide all food services management for the 2016-17 school year. • On June 1, 2016, there were 54 RCPS food service employees, and all were offered full-time employment with benefits by Sodexo. Seven employees decided not to continue employment, either retiring or declining the school assignments they were offered. The remaining 47 employees received a 2% pay rate increase and equivalent or better health, vision, dental, and retirement benefits. Employees receiving stipends for professional standards continue to receive those. Current Vendor Information As of November 30, 2021, 27 former RCPS food service employees continue to work for Sodexo. As of November 30, 2021: Total current employees 110 Total needed employees after Sodexo agreement* 112 Total hired since July 1, 2021 30 Applicants in process 11 *SodexoMAGIC met with RCPS staff and agreed to staffing to meet current demand Participation With Local Vendors • Prior to beginning work with RCPS on June 1, 2016, Sodexo reached out to local vendors utilized by RCPS. Sodexo continues to purchase food and supplies from these same vendors. From July 1, 2020, through June 30, 2021, Sodexo spent approximately $3.6 million with local vendors. This is down from $4.3 million in 2019-2020 due to the pandemic. Expanded Programs and Community Impact: 2020-2021 • Increased meal variety and access to meals for students and the City of Roanoke by providing weekly curbside distribution of breakfast, lunch, snacks, and supper meals, including weekend meals. • Partnered with student volunteers to provide weekly curbside meal distribution. • Partnered with Fairview Elementary faculty to deliver summer meals to surrounding neighborhoods. Created instructional cooking videos for students and the community. OUTSOURCING REPORT 3 • Supported the annual Breakfast with Santa event in December 2020 b partnering students from the Culinary Arts program at ROTEC to providing 600 breakfast mea boxes, which helped to raise more than $23,000 for the district's Help the Homeless initiatives. • Increased in-school meal distribution services, from delivery to the classroom to socially distanced cafeterias. • National School Breakfast Week promotion highlighted the benefits of eating a healthy school breakfast. Students were provided a Lucky Breakfast Bag, which included the opportunity to win a promotional gift. • Implemented Farm to School monthly initiatives supporting local farmers and produce along with nutritional education. • Implemented Creative Curbside Meals Culinary Cook-Off for all students to compete by creating an original recipe using ingredients from the curbside meal pick up. • Expanded summer meal offerings through local summer programs including YMCA, Roanoke City Parks and Recreation Department, and local daycare centers. • Provided 110,000 combined meals at curbside distribution for Thanksgiving Break. • Provided 333,000.combined meals at curbside distribution for Winter Break. • Provided more than 68,000 combined meals at curbside distribution for Spring Break. • More than 3 million meals served during the pandemic from March 17, 2020, through June 30, 2021. Monitorinq and Continuing Review of Food Services • Efforts have been put in place to monitor and report on food quality, including surveys of students and RCPS staff. • In 2016-17, the School Board established a Food Service Committee to audit and have oversight of the agreement between RCPS and Sodexo and the performance of the agreement. The Committee met periodically from August 2016 through November 2021. • Student representatives from Patrick Henry and William Fleming Service Committee and provide feedback on the menus. participate in the Food Recruitment and Retention • Continual support from Sodexo's corporate recruiting • Job posting advertisement blasts to cell phones of local candidates within a 30-mile radius of Roanoke along with advertisements on Facebook and Instagram • Advertisements on career websites, including Indeed, Career Builder, Monster, and Linkedln • Current Employee Referral Program incentive of$250 • Starting rate of pay of$13.25 for Food Service Worker(increased by more than $5 compared to May 2016) • Starting rate of pay of$15 for Assistant Food Supervisor • Annual employee performance pay increase of 2% • Provided special pay incentives of$2 per hour • Increased average hourly wage of current employees by nearly $7, or 82%, since May 2016 • Insurance benefits for full time employees (Health, Dental, & Vision) • 401 K retirement savings plan with company match and paid time off • Professional growth and developmental training OUTSOURCING REPORT 4 Financial Information The total paid to Sodexo for 2020-21 was $6,956,977.12. SY 2019-20 $8,108,450.70 SY 2018-19 $8,439,300.50 SY 2017-18 $8,404,643.85 f *A - r � t OUTSOURCING REPORT 5 SCHOOL CROSSING GUARDS Background Information • Prior to the 2011-12 school year, crossing guards were managed by the Roanoke Police Department. At the request of the Roanoke Police Department, RCPS took over the responsibility and released an RFP for Crossing Guard Services. • Beginning in the fall of 2011, RCPS contracted with Ellis Enterprises, Inc./FenderGuard Service for crossing guard services. With the end of the contract in 2016, RCPS sent an RFP for Crossing Guard services to multiple vendors. The RFP was again awarded to Ellis Enterprises, Inc./FenderGuard Service beginning with the 2016-17 school year. • With the end of the contract in 2021, RCPS sent an RFP to multiple vendors, and Ellis Enterprises, Inc./FenderGuard Service was the Ione respondent. They were once again awarded the contract beginning in the 2021-22 school year. Current Vendor Information • Crossing guard locations and schools can change from year-to-year depending on the needs of each school. Crossing guard services are provided during the RCPS+ summer program. t Five elementary sites utilized services during the 2021 RCPS+. • As of November 30, 2021, there are 13 All elementary schools, five middle schools and one bus stop covered for a total of 24 crossing locations covered. Garden City Elementary is the only location with a crossing guard vacancy morning and afternoon. Fallon Park and Wasena lack a morning crossing guard, but both schools - � r have afternoon crossing }. guard coverage at their crossing locations. The crossing guard vacancies are due to staff shortages experienced by the vendor. Schools with vacant crossing guard locations are assisted by an SRO when needed. Financial Information • The hourly rate paid to the vendor for services of a crossing guard for 2020-21 is $23.50, which is an increase of$5.33 from the 2019-20 school year. • The total amount paid to Ellis Enterprises, Inc./FenderGuard Service for the 2020-21 year was $71,862.35. This amount includes the regular school year and part of the 2021 RCPS+ Program. SY 2019-20 $123,375.49 SY 2018-19 $161,999.31 SY 2017-18 $171,520.48 OUTSOURCING REPORT 6 STUDENT HEALTH SERVICES Background Information • Prior to July 1, 2011, RCPS employed 12 full-time and 11 part-time nurses. Effective July 1, 2011, RCPS outsourced nursing services to Carilion Clinic. • With the outsourcing to Carilion Clinic, the RCPS Occupational Health Nurse position was revised to a Coordinator, and the position remains a RCPS employee. • Prior to March 13, 2020, RCPS Student Health Services was staffed by 28 school nurses, including a full-time Student with Intense Special Needs Nurse (SISN), formally known as the Regional Special Education Nurse, and two registered nurses who are floaters who cover absences, in addition to assisting with larger schools. Carilion also provided one full-time secretary, a part-time Occupational Health Nurse, and provided staffing for the RCPS+ Program during the summer. • Due to COVID-19 and school closures, school nurses were pulled back to Carilion in mid- March 2020. • The Nurse Manager, Nurse Preceptor, and Regional Nurse remained with RCPS through the COVID-19 shutdown. • One school nurse from Carilion provided coverage for the summer EL Program in July 2020. The Regional Nurse covered the remainder of the abbreviated 2020 summer programs for students in special education. • A yearly addendum to the contract signed in May 2020 included verbiage addressing school nurse pay in the event of school closures. Current Vendor Information • Carilion provides a governance structure for school nurses that includes a Nurse Manager and a Nurse Preceptor. The Nurse Preceptor duties include providing training for new nurses, providing continuing education training for existing staff, and functioning as a substitute school nurse. Dr. Amy Kryder, Carilion Pediatrician, provides medical direction. 2020-21 School Year • School-based nurses returned on August 3, 2020. • From September 2020 through March 2021, one RCPS part-time administrative assistant worked in Student Health Services to assist the secretary with increased documentation and other responsibilities due to COVID-19. • An addendum to the contract in September 2020, provides additional occupational health nurses for the Employee COVID-19 Hotline and additional hours for the part-time Occupational Health Nurse. • An additional two full-time and one part-time nurse began work in late October 2020 to assist with answering the Employee COVID-19 Hotline and contact tracing in the schools. One full- time and the part-time nurse ended work in late March 2021. The additional full-time nurse ended work Jun 1, 2021. OUTSOURCING REPORT 7 • To provide increased learning opportunities, RCPS+ was offered to all RCPS students in 2021. Due to the increase in the number of students attending summer school, nursing staff increased to ten nurses for elementary school sites and one nurse each for the middle school program, high school program, and Forest Park Academy • RCPS Student Health partnered with Carilion Health Systems and VDH to offer COVID-19 vaccines to RCPS students. Carilion school nurses assisted with the administration of vaccines. Staffing • RCPS Occupational and Student Health Services continues to communicate weekly with the Virginia Department of Health (VDH) for guidance navigating the COVID-19 Pandemic. Due to the increased need for nursing care at the high school level, RCPS has approved two additional school nurse positions and created a new position, Health Services Compliance Specialist, to assist with COVID-19 testing and coordination. • Currently, Carilion Health Systems has five school nurse positions vacant (Fishburn Park Elementary, Morningside Elementary, one floater, and two newly approved positions to meet increased demands at each high school) with coverage provided by nurse floaters and the nurse " preceptor. Recruitment and Retention • School nurses received a 5% pay increase for the 2021-22 school year. • Carilion actively recruits on Indeed.com, the Carilion website, l and through recruiting events. ' U • Current Carilion employees are offered a referral incentive when a P new employee is referred/hired. Financial Information • A total of$2,247,305.64 was paid to Carilion for nursing services in 2020-21. This amount includes the school-based nurses, Carilion nurse for Employee Health, and services for part of the RCPS+ Summer Program. SY 2019-20 $1,391,963.50 SY 2018-19 $2,003,571.00 SY 2017-18 $1,997,074.75 OUTSOURCING REPORT 8 SUBSTITUTES Background Information • Since January 1, 2015, RCPS has partnered with ESS (formerly Source4Teachers) to fill substitute positions. Current Vendor Information Current Substitute Pool as of November 30, 2021 • Total Active Subs: 136 • Teachers: 119 (35 building-based, 18 long-term, and 66 daily substitutes) • Instructional Assistants: 14 • Clerical Support: 2 • Custodians: 1 Recruiting Initiatives • ESS hosted a hiring event on November 11, 2021, in the Patrick Henry High School cafeteria from 4:00 PM — 6:00 PM. 33 applications have been received since the event. • ESS is conducting quarterly events at the Virginia Employment Commission (VEC) office. • ESS communicates with local colleges about participating during in-person and virtual career days. • ESS consistently advertises on Indeed.com and has seen an increase in new applicants each week. • ESS placed marketing material in the Roanoke City and County libraries. Incentives • ESS offered an incentive in September for substitutes working ten (10) or more assignments to be entered into a raffle for three $100 gift cards. • ESS offered an incentive in October that provided a $100 gift card to new substitutes working ten (10) or more assignments. Outlook • ESS has noted an increase in applications, as well as an increased number of substitutes who had been on a COVID hiatus, returning to work. • ESS substitute retention has been excellent thus far this school year. Additionally, substitutes who left ESS have been hired by RCPS. • Fill rates are increasing with the additional hiring of substitutes. OUTSOURCING REPORT 9 Rate Increases Further discussions with ESS about surrounding districts and their approach to the recruitment of substitutes identified existing pay inequities. RCPS has considered the recent per day rate increases in Roanoke County and Botetourt County, with the understanding that both counties' increases have only been implemented for the current year to address staffing shortages. RCPS approved the following rate increases for ESS substitutes for the remainder of the 2021-22 school year, with an effective date of November 1, 2021: • Increase ESS teacher substitute rate (includes SPED) from $90 to $140 per day (60 community college hours or above). • Increase ESS teacher substitute with a license rate from $100 to $150 per day. • Increase ESS Instructional Assistant substitute rate from $82.50 to $110 per day (60 hours of community college or 4-year degree). • Increase clerical substitute rate to $110 per day. Fill Rates ESS provided the following annual fill rates: Position 2017-18 2018-19 2019-20 2020-21 Teacher 89% 90% Instructional Assistant 1 87% 889' This following reflects current 2021-22 fill rates as of November 30, 2021, with a caveat of inaccuracy due to how building-based substitutes (35 substitutes with at least one assigned to every school) are currently being documented. It is also important to note that the fill rate for teachers has improved to 61% and instructional assistants to 32% as opposed to October 31, 2021, when fill rates were 48.8% and 20.2%. Data-entry is still skewing the numbers regarding how building-based substitutes are being documented at the school level. When an assignment is marked "no sub needed" with a note saying the building-based substitute is covering this assignment, it essentially eliminates the ability to quantify how the building-based substitutes are being factored into the equation. Keep in mind the inaccuracy identified above still exists in the system. This may affect the year-to- date data provided by ESS listed below: As of November 30, 2021: Position 2021-22 Teacher 61% Instructional Assistant 32% It is important to note, ESS met with Principals during the Principals' Meeting on November 11, 2021, with a goal of clearing up confusion and improving reporting consistency. Communication was also provided to Principals on September 20, 2021, and September 30, 2021, via email with directions for accurate reporting. ESS staff also follows-up with individual Principals when questions arise. OUTSOURCING REPORT 10 J In summary, the pandemic has resulted in staffing challenges nationwide. Substitutes were no longer needed when schools closed on March 13, 2020. This resulted in several ESS substitutes seeking alternative employment. When schools re-opened, with limited in-person instruction, the situation improved slightly, but the need for substitutes was significantly reduced until spring 2021. Financial Information • A total of$1,292,282.01 was paid to ESS in 2020-21. SY 2019-20 $1,481,518.07 SY 2018-19 $2,059,773.20 SY 2017-18 $2,254,114.67 OUTSOURCING REPORT TRANSPORTATION Background Information • In April 2009, the Roanoke City School Board elected to outsource pupil transportation to Krapf Bus Company/Mountain Valley Transportation (MVT). In June of 2009, RCPS had 213 transportation employees, including 17 substitute bus assistants. In July 2009, approximately 150 former RCPS employees transitioned to MVT. The original contract with MVT included annual payments of$495,000 over four years to RCPS for the purchase of the RCPS bus fleet; reimbursement of lease payments for ten buses with purchase of the buses after the lease ended in 2015; and payment for use of the RCPS Transportation facility. • In September 2013, the School Board approved the renewal of the Transportation Service Agreement with MVT for July 1, 2014, through June 30, 2019. Under the renewal, the average age of the fleet could not exceed seven years, with no bus in service more than 13 years; increasing the required number of digital cameras on all buses to three and maintaining real- time GPS on all buses. Additionally, drivers and aides received CPR training, autism awareness, and trauma training. • With the MVT contract ending in June 2019, a Request for Proposals (RFP) for Student Transportation Services was released prior to Winter Break in December 2018. Several vendors submitted proposals, and RCPS chose Durham School Services as the transportation provider, with a start date of August 20, 2019. • By August 20, 2019, Durham hired 196 former MVT drivers and aides, and ten former office staff and bus mechanics. Of these 206 employees, 43 drivers and aides and two office staff members were RCPS employees prior to outsourcing. • During the 2019-20 school year, Durham provided mid-year retention bonuses in the amounts of$250 and $500 for bus aides and drivers. End-of-the-year retention bonuses were offered in June 2020, in the amounts of$500 and $1000. • During a critical shortage period in 2019-20, Durham offered sign on bonuses for drivers, employee referral bonuses, and monthly drawings for perfect attendance for current drivers. Current Vendor Information • As of November 30, 2021, 33 former RCPS employees continue to work with Durham. As of November 30, 2021: Total number of buses in fleet 164 Average age of buses in fleet 8 years Number of buses serving SPED/Pre-K students 60 Total number of bus routes 148 Bus Drivers to be fully staffed (plus 10% or 15 drivers for call-off coverage) 163 Bus Drivers currently 117 Bus Aides: Regular routes 0 Bus Aides: SPED/Pre-K routes 60 Cost of each regular bus route per day $ 262.72 Cost of each SPED/Pre-K bus route per day $ 262.72 Price of fuel per gallon (purchased in coordination with the City of Roanoke) $ 1.44 OUTSOURCING REPORT 12 r • Durham and RCPS staff have combined and reduced eight routes since August 24, 2021, and converted five routes from CDL bus drivers to vans, which do not require a CDL, to free up drivers for buses. Recruitment and Retention • Current pay and effective November 23, 2021, the new bonus structure is as follows: Bus Driver Starting Pay $18.00/hr Bus Aide Starting Pay $11.25/hr Bus Driver Average Pay $20.33/hr Bus Aide Average Pay $13.41/hr Bus Driver increase since 2019 $3.60/hr Bus Aide increase since 2019 $2.40/hr Referral Bonus Bus Driver Applicant $2,000.00 Referral Bonus for Bus Aide $500.00 Sign-on Bonus for Bus Driver $4,000.00 Retention Bonus for Bus Driver $2,000.00 Retention Bonus for Bus Aide $1,500.00 • Durham regularly holds job fairs and continues to place advertisements in The Roanoke Times and The Roanoke Tribune newspapers. Durham heavily advertises on billboards around the Valley, places the banner buses near frequently traveled roads and intersections, utilizes magnetic advertising signs on various transportation vehicles, and uses advertising services on Indeed and Facebook. Durham has contributed significant time in community involvement to become a familiar and recognizable business in the Roanoke Valley. S _ x k e t t q Ihi yatm STEP ' OUTSOURCING REPORT a As of November 30, 2021: Average number of absent bus drivers per day 10.3 Day of the week most bus drivers are absent Monday Office staff driving a route as of 11-30-21 4 Mechanics driving a route as of 11-30-21 1 Drivers released since 8-1-21 7 Drivers resigned since 8-1-21 4 Reason for leaving See below Drivers hired since 8-1-21 13 Drivers in driver class as of 11-30-21 0 Money sent on recruitment since 8-1-21 $151,733 Resigned Death 1 Cancer 1 Student pressures or fear 2 Terminated Drug screen 1 Failure of DOT exam 2 Im ro er/unsafe action with bus 3 improper action with others, abusive 1 The pandemic resulted in staffing challenges nationwide. For transportation, the impact was debilitating when schools closed on March 13, 2020, and bus drivers/aides were no longer needed. It is important to note RCPS engaged Durham School Services in food delivery activity to keep drivers and aides employed through the closure. Durham School Services staffed 151 bus drivers and 77 aides in March 2020; however, several drivers and aides decided the risk was too severe due to existing medical conditions, age, and/or other reasons and never returned. When schools re-opened, with limited in-person instruction, the situation was further exacerbated because the exposure to more students and staff contributed to continued COVID-19 concerns. Durham is not alone in their staffing challenges. There continues to be a national, regional, and local shortage of qualified drivers willing to drive school buses. Durham School Services has yet to recover to pre-pandemic staffing levels (151 drivers and 77 aides), and daily call-off numbers are compounding the problem. Currently, as noted in the aforementioned information, Durham has 117 bus drivers and 60 bus aides. Financial Information • The amount paid to Durham School Services for 2020-21, which includes regular routes, mid- day runs, afterschool and activity routes was $9,743,858.21. Of this amount, $1,066,476.26 was for meal deliveries, student vaccine clinics, learning recovery programs, and driver/aide incentives, and were paid with CARES/ESSER funding. There were no penalties in school year 2020-21. So far in school year 2021-22, Durham School Services has incurred $338,221.15 in deductions for doubled bus routes. SY 2019-20 $9,485,788.96 $1,965,896.26 CARES/ESSER and $7,519,892.65 General Fund SY 2018-19 $11,609,218.79 SY 2017-18 $11,779,851.38 OUTSOURCING REPORT 14 CITY OF ROANOKE CITY COUNCIL 215 Church Avenue,S.W. Noel C.Taylor Municipal Building,Suite 456 Roanoke,Virginia 24011-1536 Telephone: (540)853-2541 SHERMAN P.LEA,SR Fax: (540)853-1145 Council Members Mayor Email: clerk@roanokeva.gov William D.Bestpitch Joseph L.Cobb Robert L.Jeffrey,Jr. Stephanie Moon Reynolds Vivian Sanchez-Jones Patricia White-Boyd March 7, 2022 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, herman P. Lea, Sr. Mayor SPL:ctw COMMITTEE VACANCIES/REAPPOINTMENTS March 7, 2022 Public VACANCIES: Unexpired term of office on the Board of Zoning Appeals ending December 31, 2023. Unexpired term of office on the Equity and Empowerment Advisory Board ending December 31, 2023. Unexpired term of office on the Roanoke Arts Commission ending June 30, 2024. Unexpired term of office on the Visit Virginia Blue Ridge, Board of Directors ending June 30, 2022. Three-year terms of office on the Gun Violence Prevention Commission ending March 31, 2025. 1 CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: March 7, 2022 Subject: Request for Closed Meeting This is to request that City Council convene in a closed meeting to discuss the disposition of City-owned property containing 67 acres located Countryside, where discussion in an open meeting would adversely affect the bargaining position or negotiating strategy of the public body, pursuant to Section 2.2- 3711 (A)(3), Code of Virginia (1950), as amended. Robert S. Cowell, Jr. City Manager Distribution: Council Appointed Officers Clarence Grier, Deputy City Manager W. Brent Robertson, Assistant City Manager for Community Development CITY OF ROANOKE EQUITY. COMMUNITY. EMPOWERMENT. An +^"'Yr 4 ,e Al# `:- # ,•�1 Ysv� City Council Budget Briefing March 7, 2022 Agenda • FY 2022 Overview • FY 2023 Development and Next Steps • Capital Improvement Program (CIP ) and Next Steps • FY 2023 Balancing Status z FY 2022 General Fund Overview • Revenues — Through January, FY 2022 local taxes are 6.2% ahead of target, mainly due to performance of Sales Tax, Prepared Food & Beverage, and Transient Occupancy. — Through January, FY 2022 revenues have increased approximately $11 .7 million or 10.0% compared to the same period of FY 2021 . Local taxes have increased $8.1 million or 10.3% compared to the same period of FY 2021 due to Real Estate, Sales Tax, Prepared Food & Beverage, and Transient Occupancy. — Through January, FY 2022 other revenues have increased approximately $3.6 million or 9.3% compared to the same period of FY 2021 due to the timing of collection of state revenues. • Expenditures — Through January, FY 2022 expenditures increased approximately $8.6 million or 5.4% compared to the same period of FY 2021 due to anticipated compensation increases, transfers to capital projects, debt service, CRTC, RCPS, Visit Virginia's Blue Ridge and CSA expenses such as Alternative Private Day. 3 FY 2022 Revenue Monitoring Dashboard Budget Target Actual Above orBelow Target Real Estate 94,669,000 48,435,561 49,963,656 +3.2% Sales Tax (retail sales through 22,800,000 11 ,792,959 13,481 ,929 +14.3% December) Business License Tax 14,600,000 405,308 1 ,386,350 +242.0% Transient Occupancy Tax 2,730,000 1 ,380,320 2,373,687 +72.0% Prepared Foods & Beverage Tax 14,800,000 6,417,463 9,643,779 +50.3% All Local Taxes 210,018,711 81 ,526,945 86,613,896 +6.2% *Target comparisons use the percent of revenue recognized for the prior 3 years (averages) through the same month (Dec). 4 FY 2022 Expenditure Monitoring Dashboard Key Measurements FY22 Budget • - . . - Expenditures • - Above . Below Target 'ublic Safety Overtim4JIF $987,856 $569 91 Mff'$l,511,,38 _ , Children Services Act $13,805,687 $5,065,564 $5,592,050 + 10.4% Solid Waste Costs $2,717,805 , 7,236 Workers Comp $2,313,292 $1,156,646 $1,282,497 + 10.9% Total General Fund $311,321 ,408 $181 ,604,155 $169,063,911 - 6.9% PriorCurrent Balance 1 year • Balance • • Salary Lapse $3,348,454 $1 ,304,621 $1 ,803,673 (Turnover Savings) Operating Contingency $655,368 $1 ,440,168 $1,352,411 5 FY 2022 Key Local Tax Performance • . . Above/ YTD (Jan) Year-End Adopted Actual Projection • • - Budaet Real Estate 94,669,000 49,963,656 95,000,000 331,000 0.3% Sales* 22,800,000 10,724,467 25,000,000 2,200,000 9.6% Transient Occupancy 2,730,000 2,373,687 3,900,000 1,170,000 42.9% Prepared Foods & Beverage 14,800,000 9,643,779 16,600,000 1,800,000 12.2% Cigarette Tax 1,900,000 1,059,006 1 ,825,000 (75,000) -3.9% Motor Vehicle License 2,900,000 513,449 2,100,000 (800,000) -27.6% Communications Tax 4,900,000 2,109,546 4,900,000 - 0.0% Personal Property 24,750,000 (575,771) 28,400,000 3,650,000 14.7% Business License 14,600,000 1,386,350 14,600,000 - 0.0% **Other 25,969,711 9,415,727 27,600,000 1,630,289 6.3% TOTAL 210,018,711 86,613,896 219,925,000 9,906,289 4.7% *Sales Tax represents sales through November. **Other: District Taxes, Public Service Corp, Penalties/Interest, Utilities Tax, Recordation and Probate, Admissions, Franchise Fees, Bank Stock, Delinquent Taxes 6 FY 2022 Net Local Tax Increase Adjustment . . Local Tax Growth $919061289 Downtown District Taxes (45,000) Visit Virginia's Blue Ridge (431 ,250) Net Local Tax Growth 9,430,039 RCPS Increase (40%) 3,772,016 City Increase (60%) $516581023 7 FY 2023 Local Tax Estimate GrowthFY 2021 Actual FY 2022 FY 2022 FY 2023 Adopted Projectipn Estimate N Real Estate $93,073,800 $94,669,000 $95,000,000 $101,970,000 $7,301,000 7.71% Sales 24,115,939 22,800,000 25,000,000 25,000,000 2,200,000 9.65% Transient 2,767,280 2,730,000 3,900,000 4,000,000 1,270,000 46.52% Occupancy Prepared Foods & 15,466,191 14,800,000 16,600,000 16,850,000 2,050,000 13.85% Beverage Cigarette Tax 1,818,865 1,900,000 1,825,000 1,795,000 (105,000) -5.53% Motor Vehicle 3,214,542 2,900,000 2,100,000 2,700,000 (200,000) -6.90% License Communications 5,119,041 4,900,000 4,900,000 4,680,000 (220,000) -4.49% Tax Personal Property 24,850,475 24,750,000 28,400,000 26,720,000 1,970,000 7.96% Business License 13,949,251 14,600,000 14,600,000 14,900,000 300,000 2.05% *Other 27,881,376 25,969,711 27,600,000 28,002,600 2,032,889 7.83% TOTAL $212,256,761 $210,018,711 $219,925,000 $226,617,600 16,598,889 7.90% *Other: District Taxes, Public Service Corp, Penalties/Interest, Utilities Tax, Recordation g and Probate, Admissions, Franchise Fees, Bank Stock, Delinquent Taxes FY 2023 Net Local Tax Increase Adjustment Local Tax Growth $ 1615981889 Downtown District Taxes (57, 189) Visit Virginia's Blue Ridge (476,250) Net Local Tax Growth 1670657450 RCPS Increase (40%) 6,4261180 City Increase (60%) $976391270 9 Total RevenueEstimate FY 21 Actual FY 22 Adopted FY 22 Projection FY 23 Estimate Growth Local Taxes 212,256,761 210,018,711 219,925,000 226,617,600 16,598,889 7.9% Permits, Fees & 1,297,081 1,119,300 1,087,000 1,087,000 (32,300) -2.9% Licenses Fines & Forfeitures 863,283 1,035,500 752,000 752,000 (283,500) -27.4% Revenue from Use of 272,514 548,500 212,000 212,000 (336,500) -61.3% Money/Property Intergovernmental 75,161,800 75,981,798 76,114,906 76,114,906 133,108 0.2% Charges for Services 17,174,267 17,923,955 16,988,750 16,988,750 (935,205) -5.2% Miscellaneous 961,785 1,002,236 932,500 932,500 (69,736) -7.0% Total Revenue 307,987,490 307,630,000 316,012,156 322,704,756 15,074,756 4.9% Growth —4.9% 10 Potential Fee Adjustments • Elimination of Library Fine/Fee Compensation • Compensation Study in progress • Each 1 % pay increase - $1 ,035,000 • Public Safety Step Pay Plan — est. $1 ,800,000 • $15/hr Minimum adjustments — $325,000 • 457 Plan Match $ 10/pay period — $400,000 • Reserving $7,700,000 for compensation 12 FY 2023 Expenditure Enhancements Priority Adjusted Non Discretionary TotalL Base Discretionary Supplementals' Enhancements Education/RCPS $87,785,861 $6,426,180 $0 $6,426,180 Community Safety 76,987,241 363,098 71 ,427 434,525 Human Services 41 ,313,529 0 91 ,770 91 ,770 Infrastructure 28,551 ,737 2,194,749 51 ,000 2,245,749 Livability 18,574,982 136,629 160,073 296,702 Good Government 19,938,246 365,245 216,886 582,131 Economy 2,366,363 0 70,860 70,860 Non-Departmental 24,218,625 8,848,780 0 8,848,780 External Agencies 8,079,159 594,526 72,460 666,986 SUBTOTAL TOTAL $307,8157743 $18,9297207 $7347476 $19,6639683 GENERALFUND TOTAL $32794799426 13 FY 2023 Expenditure Enhancements • Education/RCPS — RCPS funding determined by funding formula • Human Services — Administrative Support for DSS Attorney — Cremation Services (cost increase) • Economy — Senior Economic Development Specialist 14 } FY 2023 Enhancements • Community Safety — Jail Medical Contract Increase — Drug Prosecutor and Victim Witness Grant Match — E911 Technology Maintenance — Property Management costs at Blue Hills Communication Center — Interpretation Services for E911 — Fire Fighter Uniform Replacements — Utility Increases at Fire/EMS Stations and Regional Training Center — Medical Supplies Inflationary Increases — Deputy Emergency Management Coordinator — Temporary Combination Inspector to Full Time — Police In-Car Camera License Cost Increase — Police Less Lethal Equipment 15 FY 2023 Enhancements • Infrastructure — Technology Contract Increases — Security Door Maintenance — Cybersecurity: Security Testing / Virtual Chief Information Security Officer — Conference Room Display maintenance — Bridge Inspection and Maintenance Inflationary Increases — Fleet Sublet Vendor, Parts, Accident Repair — Fleet Fuel Inflation — Fleet PPE, Shop Supplies and Uniforms — Facilities Contract Cleaning — Bridge Safety Inspection Program — Bridge Maintenance 16 FY 2023 Enhancements • Livability — Community Sustainability Technology Costs and Memberships — Neighborhood Improvement Grants — RVRA rate increase — Temporary Combination Inspector to Full Time — Therapeutic and Senior Recreation Contract Increase — State Aid funding for Books — Security Guard at Libraries (restoration) 17 FY 2023 Enhancements • Good Government — Technology Maintenance Increases for Commissioner of Revenue, Finance, Human Resources, and Purchasing — External Audit Contract Increase — Professional Development and Training — Postage for Real Estate Notice Mailings — Budgeting System Enhancements — Assistant to the City Manager position (restoration) — Paid Internships — Employee Health Clinic Contract Increase — Wellness Program (Reimbursed by Health Provider) 18 FY 2023 External Agency Adjustments • Visit Virginia's Blue Ridge (allocation by formula) • Blue Ridge Behavioral Healthcare • Service District Taxes • Western Virginia Regional Facility Authority 19 FY 2023 Non-Departmental Enhancements Adjusted Base Enhancements Debt Service * $15,204,748 $17000,000 Civic Center Debt Service 17870,207 (41 ,174) Civic Center Subsidy 441 ,260 41 ,174 Civic Center Admissions Tax 360,000 0 GRTC 1 ,773,432 0 Compensation 0 777007000 Worker Compensation 2,3131292 250,000 Reserves 1 ,375,000 250,000 Contingency 1 ,500,000 0 Lapse (2,478,540) 0 Other** 1 ,859,226 (351 ,220) TOTALS $24,218,625 $87848,780 * Debt Service includes new model for projects. **Line of Duty, OPEB, Dental, Extended Illness, Medical, Payroll Accrual, Reclass Contingency, Termination Leave, Unemployment Wages, Mini-Grant/Donations 20 March Th Balancing Status Estimated FY 2023 Revenues $322,704,756 Preliminary FY 2023 Expenditures 327,479,426 March Th Variance ($4,774,670) 21 Items Not Yet Funded • General Assembly actions — Unfunded mandates — Reduced revenues • Fleet Capital restoration $550k • Technology Capital $1 . 5 M • Other items not funded $2.6 M 22 Financial Advisors Davenport & Company David Rose, Senior Vice President and Head of Public Finance 23 FY 2023-2027 Capital Improvement Program *Projects currently funded through cash/grants — Annual Bridge Maintenance — Annual Street Paving — Fleet Capital Replacements — Technology Capital Improvements — Capital Building Maintenance — Parks & Recreation Master Plan - Eureka Recreation Center 24 FY 2023-2027 CIP (Debt-funded portion) Project 2023 2024 2025 2026 2027 Total Morningside Elementary(expand instructional space and replace aging modulars),new school construction to replace Preston Park elementary(year 1) $12,750,000 $12,750,000 New school construction to replace Preston Park Elementary(year 2),Lincoln Terrace Elementary (HVAC,roof replacement),Patrick Henry(regrade practice field),Hurt Park Elementary(new playground) $12,855,000 12,855,000 New school construction to replace Preston Park Elementary(year 3) $5,000,000 5,000,000 Westside Elementary renovation or new construction(year 1),Roanoke Academy for Mathematics and Science Elementary(roof replacement),Highland Park Elementary(roof replacement),James Madison Middle School(roof replacement) $5,000,000 5,000,000 Westside Elementary renovation or new construction(year 2) $5,000,000 5,000,000 Wasena Bridge -Phase 2 Construction 13,750,000 13,750,000 13th Street SW over NSRW-Construction 2,000,000 2,000,000 Melrose over Peters Creek-A&E and Right of Way 1,250,000 1,250,000 Belmont Branch-Phase 2 Construction 300,000 1,700,000 2,000,000 Washington Park Pool 750,000 2,400,000 3,150,000 Skate Park 1,000,000 1,000,000 Parks&Recreation -Capital Maintenance 1,200,000 1,200,000 Civic Center-Berglund Ctr Improvements(BPAT restroom remodel,conversion of parking lot lights to LED,and replacement of BPAT roof) 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 Stormwater Improvements-A wide range ofwork including initial projects to reduce flooding in downtown(1st Street and Salem Ave.,Jefferson/Shenandoah Tunnels)neighborhood drainage projects(Melrose Ave.crossing project,West End drainage projects),continued acquisition of flood prone properties and conversion back to flood plain(Peters Creek wetland),water quality/stream restorations(Garnand Branch,Peters Creek),and various flood mitigation and small construction projects. 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000 Curb,Gutter and Sidewalk(CGS) CGS-New 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,500,000 CGS-Maintenance 635,000 635,000 635,000 635,000 635,000 3,175,000 Streetscapes Improvements 500,000 500,000 500,000 500,000 500,000 2,500,000 Street Paving and ADA Ramp 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 Passenger Rail 1,865,000 1,865,000 25 FY 2023-2027 CIP (Debt-funded portion ) (continued ) Project 2023 2024 2025 2026 2027 Total Fleet Capital Replacements 1,600,000 600,000 1,325,000 1,700,000 600,000 5,825,000 Advantage System 1,500,000 500,000 2,000,000 Advantage System 600,000 400,000 1,000,000 Records Management System(RMS)/Jail Management System(JMS) 1,860,000 1,860,000 Records Management System(RMS)/Jail Management System(JMS) 170,000 170,000 Network Cabling 700,000 700,000 Global HR Migration,Global Payroll,Talent Management 1,000,000 1,100,000 200,000 2,300,000 Internet Ring Expansion 400,000 350,000 750,000 Fire Station#2-A&E,Land Acquisition,Construction 850,000 1,000,000 8,300,000 10,150,000 Fire Station#2 -A&E 500,000 500,000 PWSC-Ladies Locker Room Renovation-A&E and Construction 430,000 430,000 PWSC-Wash House/Refueling Station-A&E and Construction 345,000 3,555,000 3,900,000 Capital Building Maintenance 1,000,000 1,000,000 950,000 600,000 1,000,000 4,550,000 HVAC and Structural projects 405,000 220,000 625,000 Magistrate Office Renovation-A&E and Construction 100,000 655,000 755,000 Commonwealth Attorney's Law Library-A&E and Construction 200,000 1,250,000 1,450,000 TOTAL $43,250,000 $35,925,000 $23,315,000 $25,035,000 $17,935,000 $145,460,000 "Critical"new requests "Important"new requests Excess debt service may be available in some years for one-time capital needs,the Undesignated Fund Balance and the Stabilization Reserve. 26 FY 2023-2027 Capital Improvement Program • Projects Not Currently Programmed Nor Funded — Library Master Plan — Countryside Branch — Curb, Gutter and Sidewalk — Maintenance — Streetscape Improvements — Traffic Signal Modernization — Technology Capital — Public Safety Mobile Radios — Fire Facility Master Plan — Training Facility and Station #6 Expansion — Public Works Service Center — New Employee Parking Lot — Parks and Recreation Master Plan — Fallon Park Pool, Preston Recreation Center, Rivers Edge Next Phase 27 Debt ervice FY2023 FY 2023 Bond : . ApproachIssuance Issuance . . . . Budgeted General Fund Debt Service $18, 127,857 $1811271857 Available Potential FY 2023 Debt Service Budget 1 ,000,000 0 Increase Total Potential FY 2023 Budgeted Debt 1911271857 1811277857 Service Available Anticipated FY 2023 Required Debt Service 16,422,680 15,253,984 Anticipated FY 2023 Excess Debt Service $2,705, 177 $218731873 Available for One-Time Capital Items 28 CIP Next Steps • Further review of debt model • April 5thBriefing update 29 Questions ? 30 Planned Bond Issuances FY 2022-2026 CIP Project 2022 2023 2024 2025 2026 Total RCPS $5,000,000 $12,750,000 $12,855,000 $5,000,000 $5,000,000 $40,605,000 Bridge Renovation 13,750,000 13,750,000 27,500,000 P&R Master Plan 3,000,000 4,000,000 2,300,000 9,300,000 Civic Center 900,000 1,500,000 1,500,000 1,500,000 1,500,000 6,900,000 Stormwater Improvements 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000 Curb, Gutter and Sidewalk 2,335,000 2,335,000 2,335,000 2,335,000 2,335,000 11,675,000 Streetscapes Improvements 500,000 500,000 500,000 500,000 500,000 2,500,000 Passenger Rail 1,869,000 1,869,000 Fleet Capital Replacements 1,300,000 1,600,000 600,000 1,325,000 1,700,000 6,525,000 Technology Capital 770,000 1,860,000 1,870,000 1,500,000 6,000,000 Fire Facility Master Plan 850,000 1,000,000 8,300,000 10,150,000 Capital Building Maintenance 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 Total $31,555,000 $42,295,000 $28,679,000 $17,160,000 $23,335,000 $143,024,000 Excess debt service may be available in some years for one-time capital needs, the Undesignated Fund Balance and the Stabilization Reserve. Reference: Recommended Budget-Council Briefing, May 17, 2021 Approved City Council Report, June 21, 2021 -Capital Improvement Plan Update for FY2022-FY2026 Projects currently funded through cash/grants FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 Project ADOPTED Request Request Request Request Request Technology Capital (ITC) $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 ITC -One-Time 624,500 Capital Building Maintenance 249,725 250,000 250,000 250,000 250,000 250,000 Capital Building Maintenance -One-Time 125,000 Capital Building Maintenance-Civic Center HVAC 21,550 21,550 21,550 21,550 21,550 21,550 Fleet Capital 2,350,569 2,350,569 2,350,569 2,350,569 2,350,569 2,350,569 Fleet Capital -One Time Fleet Debt Service 830,788 811,403 786,020 760,638 735,255 694,858 Fleet Debt Service -Projected 222,114 509,486 604,857 829,371 1,114,886 Stormwater 400,000 1,025,000 1,025,000 1,025,000 1,025,000 1,025,000 Stormwater- New (Cash Contribution to Capital Projects) 500,000 500,000 500,000 500,000 500,000 Bridge Annual Maintenance 418,686 418,686 418,686 418,686 418,686 418,686 Bridge Annual Maintenance -New 380,000 380,000 380,000 380,000 380,000 4,239,924 4,239,924 4,239,924 4,239,924 4,239,924 4,239,924 Street Paving Sidewalk Maintenance 335,419 335,419 335,419 335,419 335,419 335,419 Eureka Recreation Center(ARPA Grant) 8,000,000 TOTAL $8,809,585 $17,612,631 $9,225,642 $9,155,653 $8,956,522 $8,711,404 2023-2027 CIP (Debt-funded portion) FY Project 2023 2024 2025 2026 2027 Total Morningside Elementary(expand instructional space and replace aging modulars),new school construction to replace Preston Park elementary(year 1) $12,750,000 $12,750,000 New school construction to replace Preston Park Elementary(year 2),Lincoln Terrace Elementary(HVAC,roof replacement),Patrick Henry(regrade practice field),Hurt Park $12,855,000 12,855,000 Elementary(new playground) New school construction to replace Preston Park Elementary(year 3) $5,000,000 5,000,000 Westside Elementary renovation or new construction(year 1),Roanoke Academy for Mathematics and Science Elementary(roof replacement),Highland Park Elementary(roof $5,000,000 5,000,000 replacement),James Madison Middle School(roof replacement) $5,000,000 5,000,000 Westside Elementary renovation or new construction(year 2) Wasena Bridge -Phase 2 Construction 13,750,000 13,750,000 13th Street SW over NSRW-Construction 2,000,000 2,000,000 1,250,000 1,250,000 Melrose over Peters Creek-A&E and Right of Way Belmont Branch-Phase 2 Construction 300,000 1,700,000 2,000,000 Washington Park Pool 750,000 2,400,000 3,150,000 Skate Park 1,000,000 1,000,000 1,200,000 1,200,000 Parks&Recreation -Capital Maintenance Civic Center-Berglund Ctr Improvements(BPAT restroom remodel,conversion of parking 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 lot lights to LED,and replacement of SPAT roof) Stormwater Improvements-A wide range of work including initial projects to reduce flooding in downtown(1st Street and Salem Ave.,Jefferson/Shenandoah Tunnels) neighborhood drainage projects(Melrose Ave.crossing project,West End drainage projects),continued acquisition of flood prone properties and conversion back to flood plain(Peters Creek wetland),water quality/stream restorations(Garnand Branch,Peters 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000 Creek),and various flood mitigation and small construction projects. Curb,Gutter and Sidewalk(CGS) CGS-New 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,500,000 CGS-Maintenance 635,000 635,000 635,000 635,000 635,000 3,175,000 500,000 500,000 500,000 500,000 500,000 2,500,000 Streetscapes Improvements Street Paving and ADA Ramp 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 1,865,000 1,865,000 Passenger Rail Page 1 FY2023-2027 CIP (Debt-funded portion ) Project 2023 2024 2025 2026 2027 Total 1,600,000 600,000 1,325,000 1,700,000 600,000 5,825,000 Fleet Capital Replacements Advantage System 1,500,000 500,000 2,000,000 Advantage System 600,000 400,000 1,000,000 Records Management System(RMS)/Jail Management System(JMS) 1,860,000 1,860,000 Records Management System(RMS)/Jail Management System(JMS) 170,000 170,000 Network Cabling 700,000 700,000 Global HR Migration,Global Payroll,Talent Management 1,000,000 1,100,000 200,000 2,300,000 Internet Ring Expansion 400,000 350,000 750,000 Fire Station#2-A&E,Land Acquisition,Construction 850,000 1,000,000 8,300,000 10,150,000 Fire Station#2 -A&E 500,000 500,000 PWSC-Women's Locker Room Renovation-A&E and Construction 430,000 430,000 PWSC-Wash House/Refueling Station-A&E and Construction 345,000 3,555,000 3,900,000 1,000,000 1,000,000 950,000 600,000 1,000,000 4,550,000 Capital Building Maintenance 625,000 HVAC and Structural projects 405,000 220,000 Magistrate Office Renovation-A&E and Construction 100,000 655,000 755,000 Commonwealth Attorney's Law Library-A&E and Construction 200,000 1,250,000 1,450,000 TOTAL $43,250,000 $35,925,000 $23,315,000 $25,035,000 $17,935,000 $145,460,000 "Critical"new requests "Important"new requests Excess debt service may be available in some years for one-time capital needs,the Undesignated Fund Balance and the Stabilization Reserve. Page 2 q��n ,�►rie-�cn AVEP • R 1863 PUBLIC FINANCE City of Roanoke, Virginia Capital Improvement Program Debt Service and Policy Metrics ROANOKE March 7, 2022 City of Roanoke, Virginia Member NYSEJFINRAISIPC Overview r� ROANOKE ■ Davenport & Company LLC ("Davenport"), as Financial Advisor to the City, has been asked to determine the estimated debt service on its multi-year Capital Improvement Program ("CIP") for FY 2022 through 2027 and related debt ratios/policies. ■ The City has provided to Davenport a breakout of potential projects to be funded over this period. ■ Davenport has prepared a series of funding approaches/strategies that seek to identify the additional annual cash requirements to meet debt service under each. ■ The City is currently scheduled to enter the Credit Markets this April to inaugurate the six-year Cl P. DAVENPORT = PUBLIC iItia..NCF_ City of Roanoke,Virginia March 7,2022 1 2022-2027 Capital Improvement Program --� ROANOKF ■ Irrespective of which projects are funded, the City will need to allocate additional resources toward future debt service. ■ For purposes of our analysis herein, Davenport has included only the following categories of debt as part of our future debt service impact on the General Fund. City General Fund-Supported Debt includes: — City General Projects; — Fleet; and — Civic Center. ■ For purposes of our analysis herein, Davenport has excluded Roanoke City Public Schools and Stormwater debt from our debt service estimates. — However, for certain debt metrics, we have included Roanoke City Public Schools debt. ■ Davenport's analysis contemplates $113,410,000 in City General Fund-Supported Debt new money borrowings from fiscal years 2022 through 2027. DAVENPORT ® March 7,2022 2 =uBi 1 -INANO !W City of Roanoke,Virginia Funding Approach/Strategies r'"'' �� ROA N OK E ■ or purposes of discussion only, Davenport has included herein two funding Scenarios. They Y 1. Traditional Borrowing Approach; and 2. Strategic Funding Approach (Bond Anticipation Note with Restructuring/Structured Principal). ■ For both Scenarios, the City maintains its 10-year payout ratio. ■ A modest restructuring of principal (approximately $400,000) was employed for Scenario 2. The present value cost is de minimis. DAVENPORT nu a_c N+rc ; City of Roanoke,Virginia March 7,2022 3 Funding Approach/Strategies Key Assumptions ROANOKE ■ Interest rates: — 2.8% for fiscal year fixed rate 2022 borrowing (approximately 0.5% above current market). — 4.0% for fixed rate fiscal years 2023-2030 borrowings. ■ Amortization: — City General Projects: 20-year level principal. — Fleet: 7-year level principal. — Civic Center: 20-year level debt service. ■ Bond Anticipation Notes: — 2.5% for fixed-rate BANs. — Final maturity is three years after BAN issuance. ■ Fleet: — For both Scenarios, Fleet is amortized over 7 years with level principal. DAVENPORT =- March 7,2022 4 PUBLIC FwaNC' City of Roanoke,Virginia Capital Improvement Program /.w'`a i' _.ry ROA N O K E D FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 City General Fund-Supported Debt Total City-General Projects $21,355,000 $24,400,000 Fleet $17,970,000 $12,490,000 $13,835,000 $7,835,000 $97,885,000 1,300,000 1,600,000 600,000 1,325,000 1,700,000 Civic Center 900.000 1,500.000 600,000 7,125,000 Total City General Fund-Supported Debt $23,555,000 $27,500,000 1,500.000 1.500.000 1.500.000 1 500.000 8,400,000 $20,070,000 $15,315,000 $17,035,000 $9,935,000 $113,410,000 ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Other Debt Roanoke City Public Schools 5,000,000 12,750,000 Roanoke Ci 12,855,000 5,000,000 5,000,000 5,000,000 45,605,000 3.000.000 3,000.000 3.000 000 3 000.000 3.000 000 3 000.000 18 000 000 Total CIP $31,555,000 $43,250,000 $35,925,000 $23,315,000 $25,035,000 $17,935,000 $177,015,000 Note: Equivalent penny analysis and debt service is based solely on City General-Fund Supported Debt. Source: City provided information. DAVENPORT Mn �utFS i_! ;F'XPJANCr �� Summary of Equivalent Penny Impact MT (Without Excess Debt Service) ROANOKE Summary of Equivalent Penny Impact Scenario 1 Scenario 2 Strategic Funding Description Traditional Approach Approach 2023 - 3.0¢ 2023 - 0.7� 2024 - 4.8,* 2024- 1.6� 2025 - 5.0� 2025 - 1.91* 2026 - 0.0� 2026- 0.0t 2027 - 0.0t 2027 - 1.5t Fiscal Year Penny Impact 2028 - 0.0� 2028 - 1.8t 2029 - 0.0,* 2029 - 1.3t 2030 - 0.0� 2030 _0.21$ 2031- 0. 2031- 0-00 Total - 12.80 Total - 9.0,0 Note: Assumes net value of one penny on the Real Estate Tax Rate(after School's allocation)of$501,503 with no annual growth. DAVENPORTS-41 city of Roat,oke,Virg m o Summary of Equivalent Penny With Ex Impact p r� Excess Debt Service) ..••►�► ----_-- —— — _ _ ROANOKE Scenario 1 Scenario 2 Description Traditional Approach Strategic Funding Approach 2023 - 0.0� 2023 - 0.0� 2024 - 1.4� 2024 - 0.0� 2025 - 5.N 2025 - 0.00 2026 - 0.0� 2026 - 0.0� Fiscal Year Penny Impact 2027 - 0.0� 2027 - 0.0� 2028 - 0.00 2028- 1.0� 2029 - 0.0� 2029 - 1.3� 2030 - 0.0� 2030 - 0.2� 2031 - 0.0� 2031 - 0.00 Tota I - 6.40 Tota I - 2.50 Note: Assumes net value of one penny on the Real Estate Tax Rate(after School's allocation)of$501,503 with no annual growth. DAVENPORT = ROANOKE. Scenario 1 1 1 I Approach 'ity of Roanoke, Virginia DAVENPORTMarch 7,2022 PUBLIC FINANCE �` City of Roanoke,Virginia Estimated City General Fund-Supported Debt Service Traditional Approach -� ROAN0 10- Fiscal Year Principal Interest ' Total Principal Interest Total Principal Interest„ , Total 2022 $10,127,419 $4,798,437 $14,925,857 $0 925,857 2023 9,879,906 4,595,588 14,475,495 1,287,645 659,540 1,947,185 $101,167,551 $5,255,128 $16,422,680 2024 10,222,927 4,110,039 14,332,966 2,787,546 1,723,486 4,511,032 13,010,474 5,833,525 18,843,999 2025 11,462,204 3,632,081 15,094,285 3,825,132 2,430,247 6,255,379 15,287,337 6,062,328 2026 9,271,098 3,243,514 12,514,611 4,694,412 2,905,317 7,599,729 13,965,510 6,148,831 21,349,66520,114,340 6,330,256 20,438,087 2027 8,421,110 2,915,828 11,336,938 5,686,722 3,414,428 9,101,149 14,107,831 2028 8,407,192 2,619,555 11,026,747 6,224,184 3,599,859 9,824,042 14,631,376 6,219,413 20,850,789 2029 8,060,979 2,333,331 10,394,311 6,236,196 3,366,404 9,602,599 14,297,175 5,699,735 19,996,910 2030 7,830,961 2,055,673 9,886,634 6,062,961 3,132,481 9,195,442 13,893,922 5,188,154 19,082,076 2031 7,763,547 1,786,652 9,550,199 5,847,355 2,903,274 8,750,628 13,610,901 4,689,926 18,300,827 2032 7,229,208 1,530,581 8,759,789 5,775,110 2,682,704 8,457,814 13,004,318 4,213,285 17,217,603 2033 7,063,387 1,282,776 8,346,162 5,599,818 2,465,039 8,064,857 12,663,205 3,747,814 16,411,019 2034 7,147,802 1,074,676 8,222,478 5,371,501 2,254,399 7,625,900 12,519,302 3,329,076 15,848,378 2035 6,426,813 863,878 7,290,691 5,300,892 2,052,908 7,353,800 11,727,705 2,916,786 14,644,491 2036 5,625,738 666,951 6,292,689 5,316,586 1,854,257 7,170,843 10,942,324 2,521,208 13,463,533 2037 5,022,306 510,248 5,532,554 5,332,892 1,654,994 6,987,886 10,355,198 2,165,242 12,520,440 2038 3,053,919 371,256 3,425,175 5,349,834 1,455,095 6,804,929 . 8,403,753 1,826,351 10,230,104 2039 3,065,576 300,910 3,366,486 5,367,437 1,254,535 6,621,972 8,433,013 1,555,445 9,988,458 2040 3,072,279 230,151 3,302,430 5,385,727 1,053,289 6,439,015 8,458,006 1,283,439 9,741,445 2041 3,029,030 158,006 3,187,036 5,404,730 851,329 6,256,058 8,433,760 1,009,334 9,443,094 2042 2,190,000 87,050 2,277,050 5,424,475 648,627 6,073,101 7,614,475 2043 1,105,000 39,363 1,144,363 4,317,859 445,154 4,763,013 5,422,859 735,677 8,350,151484,516 5,907,376 3,279,581 3,652,141 285,814 3,937,956 2044 645,000 13,375 658,375 3,007,141 272,439 2045 2,014,294 152,154 2,166,448 2,014,294 152,154 2,166,448 2046 1,291,673 71,582 1,363,255 1,291,673 71,582 1,363,255 2047 497,878 19,915 517,793 497,878 19,915 517,793 Total $146,123,401 $39,219,919 $185,343,320 $113,410,000 $43,323,454 $156,733,454 $259,533,401 $82,543,373 $342,076,774 DAVENPORT ,® Estimated City General Fund-Supported Payout RatiosMow ' Traditional Approach ROANOKF FY 2022 After 2022 Bond FY 2026 FY 2027 Fiscal Year Existing Debt issue FY 2023 FY 2024 FY 2025 2022 6.9% 6.0% 2023 13.7% 12.6% 6.0% 2024 20.7% 19.3% 12.9% 6.6% 2025 28.5% 26.8% 20.5% 14.4% 7.7% 2026 34.9% 33.1% 27.0% 21.1% 14.8% 7.0% 2027 40.6% 38.8% 33.0% 27.4% 21.4% 14.0% 7.2% 2028 46.4% 44.5% 39.0% 33.6% 28.0% 21.1% 14.7% 2029 51.9% 50.0% 44.8% 39.7% 34.4% 28.0% 22.0% 2030 57.3% 55.3% 50.4% 45.6% 40.7% 34.7% 29.0% 2031 62.6% 60.5% 55.8% 51.3% 46.8% 41.2% 36.0% 2032 67.5% 65.4% 61.0% 56.7% 52.6% 47.4% 42.6% 2033 72.4% 70.3% 66.0% 62.0% 58.20/. 53.5% 49.1% 2034 77.3% 75.1% 71.1% 67.4% 63.8% 59.5% 55.5% 2035 81.7% 79.6% 75.9% 72.4% 69.1% 65.1% 61.5% 2036 85.5% 83.5% 80.2% 77.0% 74.0% 70.4% 67.0% 2037 88.9% 87.2% 84.1% 81.3% 78.6% 75.3% 72.3% 2038 91.0% 89.6% 87.1% 84.6% 82.2% 79.3% 76.6% 2039 93.1% 92.1% 90.0% 87.9% 85.9% 83.2% 80.9% 2040 95.2% 94.6% 93.0% 91.2% 89.5% 87.2% 85.2% 2041 97.3% 97.0% 95.9% 94.5% 93.1% 91.2% 89.5% ° 97.4% 96.3% 94.8% 93.4% 2042 98.8% 99.0% 98.4/° 2043 99.6% 99.6% 99.7% 99.2% 98.4% 97.3% 96.2% 2044 100.0% 100.0% 100.0% 100.0% 99.6% 98.8% 98.1% 100.0% 99.6% 99.1% 2045 100.0% 99.7% 2046 100.0% 2047 DAVENPORT ��-�.,� city of Rocirloke,V r City General Fund-Supported Debt Impact on Budget Excess Debt Service) M.42%� Tr-acitonalAnn OAN OKE Estimated Debt Service • . . . . .. Increase Fiscal ExistingDebt New Debt Total Debt (Decline) vs. Year Service Service Service FY 2022 2022 $14,925,857 $0 $14,925,857 $0 2023 14,475,495 1,947,185 16,422,680 1,496,823 2024 14,332,966 4,511,032 18,843,999 3,918,142 2025 15,094,285 6,255,379 21,349,665 6,423,808 2026 12,514,611 7,599,729 20,114,340 5,188,484 2027 11,336,938 9,101,149 20,438,087 5,512,231 v 2028 11,026,747 9,824,042 20,850,789 5,924,932 N N N N N N N N N0 0 ® 0 C 0 0 2029 10,394,311 9,602,599 19,996,910 N N N N N N 5,071,054 N N N N N N N N N N N 2030 9,886,634 9,195,442 19,082,076 4,156,220 Existing Debt Service �Nekv Debt Service 0-2022 Debt Service 2031 9,550,199 8,750,628 18,300,827 3,374,971 DAVENPORT uh,_,%s;ra,a vcr City of Roanoke,Virginia City General Fund-Supported Debt Tax Equivalent Impact (Without Excess Debt Service) ROANOKE ��ii ion 1 Debt Service Requirements am Debt Service Cash Flow (Deficit) Re Revenue from Adjusted Estimated Fiscal Existing Debt New Debt FY 2022 Debt Budget Prior Tax Surplus/ Incremental (Deficit) Increase (Deficit) Tax Equivalent Year Service Service Total Service ( $0 2022 $14,925,857 $0 $14,925,857 $14,925,857 $0 $0 (1,496,823) 3.00 2023 14,475,495 1,947,185 16,422,680 14,925,857 (1,496,823) 2024 14,332,966 4,511,032 18,843,999 14,925,857 (3,918,142) 1,496,823 (2,421,319) 4.8C 2025 15,094,285 6,255,379 21,349,665 14,925,857 (6,423,808) 3,918,142 (2,505,666) 5.00 2026 12,514,611 7,599,729 20,114,340 14,925,857 (5,188,484) 6,423,808 1,235,324 2027 11,336,938 9,101,149 20,438,087 14,925,857 (5,512,231) 6,423,808 911,577 2028 11,026,747 9,824,042 20,850,789 14,925,857 (5,924,932) 6,423,808 498,876 2029 10,394,311 9,602,599 19,996,910 14,925,857 (5,071,054) 6,423,808 1,352,754 - 2030 9,886,634 9,195,442 19,082,076 14,925,857 (4,156,220) 6,423,808 2,267,588 - 2031 9,550,199 8,750,628 18,300,827 14,925,857 (3,374,971) 6,423,808 3,048,837 - Total Equivalent Tax Impact 12.8C Note: Assumes net value of one penny on the Real Estate Tax Rate(after School's allocation)of$501,503 with no annual growth. DAVENPORT � PUBLIC FINANCE t.T} City General Fund-Supported Debt Impact mpact on Budget (With Excess Debt Service) . . A ..11111111111► Qn� L�ppp�Q�ch ROANOKE Estimated Debt Service • • • . • - • • • • • Increase vs. _ Fiscal Existing Debt New Debt Total Debt Excess DS Year Service Service Service Budget 2022 $14,925,857 $0 $14,925,857 $0 2023 14,475,495 1,947,185 16,422,680 0 2024 14,332,966 4,511,032 18,843,999 716,142 2025 15,094,285 6,255,379 21,349,665 3,221,808 ss 2026 12,514,611 7,599,729 20,114,340 1,986,484 $u � ' , 2027 11,336,938 9,101,149 20,438,087 2,310,231 _ _ 2028 11,026,747 9,824,042 20,850,789 2,722,932 M M M, fl; M M M Mf f+'1 M '� '}.' V Y �; ". 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o ci o 0 2029 10,394,311 9,602,599 19,996,910 1,869,054 N N N N N hi N N N N N N N N N N N N N N N N N N NN 2030 9,886,634 9,195,442 19,082,076 954,220 �ExiStisrg Debt5�rvice �New DebtService ��`€x(e5s[9ebt Service Btxrlgc>T 2031 9,550,199 8,750,628 18,300,827 172,971 DAVENPORT = '�UFIL'(�FfNarCI City of Roanoke,Virginia City General Fund-Supported Debt Tax Equivalent Impact P.�► (With Excess Debt Service) ROANOKE Trar�itinnal Amroay rvice Cash Flow (Deficit) Debt Service Requirements Debt Se Revenue from Adjusted Estimated Fiscal Existing Debt New Debt Excess Debt Budget Prior Tax Surplus/ Incremental Year Service Service Total Service Budget (Deficit) $0 Increase $0 (Deficit) $0 Tax Equivalent 2022 $14,925,857 $0 $14,925,857 $17,905,743 0 0 2023 14,475,495 1,947,185 16,422,680 18,127,857 0 0 (716,142) 1.4( 2024 14,332,966 4,511,032 18,843,999 18,127,857 (716,142) 2025 15,094,285 6,255,379 21,349,665 18,127,857 (3,221,808) 716,142 (2,505,666) 5.00 2026 12,514,611 7,599,729 20,114,340 18,127,857 (1,986,483) 3,221,808 1,235,324 - 2027 11,336,938 9,101,149 20,438,087 18,127,857 (2,310,230) 3,221,808 911,577 - 2028 11,026,747 9,824,042 20,850,789 18,127,857 (2,722,932) 3,221,808 498,876 - 2029 10,394,311 9,602,599 19,996,910 18,127,857 (1,869,053) 3,221,808 1,352,754 - 2030 9,886,634 9,195,442 19,082,076 18,127,857 (954,219) 3,221,808 2,267,588 - 2031 9,550,199 8,750,628 18,300,827 18,127,857 (172,970) 3,221,808 3,048,837 Total Equivalent Tax Impact 6.4t Note: Assumes net value of one penny on the Real Estate Tax Rate(after School's allocation)of$501,503 with no annual growth. DAVENPORT ® PUBLIC FINANCE Tax-Supported Debt Projected Policy Metrics Traditional Approach E�Waok ROANOKE ■ Tax-Supported Debt includes City General Fund-supported debt and Schools-supported debt, which are the categories the rating agencies would use to calculate the Policy metrics included on this page. Debt Service vs. Expenditures Debt vs.Assessed Value 40A ----------- ---------- 2.5% 2 O'X, ------------------------- 4% 21 0 5X, CN cr -q 10 0.01)1. N N cc a, C X C" 0 00 all N N 0 0 0 0 0 0 0 0 0 R Projected D.S. Existing D.S. —Policy Ratio(10%) <N N N N CN N N (N 0 R C\ vs Expenditures vs Expenditures E� prT� ted Debt �= E.'sb ng Dbte —PI�yRati, O%)vAV ��AV Note: Assumes Expenditures and Assessed Value increase 1.5%annually beginning in fiscal year 2022. DAVENPORT ,IM PUBLICFINANCE City of Roanoke,Virginia 1 20221 15 P ROANOKE Scenario 2 Strategic ity of Roanoke, Virginia DAVENPORT ®—_.,i City of Roanoke,Virginia March 7,2022 1C Estimated City General Fund-Supported Debt Service p r•� Strategic Funding Approach .-..►�► -- -" ROANOKE. ... . . Fiscal Year Principal Interest Total 2022 Principal Interest Total Principal Interest Total , $10,127,419 $4,798,437 $14,925,857 $0 $0 Principal Interest Total 2023 9,879,906 4,595,437 14,475,495 $0 $0 $0 $0 $10,127,419 $4,798,437 $14,925,857 2024 0 0 0 185,714 592,775 778,489 10,065,620 5,188,363 15,253,984 10,222,927 4,110,039 14,332,966 p 2025 11,462,204 3,632,081 15,094,285 0 0 414,286 1,299,075 1,713,361 10,637,213 5,409,114 16,046,327 2026 (400,000) 0 (400,000) 500,000 1,795,482 9,271,098 3,243,514 12,514,611 40,000 2,295,582 11,562,204 5,427,563 16,989,767 2027 8,421,110 16,000 56,000 1,787,259 2,514,286 4,301,545 11,098,357 5,773,799 16,872,156 2,915,828 11,336,938 40,000 14,400 54,400 3,081,698 3,284,899 6,366,597 11,542,808 6,215,127 17,757,935 2025 5,407,192 2,619,555 11,026,747 2029 40,000 12,800 52,800 3,852,636 3,713,285 7,565,921 12,299,828 6,345,639 18,645,467 8,060,979 2,333,331 10,394,311 40,000 11,200 51,200 5,057,664 3,771,258 8,828,921 13,158,643 6,115,789 19,274,432. 2030 7,830,961 2,055,673 9,886,634 2031 40,000 9,600 49,600 5,621,722 3,801,205 9,422,926 13,492,683 5,866,478 19,359,160 7,763,547 1,786,652 9,550,199 40,000 8,000 2032 7,229,208 1,530,581 8,759,759 48,000 5,545,243 3,716,361 9,561,604 13,648,790 5,511,013 19,159,803 2033 40,000 6,400 46,400 5,771,913 3,482,551 9,254,464 13,041,121 5,019,532 18,060,654 7,063,387 1,252,776 8,346,162 40,000 4,800 2034 7,147,802 1,074,676 8,222,478 44,800 5,595,507 3,251,675 8,847,182 12,698,894 4,539,250 17,235,144 2035 40,000 3,200 43,200 5,366,045 3,027,854 8,393,899 12,553,846 4,105,731 16,659,577 6,426,813 863,878 7,290,691 40,000 1,600 2036 5,625,738 41,600 5,294,261 2,813,213 8,107,474 11,761,074 3,678,690 15,439,764 666,951 6,292,689 0 0 0 5,305,749 2,601,442 7,910,191 10,934,487 2037 5,022,306 510,245 5,532,554 3,268,393 14,202,880 2038 0 0 0 5,323,816 2,389,092 7,712,908 10,346,122 2,599,340 13,245,462 3,053,919 371,256 3,425,175 0 0 0 5,339,486 2,176,139 7,515,626 8,393,405 2,547,395 10,940,801 2039 3,065,576 300,910 3,366,486 0 0 0 5,355,783 1,962,560 7,318,343 8,421,359 2,263,470 10,684,829 2040 3,072,279 230,151 3,302,430 2041 0 0 0 5,372,732 1,748,329 7,121,060 8,445,011 1,978,479 10,423,490 3,029,030 155,006 3,187,036 0 0 2042 2,190,000 0 5,390,358 1,533,419 6,923,778 8,419,388 1,691,425 10,110,814 87,050 2,277,050 0 0 0 5,408,690 1,317,805 6,726,495 7,598,690 1,404,855 9,003,545 2043 1,105,000 39,363 1,144,363 0 0 0 5,427,755 1,101,458 6,529,212 2045 2044 645,000 13,375 658,375 p 0 6,532,755 1,140,520 7,673,575 0 5,447,583 884,347 6,331,930 6,092,583 897,722 6,990,305 2046 0 0 5,468,203 666,444 6,134,647 5,468,203 666,444 6,134,647 2047 0 0 4,355,675 447,716 4,803,391 4,355,675 447,716 4,803,391 2048 0 0 3,033,378 273,489 3,306,867 3,033,375 273,489 3,306,867 2049 0 0 2,014,294 152,154 2,166,448 2,014,294 152,154 2,166,448 2050 0 0 1,291,673 71,582 1,363,255 1,291,673 71,582 1,363,255 Total $146,123,401 $39,219,919 $185,343,320 0 0 497'878 19,915 517,793 $0 $88,000 497,878 19,915 517,793 $88,000 $113,410,000 $54,409,809 $167,819,809 $259,533,401 $93,717,728 $353,251,129 DAVENPORT w Estimated City General Fund-Supported Payout Ratios MAO Strategic Funding Approach ROANOKE FY 2022 After 2022 Fleet FY 2027 FY 2028 FY 2029 FY 2030 Fiscal Year Existing Debt Issue FY 2023 FY 2024 FY 2025 FY 2026 2022 6.9% 6.9% 2023 13.7% 13.7% 7.2% 2024 20.7% 20.8% 14.9% 8.2% 2025 28.5% 28.7% 23.5% 17.5% 8.1% 2026 34.9% 35.1% 30.4% 25.0% 15.9% 7.0% % 14.3% 6.9% 2027 40.6% 40.9% 36.8% 31.9% 23.1% ° 14.2% 7.2% 2028 46.4% 46.7% 43.1% 38.8% 30.3% 21.7% 2029 51.9/0 o 52.3/0° 49.2% 45.4% 37.3% 28.9% 21.7% 15.0% 7.6% 0.0% 15.4% 8.0% ° 57.6% 55.0% 51.7% 43.9% 35.9% 28.9% 22.5% 2030 57.3/0 23.1% ° 2031 62.6% 62.9% 60.6% 57.8% 50.4% 42.6% 36.0% 29.8% 16.1/0 ° 63.3% 56.4% 49.0% 42.6% 36.8% 30.3% 23.8% 2032 67.5% 67.8% 65.8/0 0 ° ° 31.3% 70.9% 68.8% 62.1% 55.2% 49.1/0 43.6/0 37.4/0 2033 72.4% 72.6% 55.5% 50.3% 44.4% 38.7% 77.5% 76.1% 74.3% 68.0% 61.2% 2034 77.3% 51.0% 45.7% 80.7% 79.3% 73.3% 66.8% 61.4% 56.5% 2035 81.7% 81.8% 57.0% 52.1% 84.7% 83.6% 78.0% 71.9% 66.8% 62.2% 2036 85.5% 85.6% 0 2037 88.9% 89.0% 88.4% 87.5% 82.3/0 76.6% 71.8% 67.6% 62.8% 58.3% ° 91.1% 90.6% 89.9% 85.3% 80.1% 75.7% 71.8% 67.4% 63.2% 2038 91.0/0 2039 93.1% 93.2% 92.8% 92.2/0° 88.2/o 0 83.5% 79.6% 76.1% 72.0% 68.2% 2040 95.2% 95.3% 95.0% 94.6% 91.1% 87.0% 83.4% 80.3% 76.6% 73.2%2041 97.3% 97.3% 97.2% 97.0% 94.1% 90.5% 87.3% 84.5% 81.2% 78.2% 2042 98.8/0 o 98.8% 98.7% 98.6% 96.4% 93.4% 90.7% 88.3% 85.3% 82.7% .8/0 2043 99.6% 99.6% 99.5% 99.5% 98.0% 95.6% 93.4% 91.4% 88.8% 86.5% 2044 100.0% 100.0% 100.0% ° 100.0% 99.2% 97.6% 95.9% 94.2% 92.1% 90.1% 100.0% 99.2% 98.0% 96.7% 94.9% 93.4% 2045100.0% 99.4% 98.5% 97.2% 96.0% 2046 100.0% 99.6% 98.7% 97.7% 2047 100.0% 99.5% 98.9% 2048 100.0% 99.7% 2049 100.0% 2050 DAVENPORT MW City 1,f Roy}noke,Virilia PUBLIC FINANCE City General Fund-Supported Debt Impact on Budget get (Without Excess Debt Service) /' �tr� ei_c Fly n di n g ROANOKE Estimated Debt Service s2 7E S 20 Fiscal Existing Debt Restructured New Debt Total Debt Increase vs. Year Service Debt Service Service Service FY 2022 2022 $14,925,857 $0 $0 $14,925,857 $0 2023 14,475,495 0 778,489 15,253,984 328,127 2024 14,332,966 0 1,713,361 16,046,327 1,120,470 2025 15,094,285 (400,000) 2,295,482 16,989,767 2,063,911 5 2026 12,514,611 56,000 4,301,545 16,872,156 1,946,299 2027 11,336,938 54,400 6,366,597 17,757,935 2,832,078 $0 ' _ 2028 11,026,747 52,800 7,565,921 18,645,467 3,719,611 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2 2029 10,394,311 51,200 8,828,921 19,274,432 4,348,575 2030 9,886,634 49,600 9,422,926 19,359,160 4,433,304 Existing Debt Service Restructured/Nev.,Debt 1 _ 2031 9,550,199 48,000 9,561,604 19,159,803 4,233,946 -2022 Debt Service DAVENPORT City General Fund-Supported Debt Tax Equivalent Impact .�► (Without Excess Debt Service) 01: ,z�,�N ' r�rnar OKF Debt Service Cash Flow (Deficit) Debt Service Requirements Revenue from Adjusted Estimated Fiscal Existing Debt Restructured New Debt FY 2022 Debt Budget Prior Tax Surplus/ Incremental Year Service Debt Service Service Total Service (Deficit) Increase (Deficit) Tax Equivalent 2022 $14,925,857 $0 $0 $14,925,857 $14,925,857 $0 $0 $0 2023 14,475,495 0 778,489 15,253,984 14,925,857 (328,127) p (328,127) 0.7C 2024 14,332,966 0 1,713,361 16,046,327 14,925,857 (1,120,470) 328,127 (792,343) 1.6C 2025 15,094,285 (400,000) 2,295,482 16,989,767 14,925,857 (2,063,911) 1,120,470 (943,440) 1.9C 2026 12,514,611 56,000 4,301,545 16,872,156 14,925,857 (1,946,299) 2,063,911 117,611 2027 11,336,938 54,400 6,366,597 17,757,935 14,925,857 (2,832,078) 2,063,911 (768,167) 1.5C 2028 11,026,747 52,800 7,565,921 18,645,467 14,925,857 (3,719,611) 2,832,078 (887,533) 1.8C 2029 10,394,311 51,200 8,828,921 19,274,432 14,925,857 (4,348,575) 3,719,611 (628,965) 1.3C 2030 9,886,634 49,600 9,422,926 19,359,160 14,925,857 (4,433,304) 4,348,575 (84,728) 0.2C 2031 9,550,199 48,000 9,561,604 19,159,803 14,925,857 (4,233,946) 4,433,304 199,357 Total Equivalent Tax Impact 9.0C Note: Assumes net value of one penny on the Real Estate Tax Rate(after School's allocation)of$501,503 with no annual growth. DAVENPORT ! PUBLIC FINANCE City General Fund-Supported Debt Impact on B p udget (With Excess Debt Service) ROANOKE. Estimated Debt Service Increase vs. Fiscal Existing Debt Restructured New Debt Total Debt Excess DS Year Service Debt Service Service Service Budget 2022 $14,925,857 $0 $0 $14,925,857 $0 2023 14,475,495 0 778,489 15,253,984 0 2024 14,332,966 0 1,713,361 16,046,327 0 2025 15,094,285 (400,000) 2,295,482 16,989,767 0 2026 12,514,611 56,000 4,301,545 16,872,156 0 I ' — 2028 12027 1336,938 54,400 6,366,597 17,757,935 0 HSO ,026,747 52,800 7,565,921 18,645,467 517,611 202220242026202820302032203420362038204020422044204620481t.;';, 2029 10,394,311 51,200 8,828,921 19,274,432 1,146,575 � Existing Debt Service2030 9,886,634 49,600 9,422,926 19,359,160 1,231,304 Restructured/New Debt Service 2031 9,550,199 48,000 9,561,604 19,159,803 1,031,946 —Excess Debt Service Budget DAVENPORT T URI K FINANc,� � City of Roanoke,Virginia General Fund-Supported Debt Tax Equivalent Impact . City Ge pp rt (With Excess Debt Service) ROANOKE Debt Service Requirements . : ebt Service Cash Flow (Deficit) Re Revenue from Adjusted Estimated Fiscal Existing Debt Restructured New Debt Excess Debt Budget Prior Tax Surplus/ Incremental Year Service Debt Service Service Total Service Budget (Deficit) Increase (Deficit) Tax Equivalent 2022 $14,925,857 $0 $0 $14,925,857 $17,905,743 $0 $0 $0 2023 14,475,495 0 778,489 15,253,984 18,127,857 0 0 0 2024 14,332,966 0 1,713,361 16,046,327 18,127,857 0 0 0 2025 15,094,285 (400,000) 2,295,482 16,989,767 18,127,857 0 0 0 2026 12,514,611 56,000 4,301,545 16,872,156 18,127,857 0 0 0 2027 11,336,938 54,400 6,366,597 17,757,935 18,127,857 0 0 (517,610) 1.0c 2028 11,026,747 52,800 7,565,921 18,645,467 18,127,857 (517,610) 2029 10,394,311 51,200 8,828,921 19,274,432 18,127,857 (1,146,575) 517,610 (628,965) 1.3C 2030 9,886,634 49,600 9,422,926 19,359,160 18,127,857 (1,231,303) 1,146,575 (84,728) 0.2( 2031 9,550,199 48,000 9,561,604 19,159,803 18,127,857 (1,031,946) 1,231,303 199,357 - Total Equivalent Tax Impact 2.5C Note: Assumes net value of one penny on the Real Estate Tax Rate(after School's allocation)of$501,503 with no annual growth. DAVENPORT PUBLIC FINANCE. Tax-Supported Debt Projected Policy Metrics Strategic Funding Approach 'Adam ROANOKE 0 Tax-Supported Debt includes City General Fund-supported debt and Schools-supported debt' which are the categories the rating agencies would use to calculate the policy metrics included on this page. 12 Debt Service vs. Expenditures Debt vs.Assessed Value 4 10" 40r 8_ 3.51X, 3.0 r, 255; 4% 2 05. I 2% 1.0 0.bv 0% N M oo 0.0,X N N N N N N N v 17 -17 v N IN N N 114 N N N N 0 0 0 0 0 0 0 0 Projected D.S. i=iii Existing D.S. -Policy Ratio(10%) N N N vs Expenditures vs Expenditures Projected Debt Existing Debt —Policy Ratio(4.0%) vs AV vs AV Note: Assumes Expenditures and Assessed Value increase 1.5%annually beginning in fiscal year 2022. DAVENPORT = PUBLIC FINANCE City of Roanoke,Virginia ROANOKE Timetable/Next Steps ity of Roanoke, Virginia DAVENPORT ® of Roanoke,Vir inia March 7,2022 24 Cit PUBLIC FINANCE y e, g Timetable / Next Steps E�Mc ROANOKE Date Action Week of March 28 Rating agency calls or visits. Week of April 18 Bond sale. Week of May 2 Closing. DAVENPORT Municipal Advisor Disclaimer rim y ROANOKE The enclosed information relates to an existing or potential municipal advisor engagement. The U.S.Securities and Exchange Commission(the"SEC")has clarified that a broker,dealer or municipal securities dealer engaging in municipal advisory activities outside the scope of underwriting a particular issuance of municipal securities should be subject to municipal advisor registration. 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Certain assumptions may have been made for modeling purposes or to simplify the presentation and/or calculation of any projections or estimates,and Davenport does not represent that any such assumptions will reflect actual future events. Accordingly,there can be no assurance that estimated returns or projections will be realized or that actual returns or performance results will not materially differ from those estimated herein. This material may not be sold or redistributed without the prior written consent of Davenport.01.13.13 Version 01.13.14 SO/JM/DR DAVENPORT ,® 1� rUr , .>�� PUBLIC FINANCE .� City of Roanoke,Virginia ADJUSTING VALUATION RATIO FOR PERSONAL PROPERTY TAX(VEHICLE) RELIEF RESULTING FROM RECENT AND TEMPORARY APPRECIATION IN VALUE PART OF THE FY2022-2023 BUDGET BRIEFING MARCH 7, 2022 CITY COUNCIL MEETING 9:00 A.M. SESSION A. 2022 PERSONAL PROPERTY TAX ASSESSMENTS WERE UNUSUALLY HIGHER DUE TO INFLATION CAUSED BY THE LACK OF SUPPLY OF USED VEHICLES IN THE MARKET PLACE. ACCORDINGLY, IT IS PREDICTED THAT THIS WILL CORRECT ITSELF AND SIMILAR ACTION WILL NOT BE NECESSARY NEXT FISCAL YEAR. B. SOME LOCAL GOVERNMENTS, DESIRING NOT TO OVERBURDEN THEIR CITIZENS,ARE LEANING TOWARDS ALLOWING THEIR LOCAL COMMISSIONER OF THE REVENUE TO ADJUST THE ASSESSMENT RATIO IN ORDER TO LOWER THE PERSONAL PROPERTY TAXES DUE AS CLOSE TO 2021 LEVELS AS POSSIBLE. IT IS MY UNDERSTANDING THAT THERE WILL BE NO REVENUE LOSS TO MOST LOCALITIES AS FY2022 REVENUE PROJECTIONS WERE BASED UPON FY2021 COLLECTIONS DATA, NOT THE INFLATIONARY BUMP CREATED BY THE LACK OF INVENTORY. C. AUTHORITY FOR LOCALITIES TO COLLABORATE WITH THE COMMISSIONER ON THE USE OF A DIFFERENT VALUATION RATIO, ON A TEMPORARY BASIS, CAN BE FOUND IN VIRGINIA CODE SECTION 58.1-3503(A) (3) AND SECTION 58.1-3503(B). IT HAS BEEN REPORTED THAT THIS DRAMATIC INCREASES IN N.A.D.A. VALUES ARE DUE LARGELY TO TEMPORARY MARKET CONDITIONS WHICH DO NOT REFLECT THE REAL MARKET VALUE OF VEHICLES ONCE THE INVENTORY OF USED VEHICLES RISES TO PRE- COVID LEVELS. (COPIES OF COMMUNICATION*FROM COMMISSIONER OF THE REVENUE IN CLOSING, OUR CITIZENS DESERVE EVERY CONSIDERATION THAT WE CAN GIVE SINCE REAL ESTATE TAX ASSESSMENTS HAVE RISEN AN AVERAGE OF 14%AND WE HAVE ALREADY AGREED TO CONTINUE TO RAISE THE STORMWATER FEES INCREMENTALLY OVER THE NEXT FIVE YEARS AS WELL AS HIGH GAS PRICES, GROCERIES, UTILITIES, FAST FOOD,ETC. IF THIS COUNCIL CAN GRANT A REDUCTION, IN THIS INSTANCE --- 1 BELIEVE WE OWE IT TO OUR CITIZENS TO DO IT. COUNCIL MEMBER STEPHANIE MOON REYNOLDS COMMISSIONER OF THE REVENUE CITY OF ROANOKE RYAN S. LAFOUNTAIN COMMISSIONER rbc GREGORY S.EMERSON CHIEF DEPUTY Roanoke City Council 215 Church Ave SW Roanoke,Virginia 24011 March 1, 2022 Honorable Members of Roanoke City Council, I am writing to you today as a follow-up to my communication of February 4,2022,at the request of Councilmember Stephanie Moon-Reynolds. In my communication of February 4, 2022, 1 had advised members of Roanoke City Council, the City Manager, the Director of Finance, and the Treasurer of a potentially significant increase in vehicle values assessed by this office. As you may know, the Commissioner of the Revenue's office uses the NADA/JD Power guide in order to establish a vehicle's value and we receive a file annually from NADA/JD Power.This file provides us with the fair market value for vehicles at NADA/JD Power's clean loan valuation rate. Generally speaking, clean loan value is second-lowest valuation method used, behind clean retail, clean trade-in, and average trade-in, but ahead of rough trade-in. We use a clean loan valuation to account for general wear and tear on vehicles. As we have gotten valuations in on vehicles,we have noticed a substantial increase in the overall values of regular individual vehicles and regular individual clean fuel vehicles.While a gradual increase in the values of vehicles in the aggregate is to be expected with fleet replacement and limited inflation,the increase in values from 2021 to 2022 far outstrips prior trends. Below is a chart that goes over the increase in billing book values in percent of regular individual vehicles, regular individual clean fuel vehicles, and the net increase in the value of the billing book across all lines of personal property over the preceding year. ,,Year/Type Regular Individual Regular Individual Clean Fuel Overall Personal Property 2018 over 2017 1.08% 1.14% 1.97% 2019 over 2018 3.27% 10.59% 4.61% 2020 over 2019 3.35% 12.03% 2.68% 2021 over 2020 12.60% 46.75% 5.08% 2022 over 2021* 1 31.42% 1 61.30% 1 -2.82° *Billing book for 2022 not yet complete.These figures represent data through February 28,2022,with Commissioner of the Revenue staff still manually adding values for vehicles not automatically valued through NADA.Such vehicles include campers,RVs,motorcycles,aircraft,and certain business vehicles.As those values continue to be added,the overall personal property change will continue to trend up towards and across 0%. The billing book is generally completed in early April. 215 Church Avenue SW,Room 251*Roanoke,Virginia 24011 Phone(540)853-2521 * Fax(540)853-1115 *wivw.roanokeva.gov COMMISSIONER OF THE REVENUE G� oF R°gn6 CITY OF ROANOKE RYAN S.LAFOUNTAIN COMMISSIONER °ITI'Q` GREGORY S.EMERSON CHIEF DEPUTY As you can see,the annual change in the aggregate assessment of regular individual vehicles and regular individual clean fuel vehicles has increased substantially over prior year changes and the changes in those categories also have outpaced the overall personal property book. I have also been asked to illustrate examples of what this change in valuation would look like to individual taxpayers. In order to do, I will use 5 separate examples of actual vehicles within our system, with all identifying information redacted. These examples will serve to illustrate the actual increase in value for those vehicles, the tax assessed, the personal property tax relief applied, and the license fee associated with such an account. Personal property tax relief covers the full amount of tax owed for vehicles valued at and under$1,000 and provides a prescribed amount of relief for vehicle values up to $20,000. All value of a vehicle over$20,000 is subject to the full tax rate, which is to say that a vehicle worth $25,000 would be eligible for relief on the first $20,000 of its value and subject to the full tax on the remaining$5,000.These numbers are provided under the assumption that the tax relief rate for 2022 is the same as 2021: 52.1%.Any change to the tax relief rate would change the figures for 2022. 1994 Ford Ranger XLT Year Assessment Tax Relief License Tax Total Due 2021 1 $225.00 $7.76 $7.76 $28.00 $28.00 2022 $1188.00 $40.99 $21.36 $28.00 $47.63 2005 Toyota Camry 4-Cylinder Standard Year Assessment Tax Relief License Tax Total Due 2021 $2225.00 $76.76 $39.30 2022 $28.00 $65.46 $2900.00 $100.05 $52.13 $28.00 $75.92 2014 Kia Optima Year Assessment Tax Relief License Tax Total Due 2021 $7550.00 $260.48 $135.71 $28.00 $152.77 2022 $9675.00 $333.79 $173.90 $28.00 $187.89 2018 Tesla Model S Year Assessment Tax Relief License Tax Total Due 2021 1 $26925.00 $928.91 $359.49 2022 $35800.00 $28.00 $597.42 $1235.10 $359.49 $28.00 $903.61 2020 Ford Explorer Year Assessment Tax Relief License Tax Total Due 2021 $40600.00 $1400.70 $359.49 $28.00 $1069.21 2022 $47450.00 $1637.03 $359.49 $28.00 $1305.54 The process for billing these taxes involves multiple moving parts and should any action be taken by council, it would need to occur at speed at this time,as the Department of Technology would need to 215 Church Avenue SW,Room 251*Roanoke,Virginia 24011 Phone(540)853-2521 * Fax(540)853-1115 *www.roanokem.gor COMMISSIONER OF THE REVENUE q0FCITY OF ROANOKE F G~ f RYAN S.LAFOUNTAIN COMMISSIONER GREGORY S.EMERSON CHIEF DEPUTY implement policy changes into its system processes and verify that those processes work. The Commissioner would apply the tax policy, the billing book would be sent to the Treasurer's office for subsequent processing and delivery to the printer for mailing, and those bills would be postmarked by April 15. Over the last 5 years,the billing book has been completed by no later than April 9 annually. I am providing this information in the spirit of service to my fellow public servants, fully understanding that the Commissioner of the Revenue does not set or guide policy, but rather administers the tax policies enacted by state and city government. Accordingly, this office does not implicitly or explicitly endorse or recommend if any action should be taken nor the form of any action that might be taken. If you have any additional questions or if you would like additional information, please do not hesitate to contact me. K XI -1- Ryan La Fountain Commissioner of the Revenue ryan.lafountain@roanokeva.gov (540)853-5256 CC: Greg Emerson, Chief Deputy Commissioner of the Revenue Robert Cowell, City Manager Amelia Merchant, Director of Finance Susie Mccoy, City Clerk Evelyn Powers,Treasurer 215 Church Avenue SW,Room 251*Roanoke,Virginia 24011 Phone(540)853-2521 * Fax(540)853-1115 *www.roanokera.gor Office of the Mayor 1/ASO � U�� CITY OF ! ROANOKE \LrRGINiK DEVELOPMENTAL DISABILITIES AWARENESS MONTH WHEREAS, approximately 15,000 City of Roanoke residents have a developmental disability; WHEREAS, the City of Roanoke recognizes the unlimited potential for all of our citizens, including those with developmental disabilities to live, work and thrive in our communities; WHEREAS, the City of Roanoke is committed to recognizing that every person, regardless of perceived ability, has valuable strengths, infinite capacity to learn and make decisions, and the capability to make valuable contributions to their communities if given the opportunity to do so; WHEREAS, the City of Roanoke is making positive changes by promoting equality of opportunity, access and choice for City of Roanoke citizens with developmental disabilities. We are committed to the promise of a City in which all people have the knowledge, opportunity and influence to make a difference in their lives and the lives of others;and WHEREAS, Developmental Disabilities Awareness Month is an opportunity to recognize the importance of ensuring inclusive environments with equitable access to communication, education, meaningful employment housing, transportation and public accommodations NOW, THEREFORE, I, Sherman P. Lea, Sr., Mayor of the City of Roanoke, Virginia, do hereby declare March 2022, throughout this great, seven-time All America City as Developmental Disabilities Awareness Month. Given under our hands and the Seal of the City of Roanoke this seventh day of March in the year two thousand and twenty-two. SII I Sherman P.Lea, Sr. Mayor ATTEST.• ` A ecelia F.McCoy City Clerk MINUTES Audit Committee of Roanoke City Council Location: Emergency Operations Center Noel C. Taylor Municipal Building, Room 159 North Date: December 20, 2021 Time: 1:00 p.m. to 1:32 p.m. Attendees: Audit Committee Member Present(Y/N) Joseph Cobb (Chair) Y Patricia White-Boyd (Vice-Chair) Y Bill Bestpitch (Member) Y Sherman Lea (Ex-Officio) Y* * Mayor Lea joined the meeting at 1:25, at the end of item#5 below. Drew Harmon, Municipal Auditor Bob Cowell, City Manager Timothy Spencer, City Attorney Amelia Merchant, Director of Finance Tasha Burkett, Information Systems Auditor Cari Spichek, Senior Auditor Dorothy Hoskins, Senior Auditor Steve Martin, Director of Human/Social Services Meredith Burger, Human Services Business Administrator Ann Bostic, Accounting and Systems Manager Mary Talley, Accounting Supervisor Andrea Trent, Retirement Systems Manager John Aldridge, Partner, Brown Edwards & Company 1. Call to Order: Mr. Cobb welcomed everyone and called the meeting to order at 1:00 p.m. 2. Approval of the Minutes from the September 1, 2021 Meeting: Mr. Cobb asked for a motion to approve the minutes for the September 1, 2021 meeting. Mr. Bestpitch made a motion to approve and Ms. White-Boyd seconded the approval. The minutes were approved and filed as written. December 20, 2021 Page 2 of 6 I Update on Audit Results for the June 30, 2021 Annual Comprehensive Financial Report: John Aldridge updated the Committee regarding the status of the audit. Brown Edwards received the latest version of the Trial Balance on Friday afternoon (12/17/21) from the City, and most items have been responded to. There will be a few follow-up questions from Brown Edwards to tie back balances, and the Financial Report itself is still a work-in-process. Brown Edwards plans to meet with city staff tomorrow(12/21/21) to go over some items that they have noted in the preliminary review. Some things will need to be changed and corrected. That process will most likely take a couple weeks, but Mr. Aldridge stated he hopes to be finished with the review by the end of December. Mr. Aldridge stated that the main concern now relates to GRTC not having completed their financials. Once GRTC provides a Trial Balance and support for its numbers, another 80 hours of audit work will be required to wrap it up. He noted that the City could issue its Financial Report without GRTC, but the opinion would be modified and would not be eligible for the GFOA award. Most of the audit work on the City has been through first and second partner review. Brown Edwards has discussed preliminary findings with Finance but has not issued anything in written form yet. The findings relate to things such as conflict of interest statements not being filed timely, street maintenance (ineligible streets and how time was being tracked), and a couple of things related to special welfare funds. Mr. Aldridge asked the Committee if there were any questions or comments. Mr. Cobb asked Ms. Merchant if she would like to add anything. Ms. Merchant responded that she is very appreciative of her staff working so hard to get the City to the point where they are now. She hopes the report will be completed by the end of the year. Ms. Merchant added that the Finance Department has been in touch consistently with GRTC to offer support and assistance to ensure Brown Edwards has what is needed to complete the audit. Mr. Cobb thanked Ms. Merchant, and asked the Committee if there were any other questions. Ms. White-Boyd asked when Brown Edwards expects all reports to be finalized and completed. Mr. Aldridge responded that it depends on GRTC; hopefully by mid-January. He noted that the City's extension for filing audited statements ends January 31, 2022. Ms. White-Boyd asked if GRTC was receptive to the City's offer for help. Ms. Merchant responded that GRTC's response was "we will get it done." She noted that indications from GRTC are that the work will be done and that the Trial Balance will be delivered to Brown Edwards today (December 20, 2021) or tomorrow (December 21, 2021). Mr. Cobb stated that he is aware of some issues contributing to GRTC's delays, including having had some staff transitions, a COVID situation, and a very time-consuming move from their legacy accounting system to new system. Mr. Cobb serves on the GRTC board and noted his concern December 20, 2021 Page 3 of 6 that the Board is not receiving regular financial reports. He added that GRTC is fully aware of the importance of their part of the City's Financial Report. Ms. White-Boyd expressed concern that GRTC has not been receptive to help offered by the City. She noted that the City is finally in a good place with its comprehensive report and expressed her disappointment that GRTC seems to be the weak link this year. Mr. Cobb asked Mr. Bestpitch if he had any questions, to which he responded that he did not. Mr. Cobb then thanked everyone again, reiterating that he appreciates everyone's time and energy. Mr. Harmon reminded the Committee that Mr. Aldridge will need to present the final results of the audit to the governing body before the City can file with the APA. The City Manager and the Mayor have to certify that a presentation was made. The presentation could be made at a Council meeting or at a specially called meeting of the Audit Committee. Mr. Cobb stated he would call for a special meeting of the Committee when needed. 4. Police Cash and Fees Audit Report— FY21: Mr. Harmon stated that this is an annual audit that includes something different each year. Police academy reimbursements were audited this year for the first time. Petty cash and vice funds were tested with good results. Minor issues related to responding to requests for verification reports were noted. The Police Department is reviewing its processes for responding to report requests in the hopes of improving efficiency and response times. Mr. Harmon talked about the security and fire alarm registration process, noting the challenges to administer the annual renewal and billing processes. This section of city code was written many years ago and needs to be revised to address changes in the security camera industry and policing. Mr. Harmon noted that Doug Barber in the City Attorney's office is working with both the Police and Fire/EMS Departments to review and revise the applicable sections of city code. Mr. Spencer added that the initial draft of the changes have been made and are being reviewed by staff. Mr. Harmon next discussed Police Academy reimbursements, noting that officers have to remain on the force for three (3) years after graduating to avoid paying reimbursements. Officers can be billed as much as$14,245 if they leave within the first year. The audit identified the need to adopt formal criteria for waiving reimbursements to help ensure consistency. Mr. Bestpitch asked what types of things would qualify for waiving Academy reimbursements. Mr. Harmon responded that an injury or medical issue might prevent the officer from continuing on the force, or an officer might have to relocate due to a spouse's job. Mr. Bestpitch asked who does the billing for FOIA requests discussed in objective three (3). Mr. Harmon responded that Police Department personnel enter the charges into the receivables system (Advantage); the Treasurer's Office mails the bills and takes payments. Mr. Bestpitch asked what December 20, 2021 Page 4 of 6 the hold-up could be with entering bills into an automated system. Mr. Harmon responded that there was a backlog of requests with the Budget Analyst. Ms. White-Boyd asked about the towing fee of$78.50 noted on page 4 of the report. She noted that she receives a lot of questions about astronomical towing fees. Mr. Harmon responded that Police initiated tows are performed by private towers on an approved list. The car owner pays the towing fee directly to the private company and the City is not involved. Mr. Harmon was unable to say how the $78 in towing fees was generated as it was minimal and not reviewed as part of the audit. Mr. Spencer added that the City created a Towing Advisory Board around 2006 to establish a uniform schedule of fees towing services agree to follow in order to be included on the City's approved list of towers. The fees are set out in contracts signed by the towing companies. He stated that complaints are most likely the result of private tows that don't involve the City. Mr. Spencer noted that if a vehicle is involved in a crime the City may have it towed to a police impound lot to be held for evidence. In such cases, the City would incur the towing fee. Mr. Cobb then asked if we ever audit the contracts with the private towers. Mr. Spencer responded that the Purchasing Division does and that there is a complaint process that the Towing Advisory Board handles. The Police Chief investigates complaints and reports the results to the Board. Mr. Spencer added that the Towing Advisory Board specifies the equipment that tow trucks must have to respond safely and effectively to accidents. All of this helps ensure tows initiated by the City are performed professionally and that accidents are cleaned up quickly to keep traffic moving. He believes there have been few complaints that required investigations. Mr. Bestpitch acknowledged the distinction and suggested asking people complaining about towing fees who it was that requested the tow. Mr. Spencer agreed this would be a good practice. Mr. Cobb noted that towing services are expensive to provide due to the cost of equipment and having to be ready to respond any time day or night. Mr. Spencer commented on how much the price of towing equipment has increased over the years. Ms. White-Boyd suggested towing fees may need to be reviewed at some point, noting one company she is familiar with that charges a minimum of$100. She is concerned about the number of complaints she continues to receive related to high towing bills. Mr. Cobb asked about the management action plans, noting that some of the target dates have already passed and some are in the future. Mr. Harmon noted that next year's audit will confirm if action plans were implemented and worked. Mr. Cobb asked if there were any other comments or questions. Hearing none, the report was received and filed. December 20, 2021 Page 5 of 6 5. Foster Child SSA and Child Support Funds: Mr. Harmon noted that this was an investigation prompted by a call from a custodial parent whose child was previously in the City's foster care program. The stated concern was about how SSA and child support funds were accounted for and if additional funds were owed to the parent. The investigation found that expenses had been appropriate and that unused funds had been remitted to the parent. Mr. Harmon noted that the child was already with the parent when pandemic relief funds were automatically deposited into the city bank account setup for the child. This additional deposit was not immediately recorded, in part due to staff turnover. The funds have now been remitted to the custodial parent. Mr. Cobb asked for comments or questions. Hearing none, the report was received and filed. 6. APA Review of FY21 Collections and Remittances: Mr. Harmon stated that the APA (Auditor of Public Accounts) audits the collection of State fees by the Sherriff, Treasurer and Commissioner annually. The City remitted $76 more to the State than was required. The Treasurer has created a spreadsheet to track collections and remittances to the State that should prevent this type of error in the future. Mr. Cobb asked for questions and comments. Hearing none, the report was received and filed. 7. Other Business: Mr. Cobb asked for a brief update on the PCI implementation. Mr. Harmon noted that an ordinance to change effective dates related to the new system is on Council's agenda today. He stated that the team was very close to implementing the system in December, but real estate billing was not ready. The team is working to resolve questions about real estate billing and PCI is scheduled to be onsite to finalize real estate in April. An official go live date has not been set, but the tentative date is the weekend preceding July 4th. Mr. Harmon commented on the extraordinary effort made by the team and specifically by Auditors Tasha Burkett and Dorothy Hoskins. He noted that as project manager, Ms. Burkett has worked as much as 80 hour weeks in a week. Mr. Harmon stated that the City will have a good system when the project is finished and that he looks forward to go live in early July. Mr. Bestpitch thanked Mr. Harmon for keeping the Committee up to date. He stated that he had been reflecting on comments he made in earlier meetings, and wanted to state for the record that he knows that everyone has worked long and hard to get this project completed. Mr. Bestpitch noted that while he has been frustrated at times, he realizes that it is even more frustrating and disappointing for those that have actually worked on the project. He wanted the Committee to understand that while he has been skeptical about timeframes and so forth, it is not because he December 20, 2021 Page 6 of 6 thinks people are not doing what they should. His concern has largely been with the vendor's performance. Mr. Harmon thanked Mr. Bestpitch for his comments and noted that the vendor has performed better in the last 8-12 months. Mr. Cobb asked everyone in the room to please extend the Committee's thanks to everyone in their departments for their hard work and diligence in working on this project. He noted that when you add in the pandemic and other uncertainties involved, it makes completing a project of this type even harder. The amount of stress on everyone right now is extraordinary, so it is important to express the Committee's gratitude and appreciation for everyone and their hard work. 8. Adjournment: Mr. Cobb adjourned the meeting at 1:32 p.m. 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 CECELIA T.WEBB,CMC CECELIA F.MCCOY,CMC Deputy City Clerk City Clerk March 7, 2022 The Honorable Mayor and Members of the Roanoke City Council Roanoke, Virginia Dear Mayor Lea and Members of Council: This is to advise that Janet Carty has tendered her resignation as a member of the Roanoke Arts Commission, effective immediately. Sincerely, 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 CECELIA T.WEBB,CMC CECELIA F.MCCOY,MMC Deputy City Clerk City Clerk March 9, 2022 Joshua Johnson Neighborhood Services Coordinator Roanoke, Virginia Dear Mr. Johnson: This is to advise you that Rachel Hale has qualified as a member of the Roanoke Neighborhood Advocates to fill the unexpired term of office of Brian Bennett ending September 30, 2022. Sincerely, J-. V�&dj Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Rachel Hale, do solemnly swear (or affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Roanoke Neighborhood Advocates to fill the unexpired term of office of Brian Bennett ending September 30, 2022, according to the best of my ability. (So help me God.) RAC EL HALE The foregoing oath of office was taken, sworn to, and subscribed before me by Rachel Hale this day of �_kqAaIT022. Brenda S. Hamilton, Clerk of the Circuit Court By a2yQ , 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 CECELIA T.WEBB,CMC CECELIA F.MCCOY,MMC Deputy City Clerk City Clerk March 9, 2022 Doug Barber Assistant City Attorney Roanoke, Virginia Dear Mr. Barber: This is to advise you that Manuel Dotson has qualified as a member(Citizen-at-Large) of the Towing Advisory Board for a term ending October 31, 2023. Sincerely, Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Manuel Dotson, do solemnly swear (or affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member (Citizen-at-Large) of the Towing Advisory Board for a term of office ending October 31, 2023, according to the best of my ability. (So help me God.) A'A�INLUEL`DOTSON The foregoing oath of office was taken, sworn to, and subscribed before me by Manuel Dotson this C2_-r2_day of 2022. Brenda S. Hamilton, Clerk of the Circuit Court By , Clerk Qiii Franktin Plaza,Suite 333 Roanoke,VA 24011 ROANOKE 540-343-1550 `= REGIONAL roanoke.org PARTNERSHIP January 28, 2022 Ms. Susie McCoy City Clerk Roanoke City Council 215 Church Ave, SW, Rm 456 Roanoke,VA 24011 Dear Ms. McCoy: I am writing to request that John Hull be included on the March 7, 2022 Roanoke City Council agenda at 2:00 pm. As is customary,Mr. Hull will present an annual update to Council on the activities of the Roanoke Regional Partnership. Pete Eshelman, director of outdoor branding and Taylor Johnson, director of talent solutions will attend with John to answer any questions that council members may have for them. The presentation(in PowerPoint presentation)will take approximately 10 minutes, and an electronic copy along with two hard copies will be forwarded to Cecelia Webb in the Clerk's office. If you have any questions, or need any additional information,please contact me at 540.343.1578. Sincerely, Lisa A. Link Director of Operation Cc: Cecelia Webb CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: March 7, 2022 Subject: Annual update on activities of the Roanoke Regional Partnership I would like to sponsor a presentation by john Hull, Executive Director, for annual update on activities of the Roanoke Regional Partnership. --------------------------- Robert S. Cowell Jr. City Manager Distribution: Council Appointed Officers r a � ,r+,. ., � ir.�; �:+:''b � mss• •s �'' ,5. ""`rte �'��a " Y � � � 13 .'.';�1= .. a r•N,u'�'^°' �Y ate} Y)}f #'f 7+ �•. aA �, tx..t�`"• T Report NN� �a`r.�r, �. a Cyt ��� ��`;�� Y� bx i y��*� �• ;;,: .� s kE���'!.�F�)�'z'T iy� ��f� `, F A �ti�� •nw�'afi- ��w.l.k, r t5; J' f'ak�.v h."£` -s; •f�`�'� ��1� �"i4i��A•3'�#f�i'4'S� 'Sid ca$ s S ,�.rt � � .. r +f`L��1 . d' ; �,r,� g,M �� a�� pig•�' ,�j 3 3 � z, "n`rr° ROANOKE REGI()\'A P<v,RT ERSHIP 2021 SUCCESSES ma.-� M nters • • bolchern • ' Solve Today. Shape Tomorrow. A .CARDINAL *-t* <1) YL Glass Industries PYLE PEOPLE DELIVER roanoke.org FOLLOW US: NF roanoke,or•g ROANOKE REGIONAL PARTNERSHIP BUSINESS ATTRACTION INQUIRIES � 58 273 PROJECTS , 46 34 PROSPECTS 15 14 - 350 455 INFO- � , ■ '� 16 20 roanoke.org "OLLOW US: E� LEAD PIPELIN.E 60 % Existing Building +7/ 200 Build to Suit Projects, +44,0 Avg. Investment,* $80M FOLLOW US: _- roanoke.org ROANOKE REGIONAL PARTNERSHIP BACK ON THE ROAD 1 • Site Selectors Guild Spring -VA • Area Development Forum • Consultant Connect • Individual Consultant Meetings • Site Selectors Guild Summer r Economix • MD&M East " Virtual Consultant Table Talks • FOLLOW US: 0 91 roanoke.org INNOVATION REGION ROANOKE INNOVATION CORRIDOR ,; THE FUTURE OF INNOVATION N*' VISION OF THE FUTURE Live We b i n a r - Januar .1 f 0 a l G p m GST oG FIN FROWK „Tk�TE�i�,EdCFA ., S e�rte. e 0 t .4 e in. ,went tly{,.0 N4Mrt eee Farr a 'Ad �m+. wr.e DON HALLIWILL MICHAEL F.RrEDILANDIERi, ? .B. 104N HULL JOIN OUR LIVE WEB CHAT WITH TOP INNOVATION LEADERS +,' ,,:< .,. ,-r.X;% -ems FOLLOW US: roanoke.org ROANOKE RCOIUN>L r3 SITE DEVELOPMENT SUPPORT r ........... *p . a xe' .,.' b - r a b f , i Y`k\a�.e41:✓.S .,WT:-'��.✓. roanoke.org FOLLOW US: ROANOKE REGIONAL F'A a NERSPIF m SITE DEVELOPMENT SUPPORT V14.1 t, . Silly � w, n .. _. �g9era .�.�: x o FOLLOW US: roanoke.org ROANOKE REGIONAL PARTNE"' m SUPPORTING THE RECOVERY o Business Retention and Expansion Project o Coalition Formed o Sector Roundtables . o Business Coaching o Long-term Strategy FOLLOW US: roanoke.org - ROANOKE REGIONAL PARTNERSHIP THANKSGIVING E Dn IT ION w AL N s �,m, �" mss'• ,� a.= .;�',�+'• ,.. .�.,,�,r 'a �' �:: '.`; ;"; '�' „, ,u � =:a ,�.�,� ROANOKE REGIONAL PARTNERSH , r a' �� y �', 3 � s 1ti N` yr•` w k I N I �► .,..�. xr q i SLUE RID tAARATFHf s. R y roanoke.org FOLLOW US: � 14 T 1 e JI t 1Gginia:; 81ue�Rid��? ate.; x O CR SS , . A y � I o - • � 15 �rr ,,. Nw p h I " .�",�„ . &� .- .•� t� �f�":" r< !S +�. S'� �` '+�.wp. r� fir. ., ,� ■■ • •� ��a it � ��^` r: q � � � At , $2 . 5 Million Economic I - mpactW-Wi Z4 AM # its ON TAEL i «M....�..- _ sill ' AT .v z ray� ROANOKE REGIONAL PAtf . r` Overview 21 applications $146,000 in total requests Good regional representation Diverse projects Three categories: Maintenance (60%) New Infrastructure (25%) Organizational Support (15%) roanoke.org FOLLOW US: ROANOKE REGIONAL PARTNERSHIP MAINTENANCE: NEWINFRASTRUCTURE: 1 1 ORGANIZATIONAL SUPPORT: $30,000 $12,500 1� � $7,500 Pathfinders Trail Maintenance Tools Mtn. Bike Skills Development Humble Hikes Program $1700 Facility Expansion McAfee Knob Fire Road Repair $5250 $4762 $5000 James River Access Improvement TAP Outdoor Access Project Explore Park Regional Trail Workshop $7,250 $3500 $5000 Restoration Trees Roanoke River Greenway $1000 Waid Park Bridge Repair $9238 North Mountain Trail Repair $7300 Project ROANOKE OUTSIDE FOUNDATION FOLLOW US: W C1 ROANOKE REGIONAL PARTNERSHIP m �*- €° :4 ,� • " mj 4k ;art,. qq ef R y I 1 old w. •x �" A •i tom+ y y K v � _ t w roanoke.org { I ,an, P w yy x+x ,f * _ ..�� .� tu'�.,,,. •`` ar �� � � ase; k _ �YY roanoke.org Ro.NaKEREGIONAL o.w...a, m THRIVE 2027 ROANOKE REGIONAL - THRIVE PARTNERSHIP 2027 • economic Growtf .�,,. � Tatem Attraction Commercial Real Estate & Innovation & Workforce Developmen „ & Infrastructure y WIN In 4N ISI �. M 4 z '. y-' f a 1 • r "..,.:,.. ,. hkAd lip P A4 er fw^ •' .^tit^; b dx°, + ' � ;Y Ln rWO , k .� • � 1 ,y.t,,�'�r t �+� e �� y,( ;M}i<jq.'�. �� gip. y� ;$Ju.-. , �^a ��� yyS.Ay � h ,� a �' « •,�a' ,��, ��-' ,p*,��,rte*. �'•t . aReport ,yam �h S bf x lj'yC �tY17' . y� �4 ^ -,• "SF 'yy' ^ y'Y'-��a ,� '•;..�,.� ate.,�� � � ,*t s.� ��✓� a�',.�Ml'��'�� /` '�'n`..' ,yr_ ,�* ���' "`"2rt�A�,4�, �,'i�.P:�k r'tp,. �.,' d'�»ti. i P '�'2'`lka� • Ni. '�.�..4M' �T ♦At �y .1' �F' .A�'Jr$A'unP�+ip�aY��i'•. T t- f 1 � , �S aC�pM j5r Youth and Gang Violence Prevention Coordinator Noel C. Taylor Municipal Building 215 Church Avenue, SW, Room 364 Roanoke, Virginia 24011 ROA N O K E www.r 3.2333 vvww.roanokeva.gov YOUTH AND GANG VIOLENCE PREVENTION UNIT The Youth and Gang Violence Prevention Unit's charge is to build healthy communities by engaging with the community, providing prevention and intervention services, and creating, developing, and implementing enrichment activities. • Community Engagement- Identify and connect community resources to the citizens..Develop partnerships to mitigate barriers to resources and build community influencers. • Prevention Services Implemented - Improve families, age-appropriate school programs, positive peer relationship building, one-on-one case management. • Intervention Services Implemented - Violence Interrupters, establishing community influencers and block captains, Intensive Life Skill coaches, Community workshop, seminars, and groups • Enrichment Activities - Age-appropriate activities: Art programs, Music Programs, Sport programs, healthy eating workshops. Community Prevention Services Engagement 0 Case management • Participate in services to active, RESET inactive gang Deployments. members. • Counselors # School programs assigned to at Noel C. Taylor citizens effected alternative by gun violence. program. • Partner with aAfter-School Melrose Library Programs, positive for service Goals peer relationships. delivery. Interventions Enrichment Activities • Mind movers! 0Access to the Kirk Crisis and violence Family YMCA. response team, Jefferson Music Formerly Lab. incarcerated men Art programs with as mentors. Roanoke Arts • Community Commission. forums, training, workshops. Healthy eating workshops. City of Roanoke,Virginia Youth and Gang Violence Community Assessment: Final Project Report ELITEBUSINESS 1 S T R A T E G I E S ROANOKE Roanoke Youth and Gang Violence Community Assessment FINAL REPORT Prepared by Elite Business Strategies, LLC. Necole Holton Jacobs, Program Manager Alexa Pupillo, Lead Analyst Charles"Chuck" Caughey,Survey Manager Assessment Team: Sharon Moore Gregory"Mr.G" McClain Jefrado Granger Vernon Tillage This project was supported by City of Roanoke's Gun Violence Prevention Commission, Youth Service Agencies, Roanoke Public Schools, City Council, and the communities of Roanoke. Page 1 of 21 Executive Summary The City of Roanoke has been at the forefront in the efforts to reduce gun violence. The establishment of the Gun Violence Prevention Commission was the first of its kind to specifically address gun violence and its impacts on the community. There was a need for vendors to partner with the City of Roanoke to serve numerous functions, with the most urgent being project managing the implementation of many proactive strategies of the city and the Gun Violence Prevention Commission. There were many factors to consider when planning to support the City of Roanoke with this noble and necessary endeavor. Overseeing the complex approach to data collection, analysis and overlaying the quantitative outcomes with the qualitative outcomes towards practical people-oriented recommendations required additional expertise that Elite Business Strategies, LLC was able to provide as the vendor selected by the city to partner with on this initiative.The focus of the assessment was to support the City of Roanoke's ideas and relationships and ensure all current and future plans are tied to actionable steps, with measurable results in community buy-in and education. Finally, there was organized and efficient management of the many partner relationships the City of Roanoke has. Driving the City of Roanoke's comprehensive Youth and Gang Violence Community Assessment was the goal of providing community driven perspectives—particularly youth perspectives -on the issues surrounding gang violence. It is the City's intention to implement programs that seeks to reach young people early enough that they can see that their future can be bright and filled with much more than gun violence, prison and possibly death. Community Assessment Timeline Phase I - Planning and Initiation - included a kick-off meeting with stakeholders and that served as a gap analysis of needs specific to the Roanoke community.Also, during this Phase,connections with the community influencers were established to partner with throughout the assessment. • October 29, 2021: Stakeholder Meeting • November 1—6, 2021: Scheduled Meetings/Interviews with Community Leaders • November 7—13, 2021: Scheduled Meetings/Interviews with Youth Services Providers and other Stakeholders Phase II: Development and Implementation - included the "boots on the ground" engagement with the community leveraging relationships/partnerships formed with churches, small business owners, community advocates, association leaders, etc.,to provide outreach and information regarding the assessment. • November 8- December 10, 2021: Survey Dissemination, Circulation and Outreach Phase III-Evaluation and Closeout—included measuring and tracking performance and regular progress reporting that was conducted concurrently with Phases I and II via weekly touchpoint meetings with city Project Leads. Also, the Assessment Report that includes narratives describing the survey and interview results along with community recommendations and captures input from all stakeholders. • December 10—December 22, 2021: Survey Responses Compilation and Analysis • December 15, 2021: Quantitative Data Results and Assessment Report Draft • December 31, 2021: Qualitative Data Results and Final Assessment Report Page 2 of 21 City of Roanoke,Virginia Youth and Gang Violence Community Assessment: Final Project Assessment Methodology The assessment was completed through direct interviews with community members and Youth Serving Agencies along with surveys that were created and disseminated through a variety of method including links to survey platform (SoGo); hard copy distribution at libraries and attendance at several community events;and through a scannable QR code.The interviews and the surveys consist of multiple choice and open-ended questions aimed at soliciting feedback from Community Leaders,Community Residents, Youth Services Providers, and Youth and Students on the effects gang violence is having on the community as well as recommendations that will support mitigating the effects and making the community safer.The surveys were completely voluntary and anonymous, and respondents were not asked to share any personally identifiable information. In efforts to reach as many community members as possible,the surveys were made available in Spanish, Haitian-Creole, Arabic, Bosnian,Chinese (simplified), French, in addition to English.Also,the survey was easily shareable and could be accessed from cell phones and tablets as well as computers. Also,QR codes were set up to take respondents directly to the surveys.To help in ensuring that as many students and parents as possible had access to the surveys, Roanoke Public Schools shared the survey links through their communications channels and city posted information regarding the survey to its'website along with links and QR codes. Additionally, many of the Youth Serving Agencies assisting with disseminating information regarding the assessment by utilizing their social media platforms to post the links and QR codes to encourage community participation. The Assessment Team convened Monday through Friday during the assessment period at the Melrose Branch Library to conduct interviews either virtually by video teleconference,telephone or in person if allowed.The library location afforded the Assessment Team the opportunity to speak directly with a number of youths as well as some adults that frequented the library after school.Other locations visited to acquire data were Goodwill Headquarters,the Raleigh Court Library, Eureka Park, and Wasena Park. The team also attended several community events including the Stomp the Violence community event, 2021 Hands of Hope Annual Thanksgiving Food Drive, Dickens of a Christmas event sponsored by the city, and attended services at several area churches to conduct interviews and disseminate surveys. Additionally, Elite Business Strategies conducted three (3) outreach events at city libraries consisting of pizza nights,trivia games and provided incentives for the student/youth population to participate in the assessment.The incentives, made possible by the city, included gift cards(McDonalds, Chic-fil-A, Game Stop, Play Station and X-Box) and donated materials for"SWAG" bags from the libraries and several Youth Serving Agencies. Early on,the Lead Analyst determined that a goal of 60-75 respondents for each of the four 4 surveys would be needed to establish a baseline. Final survey respondents'totals are as follows: • Community Leaders Survey—114 • Youth Serving Agency Survey—63 • Community Resident Survey—528 • Student and Youth Survey—259 Also,there were an additional 37 interviews conducted with various Youth Serving Agency representatives and community members. Page 3 of 21 Overall recommendations reflected in the community assessment include more after school activities for youth, access to free individual counseling at schools or community agencies, opportunities forjobs, and ensuring that any programs and opportunities are accessible as well as available as many face transportation issues. Further detail is provided in the Key Findings section of this report. Key Findings I. Youth and Student Survey Demographic Data • The survey was successful at reaching people of the appropriate age group when most youth join gangs.As the surveys was designed to reach primarily disadvantaged youth in quadrants of city where higher gang activity had already been reported (NW and SW)the, respondents from those areas of the city and Black/African American respondents were oversampled. Additionally, there are changes to the response options for gender and race/ethnicity that will give respondents the ability to share more accurate information about themselves. 1.What is your age? of ■ 13 and Under ■ 14-17 a 18+ No Response 58-What race/ethnicity do you consider yourself to be? Native American Asian ` Hispanic/Spanish White/Caucasian Black/African American 0% 10% 20% 30% 40% 50% 60% 70% ■Survey(%) ■2019 Census(%) Page 4 of 21 1 City of Roanoke,Virginia Youth and Gang Violence Community Assessment: Final Project Report 57.Please provide your gender 2% _2% 4% 2% i ■Male ■ Female Transgender Non-Binary ■Prefer not to say ■ No Response 60.In what quadrant of the.City of Roanoke do you currently live? o% ■ North East(NE) ■ North West(NW) South East(SE) South West(SW) ■ No Response School Environment • Overall youth's perception of their school environment skews positive to neutral. Most agree that there are teachers/staff they can talk to and that they are treated with respect by those teachers/staff. Page 5 of 21 December 31, 2021 U�yofRuans�e' \4r�/n�aYt � V'o/pC n1y4mex�men� �'na{ rrcOeCtKepct ' 1[iSChOO( EnV rODDleDt [jDkprt Qn2StiOD3: For your CUFreOt/mOSf recent school, how much do you agree/disagree with the following statements? x:Most vfmyteachers are/were fa/rmsupervising me/t G:Most of my teachers really listen/listened to what I... F:In school I often feel/felt put down by other students XONWAn' s:/often feel/felt like m'teachers respect/respected me o:|donot/did not feel.like mvteachcrs c:c�nmuumxthere are lots nr�udentsaround, /often- o:/often feel/felt that noone at school carey/cared A: ha"e/»"�apmb� me n� r /� � staff...If . 8 so xm zm 200 250 0 Strongly Agree a Agree Neither Disagree 0 Strongly Disagree 0Not Sure * 15Y6ofYouth/students admit toatleast 1instance ofgang violence atth� irschool within the last 6months Compared to57%that�atedthere have been nosuch in~^~~�nces eseresu/t suggest that while youth gang violence atschool isnot awidespread b~~`there These an » undercurrent ofsuch violence. Limited instance nfviolence may stUa«ea»greater effect»» shootings | h feelings ofsecurity among students the same way that school larger Psychological impact onthe student popu|ation Next year mc| t�»u�hraneha»ea h»««safe students feel atschool and causes o t ef h ir fea�anx/ voeq«estm»stoas�ess fear/anxiety 28.HOVV often have gangs been involved in fights, attacks, or violence at your school in the D3St 6 rOODthS? zm *m um -- � Never =once or twice amonth , Once mtwice aweek ~ Almost every day m Do not know °No Response * Overall, most respondents reported that approximately 25-30%of school gangs engage in criminal activity orviolence,their primary activity is providing protection to one another whichwiUbe /aterre�ectedinresponsesfrom8angmembersthemse|ves. ' Page Gof21 City of Roanoke,Virginia Youth and Gang Violence Community Assessment: Final Project Report 30. Do the gangs around your school do any of the following things? H:Damage or destroy property G:Sell illegal drugs? F:Steal cars? �nn E:Rob other people? D:Steal things? C:Provide protection for each other? B:Get in fights with other gangs? 3m A:Help out in the community? 0 50 100 150 200 250 300 ■Yes ■No is No Response 31. A few questions about gangs in school G:Are you currently a member of a gang? INNOW M- 1 F:Have you ever belonged to a gang? j E:Have gang members brought guns to your school in the... D:Have gangs been involved in the sale of drugs at your... C:What about gangs that don't have members attending... B:Do any of the students at your school belong to a gang? A:Are there any gangs at your school? 0 50 100 150 200 250 300 ■Yes ■No ODonotknow `~=No Response Environmental Violence • Results for questions 11A-F were either similar across all four city quadrants or there were too many non-responses to make any conclusions about dissimilarities • Almost half of respondents,48.2%, either agreed or strongly agreed that violence is a big problem in teen dating.Teen dating violence is an often-overlooked issue and teens exploring relationship boundaries for the first time are particularly vulnerable. Schools can be an important role in teaching students about healthy relationships and providing guidance in how to identify and remove themselves from abusive relationships. Page 7 of 21 Oecember 3i, 2 2i , lI. For each St8t2Dl8nt p/28Se select your thoughts On whether you; Strongly Agree, Agree, are Not Sure, [liSagn2e. or Strongly Disagree.: p/think violence/obig problem mteen ca:�� It's ok to be mean to people who are D:Ganmns of��v�hn""mmy lesbian,^ ''– _ community ---- c:Violence mthe media makes people act violently. u: u/,easy for someone mvage mget ahold oragun A:Fights are common mmvneighborhood. n sn 100 zso 200 zsu aon 0 Strongly Agree K Agree o|saa,er Strongly Disagree amut Sue wmoResponse * While Most respondents would inform their parents or another adult authority if inaviolent situation orapproached byagang 15%ofrespondents would inform noone /twouldb impo�antto�ndaway toreach out tothose respondents and provide reso'""m e�for e parents/teachers/staff to recognize the signs that a student dealing with Conflict * Next year include open-ended questions for those who answered "No One"why they would not reach out ° Try toengage past gang members ontheir openness with family about their gang acti /t d how their families responded « yan * Rather than anadult authority 19Y6would inform y««th�o �dentifyanden�a0evvithfri d apeer(frie»dordbUn�� providere»ourceofor friends approached byagang 12* |f| were /n a violent on, or approached byagang | would teU- 3% 2%2% ' mw •parent °Friend ~ Police " No One °coun,e|or mTeache/ a Sibling No Response ° Overall, students were Positive about the solutions suggested for preventing youth violence and gang membership. * Results from question 11 will be discussed below in regard to responses from gang members. Page 8of21 City of Roanoke,Virginia youth and Gang Violence Community Assessment: Final Project Report 13. 1 think that the best way to prevent violence and gang activity among young people is to offer... K:Posters and information about violence prevention at... 1:Anti-violence messages and ads on the radio,... ROW I:Assemblies or school-wide forums to promote violence... H:Free,individual counseling at schools or community... rm- G:Teen support groups F:Hotline for youth to call with questions about violence... ppr- E:More jobs for young people D:More activities for youth to do after school IW- C:Conflict resolution programs in schools B:School instruction about racism,sexism,and... A:School instruction on how to have healthy relationships o% 10% 20% 30% 40% 50% 60% 70% 80% 90% ■Yes n No r,Other _No Response Gang Members • Of the 247 respondents 19 (7.7%)admitted to being either currently or previously involved in gangs.The small sample size combined with the many skipping questions makes it difficult to obtain any significant results from the survey.The sample size is too small to confidently say it accurately reflects the wider youth gang population or how they compare to the wider student and youth population.The results obtain from these respondents have been analyzed but this limitation in the data needs to be recognized. • Gang members primary motivations and activities revolve around protection, social bonding, money,and entertainment. Gang culture for these participants provides both emotional and material fulfillment.They gain a sense of belonging and closeness as well as potential security with the potential benefit of financial freedom.Attempts to draw youth and students away from gang culture will have to focus on providing healthy alternative sources for the benefits of gang membership.These results suggest that the solutions for preventing violence and gang activity respondents approved of most in the survey would be effective.The most popular solutions were "More jobs for young people", "More activities for youth to do after school" and "Free, individual counseling at schools or community agencies". For both after-school activities and individual counseling, it would be important to ensure that these opportunities are accessible as well as available. Page 9 of 21 Caecernber 31, 2021 Ly A " 32. Does your gang do the following? H:Damage or destroy property? w� G:Sell illegal drugs? m8m2mmmmmm - F:Steal cars? ANWHAUff"Immi"M E:Rob other people? D:Steal things? C:Provide protection for each other? B:Get in fights with other gangs? A:Help out in the community? 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 N No Response(%) 0 No 0 Yes(%) 37.Why did you join a gang? Mark all that apply. Other None of these reasons To fit in better For money To get respect M I was forced to join A brother or sister was in the gang A friend was in the gang For protection Forfun 0% 5% 10% 15% 20% 25% 3 02 Page 10 of 21 City of Roanoke,Virginia Youth and Gang violence Community Assessment, Final Project Report, 42. How much do you agree or disagree with the following statements? H: Being in a gang is a good way to make money G:My gang is like family to me F:I enjoy being a member of my gang E:Being a member of a gang makes me feel like I am a useful person to have around D:Being a member of a gang makes me feel like I really belong somewhere i C: Being a member of a gang makes me feel respected B:My gang members provide a good deal of support and loyalty for one another A:Being in my gang makes me feel important 0% 10% 20% 30% 40% 50% 60% ■Strongly Agree a Agree Neither disagree not agree Disagree ■Strongly Disagree ■Do not know Unfortunately,for those already in gangs, recreation and sports were given as the least motivating reason for leaving a gang. Obtaining a job was more ranked higher and advice/pressure from family members was the reason most frequently listed that would get them to leave their gang. Getting married and family responsibilities were the next closest reasons as well,therefore for most members its family life takes precedence over gang life. Based on these results providing guidance and resources to the family of gang members to try is worth investment. 43.Do you think you will ever leave the gang? 11°% " 11% ■Yes ■ No A Do not know No Response Page 11 of 21 [December 31, 2021" ` "hymmmn'ka' Vi,F/n/a �uu�han� G��� �/o|:n�+ innnmu/�dyA��e��meot �na| �x�en� ��po� 44. /fYou would leave the gang, which Ofthe following are n883OOs 1ikp/V to get VOU out of gang? Identify all that 3pp(\( /:somjail/prison H:Recreation/sports program �------ ----- eGet into,chov|/cuvcationprogram �- --- pobxainajou E:Family responsibilities �- �— - o:aecnmeanaren C:Get setmar,/ea �— --- a:xxoveommneiohuomoou A:Aumce/pre,svreonm famx'memb:r/re|auve om 10m zom 30m 4 so% so� No Response 0onnot Know 6 N wYex w Many of the residents when asked to pick their top three answers to a question chose more than 3 answers. This harms the reliability of the data as there is no way to know what they would have chosen as their priority if limited to three answers nor what others would have chosen if allowed more than three. Next year it is recommended that the survey is hosted on a platform that limits the number ofresponses participants can give for uprtaiquestions. ons. * In comparison to the youth survey, as the resident survey was given out more broadly with the exception oflocation, more responses were gathered from white/Caucasian fema|es However,thesamesuQ0estedchan0esthevesponseoptionsfor0enderandrace/ethnicitytha^females. However, respondents the ability to share more accurate information about themselves. 13.P|easeprovide your gender r%_ nm ° Male °Female ^ Prefer not tusay Other No Response Page 12of21 City of Roanoke,Virginia Youth and Gang Violence Community Assessment: Final Project Report 15.In what quadrant of the City of Roanoke do you currently live? 2% '1s% ■ North West(NW) ■ North East(NE) South West(SW) South East(SE) ■No Response 14.1. What race/ethnicity do you consider yourself to be? 1% 2% 1% 2% ■Black/African American ■White/Caucasian Hispanic/Spanish Asian ■ Native American ■Other(Please Specify) ■No Response Community Safety Overall, residents feel less safe in their community. Gang activity is the primary concern followed by other violent crime, drugs, and destruction of property.Among"other" concerns brought up were affordable housing and homelessness as well as lack of opportunities for youth and gun violence. 87%of community residents believe there are gangs in the community and 60%believe their activity has increased. Page 13 of 21 trecernber 31, n, 17.Do you feel safer in your community than you did two years ago? 2% r. Yes No No Response 2.1. Do you think there are gangs in your community? 1% ■Yes x No 1, No Response 4.1. In the past year, has gang activity in your community: 0% 1% ■ Increased ■ Decreased Remained about the same Other ■ No Response Page 14 of 21 City of Roanoke,Virginia Youth and Gang Violence Community Assessment: Final Project Rei Major concerns with gangs over violence and drugs. Most respondents consider poverty a leading factor in creating gang culture,followed by family issues and power. In comparison to students and youth,fewer residents considered protection as a primary motivation for gang membership. Under"Other", residences also suggested that drug use/trade and lack of incarceration/legal punishment/policing—a sort of general "weak on crime" perspective-were primary causes. 1.Please pick the top three concerns that you have about your community, if any. Gang Activity Homicide Drug Dealing Burglary or Robbery Low Police Activity Unemployment Domestic Violence Other Unkempt Property Insufficient Street Lighting Vandalism Loud Music Truancy Graffiti 0 50 100 150 200 250 300 350 1.Please pick the top three concerns that you have about your community, if any. Low Police Activity Insufficient Street Lighting Domestic Violence Vandalism Truancy Graffiti o Burglary or Robbery Drug Dealing Unkempt Property ' — Loud Music Gang Activity " Homicide Unemployment - 0% 5% 10% 15% 20% 25% ■South East(SE) South West(SW) a North East(NE) ■North West(NW) ■Total Page 15 of 21 December 31, 2021 5.Please pick the top three problems, if any, that gangs present in the community: Other Increase in weapon crimes Family disruption Public Nuisance � School disruption mm� Fighting M Increased fear for safety Increase in drug crimes Increase in violent crime Gangs are not a problem here m 0 50 100 150 200 250 300 350 400 450 6.Please pick the top three reasons you believe gang activity exists in your community: Other Family Problems Protection wnwnw � Power Poverty Boredom nmwnw� To feel love/sense of belonging Gang members move from other areas Police Labeling Family/friends in gangs Lack of activities School Problems m� Gangs are not a problem here 0 50 100 150 200 250 3007 • Overall, residents are in favor of a wide range of solutions.As with the previous question, responses under"other"saw calls for more criminalization and harsher penalties. Page 16 of 21 City of Roanoke,Virginia Youth and Gang violence Community Assessment: Final Project Report 7.Please pick the top three things you believe should be done about gangs and gang activity in your community: Other Tutoring Mentoring Programs/recreation Jobs provision and job training More police protection Gangs are not a problem here 0 50 100 150 200 250 300 350 400 As shown in the previous question,the police and family are considered the primary organizations responsible for dealing with gangs,followed closely behind by the criminal justice system. Overall,there is a general dissatisfaction with current responses and a belief that more can be done. 8.Please rank the following organizations from most responsible (1) for dealing with gangs and gang activity to least responsible (12) for dealing with gangs and gang activity: 250 200 150 100 50 0 1 2 3 4 5 6 7 8 9 10 11 12 --e--Police --*—Church Court/criminal justice system Family --*—Service providers tneighborhood association —40---School .-*—Housing authority --o—Office of juvenile affairs r --*—Treatment providers —41--Community residents —41—Office of Youth&Family Services Page 17 of 21 December 31, 2021 III. Community leader Survey 2em2 raphic • Same issues ran into with the community resident survey Community Safety • On issues of youth and gang violence community leaders' perspectives represents the residents' perspectives well. Community leaders agree with residents concerning the presence of gangs and decreasing community safety.They also share the same concerns regarding gangs causing problems with violence and drug use, as well as additional concerns over generalized fear in the community. Similarly, they share similar opinions on what should be done about gangs as residents, while also supporting new laws/ordinances and greater parental involvement. Community leaders will be a good source for understanding the communities' perspective on solutions to youth and gang violence and could also function as an asset if gotten on board of convincing residents of the potential of less carceral solutions. 1.Do you believe gangs are a problem in your community? 5% ■Yes ■ No =r Do Not Know 14.Do you feel safer in your community than you did two years ago? 1% ■ No ■Yes No Response Page 18 of 21 • City of Roanoke,Virginia Youth and Gang violence Community Assessment: Final Project Report 2. What kinds of problems do gangs present in your community? Please choose your top three problems. Other Increased fear for safety Increase in weapon crimes Increase in violent crime against persons Family disruption Public nuisance Increase in drug crimes School disruption Increased fear in community Increase in vandalism/graffiti Increase in property crimes 0 10 20 30 40 50 60 70 80 90 3.Why do you believe there is gang activity in your community? Please choose your top three reasons. Other To feel loved/sense of belonging Family/friends in gangs Prejudice Lack of activities Protection Power Family problems Boredom Gang members move to community from other places Police labeling N�� School problems ENEN�� Poverty 0 10 20 30 40 50 00 70 Page 19 of 21 December 31, 2021 ^ 5.Wh3tShOU/d b2done tOreduce the gang problem /nthe COmnlUnitv7 Please check your top three choices. ome, mew|aws/orumance More parental involvement More police presence School programs recreation programs Mentoring Tutoring 0000�� Jobs and job training o 10 zo 30 40 So so 70 ao IV- Youth Serving Agency Survey ° On feelings of safety and gang activity respondents from youth serving agencies are in agreement with community residents and leaders. * As for the way, many from youth agencies emphasize a lack of activities for youth and as one respondent said "Lack of options for building a sense of belonging outside of school". Others insist that the level of activity hasn't change but that it is now being more widely reported. T heya|somentiongenerationa| pnvert\\Qenera|izedgunviu|ence' and lack f stable fa |y/h»me|ife. Overall, incomparison tncommunity residents and leaders, their solutions revolve less around the criminal justice system and more social v welfare, therapy, and youth programs. V. Youth Serving Agencies and Community luestionnaires and Int !rvilews w Respondentsfee|thatthestren8thsofRoanoke |ieinitschampionin8ofdiversity, "smaUtovvn^ community feel and the breadth of resources available to the community as well as in the collaboration ofthe different agencies that provide them. * Respondents identified awide range ofcommunity issues including gun violence,generalized youth violence,gang violence, domestic violence, dru0use/addiction, lack ofmental health resources, poverty, lack of resources, lack of youth opportunities, homeless ness/afforda ble housing, communityfear/mistrust, legal cynicism, and institutionalized racism. ° Respondents were consistent that violence was impacting residents' quality of life but many also elaborated that it was concentrated in the NW and SE quadrants of the city and also intersected with racial segregation.The trauma caused by increasing violence is engendering the communities with fear and mistrust. * For the causes ofviolence respondents pointed toward poverty and racial injustice, both from lack ofopportunity toprovide for oneself and family aswell asanoutlet for built u'frustration.' Page 20of21 r City of Roanoke,Virginia Youth and Gang Violence Community Assessment: Final Project Report violence springing from miscommunication and conflict. In both cases youth feel they do not have alternatives to violence and means of building healthy relationships. Drug addiction and trafficking are also sources of conflict that turn to violence as a solution. • Respondents point to young, poor, black/African American boys as the primary victims, as well as low-income youth in general. The homeless, elderly, and drug addicted also become easy targets for violence. • Aside from violence, affordable housing and lack of transportation were identified as primary concerns for Roanoke. • Underlying causes of these problems mentioned were systemic racism, mistrust/legal cynicism, and lack of youth opportunities • In terms of solutions for criminal justice, while there were calls for more accountability and criminal punishment there were also many calls for system reform to be more preventative and take a less carceral approach, embracing diversity, and building back community trust. Page 21 of 21 Roanoke PublicI f Pandemic Relief Funding: leveraging Short-term Federal Funding to Ensure long-Term Impact Different Sources,Timelines and "Strings" -As the every student with the tools necessary to learn pandemic progressed,the federal government's anytime and anywhere necessitated investments in response changed. Actions by Congress included technology. Strategic use of pandemic relief pandemic relief funding (CARES, ESSER, ARP, etc.), funding has enabled every student in Roanoke City each with its own timeline for expenditure and Public Schools to have access to a device and, by rules for allowable expenses. The graph below extension, access to high-quality instruction from includes an aggregate of past expenditures and almost anywhere. While technological tools are planned investments to illustrate the priorities necessary for each student to access their established by the School Board to maximize the education,the pandemic has proven that caring impact on immediate needs (Health and Safety), and committed educators providing in-person our core business(Teaching and Learning), and instructional experiences are absolutely essential enduring impact (Capital Investments). for most students. Accordingly,federal funds have Pandemic Relief Funding -Total Planned Spending been invested in additional instructional services for students to provide extended school year Vittuat 1:913.B80:2.13t 9rrvam6a800ls;184.499:0.3`� opportunities and expanded school day supports to accelerate learning lost during the closure. To mitigate "learning loss, RCPS has budgeted 38% Conmu<tioa;UAW.", 19.9 of ESSER III funding, authorized under the American Recovery Plan Act, far exceeding the 20% required for this purpose. Av Q-Iiw,M.86i,46s-. M6% anon Capital Investments (19.9%)- Healthy 6.93].Ils:l.]k environments and addressing learning loss have been at the top of the priority list for RCPS.At the =.514,812:2A# same time,the school division recognized the Transportation:E084,860; sanhimtbn:13M.49].1.6-¢. 6' short-term federal funding appropriated by Congress for schools was at truly unprecedented Health &Safety(31.2%)- Establishing healthy and levels. RCPS turned to its existing planning safe environments for students and staff to fully processes and specifically the Equity In Action Plan resume in-person learning was the highest priority. to identify investments that will provide long-term Significant investments in Heating Ventilation and and enduring benefits for students,families, and Air Conditioning (HVAC) equipment,supplementary the community we serve. Investing $18 million in air purification systems, Personal Protective capital improvements to expand instructional Equipment(PPE),and sanitization supplies were space ensures a significant portion of these made to create the conditions necessary for our short-term federal funds will positively impact our students to return to school safely. community for generations to come. Teaching & Learning (48.9%)- Helping students For more information, contact: make academic progress during the closure, H.Alan Seibert, M.D., Constituent Services and supporting remote learning as the impacts of the Government Relations Officer pandemic progressed,and equitably providing (540)853.2007 1 aseibert@rcps.info StrongStudents. StrongSchools. Strong aul� 2022=3 THE YEAR OF THE ARTIST i NATIONAL ENDOWMENT CARTS arts.gov ARTS ROANOKEARTS.ORG 1 3/4/2022 2022=3 . H YEAR OF THE ARTIST BACKGROUND Arts & Cultural Plan 2012 Nd r-; L . 2 3/4/2022 Arts & Cultural Plan 2012 `cNPjanz I CITY PLAN 2040 v4 a. t9tyo�Rs� 'c Arts & Cultural Plan 2012 rs - CITY PLAN 2040 sra,a�rrne w en You lfl.4lloW�yh$I Vail rraxr�atty- ,1 END RACISM NOW mural 1 ■ 3 3/4/2022 Arts & Cultural Plan 2012 m , CITY PLAN 2040 END RACISM s NOW � mural I in WE ARE ART ARTS Rap Cypher Arts & Cultural Plan 2012 v , CITY PLAN i, 2040 END RACISM NOW mural ■ Burden of the pandemic WE ARE ART Rap Cypher 4 3/4/2022 Arts & Cultural Plan 2012 CITY PLAN NATIONAL ENDOWMENT 2040 oRA T END RACISM arts.gov Available NOW mural funding WE ARE ART 1 Burden of the pandemic Rap Cypher Arts & Cultural Plan 2012 Community � CITY PLAN Development & the :: VIRGINIA 40 DNCD 2 Arts VIRGINIA DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT o`�HWEST END RACISM Available �'�G�N�� NOW mural funding WE ARE ART 1 Burden of the pandemic Rap Cypher ASIS 5 3/4/2022 Willing leadership Arts & Cultural Plan 2012 Community Development ul W CITY PLAN 2040 Background yr Available END RACISM funding NOW mural 1 ■ Burden of the pandemic WE ARE ART 4415 Rap Cypher Willing leadership Arts & Cultural Plan 2012 Community Development 24223 CITY PLAN Background T E YEAR F 2040 HE ARTIST Available END RACISM funding NOW mural ■ Burden of the pandemic WE ARE ART Rap Cypher 6 3/4/2022 2022=3 THE YEAR OF THE ARTIST GOALS / OUTCOMES Build a learning Advance community community goals Integrate Play and YEAR OF artists in civic have funproblem THE solving ARTIST Connect Explore & Strengthen the Experiment network Pay artists 1 ■ A+tS 7 3/4/2022 Visible Action/ Action Learning Lead-up Reflection & Next Steps Calls for art Outcomes Knowledge sharing Community/ Individual Project Development Product/ Process Implementation Next steps Shared learning Ongoing calls June 1 2340 G' 1 3 SHARED VISION... Z 1. WHERE DO WE WANT TO GO? 2. WHERE ARE WE STARTING? 3. HOW WILL WE GET THERE? THEORY OF CHANGE 8 3/4/2022 THE POWER OF PEOPLE WHAT GIFTS, SKILLS, & ENERGY ARE WE NOT TAPPING? BUILDING THE LEARNING COMMUNITY • RESOURCES • 71" Session Tomorrow Resources for Artists&Partners • ACTION LEARNING • Project based • Coaching • Collaborative problem solving Mefa al to Commvn�ry PewlWxnrnt iaole i� 3# 9 3/4/2022 The Artist as Leader • PERSONAL TRANSFORMATION ORGANIZATIONAL • COMMUNITY AA(5 APPLY FOR THIS CALLSPAID OPPORTUNITY BY FEB. 15 OANOKE THE R SELF-PORTRAIT 2022-3 PROJECT � . i`;E YEAR OF THE ARTIST � � ROANOKEARTS.ORGAOTA 10 3/4/2022 Southeast Greenway Gateways .CALLS I�RTIsT ; N /1RTs ROANOKEARTS.ORG CALLS INSPIRED ! CULTURAL -XPERIENCE GRAN-1 FOR ARTISTS P'" Q ANTS 1 11 A CALL FOR ART ADVANCING WELLNESS, JUSTICE, AND INCLUSION CALLS r. y • to $ 3,000 $90K . 1• CALLS THE EAR OF THE ARTIST ARTIST IN RESIDENC 0 IN 1 ..i .AIF 3/4/2022 POTENTIAL PRO I EC'TS • Complete Streets Team • Neighborhoods of Opportunity (SE) • Neighborhoods of Opportunity (NW) • Gun Violence Prevention Commission • Neighborhood Center Model Development • Park and Recreation Center Development • Berglund Center Neighborhood Connections • Roanoke Valley Sister Cities • Network Builder, Lead Communicator S P U D M A R S H A L L DESIGNING UPCOMING COMMUNITIES COMMUNITY READ L L A4d L----.-- --.dj YOUR TOWN IS YOUR CANVAS. LEARN HOW TO MAKE YOUR MARK 13 3/4/2022 2022=3 TEAR OF THE ARTIST NATIONAL ENDOWMENT "ARTS _ ■ arts.gov ARTS ROANOKEARTS.URG 14 -71 ROANOKE CITY OF ROANOKE 2021 CITIZEN SURVEY Presentation of Results Prepared by: Issues &Answers Network, Inc. March 2022 e IIP r ROANOKF Presentation A eq nda 1. Background &Objectives 2. Methodology � 3.Who Did We Talk To? 3. Key Findings of the Survey Quality of Life Strategic Issues City of Roanoke Services Re■y! '�S lflli� City Government Customer Service Perceptions of Safety Communication with Citizens II�IIII Making Roanoke a Better Place to Live , 4. Insights&Implications Issuescnswms 1 3/4/2022 ROANOKE BACKGROUND & OBJECTIVES issuescnswees MAO ROANOKF Background & Objectives For over two decades,the City of Roanoke has been conducting surveys: To measure residents'opinions regarding municipal services;and, To assess strategic initiatives of the City government. Public input guides the use of City resources and fosters improvement. Just as in 2019,for the 2021 Citizen Survey, I&A conducted a mixed-mode data collection effort: A telephone survey of 372 citizens; 268 on cell phones and 104 on landlines; 425 completes An online survey of 53 citizens. • Data collection timeline: November 23- December 21, ®� December 2 3/4/2022 ROANOKE METHODOLOGY issues cnswexs Iwo 1 ROANOKI Methodology The same questionnaire was used for both the online and telephone data collection. The average length of a telephone interview was 20 minutes; The average length of an online survey was 14 minutes. The survey utilized an Address-Based Sample (ABS). Addresses in the sample were appended with telephone numbers. Due to limited response rates,ABS was later supplemented with a targeted phone sample. Households for which matching telephone numbers were not available received an invitation postcard with a web link to the survey. City of Roanoke promoted the survey through local news and social media in an attempt to boost cooperation rates. tss.escas�exs 3 3/4/2022 ROANOKE Methodology — cont'd • The margin of error for the survey was 4.7%. This is well within the standard 5%used in market research. Census-based quotas were set by zip code,gender, race and age to represent Roanoke's population in its actual proportions.Additionally, data have been weighted to Census to reflect a more balanced age distribution. Due to lower response rates from residents ages 18-44,the data in this segment was weighted more heavily to reflect the true proportion of this group within the City. Responses of"not sure," "don't know," "not familiar" and/or refusals were excluded from the analysis. Data from previous iterations have been used for historical comparison, where applicable. Measurable drops 4 o lifts are those of+/-5%. 155W!S©IISWERS MW ROANOKE WHO DID WE TALK TO? 4 S 3/4/2022 ROANOKE Who Did We Talk To? — cont'd. Annual Household Income 25% 22% 20% 20% 17% 15% 13% 10% 9% 10% 10% 5% 0% <$15K $15K to<$25K $25K to<$35K $35K to<$50K $SOK to<$75K $75K to<$100K $100+K Average Income:$63K ISSUES CUSUM low ROANOKE Who Did We Talk To? — cont'd. Tenure Living in Roanoke,VA s0% 57% 50% 40% 30% 20% 13% 10% 15% 10% 6% ® ■ o% <1 year 1year to<5 years 5years to<10 years 10 years to<20 years 20+years Average Tenure: 18 years ISSUESCUSIIIERS 6 3/4/2022 ROANOKE KEY FINDINGS OF THE SURVEY ROANOKE Survey Highlights • Two-thirds of residents rated the quality of life in the City as excellent/good. Three-quarters agreed that Roanoke's transportation system allows for a good mix of transportation options. Three-quarters would recommend living in Roanoke. Three-quarters agreed that Roanoke's neighborhoods are good places to live. Eight-in-ten were satisfied with the overall quality of City services. Eight-in-ten felt safe in their own neighborhoods and seven-in-ten felt the same in downtown. Although three-quarters remained satisfied with police services, there is great concern regarding public safety driven by the recent increases in gun violence. Survey continues to highlight need to address quality of housing,youth services, streets and sidewalks, and information regarding City services. issuesan�ex5 7 3/4/2022 �Aw ,OANOKF Qualitv of Life Two-thirds of residents rated the quality of life in the City as excellent or good. Overall Quality of Life in Roanoke 100% 90% 79% 79% s0% 77% 75% 77% 76% 73% 73% 72% 70% so% 63%t 50% aa% 30% 20% 30% 0% 2000 2002 2003 2005 2007 2011 2013 2015 2019 2021 Excellent/Good �55eesan5weR5 Q1.How would you rate the quality of life in the City of Roanoke?Would you say excellent,good,fair or poor? ROANOKF Strategic Issues • Residents rated their agreement level with selected strategic issues. As in 2019, _tie highest agreement (93%) was noted for improved water quality of the Roanoke River and its tributary streams is important to the community. Three-quarters (78%) agreed with: Roanoke's transportation system allows fora good mix of transportation options like auto,public transit,pedestrian, and bicycle traffic; I would recommend living in Roanoke to someone who asks; and, Roanoke's neighborhoods are good places to live. The lowest agreement was noted for: City government does a good job focusing on the unique needs of youths(46%); and, Downtown off-street and on-street parking is reasonably available(49%). 15 CRS�RS 8 3/4/2022 ROANOKF Strateqic Issues — cont'd. • In comparison to 2019, 1 metrics showed substantial lift: City government officials actively involve citizens in the business of government(14 points up); • In comparison to 2019, 5 metrics showed substantial drops: City government does a good job focusing on the unique needs of youths(12 points down); There is a good mix of housing types and affordability(10 points down); - The City government does a good job of informing citizens about City services(7 points down); The services provided by the City are worth the taxes paid by citizens(6 points down);and, Roanoke's transportation system allows for a good mix of transportation options(5 points down). ISSrES�B85 X ROANOKF City of Roanoke Services More than eight-in-ten residents were satisfied with the overall quality of services that the City of Roanoke government provided. Rating of Overall Quality of City Services 100% 87% 89% 91% 85% 86% 8496 86% 88% 83% 90% 81% 81% 60% 70% 60% 50% 40% 30% 20% 10% 0% 2000 2001 2002 2003 2005 2007 2011 2013 2015 2019 2021 — Very/Somewhat Satisfied Q6.Given its available resources,how satisfied are you with the overall quality of services that the City of Roanoke government provides?Would you say very satisfied,somewhat satisfied,somewhat dissatisfied,or very dissatisfied. 9 3/4/2022 .ter ROANOKF City of Roanoke Services — cont'd Residents rated their satisfaction with 28 individual City services. As in 2019,the highest satisfaction was noted for public safety services such as: Fire protection services(95%); Emergency medical services and rescue(94%);and, The 911 emergency call center(93%). ( d. • The lowest satisfaction was noted for: Efforts of the City to improve the quality of housing(40%) —also among the least satisfactory aspects in 2019; Street paving,maintenance and repair(45%)—also among the least satisfactory aspects in 2019; Citizens getting information about City services and activities(47%);and, The City's efforts to promote environmental awareness to citizens(49%). ISSBeSCOSWE85 .WW Al ROANOKF City of Roanoke Services — cont'd In comparison to 2019, residents were notably more satisfied with: The City's sidewah (9 points up);and, Street paving,maintenance and repair(5 points up). • In comparison to 2019,5 metrics showed substantial drops in satisfaction: Police services(11 points down).This was among top-rated services BUT needs to be watched carefully,- Citizens arefully;Citizens getting information about City services and activities (11 points down); - Efforts of the City to improve the quality of housing(8 points down); Valley Metro bus transportation(6 points down);and, The City's effort to promote environmental awareness to citizens(6 points down). �SrB50115Y1B16 10 f 3/4/2022 ROANOKE City of Roanoke Services — cont'd • Residents also rated the importance of the same 28 City services. • Generally, all of the services were rated as important,with the following ones topping the list: Weekly trash collection(100%); Fire protection services(99%); Emergency medical services and rescue(99%);and, i The 911 emergency call center(99%). ISSBESCIISIIIERS ROANOKF City of Roanoke Services — cont'd The measures of satisfaction with service delivery and how important the 28 service aspects were to residents, in combination,were an indication of their priorities. Equally unsatisfactory items may not deserve the same degree of focus, if one is considered more important. Similarly,if two items are considered equally important,and one is more unsatisfactory than the other,residents may take more notice of solutions targeted to the less satisfactory aspect. In order to identify service aspects that would benefit most from the City's attention,Importance vs.Satisfaction Analysis was conducted.This analysis compared individual service scores to the average importance and satisfaction scores for all 28 service metrics combined. AVG IMPORTANCE RATING:93% AVERAGE SATISFACTION RATING:70% 11 3/4/2022 ROANOKE City of Roanoke Services — cont'd Out of the 28 services, 13 were rated above the average scores on both importance and satisfaction.These is where the City excelled. Services with Higher Satisfaction and Higher Importance 00% 100% 99% 99% 99% 98% 97% 96% 96% 96% 9S% 90% 80% $ 70% 71% 60% 5056 40% 30% 20% 0% 0% Trash 911 EMS Fire Removal of Police Pick-up of Parks& M—tenance Public Animal Recycling Mowing/ collection call now large c oftree, Ilbraries controlaintenance center items progrgr ams m of parks "Importance Satisfaction Q4/5.Now I'm going to ask your opinion about some specific services offered by the City of Roanoke.How important is the service t a citizen?Would you say it is very important,somewhat important,somewhat unimportant or not at all important? Q4a.And now,for those same services and using the terms excellent,good,fair and poor,please tell me how you would rate each provided by the City of Roanoke. s �SCRSWERS QSa.Again,I'm going to ask your satisfaction with these services.Please use the terms excellent,good,fair,and poor to rate each service 1111 — 11 ROANOKF City of Roanoke Services — cont'd Out of the 28 services,6 were rated above the average score on importance, but below the average score on satisfaction.These were the City's key priorities. Services with Lower Satisfaction and Higher Importance l00% 98% 6% -95% 90% 80% 70% 69% 60% 604 40% 30% 20% 10% — 0% _ Street paving, Mowing street medians Citizens getting Storm water Transportan planning The City's sidewalks maintiotenance and repair and roadsides information about City improvement projects for traffic services and activities a Importance 'O Satisfaction Q4/5.Now I'm going to ask your opinion about some specific services offered by the City of Roanoke.How important is the t you a tizen?Would you say it is very important,somewhat important,somewhat unimportant or not at all important? Q4a.And now,for those same services and using the terms excellent,good,fair and poor,please tell me how you would rate each service as provided by the City of Roanoke. ISSUSCRSWERS QSa.Again,I'm going to ask your satisfaction with these services.Please use the terms excellent,good,fair,and poor to rate each service. 12 f 3/4/2022 MW 031 ROANOKF City Government Customer Service • The City customer service ratings remained consistent with the 2019 scores. Rating of City Government Customer Service 100% 87% 88% 85% 86% 89% 86°y 87% 87% 87% 87% 90% 82% ao% 74% 77% 73% 7 75% 74% 73% 68% 70% 60% 72% 71% 70% 68% 67% 70% 70% 74% 70% 68% 62% 5a% aa^,s 30% 20% 10% o% 2000 2001 2002 2003 2005 2007 2011 2013 2015 2019 2021 —w—City employees are friendly,courteous and helpful --*-City employees provide prompt service �-It is easy to contact the appropriate City government office Q13.Now I'd like to ask you a few questions about the City's customer service in general.Please tell me your level of agreement with each statement. ROANOKF Perceptions of Safety Eight-in ten residents felt safe in their own neighborhoods and seven-in-ten felt safe in downtown Roanoke. Perceptions of Safety(Very/Somewhat Safe) l00% 91% 91% 90% 91% 92% 91% 88% 90% 79%* 80% 87% 7`A 82% 82% 82% 77% 82% 78% 7z%♦ 50% 40% 30% 20% 10% 0% 2003 2005 2007 2011 2013 2015 2019 2021 —+—Safety in neighborhood -*—Safety downtown Q7.Now I'm going to ask you about your feelings of safety in the City of Roanoke.How safe do you feel in you neighborhood?Would you say you feel very safe,somewhat safe,somewhat unsafe,or not at all safe? Q8.How safe do you feel downtown? 13 3/4/2022 WIN P. ROANOKF Perceptions of Safety — cont'd • Roanoke's 2021 shooting surge was the main reason behind declining perceptions of safety. WHY FELT UNSAFE IN NEIGHBORHOOD? £' 1 j Shootings/gun fire (43%) — not cited in 2019 Crime(25%)—similar to 2019(21%) DEADLY THANKSGIVING SHOOTINGS NORTHEAST ROANOKE WHY FELT UNSAFE DOWNTOWN? Shootings/gun fire(33%)—vs.12%in 2019 Crime(32%)—not cited in 2019 r r• �r ISSUESOIISWE85 , ROANOKF Making Roanoke a Better Place to Live Most Important Thing to Make Roanoke Better Place to Live Reduce crime 18% At present,the most Police presence 5% —11%7� Job opportunities 9% commonly cited 9% suggestions revolved Gun control 9% Neighborhood safety -8% around safety issues Mak —as shown in red. e downtown safer Concentrate on the homeless 7% More communication 7% Affordable housing 7% Education/schools ? 5% Equality ofopportunity for all 5% Reducing illegal drug problems S% Public transportation coverage 111111=4%6% ■2019 Repairing and paving roads 111M 6% .2021 MONSwess Q14.What is the one most important thing the City should do to make Roanoke a better place to live? 14 f 3/4/2022 ,y 111b NNW ROANOKE INSIGHTS & IMPLICATIONS issuescnswexs Ini � ltOANOKI Insights & Implications Roanoke residents were generally satisfied with the municipal - services provided,the overall quality of life in the City, and the City government's customer service. The drop in perceived quality of life was likely the result of: Diminished feeling of safety linked to 2021 shooting surge; Decreased satisfaction with a few municipal services;and, Bigger social and economic changes stemming from the current public health circumstances. tissues answeRs 15 3/4/2022 WA da ta ROANOKE Insiqhts & Implications — cont'd • The City excelled at nearly a half of all municipal services offered:This salient fact could be shared with residents via digital and local media.The top rated services included: Public safety: Fire protection services(also top score in 2019); Emergency medical services and rescue(also top score in 2019); pUBLIC The 911 emergency call center(also top score in 2019); SAFETY Police services(also top score in 2019);and, Animal control. T Trash pick-up• Weekly trash collection(also top score in 2019); UU Pick-up of large trash items and brush(also top score in 2019);and, Recycling(also top score in 2019). 155nESOn5nn3R5 ROANOM Insights & Implications — cont'd Maintenance: Removal of snow and ice from City streets(indicated as a priority inh 2019); Maintenance of trees along City streets and within parks;and, O O Mowing and maintenance of City parks. Other: The City's parks and recreation programs and services;and, Public library services and programs(also top score in 2019). issnesansutens 16 3/4/2022 ROANOKE Insights & Implications — cont'd. Other findings worth sharing with the community included high agreement levels with the following strategic issues: Improved water quality of the Roanoke River and its tributary system is important to the community; I would recommend living in Roanoke to someone who asks; Roanoke's neighborhoods are good places to live,and, Roanoke's transportation system allows for a good mix of transportation options like auto,public transit pedestrian,and bicycle traffic(while still high,the agreement levels have dropped to pre-2011 levels,tying in with the discussion of City priorities). CISSMODSMM ROANOKE Insights & Implications — cont'd. Based on public opinion,the priorities included: Street paving,maintenance and repair(also a priority in 2019); Citizens getting information about City services and programs; The City's sidewalks(also a priority in 2019); Transportation planning for traffic(also a priority in 2019); Storm water improvement projects;and, Mowing street medians and roadsides. 17 3/4/2022 ROANOKF Insights & Implications — cont'd. The following drops in satisfaction required attention: Police Services—police services consistently remained among the top rated municipal service aspects. However,the recent drop in satisfaction should not be ignored,especially in combination with dropping perception of safety in local neighborhoods and downtown. Police presence and public safety issues were also among the top suggestions on how to make Roanoke a better place to live. Efforts of the City to improve the quality of housing—while not on the priority list this year due to relatively lower importance,it has been the least satisfactory item in the survey since 2000.Depending on the City's resources,this may be an area considered for additional investment. 1555ESOIISII�SS ROANOKF Insights & Implications — cont'd. Finally,strategic issues garnering the lowest level of agreement included: Downtown off-street and on-street parking is reasonably available;and, City government does a good job focusing on the unique needs of youths. Both items have been rated as the bottom issues across survey years indicating unresolved pain points. ISSuescnswens 18 f 3/4/2022 Iry MW ROANOKE QUESTIONS? ISSYESC115WER5 19 ptc- IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 7h day of March 2022. No. 42305-030722. A RESOLUTION authorizing the acceptance of the 2022 Grant for the Financial Empowerment Center from Carilion Clinic; and authorizing execution of any required documentation on behalf of the City, including a Letter of Agreement with Carilion Clinic. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. The City of Roanoke does hereby accept the 2022 Grant for the Financial Empowerment Center from Carilion Clinic, in the total amount of$10,000, as more particularly described in the City Council Agenda Report dated March 7, 2022. 2. The City Manager or his designee is hereby authorized to execute and file,on behalf of the City, any documents required to accept the Grant in a form approved by the City Attorney. 3. The City Manager or his designee is further directed to furnish such additional information as may be required by Carillon Clinic in connection with acceptance of the foregoing Grant. ATTEST: City Clerk. - _ IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 71h day of March 2022. No. 42306-030722. AN ORDINANCE to appropriate funding from the Carilion Clinic to supplement funding for the Financial Empowerment Center for financial counseling of low and moderate income individuals, 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 Program activities 35-310-8342-2066 $ 10,000 Revenues Carilion Financial Empowerment Grant CY22 35-310-8342-8349 $ 10,000 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: March 7, 2022 Subject: Acceptance of a 2022 Carilion Clinic Grant Award Background: Carilion Clinic (Carilion) is an academic medical center with a focus that is three-fold: patient care, research, and education. Each year Carilion awards grants to non-profit and government organizations to fund projects that address one or more priorities identified in the Roanoke Valley Community Health Assessment (CHA). The priorities identified in the 2021 Roanoke Valley CHA include access to mental health/behavioral health services, access to substance abuse services, alcohol and drug use, mental health problems (general), poverty/low average household income, affordable/safe housing, transportation/transit system, lack of family/social support systems, access to primary care and COVID-19 impact. The City of Roanoke has been awarded a grant by Carilion to provide funding for the Roanoke Financial Empowerment Center (FEC). The FEC is a project that the City is implementing in conjunction with the Cities for Financial Empowerment (CFE) Fund, Inc.; an organization with a mission to help improve the financial stability of low and moderate-income households around the country. The CFE provides funding to embed financial empowerment strategies into local government infrastructures. In practical terms, the CFE 's goal is to make free, one-on-one professional financial counseling a standard public service provided by the participating municipality. Considerations: City Council action is needed to accept the Carilion Grant award and authorize the City Manager or his designee to execute a Letter of Agreement ("LOA") between Carilion and the City. A copy of the Grant Agreement LOA is attached to this letter. The grant is in the amount of $10,000 and is intended to provide support for the most critical operational aspects of the FEC as requested. Recommended Action: Accept the Grant as described above and authorize the City Manager or his designee to execute any required grant agreements, including the attached LOA, to be approved as to form by the City Attorney. Adopt the accompanying budget ordinance to establish a revenue estimate in the amount of $10,000 and appropriate $10,000 into accounts to be established in the Grant Fund by the Director of Finance. Robert S. Cowell, r. 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 CUVLIONCLINIC COMMUNITY HEALTH AND OUTREACH December 14, 2021 Mr. Brandon Meginley City of Roanoke 215 Church Ave SW Room 364 Roanoke, VA 24011 Dear Mr. Meginley: On behalf of Carilion Clinic, we are pleased to inform you that the City of Roanoke (hereinafter referred to as the "Recipient Organization') has been selected for a grant award in the amount of $10,000 toward support of the Roanoke Financial Empowerment Center(hereinafter referred to as the°Project"). The cycle for this grant is from January 1, 2022,through December 31,2022. This Letter of Agreement(hereinafter referred to as the"Letter")sets forth the terms of your grant and the manner in which it will be administered. It includes a description of your project; the specific personnel, items or operations for which Carillon Clinic will pay; specific goals the project should meet; reporting requirements; payment process; evaluation criteria; and other items. Please review this letter carefully so that you understand, and are in agreement with, the stated terms. It is important that this office communicate with one person in your organization. If the grant proposal author will not be serving in this capacity for the year long award cycle, please forward a letter to this office identifying the project manager.Two original letters shall be signed: one for your records as the designated Droiect manaaer and the other for Carilion Clinic records. Please return one signed original copy of the letter to Kenya Thompson, Carilion Clinic, 1202 3'd Street SW, Roanoke, Virginia 24016 by December 31, 2021, or as soon as possible. The first payment will be distributed on or about the first of the month following Carilion Clinic's receipt of a signed copy of this Letter. 1202 31d Street,SW Roanoke,VA 24016 CARILION CLINIC PROJECT DESCRIPTION: The Roanoke Financial Empowerment Center(FEC) provides no-cost, one-on-one financial counseling as a public service to Roanoke area residents. The Roanoke FEC counselors help with a variety of financial matters and assist clients on their path toward financial wellness and stability. Since inception, the Roanoke FEC has supported nearly 600 Roanoke area residents with more than 1600 financial counseling sessions. The FEC has helped area residents save more than $80,000 cumulatively and reduce debt by over$450,000. Ultimately, the Roanoke FEC, in partnership with Total Action for Progress (TAP)—a local community action agency—and Central Intake-One door—a homeless services and prevention program of the City's Human/Social Service Department--aims to provide robust wraparound services to individuals at risk of eviction by both assisting with their immediate rental assistance needs and long-term financial stability and health. USE OF CARILION CLINIC GRANT FUNDS: Carilion Clinic funding is intended to provide support for the most critical operational aspects of the Financial Empowerment Center as requested. SPECIFIC PROJECT OBJECTIVES, GOALS,AND OUTCOMES: Objectives 1. Each Financial Empowerment Center counselor holds 600 financial counseling sessions over the course of one year, or 1800 total financial counseling sessions are held during the grant period. 2. Each Financial Empowerment Center counselor helps clients achieve 200 financial outcomes over the course of one year, or clients achieve 600 total financial outcomes during the grant period. Financial outcomes include opening a bank account; using bank accounts actively; establishing a credit score; increasing a credit score by at least 35 points; decreasing non-mortgage debt by at least 10%; reducing the number of delinquent accounts; saving at least one week's worth of income; adopting new savings behaviors; & accessing a public support program in the community. 3. Receive an average of 65 client referrals to the FEC per month from community partner agencies. 4. Assist individuals seeking emergency rental assistance through municipally led eviction prevention programs with financial counseling sessions and outcomes. 5. Individuals seeking rental assistance create household budgets and increase emergency savings. Expected Outcomes Outcome 1 (for Objective 1): Each Financial Empowerment Center counselor holds 600 financial counseling sessions over the course of one year, or 1800 total financial counseling sessions are held during the grant period. Outcome 1 (for Objective 2): Each Financial Empowerment Center counselor helps clients achieve 200 financial outcomes over the course of one year, or clients achieve 600 total financial outcomes during the grant period. Financial outcomes include opening a bank account; using bank accounts actively; establishing a credit score; increasing a credit score by at least 35 points; decreasing non-mortgage debt by at least 10%; reducing the number of delinquent accounts; saving at least one week's worth of income; adopting new savings behaviors; & accessing a public support program in the community. Outcome 1 (for Objective 3): Receive an average of 65 client referrals to the FEC per month from community partner agencies. Outcome 1 (for Objective 4):Assist individuals seeking emergency rental assistance through municipally led eviction prevention programs with financial counseling sessions. Outcome 1 (for Objective 5): Individuals seeking rental assistance create household budgets and increase emergency savings. REPORTING REQUIREMENTS: The Recipient Organization must complete the online progress report sent by Carilion Clinic at the end of each reporting period. There are two reporting periods in the grant cycle with each providing an overview of activity during half of the grant period with focus on program effectiveness and measurable program outcomes. The following schedule shows when each report is due to Carilion Clinic. In addition, a site visit may be scheduled for new grantees or if there is a documented change in program goals, objectives, or outcomes. Report Deadline ANNUAL REPORTING CYCLE Jan. 1, Grant Cycle Begins 2022 First Payment(pending receipt of letter) Apr. 1, Second Quarter) Payment 2022 Y Y Jun. 15, First Online Progress Report Due 2022 Jul. 1, Third Quarter! 2022 Y Payment (pending receipt of report) Oct. 1, Fourth Quarterly Payment 2022 Jan. 15, Final Online Progress Report Due 2023 PAYMENT PROCESS: Grant payments will be made in four quarterly installments as follows: First Payment On or about January 1'4 following Carilion Clinic's $2,500 receipt of the signed Letter of Agreement Second Payment $2, On or about April 1 st Third Payment On or about July 18% following receipt of the First $2,500 Progress Report Fourth Payment $2,500 On or about October 1st EXPENDITURES OF GRANT FUNDS: The grant is for the purpose(s)stated in this Letter. The funds provided may be spent only in accordance with the terms set forth herein. The Project is subject to modification only with Carilion Clinic prior written approval. Expenses charged against this grant may be incurred only as necessary to carry out the purpose(s) and activities of the approved project. The grantee organization is responsible for the expenditure of funds and for maintaining adequate supporting records consistent with generally accepted accounting practices. Carilion Clinic reserves the right to audit the financial records, review insurance coverage of the grantee organization, and other records as appropriate. PROJECT EVALUATION: Carilion Clinic will evaluate each project utilizing several instruments which may include: progress reports, site visits, identifiable reports indicating progress toward achievement of outcomes, patient/client satisfaction surveys, partner assessment surreys, and other relevant data. These instruments will be used to determine: • The extent to which the Recipient Organization has met its objectives, communication plan, and timetable • The Recipient Organization's progress in generating or attracting resources to improve, strengthen, and sustain the Project and/or Organization • The extent of community collaboration, commitment, and support for the Project • The cost-effectiveness of the Project's approach • The overall value of the Project's approach to enhancing community health and/or quality of life through demonstration of specific and measurable program outcomes (including client feedback and performance improvements). PUBLIC RELATIONS/COMMUNICATIONS: The Recinient Organization agrees to cite Carillon Clinic for its support wherever possible including all special events and fundraisers during the arant cycle noted on Daae one of this letter. In addition, the Recipient Organization agrees to provide Carilion Clinic designees with opportunities to participate in public events which highlight the project; respects and agrees to requests from Carillon Clinic to provide pictures, photo opportunities, or written materials for promotion purposes; and agrees to respect and protect the proprietary rights of Carilion Clinic with regard to data, research and original information. Published materials should specifically mention Carilion Clinic's support and/or utilize the Carilion Clinic logo, and copies of published materials shall be provided to Carilion Clinic as soon as they become available. A Carilion Clinic logo is available by contacting our office. Carilion Clinic encourages submission of relevant success stories and photographs as they add realism to stakeholders' understanding of Carilion Clinic's programs. CONFIDENTIALITY: The organization of Carilion Clinic, its grant making and monitoring policies and procedures and its grant application and other materials are proprietary and confidential information. The Recipient Organization agrees to maintain the confidentiality of such information and, except as provided under Public Relations/Communications above, agrees not to share such information with others without the prior written consent of Carilion Clinic. The Recipient Organization has shared or will share certain grant application and periodic reports. Carilion Clinic reserves the right to make exceptions by sharing this information with designated entities and funding bodies. Carilion Clinic agrees to notify Recipient Organization if information is shared. SPECIAL PROVISIONS: A condition of this grant is that the Recipient Organization is an exempt organization as defined in Section 501(c) (3) of the Internal Revenue Code. All grants are made and all funds should be used in accordance with current and applicable laws and pursuant to the Internal Revenue Code, as amended, and the regulations issued thereunder. The Recipient Organization must maintain its exempt organization status throughout the term of the grant and agrees to notify Carilion Clinic of any termination or attempted termination of such status by the Internal Revenue Service during the grants term. In addition, organizations receiving Carilion Clinic grants are generally not eligible for other Carillon Clinic funds or sponsorships for special events and fundraisers. EXTRAORDINARY CIRCUMSTANCES: In the event of the Recipient Organization's failure to perform or to comply with a substantial portion of the terms of this Letter, Carillon Clinic reserves the right to terminate this grant. Carillon Clinic also reserves the right to terminate this grant if Carilion Clinic determines that payment of the grant would be in violation of any applicable law, rule or regulation or would violate the terms of any contract or agreement to which Carillon Clinic or any of its affiliates is a party. LIMIT OF COMMITMENT: Unless otherwise stipulated in writing, this grant is made with the understanding that Carilion Clinic has no obligation to provide other or additional support to the grantee organization. We extend best wishes on the award and much success with your project. Sincerely, ` GG Shirley B. Holland, Molly J. Floberls, Vice President, Manager, Planning & Community Development Community Benefit Carilion Clinic Carilion Clinic /Z, /G.7,1 �2 (� 1 �2S Date Date We agree to all terms and conditions set forth in the Letter of Agreement and understand that the Recipient Organization will receive its first grant payment on or about the first of the month following Carilion Clinic's receipt of a signed copy of this Letter. Project Manager Board of Directors, Chairperson Recipient Organization Recipient Organization Date Date IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 7"' day of March 2022. No. 42307-030722. A RESOLUTION authorizing the acceptance of the Eviction Prevention Boost Pilot Grant ("Grant") from Cities for Financial Empowerment; and authorizing execution of any required documentation on behalf of the City. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. The City of Roanoke does hereby accept the Eviction Prevention Boost Pilot Grant from Cities for Financial Empowerment,in the total amount of$70,000,with no local match. Such Grant being more particularly described in the City Council Agenda Report dated March 7, 2022. 2. The City Manager or his designee is hereby authorized to execute and file,on behalf of the City, any documents required to accept the Grant in a form approved by the City Attorney. 3. The City Manager or his designee is further directed to furnish such additional information as may be required by Cities for Financial Empowerment in connection with acceptance of the foregoing Grant. ATTEST: City Clerk. - __, IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 7th day of March 2022. No. 42308-030722. 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 35-310-8329-3040 $ 70,000 Revenues FEC - Financial Empowerment Center CY21 35-310-8329-8348 $ 70,000 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: March 7, 2022 Subject: Acceptance of a Cities for Financial Empowerment Eviction Prevention Boost Pilot 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. CFE does 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 pilot effort and is ready to provide a $70,000 Eviction Prevention Boost Pilot Grant to the City. The pilot grant will be used to pilot a targeted FEC financial counseling integration with municipally-led rental assistance/eviction prevention efforts. Considerations: City Council action is needed to accept the Eviction Prevention Boost Pilot Grant award and authorize the City Manager or his designee to execute the amendment to the agreement between the CFE Fund and the City. A copy of the amendment and the pilot concept design paper 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 or his designee 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 revenue estimate ima a be in the amount of $70,000 and appropriate $70,000 into established in the Grant Fund by the Director of Finance. Robert S. Cowell, Jr. 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 THIRD AMENDMENT TO AGREEMENT BETWEEN THE CITIES FOR FINANCIAL EMPOWERMENT FUND and THE CITY OF ROANOKE This Third Grant Amendment (the"Third Amendment"), dated as of November 18, 2021 (the "Third Amendment Effective Date"), is by and between the Cities for Financial Empowerment Fund(the "CFE Fund"), the City of Roanoke 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, First Amendment, with First Amendment Effective Date February 9, 2021, and Second Amendment, with Second Amendment Effective Date September 2, 2021, between the Parties are hereby amended in the following respects: 1. The section titled"3. Term", subsection"(a)" is amended to instead state: (a) (a) The Grant Term will begin as of the Effective Date and end no later than March 15, 2023. Any funds not used by the end of the Grant Term toward the purposes of this Grant will be returned to the CFE Fund within thirty(30) days after the end of the Grant term unless otherwise agreed upon by both parties in writing in advance. 2. 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$70,000 [SEVENTY THOUSAND DOLLARS] (the"Eviction Prevention Boost Pilot 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. 3. In Section 5 ("Conditions of Disbursement of Grant"), subsection(a), the following shall be appended after subsection(iii): "(iv) Eviction Prevention Boost Pilot Grant funds: a. Receipt of a countersigned copy of this Third Amendment." All other provisions in Section 5, subsection (a) are to remain unchanged. 4. In Section 5 ("Conditions of Disbursement of Grant"), subsection(c) "Grant Payout Schedule", an additional paragraph shall be appended as follows: "(iv) Eviction Prevention Boost Pilot Grant funds: a. $63,000 will be paid upon full execution of this Third Amendment. b. $7,000 will be paid upon satisfactory submission of final deliverables as defined in Exhibit O—"Scope of Work—Eviction Prevention Boost Pilot Grant". 44 Wall Street,Suite 1050 1 New York,NY 10005 I www.cfefund.org All other provisions in Section 5, subsection(c) are to remain unchanged. 5. Exhibit O, Exhibit P, Exhibit , and Exhibit R shall be incorporated into the original Agreement. 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 Third 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: Robert S. Cowell, Jr. Title: City Manager Date: Approved as to form: Name: Title: Asst. City Attorney Date: CFE FUND: C-00476 2 Exhibit O Eviction Prevention Boost Pilot Grant—Joint Proposal (To Be Attached) CFE FUND: C-00476 EXHIBIT 0 . 3 Exhibit P Scopa of Work—Eviction Prevention Boost Pilot Grant As part of the FEC Eviction Prevention Boost Pilot Grant, the CFE Fund will be providing the City of Roanoke with technical assistance, including staff time, and a $70,000 grant to leverage FEC local government connectivity to integrate financial counseling within two host rental assistance or eviction prevention programs(the"Host Programs")to increase the financial stability of clients, positioning them to avoid a future eviction crisis. The pilot will be implemented by the oke's FEC Financial Counseling Provider, with the support City of Roanoke and the City of Roan of Central Intake and Total Action for Progress as the Host Programs and co-partners in a joint proposal submitted to the CFE Fund. As part of the FEC Eviction Prevention Boost Pilot Grant, the Grantee will: • Designate the necessary staff members to manage and support the pilot efforts and be engaged throughout the pilot phase. o Ensure that the designated staff members are actively working independently and collaboratively with the Host Programs and CFE Fund in furtherance of the pilot efforts, including attending all CFE Fund technical assistance calls, trainings and learning community activities. • Ensure the full participation of staff members from Host Programs throughout the pilot phase, to fulfill the following requirements: o Designate senior leadership to manage pilot efforts, participate in all CFE Fund technical assistance calls, work with the external CFE Fund evaluation consultant and learning community activities. o Ensure that case managers and support staff members are available for required trainings to launch and manage the pilot, as well as to support the day-to-day operations of the pilot. o Facilitate any data collection efforts to monitor impact, including but not limited to ensuring client consents are in order, coordinating client outreach to collect data, running necessary reports to identify pilot impact. o Collaborate with program partners to develop the necessary communication pieces to support outreach and client communications. o Train FEC counselors and managers on the Host Programs' efforts, including any programmatic details, local laws, regulations, etc. o Ensure data sharing agreements are in place between all necessary parties. • Ensure the full participation of the FEC Financial Counseling Provider, including the involvement of the FEC nonprofit manager and counselors,to further training efforts,pilot implementation and management. o Pilot partners will be responsible for determining appropriate counselor schedules to serve the required number of Host Programs clients. • Ensure that a minimum of 180 Host Program clients are seen at the FEC during the pilot period. • Support all data collection efforts to monitor impact, including but not limited to ensuring Host Programs are meeting all data collection and reporting requirements and the FEC Financial Counseling Provider is ensuring the effective use of FECBOT to collect all pilot data. CFE FUND: C-00476 EXHIBIT P 4 • Support the training of FEC counselors and managers on topics relevant to the effective implementation of the pilot, including local housing/eviction processes. work closely with all pilot partners to develop the necessary communication pieces to support outreach and client communications. • The Grantee agrees to adhere to the following marketing and communication guidelines. o The Grantee and any Vendor(s)mayn ootp publicly details until the CFE Fund hasounce the receipt of sFEC made Eviction Prevention Boost Pilot Gr its official announcement or has otherwise given permission in writing. o Prior written approval of the CFE Fund is required before the Grantee or any employees or agents make any statement to the press,make a public announcement or issue any material for publication through any medium event n Boost Pilot Grant,work performed or data bearing on the FEC Eviction P collected under this Agreement. As part of the FEC Eviction Prevention Boost Pilot Grant, the CFE Fund team will provide technical assistance to the Grantee on a regular basis. The CFE Fund will: • Facilitate technical assistance calls and be available via email; • Leverage FECBOT to further pilot efforts, including adding additional FHA questions, milestones and reporting capabilities, facilitating any trainings and database maintenance; • Coordinate learning community activities to support pilot efforts; • Provide guidance on communications efforts, data collection and partnership development; and • Support all evaluation efforts, including coordinating efforts of an external evaluation consultant. CFE FUND: C-00476 EXHIBIT P 5 Exhibit Bud et—Eviction Prevention Boost Pilot Grant The CFE Fund will provide a $70,000 grant to support the City of Roanoke. Grant funds may be used for these approved uses: staff commitments, managing administrative needs, hiring a consultant, or other activities relevant to pilot, in line with the following budget. Please note, the Grantee is encouraged to provide funding to the Host Programs to further pilot efforts and will be required to provide actuals of how that funding was expensed as part of the reporting requirements. City of Roanoke Administration at Host Programs $3000 Staff Commitments at FEC Financial Counseling Provider $47,697 Administration at FEC Financial Counseling Provider $19,303 TOTAL BUDGET $70,000 CFE FUND: C-00476 EXHIBIT Q 6 Exhibit R Reporting—Eviction Prevention Boost Pilot Grant The Eviction Prevention Boost Pilot Grant reporting requirements are as follows: • Interim Report: a six-month narrative report, includes an overview of activities to date related to the Scope of Work, interim accounting of how grant funds were spent, and next steps (due July 25, 2022) • Final Report: a final report to outline all activities, along with a final accounting of how grant funds were spent (due March 15, 2023) CFE FUND: C-00476 EXHIBIT R 7 Roanoke Financial Empowerment Center Eviction Prevention Design Paper SEPTEMBER 2021 _..�► ta t2z�ef' N� ROANOKE into fico e ROANOKE 5[kV- n A Financial Empowerment Approach to Eviction Prevention in Roanoke, VA, in Partnership with Municipal Eviction Prevention Efforts Concept and Design Paper Statement of Interest The Roanoke Financial Empowerment Center (FEC) is interested in pursuing a dedicated financial counseling integration with municipally led rental assistance and eviction prevention programs in the City of Roanoke. An integration of this kind presents an opportunity to help reduce evictions through a specialized financial counseling approach. Ideally, a financial counseling approach to eviction prevention would 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." Relevant Data: City of Roanoke Population: 99,143 Median Household Income: $44,230 Median Gross Rent: $8141 Minimum Wage: $9.50/hr2 Housing Information Total Number of Households: 41 ,740 Number of Renter Households: 20,261 Percent of Renters: 49% Annual Income Needed to Afford Rental Housing: STUDIO $25,640 ONE-BEDROOM $29,720 TWO-BEDROOM $37,640 THREE-BEDROOM $50,720 FOUR-BEDROOM $55,480 Monthly Rent Affordable at Minimum Wage: $494/month3 Estimated Housing Demand in Rental Market: 690 Units4 Share of renters behind on rent: 12.9% Average owed in rent: $2,9755 Evictions per day: 4.18 2 Total Number of Evictions: 1 531 Number of Eviction Filings: 2167 Eviction Rate-Roanoke, VA: 7.36% (Eviction Rate-Virginia: 5.12% / National (US) Eviction Rate: 2.34%)6 Evictions Served by Sheriff's Office FY2019: 1478 Evictions Served by Sheriff's Office FY2020: 12017 Overview of Rental Assistance Landscape Currently, there are multiple rental assistance resources available to renters in Roanoke. These resources are administered through many local agencies that can potentially assist with past due rent and/or first months' rent & deposit. The agencies are bifurcated. Le. 1 .) Agencies that can assist with smaller portions of rent 2.) Agencies that can assist with larger portions of rent In Roanoke, the first group includes entities such as Central Intake, Roanoke Area Ministries (RAM), Presbyterian Community Center, and the Salem Food Panty. The second group includes TAP and the Community Housing Resource Center. The Legal Aid Society of Roanoke Valley is also available to assist clients with questions and concerns regarding the eviction process and clients' rights. Clients and landlords are made aware of the rental assistance resources in the Roanoke community through a variety of means, including: • Virginia 2-1-1 • Word-of-mouth • Other community agencies • Social media • Landlord notices Roanoke's eviction-prevention funding stream is broken down into many different local agencies. The two agencies administering municipally led rental assistance programs with which the Roanoke FEC is collaborating in this effort are Central Intake-One Door, a program 1"QuickFacts Roanoke city,Virginia," US Census Bureau,Accessed September 15, 2021, https://www.census.gov/quickfacts/roanokecityvirginia z"The Economic Policy Institute Minimum Wage Tracker," Economic Policy institute, Accessed September 15, 2021,https://www.epi.org/minimum-wage-tracker/#/min—wage/Virginia 3"Out of Reach 2021:Virginia", National Low Income Housing Coalition,Accessed September 15, 2021, https://reports.nlihc.org/oor/virginia 4"Comprehensive Housing Market Analysis Roanoke HMA 2017," US Department of Housing and Urban Development,Accessed September 15, 2021, https://www.huduser.gov/portal/publications/pdf//RoanokeVA- comp-17.pdf 5 Sema K.Sgaier and Aaron Dibner-Dunlap."How Many People Are at Risk of Losing Their Homes in Your Neighborhood?", The New York Times, Accessed September 22, 2021 , https://www.nytimes.com/2021/07/28/opin ion/covid-eviction-moratorium.htm I?referri ngSou rce=articleSha re 6 The Eviction Lab,Accessed September 15,2021,https:Hevictionlab.org "Roanoke Sheriff's Office 2019-2020 Annual Report",City of Roanoke Sheriff's Office,Accessed September 22,2021, https://www.roanokeva.gov/DocumentCenter/View/15500/Annua I-Report-2019-2020 3 of the City of Roanoke's Department of Human/Social Services, and Total Action for Progress (TAP), a community action agency. Some current challenges in the local eviction landscape include: • Many clients' balances are too high for agencies to assist, even if using more than one agency • Many individuals (landlords and clients) may not be aware of available assistance • Individuals may apply for assistance but get discouraged by the process or not follow through with certain paperwork requirements • Clients with previous judgments on their record are potentially prevented from renting another property in the future • Clients who have received rental assistance once often cycle back through and require rental assistance again • Clients are often far into the eviction process when they seek assistance from the rental assistance programs, whereas earlier intervention would be ideal. The Host Program(s) Background Central Intake: Central Intake-One Door is an entry point to homeless and homelessness prevention services for families and individuals who are homeless or at-risk of becoming homeless. Its homeless prevention services include rental assistance/arrears, security and utility deposits, and utility assistance. Central Intake is a program of the City of Roanoke's Department of Human/Social Services. TAP: Total Action for Progress (TAP) is a community action agency that serves eleven localities in the Roanoke Valley and adjacent communities. TAP currently serves as the rental assistance provider for rent relief as a response to the financial impacts of COVID-19 in the City of Roanoke. Target Programs Central Intake: Central Intake and the Roanoke FEC will integrate financial counseling into the rental assistance/arrears support program. 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. TAP: TAP and the Roanoke FEC will integrate financial counseling into two rental assistance programs. The first is their COVID-19 rent and mortgage relief program that provides rental assistance to eligible households that have experienced loss of income due to the pandemic. This program utilizes funds made available through grants from Emergency Solutions Grant Coronavirus (ESG-CV) and Community Development Block Grant Coronavirus (CDBG-CV) funds, passed through the City of Roanoke to TAP. The second form of rental assistance is available through the Supportive Services for Veterans Families program. This program provides rental assistance for qualifying Veterans. it is currently operating under emergency 4 regulations tied to the COVID emergency declaration, but typically operates under V.A. and HUD regulations combined. These funds are available through the Veterans Affairs office. Intake Workers' Insights Central Intake: Intake staff atC Central through theer noted the followingistance pain nmoints and challenges faced by the clients they serye • Clients with very low income, such as disability income-only households • Clients with bills and/or debt that is more than their income • Clients who take loans to pay bills and/or other debts • Clients with poor credit and therefore cannot obtain lower interest rates • Clients owe more in rent than the rental assistance amount that can be provided by Central Intake Intake staff at Central Intake noted the following FEC integration opportunities: Opportunity to speak to a financial counselor that is non-judgmental, compassionate and good listener TAP: Case managers at TAP noted the following pain points and challenges faced by the clients they serve through their rental assistance program:: • Clients in need of jobs and job training • Client with lack of access to affordable child care • Clients who need assistance in repairing credit • Clients with high monthly expenses • Clients that require assistance with working toward homeownership Case managers at TAP noted the following FEC integration opportunities: • Financial counselors can help individuals with drilling down on budgeting & how to use a budget • Financial counselors can help individuals who may go off of their budget and help them return to it • Financial counselors can help show individuals how to save effectively and invest in their own future at current household income level • Offering FEC financial counseling as an additional service to interested clients • Incentives for FEC clients who complete service • Incorporating financial counseling as part of the initial intake process Positioning the Roanoke FEC The Roanoke FEC is a resource to help individuals and families stabilize their overall financial situation and respond to the `pain points' and FEC integration opportunities identified by the case managers. The Roanoke FEC would provide a way by which clients can: • work with a counselor to increase their savings 5 • work with a counselor to manage their spending plan with an eye toward creating a budget that puts a primacy on rent and utility payments • get help meeting the terms of eviction notices • get assistance gathering and preparing documentation needed to receive rental assistance • get help planning to pay unpaid utility bills and pay those bills timely going forward work with a counselor to get on track toward homeownership • improve their credit scores and thereby qualify for lower cost loans get help with strategies to pay down overwhelming debt FEC Integration Overview Client Journey Central Intake: When a client contacts Central Intake or applies for assistance online, the Intake Worker begins by entering client information in their Homeless Management Information System. Based upon the individual's needs, a referral could be made by the Intake Worker to the prevention program, shelter, Homeless Assistance Team, or the client may continue through Central Intake for assistance with past due rent. If the client is seeking rental assistance, the Intake Worker will pass the application along to the Intake Specialist. The Intake Specialist assists the applicant with the required documents and makes an eligibility determination. In most cases, Central Intake can assist with a maximum of $300. At this point, if the client qualifies and does not need additional rental assistance, the Intake Specialist will discuss the Roanoke FEC services and help the client to schedule their FEC appointment online at www.roanokefec.org. If the balance is higher than the amount with which Central Intake can assist, the Intake Specialist also explains that a financial request cannot be made until the remaining portion is paid or pledged by another agency. At this time, the individual the Intake Specialist provides a referral to other agencies in the community that may be able to assist. The Intake Specialist then informs the individual that he/she will need to inform the Intake Specialist once they have the remaining portion covered. Once follow up has been made and the official financial request can be completed, the Intake Specialist informs the individual that it can take up to two weeks for landlords to receive all payments. At this point, the Intake Specialist will discuss the Roanoke FEC services and help the client to schedule their FEC appointment online at www.roan okefec.org. Ultimately, Central Intake staff will help their clients schedule an appointment online with the Roanoke FEC after they make their rental assistance decision and as part of their eligibility discussion with the client. Central Intake staff will present financial counseling as part and parcel of the overall rental assistance program - not as a requirement to receive rental assistance, but instead as a resource to help the client attain greater financial stability after their immediate crisis is resolved and to avoid future eviction crises. 6 Central Intake Eviction Prevention Program - Client Journey w/ Roanoke FEC Referral OR �s T Mde soe � CMM fAtftdQS HokunwAvord ; L on�neea: h—casencr: idM fiedpfoi - HelPft HIMKfood iWM-fi1CW1�ehMSM pdw7 Utifities 3?; (OOdGULO ice. asshtace elKISIeS, ut ltim ass IDUCe) ef[,Z.M .£ Med,II . TAP: When a client contacts TAP, staff refer them to whole family intake. TAP has one staff person who performs intake and assesses eligibility for the programs. If TAP staff identify a need for eviction assistance, they will refer the client to TAP's appropriate rent and mortgage assistance programs. Rent program staff meet with the clients, help them fill out an application, and give them a list of required documents. When documents come back proving eligibility, staff reach out to the client's landlord to discuss payment and willingness to cooperate. Once the landlord signs paperwork promising they will not evict the client, TAP mails a check to the landlord. Ultimately, TAP staff will help their clients schedule an appointment online with the Roanoke FEC after they make their rental assistance decision and as part of their eligibility discussion with the client. TAP staff will present financial counseling as part and parcel of the overall rental assistance program - not as a requirement to receive rental assistance, but instead as a resource to help the client attain greater financial stability after their immediate crisis is resolved and to avoid future eviction crises. 7 Total Action for Progress Rent & Mortgage Relief Program - Client Tourney w/ Roanoke FEC Referral OR im TAP sends Eviction Risk -- Eligibility check to Identified Determined landlord LJClient Ctther connects needs with other identified supportive services Referral Points Host program staff will identify the best point in the application process to help them schedule an appointment with the Roanoke FEC. At the very least, clients wills be referred to the FEC after a rental assistance decision is made by host program staff. Some other opportunities for a referral point could also potentially be when a client expresses a need for permanent housing and/or when a client has unpaid utility bills. Central Intake and TAP staff will go online and schedule an appointment for their client with the Roanoke FEC at www.roanokefec.org. This will help to ensure that appointments are scheduled and confirmed. It will also increase the likelihood that clients will attend their Roanoke FEC financial counseling session, as they will receive an e-mail and a text reminder of their upcoming session if the host program schedules their appointment online with them. In addition, digital and printed flyers will be available to all host program staff to distribute to clients. Resources Required Host program staff need the following resources to make a smart FEC referral: Roanoke FEC training 8 • A thorough understanding of the entirety of the FEC services (what it consists of, timeline for counseling) • A thorough understanding of who can receive FEC services • A thorough understanding of the ways by which FEC counselors assist individuals and families • Opportunity to meet FEC counselors • Open lines of communication between host program staff and FEC Counselors • Scheduled and regular meetings between FEC staff and host program staff • Confidence in the professionalism and courteousness of the Roanoke FEC staff • Diverse marketing • Status of clients' progress at the FEC • Confidence in being able to convey the benefits of working with FEC counselors Referral Methods The best way to make referrals to the Roanoke FEC is for host program staff to schedule an appointment using the scheduling tool at www.roanokefec.org while they are visiting or speaking on the phone with their client. The web site's scheduling platform allows for whomever is scheduling the appointment to select a specific referral source under the question, "How did you hear about the Roanoke FEC?" Two new options to the dropdown menu for host program staff to choose when helping their clients schedule the appointment will be added to the tool: 1 .) Central Intake- Rental Assistance 2.) TAP- Rental Assistance The FEC Counselors will capture this information in FECBot, the financial counseling system, within the "Referral" Section in the Client Profile by selecting one of the two options above from the "Referral Entity" dropdown and then selecting "Referral program=Home Preservation (foreclosure/ eviction prevention)" By capturing these individual clients, the Roanoke FEC can provide regular communications and updates to the host program regarding referral activity. It will also bolster the Roanoke FEC's ability to measure the impact of an eviction prevention pilot. Client Supports The host program staff will be equipped with a working knowledge of the Roanoke FEC counseling services and talking points to help their clients understand the value of financial counseling. TAP has also offered to conduct follow-up calls with clients referred to the FEC. Staff will call to remind them of their scheduled appointment and confirm if an appointment was held. In addition, TAP may be able to issue bus passes to those clients seeking in- person financial counseling appointments at an FEC location. Staffing Needs The Roanoke FEC does not anticipate any additional staffing needs to support this integration initially. Eventually, there may be a need to increase staffing at the FEC due to 9 increased referrals through the eviction prevention efforts, though a pilot period would show if increased referrals merit a new or additional counselor. TAP and Central Intake do not anticipate any additional staffing needs to support this integration initially. They will be able to integrate the referrals into their current operations. Referrals • Central Intake anticipates making 12-13 referrals per month • TAP anticipates making 20 referrals per month In addition, there are likely clients that will connect to the Roanoke FEC who may be facing eviction and be unaware of rental assistance available. In these cases, the Roanoke FEC counselors will be able to refer these individuals to TAP and Central Intake for rental assistance. Training The Roanoke FEC counselors will need additional education on the eviction process in Virginia, generally, as well as up-to-date information on COVID-19 related resources and laws relevant to evictions at the local, state and federal level. The FEC counselors would need additional information and training on the legal process of evictions, the legal process from the landlord's position, the legal process from the tenant's position (e.g. tenant rights). Additional training could include Fair Housing laws, Section 8, and housing issues related to senior citizens. The Virginia Cooperative Extension, the Roanoke FEC's local training provider, could provide eviction-related training programs. Landlords The Roanoke FEC Eviction Prevention Boost planning grant team has not had in-depth conversations about how landlords will be included in this integration. Currently, landlords are included in the host programs' rental assistance programs in a variety of ways as described above in the section detailing how the rental assistance programs at Central Intake and TAP operate. Further discussion is merited on if and how to include landlords in the financial counseling integration specifically. A pilot period that involves working with tenants at risk of eviction will likely provide a clearer view into what current challenges and opportunities may exist to involve landlords. Messaging As noted above, host program staff will message the FEC counseling as part and parcel of the overall rental assistance program - not as a requirement to receive rental assistance, but instead as a resource to help the client attain greater financial stability after their immediate crisis is resolved and to avoid future eviction crises. This messaging will promote the seamless nature of the two programs - e.g. rental assistance and financial counseling are two separate pieces of the same project with rental assistance positioned as providing short- term, immediate relief and financial counseling as providing long-term financial stability. 10 TAP currently messages each of its programs with a description on its website. TAP can update the description of their rental assistance program to include the financial counseling component. Host programs will also have Roanoke FEC literature visible and available at their locations. Equity and Accessibility Typically, it is those communities most in need that access rent relief programs through the various avenues noted previously (e.g. 2-1-1 , word-of-mouth, other service agencies). Additional efforts to inform hard-to-reach communities at risk of eviction could include dual-branded outreach flyers and social media posts specific to rent relief and financial counseling distributed by the host program and posted on the host program's social media pages. In addition, TAP has offered to issue bus passes for clients who would prefer to meet with an FEC counselor in-person, who might otherwise have limited transportation. Both Roanoke FEC co-location sites are accessible via public transportation. In addition, the Roanoke FEC offers financial counseling in dozens of languages through a partnership with Arara Language Solutions and has flyers available in the seven most commonly spoken languages in the City other than English, including Spanish, Swahili, Nepali, French, Dari, Creole and Arabic. Roanoke Redevelopment and Housing Authority, Family Promise of Roanoke Valley, Legal Aid Society of Roanoke Valley, City of Roanoke (i.e. City Manager's Office's Bilingual Program Support Specialist), Casa Latina, Commonwealth Catholic Charities, Blue Ridge Literacy, Latinas Network-Roanoke are partners and entities that could assist with addressing issues related to ensuring an equitable approach to outreach and accessibility. FECBOT (FEC Database) Recommended/suggested additional Financial Health Assessment(FHA) Questions • Have you experienced eviction in the past? If so, how long ago? (Then have options for within the past 6 months, last year, over a year ago) • Have you received a "Pay or Quit" notice from your landlord? • If you are currently facing eviction, how many months behind on rent are you? What is the reason you are behind on rent (e.g. loss of job, reduced hours at work, loss of other household income, other) • Do you anticipate having additional difficulties paying rent in n• ext three months? If so, what barriers do you believe are preventing you from being able to pay rent? (e.g. Not enough income, too many other bills, when rent is due compared to your paycheck receipt schedule, behavioral/emotional issues, other) • If you are currently behind on rent due to a change in HH income, would you attribute that loss of income to COVID-19? • Have you applied for local or state rental assistance programs? (At this point, if this is a client who has not come from Central Intake or TAP, the FEC counselor could make a note to make proper referrals to TAP, Central Intake, DHCD, etc.) • If yes, did you receive rental assistance from local or state rental assistance programs? If no, why were you not eligible for local or state rental assistance programs? 11 10 1 Recommended/suggested additional milestones • Set up an alternate payment plan with landlord • Changed payment due dates for other bills such as credit cards, utilities, or student loans • Set up payment plan for utility service • Applied for utility assistance • Setting up payment plans for utilities Funding & Sustainability Local Funding Currently, the Roanoke FEC has the staff capacity to support this pilot effort. Therefore, a budget for this pilot program in Roanoke would likely consist of any additional costs for marketing, training, translation services, credit reports for referred clients, bus passes and, possibly, additional technology for a virtual financial counseling station at one of the host program sites in the future. However, if there is a significant enough increase in sessions at the FEC due to this integration, then additional funds may be required to support this pilot and ongoing implementation. If so, one possible funding avenue is to fund the effort through the American Rescue Plan (ARP) Act's local fiscal recovery funds (FRF). An allowable use of FRF is to "address negative economic impacts caused by the public health emergency, including economic harms to workers, households, small businesses, impacted industries, and the public sector. This includes: Assisting households or populations facing negative economic impacts due to COVID-19 such as... counseling...to prevent eviction [italics mine] or homelessness," according to the National League of Cities.$ The American Rescue Plan (ARP) Act made available $64.5 million to the City of Roanoke in two tranches. The City received the first tranche this year. The second tranche will arrive next year. The City sought input on how to use ARP Act funds from a panel of community members throughout the Summer of 2021 . This panel, the Star City Strong: Recovery and Resiliency Advisory Panel, considered the challenges confronting the City from the COVID-19 pandemic disaster and the opportunities available to the community through the American Rescue Plan Act during seven meetings and a public hearing. The Roanoke City Manager presented the panel's recommendations to the Roanoke City Council during their September 20, 2021 meeting. Of the recommendations in the report, one is that the City Council "invest in programs and initiatives that benefit People, Places and Governance." The aim of the programs and initiatives that fall under the "People" category is to "ensure no one in the community lacks the essentials of shelter, food, and personal safety. Provide opportunities for residents of all ages, ability levels and backgrounds to engage fully in civic, economic and social life," according to the recommendations report. Finally, two opportunities listed under the "People" section are "Wealth Building/Counseling" and "Homelessness". The Roanoke FEC can provide the wealth building & financial counseling service. In addition, a a Yucel Ors. "National League of cities," U.S. Treasury Guidance on Using Coronavirus State and Local Fiscal Recovery Funds(May 14,2021),Accessed September 23,2021, https://www.nlc.org/article/2021/05/14/u-s-treasury-guidance-on- using-coronavi rus-state-a nd-local-fiscal-recovery-funds/ 12 financial counseling integration into eviction prevention efforts would, ideally, over the course of time, help families once at risk of eviction to build savings and financial stability, and therefore reduce the likelihood of incident of homelessness. Another potential avenue for funding is through Carilion Clinic, a not-for-profit healthcare organization, and their community grants opportunity. Carilion Clinic receives grant proposals from various community organizations twice per year for programs that address key health priorities. The 2021 Roanoke Valley Community Health Assessment cites "Poverty/low average income" and lack of access to "affordable/safe housing" as two socioeconomic factors that lead to poor health outcomes in the community. The Roanoke FEC has received this grant thus far. Highlighting the financial counseling integration into eviction prevention efforts could be a component of a future Carilion Clinic community grant application. Applications for the 2022 year are due October 15, 2021 . Carilion Clinic will notify recipients in December 2021 . Federal Funding The City of Roanoke did not receive Emergency Rental Assistance (ERA) funding directly. Only localities with populations of greater than 200,000 were eligible for direct ERA funding. The Commonwealth of Virginia is administering the ERA funds in localities that did not receive direct funds. Therefore, unless there is a mechanism by which localities can apply for a portion of ERA funds from the state to support eviction prevention efforts such as this, there is not likely an ERA federal funding stream available to support this work in Roanoke. Potential Budget for Eviction Prevention Pilot Description Amount Advertising/Marketing $1 ,200 Translation Services $230 $3,500 Training Technology $2,000 Credit Reports $340 Bus passes $315 Total Ex enses $7,585 Sustainability Eventually, sustainability for this integration may require securing funding for an additional FEC counselor, if needed given increased volume, to work with individuals at risk of eviction. Continuous support will require verification that individuals referred to the FEC through this effort secured financial counseling and that there were positive outcomes and achievements specific to that population. Continuous support for the eviction prevention effort would likely require a measurement of how financial counseling helped individuals avoid current eviction and how it set individuals up for future success to better pay rent in full and on time in the future. 13 Impact Success Measures A successful integration of financial counseling into municipally-led rental assistance programs would include the following outcomes: • Households facing evictions secured immediate rental assistance funds to stay housed in the short-term, while simultaneously or subsequently beginning financial counseling to identify the root cause of eviction and financial planning to reduce risk of future eviction • Increased household savings for those households who sought rental assistance through Central Intake and TAP • Reduced debt, strengthened credit, and banking access and use of bank accounts, for those households who sought rental assistance through Central Intake and TAP • A reduction in the number of households repeatedly seeking rental assistance through Central Intake and TAP • More individuals able to access savings to pay rent for a period of three to six months after an unexpected layoff or reduction in household income • Established clear lines of communication between host program and Roanoke FEC staff Data Sharing Data Sharing Agreements could be useful as an opportunity for both entities to detail the specific types of information that they would share and at what frequency. They are also an opportunity to set expectations around the frequency of sharing data, and the allowable and non-allowable uses of data. TAP has indicated a willingness to enter into a data sharing agreement. The non-profit counseling provider and the integration partner would execute Data Sharing Agreements with approval by the local government manager. Meanwhile, the FEC can share aggregate sessions and outcomes data (e.g. total number of sessions resulting from the effort, total savings increased by households referred through this effort, etc.) with TAP and Central Intake at an agreed upon schedule. However, the FEC can only share individual participation, outcomes and milestones data about clients who responded "Yes" to the Consent for Collaborating Organizations Section question in the FEC Client Services Agreement. Generating Buy-In A Roanoke FEC integration into municipally led rent relief programs will need to show that financial empowerment counseling is an effective approach to improving the long-term financial stability of individuals and families at risk of eviction. In the near-term, the individuals or family's priority will likely be to secure the financial assistance available through the host programs and avoid a looming eviction. However, in the long term, it will 14 be important to see indicators that the same individuals and families who applied for or received rental assistance improved their household finances. The following are examples of discrete pieces of information that the host programs and Roanoke FEC may need to collect to generate buy-in for the integration beyond a pilot phase: # of households referred to the FEC that set up and completed 1 FEC appointment • # of households referred to the FEC that set up and completed 2 or more FEC appointments • Households referred to the FEC that built their savings, ultimately allowing more households to better withstand loss of income and remain housed by accessing savings to pay rent for a period without going further into debt to pay rent • Households referred to the FEC that were able to pay off unpaid utility bills while receiving financial counseling • Households referred to the FEC that improved their overall financial situation, including traditional FEC outcomes such as banking access, strengthened credit, and reduced debt • Reduction in households seeking rental assistance repeatedly over the course of their lifetime, or more than once in any given year • Client testimonials that clearly indicate the ways in which financial counseling helped individuals stay housed and find financial stability long-term Conclusion Leveraging existing support structures and enhancing the City of Roanoke's current eviction prevention efforts by integrating the Roanoke FEC is an opportunity to have a positive impact on the financial stability of individuals and families facing evictions. An integration of this type would leverage the expertise of the financial counselors at the FEC and enhance Roanoke's existing rent relief & eviction prevention efforts. 15 � .a ROANOKE ass a EQUITY AND EMPOWERMENT ADVISORY BOARD 2022 Strategic Action Plan ■ Equity and Empowerment Advisory Board ROANOKE Monday, July 6, 202o, Roanoke City Council established the Equity and Empowerment Advisory Board g Member Council-Appointed Body Monthly Meetings: ZStThursday of each Month at 6:30 pm 1 3/4/2022 Equity and Empowerment Advisory Board Members ROANOKE Vice Mayor White-Boyd Council Member Bestpitch Dr. William L. Lee Jerel Rhodes Peter Wonson Angela Penn , Patice Holland '_ Rabbi Kathy Cohen Equity and Empowerment Advisory Board , ROANOKE Purpose and Responsibilities Review priorities for Interwoven Equity (City Plan 2040) Develop proposed plans for implementation of policies and actions (City Plan 2040) Review existing city policies, ordinances and regulations and make recommendations to City Council 2 3/4/2022 Priority One: Trust Sak ROANOKE While overtly discriminatory policies of the past have largely been removed,there is still a responsibility for City government and its current leadership to regain trust following the trauma experienced by African American communities. Forthe community to thrive as a whole,the City government must work to build trust through its actions. y Priority One: Trust ROANOKE 2022—Goal Create(3)working groups based on the policies identified in Priority One:Trust of the City's Interwoven Equity Plan: Working Group#1: Policy 1: Remove legal elements of institutional or structural bias Working Group#z: Policy is Lead community healing Working Group#3:Create ongoing advocacy and accountability for equitable government policies 3 3/4/2022 Priority Two: Break the Cycle of Poverty ROANOKE A variety of factors affect people in poverty in ways that make it difficult to break the cycle of poverty. This priority focuses on policies that provide pathways to upward mobility and remove the obstacles to success. Priority Two: Break the Cycle of Poverty ROANOKE 2022—Goal Creating and implementing a resident/community survey: What do the residents and neighborhoods need? r i � r " r I 4 3/4/2022 PriorityThree: Neighborhood Choice AM, ROANOKE When overt racial segregation laws were struck down in the early 20th century, other segregation strategies emerged.A widespread practice by developers placed private restrictive covenants into land deeds to preclude sales to African American people.Owning a single-family house on a large lot was out of reach for many African American families, so governments began using single-family zoning districts and minimum lot sizes to have the effect of excluding them. Financial policies favoring homeownership emerged as a proxy strategy for legal segregation. Even though Roanoke became segregated by race and income through intentional policies, reversing those injustices means making sure that barriers to housing choice, including ones that are not readily apparent,are removed. PriorityThree: Neighborhood Choice ROANOKE 2022—Goal Advance current recommendations of the subcommittee: Develop a housing plan that promotes a broad range of housing types in all neighborhoods Train on proposal development and grant writing Assemble a package ofGreenlining resources g t 5 3/4/2022 Fengage : Inclusive Culture �w ROANOKE d a neighborhood partnership model in the ig8os that worked to nity organizations, businesses, and governments.As the model was best practice throughoutthe country, Roanoke's neighborhoods built a strong network of neighborhood groups actively engaged in improving their communities. These groups were governed and operated essentially as homeowner associations. In the last decades,those groups have found it increasingly difficult to engage people. Some groups,active and strong through the iggos, became completely inactive. Others are struggling with dwindling membership. Priority Four: Inclusive Culture ROANOKE Goal 2022 Identification of desired outcomes: Increase civic participation Provide opportunities for residents to interact with those of different backgrounds Improve"Sense of Purpose" i f i 6 3/4/2022 Priority Five: Service Delivery ROANOKE This priority focuses on services provided by the City of Roanoke. It is crucial that services are provided equitably and in ways that are accessible to all residents. i Priority Five: Service Delivery � ROANOKE Goal 2022 Improved City Communication: Meet with staff managing website Permits Grants Language Access 7 CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue,S.W.,Room 456 Roanoke,Virginia 24011-1536 Telephone: (540)853-2541 Fax: (540)853-1145 E-mail: clerk@roanokeva.gov CECELIA F.MCCOY,CMC CECELIA T.WEBB,CMC City Clerk Deputy City Clerk March 8, 2022 Mary Jo Fassie President Roanoke Valley Sister Cities 1105 Ridgecrest Drive, N. E. Roanoke, Virginia 24019 Dear President Fassie: I am enclosing a copy of Resolution No. 42309-030722 supporting the people of the sovereign nation of Ukraine and condemning Russia's violent, unwarranted and inhumane invasion of Ukraine. Roanoke City Council denounces the needless and illegal assault of Ukraine by Russia and its President, Vladimir Putin, in the strongest possible terms and Council acknowledges its support for the people of Ukraine as they continue to defend their country. Please know that Roanoke City Council continues to support the partnerships between Roanoke Valley Sister Cities, Inc., and the seven Sister Cities on four continents, in furtherance of their mission to promote mutual respect, understanding, and cooperation. The abovereferenced measure was adopted by the Council of the City of Roanoke at its regular meeting held on Monday, March 7, 2022, and is in full force and effect upon its passage. Sincerely, Cecelia F. McCoy, CMC City Clerk Enclosure PC: Mayor Sherman P. Lea, Sr. and Members of Roanoke City Council Robert S. Cowell, Jr., City Manager Timothy R. Spencer, City Attorney IN THE COUNCIL OF THE CITY OF ROANOKE,VIRGINIA 1� The 7�n day of March 2022. No. 42309-030722. A RESOLUTION supporting the people of the sovereign nation of Ukraine and condemning Russia's violent,unwarranted and inhumane invasion of Ukraine. WHEREAS, on February 23, 2022 Russian President, Vladimir Putin, announced a "special military operation" in Ukraine; WHEREAS,soon thereafter,the Russian military,without cause or provocation,launched an illegal full-scale invasion of Ukraine, sending troops into the country and bombing major cities; WHEREAS, the attack on Ukraine is unprovoked and demonstrates a blatant violation of international law; WHEREAS, President Vladimir Putin has continued to demonstrate a dangerous disregard for international law and a chilling indifference to the unnecessary loss of human life; WHEREAS,all people of Ukraine, no matter their background, deserve a chance to live in peace and freedom; WHEREAS,it is vital that we remain united in our support of the Ukrainian people and in our condemnation of Russia's illegal invasion; WHEREAS,Roanoke Valley Sister Cities,Inc.,established a partnership with Pskov,Russia, almost 30 years ago, leading to cultural and educational exchanges that have prompted mutual understanding and friendship; and WHEREAS,the Sister Cities relationships resulted from President Dwight D.Eisenhower's call for establishment of such connections during his 1956 White House Summit on Citizen Diplomacy; President Eisenhower specifically cited the importance of such relationships between people in the United States and people in Russia as the only road to genuine understanding and peace between our two countries. THEREFORE BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. Council denounces the needless,illegal and inhumane invasion of Ukraine by Russia and its President, Vladimir Putin, in the strongest possible terms. 2. Council acknowledges its support for the people of Ukraine as they continue to defend their country from this illegal and inhumane invasion. 3. Council continues to support the partnerships between Roanoke Valley Sister Cities, Inc.,and the seven Sister Cities on four continents,in furtherance of their mission to promote mutual respect,understanding, and cooperation. 4. The City Clerk is directed to forward an attested copy of this Resolution to Mary Jo Fassie, President of Roanoke Valley Sister Cities. ATTEST: p C U City Clerk. CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue,S.W.,Room 456 Roanoke,Virginia 24011-1536 Telephone: (540)853-2541 Fax: (540)853-1145 E-mail: clerk@roanokeva.gov CECELIA T.WEBB,CMC CECELIA F.MCCOY,CMC Deputy City Clerk City Clerk March 9, 2022 Andrew Raduly 1310 Dale Avenue, Southeast Roanoke, Virginia 24013 Dear Mr. Raduly: At a regular meeting of the Council of the City of Roanoke which was held on Monday, March 7, 2022, you were appointed as a member of the Board of Zoning Appeals to fill the unexpired term of office of Valeria Alphin ending December 31, 2023. Enclosed you will find a Certificate of your appointment and two copies of an Oath or Affirmation of Office form. Below are the next steps: 1. Please take both copies of the form to the Clerk of the Circuit Court of the City of Roanoke to have the oath administered. It is located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S.W.The Clerk of the Circuit Court office will keep a copy on file. 2. Please request from the Clerk of Circuit Court to send one copy of the Oath or Affirmation of Office form to the City Clerk's Office. The Oath or Affirmation of Office form must be completed 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(transmitted via email). 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 Board of Zoning Appeals. Sincerely, Cecelia F. McCoy, CMC City Clerk Enclosures PC: Lindsay Aker, Secretary, Board of Zoning Appeals, 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 March 2022, ANDREW RADULY, was appointed as a member of the Board of Zoning Appeals to fill the unexpired term of office of Valeria Alphin ending December 31, 2023. Given under my hand and the Seal of the City of Roanoke this ninth day of March 2022. City Clerk i CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue,S.W.,Room 456 Roanoke,Virginia 24011-1536 Telephone: (540)853-2541 Fax: (540)853-1145 E-mail: clerk@roanokeva.gov CECELIA T.WEBB,CMC CECELIA F.MCCOY,CMC Deputy City Clerk City Clerk March 9, 2022 Dr. Brenda Russ 151 River Birch Avenue, Daleville, Virginia 24083 Dear Dr. Russ: At a regular meeting of the Council of the City of Roanoke which was held on Monday, March 7, 2022, you were appointed as a member of the Equity and Empowerment Advisory Board to fill the unexpired term of office of Dr. Elda Stanco Downey ending December 31, 2023. Enclosed you will find a Certificate of your appointment and two copies of an Oath or Affirmation of Office form. Below are the next steps: 1. Please take both copies of the form to the Clerk of the Circuit Court of the City of Roanoke to have the oath administered. it is located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S.W.The Clerk of the Circuit Court office will keep a copy on file. 2. Please request from the Clerk of Circuit Court to send one copy of the Oath or Affirmation of Office form to the City Clerk's Office. The Oath or Affirmation of Office form must be completed 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(transmitted via email). 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 Equity and Empowerment Advisory Board. Sincerely, &,U� Cecelia F. McCoy, CMC City Clerk Enclosures PC: Angie O'Brien, Secretary, Equity and Empowerment Advisory 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 March 2022, DR. BRENDA RUSS, was appointed as a member of the Equity and Empowerment Advisory Board to fill the unexpired term of office of Dr. Elda Stanco Downey ending December 31, 2023. Given under my hand and the Seal of the City of Roanoke this ninth day of March 2022. City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue,S.W.,Room 456 Roanoke,Virginia 24011-1536 Telephone: (540)853-2541 Fax: (540)853-1145 E-mail: clerk@roanokeva.gov CECELIA F.MCCOY,CMC CECELIA T.WEBB,CMC City Clerk Deputy City Clerk March 9, 2022 Stacey Sheppard P.O. Box 2866, Roanoke, Virginia 24011 Dear Ms. Sheppard: At a regular meeting of the Council of the City of Roanoke which was held on Monday, March 7, 2022, you were reappointed as a member of the Gun Violence Prevention Commission for a three-year term of office, commencing April 1, 2022 and ending March 31, 2025. I j Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office form. Below are the next steps: 1. Please take both copies of the form to the Clerk of the Circuit Court of the City of Roanoke to have the oath administered. It is located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S.W.The Clerk of the Circuit Court office will keep a copy on file. 2. Please request from the Clerk of Circuit Court to send one copy of the Oath or Affirmation of Office form to the City Clerk's Office. The Oath or Affirmation of Office form must be completed 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(transmitted via email). 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 continue to serve the City of Roanoke as a member of the Gun Violence Prevention Commission. Sincerely, W10-14t Cecelia F. McCoy, CMC City ity Clerk PC: Angie O'Brien, Secretary, Gun Violence Prevention Commission, with application 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 March 2022, STACEY SHEPPARD, was reappointed as a member of the Gun Violence Prevention Commission for a three-year term of office, a commencing April 1, 2022 and ending March 31, 2025. Given under my hand and the Seal of the City of Roanoke this ninth day of March 2022. -!%t.c.Qtev �7 • ma4t City Clerk } .w CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue,S.W.,Room 456 Roanoke,Virginia 24011-1536 Telephone: (540)853-2541 Fax: (540)853-1145 E-mail: clerk@roanokeva.gov CECELIA T.WEBB,CMC CECELIA F.MCCOY,CMC Deputy City Clerk City Clerk March 9, 2022 Angela Williams 2147 Meadowbrook Road, Northwest Roanoke, Virginia 24017 Dear Ms. Williams: At a regular meeting of the Council of the City of Roanoke which was held on Monday, March 7, 2022, you were appointed as a member of the Gun Violence Prevention Commission to replace Taisha Steele for a three-year term of office commencing April 1, 2022 and ending March 31, 2025. Enclosed you will find a Certificate of your appointment and two copies of an Oath or Affirmation of Office form. Below are the next steps: 1. Please take both copies of the form to the Clerk of the Circuit Court of the City of Roanoke to have the oath administered. It is located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S.W.The Clerk of the Circuit Court office will keep a copy on file. 2. Please request from the Clerk of Circuit Court to send one copy of the Oath or Affirmation of Office form to the City Clerk's Office. The Oath or Affirmation of Office form must be completed 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(transmitted via email). 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 Gun Violence Prevention Commission. Sincerely, / Cecelia F. McCoy, CMC City Clerk Enclosures PC: Angie O'Brien, Secretary, Gun Violence Prevention Commission, 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 March 2022, ANGELA WILLIAMS, was appointed as a member of the Gun Violence Prevention Commission to replace Taisha Steele for a three- year term of office commencing April 1, 2022 and ending March 31, 2025. Given under my hand and the Seal of the City of Roanoke this ninth day of March 2022. 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 CECELIA F.MCCOY,CMC E-mail: clerk@roanokeva.gov CECELIA T.WEBB,CMC City Clerk Deputy City Clerk March 9, 2022 The Honorable Joseph L. Cobb Council Member Roanoke, Virginia Dear Council Member Cobb: At a regular meeting of the Council of the City of Roanoke which was held on Monday, March 7, 2022, you were reappointed as a member of the Gun Violence Prevention Commission for a term of office commencing April 1, 2022 and ending December 31, 2022. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office form. Below are the next steps: 1. Please take both copies of the form to the Clerk of the Circuit Court of the City of Roanoke to have the oath administered. It is located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S.W.The Clerk of the Circuit Court office will keep a copy on file. 2. Please request from the Clerk of Circuit Court to send one copy of the Oath or Affirmation of Office form to the City Clerk's Office. The Oath or Affirmation of Office form must be completed 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(transmitted via email). 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 continue to serve the City of Roanoke as a member of the Gun Violence Prevention Commission. Sincerely, eztd,z�J-. 'AT Cecelia F. McCoy, CMC City Clerk Enclosures PC: Angie O'Brien, Secretary, Gun Violence Prevention Commission, 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 March 2022, THE HONORABLE JOSEPH L. COBB,was reappointed as a member of the Gun Violence Prevention Commission for a term of office commencing April 1, 2022 and ending December 31, 2022. Given under my hand and the Seal of the City of Roanoke this ninth day of March 2022. City Clerk i 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 CECELIA F.MCCOY,CMC E-mail: clerk@roanokeva.gov CECELIA T.WEBB CMC City Clerk Deputy City Clerk March 9, 2022 Laura Carden 5400 Bernard Drive, F302 Roanoke, Virginia 24018 Dear Ms. Carden: At a regular meeting of the Council of the City of Roanoke which was held on Monday, March 7, 2022, you were appointed as a member of the Roanoke Arts Commission to fill the unexpired term of office of Janet Carty ending June 30, 2024. Enclosed you will find a Certificate of your appointment and two copies of an Oath or Affirmation of Office form. Below are the next steps: 1. Please take both copies of the form to the Clerk of the Circuit Court of the City of Roanoke to have the oath administered. It is located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. The Clerk of the Circuit Court office will keep a copy on file. 2. Please request from the Clerk of Circuit Court to send one copy of the Oath or Affirmation of Office form to the City Clerk's Office. The Oath or Affirmation of Office form must be completed 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 (transmitted via email). The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." On behalf of the Mayor and Members of City Council, I would like to express appreciation for your willingness to serve the City of Roanoke as a member of the Roanoke Arts Commission. Sincerely, e4� Cecelia F. McCoy, CMC City Clerk Enclosures PC: Melissa Murray, Secretary, Roanoke Arts Commission, 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 March 2022, LAURA CARDEN, was appointed as a member of the. Roanoke Arts Commission to fill the unexpired term of office of Janet Carty ending June 30, 2024. Given under my hand and the Seal of the City of Roanoke this ninth day of March 2022. 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 CECELIA F.MCCOY,CMC E-mail: clerk@roanokeva.gov CECELIA T.WEBB,CMC City Clerk Deputy City Clerk March 9, 2022 Dawn Tanner Erdman 4072 Southmont Drive, Southwest Roanoke, Virginia 24014 Dear Ms. Tanner Erdman: At a regular meeting of the Council of the City of Roanoke which was held on Monday, March 7,2022, you were appointed as a member of the Visit Virginia's Blue Ridge, Board of Directors to fill the unexpired term of office of Dr. Elda Stanco Downey ending June 30, 2022. In addition, serve a one- year term of office ending June 30, 2023. Enclosed you will find a Certificate of your appointment and two copies of an Oath or Affirmation of Office form. Below are the next steps: 1. Please take both copies of the form to the Clerk of the Circuit Court of the City of Roanoke to have the oath administered. It is located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. The Clerk of the Circuit Court office will keep a copy on file. 2. Please request from the Clerk of Circuit Court to send one copy of the Oath or Affirmation of Office form to the City Clerk's Office. The Oath or Affirmation of Office form must be completed 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(transmitted via email). 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 Visit Virginia's Blue Ridge, Board of Directors. Sincerely, Cecelia F. McCoy, CMC City Clerk Enclosures PC: Landon Howard, President, Visit Virginia's Blue Ridge, with application 101 Shenandoah Avenue, Southwest, Roanoke,Virginia 24016-2044 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 March 2022, DAWN TANNER ERDMAN, was appointed as a member of the Visit Virginia's Blue Ridge, Board of Directors to fill the unexpired term of office of Dr. Elda Stanco Downey ending June 30, 2022 and an additional one- year term of office ending June 30, 2023. Given under my hand and the Seal of the City of Roanoke this ninth day of March 2022. 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 CECELIA F.MCCOY,CMC E-mail: clerk@roanokeva.gov CECELIA T.WEBB,CMC City Clerk Deputy City Clerk March 16, 2022 Taisha Steele 3770 Laurel Ridge Road, N. W. Roanoke, Virginia 24017 Dear Ms. Steele: Your term of office as a member of the Gun Violence Prevention Commission will expire on March 31, 2022. 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 Gun Violence Prevention Commission from March 15, 2021 to March 31, 2022. Please find enclosed a Certificate of Appreciation and an aerial view photograph of the Roanoke Valley in recognition of your service. Sincerely, C.t�l��.C.C�� �G l.�• Cecelia F. 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