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Council Actions 10-06-25
SANCHEZ-JONES 43275-100625 City of Roanoke, Virginia ROANOKE CITY COUNCIL ROANOKE CITY SCHOOL BOARD October 6, 2025 ROANOKE 9:00 AM Community Empowerment Center _ 40 Douglass Avenue, NW Roanoke, Virginia 24016 AGENDA The City of Roanoke is a safe, caring and economically vibrant community in which to live, learn, work, play and prosper. A vibrant urban center with strong neighborhoods set amongst the spectacular beauty of Virginia's Blue Ridge. NOTICE: City Council meetings will be televised live and replayed on RVTV Channel 3 on Thursdays at 7:00 pm, and Saturdays from 10:00 am to 5:00 pm; and video streamed through YouTube Live at youtube.com/RoanokeVa. Council meetings are offered with closed captioning for the deaf or hard of hearing. CALL TO ORDER - ROLL CALL. • City Council - All present. • Roanoke City School Board -All present. WELCOME AND OPENING REMARKS. ITEMS FOR DISCUSSION/COMMENTS BY THE CITY COUNCIL/SCHOOL BOARD TRUSTEES. • Superintendent White Report-Out: o RCPS Equity in Action Plan Wrap-up (Community Empowerment Center Overview) o RCPS Strategic Plan Revision Overview • RCPS Budget Report (new per City Council Funding Formula policy amendment from May 2025) • Joint City Council/School Board Funding Formula Committee Report Out • Discussion of Enrollment Trends (including an update on Preston Park Elementary and potential new high school) RECESSED/ADJOURNED - 10:45 AM. LEGISLATIVE COMMITTEE MEETING SCHEDULED TO FOLLOW THE 9:00 A.M. JOINT MEETING OF COUNCIL AND THE ROANOKE CITY SCHOOL BOARD, LOCATED AT THE COMMUNITY EMPOWERMENT CENTER. (10:46 AM - 11:06 AM) October 6, 2025 Legislative Committee Meeting Agenda. AT 11:34 AM, THE COUNCIL MEETING WILL RECONVENE IN THE CHAMBER, TO CONSIDER THE FOLLOWING ITEMS FOR ACTION: A communication from Mayor Joseph L. Cobb requesting that the Council convene in a Closed Meeting to discuss vacancies on certain authorities, boards, commissions and committees appointed by the Council, pursuant to Section 2.2- 3711 (A)(1), Code of Virginia (1950), as amended. (7-0) • Architectural Review Board • City Planning Commission • Roanoke Arts Commission • Board of Zoning Appeals • Economic Development Authority • Fair Housing Board • Gun Violence Prevention Commission • Human Services Advisory Board • Parks and Recreation Advisory Board • Roanoke Neighborhood Advocates • Roanoke Public Library Board • Towing Advisory Board A communication from the City Attorney requesting that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning acquisition of City property in the Southeast part of the City of Roanoke, and disposition of City property in the County of Botetourt, pursuant to Section 2.2-3711 (A)(3), Code of Virginia, (1950), as amended. (7-0) A communication from the City Attorney requesting that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning a prospective business or industry or the expansion of an existing business or industry where no previous announcement has been made of the business' or industry's interest in, locating or expanding its facilities in the Central part of the City of Roanoke, pursuant to Section 2.2-3711 (A)(5), Code of Virginia, (1950), as amended. (7-0) A communication from the City Attorney requesting that City Council convene in a closed meeting for the purpose of discussing possible disposal of publicly owned property in the Central part of the City, 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) A communication from the City Attorney requesting that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning a prospective business or industry or the expansion of an existing business or industry where no previous announcement has been made of the business' or industry's interest in locating or expanding its facilities in a regional park in which the City is a partner, pursuant to Section 2.2-3711 (A)(5), Code of Virginia, (1950), as amended. (7-0) A communication from the City Attorney requesting that Council convene in a closed meeting to consult with legal counsel on personnel matters concerning council- appointed officers, pursuant to Section 2.2-3711 (A)(1), Code of Virginia (1950), as amended. (7-0) A communication from the City Attorney requesting that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning contract obligations involving a City-owned facility in the Central part of the City of Roanoke, pursuant to Section 2.2-3711 (A)(8), Code of Virginia, (1950), as amended. (7-0) Topics for discussion by the Mayor and Members of City Council. None. Items listed on the 2:00 pm City Council docket requiring discussion/clarification and additions/deletions to the 2:00 pm agenda. None. Briefings: Code Amendment (Addition of New Section 2-206.1, Authority to refund taxes paid due to erroneous assessment) - 10 minutes Code Amendment (Section 32-101.31, Definitions, and Section 32-101.33, Abatement terms) - 10 minutes THE COUNCIL MEETING WILL STAND IN RECESS FOR A CLOSED MEETING; AND THEREAFTER RECONVENE AT 2:00 P.M., IN THE COUNCIL CHAMBER, ROOM 450, NOEL C. TAYLOR MUNICIPAL BUILDING. City of Roanoke, Virginia CITY COUNCIL 2:00 m p ROA N O KE City Council Chamber 215 Church Avenue, SW 1. CALL TO ORDER- ROLL CALL. All present. The Invocation was delivered by The Reverend Joanna Paysour, Pastor, Greene Memorial United Methodist Church. The Pledge of Allegiance to the Flag of the United States of America was led by Mayor Joseph L. Cobb. Welcome ANNOUNCEMENTS: 2. PRESENTATIONS AND ACKNOWLEDGEMENTS: Mayor Cobb advised that, going forward, the 2:00 pm meeting"would begin with the Council Members providing "shout-outs" or announcing community events recently attended. The Council Members made the following announcements: Council Member Powers "shouted-out" Hispanic and Latin American Heritage Month and the annual Local Colors event in Elmwood Park. Council Member Volosin also "shouted-out" Local Colors, the historic Hispanic Heritage Month event over the past weekend and Parks and Recreation staff for their hard during the fall season. Council Member Nash "shouted-out" Champs Boxing Gym who hosted an event called "Return of the Mac" at the Berglund Center and expressed how great it was to see young talented boxers locally and from surrounding states. Vice-Mayor McGuire advised that he and Council Member Nash attended the Girl Scouts of Virginia Skyline Project Her Mental Health Summit and "shout-out" Bus Riders of Roanoke Advocacy Group, PedalSafe Roanoke and everyone who participated in the "Week Without Driving"event, which included Mayor Cobb who found alternative ways to get around such as public transit, cycling, walking and carpooling. He also congratulated the Old Southwest Neighborhood Association for a successful "Porch Fest" event and unveiling of the pocket park located at 8th Street and Day Avenue; and thanked Mayor Cobb and Council Member Hagen for attending. Council Member Sanchez-Jones "shouted-out" Local Colors for a great celebration of Hispanic Heritage Month and the Roanoke Police Department Community Outreach Team for attending. Council Member Hagen "shouted-out" the City Registrar for all his efforts to provide early voting and encouraged everyone to go vote. Proclamation declaring September 15—October 15, 2025, as Hispanic Heritage Month. Vice-Mayor McGuire and Council Member Sanchez-Jones read the proclamation in English and Spanish. Proclamation declaring October 2025 as National Community Planning Month. Mayor Cobb read and presented the proclamation to Jillian Papa, Director, Planning, Building and Development and staff. 3. HEARING OF CITIZENS UPON PUBLIC MATTERS: The City Council sets this time as a priority for citizens to be heard. All matters will be referred to the City Manager for response, recommendation or report to the Council, as he may deem appropriate. Sylvia King, appeared before the Council and spoke with concern about governmental cuts and budget cuts for the City and commended Mayor Cobb for participating in the Week Without Driving event. Chris Craft, appeared before the Council and spoke with regard to misinformation about Berglund Center services, street painting, taxing vape shops and the completion of projects by the Virginia Department of Transportation. 4. CONSENT AGENDA: APPROVED (7-0) C-1. Minutes of the regular meeting of City Council held on Monday, September 15, 2025; recessed until Tuesday, September 23, 2025 for a City Council Retreat. RECOMMENDED ACTION: Dispensed with the reading of the minutes and approved as recorded. C-2. Request to schedule a Public Hearing to be held on October 20, 2025, at 7:00 pm, or at such other date and time as determined by the City Manager, to receive comments prior to Council taking action to amend the boundaries of the City of Roanoke's Enterprise Zone. RECOMMENDED ACTION: Concurred in the request. C-3. Authorization to establish a required public comment period on the Lead Safe Roanoke Tier 1 Environmental Review. RECOMMENDED ACTION: Concurred in the request. C-4. A communication from the City Clerk advising of the resignation of Josh Orzel as a member of the Blue Ridge Behavioral Healthcare, Board of Directors, effective immediately. RECOMMENDED ACTION: Accepted the resignation and received and filed the communication. C-5. Reports of qualification of the following individuals: Jeffrey Robertson as a member of the Towing Advisory Board to replace Walter Hinkley for a three-year term of office commencing November 1, 2025, and ending October 31, 2028; Rachel McKinley as a member of the Human Services Advisory Board to replace William Bestpitch for a four-year term of office commencing December 1, 2025, and ending November 30, 2029; Sandra Vincent as a member of the Roanoke Civic Center Commission for a three-year term of office, commencing October 1, 2025, and ending September 30, 2028; Kenneth Wilkerson as a member of the Towing Advisory Board to fill the unexpired term of office of Sergeant Ray Shanks ending October 31, 2026; Jatniel Rodriguez as a member of the Roanoke Neighborhood Advocates to fill the unexpired term of office of David Parr ending September 30, 2027; Bill Mason as a member of the Architectural Review Board for a four-year term of office, commencing October 2, 2025, and ending October 1, 2029; Stephen Feather as a member of the Architectural Review Board for a four- year term of office, commencing October 2, 2025, and ending October 1, 2029; Jane Coulter as a member of the Mill Mountain Advisory Board as the Garden Club representative to replace Whitney Feldmann for a three-year term of office -commencing July 1, 2025, and ending June 30, 2028; and Dawn Mullins as a member of the Board of Trustees, City of Roanoke Pension Plan to fill the unexpired term of office of Jackie Clewis ending June 30, 2026. RECOMMENDED ACTION: Received and filed. REGULAR AGENDA: 5. PUBLIC HEARINGS: None. 6. PETITIONS AND COMMUNICATIONS: None. 7. REPORTS OF CITY OFFICERS AND THE CITY MANAGER: 1. City Manager: BRIEFINGS: Visit Virginia's Blue Ridge - Annual Marketing Plan 20 minutes Five-Year Update to the Master Plan Adoption - Parks and Recreation - 20 minutes. August 2025 Budget and Finance Report- 15 minutes ITEMS RECOMMENDED FOR ACTION: a. Authorize the acquisition of real property rights at 2002 Blue Hills Circle NE, bearing Roanoke Official Tax Map No. 7270101. Adopted Ordinance No. 43275-100625. (7-0) b. Acceptance of Virginia Department of Conservation and Recreation (VDCR) Community Flood Preparedness Fund (CFPF) Grant Funding and Acquisition of Real Property Located at 2034 Indian Village Lane, SE. Adopted Ordinance No. 43276-100625. (7-0) c. Acceptance of Virginia Department of Conservation and Recreation (DCR) Community Flood Preparedness Fund (CFPF) Grant Funding and Acquisition of Real Property at 1941 and 1953 Franklin Road, SW. Adopted Ordinance No. 43277-100625. (7-0) d. Acceptance of Virginia Department of Conservation and Recreation (DCR) Community Flood Preparedness Fund (CFPF) Grant Funding for Watershed Modeling for Trout Run and Hortons Branch watersheds. Adopted Ordinance No. 43278-100625. (7-0) e. Acceptance and Appropriation for the 2026 Virginia Department of Motor Vehicles Highway Safety Grant (Alcohol). Adopted Ordinance No. 43279-100625. (7-0) f. Acceptance and Appropriation of the 2026 Selective Enforcement Virginia Department of Motor Vehicles Grant. Adopted Ordinance No. 43280-100625. (6-0, Council Member Volosin was not present when the vote was recorded.) g. Acceptance of State and Local Cybersecurity Grant Program (SLCGP) consent agreement for Vulnerability Management program for the City of Roanoke IT networks. Adopted Ordinance No. 43281-100625. (7-0) h. Request for an encroachment permit for Charter Foods, Inc., for drive- through access improvements located adjacent to property at 2657 Peters Creek Road., N.W., Tax Map No. 6370101. Adopted Ordinance No. 43282-100625. (7-0) i. Execution of an amendment to the contract with Stantec Consulting Services Inc., in connection with the Wasena In-River Park project. Adopted Ordinance No. 43283-100625. (7-0) COMMENTS OF THE CITY MANAGER. The City Manager shared the following comments: Washington and McCadden Park Plan Meetings ' The next round of community engagement for the Washington and McCadden Park Master Plans will occur next week at the RCPS Community Empowerment Center. • McCadden Park meeting: Monday, October 6, 6-7:30 PM • Washington Park meeting: Tuesday, October 7, 6-7:30 PM The design team will present findings from summer outreach and introduce three conceptual plan options for each park. Attendees will participate in a design activity to select amenities and arrange park features within a set budget. Additional in-person and online outreach will continue throughout October before the final master plans are completed this winter. Envision Williamson Road The six-month Envision Williamson Road demonstration officially launched last week, on October 2. Staff are monitoring and making adjustments to traffic flow and signal timing. As of last Thursday morning's peak, no significant delays or backups were reported, and travel times have remained stable. 2. CITY ATTORNEY: a. Proposed City Code Amendment regarding Chapter 10 - Elections, Article I, In General, Section 10-52. Same— Polling place, Code of the City of Roanoke (1979), as amended. Adopted Ordinance No. 43284-100625. (7-0) 3. DIRECTOR OF REAL ESTATE VALUATION: None. 8. REPORTS OF COMMITTEES: 1. Comments on certain Authorities, Boards, Committees and Commissions in which City Council serve as liaisons or appointees. Council Member Nash advised that the Gun Violence Prevention Commission will host a stakeholder meeting on October 21, at 5:30 pm, at the Hill Church on Lafayette Boulevard. A representative from the Commonwealth Attorney's Office will be present as an opportunity to have dialogue with the citizens and provide education on the City government process. Mayor Cobb announced that the City of Roanoke will host the Virginia Municipal League Annual Mayor's Institute and Conference on Saturday, October 11 - Tuesday, October 14, 2025, and leaders have been working hard to make it a special, informative and fun conference with many local government leaders in attendance. 9. UNFINISHED BUSINESS: None. 10. INTRODUCTION AND CONSIDERATION OF ORDINANCES AND RESOLUTIONS: 1. Repeal and replace Ordinance No. 43176-042125 accepting and appropriating FY25 HUD Continuum of Care (CoC) Grant Award - Homeless Assistance Team, to correct a scriveners' error. Adopted Ordinance No. 43285-100625. (7-0) 2. Repeal and replace Ordinance No. 43210-061625 accepting and appropriating FY25 Acceptance and Appropriation of Funding for a Drug Prosecutor, to correct a scriveners' error. Adopted Ordinance No. 43286-100625. (7-0) 11. MOTIONS AND MISCELLANEOUS BUSINESS: 1. Inquiries and/or comments by the Mayor and Members of City Council. None. 2. Vacancies on certain authorities, boards, commissions and committees appointed by Council. None. 12. RECESSED FOR CONTINUATION OF CLOSED MEETING - 4:43 PM. 13. RECONVENED - 5:53 PM Certification of Closed Meeting (7-0) 14. ADJOURNED - 5:57 PM. Roanoke. ` CityPUBLIC SCHOLS Moving Forward Together: Equity in Action P/an Completion/Strategic P/an Revisions/Budget Update n ^ i, -„ ; F i',�' I .� t ri 1'0,' -f ig'4rl-7y.- wus - , t; F ,liti • . i'!..,110.• 'j. icA ... ,, i i i..=i-c=, = .., _ -i''' 4 • - t 3 AK!t We Are One#RCPSProud About RCPS A GLIMPSE AT ROANOKE CITY PUBLIC SCHOOLS - ' 13,699 2,481 S PK-12dents in Total ticsn Baas / r i 722 9Al2 ►•- ! Students Living in ° _ Students Identified Households Economically Identified �`'� as Gifted asEconono mical y Disadvantaged FAST FACTS Elementary Schools: 17 about Roanoke City Public Schools Middle Schools: 5 i2c24-2c2s School Year, High Schools: 2 2,617 747 English Language stunt' Program Locations: 5 Learners Experiencing g Homelessness • forest Park Academy • Governor's School for Science and Technology • Noel C.Taylor Learning Academy 2,549 673 • Roanoke Technical Education Center(ROTEC) Students Receiving Students,n • Charles W.Day Center for Career and Technical Education(DAYTEC) Special Education Preschool Services =" M== iIIIM ems_- - _s — -= „ -- = -z - -- .. L: - _a= fir ^ I. M_ -_- MAIN ENTPANQ -V _ . r�_� ._ _ , _ . . ,,,, ilk_ __ _ ........._, - - - '. -ir -.- gi -,-, ,... .,..1 .., ,, ;` • yl- . .-1,-. 1 , � • _ N ¢ y (r >; �- k i . .. `'1w .tY'�.. yr w ,:: r .• Zck1..,�„ J. r;i s ■ b /------. . C :w . . wi 4 ' • 4. l —:A.l...,.. — 0 _ 4 Ai.. \ +�� '" 16 M. L. 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WASBOHINGTR ON THE ROADMAP 410 TO STUDENT • SUCCESS Roanoke City Public Schools STRATEGIC PLAN Roanoke 2022-2028 City s °J t Progress Monitonng Reesion 1 2024 2025 Portrait of a Graduate OwrviirMr Paihay Y: r seven or aetey a a.lenrc growth and waaler Ina/CPS we aspire..have gradunes who arc ka&e&013& toed/ore at uudrds graduate wilt:add.,a nda Innovative Post-Segottdary rettmr of slid and emawn/n txat pv,>;te>.-them)lot • App.a..I.',..anger,Mth a growth nindaaa Success r;dvre ru.tr.r • M,nure than•vtedly end r raatrcey • Are man minded and renpansrae to new and drNnn:persoecxw, Pathway 1 ittvlH wr tupponing tti>7e0u°vault wed irr,c Resilient Delsa�Weil Being by iptirmg emranm ,:,win e emery stuaert tee. • P&p to evolving ph mporr.eotas rnw<Ivngr.g and$Q'nSt of valued,andbr er.ouiagmy rigwgnnnO r world :tat 0.00101e penIXlal QI ou r aid a Strong Srr,e or . n.=tt rr aca,and callabtra',,car t-..cave mrnaka Community comm.nm pr0hlenrt • ,trsevere tc reatt thew maar•rum paten:. Dedicated thievery s. rocum on marrtarnrat.onstr:nnr!r.nr n•skgr . .eat tw exrnpse WIC wrtn ntegreo r� lynch T,rr, mt mmn,cucallor arc tttmgtnrnr, • Cant .nc to e'er conw,. d.,e,an on a,lobe'. Ha�rar�rrb t rOtabaaraxi adO ramlle:start and conmunrl, kale n Meannrr:n wars • allullellft parinrt b bolo a,nded a^c empowered,clan. • Arthentt<alty engage,nth diner,and roty,see.x Comrnunite hid rndr,tardny Empowered Pathway 0: • v.krnnarl and anewleageatae Fausa or anlarting and harg a tatreed r,Tldvice. • Can eratne a Ida nay rnwwan eo,,Ix.raehes Rooruitment ratanog stag Through meamry4u.adage.er Ins{ cothers rrrar Retention and and sappaat ant araettng n pnpkssanailerrsny • lei, II ran tad,needen rn a.lnww 1,..a a•r.,... opporttntse'aligned With errg4e ar n[e2 Yid P74}eSHONI drvnnn p.oriLes Growth Aeo,:rarrnra,.AJ:r(mlra. ,r,,Saaneka Lty,4nk Scncarsem.,o•. - mew,cree..anae,aal n e,wo on midst.drown Ite.ryd n,n n rahn a d n raw Iro ,se ad rearns,he•.nmmret,i.eI,,raW.Me,.inn,«mane Waal. «md.r. Padrwayr5. aMd,te.Or.Inngrrrgh1c31 NOR!,nd:aoril ,ivar.e,area %wpm e•In''arid.,hanp,rg ror•oee ddrta Yt raw reaPOrdday.marntanmysdreernmo V(kfatt01t3 anadoenwrds prcan,ot y sustaruWlty and amovarcr. ,a; •... and ensorrO Ir.'patenc.erd erusar[ataltp air Plan Reorganization &Revisions How to Read the Revised Plan ,.start wall The Pathway Overview 1p-e) Plan Structure Geta high-level overview of the five strategic focus areas (Ali and a snapshot of where the el woron Is headed. I jk 2.Use w Goal «Re man Statements th e e Start ofPathway > Each Pathway Section i the goal is introduced with a brief explanation of why y ;: �Tj - it roamers.This is helpful for both internal Manning and 0 dal "M§ \..' pudic unaerstanding. 3 Follow Each Pathway s logical Progression 1- -,t '& Wrrthsn each pathway,information flows from: ' A. twin the original Roadmapto Student Succes alignment wKhcommunity expectations. Goalo M Objecels)r6PerformanceTargets�s WObjective published in 2022.Roanoke City Public Schools 3.eonsiatant Fornwning of Goat,Obtecines,.no Strategies. monitors our strategic plan progress every two years Strategies This structure allows readers to trace each big-picture idea T�revised Cn is intended to be more user-friendly What's improved:Each pathway now follows a new down to the actionable steps being taken to achieve the m ®Target actionabl structure: goals and objectives. This revised RCPS Strategic Plan 12022-20281 keeps 4,look for Measurable Commitments ---�v Its core focus areas horn the original version and 'Goal statement ®Target introduces an easy-to-understand structure,adding •Objectvels) The 028Per and Targets ooindntate what success looks like by 2028 and allow for accountability over time. clarity through new naming elements .Performance targets S.Explore tht Shat foal Implementation Details Key Revisions and Structural Improvements Strategies ogles Pathway Summaries Up Front Why it matters:This uniform layout makes the plan The example strategies rhe droi tit of the specific What's new:A succinct.one•paragraph summary ofracer to follow and implement,allowing RCPS staff ob'onsandut are not inendd to buaingtomeet its _ objectives but are not intended to be an exhaustive list. each of the five strategic Pathways now appears at and stakeholders to locate information quickly. the beginning of the plan and again at the start of 4 Simplafy,Alignment and Accountability .' each pathway sectionThe language throughout the plan has been revised ^� Why n rnattersiThese summaries give readers a to improve clarity and reduce jargon strengthening quick overview of each pathways focus and Intended thy logical flow of each pathway and sharpening the 4 1 '-" .•t impact which makes it easier to understand focus on outcomes v,.4 2.Relevance Statements for Cads Goal Why it matters,The Roadmap to Student Success ill What's new:Each goal within the five pathways now is by RCPS,for RCPS.Clear,accessible language vs v includes a dear,one-sentence relevance statement ensures that everyone who reads the plan can easily . that explains why the goal matters in the context of understand our goals. " k 12 education. -a� # bswa 2023-2024 1 Pathway 2: Overall Well-Being & School 2023-2024 2024-2025 vs.2024-2025 Crystal Spring Elementary 4.20 6.15 1.95 Sense of Community Fairview Elementary 16.28 19.74 3.46 Chronic Absenteeism Rates Fallon Park Elementary 23.57 26.33 2.75 Fishburn Park Elementary 9.87 14.35 4.48 Garden City Elementary 18.01 17.98 -0.04 „5 Grandin Court Elementary 11.11 6.37 -4.74 k Highland Park Elementary 13.91 16.37 2.46 a. lill * Hurt Park Elementary 19.21 25.60 6.39 Lincoln Terrace Elementary 20.96 13.92 7.04 " - Monterey Elementary 16.91 21.60 4.69 ;fhit _ . Morningside Elementary 17.17 23.75 6.58 Preston Park Elementary 19.66 16.38 -3.28 '9� 1 RAMS 22.97 3.72 gV 1 e Round Hill Elementary 23.19 18.14 -5.05 I Virginia Heights Elementary 15.83 15.10 -0.73 ' `° _ y" - Wasena Elementary 14.41 8.88 -5.54 ,111.2 a _* Westside Elementary 18.58 15.13 -3.46 Breckinridge Middle 16.61 16.35 -0.26 James Madison Middle 31.68 27.63 -4.04 John P.Fishwick Middle 28.09 29.24 1.15 <15% , Lucy Addison Middle 27.57 19.65 -7.92 15-25% Woodrow Wilson Middle 21.43 21.14 -0.29 2gl Patrick Henry High -3.18 William Fleming High 0.89 Pathway 2: Overall Well-Being & Sense of Community Student Discipline Comparing discipline for 2023-2024 and 2024-2025: • Discipline incidents decreased by 7.85%. • In-school suspensions decreased by 10.72%. • Out of school suspensions decreased by 12.72%. • Suspension days decreased by 23.89%. Students were suspended for 2660 fewer days. Category 2023-2024 2024-2025 %Change Number of Incidents 9932 9152 -7.85% In-School Suspensions 3033 2708 -10.72% Out of School Suspensions 4482 3912 -12.72% OSS Suspension Days 11,137.45 8477 -23.89% Average Length of Suspension 2.52 2.19 -13.10% Incidents per 100 Students 72.58 66.47 -8.42% Pathway 1: Academic & Post-Secondary Success SOL Assessment Pass Rates Test 2022-2023 2023-2024 2024-2025 2024-2025 vs.2023-2024 Division 50 51 55 4 i idt � Grade 3 48 53 61 8 �� s ... , Grade4 55 56 60 4 as 4:: . �z g�� Grade 5 52 56 56 0 k, = Mathematics Grade 6 41 44 48 4 Grade 7 29 31 33 2 § Grade 8 27 23 25 2 < i A Algebra I 70 70 73 3 Geometry 57 58 64 6 Algebra II 87 83 93 10 Y Division 53 54 56 2 -1i L, Grade 3 42 47 48 1 Grade4 53 54 57 3 + Reading Grade 5 51 53 55 2 7 I& t- Grade 6 48 48 50 2 Grade 7 49 48 55 7 Grade 8 56 53 54 1 End of Course 72 72 74 2 STAR Summer Program Impact Comparison of MAP Scores: Spring 2025 to Fall 2025 MATH READING Spring 2025 to Fan 2025 Spri092025 to Fall 2025 Average RIT Difference Average RIT Difference 8.926 -0.255 7.618 -1.952 0.917 '2.813 _ National Norm RCPS Students RCPS Students Who Did Not Who Participated National Norm RCPS Students RCPS Students Participate in in STAR Summer Who Did Not Who Participated STAR Summer Program Participate in STAR in STAR Summer Program j Summer Program Program In both math and reading,students who attended the STAR program showed greater skills retention over the summer than those who did not attend.Note:National norms for MAP testing predict a decrease in math performance over the summer("summer slide").RCPS students demonstrated smaller decreases than the national norm. EDUCATION School Performance and Support Framework Performance Categories Distinguished On Track Off Track Needs Intensive 90 points and above 80-89 points 65 to 79 points Support Below 65 points Schools are exceeding the state's expectation Schools are meeting the Schools are significantly forgrowth.achievement. Schools are not meeting state's expectation for not meeting the state's and readiness the states expectation growth.achievement, expectation for growth, and readiness. for growth,achievement. achievement.and Schools serve as models and readiness. of best practices from Schools have access to readiness. which others learn. general state supports Schools have access to Schools may receive and may also receive additional state supports intensive support from Schools have access to and may also receive general state supports, support for student the state or supports for support for student such as support from groups. student groups. groups regional instructional consultants and grants. .41 EDUCATION School Performance and Su . . . rt Framework Weighting of the Framework ■ ■ ■ Mastery Mastery Mastery ilia 65% 60% 50% . ■ i ■ ELEMENTARY Growth MIDDLE Growth HIGH Readiness SCHOOL 25% SCHOOL 20% i SCHOOL 35% ■ ■ Readiness Readiness Graduation 10% 20% 15% .41,EDUCATION School Performance and Su ' . . rt Framework Elementary School Middle School High School GROWTH 25% MASTERY 65% GROWTH 20% MASTERY 60% GRADUATION 15% MASTERY 50% • Reading • Reading • Reading • Reading • Federal • Reading Expected SOL/VAAP tests: Expected SOL/VAAP Gr.dort'onn SOL/VAAP Growth:12. 22.5% Growth:10% tests:20% Indicator 4-year tests:15% 5% • Math SOL/VAAP Ra Math Expected • Math tested Colson • Math • Math tests:22.5% Growth:10% SOL/VAAP flts SOL/VAAP Expected • Science tests:20% READINESS 35% tests:15% Growth: SOL/VAAP tests: • Science • Chronic • Science 12.5% 10% READINESS 20% SOL/VAAP Absenteeism:5% SOL/VAAP • Progress in • Chronic tests:10% • tests:tests:10% Absenteeism:1O% Year Graduation ress in English Progress in pro B Lan ua a • Advanced En lish Rate with Applied English g g Colesework:10% g Studies:5% Proficiency:10% Language • 3E Framework:25% Language Proficiency: -z SErram:wxeouss or Proficiency: itwa+uc+aurons bp..6. READINESS 10% 10% rcwrrerFxdiecet 10% • Chronic Absenteeism:10% Frmbpamt.ane/a Ewronent SOL Standards of learning VAAP Virginia Alternate•.ssessment Program 3E Enrollment,Employment,and Enlistment Roanoke*, CityPUBLIC t�/ SCHOOLS �� Thank You ! :, - �� . a -_ 4. We Are One#RCPSProud October 6, 2025 Roanoke.* CityPSCUHBLOOIC LS• `Y 2025-26 Budget Overview i► 4 L ' r' .-s� i_tea: We Are One#RCPSProud School Budget Funding Sources 2025-26 Budgeted Revenue General Fund Grants Fund Food Services TOTAL Budget Budget Fund Budget Federal Government $0 $15,759,293 $11,642,578 $27,401,871 Commonwealth of Virginia 150,634,822 8,462,450 214,164 159,311,436 City of Roanoke 106,900,961 106,900,961 Athletics Receipts 240,000 240,000 Other Sources* 2,750,000 1,695,530 503,492 4,949,022 TOTAL $260,525,783 $25,917,273 $12,360,235 $298,803,290 *Examples of other sources of revenue include interest,charges for services,facility rentals,refunds or rebates State Funding Calculations COMPOSITE INDEX OF LOCAL ABILITY-TO-PAY FORMULA Virginia uses a Local Composite Index(LCI) to determine what amount of the state- Average Daily Membership(ADM)Component o recognized costs for K-12 education they —Local True Values— —LO Add Income i Local Taxable Retail sal.e— will fund versus what they will expect Division ADM Division ADM Division ADM Virginia localities to fund. s ` *t State True Values State Adjusted Gross Income State Taxable Retell Sales State ADM State ADM State ADM The LCI combines data including true value of property(weighted 50%),adjusted gross Population Component• income(weighted 40%),and taxable retail Lpcat True Values 7 LPcat Ad uated Gross lnconw Local TaxattleRWiSalee sales(weighted 10%)for each locality to Local Population Local Population Local PopWaon calculate the LCI. This is updated at the 5 i` .., beginning of each biennium based on data State Tom Valuer., State AdjustedGmasIncome StateTaxableReaysate. 9 9 — S ele Popr — — Stale Population L State Populaton that is typically from 2-3 years prior. The 2024-2026 LCI was calculated using 2021 data.The LCI for the 2026-2028 biennium Finat`omposNS Index . will be released later this fall. «.6887=ADM Component)*(.3333 x Populabon Component))x 045 Roanoke's current LCI=0.3388 source:Composite Index Calculation and Trend Analysis-httos://www.doe arsinis eovidatalsoky-fundineschool-financeibucket-arants-manasementicomoosite index of local ability to-Pay) State Funding Calculations Virginia established the Standards of Quality(SOQ)which chiefly are quantified in the form of staffing—how many positions the Virginia Board of Education has determined are needed to achieve"quality" education. Unfortunately,these standards fall far below what is truly needed to provide instruction and support services that meet the needs of today's children. The Joint Legislative Audit and Staffing needs calculated bySOQformula Review Commission (JLARC) issued a comprehensive report on TEACHERS e `��; +23% Virginia's funding of public education in July 2023 that confirmed that the state's funding �28 model for K-12 education falls well below what school division are actually doing,and even further STUDENT SCHOOL below what an independent COUNSELING ,+94% LEADERSHIP +70% p &HEALTH &INSTRUCTIONAL workgroup determined was Eir +331% SUPPORT 307% needed. ° Source:ottos://jlarc.virginia.gov/odfs/reoorts/Rot575.odf SOQ State Support o Kindergarten Aides: For Roanoke City Public Schools the state funds 66.12%of the cost of 11.13 kindergarten aides. RCPS employs 28. Funded Basic Aid Positions&Salaries Roanoke City Public Schools: Projected FY 2026 FY2026 Funded Total Salary 1I • Current average salary for Positions Funded Salaries Positions Cost kindergarten aides = $28,725 Kindergarten Aides $24,673 11.13 $ 274,610 • Total number of positions =28 Virginia will fund Kindergarten Aide Salary Funding Sources • Total number of students = 66.12%of the above $35,000 1,042 calculated amount, or $25003 ;• Kindergarten class-size $181,572. That S20,000 requirements mean this funding, divided across $15,003 522,240 staffing level provides all actual positions= S'°A°° approximately 1 aide for every $6,485 per kindergarten $S, $6,485 2 kindergarten classes aide in salary support. School Counselors: For Roanoke City Public Schools the state funds 66.12% of the cost of 40.31 school counselors. RCPS employs 58. Roanoke City Public Schools: State calculated need = $61,514 x 19.35 elementary positions + • $65,655 x 20.96 secondary positions=$2,566,425 Current average salary for school counselors and Virginia will fund counseling coordinators = School Counseling Salary Funding $69,948 66.12% of the above Sources calculated amount, or Total number of positions =58 $80,000 • Total number of students = $1,696,920. That $60,000 funding, divided across $40$ $40,691 13,883 • RCPS student:counselor ratio all actual positions= s20000 $29,257 or 42% per s $29,257 239:1 counseling position in Average School Counseling Salary:$69,948 salary support. •State Funding ■Local Funding I While dollars spent on education have increased over the last 20 years, even excluding temporary pandemic-relief federal funding and adjusted for inflation, the percentage of revenue invested in education at the state level has declined. Of the$69 billion in revenue across all government funds taken in by the Commonwealth in 2023-24, $16.5 billion, or 24% supported education. Expenditure on Education out of Virginia Expenditures on Education as Virginia General Fund in 2024 Dollars a Percentage of Revenue(All $14.00 513.69 Government Funds) $13.00 30.0% 29.1%$12.00 280% 27.2% $11.00 26.0% 510. 23.9% $10.00 24_O% 590D S8.74 22.0% $g 00 20.0% 200$0 2013-14 2023 24 2003-04 2013 14 2023.20 Source:Commonwealth of Virginia Annual Comprehensive Financial Reports for 2004,2014,and 2024;Virginia Department of Amounts:https://www.doa.virgins.gov/reports.shtmgtACFReport Year-end Surplus Amount and Timeline (191) The Virginia Lottery was established to support public education. The Lottery web site Budget Amendments HB1500(Conference Report) Rem 125ak Vlaclr+ia LoTTER currently states, "Last year, the Lottery contributed more than $901 million to Virginia's Public schools, more than $2.5 million per day." Item125#3c �- -« ••- Eabcation:Elementary and Secondary However, lottery funding is routinely used to DindAid P"'" d"aanon t0 323.94.,u; 30 S?j yai o: ♦i� reduce the amount of other state funding that is invested in education. Rather than Parr C5l,,o 5o.strike sv 5.355.350'and insen'899,335.3E5. truly improving funding for education, it is too often used to enable the state to divert Explanation funding elsewhere, as evidenced by this Crins amoWmen M.2a.Om0liontrom the general fond the second year with S240 million from the amendment to the FY26 education budget. nm�ne�"d d'F°"`mmthe cash�aa�`°the`°�' 37 Teacher Pa in Vir • inia Another key issue highlighted in the July Virginia's average teacher salary has consistently trailed the state's goal of 2023 JLARC report was teacher being at or above the national average compensation. A focal point of school 567,500650 National salaryaverage Sb5000 leacher salary improvement for Virginia for some time has ti2.5�� Vteacher salaryiginineverage � been moving average teacher pay to meet ;ss.soo or exceed the national average. Other ;55,000 55E500 states are also working to improve teacher 0.Do0 547,500 pay, or at least keep pace with inflation, so 545,000 this is a moving target. ;42500 .0,00D 037,500 Virginia continues to lag significantly behind 75°°° FY03 ry05 iY10 FYtS FYTO FY22 the national average for teacher pay. Any raise funded in the state budget only provides the state share (for us: 66.12%)of an average (not actual) personnel cost only for positions included in the SOQs. Source:nttDs://jlarc.virginia.gov/odfs/reoorts/Rot575.Ddf Student Needs Percentage Increase in Student Enrollment over the Last Decade— Percentage of Student Population by Category u00% Roanoke City Compared to State-Wide 2014-15 16.0% 14.0% 12.0% 1000% 10.0% 8.016 -English Learners-RCP5.109.5% 40% I-I ■ 800% -Englsn Learners VA-49.1% 2 0.096 -Homeless-RCPS.284% English Learners Homeless Studentsxfth Dsabldies 60_0% -Homeless-VA-29.9% •RCPS •Roanoke Valley •Virginia -StudeMswi[h Disabilities RCP5:19d% Percentage of Student Population by Category 40 D56 -Students with Disabilities•VA:17.7% 2024-25 -Totalm Enrohent-RCP5.1.7,6 20.0% Note:Roanoke Valley 20.0Total Enrollment 15.0M comparison % — group includes 10.0% Roandce County, aD% 5.0% Botetourt 2014-2015 2024-2025 I County, 0.0% ■ —d^° Franklin County E%tsh;earners Ncmeless Students w;th DsabiLeies and One Qly of Salem. -20.0% •RCPS •Roanoke Valley •Virginia Staff Needs 20% of currently filled classroom teaching positions are filled by teachers who are new to the profession. This includes either licensed teachers in their first year of teaching, or those provisionally/alternatively licensed (career switchers). Specifically, 196 of the 1,160 currently filled classroom teachers are provisionally or alternatively licensed, meaning they have not had teacher training or experience prior to being hired to teach by RCPS. 2025-26 Expenditure Budget Budgeted Expenditures Across All Funds Instruction $217,167,043 69.9% Facilities and Grounds Maintenance and Operations 21,281,659 6.8% Transportation 16,105,234 5.2% Food Services 12,945,731 4.2% Debt Service 13,187,881 4.2% Business Operations and Division-wide Leadership 9,996,470 3.2% Technology 5,412,508 1.7% Utilities 5,178,250 1.7% Safety&Security 5,082,926 1.6% Athletics 2,686,710 0.9% Student Data,Testing,and Reporting 1,815,557 0.6% Total $310,859,969 100.0% Budgeted Personnel Expenditures The 2025-26 Budget includes: $150,242,717 in personnel salary expenses and $71,057,305 in fringe benefits $221,300,022 Total Personnel Costs or 71% of the total budget. Contract employees including substitute teachers,school nurses(now RCPS employees but at the time of budget adoption this was still a contracted service),school bus drivers and other transportation employees, and cafeteria workers adds another$20 million in personnel costs bringing the total portion of expenditures budgeted to be spent on personnel to 78%of total budget. Personnel Positions - All Funds Summary of Full Time Equivalent(FTE) Grant Summary of Full Time Equivalent(FTE) Grant l Positions All Funds Funded Positions -Continued AN Funds Funded Teachers,Instructional Coaches,and Mentors 1277.5 114 j Fiscal Services(accounting,budgeting,payroll, Instructional Support Staff 498 164.5 purchasing,grants and federal programs) 22 3 Facility Operations and Maintenance 191 1 Technology 20 0 School Administration 81 5 Human Resources&Professional Learning 15 0 School Clerical Support 62.5 2 Student Data and Testing 13 0.5 School Counselors 58 Y.5 I School Social Workers 12 1.5 Athletics,Health&PE 4 0 Special Education coordinators,psychologists, speech pathologists,occupational and physical Food Services I 4 0 therapy 55 10 Division Leadership(School Board, School Security Guards 38 7 Superintendent,constituent services and Curriculum Leadership and Instructional government relations) 4 0 Supervisors,and division-wide instructional support 35 10 Transportation 3 0 Other Student and Family Support 32 16.5 Communications and Public Relations 3 0 Student Support Specialists 29 2.5 Student and Employee Health(school nurses were Library Media Specialists 25 0 still outsourced at the time the budget was finalized) I 2 0 TOTAL 2,484 340 43 Personnel Positions - All Funds Summary of Personnel Budgets Included in All Funds Grant Summary of Personnel Budgets(in$millions)- All Grant Funds 2025-26 Budget by Position Area(In$millions) Funded Continued Funded Teachers,Instructional Coaches,and Mentors $81.86 $8.05 Fiscal Services(accounting,budgeting,payroll, Instructional Support Staff 13.56 4.51 purchasing,grants and federal programs) $1.91 $024 Technology 1.57 0.00 Facility Operations and Maintenance 9.80 0.05 Human Resources&Professional Learning 1.47 0.00 School Administration(principals,assistant principals and other school-based instructional Student Data and Testing 1.06 0.114 leaders) 7.82 0.52 School Social Workers 0.91 0.14 School-based Clerical Support 3.02 0.09 Athletics,Health&PE 0.37 0.00 School Counselors 3.86 0.19 Food Services 0.31 0.00 Special Education coordinators,psychologists. Division Leadership(School Board, speech pathoogists,OT/PT,and behavior Superintendent,constituent services and specialists 4.06 0.73 government relations) 0.60 0.00 Security Guards 1.46 025 Transportation 028 0.00 Curriculum leadership,instructional supervisors, Communications and Public Relations 025 0.00 and division-wide instructional support 3.19 0.73 Student and Employee Health(school nurses were Other Student and Family Support 1.79 1.01 still outsourced at the time the budget was Student Support Specialists 2.08 0.17 finatzed) 0.18 0.00 Library Media Specialists 2.09 0.00 I j TOTAL 5143.50 $16.72 These budget totals are based on budgeted Full Time Equivalent(FTE)positions and do not include stipends,supplemental duty,or benefits. 44 Personnel Positions - All Funds Grouping Positions Across All Funds By Similar Responsibility Tiers FTE Salary Budget Division Leadership Team 15 $2.55 million Principal 25 2.70 million Director 23 2.46 million Manager.Supervisor or Assistant Director 59 4.55 million Assistant Principal or Dean 48 420 million Subject Matter Experts' 188 1321 million Teacher,Librarian,Psychologist,School Counselor,Social Worker,Speech Pathologist,and similar positions ' 1,370 88.59 mitten Support Staff 756 2524 million Total 2,484 $143.50 miilon Examples of positions considered subject matter experts for the purpose of this overview include: Instructional coaches and mentors;coordinators of division testing,services for homeless students,community engagement,federal programs,grants,employee benefits,school counseling,special education,student support services and youth development;behavior specialists,athletic trainer,electricians,carpenters, plumbers,HVAC technicians,accountants,payroll specialists,procurement specialists,occupational and student health compliance specialist,parent liaison, security technicians.English Learner transition specialist,language arts and outreach specialists,student support specialists,warehouse operations staff,and technology network and support specialists. Examples of positions considered support staff for the purpose of this overview include: Instructional assistants(classroom-based as well as one-on-one aides supporting students with disabilities),clerical staff,school bookkeepers,custodial and maintenance workers,security workers,and library assistants. a_s These budget totals are based on budgeted Full Tme Equivalent(FTE)positions and do not include budgets for stipends,supplemental duty,or benefits. Noteworthy in the 2025-26 Budget Staffing to Support English Learners(EL) Changes to the Standards of Quality (SOQ)requirements for focused instruction and support for EL Students required the addition of almost 40 EL teachers in 2025-26 to continue to meet the standard required by the state. Employee Benefits Health Insurance is budgeted to cost$34.7 million in 2025-26 across all funds. The General Assembly sets the rates for the Virginia Retirement System (VRS) biennially; typically accepting the recommended rates made by VRS leadership. The current employer rate is 14.21% +the required employer share into the employee's defined contribution. This depends on the employee's contribution but across all staff averages to approximately 15%for the year. Non-Personnel Budgeted Expenses Many materials, supplies, equipment and contracted services help ensure students have safe and effective school buildings to learn in, and that they receive the care and support needed so they can learn and thrive in school. The 2025-26 budget includes the following: Materials,Supplies,Equipment,and Contracted Services Teaching and Learning $30,068,203 Pupil Transportation 15,717,619 Debt Service 13,187,881 Food Services 12,320,598 r; Facility Operations and Maintenance 12,082,111 Technology 3,950,020 - ` t q,. Administrative services including Human Resources, Professional Learning,Fiscal Services,Employee Healthi4. 410, Services,Communications and Public Relations 3,607,554 _ it School Secunty 2,795,530 ,�_-:_ Athletics 1,536,600 `:„ .. _ 4 Testing and Student Data 555,030 w _ `.$ k m iN.t T't e*l e .,,_ Roanoke.....4,4 116. City PUBLIC a �� `. .4'1 SCHOOLS tm� 4 { 1.4 i Thank You for Supportingititi,,, f _ � I Ill ;;,t.tr�,�' i' �,� 4, 77:� ., Roanoke's Children. ; October 6, 2025 We Are One#RCPSProud Roanoke...c. 4"7 PCHUBLOOIC LS• S Feasibility Study Update 112, ., .2) ( A • - 4`..?: l ,, ♦ ` -mow 1 � ; -t 'l ,� s 4 ' I've _._ i' i „ . ,.. — 7- / 4 , - . ,,. , ,, .,, „ ..... ii,„,,,,_ _ 4 ,:„ ,....#_ ..- "� - !air �'. A ,.: ...� .. . , „„ , _,_, ,, We Are One#RCPSProud Where We Ended • Remove Option 1 - Jefferson Center • Pause Option 2- High School Expansions • Explore Option 3 — Comprehensive HS /Magnet School 1 "We are not simply solving the problems of today, x7 1 but the problems of tomorrow." Dr.Eh Jamison ' `,-- RCPS School Board Vital Enrollment Statistics Review Over 2050 Projected Enrollment School Functional Enrollment Capacity Growth +Projected Capacity (Est.)* (Est.) (Est.@ 5%) Growth(Est.) PHHS 1674 2050 400 125 2175 WFHS 1649 1950 300 125 2075 Total 3323 4000 700(+21%) 250 4250(+29%) *September 30,2025 Actual Enrollment PHHS 2057 WFHS 1902 High School - Options OPTION: Increase capacity at OPTION: Construct a new two high schools magnet/comprehensive high school Construct building additions at each high school with an additional Construct a new high school with classroom capacity of—450 students capacity of—1450 students • WFHS:Increase capacity to 2099 • PHHS:Increase capacity to 2124 Estimated Cost:"'$150 million+ Estimated Cost:—$50 million `Source:Spectrum study,August 2024.Rough order of magnitude(ROM)based on today's dollars;costs can vary greatly depending on land,building costs at the time of construction,etc. WFHS & PHHS - Site Evaluations William Fleming High School Patrick Henry High School , e. ; ..->: k Mg-flywv$44 R. ' ; �`` fir t4fs"� y 46 _ A. ., _ -: , 1 . i Ir._ ,, i ..„,.„.....,.... s,„,, nretlIUMUX N --... '.-.,, . 3 . li 44 . t / 1 ii • S on 4 J yam!. / ' y• Y .'..i as Summary — Expansion Versus New School Considerations Expansion New School School Size V Academic Achievement 5 Initial Cost V School Safety V Climate and Culture V Traffic and Transportation V Athletics V Maintaining Tradition Campus Safety—Arrival and Dismissal V/ Construction Timeline V Construction Impacts V 5. Elementary - Study Options OPTION 1:Replace Fairview,Hurt Park,and Lincoln Terrace t • Replace Fairview ES with a new 636-student capacity school(4CRs x PK-5). • Replace Hurt Park ES with a new 490-student capacity school(3CRs x PK-5). • Replace Lincoln Terrace ES with a new 490-student capacity school(3CRs x PK-5). OPTION 2:Build Two Schools to Replace Three • Construct two new 636-student-capadty schools(4CRs x PK-5). • Develop two new attendance zones,with possible adjustments to neighboring zones. OPTION 3:Boundary and/or Programming Changes � - • Consider Boundary Revisions(attendance zones)to balance the Average Daily Membership(ADM) • Consider Programming Reviews to balance programs across the current attendance zones Possible Next Steps Boundary and Programming Change Consideration If boundary changes are deemed appropriate: • Develop a timeline for issuing a Request for Proposal(RFP)to ° engage a company for boundary analysis and recommendations. • Outline critical deliverables and deadlines for the RFP process. o • - _ If programming are deemed appropriate: ° ° a • Develop a timeline for various departments to study the challenges o ' and develop recommendations with critical deliverables ,, =a Capital Improvements without Boundary Changes If proceeding with building projects without changing boundaries: .a ° a • Schedule meetings with the Finance department to discuss budgetary impacts and financial feasibility. ° • Engage other stakeholders(e.g.,community members,educators, local government)to gather input and address concerns. • Develop a comprehensive plan that includes cost estimates,project timelines,and potential funding sources. Enrollment .: Current 30-Sep Total Useable %CA School Current Student Enrollment Useable Modular Average Description Classrooms Capacity SY2025-26 Capacity Buildings Classroom Size ��` r<Elementary Schools' Size VDOE Crystal Spring 19 318 345 f 108% 0 692.50 83125 't 4 Fairview 30 706 445 63% 0 865 00 831.25 . k. Fallon Park 42 902 577 64% 0 83125 831 25 Fishbum Park 21 404 254 63% 0 900.00 83125P :-.. , 4si Garden City 22 486 284 58% 0 812.00 83125 r o ° � P�'` Grandin Court 1$ 414 355 86% 0 825.00 83125 . s Highland Park 23 521 347 67% 0 512.50 831.25 ° ° Hurt Park 22 506 290 57% 0 816.50 831.25 =' Lincoln Terrace 22 506 286 57% 1 773.00 831.25 �.,i o - e Monterey' 24 584 519 t 89% 0 783,00 831.25 ' Hid '" Momingside 21 452 281 it62% 0 804.25 831 25 k*° '""�'"s,'a Preston Park 24"' 483 519 107% 3" 522.50 831 25 *'° Roanoke Academy 28 581 417 72% 0 871 75 83125 k ' ®a ' Round Hill 39 894 731 t 82% 0 842.00 831.25 - Virginia Heights 20 397 266 67% 0 605.00 831.25 Wasena 14 318 259 t 81% 0 725.00 83125 Westside 42 978 6' - 765.00 83125 Totals 407 9,450 6 814 72 1 766.25 83125 Elementary Schools oo� Phase 1-North _ a rt V, Capacity(650) \ , CA 0 1. Preston Pork 2. Monterey' �unn a n �• 3. Round Hill ,.wii: C. 4. Westside _ w�va, O /� Available Space \V 1. Preston Pork 0 2. Fallon Park n Fmim via 3. Roanoke Academy 0 0 rnmm ie.,F. Fairview Phase w Phase 2-Study Results _ rm., Educational Use Q 0 tom■ 1. Hurt Pork N. O 2. Lincoln Terrace u'Oa'Fleets ...... V M3. Fairview ws� Q rromnde. 6 ® Q Phase3-South //� Capacity CO imei 1. Crystal Spring 0 nim,m Ah 2. Highland Park / 0 Garden c+r CD 3 Grandin Court (f Available Space ,A 1. Fishbum Park O V, 2. Garden City 3. Fallon Park = -" 58 71 Current Elementary Attendance Zones 0 Possible Elementary Attendance Zones U),e7 ... ar \ \ . N.........,, m we,ts,d, 0 mo, . 43 612.11COLIt ..‘ CnGard— eilt, tip Cry..Smng' 0 ' Boundaries-Subject to Third Party Consultation with Community Engagement Recognized City Neighborhoods .,.....,-.6: • Wt.G.A. )' Ft.... ,:..., k- • e +,y PUBLIC • -IL SCHOOLS -1'.1 Cba**-40114:1 ' Questions/Comments „, - ,---F--------7 . .. . „ 4+W. We Are One#RCPSProud G� CITY OF ROANOKE • raw OFFICE OF THE MAYOR 215 Church Avenue, S.W., Suite 452 Roanoke,Virginia 24011-1536 Telephone: (540)853-2444 Fax:(540)853-1145 E-mail: MAYOR@ROANOKEVA.GOV JOSEPH L.COBB Mayor October 6, 2025 The Honorable Vice-Mayor McGuire and Members of the Roanoke City Council Roanoke, Virginia Dear Vice-Mayor McGuire 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 can be found online at www.roanokeva.gov/citycouncil. Sincerely, C-441t1/11 Joseph L. Cobb Mayor JLC:ctw ROAN O KE Office of the City Attorney To: Honorable Mayor and Members of the City Council Subject: A communication from the City Attorney requesting that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning acquisition of City property in the Southeast part of the City of Roanoke, and disposition of City property in the County of Botetourt, pursuant to Section 2.2-3711 (A)(3), Code of Virginia, (1950), as amended. This is to request that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning acquisition of City property in the Southeast part of the City of Roanoke, and disposition of City property in the County of Botetourt, pursuant to.Section 2.2-3711 (A)(3), Code of Virginia, (1950), as amended. • Timothy Spencer, City Attorney 111PAWZ. ROANOKE Office of the City Attorney To: Honorable Mayor and Members of the City Council Subject: A communication from the City Attorney requesting that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning a prospective business or industry or the expansion of an existing business or industry where no previous announcement has been made of the business' or industry's interest in locating or expanding its facilities in a regional park in which the City is a partner, pursuant to Section 2.2-3711 (A)(5), Code of Virginia, (1950), as amended. The City Attorney requests that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning a prospective business or industry or the expansion of an existing business or industry where no previous announcement has been made of the business' or industry's interest in locating or expanding its facilities in a regional park in which the City is a partner, pursuant to Section 2.2-3711 (A)(5), Code of Virginia, (1950), as amended. Timothy Spencer, City Attorney illiWZ ROANOKE Office of the City Attorney To: Honorable Mayor and Members of the City Council Subject: A communication from the City Attorney requesting that City Council convene in a closed meeting for the purpose of discussing possible disposal of publicly owned property in the Central part of the City, 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. The City Attorney requests that City Council convene in a closed meeting for the purpose of discussing possible disposal of publicly owned property in the Central part of the City,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...5,..___,,,,,,,,,,,,--- ----.'1.--)/ — Timothy Spencer, City Attorney ROANOKE Office of the City Attorney To: Honorable Mayor and Members of the City Council Subject: A communication from the City Attorney requesting that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning a prospective business or industry or the expansion of an existing business or industry where no previous announcement has been made of the business' or industry's interest in locating or expanding its facilities in a regional park in which the City is a partner, pursuant to Section 2.2-3711 (A)(5), Code of Virginia, (1950), as amended. The City Attorney requests that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning a prospective business or industry or the expansion of an existing business or industry where no previous announcement has been made of the business' or industry's interest in locating or expanding its facilities in a regional park in which the City is a partner, pursuant to Section 2.2-3711 (A)(5), Code of Virginia, (1950), as amended. Timothy Spencer, City Attorney ROANOKE Office of the City Attorney To: Honorable Mayor and Members of the City Council Subject: A communication from the City Attorney requesting that Council convene in a closed meeting to consult with legal counsel on personnel matters concerning council-appointed officers, pursuant to Section 2.2-3711 (A)(1), Code of Virginia (1950), as amended. The City Attorney requests that City Council convene in a closed meeting to consult with legal counsel on personnel matters concerning council-appointed officers, pursuant to Section 2.2- 3711 (A)(1), Code of Virginia (1950), as amended. Timothy Spencer, City Attorney ,' 14 CITY ATTORNEY COUNCIL MEMO _ CODE AMENDMENT NoiFIO Date: October 6, 2025 From: Timothy R. Spencer, City Attorney David L. Collins, Deputy City Attorney To: Mayor Cobb, Vice-Mayor McGuire and Members of City Council Re: Proposed Amendment of City Code by Addition of New Section 2-206.1, Authority to refund taxes paid due to erroneous assessment, Article IX, City Treasurer, Chapter 2, Administration, Code of the City of Roanoke; Authorizing Treasurer to Issue Refund of Erroneously Assessed Taxes That Have Been Paid. At the request of the Commissioner of Revenue and City Treasurer, I recommend that City Council adopt the attached ordinance amending the City Code by the addition of new Section 2-206.1, Authority to refund taxes paid due to erroneous assessment Article IX, City Treasurer, Chapter 2, Administration, Code of the City of Roanoke. The proposed amendment would authorize the City Treasurer to issue refunds of local taxes that have previously been paid as a result of an erroneous assessment, together with interest, provided such refunds do not exceed $10,000. Section 58.1-3981 of the Code of Virginia authorizes governing bodies of localities to direct local treasurers to issue refunds of taxes that have previously been overpaid by a taxpayer as a result of an erroneous assessment, upon certificate of the commissioner of revenue with the consent of the city attorney. In lieu of obtaining authorization from the governing body each time a refund is requested, the governing body may authorize the treasurer to approve and issue any refund up to $10,000 as a result of an overpayment due to an erroneous assessment. Adoption of the attached ordinance will result in efficiencies as a result of City Council not having to adopt an ordinance directing the treasurer to issue a refund each time there is an overpayment of taxes due to an erroneous assessment. For refunds due to erroneous assessments that exceed $10,000, City Council approval will be required. A copy of the proposed ordinance amending Article IX, City Treasurer, Chapter 2, Administration, Code of the City of Roanoke by the addition of New Section 2-206.1, Authority to refund taxes paid due to erroneous assessment, is attached to this memo. If City Council has no concerns, this matter will be placed on City Council's October 20, 2025, agenda for consideration for adoption. IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA AN ORDINANCE amending and reordaining Article IX, City Treasurer, Chapter 2, Administration, Code of the City of Roanoke (1979) as amended, by the addition of new Section 2-206.1, Authority to refund taxes paid due to erroneous assessment, authorizing the City Treasurer to issue a refund up to the amount of$10,000 for local taxes previously overpaid by any taxpayer as a result of an erroneous assessment; providing for an effective date; and dispensing with the second reading by title of this Ordinance. WHEREAS, Section 58.1-3981, Code of Virginia, provides that upon certification by the Commissioner of Revenue, with the consent of the City Attorney, the governing body shall direct the City Treasurer to refund any excess amounts previously overpaid by a taxpayer as a result of an erroneous assessment; and WHEREAS, in lieu of obtaining the approval of the governing body in each instance a refund is due a taxpayer as a result of an overpayment of taxes due to an erroneous assessment, Section 58.1-3981, Code of Virginia, allows the governing body to authorize the City Treasurer to issue a refund of taxes previously overpaid by a taxpayer as a result of an erroneous assessment, up to the amount of$10,000. NOW,THEREFORE, BE IT ORDAINED by the Council of the City of Roanoke that: 1. Article IX, City Treasurer, Chapter 2, Administration, Code of the City of Roanoke (1979) as amended, is hereby amended and reordained by the addition of new Section Section 2-206.1, Authority to refund taxes paid due to erroneous assessment, to read and provide as follows: Sec. 2-206.I - Authority to refund taxes paid due to erroneous assessment. Upon certification of the commissioner of the revenue that they have erroneously assessed a taxpayer with any local tax and a refund is just and proper, the treasurer is hereby authorized to refund_a taxpayer any taxes overpaid as a result of such erroneous assessment, regardless of fault, up to the amount of$10,000 together with interest at the rate of ten percent 110°'0l, or the maximum amount permitted by applicable law, from the date of such overpayment. 2. This Ordinance shall be effective as of the date of its adoption. 3. 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 4 CITY ATTORNEY COUNCIL MEMO *01 CODE AMENDMENT Date: October 6, 2025 From: Timothy R. Spencer, City Attorney David L. Collins. Deputy City Attorney To: Mayor Cobb, Vice-Mayor McGuire and Members of City Council Re: Proposed Amendment of City Code -Section 32-101.31, Definitions, and Section 32-101.33, Abatement terms, Division 5C, Hotel Real Estate Tax Abatement Program, Article II, Real Estate Taxes Generally, Chapter 32,Taxation With the concurrence of the Director of Real Estate Valuation, I recommend that City Council adopt the attached ordinance amending Section 32-101.31, Definitions,and Section 32-101.33, Abatement terms, Division 5C, Hotel Real Estate Tax Abatement Program, Article II, Real Estate Taxes Generally, Chapter 32, Taxation,to clarify that the partial exemption from real estate taxes for the construction of new hotels on vacant land is limited to property located in a redevelopment or conservation area,or rehabilitation district. The Hotel Real Estate Tax Abatement Program is designed to incentivize new hotel development or other conversion of a commercial property that is not a hotel, into a hotel, to offset the number of hotel rooms lost due to the COVID-19 pandemic. A partial tax exemption is provided on property for the construction of new hotels or the rehabilitation of existing structures into hotels that meet the eligibility requirements under the ordinance. Under the state enabling legislation, the partial tax exemption is generally provided for property on which any structure or other improvement has undergone rehabilitation, renovation or replacement, however redevelopment of an existing structure is not required for exemption if the new construction is on land located in a redevelopment or conservation area,or rehabilitation district. Adoption of the ordinance will clarify that the partial tax exemption for the construction of new hotels on vacant land is limited to properties located in a redevelopment or conservation area,or rehabilitation district. A copy of the proposed ordinance amending Section 32-101.31, Definitions, and Section 32-101.33, Abatement terms, Division 5C, Hotel Real Estate Tax Abatement Program, Article II, Real Estate Taxes Generally,Chapter 32,Taxation, Code of the City of Roanoke. If City Council has no concerns, this matter will be placed on City Council's October 20, 2025, agenda for consideration for adoption. IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA AN ORDINANCE amending and reordaining Section 32-101.31, Definitions, and Section 32-101.33, Abatement terms, Division 5C, Hotel Real Estate Tax Abatement Program, Article II, Real Estate Taxes Generally, Chapter 32, Taxation, Code of the City of Roanoke (1979), to clarify that new construction of hotels on vacant land may only occur if the property is located in a redevelopment or conservation area or rehabilitation district and provide for certain other changes;providing for an effective date; and dispensing with the second reading by title of this Ordinance. BE IT ORDAINED by the Council of the City of Roanoke that: 1. Section 32-101.31, Definitions, Division 5C, Hotel Real Estate Tax Abatement Program, Article II, Real Estate Taxes Generally, Chapter 32, Taxation, Code of the City of Roanoke (1979), is hereby amended and reordained to read and provide as follows: Sec. 32-101.31. Definitions. As used in this division: Hotel means a building or group of buildings offering lodging accommodations to the public for compensation, including extended stay hotels, motels, inns, and similar establishments. New hotel construction means a hotel developed from the ground up on previously vacant or redeveloped land,prof ided such nett hotel construction is located in a redevelopment or conservation area or rehabilitation district. Program administrators means the director of real estate valuation, and the city manager or their designee, which includes the director of economic development, who reports to and acts under the authority of the city manager. Substantial rehabilitation means the conversion of an existing structure that is not a hotel into a functioning hotel. 2. Section 32-101.33, Abatement terms, Division 5C, Hotel Real Estate Tax Abatement Program, Article II, Real Estate Taxes Generally, Chapter 32, Taxation, Code of the City of Roanoke (1979), is hereby amended and reordained to read and provide as follows: Sec. 32-101.33. Abatement terms. (a) The abatement shall apply only to the increase in assessed value of the improvement resulting from the qualifying construction or rehabilitation of a structure. (b) Duration: The exemption shall last: (1) Five(5) years citywide for all qualifying properties. (2) An additional ten (10) years shall be granted for qualifying properties located within an Enterprise Zone, Redevelopment or Conservation Area, or Rehabilitation District. (3) No exemption provided under this division shall exceed fifteen(15) years. (c) The exemption shall begin July 1 following the completion of construction or rehabilitation as determined by the director of real estate valuation. (d) The tax abatement program shall remain in effect until a cumulative total of five hundred(500) hotel rooms has been approved for abatement, based on the number of rooms added or replaced through qualifying projects. Once the five hundred (500) room threshold is met, or July 1, 2030 arrives, whichever occurs earlier, the program shall be deemed concluded and this division shall terminate. 3. This Ordinance shall be effective as of the date of its adoption. 4. 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 ROANOKE Office of the City Attorney To: Honorable Mayor and Members of the City Council Subject: A communication from the City Attorney requesting that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning contract obligations involving a City-owned facility in the Central part of the City of Roanoke, pursuant to Section 2.2-3711 (A)(8), Code of Virginia, (1950), as amended. The City Attorney requests that City Council convene in a closed meeting to consult with legal counsel regarding a certain legal matter requiring the provision of legal advice by the City Attorney concerning contract obligations involving a City-owned facility in the Central part of the City of Roanoke, pursuant to.Section 2.2-3711 (A)(8), Code of Virginia, (1950), as. amended. Timothy Spencer, City Attorney City Manager's Report IIIWP"r-qm Submitted by: Marc Nelson, Director Department of Economic Development ROAN O K E October 6, 2025 Title: Request to schedule a Public Hearing to be held on October 20, 2025, at 7:00 pm, or at such other date and time as determined by the City Manager, to receive comments prior to Council taking action to amend the boundaries of the City of Roanoke's Enterprise Zone. Background: Due to anticipated development of key properties which are not presently located within the Enterprise Zone, staff have identified a need to apply for boundary amendments to the City's Enterprise Zone One A. Such amendments, if approved by the Virginia Department of Housing and Community Development, will add approximately 25 acres into the zone, where future development is anticipated into Enterprise Zone One A. Considerations: A public hearing is required to be held by the City Council prior to the submittal and approval of any such amendments by the Virginia Department of Housing and Community Development. Authorize the City Clerk to schedule and advertise a public hearing on the above matters to be held on Monday, October 20 at 7:00 P.M., or as soon as the matter may be reached, or at such later date and time as deemed appropriate by the City Manager. Recommended Action: Concur in the request. Valmarie Turner, City Manager City Manager's Report/NNW . ' Submitted by: Jillian Papa, Director Planning,.Building, & Development ROAN O KE October 6, 2025 Title: Authorization to establish a required public comment period on the Lead Safe Roanoke Tier 1 Environmental Review. Background: The City of Roanoke is a recipient of the U.S. Department of Housing and Community Development (HUD) Lead-Based Paint Hazard Reduction grant program. The federal regulations governing this grant award requires each locality receiving the funds to complete a Tier 1 environmental review pursuant to 24 CFR Part 58 of the grant service area and publish a Public Notice of Intent to Request Release of Funds to open a 7-day public comment period to receive public input on the proposed Tier 1 Environmental Review. The proposed Tier 1 Environmental Review and Request to Release of Funds will be submitted.to HUD on October 17, 2025 to issue the Authority to Use Grant Funds. Considerations: To comply with applicable notice requirements, City staff requests City Council to open a 7- day public comment period commencing Wednesday, October 8, 2025. Recommended Action: Concur in the request. Valmarie Turner, City Manager I- ,; . . CITY OF ROANOKE OFFICE OF THE CITY CLERK . 215 Church Avenue,S.W.,Suite 456 4 R't 's ' Roanoke,Virginia 24011=1536 Telephone: (540)853-2541 . Fax: (540)853-1145 CECELIA-T.WEBB,CMC CECELIA F.MCCOY,CMC E-mail: clerk@roanokeva.gov Deputy City Clerk City Clerk RUTH VISUETE-PEREZ,CMC Assistant Deputy City Clerk October 6, 2025 The Honorable Mayor and Members of the Roanoke City Council Roanoke, Virginia Dear Mayor Cobb and Members of Council: This is to advise that Josh Orzel has tendered his resignation as a member of the Blue Ridge Behavioral Healthcare Board of Directors, effective immediately. Sincerely, Cecelia F. McCoy, CMC City Clerk Blue Ridge Behavioral Healthcare #ope Spoixn#ere Office of the CEO September 30, 2025 Ms. Valmarie H. Turner City Manager City of Roanoke 215 Church Ave SW Suite 364 Roanoke,VA 24011 Dear Ms. Turner: We are notifying you of the resignation of the Roanoke City appointee to the Blue Ridge Behavioral Healthcare Board of Directors, with unexpired terms of office: Mr.Josh Orzel, resigned effective 09/19/2025 (Current unexpired term of office ending December 31, 2026) Our understanding is that Mr. Orzel's schedule does not allow him to attend meetings. Blue Ridge Behavioral Healthcare serves as the Community Services Board for the City of Salem, as well as the City of Roanoke and the Counties of Botetourt, Craig, and Roanoke. Potential candidates are encouraged to visit www.brbh.org for more information. As per the Code of Virginia 37.2-501,we look forward to receiving a new appointee to fill this unexpired term with members that are broadly representative of the community. Composition of the CSB Board is outlined in Code of Virginia Title 37.2-501, Paragraph 2. If I can be of assistance in this process or if you have any questions that I may help with, please do not hesitate to contact me at 540-345-9841 at your convenience. Sincere rk Chadwick Chief Executive Officer Cc: Mr. Ed Garner, Chair, Blue Ridge Behavioral Healthcare Board of Directors Executive Offices 301 Elm Avenue,SW Roanoke,VA 24016 (540)345-9841 Fax(540)345-6891 The Community Services Board serving the Cities of Roanoke and Salem,and the Counties of Botetourt,Craig,and Roanoke ;moo 0 r_ . ,, CITY OF ROANOKE ., """ "` _ OFFICE OF THE CITY CLERKs 215 Church Avenue,S.W.,Suite 456 9 :1,! ! Roanoke,Virginia 24011-1536 a ti 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 RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk October 7, 2025 Amelia Zhang Zhu Board Secretary Roanoke, Virginia Dear Ms. Zhang Zhu: This is to advise you that Jeffrey Robertson has qualified as a member of the Towing Advisory Board to replace Walter Hinkley for a three-year term of office commencing November 1, 2025 and"ending October 31, 2028. Sincerely, vkle-eby Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Jeffrey Robertson, 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 Towing Advisory Board to replace Walter Hinkley for a three-year term of office commencing November 1, 2025 and ending October 31, 2028; according to the best of my ability. (So help me God.) J F ROBERTSON The foregoing oath of office was taken, sworn to, and subscribed before me _by Jeffrey Robertson this 09 day of Sa Sou ,2025. Brenda S. Hamilton, Clerk of the Circuit Court By � ��Clerk F 4 OANOKE ` ROF�' CITY� - -""" ' -- OFFICE OF THE CITY CLERK 215 Church Avenue,S.W. Suite 456 Roanoke,Virginia 24011-1536 =4 �,•, 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 RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk October 7, 2025 Jennifer Sorrels Board Secretary Roanoke, Virginia Dear Ms. Sorrels: This is to advise you that Rachel McKinley has qualified as a member of the Human Services Advisory Board to replace William Bestpitch for a four-year term of office commencing December 1, 2025 and ending November 30, 2029. Sincerely, Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Rachel McKinley, 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 Human Services Advisory Board to replace William Bestpitch for a four-year term of office commencing December 1, 2025 and ending November 30, 2029; according to the best of my ability. (So help me God.) RACHEL MCKIN The foregoing oath of office was taken, sworn to, and subscribed before me by P0Rachel McKinley thi day y of /0/56/9-2025. Brenda S. Hamilton, Clerk of the Circuit))e&-t-48 Court erylYStAp..- , Clerk e , ¢` \ CITY OF ROANOKE -mr- , - OFFICE OF THE CITY CLERK 14; 215 Church Avenue,S.W.,Suite 456 . r U. Roanoke,Virginia 24011-1536 < Telephone: (540)853-2541 i Fax: (540)853-1145 CECELIA F.MCCOY,CMC E-mail: clerk@roanokeva.gov CECELIA T.WEBB,CMC City Clerk Deputy City Clerk RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk October 7, 2025 Robyn Schon Board Secretary Roanoke, Virginia Dear Ms. Schon, This is to advise you that Sandra Vincent has qualified as a member of the Roanoke Civic Center Commission for a three-year term of office commencing October 1, 2025 and ending September 30, 2028. Sincerely, Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Sandra Vincent, 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 Civic Center Commission for a three-year term of office, commencing October 1, 2025 and ending September 30, 2028; according to the best of my ability. (So help me God.) SANDRA VINCENT The foregoing oath of office was taken, sworn to, and subscribed before me by Sandra Vincent this I I day ofAkk�J t LtS+2025. Brenda S. Hamilton, Clerk of the Circuit C, 1.Jrt / // - -DeAtotklv, i , ,� , Clerk o ' ` ;; CITY OF ROANOKE -""" "' OFFICE OF THE CITY CLERK 4: ' 215 Church Avenue,S.W.,Suite 456 l?= '1 Roanoke,Virginia 24011-1536 c , .Y1'. 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 RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk October 7, 2025 Cindy McFall Board Secretary Roanoke, Virginia Dear Ms. McFall: This is to advise you that Jane Coulter has qualified as a member of the Mill Mountain Advisory Board as the Garden Club representative to replace Whitney Feldmann for a three-year term of office commencing July 1, 2025 and ending June 30, 2028. Sincerely, 2 -d Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to wit: I, Jane Coulter, 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 Mill Mountain Advisory Board as the Garden Club representative to replace Whitney Feldmann for a three-year term of office commencing July 1, 2025 and ending June 30, 2028; according to the best of my ability. (So help me God.) ANE COULTE a The foregoing oath of office was taken, sworn to, and subscribed before me by Jane Coulter this c9 day of (1 l 2025. Brenda S. Hamilton, Clerk of the Circuit Court By , Clerk r 6 ° CITY OF ROANOKE OFFICE OF THE CITY CLERK ' m`.) 215 Church Avenue,S.W.,Suite 456 ' ._'• ` Roanoke,Virginia 24011-1536 Telephone: (540)853-2541 `~ r✓ Fax: (540)853-1145 CECELIA F.MCCOY,CMC E-mail: clerk@roanokeva.gov CECELIA T.WEBB,CMC City Clerk Deputy City Clerk RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk October 7, 2025 Kayla Gunter Board Secretary Roanoke, Virginia Dear Ms. Gunter: This is to advise you that Dawn Mullins has qualified as a member of the Board of Trustees, City of Roanoke Pension Plan fill the unexpired term of office of Jackie Clewis ending June 30, 2026. Sincerely, Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City-of Roanoke,to-wit: -- - I, Dawn Mullins, 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 Board of Trustees, City of Roanoke Pension Plan to fill the unexpired term of office of Jackie Clewis ending June 30, 2026, according to the best of my ability. (So help me God.) J, l DAWI MULLINS The foregoing oath of office was taken, sworn to, and subscribed before me by Dawn Mullins this 0Wday of 2025. Brenda S. Hamil Jerk o Circuit Court By , Clerk F CITY OF ROANOKE OFFICE OF THE CITY CLERK .y1S1 8 215 Church Avenue,S.W.,Suite 456 ��1' `` ,t Roanoke,Virginia 24011-1536 r 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 RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk October 7, 2025 Molly Hunter Board Secretary Roanoke, Virginia Dear Ms. Hunter: This is to advise you that Jatniel Rodriguez has qualified as a member of the Roanoke Neighborhood Advocates to fill the unexpired term of office of David Parr ending September 30, 2027. Sincerely, Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Jatniel Rodriguez, 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 David Parr ending September 30, 2027, according to the best of my ability. (So help me God.) TNIEL RODRIGUEZ The foregoing oath of office was taken, sworn to, and subscribed before me by Jatniel Rodriguez this 12 ay of Jpir_M ki72025. Brenda S. Hamilton, Clerk of the Circuit Court By i1 471( ?. 4 Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK ';- 4 +i 215 Church Avenue,S.W.,Suite 456 t > 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 RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk October 7, 2025 Emily Clark Board Secretary Roanoke, Virginia Dear Ms. Clark: This is to advise you that Bill Mason has qualified as a member of the Architectural Review Board for a four-year term of office commencing October 2, 2025 and ending October 1, 2029. Sincerely, Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Bill Mason, 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 Architectural Review Board for a four-year term of office, commencing October 2, 2025 and ending October 1, 2029; according to the best of my ability. (So help me God.) b(61.4 BILL MASON The foregoing oath of office was taken, sworn to, and subscribed,before me by Bill Mason thisZ day of'5-Cplernior2025. Brenda S. Hamilton, Clerk of the Circuit Court By ki -e Clerk 0 , 1 CITY OF ROANOKE ! '''" -- ' OFFICE OF THE CITY CLERK Y } ,� YYY 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 RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk October 7, 2025 Emily Clark Board Secretary Roanoke, Virginia Dear Ms. Clark: This is to advise you that Stephen Feather has qualified as a member of the Architectural Review Board for a four-year term of office commencing October 2, 2025 and ending October 1, 2029. Sincerely, Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Stephen Feather, 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 Architectural Review Board for a four-year term of office, commencing October 2, 2025 and ending October 1, 2029; according to the best of my ability. (So help me God.) STEPHEN FEAT R The foregoing oath of office was taken, sworn to, and subscribed before me by Stephen Feather this 2 ay ofa 'y 2025. Brenda S. Hamilton, Clerk of the Circuit Court Clerk c, 5. \ CITY OF ROANOKE 1' -ed.— ?-, __ I OFFICE OF THE CITY CLERK ' j�#, 215 Church Avenue,S.W.,Suite 456 \ '�' Y 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 RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk October 7, 2025 Amelia Zhang Zhu Board Secretary Roanoke, Virginia Dear Ms. Zhang Zhu: This is to advise you that Kenneth Wilkerson has qualified as a member of the Towing Advisory Board to fill the unexpired term of office of Sergeant Ray Shanks ending October 31, 2026. Sincerely, Cecelia F. McCoy, CMC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Kenneth Wilkerson, 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 Towing Advisory Board to fill the,unexpired term of office of Sergeant Ray Shanks ending October 31, 2026; according to the best of my ability. (So help me God.) KENNETH WILKERSON The foregoing oath of office was taken, sworn to, and subscribed before me by Kenneth Wilkerson this l 7 day of 5 r— 2025. Brenda S. Hamilton, Clerk of the Circuit Court By , Clerk ._.- . . .„,.."-' --- -....,....,____ , . , „, , ,„ -._ . ,,., . _. -'4,-,.------ -. - . . ..... ‘.: r ...- - ..._.. ...?....4 ...-_,.....;_,....;.= -- - 4., ..IV* I' . - %.... 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Economic Im In p TRAVEL EXPENDITURES IMPACT LOCAL ECONOMY: Direct Impact+ Indirect& Induced Impact= Total Impact $1,680 $1,417.0 $1,400 $1,356.6 ii DIRECT SPENDING $1,253 $1,269.3 °: INDIRECT & INDUCED -A C7 cr $1,120 $1071 b `� Aft ,t AftDefinitions: 4/4 $826 Direct Impacts:economic value $840 r, created by visitors at the point of ,o transaction in key travel sectors (Ni Indirect Impacts:additional ''? N economic value created as goods Ln$560 a ei and services are purchased as �" �` a a) inputs in key travel sectors or r- i`rZ 01, VP $280 Induced Impacts:additional value created from wage income (direct or indirect)from spending in key travel sectors $0 2019 2020 2021 2022 2023 2024 2024 Direct Visitor Spending City of Roanoke DIRECT VISITOR SPENDING = DIRECT VISITOR SPENDING L L10 N $ 923 . 10 MILLION $ 534 . 80 F ECONOMIC IMPACT FOR OF ECONOMIC IMPACT FOR THE CITY OF ROANOKE VIRGINIA'S BLUE RIDGE The City of Roanoke received 58% of total direct visitor spending in Virginia's Blue Ridge in 2024. 2024 DIRECT VISITOR SP 1 DT A I 0 N ,,,, ,,., 1 . • ...,„ �..% , ..... 0 $147.2 MILLION $85.9 MILLION FOOD & BEVERAGE HOTELS & LODGING $53.3 MILLION g $62.4 MILLION sthla. GIFTS & RETAIL '� REC : EATION $186.0 MILLIONji ri $25._ �. ILLION� �� TRANSPORTATION zu LOCAL TAXES COLLECTED $25.5 Million in Local Tax Revenue 43,429 Households VISITOR SPENDING SAVES EVERY HOUSEHOLD IN THE CITY OF ROANOKE AN AVERAGE OF $ 587 . 1 'i IN LOCAL TAXES VBR Budget AllocationbygPercenta e Funding Jurisdictions 2% ■ City of Roanoke ■ Roanoke County ■ City of Salem ■ Botetourt County ■ Franklin County VBR Board by Board Members Distribution Residence 3% 3% Roanoke City Roanoke County • City of Salem Botetourt County • Franklin County 26% • Other VBR Board Board Members Distribution by Business/Employment il 3% ■ Roanoke City Roanoke County ■ City of Salem /r9tv • Botetourt County ■ Franklin County Other City of Roanoke 2024 Lodging i n Data ton 2024 Calendar Year Performance and Supply Demand Revenue YOY Change from 2023 Combined Lodging Performance 911 .7K 582.7K $74.6M (Hotel & Short-Term Rentals) (-0.5%) (-2.5%) (+0.9%) Hotel Performance 753.4K 518.2K $67.2M (-4.4%) (-5.0%) (-1 .7%) Short-Term Rental Performance 158.2K 64.4K $7.4M (+23.6%) (+23.1 %) (+32.5%) Sources: STR & KeyData City of Roanoke Data — YTD (Jan . — Aug.)2025 lodging 2025 YTD Performance (January-August) Supply Demand Revenue and YOY Comparison to 2024 Combined Lodging Performance 635.8K 396.8K $52.0M (Hotel & Short-Term Rentals) (+4.9%) (+2.3%) (+6.8%) 529.1K 355.0K $46.2M Hotel Performance (+5.5%) (+2.6%) (+4.9%) 106.7K 41 .8K $5.8M Short-Term Rental Performance (+2.2%) (-0.5%) (+24.4%) Sources: STR & KeyData ... VBR Marketing Visit VBR set new records for website Pov- You'REISTrAIL traffic and social media engagement THE JCOZIEST &B IN-ROAN OK4E in FY 2024-25! I RECORD NUMBERS 1 _3, 1%14 , _ r'- �p e gip f �i' , 7, 2,026,355 Unique Website Visitors N...,,,, i, ( . , ' ' 6.318,044 Social Media • _ < '�� � Engagements ; J7s'heb ..• ovin'Spoonful Do Meet the heart, owner,and chef behind... 2025 Spring Marketing Campaign , ,,,,_ Vacation Starts with VA's Blue VAGNIIiiit Slititlb WITH Ridge VA'S BLUE RIDGE Timeframe: April - July 2025 Target Markets: Northern Virginia/Washington, DC & Richmond, VA Platforms: Campaign utilized primarily ~. , ax . digital channels, allowing enhanced 7 :` targeting and flexibility to respond to - fi. ' l economic volatility '', r 6. l ' J M \.?4� 2025 Spring Marketing Campaign — Data & KPIs The following numbers and estimates are based on observed data through August. These numbers will continue to increase. • 19,156 Observed Visits to Virginia's st a Blue Ridge - .A r l • Average Party Size: 2.2 I Average Visitor Spend: $306 (according to V' �'��� � STARTS WITH conversion studies & state tourism data) Va'S BLUE RIDGE • Total Economic Impact: $12,895,819 Estimated ROI for the • City of Roanoke: $7,479,5754. r4. • ,4,0� a f Yr` rt i Source: Tourism Economics \ r Visit VBR Tourism Research Summit „3„--042, • Tuesday, October 7 — 3:30 p.m. — Washington Lecture Hall — The Hotel Roanoke & Conference Center • An in-depth look at the tourism-related data and metrics we use to measure success, economic impact, and ROI. • Highlight key FY 2024-25 initiatives, including: - "Vacation Starts with VA's Blue Ridge" spring campaign - USA Cycling Endurance MTB National Championships - 2024 Visitor Spending & Economic Impact Numbers VIRGINIA'S BLUE RIDGE* VBR Restaurant Week • The first-ever region-wide restaurant week was held earlier this year — May 31 — June 8, 2025. • Collaborative effort between Visit VBR and economic development offices, including the City of Roanoke. , Q , • 77 participating restaurants, including 34 from the City of BLUE RIDGE Roanoke RESTAURANT WEEK Featured Testimonial - Jason Martin - Martin's, Sidecar, Jaybird Tavern "We saw an increase in foot traffic, reconnected with loyal regulars, and met dozens of new guests. Overall the boost is around 20-25% at my restaurants and the timing is perfect since it is during a typically slower week of the year. The energy that campaigns like this bring to our staff and community is incredible and a true celebration of our vibrant local dining scene." 2025 HolidayMarketing Campaign • Visit VBR is launching a new marketing campaign to showcase the holidays. _ . • • Timeframe: Mid-October — Mid- i I • e ' • t �1 v 6 p\N kr/December s '< M° s -) VIR GINIA'S BLUE RIDGE �i • • • !L I NOLIDAY The goal is to boost visitation during the i , . GUIDE late November/December shoulder t� y �4i " F00.A •IT' . ..v .ERS.. ...... o.3 IXseason• .`" PLAN YOUR VISITS S • � � i�I •SHOPPING' I' EVENTS NOKE REGION i . ROA •• The campaign will provide a platform to ALL_.a..- f highlight the seasonal events, performances, eileiitrl, gif� ru ; and vibrant arts & culture of the Roanoke and, Region. : ... _ PL4N YOUR VISIT> - Relations VBR Public 4 r 320 Travel Articles • 295 articles featured or included 1pg .„. • . 4 fir_. a1 W" • cityof Roanoke " ' ' 191 Media Hosted/Visited " $ �( , i ,wp * yy r • HIGHLIGHT: 53 travel media � sky.Fpp �� tai., t t' C , hosted during Mid-Atlantic T � Tourism Public Relations Alliance '{,£,, Travel Media Marketplace ;vu ` VBR Public Relations USA ® LoneLy TODAY n ivin V I N IA ou er ® msn AAAT R AV E L + yahoo! g LEISURE 0 1HE LOCAL GARDEUN GGOD palate MORNING FOOD CULTURE OF THE SOUTH SPG WANDER WITH ALEX MATADOR M NETWORK Sports Planning Guide TRIP IDEAS •VACATION GUIDES • NEWS Destination Brand Alignment Visit Virginia 's Blue Ridge & Roanoke Regional Partnership • Unify Branding Efforts for a Stronger Regional Identity • Develop Strategic Framework and Narrative • Better Position the Region as a Prime Location for Tourism, Talent Attractions and Business Investment VBR Community Relations — Partnership FY 24/25 Key Performance Indicators Total Partners 1688 City of Roanoke Partners 736 = - c. Visit VBR drives business to these Partners VBR Community Relations — Partnership Events ) 06 37th Annual Meeting: October 10, 2024 tow, Partnership Summit: March 27, 2025 116 Hotel & Attractions Networking Breakfast: April 23, 2025 . gi VBR Community Relations — Visitor Services FY 24/25 Key Performance Indicators 561,12 Visitor Center � � � � „ r Visitors to Event Booths 5, 155 BE A #TRAILSETTER v+sITvs .wArk+ (32 total booths, �__ ' _ A 32 Vh,".' Ilai � �sc�lAfiT# � '• lligt counts were not made at all booths) 7_ .s , . - i � �14I , ,,,, ,,t ' Total Visitors 17 716 t .. . " y I VIRGINIAS BLUE RIDGE" , vsa.corn F •. :H.. u'mbki'ama'acr"*t.Ac3i*d'�i VBR Community Relations ----............. a� Y R D r w a , fit 4 s } • ' * _ f:.) PROGRESS . . 1 `isit% R's 38TII Annual Meeting Thursday October 23 . 3pr,in ' 1 Braeloch on Glenburn Farms Meeting & Convention Sales FY24/25 Key Performance Indicators Number of M&C events that VBR assisted/hosted: 61 Serviced Events by Staff: 64 Room Nights Sold: 20,903 Number of attendees: 14,570 Direct Spending Impact: $12,271 ,392 Meeting & Convention Sales FY24/25 Key Performance Indicators N. ,✓ BLUE RIDGE MEETINGS / INCENTIVE PROGRAM: $139,508 ._ (includes room rebates, sponsorship, Third Party ' incentives) sr, T . ' , !, _r, r „„r , , • p ,tt, - - -a ,r F 1 r 1 . --..A i. V VBR Sports FY24/25 Key Performance Indicators Number of REGIONAL Sporting events that VBR assisted/hosted: 74 �"+'�'`'`'` ‹,SNERS OF Meti , `& CKESAPEAgE R, `Ili ...:.. l'._',j 1_ CH�NLe�8 � �0 � PICKLEBRAW.E: r---/-„- Serviced Events b Staff: 65 s " �4i/ 30 SOFTBALL * " ; * .A 4CI� �1 AJSA - ._....._.............w_ BLUE RIDg UNITED FC MARATHON .1..LewlsGale* Room Nights Sold: 43,863 ' 1! srA- •_ ���OMINIpN ,SALEM% rizizi i I v-. cr,-- MOUNTAIN � EAST ._ IIMI.i.c .[11lMO! Number of attendees: 87,079 Direct Spending Impact: $19,926,508 VBR Sports il ,.,.., , , . FY24/25 Key Performance Indicators ,, VBR SPORTS vim .;; INCENTIVE PROGRAM: $316, 147 (includes room rebates, sponsorship, Third Party incentive) , a.*rR w i 4. r ,J. 111111 y. Y ; i .ge VBR Sports n ,,, City of Roanoke — Sports Tourism A _...64hif-ihigiiii,_ 1,1,., , 4Ii_ rITTrir'TSTAR C ITY STAR CITY STRONG GO CRoss STRONGFEST 2024 kE nE ***0**. IFQOT LEVL.LlE,� UStAa® BLUE RIDGE Cillnlb2RO G IF F EST I V A L ROANOKE.VA „, ,,:t. .:.,,,, VBR Sports `�. City of Roanoke — Sports Tourism Women's Flag Football at River's Edge March 22-23, 2025 „w 'I HQ Hotel: SpringHill Suites to 11� -= 518 athletes/700 spectators �► STYLES OF PLAY: ' $600-1W-D1,SWAMSWOS I S450-]W Screen y1 S450-Nigh School Girls 5350-5w•Non Contact 3l • 4 $350-5w.Contact e �' 100% from out of the area LP!L 1 ye moan.[OG!SPORT[COUPLER ,.n.,ou 7 Aaron Askew Duane TolS041 ,- 75T.234-5447 202-765-4615 Direct Spending Impact: $515,243 MO/iifIIIIII1I %\ * * NATIONAL • MPIHNSHIPS fl !ff1Ufl �A .� = MPIUNSIIIPSilllNA ll r , ti• V2.8 i ,,, ♦ •--...........---• • \441404 i.ove ° ft iii �0 t .�..toto . ." 4bso 01 To -ENO 4 ♦ . % 4 1tat +..._ 0 1 A Srt ^' '1 *,pp*y a -,,,. :,.. VBR Sports ���;�Pilllllli�;-�� • **NATIONAL** City of Roanoke — Sports Tourism CHAMPIONSHIPS O E.VA ': \ RRAN �.h 41 . A i — MOM __44isitcycLI i 4,---4:- USA C I j1� \ 04:11. 4 , _ I w... ..., , t, , 4 tr:L4' . ! 415. ' ' ". -441` f.(&4:-"'"' ,';.. . t'-'. \ ' .. r 7F ,0,14111:0.2,...:*7 dr ‘,4„ fil ior , ... i r.;4 ' r t a ! k 1k COMMUNITY PARTNERS "1/4111111111i1 ANGEMOUNrq/ ** NAtIONAL * * • AilfilliNSHIPS M 00.00 ROANOKE.VA 00.0e /14\ USA etas Nh• A .------„ ,,,,,.. . VIRGINL S ROANOKE BLUE RIDGE ROANOKE COUNTY VA SPORTS PARKS AND RECREATION PARKS,RECREATION &TOURISM ROANOKE HOLLINS a -� OUTSIDE „ „ FOUNDATION R I C� WATER AUTHORITY VBR Sports MTiiiii*NATION� :-f� City of Roanoke — Sports Tourism k CHAMPIONSHIPS ROANOKE.VA 0.� ,: �' IIP 2025 USA CYCLING Endurance Mountain Bike National Championships 40 A Su CC Ess STORY • � II 1 , 4eiko w " alb" ‘ ,\unki 4 el* 5 , iii 0 lF q f • wwtutr . , ,• 'nwwwwww iItr, - r.Z5IA ., ;LI ::" '41- Say _ .4 _ a,_""' . . 1 r. • • r r o.•* .. _ _.,„tr L. ,_A, I•.,..,,,.,' .+ R, ' _ ;' P :.,,,' ,,./•,.,,,,,';.,. ..f.• 1 '1'S.1,1.lk.,.:(\.,t4...'..,".'*.S, , 1. ,,:i,s1' "•7 'F'-T ,. yam• 'I., t . . �.i.,' ,. -.".- r ;4'.e. "ro: {�- sF � M _ •i 3 - -•U:74.:;l,i r' v.•4" 1-0, , „*.' 0. ..� cam. ' � 9 eP �/ gong • 41 p , i...•.1'',.••..''.r.:....,, ... •. ,•, S,P4'4.'-,0 r Mw�11 �,.�a ":•Y ,. � ..y dII /-(/ry+ {1�[jjf + ti Elmwood Park '"='-' "�- __ ' Hollins University/Carvins Cove , DIRECT VISITOR SPENDING = C b 41101( 2,383 ■6 MILLION TOTAL EVENT 1288 44 OF ECONOMIC IMPACT REGISTRATIONS PARTICIPANTS STATES 1 UNIQUE ATHLETES I REPRESENTED I % • • • pineal,1 limo Oa" 11 ` ttP re 12 ,000 475 = $2 ,750 SPECTATORS AVERAGE EXPLORE PARK ATTENDEES VOLUNTEER SHIFTS I u LOCAL NON-PROFIT OVER SIX DAYS OF RACING OVER THREE DAYS OF COMPETITION UN/OUE VOL UNTEERS ORGANIZATIONS Visit VBR & Visit VBR Sports SOCIAL MEDIA Cfr :1 634903 r LODGING SNAPSHOT `'\ 138% ENGAGEMENTS Source: KeyData & STR YOY INCREASE IN Visit VBR 0 IEl f SHORT-TERM RENTALS: ENGAGEMENT 595, 874 JULY 12-20, 2025 FOR JULY 2025 VIDEO VIEWS ROOM DEMAND, irp 7-3.I BROOM REVENUE 0 1 7010 INCREASE °/0 ►CREASE b " LJ ';Talking to the wife this week $ gi: 24 about a move - those were some. HOTELS: LOCAL MEDIA ARTICLES of the best trails I've seen ONt1Nt,PODCAST, JULY13- 9, 2025 NEWSPAPER,RADIO - @zambranodad } ROOM DEMAND ROOM REVENUE 4.8% INCREASE I■3°/0 INCREASE irr6)1 ••••• \%., -.11 4 ilifil 14 0 . 104 LOCAL MEDIA 974945 $36,500 BROADCAST CUPS COMBINED AUDIENCE ESTIMATED AD VALUE 41iiThankyou ! ! ! ! NAL**m CHAMPIONSHIPS oowo ROANOKE.VA 0..deo I in . N, 4. t,,, ft. ilir 4,1 • 1 If m Via a 9/2512025 City of Roanoke(Parks&Recreation) -, 11,200110 f+ Eleven Thousand Two Hundred • , 4 NA Mamnwnre and aevempmeentrliel v r*, r ', 4 - BEYOND THE CHAMPIONSHIP ► �OO raised by Visit VBR, in partnership with USA Cycling,4) p for trail building, maintenance, and development at " Explore Park & Carvins Cove through a $10 race registration fee. isaiwas ,, , , " _ ";." ; THANK YOU FOR YOUR SUPPORT ! ..., . � .. .� a VIRGINIRs .. .. . , 1 ,z_--t_/__, BLUE RIDGE �c City Manager's Report Submitted by: Cindy McFall, Director Parks and Recreation ROAN O K E October 6, 2025 Title: Five-Year Update to the Master Plan Adoption - Parks and Recreation - 20 minutes. Background: In 2019. the Parks and Recreation Department completed a comprehensive Master Plan to guide the next ten years of programming, operations. and facility improvements. This plan was designed to serve as a clear, user-friendly roadmap that reflects the community's values and supports informed decision-making by the City. In alignment with industry best practices, the Department initiated a five-year update to the Master Plan to assess progress and identify any shifts in community priorities midway through the 10-year timeline. This update serves as a critical check-in point—ensuring that the Department remains on track to meet its goals while staying responsive to the evolving needs of our residents. Beginning in 2023, the Parks and Recreation Department contracted with BerryDunn to complete the five-year update to the Master Plan, which included multiple public engagement opportunities including public input meetings, stakeholder meetings, leadership interviews, statistically valid surveys. and digital online engagement tools. Considerations: Consideration and possible action to provide feedback regarding the Parks and Recreation Five-Year Master Plan Update as presented by BerryDunn. Recommended Action: Recommend that the City Council approve and accept the Roanoke Parks and Recreation Five-Year Master Plan Update as presented by BerryDunn. -;- ..• ..^t•I1 aj,. '.� l., "' --er -:TY t �`� M1i5 �n e ' ., ' ,a .. „�,: �Y ;i� • ` R I,7` ,`I 1 y 1` y: r .�-�... ~s t. ., a+t_ "' ...-s { - , �.,,, r•sr , /, 9�� R v3•."' Y �, �- > f" lat .� A't - .. y • 'Y '� "'a ,'Sdt r. ` R * '*.t ..-A---; t . r S 4 "' # t •..}" "1i 2: :�:tr. '.1 1. .' r yA t �r :►41t; ! '. ''�'"., 'f II_ , , .. ....,". 0,\.:21.i.. ti:, . ', .1,‘..._ ., ,,,/,. , .--.4,,-7.1 Nr ti f. rt i , 1 P Sp a 4 t N. . ` ., 1 J {+ ....p11.K„ .,(;:...• ,,..,,,,,,,„, ••••.- , , ,..,; ',,,:. is 0004.4, iu rJy� �y ✓ M Roanoke Parks and Recreation Master Plan P LAY IN PROGRESS City Council Presentation bBerryDunn 10/6/2025 . . , Agenda . .. , A , 1.- ..—......--------- , „,„,,,1* ,•*. ill. ' - , 'COI •-' 41 *, , . ,s, iii •i, : Introductions t 1 t. , , ,1 . , a, '7. ,....„-- . k . 4300 ,...,,,..** 4 '- 1 ' (*--/-.i • ' 1',I.t,i Progress Since 2019 , .. . , ,,) ,....,4, er4,...42„..to,' 7 ' 41 • • i- —11,71 'w.,:': , t i , , .. " 4 0 Goals and Objectives „ . / , , , .., , ),...,, , _ . . I - - ... .. , - ,,.... -... ,„... , 1.44,4„ .k., . . . . . . . . _ . , ... iF Accomplishments from 2019 Accomplishments since 2019 Accomplishments since 2019 Additional 9+ miles of natural surface/ multi-use trails built by staff River's Edge North inner park paved walking loop completed ($117,500) Reconstructed Washington Park Pool ($3,995,413) -open Summer of 2025 Eureka Park inner park paved loop under construction Renovated/expanded Eureka Park Recreation Center ($14,450,000) - Roanoke River Greenway East A/E design at 60% ($835,000) opening Spring 2026 (construction unfunded) Deferred Maintenance Improvements ($4,315,342): court In-River Park Construction beginning Spring 2025 ($6,494,490); refurbishment and ADA updates 2021-2024 ($2,975,000) Bennington Trailhead Roanoke River blueway ADA access point Riverland Rd /Garden City Greenway to Star Trailhead (Mill completed in 2023 ($331,653) Mountain Trail) neighborhood connection ($1,198,410) 10 playground equipment replacements completed 2022-2024 Skatepark replacement beginning Spring 2025 ($1,610,000) ($1,340,000) Bennett Springs Trailhead Lot Reconstruction at Carvins Cove Mountain View Vision Plan ($95,000) ($312,500) Bridge the Gap completed July 2023 ($7,210,000) Mill Mountain Trail Construction ($345,000) Phase 2A of Tinker Creek Greenway completed October 2024 ($7,637,500) b Capital Projects 2025 - 2030 Capital Projects 2025-2030 Washington Park amenity improvements $1,250,000 in FY 25-26 Deferred Maintenance Improvements $1,200,000 in FY27 Northeast Greenways ADA compliance improvements $400,000 in FY28 Improve Neighborhood Walkability to Parks Enhance Blueway System Finish Phase 2 Tinker Creek Greenway Trail Replace Antiquated Play Areas Create Inner Park Paved Walking Trails Improve Small Community Centers Improve Mountain Bike Facilities Improve Dog Parks Redevelop Skate Park Vision Plan for Mountain View Recreation Center completed 2023 and $1,500,000 in CIP Funding allocated for FY28 :34 Capital Funding Sources Diversified Capital Funding Sources 411d,X OJ0Oa $16,000,000 Total Capital Spending $48,655,702 $14,000,000 • Local Funds $16,472,059 $12,000,000 • Federal Funds $13,770,535 $10,000,000 sa,000,000 • ARPA Funds $12,579,397 S6,000,0 0 • State Funds $3,587,911 S4,000,040 • Donations $2,245,800 $2,000,000 Local 111 Federal ARPA niState 111 Lor,at n For every $1 of local funds spent, $2 of outside funds were spent Capital Projects from 2019 Master Plan Projects highlighted in light green are in design/construction;projects highlighted in blue are complete. 0-5Years 5-10Years Long rnPlanning (aeth of IOYaxrMaster nanTimef ame) Create Family Leisure Pool Modernize 1st Recreation Center Modernize 2nd Recreation Center Improve ADA Access within Parks nproveADA Access within Parks Improve ADA Access within Parks Finish Rivers Edge Park North , ,x )=i,nisbw"Bridge the„Giap" n Tinker Creek Greenway Trails Improve Mountain Bike Faciliti:. Upgrade Outdoor 50 Meter Pool inish Roanoke River Greenway 410 East Enhance Blueway System Improve Neighborhood Walkability Imp rove Neighborhood Walkability to Parks to Parks Replace Antiquated PlayAre ,s Enhance Blueway System Create Camping Facilities Finish Phase II Tinker Creek Green- R place Antiquated Play Areas way Trail Replace Antiquated Play Areas C ate Inner Park Paved Walking 1- Trails Create Inner Park Paved Walking I prove Small Community Centers Trails Improve Small Community Centers Improve Mountain Bike Facilities Improve Mountain Bike Facilities Improve Dog Parks ?erlevelo� Skate Par 6 Q2. Have you/your household visited any of the City of Roanoke's Parks and Recreation facilities during the past year? by percentage of respondents 2024 A 7% increase since 2019 No 11% 2019 Yes No 89% 18% Yes 82% b Q2c. Overall, how would you rate the level of maintenance of all of the parks and recreation facilities/parks you have visited? by percentage of respondents who responded"YES"to Q2(excluding"not provided") 2024 Change from 2019 Excellent ✓Excellent -9% 20% Poor ✓Good -7% 8 2019 /Fair + 12% r Excellent 29% ✓Poor +4% Poor Good 4% 48% Fair 24% Fair 12% Good b 55% Q6. How would you rate the overall quality of the recreation centers that you/your household have used during the past year? by percentage of respondents(excluding"not provided") 2024 Change from 2019 Excellent ✓Excellent -5% 17% Poor ✓Good - /7 % i 6% 2019 Excellent ✓Fair +9% .' 1 22% Poor ✓Poor +4% 2% Good 49%-- / Fair 280/ Fair siiiotommoii)i 19% Good 56% b Top Priorities for Investment for Facilities/Amenities Based on Priority Investment Rating Paved greenway trails 154 Increase from 2019 Large camrn unity parks 139 High Priority Natural areasrwikdlrfehabitats 1M 125+ r Large community parks +11 Indoor swimming pools 128 Small neighboft,x.1 Parks 124 • Recreation centers +9 Mountain bike&:hiking trails 123 Walking trails ' '``'" • Large regional parks +9 Recreation centers 11i� Outdoor pools`water parks 108 Large regional parks 106 • Skate park +8 Camping failities 105 Indoor ralking$+.running tracks 105 Medium Priority • Youth baseball & softball fields +7 Ka-yakYc amce areas 103 75-124 Outaxar spray parks • Mountain bike & hiking trails +5 Playgrounds 99 Outdoor adventure park 94 • Outdoor spray parks +5 Youth baseball&:softball fields 88 Skateboard park as • Natural areas/wildlife habitats +3 Outdoor amphitheater 91 ;� 73 Fishing areas Dog parks • Outdoor pools/water parks +3 Soc0erifoatball(Lacrosae fields 64 Outdoor tennis courts 84 LowPriarity • Camping facilities +2 door volleyball& basketball courts eo 74 or Leos Outdoor send volleyball courts 55 • Soccer/football/lacrosse fields +2 Outdoor basketball courts 52 AduR softball fields 31 • Paved greenway trails +1 r3 so 1fri 1r, 20i, • Indoor swimming pools +1 1:3) 10 Goal 1 Invest in Current Infrastructure and Address Aging Facilities Maintain and upgrade existing facilities, parks, trails, water access, and spaces. lera. Add indoor recreation space. b. Renovate and upgrade existing outdoor aquatic facilities. I 3 Renovate and replace outdated or failing facilities, amenities, parks,trails, water access, and open space. I 4 Upgrade comfort, convenience, and customer service amenities to existing facilities. Expand open space and parks. 4 1�/ Goal 1 continued Invest in Current Infrastructure and Address Aging Facilities 6 Explore opportunities to add trails for walking and bicycling. Develop additional outdoor recreational facilities and amenities. i 8 Develop new amenities at existing parks based on 2019 LOS analysis. I9 Address current and future needs for athletic fields. 1 O Monitor ADA access to parks, trails, river access, and facilities. h 1�/ Q4c. How would you rate the overall quality of the programs that you/your household have participated in? by percentage of respondents who responded"YES"to Q4(excluding"not provided") 2024 Excellent Change% from 2019 Poor ✓Excellent -3% 2019 Excellent Fair 31% ✓Good + 13% 11% Poor ✓Fair -9% 6% ' .A4.' , ✓Poor - 1 % Good 55% Fair 20% Good 42% b Top Priorities for Investment for ProgramslArnenities Based on Priority Investment Rating Adult fitness& wellness programs ,ma Nature programs 11 .,. , 103 Increase from 2019 Adult art,dance,performing arts i; 181 pecialevents 18 - Youth sports programs +6 Canoeing,kayaking paddle sports, °„ - "7 • Adult sports programs +4 Outdoor adventure programs aura& Ail,ALI 166 High Priority Youth sports programs at, 1111r 151 ram+ • Youth fitness & wellness +4 Adult day trips 123 • Nature program +2 Adult sports programs 106 Youth summer camp programs 65 • Youth summer camps +2 Water fitness programs B5 Mum Izr»rty • Martial arts programs +2 .After school programs 95 p g rs.r24 Adaptive programs for disableo A88 • Adult art, dance, performing Youth fitness& wellness programs 87 Teen&young adult program iiiiii, 88 arts +2 Youth leam-to-swimprograms 79 • Before school programs +1 Youth art,dance,performing arts ' ;, 73 • Outdoor adventure +1 Pre-school programs 69 Mart , ial arts programs Low Priority � 74aL Canoeing, kayaking, paddle Before school programs 5.1 sports +1 Tennis lessons 45 0 50 1€0 150 200 CO 14 Goal 2 Improve and enhance programming and service delivery IEnhance special event programming. 2 Utilize technology to improve customer service and efficiencies. MI Continue to grow programs and services accessible to citizens of all abilities. 4 Continue to address recreational programming and activity needs of the community. Explore opportunities for non-traditional recreation and serve as the primary gateway for citizens and visitors to participate. Goal 3 Continue to improve organizational efficiencies. 1 Maintain existing level of service goals. 2 Maintain existing quality standards for facilities and amenities. M Continue to be good stewards of the natural environment. I I 4 Staff appropriately to meet demand and maintain established quality of service. I 5 Maintain and keep current the Department Standard Operation Procedures (SOP)and Policies. 6 Increase potential partnerships within the community. Maintenance and Operations aNNr„IYKrais.Nk,A, nn= "'� .. ., ""'� m•e.YNNnMr COMM.. MOM amYalm„ Assessed the m.r.Y,Y.. Nomtorn ISO som om YM „n, tom _. .._-... ..- 11 /o SOW OID WW1 f10:060S,. Ye se ..nm ,OUI - of 51010 Sa,W9 1 o Mae MO tlM 510M�vert eNiswam fO[rmnK w efa.wr � .. .t-: tl s •, s s o, s5m fwtlm tlM sn,a. to le I m performance of Lw�NvilGr,f iM ll m 319.0 Slim � 1 51m MOMtlM SU.mI 1]O DD 0 Rem.. la. 10a el f S 9} ,1 101v SIMI. tlM Sai}5. Lulu au -.-"-, Sai.'.i 5151 SY,51 5Y5.00 S0m SIMS 5115 o}q eaerw.Wwmm�wrw „, 55 1 :„ }„1n 5., u m m a f.,51.9 la 5ai i,5 ,i°i. City parks and e� Np0. j 1. , si,tf 53114 Smm Si aaaao 1Om Ssma Ise toms eea1N.@YKf °' 9Mr CO f 51919 5l555 item WO Do tom 54,OSa MOM 00 6 Mk PO 519U 54919 1 525O 11 1.0a00 tom 34,419 IO00 ........ „ gem n N seU yw { uam s SSOm WOO solo SOm flma<rrw _ recreation .Y , ,° Soto 5 ° tlM faalf imm b. Ul [ $11.0 Stl1M 1 Ul S5M 1' m. a WOO YOs,91f v1Ola Mena.rewn to mid Ire 111 a1 ---fUH TN -...._.�—i zYm Si an Oa SON N Y11 11O1wevwlanrmYun.wnre ,M NY fvmm 5,mam tlM !Ise as co e e,aMral,na:1`wmremoemKlraM ben P S 11010 NA 1 SUm 510am MOO f4N9 Slm properties a n �w.- -.b..- Man 5 , f x9 A° 5ama __ _ _ __ Seca W.f,rt..w•wm. A ,mom Sa 1 it,.919 13Oa w,.,na,r�,Nnw„e e.N1„ kOmNe ,1aa Sa,1, ,a„ r r 11000 f .wm�..,iNw..a.,. >,... facilities �_ r. .1 1 51011 9 5.,n5 y Q Daa.w ale kneel Control- needed _ we n0-IOWW6O1i9rS Ira if pamwa; ..'� bee S s 519.19 S9aD0 a to As needed dependent upon Tree speue,.age,10<a110n.ale mad.1140lfe 6r1 m a5 f19.0 UN TIN Risk AMMstyisnle r.weewn ,,i si g nb•fa(5War-1avwl meafwpagnm S.rn • 11m Yf.0 Sual ragmen N•Y f1s.m - • ace n _ Y s arglOn IngerLons V,swlry inspected Wee.,lepaus artl Nmntmen5,nude M needed Assessed the y:e: .aewai,a.w.rv�a f f maserYaee•eea•.d:ara P. < Spam Fah Inapacnm spusr,pea inspected m Os Oar aav IMem°ruI Dar-let/Or Day)•ieij a, sam Cerny Sautuws Annually w • fNWM _T r S v5 .v 50.0 e 1 • m:rep. _ „ -_ __,one . sum System Sun-Up deb-Apra Citys maintenance -�5•�w Nam_ Ya. MYr191MXfe IMN,Atl • 5 n. M Mei YMMdyfe • pM9W/ad u e1O ao re 161fy Tres,Colecn Mrlemun to hoes parr week week of 11ee0•d capacity a,l • Portable Resaooms Maronly MMdd 0001 per Week Martin I-November m MMY•MAeg1YXU WlNis, 11n tw .... ,,. Perk inspectionsV6uaa Remarry Inspected al least once per week Inspected'mourn el lour Sews Per year This process will Pressae Wes5Yrg(siaden,grab. SMvnran m Noce pre year l,p.4- *oomery a M needed depeodee0 m Recommended Snuffing LavaM to ws benches ease as l usage Apr,I-Oc1oWr EQapmenr Reperr>-Mantewa0 ce As rreeded noon netlicaten or Current Stalling Level Recommended Staffing help ensure Section (FTES) • Levels(FTE.) PlaygrOund sdrtaong Ioupectwm Revlemsn Playground inspected lllOnterebnloroall y inspected weeklyTrails,and Greenway Operations 4 7.15_ i'i As needed -- - - - i Weed COn0IW Inaid,capesl kwntoly efficient Parke Cleaning Operations 5 16.06 • Landscape Management Operations 14 1607 Attlee<Eew,Insoecaon, vr,ual _ r n,pa<Ud dpnng new preparalgn • • r R Sknned bnhewsldr da organization of the Urban Forestry Operations - ,,99 apart ae v Based m,enla n Mamn Reps.; pr,par Walanrg et<1 ,a9,min rnun once peb wank 5.NOvarlroer,5 i Parks Management Operations a 4 71 cnalkPa,nlSK m '------ As n,mDa rated do rental m --- __.... .need-..._ ,s peryq a rly spgram usage .. —._. City's resources Athletic Fields Maintenance 6 6.17 wow coned an..eM mmm�'tore ems,par yeaI dyerr finale ep np+ew b... Q16. Which four of the items would you be most willing to fund with your tax dollars? by percentage of respondents who selected the items as one of their top four choices 35% Upgrade existing neighborhood&community parks 33% IIIIMMIIIIIIMIIIIIIIIMIIIII Upgrade existing trails ° 29%18/o Develop additional trails&connect trails 21% 29% Increase from 2019 Develop new&connect existing trail system 22%IIIIIIIIIIIMII 26% Increase focus on developing the river 23%23 IMMIIMIMMIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Upgrade existing trails +11 Acquire open space for passive activities 18%21% • Develop additional trails & Improved ADA accessibility at current facilities 17% 21% connect trails +8 Upgrade existing youth/adult athletic fields 8%11111111111 15% Repurposeinactiveparks/amenities 15% • Upgrade existing youth/adult 17% Redevelop/develop recreation centers 13% athletic fields +7 11/ Upgrade existing outdoor pools 10%13% • Improve ADA accessibility at Upgrade fishing&kayak/canoe access 12°1 ° 4r current facilities +4 iimil 11% Develop a large sports complex 9% I= 1 11% • Develop new and connect Explore new camping opportunities 9% III 10% existing trail system +4 Acquire open space for active activities 7% IIIIIIIIIIIIIIIIIIII Improve Rivers Edge Sport Complex-North 7 10% 7% Consolidate parklands&remove certain parks NMI4% Upgrade/redevelop existing outdoor tennis courts - 2% 7% A 61 0% 10% 20% 30% 40% 50% NI2024 2019 Q21. Which four of these items would you be most willing to fund with your tax dollars? by percentage of respondents who selected the items as one of their top four choices Additional restrooms at existing parks 36% 36% Paved multi-use trails 36% 32% All-inclusive playgrounds for children 35% 34/o Increase from 2019 Natural surface trails 22% 31% Sports fields +6 Indoor recreation space 20% 21% • Pave multi-use trails +4 19% Sports fields 13% • Outdoor pools +4 In-river paddling park 18/0 23% • Skatepark +2 Outdoor pools 16% 12% • All-inclusive playgrounds +1 Additional camping space 13% 13% • BMX/bike park +1 Indoor pools 12% o 15% Skatepark 9% 7% BMX/bike park 8% 7% Boys&Girls Club I lr6 , 3i6 0% 10% 20% 30% 40% 50% 60% IN 2024 2019 Goal 4 Enhance and Diversify Funding Sources 1 Explore additional funding through the pursuit of grants 2 Continue current cost recovery and revenue generation practices. I 3 Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends. 4 Increase City budget and staffing dedicated to parks and recreation, maintenance and trails. h 1`/ 20 1:_::':7,140enti.,...............H. l:,.. 1-.i:il "; ' ', '11,, y ::- . . -.,... — • - A:::_iiiir:::4::: i JY 7 .' . 3t ' ,I.:.s1:1,' ^v (yrj( Y.�-.;44:.:. ..rd-.T r.. .II:..",,.:''.'*'17. +jam . .: OM. Yr _.„._ :,.,.! ,'`'.''' 17.,;;.,,s,_ , - .,t..._ nt'::::;''i 1 1.31,11,' fl ; .t ..z lg. .,y , . m V ..Irma-,J1►,��n.> R1 _ ' ,. • ,4,. 4,11 1• _ .... .� 11. - •-•-' Ili ckli..- 17 y 1;7 ••••• '7: • 7) • •,' +et 4, -, .„.._ - , . . . _ R _4 ) .i. • it � ' ._�- a i/1/ ft t .. , - -itli All, 'riTr! t—___/ N. -17. ".• , .,%*4;;H..,-*' • ..Ji I • _. ' - I'pok* . ,,,,,.. , t,..- -,,1 - ,,,,,: i 5.. i , r � . i i slj rI�' "'N ' - - ' I' It , , ' 1 6,..,,...- e0,101,4 '''' 1� 'I , I, a ti . w_ A t ` Open Q&A 'uto.,o, Art Thatcher MPA, CPRP ll ,Will.111 4 — ° Project Manager IOW CAPRA art.thatcher©berrydunn.com b B e r r y D u n n ROA N O K E ACCREDITED PARKS AND RECREATION loW.v'4cWe o '� • ' -A., •8r i:, • - . - �,_ , 11 IA- . '�4• ,j' :�yay � ; -,r gyp,;. .+ :1041'fr ,•-M• 4, +r'' �• a M ft . r . q 'Y 0 • x S 7• �' * tj tt Y .*. i'Mr,. I act x . , ._ m11111�111 �I.�" ����� Ui"ii llilf !Hut I 1 nii, ..... P L AY IN PROGRESS CITY OF ROANOKE, VIRGINIA , , PARKS AND RECREATION MASTER PLAN UPDATE ,. .._, . ..........._ _ ....__ _.... _ . -• •. mitts•. . 1 _ - `� "__ . �Y _ : r- - S ' 1 J414. t f !• A.i! •41404 1p T I �y 3 ,.. . ...'r? - f . f'{. .-'. ; 6..! ` , . • 4' �'�� - -f aS 4€a O jct.it tt �'` '/�tl.. - 4:*'f Q' ' - : '4' -40, . 'Pl. -1: °W,' . 4_1 14...i.*Lii ;IV lit - i.:11:.4.._ gti,AiSk, ' • . ,a,..li jili • • f _ Y 4111r ....A, „0,..,,„ ,,,,, \I- .-: , , , I t ` n W ; vt 4 is , 4, -le- 40,t),„,r ` Submitted by: Berry, Dunn, McNeil & Parker, LLC 2211 Congress Street, Portland, ME 04102 207541.2200 Chad Snow Principal I Berry, Dunn, McNeil& Parker, LLC csnow@berrydunn.com ,0 cOR ACCP ,TRTiO� Art Thatcher, Project Manager (9 Manager I Berry, Dunn, McNeil & Parker, LLC C A P R A Art.Thatcher@berrydunn.com ACCREDITED ROANOKE Submitted On: PARKS AND RECREATION y9+44,64EcREAT,00, August 2025 TABLE OF CONTENTS Table of Contents Executive Summary 4 D. Random Invitation Community Needs A. Purpose of this Plan 4 Assessment Survey Executive Summary 42 B. Planning Process Summary 5 Overview 42 C. Goals and Objectives 6 Methodology 42 1.0 Introduction to the Planning Context 8 Parks and Facilities Use.. 42 A. Purpose of This Plan 8 Benefits, Importance, and Improvements B. Parks and Recreation Department Overview 8 to Parks and Recreation 43 C. Department Mission,Vision, and Values 9 Priorities for Facility Investments 45 D. Phases of this Planning Process 9 Priorities for Program Investments 46 E. Progress Since 2019 10 E. Online Community Engagement: Social Pinpoint Summary 48 2.0 Next Steps - Goals, Objectives, Recommendations, and Action Table 13 Introduction 48 A. Action Plan and Prioritization 13 Survey 49 B. Recommendations... 21 Budget Responses 52 C. Implementation Guidelines/Strategies 29 Mapping Tool 53 3.0 What We Want - Our Community,Trends,and Conclusion 54 Identified Needs 32 F. Benchmarking 54 A. Demographic Profile 32 Employees in the Workforce 55 Population Characteristics 34 Expenditures and Revenue per Capita 55 Age Distribution 34 Conclusion 56 Racial Diversity 34 4.0 Operations, Maintenance, and Program B. Current Trends 34 Assessments 57 Park and Recreation Influencing Trends 34 A. Operations and Maintenance 57 Local Trends 35 Introduction 57 National Trends 36 Roanoke Park Maintenance 57 Age-Related and Generational Trends 37 Key Findings 59 C. Community and Stakeholder Input 38 B. Recreation Program Analysis 59 Introduction 38 Introduction 59 Community Engagement Goals 38 Essential Takeaways 60 Desired Community Engagement Outcomes.....38 Program Assessment and Strategy 60 Community Engagement Summary 38 Program Action Table 62 Focus Group Feedback 39 Community Workshop Feedback 41 MASTER PLAN UPDATE 3 EXECUTIVE SUMMARY s. a.. u+Y rf t} ]1 f �a .:' Al � ..„4,J + + . rx ,tt ttitie �e � ' ( +. a f � � fi�c #t r s r t y f 1 , ,, 0 �w / + y�' e♦ jJ fie r pi —V n o T q "r : , , '54 .1 ter L u "' .9ti a 1 s ot ¢_ ,x r r . _i a _ . . " • v ♦ am.. - --0-8 ' 4- 0.•' i 4 - 4 ''t"ram'" '4 N '' a FI M +':- - - t , � s�-+ate .#� A9 j °-t T/ tb h �• 4‘4*, , '''' , ' N.* tV ..''; ''. '' .440"I .$tea ''4.,,,,, 41:;"pit,'1.' * / r � e-X,r .4 e .f - yqa ,:- ,. _.«...,+...'-. a., * e fdt Y 8°i 9 t - ,.. _ _ k Executive summary A. Purpose of this Plan This Parks and Recreation Master Plan is an update of the Roanoke 2019 Parks and Recreation Master Plan. Development of this updated plan took place from October 2023 to July 2025 and included community engagement, leadership interviews, and a needs assessment survey; inventory and level of service (LDS) review; operational, program,and maintenance analysis; and financial review.The Master Plan Update provides the framework to respond to the evolving needs of the City of Roanoke's (the City's) growing community. 4 CITY OF ROANOKE—PARKS AND RECREATION EXECUTIVE SUMMARY B. Planning Process Summary This project has been guided by a Roanoke Parks and Recreation project team made up of the City's Department of Parks and Recreation (Department) staff.This team provided input to the BerryDunn consulting team throughout the planning process. This collaborative effort created a plan that draws upon the consultants'expertise while incorporating the local knowledge and institutional history that only staff and community members can provide.The project consisted of the following tasks: Discovery Needs Assessment • Review of previous planning efforts and • Consideration of the profile of the community City historical information and demographics, including population growth • Review of accomplishments from the 2019 • Research of trends related to Roanoke Master Plan and American lifestyles to help guide the Department's efforts over the next several years Community Engagement Operational and Marketing Analysis • Extensive community involvement effort including focus groups, meetings with key • Analysis of Parks and Recreation programming stakeholders, and a community-wide public and service delivery meetings • Organizational strengths, weaknesses, • Leadership interviews with City officials opportunities, and threats (SWOT) analysis • Social Pinpoint interactive project website • In-depth assessment of overall parks operations and maintenance • Statistically valid community interest and opinion survey Recommendations: Goals, Objectives, Assessment and Analysis and Action Plan • Identification and categorization of • Review and assessment of relevant plans recommendations into themes with goals, • Benchmarking of current services compared objectives,and an action plan for implementation to like-sized communities in the United States • based on the 2024 National Recreation and Park Development of an action plan for operational and capital improvements, including time frame Association (NRPA) Park Matrix data to support the implementation of the plan • Exploration of finance and funding mechanisms to support development and sustainability within Other Plan Elements the Parks and Recreation system • Review of current staffing and recommendation for future growth potential MASTER PLAN UPDATE 5 EXECUTIVE SUMMARY C. Goals and Objectives The following goals and objectives are made based on the entirety of the Master Plan Update process, which was inclusive of community members.The public was given many opportunities to participate through focus groups, stakeholder meetings, public meetings and workshops, an invitation and open link survey, and an interactive website (Social Pinpoint). The operations and maintenance analysis and program assessment also provided feedback considerations for staff. This section identifies goals and objectives to enhance the LOS and Roanoke's quality of life with improvements through updated parks, services,facilities, and amenities, a dedication to customer service, improved programming and service delivery, organizational efficiencies, and increased financial opportunities. The following goals were identified for the City to focus on: 1. Invest in current infrastructure and address aging facilities. 2. Improve and enhance programming and service delivery. 3. Continue to improve organizational efficiencies. 4. Enhance and diversify funding sources. Table 1: Master Plan Goals and Objectives Goal 1: Invest in current infrastructure and address aging facilities. Objective 1.1 4.1 Maintain and upgrade existing facilities, parks,trails, water access, and open spaces. Objective 1.2.a Add indoor recreation space. Ammo Objective 1.2.b Renovate and upgrade existing outdoor aquatic facilities. MIRObjective 1.3 Renovate and replace outdated or failing facilities,amenities,parks,trails,water access,and open spaces. 4.11111.1.111.117 Objective 1.4 Upgrade comfort,convenience,and customer service amenities to existing facilities. Objective 1.51 Expand open space and parks. Objective 1.6 II Explore opportunities to add trails for walking and bicycling. Objective 1.711 Develop additional outdoor recreational facilities and amenities. Objective 1.8 Develop new amenities at existing parks based on LOS analysis. i Objective 1.9 Address current and future needs for athletic fields. Objective 1.1 Monitor Americans with Disabilities Act(ADA)access to parks,trails, river access,and facilities. 6 CITY OF ROANOKE—PARKS AND RECREATION EXECUTIVE SUMMARY Goal 2: Improve and enhance programming and service delivery. Objective 2.1 Enhance special event programming. _41 °. . ectiveiii Utilize technology to improve customer service and efficiencies. Objective 2.3 Continue to grow programs and services accessible to citizens of all abilities. Objective 2.4 Continue to address recreational programming and activity needs of the community. Explore opportunities for non-traditional recreation and serve as the primary gateway for citizens Objective 2.5 and visitors to access. Goal 3: Continue to improve organizational efficiencies. Objective 3.1 Maintain existing LOS goals. Objective 3.2. , Maintain existing quality standards for facilities and amenities. Objective 3.3 Continue to be good stewards of the natural environment. Objective 3.4 Staff appropriately to meet demand and maintain established quality of service. Obje --i Maintain and keep current the Department Standard Operating Procedures(SOPs)and Policies. Objective 3.6 Increase potential partnerships within the community. Goal 4: Enhance and diversify funding sources. Objective 4.1 Explore additional funding through the pursuit of grants. Objective 4. Continue current cost recovery and revenue generation practices. Partner with other service providers,when possible,to develop programs,services,and facilities Objective 4 to meet demand and growing trends. Objective 4.-}' Increase City budget and staffing dedicated to parks and recreation, maintenance, and trails. MASTER PLAN UPDATE 7 1.0 INTRODUCTION TO THE PLANNING CONTEXT t 4ti'4 , . • • 114,1s 1 4 °, it ,1101 : t Via, 1.0 Introduction to the Planning Context A. Purpose of This Plan This Parks and Recreation Master Plan is an update Additionally, this update is to affirm the current course of Roanoke 2019 Parks and Recreation Master Plan. of action and address any new park and recreation Development of this updated plan took place from desires from residents.The update will assess current October 2023 to July 2025 and included community staffing numbers,facilities, programs, services, and engagement, leadership interviews, and a needs projects and make any necessary recommendations assessment survey; inventory and LOS review; and/or changes.The updated plan will continue to operational, program, and maintenance analysis; and serve as the Department's guide as it seeks to both financial review.The Master Plan Update provides the maintain its accredited status and become an NRPA framework to respond to the evolving needs of the Gold Medal Award winner. City's growing community. B. Parks and Recreation Department Overview The Department is a nationally accredited municipal Throughout Roanoke's history,the City has cherished parks and recreation agency through the Commission its rich natural environment and has been a champion on Accreditation of Park and Recreation Agencies of providing a wide variety of park and recreational (CAPRA) and NRPA. Currently,the Department has services. City leadership began intentionally planning 70 park properties, over 100 miles of natural surface for leisure services in 1928, moving into a more modern and paved multi-use trails, eight recreation centers, methodology in 1981 and culminating in the most and two outdoor aquatic facilities.The Department is recent plan in 2019. redeveloping one recreation center(Eureka Center) and one aquatic facility(Washington Park Pool). 8 CITY OF ROANOKE-PARKS AND RECREATION 1.0 INTRODUCTION TO THE PLANNING CONTEXT C. Department Mission, Vision, and Values Figure 1: Department Mission,Vision, and Values MISSION VISION Building a welcoming Be the reason people community through PLAY choose Roanoke VALUES The Department holds the following core values: • Health and Well-Being • Inclusion • Service Excellence tainability D. Phases of this Planning Process This project has been guided by a City of Roanoke Parks and Recreation project team made up of City staff.This team provided input to the BerryDunn consulting team throughout the planning process.This collaborative effort created a plan that draws upon the consultants'expertise while incorporating the local knowledge and institutional history that only staff and community members can provide.The project consisted of the following phases: Figure 2: Project Phases Phase 1 Phase 2 Phase 3 Phase 4 (' ase5 , Discovery 4 Engagement Analysis Visioning Finalization IF- MASTER PLAN UPDATE 9 1.0 INTRODUCTION TO THE PLANNING CONTEXT , + it .. may^ ' 1. ,r::::. tar. h ¢ *, e ,, ,."' + tea+ . ✓ ... .� "# F • y '1:/-C T yrt ;I d , 3 v . _.. _� 4f'3, r s .w _ , = to ` , ".,� `'- ,.� .. i':. '%� r rip. WI�rstror IIUmm, x t . :,411.. .....Iiitit, . ;1)164 , . 4", -..2.4,,,..-.. --.1.‘,:, , . ar �amillrett(i,,llIli �plfp l ''� t�a�. I1a/ la/ !flip. i �► 0 - ;'?' -d' 'role" t iiiiiiiit — - ....,41 .1.., 1 iili . „a...4: -. .1 _ _ , , AL . - - ... , . ,., E. Progress Since 2019 Over the last five-years,the Department has made significant progress to implement the recommendations from the Roanoke 2019 Parks and Recreation Master Plan. Many of the capital project identified for the first five-years, 2019-2024 have either been completed or are currently funded and in progress. The City has used a variety of funding sources to accomplish the implementation of these recommendations for a total of $51,788,500. In addition to Capital Funding,the City has leveraged American Rescue Plan Act(ARPA)funds, additional federal grants and state grants, and private project-specific donations. The next chart will illustrate those projects from the first five years and the projects identified for the next five years, 2025-2030. 10 CITY OF ROANOKE—PARKS AND RECREATION 1.0 INTRODUCTION TO THE PLANNING CONTEXT Accomplishments Since 2019 Capital Projects 2025-2030 Additional 9+ miles of natural surface / multi-use Washington Park amenity improvements$1,250,000 trails built by staff in FY 25-26 Reconstructed Washington Park Pool ($3,995,413) - Deferred Maintenance Improvements$1,200,000 open Summer of 2025 FY27 Renovated/expanded Eureka Park Recreation Northeast Greenways ADA compliance Center ($14,450,000) - opening Spring 2026 improvements$400,000 in FY28 In-River Park Construction began Summer 2025 Improve Neighborhood Walkability to Parks ($6,494,490) Bennington Trailhead Roanoke River Blueway ADA Enhance Blueway System access point completed in 2023 ($331,653) 10 Playground Equipment Replacements Completed Finish Phase 2 Tinker Creek Greenway Trail 2022-2024($1,340,000) Bennett Springs Trailhead Lot Reconstruction at Replace Antiquated Play Areas Cravins Cove, startine Winter 2026 ($312,500) Bridge the Gap completed July 2023 ($7,210,000) Create Inner Park Paved Walking Trails Phase 2A of Tinker Creek Greenway completed Improve Small Community Centers October 2024 ($7,637,500) River's Edge North inner park paved walking loop Improve Mountain Bike Facilities completed ($117,500) Eureka Park inner park paved loop under Improve Dog Parks construction Roanoke River Greenway East A/E design at 60% Redevelop Skate Park ($835,000) (construction unfunded) Deferred Maintenance Improvements ($4,315,342): Vision Plan for Mountain View Recreation Center including court refurbishment and ADA updates completed 2023 and $1.5M in CIP Funding allocated 2021-2024 ($2,975,000) for FY28 Riverland Rd /Garden City Greenway to Star Trailhead (Mill Mountain Trail) neighborhood connection, construction starting Fall 2025($1,198,410) Skatepark replacement began Spring 2025, construction still in progress ($1,610,000) Mountain View Vision Plan ($95,000) Mill Mountain Trail Construction in progress ($345,000) MASTER PLAN UPDATE 11 1.0 INTRODUCTION TO THE PLANNING CONTEXT Since the adoption of the 2019 Parks and Recreation funds ($13,770,535),one-time American Rescue Plan Master Plan,the City has invested $48,655,702 Act(ARPA) funds ($12,579,397), state funds ($3,587,911), in capital projects identified from the plan.This and donations ($2,245,800). Additionally, moving funding has come from a diverse variety of sources. forward the City has designated another$4,350,000 Allocations from the City's General Funds have equaled in capital funding for additional projects. Below is an $16,472,059. Other funding sources include federal illustration of the capital funding by source. Diversified Capital Funding Sources $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $_ Local 1111 Federal ARPA II State II Donation 12 CITY OF ROANOKE—PARKS AND RECREATION 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE 11 c .. -d-'a 1 N •• , q Vl '"�����q e,��t�fi'".. /Awe �5. r Y fi ! Ayr 1111f���� / ~' tlill A �� 1 � i� 1a%'" — t 4's3' t , a a r 2.0 Next Steps - Goals, Objectives, , Recommendations, and Action Table Residents and community leaders are increasingly recognizing that parks and recreation facilities, programs, and services are essential to creating and maintaining communities where people want to live,work, play, socialize, recreate, learn,and visit.These amenities should be investments in the long-term vitality and economic sustainability of any active and desirable community. Roanoke is committed to providing comprehensive, high-quality parks, waterways,trails, programs, facilities, and services to the community.The following section outlines the complete list of recommendations and action plans that will position the City toward the future of maintaining and improving the quality of life for its residents and visitors. A. Action Plan and Prioritization The following goals, objectives, and action items for the recommendations are drawn from the public input, inventory, LOS analysis,findings feedback, and information gathered during the master update planning process. The primary focus is maintaining, sustaining, and improving Roanoke parks, waterways,trails,facilities, programs, and services. Funding availability, staff buy-in,and political and community support will play significant roles in future planning efforts. The time frame to complete is designated as: • Short-term (up to 3 years) • Mid-term (4 - 6 years) • Long-term (7 - 10 years) • Ongoing (occurs on a continuous basis) MASTER PLAN UPDATE 13 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE Table 10: Goals and Objectives Timelines Goal 1: Invest in current infrastructure and address aging facilities. Objective 1.1 - Maintain and upgrade existing facilities, parks,trails,water access, and open spaces. Actions Time Frame to Complete 1.1.a - Continue to monitor the condition of existing parks, trails, open spaces, water access, and facilities and compare to baseline established in the 2019 Master Plan's Ongoing Facilities Assessment. Priorities for future maintenance projects for these areas should be developed and reviewed regularly. 1.1.b - Prioritize allocation of staffing resources to help ensure that continuous maintenance of these areas is a priority. Add seasonal staff as needed to meet current and future Short-Term demand for services. 1.1.c - All facility inspections should follow current SOPs. Ongoing 1.1.d - Maintenance projects and annual maintenance needs should be funded on a regular schedule based on the Facilities Assessment from the 2019 Master Plan. Priorities Short-Term for future maintenance projects for these areas should continue to be developed and Ongoing reviewed regularly. Objective 1.2.a - Add indoor recreation space. Action 4 -kite`t=`rameo—omp ete 1.2.a - Continue renovation planning schedule from the 2019 Master Plan for existing Short-Term recreation centers. Ongoing 1.2.b - Based on feedback from focus group participants and the survey results, a top priority of the community is additional indoor recreation space. Continue to explore Mid-Term opportunities to add additional indoor multipurpose recreation space either through Long-Term partnerships, purchase of an existing facility,or construction of a new facility. Objective 1.2.b - Renovate and upgrade existing outdoor aquatic facilities. Actions Time Frame to Complete 1.2.b - The community prioritized and identified the need and desire for updated aquatic Short Term facilities. Continue to renovate Fallon Pool as identified in the CIP based on the 2019 Master Plan and current community desires. Mid Term 14 CITY OF ROANOKE—PARKS AND RECREATION 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE Objective 1.3 - Renovate and replace outdated or failing facilities, amenities, parks,trails, water access, and open spaces. Actions Time Frame to Complete 1.3.a - Continue to use the 2019 Facilities Assessment and park ratings from the 2019 Master Plan to update and create a plan to replace outdated playgrounds,renovate Short Term outdated sports fields and sport court surfaces, upgrade or replace existing restroom Ongoing facilities,and address the inconsistency and aging signage in parks,trails,water access, and open spaces. Objective 1.4 - Upgrade comfort, convenience, and customer service amenities to existing facilities. Actions Time Frame to Complete 1.4.a -A top priority from public engagement and the community survey was the need to address ADA accessibility to parks, playgrounds,amenities, and facilities.As renovations Short-Term and upgrades occur,continue to make accessibility a top priority and address non- Ongoing compliant conditions identified in the 2019 Master Plan's Facilities Assessment. 1.4.b -As the Department makes upgrades to and improves existing facilities, it should explore opportunities to add restrooms, security lighting, storage, and other amenities at Ongoing existing parks and facilities,as these value-add features were high priorities in community feedback. 1.4.c -As parks and facilities are upgraded and renovated,continue to look for Ongoing opportunities to add public art. Objective 1.5 - Expand open space and parks. Actions Time Frame to Complete 1.5.a - Add passive open space tactically to meet stormwater mitigation and other sustainability goals, as well as 10-minute walk and equitable park access goals. Long Term Objective 1.6 - Explore opportunities to add trails for walking and bicycling. Actions Time Frame to Complete 1.6.a - Coordinate with the County and other surrounding municipalities to connect to Short Term existing,develop,or expand bicycle paths and walking trails to connect neighborhoods to parks and connect parks to parks. Ongoing 1.6.b - A priority list for improving and adding internal walking loops in existing parks Short-Term should be developed and maintained. Ongoing 1.6.c - Strengthen coordination with internal departments to expand and connect bicycle Short-Term paths and walking trails. Ongoing MASTER PLAN UPDATE 15 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE Objective 1.7 - Develop additional outdoor recreational facilities and amenities. Actions Time Frame to Complete 1.7.a - Continue to explore investment in development of existing facilities to meet demand and increase outdoor programming opportunities. Ongoing 1.7.b - Develop facilities and amenities to help ensure all citizens have safe access to a recreation space within a 10-minute walk from their residence as outlined in the 2019 Ongoing Master Plan. 1.7.c - Explore opportunities at existing parks to add adventure sports and outdoor activities such as all-wheels parks, pump tracks, skate bowls and parks,futsal, nature- Short-Term based programs, and river sports to increase programming and attract new users. Ongoing Objective 1.8 - Develop new amenities at existing parks based on LOS analysis. Actions Time Frame to Complete 1.8.a - Using the 2019 Facilities Assessment and updates,the Department should seek opportunities to add new features to existing parks where the LOS falls below the desired Short-Term threshold. Ongoing 1.8.b - Working with internal departments, look for opportunities to add parks and pathways in redevelopment areas, Ongoing Objective 1.9 - Address current and future needs for athletic fields. �� ► ime rarrfe'o"omp e e 1.9.a - Invest in high level maintenance of existing (River's Edge Sports Complex) and Short-Term future athletic fields to maintain top class conditions. Mid-Term 1.9.b - As existing parks are renovated,explore opportunities to add rectangle and Short-Term diamond fields to meet increases in need and demand. Mid-Term 1.9.c - Increase field time with the addition of sports field lighting to new facilities and Mid-Termimprovements to the lighting at existing facilities where appropriate. Objective 1.10 - Monitor ADA access to parks, trails, river access, and facilities. ions .. Time Frame to Complete 1.10.a - Continue to work to make programs and services accessible to all people of all abilities. Continued self-evaluation of ADA standards must be a high priority for the Short-Term Department,especially in terms of access. Ongoing 16 CITY OF ROANOKE—PARKS AND RECREATION 2,0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE Goal 2: Improve and enhance programming and service delivery. Objective 2.1 - Enhance special event programming. Actions Time Frame to Complete 2.1.a - Expand opportunities and enhance existing special event programming based on demand and trends in community demographics. Mid-Term 2,1 b - Continue to work with neighborhoods, cultural organizations, and other service providers to explore new community and cultural events. Ongoing Objective 2.2 - Utilize technology to improve customer service and efficiencies. ActionsIlIllIllIlIllIlliaIIIIIIIIIIIIIII - �- I Time Frame to Complete 2.2.a - Continue to use a mixed-method approach to communicating with the public about programs, services,and opportunities such as social media,the Department website, and Ongoing mobile marketing. Objective 2.3 - Continue to grow programs and services accessible to citizens of all abilities. Actions =Time Frame to Complete 2,3.a - Continue to evaluate current offerings for people with disabilities through partnership with Roanoke County. As opportunities arise and facilities become available, Short Term Ongoing consider additional adaptive and accessible programs. 2.3.b - Annually review the number of programs and distribution of programs for people with disabilities and look for opportunities to increase and/or more equitably distribute Ongoing programs and services. Objective 2.4 - Continue to address recreational programming and activity needs of the community. Actions `..rime ram e_to. .omp e e'e 2,4.a -Continue to look for opportunities to expand indoor recreational programs and activities. Ongoing 2.4.b - Look for opportunities to increase programs for tweens,teens, people with disabilities,and seniors, Ongoing 2.4.c - Fitness and wellness programming and services were another top priority from the public engagement process; look for opportunities to install outdoor fitness equipment to Short-Term help meet demand. 2.4.d - Continue to monitor participation and demand for family centered recreational Ongoing programs and adjust to meet the needs of the community. 2.4.e - Continue to provide afterschool programming through PLAY Afterschool. As staffing Short-Term and community demand allow, look to possibly expand to middle school programming. Ongoing MASTER PLAN UPDATE 17 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE Objective 2.5 - Explore opportunities for non-traditional recreation and serve as the primary gateway for citizens and visitors to access. Actions Time Frame to Complete 2.5.a - A top priority identified by the community was to increase and provide more adventure-based programming such as paddle boarding, kayaking, mountain biking, Short-Term hiking, and rock climbing. 2.5.b - Consider non-traditional recreation programming such as all-wheel events, Mid Term pickleball, and disc golf for new and additional programming opportunities. 2.5.c - Consideration should also be given to non-sports programming such as instructional programs, life skills,virtual programming, Short Term p g p g g, gaming, and STEM opportunities. 2.5.d - Consider becoming the innovator for new activities by offering introductory classes and clinics, along with rental equipment to allow citizens and visitors to try and Mid-Term explore new sports. Goal 3: Continue to improve organizational efficiencies. Objective 3.1 - Maintain existing LOS goals. Actions Time Frame to Complete 3.1.a - Continue the 2019 Master Plan overall planning goal of 12 acres of park land per Ongoing 1,000 population (1.5 Neighborhood Parks, 5 Community Parks and 5.5 Regional Parks). 3.2.b - Continue the 2019 Master Plan overall planning goal of 2 square feet of indoor facility space per 1,000 population. Ongoing Objective 3.2 - Maintain existing quality standards for facilities and amenities. Actions Time Frame to Complete 3.2.a - Continue to improve and upgrade existing facilities and amenities,The Department Short Term should develop and maintain a Deferred Maintenance and Life Cycle Replacement Ongoing programs to track success. Objective 3.3 - Continue to be good stewards of the natural environment. °one , .„ • 3.3.a - Partner with Stormwater Management staff to develop and implement a plan to control runoff from athletic fields, parks, amenities and facilities to increase water quality Short term and protect the Upper Roanoke River Watershed. Ongoing 18 CITY OF ROANOKE—PARKS AND RECREATION 2,0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE 3.3.b -As development and redevelopment continues to occur in the City,take steps Short Term to obtain and preserve open space for the future and to help maintain the City's unique Ongoing features. 3.3.c -Continue to employ best practices to reduce environmental impacts and create a sustainable ecosystem.The City has been designated a Bee City; a top priority should be Short-Term increasing the use of native plantings, no-mow areas in parks,and green infrastructure. Objective 3.4 - Staff appropriately to meet demand and maintain established quality of service. Actions Time Frame to Complete 3.4.a -As new facilities,amenities, and services are developed and existing parks,water access,trails, and facility upgrades are implemented, it is important to ensure that staffing Ongoing levels are adequate to maintain current performance standards. 3.4.b- Continue to evaluate programming and maintenance priorities based on Short Term community demand. Include strategies to include contracting services, realigning existing Ongoing staff and/or gradually increasing staffing to meet expectations. 3.4.c - Review the current volunteer program and look for additional opportunities to engage volunteers. Continue to seek ways to collaborate and partner with outside Ongoing agencies and organizations to meet current and future needs. Objective 3.5 - Maintain and keep current the Department SOP and policies. Actions Time Frame to Complete 3.5.a - Continue to review and update all departmental policies, procedures, and Ongoing processes regularly. 3.5.b - As part of that review,the Department should engage staff in the review process. Ongoing 3.5.c - Continue to review the City code chapter for parks and recreation every five years Ongoing and recommend updates as needed. Objective 3.6 - Increase potential partnerships within the community. Actions Time Frame to Complete 3.6.a - Build on existing partnerships. Ongoing 3.6.b - Continue to review partnership agreements and work with the School Division and other community partners to increase access to facilities,amenities, programs,and Ongoing services. 3.6.c - Ensure all existing and future partnerships are accurately portrayed in a signed Short Term agreement and reviewed regularly. Ongoing MASTER PLAN UPDATE 19 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE Goal 4: Enhance and diversify funding sources. Objective 4.1 - Explore additional funding through the pursuit of grants. Actions , Time Frame to Complete 4.1.a - Continue to pursue grant opportunities at the federal,state, regional,and local levels.To be successful and timely,funding should be established in the CIP for"matching Ongoing fund" requirements for most grants. 4.1.b - Look for opportunities to diversify current and future funding based on opportunities Ongoing identified in the master plan. Objective 4.2 - Continue current cost recovery and revenue generation practices. Actions Time Frame to Complete 4,2.a - Review current cost recovery philosophy and policy regularly. Update as needed. Ongoing Objective 4.3 - Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends. Actions Time Frame to Complete 4.3.a -Continue to look for opportunities to expand programs,services, and amenities while working with the School Division,the County and other municipalities,and other Ongoing service providers within the community,and continue to formalize these agreements in writing. Objective 4.4 - Increase City budget and staffing dedicated to parks and recreation, maintenance, and trails. Actions Time Frame to Complete 4.4.a - Additional staff are needed to meet current demand for maintenance and Ongoing programming. Increase staffing as budget will allow. 4.4.b - Competition within the region is high for full-time and part-time employees. Use the outcome from the citywide salary survey to help ensure that Roanoke remains competitive Short Term in the market. 20 CITY OF ROANOKE-PARKS AND RECREATION 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE B. Recommendations The following recommendations provide more detail to how the previous section was developed and were made based on the entirety of the Master Plan Update process, which was inclusive of members of the community.The public was given many opportunities to participate through focus groups, stakeholder meetings, public meetings and workshops, an invitation and open link survey, and an interactive website (Social Pinpoint). The operations and maintenance analysis, the Recreation Program Analysis, and the Benchmarking Report also provided feedback considerations for staff. This section describes ways to enhance the LOS and Roanoke's quality of life with improvements through updated parks, services, facilities, amenities, a dedication to customer service, improved programming and service delivery, organizational efficiencies, and increased financial opportunities. The following goals were identified for the City to focus on: 1. Invest in current infrastructure and address aging facilities. 2. Improve and enhance programming and service delivery. 3. Continue to improve organizational efficiencies. 4. Enhance and diversify funding sources. �--` Goal 1: Invest in current infrastructure and address o El a aging facilities. -111-111 1.1: Maintain and upgrade existing Maintenance projects and annual maintenance needs facilities, parks,trails,water access, and open should be funded on a regular schedule based on spaces. the Facilities Assessment from the 2019 Master Plan. Maintenance of facilities and amenities should remain Priorities for future maintenance projects for these a top priority.The Department should continue to areas should continue to be developed and reviewed monitor the condition of existing parks,trails and regularly. pathways, water access, and facilities, as residents Objective 1.2.a:Add indoor recreation space. have identified these resources as highly important to the quality of life in Roanoke. Consider adding staff Based on feedback from survey and focus group and resources to provide continuous maintenance of participants, a top priority of the community is these areas. Monitor maintenance staffing and add additional indoor recreation space.The Department seasonal staff as needed to meet current demand for should continue renovation planning from the 2019 services. Continue regular inspections of all facilities, Master Plan for existing recreation centers and explore parks,trails, water access, and open spaces. Inspect all opportunities to add indoor recreation space either facilities at a minimum of twice a year. through partnerships, purchase of an existing facility, or construction of a new facility. The community MASTER PLAN UPDATE 21 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE has identified the need and desire for an indoor Objective 1.5: Expand open space and parks. multipurpose recreation facility with gymnasiums, A top priority of leadership interviews, survey fitness and weight areas, indoor track, class and respondents, focus groups, and other public meeting spaces, and wellness/yoga spaces.The engagement respondents was the expansion of typical facility size to house these functions would be open spaces and parks in Roanoke. While there is 40,000 - 60,000 square feet. a community perception that additional park land Objective 1.2.b: Renovate and upgrade outdoor is needed,a more current need and effective use aquatic facilities. of available funding would be to use current dollars toward replacement/upkeep. Add passive open space The community prioritized and identified the need tactically to meet stormwater mitigation and other and desire to renovate and upgrade existing aquatic sustainability goals, as well as 10-minute walk and facilities.The City should conduct a feasibility study equitable park access goals. to determine if Fallon Pool should be renovated and upgraded as identified in the 2019 Master Plan or if it Objective 1.6: Explore opportunities to add trails should be completely replaced. for walking and bicycling. Objective 1.3: Renovate and replace outdated or Community members identified walking and biking failing facilities,amenities, parks,trails,water connectivity as a high priority during the engagement access,and open spaces. process. Based on trends and demand,the City should coordinate with Roanoke County and other Using the Parks Assessment and park ratings from the surrounding municipalities to develop, expand, and 2019 Master Plan,continue to plan to replace outdated connect to existing bicycle paths and walking trails. playgrounds; renovate outdated sports fields and court The Department should develop and maintain a priority surfaces; upgrade or replace existing restroom facilities; list for improving and adding internal walking loops in and address the inconsistency and aging signage in existing parks. Continue to work with and strengthen parks,trails,and open spaces. Restrooms were a top coordination with internal departments to expand and priority from both focus group participants and survey connect paths and walking trails. respondents.As part of any individual park master plan, permanent restroom facilities should be included for Objective 1.7: Develop additional outdoor community and regional parks. recreational facilities and amenities. Objective 1.4:Upgrade comfort,convenience,and Continue to explore expansion of existing facilities to customer service amenities to existing facilities. meet demand and increase outdoor programming opportunities: add outdoor fitness gyms, playgrounds, A top priority from public engagement and the Ninja courses, splash pads, and all-wheels parks community survey was the need to address ADA to meet the needs identified in the master planning accessibility to parks, playgrounds, amenities,and process. Facilities and amenities should be developed facilities.As renovations and upgrades occur, continue to help ensure everyone has safe access to a recreation to make accessibility a top priority and address non space within a 10-minute walk from their residence as compliant conditions identified in the 2019 Master Plan's identified in the 2019 Master Plan. Facilities Assessment.Additionally,as the Department upgrades and improves existing facilities, it should A high priority for focus group participants,teens, and explore opportunities to add restrooms, security lighting, survey respondents was access to outdoor adventure storage, and other amenities.Also continue to look for sports.The Department should further explore opportunities to add public art in parks and at facilities. 22 CITY OF ROANOKE-PARKS AND RECREATION 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE opportunities at existing parks for adventure sports opportunities to add new features to existing parks and outdoor activities such as all-wheels parks, pump where the LOS falls below the desired threshold. tracks, skate bowls and parks, small-sided soccer/ futsal, Ninja courses, nature based programs, and river Objective 1.9: Address current and future needs sports to increase programming and attract new users, for athletic fields. As demand warrants, explore opportunities to add When asked about new and additional facilities rectangle and diamond fields.To help increase field time, and amenities,focus group participants and add sports field lighting to new facilities and improve the survey respondents prioritized new and upgraded lighting at existing facilities where appropriate. playgrounds, additional water access (specifically kayak and paddleboard launches), and dog parks. Objective 1.10: Monitor ADA access to parks, trails, waterways, and facilities. Objective 1.8: Develop new amenities at existing parks based on LOS analysis. The Department should continue to work with Roanoke County to make its programs and services accessible Demand for usage of parks, waterways, trails, and to all people of all abilities. Ongoing self-evaluation athletic facilities continues to grow. Using the 2019 of ADA standards must be a high priority for the Facilities Assessment and updates,the Department Department, especially in terms of access. Focus group should look for opportunities to add new amenities to participants and survey respondents indicated the enhance user experiences. Additionally, based on the need for accessible playgrounds. Facilities Assessment,the Department should seek =; ; ♦ 'k' + - 1. `a'l�. "a ...... ! 42: 2.::. 4- .A, , ti ;- .:. , —....'......- - mmw ., • ...:c.„ ..,.. --........ .., ......._, -- . ..;......... . . a.„, 1. l. .!..r .. 2 ` �� ". OP • iv i.. r. r \ y a t+ I I! lit N Creek, ___-; , s3 r l R11.«%e ,.. I t +~.. Te� Itil t ' RFF erg e x -. l+ , .. w' 7,.. 't ., r .. "4. Win,. ,,,ig df . .. � , MASTER PLAN UPDATE 23 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE ° Goal 2: Improve and enhance programming and service delivery. Objective 2.1: Enhance special event Objective 2.3: Continue to grow programs and programming. services accessible to citizens of all abilities. Focus groups and survey respondents identified The Department should continue to evaluate current expanded opportunities and enhanced special offerings for people with disabilities. As opportunities event programming as a priority. The Department arise and facilities become available, consider should continue to work with neighborhoods, additional adaptive and accessible programs. Annually cultural organizations, and other service providers to review the number of programs and distribution of explore new community and cultural events, possibly programs for people with disabilities and look for themed by the community or season of the year.The opportunities to increase and/or more equitably Department should continue to look for opportunities distribute programs and services. to expand events and activities based on the demands and trends of the community demographics. Objective 2.4: Continue to address recreational programming and activity needs of the community. Objective 2.2: Utilize technology to improve The Department should continue to look for customer service and efficiencies. opportunities to expand indoor recreational programs The Department should continue to use a mixed- and activities.The community would like to see method approach to communicating with the public additional programs for tweens, teens, people with about programs, services, and opportunities. This can disabilities, and seniors. Fitness and wellness include social media,the Department website, and programming and services were another top priority mobile marketing. from the public engagement process. Look for #' M _ t. •♦ ''. i3 Will IIIIIIIIII! i _, I Elmwood Park ROA N O K E &Mill Mounfain Greenway PARKS AND RECREATION ?; ... _ ___ • , 1 . _ � 24 CITY OF ROANOKE—PARKS AND RECREATION 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE opportunities to install outdoor fitness equipment to natural environment. Additionally,the City should help meet demand. consider non-traditional recreation such as bike events, pickleball,and disc golf for new programming As new programs are developed, continue to opportunities. Consideration should also be given monitor recreational trends to stay current with to non-sports programming, such as instructional programming and demand. As popularity in program programs, life skills,virtual programming,gaming, and offerings and activities increases, continue to look for Science,Technology, Engineering, and Math (STEM) opportunities to expand programs around working opportunities. hours and commuting schedules. Continue to monitor participation and demand for family centered As new programs and services are developed, continue recreational programs and adjust to meet the needs to monitor recreational trends to stay current with of the community. Afterschool programming through programming and demand.Consider becoming the PLAY Afterschool was very popular with community innovator and initiator for new activities by offering members; the Department should continue to provide introductory classes,clinics,and rental equipment to this, and as staffing and community demand allow, look allow citizens and visitors to try and explore new sports. to possibly expand to middle school programming. Objective 2.5: Explore opportunities for non- traditional recreation and serve as the primary gateway for citizens and visitors to access. A top priority the community identified in the public engagement process was the desire to increase and provide more adventure-based programming such as paddleboarding, kayaking, mountain biking, hiking, and rock climbing.The City has an abundance of adventure opportunities with the diversity of the d L4. aP „gig. _ ' x I S. . / .� . , I� Iii �: .i l .�. - 1 ire Li 4 j ' 3 f ' f MASTER PLAN UPDATE 25 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE n, Goal 3: Continue to improve organizational efficiencies. Objective 3.1: Maintain existing LOS goal. Objective 3.3: Continue to be good stewards of Roanoke currently has an LOS that is 12 acres of active the natural environment. park land per 1,000 population (1.5 Neighborhood As development and redevelopment continues to occur Parks, 5 Community Parks, and 5.5 Regional Parks) in the City,take steps to obtain and preserve open as defined in the 2019 Master Plan.The 2019 Master space for the future and to help maintain the City's Plan further establishes a LOS for indoor facilities at unique features. Continue to employ best practices to 2 square feet per 1,000 population.The Department reduce environmental impacts and create a sustainable should continue to work to achieve those goals achieve system of parks,trails, rivers,and facilities.The City those established goals. has been designated a Bee City; to maintain that designation, a top priority should be increasing the use Objective 3.2: Maintain existing quality of native plantings, no-mow areas in parks, and green standards for facilities and amenities. infrastructure. The public strongly emphasized the need for Parks and Recreation to maintain and enhance existing facilities. Objective 3.4: Staff appropriately to meet The Department should continue to improve and current demand and maintain established upgrade existing facilities and amenities as identified quality of service. in the 2019 Master Plan. Additionally, the Department As new facilities, amenities, and services are developed should develop and maintain Deferred Maintenance and existing parks, river access, trails, and facility and Life Cycle Replacement programs to track success. upgrades are implemented, it is important to ensure p.4 fZ c... y Q.,. e* -: e 11 k . i 9" .� f t l 26 CITY OF ROANOKE—PARKS AND RECREATION 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE that staffing levels are adequate to maintain current and where appropriate, include user and staff surveys performance standards.The intensity of maintenance and feedback. practices required for upgraded facilities and amenities requires additional labor to be focused in this area.This Since the Parks and Recreation Department is governed would indicate the need for additional resources and by City code and internal standards of operations and most likely new maintenance positions within policies,the Department should continue to review the the Department. City code chapter for parks and recreation every five years and recommend updates as needed. In order to ensure high skill level and up-to-date competencies of current and future staff,update job Objective 3.6: Increase appropriate descriptions,duties,and training curriculums to include partnerships within the community. advancements in the industry and to remain cutting-edge. The Roanoke Parks and Recreation Department Ensure that staff have adequate and appropriate tools to currently partners with a number of agencies to perform their jobs.Continue to assess the advantages provide programs and activities to the community. and disadvantages of using contractual services for Continue to review partnership agreements and work part-time,seasonal,and instructional positions. Review with the School Division and other community partners the current volunteer program and look for additional to increase access to facilities, amenities, programs, opportunities to engage volunteers. Ensure proper and services. training accompanies all volunteer positions. Objective 3.5: Maintain and keep current the Department SOP and policies. The Department should regularly review and update all departmental policies, procedures, and processes.The Department should engage staff in the review process, =_ MASTER PLAN UPDATE 27 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE COD Goal 4: Enhance and diversify funding sources. Objective 4.1: Explore additional funding Objective 4.3: Partner with other service through the pursuit of grants and other means, providers, when possible, to develop programs, The Department currently takes advantage of services, and facilities to meet demand and grant opportunities available for programming and facility growing trends. improvements.The Parks and Recreation Department The Department currently partners with many should continue to pursue any and all grant opportunities organizations to provide recreational opportunities for at the federal,state, regional,and local levels. the community and visitors. As popularity of parks, trails, river access, program offerings, and activities The Department should consider new grant increase, continue to look for opportunities to expand opportunities available for programming and parks, programs, services, and amenities while working trails, river access, and facility improvements. One with Roanoke County, other municipalities, and other opportunity many communities are taking advantage service providers within the community and region. of is combining recreation facilities with emergency Continue to formalize these agreements in writing. shelter projects to be eligible for Federal Emergency Management Agency(FEMA) and state emergency Objective 4.4: Increase City budget and management funds. staffing dedicated to parks and recreation, maintenance, river access, and trails. To be successful and timely with grant opportunities, funding should be established in the CIP for"matching Maintenance, upkeep, improvements to existing parks funds" requirements for most grants. and facilities, and increased programming were all identified as priorities from the public engagement Objective 4.2: Continue current cost recovery process. Based on the Operations and Maintenance and revenue generation practices. Assessment and the Recreation Program Assessment, The Department currently has a cost recovery policy a major factor in addition to a backlog of deferred and procedure in place.The Department should review maintenance was lack of staffing. the policy and percentage levels regularly to help Additional staff are needed to meet the current demand ensure they are meeting the desired goals. and increased need as facilities are upgraded and new Many parks and recreation departments around the amenities added.Additionally,competition within the country have a mechanism to collect activity fees region is high for full-time and part-time employees. and use those fees to lower the subsidy from the The City is recently conducted a citywide salary survey General Fund and grow recreational opportunities that should be used to make Roanoke competitive in for the community. the market for skilled workers in the parks and recreation field. 28 CITY OF ROANOKE-PARKS AND RECREATION 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE $ -,& * •P 4r 7 41111 C. Implementation Guidelines/Strategies The following is a listing of suggestions for successful implementation of the Parks and Recreation Master Plan Update. These elements represent the commitment and discipline required to integrate the process into daily operations, now and in the future: • The Parks and Recreation Master Plan becomes partners and community members to provide a the road map for the Department. When quick snapshot of the plan. decisions or responses to the community are needed, the plan becomes the reference point • A staff member or team should have for decision-making and whether new issues responsibility of being the project manager or or responses to the community are of higher "champion" of the plan's implementation to help importance than what has been established as ensure success.This champion is responsible existing direction. for monitoring the plan's progress and works with other staff, City management, and other • The Parks and Recreation Master Plan should be departments to effectively integrate the plan provided as part of the new employee orientation within operations. program. • A staff member or team should be assigned • Post the Executive Summary of the plan on the accountability for each recommendation.The Department website and track results on the site. project lead will have responsibility for tracking This will assist in providing the community with progress of the plan. information about the Department's strategic • direction and its commitment to results. It may The Department should regularly report on also be helpful to print a color brochure of the master plan progress. Divide the plan into Executive Summary to distribute to interested separate fiscal years and report one year at a MASTER PLAN UPDATE 29 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE time, as an ongoing annual work plan. Each dates, and the name of the staff member action item for the year should include a list responsible for the action item's completion. of strategies that support its completion.The strategies should be developed prior to each • At the end of the year, perform an annual review year for the upcoming list of action items and of the Parks and Recreation Master Plan and developed by the staff members involved in document any changes to objectives and action completing the action item. It is the project items to reflect changes in priorities.This process leader's responsibility to report on their action can be included at an annual review meeting in items in a quarterly report. A suggestion is to which successive years'objectives and action enter each year's data on a spreadsheet or items are discussed as part of the annual budget strategic planning software that lists the goals, process. Action items will tie into both the objectives, action items, start dates, completion operating and capital budget process. Figure 24: Implementation Guidelines: Strategies for Success 0 Plan becomes the guide Establish a staff member Each member reports on post for the department. of team to serve as project his/her action item in a champions. quarterly report. Implement knowledge of plan for new employee Assign member or team orientation program. recommendations and hold accountable. Knowledge Base Conquer and Divide Reporting and Formatting 0 4 6 Post Executive Summary Divide the plan into Develop a spreadsheet or of the plan on the Agency's separate fiscal years and use strategic planning website. report 1 year at a time as software listing goals, ongoing work plan. objectives, action items, start Print a color brochure of the Executive Summary. Develop strategies for each dates, completion dates, and staff member's name. action item. 30 CITY OF ROANOKE—PARKS AND RECREATION 2.0 NEXT STEPS - GOALS, OBJECTIVES, RECOMMENDATIONS, AND ACTION TABLE • Update major stakeholders on the plan's • If there are ideas for new strategies that arise implementation and results on an annual basis. throughout the year, include them on a written "parking lot" and review them as part of the annual • Conduct staff meetings on a quarterly or just-in-time review to determine if they change or semiannual basis to review progress on replace any existing strategies or action items. implementation of the plan. • At the five-year mark of the plan, complete • Post a chart of each year's recommendations on a shortened update, including repeating the office walls in administrative areas with a check-off statistically valid survey and demographic column designating completion as part of a visual projections. Adjust existing recommendations as management program. necessary. o 9 At the end of the year, perform Conduct staff meetings on a If new ideas arise throughout annual review of the plan quarterly or semi-annual basis the year include them on and document changes to to review progress. a written "parking lot"and objectives and action items review to see of they add to or and note priority changes. replace existing initiatives. _ . Tell the Story Monitor and Revise Review and Renew 8 10 12 Update major stakeholders on Post a chart of each year's At the five-year mark of the plan's implementation on an recommendation on office plan, complete a shortened annual basis. walls in administrative areas update including a repeat of with check-off column. the statistically valid survey and demographic projections. Adjust recommendations as necessary. MASTER PLAN UPDATE 31 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS e. _ e r __ a.. v - rs 6-,_ 1 C fk: 11 k ' 7 — ../ [ r /0 .1!1 " ,.. , 4i.0 lirk 3.0 What We Want - Our Community, Trends, and Identified Needs A. Demographic Profile BerryDunn provided a demographic review of BerryDunn sourced population, age distribution, Roanoke, offering a detailed analysis of household income, race/ethnicity, and other household and economic data as part of the Master Plan Update characteristic data from ArcGIS Business Analyst process. using February 2024 U.S. Census estimates. Roanoke's boundaries were used as the geographic area for this This analysis offers insight into the potential market review. BerryDunn also compared Virginia and U.S. for community parks,trails, waterways, and recreation data,where applicable,for additional context. programs/services by highlighting where and how the community is projected to change. 32 CITY OF ROANOKE—PARKS AND RECREATION 3,0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Figure 3: Roanoke Demographics Older Adults 55-74 Senior 75+ Age Distribution 24 29,c 8.7% 2023 0-4 years 6.0% 5-9 years Youth 6.1% 22.9% 10-14 years 5.8% Adult 35-54 15-19 years 25.2% 5.0% Young Adult 20-34 19.1% Population Change 100,064 100,460 2000-2028 97,032 94941 2010 2023 2028 Racial Diversity 2.9% 2010-2028 54.2% 28.8% ,; 2.6% 56.2% 27.7°/a . 2.8% 2.8% 2.4% 2010 64.3% 28.5% 20% 30% 40% 50% 60% 70% 80% 90% 100% ■ White ■ Two or More Races Black or African American . Other Races ■ Asian `Hispanic origin(regardless of race)also increased by 3.5%between 2010 and 2023 MASTER PLAN UPDATE 33 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Population Characteristics Racial Diversity In 2023, Roanoke's population was an estimated The City has become more diverse between 2010 and 100,064 residents—a 5.3% increase from 2000 (94,941 2023, as indicated by the 8.1%decrease in the white residents). Future projections suggest minimal growth, population and the 5.1% increase in those who identify with an anticipated population of 100,460 by 2028. as two or more races.The number of residents who identify as being of Hispanic origin (regardless of race) Age Distribution also increased by 3.5%. Between 2023 and 2028,there The median age of residents is 40 years, which is will be minimal changes in racial diversity, with the similar to the median age (39)of both VA and the largest difference being a 2.1%decrease in the white United States.The age groups composing the largest population. percentages of Roanoke's population are adults (35 - 54 years) at 25.2%, older adults (55 - 74 years) at 24.2%, and youth (0 - 19 years) at 22.9%. B. Current Trends Recreational trends and preferences evolve over Park and Recreation time, and this report highlights current parks and Influencing Trends recreation trends locally and across the United States. The following pages summarize some of the key trends Local trends are analyzed using Esri ArcGIS Business that could impact Roanoke over the next 5 - 10 years. Analyst, while national trends are drawn from sources The information contained in this report can be used such as the Sports and Fitness Industry Association by staff when planning new programs, considering (SFIA),the American College of Sports Medicine additions to parks and new park amenities, and (ACSM), and NRPA.The report provides Roanoke creating the annual budget and capital improvement with a high-level overview of trends in facilities, plan. Understanding trends can also help an programming, policies and procedures,engagement, organization reach new audiences and help determine and participation. By exploring these trends, Roanoke where to direct additional data collection efforts. can gain valuable insights into communities' evolving recreational habits and preferences, helping identify In addition, Esri Business Analyst provides estimates areas for growth, opportunities, improvement,and for activity participation and consumer behavior based inclusivity. on a specific methodology and survey data to make up what Esri terms "Market Potential Index;' 34 CITY OF ROANOKE-PARKS AND RECREATION 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Local Trends Figures 4 and 5 compare participation levels for fitness and outdoor recreation activities, respectively,for Roanoke and VA. Of all activities measured,the most popular for City residents were walking for exercise, swimming, hiking, and road biking.The trends among City residents mirror that of VA, with differences in participation being minimal (less than 2%). Figure 4: Local Participation in Fitness Activities 40% 35% 32.3% 30% 25% 20% 15% 13.5% 12.9% 10% 8.1% 10.0% 10.3% 5% 111 2.6% 3.1% 0% Aerobics Jogging or Pilates Swimming Walking for Weight Yoga Zumba Running Exercise Lifting min Roanoke VA Figure 5: Local Participation in Outdoor Recreation 25% 20% 16.2% 15% 11.5% 10.2% 10% 7.0% 3.1% 3.2 4.5% ,0 7% 2.2% 4.6% 5% 2.3% ° 1.59'0 0% o � � 0 r�.� •(.4 .(.4 \ c,ra�\ �� oa � �A �e � ` a 5 r ` �Qs o c‘ 44 oo o' O� ‘o' * �a � �GaC.' r�\ �o e 5 G0`� � `` . c .�° simm Roanoke VA MASTER PLAN UPDATE 35 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS National Trends Table 2 demonstrates the change in time over the past five years (2018 - 2023) for sports that are relevant to planning from the SFIA 2024 Topline Report'This data was gathered from the U.S. population age six and over. Table 2: National Top Sports by Activity 2023 Participation (Millions) Five Year Growth (2018 - 2023) TEAM SPORTS Basketball 29.7 M +4.3% Baseball 16,6 M +1.0% Football (Flag) 7.2 M +2.0% Lacrosse 1,9 M -1.0% Soccer (Outdoor) 14 M +4.3% Softball (Fast Pitch) 2.3 M +0.9% Swimming on a Team 3.3 M +2.1% Volleyball (Court) 6,9 M +2,3% RACQUET SPORTS Tennis 23.8 M +6.3% Pickleball 13.5 M +35.7% AEROBIC EXERCISE Running/Jogging 48.3 M -0.5% Walking 114 M +0.5% OUTDOOR ACTIVITIES Bicycling (BMX) 4.4 M +5.4% Bicycling (Mountain/Non-Paved Surface) 9.2 M +1.4% Bicycling (Road/Paved Surface) 42.2 M +1.8% Camping 38.5 M +75% Camping (RV) 16.4 M +1.0% Hiking (Day) 61.4 M +5.3% 1 SFIA.February 27,2024."SFIA's Topline Participation Report Shows Strong Positive Trends Across All Sports And Fitness Categories:'Sports&Fitness Industry Association.SFIA's Topline Participation Report Shows Strong Positive Trends Across All Sports And Fitness Categories. 36 CITY OF ROANOKE-PARKS AND RECREATION 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Age-Related and Generational Trends Table 3: Generation Age Ranges Generation Age Range Generation Alpha Born 2010 - Present Generation Z Born 1997- 2010 Millennials Born 1981 - 1996 Generation X Born 1965 -1980 Baby Boomers Born 1946 - 1964 Silent Generation Born 1928 -1945 Activity participation varies based on age, but it also varies based on generational preferences. The SFIA issues a yearly report on generational activity. In the 2024 SFIA report, inactivity declined in every age group in the last year; across each generation,the most participation was seen in fitness and outdoor activities. Figure 6 reflects SFIA participation data by generation. Figure 6: Activity Participation by Generation (2024) 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% II IIEE , � ' .._. • Fitness Individual Outdoor Racquet Team Sports Water Sports Winter Sports Sports Sports Sports Sports •Baby Boomers ■Generation X •Millennials •Generation Z MASTER PLAN UPDATE 37 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS C. Community and Stakeholder Input Introduction Desired Community Engagement Community engagement is a key element in local Outcomes government planning and development,creating • Achieve participation that represents a two-way process between the residents of the Roanoke's diverse residents and their community and the local agency. Effective community varying recreational interests. engagement offers a platform for people to voice their • Gather input for the final plan that provides opinions and inform the agency of decisions that clear guidance and priorities from Roanoke impact their quality of life. staff and residents. Collaborative community engagement processes have Community Engagement Summary the capacity to create a shared vision of the agency's A collaborative team of City staff and consultants plan, and when successful, help to create an outcome conducted the information gathering process,which that reflects the community's values and likely consisted of a series of four community focus groups, increases their support. two public engagement workshops,and leadership The City worked closely with the BerryDunn team to interviews from September 25 to 27, 2025. In total, 164 hold community focus groups,two public workshops, individuals participated in the process. and leadership meetings. City staff did an exceptional job reaching the Community Engagement Goals community, engaging multiple populations and regions. • Design an engagement process that captures They used a mixed method approach from social the public's perceptions and interests regarding media,email,website posts, and phone calls.This the current and future needs for Roanoke's parks, approach yielded great turnout. facilities, and programs. The focus groups were open conversations with • Engage stakeholders who represent multiple community members, key stakeholders, partners, demographics and interests. and special interest user groups to understand key strengths, challenges, and areas for opportunity in Roanoke. During the public engagement workshop, attendees received a high-level overview of the Master Plan Update project and were given an interactive opportunity to prioritize activities,facilities, and programs they are most interested in. Figure 7: Community Engagement Summary Staff Focus Leadership Public SWOT Groups Interviews Workshops 51 54 12 47 38 CITY OF ROANOKE—PARKS AND RECREATION 3 0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Focus Group Feedback This section summarizes comments from the focus group discussions. Figure 8: Additional Programs/Activities to Pursue Adaptive and Intro to Sports Intro to Therapeutic Tennis Programs (All Adventure Programs Lessons Sports Camp) Sports Urban Camping Outdoor Arts and Programs and Recreation Active Adult Cultural Field Trips Programs Programs Programming Outdoor Open Preschool Recreation Recreation Programs Figure 9: Additional Facilities Natural Trails More Athletic Splash Pads with Nature- Community Fields Based Education Garden (Rectangular Fields) Add Convenience Update or Bike Racks Amenities to Replace Current Shade Structures Current Parks Pool That Needs In Parks and In Event Venues and Fields Servicing Trailheads Climbing Beginner- Camping Facilities Camping Friendly Trails Facilities (Outdoor Facilities Bouldering) MASTER PLAN UPDATE 39 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Figure 10: Top Priorities Provide Additional Resources Creative and Planning to Keep Dedicated to Parks Inclusive Programs Roanoke in the And Recreation, With Convenience Forefront of Maintenance, and Amenities Innovation Trails Be Creative in Using Natural Elements to Geographical Assist in Providing Equity of Resources More Restrooms to Include Parks, Sources of Fun Amenities, and Trails Spaces Balance of Sustaining What Plan for Growth Is Working and Increase Arts in the Developing Support Parks of What Needs to be Enhanced 40 CITY OF ROANOKE—PARKS AND RECREATION 3,0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Community Workshop Feedback This section summarizes feedback from the two community workshops. Figure 11: Prioritize Recreation Center Space Large neighborhood recreation center anywhere in the City, with more amenities to include gym space, fitness areas, and 19 program space. Renovated small neighborhood center, with a community space for out of school programs 10 and small gatherings in North Roanoke Renovated small neighborhood center with space for out of school programs and 2 gatherings in Southwest Roanoke Figure 12: Prioritize City Investment for Youth Spaces Spreading investments more broadly by replacing several parks and older playgrounds 23 with new ADA compliant equipment. Focusing investment in a single new specialty nature play style playground 4 Focusing investment on a single 2 new splash pad MASTER PLAN UPDATE 41 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS D. Random Invitation Community Needs Assessment Survey Executive Summary Overview ETC Institute administered a Parks and Recreation Needs Assessment Survey for the City of Roanoke,VA during the fall of 2024. The purpose of the survey was to help determine parks and recreation priorities for the community. Methodology ETC Institute mailed a survey packet to a random sample of households throughout Roanoke. Each survey packet contained a cover letter, a copy of the survey, and a postage-paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online. The survey aimed to collect a minimum of 400 completed responses from residents, and this target was surpassed with 413 completed surveys collected. The overall results for the sample of 413 residents have a precision of at least +/-4.81%at the 95% level of confidence. Additionally, ETC Institute administered the 2019 Parks and Recreation Needs Assessment Survey; this allowed for a comparison of the data across the two surveys (2019 and 2024).The following graphics show the changes between the two surveys. Parks and Facilities Use Facility Use: Eighty-nine percent(89%) of respondents indicated that they have visited a department facility in the past year.They selected all the facilities they have used/visited in the past year.The most used/visited facilities were: paved trails/greenways (76%), regional parks (66%), and Elmwood amphitheater(62%). Based on the sum of top-three choices,the facilities that respondents visited the most were: paved trails/greenways (50%), neighborhood park(30%), and natural surface trails/greenways (27%). Respondents also rated the level of maintenance of the parks/facilities they visited: 20% rated excellent, 48% rated good, 24% rated fair, and 8% rated poor. Program Use: Twenty-eight percent(28%) of respondents indicated that they have participated in programs in the past year.They selected the number of programs they participated in: 31% participated in 1 program, 50% participated in 2 - 3 programs, 16% participated in 4 - 6 programs, 3% participated in 7 - 10 programs,and 1% participated in 11+ programs. Respondents selected the primary reasons why they participated in these programs. The common reasons were location of program facility(44%),friends participate (43%), and quality of program content(30%). Lastly, respondents rated the overall quality of the programs they participated in, as 28% rated excellent, 55% rated good, 11% rated fair, and 5% rated poor. 42 CITY OF ROANOKE—PARKS AND RECREATION 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Figure 13: ETC Survey Question 2 Q2. Have you/your household visited any of the City of Roanoke's Parks and Recreation facilities during the past year? by percentage of respondents 2024 2019 No 11% No 18% ki Yes Yes 89% 82% Benefits, Importance, and Improvements to Parks and Recreation Importance: Respondents rated how important it is that Roanoke Parks and Recreation develops,designs, and maintains management standards that will help the City evaluate amenity/facility life cycles and better understand the true costs for routine maintenance and upkeep. Of total respondents, 65% rated this as very important, 15% rated somewhat important, 18% rated important, 1% rated not important, and 0% rated not at all important. Support for Actions to Improve Parks and Recreation System: Respondents rated how supportive they would be of each of the actions (listed in the survey)that the City could take to improve the Parks and Recreation system. The actions that respondents supported the most were to upgrade existing neighborhood and community parks (78%), develop new and connect existing trail system (71%), and upgrade existing trails (71%). Based on the sum of top-four choices,the actions that respondents would be most willing to fund with their tax dollars were to upgrade existing neighborhood and community parks (35%), upgrade existing trails (29%), and develop additional trails and connectivity of trails throughout the community(29%). Support for Developing Facilities/Amenities: Respondents rated how supportive they would be of the City developing each of the facilities/amenities (listed in the survey)to improve the Parks and Recreation system.The facilities/amenities that respondents supported the most were paved multi-use trails (77%), additional restrooms at existing parks (74%), and all-inclusive playgrounds for children (ADA compliant) (69%). Based on the sum of top-four choices,the facilities/amenities that respondents would be most willing to fund with their tax dollars were additional restrooms at existing parks (36%), paved multi-use trails (36%), and all-inclusive playgrounds for children (35%). MASTER PLAN UPDATE 43 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Figure 14: ETC Survey Question 15 Q15. Please indicate how supportive you would be of each of the following major actions that the city could take to improve the Parks and Recreation system. by percentage of respondents Upgrade existing neighborhood&community parks 53% 25% 17% 5% Develop new&connect existing trail system 50% 21% 21% 8% Upgrade existing trails 52% 19% 23% 6% Acquire open space for passive activities 43% 25% 23% 9% Develop trails&connect trails throughout the community 53% 16% 25% 7% Repurpose inactive parks/amenities to create new facilities 41% 25% 28% 7% Improved ADA accessibility at current facilities 40% 24% 30% 7% Developing the river as a recreational opportunity 40% 23% 30% 8% Upgrade existing youth/adult athletic fields 31% 26% 32% 11% Upgrade existing outdoor pools 32% 23% 33% 12% Upgrade fishing&kayak/canoe access 31% 23% 35% 10% Acquire open space for active activities 24% 29% 32% 14% Redevelop/develop recreation centers 25% 28% 36% 11% Explore new camping opportunities 26% 21% 37% 16% Improve Rivers Edge Sports Complex-North 23% 25% 40% 13% Develop a large sports complex 24% 17% 40% 19% Upgrade/redevelop existing outdoor tennis courts 16% 23% 41% 20% Consolidate parklands&remove certain parks 14% 16% 48% 22% 0% 20% 40% 60% 80% 100% ■Very Supportive ■Somewhat Supportive ■ Not Sure Not Supportive 44 CITY OF ROANOKE—PARKS AND RECREATION 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Figure 15: ETC Survey Question 20 Q20. Please indicate how supportive you would be of the City developing each of the following facilities/amenities to improve the Parks and Recreation system. by percentage of respondents Paved multi-use trails 55% 22% 19% Additional restrooms at existing parks 47% 28% 23% 3% All-inclusive playgrounds for children 49% 20% 25% 6% Natural surface trails 45% 23% 26% 6% In-river paddling park 34% 22% 32% 12% Indoor recreation space 27% 27% 34% 11% Outdoor pools 26% 27% 34% 13% Sports fields 25% 26% 36% 13% Skatepark 23% 25% 35% 17% Indoor pools 25% 23% 38% 15% Additional camping space 23% 23% 39% 16% BMX/bike park 17% 27% 39% 17% 0% 20% 40% 60% 80% 100% ■Very Supportive ■Somewhat Supportive ■ Not Sure Not Supportive Priorities for Facility Investments Priorities for Facility Investments:The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments.The PIR equally weighs the importance that residents place on facilities and how many residents have unmet needs for the facilities. Based on the PIR,the following facilities were rated as high priorities for investment: • Paved greenway trails (PIR=154) • Large community parks (PIR=139) • Natural areas/wildlife habitats (PIR=134) • Indoor swimming pools (PIR=126) MASTER PLAN UPDATE 45 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS The chart below shows the PIR for each of the 29 facilities assessed in the survey. Figure 16: ETC Top Priorities for Investment for Facilities/Amenities Based on PIR Top Priorities for Investment for Facilities/Amenities Based on Priority Investment Rating Paved greenway trails Large community parks 139 High Priority Natural areas/wildlife habitats 125+ Indoor swimming pools 126 Small neighborhood parks 124 Mountain bike&hiking trails 123 Walking trails 120 Recreation centers 118 Outdoor pools/water parks Large regional parks 106 Camping facilities 105 Medium Priority Indoor walking&running tracks 105 75-124 Kayak/canoe areas 103 Outdoor spray parks 99 Playgrounds 99 Outdoor adventure park 94 Youth baseball&softball fields 88 Skateboard park 84 Outdoor amphitheater 81 Fishing areas 75 Dog parks 73 Soccer/football/Lacrosse fields 64 g a, Outdoor tennis courts 64 Low Priority Indoor volleyball&basketball courts 60 74 or Less Outdoor sand volleyball courts 53 Outdoor basketball courts 52 Adult softball fields XI. 31 t 50 100 150 200 Priorities for Program Investments Based on the PIR,the following programs were rated as high priorities for investment: • Adult fitness and wellness programs (PIR=200) • Canoeing, kayaking, paddle sports (PIR=176) • Nature programs (PIR=193) • Outdoor adventure programs (PIR=165) • Adult art, dance, performing arts (PIR=181) • Youth sports programs(PIR=151) • Special events (PIR=178) 46 CITY OF ROANOKE—PARKS AND RECREATION 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS The chart below shows the PIR for each of the 23 programs assessed in the survey. Figure 17: ETC Top Priorities for Investment for Programs/Activities Based on PIR Top Priorities for Investment for Programs/Amenities Based on Priority Investment Rating Adult fitness& wellness programs 200 Nature programs 193 Adult art,dance, performing arts 181 Special events 178 Canoeing, kayaking, paddle sports 176 Outdoor adventure programs 165 High Priority Youth sports programs 151 125+ Adult day trips 123 Adult sports programs 106 Youth summer camp programs 95 Water fitness programs 95 After school programs 95 Medium Priority 75-124 Adaptive programs for disabled 89 Youth fitness& wellness programs 87 Teen &young adult programs 86 Youth learn-to-swim programs 79 Youth art,dance,performing arts 73 Pre-school programs 69 Martial arts programs 59 Low Priority 74 or Less Before school programs 59 Tennis lessons 45 S 0 50 100 150 200 MASTER PLAN UPDATE 47 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS E. Online Community Engagement: Social Pinpoint Summary Introduction Social Pinpoint is a powerful tool that helps agencies gather feedback and insights from community stakeholders. Online Engagement Utilizing the engagement features on Social Pinpoint allows by the Numbers agencies to easily collect and analyze feedback from a 1,459 Site Visits range of community stakeholders including residents, customers, businesses, and employees. 1,074 Visitors This analysis will provide the City with insights that can 456 Total Contributions inform decision-making and help the City better understand and meet the community's needs and expectations. These 204 Total Contributors insights can lead to recommendations that drive change and improve outcomes for all stakeholders. Roanoke's 140 Survey Responses Social Pinpoint site included a survey, interactive mapping tool, and a budget prioritization tool. 210 Interactive Mapping Tool Comments The Social Pinpoint site for the City of Roanoke's Master 105 Budget Prioritization Tool Responses Plan Update was active from July 26, 2024, to November 21, 2024, and the site received over 1,400 visits. During this time, the site generated 456 contributions from 204 community members, including 140 survey responses, 210 interactive mapping tool comments, and 105 budget prioritization tool responses. Figure 18: The City of Roanoke Social Pinpoint Landing Page Welcome! CAPRA _ PLAY a ROANOKE w NEss rr.uv r,•auNn. s`� . .. frrMMM MimeOwslwns 1��01 ...-u+... t~ +ns rrMrrs/+M�.r+d rtF�wN++ti a.w+w,....•. r.;!«v a...,....w.d w+r.F•.h t —.4 ?MtM 0IrF.rarr 1rie err*whale. l.ae no use SdSddr «.-.... View OR Cuseeeil Maw Pbw_.........._..... SHARE YOUR FEEDBACK! ...a .» . i r,llow us on social media! Hai..r.,. I .. .. _. _. ... Co) (111) Ill 48 CITY OF ROANOKE—PARKS AND RECREATION 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Survey Respondents were asked to indicate how their engagement with City recreational facilities has evolved.A small percentage of respondents (4.5%) report visiting City recreation centers like the Discovery Center, Mountain View,or Eureka less frequently. In contrast, 14%of respondents are using natural surface trails more frequently,and 14.8%are visiting larger regional parks such as River's Edge, Mill Mountain, and Carvins Cove more often, indicating a growing preference for outdoor and regional recreational spaces. When it comes to recreation programming, about 10.2% of respondents have visited a City park they had never been to before due to a recreational program, while another 10.2% participate in more organized sports league programs. Additionally, 10.7% have tried a new sport, hobby, or activity inspired by a City recreational program, reflecting increased exploration and involvement in recreational opportunities. Next, respondents were asked to select the top three park amenity priorities they would like to see more of in City parks.The most desired amenities included bathrooms (17.2%), natural surface trails (16%),trees (11.5%), and shade structures (11.5%). Figure 19: Question 3 -Which park amenities are your top three priorities that you would like to see more of in City parks? (choose up to three) Bathrooms 17.2% Natural surface trails 16.0% Trees imimm 11.5% Shade structures 11.5% Other(please specify) Nimmimim 10.4% Playgrounds mmommlimmm= 8.0% Hard surface courts (basketball, tennis, pickleball, etc.) ummommommommi 7.7% Public art 6.2% Indoor recreation facilities momminimmin 5.6% Multi-purpose fields (soccer, football, etc.) 2.7% Large event spaces NE 2.10/0 Baseball fields 0.9% Kiosks ■ 0.3% MASTER PLAN UPDATE 49 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS The majority of respondents, 49%, indicated they would use a large neighborhood recreational center anywhere in the City, with more amenities like gym space, fitness areas, and community room programming space, but that might require respondents to travel outside their neighborhoods to access it. Figure 20: Question 9 - Which type of recreational center space do you think the City should prioritize funding for next, based on what you currently use or would use the most? A large neighborhood recreational center anywhere in the City, with more amenities like gym space, fitness areas, and community room programming space, but 49.0% which might require me to travel outside my neighborhood to access it A renovated small neighborhood center, with a community space for out of school time programs and 21.2%'.,% small gatherings in *Southwest* Roanoke A renovated small neighborhood center, with a community space for out of school time programs and 19.2% small gatherings in *Southeast* Roanoke A renovated small neighborhood center, with a community space for out of school time programs and 10 6% small gatherings in *Northeast* Roanoke r r rli, J� '- tt ' _ J -, 1 __ 1, _i ' 2 , . ..... ....- , * . t i � `��qq � A r i � F yUj • i. 0 4MA fii . N I lilt .• , I :P � sg isti ' . . , i • _ Ae*i . V. 50 CITY OF ROANOKE—PARKS AND RECREATION 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS The majority of respondents, 52.2%, prioritized spreading investments more broadly by replacing several parks'older playground equipment with new, ADA-compliant equipment for children's play spaces. Figure 21: Question 10 - Which of these is your highest priority for the City's investments in play spaces for children? Spreading investments more broadly by replacing several parks' older playground equipment with new, 52.2% ADA-compliant equipment Focusing investment in a single new splash pad 28.3% Focusing investment in a single new, specialty nature 15.9% play style playground Focusing investment in a single new, inclusive playground (universal accessibility design above and 111 3.5% beyond minimum ADA standards) , . 1 , ,, NJ' III�II� '� 7 !' IlI i,11 il) off' '. a a g '� Yt' : xi '---',:;.`:_,,,..:- - --: _„ t_ I11! IU , l .4tVivf 1.4* ,- i -: _4- .. _....i:. . I - viroos.:„,,,,,:.,7, , i. a.10 l' '/t. ale • t 1 > MASTER PLAN UPDATE 51 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Budget Responses The budget feature gathered insights on how stakeholders would prioritize funding for key facilities, amenities, and programs. Participants were given a virtual budget of$100 to allocate across various items. A total of 105 responses were received, resulting in a combined budget allocation of$10,406. Among the priorities, natural surface trails and amenity improvements received the highest allocation at$2,123,followed by splash pads at$1,836 and greenways and paved walking paths at$1,400 (Figure 22). Categories such as arts and culture, athletics, special programs and events, park and facility improvements, playgrounds, aquatics, and afterschool programs received no funding and are therefore not included in Figure 22. Figure 22: Budget Responses Summary Natural Surface Trails and Amenity Improvements $2,123 Splash Pads $1,836 Greenways and Paved Walking Paths $1,400 Playgrounds $1,131 Roanoke River Access and Blueway Amenity Improvements $920 Outdoor Sports Courts and Fields $766 Pools $753 Existing Recreation Center Renovations $575 Large Outdoor Special Event/Performance Spaces $491 Indoor Gym and Fitness Space $411 $- $500 $1,000 $1,500 $2,000 $2,500 52 CITY OF ROANOKE—PARKS AND RECREATION 3.0 WHAT WE WANT — OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Mapping Tool The interactive mapping tool allowed community members to share their feedback and suggestions regarding parks and recreation around the City. Respondents were able to pin their comments to their desired locations within City boundaries and view other submissions on the platform anonymously.A total of 210 comments were received, and the distribution of comments can be seen in Figure 23.The the most frequent themes were connectivity,dog parks, greenway safety, sports facilities, maintenance and accessibility, natural areas, and park improvements. Figure 23: Map Comments Overview Read i11ow Green , Mountain Preserve 1 Rock Roanoke Blacksb q • Req anal A,rpor • t�Falrheld Inn&SuAeT by •' MMnott Roanoke Sa:em pa O• • _ AIREEE COURT . VARDEEr �e " „,,, (3 Day Gene WEST VI[W SQUARE 3 IN1.11 Milk fiOH C ® CI 11.: 11 A 1-• TERRACE N *Es nEw ValsryVrrwMO0 • SWARTNMORE �' PEACE Al f H.. .. freiggt 0 0 Roanoke Country Club k. AV[NDAI[ :„ ARR� GtON 4 wAstomorO OURT PARK • MELROSE Ru4RT I: Q ' • c-,,...„, ,-, , , I ^hT PARK VIM Van en VA kted-tal rt• "r;.rt m MttSPUITI o1:'<r 9 R 0 © V;vrria Museum® " e r of T'3n ter:.,. ,on IF . . ` Scratch pl$CUIt G ya O rot T • . IGtT© Brac><Doc Salvage A a , T ae '*"..""`RAEEl41+C40RT Ol0 5 EST • GREATER ., . wtNOSOR loll. '.6 AFT/fA�` T c n1.1"-;T I i r Japan a f•'�/ WOODCLIFF :trab^o WI WOOD WINOS CR WESTit l.< Mill MOURO A, „aye''` ce 11 S ESTATES f9Ib ®allyhaCk Gdt Club E rcn� E ONE 0 f.....N..... Trnyfewood M I e r G r [N CIT Cave Cn�ck tit A P en e Snlrk y Bed �T aid&eatast ar• } AI00MA PARK Eta:rn<.t cnu• h g ,•RIINdTON Hit tS T MASTER PLAN UPDATE 53 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS ConclusionBenchmarking does not aim to make direct comparisons, as each jurisdiction has its own unique The findings from the survey illustrate a community identity, ways of conducting business, and distinct that values diverse and inclusive recreational community needs.The political, social, economic, and opportunities while emphasizing the importance of physical characteristics of each community make the maintenance, accessibility, and natural preservation. policies and practices of each parks and recreation Key takeaways include a growing preference for agency unique. outdoor and regional recreational spaces, with notable increases in the use of natural surface trails and For this study, BerryDunn used 2023 NRPA Park regional parks. Community members expressed strong Metrics data to compare the City of Roanoke's quartile support for enhancements to park amenities, including data (lower, median, upper quartiles)to that of eight bathrooms, shade structures, and ADA-compliant comparable agencies in Virginia. Those agencies equipment,which reflects a commitment to making include: spaces more welcoming and functional for all. • Alexandria Department of Recreation, Parks, and Investment in connectivity, particularly in greenway Cultural Activities systems, is a recurring theme, highlighting the need • City of Chesapeake Parks and Recreation for safer bike lanes, improved pedestrian pathways, • Lynchburg Parks and Recreation and expanded trails that link neighborhoods and • Newport News Parks and Recreation parks. Safety concerns, especially around greenways and parks, underscore the need for lighting, security • Norfolk Department of Recreation, Parks & Open measures, and revitalization efforts to foster a sense of Space comfort and usability. • Suffolk Parks and Recreation The community also expressed enthusiasm for new • Virginia Beach Department of Parks and amenities, such as dog parks, splash pads,fitness Recreation parks, and disc golf courses, alongside increased • Winchester Parks and Recreation Department opportunities for sports, hobbies,and organized activities. Maintenance and upkeep of existing facilities, The following study looks at several metrics: such as tennis courts and playgrounds,emerged as • Population and jurisdiction size critical priorities, with a focus on equitable distribution • Acres of parks per 1,000 residents and ensuring long-term sustainability. • Full-time equivalent (FTE) employees per 10,000 population F. Benchmarking • Operating expenditures Benchmarking is an effective tool that enables • Percentage of agency's total operating comparison with other agencies,allowing the City expenditures of Roanoke to understand areas of opportunity • or saturation. Benchmarking fosters a deeper Operating expenditures per FTE understanding of other service providers in the area, • Programming offered by parks and recreation clarifying how other agencies manage their budget, agencies generate revenue,offer programs, and run their facilities. 54 CITY OF ROANOKE-PARKS AND RECREATION 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS It is important to contextualize all data in a benchmarking study. Although benchmarking can be a great comparative tool, it does not necessarily lend itself to being a decision-making tool. Tables throughout this report highlight Roanoke in blue. Charts in this report, however, intend to provide a visual benchmarked comparison of where Roanoke ranks compared to the lower, median, and upper quartiles of the benchmarked agencies. Employees in the Workforce The following section analyzes the City's total number of FTEs. Roanoke had an estimated 169 FTEs, which lies between the lower and median quartiles. Roanoke has 8 FTEs per 10,000 population, which is slightly lower the median. Table 4: Total Number of FTEs and FTEs per 10,000 Population Lower Roanoke Median Upper Total Number of FTEs 75.2 169.0 173 238.4 FTEs per 10,000 Population 6.8 8.0 9.6 11.8 Operating Expenditures and Capital Budget Overview The following section reviews operating expenditures and capital budgets. Data from the study indicates that operating expenditures were typically between $6 million and $27 million; capital budgets ranged from $3 million to $15 million. For both the expenditures and budget, Roanoke fell below the lower quartiles. Table 5: Agency Operating Expenditures and Capital Budgets(2023) ■ Roanoke Lower Median Upper Operating Expenditures $6,404,772 $6,480,000 $17,037,606 $27,029,930 Capital Budget $3,400,000 $4,619,750 $6,662,500 $15,768,995 Expenditures and Revenue per Capita This section compares the agency's overall operating expenditures and the total revenue to total operating expenditures as a percentage. Table 6 illustrates the ratio of total revenue to total operating expenditures. This ratio can provide a basis for understanding the overall cost recovery for the agency; it does not, however, provide for a detailed comparative analysis. Roanoke is above the upper quartile at 34.8% (15.2%above the median). In this case,the higher the ratio, the better the agency is at minimizing expenses relative to revenue. MASTER PLAN UPDATE 55 3.0 WHAT WE WANT - OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS Table 6: Average Expenditures and Revenue per Capita (2023) Roanoke Lower Median Upper Operating Expenditures per Capita $63 $69 $107 $156 Total Revenue to Total Operating Expenditures 34.8% 10.0% 19.6% 23.0% Conclusion This benchmarking analysis provides insights into the position of Roanoke's Parks and Recreation relative to peer agencies and highlights potential areas for improvement or expansion. Key Takeaways 1. Staffing: Roanoke's Parks and Recreation has slightly fewer FTEs than the median peer agency, with 8.0 staff per 10,000 residents compared to the median of 9.6 staff per 10,000 residents. 2. Capital Budget: Roanoke's Parks and Recreation has a lower capital budget and operating expenditures. 3. Operating Expenditures: The City's operating expenditures and capital budget are lower than the lowest quartile. Roanoke's total revenue to total operating expenditures is higher than the upper quartile, meaning the City is doing an excellent job at minimizing expenses relative to revenue compared to the benchmarked agencies. 4. Opportunity for Additional Programs: Roanoke offers a diverse range of programs and services, as do other benchmarked agencies, although opportunities for expansion exist. Programs and services that the majority (over 50%) of other agencies offer that Roanoke does not yet offer include racquet sports, martial arts, aquatics, performing arts,visual arts, natural and cultural history activities, and programs for people with disabilities. As noted, although benchmarking is a valuable comparative tool, it should not be the sole basis for decision-making. Local needs,demands, and resources must also be considered in the master planning process. 56 CITY OF ROANOKE—PARKS AND RECREATION 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS 4.0 Operations, Maintenance, and Program Assessments A. Operations and Maintenance Introduction Roanoke Park Maintenance In the summer of 2024, BerryDunn conducted an BerryDunn analyzed the City's park maintenance analysis of the Roanoke park system maintenance based on discovery sessions with staff, observations of operations.The Roanoke park system is primarily park maintenance staff, and detailed site inspections. maintained by the City. The assessment included: This analysis focused on the maintenance of the parks • SWOT staff discovery session and associated amenities that City park maintenance staff provide. BerryDunn developed the maintenance • On site tours and inspections inventory and tasks required,frequency, and unit • Individual staff interviews/discovery sessions personnel hours with assistance from City staff.The • Documentation review (of information applicable analysis was specific to the entire parks system to operations) maintained by six specific groups: • The purpose of this analysis is to provide an outside Trails and Greenways Operations (two crews) perspective review to help improve the success of park • Parks Cleaning Operations maintenance operations.The maintenance assessment • Landscape Management Operations serves to understand current practices, identify • Urban Forestry Operations strengths and weaknesses, and explore opportunities for potential efficiencies, including an analysis of • Parks Management Operations current policies, procedures, processes, and business • Athletic Fields Maintenance planning efforts. This assessment is considered a detailed review of the Roanoke park system. The project team developed detailed maintenance task lists for each group, specific to their daily, weekly, Additionally, BerryDunn completed on-site operation monthly, and annual routines; these detailed task inspections at a particular point in time during the lists are part of the Park Maintenance Assessment 2024 summer season.This means variables that impact Final Report that was provided as a staff document. operations, such as weather, type of programming Coordinators'tasks for each area were not included or service taking place, on-site staff experience, in the tables because the majority of their work is maintenance functions, and other factors may have supervisory and administrative. influenced the findings in this report. However, BerryDunn also reviewed historic data and future Based on the analysis and data, the Department is planning considerations as part of this effort. currently understaffed in several areas. Most notably Parks Cleaning Operations that currently have five staff and the workload would recommend 16 staff, a shortage of 11 FTEs.Trails and Greenways Operations follows with four staff and a recommended seven staff MASTER PLAN UPDATE 57 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS to achieve the workload.The last two areas are Urban Forestry Operations (9 staff) and Landscape Management Operations (14 staff), which are understaffed by 3 and 2 staff, respectively. Table 7: Roanoke Parks Maintenance Staffing Recommendations Recommended Staffing Levels Current Staffing Recommended Staffing Section Level (FTEs) Levels (FTEs) Trails and Greenways Operations 4 715 Parks Cleaning Operations 5 16.06 Landscape Management Operations 14 16.07 Urban Forestry Operations 9 11.99 Parks Management Operations 4 4.71 Athletic Fields Maintenance 6 6.17 58 CITY OF ROANOKE—PARKS AND RECREATION 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS Key Findings • Consider investing in additional equipment: Based on the maintenance analysis,the parks - New trimmers maintenance that City staff perform systemwide - Backpack blowers generally meets or exceeds the needs of services provided. BerryDunn identified the following key - Mowers findings during discovery sessions and site visits. - Inventory of routine parts Opportunities for improvement: • Allow more staff involvement in special event • Staffing: pre-planning. - Collect and document the institutional B. Recreation Program Analysis knowledge and experience of the City's long- tenured employees,to prepare for staff turnover. Introduction - Improve compensation or incentive to advance. The Recreation Program Assessment was completed through an extensive staff and community engagement - Work to improve staff morale. process facilitated by BerryDunn and Department - Provide additional cross-training opportunities. staff. The process offered multiple opportunities for community engagement and aimed to learn - Create additional opportunities for training to from residents and stakeholders about how they allow advancement. Provide compensation for recreate within the City today and how they hope certifications. to in the future. Residents have many opportunities - Improve communication up and down the to participate in recreational activities—from taking organization. quiet walks along park trails to participating in fishing, - Improve staff recruitment and retention fitness,special events,and competitive sports. practices. The assessment reviewed Department programs and - Allow more time for training and cross training service offerings through a series of analyses with of staff. a global perspective. It was essential to hear from a wide variety of residents, program providers, and - Add additional staff for tree care and staff to help ensure their experiences and insights maintenance. were captured.The goal of the Recreation Program - Develop a succession plan for full and part Assessment is to guide the delivery of programs and time employees. services that contribute to the local community with the opportunity to enhance regional programming. • Improve/upgrade irrigation systems. The reports and data used to conduct this assessment • Address aging infrastructure. included participation data, focus group and • Increase Capital Improvement Plan (CIP) budgets stakeholder interviews, an open online survey, and to upgrade and repair parks, amenities,and a statistically valid survey compiled by ETC Institute. facilities. Consider contracting to rehabilitate Internal meetings were held with Department staff and parts of parks that staff cannot dedicate enough key leadership to provide insight into existing programs time to for proper renovation,then return for the analysis and service recommendations. maintenance to park staff. MASTER PLAN UPDATE 59 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS Essential Takeaways • Empowering staff to continue implementing Equity Action Plans as referenced in the City The City ranks eighth in population density in Virginia, Council 2024 - 2025 Strategic Plan and its natural diversity provides residents and visitors with well-rounded recreation experiences. • Considering the restructure of existing The City realizes the need to revisit recreation and programming to drive energy toward parks programming areas to stay relevant with today's programming places and spaces; repurposing changing society. and re-envisioning underutilized spaces to maximize the potential of new programs Observed challenges include: These opportunities provide a strong foundation in • Managing operations and maintenance of parks determining current or future programming services • Helping ensure sustainable funding and pricing and management.The evaluation is aligned with the practices for services City's strategic plan and can serve as a guide for the Department over the next five years. • Addressing outdated and underutilized facilities Program Assessment and Strategy • Addressing health disparity outcomes through Recreation programs are core services of parks and programming opportunities recreation agencies. Program type varies across several • Providing more security in community facilities factors, including facility space,staff/instructor availability and at parks/recreation facilities and expertise,alternative service providers in the area, Maintaining a cutting edge philosophy for benefit to the community,and program demand. • recreation trends and innovation Department-identified core program areas are captured However, challenges also present opportunities in Table 8 and categorized by age group or market that often serve as the guiding light for new growth. segments within the Department. Each program area's Potential opportunities are: focus is categorized as either primary(noted with "P") in yellow or secondary(signifying a service gap or a • Developing a program vision on how to best service already offered by a nearby town or municipality) serve residents and visitors in gray.These areas may also be considered for new Sustainably delivering programs and activities— programming opportunities for staff. • alongside staff and partners—and evaluating current fee-based program services by way of reviewing privatization opportunities and challenges 60 CITY OF ROANOKE-PARKS AND RECREATION 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS Table 8: City Core Program Area Focus Preschool Youth Teens Adults Ages Seniors All Age Core Program Area <5 Ages 6-12 Ages 13-17 18+ Ages 55+ Programs Adult Athletics P P Arts and Culture P Environmental Education P P Events P Fitness and Wellness P Outdoor Recreation P Trips and Tours P Youth Athletics P P Youth Development P As evidenced in the core program analysis, a service gap exists for youth (ages 6 - 12),teens(ages 13 - 17), and adults (ages 18 - 54).The following opportunities to expand, enhance, or modify programming should be considered: • Expand Early Childhood Programs: Introduce dedicated programs for children under five to engage in activities suited to their developmental stage with parental involvement. • Balance Offerings for Teens: Work to ensure sufficient program opportunities for teens while maintaining a strong focus on outdoor social and challenge programs or events, including eGaming. • Promote Inclusive Events: Increase the variety and accessibility of events for all age groups, working to ensure broad participation and engagement across different interests. • Evaluate Program Effectiveness: Regularly assess program impact and participation to help ensure they meet the needs of the community and adjust as necessary. MASTER PLAN UPDATE 61 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS Program Action Table A programming action table is a strategic tool that helps organize and prioritize the planning, development, and execution of recommendations over a certain amount of time. By breaking down the actions into immediate, near- term (two years), mid-term (two to eight years), and long-term (eight or more years)the table provides a clear road map for creating impactful programs that foster engagement, economic growth, and a strong sense of place for the Department. Ensuring that both short-term needs and long-term visions are addressed positions the City for the opportunity to build momentum, sustain progress, and adapt to changing circumstances while achieving its broader objectives.Through a well-structured action plan, communities can effectively mobilize resources, measure success, and create positive and lasting outcomes for residents and visitors alike. The action table for programming can be found on the next few pages. Table 9: Program Action Table i co CO } } } + Program Action Table v N E 17 i I; E CU -v o Z 1.0 Connect Locally and Regionally r 1.A Goal Partner with other local or regional organizations to increase programming offerings for residents. A A1.1 Roanoke County and other towns and municipalities V A1.2 Library V A1.3 Healthcare V A1.4 School system V A1.5 State of Virginia V A1.6 YMCA V A1.7 Local art and cultural organizations V A1.8 Roanoke Outside V 62 CITY OF ROANOKE—PARKS AND RECREATION 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS i cn coT. 'cu - cti >- >- cu co } + Program Action Table N co a) E E co ` at IT ~ a� :g ci Z 1.B Goal Offer non-traditional sporting events and activities that diversify sports tourism. B B1.1 Include non-traditional sporting events on trails, greenways, and blueways, such as the river for regional participation. B1.2 Add kayaking/canoeing instruction and excursions along the river or nearby lakes for residents and visitors. V B1.3 Develop disc golf courses for tournaments. V B1.4 Create road races and other events such as triathlons. V V B1.5 Add more rock climbing and tubing opportunities. V V B1.6 Revisit adult fitness and wellness program opportunities for enhancements. B1.7 Offer accessible on-ramping programs for adventure sports. V V 1.0 Goal Add diverse and enriching special events. C C1.1 Review demographic breakdown and consider special event opportunities for those age groups most impacted. V 2.0 Create Immersive, Nature-Based Adventure Experiences 2.A Goal Capitalize on the City's diverse natural resources by developing programs that provide Immersive, adventure-based experiences in nature. A A2.1 Add guided wilderness adventures such as backcountry hiking, rock climbing, and white-water rafting with guides. V V A2.2 Provide survival skills workshops that focus on skills like foraging, shelter building, and navigation. Can be conducted in partnership with outdoor experts who can provide both educational and experiential value. MASTER PLAN UPDATE 63 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS T N T. co `- co } } cu} co + Program Action Table v N co E E E FTE '05 co o c E a)z A2.3 Add eco-challenge events that combine outdoor adventure with environmental stewardship, such as trail cleanups, orienteering, and scavenger hunts focused on local flora and V fauna. 3.0 Develop Inclusive and Multigenerational Programming 3.A Goal Design programs that cater to a wide range of age groups and abilities, fostering community engagement and inclusivity. A A3.1 Create family adventure days and offer activities for all ages, such as family friendly zip-lining, obstacle courses, and nature scavenger hunts. Include educational components V about local ecology in a fun, interactive way. A3.2 Develop programs specifically designed for individuals with disabilities, such as modified adventure courses. Partner with V organizations specializing in adaptive sports. A3.3 Offer gentle adventure activities suitable for older adults, such as guided nature walks, bird watching tours, and light kayaking. Focus on safety, enjoyment, physical activity, and V social interaction. A3.4 Collaborate with local artists and cultural organizations to host exhibitions, performances, and cultural programs. V 4.0 Goa "-- everage Technology for Enhanced Engagement 4,A Use technology to enhance the adventure experience, streamline access, and engage with participants in innovative ways. A A4.1 Develop and enhance trail experiences where visitors can use augmented reality(AR)to access interactive content such as information on local wildlife, historical facts, and virtual V challenges. 64 CITY OF ROANOKE—PARKS AND RECREATION 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS co ' >-co } CO Program Action Table N `° a, IT -o z A4.2 Create a mobile app that offers trail maps, real-time updates on trail and weather conditions, and features like geo-cach- ing badges for completing certain activities. A4.3 Offer a variety of virtual reality(VR) experiences that simulate adventure activities, like rock climbing or white- water rafting,for those who might not be able to participate physically. This can also be used a tool for planning training and informational purposes before engaging in real-life adventures. 5.0 Goal Enhance Wildlife Observation Opportunities 5,A Improve and expand wildlife observation opportunities by leveraging Roanoke's diverse ecosystems and natural areas A A5.1 Identify and develop new wildlife observation sites in key natural areas. Help ensure the sites have amenities like observation decks, informational signage, and safe viewing distances to maximize wildlife encounters. A5.2 Upgrade current observation facilities with features such as elevated platforms, better access to trails, and educational kiosks providing information about local wildlife species. A5.3 Promote seasonal events by hosting wildlife observation events or guided tours focusing on different species migration patterns, breeding seasons, or other notable behaviors. Partner with local wildlife experts and clubs to offer educational content and enhance visitors' experience. B B5.1 Offer targeted educational and interpretive programs by de- veloping a deeper understanding of local ecosystems. B5.2 Implement youth-focused and family friendly educational programs that encourage early interest in wildlife and nature conservation. Suggested examples are junior ranger pro- grams, wildlife day packing, and tracking. MASTER PLAN UPDATE 65 4.0 OPERATIONS, MAINTENANCE, AND PROGRAM ASSESSMENTS T. ca y a) co co Program Action Table N N E Co I T Co h; E ;15 - c c Z B5.3 Conduct regular surveys regarding wildlife observation ex- periences. Focus on accessibility, educational content, and overall satisfaction. Use the feedback to make data-driven V improvements, 6.0 Goal Enable Access to Water Opportunities 6.A Analyze the LOS throughout the City and consider investing in the development and upgrading of swimming facilities to offer diverse, equitable swimming experiences and programming for residents and visitors. A A6.1 Expand access to water opportunities, including pools and splash pads, in key urban locations for equitable access. V V A6.2 Enhance access to the river by developing designated safe access points. V 6.B Organize community and recreational swimming events. B B6.1 Host swim meets, competitions, and casual swim meetups to attract swimmers of varying skill levels and ages. Consider V offering swim-a-thons,family swim days, and relay races. B6.2 Organize themed pool parties, summer festivals, movie nights, or fitness classes to create a fun and lively atmo- V sphere. 66 CITY OF ROANOKE—PARKS AND RECREATION "BerryDunn"is the brand name under which Berry, Dunn, McNeil&Parker,LLC and BDMP Assurance, LLP,independently owned entities,provide professional services in an alternative practice structure in accordance with the A/CPA Code of Professional Conduct. BDMP Assurance, LLP is a licensed CPA firm that provides attest services,and Berry, Dunn,McNeil&Parker LLC,and its subsidiary entities provide tax, advisory,and consulting services. Berry, Dunn, McNeil&Parker,LLC leases professional and administrative staff to BDMP Assurance, LLP. These individuals work under the direct control and supervision of BDMP Assurance LLP, which is solely responsible for their performance. The entities falling under the BerryDunn brand are independently owned and neither entity is liable for the services provided by the other entity. Our use of the terms "our Firm"and"we"and"us"and terms of similar import denote the alternative practice structure of Berry,Dunn,McNeil&Parker,LLC and BDMP Assurance,LLP. 02025 BerryDunn I All rights reserved. b BerryDunn With offices and employees located in 40+states— wherever you are based,we look forward to working together. berrydunn.com CITY OF ROANOKE ROANOKE CITY COUNCIL « . e FY2026 August • "'!▪ ail .W Monthly Financial Report �` . G .,,, ` m -- „ , .. <.a'` ' '00 ■• ud..■ J (Unaudited) [,6e.1 .,,.,� _ , A -,e e, e$0. 4 � .,��. , <� Y ■ • October 6, 2025 _ — -u-.A. ,: ; ..10' . ,.. ,yam 0. s,� �.. r_ � r r , .4000000000001."- 4 J '; . 171, .ii n I' 0 ti 1 ,ae .at,. h. J - Department of Finance AtilirirPril ROANOKE_ Revenue Summary August 2025(Unaudited) 7FY25 Actual YTD(Prior FY26 Current Budget %of Budget R eve n u e Year Council Report) FY 26 Adopted Budget With Amendments FY26 Actual YTD Achieved General Property Taxes SummaryReal Estate Tax 1,274,814 136,771,000 136,771,000 1,011,156 0.7% Real Estate Tax District 3,533 1,290,000 1,290,000 2,366 0.2% PropertyPersonal ic Tax 6,896,000 eTax 2,666,731 33,367,000 33,367,000 4.4% Local Public Service 6,896,000 1,469,079 0.0% Penalties and Interest 478,590 2,635,000 2,635,000 591,006 22.4% Taxes Other Local Taxes Sales Tax 1% 4,737,482 30,992,900 30,992,900 4,839,708 15.6% August Consumer Utility Tax 1,904,031 9,326,700 9,326,700 1,469,524 15.8% 2025 Cigarette Tax 315,900 1,466,500 1,466,500 294,197 20.1% Recordation and Probate Taxes 267,866 1,565,100 1,565,100 124,313 7.9% iness Franchise& 39,075 Occupational Licenses 3 85,429 17,476,700 321,800 17,476,700 321,800 4 15,552 2.4% unaudited nchisFees 58,630 18.2% Transient Occupancy 961,577 5,912,400 5,912,400 1,011,450 17.1% Motor Vehicle License 365,697 3,280,100 3,280,100 148,970 4.5% Admissions 132,598 1,088,900 1,088,900 197,163 18.1% Prepared Foods and Beverage 3,601,606 26,368,220 26,368,220 4,059,472 15.4% Bank Stock Taxes 7,971 1,878,800 1,878,800 6 0.0% Communications Tax 713,126 4,363,200 4,363,200 719,964 16.5% LOCAL TAX TOTAL jr .. h` t v47.'''r " iiii k' 1 1 Department of Finance 'Pry Revenue Summary ,,„A.,,,, August 2025(Unaudited) Revenue SummaryFY25 Actual YTD(Prior FY26 Current Budget %of Budget Year Council Report) FY 26 Adopted Budget With Amendments FY26 Actual YTD Achieved Non— Permits,Fees,and Licenses 443,422 2,037,280 2,037,280 1,626,620 79.8 LocalFines and Forfeitures 92,623 725,900 725,900 I 93,165 12.8% Revenue From Use of Money&Property L 605,705 3,302,000 3,302,000 596,346 18.1% Taxes, Grants-in-Aid Commonwealth L _ 8,431,175 94,485,200 94,813,667 18,307,587 19.3% AugustGrants-In-Aid Federal Government - - - - N/A Charges for Services 1,644,166 21,123,700 21,123,700 2,038,839 9.7% 20254 Miscellaneous Revenue 103,446 836,400 836,400 147,372 17.6% unauditedOperating 3,502 42,200 42,200 - 0.0% Miscellaneous 69,775 180,000 180,000 - 0.0% NON-LOCAL TAX TOTAL GRAND TOTAL 411 2 IIIMPrell IOW We ROANOKE Expenditure Summary - August 2025 unaudited Target 12 FY 26 Current Budget With Months FY 25 Actual YTD FY 26 Adopted Budget Amendments FY 26 Actual YTD %ofBudget 16.7%/mo Non-Departmental $ 22,448,249 $ 138,484,810 $ 138,484,810 $ 19,089,595 13.8% 16.7% Public Safety 15,778,709 99,052,511 100,282,457 18,725,401 18.7% 16.7% Health and Welfare 8,429,366 58,142,204 58,686,506 9,878,759 16.8% 16.7% Public Works 4,376,072 30,588,537 35,549,464 6,348,881 17.9% 16.7% General Government 6,973,224 42,452,983 46,152,433 8,877,063 19.2% 16.7% - Parks,Recreation and Cultural 1,926,367 14,790,777 15,009,010 2,606,402 17.4% 16.7% Community Development 1,415,634 11,565,351 11,728,586 2,561,722 21.8% 16.7% Judicial Administration 2,272,071 12,655,827 12,726,017 2,526,863 19.9% 16.7% Total General Fund Expenditures $ 63,619,692 $ 407,733,000 $ 418,619,283 $ 70,614,686 16.9% 16.7% 3 C) N CD 0 OH'0F+1 0h+m HI 000 HI 0 0 0001-10 1--,101 40000 1-+‘01-+•0 HI NON,'0 0 00 0 0 1-1 0 1-5 0 M3 I•+IN 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 n N N N N N N r N N P r N N N r N N N N N N P N N r r N HHHPHPHPHHHHHHHHHP m c 0 a A N N In N N N UI N UI N N In In N (xi N UI UI N 0 N N 0 0 UI UI UI UI UI UI In N UI N UI UI V In In UI 0 0 UI UI UI 0 0 0 0 0 0 0 0 0 0 00 0000800000000000000000000000000000000000000000000000000000000000000 It AAApAA AAAAA0AAAAAAApAAAA AAAAAAAAAAAAAA AAA A AA A AA A ill 111 -I H -I -I -I -I -I -I H H 1 HI H H H H H H H H -I H -I H -I -I -I -I 1 -I -I H -1 -I 1 -I H -I -I -I -I H fD 0 fD 0 0 0 0 0 0 fD (D CO 0 0 0 0 0 (D 0 0 0 0 0 0 (D 0 0 0 fD 0 0 0 fD 0 fD 0 0 0 0 0 0 0 0 0 0 333333333333333333333333333333333333333333333 r •0 '0 -o -o '0 .0 .0 'O lo D -o '0 '0 '0 '0 -o '0 z 0 .0 '0 -o 'O II -o -o -0 -0 -0 '0 .0 .0 D '0 '0 •0 '0 0 '0 '0 .0 .0 73 D -0 D 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 nn N , , , , v , m, , ,m , ,m , , , vm , CT) m , m , ,v , Cu' mmm , m, , v , m , , m , , , , ,m CT) , , 0 en, , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , C m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m rt 333333333333333333333333333333333333333333333 z 01 0 0 0 -0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 '0 c) 0 000000000000000000000000000000000000000000000 3 i, < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < 0 fD 0 0 0 CO0 0 0 fD fD 0 fD fD 0 0 0 0 0 0 fD 0 0 fD 0 0 0 0 fD 0 0 0 0 fD 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 fD 0 0 0 0 0 0 0 0 0 fD 0 fD 0 0 0 0 0 0 0 0 0 0 fD fD (0 0 0 0 0 0 0 0 0 0 0 0 0 d Cu OJ 0) O1 O! 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I NNOpOpV pVpV0 1 , 1 pPP , , p0 a 8 S 8 888 8 8888888888 88888888888888 88 8 W c W D, 7 O_ yl+ 0 N p0p0pHUIN0011-' AA 1ON01 jn PWNNW00 N N 3 WQWW INN 01•IQ�101 UI PNAAUIOLDNI QgVNWNWOOA"00NVINIDN(UUp(p1110NNO1QpNWOO W WN,^ 03 01A0 Nw A - AON1 (0 N- NW VO NWOOI CCDNONl- Ul V VN U1NC01(DNO( NAA0114 W NWVN OO IAJI 7 m i' VIN 01 ', • A N .N is, (AWN n a • COv NVO NNAW yy11 OUTAPN0 NWV00801N V V 01NNW F+ 01i+ N01UINN ONN00NC' m i 01� 1 W..W O1 A 1 VI•.UI F+ N 8 � V o0 UI 0 A•�U) N N•.A 0 N 01 N V N 0 W a0•�•� 1 00 N • t0 Thank you and any questions or requests for other information? IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43275-100625. AN ORDINANCE providing for the acquisition of real property rights needed by the City of Roanoke ("City") in connection with the development of Tract 8 at the Roanoke Centre for Industry and Technology; authorizing City staff to acquire such property rights by negotiation for the City; authorizing the City Manager or designee, to execute appropriate acquisition documents; and dispensing with the second reading of this ordinance by title. BE IT ORDAINED by the Council of the City of Roanoke as follows: 1. The City wants and needs certain real property rights in connection with the development of City-owned property bearing Roanoke Official Tax Map Nos. 7320101 and 732012, collectively known as Tract 8 and located at the Roanoke Centre for Industry and Technology, to include a permanent drainage easement across adjacent property bearing Roanoke Official Tax Map No. 7270101, located at 2002 Blue Hills Circle, N.E., owned by Blue Hills Golf Corporation, for the purpose of reducing stormwater runoff and drainage as set forth in the City Manager's Report dated October 6, 2025. The proper City officials and City staff are hereby authorized to acquire by negotiation for the City the necessary real property interests and appropriate ancillary rights with respect to the real property parcel referred to in the above- mentioned City Manager's Report, and any other real property interests that may later be determined by the City as needed for the development of Tract 8. 2. The City Manager, or designee, is authorized to execute appropriate acquisition documents for the above-mentioned parcel for such consideration as deemed appropriate for the necessary interests, provided, however, the total consideration offered or expended, including costs, title search fees, appraisal costs, recordation fees, and other related costs shall not exceed the funds available for these purposes, without further authorization of Council. Upon the acceptance of any offer and upon delivery to the City of appropriate acquisition documents, approved as to form by the City Attorney, the Director of Finance is authorized to pay the respective consideration to the owners of the real property interest conveyed, certified by the City Attorney to be entitled to same. 3. All documents necessary for this conveyance shall be in a form approved by the City Attorney. 4. 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 Manager's Report ' Submitted by: Marc Nelson, Director Department of Economic Development ROANOKE October 6, 2025 Title: Authorize the acquisition of real property rights at 2002 Blue Hills Circle NE,bearing Roanoke Official Tax Map No. 7270101. Background: The Department of Economic Development, through its contract with engineering firm AECOM, is developing a mass grading plan to develop City-owned property bearing Roanoke Official Tax Map Nos. 7320101 and 7320102, collectively known as "Tract 8" in the Roanoke- Centre for Industry and Technology, for a future manufacturing prospect. In its engineering and design work of the site, there will be storm water drainage and runoff passing through an adjacent parcel of land owned by Blue Hills Golf Corporation, located at 2002 Blue Hills Circle NE, and bearing Roanoke Official Tax Map No. 7270101. The Department of Economic Development and AECOM have had multiple meetings and conversations with Blue Hills Golf Corporation regarding the development work and have come to a mutually agreeable decision on storm water improvements that will benefit both the golf course's irrigation and storm water drainage issues over the past several years. This benefit will also support the City of Roanoke storm water easement requirement for the Tract 8 development. Considerations: City Council action is necessary to authorize the acquisition of real property rights needed for the mass grading plan at Tract 8. The real property right needed is outlined below. Tax Map Parcel • Required Property Address _ Owner Number.- _.:: Rights. 7270101 2002 Blue Hills Blue Hills Golf Corp Permanent Drainage Circle, NE Easement Recommended Action: Authorize the acquisition of any real property rights needed to continue the mass grading plan for"Tract 8", including, but not limited to the specific property rights identified in this City Council Agenda Report, by negotiation and execution of the appropriate acquisition documents by the City Manager, or designee, such documents to be approved as to form by the City Attorney. Valmarie Turner, City Manager • 5 . 0 • 3 • 2 1 / AECOM • • N / / / /I `__. - 1 'I / '� \ �_-' I r - \\�\ PROJECT /e / / I e �/ ���- \� TRACT 8 �, ' / ` / '/ ( • (/ \\: TECHNOLOGY CENiAE FOR INW9iRYAND ////// I \ - \ TECHNOLOGY i _ ,/ SWM BASIN 2',�� / / / - . `11 �� • CLIENT J J - i �_ �/ • ,7 1 . )i _ \•\ 1 .'f( - Y. SWM RISER r I . (OPTION OANOK j t r a — 7 t ),- 1 \ i �,�� ! ECONOMIC � ON 1) r' DEVELOPMENT g /( t I \ \ 2 —•-` .�i !' r1 4! / ' ,'1 Aa hDWVNe" 's''''''Drveb"'""' 8 -/ - / ! i I/p, - 1 \l :\ --, „ x f _",. C.- L, - '�`„--� '� n' 4• p- -36"HOPEOUTFALL,,t /,. 'A1'.an.. 4 :n �^• - - '/ / 1• l / }}'4 ,f'' \r/ -� PIPE sa 03371°s mo S31213f., % �--- 1 l\I \ I, .- ,.)\rl r. ,1 i / / r �_. �. 1 - V. n/ �- g - . - --�^ .^\�` �. I ` .ti —�. }i // }I i/ \ CONSIILTNNT :: '.- —' )r f R.ar_..-f ` 'II - \ / a �'. {, - ,,� ,; // �,l / l _ sliaim'i"uoens,eol.. lr' • € 1 / . I �, y \ :,,7*,;.,-.., ,, . ., ..,-..i: -. . ..I / ` . �'• ' REGISTRATION I+ �� - V' j-, ' I IM1 4 NOT FOR `\i�i� _ --/ �' - . CONSTRUCTION s .. / IMPROVED CHANNEL y -� ti / U. `IMPR NNEL _ ' -ice .. � ' _ �` % !!( � �.,.;i \'\' zl.\ / ENcY / ; �'y - r� \ - - I 2S2SW-2, DOG SET �S. ` I J(; '�. - r` (' DROP IN 12oxsoa- mn SET 1 _ /D LET' x, Y' /�� — � -L KEY DATE DESCRIPTION +1 / fff _ ,✓'' ,l,`. �� 1 G` I 1 �(f NEY PLAN \ \\ • J f, 1i A sr, I_ 1 1 / 'f Q r /�,� �l '/I, s'" _ .,I' OUTFALL INTO EXISTING !� �_ �/ .\' , "'4 ! '%/" hgA, /, Z. \\N _- / )BLUE HILLS IRRIGATION �� ,•I•I �',�5 .. -// �'/ /r• $$gg .!,, _ - - <(' \�1 /.�- \ y \'- lT/ I��' /•r PROJECT NONBER I60751040 ! ' : i - \L�\ ` (r' I�� BlSHue HillsSEormweter Exhibit r 1 /. \ ' i1—,„.' ✓ ' _ \ N\\N SHEET NUMBER 11 - --'-. _ _ , \. I.,.:. .. .. .,i 5cr FIGURE - 1 ®a .e.amnrw, ' 5 0 4 • . 3 . 2 • 1 IN THE COUNCIL OF THE CITY OF ROANOKE,VIRGINIA The 6th day of October 2025. No. 43276-100625. AN ORDINANCE accepting Virginia Department of Conservation and Recreation ("VDCR") FY2025 Community Flood Preparedness Fund ("CFPF") grant funds for the City of Roanoke ("City") to acquire and demolish certain flood-prone property located along Indian Village Lane, S.E.; authorizing the City Manager to execute any required documents to accept such funding; authorizing the City Manager to execute any required documents to acquire such property rights; appropriating such funds detailed more fully infra, and dispensing with the second reading of this ordinance by title. WHEREAS, by Resolution No. 43060-100724 adopted by City Council on October 7, 2024, City Council approved the application for this grant and was notified of the award on July 2, 2025. THEREFORE, BE IT ORDAINED BY THE Council of the City of Roanoke that: 1. The City does hereby accept VDCR FY2025 Community Flood Preparedness Fund grant funds in the amount of$4,299,275,31, with a local match from the City in the amount of $226,278, for a total award of $4,525,552.96, as more particularly described in the City Manager's Report dated October 6, 2025. 2. The City wants and needs certain real property rights to include the property located at 2034 Indian Village Lane, S.E., bearing official Tax Map No. 4210333 owned by the Roanoke Redevelopment and Housing Authority, to demolish such structure and pavement, excavate a floodplain bench, and restore the floodplain, through the use of the aforementioned grant funding as stated in the City Manager's Report dated October 6, 2025. The proper City officials and City staff are hereby authorized to acquire by negotiation for the City the necessary real property interests and appropriate ancillary rights with respect to the real property parcels referred to in the above-mentioned City Manager's Report, and any other real property interests that may later be determined by the City as needed 3. The City Manager, or designee, is hereby authorized to accept, execute, and file on behalf of the City of Roanoke any and all documents required to obtain such funding. All such documents to be approved as to form by the City Attorney. 4. The City Manager, or designee, is authorized to execute appropriate acquisition documents for the above-mentioned parcel for such consideration as deemed appropriate for the necessary interests, provided, however, the total consideration offered or expended, including costs, title search fees, appraisal costs, recordation fees, and other related costs shall not exceed the funds available for these purposes, without further authorization of Council. Upon the acceptance of any offer and upon delivery to the City of appropriate acquisition documents, approved as to form by the City Attorney, the Director of Finance is authorized to pay the respective consideration to the owners of the real property interest conveyed, certified by the City Attorney to be entitled to same. 5. The City Manager, or designee, is further directed to furnish such additional information as may be required to implement and administer the foregoing Grant. 6. The following sections of the Grant Fund appropriations be and the same are hereby amended and reordained to read and provide as follows: Stormwater Fund Appropriations: Property Acquisition, Abatement and Demolition 503-3010-0000-69065-300260 $ 4,299,275 2 Revenues: Virginia Department of Conservation and Recreation 503-3010-0000-40122-300260 $ 4,299,275 - State Revenues 7. Pursuant to Section 12 of the Charter of the City of Roanoke, the second reading of this ordinance by title is hereby dispensed with. ATTEST: ✓ City Clerk 3 City Manager's Report Submitted by: Ross Campbell, PE, Director Department of Public Works ROANOKE October 6, 2025 Title: Acceptance of Virginia Department of Conservation and Recreation (VDCR) Community Flood Preparedness Fund (CFPF) Grant Funding and Acquisition of Real Property Located at 2034 Indian Village Lane, SE. Background: The Virginia Department of Conservation and Recreation (DCR) has awarded funding from the Community Flood Preparedness Fund (CFPF) for the City to acquire the parcel at 2034 Indian Village Lane, SE, demolish three flood-prone buildings, and restore the floodplain to reduce flood risk to the surrounding area. The current owner, the Roanoke Redevelopment and Housing Authority (RRHA), expressed a desire to sell the property to the City. The sale will provide RRHA financing to construct new housing off Peters Creek Road, NW, while enabling the City to use the parcel for floodplain management purposes consistent with the City's Flood Resilience Plan. The scope of this project includes acquisition of the property, demolition of all structures and pavement, excavation of a floodplain bench, and replanting the site with appropriate vegetation. Considerations: City Council approved the grant application via Resolution 43060-100724 on October 7, 2024. DCR notified the City of the award on July 2, 2025, under agreement CFPF 25-05-04 for a total project budget of$4,525,552.96. DCR is providing $4,299,275.31 (95% of the budget), and the City's local match requirement is $226,277.65 (5%), to be allocated from the Stormwater Utility Fund. To construct, operate, and maintain the proposed project, the City must acquire real property rights from the property owner. This includes the voluntary purchase of the following parcel by fee-simple acquisition: Tax Map Parcel := Address Owner Number 4210333 2034 Indian Village Roanoke Redevelopment and Housing Lane, SE Authority Funding for the acquisition will be available in the capital account established by this action to accept and appropriate the CFPF grant funding. Recommended Action: Adopt the accompanying ordinance authorizing the following actions: • Acceptance of DCR's award of$4,299,275.31 of Community Flood Preparedness Funds by the City Manager. • Authorize the City Manager, or designee, to execute the DCR Grant Agreement documents, in a form approved by the City Attorney. • Authorize the City Manager, or designee, to negotiate with the identified property owner, and any additional owners as may later be identified, to acquire the necessary real property interests for the project. All acquisition documents shall be approved as to form by the City Attorney. • Authorize the City Manager, or designee, to take such further actions and execute such additional documents, approved as to form by the City Attorney, as may be necessary to obtain, accept, implement, administer, and use the funds identified above. • Establish a new expenditure account with revenue estimates for the identified funding sources and appropriate funding in the same amount: (503-3010-0000-69065-300)0XX), Indian Village Floodplain Restoration. Valmarie Turner, City Manager Stefanie K.Taillon Frank N.Stovall Secretary of Natural and Historic Resources Deputy Director sue;� for Operations tc!V , Matthew S.Wells Darryl Glover Director �`."�0„)'3 Deputy Director for +a' Dam Safety; Floodplain Management and Soil and Water Conservation Andrew W.smith COMMONWEALTH of VIR.GINIA Chief Deputy Director DEPARTMENT OF CONSERVATION AND RECREATION Laura Ellis Deputy Director for Administration and Finance July 2, 2025 Curry McWilliams 1802 Courtland Rd NW Roanoke,Virginia 24012 Re: Community Flood Preparedness Fund(CFPF) CY2025 Round 5 Grant Application: Grant Number: CFPF-25-05-04 Application Category: Project Community Name: City of Roanoke, CID: 510130 Primary Contact: Curry McWilliams Primary Contact Email Address: curry.mcwilliams@roanokeva.gov Requested Grant Amount: $4,299,275.31 Approved Grant Amount: $4,299,275.31 Dear Curry McWilliams: This letter is to advise you that the Department of Conservation and Recreation(DCR) received your request to fund a(n)Floodplain Restoration by acquisition, abatement, and demolition in Roanoke,VA application. If the application category listed above is different from the initial application, a change was necessary based on DCR's assessment of the project or activity. A change in application category may have resulted in the recalculation in the CFPF and match percentages represented above. DCR, in consultation with the Secretary of Natural and Historic Resources and the Chief Resilience Officer of the Commonwealth of Virginia, has reviewed you application and your request for funding is approved. The total approved funding is as follows: • Approved CFPF Approved Amount: $4,299,275.31 • Approved Match Amount: $226,277.65 • Approved Total Project Cost: $4,525,552.96 In the coming weeks,you will receive an award package and grant agreement from Virginia Resources Authority(VRA) that will include an Award Letter detailing any changes in award amounts and conditions related to the award. Grant specific conditions, if any,will be incorporated into your award document and are as follows: • Please have this proposed project scope of work endorsed by a Certified Floodplain Manager (CFM). 600 East Main Street,24th Floor I Richmond,Virg.nia 23219 1804-786-6124 State Parks•Soil and Water Conservation•Planning and Recreation Resources Natural Heritage•Dam Safety and Floodplain Management•Land Conservation The above condition(s)must be completed and returned to DCR within 30 days of receipt of this letter. If more than 30 days is needed to fulfil these condition(s),please notify DCR. Your Grant Agreement will include all requirements related to this award including information on how to receive reimbursement, submit reports, and requirements for fmal deliverables for completed projects or activities. This package must be signed and returned to VRA within 90 days of receipt or funds will be rescinded. Should you have any questions,please feel free to contact me at Jake.Shaw@dcr.virginia.gov. Sincerely, Jake Shaw Grants Manager, Dam Safety and Floodplain Management cc: Darryl M. Glover, Deputy Director,DCR Angela Davis, Division Director,DCR Tony Leone,VRA IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43277-100625. AN ORDINANCE accepting Virginia Department of Conservation and Recreation ("VDCR") FY2025 Community Flood Preparedness Fund ("CFPF") grant funds for the City of Roanoke ("City") to acquire and demolish two flood-prone properties located along Franklin Road, S.W.; authorizing the City Manager to execute any required documents to accept such funding; authorizing the City Manager to execute any required documents to acquire such property rights; appropriating funds detailed more fully infra, and dispensing with the second reading of this ordinance by title. WHEREAS, by Resolution No. 43060-100724 adopted by City Council on October 7, 2024, City Council approved the application for this grant and was notified of the award on July 2, 2025. THEREFORE, BE IT ORDAINED BY THE Council of the City of Roanoke that: 1. The City does hereby accept VDCR FY2025 Community Flood Preparedness Fund grant funds in the amount of$1,390,800, with a local match from the City in the amount of $73,200, for a total award of $1,464,000, as described in the City Manager's Report dated October 6, 2025. 2. The City wants and needs certain real property rights to include the acquisition of two flood-prone properties located at 1941 Franklin Road, S.W., bearing official Tax Map No. 1040303, and 1953 Franklin Road, S.W., bearing official Tax Map No. 1040305, to demolish such structures and pavement, excavate a floodplain bench, and restore the floodplain, through the use of the aforementioned grant funding as stated in the aforementioned report of the City Manager. The proper City officials and City staff are hereby authorized to acquire by negotiation for the City the necessary real property interests and appropriate ancillary rights with respect to the real property parcels referred to in the above-mentioned City Manager's Report, and any other real property interests that may later be determined by the City as needed. 3. The City Manager, or designee, is hereby authorized to accept, execute, and file on behalf of the City of Roanoke any and all documents required to obtain such funding. All such documents are to be approved as to form by the City Attorney. 4. The City Manager, or designee, is authorized to execute appropriate acquisition documents for the above-mentioned parcels for such consideration as deemed appropriate for the necessary interests, provided, however, the total consideration offered or expended, including costs, title search fees, appraisal costs, recordation fees, and other related costs shall not exceed the funds available for these purposes, without further authorization of Council. Upon the acceptance of any offer and upon delivery to the City of appropriate acquisition documents, approved as to form by the City Attorney, the Director of Finance is authorized to pay the respective consideration to the owners of the real property interest conveyed, certified by the City Attorney to be entitled to same. 5. The City Manager, or designee, is further directed to furnish such additional information as may be required to implement and administer the foregoing Grant. 6. The following sections of the Grant Fund appropriations be and the same are hereby amended and reordained to read and provide as follows: Stormwater Fund Appropriations: Property Acquisition and Demolition 503-3010-0000-69065-300259 $ 1,390,800 Revenues: Virginia Department of Conservation and Recreation 503-3010-0000-40122-300259 $ 1,390,800 - State Revenues 2 7. Pursuant to Section 12 of the Charter of the City of Roanoke, the second reading of this ordinance by title is hereby dispensed with. ATTEST: 61046f) -- City Clerk 3 City Manager's Report �NNW Submitted by: Ross Campbell, PE, Director Department of Public Works ROANOKE October 6, 2025 Title: . Acceptance of Virginia Department of Conservation and Recreation (DCR) Community Flood Preparedness Fund (CFPF) Grant Funding and Acquisition of Real Property at 1941 and 1953 Franklin Road, SW. Background: The Virginia Department of Conservation and Recreation (DCR) has awarded funding from the Community Flood Preparedness Fund (CFPF) for the City to acquire two flood-prone properties at 1941 and 1953 Franklin Road, SW, demolish the existing buildings, and restore the floodplain to reduce flood risk to the surrounding area. The current property owners have voluntarily agreed to sell the properties to the City for floodplain management purposes. The scope of the project includes acquisition of the two properties, demolition of all structures and pavement, excavation ofa floodplain bench, and replanting of the site with appropriate vegetation. This project will connect with the forthcoming stream and floodplain restoration at the adjacent former Ramada site (funded under a separate CFPF award) and reflects the community input survey results for this area. Considerations: City Council approved the application for this grant via Resolution 43060-100724 on October 7, 2024. DCR notified the City of the grant award on July 2, 2025, under agreement CFPF-25- 05-08 for a total project budget of$1,464,000. DCR is providing $1,390,800 (95% of the budget), .with the City's local match requirement of$73,200 (5%) to be provided from the Stormwater Utility Fund. To construct, operate, and maintain the project, the City must acquire real property rights from the property owners. This includes the voluntary purchase of the following properties by fee- simple acquisition: Tax Map Parcel • Address : : :. : . .. . .Owner Number. 1040303 1941 Franklin Rd., SW Tacklebox Properties LLC 1040305 1953 Franklin Rd., SW George A. Clements Funding for the acquisition will be available in the capital account established by this Council action to accept and appropriate the CFPF grant funding. Recommended Action: Adopt the accompanying ordinance authorizing the following actions: • Acceptance of DCR's award of$1,390,800 of Community Flood Preparedness Funds by the City Manager. • Authorize the City Manager, or designee, to execute the DCR Grant Agreement documents, in a form approved by the City Attorney. • Authorize the City Manager, or designee, to negotiate with the identified property owners, and such additional property owners as may later be identified, to acquire the necessary real property interests for the project. All acquisition documents shall be approved as to form by the City Attorney. • Authorize the City Manager, or designee, to take such further actions and execute such additional documents, approved as to form by the City Attorney, as may be necessary to obtain, accept, implement, administer, and use the funds identified above. • Establish a new expenditure account with revenue estimates for the funding sources identified above and appropriate funding in the same amount: (503-3010-0000-69065- 300XXX), Ore Branch Phase II. Valmarie Turner, City Manager Stefanie K.Taillon Frank N.Stovall Secretary of Natural and Historic Resources Deputy Director •' for Operations n Vs �l Matthew S.Wells ; Darryl Glover Director T "' f Deputy Director for , Dam Safety; Floodplain Management and Soil and Water Conservation Andrew fDw.Smith COMMONWEALTH of VIRGINIA Chief Deputy Director DEPARTMENT OF CONSERVATION AND RECREATION Laura Ellis Deputy Director for Administration and Finance July 2, 2025 Marcus Aguilar 1802 Courtland Rd Roanoke,Virginia 24012 Re: Community Flood Preparedness Fund(CFPF) CY2025 Round 5 Grant Application: Grant Number: CFPF-25-05-08 Application Category: Project Community Name: City of Roanoke, CID: 510130 Primary Contact: Marcus Aguilar Primary Contact Email Address: marcus.aguilar@roanokeva.gov Requested Grant Amount: $1,390,800.00 Approved Grant Amount: $1,390,800.00 Dear Marcus Aguilar: This letter is to advise you that the Department of Conservation and Recreation(DCR) received your request to fund a(n) Acquisition and demolition of two properties in Roanoke,VA application. If the application category listed above is different from the initial application, a change was necessary based on DCR's assessment of the project or activity. A change in application category may have resulted in the recalculation in the CFPF and match percentages represented above. DCR, in consultation with the Secretary of Natural and Historic Resources and the Chief Resilience Officer of the Commonwealth of Virginia,has reviewed you application and your request for funding is approved. The total approved funding is as follows: • Approved CFPF Approved Amount: $1,390,800.00 • Approved Match Amount: $73,200.00 • Approved Total Project Cost: $1,464,000.00 In the coming weeks,you will receive an award package and grant agreement from Virginia Resources Authority(VRA) that will include an Award Letter detailing any changes in award amounts and conditions related to the award. Grant specific conditions, if any,will be incorporated into your award document and are as follows: • Please have this proposed project scope of work endorsed by a Certified Floodplain Manager (CFM). 600 East Main Street,24th Floor I Richmond,Virginia 23219 1804-786-6124 State Parks•Soil and Water Conservation•Planning and Recreation Resources Natural Heritage•Dam Safety and Floodplain Management•Land Conservation The above condition(s)must be completed and returned to DCR within 30 days of receipt of this letter. If more than 30 days is needed to fulfil these condition(s),please notify DCR. Your Grant Agreement will include all requirements related to this award including information on how to receive reimbursement, submit reports, and requirements for final deliverables for completed projects or activities. This package must be signed and returned to VRA within 90 days of receipt or funds will be rescinded. Should you have any questions,please feel free to contact me at Jake.Shaw@dcr.virginia.gov. Sincerely, Jake Shaw Grants Manager, Dam Safety and Floodplain Management cc: Darryl M. Glover, Deputy Director, DCR Angela Davis, Division Director, DCR Tony Leone,VRA IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43278-100625. AN ORDINANCE authorizing the acceptance of the Virginia Depai(went of Conservation and Recreation ("VDCR") Community Flood Preparedness Fund ("CFPF") grant funds for the City of Roanoke ("City") to survey and model two watersheds to support the development of detailed watershed plans; authorizing execution of any required documents on behalf of the City, appropriating funds detailed more fully infra, and dispensing with the second reading of this ordinance by title. BE IT ORDAINED BY THE Council of the City of Roanoke that: 1. The City of Roanoke does hereby accept the Virginia Department of Conservation and Recreation ("VDCR") Community Flood Preparedness Fund grant funds in the total amount of$1,100,000. The VDCR is providing$990,000 with a local match from the City in the amount of$110,000, for watershed modeling for Trout Run and Hortons Branch watersheds. 2. The City Manager, or designee, is hereby authorized to accept, execute, and file on behalf of the City any and all documents required to obtain such funding, as more particularly described in the City Manager's Report dated October 6, 2025. All such documents to be approved as to form by the City Attorney. 3. The City Manager, or designee, is further directed to furnish such additional information as may be required to implement and administer the foregoing Grant. 4. The following sections of the Grant Fund appropriations be and the same are hereby amended and reordained to read and provide as follows: Stormwater Fund Appropriations: Watershed Modeling 503-3010-0000-52010-370003 $ 1,100,000 Professional Services 503-3010-0000-52010-000000 (110,000) Revenues: Virginia Department of Conservation and Recreation - State Revenues 503-3010-0000-40122-370003 $ 990,000 5. Pursuant to Section 12 of the Charter of the City of Roanoke, the second reading of this ordinance by title is hereby dispensed with. ATTEST: City Clerk 2 111W1111"-.% City Manager's Report � : Submitted by: Ross Campbell, PE, Director Department of Public Works ROAN O KE October 6, 2025 Title: Acceptance of Virginia Department of Conservation and Recreation (DCR) Community Flood Preparedness Fund (CFPF) Grant Funding for Watershed Modeling for Trout Run and Hortons Branch watersheds. Background: The Virginia Department of Conservation and Recreation (DCR) has awarded funding from the Community Flood Preparedness Fund (CFPF) to survey and model the Trout Run and Hortons Branch watersheds to support the development of detailed watershed plans. The first step to create accurate models of both watersheds is to complete an inventory and survey of the stream and stormwater systems in each watershed. Once the stream and stormwater system asset inventory is completed and thoroughly reviewed, the data will be imported into a modeling program to build an accurate model for each watershed. The models will be used to simulate various rainfall/flooding scenarios. The results will inform the City's plan for future capital projects, determine effects of future development, aid in public outreach/education activities and help with emergency preparedness. Considerations: - City Council approved application for the grant via resolution 43060-100724 on October 7, 2024. DCR notified the City of grant award on July 2, 2025 under agreement CFPF-25-05-59 for a total project budget of$1,100,000.00. The DCR is providing $990,000.00 (90% of project budget) and the City's local match requirement is $110,000.00 (10% of project budget). The local match will be allocated from the Stormwater Utility Fund. Recommended Action: Adopt the accompanying ordinance authorizing the following actions: 1. Acceptance of DCR's award of$990,000.00 of Community Flood Preparedness Funds by the City Manager. 2. Authorize the City Manager, or designee, to execute the DCR Grant Agreement documents. Such documents shall be in a form approved by the City Attorney. 3. Authorize the City Manager, or designee, to take such further actions and execute such further documents, approved as to form by the City Attorney, as may be necessary to obtain, accept, implement, administer, and use such funds identified above. 4. Establish a new expenditure account as follows with revenue estimates for the funding sources identified above; appropriate funding in the same amount: (503-3010-0000- 52010-300)00 ), Trout Run and Hortons Branch Modeling Valmarie Turner, City Manager Stefanie K.Taillon Frank N.Stovall Secretary of Natural and Historic Resources Deputy Director • } 4pr for t]peYahanS i'Y Matthew S.Wells x i j Darryl Glover Director �,�� <:� ,tl� Deputy Director for `F2nx ''r✓ Dam Safety, Floodplain Management and Soil and Water Conservation fD"w.smith Chief I Chief Deputy Director COMMONWEALTH of VIRGINA DEPARTMENT OF CONSERVATION AND RECREATION Laura Ellis Deputy Director for Administration and Finance July 2, 2025 Mckenzie Brocker 1802 Courtland Rd Roanoke,Virginia 24012 Re: Community Flood Preparedness Fund(CFPF) CY2025 Round 5 Grant Application: Grant Number: CFPF-25-05-59 Application Category: Study Community Name: City of Roanoke, CID: 510130 Primary Contact: Mckenzie Brocker Primary Contact Email Address: mckenzie.brocker@roanokeva.gov roanokeva.gov Requested Grant Amount: $990,000.00 Approved Grant Amount: $990,000.00 Dear Mckenzie Brocker: This letter is to advise you that the Department of Conservation and Recreation(DCR)received your request to fund a(n) Watershed modelling for the Trout Run and Hortons Branch watersheds in Downtown Roanoke application. If the application category listed above is different from the initial application, a change was necessary based on DCR's assessment of the project or activity. A change in application category may have resulted in the recalculation in the CFPF and match percentages represented above. DCR, in consultation with the Secretary of Natural and Historic Resources and the Chief Resilience Officer of the Commonwealth of Virginia,has reviewed you application and your request for funding is approved. The total approved funding is as follows: • Approved CFPF Approved Amount: $990,000.00 • Approved Match Amount: $110,000.00 • Approved Total Project Cost: $1,100,000.00 In the coming weeks,you will receive an award package and grant agreement from Virginia Resources Authority(VRA) that will include an Award Letter detailing any changes in award amounts and conditions related to the award. Grant specific conditions, if any,will be incorporated into your award document and are as follows: 600 East Main Street,24th Floor I Richmond,Virginia 23219 1804-786-6124 State Parks•Soil and Water Conservation•Planning and Recreation Resources Natural Heritage•Dam Safety and Floodplain Management•Land Conservation • Please submit either a new/revised Authorization to request funding clearly including the study's areas of interest or a clarification on how the study's areas of interest are connected to the projects specifically listed in the provided authorization. The above condition(s)must be completed and returned to DCR within 30 days of receipt of this letter. If more than 30 days is needed to fulfil these condition(s),please notify DCR. Your Grant Agreement will include all requirements related to this award including information on how to receive reimbursement, submit reports, and requirements for final deliverables for completed projects or activities. This package must be signed and returned to VRA within 90 days of receipt or funds will be rescinded. Should you have any questions,please feel free to contact me at Jake.Shaw@dcr.virginia.gov. dcr.virginia.gov. Sincerely, Jake Shaw Grants Manager, Dam Safety and Floodplain Management cc: Darryl M. Glover,Deputy Director, DCR Angela Davis, Division Director,DCR Tony Leone,VRA IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43279-100625. AN ORDINANCE authorizing the acceptance of the FY2026 Depaitiitent ofMotor Vehicles (DMV) Highway Safety (Selective Enforcement —Alcohol) Grant; authorizing execution of any required documents on behalf of the City, appropriating funds detailed more fully infra, and dispensing with the second reading of this ordinance by title. BE IT ORDAINED by the Council of the City of Roanoke as follows: 1. The City of Roanoke hereby accepts the FY2026 Department of Motor Vehicles (DMV)Highway Safety(Selective Enforcement—Alcohol)Grant funds in the amount of$34,350 to pay off-duty officers to work special enforcement efforts to reduce alcohol-related crashes,as more particularly described in the City Manager's Report dated October 6, 2025. 2. The City Manager, or designee,is hereby authorized to accept, execute, and file on behalf of the City of Roanoke any and all documents required to obtain such funding. All such documents to be approved as to form by the City Attorney. 3. The City Manager, or designee, is further directed to furnish such additional. information as may be required to implement and administer the foregoing Grant. 4. The following sections of the Grant Fund appropriations be and the same are hereby amended and reordained to read and provide as follows: Grant Fund Appropriations: Personnel 235-3111-0000-51003-400168 $29,900 Equipment 235-3111-0000-52035-400168 4,450 Revenues: Department of Motor Vehicles—Federal Pass Thru 235-3111-0000-40127-400168 $34,350 1. Pursuant to Section 12 of the Charter of the City of Roanoke,the second reading of this ordinance by title is hereby dispensed with. • ATTEST: >> • :cam ` e' City Clerk. ; �l - i City Manager's Report 211111.,' Submitted by: Scott Booth,Chief Police Department ROANOKE October 6, 2025 Title: Acceptance and Appropriation for the 2026 Virginia Department of Motor Vehicles Highway Safety Grant (Alcohol). Background: The National Highway Safety Act of 1966 provides federal grants to states to support coordinated national highway safety programs. The Virginia Department of Motor Vehicles is responsible for administering these federal highway safety funds and serves as a valuable resource to the Virginia Legislature on highway safety issues. The Virginia DMV provides. grants for programs which are designed to reduce the number of fatalities, injuries, and related economic losses resulting ram traffic crashes on Virginia's roadways. Considerations: . The police department was awarded $34,350.00 to help fund special enforcement efforts in the City of Roanoke. The police department will use the funding to pay off-duty officers to work special enforcement efforts to reduce alcohol related crashes. Recommended Action: Acceptance of the 2026 Selective Enforcement Virginia Motor Vehicles grant described above, establish a revenue estimate in the amount of$34,350 into accounts to be established by the Director of Finance in the grant fund, and authorize the City Manager, or designee, to execute the grant agreement and any related documents; all such documents to be approved as to form by the City Attorney. Valmarie Turner, City Manager 26051 - Selective Enforcement -Alcohol - 2026 Contract Details Funding Opportunity: 1000-Law Enforcement Grant-FFY 2026 Program Area: Law Enforcement Grant Status: Executed Contract Number: 001 Contract Template: Approval Letter Contract Title: Contract Period: - Executed Date: Document Approval Level Approved By Approved Date Approval Comments Signatures Level Signed By Signed Date Status Typed Name Typed Date Comments Contract Text Contract Text C\tools\Torrcat 9.01webapps\ROOT\pdf\tenp 1756833842776_dynarricFDFpdf 1 of 3 ry t ,r 100 W.13:0.il St. '' ' P.O.t 3 st -;s 2 y„- Gerold F Lackey. M.D. CO\1'IONWEALT11 of VIRGINIa 0 n4i~3a=lin; 'CM;it ert"rii 23•1i2tl Comm i.S.iioacr I)tpirtment of Motor Veltic{en tl:tmvitvitt'rt go-. 09/02/2025 Kevin Slough 215 Church Ave, Room 254 Roanoke,Virginia,24011- Dear Kevin Slough: Thank you for applying to the Virginia Department of Motor Vehicles for highway safety grant funding to support your transportation safety initiative.The Youngkin administration remains dedicated to keeping safety a top priority across our Commonwealth's transportation system,and we are grateful for your partnership in this vital work. I am pleased to inform you that the highway safety project proposal(s)listed below is approved for pass-through grant funding from the National Highway Traffic Safety Administration(NHTSA)for Federal Fiscal Year(FFY)2026. Project Number Project Title Amount Approved ENF_AL-2026-56051-26051 Selective Enforcement-Alcohol $34,350.00 The availability of funds under this grant is contingent upon three conditions:(1)the project director and the fiscal contact responsible for the financial management of your grant(s)must attend a grantee workshop(2)full execution of FFY 2026 Grant Agreement by the, sub-recipient and Department of Motor Vehicles and(3)the release of federal funds to the Commonwealth.Your assigned project monitor will contact you to provide the dates and locations for this mandatory training. You will receive the Highway Safety Grant Agreement package after the training session.As an award recipient,it is important that you read and carefully follow the information,including the Code of Federal Regulations. If you have any questions regarding the conditions,please contact the project monitor assigned to your grant(s). Thank you for your commitment and participation in improving highway safety.We look forward to the positive impact that your project(s)will have on making our roadways safer. Sincerely, ,e,/ gyp- Gerald F.Lackey,Ph.D. Commissioner Contract Attachments Order By _ 7.Attactanent - Description • No Data for Table Mods\Tori Lai 9.01webapps1R0011pdf1terrp 1756833842776 dynarricFE pdf 2 of 3 IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43280-100625. AN ORDINANCE authorizing the acceptance of the FY2026 Depai liiient of Motor Vehicles (DMV) Traffic Safety (Selective Enforcement — Police Traffic Services) Grant; authorizing execution of any required documents on behalf of the City,appropriating funds detailed more fully infra, and dispensing with the second reading of this ordinance by title. BE IT ORDAINED by the Council of the City of Roanoke as follows: 1. The City of Roanoke hereby accepts the FY2026 Department of Motor Vehicles (DMV)Traffic Safety(Selective Enforcement—Police Traffic Services)Grant funds in the amount of$67,351 to be used to pay off-duty officers to work special enforcement efforts to reduce speed- related traffic crashes, fatalities and pedestrian crashes, as more particularly described in the City Manager's Report dated October 6, 2025. 2. The City Manager, or designee, is hereby authorized to accept, execute, and file on behalf of the City of Roanoke any and all documents required to obtain such funding. All such documents to be approved as to form by the City Attorney. 3. The City Manager, or designee, is further directed to furnish such additional information as may be required in connection with the acceptance of the foregoing funding or with such project. 4. The following sections of the Grant Fund appropriations be and the same are hereby amended and reordained to readand provide as follows: Grant Fund Appropriations: Personnel 235-3111-0000-51003-400169 $ 40,020 Equipment 23 5-3111-0000-5203 5-400169 27,331 Revenues: Department of Motor Vehicles-Federal Pass Thru 235-3111-0000-40127-400169 $ 67,351 5. Pursuant to Section 12 of the Charter of the City of Roanoke,the second reading of this ordinance by title is hereby dispensed with. ATTEST: ,\ .moo' City Clerk. ,�-? City Manager's Report 1111Wel."-qg Submitted by: Scott Booth, Chief Police Department ROANOKE October 6, 2025 Title: Acceptance and Appropriation of the 2026 Selective Enforcement Virginia Department of Motor Vehicles Grant. Background: The National Highway Safety Act of 1966 provides federal grants to states to support coordinated national highway safety programs. The Virginia Department of Motor Vehicles is responsible for administering these federal highway safety funds and serves as a valuable resource to the Virginia Legislature on highway safety issues. The Virginia DMV provides. grants for programs which are designed to reduce the number of fatalities, injuries, and related economic losses resulting from traffic crashes on Virginia's roadways. Considerations: The police department was awarded $67,351.00 to help fund special enforcement efforts in the City of Roanoke. The police department will use the funding to pay off-duty officers to work special enforcement efforts to reduce speed-related traffic crashes, fatalities, and pedestrian crashes. Recommended Action: Accept the 2026 Selective Enforcement Virginia Motor Vehicles grant described above, establish a revenue estimate in the amount of$67,351 into accounts to be established by the Director of Finance in the grant fund, and authorize the City Manager, or designee, to execute the grant agreement and any related documents; all such documents to be approved as to form by the City Attorney. Valmarie Turner, City Manager 26050 - Selective Enforcement - Police Traffic Services - 2026 Contract Details Funding Opportunity: 1000-Law Enforcement Grant-FFY 2026 Program Area: Law Enforcement Grant Status Executed Contract Number: 001 Contract Template: Approval Letter Contract Title: Contract Period: - Executed Date: Document Approval Level Approved By Approved Date Approval Comments Signatures Level Signed By Signed Date Status Typed Name Typed Date Comments Contract Text Contract Text C1tools\Torrrat 9.01webapps\R0G1'pdflterrp 1756833804637 dynarricFDEpdf 1 of 3 ',I,/ 1 ) 2,:.. .' ,i ,.1)t)14,lIro,rl 5t. `�:21 f?ivtmrand,VA'2320.apo1 Gerald P.Lackey.PIO). COt\9a1ON\VEAI„TII ofV'IkGINIrl l 1s?0r,-.7toil Conuuisioc)e: Department of\lciorVehicles tjv. irginat!a: 09/02/2025 Kevin Slough 215 Church Ave, Room 254 Roanoke,Virginia,24011- Dear Kevin Slough: Thank you for applying to the Virginia Department of Motor Vehicles for highway safety grant funding to support your transportation safety initiative.The Youngkin administration remains dedicated to keeping safety a top priority across our Commonwealth's transportation system,and we are grateful for your partnership in this vital work. I am pleased to inform you that the highway safety project proposal(s)listed below is approved for pass-through grant funding from the National Highway Traffic Safety Administration(NHTSA)for Federal Fiscal Year(FFY)2026. Project Number Project Title Amount Approved BPT-2026-56050-26050 Selective Enforcement-Police Traffic Services $67,351.00 The availability of funds under this grant is contingent upon three conditions:(1)the project director and the fiscal contact responsible for the financial management of your grant(s)must attend a grantee workshop(2)full execution of FFY 2026 Grant Agreement by the sub-recipient and Department of Motor Vehicles and(3)the release of federal funds to the Commonwealth.Your assigned project monitor will contact you to provide the dates and locations for this mandatory training. You will receive the Highway Safety Grant Agreement package after the training session.As an award recipient,it is important that you read and carefully follow the information,including the Code of Federal Regulations. If you have any questions regarding the conditions,please contact the project monitor assigned to your grant(s). Thank you for your commitment and participation in improving highway safety.We look forward to the positive impact that your project(s)will have on making our roadways safer. Sincerely,e,...a :° v4 0_. Gerald F. Lackey, Ph.D. Commissioner Contract Attachments Order By .i .Attachment :. .Description No Data for Table C\tools\Tomcat 9.01webapps1RCO11pdf1tenp 1756833804637 dynarricFDF.pdf 2 of 3 IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43281-100625. A RESOLUTION to accept the State and Local Cybersecurity Grant Program (SLCGP) for Vulnerability Management between the Commonwealth of Virginia and the City of Roanoke ("City"), receiving services in lieu of direct funding, and authorizing the City Manager, or designee, to execute the Local Consent Agreement referred to above; and authorizing the City Manager, or designee, to execute such other documents and to take such further actions as may be necessary to implement, administer, and enforce such Agreement. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. City Council hereby accepts the State and Local Cybersecurity Grant Program (SLCGP) for Vulnerability Management between the Commonwealth of Virginia and the City of Roanoke ("City"), receiving services in lieu of direct funding, for the City's information technology networks, as set forth in the City Manager's Report dated October 6, 2025. 2. The City Manager, or designee, is authorized to execute on behalf of the City the SLCGP Local Consent Agreement for Vulnerability Management between the Commonwealth of Virginia and the City approved as to form by the City Attorney. 3. The City Manager, or designee, is further authorized to execute such other documents and take such further actions as may be necessary to implement, administer, and enforce such Local Consent Agreement. _ ATTEST: = Clerk. i- 1' 11.101111..qmCity Manager's Report � Submitted by: Vanessa Bohr, Director Department of Technology ROA N O K E October 6, 2025 Title: Acceptance of State and Local Cybersecurity Grant Program (SLCGP) consent agreement for Vulnerability Management program for the City of Roanoke IT networks. Background: On September 16, 2022, the Department of Homeland Security (DHS) announced the formation of the State and Local Cybersecurity Grant Program (SLCGP). This federal grant program, managed by the Department of Homeland Security, provides funding to state and local governments for cybersecurity improvements. The Virginia Information Technology Agency (VITA) works with the Virginia Department.of Emergency Management (VDEM) to help manage Virginia's participation. On September 6, 2024,. VITA assessed the City's current IT environment and identified areas that could be improved with grant funds. One of these areas was Vulnerability Management. - Considerations: The City of Roanoke is receiving services, in lieu of direct funding, from the Commonwealth of Virginia's FY 2022 SLCGP grant award. This consent is only effective for FY 2022 SLCGP federal funds and applies only to the portion of federal funding that will specifically benefit the City of Roanoke. The Local Consent Agreement authorizes VITA to start negotiations on behalf of the City of Roanoke for a Vulnerability Management service. Recommended Action: Accept the Commonwealth of Virginia Local Consent Agreement for Federal Fiscal Year 2022 and authorize the City Manager, or designee, to execute the agreement and any related documents; all such documents to be approved as to form by the City Attorney. Valmarie Turner, City Manager • Wto VIRGINIAj IT AGENCY R � " =Y 4' State and Local Cybersecurity Grant Program Commonwealth of Virginia Local Consent Agreement Federal Fiscal Year 2022 I, Enter your name here,the authorized official on behalf of Enter your organization name here (the"Local Governmental Entity"), located at Enter organization address here hereby expressly consent to the administrators of Virginia's State and Local Cybersecurity Grant Program award — namely the Commonwealth of Virginia's Administrative Agency (SAA),the Virginia Department of Emergency Management (VDEM) in conjunction with the Virginia Information Technologies Agency(VITA) — undertaking the following acts in accordance with the State and Local Cybersecurity Grant Program (SLCGP) for federal Fiscal Year(FY) 2022, Funding Opportunity Number DHS-22-137-000-01, as amended (Pub. L. No. 107-296) (6 U.S.C. § 665g): 1. Pass through items,services, capabilities, and activities in lieu of federal funding to local governments and rural areas on a statewide basis and with a minimum value of: a. For local governments:$2,064,601 for federal FY.2022. This represents the balance of the 80% local allocation requirement for federal FY 2022. b. For rural areas: $516,150 representing 25%of the above amount. 2. Utilize$2,064,601 of FY 2022 SLCGP grant funding for the following projects approved by the Virginia Cybersecurity Planning Committee in support of the goals and objectives found in the Virginia Cybersecurity Plan on behalf and for the benefit of local governments (including rural areas) for local government entities meeting qualification requirements outlined in the FY 2022 Notice of Funding Opportunity(NOFO) pursuant to the Virginia Cybersecurity Planning Committee's vote on March 19, 2025: 0 Vulnerability Management ❑ Endpoint Detection and Response Checkbox indicates project(s) which above named entity will participate This consent is given freely and with the understanding that the Local Governmental Entity is receiving items, services, capabilities, and activities (e.g., hardware, software,services) in lieu of direct funding from the Commonwealth of Virginia's FY 2022 SLCGP grant award. This consent is only effective for FY 2022 SLCGP federal funds and applies only to that portion of federal funding that will specifically benefit the Local Governmental Entity. Signed, Click or tap hereto enter text. Signature Printed Name:Click or tap here to enter text. Title: Click or tap here to enter text. Date: Click or tap here to enter text. 0. .ra t 0 ,, ,,` . '. CITY OF ROANOKE OFFICE OF THE CITY CLERK ii,', - ` 215 Church Avenue,S.W.,Room 456 `# ,. . Roanoke,Virginia 24011-1536 rr^ Telephone: (540)853-2541 Fax: (540)853-1145 CECELIA F.F.MCCOY,CMC E-mail: clerk@roanokeva.gov CityClerkCCCECELIA T.WEBB,CMC Deputy City Clerk October 10, 2025 RUTH VISUETE PEREZ,CMC Assistant Deputy City Clerk Ashok Tiwari, Director AG Property, LLC 3716 New Spring Branch Road, S. E. Roanoke, Virginia 24014 Dear Ashok Tiwari: I am enclosing an attested copy of Ordinance No. 43282-100625 allowing an encroachment requested by Charter Foods, Inc. (collectively "Occupant"), owned by AG Property, LLC (collectively "Owner") for drive-through access improvements located at 2657 Peters Creek Road (Tax Map No. 6370101) that totals approximately 4,860 square feet, including the entrance to the facility and a -drive aisle measuring approximately 160 feet by 23 feet located within the City right-of-way upon certain terms and conditions. Furthermore, Paragraph 3 states Owner and Occupant, its grantees, assigns, or successors in interest, shall, for the duration of this Encroachment, maintain on file with. the City Risk Manager evidence of insurance coverage for such Encroachment in an amount not less than $2,000,000 of general liability insurance. The certificate of insurance must list the City of Roanoke, its officers, agents, and ,employees as additional insureds, and an endorsement by the insurance company naming these parties as additional insureds must be received within thirty (30) days of recordation of this ordinance. The certificate of insurance shall state that such insurance may not be canceled or materially altered without thirty (30) days written advance notice of such cancellation or alteration being provided to the Risk Management Officer for the City of Roanoke. If Owner and Occupant hires a contractor to perform any work in conjunction with these Encroachments, the. contractor must provide general liability insurance coverage naming the City of Roanoke, its officers, agents, employees and volunteers as additional insureds as it relates to this particular work. Lastly, Paragraph 5 states that Ordinance No. 43282-100625 shall be in full force and effect at such time as (a) a special exception must be granted- by the Board of Zoning Appeals for the construction of the drive-through facility; (b) a comprehensive development plan must be approved by the City of Roanoke Planning, Building, and Development Department; (c) a stormwater maintenance agreement must be executed with the City.of Roanoke for the underground utilities; and (d) a copy, duly signed, sealed, and acknowledged by Owner and Occupant has been admitted to record, at the Ashok Tiwari, Director AG Property, LLC Page 2 cost of Owner and Occupant, in the Clerk's Office of the Circuit Court for the City of Roanoke and shall remain in effect only so long as a valid; current certificate evidencing the insurance required in Paragraph 3 above is on file in the Office of the City Clerk, or until the City requires the removal of such Encroachments, which may be done in the sole discretion of the City by sending written notice to Owner and Occupant to remove such Encroachments. In the event that the above conditions (a) through (d) are not completed within 180 days from the adoption of this Ordinance, this Ordinance. shall terminate and be of no further force and effect. The abovementioned Ordinance was adopted by the Council of the City of Roanoke at its regular meeting held on Monday, October 6, 2025, and is in full force and effect upon passage. Sincerely, Cecelia F. McCoy, CMC City Clerk Enclosure c: John Reed, Charter Foods, Inc., 1111 Gateway Service Park Road, Morristown, Tennessee 37813 The Honorable Brenda Hamilton, Clerk of Circuit Court Timothy Spencer, City Attorney Angie O'Brien, Deputy City Manager Sam Roman, Deputy City Manager Margaret Lindsey, Director of Finance Marc Nelson,.Director of Economic Development Ross Campbell, Director of Public Works Dwayne R. D'Ardenne, Transportation Division Manager Alicia Cundiff, Economic Development Specialist PUBLIC RIGHT-OF-WAY LOCATED ADJACENT TO TAX MAP NO.6370101 IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43282-100625. AN ORDINANCE allowing an encroachment requested by Charter Foods,Inc. (collectively "Occupant"), owned by AG Property, LLC (collectively "Owner")\for drive-through access improvements located at 2657 Peters Creek Road(Tax Map No. 6370101)that totals approximately 4,860 square feet, including the entrance to the facility and a drive aisle measuring approximately 160 feet by 23 feet located within the City right-of-way upon certain terms and conditions; and dispensing with the second reading of this Ordinance by title. BE IT ORDAINED by the Council of the City of Roanoke that: 1. Authorization is hereby granted by the City of Roanoke("City")pursuant to Section 15.2-2009 of the Code of Virginia(1950) as amended,to allow the encroachment for drive-through access improvements to be maintained by Owner and Occupant to be placed in the City's public right-of-way at 2657 Peters Creek Road. The Encroachment shall consist of approximately 4,860 square feet, including the entrance to the facility and a drive aisle measuring approximately 160 feet by 23 feet and are more particularly set forth and described in the City Manager's Report dated October 6, 2025, which Report and attachments are incorporated into and made a part of this Ordinance by reference. 2. It is agreed by Owner and Occupant that in maintaining such Encroachment, Owner and Occupant and its grantees, assignees, or successors in interest agree to indemnify and save harmless the City of Roanoke, its officials, officers, agents, and employees from any and all claims for injuries or damages to persons or property, including attorney's fees, that may arise by reason of the above-described Encroachment. Owner and Occupant agrees that the Encroachment shall be removed and/or relocated at any time from the right-of-way upon written demand of the City of Roanoke,and that such removal of the Encroachment shall be at the sole cost and expense of Owner and Occupant. Owner and Occupant agrees that it shall be responsible for the maintenance, operation, cleaning, repair, restoration, and replacement of the Encroachment, and it shall replace any damage to drive-through facility, and any damage to the City's right-of-ways, caused by the maintenance, operation, cleaning, repair, restoration, and replacement of the Encroachment, at Owner's and Occupant's sole cost and expense. 3. Owner and Occupant, its grantees, assigns, or successors in interest, shall, for the duration of this Encroachment, maintain on file with the City Risk Manager evidence of insurance coverage for such Encroachment in an amount not less than $2,000,000 of general liability insurance. The certificate of insurance must list the City of Roanoke, its officers, agents, and employees as additional insureds, and an endorsement by the insurance company naming these parties as additional insureds must be received within thirty (30) days of recordation of this ordinance. The certificate of insurance shall state that such insurance may not be canceled or materially altered without thirty(30) days written advance notice of such cancellation or alteration being provided to the Risk Management Officer for the City of Roanoke. If Owner and Occupant hires a contractor to perform any work in conjunction with these Encroachments, the contractor must provide general liability insurance coverage naming the City of Roanoke, its officers, agents, employees and volunteers as additional insureds as it relates to this particular work. 4. The City Clerk shall transmit an attested copy of this Ordinance to Owner at the following address: AG Property, LLC, c/o Ashok Tiwari,Director, 3716 New Spring Branch Road, S.E.,Roanoke,VA 24014 and Occupant at the following address: Charter Foods,Inc.,c/o Jon Reed, 1111 Gateway Service Park Road, Morristown,TN 37813. 2 5. This Ordinance shall be in full force and effect at such time as(a) a special exception must be granted by the Board of Zoning Appeals for the construction of the drive-through facility; (b) a comprehensive development plan must be approved by the City of Roanoke Planning, Building,and Development Department;(c)a stormwater maintenance agreement must be executed with the City of Roanoke for the underground utilities; and (d) a copy, duly signed, sealed, and acknowledged by Owner and Occupant has been admitted to record, at the cost of Owner and Occupant, in the Clerk's Office of the Circuit Court for the City of Roanoke and shall remain in effect only so long as a valid, current certificate evidencing the insurance required in Paragraph 3 above is on file in the Office of the City Clerk, or until the City requires the removal of such Encroachments, which may be done in the sole discretion of the City by sending written notice to Owner and Occupant to remove such Encroachments. In the event that the above conditions (a) through(d) are not completed within 180 days from the adoption of this Ordinance,this Ordinance shall terminate and be of no further force and effect. 6. The terms, conditions, and obligations contained within this Ordinance shall constitute a covenant running with the land, and are made expressly binding on Owner's and Occupant's grantees, assignees, and successors in interest, and/or title, unless and until the Encroachments are removed, or the authorization for the Encroachments are revoked by City Council. 7. Pursuant to Section 12 of the City Charter,the second reading of this Ordinance by title is hereby dispensed with. -� ATTEST: Cee--digu'g-. City Clerk. rY. `� -~, 3 The undersigned acknowledge that they have read and understand the terms and conditions stated above and agree to comply with these terms and conditions. OWNER Ashok Tiwari,Director AG Property, LLC COMMONWEALTH OF VIRGINIA ) )To-wit: CITY/COUNTY OF ) I, a Notary Public in and for the State and City aforesaid, do certify that the foregoing instrument was acknowledged before me this day of ,by Ashok Tiwari. My Commission expires: Notary Public SEAL OCCUPANT Jon Reed Charter Foods,Inc. COMMONWEALTH OF VIRGINIA ) ) To-wit: CITY/COUNTY OF ) I, a Notary Public in and for the State and City aforesaid, do certify that the foregoing instrument was acknowledged before me this day of ,by Jon Reed. My Commission expires: Notary Public SEAL 4 City Manager's Report Ili&111ffiPr-im Submitted by: Marc Nelson, Director Department of Economic Development ROANOKE October 6, 2025 Title: Request for an encroachment permit for Charter Foods, Inc., for drive- through access improvements located adjacent to property at 2657 Peters Creek Road, N.W., Tax Map No. 6370101. Background: Charter Food, Inc. (Applicant) requests an encroachment permit for the construction of private improvements, including a drive aisle and entrance to a new eating and drinking establishment featuring a drive-through facility. The proposedencroachment area totals approximately 4,860 square feet, including the entrance to the facility and a drive aisle measuring approximately 160 feet by 23 feet, as shown on the attachment "A". The property is located at 2657 Peters Creek Road, N.W., bearing Official Tax Map No. 6370101. The Applicant intends to construct a new Taco Bell restaurant on the Property. The property was previously occupied by a financial institution, which included an existing encroachment into the right-of-way for a parking lot. The right-of-way at this location does not follow the typical street alignment, with the property line set back approximately 60 feet from the standard right-of-way along Peters Creek Road. This condition is likely due to an existing stormwater culvert that follows the natural channel of Peters Creek. Aerial imagery indicates that the prior encroachment has been in place since at least 1995. The proposed encroachment would reduce the overall area currently encroaching into the right-of-way and facilitate the construction of the new restaurant. This development will enhance the Peters Creek Road commercial corridor by modernizing the site, improving traffic circulation, and supporting new private investment. The proposed improvements will also bring the Property into compliance with City standards while improving accessibility for customers and reducing potential congestion on adjacent roadways. As a condition to being granted an encroachment permit, the Applicant will be requiredto obtain and maintain liability insurance naming the City of Roanoke (City) as an additional insured and to indemnify and hold the public harmless against all claims against the City arising out of the placement of the drive-through access improvements within the public right- of-way. The Applicant will also be responsible for the ongoing maintenance of the improvements within the encroachment area. In addition, the following conditions must be met prior to final approval: a special exception must be granted by the Board of Zoning Appeals for the construction of the drive-through facility; a comprehensive development plan must be approved by the City of Roanoke Planning, Building and Development Department; and a stormwater maintenance agreement must be executed with the City of Roanoke for the underground utilities. Recommended Action: Approve the proposed ordinance authorizing the encroachment of approximately 4,860 square feet of drive-through access improvements, owned and maintained by Charter Foods, Inc. into the public right-of-way at 2657 Peters Creek Road, N.W., as shown on the plan attached to this letter. All necessary documents required for this encroachment are to be approved as to form by the City Attorney. Valmarie Turner, City Manager • ISM LEGEND / \ STANDARD DUTY ASPHALT PAVEMENT IN PARKING STALLS __ / \ HEAVY DUTY ASPHALT PAVEMENT W ACCESSAISLES PR?. m ua rrrr xa m^r,rraw (SEE DETAIL SHEET 0 1.0) ummirmr r�Pamo _- ---------- N. CONCRETE PAVEMENT(REINFORCED M APRON,DRIVE THRU.IiiTiiiieZi LANE A DLMPSTER ENCLOSURE,NON REINFORCED IN ADA o \ ID ACCESSIBLE SPACES(SEE DETAILS SHEET 0 IB) FULL SIZE SNEET47'o \ - P CONCRETE SDEWALK(SEE DETAL SHEET 01.0) %- .4 ;II RIGHT CFWA',ENCROACHMENT AREA _ • n - - -- _ , © NUMBER OF PARKING STALLS PETERSCREEICROAO Ka�P I �' _ .- ,FFIl/H Ew1,111 9 / ENGINEERING aeasraculf AnNKHELaA45'17 - Q PLAN NOTES vmraw•vs01,,,,.c-F �'� 3135 Euclid Ave. ---- _$ ROPos6o wLoes25N Cleveland,OH ggnS toss - .�//�� - z. sEAt JOINrs 216-391-37o° 3. DIRECTIONAL ARROWS karpinskieng.com 5 4yM1'+ I. STOP BAR O © -Qa. _- W - W - - 5. ADA CURB RAMP --- I_P rL-iA ® � , W w -/- W --- 6. BOLLARDS AT BOLDING CORNERS AROUND DRIVE THRU - . 5•CURB �,)/ ( B. BEGIN CURB �®r 7. �� .Y...r .: b 'i. ,T� 1 END.. __RAy(- 3 J i G C ✓p 10.SEE ADA PARKING STALL DETAIL tO aP d,1pAp t /1� (S WOE MINIMUM ,y,1 l 11.NEOSTSTO P.SEE DETALRE(SEE DETAIL V• '-0 ./ RIGHT OF WAY WY 1Dy�p �1�,: y 11.FROST STOOP.SEE OETAL Il N O JAN �`' ENCROACIPIENT V / BENCHMARK SETn 13.tY WIDE CURB,TALL LLL f 1 \‘:( A : v , . WIEA/4,BE05D.F.0 \kk)x 4� CHISEL£DSDUAREON SOUTH WEST 10.CHIMED I �/ GORNEROFTRANSFORMERPAO. NV /a l046.14 �I r �• ELEVATION•tOfO.15'h. 15.pRNE THRU WINDOW Oa SIW.�-t _r�� I 18.MODIFIED INTEGRAL SDEWALKANO CIAK O ;&. PCIIRB REVEAL I 7 _X'rr fA I / r r 2. r d� /.y' / -Ix Ey PROPOSED ORDERING SPENCER AND MENU.(SEE ARCH.DETAIL) b'N /' F"• E V t I AFL RIY 1B.P WHITE S1RIPe FOR DRIVE THROUGH LANE 1��� *�A z7 6 �.1r--14/ fira „� s:T r- _ - -7- C`, �' . 44` nxeivearearvear &z! _..(-----. '' 7 " • I� m e•► ►� Ili'- E ,M.�. © �IIP/© a° _s. AIFEr E,-,oar ZONING TABLE 1 11 CRY OF ROANOKE ZONING CHAPTER35.2 IkIII pp�� yL� O 3 ZONING DISTRICT:CNDGTRILTAP0.YWGTOBE REZONED TOWOLSTRICT l ,� 19tl�8W1 k. I �r' I BOLDING i•' 4�" -� 1 FRONT REQUIRED PROVDED T y SIDE UD'd P.rr]Ps I 5 'NZ 0 0 ® .I I S REAR OPL• 9J I 0u T t• &Z DG HEIGHT 15'm WAX) 21.8• O I O P0.IACO BELL 0 MA%BLOG FOOTPRINT NONE 2$506E Q I F V 0 -® O ® P Q MN.PARKING REQUIREMENTS 0' 28SPACES Q L - MPERNd S SURFACE AREA WAKI53% I� r�.., " 2I er A O PARKING SPACE SIZE • PK20 A IA fa .�•.111 I■_ -.©O. II r1t/ d NUMBER SPACES(INCLUDING 2 AM- 266PACE6 A j 0 I / :F• ® 'S� w GENERAL NOTES A n © • I A. THE INTENT OF TUGS 0.ANISTOLONSTRL'CTA2 S505F 535EAT RESTAURANT tYRNA A H 0 Ty' DRIVE.TH2U WINDOW CNA PRIVATE PARCEL.PROJECT TO BE SERVED BY MUNICIPAL SEWER J eCl� EX STING AND WATER I i ,V/, RIGHT-0E-WAY� • it, RIGHT NG_ `,\\\\\ \\\\ GLL SHALL FORMEGULATIONS. (DONE BY OTHERS) STANpgROSPEC61fATDNS FOR CONSTRUCTION.WHICHEVER IGNORE STR4WEM. MVC11202I • 0 < • \ 10, 5 I D. PRIOR TITHE START OF CONSTRUCTION•THE CONTRACTOR SHALL COODINATE WITH THE SRE NUMBER - IENGINEER.ARCHITECT ANOOROWNER.M ORDER TO OBTNNANN OR PAY ALL THE STOPS HIMDEP. `_ ,I i NECESSARY LOCAL PERMITS,FEES AND BONDS. US ENDUES', 20E4 05 a 6awrre w' FIIP1 t E. ALL PROPOSED SIGNAGE SHALL CONFORM NTTH THE CRY OF ROANOKE ZONING F+ �I I REGLLATWNS,UNLESS AVARWNCE IS OTHERWISE REQUESTED AND GRANTED. • TACO BELL L EqH',FS'TTan2 EX,S- 0,0,VWFFEA __ 1 -- a -II O E63>Nws O2SL Pub M4 - - _S O- R -Q_ e -- eZ--- e - e sravecavouF.O II I F. ALL SIGNAGE AND PAVEMENT MARKINGS SHALL BE IN ACCORDANCE WITH THE LATEST EDMON Nxrda VA 2DH OF THE MANUAL ON UNIFORM TRAFFIC CONTRA DEVICES(M.U,T.C.D.)AND VDOT STANDARDS e e I� r• I AND 6PECIFIG4nONSMON.REFLECTORIZED PAYE...RHINOS).UNLESS OTHERWISE g W O NOTED. /,/�\� - frI.„1 I 0. ALL PARKING STALLS SHALL BE SEPARATED USING 4•WIDE SOLID WHITE STRIPES.STRIPING11/�j1O- 54N-_SAN-.�'A•RI,7 0EYCEO.I E I � QAPPLIGTpNSPNDNAlERl41 SHALL COM0.Y WITH DETALS ANO6PECIFMATIONS.. IL<,�`j��lUF•YAJ�- 54N 54N1' IxE1,�yBUq� H. KISTOP a4RS 6HALL BE I2'IN WIDTH IN ACOLOROFLYHRE;AIL TRAFFIC FLOW ARROvVS n,.WAF.1SHALL BE PANTED YELLOW. ">m�, � E"' bOA"'v""'"� ENDEAVOR 2.0 � ' EYl]0./DAYN/So O -W IN✓V2•?•Aafer • I. ALL BUILDING DIMENSKMSSHW.BEVERIFIEO WITHTHEAACHRECTURALPID STRUCTURAL PLANS •S \ SqN N I J. PLANS PROVIDED BY THE OWNER ANY DISCREPANCIES SHOIAD BE BROUGHT TO THE I I OMENSAO AREAS TOEBETOOUTSDEOFTHEATTENTION OF THE AND OWNER PRIORO UN MASONNRY. LESSOTHERWISE BNOTED.O THE START OF CONSTRUCTION X. a OMENS.. SITE PLAN K. HOURS OF OPERATION SHALL BE BETWEEN THE HOURS OF MOAN TO 1:00 AM(SEVEN DAYS). C2.0 • PLOT O. qq IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43283-100625. A RESOLUTION authorizing the City Manager's issuance and execution of a contract amendment to the City's contract with Stantec Consulting Services, Inc., for the engineering design services related to the Wasena In-River Park project; and authorizing the City Manager, or designee, to take such actions and execute such documents as may be necessary to provide for the implementation, administration, and enforcement of such contract, as amended. BE IT RESOLVED by the Council of the City of Roanoke that: 1. The City Manager, or designee, is hereby authorized, for and on behalf of the City, to issue and execute changes as may be necessary to the City's contract with Stantec Consulting Services, Inc., in an amount not to exceed $159,003 for engineering design services including providing multiple river access points, including two Americans with Disabilities Act compliant boat launches, along with a number of in-stream whitewater features, all as more fully set forth in the City Manager's Report dated October 6, 2025. 2. The form of such contract amendment shall be approved by the City Attorney. 3. The City Manager, or designee, is further authorized to take such actions and execute such documents as may be necessary to provide for the implementation, administration, and enforcement of the Contract, as amended. Such documents shall be approved as to form by the City Attorney. ATTEST: City Clerk. City Manager's Report ' Submitted by: Cindy McFall, Director Parks and Recreation ROANOKE October 6, 2025 Title: Execution of an amendment to the contract with Stantec Consulting Services Inc., in connection with the Wasena In-River Park project. Background: In 2023, the City entered into an agreement with Stantec Consulting Services Inc. (Stantec)for engineering design services relatedto the Wasena In-River Park project. This project scope includes five in-stream construction sites along a one-mile stretch of the Roanoke River, from the Memorial Avenue Bridge upstream to the Wiley Drive low-water bridge near Winona Avenue SW. These improvements will provide multiple river access points— including two Americans with Disabilities Act compliant boat launches along with a number of in-stream whitewater - features. Considerations: When design for the project was contracted in 2023, there were many unknowns in terms of what the ultimate scope for construction would be. Contributing factors to early project uncertainty included: specifics of river morphology that might enable or limit technical feature design; multiple federal agencies with the potential to limit permitted structures for ecological, environmental, or flood plain impacts; if there would be a need to phase construction over a number of years; and how the total project budget might limit construction scope and/or grow with outside grant funding. As such, instead of including a scope for the Construction Administration phase in the initial engineering contract, it was determined the most prudent path was to add that scope with an amendment when more certainty about construction scope and timeline could enable more precise scoping for this fee. Services included in this Construction Administration scope include responses to the contractor's requests for design clarifications/modifications based on unforeseen variations found in the field; on-site oversight of the highly technical in-stream feature installations; and continued coordination to ensure permit compliance. The original contract for engineering design services was $481,860.20, with a previous amendment of$54,499.56 for additional engineering work required to achieve a no-rise flood plain impact and approved stormwater management plans. The proposed fee of$159,003 for the Construction Administration scope is a not-to-exceed amount and brings the total contract modifications to more than 25% of the original contract amount. Funding for these services is available in a Parks and Recreation Operational Account, Construction and Development Supplies 101-4360-0000-53011. Recommended Action: Authorize the City Manager, or their designee, to execute an amendment to the contract with Stantec, in an amount not to exceed $159,003.00, as approved to form by the City Attorney, and to take all necessary actions and execute any required documents for its implementation, administration, and enforcement. Valmarie Turner, City Manager IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43284-100625. AN ORDNANCE amending and reordaining Section 10-52. Same — Polling place, of Chapter 10 - Elections, Code of the City of Roanoke (1979), as amended; to change the name of the polling place for Voter Precinct No. 18, Summit Hills Precinct,to Sovereign Grace Community Church; establishing an effective date; and dispensing with the second reading of this Ordinance by title. WHEREAS, Section 10-52, Same-Polling place. The name of the polling place in Voter Precinct No. 18, Summit Hills Precinct, is hereby amended to change the name from Westminster Presbyterian Church to Sovereign Grace Community Church, with the location of 2216 Peters Creek Road,N.W., remaining the same. THEREFORE, BE IT ORDAINED by the Council of the City of Roanoke that: 1. Chapter 10 - Elections, Article I, In General, Section 10-52. Same—Polling place, Code of the City of Roanoke (1979), as amended, is hereby amended and reordained to read and provide as follows: Section 10-52, Same—Polling place. The polling place in Voter Precinct No. 18, Summit Hills Precinct, is hereby established at Westminster Presbyterian Church Sovereign Grace Community Church, located at 2216 Peters Creek Road,N.W. 2. This Ordinance shall be in full force and effect upon its passage. 3. Pursuant to the provisions of Section 12 of the City Charter, the second reading of this Ordinance by title is hereby dispensed with. ATTEST: /` —/tip City a Office of the City Attorney ROAN O KE October 6, 2025 Title: Proposed City Code Amendment regarding Chapter 10 - Elections, Article I, In General, Section 10-52. Same— Polling place, Code of the City of Roanoke (1979), as amended. Background: . The City Attorney's Office has been working with the City's General Registrar to update the name of the polling place for Voter Precinct No. 18, Summit Hills Precinct, from Westminster Presbyterian Church to Sovereign Grace Community Church. Considerations: Adoption of the attached Ordinance. A copy of the proposed Ordinance amending Chapter 10 - Elections, Article I, In General, Section 10-52. Same — Polling place, Code of the City of Roanoke, is attached to this memo. Recommended Action: I recommend that City Council consider adoption at this time of the attached Ordinance amending Chapter 10 - Elections, Article I, In General, Section 10-52. Same — Polling place. Timothy Spencer, City Attorney IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43285-100625. AN ORDINANCE to repeal and replace Ordinance No. 43176-042125, adopted April 21, 2025, to correct a scriveners error in the budget revenue account number and adopting an Ordinance correcting the error, in connection with the acceptance of the FY2024 Continuum of Care ("CoC") Grant Award to the City of Roanoke, on behalf of the Department of Social Services' Homeless Assistance Team ("HAT"), from the U.S. Department of Housing and Urban Development ("HUD"), in the amount of $150,059, upon certain terms and conditions; appropriating 2024-2025 Grant Funds; authorizing the City Manager to execute any necessary documents necessary to accept such Grant; and dispensing with the second reading of this ordinance by title. BE IT ORDAINED by the Council of the City of Roanoke that: 1. Ordinance No. 43176-042125, adopted April 21, 2025, is hereby REPEALED. 2. The City of Roanoke, on behalf of its Depatiment of Social Services' Homeless Assistance Team, hereby accepts the FY2024 CoC Grant Award from the U.S. Department of HUD, in the amount of$150,059, with a local cash match of$54,201 from the City, for a total program budget of $204,260, to assist homeless persons in their transition from streets and emergency shelters and/or directly to permanent housing, as more particularly set forth in the City Manager's Report dated April 21, 2025. 2. The City Manager or designee is hereby authorized to execute and file, on behalf of the City, the grant agreement and all necessary documents required to accept such grant. All documents shall be upon form approved by the City Attorney. 3. The City Manager or designee is further directed to furnish such additional information as may be required in connection with the City's acceptance of this grant. 4. The following sections of the 2024-2025 Grant Fund be, and the same are hereby, amended and reordained to read and provide as follows: Grant Fund Appropriations: Regular Employee Salary 235-1270-0000-51102-400170 $111,884 Temporary Employee Wages 235-1270-0000-51104-400170 16,478 City Retirement 235-1270-0000-51105-400170 18,249 Health Savings 235-1270-0000-51117-400170 1,120 FICA 235-1270-0000-51120-400170 9,797 Dental Insurance 235-1270-0000-51126-400170 389 Life Insurance 235-1270-0000-51130-400170 1,491 Disability Insurance 235-1270-0000-51131-400170 416 Health Insurance BRA-ER 235-1270-0000-51183-400170 7,897 Telephone 235-1270-0000-52020-400170 168 Telephone-Cellular 235-1270-0000-52021-400170 2,195 Administrative Supplies 235-1270-0000-52030-400170 1,312 Expendable Equipment(<$5,000) 235-1270-0000-52035-400170 1,312 Motor Fuel Billed Through Fleet 235-1270-0000-52039-400170 1,050 Program Activities 235-1270-0000-52066-400170 28,875 Postage 235-1270-0000-52160-400170 52 Fleet Labor Billings 235-1270-0000-57025-400170 1,050 Fleet Parts/Sublet Billing 235-1270-0000-57026-400170 525 Revenues: Federal Grants 235-1270-0000-40121-400170 $150,059 Local Match- Transfer from General Fund 235-1270-0000-40126-400170 $54,201 5. Pursuant to Section 12 of the Charter of the City of Roanoke, the second reading of this ordinance by title is hereby dispensed with. ATTEST: :`J • City Clerk. _ ,�` IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 6th day of October 2025. No. 43286-100625. AN ORDINANCE to repeal and replace Ordinance No. 43210-061625, adopted June 16, 2025,to correct a scriveners error in the budget revenue account number and adopting an Ordinance correcting the error, in connection with the acceptance of funding from the Commonwealth of Virginia Compensation Board for the Multi-Jurisdictional Special Drug Prosecutor for Fiscal Year 2026, amending and reordaining certain sections of the 2025-2026 Grant Fund appropriations, as detailed more fully infra; and dispensing with the second reading of this ordinance by title. BE IT ORDAINED by the Council of the City of Roanoke as follows: 1. Ordinance No. 43210-061625, adopted June 16, 2025, is hereby REPEALED. 2. The City of Roanoke hereby accepts funding for the Multi-Jurisdictional Special Drug Prosecutor for Fiscal Year 2026 in the total amount of$156,920 from the Compensation Board of the Commonwealth of Virginia, effective July 1, 2025 through June 30, 2026, with the City providing a local match in the amount of$84,030,for a total funding of$240,950,as set forth in the City Manager's Report dated June 16, 2025. 2. The City Manager,or designee,is hereby authorized to execute and file on behalf of the City of Roanoke any and all documents required setting forth the conditions of this grant in a form approved by the City Attorney. 3. The City Manager, or designee, is further directed to furnish such additional information as may be required to implement and administer the foregoing Grant. 4. The following sections of the 2025-2026 Grant Fund appropriations be and the same are hereby amended and reordained to read and provide as follows: Grant Fund Appropriations: Regular Employee Salaries 235-2210-0000-51002-400167 $160,783 City Retirement 235-2210-0000-51105-400167 33,990 401H Health Savings Account 235-2210-0000-51117-400167 1,608 FICA 235-2210-0000-51120-400167 12,300 Medical Insurance 235-2210-0000-51125-400167 19,707 Dental Insurance 235-2210-0000-51136-400167 867 Life Insurance 235-2210-0000-51130-400167 2,154 Long Term Disability Insurance 235-2210-0000-51131-400167 541 Administrative Supplies 235-2210-0000-52030-400167 5,000 Training and Development 235-2210-0000-52044-400167 4,000 Revenues: State Grants 235-2210-0000-40122-400167 $156,920 Local Match—General Fund 235-2210-0000-40126-400167 84,030 5. Pursuant to Section 12 of the Charter of the City of Roanoke,the second reading of this ordinance by title is hereby dispensed with. ATTEST: a,`7 City Clerk .—