HomeMy WebLinkAboutCouncil Actions 07-20-00 PlanROANOKE CITY COUNCIL .............. PLANNING RETREAT
July 20 - July 21, 2000
8:30 a.m.
The Council of the City of Roanoke held its Planning Retreat on Friday and
Saturday, July 20 and 21,2000, commencing at 8:30 a.m., at the home of Dr. and Mrs.
Robert Roth, 100 November Lane, Wirtz, Virginia, facilitated by Lyle Sumek, Lyle
Sumek Associates, Inc.
COUNCIL MEMBERS PRESENT: William D. Bestpitch, William H. Carder, C.
Nelson Harris, William White, Sr., Linda F. Wyatt, and Mayor Ralph K. Smith ........ 6.
COUNCIL MEMBERS ABSENT: W. Alvin Hudson, Jr.- ................................ 1.
STAFF PRESENT: In attendance atthe morning work session were: Darlene L.
Burcham, City Manager; James D. Grisso, Director of Finance; William X Parsons,
Assistant City Attorney; Mary F. Parker, City Clerk; Christopher L. Slone, Public
Information Officer; and, in addition to the above listed persons, James D. Ritchie,
Sr., Deputy City Manager; Kit B. Kiser, Assistant City Manager for Operations; and
George C. Snead, Jr., Assistant City Manager for Community Development, attended
the Friday afternoon work session and the Saturday morning work session.
Mr. Sumek reviewed proposed outcomes for the retreat which include a
strategic direction for Roanoke; i.e.: goals for 2005+, policy agenda and strategic
plan for 2000-01; enhanced Mayor/Council teamwork and effectiveness through
understanding each other as individuals; and Council team work and refinements
in the governance process. He advised that discussion would involve a framework
for Council effectiveness such as challenges for City leaders, the Council/Manager
form of government - history and basic principles, lessons from effective Councils
and teamwork - the key to City success, discussion on building the Mayor/Council
team through getting to know each other, problem solving, decision making, conflict
resolution and negotiations, and keys to team effectiveness with an eye on the future
by targeting Roanoke's key and unique assets, Council members' legacy for
Roanoke, and major challenges facing the City of Roanoke. Mr. Sumek stated that
the afternoon session would deal with strategic goal setting for the Roanoke of
today and Roanoke in 2005+ and a policy agenda for 2000-01, including targets for
Council action.
There was discussion with regard to the types of persons that Council
Members deal with; i.e.: those persons who want things now, fast and convenient
and those persons who cannot be satisfied. Mr. Sumek pointed out that many
Council's in today's world spend considerable time on the unimportant, and asked
that Council think about how to focus on what is truly important in today's times.
Mr. Sumek reviewed the personal characteristics, similar to a Myers-Briggs
study, of those persons in attendance who were born between the years 1935-1943
and 1954-1967.
He made the following observations: if one looks at who their community is,
values have to be adjusted along with the values that are brought to the table; the
key today is governing, or doing what is best for the city; governing will be crucial
during the next 12 - 15 months; Council should be the group to make decisions;
Council's job is to set policy to lead the needs, desires and expectations of the
locality, and management's job is how to carry out services and service results
impacts.
Mr. Sumek advised that the key ingredients of an effective Council acting as
the Board of Directors of a public corporation are: to hire a Chief Executive Officer,
to set strategic direction, to determine business, to establish a work program, to be
a cheerleader and advocate, to evaluate performance/accountability, to set the tone
through action, to decide (closure and direction), to know the community's needs
and anticipate opportunities, and to define problems and establish parameters.
Mr. Sumek noted that effective teams recognize goals through unifying
purposes/goals (goals and outcomes, work programs and game plans, strategy and
action steps); roles (individual contributions by valuing individuality); defining
responsibilities and practicing teamwork; executing - by producing results through
action; analyzing, deciding, acting, evaluating, learning and adjusting; an attitude or
a willingness to work together with respect for each other; cooperation, openness
and celebrating successes; and trusting each other where commitments become
reality leading to learning from setbacks, establishing guidelines and support for
each other.
The Members of Council engaged in a learning skills inventory. Following the
assignment, Mr. Sumek made the following observations:
City staff should devote no more than three-five minutes on staff
presentations for Council;
Slides will not be as effective as on site inspections/visits which will lead to
more inner action by Council and walking sites collectively rather than
individually will be more productive;
Council has the ability to act quickly to solve problems;
No one should be desirous of a team that acts and thinks alike;
Council works well with oral briefings;
Council is well focused on issues;
Council needs time for discussion;
Council needs to take time to define problems;
Council will function better through photographs rather than by text;
Council needs to take time to evaluate and make adjustments as necessary;
Council should avoid blame, or finding fault, which will act to restrict staff's
ability to be helpful;
Council needs a variety of options from the City Manager;
Council should refer emotionally charged issues to the City Manager;
Work sessions or study sessions will be critical to Council's successes
because spending more time in work sessions than in formal Council
sessions where one or two topics receive in-depth discussion will provide an
avenue where Council Members can negotiate with each other;
Council believes that plans and processes are flexible and expects staff to
report back with modified plans; and
Council should not have a document handed out at the last minute because
some Council Members need time to review contents either one on one or
collectively.
The Members of Council completed the Thomas - Kilmann Conflict Modes
Instrument which is designed to assess the behavior of an individual in conflicting
situations, or those situations where the concerns of two people appear to be
incompatible; in such situations, a person's behavior can be described along two
basic dimensions: (1) assertive - the extent to which the individual attempts to
satisfy his/her own concerns and (2) cooperativeness - the extent to which the
individual attempts to satisfy the other persons' concerns; and these two basic
dimensions of behavior can be used to define five specific methods of dealing with
conflict: viz: competing, collaborating, compromising, avoiding, and
accommodating.
Based on responses to 30 questions included in the exercise, the facilitator
reviewed the scores of each participant and how they ranked within the Thomas-
Kilmann profile.
Based on individual scores, Mr. Sumek analyzed the group as follows:
The keys to success will be the ability to compromise, and Council will
resolve more conflicts through compromise.
Council will need time to look at options leading to a collective solution/
compromise.
Council needs rules because if it gets too competitive, it will lose
effectiveness.
If there is a conflict, it should be placed on the table for discussion by
Council.
Council Members want the same information at the same time.
Mr. Sumek asked Council Members to respond to the following:
(1) Identify three peak experiences in your life.
(2) List two - three things that no one in the room knows about you.
(3) Why did you get involved in City and community activities?
(4) What do you do for fun?
Following the exercise, the facilitator collected $10.00 from each participant
and designated Mr. Bestpitch as Chair of a committee composed of Council Member
Wyatt and City Manager Burcham to plan a special/fun event for participation by the
group within the next 30 - 40 days.
Council Members were then requested to identify three primary assets of the
City, what is unique about the City of Roanoke that gives the City a competitive edge,
what is the legacy that Council Members would like to leave, and what are the three
biggest challenges facing the community.
Following lunch, each Council Member reported outtheir individual responses
to the above listed questions.
The City Manager advised that she would like for Council to define what size
of community it would like the City of Roanoke to be, what mix of owner occupied
or rental housing should exist, and what percentage of housing should be
subsidized and/or Iow to moderate income housing. She stated that from that
information, Council could better evaluate the proposals that come before it. She
added that sometimes when a locality loses population, is not the negative that it is
portrayed to be.
It was noted by a Member of Council that the matter should be discussed as
a part of the City's Comprehensive Plan and the facilitator advised that Council
should provide input into the Comprehensive Plan early in the process to let staff
know of Council's vision and questions that need to be addressed.
Mr. Sumek pointed out that Roanoke is a winner and referred to the downtown
area and improvements in the neighborhoods. He advised that a winner
acknowledges a goal, and a community continually refocuses on that goal; a winner
shares the successes rather than claims the successes; a winner is dependent upon
a leader and the City should look at ways to develop the next generation of leaders
(mentoring); and a winner has a game plan or strategy which provides the flexibility
to react to a changing environment.
The facilitator reviewed suggestions made by Council Members as a result of
individual interviews regarding goals for Roanoke for the year 2005 and beyond, as
follows:
Vibrant downtown,
Strong historic neighborhoods,
Healthy local economy,
A community where people want to live,
Working together as a City,
Enhanced environmental quality,
Quality service: responsive and cost effective, and
Financially stable City government.
Council Members broke into groups of two, with appropriate City staff, and
each group selected two of the above listed goals for discussion as to challenges
and opportunities.
Following the exercise, each Member of Council was requested to rank, one
to four, the most important goals of the City; whereupon, the following goals were
identified:
Healthy local economy,
Quality Service: responsive, cost effective,
Strong historic neighborhoods (the word historic was later deleted),
Working together as a city,
Vibrant downtown, and
Enhanced environmental quality.
Mr. Sumek referred to the following issues previously identified by the
Members of Council in individual interviews that they would like to accomplish over
the next year:
Comprehensive Plan
Westview Terrace
Victory Stadium
Riverside Centre Development
Higher Education Center
1-73: Policy on alignment
Neighborhood Plans/Planning
High School
Renaissance Plan
Tourism: Policy and Funding
Zoning Ordinance: Revision
Government Effectiveness
Regional Policy Agenda
Code Enforcement: Enhancement
Schools As Community Centers
Greenway/Bike Lanes Development
CDBG: Policy and Process
Recreation for Youth: Direction
Social Services: Direction
City Hall/Space Plan
Housing Policy
Customer Service
Financial Policies and Multi Year Plan
"Historic": Policy Direction
Henry Street Area
Air service: Enhancement
Community Clean Up Policy/Project
Utility Rates
Compensation and Pension Policy
The City Manager presented a list of issues prepared by City staff that need
to be addressed over the next six years and advised that it will be interesting to see
how much similarity exists between the list prepared by staff and Council's list.
At 6:00 p.m., the work session was declared in recess for dinner. Following
dinner, it was the consensus of Council to reconvene at 8:30 a.m., on Saturday,
July 21, at the home of Dr. and Mrs. Roth.
The Planning Retreat reconvened on Saturday, July 21, at 8:30 a.m., at the
home of Dr. and Mrs. Robert Roth, 100 November Lane, Wirtz, Virginia.
The facilitator reviewed a hand out regarding effective leaders who are defined
as path finders, who believe in creating the future through goals, targets for action,
and linking actions to goals; leaders are team builders who develop partners to set
a positive tone, involve others by listening, and share resources; and leaders are
conductors who inspire others to act through clear direction and then delegation,
monitoring of performance, and celebrating successes.
Based on a tabulation of the exercise that Members of Council participated in
on Friday afternoon in regard to challenges and opportunities relative to the goals
listed on page 9, the facilitator advised that the six goals identified by Council
Members for Roanoke 2005+ are:
Healthy local economy,
Quality service: responsive and cost effective,
Strong historic neighborhoods (the word "historic" was later deleted),
Working together as a City,
Vibrant downtown, and
Enhanced environmental quality.
Also, based on the exercise each Member of Council participated in on Friday,
each goal was broken down as to what it means to a citizen -- objectives, challenges
and opportunities; whereupon, the Members of Council, were requested to go back
into the same work teams and define four - five of the most critical short term
challenges and opportunities pertaining to each objective.
Mr. Sumek discussed formulas for success, followed by a discussion of the
29 issues identified by Council as 2001 targets for action, plus ten targets identified
by City staff:
Comprehensive Plan: Update: The City Manager advised that a key
issue relating to the process is the appointment of an advisory
committee through a nomination process; the City Planning
Commission could review the goals and forward a recommendation to
Council of approximately 30 persons to serve as an advisory group,
which would also provide a way to involve citizens who have not
otherwise been involved in City government and create a kind of
emerging leaders list.
Westview Terrace: Direction. The City Manager advised that the issue
is almost completed and is scheduled for Council's August 7 agenda.
Victory Stadium - Direction and Action Plan: The City Manager noted
that the matter is scheduled to come to Council in the near future.
Riverside Centre: Policy, Direction and Action: The City Manger
advised of meetings which have been scheduled with the three
businesses that use rail service as a part of their operation to try and
resolve certain issues.
Higher Education Center: Actions: The City Manager noted that parking
needs have been budgeted and land acquisition potential should be
added to the needed action.
1-73: Policy Direction - The City Manager advised that Council needs to
decide if it wants to conduct public hearings in addition to the Virginia
Department of Transportation public hearings, and some members of
Council have indicated that Council work sessions are needed.
Neighborhood Plans: Development-The City Manager advised that five
neighborhood plans are scheduled for completion in the year 2000, and
neighborhood plans and the Comprehensive Plan go hand in hand.
High School: Policy, Direction and Funding - There was discussion
that the matter is a school related issue and Council's role is to be a
funding partner. The City Manager advised that at some point, Council
will need to discuss the funding cycle, and the information that Council
received in May during 2000-01 budgetstudy by school representatives
has been somewhat accelerated by approximately one year; and if there
is to be a bond referendum in the future, the high schools are an
important element of any action plan that is presented to the voters.
9. Renaissance Plan: Direction and Action Steps.
10. Tourism: City/Regional Policy and Funding.
11. Zoning: Evaluation and Policy.
12. Government Effectiveness: Evaluation and Actions.
13.
Regional Policy Agenda. The City Manager called attention to an
invitation that was extended at a recent meeting with the Roanoke
County Board of Supervisors in regard to a social event that would be
participated in by elected officials and staff from the surrounding
Roanoke Valley jurisdictions.
14. Code Enforcement: Evaluation.
15. Schools As Community Centers.
16. Greenway/Bike Lanes Development.
17. CDBG: Policy and Process.
18. Recreation/Programs for Youth.
19. Social Services. Direction.
20. City Hall.
21. Housing policy.
22. Customer service.
23.
Financial Policies and Multi Year Plan: The City Manager suggested
that Council commit to another retreat before the end of the year to not
only make an assessment of this retreat, but to look at the future and
discuss strategic financial planning. She suggested a
December/January time frame for another Council retreat.
24. "Historic" Policy: Direction.
25. Henry Street Area.
26.
Air Service - It was the consensus of Council to delete air service as a
separate category for discussion under regional issues with other
Roanoke Valley jurisdictions.
27. Community Cleanup Policy.
28. Utility Rates.
29. Compensation and Pension Policy.
The facilitator referred to the list prepared by staff and stated that items 5, 8,
10, 15, 17, 19 and 22 have not been addressed.
Of the above listed issues, Mr. Sumek requested that each Council Member
rank the five top priorities and a sixth to be used as a tie breaker; whereupon, the
following items were rated as top priorities: Comprehensive Plan, Victory Stadium,
1-73, and Regional Policy.
Of the remaining issues, on the second round of ranking, the facilitator
requested that Council Members rank the five highest priorities with a sixth as a tie
breaker; whereupon, the following items were rated as high priority: Riverside
Centre, Government Effectiveness, and Financial Policy.
Of the remaining issues, on the third round of ranking, Council Members were
asked to rank the five highest issues; whereupon, the following were rated as
moderate priorities: Neighborhood Plans, Tourism, and Code Enforcement and
Evaluation.
Mr. Sumek encouraged City staff to develop measurements for achieving
goals and in one year, he suggested that Council hold another planning retreat to
review its progress. He further suggested that the City celebrate its successes.
Council members reviewed the following house rules/code of conduct:
Focus on the issue - no personal attacks, or stereotyping the person;
Decide, move on to the next issue - remember four votes decide an issue;
Agree to disagree - look for agreement first;
Focus on "best" for Roanoke - leave partisanism behind;
Be brief and concise in comments - avoid beating the "issue";
Come prepared - do homework, ask questions ahead of the meeting;
Listen before judging - understand the other person's point of view;
Treat everyone with respect - be courteous and fair;
Share information and talk with all members - avoid counting to four; and
Maintain confidentiality.
The following was discussed with regard to Council protocols, guidelines for
Council/staff interaction:
Simple requests for information:
Forward to the City Manager
Research Issues - For example: Research requests that could take as long as four -
eight hours.
The City Manager advised that if Council believes a certain request might not be a
good use of municipal resources, she would suggest that Council allow the City
Manager to provide an estimate of the amount of time that it would take to perform
the research. If Council believes a research project will involve a significant amount
of time, she requested that she be alerted by the individual Council Member in order
for the Council Member to know how much staff time will be involved. If a request
is made at a Council meeting, she requested that Council ask the City Manager to
report back with the estimated amount of staff time involved to complete project
research.
Sharing information:
It was the consensus of Council that if a Member of Council requests certain
information, that information should be provided to all Members of Council through
the City Manager's Office, and/or the appropriate Council Appointed officer.
Questions on Council agenda items:
The City Manager expressed a preference that Council Members call her office, or
the appropriate Council Appointed Officer, with questions pertaining to Council
agenda items in advance of the Council meeting. She advised of her willingness to
call Council Members prior to the Council meeting to inquire if they have issues for
discussion and she would welcome calls by Council Members' over the weekend
leading up to the City Council meeting on Monday.
There was discussion with regard to some type of pre-notification to Council
Members of agenda items prior to the time that the agenda is delivered to the
Members of Council on Thursday evening. For example, a fax on the Monday prior
to the following Monday's Council meeting alerting Council Members as to potential
agenda items. The City Manager advised that staff could provide a status report on
items that will be tentatively placed on the upcoming agenda.
A Member of Council suggested that some type of numbering system be initiated
which could be consistently assigned to certain topics.
The consensus of Council was to receive tentative information from the City
Manager and/or the appropriate Council Appointed Officer on the Monday prior to
delivery of the Council agenda package on Thursday with regard to major agenda
items. The City Manager advised that titles of some agenda items could be provided
to Council in advance of the actual meeting, but some of the items may not be detail
ready and if, at some point, Council believes it is receiving too much information,
she would request that she be advised.
Employee contact:
Mr. Sumek advised that Council's response to an employee contact should be to
inquire if the employee has talked with their supervisor, and suggested that
employee contacts be shared by the Members of Council with the City Manager.
Citizen inquiry/service request:
With regard to handling citizen inquiries and/or service requests, the City Manager
requested that Council suggest that citizens direct their complaints/inquiries to the
City Manager's Office, or to the City's RESPOND! system, because Council Members
should not be placed in a position of having to make those types of referrals. If the
citizen advises that they have reported their complaint/inquiry to the City and they
have not received the level of service they believe is appropriate, she requested that
her office be notified and she would want Council to be seen as intervening at that
point.
Spokesperson for City: Mayor/City Manager
It was the consensus of Council that the Mayor will be the spokesperson for Council,
the City Manager will be the spokesperson on behalf of the administrative staff, and
the City Attorney will be the City's spokesperson on legal issues.
With regard to individual requests by Council Members that require a vote of
Council, it was the consensus of Council that matters will be placed on the agenda,
under either the Consent Agenda or Petitions and Communications, and if a matter
is not included on the agenda, it should be ruled out of order by the presiding
officer.
It was the consensus of Council to eliminate item 9.a. Inquiries and/or Comments by
the Mayor and Members of Council, from the agenda. (Item 9.a. was later reinstated
by Council, effective August 21, 2000.)
The City Manager requested guidance from the Members of Council as to
those items that Council Members would like to address as a part of the Consent
Agenda which will help to streamline the meeting process. She also referred to
Roberts Rules of Order for small groups that would help to shorten meetings.
Mr. Sumek suggested that Council appoint a committee composed of two
members of Council to work with City staff to review the house rules and report to
Council in approximately 30 days with proposed suggestions; whereupon, Mayor
Smith and Council Member Harris volunteered to work with the City Manager and the
City Clerk on the assignment.
In closing, Mr. Sumek encouraged the Members of Council to meet again in
three to four months to refine the process; and asked that Council recognize that the
work that was done over the last one and one-half days is not perfect, but it is the
beginning to a positive process. He advised that the Members of Council have the
potential to be exceedingly good leaders, they work well together, and encouraged
Council Members to have patience with each other, to put politics aside and to focus
on the contributions of each other.
The City Manager presented a draft of the third annual performance report on
the City's progress during the past fiscal year relative to Council's Vision. She
advised that Council's Vision continues to strategically guide the City's efforts to
make Roanoke a community of excellence for all people who live, work and visit the
Roanoke area.
There being no further business, the Mayor declared the Planning Retreat
adjourned at 12:10 p.m.
APPROVED
ATTEST:
Mary F. Parker
City Clerk
Ralph K. Smith
Mayor
July 21, 2000
The Honorable Ralph K. Smith, Mayor
and Members of City Council
Roanoke, Virginia
Dear Mayor Smith and Members of Council:
I am pleased to present you with an advance draft of the third annual
performance report on the city's progress during the past fiscal year in relation to City
Council's Vision. Please note that this report does not contain information about
progress on most strategic issues under the education component of the Vision. This
information will be submitted by Roanoke City Public Schools when the formal Vision
Progress Report is released later this year.
I am extremely proud of our city, and of the city employees who, along with our
citizens, help make City Council's vision a reality. The Vision continues to strategically
guide our efforts to make Roanoke a community of excellence for all people who live,
work, and visit here. I hope you find this report useful during your planning workshop.
DLB/ctf
Sincerely,
City Manager
Attachment
Roanoke City Council
Vision
,~'oanoke, "The Star City," appreciating its past and planning for
a shining future, will be a community of excellence, providing an
outstanding quality of life through educational, economic, and
cultural opportunities for all people who live, work, and visit here.
Effective Government:
Roanoke City govemment will be a leading force in shaping and achieving the future of
our community. We will be participatory, responsive, and efficient, valuing diverse
community involvement, public/private partnerships, and regional cooperation. Citizens
will be involved in the establishment of community priorities. Our facilitative
government will bring together all available resources to meet the challenges of the 21 st
century.
Economy:
Roanoke, with its vibrant downtown, will be a dynamic, diversified regional center of
commerce and tourism, competing effectively in the global economy. To enhance
economic opportunities, we will promote regional cooperation, nurture growth in existing
business, and recruit attractive new business and industry. Roanoke will be a
destination for people seeking a unique combination of scenic, cultural, and recreational
attractions.
Education:
Roanoke will be a "leaming" community, providing the necessary educational resources
and opportunities for all persons to develop to their maximum potentials. Through
community involvement and the latest technology, we will provide quality public
education. We will strengthen our cooperation with area colleges and universities and
expand continuing education to promote an environment of life-long learning.
Quality of Life:
Roanoke will be a community where every person and every family is important and
respected. We will be a community of stable, safe, healthy, caring, and friendly
neighborhoods. We will protect our natural environment and promote cultural, social,
economic, and recreational opportunities that encourage present and future
generations to choose Roanoke as their home.
Adopted by City Council on August 4, 1997
EFFECTIVE GOVERNMENT STRATEGIC ISSUES:
Improved Communications: Use a variety of communications techniques
routinely to better educate citizens about city services and the progress being
made with the visioning process.
City Council Agenda Package on the Web - Since October 1999, the City
Clerk's Office has provided the complete council agenda package to all
citizens via the Internet. The package, which includes the agenda, letters,
reports, ordinances, and resolutions, is made public on the Friday before
each Monday council meeting and updated on the following Wednesdays
with council's action on each agenda item. On average, each council
package is accessed by citizens 450 times. The City Clerk's Office also
provides the council agenda via a free biweekly e-mail subscription
service to any interested citizen.
Citizen Service Center- The Citizen Service Center launched a new
Internet interface to receive requests for service 24 hours a day. The
requests are reviewed by the Center and assigned to the appropriate staff
for action. Field staff are now using Palm Pilot handheld computers to
receive assignments, enter data in the field, and eliminate duplicate data
entry in the office.
Economic Development Newsletter- The Department of Economic
development has re-instituted its regular newsletter to inform the business
community of Roanoke's economic development efforts and opportunities.
Legal Research Aids - Roanoke City Public Library staff revised and
distributed to all Roanoke Valley library branches an informational
brochure about the materials and services offered by the Roanoke Law
Library. Library staff also produced research guides in the areas of Civil
Procedure, Landlord-Tenant Law, Discrimination/Civil Rights, and
Domestic Relations/Divorce. The Roanoke Law Library hosted paralegal
classes from Virginia Western Community College and Dominion
Business College throughout the school year.
Orientation Sessions - The Department of Social Services implemented
orientation sessions for doctors in the Carilion Family Practice Community
Medicine program to increase awareness of benefit programs that may be
available to Iow-income patients. The orientation included a mock
application process to give medical residents firsthand experience with the
system.
Parks and Recreation Customer Survey - The Department of Parks and
Recreation conducted ongoing telephone surveys to measure recreation
program participant customer satisfaction.
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Participatory Government: Involve citizens on a regular basis in planning,
decision-making and problem-solving efforts to increase participation and build
commitment.
Roanoke Renaissance - This comprehensive approach to addressing
needs of older City neighborhoods continued its work during the 1999-
2000 period. Early in 2000, the City included Roanoke Renaissance's
strategies among the factors considered in selecting proposals to receive
CDBG and HOME funds for housing, neighborhood, economic
development and other projects.
Comprehensive Plan - The city's revision to its Comprehensive Plan is
currently underway. Data collection, analysis, interviews with key
interests, and public education are being done over the summer with three
public forums scheduled for September, January and May. A Citizens
Advisory Committee will be appointed to work with Citizen Task Teams on
such issues as housing, environment, infrastructure, public safety,
education, human services, quality of life, regional matters, and city
design. Completion is expected in June 2001.
Zoning and Development Workshop - The Department of Planning and
Code Enforcement held a citizens' workshop on development and zoning
in conjunction with the Roanoke Neighborhood Partnership in June 2000.
Neighborhood leaders and interested citizens attended the workshop to
learn about development processes and procedures for the Planning
Commission, Board of Zoning Appeals, Architectural Review Board, and
other related matters. Neighborhood groups established Development
Review Committees to work with city staff on matters affecting their
neighborhood. The workshop provided training and education for those
committee members and others.
Census 2000 - The city's census liaison worked closely with the U.S.
Bureau of the Census to ensure an accurate count for Roanoke in Census
2000. Roanoke participated in the Local Update of Census Addresses,
Special Needs, Special Places, Housing and New Construction, and
Boundary and Annexation Update programs. The city provided hundreds
of hours of training locations for new census employees, as well as
locations for census workers to assist residents with completing their
census forms. The city formed a Complete Count Committee of
community leaders and city officials to raise awareness of the census and
issued news releases and public service announcements regarding the
effort. Sixty-eight percent of city residents returned their census forms by
mail before field workers began visiting homes. Roanoke expects to
receive the results of the census in early 2001.
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Roanoke Valley Skate Park - Roanoke continued its collaboration with
Roanoke County Parks and Recreation on this regional skate park.
Performance Improvement: Develop new strategies to enhance customer
responsiveness, financial performance, and service quality.
Public/Private Partnerships - The City, the Higher Education Center,
Roanoke Neighborhood Development Corporation and the Roanoke
Redevelopment and Housing Authority are continuing development efforts
associated with the Greater Gainsboro Project area. In addition to over
$3 million in direct financial assistance to individual projects, the City is
contributing $3 million for infrastructure improvements, including $1.7
million in federal CDBG funding. Moreover, the City has committed $5
million for a new parking garage and $700,000 to convert the Henry Street
Bridge into a pedestrian walkway. The multi-year, public/private activities
will complement and extend the revitalization initiated by the Hotel
Roanoke renovations.
Y2K Transition - A Y2K oversight team successfully managed the city's
response to year 2000 date change issues, with zero service interruptions
or public emergencies and little or no citizen panic.
Citywide Intranet - The Department of Technology deployed a citywide
intranet to centralize document sharing, e-mail, personal calendaring, and
meeting scheduling. Other features include discussion forums for city
teams, online policies and procedures, electronic forms, announcements,
and the staff directory.
Employee Service Award~ - The City Clerk's Office administered a
Service Awards program for city employees with notable years of service.
The program in 2000 included a catered luncheon and more than 200
service awards.
Fleet Efficiency Improvements - The Department of Fleet Management
reviewed 744 city vehicles during a fleet utilization study in early 2000.
This program resulted in the "retirement" of 39 vehicles, which reduced
fleet costs by $172,000. Six of these vehicles will be retained to create a
small pool of vehicles for special needs. The department also evaluated
the fuel dispensing program, and found a significant error rate due to
incorrect data entry by drivers. After aggressive education, the error rate
was reduced 15%. Finally, the created a Car Care Team to recognize
employees who take exceptional care of their city vehicles and equipment.
New Utili~ Billing System - The Office of Billings and Collections
implemented a new utility billing system to provide more user-friendly
water/sewer bills and to ensure a smooth transition to the year 2000. The
'new bills include more information (such as gallons in addition to cubic
5
feet), fewer abbreviations, and room for special messages. The new bills
include a return envelope and may include information brochures or other
inserts. Electronic bank draft is now available to any customer with a
checking account. The new billing system also eliminated the need for
customers to appear in person to activate water service.
Meter Reading Safety and Performance Improvements - The Office of
Billings and Collections developed a meter reader safety incentive
program, which has resulted in more than 12 months without accident or
injury. Additional equipment, such as safety vests and vehicle lights, have
also been added. New meter reading performance standards based on
American Water Works guidelines have been adopted.
Ci~qarette Tax Code Changes - The Office of Billings and Collections
initiated a change in the city code to eliminate auctions of cigarettes
confiscated due to delinquent taxes. Under the new process, the
cigarettes will be destroyed after any hearings or appeals have ended.
Delinquent Real Estate Taxes - For the first time since 1985, the Office of
Billings and Collections placed newspaper advertisements listing
properties with delinquent real estate taxes. The advertising, which
generated $300,000 in tax revenue, is now a standard part of the
delinquent tax collection program. For properties that remained
delinquent, the office conducted three judicial sales. Much of the property
sold at these public auctions was purchased by neighborhood groups and
has converted vacant and abandoned property into productive use.
Local Tax Form Changes - The Office of Billings and Collections
redesigned the reporting forms for meals, admissions, and lodging taxes
from long forms mailed monthly to a coupon book mailed annually. This
change decreases postage and equipment costs and provides added
convenience for customers.
Sewer Exemption Meter Program - The Office of Billings and Collections
initiated changes to the sewer exemption meter program to provide
consistency with Roanoke county, to take advantage of automation, and
to improve efficiency.
Emergency Planning- The Emergency Management Coordinator worked
with the Roanoke City Public Schools to develop School Crisis Plans and
met with school administrators on planning and training issues. Other
planning projects included contingency plans for Y2K (including a regional
test exercise), an emergency plan for the Noel C. Taylor Municipal
Building (including two evacuation drills), and a hazardous materials drill
and tabletop airport drill to certify the Roanoke Regional Airport for
operation.
6
Strategic Business Planning - A strategic business planning model was
developed for use by departments in developing a business plan. The
business plan will become the basis for enhancing customer
responsiveness, financial performance, service quality, and future
budgetary allocations.
Development Assistance Center- Cross-training continues in the
Development Assistance Center for staff from Building Inspections and
Planning and Code Enforcement in order to provide a true "one-stop
shop" for permitting. A new computer system will be fully operational by
January 2001.
Water C~ualit¥ Report and Land Use Plan - The Water Department mailed
a water quality report to every water customer and posted the report on
the Internet. The department also completed a comprehensive land use
plan for Carvins Cove. The plan calls for enhanced light recreational use
in the reservoir area that will still preserve a safe, clean water supply.
Fire Prevention Inspections - The Fire Protection Division of the Roanoke
Fire-EMS Department was reorganized to increase the number of safety
inspections performed in the business community. More than 2300
inspections were conducted in the first half of 2000 -- more than the total
number of inspections conducted in all of 1999.
New Fire Hoses - The Roanoke Fire-EMS Department has completed a
two-year purchase and training program for new 5" hoses. This increased
water delivery system, coupled with improved fire apparatus, has greatly
increased the ability to deliver large volumes of water to major fires.
New Fire-EMS Stations - The Roanoke Fire-EMS Department's new 10-
year strategic business plan calls for the consideration of two new multi-
functional tiro-EMS stations. A new downtown station could house fire
administration, and a new northwest station could also serve as a police
district station. These new stations could be located to provide increased
efficiency and fire suppression capability.
Library Branch Improvements - The Gainsboro branch library was
renovated to expand meeting space and add accessible restrooms.
Noel C. Taylor Municipal Building - In addition to the building's new name,
several other improvements have been made at city hall. The offices of
the City Manager, the Commissioner of the Revenue, the City Clerk, the
Office of Management and Budget, the Office of Billings and Collections,
the Office of Emergency Management, and the Department of Human
Resources have been significantly remodeled to to provide for increased
efficiency and customer service. A Roanoke Valley Federal Credit Union
ATM was installed in the lobby of Municipal South. A disabled entrance
7
was added to the Second Street end of Municipal North, including a ramp
and automatic doors. Three of the four public entrances to the Noel C.
Taylor Municipal Building are now accessible to disabled customers.
New Police Building - Construction on the new Roanoke Police Building
on Campbell Avenue has begun.
Downtown Facility Improvements - The Office of the City Engineer
initiated repairs to the VVilliamson Road and Church Avenue Parking
Garages, the City Market Building, and the Commonwealth of Virginia
Building, and conducted building condition assessments for 24 city-owned
buildings.
Code Enforcement Department Reorganization - In April 2000, code
enforcement personnel for zoning, weeds, inoperable vehicles, housing
and building maintenance code were placed in a single department,
Planning and Code Enforcement. Inspectors are being cross trained and
working as teams to better serve citizens and be more pro-active in
reporting code violations.
Revisions to Nuisance Ordinances - In March and May 2000, revisions
were adopted by City Council for the weeds and inoperable vehicles
ordinances to abate violations and encourage compliance. Additional
revisions to other city ordinances related to environmental nuisances are
expected in the future.
Po/ice Career Enhancement- The Roanoke City Police Department
implemented a career enhancement program to provide financial rewards
to officers who develop marketable skills.
Satellite Police Offices - Buildings on Williamson Road and Lafayette
Boulevard have been converted to satellite police offices to expand
coverage and visibility in these areas. The buildings have been made
available to the city by their owners for a nominal fee.
K-g Patrol- The Roanoke City Police Department's K-9 Unit has been
increased to five dogs, following a donation by Retired Person Services.
The donation provided funding for an explosives detection K-9 valued at
$7,5OO.
Social Services Staff Development - The Department of Social Services
established a computer lab in the Employment Services Office to teach
staff and VIEW participants how to use computer applications. Additional
staff were cross-trained in multiple programs, such as Food Stamps and
Medicaid, to better serve clients who apply for or receive multiple forms of
assistance. Staff were also trained in civil rights compliance in
coordination with the Virginia Institute for Social Service Training Activities
(VISSTA).
8
Time Study- Roanoke was selected to participate in a statewide time
study to determine caseload standards for public assistance services. For
six weeks, all staff in the Department of Social Services logged case-
related activities in 15-minute increments. The results of the study could
have a major impact on staff allocations in the future.
Regional Cooperation: Expand cooperative efforts with other local governments
in our region.
Telecommunication Taxation Conference - The Office of Billings and
Collections hosted a statewide conference in December 1999 on cellular
and telecommunications taxation. This workshop brought together
government officials from around Virginia to develop solutions for taxation
problems created for local governments by the rapidly changing
telecommunications industry.
Project Impact- The Department of Emergency Management led the
Roanoke Valley's Project Impact participation. This national disaster
preparedness program has brought more than $500,000 in federal grants
to the area. The four valley governments identified areas in which
redundant staff and expenses can be reduced by pooling resources.
Approximately 90 business and community partners and 150 volunteers
are working on regional issues such as community awareness, storm
water management regional standards for Geographic Information
Systems, and land use regulations. More than 30 businesses have been
trained to develop emergency plans and schools, day care and nursing
facilities who attended severe weather training received free NOAA
weather radios. Portable flood gates are being offered to facilities in flood-
prone areas at a discounted rate. Youth and school groups participated
in "stream schools," which help students become aware of the ecology of
streams and the need to protect the environment. An interactive CD has
been developed to help students and other citizens understand
stormwater management issues. The Roanoke Valley will receive
national recognition for Project Impact efforts for several of these
initiatives.
Regional Refuse Collection - A task force with representatives from the
city of Roanoke, the county of Roanoke, the town of Vinton, and the
Roanoke Valley Resource Authority has been working cooperatively to
evaluate the feasibility of regional refuse collection. Specific consideration
has been given to service levels in a regional environment, the
development of a regional cost model, and a pro-forma budget. The task
force is expected to make a recommendation in Fall 2000.
Regional Water Cooperation - A regional long-range water supply
committee was created to discuss how best to use area water resources,
examine present and future water needs, and prepare recommendations
for ensuring an adequate water supply for the future. The four valley
9
governments are cooperating to provide additional water connections that
will enable each jurisdiction access to water for shortages, droughts, or
emergencies.
Regional Fire-EMS Traininq Center- A ribbon-cutting ceremony is
scheduled for August 2000 for the Regional Fire-EMS Training Center,
which will serve the cities of Roanoke and Salem, the county of Roanoke,
and the town of Vinton. Other regional initiatives are in the planning
process, including potential mutual aid with Roanoke county.
Public Safety Technology- The last year has seen major improvements to
public safety technology. The regional 800MHz trunking radio system is
complete ahead of schedule and within budget, allowing all city and
Roanoke county units to communicate for mutual aid and improving the
city's routine communications. The E-911 center is now using a state-of-
the-art computer aided dispatching (CAD) system, and a new police
records management system has been implemented.
Libra~ Technology- Library patrons now have free access to full-text
magazine and newspaper articles via the library's page on the city's web
site. Free public Internet access is available at all library branches. The
Roanoke, Roanoke county, Salem, and Botetourt libraries have initiated
the process to provide Internet access to the Roanoke Valley Public
Access Catalog. Apple iMac computers were installed in branch libraries,
along with other computers, to provide public school students with
consistent access for homework and school projects. Telephones
connected to the Roanoke City Public Schools Homework Helpline were
installed in city libraries.
Montvale Industrial Park - The city is working cooperatively with
surrounding localities to develop Montvale Industrial Park and New River
Valley Industrial Park. Machinery and tools tax revenues are to be shared
for all companies that locate in the parks.
Regional Wastewater Facilities Expansion - The city continued work on a
five-jurisdiction project to make $63 million in improvements to the
regional sewage plant and major interceptor lines.
Regional Sports Authority - The city has been working with the Roanoke
Valley Convention and Visitors Bureau, Roanoke County Parks and
Recreation, Downtown Roanoke, Inc., Virginia Amateur Sports, and the
Roanoke Civic Center to explore the possible development of a regional
sports authority.
10
ECONOMY STRATEGIC ISSUES:
Business Growth and Higher Paying Jobs: Enhance efforts to nurture the
growth of existing business and to attract new business, with a special focus on
small and minority business development Increase efforts to develop higher
paying jobs to keep young adults here.
Community Business Development Initiative - Assisted by over $150,000
in CDBG funds provided by the City, this program created by the Roanoke
Regional Chamber of Commerce reached out to over 200 companies and
entrepreneurs in an effort to stimulate job growth in small and minority
business. Over 75 received help preparing business plans, locating
capital or other in-depth services. Through the end of the 1999/2000, the
creation of about 20 new employment opportunities was projected.
Purchasing and Materials Control - Purchasing completed vendor bid
books and minority and women business enterprise lists to increase the
breadth of proposals received in response to bid requests. The Materials
Control warehouse completed material safety data sheet books for all
applicable products and completed the year with no lost time due to
injuries on the job. Purchasing and Materials Control conducted two
public surplus sales, generating $174,821 for the general fund.
Major Business Expansions -
Grand Home Furnishings completed its $4.4 million warehouse in
Statesman Industrial Park plus completed addition its Valley View
Retail Store.
The city sold a tract of land and air rights to InSystems and pledged
to build a plaza adjacent to the new facility. In return, InSystems
invested $1.385 million in purchase and renovations of the building
on Warehouse Row in downtown Roanoke to house its expanding
business.
Johnson & Johnson Innotech broke ground for their headquarters
and research facility in mid 1999. This facility will result in a $125
million investment and 600 new jobs.
Job Fairs - More than 8,000 people attended two job fairs held in
November 1999 and April 2000.
a
Development Opportunities: Make optimum use of available economic
resources by re-developing existing commercial and industrial areas and
acquiring more developable land.
Riverside Center for Research and Technology- City Council approved
creation of Riverside Center for Research & Technology in May 2000.
11
m
Carilion Health System, Virginia Tech, and the University of Virginia's
partnership in the Carilion Biomedical Institute chose its initial site in a
proposed redevelopment area between Roanoke Memorial & Community
Hospitals. This project should eventually create up to 2,500 new jobs with
an investment up to $175 million.
Enterprise Zone Expansion -Enterprise Zone Amendment approval
extended incentives to Enterprise Zone One and enlarged the zone.
Roanoke City's Enterprise Zone Amendment was approved by the Virginia
Department of Housing and Community Development in November 1999.
This amendment extended local incentives available in Enterprise Zone II
to Enterprise Zone I while enlarging Zone 1.
Downtown Development: Continue efforts to further develop downtown and its
entrance roadways, using the Outlook Downtown plan as a guide.
Downtown Development
Forty-four new businesses have located in downtown, adding 197
employees and investing over $16.7 million.
City Council has pledged $4 million plus city land near the market
area for construction of the new Art Museum containing an I-Max
theatre.
The city sold 118 Campbell Avenue, the four historic buildings in
downtown Roanoke that were purchased in 1988 to prevent their
demolition.
Motley and Associates invested $240,000 in the old Mitchell's store
in order to expand its business in downtown Roanoke.
The vacant buildings on the corner of Market Street and Church
Avenue have been converted to retail, office, and residential
spaces.
Center in the Square, Mill Mountain Theatre, the Commonwealth of
Virginia and the city are spending $4.4 million to renovate the old
Shenandoah Hotel. Completion is expected soon on this facility for
artists-in-residence housing and classroom space for drama.
Spectrum Design and Corned Beef & Company have both
expanded their properties downtown.
Tourism and Marketing: Provide tourist attractions and amenities necessary to
draw People to Roanoke and encourage their return, and enhance efforts to
market Roanoke as a destination.
Roanoke Civic Center Budqet and Capital Improvement,~ - The Roanoke
Civic Center grossed a record $5.8 million in ticket sales in 1999-2000,
including 163 coliseum events, 128 exhibit hall events, and 109
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auditorium events. The concession operation, which was brought in-
house for the first time last year, grossed more than $1 million. Capital
improvements included a new roof on the coliseum and auditorium,
accessible seating in the coliseum, a new electronic marquee, dressing
room renovations, and carpet and equipment for the exciting new arena
football program. Last year also saw a significant reduction in operating
deficit, which decreased the amount of taxpayer funding used to run the
Civic Center.
Railside Linear Walk - A linear rail walk will extend from the city Market to
the Virginia Museum of Transportation Museum to celebrate Roanoke's
railroad heritage. The walk along Norfolk Avenue will use railroad theme
art, architecture, and interpretative displays to tell the story of the railroad
in Roanoke. The Walk is expect to open to the public in early 2000.
Phases I through IV of the Railside Linear Walk have been completed.
Mill Mountain Park Improvements - The Committee approved the design
plans for improvements to Mill Mountain Park. Plans call for a new
visitor's center, picnic shelter, and playground. Construction should begin
in late 1999 or early 2000. ^ new visitor center and picnic shelter on Mill
Mountain are nearing completion.
Taste of the Blue Ridge Blues & Jazz Festival- This event drew nearly
15,000 people to downtown Roanoke in September 1999, with an
estimated economic impact of approximately $180,000.
Commonwealth Games - Roanoke City Parks and Recreation provided
supported for this annual event in Roanoke in July 1999.
Transportation: Increase access to alternate modes of transportation (air, public
transportation, rail and roads) and parking.
New 1-581 Interchange - A new interchange on 1-581 at Valley View
Boulevard was opened in August 1999 to provide new access and
reduced traffic congestion for the Valley View and Roanoke Regional
Airport areas. This interchange has already sparked significant economic
development in the area, including businesses such as PetSmart, Staples,
Target, Best Buy, Valley View Grande (16-plex cinema), Logan's
Roadhouse, O'Charley's, Gateway Country Store, and others.
New Traffic Signal - A new traffic signal was installed at the intersection of
Brambleton Avenue and Overland Road, S.W. This signal improves
traffic safety at this busy intersection, which is located near Fishburn Park
Elementary School, James Madison Middle School, and Virginia Western
Community College.
Property, Development - Worked with Southern Lane Group on a
performance agreement to develop property along Route 220 South
13
across from the new Lowe's store. The City will provide $800,000 in
funding in exchange for SLG developing a new road and infrastructure.
Tax revenues generated over a six-year period will recover the investment
plus provide $800,000 in revenues to be used for neighborhood
improvements.
EDUCATION STRATEGIC ISSUES:
Community Involvement: Promote enhanced business, community and
parental involvement in the success of the school system.
Facility Improvements and Utilization: Provide adequate financial support to
continue public school facility improvements to foster a strong school system,
and maximize utilization of school facilities by the community.
Quality Teachin.q: Secure adequate resources to attract, train and retain quality
teachers, and for curricula development, equipment, and infrastructure.
Student Performance: Develop alternative strategies to improve student
performance and reduce the drop-out rate.
Workforce Preparation and Trainin.q_: Work with regional businesses,
governments, higher education institutions, and public school systems to
enhance skills of students and the workforce to match the needs of employers.
Library Outreach and Training - Library staff visited classrooms to give
children firsthand information about the library's annual Summer Reading
Program. Staff also attended training conducted by the Roanoke Valley
Convention and Visitors Bureau to become more familiar with area
attractions and attended customer service training. Libraries provided
meeting space for adult literacy classes; U.S. Census Bureau testing,
training, and data collection reporting; and GED testing by Roanoke City
Public Schools Adult Education.
Workforce Development- The Fifth District Employment and Training
Consortium (FDETC) provided more than 1,000 individuals with workforce
development services under the Job Training Partnership Act. More than
half of participants below the poverty level were employed 13 weeks after
leaving FDETC programs, and more than 75% of workers who had been
laid off were employed at the same point.. FDETC also provided case
management for welfare-to-work clients, job placement assistance to
CDBG clients, recruiting assistance to area employers, and management
of employee training funds.
Roanoke Higher Education Center- The old Norfolk Southern GOB South
Bulling is currently being rehabilitated for use as a higher education
center. Virginia Tech, the University of Virginia, Radford University,
Hollins University, Hampton University, Virginia Western Community
College, and others will all offer courses at this location. The center will
open in September 2000 with a projected investment of $22.4 million.
14
QUALITY OF LIFE STRATEGIC ISSUES:
Appreciation for Diversity: Formulate a new effort to promote improved
communication, understanding and relationships among the many ethnic groups
in our city.
Martin Luther Kinq, Jr. Celebration - Library staff helped plan and
participated in the community celebrated of Martin Luther King Jr. Day.
Local Colors - The city once again co-sponsored the Local Colors festival
in April 2000, which celebrated the cultures, music, foods, costumes, and
peoples of dozens of countries around the world.
Culture: Encourage the development of arts, cultural and educational
organizations.
Shenandoah Hotel Renovation - Work is underway on the conversion of
the historic Shenandoah Hotel on the City market. The building will
become an actors' dormitory and educational facility for Mill Mountain
Theatre and have a first floor commercial tenant. This $3.5 million
project, expected to be completed by September 2000, is a cooperative
effort of the Center in the Square, Mill Mountain Theatre, the city, and the
state.
Jefferson Center Auditorium - Construction is underway at the Jefferson
Center for a new performance facility. The total cost will be $8.437
million, of which $2.8 million is city funding.
Delivery of Social Services: Develop innovative approaches for delivering
social services to our citizens, with a particular focus on the unique needs of our
youth, during a time of cultural, demographic, regulatory and socio-economic
changes.
Boys and Girls Club - The city assisted the Boys and Girls Club of
Roanoke Valley in completing the first phase of renovating the building
located at 1714 9th Street, SE. The city is providing $20,000 in CDBG
funds for continuing the second phase of renovating the warehouse into a
youth development agency.
YWCA Children's Garden - The city is providing funds to the YWCA of
Roanoke Valley in support of this early childhood development center.
The center will be an inclusive early childhood development center and
education laboratory, serving approximately 85 children between the ages
of 6 weeks and 5 years. Children will learn and play together as they
discover their own unique gifts and talents. This project is being carried
over into the 2000/2001 period.
15
West End Center Master Expansion Proiect - The West End Center for
Youth provides a comprehensive neighborhood outreach program for 161
children in grades K-12 in the southwest and northwest sections of
Roanoke's inner city. The center offers structured activities designed to
develop and foster self esteem and productive lifestyles. The city is
providing funds for the purchase of a building located at 1210 Patterson
Avenue, S.VV. so the center can upgrade and expand services.
Southeast Community Center- The Presbyterian Community Center, Inc.,
with assistance from the city, renovated an adjacent building, creating a
facility that houses the Family Learning Center, Literacy Volunteers of
America, and a neighborhood office for the League of Older Americans.
These renovations allow the center to expand and continue after-school
tutoring and cultural activities for residents in the area.
Roanoke Adolescent Health Partnersh~n - The Roanoke Adolescent
Health Partnership was one of five national award winners that received
$24,000 from Premier, one of the nation's top healthcare alliances.
Public Safety Youth Cadet Program - The Roanoke City Police
Department, Roanoke City Sheriff's Office, RoanokeFire-EMS
Department, Department of Technology, and Roanoke City Office on
Youth have joined together to conduct a public safety youth cadet
program. The program, which was conducted in July 2000, introduces
young people to public safety as a profession.
Homeless Assistance - The Homeless Assistance Team, which operates
under a three-year federal grant, relocated to the TRUST facility to better
serve clients. The team conducts field "sweeps" to locate clients in need
of service. Roanoke also provides the Shelter Plus Care program, which
links rental assistance to homeless persons with disabilities. The
Roanoke Valley Task Force on Homelessness was conducted to
enumerate the homeless population and identify unmet needs. Roanoke
submitted its annual Continuum of Care proposal to the U.S. Department
of Housing and Urban Development, which outlines local plans to assist
the homeless. Finally, local homeless assistance staff cooperated with
the U.S. Bureau of the Census to ensure an accurate count of Roanoke's
population.
America's Promise - The America's Promise in Roanoke Committee
completed its first year in June 2000. At the program's first major event,
Allstate Insurance Company, First Union National Bank, Roanoke City
Public Schools, and Best Buy were recognized for their volunteer
programs. Roanoke's first official report was submitted to the national
office for publication in the national America's Promise Directory.
Summer Food Service Program - The 1999-2000 program covered the
seven housing development communities, four Adventure in the Park
16
sites, two school sites, and three camp sites. A 4-H nutritionist conducted
a new nutritional program at two of the housing sites. The program
served approximately 5,635 breakfasts and 22,631 lunches to program
participants.
Job Training Camp - The Office on Youth conducted a job training camp
to teach students about job searching and Internet research and
workforce trends. Five of last year's participants were employed in regular
jobs this summer.
Youth Haven I - Among the 24 youth served over the past year, truancy
was decreased and academic performance was increased. Six clients
were on the A-B honor roll and 98% maintained a B+ to C average.
Juvenile Justice Staff Development - The Department of Juvenile Justice
certified additional trainers in CPR, First Aid, Handle With Care, MRT
(Substance Abuse), Sexual Offender Treatment, and Family Counseling.
These trainers will reduce the need to purchase outside training services.
In addition, two new Youth Counselor positions were added.
Basketball Tournament - The Department of Juvenile Justice held the
First Mentors Basketball Tournament to recruit law enforcement mentors
for troubled youth.
Foster Care - A new foster care unit of seven staff members has reduced
caseload averages from 25 to 16 per social worker. Medicaid
reimbursement for therapeutic foster care began in January 2000, which
will reduce local expenditures. A two-tiered program was developed to
provide intensive services to special needs children. During the last year,
foster parents attended more than 1,700 hours of training -- an average of
15 hours per foster home.
Adoptions - Adoptions rose 35% in the last year. Children are now
receiving permanent placements sooner with smaller caseloads.
Employment Services Day Care - More than 700 children received day
care services for Iow-income families. A Quality Enrichment Program
Grant provided training for approximately 30 family day care providers and
provided age-appropriate educational toys and equipment for day care
providers.
Children's Insurance - The Department of Social Services conducted
major outreach programs at Wal-Mart, the Bradley Free Clinic, the
Roanoke Redevelopment and Housing Authority, Kroger stores, TAP's job
fair, and the Melrose-Rugby Neighborhood Forum, and other locations,
concerning the Children's Medical Security Insurance Program.
17
=
Children's Insurance - The Department of Social Services conducted
major outreach programs at Wal-Mart, the Bradley Free Clinic, the
Roanoke Redevelopment and Housing Authority, Kroger stores, TAP's job
fair, and the Melrose-Rugby Neighborhood Forum, and other locations,
concerning the Children's Medical Security Insurance Program.
Youth Scholarships - The Departments of Social Services and Parks and
Recreation established guidelines for screening Iow-income families for
youth scholarships to participate in recreation programs. Applications are
screened by Social Services and a recommendation for a percentage
reduction in registration fees is sent to Parks and Recreation. The 5K for
Healty Play race grew to 220 participants in 2000, raising $4,300 for youth
recreation scholarships.
Historic Preservation: Develop a comprehensive approach to preserving
historical and cultural assets.
A/exander/Gish House - The city provided the Old Southwest
Neighborhood Alliance grant funds in order to complete some renovations
to the historic structure. This building serves as the neighborhood's
meeting place.
Historic Districts - The Architectural Review Board continued to work with
property owners in downtown and in historic neighborhoods (Old
Southwest, Mountain View, Hurt Park, and Gainsboro) to rehabilitate
businesses and homes and encourage property investment. Local, state
and federal tax incentives for the rehabilitation of historic properties
provided additional incentives for property owners. Planning staff is
presently surveying more of the downtown for National Register eligibility
status to assist property owners in securing financial incentives for their
rehabilitation projects. A survey of historic properties in Southeast
(Belmont) was completed in 1999 by the state with funding assistance
from the city. Historic districts or other preservation strategies may be
recommended as part of neighborhood planning for Southeast.
Mounted Patrol Improvements - The new mounted patrol stables at
Heritage Point were largely completed. Funding was provided primarily by
Friends of the Mounted Patrol and Downtown Roanoke, Inc. A sponsor in
Florida donated two Friesian horses, valued at $30,000 each.
Housing: Develop a comprehensive housing policy designed to create the
combination of housing types and affordability required by the community.
Fair Housing - The City's Fair Housing Board launched its community
educational campaign with the development of a new fair housing
18
brochure. Discussions were begun with experienced fair housing
consultants regarding a extensive update to the City's Analysis of
Impediments to Fair Housing and linking such information to the City's
Comprehensive Plan.
Roanoke Redevelopment and Housing Authority (RRHA) - Using federal
CDBG and HOME funds provided by the City, the RRHA conducted a
variety of limited and major housing repair programs during the 1999/2000
period, including activities focused on emergency assistance and the
needs of the elderly. Though some programs served the entire city,
assistance was primarily targeted toward the more distressed central
neighborhoods. A total of $615,591 in grants and Iow-interest loans was
provided to 47 Iow- and moderate-income city households.
Northwest Neighborhood Environmental Organization (NNEO) - During
the 1999/2000 period, NNEO continued its large-scale New Gilmer Phase
I housing project, including over $350,000 of financial assistance from the
City's CDBG and HOME funds. Thomhill P/ace, an ten-unit rental project
named in honor of NNEO founder, Mrs. Florine Thornhill, was completed
and will begin leasing early in the 2000/01 period.
Loudon-Melrose Community Rebuilding - The Blue Ridge Housing
Development Corporation (BRHDC), a city-wide non-profit housing
agency, completed the rehabilitation of three homes and construction of
two new homes on Loudon Avenue. Activities were undertaken in
coordination with the Loudon-Melrose Neighborhood Organization, using
over $240,000 in CDBG and HOME funds provided by the City. Additional
funds have been provided for the 2000/01 period.
Blue Ridge Housing Development Corporation (BRHDC) and Habitat for
Humanity (Habitat) Joint Housing Venture - Using $85,000 in CDBG funds
provided by the City, BRHDC acquired and transferred to Habitat 16
parcels for use in developing affordable, single-family housing. These
parcels are in various areas of the City's northwest section. Additional
funds have been committed for future acquisitions and developments in
other areas of the City.
Natural Environment Protection: Protect and enhance our natural
environment.
Air Quality Monitor- The Raleigh Court branch library hosts the Virginia
Department of Environmental Quality's rooftop air quality monitor.
Environmental Coordinator- The city created a new environmental
coordinator position in the City's Manager's Office. This position is
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responsible for ensuring that the city's municipal operations are
environmentally sound and that city employees comply with all applicable
environmental regulations.
Wastewater Treatment- Despite adopting treatment parameters 10 to 15
times more stringent than most other facilities, the Roanoke Wastewater
Treatment Plant operated at approximately half the average cost of other
Virginia treatment plants.
Industrial Pretreatment Re-evaluation - Wastewater staff conducted the
re-evaluation of local discharge limits required by the Environmental
Protection Agency every five years. By completing this process in-house
instead of using outside consultants, the Wastewater Treatment Plant
saved $178,000.
Citizen Environmental Program,s - The Department of Parks and
Recreation conducted a tree pruning workshop in February 2000 in
cooperation with Virginia Western Community College, the Virginia
Division of Forestry, the Virginia Urban Forest Council, and Bartlett Tree
Expert Company. Other programs included a stream day at Lick Run in
Washington Park for students from Lincoln Terrace Elementary School
and an implementation and grant proposal for an after-school
environmental education center at the Fleming-Ruffner Magnet Center.
Natural Beauty - The Department of Parks and Recreation increased
decorative landscaping through the city to 100 flower beds and 347
hanging baskets while maintaining 12,000 street trees and 5,000 shade
and ornamental park trees.
Neighborhood Improvements: Stabilize, enhance, and protect the overall
quality and livability of our neighborhoods.
Northwest Neighborhood Environmental Organization (NNEO) - During
the 1999/2000 period, NNEO undertook efforts to prepare a wide-ranging
neighborhood plan to guide its future physical development and related
activities. This effort was assisted by $10,000 in CDBG funding provided
by the City.
Neighborhood Street Tree Proiect,w - With the help of the city's urban
forester and grants from the Neighborhood Partnership, neighborhoods
have been beautifying the streets and replacing the urban forest.
Riverland Alert Neighborhood planted trees along Piedmont Park and
Williamson Road Action Forum platted trees in Huff Lane Park.
Bddqe Improvements - The Office of the City Engineer replaced the
bridge on Broadway Street over Ore Branch, completed engineering and
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started construction of the Thomason Road bridge, completed
construction of the Brambleton Road bridge over Murray Run, and
reconstructed the Williamson Road bridge between Shenandoah and
Campbell Avenues.
Curbs, Gutters and Sidewalks - The Office of the City Engineer oversaw
$600,000 in improvements to curbs, gutters, and sidewalks.
Stormwater and Sewer Projects - The Roanoke River Interceptor Sewer
was completed. Improvements were made to the Water Pollution Control
Plant. Major drainage projects included Barnhart Drive and Belle Aire
Circle, as well as culverts on Murdock Creek along Deyerle Road, Clara
Drive, and Knollwood Road. A comprehensive drainage, sewer, and
water improvement study has been initiated in Forest Park. Using FEMA
Project Impact grants, the city has continued to enable families in flood-
prone areas to relocate by purchasing homes in Garden City. Flood
reduction basins have been completed in the Peters Creek watershed.
Emergency generators have been added to the Chapel Forest and Del
Ray pumping stations.
Nei.qhborhood Plans - The neighborhood plan for Greater Raleigh Court
was completed and adopted by City Council in May 1999. Additional
neighborhood plans were undertaken in Melrose-Rugby, and Peters
Creek North and are to be considered by the City Planning Commission in
the fall. A neighborhood plan for Southern Hills has been initiated and
workshops will begin in August. Other neighborhood plans proposed for
2000-01 include Southeast, Old Southwest, Gainsboro, Loudon- Melrose,
and Harrison.
Land Use and Zoning Revisions - With the development of neighborhood
plans, recommendations are made for changes in land use and zoning
patterns. Significant changes to zoning and land use followed the plan for
Raleigh Court and are expected with other neighborhood plans. In
addition, revisions to the zoning code were implemented with respect to
multi-family zoning in January, 2000 that affected all of the city's
neighborhoods, encouraging more single family development and
development that is more compatible with existing neighborhoods.
Crime Watches - The COPE Unit of the Roanoke City Police Department
worked with neighborhood leaders to more than double the number of
neighborhood crime watches in Roanoke. The Crime Prevention Unit
began business crime watch organizations modeled after neighborhood
groups.
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Recreation: Provide recreational facilities and programs that meet neighborhood
and community needs.
Comprehensive Parks & Recreation Master Plan - The Department of
Parks and Recreation developed a strategic document to guide work for
the next seven to 10 years. This citizen-driven project was facilitated by
city staff and enriched by expert input.
Park Improvements
A partnership has been developed with the Garden City Recreation
Club and the Garden City Civic League to make improvements in
Garden City Park, including a combination concession/restroom
building.
More than $48,000 was raised from the private sector to enhance
the new Mill Mountain Interpretive Center.
The development of a new site master plan for Washington Park
has begun, including a series of public workshops.
Roanoke's third public fitness center - Lucy Addison Fitness
Center-was opened in December 1999.
New playground structures were installed at Fallon, Melrose,
Golden, and Norwich Parks.
Women's Day in Sports Camp was conducted at Hollins University in
October 1999.
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