CITY COUNCIL AGENDA Monday, November 4, 2019 5:30 p.m. Closed session as provided by Sections 2.2-3711 and 2.2-3712 of the Virginia Code Second Floor Conference Room (Personnel) 6:30 p.m. Regular Meeting - CALL TO ORDER Council Chamber PLEDGE OF ALLEGIANCE ROLL CALL ANNOUNCEMENTS PROCLAMATIONS 1. CONSENT AGENDA* (Items removed from consent agenda will be considered at the end of the regular agenda) a. MINUTES: September 16, 2019 Special and Regular meetings b. APPROPRIATION: Virginia Behavioral Health Docket Grant - $45,000 (1st of 2 readings) c. APPROPRIATION: Parks & Recreation Gift Guide Memorials Account - $3,260 (2nd reading) d. APPROPRIATION: State Criminal Alien Assistance Program - $14,230.00 (2nd reading) e. RESOLUTION: Waiver of CAT Fees for Election Day (1 reading) f. ORDINANCE: Releasing a gasline easement - Oakleigh development on Rio Road (2nd reading) g. ORDINANCE: Vacating a public utility easement on a property at Emmet Street and Barracks Road (2nd reading) h. ORDINANCE: Repealing Chapter 31 Section 31-103 (Buck Mountain) surcharge for water connections (2nd reading) CITY MANAGER RESPONSE TO COMMUNITY MATTERS (FROM PREVIOUS MEETINGS) COMMUNITY MATTERS Public comment is provided for up to 16 speakers at the beginning of the meeting (limit 3 minutes per speaker.) Pre-registration is available for up to 8 spaces, and pre-registered speakers are announced by noon the day of the meeting. The number of speakers is unlimited at the end of the meeting. 2. PUBLIC HEARING/ City Charter amendments (1st of 2 readings) ORDINANCE: 3. ORDINANCE*/ a) Ordinance adding Article XVI (Police Civilian Review Board) Ordinance and By-Laws to RESOLUTIONS*: Chapter 2 (Administration) of the Code of the City of Charlottesville, 1990, as amended (2nd reading) b) Resolution authorizing Police Civilian Review Board Executive Director to prepare a June 2020 report to City Council (1 reading) c) Resolution listing Charlottesville Police Department policies pursuant to Charlottesville City Code Section 2-458 (1 reading) d) Resolution approving Police Civilian Review Board Bylaws (1 reading) 4. RESOLUTION*: Planning and Coordination Council (PACC) Dissolution (1 reading) 5. REPORT: Tree Commission’s annual “State of the Forest” report 6. REPORT: Presentation from New Hill Development Corporation OTHER BUSINESS November 15 City Council Worksession – Native American panel discussion of Sacajawea, Lewis & Clark statue MATTERS BY THE PUBLIC *ACTION NEEDED This page intentionally left blank September 16, 2019 Charlottesville City Council Special Meeting A special meeting of the Charlottesville City Council was held on Monday, September 16, 2019, at 6:00 p.m. in the Second Floor Conference Room, City Hall, 605 E. Main Street, Charlottesville, Virginia, with the following members in attendance: Mayor Nikuyah Walker, Vice Mayor Heather Hill, Ms. Kathy Galvin, and Mr. Mike Signer. Dr. Wes Bellamy arrived at 6:11 p.m. Ms. Walker called the meeting to order at 6:00 p.m. On motion by Ms. Hill, seconded by Mr. Signer, Council voted (Ayes: Walker, Hill, Galvin and Signer. Noes: None. Absent: Bellamy) to meet in closed session as authorized by Va. Code Sections 2.2-3711 and 2.2-3712, specifically: - as authorized by Virginia Code Section 2.2-3711(A)(1) to discuss a specific employee of the Office of the Charlottesville Clerk of Council; and - as authorized by Virginia Code Section 2.2-3711(A)(7) for consultation with legal counsel about actual litigation, specifically Hawkey, et al. v. Charlottesville City Council. Dr. Bellamy arrived at 6:11 p.m. On motion by Ms. Hill, seconded by Dr. Bellamy, Council certified by the following vote (Ayes: Walker, Hill, Bellamy, Galvin, and Signer. Noes: None.), that to the best of each Council member’s knowledge only public business matters lawfully exempted from the open meeting requirements of the Virginia Freedom of Information Act and identified in the Motion convening the closed session were heard, discussed or considered in the closed session. The meeting adjourned at 6:26 p.m. September 16, 2019 Charlottesville City Council Regular Meeting ROLL CALL The Charlottesville City Council met in regular session on Monday, September 16, 2019, at 6:30 p.m. in the City Hall Council Chamber, 605 E. Main Street, Charlottesville, Virginia, with the following members in attendance: Mayor Nikuyah Walker, Vice Mayor Heather Hill, Dr. Wes Bellamy, Ms. Kathy Galvin, and Mr. Mike Signer. Ms. Walker called the meeting to order at 6:37 p.m. ANNOUNCEMENTS / PROCLAMATIONS Ms. Walker announced the annual Close Your Mouth (CYM) Day, originated by Mr. Alex-Zan, and asked everyone to participate in a minute of silence. City Manager Tarron Richardson introduced the new Charlottesville Area Transit (CAT) Director, Garland Williams and new Executive Director for the Charlottesville Albemarle Convention and Visitors Bureau (CACVB), Ms. Courtney Cacatian. Dr. Bellamy read an announcement regarding the 60th Anniversary Commemoration of the Charlottesville Twelve being held on September 28 at Buford Middle School. Ms. Galvin announced the birth of Dr. Bellamy's daughter. CONSENT AGENDA* Ms. Walker opened the floor for comments from the public regarding the consent agenda. Mr. John Hall spoke about Item "1c", advising that the criminal justice system is in need of repair. He asked Council to match the $300,548 grant amount. Clerk of Council, Kyna Thomas, read the following consent agenda items into the record: a. MINUTES: August 15 Form Based Code joint worksession; August 19 Special meeting b. APPROPRIATION: Funding for Virginia Temporary Assistance to Needy Families Employment and Training (VTET) pilot program - $50,000 (carried) c. APPROPRIATION: Charlottesville/Albemarle Adult Drug Treatment Court Substance Abuse and Mental Health Services Administration Grant Award - $300,548 (carried) d. APPROPRIATION: Refund of Tax Payment to East Market Street LLC - $16,173.30 (carried) e. APPROPRIATION: Virginia Department of Historic Resources (VDHR) 2019-2020 Certified Local Government grant funding for 10th and Page Neighborhood Historic Resources Survey - $31,590 (carried) f. APPROPRIATION: Albemarle County funding for Albemarle County Resident Workforce Development Training - $13,395 (carried) g. APPROPRIATION: FY 2020 Fire Programs Aid to Locality Funding (Firefund) - $158,343 (2nd reading) APPROPRIATION Fiscal Year 2020 Fire Programs Aid to Locality Funding (Firefund) $158,343 WHEREAS, the Virginia Department of Fire Programs has awarded a grant to the Fire Department, through the City of Charlottesville, specifically for fire service applications; NOW, THEREFORE BE IT RESOLVED by the Council of the City of Charlottesville, Virginia, that a total of $158,343.00 be appropriated in the following manner: Revenues - $158,343 $158,343 Fund: 209 I/O: 1900010 G/L Account: 430110 Expenditures - $158,343 $158,343 Fund: 209 I/O: 1900010 G/L Account: 599999 BE IT FURTHER RESOLVED, that this appropriation is conditioned upon the receipt of $158,343 from the Virginia Department of Fire Programs. h. APPROPRIATION: Safe Routes to School Non-Infrastructure Grant Award - $93,125 (2nd reading) APPROPRIATION Safe Routes to School Program (SRTS) Non-Infrastructure Grants $89,900 WHEREAS, the Safe Routes to School Program (SRTS) non-infrastructure grant, providing Federal payments for education, encouragement, evaluation and enforcement programs to promote safe walking and bicycling to school has been awarded the City of Charlottesville, in the amount of $74,500; WHEREAS, the SRTS program is a 80% reimbursement program requiring a 20% match from the City, of which $15,400 will come from Neighborhood Development and the remainder will be in-kind contributions; REVENUE $74,500 Fund: 209 Cost Center: 3901008000 G/L Account: 430120 $15,400 Fund: 209 Cost Center: 3901008000 G/L Account: 498010 EXPENDITURES $67,400 Fund: 209 Cost Center: 3901008000 G/L Account: 519999 $22,500 Fund: 209 Cost Center: 3901008000 G/L Account: 599999 NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Charlottesville, Virginia that the following is hereby appropriated in the following manner: TRANSFER FROM $15,400 Fund: 105 Cost Center: 3901001000 G/L Account: 561209 BE IT FURTHER RESOLVED, that this appropriation is conditioned upon the receipt of $74,500 from the Virginia Department of Transportation. i. APPROPRIATION: Housing Opportunities for People with AIDS/H.I.V. (H.O.P.W.A.) - $240,642 (carried) j. APPROPRIATION: Virginia Housing Solutions Program Grant Award - $484,785 (carried) k. RESOLUTION: Amendment to Alley Policy RESOLUTION APPROVING UPDATED PROCEDURES FOR THE ALTERATION OF STREETS, ALLEYS, PUBLIC RIGHTS-OF-WAY AND PUBLIC EASEMENTS WHEREAS, on July 16, 2018, the Charlottesville City Council (hereinafter “Council”) directed City staff to evaluate the City’s existing policies and procedures that address requests to alter or vacate certain streets, alleys, public rights-of-way and public easements; and WHEREAS, City staff completed its evaluation and presented a report to City Council on April 15, 2019 and on May 6, 2019 Council voted by motion to approve staff’s recommendations as set forth within the April 15, 2019 report; and WHEREAS, the Department of Neighborhood Development Services (NDS) has identified procedural clarifications that are necessary in order to assure the most expeditious resolution of applications seeking the alteration or vacation of certain streets, alleys, public rights-of-way and public easements, and recommends that Council consider and approve revisions to the procedures previously approved on May 6, 2019; NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Charlottesville, Virginia that the attached updated “City Council Procedures for Consideration of Applications Seeking Alteration or Vacation of Public Easements, or of Certain Public or Private Streets/ Alleys or Public Rights of Way” are hereby approved, and shall be implemented by staff effective as of the date of approval of this Resolution; and BE IT FURTHER RESOLVED that adoption of this Resolution shall serve as the vote required by City Code §2-97, authorizing the approval of certain ordinances upon one reading of City Council, as set forth within the Procedures (2019). BE IT FURTHER RESOLVED that any application proposing to alter or vacate a street, alley, or public right-of-way subject to these approved procedures, where the proposed alteration or vacation receives 1.75 or more points on the Scoring Rubric attached to the approved Procedures will be deemed denied by City Council. l. RESOLUTION: Authorize Transit Director to Sign Federal Transit Administration Documents on Behalf of the City RESOLUTION BE IT RESOLVED by the Council for the City of Charlottesville, Virginia, that the City Manager, or his designee, is hereby authorized to sign the following document, in form approved by the City Attorney or his designee. Designation of Signature Authority for the Transit Award Management System (TRAMS), authorizing the City Transit Director to execute applications and grant awards, and other transit-related documents on behalf of the City of Charlottesville. m. ORDINANCE: Amend Charlottesville-Albemarle Convention and Visitors Bureau Operating Agreement (2nd reading) AN ORDINANCE TO AMEND THE AGREEMENT TO OPERATE A JOINT CONVENTION AND VISITORS BUREAU n. ORDINANCE: Release of Portion of a Gas Line Easement - Shops at Stonefield (2nd reading) AN ORDINANCE AUTHORIZING THE RELEASE OF A PORTION OF A NATURAL GAS EASEMENT GRANTED TO THE CITY BY OCT STONEFIELD PROPERTY OWNER, LLC o. ORDINANCE: Valley Road, Monroe Avenue and Jefferson Park Avenue Easements (2nd reading) AN ORDINANCE TO VACATE CERTAIN EASEMENTS NEAR VALLEY ROAD AND TO GRANT EASEMENTS FOR FIBER OPTIC AND WATER LINES IN JEFFERSON PARK AVENUE AND MONROE LANE TO THE UNIVERSITY OF VIRGINIA p. ORDINANCE: Amendment to the text of the City’s Zoning Ordinance, City Code Section 34-896, to modify access requirements for various uses. (2nd reading) AN ORDINANCE AMENDING AND RE-ENACTING THE CODE OF THE CITY OF CHARLOTTESVILLE, CHAPTER 34 (ZONING), ARTICLE VIII, DIVISION 4 (ACCESS AND PEDESTRIAN WAYS), SECTION 34-896 (ACCESS), AS AMENDED, TO REMOVE PROVISIONS THAT CONFLICT WITH THE STATE FIRE CODE, THE CITY’S STANDARDS AND DESIGN MANUAL AND THE PROVISIONS OF CITY CODE 34-975 ([PARKING] ACCESS AND CIRCULATION) On motion by Ms. Hill, seconded by Mr. Signer, Council by the following vote APPROVED the Consent Agenda minus Item “o”, which was pulled by Ms. Walker for a separate vote: 5-0 (Ayes: Walker, Hill, Bellamy, Galvin, and Signer. Noes: None). On motion by Ms. Hill, seconded by Ms. Galvin, Council by the following vote APPROVED Consent Agenda Item “o”, which was pulled by Ms. Walker for a separate vote: 4- 1 (Ayes: Hill, Bellamy, Galvin, and Signer. Noes: Walker). CITY MANAGER RESPONSE TO COMMUNITY MATTERS (FROM PREVIOUS MEETINGS) There were no items to report. COMMUNITY MATTERS Ms. Mary Carey asked if the trolley pilot would go through. Dr. Richardson advised yes. Ms. Carey asked for an apology from Ms. Galvin for misspeaking about Vinegar Hill and Starr Hill being one and the same. Ms. Galvin gave no response. Ms. Nancy Carpenter spoke in support of a strong Police Civilian Review Board (PCRB) and asked City Council to approve the bylaws and to fully fund the staffing request. Mr. Thomas Olivier spoke for Advocates for a Sustainable Population (ASAP), regarding climate action and environmental crises. He encouraged living sustainably. He announced a City and County sustainability challenge developed by ASAP. Mr. Harold Folley, organizer for Legal Aid ceded his time to Ms. Edith Good. Ms. Good asked Council to implement a permanent PCRB, passing its bylaws and fully funding the staffing request. Nelson spoke about the Charlottesville Police Department. He made a complaint about a recent meeting with the Police Chief at which the City Manager was present. Mr. John Hall proposed better OAR pre-trial services for those accused of crime. Mr. Mason Pickett, Albemarle County resident, spoke about the recognition of 1619 as related to slave history, and issues with parenting. Ms. Brooke Ray, with the International Rescue Committee (IRC) and member of the Food Justice Network, spoke about the Food Equity initiative. She and Ms. Rosa Key gave details of the SNAP challenge issued to better engage the community on what food equity looks like by trying to provide three meals a day for $3.18. Ms. Keita Mills from the Food Justice Network and Mr. Bimal Chhetri, representing the IRC, gave a presentation about food equity resources. They shared a list of programs and resources to support the SNAP Challenge, and more information can be found at www.foodjusticecville.org. Ms. Robin Hoffman spoke about the Open House at the Charlottesville Community Media Center at York Place. She shared a signup sheet for people interested in using Charlottesville public access television. Ms. Tanesha Hudson spoke about the court verdict to keep confederate statues and asked whether Council is considering contextualizing the statues. She advised of a citizen complaint regarding parking in front of his house. She advised that Council should fully implement the PCRB. She spoke about accountability for the police department City Council. Mr. Scott Byer, Urban Affairs Analyst for Forbes and city resident, spoke of interest in urban issues and opening a consulting firm. He spoke about the affordable housing crisis, and of elastic and inelastic metro areas, sharing that Charlottesville is increasingly becoming inelastic. Ms. Rosia Parker spoke about the PCRB and consideration of what the individuals coming from Fairfax on September 19 would bring to the table. She asked about the leftover funding from the initial CRB funds and whether they would be disbursed to the members of the board. She asked about funds for refurbishing Westhaven and she advised of adverse effects on herself because of the lack of oversight by the Housing Authority. - Ms. Walker added comments regarding the need for funding of public housing modernization and redevelopment. - Dr. Bellamy added information about the magnitude of work being done by the Charlottesville Redevelopment and Housing Authority. - Ms. Hill spoke about the need for across the board maintenance for housing developments. - Ms. Walker asked that Dr. Bellamy follow up with the Housing Authority to answer questions related to repairs and updates needed, which units are not occupied and why. Ms. Emily Dreyfus, community organizer with the Legal Aid Justice Center and advisory council member of Public Housing Association of Residents (PHAR), spoke about the urgency of public housing redevelopment. She advised that Form Based Code (FBC) would cause more displacement of public housing residents as housing prices would likely rise, and asked that Council place FBC on the backburner. She encouraged having comprehensive plans in place to prevent displacement. She encouraged people to sign up for the Community Bridges Race fundraiser and support the PHAR team. - Ms. Walker shared her opinion that FBC is not the best option for providing future affordable housing. - Ms. Galvin spoke of FBC zoning mixed-use coding in the Downtown Extended Zoning corridor. Ms. Hill advised of a comment received in email about the real estate tax relief program for the elderly. Ms. Walker closed the Community Matters portion of the meeting and the meeting went into recess at 8:03 p.m. The meeting reconvened at 8:22 p.m. PUBLIC HEARING/RESOLUTION*: Review of Program Performance and Setting Priorities for Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) funds for Program Year 19-20 (1st of 1 reading) Ms. Erin Atak, new Grants Coordinator for the City, introduced the Public Hearing and gave the purposes of the recommendation. She reviewed the Consolidated Annual Performance and Evaluation Report (CAPER) performance highlights and CDBG-HOME priorities. Ms. Hill asked about the timeline. Ms. Walker asked that in the future, percentages are broken out regarding those being served. She asked why only two people received down payment assistance instead of the goal of eight. Ms. Missy Creasy of Neighborhood Development Services, advised that there were only two applicants. Ms. Walker asked about the $50,000 decrease toward the priority neighborhood in relation to the $200K. Ms. Atak advised that the total grant funding amount has decreased over the years, yet the amount allocated to the priority neighborhood remained the same, so an adjustment was made in order to provide funding to other Citywide program requests. Ms. Creasy also advised of spending timeliness deadlines. Ms. Walker asked about appointments for the task force. Ms. Walker asked about advertisement for public comment period and asked staff to make it more robust. Ms. Galvin asked for clarification about numbers for persons assisted. Ms. Atak advised that the Priority Neighborhood Project is still ongoing and numbers will be updated upon completion. Ms. Galvin referenced correspondence received (9/16) from PHAR, requesting that two particular areas become priority. Ms. Creasy and Mr. Alex Ikefuna, Director for Neighborhood Development Services, advised that the application is broad and does not preclude applicants from applying and that there has to be a fair application process. Ms. Walker opened the public hearing. - Mr. Don Gathers spoke on behalf of PHAR and read correspondence sent to City Council earlier in the day via email. - Ms. Emily Dreyfus added the services budget for CDBG funding. She encouraged the grants to prioritize public housing. - Ms. Olivia Gabbay spoke about the need for prioritizing the redevelopment of public housing and those areas of the most urgent need. Ms. Walker closed the public hearing. On motion by Ms. Galvin, seconded by Ms. Hill, Council by the following vote APPROVED the resolution, as amended: 5-0 (Ayes: Walker, Hill, Bellamy, Galvin, and Signer. Noes: None). RESOLUTION COUNCIL PRIORITIES FOR CDBG and HOME FUNDS FY 20-21 WHEREAS, the City of Charlottesville is a U.S. Department of Housing and Urban Development (HUD) Entitlement Community for the Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) programs and as such expects to receive an award of funding July 1, 2020; and WHEREAS, in accordance with the City of Charlottesville’s Citizen Participation Plan for HUD funding, the CDBG Task Force composed of citizen and community representatives will need to review potential projects and make recommendations for funding in Spring 2020; BE IT RESOLVED by the Council of the City of Charlottesville, Virginia that the priorities and spending allowances for FY 2020-2021 shall be as follows:  Council’s priorities for the CDBG and HOME program for FY 20-21 shall be access to affordable housing (including but not limited to low income housing redevelopment), workforce development (including but not limited to efforts to bolster Section 3 training opportunities and partnerships with the City’s GO programs), microenterprise assistance, access to quality childcare, homeowner rehabilitation, and down payment assistance.  For FY 20-21, $45,000 CDBG entitlement shall be set aside for Economic Development  For FY 20-21, the Priority Neighborhood shall be Ridge Street and the allocation shall be $150,000 of the total CDBG entitlement. If the CDBG entitlement received is less than the estimate amount of $150,000 this amount will be decreased accordingly. The next Priority Neighborhood shall be Ridge Street.  The CDBG Admin and Planning budget shall be set at 20% of the total CDBG entitlement.  The Public Services budget shall be set at 15% of the total CDBG entitlement. ORDINANCE: Rental Relief for Elderly and Disabled (carried) Mr. Todd Divers, Commissioner of the Revenue, made the presentation. Regarding Item #4 on the meeting agenda, changes to the Real Estate Tax Program, Mr. Divers advised that changes are being made so that the elderly are not adversely affected by moving to the Charlottesville Housing Affordability Program (CHAP) and losing the benefit of a free trash sticker. Ms. Hill asked for review of income thresholds to peg the increases in taxes and to have more data regarding annual adjustments during the budget process. Mr. Divers will provide additional data during his annual budget proposal presentation. Mr. Divers advised that his office is working on a tweak to the language in the real estate tax application so that a notarized affidavit would no longer be necessary and applicants could just submit a statement. Council unanimously agreed to move this item to the Consent Agenda for the October 7th meeting. ORDINANCE: Changes to Real Estate Tax Relief Program for Elderly and/or Disabled (carried) This item was discussed with the previous Ordinance item. Council unanimously agreed to move this item to the Consent Agenda for the October 7th meeting. ORDINANCE*: Amending and Re-enacting City Code Chapter 18, Article III – Special events (3rd reading) City Attorney John Blair made the presentation. He reminded Council that the first reading was July 1, 2019, and the second reading was on August 5, 2019. He advised that with the amount of feedback received, he has met with members of the public as well as reviewed emails that have come in to Council. Mr. Blair reviewed highlights of the changes. Mr. Signer spoke of the memorandum for regulations that is separate from the Ordinance, and asked that the two work together to be more understandable to the public. He asked about changing wording from "a warning shall be given" to "a warning may be issued." Dr. Bellamy agreed. On motion by Mr. Signer, seconded by Dr. Bellamy, followed by Council discussion, Council by the following vote DENIED changing the suggested wording from "shall" to "may": 2-3 (Ayes: Bellamy, Signer. Noes: Hill, Walker, Galvin). On motion by Ms. Galvin, seconded by Dr. Bellamy, Council by the following vote APPROVED the Ordinance, as amended: 4-1 (Ayes: Hill, Bellamy, Galvin, and Signer. Noes: Walker). Ms. Walker explained her position for her vote. Ms. Galvin thanked Mr. Blair for his work on this item. ORDINANCE AMENDING AND RE-ENACTING CHAPTER 18 (PARKS AND RECREATION), ARTICLE III (PERMITS FOR ONSTRATIONS) OF THE CODE OF THE CITY OF CHARLOTTESVILLE (1990) AS AMENDED REPORT: Public Comfort Station for downtown – Oral report only Deputy City Manager Paul Oberdorfer gave the oral report, recommending a trial period for portable restrooms overnight. He advised of issues with utilities and locations on the Downtown Mall. The City owns little property that would suit this cause. Ms. Galvin mentioned the possibility of The Haven being a host location for a more permanent restroom. She also referenced the Portland Lieu project and asked if the City could engage in conversations with The Haven. Dr. Richardson advised that he will have the discussion. Ms. Hill advised of the need of signage for the facility. Ms. Walker suggested that the chosen location would not alleviate the issues being raised and the needs of the public. She asked about having conversation with the tech building at the end of the mall. OTHER BUSINESS Ms. Walker raised the opportunity to sponsor travel to the Sister City of Winneba, Ghana. She advised that the 2018 delegation of 56 travelers had a rewarding experience. Mr. Nanna Ghartey, President of the Winneba Foundation, gave additional information about the origin of trips to Winneba, commemorating 400 years of the first enslaved people landing in Jamestown, Virginia. The Winneba Foundation submitted a request for $15,000 from the Council Equity Fund to support low income residents to travel to Winneba. He advised that these trips are educational on the origins and legacy of slavery and that the level of interest in the trip is high. A portion of the trip cost would be used to leverage other funds. Ms. Walker gave an update about happenings since the 2018 trip. Dr. Bellamy echoed that the $15,000 would be well-used. Ms. Galvin asked for clarification on the Sister Cities program mission and policies, and she asked that this information come back for future discussion. She asked whether this request is for a special event to commemorate the 400th anniversary of the 1619 landing of enslaved people in Jamestown, Virginia, or whether there would be an ongoing need for support. Mr. Ghartey asked Ms. Galvin to review the initial Memorandum of Understanding for the Sister City relationship with Winneba. Ms. Walker advised that the Sister City relationships have always been about cultural exchange and resources. Ms. Galvin asked for a more robust budget conversation and how the Sister Cities Commission budget is intended to be used. Mr. Ghartey advised that the deadline for funding would be the end of October since the first delegation is scheduled to go in December. Mr. Signer advised of concerns for off-budget cycle requests from the Equity Fund, and the setting of a precedent with funding items beyond the budget cycle. Dr. Bellamy mentioned that this is the type of initiative for which the Equity Fund was created. More Council discussion ensued. Mr. Signer asked for a breakdown of allocations that have been made from the Equity Fund. Mr. Blair noted the need for two readings to appropriate funds, October 7 and 21, in order to meet the suggested deadline. Dr. Bellamy recommended that the request be added to the next Council agenda. Other Councilors agreed. MATTERS BY THE PUBLIC Mr. Don Gathers advised that where there has been a lack of equality, there is an opportunity to provide equity in regards to the Winneba Foundation request for $15,000. Ms. Nancy Carpenter spoke about public restroom facilities on the downtown mall. She advised that businesses should allow downtown patrons to use the restrooms. She suggested that a location away from City Hall would be best since restrooms at the Visitors Center are cordoned off during special events. The meeting adjourned 9:56 p.m. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 4, 2019 Action Required: Appropriation of grant funds Presenter: Susan Morrow, Offender Aid and Restoration Staff Contact: Susan Morrow, Offender Aid and Restoration Ryan Davidson, Senior Budget and Management Analyst Title: Virginia Behavioral Health Docket Grant - $45,000 Background: The City of Charlottesville, on behalf of the Charlottesville-Albemarle Therapeutic Docket program, has received a Supreme Court of Virginia Behavioral Health Docket Grant in the amount of $45,000 for operations of the therapeutic docket program, which is operated by Offender Aid and Restoration (O.A.R.). The City of Charlottesville serves as fiscal agent for the Supreme Court of Virginia Behavioral Health Docket Grant. Discussion: In its second year of operation, the Charlottesville-Albemarle Therapeutic Docket program is a supervised 6 to 12 month treatment program that serves as an alternative to incarceration for offenders. The Therapeutic Docket is a specialized docket within the existing structure of the court system given the responsibility to handle cases involving non-violent adult misdemeanor offenders who suffer from serious mental illness. The program uses the power of the court to assist non-violent offenders to achieve wellness and recovery through a combined system of intensive supervision, medication management, mental health treatment, and regular court appearances. The total program budget is $155,000 and includes three funding sources: Supreme Court of VA: $45,000 City of Charlottesville: $55,000, (previously appropriated) Albemarle County: $55,000, (previously appropriated) Alignment with City Council Vision and Strategic Plan: This relates to Goal #2 in the City’s Strategic Plan - A Healthy and Safe City. More specifically Objective 2.3 Improve community health and safety and outcomes by connecting residents with effective resources; and Objective 2.4 Reduce the occurrences of crime, traffic violations, and accidents in the community. The Therapeutic Docket is a valuable, less expensive alternative to incarceration for certain criminal offenders with serious mental illness which utilizes a blend of court-ordered supervision, mental health treatment services, court appearances, and behavioral sanctions and incentives to reduce recidivism and enhance personal accountability and mental health and wellness among participants. Community Engagement: The Therapeutic Docket is a direct service provider and is engaged daily with non-violent criminal offenders with serious mental illness who are at a high level of risk for reoffending and have a high level of need due to mental illness. By collaborating with the Court system, Region Ten Community Services Board, Partners for Mental Health, and the Sheriff’s department, the Therapeutic Docket provides these offenders with a highly structured, rigorously supervised system of treatment and criminal case processing that results in a significant reduction in recidivism rates for program participants and graduates. Participants gain access to the Therapeutic Docket through referrals from police, probation, magistrates, defense attorneys and other local stakeholders. Participants have active criminal cases pending in the General District Court. If they successfully complete the program which takes a minimum of 6 months, participants may have their pending charges dismissed. If participants are unsuccessful and have to be terminated from the program, they return to court to face their original charges. Successful Therapeutic Docket participants return the community’s investment in them by improving their mental health status, maintaining compliance with treatment regimens, including medications, and reducing their criminal behaviors in the community. Budgetary Impact: No additional City funding is required as the City’s match for this grant, $55,000, was appropriated within the FY 2020 Council Adopted Budget as part of the City’s contribution to Offender Aid and Restoration. Recommendation: Staff recommends approval and appropriation. Attachments: Appropriation APPROPRIATION Charlottesville - Albemarle Therapeutic Docket Grant Award $45,000 WHEREAS, the Supreme Court of Virginia awarded the Supreme Court of Virginia Behavioral Health Docket Grant in the amount of $45,000 for the Charlottesville - Albemarle Therapeutic Docket in order to fund salaries, benefits, and operating expenses; and WHEREAS, the City of Charlottesville serves as the fiscal agent for this grant program; and WHEREAS, the City of Charlottesville and Albemarle County both have dedicated local matches to this grant, totaling $110,000; and WHEREAS, the grant award covers the period July 1, 2019 through June 30, 2020. NOW, THEREFORE BE IT RESOLVED by the Council of the City of Charlottesville, Virginia, that the sum of $45,000, received as a grant from the Supreme Court of Virginia, is hereby appropriated in the following manner: Revenues $45,000 Fund: Internal Order: #1900341 G/L Account: 430110 (State Grant) Expenditures $45,000 Fund: Internal Order: #1900341 G/L Account: 530670 BE IT FURTHER RESOLVED, that this appropriation is conditioned upon the receipt of $45,000 from the Supreme Court of Virginia. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: October 21, 2019 Action Required: Approval of Appropriation Presenter: John Mann, Landscape Manager Staff Contacts: John Mann, Landscape Manager Title: Parks & Recreation Gift Guide Memorials Account - $3,260 Background: The City of Charlottesville, through the Parks and Recreation Department, has received two donations in the amount of $1,630 each for memorial benches and plaques for Katherine E. Magraw and Sallie Dietrich Brown. Theses amenities will be placed along the trail leading to the Murray/Van Yahres Memorial Grove approved by Council during the April 17, 2017 meeting. Discussion: Parks and Recreation has received numerous requests from family and friends expressing an interest in paying tribute, to individuals who were active in civic and community involvement, by funding memorial benches for placement in Charlottesville Parks. Memorial options must be consistent with the park design, function, aesthetics and maintenance considerations. Benches or other memorials must be compatible with other existing elements in the Parks and approve by Parks management. Currently a need exists for placement of two benches in East McIntire Park. The selected bench style is consistent with other existing park benches and will be an addition to the approved Murray/Van Yahres Memorial Grove included in the McIntire Park East Plan. Placement is based on current Park plans and future landscape development. Alignment with City Council’s Vision and Strategic Plan: This supports the Council vision of “A Green City”, within a community of vibrant urban forest, trees and lush green park spaces that encourage citizens to enjoy our walking trails. Community connections to green spaces and use of trails contributes to health and mental well-being of our City residents. Strategic Plan Goal 2 “A Healthy and Safe City” promotes physical activity and age-friendly outdoor spaces for community use. Our trails encourage citizens to participate actively and offer bench sites for rest and contemplation. Strategic Plan Goal 5 “A Well Managed and Responsive Organization” citizen engagement in recognition of civic and community participation and contributions from citizens in support of City Park initiatives. Community Engagement: Memorial donations are unsolicited and usually contributed by family or friends desiring to memorialize individuals who appreciated the park areas in Charlottesville. Specific parks are requested and consideration is based on need and site appropriateness. Currently two memorial benches are requested for placement in East McIntire Park to compliment the approved “Grove” Memorial Walk and Garden. The bench style and location has been coordinated with representatives of the Grove Steering Committee. Plans are to install the benches in Fall 2019. Budgetary Impact: This has no impact on the General Fund. These donations are for specific purchases per the wishes of the donor and the donations and expenses will be recorded in a separate internal order account for those purposes. Recommendation: Staff recommends approval and appropriation of donated funds. Alternatives: If memorial donations are not appropriated, Parks & Recreation will be unable to purchase the memorial benches and abide by the wishes of those individuals making donations. Attachments: Appropriation APPROPRIATION Parks & Recreation Gift Guide Memorials Account $3,260 WHEREAS, the Parks and Recreation Department has received two donations in the amount of $3,260 each for memorial benches and plaques for Katherine E. Magraw and Sallie Dietrich Brown; NOW, THEREFORE BE IT RESOLVED by the Council of the City of Charlottesville, Virginia, that a total of $3,260 be appropriated in the following manner: Revenues - $3,260 Fund: 105 Internal Order: 2000153 G/L Account: 451020 Expenditures - $3,260 Fund: 105 Internal Order: 2000153 G/L Account: 599999 BE IT FURTHER RESOLVED, that this appropriation is conditioned upon the receipt of the donations. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: October 21, 2019 Action Required: Approval and Appropriation Presenter: Jeff Brill, Albemarle-Charlottesville Regional Jail Staff Contacts: Gail Hassmer, Chief Accountant Symia Tabron, Accountant Ryan Davidson, Sr. Budget and Management Analyst Title: State Criminal Alien Assistance Program (S.C.A.A.P.) Grant for 2019 – $14,230 Background: The City of Charlottesville has received the State Criminal Alien Assistance Program Grant (S.C.A.A.P.), on behalf of the Albemarle-Charlottesville Regional Jail, in the amount of $14,230. These are federal funds to reimburse the Albemarle-Charlottesville Regional Jail for Fiscal Year 2018 expenses of housing foreign born inmates. Albemarle County is appropriating funds received under the same program that will also be passed through to the Regional Jail. Discussion: The State Criminal Alien Assistance Program (S.C.A.A.P.) provides federal payments to states and localities that incurred correctional officer salary costs for incarcerating certain undocumented criminal aliens. The award amount is based on the number of undocumented persons incarcerated at the Albemarle-Charlottesville Regional Jail. As this is not a one-time grant, the Jail will receive future payments from the City as they are granted. The majority of these funds (88% or $12,522.40) will be passed through directly to the Regional Jail. The remaining 12% ($1,707.60) will be sent to Justice Benefits, Inc., for their management services for the administrative functions of the S.C.A.A.P. reimbursements for the regional jail. Alignment with City Council’s Vision and Strategic Plan: These funds align with Council’s Vision for a Smart, Citizen-Focused Government -- Acceptance of these funds will support quality services at our Regional Jail and will help ensure that services are provided in the most efficient and cost effective way to citizens. These funds also support Goal 2: Be a safe, equitable, thriving and beautiful community, and Objective 2.1. Provide an effective and equitable public safety system Community Engagement: N/A Budgetary Impact: There is no budgetary impact to the City as these funds will be passed through directly to the Regional Jail and Justice Benefits, Inc., which provides administrative support for the regional jail. Recommendation: Staff recommends approval and appropriation of funds to the Regional Jail. Alternatives: N/A Attachments: Appropriation APPROPRIATION State Criminal Alien Assistance Program (SCAAP) Grant for 2018 reimbursement $14,230 WHEREAS, the State Criminal Alien Assistance Program (SCAAP) grant, providing federal payments for correctional officer salary costs incurred for incarcerating certain undocumented criminals has been awarded the City of Charlottesville, on behalf of the Albemarle-Charlottesville Regional Jail, in the amount of $14,230. NOW, THEREFORE BE IT RESOLVED by the Council of the City of Charlottesville, Virginia that a total of $12,522.40 be appropriated and passed through to the Albemarle-Charlottesville Regional Jail and $1,707.60 be appropriated and passed through to Justice Benefits, Inc. Revenues $14,230 Fund: 211 Internal Order: 1900315 G/L Account: 431110 Expenses $12,522.40 Fund: 211 Internal Order: 1900315 G/L Account: 530550 $ 1,707.60 Fund: 211 Internal Order: 1900315 G/L Account: 530670 BE IT FURTHER RESOLVED, that this appropriation is conditioned upon the receipt of $14,230 from the U. S. Bureau of Justice Assistance. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 4, 2019 Action Required: Resolution Enactment Staff Contacts: John Blair, City Attorney Garland Williams, CAT Director Presenter: John Blair, City Attorney Garland Williams, CAT Director Title: Waiver of CAT Fees for Election Day Background: Charlottesville Area Transit (CAT) traditionally provides free service for riders on Election Day. In the past, the Council announced this service during Council meetings without a formal resolution. Instead, this service has been announced by individual Councilors during City Council meetings. Discussion: It is a best practice for the Council to enact a formal resolution to create a record of this action so that future Councils will have a reference point if they wish to continue the practice. Budgetary Impact: $1,257.00. This is CAT’s average weekday revenue figure. Attachments: Resolution RESOLUTION TO WAIVE CHARLOTTESVILLE AREA TRANSIT FARE FEES ON ELECTION DAY BE IT RESOLVED by the City Council of the City of Charlottesville, Virginia, that the Charlottesville Area Transit (CAT) bus system shall not impose a fare on riders on November 5, 2019, in observance of Election Day. This page intentionally left blank This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: October 21, 2019 Action Required: Vacation of Natural Gas Line Easement (1st reading of Ordinance) Presenter: Lauren Hildebrand, Director of Utilities Staff Contacts: Lauren Hildebrand, Director of Utilities John Blair, City Attorney Title: Release of a Gas Line Easement - Oakleigh Development Background: In April of 2017, the City of Charlottesville Department of Utilities acquired a natural gas line easement across property designated as Albemarle County Tax Map Parcel 45-26A in the Oakleigh Development along Rio Road. After construction of the development began, minor changes were made to the fire access road to accommodate an existing tree and the site conditions. The property owner has already granted a new easement for the gas line easement by Deed of Easement dated August 22, 2019 (Albemarle County Deed Book 5211, Page 719). Discussion: The City of Charlottesville Department of Utilities has received a request to vacate the 2017 gas easement located in the Oakleigh Development on Rio Rd West. The Department of Utilities has no objection to the release of the 2017 gas line easement. Alignment with City Council’s Vision and Strategic Plan: Not Applicable Community Engagement: A public hearing is required by law to give the public an opportunity to comment on the proposed conveyance of a property interest. Notice of such public hearing was advertised in the local newspaper in accordance with Va. Code Sec. 15.2-1800(B). Budgetary Impact: None Recommendation: Staff recommends the approval of the ordinance releasing the 2017 gas line easement in the Oakleigh Development. Attachments: Ordinance Deed of Vacation of Easement (with 2017 plat attached) AN ORDINANCE AUTHORIZING THE RELEASE OF A NATURAL GAS EASEMENT GRANTED TO THE CITY BY OAKLEIGH ALBEMARLE, LLC WHEREAS, Oakleigh Albemarle, LLC (“Owner”) is the current owner of property located on West Rio Road in the County of Albemarle (Albemarle Tax Map Parcel No. 45-26A); and WHEREAS, the Owner requested adjustments to the easement location, and the City has been granted a new gas line easement by deed dated August 22, 2019, of record in the Albemarle County Circuit Court Clerk’s Office in Deed Book 5211, Page 719; and WHEREAS, Oakleigh Albemarle, LLC has requested release of the permanent natural gas easement granted to the City by deed dated April 26, 2017, of record in the Albemarle County Circuit Court Clerk’s Office in Deed Book 4927, page 170; and WHEREAS, the Director of Utilities has reviewed the request and determined that the City has no objection to releasing the above described 2017 easement; and WHEREAS, in accordance with Virginia Code Sec. 15.2-1800(B), a public hearing was held to give the public an opportunity to comment on the partial release of this easement; now, therefore, BE IT ORDAINED by the Council of the City of Charlottesville, Virginia that the Mayor is hereby authorized to execute a Deed of Vacation of Easement, in form approved by the City Attorney, to release the above-described natural gas easement recorded in Albemarle County Deed Book 4927, Page 170. Prepared by John C. Blair, II (VSB #65274) Charlottesville City Attorney’s Office, P.O. Box 911, Charlottesville, VA 22902 Tax Map Parcel 45, Parcel 26A (Oakleigh) This deed is exempt from recordation tax imposed by Va. Code Sec. 58.1-802 Pursuant to Va. Code Sec. 58.1-811(C)(4) THIS DEED OF VACATION OF EASEMENT (“Deed”) is made as of this ______ day of _______________________, 2019, by and between the CITY OF CHARLOTTESVILLE, VIRGINIA, a municipal corporation and political subdivision of the Commonwealth of Virginia (“City”), Grantor, and OAKLEIGH ALBEMARLE, LLC, a Virginia limited liability company, Grantee, whose address is 690 Berkmar Circle, Charlottesville, Virginia 22901. WITNESSETH: WHEREAS, Grantee owns certain real property in the City of Charlottesville, Virginia, designated as Parcel 26A on Albemarle County Real Estate Tax Map 45; and WHEREAS, by Deed of Easement, dated April 26, 2017, of record in the Albemarle County Circuit Court Clerk’s Office in Deed Book 4927, Page 170, a 15’ wide natural gas line easement was granted to the City; and WHEREAS, Grantee requested vacation and release of the above-referenced gas line easement (hereinafter, “Subject Easement”) by the City, described as follows: A permanent 15’ wide natural gas line easement dedicated to the City by the above-referenced recorded Deed of Easement (Albemarle County Deed Book 4927, Page 170), and shown as a shaded area on the plat attached to said deed dated April 26, 2017. WHEREAS, Oakleigh Albemarle, LLC requested the City to release and vacate the Subject Easement, by way of adoption of an ordinance; NOW, THEREFORE, for and in consideration of ONE DOLLAR ($1.00), cash in hand paid, and for other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the City does hereby VACATE, RELEASE and EXTINGUISH the above- described natural gas line easement. IN WITNESS WHEREOF, the Mayor of the City of Charlottesville, Virginia, has signed this Deed pursuant to an ordinance adopted ________________________, 2019. WITNESS the following signature and seal. CITY OF CHARLOTTESVILLE, VIRGINIA By: _________________________________ Nikuyah Walker, Mayor COMMONWEALTH OF VIRGINIA City of Charlottesville, Virginia The foregoing instrument was acknowledged before me, a Notary Public in and for the aforesaid City and Commonwealth, by Nikuyah Walker, Mayor of the City of Charlottesville, Virginia, on this _______ day of __________________, 2019. ____________________________________ Registration #: _________________ Notary Public Approved as to form: _______________________________ John C. Blair, II, City Attorney This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: October 21, 2019 Action Required; Yes (Public Hearing and First Reading of Ordinance) Presenter: Lauren Hildebrand, Director of Utilities Staff Contacts: Roy Nester, Public Utilities Lisa Robertson, Chief Deputy City Attorney Title: Release of a Public Utility Easement - CVS Project at Emmet Street and Barracks Road Background: In May of 2018 the City was granted a 5' wide public utility easement ("Proposed Vacated Easement") across property at the intersection ofEmxnet Street and Barracks Road ("CVS Project"), designated as City Tax Map Parcel 1 -4.1. The development is owned by Meadowbrook Comer, LLC ("Owner"), and a plat showing this utility line easement was recorded on May 21,2018 as Instrument #201800 1798 in the Charlottesville Circuit Court Clerk's Office. A plat dated August 22, 2019 showing the Proposed Vacated Easement, highlighted in yellow, is attached. The City has already accepted the other public utility easements shown on the plat by recordation of a Deed of Easement recorded September 6,2019 (Instrument No. 201900003150). Discussion: The Utilities Department and Neighborhood Development Services have confirmed that the Proposed Vacated Easement Is not needed for public use. The original purpose of the easement was to install a water meter, but the City decided to place the water meter in another location so this easement is no longer required. The Owner has requested release of the subject easement area. If City Council approves vacation of this easement, the City Attorney's Office will draft a Deed of Vacation of Easement (substantially the same as the attached deed) to release the City's rights in the Proposed Vacated Easement area. Community Engagement: A public hearing is required by law to give the public an opportunity to comment on the proposed conveyance of a property interest. Notice of such public hearing was advertised in the local newspaper in accordance with Va. Code Sec. 15.2-1800(B). Alignment with City Coimcil's Vision and Priority Areas: Not applicable. Budgetary Impact: None. Recommendation: Approve the ordinance vacating the above-described 5' wide public utility easement. Attachments: Proposed Ordinance Deed and Plat ^LS-^ ^^WRIGH^ PROP. VAR. WIDTH PUBLIC unurr ESM'T. -12 EX. VARIABLE WIDTH PUBLIC ACCESS ESM'T. WST. ,2018-00001798 EX. 5' PUBLIC UJJLITY ESM'T. INST. ^2018-00001798 (TO BE VACATED) PROP. 5' PUBLIC UTILITY ESM'T, TMP 1-4.1 MEADOWBROOK CORNER, LLC EX. 20' PRIVATE DRAINAGE ESM'T. WST. /20W-00001798 S 5r!8'28" W W5.68' S 5VW'29" W 120.18' PROP. 10' PUBLIC UTILITY ESM'T. -APPROX. LOCATION EXISTING CITY OF / CHARLOTTESVILLE STORM DRAIN EASEMENT PER PLAT 06 366 PC ?58 JMP 1-4 MEADOWBROOK SHOPPING CENTER LLC ALL PROPOSED PUBLIC UTILITY EASEMENTS WILL BE DEDICATED TO THE CITY OF CHARLOTTESVILLE PLAT SHOWING PUBLIC UTILITY 40 80 120 EASEMENT DEDICATION FOR MEADOWBROOK 'CORNER, LLC CIT/ OF CHARLOTTESVILLE, VIRGINIA SHEET 2 OF 2 ROUDABUSH, GALE & ASSOCIATES, INC. AUGUST 22, 2019 ENQINEERS. SURVEYORS AND LAND PLANNERS A PROFESSIONAL CORPORATION SERVINQ VIRQINIA SINCE 1S66 SCALE: 1"= 40" 914 MONT1CELLO ROAD - CHARU)TTESVIU£, VIRGINIA 22902 ZSTP' PHONE 434-977.0205.FAX 434-298-5220-EMAIL INFO@HOUDABUSH.COM FILE: 7217 AN ORDINANCE AUTHORIZING THE RELEASE OF A PUBLIC UTILITY EASEMENT GRANTED TO THE CITY ACROSS PROPERTY AT EMMET STREET AND BARRACKS ROAD (CVS PROJECT) WHEREAS, in 2018 the City acquired a permanent 5’ wide public utility easement (“Public Utility Easement”) across property currently owned by Meadowbrook Corner, LLC, designated as City Tax Map Parcel 010004100 (“Subject Property”); and WHEREAS, the plat creating the Public Utility Easement is attached to a Deed of Easement dated May 10, 2018, of record as Instrument #201800001798 in the Charlottesville Circuit Court Clerk’s Office; and WHEREAS, the Directors of Utilities and Neighborhood Development Services have reviewed the request to release, vacate and extinguish the Public Utility Easement, shown as a shaded area on the attached plat dated August 22, 2019, and labeled “Ex. 5’ Public Utility Esm’t Inst. #2018-00001798 (To Be Vacated)”, after determining that the City no longer has a need for the subject easement; and WHEREAS, in accordance with Virginia Code Sec. 15.2-1800(B), a public hearing was held to give the public an opportunity to comment on the release of the above-referenced Public Utility Easement; now, therefore, BE IT ORDAINED by the Council of the City of Charlottesville, Virginia that the Mayor is hereby authorized to execute a Deed of Vacation of Easement, in form approved by the City Attorney, to release, vacate and extinguish the above-described Public Utility Easement granted to the City. Prepared by Lisa A. Robertson (VSB #32486) Charlottesville City Attorney's Office, P.O. Box 911, Charlottesville, VA 22902 Tax Map Parcel 010004100 Consideration: $0 This deed is exempt from recordation tax imposed by Va. Code Sec. 58.1-802 Pursuant to Va. Code Sec. 58.1-811(C)(4) THIS DEED OF VACATION OF EASEMENT ("Deed") is made as of this _ day of_, 2019, by and between the CITY OF CHARLOTTESVILLE, VIRGINIA, a municipal corporation and political subdivision of the Commonwealth of Virginia ("City"), Grantor, and MEADOWBROOK CORNER, LLC, a Virginia limited liability company, Grantee, whose address is 1754, Stony Point Road, Charlottesville, Virginia 22911. WITNESSETH: WHEREAS, Grantee owns certain real property in the City ofCharlottesville, Virginia, designated as Parcel 4.1 on City Real Estate Tax Map I; and WHEREAS, by Deed of Easement, dated May 10, 2018, of record in the Charlottesville Circuit Court Clerk's Office as Instrument No. 201800001798, a 5' wide public utility easement was established and dedicated to the City; and WHEREAS, Grantee requested vacation and release of a 5' public utility easement (hereinafter, "Subject Easement") by the City, described as follows: A permanent 5' wide public utility easement dedicated to the City by the above- referenced recorded Deed of Easement (Instrument No. 201800001798), and shown as a shaded area on a plat entitled "Ex. 5" Public Utility Esm't Inst #2018-00001798 (To Be Vacated)", dated August 22, 2019, of record in the aforesaid Clerk's Office as Instrument No. 201900003150 attached to a Deed of Easement dated August 29, 2019; and WHEREAS, Meadowbrook Comer, LLC requested the City to release and vacate the Subject Easement, by way of adoption of an ordinance; and WHEREAS, by ordinance adopted _, 2019, City Council authorized the City Manager to execute this Deed of Vacation of Easement; NOW, THEREFORE, for and in consideration of ONE DOLLAR ($1.00), cash in hand paid, and for other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the City does hereby VACATE, RELEASE and EXTINGUISH the above-described public utility easement. IN WITNESS WHEREOF, the Mayor of the City of Charlottesville, Virginia, has signed this Deed pursuant to an ordinance adopted _, 2019. WITNESS the following signatures and seals. CITY OF CHARLOTTESVILLE, VIRGINIA By: Nikuyah Walker, Mayor COMMONWEALTH OF VIRGINIA City of Charlottesville, Virginia The foregoing instrument was acknowledged before me, a Notary Public in and for the aforesaid City and Commonwealth, byNikuyah Walker, Mayor of the City of Charlottesville, Virginia, on this _ day of_, 2019. Registration #: Notary Public Approved as to form: John C. Blair, II, City Attorney This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: October 21, 2019 Action Required: 1st Reading on Ordinance Presenter: Lauren Hildebrand, Director of Utilities Staff Contacts: John Blair, City Attorney Chris Cullinan, Director of Finance Lauren Hildebrand, Director of Utilities Title: Ordinance Repealing Chapter 31 Section 31-103 (Buck Mountain) Surcharge for water connections Background: The Rivanna Water and Sewer Authority (RWSA) Buck Mountain surcharge was originally intended to fund some of the cost to purchase the Buck Mountain property, located near Free Union in Albemarle County. The intended purpose of the property was to construct a community water supply reservoir. In a Joint Resolution of 1983, the City and the Albemarle County Service Authority (ACSA) requested the RWSA to purchase the property for the proposed Buck Mountain Reservoir. The City and the ACSA also agreed to collect a surcharge for each new water service connection in the City and in the urban water area of the county. Those funds were allocated to the RWSA to help pay for the bonds used to finance the purchase of the property. From 1984 – 1987, RWSA purchased 1313 acres costing $6.95 million for the reservoir site. While the reservoir was never constructed due to the presence of the James Spinymussel, a state and federally-listed endangered species, 600 acres of the property were preserved in 2013 to mitigate the environmental impacts of the Ragged Mountain Dam project. Discussion: City Code Chapter 31 Section 31-103 establishes a surcharge for water connections. The surcharge is collected by the City and then remitted to RWSA to offset the cost of the Buck Mountain property. RWSA has requested the City seek approval to terminate the Buck Mountain Surcharge that was implemented in 1983. The Rivanna Water and Sewer Authority Board approved the attached Joint Resolution to terminate the surcharge at the regular meeting on Tuesday, September 24, 2019. To terminate the surcharge, this Resolution must be approved by the Bond Trustee, the RWSA Board, City Council, the Albemarle County Board of Supervisors and the Board of Directors of the Albemarle County Service Authority (ACSA). This Resolution states that the parties have agreed that it is no longer necessary to collect this surcharge to pay the long-term debt financing for purchase of the property. The Bond Trustee has approved termination of the surcharge. The surcharge will terminate for both the City and the ACSA upon the last approval by the parties. Alignment with City Council’s Vision and Strategic Plan: It contributes to Goal 5: Responsive Organization, and Objective 5.1: Integrate effective business practices and strong fiscal policies. Community Engagement: The termination of the Buck Mountain Surcharge was discussed and approved at the RWSA Board meeting on September 24, 2019. It will also be discussed at future Albemarle County Board of Supervisors and ACSA Board meetings. Budgetary Impact: There is no budget impact to the City. Recommendation: Staff recommends approval of the ordinance Chapter 31 Section 31-103 that repeals the surcharge for water connections and the Joint Resolution that terminates the Buck Mountain Surcharge. Alternatives: Council could choose to deny the request and the City would continue to collect the fee for RWSA unnecessarily. Attachments: Proposed Ordinance Joint Resolution to Terminate Surcharge AN ORDINANCE REPEALING SECTION 31-103 OF CHAPTER 31 (UTILITIES) BE IT ORDAINED by the Council for the City of Charlottesville, Virginia, that: Section 31-103 of Chapter 31 of the Code of the City of Charlottesville (1990) is repealed as follows: Sec. 31-103. - Surcharge for water connections. (a) In addition to every other charge imposed by this chapter, every person making application for a new water service connection shall pay a surcharge based upon the size of the meter required according to the following schedule: Capacity Meter Size Factor Surcharge Gal./Min. 5/8 ″ 20 1 $200.00 1″ 50 2.5 500.00 1½″ 100 5 1,000.00 2″ 160 8 1,600.00 3″ 350 12.5 2,500.00 4″ 600 30 6,000.00 6″ 1,250 62.6 12,000.00 8″ 1,800 90 18,000.00 10″ 2,900 145 29,000.00 12″ 4,300 215 43,000.00 New connections to master-metered systems, not requiring the setting of a new meter, shall nevertheless be subject to the surcharge, based on the capacity of the connection, expressed in gallons per minute on the foregoing schedule. (b) The director of finance shall remit all amounts collected under this section to the Rivanna Water and Sewer Authority for debt service on the Buck Mountain Reservoir Project. JOINT RESOLUTION WHEREAS, the Rivanna Water and Sewer Authority (“Rivanna”) was formed in 1972 by a joint resolution of Albemarle County and the City of Charlottesville for the purpose of maintaining facilities to supply drinking water to both communities under terms set out in the "Four Party Agreement" dated June 12, 1973 among the City, the County, the Albemarle County Service Authority, and Rivanna; and WHEREAS, pursuant to Section 4.3 of the Four Party Agreement, Rivanna, at the request of the City and the County, purchased certain land in the County of Albemarle for the purpose of building a reservoir on Buck Mountain Creek; and WHEREAS, the purchase of such land was financed with the issuance of bonds by Rivanna; and WHEREAS, pursuant to a Joint Resolution adopted by the Albemarle County Board of Supervisors on January 5, 1983, the Charlottesville City Council on January 18, 1983, the Albemarle County Service Authority (the “Service Authority”) on March 17, 1983 and the Rivanna Water and Sewer Authority on January 10, 1983, the City and the Service Authority were directed, beginning July 1, 1983, to collect a surcharge for each new water service connection in the City and in the urban water area of the County, respectively and remit such surcharges to Rivanna for the purpose of paying the debt incurred under the bonds; and WHEREAS, the Joint Resolution provided that that obligation of the City and the Service Authority to collect the surcharge would terminate upon the retirement of the long-term debt financing incurred by Rivanna for the land acquisition; and WHEREAS, the bonds issued by Rivanna were subsequently refinanced with bonds issued by Rivanna for other projects; and WHEREAS, as a result of such refinancings it cannot be determined exactly when such long-term debt financing for the land acquisition has been retired; and WHEREAS, the parties have agreed that it is no longer necessary to collect such surcharge in order to pay the long-term debt financing under such refinanced bonds; NOW, THEREFORE, BE IT JOINTLY RESOLVED BY ALBEMARLE COUNTY, THE CITY OF CHARLOTTESVILLE, THE ALBEMARLE COUNTY SERVICE AUTHORITY, AND THE RIVANNA WATER AND SEWER AUTHORITY, as follows: 1. The obligation of the City and the Albemarle County Service Authority under the Joint Resolution to collect the surcharge for each new water service connection in the City and in the urban water area of the County and remit such surcharges to the Rivanna Water and Sewer Authority shall be terminated upon the last to occur of (i) approval of this Joint Resolution by Albemarle County, the City of Charlottesville, the Albemarle County Service Authority and the Rivanna Water and Sewer Authority, and (ii) approval of such termination by the bond trustee. 1 ATTEST: ADOPTED BY THE BOARD OF SUPERVISORS OF THE COUNTY OF ALBEMARLE Date Clerk Chairman ATTEST: ADOPTED BY THE COUNCIL OF THE CITY OF CHARLOTTESVILLE Date Clerk Mayor ATTEST: ADOPTED BY THE ALBEMARLE COUNTY SERVICE AUTHORITY Date Secretary Chairman ATTEST: ADOPTED BY THE RIVANNA WATER AND SEWER AUTHORITY Date Secretary Chairman 119017241_2 2 This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 4, 2019 Action Required: Resolution Adoption Staff Contacts: John Blair, City Attorney Presenter: John Blair, City Attorney Title: City Charter Amendments Background: The Virginia General Assembly granted a Charter to the City of Charlottesville in 1946. The last significant set of Charter amendments to the document occurred in 1972. Since that time, the Charter has only been amended nine times, the last occurring in 2010. Discussion: The proposed Charter amendments before the Council are intended to be non-substantive except for two which will be discussed later in this Memorandum. The proposed amendments reflect changes in terminology, law, and practice that reflect current governmental operations in Charlottesville. A number of the proposed amendments are designed to conform the Charter with state law. Some of the changes are described in the following paragraphs. GENERAL AMENDMENTS First, all gendered terminology is replaced with non-gendered terminology. I have worked to remove all references to “councilman” with “councilor” and replaced gender specific pronouns such as “he”, “his”, “him” with “their.” Second, all references to specific Virginia code sections have been replaced with the term “general laws of the Commonwealth.” The Code of Virginia is often amended, and specific code sections become irrelevant and outdated. For example, in the current Charter, Section 5 references Virginia Code Sections 15.1-926 and 15.1-927. Title 15.1 of the Code of Virginia has not existed since 1997. It was replaced by Title 15.2 in 1997. Using the phrase “general laws of the Commonwealth” avoids having to amend the Charter every time the General Assembly amends a code section that is contained within the Charter. Third, some sections of the Charter have been separated and consolidated to make it more user-friendly. For instance, the current Charter has the City Manager and Finance Director provisions as subsections of the Elective Officers Section. Each position is now its own separate section. Another example is that the current Charter has a section (10) which addresses Council rules and a separate section (35) about Council meetings. It is not user friendly to have a separate provision for Council meetings separated by 25 sections for the provision addressing Council rules. Both sections are consolidated into one section of the Charter. Hopefully, these changes can allow citizens examining the Charter to have an easier time trying to locate provisions applicable to a particular topic or office. Fourth, many portions of the Charter are updated to conform with history, the Constitution of Virginia, and the Code of Virginia. For example, the amendments propose eliminating Section 14-b of the current Charter which permitted a referendum to allow the fluoridation of City water. The voters of Charlottesville conducted a referendum which permitted the fluoridation of City water. Therefore Section 14-b is no longer necessary. Another example is the removal of Section 33. The office of “Municipal Judge” no longer exists in Virginia, and Corporation Court Judges no longer appoint Municipal Judges. Municipal courts have been replaced by General District Courts (Virginia Code Section 16.1-69.8) and General District Court judges are appointed by the Virginia General Assembly (Virginia Code Section 16.1-69.9). Another example is indicating that the City’s fiscal year begins on July 1 and concludes on June 30. This is mandated by state law (Virginia Code Section 15.2-2500), and will be included in the section describing the budget process. As described below in detail, Council vacancy and bonding provisions amendments are proposed to conform the Charter with state law. HIGHLIGHTED SPECIFIC CHANGES Council Elections: The current Charter still states that Council elections are held in May. This has not been the case for over a decade. Therefore, the Charter revisions reflect that City Council elections take place in November. Bonding: The current Charter contains a number of provisions related to bonding. The 1971 Constitution of Virginia established a uniform system of bonding and bonding limits for cities in Virginia. The amendments remove all of the specific bonding provisions and state that the City is permitted to issue bonds in conformance with the Constitution of Virginia and state law. School Board: The current Charter still states that the City Council appoints the School Board. The proposed Charter revision conforms with the practice of electing the School Board which has occurred since 2006. Council Vacancies: The Charter currently provides that if a Councilor resigned, the remainder of the Council is required to fill the vacancy at the Council’s next regularly scheduled meeting. This could create a number of logistical difficulties for the Council in terms of human resources functions such as establishing an applicant pool and conducting an interview process. The proposed change to conform with Virginia law (Virginia Code Section 24.2-228) would give the Council a forty-five day period to fill any Councilor vacancy. SUBSTANTIVE CHANGES Two substantive changes are proposed to the Charter. The first substantive change regards the office of the Clerk of Council. A sentence is proposed which states that the Clerk is the keeper of the City Seal. This is the practice in Charlottesville and all other cities in Virginia. However, it is not listed in the current Charter. It is a duty that is listed in other city charters such as those for the cities of Roanoke and Lynchburg. The second substantive change to the Charter reflects the Council’s recent ordinance change authorizing the City Manager to exercise the day-to-day supervision of the Director of Finance. Budgetary Impact: There will be no budgetary impact associated with these proposed Charter amendments. Attachments: Proposed Charter Amendments in strikethrough format with comments Resolution Section. 1. -– Body politic and corporate nameEnactment. A new Charter is hereby provided for the City of Charlottesville in the form and manner following: The inhabitants of the territory comprised within the present limits of the City of Formatted: Normal Charlottesville as hereinafter described, or as the same may be hereafter altered and established as provided by law, shall continue to be one body politic and corporate in fact and its name shall be the City of Charlottesville. The City of Charlottesville shall have and may exercise all the powers which are now or hereafter may be conferred upon or delegated to cities under the Constitution and the general law of the Commonwealth of Virginia, as fully and completely as though said powers were specifically enumerated herein, and no enumeration of particular powers by this Charter shall be held to be exclusive. Additionally, the City of Charlottesville shall have, exercise, and enjoy all the rights, immunities, powers, and privileges and be subject to all the duties and obligations pertaining to and incumbent upon the City of Charlottesville as a municipal corporation, and the said City of Charlottesville, as such, shall have perpetual succession, may sue and be sued, contract and be contracted with and may have a corporate seal which it may alter, renew, or amend at its pleasure. The present boundaries of the City of Charlottesville shall be as described in Chapter 384 Commented [BJC1]: The current trend in charters is not of the Acts of the Assembly, as enlarged by subsequent orders of the Circuit Courts of to list the entire set of boundaries (i.e. Cities of Manassas, Chesapeake, and Williamsburg). Instead, charters either Albemarle County and the City of Charlottesville or as otherwise provided by law. reference the Act of Assembly creating the boundaries and incorporate any changes since the Act’s passage, or the Sec. 2. - Boundaries; corporate status. charter does not include boundaries (i.e. Williamsburg). So much of the land that lies and is contained in the following boundaries: Beginning at a cross on rock on hill ninety-two feet southeast of center line of traveled way Ridge Street a corner to the present corporation line, thence with it north thirty-two degrees thirty minutes west at five hundred and twenty-one feet Old Lynchburg Road at one thousand three hundred and six feet Seven and One-half Street S.W. extended in all three thousand one hundred fifty-two and four-tenths feet to a stake east bank of a small branch and north forty degrees east seventy-six feet from center of top of manhole, thence new lines south thirty-five degrees thirty-eight minutes west two hundred thirteen and seven-tenths feet to a stake, south thirty-eight degrees eight minutes west one thousand one hundred nineteen and two-tenths feet to a stake, south eighty-nine degrees forty-seven minutes west two hundred thirteen and seven-tenths feet to a stake sixteen feet northeast of branch, thence crossing branch south eighty-two degrees thirty- nine minutes west one hundred eighty-five and six-tenths feet to a stake north eighty-seven degrees forty-four minutes west three hundred thirty-four feet to a stake south eighty-nine degrees forty-seven minutes west two hundred and five-tenths feet to a stake south sixty-five degrees thirty-nine minutes west one hundred sixty-two and three-tenths feet, south fifty-six degrees forty-seven minutes west one hundred ninety-seven and two-tenths feet south fifty-four degrees twenty-three minutes west three hundred forty-three and two-tenths feet to a stake, south forty-four degrees fifty-eight minutes west eight hundred thirty-seven feet to a stake fourteen feet beyond a branch and twenty-five feet beyond a large poplar, side line, thence south twenty degrees twenty-two minutes west at four hundred ninety-six feet a small fore and aft pine in all one thousand and nine and five-tenths feet to a stake, south seventeen degrees thirty-eight minutes east one thousand three hundred four feet to a stake in Martin's lot one hundred eighty and four-tenths feet beyond an iron in Harris Road, thence through Martin's, Misses Harris and Monte Vista south sixty-one degrees fifty-two minutes west one thousand six hundred eighty-one and two-tenths feet to a stake, thence through Monte Vista and Jefferson Park north forty-three degrees eight minutes west at one hundred thirty-two and one-tenth feet a point which is south twelve west seventeen and six-tenths feet from iron at southwest corner Harry Gay lot at end of Monte Vista Avenue at six hundred eighty-two and two-tenths feet Old Lynchburg Road in all one thousand five hundred fifty-nine feet to a stake back of Eton Circle, thence north twenty- three degrees nineteen minutes west four hundred twelve and seven-tenths feet to a stake in lot No. 39 (J. M. Clark & Sons) six and four-tenths feet beyond line of lot No. 40 (Johnson), thence north two degrees forty minutes west at one hundred forty-four feet a stake in line of lot No. 38 (Blume) and two hundred twenty-seven and eight-tenths feet from iron on Hill Top Road a corner of Clark, and Blume, at two thousand and ninety-seven feet a stake in north edge Stribling Avenue fifty-one and seven-tenths feet west of iron corner to Lovell, at two thousand five hundred seven and six-tenths feet center Southern R. R. one thousand ninety-seven feet northeast from mile post 114, at three thousand three hundred eleven and five-tenths feet stake north margin state road No. 29, one hundred twenty-eight and nine-tenths feet west of iron at corner Piedmont Street, at four thousand one hundred seventy-eight feet Old Lynchburg Road one hundred twenty-six feet west of iron, thence crossing said road to its northern margin in the same line to a point, thence in an easterly direction along the northern margin of said road to the western boundary of the University of Virginia lands; thence with the dividing line between the lands of the University of Virginia and Homer Richey in a northerly and westerly direction to a point on the line which crosses U.S. 29 and previously described as having a course of north two degrees forty minutes west; thence with said line north two degrees forty minutes west to an iron fifty-one and eight-tenths feet beyond center of Observatory Road, thence a line north thirty- seven degrees fifty-eight minutes east to the line of the property of W. C. Chamberlain, thence in an easterly direction with said Chamberlain line to the eastern margin of the cemetery road, thence with the eastern margin of said cemetery road in a northwesterly and northeasterly direction to the southern margin of state road No. 250; thence crossing said road to an iron thirty feet from the center of same, said crossing of the center line of Ivy Road being approximately seven hundred seventy-two feet east of the center of the underpass on the Owensville Road; thence through Massie and Duke north sixty degrees thirty-four minutes east three hundred seventy-seven and six-tenths feet to an iron in the center C.&O.R.R. nine hundred forty-five feet east of center bridge over Owensville Road and one thousand eight hundred and one feet west of center bridge over state road No. 29; thence north seventy-four degrees forty-five minutes east one thousand five hundred and seven and four-tenths feet to stake north thirty-nine degrees forty- nine minutes east two hundred fifty-five and eight-tenths feet to a stake, north one degree fifty minutes east two hundred forty-one and six-tenths feet to a stake, north twenty-four degrees fifty-one minutes east one thousand two hundred eighty-four feet to a stake and small sassafras pt. on hill, north forty-one degrees six minutes east four hundred seventy-four and three-tenths feet to a stake and small sassafras pt. on hill, north forty-one degrees fifty-one minutes east five hundred and one and six-tenths feet to a stake twenty-six feet left of Meadow Creek north twenty degrees fifty-three minutes east three hundred thirty-two feet to a stake, thence crossing Meadow Creek north fifty-seven degrees sixteen minutes east one hundred and eight and nine-tenths feet to a stake, north forty-seven degrees fifty-four minutes east two hundred and five feet to stake, thence recrossing Meadow Creek north fifty-three degrees fourteen minutes east three hundred fifty and five-tenths feet to nail in center Barracks Road two hundred ninety-two feet north and west from center state road No. 29, thence through Siegfried north thirty-one degrees fifty-four minutes east nine hundred twenty-one and five-tenths feet to stake, thence south eighty degrees forty minutes east at three hundred and two and four-tenths feet center state road No. 29, thence through Virginia Earhart, City of Charlottesville, and Meadow Brook Hills, in all two thousand one hundred thirty-six feet to a stake in Meadow Brook Hills, thence north seventy-two degrees twenty minutes east four hundred ninety-nine and one-tenth feet to an iron in south edge macadam Hydraulic Road (Rugby Road extended), thence with the southern margin of Hydraulic Road in an easterly direction to its intersection with the northern margin of Dairy Road projected, thence in an easterly direction with the northern margin of Dairy Road to its intersection with the eastern margin of Hill Top Road, thence in a southerly direction with the eastern margin of Hill Top Road, to a concrete monument on said road at a point which is south fifteen degrees thirty-three minutes from a stake located ten feet southeast of a large poplar south of Dairy Road to its intersection with the eastern margin of Hill Top Road, of Gentry Woods, thence through Rugby Hills and E. K. O'Brien tracts south thirty-five degrees twenty-eight minutes east to the western line of the McIntire municipal park, thence in a northeasterly, southeasterly and southerly direction with the northwesterly, northerly and easterly lines of the McIntire municipal park to a concrete monument of Schenk's Branch, thence south eighty-one degrees thirty-one minutes east crossing an iron in Park Street, extended, sixty-seven and eight- tenths feet southwest from the southwest corner of a capstone on the north rock column of the Wilder most northerly entrance, and continuing thence by the same course through the lands of Wilder to a stake in Smith's land two hundred thirty and six-tenths feet northwest of the iron corner at the present corporation line at the end of Locust Avenue, thence south eight degrees twenty minutes south two hundred thirty and six-tenths feet to iron at end of Locust Avenue corner present corporation line in all three thousand one hundred twenty-six and five-tenths feet to a point on outside edge of five-foot cement walk and one and six-tenths feet from its northwest corner at southwest corner bridge over the Rivanna River, thence through Albemarle golf course south thirteen degrees one minute west three hundred ten and eight-tenths feet to stake near west bank Rivanna River, thence south thirty-eight degrees twenty-four minutes west two hundred eighty-nine and three-tenths feet to stake, south twenty-one degrees twenty-nine minutes west three hundred eighty-six and one-tenth feet to a stake, south one degree thirty-four minutes west three hundred fourteen feet to stake, south four degrees thirty-six minutes west three hundred ninety-four and seven-tenths feet to stake, south nineteen degrees thirty-nine minutes west three hundred fifty-five and four-tenths feet to stake, south twenty-two degrees two minutes west two hundred fifty-seven and four-tenths feet to a stake, and south seven degrees thirty minutes east one hundred thirty-six and five-tenths feet to a stake, thence leaving river south twenty-five degrees forty-one minutes west at one thousand four hundred ninety-six feet center concrete Woolen Mills Road, thence through N. F. Leake & c. at two thousand five hundred eighty-seven and six-tenths feet iron center C.&O.R.R. one thousand one hundred nineteen and five-tenths feet east of Richmond and Clifton Forge division sign, thence through Horace Ferron, & c. at two thousand seven hundred fifty-eight and seven-tenths feet an iron in all three thousand and fifty-nine and three-tenths feet to iron in north bank Carlton Road, thence in a southeasterly direction to a point on Franklin Street, which point is one hundred fifty feet east of the eastern margin of Nassau Street, thence a line in a southwesterly direction one hundred fifty feet east of and parallel to the eastern margin of Nassau Street, thence continuing said line in a westerly direction one hundred fifty feet south of and parallel to the southern margin of Nassau Street to its intersection with the eastern margin of Monticello Road, thence in a southerly direction with the eastern margin of Monticello Road to a monument opposite the southern margin of the old Quarry Road, thence in a westerly direction with the southern margin of said old Quarry Road, to a concrete monument between Rockland and Palatine Avenues, thence a line north fifty-nine degrees five minutes west to an iron in the east bank of the old Scottsville Road or Sixth Street, S.E., thence with present corporate line north seventy-eight degrees fifty minutes west two thousand three hundred forty-two feet to the beginning, shall be and is hereby, made the City of Charlottesville; and the inhabitants of the City of Charlottesville for all purposes for which towns and cities are incorporated in this commonwealth, shall continue to be one body, politic in fact and in name, under the style and denomination of the City of Charlottesville, and as such shall have all the rights, immunities, powers, and privileges, and be subject to all the duties and obligations now incumbent and pertaining to said city as a municipal corporation; and by that name may sue and be sued, and be subject to all the provisions of the Code of Virginia, except so far as may be herein otherwise provided. Section. 23. - University of Virginia excluded from city. The grounds, walks, driveways and all the land which on January 1, 1939, belonged to "Rector and Visitors of the University of Virginia," a corporation, although embraced within the boundaries of the City of Charlottesville as described in section 2, shall nevertheless be deemed to be excluded therefrom and shall be, remain and continue in all respects and for all purposes a part of the County of Albemarle; provided, that this exception shall not apply to any of the lands now used and embraced within the streets and roads known as West Main Street, Fry's Spring Road, the Old Lynchburg Road, Rugby Road, State Highway No. 250, State Highway No. 29, nor any sidewalks on such roads, nor to any portion of the right of way of the Chesapeake and Ohio Railroad, and all of said streets, roads and rights of way within the boundary lines set out in section 2 hereof shall be in and a part of the City of Charlottesville. Section. 34. - Wards. The said city shall be divided into wards as now constituted, but the number of wards may be hereafter increased or diminished and the boundaries thereof changed by the city council as authorized by law. Section. 45. - Elective officers; qualifications and terms of certain officers; form of government; corporate powers vested in city council.; salaries of councilmen and mayor; city manager; director of finance. (a) The municipal authorities of the said city shall consist of a council of five members, one of whom shall be mayor, as hereinafter set forth, unless and until this form be changed in manner prescribed by law, a clerk of the corporation [circuit] court, a commonwealth's attorney, a treasurer, a sheriff and a commissioner of revenue, who shall be elected by the qualified voters of the City of Charlottesville at elections held at the intervals and on the day prescribed for such elections by the laws of the state. All persons who are qualified voters of the City of Charlottesville shall be eligible to any of the said offices. The terms of offices of all of said officers shall begin and continue for such length of time as is prescribed by law; provided, that any of said officers shall be eligible to one or more offices to which he may Commented [BJC2]: The 1971 Constitution of Virginia, be elected or appointed by the council. All the corporate powers of said city shall be Article VII, Section 6 prohibits one individual from holding more than one office. exercised by said council, or under its authority, except as otherwise provided herein. (b) The form of government for said city shall be the city manager plan as follows: All corporate powers, legislative and executive authority vested in the City of Charlottesville by law shall be and are hereby vested in a council of five members to be elected at large from the qualified voters of the city, except as hereinafter provided. (c) Each councilorof said councilmen shall receive an annual salary from the city for their Commented [BJC3]: This change conforms the Council’s services to be set by the council in accordance with the general laws of the Commonwealth, current salary to state law. The Charter currently lists a Councilor’s salary at $3600/year and the Mayor’s salary at not to exceed thirty-six hundred dollars each (except the president of said council, who shall $4800/year. be mayor, and shall receive a salary not to exceed forty-eight hundred dollars) from the city for their services. (d) In accordance with the general laws of the Ccommonwealth, the election of councilorsmen shall be held in NovemberMay of 20211972, and biennially thereafter. At the election in Commented [BJC4]: This reflects the change from May to NovemberMay of 20211972, there shall be elected twohree members of council, and at the November City Council elections enacted by the City Council via ordinance in 2004. election in NovemberMay of 20231974, there shall be elected threewo members of council to fill vacancies occurring on the first of Januaryuly in the respective years following the year in which they are elected. Councilors shall serve terms ofThe term of office of the councilmen shall be four years. The members of the council on the effective date of this Charter amendment are hereby confirmed in office until the thirty-first day of DecemberJuly in the final year of the term of office for which they were elected. (e) The council shall It shall be the duty of the said council of five members to elect a city manager, at the salary to be fixed by the councilm, who shall serve at the pleasure of the council. (f) Subject to general control by the council as provided in subsection (b) hereof, the city manager shall have full executive and administrative authority and shall have the right to Commented [BJC5]: This city manager provision is being employ and discharge all employees under his control. All departments of city government, moved to its own stand alone section. including the fire department and police department, shall be under the general supervision of the city manager. The city manager shall give a bond for the faithful performance of his duties in such sum as the council may require. Subject to the general power of the council as provided in subsection (b) hereof and except as the council may by ordinance otherwise provide, the city manager shall have the powers vested in city managers by Code of Virginia, sections 15.1-926 and 15.1-927 and general laws amendatory thereof. (g) Said council shall elect a director of finance who shall serve at the pleasure of the council and who shall superintend the fiscal affairs of the city, and shall manage the same in the Commented [BJC6]: This finance director provision is manner required by the council. being moved to its own stand alone section. In all other respects the said council shall have and be vested with the same authority heretofore exercised by the council, and in all other respects their duties and liabilities shall be regulated by the general laws of the Commonwealthexisting laws, not in conflict therewith. Formatted: Normal Section 5.- City manager. Formatted: Normal, Don't add space between paragraphs of the same style Subject to general control by the council as provided in Section 4 (b) of this Charter, the city manager shall have full executive and administrative authority and shall have the right to employ and discharge all employees under their control except the clerk of council, city attorney, and director of finance. All departments of city government, including the fire department and police department, shall be under the general supervision of the city manager. The city manager shall give a bond for the faithful performance of their duties in such sum as the council may require. Subject to the general power of the council as provided in Section 5 (b) of this Charter and except as the council may by ordinance otherwise provide, the city manager shall have the powers vested in city managers in accordance with the general laws of the Commonwealth. Section 6- Director of finance; audit. The council shall appoint a director of finance who shall serve at the pleasure of the council and who shall superintend the fiscal affairs of the city. The director of finance shall have Formatted: Strikethrough general management and control of the fiscal affairs of the city including the city’s accounting, purchasing, collection, risk management, debt management, financial reporting, and real estate assessment functions. The city manager shall provide supervision of the director of finance. Commented [BJC7]: This is a substantive change based on the Council’s new ordinance giving the City Manager supervisory authority of the Director of Finance. The The director of finance shall contract with a certified public accountant to conduct an ambiguous phrase “superintend the fiscal affairs of the city” audit of the city’s and each constitutional officer’s accounts and records by June 30 of each year is being replaced with specific finance functions. in accordance with standards established by the Commonwealth’s Auditor of Public Accounts. Commented [BJC8]: This replaces the old language in The certified public accountant shall provide a detailed written report of the city’s audit to the Section 24 of the Charter with the audit requirement of council by December 1 of each year. A copy of the audit shall be available for inspection by the Virginia Code Section 15.2-2511. public. Formatted: Normal Section. 75.1. - Advisory referendum on ordinances or Charter amendments. The council shall have authority to order, by resolution directed to the corporation [circuit] court of the city or the judge thereof in vacation, the submission to the qualified voters of the city for an advisory referendum thereon any proposed ordinance or amendment to the City Charter. Upon the receipt of such resolution, the corporation [circuit] court of the city or the judge thereof in vacation shall order an election to be held thereon not less than thirty nor more than sixty days Commented [BJC9]: It is sufficient to name the court and after the receipt of such resolution. The election shall be conducted and the result thereof delete the “or the judge thereof in vacation” language. ascertained and determined in the manner provided by law for the conduct of general elections and by the regular election officials of the city. If a petition requesting the submission of an amendment to this Charter, set forth in such petition, signed by qualified voters equal in number to ten per centum of the largest number of votes cast in any general or primary election held in the city during the five years immediately preceding submission of the petition, each signature to which has been witnessed by a person whose affidavit to that effect is attached to the petition, is filed with the clerk of the corporation [circuit] court of the city, theyhe shall forthwith certify that fact to the court or judge thereof in vacation. Upon the certification of such petition the corporation [circuit] court of the city or the judge thereof in vacation, shall order an election to be held not less than thirty nor more than sixty days after such certification, in which such proposed amendment shall be submitted to the qualified voters of the city for their approval or disapproval. Such election shall be conducted and the result thereof ascertained and determined in the manner provided by law for the conduct of general elections and by the regular election officials of the city. If a majority of those voting thereon at such election approved the proposed amendment such result shall be communicated by the clerk of the corporation [circuit] court of the city to the two houses of the General Assembly and to the representatives of the city therein with the same effect as if the council had adopted a resolution requesting the General Assembly to adopt the amendment. Nothing contained in this section shall be construed as affecting the provisions of section 14-a of this Charter. Section. 86. -– Clerk of council; minutes; ordinance book.Officers and clerks elected by council. The council shall elect a clerk of council to serve at the pleasure of the council. The clerk of the council shall attend the meetings of the council, shall keep a record of its proceedings, and Commented [BJC10]: This new sentence provides for a shall have the custody of the seal of the said city. few of the basic duties of the Clerk of Council. At each regular meeting of the council the minutes of the last regular meeting and all intervening called meetings, shall be presented by the clerk of council, and thereupon be Commented [BJC11]: This is the exact language from the corrected, if erroneous, and signed by the mayor. The clerk shall record the minutes in the former Section 13. It is placed in the Clerk of Council section since the Clerk is responsible for the minutes. council’s journal of proceedings. The council shall also require to be kept by its clerk a separate book, termed "The Formatted: Normal General Ordinance Book," in which shall be recorded all ordinances and resolutions of a general Commented [BJC12]: This is the exact language from and permanent character, properly indexed and opened to the public inspection. Other documents former Section 12. Again, since it is a mandatory duty of the clerk of council, it is being consolidated in the Clerk of or papers in the possession of the clerk of the council which may affect the interest of the city, Council section. shall not be exhibited nor copies thereof furnished, except as may be required by the general laws of the Commonwealth. There may be elected by the council additionalsuch officers and clerks as thesaid council deems proper and necessary, who shall serve at the pleasure of council, and any one or more of said offices may be held and exercised by the same person. It may be competent for the council, in order to secure the services of a suitable person, to elect nonresidents, but such officer, other than the clerk of the council, shall reside in the city during theirhis tenure of office. Section. 97. - Oaths of office and qualification of officers; failure to qualify. The councilorsmen, and other officers elected by the people shall each, before entering upon the duties of their offices, take the oaths prescribed for all other officers by the general laws of the Commonwealthlaws of Virginia, and qualify before the corporation [circuit] court of said city, or the judge thereof in vacation, and in the cases of the mayor and councilorsmen a certificate of such oaths having been taken, shall be filed by them, respectively, with the clerk of the council, who shall enter the same upon the journal thereof; but if any or either of said officers shall fail to qualify, as aforesaid, for ten days after the commencement of the term for which he, or they, were elected, or shall neglect for a like space of time to give such bond as may be required of themhim, theirhis office or their offices shall be deemed vacant. Section. 108. - Vacancy in office of mayor or councilor; vacation of officemen. Commented [BJC13]: This section’s title is being amended because it makes it more user friendly when Whenever, from any cause, a vacancy shall occur in the office of mayor, the council shall someone is attempting to determine where a specific provision of the Charter is located. elect one of its members as mayor for the remainder of the term it shall be filled by the council. Aand a vacancy in the office of councilormen shall be filled by that body in accordance with the Commented [BJC14]: The current Charter would require the Council to fill a vacancy at its next regular meeting. general laws of the Commonwealth.at its next regular meeting from the qualified electors of said Thus, a Councilor could resign on Sunday and if the Council city, and the officer thus elected shall hold his office for the term for which his predecessor was met the next day, the Council would have to fill the vacancy elected, unless sooner vacated by death, resignation, removal, or from other causes. An entry of that night. By changing this provision to follow state law, said election shall be made in the journal of proceedings and the General Ordinance Bookrecord the Council will have 45 days to fill any vacancy. book. Commented [BJC15]: There is not a reference to a “record book” in the Charter. Rather, the journal of If the mayor of said city or a councilorlman shall remove from the city limits, such removal proceedings is used by the Clerk of Council to record the shall operate to vacate theirhis office. Council’s official actions and the General Ordinance Book would capture a resolution of the Council appointing Section. 119. - Council—MayorPresident and vice-mayorpresident. someone to fill a vacancy. Commented [BJC16]: The terms Mayor and Vice-Mayor At its first meeting in Januaryuly, 20221972, and biennially thereafter, the council shall elect are almost always used to describe these functions. The one of its members to act as mayorpresident, who shall preside at its meetings and continue in City Attorney’s Office is unaware of the use of the terms office two years. Or iIf a vacancy occurs in the office of mayor before the end of theirhis term, “President” and “Vice-President” of Council within the last such vacancy shall be filled as provided in section 8. decade. At the same time the council shall elect one of its members to be vice-mayora vice- president, who shall preside at such meetings in the absence of the mayorpresident, and who, when the mayorpresident shall be absent or unable to perform the duties of theirhis office, by reason of sickness, or other cause, shall perform any and all duties required of, or entrusted to, the mayorpresident. The mayorpresident, or the vice-mayorpresident, when authorized, as above stated, to act, shall have power at any time to call a meeting. The mayor, or vice-mayor, when performing the duties of the mayor, shall be entitled to a Formatted: Normal vote on all questions as any other councilor, but in no case shall they be entitled to a second vote Commented [BJC17]: This language is the exact language on any question. from the Old Section 11. It is being consolidated in the section that explains the election of the mayor and vice- mayor. Sec. 10. - Same—Quorum. Formatted: Font: (Default) Calibri, 11 pt Three councilmen shall constitute a quorum for the transaction of business at any meeting of that body. Sec. 11. - Same—President and vice-president entitled to vote. The president, or vice-president, as the case may be, shall be entitled to a vote on all questions as any other member, but in no case shall he be entitled to a second vote on any question, though it be necessary to break a tie—that is to say, his office shall not entitle him to a vote. Section. 122. - Same—Authority generally; meetings; journal of proceedings; general ordinance book; inspection of documents and papers Council meetings and rules. The council shall fix by ordinance the time for holding their stated meetings and no business shall be transacted at a special meeting, unless by unanimous consent, except that for which it Commented [BJC18]: This is the language of the Old shall have been called, and every call for a special meeting shall specify the object thereof. Charter’s Sections 10 and 35. It is more user friendly to have all of the Council meeting procedures provisions in one Three councilors shall constitute a quorum for the transaction of business at any meeting of the section of the Charter rather than in three separate sections council. of the Charter. The council shall have authority to adopt such rules and to appoint such officers and clerks as it may deem proper for the regulation of its proceedings, and for the convenient transaction of business, to compel the attendance of absent members, to punish its members for disorderly behavior, and by vote of two-thirds of all the members elected to it, expel a member for malfeasance or misfeasance in office. The council shall keep a journal of its proceedings, and its meetings shall be open, except when it votes to hold an executive or closed session pursuant to the general laws of the Commonwealth. The council shall also require to be kept by its clerk a separate book, termed "The General Ordinance Book," in which shall be recorded all ordinances and resolutions of a general and permanent character, properly indexed and opened to the public inspection. Other documents or papers in the possession of the clerk of the council which may affect the interest of the city, shall not be exhibited nor copies thereof furnished, except as may be required by general law. Sec. 13. - Same—Minutes. At each regular meeting of the council the proceedings of the last regular meeting and all intervening called meetings, shall be presented, and thereupon be corrected, if erroneous, and signed by the person presiding for the time being. Upon the call of any member the ayes and noes shall be recorded in the journal. Commented [BJC19]: FOIA now requires all votes to be recorded in the minutes. Therefore, all votes must be Section. 134. - Same—PCouncil powers enumerated. recorded, not just those that a particular Councilor wants recorded. The council of the city, except as hereinbefore provided, shall have the power within said city to control and manage the fiscal and municipal affairs of the city and all property, real and personal, belonging to said city; they shall have power to provide a revenue for the city, and appropriate the same to its expenses, also to provide the annual assessments of taxable persons and property in the city, and it may make such ordinances, orders, and bylaws relating to the foregoing powers of this section as it shall deem proper and necessary. The councily shall alsolikewise have power to make such ordinances, bylaws, orders and regulations as it may deem desirable to carry out the following powers which are hereby vested in them: First. Streets and sidewalks—Generally. To close, extend, widen, narrow, lay out, grade, improve and otherwise alter streets and public alleys in the said city, and have them properly lighted and kept in good order, and it may make or construct sewers or ducts through the streets or public grounds of the city, and through any place, or places whatsoever, when it may be deemed expedient by the said council. The ownership of any land included in any street that is closed shall be in accord with the general laws of the Commonwealth. The said cCouncil may have over any street or alley in the city, which has been, or may be ceded to the city, like authority as over streets or alleys, and may prevent or remove any structure, obstruction or encroachment over, or under, or in a street or alley, or any sidewalk thereof. Second. Same—Obstructions; cleaning sidewalks. To prevent the cumbering of the streets, avenues, walks, public squares, lanes, alleys, or bridges in any manner whatsoever; to compel the occupant or owner of buildings or grounds to remove snow, dirt or rubbish from the sidewalks in front thereof. Third. Fires and fire prevention. To extinguish and prevent fires, prevent property from being stolen, and to compel citizens to render assistance to the fire department in case of need, and to establish, regulate and control a fire department for said city; to regulate the size of materials, and construction of buildings hereafter erected, in such manner as the public safety and convenience may require; to remove, or require to be removed, any building, structure, or addition thereto which, by reason of dilapidation, defect of structure, or other causes, may have, or shall, become dangerous to life or property, or which may be erected contrary to law; to establish and designate from time to time fire limits, within which limits wooden buildings shall not be constructed, removed, added to or enlarged, and to direct that all future buildings within such limits shall be constructed of stone, natural or artificial, concrete, brick or iron. Fourth. Breadth of tires on vehicles. To regulate and prescribe the breadth of tires upon the wheels of wagons, carts, and vehicles of every kind and description used upon the streets of said city. Fifth. Preservation of health; hospitals; births and deaths. To provide for the preservation of the general health of the inhabitants of said city, make regulations to secure the same, prevent the introduction or spreading of contagious or infectious diseases, and prevent and suppress diseases generally; to provide and regulate hospitals within or without the city limits, and to enforce the removal of persons afflicted with contagious or infectious diseases to hospitals provided for them; to provide for the appointment and organization of a board of health or other board to have the powers of a board of health for said city, with the authority necessary for the prompt and efficient performance of its duties, with power to invest any or all the officials or employees of such department of health with such powers as the officers of the city have; to regulate the burial, cremation, or disposition of the dead; to compel the return of births and deaths to be made to its health department, and the return of all burial permits to such department. Sixth. Cemeteries. To acquire by purchase, condemnation, or otherwise, either within or without the city, lands to be appropriated, improved and kept in order as places for the interment of the dead, and may charge for the use of the grounds in said places of interment, and may regulate the same; to prevent the burial of the dead in the city, except in public burying grounds; to regulate burials in said grounds; to require the keeping and return of bills of mortality by the keepers (or owners) of all cemeteries, and shall have power within the city to acquire by purchase, condemnation, or otherwise, such lands, and in such quantity as it may deem proper or necessary for the purpose of burying the dead; provided, however, that no part of such cemeteries, when established or enlarged, shall be within one hundred feet of any residence without the consent of the owner of the legal and equitable title of such residence, and provided further, that the provisions of the general laws of the Commonwealth Code of Virginia, [2] chapter 176, Formatted: Default Paragraph Font as now existing or hereafter amended, for condemnation of land thereunder so far as applicable shall apply to condemnation proceedings by the city hereunder. The title to any land acquired by condemnation hereunder shall vest in the City of Charlottesville. Seventh. Quarantine. To establish a quarantine ground within or without the city limits, and such quarantine regulations against infectious and contagious diseases as the said council may see fit, subject to the laws of the state, and of the United States. Eighth. Nuisances, etc. To require and compel the abatement and removal of all nuisances within the said city, or upon any property owned by said city, without its limits, at the expense of the person or persons causing the same, or the occupant or owner of the ground whereon the same may be; to prevent and regulate slaughterhouses, and soap and candle factories within said city, or the exercise of any dangerous, offensive or unhealthy business, trade or employment therein; to regulate the transportation of all articles through the streets of the city; to compel the abatement of smoke and dust; to regulate the location of stables, and the manner in which they shall be constructed and kept. Ninth. Stagnant water or offensive substances on property. If any ground in the said city shall be subject to be covered by stagnant water, or if the owner or occupant thereon shall permit any offensive or unwholesome substance to remain or accumulate thereon, the said council may cause such ground to be filled up, raised, or drained, or may cause such substance to be covered or removed therefrom, and may collect the expense of so doing from the said owner or occupant by distress or sale, in the same manner in which taxes levied upon real estate for the benefit of said city are authorized to be collected; provided, that reasonable notice shall be first given to the said owner or occupant or theirhis agent. In case of nonresident owners, who have no agent in said city, such notice may be given by publication for not less than ten days, in any newspaper published in said city, such publication to be at the expense of said owner, and cost thereof to be collected as a part of the expense hereinbefore provided for. Tenth. Explosives and inflammables; carrying concealed weapons. To direct the location of all buildings for storing gunpowder or other explosives or combustible substances; to regulate or prohibit the sale and use of dynamite, gunpowder, firecrackers, kerosene oil, gasoline, nitroglycerine, camphene, burning fluid, and all explosives or combustible materials, the exhibition of fireworks, the discharge of firearms, the use of candles and lights in barns, stables and other buildings, the making of bonfires and the carrying of concealed weapons. Eleventh. Animals and fowl generally. To prevent the running at large in said city of all animals and fowl, and to regulate and prohibit the keeping or raising of the same within said city, and to subject the same to such confiscation, levies, regulations and taxes as it may deem proper. Twelfth. Use of streets; abuse of animals. Insofar as not prohibited by the general laws of the Commonwealth, to prevent the riding or driving of animals at improper speed, to regulate the speed and manner of use upon the streets of said city of all animals or vehicles; to prevent the flying of kites, throwing of stones, or the engaging in any employment or sport in the streets or public alleys, dangerous or annoying to the public, and to prohibit and punish the abuse of animals. Thirteenth. Drunkards, vagrants and beggars. To restrain and punish drunkards, vagrants, mendicants and street beggars. Commented [BJC20]: This section is now largely unconstitutional. ThirFourteenth. Offenses generally. To prevent vice and immorality; to preserve public peace and good order; to prevent and quell riots; disturbances and disorderly assemblages; to suppress houses of ill fame, and gaming houses; to prevent lewd, indecent or disorderly conduct or exhibitions in the city, and to expel from said city persons guilty of such conduct. Fifteenth. [Repealed by Acts 1972, Chapter 184.] FourSixteenth. Ordinances necessary for general welfare; effect on other powers. And the said council shall also have power to make such other and additional ordinances as it may deem necessary for the general welfare of said city; and nothing herein contained shall be construed to deprive said city of any of the powers conferred upon it, either by general or special laws of the State of Virginia, except insofar as the same may be inconsistent with the provisions of this Charter. FifSeventeenth. Official bonds. Said council shall have power to require and take from such officers and employees, as they may see fit, bonds with security and in such penalty as they may prescribe, which bonds shall be made payable to the city by its corporate name, and conditioned for the faithful discharge of their duties; such bonds shall be filed with the clerk of the council. SixEighteenth. Gas works, waterworks and electric light works. Said council shall have power to erect, or authorize or prohibit the erection of gas works, waterworks, or electric light works, in or near the city, and to regulate the same. SevenNineteenth. Pollution of water. To prohibit the pollution of water which may be provided for the use of the city. EighteenthTwentieth. Additional and incidental powers; jurisdiction beyond corporate limits. To pass all bylaws, rules and ordinances, not repugnant to the constitution and laws of the state, which they may deem necessary for the good order and government of the city, the management of its property, the conduct of its affairs, the peace, comfort, convenience, order, morals, health, and protection of its citizens or their property, including authority to keep a city police force; and to do such other things, and pass such other laws as may be necessary or proper to carry into full effect any power, authority, capacity, or jurisdiction, which is, or shall be granted to, or vested in said city, or officers thereof, or which may be necessarily incident to a municipal corporation; and to enable the authorities of said city more effectually to enforce the provisions of this section, and any other powers conferred upon them by this Charter, their jurisdiction, civil and criminal, is hereby declared to extend one mile beyond the corporate limits of said city. Twenty-first. Floating debt for installing or extending utilities. To create a floating debt not exceeding two hundred thousand dollars when, by a vote of the total membership of the Commented [BJC21]: This will be addressed below in the council, the council has passed a resolution declaring it expedient to do so, and when new Section 28. All bonding (debt) issues will now be found in Section 28 which gives the City all bonding powers the creating of the floating debt thereby provided for is for the purpose of installing, or provided in the Code of Virginia and the Constitution of extending, one or more public utilities, which constitute an asset, or assets, at least equal Virginia. in value to the amount expended thereon, which utility, or utilities, shall materially add to the service rendered by the city to its taxpayers and other citizens; and it shall be the duty of the council to provide in the next bond issue for the bonding of the floating debt thus created, and failure to do this shall suspend this clause. Section. 1414-a. - Approval of public housing projects by council. Before the Charlottesville Redevelopment and Housing Authority undertakes any public housing project within the city it shall obtain the approval of the council on each construction site, as hereinafter set forth. The application for approval shall have a plat, certified by a registered surveyor or engineer, or a plat prepared from the current city land book showing city parcel numbers of the land concerned and attested by the city assessor, attached to and made a part of such application. The plat shall identify the proposed site and show the proposed development of the site. The council shall advertise for at least two weeks in a newspaper published in the city that the authority has applied for the approval of the council under this section and shall give notice therein of the time and place for a hearing on such request, which hearing shall be at least thirty days from the date of the first advertisement. The council may approve such application following such hearing. Sec. 14-b. - Referendum on introduction of fluorine, sodium fluoride, etc., into city water system. Commented [BJC22]: The City conducted a referendum on this issue in 1963 and the voters approved fluoridation of After the effective date hereof [March 30,1962], it shall be unlawful to introduce fluorine, or the water. sodium fluoride, or any compound or combination thereof into the city's public water system un- Formatted: Normal less the voters of the city approve the same in areferendum called and held under Code [of[Virginia], [3] section 24-141, as amended; such ref-erendum to be initiated by a petition seeking introduction of such chemicals filed with the council as hereinafter set forth. The petition shall be signed by qualified voters equal in number to ten per centum of the largest number of votes cast in any general or primary election held in the city during the five years immediately preceding, each signature to which has been witnessed by a person whose affidavit to that effect is attached to the petition. If a majority of the voters voting in the election approve, fluorine, sodium fluoride, or a compound thereof may be added to such water supply; but, if a majority so voting, vote against them then neither fluorine, sodium fluoride, nor any compound thereof shall be added to such water supply system. If a referendum is held hereunder another referendum thereon shall not be held until the expiration of two years. Sec. 15. - Borrowing in anticipation of taxes; evidences of debt; interest. Commented [BJC23]: All sections dealing with bonding or borrowing money are being replaced by the new Section The council may also borrow money in anticipation of the collection of the taxes and 28. revenues in the city, in the amount or amounts not exceeding two hundred thousand dollars at any one time. The council may issue negotiable notes or other evidences of debt for all money borrowed under this section. Such notes or other evidences of debt may be renewed from time to time, but all such notes or other evidences of debt shall mature within twelve months. No money shall be borrowed under this section at a rate of interest exceeding six percent per annum, and it shall be the duty of the council to provide in the next bond issue for the bonding of the floating debt thus created. Section. 156. - Special assessments for local improvements. Local assessments upon abutting landowners for making and improving the sidewalks upon the streets and improving and paving the alleys, and for either the construction or for the use of sewers, may be imposed not in excess of the peculiar benefits resulting therefrom to such abutting landowner. And the same shall be regulated as prescribed by the general laws. Section. 1617. - Enactment of ordinances, etc.; punishment for violation; enjoining violation; appeal to corporation [circuit] court. To carry into effect the powers herein enumerated, and all other powers conferred upon said city and its council by the laws of Virginia, said council shall have power to make and pass all proper and needful orders, by-laws, and ordinances not contrary to the Constitution and laws of said state, and to prescribe reasonable fines and penalties, including imprisonment in the city jail, which fines, penalties or imprisonment shall be imposed, recovered and enforced by the courts of the Commonwealthand under the civil and police justice (judge of the municipal court). The city may maintain a suit to restrain by injunction, the violation of any ordinance, notwithstanding such ordinance may provide punishment for its violation. In all cases where a fine or Commented [BJC24]: This section is no longer necessary imprisonment is imposed by the civil and police justice (judge of the municipal court), or by the as Section 17.1-513 of the Code of Virginia establishes an automatic right of appeal from the general district court to council, the party or parties so fined or imprisoned shall have the right of appeal to the the circuit court. corporation [circuit] court of said city. All fines imposed for the violation of the city Charter, by- laws, or ordinances, shall be paid into the city treasury. Sec. 18. - Conservators of the peace. Each councilman, and the civil and police justice of said city, for the time being, are declared to be, and are hereby, constituted conservators of the peace within said city, and within one mile from the corporate limits thereof, and shall have all the powers and authority, in civil, Commented [BJC25]: Virginia Code Section 19.2-12 as well as in criminal cases, as justices of the peace. And the chief of police and the policemen of establishes who are conservators of the peace. Councilors are not conservators of the peace pursuant to this code the city shall also be conservators of the peace within the limits aforesaid, and all proper arrests section. This section no longer conforms with state law. may be made and warrants of arrest executed by such chief of police and policemen. Section. 1719. -– Fiscal year; bBudget; levy of taxes. The city’s fiscal year shall begin on July 1 of every year and conclude on June 30 of the following year. Commented [BJC26]: Virginia Code Section 15.2-2500 requires the city to run on a July 1-June 30 fiscal year. The city manager shall prepare and submit to the council a budget. The budget shall serve as Commented [BJC27]: The City Manager is to submit a a financial plan for the city, and the city manager in the budget message shall describe the budget for Council’s consideration pursuant to Virginia Code important features of the budget, indicate any major changes from the current financial and Section 15.2-1541. This section is now updated to reflect that the public notice should conform with state law. expenditure policies and include such other material as the city manager deems desirable or as the council may from time to time require. The budget shall show all estimated income, indicating the property tax levy, and all proposed expenditures, including debt service and capital program, and shall be in a form the manager deems desirable or the council may require. The total of proposed general fund expenditures shall not exceed the total of estimated general fund income. A brief synopsis of the budget shall be published in a newspaper or newspapers having Formatted: Normal general circulation in the city, and notice given of a public hearing as provided for by the general Formatted: Font: (Default) Times New Roman, 12 pt laws of the Commonwealth. After the conclusion of the public hearing, the council may insert Formatted: Font: (Default) Times New Roman, 12 pt new items of expenditures or may increase, decrease or strike out items of expenditure in the budget. Prior to the end of each fiscal year, the council shall pass an appropriation ordinance, which shall be based on the budget submitted by the city manager, and shall levy such taxes for the ensuing fiscal year as may be necessary to meet the appropriations made and all sums required by law to be raised for account of the city debt. The total amount of appropriations shall not exceed the estimated revenues of the city. At least thirty days prior to the time when the annual tax levy or any part thereof is made, the council shall cause to be prepared a budget containing a complete itemized and classified plan of all proposed expenditures and all estimated revenues and borrowing for the ensuing appropriation year. Opposite each item of the proposed expenditures the budget shall show in separate parallel columns, the amount appropriated for the preceding appropriation year; the amount expended during that year, the amount appropriated for the current appropriation year and the increases and decreases in the proposed expenditures for the ensuing year as compared to the appropriation for the current year. This budget shall be accompanied by an itemized and complete financial balance sheet at the close of the last preceding appropriation year. A brief synopsis of the budget shall be published in a newspaper published in the City of Charlottesville and notice given of at least one public hearing at least fifteen days prior to the date set for the hearing, at which any citizen of the said City of Charlottesville shall have the right to attend and state his views thereon. After such hearing is had, the council shall by appropriate order adopt and enter on the minutes thereof a synopsis of a budget covering all expenditures for the next appropriation year hereinbefore required. The said council shall order a city levy of so much money as in its discretion shall be sufficient to meet all just demands against the city. Section. 1820. - Tax levy; subjects of taxation; rate; lien on real property; sale of land for delinquent taxes. In order to execute its powers and duties and to meet the wants and purposes of the city, the council is hereby vested with power and authority to levy taxes upon persons, property, real and personal, privileges, businesses, trades, professions and callings and upon such other subjects of taxation and in such amounts as the council shall deem necessary and proper to provide such sums of money as they shall deem expedient without limitation as to subject, except such as may be expressly provided by general laws or constitutional provision and without limitation as to rate except such as may be provided by the Constitution of this state. Taxes assessed against real estate subject to taxes shall be a lien on the property and the name of the person listed as owner shall be for convenience in collection of taxes. The lien for taxes shall not be limited to the interest of the person assessed but shall be on the entire fee simple estate. There shall be no lien when for any year the same property is assessed to more than one person and all taxes assessed against the property in one of the names have been paid for that year. When taxes are assessed against land in the name of a life tenant or other person owning less than the fee or owning no interest, the land may be sold pursuant to the general laws of the Commonwealthunder the provisions of Code of Virginia, 1950, sections 58-1014 to 58-1020, 58- 1101 to 58-1108, 58-762, as amended, or other laws for the sale of land for delinquent taxes provided the owner of record or his heirs be made parties to the proceeding for sale which may be instituted any time after December fifth of the year in which the taxes are assessed. Section. 1921. - Appropriations for advertising city. The council may each year make appropriation out of the city revenues of an amount not exceeding three cents on each one hundred dollars of the assessed value of the property in the city assessed for taxation for use in purposes which will, in the judgment of the council, advertise the city. Section. 202. - License taxes generally; licenses for vehicles using streets; schedule of charges for vehicles for hire. License taxes may be imposed by ordinance on businesses, trades, professions and callings and upon the persons, firms, associations and corporations engaged therein and the agent thereof without limitation as to subject or rate except such as may be provided by the Constitution of this state and the Constitution of the United States. License taxes not inconsistent with general law may be imposed upon vehicles using the streets of the city, and the council may prescribe a schedule of charges for vehicles using said streets for hire. Section. 213. - Collection of revenue; custodian of city funds. The revenue from these and other sources shall be collected, paid over, and accounted for at such times and to such persons as the council shall order, and pursuant to such ordinance as now exists or may hereafter be passed by the council. The city treasurer shall be the custodian of all the funds of the city. Sec. 24. - Reports of director of finance; publishing. Commented [BJC28]: This specific duty of the Director of Finance has been moved to the new Section 6 which At the end of each fiscal year and at such additional times as the council may direct, the describes the position and its duties. Instead of the older language contained in this section, the language is updated council shall require the director of finance of the said corporation to make out a report of the to require an independent CPA audit as provided for in the receipts and expenditures, together with a balance sheet of said city for the preceding period, state code. which report shall state on what account the expenditures were made, and from what source or sources the receipts were derived, which report when approved by the council, or in such manner as the council may direct, shall be published in one or more newspapers of the city within sixty days after the close of the period for which the report is presented. Section. 225. - BorrowingRefunding bonds. Commented [BJC29]: This is the new section that The council may, in the name and for the use of the city, incur indebtedness by issuing its addresses the city’s bonding powers and capacity. It negotiable bonds or notes. replaces all of the old limits in the Charter and states that Charlottesville has the same bonding authority as any other Bonds, and notes in anticipation of bonds when the issuance of bonds has been city in Virginia. authorized as hereinafter provided, may be issued for any purpose for which cities are authorized Formatted: Normal, Don't add space between to issue bonds by the Constitution or general laws of the Commonwealth. paragraphs of the same style Notes in anticipation of collection of revenue may be issued, when authorized by council, at any time during the fiscal year, provided the notes shall mature not later than twelve (12) months after date of issue, and in an amount not in excess of the revenues anticipated. Bonds and notes of the city shall be issued in the manner provided by the general laws of the Commonwealth. In the issuance of bonds and notes, the city shall be subject to the limitations as to amounts that are contained in Article VII, Section 10 of the Constitution of Virginia. The council of said City of Charlottesville is hereby authorized to make and issue the registered or coupon bonds of said corporation, payable not exceeding forty years after their date, bearing interest at not more than five per centum per annum, payable semiannually; said bonds to be used exclusively in paying off and discharging the principal and interest of the present bonded debt of the corporation of Charlottesville. The said council shall not be authorized to dispose of such bonds at less than par value, except by a recorded affirmative vote of all the members elected to the council. Said registered and coupon bonds shall be regularly numbered, signed by the mayor, clerk and treasurer of the city, and recorded in a book kept for that purpose. Sec. 26. - Sinking fund. Commented [BJC30]: These old Sections 26 and 27 are part of the old bonding provisions. To provide for the payment of the bonded debt of the city there shall be set apart annually by the council from the revenues of the city such sum as will be sufficient to meet each issue of bonds, either heretofore or hereafter issued, as the same shall become due, except that for any issue of bonds a definite amount of which is payable annually and known as serial bonds, no sum shall be so provided; but for such serial bonds the council shall make in their annual budget definite provision for their payment. The funds thus set apart shall be paid in two equal installments on the first day of January and the first day of July in each year, to the sinking fund commissioners hereafter designated, and shall, together with the accretions thereto arising from interest on investments et cetera, be known as the sinking fund, and be held sacred for the payment of the debt of the city as it shall become due; and if no part of said debt be due or payable, said fund shall be invested in the bonds or certificates of debt of said city, or of this state, or the United States, or of some state of this union, or any other securities which under the laws of the State of Virginia are designated and approved for the investment of fiduciary funds; said fund shall, in the hands of the treasurer, as to all questions of investments, purchase or sale within the limitations of this section, be subject to the orders and the management of the mayor, chairman of the finance committee of the council, director of finance and treasurer, who together shall compose the sinking fund commission. Sec. 27. - Loans and bonds; debt limitation; bond elections. The council of said city may negotiate any loan or loans for the purpose of improving the streets, lighting the same, buying necessary real estate, erecting public buildings, supplying the city with water, sewerage, and for other purposes; and shall have authority to issue registered and coupon bonds, as well as serial, registered and coupon bonds, for the said loan or loans, payable not more than forty years after the date of said bonds, and said bonds shall bear interest payable semiannually; provided, that the council shall not negotiate such loan or loans, and issue bonds therefor, for sums which when added to the debt of the city then existing, shall cause the total indebtedness of the city to be greater than eighteen per centum of the assessed valuation of the real estate of the city subject to taxation, as shown by the last preceding assessment for taxes; provided, however, that in determining the limitation of the power of the city to incur indebtedness, there shall not be included the classes of indebtedness mentioned in subsections (a) and (b) of section 127 of the Constitution of the state. Whenever the question of the issuance of any bonds of said city is required by the Constitution of Virginia or by the action of the council of said city to be approved by the affirmative vote of a majority of the qualified voters of the city who vote upon the question of their issuance, such majority shall also include a majority of the votes cast by those taxpayers of the city at such election who pay a tax on real or personal property assessed at five hundred dollars or more. Such election shall be held and conducted in accordance with the law of Virginia regarding elections by the people. (Acts 1950, Ch. 413; Acts 1970, Ch. 93) Effect of amendments— The 1950 amendment rewrote that portion of the section which relates to the bond elections. The 1970 amendment removed the five percent interest rate limitation. Editor's note— The reference in this section to subsections (a) and (b) of section 127 of the state Constitution is a reference to the 1902 Constitution. For provisions of the 1971 Constitution exempting certain bonds from the 18% debt limitation, see Va. Const., art. VII, § 10. Section. 238. - Sale of public utilities; approval by voters. The rights of the city in its gas, water and electric works, and sewer plant, now owned, or hereafter acquired, shall not be sold even after such action of the council as is prescribed by Commented [BJC31]: The Code of Virginia of 1919 is an Code of Virginia of 1919, [4] section 3016, until and except such sale shall have been approved outdated reference. by a majority of the qualified voters of the city, voting on the question at a special election Formatted: Default Paragraph Font ordered by the council as provided by the general laws of the Commonwealthnd subject in other respects to the provisions of section 24 [27] of this Charter applicable to a special election. Section. 2429. - City sheriff. The city sheriff shall attend the terms of the corporation [circuit] court of thesaid city and shall act as the officer thereof; the said sheriff may appoint one or more deputies, who may be removed from office by the sheriff, and may discharge any of the duties of the office of sheriff, but the sheriff and theirhis sureties shall be liable therefor. The city sheriff shall also have all power and authority and perform all duties imposed by general law upon sheriffs and constables Commented [BJC32]: The office of constable no longer of cities. exists in Virginia. Section. 2530. - Authority of officers appointed by council. The officers of said city elected or appointed by the council shall, during the time they are in office have all the power and authority of like officers in the state under its general laws, unless the same be abridged or restricted by the council. Sec. 31. - Prohibition of immoral shows, etc. Commented [BJC33]: This section is no longer constitutional and violates the First Amendment. The mayor or the council may prohibit any theatrical or other performance, show or exhibition within said city or a mile of its corporate limits, which may be deemed injurious to morals or good order. Sec. 32. [Repealed by Acts 1972, Chapter 184.] Sec. 33. - Judge of the municipal court. Commented [BJC34]: This section is no longer applicable. The 1971 Constitution of Virginia (Article VI, Section 8) The judge of the municipal court of said city, and substitute judge of said court, shall each places the appointment of General District Court judges with the General Assembly. be appointed for a term of four years by the judge of the corporation court of the City of Charlottesville, except that the term commencing on January 1, 1974, shall expire June 30, 1974. Said judges shall have such jurisdiction as is provided by general law; they shall receive no fees for services as judge or substitute judge, but all such fees shall be turned into the city treasury. The judge shall also have jurisdiction of and try violations of the city ordinances, and inflict such punishment as may be prescribed for a violation of the same. The judge shall have authority to issue his warrant for the arrest of any person or persons violating any of the ordinances, acts or resolutions of said city; it shall be his duty especially to see that peace and good order are preserved, and persons and property are protected in the city; he shall have power to issue executions for all fines and costs imposed by him or he may require the immediate payment thereof. The judge shall hold his court daily, except Saturday and Sunday, at the place prescribed by the council. If from any cause the judge of said court shall be unable to act, the substitute judge shall discharge the duties prescribed herein during such inability. The judge and substitute judge shall receive a salary for their services, to be fixed and paid by the council. All papers connected with any civil action or proceeding in the municipal court of this city, except those in actions or proceedings (1) in which no service of process is had, (2) which are removed or appealed, and (3) in which the papers are required by law to be sooner returned to the clerk's office of a court of record, shall be properly indexed, filed and preserved in the municipal court of the city. The power of appointment, in the judge of the corporation court of the City of Charlottesville, shall become effective January 1, 1966, at the expiration of the term of the present incumbent. Section. 2634. - Salaries fixed by council. The salaries of all officers who receive stated compensation for their services from the city shall be fixed by the council. Sec. 35. - Stated and special meetings of council. The council shall fix by ordinance the time for holding their stated meetings and no business shall be transacted at a special meeting, unless by unanimous consent, except that for which it Commented [BJC35]: This has been moved to Section 12 shall have been called, and every call for a special meeting shall specify the object thereof. under council meeting procedures. Section. 2736. - Granting franchises. The regulation and restrictions for granting any franchise in the city shall be such as are provided by the general laws of the Commonwealth. Section. 2837. - Receipt and disbursement of monies by treasurer. All monies belonging to said city shall be paid over to the treasurer, and no money shall be by him paid out by them except as the same shall have been appropriated and ordered to be paid by the council, and the said treasurer shall also pay the same upon warrants approved in such manner as may be prescribed by ordinance of the council. Section. 2938. - Recovery against treasurer and sureties. If the said treasurer shall fail to account for and pay over all of the monies that shall come into theirhis hands when thereto required by the council, it shall be lawful for the council, in the corporate name of the city, by motion before any court of record having jurisdiction in the City of Charlottesville, to recover from the treasurer and theirhis sureties, or their personal representatives, any sum that may be due from said treasurer to said city on ten days' notice. Section. 309. - Collection of fines. All fines imposed for any violation of any city ordinance or state law shall be collected by the clerk of the civil and police justice [district] court; and if said clerk shall fail to collect, account for, and pay over all the fines in theirhis hands for collection, it shall be lawful for the council to recover the same, so far as the same are accruing to the city, by motion, in the corporate name of the city, before the corporation [circuit] court of said city, against the said clerk, theirhis sureties on theirhis said bond, or any or either of them, the clerkhis or the sureties’ir executors or administrators, on giving ten days' notice of the same. Section. 3140. - Animals running at large. The council shall have power to make such ordinances, by-laws, orders and regulations as they may deem necessary to prevent dogs, hogs and other animals from running at large in the limits of the city, and may subject the owners thereof to such fines, regulations and taxes as the council may deem proper, and may sell said animals at public auction to enforce the payment of said fines and taxes; and may order such dogs, as to which there is default, to be euthanized as provided for by the general laws of the Commonwealthkilled by a policeman or constable. Section. 3241. - Taking or damaging private property. The city shall not take or damage any private property for streets, or other public purposes, without making to the owner, or owners, thereof just compensation for the same. But in all cases where the city council cannot by agreement obtain title to the ground necessary for such purposes, it shall be lawful for it to apply to the circuit court of the county in which the land shall be situated, or to the proper court of the city having jurisdiction of such matters, if the subject lie within the city, to condemn the same. Section. 3342. - Encroachments upon streets. In every case where a street in thesaid city has been or shall be encroached upon by any fence, building or otherwise, the city council may require the owner or owners, if known, and if unknown the occupant or occupants of the premises so encroaching to remove the same. If such removal shall not be made within the time ordered by the city council, it may impose a penalty of five dollars for each and every day that it is allowed to continue thereafter, and may cause the encroachment to be removed, and collect from the owner all reasonable charges therefor, with cost, for which there shall be a lien on the premises so encroaching, which lien may be enforced in a court of equity having jurisdiction of the subject. No encroachment upon any street, however long continued, shall constitute an adverse possession thereto, or confer any right upon the person claiming thereunder as against said city. Section. 3443. - Filing claim for damages condition precedent to action against city. No action shall be maintained against the said city for damages for an injury to any person or property alleged to have been sustained by reason of the negligence of the city, or any officer, agent or employee thereof, unless a written statement of the claimant, theirhis agent or attorney, of the nature of the claim and of the time and place at which the injury is alleged to have occurred or been received shall have been filed, as provided by the general laws of the Commonwealth. Section. 3544. - Continuance of rights, etc., of city; continuance of ordinances and resolutions. All rights, privileges and properties of the City of Charlottesville heretofore acquired and possessed, owned and enjoyed by any act now in force, not in conflict with this act, shall continue undiminished and remain vested in said city under this act; and all laws, ordinances and resolutions of the corporation of Charlottesville now in force, and not inconsistent with this act, shall be and continue in full force and effect in the City of Charlottesville, until regularly repealed. Sec. 45. - Corporation [circuit] court; legislative and senatorial districts. Commented [BJC36]: Corporation courts no longer exist in Virginia and the General Assembly determines the circuit The corporation court of the City of Charlottesville shall remain as it now exists and be held court structure in Virginia. The General Assembly devises legislative districts and, constitutionally, may place by the city judge at such times as are, or may be, designated by law, and the jurisdiction of said Charlottesville in any House or Senate district that the court shall be such as is now prescribed; provided, of course, that the power to abolish said court Assembly wishes. in accordance with the Constitution of the state is in no way hereby affected. And the City of Charlottesville shall remain a part and parcel of the same legislative and senatorial district to which it now belongs. Section. 3645-a. - School board. The City of Charlottesville shall constitute a single school district. The school board of the city shall consist of seven members. In accordance with the general laws of the Commonwealth, three of the school board members shall be elected in November 2021 and four members shall be Commented [BJC37]: This changes the Charter to reflect elected in November 2023 to fill vacancies occurring on the first of January in the years that the School Board is now an elected body rather than an appointed body. following the year in which they are elected. School board members shall serve terms of four years. The members of the school board on the effective date of this Charter are hereby confirmed in office until the thirty-first day of December in the final year of the term of office for which they were elected. to be appointed by the council and there shall be at least one member from each ward of the city. The council shall appoint three members of the board to serve for a term of three years, two members to serve for a term of two years, and two members to serve for a term of one year from July 1, 1948, and all subsequent appointments shall be for a term of three years. Vacancies occurring otherwise than by expiration of the term of office shall be filled by the council for the unexpired term. No member shall be eligible to serve more than three successive full three year terms. The board shall have all powers and perform all duties granted to and imposed upon school boards of cities by the general laws of the Commonwealth. Section. 3746. - Water supply and sewerage system. The corporate authorities of said city be, and they are hereby, authorized and empowered to erect suitable dams and reservoirs, and to lay suitable pipes to supply said city with an adequate supply of water, and to establish and construct a sewerage system for said city; and for such purpose to acquire, either by purchase or by condemnation, according to the provisions of the general laws of the Commonwealth for the condemnation of lands by incorporated cities, such lands and so much thereof as may be necessary for the aforesaid purposes. Section. 3847. - Elections. All elections under this Charter shall conform to the general laws of the Commonwealthstate in regard to elections by the people. Section. 3948. - County property within city limits; arbitration; school property in Charlottesville school district; Miller Manual Labor School. The property now belonging to the County of Albemarle within the limits of the City of Charlottesville shall be within and subject to the joint jurisdiction of the county and city authorities and officers, and shall not be subject to taxation by the authorities of either county or city; and if the county and city aforesaid cannot agree upon the terms of joint occupancy and use of such property in regard to which settlements may not have already been effected, the right of said city to such joint occupancy and use being hereby recognized, then the board of arbitration herein provided for shall determine the terms of such joint occupancy and use, and said board of arbitration shall determine what rights, if any, the city aforesaid has in all other county property; but this is subject to the recognition of the right of the city, as well as the county (through the district school board or otherwise) in the school property in Charlottesville school district; and nothing herein contained shall affect the rights of the inhabitants of said city to participate in the benefits of the Miller Manual Labor School in the Samuel Miller District in said county. Section. 409. - Board of arbitrators established; composition; duties; awards. A board of arbitrators composed of three members, one to be selected by the board of supervisors of Albemarle County, one by the council of Charlottesville, and they to choose a third, is hereby established, whose duty it shall be to adjust and decide the matters hereinbefore submitted to them, and all such other questions as may arise between said city and county, growing out of the extension of the corporation limits, and the establishment of a city government. The awards of said arbitrators shall be entered upon the records as the judgments of the city court or the county circuit court, as the arbitrators may designate. Section. 4150. - Same person may hold county and city office. And it is further provided that the same person shall be eligible to and, if elected, may hold a county office and a city office, if the said offices be of the same nature, at the same time; provided, such officer lives within the city limits; and any person otherwise qualified, who is a resident of the City of Charlottesville, shall be eligible to election or appointment to any county office of Albemarle County. Section. 4250.1. - Adoption of certain sections of Code of Virginia. The City of Charlottesville shall have all powers granted to localities by the Constitution and the general laws of the Commonwealthpowers set forth in Code of Virginia, sections 15.1-837 through 15.1-907 as in force on January 1, 1970, are hereby conferred on and vested in the City of Charlottesville, Virginia. Should the powers granted by this section conflict with any provision contained in Chapter 384 of the Acts of Assembly of 1946, approved March 28, 1946, as amended [this Charter], then the provisions contained in this section shall control; provided, however, that in no event shall such a conflict between the general laws of the Commonwealth and this Charter be held to reduce or limit any powers heretofore possessed by the City of Charlottesville pursuant to Chapter 384 of the Acts of Assembly of 1946, approved March 28, 1946, as amended. Section. 4350.2. - Search warrants. (a) Search warrants. In addition to the means and conditions under which search warrants may be issued pursuant to provisions of general law, a justice of the peace [magistrate], or a judge of any court having jurisdiction of the trial of cases to whom complaint is made, if satisfied that there is probablea reasonable cause therefor, shall issue a warrant to search Commented [BJC38]: Reasonable cause is an old term. specified places for the following conditions: Violations of ordinances of the City of The courts now refer to probable cause. Charlottesville related to health and safety, of persons and property including violations of ordinances concerning minimum housing standards, health and sanitation regulations, and Plumbing, Building, and Fire Prevention Codes. A search warrant issued pursuant to the authority granted in this Charter section shall be directed to persons charged with the responsibility of enforcing state statutes and local ordinances relating to health and safety of persons and property and shall command such person to search the place or places described therein for violations of state statutes and local ordinances relating to health and safety of persons and property. (b) Affidavit preliminary to issuance of search warrants. No search warrant shall be issued until there is filed with the officer authorized to issue the same an affidavit of some person reasonably describing the area, house, place, vehicle or baggage to be searched, the things or conditions to be searched for thereunder, alleging briefly material facts, constituting the probable cause for the issuance of such warrant and alleging substantially the offense or group of potential offenses in relation to which such search is to be made. Facts which may be pertinent are (1) department or board experience showing the need of periodic area inspections, (2) the pattern of the last inspections made, and (3) department or board judgment that an inspection is now needed, particularly in light of the time elapsed since the last inspection. Such affidavit shall be certified by the clerk of the corporation [circuit] court of the City of Charlottesville and shall by said clerk be preserved as a record and shall at all times be subject to inspection by the public. For the purposes of this section, probable cause shall be satisfied upon the showing of the reasonableness of a need to conduct periodic area-wide inspections with respect to health and safety of persons and property. Sec. 4450.3. - Qualifications of members of advisory boards and commissions. General provisions of law notwithstanding, the planning commission and members of boards or agencies appointed by city council, the mayor, or by the city manager, who serve without pay and who serve only for the purpose of making studies or recommendations, or advising or consulting with city council, shall not be prohibited from such service merely because they contract directly or indirectly with the city. Any such member of an advisory board or agency who knows, or may reasonably be expected to know, that theyhe haves a material financial interest in any transaction in which the agency of which they arehe is an officer or employee is or may be in any way concerned, shall disclose such interest and disqualify themselveshimself from voting or participating in any official action thereon in behalf of such agency. If disqualifications in accordance with this section leave less than the number required by law to act, the remaining member or members shall have authority to act for the agency by majority vote, unless a unanimous vote of all members is required by law in which case authority to act shall require a unanimous vote of remaining members. Section. 4550.4. - Terms of Charlottesville Redevelopment and Housing Authority Commissioners; authority of council. Notwithstanding any provision of law to the contrary, the terms of all the commissioners of the Charlottesville Redevelopment and Housing Authority shall terminate on June thirty, Commented [BJC39]: This sentence can now be removed nineteen hundred seventy-eight; and thereafter Tthere shall be not less than five nor more than as June 30, 1978 has passed. seven members of the Charlottesville Redevelopment and Housing Authority Board of Commissioners. Commissioners shall hold their offices at the pleasure of council for terms not to exceed four years; provided, that the city council may at any time, and from time to time, adopt an ordinance terminating the terms of all the commissioners and designating one or more council members as commissioners of the Charlottesville Redevelopment and Housing Authority. The remaining members of the Board, if any, shall be appointed by council from the public at large. The Board shall possess all powers and duties granted to or imposed upon redevelopment and housing authorities by the general laws of the Commonwealth; provided that notwithstanding any other provision of law to the contrary, a city council member shall receive no compensation for serving as a commissioner of such Authority, nor shall theyhe continue to serve as a commissioner after theyhe ceases to be a member of city council. Section. 4650.5. - Authority of city council to adopt and enforce a noise ordinance. A. The city council by ordinance may prohibit or regulate loud, disturbing or excessive noises originating within its jurisdiction. Such ordinance may prescribe the decibel levels, degrees or types of sound which are unacceptable within the city limits, but the ordinance must exempt from its prohibitions during the daytime (6:00 a.m. to 10:00 p.m.) the following: 1. Band performances or practices, athletic contests or practices and other school- sponsored activities on the grounds of public or private schools or the University of Virginia. 2. Athletic contests and other officially sanctioned activities in city parks. 3. Activities related to the construction, repair, maintenance, remodeling or demolition, grading or other improvement of real property. 4. Gardening, lawn care, tree maintenance or removal and other landscaping activities. 5. Church bells or carillons. 6. Religious or political gatherings and other activities protected by the First Amendment of the United States Constitution. 7. Activities for which the regulation of noise has been preempted by federal law. 8. Public and private transportation, refuse collection and sanitation services. B. The decibel level of any such noise may be measured by the use of a sound level meter which measures sound pressure levels. Such measurements shall be accepted as prima facie evidence of the level of noise at issue in any court or legal proceeding. The accuracy of the sound level meter may be tested by a calibrator. In any court or legal proceedings in which the accuracy of the calibrator is in issue, the court shall receive as evidence a sworn report of the results of any test of the calibrator for accuracy. Such report shall be considered by the court or jury in determining guilt or innocence. C. Any individual operating a sound level meter pursuant to the provisions of this section and the local noise ordinance shall issue a certificate which will indicate: 1. that the sound level meter used to take the decibel level reading was operated in accordance with the manufacturer's specifications; 2. that the city has on file a sworn report which states that the sound level meter has been tested within the past twelve months and has been found to be accurate; 3. the name of the accused; 4. the location of the noise; 5. the date and the time that the reading was made; and 6. the decibel level reading. The certificate, as provided for in this section, when duly attested by the operator taking the decibel level reading, shall be admissible in any court in any criminal or civil proceeding as evidence of the facts therein stated and of the decibel level reading. A copy of such certificate shall be delivered to the accused upon the accusedhis or theirhis attorney's request. Section. 4750.6. - Authority of cCity cCouncil to impose civil penalties for wrongful demolition of historic buildings. A. Notwithstanding the provisions of any state law which authorize civil penalties for the violation of a local zoning ordinance, City Council may adopt an ordinance which establishes a civil penalty for the demolition, razing or moving of a building or structure without approval by the board of architectural review or City Council, when such building or structure is subject to the City's historic preservation zoning ordinance. The penalty established by the ordinance shall be imposed on the party deemed by the court to be responsible for the violation and shall not exceed twice the fair market value of the building or structure, as determined by the city real estate tax assessment at the time of the demolition. B. An action seeking the imposition of such a penalty shall be instituted by petition filed by the city in circuit court, which shall be tried in the same manner as any action at law. It shall be the burden of the city to show the liability of the violator by a preponderance of the evidence. An admission of liability or finding of liability shall not be a criminal conviction for any purpose. The filing of any action pursuant to this section shall preclude a criminal prosecution for the same offense, except where the demolition, razing or moving has resulted in personal injury. C. The defendant may, within twenty-one days after the filing of the petition, file an answer and without admitting liability, agree to restore the building or structure, as it existed prior to demolition. If the restoration is completed within the time agreed upon by the parties, or as established by the court, the petition shall be dismissed from the court's docket. D. Nothing in this section shall preclude action by the zoning administrator pursuant to the general laws of the Commonwealthunder Virginia Code, section 15.1-491(d) or by the governing body under Virginia Code, section 15.1-499, either by separate action or as a part of the petition seeking a civil penalty. Section. 4850.7. - Powers relating to housing and community development. In addition to the powers granted by other sections of this Charter and any other provision of the general laws of the Commonwealth, the City shall have the power: (a) To make grants and loans of funds to low- or moderate-income persons to aid in the purchase of any land, building, dwelling, or dwelling unit in the City; and to offer real estate tax deferral to low- or moderate-income persons who own any land, building, dwelling, or dwelling unit within the City. The City shall offer private lending institutions the opportunity to participate in local loan programs established pursuant to this subsection; and (b) To make grants of funds to owners of dwellings or dwelling units in the city for the purpose of subsidizing, in part, the rental payments due and owing to any such owner by a low- or moderate-income person. For purposes of this section, the phrase "low- or moderate-income persons" shall have the same meaning as the phrase "persons and families of low and moderate income" as that phrase is used in the Virginia Housing Development Authority Act, and shall be applied using the income guidelines issued by the Virginia Housing Development Authority for use in its single family mortgage loan program. In addition to being able to exercise the above-mentioned powers with City funds, the City is authorized to participate in any state or federal program related thereto and to use state, federal, or private funds in the exercise of such powers. The expenditure of any public funds as authorized in this section is hereby declared to be in furtherance of a public purpose. Section. 4951. - SeverabilityPartial invalidity. If any portion clause, sentence, paragraph, section or part of this Charteract is declared unconstitutional, be held invalid, or illegal by a court of last resort of this state in proper case such invalidity shall not affect or invalidate any other clause, sentence, paragraph or part of this Charteract but shall be confined exclusively to the portion so held invalid. All portions of the charter not expressly held to be unconstitutional, invalid, or illegal shall remain in full force and effect. RESOLUTION REQUESTING AMENDMENT TO THE CHARLOTTESVILLE CITY CHARTER WHEREAS, the General Assembly granted the City of Charlottesville a Charter in 1946; and WHEREAS, the City of Charlottesville advertised and conducted a public hearing on November 4, 2019, pursuant to Virginia Code Section 15.2-202; NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Charlottesville, Virginia that the Council requests the 2020 session of the Virginia General Assembly adopt the amendments to the City of Charlottesville Charter presented to the Council on November 4, 2019; and BE IT FURTHER RESOLVED by the Council of the City of Charlottesville, Virginia that the City Attorney shall forward a copy of this Resolution, the proposed Charter amendments, a publisher’s affidavit demonstrating the public hearing was advertised, and a certified copy of the November 4, 2019 Council meeting minutes to the City’s representatives in the General Assembly. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 4, 2019 Action Required: Ordinance Enactment & Resolution Adoption Presenter: John C. Blair, II, City Attorney Staff Contacts: John C. Blair, II, City Attorney Title: Police Civilian Review Board Ordinance, Bylaws, and Resolutions Background: On October 21, 2019, the Council conducted a first reading of proposed Police Civilian Review Board (CRB) bylaws and a proposed ordinance. The Council also considered a resolution for the CRB’s Executive Director to study and provide a report to the Council concerning an Auditor position. Discussion: After the October 21, 2019 Council meeting, the City Attorney’s Office made amendments to the bylaws, ordinance, and resolution. The following highlights some of the amendments that have been made: Auditor Resolution: The proposed Auditor resolution now requires the CRB Executive Director to present a report and recommendation to the City Council by June 2020 or within sixty days of the Executive Director’s appointment, whichever is later. The proposed resolution also includes requirements for the report to include recommendations on data collection as well as a Memorandum of Understanding with the Charlottesville Chief of Police. Ordinance/Bylaws: The proposed ordinance now includes most provisions of the bylaws. The CRB may amend its bylaws without Council approval. Policy Resolution: Pursuant to the Council’s desires, I have crafted a resolution for the CRB’s ability to review Charlottesville Police Department (CPD) policies thirty days in advance of the policy enactment by CPD. The Council may amend the resolution after receiving CRB recommendations for additional policies to be added to the list. CRB Composition: The CRB’s composition has been amended so that one member of the CRB may not be representative of both the “historically disadvantaged communities that have traditionally experienced disparate policing or who are residents of public housing” membership category as well as the “represents an organization that seeks racial or social justice on behalf of historically-disadvantaged communities” membership category. Technical Amendments: The CRB ordinance and bylaws clarify that if a CPD internal affairs investigation contains multiple findings based on multiple issues cited, only the portion of the investigation that contains a finding of unfounded, exonerated, or not resolved may be reviewed by the CRB. The CRB ordinance and bylaws also clarify that the term “grievance proceeding” includes an appeal pursuant to the Virginia Law Enforcement Officers Procedural Guarantee Act. Additionally, the ordinance and bylaws now require the consent of a Complainant before the CRB may initiate a Review Request. The Complainant needs to consent to participate in the Review Request hearing process as well as providing the CRB access to records about the Complainant. Budgetary Impact: The budgetary impact is undetermined at this time. The costs of an Executive Director, NACOLE training for CRB members, office expenditures, and legal services will need to be determined. Alternatives: The Council could amend or decline to adopt the Ordinance, Bylaws, and Resolutions. Attachments: Proposed CRB Bylaws Proposed CRB Ordinance Proposed CRB Resolution concerning Auditor Report Proposed CRB Resolution concerning Policy Review Proposed CRB Resolution concerning Bylaws Adoption CHARLOTTESVILLE POLICE CIVILIAN REVIEW BOARD BYLAWS Adopted by the Charlottesville City Council on ______________________, 2019. ARTICLE 1. NAME The name of this organization is the Charlottesville Police Civilian Review Board (hereinafter “Board”). ARTICLE 2. PURPOSE The Board aims to provide objective and independent civilian-led oversight of the Charlottesville Police Department (hereinafter “CPD”) in an effort to enhance transparency and trust, to promote fair and effective policing, and to protect the civil and constitutional rights of the people of the City of Charlottesville. The Board’s functions, as outlined below, shall pursue the following principles and objectives: A. Ensuring that police officers act with integrity and treat every person with equal dignity; B. Empowering and inspiring self-governance and a culture of mutual respect; C. Seeking social and racial justice; D. Engaging in community outreach and amplifying the voices of the socially, politically, and economically disenfranchised; E. Listening to and building cooperation between all stakeholders to find and develop common ground and public purpose; F. Championing just, equitable, and legitimate policing policies and practices; and G. Processing complaints, reviewing police practices and internal investigations, issuing findings, writing public reports, and making recommendations. ARTICLE 3. BOARD MEMBERSHIP AND TERMS OF OFFICE A. Composition and Qualifications. 1. The Charlottesville City Council shall appoint each member of the Board. 2. The Board shall be composed of seven voting members all of whom reside in the City of Charlottesville. Three of the Board members shall either be residents of public housing at the time of their appointment or come from historically-disadvantaged communities that have traditionally experienced disparate policing. One of the other Board members shall represent an organization, office, or agency that seeks racial or social justice or that otherwise advocates on behalf of historically-disadvantaged communities, particularly communities that have experienced disparate policing. 3. The Board shall also have one non-voting member with law enforcement experience. B. Terms of Service. Board Members shall be appointed for three-year terms, except for the inaugural Board (which shall have terms as described below) and may be appointed to no more than two consecutive terms pursuant to Charlottesville City Code Section 2-8. With respect to the inaugural Board, four Board Members shall be appointed for three year terms and three Board Members shall be appointed to eighteen month terms. The non-voting member shall serve for a term of three years. C. Resignations, Removals and Vacancies. 1. Board Members serve at the pleasure of the Charlottesville City Council. 2. The Board may request that the Charlottesville City Council remove a Board member for misfeasance, malfeasance, or excessive absences from Board meetings. 3. Any Board member may resign from the Board at any time by delivering written notice of their resignation to the City Council’s Clerk of Council with a copy to the Board Chair. The resignation will be effective upon receipt by the Clerk of Council, unless an effective date of the resignation is specified in the written notice. 4. The Charlottesville City Council may appoint a new Board Member for the unexpired Board Member term resulting from a vacancy that occurs for any reason. In filling a vacancy for the remainder of a term, the Charlottesville City Council will attempt to maintain the composition of the Board consistent with the Article 3, Section (A)(2) of these Bylaws, but it is not required to do so. The Council will endeavor to preserve the composition of the Board consistent with Article 3, Section (A)(2) of these Bylaws by giving a preference to a prospective appointee who represents a group mentioned in these Bylaws to fulfill the aforementioned Board composition provision. D. Conflicts of Law and Policy. These Bylaws are not intended to conflict with ordinances or resolutions of the Charlottesville City Council. To the extent there is a conflict between any ordinance or any other resolution or matter passed by the City Council, and these Bylaws, the ordinance or resolution shall govern. E. Board Immunity. Board members shall enjoy the protection of sovereign immunity to the extent allowed and provided under Virginia law whether common law or statutory, including, but not limited to, the Virginia State Government Volunteers Act, Virginia Code §§ 2.2-3600, et seq., and the provisions of Virginia Code § 15.2-1405. ARTICLE 4. CHAIR, VICE CHAIR, OTHER OFFICERS AND COMMITTEES A. Election of Chairperson and Vice-Chairperson. At its first meeting, the Board shall elect, by a majority vote, a Chairperson and Vice- Chairperson. The Board shall elect a Chairperson and Vice-Chairperson at its first meeting of every calendar year. No Board Member shall serve more than two consecutive terms as Chairperson. B. Duties of the Chairperson and Vice-Chairperson. The Chairperson shall preside over all Board meetings at which they are present. Additionally, the Chairperson shall prepare all Board meeting agendas in consultation with Board professional staff members. The Chairperson shall also draft all Board communications and serve as the Board’s media point of contact. Finally, the Chairperson may assign an ad hoc task to one or more Board members. The Vice-Chairperson shall preside over all Board meetings in the absence of the Chairperson and shall perform any other duties delegated to them by the Chairperson. The Vice- Chairperson shall take minutes at all Board public meetings unless the Board votes to allow its Executive Director to take minutes. C. Committees. The Chairperson may appoint any necessary committees or subcommittees of Board members to accomplish the Board’s objectives. D. Community Advisory Panels. The Board may establish community advisory panels as it deems necessary. The Board shall determine the composition of the panels. The purpose of the panels shall be to provide community input on the Board’s activities. No more than two Board members shall serve on a community advisory panel, and panels will not be delegated any of the Board’s functions nor shall they serve as advisors to the Board. ARTICLE 5. QUORUM, VOTING, MEETINGS, MINUTES, AND ETHICS A. Quorum. At any Board meeting, the presence of four Board members shall constitute a quorum. B. Voting. The vote of a majority of Board members present at a meeting with a quorum is necessary for the Board to take an action. All votes of Board members shall be taken during a public meeting, and no vote shall be taken by secret or written ballot or by proxy. All Board members who are present at a meeting, including the Chair, may vote at any meeting. C. Regular Meetings. At its first meeting, the Board shall establish a regular meeting schedule for the year. Regular meetings shall be scheduled on a monthly basis, however, the Chairperson may cancel any meeting if there is no business to conduct or in the event of inclement weather. Any meeting cancelled due to inclement weather will be rescheduled by the Chairperson upon consultation with other Board members. The Board will provide a time for public comment at each of its regular meetings. The Board Chairperson will establish a reasonable time period to receive public comments. The Board Chairperson may establish a specific, uniform time period for each public commenter to address the Board. D. Special Meetings. The Chairperson or two Board members may call a special meeting by providing a written request to the Executive Director. E. Participation by Electronic Communication Means A Board member may participate in the meeting through electronic communication means if the following conditions are met: 1. A quorum of Board members is physically present at the meeting site; 2. If the Board member is unable to be physically present due, the Board member shall notify the Chairperson of their inability to attend the physical meeting; 3. If the Board member’s absence is due to a personal matter, the Board member shall identify the specific nature of the personal matter (a Board member may only participate electronically in two Board meetings per calendar year due to a personal matter); 4. The electronically participating member’s physical location is recorded in the Board’s minutes as well as the specific nature of the personal matter that prohibits the Board member’s attendance; 5. The Board’s minutes shall reflect if the electronically participating Board member’s absence is due to a temporary or permanent disability or medical condition (a Board member may electronically participate in an unlimited number of meetings due to a temporary or permanent disability or medical condition); 6. The electronically participating member’s voice can be heard by all Board members at the physical location of the meeting; and 7. By a majority vote of the Board members present at the physical meeting location, the Board approves the Board member’s electronic participation in the meeting. F. Freedom of Information Act Compliance The Board shall work with members of City staff to ensure compliance with all meeting notice requirements contained in the Freedom of Information Act. All regular Board meetings shall be publicly noticed in two physical locations within Charlottesville City Hall as well as on the City of Charlottesville’s calendar available on the internet. G. Minutes The Board shall ensure that it records meeting minutes for each Board meeting. The minutes shall contain the date, time, and place of the meeting; the Board members who are absent and present for the meeting; a brief description of the Board’s business conducted at the meeting; and a record of all votes taken at the meeting including each Board member’s vote on each issue by name, unless the vote is unanimous. H. Ethics. The Board shall demonstrate a commitment to integrity and impartiality. A Board member shall not allow a personal interest to compromise these values. The Board shall comply with the Virginia Conflict of Interests Act (COIA). Additionally, even if the COIA does not prohibit a Board member from participating in a Board action, if a Board member does not wish to vote on a matter before the Board, they may abstain from voting. I. Training. All Board members shall, within six months of appointment, participate in city-sponsored training offered by the National Association for Criminal Oversight of Law Enforcement (NACOLE) or a comparable organization selected by the Board’s Executive Director. The training shall consist of at least eight hours. Additionally, the Board’s Executive Director shall provide a separate training to Board members within six months of a Board member’s appointment. The curriculum of this training shall be developed by the Executive Director in consultation with the City Manager, City Attorney, Chief of Police, and any other City staff member that the Executive Director wishes to consult. ARTICLE 6. STAFF A. Executive Director The City Manager will appoint an Executive Director for the Board upon a majority vote of the Charlottesville City Council. Before recommending a candidate for Executive Director role to the City Council, the City Manager will conduct an interview panel for finalists for the position. Two members of the Board shall serve on the interview panel and provide their advice and recommendations to the City Manager. The City Manager shall supervise and evaluate the Executive Director. The Executive Director may be terminated by the City Manager. The Board may, by a majority vote, request a conference between the Board Chair and the City Manager to discuss the performance of the Executive Director. B. Legal Counsel. The Board’s Executive Director, the City Attorney, and the Board Chair shall work collaboratively to select legal counsel for the Board on an annual basis utilizing best practices for procuring legal services. The Board’s legal counsel shall advise the Board on all legal questions the Board may have concerning complaints, reviews of internal affairs investigations, policy recommendations, and community forums. The Board and Executive Director may consult the Office of the City Attorney for legal advice concerning legal questions not related to the four aforementioned topics. ARTICLE 7. BOARD AUTHORITY TO REVIEW INVESTIGATIONS A. Scope of Board Review Authority. The Board may review CPD internal affairs investigations to ensure their thoroughness, completeness, accuracy, objectivity, and impartiality where (1) the CPD has completed an internal affairs investigation of a CPD officer and the investigation resulted in a finding of unfounded, exonerated, or not resolved; and (2) a Review Request is filed with the Board’s Executive Director. A request shall be deemed filed when it is received by the Board’s Executive Director. The Board shall not review: 1. Any Complaint related to an incident that occurred before the date of the Charlottesville City Council’s adoption of these by-laws; 2. A Complaint that is filed more than one (1) year after the date of the incident that is the subject of the Complaint; 3. A Review Request filed more than seventy-five (75) days after the date of the CPD notice sent to the complainant that informs the complainant of the completion of the CPD’s internal affairs investigation (unless the Board determines that there is good cause to extend the filing deadline); or 4. A Review Request concerning matters that are subject of a pending criminal proceeding in any trial court, a pending or anticipated civil proceeding in any trial court (as evidenced by a Notice of Claim or filed complaint), or any City of Charlottesville grievance proceeding including an appeal pursuant to the Virginia Law Enforcement Officers Procedural Guarantee Act. 5. Any portion of an internal affairs investigation which is sustained. The Board may act on a Review Request after the trial court has ruled in any such civil or criminal proceeding, even if the trial court's judgment has been appealed. The Board shall not act on any Review Request that is the subject of a grievance proceeding until any and all appeals are resolved. B. Deferral of Pending Proceedings. If at any point in the review process the Board learns that the matters of a Review Request are the subject of pending criminal proceeding in any trial court, a pending or anticipated civil proceeding in any trial court (as evidenced by a Notice of Claim or filed complaint), or any grievance proceeding, the Board shall: 1. Suspend its review; 2. Defer the review pending resolution of the criminal, civil or grievance proceeding by the trial court or Personnel Appeals Board panel; 3. Notify the complainant, in writing, of any deferrals; and 4. Track any deferred matter and notify the complainant and the once the proceedings are closed and the request for review may proceed. The Board may request assistance of the City Attorney in making its determination that matters of a Review Request are the subject of pending proceedings. The Board may act on a Review Request after the City Attorney determines that the trial court or Personnel Appeals Board has resolved the pending criminal, civil, or grievance matter. ARTICLE 8. BOARD REVIEW PROCEDURES A. Scheduling a Review Request. Upon receipt of a Review Request, the Board shall meet to discuss the request and schedule a Review Request for a hearing before the Board. The Board shall determine whether the Review Request is filed within the timelines established within Article 7 of these Bylaws. B. Access to Internal Affairs File and Other Materials. Upon scheduling a Review Request for a hearing before the Board, the Board shall notify the Charlottesville Chief of Police. The CPD shall prepare each Board member a complete copy of the internal affairs file that is the subject of the Review Request. The City Attorney shall review the file and redact any information related to a juvenile pursuant to Virginia Code Section 16.1- 301, as amended or as otherwise required to redact by law. In addition to a complete copy of the internal affairs file, the CPD shall produce the officer’s complete complaint history including any final disciplinary action taken against the officer that is the subject of the Review Request. Additionally, the Board shall have access to any material or evidence utilized by the CPD during its internal affairs investigation related to the Review Request unless the Chief of Police, upon concurrence of the Charlottesville Commonwealth’s Attorney, determines that the material or evidence is the subject of an active criminal investigation. Board members may review the internal affairs file and the aforementioned disciplinary actions upon signing a notice of confidentiality in which the Board member agrees that they will not disclose the contents of an internal affairs file or disciplinary action taken against the officer. Failure to adhere to the notice of confidentiality shall result in the Council removing the Board member from the Board. Finally, the Board shall have access to raw and aggregated data on the timing, findings, and dispositions of CPD internal affairs investigations. C. Review Request Hearing The Board shall conduct a hearing on all Review Requests that it finds to be in conformance with the criteria established in Article 7 of these Bylaws. The Board may not subpoena witnesses or evidence nor may it take testimony under oath. The individual filing the Review Request shall state the specific reason(s) for the Review Request. The individual may also present any evidence, including witnesses, supporting their reasons for filing the Review Request. The Board may question the individual filing the Review Request and any witnesses that the individual presents. Upon the completion of the individual filing the Review Request’s presentation, a CPD representative familiar with the internal affairs investigation that is being reviewed by the Board shall present a statement which summarizes all findings of fact and a review of all evidence collected and received during the investigation. The Board may ask the CPD representative questions about the investigation. D. Findings. At the conclusion of the Review Request, the Board shall, within thirty days, determine, by a preponderance of the evidence, and by a majority vote of Board members one of the following findings: 1. The Board concurs with the findings of the CPD investigation; or 2. The Board advises the City Manager that the CPD investigation’s findings are not supported by the information reasonably available to CPD and make further recommendations to the City Manager concerning disposition of the Review Request; or 3. The Board advises the City Manager that the CPD’s investigation is incomplete or unsatisfactory and provide the specific reasons for this finding; or 4. After an investigation pursuant to Article 10, if the Board still believes that an investigation is unsatisfactory or incomplete, it may make a finding to that effect and provide the specific reasons for that finding. The Board shall be advisory and shall not have disciplinary authority. If the Board determines that the CPD investigation is incomplete or unsatisfactory and provides specific reasons for its findings, it shall suspend its Review Request inquiry and follow the procedure found in Article 10 of these Bylaws. ARTICLE 9. COMPLAINTS A. Complaint Intake. A Complaint shall be in writing and shall be deemed filed when delivered or emailed to the Board’s Executive Director. A Complaint shall contain: (i) identifying information for the person filing the Complaint; (ii) a statement describing the reasons for the Complaint; (iii) the specific police behavior of concern; (iv) a description of the incident in which the behavior occurred; and (v) a list of the names, addresses and phone numbers of all witnesses to or persons with knowledge of the incident known by the complainant. B. Complaint Processing. The Board shall immediately forward an Initial Complaint to the CPD for investigation. The CPD shall complete its investigation and provide an Investigation Report to the Board within seventy-five (75) days. The Board’s Executive Director will assist and answer questions a Complainant may have about the Complaint process. The Board’s Executive Director will provide an update to the Board about open Complaints at each Board meeting. C. Complaint Results. The CPD shall provide the Board and the Complainant a letter with its finding concerning the Complaint. If the CPD makes a finding of unfounded, exonerated, or not resolved the Complainant may file a Review Request by the Board within seventy-five (75) days of receiving the CPD finding. Additionally, the Board may initiate a Review Request, by a majority vote, if the CPD makes a finding of unfounded, exonerated, or not resolved and the Board receives the written consent of the Complainant to proceed with a Review Request. ARTICLE 10. INVESTIGATIONS A. Criteria. If a Complaint investigation is not completed by CPD within seventy-five days of Complaint receipt or if, at the conclusion of a Board Review Request, the Board advises the City Manager that the CPD’s investigation is incomplete or unsatisfactory and provides the specific reasons for this finding, then the Board’s Executive Director shall request a conference with the CPD Chief of Police. B. Conference. The Board’s Executive Director and the Chief of Police shall conduct a conference within thirty (30) days of either criteria being met in Article 10, Section A of these Bylaws. The purpose of the conference will be to discuss the delay of a Complaint’s investigation or the Board’s specific concerns about a Review Request investigation. The Executive Director and Chief of Police shall attempt to address the Board’s concerns. C. Report to Board. The Executive Director shall report back to the Board after their conference with the Chief of Police. If the Board remains unsatisfied with the Executive Director’s report, the Board may vote to request an investigation concerning the Complaint’s incomplete investigation or which shall address the specific reasons the Board cited in its referral of a Review Request to the Executive Director. D. Investigation. If the Board votes to request an investigation pursuant to Article 10 Section (C) of these Bylaws, the Executive Director shall forward the request to the City Manager. The City Manager, in consultation with the Executive Director, shall procure an investigator independent of CPD to examine the Board’s specific concerns about the Review Request or the incomplete investigation of a Complaint. The results of the investigation shall be provided to the City Manager and the Executive Director. Any investigation initiated by the City Manager shall comply with existing federal, state, and local law and protections including the Virginia Law Enforcement Procedural Guarantee Act as well as the United Supreme Court’s decision in Garrity v. New Jersey. Notwithstanding this provision, only the Chief of Police may issue a “Garrity warning” to compel a statement from a CPD employee. E. Investigation Results. Upon completion of the investigation, the Executive Director shall provide the Board with the results of the investigation. If the investigation is the result of an incomplete Complaint investigation, the investigation shall be provided to the Complainant and the CPD. If the investigation is the result of a Review Request, the Board shall reconvene, complete its deliberations, and issue its finding. ARTICLE 11. POLICY REVIEW AND ANNUAL REPORT A. General Policy Review. The CPD will provide the Board a list of all amendments that it makes to its administrative and operational policies. At the request of a Board member, the Chairperson shall schedule a review of the policy amendment at the Board’s next regularly scheduled meeting. The Board may adopt, by motion or resolution, a formal position statement on the policy amendment. The Board shall provide any official position statement to the Charlottesville Chief of Police for their consideration. The Board may also make recommendations to the Chief of Police about proposed amendments to any existing CPD administrative and operational policies. Additionally, the Board may recommend proposed policies to the Chief of Police for their consideration. B. November 4, 2019 Resolution Policy Review. The Chief of Police shall provide the Board with any proposed amendments to any CPD policy contained in the Council’s November 4, 2019 Resolution at least thirty (30) days before the amendment will be enacted. The Board may adopt, by motion or resolution, a formal position statement on the policy amendment. The Board shall provide any official position statement to the Charlottesville Chief of Police for their consideration before the amendment is enacted. C. Annual Report. The Board shall file an annual written report to the Charlottesville City Council by December 1 of every calendar year. The report shall contain a summary of the Board’s activities for the calendar year as well as any recommendations the Board wishes to make about policing within the City of Charlottesville. D. Legislative Proposals. The Board may make requests to the Charlottesville City Council about specific state legislation that it wishes for the Charlottesville City Council to include in the Council’s annual legislative package presented to the state legislators representing Charlottesville in the Virginia General Assembly. The Board shall provide all requests to the City Manager by August 15 of each calendar year. ARTICLE 12. PUBLIC ENGAGEMENT A. Community Outreach. The Board may engage in community outreach to gather the input of community members about their interactions with CPD. B. Community Listening Sessions. The Board may engage in community listening sessions in which the Board solicits feedback about the relationship between CPD and members of the general public. ARTICLE 13. EFFECTIVE DATE OF THE BYLAWS; AMENDMENT OF THE BYLAWS A. Effective Date of the Bylaws. The Bylaws shall become effective upon approval by the Charlottesville City Council. These Bylaws are procedural in nature and govern the internal operations of the Board. B. Amendment of the Bylaws. These Bylaws may be amended by the Board. Any proposed amendment must be presented by a Board member in writing at a regular Board meeting. The Board may adopt the amendment at its next regular meeting upon an affirmative vote of four Board members. AN ORDINANCE ADDING ARTICLE XVI-POLICE CIVILIAN REVIEW BOARD TO CHAPTER 2 (ADMINISTRATION) OF THE CODE OF THE CITY OF CHARLOTTESVILLE, 1990, AS AMENDED BE IT ORDAINED by the Council for the City of Charlottesville, Virginia, that a new Article XVI (Police Civilian Review Board) is hereby added to Chapter 2 of the Code of the City of Charlottesville (1990), as amended, to read as follows: ARTICLE XVI. POLICE CIVILIAN REVIEW BOARD Sec. 2-450. Title. This article shall be known as the Charlottesville Police Civilian Review Board Ordinance. Sec. 2-451. Police Civilian Review Board established; immunities. There is hereby created a Charlottesville Police Civilian Review Board which shall be referred to as the Police Civilian Review Board for purposes of this article. The Police Civilian Review Board shall enjoy the protection of sovereign immunity to the extent allowed and provided pursuant to Virginia statutory and common law. Sec. 2-452. Powers and duties of the Police Civilian Review Board. The Police Civilian Review Board shall have the following powers and duties: (a) Develop and administer a process for receiving civilian complaints about the Charlottesville Police Department; (b) Review Charlottesville Police Department internal affairs investigations at the request of the civilian complainant; (c) Conduct hearings and make findings concerning Charlottesville Police Department internal affairs investigations initiated by civilians; (d) Organize and conduct community outreach sessions; (e) Provide policy recommendations to the City Council and Charlottesville Police Department. Sec.-2-453. Police Civilian Review Board membership. The Police Civilian Review Board shall be composed of seven voting members and one non-voting member appointed by the City Council. The members shall be removable by the City Council. The seven voting members of the Police Civilian Review Board shall be residents of the City of Charlottesville. The seven voting members shall include: at least three members who come from historically disadvantaged communities that have traditionally experienced disparate policing or who are residents of public housing and at least one other member who represents an organization that seeks racial or social justice on behalf of historically-disadvantaged communities. The non-voting member of the Police Civilian Review Board shall consist of an individual with policing expertise or experience. No Police Civilian Review Board voting member shall be a current City of Charlottesville employee, a current candidate for public office, a former member of the Charlottesville Police Department, an immediate family member of a current Charlottesville Police Department employee, or a current employee of a law enforcement agency. Sec. 2-454. Police Civilian Review Board membership appointment, and terms. (a) Appointment Process. The City Council shall appoint the members of the Police Civilian Review Board. The Council shall announce a public application process with applications available online and by hardcopy in English and Spanish for individuals interested in serving on the Police Civilian Review Board. The City Council shall interview candidates for the Police Civilian Review Board in a closed session pursuant to the Virginia Freedom of Information Act. The Council shall convene in an open session held pursuant to the Virginia Freedom of Information Act and appoint members of the Police Civilian Review Board. (b) Terms. The first Police Civilian Review Board shall consist of three voting members appointed for individual terms of eighteen months and four voting members appointed for individual terms of three years. All subsequent members of the Police Civilian Review Board shall serve terms of three years. The non-voting member with policing expertise or experience shall serve a term of three years. Sec. 2-455. Police Civilian Review Board vacancies. If a Police Civilian Review Board member’s service on the Board ends before the conclusion of the Board member’s term, the City Council shall appoint an individual to complete the remainder of the term. Sec. 2-456. Police Civilian Review Board executive director. The City Manager shall appoint a Police Civilian Review Board Executive Director with the approval of a majority vote of the City Council. Sec. 2-457. Police Civilian Review Board legal counsel. The Police Civilian Review Board shall be empowered to employ its own legal counsel. The Police Civilian Review Board’s Executive Director, the City Attorney, and the Police Civilian Review Board Chair shall work collaboratively to select legal counsel for the Board on an annual basis utilizing best practices for procuring legal services. The Board’s legal counsel shall advise the Board on all legal questions the Board may have concerning complaints, reviews of internal affairs investigations, policy recommendations, and community forums. The Board and Executive Director may consult the Office of the City Attorney for legal advice concerning legal questions not related to the four aforementioned topics. Sec. 2-458. Police Civilian Review Board policy recommendations. The Police Civilian Review Board may recommend policies or procedures to the City Council or the Charlottesville Police Department concerning police practices. The Charlottesville Police Department shall provide any proposed amendment to policies or general orders found listed on the November 4, 2019 City Council Resolution, as may be amended from time to time, to the Police Civilian Review Board at least thirty days before its enactment. The Police Civilian Review Board may provide comment upon the proposed policy or general order’s impacts, including but not limited to, on historically disadvantaged communities that have traditionally experienced disparate policing. Upon the determination of the Chief of Police, in consultation with the City Manager and Police Civilian Review Board Executive Director, that it is impractical to present an amendment to a policy listed on the November 4, 2019 City Council Resolution to the Police Civilian Review Board at least thirty days before its enactment, the City Manager may waive the thirty day advanced review requirement. The amendment shall still be presented to the Police Civilian Review Board for review and comment. Sec. 2-459. Police Civilian Review Board community engagement and outreach. The Police Civilian Review Board is authorized to engage in community outreach efforts to discuss and gather information about community relations between the Charlottesville Police Department and the general public. The Police Civilian Review Board may request the City Council to conduct a joint meeting to discuss issues of concern between the Charlottesville Police Department and the general public. Sec. 2-460. Police Civilian Review Board complaint intake. The Police Civilian Review Board is authorized to develop and administer a process for receiving civilian complaints about the Charlottesville Police Department. (a) Complaint Intake. A Complaint shall be in writing and shall be deemed filed when delivered or emailed to the Police Civilian Review Board’s Executive Director. A Complaint shall contain: (i) identifying information for the person filing the Complaint; (ii) a statement describing the reasons for the Complaint; (iii) the specific police behavior of concern; (iv) a description of the incident in which the behavior occurred; and (v) a list of the names, addresses and phone numbers of all witnesses to or persons with knowledge of the incident known by the complainant. (b) Complaint Processing. The Police Civilian Review Board shall immediately forward the Complaint to the Charlottesville Police Department for investigation. The Charlottesville Police Department shall complete its investigation and provide an Investigation Report to the Police Civilian Review Board within seventy-five (75) days. The Executive Director will assist and answer questions a Complainant may have about the Complaint process. The Executive Director will provide an update to the Police Civilian Review Board about open Complaints at each Police Civilian Review Board meeting. (c) Complaint Results. The Charlottesville Police Department shall provide the Police Civilian Review Board and the Complainant a letter with its finding concerning the Complaint. If the Charlottesville Police Department makes a finding of unfounded, exonerated, or not resolved the Complainant may file a Review Request pursuant to Sections 2-461 and 2-462 by the Police Civilian Review Board within seventy-five (75) days of receiving the Charlottesville Police Department finding. Additionally, the Police Civilian Review Board may initiate a Review Request, by a majority vote, if the CPD makes a finding of unfounded, exonerated, or not resolved and the Board receives the written consent of the Complainant to proceed with a Review Request. Sec. 2-461. Police Civilian Review Board internal investigation review. (a) Scope of Board Review Authority. The Police Civilian Review Board may review Charlottesville Police Department internal affairs investigations to ensure their thoroughness, completeness, accuracy, objectivity, and impartiality where (1) the Charlottesville Police Department has completed an internal affairs investigation of a CPD officer and the investigation resulted in a finding of unfounded, exonerated, or not resolved; and (2) a Review Request is filed by a civilian with the Police Civilian Review Board’s Executive Director. A request shall be deemed filed when it is received by the Executive Director. The Board shall not review: 1. Any Complaint related to an incident that occurred before the date of the Charlottesville City Council’s adoption of this Article; 2. A Complaint that is filed more than one (1) year after the date of the incident that is the subject of the Complaint; 3. A Review Request filed more than seventy-five (75) days after the date of the Charlottesville Police Department notice sent to the complainant that informs the complainant of the completion of the Charlottesville Police Department’s internal affairs investigation (unless the Police Civilian Review Board determines that there is good cause to extend the filing deadline); or 4. A Review Request concerning matters that are subject of a pending criminal proceeding in any trial court, a pending or anticipated civil proceeding in any trial court (as evidenced by a Notice of Claim or filed complaint), or any City of Charlottesville grievance proceeding (inclusive of a grievance initiated pursuant to the Virginia Law Enforcement Officers Procedural Guarantee Act); or 5. Any portion of an internal affairs investigation which is sustained. The Police Civilian Review Board may act on a Review Request after the trial court has ruled in any such civil or criminal proceeding, even if the trial court's judgment has been appealed. The Police Civilian Review Board shall not act on any Review Request that is the subject of a grievance proceeding until any and all appeals are resolved. (b) Deferral of Pending Proceedings. If at any point in the review process the Police Civilian Review Board learns that the matters of a Review Request are the subject of pending criminal proceeding in any trial court, a pending or anticipated civil proceeding in any trial court (as evidenced by a Notice of Claim or filed complaint), or any grievance proceeding, the Police Civilian Review Board shall: 1. Suspend its review; 2. Defer the review pending resolution of the criminal, civil or grievance proceeding by the trial court or Personnel Appeals Board panel; 3. Notify the complainant, in writing, of any deferrals; and 4. Track any deferred matter and notify the complainant once the proceedings are closed and the Review Request may proceed. The Police Civilian Review Board may request assistance of the City Attorney in making its determination that matters of a Review Request are the subject of pending proceedings. The Police Civilian Review Board may act on a Review Request after the City Attorney determines that the trial court or Personnel Appeals Board has resolved the pending criminal, civil, or grievance matter. (c) Access to Materials. Upon scheduling a Review Request for a hearing before the Police Civilian Review Board, the Board shall notify the Charlottesville Chief of Police. The Charlottesville Police Department shall prepare each Board member a complete copy of the internal affairs file that is the subject of the Review Request. The City Attorney shall review the file and redact any information related to a juvenile pursuant to Virginia Code Section 16.1-301, as amended or as otherwise required to redact by law. In addition to a complete copy of the internal affairs file, the Charlottesville Police Department shall produce the officer’s complete complaint history including any final disciplinary action taken against the officer that is the subject of the Review Request. Additionally, the Police Civilian Review Board shall have access to any material or evidence utilized by the Charlottesville Police Department during its internal affairs investigation related to the Review Request unless the Chief of Police, upon concurrence of the Charlottesville Commonwealth’s Attorney, determines that the material or evidence is the subject of an active criminal investigation. Police Civilian Review Board members may review the internal affairs file and the aforementioned disciplinary actions upon signing a notice of confidentiality in which the Police Civilian Review Board member agrees that they will not disclose the contents of an internal affairs file or disciplinary action taken against the officer. Failure to adhere to the notice of confidentiality shall result in the Council removing the Board member from the Police Civilian Review Board. Finally, the Police Civilian Review Board shall have access to raw and aggregated data on the timing, findings, and dispositions of CPD internal affairs investigations. (d) Review Request Hearing. The Police Civilian Review Board shall conduct a hearing on all Review Requests that it finds to be in conformance with the criteria established in Section 2-461. The Police Civilian Review Board may not subpoena witnesses or evidence nor may it take testimony under oath. The individual filing the Review Request shall state the specific reason(s) for the Review Request. The individual may also present any evidence, including witnesses, supporting their reasons for filing the Review Request. The Police Civilian Review Board may question the individual filing the Review Request and any witnesses that the individual presents. Upon the completion of the individual filing the Review Request’s presentation, a CPD representative familiar with the internal affairs investigation that is being reviewed by the Police Civilian Review Board shall present a statement which summarizes all findings of fact and a review of all evidence collected and received during the investigation. The Police Civilian Review Board may ask the CPD representative questions about the investigation. (e) Findings. At the conclusion of the Review Request, the Police Civilian Review Board shall, within thirty days, determine, by a preponderance of the evidence, and by a majority vote of Police Civilian Review Board members one of the following findings: 1. The Police Civilian Review Board concurs with the findings of the Charlottesville Police Department investigation; or 2. The Police Civilian Review Board advises the City Manager that the Charlottesville Police Department investigation’s findings are not supported by the information reasonably available to the Charlottesville Police Department and make further recommendations to the City Manager concerning disposition of the Review Request; or 3. The Police Civilian Review Board advises the City Manager that the Charlottesville Police Department’s investigation is incomplete or unsatisfactory and provide the specific reasons for this finding; or 4. After an investigation pursuant to Section 2-462, if the Police Civilian Review Board still finds that an investigation is unsatisfactory or incomplete, it may make a finding to that effect and provide the specific reasons for its finding. Sec. 2-462. Investigations. (a) Criteria. If a Complaint investigation initiated pursuant to Section 2-460 is not completed by the Charlottesville Police Department within seventy-five days of Complaint receipt or if, at the conclusion of a Review Request, the Police Civilian Review Board advises the City Manager that the Charlottesville Police Department’s investigation is incomplete or unsatisfactory and provides the specific reasons for this finding, then the Police Civilian Review Board’s Executive Director shall request a conference with the Charlottesville Police Department Chief of Police. (b) Conference. The Executive Director and the Chief of Police shall conduct a conference within thirty (30) days of either criteria being met in subsection (a) of this Section. The purpose of the conference will be to discuss the delay of a Complaint’s investigation or the Police Civilian Board’s specific concerns about a Review Request investigation. The Executive Director and Chief of Police shall attempt to address the Board’s concerns. (c) Report to Board. The Executive Director shall report back to the Police Civilian Review Board after their conference with the Chief of Police. If the Police Civilian Review Board remains unsatisfied with the Executive Director’s report, the Board may vote to request an investigation concerning the Complaint’s incomplete investigation or to address the specific reasons the Police Civilian Review Board cited in its referral of a Review Request to the Executive Director. (d) Investigation. If the Police Civilian Review Board votes to request an investigation pursuant to subsection (c) of this Section, the Executive Director shall forward the request to the City Manager. The City Manager, in consultation with the Executive Director, shall procure an investigator independent of the Charlottesville Police Department to examine the Police Civilian Review Board’s specific concerns about the Review Request or the incomplete investigation of a Complaint. The results of the investigation shall be provided to the City Manager and the Executive Director. Any investigation initiated by the City Manager shall comply with existing federal, state, and local law and protections including the Virginia Law Enforcement Procedural Guarantee Act as well as the United Supreme Court’s decision in Garrity v. New Jersey. Notwithstanding this provision, only the Chief of Police may issue a “Garrity warning” to compel a statement from a Charlottesville Police Department employee. (e) Investigation Results. Upon completion of the investigation, the Executive Director shall provide the Police Civilian Review Board with the results of the investigation. If the investigation is the result of an incomplete Complaint investigation, the investigation shall be provided to the Complainant and the Charlottesville Police Department. If the investigation is the result of a Review Request, the Police Civilian Review Board shall reconvene, complete its deliberations, and issue its finding. Sec. 2-463. Police Civilian Review Board recommendations and annual report. The Police Civilian Review shall provide the City Council a list of recommendations, if the Board determines any recommendations are necessary, for the Council’s consideration to include in its annual legislative program present to the General Assembly. These recommendations shall be due to the Council by August 15 of each year. The Police Civilian Review Board shall provide the City Council with an annual report by December 1 of each year. The report shall detail the Police Civilian Review Board’s calendar year activities. Sec. 2-464. Police Civilian Review Board by-laws. The City Council shall approve Police Civilian Review Board’s initial bylaws that shall govern the procedures, practices, and internal operations of the Police Civilian Review Board. The Police Civilian Review Board may amend its bylaws. Any proposed amendment must be presented by a Police Civilian Review Board member in writing at a regular Board meeting. The Police Civilian Review Board may adopt the amendment at its next regular meeting upon an affirmative vote of four Board members. RESOLUTION AUTHORIZING POLICE CIVILIAN REVIEW BOARD EXECUTIVE DIRECTOR TO PREPARE A JUNE 2020 REPORT TO CITY COUNCIL BE IT RESOLVED, by the Council of the City of Charlottesville, Virginia that the Police Civilian Review Board’s Executive Director shall issue a report to the Charlottesville City Council in June 2020 or within sixty days of the Executive Director’s appointment by City Council if the appointment occurs after April 30, 2020; and BE IT FURTHER RESOLVED, by the Council of the City of Charlottesville, Virginia that the City Manager, in consultation with the Executive Director, shall recommend a sufficient appropriation to the Council to employ a consultant to assist the Executive Director in composing their report; and BE IT FURTHER RESOLVED, by the Council of the City of Charlottesville, Virginia that the June 2020 Executive Director’s report shall recommend whether the Council should appropriate funds for an Auditor position to serve the Police Civilian Review Board; and BE IT FURTHER RESOLVED, by the Council of the City of Charlottesville, Virginia that the Executive Director’s report shall recommend whether the Auditor should be a full-time or part-time position or if the Executive Director recommends contracting with a firm for audit services; and BE IT FURTHER RESOLVED, by the Council of the City of Charlottesville, Virginia that the Executive Director’s report shall detail which, if any, aspects of the Charlottesville Police Department’s operations should be audited; and BE IT FURTHER RESOLVED, by the Council of the City of Charlottesville, Virginia that the Executive Director’s report shall detail which forms and types of Charlottesville Police Department data should be made available for an Auditor position to analyze; and BE IT FURTHER RESOLVED, by the Council of the City of Charlottesville, Virginia that the Executive Director’s report shall recommend whether the Executive Director and the Charlottesville Chief of Police should enter into a formal Memorandum of Understanding; and BE IT FURTHER RESOLVED, by the Council of the City of Charlottesville, Virginia that the Executive Director’s report shall recommend what topics, functions, and information should be included with a Memorandum of Understanding between the Charlottesville Chief of Police and the Executive Director; and BE IT FURTHER RESOLVED, by the Council of the City of Charlottesville, Virginia that the Council will consider the Executive Director’s report and may amend any ordinances, appropriate funds, or enact resolutions to achieve the Executive Director’s report’s recommendations. RESOLUTION LISTING CHARLOTTESVILLE POLICE DEPARTMENT POLICIES PURSUANT TO CHARLOTTESVILLE CITY CODE SECTION 2-458 WHEREAS, the Charlottesville City Council adopted an ordinance on November 4, 2019 detailing the authority of the Police Civilian Review Board (CRB); and WHEREAS, the CRB ordinance states that the Council will provide, by resolution, a list of Charlottesville Police Department (CPD) policies which the CRB may review thirty days in advance of CPD enacting the policies. NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Charlottesville, Virginia that the CRB shall be entitled to review the Charlottesville Police Department’s Internal Investigations and Citizen Complaints (Manual Number 517.01) policy thirty days before CPD may enact any amendment to the policy. BE IT FURTHER RESOLVED by the Council of the City of Charlottesville, Virginia that the Council may, upon recommendation of the CRB, amend this resolution to include additional CPD policies which may not be amended until the CRB is provided a thirty day period to amend the policy. RESOLUTION APPROVING POLICE CIVILIAN REVIEW BOARD BYLAWS BE IT RESOLVED by the Council of the City of Charlottesville, Virginia that initial bylaws of the Charlottesville Police Civilian Review Board are adopted as presented to City Council on November 4, 2019. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 4, 2019 Action Required: Resolution Adoption Staff Contacts: John Blair, City Attorney Presenter: John Blair, City Attorney Heather Hill, City Councilor Title: Planning and Coordination Council Redefinition Plan Background: In 1986, Charlottesville, Albemarle County, and the University of Virginia entered into a “Three Party Agreement” which addresses development issues between the three entities. The “Three Party Agreement” established a Planning and Coordination Council (PACC) as an advisory body to foster cooperative planning and to provide guidance and recommendations for development decisions made by the three entities. The PACC is supported by PACC Tech, a group of professional staff which supports the PACC’s work. Discussion: Recently, some of PACC’s membership, in consultation with leadership from the three entities as well as the Thomas Jefferson Planning District Commission (TJPDC), discussed the possibility of dissolving the PACC and establishing a Land Use and Environmental Planning Committee (LUEPC). The PACC is presenting this proposal to the governing bodies of each entity for their consideration. The LUEPC would consist of thirteen technical professionals, including a Planning Commissioner from the City as well as one from Albemarle County. LUEPC’s membership would include staff from the three entities as well as the University of Virginia Foundation and the Rivanna Water and Sewer Authority. The LUEPC would discuss land use and development plans and projects, but its scope would expand to include infrastructure and environmental issues such as stormwater and solid waste. As an administrative body, the LUEPC would not be subject to the Freedom of Information Act’s open meeting requirements. However, the PACC redefinition would require that LUEPC agendas and minutes would be posted to the TJPDC’s website. Additionally, LUEPC will provide written reports as well as biannual forums for the three entities. The biannual forums will be open to the public, and they will include the Charlottesville City Council, the Albemarle County Board of Supervisors, and the University of Virginia. The Three Party Agreement would remain in effect, even if the PACC is dissolved and LUEPC is established. The University of Virginia would continue to have a representative on the Charlottesville Planning Commission and the Albemarle County Planning Commission. The City and Albemarle County would continue to have representatives on the University of Virginia’s Master Planning Committee. The Albemarle County Board of Supervisors will consider the PACC’s proposal to dissolve and the establishment of LUEPC at the Board’s November 6, 2019 meeting. Budgetary Impact: There will be no budgetary impact associated with this resolution. Attachments: Proposal to Redefine the Planning and Coordination Council Presentation to the October 3, 2019 Planning and Coordination Council meeting Resolution Proposal to Redefine the Planning and Coordination Council BACKGROUND The Planning & Coordination Council (PACC) established in 1986 as part of the “Three-Party Agreement” promotes cooperation in planning and community development among the City of Charlottesville, Albemarle County, and the University of Virginia. PACC is an advisory body – not a decision making body – that fosters cooperative planning and provides guidance and recommendations for decisions made by the City, County, and/or UVA. PACC Tech, a group comprised of professional staff from the City, County and UVa, supports its work. PROPOSED REDEFINITION It is important to have a venue in which the City, County, and University can share land use and development plans and projects. However, this is a function better served by technical professionals who are developing those plans and can work together to ensure cooperation and collaboration. We recommend that a working group of professionals be established; that the scope of work be expanded to include not only land use and planning, but also environmental issues like stormwater, solid waste, and sustainability, as well as infrastructure issues. The group will meet regularly with a schedule to be determined by the group. It is suggested that meetings occur bi-monthly to ensure adequate time to discuss timely issues from each entity and share that information with the public and each entity’s senior leadership. The group will be comprised of the following members supported by additional staff as needed: City: Neighborhood Development Services Director Director of Public Works Director of Public Utilities Representative from the City Planning Commission County: Community Development Director Facility and Environmental Services Director Representative from the County Planning Commission Page | 1 Proposal to Redefine the Planning and Coordination Council University of Virginia: Architect for the University Director of Facilities Management Operations Director of Real Estate and Leasing Services University of Virginia Foundation: Director of Design and Development Director of Real Estate Asset Management Rivanna Water and Sewer Authority: Executive Director The redefinition of PACC does not in any way impact the Three Party Agreement and its applicability to land use planning among the three entities. COMMUNICATION AND TRANSPARENCY While the group is an administrative body, it will focus on transparency and will develop a clear communication plan for its work. Communication strategies will include: • Post agendas and minutes after each meeting to the website hosted by the Thomas Jefferson Planning District Commission that currently includes archived PACC minutes and history. • Present a summary of the group’s work publicly at a biannual meeting with leaders from the City of Charlottesville, County of Albemarle, and the University of Virginia. • Submit to the leadership of each entity by January 15 and July 15 of each year, a written report summarizing the group’s work over the past six months. • Include a member of the City Planning Commission and the County Planning Commission on the administrative working group each of whom will keep their respective bodies informed of planning and other issues that are pertinent to the work of the Commissions. Page | 2 Proposal to Redefine the Planning and Coordination Council • Continue representation by UVa on the City Planning Commission and on the County Planning Commission. • Continue representation by City and the County representatives on the University’s Master Planning Committee. RECOMMENDED NAME FOR THE NEW WORKING GROUP Land Use and Environmental Planning Committee (LUEPC) RECOMMENDED ACTION It is recommended that PACC take an action to formally dissolve itself and PACC Tech. It is further recommended that the new process be evaluated after one year to determine whether it is achieving its stated objectives and whether there is adequate communication with the public about the substance of the group’s work. Respectfully submitted, Mike Murphy, Deputy City Manager Jeff Richardson, County Executive Chip Boyles, Executive Director of the Thomas Jefferson Planning District Commission Colette Sheehy, Senior Vice President for Operations at UVa Revised August 28, 2019 Page | 3 RESOLUTION SUPPORTING THE PLANNING AND COORDINATION COUNCIL’S DISSOLUTION BE IT RESOLVED by the Council of the City of Charlottesville, Virginia that the Council hereby supports the dissolution of the Planning and Coordination Council and the establishment of the Land Use and Environmental Planning Committees to coordinate development, land use, environmental, and infrastructure issues between the University of Virginia, the City of Charlottesville, and Albemarle County. CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 4, 2019 Action Required: None Presenters: Paul Josey, Chair, Tree Commission Staff Contacts: Mike Ronayne, Urban Forester & Todd Brown, Deputy Director Parks & Rec. Title: Annual State of the Forest Report Background: The Tree Commission Chair will provide an update on activities over the past year and some thoughts on issues the Commission intends to work on in the coming year. Discussion: The Tree Commission has continued to be the City’s advocacy voice for trees and the urban forest, responding to citizen inquiries/concern and weighing in when tree related issues arose in the community. Highlights this year include hosting the City’s Arbor Day celebration in Market Street Park, engaged in steering committees for E. High St., Barracks Rd., Fontaine Av. and advised on other development projects. The Tree Commission, in conjunction with the Charlottesville Area Tree Stewards, were also able to coordinate a tree planting project with volunteers in Belmont. The Tree Commission has also continued to advocate for trees throughout the Standards and Design Manual revision process. Alignment with City Council’s Vision and Strategic Plan: The Tree Commission activities support the City Council’s “Green City” vision. Charlottesville City Council Vision 2025: A Green City : “Charlottesville citizens live in a community with a vibrant urban forest, tree-lined streets, and lush green neighborhoods. We have an extensive natural trail system, along with healthy rivers and streams. We have clean air and water, we emphasize recycling and reuse, and we minimize stormwater runoff. Our homes and buildings are sustainably designed and energy efficient.” Community Engagement: Tree Commission meetings are open to the public. Budgetary Impact: This report has no impact on the General Fund. Recommendation: Report only Attachments: Annual State of the Forest Report STATE OF THE URBAN FOREST The Charlottesville Tree Commission FY2019 Annual Report Tree Commission Charge. The Tree Charlottesville’s Tree Canopy by Commission is charged by City Council to “protect Neighborhood. The 5-year aerial survey and improve the urban forest, which provides provides data for each of the 21 Charlottesville better quality of life for City residents and provides neighborhoods showing the number of acres of environmental and aesthetic benefits by tree canopy (green) for each, as well as the preserving and monitoring all trees located on number of acres available for possible for tree public right-of-ways and public property…. It will planting (yellow). advocate for trees before City Council and the Planning Commission.” The Urban Tree Canopy. Everyone loves trees, but does everyone know how much we need them for our health and well being? Cities all across the country are undertaking major efforts to increase their tree canopies because they recognize the benefit of trees to air quality, public health, climate change mitigation, and energy conservation, as well as the basic aesthetic appreciation of tree lined streets. Although Goal 2.2 of the City’s 2013 Comprehensive Plan is to “expand and protect the overall tree canopy” of the City, the chart below shows that, in the years 2004 - 2014, the city lost 5% of its overall tree canopy, and it is anticipated that the next aerial survey to be completed in 2020 will show additional canopy loss. The chart above shows not only the low canopy cover in the most urban neighborhoods, i.e. Starr Hill, 10th & Page, Rose Hill, but also the lack of available land in those neighborhoods on which to plant additional trees. The Commission uses this data to help target specific neighborhoods for additional trees, such as Belmont, a neighborhood that has a sizable amount of available land on which to plant trees. Tree Comission Annual Report Page 1 Maintaining/Expanding the Urban Tree Location of Trees Planted on Pubic Property. Canopy. The Tree Commission’s goal is, at a The chart below shows that despite a priority to minimum, to maintain the City’s current tree plant street trees (ROW on the chart), the majority canopy by planting at least 200 trees a year. This of trees planted by Parks and Recreation are in the goal is not being met. city parks. The chart below shows that the highest number of Although more trees planted in the parks help the trees planted was 161 in FY18, well below the 200 overall tree canopy, they do not provide needed tree goal. In both FY17 and FY18, the number of shade for pedestrians and urban neighborhoods trees planted was less than the number of trees to help reduce energy costs and promote health. removed for a net loss of 67 trees over the two year period. Even with the tree gain in FY19, the City has lost, not gained, 41 trees over the last 3- year period. These numbers reflect only the trees the City is planting and removing on public land, but does not take into account any trees lost through private development. Planting Large Canopy Trees. Besides planting additional trees, another way to increase the city’s tree canopy is to plant larger canopy trees. The chart on the right shows the Commission’s priority to plant larger canopy trees that will provide shade for pedestrians, as well as for city neighborhoods to help save energy costs, mitigate pollution and foster a healthier environment. The chart shows the increasing percentage of larger trees planted by Parks and Recreation in the last two years. Tree Comission Annual Report Page 2 Agencies Planting Trees on Public Property. Another way to increase the city’s tree canopy is to collaborate with other partners to plant more large canopy trees. The biggest partner agency is VDOT, which as you can see on the chart on the right has planted the greatest number of trees in the past four years. In FY16, VDOT planted 487 trees for the John Warner Parkway and Interchange. Other private partners, such as the Tree Stewards offer volunteer time and resources to plant trees on public land in Charlottesville. Almost 40% of the trees planted in FY18 were from private sources. What is not reflected in the FY19 data is a new collaborative effort between the Tree Commission and the Tree Stewards to plant trees in low canopy neighborhoods. In FY19, 21 trees were planted in Belmont front yards, which in addition to the environmental benefits, will provide shade to City sidewalks and streets Charlottesville Resources Dedicated to Trees. The chart to the right shows City revenues that have been allocated to trees through the CIP process. In fiscal years 2017-2018, Council approved $50,000 for tree preservation and planting. In FY19, Council approved $50,000 for tree planting only, with $50,000 being approved in the Pks & Rec operations budget for tree preservation, thus increasing the total funding for trees by 100%. However, even with level funds of $50,000/year for tree planting, the Commission cannot meet its minimum annual goal to plant 200 trees per year. Due to the increasing cost of trees each year from $250/tree several years ago to $350/tree, only about 140 trees can be planted each year. Not only is our goal financially unattainable, we are unable to outpace the number of trees that are taken down each year. Tree Comission Annual Report Page 3 This page intentionally left blank STARR HILL NEIGHBORHOOD COMMUNITY VISION & SMALL AREA PLAN CONCEPTS 30 OCTOBER 2019 TABLE OF CONTENTS THE PROJECT 5 Background Project Overview Project Team & Community Participants Community Engagement COMMUNITY CONTEXT 13 Economic Context Housing Context Vinegar Hill and the Legacy of Urban Renewal in Charlottesville Starr Hill in Perspective COMMUNITY VISION AND OPPORTUNITY AREAS 23 Vision & Guiding Principles Opportunities: Strategies & Focus Areas STARR HILL CONCEPT BOOK 32 Illustrated Vision AREAS OF FOCUS STUDY 47 City Yard Starr Hill Residential Neighborhood Jefferson School & Adjacent Arterial Streets APPENDIX 83 Project Research Community Reports Reference Materials Participating Organization | Stakeholder List CHARLOTTESVILLE CONFIDENTIAL & PROPRIETARY 10.30.19 3 The Project • Background • Project Overview • Project Team & Community Participants • Community Engagement 4 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 5 BACKGROUND PROJECT OVERVIEW Abject poverty surrounded by segregated wealth, food insecurity, renewed ideal must emerge. With a reverence toward the history of In the spring of 2019, New Hill Development Corporation and Local negative health outcomes, community distrust and disrespect, racial African American prosperity in Vinegar Hill before its destruction and Initiatives Support Corporation (LISC) engaged Richmond-based firm tension and an alarming affordable housing crisis; these are a small a recognition of the critical importance of African American wealth Floricane to facilitate the development of a community engagement sample of the litany of opportunity costs our community is suffering building, New Hill Development Corporation was established to build process and the creation of a Small Area Plan (SAP) for the Starr Hill from racism and economic exclusion. pathways of upward mobility in a city where wealth and prosperity community in Charlottesville. abounds, yet is secluded in plain sight. In July of 2017, a group of public servants, educators, artists, and The development of this plan was built around an extended community entrepreneurs were convened by Kathy Galvin and then Vice Mayor The problems are plentiful, yet there are solutions that lie in wait for engagement plan; the creation of a community-generated vision for Starr Wes Bellamy to begin discussing the ever-changing economic landscape those that desire change for the betterment of the city and understand Hill; and the construction of a final concept plan to help guide long- of Charlottesville, the on-going development thereof, and where that city government can’t carry the entire load. E pluribus unum term development in and around the 47.7 acres of the broader Starr Hill the African American community fits into the picture. A series of is a traditional motto of the United States, meaning “out of many neighborhood. With a strong community-guided vision as a foundation, solution-oriented meetings ensued and then persevered through one of comes one”. Through strong collaborations, partnerships, extensive the plan was also shaped with expert support from LISC’s economic Charlottesville’s darkest moments in history. community engagement, and an approach with a servant’s heart, many development and housing team. voices have been engaged and have contributed to the following plan to Out of great adversity comes triumph for those who endure and develop one community we ALL can be proud of and thrive in. Over a seven month period—beginning in April (when the community it became ever more clear that a new group, a new pathway, and a engagement plan was submitted to the City) and lasting through October—this larger team engaged in an extended series of conversations in and around Starr Hill, examined sets of larger city-specific and regional data, and co-created a comprehensive Small Area Plan to guide the future development of Charlottesville’s Starr Hill neighborhood. PROJECT TIMELINE March–April May 1–May 6 May–September June–September August–September Starr Hill Community Organizers Ambassadors engaged the Regional Research & City Leader Neighborhood Tour Onboarding and Training Community in supportive 1:1 Interviews Feedback and informative ways March 7 May 1 May 9 May 13 May 23 June 11 June 12 August 13 –August 14 September 12 October 30 Community Engagement Community Leader Community Neighborhood Vision Neighborhood Vision Operation Launch Subject Matter Launch Project Kick-Off Meeting Interviews Begin Focus Groups Work Session Community Meeting Hope Events Pynka Feedback Sessions Qualtrics Completion MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER 6 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 7 PROJECT TEAM THE TEAM NEW HILL DEVELOPMENT CORPORATION New Hill Development Corporation (NHDC) New Hill Development Corporation is an African-American led social enterprise established to build financial resilience, economic opportunity and affordable housing in the Greater Charlottesville Black community. New Hill’s vision is a resilient Black community thriving Local Initiative Support Corporation (LISC) within a more diverse, inclusive, equitable community. NHDC will LOCAL INITIATIVES Local Initiatives Support Corporation (LISC) is a national nonprofit expand and strengthen Charlottesville’s African-American middle class organization with local priorities committed to helping neighbors SUPPORT GROUP by creating more avenues of upward mobility in Greater Charlottesville build communities. LISC works with local community development through the following three pillars: expanding financial inclusion and organizations, like NHDC, to help transform distressed neighborhoods access to capital, improving access to affordable ownership and rental into healthy communities that are great places to live, work, do business housing options, and supporting economic, educational, and cultural and raise families. development programs. Floricane LLC Community Organizing Ambassadors Floricane is a strategic planning and creative facilitation consultancy Six members of the local community were recruited and commissioned to LISC RW focused on helping nonprofit, cultural and community organizations think engage in personal “porch conversation” interviews with area residents and AFFORDABLE FLORICANE LLC differently, and to strategically reinvent themselves to create a future merchants, represent the project at community events, and generally share VENTURES LLC HOUSING different from the past. The Floricane team brought a wide array of talent informational updates within their community networks and associations. and tools to help NHDC and the Starr Hill community attain their goal Additional community members were contracted to provide food, including a facility for creative expansive visioning, strong experience with transportation and child/elder care services needed during meetings. The small and large group facilitation and dialogue, and a genuine belief in the community ambassadors spent weeks going door-to-door to engage dozens power of individuals to come together and create a shared future. of Starr Hill residents and business owners in the process. COMMUNITY MARKET ORGANIZERS OPPORTUNITIES RW Ventures LLC (RWV) Community Participants RW Ventures, LLC is an economic development firm commissioned to Key Stakeholders, from individuals to organizations, were identified at conduct asset identification and needs assessment for the Starr Hill the onset of the project and they continued to be engaged throughout COMMUNITY OUTREACH neighborhood and the broader community its SAP might impact or connect the process attending meetings and events, sharing views and giving JOB GROWTH with. RWV specializes in market-based strategies for growing urban and feedback, and receiving communication updates. With each engagement & ENGAGEMENT regional economies. Their work bridges theory and practice by employing and conversation, the group of stakeholders expanded exponentially. sophisticated analytic tools to identify market dynamics and opportunities, A list of Participating Organizations thus far is appended. and then creates products and enterprises to drive inclusive industry, SMALL AREA PLAN neighborhood and regional growth. For this project, RWV’s work included an analysis of the regional economic context as well as an inventory and qualitative assessment of Starr Hill’s assets and economic opportunities. 8 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 9 • Facilitating several series of in-depth interviews and focus COMMUNITY ENGAGEMENT group discussions with key community stakeholders, including adjacent neighborhood resident associations and Starr Hill business owners. Focused conversations were also held with key members of the African-American business community, local community and nonprofit organizations, City and PROCESS OVERVIEW County departments, local housing leaders, area developers, workforce development programs, and larger area employers. A key aspect of the plan’s development was ensuring that the voices • A community meeting at the Jefferson School African American of local residents and members of Charlottesville’s Black business Heritage Center to introduce a preliminary Neighborhood Vision community were central to the process. The development of a and Guiding Principles synthesized from community input. During Community Engagement Plan for Starr Hill mapped out a broad that session, more than 50 stakeholders provided additional strategy for community involvement and outreach. The plan was perspective and feedback that helped to refine and reshape the initially designed around three questions determined to be critical for emerging vision. the creation of a meaningful community vision and plan for the future: • Gathering feedback and additional perspective through a series of 1. How can the concept plan clarify and address the needs (social, small group reviews of elements of this document in draft form. economic, cultural) of the existing Starr Hill community? • Additionally, the engagement process leveraged two new 2. In what ways can the concept plan create more equitable N A L PE R S P E C T GIO technologies to extend outreach, engagement and feedback development opportunities within Starr Hill for the African- IVE opportunities across the broader community: RE American community? F CHARLOTTES –Pnyka (“Puh-nee-ka”) is a communication and analytics O V IL 3. What are the specific opportunities for future development in TY G COMM platform for communities to talk constructively about RIN LE CI Starr Hill to serve the broader social equity needs of the greater important issues. Using structured forums called “Assemblies,” B O U Charlottesville community? RR HI NI H individuals engage in positive and productive conversations TA NEIG TIES focused on learning more about an issue. Community LL To ensure active outreach and engagement, the process emphasized S multiple methods of reaching and involving key communities into leaders use the platform’s analytics to understand different the Starr Hill conversation at appropriate times. More than 200 area views on issues discussed and to see actionable takeaways. residents, merchants, service providers and Black business community This tool was used by NHDC to reach audiences that members were directly engaged in the process through a series of may not be able to attend community meetings, and to efforts that included: engage people in conversations by area of interest. • Hiring a small team of Community Organizing –Qualtrics is a web-based survey tool to conduct survey Ambassadors within the local Charlottesville community research, evaluations, and other data collection activities. to support the overall engagement process. This tool was used by NHDC to provide a visual reflection of what was heard during the community visioning • Conducting door-to-door interviews and surveys with each process and allow respondents to share additional ideas. resident and business owner in the Starr Hill neighborhood. 10 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 11 Community Context • Economic Context • Housing Context • Vinegar Hill and the Legacy of Urban Renewal in Charlottesville • Starr Hill in Perspective 12 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 13 ECONOMIC CONTEXT AND STARR HILL’S ASSETS POPULATION CHANGE, 2000–2010 and 2010–2019 Starr Hill’s residents and businesses live and operate in the context Overall, the Charlottesville regional economy is strong and growing of the markets that surround them. No neighborhood has its across a broad range of metrics, with robust employment, gross own economy—instead it works, buys and sells across broader regional product (GRP), and wage growth (note that the region is geographies, which are most o en the regions in which they are defined here as the Charlottesville Metropolitan Statistical Area located. Understanding Starr Hill’s economic opportunities and (MSA), which includes Charlottesville and the counties of Albemarle, challenges requires a blend of evaluating Charlottesville’s regional Buckingham, Fluvanna, Greene and Nelson). Charlottesville is economy as well as at the nature and trajectory of Starr Hill’s also increasingly seen as an attractive place to live, topping many primary assets—namely its people, businesses and land. (For the “best of” lists due to its ample retail and food amenities and access complete analysis of the Charlottesville economy and neighborhood- to nature. Population growth has leapt in the last decade, with level assets, please see the Market Analysis in the Appendix.) the regional population increasing by nearly 20%. Starr Hill’s population has risen by twice that rate, and with large residential Furthermore, this SAP’s impacts will extend beyond Starr Hill, first development on West Main Street, that pace is likely to continue. into adjacent communities such as Fifeville and 10th & Page. Looking further outward, Starr Hill’s goals include re-establishing the area However, the benefits of this growth, and the attractiveness of the as a cultural and economic hub for Charlottesville’s Black residents area, are not shared equally across racial and ethnic groups. Black and businesses. The initiatives related to this goal can serve as a residents’ median incomes are less than 60% of that of whites, and catalyst for activity outside the neighborhood that will strengthen unemployment rates are double. In Starr Hill itself, the median income the Black middle class. This connection can work in reverse as well; is the nearly same as the city’s overall—approximately $50,000—while as Charlottesville’s Black workers and business owners become the Starr Hill/Fifeville/10th and Page area is 25% lower at $38,000. more successful, they can apply more resources to the activities that can make Starr Hill more central to Black life in the region. To that end, it is essential to analyze two additional populations outside Starr Hill: 1) the combined area of Starr Hill, Fifeville and 10th and Page and 2) the Charlottesville region’s entire Black population. 14 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 15 Factors & Trends CHARLOTTESVILLE NEIGHBORHOOD TYPES BY CENSUS BLOCK GROUP, 2017 The area’s primary companies, and the bulk of the economic Considerable innovation assets exist in Charlottesville, both within activity, is in government, education, health care, and tourism/ the private sector and university research facilities. Life sciences, hospitality. UVA is clearly the region’s largest employer, with which includes biotech-related activities, is UVA’s largest area of nearly 30,000 faculty, staff, students, and contract workers, and research spending and spin-off activity. There are mixed signals the university purchases a significant amount of goods and on whether UVA is a good place for entrepreneurs to grow their services. There are a handful of private sector industries—tech, companies; relative to larger tech hubs such as Seattle or San biotech, and food manufacturing foremost among them— Francisco, Charlottesville offers a cheaper cost of living and doing starting to show strong growth potential but still relatively business. But it is by no means “affordable”—limited land and small in the overall economy. There appears to be a very low building space push property prices through the roof. Eventually, rate of minority business ownership in the region and city the benefits of a smaller city are outweighed by the greater generally, let alone in the more innovative tech and biotech connectivity and range of resources that other regions can offer. sectors. Minority small businesses are currently concentrated in areas such as janitorial services and food services. Many of these factors and trends can be summed up through the application of neighborhood typologies, which provide a The region is highly educated, which is perhaps to be expected in sophisticated shorthand for understanding diverse geographies. a college town, but again, massive racial disparities exist. Whites This project incorporated the DNT Neighborhood Typology have bachelor’s degrees at nearly double the rate of Hispanic/ (“DNT”) which analyzes 23 variables that efficiently describe an Latinx residents and four times that of Blacks. Starr Hill itself is area’s people, businesses and land through hierarchical clustering. extremely educated, with higher proportions of bachelor’s and This methodology sorts Census block groups and assembles advanced degree holders than the city overall. The composition of them with the other block groups to which they are most similar. the region’s jobs is splitting in such a way that low- and high-skill With these relationships established, clusters of neighborhoods positions are expanding, while middle-skill (and, roughly, middle- with common traits emerge. DNT has organized these groups class) positions are declining. And again, racial disparities are deep into one of 9 neighborhood types. Each neighborhood type has - white residents are nearly six times as likely to be in management, a distinct identity—for example “Port of Entry” neighborhoods business, and science occupations (generally higher-skilled), while are largely immigrant communities, “Urban Tapestry” types Black residents are approximately two-and-a-half times as likely have a more diverse, eclectic character, “No Place Like Home” to hold middle- and lower-skilled jobs. Local training providers are neighborhoods are middle-income bedroom communities and so working hard to address these trends, creating industry-tailored on. When applied to Charlottesville, the resulting map shows a workforce training programs that prepare participants with hard city largely made up of middle-class residential neighborhoods, skills for in-demand positions. Private sector engagement helps diverse communities surrounding UVA, and several lower-income, inform curriculum design, but that engagement could go deeper, transient communities adjacent to Starr Hill. This exercise quickly and programming could be more private sector led and designed. highlights the different worlds that Charlottesville residents can live in, even in the midst of a generally prosperous and growing city. 16 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 17 HOUSING CONTEXT CHARLOTTESVILLE HOUSING CONTINUM Charlottesville’s housing market is extremely tight, reflected in the fact housing in the city unaffordable for large portions of residents. Families that it is the second most expensive metro area in the state, second making up to 60% of the Area Median Income (AMI) are highly unlikely only to the Washington, DC metropolitan area. This is due to the to find affordable units in the area without experiencing overcrowded combination of limited land and housing stock supply, coupled with conditions. For those looking to purchase homes, affording the average a large portion of the city’s recent population growth coming via in- priced new home would require an income exceeding 120% of AMI—above movers from more expensive cities, bringing with them the resources $108,000—a figure that only 17% of the city’s population can meet. to pay more for housing than many current residents can afford. As the chart below suggests, there are very few housing options The upward pressure on prices is creating housing affordability problems available to low- and middle-income households in Charlottesville. for many families across the area. Based on HUD calculations, the Fair Even households that qualify for a VHA or conventional mortgage Market Rent for a two-bedroom apartment in Charlottesville is just under are met with severely restricted supply; the average sale price $1,200. This price that would require income equivalent to 3.1 full-time for homes in the city is almost double the price that an 80% AMI minimum wage jobs for renters to afford it without being cost-burdened. household could afford. There is a limited amount of new Section 8 Vacancies are quite low at around 4%, and they have been approximately tenant and rental assistance being provided due to lack of funding at this low for some time. Asking rents across almost all unit sizes have been the federal level and a backlog of physical repair needs. The LIHTC increasing steadily across the last decade. With the demand for student program continues to produce a few projects a year in Virginia housing increasing, recent development of rental properties has focused (2019 and 2020 delivery will far outpace previous years), but these on that population and their price point, leaving most new multi-family properties can only serve a limited number of households. 18 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 19 Nestled between the with greenway and play space; Ebenezer Baptist Church and First Baptist VINEGAR HILL AND THE LEGACY OF University and Downtown Charlottesville Mall, Starr Hill Church; Marriot and Quirk Hotels; office suites; garden apartments; loft apartments over ground level retail; some single-family and duplex URBAN RENEWAL IN CHARLOTTESVILLE neighborhood is 47.7 acres of mixed uses. It also contains the remnants of some of historic houses of limited yard and community designation; and the functional core necessities of City Yard service centers and warehouse; community grocery and personal services; transportation hubs for Amtrak and Vinegar Hill’s structures and Greyhound; significant amounts of impervious surface street-line parking In the years following the Civil War, African-Americans comprised as Even as Vinegar Hill gained its footing as a hub for Black business community fabric. Starr Hill and lots; and a range of fast food, dine-in and pub/ABC venues. Residential much as 52% of the population in the greater Charlottesville area. By the in the 1920s, the Black neighborhood of McKee Row was being is an integrated community inventory includes single-family detached and duplex homes, multi-family dawn of the 20th century, a small Charlottesville neighborhood emerged demolished and replaced with whites-only Jackson Park. This pattern bound on the north edge by condominiums and apartments, and single room occupancy dwellings. as an important focal point for Black cultural, social and business life. of rezoning and bulldozing Black property was replicated repeatedly— Preston Avenue, to the east by Ridge/McIntire Road, At its core, Starr Hill is a stable and successful urban as recently as the late 1970s. At that time, Black residents from 10th That neighborhood, Vinegar Hill, extended along Main Street between what to the south by the CSX neighborhood—one that can be strengthened in ways both subtle and Page neighborhood petitioned the Planning Commission to is now the Downtown Mall and the University of Virginia. It was not the Railroad, and to the west and significant to benefit Charlottesville’s African-American prevent a section of land near Preston Avenue from being rezoned only Black neighborhood in Charlottesville, but by the 1920s Vinegar Hill was by the Norfolk Southern Railroad; though the community edge is community, and serve the greater Charlottesville region. from residential to dense commercial use. They failed. known for its energy, its vitality, and its importance to the Black community. perhaps more describable by travel routes along Main Street to the Despite its strong ties to the adjacent neighborhoods of 10thand Page “Urban renewal” and reclamation weren’t the only tools that marginalized south and minor movement at 8thStreet to the west. Of significant The construction of The Jefferson School in 1926 served as an additional and Rose Hill, the ability of residents to easily move between these (and the African-American community. Neglect and a lack of public prominence is the 4thStreet north-south axis running in front of the anchor for the Black community. It served as Charlottesville’s other adjacent) communities is limited. Heavily trafficked corridors like investment also drained communities of energy and prospects. Jefferson School and parallel to heavy traffic on Ridge/McIntire Road. first high school for Black students until 1951. For several years Preston Avenue and Ridge McIntire Road add to a sense of disconnection. afterward The Jefferson School served Charlottesville’s elementary In the 1970s, the predominantly Black neighborhoods of Rose Hill and Part of the current Starr Hill area was once part of Vinegar Hill—a Yet something intrinsically valuable remains in Starr Hill. This age Black students, before becoming the first integrated school in Ridge Street reached out to City Council with a call for public investment. vibrant economic, social and residential epicenter of flourishing African- plan catalogues a range of opportunities to transform the Starr Charlottesville— serving all of the city’s sixth graders from 1965 to 1967. Decades of neglect meant that sidewalks and streets were in disrepair; American citizens in a post war emancipated society. Vinegar Hill and Hill area into a more coherent and vital community that can lighting and drainage was ignored; and public services were largely absent. the surrounding predominantly Black neighborhoods were razed in It was during this brief period of integration that Vinegar Hill, and serve as both a center of Black economics and culture but also the 1960s as part of the City’s urban renewal efforts; forcing residents the adjacent Starr Hill neighborhood, were transformed again—by For much of the 20th century, a significant portion of Charlottesville’s as an increasingly energetic and vital part of Charlottesville. and merchants out of the area, and driving some businesses out of “urban renewal” efforts that bulldozed dozens of African-American African-American population has not been able to share in the broader existence unable to relocate or thrive elsewhere. Dislocated homeowners owned homes and businesses, and displaced hundreds of residents. community’s social and economic success. For these residents, it has became public housing tenants nearby, or left the community been a century stalled. Only recently has an increase in public awareness Urban renewal did not renew Vinegar Hill. It did not provide the altogether. The insertion of Ridge/McIntire Road into the community and a willingness to think differently about community development Black community with opportunity. As much of Charlottesville bifurcated Vinegar Hill eliminating a portion of the area and carving changed the conversation in moved fully into the second half of the 20th century, prosperity and what remained into smaller tracts of nothingness. It would be almost progress bypassed most of the city’s African-American residents. This sudden, and avoidable, evaporation of Black residential density Charlottesville—and allowed for a new commitment to emerge to strengthen two decades before any development or improvement occurred. STARR HILL IN Today, Starr Hill area is a mix of residential, commercial and industrial led to the loss of social, political and economic wealth and influence for most of Charlottesville’s African-American community. meaningful opportunities for prosperity and uses. The nearly 50 acres contain numerous structures and assets of varied note and worth such as the treasured Jefferson School building PERSPECTIVE growth for the city’s most (now a cultural and community center) and Inge’s Grocery facade marker In too many ways, Vinegar Hill was not distinct. Charlottesville’s Black marginalized residents. that bring historic and contextual significance; Carver Recreation Center community, as a whole, found itself increasingly marginalized throughout the 20th century—geographically, politically and economically. 20 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 21 Community Vision and Opportunity Areas • Vision & Guiding Principles • Opportunities: Strategies & Focus Areas 22 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 23 Community uni y Context v on vision Through the extended community engagement process, clear themes emerged—particularly from residents of Starr Hill and adjacent neighborhoods, and from Charlottesville’s Black business community. These themes coalesced first into a Neighborhood Vision and a to be shaped by a set of guiding principles rooted in equity, prosperity, inclusion and connection. Through the summer, many of these stakeholders were invited back into conversations to shape and refine the Neighborhood Vision, Guiding Principles, and the Strategies and Initiatives to create portu p u set of Guiding Principles, and later into the backbone of this Small Area Plan. a set of initiatives and opportunities As articulated herein, there is a clear, that made strategic sense and supported unbroken line between the Neighborhood the vision, principles and aspirations of Vision, Guiding Principles, Strategies and those engaged through the process. Initiatives, and the future opportunities Viewed as a set of building blocks, the for Charlottesville’s African-American Neighborhood Vision and Guiding Principles community. In the following pages, these reflect real, foundational truths that foundational elements are clarified— emerged in each of the one-on-one, focus and then interwoven through the group, and community group discussions. growth and development components nity areas The engaged stakeholders articulated a at the heart of the Small Area Plan. strong desire for the future of Starr Hill 24 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 25 Vision & Guiding Principles We are committed to leveling the economic and social playing field in the A MORE Charlottesville community. We envision a neighborhood where those who are EQUITABLE often marginalized are empowered to congregate and co-create, build and own, COMMUNITY and innovate and learn. NEIGHBORHOOD VISION We will create strong pathways for African Americans in Charlottesville to PROMOTE BLACK thrive and grow. We envision a neighborhood centered around Black-owned PROSPERITY property, commerce and culture with visible access to capital and financing. The Neighborhood Vision is of a Starr Hill Area We will be a critical spoke in Charlottesville’s workforce education CONTINUOUS community whose future growth is guided by a LEARNING efforts. Our vision is a community that creates meaningful opportunities for professional and workforce development, education and growth. commitment to racial, economic and social equity. We believe that Charlottesville should feel inclusive and welcoming to every We will create a neighborhood identity rooted in BELONGING AND INCLUSION resident. We envision a culturally distinctive neighborhood with financially and socially accessible community spaces and activities. African American presence and prosperity with real opportunities for the Black community to foster STRONG We see opportunities for Charlottesville to continue strengthening its physical, social and economic relationships. We envision a more connected neighborhood where people can CONNECTIVITY ownership—of property, commerce and culture. access adjacent residential neighborhoods and commercial areas. RESPECT We share Charlottesville’s commitment to distinct neighborhoods and EXISTING community commercial corridors. We will advocate for zoning that fosters RESIDENTIAL vibrant street level activity, and maintains the integrity of the existing FABRIC Starr Hill neighborhood as it grows. 26 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 27 OPPORTUNITY 1 Strategies, Initiatives & Focus Areas STRATEGY III – SUPPORT FIRM START-UPS that may be spread across multiple organizational divisions, streamlining the process of identifying and bidding on potential contracts. AND GROWTH FOR BLACK ENTREPRENEURS IN Economic and Entrepreneurship TARGETED INDUSTRIES: • Capacity building programming for small businesses targeted to anchor procurement opportunities, identifying the areas in which small businesses are Grow Black entrepreneurship in the industries that are strongest within the region, most likely to find traction with anchors and growing their ability to compete expanding opportunities for wealth creation beyond locally serving goods and for contracts, in turn expanding their potential to sell products and services to services. Potential initiatives include: additional local and national customers. • Entrepreneurship training and support for minorities in the trades, building a STRATEGY V – SCALE AND EXPAND INDUSTRY- pipeline of Black-owned construction and skilled trades companies that grow from FOCUSED WORKFORCE DEVELOPMENT the existing, diverse workforce in this area. STRATEGY I – CREATE A VISIBLE HUB FOR STRATEGY II – FILL SMALL BUSINESS COLLABORATION AND PROGRAMS • Deeper connection to, and programming with, tech sector incubation activities, BLACK BUSINESSES: FINANCING GAPS: aligning with the major investments and private sector growth in the area’s tech Create opportunities for sector- and industry-targeted workforce development industry (e.g., WillowTree, UVA School of Data Science) to grow Black participation, collaborations, offering a variety of skill-development and educational programs to Enable the growth and development of Black small businesses by creating a physical Expand the menu of financial products—both debt and equity—to bridge the divide particularly in entrepreneurship and firm starts. the community. Potential initiatives include: hub for those companies and supporting greater activity by existing Black business between existing microloans and traditional bank products, facilitating greater small networks. Potential initiatives include: businesses growth. Potential initiatives include: STRATEGY IV – DEEPEN ENGAGEMENT AND • Expanded training programming for construction and skilled trade positions, responding to industry demand and an aging workforce through larger program • A Small Business Incubation Center and/or Accelerator Program with some • A visible Community Development Financial Institution (CDFI) to provide COORDINATION WITH ANCHOR INSTITUTIONS: and class sizes, and more programming targeted to disconnected populations (e.g., combination of flexible co-working space, along with business support services entrepreneurs and others with access to financial capital. training for currently incarcerated individuals). and programming that is targeted to local entrepreneurs. Leverage the buying power and employment opportunities of the area’s largest • A Strengthened Business Equity Fund, expanded in size and scope through new anchors—in particular UVA Health, UVA Academic and Health Systems, Sentara, and –Champion: New Hill Development Corporation • New mixed commercial and residential development that will create a higher funding sources, such as foundation grants or PRIs, CRA financing from area City/County governments— to expand opportunities for small business growth and –Potential Collaborators: CATEC, Blue Ridge Home Builders Association, density mixed-use, live/work development with affordable and flexible housing banks, tax increments generated by Starr Hill development, etc. career advancement. Potential initiatives include: Piedmont Virginia Community College and business space, including opportunities for community commercial, service and entertainment businesses. • Exploration of career pathway opportunities between large contractors and • Engagement of growth sectors in industry-led workforce consortium concept, anchors, strengthening and opening up new connections between national applying an established best practice for private sector engagement in sector-specific contractors (e.g., Aramark) and the anchors they serve, building additional career workforce development efforts, creating a stronger pipeline of talent into tech and pathways for individuals working with (but not necessarily for) the region’s bio-tech jobs, including from traditionally disconnected Black populations. largest organizations. –Champion: New Hill Development Corporation • Alignment of anchor procurement purchasing processes, providing a single –Potential Collaborators: Chamber of Commerce, UVA Economic Development, conduit through which local businesses can identify procurement opportunities Willowtree, Castle Hill Gaming, CFA Institute, NGIC, CODE, GOVirginia 28 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 29 OPPORTUNITY 2 OPPORTUNITY 3 Strategies, Initiatives & Focus Areas Strategies, Initiatives & Focus Areas Housing and Connectivity Placemaking, Culture and Legacy STRATEGY I – SUSTAIN AND GROW STARR HILL’S STRATEGY II – INCREASE PHYSICAL STRATEGY I – AMPLIFY JEFFERSON SCHOOL AS A • Create pocket parks and other free, public places throughout Starr Hill to pause and invite community engagement, reflection and interaction. RESIDENTIAL CORE: CONNECTIVITY BETWEEN STARR HILL AND CENTER FOR AFRICAN-AMERICAN PUBLIC LIFE: ADJACENT NEIGHBORHOODS: • Transform surfaces on buildings and parking decks with green wall and rooftop Establish affordable and market rate housing options, and home ownership Work with the leadership of Jefferson School to grow its tenant community, and continue garden opportunities. protections, within the existing residential neighborhood and on newly developed Develop clear, visible and safe pathways that strengthen connectivity between Starr to transform the historic building and surrounding property as an actively programmed, • Identify new opportunities to connect green spaces throughout the tracts in Starr Hill. Potential initiatives include: Hill and adjacent residential and commercial areas, and that serve the needs of area public square for the community of all ages. Potential initiatives include: neighborhood (e.g., the park, the Rail-to-Trail pathway), and enhance spaces residents. Potential initiatives include: • The construction of new, affordable, single family homes, strengthening the • Strategically populate the indoor and outdoor spaces of the Jefferson School with between buildings with art, plantings and benches. border of the existing Starr Hill residential community along Brown Street. • Reopen the tunnel connection between Starr Hill and 10th & Page neighborhoods, businesses, services and products that serve the African-American community on a • Create and install a neighborhood map in the park, and potentially other areas of strengthening the connectivity between the two neighborhoods with safe, pedestrian wider spectrum including education, economic, and social venues. • Support the Anti-Displacement Tax Fund Program, and other strategies that the neighborhood, showing relationships and connections to other neighborhood friendly access beneath the active rail line. support and encourage home ownership, maintaining the affordability of property • Launch a monthly Food Truck Court, a gathering on the Jefferson School parking green features and amenities. ownership in Starr Hill and the broader community. • Calm 4th Street between West Main Street and Preston Avenue, promoting circle of food trucks and restaurant vendors with entertainment. increased pedestrian access and safety across and along the corridor. STRATEGY III – PLACEMAKING AND LEGACY ART: • New mixed commercial and residential development, that will create a higher • Host a monthly makers/artist vendors market along 4th Street between Commerce density mixed-use and typology, live/work development with affordable and • Transform Commerce Street between 4th and 6th Streets, re-establishing the Street and the Jefferson School driveway featuring products and services from Black flexible housing and business space, including opportunities for community vital connection between Starr Hill’s residential neighborhood, the Jefferson artists, artisans and community organizations. Identify multiple spaces throughout the Starr Hill community (indoor and outdoor) commercial, service and entertainment businesses. School and West Main Street. for the installation of more art and placemaking artifacts that tell the stories • Establish outdoor performance spaces or an amphitheater for a mix of community of Charlottesville’s Black community in a variety of forms for all ages. Potential • Support the existing Rail-to-Trail conversion, specifically plans to create a green based and impromptu events and engagements. initiatives include: pedestrian throughway along the rail spur adjacent to City Yard and spanning • Enhancing streetscapes and building facades with murals and other art installations, across Preston Avenue. STRATEGY II – STRENGTHEN STARR HILL PARK both permanent and temporary or seasonal. • Identify a location—such as the Amtrak lot on West Main Street—for a City- AND OTHER PUBLIC SPACES: owned parking deck, relieving pressure on Starr Hill’s residential community • Utilize the inside of Jefferson School as a canvas to tell the story of the building and while supporting Starr Hill’s churches and merchants, and ensuring that adequate Enhance Starr Hill Park with new landscaping and buffers, and community the broader Black experience, and to promote and introduce the community to more parking is mandated for new developments within Starr Hill. programming. Create new, flexible public spaces throughout the broader Starr Hill Black artists. neighborhood to emphasize community, culture and a sense of belonging for all ages. • Identify areas throughout the community that are of cultural significance and Potential initiatives include: establish art programs and installations in those spaces. • Reimagine Starr Hill Park with new landscaping to include plantings, benches, a playground and community garden plots. 30 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 31 Opportunity Area Economics and Entrepreneurship BUSINESS INCUBATION AND ACCELERATION We will establish a visible and tangible space for new business owners and BLACK-OWNED entrepreneurs to strengthen and grow BUSINESS PRESENCE their small and start-up companies. This incubation and co-working space will be a physical hub that connects business Home-grown and local businesses add owners and entrepreneurs with community to the fabric of a community. Residents leaders, investors and successful members benefit from visible, community-supported of Charlottesville’s existing Black business storefronts that generate energy, value, networks. Opportunities to mentor, network prosperity and opportunity. Creating and learn will serve a diverse mix of business new opportunities for Black-owned owners from all corners of the community. businesses to grow and thrive is important to the Starr Hill community, and for our vision of increased Black prosperity in Charlottesville. Any future mixed use development of City Yard must include a variety of affordably priced office, commercial and retail space. 32 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 33 Opportunity Area Economics and Housing and Entrepreneurship MIXED -USE DEVELOPMENT A cornerstone of a growing Starr Hill community is the City Yard property. A transformed City Yard will be “ Affordable housing for all is something that is needed now, not years from now. – Starr Hill resident porch conversation Connectivity NEW RESIDENTIAL DEVELOPMENT a significant mixed-use, live/work development that A critical aspect of any development on complements Starr Hill’s existing residential and cultural City Yard includes a substantial array of assets. A variety of affordable housing options will serve affordably priced housing options—from individuals and families, while flexible business spaces single-family townhomes to apartments. The will support a commercial, service and entertainment addition of new homes along Brown Street businesses. Creating additional street-level retail services will complement the existing residential core that meet the daily needs of residents from Starr Hill and of Starr Hill, while a mixed use development adjacent neighborhoods will lead to a more equitable, on City Yard will provide affordable options “ connected community. for several hundred new residents. There were historically a lot of small businesses with owners who lived nearby. Recreating that in Starr Hill would be particularly powerful. – community focus group participant 34 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 35 Opportunity Area Housing and Connectivity “ It is important to empower the people who live in this community. – Starr Hill resident porch conversation EXISTING RESIDENTIAL SUSTAINABILITY The integrity of Starr Hill’s established residential community must be sustained, even as new opportunities emerge for residential growth on the City Yard property. A commitment to partner with the resident’s association, community organizations and the City will focus on new services and solutions for home ownership protection. 36 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 37 Opportunity Area Housing and Connectivity CONNECTING NEIGHBORHOODS There is an important opportunity to restore and strengthen the connections between Starr Hill to a broader network of • Supporting ongoing conversations and neighborhoods—from Westhaven, 10th & Page to Rose Hill planning for a Rail-to-Trail project that to the Downtown Mall. We will create more safe and sensible creates a green pedestrian throughway ways for pedestrians, cyclists and drivers to transit key along the rail spur adjacent to City Yard pathways to and through Starr Hill such as: • Taking clear and simple steps to calm and spanning across Preston Avenue. “ traffic, promote pedestrian access and • Reopening the tunnel connection increase safety on 4th Street between between Starr Hill and 10th & Page West Main Street and Preston Avenue. The proximity to existing spaces downtown should be reinforces the strong link between part of the final plan. these neighborhoods. – online survey respondent 38 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 39 Opportunity Area ” Placemaking, Culture POCKET PARKS AND GREENSPACES and Legacy Space for nature is key for a healthy community— for any community. • Creating a series of pocket parks and other free, public places throughout Starr Hill to pause and invite community engagement, reflection and interaction. – online survey respondent • Identify new opportunities to connect green REIMAGINE STARR HILL PARK spaces throughout the neighborhood, and enhance spaces between buildings with art, Healthy communities benefit from places plantings and benches. where people can congregate and connect. Throughout Starr Hill, there are places where • Create and install a neighborhood map in informal but meaningful connections can be the park, and potentially other areas of the neighborhood, showing relationships and “ bolstered through the creative and adaptive use of green space. We will leverage these connections to other neighborhood green small pockets to create physical pathways, features and amenities. allow for engagement, and showcase the geography of Starr Hill by: • Reimagining Starr Hill Park with new landscaping to include plantings, benches, a People need to feel like they have a stake in playground and community garden plots. where they live. I have to feel like that park is my park, the businesses are my businesses. – community focus group participant 40 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 41 Opportunity Area Placemaking, New Hill’s vision has to build a ‘kitchen culture’ that stretches across the entire • Strategically populate the indoor and Culture and Legacy geography—business owners, restaurants, outdoor spaces of the Jefferson School residents, nonprofits, children and with businesses, services and products families. Create pathways of purpose—that that serve the African-American help give people a sense that they belong community on a wider spectrum including here, and how they belong here. education, economic, and social venues. – community focus group participant • Establish outdoor performance spaces or AMPLIFY THE JEFFERSON SCHOOL an amphitheater/public lawn for a mix of AS A BLACK CULTURAL HUB community based and impromptu events and engagements. The role of the Jefferson School and the African • Launch a monthly Food Truck Court, American Heritage Center is central to Starr a gathering on the JS parking circle of Hill’s future. Leveraging its legacy of inclusion There needs to be a natural food trucks and restaurant vendors with gathering place for families. and welcome, the historic building can serve entertainment. Center the neighborhood around as both a doorway to Starr Hill and as a center community space where people • Host a monthly makers/artist vendors for African-American public life. This can be will gather, connect and play. market along 4th Street between done by intentionally growing the building’s – community focus group participant Commerce Street and the Jefferson tenant community, increasing public events and School driveway featuring products and activities, and physically connecting the Jefferson services from Black artists, artisans and School to other key centers of activity in and community organizations. around Starr Hill. Potential initiatives include: 42 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 43 Opportunity Area Placemaking, I love the fact that we’re focusing on the history of LEGACY ART Starr Hill and Vinegar Hill. As a place already rich with history and Culture and Legacy – Starr Hill resident culture, Starr Hill is well-positioned to tell the stories and history of Charlottesville’s porch conversation African-American community. We will identify multiple spaces—indoor and out—for the installation of more art and placemaking artifacts that tell the stories ENHANCE THE JEFFERSON of Charlottesville’s Black community in SCHOOL’S PHYSICAL PRESENCE a variety of forms for all ages. Potential initiatives include: The Jefferson School has a visually strong • Enhancing streetscapes and building presence on the edge of Starr Hill. Extending facades with murals and other art its connections to key centers of activity in and installations, both permanent and around Starr Hill will solidify its importance as temporary or seasonal. a gateway to the community, and as a vital space for African-American public life in Charlottesville. • Utilize the inside of Jefferson School as We propose establishing the Jefferson School as a a canvas to tell the story of the school • Adding new levels to the parking deck, greening its roof and edges, and creating and of the broader Black community. central focus for the community by clarifying and stairways and pathways that open access to future City Yard development. maximizing the Jefferson School’s connections to • Identify more areas throughout City Yard, the Downtown Mall, and the business • Transform Commerce Street between 4th and 6th streets, re-establishing this the community that are of cultural community on Main Street by: vital connection between the Starr Hill residential community, the Jefferson significance and establish art programs School, and the Main Street business community. and installations in those spaces. • Introduce traffic calming solutions on 4th Street between West Main Street and Preston Avenue to increase pedestrian access and safety. 44 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 45 Areas of Focus Study • City Yard • Residential Neighborhood • Jefferson School & Adjacent Arterial Streets 46 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 47 PR EST ON AV E NU E CONTEXT Preston Avenue, Ridge/McIntire Road and West Main Street. CITY YARD Both a bird’s-eye view and a street-level exploration of the Starr The type of zoning is overbearing in many places for the lesser Hill community reveals distinct community components—a density spaces interior to the community. This SAP does not thriving commercial corridor on Main Street; the established ban intensity; it simply acknowledges that massing is more residential heart of Starr Hill; the historic and iconic Jefferson appropriate in some areas more than in other areas. And, as such, School; the large and underutilized plots at City Yard and Vinegar provides for the intentionality of the dense development by T IR E Hill Shopping Center; and the smaller mixed use corner at recommending the best density locations and relationships to Preston Avenue and 4th Street. the whole of the Starr Hill area and its place within the greater / M C IN Charlottesville community. RESIDENTIAL JEFFERSON This Small Area Plan (SAP) seeks to preserve the integrity of this SCHOOL legacy neighborhood through the creation of “Character Zones.” Current Zoning Regulations are not an appropriate fit for the community’s vision and needs, therefore the creation of new R ID G E Sensitivity is given to the edges, interplay, and overlap of the Starr Hill area by tending to the level of intensity and the mixture zoning options that is Form-Oriented is recommended. Future of uses throughout the 47.7 acres. Above all else, the concepts in Renovations, New construction and Infill Development are this SAP are about COMMUNITY and its relationship to FORM encouraged to honor these concepts, especially during the WEST and FUNCTION rather than LAND USE. period of transition while the City revises and streamlines its MAIN Comprehensive Master Plan, Zoning Ordinance and Urban STRE ET The Starr Hill area is currently zoned for intense development Design Standards. along the 3 boundary edges flanking high trafficked corridors: 48 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 49 KEY Urban Core (Replace Existing Zoning with Mixed Uses at high intensity UTILIZE development) There are areas suited to intense development that are currently underutilized. Character Zones Neighborhood Mixed Use Center (Replace Existing Zoning with Mixed Uses at Parcels along Preston Avenue and Ridge/McIntire are among these. The physical moderate intensity development) qualities (i.e., road & median width, landscaping) of the Preston corridor are Neighborhood Mixed Use Center (Replace Existing Zoning with Mixed Uses at designed to serve a larger geographic community and need, and the nearby moderate intensity development) corridor facing structures are 3-5 story buildings of significant density. Neighborhood General (Replace Existing Zoning with Mixed Residential Building Types, at low to moderate intensity development) Additionally, the portion of Vinegar Hill within Starr Hill area consists roughly of CONNECT West Main East (Existing Zoning to Remain) 4 parcels comprised of 2 fast food restaurants to the north along Preston Avenue, The active rail spur and overpass along the east edge of Starr Hill severs the street fronting business parcels the middle section with the Vinegar Hill shopping center, and the Residence NOTE: Existing Zoning will not implement the Starr Hill Neighborhood’s Vision. along the south edge of Preston Avenue, disrupting the continuity and accessibility of the commercial Consequently new zoning that better transitions between low and high intensity Inn to the south along West Main Street. The 2 out parcels of convenient corridor. The inactive spur and adjacent topography further separate these parcels from the city yard and development is needed. The exact boundaries and standards for each transitional band of dining can be developed, singly or combined, to accommodate a high intensity other community areas to its south. Intentional planning and redevelopment can mitigate this condition. new zoning remain to be determined, based on community feedback, the built context and use that relates to neighboring forms along Preston Avenue which include the City’s pending Comprehensive Plan Update. The Starr Hill Small Area Plan, however, The Community Building, 400 Preston and the Albemarle County Building. Increased access and circulation to, through and around the Preston Avenue parcels would be a significant does provide new principles which can serve as guidelines for development in the interim. improvement for the property owners, businesses and the communities they serve and support. Proposed BRIDGE improvements include: Open up the tunnel and add new public right of way through to 4th Street, support The middle section with the Vinegar Hill Shopping Center across from the rail to trail conversation, and construct buildings that create and promote attractive walkable access the Jefferson School is best developed under medium density regulations between Preston parcels and City Yard. that allow building to street edge with height setbacks that respond more inward facing to the Starr Hill community than the Ridge/McIntire edge. It is STRENGTHEN important that this section be walkable, penetrable and sensitive to human By relocating City Yard to areas more fitting and supportive of its industrial use, the acreage can be subdivided scale as it is a significant connector bridging the Jefferson School and the and redeveloped as a mixed use neighborhood destination (perhaps similar to the Mall) of medium and Downtown Mall. As such, it is imperative that new zoning not allow intense high density development that is more responsive to Starr Hill’s community vision and physical, social and development or a multiple parcel monolithic structure to be constructed. economic needs. A lesser density residential use is proposed along the Brown Street edge with development transitioning to mixed use and more density along the northern edge behind Preston Avenue parcels. ENGAGE The Residence Inn facade honors West Main Street guidelines with This area is richly served by multi-modal transit / bike paths so a reduction in the parking requirements appropriate setbacks and design features on that side, however the backside is supported. Irregular blocks of varied sizes and whimsical roadways respond to existing easements facing the Vinegar Hill Shopping Center property is not as attractive or that may not be relocatable. Consideration has been given to the interstitial space “street wall” respectful of the lower density adjacent development of the center and space between buildings similar to the Downtown Mall. This area will need new rules for how school. Future development must consider a structure and scale that buildings respond to street (set backs, etc), size of lots, and adjacent properties. Density responds appropriately engages not only the rear of the hotel but also the front of to lower needs along Brown Street and gradually rise to higher intensity at Preston and rail spur. the adjoining community and the vertex of the 4th and Commerce Streets. PROTECT TRANSITION At the core of the Starr Hill area is the long-standing and robust residential neighborhood of several West Main Street has its own design guidelines and governing regulations. dozen homes and a public park. The SAP promotes new housing inventory and park improvements to Some of the commercial structures also flank Commerce Street, and care for the integrity of the existing residential fabric and its homeowners. Creation of a new residential many users perceive Commerce as the back alley to buildings that front zoning designation that allows for a wide range of housing typology and ownership including smaller face onto West Main Street. More care needs to be given to respect lot sizes, reduced set back and side yard requirements, and parcel bundling restrictions is recommended. the facades, scale and access points along this transition zone as the commercial corridor blends into the housing area via Commerce Street. 50 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 51 FOCUS AREA 1 CONTEXT While each of the previously discussed components is vital to the overall health and sustainability of the Starr Hill neighborhood, the Small Area Plan concentrates further attention on three Areas of Focus as initial opportunities and vehicles for the FOCUS AREA 2 FOCUS AREA 3 implementation of the Neighborhood Vision, Guiding Principles, and the Strategies and Initiatives outlined herein. 52 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 53 FOCUS AREA | City Yard OVERVIEW The City Yard property is a critical cornerstone of a growing Starr The Small Area Plan also envisions anchoring the City Yard Hill community. A transformed City Yard will be a significant development with a mission-aligned tenant (or tenants) focused mixed-use, live/work development that complements Starr Hill’s on business or workforce development within identified growth existing residential and cultural assets. A variety of housing and opportunity sectors. A business incubator would create visible, options will serve individuals and families, while flexible business collaborative space for new business owners and entrepreneurs to spaces will support a commercial, service and entertainment strengthen and grow their small and startup companies, providing businesses. Creating additional street-level retail services that mentorship, networking, and learning opportunities for a diverse mix meet the daily needs of residents from Starr Hill and adjacent of business owners from all corners of the community. A workforce neighborhoods will lead to a more equitable, connected community. training facility could expand the physical resources available to train and upskill residents in the emerging skills demands of the This plan recognizes that home-grown and local businesses add region’s growing industries, and where possible, could align and to the fabric of a community. Residents benefit from visible, collaborate with co-located companies in the City Yard incubator. 305 4TH STREET NW community-supported storefronts that generate energy, value, This business incubation or workforce development space will prosperity and opportunity. Creating new opportunities for be a physical hub that connects business owners, entrepreneurs, ACREAGE: 10.419 Black-owned businesses to grow and thrive is important to the and individuals with community leaders, investors and successful Starr Hill community, and for any vision of increased Black members of Charlottesville’s existing Black business networks. prosperity in Charlottesville. Future development of City Yard must include a variety of affordably priced office, commercial and retail space to serve the local business community. 54 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 55 THE DEVELOPMENT OPPORTUNITIES | Proposed Use FOCUS AREA 1 | MIXED USE DEVELOPMENT Proposed Zoning: New Mixed Use development designation / Planned –Due diligence and preliminary design for Unit Development (PUD) redevelopment of City Yard site Focus Area 1 SUBDIVISION OF LAND • Description: Subdivide 10-½ acres for 2 opportunities: –Plan Unit Development application for Focus Area 1 –Focus 1: Medium- to large-scale mixed-use development • Description: Given the significant size of existing easements –Relocation of City Yard operation and personnel opportunity, and and the pending due diligence, new construction is proposed Proposed Zoning: Mixed Use development / Planned Unit –Demolition and Site Prep, including any –Focus 2: Small-scale residential development opportunity on 3 development sites in similar locations to the current low- Development (PUD) environmental remediation density existing structures. New work includes demolition of –Implement New Infrastructure, Roads and Development existing structures, and construction of new medium- to high- density mixed-use buildings each with ground level public • Transition Plan Scenario / Interim Opportunity: spaces (retail, restaurant, business storefronts) and private –City vacates Administrative Building on 4th Street. Minimally office and/or multi-family medium-density residential above. renovated, the building could effectively function for incubator FOCUS AREA 1 FOCUS AREA 2 Housing typology to include 1-, 2-, and 3-bedroom and Live- and small office or merchant shop space while larger projects Work units. Rooftop uses to include public venues such as are planned and constructed. Once the other 2 pads are restaurants, social / recreational terraces and green roofs. developed, the functions within this structure can relocate into –Gross Area New Construction up to 685,000 GSF + one or both of the other buildings; and then this building can 132,000 GSF structured parking be demolished and a higher density building constructed. –New Housing Units: 85 up to 255 units; a majority of –Brown’s Cleaners or the Century Link site could be purchased units serving residents with incomes at 50-80% AMI and minimally renovated to accommodate uses programmed –Gross 218 housing units for the 10.419 acre site; Units for the Administrative Building and then programmed per Focus Area 1&2 will vary with subdivision; SUP may functions relocate to CY site once development complete. provide opportunities for additional allowance –From the CODE building to the Community Building and up through developments along Harris Street is becoming the Tech • Sequence of Events to Consider: Corridor / Innovation Space, which makes for a good place for –Agreement for sale/transfer of land Starr Hill’s HUB of Incubator, Innovation,Training and Education –City Plans for Relocation; including CIP allocation flex space. Begin at City Yard Admin Building then shift to for the Relocation of City Yard operation & Brown’s Cleaners and eventually Wendy’s site and then redevelop personnel (possibly due 1st Q 2020) these existing structures into new higher density spaces. –Infrastructure improvements down McIntire Road must be completed before more medium- to high-density construction can be constructed in this area (2 years out) FOCUS AREA 2 | RESIDENTIAL DEVELOPMENT – images are shown as conceptual for discussion, and subject to further modification –Subdivision application for Focus Area 1 & 2 SEE NEXT SECTION FOCUS AREA 2, PAGE 29 56 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 57 Density Study 1 Preston Street level Section at north edge of site. 58 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 59 THE DEVELOPMENT OPPORTUNITIES | Proposed Use transferred to the City of Charlottesville in 1876 and operated until 1951 when the City of Charlottesville began to use natural gas as an energy source. Following a fire in the 1950s, the plant was dismantled with some of the rubble likely buried on site. In 1975, the current City Yard was completely renovated and the new Public Works Operation Building was constructed. Based on summary study results from the City, environmental conditions pose no limitations for alternate land use. Current Land Use / Zoning: M-1 • M-1: The M-1 district allows areas for light industrial uses that have a minimum of environmental pollution in the form of traffic, noise, odors, smoke and fumes, fire and explosion hazard, glare and heat and vibration. • Sec. 34-458. – Mixed use development. (a) Mixed use developments shall be allowed within the zoning districts that are the subject of this article. For the purpose of this section, the term mixed use development shall mean a SURROUNDING CONDITIONS development project containing residential uses in combination with commercial and/or institutional uses, and the terms Property Description & Background: PRESTON AVENUE is a commercial development site and mixed use development site shall mean corridor integral to the broader Charlottesville community, and the and refer to all the lots or parcels of land containing, or proposed northern edge of the Starr Hill neighborhood area as well as the City Yard EXISTING CONDITIONS to contain, any component(s) of a mixed use development, site. Portions of the Preston corridor are influenced by the City Urban where all such lots or parcels have been included within Design Guidelines, Architectural Design Control District (ADC), and Property Description & Background: The City of Charlottesville and are subject to the requirements of a single site plan. various streetscape design studies, which are currently being redesigned Department of Public Works and Department of Utilities currently (b) By application made and joined by all owners of as neighboring developments come to market. Only the southern side occupies a site located at 305 4th Street NW in the City of Charlottesville property comprising a mixed use development site, of Preston Avenue, its parcels and merchants are within the Starr Hill where a Manufactured Gas Plant (MGP), constructed in the early 1850s, residential density in excess of twenty-one (21) units per neighborhood. As the nearly 50-acre neighborhood is currently configured operated for approximately 100 years. MGPs produced gas for lighting acre, calculated with respect to the entire development (topography and land ownership), these parcels and businesses are and heating; this centralized and economical source of fuel supported site, may be permitted with a special use permit. significantly isolated from the remainder of the Starr Hill area. Any both public lighting and domestic uses. Ownership of the MGP was redesign of the area could significantly connect the Preston Avenue community commercial services and the neighboring consumers. 60 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 61 FOCUS AREA | Starr Hill Residential OVERVIEW While City Yard represents a genuine opportunity for new affordable patrons of Main Street businesses can only increase stability for the housing as part of a mixed use development, Starr Hill’s existing neighborhood over the long-term. And a commitment to partner with residential neighborhood must be sustained and strengthened. This the resident’s association, community organizations and the City must small, intact and healthy residential node is important for historic and bring focus and attention to new services and solutions for home practical reasons. This plan is committed to ensuring that homeowners ownership protection. Cottage cluster homes Row homes – modern in Starr Hill can afford to stay in their homes, that measures are taken to alleviate vehicular/parking pressures within the neighborhood, and A healthy community has clear, sensible arterial flow that connects that residents have a strong and active voice in Starr Hill’s continued residents to their neighbors, to goods and services, and to the broader development going forward. community. By establishing traffic calming measures on Main and 4th streets, and increasing pedestrian connectivity to adjacent The addition of new, privately owned homes along Brown Street neighborhoods, this plan ensures that the residents of Starr Hill have is designed to strengthen the integrity of the existing residential more safe and sensible connections to other neighborhoods and the neighborhood. The quick identification of new parking solutions for Downtown Mall. Backyard accessory dwelling unit Row homes – traditional 62 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 63 THE DEVELOPMENT OPPORTUNITIES | Proposed Use EXISTING CONDITIONS Property Description & Background: The STARR HILL RESIDENTIAL neighborhood comprised of single family homes, mostly owner- FOCUS AREA 2 | NEW RESIDENTIAL occupied, along Streets 5th through 8th and Commerce to Brown. Some homes accommodate home-based businesses which is allowed under Proposed Zoning: New residential designation to be created • Sequence of Events to Consider: the current zoning, while other houses appear to be used exclusively –Agreement for sale/transfer of land for commercial functions. Zoning enforcement is needed to curtail • Description: Separate land abutting Brown Street from balance –Subdivision application for Focus Area 1 & 2 neighborhood conversion and protect the existing residential fabric. of City Yard acreage for the purpose of further subdividing Brown –Rezoning application Street land into single lots for residential use. Consider lot sizes –Relocation of City Yard operations and vehicles from this portion Current Land Use / Zoning: R-2 with spot zoning of R-3 and B-1 that can support affordability as well as accessibility to first time of property • R-2 Two-family: low-density residential areas of single-family homebuyers. Typology of housing product to include attached –Implement New Infrastructure, Grading, Roads and Development attached and two-family dwellings. cluster home, townhouse, row house, manufactured housing or • R-3 Multifamily: medium- to high-density residential container models; as well as a primary single-detached residence development; however, higher density residential with option for accessory use building as an income producing development may be permitted where harmonious rental property. with surrounding areas. Certain additional uses may be –New Housing Units: 10–46 single attached/detached units; permitted, in cases where the character of the district a majority of units serving residents with incomes at 50-80% AMI will not be altered by levels of traffic, parking, lighting, –Calculated as part of City Yard 10.419 acre gross total; or noise, or other impacts associated with such uses. per subdivision and rezoning allowances; SUP may provide • B-1: service-type businesses and office uses of a limited size, opportunities for additional allowances which are open primarily during daytime hours. The intent of –Refer to Focus Area 1 for additional information. the B-1 regulations is to provide a transitional district between residential areas and other commercial areas of the city. The uses permitted within this district are those which will have only minimal traffic impacts, and only minimal noise, odors, smoke, fumes, fire or explosion hazards, lighting glare, heat or vibration. Current District Overlays: Public Park Protection (Starr Hill Park) and Architectural Design Control Districts and/or Individually Protected Properties (site at the corner of 6th and Commerce Streets) New infill housing 64 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 65 THE DEVELOPMENT OPPORTUNITIES | SURROUNDING CONDITIONS Streets are quite narrow and difficult for passing and parked cars to co- Proposed Use Property Description & Background: WEST MAIN STREET is a commercial exist. This, and the increased construction density, is of rising concern and frustration for residents. The identification of another location outside of the residential area yet within the Starr Hill neighborhood corridor integral to the broader Charlottesville community, and the boundaries for a City-owned parking facility is highly supported. southern edge of the Starr Hill Residential area. Portions of the corridor bounding Starr Hill are influenced by the City Urban Design Guidelines, The housing area of Starr Hill neighborhood is bound by CSX railroad IMPROVE PHYSICAL CONNECTIVITY West Main Street Architectural Design Control District (ADC) and to some track at 8th Street on the western edge, the City Yard industrial site extent the Open Space Concept & Streetscape Schematics Study Plan. on the northern edge, and the Jefferson School on the eastern edge. Create Identifiable Paths: Portions of the City Yard parking lot fronts on Brown Street at several • Description: Enhance crossings with vibrant artful painted paths locations and jeopardizes the integrity of the residential fabric and and signals at: atmosphere. Over time, connectivity with neighboring residential areas –Ridge/Mcintire each side of Vinegar Hill Shopping Center. has been physically limited particularly with the closing of tunnels –4th Street each side of Vinegar Hill Shopping Center leading into below the railroad track and the higher density traffic at the three Jefferson School as well as entrance to City Yard site—consider community corridors that surround the Starr Hill area. While crosswalks future proposed conditions, not just current ones. and signals exist to various degrees, they are not as safe a walkable –Preston Avenue @ Ridge/McIntire, @ 4th Street, and @ path as they could be. Opening the tunnel and creating accessible paths Harris Street. along the abandoned section of railway spur would allow residents of several neighborhoods to access businesses, social venues and • Description: Support the conversion of the abandoned section of the needed services more safely and easily than currently available. CSX rail spur along the west side of City Yard running north behind Reid’s and across Preston Avenue connecting with amenities in the During the community County into a safe bike and foot path. engagement sessions, residents expressed concern not only • Sequence of Events to Consider: Subdivide the City Yard property for the encroaching traffic and improve streets and neighboring density, but As the West Main Street business district continues to grow and also the risk of landowners develop, parking requirements have been reduced or eliminated, and combining lots to create an off-street parking deck proposed in place of the Starr Hill Park. higher-density structures that Pedestrian priority represented by dashed lines Residents are not in support of this proposal unless another better park would dramatically change the High priority intersections represented by blue dots space is provided within Starr Hill Residential area to replace this loss character of the smaller-scale AND that the deck be designed as a positive buffer between business community. All of these factors and residential. further influence property tax escalation and threaten the Given the increased activity on West Main Street, vehicular traffic and ability of homeowners to afford parking has been flowing over into the Starr Hill Residential area and to live here. infringing on the parking space needs of homeowners and church goers. 66 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 67 FOCUS AREA | Jefferson OVERVIEW The Jefferson School has both a historic and a visually strong presence Radiating outward from the Jefferson School are opportunities to near the edge of Starr Hill. Extending its connections to key centers reinforce a sense of history and culture, of identity and place. Starr of activity in and around Starr Hill will solidify its importance as a Hill has important stories to tell about the African American history gateway to the community, and as a vital space for African-American and the people of color who have called Charlottesville home through public life in Charlottesville. This plan proposes establishing the generations of struggle and success. This plan identifies multiple Jefferson School as a central focus for the community by clarifying spaces—indoors and out—for the installation of more art and and maximizing the Jefferson School’s connections to City Yard, the placemaking artifacts that tell the stories of Charlottesville’s Black Downtown Mall, and the business community on Main Street. community in a variety of forms for all ages. The Jefferson School’s value to the Small Area Plan is not simply an The plan also recognizes that healthy communities benefit from places architectural one. The Jefferson School and the African-American where people can congregate and connect. Throughout Starr Hill, Heritage Center are built on a powerful legacy of inclusion and there are places where informal but meaningful connections can be welcome. They can serve not just as a physical doorway to Starr Hill bolstered through the creative and adaptive use of green space. The but as the social and cultural anchor for African-American public plan leverages these small pockets to create physical pathways, allow for life in Charlottesville. Intentionally growing the building’s tenant engagement, and showcase the geography of Starr Hill. community, increasing public events and activities, and physically connecting the Jefferson School to other key centers of activity in and around Starr Hill are all vital steps toward a more active, energized 233 4TH STREET NW and inclusive community. ACREAGE: 4.067 68 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 69 THE DEVELOPMENT OPPORTUNITIES | Proposed Additional Uses Green roof AMPLIFY JEFFERSON SCHOOL AS A CENTER FOR AFRICAN- AMERICAN PUBLIC LIFE RECLAIM PUBLIC SQUARE • Sequence of Events to Consider: –Collaborate design with projects currently underway (i.e., Ridge/ • Description: McIntire Infrastructure Improvements) and Vinegar Hill Shopping –Anchor presence with “Public Square” enhancements. Implement Center property owner(s) and merchant(s) for collective benefit. a new Landscape / Civil Design that visually (and physically and –Coordinate Retention Basin work and appropriate season schedule socially) connects Jefferson School City Center driveway, crossing with Public Works. 4th Street and extending in front of Vinegar Hill Shopping Center (south side entrance @ Staples) over Ridge/McIntire towards the Downtown Mall. –Re-landscape Retention Basin to increase entrance visibility from the street. Public plaza 70 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 71 EXISTING CONDITIONS THE DEVELOPMENT OPPORTUNITIES | Proposed Use ANCHOR ARTERIAL CROSSROADS • Recontextualize 4th Street to establish the route as a significant inner neighborhood aerial pathways where privilege is given to pedestrians and places on the street, and the vehicle access is a secondary function. Area Artery | 4th Street NW • Description: Recontextualize Commerce Street to establish route as –Add decorative street pavers (brick or stone) in lieu of blacktop a significant inner neighborhood aerial pathways where privilege is paving; and arrange design of pavers to create connections between given to pedestrians and places on the street, and the vehicle access is a iconic places along the street (i.e, the Jefferson School City Center, secondary function. Vinegar Hill Shopping Center, City Yard Redevelopment). –Add decorative street pavers (brick or stone) in lieu of blacktop –Enhance sidewalks per Urban Design Standards (i.e., walks, trees, paving; and arrange design of pavers to create connections between plantings, lighting, street seating and places to pause to rest, amenities iconic places along the street (i.e, the Heritage Center, Quirk, Church). / accessories, accessible ramps, signage) on the west side of the street –Enhance sidewalks per Urban Design Standards (i.e., walks, trees, with the Jefferson School City Center and City Yard Redevelopment. plantings, lighting, street seating and places to pause to rest, –Enhance sidewalks per Urban Design Standards (walks, trees, amenities / accessories, accessible ramps, signage) on the north side planting, lighting, street seating and places to pause to rest, of the street at residences and the Jefferson School African-American amenities / accessories) on the east side of the street along the Heritage Center entrance. Remove the handrail around the school parking lots of Residence Inn, Vinegar Shopping Center and fast and add steps to the lawn. food restaurants. –Add sidewalks per Urban Design Standards (walks, trees, planting, –Create on street parking with landscaped bump outs; coordinate lighting, street seating and places to pause or rest, amenities / with enhanced crosswalks and Urban Design Standards. accessories) on the south side of the street at building storefronts –Add Art / Culture installations and activities including, but not and entrances only. Allow street topping and landscape to scribe to limited to, wall murals, freestanding sculptures, and/or multi- buildings that have no entrances on Commerce like the CenturyLink medium, performance, experiential, multi-generational, legacy, building and the unbuilt space between said building and Quirk. festivals, neighborhood night out events. –Add Art / Culture installations and activities including, but not limited to, wall murals, freestanding sculpture, and/or multi- • Sequence of Events to Consider: Collaboration of design with projects medium, performance, experiential, multi-generational, legacy, currently underway (i.e., Quirk) festivals, neighborhood night out events. Schoolyard rail Area Artery | Commerce Street 72 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 73 THE DEVELOPMENT OPPORTUNITIES | Proposed Use GATHER | AMPHITHEATRE Green space • Description: Redesign existing school yard to include amphitheatre for outdoor performance space in collaboration with the Jefferson School African-American Heritage Center. Add other site amenities, services, equipment, furnishings, and placemaking cultural pieces to accommodate a variety of programmed needs for public use. • Sequence of Events to Consider: –Collaborate design with projects currently underway (i.e., Quirk and CODE) –Coordinate schoolyard site work in tandem with arterial street improvements –Neighborhood works with Parks Department to prioritize work, explore design concepts, and designate funding, implementation and maintenance. Public plaza and street improvements Amphitheatre at 4th and Commerce 74 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 75 THE DEVELOPMENT OPPORTUNITIES | POCKET PARKS & MORE PUBLIC GREEN Proposed Use REIMAGINE STARR HILL PARK • Sequence of Events to Consider: • Description: –Transform spaces between buildings and unoccupied places that –Collaborate design with projects currently could benefit from enhancements of art, plantings, and seating underway (i.e., Quirk and CODE). STRENGTHEN STARR HILL PARK AND OTHER SURROUNDING CONDITIONS for public use and enjoyment. Use culturally relevant placemaking –Coordinate site work in tandem with arterial street improvements. PUBLIC SPACES and styles wherever possible. No zoning changes needed. –Neighborhood works with Parks Department to • Property Description & Background: prioritize work, explore design concepts, and designate REIMAGINE STARR HILL PARK STARR HILL PARK is the only public park space within the Starr Hill funding, implementation and maintenance. • Description: Neighborhood (47.7 acre) designation. It is regularly used by residents –Add playground equipment / playscapes, tables / benches, shade / as a place for socialization, recreation, playground and ball field, dog pergola, lighting, community map and communications board. walking; and has been used by surrounding churches for their student –Add bike stands. and childcare activities. The West Main Street Design proposes a –Identify designated dog areas. parking deck be located on this site. The residents of Starr Hill do not –No zoning changes needed. support this idea unless another public park is designated within the Starr Hill neighborhood boundaries, AND only if the deck can be a • Sequence of Events to Consider: pleasant addition buffering the business noise and traffic from the –Procurement proposal process to be verified. quieter residential area. se parcels is situated between 4th STREET and –Neighborhood works with Parks Department to RIDGE/McINTIRE ROAD. prioritize work, explore design concepts, and designate funding, implementation and maintenance. 76 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 77 THE DEVELOPMENT OPPORTUNITIES | PLACEMAKING AND LEGACY ART • Description: Proposed Use –Paint Murals on area buildings, in particular on the side of Century Link Building facing Heritage Center front door. Select themes and commission artists. –Commission art installations of varied medium throughout the community to promote Black artists and merchants. PARKING DECK EXPANSION & ENHANCEMENT –Commission art installations or interior “storefronts” of varied medium throughout the inside of the Jefferson School to promote • Description: Black artists and merchants. –Add 2 trays of parking, each of 105 spaces, to the current 2 tray parking deck in addition to a non-parked deck roof. Structurally • Sequence of Events to Consider: viable. No zoning changes needed. –Collaborate with Charlottesville’s Public Arts Commission, or –If feasible, allow for future construction of useable art, office or equivalent private or non-profit entities, for funds and commissions. social spaces or use as roof terrace with green recreational space, –Obtain permission for area building owners to paint and/or artfully any of which could transition over to the rooftop of the Jefferson improve the exterior of their building(s) and surrounding grounds. School building rooftop if allowed. Structurally viable. No zoning –Coordinate with other work currently underway in the nearby changes needed. community (i.e., Quirk). –Add a Green Roof and Green Walls that are publicly accessible. –Assemble a team for community aesthetic, cultural and placemaking Structurally viable. No zoning changes needed. enhancements and hold Vision Days and other events to generate and implement ideas. • Sequence of Events to Consider: –Feasibility study, design and construction. Temporary parking location to be coordinated during construction. –Green Wall can be installed while expansion underway. 78 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 79 THE DEVELOPMENT OPPORTUNITIES | Proposed Use EXISTING CONDITIONS • Property Description & Background: • Current Land Use / Zoning: B-2 business district The Jefferson School building was purchased and renovated in 2004 under B-2: provides for commercial uses of limited size, primarily serving the care of the Jefferson School Foundation, whose Mission remains: neighborhood needs for convenience goods. The intent of the B-2 The Jefferson School Foundation is “dedicated to preserving and regulations is to encourage clustering of these neighborhood- sustaining the Jefferson School as a vibrant and meaningful serving commercial uses. The uses permitted within this district are community resource, providing cultural and educational those which will generate minimal traffic originating outside the opportunities for its surrounding communities, the citizens of neighborhood areas served, and that will generate minimal noise, Charlottesville, and visitors to our region. odors and fumes, smoke, fire or explosion hazards, lighting glare, heat or vibration. The Foundation recognizes and celebrates Jefferson School’s rich history and symbolic importance as an African-American school in Current Uses: Business, Education, Recreation, and Cultural a racially segregated community as we promote a more inclusive SURROUNDING CONDITIONS • Current District Overlay: Architectural Design Control Districts and/ future. Opportunity through education has always been and will or Individually Protected Properties (Jefferson School – building only) continue to be an enduring legacy of the Jefferson School.” • Property Description & Background: The Jefferson School City Center has 2 anchor tenants, The Across 4th Street from the Jefferson School is the VINEGAR HILL Jefferson School African-American Heritage Center and the SHOPPING CENTER building. Previously AGI Foods, the brick Carver Recreation Center, that bookend a variety of profit structure is surrounded by significant surface parking assessed for a and non-profit community-serving organizations in the space grocery store function. This parcel (3.587 acres) is bound at the south between. The building is fully leased through 2022, and includes edge by the Residence Inn (1.12 acres) facing West Main Street and at 10 nonprofit/government organizations and a restaurant. the north edge by 2 fast food restaurant chains—McDonalds (1.028 acres) and Wendy’s (0.862 acres)—and the aggregate of these parcels is situated between 4th STREET and RIDGE/McINTIRE ROAD. The parcels are significantly underutilized and require further planning. 80 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 81 APPENDIX MARKET ANALYSIS Regional Economic Study Neighborhood Economic Study & Housing Study RESOURCE ASSESSMENT REPORT Opportunity Strategies & Partners Financing & Resourcing Toolbox City Yard Deep Dive Community Benefits & Return on Investment REFERENCE MATERIALS Planning Guidelines & Influences City Yard Environmental Summary Participating Organizations 82 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 83 MARKET ANALYSIS | Table of Contents Document Overview 3 Neighborhood Analysis – Introduction 25 Regional Analysis – Introduction 3 Starr Hill Context and History 26 Regional Economic Overview 5 Geography 26 Economic History 5 History of Starr Hill and Vinegar Hill 27 State of the Regional Economy 5 Current Neighborhood Conditions 28 Regional Market Analysis 7 Starr Hill Today 28 Clusters 7 Looking Beyond Starr Hill 28 Human Capital 9 Demographics 29 Workforce Development Resources 12 Economic Status and Trends 30 Innovation and Entrepreneurship 14 Economic Activities 30 R&D Spending and Activity 15 Regional Cluster Connections and General Business Activity 31 Venture Capital 16 Land Assets 31 Entrepreneurship 16 Workforce 32 Entrepreneur and Small Business Resources 17 Education 33 Spatial Efficiency 19 Job Access 33 Governance 20 Community Characteristics 34 Local Government Conditions 20 Neighborhood Types and Trends 34 Collaboration and Coordination 20 “Neighborhood Choice Areas” 37 Housing 21 Preliminary Strategies and Initiatives 38 Rental Market Conditions 22 Conclusions 40 Sales Market Conditions 24 1 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 2 these dynamics is essential. Communities need to continually assess their Inclusive neighborhood development recognizes that neighborhoods REGIONAL ECONOMIC STUDY region’s economic trends, making sure that their assets2 are prepared for, connected to and competitive in the regional marketplace. do not have their own economies. Their success or failure is determined by their relationship to broader marketplaces. In particular, successful neighborhoods simultaneously play two roles: A key dimension of this economic transformation is “the inclusive DOCUMENT OVERVIEW these different geographies and groups has generated a more complete growth paradox.”3 In the short term, growth in this new economy is (1) as “Communities of Opportunity,” neighborhoods create picture of how Starr Hill’s development can uplift current residents’ exacerbating income and wealth inequality. However, in the long term, wealth by developing their human, business and real estate To support and inform Starr Hill’s Small Area Plan (SAP), this market analysis status as well as support the success of Black Charlottesville writ large. the regions with the least inequality do the best. By developing and assets and connecting them to larger, generally regional has been created to identify Starr Hill’s leading short- and long-term growth deploying all of their assets, these regions achieve stronger growth by labor, business, real estate and other markets; and opportunities. These opportunities exist at the intersection of the status The first half of this document sets the stage with an assessment of the not wasting their valuable human, business and real estate resources. and trajectory of the Charlottesville region’s economy with the many assets Charlottesville regional economy, focusing on the primary levers of growth in (2) as “Communities of Choice,” neighborhoods create By extension, these regions see costs of poverty go down, as individuals that Starr Hill has to offer. By clarifying where Starr Hill could participate today’s economy. The second half of the document performs a more targeted packages of housing, retail, recreation and other amenities and neighborhoods obtain more wealth.4 A central challenge—and in and drive the growth of regional supply chains, workforce development, analysis on three different “communities:” Starr Hill alone, Starr Hill and to attract and serve particular population segments. opportunity—for neighborhood development is figuring out how to better entrepreneurial activity and more, the neighborhood can sharpen its vision adjacent neighborhoods (“Starr Hill+”) and all of Black Charlottesville. These align inclusion and growth. To achieve sustainable, inclusive growth, of its role in the Charlottesville economy and start to design the initiatives findings have and will continue to support the design of initiatives arising The “Choice” and “Opportunity” roles reinforce each other in a cycle regions need to connect all of their neighborhoods to opportunity. Inclusive that can bring that vision to ground. Some of those resulting initiatives have from the SAP, especially (but not limited to) those that will drive greater that can be virtuous or vicious. How well a neighborhood performs neighborhood growth means that disadvantaged neighborhoods are the potential to be incorporated into the physical development contemplated business ownership, stronger employment outcomes and broader housing as a Community of Opportunity is a primary driver in the cycle. The connected to, participate in and are integral to driving regional growth.5 for Starr Hill, in those instances where the neighborhood offers the optimal options. Ultimately, these initiatives will put more wealth and opportunity in neighborhoods whose businesses and residents successfully generate location for placing the relevant activities, programs and facilities. the hands of the region’s traditionally disconnected minority populations. In the context of this project—the creation of a Small Area Plan (SAP) and capture economic value become home to the income and wealth for the Starr Hill neighborhood—inclusive growth is especially relevant. of those companies and workers. This in turn helps create the local In the course of this analysis and through a process of iteration with the amenities that attract, retain and support current and future residents. Charlottesville has a legacy, common to many American cities, of excluding broader SAP formation, it became clear that the effects of the SAP will REGIONAL ANALYSIS – INTRODUCTION Black residents from the growth opportunities. The urban renewal that wiped extend beyond the geographic boundaries that technically define Starr Hill The Charlottesville regional market analysis provides the foundation A successful neighborhood development plan starts with a deep out Vinegar Hill severed the connections many Black business owners had to as a neighborhood. The community engagement plan recognized from the from which Starr Hill’s SAP can identify the neighborhood’s unique understanding of the broader economic context in which the neighborhood the broader economy (to say nothing of the social bonds that were broken). outset that adjacent communities such as Fifeville and 10th & Page, which opportunities to connect with, and help drive growth in, the area’s economy. is situated. This begins at a global level, recognizing that the economy Jim Crow laws and redlining prevented Black families from maximizing includes Westhaven, had a stake in the outcomes of this work, and thus This analysis builds first and foremost upon several existing regional is fundamentally transforming and changing how productivity home ownership opportunities and building intergenerational wealth. Today, included stakeholders from those areas in early outreach and interviews. economic studies and related resources, synthesizing and deepening increases and economic growth occurs.1 It is especially important in racial disparities in education limit Black residents’ access to emerging job As the community visioning process surfaced goals that included re- those findings. It also iterates with the neighborhood analysis of Starr this new economy to recognize that more and more growth results opportunities in some of Charlottesville’s growing industries. The time is establishing the area as a center of gravity for Black Charlottesville residents Hill and surrounding communities, digging further into regional-level from the synergies that arise when complementary assets—companies, particularly ripe for an approach that will put Starr Hill’s residents and and businesses, it further affirmed that the analysis should broaden its topics as they are informed by Starr Hill’s leading growth opportunities. workers, networks—are concentrated in a place. As a result, regions Charlottesville’s broader Black community at the forefront of the region’s scope to include other areas and populations. A major theme of this project are becoming the primary units of the economy, as the geographies economy, owning and driving the area’s growth in the decades to come. has been how to improve economic outcomes for Starr Hill’s residents and across which these concentrations operate most effectively. businesses, which led to examining how to strengthen the employment and business prospects of the broader Black community across the region. As this “next economy” evolves, entirely new industries are emerging, 2 Note that the term “assets,” when used in relation to neighborhoods throughout this analysis, refers primarily to a neighborhood’s residents, businesses, and real estate. 3 Brophy, Weissbourd and Beideman, Transformative Economies: Emerging Practices for Aligning Growth and Inclusion (Federal Reserve Bank of Philadelphia, June 2017). To that end, it became essential to analyze two additional populations demands for workers’ skills are shifting and people and firms are more 4 See, e.g., Robert Weissbourd and Christopher Berry, “The Changing Dynamics of Urban America” (Cleveland: CEOs for Cities, 2004), http://bit.ly/2nIsDpr; Jonathan D. Ostry, Andrew Berg, and Charalambos G. Tsangarides, “Redistribution, in addition to Starr Hill: 1) the communities that directly border Starr inclined to move back to urban areas. These and other changes are creating Inequality, and Growth,” IMF Staff Discussion Note (April 2014), at www.imf.org/external/pubs/ft/sdn/2014/sdn1402.pdf; OECD Directorate for Employment, Labour, and Social Affairs, “Does Inequality Hurt Economic Growth?” Focus on Hill and 2) the Charlottesville region’s entire Black population. Assessing new challenges and opportunities for neighborhoods. Understanding Inequality and Growth, 9 (December 2014). Manuel Pastor and Chris Benner, “Equity, Growth, and Community: What the Nation Can Learn from America’s Metro Areas”. California: University of California Press. 2015, https://doi.org/10.1525/ luminos.6; OECD, “In It Together: Why Less Inequality Benefits All” (May 2015), https://www.oecd.org/social/in-it-together-why-less-inequality-benefits-all-9789264235120-en.htm. 1 For more background on the economics underlying this analysis, see, generally Weissbourd and Bodini, Market Based Community Economic Development (Brookings Institution, 2005), http://bit.ly/2wJlkPc; Weissbourd, Bodini and 5 For more on the principles of inclusive growth – as a new approach to growth (distinct from and complementary to equity approaches which separately from growth work seek redistribution or set-asides), see Transformative Economies: He, Dynamic Neighborhoods: New Tools for Community and Economic Development, Living Cities, 2009 (especially Chapter 8), http://rw-ventures.com/wp-content/uploads/2017/01/DNT-Final-Report.pdf; “Greater Chatham Initiative: Emerging Practices for Aligning Growth and Inclusion and materials at the New Growth Innovation Network website, https://newgrowth.org/. Comprehensive Plan for Economic Growth and Neighborhood Vitality,” June 2016, Chapter 1, http://rw-ventures.com/wp-content/uploads/2017/01/GreaterChathamInitiative_Plan_1.pdf; Kosarko, Weissbourd, Wolman, Sarzynski, Levy and Hincapie, Implementing Regionalism: Connecting Emerging Theory and Practice to Inform Economic Development, http://bit.ly/2v8NdmM. 3 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 4 REGIONAL ECONOMIC OVERVIEW Post-World War Two, the region’s economy shifted, with mining, Figure 1: Change in Employment, 2001–2017 (indexed to 2001 = 100) UVA employs approximately 30,000.20 The university contracts quarrying and textiles shrinking as electrical equipment production with several service providers (e.g., Aramark for dining services) Key Takeaways: and food processing grew.9 At the same time, UVA became the area’s whose employees are interwoven into the UVA community. While • The regional economy is strong and growing across a broad largest employer, thanks in part to enrollment increases spurred UVA’s requirements often necessitate contracting with large-scale, range of metrics, and Charlottesville is increasingly an attractive by the GI Bill.10 UVA experienced a second leap in size after it began national providers to meet procurement needs, local vendors are place to live. admitting women and minorities, nearly doubling undergraduate able to sell to UVA through services more readily fulfilled by smaller • However, the benefits of the growth, or the attractiveness of the enrollment from 1969 to 1979.11 Tourism, anchored by Monticello as companies, such as catering, or by serving as sub-contractors to large area, are not shared equally across racial and ethnic groups. a key attraction, took on a greater share of economic activity.12 companies managing substantial projects (e.g., construction). • The University of Virginia represents a major portion of the Investments in roads and urban renewal projects from the 1950’s to After UVA, several of the largest employers are in local government (County regional economy—as the area’s largest source of jobs and 1970’s helped spur suburbanization. As the region’s population and of Albemarle, City of Charlottesville, Charlottesville City School Board) contracts—with other government-related entities among the businesses shifted away from the city center, so did commercial and or federal government (the National Ground Intelligence Center (NGIC), region’s largest employers. retail activity. The Downtown Mall, one of the largest pedestrian part of the Department of Defense).21 Notable private-sector employers malls in the nation, was constructed in the 1970’s in an effort include Sentara Healthcare, State Farm, ServiceLink, ACAC, WorldStrides Economic History to attract businesses and shoppers back to Main Street.13 and the CFA Institute. Given the largest employers, it is little surprise that Charlottesville saw its first explosion of growth after the post-Civil War the biggest sectors by jobs are government, professional and business Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages State of the Regional Economy services, education and health services. With the proximity to many expansion of its railroad system.6 Increased train access brought more trade, manufacturing and communication to the area, particularly benefiting cultural and historical attractions (e.g., Monticello, Montpelier), outdoor Several indicators illustrate the Charlottesville region’s impressive These figures capture the region’s overall expansion, but the benefits recreation (e.g., Shenandoah National Park), and a robust winery industry, local mining and quarrying operations.7 Other industries in the region recent growth. The MSA’s14 population rose by 21% between 2000 and have not been equally distributed. Median incomes for Black residents leisure and hospitality also play a major role in the regional economy.22 with strong growth after the Civil War and into the 20th century included 2017.15 Employment has also increased substantially, expanding at are approximately $40,000 while those of white residents are $68,000, agriculture (notably fruit orchards); textiles (with a focus on uniforms for nearly four times the national rate from 2006 to 2016 (see Figure 1).16 a wider gap than that of the nation overall.18 Similarly, unemployment Activity in traded clusters is relatively small, with a mixture of growth military academies, city employees and railroad workers); and lumber.8 While per capita GDP for the MSA is lower than national averages, it rates for Black residents are more than double those of whites (5.7% and decline in certain areas (see further discussion below). For example, has increased at nearly twice the national rate over the last twenty the region’s manufacturing jobs have decreased from almost 7,000 versus 2.5%).19 These factors reflect a history of exclusion from full years. Wages show similar trends; the regional average wage is below in the year 2000 to about 4,000 today.23 Those 4,000 jobs represent participation in, and benefit from, the Charlottesville economy. This national figures, but it grew nearly 8% more from 2001 to 2017.17 a modest rebound from recent lows, with an increase of 25% from disconnection is intimately tied to the history of Vinegar Hill, the once- thriving Black business district that was razed in the late 1960s through 2012 (mostly through hiring in beverage manufacturing). The region’s 6 The Institute for Advanced Technology in the Humanities, University of Virginia, “Charlottesville: A Brief Urban History,” July 28, 2005, http://www2.iath.virginia.edu/schwartz/cville/cville.history.html. urban renewal (see Neighborhood Analysis for more on Vinegar Hill). manufacturing sector has also increased productivity by nearly 60% from 7 Garrow & Associates, Inc., “From The Monicans to Monticello And Beyond: Prehistoric and Historic Contexts for Albemarle County” (Virginia Department of Historic Resources, May 1995), https://www.albemarle.org/upload/images/Forms_ 2004 to 2016, 10% ahead of the national rate. A handful of industries— Center/Departments/Community_Development/Forms/Historic_Preservation/AB-060_Monicans_to_Monticello_Prehistoric&Historic_Contexts_Albemarle_1995_TRC_report.pdf. 8 As it has been for many years, the University of Virginia (including the in particular biotech and IT—are showing noticeable recent growth, Garrow & Associates, Inc. 9 Garrow & Associates, Inc. hospital system, UVA Health) is currently the area’s largest employer. though they are still small relative to the size of the overall economy. 10 The Institute for Advanced Technology in the Humanities, University of Virginia, “Charlottesville: A Brief Urban History.” Between faculty, staff, student and contract employees, 11 Institutional Assessment and Studies, “Historical Data: Enrollment,” accessed April 26, 2019, http://www.virginia.edu/sacs/references/3.10.1HistEnrollData.pdf. 12 18 The Institute for Advanced Technology in the Humanities, University of Virginia, “Charlottesville: A Brief Urban History.” U. S. Census Bureau, “American FactFinder - Results,” accessed August 18, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_B19013B&prodType=table.; U. S. Census Bureau, “American 13 The Institute for Advanced Technology in the Humanities, University of Virginia. FactFinder - Results,” accessed August 18, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_B19013A&prodType=table. 14 19 The Metropolitan Statistical Area (MSA) geography is based on the definition generated by the Office of Management and Budget (OMB) and employed by the Census and other sources for a variety of data collection and reporting. The U. S. Census Bureau, “American FactFinder - Results,” accessed August 18, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_12_5YR_C23002B&prodType=table.; U. S. Census Bureau, “American Charlottesville MSA includes the City of Charlottesville and the counties of Albemarle, Buckingham, Fluvanna, Greene and Nelson. FactFinder - Results,” accessed August 18, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_C23002A&prodType=table. 15 20 U. S. Census Bureau, “American FactFinder - Results,” accessed August 18, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_B01003&prodType=table; U. S. Census Bureau, “American “Facts & Figures,” The University of Virginia, December 10, 2015, https://www.virginia.edu/facts. 21 FactFinder - Results,” accessed August 18, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=DEC_10_SF1_P1&prodType=table. “The Big Fifty: 50 Largest Employers in Charlottesville and Nearby Counties,” C-VILLE Weekly (blog), June 1, 2018, https://www.c-ville.com/big-fifty-50-largest-employers-charlottesville-nearby-counties/. 16 22 Bureau of Labor Statistics, Quarterly Census of Employment and Wages, accessed May 6, 2019, https://www.bls.gov/cew/#databases. U.S. Bureau of Labor Statistics, “Charlottesville Area Economic Summary,” April 3, 2019. 17 23 Federal Reserve Bank of St. Louis and U.S. Bureau of Labor Statistics, “Average Weekly Wages for Employees in Total Covered Establishments in Charlottesville, VA (MSA),” FRED, Federal Reserve Bank of St. Louis, January 1, 1990, https://fred. Federal Reserve Bank of St. Louis and U.S. Bureau of Labor Statistics, “All Employees: Manufacturing in Charlottesville, VA (MSA),” FRED, Federal Reserve Bank of St. Louis, January 1, 1990, https://fred.stlouisfed.org/series/ stlouisfed.org/series/ENUC168240010. SMU51168203000000001SA. 5 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 6 The Charlottesville region has several physical assets that make it REGIONAL MARKET ANALYSIS The most thorough existing analysis of the Charlottesville region’s clusters • Scientific Research and Development Services – a relatively economically competitive. Its location near Washington, D.C. and comes from the GO Virginia Region 9 plan, created in 2017 as part of the tight collection of companies (62 in 2016), this sub-cluster has As mentioned above, the dynamics of the next economy have made Richmond provides ready access to those business and job markets. state’s GO Virginia Initiative.30 Based on the strengths of the region’s assets a strong concentration across a range of disciplines, including metropolitan areas the global economy’s primary unit of geography, Employers recognize and value these advantages, in addition to the and the industries’ job growth, earnings and exports, the Region 9 plan biotech, transportation, national security and astronomy. where market systems operate and interact with characteristics of ability to connect with ports in Norfolk and the Virginia Inland Port.24 identified five “industry sectors” (which are equivalent to clusters, excepting place to create unique economies. Studies of how the next economy These clusters represent areas of traded economic activity. For a regional The region’s infrastructure receives mixed reviews, with employers light manufacturing) with the most potential to drive economic growth:31 functions within regions have revealed five market levers that drive the economy, expanding traded clusters is necessary to drive substantial split on the quality of rail, highway, airport and broadband assets.25 efficiency and productivity of a place, and thus its economic prosperity: • Biomedical and Biotechnology growth over time. Traded clusters export their products and services Existing land use and limited availability of developable properties clusters, human capital, innovation, spatial efficiency and governance. • Financial and Business Services outside their own region, tapping into a customer base beyond the local caps growth—for instance, only 5% of Albemarle County is zoned to accommodate development, and much of that has active uses. The population and injecting outside income and wealth into the regional CLUSTERS • Food and Beverage Manufacturing constraints on the supply of land have driven high property values, economy. This greatly raises the ceiling of how large these clusters • Information Technology/Communications can grow, versus local clusters that are reliant on the size and wealth making it difficult for smaller businesses and entrepreneurs to afford Key Takeaways: space. These price pressures are exacerbated by land ownership being • Light Manufacturing of nearby households. Traded clusters, then, have greater growth • A handful of segments—beverage manufacturing, computer concentrated in the hands of a relatively small set of landlords, limiting potential and present the stronger opportunities for a region’s workers systems and scientific research—represent the most competitive Each of these clusters have stronger and weaker sub-clusters within competition and sales volume, as owners are more equipped to hold and businesses. That said, Charlottesville’s economy is dominated by parts of Charlottesville’s traded economic activities. them. Unlocking the region’s primary competitive advantages requires properties longer and be selective in seeking or accepting bids. non-traded clusters—government, health care, education, tourism and • Overall, local clusters are the dominant pieces of the regional looking more deeply within those clusters to uncover notable strengths. hospitality. Some of the market analysis focus, and the assessment of economy, especially in education and health care. Doing so identifies a handful of especially promising segments:32,33 Charlottesville is also an increasingly attractive place to live for certain growth opportunities to which the Starr Hill neighborhood can connect, populations. The same amenities that support the region’s tourism and • Beverage Manufacturing – essentially all of the region’s strength must also be around this more locally oriented economic activity. leisure industry—historical assets; outdoor recreation; a high concentration in food and beverage manufacturing is within beverages A “cluster” is a group of firms and related economic actors and institutions The Region 9 analysis lightly assessed a set of preliminary industry of restaurants, retail, wineries, and breweries—are appealing to some groups alone, representing 80% of the jobs and the only sub-sector that are located near each other, and “draw productive advantage from their clusters that included State Government and Education and of new and current residents (though they are not necessarily accessible with a location quotient34 (LQ) over 0.5. The vast majority of mutual proximity and connections.”29 Clusters drive regional economic Knowledge Creation. Rather than create full cluster profiles, the to or enjoyed by all). The city has topped several “best of” lists, being employment in this sub-cluster is represented by craft breweries growth by enhancing firm productivity, through several mechanisms: research was limited to industry and sector-level data based on 2-digit rated the best town for food lovers by Wine Magazine, best college town and vineyards in the rural areas surrounding Charlottesville by Traveler’s Today and happiest place to live by NBER.26 The Downtown • Reducing transportation and infrastructure costs and 4-digit NAICS codes. Within those classifications, government- due to companies’ proximity to one another • Computer Systems Design and Related Services – while related employment and job concentrations were dominant: Mall continues to be a defining feature for Charlottesville, now home to still a relatively small part of regional employment, this over 120 shops and 30 restaurants. The city provides an overall strong • Enabling the development and sharing of specialized sub-cluster has been growing rapidly. When analyzing job • Education and Hospitals (State Government) – approximately 24,000 K-12 education system that includes districts that have been recognized labor pools and other common inputs growth at the 4-digit NAICS code level, this sub-cluster had jobs and an LQ of 6.44; among all categories, this represented the for being among the most diverse and top performing in the state.27 Sadly, • Providing more efficient access to customers, who the fastest growth of any traded activity in the region.35 most jobs, 2nd highest LQ, and largest net job growth in the region these amenities are not equally distributed across all Charlottesville may also be geographically concentrated residents. For instance, vast disparities between white and Black students 30 The Region 9 area of analysis includes counties outside of the Charlottesville MSA (Culpeper, Fauquier, Madison, Orange, and Rappahannock counties). Where possible, findings from the Region 9 report that isolate the Charlottesville MSA persist in Charlottesville’s public schools, including in gifted program • Facilitating innovation through “knowledge spillovers”—informal are used here. selections, suspensions and decisions to hold children back a grade.28 learning and knowledge exchange from cluster workers’ interactions 31 One challenge in cluster analysis is reliance on data sources with company classifications that tend to lag the marketplace, such that emerging products and more advanced technologies are slow to be distinguished in the data. Thus, there and their movement between companies. may be additional clusters in the Charlottesville area just beginning to develop that represent future areas of growth. One possibility in this category is solar energy. The region has a strong existing concentration in Utilities, with an LQ of 3.08. The Charlottesville Renewable Energy Alliance reports that the sector has over 400 employees. Without detail on how this compares to other regions, or indications of the cluster’s recent growth and productivity, it is unclear how much of a competitive advantage Charlottesville has in this sector. 32 24 Camoin Associates et al., “GO Virginia Region 9: Economic Growth and Diversification Plan.” Note: Given the overlapping, non-exclusive nature of cluster definitions, nearly all of these sub-clusters appear in multiple clusters, e.g., Computer Systems Design and Related Services under both Financial and Business Services and 25 Camoin Associates et al. Information Technology/Communications. 33 26 Edward Helmore, “Happiness Is a Place Called Charlottesville, Virginia,” The Guardian, July 26, 2014, sec. World news, https://www.theguardian.com/world/2014/jul/27/happiness-place-called-charlottesville-virginia. Additional sub-clusters appear in the Region 9 analysis that appear to have strong concentrations in the areas but have associated caveats. For example, NAICS 3345, Navigational, Measuring, Electromedical, and Control Instruments 27 “Charlottesville Schools Ranked #6 in Virginia | Charlottesville City Schools,” accessed April 26, 2019, http://charlottesvilleschools.org/charlottesville-schools-ranked-6-in-virginia/. Manufacturing is listed within the Region 9 report’s Biomedical and Biotechnology and IT/Communications cluster definitions, with a strong LQ of 1.36, but employment is almost entirely comprised of Northrop Grumman’s Sperry Marine 28 Erica L. Green and Annie Waldman, “’You Are Still Black’: Charlottesville’s Racial Divide Hinders Students,” NY Times, Oct. 16, 2018, https://www.nytimes.com/2018/10/16/us/charlottesville-riots-Black-students-schools.html. facility. 34 29 See Joseph Cortright, “Making Sense of Clusters: Regional Competitiveness and Economic Development” (Brookings Institution, 2006). Location quotient (LQ) is the share of the region’s employment in the industry, divided by the share of total U.S. employment in the industry. An LQ of 1.0 indicates an industry makes up the same share of the local economy as it does of the national economy. An LQ greater than 1.0 indicates relative local specialization; an LQ less than 1.0 indicates a lack of local specialization. 35 Camoin Associates et al., “GO Virginia Region 9: Economic Growth and Diversification Plan.” 7 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 8 • Education and Hospitals (Local Government) – the 3rd most jobs and education. Getting this right requires paying attention not only Getting an accurate picture of employers’ demand for labor is difficult Figure 3: Change in Occupations, Charlottesville MSA (2010–2017) of any category at approximately 11,000 and an LQ of 1.03 to education and training, but also to job creation in growing sectors to achieve systematically across a region’s entire economy. Ideally, it (see Clusters section above), the systems that match labor supply and would be feasible to generate a skills-level assessment that identified • Local Government, excluding Education and Hospitals – demand and opportunities to make labor markets more efficient. precisely what competencies local employers were currently seeking, approximately 7,500 jobs (4th most) and LQ of 1.1 and those that they anticipate needing in the future. As a proxy, an The Charlottesville region has a notably well-educated workforce, with analysis of employment trends by occupation, coupled with information • State Government, excluding Education and Hospitals – more holders of bachelor’s and advanced degrees than state and national on the skills and education levels generally associated with those approximately 6,200 jobs (5th most) and LQ of 2.23 averages. Albemarle County and Charlottesville itself are even more jobs, can provide some sense of what employers are seeking. educated; over half of the population over 25 in the city and county has Further highlighting the impact of these sectors is how much of the at least a bachelor’s degree and over a quarter hold advanced degrees. Over the last five to ten years, Charlottesville’s workforce appears to be Charlottesville region’s “competitiveness”36 is based on government bifurcating into more low-skill and high-skill work. While the majority employment, especially state government-related schools and hospitals. However, major disparities exist across race and ethnicity. Substantially of jobs remain in the middle of the spectrum of education and skill The Region 9 report found that removing those sub-sectors results fewer Black and Hispanic/Latinx residents have at least a high requirements, growth is moving toward either end. This is first borne in a 95% decrease in the Charlottesville area’s competitiveness. school education in comparison to white residents. The gap is even out in Census data (see Figure 3). High-growth occupational categories more pronounced for college education.37 White residents are four include those that generally lean high-skill, including management, HUMAN CAPITAL times more likely to have a bachelor’s degree or higher than Black health practitioners and technologists, and business and financial residents in Charlottesville and Albemarle County (see Figure 2).38 operations, coupled with substantial increases in generally lower-skill Key Takeaways: • Reflective of the economy overall, there are major racial and categories such as food preparation, production and transportation.39 Figure 2: Educational Attainment by Race, 2017 ethnic disparities among the education and skills of the region’s population. • Employer demand seems to be splitting between lower- and higher-skilled positions, with decreasing demand in the middle. • A range of industry-based employment programs and resources exist throughout the region, though their scale and impact have room for growth through deeper private sector engagement and tighter alignment with emerging skills demand. Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates Human capital is the single most important input for economic growth, particularly in an economy where the impact and value of knowledge is greater than ever. To maximize that impact, human capital must Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates be properly deployed into the jobs that best match workers’ skills 36 “Competitiveness” here has a specific definition, as used in the GO Virginia Region 9 report. In that analysis, “competitiveness” is the result of the report’s shift share analysis. Shift share splits a region and industry’s job growth into what can be attributed to job growth in the overall national economy and in the industry generally. The remainder of the job growth can then be said to be due to a region’s unique economic assets and conditions. 37 U. S. Census Bureau, “American FactFinder - Results,” accessed August 20, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_C15002B&prodType=table; U. S. Census Bureau, “American FactFinder - Results,” accessed August 20, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_C15002I&prodType=table; U. S. Census Bureau, “American FactFinder - Results,” accessed August 20, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_C15002A&prodType=table 38 Note that degrees are imperfect proxies for workers’ skills and aptitudes, and they are growing increasingly unreliable over time. Companies, educators, trainers and others in the workforce system are seeking to gain more granular assessments of workers’ discrete skills and using that skills information – both supply- and demand-side – to match job openings with qualified applicants, direct workers toward appropriate training opportunities and reveal which in-demand 39 U. S. Census Bureau, “American FactFinder - Results,” accessed August 20, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_S2401&prodType=table; U. S. Census Bureau, “American skills educators and training providers should tailor their programming around. FactFinder - Results,” accessed August 20, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_10_5YR_S2401&prodType=table 9 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 10 These are broad categories, each of which has some mixture of higher Figure 5: Occupational Categories by Race, Charlottesville MSA, 2017 Figure 6: Change in Occupational Categories for Regionally and across all sectors, the high-level occupational categories and lower skilled positions, but additional data analysis supports Charlottesville MSA by Race (2010–2017) projected to have the most growth include Food Preparation; Healthcare the bifurcation narrative. Using job classifications tied to general Practitioners and Technical Occupations; Education, Training, and education requirements,40 a pattern emerges of low- and high-skill job Library; and Office and Administrative Support occupations. While growth and declines in middle-skill employment (see Figure 4).41 there is variation within each category, projections suggest that most of the growth in food prep and office and administrative support will Figure 4: Charlottesville MSA Job Distribution by BLS Job Zones, 2013– be in lower-skilled positions (e.g., food prep and services, stock clerks, receptionists). The occupation projections for healthcare and education predict increases in a mix of lower and higher-skilled/paying roles.44 These regional, industry-specific trends and projections are affected by a nation-wide trend of greater “digitalization” of jobs. Increased demand for digital skills affects nearly every industry and occupation—95% of jobs have seen digital skills requirements rise since 2002.45 There are strong correlations between these skills and salaries; the more digital an occupation, the higher the average wage. Unfortunately, digital skill disparities are also highly correlated with race. Minorities are much Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates more likely to have lower digital skill sets, and by extension they are Projections of future job trends from the Region 9 report and Virginia underrepresented in the most digitally demanding occupations.46 At the same time, employment appears to have grown across the board Employment Commission suggest that demand in targeted traded clusters Finally, there is anecdotal evidence that demand is strong and growing for Black residents for all occupational categories, with natural resources, will continue to be largely in higher-skilled and lower-skilled positions, in the skilled trades within the Charlottesville region. Local workforce Source: Bureau of Labor Statistics, U.S. Department of Labor, Occupational Employment Statistics construction and maintenance the only category in which employment with the mixture varying by cluster. For instance, employment forecasts training providers have reported that employers in construction and the declined. There have been generally strong increases in employment for the Biomedical and Biotechnology cluster predict that a Bachelor’s or trades are acutely affected by aging workforces and imminent waves of otherwise, and at higher rates than the regional rates for all workers doctoral degree will be necessary for the fastest growing positions, with Within these general trends, it is challenging to parse out occupational retirements. Those companies have been deepening their engagement and for white workers (see Figure 6).42 Black residents are catching up scarcely any entry-level jobs. Food and beverage manufacturing’s largest patterns for Black Charlottesville residents. Available data is highly aggregated, with the workforce system on building and filling pipelines with to some degree in this arena, but they still have a long way to go before job growth is expected in lower-skilled positions needing a high-school masking the distribution of employment across low-, middle-, and high-skill prospective employees who have the right certifications and skill sets. reaching an equitable distribution of jobs across occupational categories. diploma or less, but with correspondingly low wages. The best middle- opportunities. However, high level indicators suggest that Black employment skilled, middle-wage opportunities appear to be IT/Communications and Workforce Development Resources skews more toward middle- and lower-skill occupations (see Figure 5). Across Financial and Business services, each with a handful relatively well-paying the MSA, Black residents are less than half as likely as white residents The region has a range of educational and training institutions occupations with substantial projected job growth and requirements for to hold management, business, science occupations, which skew toward available to enhance its talent pool and prepare for the next wave of either an Associate’s or a high school diploma.43 These positions tend to be higher-skilled positions. Representation by Blacks is considerably higher in in-demand occupations. UVA is the largest of these resources, though either sales-related or associated with the physical components relevant middle-skill (sales and office, production) and lower-skill (service) roles. not necessarily the one most tied to the local economy and workforce, to the cluster (e.g., electricians, maintenance and repair workers). given its international, national and state-wide draw. That said, as 40 BLS uses a 1 to 5 “Job Zone” scale to indicate the level of education and preparation generally required for a given occupation, where: of the 2018-19 school year, almost 1,000 undergraduates were from 1 = little or no prep (some may require HS diploma) 2 = some prep (usually requires HS diploma) 3 = medium prep (usually requires an associate’s degree, vocational training or related on-job experience) 43 Camoin Associates et al., “GO Virginia Region 9: Economic Growth and Diversification Plan.”; Virginia Employment Commission, “Virginia Community Profile - Charlottesville.” 4 = considerable prep (most require bachelor’s degree) 44 “Healthcare Occupations: Occupational Outlook Handbook: U.S. Bureau of Labor Statistics,” accessed August 18, 2019, https://www.bls.gov/ooh/healthcare/home.htm.; “Education, Training, and Library Occupations : Occupational Outlook 5 = extensive prep (most require graduate degree) Handbook: : U.S. Bureau of Labor Statistics,” accessed August 18, 2019, https://www.bls.gov/ooh/education-training-and-library/home.htm. 41 Bureau of Labor Statistics, “Occupational Employment Statistics,” OES Data, May 2018, https://www.bls.gov/oes/tables.htm. 45 Mark Muro, Sifan Liu, Jacob Whiton, and Siddharth Kulkarni, “Digitalization and the American Workforce,” Brookings Institution, November 2017, https://www.brookings.edu/wp-content/uploads/2017/11/mpp_2017nov15_digitalization_full_ 42 U. S. Census Bureau, “American FactFinder - Results,” accessed August 20, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_C24010B&prodType=table; U. S. Census Bureau, “American report.pdf. FactFinder - Results,” accessed August 20, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_C24010A&prodType=table; U. S. Census Bureau, “American FactFinder - Results,” accessed August 46 Mark Muro, et al. 20, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_C24010&prodType=table. 11 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 12 the Charlottesville MSA.47 Unfortunately, a dwindling proportion of The Charlottesville Albemarle Technical Education Center (CATEC) offers One notable gap in the region is the lack of any industry-led consortia Figure 7 illustrates the ecosystem that enables and supports innovation. the student population is Black, with those students representing high school classes that provide certifications and college credit, in addition focused on addressing and collectively enhancing the responsiveness and Central to this system are the connections between three primary sets 6.7% of undergraduates in 2018, down from 8.4% in 2009.48 to adult and continuing education offerings. CATEC has partnerships with efficiency of the workforce development system. Engagement between of actors and their activities: 1) basic and applied research emerging from post-secondary institutions and employers for programs in Computer employers and educators or trainers appears to occur through more isolated, universities and private institutes and the commercialization of those Piedmont Virginia Community College (PVCC) is the largest public Networking, Cybersecurity, Dental, Emergency Medicine, Nursing, Pharmacy one-on-one relationships. This arrangement may be most appropriate given findings; 2) individual entrepreneurs and their ability and willingness to community college serving Albemarle and other Central Virginia counties, and Veterinary Science. The Center also runs apprenticeship programs the size of Charlottesville and its economy, but there may be industries— conceive of, prototype, pilot and produce new products and processes; with a much more local student body than UVA. Of its 3,372 undergraduate with an emphasis on skilled trades, and in summer 2019, it expanded these in particular those that are rapidly growing and thus without existing and 3) the clusters of firms that can support and scale innovations to students, 16% are Black—closer to the profile of the regional population, offerings to local high school students through the Pre-Apprenticeship connections to the workforce development ecosystem—whose skills produce substantial economic impact. Surrounding and facilitating but still not wholly representative.49 PVCC provides several connections PACE (plumbing, air conditioning, carpentry and electrical)51 program. demands could be most efficiently met through sector partnerships. those connections are crucial supporting elements: an innovative, risk- to training in jobs connected to the region’s priority clusters. In summer taking culture; a rich talent pool; nimble, flexible networks to connect 2018, PVCC and two other community colleges received GO Virginia Local government has engaged in designing and delivering targeted training INNOVATION AND ENTREPRENEURSHIP the system’s actors; and the right capital to scale each actor’s activities. funding to develop curricula and purchase equipment for a program in programs around industry-specific job opportunities. The city’s GO Hire wine and cider making, craft brewing and distilling.50 PVCC also offers an Program, part of the Growing Opportunities initiative, subsidizes job training Key Takeaways: Understanding these interactions also delineates innovation’s associate’s degree in Biotechnology, though it is purely for the purposes costs for Charlottesville businesses that hire city residents, with the city paying • UVA stands out as key innovation asset, generating original relationship to entrepreneurship. The two subjects overlap but are not of facilitating students’ transfers to bachelor programs in the topic. IT 50% of the first eight weeks of wages, largely in semi-skilled jobs with an average research, particularly in life sciences; operating multiple equivalent, as not all entrepreneurs are engaged in ground-breaking, and communications related programs include Computer & Network wage of $14/hour.52 The city has also offered credential training to prospective programs and facilities to collaborate with the private sector; and market-making enterprises. Entrepreneurship also encompasses the Support Technologies; Cybersecurity; Electronics Technology; and more. employees through a series of short-term, industry-specific GO programs, spinning off dozens of firms from university research. more standard small business establishment and growth in existing including GO Driver (bus drivers), GO CNA, GO Cook (culinary) and more. Each • Local venture capital is relatively small in size but growing rapidly. products and services. While this type of entrepreneurship may not Alongside academic offerings, PVCC hosts the Network2Work program. training is built on outside partnerships—with PVCC and CATEC as trainers, and generate transformative innovations, it is still relevant for regional • There are mixed indicators regarding whether Charlottesville is Network2Work seeks to build a pipeline for residents in minimum Charlottesville Area Transit (CAT), UVA and others as employers. The program growth, as it provides a path to increased wealth and ownership. a competitive location for innovative entrepreneurs looking to wage jobs into positions that pay at least $15/hour and have strong has received several awards for its approach, but it is limited in scale, having start and scale their enterprises. potential for greater earnings. The bulk of the programming focuses graduated 93 participants through two-and-a-half years as of spring 2017.53 Figure 7: Illustrative Innovation Ecosystem • Minority representation in high-growth, innovative industries on providing job-specific credentials, particularly in health care and is low, with minority business ownership skewed to more locally the trades. Robust demand exists for workers in those fields, and The implementation of the Region 9 plan is resulting in new workforce serving, lower-growth sectors. the program has strong relationships with regional employers who training programs.54 In addition to the ”Crafting Higher Paying Jobs and • Many support resources exist for entrepreneurs and small frequently hire Network2Work participants. Other, less credential- Adult Beverage Exports” program, the beverage training collaboration business owners, with gaps in available financing options and based occupations have been harder for the program to access. with PVCC mentioned above, the “Central Virginia Cybersecurity opportunities for better coordination of programming and space. Given the generally high education level of the region’s residents, Partnership” is also in development. This program creates a shared employers can default to a bachelor’s as a relevant credential, even if cybersecurity program for PVCC and other Region 9 community colleges, it is not necessary for the position (e.g., administrative assistants). who will each establish a primary area of instructional expertise.55 A key element of a region’s economic growth is the depth and impact of its 47 State Council of Higher Education for Virginia, “Locality Data: Applications, Admissions and Enrollment,” Higher Ed Data, accessed May 15, 2019, http://research.schev.edu/localities/LD_EnrollmentChartDrillDown.asp. innovation activities. At a fundamental level, all economic growth stems 48 University of Virginia, “Diversity Dashboard,” Undergraduate Students - All - 2018, accessed May 15, 2019, http://diversitydata.virginia.edu/Home/Details/Undergraduate%20Students. from a form of innovation, which by definition generates new value from 49 U.S. Department of Education, “College Scorecard,” Piedmont Virginia Community College, accessed May 15, 2019, https://collegescorecard.ed.gov/school/?233116-Piedmont_Virginia_Community_College. existing resources through the creation and sale of novel products and 50 NBC29.com, “PVCC Gets Funding for Higher Paying Jobs and Adult Beverage Exports Programs,” accessed May 28, 2019, https://www.nbc29.com/story/38406914/pvcc-gets-funding-for-higher-paying-jobs-and-adult-beverage-exports-programs. 51 processes. While this basic description is relatively straightforward, the CATEC, “New Grant Helps CATEC Launch New Pre-Apprenticeship Summer Program for Students,” accessed September 18, 2019, https://www.catec.org/new-grant-helps-catec-launch-new-pre-apprenticeship-summer-program-students/. 52 Erika Howsare, “How to Pass ‘Go’: City Office Lends Business Owners a Hand,” C-VILLE Weekly, February 28, 2018, https://www.c-ville.com/pass-go-city-office-lends-business-owners-hand/. ways in which innovation arises and is nurtured are not as commonly 53 City of Charlottesville, “Workforce Employment Update,” Spring 2017, accessed September 17, 2019, https://issuu.com/2012oedannualreport/docs/2017_workforce_development_update_0. understood. An examination of the mechanisms through which innovation 54 GO Virginia, “Board Approves Grants to Regional Projects for Worker Training Initiatives,” GO Virginia, accessed August 18, 2019, http://www.govirginia.org. occurs in the economy clarifies where opportunities exist to grow a region’s 55 GO Virginia, “Board Approves Grants to Regional Projects for Worker Training Initiatives.” innovation activities. 13 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 14 This section examines several of these elements of were health- or technology-focused.59 Examples include BrightSpec, Chapel Hill and Bloomington but ahead of South Bend and Athens.62 Entrepreneurship Charlottesville’s innovation ecosystem: a spectroscopy instrumentation and laboratory services company Leading patentees for the region63 between 2000 and 2015 included the UVA that developed a new measurement technique and subsequently Licensing & Ventures Group, individual patentees and General Electric.64 As discussed, entrepreneurship is a component of, but distinct • R&D, especially UVA R&D spending and commercialization introduced a product line of advanced spectrometers. As of from, innovation. The intersection of entrepreneurship and R&D 2014, UVA-affiliated ventures created approximately 421 jobs in Venture Capital commercialization represents the subset of entrepreneurs that is • Finance, particularly venture capital the Charlottesville region and generated 342 products.60 generating and prototyping new concepts and products, seeking Having ample capital available to finance the various stages of innovation— • Entrepreneurship, with a focus on startups to launch and scale these innovations into the market and create UVA has also developed or supported several industry-specific facilities from ideation through prototyping and scaling to full-scale production—is and small business growth in more traditional, completely new economic value. A second segment of entrepreneurs where university-based researchers can interface with the private a key enabling factor for regional innovation. The flow of venture capital existing sectors, products and services has little to no activity in new markets or products and consists of sector. These industry-based enterprises overlap to some degree with is a particularly useful indicator of a region’s health in this aspect of the those who operate in established, traditional industries and sectors, the region’s leading clusters and industry sectors as discussed above, innovation ecosystem.65 Ideally, the entrepreneurial activity of a region R&D Spending and Activity such as retail, restaurants, business services, traditional manufacturing, with work in advanced manufacturing, biotechnology, and national creates a dynamic feedback loop with this kind of capital: a strong and etc. With these companies, the primary economic benefits come As a top-ranked public university, UVA is a major innovation defense and intelligence, among others. These enterprises include: growing presence of entrepreneurs and potential deals will attract through the wealth that accrues to firm owners, especially for those asset for the region, serving as a hub for research and invention, investors, and local availability of capital will in turn draw additional businesses that have been disconnected from economic opportunity. attracting talented people for work and study and contributing • Commonwealth Center for Advanced Manufacturing start-ups and entrepreneurial activity. The Charlottesville MSA has to the vitality of the community. UVA plays a central role in the (CCAM), an applied research center that allows the experienced some of the fastest growth in venture capital investment One measure of the dynamism of a region’s entrepreneurial environment is region’s innovation ecosystem, providing basic and industry- university, government and industry to partner and in the nation, with VC investment increasing by 156.5% between 2010 the firm creation rate. Of particular interest are “high-growth firms” (based linked research, running programs to commercialize university develop advanced manufacturing solutions and 2015. While the overall volume of potential funding remains small, on growth in revenue or employment), as these firms create the majority research outputs and providing resources to entrepreneurs. the region has the 28th most VC per capita of all US metro areas.66,67 of new jobs.69 According to a study of Inc. Magazine’s 5000 fastest growing • Cville BioHub, an industry collaborative that is comprised businesses, Charlottesville had the highest level of “high-growth” company In general, university-led research often provides the building blocks of Charlottesville-based biotechnology companies The industries in Charlottesville that have attracted the most capital entries among small metros between 2011-2017. In 2018, there were 107 for product and process innovations, which ideally will be leveraged by investment are Technology, Media, and Telecom (over $300 million), • Applied Research Institute, which connects the university new start-up firms in Charlottesville, up from 88 in 2017 and 96 in 2016.70 the private sector. UVA does not spend as much as its peer universities Life Sciences (over $150 million), Drug Discovery (over $100 million), to national defense and intelligence communities and on R&D (possibly a function of its smaller size), ranking 51st in higher Pharmaceuticals (over $100 million), and Biotechnology (over $75 million). As a smaller metro area with strong research and human capital assets, informs research, education and training priorities education annual R&D spending with nearly $470 million in 2017-18.56 These industries have also garnered the greatest number of deals.68 Charlottesville can position itself as a cheaper alternative to increasingly The majority of UVA’s R&D spending is in life sciences. In that category, • UVA Research Park, a 562-acre development that expensive tech and innovation hubs, such as Silicon Valley or Seattle. At UVA comes in 45th among peer universities, with most funding devoted offers cutting-edge facilities to support collaboration the same time, there are several other mid-sized cities that also have well- to health sciences (42%) and biological and biomedical sciences (22%).57 between the university and private sector established or burgeoning tech economies—such as Austin or Research Similarly, 80% of UVA’s invention disclosures in 2018 were from the Triangle Park in North Carolina—which provide competition. Accordingly, School of Medicine and School of Engineering and Applied Sciences.58 Patent activity is another relevant indicator of regional innovation, as new 62 U.S. Patent and Trademark Office Patent Technology Monitoring Team and Patent Technology Monitoring Team, “Patenting In Technology Classes, Breakout By U.S. Metropolitan Area,” accessed April 18, 2019, https://www.uspto.gov/web/ inventions can spur economic growth. The Charlottesville MSA originated offices/ac/ido/oeip/taf/cls_cbsa/allcbsa_gd.htm. UVA’s strength in health sciences is also evidenced by its spinoffs, approximately 50 utility patents per 10,000 people61 between 2000 and 63 Patent origin is determined by the location of the first-named inventor. which have translated research into business ventures. Of the 30 2015, a rate below comparable college towns such as Ann Arbor, Durham- 64 U.S. Patent and Trademark Office Patent Technology Monitoring Team, “Patenting In U.S. Metropolitan Areas (Charlottesville, VA), Breakout By Organization, CY 2000 - 2015,” accessed April 18, 2019, https://www.uspto.gov/web/offices/ac/ido/ spin-offs that UVA produced between 2011 and 2017, the majority oeip/taf/cbsa_asg/116820_asg.htm. 65 Firms that receive venture capital are more likely to file patents, become “high growth” firms and create new markets. Marek Gootman, Joseph Parilla, and Sifan Liu, “Charting a Course to the Sacramento Region’s Future Economic Prosperity,” 56 Brookings (blog), April 25, 2018, https://www.brookings.edu/research/charting-a-course-to-the-sacramento-regions-future-economic-prosperity/. National Science Foundation, “Rankings by Total R&D Expenditures,” accessed April 16, 2019, https://ncsesdata.nsf.gov/profiles/site?method=rankingBySource&ds=herd. 66 57 “U.S Venture Capital Investment Spanned 133 MSAs in 2015,” NVCA, accessed April 16, 2019, https://nvca.org/pressreleases/u-s-venture-capital-investment-spanned-133-msas-in-2015/. National Science Foundation, “University of Virginia - Total R&D Expenditures, by Field: 2017–08,” accessed April 16, 2019, https://ncsesdata.nsf.gov/profiles/site?method=report&fice=6968&id=h1.; National Science Foundation, “Higher 67 Per Pitchbook, entrepreneurs from UVA have raised $4.9 billion in capital, well-ahead of Ohio State ($2.2 billion) and IU-Bloomington ($2.95 billion), but behind University of Michigan ($12.07 billion) and Duke University ($8.5 billion). However, Education R&D Expenditures in the Life Sciences, Ranked by All FY 2017 Life Sciences: FYs 2014–17 and by Subfield for FY 2017,” accessed April 18, 2019, https://ncsesdata.nsf.gov/herd/2017/html/herd2017_dst_41.html. 58 this data is likely based on the alumni status of the entrepreneur, not their location. University of Virginia Licensing and Ventures Group, “2018 Annual Report,” Stewardship, 2018, https://lvg.virginia.edu/assets/site/reports/LVG_2018-AnnualReport_Stewardship.pdf. 68 59 Pitchbook. HR&A Advisors, Inc., “City of Charlottesville Office and Retail Market Study,” August 6, 2018, http://www.charlottesville.org/home/showdocument?id=62563. 69 60 Ian Hathaway, “High-Growth Firms and Cities in the US: An Analysis of the Inc. 5000,” Brookings (blog), February 5, 2018, https://www.brookings.edu/research/high-growth-firms-and-cities-in-the-us-an-analysis-of-the-inc-5000/. University of Virginia, “Survey: Innovative U.Va. Ventures Create Economic Growth,” UVAToday, September 24, 2013, https://news.virginia.edu/content/survey-innovative-uva-ventures-create-economic-growth. 70 61 Virginia Employment Commission, “Virginia Community Profile - Charlottesville,” Virginia Labor Market Information, accessed May 15, 2019, https://virginiawlmi.com/Portals/200/Local%20Area%20Profiles/5104000540.pdf. 2015 ACS population estimates were used to calculate patents per 10,000 people. 15 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 16 local business leaders and industry stakeholders provide a mixed report minority-owned (“SWaM”) vendors through government purchasing. limiting their impact.74 The city is also addressing a need expressed by summer incubation program through its i.Lab, which has operated ten to on the opportunities the area provides for startups and their ability to These changes, which include procurement policy changes that will the business community for “pre-CIC” resources by developing GO Start- twelve week summer programs geared toward startups, who also receive scale. Entrepreneurs reportedly are prone to hit a ceiling on their physical benefit SWaM businesses and “micro businesses” (less than 25 employees Up. This program will deliver workshops shorter than CIC’s and tailored legal aid, mentoring and shared space. Starting in fall of 2019, UVA will ability to grow, as low vacancy rates and limited property inventories and $3 million annual sales), will apply to UVA as a state university.72 to entrepreneurs at an earlier stage of development, preparing those be expanding its services and coordinating with regional partners on make scaling a challenge. This contributes to a second barrier to growth— individuals to launch startups as they cope with significant barriers in the Catalyst accelerator. Focusing on high potential, scalable companies, the lack of a critical mass of firms and workers in sectors like tech. Entrepreneur and Small Business Resources areas such as childcare and transportation.75 In addition, a GO Contractors Catalyst will select ten companies per year to receive $20,000 in funding, Without a large enough concentration of activity, it is difficult for firms Academy is in development to prepare minority-owned construction along with shared space, mentoring and business development coaching. Charlottesville has a diverse set of organizations serving the to cross-fertilize through their labor pools and product innovations. companies to successfully bid on and compete for contracts with the city.76 area’s entrepreneurs and small businesses, but as with any area, Along with the structured and unstructured networking opportunities While hard numbers for the region are hard to obtain, it is clear that there are gaps in available resources along the continum from The local capital sources available to small companies tend to be limited provided by the organizations and spaces above, additional minority entrepreneurs are underrepresented in high-growth industries supporting startups to building up high-growth businesses. The either in the size of the financing or in the breadth of business types that networks exist to connect Charlottesville business owners. The such as tech and biotech. To start with, Black business ownership at resources that exist are fragmented across multiple sources, and are eligible. CIC’s provides microloans and has distributed nearly $500k in Black Professional Network of Charlottesville provides forums and the state level is lower than would be expected based on population some business owners have reported that services can be difficult loans to date. Their loan options top out at $35,000, approximately the upper events dedicated to building connections between and the capacity figures. Only 4.4% of privately-owned firms in Virginia are Black-owned, to learn about and access. No center of gravity currently exists to end of this type of business capital. This is indicative of the gap that exists of the area’s Black business owners. The Charlottesville Business in a state whose Black population is just over 19%.71 Furthermore, based link and coordinate the various components of this system. in credit options for small businesses between microloans and traditional Innovation Council - one of ten regional technology councils across on total establishments and employees, Black-owned businesses are financial products. The additional capital sources for small companies Virginia—provides a suite of networking events, educational Basic business assistance is available most visibly from three local overrepresented in certain industries—transportation and warehousing tend to have narrow purviews. The Charlottesville Angle Network (CAN) 77 programming, advocacy on technology, and an annual awards gala. organizations: Community Investment Collaborative (CIC), Central and healthcare and social assistance in particular. In Charlottesville, gathers 70 investors and family offices to provide seed and angel funding Virginia SCORE, and the Central Virginia Small Business Development While all of these resources currently lack a unifying structure, efforts anecdotal reports have indicated that minority business owners are to start-ups raising less than $5M, with typical investments between $100k Center. Of these, CIC’s resources are reported to be the most impactful. are underway to produce that connective tissue. Active studies are most prevalent in janitorial services and catering, as these categories and $300k per round. Their industry focus is largely digital or in advanced CIC’s primary service is a 16-week entrepreneurship workshop, leading exploring the formation of a “Venture Hub,” currently envisioned as a have lower barriers to entry and build upon the more common career industries: SaaS, digital healthcare, biotech, clean energy and educational cohorts of 32 budding entrepreneurs through the basics of starting concierge for the area’s various entrepreneurial resources. A location is paths that Blacks have experienced in services and restaurants. technology. The Center for Innovative Technology provides seed and and owning a business. Though open to all, CIC has explicit goals to to be determined, but several organizations in the business development early-stage funding specifically for biolife, tech and energy companies.78 For many of the area’s locally serving small businesses, the purchasing maximize participation by businesses owned by women, minorities and space have expressed interest in co-locating with the Venture Hub facility. of Charlottesville’s anchor institutions is a prime influence on their sales low- or moderate-income households. This workshop leads to follow Given the low availability of cheap offices in the area, there is considerable opportunities and growth potential. UVA is by far the largest of these up services and resources, including mentoring, peer discussions and value for entrepreneurs in being able to access incubators or co-working anchors, while city and county government also present substantial support groups, networking and microfinancing. Given CIC’s target spaces. Charlottesville has a variety of these facilities, several with a procurement opportunities. Small businesses face multiple challenges populations, most business owners going through these programs sector-specific focus or serving a relatively well-off clientele.79 Biotech in identifying and securing sales to these anchors, including navigating are in industries with lower barriers to entry (e.g., retail, food). CIC firms are supported through the Charlottesville Open Bio Labs, providing the requirements for certifications, insurance, and bonding; the has helped over 80 companies launch and another 130 to expand. lab spaces and classes. The existing Charlottesville Technology Incubator decentralized procurement structure of UVA’s academic departments; provides mentoring and spaces to area tech firms, while the in-development Charlottesville’s Office of Economic Development manages a handful of and the realities of competing with larger, often national vendors who Center of Development Entrepreneurs (CODE), due to open in 2021 will small programs that support entrepreneurs. The Advancing Charlottesville can provide quality goods at a lower cost (e.g., UVA Health’s partnership provide co-working on the ground floor of a 170,000 square-foot facility. Entrepreneurs (ACE) program provides competitive grants quarterly with Premier, Inc., a health group purchasing organization). In light On a non-cluster specific track, UVA has offered co-working space and a to companies with fewer than five employees, for everything from of some of these barriers, Governor Northam recently enacted an 74 City of Charlottesville, “Advancing Charlottesville Entrepreneurs (ACE) Program,” accessed September 17, 2019, https://www.charlottesville.org/departments-and-services/departments-a-g/economic-development/business-assistance/ equipment to marketing plans.73 Awards are currently capped at $1,500, executive order to increase opportunities for small, women-owned and advancing-charlottesville-entrepreneurs-ace. 75 City of Charlottesville, “City Council Agenda, July 1, 2019,” Accessed September 17, 2019, https://charlottesville.granicus.com/MetaViewer.php?view_id=6&clip_id=1374&meta_id=35031. 71 United States Census Bureau, “2016 American Survey of Entrepreneurs,” accessed September 26, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ASE_2016_00CSA04&prodType=table. 76 City of Charlottesville, “City Council Agenda, July 1, 2019.” 72 Commonwealth of Virginia, Office of the Governor, “Executive Order Number Thirty-Five: Advancing Equity for Small-, Women-, Minority-, and Service Disabled Veteran-Owned Businesses in State Contracting,” July 3, 2019, accessed 77 Central Virginia Partnership, “Vibrant Businesses,” accessed April 26, 2019, https://www.centralvirginia.org/regional-assets/vibrant-businesses/. September 25, 2019, https://www.governor.virginia.gov/media/governorvirginiagov/executive-actions/EO-35-Advancing-Equity-for-Small-,-Women-,-Minority-,-and-Service-Disabled-Veteran-owned-Businesses-in-State-Contracting.pdf. 78 Center for Innovative Technology, “CIT Research and Development,” accessed August 18, 2019, https://www.cit.org/service-lines/cit-rd/. 73 C-VILLE Weekly, “How to Pass ‘Go.’” 79 These spaces include Vault Virginia, Studio IX and Common House, which offer traditional shared office space settings with more of an emphasis on community and social connections. Common House in particular is as much of a social club as a working space. 17 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 18 SPATIAL EFFICIENCY The Charlottesville-Albemarle Airport is small, with only five gates and GOVERNANCE them to Charlottesville (as opposed to the commercial climate), they have six destinations, but has seen steady growth in use, with the number of since found Charlottesville to be a favorable place to start a business.86 60% Key Takeaways: boarding passengers nearly doubling from 2008 to 2017.81 Land purchases Key Takeaways: of a sample of Charlottesville businesses found overall business conditions in • Charlottesville’s major transportation assets—its highway access and capacity studies are underway to facilitate potential future expansion. • Charlottesville generally provides a positive climate for business Charlottesville to be good or excellent—though only 47% of respondents rated and airport—are of varying quality and utility. Theoretically, such expansion could address concerns raised by those in the growth and offers a strong tax-value proposition to companies. local government as good or excellent, suggesting room for improvement.87 • Mass transportation options are limited in coverage and local tech community that more direct flights to other hubs of tech activity, • There is no officially recognized regional growth plan, but the such as Boston, are needed to help grow the Charlottesville tech sector. The region appears to provide a strong tax value proposition to residents and frequency, contributing to increasing car usage and longer Region 9 report is leading to several relevant growth initiatives. businesses alike. In this economy, competitive regions are not necessarily those commute times. • The region has many economic development actors but no clear The degree of car dependence and declines in public transportation that impose the lowest tax rates, but the ones that provide the best value in • Constraints on development have contributed to high land owner or manager of collective activities. ridership also suggest that transportation connectivity could be improved. relation to their tax-related costs. At the state level, Virginia seems to offer prices, limiting options for new and growing businesses. • Minority businesses lack a center of gravity, but activity is Charlottesville Area Transit (CAT) ridership has decreased by 15% a good tax-value proposition for businesses, with a competitive corporate underway to establish one. between 2013 and 2017, despite increases to the area population. Nearly income tax rate (6%, among the lowest in the nation and the same rate since 84% of Charlottesville residents drive to work, with the vast majority 1972) 88 coupled with access to an educated workforce, good infrastructure, etc. The relative location of businesses, suppliers, workers and consumers driving alone.82 The average commute time is also increasing, from 23 The state is also in solid fiscal health, as a history of cautious, “pay-as-you-go” within a region—and the physical and virtual infrastructure Not to be confused with government, a region’s governance encompasses all minutes in 2009 to nearly 25 minutes in 2017.83 Public transportation is budget management has helped the state maintain a Triple A bond rating connecting them—is of vital importance. It determines transaction, the institutions, formal and informal, that provide the infrastructure to foster minimal in the region, consisting only of buses, and the coordination since 1938.89 The additional tax burden from local charges is nominal, though and specifically transportation, costs for the movement of people, economic networks, innovation and other activity. Thus, while government among the three area transit agencies — University Transit Service, CAT property taxes have been rising. Charlottesville’s property assessments grew goods and ideas across space and it influences many of the economic plays a key role in this area—shaping and enabling market activity and and JAUNT, Inc. — has been described as limited. The frequency and 7.9% in 2018,90 while Albemarle County saw a 4% increase in property values.91 benefits of agglomeration, such as shared labor pools and knowledge providing the public goods that enhance productivity and efficiency, from timing of the existing bus routes do not serve late shift workers well. spillovers. Mixed-use communities with excellent transportation roads to education—a broad range of civic, private-sector and cross-sector Collaboration and Coordination connections are best positioned to flourish in the next economy. Development restrictions in the region — such as Albemarle County’s institutions are central to establishing an environment conducive to economic designated Development Areas, which since 1971 have restricted most growth. The transition to the next economy increases the importance of At a regional level, there has been limited strategic planning and no official While Charlottesville offers many transportation assets — including governance operating through partners beyond government, as the economy regional economic development plan.92 The GO Virginia Region 9 Report development to 5% of the County’s land — help contain sprawl but have access to several interstate highways, an airport, rail and transit — these now calls for nimble, flexible, open systems, rather than top-down efforts. likely comes closest to being the area’s overarching development guide. constrained the supply of properties available for businesses to locate assets vary in quality. Charlottesville sits directly on I-64, providing Thus, cross-sectoral, less formal institutions or networks can have a greater Created in 2017 as part of a state-wide economic development planning or expand. This limited inventory of commercial and industrial land has ample highway capacity for east-west freight traffic. The city’s main impact on regional growth, as long as the various actors work collaboratively, effort, the Region 9 report covers a geography that includes both the led to high property prices, making it difficult for businesses, particularly north-south corridor, U.S. Route 29, is not a limited access highway and transparently and efficiently to enhance regional competitiveness. Charlottesville MSA and five additional counties to the northeast. The Central start-ups, to scale in the region. Information on available commercial instead is the artery through Charlottesville’s primary big box and strip Virginia Partnership for Economic Development (CVPED) is managing the spaces is hard to track down and often requires insider knowledge. mall retail corridor. Historically, the steady flow of traffic in and through Local Government Conditions implementation of the plan’s major strategies, including supporting and Charlottesville, particularly to and from the Washington, D.C. metro, has In terms of virtual infrastructure, Charlottesville and developed funding several of the workforce and entrepreneurship initiatives mentioned resulted in heavy congestion along Route 29. Several improvements have areas in Albemarle are well-served by broadband, but there are rural While certain conditions mentioned above—e.g., limited developable above (e.g., beverage manufacturing training, the Catalyst accelerator). been undertaken or are in planning stages that will reduce drive times.80 parts of the region that have limited or no access.84 There are projects land, high property values—can make operating a business challenging, underway, though, to expand broadband access these rural areas.85 Charlottesville’s business and regulatory climate is relatively good. Some There are burgeoning efforts to develop more collaborative working entrepreneurs have reported that while quality of life is what initially drew relationships among businesses and the region’s development actors, with 80 Ric Young, “Big plans to relieve Route 29 and Hydraulic Road congestion,” CBS 19 News, July 29, 2018, https://www.cbs19news.com/content/news/Big-plans-to-relieve-the-Route-29-and-Hydraulic-Road-congestion-488652501.html; Sean Tubbs, 86 “Start It up: What’s the Climate for Entrepreneurs in Charlottesville, and How Could It Improve?,” C-VILLE Weekly (blog), December 5, 2018, https://www.c-ville.com/start-whats-climate-entrepreneurs-charlottesville-improve/. “Recommendations unveiled for U.S. 29 congestion relief,” Charlottesville Tomorrow, May 8, 2014, https://www.cvilletomorrow.org/articles/29-panel-recommendation. 87 Charlottesville Office of Economic Development, “2015 Business Survey Report,” 2015. 81 Allison Wrabel, “Charlottesville-Albemarle Airport upgrades continue as ridership rises,” The Daily Progress, April 20, 2019, https://www.dailyprogress.com/business/charlottesville-albemarle-airport-upgrades-continue-as-ridership-rises/ 88 Virginia Economic Development Partnership, “Guide to Local Taxes on Business,” 2018 2017, https://www.vedp.org/sites/default/files/2018-07/VEDP_Guide%20to%20Local%20Taxes%20on%20Business_2017-18.pdf. article_77e936cb-7e23-599b-a145-b8ca23ce4c90.html. 89 “Trust Magazine | Virginia Knows How to Balance Its Budget,” accessed August 20, 2019, http://magazine.pewtrusts.org/en/archive/winter-2018/virginia-knows-how-to-balance-its-budget. 82 U. S. Census Bureau, “American FactFinder - Results,” accessed August 14, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_B08301&prodType=table. 90 “City Council Considers Real Estate Tax Increase in Charlottesville,” accessed August 20, 2019, https://www.nbc29.com/story/39928182/city-council-considers-real-estate-tax-increase-in-charlottesville. 83 U. S. Census Bureau, “American FactFinder - Results,” accessed August 14, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_S0802&prodType=table. 91 “Property Value Trends Released for Albemarle County,” accessed August 20, 2019, https://www.nbc29.com/story/39803322/property-value-trends-released-for-albemarle-county. 84 Center for Innovative Technology, “Virginia Broadband Availability Map and Integrated Broadband Planning and Analysis Toolbox,” accessed August 16, 2019, https://broadband.cgit.vt.edu/IntegratedToolbox/. 92 Albemarle County passed its first economic development plan, Project ENABLE, in late 2018; it yet to be seen how this plan will factor into coordinated regional economic development across the various levels of government in the region. 85 Albemarle Broadband Authority, “Broadband Initiative,” accessed August 16, 2019, http://www.albemarle.org/department.asp?department=broadband&relpage=22100. 19 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 20 the Charlottesville Regional Chamber of Commerce making this a new point HOUSING on density. Some of Charlottesville’s population growth has been comprised of Assessing housing affordability includes determining what various of emphasis. One challenge is managing the several instances of overlapping new residents moving from places with higher wages, giving them more buying households can reasonably afford to pay in rent, assuming that they roundtables and councils that are addressing similar geographies and issues Key Takeaways: power upon arrival. These factors substantially decrease the market buying can dedicate up to 30% of gross income toward housing costs (rental or but are not aware of each other or coordinating their work. For example, • Property values are quite high and the housing market is tight, power of low- and middle-income residents already in Charlottesville, often ownership) without a significant housing burden.97 Using this standard, in the North Charlottesville Business Council and Chamber Defense Affairs due to limited land and properties, as well as population growth, forcing families to live in substandard or overcrowded conditions or move away 2018 in Charlottesville, the hourly wage necessary to affordably rent a two- Committee (both committees within the Chamber) each have their own sets with a notable proportion of in-movers from higher income areas. from the city.94 Due to growth limitations in Albemarle County, the overall cost bedroom at Fair Market Rent (FMR) was $22.67, assuming a two-bedroom of activities and strategies around Route 29 in northern Albemarle County. • Finding affordable rental and ownership properties—based burdens are very similar there, although the housing stock tends to be larger. FMR of $1,179. An annual household income of $47,160 is needed to afford There are also a host of economic development-related organizations, in on the comparison between AMI levels and actual rents in the this apartment, the equivalent of 3.1 full time jobs at minimum wage.98 addition to CVPED and the Chamber, with no clear owner or lead on the region—is extremely difficult. Rental Market Conditions region’s development efforts. Those additional organizations include: On average, a family seeking to rent a three-bedroom apartment • Affordability burdens track with income and race, which is to The City of Charlottesville contains about 20% of the region’s rental housing.95 would expect to pay $1,510 in the Charlottesville market (see Figure 9), say that minority residents tend to experience unaffordable 37% of households in Charlottesville are renter households (an estimated 29,563 • City of Charlottesville Office of Economic Development which represents a significant increase since 2015 and is considered housing situations much more frequently than whites. households between 2012 and 2016). Within the supply of multifamily rental a very burdensome price point for low- and middle-income renters. • Charlottesville Economic Development Authority (CEDA) properties of 50 units or more, including the majority of larger multifamily Based on qualitative data and other resources such as Trulia, many rental complexes in Charlottesville, rentals are predominantly comprised of asking rents are even higher. The average asking rent has been • Albemarle County Economic Development As briefly described at the opening of the regional market analysis, housing one- and two- bedroom apartments, with studio and three bedroom units steadily increasing over recent years (see Figure 10), partially because is not one of the five levers of regional economic growth. Of course, it is accounting for a small portion of the total stock.96 Vacancy among all unit • Thomas Jefferson Planning District Commission of higher asking rents at newly constructed units. Much of the related to those levers—as employment and business prospects improve, it types in the city is low, at 4.1%, and rates have been consistently low, with recent development is student-targeted, including several larger • Charlottesville-Albemarle Metropolitan Planning Organization raises individuals’ buying power for housing stock, which can in turn improve a three-year average vacancy rate for multifamily of 4.3% (see Figure 8). complexes (200+ units) completed since 2013 (see Figure 11).99 ownership and wealth creation opportunities—but it is not a driving force of • Virginia Economic Development Partnership growth in and of itself. For the purposes of this analysis, the regional housing Figure 8: Multifamily Vacancy Rate, 2009–2018 Figure 9: Asking Rents per Unit, 2018 market analysis is included in this portion of the document to provide the One legacy of Vinegar Hill’s demolition that persists to this day is the context for any potential housing development activities in Starr Hill. diffusion of Black-owned businesses. Minority business owners are still working to reestablish a center of gravity and robust network among The City of Charlottesville and the surrounding region are widely considered themselves to support their collective growth. The leading local bodies very desirable areas to live in Virginia.93 The city’s housing market is extremely for this work are the Black Professional Network and the Chamber tight, with demand significantly outpacing supply. This is reflected in part by Business Diversity Council. Both of these organizations have limited the fact that the Charlottesville HUD Metro FMR Area (HMFA) is the second resources for their own programming and services, but they are working most expensive area of Virginia for housing, second only to the Washington- hard to expand their networks with both the minority and majority Arlington-Alexandria HMFA, one of the most expensive markets in the country. business communities. These efforts are laying the groundwork for products and services to grow minority businesses, along with expanding Many households in Charlottesville—including those in Starr Hill and minority participation in the professional networks—legal, financial, real neighboring areas—have not experienced wage growth in recent years, and estate, etc.—that provide the crucial inputs to support that growth. many are living on fixed incomes. The housing market has continued to tighten, and rents have increased sharply, forcing households to spend too much income Source: CoStar on housing. Several elements have contributed to the state of this market, Source: CoStar including growing development pressures on scarce available land and limits 94 Form Based Code Institute and Partners for Economic solutions, April 2018. 95 Comprehensive Housing Analysis, January 13, 2016. 93 The Charlottesville Housing Market Area (HMA) is approximately 110 miles southwest of the District of Columbia and consists of the city of Charlottesville and counties of Albemarle, Fluvanna, Greene, and Nelson. The HMA is coterminous 96 Based on CoStar data, June 2019. with the Charlottesville, VA Metropolitan Statistical Area (MSA). 97 This generally accepted housing affordability standard – not spending more than 30% of gross income on gross housing costs – is a consistent measure used by applicable federal, state, and local government agencies. 98 This calculation uses the higher of the state or federal minimum wage. Local wages are not used. 99 HUD, “Comprehensive Housing Market Analysis: Charlottesville, Virginia,” 2015, https://www.huduser.gov/portal/publications/pdf/CharlottesvilleVA_comp_15.pdf. 21 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 22 Figure 10: Asking Rents per Unit, By Bedroom (2009–2018) For a family of three earning 30% of AMI, an affordable rent drops Sales Market Conditions As the chart below suggests, there are very few options available to further to about $520 per month, including utilities. Among the low- and middle-income households. Even households that qualify larger apartment buildings in the city, monthly rents often exceed Charlottesville’s for-sale market is also considered very tight, with limited for a VHA or conventional mortgage are met with severely restricted $1,400. Adding to this cost pressure, the average rent in competitive opportunities to entry due to a variety of factors: high land costs that supply; the only homes for sale in the city are almost double the price apartment buildings has increased significantly since 2012 (rising 9.4% are passed on to buyers, growth restrictions, limited sales of housing that an 80% AMI household could afford. There is a limited amount in 2017 alone).102 Across the larger multi-family rental complexes, there and population growth from new residents moving from outside of of new Section 8 tenant and rental assistance being provided due to is a range of average market rate rents. The five-year average asking Charlottesville. Housing sales in the Charlottesville area declined or lack of funding at the federal level and a backlog of physical repair rents for 1 and 2 bedroom units are $1,083 and $1,143, respectively. remained flat during the first quarter of 2019. Like many other markets needs. The LIHTC program continues to produce a few projects a year in Virginia, the regional inventory of active listings has remained flat in Virginia (2019 and 2020 delivery will far outpace previous years), but Households at 60% of AMI and below would also struggle to locate and for several quarters.105 The tight supply of homes available for sale in these properties can only serve a limited number of households. afford an average priced housing unit, regardless of unit size, without the Charlottesville area continues to put upward pressure on prices, overcrowding or incurring a significant housing cost burden. This means leaving current and aspiring owners with few options to purchase. Figure 12: Multifamily Building Status by Property Type that any household earning less than 60% of AMI is likely to struggle to secure market-rate rental housing in Charlottesville. Resident and The limited supply of land available for new development within the city stakeholder interviews and qualitative data further support this finding. is driven by Charlottesville’s small land area, county-level restrictions on Source: CoStar growth and the area’s built-out character. New home construction in the The rising cost of renting and buying a home has placed tremendous Charlottesville MSA has remained consistent for over five years, at about Figure 11: Multifamily Building Status by Property Type100 burdens on communities of color in Charlottesville, a burden not 800 new homes annually. The pace of new construction for single-family shared equally across demographics. Black and Hispanic households detached homes has increased modestly in recent years. The chart below % Small % Large are predominantly renters, not owners and thus have little control Building Status # of Properties represents the range of affordable rent and mortgage values, juxtaposed Properties Properties in how housing costs are passed down to them. The housing cost with the housing types affordable at various AMI levels. In the City of Existing 216 82% 18% burden in Census tracts with majority non-white residents is Charlottesville, there is little if any for-sale housing at price points less Under significantly higher than in majority-white tracts. The city’s most than $250,000, and the average for-sale price is upwards of $430,000. 4 75% 25% underserved segment is the lowest income households and many Construction of the lowest income households are households of color. A household earning 80% of AMI could afford a $250,000 house if they Proposed 8 25% 75% spend the full 30% of their monthly gross income on housing costs. This Source: LISC Students at UVA represent a significant portion of the rental market does not account for the barrier to entry of an estimated $50,000 or more in Source: CoStar in Charlottesville and account for nearly one-fourth of all rental required down payment, depending on the lending product. As of summer The annual Area Median Income (AMI) for a family of four in the households.103 Of the more than 22,000 students enrolled, approximately 2019, the only for-sale units being built at this price point are Habitat for Charlottesville HMFA is $89,400. Low-income households living at 15,000 live in apartments or single-family rental housing units. Humanity homes, which are limited in number. The average priced new 30% of AMI earn an estimated $26,880 annually. The monthly rent Many of these students live in off-campus housing that was not home would require an income above 120% of AMI, which applies to only affordable to a low-income family earning 30% of AMI is $672.101 To purpose-built for students, including homes where families or non- 17% of the city’s population. In addition to monthly mortgage payments, rent a typically priced three bedroom apartment in Charlottesville, students previously lived. Many of the newly constructed multifamily the average homeowner pays approximately $300 a month in additional households at 30% of AMI would need to pay 75% of their monthly units have been heavily marketed to students and are considered housing costs, including utilities, property taxes, and insurance.106 income toward rent, leaving approximately $560 for all other expenses unaffordable for cost-burdened Charlottesville residents. Projected such as food, transportation costs, insurance and healthcare. demand for student housing continues to exceed pipeline supply.104 100 “Large” properties are those with mid-rise and high-rise buildings; “small” properties consist of low-rise buildings, garden apartment complexes and remaining, miscellaneous building types. 101 National Low Income Housing Coalition, “Out of Reach: The High Cost of Housing,” 2018, https://nlihc.org/sites/default/files/oor/OOR_2018.pdf. 105 102 Form Based Code Institute and Partners for Economic Solutions, Housing Needs Assessment, 2018. Charlottesville Area Association of Realtors, “Virginia Home Sales Report,” 2019, https://www.caar.com/docs/default-source/market-report/caar-2019-q1-housing-market-report-final.pdf. 106 103 HUD, “Comprehensive Housing Market Analysis: Charlottesville, Virginia.” RCLCO, Comprehensive Housing Analysis. 104 RCLCO, “Comprehensive Housing Analysis and Policy Recommendations,” January 15, 2016, http://s3.amazonaws.com/cville/cm%2Fmutlimedia%2F20160115-RCLCO-Housing-Report.pdf. 23 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 24 These elements of Starr Hill’s aspirations have prompted two different STARR HILL CONTEXT AND HISTORY NEIGHBORHOOD ECONOMIC expansions of the analytical scope: 1) physically, to include adjoining neighborhoods and 2) demographically, to evaluate the economic Key Takeaways: STUDY & HOUSING STUDY opportunities and challenges of Charlottesville’s entire Black population. Determining the ideal strategies to make the SAP vision a reality requires understanding both of those populations in more detail. This leads to • Starr Hill has long been home to economic and cultural assets central to Charlottesville’s growth and identity. • The proximity to Vinegar Hill, and that neighborhood’s eventual what can loosely be described as a “concentric circles” approach, slowly razing, has had a lasting impact on the character of Starr Hill It is also challenging to disentangle Starr Hill from the areas around it, expanding out from Starr Hill to broader areas and communities. and how it connects to the areas around it. NEIGHBORHOOD ANALYSIS – INTRODUCTION to which it is intimately connected socially and economically, as well as The results of these rings of analysis relate to each other, but will also tend Having identified the broader economic opportunities that surround historically. The neighborhood still bears the legacy of Vinegar Hill and the to guide different aspects of the final plan. Starr Hill-specific findings will Starr Hill in the regional economy, the analysis turns to the neighborhood dispersion of what was once the center of Black Charlottesville. While that Geography be most informative for the place-based recommendations, narrowing in level. As described above, neighborhoods, not having their own legacy is complex, it does represent a time when the city’s Black community on the composition of current residents and businesses, assessing how distinct economies, play two roles in the context of their regions: had higher proportions of home and business ownership and more middle- Starr Hill is a small neighborhood—only 48 acres in all—situated in the center particular interventions will affect these groups and anticipating how class families. Recreating Vinegar Hill is neither feasible nor desirable, but it of Charlottesville, nestled between UVA’s main campus and the Downtown (1) “Communities of Opportunity” that create wealth by developing neighborhood development may affect Starr Hill’s character. The next ring is the right moment to evaluate where and how certain aspects of Vinegar Mall and connected to each by West Main Street. The neighborhood is their human, business and real estate assets and connecting out into adjacent neighborhoods will still feed into place-specific strategies, Hill could be revived for today’s Charlottesville: its social cohesion, Black- bounded by two major thoroughfares—Preston Avenue to the north and them to larger, generally regional markets. Each of these but will do so with a larger set of possible development locations to consider owned business success and its role as a hub for the city’s Black residents. Ridge McIntire Road to the east—and two railroads—CSX to the south assets creates value when it is plugged into the economy. and will (as the analysis below shows) begin to incorporate more of the and Norfolk Southern to the west (see reference map in Figure 13). Starr The size of the value generated will depend on how well the When Vinegar Hill was razed, its residents and businesses were scattered city’s Black population, illuminating what will draw Black residents into Hill encompasses a mix of land uses: commercial on West Main Street and asset is developed and deployed—for instance, how well a to the four winds. While individuals moved in many directions and the Starr Hill neighborhood and what will better connect these areas to Ridge McIntire, residential at its center and industrial in the City Yard. worker is trained and how efficiently that worker finds and distances, some of the displaced residents moved just blocks away. economic opportunities. The broadest set of analysis will lead to a holistic obtains a quality job and advances up a career ladder. Recognizing this history and how connected Starr Hill is to surrounding set of strategies and initiatives—including some that are not place-specific Figure 13: Map of Starr Hill and Adjacent Neighborhoods neighborhoods, the SAP community engagement incorporated to Starr Hill—that will strengthen the economic prospects for Black (2) “Communities of Choice” that offer varying packages of workers and companies across the region, activity that will feed off of, and outreach to bordering areas from the outset—particularly Westhaven, amenities that attract and retain particular populations. in to, the transformative work that this SAP aims to achieve in Starr Hill. 10th and Page and Fifeville. This engagement acknowledged that Each area’s unique mixture of housing types, retail the SAP’s impacts would extend beyond Starr Hill’s boundaries. and restaurants, green spaces, schools, social services This approach admittedly results in a mix of outputs—geographically- and more will create an overall environment that is Starr Hill’s emerging vision reflects the community’s hopes to expand based assessments plus population-specific analyses. But all of the more attractive to certain residents than others. and strengthen its ties to the places and people around it. The people and businesses captured in this work are central to achieving neighborhood aims to improve physical connections to adjoining areas. Starr Hill’s vision. Understanding their opportunities and challenges, Applying this framework in the context of the Starr Hill SAP process has and how they relate to the broader economic context, is essential. This It also aspires to establish itself as a hub for Black Charlottesville, required a degree of adaptation. Starr Hill is Charlottesville’s smallest information will lead to the targeted programs, products and services as a space for that community to joyously live, work and play. The officially defined neighborhood, both in area and population. This makes that will maximize the potential of Starr Hill, its neighbors and the development of Starr Hill has the potential to serve as a catalyst for it an especially challenging geography to evaluate as a distinct community Black community overall; and that will create the amenities that will activity that extends beyond the neighborhood, providing a center of given the limited amount of data points on residents, businesses and keep and attract the people who will build the new Starr Hill. gravity around which to launch and scale a new wave of programming land use. Starr Hill’s small population resides on a handful of blocks, and resources dedicated to strengthening the Black middle class and significant portions of its parcels are taken up by government uses in Charlottesville. This connection can work in reverse as well; as and chain retail. This gives the area little space—physically and perhaps Charlottesville’s Black workers and business owners generally achieve psychically—to establish an identity beyond its modest residential core. more success, they can apply more resources on the activities that can make Starr Hill more of a core part of Black life in the region. Source: LISC 25 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 26 The neighborhood includes several major landmarks such as: Starr Hill is considered a historically integrated neighborhood, with Starr Hill itself was slated for urban renewal in the 1970s, but the neighborhood’s sole supermarket. The land toward the interior of Starr many African American professionals and families making Starr city opted for a more targeted approach. Instead of total demolition, Hill is split between the City Yard, the main location for Charlottesville • Jefferson School, originally the high school for the Hill their home in the early 20th century.113 Starr Hill is adjacent to the city only renovated select dilapidated buildings and added Public Works; the Jefferson School City Center; and a handful of city’s African American students, and now home to the what was Vinegar Hill, a neighborhood that was the center of Black sidewalks, lighting, and trees to West Main Street. Property was not residential blocks largely comprised of single-family housing. Jefferson School African American Heritage Center, the social life in Charlottesville from the 1920s to the 1950s.114 Vinegar Hill confiscated or razed, and the renovations were mostly cosmetic.115 Carver Recreation Center, Pearl Island Catering and Café, served as a symbol of Black advancement and self-reliance. Many While most of the neighborhood is relatively stable, with long-established a YMCA childcare facility and other non-profits. businesses and institutions in Vinegar Hill were borne out of a need CURRENT NEIGHBORHOOD CONDITIONS land uses, current development on West Main Street is of a scale and style for Black people to render services to one another, because of rampant that is likely to impact the neighborhood character and population. Six • Ebenezer Baptist Church, established in 1892 and occupying Hundred West Main, a 53-unit, 65,000 square foot apartment complex, is segregation and discrimination. Businesses included boarding houses, Key Takeaways: a church built in 1907 and First Baptist Church, whose due to open in fall of 2019;116 the project’s developer has purchased adjacent grocery stores, clothing stores and beauty parlors, among others. • Starr Hill has had a relatively stable mix of land uses for congregation’s origins date back to 1864, and whose current church, land and proposed an additional 55-unit building.117 Across Main Street, the some time, but substantial development on West Main may finished in 1883, and is on the National Register of Historic Places.107 The Black residents of Vinegar Hill had diverse socioeconomic 80-room Quirk Hotel is under construction and set to open in early 2020.118 significantly change the neighborhood character. backgrounds, a mix of wealthy, middle class and poor. The neighborhood • Starr Hill’s residents tend to be seniors or younger adults, with • J. F. Bell Funeral Home, one of the oldest businesses in was also known for its social cohesion, due in part to the Jefferson few children; mostly white; with incomes levels matching those Looking Beyond Starr Hill the area, operating continuously since the 1920’s, and School, which served Black children of all economic backgrounds; for the city as a whole. the oldest Black-owned business in Charlottesville. As discussed above, several aspects of the SAP process and the emerging vision for unifying church communities, such as the Zion Union Baptist Church; • The neighborhoods around and including Starr Hill (“Starr Starr Hill have required a broader geographic and demographic assessment. The • Union Station, the city’s main railroad depot for Amtrak and active social organizations, such as the Secret Twelve Club. Hill+”) are predominantly Black, with more families with community engagement plan determined from the outset that the neighborhoods service, dating back to 1885; by 1889, a former slave and major children, lower incomes, and higher poverty rates. of 10th and Page and Fifeville would be explicitly included in the SAP’s primary The epicenter of Vinegar Hill was razed in the 1960s as part of the city’s landowner in Charlottesville, Burkley Bullock, had opened the first • Stark income and poverty gaps by race exist across the region outreach work to the communities (though not at the exclusion of other areas urban renewal efforts. 29 businesses were disrupted representing a restaurant to operate adjacent to the station.108 Union Station is and within the city. and stakeholders). If the analysis structure can be thought of roughly as a set combined gross income of $1.6M in 1959 (nearly $14M in 2019 dollars). Six of concentric circles, then Starr Hill is at the center of that circle, and the next now the 4th busiest station in Amtrak’s southeastern region.109 hundred individuals were uprooted, including 119 Black renters who were circle expanding outward folds in 10th and Page and Fifeville into an area simply History of Starr Hill and Vinegar Hill directed to a public housing complex. Residents and proprietors were not labeled “Starr Hill+” for the sake this analysis. Finally, the broadest circle of Starr Hill Today compensated for their losses, and the main commercial district for the Black analysis is all Black residents and businesses across the greater Charlottesville The expansion of Charlottesville’s railroad system in the mid- community was effectively destroyed, along with the wealth that business region, regardless of their location. This is not technically a geography, but Approximately 235 residents today call Starr Hill home. Within the 1800s brought development to Starr Hill. Because of its prime owners had accumulated. In its place, the city constructed a roadway to rather a subset of people and companies that live across the area, with already small footprint of the overall neighborhood, residential location at the junction of two railroads in the center of town, the facilitate connections between Ridge Street and Route 250, absorbed the concentrations appearing in certain places. (see reference map in Figure 14). uses are concentrated in a compact area, as the composition of the neighborhood served as a dynamic transportation hub through the area east of Ridge McIntire Road into downtown (the current site of the neighborhood skews heavily to commercial uses. Almost 2/3 of the land first half of the 20th century.110 Starr Hill acted as a service center for Omni Hotel and the Federal Building and U.S. Courthouse) and left a barren area is zoned for mixed use, which in practice is nearly all commercial passengers and railroad workers who relied on nearby hotels and lot adjacent to Starr Hill that lay empty for a decade before being developed. activity—ground floor, local retail and restaurants along West Main; restaurants.111 Many railroad workers also lived in Starr Hill.112 chain retail and fast food franchises on Ridge McIntire; and an assortment of businesses at Preston and Harris, including Reid’s, the 107 “First Baptist Church,” City of Charlottesville, accessed October 10, 2019, https://www.charlottesville.org/departments-and-services/departments-h-z/neighborhood-development-services/historic-preservation-and-design-review/historic- 115 resources-committee/state-highway-markers/first-baptist-church Saunders and Shackelford, Urban Renewal and the End of Black Culture in Charlottesville, Virginia 116 108 Scot French, “UVA and the History of Race: Burkley Bullock in History’s Distorting Mirror,” UVA Today, September 4, 2019, https://news.virginia.edu/content/uva-and-history-race-burkley-bullock-historys-distorting-mirror. Chris Markham, “Residential Complex on West Main in Charlottesville Nears Completion,” NBC29.com, June 19,2019, https://www.nbc29.com/story/40676146/residential-complex-on-west-main-in-charlottesville-nears-completion. 117 109 “Amtrak Fact Sheet, Fiscal Year 2017, Commonwealth of Virginia,” Amtrak, accessed October 10, 2019, https://www.amtrak.com/content/dam/projects/dotcom/english/public/documents/corporate/statefactsheets/VIRGINIA17.pdf. City of Charlottesville, “Agenda: Planning Commission Regular Docket,” September 10, 2019, https://www.charlottesville.org/home/showdocument?id=66554. 118 110 “Charlottesville History: A Brief Urban History,” accessed April 25, 2019, http://www2.iath.virginia.edu/schwartz/cville/cville.history.html. Gregory J. Gilligan, CBJ: Quirk Hotel to open in Charlottesville in early 2020,” The Daily Progress, March 3, 2019, https://www.dailyprogress.com/business/cbj-quirk-hotel-to-open-in-charlottesville-in-early/article_a7deefa9-d2c0-5394-acd5- 111 “Charlottesville History: A Brief Urban History.” fea656130a42.html. 112 “Starr Hill Neighborhood Plan.” 113 “Starr Hill Neighborhood Plan.” 114 James Robert Saunders and Renae Nadine Shackelford, Urban Renewal and the End of Black Culture in Charlottesville, Virginia, 1998. 27 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 28 Figure 14: Reference Map of Study Geographies and Population Figure 15: Population Change, 2000–2010 and 2010–2019 Figure 16: Share of Population by Age, 2019 Economic Status and Trends Starr Hill’s median income is just barely below that of the city overall, both hovering around $50,000. In contrast, median household income in Starr Hill+ is just below $38,000, 25% less than the city and Starr Hill figures. All three of those geographies are substantially behind the overall MSA median income of nearly $66,000. A greater share of households in Starr Hill and Starr Hill+ —roughly a quarter of households in each geography—were below the poverty line between 2013 and 2017, compared to 20% for the city and 12% for the MSA overall. Viewing these statistics at the largest concentric circle of analysis— for all Black residents in the Charlottesville region—reinforces Source: ESRI estimate the fact that much of these economic results are, sadly, correlated Starr Hill’s racial mix—predominantly white (73%) and roughly with the racial makeup of these geographies. White residents in the 20% Black—is in line with the city’s and region’s proportions. Charlottesville MSA have a median income 68% higher than Black Starr Hill+ has a substantially larger share of Black residents residents. The gap is starker in the city alone, where the white median Sources: ESRI estimates; U.S. Census Bureau; 2006 Starr Hill Small Area Plan than Starr Hill, the city or MSA. 52% of the Starr Hill+ population income is nearly 131% larger than for the Black population.120 identifies as Black or African American, compared to 20% for Starr Starr Hill’s population has a noticeably different age distribution from Poverty levels also reveal a racial divide. Interestingly, on this measure Hill, 18% for the city and 14% for the region (See Figure 17). other parts of the area, starting with a large contingent of seniors, with the city’s gap is smaller than the region’s. Nearly 30% of Black Source: U.S. Census Bureau 20% of residents over 65. The neighborhood also consists of a substantial Figure 17: Share of Population by Race, 2019 Charlottesville residents live below the poverty line, versus 22% of (Note: Resident locations are approximate, dispersed randomly within proportion of young and middle-aged adults (those aged 25 to 44), who whites. Across the MSA, those figures are 23% and 11%, respectively.121 Census blocks based on 2010 Census demographic data.) comprise nearly half of residents. Very few of those households appear to have children, with only 5% of the population under 18. Starr Hill+, in ECONOMIC ACTIVITIES Demographics119 contrast, does have a strong presence of families, with almost a quarter of the population aged 0 to 17, corresponding to proportionally more residents Key Takeaways: Estimates suggest that Starr Hill’s population, though small, • There is limited business activity within Starr Hill that aligns of parenting age (25 to 44) than the city and region. (See Figure 16). has risen notably in recent years, growing from 171 to 235 from with the regional priority industries/clusters. 2010 to 2019, a 37% increase. The Starr Hill+ area, with a current • Minority firm ownership tends to be in more locally serving population of 5,455, has grown at a slower rate than Starr Hill industries, potentially due in part to lower barriers of entry. alone, and at a pace more like the city and MSA (See Figure 15). • Starr Hill’s location within Charlottesville makes its land extremely valuable, which makes it challenging to afford the property 119 purchases that will allow for new, inclusive development. A note on this section’s metrics: Demographic and economic data from the U.S. Census Bureau are limited for Starr Hill due to its small size. The Census block group is the smallest geography for which most Census data is available. The census block group Starr Hill occupies also extends east to include much of downtown Charlottesville. Thus, the relevant block group data mingles Starr Hill’s statistics with a larger, noticeably different area. This issue also affects calculations for Starr Hill+, as that area includes Starr Hill along with adjacent areas, and thus faces the same challenges with Census block group data. Source: ESRI estimate A handful of third-party providers have developed methodologies to extrapolate Census data for geographies smaller than the block group, including in this case for Starr Hill. A review of several options determined ESRI was the most reliable source for this data. While ESRI’s methodology is sound, its accuracy is limited when sample sizes are small. This affects both small geographies and variables with more granular groupings of values. For this reason, Starr Hill values presented 120 here should be interpreted with care; Starr Hill+ values should be more accurate, and City and MSA values are the most reliable, as they are drawn directly from Census sources. Variables most likely to be accurate include population, age U. S. Census Bureau, “American FactFinder - Results,” accessed August 14, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_S0802&prodType=table. 121 distribution, race, poverty levels, and educational attainment. U. S. Census Bureau, “American FactFinder - Results,” accessed August 14, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_S0802&prodType=table. 29 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 30 Starr Hill, Starr Hill+ and Black Charlottesville at-large represent a • Open Bio Labs, an education space to expose K-12 The primary land asset for Starr Hill is the City Yard, 10 acres of city- The degree of financial resources required to purchase and develop these unique collection of assets—companies and workers in particular, students to biotechnology fundamentals and a small owned land in the middle of the neighborhood. A mixture of offices, properties presents risks that neighborhood development in the area will as well as the real estate in these communities. Unlocking their full shared lab space for independent research warehouses and equipment and vehicle parking, the parcel is considerably not occur inclusively and without displacement. The region’s wealth is value, which in turn will generate wealth and raise incomes, requires under-utilized relative to other development options. The city previously overwhelmingly concentrated with white residents, making it difficult for identifying the most productive linkages between these assets and Quality data for Charlottesville’s Black-owned firms and their sectors is explored the movement of operations to less prime real estate, but neighborhoods to marshal the resources needed to purchase and develop their strengths to the region’s leading economic opportunities. not available at a detailed, local level. The closest quantitative indicators that effort stalled in the mid-2000s. This SAP concept process presents properties. As Fifeville goes through its own SAP process, it is grappling are industry breakdowns of company ownership by race for Virginia another moment to consider alternative, higher value uses for the with the potential for development pressures to move in their direction, Regional Cluster Connections and General Business Activity overall. Though 19% of the state’s population is Black, only 4.4% of its property that drive community benefits and are aligned with Starr Hill’s with potential to price out current community members.126 There is a major companies are Black-owned.122 Those establishments employ less than vision. The second area of Starr Hill most attractive to redevelopment is need to find means and models for neighborhood residents, especially As detailed in the regional analysis, prior studies have identified the their share of Virginia’s workers, with 2.5% of the state workforce. the commercial strip between 4th Street and Ridge McIntire. The chain minorities, to own and drive the development in their communities. region’s primary ““industry sectors:” 1) Biomedical and Biotechnology, 2) retail on this block is out of character with the more niche, experience- Financial and Business Services, 3) Food and Beverage Manufacturing, 4) Across high-level industry classifications, the state’s Black-owned oriented local businesses that characterize the rest of the Downtown WORKFORCE Information Technology/Communications and 5) Light Manufacturing. firms are more prevalent in a handful of areas: (1) administrative and area. It is these kinds of establishments that have made the area’s retail In addition to these sectors of focus, the region’s economy is support and waste management and remediation, (2) educational performance resilient over the last several years, even with the rise of Key Takeaways: dominated by education, government and health services, in particular services, (3) health care and social assistance and (4) transportation online shopping and the expansion of retail offerings in Albemarle County.124 • Starr Hill is considerably well-educated, while Starr Hill+’s due to the dominant position of the University of Virginia. and warehousing.123 Of those, only transportation and warehousing residents have lower levels of educational attainment. has a degree of orientation to traded economic activities. Otherwise, A major obstacle to obtaining and redeveloping properties in this area • Disparities in occupational categories that have been observed Starr Hill’s local business activity consists largely of government minority-owned firms are most represented in local industries less likely is the generally high cost of property in Charlottesville. The city’s at a regional level are even more stark in Starr Hill+, with white agencies and food services, each comprising a third of employment to export their goods and services beyond the region. These patterns commercial and retail vacancy rates are considerably low, especially near residents in generally more high-skill positions and Black in the neighborhoods. The government presence is concentrated in may be a result of the relatively lower barriers to entry for business downtown, and though substantial new office supply is slated to come residents skewed much more toward low- and middle-skill jobs. the facility at the City Yard, home to facilities for the Department of starts in these fields and historic patterns of minority employment. on-line in the coming years, trends indicate it will be quickly absorbed by • Starr Hill and Starr Hill+ are optimally located for those who Public Works, the City Warehouse and the Department of Utilities. demand.125 Charlottesville is experiencing the same growth in demand for work downtown or on UVA Grounds, though many residents West Main Street’s storefronts are largely filled with locally owned Land Assets walkable, mixed-used downtown areas as other cities, as companies are work along Route 29, with limited transit access. dining establishments, while Ridge McIntire is home to chain Starr Hill’s prime location between UVA and Downtown Charlottesville increasingly opening or relocating operations near urban cores. Though restaurants in Wendy’s and McDonald’s. Miscellaneous retail and makes it an attractive area for potential development. While this presents City Yard is city-owned, redevelopment scenarios must still take into business services make up much of the rest of local jobs. opportunities to leverage the value of neighborhood properties, there account the considerable cost of relocating current facilities and services. The residents of Starr Hill, Starr Hill+ and the broader Black community, There is no substantial presence of companies in the neighborhood are also concerns from current residents regarding the nature of that Though not actively for sale, indications are that the Staples building on hold a wealth of skills and knowledge to be deployed in the marketplace. that align with the region’s priority growth sectors/clusters, with development and its effects on surrounding areas, both physically and Ridge McIntire and its parking lot might cost upwards of $15 million. Several questions uncover the degree to which this human capital is only a handful of companies in the tech or biotech fields: economically. Considerable high-end, multi-family residential construction being used to its fullest. What are the strongest skills and expertise These factors affect redevelopment scenarios for Starr Hill’s neighbors as has taken place further west on Main Street and has steadily marched of this workforce now? What are the leading opportunities to provide • Elder Research, a data science consultancy well. While there is underutilized commercial space on Cherry Avenue, in the direction of Starr Hill. It has even spilled into the neighborhood supplemental education and training to capture high growth job just south of Main Street, that could present intriguing development with 600 West Main. Additional signature developments on the periphery opportunities? How well is the existing workforce system connecting these • Hemo Sonic, producer of hemostasis analyzers (machines to options, local real estate experts anticipate that these properties will of the neighborhood—CODE on Water Street and the Dairy Central people to the best jobs, training offerings, educational programs, etc. assess patients’ blood coagulation levels in operating situations) also not sell easily or cheaply. Owners are generally content to hold Project on Preston Avenue—signal the appeal of the area for large properties near downtown, waiting for development to continue its spread investments that may continue to move closer, and into, Starr Hill. from the downtown core, in time presenting more lucrative deals. 124 HR&A Advisors, Inc., “City of Charlottesville Office and Retail Market Study,” August 6, 2018, https://www.charlottesville.org/home/showdocument?id=62563. 125 HR&A Advisors. 122 126 U.S. Census Bureau, “2016 Annual Survey of Entrepreneurs, Table SE1600CSA04,” accessed October 17, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ASE_2016_00CSA04&prodType=table. Emily Hays, “Can the Cherry Avenue Small Area Plan provide both investment and affordability for Fifeville?” Charlottesville Tomorrow, June 25, 2019, https://www.cvilletomorrow.org/articles/can-the-cherry-avenue-small-area-plan-provide- 123 U.S. Census Bureau, “2016 Annual Survey of Entrepreneurs, Table SE1600CSA.” both-investment-and-affordability-for-fifeville/. 31 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 32 Education Figure 19: Occupational Category by Race, Starr Hill+ (2017) COMMUNITY CHARACTERISTICS Tapestry” types have a more diverse, eclectic character, “No Place Like Home” neighborhoods are middle-income bedroom communities and so on. Identifying Levels of educational attainment are substantially higher in Starr Hill than Key Takeaways: neighborhoods that share a common typology draws connections between in Starr Hill+, the city or MSA. Approximately 70% of Starr Hill residents • Starr Hill+, like most of Charlottesville, is comprised of areas that share similar challenges, opportunities and likely trajectories for have an associate degree or higher, compared to 37% of Starr Hill+ residents residential areas that have mostly been steady in composition. change. Historical data can illustrate the patterns of change that neighborhoods and a little over 50% of city and MSA residents. The situation is reversed • There are some indicators of neighborhoods in and around Starr have tended to make from type to type, informing the leverage points that for Starr Hill+, as nearly half the Starr Hill+ population has a high school Hill+ slipping in recent years and becoming less stable. other neighborhoods can experiment with to affect similar change. diploma/GED or less, well above city and regional averages (see Figure 18). • The trends in demand for Starr Hill+ and neighborhood Figure 20: Summary of Main DNT Types communities have been strong and the area’s home values are Figure 18: Share of Population by Educational Attainment, 2019 catching up to other parts of the city. Type Name Description Type 1: Highest rates of poverty, crime, unemployment; lowest incomes The Truly Mostly single parents and children, seniors Complementing the ways in which Starr Hill and surrounding neighborhoods Disadvantaged Many vacant lots and housing units connect their assets to the broader economy—how they serve as “Communities of Opportunity”—is the role they play as a place for residents to live, and High rates of resident turnover, frequent moves Type 2: the packages of amenities that they offer that attract and keep people living Low home ownership rates, most housing units in Transient there—serving as “Communities of Choice.” Both of these roles are essential, apartments Underdeveloped and they reinforce each other. When a neighborhood is connecting residents Lower employment rate, educational attainment and businesses to the economy well, it is bringing in greater wealth and Mostly residential, limited business presence Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates Type 3: Stable supporting stronger ownership, which in turn will lead toward higher quality Stable populations, lower turnover, higher home ownership Low Income Job Access assets that make the neighborhood more compelling as a place to live. Struggle with unemployment, high foreclosure rates Mostly immigrant communities, often with Hispanic majority Type 4: Port of Part of the appeal of Starr Hill’s location is its proximity to some of Neighborhood Types and Trends Most residents born outside of U.S. Entry the largest employment centers of the city. Both downtown and UVA Larger business presence and diversity, higher employment rates are within walking distance of the neighborhood. Additionally, bus Even within Charlottesville’s fairly small footprint, there are distinct patterns and Most “eclectic,” racially diverse type variations in the types of neighborhoods present, the ways they’ve changed over Type 5: Urban service runs down the Main Street corridor on a regular basis, with CAT Highly educated, generally middle-income time and the patterns that those changes have taken. To supplement the rich on- Tapestry buses making stops every five to ten minutes during weekdays.127 Mostly residential with moderate business presence Source: ESRI estimates the-ground expertise of the project team, two data analytics have been employed Newer developments (less than 20 years old), recent in-movers These locational advantages play out in where residents work. Over here to further detail changes in Starr Hill and surrounding neighborhoods. Type 6: Coming As discussed above in the regional analysis, Black residents in Younger, well-educated population; few children a quarter of Starr Hill+ residents work in the Census tracts that Attractions Charlottesville are underrepresented in higher-skill occupations, with The DNT Neighborhood Typology (“DNT”) provides a cohesive framework that Very diverse business presence include downtown, West Main Street or the UVA and UVA Health greater proportions of the population in middle- and lower-skilled positions. provides a sophisticated shorthand for understanding diverse geographies.130 Most “suburban” feel; almost all residential, few businesses grounds.128 At the same time, another fifth of Starr Hill+ residents Type 7: No Place This is true for the Starr Hill+ area, and the disparities are even more stark DNT analyzes 23 variables that describe an area’s people, businesses and Population includes families and retirees aging in place work in tracts that consist almost entirely of the retail and services Like Home (see Figure 19). White residents in this area are nearly six times as likely to be land through a hierarchical clustering methodology. This methodology sorts Very stable population, longest tenures on Route 29. Transit access to this area is much more limited, in management, business, and science occupations (generally higher-skilled), Census block groups and assembles them with the other block groups to Type 8: Close, “Young professional” population; recent college grads, few kids presenting commuting challenges for the 23% of Starr Hill+ residents while Black residents are approximately two-and-a-half times as likely to which they are most similar. With these relationships established, groups Cool and Mostly renters of high-end apartments, moved in recently who do not own a car (double the rate for the city overall).129 hold middle- and lower-skilled jobs (with the exception of construction of neighborhoods with common traits emerge. With DNT, these groups Commercial High retail concentration and diversity of types and maintenance jobs, a small portion of residents’ jobs overall). have been broken up into one of 9 neighborhood types (see Figure 20) and Highest income type; average median of ~$100,000 Type 9: Fortune 127 “Real-Time Route Map,” Charlottesville Area Transit, accessed October 10, 2019, http://catpublic.etaspot.net. 33 sub-types. Each neighborhood type has a distinct identity—for example Population skews older, but still plenty of families 100 128 U.S. Census Bureau, “LEHD: OnTheMap,” accessed September 15, 2019, https://onthemap.ces.census.gov/ . “Port of Entry” neighborhoods are largely immigrant communities, “Urban Mostly expensive single-family homes, high ownership rates 129 U. S. Census Bureau, “American FactFinder - Results,” accessed August 14, 2019, https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_17_5YR_B25044&prodType=table. 130 See Weissbourd, Bodini and He, Dynamic Neighborhoods: New Tools for Community and Economic Development, Living Cities, 2009. Chapter VII outlines the structure of the typology and describes each of its types and sub-types in detail. 33 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 34 The pattern of DNT types in Charlottesville begins to reveal a more nuanced Figure 21: Charlottesville DNT Neighborhood Types by Census Block Group, 2010 Figure 23: Starr Hill+ and Vicinity Focus - DNT Transitions, 2010–2017 picture of its communities and how they have changed in recent years (see Figures 21 and 22 on the following pages). Over the seven-year period analyzed (2010 to 2017), the dominant type for the city’s neighborhoods was “No Place Like Home.” This reflects Charlottesville’s predominant character as a middle-income community with wide swaths of residential areas with little to no embedded retail or industrial uses. There are subtle shades of variation within the overall type, as sub-types reveal areas that appear to be on the higher end of the income spectrum close to the north end of downtown, with slightly more working class areas to the southwest and northeast sides of the city. There are also areas that reflect the student population that lives off-campus around UVA. This is the likely cause of several of the “Urban Tapestry” block groups that appear on the west end of town, especially those to the south of Grounds on Jefferson Avenue. Starr Hill’s type is impossible to parse out from the larger block group it sits within, which is identified as the “Downtown” DNT type—not a surprising result given this geography encompasses the Downtown Mall. More information is available for Starr Hill+ and the areas around it (see Figure 23). Types within Starr Hill+ have largely fluctuated among Source: RW Ventures analysis using Dynamic Neighborhood Taxonomy various bedroom community types, likely indicating changes in residents’ income while maintaining a largely residential character. This appears Figure 22: Charlottesville DNT Neighborhood Types by Census Block Group, 2017 to be the case with 10th and Page, moving from Stable Low Income to No Place Like Home suggests an increase in incomes while maintaining its residential composition. In Fifeville, the main transition appears along its eastern edge between 5th St. and 9th St. The move to Transient Source: RW Ventures analysis using Dynamic Neighborhood Taxonomy Underdeveloped indicates a drop in incomes and a more mobile, newer population. There is evidence of increased distress on the periphery of Starr Hill+, with several other Transient Underdeveloped types emerging in 2017 in Rose Hill, Ridge Street and the eastern portion of Venable. The changes there from Stable Low Income and Urban Tapestry neighborhoods also suggests lower incomes and less secure residents. Source: RW Ventures analysis using Dynamic Neighborhood Taxonomy 35 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 36 “Neighborhood Choice Areas” Figure 24: RSI Property Groupings and Draft Neighborhood Choice Areas Figure 25: Charlottesville RSI Trends by Neighborhood Choice Area, 1999–2018 Figure 26: Absolute RSI, Year-over-Year RSI Change (3-year average) and Estimated Median Housing Price, by Neighborhood Development Zone, 2015 Using DNT requires being bound by specific geographic lines for the sake of data collection and analysis, but neighborhoods in reality do not operate with such hard, clear borders. Their boundaries are fluid, with their character and composition flowing from block to block and melding into one another. Examining how neighborhoods may be structured in more organic patterns requires a more granular level of analysis, ideally getting down to a house-by-house assessment. Achieving this depth of analysis is possible through a sophisticated repeat sales index (RSI). This methodology utilizes housing sales data to calculate trends in overall demand for a neighborhood, while controlling for the value of the housing stock itself. For instance, if the same house—with no major modifications or upgrades made—sold for $200,000 in 2000 and $400,000 in 2019 (controlling for inflation), then one can surmise that the value placed on the house’s neighborhood has doubled. Advanced RSI methodologies show how these patterns of change in neighborhood value are reflected in each individual house, and then they group areas of common trends. These groupings identify areas with similar trends in how residents have Source: RW Ventures analysis using NeighborScope valued them, suggesting neighborhood definitions that span traditional Source: RW Ventures analysis using Dynamic Neighborhood Taxonomy, NeighborScope Source: RW Ventures analysis using NeighborScope boundaries. Observing these patterns can facilitate more informed In addition to the two decade RSI patterns and change, recent RSI targeting of relevant interventions, showing where adjacent areas might For the purposes of this analysis, the RSI patterns suggest that changes and home values themselves provide further color to the area’s be natural allies and can combine efforts to tap common opportunities. Starr Hill and the surrounding neighborhoods do share a relatively characteristics. The Central area has the lowest median home prices PRELIMINARY STRATEGIES AND INITIATIVES common pattern of demand from homebuyers. This is captured in of the five Neighborhood Choice Areas, though it does not trail the Applying this RSI methodology is a mixture of art and science. In addition to Ultimately, the point of this analysis must be to point to the strategies, the Neighborhood Choice Area labeled “Central,” which along with other areas on Charlottesville’s south side by much. Its average change looking at areas with similar trends in how their ascribed value has changed, programs, products and services that will better develop and connect the Starr Hill+ includes Ridge Street and the western edge of Belmont. over the last three years is also the highest in the city (see Figure 26). a neighborhood’s starting point must also be taken into consideration. assets of Starr Hill and Black Charlottesville to the leading opportunities With the exception of Rose Hill, this area captures the Census So, while home values in this part of Charlottesville still lag the rest of A neighborhood that tripled in value but started with a median home in the region’s economy. There is a great deal of interest and potential in block groups with the highest proportions of Black residents. the city slightly, they are catching up fast, suggesting an accelerated price of $100k is quite different from one with a 25% increase in the value the entrepreneurship and business ownership of Black Charlottesville’s perception of opportunity in the neighborhood by prospective buyers. buyers placed on it that began with a median home price of $500k. The Central area’s change in RSI over the last 20 years shows that its residents. Thus, three of the five primary strategies look to bolster the increase in value is the highest of the five preliminary Neighborhood Choice resources available to those businesses through facilities, financing and All that said, the application of the RSI to Charlottesville does seem at sector-based training on emerging industries. A fourth strategy focuses on Areas designed here. RSI change suggests that since 2000, the value of this first glance to suggest areas of similarity that cross neighborhood lines. providing the industry-specific skills training needed to fill roles in strong, areas itself has nearly tripled in the eyes of consumers (see Figure 25). Grouping areas with common RSI change patterns and breaking them growing portions of the regional economy. The fifth strategy, revolving into five groups results in the map in Figure 24. This map loosely defines a around deeper anchor institution engagement, crosses both the businesses set of five “Neighborhood Choice Areas.”. More work would be necessary and workforce development arenas. As a cohesive whole, these strategies to clarify whether and how these areas share similar characteristics and the potential initiatives underneath them can build upon the many and dynamics, including demographics, housing stock, incomes, etc. activities already underway and broaden the array of supports that can help Black Charlottesville find and seize more pathways back to the middle class. 37 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 38 The strategies emerging from this work are: • Deeper connection to, and programming with, tech more programming targeted to disconnected populations Regardless of how Charlottesville does grow, it is clear that minorities, sector incubation activities, aligning with the major (e.g., training for currently incarcerated individuals). especially Charlottesville’s Black community, are still working to be 1) CREATE A VISIBLE HUB FOR MINORITY BUSINESSES: Enable the investments in the area’s tech industry (e.g., CODE, UVA included in owning and driving that growth. The high-growth sectors that growth and development of minority small businesses by creating a School of Data Science) to grow minority participation, • Engagement of tech sector in industry-led workforce show some promise as nascent traded clusters—particularly biotech and physical hub for those companies and supporting greater activity by particularly in entrepreneurship and firm starts. consortium concept, applying an established best IT—suffer from limited minority business ownership and employment. existing minority business networks. Potential initiatives include: practice for private sector engagement in sector-specific With a highly educated workforce in general, the gaps in educational 4) DEEPEN ENGAGEMENT AND COORDINATION WITH ANCHOR workforce development efforts which can create a credentials that Black residents are coping with have an even greater • A Small Business Incubation Center and/or Accelerator INSTITUTIONS: Leverage the buying power and employment stronger pipeline of talent into tech jobs, including impact on job prospects. Several different organizations and government Program with some combination of flexible co-working opportunities of the area’s largest anchors—particularly UVA + traditional disconnected minority populations. agencies are working to remedy this situation but do so with limited space, along with business support services and UVA Health—to expand opportunities for small business growth resources and a lack of deep participation by the private sector. programming that is targeted to local entrepreneurs. and career advancement. Potential initiatives include: While these strategies aspire to truly move the needle on incomes, wealth and ownership, they are but necessary first steps. Ideally With all the assets and resources at Charlottesville’s disposal, there • New mixed commercial and residential development • Exploration of career pathway opportunities between they would be re-evaluated over time to assess how well they still is no reason why these issues cannot be satisfactorily resolved. One that will create a higher density mixed-use, live/work large contractors and anchors, strengthening and opening reflect economic conditions, and to confirm whether implementing avenue for affecting this change is through Starr Hill and the activities development with affordable and flexible housing and up new connections between national contractors (e.g., initiatives are generating the intended impacts. These strategies associated with the SAP. The SAP process has clarified the neighborhood’s business space, including opportunities for community Aramark) and the anchors they serve, building additional are also designed to be wholly complementary to the strategies and vision, particularly in relation to the major asset of City Yard. New commercial, service and entertainment businesses. career pathways for individuals working with (but not initiatives flowing into the SAP from other lines of inquiry. development on such a strategically located parcel has the potential to necessarily for) the region’s largest organizations. be transformative on a variety of levels—for Starr Hill, for its neighbors, 2) FILL SMALL BUSINESS FINANCING GAPS: Expand the menu CONCLUSIONS of financial products—both debt and equity—to bridge the divide for Black Charlottesville, and for the region overall. All of Charlottesville • Alignment of anchor procurement purchasing processes, between existing microloans and traditional bank products, facilitating In many ways and on many measures, Charlottesville is a thriving place. Its has a stake in the success of this plan, this neighborhood and the Black providing a single conduit through which local businesses greater small businesses growth. Potential initiatives include: population and its economy are growing by leaps and bounds. Its quality of community. As they unlock their full potential, the resulting growth— can identify procurement opportunities that may be spread life is well known and well regarded, attracting many new residents who are economically and culturally—will make Charlottesville a more dynamic city. across multiple organizational divisions, streamlining the • A visible Community Development Financial process of identifying and bidding on potential contracts. interested in the environment and way of life that it provides. With a wide Institution (CDFI) to provide entrepreneurs and The avenues back to the middle class for Black Charlottesville are beginning array of cultural and recreational options, Charlottesville has a lot to offer others with access to financial capital. to be unearthed. Stimulating entrepreneurship in the tech sector now • Capacity building programming for small businesses to those who can afford to move there and take advantage of its amenities. will lay the groundwork for deeper participation in that growing cluster. targeted to anchor procurement opportunities, identifying • A Strengthened Business Equity Fund, expanded in Sector-specific, industry-driven training in areas such as cybersecurity can the areas in which small businesses are most likely to find Of course, the complete picture is more complicated. There are wide size and scope through new funding sources, such as connect workers to growing fields with targeted, non-degree credentials. traction with anchors and growing their ability to compete for disparities by race and ethnicity in who is benefitting from this growth and foundation grants or PRIs, CRA financing from area banks, Certain more locally serving industries, such as construction and trades, contracts, in turn expanding their potential to sell products who is able to truly enjoy all that Charlottesville has to offer. In some ways, tax increments generated by Starr Hill development, etc. are experiencing changes in the workforce that suggest opportunities and services to additional local and national customers. Charlottesville is struggling to accommodate the attention it is receiving and the growth that is taking place. Limited space for new development and for newly trained workers armed with the in-demand certifications, and 3) SUPPORT FIRM START-UPS AND GROWTH FOR MINORITY 5) SCALE AND EXPAND INDUSTRY-FOCUSED WORKFORCE the ever-increasing demand for land close to downtown is pushing property for entrepreneurship that leverages the expertise of employees currently ENTREPRENEURS IN TARGETED INDUSTRIES: Grow minority DEVELOPMENT COLLABORATION AND PROGRAMS: Create prices through the roof, with spillover effects onto neighborhoods that in the industry. The importance of UVA to the regional economy will not entrepreneurship in the industries that are strongest within the opportunities for sector- and industry-targeted workforce development have traditionally been cut out of the benefits of city’s growth. The long- change anytime soon, and it still can be a vehicle to increase minority region, expanding opportunities for wealth creation beyond locally collaborations, offering a variety of skill-development and educational term prospects for the region’s overall growth are somewhat murky—with ownership and business growth, aided with more collaboration with serving goods and services. Potential initiatives include: programs to the community. Potential initiatives include: an economy dominated by a university anchor and largely supplemented small businesses to identify supply opportunities, assist businesses with • Entrepreneurship training and support for minorities with other non-traded activities, the regional economy is still weak in scaling and improving service quality, etc. These and other opportunities • Expanded training programming for construction and can deepen Black involvement in, leadership of, and gains from the in the trades, building a pipeline of minority-owned the traded sectors that have the greatest potential to generate economic skilled trade positions, responding to industry demand Charlottesville economy, and create a new vision for what Starr Hill and construction and skilled trades companies that grow opportunities for businesses and workers. Companies, just like residents, and aging workforce through larger program and class sizes Charlottesville can become as they continue to move forward together. from the existing, diverse workforce in this area. struggle with the high costs of space and the limitations on growth. 39 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 40 RESOURCE ASSESSMENT REPORT The Resource Assessment Report outlines the institutional, individual and financial resources that can be leveraged to support the implementation of the strategies identified as part of the community engagement and research activities of the Starr Hill Small Area Plan process. This report is divided into several sections: • The Strategies & Partners sections provide an overview of partners and champions that can support in driving initiatives forward; • The Financing and Resourcing Toolbox outlines the types of funding and financing opportunities that can be leveraged to implement the initiatives outlined in the Small Area Plan; • The City Yard Deep Dive discusses in further detail the resourcing and programming considerations for the proposed development on this property; • The Community Benefits & Return on Investment section provides recommendations and preliminary impact projections that can be derived from the implementation of the proposed initiatives. 30 October 2019 41 NHDC 41 HDC DC C | STARR TARR R HILL HILL LLL – SAP SAP CONCE CONCEP CONCEPTS ON N TS TS CONFIDENTIAL & PROPRIETARY 10.30.19 42 –Champions: LISC in partnership with New • Exploration of career pathway opportunities between large OPPORTUNITY STRATEGIES & PARTNERS Hill Development Corporation contractors and anchors, strengthening and opening up new connections between national contractors (e.g., Aramark) and the –Potential Collaborators: City & County Economic Development anchors they serve, building additional career pathways for individuals / Workforce Development, Community Investment working with (but not necessarily for) the region’s largest organizations. OPPORTUNITY 1 – STRATEGIES & PARTNERS –Potential Collaborators: Chamber of Commerce, Chamber Collaborative, Central Virginia Partnership for Economic Economic and Entrepreneurial Diversity Council, iLab/Catalyst, Covington Sports, Culinary Development, Charlottesville Community Area Foundation. –Champion: UVA Office of Economic Development Concepts AB, and Charlottesville Community Area Foundation. ORGANIZATIONS ENGAGED: City & County Economic Development Strategy III – SUPPORT FIRM START-UPS AND GROWTH FOR –Potential Collaborators: UVA Health System, Aramark, / Workforce Development et al., Chamber Diversity Council, Black • New mixed commercial and residential development that will create BLACK ENTREPRENEURS IN TARGETED INDUSTRIES: Grow UVA/Facilities Management, Sentara Martha Jefferson. Professional Network and trade business owners, Jefferson School a higher density mixed-use, live/work development with affordable black entrepreneurship in the industries that are strongest within Foundation, Community Investment Collaboration, University of Virginia, and flexible housing and business space, including opportunities for the region, expanding opportunities for wealth creation beyond • Alignment of anchor procurement purchasing processes, Piedmont Virginia Community College, Network2Work, Charlottesville- community commercial, service and entertainment businesses. locally serving goods and services. Potential initiatives include: providing a single conduit through which local businesses Albemarle Technical Education Center, iLab/Catalyst, WeCodeToo, Local can identify procurement opportunities that may be spread – Champions: New Hill Development Corporation • Entrepreneurship training and support for minorities in the trades, across multiple organizational divisions, streamlining the Initiative Support Corporation, Operation HOPE, LOCUS Impact Investing/ and Partner Developer in cooperation with the building a pipeline of Black-owned construction and skilled trades process of identifying and bidding on potential contracts. VCC, Fountain Fund, Charlottesville Business Innovation Council, Office of Community Redevelopment companies that grow from the existing, diverse workforce in this area. Charlottesville-Albemarle Technical Education Center, Charlottesville –Champion: New Hill Development Corporation Economic Development Authority, Central Virginia Partnership for – Potential Collaborators: area construction entities –Champions: Heritage United Builders and Network2Work Economic Development, Virginia Economic Development Partnership, and trade organizations such as Habitat for Humanity, –Potential Collaborators: UVA / Procurement, Economic Charlottesville Community Area Foundation, Center of Development Piedmont Housing Alliance, Blue Ridge Home Builders –Potential Collaborators: City & County Economic Development Development, Finance and Health; City & County Entrepreneurs, 100 Black Men, 100 Black Women, area construction Association, Lynx Ventures and area developers. / Workforce Development, Community Investment Economic Development / Workforce Development. entities and trade organizations such as Habitat for Humanity, Piedmont Collaborative, Blue Ridge Home Builders Association. Housing Alliance, Blue Ridge Home Builders Association, and other Strategy II – FILL SMALL BUSINESS FINANCING GAPS: Expand the • Capacity building programming for small businesses targeted to private sector developer-builders; Residents of Starr Hill, 10th & Page and menu of financial products—both debt and equity—to bridge the divide • Deeper connection to, and programming with, tech sector incubation anchor procurement opportunities, identifying the areas in which small other neighboring residential communities; Starr Hill area merchants between existing microloans and traditional bank products, facilitating activities, aligning with the major investments and private sector businesses are most likely to find traction with anchors and growing and local businesses; area banks; Aramark and CFA Institute. greater small businesses growth. Potential initiatives include: growth in the area’s tech industry (e.g., WillowTree, UVA School of Data their ability to compete for contracts, in turn expanding their potential Science) to grow Black participation, particularly in entrepreneurship to sell products and services to additional local and national customers. • A visible Community Development Financial Institution (CDFI) to and firm starts. Strategy I - CREATE A VISIBLE HUB FOR BLACK BUSINESSES: Enable provide entrepreneurs and others with access to financial capital. –Champion: New Hill Development Corporation the growth and development of Black small businesses by creating a –Champion: New Hill Development Corporation –Champions: LISC in partnership with New –Potential Collaborators: UVA / Procurement, Economic physical hub for those companies and supporting greater activity by Hill Development Corporation –Potential Collaborators: CODE, iLab/Catalyst, WeCodeToo, Development, Finance and Health; City & County Economic existing Black business networks. Potential initiatives include: Charlottesville Business Innovation Council, Willow Tree. Development / Workforce Development. • A Small Business Incubation Center and/or Accelerator Program with –Potential Collaborators: Community Investment Collaborative, Piedmont Housing Alliance, Operation Strategy IV – DEEPEN ENGAGEMENT AND COORDINATION WITH Strategy V – SCALE AND EXPAND INDUSTRY-FOCUSED WORKFORCE some combination of flexible co-working space, along with business HOPE, LOCUS Impact Investing/VCC. ANCHOR INSTITUTIONS: Leverage the buying power and employment DEVELOPMENT COLLABORATION AND PROGRAMS: Create support services and programming that is targeted to opportunities of the area’s largest anchors—in particular UVA, UVA Health, opportunities for sector- and industry-targeted workforce development local entrepreneurs. • A Strengthened Business Equity Fund, expanded in size Sentara, and City/County governments—to expand opportunities for small collaborations, offering a variety of skill-development and educational –Champions: Community Investment Collaborative and scope through new funding sources, such as foundation business growth and career advancement. Potential initiatives include: programs to the community. Potential initiatives include: and New Hill Development Corporation grants or PRIs, CRA financing from area banks, tax increments generated by Starr Hill development, etc. 43 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 44 • Expanded training programming for construction and skilled Habitat for Humanity, Piedmont Housing Alliance, Blue Ridge Home Strategy II – INCREASE PHYSICAL CONNECTIVITY BETWEEN Starr Hill area churches and small merchants; Jefferson trade positions, responding to industry demand and an aging Builders Association, and other private sector developer-builders. STARR HILL AND ADJACENT NEIGHBORHOODS: Develop clear, School Foundation and Jefferson School African-American workforce through larger program and class sizes, and more visible and safe pathways that strengthen connectivity between Heritage Center; 4th Street facing businesses and residents. programming targeted to disconnected populations (e.g., training Strategy I – SUSTAIN AND GROW STARR HILL’S RESIDENTIAL Starr Hill and adjacent residential and commercial areas, and that for currently incarcerated individuals). CORE: Establish affordable and market rate housing options, and home serve the needs of area residents. Potential initiatives include: • Transform Commerce Street between 4th and 6th Streets, re- ownership protections, within the existing residential neighborhood and establishing the vital connection between Starr Hill’s residential –Champion: New Hill Development Corporation on newly developed tracts in Starr Hill. Potential initiatives include: • Support the existing Rail-to-Trail conversion, specifically plans neighborhood, the Jefferson School and West Main Street. to create a green pedestrian throughway along the rail spur –Potential Collaborators: CATEC, Blue Ridge Home Builders • The construction of new, affordable, single family adjacent to City Yard and spanning across Preston Avenue. –Champion: Jefferson School Foundation Association, Piedmont Virginia Community College. homes, strengthening the border of the existing Starr Hill residential community along Brown Street. –Champions: New Hill Development Corporation –Potential Collaborators: Jefferson School African- • Engagement of growth sectors in industry-led workforce consortium in partnership with area residents American Heritage Center and Residents of Starr Hill. concept, applying an established best practice for private sector –Champions: New Hill Development engagement in sector-specific workforce development efforts, Corporation and Partner Developer –Potential Collaborators: Residents of Starr Hill, 10th & Page • Identify a location – such as the Amtrak lot on West Main creating a stronger pipeline of talent into tech and bio-tech jobs, and other neighboring residential communities; Piedmont Street – for a City-owned parking deck, relieving pressure on including from traditionally disconnected Black populations. –Potential Collaborators: CLIHC, Building Goodness Environmental Council; and City Departments of Economic Starr Hill’s residential community, and ensuring that adequate Foundation, Habitat for Humanity, Piedmont Housing Alliance. Development, Neighborhood Development Services, Public parking is mandated for new developments within Starr Hill. –Champion: New Hill Development Corporation Works, Police and Fire, Parks & Recs and Safe Routes to Schools. • Support the Anti-Displacement Tax Fund Program, and other –Champions: New Hill Development Corporation in –Potential Collaborators: Chamber of Commerce, strategies that support and encourage home ownership, maintaining • Reopen the tunnel connection between Starr Hill and 10th partnership with Starr Hill residents and churches UVA Economic Development, WillowTree, Castle the affordability of property ownership in Starr Hill and the & Page neighborhoods, strengthening the connectivity Hill Gaming, CFA Institute, NGIC, CODE, Central broader community. –Potential Collaborators: Residents of 10th & Page, Fifeville between the two neighborhoods with safe, pedestrian Virginia Partnership for Economic Development. and other neighboring residential communities; Starr Hill friendly access beneath the active rail line. –Champion: New Hill Development Corporation area small merchants; Jefferson School Foundation and OPPORTUNITY 2 – STRATEGIES & PARTNERS –Champions: New Hill Development Corporation Jefferson School African-American Heritage Center. Housing and Connectivity –Potential Collaborators: VHDA, Habitat for Humanity, in partnership with area residents Charlottesville Department of Economic Development, OPPORTUNITY 3 – STRATEGIES & PARTNERS ORGANIZATIONS ENGAGED: Residents of Starr Hill, 10th & Page and Neighborhood Services, City Planning Commission. –Potential Collaborators: Residents of Starr Hill, 10th & Page Placemaking, Culture and Legacy other neighboring residential communities; Starr Hill area churches and other neighboring residential communities; Jefferson and small merchants; Jefferson School Foundation and Jefferson School • New mixed commercial and residential development, that ORGANIZATIONS ENGAGED: City Departments of Economic Development, School Foundation and Jefferson School African-American African-American Heritage Center; Commerce Street facing businesses will create a higher density mixed-use and typology, live/ Neighborhood Development Services, Police and Fire, and Parks & Recs; Heritage Center Piedmont Environmental Council. and residents; Piedmont Environmental Council; City & County Economic work development with affordable and flexible housing Carver Recreation Center; Jefferson School African-American Heritage Development, Neighborhood Development Services, Public Works, Police and business space, including opportunities for community Center; Piedmont Environmental Council; Food and Garden Networks and and Fire, Parks & Recs and Safe Routes to Schools; Chamber Diversity commercial, service and entertainment businesses. Organizations; Community Gardens; Jefferson School Foundation; Residents Council, Black Professional Network and trade business owners, • Calm 4th Street between West Main Street and Preston of Starr Hill, 10th & Page and other neighboring residential communities; Starr –Champions: New Hill Development Corporation Avenue, promoting increased pedestrian access Hill area churches, merchants and businesses; Chamber Diversity Council; Community Investment Collaborative, University of Virginia, Charlottesville and Partner Developer in cooperation with the and safety across and along the corridor. Black Professional Network and trade business owners and artists; Center of Business Innovation Council, Charlottesville Economic Development Office of Community Redevelopment Development Entrepreneurs; community service and non-profit organizations; Authority, Central Virginia Partnership for Economic Development, Virginia –Champions: Jefferson School Foundation area culture entities and artists of arts and histories; youth-focused care Economic Development Partnership, Piedmont Virginia Community –Potential Collaborators: Habitat for Humanity, Piedmont in partnership with area residents and service organizations; nature, health and wellness organizations. College, Jefferson School Foundation, area construction entities and trade Housing Alliance, Community Investment Collaborative, organizations such as Main Street Merchant Association, Chamber of –Potential Collaborators: General Public; Residents of Starr Hill, Commerce, Chamber Diversity Council. 10th & Page and other neighboring residential communities; 45 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 46 Strategy I – Amplify JEFFERSON SCHOOL AS A CENTER and artists; Residents of Starr Hill, 10th & Page –Champion: Jefferson School Foundation –Potential Collaborators: New Hill Development FOR AFRICAN-AMERICAN PUBLIC LIFE: Work with the and neighboring residential communities. Corporation; Black Professional Network of business leadership of Jefferson School to grow its tenant community –Potential Collaborators: Community Gardens; Residents and artists; Residents of Starr Hill, 10th & Page and and continue to transform the historic building and surrounding • Establish outdoor performance spaces or an amphitheater for a of Starr Hill, 10th & Page and other neighboring residential other neighboring residential communities; Starr property as an actively programmed, public square for the mix of community based and impromptu events and engagements. communities; Piedmont Valley Environmental. Hill area churches, merchants and businesses. community of all ages. Potential initiatives include: –Champions: Jefferson School Foundation & Jefferson • Identify new opportunities to connect green spaces throughout • Utilize the inside of Jefferson School as a canvas to tell the • Strategically populate the indoor and outdoor spaces of the School African-American Heritage Center the neighborhood (e.g., the park, the Rail-to-Trail pathway), and story of the building and the broader Black Experience, and to Jefferson School with businesses, services and products that enhance spaces between buildings with art, plantings and benches. promote and introduce the community to more Black artists. –Potential Collaborators: Black Professional Network serve the African-American community on a wider spectrum trade businesses and artists; Residents of Starr Hill, 10th –Champions: New Hill Development Corporation –Champions: Jefferson School Foundation & Jefferson including education, economic, and social venues. & Page and neighboring residential communities. in partnership with Starr Hill residents School African-American Heritage Center –Champions: Jefferson School Foundation & Jefferson Strategy II – STRENGTHEN STARR HILL PARK AND OTHER PUBLIC –Potential Collaborators: Starr Hill Churches; Residents –Potential Collaborators: New Hill Development School African-American Heritage Center SPACES: Enhance Starr Hill Park with new landscaping and buffers, and of 10th&Page and other neighboring residential Corporation; Black Professional Network of business –Potential Collaborators: Starr Hill area residents community programming. Create new, flexible public spaces throughout communities; Jefferson School Foundation and and artists; Residents of Starr Hill, 10th & Page and and Black professionals & artists. the broader Starr Hill neighborhood to emphasize community, culture Jefferson School African-American Heritage Center. other neighboring residential communities; Starr and a sense of belonging for all ages. Potential initiatives include: Hill area churches, merchants and businesses. • Launch a monthly Food Truck Court, a gathering on the Jefferson • Create and install a neighborhood map in the park, and potentially School parking circle of food trucks and restaurant vendors • Reimagine Starr Hill Park with new landscaping to include other areas of the neighborhood, showing relationships and • Identify areas throughout the community that are of cultural with entertainment. plantings, benches, a playground and community garden plots. connections to other neighborhood green features and amenities. significance and establish art programs and installations in those spaces. –Champions: Jefferson School Foundation & Jefferson –Champions: New Hill Development Corporation –Champions: New Hill Development Corporation School African-American Heritage Center in partnership with Starr Hill residents in partnership with Starr Hill residents –Champions: Jefferson School Foundation & Jefferson School African-American Heritage Center –Potential Collaborators: Food Truck and Restaurant –Potential Collaborators: Residents of 10th & Page and other –Potential Collaborators: Starr Hill Churches and Vendors; Black Professional Network trade businesses neighboring residential communities; Starr Hill area churches. Merchants; Residents of 10th & Page and other neighboring –Potential Collaborators: New Hill Development and artists; Residents of Starr Hill, 10th & Page residential communities; Jefferson School Foundation and Corporation; Black Professional Network of business • Create pocket parks and other free, public places throughout Starr Hill Jefferson School African-American Heritage Center. and neighboring residential communities. and artists; Residents of Starr Hill, 10th&Page and to pause and invite community engagement, reflection and interaction. other neighboring residential communities; Starr • Host a monthly makers/artist vendors market along 4th Street Strategy III – PLACEMAKING AND LEGACY ART: Identify –Champion: New Hill Development Corporation Hill area churches, merchants and businesses. between Commerce Street and the Jefferson School driveway multiple spaces throughout the Starr Hill community (indoor featuring products and services from Black artists, and outdoor) for the installation of more art and placemaking –Potential Collaborators: Residents of Starr Hill, 10th & Page artisans and community organizations. artifacts that tell the stories of Charlottesville’s Black community and other neighboring residential communities; Starr Hill in a variety of forms for all ages. Potential initiatives include: area churches, merchants and businesses; Jefferson School –Champions: Jefferson School Foundation & Jefferson Foundation and JS African-American Heritage Center. • Enhancing streetscapes and building facades with murals and other School African-American Heritage Center art installations, both permanent and temporary or seasonal. • Transform surfaces on buildings and parking decks –Potential Collaborators: Vendor Market businesses, with green wall and rooftop garden opportunities. –Champions: Jefferson School Foundation & Jefferson Black Professional Network trade businesses School African-American Heritage Center 47 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 48 –Public Works: Provides funding for a broad range of support career and training services, as well as education and literacy FINANCING & RESOURCING TOOLBOX infrastructure or facilities that will help implement the growth strategies of the region. Past supported projects programs for adult job seekers. WIOA seeks to create alignment of workforce strategies and programs within each state, breaking include workforce training facilities, science and research down silos and coordinating services in compliance with Unified parks, incubators and accelerators, and more. https://www. of Combined State Plans. This coordination can be cumbersome, The toolbox below provides an overview of the funding sources, City’s 25% required match, and $28,379 in program income. The CDBG/ eda.gov/pdf/about/Public-Works-Program-1-Pager.pdf requiring long-term state-level planning efforts and diligent work financing tools and incentive techniques that can be leveraged HOME Task Force recommended funding to programs that support by local agencies to ensure program alignment with state systems, to implement the strategies outlined in the Small Area Plan. homeowner rehabilitation for FY 2019-2020. https://www.hud.gov/ –Regional Innovation Strategies: A two-pronged program that along with collaboration with other agencies, organizations, and A combination of public and private sources will need to be program_offices/comm_planning/affordablehousing/programs/home/ includes the i6 Challenge for innovation and entrepreneurship employers across the workforce system. Locally, the WIOA allocations considered to support the implementation of strategies. centers focused on research commercialization, and • EPA Brownfields Grants: The EPA provides a variety of grants that applied to Charlottesville are managed by Virginia Career the Seed Fund Support Program for TA in developing Works—Piedmont Region, and training services are provided by I. PUBLIC FINANCING – FEDERAL to address different steps in the brownfield development “equity-based, cluster-focused seed funds” that go toward Goodwill Industries of the Valleys; current funding allocations Community development & housing process: assessing and inventorying sites, loan capitalization to high-growth startups. https://www.eda.gov/oie/ris/ are relatively small, leaving limited opportunities for expansion of fund cleanup, environmental-related job training for residents • Low Incoming Housing Tax Credits (LIHTC): An indirect Federal affected by brownfield sites, regional research and planning for services with these dollars. https://www.doleta.gov/Performance/ • Small Business Administration (SBA) programs: The SBA supports small subsidy used to finance the development of affordable rental housing broad revitalization strategies and technical assistance. https:// Results/AnnualReports/PY2017/reports/VA/VA%20Title%20I.pdf business development through funding and technical assistance programs. for low-income households. Investors receive a dollar-for-dollar www.epa.gov/brownfields/types-brownfields-grant-funding credit against their Federal tax liability each year over a period of 10 –SBIR/STTR: Two related programs focused on stimulating Placemaking years. The LIHTC program is administered in Virginia by the Virginia Economic development greater innovation and commercialization of research Housing Development Authority (VHDA). Of the 2019-2020 LIHTC into new products and processes. Funding can support • National Park Service grants: The National Park Service Community • Community Economic Development (CED) Program: A federal initial R&D work, provided its commercial potential Assistance in Conservation and Recreation Grants provide funding for Qualified Allocation Plan in Virginia, 15% was allocated to the Non- grant program funding Community Development Corporations that is sufficiently demonstrated, and further phases of conservation and park-based projects, including those that promote profit Pool, 15% to the New Construction Pool, and 9.2% was allocated address the economic needs of low-income individuals and families funding can go toward commercialization actions. healthy parks, and those that develop and improve connections to to the Northwest / North Central Virginia Area Pool. https://www. through the creation of sustainable business development and Awards go explicitly to for-profit firms, though STTR parks and greenways within urban areas. Applications are accepted vhda.com/BusinessPartners/MFDevelopers/LIHTCProgram/ employment opportunities. CED funds can be used toward a has a requirement that the awardee partner with a non- from state and local agencies, tribes, non-profit organizations, and • Community Development Block Grant (CDBG) program: CDBG variety of projects, including start-up or business expansion profit research institution. https://www.sbir.gov/about community citizen groups. https://www.nps.gov/orgs/rtca/apply.htm provides communities with resources to address a wide range of activities, provided the expenditures create positions that can be community development needs, including affordable housing, filled by individuals with low incomes. CED projects are expected –SBA-guaranteed loans: The SBA does not lend directly, • Transportation Alternatives grants: The Transportation Alternatives workforce training, and job creation through the expansion and to actively recruit low-income individuals to fill the newly created but rather works with other lenders and facilitates their program is intended to make biking and walking safer and more retention of businesses. FY 2019-2020 CDBG funding for the City positions, to assist those individuals in successfully holding those access to capital, leading to good rates for borrowers. These convenient by funding a wide range of projects that support of Charlottesville has been set aside for Economic Development jobs and ensure that the businesses and jobs created remain viable. loans are meant for companies that have exhausted all transportation enhancements, including pedestrian and bicycle Activities. The CDBG program total has an estimated $395,052.82 Business incubators and shopping centers can be funded as part other loan options, and that have basic business resources facilities, recreational trails, community improvement activities for the 2019-2020 program year. https://www.hud.gov/program_ of this program. https://www.acf.hhs.gov/ocs/programs/ced in place (business plan, financial projections, collateral, including vegetation management, and rails to trails. States offices/comm_planning/communitydevelopment/programs etc.). https://www.sba.gov/funding-programs/loans administer funds through a grant program; in Virginia this funding • Economic Development Administration (EDA) programs: The EDA is managed by VDOT through their Local Assistance Division. • HOME Investment Partnership Program: Formula grants to States manages several different grant programs that all must apply to • Workforce Innovation and Opportunity Act Funds (WIOA): WIOA http://www.virginiadot.org/business/prenhancegrants.asp and localities that communities use in partnership with local “distressed communities,” which the EDA defines as “cohesive area[s] is designed to help job seekers access employment, education, nonprofit groups-to fund a wide range of activities that build, buy, capable of undertaking self-sustained economic development,” whose training, and support services to succeed in the labor market and to and / or rehabilitate affordable housing for rent or homeownership unemployment rate is at least one point higher than the national match employers with workers. WIOA funds are administered by the or provide direct rental assistance. The City’s HOME total for 2019- figure or whose per capita income is 80% of the national average. Department of Labor through formula grants to states. These grants 2020 consists of an estimated $73,603, in addition to $18,400.75 for the 49 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 50 II. PUBLIC FINANCING – STATE & REGIONAL dollar direct loans that do not require bank participation. https:// III. PUBLIC FINANCING – CHARLOTTESVILLE (CRA) requirements incentivize banks to provide capital with favorable Housing www.sbsd.virginia.gov/virginia-small-business-financing-authority/ terms to qualified affordable housing projects. CRA-motivated bank • Charlottesville Affordable Housing Fund (CAHF): The primary investments may include LIHTC investments, preferred equity and • Virginia Housing Development Authority (VHDA): VHDA • Go Virginia Region 9 Grants: The Central Virginia Partnership for purpose of the CAHF is to provide financial resources to address mezzanine financing, and direct lending, including construction provides loans for construction, acquisition/rehabilitation Economic Development now manages the funding and implementation the affordable housing needs of individuals and families who live or and permanent loans. Rates on lending products are usually prime and refinancing of rental properties and mixed-use properties, of initiatives aligned with the Region 9 Growth and Diversification Plan. work in the City by promoting, preserving and producing quality, or LIBOR based and often carry a below-market-rate of interest. including tax-exempt bond financing and taxable bond financing. Grant funding is available on a rolling basis for projects that focus on long-term affordable housing options; providing housing related VHDA financing can support mixed-income and mixed-use with identified target industries (e.g., Financial and Business Services, Food services to low-income and moderate-income households; and • Community Development Financial Institutions (CDFIs): Not all mixed-income properties. VHDA’s Workforce Housing program, and Beverage Manufacturing) and that support talent development; providing support for non-profit and for profit organizations that banks want to, or have the ability to, provide direct commercial which provides financing for mixed-income and mixed-use growing existing businesses; facilitating startups, innovation and actively address the affordable housing needs of low- and moderate- real estate project exposure as part of the CRA mandate. A bank developments, requires that a percentage of units must be reserved commercialization of research; or targeted site development. https:// income households. CAHF funds can be used for development, may lend to CDFIs and other intermediaries, which are specialized for residents whose annual income does not exceed certain limits. www.centralvirginia.org/about-the-partnership/go-virginia/ predevelopment, construction (including affordable and mixed-income). financial institutions with a primary mission to promote community https://www.vhda.com/Programs/Pages/Programs.aspx The 2020 Capital Improvement Program appropriation to the fund and economic development by providing financial products to • Virginia Brownfields Restoration and Economic Redevelopment communities underserved by traditional financial institutions. A is $800K, though the application process for 2020 funding awards • Virginia Housing Trust Fund (HTF): The Virginia HTF was established Assistance Fund (VBAF): VBAF provides grants or loans to local CDFI, in turn, makes loans and investments in the bank’s identified has already closed. https://www.charlottesville.org/departments- in 2013 with an initial budget of $7 million. At least 80 percent of the governments to promote restoration and redevelopment of brownfield geographic footprint. CDFIs may utilize a range of financing vehicles and-services/departments-h-z/neighborhood-development-services/ money from the Fund is allocated to providing flexible financing sites and to address environmental problems or obstacles to reuse across asset classes, including direct loans, equity investments, housing-grants/charlottesville-affordable-housing-fund for low-interest loans through eligible organizations. Loans are so that these sites can be effectively marketed to new economic loan guarantees, and recoverable grants. Certified CDFIs that serve provided for: a) affordable rental housing, including new construction, development prospects. https://www.vedp.org/brownfields • Charlottesville Economic Development Authority (CEDA): The geographies in the Virginia market include Virginia Community Capital, rehabilitation, repair, or acquisition of housing to assist low or moderate Charlottesville Economic Development Authority promotes economic Piedmont Housing Alliance, Capital Impact Partners and LISC. Arts & culture development in the city, in pursuit of a broader tax base and more income citizens, as well as land and land improvements; b) down payment and closing cost assistance for homebuyers; and, c) short, • The Virginia Commission for the Arts: The Virginia Commission for jobs. CEDA provides tax-exempt financing for manufacturers and V. PHILANTHROPY – FOUNDATION, medium and long term loans to reduce the cost of homeownership the Arts builds and strengthens the state’s cultural infrastructure charitable organizations by leveraging its bonding authority. It also PRIVATE SECTOR & INDIVIDUALS and rental housing. Funds for the production and preservation has the ability to develop private sector partnerships to acquire, National foundations & charities by supporting Virginia’s individual artists, arts entrepreneurs, of affordable rental and homebuyer housing are administered own, lease and dispose of property, providing there is an economic businesses and institutions. Project grants are provided to facilitate through the Affordable and Special Needs Housing (ASNH) Program. development objective. Programs supported by the CEDA include Foundations distribute grants and make investments (PRIs, loan new and innovative projects or services that engage the community https://www.dhcd.virginia.gov/virginia-housing-trust-fund CVille Match, a new program that provides matching grants up to guarantees, recoverable grants, etc.) out of foundation endowments and that have the potential to advance cultural presence, awareness $25,000 to advance commercialization efforts of local companies based on issue area priorities. A few select grant opportunities relevant and connections. General operating support grants are provided Economic development and help local companies create new jobs in traded sectors. https:// to initiatives presented in the Small Area Plan are outlined below. to assist organizations of artistic merit in fulfilling their missions www.charlottesville.org/departments-and-services/departments- • Virginia Small Business Financing Authority (VSBFA): An entity by providing funds to maintain their stability and encourage • Kresge Foundation’s place-based initiatives support Creative a-g/economic-development/economic-development-authority backed by the State of Virginia, VSBFA offers financing to businesses, their advancement. http://www.arts.virginia.gov/grants.html Placemaking practitioners that work in disinvested communities localities and Economic Development Authorities to support fixed IV. FINANCIAL INSTITUTIONS – BANKS & CDFIS and seek to improve the bedrock conditions of low-income • Virginia Humanities: As the state humanities council, asset purchases (e.g., land, buildings, and equipment). Many of VSBFA’s people. https://kresge.org/programs/arts-culture/increase- Virginia Humanities provides financial assistance to support loans are intended to be used in conjunction with bank and other • Banks and CRA-motivated lending: Due to their availability, market- creative-capacity-shape-healthier-neighborhoods individuals and communities in their efforts to understand financing. VSBFA’s offerings include loans designed to: a) fill gaps rate loans are widely used in affordable housing development projects the past, confront important issues in the present, and shape a • Knight Foundation’s public spaces focus area provides between bank loans and private equity; b) provide credit enhancement and home purchase programs. This capital is utilized in conjunction promising future. The organization provides grants, typically grants to support the creation of public spaces that facilitate to banks that are lending to businesses and non-profits; and c) provide with concessionary financing, such as below-market-rate loans, up to $10,000, to nonprofit organizations seeking to develop community connection and civic engagement. https:// bond financing to benefit non-profit businesses. VSBFA’s SWaM (Small, deferred payment loans and grants. Community Reinvestment Act public humanities programs for local audiences. https://www. knightfoundation.org/challenges/public-spaces-fellowship Women- and Minority-owned businesses) loan fund provides small virginiahumanities.org/programs/#Grants%20&%20Fellowships 51 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 52 • Ford Foundation’s Just Cities and Regions program focuses • Southwest Airlines and Project for Public Spaces: The Heart of • State Farm Foundation: State Farm’s charitable giving includes social networks, in-kind donations, volunteer time, advocacy—from on preserving and increasing the supply of affordable housing, the Community program, launched through a partnership between community development grants distributed to nonprofits that work within the neighborhood by providing coaching to individuals on and its Creativity and Free Expression program supports Southwest Airlines and the Project for Public Spaces, was developed to in areas such as affordable housing, neighborhood revitalization, job crowdfunding strategies alongside a platform that allows individuals to artist-driven projects and organizations that include deep support and activate public spaces in the hearts of cities. The program training and small business development. Grant amounts begin at advertise their ideas. https://www.ioby.org/about/howwework and meaningful engagement with communities. https:// provides grants to communities across the US to help them bring new $5,000. https://www.statefarm.com/about-us/community-involvement/ www.fordfoundation.org/work/challenging-inequality/ life to their public spaces, and encourage activation, participation and community-grants • Patronicity: A civic crowdfunding platform that brings together local volunteerism in public spaces to benefit local communities. citizens and sponsors to support initiatives in their communities, Local & community foundations http://www.pps.org/heart-of-the-community/ Impact investors & crowdfunding platforms Patronicity works with organizations, with grant dollars, to support “crowdgranting”. Patronicity works with project creators over the • Charlottesville Area Community Foundation: The local community • Wells Fargo: As part of its strategy of investing in community impact, • Donor Advised Funds: Individuals, including high net worth phone, by email or in-person to help them develop their campaigns and foundation offers a range of funding opportunities through its the Wells Fargo Foundation focuses its philanthropic giving on housing individuals, can be collectively brought in as investors in social provides support through the entire crowdfunding process. https:// discretionary grant programs and donor-directed funds. The affordability, small business growth and financial health. Wells Fargo impact-focused projects through investment pools administered www.patronicity.com/ Foundation is focused on maintaining a vibrant and strong offers a number of state based grants for community revitalization, by intermediaries, foundations and/or Donor Advised Fund (DAF) Charlottesville community, and specific priority areas include with funding varying by state. Wells Fargo has supported multiple sponsors. Individuals may express interest in either place-based Issue-specific foundations – arts & culture equity, advancing and promoting small businesses, helping projects and organizations in Charlottesville, including the Thomas strategies or issue-specific strategies like small business supports, returning citizens, and telling aspects of the city’s collective affordable housing projects or creative placemaking initiatives. • National Endowment for the Arts (NEA): A public agency dedicated to Jefferson Community Land Trust (affordable housing) and Literacy history https://www.cacfonline.org/grants/opportunities Geographic- or issue-specific impact funds can pool grant and supporting excellence in the arts, NEA provides grants for organizations Volunteers of Charlottesville-Albemarle (job training). https://www. investment capital from a set of individual donor-investors by inviting supporting arts projects, including arts education, dance, design and wellsfargo.com/about/corporate-responsibility/community-giving/ • UVA Foundation: Initially created to help UVA execute a program interested individuals to contribute through their DAFs or through the visuals arts. Relevant grant opportunities are outlined below. https:// of real estate acquisition, development and use, the UVA foundation • National Association of REALTORS (NAR): NAR is America’s largest purchase of promissory notes. Place-based impact investing initiatives www.arts.gov/grants owns and manages nearly 5,200 acres of land on behalf of trade association, representing 1.3 million members involved in all that have sourced capital from individual investors in this way, such the University of Virginia. A recent advisory panel developed –Art Works supports the creation of art that meets the aspects of the residential and commercial real estate industries. NAR’s as Benefit Chicago, the Denver Foundation’s Impact Investing Fund, recommendations to reinforce UVA Foundation’s strategic goals highest standards of excellence, public engagement with Placemaking Micro-Grant is available to REALTOR associations to help and the GoATL Fund in Atlanta, are often managed by community by aligning them with UVA’s new 2030 Strategic Plan. Among its diverse and excellent art, lifelong learning in the arts, and the them plan, organize, implement and maintain placemaking activities foundations and invest fund capital in intermediaries to enable them to recommendations, the panel suggested that UVA Foundation strengthening of communities through the arts. Matching in their communities, helping communities build better public spaces. deploy capital effectively. consider opportunities to leverage its spending power to create grants generally range from $10,000 to $100,000. A minimum There are two levels of funding: Level 1 awards up to $1,500 for projects wealth for traditionally disadvantaged communities through a • Kiva: Kiva is a 501(c)(3) non-profit organization that allows people to cost share/match equal to the grant amount is required. that renew and revitalize existing public spaces; Level 2 awards up supplier diversity program. https://americas.uli.org/advisory- to $3,000 for projects that create new public spaces. http://www. lend money via the internet to low-income entrepreneurs and students –Creativity Connects provides pilot grants to support service-panels/uvaf-charlottesville-va-advisory-service-panel/ realtoractioncenter.com/for-associations/smartgrowth/placemaking/ in over 80 countries. Kiva’s mission is “to expand financial access to partnerships between arts organizations and organizations placemaking-micro-grant.html help underserved communities thrive.” LISC has partnered with Kiva from non-arts sectors that include, but are not limited to, Private sector & corporate foundations to set up a one-to-one match fund that helps business owners in LISC business, education, environment, faith, finance, food, health, • JP Morgan Chase Foundation: The JP Morgan Chase Foundation geographies reach their crowdfunding goal in less time than the process • Dominion Energy Charitable Foundation: Among the Foundation’s law, science, and technology. focuses on supporting access to opportunity and supporting individuals normally takes. https://www.kiva.org/ grantmaking focus areas are housing, shelter and community vitality. move up the economic ladder. These priorities are executed through –Challenge America supports projects that extend the reach The Foundation distributes grants to foster an appreciation of diversity, several funding programs, which the Foundation provides through • IOBY: An online crowd-resourcing platform, ioby helps neighbors of the arts to underserved populations. Matching grants are revitalize neighborhoods and ensure vibrant community life through CDFIs and other intermediaries: the Small Business Expansion Program grow and implement great ideas through their “crowd-resourcing” for $10,000. A minimum cost share/match equal to the grant support of cultural endeavors. In 2018, Dominion Energy also awarded targets underserved entrepreneurs and supports job training programs, (crowdfunding + resource organizing) platform. ioby’s platform amount is required. $50,000 in grants to community-based arts organizations through its and the PRO Neighborhoods initiative supports locally driven gives any individual the ability to organize all kinds of capital—cash, ArtStars Awards Program. https://www.dominionenergy.com/company/ community revitalization initiatives. https://www.jpmorganchase.com/ community/dominion-energy-charitable-foundation corporate/Corporate-Responsibility/corporate-responsibility.htm 53 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 54 –Our Town supports 1) Arts engagement, cultural planning, • Mid Atlantic Arts Foundation (MAAF): MAAF celebrates, promotes of up to $10,000 to individuals in the Church Hill neighborhood • Comprehensive Affordable Housing Strategy (that may include and design projects that represent the distinct character and supports the richness and diversity of the region’s arts resources of Richmond who are looking to expand or start a business. but is not limited to density bonuses): The City of Charlottesville, and quality of their communities and are developed through and works to increase access to the arts and cultures of the region in partnership with the Housing Advisory Committee (HAC) and a partnership between a nonprofit organization and a and the world. The Foundation provides 300 grants each year, • Private sector employer anchors: A growing set of corporations are resident advocates, is enlisting the services of an outside consultant local government entity, with one of the partners being a including grants to artists, organizations and cross-sector arts beginning to realize that it is actually good for business to be engaged to develop a comprehensive affordable housing strategy for the City. cultural organization; matching grants range from $25,000 to partnerships. The Foundation serves the states and territories of in community development, beyond Corporate Social Responsibility The overall goals of the affordable housing strategy are to 1) identify $200,000; and 2) projects that build knowledge about creative Delaware, the District of Columbia, Maryland, New Jersey, New (CSR) and charity work and are putting dollars into deep investment specific programs and services that promote and establish targets placemaking: available to arts and design service organizations York, Pennsylvania, the US Virgin Islands, Virginia, and West in the communities around them. Prudential, for example, has for affordable housing unit production and preservation based on that provide technical assistance to those doing place-based Virginia. https://www.midatlanticarts.org/grants-programs/ committed $1 billion to Newark, where is has been headquartered household income, 2) identify specific regulatory (inclusive of zoning work. Matching grants range from $25,000 to $100,000 since its inception. Prudential’s commitment to spread economic codes) and planning tools and developer incentives to support and • Levitt Foundation: Passionate about reinvigorating America’s and social opportunity across the city has included investments encourage the provision of new affordable housing units within • Andy Warhol Foundation for the Visual Arts: The Foundation’s public spaces through creative placemaking and creating in infrastructure, arts, small business supports and education. the City (that may include but not be limited to making density objective is to foster innovative artistic expression and the creative opportunities for everyone to experience the performing arts, the bonuses conditional upon the provision of affordable dwelling units process by encouraging and supporting cultural organizations that Levitt Foundation provides $25,000 annual matching grants to VII. Zoning & regulatory tools on-site), and 3) identify specific financial and budgetary tools (that directly or indirectly support artists and their work. Grants are made 15 nonprofits operating in small to mid-sized towns and cities to • Equity Zoning Overlay: Overlay zoning districts are created to may include but not be limited to establishing tax increment finance for scholarly exhibitions at museums, curatorial research, visual arts activate neglected public spaces through the Levitt AMP Music promote certain types of development in an area. New zoning (TIF) districts or synthetic TIF districts) that would ensure equitable programming at artist-centered organizations, artist residencies and Series. Reflecting the Foundation’s ethos that all Levitt projects provisions are adopted that apply in the district in addition to the development throughout the City’s neighborhoods. EXCLUSION: commissions, arts writing, and efforts to promote the health, welfare are community-driven, each year finalists are selected through an provisions of the already-existing zoning ordinance. In the Starr Hill Height bonuses (beyond height recommendations herein) are not and first amendment rights of artists. https://warholfoundation.org/ online public voting process. http://www.levitt.org/how_we_do_it area, the Equity Zone Overlay would view all aspects of development supported as they would be in opposition to the vision and guiding grant/overview.html through an equity lens to ensure everything from the construction principles of the Starr Hill community and the small area plan. VI. Anchor institutions selection process for general and sub-contracting, procurement, • Creative Capital: A national organization supporting visual artists • University and hospital anchors: Hospitals, universities and other housing options, to the workforce all meet minimums standards who are pursuing innovative approaches to form and/or content in large public institutions can provide impact capital from their as prescribed by portions of the community benefits agreement. the visual, performing, and media arts. The Creative Capital Award endowments or investment funds through PRIs or other impact supports artists with up to $50,000 in project funding, advisory • District-based financing / Tax Increment Financing: A budgetary investment vehicles. Anchors are typically interested in seeding or services, career advancement resources, and national networking and financial tool used to finance redevelopment projects or supporting capital pools that further their unique needs alongside opportunities valued at $50,000, for a total commitment of up to other investments using the anticipation of future tax revenue a shared value strategy developed with surrounding communities. $100,000 per project. Creative Capital works closely with its funded resulting from new development. Rising property values lead to an Small business investment is a popular area of interest for anchors, artists to provide audience development, marketing and other forms increase in actual property tax receipts above a base of revenues, who can provide grants or loans to small businesses to create living of assistance tailored to individual projects. In return, artists share a calculated before development investments occur. While the base wage jobs or ownership opportunities in targeted geographies. portion of the proceeds with Creative Capital, thus enabling the fund amount of property tax revenue continues to fund city services, For example, Northeastern University’s Impact Lending program, to support more artists in the future. https://creative-capital.org/ the increase in tax revenue is used to either pay the debt service on developed in conjunction with LISC, established a small business lending platform for women- and minority- owned businesses in low- bonds, or if it is a synthetic tax increment finance (TIF) district, a • Gottlieb Foundation: A non-profit corporation established to award to moderate-income neighborhoods surrounding the university. As certain percentage of the increase in tax revenue can be captured financial aid to painters, sculptors, and printmakers. The Foundation capacity builders, anchors can partner with local nonprofit institutions as city revenue that is then dedicated and allocated toward other does not support institutions or organizations, research, students, and community-based organizations to support technical assistance projects or programs that have direct community benefit. or projects. https://www.gottliebfoundation.org/apply-for-a-grant provision to local small businesses. Bon Secours, for example, has provided $500,000 in grant funding to LISC to deploy in grants 55 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 56 The Small Area Plan further proposes the addition of new, affordable, a steady and reliable stream of income to sustain a mortgage payment and CITY YARD DEEP DIVE single family homes along Brown Street (Focus Area 2), designed to strengthen the integrity of the existing residential neighborhood. manage home maintenance, and savings or other funds necessary to cover a down payment and closing costs. In addition to New Hill’s existing financial Production of single family housing will require predevelopment, coaching program, local and regional banks may provide homeownership construction and permanent financing, which can be procured from some counseling and down payment assistance programs to support this single The Small Area Plan envisions a transformed City Yard with a significant to develop new space, networking, financing, and mentoring assets that combination of financial institutions, a CDFI or other private sources. VHTF family housing program. Providing the option for accessory dwelling units mixed-use, commercial and residential development (Focus Area 1). This are geared to Black business owners. In terms of workforce development, and CRA-motivated capital should be sought, in tandem with market-rate will open up the possibility for homeowners to build wealth by creating development will include affordable and flexible housing and business expanding demand for skilled workers is evident in several sectors, financing, to support affordability goals. In order to attract predevelopment a stream of rental revenue, while also maintaining neighborhood scale. space, including opportunities for community commercial, service and including construction and trades, tech, and biotech. Adequately preparing and construction lenders to finance the project, permanent financing entertainment businesses. Such a development will require predevelopment, the workforce for these emerging opportunities requires targeted, industry- (home mortgages) could be provided through Agency debt (Fannie Mae, In many markets, Lease to Own strategies have proven successful in construction and permanent financing, which can be procured from some specific job training that is deeply informed by private sector companies’ Freddie Mac or FHA) as a trusted source of take-out financing for the earlier helping individuals who are not able to meet mortgage requirements combination of financial institutions, a CDFI or other private sources. reported needs in relevant skills and credentials. Creating and expanding development phases. As the average home cost in this high-cost market obtain homeownership. Such a model, in which a lease is combined VHDA, VHTF, CRA-motivated capital (e.g., LIHTC equity investments, below- the necessary training resources will position Black workers to successfully is upwards of $430,000.00, gap financing will also be required to build with an option to purchase a property within a specified period of market-rate loans, preferred equity and mezzanine financing), and other compete for current and future job openings in high-growth industries. homeownership opportunities affordable to households at 50-80% of AMI. time, should be considered for this single family development. low-cost capital from local or regional banks should be sought. This capital, procured in tandem with market-rate financing, will support affordability These operations will likely require a degree of subsidy to support setup Moving renter households toward homeownership requires significant goals. To fully achieve affordability goals, however, gap financing will also costs, including the acquisition of necessary equipment, from basic IT investment in income and wealth building strategies. First time homebuyers be required, as conventional debt and equity financing is not likely to meet to specialized tech or machinery to facilitate industry-specific services need three things: good credit (including a low enough debt-to-income ratio), demand for units affordable to families below 100% of AMI. The size of the (e.g., tools and materials for trades-related training). In addition, there subsidy required to fill this gap will depend greatly on land acquisition costs will likely be a need for subsidies, at least initially, to fund ongoing and any local subsidy available. Financing gaps can be filled through public staffing and operational costs (though some amount of revenue could or philanthropic sources (PRIs), as outlined in the above Toolbox section. come from participating businesses and workers at amounts that are not prohibitive). Financing gaps can be bridged through grants from The proposed mixed-use development will be anchored by a mission- a variety of national and local foundations whose priorities include aligned tenant (or tenants) focused on business or workforce development business development and workforce training, especially when focused within identified growth and opportunity sectors. These initiatives have on growing participation of minority businesses and workers. In been identified as key opportunities to drive increases in income and wealth addition, the private sector of relevant industries can be organized for Black community, based on the alignment of several factors. Relative and engaged to fund relevant programs. Sector-based consortia are to the size of the region, Charlottesville has among the highest levels of increasingly forming in regions across the country, creating industry-led “high-growth” companies and venture capital in the country, but minority forums to collaboratively address talent needs. Forming and leveraging businesses remain largely disconnected from its innovation ecosystem. these bodies can provide a vehicle for both informing the design of Specific challenges for minority entrepreneurs include limited affordable workforce and entrepreneurship programs in line with private sector co-working space, gaps in business development services, and the absence demand, as well as collecting programmatic funding from companies of a “hub” for minority entrepreneurs to network and share resources. There interested in investing in a stronger pool of talent and suppliers. is room within Charlottesville’s existing incubation accelerator ecosystem 57 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 58 Housing Authority review current programs and practices to provide Construction impacts COMMUNITY BENEFITS & vouchers in support of individuals seeking continuing education to obtain higher-wage quality jobs. Under such a scenario, an enrolled The construction process creates economic opportunity for local and area residents by generating on-site and supply-chain jobs. Further economic RETURN ON INVESTMENT individual would receive a housing voucher to cover rent payments for the term of the education period, allowing the student to focus on gaining skills to advance career opportunities that would enable activity, induced from these new jobs, has local and regional effects. Construction impacts them to lift themselves out of the distressed income bracket. Terms A Community Benefits Agreement (CBA) is a project-specific agreement through a variety of roles. For any public development, a study and timelines require further development, but the idea is more in line New GSF Jobs (FTE) Labor income ($) between a developer and a broad community coalition that details the to review procurement award procedures and benefits is needed with the intent of vouchers rather than current voucher outcomes. Focus Area 1 – Mixed use 685,000 740 $35,900,000 project’s contributions to the community and ensures community support and highly supported. Such a study should stipulate a minimum Focus Area 2 – Residential 49,000 50 $ 2,500,000 for the project. Developing a CBA for the project opportunities outlined percentage of contract assignments to be awarded to local Black- Return on investment Total 734,000 790 $38,400,000 for City Yard is highly supported. Any development contemplated for City owned (City-licensed) businesses and release lowest bid mandates. Initial high-level estimates suggest that construction of the proposed Yard and the broader Starr Hill neighborhood should support access to The above job and income estimates were generated using IMPLAN Developer incentives development opportunity on City Yard would require investment in economic, social and cultural well-being for local residents. To support economic impact analysis software. The model assumes construction the range of $85-100M. Private financing would cover construction equitable development, proposals should be evaluated according to their costs of approximately $120 per GSF, with labor income approximating Elsewhere in Charlottesville, development rights (i.e., increased height costs, though some level of gap subsidy would be required to fully capacity to create accessible jobs, opportunities for entrepreneurship, viable 40% of total hard and soft costs. The FTEs calculated above include and/or density) are granted in exchange for a specified amount and type meet affordability goals. This subsidy could be attained through housing options, strong social networks, and safe and walkable streets. both direct (on-site) and indirect (supply-chain) jobs, but don’t of community benefit (i.e., additional affordable housing units). Examples public or private philanthropic investment. Relocation of City from other cities further illustrate how developers can be incentivized to services, as reported by staff, is estimated at $50M–$120M. take into account induced jobs created from the overall increase Community benefits recommendations in economic activity generated from the construction process. develop community benefiting projects. Redwood City, California allows developers to accrue “points” for including various public benefits — fully Preliminary analysis suggests that a potential Contracting & procurement Commercial space impacts accessible eco/green roof; LEED Platinum development; solar or renewable return on this investment could include: Utilizing the construction process for the proposed projects to building energy load; building frontage devoted to ground floor space New commercial and retail space can be a significant source of economic • 300 additional units of majority affordable housing intentionally provide opportunities for small and minority contractors permanently reserved for neighborhood retail and cafe; total gross leasable activity. Commercial and mixed-use development creates and houses jobs and local residents is highly supported. Mission-driven developers and area devoted to small business; etc. Points can be traded for additional • 274,000 GSF of new commercial & office space and generates income and sales that support the economic prosperity general contractors use a combination of procurement and contracting height or other development easements. Santa Monica focuses their of residents while also contributing to the tax base. Communities methods to build pipelines of Black-owned contractor businesses incentives on 5 areas — traffic management, affordable housing, community • 137,000 GSF of new retail storefront and restaurant benefit from on-going economic opportunity generated through and support local small business ecosystems. Such strategies include improvements, social/cultural facilities, and historic preservation. building maintenance, repair, management, security needs, and more. • 1400+ jobs created and supported by construction activity, the contracting guidelines, proactive recruitment campaigns, hiring goals The Starr Hill SAP concepts support these types of community economic activity generated from new commercial and retail space, The current City Yard scenario provides GSF estimates broken out and coordination with job training opportunities. Providing bidding benefits, with the exclusion of increased heights beyond and programming to support workforce and/or entrepreneurs across office, retail, and restaurant uses. Building from these figures, opportunities for smaller contractors and encouraging joint venture partnerships between larger and smaller firms can support firm startups considerations noted to protect the integrity of this varied preliminary estimates of the number of jobs the current scenario might • $70M+ in labor income associated with jobs created and supported and yield economic and employment opportunities for smaller businesses character and mixed use 47.4 acre community. support, and the associated wages, are provided below. It is important that may traditionally be overlooked for large construction projects. A more detailed discussion of impact projections is provided below. to note that this is not an estimate of new net jobs and wages. Some Housing vouchers of these figures represent existing operations in Charlottesville that For private development in Starr Hill, a minimum of 15% minority would move into the new commercial space. The net effect on permanent The City Yard development will accept Housing Vouchers. Furthermore, workforce participation is recommended, and can be fulfilled jobs will depend on the degree to which this development—including in support of workforce development, it has been suggested that the the associated business and workforce development services housed within it—will spur the creation and growth of new companies or the attraction of companies from outside the Charlottesville region. 59 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 60 • The growth sectors and clusters that the programs initially focus on Commercial space impacts New GSF Jobs (FTE) Labor income ($) • The blend of services and products (e.g., types of financing, Retail space 68,500 45 $1,300,000 general v. industry-targeted business support services) that are provided to small businesses in addition to shared workspace Office space 274,000 450 $28,000,000 Food space 68,500 120 $3,200,000 • The positions that workforce development programs Total 411,000 615 $32,500,000 focus on (e.g., providing skills to prospective workers v. upskilling incumbent workers) and the accompanying The above estimates incorporate several high-level assumptions wages associated with new employment opportunities and represent a first pass attempt at projecting space use and resulting employment impacts. The assumptions include: • The allocation of space to relevant uses (e.g., individual workstations, private offices, meeting rooms, labs or production spaces, etc.) • Space allocations per worker identified through surveys conducted by the U.S. Energy Information Administration1 Walkability impacts • Approximations of staffing breakdowns for each use type (e.g., Walkable neighborhoods are not only important in promoting health, management/supervision, operations, administrative support for office activity and community cohesion, new research suggests that they space; supervisors, cooks, waiters, hosts for food, etc.) based on Bureau also have long term impacts on the economic wellbeing of families. of Labor Statistics (BLS) data for 2018 occupations in Charlottesville Children living in walkable neighborhoods have a higher level of economic mobility, controlling for a range of economic factors and • Application of 2018 median wages by occupation as reported by the BLS neighborhood characteristics. Data suggests that increased walkability makes it more likely that children born into the lowest income Business or workforce development programming impacts quintile will reach the highest income quintile by their 30s.2 Generating the maximum net increase in jobs and incomes will require Tax base impacts more than providing new space. Central to growing employment will be the business and workforce development programs housed in the City • Create a 15-20% Synthetic TIF tagged for Yard facility, with an emphasis on increasing participation and growth Affordable Housing throughout the City for Black businesses and employees in high-growth sectors. These initiatives will generate crucial inclusive growth effects that not only • Support of the Equity Fund raise incomes and build wealth but do so in ways that connect Black • Support of the Anti-Tax Displacement Fund Charlottesville to the most promising sectors of the region’s economy. The size of the impact that these programs will have on the local and regional economy will depend heavily on several factors, including: 1 https://www.eia.gov/consumption/commercial/data/2012/bc/cfm/b2.php 2 https://psycnet.apa.org/record/2018-63708-001 61 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 62 PLANNING GUIDELINES & INFLUENCES • City of Charlottesville | Starr Hill Neighborhood Plan “In Your Backyard” • City of Charlottesville | Form Based Code: • City of Charlottesville | City Green: – The City is engaging the Form Based Code Institute to develop a code for the – The Plan: www.charlottesville.org/CityGreenMap • City of Charlottesville | Strategic Plan: Strategic Investment Area Plan (SIA). This draft code’s purpose is to provide Identifies KEY GOALS a predictable framework for redevelopment and context-based zoning • City of Charlottesville | Public Transportation: – Goal 1: Enhance the self-sufficiency of our residents regulations to guide the placement, form and use of private and public – https://www.charlottesville.org/departments-and-services/city-services/ – Goal 2: Be a safe, equitable, thriving and beautiful community property and buildings in the SIA. charlottesville-area-transit-cat/non-navigable-folder/transportation- – Goal 3: Have a strong, diversified economy The Code: https://www.charlottesville.org/home/showdocument?id=66360 development-plan – Goal 4: Be a well-managed and successful organization – Goal 5: Foster strong connections • City of Charlottesville | SAI: • City of Charlottesville | Bike Paths: – The Plan: https://www.charlottesville.org/Home/ShowDocument?id=37668 – The Plan designed to guide redevelopment of the SIA area, referred to as – The Paths https://www.charlottesville.org/departments-and-services/ the SIA Plan, is intended to provide guidance for targeted investment and departments-h-z/neighborhood-development-services/transportation/bicycle- • City of Charlottesville | Comprehensive Plan Update 2018: improvement in the target area and for improved urban design to create a and-pedestrian/bicycle-pedestrian-master-plan – A work-in-progress, this Plan is Charlottesville’s VISION that guides decision better quality of life making processes for such matters as Land Use (development and growth), • City of Charlottesville | Streets That Work 2016: The Plan: https://www.charlottesville.org/home/showdocument?id=27996 Housing (affordability and access) and Transportation (all modes of transit – The Paths https://www.charlottesville.org/departments-and-services/ and parking). • Create Charlottesville | A Cultural Plan for Charlottesville & Albemarle: departments-h-z/neighborhood-development-services/streets-that-work/ – The Plan: https://www.charlottesville.org/home/showdocument?id=63367 – The Plan: http://s3.amazonaws.com/cville/cm%2Fmutlimedia%2F20130913- streets-that-work-plan Charlottesville-Cultural-Plan.pdf • City of Charlottesville | Zoning Ordinance 2018: • Charlottesville | Housing Report: – Code of Ordinance: https://library.municode.com/va/charlottesville/codes/ • City of Charlottesville | Ridge Street ADC District: – The Report https://www.charlottesville.org/departments-and-services/ code_of_ordinances – The Plan: https://www.charlottesville.org/departments-and-services/ departments-h-z/neighborhood-development-services/housing-grants/housing- – Rezoning Process: https://www.charlottesville.org/home/ departments-h-z/neighborhood-development-services/historic- data-and-reports showdocument?id=16462 preservation-and-design-review/board-of-architectural-review-bar/ • Charlottesville Works | Orange Dot Report: architectural-design-ipp/ridge-street-adc-district • City of Charlottesville | Urban Design: – The Report https://s3.amazonaws.com/cville/cm%2Fmutlimedia%2F20150923- – The West Main Street study area extends from McIntire/Ridge Road on the • City of Charlottesville | West Main Street ADC District: Orange-Dot2.pdf eastern to Elliewood Avenue on the west. – The Plan: https://www.charlottesville.org/departments-and-services/ • GO Virginia Region 9 Report: – Preston Avenue is the extension of Barracks Road and Rugby Road heading departments-h-z/neighborhood-development-services/historic- – The Report https://www.centralvirginia.org/wp-content/uploads/2019/09/ into Downtown. The area of concentration lies between McIntire Road in the preservation-and-design-review/board-of-architectural-review-bar/ Growth-Plan-Update-FINAL-9.10.2019.pdf southwest and Madison Avenue in the northeast. architectural-design-ipp/west-main-street-adc-distr – The Plan: https://www.charlottesville.org/departments-and-services/ departments-h-z/neighborhood-development-services/comprehensive-plan/ • West Main Street | Open Space Concept & Streetscape Schematics: comprehensive-plan-2001/full-text/chapter-nine-urban-design – The Study Plan: https://www.charlottesville.org/home/ showdocument?id=16002 63 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 64 ENVIRONMENTAL REPORT SUMMARY REGARDING THE CITY YARD The City of Charlottesville Department of Public Works and Department of define the scope and scale of the contamination, and to consider appropriate While Virginia does not have a mandated Superfund Program to address waste In general, remediation cost estimates are subject to change depending Utilities currently occupies a site located at 305 4th Street NW in the City levels of remediation that would make the site suitable for transfer of site cleanup, it finalized Voluntary Remediation Regulation in 1997 to address on updated site characterization results (soil and groundwater sampling), of Charlottesville where a Manufactured Gas Plant (MGP), constructed in ownership and future development. These include the following: cleanup of sites where remediation has not been mandated by a federal or state development of final remediation goals based on the actual intended use of the early 1850s, operated for approximately 100 years. MGPs produced gas agency or regulation. There are several MGP sites in Virginia that have been or the impacted area and negotiations with the VRP (NOTE: enrollment in the for lighting and heating; this centralized and economical source of fuel • 1992 – Initial Site Characterization, concentrated in the eastern are in the Department of Environmental Quality’s (DEQ) Voluntary Remediation program is considered a base assumption in several scenarios). The primary supported both public lighting and domestic uses. Ownership of the MGP half of the City Yard coinciding with the location of the former coal Program as the pathway to addressing site conditions, risk, and cleanup or determining factor of whether active remediation would be needed is typically was transferred to the City of Charlottesville in 1876 and operated until gasification plant. Soil and groundwater contamination was confirmed control strategies that enable redevelopment goals. Upon entering the VRP, it related to whether offsite contamination is migrating and impacting neighboring 1951 when the City of Charlottesville began to use natural gas as an energy and several distinct areas of concern were identified. A risk evaluation is anticipated to take about two years to complete the investigation and design properties with unacceptable risk. The consultant engaged for this recent review source. Following a fire in the 1950s, the plant was dismantled with some of based on the current conditions of the industrial area in the absence phase, and six more months to complete site remediation. Upon completion of the considered that achieving the goal of enrolling in and completing the VRP while the rubble likely buried on site. In 1975, the current City Yard was completely of remediation was conducted; due to the absence of groundwater program steps, DEQ issues a certificate of satisfactory completion of remediation maintaining an unrestricted land use scenario would involve deed restrictions renovated and the new Public Works Operation Building was constructed. wells and the paved status of the site (both which limited/eliminated to reduce or eliminate environmental liabilities and facilitate property transfer. likely including the prohibition of groundwater use and excavation restrictions, exposure pathways), the human health risks were determined to among others, but that a residential use would not likely be prevented. It was fairly common that MGP byproducts and residues remained at or be low but potential concerns for aquatic life were noted. The challenging question regarding next steps is the timeframe and near these facilities as a result of generally-accepted disposal practices associated costs of each relative to the plans for transitioning the Public of the times. Some of these residues represent a potential human • 2000 – Follow-up Environmental Study focused on a similar area and Works/Utilities facilities and operations from the current 4th Street health hazard from direct exposure. Hydrocarbon residues were one including remediation options and cost estimates for remediation to property to another location. An additional challenge is the “lifespan” of of the major byproducts of the MGP process requiring either disposal support a series of future land use scenarios. Contamination confirmed. data previously collected relative to requirements and expectations of the or further processing and sale. These materials were known to have DEQ VRP. There is concern about data being deemed obsolete by DEQ. • 2003 – Additional limited sampling in the western half of the City Yard as been disposed of onsite as markets for byproducts deteriorated. Ash well as an update to the cost estimates, a re-evaluation of site contamination disposal was also a major problem and was often disposed of onsite. requiring cleanup and the clean-up criteria. The future land use scenario The mere presence of these materials at former MGP sites is not, however, that was focused on is the one that would enable future development to a necessary indication that a significant human or environmental threat is include a combination of residential and industrial/commercial land use of present. The existence of such a potential impact depends on the type, quantity, specific portions of the property. No additional contamination detected. and nature of the material present. Also, such residues were often buried or • 2018 – Review of cost estimate and range of possibilities for redevelopment otherwise separated from direct exposure pathways. These residues, therefore, including alternate strategies for limiting potential liability associated with usually do not present a direct contact hazard unless disturbed or exposed in reuse. Range depends on strategies and could range up to $3.4M or more. some way or unless they have entered local groundwater or surface water. NOTE: These reports were generated to inform internal discussions and Following the discovery of possible contamination of the City Yard in April are not intended for external use. Given the regulatory and legal nature of 1991, several environmental sampling efforts have been conducted, both to some of report elements, we are not in a position to share the full reports. Summary provided by the City of Charlottesville. 65 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 66 PARTICIPATING ORGANIZATION STAKEHOLDER LIST OUR SINCEREST APPRECIATION TO EVERYONE IN THE FOLLOWING ORGANIZATIONS WHO CONTRIBUTED TO THIS COMMUNITY VISION AND ENDEAVOR. STARR HILL AREA NEIGHBORHOOD: CITY OF CHARLOTTESVILLE: REGIONAL PARTICIPANTS: Charlottesville Redevelopment Housing Jefferson Area Board for Aging (JABA ) The Front Porch Starr Hill Residents, Merchants and Charlottesville City Council 100 Black Men of Central Virginia Association (CRHA) & Red Light Management Jefferson School African-American Thomas Jefferson Planning District Businesses City of Charlottesville Department of African American Teaching Fellows Charlottesville Regional Chamber of Commerce Heritage Center Commission (TJPDC) Economic Development Albemarle County Department of and Diversity Council Jefferson School Foundation (JSF) Trinity Episcopal Church – Bread and Roses NEIGHBORING COMMUNITIES: Residents of City of Charlottesville Department of Economic Development and Office of Center of Development Entrepreneurs (CODE) Monticello Area Community Action United Way – Thomas Jefferson Area 10th&Page, Rose Hill, Fifeville and Westhaven Human Rights Equity + Inclusion Central Virginia Partnership for Economic Agency (MACAA) University of Virginia (UVA) City of Charlottesville Department of Black Professional Network (BPN) Development (CVPED) Mount Zion Virginia Economic Development Neighborhood Development Services Boys and Girls Club of Central Virginia City Schoolyard Garden National Coalition of 100 Black Partnership (VEDP) City of Charlottesville Department of Parks & Building Goodness Foundation City of Promise Women Charlottesville Virginia Housing Development Authority (VHDA) Recreation and Carver Recreation Center Charlottesville-Albemarle Metropolitan Community Investment Collaborative (CIC) Non-Profit Leadership of Color WeCodeToo City of Charlottesville Department of Planning Organization Community Mental Health and Piedmont Environmental Council (PECVA) Zion Union Baptist Church Public Utilities Charlottesville-Albemarle Technical Wellness Coalition Piedmont Housing Alliance (PHA) City of Charlottesville Department of Education Center (CATEC) Computers4Kids Piedmont Virginia Community College (PVCC) Public Works Charlottesville-Albemarle Convention & Culinary Concepts AB Piedmont YWCA City of Charlottesville Fire Department Visitors Bureau (CACVB) Ebenezer Baptist Church Public Education Foundation of Charlottesville- City of Charlottesville Housing Authority Charlottesville Business Innovation First Baptist Church Albemarle (PEFCA) City of Charlottesville Office of the Council (CBIC) Greater Charlottesville Habitat for Humanity Public School, Office of Community Engagement City Attorney Charlottesville Economic Development iLab @ UVA ReadyKids City of Charlottesville Office of the Authority (CEDA) IMPACT Region 10 City Manager Charlottesville Food Justice Network Local Food Hub (and Fresh Farmacy) Stony Point Design Build City of Charlottesville Police Department Charlottesville Low Income Housing City of Charlottesville Planning Commission Coalition (CLIC) 67 NHDC | STARR HILL – SAP CONCEPTS CONFIDENTIAL & PROPRIETARY 10.30.19 68