CITY COUNCIL AGENDA Monday, November 18, 2019 5:30 p.m. (Time Change) Closed session as provided by Sections 2.2-3711 and 2.2-3712 of the Virginia Code Second Floor Conference Room (Boards & Commissions) 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 19, September 30, and October 7, 2019 Special meetings b. APPROPRIATION: Virginia Behavioral Health Docket Grant - $45,000 (2nd reading) c. APPROPRIATION: Virginia Outdoors Foundation Grant – Land Acquisition - $50,000 (1st of 2 readings) d. APPROPRIATION: Virginia Department of Education Special Nutrition Program Child and Adult Care Food Program - $35,000 (1st of 2 readings) e. APPROPRIATION: Virginia Department of Social Services Employment Advancement for Temporary Aid to Needy Families Participants Grant - $130,259.83 (1st of 2 readings) f. APPROPRIATION: Fire apparatus payment reimbursement $642,609 (1st of 2 readings) g. RESOLUTION: Lua Project – Day of the Dead funding request - $500 (1 reading) h. RESOLUTION: Referring New Hill Development Corporation’s Starr Hill Neighborhood Community Vision and Small Area Plan to the Planning Commission for consideration of amending the Charlottesville Comprehensive Plan (1 reading) i. REPORT: Charlottesville-Albemarle Society for the Prevention of Cruelty to Animals (SPCA) report 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. REPORT: Dogwood Vietnam Veterans Memorial alternatives report 3. REPORT: Charlottesville Redevelopment and Housing Authority (CRHA) update 4. REPORT: Social Services Advisory Board annual report 5. REPORT: TING internet update for public housing 6. REPORT: The Mapping Cville project 7. REPORT: Health Department update 8. ORDINANCE: Bicycle & E-Scooter Sharing System (aka “Dockless Mobility”) Ordinance and Permit Program (1st of 2 readings) 9. RESOLUTION*/ 209 Maury Avenue: ORDINANCE: a. RESOLUTION: Comprehensive Plan – Future Land Use Amendment (1 reading) b. ORDINANCE: 209 Maury Avenue rezoning request (1st of 2 readings) 10. RESOLUTION*: Allocation of Food Equity Initiative funds for FY 2020 - $155,000 (1 reading) OTHER BUSINESS MATTERS BY THE PUBLIC *ACTION NEEDED This page intentionally left blank September 19, 2019 Charlottesville City Council Special Meeting Worksession to Receive Input about Forming a Civilian Review Board A special meeting of the Charlottesville City Council was held on Thursday, September 19, 2019, at 6:00 p.m. at CitySpace Large Conference Room, 100 5th Street NE, Charlottesville, Virginia, to discuss in worksession the formation of a Police Civilian Review Board. Mayor Nikuyah Walker called the meeting to order at 6:03 p.m. with the following councilors in attendance: Mayor Nikuyah Walker, Vice Mayor Heather Hill, and Ms. Kathy Galvin. Mr. Mike Signer arrived at 6:15 p.m. and Dr. Wes Bellamy arrived at 7:18 p.m. Ms. Walker turned the meeting over to Charlottesville City Attorney John Blair, who gave an overview of the worksession and introduced the panelists from Fairfax, Virginia, who would be sharing their experience:  Mr. Adrian Steel (Former Civilian Review Panel (CRP) Member)  Ms. Gentry Anderson (Management Analyst I, Office of the Independent Police Auditor)  Mr. Hansel Aguilar (CRP Member)  Mr. Richard Schott (Independent Police Auditor) Mr. Steel read a prepared statement regarding findings from his time on the Fairfax CRP. He advised that the scope of the review panel would need to be clear. One essential outcome for Fairfax was that the oversight panel decided to investigate serious misconduct or abuse of authority. He indicated the need for clarity in what documents the civilian entity would be able to review, and clarity about to whom the civilian entity would report, which in this case he advised Charlottesville’s civilian entity would report to City Council. The Fairfax panel reviewed the investigations and not the complaints themselves– determining whether the investigations were thorough, complete, impartial, unbiased, and accurate. He shared that the findings letters should be substantive, and advised Councilors to consider how the Freedom of Information Act investigatory exemption would impact the effectiveness of the panel. He emphasized the importance of effective communication. Mr. Hansel Aguilar spoke about the need for adequate resources related to budget and human capital. He also shared some challenges and roadblocks that he has encountered as a member of the oversight board:  having City Email addresses  logistics of having a public meeting, particularly when needing to discuss an immediate issue  mistrust issues when meetings have to go into closed session for discussion of personnel issues; and  cumbersome processes for reviewing each case. He also spoke about the pros and cons of independent investigations. He issued a challenge for City Council and others to review an article entitled, “The Social Accountability in Institutional Change: The Case of Citizen Oversight of Police” by Mir Usman Ali. Ms. Anderson advised that she serves as staff coordinator for the nine-member CRP in Fairfax. She receives complaints and shares them with the panel, and keeps track of complaints in a database. She schedules meetings and provides logistical support, and makes sure that the Panel is compliant with public meeting requirements. She responds to Freedom of Information Act requests, and other staff perform records management duties. Ms. Anderson also coordinates outreach efforts. Her suggestions were to provide a City email address or require panel members to establish a designated email, and document procedures of the Panel. Mr. Schott advised that he has a staff of three, including himself, and they spend a majority of their time on Panel work. He made several suggestions based on his experience. His staff works in a location separate from the Police Department. He suggested that the Panel should have access to the entire “file”. Some unanticipated items were: getting email accounts for the panel; community outreach; logistical support; establishing websites for the Auditor and Panel; legal counsel representing the City versus independent counsel; salary and training expenses for paid staff; and developing a respectful professional relationship between the Panel and the Police Department. He suggested mandatory ride-alongs with police. Mr. Signer arrived at 6:15 p.m. Ms. Walker opened the floor for questions from Initial Civilian Review Board members: Ms. Sarah Burke asked whether the Independent Counsel attends all CRP meetings. The answer was yes, and that Independent Counsel would also work with the CRP Chair on a weekly basis to advise. In response to further questions from Council, the panelists shared thoughts on: the need for synergy; the use of majority rule, with a built-in dissent process; various aspects of the program derived from the Virginia Beach program; considerations for choosing board members, and the use of ad hoc commission members. Dr. Bellamy arrived at 7:18 p.m. Panelists advised City Council to retain applications even after appointments are made because of the potential rate of turnover, and emphasized the importance of filling vacancies as soon as possible. In response to questions from City Council, Fairfax panelists shared information about the following:  board applications being in closed session and the votes announced publicly;  involvement of the CRP in addition to conducting investigations such as community engagement and raising awareness about rights and the complaint process;  the use of public forums regarding policy;  making recommendations for policy or training needs;  the interview process for the Independent Auditor position involving ;  the trigger for the panel to review an investigation; and  the process for building trust with members of the panel having prior law enforcement experience. Mr. Aguilar advised that his experience informs him, and it is a benefit to the panel because of the insight and the urge to be thorough. Mr. Steel also advised that there was implicit trust in the Police Chief. Ms. Walker opened the meeting for public comment. Ms. Sarah Burke asked a question of Mr. Schott, who advised that he reports directly to the Board of Supervisors, and he described his duties. Mr. Jeff Fogel made a comment about how accuracy in a report can be determined. Ms. Tanesha Hudson asked how many people are on the CRP who have come from disparate backgrounds. She asked how to move forward when an individual member of the Panel disagrees with the group decision. Mr. Aguilar provided a response, with followup from Mr. Steele, advising of majority rule. He advised that bylaws are a factor in determining authority in decision making. Mr. Aguilar also shared a little about the disparities that he has faced. Ms. Adiola Ogunkeyede asked about public forums and access to police department policies for review. Panel members agreed that every community is different and that Charlottesville would have to find what works best for the community. Efforts to improve Charlottesville would come from being a student of this type of work, and understanding Charlottesville as well as how issues are being handled in other jurisdictions. Mr. Tony Wasch asked about a time period for determination of a pattern of racial bias in an officer’s history. Mr. Aguilar and Mr. Steele responded that the information can be requested, and handled on a case-by-case basis. Mr. Walt Heinecke made comments about his takeaways from the worksession, and addressed the proposal made by the Initial Civilian Review Board. Ms. Walker thanked the panel and adjourned the meeting at 8:15 p.m. September 30, 2019 Charlottesville City Council Special Meeting Joint City Council – Planning Commission Worksession Standards and Design Manual (SADM) Update A special meeting of the Charlottesville City Council was held on Monday, September 30, 2019, at 5:00 p.m. at CitySpace Large Conference Room, 100 5th Street NE, Charlottesville, Virginia, to discuss the Charlottesville Standards and Design Manual update. In addition to City Council, the following groups were invited to participate in the meeting: Charlottesville Area Development Round Table (CADRe), Tree Commission, PLACE Design Task Force, Code Audit/Streets That Work Advisory Committee, ADA Advisory Committee, Board of Architectural Review, Bicycle and Pedestrian Advisory Committee, Charlottesville Albemarle Affordable Housing Coalition, Charlottesville Low-Income Housing Coalition, Habitat for Humanity, Area Consultants, Attorneys, Neighborhood Development Services, Public Utilities, Public Works, Toole Design, RK&K. Mayor Walker called the City Council meeting to order at 5:12 p.m. with the following members present: Mayor Nikuyah Walker, Vice Mayor Heather Hill, Mr. Mike Signer, and Ms. Kathy Galvin; Absent: Dr. Bellamy (arrived at 5:32 p.m.). Chair Hosea Mitchell called the Planning Commission Meeting to order at 5:12 p.m. Mr. Marty Silman, Interim Director for Public Works, gave an introduction of the meeting and introduced SADM consultants. He advised that this would be the final workshop before the manual goes back to City Council for approval. He advised that the City Code references the SADM. Mr. Anquenze Owe, consultant, introduce his colleague Melanie Britt reviewed the meeting agenda. He gave an overview of the manual update process to date, adding that the proposed manual includes changes made as a result of public engagement, and he advised that the manual is a guide for designing anything that touches the public right-of-way. Mr. Owe reviewed next steps for the SADM update process: • City Council Approval • Final Manual Production • Appendices: Details, Checklists, Specifications He reviewed the purpose of the Manual, explaining that the primary focus is to inform design and construction. He also explained the relationship between the SADM and other documents such as the City Code, Streets that Work, State/Federal standards and planning documents. The manual covers items that were not addressed in the previous manual. A few of the big ticket feedback items from the stakeholder workshop in June were: • Block length • Mid-block crossings • Shared streets and yield streets • Encouraging innovative design approaches Ms. Walker asked how the City could ensure not to incur costs associated with innovative design for which the City does not have the expertise. City Attorney John Blair advised that the responsibility is on City staff to vet the design before presenting to Council. He advised that some maintenance costs cannot be avoided. Ms. Galvin asked how innovative designs are referenced for future “projects”. Mr. Owe advised that the typology is not lost, but becomes part of the document for future use. • The desire for incentives for environmental sustainability Mr. Silman opened up the floor for questions from City Council and Planning Commission. Commissioners and Councilors asked questions about feedback, alleys, roundabouts, soil volumes, sidewalks, stormwater facilities, utilities, block length, and other details of the Manual. Dr. Bellamy left the meeting at 6:38 p.m. Ms. Walker opened the meeting for public comment. Ms. Peggy van Yahres, representing the Tree Commission, spoke about treescape in various aspects: trees and plants needing a separate section in the SADM apart from lighting; the definition of “soil volume”; whether soil volumes would be prohibitive for trees on the Downtown Mall or other places; the health of the soil being used; and protecting existing trees. Mr. Steven Johnson, Planning Manager at JAUNT asked about density requirements for bus shelters. Mr. Charlie Armstrong, representing CADRe, commended staff for their work on the SADM. He asked that the City guard against catering to engineering preferences. He mentioned that another cost consideration would be the amount of funds subsidizing affordable housing, advising that installing more expensive materials causes prices to rise for residents. He also mentioned utility separation easements. He spoke about roll top curbs being disallowed, and the requirement of chain link fence in several areas, and the need for a consistent inspection process for building roads and recordkeeping to help with accountability. Mr. Carl Schwarters, representing several groups including IMPACT and CADRe, spoke about the definition of a public street, and the need to decouple from fire accessible streets. He spoke of encroachments to the right of way. Ms. Mina Seville, member of Bicycle Pedestrian Advisory Committee and PLACE Design Task Force, spoke about minimums and maximums for intersection spacing on blocks in relation to pedestrian and bicycle pathways, and the need to be mindful of building size. Mr. Dan Rosensweig from Habitat for Humanity spoke of the origins of the SADM and commended staff for their work. He asked the Planning Commission to beware of other designs that inadvertently push street lanes wider. He described challenges with fire engine access and sight distance. Mr. Ryan Stoner with Milestone Partners, representing CADRe. spoke about public alleys and the ability to impact affordable housing; BMPs (Best Management Practices) and the right of way; sight distance standards; and innovative short streets. Ms. Walker closed public comment. Ms. Hill asked about next steps. Ms. Melanie Britt asked for final comments within one week. Staff from the Utilities Department, in response to a question from Ms. Galvin, gave additional input that some utilities will need to go under the sidewalk versus under street pavement. He advised of the desire to keep future maintenance costs as low as possible. Mr. Silman summarized the process and thanked everyone who contributed to this living document. To date there have been over 1000 comments. Staff will meet with the Arborist of the Tree Commission and the City Attorney’s Office before bringing the SADM back to Council. Ms. Walker adjourned the meeting at 7:38 p.m. October 7, 2019 Charlottesville City Council Special Meeting A special meeting of the Charlottesville City Council was held on Monday, October 7, 2019, at 5:00 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 5:20 p.m. Ms. Walker called the meeting to order at 5:15 p.m. On motion by Ms. Hill, seconded by M. Galvin, 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 the performance of the Charlottesville City Manager and the performance and appointment of a member of the Charlottesville Sister Cities Commission; and - as authorized by Virginia Code Section 2.2-3711(A)(8) for consultation with legal counsel from the City Attorney’s Office pertaining to the Freedom of Information Act; and - as authorized by Virginia Code Section 2.2-3711(A)(7) for consultation with legal counsel pertaining to actual litigation in the matter of Payne v. City of Charlottesville, where such consultation would adversely affect the litigation posture of the City of Charlottesville if the consultation occurred in open session. Dr. Bellamy arrived at 5:20 p.m. Ms. Walker left the meeting at 6:20 p.m. On motion by Ms. Hill, seconded by Dr. Bellamy, Council certified by the following vote (Ayes: Hill, Bellamy, Galvin, and Signer. Noes: None. Absent: Walker), 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 6:25 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: November 18, 2019 Action Required: Appropriation Presenter: Chris Gensic, Parks and Recreation Staff Contacts: Chris Gensic, Parks and Recreation Brian Daly, Parks and Recreation Ryan Davidson, Office of Budget and Performance Management Title: Virginia Outdoors Foundation Grant – Land Acquisition - $50,000 Background: The City of Charlottesville, through Parks and Recreation, has received an award from the Virginia Outdoors Foundation (VOF) in the amount of $50,000 to assist with efforts to purchase land in order to construct a bicycle and pedestrian trail along the north side of the 250 bypass. The grant does not require local match. The award of $50,000 will be appropriated into the Parkland Acquisition Account P-00534 Discussion: The City of Charlottesville has negotiated for purchase of a parcel of land at the west end of McIntire Park to be used for a bicycle and pedestrian and trail along the north side of the 250 bypass from Route 29 and Hydraulic Road to McIntire Road, which is part of the City Comprehensive Plan. Use of VOF funding for this acquisition includes placing the parcel to be acquired and approximately 5 acres of the wooded section of western McIntire Park into an open space easement with the VOF. This area is already designated as a Managed Conservation Area in the approved master plan for western McIntire Park. This easement will not affect fire station expansion/renovation or any other facilities in the park. Use of VOF funds will also initiate a one dollar fee per real estate closing fee to be allocated to the VOF. This has been discussed and is recommended for approval by the Circuit Court Clerk. Charlottesville is one of few localities in the Commonwealth that has not yet joined this program. Community Engagement: The bicycle, pedestrian and trail master plan was developed with multiple public meetings and was approved by council to be an addendum to the City Comprehensive Plan. Alignment with City Council’s Vision and Strategic Plan: Construction of this trail will further council goals of being a Connected City by establishing a portion of the bicycle and pedestrian trail system that enhances our residential neighborhoods. Budgetary Impact: If these grants funds are appropriated there is no impact to the City budget as there is no required match. Recommendation: Staff recommends appropriation of grant funds. Alternatives: If grants funds are not appropriated, Parks and Recreation will have to use local CIP funds for the acquisition, leaving less money for other potential parkland acquisitions. Attachments: Appropriation Letter From Clerk of Court APPROPRIATION VOF Grant for Acquisition of Parkland for of 250 Bypass Trail $50,000 WHEREAS, the City of Charlottesville, through Parks and Recreation, has been awarded $50,000 from the Virginia Outdoors Foundation to purchase land adjacent to McIntire Park; and NOW, THEREFORE BE IT RESOLVED by the Council of the City of Charlottesville, Virginia, that the sum of $50,000 is hereby appropriated in the following manner: Revenue $50,000 Fund: 426 WBS: PR-001 G/L Account: 430120 Expenditures $50,000 Fund: 426 WBS: PR-001 G/L Account: 599999 BE IT FURTHER RESOLVED, that this appropriation is conditioned upon the receipt of $50,000 from the Virginia Outdoors Foundation. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Required: Appropriation Presenter: Riaan Anthony, Park and Recreation Management Specialist Staff Contacts: Riaan Anthony, Park and Recreation Management Specialist II Vic Garber, Deputy Director, Parks and Recreation Title: Virginia Department of Education Special Nutrition Program Child and Adult Care Food Program - $35,000 Background: The City of Charlottesville, through Parks and Recreation, has received approval for a reimbursement of up to $35,000 from the Virginia Department of Education Special Nutrition Program to provide free dinner to children 18 and under attending our drop-in afterschool programs through their Child and Adult Care Food Program. Discussion: Charlottesville Parks and Recreation will operate an afterschool meals program for 36 weeks, during the course of the regular school year. There are currently 4 locations, Friendship Court, Greenstone on 5th, South First Street and Westhaven Community Centers that serve children 18 years and under. This year we have added a 5th location, Crow Recreation Center. The reimbursement will cover the costs of a nutritious dinner at these locations, which also have an educational/enrichment component. Dinner will be served from 4-8 pm at the various community centers. Most of the children served receive free or reduced meals during the school year. Over 400 children will be served each week during the school year. The dinners are purchased through the City of Charlottesville School Food Service. The Parks and Recreation Department pays the bills to the City of Charlottesville Food Service and is then reimbursed by the Virginia Department of Education Special Nutrition Programs. Alignment with City Council’s Vision and Strategic Plan: Approval of this agenda item aligns directly with Council’s vision for Charlottesville to be America’s Healthiest City and it contributes to Goal 2 of the Strategic Plan - Healthy and Safe City. Children will receive a nutritious dinner, hopefully replacing a meal that did not exist or providing a healthier balanced option for them. Community Engagement: N/A Budgetary Impact: There is no impact to the General Fund. The funds will be appropriated, expensed and reimbursed to a Grants Fund. There is no required local match for this program. Recommendation: Staff recommends approval and appropriation of funds, Alternatives: If money is not appropriated, the free dinner program will not be offered to youth, most of whom receive free or reduced meals during the school year. Attachments: N/A APPROPRIATION Virginia Department of Education Special Nutrition Program Child and Adult Care Food Program $35,000 WHEREAS, the City of Charlottesville, through Parks and Recreation, has received approval for reimbursement up to $35,000 from the Virginia Department of Education Special Nutrition Program to provide free dinner to children attending select drop-in afterschool centers; and WHEREAS, the grant award covers the period from period October 1, 2019 through September 30, 2020; NOW, THEREFORE BE IT RESOLVED by the Council of the City of Charlottesville, Virginia that the sum of $35,000, received from the Virginia Department of Education Special Nutrition Program is hereby appropriated in the following manner: Revenue – $ 35,000 Fund: 209 Internal Order: 1900342 G/L Account: 430120 Expenditures - $35,000 Fund: 209 Internal Order: 1900342 G/L Account: 530670 BE IT FURTHER RESOLVED, that this appropriation is conditioned upon the receipt of $35,000 from the Virginia Department of Education Special Nutrition Program. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Required: Appropriation of Grant Funds Presenter: Hollie Lee, Chief of Workforce Development Strategies Staff Contacts: Hollie Lee, Chief of Workforce Development Strategies Title: Virginia Department of Social Services (V.D.S.S.) Employment Advancement for Temporary Aid to Needy Families (T.A.N.F.) Participants Grant - $130,259.83 Background: For the past two years, the City of Charlottesville, through the Office of Economic Development (OED), has been receiving matching grants from the Virginia Department of Social Services (VDSS) in order to provide workforce development training to individuals residing in the City of Charlottesville living at or below 200% poverty. The first grant in the amount of $50,000.00, was awarded in 2017 and required a 15 percent match of local dollars. Funding was used for workplace readiness skills training, technical training, and/or supportive services required for employment (e.g., childcare, transportation, rental assistance, etc.). VDSS has renewed this for the past two fiscal years in the same amount of $50,000. The OED matched the grant from the Workforce Investment Fund (P-00385). In January 2019, VDSS expanded the funding pool and issued a Request for Proposal for additional funding available from January 1, 2019 to June 30, 2020. The OED was awarded a grant in the amount of $56,630.00, which also required a 15 percent match of local dollars. The match was made from the Workforce Investment Fund (P-00385). The funding is being used to support a full-time long term temporary position in the Downtown Job Center. This individual, who was hired in September 2019, assists with the day-to-day operations of the Job Center, as well as events and training programs. More recently, the OED has was given an intent to award letter by VDSS for another grant in the amount of $130,259.83 for October 2019 to June 30, 2020. Grant funding will be used for workforce development training (GO programs) and supportive services, as well as business development training (GO Start-Up) and grants (ACE Grant for Start-Ups). This grant does not require a match. Discussion: In July 2013, the City’s Strategic Action Team on Workforce Development (SAT) issued a report to City Council entitled, Growing Opportunity: A Path to Self-Sufficiency. The report, which was subsequently endorsed by Council, examines the barriers to employment for low-income City residents and makes recommendations on how to address these barriers. One of the recommendations is to “work to ensure that training programs align with the needs of new and existing businesses.” In an effort to make progress towards this recommendation, the OED has been actively engaged in developing jobs-driven workforce development training programs in partnership with local employers. The flagship program, GO Driver, has been conducted eleven times and trains City residents to get their Class B Commercial Driver’s License and become Relief Transit Bus Operators with Charlottesville Area Transit (CAT) and/or Pupil Transportation at a rate of $16.53 per hour. In addition to technical training, GO programs also include assistance with supportive services such as rental assistance, car repair, exam fees, etc. These costs, which average about $200 per participant, are also included as part of the programming. Nearly 30 GO programs have been administered since 2014. Additionally, the City recently launched the Minority Business Program, which is designed to promote the startup of minority- and woman-owned businesses in the City and the growth and expansion of existing City minority- and woman-owned business. The OED sees business creation and retention as a potential means to self-sufficiency either through full-time business ownership or supplemental income. The grant funding will be used to provide new services/programs specifically for startups. This includes a GO Start-Up program for individuals who want to start a business but need the basic fundamentals to begin the process. This will be a precursor to the Charlottesville Investment Collaborative’s 15-week entrepreneurship class. Funds will also be used to augment the OED’s Advancing Charlottesville Entrepreneurs (ACE) program by offering mini grants to newly created businesses in business for one day to six months. The grants will be for products/services that will enhance a business’s revenues. Grant awards will be up to $500 per business. Alignment with Council Vision Areas and Strategic Plan: This effort supports City Council’s “Economic Sustainability” vision and aligns directly with the SAT’s Growing Opportunity report that was approved by City Council in 2013. It also contributes to the following goals and objectives in the City’s Strategic Plan: Goal 4: A Strong, Creative and Diversified Economy  Objective 4.1: Develop a quality workforce Goal 1: An Inclusive Community of Self-sufficient Residents  Objective 1.2: Prepare residents for the workforce It aligns with Chapter 3 on Economic Sustainability in the Comprehensive Plan, and more specifically Goal 6, which focuses on workforce development and being an effective partner in creating a well‐prepared and successful workforce. Community Engagement: Like practically all of the City’s workforce development efforts, its employment training programs are supported by numerous community agencies and organizations. Examples include: Albemarle County, Piedmont Virginia Community College, Virginia Career Works, and employer partners. Similarly, on the business development side, partners include the Chamber Business Diversity Council, the Community Investment Collaborative, the Central Virginia Small Business Development Center, and private sector organizations. None of the work that is currently being done could be possible without this strong community engagement. Budgetary Impact: There is no impact to the General Fund. All funds will be budgeted and expended in the grants fund and the awarded grant does not require a local match. Recommendation: Staff recommends approval and appropriation of grant funds. Alternatives: If grant funds are not appropriated, more local dollars will have to be used for training or fewer low- income, underemployed City residents will be able to be trained. Additionally, the OED will not have the additional staff hours needed to support the training programs. Attachments:  VDSS BEN-113-03 Sub-Award Agreement APPROPRIATION Virginia Department of Social Services (V.D.S.S.) Employment Advancement for Temporary Aid to Needy Families (T.A.N.F.) Participants Grant $130,259.83 WHEREAS, the City of Charlottesville has received funds from the Virginia Department of Social Services in the amount of $130,259.83; and WHEREAS, the funds will be used to support workforce development training programs and business development programs provided by the Office of Economic Development; and WHEREAS, the grant award covers the period from October 1, 2019 and June 30, 2020; NOW, THEREFORE BE IT RESOLVED by the Council of the City of Charlottesville, Virginia, that the sum of $130,259.83 is hereby appropriated in the following manner: Revenue – $130,259.83 $130,259.83 Fund: 209 IO: 1900343 G/L: 430120 State/Fed pass thru Expenditures - $130,259.83 $130,259.83 Fund: 209 IO: 1900343 G/L: 599999 Lump Sum BE IT FURTHER RESOLVED, that this appropriation is conditioned upon the receipt of $130,259.83 from the Virginia Department of Social Services. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Required: Appropriation Presenter: Mike Rogers, Deputy Chief – Operations, Charlottesville Fire Dept. Staff Contacts: Mike Rogers, Deputy Chief – Operations, Charlottesville Fire Dept. Fire Apparatus Payment Reimbursement - $642,609 Title: Background: In September 2018, the City of Charlottesville entered into a purchase agreement with Blue Ridge Rescue Suppliers/E-One Fire Apparatus for the purchase of one fire engine. The original contract build estimate was 300 calendar days from the contact date and a pre-payment was made to the vendor to begin the build. As the 300 calendar days came and went, the fire department was notified that due to a backlog of apparatus with this manufacturer, our build dates/delivery date would need to be pushed out. The date we were given in September of 2019 was a delivery date of July 1, 2020. A subsequent contract modification was made, and through consultation with city staff a decision was made to have the FY19 pre-pay money returned to the city. Discussion: The rationale for the decision to cancel the pre-pay for the E-one fire engine was based on the state of the fire department’s current reserve fire engine fleet. The fire department currently has two reserve fire engines that should have already rotated out of use, but due to deferments are still in- service. The oldest reserve should have gone out of rotation/use in 2015 and is not reliable for the frequency that it gets called upon. The next oldest reserve should have gone out of rotation in 2018 and is also becoming increasingly unreliable. This being the case a recommendation was made to city staff to use the FY19 monies that served to pre-pay the fire engine order in September 2018 to purchase a permanent/new reserve engine with these funds. This purchase will replace the oldest reserve we have. Alignment with Council Vision Areas and Strategic Plan: This allocation supports the City’s mission “We provide services that promote equity and an excellent quality of life in our community” by providing funding for firefighting apparatus and equipment. With the addition of this permanent reserve engine we are better able to deliver reliable emergency services to the citizens, students, business community members, and guests of the City. The allocation also aligns with Goal 2.1, Reduce adverse impact from sudden injury and illness and the effects of chronic disease, as well as the elements within Goal 5 - A Well-managed and Responsive Organization. Community Engagement: N/A Budgetary Impact: The vendor refund was received on November 1, 2019. This appropriation will restore the expenditure budget so that a new contract can be signed for the purchase of another engine. There is no impact to the current budget for this apparatus purchase. Recommendation: Staff recommends approval. Alternatives: If the returned monies cannot be used, our reserve engine fleet will continue to not be reliable. Continued deferments mean that the City will to incur more frequent and costly repair expenses and at some point fail our ability to field four in-service fire engines on a daily basis. Attachments: N/A APPROPRIATION Fire Apparatus Payment Reimbursement $642,609 WHEREAS, the Charlottesville Fire Department has received a payment reimbursement from a vendor for fire apparatus that they are unable to deliver on time; BE IT RESOLVED by the Council of the City of Charlottesville, Virginia, that a refund amount of $642,609 be appropriated in the following manner: Revenues - $642,609 Fund: 426 WBS Element: P-00976 G/L Account: 451999 Expenditures - $642,609 Fund: 426 WBS Element: P-00976 G/L Account: 541011 This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Required: ** See Recommendation ** Staff Contact: Ryan Davidson, Senior Budget and Management Analyst Presenter: Estela Knott, Lua Project Title: City Funding for 8th Annual Day of the Dead Celebration on November 2, 2019 - $500 Background: The Lua Project is seeking the City’s funding support for the 8th annual Day of the Dead (Dia de los Muertos) celebration. The celebration was held on November 2, 2019 from 7:00 PM – 12:00 AM at the IX Art Park in Charlottesville. This is a community celebration hosted by Lua Project and members of the Latinx community that is open to all area residents. With this request the, Lua Project is requesting $500 from the City to help fund the costs of this free event. Discussion: Lua Project’s mission seeks to explore, educate and build artistic bridges between cultures in the Charlottesville community at large. It is through education, hands on experiences and community interaction that the Lua Project works to build understanding in our community. The Day of the Dead Celebration is a Mexican tradition where we celebrate our ancestors and loved ones who have passed on with colorful memorial altars with their photos and things that they enjoyed in life as well as food, music and celebration in community. Day of the Dead is a way to experience community, as most of us have lost someone we love and we have gotten such heartfelt feedback about how people feel connected to one another in a very special way through this celebration. The celebration has been running for 8 years with over two to four hundred individuals in attendance each year from all ages, genders and cultures in Charlottesville. The Lua Project invites members of the Latinx community to participate in educating the larger community about this rich cultural tradition. The event educates the community about the history of the Day of the Dead, the elements, symbols and tradition around it. The Lua Project provides luminaria bags to everyone when they arrive to reflect and write names of passed loved ones on the bags to place on the altar. Traditional and original Mexican and Appalachian music is performed as the backdrop to this event. 1 The City funds will be used to reimburse the costs of this free community festival, which included the cost of musicians for the event; the Villa Sabroso Dance troop; plants and flowers for the altar; art supplies to build the altar; luminaria bags and LED candles to light the offerings; as well as face painting supplies and food (traditional) for the altar. Community Engagement: N/A Alignment with City Council’s Vision and Strategic Plan: The Day of the Dead celebration will contribute toward City Council’s Vision statement of a Community of Mutual Respect and C’ville Arts and Culture. Recommendation: Staff has prepared a resolution that allocates $500 from Council’s Strategic Initiative Account should Council choose to fully fund this request. City Council could also amend the resolution if the decision is to fund at a lesser amount. Budgetary Impact: If funded, staff is recommending this come from Council’s Strategic Initiatives Account. No new money is required since this is coming from already appropriated funds. Alternatives: To fund this program at a lesser amount or not at all. Attachments: Resolution 2 RESOLUTION City Funding for 8th Annual Day of the Dead Celebration on November 2, 2019 $500 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Charlottesville, Virginia that the sum of $500 is hereby paid from currently appropriated funds in the Council Strategic Initiatives account in the General Fund to the Lua Project (through Fractured Atlas which is the fiscal agent) in support of the 8th Annual Day of the Dead Celebration taking place on November 2, 2019. $500 Fund: 105 Cost Center: 10110010000 3 Off Budget Program Funding Application- (!1 of 5! ) Charlottesville Conditions of Eligibility Report Form To submit a funding application, an organization must meet these criteria/answer these questions: ORGANIZATION NAME: 1. Is the organization organized, qualified, and recognized as nonprofit and tax-exempt as defined by the Internal Revenue Service under 26 U.S.C. 501(c)(3)? Yes, (If yes, please provide a copy of your IRS status letter) letter was sent to the clerk of council October 28th 2019. Does the organization provide services that directly benefit human beings? Yes Does the organization have a direct and substantial presence in the City of Charlottesville? Yes Is the organization incorporated as defined by the State Corporation Commission? Yes, Date of agency incorporation: We are a sponsored project of Fractured Atlas, our fiscal sponsor). Is the organization registered completely with the Virginia Department of Agriculture and Consumer Services, Division of Consumer Affairs, Charitable Solicitation Section? Is the organization directed by a volunteer Board of Directors that meets at least quarterly? Lua project has a group of volunteers who mean at least 3 to 10 times annually to co-organize events within the latino community a few times a year. a. If the organization’s annual budget is over $200,000, is the organization audited by an independent certified public accountant each year? yes (through fractured atlas) b. If the organization’s annual budget is under $200,000, is the organization audited by an independent certified public accountant at least every three years? Yes, through fractured atlas Did this organization request funding for this specific program during the budget cycle? No ___________________________________ ____________ Signature of Chief Professional Officer Date Off Budget Funding Request City of Charlottesville Organization Name: Lua Project Chief Professional Officer: Estela Knott Address: 808 Rockland Avenue Charlottesville Va. 22902 Telephone: 434-242-8488 E-mail: info@luaproject.org Amount Requested: $500.00 Briefly describe the program for which funding is requested (25 words or less). To help pay for materials, promotion and labor for the 8th annual day of the dead event. This is a community celebration hosted by lua project and members of the Latinx community. Briefly state the organization’s mission: Lua Project is a cultural arts based ‘Mexilachian’ music project that blends original and traditional music of Mexico, Appalachia and the Atlantic basin. Through music and cultural arts based work, they seek to create, respectfully explore, educate and build artistic bridges between cultures through performances, community programs and cultural events. Why is this funding needed outside of the City’s normal funding cycle? To help cover the costs for this community event. Signatures: Executive Director Board Chair Date Submitted:_______________________ Program Narrative to be completed by all programs requesting operational funding. 1. Need: Indicate which Council Vision Area(s) and goal(s) in the City’s Strategic Plan (www.charlottesville.org/strategicplan) the program addresses. Lua Project’s mission seeks to explore, educate and build artistic bridges between cultures in the Charlottesville community at large. It is through education, hands on experiences and community interaction that we are able to build understanding in our community. Music is a social art— it requires engagement, between musician and it’s audience. visual art, especially cultural based art, provides a creative welcoming open door into cultures that some may view as foreign or misunderstood. Lua Project has been an arts based cultural project housed in studio 11 at the Mcguffey art center since 2012. From our studio, we have been engaging the local Latino community to come out and celebrate their culture, and to educate the wider community about the rich cultural heritage that our local immigrant neighbors bring with them when settling in the charlottesville community. This project began with a Spanish language music class with a handful of local latino immigrant community members and from that beginning, we were inspired to start the Day of the dead celebration (8 years running with over two to four hundred in attendance each year from all ages, genders and cultures in charlottesville). This is a beautiful Mexican tradition where we celebrate our ancestors and loved ones who have passed on with colorful memorial altars with their photos and things that they enjoyed in life as well as food, music and celebration in community. Day of the dead is a wonderful way to experience community, as most of us have lost someone we love and we have gotten such heartfelt feedback about how people feel connected to one another in a very special way through this celebration. 2. Describe the local needs the program addresses. The local latino community in Charlottesville for many years has lived on the margins of our society. Some might say due to the language barrier, or for fear of their legal status, they stay to themselves and try not to bring attention to themselves or simply because they come to work, provide for their families and do not feel that anyone here values what they bring culturally to our community. So assimilation is safe, its the easiest way to blend in. It is my belief that as a country built by immigrants, that we must recognize that rich traditions and cultural wealth are lost if we do not recognize, encourage, preserve and document the beautiful cultural heritages of our immigrant neighbors as they settle here and make Charlottesville their home. 3. Who are the beneficiaries (include number served and relevant demographic information) With this particular event of Day of the dead, it serves the Latin community in that it encourages them to come out and express themselves culturally for the whole community to participate in. It shows that the city and it’s citizens value our (latinx culture) when they come to share in the event. For the larger community it provides education and community aruoun an important part of Latinx culture, and raises awareness of the value that they bring with them when they settle here. As well, as a city still struggling with mourning the events of August 12, 2017, it provides healing, it brings us all together to remember our ancestors and loved ones who have passed on. It helps us look back at our heritage as individuals and recognize where we have been, how far we have come and provides us opportunities to ask ourselves where we are going as an individual, family, social group, community and/or country. Off Budget Program Funding Application- (!2 of 5! ) 2. Strategies: Explain what strategies the program uses to effectively address the identified needs. We invite members of the latinx community to participate in educating the larger community about this rich cultural tradition. We educate the community about the history of the Day of the Dead, the elements, symbols and tradition around it, we provide luminaria bags to everyone when they arrive to reflect and write names of passed loved ones on the bags to place on the altar. We perform traditional and original Mexican and Appalachian music as the backdrop to this event. 3. Evaluation: What specific outcomes are expected as a result of the requested funding? Describe how the program is evaluated. We evaluate the program anecdotally, from feedback of the attendees, and by the level of participation. This year we had over two hundred of attendees, who were very enthusiastic about the program. This cultural program also included the participation of a new cultural arts performance troupe, Villa Sabrosa, which is a Mexican folkloric dance troupe comprised primarily of local Latinx children, teenagers, University of Virginia students, and adults. In this program, we are successfully weaving together various elements of the local population. Our programming has also received wider notice by professors and educators locally and regionally, and is being supported as well by Virginia Humanities, and the Tom Tom Foundation. Off Budget Program Funding Application- (!3 of 5! ) Activities and Outcomes Plan and Report 1. Strategic Plan Indicate which Council Vision Area(s) and Alignment goal(s) of the City’s Strategic Plan the program addresses (www.charlottesville.org/strategicplan) Community engagement Provide at least two meaningful indicators that this project will address. 2. The indicators this it engages parts of our community that go project addresses are... unrecognized. It bridges the larger community and raises cultural awareness. 3. The goal of this Describe what you provide, to whom, how many, and time frame project is to We successfully brought together over 200 produce/provide... people from all back grounds in the charlottesville community and region to ix art (products or services, park to celebrate this beautiful Holiday. output) Off Budget Program Funding Application- (!4 of 5! ) Explain what you expect accomplish to create an awareness of the beauty of this 4. To accomplish... holiday, to share part of latin culture with our new community of charlottesville. To invite others to celebrate this beautiful holiday each year and remember there loved ones who have passed on. Describe what changes you expect 5. So that participants/ over a long time we hope to make this beneficiaries can... celebration part of the fabric of what charlottesville represents as a community. Describe projected FY 20 outcomes with numbers and percentages, as well as 6. Resulting ultimately methods of measurement in... with over 200 in attendance this year, we hope to grow the numbers. 7. Current outcomes ???? Davidson, Ryan From: Estela Knott Sent: Monday, November 11, 2019 2:26 PM To: Davidson, Ryan Subject: Re: Support of our 8th annual Dia de los muertos event. ** WARNING: This email has originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.** Sponsorship funds we raised the following: Tom Tom Foundation $500 Virginia Humanities $300 City of Charlottesville $500 Cost of musicians for the event was total of: $700 ( 7 musicians at $100 per musicians). Villa Sabroso Dance troop: donation of $100 We spent over $400 on plants (mums) and flowers for the altar, art supplies to build the altar, as well as luminaria bags, LED candles to light the offerings. We spent around $100 on face painting supplies and food (traditional) for the altar. The cities moneys will be used to reimburse us for some of these expenses. some pictures of the altars and a photo of the audience in attendance are below. Also here is an article written about the event by a UVA student. Let me know if you need anything else. Also very important to mention is that because we were able to raise enough money to cover our costs. The donations we received at the door went to Sin Barreras a local non profit organizations helping immigrant families in our community. We raised a little over $2000 for them. We are so very proud that we were able to make this happen this year. It was emensely satisfying to all. For the Latinx community, it was so wonderful to be able to come out and celebrate something so dear to their culture her in their new homes. And for everyone else it was a wonderful bonding experience where they were able to learn and experience this rich cultural tradition, have fun and all for a good cause. Thanks, Estela Lua Project 434‐242‐8488 info@luaproject.org 1 2 3 On Nov 11, 2019, at 12:24 PM, Davidson, Ryan wrote: 4 October 13th, 2019 Lua Project 808 Rockland Avenue Charlottesville, Va. 22902 Dear Charlottesville City Council Members, Lua Project is excited to announce that we will be hosting our 8th annual Dia De Los Muertos celebration, which will be held at IX Art Park this year on November 2nd, from 7pm to midnight. This is a beautiful Mexican tradition, during which we celebrate our ancestors and loved ones who have passed on with a colorful memorial altar, live mu- sic, dance, art and food. Each year we have had over three hundred people in atten- dance, and are excited to be bringing this tradition to IX Art Park and expanding on the celebration to provide a family time at 7pm, a performance featuring live music and tra- ditional dance from 8 to 10pm, and a dance party with dj Raf from 10 to midnight. We are striving to have 100% of the proceeds collected at the event go directly to Sin Bar- reras Cville, a local justice and advocacy non-profit working tirelessly to help our local immigrant neighbors in the Charlottesville area and surrounding counties. With your tax deductible sponsorship donation, we will be able to cover our basic costs and your participation will provide valuable support in helping to educate the larger community about the rich cultural traditions that our Latinx neighbors bring to our com- munity. Below you will find sponsorship details. We hope to raise $1000 in sponsorship money to cover the cost of paying for promotional materials, advertising, sound, musi- cians, dancers, educational art activities related to Dia de los Muertos, flowers, and decorations for the altar. We hope you are able to support this event. With Much Gratitude, Estela Diaz Knott Director/Founder www.luaproject.org C: 434-242-8488 October 13th, 2019 Sponsorship information: Major ‘La Catrina’ Sponsor ~ $500 Banner above the stage name and logo on invitation and website name mentioned and tagged in gratitude in all social media posts. name mentioned in gratitude throughout the day of the event ‘Señor Calavera’ Sponsor ~ $300 shout out in our social media invites and home pages Name mentioned in gratitude on all social media platforms name mentioned in gratitude during the event ‘La Calaca’ Sponsor ~ $100 name mentioned in gratitude on social media and day of the event Any donations are accepted and appreciated, below these amounts. To donate click here or send check payable to: ‘Fractured Atlas’ with Lua Project in the memo line. Please also fill out the information below and send all to: 808 Rockland Avenue Charlottesville Va. 22902. If donating online, please email us the information below. ~ Lua Project is a sponsored project of Fractured Atlas, a non-profit arts service orga- nization. Contributions for the purposes of Lua Project must be made payable to Frac- tured Atlas and are tax-deductible to the extent permitted by law. ______________________________________________________________________________ Organization/Business Name: ________________________________________________ Address:______________________________________ Cell:__________________________ Website:__________________________________________________ Facebook or Instagram pages:__________________________________________________ Please Specify donation amount: $____________ NOTE: Please send high resolution logo and any verbiage you prefer to describe your business or organizations to info@luaproject.org by October 21st to be in- cluded in our promotional materials. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Required: Resolution Enactment Staff Contacts: John Blair, City Attorney Presenter: John Blair, City Attorney Title: Refer Comprehensive Plan Amendment to Planning Commission Background: On November 4, 2019, the City Council received a presentation from New Hill Development Corporation that included the Starr Hill Neighborhood Community Vision and Small Area Plan. At the conclusion of the presentation, Councilor Galvin indicated that she would like to explore the possibility of incorporating the Starr Hill Neighborhood Community Vision and Small Area Plan into the Charlottesville Comprehensive Plan. Discussion: Charlottesville City Code Section 34-27 enables the City Council to initiate proposed amendments to the Comprehensive Plan. The ordinance also permits the Council to direct the Planning Commission to conduct a public hearing on the proposed amendment within sixty days of the Council’s action or to establish an alternative timeframe for the public hearing. At the November 4, 2019 City Council meeting, the Director of Neighborhood Development Services, Alex Ikefuna, requested that City departments have time to examine the proposed Starr Hill Neighborhood Community Vision and Small Area Plan before the Planning Commission conducts the public hearing. Based on Mr. Ikefuna’s comments, the Council agreed to establish a one hundred and twenty day time period before the Planning Commission is required to conduct the public hearing on the proposed amendment. Attachments: Resolution RESOLUTION TO CONSIDER AMENDING THE CHARLOTTESVILLE COMPREHENSIVE PLAN TO INCLUDE WHEREAS, the Charlottesville City Council received the New Hill Development Corporation’s Starr Hill Neighborhood Community Vision and Small Area Plan (hereinafter Small Area Plan) on October 31, 2019; and WHEREAS, the Charlottesville City Council received a presentation about the Small Area Plan at its November 4, 2019 regular meeting; and WHEREAS, Councilor Galvin requested the Charlottesville City Attorney to prepare a resolution referring the Small Area Plan to the Charlottesville Planning Commission to consider its incorporation into the Charlottesville Comprehensive Plan; and WHEREAS, Charlottesville City Code Section 34-27 authorizes the Charlottesville City Council to refer proposed written Comprehensive Plan amendments to the Charlottesville Planning Commission. NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of Charlottesville, Virginia that the Small Area Plan is referred to the Charlottesville Planning Commission for its recommendation on whether to incorporate the Small Area Plan in the Charlottesville Comprehensive Plan. BE IT FURTHER RESOLVED, by the Council of the City of Charlottesville, Virginia that the Planning Commission shall conduct a public hearing on the incorporation of the Small Area Plan into the Comprehensive Plan within one hundred and twenty days of this Resolution’s adoption. This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Required: No Action Required (Report Only) Presenter: Brennen Duncan, Traffic Engineer Staff Contacts: Mike Murphy, Deputy City Manager Brennen Duncan, Traffic Engineer Jeanette Janiczek, UCI Program Manager Title: Dogwood Vietnam Veterans Memorial Background The City Council tasked a working group on May 6, 2019 to identify appropriate short-term, medium-term, and long-term solutions to ensure appropriate and improved access to the Dogwood Vietnam Memorial and to the eastern portions of McIntire Park. This Group consisted of: Dogwood Vietnam Memorial Foundation—Bruce Eades, Rich Severin Disabled American Veterans—George Shadman Veterans of Foreign Wars (VFW)—Julian Taliaferro Citizens—Jay Levine, Dave Norris Independence Resource Center—Tom Vandever, Jim Herndon Deputy City Manager—Mike Murphy NDS Director—represented by Jeanette Janiczek—Urban Construction Initiative Program Manager P&R Director—Brian Daly City ADA Coordinator—James Woods (resigned)/represented by Brennen Duncan—City Traffic Engineer VDOT—Joel DeNunzio This group has met several times over the last 5 months to discuss all of the issues at hand and possible solutions. The main issue for the veterans is that day-to-day visitors outside of Special Events are unable to access the Memorial - particularly visitors with ADA concerns and other vulnerable populations. The two physical issues are that the Memorial is approximately ¼ mile from available parking and there is a slope to the trail that leads from John Warner Parkway up 1 to the Memorial. Visitors must currently park at the CARS lot, cross seven lanes of traffic via three signal-controlled crossings, and ultimately negotiate an inclined 570’ long asphalt trail to reach the memorial plaza. The previous means of access and parking, the McIntire Park entrance off of WB Route 250 Bypass was closed with the construction of the New Skate Park. History The Charlottesville Dogwood Vietnam Memorial, established in 1966, is considered the first civic/public memorial in the United States dedicated to those who served and sacrificed their lives in the service to our country in the war in Vietnam. As the war in Vietnam intensified and became increasingly controversial, our community endured the pain of its first casualty—Champ Jackson Lawson, Jr.—who was killed on November 4, 1965. Our citizens realized that, despite conflicting attitudes towards the war, more young people from our community would be lost. With that sobering thought in mind, members of the Charlottesville Dogwood Festival Board felt a memorial was important and approached the City of Charlottesville with the proposal. The project was adopted and named the Charlottesville Dogwood Vietnam Memorial. A prominent knoll which protrudes adjacent to the US 250 Bypass and just west of McIntire Road was chosen for the memorial site. Jim Shisler met with then Charlottesville City Manager James Bowen and obtained permission for both the site and the construction of the memorial. They agreed that no city funds would be used to build the memorial. In addition, Bowen insisted that the memorial be placed in a highly visible location in McIntire Park, be immediately constructed, be of a “hometown” nature, and be constructed utilizing historically significant materials. The purpose of the memorial was stated as: “The Dogwood Memorial is dedicated to the lasting memory of these men and all who served our country in Vietnam.” Following those guidelines, the Dogwood Vietnam Memorial was created and dedicated in McIntire Park on April 20, 1966 dedicated to all who served in Vietnam and Southeast Asia, and particularly dedicated to the memory of the 28 local young men who died in that service. 2 Dogwood Vietnam Memorial before interchange construction. Between 2013 and 2015, the Charlottesville Dogwood Vietnam Memorial was reconstructed as a portion of the Route 250 Bypass Interchange project at McIntire Road. This effort was done in conjunction with the Vietnam Veterans. The Veterans were adamant that the redesign should keep the character and intent of the original monument and needed to be visible from the newly constructed interchange of John Warner Parkway and the 250 bypass. This resulted in a design that reoriented the monument 180 degrees and raised it approximately 12 feet in elevation (exacerbating the grade and access issues that are currently being raised). Individual plaques were added for each of the 28 local veterans killed during the Vietnam War. The fiftieth rededication was held April 2016 with over 750 people in attendance and over 90 participants. At this point in time, access to the reconstructed Memorial was still available via the wading pool parking lot off the Rt. 250 Bypass. Veterans could either park within the lot and walk approximately 1,000 feet without a path or, if it was a special event, drive through the Park to visit the Memorial. When the wading pool was subsequently replaced by a new skate park, the unsafe entrance was closed for everyday public use, but is reopened 3 times a year for special events coordinated with the veterans as had occurred previously and for maintenance activities. 3 Current Dogwood Vietnam Memorial Discussion Meetings: June 6, 2019 July 22, 2019 September 26, 2019 October 15, 2019 The Working Group reviewed twenty possible solutions – immediate (6), midterm (9), and permanent (5) (see summary in the appendix). The 'Public Members' of the working group, i.e., The Foundation, the D.A.V., the V.F.W., Citizens, and Independent Resource Center feel "appropriate and improved access to the memorial", as directed by City Council is one that serves the entire community and allows for independent and convenient visitation to the Memorial. Immediate solutions: Of the immediate issues identified, some have been addressed, others are partially addressed, and others remain unaddressed: 4 1. CARS Parking Lot Correction: the two existing handicapped parking spaces have been corrected to meet the ADA standards for 60” height signage. The required access aisle has been marked with a “No Parking” sign but the access aisle remains unmarked with no diagonal hatching. 2. Wayfinding Signs: Generic wayfinding signs for the parking lot have been installed. City staff is currently working with a local vendor to do overlays to our existing city specific wayfinding signs and these should be installed before the end of the year. 3. Signal Timings and Pedestrian Signage: the addition of a 3-second leading pedestrian interval to give pedestrians a “head start” has been completed. Four “Turning Vehicles Yield to Pedestrians” signs have been installed at the McIntire Road/Rt. 250 Bypass intersection. 4. Corrections to the asphalt switchback trail: the 505’ asphalt switchback trail has deformed slightly since installation resulting in several small sections that exceed the 5% maximum slope requirement of the Americans with Disabilities Act (six 20 foot sections ranging from 5.1%-5.5%) to be considered an pedestrian access route. Federal accessibility guidelines for trails require that “running slope” for paths that exceed the 5% guideline (but are less than 8.33%) must have a 60” long level resting areas installed every 200’ – the width of the trail if provided within the trail tread or 3’ wide if adjacent to the trail tread. The City could make this fully ADA compliant by reconstructing these small areas of deformation. Cost approximately $20,000. The group is recommending going beyond these minimum requirements by installing four (4) new landing areas within the trail. This will result in new grading, landscaping, and the complete reconstruction of the trail, but the group believes this option best encompasses the charge to provide “appropriate and improved access to the memorial.” Cost approximately $100,000-125,000. This will require council to allocate funds to complete. 5. Installation of “Trail Head” Signage: federal standards require that trails have “trail head” signage to indicate accessible paths of travel. Such signage should also indicate length of the trail or trail segment the type of the trail surface, the typical and minimum trail tread width, the typical and maximum trail grade, and the typical and maximum trail cross slope. Mid-term solutions: A number of midterm solutions were examined but the Veterans do not feel that any offered meaningful long-term resolutions and do not justify the expense of implementation. The options 5 include the possible creation of two to four handicapped parking spaces on the east and west sides of the John Warner Parkway and the creation of a shuttle system to the memorial site. Staff agrees with the Veterans that each of the options to create 2-4 parking spaces creates new safety and access concerns which leads to the estimated cost of several hundred thousand dollars. The implementation of a shuttle system would address access issues at the cost of buying a wheelchair accessible golf cart and future maintenance (approximately $20,000). Parks staff would require someone to be either on call to provide rides or appointments could be made to visit the memorial through a reservation system. The only mid-term solution that seemed to be acceptable to the working group was moved to the immediate solutions grouping – regrading the trail to meet 5% grade and add 4 resting intervals within trail tread. Long-term solutions: Identified long-term solutions essentially revolve around two approaches: 1. Significant discussion occurred on options that would utilize access from the Rt. 250 Bypass by creating a vehicular path to the memorial and building a small parking area adjacent to the memorial. A number of safety concerns affect these options: a. To be used as a full time entrance, a deceleration lane would need to be constructed off of 250. The construction of an additional lane between the westbound acceleration ramp and the Wading Pool/Skate Park entrance would require the demolition and relocation of the existing bathhouse. In theory, a paved roadway could be constructed that follows the traditional informal vehicular paths to the memorial that crosses the park and a new parking area constructed adjacent to the memorial. Additional costs would be incurred to construct accessible walkways and ramps to provide ADA access to the memorial from the new parking area. This conflicts with the accepted McIntire Park Master plan and introduces vehicular travel that conflicts with Skate Park users as well as other users within the park. b. Both VDOT and city staff have expressed serious concerns with any permanent entrance/exit from the Rt. 250 Bypass due to the volume, speed, and merging lanes associated with the Route 250 Bypass. c. More importantly, no safe egress is possible from that entrance. Existing vehicles enter from a stop position that is 90 degrees from Route 250 – no space exists to create an acceleration lane onto the Route 250 Bypass before a bridge is encountered. A new exit point would have to be constructed to allow traffic to exit on the southbound lane of the John Warner Parkway. The illustration below displays the suggested options that would use access from the Rt. 250 Bypass. Both the Wading Pool/Skate Park entrance option (highlighted in yellow) 6 and the westbound acceleration lane option (highlighted in purple) would require a new exit point to be constructed on the southbound lane of the John Warner Parkway. Consequently, options to provide access using entrance points along the Rt. 250 Bypass have not been recommended by the Working Group. 2. Increasing attention has been focused on the creation of a parking area on the east side of the John Warner Parkway and the use of a pedestrian bridge to connect the Dogwood Vietnam Veterans Memorial to it. This option is considered to be the best long-term solution by the group: a. This option would restore the pedestrian bridge concept that was included in the original McIntire Road/Rt. 250 Interchange design plan (2008). City Council decided to not construct the pedestrian bridge at that time due to proposed impacts to the park and unidentified utility or demand (park master plan not yet completed but Memorial redesign had begun). b. This option would provide a minimum of 24-35 parking spaces for the memorial, the adjacent trail system, and serve general access to the eastern portions of McIntire Park. c. The pedestrian bridge option would provide a safe, ADA compliant path of travel of less than 350 feet from the parking area to the memorial. The current path of travel from the CARS parking area to the memorial is ¼ mile. d. The location of this parking area and pedestrian bridge satisfy VDOT safety requirements in regards to entering/exiting from John Warner Parkway and the McIntire Interchange. 7 e. This option would be eligible for VDOT recreation grant funding and potentially other federal, state, local and/or philanthropic sources of funding. In addition, the UVA Engineering School has expressed an interest in providing design assistance to the veterans, but it should be noted that the city would still need to employ its own design services consultant to aid with design, public engagement, contract documents and construction management. f. City staff presented rough preliminary construction cost estimates of $175,000 for a 35-space parking lot ($5,000/space) and $1.5 million for the pedestrian bridge (based on the Dairy Road pedestrian bridge project). g. Other potential advantages to a parking lot were discussed by the group and included access to the trail system and future Botanical Gardens in the eastern portion of McIntire Park, but were not prioritized in the parks master plan and would probably need some public engagement before implementing. The illustration below depicts the topographic opportunity provided by the existing knoll on the east side of the John Warner Parkway. This area was utilized as a staging area during construction and still includes the unpaved access road to the top of the knoll: 8 The illustration below depicts the potential location of an access road and parking area: The two illustrations below depict potential locations for a pedestrian bridge. The first illustration connects the bridge with the switchback of the existing trail. The approximate length of the bridge is only 115’ but pedestrians would still have to negotiate 230’ of the switchback trail to reach the memorial: 9 The illustration below demonstrates a bridge path that would terminate at the memorial plaza and avoid the switchback trail. The approximate length of this bridge is 340’ from the parking area: *This bridge was not considered for cost estimating purposes. In recent years a number of pedestrian bridges have been installed within the City of Charlottesville across busy roadways. For comparison and contrast, the lengths of several of these bridges are listed below (as measured on the City’s GIS viewer): 1. Skate Park/McIntire Park across railroad bed: 90’ 2. Emmet Street @ Lambeth: 360’ 3. Rt. 250 Bypass/Dairy Road: 170’ 4. Emmet Street/McCormick Road: 200’ The final option that needs to be mentioned is the complete relocation of the memorial. Using the cost of the reconstructed memorial from 2013 of $250,000, a reasonable cost estimate that would include demolition of the existing site, restoration, new construction etc., might be in the range of $400,000. This is not recommended due to concern of the memorial losing its historic significance, but could address any concerns of access with the relocation to a level area close to existing parking. In conclusion, the group feels that the best long-term solution is the creation of a proximate parking area adjacent to the John Warner Parkway and the installation of a pedestrian bridge that would connect that parking area to the Dogwood Vietnam Veterans Memorial. As a phased approach to this option, the entrance road, a small 2-4 car ADA 10 parking lot, and a connecting sidewalk could be constructed until full funding for the pedestrian bridge could be obtained. Budgetary Impact Short Term Solutions: • Make the minimal corrections to the trail to make it ADA compliant – Approximately $20,000 • Corrections to the trail grade and addition of four (4) resting areas – approximately $100,000-$125,000 (recommended by the group) Mid Term Solutions: • Shuttle Service – approximately $20,000 for Wheelchair accessible golf cart. • Phase 1 of the long term parking lot/pedestrian bridge concept – approximately 125,000- $175,000 (recommended by the group) Long Term Solutions: • Construction of a parking lot and pedestrian bridge across John Warner Parkway – approximately $2,000,000. To construct this option in the next 5 years would require 100% funding from City/philanthropic sources. State/federal funding could be sought in the future and coordinated with their application and anticipated funding schedule. . Attachments Working Group Solutions Spreadsheet and comments Parking Graphic – Existing and Proposed 11 Parking was provided at Wading Pool/Golf Course by an access point off 250 into McIntire Park East and visitors would walk through grass to reach Memorial (~957' as the crow flies). For special events and maintenance activities, participants and Previous Condition veteran groups were allowed to drive through golf course and park by Memorial. Access point off 250 into McIntire Park East was closed with the opening of the Skate Park (which also replaced the wading pool). Golf course was closed and a master plan Change effort resulted in the botanical garden, parking off of Melbourne, water features, etc. 2 handicapped parking spaces + 24 unrestricted spaces at parking lot in front of CARS was built with Interchange project (along with shared use paths). Parking lot is approximately 1150' (0.22 miles) from top of Memorial. Requires crossing 7 lanes of vehicular lanes at 3 signal controlled crossings. Access point off 250 into McIntire Park East will be re-opened 3 times a year to host Memorial's Special Events to allow participants to drive through park to reach Memorial. Access point off 250 into McIntire Park East will be re-opened as needed for maintenance activities performed Existing Condition by veterans groups. Veterans are concerned that day-to-day visitors outside of Special Events are unable to access Memorial - particularily visitors with ADA concerns and other vulnerable populations. Specifically - 1) too far to walk from parking lot (1150' (0.22 miles) to top of Memorial); 2) grade of path is too steep (at or below 5% with exception of 6 - 20' long areas ranging from 5.1% to 5.5%; and 3) requires crossing 7 lanes of vehicular Issue lanes at 3 signal controlled crossings. Private fundraising is possible from Veterans Groups - "can't guarantee success but can guarantee effort." Local City funds would be sought during CIP process for Available Funding balance. Short Term Options Details City's Traffic Engineering's Position Estimated Construction Cost (no design or construction oversight included) Status/Recommendation 6/6/19 - Confirmed handicapped parking signs were raised to 60" above ground 1 CARS Parking Lot Correction surface & access aisle marked with a "No Parking" Sign. N/A COMPLETED The original vendor for the signage, Color-ad, has been contacted and they have 2 New Wayfinding Signage stated it will most likely beend of 2019 for installation. N/A TO BE COMPLETED Four wooden signs (18" tall & 45" wide) stating "Veterans Memorial Drive" with a City of Charlottesville emblem and Dogwood Flower used to be installed at 1) island at offramp from EB250 to SB Emmett Street; 2) EB250 by Park Street onramp; 3) WB250 west of River Road; and 4) WB250 in front of the Memorial. No one knows why these Replaced by New Wayfinding Signage (#2). Old Wayfinding Signage were removed - to be replaced by City's new Wayfinding signs above. N/A COMPLETED Two benches have been installed along trail up to Memorial. Would provide two 10'x15' pads of 4" thick concrete, curb along 3 sides of each pad & re-installation of benches to create resting area for individuals (including those in wheelchairs). Could be staked in field - no engineering/design expense. Veterans would like back to back benches with shelter/protection from elements; Possible kiosk/points of interest Approximately $14,500 and 2 weeks to construct 2 concrete pads. Higher than 3 Installation of Benches/Landing Areas board with history. Parks Department supposedly has standard/design/prototype? N/A average cost due to difficulty of location. Not recommended. See Options #8 & 9 below. Leading Pedestrian Intervals of 3 seconds have been requested and should be installed by the end of July. This gives the pedestrian a head start ahead of vehicular traffic after ped button has been pushed. To be instituted by beginning of August 4 Signal Timings 2019. N/A COMPLETED Not currently recommended due to impact on vehicular travel - would create backup each Would reduce efficiency of signal. Existing storage for 8 vehicles - 18 vehicles arrive cycle. Possible to explore when 5 "No Turn On Red" signs during each cycle in peak periods. Not recommended by City Traffic Engineer due to existing congestion at intersection. pedestrian/bicyclist demand increases. Four Turning Vehicles Yield to Pedestrians signs to be installed before end of July at both signalized intersections - NB McIntire @ EB250 onramp; WB250 off ramp @ 6 "Turning Vehicles Yield to Pedestrian" signs JWP; SB JWP @ WB250 onramp; EB250 off ramp @ McIntire Road. No issue with installing "turning vehicles yield to pedestrians" COMPLETED Mid-Term Options Proposed hours/locations/procedures for golf cart service between CARS parking to Only staff time to run shuttle with existing equipment. Approximately $20,000 for Memorial and/or Western Side of Park to Memorial. 1 week day + 1 weekend day of wheelchair accessible golf cart & shed for storage of cart. Veterans groups service between 10am-2pm. Reservation system to set appointment for pick up by If the shuttles are being run from the CARS parking, it should use the multiuse path considering expanded hours or opportunities to assist. Possible to store golf cart at Working Group does not believe this option minivan equiped with wheelchair lift to visit Memorial. To be advertised on City's and pedestrian crossings. It is unsafe for vehicles to enter/exit onto the pathway off McIntire Park's West former Concession Stand and travel along new pedestrian allows for independent and convenient 7 Shuttle Service website. the road. bridge. visitation to the Memorial. Trail exceeds 5% grade in 6 - 20' long areas ranging from 5.1% to 5.5%. When surveying each incline, 5% or less grade is attained. When surveying in 20' increments, 6 - 20' long sections exceed 5%. Per United States Access Board, where the running slope of a segment of a trail is steeper than 1:20 (5%), the maximum Remove portions of trail to reallocate approximately 3" of height to attain 5% or less Recommended in conjunction with 4 flat length of the segment shall be 200 feet (61 m). Existing trail approximately 505' in grade. Trail's configuration and length would be unchanged. Removing the 6 sctions resting areas contained within path (see 8 Convert Trail from Signal to Memorial to 5% grade length down center. N/A of trail, regrading and re-installing - approximately $17,000 + contigency. below). Under Public Rights-of-Way Accessibility Guidelines for pedestrian access routes, for sections steeper than 5% but not steeper than 8.33%, resting intervals located every Add Resting Intervals within Trail - 60 inches long (minimum) with slopes not 200'. Same result is achieved with concrete pad to be installed with benches. If steeper than 1:48 in any direction (Public Rights-of-Way Accessibility Guidelines contained within trail, at least 2 resting areas would need to be added resulting in 10' Would need to remove half of existing trail and regrade'lengthen 10' before repaving Recommended to double to 4 resting areas 9 for pedestrian access routes) longer path. N/A trail. Approximately $50,000. and attain 5% maximum grade (see above). Not recommended. Per the Veterans, does not If using ramp definition of Public Rights-of-Way Accessibility Guidelines, ramp runs address 1) actually adds distance to walk from Add Resting Intervals within Trail - 60 inches long (minimum) with slopes not shall have a running slope between 5 percent minimum and 8.3 percent maximum. CARS parking lot; 2) grade of path is too steep; steeper than 1:48 in any direction (ramp definition of Public Rights-of-Way The rise for any ramp run shall be 760 mm (2.5 ft) maximum. At least 10 resting areas Would need to remove entire existing trail/landscaping and regrade before repaving and 3) requires crossing 7 lanes of vehicular 10 Accessibility Guidelines) would need to be added resulting in 50' longer path. N/A trail. Approximately $180,000. lanes at 3 signal controlled crossings. Not recommended. Per the Veterans, does not address 1) long distance to walk from CARS Using Interchange's Cost, @ $208/LF, inside railing would be $103,584 and outside parking lot; 2) grade of path is too steep; and railing would be $105,872. Would recommend at least 20% increase to account for 3) requires crossing 7 lanes of vehicular lanes 11 Add Handrails to Trail from Signal to Memorial Powdercoated black steel railing - Compatible with Bikes (54" high) N/A escalation, inefficiencies and contigencies. at 3 signal controlled crossings. Not recommended. Per the Veterans, does not address 1) long distance to walk from CARS Using Interchange's Cost, @ $152/LF, inside railing would be $75,696 and outside parking lot; 2) grade of path is too steep; and railing would be $77,368. Would recommend at least 20% increase to account for 3) requires crossing 7 lanes of vehicular lanes 12 Powdercoated black steel railing - Applicable to only Pedestrians (42" high) N/A escalation, inefficiencies and contigencies. at 3 signal controlled crossings. Issues of Concern - 1) Individuals exiting from driver side of vehicle conflicting On-ramp is located on National Highway System, Other Principal Arterial. On-ramp is unexpectantly with vehicles accelerating up on-ramp; 2) new trail, existing drop inlet widened to 21.5' for aprroximately 77' starting ~91' from John Warner Parkway - 3 and existing grade prevents creation of ADA-accessible unloading area and connection possible handicapped spaces with removal of guardrail. 8' minimum width required to trail to Memorial; 3) narrowed travel lane for larger vehicles that cannot continue for a parallel parking space leaves non-compliant 13.5' for one lane of ramp traffic on JWP and must turn onto 250; and 4) merging back onto on ramp with vehicles 13 Add 2 handicapped parking spaces on 250WB on-ramp (would need to widen to at least 16'). accelerating from intersection. Not recommended due to safety concerns. Would need to be at least 410' back from the 250 WB ramps to avoid functional area of intersection (turning lanes) and existing drop inlet. A trail from the parking spaces would need to be constructed with a retaining wall due to existing topography - would be approximately 892' from top of Memorial. Saves 258' of walking and no travel lanes to cross as compared to existing parking lot by CARS. Veterans have Add 2 handicapped parking spaces on SB John Warner Parkway (west side of JWP, requested City consider adding more spaces (8-12) with a parking lot 410' from 250 14 north of 250) WB ramps and a trail linking parking lot to switchback (5% grade). Parallel parking spaces are not being considered due to volume of traffic on JWP. Not recommended due to safety concerns. Entrance would need to be approximately 100' away from intersection of 250 WB ramps to avoid knoll. Would require one way road (12' wide) with 2 parallel, handicapped spaces and seperate exit onto JWP. Approximately 740' of walking. Parallel parking spaces are not being considered due to volume of traffic on JWP. Saves 410' of walking and requires crossing 3 lanes of traffic at one signal controlled With an entry point approximately 100' from the intersections, and an exit point Add 2 handicapped parking spaces on NB John Warner Parkway (east side of JWP, crossing as compared to existing parking lot by CARS. Veterans have requested City approximately 175' from the intersection, this location is not ideal for stopping Approximately $127,500-255,000 to create 12' wide one-way street (112' long) with 2 15 north side of 250) consider adding more spaces and adjusting trail to create more parking spaces. distance from the intersection. parallel parking spaces Not recommended due to safety concerns. Long-Term Options Parks awaiting proposal to have consultant 16 Add inclinator/escalator/elevator from 250/John Warner to Memorial Brian Daly/Parks investigating. explore option. Option not recommended. Incident history for last 5 years does not show any incidents directly related to entrance, but does show collisions involving merging/weaving vehicles. Entrance has been closed for around 2 years due to construction - and use has been low due to closure of wading pool(2013) and gold course(2015). Issues of Concern - 1) No ability to create acceleration lane from vehicles exiting this access point (vehicles will need to start from a stopped condition and merge quickly into 35 mph traffic, 2) Possible to add ~270' of a deceleration lane to John Warner Parkway's 250WB on-ramp by A barrier would need to be created to seperate parking lot from new skate park and removing bath house and building retaining wall directly next to skate park "bowl" all spaces would need to be handicapped (or would need to be shared with skate park which adds to concerns for increasing conflicts between merging and weaving traffic 17 Reopen Wading Pool/Skate Park entrance & allow parking on asphalt lot users). as well as new park facility. Not recommended due to safety concerns. Incident history for last 5 years does not show any incidents directly related to entrance, but does show collisions involving merging/weaving vehicles. Entrance has been closed for around 2 years due to construction - and use has been low due to closure of wading pool(2013) and gold course(2015). Issues of Concern - 1) Possible to add ~270' of a deceleration lane to John Warner Parkway's 250WB on-ramp by removing bath house and building retaining wall directly next to skate park "bowl" 1050' long, 14' wide roadway from Skate Park to Memorial + 120'x45' parking lot Reopen Wading Pool/Skate Park entrance. Construct one way roadway to which adds to concerns for increasing conflicts between mearging and weaving traffic with retaining walls + 400' long, 14' wide road from parking lot to JWP. Demolishion Memorial. Construct asphalt lot (minimum 8 regular, 4 handicapped spaces). as well as new park facility; 2)Exiting onto JWP is complicated by existing topography of existing bath house & construction of a new 50' x 25' bathroom facility. $1.5 18 Create one way roadway from lot to exit off of John Warner Parkway. A barrier would need to be created to seperate parking lot from new skate park. and required sight distance. million as a conservative estimate. Not recommended due to safety concerns. Traffic Engineering sees this as a less than ideal situation creating a spot for people to 18a Access road off of on-ramp instead of at skate park. turn right into the park as others are trying to accelerate toward the Bypass. Not recommended due to safety concerns. Vehicular roadway must be a minimum of 24' wide. Would add 5th leg to intersection reducing signal's efficiency by 20%. Would conflict with existing signal pole and create issue of how to signalize 5th leg with confusing other drivers. This would eliminate ADA accessible trail to Memorial - would need to drive to visit. This type of connection would not be allowed by FHWA onto an interstate. Although 250 is not an interstate, traffic engineering does not feel that it is appropriate connection. Replace existing trail up hill to Memorial with a vehicular roadway & asphalt lot If it is decided to go with this option, a deceleration lane should also be installed along Adding a 5th vehicular leg to this intersction would dramatically reduce the capacity Alternate idea is to add entrance/exit off the ramp, creating 24' wide roadway across 19 (minimum 8 regular, 4 handicapped spaces). 250. and lead to longer traffic back-ups. This is not a recommended option. trail with parking lot. Approximately $340,000. Not recommended due to safety concerns. Per AASHTO, vertical clearance should provide 16' vertical clearance over minor arterial roadway (14' exception allowed if alternate route provides 16' clearance) + 1' additional for ped overpasses + allowance for future resurfacing - assuming 17.5' clearance which sets down approximately at switchback of existing trail. Bridge Estimate includes - grading, 180' long bridge between switchback of existing trail & parking deck raising 8' over existing grade, 440' of trail connection to switchback & Using Dairy road pedestrian bridge project as comparision -$1.5 million as a Recommended to be buit in 2 phases. 1) Build connecting trail east of JWP to parking deck, 4% inflation with a CN date of 2026. conservative estimate. parking lot & sidewalk in the intermediate Parking Deck on East side of John Warner Parkway with Pedestrian Bridge to Approximately 415' of walking starting at far end of bridge. Saves 735' of walking and 35 space parking lot = $175,000 assuming $5,000/space. 35 space parking deck = future. 2) Build pedestrian bridge once funding 20 Memorial no travel lanes to cross as compared to existing parking lot by CARS. N/A $962,500 assuming $27,500/space. becomes available. Beyond the Box Options Design plans already developed. $250,000 in estimated construction costs (assuming placement on City ROW). Original Memorial consisted of a flagpole, 2 granite slabs with engraving suurounded by flagstone pavers and cobblestone. The Interchange Relocation of the Memorial to highly visible, flatter location - with possibility to share project, with consultation with Veterans, reoriented the original granite slabs & Not recommended over concern Memorial or establish parking with another facility/use. Possible location - SW corner of flagpole 180 degrees at the same location and raised it 12 feet. Additions include would lose historic significance (considered the JWP/Melbourne in McIntire Park East, on 250WB within McIntire Park West, on parapet retaining wall with new signage, concrete plaza, raised dais, dedication first Memorial erected during/for Vietnam 21 Relocation of Memorial 250WB between Meadowbrook & St. Annes. N/A stone, seat wall & POW flagpole. War). Erect kiosks, signage, etc. for citizens unable to visit Memorial located in a more accessible location. (Veterans to provide more details?). A "substitute experience" 22 Establish 2nd location to replace/supplement access to original Memorial does not comply with ADA. N/A Veterans estimate roughly $500,000 budget. Not recommended. Proposed Parking Dogwood Vietnam Veterans Memorial The geographic data layers produced by the City of Charlottesville are provided as a public resource. The City makes no warranties, expressed or implied, concerning the accuracy, completeness or suitability of this data, and it should not be construed or used as a legal Existing Parking description. The information displayed is a compilation of records, information, and data obtained from various sources, and the City is not responsible for it's accuracy or how current it may be. Every reasonable effort is made to ensure the accuracy and completeness of the data. Pursuant to Section 54.1-402 of the Code of Virginia, any determination of topography or contours, or any depiction of physical improvements, property lines or boundaries is for general information only and shall not be used for the design, modification or construction of improvements to real property or for flood plain determination. Dogwood Vietnam Veterans Memorial Proposed Parking Proposed Sidewalk 0 50 100 Feet ´ This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Requested: Hear Report Presenter: Grant Duffield, Executive Director Charlottesville Redevelopment and Housing Authority (CRHA) Staff Contacts: Dr. Tarron Richardson, City Manager Title: CRHA activities – update report Background: Given the substantial level of City investment in the activities of the Charlottesville Redevelopment and Housing Authority, CRHA Executive Director Grant Duffield will be appearing before Council to provide a number of CRHA-related updates, including: • Progress report on CRHA’s resident-led public housing redevelopment initiative • Section 3 and Financial Opportunity programming for residents • Charlottesville Supplemental Rental Assistance Program (CSRAP) • Crossings II – criteria for determining support • CRHA leadership transition Discussion: CRHA will be providing an update on various activities, especially pursuant to funding provided by the City, to support housing and redevelopment activities for housing some of our most vulnerable families. Representatives of PHAR (the Public Housing Association of Residents), which works closely with CRHA on redevelopment and other matters, will also be in attendance and available to answer any questions that Council may have. Alignment with City Council’s Vision and Strategic Plan: Since activities of CRHA serves to provide assistance with housing some of our most vulnerable families, this discussion supports City Council’s visions of Quality Housing Opportunities for All; Community of Mutual Respect; and Smart, Citizen-Focused Government; and aligns directly with Strategic Plan Goal 1.3: Increase affordable housing options. Community Engagement: N/A Budgetary Impact: N/A Recommendation: Hear report. Alternatives: N/A Attachments: N/A 2 This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Required: None - Informational Presenter: Christine Gough, Social Services Advisory Board Chair Staff Contacts: Diane Kuknyo, Director of the Department of Social Services Title: Social Services Advisory Board Annual Report to City Council Background: The City of Charlottesville Code Section 25-1(b) (4) requires that the Social Services Advisory Board make an annual report to City Council. Discussion: This report highlights the various programs administered by the Department of Social Services and also touches briefly on some upcoming challenges and opportunities. Alignment with Council’s Vision and Strategic Plan: The following City Council strategic plan goals align with the Department of Social Services: Goal 1: An inclusive community of self-sufficient residents Goal 2: A healthy and safe city Goal 5: A well-managed and responsive organization Community Engagement: The Department of Social Services’ Advisory Board consists of one City Councilor and eight community members appointed by City Council. Monthly meetings are open to the public. Meeting notices are posted on the Department of Social Services’ web page and are also posted on the informational bulletin boards in City Hall and City Hall Annex. Budgetary Impact: N/A – This is an informational report Recommendation: N/A – This is an informational report Alternatives: N/A – The annual report is mandated by the City of Charlottesville Code Attachments: 1. Social Services Advisory Board 2019 Annual Report - PDF 2. PowerPoint Presentation Charlottesville Department of Social Services Advisory Board ANNUAL REPORT TO CITY COUNCIL November 2019 The Social Services Advisory Board is pleased to present its 2019 Annual Report to City Council. We appreciate Council’s support for the Charlottesville Department of Social Services’ mission to join with the community in providing social services that meet essential needs, promote self-sufficiency, and enhance the quality of life for all residents. City of Charlottesville’s Vision To be one community filled with opportunity City of Charlottesville’s Mission We provide services that promote equity and an excellent quality of life in our community City’s Strategic Plan Goals that Align with Social Services Goal 1. An inclusive community of self-sufficient residents Goal 2. A healthy and safe city Goal 5. A well-managed and responsive organization The Department of Social Services administers Benefits Programs and Family Services for the citizens of Charlottesville. Federal and state mandated Benefits Programs help low income families and individuals meet basic needs for food, shelter, and medical care. Major programs include but are not limited to:  Supplemental Nutrition Assistance Program (SNAP)  Medicaid  Temporary Assistance for Needy Families (TANF)  Virginia Initiative for Education and Work (VIEW)  Child Care Assistance Family Services Programs provide case management services through federal and state mandated programs. Major programs include but are not limited to:  Child Protective Services (CPS)  Foster Care Prevention  Foster Care  Adoption  Fostering Futures  Adult Protective Services (APS) In this year’s report the Advisory Board chose to focus on Medicaid Expansion, the Joint Legislative Audit and Review Commission (JLARC) report, the University of Virginia's Charlottesville child welfare studies, and the Department’s ongoing cultural humility training. Medicaid Expansion After one year of Medicaid Expansion and working with Community Partners, the Department’s annual Medicaid enrollment increased from 1,052 to 1,727 families and individuals being served. Many vulnerable populations now have health insurance and health care options through various Managed Care Programs. A few of these clients needed medically complex care such as in-home care (Community Base Care, CBC) and Nursing Home care (Long Term Care, LTC) and have now become eligible for Medicaid covered services until they are 65 or become Medicare eligible. The agency has faced some challenges during this period. There has been a 50% increase in ongoing Medicaid renewal work. However, the positive results in our community far outweigh the increase in work. Many homeless are now receiving medical support such as prescription coverage and cancer screenings. An individual who had lived in a tent with medically complex issues is now housed and receiving needed medical care. Medicaid for Adults has also helped under-employed families who are now eligible for medical coverage. This coverage has no enrollment costs or monthly premiums for individuals between the ages of 19-64 who meet the eligibility qualification, and are within the income guidelines. For many in our community, this is the first time they have had comprehensive health care coverage. 2 Number of Medicaid Applications Received in October, November, & December (Q2) 1,000 903 900 800 700 600 500 400 433 458 300 412 200 343 100 - FY2014 FY2015 FY2016 FY2017 FY2018 Number of Clients Receiving Medicaid 10,000 9,500 9,000 8,500 7,926 7,902 8,000 7,500 7,721 7,751 7,718 7,520 7,000 6,500 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 As of Sept 2019 Challenges:  All enrollments under fast track will be due for renewal starting October 2019. Clients will need to complete a paper or online renewal form for continued coverage.  The backlog of applications from the Federally Facilitated Marketplace (FFM) or Cover VA sent to localities are coming due or are overdue.  Duplicate and incorrectly enrolled cases into Medicaid through automation (FFM) will need to be corrected at renewal, which may end as a closure to coverage. 3 Joint Legislative Audit and Review Commission Report In 2017, the Joint Legislative Audit and Review Commission (JLARC) directed staff to study the foster care and adoption services delivered by Virginia’s local departments of social services and supervised by the Virginia Department of Social Services. As part of the study, JLARC staff came to the Charlottesville Department of Social Services (CDSS) to discuss how the agency achieves the high percentages of foster care children placed in foster families, the high percentage in kinship placements, and the low percentage in congregate care placements (group homes or residential facilities). The JLARC December 2018 report to the Governor and the General Assembly of Virginia noted the following:  “As of March 2018, Charlottesville placed 33% of children in foster care with relatives, compared to 6% statewide.”  “Charlottesville and Hampton cities attribute their low use of congregate care to their focus on recruiting foster families that meet the individual needs of children in their care.” The complete JLARC study can be found at http://jlarc.virginia.gov/2018-foster-care.asp Charlottesville’s updates for placements of children in foster care as of October 10, 2019:  36% of children in foster care live in “kinship homes” with relatives.  14% of children in foster care live in “non-blood related fictive kin homes.”  45% of children in foster care live in non-relative foster families.  5% of children in foster care live in congregate care facilities. University of Virginia's Charlottesville Child Welfare Studies Two research studies have been completed in partnership with the Virginia Department of Social Services and The Public Interest Data Lab, a project of the University of Virginia Library, the Frank Batten School of Leadership and Public Policy, and the Community Policy, Analytics, and Strategy Lab. The research focused on racial disproportionality (overrepresentation of racial groups in the child welfare system relative to their presence in the population), and racial disparity (differences in outcomes for some racial groups compared to others) at multiple states of interaction with the child welfare system. The research is limited by the relatively small number of child welfare-involved children in Charlottesville. In some cases, statistical modeling was used to determine outcomes. It is also important to note that race is generally a subjective determination which is especially important to consider when reviewing the findings concerning multiracial children. Study 1: Child Protective Services This study assessed Charlottesville’s child welfare caseload for evidence of racial disproportionality and racial disparity. Using administrative data on children reported to Child Protective Services from July 1, 2014, to June 30, 2017, the research examined referrals and new clients, post-referral decisions, and foster care outcomes by race. 4 Findings:  Black and multiracial children were referred to CPS at twice the rate of their population percentage.  Family poverty is concentrated among black families.  Census tracts with the highest CPS referral rates also have the highest poverty rates and percent of black residents.  Multi-racial and black children are more likely to be referred to the investigation rather than the assessment track.  Black children experience more placement transitions than white children do.  White children have a higher likelihood of reunification with family than black children.  Black children are more likely than their white counterparts to be initially placed in foster care and less likely to be placed in kinship care.  There are no discernible differences by race in whether child protective services cases were substantiated and at what level.  There are no discernible differences in overall time in foster care between black and white children. Study 2: Foster Care This study focused on child welfare-involved children from January 1, 2015, to December 21, 2017. The research examined the children referred from initial report to exit from the system and focused especially on foster care outcomes. Findings:  Black and multiracial children have a greater frequency of referral to child welfare than do white children.  Multiracial children have a higher probability of entering foster care than do black or white children. The most common reasons children enter foster care are neglect, parental drug use, and inadequate housing. Inadequate housing is more likely to be cited as a reason in cases involving multiracial children. Parental drug use is slightly more likely to be cited as a reason in cases involving white children.  Most children in foster care are in a foster family environment, and one-third are in kinship care. Multiracial children are more likely to be in non-relative foster care compared to black and white children.  There is no evidence of racial differences in the overall time children spend in foster care.  Among children who exited foster care during the study period, half were reunified with their families. The rate of reunification was higher among white children. Black children were more likely to be adopted relative to white or multiracial children. Department responses to the studies: • Provide training for staff and community partners on implicit bias, cultural humility, behaviorally descriptive language, institutional racism, strategies to have conversations about race and privilege and the history of race and racism in Charlottesville. • Report program outcomes by race. • Improve collaboration between the employment services team and child welfare teams to support household income and asset growth. • Establish a method for “blind” referral assignment in child protective services. • Use family finding strategies to increase participation in the CPS case to build family supports. • Create/take advantage of opportunities to build relationships in the community. 5  Continue to study family economic and social conditions in child welfare outcomes, and on the racial disparity in those outcomes. o What accounts for referral disproportionality? o What accounts for the higher rates of investigation among cases involving multiracial or Black children? o What does multiracialism mean in this community? o Is the way race is captured in the data valid?  Added questions about implicit bias and cultural humility to employment interviews. Child Protective Services Referrals: CPS referrals come from a variety of sources. Anyone can report suspected child abuse or neglect to a local department of social services or to the State Abuse and Neglect Hotline. For fiscal year 2018, referral reporters to the department were categorized as: FY 2018 Referral Reporters 3% 1% Educational Personnel 5% Other 5% 28% Legal, Law Enforcement 7% Social Services Personnel Anonymous 7% Medical Personnel 8% Mental Health Parent 24% Other Relatives 12% Friends/ Neighbors The other referral reporter category includes child advocates, clergy, foster parents, government agency employees, and landlords. 6 Many states, including Virginia, implement a Differential Response System, meaning if a Child Protective Services (CPS) report is accepted, families may be assigned for assessment or for investigation. Assessment is intended to engage the family and the family's support network, identify family needs, and generate services to meet those needs without seeking to substantiate maltreatment. Investigations seek to determine if abuse or neglect was likely to have occurred and may lead to service provision and/or removal of a child from the home. The following flowchart is used: 7 Cultural Humility Training for all Department Staff Effective July 1, 2019, social services employees are asked to complete a minimum of 12 hours of cultural humility awareness/training. The following statement was sent to all current employees and was added to the training materials for new staff: Charlottesville Department of Social Services Commitment to Cultural Humility The Charlottesville Department of Social Services is committed to cultural humility. We believe that individuals and families are experts on their own culture and background. We engage with each other and with the community we serve with a core belief that we learn from each other and commit to the organizational values of respect, excellence, creativity, trust, and leadership. We believe in an equitable and inclusive workplace culture where every employee experiences trust and respect, is treated with dignity, and feels engaged and confident to perform well. We have a shared commitment to develop our cultural humility through training, development, coaching, and mentoring. Cultural humility is an ongoing development process that includes an acquired understanding of the patterns and potential dynamics of specific groups and cultures, including our own. It is the understanding of how culture (the values, beliefs, attitudes and traditions acquired from affiliate groups) as well as personal circumstances, conditions, nature and experiences influence our own and other people’s thinking and behaviors. One demonstration of this commitment is the requirement, effective July 1, 2019, for each employee to complete 12 hours of personal/professional development activities related to cultural humility annually. The advisory board strongly supports this ongoing professional development for department staff. 8 Economic Impact Economic Impact - $87,239,406 Total Federal and State Funding for Fiscal Year 2018 = $81,161,824. Many of these funds were spent on rent, utilities, payments to medical providers and hospitals, purchases at grocery stores and gas stations, and purchases of clothing and school supplies, thereby increasing the economic impact to the community as the funds recycled through the local economy. The matching local costs for fiscal year 2018 totaled $3,419,407 for Social Services and $2,658,176 for the Children’s Services Act (CSA).  $57,280,299 in Medicaid and Family Access to Medical Insurance Security (FAMIS) payments to providers  $5,392,031 in the Supplemental Nutrition Assistance Program (SNAP)  $7,010,379 in Children’s Services Act (CSA) payments to providers1  $5,321,951 in Staff, Administrative, and Operations costs  $2,029,251 in Adoption Assistance payments to adoptive parents  $1,508,511 in Title IV-E Foster Care payments to providers  $767,043 in Child Care payments to providers  $839,208 in Temporary Assistance to Needy Families (TANF)  $104,181 in Fostering Futures Foster Care Assistance  $279,367 in Low-Income Home Energy Assistance Program (LIHEAP)  $166,190 in Auxiliary Grant payments to providers  $177,856 Other Purchased Services for clients  $123,372 in Central Service Cost Allocation2  $120,594 in Virginia Initiative for Education and Work (VIEW)  $24,634 in Independent Living Services  $10,827 in Refugee Assistance  $6,131 in General Relief Government Funding Sources $3,419,407 $2,658,176 Federal/ Sate Funding Local Funding Social Services Local Funding CSA $81,161,824 1 The Children’s Services Act (CSA) enacted in 1993 established a single State pool of funds to purchase services for at-risk youth and their families. Charlottesville Social Services coordinates administration and financial services for the CSA collaborative interagency team of Social Services, City Schools, Region Ten and the Court Services Unit. 2 Federal reimbursement for services from other city departments including, but not limited to: City Manager, City Attorney, Human Resources, Facilities Management, City Finance, City Treasurer and Purchasing. 9 Respectfully submitted by Charlottesville Department of Social Services Advisory Board Members:  Christine Gough, Chair  Kathryn May Gallanosa, Vice Chair  Lisa Brown  Rebekah Menning  Janet Morrow  L.D. Perry  Cathee Johnson Phillips  Mike Signer, City Council  Judith Zeitler 10 Charlottesville Department of Social Services Advisory Board Annual Report to City Council November 2019 Programs •Child Care Assistance •Supplemental Nutrition Assistance Programs (SNAP) •Temporary Assistance to Needy •Virginia Initiative for Education and Families (TANF) Work (VIEW) •Medicaid •Family Access to Medical Insurance Security (FAMIS) •Adult Protective Services (APS) •Adult Services •Child Protective Services (CPS) •Foster Care Prevention •Family Engagement •Foster Care •Adoption •Fostering Futures 1 Medicaid Expansion Number of Medicaid Applications Received in October, November, & December (Q2) 1,000 903 900 800 700 600 500 400 433 458 300 343 412 200 100 - FY2014 FY2015 FY2016 FY2017 FY2018 Medicaid Expansion For more information about Medicaid and how to apply, please visit https://commonhelp.virginia.gov/ 2 CDSS Highlighted in Joint Legislative Audit and Review Commission Report As of March 2018, Charlottesville placed 33% of children in foster care with relatives, compared to 6% statewide University of Virginia’s Studies on Charlottesville Child Welfare FY 2018 Referral Reporters 1% 3% 5% 5% 28% Educational Personnel Other 7% Legal, Law Enforcement Social Services Personnel Anonymous 7% Medical Personnel Mental Health Parent 8% Other Relatives Friends/ Neighbors 24% 12% 3 University of Virginia’s Studies on Charlottesville Child Welfare Findings: • Black and multiracial children were referred to CPS at twice the rate of their population percentage. • There are no discernible differences by race in whether child protective services cases were substantiated and at what level. • There are no discernible differences in overall time in foster care between black and white children. • The most common reasons children enter foster care are neglect, parental drug use, and inadequate housing. University of Virginia’s Studies on Charlottesville Child Welfare Department responses to the studies: • Provide training for staff and community partners on implicit bias, cultural humility, behaviorally descriptive language, institutional racism, strategies to have conversations about race and privilege and the history of race and racism in Charlottesville. • Improve collaboration between the employment services team and child welfare teams to support household income and asset growth. • Establish a method for “blind” referral assignment in child protective services. • Use family finding strategies to increase participation in the CPS case to build family supports. 4 Cultural Humility Training The Charlottesville Department of Social Services is committed to cultural humility. We believe that individuals and families are experts on their own culture and background. We engage with each other and with the community we serve with a core belief that we learn from each other and commit to the organizational values of respect, excellence, creativity, trust, and leadership. Questions or Comments? 5 This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Requested: Hear Report Presenter: Monica Webb, TING Staff Contacts: Dr. Tarron Richardson, City Manager Grant Duffield, Executive Director, Charlottesville Redevelopment and Housing Authority (CRHA) Title: TING internet update for public housing Background: On June 14, 2018, City Council approved funding in the amount of $150,000 to provide funding for improvements planned to be made by CRHA to its public housing units, specifically: wiring and other facilities for access to high speed broadband internet services within every public housing unit citywide (the “Project”). Discussion: City Council will hear an update on the status of this Project. Alignment with City Council’s Vision and Strategic Plan: This discussion aligns with the City’s goal to have a community of self-sufficient residents and will assist in the objectives to give public housing residents the necessary tools for school and job success, and financial independence, and will address issues around race and equity so that no one “misses out” because they cannot afford internet access. Community Engagement: N/A Budgetary Impact: N/A Recommendation: Hear report. Alternatives: N/A Attachments: N/A 2 This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Required: None Presenter: Jordy Yager, Digital Humanities Fellow, Jefferson School African American Heritage Center Staff Contacts: n/a Title: The Mapping Cville project Background: Jordy Yager will provide an overview of the the Mapping Cville project’s mission, scope, and goals. He will also outline the project’s activities over the last year, as well as potential policy implications for City Council going forward and details about a new way for the public to get involved with the project. Discussion: The Mapping Cville project was launched in 2018 by local journalist Jordy Yager, the Digital Humanities Fellow at the Jefferson School African American Heritage Center, with initial grant funding from the Charlottesville Area Community Foundation’s Heal Charlottesville Fund. The project’s main goals are to investigate (a) the legal and structural decisions that have shaped our city’s housing and infrastructure history, and (b) the lasting impacts these decisions have made on life outcomes for residents. The project will offer critical insights into the origins and mechanisms of discrimination that have created and perpetuated racial disparities in the City’s ability to create safe, healthy, structurally-responsive, economically-thriving, and community-responsive outcomes for all residents. Alignment with City Council’s Vision and Strategic Plan: The Mapping Cville project aligns with all 5 of the City’s goals as adopted in its Strategic Plan FY 2018-2020 and all 9 of the tenets in the Charlottesville City Council Vision 2025. Community Engagement: Community engagement is ongoing, with the next public event scheduled for Saturday, November 23, 2019 from 10am-4pm at the Jefferson School African American Heritage Center. Budgetary Impact: This report has no impact on the General Fund. Recommendation: Report only. Alternatives: n/a Attachments: None. PowerPoint presentation to be given at City Council meeting. This page intentionally left blank Thomas Jefferson Health District Annual Report Fiscal Year 2019 1 2 TABLE OF CONTENTS: Page(s) WHO WE ARE 1 LETTER FROM THE DIRECTOR 2 ESSENTIAL SERVICE 1 3-5 Monitor health status to identify and solve community health problems ESSENTIAL SERVICE 2 Diagnose and investigate health problems and health hazards in the 6 community ESSENTIAL SERVICE 3 7-8 Inform, educate, and empower people about health issues ESSENTIAL SERVICE 4 Mobilize community partnerships and action to identify and solve health 9 - 10 problems ESSENTIAL SERVICE 5 Develop policies and plans that support individual and community 11 health efforts ESSENTIAL SERVICE 6 12 - 13 Enforce laws and regulations that protect health and ensure safety ESSENTIAL SERVICE 7 Link people to needed personal health services and assure their health 14 - 16 care when otherwise unavailable ESSENTIAL SERVICE 8 17 - 18 Assure competent public and personal health care workforce ESSENTIAL SERVICE 9 Evaluate effectiveness, accessibility, and quality of personal and 19 population-based health services ESSENTIAL SERVICE 10 20 Research new insights and innovative solutions to health problems TJHD BUDGET (INCOME) 21 APPENDIX 22 DEFINITIONS AND ACRONYMS 23 1 WHO WE ARE The Thomas Jefferson Health District (TJHD) is one of thirty-five health districts under the Virginia Department of Health. We are comprised of six health departments that serve the counties of Albemarle, Fluvanna, Greene, Louisa, and Nelson, along with the city of Charlottesville. Our local health departments provide numerous public health services to over 250,000 residents. OUR MISSION OUR VISION To protect and promote the health and Healthy people living in healthy well-being of all Virginians communities TJHD LOCATIONS CHARLOTTESVILLE/ALBEMARLE LOUISA COUNTY HEALTH DEPARTMENT HEALTH DEPARTMENT Health Clinic Services 1138 Rose Hill Drive 540 Industrial Drive Charlottesville, VA 22903 Louisa, VA 23093 (434) 972-6200 (540) 967-3703 FLUVANNA COUNTY HEALTH DEPARTMENT Environmental Health 132 Main Street 1 Woolfolk Avenue Palmyra, VA 22963 Louisa, VA 23093 (434) 591-1960 (540) 967-3707 GREENE COUNTY HEALTH DEPARTMENT NELSON COUNTY HEALTH DEPARTMENT 50 Stanard Street 4038 Thomas Nelson Highway Stanardsville, VA 22973 Arrington, VA 22922 (434) 985-2262 (434) 263-8315 1 LETTER FROM THE DIRECTOR: Fiscal year 2019 (July 1, 2018 to June 30, 2019) found the health district adopting a new role. The Thomas Jefferson Health District (TJHD)—serving the City of Charlottesville, and Albemarle, Fluvanna, Greene, Louisa, and Nelson counties—is one of 20 health departments from across the country selected to participate in the Kresge Foundation Emerging Leaders in Public Health Initiative. As part of the program, we participated in education and growth opportunities focused on adopting a new role to accelerate health equity in our community. Our journey corresponded with MAPP2Health’s focus on health equity and with many other activities across our community. In adopting this new role, we spent the year focusing on how to achieve this transformation. Our next steps are to take a close look at our internal processes and staff training. Equity starts with the fundamentals of public health: clean water and safe food. Our Environmental Health Division works diligently to assure all citizens of our district of these fundamentals. Despite being short staffed and hampered with a major overhaul of the state reporting system, our experts in food safety and onsite water and sewer system tackled a variety of issues with dedication and professionalism. Their hard work allows us to work with our many community partners to tackle broader issues influencing health equity. I am proud of the Thomas Jefferson Health District’s accomplishments this past year and am pleased to present the Annual Report for fiscal year 2019 (FY19). Read on for more stories about TJHD and our journey to better health. Wishing you good health this year, Denise Bonds, MD, MPH Director, Thomas Jefferson Health District Virginia Department of Health Virginia Secretary of Health and Human Resources, Daniel Carey, MD, visited the Charlottesville/Albemarle Health Department in the fall of 2018. 2 ESSENTIAL SERVICE 1 - MONITOR HEALTH STATUS TO IDENTIFY AND SOLVE COMMUNITY HEALTH PROBLEMS MAPP2Health: Mobilizing for Action through Planning Through a series of meetings across the and Partnerships (MAPP) is a strategic district, participants learned about health framework for organizations, coalitions, equity, reviewed data, and discussed and residents to work together for action community health priorities. Councils and and sustainable change toward organizations within each locality had the improved health and well-being for all. opportunity to apply for a MAPP-specific Since 2007, organizations and residents of grant to move forward implementation Planning District 10, also known as TJHD, projects designed to address one or more have used the MAPP framework to assess of the MAPP priorities. community health across the district in the City of Charlottesville and counties of The recently released 2019 MAPP2Health Albemarle, Fluvanna, Greene, Louisa, and Report contains an overview of the Nelson. This process is known locally as communities making up the planning MAPP2Health or MAPP. district, cultural and community assets, best practice recommendations, and Representatives from 146 agencies, community health assessment data departments, communities, and organized by MAPP2Health priority. To community coalitions participated in the download a copy, visit 2019 MAPP2Health process. www.vdh.virginia.gov/thomas-jefferson/ plan-mapp2health/ Promote healthy eating and Health Equity 1 active living Address mental health and 2 substance use Reduce health disparities and 3 improve access to care Foster a healthy and connected 4 community for all ages MAPP Vision: Together we will achieve equitable access to resources for a healthy, safe community. 3 MAPP2HEALTH PUBLIC DATA ON TABLEAU: TJHD partnered with MAPP Core Group to host a Tableau Public page that shares data dashboards related to MAPP2Health priority areas and other public health topics. These dashboards use interactive maps, charts, and tables to make data more approachable than a standard spreadsheet. The MAPP2Health Tableau Public page can be found at: https://public.tableau.com/profile/ thomas.jefferson.health.district#!/ OPIOID ADDICTION EPIDEMIC AND TJHD RESPONSE: Virginia State Health Commissioner, Dr. Norm Oliver, has re-affirmed the 2016 declaration of a Public Health Emergency due to the growing number of opioid overdoses in Virginia. TJHD is responding to this opioid addiction crisis and public health declaration by: 1. Staffing an Opioid Response Outreach Coordinator (OROC). In spring 2019, TJHD received funds to hire a short-tern contract position to address the opioid addiction crisis in our district. TJHD’s OROC is creating new education materials for preventing opioid abuse and educating providers about safe prescribing practices. 2. Hosting REVIVE! trainings to educate local law enforcement and community 230 Narcan® boxes distributed members about opioid overdose and how to administer Naloxone. 3. Participating in the local Community Mental Health and Wellness Coalition – responsible for implementing the MAPP2Health priority area Address Mental Health and Substance Use. 4. Participating in the local Opioid Stakeholders Group and managing the Prescribers/Healthcare Providers Workgroup dedicated towards reducing opioid prescriptions. 5. Distributing thousands of free medication disposal kits (pictured to the right) to partner agencies and community members, which provide a safe, convenient deactivation and disposal method for prescription drugs. 6. Providing naloxone (NARCAN®) free of charge to community members, first responders, and other agencies, to prevent fatal overdoses. 4 COMMUNICABLE DISEASE: TJHD investigates communicable disease reports from healthcare providers and labs to identify community health problems. When communicable disease outbreaks occur, TJHD works to determine the source and to stop the spread of disease through education, infection control measures, post- 899 exposure prophylaxis recommendations, community surveillance, and immunization. Reported TJHD also conducts surveillance in conjunction with the state, by monitoring Communicable health data from emergency departments Disease Investigations and urgent care centers, which adds to the tracking surveillance data. These practices assist the epidemiologist and communicable disease staff to quickly identify, respond to, and prevent disease outbreaks. EPIDEMIOLOGY AND PREVENTION: TJHD investigates the communicable disease reports and for many of them, discusses the report with the community member affected. This is an opportunity to assess the knowledge that a community member may have about the disease and offer verbal and written educational information. The information includes transmission, incubation, risk factors, and common sources of the disease. A goal in this education is to empower the individual with education to prevent this illness in the future for themselves and their family members. The TJHD Epidemiology Team also answers community questions via phone or email or in- person presentations regarding communicable diseases. There is also outreach through email group lists and blast faxes to district schools and healthcare facilities with current communicable disease information or new recommendations. DISEASE INTERVENTION SPECIALIST: The Disease Intervention Specialist (DIS) serves an important role in sexual health care and prevention efforts. TJHD’s DIS is responsible for creating a plan of action for positive STI lab reports for syphilis and HIV. This includes disclosing positive results to the patient, coordinating linkage to care, and providing personalized risk reduction counseling. The DIS also locates, educates, and coordinates testing/treatment for individuals identified as close contacts to those with active infections. The DIS maintains a close relationship with internal and external testing sites and clinics to provide counseling and education to staff or patients as the need arises. 5 ESSENTIAL SERVICE 2 - DIAGNOSE AND INVESTIGATE HEALTH PROBLEMS AND HEALTH HAZARDS IN THE COMMUNITY SEXUAL HEALTH CLINICS: Sexual health clinics offer testing for a variety of sexually transmitted infections (STI), as well as appropriate follow-up and education. Sexual TJHD is a leader in sexual health and has 1,466 Health strived to make the clinic LGBTQ+ friendly and inclusive to all to decrease the stigma Visits associated with STI testing. TJHD offers HIV prevention medication (PrEP) case management services to anyone at high risk of getting HIV. TEST & GO: In March 2019, TJHD started an evening free and expedited STI testing clinic to decrease barriers to care. Clients are in 46 Clients served and out of testing within 20 minutes of arrival. POINTS-OF-DISPENSING (PODS): During certain public health emergencies (e.g. pandemic influenza or “flu”), TJHD is responsible for providing widespread and Flu free access to potentially life-saving Vaccines antibiotics or vaccine to the public. The primary method for providing access is through Points-of-Dispensing, or PODs. 306 Dispensed PODs are located within gymnasiums or at PODs cafeterias with easy access and set-up to rapidly dispense antibiotics or vaccine. Each fall, TJHD conducts flu vaccine POD exercises to provide free access to the seasonal flu vaccine. The exercises test the District’s ability to set-up and operate PODs. Federal grants from the Centers for Disease Control and Prevention (CDC) and the Virginia Department of Health cover the cost of the exercises including the vaccine. In FY19, TJHD conducted one open POD in Greene for all members of the community. TJHD also conducted two closed PODs for specific subsets of the community (Women’s Midlife event in Charlottesville and staff at the Lodge at Old Trail in Albemarle County). 6 ESSENTIAL SERVICE 3 - INFORM, EDUCATE, AND EMPOWER PEOPLE ABOUT HEALTH ISSUES COMMUNITY OUTREACH & EDUCATION: In FY19, TJHD conducted 4 mass media campaigns, which included the development of advertisements promoted via TV, radio, digital, social media, and newspapers. These campaigns were paired with health education materials distributed at community events, along with monthly newspaper articles, TV TJHD staff at 2018 Cville Pride interviews, and: 22 community events & health fairs 600 students received family life curriculum on contraception and tobacco/nicotine use. 82 community-based HIV & Hepatitis C testing events TJHD’s Public Information Officer also disseminated 20 press releases to inform the public on a variety of topics such as harmful algae blooms, back-to-school vaccines, vaping/JUULing, new food service regulations, and more. TJHD staff at 2018 SPARC Walk of Hope in Louisa County FOOD SAFETY TRAINING PROGRAM: TJHD Environmental Health Specialists educate commercial foodservice operators, volunteer organizations, and the general public to minimize risk and the spread of disease through consumption of contaminated food. Education focuses on the risks most often linked to the occurrence of foodborne illness. In collaboration with local partners, TJHD delivers food safety manager certification courses and food handler training classes to the food service industry, non-profit organizations, and consumers. 52 persons trained with ServSafe 75 persons trained with Safe Food Handling class + 150 persons trained with School Cafeteria Education 277 persons trained through Environmental Health education programs 7 COMMUNITY TOBACCO CESSATION AND PREVENTION: Youth Tobacco & Nicotine Use Toolkit In partnership with TJHD and the University of Virginia Cancer Center, the Tobacco Free Community Coalition launched a Youth Tobacco & Nicotine Use Toolkit. This toolkit was developed in response to local demands from schools and parents to learn about the dangers of electronic nicotine delivery systems (ENDS), like e-cigarettes, vapes, and JUULs. The Youth Tobacco & Nicotine Use Toolkit provides resources for addressing youth ENDS use and aims to prevent middle and high school students’ use of tobacco and nicotine. Parents, teachers, school administrators, and students can use this toolkit as a resource for research, school curriculum, parent education, and cessation resources. The toolkit can be found at www.TJHD.org. Quit Now Virginia Quit Now Virginia provides free evidence-based behavioral support through trained Quit Coaches 24 hours per day, 7 days a week. 140 TJHD residents Quit Smoking Classes contacted Quit Now or TJHD collaborated with community partners to host two sessions participated in Quit of Quit Smoking Charlottesville, one session of Quit Smoking Smoking Classes Louisa, and one session of Quit Smoking Fluvanna. The classes provide individuals who want to quit tobacco with resources and skills to quit. HARMFUL ALGAE BLOOMS: TJHD has partnered with the Virginia Harmful Algal Bloom (HAB) Task Force to conduct monitoring and surveillance for HAB species, to respond and investigate HAB events, and inform and educate the public of the harms of HAB events. THE HAB Task Force—comprised of the Virginia Department of Health (VDH), the Virginia Department of Environmental Quality, Old Dominion University, and the Virginia Institute of Marine Science at the College of William and Mary—monitors Virginia’s waters for harmful algae to prevent any illness that may be caused by these organisms. In FY19, TJHD monitored harmful algae blooms at Chris Greene Lake (Albemarle County) and Lake Anna (Louisa County). Through press releases, signage, and partnerships with local businesses, TJHD was able to minimize exposure of individuals to the contaminated water. 8 ESSENTIAL SERVICE 4 - MOBILIZE COMMUNITY PARTNERSHIPS AND ACTION TO IDENTIFY AND SOLVE HEALTH PROBLEMS EMERGENCY PLANNING AND RESPONSE Event 2: In December 2018, TJHD (EP&R): responded to a water emergency in Louisa following detection of an unknown In FY19, TJHD responded to two large- substance in the water. Staff from Public scale events in the health district. Health Nursing, Office Support Services, Environmental Health, and the EP&R Event 1: From August 10 – August 13, 2018, Program working alongside numerous TJHD’s Emergency Preparedness and local and state partners to protect the Response Program coordinated public health. Four employees from Environmental Health facilitated Emergency Support Function 8: Public Health and Medical activities during information sharing with VDH’s Office of events associated with the one-year Drinking Water (ODW) contacted18 anniversary of the Unite the Right Rally restaurants to provide instructions on how and civil unrest that occurred in 2017. In close and reopen due to the this capacity, TJHD facilitated information contamination. Eight nurses and office sharing, filled resource requests, and support staff worked with the Department assured access to a variety of public of Social Services to open, operate, and demobilize an emergency shelter for health and medical resources. 10 TJHD and VDH employees—located at the approximately 100 residents displaced Emergency Operations Center, Unified due to concerns over the contamination. Command Post, designated behavioral TJHD Emergency Preparedness & health site, and the Joint Information Response coordinated with VDH, ODW, and the Northwest Region Healthcare Center—worked a total of 304 hours. Coordination Center to facilitate information sharing, assure resource 21 Thomas Jefferson Medical Reserve availability for a long-term care facility, Corps volunteers gave more than 210 and provide situational awareness for hours, at an estimated value of $5,624, local and state agencies. working August 10 – 13. FY19 MRC Volunteer Accomplishments contributed valued at 271 MRC volunteers 576 hours $15,722 9 FOOD EQUITY INITIATIVE: In October 2018, TJHD staff presented to Charlottesville City Council on the Food Equity Initiative, which passed with an allocation of $65,000. The initiative is the result of more than a year of work by TJHD staff, community partners, Council members, and City staff to build this proposal around the MAPP2Health priority area to “Promote Healthy Eating and Active Living.” In addition to the presentation, the Charlottesville Food Justice Network shared a petition in support of the proposal, signed by more than 300 community members and 30 agencies. Rebecca Schmidt (TJHD) and Jeanette Year One goals were as follows: Abi-Nader (City Schoolyard Gardens) presenting to Charlottesville City Council  Compile & disseminate research including an on the Food Equity Initiative analysis of the local food system  Establish mechanisms for community voice and lived experience  Plan for sustainability ($50,000 has already been pledged by local foundations)  Provide expertise and recommendations to decision-makers on improving local practice and policy including additions to the City's Comprehensive Plan  Identify and apply for opportunities to highlight the City’s food equity work The Food Equity Initiative Coordinator is housed at the Charlottesville Food Justice Network, a program of City Schoolyard Garden, which serves as fiscal agent for the initiative. YANCEY SCHOOL: In December 2017, health department staff met with the BF Yancey Transition Advisory Committee to discuss ideas for how the former elementary school could be used to promote health and wellness. Using a federal grant, TJHD’s Population Health Manager and Healthy Communities Coordinator provided hand weights for community exercise classes, participated in community forums for how the building could be used to address community needs Yancey School Community Center Open and provided food and facilitation for a community House, March 9, 2019 celebration and planning session. TJHD is also developing a proposal for providing health department services one day per month to improve access for community members and is partnering with Albemarle County staff and advisory committee members on grant applications to support a community garden, farmer's market, walking trails and building renovations to allow for clinical space. 10 ESSENTIAL SERVICE 5 - DEVELOP POLICIES AND PLANS THAT SUPPORT INDIVIDUAL AND COMMUNITY HEALTH EFFORTS EMERGENCY PREPAREDNESS & RESPONSE (EP&R) AND PROJECT PUBLIC HEALTH READY (PPHR): Threats to the public health emergencies. exist within natural, man- TJHD is recognized as a made, or accidental Project Public Health Ready emergencies. The Emergency (PPHR) health department. Preparedness and Response The PPHR program is a Program (EP&R) at TJHD works competency-based with community partners to program administered by identify those threats to public the National Association of health, develop plans to prevent or County and City Health Officials mitigate potential impacts, and (NACCHO) recognizing local health coordinate response and recovery departments for exceptional work in the efforts. TJHD is a Coordinating Agency for area of public health emergency Emergency Support Function 8 (ESF-8): preparedness. TJHD meets or exceeds Public Health and Medical. Other ESF-8 nationally recognized standards agencies and organizations include local emphasizing all-hazards preparedness hospitals, emergency medical services planning, workforce capacity and agencies, the community services board, development, and demonstrating and public schools. The EP&R Program capacity and capability through exercises provides ongoing training for staff to build and responses to real-world events. In internal capacity and capability and FY20, TJHD will begin the re-recognition conducts a series of exercises to test process to maintain our PPHR status. TJHD’s ability to respond to public health TJHD staff and a MRC volunteer at the Fluvanna County Full-scale Shelter Exercise on May 30, 2019 11 ESSENTIAL SERVICE 6 - ENFORCE LAWS AND REGULATIONS THAT PROTECT HEALTH AND ENSURE SAFETY ENVIRONMENTAL HEALTH: IMMUNIZATIONS: The Immunization Program promotes Food service establishment required and recommended childhood inspections: 1,636 and adult immunizations, as well as flu outreach to local businesses and private Permitted food service establishments: school staff. TJHD provides back to school 985 clinics at all localities every August prior to the start of school so that parents can Sewage disposal system applications meet the requirements necessary for received: 1,021 enrollment. Vaccines are provided for the Well permit applications received: general public on an appointment or a 778 walk in basis for routine vaccines as well as overseas and rabies vaccines. TJHD Environmental Health includes Food Protection, Onsite Sewage Disposal/Water, Early in 2019, Virginia declared a and General Environmental Health programs. statewide outbreak of Hepatitis A. TJHD Staff provide education to the public and has been actively pursuing opportunities agencies to protect and promote the health to provide Hepatitis A vaccines to the risk of the community, and ensure safety by groups identified by the state. TJHD has enforcing regulations and laws. provided Hepatitis A vaccines at The Haven, the Albemarle/Charlottesville Please see the Appendix on page 22 to learn Regional Jail, and Addiction Recovery more about what TJHD’s Environmental Systems, as well as to food handlers, and Health team has accomplished, such as the clients in our STI and PrEP clinics. number of well and sewage disposal system applications received and approved and the number of public swimming pools that were permitted in FY19. 2,366 clients served in immunization clinics VITAL RECORDS: 15,827 The Vital Records (VR) Office records deaths and issues death certificates. Starting in December 2017, TJHD expanded its services vital records to also offer birth, marriage, and divorce certificates. TJHD offers processed same day service to walk-in customers for ease and convenience. 12 CHARLOTTESVILLE AREA SAFE SLEEP SAFETY SEAT DISTRIBUTION AND EDUCATION PROGRAM: PROGRAM: The Charlottesville Area Safe TJHD participates in a statewide Sleep Program is a community program to provide child safety effort that educates parents and seats and education free of caregivers about the importance charge to eligible families. This of safe sleep practices in the program connects families with prevention of SIDS and SUID. We the necessary resources to collaborate with 10 local comply with state laws for safely agencies, throughout the health district, to identify high-risk transporting infants and children in vehicles. The 2 hour class is 382 car seats distributed households meeting income and taught by either a Low Income other program guidelines. Free, Safety Seat Distribution and portable cribs are provided to Education Program (LISSDEP) Educator or Child these families so infants have a Passenger Safety Technician. The class is available safe to sleep. in any language, including American Sign Language. Additionally, assistance with vehicle safety seat installation is available by appointment. COMMUNITY HIV TESTING (CHT) TJHD offers rapid HIV and Hepatitis C testing in non-clinical settings, focusing on those at highest risk of transmission. Active referrals for 514 those who test positive or are in need of HIV tests provided additional services are provided, along with free safer sex items and education classes to individuals and groups within TJHD. 125,678 The tests conducted during 2019 Safer sex items encompassed several new and previous sites distributed totaling 24 unique testing locations, including health events, places of worship, nightclubs, mental health support groups, and substance abuse recovery classes. The expansion of 413 testing sites was due, in part, to a new HCV tests provided agreement with Region 10 that allows for classes and testing to be held at any Region 10 facility in the TJHD. This new partnership provides direct access to education, testing, and other resources to vulnerable populations receiving services through the Community Services Board. Additionally, in 2019, a new component of at-home testing was incorporated into the community testing program This resource, which was featured on several media outlets' coverage of National HIV Testing Day, allows accurate, private testing in the security of one's own home if they are unable to access care for conventional testing. 13 ESSENTIAL SERVICE 7 - LINK PEOPLE TO NEEDED PERSONAL HEALTH SERVICES AND ASSURE THEIR HEALTH CARE WHEN OTHERWISE UNAVAILABLE SOAR (SSI/SSDI OUTREACH, ACCESS, AND RECOVERY): SOAR is a nationwide initiative that improves access to Social Security Administration (SSA) benefits for eligible adults who are experiencing or at risk of homelessness and have a mental illness, medical impairment, and/or a co- occurring substance use disorder. Since the initiative was brought to TJHD in May of 2016, 61 individuals have received their benefits, resulting in an increase in income to those individuals of nearly $300,000 in back pay, and roughly $45,000 per month in benefits. These clients are linked with affordable housing resources and are also eligible for Medicaid or Medicare, which can be used to cover past and future medical costs. WOMEN, INFANTS AND CHILDREN (WIC): Goals of the WIC program are to promote breastfeeding, improve pregnancy outcomes, Total WIC Clients: and support the healthy growth of children. 29,934 Women who are pregnant, postpartum and breastfeeding receive nutrition education, breastfeeding support, and supplemental food benefits. Infants and children, up to age five, receive supplemental food benefits, nutrition education, and referrals to local resources. 14 FRESH FARMACY: In the late spring of 2019, TJHD partnered with Local Food Hub to start a Fresh Farmacy Program, which provides free, locally grown fruits and vegetables to current and new WIC clients living in the Southwood neighborhood in Albemarle County. 19 families are currently enrolled in the program which provides them with 13 bags full of fresh fruits and vegetables from May through November 2019. Each bag also includes nutrition information and recipes using the produce provided in their bag. All information is provided in Spanish and English. HOUSING OPPORTUNITIES FOR PERSONS WITH AIDS (HOPWA): The Housing Opportunities for Persons with AIDS (HOPWA) Program, 34 managed by HUD's Office of HIV/AIDS Housing, was established to provide housing assistance and related supportive services for low income persons living with HIV/AIDS and their families. Locally, the Clients TJHD partners with the Thomas Jefferson Area Coalition for the Homeless (TJACH) and The Haven, in an effort to provide housing Served assistance to eligible individuals in the area. THOMAS JEFFERSON AREA COALITION FOR THE HOMELESS (TJACH): TJHD coordinated the submission of an application for technical assistance to help prepare housing and homeless service providers to bill Medicaid for supportive services. TJACH submitted the application with support from UVA Health and from area service providers. TJACH was one of three networks nationally to be selected for technical assistance and funding provided by the Nonprofit Finance Fund and the Robert Wood Johnson Foundation. This funding and technical assistance will support organizations in all localities. 15 FAMILY PLANNING: The mission of TJHD’s Family Planning 886 Family Planning Clients Program is to provide quality reproductive services to vulnerable 1,688 Family Planning Clinic Visits populations. TJHD is dedicated to reducing the number of unintended pregnancies through clinic services and community outreach and education. TJHD provides education and counseling to prepare clients to make informed family planning decisions. To help plan and space pregnancies, TJHD offers a variety of birth control methods and encourage the use of long acting reversible contraception when appropriate. To ensure healthy pregnancies, TJHD suggests that clients maintain a healthy lifestyle and take advantage of free folic acid supplements prior to and during pregnancy to boost the infant’s healthy development. NURSING HOME & COMMUNITY BASED CARE SCREENINGS: TJHD conducts in home EPAS (Electronic Preadmission Screening) screenings of children and adults to determine eligibility for those who require long term services and support as a result of age or disability. The screening can provide aid for those transitioning into nursing facilities or additional home-based care that allows an individual to safely stay in his or her home. The screening can also provide parents who are 600 Pre-admission caring for children with disabilities the additional Screenings support required to ensure their child is safe and well cared for. REFUGEE HEALTH SCREENINGS: The TJHD Newcomer Health Program provides the initial health screening (including assessment and immunizations) for new refugees within 45 days of their arrival to the United States. Appropriate follow-up with partner agencies occurs to identify needs, concerns, and health conditions, thereby assisting with their resettlement process. TJHD client numbers decreased from last fiscal year due to federal government regulations. Certifications have seen a decrease as well because of changes within the application process. Charlottesville and Albemarle are the resettlement areas for refugees, so no other localities are included in FY19 data. 144 Refugee Clients Served in 204 Visits 16 ESSENTIAL SERVICE 8 - ASSURE COMPETENT PUBLIC AND PERSONAL HEALTH CARE WORKFORCE KRESGE GRANT: TJHD is one of 20 health departments from across the country selected to participate in the third cohort of the Kresge Foundation’s Emerging Leaders in Public Health Initiative. This initiative provides public health leaders with opportunities to build new knowledge and skills to tackle a major public health challenge, and a grant of nearly $125,000. TJHD is using the technical assistance and funding to become an equity accelerator by 1) changing agency policies and operations to model equity as an organization and 2) partnering with communities in building health equity through workforce training programs, data sharing, and storytelling. In March 2019, TJHD launched an internal equity committee and is in the process of incorporating ongoing health equity training into required staff onboarding and development. COMMUNITY HEALTH WORKERS (CHWS): PUBLIC HEALTH ACCREDITATION: In summer 2019, TJHD and Piedmont Virginia Community College (PVCC) The Public Health co-hosted an information session for Accreditation employers and potential employers on Board (PHAB) the value and impact of community recognizes local, health workers (CHWs). This convening state, tribal, and was part of a broader outreach strategy territorial health to support a TJHD/PVCC partnership to departments who meet or exceed launch a for-credit community health nationally recognized standards and worker course at PVCC in spring 2020. measures. PHAB’s standards, measures, Through a grant, TJHD will provide 20 and framework focus on transforming and scholarships for community members to refining quality and performance. complete the course. This partnership also Applying for accreditation is voluntary includes PVCC’s Network2Work Program and TJHD achieved accreditation status that advocates for and works closely with in 2015. PHAB grants accreditation for five- employers to provide living wage jobs year periods and TJHD will apply for and career paths. reaccreditation in 2020. To maintain accreditation, TJHD must demonstrate TJHD Director continual improvement in community presenting engagement and collaboration, delivery about CHW of public health services and education, at PVCC in and administrative functions that support summer 2019 day-to-day operations. 17 WORKFORCE DEVELOPMENT: In FY19, TJHD finalized a new Workforce Development Plan to maintain a competent and valued public health workforce. During the planning process, TJHD adopted the nationally recognized Core Competencies for Public Health Professionals and identified four priorities for staff:  Health Equity  Community Dimensions of Practice  Financial Management and Planning  Communication Training opportunities link directly to the core competencies and strategic priorities for the delivery of public health services and professional growth. In addition, the plan includes strategies to engage and retain high quality staff, develop new leaders in public health, and assure TJHD meets nationally recognized standards. Training linked to the core competencies started in the final quarter of FY19 to develop skills in Health Equity and Communications: 65 employees totaling 130 hours participated in health equity education 25 employees totaling 134 hours participated in communications trainings PUBLIC HEALTH ASSOCIATES AND LINKAGES WITH ACADEMIA: TJHD added a third Public Health Associate from the Centers from Disease Control and Prevention through an extremely competitive matching process (only 30% applicants received an Associate). The new Associate is assigned to the Policy and Planning Division working on plans for supporting vulnerable populations during public health emergencies as well as workforce development. In 2015, TJHD entered into an Memorandum of Understanding (MOU) with the University of Virginia for designation as an “academic health department.” This partnership resulted in unique classroom and field experiences Public Health Associates (pictured left to right) Cindy Rosales, Ali Capriles, and Alexis Davis providing students with direct contact with TJHD public health professionals. For example, 30 public health students observed/shadowed Environmental Health staff conducting restaurant and on-site sewage and water inspections over the past year. 18 ESSENTIAL SERVICE 9 - EVALUATE EFFECTIVENESS, ACCESSIBILITY, AND QUALITY OF PERSONAL AND POPULATION-BASED HEALTH SERVICES ORGANIZATIONAL PERFORMANCE MANAGEMENT AND QUALITY IMPROVEMENT: TJHD adopted a new Performance Management and Quality Improvement (PMQI) Plan to establish processes for developing and tracking performance measures and analyzing results to determine areas for growth and improvement. To track the delivery of services as well as internal processes, TJHD developed or adopted measures that indicate levels of success or areas for improvement. TJHD uses this pyramid to ensure that all of our services align with our mission and vision. To meet our vision and mission, we developed goals and objectives in the MAPP2Health Report and TJHD Strategic Plan to guide the work done within units and programs. The goals and objectives also provide direction for our day-to-day operations to make sure all of our work supports our vision and mission. Collecting data in the Organizational Performance Management System gives TJHD "feedback" to determine if we are meeting the District's vision and mission or if we need to use a Quality Improvement process to make changes to how TJHD delivers services. 19 ESSENTIAL SERVICE 10 - RESEARCH NEW INSIGHTS TO PROBLEMS COMMUNITY HEALTH SURVEY: Food did not last and Could not In July, 2018, a survey was mailed to three no money to buy afford to eat thousand adults in the district. Questions more: balanced meals: included housing characteristics, general health, healthy and harmful habits, desire and ability to age in place, and access to 13% 16% healthcare and to food. The data was made available to agencies and Eat less than they Anyone hungry but non-profits in the community and used as part of the triannual community health should because did not eat assessment. To the right is an example of there wasn’t money because no money the response to a survey question about for food: for food: access to food. 7% 5% LIFE EXPECTANCY: Where you live (zip code) can have a bigger impact on life expectancy and state of health than your genetic code. Life expectancy at birth is a key population health measure used to TJHD Life Expectancy: gauge health and longevity. In 2018, the district initiated and completed a project to determine 80.6 life expectancy by census tract for mortality data All Races Years of Age from 2008-2012. The data shows a 10 year difference by census tract with the largest variation being in the City of Charlottesville. The White (alone, 81.2 estimated life expectancy at birth for TJHD (all non-Hispanic) Years of Age races) was 80.6 years old. However, racial disparities exist in our district. The estimated life expectancy for TJHD’s non-Hispanic white 74.7 Black (alone) population was 81.2 years of age while the Years of Age estimated life expectancy for TJHD’s non-Hispanic black population was 74.7 years of age. Data was only available for white and black residents at the time of analysis and is not representative of potential disparities in other racial or ethnic groups in TJHD. 20 BUDGET (INCOME): 21 APPENDIX: Environmental Health Services Numbers Completed Food service establishment inspections conducted 1,636 Food handlers trained under food safety program 277 Permitted food service establishments 985 Sewage disposal system applications processed 1,021 Well permit applications processed 778 Public swimming pools permitted 53 Temporary events permitted 148 Temporary event vendors permitted 595 Rabies cases investigated 609 Positive rabies animal cases 4 Clinical Service Client Count Clinic Visits Family planning 886 1,688 Immunization Clinic 2,366 2,798 Immunization for overseas travel 112 115 Refugee health screening 144 204 Sexual health clinic 1,029 1,466 Tuberculosis (TB) screening 1,845 1,060 WIC 29,934 6,326 Pre-admission screening 600 encounters n/a 22 DEFINITIONS AND ACRONYMS: AIDS: Acquired Immunodeficiency Syndrome CHA: Community Health Assessment CHIP: Community Health Improvement Plan CHT: Community HIV Testing CMHWC: Community Mental Health and Wellness Coalition CRHA: Charlottesville Redevelopment and Housing Authority CHW: Community Health Worker DIS: Disease Intervention Specialist DMT: District Management Team EP&R: Emergency Planning and Response EPAS: Nursing Home and Assisted Living screenings ESF-8: Emergency Support Function 8 FY19: Fiscal Year 2017 (July 1, 2018-June 30, 2019) HAB: Harmful Algal Bloom HIV: Human Immunodeficiency Virus HOPWA: Housing Opportunities for Persons with AIDS HUD: Housing and Urban Development LGBTQ+: Lesbian, Gay, Bisexual, Transgender, Queer, and others MAPP2Health: Mobilizing for Action through Planning and Partnerships MOU: Memorandum of Understanding NACCHO: National Association of County and City Health Officials ODW: Office of Drinking Water PHAB: Public Health Accreditation Board PHAP: Public Health Associate Program POD: Point-of-Dispensing PPHR: Project Public Health Ready QI: Quality Improvement SOAR: Social Security Income, Social Security Disability Insurance, Outreach, Access, and Recovery SSI: Social Security Income SSDI: Social Security Disability Insurance STI: Sexually Transmitted Infection TJHD: Thomas Jefferson Health District TJMRC: Thomas Jefferson Medical Reserve Corps THRIV: Translational Health Research Institute of Virginia VDH: Virginia Department of Health VR: Vital Records WIC: Women, Infants, and Children 23 This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18 , 2019 Action Required: Approval of Bicycle & E-Scooter Sharing System Ordinance and Permit Program Presenter: Jason Ness, Office of Economic Development Amanda Poncy, Neighborhood Development Services Staff Contacts: Jason Ness, Office of Economic Development Amanda Poncy, Neighborhood Development Services Title: Bicycle & E-Scooter Sharing System (aka “Dockless Mobility”) Ordinance and Permit Program Background: In November 2018, the City approved a temporary pilot program to provide structure to the operation and use of Shared Electric Bicycles (e-bikes) and Electric Scooters (e-scooters) (collectively referred to as Dockless Mobility) in the public right of way. Interested companies were required to complete and obtain approval of a Permit Application for their fleet and agree to the approved Permit Program Regulations. The City received and approved applications from two operators: Lime (100 scooters and 40 electric bikes) and Bird (100 scooters). Lime began operation in December 2018 and Bird began in January 2019. After permit approval of these two operators, the City also received inquiries from Spin, Gotcha, Jump, and VeoRide. In March 2019, the General Assembly passed HB 2752, which gives localities the authority to establish regulations regarding e-scooters and e-bicycles. However, the new law allows the companies to operate free from regulation starting January 1, 2020in the absence of any local ordinance or administrative action. In June 2019, City Council approved an extension of the pilot program through Dec. 18, 2019 to provide for additional outreach and education, as well as the development of recommendations for ordinance changes in response to new State legislation. Around that time, Bird stopped operations in the City. Key takeaways from the pilot program include: 1. Deployment and utilization of e-scooters in Charlottesville has surpassed expectations with more than 200,000 scooter rides and 30,000 users with approximately 200,000 miles traveled and with a generally positive response from Charlottesville residents (users and non-users). This 1 indicates that dockless mobility provides a viable complement to the City’s transportation network increasing mobility options and possibly providing sustainability benefits. 2. There are specific challenges with the integration of dockless mobility devices with other street and sidewalk users that should be addressed in any permanent program. These include safety concerns from the standpoint of riders, pedestrians and drivers in Charlottesville, as well as concerns about parking impacts on sidewalk users, both of which point to the pressing need for public investment in more appropriate infrastructure (e.g. protected bike lanes for users of wheeled devices and wider, accessible sidewalks for pedestrians). It is likely that the technology will endure and continue to evolve as businesses try to provide a product that responds to this transportation demand. This emerging means of transportation could become even more prevalent in the future and local measures will be needed to address the identified concerns. In light of the reality that dockless mobility devices are here to stay, staff proposes revisions to the City Code to respond to the recent changes in the Virginia Code and to incorporate the results of the Pilot evaluation. These revisions would amend existing provisions of the City Code regarding safe riding and parking of vehicles and would establish a new permit program for dockless mobility devices for hire to be administered by the City Manager. Discussion: In 2018, a number of communities across the US experienced private companies placing electric scooters on their streets and rights-of-way with no public notice and without authorization. In this service model, dockless mobility devices are owned and maintained by a private company offering short-term rentals of the devices for personal transportation. The rentals are controlled by smart phone app, and the devices may be picked up and dropped off anywhere in the service area defined by the company. These device rentals are part of an emerging transportation innovation, known as micro-mobility, that utilizes small, battery powered, low-speed devices for personal travel. In an effort to get ahead of this trend, staff initiated a pilot project to test out a regulatory and operational framework for these new mobility options. City Council authorized the pilot at its November 5, 2018 meeting. Interested companies were required to complete and obtain approval of a Permit Application for their fleet (bicycles, electric bicycles (e-bikes), and electric scooters (e-scooters) are considered different modes) and agree to certain operating parameters including, but not limited to the following: 1. Up-front payment of a one-time pilot permit fee of $500 per mode per company, regardless of fleet size, plus $1/day/device for the duration of the program. 2. A fleet limited to a cumulative total of 200 vehicles between all permittees with an opportunity to expand the fleet by 25% based on performance standards. Electric bicycles were exempt from this maximum. 3. Safety features for all devices consistent with state regulations and standard practice. 4. Maximum speed limit of 15 mph for e-scooters and e- bikes. 5. Minimum age of eighteen (18) for riders of e-scooters and e-bikes. 6. Contact information and operations management from each company. 2 7. Outreach to low-income communities and reduced cost payment plans. 8. Provide device parking and use regulations to all users and require users to abide by those regulations. 9. Respond to customer and community complaints/issues in a timely fashion. 10. Provide monthly data to the City for staff analysis. The City received and approved applications from two operators: Lime (100 scooters and 40 electric bikes) and Bird (100 scooters). Lime began operation in December 2018 and Bird began in January 2019. After permit approval of these two operators, the City also received inquiries from Spin, Gotcha, Jump, and VeoRide. Lime pulled their fleet of bikes in February and Bird left the Charlottesville area in June. Bird is not currently allowed to operate in Charlottesville, but staff recently approved a permit for VeoRide to operate 150 scooters and 50 e-bikes. To date, the City has operated with an average fleet size of 125 scooters (not including VeoRide’s operations). In March 2019, Governor Northam signed legislation amending various provisions regarding e- scooters and e-bikes and making explicit a local governments’ ability to regulate services offered by private companies. The State’s legislation specifically requires municipalities to adopt an ordinance by January 1, 2020 if the municipality desires to prohibit sidewalk riding by motorized skateboards or scooters. More than 200,000 trips were taken on for-hire scooters in Charlottesville during the first nine months of the Pilot (December 2018 through October 2019) on an average fleet of 125 scooters. Nearly 80,000 of these were taken between August and October 2019, demonstrating the growth potential for these devices. An unknown number of trips are currently being made on personally owned scooters, skateboards and other forms of micro-mobility as data on their use is not available. This growth in use and ownership offers new opportunities for local travel, potentially replacing daily automobile trips. The initial intent of this program was to decide whether dockless mobility devices, such as scooters and electric bikes, should have a place within the City’s transportation context. However, the 2019 General Assembly actions require staff to reframe the question and ask how these devices can fit within the City. During the initial consideration of this new form of mobility, staff identified a number of potential concerns. The following section outlines the initial concerns relayed in the Nov. 5, 2018 Council Memo, as well as data collected relative to those concerns, actions taken, lessons learned during the pilot program and recommendations for a future program: Concern #1: Riding on sidewalks – As mentioned, they are battery powered (silent motor) and can go fast, especially for unsuspecting pedestrians. In 2019, the General Assembly updated Virginia Code Sec. § 46.2-903, to allow e-scooters on sidewalks unless prohibited from local ordinance. This is a change from when the pilot started. City Code Sec. 15-246, prohibits scooters from riding on the Downtown (DT) Mall only. 3 Pilot Findings -Despite regulations and technology in place to curb riding in places where it’s not allowed, sidewalk and DT mall riding is an issue. It is difficult to assess the exact rate of sidewalk riding due to the accuracy of the GPS on the devices. However, in an observational study conducted by City staff and UVA student researchers in spring 2019, nearly 30% of observed scooter rides were on sidewalks. In addition, 13% of survey respondents reported riding on the sidewalk as their preferred riding location. Users indicated that riding on the street feels unsafe, and that they switch to riding on the sidewalk when they feel blind corners, fast drivers, or other conditions that make it feel unsafe to share the road. Data from the companies shows that 5.5% of trips passed through the DT mall and 1.5% stopped/started in the DT mall no-go zone. Sidewalk/DT mall riding accounted for 8 % and 11% of complaints received respectively. To address this issue, staff worked with the companies to develop in-app messaging emphasizing the no-go zones, proper riding in bike lanes, and has installed temporary signage on the mall reminding users to “walk your wheels.” If the goal is to have 100% compliance, additional signage and enforcement resources will be needed, including fines for violation. Program Recommendations: Revisions to the State Code Sec. § 46.2-903 as part of the 2019 General Assembly now allow the operation of scooters on motor vehicle travel lanes on local streets, as well as sidewalks and trails. Unless local ordinances with different rules are adopted beforehand, on January 1, 2020, scooters will be allowed unrestricted access to sidewalks under State law. Staff recommends updating City Code Sec. 15-246 to prohibit scooters from riding on the sidewalk. Concern #2: Safety – Users must acknowledge they will abide by all traffic laws and wear helmets. Of course this doesn’t always happen. There is anecdotal evidence that head injuries are increasing in the communities where scooter systems are employed. Pilot Findings - A number of communities have been evaluating the safety implications of scooters. A recent report by the Public Health and Transportation departments in Austin, Texas (in partnership with the Centers for Disease Control) reported nearly half of those hurt in e- scooter crashes sustained head injuries. The implication is that e-scooter head injuries are preventable with helmet use. Of the complaints received, 11% had to do with lack of helmets. To evaluate helmet use, City staff and UVA student researchers observed 121 scooter riders during the spring of 2019. None of the riders wore helmets. An additional, 63% of survey respondents e-scooters users reported never wearing a helmet when riding, most of which stems from the spontaneous nature of most e-scooter trips. Despite the safety concerns, there is a clear distaste for mandatory helmet use from a large portion of those who submitted written responses. State law does not require helmet use for scooter or bicycle riders over the age of 14. In Charlottesville, approximately 50 people have visited the UVA Emergency Department for scooter related injuries (data reported through October 15, 2019). This represents an injury rate of approximately 25 per 100,000 scooter trips taken (or .0025%). This is consistent with the 4 Austin (TX) Public Health Department Study conducted in association with the CDC that was published in April 2019, which noted an injury rate of 20 per 100,000 scooter trips. Of these local emergency department visits, approximately 10-15 of local injuries were considered severe and involved head injuries, reiterating the need for helmets on these devices. Results of the user survey indicated less than 5% of users reported to have had a crash on a scooter and 10% responded that they’ve had close calls. Visibility and lighting have also been raised as a common safety concern, as well as the previously discussed issue of scooters riding on sidewalks and observed unsafe scooter riding (such as wearing headphones and double riding). To address these concerns, City staff published rules, etiquette on a dedicated website, promoted proper scooting via social and news media and worked with the companies to communicate laws/rules/etiquette via in-app messaging. Despite these efforts, 20% of users responded that they did not know the laws or regulations in Charlottesville for e-scooter use. This fall, UVA created a video that was shared on social media to promote safe riding behavior and City staff worked with companies to promote in-app messages and install hang tags on the devices reminding users of the rules. Program Recommendations: On-going safety messaging and development of appropriate infrastructure is critical to the safety of all roadway users. Staff will work with operators to improve customer communication about safety and ordinance changes. Staff will also ensure that the Dockless Mobility webpage is current to any new regulations. In addition, Staff will weave these concepts into safety and other messaging campaigns to raise public awareness about safe and proper use of Micro-Mobility Devices. In response to stakeholder concerns about the safety of using Micro-Mobility Devices during evening hours or in certain locations where there may be a higher potential for conflict, staff proposes the ordinance provide the City Manager authority to address those concerns if necessary. Speed limits are another issue that affect the safety of people using micro-mobility devices. Staff proposes that the City establish permit requirements to address the need for Micro-Mobility Devices to be operated at safe speeds that are consistent with the nature of the infrastructure being used and the other travelers sharing that space. Staff recommends setting the maximum speed to 15 mph for motorized skateboards or e-scooters while operating on streets or shared use paths. Electric power-assisted bicycles would be permitted to operate at up to 20 mph on streets and shared use paths. In response to concerns about unsafe riding, the proposed ordinance clarifies where scooters can ride in the roadway, prohibits double riding, and headphone use. 5 Concern #3: Scooters improperly parked – Since this is a dockless system, scooters are required to follow certain parking restrictions, prohibiting parking near fire hydrants, curb ramps, and building entrances. However, they can be knocked over, moved or just incorrectly parked by the rider. Pilot Findings -The nature of a dockless system has proven to increase ridership, both by using data to respond to demand and providing riders with the flexibility to leave their device at their destination. However, lack of designated parking areas creates concerns about visual clutter and the impacts on sidewalks which create barriers particularly for people with disabilities. Based on observational studies, 39% of scooters blocked pedestrian access and 4% were tipped over. Bird scooters tip more frequently than Lime. Among non-user survey respondents, blocking pedestrian access was a top concern (26%). In addition, blocking access represented 37% of complaints received by staff. City staff published parking etiquette on a dedicated website, promoted a proper scooter parking video via social and news media and worked with the companies to communicate etiquette via in-app messaging. Over the summer, staff installed designated scooter parking locations along the Water Street/West Main Street/University Ave corridor to encourage better parking in high demand locations. Lime has used these corrals consistently as deployment zones, but there is not sufficient data to assess whether the corrals are improving parking behavior. To date, neither the City nor UVA have impounded vehicles that are damaged or improperly parked, though that could be a technique that is used if a dedicated staff person is hired. Program Recommendations: Staff proposes that a new Code section is added to address the need for clear and enforceable guidance on the appropriate manner to park micro-mobility devices in a way that minimizes conflicts with other roadway and sidewalk users. The enforcement provision includes a $50 civil penalty for inappropriate parking consistent with state code. In addition, staff will continue to work with operators to offer incentives for good parking and require that repeat bad parking offenders be penalized. City will continue to identify and act on opportunity areas for corral installation using revenues generated from the permit fees. Concern #4: Workload on local government employees – Not surprisingly, the public addresses their concerns to local government officials. From our discussions with other localities, there is a flurry of complaints and questions within the first two weeks but as riders understand their responsibilities and residents understand how to contact the participating company directly, calls and complaints decline after the initial few weeks. Pilot Findings – To date the City has received 220 complaints from 90 individual users. Additional complaints were sent directly to the companies. To date, we have not received the 6 exact number reported directly to the companies. While the volume of daily complaints directed to City staff has tapered off, dedicated staff time is needed to coordinate with the companies and regional partners, promote safety and low-income ridership programs, implement scooter parking areas, enforce riding/parking behavior, and further evaluate the program. Trying to shoehorn these responsibilities into current full-time staff workload has taken away from other daily responsibilities, including the development of safe infrastructure. A large percentage of scooter trips start or end in the vicinity of UVA and a growing number of trips start/end in the urban areas of the County. City staff has worked closely with UVA to develop and monitor the program and worked with the County to establish no ride zones. However, each jurisdiction separately has spent considerable time adapting to this new form of technology and working individually with the operators to manage the program. This is a drain on staff time collectively. Recent conversations with the County have indicated that they will not be adopting an ordinance to regulate a program at this time. However, in order for dockless mobility to achieve shared goals of reducing single occupancy vehicle use and promoting more sustainable transportation options, the program should operate on a regional level and program staff could be used for this purpose. Program Recommendations: Staff recommends hiring a full time employee that can work across jurisdictional boundaries to oversee this initiative (using the funds collected from permit fees). A dedicated staff person would help achieve the following: 1. Hold the providers accountable for their operational agreements, making the most of the providers' reporting capabilities, and analyzing data to identify infrastructure, communication, and enforcement initiatives that could move the program toward the program goals. 2. Spend more time in the field, identifying and addressing improperly parked devices. 3. Focus the time invested by City and UVA staff to a single person dedicated to moving the program toward the program goals. Lessons Learned Technology At the start of the pilot program, scooter companies assured staff that they had technology that could address some of the problems identified by local governments – such as “no go” geo- fencing (a virtual “fence” created around designated areas) that prohibits riding and parking in designated areas, ‘slow-go’ zones that can lower the speed of the scooter, and other technology. Staff quickly realized that these these technologies were evolving, but they are not guarantees and have required other interventions – such as signage and in-app messaging to communicate riding and parking areas. Additional encouragement and enforcement in key areas is needed if micro-mobility devices are to be excluded from designated areas. In addition, staff understands that there are a number of tools under development by fleet operators to address issues such as helmet use, double riding, tip over technology, and driving under the influence. Staff supports the development and use of these innovative ways to address some of the concerns with scooter riding. 7 Program Recommendations: Staff recommends that geofences are created for “slow-go zones” in areas designated by the City and UVA with restricted speeds less than 5 mph. In addition, staff recommends creating “no parking” geofences. Staff also suggests that the operators maintain records of repeat offenders and ultimately deactivate accounts for such users. Outreach A successful program relies on the coordination between City staff, regional partners and individual companies to promote safe riding and encourage an equitable distribution of the fleet as well as a diverse user base. While regulations required that the companies undertake these initiatives, without the City leading the charge, companies do not appear to take the initiative to engage with local stakeholders to promote safety or their programs that promote diverse ridership. Program Recommendations: Staff recommends hiring a full time employee that can work across jurisdictional boundaries to oversee this initiative (using the funds collected from permit fees). Fleet Size While the providers were approved for 250 devices in the City as part of the pilot extension, on any given day the fleet operates on average at about half that capacity. Limiting the fleet size has allowed staff to better understand the pros and cons of this new form of mobility, while trying to respond to the demands on the City’s limited right of ways. However, the limited fleet size has limited the level of service the City receives from providers and does not meet the current demand and equity goals of the program. Having a larger fleet would allow the City more flexibility to require that the companies have a certain percentage within designated areas without affecting the fleet resources needed to serve the areas with greatest demand. In addition, the University of Virginia will be phasing out the U-bike Bike Share Program in May 2020, which will provide an opportunity for the region to think more holistically about micro-mobility transportation options. Increasing fleet size with a requirement to include electric bikes, will provide an opportunity for a more robust regional transportation system. Program Recommendations: Staff understands that the right of way resources are limited and recommends that the City Manager have the authority to establish a maximum fleet size so as not to overwhelm City streets and sidewalks, but provide the opportunity to increase the fleet if performance standards are met. Staff also recommends continuing current incentives, such as providing a scooter “bonus” and waiving the per device permit fee, to encourage the operators to provide electric bikes. Infrastructure An overwhelming majority of survey respondents, 77%, indicated that their preferred riding location would be bike lanes in the street. Only 13% indicated they preferred riding on the 8 sidewalks. These findings suggest that, if there was better bicycle infrastructure, such as protected/separated bike lanes or shared use paths, e-scooter users would use it appropriately. Program Recommendations: Staff recommends on-going data collection and analysis to help inform the infrastructure investments needed to create a safe system, while continuing to implement the recommendations contained in Bicycle and Pedestrian Master Plan (2015) and Streets that Work (2016). Data While both companies provide user dashboards that allow staff to monitor program trends consistent with the permit requirements, it took considerable effort for staff to access to the level of detail from both companies that would allow staff to conduct our own analysis of transportation trends for the program as a whole. This is due, in part, to concerns from the companies about providing staff with data that could divulge proprietary information. Finding a balance between the City’s commitment to providing open data that does not jeopardize proprietary information has proven challenging. Program Recommendations: In the interest of monitoring and compliance, Staff proposes that an element of the Permit program specifically address the provision of data by Permit-holders to the City. Additional Concerns Not Previously Addressed  The life cycle and disposal of the devices  As micro-mobility has evolved, there have been many questions about the environmental impact of the devices. Micro-mobility providers tout the reduction in carbon emissions. However, it’s clear that the process of making, charging, and transporting them is not emission-free. One study by NC State found that most scooters last only a month or two on the street. As part of the pilot extension, applicants were required to submit a description of the vehicle end of life process and sustainability plan (including battery disposal and recycling.” Current operators in Charlottesville reuse any salvageable parts and dispose of the batteries according to best practices.  Affordability and comparison to parking/transit prices  At current prices (which range between .15-.25/minute), the cost of the average micro mobility trip (5 minutes) is $2. This more expensive than a transit fare ($.75), but less than the cost of 2 hours of parking ($3.00) or an Uber for the same distance (approx. $8.00). Reliability appears to play an important role in the choice to use e-scooters with nearly 30% of survey respondents noting the primary reason for using an e-scooter was because it was the “fastest and most reliable.” About 15% of respondents claimed it was “less expensive” than other modes. Alignment with City Council’s Vision and Strategic Plan: This program supports City Council’s Vision to be “A leader in innovation, environmental sustainability, and social and economic justice, and healthy race relations” through the following 9 vision statements “Economic Sustainability,” “Green City,” “America’s Healthiest City” and “Connected Community.” It can contribute to Goal 3 of the Strategic Plan, to be a beautiful and sustainable natural and built environment, and objective 3.3 to provide a variety of transportation and mobility options. The program also aligns with the goals of the Bicycle and Pedestrian Master Plan (to explore bike share) as well as on-going discussions with the 2018 Comprehensive Plan to evaluate emerging technologies in transportation. Community Engagement: Staff has met with representatives from a variety of City departments, City schools, as well as with representatives from UVA Parking and Transportation and Office of the Architect to coordinate an approach that would effectively manage this new technology. In addition, staff has sought input from the Bicycle and Pedestrian Advisory Committee throughout the pilot program. City staff created a website with program and safety information, an email address to collect feedback on the program, and worked to integrate scooters in the myCville reporting tool. To date we have received nearly 220 comments (via phone, email and myCville) and more than 4,500 visits to the website. Staff has also worked with the companies to coordinate opportunities to table at a variety of popular events. In addition, as part of the outreach during the first phase of the pilot program, staff, in collaboration with a representatives from Lime and Bird, and a University of Virginia Master’s Planning Practicum (UVA DMG), developed and distributed an online survey targeted at users and non-users alike. The survey collection period ran from March 20 to May 1, 2019, and generated more than 3,100 responses. The survey was distributed through the City of Charlottesville’s website, social media, and email lists, Bird and Lime’s mobile apps, the UVA DMG’s personal, professional, and academic networks, and through various tabling events in collaboration with Bird, Lime, and UVA Parking and Transportation. Budgetary Impact: One benefit of this program is that all capital equipment costs are covered by private vendors, with no public funds required, and the program provides a revenue stream via vendor permit fees to administer the program and improve infrastructure. During the first phase of the Pilot, permit fees generated $50,575. By the time the program ends in December, staff anticipates collecting a total of $72,750 in permit fees. Staff estimates that the 2019 Scooter Pilot Program Cost the City approximately $68,000 which includes over 2,000 staff hours to set up and administer the program, evaluation and data management costs, installation of scooter corrals and “Walk Your Wheels Signs,” and encouragement activities. This figure does not include staff time to administer or enforce this pilot program at UVA. Staff recommends creating a position (using the funds collected from the permit fees) to administer the program for the region. This is needed to maintain lines of communication with the operators, implement a region-wide safety and outreach campaign (including outreach to 10 underserved neighborhoods), and on-going evaluation of the program. It is anticipated that this staff member would work with both the Cityand UVA to better manage the program across jurisdictions. Staff recommends establishing a permit fee that covers the costs to fully administer the program. Recommendation: Staff recommends that Council enact both of the proposed ordinances included as attachments. Attachment A would revise existing City Code provisions to address safe riding and parking of vehicles, including motorized scooters. Attachment B would establish a permit program for dockless mobility devices for hire and authorize the City Manager to administer the permit program. Alternatives: Council could refuse to adopt an ordinance, thereby allowing companies to operate in a largely unregulated manner within Charlottesville and in accordance with state code. Attachments: Attachment A. Proposed Ordinance Amending, Reenacting, and Recodifying Article VI of Chapter 15 (Motor Vehicles and Traffic) of the Code of the City of Charlottesville With Respect to the Use of Bicycles, Electric Power-Assisted Bicycles, and Motorized Skateboards or Scooters Attachment B. Proposed Ordinance Amending Chapter 15 (Motor Vehicles and Traffic) of the Code of the City of Charlottesville to add Article X regarding a permit program for dockless mobility Devices for hire Attachment C. June 17, 2019 Council Presentation – Update on Dockless Mobility 11 ATTACHMENT A. AN ORDINANCE AMENDING, REENACTING, AND RECODIFYING SECTIONS OF ARTICLE VI OF CHAPTER 15 (MOTOR VEHICLES AND TRAFFIC) OF THE CODE OF THE CITY OF CHARLOTTESVILLE WITH RESPECT TO THE USE OF BICYCLES, ELECTRIC POWER-ASSISTED BICYCLES, AND MOTORIZED SKATEBOARDS OR SCOOTERS BE IT ORDAINED by the Council of the City of Charlottesville, Virginia that Article VI of Chapter 15 (Motor Vehicles and Traffic) of the Code of the City of Charlottesville is hereby amended and reordained as follows: ARTICLE VI. -– BICYCLES, ELECTRIC POWER-ASSISTED BICYCLES, MOTORIZED SKATEBOARDS OR SCOOTERS, AND MOPEDS Sec. 15-240. - Riders subject to traffic laws, etc. Every person riding a bicycle, electric power-assisted bicycle, motorized skateboard or scooter, or moped upon a street, roadway or other public vehicular area shall will be subject to the provisions of this Code and the provisions of Code of Virginia, Cchapter 8 (Ssection 46.2- 800 et seq.) of Ttitle 46.2, applicable to drivers of motor vehicles, unless the context of any such provision clearly indicates otherwise. Sec. 15-241. - Required equipment for bicycles, electric power-assisted bicycles, and motorized skateboards or scooters. (a) Every bicycle, electric power-assisted bicycle, and motorized skateboard or scooter, when in use between sunset and sunrise, shall must be equipped with a lamp on the front which shall must emit a white light visible in clear weather from a distance of at least five hundred (500) feet to the front and with a red reflector on the rear of a type approved for use on the highways of this state by the superintendent of state police, which shall must be visible in clear weather from all distances from fifty (50) feet to three six hundred (6300) feet to the rear, when directly in front of lawful upper lower beams of headlamps headlights on a motor vehicle. A lamp emitting a red light visible in clear weather from a distance of five hundred (500) feet to the rear may be used in lieu of or in addition to the red reflector. (b) Every bicycle, electric power-assisted bicycle, and motorized skateboard or scooter, when in use between sunset and sunrise, must be equipped with a taillight on the rear emitting a red light plainly visible in clear weather from a distance of at least 500 feet to the rear. Any such taillight must be of a type approved by the superintendent of state police. (c) Every bicycle, electric power-assisted bicycle, and motorized skateboard or scooter, when operated upon a street or highway, shall must be equipped with a brake which that will enable the operator to make the braked wheels skid on dry, level, clean pavement. Sec. 15-243. - Riding on roadways generally. (a) Any person operating a bicycle, electric power-assisted bicycle, motorized skateboard or scooter, or moped on a roadway shall must ride as close as practicable to the right curb or edge of the roadway, except under any of the following circumstances: (1) When overtaking and passing another vehicle proceeding in the same direction; (2) When preparing for a left turn at an intersection or into a private road or driveway; and (3) When reasonably necessary to avoid conditions including, but not limited to, fixed or moving objects, parked or moving vehicles, pedestrians, animals, surface hazards, or substandard width lanes that make it unsafe to continue along the right curb or edge. (b) For the purposes of this section, a "substandard width lane" is a lane too narrow for a bicycle, electric power-assisted bicycle, motorized skateboard or scooter, or moped and another vehicle to pass safely side by side within the lane. (c) Bicycles, electric power-assisted bicycles, and motorized skateboards or scooters may use bicycle lanes when operating in the intended direction of travel, and may use any shared use path in the City. Sec. 15-246. - Riding and skating on sidewalks and the downtown mall. (a) No person mayshall ride a bicycle, an electric power-assisted bicycle, a motorized skateboard or scooter, or a moped on any sidewalk or other area designated exclusively for pedestrian traffic including, without limitation, the pedestrian mall area on Main Street between the Ninth Street bridge and Ridge-McIntire Road; provided however, that this prohibition shall does not apply to on-duty police officers and other uniformed emergency services personnel using the pedestrian mall. For the purposes of this section the terms electric power-assisted bicycle and moped shall have the meanings set forth within § 46.2- 100 of the Virginia Code. (b) No person shall may ride or use rollerskates, rollerblades, skateboards, scooters, or similar devices on wheels or runners on the above-described pedestrian mall area on Main Street. (c) Violations of this section will be subject to a civil penalty of not more than fifty dollars ($50.00). Sec. 15-246.1 – Parking for bicycles, electric-power assisted bicycles, and motorized skateboards or scooters. (a) No person may stand or park a bicycle, electric power-assisted bicycle, or motorized skateboard or scooter: 1. upon the street, other than upon the roadway against the curb, or in a corral marked and designated for the purpose; 2. upon the sidewalk, other than in a rack to support the vehicle, or attached to a street sign or light post, or at the curb or the back edge of the sidewalk; 3. where they would obstruct curb ramps, pedestrian access within bus stops, or fire access; 4. in, or upon, any public right-of-way, other than a street or sidewalk, except in a location specifically designated through signage or provision of racks. (b) Bicycles, electric power-assisted bicycles, and motorized skateboards or scooters must be parked upright, in such a manner as to afford the least obstruction to pedestrian and vehicular traffic. (c) Violations of this section will be subject to a civil penalty of not more than fifty dollars ($50.00). Sec. 15-248. - Rider not to attach vehicle or himself to another vehicle. No person riding upon any bicycle, electric power-assisted bicycle, motorized skateboard or scooter, or moped shall may attach the same or himself to any other vehicle on the roadway. Sec. 15-249. - Riding on handlebars. No person riding a bicycle, electric power-assisted bicycle, motorized skateboard or scooter, or moped on a street, highway, or other public vehicular area shall may permit any person to ride on the handlebars. Sec. 15-249.1 – Riding with more than one person on a motorized skateboard or scooter. Motorized skateboards or scooters may not be used on a street, highway, or other public vehicular area by more than one person at a time. Sec. 15-250. - Report of bicycle certain vehicle accidents. It shall will be the responsibility of the rider to report any bicycle, electric power-assisted bicycle, and motorized skateboard or scooter accident involving bodily injury or damage of fifty dollars ($50.00) or more to the chief of police within forty-eight (48) hours of such accident. The chief of police shall must keep complete and retrievable records of all such accidents involving these vehicles bicycles. Such records shall must include the location and nature of the accident. Sec. 15-251. - Disposition of unclaimed bicycles, mopeds, etc. (a) Where any bicycle, electric personal assistive mobility device, electric power-assisted bicycle, motorized skateboard or scooter, or moped has been found or delivered to the police department, and has thereafter remained in the possession of the police department, unclaimed, for more than thirty (30) days, and the property is not owned by a Dockless Mobility Business operating under a permit issued pursuant to Article X of this Chapter, such property may be disposed of as follows: (a1) In cases where a private person found and delivered the property to the police department, and requested to receive the property if it should remain unclaimed: if the location and a description of the property has been published at least once a week for two (2) successive weeks in a newspaper of general circulation within the city (and, in the case of an electric personal assistive mobility device, electric power-assisted bicycle, motorized skateboard or scooter, or moped for which a license plate, tag or decal has been issued pursuant to section 15-39 of the City Code, if the record owner has been notified by mail at the address provided in the license application) then the property may be released to the finder; (b2) In all other cases the property shall must be sold pursuant to section 20-59 of the City Code, or, at the option of the city, donated to a charitable organization. (b) For the purposes of this section the terms moped, electric personal assistive mobility device, and electric power-assisted bicycle shall mean and refer to the vehicles defined by those terms within § 46.2-100 of the Virginia Code. Sec.s. 15-253. Unlawful to ride motorized skateboard or scooter while using earphones.—15- 270. - Reserved. No person may ride a motorized skateboard or scooter while using earphones on or in both ears. For the purposes of this section, “earphones” will have the meaning set forth in Va. Code § 46.2-1078. ATTACHMENT B. AN ORDINANCE AMENDING AND REORDAINING CHAPTER 15 (MOTOR VEHICLES AND TRAFFIC) OF THE CODE OF THE CITY OF CHARLOTTESVILLE BY ADDING A NEW ARTICLE X ESTABLISHING A PERMIT PROGRAM FOR DOCKLESS MOBILITY DEVICES FOR HIRE BE IT ORDAINED by the Council of the City of Charlottesville, Virginia that Chapter 15 (Motor Vehicles and Traffic) of the Code of the City of Charlottesville is hereby amended and reordained by adding a new Article X entitled “Permit Program for Dockless Mobility Devices for Hire,” which article will read as follows: ARTICLE X. PERMIT PROGRAM FOR DOCKLESS MOBILITY DEVICES FOR HIRE Sec. 15-445. Purpose and Persons Covered. (a) Purpose. The purpose of this section is to establish a permit program to regulate the operation of Dockless Mobility Services for-hire within the City of Charlottesville, as defined below. The aims of the permit program shall be: (1) to ensure that Dockless Mobility Services for-hire are carried on in a manner that is consistent with the health, safety, and welfare of the public, as well as consistent with the accessibility of public right-of-way for bicyclists, pedestrians, and people with disabilities; (2) to reduce single occupancy vehicle use; and, (3) to improve the overall mobility, safety, and equity of the City’s transportation network. (b) Persons Covered. Any person who provides, or applies to provide, Dockless Mobility Service for-hire, as defined below, within the City of Charlottesville will be governed by the provisions of this Article. Sec. 15-446. Definitions. The following words and terms, when used in this section, will have the following meaning, unless context clearly indicates otherwise: “Dockless Mobility Device” means a bicycle, electric power-assisted bicycle, or motorized skateboard or scooter, as those terms are defined in the Code of Virginia. “Dockless Mobility Business” means any person that offers, or applies to offer, Dockless Mobility Devices for-hire by relying on the public right-of-way to store the Dockless Mobility Devices for customer access and use. Dockless Mobility Business does not include any transportation service operated by the City or any other political subdivision or agency of the Commonwealth of Virginia. “Dockless Mobility Service” means the service provided by a Dockless Mobility Business. Sec. 15-447. Permit Requirement. No person may provide Dockless Mobility Services for public hire within the City of Charlottesville without obtaining a permit from the City Manager pursuant to this Article. Sec. 15-448. City Manager Authorized to Promulgate Regulations. The City Manager, or the City Manager’s designee, will administer the permit program and will have the authority to promulgate regulations setting forth the requirements applicable to all persons applying for, or operating under, a permit issued pursuant to this Article. The City Manager, or the City Manager’s designee, may establish reasonable fees, charges, and penalties in connection with the permit program, including, but not limited to, requirements for insurance coverage, bond payment, and indemnification. Sec. 15-449. Maximum Fleet Size. The City Manager, or the City Manager’s designee, will have the authority to establish, modify, or eliminate a cap on the total number of Dockless Mobility Devices allowed to operate under this permit program. Sec. 15-450. Review of Permit Applications. (a) The City Manager, or the City Manager’s designee, must evaluate each application for a permit under this program and notify the applicant in writing regarding the decision to approve or deny the application. In making such an approval or denial, the City Manager, or the City Manager’s designee, may consider any established cap on the total number of Dockless Mobility Devices, aggregate demand for services, and any goal articulated in the City’s Comprehensive Plan or Strategic Plan. (b) An applicant for a permit must request an initial allocation of Dockless Mobility Devices. The City Manager, or the City Manager’s designee, may determine the initial number of Dockless Mobility Devices approved under the permit. The City Manager, or the City Manager’s designee, may subsequently increase or decrease the number of approved devices under a permit for any of the reasons mentioned in Sec. 15-450(a) or in connection with the enforcement of any regulations promulgated pursuant to this Article. 15-451. Suspension or Revocation of Permits. The City Manager, or the City Manager’s designee, may revoke or suspend a permit for any violation of this Article or regulations promulgated pursuant to this Article. 15-452. Appeals. The City Manager, or the City Manager’s designee, must establish an administrative process for any Dockless Mobility Business to appeal the denial of a permit application, the suspension or revocation of a permit, or any change in the number of approved devices under a permit. SHARED DOCKLESS MOBILITY DEVICES REPORT TO CITY COUNCIL June 17th, 2019 Background • In November 2018, Council approved temporary pilot program to evaluate dockless devices in Charlottesville • Pilot is scheduled end on July 31st, 2019 • 2 companies applied and were granted permits: Lime and Bird • Lime began operations on December 10th, Bird began on January 10th • Both companies are allowed 100 scooters (Lime + 40 bikes - no longer deployed) • HB 2752 – 2019 General Assembly Legislation Program Regulations • 200 maximum dockless scooters • Public Data Access • Partnership with UVa • No Go and Slow Go zones for the Mall and UVA • Fee Structure - $500/permit, $1/day per device • Low Income Program and Outreach Key Findings • People are engaged regarding the public right of way • Pilot allowed for administrative changes and improvements • Ridership is high and these devices seem to be filling a gap in short distance trips • Bird and Lime are two distinct companies in many ways Key Statistics City & UVa Rides & Parking Travel & Safety >115,000 rides 17% of rides ended on 5pm busiest time of day corners ≈ 700 rides per day 20% of rides ended in 8am slowest time of day commercial corridor ≈ 20,000 unique 5% of rides through DTM ½ mile is trip avg. riders No-Go Zone 32 ER visits reported 1M+ minutes of riding 50% of rides ended in near UVa Complaints Other, 17% Tipped Over, 4% Private Property, 13% Vandalism, 1% Helmet Use, 9% Blocking Access, 37% Sidewalk Riding, 8% DT Mall, 11% 0% 5% 10% 15% 20% 25% 30% 35% 40% Challenges Others: • Small Market • Rider Education • Equitable Deployment Technology Initial Deployments City Efforts • Permit Regulations • Increased Signage • Social Media/Communications • In-app messaging • Strong Collaboration with UVa • User/Non-User survey Survey Results Have you ridden an e-scooter? • Joint effort with UVA's School of Architecture - Planning Practicum • Nearly 3,000 responses (3/19- 5/19) YES NO 56% 43% Survey Results Why e-scooters? Other (please specify): It was just for fun I don't have a car I wanted to take a bus, but there was no bus available at that time or destination Parking was difficult at that time or destination I didn't want to get sweaty It was less expensive than other ways to get there It was the fastest and most reliable 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% Survey Results Primary Trip Purpose Other (please specify): To travel to or from a work-related meeting/appointment For fun/recreation To go to or from social/entertainment outings (restaurant, bar, movie theatre, etc.) To go shopping or perform errands To commute to or from classes or school To access public transportation (CAT, UTS, or JAUNT) To commute to or from work 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% Survey Results Mode If Scooter Not Available? I would not have made this trip, 6.32% Walked, 55.74% Public transportation (CAT/UTS/JAUNT/Park Connect), 6.61% Ubike, 0.29% Personal bike, 2.82% Taxi or ridehailing (e.g. Uber, Lyft), 11.77% Personal vehicle, carpool, or other motor vehicle, 16.15% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% Survey Results Comparing Non User vs User Perceptions Extremely positive, I see many benefits Somewhat positive, it could be a plus for the city Neutral, I am unsure about ridesharing bicycles and scooters Extremely negative, I feel that the situation is a failure Somewhat negative, I have some concerns about the situation Not sure Non User User 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% Survey Results Do you want the program to continue? No, 28.07% Yes, 47.57% ¾ of respondents want the dockless program to continue YES, BUT… 24.36% Observational Studies 21% Rode on Sidewalks Device Provider Observed Gender 15% Wore headphones ZERO Wore Helmets Bird Lime Male Female Opportunities + Lessons Learned • Active Program Management is needed • Increase data access • Outreach to UVA/users/community groups • Reduce barriers for low-income riders • Distribute fleet more equitably throughout the city • Technology + Infrastructure Recommendations • Extend Pilot through December 18, 2019 to plan for newly enabled state legislation • Increase fleet (no more than 300 total scooters) to help with equity and distribution goals • Hire P/T staff to… • Implement outreach campaign • On-going coordination with UVA • Refine regulations based on lessons learned • Evaluate program based on Comprehensive Plan goals Questions? More Info? www.charlottesville.org/dockless Jason Ness nessj@charlottesville.org 434.970.3717 Amanda Poncy poncy@Charlottesville.org 434.970.3720 This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Requested: Consideration of a Comprehensive Plan Amendment Presenter: Matt Alfele, AICP, City Planner Staff Contacts: Matt Alfele, AICP, City Planner Title: CP—19-00001 209 Maury Avenue Background: On October 8, 2019 the Planning Commission provided a recommendation to City Council to rezone the Subject Properties from R-2U (Residential two-family University) to R-3 (Multifamily). By rezoning the Subject Property, it no longer conform to the City’s 2013 General Land Use Plan. Under the current map, the Subject Property is Low Density Residential. This designation is not consistent with R-3 zoning. A High Density Residential designation on the General Land Use Plan is more consistent with R-3 zoning. Additional information can be found within the rezoning (ZM—19-00002 209 Maury Avenue) memo. Discussion: The Planning Commission held a Public Hearing on October 8, 2019 on this matter. During the discussion, Planning Commission focused on the following:  Increased density is appropriate for this location and the General Land Use Plan should be High Density Residential. Alignment with City Council’s Vision and Strategic Plan: If City Council approves the comprehensive plan amendment, the project could contribute to Goal 3: A Beautiful and Sustainable Natural and Built Environment, 3.1 Engage in robust and context sensitive urban planning and implementation, and the City Council Vision of Quality Housing Opportunities for All. 1 Community Engagement: On October 8, 2019 the Planning Commission held a Public Hearing on this matter. Six members of the public spoke and voiced the following:  Frustration that the applicant submitted an updated proffer statement during the meeting the public did not have an opportunity to review. The City should not be making piecemeal changes to the Comprehensive Plan and Zoning Map. The City needs to finish work on the Comprehensive Plan and create a Housing Strategy.  The neighborhood is stable and any change to the Comprehensive Plan or Zoning Map could be detrimental to the stability of the neighborhood.  The project be proposed is too large for the location and the proffers are not strong enough. The drawing presented is only a concept and not a site plan.  The proffer protecting the existing manor house is not strong enough. Any emails regarding this project have been forwarded to Planning Commission and City Council. Budgetary Impact: This has no impact on the General Fund. Recommendations: The Planning Commission took the following action: Commissioner Solla-Yates moves to recommend approval to amend the 2013 Comprehensive General Land Use Map for the Subject Properties from Low Density Residential to High Density Residential. Mr. Stolzenberg seconded the motion Mr. Lahendro, No Mr. Solla-Yates, Yes Mr. Stolzenberg, Yes Mr. Heaton, Yes Mr. Mitchell, Yes Mrs. Green, Yes The motion passed 5 – 1 to recommend approval of the Comprehensive Plan Amendment. Alternatives: City Council has several alternatives: 2 (1) by motion: adopt a Resolution to Approve the Comprehensive Plan Amendment CP19- 00001. (2) by motion: deny the proposed Comprehensive Plan Amendment CP19-00001. (3) by motion: defer action on Comprehensive Plan Amendment CP19-00001. Attachments: A. Resolution to Approve Comp Plan Amendment CP19-00001 B. Signed Planning Commission Resolution C. Link to the Staff Report and background information from the July 9, 2019 Planning Commission meetings: https://www.charlottesville.org/home/showdocument?id=66862 (Staff Report starts on page 24) 3 Attachment A RESOLUTION APPROVING AN AMENDMENT TO THE COMPREHENSIVE PLAN FOR THE CITY OF CHARLOTTESVILLE (2013) TO CHANGE THE FUTURE LAND USE MAP DESIGNATION OF CERTAIN LAND FRONTING ON MAURY AVENUE AND STADIUM ROAD, AS REQUESTED BY COMPREHENSIVE PLAN AMENDMENT APPLICATION CP19-00001 WHEREAS, the Charlottesville Planning Commission initiated an amendment to the City’s Comprehensive Plan, its Future Land Use Map, to evaluate approximately 1.6 acres of land identified on City Tax Map (2019) as Parcels 18, 18.1, 18.2, 184, 185, and TMP 186 (collectively, “Subject Property”); AND WHEREAS, the purpose of the initiated amendment is to evaluate whether the Subject Property is suitable for the type of higher-intensity land use, and increased residential density of development, referred to within the City of Charlottesville Comprehensive Plan (2013) as High Density Residential development (suitable for residential development at more than 15 dwelling units per acre) (“LUP Amendment”); and WHEREAS, the proposed LUP Amendment was advertised and publicly noticed as required by law; and WHERRAS, following a joint public hearing conducted by the Planning Commission and City Council on October 8, 2019, the Planning Commission on October 8, 2019 approved a resolution recommending approval of the LUP Amendment within the area of the Subject Property and certified the amendment to the City Council for its consideration; and NOW THEREFORE, BE IT RESOLVED by the Charlottesville City Council that the LUP Amendment recommended by the City’s Planning Commission for the area within the Subject Property is hereby approved and adopted as an Amendment to the Comprehensive Plan for the City of Charlottesville (2013), and the Zoning Administrator is hereby directed to update the Comprehensive Plan Land Use Map to reflect this amendment. Adopted the ___________ day of ___________________, 2019. Attest: ________________________ Clerk of City Council 1 Attachment B This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Requested: Consideration of a Rezoning Application Presenter: Matt Alfele, AICP, City Planner Staff Contacts: Matt Alfele, AICP, City Planner Title: ZM—19-00002 209 Maury Avenue Background: Landowner Southern Property, LLC has submitted an application seeking a rezoning of approximately (1.6) acres of land identified within City tax records as Tax Map and Parcel (TMP) 17-18, TMP 17-18.1, TMP 17-18.2, TMP 17-184, TMP 17-185, and TMP 17-186 (collectively, “Subject Property”). The Subject Property has frontage on Maury Avenue and Stadium Road. The application is proposing to change the current zoning of the Subject Property from R-2U (Two-family University) to R-3 (Multifamily) with Proffered Conditions (see below for proffered conditions). The Comprehensive Land Use Map for this area calls for Low Density Residential (15 Dwelling Units per Acres).  On June 11, 2019 the Planning Commission provided a recommendation to City Council to rezone the Subject Property from R-2U (Residential two-family University) to R-3 (Multifamily) with a vote of 4 - 2.  On July 9, 2019 the Planning Commission provided a recommendation to City Council to amend the 2013 Comprehensive General Land Use Map for the Subject Property from Low Density Residential to High Density Residential (application CP-19-00001) with a vote of 5 - 2.  At the August 5, 2019 City Council meeting, the applicant presented new documentation (proffered conditions and a conceptual layout) effecting the rezoning application. City Council moved to send the rezoning request and comprehensive plan amendment back to Planning Commission to review the updated materials. Below is a summary of the updated materials submitted by the applicant after the Planning 1 Commission made recommendations to City Council on June 11th and July 9th. June 11th and July 9th Submittal: The applicant proposed a straight rezoning with no proffers or development plan. Planning Commission initiated a comprehensive plan amendment to insure the City’s Land Use Map would correspond with R-3 zoning. October 8th Submittal: The applicant updated the rezoning request to include proffered conditions and a conceptual drawing, referenced in the proffer statement. The signed proffer statement can be found as Attachment A. Discussion: The Planning Commission held a Public Hearing on October 8, 2019 on this matter. During the discussion, Planning Commission raised the following:  Concern about the preservation of the existing Eugene Bradbury designed home.  Rezoning the subject properties to R-3 density could be increased providing more student housing closer to grounds. This could pull some students out of other areas of the City and open up more housing stock.  The Planning Commission also initiated a Comprehensive plan land use map amendment to change the subject properties to “High Density Residential”. This would insure the land use map designation would match the corresponding zoning.  Concern with some of the R-3 by-right uses that are not allowed in R-2U, such as Bed- and-breakfast and Public Health Clinic. During the meeting the applicant presented an updated proffer statement that added an affordable housing requirement. After hearing the Commission concerns, the applicant orally amended his proffer statement per Section 34-64(b). The updated proffer statement (Attachment A) removed the words “to be constructed” from #5(a)(iii) and a #6 was added to remove some by-right uses. Alignment with City Council’s Vision and Strategic Plan: If City Council approves the rezoning request, the project could contribute to Goal 3: A Beautiful and Sustainable Natural and Built Environment, 3.1 Engage in robust and context sensitive urban planning and implementation, and the City Council Vision of Quality Housing Opportunities for All. Community Engagement: On May 29, 2019 the applicant held a community meeting in the NDS Conference Room at City hall from 6:30pm to 8pm. No members of the public attended the meeting. On June 11, 2019 the Planning Commission held a Public Hearing on the rezoning request. No members of the public spoke. On July 1, 2019 City Council held a Public Hearing on the rezoning request and two members of the public spoke against the rezoning. 2 On July 9, 209 the Planning Commission held a Public Hearing on amending the comprehensive plan and six members of the community spoke and raised the following:  Concern about the preservation of the existing Eugene Bradbury designed home.  Rezoning the subject properties to R-3 density could be increased providing more student housing closer to grounds. This could pull some students out of other areas of the City and open up more housing stock.  Concern about rezoning the subject properties without a development plan to review.  The Planning Commission also initiated a Comprehensive plan land use map amendment to change the subject properties to “High Density Residential”. This would insure the land use map designation would match the corresponding zoning. On September 18, 2019 the applicant held a Community Engagement meeting at CitySpace to review the new materials connected to the rezoning request. About eight members of the community attended and offered feedback to the applicant. Conservation of the home was the biggest concern. In addition to the required Community Engagement meeting, the applicant also presented the rezoning request to the Fry’s Spring Neighborhood Association meeting on August 14, 2019. On October 8, 2019 the Planning Commission held a Public Hearing on this matter. Six members of the public spoke and voiced the following:  Frustration that the applicant submitted an updated proffer statement during the meeting the public did not have an opportunity to review. The City should not be making piecemeal changes to the Comprehensive Plan and Zoning Map. The City needs to finish work on the Comprehensive Plan and create a Housing Strategy.  The neighborhood is stable and any change to the Comprehensive Plan or Zoning Map could be detrimental to the stability of the neighborhood.  The project be proposed is too large for the location and the proffers are not strong enough. The drawing presented is only a concept and not a site plan.  The proffer protecting the existing manor house is not strong enough. Budgetary Impact: This has no impact on the General Fund. Recommendations: The Planning Commission took the following action: Commissioner Stolzenberg moves to recommend approval of this application to rezone the subject properties from R-2U, to R-3 with amended proffers, on the basis that the proposal would service the interests of the general public and good zoning practice. 3 Mr. Solla-Yates seconded the motion Mr. Lahendro, No Mr. Solla-Yates, Yes Mr. Stolzenberg, Yes Mr. Heaton, Yes Mr. Mitchell, Yes Mrs. Green, Yes The motion passed 5 – 1 to recommend approval of the rezoning application with proffers. Alternatives: City Council has several alternatives: (1) by motion, approve the requested Rezoning with proffers as recommended by the Planning Commission using the following suggested motion: I move the adoption of the Ordinance included in our agenda materials, rezoning land as requested within ZM19-00002, based on a finding that the proposed rezoning is required by public necessity, convenience, general welfare, or good zoning practice; (2) by motion, take action to deny the attached ordinance granting the Rezoning; (3) by motion, request changes to the attached ordinance, and then approve the Rezoning; or (4) by motion, defer action on the Rezoning. Attachments: A. Signed Proffer Statement Dated October 25, 2019 B. Rezoning Ordinance (starting on page 5 of this memo) C. Link to the Staff Report and background information from the October 8, 2019 Planning Commission meetings: https://www.charlottesville.org/home/showdocument?id=66862 (Staff report starts on page 31) 4 ZM19-00002 AN ORDINANCE APPROVING REZONING APPLICATION ZM19-00002 A REQUEST TO REZONE LAND FRONTING ON MAURY AVENUE AND STADIUM ROAD FROM R-2U (TWO-FAMILY RESIDENTIAL, UNIVERSITY) TO R-3 (MULTIFAMILY RESIDENTIAL) SUBJECT TO PROFFERED DEVELOPMENT CONDITIONS WHEREAS, in order to facilitate a specific development project, Southern Property, LLC (“Landowner”), by its member Charlie Armstrong, has submitted rezoning application ZM19-00002, proposing a change in the zoning classification (“rezoning”) of certain land fronting on Maury Avenue and Stadium Road, designated on 2019 City Tax Map 17 as Parcels 180, 180.1, 180.2, 184, 185, and 186 (collectively, the “Subject Property”), from “R-2U” to “R-3”, with said rezoning to be subject to several development conditions proffered by Landowner; and WHEREAS, the purpose of the rezoning application is to allow a specific development project identified within the proffered development conditions (“Project”) which will provide multifamily residential dwellings within the Subject Property and will preserve an existing structure of historic significance located within the Subject Property; and WHEREAS, a joint public hearing on the proposed rezoning was conducted by the Planning Commission and City Council on October 8, 2019, following notice to the public and to adjacent property owners, as required by law, and following the joint public hearing, the Planning Commission voted on October 8, 2019 to recommend that City Council should approve the Proposed Rezoning for the Project; and WHEREAS, this City Council has considered the details of the specific Project represented within the Landowner’s application materials for ZM19-00002; has reviewed the NDS Staff Report, public comments, the Planning Commission’s recommendation, and the Comprehensive Plan; and WHEREAS, this Council finds and determines that the public necessity, convenience, general welfare and good zoning practice require the proposed rezoning; that both the existing zoning classification and the proposed zoning 5 classification are reasonable; and that the proposed rezoning is consistent with the Comprehensive Plan; now, therefore, BE IT ORDAINED by the Council of the City of Charlottesville, Virginia that the Zoning District Map Incorporated in Section 34-1 of the Zoning Ordinance of the Code of the City of Charlottesville, 1990, as amended, be and hereby is amended and reenacted as follows: Section 34-1. Zoning District Map. Rezoning all of the land designated on 2019 City Tax Map 17 as Parcels 180, 180.1, 180.2, 184, 185, and 186 (“Subject Property”), containing, in the aggregate approximately 1.6 acres (approximately 69,696 square feet), from R-2U (Two Family Residential, University) to R-3 (Multifamily Residential), subject to the following proffered development conditions (“Proffers”), which were tendered by the Landowner in accordance with law and are hereby accepted by this City Council: Approved Proffers The use and development of the Subject Property shall be subject to the following development conditions voluntarily proffered by the Landowner, which conditions shall apply in addition to the regulations otherwise provided within the City’s zoning ordinance: 1. The number and location of buildings and structures relative to Maury Avenue and Stadium Road, and points of ingress and egress to the Subject Property, may not be varied from the general or approximate location(s) depicted within the following drawing, titled “209 Maury Avenue Application Plan” by Mitchell Matthews Architects (the “Application Plan”): 6 7 2. The majority of the area between Maury Avenue and the façade of the historic Manor House located on the Subject Property, currently having an address of 209 Maury Avenue, shall be maintained as open green space (grass lawn), landscaping with plantings, or a combination thereof, as generally depicted within the Application Plan. Stormwater management practices or treatments may be located within this area only if the appearance of this area is that of a grass yard with trees and shrubbery, as generally depicted within the Application Plan. 3. Prior to seeking a building permit for construction of any new building, structure or addition to the Manor House, the Landowner shall submit and obtain final approval of a site development plan covering the entire area of the Subject Property. The Landowner shall, as part of the final site development plan, include a landscape plan for the entire Subject Property which shall be prepared by a landscape architect. The landscape plan shall provide green space (grass lawn), trees and shrubbery in an amount, and in locations, generally consistent with the Application Plan. 4. The historic Manor House building located on the Subject Property, currently having an address of 209 Maury Avenue, shall, in perpetuity, (but excluding destruction by natural disasters, fires, or other unforeseen calamities) be maintained in good repair. Nothing herein shall restrict the owner of the Subject Property and/or its assigns from making reasonable and architecturally consistent additions or modification to the historic Manor House building located on the Subject Property. 5. Prior to issuance of a building permit for construction of any new buildings within the Subject Property, the Landowner will demonstrate that it has provided for construction of affordable dwelling units (“ADUs”), by one of the following means: a. For-rent ADUs will be constructed by Landowner on the Subject Property, as part of the Landowner’s development of the Subject Property. The gross square footage of the affordable units, in the aggregate, shall be at least fifteen percent (15%) of the aggregate habitable floor area of the buildings on the Subject Property. For-rent ADUs shall meet the definition of “affordable dwelling unit” in City Code 34-12(c), and the period of affordability shall be administered in accordance with the provisions of City Code 34-12(g); or 8 b. For-sale ADUs are under construction by Landowner at a site outside the Subject Property, at a location within the City of Charlottesville. If the Landowner constructs the ADUs, then the for- sale ADUs shall meet the definition of “affordable dwelling unit” in City Code 34-12(c), and the period of affordability shall be administered in accordance with the provisions of City Code 34- 12(g). The number of off-site ADUs shall be fifteen percent (15%) of the total number of dwelling units within the Subject Property. At the Landowner’s option, if the Landowner conveys to Habitat for Humanity, by recorded deed, any off-site lot(s) for construction of the off-site ADUs pursuant to this proffer, then if any ADU lot(s) are so conveyed to Habitat then: 1. The ADUs on such off-site location(s) shall be deemed to be “under construction” as of the date of recordation of the deed of conveyance from Landowner to Habitat, containing the required ADU restriction; and 2. The Landowner shall provide the City with a binding commitment from Habitat for Humanity promising that, if any of the initial owners of the ADUs on the off-site location(s) sells or otherwise transfers ownership of the affordable dwelling unit to a person other than the Habitat for Humanity organization or a qualifying heir, within the first twenty (20) years following issuance of a certificate of occupancy for the unit sold or transferred, then Habitat will use any profit-sharing proceeds from the sale or transfer for construction of a replacement affordable dwelling unit within the City of Charlottesville; Or, c. Landowner shall make a cash contribution to the City’s affordable housing fund, which contribution shall be calculated as follows: (i) two dollars ($2.00) per square foot of the habitable residential floor area within the Subject Property. 6. The following land uses, currently generally allowed within the R-3 zoning district, shall be prohibited on the lot(s) within the Subject Property: Bed and Breakfasts (including both “Homestay” and “Bed-and-breakfast”); 9 Health clinic (up to 4,000 SF, GFA); Public health clinic; and Educational Facilities (elementary, high schools, and colleges and universities). BE IT FURTHER ORDAINED THAT the City’s Zoning Administrator shall update the Zoning District Map to reflect this rezoning of the Subject Property subject to the proffered development conditions. 10 Attachment A Attachment A Attachment A This page intentionally left blank CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: November 18, 2019 Action Required: Resolution Presenter: Shantell Bingham, Program Director, Charlottesville Food Justice Network Jeanette Abi-Nader, Executive Director, Cultivate Charlottesville Staff Contacts: Kaki Dimock, Director, Department of Human Services Misty Graves, Program Supervisor, Department of Human Services Title: Allocation of Food Equity Initiative funds for FY 2020, $155,000 Background: On October 7, representatives from the Food Equity Initiative provided a comprehensive report that covered an update on activities of the previous year, progress towards goals, and a review of core issue areas. Staff provided an overview of the strategic review and action plan that included profiles for ten City Departments and their intersection with food equity and recommendations for future food equity work. In order to implement the work outlined in the strategic review and action plan, staff will need continued funding and seeks $155,000 in City funds for the current fiscal year (FY 2020). These funds will be utilized to match two federal grants, which require an equal match of $155,000 for the current fiscal year. Discussion: EXECUTIVE SUMMARY: While food insecurity remains a prevalent issue in our city (16% for Charlottesville; 9.8% for Virginia) views of a healthy and just food system are in sight. During this year, the Food Equity Initiative as directed by the Charlottesville Food Justice Network, will further the goals outlined in the proposed Food Equity Initiative | Year 2 work plan. Advancing systemic change requires close partnerships with city departments. In fact, many Charlottesville Food Justice Network Food Equity recommendations as well as Local Food, Local Places Action Plan steps require working with city staff. To support city staff collaboration with Charlottesville Food Justice Network partners, Food Equity Profiles were created to highlight department staff’s vision for food equity. Alignment with City Council’s Vision and Strategic Plan: The Food Equity Initiative supports City Council’s “Community of Mutual Respect” vision. It contributes to Goal 2 of the Strategic Plan: a healthy and safe city and Goal 1: an inclusive community of self-sufficient residents specifically objective 1.5 intentionally address issues of race and equity. Community Engagement: The Charlottesville Food Justice Network meets bi-monthly and it’s last meeting took place on October 23, 2019. During this meeting, 29 member organizations or individuals committed to specific work plans that intend to bolster the food equity work and propel the community forward. The Food Equity initiative completed a number of engagement opportunities in diverse settings and modalities that include individual meetings, large group meetings, and media and community events as reported in the October 2019 Food Equity Initiative Report & Action Plan. This summer, the Environmental Protection Agency Local Food, Local Places selected the City of Charlottesville to create a plan for supporting the development of affordable food markets taking an equity approach by considering urban farmers of color as a key stakeholder in guiding the development of affordable food markets. The methods of the Food Equity Initiative intentionally incorporate and amplify community voice and leadership. Budgetary Impact: The Charlottesville Food Justice Network request $155,000 to support FY20 of the Food Equity Initiative and to provide matching funds for two federal grants awarded that have the combined amount of $155,000. (United States Department of Agriculture Community Food Projects Competitive Grants Program of $125,000 for three years and the Environmental Protection Agency Environmental Justice Small Grants Program of $30,000 for one year. Should Council agree to support this program in FY20, the matching funds of $155,000 to support the Food Equity Initiative would come from the from the City Council Strategic Initiatives account. Currently there is $435,429.37 in funding remaining in that account. Of that amount $150,729.37 is unallocated funding and $284,700 is funding previously dedicated but not spent by Council for Equity Package items. The chart below lists those items. Items previously Noted by Council as Equity Fund Uses FY 16 year end appropriation($500,000) to have funds set aside to implement recommendations of the Blue Ribbon Commission on Memorials, Race and Public Spaces. $55,000 of this has been used for the EJI - Civil Rights Pilgrimage Trip as approved by Council on 6/4/18; Business Equity Fund taken from this pool ($109,000); Blue Ribbon Commission on Memorials, Race and Public Spaces $ (180,000) $156,000 allocated for CCS Gifted teachers. Scholarship Program (one time funding added FY 18) $ (5,000) Ethnic Study Course (one time funding added FY 18) $ (15,000) Vinegar Hill Monument matching grant (added FY 17 year end) $ (25,000) $ (59,700) remaining portion of $1M originally appropriated as Equity Funds $ (284,700) Council would need to reallocate a portion of the above funding which was previously dedicated as other equity package items, in order to fully fund the recommendations. The USDA Community Food Projects Competitive Program Grant is a three-year grant, and future matches of $125,000 or for FY 21 and FY22 are anticipated, funding for any of these initiatives that would continue in FY21 and beyond would need to be added to the City’s FY21 proposed budget for consideration. Recommendation: Staff recommends continued financial support in the amount of $155,000 of this initiative outlined in the Food Equity Initiative Strategic Review and Action Plan. Alternatives: N/A Attachments: Food Equity Initiative Year 2 Work Plan Food Equity Initiative Budget Worksheet RESOLUTION Allocation of Food Equity Initiative Funding for FY 2020 $155,000 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Charlottesville, Virginia that the sum of $155,000 is hereby paid from currently appropriated funds in the Council Strategic Initiatives account in the General Fund in support of the Food Equity Initiative. $155,000 Fund: 105 Cost Center: 10110010000 Charlottesville Food Equity Initiative Year 2 | July 2019-September 2020 Existing Food System Emerging Food System Prioritizes mass production Prioritizes health Food is not seen as the business of Food is seen as a strategic vehicle for meeting cities city goals Founded on access to cheap fossil Environmental protection is a cornerstone of fuels food production, processing and distribution Market forces determine location of Neighborhoods are planned with food access in food stores mind Food pricing unconnected to Food pricing favors healthy choices nutritional benefit Food issues carved up into separate Food solutions come from collaborative government departments and partnerships within and among governments jurisdictions and civil society Table 1: City of Toronto Food Strategy, 2010 Description The Charlottesville Food Equity Initiative brings together public, private, and non-profit partners working in unique and complementary ways to build a healthy and just community food system for all Charlottesville residents. The Initiative will cultivate community driven processes, resident leadership, and city partnerships to improve access to and quality of nutritious and affordable foods, addressing food equity barriers. Year 2 of the Food Equity Initiative will support implementation of citywide strategies outlined in the Food Equity Initiative Year 1 Report & Plan which align with goals established in the MAPP2Health Community Action Plan, the Local Food, Local Places Action Plan, and the specific City Departments food equity action plans. Overarching Goals 1. Increase food access and equity for Charlottesville residents facing food insecurity 2. Increase collaboration and impact of diverse stakeholders engaged in building community food equity 3. Increase strategies to address community health disparities across race and economics 4. Increase knowledge of food equity practices by food system organizations and the Charlottesville community at large 5. Increase community participation and leadership in food equity planning and implementation, especially for community members experiencing food insecurity 6. Provide opportunities for leadership and job training among young adults in food equity issues Activities and Outcomes: July 2019 – September 2020 A. Sustain and cultivate mechanisms for community leadership including both formal and informal meetings with oversight by community stakeholders and community members on programs and broader food access issues. Outcome 1: By September 2020, building on the year 1 pilot project, implement a 2020 CFJN Community Advocates program that engages a core group of neighborhood leaders to engage with city staff, network organizations and community members to provide contextual expertise as well as a direct link between policy makers and residents. Outcome 2: By September 2020 provide opportunities for over 1,500 community members and stakeholders to engage in implementation of food equity strategies within the FEI Report and Plan, the MAPP2Health Community Action Plan, and the Local Food, Local Places community plan. B. Contribute subject matter expertise, policy insight and strategic initiatives to discussions on the core areas of intersection with food equity including: Urban Agriculture, Food Access Points & Retail, Housing & Food Equity, Healthy School Foods, and Transportation & Food Pathways. Outcome 1: By June 2020, the Initiative will complete the Chapters for each of the core food equity areas of intersection (listed above). Each chapter will include specific recommendations for five-year action plans and identified partners. (Healthy School Foods Chapter can be found here.) Outcome 2: Work closely with City Departments to finalize the three remaining departmental food equity work plans and move to support implementation strategies for each department. Outcome 3: By September 2020, the Initiative will actively engage in the City’s Comprehensive Plan process and submit robust food equity edits. Outcome 4: By September 2020, build on the research and analysis of nation wide policies to submit recommendations for specific food equity policies with long-term positive impacts. Examples may include utilizing a portion of the meals tax for healthy school foods, prioritizing the maintenance of existing sidewalks and roads that link to grocery stores, food pantries and other food sources, and limiting advertising/coverage of windows with tobacco, alcohol or junk food advertisements. C. Continue to compile and disseminate research including an analysis of food system assessments that identifies gaps and opportunities for investment, current food access efforts, and communication strategies to engage stakeholders including community members, business owners and elected officials. Outcome 1: By August 2020, build on existing research to compile an analysis of the gaps and opportunities for investment in core areas of food equity intersection including sites for continuation of urban agriculture in Charlottesville, strategies for development of accessible food retail outlets (such as food cooperatives), actions for increasing healthy school food access, and analysis of improvements to food pathways. Outcome 2: Ongoing, Continue collaboration with media outlets on food access and security as well as collaborating with youth leaders to enhance a social media campaign to disseminate information and engage community members on action and policy efforts. D. Identify and apply for opportunities to highlight the City’s food equity work statewide and nationally. Outcome 1: Ongoing, develop a plan for learning exchanges, such as presentations at national conferences that will extend Charlottesville’s food equity reach to statewide, regional and national partners. For example, CFJN Community Advocates, Food Justice Interns and Staff will present at the December 2019 national Community Food Systems conference in Savannah, Georgia. E. Plan for sustainability by pursuing additional funding for long-term investment at the city, agency and community member levels. Outcome 1: By September 2020, secure additional funding match of at least $75,000 to support this initiative in successive years. Outcome 2: By June 2020, present a diversified multi-year funding plan to City Council. Budget The enclosed budget outlines CFJN expenses for 2018-2019 and a budget for 2019-2020. Highlighted are how City Council funds were spent in 2018-2019 and how CFJN would like to utilize Council funds for 2019-2020. The primary expense represents staff and community leaders. This is reflective of the intense outreach and community engagement efforts that are focused on relationship building and engaging community voice and leadership. Specific food equity projects are not included in this request and are funded through other sources secured from each partnering organization. City Schoolyard Garden has secured two federal grants for FY20 that support the work of Charlottesville Food Justice Network and each require 100% matching. City funding for Food Equity Initiative |Year 2 will match these federal funds of combined $155,000 (USDA Community Food Projects=$125,000, EPA Environmental Justice=$30,000). Charlottesville Food Justice Network Planning Team Shantell Bingham, Charlottesville Food Justice Network, Program Director Jeanette Abi-Nader, City Schoolyard Garden | UACC | CFJN, Executive Director Elizabeth Beasley, UVA Health System, Community Relations and Outreach Director Tanya Deckla-Cobb, UVA Institute for Environmental Negotiation Eileen Emerson, Blue Ridge Area Food Bank Alex London-Gross, PB&J Fund, Executive Director Richard Morris, Urban Agriculture Collective of Charlottesville, Farm & Foodroots Program Director Maria Niechwiadowicz, Bread & Roses, Program Director Todd Niemeier, Charlottesville Office of Human Rights Kristen Rabourdin, Market at 25th Brooke Ray, IRC New Roots Food and Agriculture Programs, Senior Manager Michael Reilly, Slow Money, Director Rebecca Schmidt, Thomas Jefferson Health District, Population Health Manager Kristen Suokko, Local Food Hub, Executive Director Tamara Wright, Urban Agriculture Collective of Charlottesville & Rooted, Community Advocate Lead Barbara Yager, Community member Charlottesville Food Justice Network www.cvillefoodjustice.org | 434.260.3274 shantell@cityschoolyardgarden.org | jeanette@cityschoolyardgarden.org CHARLOTTESVILLE FOOD JUSTICE NETWORK CHARLOTTESVILLE FOOD JUSTICE NETWORK FOOD EQUITY INITIATIVE - EXPENSE REPORT FOOD EQUITY INITIATIVE -FY20 BUDGET PROJECTIONS OCTOBER 1, 2018 - SEPTEMBER 30, 2019 OCTOBER 1, 2019-SEPTEMBER 30, 2020 FY19 FY19 FEI FEI FUND COMMENTS FY20 FY20 FEI FEI FUND COMMENTS ACCOUNT COMMENTS ACCOUNT COMMENTS EXPENSES FUNDS What funds were spent on BUDGET REQUEST What funds will be spent on TOTAL EXPENSE 176,566 65,000 TOTAL EXPENSE 310,000 155,000 CFJN Program Director, 25% Executive CFJN Director @ 50%, Executive Director @ CFJN Program Director & 35% Executive 50% of CFJN Program Director (w benefits & Staff Compensation 98,521 32,820 Staff Compensation 172,000 Program Director, 30% UACC Program 86,000 13%, UACC Director @ 15%, Food Justice Director taxes) Director, 50% Food Justice Fellow Fellow @ 25% [half of time spent on project] 5 Community Advocates (10-20 hrs/mo) 5 Community Advocates (20 hrs/wk) 5 Community Advocates (10 hrs/wk) 7 Youth Food Justice Interns (summer) 4 Community Advocates (10-30 hrs/mo for 7 10 Youth Food Justice Interns (year round) Program - Support 43,665 22,100 Program - Support 77,100 41,800 Volunteer & Advocate Supplies Volunteer, Advocate & Intern Supplies mo) Volunteer, Advocate & Intern Supplies Travel - regional && national conference Travel - local & regional conference Travel - local & regional conference Community Meetings Community Meetings Community Meetings Community Meetings Program - Expenses 7,780 Community Advocate & Intern lunches 5,780 Community Advocate & Intern lunches Program - Expenses 12,600 Community Advocate & Intern lunches 8,600 Community Advocate lunches Community member gift cards | stipends Community member gift cards | stipends Community member gift cards | stipends Community member gift cards | stipends Professional Services 5,700 Bookkeeping, Evaluation - Professional Services 26,700 11,000 Bookkeeping, Racial Equity Training, Evaluation Racial Equity Training, Evaluation Community Advocate computers Communications & Event Expenses: Community Gathering Communications & Technology 3,700 2,500 Community Advocate computers 4,700 2,500 Event Expenses: Community Gathering Database management Technology Technology Expenses General & Administration 17,200 Rent, Insurance, Office Supplies, etc. 1,800 CFJN Community Outreach Supplies General & Administration 16,900 Rent, Insurance, Office Supplies, etc. 5,100 Rent, Insurance, Office Supplies, etc. 000000DRAFT 00000010/26/19 This page intentionally left blank