CITY COUNCIL AGENDA Members January 19, 2021 Nikuyah Walker, Mayor Sena Magill, Vice Mayor Heather D. Hill Michael K. Payne J. Lloyd Snook, III 4:00 p.m. Special Meeting CALL TO ORDER ROLL CALL REPORTS 1. Recognition: Police Department accreditation 2. Report: City financial report for December month-end 3. Report: Rivanna Solid Waste Authority (RSWA)/Rivanna Water and Sewer Authority (RWSA) quarterly update 4. Report: Tree Commission Report NOTE: Individuals with disabilities who require assistance or special arrangements to participate in the public meeting may call the ADA Coordinator at (434) 970-3182 or submit a request via email to ada@charlottesville.gov. The City of Charlottesville requests that you provide a 48 hour notice so that proper arrangements may be made. Page 1 of 37 CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: January 19, 2021 Action Required: Report to Council Presenter: John Blair, Acting City Manager Ryan Davidson, Senior Budget and Management Analyst Staff Contacts: Ryan Davidson, Senior Budget and Management Analyst Title: City Financial Snapshot Report for December 2020 Actuals Background: Through discussions with the City Council, the City Manager has arranged to provide periodic financial reports. These reports will be provided on a monthly basis, at the second regular Council meeting of each month. Discussion: The attached report provides a financial snapshot of the General Fund revenues and expenditures, as well as the revenues and expenditures for the Utility Funds (Gas, Water, Wastewater, and Stormwater). Alignment with City Council’s Vision and Strategic Plan: The project supports City Council’s “Smart, Citizen-Focused Government” vision. It contributes to Goal 5 of the Strategic Plan, be a Well-Managed and Responsive Organization, and objective 5.1, to integrate effective business practices and strong fiscal policies. Community Engagement: This report is designed to provide the City Council and the community information in the form of a snapshot report on the City General Fund and Utility Fund finances through December 31, 2020. Budgetary Impact: This report has no direct budget change impact on the General Fund. This is only a report of the revenues that have been collected and the funding expended through December 31, 2020. Page 2 of 37 Recommendation: Review of Report Alternatives: N/A Attachments: Council Financial Snapshot Report for F.Y. 2021 through December 31, 2020 Page 3 of 37 City of Charlottesville Revenue Scenarios for FY 2021 Budget (Revised January 2021) Adopted Year to Date September 2020 $ Change January 2021 $ Change Further Downturn $ Change 2020-2021 Actuals (as of Forecast (from Adopted FY Forecast (from Adopted FY 2020-2021 (from Adopted 12-31-2020) 21 to September 21 to January FY 21 to Forecast) Forecast) Downturn FY21) Real Estate Taxes $ 78,353,270 $ 38,404,095 $ 78,175,000 ($178,270) $ 78,075,000 ($278,270) $ 77,853,270 ($500,000) City /County Rev enue Sharing $ 14,589,313 $ - $ 14,589,313 $0 $ 14,589,313 $0 $ 14,589,313 $0 Meals Tax $ 14,295,064 $ 5,138,228 $ 12,288,232 ($2,006,832) $ 10,144,598 ($4,150,466) $ 9,490,753 ($4,804,311) Sales & Use Tax $ 11,504,331 $ 5,619,190 $ 11,800,000 $295,669 $ 11,395,481 ($108,850) $ 10,806,075 ($698,256) Personal Property Tax $ 9,800,000 $ 4,387,154 $ 9,600,000 ($200,000) $ 9,550,000 ($250,000) $ 9,400,000 ($400,000) Transient Room Tax $ 6,282,721 $ 1,861,735 $ 4,420,000 ($1,862,721) $ 3,298,223 ($2,984,498) $ 3,206,189 ($3,076,532) Business & Prof essional Licenses $ 6,225,000 $ 281,063 $ 6,225,000 $0 $ 6,225,000 $0 $ 6,000,000 ($225,000) Pay ment in Lieu of Taxes: Utilities $ 6,091,667 $ - $ 6,091,667 $0 $ 6,091,667 $0 $ 6,091,667 $0 Utility Taxes $ 5,024,112 $ 2,087,448 $ 5,024,112 $0 $ 4,300,000 ($724,112) $ 4,100,000 ($924,112) Recreation Income $ 1,335,824 $ 188,514 $ 685,824 ($650,000) $ 635,060 ($700,764) $ 355,060 ($980,764) Transf er f rom Parking Enterprise Fund $ 1,200,000 $ - $ 650,000 ($550,000) $ 400,000 ($800,000) $ 100,000 ($1,100,000) Other Local Taxes Subtotal $ 7,241,431 $ 3,643,990 $ 7,219,749 ($21,682) $ 7,210,249 ($31,182) $ 7,067,249 ($174,182) Other Licenses and Permits Subtotal $ 1,975,500 $ 1,083,098 $ 2,175,500 $200,000 $ 2,420,500 $445,000 $ 2,275,000 $299,500 Other Intergov ernmental Rev enue Subtotal $ 12,984,420 $ 8,068,185 $ 12,984,420 $0 $ 13,158,609 $174,189 $ 13,143,609 $159,189 Other Charges f or Serv ice Subtotal $ 5,596,604 $ 2,171,625 $ 5,596,604 $0 $ 5,196,604 ($400,000) $ 4,950,754 ($645,850) Other Miscellaneous Rev enue Subtotal $ 1,563,956 $ 882,983 $ 1,637,956 $74,000 $ 1,612,956 $49,000 $ 1,612,956 $49,000 Transf ers f rom Other Funds Subtotal $ 250,000 $ - $ 250,000 $0 $ 250,000 $0 $ 250,000 $0 Other Designated Rev enue $ 6,882,660 $ 6,640,607 $ 6,851,910 ($30,750) $ 6,685,079 ($197,581) $ 6,685,079 ($197,581) GENERAL FUND BUDGET TOTAL $ 191,195,873 $ 80,457,916 $ 186,265,287 ($4,930,586) $ 181,238,338 ($9,957,535) $ 177,976,973 ($13,218,900) Total Amount Change from Original Adopted September 2020 $186,265,287 ($4,930,586) January 2021 $181,238,338 ($9,957,535) Further Downturn $177,976,973 ($13,218,900) 1 1/15/2021 Page 4 of 37 General Fund Revenue Summary Narrative for January 2021 Forecast column Real Estate Tax revenue was slightly reduced from the original projection and September Forecast based upon the collection rate experienced for the December 2020 deadline, which was off by about 1.2%. This reduction isn’t lost revenue, but the expectation is that all revenue may not materialize in the current fiscal due to slower payment rates. Meals Tax revenue projections for FY21 Meals Tax were based upon projected recovery rates that exceeded the current rate of recovery. The Meals Tax revenue was continuing to improve through the beginning of FY21, but saw a sharp decline in revenue for the December payments, and it still is not increasing at the projected rate in the original revenue projections or the revised September Forecast. Revised recovery rate projections project a slower recovery and do not anticipate returning to 100% of previous years collections until the after the beginning of FY22. A portion of this revenue, 1 cent or 1/6 of the total collected is dedicated to pay for debt service. The decrease in this designated portion ($761,805) will result in a corresponding expenditure decrease of the same amount in the Transfer to Debt Service. Sales Tax initially performed better than anticipated for the beginning of FY21. However recent trends show a decrease in collections which has resulted in a recovery rate for the reminder of the fiscal year that is approximately 6% per month lower than was projected as part of the revised September Forecast. Personal Property Tax based upon revised book values and the collection rate from the December 2020 deadline, this revenue projection has been reduced by $250,000 from the original Adopted FY21 budget. Lodging Tax revenue projections for FY21 Lodging Tax were based upon projected recovery rates that exceeded the current rate of recovery. The occupancy rate and overall Lodging Tax revenue was continuing to improve through the beginning of FY21, but saw a sharp decline in revenue for the December payments, and it still is not increasing at the projected rate in the original or September revenue projections. Revised recovery rate projections anticipate an even slower recovery rate and do not anticipate returning to even 60% of previous years collections until after the beginning of FY22. Utility Tax revenue has continued to lag behind initial revenue projections that we are continuing to monitor. The impacts of COVID, UVA’s modified school year and mild weather conditions continue to still be a factor in the performance of this revenue and it is now not anticipated to reach the original projections for FY21. Parks and Recreation Revenue is projected to see a decrease of approximately $700,000 due to continued closure of facilities, as well as not offering the usual recreation class and instructional opportunities. 1 Page 5 of 37 General Fund Revenue Summary Narrative for January 2021 Forecast column Parking Revenue is now projecting an $800,000 decrease in the transfer from the Parking Fund, due to decreased revenue generation in the City owned parking facilities based upon decreased usage. Other Licenses and Permits ‐ the increase in projected revenue is due to continued strong performance in Building an Other Permit revenue. Other Intergovernmental Revenue ‐ the increase is due to slight increases in a some of the revenue sources that are received from the State. Other Charges for Services ‐ the decrease in the projections for Other Charges for Services Revenue can be explained by a decrease in the amount of Court Revenue projected as well as a decrease in the projected revenue from Reimbursable Public Safety Overtime, which should also show a corresponding decrease in expenditures. Other Designated Revenue ‐ the decrease in the projections for Other Designated Revenue can be explained by a decrease in the transfer to the CIP for Mall Vendor Fees, which will have a corresponding expenditure decrease for that project; and due to a decrease in the Pupil Transportation revenue that was to come from bus rentals and field trip revenue. 2 Page 6 of 37 December General Fund Expenditure Summary Fiscal Year 2020‐21 Actuals through December 31st ‐ Period 6 of 12 or 50% of fiscal year. FY21 YTD Actual and FY21 Remaining Available FY21 Original FY21 Current Encumbrances Annual Budget % of FY21 Major Expenditure Categories Budget Budget (through December 31st) (through December 31st) Budget Utilized Contribution to City Schools $ 58,709,623 $ 58,709,623 $ 28,917,312 $ 29,792,311 49.25% Police Department $ 18,017,555 $ 18,254,682 $ 8,325,406 $ 9,929,275 45.61% Outside and Nonprofit Agencies $ 16,798,273 $ 17,040,773 $ 9,983,805 $ 7,056,968 58.59% Fire Department $ 12,539,795 $ 12,658,000 $ 6,815,502 $ 5,842,498 53.84% Public Works $ 12,531,690 $ 12,817,180 $ 5,778,432 $ 7,038,748 45.08% Parks and Recreation $ 11,535,820 $ 11,728,454 $ 4,352,619 $ 7,375,836 37.11% Debt Service $ 11,013,359 $ 11,013,359 $ 10,251,554 $ 761,805 93.08% Interfund Transfers $ 10,638,085 $ 14,648,995 $ 10,247,244 $ 4,401,751 69.95% Citywide Reserve $ 250,000 $ 1,238,730 $ 226,175 $ 1,012,555 18.26% Citywide Reserve ‐ COVID Economic Downturn $ 6,674,971 $ 6,674,971 $ ‐ $ 6,674,971 0.00% Tax and Rent Relief Programs $ 1,895,000 $ 1,895,000 $ 1,358,406 $ 536,594 71.68% Internal and Financial Services $ 9,458,988 $ 9,495,351 $ 4,786,746 $ 4,708,605 50.41% School Contractual Services ‐ Pupil Transportation/Building Maintenance $ 6,788,910 $ 6,800,332 $ 2,970,686 $ 3,829,646 43.68% Management $ 5,493,231 $ 6,277,993 $ 3,029,861 $ 3,248,131 48.26% Public Safety and Justice $ 3,705,176 $ 3,978,943 $ 1,741,462 $ 2,237,481 43.77% Healthy Families and Community $ 2,650,095 $ 2,847,118 $ 1,273,030 $ 1,574,089 44.71% Non Departmental Activities $ 2,495,302 $ 2,841,872 $ 439,342 $ 2,402,530 15.46% Total $ 191,195,873.00 $ 198,921,376.09 $ 100,497,582.89 $ 98,423,793.20 50.52% Notes: Current Budget includes the Original FY21 Adopted Budget as well as FY20 carryovers. December Expenditure Summary ‐ FY21 Contribution to City Schools Police Department Outside and Nonprofit Agencies Fire Department Public Works Parks and Recreation Debt Service Interfund Transfers Citywide Reserve Citywide Reserve ‐ COVID Economic Downturn Tax and Rent Relief Programs Internal and Financial Services School Contractual Services ‐ Pupil Transportation/Building Maintenance Management Public Safety and Justice Healthy Families and Community Non Departmental Activities $‐ $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 FY21 Current Budget FY21 YTD Actual and Encumbrances (through December 31st) Page 7 of 37 December General Fund Expenditure Summary Narrative (Actuals through December 31, 2020) Outside and Nonprofit Agencies includes payments to all Vibrant Community fund Agencies, Arts and Culture Agencies, Contractual Agencies including JAUNT and JMRL, and all Organizational Memberships and Agency dues. Actuals to date are above 50% due to reflecting a third quarterly payments for several outside human service agencies. Debt Service represents the General Fund transfer to the Debt Service Fund. The actuals contain the General Fund contribution to the City's annual debt service of $8,560,788, and the portion of the Meals Tax revenue, 1 cent or 1/6 of the total collected, that is dedicated to pay for debt service. This portion of the transfer is now showing a reduction of $761,805, due to the decrease in Meals Tax revenue projections. The designated Meals Tax portion of this revenue will be adjusted at the end of the fiscal year based upon the actual revenue that is collected. Interfund Transfers contains all General Fund transfers to other funds including transfer to Transit, Transfer to Social Services and Human Services, Transfer to Capital Improvement Program, Transfer to Facilities Repair Fund, and Transfer to CSA. These transfers and payments are typically made as one time payments, and many are made at either the end of the second quarter or beginning of the third quarter and are adjusted at the end of the fiscal year. Internal and Financial Services includes the General Fund portions of Finance and Information Technology, and the Office of the City Treasurer, Commissioner of Revenue's Office, and Human Resources. Citywide Reserve includes $250,000 for performance agreements, and $988,730 in other reserve funding some of which is previously appropriated and designated for specific purposes. Citywide Reserve ‐ COVID Economic Downturn includes $6.67M in COVID downturn reserve funding that was originally the cash transfer to the CIP from the General Fund. Rent and Tax Relief includes all rent and tax relief programs for the City including the Charlottesville Housing Affordability Tax Grant Program (CHAP). Actuals to date include approximately half of the Real Estate Tax Relief program allocations for FY21, and all of the CHAP program and Rent Relief program allocations for FY21. Management includes City Council, Council Strategic Initiatives, City Manager's Office, Redevelopment and Housing, Economic Development, Communications, City Attorney, and the Office of the General Registrar. 1 Page 8 of 37 December General Fund Expenditure Summary Narrative (Actuals through December 31, 2020) Public Safety and Justice includes the operations for Circuit Court, General District Court, Juvenile and Domestic Relations Court, Commonwealth Attorney, and City Sheriff. Healthy Families and Community includes Neighborhood Development Services and Office of Human Rights. Non Departmental Activities include Citizen Engagement, Police Civilian Review Board, Participatory Budgeting, Strategic Planning, Employee Compensation and Training, and grant matches for the Food Equity Program and Virginia Juvenile Community Crime Control Act. 2 Page 9 of 37 Utility Fund Revenue and Expenditure Summary Fiscal Year 2020‐21 Actuals through December 31st ‐ Period 6 of 12 or 50% of fiscal year. FY21 YTD Actual and FY21 Remaining Available FY21 Original FY21 Current Encumbrances Annual Budget % of FY21 Gas Fund Budget Budget (through December 31st) (through December 31st) Budget Utilized Gas Fund Revenue $ 27,081,999 $ 27,081,999 $ 7,771,390 $ 19,310,609 28.70% Gas Fund Expenditures $ 27,873,698 $ 29,434,341 $ 10,653,940 $ 17,219,758 38.22% FY21 YTD Actual and FY21 Remaining Available FY21 Original FY21 Current Encumbrances Annual Budget % of FY21 Water Fund Budget Budget (through December 31st) (through December 31st) Budget Utilized Water Fund Revenue $ 18,279,490 $ 18,279,490 $ 7,153,091 $ 11,126,399 39.13% Water Fund Expenditures $ 17,272,327 $ 18,166,205 $ 7,676,644 $ 9,595,683 44.44% FY21 YTD Actual and FY21 Remaining Available FY21 Original FY21 Current Encumbrances Annual Budget % of FY21 Wastewater Fund Budget Budget (through December 31st) (through December 31st) Budget Utilized Wastewater Fund Revenue $ 17,451,758 $ 17,451,758 $ 11,197,589 $ 6,254,169 64.16% Wastewater Fund Expenditures $ 17,203,764 $ 17,880,005 $ 10,307,953 $ 6,895,811 59.92% FY21 YTD Actual and FY21 Remaining Available FY21 Original FY21 Current Encumbrances Annual Budget % of FY21 Stormwater Fund Budget Budget (through December 31st) (through December 31st) Budget Utilized Stormwater Fund Revenue $ 2,894,572 $ 2,894,572 $ 3,061,374 $ (166,802) 105.76% Stormwater Fund Expenditures $ 2,794,572 $ 2,834,286 $ 2,664,539 $ 130,033 95.35% Notes: Current Budget includes the Original FY21 Adopted Budget as well as FY20 carryovers Page 10 of 37 December Gas Utility Summary ‐ FY21 Gas Fund Revenue Gas Fund Expenditures $‐ $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 FY21 Current Budget FY21 YTD Actual and Encumbrances (through December 31st) December Water Utility Summary ‐ FY21 Water Fund Revenue Water Fund Expenditures $‐ $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 FY21 Current Budget FY21 YTD Actual and Encumbrances (through December 31st) Page 11 of 37 December Wastewater Utility Summary ‐ FY21 Wastewater Fund Revenue Wastewater Fund Expenditures $‐ $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 FY21 Current Budget FY21 YTD Actual and Encumbrances (through December 31st) December Stormwater Utility Summary ‐ FY21 Stormwater Fund Revenue Stormwater Fund Expenditures $‐ $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 FY21 Current Budget FY21 YTD Actual and Encumbrances (through December 31st) Page 12 of 37 434.977.2970 RIVANNA SOLID WASTE AUTHORITY 695 Moores Creek Lane Charlottesville, Virginia 22902-9016 434.293.8858 RIVANNA WATER & SEWER AUTHORITY RIVANNA SOLID WASTE AUTHORITY www.rivanna.org RIVANNA WATER & SEWER AUTHORITY MEMORANDUM TO: THE HONORABLE CHARLOTTESVILLE CITY COUNCIL FROM: BILL MAWYER, EXECUTIVE DIRECTOR RIVANNA WATER & SEWER AUTHORITY RIVANNA SOLID WASTE AUTHORITY SUBJECT: QUARTERLY UPDATE DATE: JANUARY 2021 This quarterly update is to provide general information on the drinking water, wastewater and solid waste programs managed by the Rivanna Authorities, as follows: 1. The production of drinking water for the Urban area (Charlottesville and adjacent developed areas of Albemarle) averaged 8.94 million gallons per day (mgd) in November 2020, which was slightly above the five-year average for November (8.59 mgd), as shown by the following graph: 2. Urban wastewater flow for November 2020 (11.85 mgd), including flows from Crozet, was above the five-year average for November (10.43 mgd), as shown by the following graph: Page 13 of 37 3. A general overview of significant current and upcoming Capital Improvement projects is provided below. Costs for these projects are typically shared between the City (48%) and the Albemarle County Service Authority (52%). A. Water Treatment Plant Improvements Scope: Replace equipment which has reached end-of-service life at the South Rivanna and Observatory Water Treatment Plants. Increase water treatment capacity from 7.7 to 10 million gallons per day at the Observatory Water Treatment Plant. Completion: 2020 - 2023 Cost: $43 million B. Sugar Hollow Dam – Gate Replacement and Intake Tower Repairs Scope: Replace the inflatable rubber device that sits on top of the concrete dam and regulates the normal water level in the reservoir. The gate is over 20 years old, and has reached the end of its service life. Concrete repairs will be made on the intake tower. Completion: October 2020 – September 2021 Cost: $1.7 million C. Exterior Lighting Improvements, Moores Creek AWRRF Scope: Replace exterior lighting fixtures and poles on the 80 acre facility to improve safety and comply with Albemarle County lighting requirements. Completion: December 2020 – February 2022 Cost: $1.9 million D. South Rivanna to Ragged Mountain Reservoir Pipeline Scope: Determine alignment, acquire easements, and construct a pipeline to transfer raw (untreated) water between the South Rivanna Reservoir and the Ragged Mountain Reservoir, as required by the Community Water Supply plan. City Council approved easements on four properties located near Ragged Mtn reservoir in September 2020. Completion: 2027 - 2033 Cost: $80 million: 80% ACSA / 20% City 2 Page 14 of 37 E. Ragged Mountain Reservoir to Observatory Water Treatment Plant Raw Water Pipeline and Pump Station Scope: Replace two raw water pipelines which have been in service for more than 70 and 110 years, respectively. Replace the existing Stadium Road and Royal raw water pump stations, which have exceeded their service lives or will require significant upgrades, to support the Observatory Water Treatment Plant expansion. Completion: 2023 - 2026 Cost: $18 million F. Urban Area “Central” Waterline Scope: Water piping improvements to increase capacity and maintain pressure in the urban drinking water system. Completion: 2022 - 2027 Cost: $13 M G. Upper Schenks Branch Wastewater Piping Replacement, Phase II Scope: Replace sewer piping installed in the mid 1950’s in conjunction with the City’s sewer upgrade program to increase system capacity. The new underground piping would be located near McIntire Road. Completion: TBD Cost: $4 million: 100% City 4. By increasing the number of days/week the Transfer Station is open and lowering the disposal fee from $66/ton to $52/ton, refuse volume at the Ivy Transfer Station has increased from 28.49 tons per day in December 2018 to 119.33 tons per day in December 2020, as shown below: 3 Page 15 of 37 Please let me know if you have any questions. cc: RSWA Board of Directors RWSA Board of Directors 4 Page 16 of 37 Water, Sewer, Refuse and Recycling Programs Update F O R T H E C H A R LOT T ES V I L L E C I T Y C O U N C I L BY B I L L M AW Y E R , E X E C U T I V E D I R EC TO R JA N UA R Y 1 9 , 2 0 2 1 Page 17 of 37 Rivanna Authorities WATER AND SEWER AUTHORITY SOLID WASTE AUTHORITY •Created in 1972 by City Council and Albemarle •Created in 1990 by City Council and Albemarle Co. Board of Supervisors Co. Board of Supervisors •Manage water supply reservoirs (5), water •Manage refuse disposal and recycling at the treatment plants (6) and wastewater Ivy MUC, and recycling at the McIntire treatment plants (4) Recycling Center and the Paper Sort Facility on Meade Ave. •FY 20‐21 Operating Budget of $37.1 M •FY 20‐21 Operating Budget of $5.1 M •FY 21‐25 CIP of $132.5 M •19 Employees •93 Employees Page 18 of 37 Page 19 of 37 Urban Wastewater System Moores Creek WW Treatment Plant Page 20 of 37 South Fork Rivanna Reservoir Sugar Hollow Reservoir Ragged Mountain Reservoir Urban Area 2.6 Billion Gallons Water Supply Reservoirs 5 Page 21 of 37 South Rivanna WTP 12 MGD Water Treatment Plants North Rivanna WTP 2 MGD Observatory WTP 7.7 MGD 6 Page 22 of 37 Wastewater Treatment Facilities Moores Creek WWTP Glenmore 15 MGD 7 Page 23 of 37 South Rivanna Reservoir Community Water Supply Plan Projects 6. SRR to RMR Raw Water Line 2027‐2033 $80 M 1. RMR Dam $27 M Completed in 2014 2. SR WTP Renovation $17 M 2. South Rivanna WTP Renovation 2020‐2021 2020‐2021 $17 M 3. OB WTP Renovation $26 M 1. Ragged Mtn Reservoir 2021‐2023 2014 $27 M 4. RMR to OB WTP Raw Water $18 M 5. Central Water Line Line & Pump Station 2024‐2027 2023‐2026 $13 M 7. Raise RMR Water Level $1 M 5. Central Water Line $13 M 2022‐2027 6. SRR to RMR Raw Water Line $80 M 2027‐2033 7. Raise RMR Water Level $1 M 2032 ‐ 2033 3. Observatory WTP Renovation 4. RMR to OWTP Raw Water Line & 2021‐2023 Pump Station $26 M $182 M 2022‐2026 $18 M Page 24 of 37 Water Treatment Plant Renovations & Upgrades •Cost: $43 M •Completion: 2020 ‐ 2023 South Rivanna WTP Observatory WTP 9 Page 25 of 37 SRR‐RMR Pipeline Project Design and Construct: • 36‐inch raw water line, 9 miles long, 25 MGD capacity (1 mile has been completed) • Intake structure in the SRR • Two raw water pump stations • Pretreatment facility • $80 M: 80% ACSA / 20% City • Completion: 2027 ‐ 2033 • Close SHR water line 10 Page 26 of 37 Ragged Mtn Reservoir to OB WTP Projects Water Line Replacement • Replace 3 miles of raw water piping • 2023 – 2026 • $13 M Pump Station Replacements • Replaces Stadium and Royal RWPS • Provides pumping from RMR to Ob WTP and to SRR • 2023 – 2026 • $5 M Page 27 of 37 Central Water Line • Improve water flow, pressure, redundancy in Urban System • Cost: $13 M • Completion: 2022‐2027 • Coordinating with City Utilities Department Page 28 of 37 Sugar Hollow Rubber Crest Gate Replacement • Replacement of rubber gate, and electrical and mechanical components • Completion: October 2020 – September 2021 • Budget $2 M 13 Page 29 of 37 MC Lighting Improvements • Updating site lighting to improve safety and meet Albemarle County requirements • Completion: December 2020 – February 2022 • Budget $1.9 M 14 Page 30 of 37 Transferred 30,000 tons of municipal refuse and construction debris in FY 19‐20. Recycled 2,180 tons of paper, cardboard, glass, metal and plastic products in FY 19‐20. Ivy Material Utilization Center & McIntire Recycling Center Page 31 of 37 Questions? Page 32 of 37 management; and environmental justice. Unfortunately, STATE OF THE Charlottesville’s overall tree canopy cover continues to URBAN FOREST decline, and the City has not succeeded in meeting its annual tree planting goals each of the past four years. The amount of the City’s land area with tree canopy cover FY2020 Annual Report of declined 5% between 2004 and 2014, which is a loss of the Charlottesville Tree roughly 325 acres of canopy. Although the next canopy Commission study (aerial flyover) will not occur until summer 2021, preliminary i-Tree software projections suggest a City Council established the Tree Commission in consistent pattern of loss, with an additional 2% decline December 2010 with the charge to “protect and (135 acres) since 2014. As such, the City’s total land area improve the urban forest,” in pursuit of a “better covered by tree canopy has declined from 50% to 43% in quality of life for City residents and . . . environmental the last 16 years – a 7% decline, or total tree canopy loss and aesthetic benefits.” Throughout the pandemic of approximately 460 acres. (See map on page 4.) year, a year of social upheaval and environmental crises as well, the Commission endeavored to execute this charge. Beyond addressing environmental sustainability and aesthetic benefits, the Commission more fully embraced the reality that improving the urban forest is also a matter of environmental justice and social justice. These are all defining challenges for Charlottesville. Here are some measures of how the City and the Commission responded this past year. Richmond 2037 Target (currently 42% canopy cover) Critical Need to Plant Trees – “Number of trees planted” each year is a primary measure for assessing whether or not Charlottesville is achieving its Strategic Plan vision of a “green city”. The City’s goal is to plant 200 trees every year, but it has not met this goal in any of the past four years. Only 129 trees have been planted on average each year, which is a 65% success rate. To compound this disappointing trend, over the same period the City has removed more trees than it has replaced. Critical Importance of the Urban Tree Canopy – With 548 trees removed and 516 trees planted over the Increasing the City’s urban tree canopy is critically past four years, the City has an overall tree replacement important for enhancing numerous City goals: public rate of 94%, thus averaging less than one tree planted for health; energy conservation; environmental each tree that it takes down. This means that additional sustainability; water and air quality; stormwater trees are not being planted to counteract the years-long Page 33 of 37 decline in the tree canopy. And a majority of trees planted each year by the Parks and Recreation Department simply replace those that have been removed. The urban forest is suffering further fragmentation and degradation as a result of the development of private land, a process in which the City’s review and regulation is limited and a substantial number of trees (many with large, mature canopies) are cut down. Tree Canopy, Heat Islands, Public Health, & Justice – Nine of the City’s 19 neighborhoods are “low-canopy” (below 40% canopy cover), and two are “extremely low- canopy” (below 20% canopy cover). Science reveals that residential zones with tree canopy cover below 40% are effectively unhealthy The map below of tree canopy cover by neighborhood neighborhoods, accounting for the majority of heat- clearly shows that the City’s low-canopy and extremely related illnesses in any community. Neighborhoods with low-canopy neighborhoods correlate with historically and less than 20% canopy face even higher surface predominantly African-American neighborhoods, and with temperatures and greater utility costs, and their lower-income neighborhoods that are designated as residents suffer the greatest physical stress. CDBG-eligible. These neighborhoods retain higher ground heat and have a more extreme urban heat island effect than high-canopy neighborhoods. By these measures, Starr Hill and 10th & Page (below 20% canopy) and Rose Hill and The Meadows (below 30% canopy) fare worst in the City. Tree Commission FY20 Report - 2 Page 34 of 37 The neighborhood-level data reflect the conclusions of a These trees contribute to the overall tree canopy, but study by Jeremy Hoffman of the Science Museum of they do not provide needed shade for urban Virginia, which confirms a strong correlation between neighborhoods, especially those with low canopy, to low-canopy areas and neighborhoods that were protect residents and pedestrians and to help reduce historically subjected to racially inequitable “red-lining” zoning and lending practices. That study concludes that the “consistency of greater temperature in formerly redlined areas across the vast majority (94%) of the cities included in this study indicates that current maps of intra- urban heat echo the legacy of past planning policies.” In these ways, the City’s goals of increasing the urban tree canopy cover must be understood as significant opportunities for addressing and advancing social justice and environmental justice in Charlottesville. Planting Large Canopy Trees – Planting trees with a larger canopy size helps to increase the overall cover of the urban forest and complements the quantity of trees planted. As the graph below indicates, Parks and Recreation continues to increase the percentage of large canopy trees that it plants each year to improve long-term canopy cover. This is in accord with the goals of fostering healthier neighborhoods, providing greater energy costs and promote health. FY2020 trends are shade for pedestrians and cyclists, reducing energy mixed, with an increase of ROW planting and a decrease costs, and mitigating pollution. in parks planting, although the latter is offset by a decrease in plantings on school property and significant planting on the golf course. In order to improve tree canopy cover in an equitable manner, in FY2020 Parks and Recreation developed a weighted scale to help prioritize the planting of trees in public ROW within low-canopy and extremely low- canopy neighborhoods that are designated as CDBG- eligible. Financial Investment in the Urban Forest – In FY2020, Council allocated $50,000 for tree preservation and planting. Given the cost of $350 per tree, Parks and Recreation unfortunately was unable to meet the Commission’s goal of planting 200 trees per year. The approximately 140 trees planted were not sufficient in number to replace trees that were removed. The Commission was grateful that Council increased the FY2021 allocation exclusively for tree planting to Location of Trees Planted on Public Property – The $75,000. Regrettably and understandably, the graph top right shows that despite a priority to plant pandemic caused this allocation to be zeroed out. street trees in the public right-of-way (ROW) Parks and However, approximately $7,600 remained in the Recreation has planted a majority of trees in City parks. Tree Commission FY20 Report - 3 Page 35 of 37 previous year’s operating budget which, along with private donations, will allow for planting 23 trees. Perhaps the most immediate and serious threat to Charlottesville’s urban forest (and to private property and personal safety) comes from the inexorable spread of the emerald ash borer through our City and region. Sufficient funding is essential for dealing with the inescapable damage caused by these insects. Parks and Recreation has been taking measures to protect the City’s most important and vital ash trees, but the current inventory shows that 270 ash trees will need to be removed. The Commission’s FY2021 request for $50,000 for removals was not approved. But funds will need to be allocated for this work, as removal is time-sensitive and safety-critical. Unlike most trees which die slowly, an infected ash tree becomes extremely brittle and breaks apart quickly, posing a significant danger to people and property. With regard to the preservation of trees generally, the Commission greatly appreciates that Council recognized this important need and for several years has provided funding through the operating budget. These funds are used for pruning, repairing, and protecting existing large and valuable trees in the community, especially those now protected by City ordinance. Tree Commission FY20 Report - 4 Page 36 of 37 FY2020 Activities of Local Codes and Policies; Rx for Hot Cities: Urban Greening and Cooling to Reduce Heat-Related the Charlottesville Tree Mortality in Los Angeles and Beyond; and Redlining’s Commission Intensifying Harm: Rising Temperatures, Hotter Neighborhoods, and How Trees Can Help. As with other City bodies during the pandemic, the Tree • Registered concern about several downtown mall Commission was forced to suspend in-person meetings trees that had grown into the metal grates for nearly the entire second half of the fiscal year. surrounding them. Parks & Recreation responded by Despite the severe limitations this placed upon the cutting the grates back. Commission’s collaborative efforts, its members • Prepared wooden tree identification plaques which continued individually and in small groups to educate were installed at a nearby dog park. and advocate on behalf of City trees, and to engage in the planning and regulatory activities of an array of City Codes & Ordinances — and nonprofit bodies. What follows is a summary of • Continued to participate in virtual meetings of the efforts undertaken during this extraordinary year. C’ville Plans Together Steering Committee. • Participated in C’ville Plans Together public webinars Education & Advocacy — seeking community input. • Assembled a digital resources package to orient new • Prepared for a thorough review of city zoning code Commission Members and inform general public. and comments on proposed changes affecting trees. • Undertook significant updates of tree data using • Continued to participate in steering committees for internal and external data resources. Barracks Road & Emmet Street and Fontaine Avenue • Developed a visual presentation about the state of SmartScale road projects. the trees in the City to be used in reporting to City Council, Planning Commission, and educating public. General — • Working with the Piedmont Environmental Council, • Submitted comments to Council concerning budget initiated the beginnings of a “Green Coalition” (pre-pandemic) for trees. composed of many groups interested in trees and the • Worked with City Council to authorize Commission to environment. meet virtually. • Engaged with the Environmental Sustainability • Trained with city Communications Department staff Division of Public Works to discuss “City Green Points on managing Zoom webinar. 1.0: Charlottesville’s Green Infrastructure Guide”. • Worked with City Clerk’s office and City Council to • Reviewed and provided detailed written and oral appoint four new members and renew terms of three comments opposing construction of a shared use current members, bringing Commission to full path within the median on Route 20 from the City membership. line to Route 53. • Worked with City Arborist to address damage to • Registered strong disapproval of the removal of eight mature oaks on Garrett St. in connection with gravestones in Maplewood Cemetery resulting from construction of the Apex Energy building. fall of large red maple during July storm and damage • Raised concerns with NDS about adequacy of tree to large white oak in Forest Hills Park during protection at development on corner of E. High & September storm. Locust. • Updated criteria for urban tree canopy assessment in • Worked with City Arborist on Meade Ave residents’ spring 2021, allowing City Arborist to submit request concerns about utility pruning; addressed issue with for funding from Va. Dept. of Forestry. Dominion, which corrected some of the pruning cuts. • Assisted in constructing a solar kiln to recycle UVa • Participated in monthly USFS webinars on Loss of trees into lumber. Tree Cover in Urban Watersheds: The Importance of Tree Commission FY20 Report - 5 Page 37 of 37