Board of Supervisors Regular First Meeting   11/6/2024

I am pleased to call to order this regular meeting of the Albemarle County Board of Supervisors on the 6th day of November at 1 p.m.

in Lane Auditorium.

I'll note that at the desk we have Supervisor Anne Malek of the Whitehall District, Supervisor Ned Galloway of the Rio District, Supervisor Diantha McKeel of the Jack Jewett District, Supervisor Bila Pisto-Curtley of the Rivanna District.

A quorum is present.

We do expect Supervisor Mike Pruitt

to join us shortly from the Scottsville District.

And I'm Jim Andrews from the Samuel Miller District.

We're also joined by our county executive, Mr. Jeff Richardson, our interim county attorney, Mr. Andy Herrick, and our clerk, Ms.

Claudette Borgerson and senior deputy clerk, Mr. Travis Morris.

also let me please welcome and thank our Albemarle County police officers present, Master Police Officer Dana Reeves and Lieutenant Angela Jamerson.

I want to note minor changes from the original packet on the first, the Item 17, Our Lady of Peace special exceptions on the online resolution were corrected to refer to both SE 2024-6 and SE 2024-7.

It was in the whereas clauses that one had been repeated.

and we also are swapping the order of the two presentation proclamations under agenda item 6 today.

I'm not aware of any other changes to the proposed agenda.

So we have a motion from Supervisor Malek, second from Supervisor McKeel.

Ms.

McKeel.

Yes.

Mr. Andrews.

Yes.

Mr. Galloway.

Yes.

Ms.

Lapisto-Curtley.

Aye.

Ms.

Malek.

We'll now move to item five, which is a brief announcement by board members.

And we do this in our ever-changing speaking order.

I do.

Freebridge Lane was finally closed and that is a big boon to actually all of Albemarle along with the Rivanna District, Pantops area, but all of Albemarle so that people can run, they can walk, they can stroll,

they can bike ride, teach their kids how to bike ride in an area that's over half a mile that is protected, that is no cars, no cars whatsoever.

So we close that street.

It's a pilot program for a year and I know that I don't have all the figures but I do know that everyone's using it, a lot of people are using it.

So this is really

Thank You Board for encouraging this, doing this, and I need to give a shout out to one person in particular, because since I took office, she had her foot gently in my backside to do this.

This was part of the PanTops Master Plan, and that's Sarah Robinson, who was a really good community person, works for everybody.

So a big shout out to her and a big thank you to her.

Thank you to all of us because we made this happen.

Thank you.

Supervisor Malek was there, Supervisor McKeill was there, Chair Jim Andrews was there.

It was very, very nice event.

So, and a lot of the parks, I should say that, so sorry to jump back in, but a lot of the parks and rec people were there, and along with the community, big event.

Thank you.

And it was a wonderful event and it was wonderful to talk with Sarah because I first met her when I was on chart in the early 2000s and she had brought this forward way back then.

So it's 20 years is basically what it takes to get things done and she stuck with it.

So that's fabulous.

Operation Greenlight is the time when, for the month of November, when recognition of veterans and active duty

County Office Building.

and, last year we had many businesses and front porches throughout the rural area as well as the urban area with your green lights on and people commented about it and asked what it was all about and that's the whole point is to have people ask so that we can share with them

that there are many services which have changed.

There are many improvements that the VA has brought in in the last year that people need to investigate.

Even if you were denied coverage two years ago, everything has changed in the PACT Act.

And so we need to continue to talk that talk and get that information out to people of all ages and their family members as well.

And thank you all for businesses and individuals who are participating in that.

For the second time in 17 years, I will miss the ceremony in this room on Monday the 11th and I'm very sorry to do that.

I'm trying to reach out to the leaders of the organizations with whom I've worked over the years to

say my regrets, but how I will be thinking about them as I'm at an out of town event.

Coming up, whoops, here we go.

This weekend also the 30th annual Artisan Studio Tour.

Thank you Albemarle County for being a sponsor this year to this wonderful event.

There are dozens and dozens of studios and workspaces throughout the Central Virginia counties, which are open November 9th and 10th, 10 to 5.

ArtisanStudioTour.com will give you all the information you need.

There are refreshments at each place and you get to meet and talk to the artisans and also it's a great place to get Christmas presents and not have to get involved in online shopping, etc.

and the last item on my list at your tables and also the clerk will have this for the record.

The orange dot 6.0 was presented at PVCC and I'm losing the date last week.

Fabulous report on where they've been in the last 10 years.

This was the 10th celebration.

I can't believe it's been 10 years already.

There are

hitting his stride on all this.

He still talks as fast as ever and never sleeps.

So we're very grateful for all of his work.

And I encourage everybody to dig up Orange Dot Report 6.0 and there is a QR code.

This will be available in the minutes that people can use to research it at your leisure.

Thank you.

Supervisor McHugh.

No announcements.

Thank you.

and I guess I just want to make a brief comment that yesterday was a momentous day.

There'll be more to say about that.

But most importantly, I just want to acknowledge that we had a very smooth election, I believe, in this county.

And I want to express my gratitude to our registrar, to Board of Elections, to all the many volunteers who made that possible and where it comes.

So thank you.

Any other matters?

Bort, our next item six is a presentation and this is for the VACO Achievement Award so I'm going to invite Mr. Jeremy Bennett to the podium to make remarks.

Yes, well, thank you, Mr. Chair, members of the board.

It's great to see you today.

My name is Jeremy Bennett.

I'm Director of Intergovernmental Affairs for the Virginia Association of Counties, or VACO.

It is a pleasure to be here with you today.

I used to be an Albemarle County resident myself, so anytime I get to visit, it feels a little bit like coming home.

But it is my distinct privilege to present Albemarle County with the VACO Achievement Award.

and for the benefit of your constituents who may not be as familiar with the Virginia Association of Counties, VACOs existed since 1934 to support your efforts as county officials.

We support your efforts through a number of ways.

First is through our advocacy at the General Assembly and at the federal level.

We also serve counties through our communication efforts, our education programs and member services.

In 2003, and I should also note that we're very fortunate that Supervisor Malek is our current sitting president at VACO.

We appreciate all the work and support that she and the rest of the county do for us.

So in 2003, we established our Achievement Awards program to recognize counties that have adopted innovative approaches providing public services and identifying programs that could serve for models for other counties to emulate.

And today I'm proud to present Albemarle County with Achievement Award for the Health Services Alternative Response Team, or HART program.

Just a little background about the Achievement Awards.

It's our 22nd annual program.

and we received a record 145 entries in 2024.

This was a truly competitive program as out of that only 45 winners were selected from 32 counties.

So that's about a 31% success rate.

So you should be very proud of yourselves.

The county has won nine achievement awards to the length of the program, most recently in 2021, 2023 and 2024.

And there are several criteria that our judges evaluate when award making these awards.

does the program offer an innovative solution to a problem or delivery of services?

Does it promote intergovernmental cooperation?

And can it be a model for other counties to emulate among other criteria?

So I want to give your director of human services a khaki to an opportunity to kind of brag on the program much better than I could myself.

Thank you very much.

This program has vastly exceeded our expectations both in terms of the number of folks who have been served, but also the impact the program has had on other parts of the continuum of care for folks experiencing behavioral health concerns.

We have you all to thank for the support to create this program and to expand it starting in January and Chief Eggleston and Colonel Reeves great thinking that preceded my arrival at the county in terms of identifying the need for an alternative response team.

This team has done extraordinary work with folks in the community likely impacting long-term system outcomes but certainly impacting well-being pretty dramatically.

One of the things I would like to brag on of the team, as Jeremy suggested, is the way the team formed.

The team formed slowly based on transparency and trust building, which serves them incredibly well in the field when dealing with unusual, unexpected crises.

I'm deeply proud of them, and I'm proud of the award.

Thank you.

And I believe there are a number of people present to recognize who are part of this whole effort.

Wow.

Chair Andrews, members of the board, first of all, thank you for asking me if I have comments.

I'll try to be brief.

But this award hits home for Albemarle County in so many ways.

And I'll first start.

Mr. Bennett, thank you for being here in Albemarle County.

And thank you for telling me you're a resident of Albemarle County.

That means one day you could be my boss.

And so in all sincerity, I do appreciate what you do at VACO.

I do appreciate what VACO

offers our county and how you work with us on a regular basis.

It's a pleasure to continue to work with VACO.

This award, though, when I say it hits to the heart of what we're about in local government,

we continue to deal with with complex issues in the field every day and this board is good about challenging us in a very appropriate way to come up with innovative ways to address issues to achieve different outcomes and I don't know of anything that we've done since I've been here that speaks to this more when Ms.

Demick talks about upstream, going upstream and Chief Eggleston

to let's go back and let's try to address these issues earlier in the process.

And first of all, it takes leaders who are open to sharing and working cross-departmentally.

And Ms.

Demick mentioned Chief Reeves, Colonel Reeves, she mentioned Dan Eggleston, our fire chief, and then Ms.

Demick as our human services officer.

These are people that stay current in the field.

every year they go to state and national conferences and they keep an eye on best practices.

I know that for a fact.

I know that Mr. Eggleston has served as the international association of firefighters president and he's traveled all through the United States to support his field and he stays current in his field.

I know that Colonel Reeves last week traveled to the international association of police chiefs in Boston and he's working diligently

through the weekend going to conferences.

He and I spoke in Boston and he said, Jeff, at times we have 10, 15, 20 different sessions that are competing for our time at these conferences.

These are international conferences that attract people in their field from all over the globe.

Finally, Ms.

Nimmick, she's a leader in her field.

all of this matters related to pulling people together to work cross-departmentally.

You ask our folks to stand up in the back.

These are the people that are in the field every day that are serving our citizens and saving Albemarle County time capacity and getting to people and providing them the services that that they need.

So as you can tell board I could not be more proud of this group.

This is an excellent example of in 2024

has to work differently on some of our most complex problems to get different outcomes.

And I can go on and on about this because Board, I'll tell you, I'll brag on you.

During the budget process, you saw our data and you doubled our footprint.

You figured out a way to put more money where we have some of our problems and we needed help.

And I've been in the field with some of our police officers that are here this evening and they've talked to me about, we've got problems in some of our interactions where we

We need more help.

We need a broader array of experts in the field to be able to get these people what they need.

And so I applaud the board because during the budget process it was hard, but you found capacity to be able to do more with this type of project.

And so, Mr. Chair, thank you very much.

Again, I appreciate this time.

I'm very honored to be able to speak to it.

Thank you.

And we'll go to our order for coming up.

Thank you, Mr. Bennett, for coming today and acknowledging the team and what we know to be a great team.

It's nice to be recognized, but all the credit is to that team.

And as Ms.

Binnick said, the awareness of Colonel Reeves and Chief Eccleston to see that we needed an alternative response was really the initiating piece.

And that buy-in, that commitment to seeing how the alternative response is not only the right thing to do for the individual in crisis,

but frankly is the right thing to do for the folks encountering the crisis.

It helps keep everybody safer psychologically, emotionally because of what the alternatives would be if you did not have an alternative response.

So I appreciate everybody's efforts and buy into that for our community members and for our staff members.

I'm very impressed by our leadership and when I say that that would be Chief Sean Reeves and also Chief Dan Eggleston and also Kaki Demek.

They're the ones that came up with this.

and this has been so successful I speak to the hearts program to my constituents and not a one has said anything negative it's always positive and thank you for what we as a board are doing because this is a very important program so and I think that's one of the hall hallmarks of our county for our county government is that we have good leadership at all levels

has excluded the board, maybe, I don't know.

No, that's, we have good leadership.

And then the leadership brings things to us, the board, that we can approve, we can easily approve, because it makes sense.

So I just wanted to acknowledge those people who are making a difference in the county.

Thank you.

Thank you very much.

This success and the daily success of the team is but one example of the county staff and leadership doing something different to get a different and better result.

Reeves and now Chief Dan Eggleston have been working to improve the effectiveness and the quality of our public safety departments.

And it's a radical difference from the situation it was for both departments since 2008.

And I'm so proud of all that you have achieved and I'm very happy to

Bragg on the county staff but these departments with their radical changes have something we can talk about proudly and when people say oh well you know police departments are the source of the problem well no they're not actually they just need to

do their best and then things will be better.

So for 17 years I've seen this trajectory and I'm so proud of all that you have accomplished.

Chief Eglson is also on the NACO, the National Association of Counties Fire Services Board, so he represents us at even the federal level as well.

And Kaki, I so appreciate your

Personal approach to the personal client as opposed to a category of people.

Because to me, whether it's in workforce or in this type of situation, the person has to be in our view.

And I think that's what our hearts team does every day.

Thank you.

Supervisor McHill.

Yes.

Thank you for the comments from my fellow board members.

I certainly agree with all of them.

And Mr. Bennett, and I can't see you.

Oh, there you are.

I thought you were behind the podium here.

We really appreciate you being here.

And it was really interesting to learn that you're a former Almar County resident.

So I will encourage you before you leave to go buy a vineyard.

or a wine tasting or something while you're in town.

But we really, in all seriousness, this is really just a great, great partnership.

Cackie has had just done an outstanding job as well as our police chief and fire chief and the whole staff.

I hear not only from residents, but from businesses.

how important this team has been for them when they had an employee or anyone that happens to come into their business that has an issue.

So we really do thank you very much and I feel a little awkward taking, it looks like the credit is going here when the credit is really not for us, but we all do appreciate our wonderful staff making us look good.

because that's exactly what you have done.

Thank you.

And Supervisor Prudence, join the meeting.

Thank you.

Sorry, I was late, everyone.

Some urgent business elsewhere.

So let's talk very briefly about leadership and what it means to lead as a government.

Albemarle County is wealthier than a lot of our neighbors.

We're a relatively large county.

We have a lot of resources that we can leverage to deploy at problems.

We're also, I mean, we're home to a deeply educated population.

We house a tier one research organization.

That means we have the kind of intellectual brain power in this county to really innovate and deploy solutions.

The state identified solutions like this as being key to how mental health crises across the Commonwealth need to be addressed years ago.

And they pledged to do something about it.

And then Marcus Alert never fully came on in all locations, right?

We are still struggling to get those resources from the state.

So what did Albemarle County do?

Innovated and led.

And that is why I'm so glad that this program is being recognized because it represents the kind of like deep

County, Charlottesville, Rivanna County, Charlottesville, Rivanna County, Charlottesville, Rivanna County, Charlottesville, Rivanna County, Charlottesville, Rivanna County, Charlottesville, Rivanna County, Charlottesville,

followed us out on the limb on what is some really serious proven evidence-backed solution hearing.

So thank you.

Thank you.

And I will just second all the comments that have been made by my colleagues and thank Mr. Bennett again for coming to present this award, which again credit goes to the team that has put this together.

Yes I would like to move that whereas throughout our nation's history the United States of America has called on its citizens in uniform to serve

and protect our national security.

And whereas at home and abroad, generations of American patriots have defended the freedoms and American values of equality, democracy, and justice for all.

And whereas November 11, 2024 marks the 86th anniversary of Veterans Day being recognized as a national holiday.

On this day and every day, we remember the millions of patriots who have served and sacrificed for the betterment of our nation.

and whereas many veterans continue to serve their country in public schools and government as public officials, teachers, police officers, fire rescue and other professions, providing services to all community members and whereas

with profound debt of gratitude.

We especially recognize the local veterans in Albemarle County for their continued service.

We have a motion from Supervisor Proud.

McKeel.

Yes.

Mr. Pruitt.

Aye.

Mr. Andrews.

Yes.

Mr. Galloway.

Yes.

Ms.

Lapista-Curtley.

Aye.

Ms.

Malek.

Thank you.

And I believe this time Mr. Trevor Henry, our deputy county executive will help introduce our guest here to accept the proclamation.

Chair Andrews, member of the board, Trevor Henry, deputy county executive.

honored to be here today for the board meeting.

Thank you for the proclamation.

Thank you for honoring veterans on Veterans Day with a local holiday and for providing this facility as a Veterans Day ceremony at 11 a.m., which is always a meaningful event.

And also on behalf of the 100 plus employees that are veterans that work for local government schools, thank you.

Without further ado, it is my distinct honor and privilege to introduce Colonel Eric Haas.

He's the commanding officer of the National Ground Intelligence Center at Rivanna Station in Albemarle County.

Colonel Haas is in his second year of command and has been a great partner to the county in the work that we're doing to support Rivanna Station, along with the work that we're doing with Rivanna Futures.

Hoss lives in the county, and it's my understanding, and you can fact check this in a minute, that when he eventually retires, he will reside in the county as a future resident.

Colonel Hoss is a native of Virginia.

He hails from Williamsburg, Virginia, graduate of William & Mary.

Colonel Haas commissioned as a military intelligence officer after college.

He has served in multiple leadership roles in the Korean Peninsula.

He twice deployed to Iraq and again to Afghanistan in various command roles.

Colonel Haas's awards are numerous and are incredible.

He is

recipient of the Legion of Merit, Bronze Star Medal, the Meritorious Service Medal, the Army Commodation Medal with Combat Device, the Combat Action Badge, Expert Infantry Badge, Parachuteus Badge, and the Presidential Unit Citation.

In addition, he has received the Military Intelligence Corps Association's

Nolten Award, which I had to look that up.

It basically is an award that is given from a peer group for an officer that promotes military intelligence.

And so it's a great honor to be recognized by his peers.

And without further ado, please join me in welcoming Colonel Haas.

Good afternoon.

Members of Albemarle County Board of Supervisors, the Albemarle County Executive Staff, distinguished guests, members of the community, and fellow veterans is a true honor to be here today to accept this proclamation from Albemarle County.

on behalf of all veterans, thank you for this recognition.

As many of you know, Albemarle County has a distinct place in American history and deep ties to the veteran community.

Many residents of Albemarle County responded to the calls by the Continental Congress for support and joined the nascent Continental Army

when it was founded in June of 1775, a full year before the Declaration of Independence signing.

That legacy of service to our county and country has been unbroken to the present day.

Is sons and daughters of this county continue to serve in our armed forces and answer our nation's call?

Though as Trevor mentioned, I do come from an Army family and I did follow my father's example by commissioning through Army ROTC, I am also an Air Force spouse.

I understand the unique ways that each of the services prides itself on its foundational principles and values.

However, these values are built upon a bedrock of service to our constitution and the inherent ideals that are found written in that document and ratified by each of the individual states.

Each veteran's journey is unique, yet we all share a commitment to our nation.

to each other into the principles of justice and equality.

Accepting this proclamation acknowledges not only our past service, but also our ongoing responsibility to uphold these principles in our communities.

Thank you again for this honor.

Let us continue to work together to build a better future for continued service to this great nation and ensure that the American experiment continues to serve as an example to all.

Thank you very much.

Mr. Pruitt, you have a proclamation, I believe.

And we will go through our order if you're patient with us to thank you individually.

County.

Well, thank you, sir, for being here with us today to allow us to show our appreciation for not just you and the folks you command, but the veterans that are here with us today.

I simply remain in absolute awe of those who choose to serve our country and then continue to find other ways to serve if they step away from that service.

My grandfather served in the Air Force, my father served in the Army, and my brother-in-law was in the 10th Mountain Division in the Army.

Go Army.

I was an Army brat, and so I'm definitely pro-army.

But I support all veterans, of course.

And like Supervisor Galloway, my family, my dad, my three brothers all served.

By the way, I could not at that time because I was too short.

I think they've changed that, so I'm happy to hear that.

But I'm still not going to list.

That's just too much.

But we're so proud to be here for our veterans.

Albemarle does a great job, and we as a board do a great job in supporting our veterans.

And I'm so proud to be able to do that.

What you do to keep our country safe is nothing short of miraculous, frankly.

And I know the Rivanna Station, that's going to be a big boost for all of us.

And we look forward to that coming new total fruition soon.

Thank you for

many, many, many more in the generations of my father's generation for sure.

So we all have an obligation to help support those who choose and to also make sure that our elected officials at the federal and state level do their job with the PACT Act and others to make sure that services are provided to people who are in service as well as who have served and are transitioning out.

We've learned a lot in the last decade about the transition struggles that for many of our

Veterans, and we all need to do a much more personal job.

They're very proud of the work of the agencies in our community living free together and others who are really providing that on the ground service.

And I'm also thrilled that your family will get to stay here after retirement.

There are many predecessors of yours at NGIC who have done the same.

And had I known that, I would have talked to Steve Hood about it yesterday.

He and I spent five hours together at the polls, and so he was the one who introduced me to the station back in 2008.

were very glad to have you here and hope that you will enjoy your stay here.

Thank you for being here.

We really appreciate it.

And I think B probably started something, but I'll say go Navy, because my father was a Navy.

But I'm really pleased to see the number of veterans that we have working in our organization.

And as a retired nurse at the University of Virginia,

It was always important to work with the veterans that were there.

There were a lot of veterans that worked at the University of Virginia as well.

But I do think, as Anne said, it was only somewhere around six to seven percent of families in the United States.

that have family members that serve.

It's really important for our children and for everyone to be exposed to veterans so that they have an appreciation of their skill set and their experiences, which often they share.

So I just really appreciate everything.

And like Ann said, we're glad you're going to stay.

but thank you very much for being here and thank you to all of those that stood up that are veterans in our organization.

Go Navy.

So I was in fifth grade when 9-11 happened and we were therefore for almost my entire

We had been embroiled in warfare abroad.

We were still embroiled in that same conflict when I was graduating high school and getting ready to figure out what I was going to do with my life and decided that I was going to pursue a career in the Navy, which I did for eight years and I'm very proud of it.

But during this generation of warfare that we've been embroiled in, we have had an entirely volunteer force, which I think speaks to the

to the bravery and the role that members of our armed forces have played in our community.

But I think it also highlights a difficulty that we have as a country engaging with what the cost of this warfare looks like.

We have become a country with a warrior class, a group of people who bear all of the emotional burdens of our ongoing conflicts abroad.

and the rest of the country gets to be insulated from that and once a year recite our love of veterans on Veterans Day.

And in the meantime, we have seen a slow clawing back of what VA services look like for those who serve during war.

An increasing and growing mental health crisis amongst veterans and amongst our service members.

I am very proud of the work we do in our county with our human services department to kind of help bridge some of these gaps.

I'm glad and proud of the work that they do over at the VA hospital here.

And there is still so much more to be done because we are a community that it is easy for us to forget the weight that people are carrying.

I know during my own service I received a call once of a peer who I worked with closely who had died of a drug overdose.

When I was myself in rehab

one of my peers in my group committed suicide.

When I was serving in the Office of Naval Intelligence, I was preparing a report for the admiral who led a fleet, and I learned that my report no longer had a due date because he had killed himself.

And in our own community, just a year ago, a minor hate crime that occurred on grounds was found to be

from a person who is a veteran who is struggling very deeply with his reintegration in the community and his own mental health struggles.

There is so much more our country, our community can do to actually make sure we shoulder the burdens that our veteran community carries.

And I hope we continue to lean into that promise that we make here once a year on Veterans Day.

Thank you so much for being here.

Thank you.

And I just add my gratitude for your being here, but also appreciation for the sentiments that we want to do more for veterans than just one day.

And recognizing that obligation is an important part of our local government as well as state federal government as well.

So again, thank you and appreciate being here.

Board, our next matter is matters from the public, matters on the agenda, but not listed for public hearing or matters previously considered by the Board or matters that are pending before the Board.

And we have no speakers online, but we do have three speakers that are present.

So I will read the rules.

During the time set aside for matters on the agenda but not listed for public hearing, individuals may address the board of supervisors concerning matters previously considered by the board or matters that are pending before the board other than items listed on the agenda for public hearing.

Individuals are allowed one opportunity of up to three minutes to speak at each board meeting during matters from the public.

The signup sheet is managed by the clerk's office.

Timekeeping is conducted through a timer and a light system at the podium.

The green light will go on when you begin speaking, which begins your allotted time.

The yellow light indicates you have one minute to finish speaking.

The red light indicates your time has expired, and you will be asked to end your comments.

To give all speakers equal treatment and courtesy, the board requests that speakers adhere to the following guidelines.

When addressing the board, state your name, and if you live in Elmark County, your magisterial district, address comments directly to the board as a whole.

Any written statements or other supporting material may be given to the clerk.

If representing a group or organization, you may ask others present to raise their hands in recognition.

Speakers may not share any unused time with another speaker.

Back and forth debate is not permitted.

Do not speak out of turn or from your seat.

And all comments are live streamed, recorded and published on the Albemarle County website.

And our first speaker for today is Emily Smith.

and Emily, just make sure you adjust the mic when you come down so we can hear you clearly.

Yes, thank you.

Thanks.

Good afternoon.

I'm Emily Smith.

I'm a housing attorney with the Legal Justice Center and I'm making this comment on behalf of the Charlottesville Low Income Housing Coalition, which is a grassroots organization advocating for the improvement of deeply affordable housing.

And I'm here to speak on changes that I hope to be implemented in the AC44 process.

as I'm sure you're aware, thousands of Albemarle residents are very or extremely low income and over half of those residents have unmet.

housing needs, and this disproportionately affects seniors, people of color, and families with children.

Diplomatically increasing rents have sped up displacement and housing instability.

My personal work is in eviction defense, and that is a struggle that I see daily among Albemarle residents.

We are advocating for

County.

This is an unsustainable ratio.

Given the growing

focusing on increased density in activity centers will not provide sufficient solutions to the current shortage of affordable housing.

As was recommended by the Planning Commission, we also ask that you eliminate neighborhood residential or redefine it to allow more density.

Increasing density primarily through special use permits will have minimal impact.

We hope to gather information about manufactured housing preservation and implement an assertive vision that prevents displacement

in loss of this important stock of affordable housing.

And we also ask to include affordable housing incentives and allowances throughout the zoning code.

Strong inclusionary zoning will help expand access to affordable housing.

I do have a copy of our memo from the Charlottesville Low Income Coalition that I'd like to leave with you all.

I am Emily Johnson, a social worker in the Albemarle community.

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Being in an apartment with rats flooding mold and bugs was never the best, but it was something, right?

Here's my story.

I've never liked all of the picking up rat poop, the scratching in the walls, the coughing all day, and the occasional flooding, leaks and flooding.

Rats might not be the most horrible things someone can think of, but imagine not being able to cook, use your stove, use your dishes without washing them twice.

due to the rat poop.

You could imagine it's not the healthiest thing, but at least we had a roof over our head.

You can clean and clean and clean, but the rats never went away.

The day we found the letter on the door, I read the word eviction.

After five years of living in the apartment, we were being evicted.

I didn't know where we were going or how we were going to live.

School became hard.

I couldn't focus or complete tests.

I felt a lot of anxiety around needing to find houses.

Rent was paid.

We were never noisy.

We were simply being evicted and didn't know why.

I always thought about where I was going to go.

How am I going to make friends?

Where will I be?

What school will I go to?

My mom said we would be okay, but I didn't feel like it.

Looking for housing was overwhelming because there was a no or nothing was available.

Thank you.

Thank you.

I'm not sure how to follow that.

My name is Neil Williamson.

President of the Free Enterprise Forum, a privately funded public policy organization focused on local government here in Central Virginia.

Today you're going to be discussing the development area and the growth area, your philosophies.

Last week I had the opportunity to tour through a lovely new community.

It had great interconnectivity.

It was right on the bus line.

It was really, it was very close to services, a very influential community.

Biscuit Run is a great development.

Oh, wait a minute.

Biscuit Run.

1,200 acres that has been taken from your development area.

It's not there.

It's never been replaced.

1,200 acres.

Just one of many ways your development area has shrunk.

We created large stream buffers for all the right reasons.

They're really good environmental reasons for stream buffers.

That shrunk your development area.

every time you make a decision to allow certain things to happen, you're shrinking the development area.

We wrote a report about the consistent message previous boards have brought forth of 58% of the density being approved by the board.

This isn't stuff that's being proposed by the developer, it's being approved by the board.

The reality is, and I had an argument earlier this morning with someone about this, it is a government scarcity.

It is also

a representative government scarcity, because the people that elected you here don't want more housing.

They say they do, but they don't.

They come before you.

Here, public hearing, after public hearing, you've had a local attorney stood up and said, I'm for affordable housing, just not here.

That was in the riot point, or perhaps it was in the previous iteration of that development.

The bottom line is the current situation, you could simply swap out what you've shrunk and have a significant increase in your development area.

You don't have enough development potential in the development area.

And it's not working.

Will you face that?

Or will you continue on the exact same path as prior to Biscuit Run State Park?

Thank you, Neil.

Thank you.

That's it.

Okay.

Board, this brings us to Item 8, the Consent Agenda.

So moved.

Ms.

McKeough?

Yes.

Mr. Andrews?

Yes.

Mr. Galloway?

Yes.

The board, our next item is a presentation, annual human resources and workforce presentation by Jessica Rice, the director of human resources, local government.

Welcome, Ms.

All right.

Good afternoon.

I'm Jessica Rice, the director of human resources.

This afternoon, I will be presenting an update on the county's workforce and work that has been initiated in response to the county's strategic plan goal six for fiscal year 24.

During this presentation, we'll take an opportunity to introduce some of the human resources staff who are with us today.

share the foundational work that occurred since the creation of the government human resources department and what our objectives were for FY24.

And finally, next, we will move to a current state overview of the county's workforce and stabilization efforts that occurred in FY24.

Sorry.

Then finally, we'll close the presentation with a glimpse at the work that is already underway for FY25.

Before we dive into sharing what we've been working on over the past couple of years, I would like to take a minute to introduce some of the human resources team they are here today.

Their hard work, dedication, and perseverance have gotten the department and the organization where it is today.

These are skilled HR professionals who come to work every day with the goal of making Albemarle County a great place to work.

Without them, I would not be standing here today, nor would we have the great outcomes I will be sharing with you this afternoon.

And to my team, thank you.

For those of you who are on the board, and I think that's everybody except for one, the Human Resources Department was established in July of 2022.

And this was a result of needing a government focused HR department, where previously we had a shared services HR department with the school division.

and there was a need to focus on our government operations and the services that we provide as a local government.

In the first year of the HR department being up and running, which was FY23,

We were focused on establishing fundamental HR functions that serve local government operations in our staff.

So basic things like recruiting and payroll and benefits and regulatory reporting.

During that first year, we also were in the middle of two very large project projects.

One was implementing an HR payroll technology or an HRIS that synced up with a new payroll system that we implemented.

And the second one was the compensation and classification study.

And all of this took place in our first year as an HR department.

For the second year that our department has been in operation, which was FY24, our objectives were really collaborating and partnering with stakeholders on initiatives, and these are our internal departments that we work with every day.

Transitioning the department and organization from building the basics to implementing best practices,

focusing on compliance and regulatory training, automating payroll processes, policy modernization, developing supervisory and performance management skills across the organization, and finally implementing a problem solver service level for the departments and offices that we support.

in response to organizational needs, the Human Resources Department restructured to a service-focused model where the staff work in teams to troubleshoot either by function or by providing broader HR service to the departments and agencies that we serve.

Currently, this HR department serves 15 county departments, six partner agencies, and also the constitutional offices.

This is a total of over 1,100 employees, and that does not include over 200 temporary employees and 400 seasonal employees that come join us in the summers.

over the next several slides.

I will share data pertaining to the diversity and stability of the county's workforce as well as initiatives from FY 24 that were intended to address areas of opportunity that we've identified.

The data we will be presenting is inclusive of full and part time permanent county staff.

It does not include our partner agencies nor any of the elected official personnel or temporary employees.

The information we have for you today is a direct tie-in to the strategic plan goal 6 and impacts programming and service levels for the Albemarle County community.

In the next section of the presentation, we will be talking about demographics of our workforce and what can be gleaned from this information.

We currently have

830 full and part-time permanent staff in our core organization.

And what you have in front of you are the demographics of the workforce as of mid-October.

So this is current state.

The pie charts are just pictorials, and so I'll walk through the written demographics for you on the left.

It's a little easier to see that.

In the category of gender,

County workforce is comprised of 60% male and 40% female.

And this compares to our community, which is 48% male and 52% female.

And so for the organization, we do have a less percentage of females in the organization than we represent in the community.

in analyzing this demographic, the county workforce, it is not representative of the community, but we've taken some simple steps in efforts to retain our current female staff and there is also work to do in the future with this demographic.

Some of the things that we have already been working on both in FY24 and currently

are launching a Women in Government Affinity Group.

We connected a pay equity analysis in FY24 and then we have also launched exit surveys and there are other initiatives that we will be working on in FY25.

In the category of race,

you can see how the organization is broken down demographically and I will pull out a couple of highlights here where in some of these we are in line with our community but in a couple and we did not represent our community and I'll call those out for you now.

The county to start with the county is 80% Caucasian it's workforce

and this is just a little bit higher than what we would see in the community because that demographic is 74% Caucasian.

So we are close, but we are a little bit higher as far as that demographic goes.

In our workforce, we have 11% that are black or African American, and this is compared to 8% in the community.

So we are actually higher represented than we are in the community.

and the other one I'd like to pull out is the county is currently less than 1% Hispanic of the folks that have identified and this is where we are not aligned with the community the community is 6% Hispanic

So all of this information tells us that we have targeted recruitment and engagement work to do to support women in Hispanic applicants as well as the other demographics of our workforce.

When we share the FY25 outlook at the end of the presentation, you will see that we already have some of that work planned and we've already launched some of it as well.

And the last piece on this slide I want to touch on is generation.

The analysis of the age of our workforce is important because it informs what type of work environment, the schedules, the benefits, and all of these things that support our employees and their balanced home lives.

These are things that we all need to be looking at.

Additionally, the information helps us predict potential future skill and knowledge gaps for succession planning.

In addition to the four generations you see up there, I did want to mention that we do have another generation on staff with us.

There's probably three individuals or so that are part of that called the silent generation and they were born prior to the baby boomers.

So we do have a full five generations here with us.

What you see here with the information

is that the millennial and Gen Z generations have overtaken the Boomer and Gen X generations.

This impacts the organization with shifting needs pertaining to health and wellness benefits, more flexible work methods, and more reliance on technology.

And additionally, we are watching trends where less people are choosing careers in government organizations that rely on our services.

Therefore, more partnership programs and colleges and universities and in-house training will be needed in the future and this is something that we are planning for.

The next set of demographics is used more for longer term workforce planning.

And these are just actually very interesting when we look at these.

So for residency, we do have 35% of our county staff live within Albemarle County and an additional 14% live within City of Charlottesville limits.

and so because the two are so close in proximity, they're often considered one community.

And so what that means is we can consider that 49% of staff live within our community.

This number is low in reference to what we would typically see prior to the pandemic.

So typically that number would be around 70% for local government.

and the pandemic and the remote work and all of those things have come to play into this number and so it'll be interesting to see how that standard or how those numbers change when we look across Virginia and across the nation to assess how we're doing in this area.

Residency can be correlated with longer employee tenure and job satisfaction and working to serve a home community that supports family and friends.

I know I'm one of them.

My family and friends live in this county.

Contributing factors to the slower number I've already mentioned.

Some of that is the hybrid work and the other pieces play into affordable housing, which we've already heard a little bit about today.

The next demographic, which is really interesting for us, is that 51% of county staff have worked for the county for four years or less.

That is pretty significant because what that means is we have some skill development and leadership development to be focusing on and to be preparing for the next generation of leaders as some of our department heads and other officials look to start retiring.

and then finally speaking about our workforce planning just eligible for VRS retirement, which is our state retirement plan.

We currently have 69 employees that are eligible today to retire if they chose to do so.

And so where this becomes significant is we need to plan to backfill those positions and start working on that in preparation for those folks leaving.

In the next portion of the presentation, we'll share metrics used for determining the stability of the workforce and the work that has occurred in response to that information.

Two important metrics we use in assessing the stability of the workforce are a vacancy rate and turnover rate.

I'm going to take them one at a time and break it down for you.

Vacancy rate is a percentage of unfilled positions in an organization relative to the total number that could be filled.

So for example, we have some positions that are frozen.

They are not included in this number.

County.

Our goal for this is 7.5% and that is our goal because that is the national average.

So our goal to start with, this is again the first year we've actually looked at some of these numbers, was really just to be better than what the national average was

We started originally prior to FY23 or early FY23, around 15%.

By the end of FY23, we were down to 9.1% for vacancy rate.

And at the end of FY24, which was just this past June, our vacancy rate was 6.4%.

This is a huge win for the organization and as a result of the Board's investment in the government-focused human resources department in modernizing technology, addressing competitive compensation, and we're going to talk about that in a couple of minutes.

But this is really significant.

It makes a big impact on our team and also the services that we provide for the community.

So turnover rate, turnover rate measures how many employees leave an organization over a specified period of time.

And best practice is to measure that also once a year.

So the data that we pulled is actually from the end of FY24, which is June.

The goal that was set was 1.5%.

And that is for local government, the national average turnover rate.

for that time period.

I do not have current data of what it looked like in FY23, but at the end of FY24, we were at .9%.

This metric is important because it serves as an indicator of problem areas for our workforce.

Some of these could include culture, supervisory management skills, our policies, our pay and benefits,

or any combination of those things.

And this metric is just another tool in the toolbox in how we can gauge the stability of our workforce.

I'd like to take an opportunity to share one of the many examples of how the organization has collaborated across departments and created strategies to stabilize our workforce.

Since prior to the onset of COVID-19, the community has relied heavily on access to outdoor green space, recreation facilities and supplemental programming.

However, the county struggled to fill vacant positions for those services in the community.

In fact, for several years, the county had to close swimming venues and programming intermittently with parks and recreation due to staffing shortages.

The Human Resources Department and Parks and Recreation Department began discussions back in November of 2023 to develop a plan for this difficult recruitment effort that would staff us for this past summer that we just completed.

Various marketing strategies were deployed over the winter, along with pay adjustments for returning seasonal staff and split incentives

that were all part of this strategy.

And so for the first time in many years, the county was able to fill all of the seasonal positions and open swimming venues and recreational programs for the entire spring and summer season.

This summer was a success for cross-departmental collaboration and creativity and planning during FY24.

and FY24, the organization reimagined and launched programming for new employees.

So this was another work effort that was done focusing on workforce stabilization.

The intent was to provide immediate integration into the culture, set expectations early and provide support resources in addition to the traditional regulatory training and benefits overview.

This new approach included indoctrination of county values and outreach from the from the executive's office on the very first day of employment.

County.

Training and tools for supervisors and setting goals and expectations and HR check-in plan check-ins with both the new employee and the supervisors within the first 90 days of hire.

So sort of a three-pronged approach

We took, there was a new orientation launched, there was support for supervisors and skill development there, and then also intervention from HR right out of the gate within the first 90 days.

If you take a look, you can see how many positions were filled in FY23 and FY24.

And those are all the folks that went through this new programming.

It has received a lot of positive feedback to the point where many of our current and tenured staff asked permission to sit in and participate themselves so that they could understand what their new employees were hearing and playing accordingly.

Good afternoon.

My name is Ryan Lipscomb as Ms.

Rice has already said.

I am the assistant HR director here and I'm grateful for the opportunity to present to you folks today.

So just first and foremost, the subject of employee performance.

When I got here this was very much a work in progress and it still is, but

At the end of the day, managing performance is a critical component of sustaining our workforce in addition to driving the culture and defining our expectations as we move forward.

However, in order to adequately manage performance, we needed to turn our focus to the effort of both modernizing and creating new policy.

To that end, a tremendous work effort in FY24 led to the creation or revision of 18 personal policies.

As a result of that foundation laid, we have now improved clarity and consistency for our employees as to the expectations of the organization and are able to ensure fairness and equity in our processes because we have made it objectively clear what those standards are.

And now, because we have sound policy to rely upon, we've been able to educate employees at the different stages of their career here with us at Albemarle County so that those expectations are continually reinforced.

For example, as Jessica previously discussed, our NEO curriculum is largely based around education of that policy and onboarding employees to our culture.

Additionally, in FY24, we launched our need to know curriculum as well and that's through our learning management system and it consists of all the pertinent need to know information that keeps us educated and compliant under the law and those training modules are assigned to staff each quarter.

Excuse me.

On the screen, you will see four learning tracks delivered in this calendar year.

These modules are pertaining to safety,

Policy and Employment Law, fostering diversity, equity, and inclusion, and of course anti-harassment.

Additionally, we dedicated a module in one quarter to delivering organizational reminders, which was targeted to all supervisors, as a means of providing asynchronous training on essential best practices for them.

Additionally, in FY24, multiple county departments collaborated to conduct quarterly supervisor conferences, leaning into the re-establishment of expectations and best practices and performance management.

This dating back to August of 2023, HR facilitated or supported 21 trainings focusing on topics from how to craft and create goals to delivering performance reviews and also how we will leverage new technology to elevate this program even further.

However, specifically as it pertains to goal setting, we've created a performance review process which requires that all regular full-time and part-time employees be evaluated, not just by our cultures and organizations core competencies, but also by the individualized operational and developmental goals set with their supervisors that tie directly back into the department's goals for fulfilling core services and ultimately the strategic plan.

So with that, I will transition back to Ms.

Rice and she'll take us to the remainder of the presentation.

Thank you, Ryan.

The next portion of the presentation is talking about employee total rewards.

This is one of the largest considerations when choosing an employer.

Total rewards is comprised of benefits, compensation, paid leave, reward and recognition, training and development opportunities.

I'd like to spend a few minutes highlighting significant impact in the two largest components of total rewards and that is benefits and compensation.

As we shared in a previous slide, we have five generations in our workforce.

And while each generation has different priorities for health, all staff have commonality in the need for comprehensive health insurance options and wellness programming.

Of our benefits, eligible staff, 90% are enrolled in one of the county's medical plans.

and what that means is 90% of our workforce either have no other insurance plan available or that they value the county's benefit more than what their other options are.

We're proud to provide our staff with options to suit their medical needs for themselves and their families.

and just a breakdown of what the county currently offers.

We do offer two health insurance plans.

One of them is a traditional plan and the other is a high deductible health plan with an HSA savings account.

We offer two dental plans.

It's called Dental High and Dental Low and the difference between those is what you pay upfront to participate and also the coverage.

on the high plan is more comprehensive dental work that is covered.

And then we also provide other health benefits that some of them are not or maybe not as standard in some in some of their organizations.

There's an optional vision plan, medical FSA, a sickly bank for catastrophic illness and injury.

And then also we offer vaccination clinics where employees

can receive vaccinations at no cost.

In FY24, we did our department in the organization really put a heavy focus on wellness for our staff

We also recognize that there are a lot of mental health needs and physical health needs.

And the best way to stabilize the workforce is to keep them working, keep them here every day in the organization.

and so what was implemented in FY24 was some new programming and resources and a strategic plan was actually developed that focused on four areas of wellness, mental health, physical health, occupational health, and financial health.

There were trainings and workshops and consultants and other types of resources available throughout the year.

in all of those four areas that were available for staff and they can utilize those resources as needed.

In FY24, we also for the first time launched a benefits and wellness fair specific to our local government employees.

We brought on site all of our benefit providers.

So all of our insurances, all of our voluntary benefits, our VRS retirement plan.

And then this was also the first glimpse of what would become the health clinic later on this year.

And I will talk about that in a minute.

And then finally, we did introduce a new wellness incentive.

And what that was, was simply encouraging folks

to get checked out and take care of themselves and focus on themselves in a preventative manner rather than waiting for something to go wrong, which would then pull them out of work or make it so that there was a hardship on them and their families.

In the area of compensation, an FY24 was certainly unprecedented.

We implemented all of the recommended changes from the comp and class study in one year, which is virtually unheard of.

This was strategically significant due to the situation we were in with vacancies and concerns about impact to services.

at the time that we implemented this, most of the local government organizations in our competitive market were still doing research and completing their studies.

And so essentially we were one of the first out of the gate to implement and that played a big part in how we were able to fill our open positions.

In July

of 2023.

We also gave staff a 4% cost of living adjustment in the adopted budget.

And then finally, in FY24, we implemented sign-on incentives for positions across the organization where previously it had been available for public safety folks only during the pandemic.

since that time we have awarded 112 of those sign-on incentives and what that did is that helped us staff our parks and recreation programming and our lifeguards and also fill our public safety vacancies for the first time last year fire rescue was able to fill every vacancy they had during their recruit school and is largely in part to all of these things that were implemented last year.

and so I'd like to thank you all for your continued support of our workforce and investing in keeping our wages competitive so that we are able to provide services for the community and do the things that you ask of us.

All of the elements of this presentation combined form a holistic approach to workforce stability.

Addressing only one or two of these elements will not achieve the county's goals of maintaining a workforce that is high performing, innovative, and one that exceeds service level expectations for the community.

Rather, the key is to balance the competing needs within all of these elements while focusing on long-term objectives.

based on our current data that we have, trends that we've identified, and our forecasted workforce needs, much of which we just shared.

Here is what we were working on for FY25.

The first item is the Employee Health Clinic.

The organization identified the need to offer more holistic and accessible health and wellness solutions to support the needs of the multi-generational workforce.

as well as help mitigate future benefit costs for the county.

The health clinic is scheduled to be launched in early 2025 and in the bottom right hand side, right hand corner, you can see the logo for the health clinic and we have partnered with Care ATC to manage that facility for us.

were also dedicated to compensation competitiveness.

We are continuing to analyze our competitive market and maintain the compensation philosophy that was previously established by the board to attract and retain talent.

Many of the organizations have recently implemented the recommendations from their own compensation and classification studies and have made some changes with their highly competitive positions.

So this means we actually need to stay on our A-game.

Performance Management.

The plan is to continue to build on the FY24 foundational work that was done by providing additional analysis, supervisor training, and technology solutions in order to maintain equity, transparency, and consistency in how we manage performance for our staff.

And then finally, diversity and inclusion in response to the workforce demographic data.

We have begun more intentional marketing and recruiting efforts to ensure that we are reaching a diverse applicant pool as well as creating opportunities for employee engagement that will incorporate their own heritage and culture and foster a greater sense of inclusion and belonging.

Thank you.

We'll go through order.

Thank you, Ms.

Rice and Mr. Lipskin.

Questions?

So you mentioned that we have some frozen positions.

Do you have the number, the count?

In the departments that they're in.

I'm Kristi Schifflett, Chief Operating Officer.

I can answer that.

I'll tell you the numbers low, first of all, but we will get you the accurate number.

Second, it was a decision that we made in looking at vacancies that had occurred for a long period of time and working with each department discussing which items were necessary to

would we need to re-engineer?

You had mentioned when you were discussing the folks that live in the county and or the city and then discussing those who don't.

I think affordable housing was flagged.

I think the remote work was flagged.

Is there more commentary in there to go beyond those two issues?

Do you have that info or have we ever thought?

Yes, we have not dug into that, but one of the things we could do is include that as part of our employee survey that we do.

And I think we're due for another one coming up, so we can include that as part of that.

Just to understand better some of the decisions that our workforce makes so that we can talk about, is that OK?

It might be.

University.

and then obviously that amount isn't just an even breakdown, but what's the budget source for that?

Is that HR?

Is that the individual departments?

Yes, yes.

So that money comes from the vacancy of the position that we were trying to fill and so it is

there's an even, there's no additional cost associated with that.

We did that for, we implemented it for all the departments like it's available if the position meets certain criteria.

I think it's a smart, definitely a smart approach.

So I guess it's not necessarily a budgeted amount per year, but it's more a policy direction that, hey, you can utilize this if you have laps in your department.

Right, and it has to meet.

There's certain criteria put around it, such as, you know, we categorize something as hard to fill, meaning we've had to post it multiple times, or the applicant pool only had two people in it, or whatever, you know, whatever that is.

Well, very good.

I appreciated the report and the check-in.

Thank you very much, Ms.

Rice, for that very informative report.

Just a couple questions.

Yes, I came in front of the board and I'm trying to recall this exact date, but there was actually an ordinance that was adopted that allowed us to continue that.

The fact that you were able to fill fire rescue parks and rec and lifeguards,

Kudos.

And that's in part to their hard work as well.

We're here to help.

The fact that you're looking at consolidating some positions that are frozen, are you looking at that?

Do we fill them?

Do we not fill them?

Maybe consolidating.

And it sounds to me like you're really kind of modernizing that.

the whole thing to see what positions do we need?

Is this one position not necessary anymore?

Can they do this instead?

Yeah, it's a group effort across all of the departments where we're looking to see where we can be more efficient.

which is really good.

When you did the demographics on the workforce and the gender and the race and everything, that was just for the people that are working there.

The overall figures for Albemarle County, it didn't reflect that, correct?

It did.

The information on the slide was specific to our workforce.

We, for the African American group, we are at, our county organization is at 11%, and the community is 8%.

We're actually, we're a little bit higher in that demographic.

Supervisor Lapista-Curtley, you may be combining city and county together when you talk about that statistic.

The population of the city and the population of the county when you're talking about the 15%, I'm not sure, but I just want to be clear.

County, the data that Ms.

I understood and that's probably where I got that.

And also the last thing is you're doing tracking through data, which I think is something very good and meets our goals and very appreciative.

Thank you.

I was especially glad to hear your information about training and both for supervisors and the people doing evaluations because it's not something that's intuitive.

You have to really be thinking about how you can help your employee do better or live up to their expectations in addition to just putting a checkbox in a number.

So that's great.

Just reminiscing to one of my most challenging college classes

where the teacher said, this is going to be really, really difficult for all of you, but my job is to provide you with absolutely all the support you need so you will succeed.

And that's always been my philosophy in this environment as well, is I have very high expectations, but we also as a group need to make sure we're providing all the support for people to thrive and be able to

for themselves and for all of us in the community.

The gender gains were interesting and what I see though is so many women in leadership roles and so I don't know how that balances out of the workforce as a whole versus department heads or whatever but it's something that I've been struck with over the last four or five years and so that's just percolating in my brain.

The turnover is something that

is so hard for everyone because of the loss of institutional knowledge.

And I think that there was such a big hiring of staff in the late 80s, and now they're all retiring, sort of all in the same five-year period.

So we have one or two left who are sort of holding all the institutional knowledge for us.

But I'm really glad that you're thinking about that transition and also making sure that that knowledge is downloaded in some way in each of the departments to

to do that.

And just the last ask, think about bringing back County Palooza, which I know has not happened since you came, but there are some longtime chairs who will be able to help you understand about that in all the departments, but it was like a fair, and every department had a booth, and the whole point was to help everybody learn about people in other departments, and I mean my picture of

Larry Davis at the attorney table.

Andy will remember this with the Lucy sign, you know, the attorneys in five cents.

I mean, it was hysterical.

So I think that that is something that would be a morale building fun thing and also tend to raise the awareness of everybody from what their peers are doing.

And we can all come and have a good time.

Thank you.

Thank you very much for the report.

It's always fascinating.

Would you send us this?

I will.

But I really would be interested in the community data to compare as well, so just to highlight that for us as well.

I don't think I over speak for my fellow supervisors when I say that we certainly want to be an employer of choice and that's what we talk about and I do see work towards that certainly the health clinics and some of the work you're doing lots of positives in this report

Um, obviously some work to do.

I do have a question though.

I was struck on page or wrote it here somewhere, 10 and you don't have to go to it.

But you were starting with, you said no data.

So I just wanted my head to go back and make sure that what we're looking at there is when we separated from the school division.

I think the timing is a little bit different.

The no data is so essentially we are

We are babies.

We're new at metrics, like using metrics to plan for the future and develop and project what our work will look like.

And a lot of this stuff has only started being tracked in the last year, one to two years.

And so that's where that no data is coming from.

Okay.

I can add a little bit more.

Because I remember receiving data.

So it was that the data was tracked manually.

If there was data that you received previously, it was probably tracked manually because we did not have an HR system.

So then when we transitioned to our own, you know, as she mentioned one of the first things we did was implement ADP.

Right.

And we did that for benefits and payroll.

And so position control and recruitment and staffing was all new.

So this team really has worked together to acknowledge what those processes are, how they pull that information from our system, and make sure that we have data that is reliable.

And that makes sense, and it is sort of related, and I get that.

And that's what I was figuring because, so thank you for that explanation.

That's very helpful.

And this is probably really

maybe I date myself when I ask this, but we used to make a big deal in the county, whether it was school division or county government, about making sure that we did exit interviews with folks.

Do you still do those?

We do.

Yay.

Thank you.

There's a lot to be gained from that information.

Sometimes we're able to intervene and preserve the employment relationship.

Sometimes we're not, but we can learn about how we can get better

Right.

Yeah, as someone who's always insisted in my professional that we do accident reviews, and you're right, they're very beneficial.

Not everybody agrees to it.

Right, that's right.

But when you can, they're very beneficial, so I'm delighted to hear that.

Do you didn't address, I would be interested in, not now, don't worry about it now, but I would be interested to know what the landscape is for people working remotely.

of course that gets into building utilization and I understand all that, but it would sort of be good as we go into budget cycle and talking about employees to have a sense of remote work.

I think we're supportive of it to some degree, but I just don't have a sense, right, of how many people are working remotely or full-time remote, maybe nobody is, I just don't know.

So that would be helpful.

just looking at my notes here.

And the only other thing I would mention is we talk about

employees and salaries and you didn't mention in here and I don't know that I expected it but it did occur to me our separate our pay scales that are separate for ECC, fire and rescue and obviously we're continuing those and we'll be talking about those because I think those have been really critical for our organization.

We'll be talking about those during budget cycle.

Correct.

Yeah, okay.

and I guess that's all I had.

Thank you guys for being here.

Thank you for all your great work.

Thank you so much.

I want to just begin by noting it is not lost on me when I tell people like what is Albemarle good at?

What is the strength of us as a government organization?

The top of that list is always we have really top notch personnel and we retain them.

We retain them better than our peers do.

We have quality folks that surpass our peers.

I think that makes a difference.

That makes a difference in the consumer experience of people interacting with government.

I think we have really outstanding customer service and that all kind of trickles down from the work that your division is doing and that I think we captured in this presentation.

So thank you for that continued work.

I want to just begin with a few frankly for my own edification clarifying questions.

I think about school division and I know I have friends who live in

County.

They live south of town, who live outside the county, but who have a pretty easy commute in because they work at Scottsville Elementary.

I'm not sure for county employees, do we have work sites that are actually not inside the urban ring like that?

I was struggling sitting here thinking.

What we what we do have.

So there are some facility like recreation facilities and community centers that are not in the urban ring.

one particular out west of Curse.

There's another one.

Yancy is south of the city area.

That's right.

Thank you for that clarifying question.

when we look at staffing, are there significant trends or concerns that leap off the page when you break it out by department?

This would be something I'd be interested in.

So we always have concerns when it is around

and so those are our essential personnel that includes police and fire certainly, but it's also our social services folks as well.

And so those have been some areas that we've really had to focus on and we use the sign on incentive for to help fill a lot of those positions as well.

Sure.

And just to make sure I'm articulating what my concerning question is, I'm thinking

County.

This is a place where we struggle more to actually adequately staff.

So is that still consistent with that?

These are departments that are.

Relative to our staffing numbers that we saw earlier.

It would be determined based on workload, how the department is structured, tenure of the staff, skill set, all of those things.

I appreciate that.

something our governor did that I really liked, you know, shortlist right after giving a lot of money to Afton, scientific.

Other thing, he eliminated degree barriers from all Commonwealth jobs.

Yeah, so a lot of our positions actually do have a piece in there that talks about needing to have a degree.

However, there is a caveat in those two where a certain amount of experience could be substituted for the degree.

This is actually work that we're planning on doing as well as to go and review those and make sure that they're still accurate because in some instances

We may have thought we needed somebody with a four-year college degree 10 to 15 years ago, but that in fact turns out that it's a specific skill that we're looking for and maybe not the diploma from the educational institution.

It's really great to hear.

Can you help me understand?

So my work is in housing, which I realize this works a little bit differently.

But something we also look at frequently are documentary barriers to applicants, what kind of documents they need to present, and something that triggers a concern of, oh, we are, this is discriminatory, against people who are normally of Latino origin, would be the types of documents that are being requested.

I realize that doesn't apply to us perfectly because we do need a social security number or employee identification number to be able to process payroll.

Not that I'm aware of.

We just stick to the requirements of the I-9 verification.

Sure thank you and just to clarify I don't mean to suggest we're doing anything that's not above board I'm just trying to think through openly.

what kinds of things that might be presenting barriers to the Latino population of this community that might be standing in the way of making it more easy or comfortable for them to apply to work in county government.

As a final thing, I was curious what are, we obviously, I mentioned it already once today, we have a tier one research organization that's

University of Charlottesville.

Yeah, this is definitely one of those work in progress situations.

And so we do have connections with UVA, obviously, with the local community college.

And there is currently outreach going on, even with our school system themselves.

County.

However, what we've not done is we've not actually connected much beyond our sort of local community.

I mentioned this in part from some of my own work.

I know that VCU has a really great Merp program, right?

Masters in Urban and Regional Planning.

University of Virginia.

A lot of those folks could be really valuable here.

I also know that VCU has a much larger minority population of applicants than we do here at the University of Virginia, which is an uncommonly white state school.

So if diversity is something that we're trying to strive toward, I imagine we might be well served by trying to look at applicants from other schools.

If I may just add, one note there is that a lot of our departments have been doing recruiting for themselves and so they will attend and that's really where when we had the shared services model, specifically our public safety parks and rec and probably our social services department, but they go and do a lot of these recruitment events themselves.

We are trying to have more centralized approach to that so that we can cover all of our opportunities.

And we do, as Ms.

Rice said, have work to do there.

Excellent.

And I also appreciate your time, appreciate your presentation, everyone being here.

This is really helpful.

I will tell you that I continue to go to meetings involving other jurisdictions where they start to talk about what they're doing and they say, well, we're thinking about doing a study of our employee classification and we might do it.

And I've been like, we are so far ahead in those respects and it's been

in a way to sit there and say, well, I think we're working well on this, so this is really, I'm proud.

Some of the things that we've heard today just, you know, we'll hear more about the frozen positions.

I was interested in the information about where people live, but also in connection with that, the remote work.

and where people were, you know, how what part of the workforce is remotely working.

Also, I think it can do a deeper dive on some of this data like that.

And you said something about a survey of employees where they want to live in the sense that we might have two careers where somebody's already tied to a different jurisdiction because of their spouse or whatever.

So the more deep dive we get on the data, probably the better.

I also heard deep dives on some of the categories as far as

and other things and also barriers to employment.

I note that in connection with gender and racial studies that we always get numbers of employees, but sometimes you want to also understand the leadership potential and where people are advancing, and I think we have, you know, Stellar.

leadership here and represented a variety of, we certainly have a lot of female leaders.

But one way to look at this perhaps might be to just do a quick salary count.

So we look at the, instead of just the number of employees, we look at salaries paid to female employees, salaries paid to male employees and the like for race as well.

and I think most of my other questions have been answered and I really appreciate this.

I'm interested in hearing a lot more soon about the Employee Health Clinic and how the health and wellness initiatives have worked.

with that we have a few more comments we're already 20 some minutes behind so three things I wrote down is the need for childcare better opportunities an interest of staff so that's sort of a question I wrote down after I had my turn

And also, with the growth of certificate programs through the community colleges and others, our certificate based skills part already of your job descriptions.

That's part of that document barrier that Mike was talking about.

that is, oh and do you work with the local workforce center already as far as advertising or telling them, Brooks over there, about the jobs that you're having meeting applicants for because that's another fairly funded established agency here that I think they would be a tremendous resource for you.

Thank you.

This time we're scheduled for recess.

We are, as I said, twenty, two, three, four minutes behind schedule.

We have, in the afternoon, scheduled two hours for the AC44 discussion.

I suspect we'll need that entire amount of time.

So we can take 15 minutes at most and be back here.

We are back.

And our next item is the AC44 development area land use tools and policy led by Ms.

Tanya Schwartzendruber, planning manager with Mr. Michael Barnes, director of planning.

Welcome.

Thank you for being here.

We're looking forward to this.

Good afternoon.

I'm Tanya Schwartzendruber with the CDD department and our director would like to say a few words.

Thank you, Tanya.

Good afternoon, Board.

Jodi Falardo, Community Development Director.

I just wanted to share some news with you all.

Thanks to Direction from the County Executive's Office, I just wanted to inform you that we really appreciated all your enthusiasm last time we were in front of you on the 16th of October about Development Area Utilization Review.

And I have been instructed by the County Executive's Office to reach out to a couple consulting firms with which we work.

to see about establishing a scope of work to help us with those formulas.

Chair Andrews shared some very pointed and informative questions via email on questions about the things that are coming before you tonight.

in interest of understanding the utilization review relative to those two projects.

It's a very complicated challenge to knit all of that development area utilization review together, and so we know we're going to need to get some help in sussing out the complexities of those things.

wanted to let you know that we are on it.

We're just not on it quite yet.

We were excited to bring it forward as part of AC44, but we're not quite ready to bring it to prime time yet.

We're going to go get some help.

So I just wanted to let you know, and we appreciate your support in that, and you'll hear more from us on that soon.

Thanks, Judy.

We'll go ahead and just jump right into the presentation.

Here's our agenda.

We'll look at how we got to where we are, and the future land use categories, activity centers, and then get into some of the feedback that we've heard more recently, both from the PC and our public, and also look at upcoming events and public engagement.

Here's what we'll be talking about tonight.

This is the chapter structure for the development areas.

So we'll be focusing on the future land use categories with associated map as well as the activity and employment centers.

The actions we will be talking about the next time we come in front of you.

Here are the direction topics that we'll be looking for your feedback on this evening.

I went ahead and printed out a copy of this for your notes and your reference as we discuss these topics.

Those are in front of you.

And this will be shown as the last slide before we get into our discussion, but just for your reference for now.

So how did we get here?

When writing the plan recommendations, we incorporate community and planning commission board and supervisors feedback, technical expertise, best practices, and were guided by the AC44 guiding principles.

Some of the input themes that we heard during phase one and two is that development should be walkable and mixed use with a variety of housing types.

looking for those activity centers to pair higher density with amenities and recreation and also encourage infill development.

We should invest in existing neighborhoods and coordinate land use and transportation planning.

We did have, you can see there on the right, all the different events and opportunities that we did have through phase one and two.

We'll be having similar opportunities

throughout phase three, which I'll tell you more about towards the end of the presentation.

Based on your feedback, we drafted 12 standard future land use categories as presented in your packet and in the draft chapter.

This consolidates over 20 categories across five area plans.

The crosswalk that you should have received in one of your attachments details how the 2015 land use categories match with a proposed

A.C.

44 land use categories.

The categories were mapped as a one-to-one approach, so that the color on the map or the name of the category might be different, but the overall land use recommendations are the same.

This does not affect zoning entitlements, and as part of the adoption of the comprehensive plan, we will also ask the Board to adopt the future land use map.

These are the categories that we have developed.

And during the preview of the land use tools, the board, you all stated that you would prefer publicly accessible open space and privately owned environmental features be mapped separately.

So we won't ask you to give more feedback on this topic.

Since PC also agreed, we'll just go ahead and make this mapping change.

There are one of these summary for each category.

Categories of the 12 will be 13 categories.

Has a description with primary and secondary land uses and building form and ground floor use.

This is one of the direction topics that we'll talk about later this evening.

where we are suggesting that the floor of the density range get raised to 12 units per acre from 6 units per acre.

This is in an effort to encourage that higher density in the activity areas.

Rio 29 is its own designation

and refers to the form-based area plan, which will remain the same.

There are three legacy land use categories that are carried over from their plan area plan and will not be applied to future area plan updates.

They are Crozet downtown, town village center, and neighborhood density residential low.

This last one shows up across Crozet and the village of Rivanna only.

and across the other DAs, the least dense designation is neighborhood residential which shows up as yellow and is three to six units per acre.

Noting that the lowest density

standard land use category is neighborhood residential and recommends three to six units per acre.

A recommended housing type within this land use category is an accessory unit.

This is on the direction topics that we'd like to revisit later in this discussion.

and given the significant amount of neighborhood residential on the map, which is again the yellow, one way to address housing choice is to allow detached accessory units in all residential zoning districts for single family detached houses.

So these type of units could be built throughout the development areas.

We need your direction on these.

Should they be allowed by right as part of legislative review or administrative review?

No matter how they are allowed, we do recommend establishing performance standards.

This change could be part of the zoning ordinance update, which will be informed by the updated comp plan.

The land use categories and how they are applied to the future land use map along with the activity centers influence the effectiveness of our growth management policy.

They are also intended to foster the desired features of the development areas which are based on best practices and community input and include housing and transportation choices, a variety of land uses, walkable neighborhoods, parks and amenities.

The activity centers will focus growth and help identify core areas of higher intensity mixed use development within a hierarchy which helps prioritize our infrastructure projects and investments.

They will operate as a land use overlay, providing additional guidance for development along with the underlying future land use categories.

Projects located within the activity center will be encouraged to develop at the higher end of the recommended density and intensity range.

In the draft chapter, there's a place type summary sheet.

Here's an example from the community center type.

Each type has a description and expectations that address anticipated land use, built form,

and Multimodal Transportation.

The menu of place types were developed within a hierarchy in mind.

As the density of development increases from local to regional, the feasibility of transit and larger public amenities also increases and may require public investment and or public-private partnerships in order to catalyze development.

The table shows a summary of our four center place types with an overview of the typical attributes that are included in more detail in the chapter.

As mentioned, these centers function like a land use overlay and encourage the higher intensity of development.

We'll also walk through some examples of what these centers could look like.

There are four types of the centers in the development areas for most intense and dense, to least, are regional, employment, community, and local.

We'll get into the features of each in the next slides.

There are 30 draft centers proposed within AC44.

This is a consolidation of the 50 centers currently identified in the five area plans, currently in existence.

Many of these centers are small and not currently or anticipated to be mixed use.

This consolidated set of center helps focus our development and public projects.

Looking in the Pantops area, the River Bend Shopping Center is identified as the regional center, shown here in red.

Imagine this area is a vibrant urban mixed-use area with residential goods, services, and entertainment accessible by a variety of transportation options and could serve as a regional destination.

It covers approximately one half mile with a quarter of that mile focused in a core area.

Buildings are generally three to eight stories with structured parking and fit into the surrounding context.

Ground story uses are required within the core area and the built environment includes wide sidewalks and streetscape elements that encourage pedestrian activity.

Here shown in blue is an example of the community center.

This one is at Rivanna Ridge.

This area will be a focal point for commercial and cultural activities that are accessible by a variety of transportation options with a walk shed of a half mile and a core central area of a quarter mile.

The core area will consist of buildings at least

at least two stories and maybe up to six stories and fit in with the surrounding context.

Parking is relegated to the side or rear of buildings and the use of on-street parking is encouraged.

Medium-scale plazas and parks are encouraged and should be visible and linked together.

Shown in purple are the employment centers.

at Broadway, as well as Centura, Martha Jefferson Hospital.

These have a concentration of employment generating uses that support basic industries and economic development goals.

While mixed use is encouraged, residential, commercial and retail should be secondary uses that support the employees and community members.

This center does not have a defined walk shed or center, per se, but instead are a cluster of related facilities.

Buildings are generally two to four stories, with massing height and step backs consistent with localized recommendations.

Shown in orange here, like our local centers, like the one at Route 20 in Riverside Village,

These are the least dense and intense of the center types.

They are also similar in scale of activity and they are smaller in scale of activity and support a quarter mile walking radius.

A mix of uses is expected and buildings have at least two stories and can be up to four stories.

Active ground story uses are encouraged along with small to medium sized publicly accessible open space

with relegated parking to encourage pedestrian activity.

Bike and pedestrian facilities connect to the adjacent neighborhoods and other activity and employment centers.

Before we get into the feedback that we've heard on these topics since phase two, I'd like to let you know we'll be back before you to discuss the goals, objectives, and actions on November 20th and presenting the same topic to the PC the previous Tuesday on November 12th.

Then we'll be discussing rural area land use, the rural area land use chapter with the PC to finish out the year.

and we'll be back to you in early January to discuss the same.

Additionally, we've developed a public engagement plan that includes the chapter rollout content, virtual lunch and learn type opportunities, and quarterly in-person community check-ins.

You should receive more details on that public engagement plan in your inbox tomorrow.

separately, you and the PC will also receive the draft rural area land use chapter tomorrow in your inbox.

It will be posted to the website early next week.

To get into the feedback that we heard during the future land use preview a few weeks ago from y'all, we heard that you recommended distinguishing the green designation between what is publicly and privately owned and we're planning on taking that forward.

We also heard that we should consider what incentives should be used, for example, by-right approval with an optional form-based code or similar.

specifically from the PC.

We heard this summary of feedback from the PC regarding land use categories.

They're generally supportive of the categories that we proposed.

Thought we should consider making middle residential the lowest density residential category instead of neighborhood residential.

There was general support for accessory units, including in low density residential.

However, the PC did feel this should not be by right.

But we could consider allowing it by right in and around activity centers.

PC also agreed with the board direction to use the two different green colors on the future land use map.

So that part is underway.

We'll make that change for the next draft.

on the future land use map, PC suggested we use the consolidation and matching approach for the future land use map as planned, but moving forward find ways to encourage more middle residential, especially within the urban ring.

We should also consider additional land use categories and designations in the rural area that are specific to the rural area.

We just wanted to note here that a current recommendation of the rural area chapter is to complete a rural area land use plan which would include multiple rural area distinctions.

The feedback regarding activity centers that we heard from PC, generally supportive of the center's approach to implement the growth management policy and encourage higher intensity of uses.

We should add stronger ties to transportation and encourage redevelopment of large underutilized parking lots.

Again, overall support for the center place types.

Community Center should also mention structured parking, consider incentives for green stormwater management infrastructure, and more public gathering places to build community.

Additionally, we heard that there was overall support for the distribution of the centers with the concern that the employment center did not seem to fit with the other three.

We are suggesting that we change this reference to employment centers to employment district to make the distinction clearer.

We also heard from the PC, like we heard from y'all, that we should discuss county incentives and investments with the actions for this chapter.

We should consider building or incentivizing structured parking and consider investing in parks and gathering spaces.

also wanted to highlight this past community input opportunity that we had just this last week right here in this meeting room on the 30th.

A couple of things that we've heard initially, the flow may need to make more substantive changes to address current housing challenges, connect land use to transportation planning,

and encourage development via incentives.

The full summary of our feedback that we heard during that very successful public event will be posted on our AC44 website.

That feedback will be incorporated at your direction.

We always provide you a summary, and so at your direction, we will be happy to provide incorporation of any of those comments.

Thank you.

So at this point we have the direction topics, but we also have the packet materials that were provided to us with a lot of narrative.

however the full packet was provided all the way to pages 33, 4, and 5 which are specifically the goal objectives and actions and those are the subject of our next meeting where we'll have an evening work session on the same developments but to cover those topics.

Well, you all have to be bumper rails, so if I go off topic you can bounce me back in.

My notes generally follow the chapter.

I did miss whatever the red lines were that we were focusing on for today, so if I hit something that

can be addressed then.

You can just say, we'll get that next time or something like that.

No worries.

So I'm just going to walk through my notes.

And I did not do pages, but hopefully this will make some sense.

So I'll just start with, there's been a lot of talk, including in public comment today, about 58% that number.

And we were talking about the 57.5% live in the development area.

And the projection for the growth that's coming is 31,000 folks by 2044.

So if you break that out by the percentage, 57 and a half is 17,842 and a half is 13,175.

And then I just wrote the question, what do we do with this info?

The language in this opening piece says the majority of these newcomers, we want the majority of these newcomers in the development area.

Well, 58% is a majority, but we don't seem to be happy with that.

So the first thing that I think we need to do is start identifying how many of these newcomers we expect to be in the development area and then ask, is this chapter going to accomplish that?

Because as it stands, we're unhappy with 58%, but our language isn't saying anything other than that's acceptable, because that is 51% would be a majority.

And if folks are happy with 42% moving forward of 13,000 people ending up in the rural area,

be curious to hear if they would find that acceptable and where they're going to go.

So it's not really a question, it's not really a, it's some commentary I suppose, but I think some of my opening statements are more about the thought, the big picture ideas or the philosophy behind this chapter.

and what we're going to be trying to do and how we word it and what we say is important and matters.

So I think we just need to get rid of majority of these newcomers.

We're looking for super majorities or something based on what I'm hearing everybody say.

So we might as well just get to it then and change all our language to move to that and figure out how we're going to plan for it.

Now, I also wrote down what's the replacement rate to account for those displaced given the situation that exists in our community.

When we received the economic report from Dr. Bailey, talked about how the poverty rate was declining.

I've made commentary there that, well, it's not because we've lifted them up.

Their boats didn't float higher.

They left.

So when we're thinking of 31,000 new folks, that's just the growth coming in.

What do we do to account for the numbers that are being displaced so that we retain, and how do we factor that into this thought process for this particular chapter?

And that goes right to affordability.

I mean, that hits housing affordability square in the nose.

and there's a lot of folks looking at us for both the development area utilization review, the development area land use, to not just solve how we maintain 5% of our county as development area to keep 95 protected as rural, but they're also looking at the development area as the solution to the housing crisis.

Predominantly, there's affordable housing in the rural area, but it's just on a smaller scale.

But as I said at the last meeting, everybody's looking, the pressure is on the development area to succeed in keeping all of that area rural and provide walkability and affordability and easy transit and transportation that's not frustrating and is efficient.

And it's a lot to ask for that area.

And as some have said, some of the development area has gone away.

There was comments about Rivanna.

is that really a development area?

Could we just do a swap?

I mean, all of that matters in how do we effectively use the development, or when we think about land use in the development area.

At the all CAC meeting, somebody said, how have we done so far?

I think that's a great question.

I know that that evening was not the time to get into it.

You know, so some of the responses to some of the questions that came up, it wasn't really

there just wasn't time on the schedule to get into those.

But that is a good question.

I think the utilization review is going to get there, but I think it goes beyond just the percentages.

It has to be, well, how well have we done providing the transportation and all of that?

It's just good grief.

This plan is really, I always get a little nervous or anxious when folks start to say, even in our county, we'll build it here because it's on a bus line.

We know that we're going to get there, but that bus line right now ain't working.

So stop saying that it's located in a place that's got effective things like we've already met the goal.

We haven't.

So we just have to keep that in mind.

Some of these I may just have to come back to because I'll be here all day.

I've got several pages.

It does say in this plan, using development areas land effectively and ensuring

The development areas are vibrant.

I saw three clear results stated in the plan.

Now I also got to the objectives and goals because I didn't know that I had a red line.

So I'll save that commentary I guess for the next time.

But the three results I picked up on, it states very specifically, we want a lighter environmental footprint per household.

We want more housing affordability and we want more housing choice.

I think more housing choice with your different pieces that are outlined in here we're getting at.

But in here I don't see how the housing affordability, aside from more housing equals more affordable housing, which supply demand would suggest that.

But it's going to take more than that because of

you know, how not just landlocked the development area is, but what is the actual potential that exists in there now?

And lighter environmental footprint per household, I didn't really see addressed other than, we're not specifically, but I think that's probably more in actions and things that go later.

Okay, so I think, and I appreciate, Jody, what your comments about the development area utilization review

and this may fall into the answer you gave, but at the last meeting it was not just heads nodding, other supervisors did endorse the concept of a scorecard that comes with each new application.

I don't see mention of that in here.

Now, it may not be figured out how you're going to do that, but that idea was endorsed, and it's my expectation that those would be put into drafts for the next time that we address it.

The same I would if other folks put ideas out there, and there's people saying, yeah, we want that.

Well, we need to see it worked in here somewhere, and it still has the two-year cycle, which I said at the last meeting, there could be things that are on that two-year cycle that seems more reasonable to think about.

but in five years we'll be doing another comp review and we've only gotten two of these review utilization reviews back.

We stick to a two year cycle.

That's not acceptable in my opinion.

So the per application I want to see baked in and worked in here so that we can figure out how that works for us.

Now you might not be able to tell us what that review is yet, but we need to get it in the overarching philosophy of the chapter.

same with other

and this is, and I get it, it's not easy taking all of this stuff and did we have four people and heads nodding and who said what and that.

So I say that with empathy, but not performing explore.

Oh, within the, you open up the door to if under the utilization review that if the development area is not performing as expected,

We will explore an array of options, and that's the quote, an array of options.

What are those options?

I guess we may not know those yet either, because right now I don't think, you know, we are not, and if we don't figure out what the options are to pivot before the next comp plan review, then we're just going to keep doing the status quo from all the other things and not move the needle anywhere.

We have identified a few of those options.

So I want to start understanding what those are and what those mean.

I don't need it now, but I'm throwing it out because I know this will come back and we'll start talking about goals and objectives.

It probably works in there.

but I don't know what an array of options what those are and I'd like to get my head wrapped around that.

Also it states in the plan that lessons learned since 2015 are those lessons listed somewhere.

I don't expect them in the comprehensive plan but I think the board should be aware of what those lessons learned are.

and we need to make sure that we're tracking that list for all of the chapters so that we can say, are we fixing them in the new chapters?

If we didn't actually learn any lessons, then let's not state that we did.

It's that simple.

But that seems to me that somebody's got a list somewhere.

And I'm interested in what those lessons are.

I'm just going to read my note here.

Do we expect, based on our growth calculation, to have the population to support the activity and employment centers as theorized?

We've got destinations, we've got housing types, we've got employment centers, and a lot of those categories, the 12 categories, you've got retail set up in a lot of these.

Your employment center at the bottom of Pantops, the developers already come back and had trouble handling putting the commercial elements in the first floor, and retail has already started to turn over over there.

It's very difficult.

When I think of Albemarle and Charlottesville, and 150,000, 60,000 people, that all of these centers have all these retail nuances as if each one has hundreds of thousands of people to support a Starbucks on every corner.

is that viable in our county, let alone in one particular center.

You know, when you were talking through the example of the employment center at the bottom of Pantop, she mentioned entertainment.

Well, what's the entertainment now that's there?

Other than bars and restaurants or shopping areas, I don't know that there is an entertainment feature in there.

Now, if it redevelops it could,

but we can't have entertainment centers in each employment center in Albemarle.

There's just not enough people to, even if it's supported pantops, if all those folks stop going to Fifth Street to the Alamo, then the Alamo goes belly up.

Or Stonefield.

I'm trying to think of other things besides UVA sporting events that are entertainment, the Paramounts, and the Paramounts in the city.

I don't know that we're wanting to build theaters and

County.

The population doesn't, in my mind, at 150, 160, even with the surrounding region, support that.

But we're planning for it.

So then my next question was, all right, have we at this point, now you're still waiting for our feedback on the activity centers and how you broke it all out.

I like that, I like that from a planning situation.

I think it needs to be thought through a little bit more.

then I start to ask, well, what's the master plan for the various employment center activity centers, local centers, and how do they all end up interacting and connecting to support a vibrant business and residential community?

that's not reliant on its self-sufficient in its own localized area.

Belvedere was supposed to have a lot of retail and other components built into it based on that model.

There is a dentist office.

There's the center, which wasn't even thought of back then.

That's it.

and you cannot support anything else going in there based on even when Belvedere's pull out, it's what, 2,000 units, Dunlore is 300, you might have 3,000, 4,000 units in there, but they're used to going everywhere else in town to do those.

So that really concerns me that we really have to think through how we strategize these activity centers, employment centers, all the centers

so that not everyone has to be self-sufficient, but they actually all work together to produce a vibrant development area that then can support the whole population.

I got going on this ground floor stuff, because everywhere it says, whatever the description is, like, oh, if it's a single use and then for future use, I didn't quite get it.

We can't, in any of these centers, I can't imagine, given the experience of the last five years, especially since the pandemic, that the ground floor can't be conceived as just retail, coffee, and restaurants.

I mean, we just, we have, it's just not, I mean, so what are other types of things that can go in there, light industrial, in more employment type of things that are not just people going to

to shop or, I mean, you know, Stonefield even is struggling in some ways.

Oh, there it is.

Community mixed use.

Active ground story uses are encouraged.

Buildings that start out as single use are encouraged to be constructed to allow for future conversion to active ground story uses.

I really don't, at some point you'll have to tell me what that means, but because I don't, I wrote down explain please.

But my worry is that what we're thinking, if we build all the buildings to support something that can't be supported, we've got a lot of unused area, just like we already do in the development area.

And I want to avoid that.

So I think we just have to be more creative with what's allowed to be in there, and that starts with what thinking that could go in there.

Where that fits into this chapter, I don't know, but it's got to be in the descriptions.

Maybe that's in the objectives and the actions too when we actually build it out more.

County.

Oh, this is good.

Secondary land use is good, LI, light industrial and urban residential, like I saw.

If I had my brother's LI, LI would be allowed in every one in the development area.

If it can exist there, because where LI is going is our biotech and things that are driving employment that we're seeing.

and if it's safe and effective for a particular LI business to be on a floor that also shares residential, I don't see why that would be bad.

And I wrote somewhere else where I thought LI could go into another LI and Urban Residential because that's one area it's not in right now.

I don't know if that's good idea or not, but I'm throwing it out there.

Did I say idea?

I've never said idea before it's channel channelizing supervisor Palmer any models out the flume the future land use math and I'm not looking for a response today but I'm just curious if there are any models out there that theorize the growth that would allow us to figure out when we have 31,000 people coming in

have other communities when they've done their long-term planning and know what their growth rate is.

Are there any academic or research models that say or inform how you strategize and plan your land use map to accommodate a growth rate?

I don't know if there are or not, but it was just something that popped into my head as I was reading through this.

Interpretation policy.

There was a statement in there about gross density.

County.

Calculating density based on the growth, the whole area, not just the net, what you can do.

But to me, that says, all right, you take a gross density number, but you have to build it in the net density area.

And we're okay with that.

And, or you're asking us if we're okay with that.

I think we have to be okay with that because I don't know how to get past that 58%

but I don't know what that means or how we, if we need to do more in the chapter to help get to that point.

Someone there talks about a five-minute walk.

Majority of development area residents in a five-minute walk.

And I said, well, yes, but the rationale, 30, but is number

where I had in my head, I don't even understand my own notes at this point, but it's number of the grid.

What about actual, oh, what about actual data?

Like I think if I live in Dunlop, I can't get out of my neighborhood in five minutes by walking, and I'm right smack dab in the development area.

You know, if I were downtown Charlottesville, I think a five-minute walk probably makes, is a world of difference than a five-minute walk if I live in Belvedere or Dunlora or on Northfield Road or anywhere like that.

I don't want to be setting us up for something that's not achievable given the actual geography of our community.

We can allow as much density as we want, I suppose, in the Northfields and the overlooks and those, what is all, half acre lots, R2, I guess, in those areas.

But it's a five-minute walk for them just to get to Rio.

And then who knows how much longer of a walk it is.

And transit could play into that.

Maybe it's a five-minute.

But I don't know that it's even a five-minute walk to get to the transit stop, which is why I like microtransit because then they don't have to walk anywhere.

But I just want to make sure that that, and then later I had noted where we started talking about quarter-mile walking radiuses for some of these centers and half-mile radiuses.

and I put, please provide a map of the walk radiuses for those areas that are actually on our flume, then idea where the major barriers exist.

What do I mean by that?

Well, Route 29 at the Woodbrook neighborhood to get to Kroger would probably be within your quarter mile, but there's a huge barrier to pulling that off.

and if we should recognize that because also in here you talk about how the development area should be driving our CIP and investment.

Well then maybe we need another pedestrian bridge because now we've identified the barrier that's in front of the quarter mile thing from being achieved.

So again this is just a matter of we had to be, if we're really going to plan for that,

then we need to understand it from the get-go because we might just be like, look, we're not going to build 18 pedestrian bridges over 29 in the next five years, maybe 50 years from now we would.

And I know I'm just throwing a lot of this out because in the interest of time to get through as much as I can, I'm not expecting a lot of response here today.

Community mix use, secondary land uses.

Oh, so example of the regional center, you talked about the food line on Avon extended, focal points, then this is where you mentioned focal points for public investment.

So then I wrote down, will we have a guiding matrix driven by the comp plan to dictate our transportation priorities list?

So if our comp plan is really going to be something we're stating that we're going to try to achieve, and you're saying that the development area has got to house the super majority of new folks coming in,

then the public investment into the infrastructure needed to allow for a viable development area needs to be driven from the COMP plan and then that starts to inform the CIP and the budget and how we pull that off.

Right now our transportation priority list just puts up everything that's a priority all through the county whether it's rural or development area and then we the board kind of work out well what's the top two or three and we're playing Band-Aids on things

but this comp plan is starting to suggest, well, wait a minute, then the development areas really should drive those decisions.

I like that.

I'm a big fan of that.

But we would need, and it will need to start with this comp plan of having some sort of guiding, I think some sort of guiding matrix that suggests

Well, if you had a transportation priorities list of 120 things on the transportation priority list, of those 120 things, 40 are in the development area, so those should be given a priority over the ones that are not.

And then we would make decisions.

Right now, I don't think I've really thought about it that way before, so appreciate that it's in here.

same to be said for parks and public spaces and open spaces right now all your development area people really have to leave the development area to enjoy some things that we want to be in the development area but we have no CIP plan to put them in there other than what I think a $5,000 placeholder for a public space in the development area so this focal point for public funds is really something that I like

We should expand on it, and then that has to start driving decisions, and I'm looking forward to that during this budget cycle of trying to already push these threads through.

Same for public, civic, and open spaces.

You know, I'm already thinking of the cost estimates and the creation to maintain, and we've all talked about needing public works departments, but that goes off on a whole thing.

There's a lot of talk about building floors and height of buildings.

And I asked, what is the tallest building realistically we can expect an Albemarle?

I brought this up the last time.

I think it was one of my off topic points, but I think it's on topic on this one.

But we mentioned six and somewhere eight is mentioned.

I think the small area plan doesn't get past seven.

I remember right.

But I think at some point we just need to state realistically and maybe developers help us understand this, that there's a certain height that we're just not going to go over.

because of the cost to do it.

And then it's that same piece of point, I think, that I was making earlier about can a center support itself?

Because if you build it, are we going to build a 12-story building somewhere?

What's the cost going to be?

And then will it be feasible to do based on what's going to live in that building?

I don't know, but this seems to be the place to do it.

Let's not be throwing numbers out there that we're not willing to go to or aren't even economically feasible to do in the entire development area of our county.

and I don't know what that number is.

I need help trying to figure that out.

But wherever the most intense density, like I know Rio 29 is kind of cordoned off because of the small area plan, but just like there, then we stated, because that should help redevelopers come in and get their report easily.

So I think we should define what that number is.

Open space made that point.

All right, the other stuff gets me off topic into the goals.

ADUs, I would at least be able to go to legislative review at a minimum to allow ADUs.

I'm not closing the door to buy right, but I'm not saying no to ADUs because that was one of your questions.

I do think, however, that based on our neighborhood residential, is that the one we're in?

and especially in that middle, missing density area.

I do think that we could think of the areas that exist in the county based on current infrastructure and what we're planning for in the future, that it probably makes sense for some of those places in certain areas more than others.

So just a blanket in any development area doing it, I think with some better planning, we could identify areas where we're like, you know what, really that could be administrative review.

because if we got 40 more units there, the infrastructure could support it.

Not that they would build that quickly.

The ADU thing is not the golden bullet for all, the silver bullet for all of those.

It helps.

But then there are going to be other areas where it might not make sense to have the ADUs there.

And I think we could nuance it in a way that it would allow some different layers of review.

but try to make it easier where we think it could be supportive and more beneficial.

And 6 to 12 is your floor?

I'm fine with that.

Moving the floor from 6 to 12, I think that was one of your answers.

Is there something I didn't answer specifically?

I think he gave us lots of directions.

Thank you, Supervisor Gallo.

I'm just going to start off by saying that the presentation, there were actually three things going on at once.

Your verbal presentation, which did not match always the word for word on the

Power Point, which then didn't match what we have here.

So I was listening to you, trying to read this, and it was a little, just FYI, it was a little, for me, it was a little difficult.

Some of it's truly public and some of it's not truly public.

If it's public or not, okay, that's what I...

but if it's private, I understand, but if it's public, I mean... We just want to make the map show which is which.

Okay, okay.

So we don't get confused.

I got it.

I got it.

Okay, okay.

Now I got it.

Okay, thank you very much.

I appreciate that.

The things that Ned was talking about regarding the centers, all the centers, I mean, I do agree with him.

Those, for me, are

I'm almost saying why in a way because, you know, PanTops, that didn't go anywhere if that was Employment Center.

Brookhill, which was supposed to have a skating rink, was supposed to have all kinds of businesses.

That didn't go anywhere either.

So are we wasting land?

And I'm not the expert, but what I'm wondering is whether or not

How can we look into the future to know what we need and are we agile or adept enough to be able to change what we see?

For example, Brookhill.

Let's say if there's a whole light industrial and there are retail in there that's not being used, how can that be used?

I mean, is that something that we could enter in or speak with developers?

Can they give us ideas?

I don't know because let's face it.

If you have an area, if you have land and the developers don't want to do anything there or build what you want them to build, that's not going to happen.

And I don't have all the answers.

So I'm just throwing that out there.

I'm really concerned about the different centers because they don't seem to be coming to fruition.

anyone?

County.

Exactly.

Exactly.

I don't know.

It's the same thing as with transit.

It's very difficult to have transit.

If you don't have the population to support that transit, who are going to use that transit?

I mean, why do some of the larger cities, you know, New York, Paris, etc., etc.

I mean, they have a wonderful transit system.

They have the population.

Our population is not only A, not that large, but it's also very

is spread out around the whole county.

So that makes it very difficult.

So I do agree that the population is not dense enough.

And the radius areas that Supervisor Callaway mentioned, close to the activity centers, how many viable activity centers do we currently have?

I don't know.

I really don't know that.

I mean, I don't really consider Pantops and Activity Center.

I don't really consider Brookhill and Activity Center because it's not going on there.

Whatever type of label you want to put as far as Activity Center, whether it's retail, employment, etc.

I know we have even community Hillsdale Drive it's like okay well would that include the whole whole foods and everything?

Is that what we're talking about on Hillsdale Drive?

That's the only thing I see around there except for you know cars, C-A-R-S

So employment, you have Centera, Martha, Jefferson Hospital, and you have Bon Amuse.

That's it in that.

Well, no, you do have a lot of medical services there, dermatologists, and all kinds of medical services there.

But I'm just not

I'm seeing all these categories and I'm not seeing them fulfilled.

So I guess is this something that we're hoping will happen in the future?

Or are we being too ambitious?

Are we able to pivot if it doesn't go the right way?

Those are the questions I have.

Oh, and the investment in the structural parking.

Are we talking about underground?

Are we talking about a separate structure for parking?

We're talking about open-air parking?

It could be either.

It depends on how

what could be supported and what is easiest to build.

It could be underground is much more expensive.

So it could be an open air type facility.

It also could be associated with

I mean and I would love to see like Stonefield which I know they're hanging on but you know they're doing okay I hope I think but wouldn't that be great if they had residential above them.

They were supposed to, and then the recession hit, and yeah, and then they didn't do that.

So, I mean, are the developers just building what they can because we have too many stipulations on things?

I don't know.

Anyway, a lot of questions and regarding the structured parking, I know underground is more expensive and I guess we're not going to get there until we're maxed out.

Then there'll be an underground parking.

Otherwise, I guess they would just be structures unless you want to have a large open area for parking, which is, I don't think anybody wants.

That's it for right now.

Thank you.

But I agree a lot with what Supervisor Galloway said and what he brought up.

Oh, I didn't realize that was next.

Okay, thank you.

I appreciate very much the presentation and the narrative because my brain is a little fried as well as far as trying to keep track based on the homework that I did and I will try not to fall over to page 33 and beyond except to say that in relation to other comments about the CIP and investments

We have an opportunity to use legitimate proffer authorization, which we have now, if we had a developed CIP and we don't.

And so we can't apply those proffers that other communities are doing because they have a more developed CIP for the needs that they know they need right now, as opposed to even in the future.

So I would ask that people put that on the list of things that needs to be returned to

County, New

I've been watching these for a really long time and it just takes a lot longer to accomplish the things that we're wanting to accomplish than we have allowed it to happen.

So I think that one of the problems I have with keeping using the mixed use term

even on teeny weeny little lots.

I mean, the original, the zoning ordinance that I think is in effect right now says a minimum of 50 acres or something like that to have a bona fide mixed use offering, something in the Holley Mead Town Center size as opposed to the lot on the corner of Belvedere and Rio 29, which had a few houses and a few shops.

And the reason they put the shops in was because they had to qualify for that term, but I don't think it's effective.

The walking radius works great for the town of Crozet because it's been there for 150, 200 years and it has teeny-weeny lots and there's a great close-in residential now that's in addition to the new things which are being built.

So the Crozet Master Plan is full of those maps of walking radius and that kind of thing.

But the 2015 Crozet Master Plan had

No, the 2010 master plan had these little centers all over the place, which was what pushed the population to 25,000 people and caused absolutely chair throwing revolution because sort of going 12,000 to 25,000 in one board of supervisors meeting in 2005 was not a success.

But anyway, now at 16,000, it is still waiting to get the infrastructure that it needs in order to

be able to even consider what was suggested somewhere about changing all the neighborhood residential to higher density when these are 100-year-old neighborhoods, they have no sidewalks, the roads are 10 feet wide.

And so I very much appreciate what someone said about where the amenities already exist or are funded in the next five years.

Then there's a possibility to use any one of these different options that is being discussed.

but I would have huge difficulty saying we should just do this everywhere on the maybe just in case we'll get what we hope for because I think without really carefully thought out performance standards and instructions and if you check all these boxes you charge forward what the the the DCD is

was adopted in 2010 and it is a form-based code and it has been used to the limited extent, the PMOT place that's shown in one of your pictures.

Right on the same page where

You wanted to change

The biggest focus was to have employment and residential and services for the people who are already there and all the people who are coming and all the units that have been zoned in, the 4,000 units that have been zoned in in four years before 2008, many of which have been now built.

So I'm trying to, oops, where did my sheet go with all the questions?

I lost it.

There it is.

All right.

I'm supposed to answer.

The standard in the legacy categories, this is what I'm supposed to refer to, so I'm trying to be organized here.

So the land use categories I'm okay with, I think, as long as we understand that those legacy ones are because of the series of master plans that were done based upon that.

when there is, as I said before, when there are lacks in the ability for people to get anywhere at commuter time or sidewalks to walk on and you have to walk in the street while the dump trucks are going by, then we can't be putting a whole lot of density in those circumstances in this next interval.

Okay, meeting housing needs.

I have a lot more to learn about this but I will share that friends in DC where they've had the authority to do accessory units for decades in a lot of these places the cost for a homeowner to do this is absolutely unsupportable by anything except a tenant who's a university student who's going to pay you some several thousand dollars for a month for living there so I am skeptical

having not seen it anywhere else in the country that I have read about that that is the magic answer.

So I'm just trying to be

thoughtful about what is really going to get us success in order to achieve the tremendous need.

And in addition to the building thing, the heartbreaking story from the young lady this morning is a regulatory thing that I hope brought to mind our legislative agenda and how we have got to get better authority for the county to be able to engage on these deplorable housing conditions things.

So anyway, that's off topic, but I just

I want to

as I said, that has to be neighborhood by neighborhood where the amenities exist for me to be able to think that was a really good idea.

Crosswalk, I've got that.

We are seeing a lot now of so many centers, I mean, board everybody to death, I'm sure, that with the five huge rezonings in the 2004, 2005 and 2006 interval,

There's so much space that they can't be supported.

They're oversaturated.

And we've seen North Point having to pull down $100,000, $100,000 square feet at least of their proposed commercial space because there isn't demand for it.

And that's so I hope that we will recognize that and also recognize the challenges, as I said, to the whole mixed use thing and try to define more carefully where it is appropriate and where

it might be allowed but not necessarily required in order for anything to happen.

Supporting retail, Old Trail is heading for 1,000 units and they still have trouble.

So that is just another example you would ask about what's going on here where that is the one in the Whitehall District where

It was supposed to have 2,000 units.

That absolutely was unsupportable.

Financially, development-wise, anything market-wise.

And therefore, they achieved, several years ago, a maximum minimum that is now 1,000 instead of 2,000.

So maybe in 20 years, we will get there.

And that's why my brain is saying, well, compliant is a 20-year thing.

And so we need to just be optimistic and keep working.

But I agree completely that we need to be more

analytical about the Pollyanna things we say and not have somebody come back to us in a few years and say, well, you really blew it on that one.

Because there are many things in our current compound that we would like to do, but we have not.

And it wasn't that it was bad to put it in there, but I think now it's going to serve us better if we are more realistic.

OK, talked about that, talked about that.

Someone mentioned about performance spaces.

There is a huge desire for a 600-seat performance space.

because the university was going to build one at their thing on Ivy Road, and that's now not going to be available to the community.

So if we can find an angel who wants to build us something like that at the mall, perhaps, then that would be very, very quickly used by the arts community.

Transit, transit, transit.

The whole goal for the growth area for the 30 years I've been hanging around here is it needs to be a place where people want to live.

otherwise it's going to fail.

And that we also need to figure out our plans and rules in order to build truly affordable units for some of those projected 31,000 people who might move here.

I don't know if you were taking the 4% per year, which is what we've had for the last two years or the 1.5% per year growth that we've had for

the 30 years before that.

So that's a lot.

But anyway, if it continues at 4% per year, we have real problems dealing with any of what we have going on, because every single district has huge traffic problems at commuter time.

Anybody who has to go over between McIntyre and Freebridge any time of day, we're all sitting for a really long time.

So we have to figure that out as well as we can.

I have huge support for structured parking and ten years ago there were traffic studies for Crozet that called for this.

There was, I mean I tried very hard in 2008 to get a single deck more at the library.

It would have cost us one million bucks.

County, and

really not repeat that behavior but actually try to figure out a way to work with our businesses and to incentivize that difference that people talked about five and ten years ago about we're close because the cost of land is going up so much that with a little pushover we can make that structure parking work.

I'm very sorry that David King passed away because he had sent to me, as soon as you get the zoning done for JB Barnes, I'm in, because he was a structured parking guy in Houston.

And so he thought I had set him up in a conversation, but I had no idea about his background beforehand, so that was a big laugh.

But I know that when we have areas

where there are lots and lots of people and we want them to come, we want them to live there, we want them to work there and we don't want to waste a lot of beautiful, expensive viewshed and space on a parking lot.

There will be a huge economic development benefit and the finances to make this work and someone did send me some papers which I have not yet read that I will share with everybody about.

County.

The links between structure

did you want comments about activities?

Well, I guess I talked about those already.

Yes, I mean fewer, fewer, fewer to meet the demand so that we don't have empty commercial spaces all over the place.

That's sad.

Going back through my notes.

Where is Rivanna Ridge?

I'm totally drawing a blank on this.

I was trying to put it on 29 North and I couldn't figure it out.

Okay, now I understand.

So the higher stories over there, now that makes much more sense.

Okay.

And just to help this, when you see a Crozet map and it has all that yellow, those are all built out neighborhoods already.

Just so that that's where, what I was addressing when we were talking about how to, where those accessory units would be built.

And I guess I'm going to reserve

County.

We had a decision about the accessory units and the process involved until I know what the performance standards would be like setbacks, et cetera, because to me that will make all the difference.

We had a big booboo that took about ten years to fix when an earlier zoning code allowed a zero lot line for accessory structures and it became a maintenance disaster for the

required trespassing on the neighboring lot in order to fix a structure that had been built legitimately on a rule that had to be changed.

And we got it changed, and it's not there anymore.

But it makes me jumpy when I hear about things, more and more and more things being put in without knowing what the details are going to be on how that would work.

And I'm going to stop there.

Thank you.

Supervisor McHugh.

I'm going to try and work off of this.

I will probably digress and I apologize for it, but I will take the opportunity to make a couple of comments that may not relate directly to this because I can be all over the place and I apologize for that.

Having said that, 12 standards plus three legacy land use categories, I basically have no problem with that.

I think that makes

since with probably some caveats, but anyway, basically makes sense.

I would like to take an opportunity now to say though that I think where we have an area like the village at Rivanna where we know it's not going to happen, right?

Let's see if we can do some trading possibly of development area where something can actually happen.

just saying.

I think that's a really important to think about.

And I'm just going to try and go through this list.

Allowing accessory units with performance standards.

I am supportive of accessory dwelling units with a lot of caveats, not by right.

and I would say I am really supportive.

I would say that I'm very supportive of encouraging developers to build them where you have Belvedere, where they were built in.

That is perfect.

That works.

There's an alleyway.

There's a parking allowed.

People buy into it and they know what they're getting.

It provides additional.

I think that's great.

I get very concerned in a university town if you start just putting a lot of accessory dwelling units, what you're going to do is to take the load off of the University of Virginia and you're going to end up with providing housing in many areas for UDA students.

That's not a bad thing.

I can tell you that my district, the affordable apartments and if we have an affordable house

in an older neighborhood with no HOA, it fills up with students.

That's probably not, it's not a bad thing, except that we need to be figuring out with the University of Virginia how, and this gets to that regional work that we're talking about with UVA, how they're going to help us with the challenges that we're seeing in our development area and our urban area with their growth of students.

and I understand students have to have some place to live, but I'd like my priority to be my citizens in bringing people back and I don't think everybody wants to live in the development area or in Albemarle County.

Some people want to live in Fluvanna.

We should not just broad stroke that everybody has to live in.

Albemarle,

just arbitrarily placed because all these in my world, the new developments in many of the developments, like you can name it, I mean, you know, say out of bounds, they all have HOAs that are not going to allow them.

So how do you deal with that?

So then they're forced into areas that are not built for them.

That's all I'm saying.

So not totally against it.

But boy, you're going to have to show me some performance standards and how they're really going to work.

And it seems like to me this provides a good opportunity to think about how to work with UVA with their housing for their students.

And I know they're trying to work on it.

I'm not saying they're not because I think they are.

Let's see, where am I going here?

The range, I mean, that's, to me, that's fine.

I mean, I'm not going to give you a lot of pushback on that and the changes that you made.

That's fine.

Map Middle Residential Neighborhood.

Let me just move on to some of these others that I think I have, and I have to go back to my notes.

Absolutely, I think a crosswalk is a good idea to connect that.

I think that's a great idea.

I'm trying to get to your points here.

Activity centers, I am very concerned about what we're talking about, that we're just setting ourselves up again.

Stonefield, North Point, Brook Hill are all struggling right now with commercial, right?

And I'm changing a little bit from the, I'm just sort of looking at this as a unit down here, but

they can't fill their commercial space.

Their north point is really a food desert and he's struggling to even find a grocery store to go out there.

So I'm just saying that I think we need to think very carefully about how we're wanting to spread out the mixed use

and all of those and rain those down a little bit because it's not working now now maybe in 20 years we'll have the density but I agree we do not have the density to start looking at this right now and at what point it kicks in I get this is 20 years but I'm not sure we will in 20 years people talk about light rail going up 29 please

I'm just saying, I know they come from places where there's light rail, but that ain't gonna happen.

I digress.

Just to be able to throw this in at some point, I would like to have a conversation about how it would be appropriate to use manufactured housing.

Maybe that's better discussion for the rural area rather than the development area.

but I don't want to lose sight of that.

It does offer some affordable housing that we could be thinking about.

Go back to my notes.

I'm sorry because I'm digressing.

building heights need to be I do think I'd like to have a little bit more information about building heights what I'm hearing I don't think is outrageous I mean it that seems appropriate to me I'm not an expert on that but I do know that parking has to be addressed

I am really tired of a sea of parking lots that are sitting there empty and I don't know how we get at that because there's private property right now but to just keep allowing that we need to really reign in on our parking and start to think about structured parking I think makes sense I know underground parking is extremely expensive and especially in our community

where often you have to blast.

I mean, it just gets to be.

So structured parking, yes.

There's an example at Stonefield, but I guess that is so expensive as to not be rational.

But they put the parking up through the middle of the building, which is really cool, but probably way too expensive.

But anyway, I do think we need to be addressing the parking.

And maybe our expectations while we're doing this, obviously, of less parking.

But we have to have the transit for folks

to to be able to have access to parks.

How come my constituents can't we have to get in a car and drive?

So we really do need to start thinking about how to get green spaces

and I think about the more as green spaces because when you think about parks, you think about D'Argentown Park or something really big, but we really need to think about in the development area how people have more trees, how they have some green space and not just having to get in a car or to expect them to ride an hour on a bus.

So, um, but I really would like to see the idea of what our public and what are, I think that would help when we're talking about our, our green spaces to know what's public and what's private.

Um, and I think we've all agreed on that.

Help me out a little bit with foreign based code.

We went through a whole two years of form-based code.

Ned, you can maybe help me with this.

Oh, it is there.

Oh, there are two.

So I know that, but the one I'm thinking of is a larger one.

Oh, the first one is over that cut through where you can see from Rio to Carter Myers, that bill.

By Foreign Base Code.

Thank you.

We talked about that so much.

We approved it.

And then I think we kind of lost track of what's happening with it.

Would be kind of interesting.

maybe doesn't even have to be an agenda item, but I'd be interested in that because I've sort of lost track of it.

I really like the idea of trying to figure out going forward, prioritizing our transit and our capital and with our comp plan.

right now we're having discussions about how we can enable students, high school students and middle school students to use public transit.

but public transit right now doesn't even go down hydraulic road past Lamb's campus.

So looking at that through the lens of, as we go forward, transit and how to get people onto transit, but then to be able to prioritize where we're going to spend our money, both on

Capitol for roads, right, but as well as transit and how we can make it all work.

A five minute walk, I can't even walk to Barracks Road from my house in five minutes, and I live right