Thomas Jefferson Planning District Commission Thursday, September 6, 2018 at 7 pm 407 Water Street East Charlottesville, VA 22902 AGENDA 1. Call to Order 7:00 2. Matters from the Public a. Comments by the public are limited to no more than 2 minutes per person. b. Rivanna River Urban Corridor Assessment Presentation i. Will Cockrell & Nick Morrison, TJPDC c. Albemarle County Community Infrastructure Survey Presentation i. Will Cockrell & Kristian Zimmerman, TJPDC 3. * Consent Agenda Action Items: a. * Minutes of the August 2, 2018 Meeting b. * Financial Reports i. July Dashboard Report ii. July Profit & Loss Statement iii. July Balance Sheet iv. July Accrued Revenues Report 4. * Resolutions a. Regional Housing Partnership b. 5-Year Strategic Plan 7:00 7:45 7:45 7:50 7:50 8:15 5. Executive Director s Report a. The Executive Director s Report is attached. 8:15 8:25 6. Other Business a. Charlottesville Area Alliance Age Friendly Survey b. Roundtable Discussion by Jurisdiction c. Next Meeting October 4, 2018 a. FY20 Projected Budget Approval Setting per capita rates for local governments 8:25 9:00 7. * ADJOURN 9:00 *Proposed action items
THOMAS JEFFERSON PLANNING DISTRICT COMMISSION Draft Minutes, August 2, 2018 Meeting held at Fluvanna County Library Commissioners Present: Genevieve Keller Charlottesville Rick Randolph Albemarle County Tony O Brien Fluvanna County Keith Smith Fluvanna County Dale Herring Greene County Andrea Wilkinson Greene County Ernie Reed Nelson County Commissioners Absent: Mike Signer Charlottesville Liz Palmer Albemarle County Robert Babyok Louisa County Tommy Barlow Louisa County Jesse Rutherford Nelson County Staff Present: Chip Boyles, Executive Director Billie Campbell, Senior Program Manager Kristian Zimmerman, Planner Guests: Steve Nichols, Fluvanna County Administrator Call to Order: Rick Randolph called the Commission meeting to order. He reminded Commissioners that the Bylaws allow for use of Roberts Rules of Order 11 ed. for Small Boards with preference to Roberts Rules of Order, Newly Revised In Brief, 2 nd Edition 2011. These rules allow the chair to make a motion and do not require a second for motions. Matters from the Public: Public Comments: None Fluvanna County Presentation: Fluvanna County Administrator Steve Nichols welcomed TJPD Commissioners to Fluvanna, distributed handouts (Fluvanna County 2016 Report to Citizens, Fluvanna County Fair Program, and the Fluvanna County Brochure). He gave a presentation of quick highlights and an overview of Fluvanna County actions using PowerPoint slides; key assets of Fluvanna County are its natural beauty and historic significance. The Fluvanna County Fair is two weeks away on August 16, 17 and 18 at Pleasant Grove Park. The County has been awarded a State Fire Programs Grant of $480,000 toward construction of a Burn Building. The project is in the design stage to reduce costs and will be rebid. Construction is expected to be undertaken in the fall. The new Motorola E911 Radio System with 4 new telecommunication towers is now complete, resulting in a great improvement in service. Service has increased from 50% to more than 99% of County-wide coverage. The County has implemented the Everbridge Mass Notification Service. Big infrastructure projects with Louisa County are underway, consisting of the James River Water Authority (JRWA) Project and the Zion Crossroads Water/Sewer project. Construction on the JRWA Project will commence after final approval of the Corps of Engineers (COE) permit. The project was four years in the making and will expand economic development in the County. The Zion Crossroads Water/Sewer Project is currently out to bid.
Fluvanna County Schools have been fully accredited for the past 4 years in a row; one of only four school systems in the Commonwealth to achieve this. The recent fiber project now connects all County and School buildings. The state energy savings project for all County and School buildings was completed just in the prior week. The demolition of four damaged building in the former Town of Columbia was recently completed. The Columbia Area Renewal Effort (CARE) Task is holding a work day on August 4 to further improve the area. The County has the authority and capacity to enforce ordinance; the Town lacked the capacity to do this. Rural Route 6 along the James River is a scenic byway. The County is partnering with the Central Virginia Electric Cooperative (CVEC) to speed delivery of Broadband service in the County. CVEC serves about 85% of all County households. Pleasant Grove Park is a 1,000-acre park with river frontage, which includes over 20 miles of trails. A new 18-hole Disc Golf Course was recently completed. The 1854 Pleasant Grove House includes a museum with exhibits relating to the history of transportation in Fluvanna. The house also serves as the County Welcome Center. The grand opening of the Farm Heritage Museum at Pleasant Grove will be held on August 4 from 5 to 8 p.m., featuring the bluegrass band Willow Creek. Commissioners are invited to attend. Fluvanna County is a great place to live, learn, work and play! Consent Agenda: The consent agenda consisted of the draft minutes of the June 7, 2018 Commission meeting and the Intergovernmental Review for the Housing Preservation Grant application. Draft Minutes of the June 7, 2018 meeting: Rick Randolph noted two corrections to the minutes. For the Nelson County roundtable report, only Liz Palmer s name should be included relative to JABA s senior meals in Schuyler. For the Albemarle roundtable, the first sentence should indicate $59 million as the potential bond referendum amount. On a motion by Andrea Wilkinson, the Commission unanimously approved the Minutes of the June 7 meeting, as corrected, with Tony O Brien and Keith Smith abstaining. Intergovernmental Review for the Housing Preservation Grant: Billie Campbell briefed the Commission on the Housing Preservation Grant (HPG), funded by the US Department of Agriculture through their Rural Housing Service. TJPDC has been awarded an HPG for the past 3 years, taking over the program for the region from Piedmont Housing Alliance (PHA), who requested that TJPDC apply in 2015. The HPG provides funding for rehabilitation, emergency repairs, and accessibility features for homeowner households at or below 50% of the area median income. Grants are for two years, but the region has expended grant s funding within a single year of award over the past 3 years. The funding for the FFY18 HPG is substantially higher than in the past, and TJPDC s application requests half of the state allocation of $239,490 equaling $119,745. If awarded the grant would go into effect on October 1, 2018, with funding available through September 30, 2020. On a motion by Andrea Wilkinson, the Commission unanimously approved the Intergovernmental Review FY19-01 for TJPDC s Application for the Housing Preservation Grant. Resolutions: 2040 Rural Long Range Plan (RLRP): Kristian Zimmerman briefed the Commission on the Rural Long Range Plan (RLRP). The planning process was one-year long and included a prioritization process of potential projects, queuing them up for the Smart Scale application process. The plan was guided by the Rural Transportation Technical Committee and was developed so that each locality could use a section of the plan as the Transportation Chapter of the local Comprehensive Plan. TJPDC staff presented to all of the County Boards of Supervisors in the region, and the Rural Transportation Technical Committee has reviewed the plan and recommended it for adoption by the TJPD Commission. This plan is about double in size compared to the previous plan, being more comprehensive in its approach and including more data Q:\Administration\Commission\Commission Packets\PDC Packets FY19\September\3a TJPDC Draft Minutes 08-02-18.docx 2
analyses. The plan identified 135 projects throughout the region, with Louisa County having 40 projects, the most among the five counties. Rick Randolph suggested presenting the plan to the Charlottesville City Council, even though the City is not included as a jurisdiction in the plan. Chip Boyles suggested it would make sense to do this at the same time as the presentation on the Jefferson Area Bicycle and Pedestrian Plan. Andrea Wilkinson noted that the absolute numbers representing the change in population by locality and the local averages on page 10 did not appear to be consistent. On page 15, the spelling of Greene County needs to be corrected. Recommendations from the Ruckersville Small Area Plan fed into the RLRP. VDOT may have different projects in their own plans. Chip Boyles noted that the RLRP could be amended at any time. Rick Randolph noted that it would be good to amend the plan once the access into Biscuit Run Park is defined. The plan provides back-up for the Smart Scale application process. Not all projects listed in the plan are eligible for Smart Scale funding. On a motion by Dale Herring, seconded by Andrea Wilkinson, the Commission unanimously adopted the Resolution Endorsing the 2040 Rural Long Range Transportation Plan. 3C Agreement: Chip Boyles noted that a Metropolitan Planning Organization (MPO) is required to carry out the transportation planning process within urbanized areas with populations over 50,000. The Charlottesville-Albemarle MPO is not a legal organization, but is rather an Advisory Board with specific approval powers for federally-funded transportation projects. TJPDC serves as the entity to house and staff the MPO. The agreement identifying the continuing, cooperative and comprehensive (3C) transportation planning process is being updated to update the names for CAT and JAUNT and to use the VDOTdeveloped template for this type of agreement. On a motion by Tony O Brien, the Commission unanimously approved the Resolution for the 3C Agreement, authorizing the TJPDC Chair to sign the agreement and the staff and Director to conduct a cooperative, comprehensive, and continuing transportation and programming process for the Charlottesville Albemarle Metropolitan Planning Organization. Analysis of Impediments to Fair Housing Choice (AI): Billie Campbell briefed the Commission on this fair housing analysis and action plan, which must be updated prior to submission of the five-year Consolidated Plan and Action Plan for the regional HOME Investment Partnership Program and the City s Community Development Block Grant (CDBG) program. This work utilized much of the data compiled and analyzed for the Consolidated Plan, and considered comments received through the community engagement process. The key element of the AI is the table identifying impediments, proposed actions, and responsible parties. A draft table was included in the meeting packet, summarizing the findings and recommendations for the AI, reflecting discussion with the Housing Directors Council which met on July 17. On a motion by Keith Smith, the Commission unanimously adopted the Resolution Adopting the Analysis of Impediments to Fair Housing Choice. Finance Report: Materials in the meeting packet included the Dashboard Report, the Consolidated Profit & Loss Statement, the Balance Sheet and the Accrued Revenue Report. Financials for June were better than expected, with the highest Net Quick Assets ($685,252) since reporting on this measure and a monthly surplus of revenue over expenditures of $7,830, resulting in a fiscal year net gain of $101,245. The FY18 final approved budget projected a $83,785 net gain for the year. The Accrued Revenue Report showed $64,207 of funding to carry over and add to the FY19 budget. The Virginia Investment Pool (VIP) is providing excellent returns on investment and has contributed between $6,000 and $7,000 in revenue for the year. TJPDC s goals are to have a solid reserve account, to build assets for a capital fund, and to have available funds on hand to leverage requests for funding for regional projects. On a motion by Keith Smith, seconded by Andrea Wilkinson, the Commission unanimously accepted the Financial Reports for June 2018. Q:\Administration\Commission\Commission Packets\PDC Packets FY19\September\3a TJPDC Draft Minutes 08-02-18.docx 3
Executive Director s Report: A written report was included in the meeting packet. Chip Boyles highlighted selected items from the written report: Regional Housing Needs Analysis. TJPDC submitted a grant application to Virginia Housing Development Authority for $100,000 to assist with a Regional Housing Analysis and will allow TJPDC to develop an affordable housing Comprehensive Plan Chapter for each local government who would like one. A decision is anticipated by September 1. If awarded, the work would begin in late fall of 2018 and continue through the summer of 2019. Transportation Chapter: TJPDC staff are assisting Louisa County with a scope of work for a Comprehensive Plan Transportation Chapter, a County Transportation Plan and technical assistance for the County Comprehensive Plan. Opportunity Zones Event: TJPDC is coordinating a meeting on August 7 on Opportunity Zones created by the Tax Cuts and Jobs Act. TJPDC is working with the City of Charlottesville, Albemarle County, economic developers and non-profit housing developers to explore mutual planning benefits of the recently announced Federal Opportunity Zone designations, which include two census tracts in Charlottesville and two in Albemarle County. Presenters include representatives from the Virginia Department of Housing and Community Development (DHCD), the Virginia Community Development Corporation (VCDC) and the Federal Reserve Bank of Richmond. Possible Nelson County Projects: TJPDC has initiated conversation with DHCD on the possibility of support for a plan for the Lovingston Area and a Waste Water Treatment Plant in Schuyler, both in Nelson County. RLRP Presentation: Staff presented the Rural Long Range Plan at the Greene County Chamber of Commerce Networking Breakfast held September 5. Kristian Zimmerman provided information on the plan and what it means for Greene County in particular. Other Business: Regional Housing Needs Analysis: No action at this time, pending the award decision by VHDA. Draft Strategic Plan: A draft Strategic Plan was included in the meeting packet for Commissioner review and comment. Staff took into consideration the strategic planning survey results and the Commission s comments from the planning session. Because this is a 5-year plan, the strategies and priorities are more broad and comprehensive to interact all relevant influences into each planning effort. We will produce an executive summary that will include more short-term strategies and an agency qualifications statement. The final should be ready for consideration of adoption at the September meeting. TJPD Commissioner Roundtable Reports: Fluvanna: Keith Smith reported that he had attended a meeting at the Charlottesville Area Association of Realtors (CAAR), which included Economic Development Directors. A question was raised about the possibility of a Regional Economic Development Authority, and what that could look like. This may be something the TJPDC could consider. Roanoke has learned to value businesses located in the region, not a particular locality. Tony O Brien thanked the Commissioners for coming to Fluvanna. He announced that the County s Economic Development Director Jason Smith has taken a new position at the Virginia Economic Development Partnership (VEDP). The BOS voted yesterday to hold a referendum on the meal tax. Fluvanna County is partnering with CVEC on Broadband. Greene: Greene: Dale Herring reported that the County was searching for a new County Administrator. An interim County Administrator is in place; she has served as a locality CAO elsewhere. The School Facilities Project is underway; this involves a lot of site work which has been delayed by rain. Jim Frydl has been hired as the new Planning Director; he previously served on the BOS. Q:\Administration\Commission\Commission Packets\PDC Packets FY19\September\3a TJPDC Draft Minutes 08-02-18.docx 4
Charlottesville: Gennie Keller reported that the detailed plans are being put into place for the August 10-12 weekend. This has been an interjurisdictional effort. Some streets will be closed in the core area, with details posted on the City website. Mike Murphy has been selected as the Interim City Manager. A new Police Chief is also in place, and a new City Attorney has been hired. Two studies have been completed and released lately: Housing Needs Assessment (HNA) and the Bonus Height Study. The League of American Bicyclists recently recognized the City of Charlottesville with a silver level Bicycle Friendly Community (BFC) award. Gennie announced that this was her last meeting and expressed her appreciation for the experience of serving on the Commission. Nelson: Ernie Reed reported that the Schuyler Waste Water Treatment Plan is quite old and its components have reach the end of their usable life. It s no longer possible to find anyone who can work on the plant s components. The Department of Environmental Quality (DEQ) has issued an order for the plan to be upgraded. Chip is looking into possible CDBG funding to help cover costs of installing individual septic systems to Schuyler sewer customers. This would result in a more costefficient operation. The County is seeking funding to carry out the project. Ernie also reported that Dominion Energy had requested approval to buy 40,000 gal of water/day Wintergreen for two years to lubricate drill through Reeds Gap at the Nelson/Augusta border. The Service Authority Board voted unanimously to deny a rate increase for Dominion, effectively killing the deal. The Afton Tunnel project is moving forward again. Waynesboro has applied for a grant to develop to the west side of the tunnel. Albemarle: Rick Randolph reported that the County has again received an award from the National Association of Counties for its Information Technology program. This was the 15th year in a row and is a strong affirmation of Mike Culp s excellent work on behalf of the County. The County joined local efforts to memorialize John Henry James, who was lynched in the County in 1898. Albemarle County supervisors participated in the soil collection ceremony where James was lynched and also took part in the Civil Rights Pilgrimage to Montgomery, Alabama to deliver that soil to the Legacy Museum and National Memorial to Peace and Justice. Albemarle County is part of the interjurisdictional team preparing for the August 10-12 weekend. Negotiation with the City on the location of the courts has been suspended. The City is selecting a negotiating team and the process may re-start in the fall. Rick went to the state capitol with David Blount on Tuesday when the Senate Committee on Local Government considered 2 bills on impact fees. Albemarle s Broadband Authority is moving forward. The County has a Virginia Telecommunication Initiative (VATI) grant to work with CenturyLink to provide service to Greenwood. A third charrette was held for the Southwood redevelopment project. A meeting on Biscuit Run Park was held earlier in the day. There are some cultural perspective differences on layout design coming from the architect versus those coming from residents. Rick noted that the new UVA President Jim Ryan started the previous day and has made working with the community one of his priorities. Next Meeting: The next meeting is scheduled for September 6, 2018 in the Water Street Center. Adjournment: On a motion by Tony O Brien, the Commission meeting was adjourned. Q:\Administration\Commission\Commission Packets\PDC Packets FY19\September\3a TJPDC Draft Minutes 08-02-18.docx 5
$1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Net Quick Assets Target = $478,702 (5 months operating expenses) 12 Month Average Monthly Operating Expenses = $95,740 Current Assets Current Liabilities Current Net FINANCIAL DASHBOARD Through July 31, 2018 Net Quick Assets Jul 17 = $589,906 Aug 17 = $616,157 Sep 17 = $630,350 Oct 17 = $655,717 Nov 17 = $660,566 Dec 17 = $657,057 Jan 18 = $681,968 Feb 18 = $671,581 Mar 18 = $674,057 Apr 18 = $673,207 May 18 = $683,785 Jun 18 = $685,253 Jul 18 = $678,731 NET QUICK ASSETS are the highly liquid assets held by the agency, including cash, marketable securities and accounts receivable. Net quick assets (NQA) are calculated as current assets (cash + marketable securities + prepaid assets + accounts receivable) minus current liabilities of payables and deferred revenue. The target was revised to 5 months of operating expenses in FY18 (TJPDC costs minus pass-through and project contractual expenses), based on a rolling twelve-month average. The Commission has earmarked excess NQA above the target as the Capital Reserve Fund. TJPDC had 7.09 months of operating expenses at the end of the month. The rolling twelve-month average operating expenses changes only slightly from month to month, increasing from to $95,163 in June to $95,740 in July. The 3-month average of expenses is $97,700. Actual operating expenses for July were $97,458. Funds available for the Capital Reserve Fund are $200,029 (Actual NQA minus target NQA). $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Unrestricted Cash on Hand Target = $382,962 (4 months operating expenses) Concern Area = <$191,481 (2 months operating expenses) UNRESTRICTED CASH ON HAND consists of funds held in checking and money market accounts immediately available to TJPDC for expenses. Cash does not include pass-through deposits in transit. Total cash minus notes payable minus deferred revenue = Unrestricted Cash on Hand. Months of Unrestricted Cash divides unrestricted cash on hand by the agency s average monthly operating expenses to give the number of months of operation without any additional cash received. The end of month level of Unrestricted Cash on Hand of $479,853 represents 5.01 months of operating expenses.
$250,000 $200,000 $150,000 $100,000 $50,000 $0 -$50,000 Revenue Less Expenses Goal = $4,166 ($50,000 annually) Concern Area = 3 consecutive negative months Rev Exp Pass Thru Exp Total Exp Net Change FINANCIAL DASHBOARD Through July 31, 2018 Monthly Net Revenue Jul 17 = $9,520 Aug 17 = $23,413 Sep 17 = $13,250 Oct 17 = $22,812 Nov 17 = $3,488 Dec 17 = ($1,569) Jan 18 = $7,975 Feb 18 = $2,225 Mar 18 = $2,238 Apr 18 = ($704) May 18 = $10,579 Jun 18 = $7,830 Jul 18 = ($4,415) NET REVENUE is the surplus or shortfall resulting from monthly revenues minus expenses. The FY19 Operating Budget adopted in May 2018 projects a balanced budget for the year. There was shortfall for July of $4,415. This is largely due to holidays and annual leave taken in July, and an increase in administrative work related to the end of the fiscal year. NOTES 1. Target is a reasonable expectation that the TJPDC may reach this level to achieve our long range financial goals. A plan will be developed showing how these target goals are expected to be achieved through daily financial management practices. 2. Concern is a level where staff will immediately identify causes of the change in financial position, whether this is a special one-time circumstance caused by a financial action or whether a trend is emerging caused by one of more operational or financial circumstances and prepare a plan of action to correct or reverse the trend. 3. Back up documentation and details of this Financial Dashboard can be found in the monthly financial statements of balance sheet, income statement and cash position statement supplied to the TJPDC Commissioners. 4. The average monthly operating expense is a rolling twelve-month average of operating expenses (TJPDC costs minus pass-through and project contractual expenses). 5. TJPDC achieved its FY17 goal of exceeding $500,000 in Net Quick Assets before the end of the year. The Commission has earmarked some of TJPDC s reserves for a building or capital fund, tied to Net Quick Assets.
Thomas Jefferson Planning District Commission 8:07 AM Consolidated Profit and Loss 08/23/18 July 2018 Accrual Basis Jul 18 Budget Jul 18 YTD B... Annual Budget Ordinary Income/Expense Income 41100 Federal Funding Source 119,820 110,827 119,820 110,827 1,331,586 4120 State Funding Source 37,713 25,360 37,713 25,360 304,337 4130 Local Source 38,424 32,318 38,424 32,318 388,644 42000 Local Match Per Capita 12,903 12,909 12,903 12,909 154,910 4280 Interest Income 1,154 500 1,154 500 6,000 Total Income 210,015 181,915 210,015 181,915 2,185,477 Gross Profit 210,015 181,915 210,015 181,915 2,185,477 Expense 61000 Personnel 73,469 81,034 73,469 81,034 949,852 62391 Postage Expense 55 314 55 314 3,767 62392 Subscriptions, Publications 21 46 21 46 550 62393 Supplies 254 684 254 684 8,212 62394 Audit -Legal Expenses 0 0 0 0 16,500 6240 Advertising 832 1,224 832 1,224 15,510 62404 Meeting Expenses 1,757 929 1,757 929 11,149 62410 TJPDC Contractual 2,907 3,784 2,907 3,784 49,154 6281 Dues 799 765 799 765 9,180 62850 Insurance 306 275 306 275 3,300 62890 Printing/Copier 1,143 671 1,143 671 8,059 63200 Rent Expense 7,284 7,435 7,284 7,435 89,218 63210 Equipment/Data Use 3,940 2,386 3,940 2,386 27,063 63220 Telephone Expense 478 468 478 468 5,620 63300 Travel-Vehicle 1,268 1,237 1,268 1,237 15,553 6345 Janitorial Service 685 910 685 910 10,920 6390 Professional Development 2,263 1,406 2,263 1,406 14,696 Total Expense 97,458 103,568 97,458 103,568 1,238,303 Net Ordinary Income 112,557 78,347 112,557 78,347 947,174 Other Income/Expense Other Expense 83000 HOME Pass-Through 37,718 34,268 37,718 34,268 411,216 8399 Grants Contractual Services 79,254 44,663 79,254 44,663 535,958 Total Other Expense 116,972 78,931 116,972 78,931 947,174 Net Other Income (116,972) (78,931) (116,972) (78,931) (947,174) Net Income (4,415) (584) (4,415) (584) 0 Page 1
12:16 PM 08/23/18 Accrual Basis Thomas Jefferson Planning District Commission Balance Sheet Prev Year Comparison As of July 31, 2018 Jul 31, 18 Jul 31, 17 $ Change ASSETS Current Assets Checking/Savings 1100 Cash 568,931.69 490,025.67 78,906.02 1189 Capital Reserve 200,029.00 0.00 200,029.00 Total Checking/Savings 768,960.69 490,025.67 278,935.02 Accounts Receivable 1190 Receivable Grants 291,500.39 230,925.78 60,574.61 Total Accounts Receivable 291,500.39 230,925.78 60,574.61 Other Current Assets 1310 Prepaid Rent 1,041.67 1,041.67 0.00 1330 Prepaid Insurance 4,807.91 4,485.50 322.41 1360 Prepaid Other 9,526.87 6,210.58 3,316.29 Total Other Current Assets 15,376.45 11,737.75 3,638.70 Total Current Assets 1,075,837.53 732,689.20 343,148.33 Fixed Assets 1400 Office furniture and Equipment 111,737.79 111,737.79 0.00 1410 Server 11,384.00 11,384.00 0.00 1499 Accumulated Depreciation -118,075.66-109,837.42-8,238.24 Total Fixed Assets 5,046.13 13,284.37-8,238.24 TOTAL ASSETS 1,080,883.66 745,973.57 334,910.09 LIABILITIES & EQUITY Liabilities Current Liabilities Accounts Payable 2100 Accounts Payable-General 104,191.74 6,345.45 97,846.29 Total Accounts Payable 104,191.74 6,345.45 97,846.29 Credit Cards 2155 Accounts Payable Credit Card 3,806.89 1,662.72 2,144.17 Total Credit Cards 3,806.89 1,662.72 2,144.17 Other Current Liabilities 2150 Accounts Payable Grants 0.00 0.00 0.00 2160 Accounts Payable Payroll 0.00 720.00-720.00 2468 401A VRS Contribution 0.00 3,829.75-3,829.75 2800 Deferred Revenue 289,107.90 130,193.08 158,914.82 Total Other Current Liabilities 289,107.90 134,742.83 154,365.07 Total Current Liabilities 397,106.53 142,751.00 254,355.53 Long Term Liabilities 2200 Leave Payable 42,123.14 47,065.99-4,942.85 Total Long Term Liabilities 42,123.14 47,065.99-4,942.85 Total Liabilities 439,229.67 189,816.99 249,412.68 Equity 3000 General Operating Fund 443,002.71 542,032.24-99,029.53 3100 Restricted Capital Reserve 200,029.00 0.00 200,029.00 3600 Net Investment in Fixed Assets 3,036.90 4,438.50-1,401.60 Net Income -4,414.62 9,685.84-14,100.46 Total Equity 641,653.99 556,156.58 85,497.41 TOTAL LIABILITIES & EQUITY 1,080,883.66 745,973.57 334,910.09 Page 1 of 1
Accrued Revenue by Grant or Contract For Year Ending June 30, 2019 Grant or Contract GRANT- CONTRACT START DATE GRANT- CONTRACT END DATE GRANT- CONTRACT TOTAL JULY FY19 AUG FY18 SEPT FY18 OCT FY18 YEAR TO DATE FY19 PREVIOUS YEARS BUDGETED AMOUNT FOR FY20 GRANT TO DATE GRANT- CONTRACT REMAINING FY19 MPO-FTA 07/01/18 06/30/19 93,551 6,937 6,937 6,937 86,614 MPO-PL 07/01/18 06/30/19 185,466 17,190 17,190 17,190 168,276 MPO-HYDRAULIC 03/01/17 06/30/19 60,000 5,197 5,197 53,065 58,262 1,738 HOME TJPDC 07/01/18 06/30/19 45,691 2,827 2,827 2,827 42,864 HOME PASS-THROUGH 07/01/18 06/30/19 411,216 37,718 37,718 37,718 373,498 HOUSING HPG 07/01/18 09/30/18 8,150 1,201 1,201 1,201 6,949 HPG PASS-THROUGH 07/01/18 09/30/18 46,188 0 0 0 46,188 STATE SUPPORT TO PDC 07/01/18 06/30/19 75,971 6,330 6,330 6,330 69,641 CLEAN COMMUTE DAY 07/01/18 06/30/19 825 0 0 825 RIDESHARE 07/01/18 06/30/19 174,073 12,201 12,201 12,201 161,872 RURAL TRANSPORTATION 07/01/18 06/30/19 58,000 1,399 1,399 1,399 56,601 CACF GREENWAYS GRANT 07/01/18 06/30/19 35,284 2,302 2,302 22,875 25,177 10,107 CHERRY AVE 08/30/17 11/30/18 127,134 8,302 8,302 65,926 74,228 52,906 TJPDC CORPORATION 07/01/18 06/30/18 333 333 333 333 0 LEGISLATIVE LIAISON 07/01/18 06/30/18 99,942 7,904 7,904 7,904 92,038 VAPDC-ED 07/01/18 06/30/19 50,000 854 854 854 49,146 SOLID WASTE 07/01/18 06/30/19 10,500 0 0 0 10,500 RIVANNA RIVER CORRIDOR Ph 2 07/01/18 06/30/19 50,000 0 0 0 50,000 RRBC 07/01/18 06/30/19 2,110 182 182 182 1,928 RRBC PASS-THROUGH 07/01/18 06/30/19 8,340 0 0 0 8,340 WIP PHASE III 07/01/18 12/31/18 50,000 4,312 4,312 4,312 45,688 COLUMBIA- HMPG 02/29/16 07/31/18 42,000 1,327 1,327 31,129 1,327 32,456 0 VDEM PASS-THROUGH 02/29/16 07/31/18 157,500 71,820 71,820 75,130 146,950 0 TJCLT 10/19/17 10/19/19 49,652 21 21 21 49,631 MEMBER PER CAPITA 07/01/18 06/30/19 154,910 12,909 12,909 12,909 142,001 WATER STREET CENTER 07/01/18 06/30/19 1,125 1,125 1,125 1,125 0 OFFICE LEASES - RENT 07/01/18 06/30/19 10,200 250 250 250 9,950 OFFICE LEASES - DIRECT COSTS 07/01/18 06/30/19 0 0 0 STANARDSVILLE TAP 04/06/15 10/01/19 25,500 184 184 11,146 11,330 14,170 ALBEMARLE CTY PLAN REVIEW 07/01/18 06/30/19 33,167 3,168 3,168 3,168 29,999 ALB COUNTY PILOT INVENTORY 01/12/18 07/31/18 20,000 2,413 2,413 14,246 16,659 3,341 5TH STREET TAP 11/16/16 10/01/20 56,000 104 104 7,821 7,925 48,075 5th STREET TAP Pass Through 11/16/16 10/01/20 543,880 356 356 40,430 40,786 503,094 BANK INTEREST 07/01/18 06/30/19 6,000 1,154 1,154 1,154 4,846 TOTAL 2,692,708 210,020 0 0 0 210,020 321,768 1,327 531,788 2,140,826 Pass-through funds $931,945 Op Expenses 12 month average $95,740 Contract funds 3 month average $97,700 TJPDC Available Funds $1,208,881 last month $97,458 Available funds per month $109,898.26
Regional Housing Partnership (RHP) OPERATIONAL FRAMEWORK Thomas Jefferson Planning District Commission AUGUST 2018
RHP Overview In the Spring of 2017, the Commissioners of the Thomas Jefferson Planning District Commission (TJPDC) identified that housing was a focus in several localities within the planning district. The Commission determined that housing should also be considered as a regional issue. The Commission saw several opportunities for improving the communication, coordination, and collaboration between both the six localities and the multiple sectors involved in providing housing solutions; the private, public, nonprofit, and citizen sectors. In January 2018, the commission hired a part-time Housing Coordinator to help facilitate, convene, and coordinate housing initiatives in the region. In April of 2018, the TJPDC partnered with the Charlottesville chapter of Urban Land Institute to host seven affordable housing informational sessions during the Tom Tom Founders Festival s Hometown Summit in Charlottesville. The purpose of the sessions was to hear from service providers, elected officials, resident advocates, and experts in the private and public housing sector on the six steps to develop affordable housing: needs assessment, community engagement, policy, design, finance, and development. Nearly 50 panelists focused on developing and implementing effective strategies to address the local housing challenges. During the Charlottesville Action Forum of the event, there was support for a Regional Housing Partnership, similar to the TJPDC s Regional Transit Partnership. The following document defines a draft operational framework of the Regional Housing Partnership (RHP) Advisory Board. This framework is a starting point from which to build and is intended to be revised as necessary. Purpose: The Regional Housing Partnership (RHP) is an advisory board, created by the Thomas Jefferson Planning District Commission, in partnership with multi-sector stakeholders related to housing. Composed of an overarching consortium of housing interests, the Partnership will enhance regional coordination and effectiveness. There are ten main goals of the Partnership, including: A. Establish Strong Communication Between Localities: The Partnership will provide a venue for all six localities and beyond, to exchange information and address housing-related matters in the region. B. Facilitate and Convene Multi-Sector Stakeholder Meetings: The Partnership will allow the public (government), private (developers, builders, designers, financial institutions), nonprofit (housing service providers), and citizen (resident and advocate) sectors to come together to discuss needs, opportunities, and solutions to housing in the region. C. Engage Citizens and Residents: Emphasis will be placed on engaging citizens and residents in an authentic manner as critical stakeholders in the housing partnership. D. Develop a Regional Definition of Affordable Housing: The Partnership will provide a longneeded, agreed-upon definition of the different levels of housing affordability that can be used throughout the region. E. Coordinate a Regional Needs-Assessment: Subject to funding, the Partnership will coordinate and contract with an independent consultant who will conduct a thorough housing needsassessment for the region.
F. Provide Educational Summits: The Partnership will identify education gaps, that if filled, would promote the creation of a range of housing types, prices, and rents to foster culturally and economically diverse neighborhoods. Educational summits will be used to deliver information from experts in the identified areas of weakness. G. Identify Strategies and Models to Increase the Housing Stock: The Partnership will research strategies and models used in other regions that have successfully addressed specific housing needs. The Partnership will then assemble decision-makers and stakeholders to identify opportunities to implement new strategies and models in the region. H. Establish Regional Housing Vision and Goals: The Partnership will allow multiple sectors to work together to craft a regional housing vision and goals. I. Ensure Affordable Housing Elements in Locality s Comprehensive Plans: The Partnership will ensure that each locality has the data that they need to include the required affordable housing element into their Comprehensive Plans. J. Coordinate Directly and Indirectly Affected Planning Activities: Coordinate consideration of housing needs and activities to be included in other local and regional planning activities of land use, economic development, environment, and transportation. There are six main objectives of the RHP: 1. Further the Relationship Between Localities: Trust is essential in engaging multiple localities in a coordinated housing vision. The Partnership will help the region build relationships and momentum for successes related to housing. 2. Address Unmet Housing Needs: The Partnership will utilize the regional housing needs assessment report to identify strategies and models that will help address the unmet housing needs in the region. 3. Connect Housing Efforts to Transportation and Workforce Development: The Partnership will attempt to embed transportation and workforce development-based solutions into the creation of housing strategies for the region. Emphasizing transportation costs within the affordable housing conversation highlights the benefit of location-efficient places as more livable and affordable for residents. 4. Preserve Housing Affordability: Price appreciation continues for homes that are for sale and for rent in Charlottesville and Albemarle. The Partnership will identify strategies to preserve homes that are currently affordable. 5. Create a Formal Means for Sharing Information: The Partnership will create a formal mechanism for exchanging information between housing sectors, localities, citizens, resident advocates, and other stakeholders.
6. Integrate Housing into Other Decision-Making: The Partnership will advocate for the consideration that housing receive increased consideration in regional and local planning efforts. Function: The RHP will be an advisory board that generates research on housing-related issues and makes recommendations to localities. The Partnership will address the housing needs of the Thomas Jefferson Planning District s region, with a focus on housing production, diversity, accessibility, cost, location, design, and increasing stability for the region s residents. TJPDC staff on behalf of the RHP will: Provide a meeting space and coordination; Take meeting minutes; Prepare meeting packets; Coordinate studies and analysis for Partnership consideration; Develop and gather data and report on a 2-year basis, local and regional housing performance measures Facilitate continued communication, cooperation, and coordination on housing matters; and, Forward all recommendations to RHP members, member organizations, and other appropriate entities. Each locality will maintain its existing structure for addressing housing-related issues. The RHP partnership will focus on macro-related issues, such as housing policies and coordination between stakeholders. Funding: As this is a regional housing effort, the TJPDC will staff the RHP with a half-time staff member from its local per capita funds. While convening, facilitating, compiling materials, drafting, organizing, and reporting is covered by the TJPDC staff member, additional studies and special project development will require additional or alternate funding sources. Composition: The composition of the RHP includes stakeholders from the public, private, nonprofit, and citizen sectors in the City of Charlottesville, Albemarle County, Greene County, Nelson County, Fluvanna County, and Louisa County. The composition may change with time as the Partners meet and identify other relevant stakeholders. Initially, the RHP will include one representative from each organization unless noted otherwise. The roster includes voting and advisory Members. Voting Members shall be appointed for one-year terms until official term and replacement criteria are identified in approved by-laws.
Members Voting Members: Voting Membership includes the following 20 members: City of Charlottesville Elected or Planning Commission Official (1) Albemarle County Elected or Planning Commission Official (1) Fluvanna County Elected or Planning Commission Official (1) Greene County Elected or Planning Commission Official (1) Louisa County Elected or Planning Commission Official (1) Nelson County Elected or Planning Commission Official (1) TJPDC Appointed Non-Profit Housing Representatives (3) TJPDC Appointed Builder Representative (1) TJPDC Appointed Developer Representative (1) TJPDC Appointed Financial Lender Representative (1) TJPDC Appointed Design Professional Representative (1) TJPDC Appointed Citizen/Resident Representative (Urban) (1) TJPDC Appointed Citizen/Resident Representative (Rural) (1) University of Virginia (UVA) (1) Thomas Jefferson Planning District Commission Commissioner (1) Rural Nonprofit (Non-CHAACH) Representative (Nelson Community Development Corporation, Fluvanna/Louisa Housing Foundation, Skyline Community Action Partnership) Appointed by TJPDC (1) Workforce Investment Board (WIB) Chair (1) Regional Transit Partnership (RTP) Chair (1) RHP member may appoint an alternate to serve in their absence. Advisory Members Advisory Groups: There is a pool of stakeholders that will have an advisory role on the Partnership. In order to build relationships and facilitate meaningful coordination between the Partnership and the advisory groups, a plan will be developed for a member of the Partnership to attend periodic meetings of the advisory groups. The Partnership may revise this list of Advisory Group members as needed. Urban Land Institute (ULI) Charlottesville Area Development Round Table (CADRe) Charlottesville Area Association of Realtors (CAAR) Charlottesville/Albemarle Affordable Housing Coalition (CHAAHC) Charlottesville Low Income Housing Coalition (CLIHC) Public Housing Association of Residents (PHAR) Legal Aid Justice Center (LAJC) Blue Ridge Home Builder s Association (BRHBA) Charlottesville Housing Advisory Committee (HAC) Housing Directors Planning and Coordination Council (PACC) Nelson Interagency Council
Louisa Interagency Council Fluvanna County Interagency Council Greene County Interagency Council Charlottesville Area Transit (CAT) JAUNT Greene Transit Virginia Housing Development Authority Stakeholders: In addition to the voting Partners and Advisory Groups, there is an even larger pool of stakeholders that will intermittently engage with the Partnership and participate in twice-annual summits and discussions around regional housing issues. This list is not intended to be exhaustive as the Partnership will likely revise and add to this list as needed. Public Sector: Charlottesville City Staff Albemarle County Staff Fluvanna County Staff Greene County Staff Nelson County Staff Louisa County Staff Charlottesville Redevelopment and Housing Authority (CRHA) Charlottesville Land Bank Representative Private Sector: Financial Institution Representative University of Virginia (UVA) - Housing University of Virginia (UVA) - Real Estate University of Virginia (UVA) - Foundation Piedmont Virginia Community College (PVCC) Community Self-Sufficiency Nonprofit Sector: Habitat for Humanity of Greater Charlottesville (Habitat) Piedmont Housing Alliance (PHA) Thomas Jefferson Community Land Trust (TJCLT) Albemarle Housing Improvement Program (AHIP) Building Goodness Foundation (BGF) Nelson County Community Development Foundation (NCCDF) Fluvanna/Louisa Housing Foundation (F/L HF) Skyline Community Action Partnership (Skyline CAP) Charlottesville Area Alliance Citizen Sector: Citizen Representatives Rural areas Citizen Representatives Urban areas
Organizational Structure: The RHP would consist of an Advisory Board that includes all voting members as listed and as revised by the Partnership. The voting members will at their initial meeting and then annually, at their Annual Meeting, elect an Executive Committee and a Chairperson and Vice-Chair to advise TJPDC staff and housing stakeholders on ongoing programs, projects, and issues. The Executive Committee will include representatives from the following RHP membership: One elected official One affordable housing resident One Non-Profit Service Provider One Private Sector Service Provider One University of Virginia Representative One Rural Non-profit Service Provider One TJPDC Commission Representative The Executive Committee will make recommendations to TJPDC staff and to the RHP membership. Meeting schedule: The RHP will meet no less than twice per year. When possible, the meetings will be held in conjunction with the two Regional Housing Summits. Initially, the RHP will meet quarterly until bylaws, a schedule of meetings, and a work plan are established. The RHP Executive Committee will have regular meetings every other month: September November January March May July The Partnership may alter the regular meeting schedule or hold special meetings as approved by the chair of the Partnership. All Partnership meetings and advisory committees of the Partnership will be held as public meetings following Virginia Code of Law 2.2-3707.
Deliverables/Strategies: In addition to recommendations, the RHP would be responsible for supplemental housing products and deliverables. These deliverables would be focused on ensuring continued communication, coordination, and collaboration. Documents and responsibilities include: RHP Mission, Vision, and Goals: This advisory board may develop a refined mission statement, vision, and goals. Set the Work Scope and Budget: The Partners will be responsible for synthesizing feedback from the Advisory Groups to form a scope of work and annual budget for the RHP. Develop a Regional Definition for Affordable Housing: The RHP would review existing working definitions of affordable housing, and draft a formal, mutually agreed upon definition. The initial and primary task would be to create a common vocabulary that could be used throughout the region when assessing and analyzing housing needs in the region. Assign Working Committees (as needed): Should a focus group need to be formed, the Partnership or Executive Committee would be responsible for creating working committees and assigning members to the committees. The working committees would function as technical support groups with a stated purpose and goals. Coordinate a Regional Housing Needs Assessment: The RHP would review existing Housing Needs studies in Charlottesville and the region, and draft, if necessary, formal contracts and agreements with independent consultants, to conduct a regional housing needs assessment (subject to funding). The TJPDC would be the contracting agency for all agreements. Attend Meetings of the RHP Advisory Groups: An RHP partner will participate in periodic meetings of the advisory groups, as appropriate. The purpose of this attendance is to build relationships and open the lines of communication between the Partnership and the Advisory Groups. Request Periodic Agenda Items at Advisory Group Meetings: The RHP partners will request that the RHP be permitted to occupy an agenda item on the agendas of periodic Advisory Group meeting agendas. This will ensure that time is allocated in the meetings for open communication between the RHP partners and Advisory groups. Keep Communication Open: The RHP will strive to make communication open and timely to facilitate strong collaboration between all stakeholders. Coordinate Regional Housing Summits: The Partnership would work to identify educational topics of interest to design and implement housing summits on a given housing-related topic, no less than twice a year. Produce Annual Reporting: The Partnership would develop a means to report on housingrelated topics annually to all stakeholders.
Integrate Housing into Decision-Making: The RHP would work to integrate housing considerations into planning efforts around the region. The Partnership would make recommendations to local planning efforts and projects. Provide periodic reporting to TJPDC Commission: Provide no less than twice a year reports of progress to the TJPDC Commission. Timeline: As there are immediate needs with identifying housing strategies that will best meet the unmet housing needs, the RHP will be established as soon as possible. The following timeline sets an outline for establishing the RHP and resolving pending concerns, while planning for future opportunities. Task 1: Approval of Concept -COMPLETED February 2017 The Thomas Jefferson Planning District Commission s board met in early 2017 and identified the need for a Regional Housing body to research and provide recommendations on housing strategies for the region. Task 2: Develop FY2018 RHP Budget - COMPLETED August 2017 The Thomas Jefferson Planning District Commission approved a half-time staff member from its local per capita funds. Task 3: Identification of and Partnership Building with Housing Agencies - COMPLETED September-December 2017 Task 4: Develop Roundtable of Stakeholders - COMPLETED September-December 2017 Three stakeholder meetings were held November 20, 2017, December 7, 2017 and December 20, 2017 to solicit input and ideas from relevant stakeholders. Overall themes focused on the need for a common definition of the levels of affordable housing and the production of more affordable housing. Recommendations were made that efforts should be facilitated through the PDC. Task 5: Hire of Housing Coordinator - COMPLETED February 2018 A half-time Housing Coordinator was hired February 1, 2018. The staff member will convene, facilitate, compile materials, and organize, draft, and report findings to the Partnership and relevant stakeholders. Additional studies and special project development will require additional or alternate funding sources. Task 6: Convene Steering Committee -COMPLETED February 2018 An RHP Steering Committee was held Feb 27, 2018. Overall themes focused on the urgency of the need for a regional housing partnership to educate and coordinate efforts between sectors and localities.
Task 7: Participate in Tom Tom Hometown Summit Housing Sessions COMPLETED April 2018 The PDC, in partnership with the Charlottesville chapter of the Urban Land Institute, participated in 7 affordable housing sessions. The sessions were housed at the PDC and facilitated by various moderators in the housing sectors. Task 8: Formalize Structure and Framework -IN PROGRESS February - September 2018 The Housing Coordinator will draft the RHP Organizational Framework. The framework will serve as a draft of the Goals, Objectives, and tasks that the Partnership will adopt. Framework approval September, 2019 TJPDC & Member Appointment of Representatives October, 2019 RHP First Member Meeting November, 2018 RHP Executive Committee Meeting January, 2019 Task 9: Coordinate Regional Housing Needs Assessment -IN PROGRESS September 2018 June 2019 The Partnership will work to obtain funding for an independent consultant to perform a regional housing needs assessment and regional/local strategy recommendations. Results of the assessment will be shared with the partnership and with all localities. Results of the assessment will drive regional goal setting and planning related to housing. A proposal is currently under consideration for funding and approval. Once funding is in place, the RHP will act as the Steering Committee for Scope of Work development and project implementation. Task 10: RHP Operational Framework Introduction COMPLETED May 2018 The Operational Framework will be introduced to the Thomas Jefferson Planning District Commissioners during their regularly scheduled Board meeting on May 3, 2018. Task 11: Solicit Feedback on Operational Framework from the Steering Committee - COMPLETED May 2018 The Housing Coordinator will forward the RHP Operational Framework to Steering Committee members for review and feedback. Feedback will be directed to Chip Boyles. Task 12: Prepare VHDA Application for Funds - COMPLETED May-July 2018 The VHDA has expressed interest in partnering with the Regional Housing Partnership to develop the regional housing study and a dashboard that can be used to report out on local and regional metrics related to housing. The RHP will prepare an application to seek VHDA financial support. Task 13: RHP Operational Framework Approval IN PROGRESS September 2018 The Operational Framework will be approved by the Thomas Jefferson Planning District Commissioners during their regularly scheduled Board meeting on September 6, 2018.
Task 14: Develop FY2020 RHP By-laws and Budget January-March 2019 The Partnership will develop a budget for FY2020. Task 15: Organize and Implement Educational Regional Housing Summits Fall 2018-Spring 2019 In cooperation with the City of Charlottesville, the RHP will coordinate two summits per year with a combined Charlottesville and Regional housing focus. Task 16: Develop and Produce Local/Regional Template for Reporting Housing Metrics 2019 After the Regional Housing Plan is developed, data will be used to establish current conditions and future housing goals. Templates for each jurisdiction will be established for uniform reporting. Task 17: Develop Annual/Bi-Annual Monitoring and Reporting of Established Regional Housing Metrics 2020 A monitoring and reporting protocol will be developed to provide a public reporting measure of housing status every two years.
Strategic Plan FY 2019-23 Adopted September 6, 2018
Table of Contents Executive Director s Message... 1 Introduction... 4 Outreach Process... 6 Priority Program Areas... 9 Recommendations... 12 Priority Actions... 13 Conclusion... 14
Executive Director s Message The Thomas Jefferson Planning District Commission (TJPDC) as founded in July, 1972, continues to successfully advance its primary mission of service to our local governments by providing regional vision, collaborative leadership and professional service to develop effective solutions. The TJPDC is one of 22 Planning District Commissions created by the Virginia General Assembly in 1969 (currently 21). The purpose of Planning District Commissions, by legislation, is to encourage and facilitate regional solutions to problems of area-wide significance. Since its founding, the TJPDC has played an important role in the region. TJPDC has been responsible for identifying the need for new organizations and services, such as regional rural transit (JAUNT), regional economic development (CVPED), and services for senior adults (JABA). TJPDC has also taken the lead in a number of major regional initiatives such as the Thomas Jefferson Study to Preserve and Assess the Regional Environment (TJSPARE) and associated Sustainability Accords; the Rivanna River Roundtable that led to the formation of the Rivanna River Basin Commission; the Thomas Jefferson HOME Consortium to obtain housing assistance funds for low and moderate income residents; and the Eastern Planning Initiative, a comprehensive effort for regional land use and transportation coordination in the eastern portions of the region. In addition to those efforts, TJPDC has long provided important services to local governments including the development of comprehensive plans; downtown, small area, and corridor plans; transportation planning assistance through the MPO and rural transportation planning program; as well as planning tools for special populations, including seniors and people with disabilities. The Thomas Jefferson Planning District Commission serves Planning District 10 of the Commonwealth, consisting of the Counties of Albemarle, Fluvanna, Greene, Louisa and Nelson and the City of Charlottesville. Represented under their governing counties include the Towns of Louisa, Mineral, Scottsville and Stanardsville. While each of these communities have a unique character, history and development goals, they also have many shared concerns and visions. This Strategic Planning process and the Mission and Vision Statement adopted by the Commission sets the expectations and priorities for the TJPDC to assist in meeting the individual and collective goals of our member governments. The process provides an opportunity to improve the organization and its operations and refocus and redefine the value of the TJPDC to our member agencies. This Organizational Strategic Plan is intended solely for identifying the direction and program priorities of the Thomas Jefferson Planning District Commission. 1
While there have been regional efforts and accomplishments supported by the TJPDC over its history, the region s local governments have traditionally thought of the TJPDC as a technical assistance, transportation planning and grant research/writing organization. The TJPDC s local governments have not generally seen themselves as the owners of the TJPDC. If the TJPDC is to maximize its effectiveness, relevance and support to the region s local governments and to the region as a whole, it must have its owners (local governments) fully engaged and using it as the place where the region s public and private leadership comes together to address the opportunities, challenges and issues that are regional in scope. In May, 2018, this Strategic Planning process was initiated with a presentation to the Commission of a process and timeline for updating the plan. An online survey was created and distributed to over 60 regional stakeholders, with 30 responses having been received from this diverse group. The TJPDC Commissioners met on June 7, 2018, to review survey responses and to discuss and prioritize goals and strategies. The TJPDC s Mission Statement, Vision Statement, and Core Values were reaffirmed. The draft recommendations were shared with elected and appointed officials throughout the local governments of the region. The TJPDC Commission had final revisions and approval of the updated, revised Strategic Plan on September 6, 2018. At the Commission s June 7 th review, the Commission recommended that the TJPDC s priority is to provide Comprehensive Consideration of all planning elements including geographic and interdisciplinary relations during program development. That is, adjoining jurisdictions and regions should be considered when individual planning efforts are undertaken; and, housing data should be considered when planning economic development activities; or transportation should be considered in housing studies; etc., etc. It is the TJPDC s role to bring directly and indirectly affected criteria into consideration for multi-jurisdictional and regional impact. The Strategic Plan developed through this process, and contained in the pages that follow, will serve as a guidepost for the organization for the next five years and will assist in ensuring the organization s resources are aligned with the policy direction. The Plan establishes a strong roadmap yet is flexible enough to guide the organization through unforeseen challenges and opportunities. It is a living document that is intended to be revisited regularly as we conduct our day to day activities for Planning District 10. To continue to build upon its history of success, the TJPDC will need to be increasingly responsive to ALL of its member agencies and community partners and provide relevant, collaborative leadership to address issues of regional significance. Creativity, efficiency, new partnerships and flexibility will be hallmarks of success in the future. The TJPDC is poised to be the intersection for ideas, people and action for all things regional in our collective communities. 2
On behalf of the TJPDC, we appreciate the Commission s support of the Strategic Planning process and in particular those members, agencies and partners that shared their time and expertise and provided thoughtful guidance. I especially thank all of the staff of the TJPDC for their dedication and creativity toward this process. Respectfully submitted, Thomas Jefferson Planning District Commission Charles P. Boyles, II Executive Director September 6, 2018 3
Introduction Purpose of the Plan The Thomas Jefferson Planning District Commission periodically engages in a strategic planning effort to prioritize its activities in a manner that is consistent with its mission. This strategic plan identifies goals and objectives that guide the development of the TJPDC s work plan and budget. This document is intended to serve as the TJPDC s Strategic Plan for FY 2019 to FY 2023 by defining and identifying the following: o Broad program areas where the TJPDC will focus its efforts over this fiveyear period o Specific issue areas within each of these program areas o Intersections of program areas that are interdependent upon each other o Measurable outcomes of programs and strategies Development of the Plan The TJPDC began the Strategic Planning process in May, 2018, followed by a strategic planning session on June 7, 2018. Commissioners provided direction on the TJPDC s mission statement and major program areas. The mission statement, core values and program areas were then affirmed at the September 6, 2018, Commission Meeting. MISSION The Thomas Jefferson Planning District Commission serves our local governments by providing regional vision, collaborative leadership and professional service to develop effective solutions. Regional Vision: TJPDC facilitates the creation of a shared vision by bringing the six member governments and their towns together to understand the contribution of each to the region and the role each will play in serving the region s needs. Collaborative Leadership: TJPDC leads the development of solutions for the region s issues by helping member governments identify the critical issues facing the region and find collaborative approaches to address those issues. Professional Service: TJPDC serves our members by providing cost effective, high quality technical assistance that focuses on their most important issues. 4
CORE VALUES Professionalism - Integrity - Accountability - Mutual Respect - Transparency - Equity REGIONAL VISION Members create a shared vision by bringing the six member governments and their towns together to understand the contribution of each to the region and the role each will play in meeting the region s needs. ORGANIZATIONAL VISION TJPDC s vision is to be the intersection of ideas, partnerships and support creating a cohesive regional community. Outreach Process The Strategic Plan process was intended to be an inclusive process that engaged all member localities. The TJPDC received input from local policymakers, staff, stakeholders, and partner agencies. The TJPDC s Commissioners and member governments refined the broad policy goals and identified potential partners based on input and strategic discussions. 5
Strategic Process Staff Make Recommendations on Strategies, Partners & Actions and Implement Plans Member Governments & Stakeholders Identify Issues, Define Actions & Make Recommendations to the TJPDC TJPDC Commissioners Define Policy Areas, Approve Strategic Plan & Allocate Resources 6
Transportation Regional Planning & Convening Economic Development Planning Housing Legislative Services Broadband Based on the TJPDC s mission, the strategic plan identifies six major program areas where the TJPDC should focus its efforts: Transportation Legislative Services Economic Development Planning The mission of the Thomas Jefferson Planning District Commission is to serve our local governments by providing regional vision, collaborative leadership and professional service to develop effective solutions. Regional Planning & Convening Broadband Housing From these six major program areas, specific issues to address were identified and are noted below. Input from the Commission, member governments and stakeholders shaped the focus for the organization s efforts and plan of action. MPO Rural Rideshare BIke/Ped Regional Transit Autonomous Travel Small Area Plans Regional Innovative Planning Regional Innovation Assessments Environment of Land, Water & Air Local Technical Support CVPED Partnership Comprehensive Economic Development Strategy GO Virginia Local & Regional Business Partner Relationships UVA & PVCC Coordination HOME Consortium Affordable Housing Regional Housing Partnership Liaison Services Legislative Program Legislative Forum Communications Mayor & Chairs Statewide Partnerships Local and Regional Meetings Partnerships Regional Technical Assistance Education and Promotion GIS/Mapping On-call Consultants 7
The TJPDC Commissioners identified during the planning process that the Commission and its staff are in a unique regional and stakeholder centric position, and that the TJPDC should prioritize the INTERSECTION of codependent priority areas for comprehensive planning actions and solution implementation. For example, local housing needs influence supply and demand in the region; housing activity is influenced by transportation and job access; economic development is heavily dependent upon transportation, housing, education, the environment, communication and other regional infrastructure. The TJPDC is central to many of these issues and forges partnerships with decision-makers to provide comprehensive facilitation, convening, research and planning to promote regionally unified solutions to our area s needs. Legislative Services Economic Development Planning Transportation Planning & Implementation Intersectional Planning & Convening Housing Planning, Convening, Facilitating Regional Planning Broadband Education 8
Priority Program Areas Transportation o Metropolitan Planning Organization (MPO) o Long Range Transportation Plan (LRTP) o State Transportation Improvement Program (STIP) Maintenance o Long-Term Solutions for Route 29 o Smart Scale Identification & Implementation o Transportation Academy o Inter-regional MPO Partnerships o Rural Transportation Program o Rural Long-Range Plan o Local Corridor & Safety Studies o Smart Scale Identification & Implementation o Rideshare o Transportation Demand Management Plan o Park and Ride/Vanpools o Connectivity with Augusta County o Bike / Ped o Jefferson Area Bike & Pedestrian Plan o TJPDC Regional Cycling Program o Regional Greenways Program o Regional Coordinated Plans o Bi-annual VDOT TAP Grants o Innovative Program Development o Public Transit o Regional Transit Partnership o Connectivity with Adjoining Jurisdictions 9
Regional Planning & Convening o Small Area Plans o Rivanna Corridor Planning o Local Contracted Planning o Regional Innovative Planning o Convening timely topics o Best Practices o Regional Innovation Assessments o Quality of Life Analysis & Report Pursue funding and implementing a Local Community & Regional Quality of Life Assessment and Report and repeat every two to three years in a joint effort with key stakeholders. o Regional Environmental Rivanna River Basin Commission Watershed Implementation Plans o Solid Waste Management Plan o Hazard Mitigation Plan o Environmental Resiliency Planning & Education o Local Technical Support o Contractual services to local governments o Contractual grant writing o Contractual grant administration / management o Policy & Ordinance Drafting o GIS / Mapping o Data Analysis o Data Sharing o On-call Consultants o Identify needed services o On-call contracts with vendors o Utilize for TJPDC services as-needed 10
Economic Development Planning o CVPED Partnership o Board Representation o Comprehensive Economic Development Strategy (CEDS) o EDA Funding Application o Regional Plan Development o Annual Review and Update o GO Virginia o Region 9 Council Representation o Local and Regional Business Partner Relationships o UVA and PVCC Coordination Housing o HOME Consortium o Consolidated Plan/Action Plan o Impediments to Fair Housing Choice o Housing Preservation o Regional Housing Partner Relationships o Regional Housing Partnership o Regional Housing Study/Needs Assessment o Regional Housing Summits & Action Implementation o Contractual services with TJCLT & Others o Partnerships with private, non-profit and public housing stakeholders Legislative Services LEGISLATIVE SERVICES o Liaison Services o Local requests for state legislation o Local assistance, research and advocacy o State Organization assistance and contractual services o Legislative Program o Regional priorities and issues of local interest 11
o Meetings with local governing bodies o Legislative Forum o Presentation of regional legislative priorities o Discussion topic of regional/legislative interest o Communications o Legislative Newsletters o General Assembly summary o Mayor & Chairs/CAOs o Quarterly meeting coordination Broadband o Local and Regional Meetings o Legislative o Stakeholder o Local Broadband Authorities o Partnerships o Central Virginia Electric Cooperative (CVEC) & Other Co-ops o Local Broadband Authorities o Regional Technical Assistance o CVEC o Research/guidance o Status updates o Regional Authority discussion o Education and Promotion o Regional Workshops o Regional Presentations o Best Practices Recommendations Equally serve all members, towns and key regional stakeholders Serve as convener of regional topics Identify and address key regional issues Consider broader implications of ALL activities It is important that local governments, including elected officials and chief executive officers, understand and embrace ownership and use the TJPDC to support the region in 12
facing its opportunities and challenges. It is important for the staff and Commissioners of the TJPDC to get out into the region, tell the story of the organization, describe what it has done, and highlight the resources it provides to promote regional and individual assistance. Regularly scheduled information/work sessions should be held with the appropriate TJPDC staff and local government staff such as planners, public work directors, GIS, parks/recreation, and others. The TJPDC should act as the INTERSECTION of ideas, people and action bringing together people and ideas from ALL segments of the region to solve community issues. Priority Actions Initiate discussions with local governments and key stakeholders such as the Regional Chamber of Commerce, United Way, Charlottesville Area Community Foundation, Central Virginia Economic Development Partnership and others to fund and create a biennial Quality of Life Dashboard for our area. This report would identify and monitor key community metrics, serving as a performance guide to residents, leaders, businesses and visitors. Develop a scope of work to fund and create a Comprehensive Economic Development Strategies Plan. Solidify office plans prior to August, 2020 lease expiration. Creation and implementation of a Regional Housing Partnership Regional Housing Program & Assessment & Strategies Assistance to Regional Utility Cooperatives to expand Broadband availability Identification of local projects for member jurisdictions Identification of regional efforts for longer term development Rivanna River Corridor Assessment & Plan MPO Long Range Transportation Plan MPO and Rural Smart Scale Funding Program Continued growing of Capital Reserve account for future building needs 13
Conclusion By updating its strategic plan, the TJPDC has shown its recognition that new ideas, partnerships and supportive assistance are key to its future success. The challenge lies in ensuring continuous improvement, understanding that review and revision of strategic planning documents, including the mission and vision statements, is a vital component of the strategic planning process. Policy makers and staff need to continue the dialogue begun with members, member staff and stakeholders, in order to ensure that their needs and concerns are being addressed. This plan aims largely to be a broad and flexible document that provides longer-term program direction. We anticipate that as new programs and initiatives are implemented, new weaknesses and threats will develop, as will new strengths and opportunities. It is important that member local governments, including elected officials and chief executive officers, understand and embrace ownership of the TJPDC and engage it to support the region in facing these opportunities and challenges. It also is important for staff and Commissioners to promote the resources TJPDC provides, in order to promote regional partnerships, discussions and projects, as well as individual assistance. This plan should be viewed as a continuing step in a long-term process. Therefore, it is recommended that the TJPDC s primary focus be on facilitating the partnerships and discussions necessary to define the region and strengthen locality efforts to deliver quality services to its citizens in an effective and fiscally-responsible manner. It is essential that the leadership commitment exhibited to date continue, and that staff be provided with the support and guidance necessary to bring this plan to fruition. Such an ongoing commitment will provide the TJPDC with the necessary tools to assist with individual local needs while pursuing regional opportunities for the Thomas Jefferson Planning District region in the coming years. 14
MEMO To: TJPD Commissioners From: Chip Boyles, Executive Director Date: September 6 2018 Re: Executive Director s Report Purpose: To inform Commissioners of Agency Activities since August 2, 2018 Administration o September Meeting Agenda 2. Matters from the Public a. Comments from public b. Rivanna River Urban Corridor Assessment i. TJPDC recently completed the final draft of the Rivanna River Urban Corridor Assessment for Charlottesville and Albemarle County. This is Phase I of a multi-phase approach to develop a Rivanna River Corridor Master Plan. The draft will be presented to the Rivanna Steering Committee in later September. c. Albemarle County Community Infrastructure Survey i. TJPDC staff recently completed a neighborhood infrastructure survey for Albemarle County. The survey updated and added community assets to GIS and data base inventories. This served as a pilot program to assess the needs and opportunities of providing more extensive surveys in the future. 3. Consent Agenda a. Minutes from August 2, 2018. b. Finance Report: July, 2018 Monthly Financial Reports The July Financial Reports are attached for review. Financial Reports are presented in detail every quarter to the Commission and on the consent agenda other months. i. Dashboard Report - Net quick assets are $678,731. Based upon the twelvemonth average for operating expenses, we remain to have over 7 months of available operating expenses. Our current goal is 5 months of available operating expenses. Funds available in our Capital reserve Account are $200,029. (Net Quick Assets minus 5 months operating expenses; $678,731 $478,702=$200,029)
Unrestricted Cash on Hand as of July 31, 2018 was $479,853 or over 5 months of average monthly operating expenses. 4 months is our current target level and concern level is less than 2 months. Revenue less Expenses - We had a net loss of $ 4,415 for the month of July. This gives us a fiscal year net loss of $4,415. Our FY19 Operating Budget estimated a $0.00 net gain for the year. A large number of holidays, vacation and sick leave benefits were used by staff in July. These benefits are expended from non-program funded accounts and contributes to the monthly loss. ii. Profit & Loss. Total income through July is $210,015. With 1 month or 10% of the fiscal year complete, we received 10% of our total budgeted income. Total expenses are $214,430 or 10% of the budgeted total expenses of $2,185,477. Operating expenses for the same period are $97,458 or 8% of our total budgeted operating expenses of $1,238,303. Operating revenue through July is $93,043 or 7.5% of the budgeted operating revenue of $1,238,303. 4. Resolutions iii. Balance Sheet. As of July 31, 2018, we have total current assets of $1,075,838 and total fixed assets of $5,046. Total assets are up by $334,910 from the same time last year. Total liabilities have increased from a year ago by $249,413 with total liabilities as of July 31, 2018 of $439,230. Total Equity has increased by $85,497 to $641,654 since the same time last year. iv. Accrued revenues of existing grant and contract balances for FY19 are shown. We currently have a $1,208,881 available in contracts and grants for the remaining 11 months of FY19. July operating expenses were $97,458. Our 12- month average is $95,740. We currently have $109,898 available funds per month for operating expenses. As a reminder, it is our goal to build our reserves back to and above FY12 levels (year-end FY12 = $579,293) where we will have 1) at least 6 months operating expenses in reserves 2) utilize reserves for unanticipated grant match for local/regional grant opportunities and 3) to save for the possible purchase of a building (space) at some time in the future. FY19 will see an increased TJPDC funding toward several regional projects possibly including the Regional Housing Analysis, Regional Housing Partnership, Regional Comprehensive Economic Development Strategies and a Regional Quality of Life Assessment and Performance Measures. a. Regional Housing Partnership i. Staff in working with regional housing stakeholders have developed this Framework for the implementation of the Regional Housing Partnership. This framework provides a scope of work and structure for the RHP. The
TJPDC will be asked in October to appoint several voting members. The Partnership should be prepared for their first official meeting in later October, early November to organize and elect an Executive Committee. This should coincide nicely with the kickoff of the regional housing study and the RHP s steering of that. The RHP will be working with the City of Charlottesville on a Fall Housing Seminar providing a regional focus on housing. Staff recommends the adoption of this framework. b. 5-Year Strategic Plan i. A draft Strategic Plan is submitted for your review and comment. Staff took into consideration the strategic planning survey results and the Commissions comments from the planning session. Because this is a 5-year plan, the strategies and priorities are broader and more comprehensive to interact all relevant influences into each planning effort. Upon approval, we will produce an executive summary that will include more short-term strategies and an agency qualifications statement. 5. Director s report 6. Other Business a. Charlottesville Area Alliance Age Friendly Survey b. Discussions by jurisdictions of timely topics from each local government. c. The next TJPDC meeting will be at the TJPDC offices on October 4, 2018. 7. Adjourn END OF AGENDA REPORT The latest staff meeting agendas is attached for current programs, projects and efforts of the TJPDC staff. Of note includes: The LRTP planning process and the Regional Bike/Ped Plan are all underway. Staff are assisting Louisa County with a scope of work for a Comp Plan Transportation Chapter, a County Transportation Plan and technical assistance for the County Comp Plan. Staff has submitted a grant application to the Virginia Housing Development Authority for a regional housing analysis to include the entire TJPDC region. Local match is already committed and is expected to be a year long $100,000 project. In addition to local and regional housing analysis, the end result will create a Comp Plan Housing Element for each local government in the region that choses to adopt.
Staff with the building search committee continues to work on options for a new office space. Our lease is up in August of 2020. TJPDC held a meeting with the City of Charlottesville, Albemarle County, economic developers and non-profit housing developers to explore mutual planning benefits of the recently announced Federal Opportunity Zone designation where Charlottesville had 2 census tracts and Albemarle has 2 census tracts. No other local governments had tracts designated. The summit was August 7 th. TJPDC is working to assist Central Virginia Electric Coop with facilitating discussions with local governments for their build out of fiber broadband services within their utility territory. Staff is serving on the Go Virginia Region 9 site development task force considering the proposed regional business park in Louisa County. With approval of the FY19 budget, staff will be working with all jurisdictions to identify individual local projects to complete in FY19. Organized for the past City Manager of Greenville, SC to present at a September 28 th Rivanna River Summit on the Reedy River Park development in Greenville. TJPDC will present the Phase I Corridor Planning at the conference. Upon not being awarded funds for a pilot transit program connecting Staunton to Charlottesville, staff is working with SAWMPO on a revised grant application to review a modified transit or van pool service from Waynesboro to Charlottesville. Staff and Chair Randolph attended the VAPDC Summer Conference in Roanoke where the Chair was elected to First Vice President of the VAPDC. David Blount began part-time contractual service on August 1 st as the VAPDC executive Director. Smart Scale FY19 applications (4 MPO) & (4 Rural) submitted on August 8 th. Consulted with MegaBus for possible Charlottesville sites to begin operations. Organized DHCD meeting with Nelson County to consider a CDBG Grant for wastewater system upgrade and a downtown revitalization planning grant. Also working to assist Nelson County with a Board of supervisor Strategic Planning Update. Completed Albemarle County Community Inventory for pilot community. Completed Phase I of Rivanna River Corridor study and developed Scope of Work and Budget for Phase II. Held River River Basin Commission Board meeting. Assisted Town of Scottsville with Comprehensive Plan data.
Speaking with Greene County Chamber of Commerce on September 5 th regarding future transportation funding. Initiated project and held kick-off meeting for the regional Watershed Implementation Plan III Attended Rural Broadband Initiative meeting. Completed the Columbia Flood Mitigation project in Fluvanna County.