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April_09_2013_Agenda_PacketCO w AGENDA REGULAR MEETING FREDERICK COUNTY BOARD OF SUPERVISORS TUESDAY, APRIL 9, 2013 7:00 P.M. BOARD ROOM, COUNTY ADMINISTRATION BUILDING 107 NORTH KENT STREET, WINCHESTER, VIRGINIA Call To Order Invocation Pledge of Allegiance Adoption of Agenda Pursuant to established procedures, the Board should adopt the Agenda for the meeting. Consent Agenda (Tentative Agenda Items for Consent are Tabs: D, E, G, H, and 1) Citizen Comments (Agenda Items Only, That Are Not Subject to Public Hearing.) Board of Supervisors Comments Minutes (See Attached) 1. Regular Meeting, March 27, 2013. County Officials 'lull 1. Adoption of Fiscal Year 2013 -2014 Budget. (See Attached) -------------- - - - - -- B 2. Committee Appointments. (See Attached) -- -C 3. Proclamation Declaring April 14 -20, 2013 as National Telecom municator's Week. (See Attached) --------------------------------------------------------------- - - - - -- D AGENDA REGULAR MEETING FREDERICK COUNTY BOARD OF SUPERVISORS TUESDAY, APRIL 9, 2013 PAGE 2 4. Memorandum Re: Closing of County Offices for Annual Apple Blossom Festival. (See Attached) ------------------------------------------------------------- - - - - -- E 5. Request from Commissioner of the Revenue for Refund. (See Attached) -- F 6. Resolution Re: Adoption of the Northern Shenandoah Valley Regional Hazard Mitigation Plan. (See Attached) ---------------------------------------- - - - - -- G Committee Reports 1. Transportation Committee. (See Attached) ------------------------------------ - - - - -- H Annual Reports 1. Departmental Fiscal Year 2013 -2014 Annual Work Programs. (For Information Only) (See Attached) ----------------------- - - - - -- Public Hearing Outdoor Festival Permit Request of Belle Grove Plantation - "Of Ale and History" Microbrew and Imported Beer Tasting Festival. Pursuant to the Frederick County Code, Chapter 86, Festivals; Section 86 -3, Permit Required; Application; Issuance or Denial; Fee, for an Outdoor Festival Permit. Festival to be Held on Saturday, May 11, 2013, from 11:00 A.M. to 6:00 P.M.; on the Grounds of Belle Grove Plantation, 336 Belle Grove Road, Middletown, Virginia. Property Owned by the National Trust for Historic Preservation. (See Attached) ------------------------------------------- - - - - -- J 2. Outdoor Festival Permit Request of Virginia Eagle Distributing - "Welcome Clydesdales ". Pursuant to the Frederick County Code, Chapter 86, Festivals; Section 86 -3, Permit Required; Application; Issuance or Denial; Fee, for an Outdoor Festival Permit. Festival to be Held on Thursday, May 2, 2013, from 4:00 P.M. to 7:00 P.M.; at 3425 Valley Pike, Winchester, Virginia. Property Owned by Virginia Eagle Distributing. (See Attached) ------------------------------------------------------------------------- - - - - -- K Board Liaison Reports (If Any) Citizen Comments Board of Supervisors Comments Adjourn }^-�. FREDERICK COUNTY BOARD OF SUPERVISORS' MINUTES h� A\ a►\i �3� 11�[IJ March 27, 2013 A Regular Meeting of the Frederick County Board of Supervisors was held on Wednesday, March 27, 2013 at 7:00 P.M., in the Board of Supervisors' Meeting Room, 107 North Kent Street, Winchester, VA. PRESENT Chairman Richard C. Shickle; Christopher E. Collins; Charles S. DeHaven, Jr.; Bill M. Ewing; Gene E. Fisher; Robert A. Hess; and Gary A. Lofton CALL TO ORDER Chairman Shickle called the meeting to order. INVOCATION Supervisor Collins delivered the invocation. PLEDGE OF ALLEGIANCE Vice - Chairman Ewing led the Pledge of Allegiance. ADOPTION OF AGENDA - APPROVED County Administrator John R. Riley, Jr. advised there were no changes or additions to the agenda. Upon a motion by Vice - Chairman Ewing, seconded by Supervisor DeHaven, the Board approved the agenda by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye CONSENT AGENDA - APPROVED Administrator Riley offered the following item for the Board's consideration under the 1 consent agenda: - Human Resources Committee Report — Tab G. Upon a motion by Supervisor DeHaven, seconded by Supervisor Hess, the Board approved the consent agenda by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye PUBLIC HEARING FISCAL YEAR 2013 -2014 BUDGET Administrator Riley presented the proposed Fiscal Year 2013 -2014 Budget. He noted the proposed budget included priorities such as: - Funding merit increases; - Increased funding to the Regional Adult Detention Center; - Maintain the current staffing levels; and - Restructuring the current health insurance costs. His presentation focused on the local economy, revenue outlook for the county, and the proposed FY2014 fiscal plan. With regard to the local economy, there were indicators that Frederick County's economy is showing signs of recovery. Sales tax continues to increase. Meals and lodging taxes are increasing at a gradual pace. He noted increases were also being realized in Personal Property, Deeds, Recordation Taxes, Clerk's Fees, and Development Review Fees, With regard to the FY 2014 proposed budget, Administrator Riley noted the goal 2 continues to be no reduction in services to county citizens. In addition to no reduction in services, other goals included: - No increase in tax rates; - No involuntary reduction in workforce; - Provide merit increases for employees; - Continue the 57 %/43% split of new revenue between the General Fund and the School System; - Provide increase in contribution to Northwestern Regional Adult Detention Center; and - Continue career development for public safety. The total proposed FY 2014 budget, including transfers is $329,342,306.00. Of that amount, the General Fund budget for FY2014 is $133,024,407.00. Administrator Riley noted fund balance should be reviewed after year -end to fund one -time capital expenditures with requests for re- appropriation being submitted to the Finance Committee for consideration. At the conclusion of the presentation, Administrator Riley advised a work session was scheduled for Wednesday, April 3, 2013 at noon with adoption of the budget set for Tuesday, April 9, 2013, Chairman Shickle convened the public hearing on the proposed Fiscal Year 2013 -2014 budget. Joy Kirk, Back Creek District and president of the Frederick County Education Association, appeared before the Board in support of the proposed FY2014 budget. She thanked the Board for increasing funding to the school system. She noted the employees continue to excel at their jobs and continue to donate their time and energy beyond the normal workday. She cited the numerous awards and honors received by the students, which showed the strengths of the school system. 3 John Whitfield, Executive Director of Blue Ridge Legal Services, thanked the Board for their support over the last 20 years. He noted his firm was asking for support of their $5,000 request this year. He noted his firm helped 120 Frederick County residents last year and spent $143,000 representing these clients. He noted Blue Ridge Legal Services wanted to see a return to funding at an amount of $1 per poor person based upon the most recent census data. Stuart Wolk, Chairman of the Frederick County School Board, thanked the Board for their interest in the School Board and the children. The School Board appreciates the collaborative relationship. He noted Frederick County's cost per pupil is about $100 below the state average and the county taxpayers are getting a good return on investment. He went on to say the School Board appreciates the additional funds for the much needed salary increase. He concluded by thanking the Board for their support. Dr. David Sovine, Superintendent of Schools, read the following statement: "Mr. Chairman and members of the Board, I'm David Sovine, Superintendent of Frederick County Public Schools and a resident of the Shawnee District. I'm here this evening to thank you for working collaboratively with the School Board and school staff as we've assembled a proposed budget for FY14. In addition, I want to reference the challenges that we still have to face together in the future. Despite the tight financial times that we've endured in recent years, our students and our schools continue to excel. This past year, we saw increases to our on -time graduation rates at all three of our high schools and we had a total of more than 900 students receive diplomas from our three high schools. 87 percent of those students planned to pursue a post - secondary education and they earned nearly $3.5 million in scholarships. The success our students enjoy is made possible by the outstanding teachers and staff members who are part of the Frederick County Public Schools team. Thanks to your support, I'm pleased that the School Board will be able to provide employees with their first effective salary increase since July of 2008 later this year. While I'm very appreciative of the additional local revenue for the school division that's included in your proposed budget, as I referenced in my initial FY14 proposal at our joint BOS and School Board meeting in January, I want to remind you again of a few of the restoration efforts that are needed, but not funded in FY14. These include technology replacement and upgrades, school buses and equipment replacement. As we look ahead to FY15, we plan to implement full -day kindergarten to help better position our 9 students for success. We remain the only school division out of 134 in Virginia that does not offer any full -day kindergarten program. In addition to full -day kindergarten, we need to continue our effort to offer competitive salaries so that we can attract and retain the highest quality employees. Other needs include the renovation of aging buildings and additional resources to address enrollment growth. Although there are still challenges to address, our schools are home to many success stories in which we, as a community, can take great pride. The investments made today and in the future to support the education of our children will provide great dividends for our community. Thank you again for your interest and support of our school division and your commitment to continue to work collaboratively with us to assure our students receive the best education possible. " Melinda Russell, Back Creek District, noted she was proud and honored to work as a teacher, but tonight she was speaking on behalf of the Sheriff's Department and Fire and Rescue. She noted the County needed to retain and recruit new employees. She went on to say the Sheriff's Department was still behind the curve regarding technology. She noted Frederick County was blessed with one of the best volunteer units and they have to be supported voluntarily. She concluded by thanking the Board for its past support. Keith Lichliter, Opequon District and a school teacher, noted the success of the children and the county lie with education. He went on to say his classroom has 30 computers, but rarely do all 30 run consistently. He asked the Board to fully fund the school board's proposed budget. William Bartee, Shawnee District stated he had looked over the proposed school budget and he saw no place where enhanced education was listed. He had a number of questions: - What formula was used to increase salaries? - How does Frederick County compare with other school systems? - What was the average bonus received last fall? - What are their benefits? - How long do county taxpayers have to make up the difference? - Does the county still have to pick up the State's 2% increase? He concluded by saying taxpayers need to know what they are supporting. Susan Ritter, Opequon District, spoke in support of the proposed budget. She went on to say, as public servants, we serve the entire public and it is our duty to give our best effort to meet E their needs. She concluded by thanking the Board for supporting the budget. John Wright, Red Bud District, spoke in support of the proposed budget and asked the Board to vote in favor of it. He noted a municipality's budget is built on principles and priorities. He asked if the County reduced the tax rate, what services would be affected? He went on to say Frederick County was once one of the top local government employers in the valley. He noted services cost money and Frederick County is providing core services to its citizens. He went on to say the increased health insurance premiums will be paid by the county's employees. He concluded by encouraging the Board to adopt the budget. There being no further public comments, Chairman Shickle closed the public hearing, CITIZEN COMMENTS There were no citizen comments. BOARD OF SUPERVISORS COMMENTS There were no Board of Supervisors' comments. MINUTES - APPROVED Upon a motion by Supervisor DeHaven, seconded by Supervisor Fisher, the Board approved the minutes from the March 13, 2013 Regular Meeting. The above motion was approved by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye COUNTY OFFICIALS EMPLOYEE OF THE MONTH AWARD — APPROVED SAMUEL R. WILSON 3 Upon a motion by Supervisor Lofton, seconded by Supervisor Fisher, the Board approved Samuel R. Wilson as Employee of the Month for March 2013. WHEREAS, the Frederick County Board of Supervisors recognizes that the County's employees are a most important resource; and WHEREAS, on September 9, 1992, the Board of Supervisors approved a resolution which established the Employee of the Month award and candidates for the award may be nominated by any County employee; and WHEREAS, Samuel R. Wilson who serves the Frederick County Esther Boyd Animal Shelter was nominated for Employee of the Month; and WHEREAS, Samuel R. Wilson is being awarded for his loyalty and commitment to his position at the Animal Shelter. Over the past three years, Samuel has transitioned from a part - time Animal Caretaker that worked only weekends and holidays into a compassionate and conscientious full -time Caretaker that the Shelter relies upon daily. He is able to successfully maintain both the dog and cat facilities, as well as tend to many other critters that arrive at the Shelter. Recently, Samuel has assumed the responsibility of making the weekly trip to Northern Virginia Community College, where he safely transports Shelter dogs and cats so that they can get spayed and neutered. He is always polite to visiting citizens and works well with the Shelter staff. Samuel is to be commended for his initiative and dedication. NOW, THEREFORE, BE IT RESOLVED by the Frederick County Board of Supervisors this 27 day of March, 2013 that Samuel R. Wilson is hereby recognized as the Frederick County Employees of the Month for March 2013; and BE IT FURTHER RESOLVED that the Board of Supervisors extends its gratitude to the Samuel for his outstanding performance and dedicated service and wishes him continued success in future endeavors; and BE IT FURTHER RESOLVED that Samuel R. Wilson is hereby entitled to all of the rights and privileges associated with this award. The above motion was approved by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye COMMITTEE APPOINTMENTS 7 APPOINTMENT OF DR. ROBERT "BOB" MEADOWS AS RED BUD DISTRICT REPRESENTATIVE TO THE EXTENSION LEADERSHIP COUNCIL - APPROVED Upon a motion by Supervisor Collins, seconded by Vice - Chairman Ewing, the Board appointed Dr. Robert "Bob" Meadows to fill the unexpired term of William H, Schuller as Red Bud District representative to the Extension Leadership Council. Term expires June 22, 2015. The above motion was approved by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye APPOINTMENT OF CHARLES DUNLAP AS RED BUD DISTRICT REPRESENTATIVE TO THE PLANNING COMMISSION - APPROVED Upon a motion by Supervisor Collins, seconded by Supervisor DeHaven, the Board appointed Charles Dunlap to fill the unexpired term of Philip A. Lemieux as Red Bud District representative to the Planning Commission. Term Expires January 27, 2014. The above motion was approved by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye REAPPOINTMENT OF WALTER C. CUNNINGHAM TO THE FREDERICK COUNTY SANITATION AUTHORITY - APPROVED Upon a motion by Supervisor DeHaven, seconded by Supervisor Fisher, the Board reappointed Walter C. Cunningham to the Frederick County Sanitation Authority. This is a four 8 year appointment. Term expires April 15, 2017. The above motion was approved by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye APPOINTMENT OF KAREN KIMBLE AS SHAWNEE DISTRICT REPRESENTATIVE TO THE SOCIAL SERVICES BOARD - APPROVED Upon a motion by Supervisor Fisher, seconded by Vice- Chairman Ewing, the Board appointed Karen Kimble to fill the unexpired term of Jane Warner as Shawnee District representative to the Social Services Board. Term expires June 30, 2014. The above motion was approved by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye REQUEST FROM THE COMMISSIONER OF THE REVENUE FOR REFUND - "PROVED Administrator Riley advised this was a request from the Commissioner of the Revenue to authorize the Treasurer to refund Quality Inn the amount of $2,634.41 for adjustment to business license for 2012. The Quality Inn was purchased by Shenandoah University and is no longer operated as a motel. Exoneration is for the unused portion of the 2012 business license. Chairman Shickle advised he would abstain from consideration of this matter and turned the gavel over to Vice - Chairman Ewing. 4 Upon a motion by Supervisor Lofton, seconded by Supervisor Hess, the Board approved the refund request. The above motion was approved by the following recorded vote: Richard C. Shickle Abstain Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A, Lofton Aye EXPENSE RECOVERY MEMORANDUM OF UNDERSTANDING - APPROVED Administrator Riley advised he was pleased to present this document to the Board for approval. It had received unanimous support from the working committee and was before the Board for action. Upon a motion by Supervisor Collins, seconded by Supervisor DeHaven, the Board approved Version 7 of the Expense Recovery Memorandum of Understanding. EXPENSE RECOVERY MEMORANDUM[ OF UNDERSTANDING 1. Parties: As of [effective date], the parties to this Memorandum of Understanding ( "MOU ") are the County of Frederick, Virginia (the "County "), a political subdivision of Virginia, acting through its Fire and Rescue Department, the Frederick County Fire & Rescue Association (the "Association "), an unincorporated association, and the following "Participating Companies ", each of which is a Virginia corporation: [list of participating companies, with correct legal entity names] (each may be referred to individually herein as a "Participating Company "). The following "Non- Participating Companies ", each of which is a Virginia corporation, join this MOU solely for purposes of Sections 1, 4, or 6: [list of non- participating companies, with correct legal entity names] (each may be referred to individually herein as a "Non- Participating Company "). As long as a company is a "Non - Participating Company ", its consent shall not be required for amendments to this MOU, other than as to any amendment to Section 1, 4, or 6. The Participating Companies and the Non - Participating Companies are jointly referred to herein as a "Volunteer Company" or the "Volunteer Companies ". 2. Purpose: The purpose of this MOU is to set forth the responsibilities of the County, the Association, and the Participating Companies for operation of the "Expense Recovery Program" (also referred to herein as the "Program "), under which program the County and 10 the Participating Companies will seek to recover certain of their expenses incurred in providing emergency medical services ( "EMS "). 3. County Responsibilities: As part of the shared responsibility for the Expense Recovery Program, the County will: A. Pay all costs, including salary and benefits, associated with the utilization of one County employee intended specifically to provide on -going administrative support for Program, including all costs of any third -party billing services provider and including the cost of consumable equipment and supplies used on EMS calls, with all costs under this Section 3A to be subtracted and paid from the gross revenue collected under the Program, before disbursements are made, pursuant to Section 3D, to the County and to the Participating Companies, B. Maintain the revenue generated from the Program in an account dedicated to expense recovery and separate from any other County revenue. C. Provide a quarterly accounting related specifically to revenues and expenses associated with the Program. D. Distribute to the Participating Companies, no less frequently than quarterly, net revenue received under the Program, based on each individual Participating Company's actual transports, to include 100% of billable mileage expenses and 50% of the net revenue after billable mileage expenses. E. The County will not increase, reduce, or eliminate funding (to any amount different from what a Participating Company receives) for Non - Participating Companies. 4. Volunteer Company Responsibilities: As part of the shared responsibility for the Expense Recovery Program, the Volunteer Companies will: A. Maintain apparatus in serviceable condition to meet Virginia State Police vehicle inspection requirements and the Virginia Department of Health, Office of Emergency Medical Services regulations. B. Have and follow a preventative maintenance program for all fire and rescue apparatus. C. Keep maintenance records on file for all fire and rescue apparatus, to meet federal and state regulations, and make such records available for review by the County upon request. D. Adhere to all Standard Operating Guidelines established by the Association as approved by the Chiefs Workgroup. E. Submit an annual Capital Improvement Plan (CIP) to the County as part of the County's annual CIP process. F. Use the revenue generated from the Program only for purposes of covering: 1. operating expenses; 2. existing debt service, and 11 3. new debt service (i.e., apparatus), but not for new debt service of bricks and mortar. The Volunteer Companies shall not, however, pledge, as security for any debt, any revenue generated from the Program. G. Submit an annual financial statement to the County for audit by the County's auditor that includes particular items as requested by the County's auditor. H. Not change second, third, due etc, assignments to prevent Participating Companies from responding into first due areas of Non - Participating Companies. 1. Complete all incident documentation in a timely fashion, i.e. within 24 hours from the time an incident is handled. 5. Joint Responsibilities of the Coun and the Participating Companies: As part of the shared responsibility for the Expense Recovery Program, the County and the Participating Companies will: A. Manage the Program generally and select a private "third- party" billing agency. B. Pay all costs associated with the utilization of a private "third- party" billing agency, with such costs to be subtracted from the gross revenue collected under the Program, before disbursements are made to the County and to the Participating Companies. C. Adhere to the practice of "soft billing ", as described in the Expense Recovery Policies as set forth in the Standard Operating Guidelines. 6. Association Responsibilities: As part of the shared responsibility for the Expense Recovery Program, the Association will: A. Assist in ensuring compliance with all Standard Operating Guidelines established by the Association as approved by the Chiefs Workgroup. B, In the event amendments to this MOU are to be considered, the Association will act as the coordinator for the Volunteer Companies and as the representative between each Volunteer Company and the County. 7. Amendments: A. The County and the Volunteer Companies do not intend to modify any items listed in this MOU for a minimum of 2 years, but agree that, in the event of unforeseen circumstances, they will proceed in good faith to consider appropriate modification at such sooner time as may be necessary. The parties recognize that this MOU cannot address every procedural issue that may be encountered and they state their intention to review this MOU at least once every two years to identify appropriate amendments. This MOU may be amended only by a written document signed by all parties hereto. B. Should a Volunteer Company choose to opt in to become a "Participating Company" in the Expense Recovery Program or opt out from being a "Participating Company" in the Expense Recovery Program, it may only do so effective at the beginning of a fiscal year 12 (July 1), upon 60 days advance written notice to the County and the Participating Companies and Non - Participating Companies. Opting in or opting out does not preclude a Volunteer Company from opting in or opting out for a future fiscal year. COUNTY OF FREDERICK, VIRGINIA By: Date: Title: FREDERICK COUNTY VOLUNTEER FIRE & RESCUE ASSOCIATION By: Date: Title: STEPHENS CITY FIRE AND RESCUE COMPANY, INCORPORATED By: Date: Title: MIDDLETOWN VOLUNTEER FIRE AND RESCUE COMPANY, INCORPORATED By: Date: Title: CLEAR BROOK VOLUNTEER FIRE & RESCUE INC. By: Date: Title: GORE VOLUNTEER FIRE COMPANY By: Date: Title: ROUND HILL COMMUNITY FIRE AND RESCUE COMPANY By: Date: Title: 13 GAINESBORO FIRE COMPANY By: Date: Title: Aye STAR TANNERY VOLUNTEER FIRE DEPARTMENT Aye By: Date: Title: Aye GREENWOOD VOLUNTEER FIRE AND RESCUE COMPANY Aye By: Date: Title: NORTH MOUNTAIN VOLUNTEER FIRE COMPANY By: Date: Title: REYNOLDS STORE VOLUNTEER FIRE AND RESCUE COMPANY #20 By. _ Title: MILLWOOD STATION VOLUNTEER FIRE AND RESCUE COMPANY 21, INCORPORATED By: _ Title: Date: Date: The above motion was approved by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye 14 Supervisor Fisher thanked everyone involved in this process and stated their efforts were appreciated. COMMITTEE REPORTS HUMAN RESOURCES COMMITTEE — APPROVED UNDER CONSENT AGENDA The HR Committee met in the First Floor Conference Room at 107 North Kent Street on Friday, March 1, 2013 at 8:00 a.m. Committee members present were: Supervisor Chris Collins and Supervisor Bill Ewing. Committee member absent was Dorrie Green. Also present were: Assistant County Administrator Kris Tierney, Finance Director Cheryl Shiffler, and County Attorney Rod Williams. ** *Items Requiring Action * ** 1. Approval of the Employee of the Month Award. The Committee recommends approval of Sam Wilson as the Employee of the Month for March 2013. ** *Items Not Requiring Action * ** 1. The discussion of draft Human Resource policies. Committee Chairman Chris Collins introduced the discussion outlining the recommended changes to the policies. The intent is not to proceed with any action to the Board of Supervisors until the rest of the remaining policies can be reviewed in total. There being no further business, the meeting was adjourned. The next HR Committee meeting is scheduled for Friday, April 5, 2013. CODE AND ORDINANCE COMMITTEE - APPROVED The Code & Ordinance Committee met on Thursday, March 14, 2013 at 3:00 P.M., in the Closed Session Room, Frederick County Board of Supervisors' Meeting Room, County Administration Building, 107 North Kent Street, Winchester, Virginia. Present were Christopher E. Collins, Chairman; Robert A. Hess; Bill M. Ewing; Derek Aston; Stephen Butler; and James Drown. Also present were County Administrator John R. Riley, Jr.; Jay E. Tibbs, Deputy County Administrator; County Attorney Rod Williams; Ellen Murphy, Commissioner of the Revenue; and Bev Rosato, Chief Administrator of the Business Division. The committee submits the following: 15 * * *Items Requiring Board Action* * * 1. Proposed Amendments to the Frederick County Code, Chapter 155, Taxation, re: Carnivals, Circuses and Trained Animal Shows, and Itinerant and Distressed Merchandise Vendors, The Code and Ordinance Committee reviewed a request to amend the Frederick County Code, Chapter 155 Taxation. §155-98 has been amended to include trained animal shows. A new subsection Cis proposed to create a $100 event fee for non carnival related events. Subsection D provides for an exemption to the license fee for events sponsored by a nonprofit organization and for persons or organizations participating in an event sponsored by a nonprofit organization where their participation in the event furthers the mission of the nonprofit. Changes are further proposed to §155100 to establish a $30 per event license fee for vendors who engage in or transact any business for the sale of goods and wares at a festival. Upon a motion by Mr. Aston, seconded by Mr. Drown, the Code and Ordinance Committee forwarded this item to the Board for public hearing with a recommendation of approval. The motion was unanimously approved. Upon a motion by Supervisor Collins, seconded by Vice - Chairman Ewing, the Board forwarded the proposed amendments to public hearing. Chairman Shickle expressed some concerns about the wording of the proposed ordinance changes. He did not find it to be well written. There being no further discussion, the above motion was approved by the following recorded vote: Richard C. Shickle Nay Bill M. Ewing Aye Christopher E, Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye PARKS AND RECREATION COMMISSION - APPROVED The Parks and Recreation Commission met on March 22, 2013. Members present were: Marty Cybulski, Charles Sandy, Jr., Ronald Madagan, Patrick Anderson, Kevin Anderson, and Gary Longerbeam. Members absent were: Ron Hodgson and Christopher Collins. Items Requiring Board of Supervisors Action: 16 Buildings and Grounds --- Sewer Easement Request — The Buildings and Grounds Committee recommended to approve the sewer easement request submitted by Painter & Lewis for a gravity sewer system that would run from the old Clearbrook Woolen Shop property through a portion of Clearbrook Park and connect to the Frederick County Sanitation Authority System, second by Mr. Sandy, motion carried unanimously (6 -0). A public hearing is required if the Board of Supervisors wish to move forward with the Parks and Recreation Commission's recommendation. Upon a motion by Supervisor Collins, seconded by Vice - Chairman Ewing, the Board approved sending the easement request forward for public hearing. The above motion was approved by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye Submitted for Board Information Only: Reserve Fund Policy — Mr. Madagan moved to postpone the approval of the Reserve Fund Policy to establish a general maintenance fund, second by Mr. Sandy, motion carried unanimously (6 -0). 2. Facility Reservation Policy — Mr, Madagan moved to approve the Facility Reservation Policy as submitted, second by Mr. Sandy, motion carried unanimously (6 -0). FINANCE COMMITTEE - APPROVED The Finance Committee met in the First Floor Conference Room at 107 North Kent Street on Wednesday, March 20, 2013 at 8:00 a,m. All members were present. The NRADC Superintendent requests a NRADC Fund su lemental qppropriation in the amount of $30,464.85 This amount represents insurance reimbursements for storm damage. No local funds required. See attached information, p. 7. The committee recommends approval. - APPROVED Upon a motion by Vice - Chairman Ewing, seconded by Supervisor DeHaven, the Board approved the above request by the following recorded vote: 17 Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye 2. The Assistant County Administrator requests a General Fund supplemental appropriation in the amount of $9,175.04 This amount represents an insurance reimbursement for storm damage. No local funds required. See attached information, p. 8. The committee recommends approval. - APPROVED Upon a motion by Vice - Chairman Ewing, seconded by Supervisor Fisher, the Board approved the above request by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye 3. The Assistant County Administrator requests a General Fund supplemental appropriation in the amount of $44,500. This amount represents funds received from the general contractor for damages sustained to the roof surface at the Bowman Library during construction. The general contractor has provided one -half of the estimated cost of the roof repair. The other half will come from library proffer funds that were previously appropriated for the installation of a walkway at the library. See attached information, p. 9. The committee recommends approval. - APPROVED Upon a motion by Vice - Chairman Ewing, seconded by Supervisor Hess, the Board approved the above request by the following recorded vote: Richard C. Shickle Aye Bill M. Ewing Aye Christopher E. Collins Aye Charles S. DeHaven, Jr. Aye Robert A. Hess Aye Gene E. Fisher Aye Gary A. Lofton Aye 4. The Finance Director requests discussion on budget amendments to cover large tax 18 refunds. See example, p. 10. No action required. 5. The County Administrator requests discussion on tax exemption for The Village at Orchard Ridge. See attached information, p. 11 -20. The committee recommends postponement of the request until additional information can be presented to the committee. 6. Requested information on outside agency funding requests is provided for discussion. A summary of the requests is attached, p. 21. Detailed requests have been uploaded to SkyDrive. No action required. A joint Finance Committee & Board of Supervisors budget work session will be held at 12;00 noon on Wednesday, April 3, 2013 in the Board of Supervisors' Meeting Room, 107 North Kent Street, Winchester, VA. INFORMATION ONLY 1. The Finance Director provides a Fund 10 Transfer report for February 2013. See attached, p. 22. 2. The Finance Director provides 2128113 financial statements. See attached, p. 23 -33. 3. The Finance Director provides 3114113 General Fund fund balance report. See attached, p. 34. BOARD LIAISON REPORTS There were no Board liaison reports. CITIZEN COMMENTS There were no citizen comments. BOARD OF SUPERVISORS COMMENTS There were no Board of Supervisors' comments. A"lniTRN UPON A MOTION BY VICE- CHAIRMAN EWING, SECONDED BY SUPERVISOR FISHER, THERE BEING NO FURTHER BUSINESS TO COME BEFORE THIS BOARD, THIS MEETING IS HEREBY ADJOURNED. (7:56 P.M.) 19 FY 2013 -2014 BUDGET RESOLUTION WHEREAS a notice of public hearing and budget synopsis has been published and a public hearing held on March 27, 2013, in accordance with Title 15.2, Chapter 25, Section 15.2- 2506, of the Code of Virginia, 1950 as amended. THEREFORE BE IT FURTHER RESOLVED by the Board of Supervisors of the County of Frederick, Virginia, that the budget for the 2013 -2014 Fiscal Year as advertised in The Winchester Star on March 18, 2013, be hereby approved in the amount of $329,342,306. BE IT FURTHER RESOLVED that the County of Frederick budget for the 2013 -2014 fiscal year be adopted as follows: General Operating Fund 133,024,407 Regional Jail Fund 18,415,374 Landfill Fund 6,626,620 Division of Court Services Fund 600,489 Shawneeland Sanitary District Fund 849,550 Airport Operating Fund 2,298,838 Lake Holiday Sanitary District Fund 1,120,326 School Operating Fund 134,000,043 School Debt Service Fund 14,954,701 School Capital Projects Fund 1,182,640 School Nutrition Services Fund 6,124,927 School Textbook Fund 2,158,429 NREP Operating Fund 4,819,862 NREP Textbook Fund 50,000 Consolidated Services /Maintenance Fund 3,100,000 School Trust Funds 16,100 BE IT FURTHER RESOLVED that the Board of Supervisors of the County of Frederick, Virginia, does herein adopt the tax rates for the 2013 assessment year as follows: Property Taxes — Rates per $100 of assessed value 58Y2 cents Applied to real estate, including mobile homes $4.86 Applied to personal property $2.25 Applied to personal property on one vehicle to volunteer firefighters that are approved and registered with the Frederick County Fire and Rescue Department 1 cent Applied to airplanes Zero tax Applied to antique vehicles $2.00 On declining values to be applied to machinery and tools. The declining values are 60% for year one, 50% for year two, 40% for year three, and 30% for year four and all subsequent years. $2.00 On apportioned percentage of book values to be applied to Contract Classified Vehicles and equipment Business and Professional Occupational License Rates Contractors 16 cents per $100 of gross receipts Retail 20 cents per $100 of gross receipts Financial, Real Estate, and Professional 58 cents per $100 of gross receipts Services Repair, personal and business services 36 cents per $100 of gross receipts and all other businesses and occupations not specifically listed or exempted in the County Code Wholesale 5 cents per $100 of purchases The tax rates for other businesses and occupations specifically listed in the County Code are also unchanged. Other General Taxes Meals tax 4% of gross receipts Transient Occupancy tax 2% of gross receipts Vehicle License Taxes $25 per vehicle and $10 per motorcycle Sanitary Landfill Fees $45 Per ton for commercial /industrial $42 Per ton for construction demolition debris $12 Per ton for municipal waste $28 Per ton for municipal sludge Shawneeland Sanitary District Taxes $180 Unimproved Lots $530 Improved Lots Lake Holiday Sanitary District Taxes $678 Buildable Lots $264 Unbuildable Lots Star Fort Subdivision Taxes /Fees $60 Per Lot Street Light Fees Oakdale Crossing and Fredericktowne $60 annually Green Acres $25 annually BE IT FURTHER RESOLVED that appropriations are hereby authorized for the central stores fund, special welfare fund, comprehensive services fund, county health insurance fund, school health insurance fund, length of service fund, special grant awards fund, employee benefits fund, maintenance insurance fund, development project fund, sales tax fund, commonwealth sales tax fund, unemployment compensation fund, DARE Program, and Forfeited Assets Program equal to the total cash balance on hand at July 1, 2013, plus the total amount of receipts for the fiscal year 2013 -2014. The Fire Company Capital appropriation will include the current year appropriation plus any unused funds at the end of the fiscal year 2013. BE IT FURTHER RESOLVED that funding for all outstanding encumbrances at June 30, 2013, are re- appropriated to the 2013 -2014 fiscal year to the same department and account for which they are encumbered in the 2012 -2013 fiscal year. BE IT FURTHER RESOLVED that the construction fund projects will be appropriated as a carryforward in the amount that equals the approved original project cost, less expenditures and encumbrances through June 30, 2013. COUNTY. of FREDERICK. TO: Board of Supervisors FROM: John R. Riley, Jr., County Administrato DATE: April 4, 2013 RE: Committee Appointments John R. Riley, Jr. County Administrator 540/665 -5666 Fax 540/667 -0370 E -mail: jri1cy@co.frederick.va.us Listed below are the vacancies /appointments due through June, 2013. As a reminder, in order for everyone to have ample time to review applications, and so they can be included in the agenda, please remember to submit applications prior to 'Friday agenda preparation. Your assistance is greatly appreciated. VACANCIES /OTHER Parks and Recreation Commission Paul W. Hillyard — Gainesboro District Representative 233 Baldwin Circle Winchester, VA 22603 Term Expires: 02/13/16 Four year term (See Attached Application of Mr. Greg Brondos) (Mr. Hillyard has resigned.) Historic Resources Advisory Board Vacancy from Gainesboro District due to the Appointment of Mr. Robert Hess to the Board of Supervisors. Term to Expire 05127113. Four year term. Russell 150 Community Development Authority John S. Scully, IV Colony Realty 112 North Cameron Street Winchester, VA 22601 Office: (540)662 -0323 Term: 03/01/09 - 03/01/13 Four year term 107 North Kent Street * Winchester, Virginia 22601 Memorandum - Board of Supervisors April 4, 2013 Page 2 (Mr. Scully does not want to be reappointed. The Community Development Authority (CDA) was created in 2005. The CDA consists of five members. Appointments are for a four year term.) MAY 2013 Planning Commission Kevin O. Crosen — Back Creek District Representative 361 Perry Road Winchester, VA 22602 Home: (540)662 -8750 Term Expires: 05/27/13 Four year term JUNE 2013 Planning Commission Roger L. Thomas — Opequon District Representative 127 Halifax Avenue Stephens City, VA 22655 Home: (540)869 -4904 Term Expires: 06/14113 Four year term Lord Fairfax Emergency Medical Services Council Tommy Price — Frederick County Representative 164 Michael Drive Clearbrook, VA 22624 Home. (540)667 -6229 Term Expires: 06/30113 Three year term Social Services Board Lorene Carter — Gainesboro District Representative 141 Upper Ridge Road Winchester, VA 22603 Home: (540)535 -2236 Term Expires: 06/30/13 Four year term (Ms. Carter has served two terms and is not eligible for reappointment.) Memorandum — Board of Supervisors April 4, 2013 Page 3 Winchester Regional Airport Authority David C. Reichert - Frederick County Representative 142 Kinross Drive Winchester, VA 22602 Home: (540)678 -0770 Term Expires: 06/30/13 Four year term JRR /tjp Attachment U:M Pl committeeappointments \MNemos\Board Com mitteeAppts(040913Mtg). dou Conn hftps://"iv.co.frederick.va. tt INFORMATIONAL DATA SHEET FOR FREDERICK COUNTY BOARD OF StTER11SORS COMMITTEE APPOINTMENTS (z1)6ez1- 5 - -_ , e,+, we3 &vz- o District Supei visor, would like to nominate you to serve on the PA4 14g. ! !E n o . j-,v Lr o As a brief personal introduction to the other Board members, please fill out the information requested below for their review prior to filling the appointment, (Please Print Clearly. Thank You.) Name, H ame Phone Li i4 2 Address; f c� f H l . Office Phone: vk 22-6 Fax: Employer: Email: n L 0 Occupation. VCJ14 14 ) +,n" i-A - i i4 Civic/Community Activities: __C �h'_ _ e I ' 10 Will Y o Be Able To Attend This Committee's Regularly Scheduled ng On: V", d Ci Yes: , — No- Do You Foresee Any Possible Conflicts Of In rest Which Alight Arise By Your Serving On This Committee? Yes: _ No: y / Explain: Additional Information Or Comments You Would Like To Provide (If you need more space, please use the reverse side or include additional sheets): Applicant's Signature: I L -) L -x .1 (06/09106) 1 of 1 4/3/2013 10:12 AM Gregory Brondos 167 Brass Kettle Court (540) 958 -9042 Winchester, VA 22603 gbrondosjr @aol.com Education Shenandoah University Winchester, VA Career Switcber Program January, 2013 Wake Forest University Winston - Salem, NC Master of Arts in Eduoation/Counseling Mary, 1993 Wake Forest University Winston - Salem, NC Bachelor of Arts in Psychology May, 1990 Licensed to teach Middle School Social Studies Teaching Dederick County Public Schools Winchester, VA Experience Substitute Teacher (January 2013 - Present) On call Substitute Teacher. Completed a long term substitute position at NREP working with Autistic MiddlelHigh School students. Valley Health Wellness Center Winchester, VA Group Fitness Instructor (October 2008- Present) Lead group fitness classes Working with fitness team on improving class offerings Assessing clients for specific exercise needs Providing varied exercises based on client ability Bethel Lutheran Church Winchester, VA Sunday School Instructor (January 2008- Present) Currently leading Sunday School instruction for K -Fifth grade students Taught Middle School age students from 2008 -2010 Helped develop and implement Vacation Bible School Programs Parties by Sebastian Winchester, VA Themed Children's Birthday Parties (March 2008- Present) Created a themed birthday party business using historical and fictional characters Performed master of ceremony activities in a variety of public settings Organized and performed at storytelling and acting youth programs Frederick County American Little League Frederick County, VA Team ManagerlCoach (Spring 2009) Assistant Coach (Spring 2010 and 2011) Assistant Coach (Spring 2013) Taught team work, game skills and positive attitudes Counseling Father Martin's Ashley Treatment Center Havre de Grace, MD Experience Substance Abuse Therapist (August, 2001 -Mary, 2003) Provided group and individual therapy for teens and adults Developed individualized treatment plans for clients Worked with a multidisciplinary team to improve client outcomes Jefferson Alcohol and Drug Abuse Center Louisville, KY Substance Abuse Therapist (July 1997 -May 2001) Completed client assessments and treatment plans Taught recovery related lectures to clients Participated in community outreach programs Southway Recovery Program Charleston, WV Substance Abuse Therapist (Aly 1995 -May 1997) Led outpatient group therapy sessions Provided twice weekly lectures regarding recovery topics Community Cub Master, Boy Scouts of America Pack 10, 2009 - Present Activities Member, Bethel Lutheran Church, 2006- Present References Upon Request ADOPTED this 9th day of April, 2013. PROCLAMATION NO.: 002 -13 Richard C. Shickle Chairman; Board of Supervisors County of Frederick, Virginia COUNTY of FREDERICK John R. Riley, Jr. County Administrator _ 5401665 -5666 IYl _ W A W Fax 540/667-0370 E -mail: jn1ey@coXrederick.va.us TO: Board of Supervisors FROM: John R. Riley, Jr., County Administr for DATE: April 1, 2013 RE: Closing of County Offices for Annual Apple Blossom Festival As in the past, the Board of Supervisors will need to take action on the closing of county offices on Friday, May 3, 2013, for the S6 t " Shenandoah Apple Blossom Festival. This is a regularly scheduled holiday for county employees; however, the court offices need official action by the Board in order to close their offices for this day. Action at the April 9, 2013 meeting will give the courts ample time to arrange their schedules accordingly. Thank you. JRR /tjp U:ITJ Plmiscmemos\Co u ntyAdm i nistrato r\BdOfS u pAppleBlossom(2013). d ocx 107 North Kent Street • Winchester, Virginia 22601 34g6� 8 n ' 19 'o APR 2013 A By MEMORANDUM TO: Ellen E. Murphy, Commissioner of the Revenue Frederick County Board of Supervisors CC: John R. Riley, Jr., County Administrator FROM: Roderick B. Williams, County Attorney DATE: April 3, 2013 RE: Refund — Hamill Trucking Inc. COUNTY OF FREDERICK Roderick B. Williams County Attorney 5401722 -8383 Fax 540/667 -0370 E -mail: rwillia@co.frederick.va.us I am in receipt of the Commissioner's request, dated March 27, 2013, to authorize the Treasurer to refund Hamill Trucking Inc. the amount of $3,504.28 for adjustment to business licenses for one or more years (specific year information is not disclosed in this memorandum, so as not to reveal confidential specific annual gross revenue amounts). Hamill Trucking is licensed under Interstate Commerce and as such cannot be taxed for a business license on their gross receipts. They were unaware of their exemption when they filed and staff did not know their Federal status. Pursuant to the provisions of Section 58.1- 3981(A) of the Code of Virginia (1950, as amended), I hereby note my consent to the proposed action. Further pursuant to Section 58.1 - 3 981(A), the Board of Supervisors will need to act on the request, as indicated in the Commissioner's memorandum. Roderick B. Williams County Attorney 107 North Kent Street • Winchester, Virginia 22601 March 27, 2013 Frederick County, Virginia Ellen E. Murphy Commissioner of the Revenue 107 North Kent Street Winchester, VA 22601 Phone 540- 665 -5681 Fax 540- 667 -6487 email: emurphya@7co.frederick.va.us TO: Mr. Roderick Williams, County Attorney Frederick County Board of Supervisors FROM: Ellen E. Murphy, Commissioner of the Revenue RE: Exoneration Harrill Trucking Inc M S A � I t r Please allow the Treasurer to refund $3,504.28 to Hamill Truck Inc. for adjustment to business licenses ' Hamill Trucking is licensed under Interstate Commerce and as such cannot be taxed for a business license on their gross receipts. They were unaware of their exemption when they filed and staff did not know their Federal status. The request appears in order and all backup information has been examined and approved by Commissioner of the Revenue and staff. Supporting information is in the Commissioner of the Revenue office and contains secure data. Exoneration total is $3,504.28. COUNTY of FREDERICK Department of Planning and Development 540/665-5651 FAX: 540/665 -6395 MEMORANDUM TO: Frederick County Board of Supervisors John R. Riley, Jr., County Administrator FROM: Eric R. Lawrence, AICP, Planning Director RE: Northern Shenandoah Valley Regional Hazard Mitigation Plan DATE: April 2, 2013 The Northern Shenandoah Valley Regional Hazard Mitigation Plan must be updated and adopted every five years in order to remain eligible for funding opportunities from the Federal Emergency Management Agency (FEMA) in case of disasters and hazards. Utilizing a grant opportunity, the Northern Shenandoah Valley Regional Commission ( NSVRC) has coordinated the development of the Plan amongst the 20 jurisdictions in the region. On October 9, 2012, the Public Safety Committee unanimously recommended the plan be forwarded to the Board of Supervisors for approval. The Board approved the Regional Hazard Mitigation Plan on November 14, 2012. NSVRC staff learned that the Board's action may have been premature. FEMA requires that it — FEMA - review the plan prior to the localities' adoption. In a letter date - stamped February 22, 2013, FEMA has stated that "the plan received a satisfactory rating for all required criteria and is approvable." Prior to the formal FEMA approval, FEMA requires each participating jurisdiction in the regional to now provide FEMA an adoption resolution. Once all of the localities approve the Plan, FEMA is prepared to formally approve the Plan. Staff would note that since the Board initially reviewed the plan in November, the plan has been revised to reflect that Frederick County contains 1 square mile of water, rather than 1 acre of water. 107 North Kent Street, Suite 202 • Winchester, Virginia 22601 -5000 21 Page Frederick County Board of Supervisors RE: Northern Shenandoah Valley Regional Hazard Mitigation Plan April 2, 2013 The participating jurisdictions in the region are now proceeding through the approval process. At this time, the Board of Supervisors is being requested to revisit the Plan, and renew the Board's approval. Martha Shickle, Executive Director of the NSVRC is available should the Board have questions regarding the plan, its development, or the adoption process. Thank you. Attachments: Northern Shenandoah Valley Regional Hazard Mitigation Plan FEMA letter to Virginia DEM, date stamped February 22, 2013 Prepared Resolution for Adoption by the Board of Supervisors ERL /bad U.S. Department of Homeland Security FEMA Region M One Independence Mall, Sixth Floor 615 Chestnut Street Philadelphia, PA 19106 -4404 FEMA { 4rA�hr OE o •_ Mr. Michael M. Cline FEB 2 2 2013. Director Virginia Department of Emergency Management 105D1 Trade Court Richmond, Virginia 23235 -3713- Dear Mr. Cline: The Federal Emergency Management Agency (FEMA) has completed our review of the Northern Sheaandoah Valley Regional Commission, Virginia, Hazards Mitigation Plan, based on the standards contained in 44 CFR, Part 201, as authorized by the Disaster Mitigation Act of 2000 (DMA2K). These criteria address the planning process, hazard identification and risk assessment, mitigation strategy and plan maintenance requirements. Theplan received a "satisfactory" rating for all required criteria and is approvable. However prior to formal approval, each participating jurisdiction in the Planning District Commission is required to provide FEMA an adoption resolution. We commend you for your dedication demonstrated in supporting the DMA2K and the County's commitment to reduce future disaster losses. If you have questions, please contact Tess Grubb at (215) 931 -5528. Sincerely, Eugene K. Gruber Mitigation Division Director cc: Matthew Wall, Virginia State Hazard Mitigation Officer Dennis M. Morris, Chairman, Northern Shenandoah Valley Regional Commission www.fema.gov RESOLUTION A RESOLUTION TO ADOPT THE 2012 NORTHERN SHENANDOAH VALLEY REGIONAL HAZARD NHTIGATION PLAN WHEREAS, Frederick County, Virginia, like any jurisdiction, is vulnerable to a variety of natural hazards that can result in loss of life and damages to public and private property; and WHEREAS, it is the intent of the Frederick County Board of Supervisors to protect its citizens and property from the effects of natural hazards to the furthest extent possible; and WHEREAS, the Frederick County Board of Supervisors desires to seek ways to effectively reduce and mitigate the risk of these natural and human- caused hazards through participation with the Northern Shenandoah Valley Regional Commission and adjoining jurisdictions in the development and implementation of a regional hazard mitigation plan; and WHEREAS, it is also the intent of the Frederick County Board of Supervisors to fulfill its obligation under Section 322: Mitigation Planning, of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, to remain eligible to receive state and federal assistance in the event of a declared disaster affecting Frederick County; and WHEREAS, the Federal Emergency Management Agency and the Virginia Department of Emergency Management have reviewed the said plan, inclusive of the Frederick County Board of Supervisors section prepared with input from appropriate local and state officials, and has approved the plan pending the completion of local adoption procedures; Now, therefore, be it RESOLVED by the Frederick County Board of Supervisors this 9th day of April 2013, that the Board adopts the 2012 Northern Shenandoah Valley Regional Hazard Mitigation Plan and agrees to take such other official action as may be reasonably necessary to carry out the proposed actions included in the Frederick County section of the Plan, effective this date. Adopted in Frederick County, Virginia, this 9 1h day of April, 21013 by the following recorded vote: Richard C. Shickle, Chairman Gary A. Lofton Robert A. Hess Gene E. Fisher Christopher E. Collins Bill M. Ewing Charles S. DeHaven, Jr. A COPY ATTEST John R. Riley, Jr. Frederick County Administrator UPDATE of the NORTHERN SHENANDOAH VALLEY REGIONAL HAZARD MITIGATION PLAN September 2012 prepared on behalf of the City of Winchester, Clarke County, Frederick County, Page County, Shenandoah County, Warren County, Berryville, Boyce, Edinburg, Front Royal, Luray, Middletown, Mt. Jackson, New Market, Town of Shenandoah, Stanley, Strasburg, Stephens City, Toms Brook, and Woodstock by the Regional Hazard Mitigation Steering Committee administered through the NSVRC Northern Shenandoah Valley Regional Hazard Mitigation Plan (Preliminary Approval Granted By FEMA on February 22, 2013) Table of Contents Chapter Page Chapter1: Introduction ................................................................................ ..............................1 Chapter 2: Planning Process ....................... ...............3 ................................. ............................... Plan requirements, description of the regional planning process, participants Chapter 3: Regional Setting ......... ............................... ....................13 .......... ............................... Summary of the Northern Shenandoah Valley communities, population, infrastructure, natural characteristics of the region Chapter 4: Hazard Identification and Analysis ........................................... .............................26 Identification and description of historical hazards affecting the NSV region, description of the potential impacts from hazards, ranking of hazards and a vulnerability analysis assessing the hazards and impacts to the NSV region Chapter 5: Capability Assessment .............................................................. .............................74 Assessment of the locality's capability to implement mitigation strategies and to identify goals for hazard mitigation Chapter 6: Mitigation Strategies ................................................................. .............................80 Regional and local strategies prioritized by localities to implement an improved response to hazards to mitigate adverse impacts Chapter 7: Plan Maintenance ...................................... ............................... ............................114 Overview of hazard mitigation planning efforts for the region throughout the five -year plan cycle and a procedure to review strategies to encourage their implementation APPENDICES Appendix A: Plan Adoption Resolutions Appendix B: Local Strategies in entirety (with strikes) Appendix C: Supporting Documentation (media advisories, etc.) Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Chapter 1: Introduction This 2012 update to the Regional Hazard Mitigation Plan (Plan update) is intended to satisfy state mitigation planning requirements of the Disaster Mitigation Act of 2000 (DMA2K) at 44 CFR §201.4 and Public Law 106 -390, signed into law October 10, 2000 which amends the 1988 Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Plan update is for the Northern Shenandoah Valley region, including the City of Winchester, the five Counties of Clarke, Frederick, Page, Shenandoah, and Warren and the 14 Towns therein. Under the Act DMA2K, every locality recognized by the State Code that adopts a local or regional hazard mitigation plan every five years, remains eligible for the funding opportunities from hazards offered through the U.S. Federal Emergency Management Agency (FEMA), as part of the Department of Homeland Security. Therefore, by adopting this Plan update, the localities included in this Plan update will remain eligible for (HMGP) funds and the Hazard Mitigation Assistance (HMA) programs which include Pre - Disaster Mitigation (PDM), Flood Mitigation Assistance (FMA), Repetitive Flood Claims (RFC), and Severe Repetitive Loss (SRL) grant programs. The Virginia Department of Emergency Management's Emergency Operations Plan Standard Hazard Mitigation Plan, Support Annex 3 (Volume II) requires that each of Virginia's cities, counties, and towns "develop or take an active role in the development of a hazard mitigation plan for their respective areas. The PDCs are not required to develop a separate hazard mitigation plan for their regions, as they do not have the enforcement authority of the cities, counties, and incorporated towns. However, as described in Section 6.3.5(d), it was the intent of the Commonwealth of Virginia to combine as many of the mitigation plans as possible into regional, multi jurisdictional plans using the PDCs as the planning agency for these efforts. " To assist our localities in meeting the requirements of DMA2K and the suggested guidance through VDEM, the Northern Shenandoah Valley Regional Commission (NSVRC) assisted the regional Steering Committee consisting of representatives from each of the participating localities in the preparation of this Plan update of the Regional Hazard Mitigation Plan. The VDEM, in guidance documentation, noted that regional hazard mitigation plans are more cost effective methods of developing hazard mitigation plans than on a local level stating: "With limited mitigation planning staff at the state level, it is important the local plans continue to remain regionalized to the extent possible. " Preparation of this Plan update was prepared under a funding planning grant opportunity through VDEM. 1 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update This Plan update is formatted as follows: Chapter 2: Regional Setting A description of the manmade and natural environmental characteristics of the Northern Shenandoah Valley. Chapter 3: The Planning Process A description of the planning process used to develop the plan. Chapter 4 - Hazard Identification and Risk Assessment (HIRA) A description of the natural hazards in the area and an evaluation of the risk assessments. Chapter 5 - Capability Assessment An evaluation of the capacity of a locality to respond to and recover from a natural disaster. Chapter 6 - Mitigation Strategy Outlines mitigation, goals, and strategies identified to reduce those risks identified in Chapter 3. Chapter 7 - Plan Maintenance, Implementation and Adoption A program strategy to update the Plan and implement strategies. Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Chapter 2: Planning Process DM42K: §201.4(c)(1): Description of the planning process used to develop the plan, including how it was prepared, who was involved in the process, and how other agencies participated The Plan update represents a collaborative process that incorporated data and input from the twenty participating localities in the region and state agencies including the VDEM, Virginia Department of Transportation (VDOT), Virginia Department of Forestry (DOF), Virginia Department of Environmental Quality (DEQ), and the Virginia Department of Mines, Minerals, and Energy (DMME)_ In addition, industries, colleges, universities, health professionals, and representatives from public and private entities were invited to participate throughout the planning process. The purpose of inviting various participants to share their perspectives is to assure the development of a comprehensive community plan to reduce the long term risk to natural and human- caused hazards. The update of the 2007 Plan was implemented through a process led by a steering committee that met monthly during the time between December 2011 through September 2012. Data and maps from the 2007 Plan were included as appropriate and updated as needed. NSVRC staff worked with locality staff to identify local critical facility data and strategies. The steering committee guided the process to integrate locality data and determined how it could be incorporated into the 2012 update. This Plan update has been expanded to include all twenty jurisdictions within the planning region including the City of Winchester, the Counties of Clarke, Frederick, Page, Shenandoah, and Warren and the fourteen Towns therein. Due to limited staff resources of some localities, certain municipalities elected to report through the County where they are located, these include the Towns in Shenandoah County, Towns in Frederick County, and the Town of Boyce in Clarke County. The planning process included meetings held with the steering committee held at the dates listed below_ The meetings were announced monthly in media releases and open to the general public. Hazard Mitigation Planning Meetings Jan. 2010 1 -3PM Dec. 8, 2012 10 -11:30 AM Jan. 19, 2012 9:30 -11:30 AM Feb. 22, 2012 10 -11:30 AM Mar. 13, 2012 10 -11:30 AM Apr. 18, 2012 10 -11:30 AM May 29, 2012 10 -11:30 AM Jul. 19, 2012 10 -11:30 AM Aug. 16, 2012 10 -11:30 AM Aug. 16, 2012 3 -8 PM Sep. 18, 2012 10 -11:30 am 3 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The public outreach efforts were designed to solicit community input prior to submittal to the Virginia Department of Emergency Management and again, prior to adoption by a participating jurisdiction. In addition, the draft Plan 2012 update was available for review by soliciting surrounding localities, business, and other agencies for comment. The public was invited to participate in the Plan update. Media releases were issued in April, June, July, and August of 2012 to describe the status of the Plan update and inform the public of upcoming opportunities to give comment and participate in the planning process. A public outreach event was held on August 16, 2012 with two public meetings and an open house to encourage interested citizens to participate and comment on the Plan. The public meetings were advertised in local newspapers through the media advisory, television stations, and on a radio public service announcement. An electronic copy of the Draft Hazard Mitigation Plan was made available for public review and comment on the NSVRC website ( www.NSVre i�g and flyers were distributed to localities for posting on their websites as well as displaying during the National Night Out event at booths on August 7, 2012. Comments received on the Plan were reviewed by NSVRC and presented to the Steering Committee. In addition, the Plan update was announced for review directly for review and comment by the following: neighboring communities, local and regional agencies involved in hazard mitigation activities, and agencies that have the authority to regulate development, as well as businesses, academia and other private and non - profit interests to be involved in the planning process. In addition, existing plans, reports and studies available were reviewed to provide information incorporated into this Plan update. This includes locality comprehensive plans, SHENAIR air quality initiatives (hazard capacity assessment on I -81), community and development priorities, transportation plans, comprehensive plans, capital improvement projects, and other reports. Neighboring communities were invited to attend monthly meetings as well as to comment on the Plan update. The following were provided opportunities to review and comment on the Plan update were invited as participants to the meetings as well as given the chance to provide input and comment to affect the Plan's content: 1. Local and regional agencies involved in hazard mitigation activities (Amy Howard of VDEM and Scott Hudson of VDEM as well as all regional emergency response coordinators); 2. Agencies that have the authority to regulate development (each participating locality's planning staff and or designee along with elected officials; and 3. Neighboring communities and interested citizens. The following were notified of the planning process and invited to participate: Chief Administrative Offers (Town Managers, County Administrators, City Manager), regional emergency managers, Shenandoah University, Lord Fairfax Community College, Christendom College, Shenandoah National Park, George Washington National Service, Rappahannock Rapidan Regional Planning Commission, the City of Harrisonburg, steering committee members H Northern Shenandoah Valley Regional Hazard Mitigation Plan Update on the 2007 Hazard Mitigation Plan, along with additional organizations in the NSV region. The above were invited to participate in the kick off meeting of the Plan update through telephone calls and electronic communications distributed to each participating jurisdiction, various local businesses, agencies, hazard mitigation personnel on local and regional levels, academia, neighboring communities, and agencies from the state and federal government. Following the kick off meeting, the participating jurisdictions were communicated to electronically with updates regarding opportunities to participate, strategy update, and during the review process. The monthly steering committee and larger planning group meetings to update the plan were provided in the NSVRC monthly media releases announcing each meeting location, time, and purpose to encourage involvement and participation from the community and interested citizens. Each of the twenty jurisdictions was also communicated with by telephone during the July and August 2012 review and comment period. Specific fliers and pamphlets were issued periodically throughout the Plan update process to continue to solicit input from neighboring communities and the public. These press releases and announcements are included in the appendix to this Plan. The Virginia State Hazard Mitigation Plan was reviewed and incorporated into this Plan update, as referenced throughout. The FEMA guidance from October 2011 was reviewed and also helped guide this Plan update. Online searches referenced from various guidance documents were reviewed and included in this Plan update as appropriate, especially with regard to specific hazards, including state and federal hazard information, statistics, and trends. Hazard mitigation planning is the process of organizing community resources, identifying and assessing hazard risks, and determining how to minimize or manage those risks. While this Plan update deals primarily with natural hazards, human - caused hazards were identified as an area for future mitigation planning efforts. A central theme of hazard mitigation is that pre- disaster planning will significantly reduce the demand for post- disaster assistance by lessening the need for emergency response, repair, recovery and reconstruction and encourage locality resilience to disasters. The primary objective of the planning process is to identify strategies to reduce the impact of hazards. The strategies identify responsibility for each mitigation action, prioritization, and other mechanisms to encourage its implementation. Plan maintenance procedures (located in Chapter 7 of this Plan) are established to monitor progress, including the regular evaluation and enhancement of the Plan. The maintenance procedures ensure that the Plan remains a flexible tool to assist localities in the NSV region benefit from the following: saving lives and property; saving money; enhancing response time for recovery following disasters; reducing future vulnerability through planning; improving eligibility and facilitating the receipt of pre- disaster and post- disaster grant funding to localities; and demonstrating a firm commitment to community safety and health by reducing and mitigating adverse effects associated with natural disasters. 5 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Hazards were identified and ranked according to discussions during meetings and in an on -line survey issued to localities. The on -line survey was also available during the public meetings and open house events held August 16, 2012. Outcomes of the hazard evaluations included acknowledgement of the importance of winter ice storms as well as flooding as key natural hazards. Flooding was ranked as the number one natural hazard in terms of likelihood of highest damage. Survey Results: The hazards in the planning region were ranked from greatest threat (1) to least (10). Threat was defined as frequency or damage potential or both. Participants were invited to rank the top 10 hazards, but to add more, if interested. Community Hazard Rankings 2012 Hazard Ranking in order of 1 (most significant) to 10 (least Hazard Type significant) Flooding Riverine High 1 Including winter High 2 (tie Winter Storm/ Ice / Extreme Cold storms, ice storms, ranking) and excessive cold High 2 (tie High Wind/ Hurricane Hurricane ranking) Tornado Tornado High 3 Lightning Storm Moderate 4 Thunderstorm Moderate 5 Pipelines Pipelines 6 Mass Evacuation from Northern Mass Evacuation from Northern 6 Virginia Virginia Hazardous Moderate — Hazardous materials Spills materials Spills all Human Caused 6 Wildfire Wildfire Moderate 7 Dam Failure Due to Flooding / Low Dam Safety Moderate 8 bridges Low 10 (tie Extreme Heat Heat ranking) Low 10 (tie Drought Heat ranking) C Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Earthquake Earthquake Low 11 Landslide /Steep Slope Landslide /Steep Low 12 Slope Hail Hail as part of Low 13 (tie Storm ranking) Erosion Landslide /Steep Low 13 (tie Slope ranking) Land Subsidence / Karst Karst Low 14 This Plan update lists actions, including mitigation strategies, for local governments to achieve the goal of reducing impacts to life and property from natural disasters. The mitigation strategies listed in this Plan were identified through a process of breakout locality meetings based on a review of the strategies in the 2007 Plan and a determination of relevancy and status. Final Draft Review A draft of the plan was distributed to committee members in mid -July and to localities in early August of 2012. Following public input the Plan was submitted to the VDEM in September 2012. Upon approval, VDEM will forward the Plan to FEMA Region III office for review and approval. These groups provided review and comment and necessary changes were made to the final draft of the plan. This plan was prepared in accordance with the collaborative process outlined in Section 322 of the Stafford Act to facilitate cooperation between state and local authorities. The identification of, and planning for, disaster response will reduce impacts from natural hazards and result in timely allocation of funds to reduce risks. The planning process took place with several groups; a larger planning group and a smaller steering committee. The steering committee met monthly to oversee the development and update of the Plan. In addition, a series of meetings with the localities occurred among the Counties' and Towns' staff representatives, or designees, to identify hazard mitigation strategies at the locality level_ NSVRC staff met with the County -Town teams to document strategies. Members of VDEM have been instrumental throughout the planning process. The Plan was updated with the assistance of the Northern Shenandoah Valley Regional Commission staff. Larger Planning Group* (in alphabetical order of last name) Town Managers or designee David Ash, Clarke County, Emergency Management Coordinator Jeff Boyer, VDOT Bryan Chrisman, Town of Luray, Assistant Town Manager Angela Clem, Town of Woodstock 7 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Brandon Davis, Shenandoah County, Director, Community Development Christy Dunkle, Town of Berryville, Assistant Town Manager Amy Howard, VDEM Scott Hudson, VDEM, Region 2 Jill Keihn, NSVRC Chester Lauck, Frederick County, Deputy Emergency Management Coordinator Eric Lawrence, Frederick County, Director of Planning Joe Lehnen, VDOF Taryn Logan, Warren County, Director of Planning Lynn Miller, City of Winchester, Emergency Management Coordinator Charles Moore, Town Manager, Mount Jackson Terry Pettit, Town of Stanley, Town Manager Joan Roche, Chair Middletown Town Manager through June 30, 2012, Citizen Rep July- present Martha Shickle, NSVRC, Executive director Wes Shifflett, Page County Emergency Management Coordinator Doug Shrier, Lord Fairfax Community College David Spears, VA DMME Alison Teetor / Brandon Stidham, Clarke County Planning Jennifer Welcher, DEQ Gary Yew, Shenandoah County, Emergency Management Coordinator Tim Youmans, City of Winchester, Director of Planning Note The Larger Planning Group was apprised of meetings; however, the majority of meetings was staffed by the Hazard Mitigation Steering Committee (listed below)_ Hazard Mitigation Steering Committee Members (in alphabetical order) Christy Dunkle, Town of Berryville, Assistant Town Manager Scott Hudson, VDEM Amy Howard, VDEM Jill Keihn, NSVRC Chester Lauck, Frederick County, Deputy Emergency Management Coordinator Taryn Logan, Warren County, Director of Planning Lynn Miller, City of Winchester, Emergency Management Coordinator Joan Roche, Chair, Middletown Town Manager through June 30, 2012, Citizen Representative Terry Pettit, Town of Stanley, Town Manager Wes Shifflett, Page County Emergency Management Coordinator David Spears, VA DMME The public was invited to participate at several points in the planning process through local media coverage as well as during regional public meetings. Media releases were issued in April 2012, June 2012, and July 2012 to describe the Plan update. A public outreach event was held in August 2012 to encourage interested citizens to participate and comment on the Plan update. The Northern Shenandoah Valley Regional Hazard Mitigation Plan Update public meetings were advertised in local newspapers, on television, and through a radio public service announcement. An electronic copy of the Draft Hazard Mitigation Plan update was made available for public review and input through posting on the NSVRC website at www.NSVre i�g Locality adoption of this Plan update and approval from FEMA is required for localities to remain eligible for FEMA funding of Hazard Mitigation Assistance (HMA) Programs. The HMA programs provide funding opportunities to reduce the risk to individuals and property from natural hazards. Local governments are encouraged to apply for these HMA programs in both pre- and post- disaster timeframes. This Plan provides a prioritization of strategies for localities to consider for future funding opportunities that will lessen adverse impacts from natural (and human- induced) disasters. The HMA programs facilitate the reduction or elimination of potential losses through hazard mitigation planning and project grant funding. Each HMA program, authorized by separate legislative action, has a different scope but all have a common goal of reducing the risk of loss of life and property due to natural hazards. Potential Future Funding of Strategies in this Plan: • Hazard Mitigation Grant Program (HMGP) • Pre - Disaster Mitigation Program (PDM) • Flood Mitigation Assistance Program (FMA) • Repetitive Flood Claims Program (RFC) • Severe Repetitive Loss Program (SRL) If a grant is awarded by FEMA (often administered through VDEM), then the locality or NSVRC (on behalf of a locality) is a "sub- grantee" and is responsible for managing the sub -grant and complying with program requirements and other applicable Federal, State, and local regulations. The steering committee requested these funding opportunities be clearly presented in this Plan as well as on the NSVRC website. To meet these requests, the following is a list of funding programs. • Overall Funding descriptions: The HMA Unified Guidance can be found on FEMA's website at: http: / /www.fema.gov and at NSVRC website www.NSVregion.org • Hazard Mitigation Grant Program: Localities with an adopted hazard mitigation plan (approved by FEMA) are eligible to qualify for oast- disaster mitigation funds. • Pre - Disaster Mitigation Grant Program: Localities with an adopted hazard mitigation plan (approved by FEMA) are eligible to qualify for pre- disaster mitigation funds, local jurisdictions must adopt a mitigation Plan that is approved by FEMA. • Flood Mitigation Assistance Program: Localities with an adopted, FEMA- approved mitigation plan are eligible to qualify for funds to implement projects including acquisition or elevation of flood -prone structures. The plan must be prepared following 11 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update the process outlined in the National Flood Insurance Program's (NFIP) Community Rating System. • FEMA/NFIP Repetitive Flood Claim (RFC) Program: The RFC program, authorized by the Flood Insurance Reform Act of 2004, assists communities to reduce flood damages to properties that have at least one NFIP claim payment. Funding includes acquisition, elevation, and flood - proofing of residential structures. • FEMA/NFIP Severe Repetitive Loss Program: The SRL program funds projects that reduce or eliminate the long -term risk of flood damage to residential structures under the NFIP which have suffered repetitive losses. SRL properties have at least four NFIP claim payments (over $5,000 with at least two of the claims within a ten -year time period). Like RFC, SRL funds projects for residential properties and can include acquisition, elevation, and dry flood - proofing of residential structures. Eligible residential properties residential structures must have at least two separate claim payments made within a ten -year period with the cumulative amount of the building portion of the claims that exceed the total property value. Plan Adoption Following approval from FEMA, each participating jurisdiction will consider adoption of this Plan update. The resolutions for adoption will be presented as part of each City and Town Council and County Board of Supervisor meeting agendas during regularly scheduled meetings. These meetings are publicly advertised by law and will provide the public an additional opportunity to comment on this Plan update. The Steering Committee and or NSVRC staff is scheduled to present a summary of the Plan to each local elected body prior to their consideration of adoption. The 2007 NSV Regional Hazard Mitigation Plan served as a springboard for the planning team and steering committee to determine a process to update this Plan. The steering committee discussed the organization of the Plan and reviewed strategies considered. There was consensus to include the regional information with locality- specific strategies presented separately for the City of Winchester and for each County with Towns as subsets to the County strategies. The committee meetings provided data review, evaluated data, ranked hazards, evaluated capacity to respond to disasters, identified / reviewed regional and local strategies, noted areas for improved regional emergency response coordination, articulated general training desires, and guided the outreach efforts (development of a regional website and a series of media advisories) for locality and public education to raise awareness of hazard mitigation and the Plan update. The need for training and workshops was identified for future planning efforts. Overall, the emergency response coordinators in the NSV region have cultivated excellent communication and cooperation in efforts to respond to disasters. This Plan update was designed to identify opportunities to encourage continued coordinated regional response to disasters and facilitate funding for projects and needs for the localities to reduce adverse impacts from natural disasters. 10 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The NSV Regional Hazard Mitigation Plan includes the City, five Counties, and fourteen incorporated Towns. To satisfy multi jurisdictional participation requirements, the City, Counties and local Towns were invited to participate in mitigation planning meetings, respond to Capability Assessment inquiries, rank hazards, review, evaluate and prioritize strategies and mitigation projects including County or Town -level goals and mitigation actions, and consider adoption of this Plan. Each locality participated at a level commensurate with staff capacities and each participating jurisdiction will consider adoption of this Regional Hazard Mitigation separately_ The localities will commit to the plan maintenance procedures outlined in this Plan and will monitor and update their strategies on a regular basis. Annual updates of this Plan will occur at the end of each calendar year, beginning a year after the Plan is adopted or December 2013_ The following table summarizes jurisdictional participation throughout the planning process. 11 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Locality Participation in Development of Hazard Mitigation Plan Update t? Hazard Critical Contact for Plan ranking Facilities H IRA Invited Meeting Board/ Steering Additional invited to (invited to to Mitigation Plan Website Locality Review and Committee Contacts participate/ add data/ participate /pa Strategies Review Review Announcements Council Participation comments comments rticipated Received Scheduled rec'd received) Winchester Planning City Lynn Miller X Dept X/X X/X X/X X/X X X X X Clarke County Brandon Stidham x X/X X/X X X/X X X X X Town of Berryville Christy Dunkle X X/X X X X/X X X X X Town of Town Clerk, Mayor Boyce Roberts X X X X X X X X Frederick Planning County Chester Lauck X Dept X/X X/X X/X X/X X X X X Town of Planning Middletown Joan Roche (thru 6 -12) X Dept X/X X/X X/X X/X X X X X Town of Stephens City Mike Kehoe X X X X X X X X Page Campbell, Page Fire & County Wes Shifflett X Rescue X/X X/X X/X X/X X X X X Town of Luray Bryan Chrisman X X/X X/X X/X X/X X X X X Fire & Town of Rescue, Shenandoah Larry Dove[ Police X/X X/X X X/X X X X X Town of Stanley I Terry Pettit X/X X/X I X X/X X X X X Shenandoah Planning County Gary Yew X Dept X/X X/X X/X X/X X X X X Town of Rep thru Edinburg Dan Harshman County X X X X X X X X Town of Mt Rep thru Jackson Clark Draper County X X X X X X X X Town of Rep thru New Market Evan Vass County X X X X X X X X Town of Rep thru Strasburg Jud Rex County X/X X/X X X/X X X X X Town of Rep thru Toms Brook Phil Fauber, mayor County X X X X X X X X Larry Bradford, Town of Rep thru Town Woodstock Angela Clem County Manager X/X X X X X X X X Fire & Warren Rescue, County Taryn Logan X Police X/X X/X X/X X/X X X X Town of Steve Burke,Town Rep thru Planning Front Royal Manager County Dept X X X X/X X X k X t? Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Chapter 3: Regional Setting The localities in the Northern Shenandoah Valley (NSV) are described in this chapter in order to facilitate a better understanding of the natural and manmade settings that could be impacted in a disaster. Description of the Manmade Environment of the Northern Shenandoah Valley The area served by the NSVRC is located in the northern tip of Virginia, west of the Washington, DC, metropolitan area. The NSV planning region includes the City of Winchester; the five Counties of Clarke, Frederick, Page, Shenandoah, and Warren; and the 14 Towns which are listed below based on the County in which they lie_ Clarke County: Town of Berryville and Town of Boyce, Frederick County: Town of Middletown and Town of Stephens City Page County: Town of Luray, Town of Shenandoah, and Town of Stanley Shenandoah County: Town of Edinburg, Town of Mount Jackson, Town of New Market, Town of Strasburg, Town of Toms Brook, and Town of Woodstock Warren County: Town of Front Royal The population for the planning region over the 20 -year planning horizon to 2032 was presented in the regional Water Supply Plan, adopted by all 20 jurisdictions between June - October 2011. The NSV planning area lies about 70 miles west of Washington DC, with Clarke and Frederick Counties located on the northwest and northeast. The independent City of Winchester is surrounded by Frederick County. Warren County and Page County are located in the southeast of the planning region and Shenandoah County is located in the southwest. The total area of the planning region covers over one million acres. Table 3.1 and Figure 3 -1 illustrate the land area of each of the communities in the region as well as the populations in the communities and number of households. This information is a key component in determining the risk to communities from natural hazards. In addition, Table 3.2 provides housing data to further describe the communities in the region. 13 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Table 3.1 Northern Shenandoah Valley Region Population (US Census Bureau; 2011 Reg Tonal Water Supply Plan) 2010 Locality Area 1990 2000 2010 2000 Pop Pop (Sq Mile) Pop Pop Pop per Sq Mile per Sq Mile Clarke County 178.07 12,101 12,652 14,034 71 79 Town of Berryville 1.35 3,097 2,963 4,185 2,195 3,100 Town of Boyce 0.34 520 426 589 1,253 1,732 Frederick County 415.78 45,723 59,209 78,305 142 188 Town of Middletown 0.6 1,061 1,015 1,261 1,692 2,102 Town of Stephens City 1.44 1,186 1,146 1,825 796 1,267 Page County 314.09 21,690 23,177 24,042 74 77 Town of Luray 4.86 4,587 4,871 4,974 1,002 1,023 Town of Stanley 1.19 1,186 1,326 2,161 1,114 1,816 Town of Shenandoah 1.38 2,213 1,878 1,532 1,361 1,110 Shenandoah County 512.53 31,636 35,075 41,993 68 82 Town of Edinburg 0.7 860 813 1,050 1,161 1,500 Town of Mount Jackson 1.22 1,583 1,664 2,368 1,364 1,941 Town of New Market 1.51 1,435 1,637 2,570 1,084 1,702 Town of Strasburg 2.01 3,762 4,017 7,660 1,999 125 Town of Toms Brook 2.01 3,762 4,017 252 1,999 125 Town of Woodstock 2.74 3,182 3,952 6,097 1,442 2,796 Warren County 216.31 26,142 31,584 37,439 146 174 Town of Front Royal 9.05 11,880 13,589 14,440 1,502 1,596 City of Winchester 9.2 21,947 23,585 26,203 2,525 2,805 14 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The population located within the localities is broken down as housing stock in the profile below. The quantity and type of building units located within each jurisdiction is an important consideration in the vulnerability analysis. 3.2: Profile of Housing Units # Median # # Avg Vacancy Rate Vacant Locality Housing Value Owner Home rental Household Owner / renter Housing Units Occupied Owner units Size (Town -Avg Units Units Owner /Rental Vacancy rate) Clarke $366,900(5 - County 6,185 yr est ) 4,195 1,353 2.52/2.42 2.28/9.3 650 Berryville 1,920 $324,300 606 2.06 151 Boyce 252 $258,100 53 2.66 36 Frederick $240,900 (1- County 30,472 yr est ) 22,495 1 6,063 2.53/2.63 1.9/5.7 1,914 Middletown 501 $190,200 202 2.41 48 Stephens City 799 $204,200 340 2.46 92 Page County 11,500 $177,400 7,282 2,347 2.53/2.32 2.10/3.0 1,854 Luray Town 2,503 $178,100 760 2.23 215 Shenandoah Town 1,091 $143,300 1 272 2.51 108 Stanley Town 818 $160,100 284 1 2.40 74 Shenandoah County 20,416 $213,900 12,039 5,277 2.44/2.28 2.8/6.5 3,100 Edinburg 595 $202,700 208 2.35 82 Mt Jackson 814 $161,900 289 2.93 102 New Market 1,047 $181,400 454 2.20 141 Strasburg 2,988 $207,100 1,167 2.41 253 Toms Brook 106 $175,000 30 3.07 16 Woodstock 2,696 $228,900 941 2.40 322 Warren County 15,722 $250,700 10,591 3,569 2.61/2.5 1.6/6.2 1,595 Front Royal 6,465 $227,700 2,288 2.52 623 Winchester 72.25/6.2 city 11,792 $256,700 5,173 5,048 2.56/2.29 1,571 Source: 2010 U.S. Census Bureau: American Fact Finder, Towns: 2000 Census; Counties and City: 3 -yr Survey 2010 Census 15 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Similar data as above presented is provided below in an altered format to facilitate emergency responders to consider the profile of a community and best gauge response in a disaster. As presented in Table 3.2, above, the housing density is based on Census data for 2010 populations of the Counties and City. Housing Data Household Size Vacancy Rate Locality Total Housing Units Mobile Homes # Vacant Units # Home- Owner Units # Rental Units Avg HH Size for Home Owner Unit Avg. HH size for Rental Unit Home Owner Vacancy Rate Rental Vacancy Rate Clarke County 6,185 19 650 4,195 1,340 2.52 2.42 2.00 9.30 Frederick County 30,472 2,652 1,914 22,495 6,063 2.63 2.53 1.90 5.70 Page County 11,500 1,407 1,871 7,282 2,347 2.53 2.32 2.10 3.00 Shenandoah County 20,416 785 3,100 1 12,039 5,277 2.44 2.28 2.80 6.50 Warren County 15,755 461 1,595 10,591 3,569 2.61 2.50 1.60 6.20 Winchester 11,792 104 1,571 5,173 5,048 2.56 2.29 2.5 13.4 NSVRC County /City Total 1 96,120 1 5,428 1 10,701 61,775 1 23,644 16 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Northern Shenandoah Valley Regional Commission Y Legend NSVRC Town Boundaries NSVRC Boundaries Frederick County / - j f Town of Wir'hester Berryvitle Town of Town of Stephens City Boyce Town of Clarke County Middletown State of W(sL Virginia Town of Strasburg Tow of Toms Brook Town at Town of Front Royal Woodstock Shenandoah Warren Tarn of County Edinburg County Town of Page Mount Jackson county F,appollannoc k Town of Town of Courity New Marke- Luray Rockingham County Town of Stanley Town of Nladition I c l ity of henandoah LoLIIlL1' Northern Shenandoah Valley Regional Planning Area Figure 3.1 Northern Shenandoah Valley Fauyuier County Culpeper County State of LoudouX, County: 0 2 4 a 12 1G N Mmes 1 Y Scale: 1725,000 Projection: Geographic Datum'. NAB 1983 The table below provides a list of structure values for each community gathered from Commissioner of Revenues based on structural improvements for exempted and non - exempted real estate in the January 1, 2012 tax book. Assessed Structure Value includes all property 17 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update (Commercial, residential, institutional and excludes land value). This table should be reviewed and updated annually by the steering committee to reflect the most updated improvement values. Clarke County - County is located on the north eastern portion of the region and has a total area that covers 178 square miles including two square miles of water. The County seat is in the Town of Berryville. Frederick County — Frederick County is the northern most point in Commonwealth of Virginia. Frederick County lies in the most north western portion of Virginia. It is included in the 18 Total Property Values (Based on Locality (Counties Taxable Nontaxable Jan. 12012 Tax exclude Town Structures Structures Book in data) Commissioner of Revenue of locality) Winchester City $1,688,187,500 $631,410,100 $2,319,597,600 Clarke County $100,433,600 $1,334,321 $101,767,921 Town of Berryville $321,625,500 Town of Boyce $43,555,800 Frederick County $4,818,580,400 $682,128,000 $5,500,708,400 Town of Middletown $47,206,900 Town of Stephens City $82,404,900 Page County $876,062,945 $114,710,700 $990,773,645 Town of Luray $336,678,500 $49,750,100 $386,428,600 Town of Shenandoah $120,398,300 $13,189,700 $133,588,000 Town of Stanley $73,582,400 $16,162,100 $89,744,500 Shenandoah County $1,667,765,100 $131,746,400 $1,799,511,500 Town of Edinburg $59,902,800 $10,060,200 $69,963,000 Town of Mt Jackson $104,433,100 $17,364,500 $121,797,600 Town of New Market $115,013,000 $14,243,700 $129,256,700 Town of Strasburg $361,050,700 $33,889,400 $394,940,100 Town of Toms Brook $9,105,400 $1,879,000 $10,984,400 Town of Woodstock $350,570,600 $99,347,000 $449,917,600 Warren County $1,765,325,200 $388,091,600 $2,153,416,800 Town of Front Royal $786,114,700 $255,284,700 $1,041,399,400 TOTAL in NSV region 2,460,591,521 Clarke County - County is located on the north eastern portion of the region and has a total area that covers 178 square miles including two square miles of water. The County seat is in the Town of Berryville. Frederick County — Frederick County is the northern most point in Commonwealth of Virginia. Frederick County lies in the most north western portion of Virginia. It is included in the 18 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Winchester, Virginia -West Virginia Metropolitan Statistical Area and covers 416 square miles with one square mile of water. Its County seat is Winchester. Page County - Page County is located in the eastern portion of the planning region. Its County seat is Luray. The County has a total area of 314 square miles of which three square miles are water. Shenandoah County — The County seat is the Town of Woodstock. The County has a total area of 513 square miles. The Fort Valley and western slopes of the Massanutten Mountain are located within the County. Warren County — The County seat is in the Town of Front Royal and is considered to be a distant part of the Washington Metropolitan Area. The County has a total area of 216 square miles of which three square miles are water. Winchester City — Winchester is surrounded by Frederick County. It is included in the Winchester, Virginia — West Virginia Metropolitan Statistical Area. The City covers 9.2 square miles. Populations at Risk The eight factors to identify populations at risk included: 1. Socio- economic status; 2. Wealth; 3. Elderly populations; 4. Female heads of Large Households in densely populated areas; 5. Rural areas; 6. Non - English proficient populations (English as a second language populations, etc.); 7. Female labor force; and 8. Households living in Manufactured Housing. A challenge in emergency management and in all government support services is to include the immigrant population in the NSV region since these residents are not fully captured by traditional Census or this vulnerability analysis. English as the secondary language is a large portion of much of the Valley, especially for migrant workers in the poultry processing plants and orchard pickers. Special needs populations were not included in this update of the regional Plan but will be considered in future iterations of the plan. The factors that attract businesses and people to the area present the greatest challenges to regional Emergency Managers and cause significant hazard mitigation challenges including: growth, dense populations, over -taxed transportation routes, communication, and knowledge of how to mitigate 19 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update vulnerable buildings and prepare for disasters. Urban Concentration Areas The City of Winchester which is surrounded by Frederick County and the 14 Towns, located within the five Counties of the region, are areas of urban concentration. Growth is estimated to continue to be concentrated in the City and Town urban areas throughout the 20 -year planning period to 2032. With the exception of the Frederick County Urban Development Area, the surrounding Counties are anticipated to continue to grow at a slower pace than the urban centers, with smaller subdivisions and continuing agriculture as the predominant land use in the outlying areas. The majority of the population in the region is distributed in clusters along the major transportation routes of I -81 and I -66, and along Routes 7, 50, 522, 11, and 340. There is little change in the use of those corridors over the past 20 years and the future transportation routes will likely be the same. More trucks travel I -81 rather than the narrow state route 340 corridors. Commerce and industry is distributed among the Counties in proportion to population, with the highest concentrations in Winchester and the surrounding portions of Frederick County. More of the population resides on the western side of the Massanutten Ridge, with less population residing on the eastern portion of the planning region (east of the Massanutten Ridge). Land Use Overview Federal agencies located within the planning region include the following: the U.S.D.A. Forest Service's George Washington National Forest located within the Counties of Frederick, Page, Shenandoah, and Warren; the U.S. Department of Interior's National Park Service's Shenandoah National Park located within the Counties of Page and Warren; the U.S. Department of Interior's Smithsonian Research and Biology Institute facility in Warren County; and the Department of Homeland Security facilities located in Frederick, Warren, and Clarke Counties. Two state agency -owned large land holdings in the planning region include the Department of Conservation and Recreation's Andy Guest State Park in Warren County and the Department of Forestry's Devil's Backbone in Shenandoah County. The total land area of the planning region is 1,647 square miles or 1,054,080 acres. Due to the valley's fertile soils, over half the land use in the region is agricultural, 45% is forested, and the remaining slightly less than 5% is urban. Details of the population distribution within the planning area is presented in the community development section; however, based on 2010 Census data, approximately 272,980 people live in the Northern Shenandoah Valley as of 2010. Transportation The two main transportation arteries in the region include I -81, running north / south through the Shenandoah Valley and I -66 which enters the region on the east, runs west and intersects I -81 in 20 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Strasburg, 66 miles west of Washington, DC. The planning region serves as a transportation hub and provides overnight access to 60% of U.S. industrial activities; and offers direct access to Canadian markets via I -81. The Virginia Inland Port provides intermodal ocean shipping and customs clearance, offering local industry worldwide trade reaches. The region is located next to the Washington - Arlington - Alexandria Metropolitan Areas, lies approximately 35 miles west of the Dulles International Airport, and 55 miles west of Washington, D.C., at the closest points. Other prominent roadways in the Shenandoah Valley that transverse north / south through the planning region and include State Route 340 running approximately 20 miles east of I -81, and U.S. Route 11. U.S. Route 340 connects many Town centers in Warren, Page, and Clarke Counties along the eastern part of the planning area. The historic Route 11 parallels I -81 on the western part of the Shenandoah Valley, which runs through Town centers in Shenandoah and Frederick Counties. Virginia Routes 7, 37, 42, 55, 263, and 277 all interconnect with the main roads. Historic railway lines run predominantly in north / south directions in both the western and eastern portions of the Valley. In addition, the region participates in a Commuter Ride Share program. This network of transportation connects population centers and brings a large population passing through the planning area. Other Land Uses There are three landfills in the planning region: Battle Creek landfill in Page County which accepts solid waste from Page and Warren Counties; Frederick County Regional Landfill (and Frederick County Construction & Demolition Debris landfill) both in Frederick County which accepts waste from the Counties of Clarke and Frederick and the City of Winchester; and the Shenandoah County Landfill. Employment Data and Analysis According to the Virginia Employment Commission, the top employers in the Northern Shenandoah Valley are listed below (in alphabetical order). These top employers are anticipated to continue to grow throughout the region through 2040 (per Virginia Employment Commission). • Berryville Graphics • Cracker Barrel Old Country Store • Food Lion • Frederick County • Frederick County School Board • George's Chicken, Inc. • The Home Depot 21 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update • Lowes' Home Centers, Inc. • Marshall's • Martin's Food Market • Page County School Board • Postal Service • Rubbermaid Commercial Products LLC • Shenandoah County School Board • Shenandoah University • Target Corporation • U.S. Department of Homeland Defense • Valley Health System • VDOT • Wal Mart • Warren County School Board • Winchester City • Winchester City Public Schools These listed employers provide the largest percentage of employment within the Shenandoah Valley as categorized by industry with many serving in manufacturing, construction, retail trade, educational services, health care and social assistance, and accommodation and food services sectors. Description of the Natural Environment of the Northern Shenandoah Valley Geology and Hydrology The Shenandoah Valley is in the northwestern part of Virginia and is part of the Great Valley within the larger Appalachian Mountain chain. The Appalachian Mountains stretch from Georgia to Maine; the Great Valley stretches from Pennsylvania to Alabama. The headwaters for the Shenandoah River are in Augusta and Rockingham Counties, south of the planning region. The Shenandoah Valley is about 160 miles long, lies in a north -south direction, and is bounded between the Blue Ridge Mountains on the east and the Allegheny Mountains on the west. Water runoff has carved the mountains' distinctive alternating pattern of ridges and valleys. The soils include karst and non -karst features. 22 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The planning region is located within Ridge and Valley geologic province, bounded by the Appalachian Mountains on the west and the Blue Ridge Mountains on the east. The Massanutten Mountain Range in the center divides the area into two major sub - valleys. There are four major geologic belts underlying the region: Appalachian Sandstone /Shale; the Valley Carbonates (containing mostly limestones and dolomites); Central Valley Shale; and the Blue Ridge Complex (containing granite, gneiss, and greenstone). The limestone, carbonates, and dolomite contain numerous karst features including seeps, springs, caves, caverns, and disappearing streams. Elevations vary from less than 400 feet above sea level to over 4,000 feet in the Blue Ridge Mountains. There are 20 major soil associations in the planning district. According to available local studies, approximately 55 percent of the total land area has slow permeability, shallow depth to bedrock, steep slopes, and seasonally high water table. Due to the constraints of slope, karst, and soil types, areas of generalized development are restricted to the Valley floor along the main roadways. The Shenandoah River runs through the valley and long ago carved out the Shenandoah Valley, dissolving the limestone and carrying the sediments north to the Potomac. The North Fork, South Fork, and Main Stem of the Shenandoah River flow through the Valley northward to join the Potomac River in Harpers Ferry WV. The Shenandoah River (both North and South Forks) drains most of northwestern Virginia and has headwaters in localities south of the planning region. The South Fork of the Shenandoah River flows northward through Page County into Warren County. The North Fork of the River flows from Rockingham County north through Shenandoah County and eventually northeast to Warren County. The confluence of the North and South Forks occurs in the Town of Front Royal to form the Main Stem of the Shenandoah River which subsequently flows northward through Clarke County to drain into the Potomac River. The entire planning region lies within the Shenandoah River / Potomac watersheds that drain into the Chesapeake Bay and ultimately the Atlantic Ocean. There are over 46,991 acres of wetlands in the planning region, based on National wetland Inventory Maps (U.S. Fish & Wildlife). The major watershed for the region is the Potomac / Shenandoah River Basin. Meteorology The climate of the Shenandoah Valley, particularly regarding precipitation, is strongly influenced by the surrounding mountains. When moist air flows toward Virginia from areas to the west and northwest, it encounters the high relief of the Allegheny Mountain system to the west of the Shenandoah Valley. As that air is forced to rise over the mountains (known as orographic lifting), it cools, moisture condenses out, and the bulk of the precipitation falls on the western slopes of the Alleghenies. This leaves comparatively drier air to descend into the Valley and produce less precipitation. Likewise, when moist air from the nearby Atlantic Ocean flows across Virginia from the east, it encounters the Blue Ridge Mountains to the east of the 23 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Shenandoah Valley. The same orographic lifting usually results in lower precipitation amounts in the Valley. This double "rain shadow" effect puts the Shenandoah Valley in the driest portion of Virginia and makes it one of the driest locations in the eastern United States. Typical annual precipitation amounts for nearby stations on the east - facing slopes of the Blue Ridge Mountains run about ten inches higher than the Shenandoah Valley (around 48 inches as opposed to 38 inches). Statewide average annual precipitation is around 40 -44 inches. The general mechanisms for precipitation change throughout the course of the year. Larger -scale mid - latitude cyclones and associated frontal passages predominate the colder months and smaller -scale thunderstorm activity usually providing most of the rainfall in the warmer months. The Shenandoah Valley, along with the rest of Virginia, experiences no distinct "dry" or "wet" seasons with respect to precipitation. Nonetheless, the normally high rates of evapotranspiration in the summer months usually lead to an overall loss of moisture, while the colder months allow for the replenishment of deep soil and groundwater reserves. In addition, the varied height and orientation of the flanking mountains can create large differences in precipitation amounts at smaller scales. This is especially true during the summer months, when the primary source of rainfall in Virginia is the thunderstorm. 24 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The predominant flow of surface winds is generally up and down the roughly 160 -mile length of the Valley (northeasterly and southeasterly directional categories). Diurnal heating and cooling also gives rise to a mountain and valley breeze, which circulates air from higher surrounding elevations to the Valley floor and up again. Summer average temperatures in the Valley are in the mid -70's ( °F) and rarely reach the 100° mark, while winter temperatures average in the mid - 30's. The freeze -free growing season averages about six months, from mid -April to mid - October, though local microclimates and elevational differences can bring considerable variation. Rainfall is drained out of the Valley through a series of tributaries and streams that flow into the Shenandoah River, flowing northward to the Potomac River. According to the state climatologist also on the State Drought Task Force (Stenger, UVA), the following data was collected from 1971 to 2000 in the Towns of Berryville, Woodstock, and Luray, as well as Frederick County weather stations to characterize the climate of the region. The average annual precipitation in the region is 38.27 inches, the maximum average annual temperature is 65.48 degrees Fahrenheit (F) and minimum temperature average is 41.66 F. The season temperature variation ranges from annual averages for winter max /min is summarized in the chart below. While most of the Commonwealth receives an annual precipitation of 40 -44 inches a year, the Shenandoah Valley receives an average of about 33 -36 inches a year. The Blue Ridge Mountains on the eastern side of the Valley averaged 46 -58 inches ( Climatesource.com ). Precipitation averaged more than 52 inches with a maximum area above 64 inches on the western sides and peaks of the Appalachian and Allegheny Mountains in West Virginia. Seasonal Regional Average Climatic Norms Regional Average Climatic Normals (1971 -2000) by Season Winter SDrine Summer Fall Annual Total Precipitation (Inches) 7.80 10.03 10.74 10.01 38.58 Average Daily Max Temperature ( °F) 44.5 65.0 84.8 67.6 65.5 Average Daily Minimum Temperature ( °F) 23.3 40.0 60.5 42.7 41.7 Average Daily Mean Temperature ( °F) 33.9 52.5 72.7 55.2 53.6 25 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Chapter 4: Hazard Identification and Risk Assessment Requirement ,§201.6(c) (2) (1): [The risk assessment shall Include a description of the type of all natural hazards that can affect the jurisdiction. The plan shall Include Information on previous occurrences of-hazard events and on the prohahlllty offuture hazard events. ] The localities in the NSV are prone to many natural and manmade hazards. Virginia has experienced thousands of hazard events, resulting in millions of dollars in losses and casualties, and Presidential disaster declarations. To meet the planning requirements of the Disaster Mitigation Act of 2000, a Hazard Identification and Risk Assessment (HIRA) has been developed and included by the localities in this Hazard Mitigation Plan update. This Chapter is formatted as follows to comply with regulations: 1. Introduction to the HIRA process 2. Declared Disasters (as updated from 2007 Plan) 3. Hazard Inventory (Flood, Nonrotational Hurricane Wind, Severe Thunderstorms and Lightning, Tornados, Wildfire, Drought, Extreme Heat, Winter Storms, Ice, Erosion, Dam Failures, Earthquakes, Karst (sinkholes), and Landslides) 4. Hazard Rankings Process and Results 5. Hazard Identification Risk Analysis (HIRA) Critical Facilities and vulnerability Introduction to the HIRA Process HIRA is a systematic way to identify and analyze hazards to determine their scope, impact and the vulnerability of the built environment to such hazards. The purpose of the HIRA is to: 1. Identify what hazards could affect the NSV 2. Profile hazard events and determine what areas and community assets are the most vulnerable to damage from these hazards 3. Estimate losses and prioritize the potential risks to the community The Hazard Identification and Risk Assessment for the Commonwealth of Virginia Emergency Operations Plan Support Annex 3 - Enhanced Hazard Mitigation Plan (by the University of Virginia Polytechnic Institute's Center for Geospatial Information Technology [CGIT]) was reviewed to identify natural disasters likely to be experienced in the NSV and formed the baseline for this update. Each of the hazards has been evaluated for its impact on the area to facilitate the ranking and analysis in this Plan update. FEMA guidelines emphasize using "best available data" for this plan. Data availability issues were compounded by the lack of standardization and records. Inadequate information about Wo Northern Shenandoah Valley Regional Hazard Mitigation Plan Update local features such as critical facilities and infrastructure remain in this update and will be evaluated and revised annually during the Plan review process, as new information becomes available. To the degree data was available, this section will cover identifying hazards, ranking of hazard events, and assessing vulnerability to the NSV, estimating potential losses by jurisdiction, assessing vulnerability of critical facilities, and estimating potential losses of such facilities. The facility vulnerability assessment and loss estimation is discussed later in this chapter. Declared Disasters Hazard History of Major Disasters The 2007 Plan lists major disasters that have occurred in the planning region over the past seventy -five years, including Presidentially - declared disasters. Communities in the NSV have received 12 Presidential Disaster Declarations since 1972. Additional major disasters declared since the 2007 Plan include the following. When no community - specific description is available, the general description represents the entire planning area. Presidential Disasters declared in Virginia since the 2007 Plan: Source: http: / /www.fema.gov /disasters Virginia Severe Storms and Straight -line Winds event June 29, 2012 to July 1, 2012; Major Disaster Declaration declared on July 27, 2012 (DR- 4072). Tropical Storm Lee event September 8, 2011 to September 9, 2011; Major Disaster Declaration declared on November 17, 2011 (DR- 4045). Virginia Earthquake event August 23, 2011 to October 25, 2011; Major Disaster Declaration declared on November 4, 2011 (DR- 4042). Virginia Hurricane Irene event August 26, 2011 to September 4, 2011; Emergency Declaration declared on August 26, 2011 (EM- 3329). Virginia Coffinan Fire event February 19, 2011; Fire Management Assistance Declaration declared on February 20, 2011 (FM- 2861). Virginia Smith Fire event February 19, 2011; Fire Management Assistance Declaration declared on February 20, 2011 (FM- 2860). Virginia Severe Winter Storms and Snowstorms event February 5, 2010 to February 11, 2010; Major Disaster Declaration declared on April 27, 2010 (DR- 1905). 27 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Virginia Severe Winter Storm and Snowstorm event December 18, 2009 to December 20, 2009; Major Disaster Declaration declared on February 16, 2010 (DR- 1874). Virginia Severe Storms and Flooding Associated with Tropical Depression Ida and a Nor'easter event November 11, 2009 to November 16, 2009; Major Disaster Declaration declared on December 9, 2009 (DR- 1862). Virginia Severe Storms and Flooding, Including Severe Storms and Flooding Associated with Tropical Depression Ernesto event August 29, 2006 to September 7, 2006; Major Disaster Declaration declared on September 22, 2006 (DR- 1661). Hazard Inventory This section provides a description of the natural hazards that threaten the planning region. Throughout the United States, communities are vulnerable to a variety of natural hazards that threaten life and property. This Plan identifies and discusses the following Natural Hazards: o Flood o Hurricanes and Coastal Storms o Severe Thunderstorms o Tornados o Wildfire o Drought /Extreme Heat o Winter Storms o Ice o Hail o Erosion o Dam Failure o Earthquakes o Karst (Sinkholes) o Landslides Some hazards are interrelated while others are unique distinct events. For example, hurricanes are often associated with flooding; severe thunderstorms can include lightning, flooding, and landslides, and hail occurs during thunderstorms, winter storms, and tornados. For the purposes of this Plan, man -made hazards such as dispersal of chemical or biological agents are not included in this discussion. The steering committee requested hail be included with other events. In accordance with FEMA guidance for hazard mitigation planning, this Chapter addresses the hazards in the following sections: 28 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update • Hazard Extent - a broad characterization describing the extent in terms of strength, duration and or magnitude. General types of impacts are presented in this section. • Community ranking of Hazards — numeric and qualitative ranking of hazards in the NSV region by the steering committee, localities, and the public. • Location of Hazards — the geographic areas affected by natural hazards. • Impacts from Hazards — a description of the types of effects on the community, population, structures, and future losses, as data is available and as guided by the steering committee. • Probability of Occurrence — an evaluation using historic occurrences, committee experience, and the best available information to determine the likelihood of future occurrences (statistical data and qualitative rankings by the committee as low, medium, or high). Unless otherwise specified, the hazards, location, extent, and future probability remain the same throughout the planning region. Floods Flooding is the most frequent and costly natural hazard in the United States. Nationally, about 150 people are killed in floods each year. Nearly ninety percent of Presidential Disaster declarations result from natural events in which flooding is a major component. Historically, Virginia's most significant floods have been associated with hurricanes and tropical storms. Usually the result of excessive precipitation, floods may be classified as general floods, characterized by prolonged precipitation over a specific watershed, or flash floods, the product of heavy, localized precipitation of short duration. Watersheds for the region are presented in the previous Chapter 3, on Figure 3.2. For the most part, the severity of a flooding event is determined by a combination of the topography of the region, the type and duration of the precipitation event, percent slope, soil type, existing soil moisture, and the extent and type of vegetative cover. According to the Society for Wetland Scientists, vegetation and wetlands in particular are known for abating the severity of a flood event absorbing a wall of water and like a sponge, slowly releasing the water downstream several days or weeks after a flooding event. Flooding is also likely within wetland areas due to high groundwater tables to the surface. The acres of wetlands are presented below for each County within the region. The wetland types are palustrine freshwater habitats. These were mapped using GIS layers of a National Wetland Inventory available from the U.S. Fish & Wildlife Service as listed below for each locality. Page County has the highest percentage of land in wetlands, with over 11% of the total land area in wetlands. Over 7% of the total land in Warren County is wetlands and more than 3.5% of Clarke County's total land is in wetlands. In Shenandoah County just over 2.6% of the land area is 29 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update wetland. Less than one percent of the land area in both Frederick County and the City of Winchester is wetlands. Locality Locality Size (Sq Mi) Locality Size (Ac) Wetland Acreage (Estimated from NWI maps) Clarke County 178 113,920 4,086 Frederick County 416 266,240 1,914 Page County 314 200,960 22,550 Shenandoah County 513 328,320 8,693 Warren County 216 138,240 9,736 Winchester City 9 5,952 12 In Virginia, usually floods extend from several days of steady rainfall and can include river, flash, and coastal floods. River floods and flash floods are the most significant and most likely to occur in the NSV region. Excessive rain and surface water runoff in large quantities result in river flooding. Often flash flooding is initiated with a series of several small storms, or a large event that causes streams to swell due to excessive precipitation and runoff within watersheds (see watershed in Figure 4 -1, below). The intense rainfall event exceeds surface absorption capacity and streams spillover their bankfull depth. Flash floods are often associated with slow moving thunderstorms, hurricanes, and tropical storms. The immediate release of water can also occur from an ice jam moved or a breech in a dam or levee. During a flash flood, mountain headwaters and downstream waterways quickly exceed their bankfull depth. This is further exacerbated in urban areas where there are more impervious surfaces resulting in immediate runoff diverted to adjacent waterways. Pervious grounds provide a higher degree of precipitation infiltration. Rapidly moving water from floods can result in damage to buildings, bridges, and roads. Coastal floods are usually caused by storm surges, waves created by strong winds, and heavy rains associated with hurricanes, tropical storms, nor'easters and other large storm systems. Nationally the unadjusted damage from floods is reported by McGraw Hill Construction Engineering News Record in calculations of Construction Cost Indices (CCIs). The CCIs for losses from flooding due to Hurricane Katrina have not been fully realized but exceed $42 billion. Other national flood losses for the time between 1985 through 2010 range from $750 million to $16 billion annually (with the exception of Hurricane Katrina). Nonrotational Wind Hurricanes and Nor'Easters The rotational movement of winds (counterclockwise north of the Equator) around a center of low pressure are often manifested as hurricanes, tropical storms, and nor'easters. These cyclonic 30 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update events often precede a series of other events (flooding and severe thunderstorms). Tropical cyclones form over tropical waters and carry heat and heavy moisture with high damaging winds, heavy precipitation, and often, tornados. The heavy wind forces create wind -driven waves, storm surges, and tidal flooding along coastal areas and inland. The full impacts of coastal flooding were not detailed in this Plan update. Many hurricanes and tropical storms form over the Atlantic Ocean and warm waters of the Gulf of Mexico or the Caribbean waters between June through November, and travel north, northeast often making landfall in Virginia. An average of six storms a year reach hurricane status, and one a year (on the average) reaches Virginia, according to the National Weather Service. As a hurricane is forming, barometric pressure in its center drops while winds outside the center increase. If winds reach or exceed 39 miles per hour (mph) the systems is designated a tropical storm, assigned an alpha -name, and tracked by the NOAA National Hurricane Center in Florida. If the winds are sustained at or above 74 mph, the storm is upgraded in severity to a hurricane and classed by categories according to the Saffir- Simpson Hurricane Wind Scale at the National Hurricane Center. Hurricanes can be categorized as 1 (least severe) to 5 (most damaging intensity) as listed below. Hurricanes are often precursors to flooding from all the heavy rainfalls that occur for days before, during, and after the event has travelled north. 31 Da mage Saffir-Simpson Hurricane Hurricane Sustained Winds Damage Descnpt�on Category (mph) Potential Minimal damage to unanchored mobile homes along with 1 74-95 Minimal shrubbery and trees. There may be pier damage and coastal road flooding, with storm surge 4 -5 feet about average. Moderate damage potential to mobile homes and piers, as well as significant damage to shrubbery and tress with some damages to 2 96-110 Moderate roofs, doors and windows. Impacts include flooding 2 -4 hours before arrival of the hurricane in coastal and low lying areas. Storm surge can be 6 -8 feet above average. Extensive damage potential. There will be structural damage to small residences and utility buildings. Extensive damage is to mobile homes and trees and shrubbery. Impacts include flooding 3 -5 hours before the arrival of the hurricane cutting off the low 3 111-130 Extensive lying escape routes. Coastal flooding has the potential to destroy the small structures, with significant damage to larger structures as a result of the floating debris. Land that is lower than 5 feet below mean sea level can be flooded 8 or more miles inland. Storm surge can be 6 -12 feet above average. Extreme damage potential. Curtain wall failure as well as roof 4 131-155 Extreme structure failure. Major damage to lower floors near the shoreline. Storm surge generally reaches 13 -18 feet above average. Severe damage potential. Complete roof failure on residence and 5 > 155 Catastrophic industrial structures, with complete destruction of mobile homes. All shrubs, trees and utility lines blown down. Storm surge is generally greater than 18 feet above average. 31 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Nor'easters are cyclonic winter storms that develop when two air pressure systems interact over the Atlantic Ocean; with a counterclockwise rotating air pressure system combining with a high pressure clockwise air system that results in intense moisture from the northeast. Damages associated with nor'easters include erosion, ice and heavy snow. Nor'easters typically occur between November through April. Climate Change Impacts The area has a moderate climate. Average temperatures are approximately 50 degrees, and range from January lows in the mid -20s to July highs in the high -80s. Annual rainfall averages above 40 inches and is supplemented with approximately 14 inches of snow. Climate change is future threat that could exacerbate and magnify existing hazards. Extreme weather events have become more frequent over the past 40 to 50 years and this trend is projected to continue. Rising sea levels, coupled with potentially higher hurricane wind speeds, rainfall intensity, flooding streams, and (coastal) storm surges are expected to have a significant impact on communities, more directly to coastal communities and secondary impacts are anticipated to affect the NSV. More intense heat waves may mean more heat - related illnesses, droughts, and wildfires. As climate science evolves and improves, future updates to this Plan might consider including climate change as a parameter in the ranking or scoring of natural hazards as recommended by the steering committee. Severe Thunderstorms, Lightning, Hail According to the National Weather Service (NWS), more than 100,000 thunderstorms occur each year; however, only about 10 percent are classified as severe. Although thunderstorms generally affect only a small area, the extent of their impact is often enhanced by their ability to generate tornados, hailstorms, strong winds, damaging lightning, and flash floods. Thunderstorms occur in all regions of the United States and are very common in the NSV region. Thunderstorms form when moist, unstable air is lifted vertically into the atmosphere and the rising air cools, condenses, and forms thunder clouds cumulus and cumulonimbus clouds. Thunderstorms may occur singly, in lines, or in clusters and may move through an area very quickly or linger in place for several hours. Lightning is the discharge of electrical energy resulting from the buildup of positive and negative charges within a thunderstorm. The lightning flash occurs within the clouds or between the clouds and the ground. A bolt of lightning can reach temperatures approaching 50,000 degrees Fahrenheit. Lightning rapidly heats the sky as it flashes but the surrounding air cools following the bolt. This rapid heating and cooling of the surrounding air causes thunder. On average, 89 people are killed each year by lightning strikes in the United States and according to National Severe Storms Laboratory, under NOAA, in Virginia most lightning strikes occur under trees and second in open spaces. Lightning often results in power outages 32 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update across wide areas. Hail can be associated with severe thunderstorms, tornados, and winter storms. Hail can cause damage to roofs and flat metal surfaces such as cars. Hail is often experienced for a short duration, however its impacts can be destructive. As noted on the National Weather Service NOAA- NWS -NCEP Storm Prediction Center website, derecho winds are the product of what meteorologists call downbursts. A downburst is a concentrated area of strong wind produced by a convective downdraft. A typical derecho consists of numerous downburst clusters ( "families of downburst clusters ") that are, in turn, comprised of many smaller downbursts, microbursts, and burst swaths. Tornados Tornados are windstorms characterized by funnel clouds extending to the ground from the clouds. Tornados can be spawned by hurricanes and other intense low pressure systems. Wind speeds range from 40 to 300 miles per hour. Damage from high winds, flying debris, lightning and hail is often extreme. Often hail accompanies tornados and can cause damage in addition to the gusting winds. On average, there are about 1,200 tornados with 80 storm- related deaths and 1,500 injuries reported across the United States annually. Tornado season runs from late winter to mid - summer, primarily in the southeast. Tornado wind speeds vary and surface impact from a brief touch down to a more severe extended surface contact. The Fujita Scale, as modified in 2007 by findings in the Building Assessment Report, Midwest Tornados of May 3, 1999, uses damage caused by a tornado and relates the damage to the fastest 1/4 -mile wind at the height of a damaged structure (NWS, 2012 website). The modified Enhanced Fujita scale (EF scale) is based on damage from 28 indicators and a finding of a degree of damage. The degree of damage is based on estimate of wind speed, a lower bound of wind speed and an upper bound of wind speed, building material and density of structures. FO (Gale) Fl (Weak) F2 (Strong) F3 (Severe) F4 (Devastating) F5 (Incredible) July is the most common month for tornados in Virginia with an average of FO to F1 storms (Storm Prediction Center, National Weather Service). Wildfire The U.S. Forest Service estimates an average of 5 million acres burns every year in the United States, resulting in millions of dollars in damage. Once a fire begins, it can spread at a rate of up to 14.3 miles per hour. Wildfire can be sparked by sun or lightning. A fire requires fuel to burn, air to supply oxygen, and a heat source to bring the fuel up to ignition temperature. Heat, oxygen and fuel form the fire triangle. Controlling any wildfire involves affecting one of the three sides 33 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update of the triangle. How quickly a wildfire can spread depends on fuel, weather and topography, according to the Virginia Department of Forestry (VDOF). When relative humidity is low and high winds are coupled with a dry forest floor (brush, grasses, leaf litter), wildfires may easily ignite. Years of drought can lead to environmental conditions that promote wildfires. Accidental or intentional setting of fires by humans is the largest contributor to wildfires. Residential areas or "woodland communities" that expand into areas of low development also increase the risk of wildfire threats. Spring (March and April) and fall (October and November) are the two primary seasons for wildfires, though they can occur year- round. Secondary effects from wildfires can pose a significant threat to the communities surrounding the hazard. During a wildfire, the removal of groundcover that serves to stabilize soil can lead to hazards such as landslides, mudslides, and flooding. In addition, the leftover scorched and barren land may take years to recover, posing severe erosion and decreased water quality impacts. Each year, about 1,600 wildfires consume a total of 8,000- 10,000 acres of forest and grassland in Virginia. During the fall drought of 2001, Virginia lost more than 13,000 acres to wildfires. Records indicate that most of Virginia's wildfires are caused by people. As Virginia's population continues to grow, so does the use of forests for recreation and residential development, thereby increasing the risk of wildfires. Since the 2007 Plan, there have been two Declarations for Fire Management Assistance. These were in and near the planning region. See below: • Virginia for Virginia Coffman Fire on February 19, 2011 in Rockingham County south of the planning region. Fire Management Assistance Declaration declared on February 20, 2011 (FM- 2861); and • Virginia Smith Fire on February 19, 2011 in Warren County. Fire Management Assistance Declaration declared on Sunday, February 20, 2011 (FM- 2860). In addition, during the summer of June and July 2012, there were three significant wildfires in the planning region on both Shenandoah National Park land and U.S. Forest Service's George Washington National Forest lands. The final acreages burned remain unofficial at this time; however, estimates of over 800 acres burned in the Shenandoah National Park in Warren and Page Counties has been reported; and the U.S. Forestry Service's Massanutten Mountain fire covered over 1,162 acres in the national forests Lee Ranger District's parts of Warren and Shenandoah Counties. The Forest Service said there were 700 lightning strikes counted in the forest during late June 2012 and lightning was the cause. In addition, the Forest Service also reported the Neighbor Mountain fire east of Page County that began with lightning burned over 2,163 acres. Several trails in the Shenandoah National Park, Massanutten Mountain, and Neighborhood Mountain were temporarily closed due to fires. 34 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Drought Meteorological droughts are precipitation deficits compared to average, or normal, amounts of precipitation over a given period. Crop and livestock needs, soil moisture and groundwater presence affect agricultural droughts, while hydrological drought is directly related to the effect of precipitation shortfalls on surface water and groundwater supplies. Socio- economic drought results from precipitation shortages that limit the ability to supply water dependent products to the marketplace. The Virginia Department of Environmental Quality maintains a drought map monitoring the Shenandoah Valley. Due to the topography of the Valley and the rain shadow of the mountains, the NSV region is prone to droughts if precipitation is low. Where other locations in Virginia might experience low precipitation, the NSV region may experience a drought watch or warning. The State Climatologist listed the Shenandoah Valley as the driest area in Virginia, with New River region also dry. The localities of the planning region prepared and adopted a regional Water Supply Plan that was submitted to the Virginia Department of Environmental Quality on November 2, 2011. The regional Water Supply Plan identified a protocol for addressing and broadcasting droughts in the event of a climatic condition and methodology to disseminate information. The Water Supply Plan includes drought triggers for each locality and references a drought ordinance to be implemented in the event of a drought watch, warning, and emergency including voluntary and mandatory water conservation measures. The DEQ has a daily drought website for the NSV region based on precipitation, river flow, water well elevations, and soil moisture ( http_ / /www.deg.vir ig nia. og v /Programs /Water /WaterSupplyWaterQuantit /� hg t.aspx Extreme Heat An extreme heat event is characterized by a prolonged period of temperatures 10 degrees or more above the average high temperature accompanied by high humidity. Under normal conditions, perspiration produced in response to elevated temperatures evaporates, cooling the body. High humidity, however, slows the evaporation process, resulting in discomfort and a greater challenge to the body to maintain normal temperatures. Elderly persons, young children, persons with respiratory difficulties, persons with special needs, and those who are sick or overweight are more likely to become victims of extreme heat. Studies indicate that a significant rise in heat - related illness occurs when excessive heat persists for more than two days. Extreme heat in urban areas can create health concerns when stagnant atmospheric conditions trap pollutants, resulting in overall poor air quality. In addition, the urban heat island effect can produce significantly higher nighttime temperatures than those in surrounding suburbs. (http://www.economics.noaa.gov/?goal=weather&file=events/temp) 35 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Winter Storms, Ice Winter storms vary from moderate, short durations of snowfalls to full -blown blizzards lasting several days. Winter storms may include snow, sleet, hail, and freezing rain to a mix of all. Sleet hits the ground as a frozen solid, accumulating like snow and causing slippery conditions for pedestrians and motorists. Freezing rain occurs when surface temperatures fall below 32 degrees Fahrenheit and the rain freezes on contact and creates hazardous glazed surfaces. Freezing rain can glaze trees, adhering to limbs and power lines, causing them to potentially snap under the weight of the ice. Winter storms and heavy snows have long term impacts on the planning region including ancillary effects of loss of electricity, loss of access to important /critical facilities (hospitals, doctors, pharmacies, groceries, fueling stations), as well as loss of access to needed supplies like food, medications, water, sewer, and fuels. Hail sometimes occurs during severe winter storms causing additional impacts to glass windows, roofs, and cars. Erosion Erosion is the transport of top soil by water, wind, ice and gravity. The breakdown of rock produces loose particles that can slough off such that the soil and rock debris is transported. Moving water is the primary agent transporting Earth's material and wind is the second cause of transporting materials. Channel scouring and stream bank destabilization may follow a rain event. Erosion potential is generally determined by a number of factors including vegetative cover, topography, soil, slope, weather, and climate. Loose materials on steep slopes with no vegetative cover are more likely to erode than compacted particles on vegetated low lying areas. Dam Failure Failure of even small structures can result in loss of life and significant property damage. The Virginia Department of Conservation and Recreation's Division of Dam Safety updated its safety regulations as of December 2010 and is in the process of evaluating the many dams constructed with or without proper permits throughout the Commonwealth. Of particular concern are the many aging impoundments that have not been properly maintained and lie upstream of developed properties. Earthquakes An earthquake is the movement of Earth's surface in response to radiated seismic energy resulting from volcanic or magmatic activity, slippage or buckling along tectonic plates or other sudden adjustments of subsurface stresses. Earth's areas of greatest instability occur along the perimeters of its tectonic plates. Earthquake hazards include ground shaking, landslides, faulting, I Northern Shenandoah Valley Regional Hazard Mitigation Plan Update ground liquefaction, tectonic deformation and tsunamis. Earthquakes can result in widespread, extensive damage to the built environment, severe injury and loss of life, and the disruption of the social and economic fabric of the affected area. Most property damage, injuries and deaths result from structural failure and collapse. The amount and type of damage relates directly to the amplitude and duration of motion which vary according to the size of the quake, its depth, location and regional geology. Earthquakes are measured in terms of their magnitude and intensity. Magnitude is expressed by reference to the Richter Scale, an open -ended logarithmic scale that describes the energy released through a measure of shock wave amplitude. Karst, Sinkholes Karst is a landform feature created from the dissolved rocks that can take the form of caves, caverns, sinkholes, seeps, springs, disappearing streams, and ponures. Sinkholes are common in areas characterized by soluble bedrock including limestone or other carbonates, salt beds, or any rock that can be dissolved naturally by circulating ground water. As rock dissolves, spaces and caverns develop underground. When the weight of the overlying land mass exceeds subsurface support, a sudden collapse may occur. The degree of susceptibility varies with the extent and character of the soluble rock, its location with regard to the water table and local climate conditions. According to FEMA, insurance claims for damage resulting from sinkhole formation have increased 1,200% from 1987 to 1991, costing nearly $100 million. Landslides A landslide is the mass movement of earth material down a slope. The process is driven by gravity and may occur instantaneously with a sudden rush of rock and debris or imperceptibly as a very slow movement over time. Landslides may be triggered by natural events such as heavy rainfall, rapid snowmelt, stream incision, earthquakes and volcanic eruptions. (United States Geological Survey htlp://pubs.usgs.goy/pp/Tl 183/platel.html. Given the steep slopes throughout the planning region, the probability for landslides are high. The Department of Mines, Minerals, and Energy is currently evaluating the vulnerability of the planning region to landslides, with a study of Page County. Community Hazard Ranking Process and Results Identifying and Ranking Hazards The first step, hazard identification presented above, identifies all the natural hazards that might affect the planning area. The hazards were subsequently ranked by the Hazard Mitigation Steering Committee to determine what hazards are most likely to impact the communities of NSV Regional Commission. The hazards that are determined to have significant impact are 37 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update analyzed in the greatest detail to determine the magnitude of future events and the vulnerability of the community and its critical facilities. Hazards that receive a moderate or limited impact ranking are analyzed at a less detailed level consistent with risk, available data and vulnerability methodology. The risk assessment requirements mandate an overview of the type of all natural hazards that can affect the planning region. The potential hazards likely to occur in the NSV pose impacts equally to the communities, businesses, governments, and environment are due to the geographical setting of the Valley making vulnerability fairly ubiquitous throughout the region. To determine the hazards that pose the greatest threat, the following data sets were reviewed and evaluated: the Virginia State Hazard Mitigation Plan; historical data on events that have occurred both regionally and throughout Virginia; the 2007 NSV Regional Hazard Mitigation Plan data; data collected from collaboration with various agencies (including Department of Mines Minerals and Energy and Department of Conservation and Recreation, the Department of Transportation, Department of Environmental Quality, and Department of Forestry); hazards identified in guidance materials provided by FEMA Region III; and other regional mitigation plans of jurisdictions located within Virginia. The approved updates were used to assess the impacts of the hazards. A list of hazards was identified by the steering committee for an assessment and ranking of hazard in terms of threats to recovery as well as capacity to respond to a hazard. The ranking methodology included a survey poll issued to the localities and responses collected by NSVRC staff and summaries reviewed by the steering committee. Although any type of disaster is possible for any given area in the United States, the most likely natural hazards that could potentially affect the communities in the NSV, based on past incidence and the knowledge of the Steering Committee, the Virginia Hazard Mitigation Plan, and the 2007 NSV Regional Hazard Mitigation Plan, include the following as the most likely hazards posing threat to the NSV region: • Droughts • Flooding • Hurricanes • Tornados • Wildfires • Winter Storms • Severe thunderstorms and lightning • Landslides The Hazard Mitigation Steering Committee expressed a desire to also include an assessment of the man-made or human- caused hazards that could affect the planning area in future planning W Northern Shenandoah Valley Regional Hazard Mitigation Plan Update efforts. While human - induced disasters were not fully characterized within the scope of this Plan update, this type of hazard was noted. One strategy in this Plan update includes a full assessment of human - induced disasters in future hazard mitigation plan iterations. The human- caused hazards briefly mentioned in this Plan as well as referred to in the 2007 Plan include: • Hazardous Material Spills • Pipelines Eruptions / Explosions • Mass Evacuation from Northern Virginia • Terrorist activities Hazards were ranked by the Steering Committee and the public to determine what hazards were judged to have the largest impact on their communities and capacity to respond. The results are summarized in Table 4 -1 below. The level of hazard was determined by response from the committee members, local jurisdictions, and the public. Based on the input of committee members the hazard rankings were numerical then divided into four distinct categories (High, Moderate, Low, or None) which represent the level of ranking during this planning process. In order to focus on the most critical, the committee determined hazards assigned a level of Significant / High or Moderate received the most extensive attention in the remainder of the planning process, while those with a Low ranking were assessed in more general terms. Earthquakes were not addressed in the 2007 Plan; however, since the 2011 earthquake (Presidential Declaration), earthquakes have been included in this update of the Plan. It was interesting to note the rankings for man-made hazards ranked higher than wildfires, dam failures, extreme heat, drought, and earthquakes. Table 4.1 Hazard Rankings 2012 Hazard Ranking in order of 1 (most significant) to 10 (least Hazard Type significant) Flooding Riverine High 1 Including winter High 2 (tie Winter Storm/ Ice / Extreme Cold storms, ice storms, ranking) and excessive cold High Wind/ Hurricane Hurricane High 2 (tie ranking) Tornado Tornado High 3 Lightning Storm Moderate 4 39 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Thunderstorm Moderate 5 Pipelines Pipelines 6 Mass Evacuation from Northern Mass Evacuation from Northern 6 Virginia Virginia Hazardous Moderate — Hazardous materials Spills materials Spills all Human Caused 6 Wildfire Wildfire Moderate 7 Dam Failure Due to Flooding / Low bridges Dam Safety Moderate 8 Low 10 (tie Extreme Heat Heat ranking) Drought Heat Low 10 (tie ranking) Earthquake Earthquake Low 11 Landslide /Steep Slope Landslide /Steep Low 12 Slope Hail as part of Low 13 (tie Hail Storm ranking) Landslide /Steep Low 13 (tie Erosion Slope ranking) Land Subsidence / Karst Karst Low 14 HAZARD IDENTIFICATION RISK ASSESSMENT (HIRA) The mandated hazard identification risk assessment (HIRA) section of this chapter was conducted using various methods based on available data. The HIRA is listed separately for each hazard type and includes an assessment of impacts on critical facilities, estimated losses to facilities, and vulnerability to the hazard based on the history of such hazards. The 2007 Plan served as a baseline for the HIRA and is updated herein. The risk assessment includes a description of the jurisdiction's vulnerability to the hazards identified, including a summary of each hazard and its impact on the community. Unless otherwise stated, each hazard is anticipated to affect the region with the same likelihood of impact and each locality is considered to be equally vulnerable to the natural hazard. Vulnerability includes the following based on availability of data and guidance from the hazard mitigation steering committee: • The types and numbers of existing and future buildings, infrastructure, and critical facilities located in the identified hazard areas; • An estimate of the potential dollar losses to vulnerable structures identified in this section and a description of the methodology used to prepare the estimate. no Northern Shenandoah Valley Regional Hazard Mitigation Plan Update An estimate of the likelihood of risk to a locality from a hazard based on the general description of land uses and development trends within the community. As noted above, if a specific locality's risk varies from that of the region in this multijurisdictional risk assessment, the specific jurisdictional risk is noted. The information for analysis and data used for each of the hazard varies. Critical Facilities According to FEMA a critical facility is defined as a facility, in either the public or private sector, that provides essential products and services to the general public, is otherwise necessary to preserve the welfare and quality of life in the jurisdiction, or fulfills important public safety, emergency response, and /or disaster recovery functions. Critical facilities for the planning region were derived from a variety of sources in the 2007 Hazard Mitigation Plan. This updated list was based on input from localities to the 2007 Plan with known facilities from other NSV regional Commission Plans (2012 Solid Waste Plan, 2011 Regional Water Supply Plan, 2012 Regional TMDL Watershed Implementation Plan, and other regional strategic plans. This list of critical facilities will be reviewed annually and updated during accordingly as additional facilities are identified. The 2007 list of critical facilities was supplemented with ESRI data as well as geocoded facilities completed by the Virginia Tech Center for Geospatial Information Technology (CGIT). Critical facilities include fire /rescue stations, police stations, government /administrative centers, schools, and churches. Analysis for the region was completed using the best available data. Census blocks were used to assess the area's vulnerability to specific hazards such as winter storm and wind. The flooding analysis was conducted primarily using floodplain, tax parcel and building footprint data provided by the communities and NSVRC. For some communities, structure points were determined using Virginia Base Mapping imagery, which was then intersected with the floodplain data for the region. Structure value was established using average house value in the 2010 Census data. The 2010 Census data for average structure value per block was used as a replacement cost in the event of a disaster. This value can serve as a guide in assessing the impacts of various hazards in future analyses. Inadequate information posed a problem for developing loss estimates for most of the identified hazards. The primary limiting factor was that the hazard mapping precision is at only a relatively large scale (i.e., the County or jurisdiction level) as opposed to precision at a smaller scale such as census block or parcel. In addition, many of the hazards, such as winter storm and wildfire, do not have defined damage estimate criteria, limiting the ability to perform a quantitative loss estimate. The FEMA guidelines emphasize using "best available" data for this plan, therefore, a variety of methodologies were used based on the type of data that was available. The 2007 Plan used data from the NSV Regional Commission and member jurisdictions including tax parcels, zoning, street mapping, some utilities, building footprints (where available), and critical facility 41 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update information which was updated herein. All other data were derived from existing sources or created by the Virginia Tech Center for Geospatial Information Technology, as updated from the 2007 Plan. Critical facilities, residential and industrial buildings within the 100 year floodplain were identified for quantitative damage analysis. The Hazards US — Multi- Hazard (HAZUS -MH) model was used to estimate dollar damages from hurricanes in the NSV region. This cost amount was increased 8% since the 2007 where cost justification was not available_ Flooding A flood occurs when an area that is normally dry becomes inundated with water. Floods may result from the overflow of surface waters, overflow of inland and tidal waters, or mudflows. Flooding can occur at any time of the year, with peak times in the late winter and early spring. Snowmelt and ice jam breakaway contribute to winter flooding, while seasonal rain patterns contribute to spring flooding. Torrential rains from hurricanes and tropical systems are more likely in late summer. Development of flood -prone areas tends to increase the frequency and degree of flooding. Floods typically are characterized by frequency such as the "1 %- annual chance flood," commonly referred to as the "100- year" flood. While more frequent floods do occur, as well as larger events that have lower probabilities of occurrence, the 1 %- percent annual chance flood is used for most regulatory and hazard identification purposes. Floods pick up chemicals, sewage and toxins from roads, factories, and farms. Property affected by the flood may be contaminated with hazardous materials. Debris from vegetation and man- made structures also may become hazardous following the occurrence of a flood. In addition, floods may threaten water supplies and water quality, as well as initiate power outages. Flooding can pose significant secondary impacts to the area where the event has taken place. Some of the impacts include infrastructure and utility failure, as well as impacts to roadways, water service and wastewater treatment. These impacts can affect the entire planning district, limiting the availability of emergency services in the impacted area. Detailed data was available as "Q3 flood maps" exist for all of the Counties in the planning area, as indicated in the 2007 Plan; however, several Towns are missing Q3 maps. The Q3 flood maps are digital versions of the FEMA paper Flood Insurance Rate Maps (FIRMS) that have been georectified and digitized. These maps were utilized to determine the risk and vulnerability of flooding in the planning area compared in 2007 Plan to recent conditions. The 2007 Plan mapped all floodplains in the region and the data has not changed for this Plan update. County, City and Town - specific maps are included in locality EOPs. It should be noted that no FEMA floodplain map exists for the Towns of Boyce and Toms Brook; therefore maps for these Town are not WJ Northern Shenandoah Valley Regional Hazard Mitigation Plan Update included in their County/ Town EOP at this time. The floodplains and flood zones are presented on Figure 4 -1 from the FENIA FIRMS database. 43 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Figure 4 -1. NSV Floodplains and Flood Zones Northern Shenandoah Valley RC FEMP Designated Flood Zones Legend FEMA Flood Zones Major Water Bodies Streams & Rivers NSPDC Town Boundaries NSVRC Boundaries Roil ki of {11,1111 County Swnl < -y rpwnxrf C1111el)e Y County ' — .daah. Page Ma CI1SOn - /Cit L y of ... County County re Frederick -A Conntp ``; C*ityof -- Wi4cliester ._ Town of - Gernv i Ile Town of - l'own of 5lephens ('ity $ovce Toi . n of Clarke County rrl3ddlet" Stdte Of West Virginia _ Town of - Tnwn of To,— Brook } Tgwn -of Turn of - Front Royal xv.odsto C Fa>tiluier County Shenandoah Ton - n of n Warren 1,-County e sni wg .. County Tow n of Moon) T—"vf 1 d iannock eFV Ri.ui.e Toc+ -n of County Luray Town of NSV Regional Hazard Mitigation Plan Update ` ° = 4 3 ,- 15 Miles Scale: 1,725 000 Source FEMA FIRMS, 2007 Hazard Mitigation Plan f 1,�� Projection: Geographic baseline, updated r Z Datum: NAD 1953 st.lte of laryland County no 44 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Flood Hazard History The 2007 Plan included descriptions of major flood events in Appendix C that occurred in the Northern Shenandoah Region. Events have been categorized by the date of occurrence and where available, by individual community descriptions. When no community - specific description is available, the general description represents the entire planning area. Updated events since the 2007 were included in the beginning of this chapter. Vulnerability Analysis Specific areas that are susceptible to flooding were determined by using the FEMA floodplain data and the information collected during the project kick -off meeting. Flooding in the region tends to be riverine in nature along the tributaries of the Shenandoah River. Localized flooding also can occur in the narrow valleys throughout the area and in the more urbanized areas where impervious surfaces exacerbate flood conditions. Flooding in the NSV has some variation due to drainage areas. For many of the upland areas along the slopes of the Blue Ridge, there are steep narrow valleys that flood during localized precipitation events. In some urban areas there exists a combination of small drainage areas and an undersized stormwater drainage system that can cause localized flooding. For the Towns in the region that are located along the North or South forks of the Shenandoah River, the flood warning time is slightly greater, but events like Hurricane Isabel can quickly cause flooding along the many meanders of the rivers. It is important to note that the Counties and Towns are currently assessing stormwater detention basins and evaluating their effectiveness. The stormwater detention basins evaluated are those located within County jurisdictions through a regional Chesapeake Bay TMDL grant. The grant will assist localities by identifying flood retention capacity of basins. The results are anticipated in 2013 and will be used to prioritize future flood control actions. Many factors contribute to the relative vulnerabilities of areas within the floodplain. Some of these factors include development or the presence of people and property in the floodplain, flood depth, flood velocity, elevation, construction type, and flood duration. The current list of repetitive loss properties is presented in Appendix C, supporting documentation. A majority of the repetitive loss structures in the region are single family homes, though the structures with the highest claims are non - residential. The total amount paid on the repetitive loss structures for the region is more than six million dollars. The impact of flooding on structures was estimated based on best available data for floodplains and structures for each community. Table 4 -2 shows the sources for the structure values used for the flood loss analysis. The average structural value per census block updated from the HAZUS- MH in the 2007 Plan was used. The impact of flooding on structures was estimated based on best available data from the U.S. 2010 Census Bureau, the Weldon Cooper Center, and NSV Regional Jobs Assessment Report, jointly compiled by the Front Royal — Warren County 45 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Economic Development Agency and Shenandoah University, 2012. For many communities, tax parcel databases provided the lot improvement value which related to the structural replacement value. When this data was not available, structure locations from the 2007 Plan and aerial photography were used for analysis. Table 4-2. Northern Shenandoah Region Structural and Property Data Availability L— Community Structural and Property Data Clarke County GIS building footprints and from County tax parcel database. *Town of Berryville GIS building footprints. Average building value derived from updates using 2007 HAZUS -MH with 2010 census blocks. *Town of Boyce No mapped floodplains. GIS building footprints. Average building value derived from updates using Frederick County 2007 HAZUS GIS building footprints. Average building value derived from updates using *Town of Middletown 2007 HAZUS GIS building footprints. Average building value derived from updates using *Town of Stephens City 2007 HAZUS Page County Digitized floodplain building locations from aerial photography. Average building value per census block from FEMA HAZUS -MH. *Town of Luray Digitized floodplain building locations from aerial photography. Average building value derived from HAZUS -MH census blocks. *Town of Stanley, Digitized floodplain building locations from aerial photography. Average building value derived from HAZUS -MH census blocks. *Town of Shenandoah Digitized floodplain building locations from aerial photography. Average building value derived from HAZUS -MH census blocks. Shenandoah County GIS building footprints. Average building value derived from updates using 2007 HAZUS -MH with 2010 census blocks. GIS building footprints. Average building value derived from updates using *Town of Edinburg 2007 HAZUS GIS building footprints. Average building value derived from updates using *Town ofMount Jackson 2007 HAZUS GIS building footprints. Average building value derived from updates using *Town of New Market 2007 HAZUS *Town of Strasburg GIS building footprints. Average building value derived from updates using 2007 HAZUS -MH with 2010 census blocks. *Town of Toms Brook GIS building footprints without values. Building value from County tax parcel database. *Town of Woodstock GIS building footprints. Average building value derived from updates using 2007 HAZUS 46 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Table 4-2. Northern Shenandoah Region Structural and Property Data Availability Community Structural and Property Data GIS building footprints. Average building value derived from updates using Warren County $14,019,443 Clarke County 2007 HAZUS GIS building footprints. Average building value derived from updates using *Town of Front Royal 2007 HAZUS *Town of Boyce GIS building footprints. Average building value derived from updates using City of Winchester $1,378,724 Frederick County 2007 HAZUS The flood vulnerability was determined for each locality based on the intersection of floodplain map and the digitized / mapped point locations. This varied by locality based on the available data. Table 4 -3 lists the total replacement value of structures vulnerable to flooding (both partially and entirely within the floodplain) in each community. These replacement values for structures were calculated as 15% greater from the 2007 HAZUS -MH based on data from Weldon Cooper Center and the 2010 U.S. Census block average values were used. These values are likely to be underestimates, especially for any non - residential structures in the floodplain. Estimates of the losses presented in the 2007 Plan using Benefit Cost Analysis were revised in this 2012 Plan update due to a limitation of the analysis with an estimated underestimated loss to higher - valued structures, such as businesses and critical facilities. When this method was used for these multi - million dollar structures, the loss estimates were unrealistic, since many of these structures in the vicinity of the floodplain may be elevated or have floodproofing measures in place which would reduce damages. Therefore, the maximum amount of damage for individual structures was capped at $400,000 from a 100 -year storm event (which translates into $10,000 as an annualized loss). The values in Table 4 -3 reflect this assumption. Table 4-3. Structure Value Vulnerability Community Total Structure Value Vulnerabili $14,019,443 Clarke County $0 *Town of Berryville $144,224,812 *Town of Boyce $1,378,724 Frederick County $621,242 *Town of Middletown $42,808,526 *Town of Stephens City $22,389,488 Page County 47 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Table 4-3. Structure Value Vulnerability Community Total Structure Value Vulnerability $730,538 *Town of Luray $204,930 *Town of Stanley $71,518,408 *Town of Shenandoah $4,810,450 Shenandoah County $767,510 *Town of Edinburg $500,000 (estimated) *Town ofMount fackson $3,577,075 *Town of New Market $1,000,000 (Town estimate) *Town of Strasburg $228,322,898 *Town of Toms Brook $625,715 *Town of Woodstock $161,910,375 Warren Coun $14,019,443 *Town of Front Royal $139,425,829 City of Winchester $876,845,291 Total *Denotes Town values that are also included in totals for the respective County Table 4 -4 shows the annualized loss estimate for damage to structures and contents, broken down by community. Some of the highest losses are in the City of Winchester, and in the Towns of Berryville, Front Royal, and Luray. This trend is consistent with the 2007 Plan. ►,, Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Table 4-4. Annualized Structure and Contents Loss Estimates $277,836 Communi $102,488 Clarke County $0 *Town of Berryville $1,162,476 *Town of Boyce $10,981 Frederick County $5,111 *Town of Middletown $229,219 *Town of Stephens City $132,876 Page County $4,335 *Town of Luray $1,216 *Town of Stanley $424,235 *Town of Shenandoah $28,337 Shenandoah County $4,555 *Town of Edinburg $0 *Town of Mountfackson $21,229 *Town of New Market $1,562 *Town of Strasburg $1,355,047 *Town of Toms Brook $3,714 *Town of Woodstock $960,903 Warren County $895,848 *Town of Front Royal $5,621,971 City of Winchester $277,836 Totals *Denotes Town values that are also included in totals for the respective County 49 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Critical Facilities The impacts of flooding on critical facilities can significantly increase the overall effect of a flood event on a community. It should be noted that these facilities have been determined to be in the floodplain using Geographic Information Systems (GIS) and that this analysis should be used only as a planning tool. In order to accurately determine if a structure is actually in the floodplain, site - specific information must be available. These critical facilities have been identified as being in the floodplain (Table 4 -5). Table 4-5. Critical Facility Name Facilities in Type the Floodplain Jurisdiction F &M Bank Educational Center School Town of Berryville (Clarke County) Keystone Christian Academy School Town of Berryville (Clarke County) Duncan Memorial United Church Town of Berryville (Clarke County) Water Treatment Plant Public Utility Town of Berryville /Clarke County New Hope Baptist Church Church Frederick County Meadowbrook Freewill Baptist Church Town of Middletown (Frederick County) Strasburg Town Hall Government Town of Strasburg (Shenandoah County) Strasburg Public Works Facility Public Utility Shenandoah County / Town of Strasburg Burnshire Dam Public Utility Town of Woodstock Woodstock Water and Waste Water Treatment Plants Public Utility Town of Woodstock Edinburg Pump Station Public Utility Town of Edinburg New Market Water and Waste Water Treatment plants Public Utility Town of New Market Stoney Creek Dams Public Utility Shenandoah County Melkite Greek Catholic Church Church Warren County Warren County Administration Building Government Town of Front Royal (Warren County) Front Royal Fire Department Fire & Rescue Town of Front Royal (Warren County) Dynamic Life Praise and Worship Church Town of Front Royal (Warren County) Public Safety Building Government Warren County Skyline High School School Town of Front Royal (Warren County) Front Royal Water Treatment Plant Public Utility Town of Front Royal Shenandoah University School City of Winchester Mt Carmel Baptist Church Church City of Winchester Winchester - Frederick SPCA (Animal Shelter) Government City of Winchester / Frederick County Winchester City Hall Government City of Winchester Rouss Fire Company Fire & Rescue City of Winchester Winchester Water Treatment Plant Public Utility Shenandoah / Warren Counties 50 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Calvary Baptist Church Church City of Winchester Celebration Fellowship Church City of Winchester Christ Episcopal Church Church City of Winchester First Presbyterian Church Church City of Winchester Grace Evangelical Lutheran Church Church City of Winchester John Mann United Methodist Church Church City of Winchester Market Street United Methodist Church City of Winchester United Methodist Church Church Town of Lura Luray Water and Waste Water Treatment Plants Public Utility Town of Luray Shenandoah Water and Waste Water Treatment Plants Public Utility Town of Shenandoah Shenandoah Town Hall Government Town of Shenandoah Stanley Water and Waste Water Treatment Plants Public Utility Town of Stanle Dams at White House I Public Utility I Page County NFIP Repetitive Loss The National Flood Insurance Program (NFIP) Repetitive Loss Strategy is a combined effort between FEMA's Mitigation Directorate and the Federal Insurance Administration (FIA) that identifies properties most at risk for repeat flooding, and to reduce their flood exposure through targeted acquisition, relocation, and or elevation. A repetitive loss building is defined as one that has had at least two insured losses in any 10 -year period since 1978. The VDEM provided a list of repetitive loss properties in the NSV region. Many of these repetitive loss properties are not currently insured, some have already had structural or non - structural mitigation (acquired and removed, elevated, or flood proofed), and others may have dropped insurance coverage for economic or coverage reasons. Nationally, these buildings are projected to cost the NFIP $200 million per year. Additionally, new repetitive loss properties are identified each year. FEMA has identified target buildings that are currently insured and have the greatest risk. There are 8,753 buildings with four or more losses, and 1,160 buildings with two or three losses that exceed building value. Although most target buildings are single - family residences, 25 percent of the dollar losses are to non - residential buildings. FEMA regional offices are making this information available to VDEM and NSVRC. According to FEMA, these properties will cost an estimated average of $57,500 to acquire, relocate, or floodproof (Federal share is $43,125 at a 75/25 cost share). The projected mitigation costs assume that half the buildings will be acquired or relocated and half will be elevated or floodproofed. FEMA will continue to work with VDEM as a partner to effectively use HMGP funds to mitigate target properties. To assist in remediating these properties FEMA has developed the NFIP Community Rating System (CRS) that assigns credits 51 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update for acquisition, relocation, and retrofitting of floodprone properties with bonuses added for addressing repetitive loss buildings. Communities that have 10 or more repetitive loss properties are required to address these and other at -risk structures for mitigation options in a floodplain management plan. VDEM provided NSVRC with a list of repetitive loss properties located within the planning region (Appendix A). The steering committee was provided with copies of the repetitive loss properties. As a regional strategy, all participating jurisdictions have prioritized mitigating repetitive loss properties by acquisition and relocation or elevations and other structural improvements. All jurisdictions with the exception of the Town of Boyce participate in NFIP and plan to continue compliance with NFIP requirements. The Town of Boyce will seek full participation as staff and flood maps are available and continue compliance with NFIP requirements through Clarke County. The CRS provides premium discounts in communities that exceed NFIP minimum requirements. FEMA is working with Project Impact communities with large numbers of repetitive losses to include strategies to address those losses in their Memorandums of Agreement. Many Project Impact communities already have initiatives underway to address repetitive losses. The hazard mitigation steering committee has identified CRS as an important resource and is working to better understand how localities can participate. The September 2012 monthly hazard mitigation steering committee included a presentation by the Virginia CRS coordinator. Under recommendation from the steering committee, NSVRC will advance the CRS program information to planning directors and chief administrative offers of to encourage the jurisdictions to consider participation in the CRS program. Hurricane (Nonrotational Winds) and Coastal Storms The 2007 Plan included major hurricanes, thunderstorms, and high wind events in the NSV region. Events since the 2007 Plan include Hurricane Irene in 2001 that passed east of the NSV region but left a swatch of high wind damages, flooding, and power outages. The Commonwealth of Virginia's Standard Hazard Mitigation Plan includes hurricane tracks in Virginia based on a historical representation of occurrences in the Northern Shenandoah region. Two hurricanes are known to have tracked through the NSV since 1851. In 1893, an unnamed hurricane tracked through Shenandoah County. In 1896, an unnamed hurricane tracked through the Counties of Page, Warren, Frederick and the City of Winchester. Hurricanes that have not tracked through the region still have had a considerable impact on the region. Notably, secondary impacts have caused loss of life, injury, property damage and widespread infrastructure damage (i.e. power and phone disruptions). An unnamed hurricane in 1893 tracked to the southeast of the region, as well as Hurricane Hazel in 1954. Hurricane Isabel in 2003 tracked to the southwest of the region in Rockingham County as a Category 1 hurricane and eventually weakened to a tropical storm. Hurricane Isabel impacted the Shenandoah National Forest from Page County through Front Royal's Big Meadows. Skyline Drive and 52 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update several trails were closed one night and the park employees were evacuated to a shelter. Damage throughout the greater Shenandoah Valley from Isabel total about $29 -34 million (2008 USD estimates). The flooding from the hurricane killed 25 -30 head of livestock in the Valley. The likelihood of a hurricane affecting the NSV region is low based the history of occurrences. However, in the event a hurricane passes through the planning region, each locality likely to be affected equally. Based on the date of occurrences and where available, by individual community descriptions, the following community - specific impacts are anticipated in the event a hurricane hits the planning region. The 2007 Plan presented a detailed vulnerability analysis using HAZUS -MH for wind analysis for vulnerability and loss estimates. The HAZUS -MH used historical hurricane tracks and computer modeling to identify the probable tracks of a range of hurricane events. The results of the 2007 Plan were determined to continue to be most reflective of the vulnerability analysis with highest wind speeds over the next 50 years (see Appendix F, 2007 Plan). The results were probabilistic wind speeds (50 -, 100- and 1,000 -year return period peak gust in miles per hour) predicted by the FEMA HAZUS -MH model for the NSV region as shown on the 50 -year probabilistic wind event map, the northern portions of Frederick, Clarke and Warren Counties and City of Winchester are dominated by wind speeds less than 50 mph. The central and southern portions of the planning area were found to be dominated by 50 to 60 mph winds. The 100 -year probabilistic wind event map is uniform throughout the region with 60 to 70 mph winds. As with the 50 -year wind event, the 1,000 -year wind event follows the same trend, with 80 to 90 mph winds in the northern portions and 90 to 100 mph winds in the central and southern portions of the region. The impacts of these various events are combined to create a total annualized loss or the expected value of loss in any given year. The table 4.6 below presents the probabilistic building stock exposure by building type, based on the data from the 2007 Plan. The committee determined this probability was not anticipated to change although the dollar values of each community will be reflected in the total community assessed structure value in the following table. Based on the 2007 vulnerability assessment, the greatest wind damage would be to wood -frame buildings (63% of housing stock, based on 2010 Census data). For the NSV region, wood -frame buildings account for a large percentage of the building stock (63 %). From the analysis in the 2007 Hazard Mitigation Plan, similar proportion of building stock applies including an estimate of 84% of the building stock for the NSV region is considered residential, and approximately 13% of the building stock is commercial and /or industrial_ The smallest unit of analysis in the HAZUS -MH hurricane model is the U.S. Census track level, which is larger than most of the Towns in the region. Town exposure has been estimated as a percentage of the total housing units in the County. The County totals include the Town subtotals. 53 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Table 4.6. Building Stock Exposure by Building Type (from HAZUS-MH) from 2007 Plan Community Wood Masonry Concrete Steel MH Total $578,050.00 $223,135.00 $17,610.00 $53,189.00 $2,340.00 $874,324.00 Clarke County `Town of $135,374.81 $52,256.48 $4,124.13 $12,456.45 $548.01 $204,759.88 Berryville $19,463.27 $7, 513.08 $592.94 $1,790. 90 $78.79 $29, 438.98 `Town ofBoyce $2,166,860.00 $847,795.00 $64,943.00 $224,323.00 $76,388.00 $3,380,309.00 Frederick County 'Town of $37,14575 $14,533.46 $1,113.30 $3,845.49 $1,309.49 $57, 94750 Middletown `Town of $41,939.93 $16,409.21 $1,256.98 $4,341.81 $1,478.50 $65, 426.44 Stephens City $889,633.00 $347,719.00 $29,089.00 $83,453.00 $42,447.00 $1,392,341.00 Page County $186,96994 $73,078.45 $6,113.50 $17, 538.92 $$ 920 88 $292,621.69 `Town ofLuray $50,897.59 $19,893.66 $1,664.24 $4,774.50 $2,428.47 $79, 658.46 `Town ofStanley 'Town of $72,085.72 $28,17519 $2,357.04 $6,762.08 $3,4,39.42 $112,819.45 Shenandoah $1,531,930.00 $625,151.00 $64,553.00 $202,988.00 $27,513.00 $2,452,135.00 Shenandoah County `Town of $35,508.46 $14,490.31 $1,496.27 $4,705.04 $63772 $56, 83780 Edinburg `Town ofMount $72,676.59 $29,657.91 $3,062.47 $9,629.99 $1,305.25 $116, 332.22 Jackson `Town ofNew $71,497.35 $29,17668 $3, 012.78 $9, 473.74 $1,284.07 $114,444.62 Market `Town of $172,606.91 $70,4,37.54 $7, 273.37 $22,871.24 $3,099.97 $276, 289.02 Woodstock `Town of $175,445.84 $71,596.05 $7, 393.00 $23,247.41 $3,150.95 $280, 833.25 Strasburg `Town of Toms $11,13734 $4,544.93 $46931 $1,47575 $200.02 $17,82735 Brook $1,280,157.00 $497,712.00 $40,685.00 $114,682.00 $16,071.00 $1,949,307.00 Warren County 'Town ofFront $550,78690 $214,14034 $17,504.70 $49,341.87 $6, 914.54 $8,38,688.35 Royal $986,567.00 $488,467.00 $77,475.00 $266,591.00 $2,144.00 $1,821,244.00 City of Winchester 1 1 1 Total $7,433,197.00 $3,029,979.00 $294,355.00 $945,226.00 $166,903.00 $11,869,660.00 All values are in thousands of dollars *Denotes Town values that are also included in totals for the respective County The assessed property damage in the Plan update was based on 63% of the total property values as indicated below being wood - frame. Similar breakdowns were used from the 2007 to assess impacts to residential versus commercial / industrial property, where 84% of the impacts would be to residential property and 13% of the impacts would occur to commercial property. These are presented in Table 4.7, below. 54 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Table 4.7. Property Impacts from Hurricanes in the NSV Region. Tornados and Severe Thunderstorms Based on historical occurrences, the entire Commonwealth is vulnerable to thunderstorm and tornado activity. These natural hazards are often associated in tandem or where tornados occur as 55 Total Property Values (Based on Hurricane impact Locality (Counties Taxable Nontaxable Jan. 1 2012 Tax Estimates, Total exclude Town Structures Structures Book in Property data) Commissioner of Damages Revenue of locality) Winchester City $1,688,187,500 $631,410,100 $2,319,597,600 $1,484,542,464.00 Clarke County $100,433,600 $1,334,321 $101,767,921 $65,131,469.44 Town of Berryville $321,625,500 $205,840,320.00 Town of Boyce $43,555,800 $27,875,712.00 Frederick County $4,818,580,400 $682,128,000 $5,500,708,400 $3,520,453,376.00 Town of Middletown $47,206,900 $30,212,416.00 Town of Stephens City $82,404,900 $52,739,136.00 Page County $876,062,945 $114,710,700 $990,773,645 $634,095,132.80 Town of Luray $336,678,500 $49,750,100 $386,428,600 $247,314,304.00 Town of Shenandoah $120,398,300 $13,189,700 $133,588,000 $85,496,320.00 Town of Stanley $73,582,400 $16,162,100 $89,744,500 $57,436,480.00 Shenandoah County $1,667,765,100 $131,746,400 $1,799,511,500 $1,151,687,360.00 Town of Edinburg $59,902,800 $10,060,200 $69,963,000 $44,776,320.00 Town of Mt Jackson $104,433,100 $17,364,500 $121,797,600 $77,950,464.00 Town of New Market $115,013,000 $14,243,700 $129,256,700 $82,724,288.00 Town of Strasburg $361,050,700 $33,889,400 $394,940,100 $252,761,664.00 Town of Toms Brook $9,105,400 $1,879,000 $10,984,400 $7,030,016.00 Town of Woodstock $350,570,600 $99,347,000 $449,917,600 $287,947,264.00 Warren County $1,765,325,200 $388,091,600 $2,153,416,800 $1,378,186,752.00 Town of Front Royal $786,114,700 $255,284,700 $1,041,399,400 $666,495,616.00 TOTAL in NSV region 2,460,591,521 $1,574,778,573.44 Tornados and Severe Thunderstorms Based on historical occurrences, the entire Commonwealth is vulnerable to thunderstorm and tornado activity. These natural hazards are often associated in tandem or where tornados occur as 55 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update a result from severe thunderstorm activity. As noted above, tornados may also occur during a tropical storm or hurricane. The probability of a severe thunderstorm occurring in the planning region is medium, while the probability for a tornado is low. The vulnerability analysis was considered to be equal for the entire planning region, since there is no precise location nor prediction of where and to what extent thunderstorm and tornado damage may occur, therefore, the total dollar exposure figure of $2,460,591,521 for buildings and facilities within the region is considered to be exposed and could potentially be impacted. The total planning region population of 222,152 (2010 Census) is considered to be affected as well. For the severe thunderstorm and tornado hazards, best available data on historical hazard occurrences (limited to NOAA National Climatic Data Center records) was used to produce an annualized loss estimate of potential damages for each County. However, the likelihood of the impacts to the region as a whole were considered most likely by the steering committee and therefore, impacts to multiple Counties were anticipated to be the case. Wildfires The risk assessment for wildfires was based on the number of woodland homes in proximity to forested areas. Since over 45% of the County's land cover is forested, the risk to woodland homes remains high. The VDOF's annual estimate of the number of woodland homes per County for 2011 is presented below in Table 4.8.. These are considered the populations and structures at highest risk. Table 4.8. Number of Woodland Homes and Communities (VDOF, 2012) Total number of County # Woodland Communities Structures Clarke County 20 1,256 Frederick County 69 1,431 Page County 21 728 Shenandoah County 82 3,255 Warren County 103 7,416 The Virginia Department of Forestry completed 13 fuel reduction mitigation projects in woodland home communities within the NSV region since the 2007 Plan. During 2011 alone, five of these 13 fuel reduction projects were completed based on one mitigation project in Frederick County, two in Shenandoah County, and two in Warren County totaling approximately $25,000 in mitigation costs. In 2010, the VA Department of Forestry conducted three fuel reduction mitigation projects in woodland home communities within Page County, totaling M Northern Shenandoah Valley Regional Hazard Mitigation Plan Update $10,000. The remaining were between 2007 and 2010. Figure 4 -3 presents the wildfire potential in the NSV region based on wildfire history, forests, and woodland homes, as provided by the Department of Forestry. The participating jurisdictions in the NSV region participate in FIREWISE and have continued the strategy to participate in the program. Future evaluations of wildfire mitigation may consider Schwab and Meck's 2005 report to the Chicago American Planning Association "Planning for wildfires" (Planning Advisory Service Report No. 5291530. Chicago: American Planning Association.) The findings could be considered by land use planners in permitting future development in fire -prone areas and how best to design such developments to reduce the risk of damage and loss. Overall the hazards listed in the 2012 update of this Plan remain the same as those ranking highest in the 2007 Regional Hazard Mitigation Plan. The results of this assessment remain the same as the 2007 due to the location of the critical facilities remaining static for those located in higher fire -risk areas between 2007 and 2012. Wildfires are usually started by human accidents or lightning. Since neither cause are predictable, the extent is considered to be the woodland communities in close proximity to the forests. It is worth noting that sequential years of drought can lead to environmental conditions that promote wildfires. 57 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Figure 4 -2 Wildfire Potential in the NSV Region The highest at -risk populations and structures, as assessed in the 2007 Plan, is 89% of the region's woodland homes fall into the high potential for a wildfire. This is an extremely high percentage, meaning almost all of the woodland homes are at a wildfire risk. Warren and Clarke Counties have the highest relative percentage of homes in areas of high wildfire potential, with 100% and 99% of homes in the highest risk category due to proximity of woodland homes adjacent to forested areas. Frederick County has the third highest relative risk for wildfire with 85% of woodland homes at risk. Frederick County has a high percentage of critical facilities at risk to wildfire (47 %) followed by Warren County (29 %). Overall, a relatively low number of critical facilities in the NSV are at risk to wildfire (24 %) events. 58 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update In Warren County, an estimated 59% of the County's population lives in areas classified as having high wildfire potential, followed by Frederick County with 52% of its population living in areas of high wildfire potential. Critical facilities in Frederick and Warren Counties have the highest percentage of critical facilities in the high wildfire potential category. Drought and Extreme Heat A drought can be characterized in several different ways depending on the impact. The most common form of drought is agricultural. Agricultural droughts are characterized by unusually dry conditions during the growing season. Meteorological drought is an extended period of time (i.e., six or more months) with precipitation less than 75 percent of the normal precipitation. The severity of droughts often depends on the community reliance on a specific water source. The probability of a drought is difficult to predict given the number of variables involved. As seen in the 2007 Plan, drought conditions appear at least once a decade in the region. Many problems can arise after the onset of a drought, some of which include diminished water supplies and quality, livestock and wildlife become undernourished, crop damage, and possible wildfires. Secondary impacts from droughts pose problems to farmers with reductions in income, while food prices and lumber prices also could drastically increase. Since the 2007, the extreme drought and low water conditions have persisted in 2008 and again in 2012. The impact of extreme heat is most prevalent in urban areas, where urban heat island effects prevent inner -city buildings from releasing heat built up during the daylight hours. Secondary impacts of excessive heat are severe strain on the electrical power system and potential brownouts or blackouts. According to the National Weather Service, July 2012 was the hottest July in 141 years of record. July 2012 tied 1980 for the most number of days of 95 degrees Fahrenheit, or higher, in any month, within 16 days. July 2012 also had the most number of days of 100 degrees or higher in any month followed by second highest number of over 100 degree days in 1930 (National Weather Service). Below is a summary of drought categories and impacts. Notice that water restrictions start off as voluntary and then become mandatory. For excessive heat, the National Weather Service utilizes heat index thresholds as criteria for the issuance of heat advisories and excessive heat warnings. 59 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Droughts and extreme heat are both conditions that are expected to affect the region equally, rather than community specific impacts. In assessing vulnerability it was assumed that areas with less than 25% of the population with private source water systems were assigned a high vulnerability ranking. When a drought occurs, these areas would likely feel a larger impact since most homes receive their water from wells, which are at greater risk of going dry during a drought. Municipalities with surface water withdrawals for source water (river intakes) are at risk for experiencing decreased water supplies during severe drought conditions; and localities using groundwater are also at risk to drought impacts. While those jurisdictions with surface water supply sources of water are immediately affected by drought conditions, extended drought conditions equally affect the municipalities that rely on groundwater wells for source water. The groundwater table can lag behind surface water elevations by three to six months, depending upon the severity of the drought. This phenomenon was documented in the 2011 Regional Water Supply Plan referencing drought impacts from 2002 affecting groundwater wells within a year from the surface water drops in elevation. All localities within this planning region are considered equally vulnerable to in decreased water elevations in response to a drought; however, those jurisdictions that have surface water intakes are considered to experience adverse impacts from a drought before localities on groundwater wells. In addition, the rural populations in the Counties that are not connected to municipal water are primarily reliant on groundwater wells, with less than one percent on cistern rainwater collections (Virginia Department of Health, 2012 estimate). The jurisdictions that have surface water intakes include the City of Winchester, Towns of Berryville, Front Royal, Middletown (through purchase from Winchester), Strasburg and Woodstock. The localities that rely on groundwater as municipal source water include: Clarke County, Town of Boyce, Page County, Town of Luray, Town of Shenandoah, Town of Stanley, Shenandoah County, Town of Edinburg, Town of Mt Jackson, Town of New Market, Town of Toms Brook, and Warren County. In summary, all localities are anticipated to be impacted by drought equally, although those on surface water supplies are expected to be impacted before the remaining populations in the planning region. Communities at greatest risk •1 Category Description Possible Impacts Going into drought: short-term dryness slowing planting, growth of crops or DO Abnormally Dry pastures; fire risk above average. Coming out of drought: some lingering water deficits; pastures or crops not fully recovered. Some damage to crops, pastures; fire risk high; streams, reservoirs, or wells D1 Moderate Drought low, some water shortages developing or imminent, voluntary water use restrictions requested D2 Severe Drought Crop or pasture losses likely; fire risk very high; water shortages common; water restrictions imposed D3 Extreme Drought Major crop /pasture losses; extreme fire danger; widespread water shortages or restrictions Droughts and extreme heat are both conditions that are expected to affect the region equally, rather than community specific impacts. In assessing vulnerability it was assumed that areas with less than 25% of the population with private source water systems were assigned a high vulnerability ranking. When a drought occurs, these areas would likely feel a larger impact since most homes receive their water from wells, which are at greater risk of going dry during a drought. Municipalities with surface water withdrawals for source water (river intakes) are at risk for experiencing decreased water supplies during severe drought conditions; and localities using groundwater are also at risk to drought impacts. While those jurisdictions with surface water supply sources of water are immediately affected by drought conditions, extended drought conditions equally affect the municipalities that rely on groundwater wells for source water. The groundwater table can lag behind surface water elevations by three to six months, depending upon the severity of the drought. This phenomenon was documented in the 2011 Regional Water Supply Plan referencing drought impacts from 2002 affecting groundwater wells within a year from the surface water drops in elevation. All localities within this planning region are considered equally vulnerable to in decreased water elevations in response to a drought; however, those jurisdictions that have surface water intakes are considered to experience adverse impacts from a drought before localities on groundwater wells. In addition, the rural populations in the Counties that are not connected to municipal water are primarily reliant on groundwater wells, with less than one percent on cistern rainwater collections (Virginia Department of Health, 2012 estimate). The jurisdictions that have surface water intakes include the City of Winchester, Towns of Berryville, Front Royal, Middletown (through purchase from Winchester), Strasburg and Woodstock. The localities that rely on groundwater as municipal source water include: Clarke County, Town of Boyce, Page County, Town of Luray, Town of Shenandoah, Town of Stanley, Shenandoah County, Town of Edinburg, Town of Mt Jackson, Town of New Market, Town of Toms Brook, and Warren County. In summary, all localities are anticipated to be impacted by drought equally, although those on surface water supplies are expected to be impacted before the remaining populations in the planning region. Communities at greatest risk •1 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update for agricultural damage to crops in the event of drought and or extreme heat include Shenandoah County and Frederick County due to the 2007 Ag Census Data of crops produced. Both Page County and Shenandoah County are at the greatest risk to poultry mortalities due to extreme heat since these Counties have the highest number of poultry houses and slaughter houses. The impacts to grazing animals remains constant to the region as a whole, with all Counties at equal risk to extreme heat and drought impacts to grazing. Severe Winter Storm The primary impacts of winter storms are minimal in terms of property damage and long -term effects. The most notable impact from winter storms is the damage to power distribution networks and utilities. Severe winter storms have the potential to inhibit normal functions of the community. Governmental costs for this type of event are a result of the personnel and equipment needed for clearing streets. Private sector losses are attributed to lost work and lost sales when employees and customers are unable to travel. Homes and businesses suffer damage when electric service is interrupted for long periods of time. Health threats can become severe when frozen precipitation makes roadways and walkways very slippery, when there are prolonged power outages, or if fuel supplies are jeopardized. Occasionally, buildings may be damaged when snow loads exceed the design capacity of their roofs or when trees fall due to excessive snow or ice accumulation on branches. The primary impact of excessive cold is increased potential for frostbite and potentially death as a result of over - exposure to extreme cold. Some of the secondary effects presented by winter weather and extreme cold are danger to livestock and pets, and frozen water pipes in homes and businesses. Winter storms can consist of a combination of heavy snowfall, high winds, ice and extreme cold. Winter weather typically impacts the state of Virginia between the months of November and April, with varied intensities from east to west. During the recent three years there were two Presidential Disasters declared due to winter storms. In order to create a statewide winter weather hazard potential map that captures this variability, gridded climate data was obtained from the Climate Source and through the VirginiaView program. The data was developed by the Oregon State University Spatial Climate Analysis Service (SCAS) using PRISM (Parameter - elevation Regressions on Independent Slopes Model) and presented in the 2007 Plan. The data presented on the mapping technique includes point weather station observation data, a digital elevation model, and other spatial data sets to generate gridded estimates of monthly, yearly, and event -based climatic parameters. The winter weather risk assessment in this plan uses snowfall severity assessment because of the damage it can cause with road conditions. This assessment is based on monthly normal precipitation, mean annual days with snowfall greater than one inch, and mean monthly snowfall 61 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update PRISM data to develop snow and ice potential maps for the state, which are extrapolated to the planning area. These datasets have been generated for the 2007 Plan to incorporate topographic effects on precipitation, capture orographic rain shadows, and include coastal and lake effect influences on precipitation and snowfall. The monthly precipitation grid provides a 30 -year climatological average of total precipitation in inches. The mean monthly snowfall grid provides a 30 -year climatological average depth of freshly fallen snow in inches. The mean annual days map reveals the 30 -year average of the number of days that a location will receive greater than one inch of snowfall in a 24 -hour period in a given year. As set forth in the 2007 Plan, a criterion of greater than one inch was selected for winter snowfall severity assessment because this depth will result in complete road coverage that can create extremely dangerous driving conditions and will require removal by the local community. This amount of snowfall in a 24 -hour period also can lead to business closure and school delays or cancellation. Figure 4 -3 shows the average number of days with snowfall greater than one inch for the Northern Shenandoah region. Figure 4 -3 NSV Average Days of Snowfall >1 Inch Northern Shenandoah Valley RC Snowfall Greater than 1 Inch state of Legend Ave. Number of Days >1 Inch High: 16 Low :4 NSVRC Town Boundaries State of West Virginia Town 51`.to Town Fdinb To. I Rockingham County Tow n of She na ki o.f _ [Harris rnhuV9 NSV Regional Hazard Mitigation Plan Update; Original Map 2007 Hazard Mitigation Plan Frederick County Crry p w>, e � Town of i Rappahannock County Niddison County Fauyuier Cnunty Culpeper County County U , , s - mn�s Scale: 1:7 Projection , Geogr aphic Datum: NAD 1983 UL Northern Shenandoah Valley Regional Hazard Mitigation Plan Update General trends determined for the NSV region include: • Western portions of Frederick County have a moderate potential for snowfall in relation to the rest of the NSV region because this part of the County is at a higher elevation and temperatures are colder. Eastern Frederick County and the City of Winchester have a lower potential for significant snowfall because they are at a much lower elevation and are typically warmer. • Southern and eastern Clarke County falls within the moderate category for snowfall because of the higher elevation Shenandoah mountain range that exists within these areas, creating a colder climate. • Eastern Warren County has a higher potential for snowfall than western Warren because the Shenandoah Mountains make up the eastern border of this County, causing lower temperatures. • Central Shenandoah County has a moderate to low potential for snowfall because it is within the valley of the surrounding Shenandoah mountain ranges to the east and west. These two mountain ranges are what make the outer regions of this County fall into the moderate potential category. Due to the recent winter storms, this ranking was raised from the level presented in the 2007 Plan. • Southern Page County has the highest relative potential for snowfall because this region receives the most winter precipitation and is also at the higher elevations of the Shenandoah Mountains. Ice Another challenge presented by winter weather in Virginia and the NSV region is the amount of ice that often comes as part of winter weather. Snowfall and ice potential are generated based on the percentage difference between the total precipitation from November to April and the corresponding liquid equivalent snowfall depth. Since snowfall is in a frozen state, it does not accumulate on the surface the same way that liquid rainfall would. In order to account for this difference, characteristic snow /rain relationships have been created. For example, a value of 1 would mean that all of the precipitation at the location falls as liquid rainfall, while a value of 0.5 would mean that half of the precipitation falls as liquid rainfall and half falls as frozen precipitation. It is assumed that the lower this percentage, the greater potential that precipitation within these months is falling as snow. The values in the middle of the two extremes would represent regions that favor ice conditions over rain and snow. A five quantile distribution was applied to the output statewide grid to split the percentages into five characteristic climatological winter weather categories (snow, snow /ice, ice, rain/ice, and rain). 63 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Figure 4 -4 shows the statewide winter weather map and Figure 4 -5 shows the NSV regional winter weather map. As depicted on Figure 4 -6, there is a small pocket of snow /ice mixture centered around the Town of Stanley and to the west of the Town of Luray. The data for the 2007 maps was evaluated and results remain the same with pockets of intense ice around Stanley and Luray. Ice potential is low throughout the NSV because this region of the state has a drier climate from November to March and because mean daily temperatures hover around 32° F during this same time period. This combination of drier climate and colder temperatures makes it difficult for significant ice storms to develop in the region. Figure 4 -4 Statewide Winter Weather Map (Source: 2007 Hazard Mitigation Plan, Dewbery) 64 Snow Ice Dewberry- Vap C -t.r rapa I ti cap pep nab by lir Tr atlan TaChnolot]Y SnoWce - Rain /Ice oam oxerrner zow - Rain vile o� s�rr�s moan vi jnlxU�a carsur 0 20 40 80 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Northern Shenandoah Valley RC Hazardous Winter Weather Potential Legend Snow ® Snow/Ice - Ice _ ReirOce - Rain NSVRC Town Boundaries E st,' tv of h1a,7land Frederick County C. of W'u�ichester v of Berryville Town w.n,� L4Ylltlolln Stephensty toyce County t Town of Clarke County State of Wtst Virlonia Town o£, To— Brook Towne £ Wood R Fro cal \ Shenandoah Town Warren \ \\ County Hdinbu r County ot Mount aon Town of Rappahannock e.rarke �, or County Lur Town of Rockingham County Stanley Fauquier County 'town of Culpeper County tii,enandoah Page ilkldisnn —,(Cita of Colaul County Mann 11 L Map prepared by Virginia Tech , Z III Dew Center for Geospatiat Information Techndegy � ��'' Mues I V '-:."� Scale: Date: November 2405 1:725,040 ' ��- Data Sources: VT CGIT, NSVRC, ESRI, VI)OT, r Projection: GaographPc VirginkaView PRISM F Datum: NAG 1983 Figure 4 -5: NSV Regional Winter Weather Map 65 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Figure 4 -6: Relative Snowfall in the NSV Region (Source: 2007 Plan) Northern Shenandoah Valley RC Relative Snowfall Potential Legend Snow Risk by Census Tract - Low Potential Medium Potential - High Potential NSVRC Town Boundaries Slate of West Virginia Town nit Toms Brook Torn n Wood Shenandoah County �f/f Town8 �Nlounl Ja7cs0 n Town of Ta of � °C��' suite .f Frederick County Cry of Wi n a ter L� J �T'ov,�n of l' Berryville L��ilt oui � Town ofd� T of �tephensCil\✓ �a wn �`fe Ci�n11tV Town of Clarke County (�tiddleiown a 4v f Fro oval Fauquier Count' Warren - County Rilllpaheirmo k County Rockirti County Culpeprr County Madison City of County [H.uris is nhur }; Map prepared by Virginia Tech f`` a = a P. 12 16 Dewberry Center for Geospabal Information Technology -� ` Miles Date: October 2005 Scale: 1:725,000 Projection: Geographic Data Sources: VT CGIT, NSVRC, ESRI, VDOT, nn a VirginiaView PRISM Datum: NAD 1983 6 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The entire region is at risk for winter weather and ice potential although specific localities are at higher degrees of impact, as presented above. The 2007 Plan presented the vulnerability of winter storm and ice risk by assigning a high risk to those census blocks within the regions with the greatest potential for snowy days (> 1 inch of snow) or ice. Division into high, medium and low were based on the levels predicted from potential maps. Chapter 3 and Table 4 -8, below, present the population affected by the overall snowfall and ice risks. Previous winter weather mapping resolution did not support accurate Town -based analysis, since most Towns in Northern Shenandoah would be represented by one or two pixels at this resolution, and was therefore excluded from this update. Future revisions of this plan will develop a method to calculate the potential loss from these winter storms. Due to weather data providing better spatial resolution, future mapping efforts may depict Town -based analysis. As noted in the 2007 Plan, Page County and the Towns of Shenandoah and Stanley may receive more snow than other localities, based on previous loss impacts reported from winter weather. 67 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Shenandoah Table 4-8. Northern Population (fr om 2010 Census, Modified from 2007 Plan) Community Low Medium High Total Clarke County 9,262 6,035 0 14,034 4,185 *Town of Berryville 4,185 0 0 589 *Town of Boyce 0 589 0 64,993 13,312 78,305 Frederick County 0 1,261 *Town of Middletown 1,261 0 0 1,825 *Town of Stephens City 1,825 0 0 17,310 24,042 Page County 0 6,732 4,895 *Town of Luray 0 3,671 1,224 1,422 *Town of Stanley 0 0 1,422 2,373 *Town of Shenandoah 0 0 2,373 25,196 16,797 41,993 Shenandoah County 0 1,050 *Town of Edinburg 1,050 0 0 2,368 *Town of Mount Jackson 0 2,368 0 2,570 *Town of New Market 0 2,570 0 7,660 *Town of Strasburg 7,660 0 0 252 *Town of Toms Brook 252 0 0 6,097 *Town of Woodstock 6,097 0 0 17,848 19,915 37,575 Warren County 0 9,819 4,621 14,440 *Town of Front Royal 0 26,203 City of Winchester 26,203 0 0 *Denotes Town values that are also included in totals for the respective County 68 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Table • Northern ' Community Shenandoah (from Low Population 2010 Medium High TOTAL Clarke County 14,034 0 0 14,034 *Town of Berryville 4,185 0 0 4,185 *Town of Boyce 589 0 0 1 589 Frederick County 78,305 0 0 78,305 *Town of Middletown 1,261 0 0 1,261 *Town of Stephens Ci 1,825 0 0 1,825 Page County 24 0 0 24,042 *Town of Luray 4,974 0 0 4,974 *Town of Stanley 2,161 0 0 2,161 *Town of Shenandoah 1,532 0 0 1,532 Shenandoah County 41,993 0 0 41,993 *Town of Edinburg 1,050 0 0 1,050 *Town of Mount Jackson 2,368 0 0 2,368 *Town of New Market 2,570 0 0 2,570 *Town of Strasburg 7,660 0 0 7,660 *Town of Toms Brook 252 0 0 252 *Town of Woodstock 6,097 0 0 6,097 Warren County 37,575 0 0 3 7,5 75 *Town of Front Royal 14,440 0 0 14,440 City of Winchester 26,203 0 0 26,203 *Denotes Town values that are also included in totals for the respective County Erosion Erosion vulnerability for the region is difficult to determine because there are no historical records for previous occurrences of erosion events. Vulnerability is limited to areas along rivers, creeks and streams to areas of steep slopes. Future updates to this Plan will attempt to address erosion vulnerability in greater detail. 69 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update ilnm Fnil»rn There are three Federal Energy Regulatory Commission licensed dams located within the planning region. In addition, there are numerous agricultural and other privately -owned dams. The Department of Conservation and Recreation (DCR) has hired an engineering firm to modify and improve the spillway for the Stoney Creek dam at Lake Laura in Shenandoah County. The downstream populations that were at risk from that dam are considered to be remediated with the completion of the spillway modification. The downstream impacts to structures, property and populations is not available for analysis at this time from the existing dams. DCR is conducting an inventory of the dams in Virginia and will be providing an assessment of the dam condition. This data will go into their new website that will be used to calculate downstream populations and areas that could be impacted in the event of a dam failure. DCR issued a press release in June 2012 that it will partner with North Carolina's existing dam safety website. North Carolina's website is recognized as one of the best flood mapping and dam programs in the nation. The site will soon display Virginia flood maps, models, and data on flood hazards and risk for use by citizens, floodplain managers, emergency planners and responders. The Virginia data is due to appear on the website by "late- summer 2012 "; however, no data was online at the time of this Plan update. The website will allow users to estimate flood damage and costs to properties from various storms on an individual and community -wide basis. The data will be used to support and prioritize mitigation actions and to increase education about hazard mitigation options to reduce flood danger and losses. Local governments, responsible for enforcing floodplain ordinances to enable their citizens to qualify for National Flood Insurance, will benefit from the statewide accessibility of digital maps and data. Local and state emergency responders also will benefit from easy access to this information to better protect lives and property. DCR is currently finalizing their 2010 hazard potential policy providing guidance to calculate the "Dam break inundation zone" or that area downstream of a dam that would be inundated or otherwise directly affected by the failure of a dam. The NSVRC staff contacted DCR for a full assessment of all dams in the planning region; however, no data was made available in time for incorporation into this Plan update. Future updates of this Plan may include data from DCR dam evaluations and the new DCR website Earthquake An earthquake is the shaking of the ground's surface caused by movements of the plates beneath it. Though there have been historical occurrences of earthquakes that have affected the area, the probability and impact is low. According to the 2007 Plan and State data, the region's risk to earthquakes can be considered limited; however, the risk of potential losses should a significant earthquake event occur —for example an earthquake registering 8.5 on the Richter Scale—is considered to be moderate. The vulnerability analysis was considered to be equal for the entire planning region, since there is no precise location nor prediction of where and to what extent an 70 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update earthquake may occur, therefore, the total dollar exposure figure of $2,460,591,521 for buildings and facilities within the region is considered to be exposed and could potentially be impacted. The total planning region population of 222,152 (2010 Census) is considered to be affected as well in the event of an earthquake. The 2011 earthquake in Virginia affected several localities; however, the data for damages was not tallied at the time of compilation of this Plan update. In future iterations of the Plan updates with losses from the earthquake will be included as available. Most of the steering committee indicated there were earthquake losses experienced throughout the region; however, most localities did not estimate or quantify the damages. Earthquakes are tracked at FEMA by the National Earthquake Hazards Reduction Program. Future updates of this Plan may include updates from FEMA's earthquake management team to be help NSV communities be more disaster resistant to earthquake impacts in the future. Overall this ranking was very low for likelihood of occurrence. Karst According to a Virginia Polytechnic Institute and State University research on natural hazard mitigation planning in karst areas in Virginia, it is recommended urban and land use planning develop hazard mitigation strategies for the following three most common karst natural hazards in Virginia ( http: / /scholar.lib.vt.edu /theses /available /etd- 05222003- 230312 /unrestricted /etd.pdf • sinkhole subsidence, • sinkhole flooding, and • groundwater contamination. A sinkhole is a localized land subsidence, generally a funnel- shaped or steep -sided depression, caused by the dissolution of underlying carbonate rocks such as limestone and dolomite. The dissolution can connect to a subterranean passage, cavity, or cave. Sinkhole subsidence in developed areas cause costly damage to private property and community infrastructure and occasionally threatens human lives. Sinkholes regularly form along the I- 81corridor in Virginia. In March 2001, three sinkholes immediately appeared in Augusta County along I -81 and resulted in interstate closure of a nine mile stretch for remediation. VDOT indicated the largest of the sinkholes measured 20 -feet long, 11 -feet wide, and 22 -feet. In 1992, a Clarke County, home collapsed into a sinkhole that formed underneath its basement soon after drilling a new well on the property. Sinkhole flooding in karst terrain is part of the natural karst hydrologic system. Rivers, streams, and wetlands accept floodwaters and allow slow release into adjacent downstream areas. Likewise, sinkhole floodplains store floodwater until the natural drainage system accepts the excess runoff. However, many land planners and local governments are less familiar with sinkhole flooding and sinkhole floodplains because they do not occur along obvious flood prone 71 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update areas like perennial stream courses. In addition, land use managers and planners often underestimate the actual extent of sinkhole floodplains. In 2011, the DMME prepared a map of karst features including sinkholes. The NSVRC staff issued the karst map to all local government planning staff as well as to the regional Bay TMDL program and DCR state agency staff. A regional strategy in this Plan update includes increasing raised awareness of the DMME karst map. In addition to floodwaters, urban development exacerbates sinkhole flooding due to increased conveyance of channelized waters resulting from changes in the natural drainage patterns of the landscape. The increased quantities and velocities of stormwater runoff due to increased impervious surface clog sinkholes with eroded sediment, debris, and /or trash and increase the extent and frequency of sinkhole flooding in urban areas. By raising awareness to local governments the locations of known sinkhole and karst floodplains, a locality can consider limiting development in sinkhole floodplains, urban and rural communities minimize structural damage to buildings and community infrastructure, and help limit groundwater contamination. In February 2012, the Counties of the NSV region adopted a regional watershed implementation plan that included use of the DMME karst map for future planning efforts. Karst aquifers rapidly and directly convey large quantities of water throughout karst areas, thereby increasing the vulnerability of the groundwater quality to surface contamination. In karst areas, the groundwater is prone to contamination from land use activities due to the rapid and direct interconnections between the surface and groundwater. Groundwater velocities in karst aquifers are very rapid with velocities of feet to miles per day, leaving little time for infiltration and contaminant removal by percolating through soils_ In the Town of Stanley in Page County, the municipality is considering the adoption of an ordinance that prohibits certain land use activities in the karst areas surrounding the local groundwater wells supplying the Town. In general, throughout the region, the areas along the Valley floor are most prone to impacts from land subsidence or a sinkhole. Landslides As presented in the 2007 Plan, the areas with the steepest slopes are most prone to impacts from landslides. Future updates to this Plan will quantify impacts to Page County slopes and be used as a model for similar adjacent topographic communities. Several communities have steep slope ordinances which prohibit or limit development on steep slopes. The populations located in jurisdictions with steep slope ordinances are at less of a risk including Clarke County, Town of Front Royal, Shenandoah County, and Frederick County (through a TDR program) 72 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Overall Future updates to this Plan will address trends as data is available from jurisdictions reflecting new development, projects, and or any population changes which exceed those listed in locality comprehensive plans at the time of this Plan update and the 2011 Regional Northern Shenandoah Water Supply Plan. Locality specific projects and development in areas prone to hazards were evaluated since the 2007 plan and updated herein. The updated developments are reflected within the natural hazard sections and listed in the vulnerability analysis. Where data was not available, the localities will provide updates annually in survey to ensure the Plan is current reflecting development trends and projects in hazard prone areas. 73 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Chapter 5: Capability Assessment Capability is the capacity to carry out projects and policies designed to reduce future impacts from hazards. This includes the resiliency of the locality to respond to a hazard as well as resources and political will to implement policies and programs to strengthen hazard mitigation actions and implement strategies identified in this Plan. The NSV region's capability assessment was conducted to identify the ability and capacity of participating localities to develop and implement the full suite of hazard mitigation strategies. Outcomes of this assessment are to establish policies and programs, implemented through various projects and actions that reduce future impacts from hazards. The capability assessment determines the feasibility of achieving goals and strategies set forth in this Plan, based on the political and organizational structure of the localities, agencies, and departments responsible for implementation of the policies and programs. The capability assessment was conducted through a review and inventory of the following from each locality in the planning region: relevant ordinances, comprehensive plans, capital improvement programs, and other programs and policies to identify strengths and weaknesses that might preclude the implementation of hazard mitigation actions and goals. The results of the inventory were reviewed and evaluated to make a determination on the sufficiency of jurisdiction's resources to implement effective hazard mitigation and its resiliency to respond to current and anticipated hazards. In addition, beneficial programs were noted for continued support and enhancement. This is particularly noteworthy with the regional collaborative nature that has been demonstrated among emergency response coordinators in the NSV region in emergency response and hazard mitigation efforts. The capability assessment helped drive and refine the appropriate mitigation actions identified in this Plan, and provide a roadmap for strengthening the capacity to implement the mitigation strategies to ensure the Hazard Mitigation goals listed in this Plan are realistically achieved. For the 2012 plan update, the Hazard Mitigation Committee and NSVRC staff reviewed and revised the inventory of local plans, regulations and ordinances developed in the 2007 Hazard Mitigation Plan. These include but were not limited to existing local plans, policies, programs or ordinances that contribute to and /or hinder the community's ability to implement hazard mitigation actions. Other indicators included information related to each jurisdiction's fiscal, administrative and technical capabilities such as access to local budgetary and personnel resources for mitigation purposes. Factors that influenced capacity assessment were based on reviews of plans, codes, and staff, as summarized below. 74 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update 75 Jurisdiction NSV Comprehensive Regional Capacity in Plans Staff Municipal # Name Plan ECIP Resources CIP Code Staff, Planning, Emergency 1 Clarke County X X Management, CIP, Budget X Zoning, Stormwater Staff Planning 2 Town of Through & zoning, Budget x Berryville County Emergency g Management 3 Town of X Through Limited Budget X Boyce County Staff, Planning, Frederick Emergency 4 X X Management, CIP, Budget X County Zoning, Stormwater Town of Through Clerk, Zoning, 5 Middletown County Limited Staff Budget g X Town of Through Staff of 6 Stephens City X County Planner Budget g X Emergency 7 Page County X X Management Budget X Staff Planning, 8 Town of X (Town Plan) Through Zoning, Budget X Luray County Assistant town manager Town of Economic Through Budget and 9 Development Staff Revitalization X Shenandoah Plan County Fund Town of Through Emergency 10 Stanley County Management Budget X Staff Emergency Shenandoah Management, 11 X x Stormwater, CIP, Budget X County planning and Zoning 12 Town of Through Staff Budget X Edinburg County Town of Through 13 Mount Staff Budget X Jackson County Emergency Management, 14 X x Stormwater, CIP, Budget X X planning and Zoning 15 Town of Through Staff Budget X Strasburg County 75 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Participating jurisdictions were also given the opportunity to provide additional information for the capability assessment through meetings convened to discuss needs and abilities to carry out the proposed goals. Inquiries to localities prompted discussion and identification of a locality's regulatory capabilities, staff (administrative and technical resources), fiscal resources, the resiliency and capacity to respond to hazards and implement new policies and programs and overall local governments political will implement the mitigation actions based on NSVRC experience from other regional and local planning programs. The results are presented in five groups of capability to implement including: emergency management; floodplain management; fiscal capability; staff resources; and planning and regulatory capability. Emergency management Various plans including the Emergency Operational Plans (EOPs), pandemic flu response plans, 2007 Hazard Mitigation Plan, fire codes, and other plans and codes were reviewed. This included detailed responsibilities and procedures to be followed to deploy resources in response to an emergency, disaster, or hazard. Each of the five Counties and the City maintain and implement their own EOP. In many cases the Towns are included in the EOPs for the Counties in which they are located; this is the case in part throughout the region and in full for Shenandoah County and its six Towns and also for Clarke County and its two Towns. Overall findings in this assessment are that each jurisdiction, either through its overarching County, or individually, has sufficient capabilities in emergency management. Areas for improvement (such as warning systems, etc., are noted in mitigation strategies). Wom Limited, Staff 16 Town of Through planning Budget g X Toms Brook County through NSVRC 17 Town of Through Staff Budget X Woodstock County Emergency Warren Management, 18 County X x Stormwater, CIP, Budget X planning and Zoning Emergency Management Town of also through 19 Front Royal X x County, CIP, Budget X Stormwater, planning and Zoning Emergency City of Management, 20 Winchester X x Stormwater, CIP, Budget X planning and Zoning Participating jurisdictions were also given the opportunity to provide additional information for the capability assessment through meetings convened to discuss needs and abilities to carry out the proposed goals. Inquiries to localities prompted discussion and identification of a locality's regulatory capabilities, staff (administrative and technical resources), fiscal resources, the resiliency and capacity to respond to hazards and implement new policies and programs and overall local governments political will implement the mitigation actions based on NSVRC experience from other regional and local planning programs. The results are presented in five groups of capability to implement including: emergency management; floodplain management; fiscal capability; staff resources; and planning and regulatory capability. Emergency management Various plans including the Emergency Operational Plans (EOPs), pandemic flu response plans, 2007 Hazard Mitigation Plan, fire codes, and other plans and codes were reviewed. This included detailed responsibilities and procedures to be followed to deploy resources in response to an emergency, disaster, or hazard. Each of the five Counties and the City maintain and implement their own EOP. In many cases the Towns are included in the EOPs for the Counties in which they are located; this is the case in part throughout the region and in full for Shenandoah County and its six Towns and also for Clarke County and its two Towns. Overall findings in this assessment are that each jurisdiction, either through its overarching County, or individually, has sufficient capabilities in emergency management. Areas for improvement (such as warning systems, etc., are noted in mitigation strategies). Wom Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Floodplain management Existing plans, ordinances and programs were evaluated including national flood insurance programs (NFIP) such as the Community Rating System (CRS), flood overlay protective districts (and ordinances), wetland protection plans, and other flood damage prevention ordinances. Locality and regional participation in the CRS is voluntary. Any community that is in full compliance with the rules and regulations of the NFIP may apply to FEMA for a CRS rating and through participation receive flood insurance premium rates discounted in increments of 5% according to CRS class designation. The CRS classes for local communities are based on 18 creditable activities, organized under four categories of public information; mapping and regulations; flood damage reduction; and flood preparedness. This capability area was considered sufficient with respect to the presence of an active regional floodplain manager although there were areas identified to improve the capacities based on findings from this assessment including a community rating system and reduction in the number of houses on the repetitive properties list. There are currently no localities in the NSV planning region that are enrolled in the CRS program; however, efforts are underway to initiate the CRS program in the region. The need for a regional or local enrollment in the CRS was included in the regional mitigation strategies as an outcome of this assessment. The September 2012 steering committee hosted the Virginia CRS locality representative for the committee to consider CRS membership as a region and how to best advance recommendations to the planning staff of the localities. The recent stormwater regulatory program, being administered through the VA Department of Conservation and Recreation, mandates each locality have an adopted stormwater program and ordinance by July 2014. In 2012, the Counties and the City commenced developing a draft stormwater ordinance for their Council and Board consideration in 2013. Regionally, localities are initiating efforts to develop policies and programs to implement a stormwater program to conform to state code. This ongoing effort will enhance the local and regional capability of floodplain management. Another area of weakness in capability assessment finding under the category of floodplains is the quantity of repetitive loss properties and a mechanism to raise awareness to localities about opportunities to elevate, dry floodproof, or relocate and acquire such properties. Additional steps needed were identified to help localities with better understanding opportunities to reduce the list of repetitive loss properties. This area for enhancement is reflected in a regional strategy to reduce repetitive loss properties through abatement or acquisition. Fiscal capability Capital Improvement Plans were inventoried, and comprehensive land use plans and other plans were evaluated. Public funds invested in hazard mitigation improvements to the benefit of life and property within the region are important components of capability. In addition, having the resources to assert the priority projects and programs for capital improvements and the staff 77 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update needed to obtain funding to implement these projects are also critical. Results of the capability assessment indicated a need for increased fiscal resources dedicated to implement the hazard mitigation strategies. This Plan serves as a roadmap for localities to use to identify projects when funding opportunities become available. The Plan Maintenance section of this Hazard Mitigation Plan provides localities and NSVRC with a framework to evaluate progress on strategy implementation of hazard mitigation strategies and advancement of projects for grant funding. Staff resources This included a review of in -house staff for administrative and technical support. Findings from this assessment indicated a need for additional administrative and technical staff for some localities. Most localities in the region have one or more designated emergency service managers with clearly defined responsibilities. In Shenandoah and Page Counties the regional emergency manager assumes the responsibility for the Towns located within the County, where Town staff is limited. Where localities are limited in staff resources, NSVRC or other service providers offer support to help these localities meet the letter and spirit of the hazard mitigation goals and strategies. For example, the Town of Toms Brook had a planning consultant to assist the Town. In July 2012, this role was assumed by the NSVRC staff in the preparation of a comprehensive land use plan and to provide additional planning services to the Town. Based on regional support, this capability was considered sufficient. A regional strategy in the future could be identification and pursuit of planning grant funding opportunities to support additional hazard mitigation planning efforts of the localities in the region. This type of strategy could enhance the capability of staff resources. Planning and Regulatory Capability Planning and regulatory capability is demonstrated by the development and implementation of plans, ordinances, programs, and policies by a locality that reflects commitment to responsible growth and land management with a clear focus on community safety and welfare. Along with effective land use and transportation planning, capability is expressed by the presence and enforcement of comprehensive zoning and subdivision ordinances and building codes, as well as effective emergency response, and mitigation planning. In addition, protection of environmental resources demonstrates capability to improve resiliency of the natural resources to recover from hazards. This assessment included an overview of the key planning and regulatory tools and programs in place, or currently underway, in the jurisdiction and throughout the region. This capability was determined sufficient in terms of the presence of planning tools with the exception of several Towns lacking a comprehensive land use plan. The staff resource category findings and recommended strategies for increased planning support for all localities through application of additional planning grants could facilitate this capability to be uniformly strong throughout the region. W Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Other areas identified to improve or enhance capabilities through planning and regulations are ensuring continuity and coordination of hazard mitigation strategies with other regional and local plans and programs. For example, localities could include a strategy to ensure plan consistency between hazard mitigation strategies and other planning efforts such as community development plans covering property acquisition or violation abatement; bridge improvements in transportation programs; and stormwater detention basin upgrades under the Bay TMDL watershed implementation plan. Along with identifying potential effects on loss reduction, this information will help determine opportunities to address existing gaps, weaknesses or conflicts among existing strategies and will facilitate integrating this plan with existing planning mechanisms. The plans and ordinances reviewed include: disaster recovery plans, comprehensive land use plans, stormwater management plans, fire codes, building codes, historic preservation plan, zoning ordinances, building codes, and subdivision codes. This portion of the assessment aggregated the result from all five groups to help identify the capabilities within the planning region. Overall the assessment resulted in the identification of these areas for improvement: • continue to encourage and enhance regional and local emergency management; • update database gaps in floodplain maps and encourage floodplain management through policies and projects; • improve fiscal capability and implement mitigation strategies identified in this Plan to fund when grant opportunities arise; • increase local staff resources either at the local level and through regional support; and, • develop (continue to develop) a comprehensive planning and regulatory program in each locality to improve capability. 79 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Chapter 6: Mitigation Strategies This mandated portion of the Plan provides localities with the platform from which to identify actions and programs to implement to reduce impacts of identified hazards. Based on the findings of the Hazard Identification and Risk Assessment (Chapter 4) and the Capability Assessment (Chapter 5), this Chapter includes the mission statement, goals and actions. Components of the Mitigation Strategy include: • Mitigation Goals • Identification and Analysis of Mitigation Measures • Mitigation Action SubPlan This NSV Regional Hazard Mitigation Plan 2012 update includes a review of hazards and focuses policies, programs, and projects that will reduce future impacts from hazards while achieving compatible economic, environmental, and socio - political goals. In addition, the Mitigation Action SubPlan subsection herein identifies policies, projects, responsible entities and agencies to reduce effects from hazards and protect life and property. In addition, funding sources are identified as information is available_ The Mitigation Action SubPlan is a sub -plan within this Plan and includes a spreadsheet format in the 2007 NSV Regional Hazard Mitigation Plan and lists specific strategies and projects, including descriptions, those responsible for implementation, potential funding sources, and estimated completion dates. This format provides a comprehensive checklist that can be used as a monitoring tool and ready reference of proposed policies and projects. Each hazard type (flooding, winter storm, nonrotational wind, etc.) was evaluated by localities in terms of impacts, ability to recover, capacity to respond to and potential to mitigate effects of (see results presented in previous chapters of this Plan) each hazard while meeting the goals listed below. Once and strategies were identified, similar ones were aggregated and applied to the region. Below is the approach to provide the framework for the strategy identification process. Following the mission statement and goals, this chapter provides a summary of the local and regional strategies. The mitigation strategies with tracking information are provided in the strategy section. These mitigation strategies were collaboratively prepared by the steering committee and individual jurisdictions using the strategies from the 2007 Plan, the State Hazard Mitigation Plan, and experience and desires of the planning team. These mitigation strategies provide the participating jurisdictions' blueprint for reducing the potential losses identified in the risk assessment, based on existing authorities, policies, programs, and resources, and ability to expand on and improve these existing tools. A thorough review was conducted of all jurisdictional comprehensive plans, budgets, and working knowledge of staff resources, to assess the capacity to implement the strategies. Interviews were conducted with jurisdictions' staff :1 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update involved in local planning, public works, and emergency management in order to assess the feasibility of a mitigation strategy and identify the best means to implement it. Reviews of jurisdictional budgets, comprehensive plans, building codes, and ordinances were likewise consulted in this Plan update. The value of the strategies is to also provide an outline for a jurisdiction to apply for funds to implement strategies and thereby reduce impacts from natural disasters. The annual review of the Plan and evaluation of strategies will be updated and revised as the jurisdiction and planning team determine needed. In addition, a series of goals were identified in the 2007 Plan and revised and updated herein to help implement the mitigation strategies and reduce or avoid long -term vulnerabilities to the natural hazards identified. This Plan includes a section dedicated to a Mitigation Action SubPlan that adheres to conventional planning with a mission statement, goals, and mitigation actions to reduce the impacts of future hazard events. The Hazard Mitigation Steering Committee worked with NSVRC staff to guide the process. NSVRC staff held a series of meetings with localities (County -Town meetings) to facilitate the identification of key priority projects and policies to reduce impacts to life and property from hazards. The Steering Committee reviewed and helped develop regional preferences from the prioritized actions (policies, programs, and projects). Each step in the Mitigation Action SubPlan provides a clearly defined set of policies and projects based on a rational framework for action. The components of the planning framework are as follows: mission statement, goals to meet the mission statement, strategies to implement the goals through policies, programs, and projects. The result is prioritized list of policies, programs, and projects, including contacts responsible for implementation, estimated completion date, and potential funding source(s). The mission statement is: To reduce the physical and economic impacts from natural hazards on the local governments located within the NSV region to the benefit of life and property. The goals to achieve this mission statement provide a framework for the manifestation of the mission statement through policies, programs, and projects. These goals were identified using planning process identified in Chapter 2 of this Plan. These general hazard mitigation goals are broad policy statements that reflect what the jurisdictions seek to accomplish through implementation of the mitigation plan and strategies. The goals are tied directly to reducing the impacts of the hazards identified in this Plan update. 81 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update • Goal 91: Minimize flood - related deaths and losses of existing and future structures. • Goal #2: Improve and update data needed for hazard mitigation efforts within the NSV Region for localities. • Goal 93: Implement policies that incorporate mitigation planning into the framework of local government in the NSV Region to enhance hazard mitigation. • Goal #4: Identify, prioritize, and implement (a list of) cost effective structural projects throughout the region to reduce the impact of hazards identified in this Plan update and future disaster events. • Goal 95: Offer hazard mitigation and disaster preparedness training to educate local staff and raise public awareness. • Goal 96: Develop educational outreach projects throughout the region to educate the public about the dangers of natural hazards and create a page on the NSVregion.org website for localities and the public. Based on the goals listed above, the following types of actions were identified. These actions will form the basis for the strategies. These actions have been identified to implement the strategies and achieve the goals in this Plan. These actions include project- specific actions to reduce the effects of hazards and reduce impacts to life and property (both existing and planned buildings and infrastructure). In addition, the problem spots identified in the 2007 Plan were reviewed and considered during the identification of the actions in order to ensure minimizing and or reducing those previously identified "problem spots" as well as for the overall improved resiliency of a jurisdiction to a natural hazard. As presented in the FEMA guidance: mitigation `actions and projects means a hazard mitigation action, activity or process (for example, adopting a building code) or it can be a physical project (for example, elevating structures or retrofitting critical infrastructure) designed to reduce or eliminate the long term risks from hazards. This can be met with either actions or projects, or a combination of actions and projects.' Strategies, or actions, were developed as a logical extension of the plan's goals. Most of these actions are dynamic and can change. The actions were prioritized for each jurisdiction based on past damages, existing exposure to risk, other community goals, and weaknesses identified by the local government capability assessments. The priorities differ somewhat from jurisdiction to jurisdiction. These actions have been organized into a Mitigation Action Plan for each participating jurisdiction. The following actions form the basis for the development of mitigation strategies and individual Mitigation Action Plans for each jurisdiction. These goals and actions apply to the region and the individual jurisdictions. A. Community Awareness A.1. Encourage leadership within the public and private sector organizations to prioritize and implement local, County, and regional hazard mitigation activities as a public value. E'% Northern Shenandoah Valley Regional Hazard Mitigation Plan Update A2. Establish cooperative relationships between the public, private, and non - profit sectors to enhance our preparedness, response, recovery, and mitigation for hazard events. A.3. Support pre- disaster mitigation and remedial efforts, should damage from a natural hazard event occur. A.4. Introduce hazard awareness and risk reduction principles into the community's daily activities, processes, and functions. A.5. Develop and implement education and outreach programs to increase public awareness of the risks associated with natural and manmade hazards. A.6. Improve community education and communication as they relate to disaster. B. Local Capacity B.1. Assess the extent of our vulnerability to natural and man-made environmental hazards. B2. Enhance the capabilities of local government to lessen the impacts of future disasters. B.3. Improve hazard assessment information to make recommendation to discourage new development (and encourage preventative measures for existing development) in areas vulnerable to natural and man-made hazards. B.4. Leverage additional federal, non - federal, and state resources in meeting natural disaster resistance goals. B.5. Encourage scientific study of natural and man-made hazards and the development of data to support mitigation strategies for those hazards that are a threat to the region and localities within. C. Property Protection C.1. Minimize the impact of natural and man-made hazards on property with the region and localities within and promote future disaster resistant development. C2. Protect new and existing public and private infrastructure and facilities from the effects of natural and man-made hazards. C.3. Reduce damage to personal and public property including critical facilities. C.4. Identify and protect critical services, buildings, facilities and infrastructure at risk to natural and man-made hazards and undertake cost — effective mitigation measures. D. Public Safety D.I. Enhance the safety of residents and businesses by protecting new and existing development from the effects of natural and man-made hazards through efficient policies and procedures. D.2. Ensure public health and safety within the region and localities within before, during, and following hazardous events. D.3. Protect the citizens to the best of our abilities from natural and man-made environmental hazards to reduce the loss of life and personal injury. M. Northern Shenandoah Valley Regional Hazard Mitigation Plan Update D.4. Create coordinated regional emergency response criteria to establish services through the use of federal, state, regional and local resources utilizing a regional reciprocating agreement. Mitigation Alternatives The results of the Hazard Identification and Risk Assessment and the 2007 Plan resulted in the generation of a range of potential mitigation goals and actions to address the hazards. A range of acceptable alternatives were then identified and provided to the steering committee and local jurisdictions during the identification of strategies and consideration of alternatives. When deciding on which strategies should receive priority in implementation, the communities considered: • Time — Can the strategy be implemented quickly? • Ease to implement — How easy is the strategy to implement? Will it require many financial or staff resources? • Effectiveness — Will the strategy be highly effective in reducing risk? • Lifespan — How long will the effects of the strategy be in place? • Hazards — Does the strategy address a high priority hazard or does it address multiple hazards? • Post - disaster implementation — Is this strategy easier to implement in a post- disaster environment? In addition, the anticipated level of cost effectiveness of each measure was a primary consideration when developing mitigation actions. Because mitigation is an investment to reduce future damages, it is important to select measures for which the reduced damages over the life of the measure are likely to be greater than the project cost. For structural measures, the level of cost effectiveness is primarily based on the likelihood of damages occurring in the future, the severity of the damages when they occur, and the level of effectiveness of the selected measure. Although detailed analysis was not conducted during the mitigation action development process, these factors were of primary concern when selecting measures. For those measures, that do not result in a quantifiable reduction of damages, such as public education an outreach, the relationship of the probable future benefits and the cost of each measure was considered when developing the mitigation actions. On the following pages are the strategies that each jurisdiction developed for their community. The strategies are organized as an action plan and include the following: a priority ranking (high, medium, low based on steering committee and locality rankings); ability to achieve Goals 1 -6 and Actions A -D (A.1 -A.6; B.1 -13.5; C.1 -C.4; and D.1 -D.4); responsible department; likely source of funding to implement; and target completion date. The Counties and the City of Winchester are presented in alphabetical order followed by the Towns in alphabetical order. As 84 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update part of the 2012 update of the NSV Regional Hazard Mitigation Plan, the 2007 Plan strategies were reviewed and revised as progress or completion has occurred or needs dictate. Progress achieved on the 2007 mitigation strategies has been through ordinance reviews, floodplain reviews and locality staff interviews. Action Plan To implement these strategies listed below, if a Benefit Cost Analysis (BCA) is required, the participating jurisdiction will work with VDEM and NSVRC staff to complete the BCA. Where indicated, the regional strategies are either new or if identified in the 2007 Hazard Mitigation Plan, the status is currently in- progress. NSV Regional Action Plan to implement Regional Strategies Goals (1 -6) / Responsible Funding Target Regional Mitigation Action Priority Hazard(s) Actions(A- Dept/ Status Source Completion D) Date Develop broadband coverage 2/ Communications, 2 years from throughout the region to facilitate H All D.1, D.D.2, Emergency Management / In VDEM Plan rescue communication D.3, DA Adoption p rogress Prepare shelf -ready projects eligible for 1, 3/ Emergency 1 year from a the 5/o projects under VDEM Hazard H All A D Management/ In VDEM plan adoption Mitigation funding progress Obtain LED signage for localities to 6/ Emergency 2 years from display in key locations to inform M ALL A.6, D.1-4 Management VDEM Plan citizens of emergency shelter locations Adoption Procure and install backup generators 1,4/ Emergency 1 year from for lift stations for wastewater treatment H ALL 6.1-4, D.1-4 Management VDEM plan adoption plants throughout the region Install additional Iflows in rivers 1 / Emergency 2 years from throughout the region and update the H Floods B.1, C.1, C.2, Management/ In VDEM Plan digital readouts to facilitate transfer of D.2 progress or Adoption data (analog updates) initiated Address interoperability for enhanced 2/ Communications, 2 years from connectivity to facilitate regional M ALL D.1, D.D.2, Emergency VDEM Plan response (strive to link radio systems D.3, DA Management/ In Adoption across the region, etc.) progress Secure generators and hook ups for all 4/ Emergency 2 years from critical facilities as designated citizen H ALL C.1 -4, D.3, Management VDEM Plan convenience sites D.4 Adoption Identify private and or public gas 41 Emergency 2 years from stations in the region as critical facilities H ALL C.1-4, D.3, Management VDEM Plan DA Adoption Maintain asset list annually for shelters 2/ Emergency 1 year from and keep in a central regional location M ALL B.1, B.2 Management/ In Locality Plan adoption for sharing resources and capacities progress Identify key infrastructure along Floods, 1,2,4 / Emergency regionally significant primary and Storms, A. 3,A.5,13.1- 2 years from secondary routes (map, inventory M Snow, B. 4 4, C.1 ,A.5,B.1- B-4, Transportation VDEM Plan condition, recommend improvements, Hurricane, D1 -4 Planning (as Adoption identify resources to upgrade, etc.) Tornado . available) Continue coordinated efforts between Emergency hazardous materials, law enforcement, 2,3,5 / Management, Localities, Annually over fire & rescue for enhanced regional M ALL A.2, B.1-4, Planning Staff/ In VDEM next five mutual aid and encourage coordination D.1-4 years of local planning efforts. progress Develop and maintain regional mapping 2/ 2 years from of assets (Inventory dry hydrants, etc.) L A'_'_ B.1 _13.3 GIS, Planning VDEM Plan for improved ISO rating. Adoption i Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Perform an engineering study of non - designated floodplain areas that are 2 years from flood prone hazards in each locality. M F o ° � 21 GIS, Planning/ VDEM Plan Maintain these high- hazard riparian B.1-13.3 In progress Adoption areas on a regional and locality - specific mapped database. Ensure all localities within the planning H Flood 1,2/ GIS, Planning/ VDEM 1 year from Plan region have FiRM flood maps up to date B.1 -B.4 In progress Adoption Floods, Emergency Work with localities to improve Storms, 1,2,4 / Management, 2 years from documentation of flooding events and H Snow, A.3, Transportation VDEM Plan impacts to transportation routes. Hurricane, . 1-, C4 B.4, C.1 -4, Planning Adoption Tornado D.1-4 / I available) / n p rogress Encourage all localities to continue to participate in NFIP in the future. H Flood 1,2/ GIS, Planning/ VDEM Throughout 5 Improve repetitive loss properties B.1 -B.4 In progress year cycle. through acquisition or elevation. Provide regional HAZMUS -MH training 2 2 years from update for planners in localities and H Flood, A.1 -6, B.1 -5, GIS, Planning/ In VDEM Plan update floodplain data, mapping, and hurricane D.3, D.4 progress Adoption vulnerability analysis. Future Plan updates to fully Winter 2,3/ Emergency 2 years from characterize losses by localities due to H Storms A.5, B.1 -B.5, Management/ In VDEM Plan winter storms. D.2 progress Adoption Provide annual updates of this Plan to Emergency Annually for Steering Committee, report to the H ALL ALL Management/ In Locality, next five year VDEM, with NSVRC survey to localities progress VDEM cycle to collect and report annual updates. Acquire, elevate and or remediate all Emergency Locality, Annually for repetitive loss properties H c ` ALL Management/ In VDEM next five year progress cycle Use the DMME Karst map and LiDAR 3 / Planning/ In 2 years from mapping by USGS to avoid M Karst 62 Locality Plan development around sinkholes, etc. . progress Adoption Department In future Hazard Mitigation Plan Emergency of Annually for updates, address manmade disasters ti All All Management/ In Homeland next five year progress Security, cycle VDEM Department Include more college and university Emergency of Annually for specific disaster planning tools and H All All Management/ In Homeland next five year incorporate with regional Plan. progress Security, cycle VDEM Identify and map all critical facilities and Emergency Department of Annually for ground truth. Develop key prioritization H All All Management/ In Homeland next five year of critical facilities and a disaster progress Security, cycle resistant plan for them in all hazards. VDEM Coordinate with the WV Emergency Department Management in surrounding WV Emergency of Annually for Counties of Jefferson, Berkeley, M A All Management/ In Homeland next five year Morgan, and Hampshire for manmade progress Security, cycle and natural disaster planning integration VDEM as a region. Department Inventory Fire Insurance Rate maps Emergency of Annually for and verify data. Integrate corrections M Al All Management/ In Homeland next five year into database for Plan updates. progress Security, cycle VDEM Identify funding for improved regional Department and local mapping and connectivity of Emergency of Homeland Annually for hazards. Update aerial imagery for M All All Management/ In Security, next five year localities with mapping and integrate progress VDEM, cycle with UGSG EROS center. USGS Emergency Department Work with local colleges and university Management; of Within the to create disaster - resistant universities M All All College / Homeland next 5 year and incorporate facility into this Plan. university staff/ Security, cycle. In progress VDEM, ii Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The above regional mitigation strategies are applicable to each of the participating twenty localities. In addition, the Counties and Towns and the City of Winchester have specific strategies which are presented below. Clarke County, Towns of Berryville and Boyce: Action Plan to implement Strategies Clarke County, Town of Berryville, Town of Boyce Mitigation Action Priority Hazard(s) USGS Responsible Address impacts to the NSV region Target Completion Emergency Management, Actions(A -D) 4 years from from climate changes as available M All All planners/ In VDEM Plan becomes available. outlets to increase Adoption awareness of natural progress The above regional mitigation strategies are applicable to each of the participating twenty localities. In addition, the Counties and Towns and the City of Winchester have specific strategies which are presented below. Clarke County, Towns of Berryville and Boyce: Action Plan to implement Strategies Clarke County, Town of Berryville, Town of Boyce Mitigation Action Priority Hazard(s) Goals (1 -6) / Responsible Funding Source Target Completion Actions(A -D) Dept / Status Date Work with local media outlets to increase awareness of natural hazards. Implement Communications, seasonal hazard 2/ Emergency 2 years awareness weeks or days H All D.1, D.D.2, D.3, Management/ In VDEM from Plan DA Adoption (e.g., hurricane progress preparedness week, winter weather awareness day). Conduct public education 1 Year after on the principles of M All 6/ Planning / In VDEM adoption of "sheltering in place." A.1 -A.6 progress Plan Educate residents and business owners about reducing possible wind- hurricane, 2 years borne debris (e.g., M Tornado, Severe 5,6/ A1 A6 DA-D.3 .., .3 Planning/ In progress VDEM after Plan anchoring storage sheds, Storm Adoption moving outdoor furniture indoors, trimming trees). Encourage public and private water conservation plans, M Drought 5,6/ Planning/ In VDEM 1 Year after including consideration of A.1 -A.6, D.1 -D.3 progress adoption of Plan rainwater catchment system. Work with the Virginia Department of Forestry to 2 years implement the FIREWISE M Wildfires 5, 6 / Planning/ In VDEM after Plan program in Clarke County A.1 -A.6, D.1 -D.3 progress Adoption and localities. 87 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Identify means to coordinate, collect and store damage assessment data In GIS H All 2/ GIS, Planning/ In Locality, VDEM 1 Year after format for each natural 13.1 -13.5, DA progress adoption of Plan hazard event that causes death, injury and or p ro p erty damage. Consider providing necessary electrical hook -up, wiring, and switches to allow readily 4/ Emergency 2 years accessible connections to M All C.1 -C.4, D.1 -D.4 Management/ In VDEM after Plan emergency generators at progress adoption key critical public facilities. Coordinate with the state to update and digitize 2 years community Flood M Flood 1,2/ GIS, Planning/ In VDEM after Plan Insurance Rate Maps C 1 -C4 D 1 -D C. D. progress adoption (FiRMs). Link structure value data with tax parcel GIS 2 years database to increase M All 1, 2 / GIS, Planning / In VDEM after Plan accuracy of loss C 1 -C4 D 1 -D C. D. progress adoption estimates Encourage purchase of 2/ Communications, NOAA radios. Provide H All Emergency VDEM 2 years Plan NOAA weather radios to D.1, D.D.2, D.3, Management/ In after adoption public facilities. DA progress Investigate critical community facilities, such as County administrative offices, shelters (non- Flood, hurricane, 1,2,4/ Emergency 2 Years school buildings), fire H Tornado, Severe B.1 -B.6, C.1 -C.4, Management/ In VDEM after Plan stations and police Storm D.1 -D.4 progress adoption stations, to evaluate their resistance to flood and wind hazards. Prioritize facilities in known hazard areas Annually (e.g., floodplalns). 1,4/ Emergency during this 5 Acquire, remedlate, H Flood C.1 -C.4, D.1 -D.4 Management/ In VDEM year Plan elevate repetitive loss progress upd l ee p roperties y Identify program of corrective actions to 1 year after improve stormwater L Flood 1,3/ Planning/ In Locality, VDEM Plan systems' capacity to B3 -BS D1 D .., ., .2 progress adoption handle major rain events. ..J Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Investigate, develop, or Frederick County, Town of Middletown, Town of Stephen City Mitigation Action Priority Hazard(s) Goals (1 -6)/ enhance Reverse 911 Funding Source Target Completion 5,6/ Emergency 2 years system or other public H All A.1, A.5, D.1 -D.4 Management/ In VDEM after Plan notification system. 1 Year after Conduct public education progress adoption Continue to enforce adoption of on the principles of M All 6/ zoning and building VDEM Plan; Action "sheltering in place." 1 year after codes to prevent/control M Flood 3/ Planning/ In Locality Plan construction within the continue B.1 -B.2, C.2, D.1 progress adoption floodplain. Identify and protect 2 years critical recharge zones in M Flood 3 / Planning/ In Locality after Plan high risk areas. B.2 progress Adoption P Work with the Virginia Department of Forestry to review local zoning and Planning, 3 years subdivision ordinances to L Wildfires 3 / Emergency Locality, DOF, after Plan identify areas to include identify B.2 Management/ In VDEM ao p adoption wildfire mitigation progress principles. Work with mobile home parks to construct Planning, g ' community wind shelters L Tornados, 5,6/ Emergency VDEM 3 years Plan or to identify and A.1 -A.6, D.1 -D.4 Management/ In after Storms, Snow adoption publicize nearby shelters progress for residents. Inspect and clear debris Annually from stormwater drainage h i Flood, hurricane, Emergency during the system. Encourage L Tornado, Severe 2 , 4 / Management/ In VDEM, VDOT Plan update VDOT to execute this Storm, Snow, Ice, Landslide C.2, D.1 -D.4 progress five year strategy if needed. cycle Frederick County and Towns of Middletown and Stephen City (in addition to the regional strategies have these locality- specific strategies): Action Plan to implement Strategies Frederick County, Town of Middletown, Town of Stephen City Mitigation Action Priority Hazard(s) Goals (1 -6)/ Responsible Funding Source Target Completion Actions(A -D) Dept / Status Date 1 Year after Conduct public education adoption of on the principles of M All 6/ Planning/ In VDEM Plan; Action "sheltering in place." . . A1 -A6 progress begun, continue ., Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Identify and educate homeowners in flood- 2/ Emergency Ongoing and prone areas about flood H All D.1, D.D.2, D.3, Management/ In VDEM in progress, insurance and floodplain DA progress continue mitigation measures. Work with the Virginia Department of Forestry to 2 years after implement the FIREWISE M Wildfires 5,6/ Planning/ In VDEM Plan program y ro in Count and A.1 -A.6, D.1 -D.3 progress Adoption; Towns. initiated Conduct emergency preparedness education campaign targeted at Dam Safety, 1,2,4/ Emergency Ongoing and residents and business H Flood A.1 -A.6, D.1 -D.4 Management/ In VDEM in progress, within dam inundation progress continue zones. Work with local home improvement stores to Emergency Ongoing and provide workshops to M ALL Management/ In VDEM in progress, residents on mitigation progress continue techniques. 5,6/ A.1 -A.6 Work with local media outlets to increase awareness of natural hazards. Implement seasonal hazard 2/ Emergency Ongoing and awareness weeks or days H All D.1, D.D.2, D.3, Management/ In VDEM in progress, (e.g., hurricane DA progress continue preparedness week, winter weather awareness day). Work with the National Weather Service to 5,6/ Emergency Ongoing, promote the Turn Around, M Flood .., . A1 -A 6 B2 Management/ In VDEM, Locality continue Don't Drown public progress progress education campaign. Develop flu annex for Emergency Ongoing, continuity of operations L All Management/ In Locality, VDH continue plans. 3/ D.1 progress progress Flood, Storms, Emergency Ongoing, Develop debris management M Snow, Ice, 1,5/ Management/ In VDEM, Locality continue plan. Hurricane, C.1 -C.4, D.1 -D.4 Tornado progress progress Identify means to coordinate, collect and store damage 2 years after assessment data in GIS 1,2/ GIS, Emergency Plan format for each natural H All Management/ In Locality, VDEM adoption; in hazard event that causes C.1-C.4 D.1-D.4 , .-. progress progress and death, injury and or property ongoing damage. Completed. Identify training opportunities Ongoing for staff to enhance their 1,2/ GIS, Emergency maintenance ability to use GIS for M All C.1 -C.4, D.1 -D. 4 Management/ In Locality in progress emergency management progress throughout needs. planning cycle Investigate all primary and Ongoing, secondary schools to Emergency Continue evaluate their resistance to H All All Management/ In Locality, VDEM progress all natural hazards. Prioritize throughout the schools that are used as progress planning community shelters. cycle Rol Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Investigate critical community facilities, such as County Ongoing, administrative offices, Emergency Continue shelters (non - school H All All Management/ In Locality, VDEM progress buildings), fire stations and throughout police stations, to evaluate progress planning their resistance to flood and cycle wind hazards. Ongoing, Prioritize facilities in known 1,4/ Emergency continue to hazard areas (e.g., M Flood Management/ In Locality verify floodplains). C.1 -C.4, D.1 progress facilities and locations Completed. Link structure value data with Ongoing tax parcel GIS database to 1,2/ GIS, Emergency maintenance increase accuracy of loss M All C.1 -C.4, D.1 -D.4 Management/ In Locality in progress estimates. progress throughout planning cycle Review and revise, if needed, existing Subdivision Ongoing, Ordinances to include hazard Continue mitigation - related 3/ Planning/ In through 2 development criteria in order Ni All B.2 progress Locality years after to regulate the location and Plan construction of buildings and adoption other infrastructure in known hazard areas. Review and revise, if needed, local floodplain ordinances. Ongoing, Work with the state to Emergency Continue coordinate a Community 3/ Management with through 2 Assistance Visit to identify H Flood 6.2 Planning/ In Locality years after potential improvements or progress Plan enhancements to existing adoption floodplain management program. Ongoing, Encourage purchase of Continue NOAA radios. Provide NOAA Emergency until weather radios to public H All All Management/ In VDEM completion facilities. progress by 2 years after Plan ado tion Ongoing, Continue Increase flood warning Flood, Dam 1, 2, 4,. / Emergency Locality, VDEM and until capabilities, particularly as H Safety B.1 -B.S, D.1 -D.4 Management/ In DCR for completion they relate to dam failure. progress infrastructure by 3 years after Plan adoption Investigate, develop, or Ongoing, enhance Reverse 911 Emergency Continue system or other public H All All Management/ In Locality and VDEM through 2 notification system. years after Investigate possible funding progress Plan sources. adoption The Town of Stephens City has these strategies in addition to the County and two Towns' strategies listed above: Action Plan to implement Strategies Town of Stephens City Goals (1 -6) I Responsible Funding Target Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept /Status Source Date 91 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update 0 Town and County Emergency management / Conduct public education on p w progress work with the principles of "sheltering in Schools and 5 years from Plan place ". H All 6 / D.1 -D.4 other shelters VDEM adoption Identify and educate homeowners in flood -prone areas about flood insurance Town work and 2, 6 / A.5, A.6, B.1- with VDEM / 5 years from Plan flood plain mitigation measures. M Flood B.5, D.1 -D.4 In progress VDEM adoption VDEM, Lowes or other hardware Work with local home Town work corporation with a Improvement 5, 6 / A.5, A.6, D.1- with VDEM / safety 5 years from Plan mitigation techniques. L I All DA In progress program adoption Develop debris management Town Staff/ In Town and 5 years from Plan Ian. H All 5 / C.3, D.1 -DA progress or VDEM adoption Investigate critical community facilities, such as the town office; identify shelters (non - school buildings), fire and police stations, to evaluate their resistance to flood Town work and wind hazards. Prioritize with County Emergency facilities in known hazard areas All Goals / All Management 5 years from Plan ( e.g., flood lams M All Actions and VDEM VDEM adoption Review and revise, if needed, local floodplain ordinances. Work with the state to coordinate a Community Assistance Visit to identify potential improvements or enhancements to existing Town work floodplain management 2, 6 /A.5, A.6, B.1- with VDEM / 5 years from Plan p rogram. L Flood B.5, D.1 -D.4 In progress VDEM adoption Identify key critical facilities and provide necessary electrical hook -up, wiring, and Town work switches for emergency with VDEM / 5 years from Plan g enerators. H All 4 / C.1 -C.4, D.1 -D.4 In progress VDEM adoption Investigate, develop, or enhance Reverse 911 system Town work or other public notification p with County Emergency system. Investigate possible All Goals / All Management 5 years from Plan funding sources. H All Actions and VDEM VDEM adoption 0 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Page County and its Towns of Shenandoah, Luray, and Stanley have the following strategies in addition to the regional strategies: Action Plan to implement Strategies Page County, Town of Luray, Town of Shenandoah, Town of Stanley Target Goals (1 -6)/ Responsible Funding Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept/ Status Source Date Work with local media outlets to increase awareness of natural hazards. Implement seasonal hazard awareness weeks or days (e.g. hurricane preparedness week, Communications, winter Emergency weather awareness Management/ In 2 years from day, etc.. H All All progress VDEM Plan Adoption Create a multi -level education brochure and program that would be taught on different levels with regards to education within the school system as well as targeting a brochure Communications, for the residents L Emergency Annually, throughout the (Changed 1, 6 / Management/ In throughout 5 county. from H) All A.1 -A.6, D.1 -DA progress VDEM year cycle. Create informational flyerto be handed out at the time of building permits are applied for with regard to building weather resistant homes. This flyer would be targeted to contractors and developers in a way Emergency to enhance their 6/ Management/ In 1 year from buildinq project. H All A.1 -A.6, D.1 -D.4 progress VDEM Plan adoption Identify need for Back -Up generators, communications, and /or vehicles at critical public facilities. Develop means to Emergency address the shortfalls 4 / C.1 -C.4, D.1- Management/ In 2 years from identified. H All D.4 progress VDEM Plan Adoption Procure and install backup generators for lift stations for wastewater treatment plants throughout the Emergency 1 year from region H All 1,4/ C.1 -4, D.1-4 Management VDEM Plan adoption Coordinate with the Emergency state to update and Management/ In digitize community progress or Flood Insurance Rate initiated Maps (completed in 3 years from (FIRMS). H Floods 1/13.1 -13.5 Luray) VDEM Plan adoption. 93 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Install additional Iflows in rivers throughout the region and update the digital Emergency readouts to facilitate Management/ In transfer of data progress or VDEM, 2 years from ( analog updates) H Floods 1 / C.2, D.1 -DA initiated USGS Plan Adoption Encourage public and private water conservation plans, Emergency including management or consideration of Town staff. In rainwater progress for all, catchment system completed in or other low impact progress for all, completed in development Changed from M Luray and 5 years from techniques. Drought to L 3 / B.1 -B.5 Stanley. VDEM Plan adoption. Coordinate with the state to update and digitize community Emergency Flood Insurance Management Medium progress in all, Rate Maps changed completed in 2 years from FIRMS . to High All 1 2 /B.3 -B.5 Luray. VDEM Plan Adoption Evaluate properties within the floodplain for possible relocation and /or buyout. In particular, target FEMA's Repetitive Loss Properties throughout the Emergency Page Valle for g y management/ in progress for all 3 years from possible relocation 4 / C.1 -C.4, D.1- Towns and adoption of and /or buy out. H Flood DA County VDEM Plan E .,. luatp at .,.-L A d s eRvFRPrnneni (e.g. a l Ewat i OR,-Fe- % - / DQT- AR RAR464- (Revised)Replace with: Inspect and Emergency clear debris from management, stormwater drainage County and all system. Encourage Towns but Luray VDOT to execute this work with VDOT strategy if needed. (Luray complete Annually Maintain bridges 4 / C.1 -C.4, D.1- with Town staff) / VDEM, throughout 5 y early. H All DA In progress VDOT year cycle. 94 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Initiate discussions with public /private utility companies to discuss incorporating mitigation measures into new and pre- existing development and infrastructure repairs. Options include: anchoring heavy equipment such as electrical transformers mounted on poles using additional straps and braces; reducing camber in overhead Emergency transmission lines; Management, VDEM, Complete by 4 and providing cover Town staff / In Public years of Plan for exposed utilities L All 4 /D.1 -D.4 progress Utilities adoption Evaluate properties within the floodplain for possible relocation and /or buy out. In particular, target FEMA's Repetitive Loss Properties throughout the Page Emergency Annually Valley for Management, throughout 5 possible relocation 1,4 /C.1 -C.4, D.1- Town staff/ In year cycle of and /or buy out. H Flood D.4 progress VDEM Plan update. VDEM, Valley Annually Work with land trusts Emergency Conservation throughout 5 to facilitate purchase Management, Council, land year cycle of of land. H All All Town /In progress trusts Plan update. Implement a program to seal and vent or raise sewer system components (i.e. Emergency manhole management, covers that are County and all located in the 100- Towns but Luray year floodplain or work with VDOT other areas identified (Luray complete Annually as highly with Town staff)./ VDEM, throughout 5 p robable floodin . H All 4 / D.1 -D.4 In progress VDOT year cycle. Integrate the jurisdiction's mitigation plan into current capital improvement plans to Completed ensure that Emergency throughout development does not Management, and by end of encroach on known Town staff/ In 5 year Plan hazard areas. L All 3 / A.1 -A.6, 13.1 -13.3 progress VDEM update cycle Investigate all primary and secondary schools to evaluate their resistance to all natural Completed hazards. Prioritize the Emergency throughout schools that are used Management, and by end of as community 5,6 /A.1 -A.6, D.1- Town staff/ In 5 year Plan shelters. L All DA progress VDEM update cycle 95 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Link structure value data with tax parcel Completed GIS database to Emergency throughout increase accuracy of Management and by end of loss work with GIS 5 year Plan estimates. L All 2 / B.1 -13.5 and Town Staff VDEM update cycle Establish flood level markers along bridges and other structures to indicate the rise of water levels along creeks and rivers in potential flood -prone areas. Work with Emergency VDOT and Management, other jurisdictions as Planning Staff/ In Localities, Annually over needed. H progress VDEM next five years Petentially paFt..... th Fag la 9F Bey 26n 4A fee this paFtiGUIaF pFejeet. Removed due to liability issues. # - Removed Staff Emergency Management Office, Public Works, Building Inspections Office and /or Planning and Zoning Office at adequate levels as determined by the county based upon population Emergency demographics with Management, regard to density and Planning Staff/ In Localities, Annually over hazardous risks. M All 5 / B.1 -B.4 progress VDEM next five years Work with the Department of Forestry to implement Emergency the FIREWISE Management, program in Page 5,6 / A. 1 -A.6, D.1- Town Staff / In 4 years from County. M Fire D.4 progress VDEM, DOF Plan Adoption G Fea t e # a i R i R9 OPP946IR4 4F .I. paFt.. ent.l .-tA# O h QkY ^ems 1 A7A d fedastiea w'ithia thA Included and da • ^oaf reworded in Page County and and 4R all 3 Towns' # Removed strategies Ensure all localities within the planning region have FiRM GIS, Planning/ 1 year from flood maps up to date H Flood 1, 2 /B.1 -B.4 In progress VDEM Plan Ado tion ut Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Work with localities to Emergency improve Target Management, Goals (1 -6)/ Responsible documentation of Completion Mitigation Action Priority Transportation Actions(A -D) Dept/ Status flooding events and Date Floods, Storms, Planning (as Removed impacts to Snow, Hurricane, 1,2,4 /A.3,A.5,13.1- available) / In 2 years from transportation routes. H Tornado B.4, C.1 -4, D.1-4 progress VDEM Plan Adoption G Fea t e O OFF Riti R AS tQ }6Y-' Rt9F depa s ta# Md"Gt16R WithiR the daily Removed, Page County and aeWities completed and all 3 Town G4 URGUOR^ L reworded into above strategy, In The County will H progress consider participating Removed in the StormReady as 4e bew iRteF specific to Luray Program sponsored depaFtt^' °f# Emergency and revised to by the Thunderstorms, Management Completed by National Weather hurricane, tornado, 5,6/B.1, A.2, A.5, work with Towns 5 years from Service. L winter storms A.6 and NWS VDEM Plan adoption o. OF ^ ^tivitie^ pFeGesse Town strategy, In GIOVO W * 'n,ci eedp ain, Removed, M progress fleedway,and 9QQEI completed and Removed base: L reworded into above specific to Luray Town of Luray in Page County has Hazard Mitigation strategies listed for Page County plus these strategies listed below: Action Plan to implement Strategies Town of Luray Target Goals (1 -6)/ Responsible Funding Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept/ Status Source Date hA -7AF -; ARGI AG #V '•• Removed pmmeta and specific to Luray pa#isipate iR and placed as RAPRARPI hA;EAFd Page County and awaFeness days a all 3 Town uveeks Wi Rter strategy, In H progress Removed as 4e bew iRteF specific to Luray depaFtt^' °f# and revised to staff capacity fedaefieR strategy for Page W ithiR the daily County and all 3 ^ ^tivitie^ pFeGesse Town strategy, In G0 fa a �^'#^^^ M progress yr Ide Rtify R fee L aG'( Fate.., Removed seRRFRaRisafieRS specific to Luray ARG1 h ^' ^^ ^f and placed as GFitiGal P6119IOs Page County and f.. ^,�;';f..,�,P -;. ^ ^vple -p all 3 Town strategy, In cLAFffalli ....tiF...l H progress ''RtegFate the Removed jUF i GdiGtieR' specific to Luray mitigat;eR plan and placed as swFeRtsapitel Page County and improvement plans to L all 3 Town 97 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update ensure that strategy, In development does not Target progress Goals (1 -6)/ Responsible encroach on known Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept/ Status hazard areas. Date Removed Staff F m@Man Gy PUb W90%, Building I nGP84ARR Q#iGa at adequate I^„^IE; 21 Removed specific to G Fe a t e ^ ,..4,,..;4;^^ specific to Luray Shenandoah 61PO # QR tQ knew iateF and placed as Town and depaFtt^' ^ Page County and revised to staff 14 QqR all 3 Town capacity strategy ....1 4...1..... -ity and fedastiea strategy, In for Page County ka;�aF4e Fisk L progress and all 3 Town ^ ^f^•ities strategy, In Annually Work with the County ^^E' f- 6 H Town staff and progress throughout 5 of Page Emergency County year Plan Operations Center for Emergency update cycle better Hawksbill Management/ In or until monitoring abilities. M Flood 1, 21A.2, B.1 -B.5 progress VDEM complete. Provide training for Town Staff (Public Annually Works, Police Town staff and throughout 5 Departments) relating County year Plan to hazards weather, Emergency update cycle disasters, flood zones Management/ In or until and natural disasters. H All All progress VDEM complete. Town to work with Page County Emergency Operations Center to Annually better provide reverse Town staff and throughout 5 911 calls to the public County year Plan / citizens of Luray Emergency update cycle during hazardous Management/ In or until natural events. H All All progress VDEM complete. Work with local real estate agents to ensure better provision of information (maps, etc.) to potential home buyers in areas of recognized floodprone zones within the Town of Luray. Locality would work with County to ensure brochure is Completed by distributed to potential Town staff/ In 3 years from home buyers. M All 6 /A.1 -A.6, D.1 -D.4 progress VDEM Plan adoption. Town of Shenandoah in Page County has these Hazard Mitigation strategies listed below in addition to the ones included in Page County: Action Plan to implement Strategies Town of Shenandoah Target Goals (1 -6)/ Responsible Funding Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept/ Status Source Date Removed specific to G Fe a t e ^ ,..4,,..;4;^^ Shenandoah QR tQ knew iateF Town and depaFtt^' ^ revised to staff QqR capacity strategy fedastiea for Page County W ithiR the daily and all 3 Town ^ ^f^•ities strategy, In ^^E' f- 6 H progress 98 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update '` Rt c-c" fGF Removed specific to ^ Shenandoah ardFQF YAhisleE -a4 Town and added sr+fisafpUID4is as a strategy for fari ^ ^••^')-p Page County and all 3 Towns / In cL...hF..11 i�....tiF...l H progress �hA state t up RGI digiti,.O G ..i4•• T Flood I^'''.^ P RAt Removed maps specific to (FIRM D Shenandoah here aad aaeved to Town and added Page Ge my ...L pFp i4 as a strategy for applies 4 ^ a T^ ^^ Page County and but Luray and Page all 3 Towns / In M progress pFivat ^`^ Removed seasewatiea plaRG, specific to inskading Shenandoah seasidefafi(;R Gf Town and added FRORY. 'AtPF ....tGhF..PR as a strategy for mew Page County and all 3 Towns / In L I progress Removed ' ^° ^wand o'er specific to de1996 fFGFR Shenandoah ° • ^ dFai^^^^ Town and added system. €asearage as a strategy for V 4 ^ ,.,,4,. Page County and 4 h i s s#atagy 0 all 3 Towns / In Pleed6EI H progress 'RitiAtP ( 1 iR^ 1Irri^^^ with s/pFivate Removed U t ili t y to specific to Shenandoah ry i ^ ^ ^^ F nea Town and added ire- as a strategy for ex isting .1eyel...... en Page County and aad iRfFaskasfafe all 3 Towns / In L progress Gptm9RG ORG aR GhG F i Rg he avy 4. G vmTV.s ,.,moo. ^' ^' ^ Removed specific to Shenandoah fedasiag saFRbAF is Town and added ^o.phoo^^•' as a strategy for haasaRissiea 'iRe6z Page County and and pFeviding sever all 3 Towns / In fQF exposed 64 p rogress Sta# P61hlie VWef Ifs D1^^^i^^ and 7^^i^^ GAGE) at adequat4a '^••^'° ^° •' ^ Removed by-th@ tGWR fused specific to open pepulatien Shenandoah dernegraphiss with Town and added ^F4a 4^ density and as a strategy for ^°k^ (This Page County and was addedtQall all 3 Towns / In M progress Removed `^' ^l* , vmth the specific to Depal#neratef Shenandoah FOF864 to OFRP18...8R Town and added th FIRFINICC as a strategy for age Page County and r;eenky 9eleEed L all 3 Towns / In 99 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update 100 progress Develop a link to the I -Flows database for Town, County the Town staff to Emergency Completed by access and use for 1,2/ C.1 -C.4, D.1- Management/ In VDEM, 2 years from stream levels M Flood D.4 progress USGS Plan adoption. Change stream gauge outflow location. Develop on- Town, County line interaction to be Emergency Completed by notified of outflow 1,2/ C.1 -C.4, D.1- Management/ In VDEM, 2 years from upgrades. M Flood D.4 progress USGS Plan adoption. Create markers on Town, County bridges to determine Emergency Completed by flood and drought 1,2/ C.1 -C.4, D.1- Management/ In VDEM, 2 years from stages H Flood D.4 progress USGS Plan adoption. Develop a Notification Plan for water Town, County infrastructure in the Emergency Completed by event of failure of 1,2/ C.1 -C.4, D.1- Management/ In VDEM, 2 years from waters stem. H Flood D.4 progress USGS Plan adoption. Designate an alternative location for Town Office in the event of a disaster, to Complete 2 ensure continuity of All Goals/ Town Staff/ In Locality, years from Town office functions. H All All Actions progress VDEM Plan adoption Ensure generators are in place, functional, with routine checks. Develop a generator maintenance program and record In progress and Complete 4 inspections in central in Page County years from location. H All All strategy VDEM Plan adoption Removed specific to 40 o4th I^ ^' ^ Shenandoah eutl .4. (newspap Town and added TV, Fad , as a strategy for T"`� r Page County and all 3 Towns / In fia-z r ro ress Evaluate at -risk roads and implement mitigation measures in the event of a disaster. Work with VDOT as appropriate. (Also revised and added as a County strategy for County Complete 4 and all 3 Towns with Town Staff/ In years from clear debris ) H All All Goals/ progress VDEM Plan adoption 100 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Town of Stanley in Page County has these Hazard Mitigation strategies listed below in addition to the Page County strategies: Action Plan to implement Strategies Town of Stanley Target Goals (1 -6)/ Responsible Funding Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept/ Status Source Date 1nb.rh ,.,ah AG@. FAR a u hazaFd^ '^ ^ Removed �d specific to ^3kS O Stanley Town days (e hbiw and added as a PFOpaF BEIR866 Week strategy for aviateF Page County ^ ^ ^ gy. ^ ^ ^ ^ ^ ^°° and all 3 Towns H / In progress Create {..{...Tali. RRI f be handAd A At 4h.. 4i.RA Of b Uilai^^ ^ ..ns ^ ^li a ^ pc i t� - Marc ^ vppnc° fee with r ar.1 49 +ernx[m'egvrvte bUildiRg weatheF Removed specific to fhb Stanley Town targeted to and added as a GARtF2G strategy for Page County 4 ^ ^^ham^^ 4 h^i 4 �^ir and all 3 Towns /In progress Removed specific to Stanley Town and added as a strategy for G-GGF.J1R2t.,.,ith th the Page County, -aad Town of ^iny Stanley, and Town of Completion by Maps Shenandoah/ In 2 years after q4 RA4 4 H Flood 1 /D.1 - DA progress VDEM Plan adoption. Implement and /or Town of enhance a program to Stanley, Page seal and vent or raise County / In sewer system progress (This components (i.e. is also a manhole regional County covers that are and Page Town located in the 100- strategy, with year floodplain or words revised other areas identified slightly to Completion by as highly 4 / C.1 -C.4, D.1- implement and 2 years after p robable floodin . H All DA or enhance ) VDEM Plan adoption. Town of Stanley, Page County / In Evaluate at risk roads progress (This and implement is also a mitigation measures regional County (e.g. elevation, re- and Page Town design) strategy, with Work with VDOT as words revised needed. Develop slightly to Completion by mapping or GIS layer develop GIS 2 years after of these. H All 2/13.1, B.3, B.4 layer) VDEM Plan adoption. 101 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Staff Provide Page County Emergency Operations Center Management Office, with stafffrom Public Works, Building Inspections Office and /or Planning and Zoning Office Department during local hazards events, to provide damage reports critical to Town infrastructure. Town of at adequate levels as Stanley, Page determined by the County / In town based upon progress (This population is also a demographics with regional County Completion by regard to density and All Goals / All and Page Town 5 years after hazardous risks. H All Actions strate VDEM Plan adoption. Removed specific to We* w 4 h^ Stanley Town Oepa+#aeatef and added as a C...8.-4..• 49 i.....I8...8R strategy for thA CI eCFINISF Page County PF9graFn on e and all 3 Towns Fire / In progress Establish flood level markers along Town of bridges and other Stanley, County structures to indicate Emergency the rise of Management water levels along and VDOT / In creeks and rivers in progress. This potential flood -prone strategy also in areas. Work with Page County VDOT and and 3 Towns other jurisdictions as (except Luray) VDEM / 5 years from needed. H All 4 / A.2, D.1 -DA strategy VDOT Plan adoption. Potent Removed from .,ith the C....I..... Q...• Page County R 4, .4 is and Towns due to liability issues Work with Page County Emergency Operations Center to receive I -flow measurements / Town of Stanley markings to alert work with County when streams around Emergency town and near management and 3 years from infrastructure are near 1,4/A.1-A.6, B.1 -B.5, UNSGS, and VDEM, adoption of flooding. H Flood D.1 -D.4 VDEM USGS Plan 102 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Shenandoah County and its six Towns have these Hazard Mitigation strategies (in addition the Towns of Edinburg, Mount Jackson, and New Market have strategies from the 2007 Plan): Action Plan to implement Strategies Shenandoah County, Towns of Edinburg, Mt. Jackson, New Market, Strasburg, Toms Brook, and Woodstock Mitigation Action Priority Hazard(s) Goals (1 -6) I Responsible Funding Source Target Completion Actions(A -D) Dept / Status Date Create a Public Education Program within the public and private schools within the Emergency Completed, community that will provide H All 6/ Management/ In All Localities provide disaster preparedness A.1 annual information to the student progress updates. bodies that can be utilized within their individual homes. Initiated, to Consider participating in the Storms, Emergency continue throughout 3 StormReady program M Hurricane, 51 Management/ In All Localities years after sponsored by the National Tornado, Winter A.2 progress Plan adopted Weather Service. Storms to completion. Distribute information Initiated, to packets to raise awareness Emergency continue throughout 3 regarding the risks present in M All 5,61 Management/ In All Localities years after the region and to provide A.3 progress Plan adopted disaster preparedness to information. completion. Create a knowledgeable Initiated, to group of speakers within the continue community that can be Emergency throughout 3 available to present L (County hired All 5,6/ Management/ In All Localities years after programs regarding PIO staff) A.1- A.6 progress Plan adopted E Emergency Management to Principles and Concepts to completion. groups within the community. Work with local media outlets Initiated, to to increase awareness of continue natural hazards. Implement Emergency throughout 3 seasonal hazard awareness L (County hired All 5,6/ Management/ In All Localities years after weeks or days (e.g., PIO staff) A.1- A.6 progress Plan adopted hurricane preparedness to week, winter weather completion. awareness day). Identify need for back -up Ongoing generators, communications, Emergency through and /or vehicles at critical R,I All Management/ In VDEM years of Plan public facilities. Develop progress cycle or until means to address the complete. shortfall identified. Develop a comprehensive In Progress debris management plan 3,4/ Locality, In to continue an annex to the Emergency cy f All B.1 -B.6, D.1 - progress ess Locality , VDOT , throughout Operations Plan. D 4 planning tannin cycle. 103 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Coordinate with FEMA and In progress, the state to continue program to continue of updating the community 1,4/ Emergency throughout planning Flood Insurance Rate Maps H All B.3, C.1 -C.4, Management/ In VDEM cycle or until (FIRMs) for selected D.1 -D.4 progress completion, tributaries of the North Fork whichever of the Shenandoah River. comes first. Ordinance Encourage public and private passed for water conservation plans, Emergency water conservation including consideration of rainwater catchment systems M Drought 3/ B.4, A.6 Management/ In All Localities measures or other low impact progress during development techniques. declared drought sta es. Incorporate mitigation In progress, principles into local Emergency VDEM, Planning continue emergency management and M All All Management/ In staff (as available) through recovery plans. progress planning c cle. Emergency Provide training opportunities Management In progress, to local zoning and building 5/ (Damage to continue code officials in subject L All B6 assessment Locality, VDOT throughout materials such as damage ' courses offered planning assessment and mitigation annually/ In cycle. p rogress Identify means to coordinate, collect and store damage Emergency In progress, assessment data in GIS 2, 3 / Management, GIS to continue format for each natural L All B.6 as available/ In Locality, VDOT throughout hazard event that causes death, injury and or property progress process. damage. Identify key critical facilities Ongoing, to and provide necessary Emergency continue electrical hook -up, wiring, H A! All Management/ In Locality throughout 5 and switches for emergency progress year cycle. generators. Evaluate properties within the floodplain for possible elevation or acquisition. In Ongoing to particular, target FEMA's Emergency completion Repetitive Loss Properties H Flood 1,4/ Management/ In Locality, VDEM by 4 years throughout the County for C.1 -C.4, D.1 -DA progress after Plan possible elevation or adoption acquisition. Work with land trusts to facilitate purchase of land. Emergency Evaluate at risk roads and Management, Ongoing, implement mitigation Locality intern through measures (e.g. elevation, re- L c 30 2,5/ with VDOT; also Locality, VDOT completion design). Work with VDOT as B.1 -B.5 devices to by 4 years needed. measure rainflow after Plan for citizens/ In adoption. p rogress Ongoing, Inspect and clear debris from Emergency through stormwater drainage system. H All 4/ Management and VDOT completion Encourage VDOT to execute D.1 -Dd.4 VDOT/ In by 4 years this strategy if needed. progress after Plan ado tion. Identify existing flood -prone Ongoing, through structures that may benefit 1 ' 4 / Emergency completion 2 from mitigation measures L Flood C.1 -C.4, D.1 -D.4 Management/ In Locality years after such as elevation or flood- progress Plan proofing techniques. adoption. Annual Develop Reverse 911 system Management updates of or other public notification H All All Completed/ In Locality new system progress properties to database. 104 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The Town of Edinburg has these strategies in addition to the County and all six Towns' strategies listed above: Action Plan to implement Strategies Tiw Towns of Edinburg Goals 1 -6 I in progress Establish flood level markers for County along bridges and other Target Completion Mitigation Action Priority Emergency Actions(A -D) and Towns, structures to indicate the rise M Flood 1,41 Management/ In Locality continue until of water levels along creeks D.1 -DA completion or and rivers in potential flood- progress 3 years after prone areas. Public notification of winter and Severe Plan County, 5 years from Plan severe storm information H Thunderstorm 6 / D.1 -D.4 adoption. Work with VDOT and other adoption No status, to jurisdictions as needed. Locality/ In Locality (as continue (Possible partnering with M All All progress desirous of throughout 5 Eagle Scout projects.) project) year planning County, cycle. Continue to administer Create continuity of operations Planning and Completed, building and zoning 5 years from Plan Ian for town utilities and services. 3 / Zoning complete All Goals/All Actions annual regulations to insure proper M Flood B.1 -B.5 for flood/ In Locality update as development within flood progress . needed. p rone areas. Town Work with the Virginia County and Department of Forestry to 5,61 Emergency Towns work closely with implement the FIREWISE M Wildfires DA Management, DOF, VDEM Firewise and program in Shenandoah DOF/ In progress will continue County. Install backup generator for water to do so. The Town of Edinburg has these strategies in addition to the County and all six Towns' strategies listed above: Action Plan to implement Strategies Tiw Towns of Edinburg Goals 1 -6 I Responsible Funding Target Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept / Status Source Date Town and County Winter Storm, Emergency Public notification of winter and Severe management / County, 5 years from Plan severe storm information H Thunderstorm 6 / D.1 -D.4 In proqress VDEM adoption Town public utilities staff work with County County, emergency Town of Create continuity of operations management / Edinburg, 5 years from Plan Ian for town utilities and services. H All All Goals/All Actions In progress and VDEM adoption In regional County and Town strategies / Town staff work with County Install backup generator for water Emergency 5 years from Plan treatment plant and Well #1. H All 4 / D.1 -D.4 Management VDEM addition. Town work with County Continue support of the Virginia 5, 6 / A.1 -A.6, B.1- Emergency Department of Forestry's B.5, management VDEM, Throughout 5 years FIREWISE program. L Fire D.1 -D.4 and DOF DOF of Plan update. 105 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The Town of Mount Jackson has these strategies in addition to the County and all six Towns' strategies listed above: MIA Action Plan to implement Strategies Town of Mt Jackson Goals 1 -6 I Responsible Funding Target Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept / Status Source Date Work with local media outlets to increase awareness of natural Town and hazards. Implement County seasonal hazard awareness Emergency weeks or days .e., hurricane Y � management In progress preparedness week winter 5, 6 /A.1 -A.6, D.1- work with County, 5 years from Plan weather awareness day) H All DA NWS VDEM adoption Town and County Emergency management / Conduct public education on In progress work with the principles of "shelter in Schools and 5 years from Plan place ". H All 6 / D.1 - D.4 other shelters VDEM adoption Identify need for back - up generators, communications, Town and and /or vehicles at critical public County Emergency facilities. Develop means to All Goals/ All Management / 5 years from Plan address the shortfall identified. H All Actions In p VDEM adoption De„elOp f..F G94R ity of Removed, PIaR ape rat i ORS p O n e of r completed Propose a more restrictive floodplain ordinance that will effectively eliminate or minimize development within Town of Mt Jackson the floodplain floodway, and 1,3 /B.1 -B.5, D.1- Town Staff/ In and or 5 years from Plan flood base. H Flood D.4 progress VDEM adoption Develop a comprehensive debris management plan as an Town of Mt Jackson annex to the Emergency Town Staff / In and or 5 years from Plan Operations Plan. H All 5 / C.3, D.1 -D.4 progress VDEM adoption Town work with County Continue support of the Virginia 5, 6 / A.1 -A.6, B.1- Emergency Department of Forestry's FIREWISE B.5, management VDEM, Throughout 5 years p rogram. M Fire D.1 -D.4 and DOF DOF of Plan update. MIA Northern Shenandoah Valley Regional Hazard Mitigation Plan Update The Town of New Market has these strategies in addition to the County and all six Towns' strategies listed above: Action Plan to implement Strategies Town of New Market Warren County Mitigation Action Goals (1 -6) I Hazard(s) Goals (1-6) I Responsible Dept I Funding Target Completion Responsible Funding Target Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept / Status Source Date Design an interactive, animated 5 years from departmental staff how to H All All Viggiano/ In progress computer program that adoption of this introduce hazard reduction within ongoing describes the sources of inflow Plan the daily activities of government. Town working and infiltration and the role with County Emergency citizens play in reducing the 5 years from Work with local media outlets to 1, 5, 6 /B.1 -B.5, D.1- Manager/ In VDEM, 5 years from date of problem. H Flood D.4 progress USGS Plan adoption Plan hazards and actively promote H Town working All Current in progress, Provide up-to-date current p and participate in seasonal with County to be maintained and hazard awareness weeks or Emergency enhanced by 5 years weather information through days. Manager/ In Town, from date of Plan local media on town's website. H All 6 / a.5, A.6 progress I VDEM adoption 5 years from adoption of this response plan to distribute to lan t distribute t M All Town, Management M. Secure town water sources members of the community with Town working VDEM, Viggiano/ In progress (wells) through the Installation Plan shelter designation. with County DEQ -VDH ongoing Emergency Wellhead of perimeter fencing and 4 / C.2, C.3, C4, Manager/ In protection 5 years from date of electronic access H All D.1 -4 progress program Plan adoption Work with the Department of Town work to implement the Forestry P 5, 6 /A.1 -A.6, B.1- with County Emergency FIREWISE program in Page B.5, management VDEM, Throughout 5 years County. M Fire D.1 -D.4 and DOF DOF of Plan update. Warren County Hazard Mitigation Strategies include: 107 Action Plan to implement Strategies Warren County Mitigation Action Priority Hazard(s) Goals (1-6) I Responsible Dept I Funding Target Completion Actions(A -D) Status Source Date Create training opportunities for Emergency Management M. 5 years from departmental staff how to H All All Viggiano/ In progress Locality adoption of this introduce hazard reduction within ongoing Plan the daily activities of government. 5 years from Work with local media outlets to Emergency g y adoption of this increase awareness of natural Management M. Plan hazards and actively promote H All All Viggiano/ In progress Locality and participate in seasonal hazard awareness weeks or ongoing days. Create a pre-disaster Emergency 5 years from adoption of this response plan to distribute to lan t distribute t M All All Management M. Locality members of the community with Viggiano/ In progress Plan shelter designation. ongoing 107 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update 108 Emergency 5 years from Expand the local emergency Management M. adoption ofthis management committee to L All All Viggiano/ In progress Locality Plan include private sector ongoing / Continuing organizations. to meet with them 5 years from Work with local home Emergency adoption ofthis improvement stores, local media Management M. Plan outlets and other local agencies _ All All Viggiano/ Not initiated Locality to provide workshops to yet residents on mitigation techniques. Integrate the jurisdiction's mitigation plan into the current T. Logan, Planning 5 years from Capital Improvements Plan, as H All All Dept/ in progress Locality adoption ofthis well as researching otherfunding Plan. opportunities. 5 years T. Logan, Planning throughout cycle M Flood 3/ Dept/ Completed. To Locality from time of Review the County's existing B.2-B.5 review annually for adoption ofthis floodplain ordinance to ensure any updates Plan that it is meeting local needs. 5 years T. Logan, Planning throughout cycle Coordinate with the state to M Flood 1, 2/ C.1 -C.4, D.1- Dept/ Completed. To VDEM from time of update and digitize community DA review annually for adoption ofthis Flood Insurance Rate Maps any updates Plan FiRMs . 1 year from adoption ofthis M All All T. Logan, Planning Locality Plan and Incorporate the hazard mitigation Dept/ In progress annually as plan goals and strategies into the needed. County's Comprehensive Plan. 5 years from adoption ofthis Provide training opportunities to Building Plan local zoning and building code L All All Building Inspection/ In Inspection, enforcement staff and educate progress David Beahm them on damage assessment, mitigation techniques, and other related topics. 5 years from Review critical community adoption ofthis facilities such as County Emergency Locality, Plan administrative offices, school H Al All Management, R. Emergency buildings, fire stations and police Mabie/ In progress Management stations to evaluate their resistance to natural and manmade hazards. 5 years from Identify existing flood prone T. Logan, Planning adoption ofthis p structures that may benefit from - Flood All Department/ not Locality Plan mitigation measures such as started elevation or flood-proofing techniques. 5 years from Inspect and clear debris from adoption ofthis stormwater drainage systems. Emergency Plan Encourage VDOT, Sanitary _ All All Management, R. Locality, VDOT Districts, and Property Owner Mabie/ Not started Associations to execute this strate Completed, to Based upon the community's be reviewed needs and associated risks, staff annually the Emergency Management Emergency Office, Fire and Rescue, Law 5,6/ Management and Enforcement, Parks and H All B,1 -B.6 Doug Stanley/ Locality Recreation, Building Inspections Completed Department, and Planning and Zoning at adequate levels as determined by County Administration. 108 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Town of Front Royal Hazard Mitigation strategies are listed below: NSV Regional Action Plan to implement Regional Strategies 5 years from Target Emergency Responsible adoption ofthis Continue support of the Virginia M Wildfires All Management, R. Locality, VDOF Plan Department of Forestry's Utilize opportunities Mabie/ In progress FIREWISE program. provided by Warren Town of Front Royal Hazard Mitigation strategies are listed below: NSV Regional Action Plan to implement Regional Strategies Target Goals (1 -6)/ Responsible Funding Completion Mitigation Action Priority Hazard(s) Actions(A -D) Dept/ Status Source Date Utilize opportunities provided by Warren County Emergency Management Department for Town staff on how to introduce hazard reduction within the daily activities of government. This to include a program so key personnel and Department Heads Town receive basic training administration / in emergency In progress, By 5 years of response, such as 5,6 /A.5, D.1- initiated and Town and addition of this ICS certifications H All DA onaoina County Plan Coordinate with Warren County Emergency Management Department to work with local media outlets to increase awareness of natural hazards and actively promote and participate in seasonal hazard awareness days or weeks. Includes Town activities during administration / Health & Wellness In progress, By 5 years of Expo annually as initiated and Town and addition of this schools request H All 5, 6/ A.5, A.6 onaoina County Plan Town administration and County Create a pre - disaster Emergency family response plan Management / to distribute to In progress, By 5 years of members of the 5, 6 / A.3, initiated and Town and addition of this community. M All I A.4,A.5,A.6 onaoina County Plan Work with local home improvement stores, local media outlets Town and other local administration agencies and County to provide workshops Emergency By 5 years of to residents on 5, 6 / A.2, A.3, Management / Town and addition of this mitigation techniques. L All I A.6, D.1 -D.4 Into started County Plan Develop additional GIS layers and training opportunities for Town staff to increase their knowledge and ability to use GIS for Town Planning By 5 years of emergency Department and addition of this management H All 2/A.3, B.5 GIS /In progress Town Plan 109 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update 110 Town Planning Coordinate with Department and FEMA and Virginia GIS/ DCR to continue Completed, program of updating updated and Completed, and digitizing ongoing as annual the community 1, 2 /A.1 -A.4, needed In updates as FIRMS H Flood B.3, D.1 -D.4 progress Town needed Provide training opportunities to local zoning and building code enforcement staff and educate them on Town DES, damage assessment, Energy mitigation techniques, Services, and By 5 years of and other related 5, 6 / A.1 -A.6, Planning Staff/ addition of this topics. M All I B.4,13.5 in progress Town Plan Integrate th e jurisdiction's mitigation plan into the current Capital Improvements Plan, as well as By 5 years of researching other Town Manager/ addition of this funding opportunities. M All 3 / B.2, B.3 Not started yet Town Plan Continue comprehensive inspection and Town Annually debris removal Environmental throughout 5 ro for storm Services year update of program (J.Hannigan)/ In this Plan from water progress and time of drainage system H All 4 /D.1 -DA ongoing Town adoption Identify existing flood prone structures that may benefit from mitigation measures such Annually as elevation or flood- throughout 5 proofing techniques. Town Director year update of Research grants to of Planning / this Plan from fund mitigation 1, 4 /A.3,C.1- Ongoing, In time of implementation M Flood C.4 progress Town adoption Based upon the community's needs and associated risks, staff Emergency Management, Fire and Rescue, Law Enforcement, Parks and Recreation, Building Inspections Annually Department, and throughout 5 Planning and Zoning year update of at adequate levels as this Plan from determined by Town Town Manager time of Administration. M All 5,6/B.1-B.5 /In progress Town adoption Town staff with Medium County Continue support of changed to Emergency the Virginia low priority Management Throughout 5 Department of due to low and DOF / in year update of Forestry's FIREWISE applicability 5,6/A.1 A.6, progress limited DOF and Plan from time p rogram. in Town Fire D.1 -D.4 applicability County of adoption 110 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Review and develop Winchester City Mitigation Action Priority Hazard(s) Goals (1 -6) / Responsible land development Target Completion Actions(A -D) Dept / Status ordinances that Date facilitate mitigation of In progress, Emergency hazards and to continue Procure and install backup Town planning Management responsiveness to until generators for lift stations for H Department / In All By 5 years of emergencies during completion or wastewater treatment plants progress, newly addition of this disasters M All 3/A.1, B.1 -B.5 added Town Plan City of Winchester Hazard Mitigation Strategies (in addition to the regional strategies): Action Plan to implement Strategies Winchester City Mitigation Action Priority Hazard(s) Goals (1 -6) / Responsible Funding Source Target Completion Actions(A -D) Dept / Status Date In progress, Emergency to continue Procure and install backup Management until generators for lift stations for H All All Initiated / In VDEM completion or wastewater treatment plants throughout progress the Plan review cycle. Create an educational In progress, program and administer it Emergency to continue throughout the community All 3,5,6/ Management Locality and VDH all 5 years of targeting residents within the A.1, D.1 -D.4 Initiated / In planning City relating to all hazards progress cycle. including pandemic influenza. Create a local informational brochure and distribute the Emergency In progress, brochure throughout the 61 Management to continue community to better inform M All A.1 -A.6 Initiated / In VDEM all 5 years of the community with regard to planning local emergency progress cycle. preparedness information. Create a Public Education Program within the public In progress, and private schools within the Emergency to continue community that will provide M All 1, 6 / Management Locality, VDEM all 5 years of disaster preparedness A.1 -A.6, D.1 -D.4 Initiated / In planning information to the student progress cycle. bodies that can be utilized within their individual homes. Create a knowledgeable group of speakers within the In progress, community that can be Emergency to continue available to present L All 6/ Management VDEM all 5 years of programs regarding A,1 -A.6 Initiated / In planning Emergency Management progress cycle. Principles and Concepts to groups within the community. Conduct public education In progress, program throughout the City Emergency to continue to residents and businesses "Shelter L All 6/ Management VDEM all 5 years of relating to the A.1 -A.6 Initiated / In planning Assignments and progress cycle. Management." Consider participating in the Storms, Emergency To complete StormReady Program L Hurricane, 5/ Management VDEM Locality by 4 years sponsored by the National Tornado, Winter B.1 -B.5 Initiated / In , after Plan Weather Service. Storm progress adoption. 111 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Develop plans that will Emergency In progress, provide continuity of All 31 Management Locality, VDEM to continue all 5 years of operations for Public Safety B.1 -B.5 Initiated / In planning and other related disciplines. progress cycle. Develop a comprehensive Emergency To complete debris management plan as H All All Management VDEM, VDOT, by 5 years of an annex to the Emergency Initiated / In Locality planning Operations Plan. progress cycle. Provide training opportunities Emergency To complete to local zoning and building Management by 5 years of code officials in subject L All All Initiated / In Locality planning materials such as damage progress cycle. assessment and mitigation. Staff the Departments of Emergency Management, Emergency To complete Public Safety and other L All All Management Locality, VDEM by 5 years of associated departments at Initiated / In planning levels that are adequate to progress cycle. support Emergency Program. Consider providing necessary electrical hook- Emergency In progress, ups including wiring and Management to complete switches to allow ready Ni All All Initiated / In Locality, VDEM by 5 years of access and connection of planning emergency generators to key progress cycle. critical public facilities. Emergency In progress, Continue to develop and Management to complete enhance the utilization of the M All All Initiated / In Locality, VDEM by 5 years of Reverse 9 -1 -1 calling system. planning progress cycle. Continue work on the development and In progress, administration of Public Emergency to complete Education Programs to better M All All Management Locality, VDEM by 5 years of educate and prepare the Initiated / In planning community to deal with progress cycle. natural and man -made disasters. Investigate all schools Emergency In progress, prioritizing those used as Management to complete community shelters for L All All Initiated / In Locality, VDEM by 5 years of resistance to all natural planning hazards. progress pg cycle. Review and investigate all Emergency In progress, flood -prone areas within the 2/ Management to complete 100 yearfloodplain area and L Flood B.1 -B.5, C.1 -C.4, Initiated / In Locality, VDEM by 5 years of incorporate mitigation D.1 -D.4 planning measures where possible. progress cycle. Provide NOAA weather Emergency In progress, radios to all public facilities to Management to complete permit ready access to L All All Initiated / In Locality, VDEM by 5 years of weather issued weather planning statements. progress cycle. Create training opportunities Emergency In progress, for staff to increase their Management, GIS to complete knowledge and ability to use H All All Initiated / In Locality, VDEM by 5 years of GIS for emergency planning management. progress cycle. Provide National Incident In progress, Management System and Emergency to complete Incident Command System H All All Management Locality, VDEM by 5 years of training to all emergency Initiated / In planning response personnel and progress cycle. other key support personnel. Inspect and clear debris from storm water drainage Emergency In progress, systems to prevent property Management Locality, VDEM, to complete damage from localized M All All Initiated / In VDOT by 5 years of flooding created by blocked planning inlets and transmission progress cycle. systems. 112 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update 113 Ongoing, to Continue to administer continue building and zoning 3/ Planning Initiated / through regulations to insure proper M Flood B.1-B.5, D.1 -D.4 In progress Locality, VDEM completion, development within flood or end of 5 prone areas. year planning c cle. Ongoing, to Evaluate existing storm water Emergency continue through systems to determine if it is L Flood 2/ Management Locality, VDEM completion, adequate for existing and D.1 -D.4 Initiated / In or end of 5 future flood hazards. progress year planning cycle. Review and modify the Emergency Operations Plan ongoing, to better address the 3/ Planning Initiated through 5 response to hazardous L All C.1 -C.4, D.1 -D.4, / In progress Locality year planning materials incidents by all B.2 cycle for emergency response completion. p ersonnel. 113 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Chapter 7: Plan Maintenance This Chapter discusses how identified mitigation strategies will be implemented by participating jurisdictions and how the Plan will be evaluated and updated over time. This section also discusses how the public will continue to be involved in the hazard mitigation planning process. The overall goal is for the Plan to remain a living document. This section was updated as part of the 2012 Hazard Mitigation Plan Update. Per the FEMA guidance (October 2011) FEMA will accept the planning process as defined by the community. The collaborative nature of the steering committee, public, and local officials have been integral in the development and preparation of this Plan update including the format, mitigation strategies, focus on a website ( www.NSVemergency.org ) as well as other aspects throughout the planning process. The 2012 revision of the NSV Regional Hazard Mitigation Plan is expected to be adopted by participating jurisdictions in early Fall 2012. The governing body of each locality will be responsible for adopting the Mitigation Plan. Each governing body has the statutory authority to promote actions to prevent the loss of life and property from natural hazards. The Plan has been endorsed by each local government based on review and comment during August 2012. The next step is for NSVRC staff to submit the Plan to the Virginia Department of Emergency Management (VDEM). The VDEM will then submit the plan to the Federal Emergency Management Agency (FEMA) for review and approval. Following FEMA approval, the local governments will formalize their adoption of the approved Plan through a letter or resolution. NSVRC staff is working with the twenty jurisdictions scheduling the work sessions and opportunity for adoption at Council and Board sessions between October through December 2012. By the September 30, 2012, the NSVCR will have a detailed schedule for each date the Plan will be on the agenda for adoption by a locality. This schedule for each locality is presented below based on the most current data available. Locality Work Session Scheduled for Adoption Clarke County 10/9/2012 10AM 11/20/2012 1PM Town of Berryville 11/13/12 7:30PM 12/11/12 7:30PM Town of Boyce 12/5/12 7PM Frederick County Oct committee; 11/28/12 7PM 1/22/13 or TBD Town of Middletown 11/5/12 Time unconfirmed 12/3/12 Time unconf. Town of Stephens City 11/27/12 7:30PM Page County 11/6/12 7pm 12/4/12 7PM Town of Luray 11/12/12 7PM 12/10/12 7PM 114 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Town of Shenandoah 10/23/12 7PM 11/27/12 7PM Town of Stanley 11/13/12 7PM Shenandoah County 11/13/12 10AM 11/27/12 7:30PM Town of Edinburg 11/13 7:30PM Town of Mt Jackson 11/13 7:30PM Town of New Market 10/15/12 7:30PM 11/19/12 7:30PM Town of Strasburg 11/5/2012 7:30PM 11/13/2012 7:30PM Town of Toms Brook 10/18/12 7PM 12/15/12 7PM Town of Woodstock 11/6/2012 7:30PM 12/4/12 7:30PM Warren County 10/2/12 SIAM 12/4/12 SIAM Town of Front Royal 10/22/2012 7PM 11/26/12 7PM City of Winchester 11/27/12 7PM 12/11/12 7PM Note: All dates not scheduled will be determined by September 30, 2012. Those shaded represent dates unconfirmed. All resolutions for adoption of the plan are in Appendix C, Supporting documentation. Public comment was solicited during the drafting of the plan revision and prior to adoption by each participating jurisdiction. Local emergency management officials, planners and NSVRC staff were available to discuss the project at all meetings and hearings. Each jurisdiction participating in this Plan is responsible for implementing specific mitigation actions as prescribed in the previous chapter. Each action has been assigned to an agency, local government, or where possible, a point of contact that will be a resource for future committee reviews to contact regarding the status of a strategy. Because the locality - specific mitigation actions are directed specifically for each local government, the jurisdictions in the NSV planning region have adopted their locally specific Mitigation Strategy section of the Plan separately. Separate adoption of locally specific actions is required so that each jurisdiction is not responsible for the action(s) of the jurisdiction involved in the planning process. Separate adoption of locally specific actions also allows for each jurisdiction to retain flexibility over its prioritized strategies within the overall plan in between each five -year update of the Plan. Therefore, individual jurisdictions may update that specific section of the Plan individually, without meeting with the remainder of the Hazard Mitigation Committee. Some mechanism of annually tracking status (example surveys, etc.) will be implemented to report strategy status to the regional steering committee. The NSVRC or designated committee member(s) will maintain annual database documenting strategy status such as if the strategy has been completed, is on- going, or revised. Details of the annual activities are provided below. 115 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update Future 5 year cyclic updates were determined by the steering committee to include the following at a minimum: • Evaluate the Plan and strategies at the end of each calendar year • Survey localities regarding strategy status and provide suggestions for funding, etc. • The NSVRC staff, as guided by the steering committee, will issue the survey, review responses, and report findings to all participating jurisdictions, maintain on file in a central database at NSVRC, and report survey findings and recommendations to the VDEM annually. • The annual Hazard Mitigation update report will be summarized on the NSVRC website ( )=.NSVre i�g and made available for public dissemination and comment. • The NSVRC staff will issue a media release annually that the results of the surveys of local and regional mitigation strategies are complete and available for comment on the website. If the steering committee determines sufficient public interest is initiated in response to the survey results, a public meeting may be held to solicit additional comments. • The results of any public comments will be included in the annual reporting submitted to VDEM. • NSVRC staff, as guided by the steering committee, will issue updates and mitigation strategy findings to local businesses, academia, local and regional planning staff, and any state agencies. • The steering committee will meet twice a calendar each year after the Plan update is approved by FEMA (starting December 2012) and determine if the frequency should be more often based upon needs. • The results of the findings from the steering committee survey will be included in the NSVRC annual report. The findings will also guide the NSVRC staff work plan annually to ensure support to localities to achieve regional and local mitigation strategies. • Other annual reviews during the 5 -year cycles may include recommendations by state and federal agencies. • The next formal 5 -year Plan update in 2017 will provide a summary of the annual findings. • The annual survey results will be presented to the Board of Commissioners of the NSVRC representing the participating. Other outreach efforts, as determined appropriate by the steering committee may include presentations and surveys on the NSVemergency website. • Annual surveys and evaluations for each update by NSVCR staff as guided by the steering committee will also include identification of and a review of any new relevant or pertinent reports, plans, or data that affect natural hazard planning for that community. For example, the annual updates will survey each locality for updated comprehensive or capital improvement plans. As appropriate, the NSVCR planning staff may assist each locality 116 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update with narrative to update their locality - specific or regional plans to reflect pertinent sections of this Plan, as appropriate. • The Plan update and evaluations will be issued to the localities and interested stakeholders, by NSVRC staff, as directed by the steering committee, and will include a schedule of the Plan review meetings, current attendees, and an invitation to participate. In addition, the Plan update shall include the title and name of each contact person, how each locality participated to date. The meetings will also be announced to the general public through NSVRC media releases. To afford various groups and interested citizens the opportunity to participate in the update at specific dates and times. • During the process of this Plan update, the NSVRC staff monthly meetings included summaries of this Plan to identify any potential overlap with other regional or local projects or Plans. Where possible, plans prepared during the time of this update were revised to reflect the 2012 hazard mitigation Plan update. In the future updates, the NSVRC Executive Director will ensure that hazard mitigation plan is discussed at a minimum quarterly annually during NSVRC staff meetings to raise awareness amongst staff where cross over occurs in other program areas between projects and this Plan. In addition, locality- specific or regional plan updates NSVRC staff is aware of will be encouraged to include relevant sections of this Plan update. For example, NSVRC staff discussions may note overlap between natural hazard mitigation planning and community development and housing (property acquisition and improvement efforts), and transportations planning (example road and bridge improvements), and natural resource planning efforts (example stormwater efforts). Regional and local plans, projects, and programs will be updated to reflect pertinent sections of this Plan update. The annual surveys and updates of the Plan will be coordinated by the NSVRC hazard mitigation planning staff, and reported by Martha Shickle, Executive Director. The Executive Director will identify the responsible staff to meet the requirements of the annual updates, monitoring implementation, and evaluating effectiveness of the Plan. The NSVRC staff will work under the guidance of the hazard mitigation steering committee and report all findings through the steering committee. The steering committee will determine the survey questions and other mechanisms to interview participating jurisdictions regarding the effectiveness of the monitoring the Plan (through annual surveys and reports of findings); evaluating the effectiveness of the Plan and revise protocol as best meets the guidance of the steering committee. In addition the NSVRC hazard mitigation planning staff will coordinate with the steering committee to update and revise the Plan every five years. The executive director of NSVRC shall submit the Plan update to VDEM annually as approved by the steering committee by March starting March 2014. The participating jurisdictions will be provided with an opportunity to add representatives to the steering committee annually. The 2017 Plan update that will compile the annual findings, updates, and evaluations will also include the following: each participating locality's review and revisions to the Plan, what documents and plans the locality revised to reflect the 2012 Plan 117 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update update, progress in local mitigation efforts, and changes in strategy priorities. NSVRC on behalf of the localities or the localities will resubmit if to the state and the state will review and advance it to FEMA for approval in order to continue to be eligible for mitigation project grant funding. A review of the progress on the 2007 local mitigation strategies was completed as part of this Plan update and is presented in Appendix B. In general, most localities have made some progress on their 2007 mitigation strategies, through ordinance reviews, floodplain reviews and management, GIS implementation, and development. For each identified action, potential funding sources have also been listed that may be used when the jurisdiction begins seeking funding for implementation of the action. These funding sources are not meant to be the only potential funding sources or strategies, but do provide an initial starting point for new projects, as well as projects already in progress. As part of the Hazard Mitigation Steering Committee tracking strategy process, needs for funding can be revisited and updated as needed. It will be the responsibility of each participating jurisdiction to determine additional implementation procedures beyond the Mitigation Action SubPlan, listed in this Plan. Individual localities will be responsible for integrating the Plan into other planning documents, processes or mechanisms such as comprehensive or capital improvement plans, where appropriate. Local officials, planners, and emergency management staff are encouraged to continue to advocate for review and inclusion of identified mitigation strategies into relevant local plans and ordinances, as necessary. Periodic revisions and updates of the Plan are required to ensure that the goals and objectives of the Plan are kept current, taking into account potential changes in hazards vulnerability and mitigation priorities. This will also include updates to the list of critical facilities. An additional update that will be addressed is the compliance with any new state and federal regulations that could affect the mitigation strategies. In addition to annual updates conducted by review through the Regional Hazard Mitigation Steering Committee, or designee, this Plan is mandated for a five -year update in 2017. Any increases in population, development, natural setting, urban areas, and new technology for assessing hazards or reducing risks from hazards will be included. In addition, the five -year update will also include any FEMA mapping revisions, or maps where there previously was a lack of coverage. The 2017 update of the NSV Regional Hazard Mitigation Plan will be required to be adopted by all participating jurisdictions. Any local amendments adopted individually will be incorporated into the 2017 updated Plan. NSVRC and or the Regional Hazard Steering Committee will be responsible for the continued coordination of the annual monitoring of this plan. The Emergency Management Coordinator from each County and the City will provide annual updates to the Committee and or NSVRC 118 Northern Shenandoah Valley Regional Hazard Mitigation Plan Update staff for an annual report to VDEM_ The yearly reports will be compiled at the end of each calendar year, or as identified by the Hazard Mitigation Committee. If any of the Counties or Towns that participated in this planning effort wish to not participate in future updates of the Plan, they must notify NSVRC Executive Director in writing. To facilitate the localities with grant writing, the annual reviews of this Plan will include a listing of any and all new disaster declarations. Annual losses will be reported by the County and City Emergency Management Coordinators. NSVRC staff will maintain the documentation for the annual reviews of the Plan and house them in a central location, available to all participating localities. These annual updates will serve as the basis for the future 2017 update to the NSV Regional Hazard Mitigation Plan. The NSVRC staff will review the results of the annual survey and evaluations and ensure localities are apprised of opportunities to revise plans to incorporate regional and local hazard mitigation updates and reference this Plan and future iterations. The results of the five -year review will be summarized in a report prepared by NSVRC staff and reported to the Board of Commissioners for the NSVRC, or to a designated committee. This annual reporting will include summary of any strategy changes in the Plan, an evaluation of the effectiveness of the Plan, and recommendations by the localities, as appropriate. To be included in future updates of the Plan, as information becomes available, is an assessment of climate change and the impacts to the NSV region. The hazard mitigation steering committee also requested that future iterations of this Plan initiate the process to include man -made hazards and the response of the participating jurisdictions to mass evacuations from the Washington — Northern Virginia metropolitan area. 119 COUNTY of FREDERICK Department of Planning and Development 540/665 -5651 MEMORANDUM FAX: 540/665-6395 TO: Board of Supervisors FROM: John A. Bishop, AICP, Deputy Director - Transportation RE: Transportation Committee Report for Meeting of March 25, 2013 DATE: April 1, 2013 The Transportation Committee met on March 25, 2013 at 8:30 a.m. Members Present Chuck DeHaven (voting) Gene Fisher (voting) Gary Oates (liaison PC) Lewis Boyer (liaison Stephens City) Members Absent Mark Davis (liaison Middletown) Christopher Collins (voting) James Racey (voting) Bryon Grigsby (voting) ** *Items Requiring Action * ** None ** *Items Not Requiring Action * ** 1. Aylor Road Realignment Property owners impacted by the Aylor Road Realignment attended the meeting and requested that the Committee consider modifications to the currently adopted alignment that is going to be done as part of the Route 277 project. Committee members noted that, due to a lack of quorum, no recommendation could be made but they asked staff to work with VDOT to explore the possibilities of what was being proposed by the property owners. It was noted that if multiple impacted property owners are in favor of the same modification, that it is worth consideration. 1 107 North Kent Street, Suite 202 • Winchester, Virginia 22601 -5000 3/21/13 To Frederick County Transportation Committee; Thank you in advance for your attention} to the information enclosed in regards to the Aylor Road Realignment in Stephens City, VA. Included is Option A which is the preferred design by Frederick County, CB Ventures is seeking support of Option B which will reduce time, cost and possible road construction cost. Below is support from Aylor Road land owners in favor of the Option B design. I. Valley Health is willing and open to work with Frederick County, VDOT and CS Ventures to create an Option B that does no disrupt the use of their building. Valley Health is willing to sell CB Ventures the two lots located behind Garret Enterprises at 101 Hyde Court. 2. Garrett Enterprises, Ltd has provided a letter stating their willingness to work with CB Ventures to divest their property in an effort to assist with the realignment of Aylor Redd based on Option B design. 3. Upper Crust l_LC has provided a letter of support for minor realignment of Aylor Road, CB Ventures is requesting the transportation committee support making a minor realignment of Aylor Road to travel through Garrett Enterprises, Ltd property at 101 Hyde Court. This modification will reduce the number of properties impacted from 5 ( 1 lot from Wendy's, 2 lots from Valley Health, 1 lot from CB Ventures and 1 from Upper Crust LLQ — down to 2 properties (1 lot from Valley Health and 1 from Garrett Enterprises) thus reducing the time and financial burden to acquire the properties through easements. Benefits to F=rederick County are as follows: 1. New Commercial Development will follow on the 2 Valley Health lots that CB Ventures will purchase the existing CB Ventures land and possibly the Upper Crust LLC property if CB Ventures is able to acquire it in the near future. 2. CB Ventures plans to start new construction of a national hotel brand which will create the following benefits for Frederick County and Stephens City: • New Jabs, 4 full or part time positions • New Transient Revenue dollars from outside county • CB Ventures will use local construction firms, keeping dollars in the county • Projected Hotel Grass Sales of $2,500,000 at 80% occupancy • Business License Tax of $4,000 • Business Equipment Tax of $38,880 • Lodging "flax of $50,000 • Real Estate Taxes of $26,325 3. Once the Garrett Building is scheduled for demolition CB Ventures will work with the existing tenants to build a retail center to relocate their business on Aylor Road Keeping dollars in Frederick County. By supporting Option B, the upfront time and cost will be reduced to acquire easements and a possible reduction in read construction cost which VDQT will have to determine. Many thanks for your attention to this matter. Respectfully, CB Ventures Edward "Ned" Browning IV — Member Randy Craun - Member To CB Ventures; Upper Crust LLC is open to working with CB Ventures, VDDT and Frederick County to make modifications to the current Aylor Road {path known as Option A. Thanks, Jim Testa BRYAN & COLEMAN, F.L.C. ATTORNEYS AT LAW 116 SOUTH BR.U)DOCK STREET WINCHESTER, VIRGINIA 22601 TELEPHONE: (540) 54i-4 130 FAX: (540) 54541.31 14ICFiAELL. SRYVNI, ESQUIRE March 21, 2413 Email: mbryan2@aearrhlink.ne[ CB Ventures LLC Attn: Ned. Browning Re: 101 Hyde Court, Stephens City, Virginia Dear Mr. Browning: Garrett Enterprises, Ltd. has been approached by your firm, CB Ventures LLC, concerning the potential sale of its property located at 141 Hyde Court, Stephens City, Virginia (the "Garrett Property "). Please be advised that the Garrett Property is available for sale in its entirety in order to assist with the realignment of Aylor Load. This letter shall not constitute a binding offer to sell the Garrett Property to CB Ventures LLC. Garrett Enterprises shall not be obligated to sell the Garrett Property until an acceptable Sales Contract is drafted, approved and executed. Please let me know if anything else is needed. tru y ours, Michael L. Bryan MLBlsmb 2. VDOT Route 37 Work Staff presented the attached map to the Committee which denotes the differences in the Route 37 alignment between what is currently adopted and the work VDOT has done to reflect more current standards. Staff noted that they only have comments requiring VDOT reconsider the future interchange between Route 37 and Warrior Drive. The request would be that VDOT make an effort to draw an interchange footprint more in keeping with what has been planned at that location due to the amount of planning and commitments already made by neighboring development. The Committee was supportive of this comment. 3. Senseny Road Enhancement Funding Staff discussed the following information with the Committee. It should be noted that the paved shoulder discussion below is quite different from what was originally applied for and envisioned. Originally, the project was to consist of off street multi -use paths for bicycles and pedestrians, but as no additional funding was forthcoming due to economic conditions, the project discussed below was arrived at after much discussion of different alternatives with VDOT. Currently, the County is holding an award of $442,521.00 in enhancement funds for the Senseny Road Corridor. Due to a lack of funding toward the overall planned project, which totaled over $2 M, and no additional awards forthcoming, this project has not been able to move forward. More recently staff, along with VDOT, has analyzed what could be accomplished with what has been awarded and it has been determined that the funds allocated would allow for a wider paved shoulder to be placed along Senseny Road between I -81 and Greenwood Road. This shoulder would not be eligible for marking as a bicycle or pedestrian facility. Matching funds required to make use of the grant would total $110,630. The parks and recreation department has indicated willingness to fund one half of this match using proffer dollars, which would leave $55,315 needing to be funded out of the general fund. Due to the amount of time that has passed, VDOT is requesting that the County provide a plan of action for expenditure of the funds, along with support by our CTB member, or the funds will be reallocated to other existing enhancement projects in the state. Staff also noted that discussion with the Parks and Recreation Dept. were at the staff level and that any actual recommendation of matching funds from that department would require approval by the Parks and Recreation Board. Mr. Turkel of the Parks and Recreation department and Mr. Perry of the Winchester Wheelmen Bicycle Club each spoke to the benefits provided by paved shoulders. In addition, Mr. Perry noted that the Winchester Wheelmen would be willing to provide $1,000.00 toward the matching fund requirement. The Committee discussed the issue at length, but no consensus was reached and no vote was taken due to lack of a quorum. 4. Other COUNTY of FREDERICK: John R. Riley, Jr. County Administrator 540/665 -5666 M E II R A N U Fax 540/667 -0370 E -mail: jriley@co.frederick.va.us TO: Board of Supervisors FROM: John R. Riley, Jr., County Administr or DATE: April 3, 2013 RE: Departmental Annual Work Programs Attached for your information are the Departmental Annual Work Programs. Information contained in the reports directly reflects the goals and objectives set out in the proposed Fiscal Year 2013 -2014 budget. Please contact me if you have any questions. JRR /tjp Attachments U:ITJPlmiscmem os\CountyAd mi n istrator\BdofS upAnnualWorkPrograms(2013).docx 107 North Kent Street • Winchester, Virginia 22601 0j 6 01 CP RECEIVED a ASR 2013 LO 41 C'�' Nf�'�TIS - 7a` h i Ji11�.� �`� � C OUNTY OF FREDERICK Roderick B. Williams County Attorney Phone: 5401722 -8383 Fax: 5 40/667 -0370 E -mail: rwillia @co.frederick.va.us OFFICE OF THE COUNTY ATTORNEY Work Program 2013 -2014 OVERVIEW The County Attorney serves as legal counsel to the Frederick County Government. This responsibility includes supervising the legal affairs of the County, and providing legal advice and opinions to the Board of Supervisors, the Planning Commission, all other County Boards and Commissions, County Departments and Agencies, and Constitutional Officers. ORGANIZATION The Office of the County Attorney currently has two employees: the County Attorney and a Legal Secretary I. PRIMARY FUNCTIONS LNUtion, Enforcement, and Compliance Activities • Represent and defend the County against claims generally, in court proceedings and otherwise Bring and/or prosecute appropriate legal actions on behalf of the County, including: o civil litigation matters, including enforcement of code and ordinance provisions, enforcement of contractual and other obligations owed to the County, and collection of delinquent taxes, fees, charges and other claims payable to the County o criminal cases involving violations of the Frederick County Code 107 North Dent Street • Winchester, Virginia 22601 Le al Counsel • Review, comment on, and /or approve as to form, as appropriate: • various contracts, agreements, and contract - related documents such as releases, easements, leases, and deeds to which the County is a party • bid/proposal documents • proposed rezoning proffer statements and other land use application materials • festival permit applications • Render legal advice generally to the Board of Supervisors, the Planning Commission, all other County Boards and Commissions, County Departments and Agencies, and Constitutional Officers, including interpretation of statutes, regulations, and cases and application of legal standards to particular factual situations * Analyze cases, statutes, regulations, and proposals which may affect the County's legal rights and obligations, and transmit such information as appropriate • Administer the County's Identity Theft Prevention Program Le islative Activities a Draft ordinances, resolutions, and policies, as appropriate • Monitor legislation of interest in Congress and the General Assembly and participate as necessary in legislative activities Training Activities • Attend Local Government Attorneys of Virginia conferences and other training, as appropriate, to keep abreast of latest legal issues and matters confronting local governments • Offer training to appropriate County officials and staff on relevant legal topics GOALS Onzoinm Goals Provide the highest quality legal counsel and representation to the Frederick County Government • Serve the County Government, including its Boards, Commissions, Departments, Agencies, and Constitutional Officers, in an expeditious and professional manner • Establish the repute of Frederick County's legal representation as outstanding both within the local community and among other localities in Virginia 2 Lon,m -Term Goals Review and propose revisions to certain County policies and conduct training for relevant staff on significant legal issues, in particular concerning freedom of information and records management requirements • Review and propose revisions to various County Code sections, to improve clarity and operation of those sections • Transition more County Attorney administration, including operations and records management, from paper -based to electronic -based OFFICE OF THE COUNTY ATTORNEY Issues Not Addressed Due to Budget Cuts 2013 -2014 The County Attorney Work Program for 2013 -2014 includes certain functions that may not be fully addressed in 2013 -2014, due to budget cuts. A summary of these is as follows: Litigation, Enforcement, and Compliance Activities Limited ability to conduct litigation The County may encounter one or more situations in which it is unable to take a reasonable degree of usual measures in litigation filed against the County, as well as a decreased ability to file appropriate litigation on behalf of the County. With respect to litigation that may be filed, whether by or against the County, the existing budget provides, for example, little means to conduct meaningful discovery, including depositions. In the event that the County must either defend or file significant litigation, the current budget is not likely to provide sufficient funding. This office's entire budget for any required outside professional services and for travel (whether or not either is related to litigation) is anticipated to be approximately $4,000.00. Therefore, either a supplemental appropriation could become necessary or decisions not to pursue particular claims or defenses could occur. Le al Counsel Limited ability to address contingencies The County may be less able to handle a significant legal contingency that the County may face, in a reduced budget scenario. Such contingencies may include litigation, non - litigation employment disputes, the negotiation of contracts in response to an unforeseen situation, any higher volume of land development proposal reviews or unforeseen issues concerning land use activities, or a general response to a catastrophic event, among other things. Legislative Activities Limited ability to seek initiation of state -level legislative actions or to respond to proposed state -level legislative actions With localities in Virginia continuing to face increasing pressure from the state government, particular on fiscal matters, unfunded mandates, and the limitations resulting from Dillon's Rule, the County having a strong voice in Richmond is all the more important. The County has an effective lobbyist in Richmond, but circumstances sometimes require additional attention, beyond just what the County's lobbyist can provide. Traininz Activities Limited opportunities for training This includes limitations both on offering training for relevant County staff on legal issues and on County Attorney attendance at training on appropriate subjects. Training, when available, represents a useful means of helping to prevent or respond to conduct that may increase the County's legal risks. Virginia Cooperative Extension ,.yam h A partnership of Vir �c c rginia State University w VirginiaTee r College of Agriculture � and Life Sciences (�, FINED Frederick County Office � �E �..� 107 North Kent Street APR 2013 Winchester, VA 22601 5401665 -5699 Fax: 5401722 -8380 � E -mail: mark.sutphinp_vt.edu idly 5th r y http :i /offices.ext.vt.edu /frederick VIRGINIA COOPERATIVE EXTENSION FREDERICK COUNTY UNIT, 2013 -2014 Annual Work Program Submitted by: Mark Sutphin - ANR Agent and Chit Coordinator and Amanda Simons - 4H Agent I. AGRICULTURE A. Provide fruit, vegetable, ornamental, livestock, and crop producers with research based information from University and private sectors that will help them maintain economically viable operations, explore new possibilities, and sustainably operate with environmentally sound practices. B. Promote the "Buy Local" concept by partnering with the area agribusinesses and growers to provide innovative ideas for marketing local foods and agriculture in the Shenandoah Valley to both consumers and institutional buyers. C. Assist small farmers in becoming savvier in marketing and more informed about diverse farming opportunities and practices. D. Assist producers with monitoring and complying with regulations of VDACS,EPA, OSHA, and other regulatory agencies, including education for certifications (i.e. Good Agricultural Practices, aka: GAP; pesticide applicator certification) when required. E. Develop environmentally sound horticulture education programs for homeowners through Master Gardener educational programming. F. Provide a representative for Emergency Planning and conduct Agriculture Damage Assessments. G. Promote safe drinking water for county residents by offering Well Water Clinics that will enable residents to test their well water. II. 4 -H YOUTH DEVELOPMENT A. Utilize VCE Master Gardener volunteers to educate youth about horticulture and the environment as well as to promote community service through donating produce grown in the 4 -H garden to C -CAP. B. Increase enrollment through special interest clubs such as "Outdoor Adventures ". C. Recruit and provide training to volunteer leaders to give direction to community clubs. D. Strive to reach at -risk youth in Frederick County through the volunteer lead clubs, emphasizing Character Counts in all aspects of 4 -H. www.ext.vt.edu Extension is a joint program of Virginia Tech, Virginia State University, the U.S. Department of Agriculture, and state and local governments. Virginia Cooperative Extension programs and employment are open to all, regard9ess of race, color, national origin, sex, religion, age, disability, political beliefs, sexual orientation, or marital or family status. An equal opportunity /affirmative action employer. E. Increase numbers of youth who will participate in camping programs at the Northern Virginia 4 -H Educational Center. F. Promote Animal Science Education through clubs, County and State Fairs, local shows, judging competitions, and day camps. G. Promote Science, Engineering, and Technology education through clubs, competitions, in- school programs, and activities. (For example: Utilize VCE Master Gardener volunteers to teach Junior Master Gardener curriculum at Greenwood Mill Elementary School.) H. Promote community and civil interest by participating in events such as the 4 -H All - Star Program, 4 -H Day at the Capitol, State and National 4 -H Congress, and Citizenship Washington - Focus. 1. Build leadership skills in youth through club officer training, the teen camp counselor program, and state ambassador program. IIL FAMILY AND CONSUMER SCIENCES A. Assist families to better manage their family Finances and resources by offering programs on financial management. B. Help to reduce the incidences of food borne illness in the community by offering Food Service Manager Certification Courses (ServSafe) to school and food establishment personnel. C. Encourage safe canning practices by offering canning classes in the community. D. Target childhood obesity through the delivery of programs to area childcare centers and schools that emphasize nutrition and exercise. E. Promote safe drinking water for county residents by offering Well Water Clinics that will enable residents to test their well water. F. Target chronic disease prevention by offering a variety of programs to adults promoting healthy lifestyle changes. G. Work with local farm markets to enhance the safety of the produce being sold. H. Provide consumer education through phone and e -mail requests, newsletters, newspaper articles, and radio programs. MEMORANDUM � z� N �+ 1 00 EAR 2� ) N `ys�sr cJ W 9; Current Status As Frederick County has a strong combination fire and rescue system, increases in requests for delivery of service, new state and federal regulations, the need to ensure safety for our volunteer and career personnel, and increased competition with other departments during the budget process continually tax the department's ability to provide adequate customer service. The department is experiencing an increased turn -over of staff and losing trained individuals to other jurisdictions. Increased financial demands are taxing the volunteer aspect of the Department limiting their time to respond to incidents as compared to raising the necessary funds to operate. The level of service demanded by the citizen's of Frederick County five to ten years ago is different than the demands of today. The increased call volume is also placing a burden on our ability to provide needed EMS and fire services to our community in a reasonable time standard identified by the National Fire Protection Association (NFPA) 1720 Standard. Maintaining our current level of service, while meeting new standards adopted by state and federal agencies and ensuring the safety of our personnel will be the immediate challenges facing our Fire and Rescue Department. Citizens will demand well- trained and equipped companies to provide a professional level of emergency services. Industry will come to expect an Insurance Services Office (ISO) rating consistent with those of more urban areas. As ISO ratings directly affect insurance premiums, the ability of fire and rescue to substantially improve the current rating can pay dividends when attempting to draw new businesses to the County. Operations division Requests for service have steadily increased our incident responses from 4,100 in 1990 to nearly 7,000 calls in 2000, which represents a 60% increase. In 2012, emergency service calls totaled 10,053 representing 27.5 calls for service per day. 1 Staffing of the fire and rescue companies is achieved by more than 200 volunteers (the number 200 is the total taken from volunteer company rosters). It does not reflect the actual number of volunteer operational personnel which actually pulls duty and run calls (as these numbers would be much lower), supplemented by 63 operational full -time career fire and rescue personnel (often the only staff on duty) and 16 part -time personnel who provide a minimum staffing level of two personnel in our fire and rescue stations. Career personnel are assigned to supplement volunteers at ten of the eleven stations, leaving Star Tannery as the only non - staffed station. County stations are inadequately understaffed a fair amount of the time. This requires multiple companies to respond on a single incident for adequate staffing. It is recommended that the County adapt and implement NFPA 1720. Life Safety Division The Life Safety Division is responsible for fire prevention, public education programs, administration and enforcement of life safety codes, and fire and explosive investigations. The Fire Marshal's Office provides 24 hour coverage to the fire and rescue system offering technical support during many types of incidents including but not limited to the investigation of fire and explosions, including both an explosive detection K -9 and an accelerant detection K -9. The Life Safety Division also investigates hazardous materials releases and environmental crimes within the jurisdiction. The Life Safety Division actively participates in the control of overtime by adjusting work schedules and filling operational vacancies when available. In addition to investigations, the Division reviews plans and performs numerous fire inspections as it relates to new and existing buildings. Currently, annual life safety inspections are preformed for all public and private schools, child care facilities, adult care facilities, hotels, motels, and restaurants. All other occupancies are inspected on a complaint basis. The Virginia Statewide Fire Prevention Code was adopted in 2012 allowing the Life Safety Division to actively enforce and encourage compliance with the fire codes, which enhances the safety of our citizens. In addition to the Virginia Statewide Fire Prevention Code being adopted, the Board of Supervisors approved the issuing of parking violation tickets, as outlined in Frederick County Code §158 -4 through §158 -6. Trainin2 Division The Training Division is responsible for developing, providing, and overseeing training programs for career and volunteer personnel. Proposed and current regulations, both at a state and federal level, will require each individual to achieve and maintain an increased amount of training and certification. The Training Division, in conjunction with the Volunteer Fire and Rescue Association, has adopted an annual training program for the delivery of educational and certification programs within the County. The Training Division must plan for the future and develop a regional training concept that will serve all of our needs at a minimal expense to each jurisdiction as well as the private sector. The Department continues to look toward planning a Regional Public Safety Training Center facility that could compliment the regional criminal justice academy and the Lord Fairfax Community College which already are in place in 0 Middletown. This facility could expand its reach into the private sector for their required training, which could assist the jurisdictions in the cost of construction and maintenance.. Current Proerams Issues that the Department will continue to address this year include the following: • Develop a comprehensive computer aided response /reporting system within the Fire and Rescue Department to assist responders in all emergencies and provide data necessary for future development of the fire and rescue system. • In conjunction with the volunteer coordinator and each volunteer fire and rescue company, actively continue to recruit and retain fire and rescue volunteers from all areas within Frederick County. Continues to support the delivery of emergency medical services and fire suppression training activities within the Lord Fairfax Community College to aid in the recruitment of new personnel. • Develop a service and strategic plan to incorporate immediate goals, 5-year goals, and 10 -year goals to address and meet the needs of Frederick County for fire and rescue services in the future. • Continue the process to develop future fire and rescue stations within the Comprehensive Plan based on projected service demands and response times. Utilize these future fire and rescue stations to extend satellite services to the public for other county departments and agencies. • Continues to provide the Basic Fire and EMS Academy Certification Classes that provides basic training to the volunteer aspect to the Department. • Continues to provide required continuing education for twenty -one (21) Hazardous Materials Technicians /Specialists assigned to the Winchester /Frederick County Regional Hazardous Response Team. • Continues to provide required continuing education topics of emergency medical service training offered to all volunteer and career personnel for recertification purposes. • Continues to coordinate the Hepatitis B vaccination program for volunteer and career personnel, as well as the current flu vaccinations required by the Occupational Safety and Health Administration (OSHA). • Continues to update an infectious disease program for its employees as required by OSHA and is offering this program to the volunteer companies, • Continues to develop Standard Operating Procedures (SDP's) to improve the effectiveness of personnel, both within the station and on emergency incidents. These SOPs provide all members of the Department, whether career or volunteer; a single set of procedures /guidelines to follow and defines a single common 3 objective for the Department. The adoption of a standard set of rules will improve the ability of companies to work together. Continues to participate in the Commonwealth of 'Virginia Regional Hazardous Materials Response Team program. This team responds to hazardous materials releases within a five county area, including Frederick County and the City of Winchester. This team is the County's immediate resource for the mitigation of hazardous materials incidents. • Continues to provide and receive mutual aid response with our neighboring jurisdictions. Aid is provided on a routine basis to Clarke, Shenandoah, and Warren Counties, and the City of Winchester in Virginia as well as Berkeley, Hampshire, Hardy, and Morgan Counties in West Virginia. The County is also a participating member of the Statewide Mutual Aid Program for disaster response. • Continues to manage the countywide incident reporting system. This reporting system provides crucial statistical data to assist the Department in planning for future needs, evaluate the effectiveness of service delivery, and assist volunteer fire and rescue companies in the management of their equipment and personnel. This incident reporting system provides a means of providing required data to the various state agencies as required by law. • Continuing to implement and manage the National Incident Management System (NIMS), adopted by the Governor that will allow more efficient operation and control of emergency scenes. Training for NIMS must be such that it is adaptable for use at the routine incident or to a large scale disaster (manmade or natural) with consistent procedures for managing those incidents. • The Department is working to come into full compliance with the OSHA Respiratory Standard. The standard defines the minimum safeguards that must be in place for firefighters to enter a hazardous atmosphere, including structural firefighting. Within this standard is a provision for minimum staffing that needs to be on scene before personnel can enter a hazardous atmosphere. This provision, known as the two -in- two -out rule, requires that a minimum of four (4) trained personnel be on the scene of an incident prior to making entry. Also, included in this standard are requirements for fit testing personnel for use of self- contained breathing apparatus (SCBA). • • Continues to standardize SCBA and provide in —house testing and repairs to all of the volunteer fire and rescue companies as well as the Department which represents a considerable savings to all agencies and a convenience of having service and support locally. • The Department working with the volunteer fire and rescue companies to develop and adopt a minimum training standard throughout the county. Training standards are currently defined by individual companies within M the Department and vary from nonexistent to those endorsed by national standards such as the National Fire Protection Association (NFPA). Failure to have a minimum training standard not only puts our firefighters at risk, but also opens the individual fire and rescue companies, Department, and County to liability issues. • Intradepartmental communication continues to be improved. The Department is working on the development of a wide area network that would interconnect the various stations, the administrative offices, and the communications center. Implementation of this project would improve incident reporting, communications between stations, communications with the volunteer fire and rescue leadership, and communications with County officials, including those of different departments. • • The Department actively seeks various grants opportunities including the Federal Fire Act, SAFER for staffing needs, VOEMS for computer aided reporting, Aid -To- Locality (ATL) for recruitment and retention as well as rehabilitation on incidents. The Department is also looking at additional grant opportunities with other local, state, and federal resources including the private sector. Our ability to continue to perform these vital roles in addition to achieving an adequate level of emergency response is dependent upon a good working relationship with the individual fire and rescue companies and the fire and rescue association. Our ability to perform these vital roles is also based upon the funding for additional station staff and cooperative initiatives. Future Planning The Fire and Rescue Department must actively evaluate and plan to catch up and meet the needs of our County due to increasing growth. As the County continues to grow and attracts new residents and industry, the demands upon volunteers will continue to increase and the need to expand the volunteer and career presence in the Department will be evident. We must develop a plan to begin to deal with the future needs of the Department. As growth continues within the area, additional resources will be needed. Additional fire and rescue stations will be required to maintain adequate response times in congested and western rural areas. A strong fire code is needed to ensure that new and existing growth does not jeopardize the well being of our community. Planning these additional fire and rescue stations must continue as we have several large developments in process that will greatly increase the need for our services within the County. Another issue that will affect the delivery of service is the revision, by state and federal agencies, to the training requirements, especially in the area of advanced life support where it will make it difficult for volunteers to perform at that level of service. Today's firefighter must be proficient in dealing with fire suppression, hazardous materials, emergency medical care, basic rescue, terrorism, and other specialized incidents. Basic training may include up to 400 hours of training and advanced training can include several additional hundreds or even thousands of hours. J Another concern with regards to the future of our fire and rescue system is in its funding. A modern fire engine can cost over $400,000.00 and an ambulance is now approaching $190,000.00. New technology, although good is also very expensive. Thermal Imaging Cameras (TICS) cost $18,000.00 each and 12 -Lead ECG monitors meeting today's standards cost approximately $35,000.00. Operating costs of the individual fire and rescue companies continues to rise. We must look at the funding needs of our system and develop new strategies to cover those needs. We are continuing to work toward providing adequate training for our personnel, adequately staffing our emergency vehicles, providing financial support and incentives for our volunteers, and most importantly, learn to work together for the betterment of the Department and the citizens of Frederick County. To this end it is realized that the combination volunteer /career department provides the best solution for emergency service delivery in Frederick County. County of Frederick v 2013 'tedeck Gcu ��(?Z6f.8ti -4 Human Resources Dep t Work Program 2013 -2014 Paula A. Nofsinger Director of Human Resources (540) 665 -5668 Fax: (540) 665 -5669 pnofsing@coJrederick.va.us us The Frederick County Department of Human Resources administers comprehensive programs aimed at attracting, motivating, and retaining a professional and industrious workforce. The Human Resources Department serves approximately 630 full -time and 150 part -time Local Government employees with: ■ Recruitment, selection, and retention plans ■ Compensation and benefit programs ■ Performance Management • Employee Relations ■ Policy development and interpretation • Organizational Development • Compliance of Employment law The County of Frederick's Human Resources department is a business partner, working with and for the departments within the County. We are committed to providing innovative, practical human resource solutions that address business issues. We are dedicated to developing, implementing, and supporting programs and processes which add value to the County and its employees, while staying committed to the County's key business drivers, its management and prosperity for its citizens. Set forth in this work program are the current primary functional areas of the Human Resources Department and the goals and objectives we plan to achieve in fiscal year 2013 -2014. Recruitment, Selection, and Retention Plans With the goal of hiring the best candidate for each active opening, we will continue pursuing the most cost effective recruiting and advertising procedures and also continue administering testing sessions for Fire and Rescue positions to maintain an eligibility roster of qualified candidates. The County's Web site for employment will be continuously updated and used to advertise active positions, provide employment applications, and share general information. The Human Resources Department will continue maintaining and monitoring the career development program as it pertains to professional development, salary administration, and record maintenance for the Sheriff, Public Safety Communications, NRADC, and the Fire & Rescue Departments' employees. This program continues to be a great motivator for employees seeking advanced training and maintaining good, solid job performance. The Human Resources Department will continue working closely with these departments promoting these programs in order to attract and retain qualified and dedicated employees. The Human Resources Department will continue maintaining, monitoring, and maturing the incentive pay and the tuition reimbursement plans. Compensation and Benefit Programs The County Human Resources Department will continue managing the Salary Administration Program that includes merit increases, position descriptions, salary and grade ranges through the appropriate channels. The Human Resources Department will continue maintaining and disseminating a variety of detailed compensation reports in order to provide accurate data as requested or required both internally and externally. The HR Department will continue conducting employee enrollment into the County benefit programs. The Human Resources Department staff is cross - trained in the entry and retrieval of information in the data bank to insure efficient benefit administration. We will continuously examine and research new products to provide the highest quality, most cost - effective benefit programs for the County and its employees. Employee Relations We continue experiencing a steady increase in the number of employees and managers who seek guidance regarding work problems, regulations, benefits, policies, procedures, and employee relations items. We consider this a most important part of the Human Resources function and we endeavor to provide professional, confidential, fair, and unbiased information to all employees. Policy Development and Interpretation The County's Human Resources Policies and Procedures are the responsibility of the Human Resources Department. We will continue reviewing and/or maturing our policies and procedures to update them accordingly. Revisions or new policies are coordinated with legal counsel and sent through the HR Committee to the Board of Supervisors when required. Payroll Administration The County staff has maintained 630+ full time employees, approximately 150 regular part -time employees, and an additional 50+ seasonal employees. We work together with the Finance Department in processing the information to provide an accurate payroll. Compliance of Employment Law We will continue automating, streamlining, and maintaining compliance with all feasible Human Resources records and various forms. Many of the following records and reports are automated: County: Funded position report, vacancy report, employee history files, leave log, payroll deduction roster, evaluation schedule, health /dental insurance participation rosters (including participating outside agencies information), and employment action reports. Mandated: Human Resources must maintain an 1 -9 form on all full and part -time employees as required by the Department of Homeland Security, US Citizenship and Immigration Services. Human Resources must administer and assure compliance for: EEO4, COBRA, FMLA, FLSA, ADA and HIPAA, among other state and federal regulations. 2 Additionally, the County is required to file "New Hire" reports (Virginia Statute 60.2 -114) and submit job vacancy notices to the VEC which are submitted by our department. Such information is used to assist in the collection of delinquent child support and other garnishments. Goals for FY2012 Long Term: 1. Continue the automation of HR processes, specifically open enrollment, electronic performance evaluations, and a completely automated payroll process. Short Term: 1. Establish, implement, and maintain an effective, results - oriented County -wide wellness program. 2. Continue to update Human Resources Policies. Conclusion It is the sincere desire and goal of the Human Resources Department to support our customers, both internally and externally, to the best of our ability. We appreciate and depend upon our leadership in supporting and providing us with the necessary resources to effectively meet our goals and the needs of the Frederick County government. We look forward to another busy and productive year during FY 2013 -2014. Respectfully Submitted: s - Paula Nofsinger Director of Human Resources 107 North Kent Street • Winchester, Virginia 22601 MEMORANDUM TO: John R. Riley, Jr., County Administrator FROM: Walter T. Banks, IT Director SUBJECT: Information Technologies 2013 Work Program DATE: March 18, 2013 Please find attached, the 2013 Work Program for Information Technologies. This departmental work program provides tasks associated with the activities undertaken by the department, as well as progress on the current and long -range IT planning involved in advancing the current server virtualization and network initiatives, while investigating and updating its security. Please contact me if you have any questions regarding the 2013 IT Work Program or if you need any additional information. wtb Attachment 1 I Pagc I. IT 2013 Administrative Goals, Objectives and Strategies Goal: To provide technological services to the Board of Supervisors, County Administrator, county departments and agencies, public agencies, developers, citizens of the County, and the general public. Objective Keep the County Administration, the Board of Supervisors and departmental management well - informed of the IT's efforts to promote and provide technology services. Strategy Hold regular meetings of the BQS IT Committee, IT Working Group, Web Committee and the GIS Users Group. In order to keep all parties well- informed of ongoing activities; work on planned programs and policies; and to receive direction, a GIS User Group meeting has been scheduled for the Second Tuesday, a IT Working Group meeting has been scheduled for the Third Tuesday of each month and the Web Committee meets the Second Thursday of each month. These meetings will be posted on the County0s web -site calendar of events and a reminder notice will be sent out the week before each meeting. The IT Secretary will complete and distribute minutes for these meetings. Strategy To distribute re ular re arts on IT project-progress. The IT Director will write up and distribute a weekly Situation Reports, outlining any issues or progress concerning projects that are on the current docket, both projects in progress, those that have been requested or those seeking support and funding. Goal: Consolidate helpdesk reporting system. Objective Consolidate incident/ work request reporting system county -wide to ensure accurate resources are supplies to resolve service issues /needs. Strategy Move forward toward a reporting system that allows leadership to document resource and equipment needs. We feel this is an essential piece in developing /maintain and count -wide service support organization. 21Pagc Strategy To review current service provision policies to ensure they reflect the addition of new technologies and relevant trends. Goal: To implement a new Vol? Phone and Layer3 network upgrade. Objective Implement a VoIP phone system which leverages relevant technologies for video, voice and data -mail integration. Strategy Implement a VoIP and Layer3 network upgrade to service a digital communication model. See below Summarized Project PI an and Timeline Task Name Duration Start Finish Kick -Off Meeting and Procurement Mon 411113 Fri 914115 Site Readiness Assessment 2 days' Wed 413113 Thu 4/4113; Perform Design activities 7 days; 415/13 Mon 4115113 System Configuration & Testing at DSI Office 18 days' Wed 518193 Fri 5131/131 ,System Installation at Customer Site 18 days? Mon 613113 Wed 6126113 .Testing 3 days, Thu 6127113 Mon 711113, ,Training 3 days' Tue 7/2113, Thu 714113 Documentation 5 days Fri 715113 Thu 7111113 3 1Page II. IT 2013 Network Goals, Objectives and Strategies Goal: To establish a county -wide wireless infrastructure. Objective Provide the County with complete wireless coverage that is easy to use, administer, and secure by using a Network Access Control (NAC) so county staff can use their personal mobile devices for county work without compromising our network. Then adding a mobile device manager we can keep county owned mobile devices up to date, perform remote wiping, and add necessary software. Strategy We will be receiving twenty five wireless access points from DISYS this year. Our plan is to put one on each floor of the North side of the Kent building and one in the first floor conference room. The Board Room would receive two, and one on the first floor of the South side of the Kent building. On the second floor for the South side, we would place four access points for the four departments residing on that floor. The remaining access points could be distributed over at the Public Safety Building in the more critical areas until more can be purchased. Goal: Improve security for the County's technological infrastructure. Objective Increase case of management, use, and security of all three locations by introducing Active Directory to NRADC and PSB. Also the integration of VPN accounts and network administration accounts into Active Directory. We would like to secure our equipment against the schools, and once all of this is in place look into new helpdesk software that will work with all three locations. Strategy We will work towards removing old workstations and servers running Windows NT4 to a Windows 2003 / 2008 Active Directory server environment. Research will have to be done to move software from the current operating systems to a 2003 / 2008 environment. Server accounts and user accounts will have to be recreated to Active Directory accounts along with remapping drives and creating GPOs. 4lPagc User profiles will have to be created on the new domain structure with Windows Updates enabled and virus protection software installed. GOAL: Virtual Desktop Environment for Kent location. Objective Create centralized desktop environments and deploy thin clients for users to access from their desks. The will also be able to access their desktop environments from notebooks and or tablets. Strategy We will work with multiple vendors to demo different thin clients and see what type of storage, processor, and memory is needed on the backend to run a virtual desktop environment. We will determine what type of clients will work best for our regular users and our higher end users. Once we have established the thin clients we will be using, XP machines will be the first to be replaced. The end of life for XP is coming up in April of 2414. 51Page III. IT 2013 GIS Goa Objectives and Strategies GOAL: Improve and maintain the momentum of GIS growth and development in Frederick County. Objective Update and expand the County Enterprise System. Strategy Inc= orate ArcGIS Online Cloud environment to our GIS_ offerin . The cloud environment gives us the ability to expand our GIS offerings and to make existing services more reliable and readily accessible to the public. Strategy Build an enterprise Image Geodatabase. The County currently has approximately 300gb of digital image data spanning back into the mid 1970's. The creation of the image database would allow for more efficient storage and retrieval of the data. Objective Develop and maintain a set of Metadata, information about information, for all of the GIS data in the main system. Strategy Promote a standardized metadata format By developing metadata files, the Frederick County GIS Program will be able to comply with State and Federal requirements and standards for GIS data development and distribution. Staff members will work closely with the State GIS office to ensure that the metadata that is created for each dataset meets state requirements. Objective To promote GIS use and increase the number of GIS end -users within the county system. Strategy Develop in -house training programs. The County's GIS staff will conduct one -on -one or small group training sessions as needed at the GIS Divisions location for those individuals who do not 6 1Page currently have the capability to do so in their own work area, and conduct training on -site for those individuals or departments with the computers and software needed to perform GIS tasking. Strategy Lead the GIS User Group in future development. The GIS staff will assist the group in designing and developing any future GIS interests and provide constructive suggestions and guidance. Staff will research and query other GIS agencies in an effort to avoid re- inventing the wheel in GIS development. Strategy Provide assistance to other departments and end - users. Experience and expertise in GIS use will be gladly shared to assist end -users in design, analysis, and project development specific to the user. Departments and individuals may freely utilize the GIS staff to produce GIS products if they have no means to do so themselves. Strategy Develop personalized and user- friendly GIS interfaces. GIS staff will assist end -users in software installation, customization, and working up a system feel that is complimentary to the end -users desires and tasking. Objective Provide easy access to geographic data for County staff and Citizens that are not GIS trained. Strategy Expand the online mapping_ applications. Taking advantage of the ELA and the local government data model expand the number of mapping applications GIS supports online -with the release of the Tax Mapping Service, and the Parks Map finder application. GOAL: To provide occasions for public involvement and GIS education. Objective Involve the public in GIS development and promote GIS awareness. Provide hands -on involvement in learning and using GIS. Strategy Conduct annual GIS Day. Work with County staff and County School administration to provide annual education opportunities for the community as a whole on the benefits of GIS. Strategy 71Page Work with local colleges in GIS course and program development. Continue to work with Lord Fairfax Community College and Shenandoah University in the promotion and development of GIS curriculum and continue to support professors through presentations to classes on Frederick County's GIS program. Strategy To work with Service Learning Students from the local High Schools. Develop project ideas that would encourage students to choose IT and GIS related design and studies 8 1Page GOAL: Further the advancement of the County's Document management system. Objective: Expand the use of Laserfiche into other departments. Strategy Implement Laserfiche into NRADC. By working with NRADC staff and Unity Business systems complete implementation of Laserfiche. Strategy Implement Laserfiche in Treasurers office. By working with MIS staff implement LaserFche that can be used by treasurer's office to aid in collection process. Strategy Implement Laserfiche in Fire and Rescue. By working with Fire and Rescue staff to design and implement a Laserfiche set up that enables the storage and retrieval of documentation to support the Fire Marshal's Office. Objective: To integrate GIS and Laserfiche. Strategy Installation of Geodoc's. With working with Unity Business systems install and implement Geodoes to enable the integration of Building permit and planning documents with our GIS web mapping systems. 91Page Information Technologies Executive Summary Walter T. Banks, IT Director The purpose of the Information Technology (IT) Department is to implement and deliver services that support the strategic mission and goals set by the Broad of Supervisors (BOS) and Administration leadership of Frederick County. This work program is part of an overarching planning process that ensures the following: • A shared vision for Information Technology that is consistent with the county's vision, mission and goals. • Alignment of technology initiatives with organizational priorities. • Dissemination of knowledge about technology needs and constraints (today and future). • Address operational needs through the use of technology- COOP readiness, mobile access, broadband access... etc. • Identifying required funding levels for technology. While technology continues to play an integral part in county related activities, government trends show initiatives that focus on the integration of people, processes, and technology will deliver the most value and benefit. To further articulate this point, value and benefits translate into more streamlined processes, as well as, timely access to better information to make better decisions. This allows the county to deliver more value -added services to its citizens and improve efficiency. 101Page Planning Process Overview The strategic aspect of the planning process is to develop a vision for technology for Frederick County by continuously evaluating feedback from the community, BOS, and staff to identify new services and make improvements with existing services. Furthermore, in this process we compare ourselves to other "like" government organizations, both in Virginia and nationally. All of these factors are routinely evaluated and aligned with the priorities and goals of Frederick County. The tactical /operational aspect of the planning process ensures that technology initiatives are planned, selected, and managed at an institutional level and are sustainable from a fiscal, people, and process resource perspective to ensure ongoing successful delivery of services. To ensure an effective process for determining and prioritizing user technology needs, Frederick County Information Technology Department has established several committees that focus on the planning and delivery of new technology initiatives. These committees work under the guidance of the BOS IT committee, Informational Technology Working Group and Technology Steering Committee which provides the prioritization, direction and resources for technology initiatives. We will continue to deploy information technologies that provide tangible, measurable benefits for Frederick County. One area that will assist us in doing so is IT Project Management. IT Project Managements is the backbone of successfully deployed enhanced network based services; web enabled software systems and expanded information access tools. IT Project Management also provides seamless, integrated access to information services both in and out of the county local network. As outlined in this plan as a high priority, Frederick County is committed to remaining a technologically advanced organization supporting the county mission and goals. This work plan will be evaluated and updated annually, allowing the opportunity to review and adjust to changing conditions. As Frederick County continues to evolve, its needs, and priorities will change, and this plan will be revised accordingly to reflect changes to priorities and goals. 11 Page Frederick County, Virginia - Information Technologies MISSION STATEMENT: "The mission of Information Technologies (IT) is to lead in the development and management of an Enterprise technology system - central to all Frederick County departments; ensuring that information and geographic data can be shared across all functional levels and management hierarchies; and eliminating information fragmentation, caused by networking multiple information systems, through creating a centralized data warehouse and a standardized software/ hardware infrastructure, while protecting assets through intensified network security." VISION STATEMENT: "The Vision of Frederick County, Virginia, Information Technologies is to provide a secure and fully operational county -wide electronic information system - that supports every county employee or citizen that needs and uses county digital data; that improves organization operations and efficiency, that exceeds the high accuracy and standards required by today's State and Federal guidelines; that stays current with state and national trends in electronic technology and data management; that encourages participating users to excel in seeking out new standardized technologies; and to build expertise and teamwork to improve data storage and distribution required in decision making within the County of Frederick." CORE VALUES: The IT Director and the Deputy -GIS Manager will strive to ensure that all employees of the department recognize and adhere to Frederick County's Core Values: 1. To understand the importance of clear communication and the willingness to listen through respect, honesty, trust, and integrity. 2. 2. To respect the County's cultural diversity and provide effective and efficient service with dependability, a willingness to accept change and dedication to cost effectiveness. 3. To formulate and apply regulations, policies and procedures that is fair, consistent, and flexible. d. To provide a safe and secure working environment for our professional employees. 5. To work diligently on providing county citizens with an accurate and efficient structure numbering system that will ensure timely response during emergencies and times of need. 6. To be accountable and dedicated in responsibly conducting county business and properly handling funding appropriated for the IT budget. 7. To work diligently in providing options and future planning for IT advancement. S. To provide an IT support system that promotes equality, freedom, and genuine concern for all of Frederick County's employees and citizens. 121Pagc Information Technologies - Department Description: Information Technologies is the steward of the IT Strategy Plan and works with the five advisory and management committees: BOS IT Committee (newly created), IT Steering Committee, Web Committee, GIS Users Group and the IT Working Group. IT staff working with and through the IT Working Group (ITWG) develops IT policies regarding Internet Use, System Security and Use, and Technology Procurement. High priority objectives include system security, Network high availability, standardized software and hardware, planning and procurement toward a centralized or Enterprise Technology system, efficient asset and resource management. The administration of IT services fall into the following areas; Administration - Provides office and personnel administration and management, finance and budget administration, software and technology procurement, meeting coordination, file management, program and project management, internet reporting. Walter T. Banks, IT Director Alisa Scott, Administrative Assistant I Network — Provides system planning, development, installation and maintenance, hardware and software research, procurement and installation, cabling and routing management, server and data storage systems, system security, Internet access, email access, maintenance and trouble shooting, phone system management, backup and disaster recovery, Michelle Nugent, Network Operation Supervisor Craig Grubb, Network Technician Christy Usa, PC Technician Eric Lutman, System Analyst — Public Safety Building Bobby Williams, PC Technician Geographic Information Systems (GIS) - Provides geographic data development and management, database administration, web mapping site and content development and management, IMS server, GIS server, mapping production, addressing (house number assignment, road name approval), location information management and software license management; Patrick Fly, Deputy GIS Manager Hsuan -Jung "Ellen" Peng, GIS Analyst Programmer Andrew Farrar, GIS Technician 131Pagc Management Information Services (MIS) - Maintain the IBM I Series Server which provides the needs of all departments with the software and resources for budget general ledger, accounts payable, payroll, human resources, tax billing, collection, reassessment, permits, inspections, business licenses, online tax payments, tax information and real estate personal property tax records. Benny 'Tyson, MIS Director Barbara Cmps, Asst, MIS Director David 7arret, AS400 Programmer WEB - The County's Webmaster provides design and development support to all other departments desiring a Web or Internet presence. This position chairs the Web Committee and leads in developing the "corporate" look or standardized interface of the County's Websites. Jereiny Coulson, Webmaster IT Organizational Chart Alira SCOtt Walter, Ranks Admen Asst ITOireclar 6enny Tysen Jeremy Coulson I MIS 6lrector Weh Manager IIIIIIIILLL D-id larret Sarahra ()mps Ellen Peng Ai440 Programmer - Asst MlS Oimclor Gl6Analyst Patrick Fly MicheNe Nugent GISManager Network Operatior Supervisor Andrew Farrar Hobby Williams CHIP, Gwbb Christy Usa GIST- chnician PC Technician herwark Techniclan PC Technician Frederick County IT Oepartmerd ► I Sher ft Raven LeeAnna Pyles R n 4 hur& WIOlamson Puhlic Safety i FIFe d R E f u ¢. Joey Henry Erf�iutman ', NRADC Public Safety Group 141Page I IT — NETWORK DIVISION — 2013 WORK M�Zl�;7s'11I 1 A. SYSTEM SECURITY — The number one priority of Information Technologies is to provide a secure system for the transfer and storage of general and sensitive data. B. NETWORK MANAGEMENT — Staff members maintain a vast network of wiring, servers, computers and peripherals, within the Central office, Public Safety Building and NRADC facilities. These facilities have connections between one another and the Frederick County Schools via Comeast fiber. The main Internet access point for county staff members is run through the Frederick County Schools IT Department. Staff has completed the design and implementation of a Network Operations Center (NOC). Servers have been reconfigured to rack mounted systems, coupled with centralized wiring which has created an industry standard server room. The VOIP project set to begin in April is designed to take advantage of the NOC project and elevate from a layer2 to a layer3 network design. This will allow our network to make logical decisions about network traffic and become "traffic type aware ". This simply means to make decisions for traffic bandwidth based on priority and need. C. DATA MANAGEMENT — Databases, graphic files, photography, word processing and geographic information files are just a few of the file types stored and shared between county departments. The servers hosting these files are located and maintained by Information Technologies. These server locations have been updated to a virtual environment and thus maintain a lower cost of ownership- easier to power and manage. 1. Data Disaster Recovery and Risk Management. An ArcVault server has been installed. After 2 years in the system, this system has been found inadequate to handle the amount of back -up jobs being requested by departments. Staff is currently working on redesigning the backup system and pursuing funding to create a disk driven backup and off-site redundancy. We are vetting several options at this time. 2. Data protection, encryption and security. Run periodic discoveries on data systems to identify personal data at risk and secure it or remove it from the network. IT strives to meet Federal and State mandates for the protection of Personal Identity Infonnation (Pll). We have moved to include a data services and equipment security audit as a new policy. We look to incorporate 2 audits per year beginning in 2013. D. ENTERPRISE TECHNOLOGY — In order to receive optimum pricing, ease of procurement, delivery and maintaining finance records, standardization and regulation of technology procurement is key. IT provides the principle focus on hardware and software 151Page procurement and installation. Multiple purchase discounts and volume licensing is actively sought by IT staff through using technology standards and select state contract vendors. We have continued to strengthen and press to be involved in any technology purchases that the county will eventually service. 1. Document Imaging. Various county departments have bought into a centralized system for scanning and storing of all types of documents. The associated storage system allows for a secure shared directory system. We plan to expand this moving forward 2013 -2014. 2. Inventory. An inventory of all software and hardware attached to or connecting to the county network has been conducted and assessed. At present state we continue to take opportunities to virtualize services and application to ensure they will be highly available in the event we are in a recovery scenario. 3. Equipment and software to ensure licensing compliance. This project is an effort to find common threads in technology which would allow and encourage departments and staff to use common enterprise technology. 4. Encryption. Enterprise software is in place to assist in encrypting and protecting data stored on components connected to the network. 4, Training. Staff is looking at creating training in -house training facilities and providing in- house training for technology associated topics. We will look to send 1 staff member to become VoIP certified and provided additional training to positions supporting phone system administration. E. SUPPORT AND SERVICE — A core group consisting of a network analyst and a PC technician provide technology support to the bulk of the County's agencies. An additional staff member works exclusively as IT's representative in the Public Safety Building. 1. Help Desk. Through the budgeting and work program processes, staff has come to realize that the Help Desk provides a concise history of work logged. Staff members are utilizing database information in establishing histories of equipment maintenance. We are migrating the Public Safety building on to a central Helpdesk software as to track trends and equipment failure. 2. Micro Main. A facility and maintenance based help desk has been installed and configured. A room numbering system to identify resources has been put into place. Staff throughout the Dent building and some satellite agencies can enter a maintenance request through the Intranet system, allowing Maintenance staff to quickly locate and repair resources or assist in maintenance requests. 161Page II IT - GIS DIVISION - 2013 WORK PROGRAM A. ENTERPRISE SYSTEM - The GIS Division is responsible for the enterprise implementation of GIS for Frederick County. This includes providing data, software and support to all County agencies that need GIS. 1. GIS Software. GIS is responsible for maintaining the County account with ESRI for GIS software and support. Software is purchased on a concurrent licensing system with the licenses stored on a central GIS server and managed using a license manager. This system has been upgraded to the latest release and the overall agreement upgraded to a full enterprise level agreement. We have and will continue to look for partners to offset the cost of moving to the larger agreement. Both the sanitation authority and the NSVRC have been brought into our new model. 2. Central Data Warehouse. Working in conjunction with the Network Division the GIS is creating and maintaining a central data repository. The repository is made up of three primary software packages SQL Server 2008, ArcSDE and AreServer, allowing GIS data to be stored in a relational database environment. 3. County Wide Geodatabase. The GIS Division with the input of the GIS Users Group is implementing a County wide Geodatabase that is stored in the data warehouse. All data is cataloged and categorized into functional datasets across departmental lines, enabling all GIS data to be accessed and edited by multiple users in different offices simultaneously. B. STRUCTURE NUMBERING The GIS Division has been appointed as the responsible agent for the assignment, documentation, mapping, management, distribution, and enforcement of road naming and structure numbering as delineated in Chapter Sb of the Frederick County Code. 1. Structure Numbering Assignment. The GIS Division is responsible for assignment of structure numbering for all occupied structures and businesses in Frederick County. 2. Structure Number Recording, Distribution, and Management. Staff members keep detailed records on number assignment and send out notifications on newly numbered subdivisions to over 20 agencies. Staff also maintains an online list of new address assignments which can be queried and used by other agencies and staff for updating their records. 3. Structure Numbering Violation Enforcement. Staff is responsible for recording and fallowing up with formal complaints received concerning ordinance violations. C. ROAD NAMING - Coordination, selection and management of the Official Frederick County Road Names list is assigned to the GIS Division of Information Technologies. 171Page 1. Request for New Road Names. The division reviews all requests for new road name installations to ensure that no new road names are accepted into the system as duplicates. A master road name list is kept and checked against all road name requests. New road names are drawn into the system and sent to the Real Estate office for inclusion into the tax parcel mapping. Files are kept on all road name requests, which include plans, letters, memos, and phone messages D. DATA DISTRIBUTION 1. Printed Production. There are four HP 10500 full -color inkjet printers in the County's GIS. These machines allow for the production of paper maps in sizes from 8.5" x 11" to 34" x 44" and in a variety of media. The GIS Division also has a color laser printer connected to the network for all GIS staff. 2. Digital Distribution by Internet, CD, DVD. Many request for the County's GIS data is to have it delivered in digital format. Files are being distributed over the internet via E -mail and FTP. The division also has the capability to produce this data on CD's and DVD's when necessary. E. DEPARTMENT AND AGENCY SUPPORT GIS staff assists any and all of the County's departments that require or request assistance in the performance of GIS tasks. 1. Production of Final Products in Digital and Printed Form. Layout and design of existing data and analysis is provided in printed product, or in a digital form suitable to be used in presentations. 2. Complete Project Management and Production. Staff members perform projects, for other departments, agencies, and the public, from the concept and design stage to full analysis and final product production. 3. Training and Customization. In -house training at the GIS Division or other locations is conducted on individual or small group basis. Staff members assist other agencies in customizing their GIS software interfaces to reflect and accomplish specified tasking. F. PUBLIC ACCESS - The GIS Division continues to investigate and develop methods, whereby, the general public that does not have direct access to the County's LAN may have access to the GIS data, basic analysis, and printing of simple map products, 1. GIS Division Web Pages. The GIS Division web pages are currently hosted on the Frederick County web site and are maintained by department staff. 2. Intranet and Internet Access. Staff members continue to study and evaluate web sites, services, and capabilities offered by similar local government agencies in an effort to mainstream the County's interactive mapping and GIS web pages. 3. ArcGIS Server and ArcIMS Development. ArcIMS and Freeance have been used to create, install and distribute the new Frederick County Interactive Mapping Site. The web site is currently two services provide for general public access, with 2 additional 18�Page services available only to County staff. These services provide a wide range of vector and raster data on Frederick County. New ArcGI'S Server sites using the .NET and Flex are planned for release. The new sites will slowly replace the ArcIMS technology. G. OTHER 1. Metadata Development and Maintenance. The staff will continue to develop and update metadata based on state and federal standards ensuring Frederick County, GIS data is compliant at all levels. 2. State and Federal Coordination. GIS staff handle inquiries for data and data exchange from such agencies as VDOT, VDHR (Historic Resources), VDEM (Emergency Management), VGIN (Geographic Information Network), E -91 I Wireless Board, SCS and the USDA. GIS also has a working agreement with FEMA to update the Flood Zone Maps. 3. Professional Memberships. GIS staff have memberships in the following professional organizations: a. Shenandoah Valley GIS Users Group b. VGIN ( Virginia Geographic b iformation Network) c. VAMLIS (Virginia Association of Mapping and Land Infonnation Systems) 191Page III IT - WEB DEVELOPMENT - 2013 WORK 11 0l" �Ai111. I INTERNETIINTRANET SERVICES In addition to chairing the Web Committee, the Web Master designs, develops and maintains County web pages and Internet/Intranet services. Some web pages and services are developed and maintained by other department staff, under the direction of the Web Master and Committee. 1. Internet Web Site. The Web Master, with assistance from the Web Committee members, maintains an external website. The Webmaster develops custom applications in -house to extend the functionality of the website. The Webmaster regularly refines the functionality and appearance of the website. The Webmaster is anticipating completion of the new website in July 2013. Intranet Web Site. The Web Master maintains an internal Web based application for County staff members to access departments such as calendars, general employee information, Finance Policies, Human Resources forms, Maintenance MicroMain Help Desk, IT system status, and IT Help Desk services. Access to the intranet is limited to users on the internal network or users who authenticate with Active Directory credentials from outside. 2. Internet Access. Staff members have installed a County IT managed proxy server with Active Directory for the management of staff user access to the Internet, system documentation, inventory and maintenance. Monthly usages reports are now produced for the County Administrator. Internet demand is quickly outpacing County infrastructure, staff is investigating strategies for increasing services. 3. Exchange email services. IT maintains an Email Exchange server and archives all incoming emails, to meet State VITA requirements. We are looking to complete of email system upgrade (from Exchange 2003 to 2010 in July 2013). 4. Web transition to content managed system. In December the Web committee made the decision to transition from standard format web to the interactive content management platform. This transition will begin at the end of March 2013 and be completed by July 1, 2013. This will allow the county to begin to provide more administration and mobile access to the information it provides. 201Page IV MIS Mission Statement: The goals of the MIS Department of the County of Frederick relate to and compliment the business goals of the County. The mission of this office is: • Maintain the IBM ISeries Server which provides the needs of all departments with the software and resources for Budget, General Ledger, Accounts Payable, Payroll, Human Resources, Tax Billing & Collection, Reassessment, Permits & Inspections, Business Licenses, Internet On -line Tax Payments & Tax Information, and Real Estate & Personal Property Tax Records. • To provide services of outstanding quality to all County departments. • To minimize costs that is borne by the taxpayers of Frederick County. • Provide leadership and guidance in the acquisition of current and emerging technologies by providing hardware and software solutions to the department's needs and staying aware of new technology developments and assessing their ability to be used by the County. • Continue to maintain and develop web -based applications in -house such as online forms and applications as well as helping with the design and concept of web based packages such as Treasurer's Collection Module. • Provide sufficient training to County employees to enable them to provide a high level of service to the County. Training for the Bright package will be taught by departmental staff and/or MIS staff when needed. Any systems developed in -house will be trained by MIS staff. Department Organization: This department currently has a staff of three employees. A Director, a Deputy Operations Supervisor and an ISeries Programmer, Director • Responsible for the entire operation of the department. • Oversees the IBM ISeries Server. • Provides all of the in -house programming as needed by the various departments for the IBM ISERIES SERVER. Deputy Operations Supervisor • Provides for the operation of the IBM ISERIES SERVER such as the running of payroll for both the County and Social Services and the running of accounts payable for both entities also. • Runs the landfill billing. • Maintains and sends the Treasurers prepay tax collections and Parks and Recreations day care payments to the bank for withdrawal from the 21 1P age participants' checking accounts. Provides help to all users of the Bright software package with any problems they may be having. ISeries Programmer • Provides programming development and support for all phases of the ISeries. This support includes web based programs and on -line applications. V Project Management The Project Management need is emerging in counties to ensure successful IT projects are completed on time and within budget. Other similar sized counties recognize Project Managers in their personnel classification system and award certificates customized for its Project Management Operations upon training completion. Project Managers by definition employ knowledge about technical best practices as well as having the skills required to effectively measure and report on projects. These skills are normally certified through the Project Management Institute (PMI). Frederick County recognizes the importance of Project Management as a key role in not only its IT organization, but in terms of County -wide projects. The IT department has formulated a strategy to bring Project Management skills to key staff members within the organization. There are three IT projects that require an understanding of different technical aspects and a more in -depth understanding of how to translate the technical aspects into layman's terms. These three IT projects also require a Project Manager to ensure high quality project outcomes. The important projects that are currently in process are the Voice over Internet Protocol Phone and Network Upgrade Project, the Telecommunications Planning Services Project, and the Microsoft Exchange Upgrade Project. 221Page Information Technologies - 2013 WORD PROGRAM RESPONSIBILITIES AND DUTIES MATRIX (RAC bl'R SEC GIS MGR ANY/ FROG GIS TECH BUS ANY NET ANY PC TECH PSB ANY WEB MSTR GENERAL OFFICE MANAGEMENT General IT Mgt. LEAD X General IT Supervision LEAD X HR Evaluations LEAD X Personnel Records LEAD X x Time Sheets LEAD x X x x x X X X X Weekly Status Reports LEAD X x X X X X x X x Public Reception X LEAD X X X x x x x X Phone Reception x LEAD X X X X X x X x Correspondence x LEAD x X X X X X Mail Distribution x LEAD X In -House Distribution X LEAD Meeting Minutes X LEAD X x Record Keeping X LEAD x x x x x File Management X LEAD x x X X X File Scanning X LEAD x x X Office Supplies x LEAD BOS Presentations LEAD LEAD x X x TRAINING AND STAFF DEVELOPMENT Admin Library LEAD X Technical Library x X X LEAD LEAD x GIS Library x LEAD x X Admin Training LEAD X Technical Training X LEAD x X Software Training X LEAD X GIS Training LEAD X X Web Training X LEAD 231Page PLANNING AND POLICY DEVELOPMENT LEAD IT Working Group LEAD X x X LEAD X X X X X IT Plan LEAD X X X X X X X X X IT Policies LEAD X X X X X Work Program LEAD X X X X X X X X X Project Planning LEAD X LEAD X X X LEAD X X LEAD PROCUREMENT, ENTERPRISE AND STANDARDIZATION LEAD X Hardware Research LEAD X LEAD LEAD LEAD X X X Software Research LEAD X LEAD X X LEAD LEAD X X X Software Compliance LEAD X X X LEAD X X X X Hardware Procurement LEAD X LEAD X LEAD X X X Software Procurement LEAD X LEAD X LEAD X X X Network Procurement LEAD X X LEAD X X X FINANCE AND BUDGET Budget Development LEAD X X X X X Budget Management LEAD X X P -Card Management X LEAD X Bill Proc. & Payment X LEAD Deposits X LEAD RFP & RFB Prep. LEAD X X X X X CENTRAL NETWORK OPERATIONS Network Security X X X LEAD X X Active Directory X X X X X LEAD X X X External Access X LEAD X X VPN Services LEAD X X Network Design LEAD X X X X X Network Documentation LEAD X LEAD X X X Network Installation LEAD X LEAD X X 241Page Network (Back -up) LEAD X LEAD X X Management Software Storage LEAD X X x X x Cisco Switches x X X LEAD X Wiring /Connectivity x X X LEAD X X LEAD X TECHNICAL. SUPPORT Hardware Parks Web x X X X LEAD X X Installation LEAD X X Server Hardware X X X X LEAD X x Maintenance Software x x X X X X LEAD X x Installation Software X X X X X X LEAD X X Maintenance Trend Micro /Anti LEAD X X Virus WSUS - Windows LEAD X X Updates X SERVER TECHNOLOGIES Server Design x X X LEAD X X X Server Procurement X X X LEAD X x x Server Installation x x X LEAD X x X Server Management X X x LEAD X X X Archive Server X x LEAD X St, Bernard x LEAD X Proxy GIS SDE Data LEAD x LEAD X Server GIS IMS server x LEAD X X IT 2010 WORK PROGRAM - Page 36 FREDBACK (Back -up) X LEAD FREDLF LEAD X X (Laserfiche) HR (Human LEAD X Resources) Parks Web LEAD X X Server 251Page Parks Data Server LEAD X X Web Server (WWW2) X X LEAD Treasurer Server X X LEAD Commonwealth VCAIS LEAD X X Planning & Der+. X X Exchange Server LEAD X X System Backups X LEAD X X X Arcvault X LEAD X ASSET MANAGEMENT AND DOCUMENTATION Asset Navigator X LEAD X X Inventory LEAD X X X Help Desk X X X X X LEAD X X X X Knowledge Base LEAD X X Asset Disposal - e- Cycling LEAD X X X DATABASE DEVELOPMENT AND MANAGEMENT Database Admin X LEAD X X X Database Design X LEAD X X X X Database Mgt X LEAD X X X X X Database Maint. X X LEAD X X X X DOCUMENT IMAGING Document Imagining X LEAD X Laserfiche X LEAD QuickFields X LEAD Scanning Technology X LEAD X Scanner X LEAD X 261Page Research X X LEAD Scanner Install X LEAD X LEAD Scanner Maint X X X LEAD X GeoDocs Phone System Maint. X LEAD LEAD X INTRANET, INTERNET -WEB DEVELOPMENT AND MANAGEMENT Web Committee X X SPECIALIZED PROJECTS, PROGRAMS AND SYSTEMS MicroMain LEAD County Website Dev. X LEAD X CaseFinder LEAD County Website Maint. X X LEAD X Keyscan - Security X X LEAD PHONE SYSTEM Phone System Installation X X Phone System Maint. LEAD X INTRANET, INTERNET -WEB DEVELOPMENT AND MANAGEMENT Web Committee X X LEAD County Website Dev. LEAD County Website Maint. X LEAD DotNetNuke LEAD E- Government Day X X X X X X X X LEAD INTERNET ACCESS AND MANAGEMENT Proxy Management X LEAD X X X Internet Use Reporting X X LEAD X X EXCHANGE AND EMAIL SERVICES Trend Micro ScanMail LEAD x GFI Mail Archiving LEAD X Mailbox Realtime Recovery LEAD X Exchange Management LEAD X User Accounts LEAD X X 27�Page Shared Folders X LEAD X X LEAD X X Data Conversion X LEAD x X Geodatabase GIS OPERATIONS GIS Users Group (GUG) X x LEAD X x Development General Inquiries X X X LEAD GIS DATA DISTRIBUTION AND SERVICES Public Assistance X x X X LEAD X Interface Customization X LEAD X Data Dictionary Mgt. X x LEAD X GIS Day X X X X LEAD x Digital Media GIS DATA DEVELOPMENT Data Acquisition X x LEAD x x X Production GPS Data Collection LEAD x X X Custom Mapping Meta Data Creation X LEAD X X LEAD X Digitizing X X LEAD X , INTERACTIVE MAPPING SERVICES Data Construction X LEAD X X Base Map Data Construction X LEAD X X Data Conversion X LEAD x X Geodatabase LEAD x X X Development GIS DATA DISTRIBUTION AND SERVICES Data Analysis X LEAD X X Printed Media X X LEAD X Production Digital Media X x LEAD X Production Custom Mapping X LEAD X X INTERACTIVE MAPPING SERVICES Interactive Mapping X LEAD X Base Map X LEAD X Service Ortho X LEAD X Mapping Service 281Page Stephen City X LEAD X Service Middletown x LEAD X Service Palling Places x LEAD X Inspections Internal X LEAD X Service Custom X LEAD x Development ADDRESSING - ROAD NAMING AND STRUCTURE NUMBERING MDP Plan Review x x LEAD Site Plan Review x X LEAD Subdivision Plan X X LEAD Review Road Naming X x X LEAD New Name X X LEAD Requests Name Change x X LEAD Requests Name Removal X X LEAD R Requests Name x X LEAD Assignment Roads dBase X X x LEAD Agency Notification X X LEAD Structure X X LEAD Numbering Number X x LEAD Assignment Address Notification LEAD X x X Address dBase X X X LEAD Violation LEAD X X Enforcement Primary x X LEAD Investigation Primary Enforcement X X LEAD Secondary X x LEAD Investigation Secondary X X LEAD 291Page Enforcement Criminal X LEAD X X Complaint Court K LEAD X X Appearance 301Page o 30 31 � 'N" CA CA I 9L COUNTY of FREDERICK Kris C. Tierney Assistant County Administrator 540/665 -5666 Fax 540/667 -0370 E -mail: ktiemey@co.fredcrick.va.us TO: John R. Riley, Jr., County Administrator FROM: Kris C. Tierney, Assistant County Administrato SUBJECT: 2013/2014 Maintenance and Grounds Department Work Program and Summary of Budget Cut Impacts DATE: March 26, 2013 2013/2014 Work Program The Maintenance Department is fortunate to have a dedicated, hard working staff that takes pride in both the appearance of the facilities they maintain and the efficiency of custodial and maintenance operations. The number one goal of the maintenance department is to continue the high level of facility care and cleanliness, attention to detail and timely response to maintenance issues that has been their consistent trademark despite the reduced resources over the last number of years. We have also worked diligently to establish appropriate preventative maintenance programs in an effort to save the County money over the long run. A summary of activities that will continue with limited interruption are listed below. County Administration Building g (CAB) • Provide daily housekeeping to include emptying trash, vacuuming all office space and corridors and thorough cleaning of restrooms. 0 Grounds keeping, including sidewalk snow and ice removal. • Weekly buffing of tiled floors. • Once a year floor waxing. • Routine upkeep and preventative maintenance of all building systems. + Miscellaneous building repairs, as needed. Old County Court House Provide daily housekeeping to include emptying trash, vacuuming of all office space and corridors and thorough cleaning of restrooms. 107 North Kent Street * Virginia 22601 Memorandum - John R. Riley, Jr. March 26, 2013 Page 2 of 3 • Grounds keeping, including sidewalk snow and ice removal. • Monthly buffing of tiled floors. • Routine upkeep and preventative maintenance of all building systems. • MiscelIaneous building repairs, as needed. Public Safety Building g (PSB) a Provide daily housekeeping to include; emptying trash, vacuuming of all office space, training rooms, ECC, EOC, forensic tab and corridors and thorough cleaning of restrooms. 0 Grounds keeping, including sidewalk snow and ice removal. • Twice a week buffing, • Once a year carpet cleaning and waxing of tiled floors. 0 Routine upkeep and preventative maintenance of all building systems. • Miscellaneous building repairs, as needed. Animal Shelter Routine upkeep and preventative maintenance of all building systems. Building repairs, as needed. Maintenance Department Summary of Budget Impacts We intend to continue with most preventative maintenance and routine custodial tasks, however, we have had to adjust for cost increases in areas such as electric rates, cleaning supplies and paper products which, in turn, have forced us to skimp elsewhere in our budget. As a result, we have had to eliminate some items such as annual carpet and exterior window cleaning. There are also several non - routine maintenance items that we will again be unable to accomplish due to present budget limitations. These items are summarized below. Staffing As a result of budget limitations we have been unable to fill a fulltime custodian position at the County Administration Building following a resignation in 2010. This has put a strain on the maintenance staff which we have "temporarily" address through the "sharing" of a full -time custodian between the Kent Street complex and the PSB. In addition to the strain on the custodial staff, the maintenance oversight functions performed by County Administration's Administrative Assistant grew considerably when the PSB and Animal Shelter came online. The duties of this position include such things as processing all invoices related to custodial and maintenance activities, supplies, and utilities, and administering Memorandum - John R. Riley, Jr. March 26, 2013 Page 3 of 3 maintenance contracts for a variety of building systems and equipment maintained under agreements with outside vendors. When the additional facilities came on line in 2007, the square footage of buildings maintained approximately doubled. As a result, there was a corresponding increase in the workload of the Administrative Assistant. This increased workload continues to strain the ability of a single individual to perform the many other functions associated with this position. An additional clerical position was requested, but cut from the 2008/09 budget and although the need has increased, the position has been omitted from subsequent budgets due to the ongoing fiscal constraints. County Administration Building Building Security: Plans to install additional electronic locks (and the associated card readers to control access) at additional points throughout the County Administration Building have been put on hold. No log exists of what keys have been distributed to what employees over the years. The only way to establish such a register would be to rekey the building. This effort has been put off until funding is available. c The closed circuit security cameras and associated recording equipment are dated and do not have the clarity or memory capacity that is desired. An upgrade of this equipment is desirable, but is not likely to be feasible given other needs under current budget • Direct Digital Controls (DDC): We have held off on installation of digital controls for the roof top units on the four story portion of CAB. This devise would enable remote monitoring, diagnosis and some system adjustments by the Maintenance Supervisor and reduce dependence on the School system's building and grounds staff. • Replacement of water source heat pumps: Each floor of the older four story portion of the complex has one central unit. The units are original equipment and have exceeded their life expectancy. • Reseal expansion joints: Caulking in all expansion joints on the exterior of the building are overdue to be replaced. • Painting: Areas within the County Administration Building which have been in need for a number of years such as the stairwells. Flooring: A number of areas within the County Administration building are in dire need of carpet replacement. Memorandum - John R. Riley, Jr. March 26, 2013 Page 4 of 3 Old CountCourthouse • Heating system upgrade: The current steam heat system in the Old Courthouse is a source of concern. The system is quite old and some of the existing piping needs to be replaced. Several radiator controls are defective and are not heating properly. The existing control system is obsolete and extremely limited. It would be beneficial to upgrade to a system that is compatible with the system in the north building at CAB. Public Safety Building a Several high traffic areas such as training rooms, patrol & briefing areas need painting. The budget for the PSB was originally built around a building that was under warranty. Since then there have been no budget increases and in fact, several budget reductions as we struggle to maintain a building that had various repairs and maintenance needs, the cost for which exceed the original budgeted funds. COUNTY of FREDERICK I P_ arks and Recreation Dcpartmerni 540 -665 -5678 FAX: 540 -665 -9687 www.fcprd.nct c -mail: fcprd0,,co.fircder1ck.va - us MEMO Co 4 a To: Board of Supervisors i�pR ^ , ,.' TM a ' From: Jason Robertson, Director ��. Subj: 2014 Work Program and ecutive Summary �ro�Z��$�'4 Date: March 27, 2013 Please find attached the executive summary and work program for the Parks and Recreation Department. The Parks and Recreation Commission at the December 12 meeting approved the goals that were included in the 2012 Frederick County Parks and Recreation Strategic Plan as the goals for the department in 2014. 107 Nortll Kent Street WHichester, VA 22601 Frederick County Parks and Recreation Executive Summary Fiscal 2014 The Parks and Recreation Department continues its effort to maintain a high standard in the provision of affordable parks and recreation services for Frederick County residents. Evidenced with the department's goals for fiscal 2014, staff plans to continue providing quality facilities and programs utilizing the resources requested. The department intends to accomplish these goals and still maintain the fiscal stewardship practiced aver the years thanks to the efforts of 1,600 employees, volunteers, or volunteers of cosponsored organizations providing recreation in the last two years. The cuts to the proposed fiscal 2014 operating and capital budgets recommended by the Parks and Recreation Commission will present significant challenges to the Frederick County Parks and Recreation Department. Failure to fund the Assistant Director since 2009 has created significant strain on the existing staff due to the challenges in leadership, communication, and processes which were vital in the success of the organization prior to 2009. The cuts will also eliminate the training program for exempt staff identified as a goal for fiscal 2014 in the 2012 Parks and Recreation Strategic Plan. Unfunded capital improvements in the Parks Division will ultimately lead to increased down time for equipment and facilities, increased repair costs, future emergency purchases including pool surfacing and siding on the pool bath houses, and reduced park visitor satisfaction by eliminating a shade structure at the Sherando Pool and irrigation on athletic fields north of route 277 at Sherando Park. Failure to fund capital will also lead to the delay of implementing the Parks and Recreation Capital Improvement Program for another year. FREDERICK COUNTY PARKS AND RECREATION 2012 STRATEGIC PLAN l AARK'S fep rd. n et (Approved, Dec. 2012 — Frederick County Parks and Recreation Commission) FiffiDEMCKCOUNTS�dA 540- 665 -5678 FREDERICK COUNTY PARKS AND RECREATION 2012 STRATEGIC PLAN Frederick County's Mission: Ensure the quality of life of all Frederick County Citizens by preserving the past and planning for the future through sound fiscal management. Frederick County Parks and Recreation (FCPRD) Mission: FCPRD is committed to promoting and providing quality parks and recreational facilities, programs, and leisure opportunities for our community. Strategic Plan Desired Outcomes 1. Define the departments Mission & Vision 2. Provide a document with day -to -day relevance assisting FCPRD establish priorities and best serve the community. 3. Provide a clear framework to translate community needs into attainable, measureable actions. 4. Set priorities for Capital Improvements Plan 5. Position the department for national accreditation Frederick County Parks and Recreation The Frederick County Parks and Recreation Department builds community through its parks, programs and people. FCPRD manages a system of owned or maintained facilities currently including; 403 acres of land of which 220 acres are developed park land, 3.6 miles of paved multi - purpose trail, two (2) miles of unpaved trails, sixteen (16) picnic shelters, eight (8) playgrounds, two (2) fishing lakes, two (2) outdoor pools, five (5) community centers, two (2) fitness facilities, and administrative offices. Through a cooperative use agreement with the Frederick County Public Schools, activities are also offered at school facilities. Programs and services include; before and after school program, sports and recreation, camps, community events, trips, health and fitness, facility maintenance, park maintenance, customer service, and environmental stewardship. The majority of Frederick County households have used FCPRD facilities and /or programs in the past year. Sherando and Clearbrook Parks received approximately 450,000 visits in FY 12. The department coordinated recreation programs and activities for over 17,000 participants of all ages; 199 Frederick County youth participated in basicRec before school care, and 188 participated in basicRec after school care. FCPRD pools received over 35,000 visitors and provided over 1,600 swim lessons. Over 500 volunteers contributed their time and skills to a wide variety of programs and activities, from youth sports programming to special events to park development and maintenance. FCPRD created approximately 150 partnerships with outside private and public entities in the course of providing programs and services. Information Gathering The department continually seeks and responds to input from internal and external stakeholders for the purpose of improvement in the provision and delivery of services. Summary results from an internal Strengths, Weaknesses, Opportunities, and Changes /Threats, survey are included below. Results from a randomized community survey created with the help of public input meetings and conducted in the spring of 2012 are summarized in Attachment 1. Demographics Frederick County's population increase of 32% over the past decade is nearly triple that of Virginia as a whole. The current (2010 Census) population of 75,305 is expected to increase 22% by 2020, bringing about 17,500 additional residents to Frederick County. Among youth, the largest growth (25%) will occur in children younger than 5, while the population of teens 15 -19 is projected to decrease 5% from current levels. Adults 25 -39 show growth greater than 40 %, while those 40 -54 show negligible if any growth. The Senior population, 55 -74, is projected to grow at a rate greater than 40 %. The graph below shows growth projections among groups with similar recreation programming needs. The different rates of growth illustrate where current programming may be adequate, and where expansion will likely be necessary. 22% Population Increase 2010 -2020 ("'17,500 additional residents) 50% O 40% 33% 30% -9 22% 20% —4 -5 6 - - - - -- — 10% — 5/ — 0% 1/ >5 5 -9 10 -19 20 -29 30 -44 45 -59 60 -74 75+ (Virginia Employment Commission, 2012) Of Frederick County's race /ethnicity makeup in 2010, 86% of the population was White. Hispanics were the second largest ethnic group making up 7% of the population. Projections show an increasingly homogeneous population in 2020 with 90% of the population White and most other groups shrinking in proportion and /or actual number (VA Employment Commission, 2012). Employment Frederick County's workforce has been impacted by the recent economic downturn. Unemployment, while several points lower than national levels, has been more volatile for Frederick County than Virginia as a whole, Frederick County experienced higher unemployment than the state, but recovered faster than Virginia as a whole. Frederick County's unemployment rate as of May 2012 was 5.2% compared to Virginia's 5.6% and a national rate of 8.2% (Bureau of Labor Statistics, 2012). The percent of residents below the poverty level is 7.9% (U.S. Census). 2012 Community Survey In February and March 2012, surveys were mailed to 1,800 randomly selected households in Frederick County. Survey responses provide statistical significance with a 95% confidence level and margin of error of +/ -4.9 %. A summary of survey findings is included in Attachment 1. The 2012 Community Survey shows FCPRD as most cited provider of parks and recreation services with six out of ten Frederick County households having used a FCPRD facility or program in the past year. Survey results indicate the following findings with relevance to the strategic direction of the department: • Multi -use trails are the overwhelming facility interest /need • Adult Fitness is the overwhelming recreation programming interest /need • Print mediums are the ,preferred communication method Additionally the primary benefits households feel FCPRD contributes to include: • Making Frederick County more desirable • Improving health and fitness • Improved quality of life • Providing alternatives for youth • Preserving open space SWOT Analysis Separately, the Parks and Recreation Staff conducted a SWOT Analysis of the organization. The following represents the findings: STRENGTHS WEAKNESSES • Current facilities • Limited program areas • Staff • Program & Agency awareness • Programs • Customer service • basicRec . Level or decreased funding • High department stature and reputation • Lack of professional development • Customer Service • Market and trend knowledge • Affordability • Communication • Safety • Connection to Mission • Stewardship of resources . Aging equipment • Long list of park and facility needs TREND /CHANGE— OPPORTUNITY CHANGES /TRENDS - THREATS • Program Development • Competition / Alternative providers • Develop partnerships for service delivery • Population and demographic shifts • Keep costs affordable • Emergence of new program trends • Develop alternative funding • Impact of changes with FCPS • Promote benefits of Parks and Recreation • Economic conditions • Develop new, and improve current facilities • Insufficient funding to keep pace w/ new demand • Increase environmental posture and facilitation • Increased emphasis on efficient gov't services • Obtain agency certification • Increased demand for new facilities • Invest in equipment to increase efficiency Strategic Goals, Strategies, and Action Plans: A. Goal: Identify and secure funding to support FCPRD aspirations Strategy: Create alternative funding pool with identified revenue streams Action: • Develop mechanisms to attract non -tax base funding B. Goal: Develop culture of common purpose among FCPRD staff Strategy: Encourage Mission to guide day to day staff actions Action: • Create staff committee to review current mission statement • Meet with staff to relate job function with mission • Create internal newsletter /communication piece C. Goal: Increase capabilities and knowledge of staff Strategy: Encourage professional development and training Action: Match individual staff plans and agency goals to develop department training program • Prepare for changes resulting from demographic shifts • Budget for annual professional development D. Goal: Develop new and improve current facilities Strategy: Refocus efforts to realize identified facility needs Action: • Align Comprehensive Plan policies with community survey results • Review /Update Capital Improvement Plan (CIP) priorities with survey results • Identify potential partnership opportunities in achieving CIP priority items • Engage Commission in advocacy for facility needs • Utilize demographic trend information in need assessments E. Goal: Increase environmental stewardship posture of department Strategy: Integrate environmental stewardship into park and recreation operations Action: • Identify natural resource inventory at parks • Identify best management practice (BMP) resource opportunities • Develop a process for resource use, balancing environmental, budget and user expectations • Encourage `green purchasing' by comparing items to be purchased with 'greener' alternatives F. Goal; Provide the tools and equipment necessary for staff to effectively and efficiently carry out job functions Strategy: Address equipment and vehicle replacement needs Action: • Maintain an updated inventory of vehicles and equipment • Assess rental vs. ownership opportunities for equipment and vehicles • Develop equipment and vehicle replacement schedule and plan • Budget to plan G. Goal: Ensure alignment of program offerings with community needs Strategy: Offer wider range of programming Action: • Inventory programming opportunities identified in community survey • Encourage implementation of identified programs • Identify partnerships to provide program offerings • Develop programs to meet demographic trends • Enhance marketing efforts H. Goal: Enhance customer service Strategy: Develop understanding of customer and market perspective Action: • Implement Customer Service training program • Create a consistent method of capturing customer feedback across department activities • Respond to feedback and develop service baselines for future comparisons I. Goat: Increase awareness of Parks and Recreation Department Strategy: Update / expand exposure of Department Action: • Create logo to better reflect whole of FCPRD • Develop civic group presentations • Develop interactive map of parks and park facilities • Optimize use of Press Releases • Identify and promote agency position J. Goal: Increase attractiveness and awareness of programs Strategy: Redesign Calendar of Events Action: • Prepare new program and activity guide • Drive relevance of website K. Goal: Demonstrate efficient operations Strategy: Pursue CAPRA accreditation Action: • Inventory and pursue National Recreation and Parks Associations" CAPRA requirements • Budget of accreditation expenses L. Goal: Maintain relevance of Strategic Plan Strategy: Schedule periodic progress reviews Action: • Create quarterly assessment and review for staff • Create annual assessment and review for Strategic Plan Committee Frederick County Parks and Recreation FY12 Accomplishments A. Expanded and renovated the Sherando Park south side ball field complex concession and restroom facility. There will be year round restrooms available to serve the park patrons. This project was funded by proffer funds collected for Parks and Recreation. B. Provided 1,262,991 contact hours of recreation through a variety of youth, senior, family and cosponsored programs. C. The Winter Wonderland light show opened the Friday after Thanksgiving in 2011. An event record 24,431 people enjoyed the light show held over 36 days. D. The 2011 Thanksgiving 5k had 713 runners. This was 263 more runners than 2010. E. Parks and Recreation staff members played vital roles on several Frederick County committees outside Parks and Recreation including the Green Advisory and Web Committees. F. Continue to expand basicREC and Camp basicREC to folks who need care on a part time basis. Two hundred and thirteen ten visit punch passes were purchased for this program in fiscal 2012. G. One hundred and eighteen competed in the first summer volleyball league for high school girls. H. Parks and Recreation partnered with Sportsplex to bring the Nikc basketball camp to Frederick County enjoyed by 98 participants. I. Created an electronic inventory system for recreation supplies which should reduce costs. Installed pool chair entry lifts at both swimming pools. K. Renovated the kitchen area at the Sherando Community Center Multi Purpose room.. L. Landscaped the area around the Sherando Lake Shelter. M. Replaced Floor surface at the south comfort station, baseball concession bathrooms, and softball field bathrooms at Sherando Park and the east comfort station at Cleabrook Park. N. Installed six Crepe Myrtles in front of the County Administration Building. O. Installed drainage tile around soccer fields I and 2 at Sherando Park. P. Conducted the community and staff surveys of the department's Strategic Plan. COUNTY of FREDERICK MEMORANDUM TO: FROM: RE: DATE: John R. Riley, Jr., County Administrator Eric R. Lawrence, AICP, Planning Director Department of Planning and Development 5401665 -5651 Fax: 540/ 665 -6395 f ( a R r to Department of Planning and Development 2013 -201 LZL L1Ob March 18, 2013 m R. Lawrence, AICP Director Please find attached the 2013 -2014 Work Program for the Department of Planning and Development. This departmental work program provides tasks associated with the daily activities undertaken by this department, as well as the long -range planning, current planning, and transportation planning programs that were mentioned during the Planning Commission Retreat in February. It is important to note that the implementation of this work program could be impacted by reductions in the Department's budget for FY 2013 -2014. The department continues to operate with three vacant Planner positions (37.5 percent of the department's professional staff). These vacancies have existed since FY 2009 -2010, and the department understands that the positions will remain vacant, so the department's work program has been modified reflective of the current department work force. Further reductions to the department's budget will certainly challenge the department to effectively operate and accomplish its responsibilities for planning for the community's future. While major development project submissions have certainly subsided over the past few years, which the department did address through a proactive staff reduction, existing department staff continue to manage an extensive workload of development proposal reviews, bond management, and long -range planning projects. The department continues to assist development proposal applicants to achieve project approvals that satisfy county policies and ordinances, and are most cost effective for the county, the developer, and the end user. Additionally, the department's staff continues to provide support for over 10 Board, Commission, Committees, and Authority meetings every month. Please contact me if you have any questions regarding the 2013 -2014 Work Program, or if you need additional information. Thank you. ERL /rsa Attachments: Planning and Development 2013 -2014 Work Program 107 North Kent Street + Winchester, Virginia 22601 -5000 Department of planning and Development 2013 -2014 Work Program MISSION STATEMENT: The mission of the Frederick County Department of Planning and Development is to lead in the development of policies and procedures pertaining to all aspects of community growth and development, as well as administer existing policies and procedures fairly and accurately. VISION STATEMENT: The Frederick County Department of Planning and Development will achieve the Mission Statement through the monitoring of various local, state, and national growth trends and issues to ascertain appropriate policies, regulations, and procedures. The department will utilize this information to establish and maintain a process which will positively influence the type, quality, and location of development to produce a well balanced, livable community. The department will share information, educate about new programs, and advise elected and appointed officials of this information to allow for informed and consistent decision making. CORE VALUES: The Director of the Frederick County Department of Planning and Development will strive to ensure that all employees of the department recognize the following core values: • Professionalism in all interaction with elected and appointed officials, and the general public. • Desire to improve upon current skills and education to benefit the employee, the department, and the community. • Work as a team player within the department and with other county departments and agencies. • Approach county and departmental issues in a positive, solution - oriented manner. • Provide quality customer service and strive to establish positive rapport with the general public. • Professionalism in appearance, dress, and personal hygiene. Page 2 of 18 Department of Planning and Development 2013 -2014 Annual Work Program Planning Department Description Current staff within the Department of Planning and Development includes the Director, the Deputy Director -Land Use, the Deputy Director - Transportation, the Zoning Administrator, a professional planner, a zoning inspector, a Geographic Information System Analyst, an Administrative Assistant, two supporting clerical staff and an office assistant. The Department also has three vacant professional planner positions; these positions will remain vacant into the foreseeable future. The daily activities of the Planning Department involve a great deal of administrative work. Codes and ordinances pertaining to land use and development are administered and problem - solving assistance is provided to developers, landowners, and the general public. Daily activities include responding to numerous inquiries, review of development proposals, land use applications and building permits, preparation of various agenda materials, and the investigation of ordinance violations. The Department maintains statistical information related to land consumption and availability, transportation facility funding, population, and economic factors such as how development impacts demand for county facilities. In addition to the daily activities identified above, the Planning Department administers long - range planning projects, current planning projects, transportation planning and funding management, historic preservation, and farmland preservation. Examples of these projects include the formulation of land use policies; the development of land use plans; the establishment of transportation plans; the review of ordinance standards; and the drafting of grant applications. These projects are undertaken by staff with the assistance of various County committees, and generally require substantial coordination with other County departments, regional jurisdictions, and various state agencies. Planning and Development 2013 -2014 Work Program Page 3 of 18 Department of Planning and Development 2013 -2014 Annual Work Program I. 2013 -2014 Goals, Objectives and Strategies GOAL: To maintain and improve our planning process in order to manage growth and development in Frederick County. Objective: Maintain an up -to -date Comprehensive Plan that is responsive to changing situations and current needs. Strategies Develop Urban Center Prototype Design Guidelines. Conduct detailed land use studies and draft creative design plans for selected Urban Centers that have been identified in the area plans. In an effort to further implement the Comprehensive Plan, the Urban Center design plans will provide further guidance to property owners and developers located in areas identified as Urban Centers. The design plans will evaluate how various land uses can be mixed into an intensive, walkable, interconnected neighborhood with public open spaces and integrated community facilities. The plans may also provide opportunities as Transfer of Development Rights (TDR) receiving areas. Southern Frederick Area Plan. Update /renew /expand the land use and transportation plans for the area generally located between Route 522 South, Route 277, and 1 -81. This effort will utilize the previously adopted area plans (Southern Frederick Land Use Plan, Route 277 Triangle and Urban Center Plan, and the Tasker Woods Land Use Plan) as a basis to build upon. Study will look at opportunities for urban centers, neighborhood villages, and C/I concentration growth areas, and Page 4 of 18 Department of Planning and Development 2013 -2014 Annual work Program associated transportation and community facilities. End result will include a more user friendly, single plan for these three previously adopted plans. Develop Rural Village plans. Conduct land use studies and plans for the defined Rural Villages. Efforts will evaluate opportunities for enhancements to the existing Rural Villages, which could include Transfer of Development Rights (TDR) receiving areas and public utilities. It is envisioned that once an Area Plan is established for a Rural Village, a new zoning district may be necessary to implement the unique qualities of the Rural Village Area Plans • Gainesboro Rural Village • Albin Rural Village Undertake and Complete the Southern Frederick Urban Area Plan. This Area Plan effort provides an exciting opportunity to evaluate locations for implementing potential Urban Centers and Neighborhood Village concepts. In addition, the principles of New Urbanism promoted in the Comprehensive Plan and required by State Code should be a primary element of this effort. Potential additional areas for M may also be incorporated into the study. Ensuring a strong nexus between the land use designations and the other components of the study update is a major consideration of this effort. The Plan would include the consolidated areas presently addressed in the: Southern Frederick Land Use Plan, Route 277 Triangle and Urban Area Plan, Tasker Woods Land Use Plan, and the Route 11 South Land Use Plan. Objective: Develop and maintain a computerized information system in order to better monitor development and aid in the collection, dissemination, and analysis of information to support planning decisions. Strategies Assist in the effort to promote the use and expansion of the County's GIS The Planning Department will continue to assist the IT Department in developing the county's GIS through improving the accessibility of information to departmental databases. The Planning Department continues to become proficient in GIS technologies and their application to Planning tools, allowing for the IT Department to spend more time on map conversion, updating and acquiring additional digital information, general system maintenance, and filling helpdesk work orders from county departments. Establish a Proffer System for use within the County's GIS The Planning Department will lead an effort to develop GIS technologies that will assist Page 5 of 18 Department of Planning and Development 2013 -2014 Annual work Program in the tracking of proffer commitments, including the payment of proffered cash contributions towards county facilities and transportation networks. This product will initially be available solely for internal use but is envisioned to be made accessible to the public through an internet- based interface. Establish a Transfer of Development Rights (TDR) Tracking System. Such a system will track sending and receiving a property's development rights, as well the resulting conservation easements. The conservation easement tracking would also include non -TDR resulting easements, such as PDR and other efforts which result in land preservation easements. Continue efforts to expand and improve the departmental web page. The Planning Department will continue to develop and expand the Planning Department pages for the County web site in 2013. The Planning Department will provide planning documents, meeting agendas, special land use study updates, and other related information for use on this site. The Department was the first county agency to utilize the county's YouTube channel, utilized as part of the 2030 Comprehensive Plan informational webpage. Objective: Prepare coordinated plans for community facilities. Strategies Annual update of the five -year Capital Improvements Plan (CIP) for major capital facilities. Continue efforts to improve the quality and accuracy of information provided. Search for new ways to achieve increased coordination and cooperation between various County departments and agencies in planning for capital facilities. Evaluate methods to organize the Plan respective of realistic funding priorities Expedite and coordinate the design review of major development projects. Investigate methods for improved communication and coordination with County agencies, such as the school system and the Sanitation Authority, in planning and locating new facilities. Enhance the capital facilities review process to simplify adherence with the requirements of Section 15.2- 2232 of the State Code. Page 5 of 18 Department of Planning and Development 2013 -2014 Annual Work Program GOAL: To initiate actions to put planning policies into effect. Objective: Maintain up -to -date development regulations which are effective in achieving their intended result. Strategies Continue to review and evaluate the effectiveness of development regulations. Study, Evaluate, and Recommend Enhancements to Further Implement the Comprehensive Plan Through Business Development. Coordinate a study that results in recommendations to strengthen the business component of the Comprehensive Plan, bring key sites to shovel -ready status, and promote opportunities for business development. Enhance the development review process to promote "Open far Business" climate. Coordinate with review agencies to stream line the development review process to achieve an improved business- friendly process. Implement the Traditional Neighborhood Design via Ordinances. This effort is aimed at implementing the design principles associated with the UDA Study, and more specifically the department's task of crafting a prototype Urban Center design. Such designs would be implemented through enabling the developer flexibility when utilizing the proposed TND (Traditional Neighborhood Design) zoning district. Work with the Development Review and Regulations Committee to create specific amendments in response to concerns raised by citizens, appointed and elected officials, or staff members. An important project will be the re- codification of the commercial and industrial zoning to reflect the updated NAILS rather than the SIC descriptions for permitted uses. Work with the Development Review and Regulations Committee to reevaluate and enhance the business and industrial districts to promote County economic development strategies and opportunities. Page 7 of 18 Department of Planning and Development 2013 -2014 Annual Work Prcgrarn Objective: Maintain and improve plans for roads in the County. Strategies Update the Secondary, the Primary, and Interstate Road Improvement Plans. Work with the Win -Fred Metropolitan Planning Organization, the Transportation Committee, and the Virginia Department of Transportation to maintain up -to -date plans for needed road improvements. Objective: Continue to develop and implement methods to preserve key historic sites that will assist with the promotion of tourism. Strategies Implement the Battlefield Action Plan, and other Historic Preservation Plans concentrating on preservation methods that emphasize cooperative efforts with landowners. Objective: Ensure that new development adequately provides for the cost of new infrastructure. Strategy Continue to develop and refine impact analysis techniques in order to accurately project the financial impacts of new development on infrastructure. Use conditional zoning and explore other means of addressing these impacts. Monitor state -wide efforts to implement enabling legislation aimed at paying for growth. Participate in state efforts to consider Impact Fees legislation, implementing all possible efforts to confirm that enacted Impact Fees properly address the identified impacts in Frederick County. GOAL: To solve problems concerning land use and development. Objective: Address land use and development problems when they arise. Page 8 of 18 Department of Planning and Development 2013 -2014 Annual Work Program Strategy Continue to train less experienced planning staff members to creative) address problems. Strive to improve staff performance, judgment, and customer relations. Work on improved lines of communication with the community stakeholders and appointed and elected officials in order to keep abreast of concerns. GOAL: To provide information and advice to the Board of Supervisors, Planning Commission, County Administrator, public agencies, developers, citizens of the County, and the general public. Objective: Keep the Board, the Commission, and the County Administrator well- informed of activities within the department of which they may receive inquiries. Strategy Hold regular work sessions between the Commission and Board in order to keep all parties well- informed of ongoing activities and to receive direction. Objective: Improve the quality and presentation of information provided. Strategy Use the Geographic Information System and other available computer systems and models to provide more useful and complete information in a format that is easy to comprehend. Expand on use of computer protection equipment in order to better display and explain land use application information and other agenda items. Page 9 of 18 Department of Planning and Development 2013 -2014 Annual Work Program GOAL: To provide user - friendly customer service. Objective: Meet the needs of citizens and other clients with information presented in a polite and helpful manner. Strategy Maintain an atmosphere and philosophy which emphasizes customer service. Continue to expand the department's web page. Develop additional services and information which can be made available over the Internet. These services should include planning documents, meeting agendas, and other relevant Planning Department products, as well as enable the completion of on -line development application submittals. GOAL: To provide opportunities for public involvement and education in the planning process. Objective: Involve the public early in planning and policy development. Don't wait until policies are developed to involve the public. Strategy Hold public events and fully involve the public in the discussion of issues. Provide clear and accurate information on issues to the public. Document and utilize the input received. Continue to participate in the Governments 12 Service Learning Program with the school system in order to expose students to the concepts of local government and planning. Also, explore other means of interacting with the school system. Page 10 of 18 Department of Planning and Development 2013 -2014 Annual Work Program II. 2013 -2014 WORK PROGRAM A. ADMINISTRATION - Administrative tasks will include the following: 1. Violations and Complaints - Formal complaints received concerning ordinance violations will be addressed in a timely and appropriate fashion based on the specifics of the occurrence. 2. Requests for Information - Requests will be responded to in a timely fashion to ensure conformance with the County adopted FOI Policy. 3. Support Boards, Commission, and Committees - Issues will be thoroughly researched, recommendations on alternative approaches to addressing issues will be developed, and supporting information materials generated for an average of ten agendas per month. 4. Improved Customer Service - The staff will strive to develop new procedures and methods which result in faster turnaround of information requests, land use applications, and overall improved customer service. 5. Coordination with Agencies - The staff will continue to coordinate policy formulation, project development, and decision - making with federal, state, regional, and local agencies. 6. Record Keeping and Administrative Improvements - The staff will continue to work on improvements to record keeping and administrative procedures in an effort to improve overall office efficiency. 7. Development Impact Model - The staff will continue the process of annual review and update to insure that the model remains current. 8. Grant Administration - The staff will continue to provide administrative oversight and management of grants for transportation, housing, and neighborhood infrastructure. Grants of benefit to the county will continue to be pursued. Page 11 of 18 Department of Planning and Development 2013 -2014 Annual Work Program B. DEVELOPMENT REVIEW - The overall number of development applications in calendar year 2012 was consistent with that of 2011, reflective of the stabilizing national economy. Staff will continue to review these applications and will work to improve review procedures as time permits. The table below identifies activities associated with the various applications over the past two calendar years. Development Application Activity Application Name 2011 Activity 2012 Activity Rezoning 1 9 Master Development Plans 1 6 Subdivisions 4 6 Site Development Plans 29 40 Conditional Use Permits 10 3 Variances /Appeals 5 S Waivers & Exemptions 3 2 Rural Preservation Subdivision Design Plans 0 0 Major Rural Subdivision Design Plans 0 0 CPPA Requests 1 1 Zoning Violations /Complaints 112 100 Page 12 of 18 Department of Planning and Development 2013 -2014 Annual Work Program C. COMPREHENSIVE PLANNING - The Comprehensive Plans and Programs Committee (CPPC) will work on the following efforts: • Complete the Urban Center Design Plan. Conduct design study to identify the key features for inclusion in an urban center located in Frederick County. • Continue to improve the Capital Improvements Plan (CIP) • Southern Frederick Urban Area Plan (SFUAP). Renew and expand upon the South Frederick Land Use Plan (conducted in 1990s), Route 277 Triangle Land Use Plan (2007). The expanded study area will cover Parkins Mill Road to just south of Route 277, and west to Route 11. Efforts will look towards housing, C &I, and transportation. • Rural Community Center (RCC) Area Plans. Conduct land use studies for the defined RCCs, and the incorporation of TDR receiving areas. D. ORDINANCE REVIEW - In addition to routine requests, activities of the Development Review and Regulations Committee (DRRC) will include the following projects: • Develop ordinances to implement the Urban Center design concept (i.e. development of the TND District) • Evaluate and enhance the business and industrial districts to promote County business development strategies and opportunities and to address design elements. • Revisions to the Zoning Ordinance to incorporate Business Friendly Committee suggestions. • Continue to review and align the Zoning and Subdivision Ordinances with the 2030 Comprehensive Plan • LEED — Green standards implementation - A general review of environmentally friendly development standards that may be appropriate in Frederick County. Consideration would be given towards creative stormwater management and parking alternatives that are designed and have history of working properly in karsts topography. • A general review of environmentally friendly development standards that may be appropriate in Frederick County. Consideration would be given towards creative stormwater management and parking alternatives that are designed and have a history of working properly in karsts topography • Evaluate the merits of a Wind Farm ordinance • Evaluate and implement Affordable / Workforce Housing initiatives - Many communities have incorporated programs and requirements to incorporate Affordable and Workforce Housing in new larger development proposals. Frederick County could evaluate how such a program could be incorporated, and evaluate its projected need in our community. • Develop a new residential district for the Rural Community Centers (RCC's). • Develop a new residential district to implement the Round Hill Land Use Plan • Develop a process and standards for the implementation of proportional site Page 13 of 18 Department of Planning and Development 2013 -2014 Annual Work Program development improvements • Revised HOA ordinance • Develop design standards for commercial corridors within the county, primarily those leading into the City of Winchester. • Complete a comprehensive review and revision of the County Subdivision Ordinance, Chapter 144 E. TRANSPORTATION - Transportation planning work will include the following projects: • Further the planning, design, right -of -way acquisition, and construction of Route 37 • Evaluate and implement programs to preserve the Route 37 right -of -way, while honoring property owner opportunities until the right -of -way is acquired. • Create a listing of County's top areas of safety concerns based upon accident rates. • Site design for traffic flow. While Frederick County does not currently regulate on -site designs for traffic flow, staff feels this may be an important consideration. This is particularly important in the immediate area where traffic is leaving the road system and entering parking lots. A number of newer shopping center entrances have been developed in ways that lead to potential safety concerns. • Facility Maintenance Standards. While this topic can have broad application, the current focus for staff is maintenance of public facilities located on private or homeowners association property. It is very common for developments to proffer bicycle and pedestrian trails that will be open to the public, but are located on HOA, business park, or even private property. Staff encourages this because it provides a needed amenity to the public without burdening the County or VDOT with maintenance of the facility. The issue that needs to be addressed is the long term maintenance of these facilities. While many business parks and HOA's are good about maintenance, not all are. The adoption of facility maintenance standards would allow enforcement of a standard of maintenance for facilities open to the public. • Data gathering and maintenance efforts. The ability to conduct or cause to be conducted a number of data gathering efforts on an as- needed basis would be very beneficial to the transportation planning process in the County. While staff currently tries to maximize outside resources such as the Metropolitan Planning Organization and VDOT to get needed data, not all needs are met. Construction Project Management. Staff would note that management of construction projects is becoming a much more significant portion of staff duties. This includes county management of revenue sharing projects and economic development access projects, and any other opportunities that may arise. As the County continues to expand the use of the public- private partnership to keep transportation improvements moving forward, it may be advisable to develop a quantitative basis for evaluation of projects that would aid staff and the transportation committee when competing Page 14 of 18 Department of Planning and Development 2013 -2014 Annual Work Program projects are being considered. In addition, an internal effort to refine the project management process and who the respective role players are would be beneficial. Additional transportation planning efforts will be contributed towards the following: 1. Transportation Planning — Continue in all efforts of plan review to make sure development proposals appropriately address their projected impacts. This includes participation in plan review at Rezoning, Master Development Plan, Subdivision, and Site Plan processes. 2. Area Transportation Planning - Efforts will continue on implementing the road improvement plans that result from the MPO 2030 Transportation Plan. Special efforts will be made to ensure that the Eastern Road Plan is effective and up -to- date. There will be a need to continually work with the Virginia Department of Transportation to ensure that improvement projects are funded and implemented in a timely fashion. The resulting product is a modeled long -range transportation plan which complements the regional effort made by the Metropolitan Planning Organization. 3. Transportation Committee — Routine, annual, and special project work will continue with this committee of the Board of Supervisors including the Primary and Secondary Road Improvement Plans, 4. Grant Applications - The staff will continue to identify and apply for funding to implement the community's transportation network. 5. Prioritize Major Road Improvements - Staff will perform a review of major road projects within the Secondary Road Improvements Plan to ensure that funding for improvements reflects local priorities. F. MAPPING and GRAPHICS - A major effort continues on implementing the County's Geographic Information System (GIS) Plan. 1. Improve Mapping Database and Mobile Device Programs. - Staff will work to improve the mapping database to create a more efficient, useable, and reliable data source for planning- related layers. Map conversion, acquisition of additional layers of information, user applications, and efforts to improve overall mapping and communication capabilities will continue. Efforts will also continue to make the planning related GIS data available on mobile devices such as the iPad. Page 15 of 18 Department of Planning and Development 2013 -2014 Annual Work Program 2. GIS Steering Committee (through participation in the IT Working Group and GIS User Group) - Staff will continue to actively participate in the advancement of the County's information technologies as a member of various IT based work groups. Information gleamed from the discussions will be reported back for the benefit of the entire planning staff. All planners on staff will participate to learn various software applications necessary to be proficient in GIS technologies. 3. Continued Enhancement of the Department's Web Pages - Staff will continue efforts to improve the departmental web page to provide user - friendly information over the Internet. G. HISTORIC PRESERVATION 1. Historic Resources Advisory Board - Staff will provide support to the Historic Resources Advisory Board (HRAB). The HRAB will take the lead role in the following efforts: • Ensure that the historic survey and other information are available to decision makers, property owners, and the public in a useful form. • Increase public awareness of the historic resources in the County. • Make recommendations for properties that are or may be considered historic or potentially significant when land development applications are submitted to the County. • Continue to administer the Historic Property Designation Program (historic plaque program. • Encourage historic preservation in Frederick County by recognizing significant historic resources. 2. Other Battlefield Issues - The staff will work to support the local and regional battlefield preservation efforts as described by the Battlefield Network Plan and the 2030 Comprehensive Plan. Staff will also continue to work with the National Park Service's Park Advisory Commission for the Cedar Creek and Belle Grove National Historical Park. H. ENVIRONMENTAL PLANNING - The staff will continue to monitor activity associated with the Potomac Basin Tributary Strategies Act and keep County officials informed of any significant developments. The staff will also work with various agencies on Page 16 of 18 Department of Planning and Development 2013 -2014 Annual work Program environmental issues such as flood plain management. OTHER 1. Improved Customer Service - Staff will continue to look for ways to improve public satisfaction with land use applications, review processes, and general information inquiries. 2. Citizen Involvement and Education - Staff will continue to work with government classes and other student groups to increase awareness of the planning process and local government activities. Staff will strive to develop new formats for public meetings which result in increased participation and a better means of sharing information. Page 17 of 18 Department of Planning and Development 2013 -2014 Annual Work Program III. 2013 -2014 Work Program Summary WORK PROGRAM ITEM: STATUS: A. Administration Violations and Complaints Ongoing Requests for Information Ongoing Agendas, Minutes, Budgets, Reports, Correspondence Ongoing Record Keeping Improvements Ongoing Impact Modeling Ongoing B. Geographic Information System Mapping Ongoing Geographic Information System Database Development Ongoing Web Page Development Ongoing C. Development Review via Development Review and Regulations Committee Review of Plans and Proposals Ongoing Evaluation of Review Procedures Ongoing Ordinance Review Ongoing Page 18 of 18 Department of Planning and Development 2013 -2014 Annual Work Program D. Comprehensive Planning via Comprehensive Plans and Programs Committee Urban Center Typical Design Plan Ongoing Southern Frederick Urban Area Plan Pending Rural Community Center Area Plans Pending E. Transportation Plannin MPO Area Transportation Planning Ongoing Transportation Committee Ongoing Eastern Route 37 Planning and Advancement Ongoing Interstate 81 Monitoring Ongoing MPO Implementation Ongoing Primary and Secondary Road Plan Development Ongoing F. Historic Preservation Historic Resources Advisory Board (HRAB) Ongoing Battlefield Plan Implementation Ongoing G. Environmental Plannin Ongoing H. other Conservation Easement Authority (CEA) staff support Ongoing Capital Improvements Plan Ongoing Citizen Participation and Education Ongoing COUNTY of FREDERICK, VIRGINIA DEPARTMENT OF PUBLIC SAFETY COMMUNICATIONS SINN _A23456 e? 80 Coverstone Drive, Winchester, VA 22602 CV co To: From: Subject: Date: Frederick County Board LecAnna Pyles Director, Public Safety Communications LeeAnna Pyles, Director Department of Public Safety Communications C� Work Program for FY 13 -14 March 15, 2013 The Department of Public Safety Communications consists of 21 FTE's: a Director, Operations Supervisor (currently unfunded), GIS Tech (currently unfunded), Administrative Assistant, 3 Supervisors, and 14 Dispatchers and 2PTE. The Departments primary responsibility is to receive and process E -911, non - emergency, and other administrative calls, dispatch appropriate resources, maintain records, and to coordinate and make efficient use of the County's emergency resources within the guidelines of operational procedures approved by the Sheriff's Department and Department of Fire and Rescue Services. The Department's primary responsibility is to receive, process and dispatch all emergency calls for the Frederick County Sheriffs' office, Frederick County Fire/Rescue, Stephens City Police Department and Middletown Police Department. The Department also answers all non - emergency calls for Frederick County Public Safety as well as maintain records on all calls for service and provide after hours answering service for Frederick County Social Services and Frederick County Sanitation. The Department provides service in a prompt, courteous, professional manner, striving to give our citizens this service at the most superior level possible. The Department is also responsible for the following: • Public Education on E -'911. • Operation and maintenance of the Sheriffs Office and Fire/Rescue's communications infrastructure. • Implementation of the AlertFrederick County System. Director (540) 665 -6356 Fax (540) 723 -8848 Department of Public Safety Communications FY 13 -14 Work Plan March 15, 2013 Page 2 During FY 13 -14, the Department of Public Safety Communications anticipates working towards the following goals: A: Communications Center • Upgrade the Communication Centers phone system. • Completion of the Fire & Rescue Guidelines within the Standard Operating Procedures Policy guide for the Department and revising the Training Manual. • Complete the Com -Link interoperability joint project with 13 other counties. B: Public Education • To continue to educate the public on how and when to use the E -911 system, and when and where to call for other information. • To conduct tours and provide speakers to enhance public knowledge and awareness of how and when to get emergency services. C: Emergency/Disaster Preparedness and Resource Management • To Provide the citizens of Frederick County with timely emergency notifications of impending weather or other public safety information by utilizing the Frederick County Citizens Alert system. • To maintain on -call lists for contacts of various County, State and Federal resources available under a wide variety of circumstances. • To participate in joint disaster drills. • To continue to provide Frederick county citizens the best possible emergency services in the event of an emergency using the contingency plan. Department of Public Safety Communications FY 13 -14 Work Plan March 15, 2013 Page 3 • Work with other jurisdictions to obtain Grant funding for interoperability for joint projects. D: County Communications Resource • To continue to serve as a resource for other County agencies for information, problem solving, and 24 -hour monitoring. We are continuing to work toward providing adequate training for our personnel, providing incentives for our personnel and most importantly, learn to work together for the betterment of the Department and the citizens of Frederick County. COUNTY of FREDERICK Department of Public Works 540/665 -5643 FAX. $401678 -0682 MEMORANDUM TO: John R. Riley, Jr., County Administrator FROM: Harvey E. Strawsnyder, Jr., P.E., Director of Public Works SUBJECT: Fiscal Year 2013/2014 Budget Impacts DATE: April 2, 2013 Basically, the public works general fund budgets were approved at present level with minor increases to accommodate merit increases. The only exceptions were the refuse disposal and refuse collection budgets which were decreased below present levels. Also, all of our requested capital improvements related to the general fund budgets were cut. The following discussions highlight the potential impacts of these cuts: Inspections (3401) The lone capital request was one mid -size pickup to replace one (1) of the higher mileage vehicles in our current fleet. Several of our current vehicles are approaching ten (10) years of age and exceed 100,000 miles. We have not replaced any vehicles within the past five (5) years. Consequently, maintenance costs continue to increase with the ever increasing mileage. Animal Shelter (4305) With present level budgets over the past four (4) years, the animal shelter has continued the policy of transferring funds within the approved budget to meet increasing utility costs and ether expenses beyond our control. In this year's budget, the staff had requested a capital improvement of $20,000 to purchase new cat cages that would comply with the state's veterinary requirements. This non - compliance issue of our current cages has been noted on the past compliance inspections (beginning with the inspection of March 2009) by the state vet. In our most recent response (dated February 1, 2013), Frederick County had indicated that we would commence replacement of the existing deteriorated cages with an approved unit. Failure to follow through with this commitment could result in a fine and possible a requirement to replace all of the cages. Refuse Disposal (10 -4204) This one (1) line item budget was reduced slightly below present level to accommodate the current downward trend in citizen waste disposal. Consequently, there is no excess available in this budget to accommodate nonprofit groups who request waiver of their disposal fees. Also, Budget Reductions Impact Page 2 April 2, 2013 any upturn in development could cause the disposal fees to exceed the budgeted allotment. Refuse Collection (4203) The refuse collection budget was reduced below present level. Staff had attempted to reduce the hauling contract line item to offset needed capital improvements in hopes of replacing aging equipment. However, all of the capital items were cut and the remaining funds in the contractual services line item is barely enough to cover present level waste flows. The capital purchases were recommended to replace one (1) compactor and numerous compactor cans which have far exceeded their useful life. In the absence of total replacement, we will continue to patch the cans, if possible, and address more frequent compactor breakdowns. A loss in the required number of containers will mean longer turn- around times and possible lapses in service at several of the sites. Should trash flow increase even marginally, the county will not have enough functional receiver cans to accommodate additional flows in order to keep sites operational. The new compactor was projected for the Greenwood site. The existing compactor is approximately 20 years old and heavily used. More frequent maintenance has been necessary to keep this site operational. If the compactor fails and cannot be repaired in a timely fashion, it will be necessary to close the site and defer traffic to the landfill until the problem can be resolved. Road Administration (4102) Staff had requested a budget of $30,475 which equaled the Fiscal Year 2006/2007 approved budget. This request would allow the bulk -lot purchase of poles and hardware which results in substantial savings per sign installation and would accommodate sign replacements for at least two (2) years. However, the budget request was cut by $10,000 to present level which will only accommodate minimal sign replacements. Our current contracts for sign manufacturing and installations will be advertised and reissued during Fiscal Year 2013/2014. We anticipate increased costs associated with the new contracts. Coupled with higher material costs, it is possible that this budget will be depleted before I ie end of Fiscal Year 2013/2014. HES /rls cc: file COUNTY of FREDERICK Department of Public Works 540/665 -5643 FAX: 5401678 -0682 MEMORANDUM TO: Board of Supervisors FROM: Harvey E, Strawsnyder, Jr., P.E., Director of Public Works RECTIVE D MAR 2013 c � p '=rzke -`. C3urnzy .K;�rfit'.115iafur`S �ra Cp SUBJECT: Fiscal Year 2013 -2014 Work Programs for the Public Works Department DATE: March 25, 2013 The Public Works Department includes the following diverse activities: A. Engineering and Design Reviews, B. Building Inspections, C. Landfill, D. Refuse Collection, E. Recycling, F. Litter Control, G. Road Administration, H. Animal Shelter, I. Shawneeland Sanitary District It is anticipated that the following work activities will be addressed during the Fiscal 2013/2014 budget year: A. Engineering and Design Reviews Engineering responsibilities will include the review of erosion and sediment control plans, stormwater management plans and site plans. Additional responsibilities will include construction management related to capital improvement projects such as buildings, roads, drainage structures, and expansion at the Frederick County Landfill. This year we will perform contract administration/construction inspection for several projects: T:I RHONDA% WORKPROGRAMS113- 14WORKPROGRAMSIREVISED- 3 -13 -13 WRKPGMTW13- 14.MEMMOCrevised: Fiscal Year 20131201.4 Annual Work Program Page 2 March 25, 2013 Spillway improvements are necessary at Cherokee Darn in Shawneeland. The primary spillway culvert needs to be replaced and the emergency spillway restabilized with grouted riprap, 2. At the Frederick County Landfill, we will perform improvements to the Permit #40 area and reline the little leachate lagoon with a flexible membrane liner. We will perform project management, bidding and inspections for several projects in Frederick County where development bond funds are used. Those projects may include East Tevis Street, Russell 150 site and Snowden Boulevard. 4. We will construct a new citizens' convenience site at the Old Gainesboro Elementary School. This new construction will replace the existing Gainesboro citizens' convenience site currently located on Gainesboro Road. No drainage projects have been budgeted for Fiscal Year 201312014. We will continue to enforce the erosion and sediment control ordinance. We will continue to assist the planning and development department with the review of development bonds and letters of credit during the upcoming fiscal year. Also, with the passage of the new stormwater regulations as administered by the Department of Conservation and Recreation, we will implement the new stormwater program and issue permits on July 1, 2014. B. Building Inspections Below is a summary of permit activity and software enhancements for FY 11/12: Summary of Permit Activity for 2012: Total fees collected* $671,992.22 Total permits issued 3,625 Total inspections performed 12,643 CUP & site plans reviewed 59 *Total fees collected are permit fees only. This amount does not include direct payments made through the Treasurer's Office for re- inspection fees, fees for temporary occupancies, renewal fees, annual elevator fees, pro -rated fees, sale of copies, etc, FY 11112 - Total fees for all services - $695,675.80. T:I RHONDAIWORICPROGRAMS113- 14WORKPROGRAMSIREVISED- 3 - - 13 WRKPGMPWI3- 14.MEM.D0Crevi9ed: Fiscal Year 2013/2014 Annual Work Program Page 3 March 25, 2013 The Building Inspections Office plans to accomplish the following in Fiscal Year 201312414. Proposed Enhancements: A. Continue to automate the Inspections Department through the implementation of revised permit processing software as approved through the Building Inspections User's Group. B. Proposed enhancement changes to our current AS400 Building Package to include the following: - Add option for zoning signature line on certificate of occupancies at the time of printing - Ability to change time slots when scheduling the Internet inspections - Option to void a voucher - Change complaint form to work like permit applications with real estate information pulling over, etc. - Add option on reports to view or print - Ability for user to change colors on screens to indicate problems Record retention color changes need to be changed when going into the application screens Enhancements Completed: Enhancements that were completed in FYI 1/12 through the User's Group: Square Footage to pull over on all permits - Health Department number to print on certificate of occupancy and inspection tickets - Ability to print F2 voucher in BI/Cash Register - Nature of work enhancement - Ability to make permit types inactive - Search option enhancement - Option to hide old fees on master Training: - Maintain training programs for inspectors as required for code enforcement Certifications and continue cross - training of staff members. Continue weekly, in- house training of inspectors to keep staff apprised of Building Code changes T:1 RHONDA1 WORRTROGRAMS113- 14WORKPROGRAMSIREVISED- 3 -13 -13 WRKPGMPWI3- 14.MEM.D0Crevised: Fiscal Year 201312014 Annual Work Program Page 4 March 25, 2013 and to maintain uniformity. Include monthly job safety training for Inspectors as part of the in- house training program. Staff shall attend training through Code Academy and associations to meet the Virginia certification requirements for inspectors. (In order for state training compliance to be met, inspectors are required to have 16 hours of training every two years to maintain their certifications). The 16 training hours are beyond the required code up -date training conducted by VDHCD Assist Region III Virginia Building Code Officials Association (VBCOA) in training and code updates for contractors (conduct training course for contractors on up -date to the 2012 codes change) Participate in code change committees for VBCOA. (Staff members are currently on the Structural, Egress, Plumbing and Property Maintenance committees) Other: Assist Frederick County Business Friendly workforce groups in evaluating more efficient operating procedures and permitting process. Utilize scanning system for all permit documents and plans. Continue transfer of construction documents and certificate of occupancy storage on laserfiche to be retained at the time of record destruction in accordance with the Virginia State Library. Continue to improve digital permit storage system to track existing inactive building projects and expired permits. - Utilize qualified staff to conduct work on county owned projects as time allows Maintain code enforcement association's membership and have staff members remain active in the Virginia Building Officials Association, the Virginia Plumbing and Mechanical Inspectors Association, and The Electrical Inspectors Association. This will allow Frederick County to have input on code changes, etc. C. Landfill The Fiscal Year 2013/2014 work program for the Frederick County Landfill includes several capital improvement projects. We have included a total of $825,000 in the FY 13114 landfill budget to fund the following projects: 1_ The first project for the FY13 -14 is the installation of new electronic entrance signs at the facility. The signs will be used to update the public on scheduled events and holiday closings at the facility. A budget of $75,000 has been estimated for this task. 2. The landfill plans on adding new equipment to assist and promote recycling. T:1 RHONDAI WORKPROGRAMSI I3- 14WORICPROGRAMSIREVISED- 3 -13 -13 WRKPGMPWI3- 14.MEM.DOCrevised: Fiscal Year 2013/2014 Annual Work Program Page 5 March 25, 2013 Compactor units will be added at the Citizens Convenience Center to efficiently collect and transport plastics and cardboard to recycling centers. This project includes the purchase of equipment and site work at an estimated cost of $150,000. The landfill facility has over 2 miles of access roads. This project will include repaving and widening existing haul roads as well as paving new roads within the facility. This will assist the landfill with road maintenance and dust control within the facility. An anticipated cost for this project is $350,000. 4. The last project that is planned for this fiscal year is to expand and upgrade the existing landfill gas collection system. This expansion will include the addition of new horizontal collectors within the active landfill and extending the existing header to be able to collect gas from all of Phase 2 Cell A of permit 529. This project is anticipated to cost $250,000. Also planned for FY 201312014 is the purchase of a new track loader for the MSW landfill. The current unit was purchased with a guaranteed buy back after five years or 10,000 hours. We will reach the five year mark in this work program. The track loader is one of the primary pieces of equipment used at the facility for waste handling and needs to be in good repair at all times. In addition, the landfill will continue to operate and maintain existing programs including the household hazardous waste (HHW) and electronics collections. These programs provide a valuable resource to the community. The landfill will also continue to operate the Regional Tire Operation Program for the Northern Shenandoah Valley Planning Commission along with the landfill gas to energy program. These programs along with the other above mentioned projects continue to ensure that the Frederick County Landfill remains an important asset to Frederick County and its constituents D. Refuse Collection Frederick County plans to continue contracting with a private hauler to provide refuse collection. The county currently maintains eight (8) compactor sites and two (2) container sites. Design and construction for the relocation of the Gainesboro citizens' convenience site will begin in the spring. Money used to fund this project is derived from the current budget, FY 11/12 carry forward, and the sale of the old Gainesboro School. Currently, the majority of the county's compactors are at the end of their useful life expectancy, making it necessary to institute a replacement schedule that also includes new receiver cans and new recycling containers. Although two compactors were replaced and several containers purchased during FY 2008 /2009 and FY 2011112, the replacement program has been suspended due to lack of capital funds. The relocation of the Gainesboro site will bring a new compactor and receiver can on line. T:l RHONDANWOREPROGRAMS113- 14WORKPROGRAMSIREVISED- 3 -13 -13 WRKPGMFWI3- 14.MEM.D0Crevised: Fiscal Year 2013/2014 Annual Work. Program Page 6 March 25, 2013 E. Recycling At 51 percent, the county's recycling rate exceeds the state- mandated rate of 25 percent and surpasses the state average of 45 percent. Currently, the county accepts the following materials: plastic bottles and jugs, plastic bags, aluminum and steel cans, glass, newspaper, glossy magazines, cardboard, phone books, office paper, shredded paper, used household motor oil, oil filters, antifreeze, cooking oil, scrap metal, car batteries, tires, electronics, shoes and textiles. The county also mulches brush, leaves and cut trees for use at the landfill. Expanding the county's plastics recycling program would result in the loss of $26,000 in revenue. Last year's revenue for co- mingled materials topped $75,000. At the present time, the recycling program is benefitting from the public's awareness concerning green living and its desire to live in a more environmentally - friendly manner. Capitalizing on this wave of stewardship, the department will continue to emphasize public education as the most effective means to promote the program through hands -on activities at the elementary and middle school level, participation in special awareness events, club meetings, workshops, improved signage at recycling drop -offs, publications, electronic outlets such as the county's website and Face Book, advertising and corporate sponsorship. It is believed that this approach will continue to nurture awareness about the environmental benefits of recycling, waste prevention, and natural resource conservation in addition to increasing the longevity of the present landfill through waste diversion. Grant proceeds funded environmental assemblies regarding recycling, litter, waste reduction and water conservation at the elementary level during FY 200912010, 2010/2011 and 2011/2012. F. Litter Control The county continues to provide litter control services at the compactor and container sites. The primary function of this activity is to remove bulky items such as discarded furniture, construction debris, appliances, brush, etc. from the citizens' convenience areas and can sites- The fencing and additional staffing of the compactor sites has greatly aided litter control efforts at the various sites as well as resulted in a tremendous cost savings due to the reduction in illegal dumping and misuse by businesses and nonresidents. Frederick County Clean Sweep continues to utilize trustees provided through the Community Inmate Workforce Program to pick up litter along the county's roadways. A source of no -cost labor, the CIWF has proved to be an invaluable benefit to the county's quality of life. The CIWF's contribution is valued at just over $216,000 since the partnership's inception in May of 2006. During FY 2011/2012, a record 17 tons of trash was removed from county roadways. This is in addition to state efforts and those of Adopt -A- Highway volunteers. G. Road Administration A street sign maintenance program has been established to accommodate losses due T:IRHONDAIWORK. PROGRAMS1 13- 14WORKPROGRAMSIREVISED- 3 - - 13 WRKPGMPWI3- 14.MEM.DOCrev1sed: Fiscal Year 201312014 Annual Work Program Page 7 March 25, 2013 to vandalism and accidents. Frederick County has separate contracts for the street sign program: 1) Manufacture of street signs for Frederick County and 2) Installation of street signs. During Fiscal Year 201112012, 142 street sign units were reported to the department as new installations or needing repairs or replacement. The county installed approximately 118 street sign units. The difference between the number of units reported and the number installed is due to the fact that some of these units were reported close to the end of the fiscal year. Although manufacturing orders were placed during Fiscal Year 2011/2012, signs were not received and installed until the beginning of Fiscal Year 201212013. Of those 118 sign units, one was a new installation for developers. The remaining sign units were replacements due to vandalism, vehicular accidents, etc. To date, 81 street sign units have been reported to the department as new installations or needing repairs or replacement in Fiscal Year 2012/2013. The county has installed approximately 69 sign units: Of those 69 signs units, six were new installations for developers. The remaining sign units were installed due to vandalism, vehicular accidents, etc. The current contracts for manufacturing street name signs, supplying mounting hardware and posts as well as the one for maintenance /installation are slated to expire during Fiscal Year 2014 (September 2013). It is anticipated that an RFP for these services will be advertised toward the end of Fiscal Year 2013 (June 2013) to allow adequate time to review the proposals and execute new contracts to take effect during Fiscal Year 2014. It should be noted that the current amount budgeted $20,475, will need to be increased to an amount of $30,475 for the new contracts (based on a review of the historical data associated with the previous contracts dating back from 1999 to the current contracts). In the event that the amount of development increases, the additional revenue generated would offset the additional expenditures created to accommodate this growth. H. Animal Shelter The program at the Esther Boyd Animal Shelter will continue to emphasize the humane treatment of animals. In Fiscal Year 2013/2014, the shelter will continue its partnership with the Northern Virginia Community College Vet Tech program in Sterling, Virginia_ In exchange for providing animals for the purpose of training students, shelter animals receive free veterinary care including sterilization. The adoption rate of animals that have been treated at the college is approximately 100 percent. The health department and board of supervisors have approved the spring and fall rabies clinics sponsored by the shelter. The program involving inmates from the regional jail has been a great success and will continue in 2014. Inmates work daily, cleaning and caring for the animals. Inmates also clear snow and perform other tasks as needed. Utilizing the inmates decreases personnel costs resulting in a conservative savings of approximately $95,000 per year. Popular shelter events such as the Canine Carnival and the Patriotic Paws Day will continue in Fiscal Year 201312014. These events attract attention to shelter animals as well as generate revenue. The Fiscal Year 2011/2012 Canine Carnival and Fiscal Year 2012/2013 Patriotic T:1 RHONbA1WORKPROGRAMS1 13- 14WORKPROGRAMSIREVISED- 3 - 1 3 - 13 WRICPGMPWI3- 14.MEM.D0Crevised: Fiscal Year 2013/2014 Annual Work Program Page 8 March 25, 2013 Paws Day events raised $1,828. Local media covered the event generating positive attention for the shelter_ The shelter will also promote shelter services in the community by: Participating in satellite adoption programs such as those at PetCo. - Advertising shelter animals in local newspapers. - Setting up and manning shelter booths at local events such as the Apple Blossom Festival, and Canine Carnival. - Advertising shelter animals on WINC radio. - Providing humane animal treatment education to local elementary school classes, church groups and scout troops. - Advertising shelter animals on the county's web page and www.petfinder.com. - Hosting the annual Christmas at the Shelter. - Utilizing social media such as Facebook and twitter. - Opening the shelter for adoptions one Sunday per month. During Fiscal Year 2013/2014, it is anticipated that the shelter will handle approximately 1,300 dogs and 2,500 cats. During Fiscal Year 2011/2012, the shelter saw a 1 percent increase in the number of dogs and a 10.5 percent increase in the number of cats accepted over Fiscal Year 2010 /2011. It is anticipated that 48 percent of the shelter dogs will be adopted, 3 5.5 percent returned to the owners and 16.5 percent euthanized. It is anticipated that 12 percent of the shelter cats will be adopted,.2 percent returned to the owners and 86 percent euthanized. I. Shawneeland Sanitary District The Sanitary District's priorities are road maintenance and upkeep of common properties. Our plans for Fiscal Year 2013/2014 are as follows: 1.) Roads a.) Maintain and improve approximately 50 miles of roadway; tar and chip approximately 6.7 miles b.) Improve the shoulders and side- ditches c.) Replace and upgrade culverts d.) Prune trees and foliage at intersections and right-of-ways e.) Manufacture, repair, and replace street name signs 2.) Common Properties a.) Groom and maintain 40 plus acres of common area b.) Improve and maintain Cherokee Lake c.) Maintain the ball -field d.) Maintain ponds and lakes; stock with fish T:I RHONDAI WORKPROGRA. IVlSl 13- l4WORKPROGRAMSNREViSED- 3 -13 -13 WRKPGNIPW13- 14.MEM.00Crevised: Fiscal Year 2013/2014 Annual Work Program Page 9 March 25, 2013 e,) Maintain two mail -house complexes £) Maintain two play ground areas 3.) Other Items a.) Monitor water levels on Cherokee Lake and comply with state regulations b.) Maintain the emergency siphoning system at Cherokee Lake c.) Perform maintenance and repairs on all Sanitary District owned vehicles, equipment, and hand tools d.) Maintain and repair all Sanitary District owned buildings owned buildings HESlrls cc. file T.-\ RHONDAI WORKPROGRAMSI13- 14WORKPROGRAMSIREVISED- 3 -13 -13 WRKPGMPWI3- 14.MEM.D0Crev1sed: APPLICATION FOR OUTDOOR FESTIVAL PERMIT 0 COUNTY OF FREDERICK, VIRGINIA o Name of Applicant: ao Telephone Number(s): 20 ❑ home ice ❑ cell ❑ home ❑ office ❑ cell Address: :FtStIVAi EVENT ORGANIZATIONAL INFORMATION Oe it iv A.' .1 Ev nt 'RECTIV Cost of Admission to Festival. � FEB j . Date(s) start i Teme End Maximum No. Time of Ticko mts:offeted For Sale Pee Day cs� APPLICANT INFORMATION Name of Applicant: ao Telephone Number(s): 20 ❑ home ice ❑ cell ❑ home ❑ office ❑ cell Address: :FtStIVAi EVENT ORGANIZATIONAL INFORMATION Oe it iv A.' .1 Ev nt N ame of Festiva cc- Aaa fWjE 0— Cost of Admission to Festival. � Business License Obtained: L es 0 No j . Date(s) start i Teme End Maximum No. Time of Ticko mts:offeted For Sale Pee Day Estimated No. of Attendees Per Day Location Address: 1 j2 V4 owner of Property Name(s): Z Address: ( Applicant may be required to provide a statement or other documentation indicating consent by the owner(s) for use of the property and related parking for the festival.) Promoter Name(s): Address: ( Forfestivals other than not-for-profit, promoter may need to check with the Frederick County commissioner of Revenue to determine compliance with County business license requirements; in addition, promoters who have repeat or ongoing business in Virginia may be required to register with the VA State Corporation Commission for legal authority to conduct business In Virginia.) FinahicW Backer Narne(s): Address: Performer Name of Person(s) or Group(s): ( Applicant may need to update information as performers are booked forfestival event.) 1. Attach a copy of the printed ticket or badge of admission to the festival, containing the dates) and time(s) of such festival (may be marked as "sample "). n copy attached OR >,-Copy to be provided as soon as available 2. Provide a plan for adequate sanitation facilities as well as garbage, trash, and sewage disposal "for persons at the festival. This plan must meet the requirements of all state and local statutes, ordinances, and regulations, and must be approved by the VA Department of Health (Lord Fairfax Health District). &—_ _\ IG� _. E -e � )�' :— YC t.`;C3 3. 4. Provide a plan for adequate medical facilities for persons at the festival. This plan must meet the requirements of all state and local statutes, ordinances, and regulations, and must be approved by the County Fire Chief or Fire Marshal and the local fire and rescue company. 5. Provide a plan for adequate fire protection. This plan must meet the requirements of all state and local statutes, ordinances, and regulations, and must be approved by the County Fire Chief or Fire Marshal and the local fire and rescue company. 6. Provide a plan for adequate parking facilities and traffic control in and around the festival area. (A diagram may be submitted.) 7. State whether any outdoor lights or lighting will be utilized: ❑ YES NO If yes, provide a plan or submit a diagram showing the location of such lights an /th roximity relative to the property boundaries and neighboring properties. In addition, show the location of shielding devices or other equipment to be used to prevent unreasonable glow beyond the property on which the festival is located. 8. State whether alcoholic beverages will be served: YES ❑ NO If yes, provide details on how it will be controlled. \ a b 4 (NOTE: Evidence Any applicable VA ABC permit muh also be provided and posted at the festival as required. Applicant may need to confirm with the VA ABC that a license is not required from that agency in order for festival attendees to bring their own alcoholic beverages to any event that is open to the general public upon payment of the applicable admission fee.) Provide a plan for providing food, water, and lodging for the persons at the festival. This plan must meet the requirements of all state and local statutes, ordinances, and regulations, and must be approved by the VA Department of Health (Lord Fairfax Health District). Applicant makes the following statements: A. Music shall not be rendered nor entertainment provided for more than eight (8) hours in any twenty -four (24) hour period, such twenty -four (24) hour period to be measured from the beginning of the first performance at the festival. B. Music shall not be played, either by mechanical device or live performance, in such a manner that the sound emanating therefrom exceeds 73 decibels at the property on which the festival is located. C. No person under the age of eighteen (18) years of age shall be admitted to any festival unless accompanied by a parent or guardian, the parent or guardian to remain with such person at all times. (NOTE: It may be necessary to post signs to this effect.) D. The Board, its lawful agents, and /or duly constituted law enforcement officers shall have permission to go upon the property where the festival is being held at any time for the purpose of determining compliance with the provisions of the County ordinance. I, the undersigned Applicant, hereby certify that all information, statements, and documents provided in connection with this Application are true and correct to the best of my knowledge. In addition, Applicant agrees that the festival event and its attendees shall comply with the provisions of the Frederick County ordinance pertaining to festivals as well as the festival provisions contained herein. ignature of Applicant Date: - 7- THE BOARD SHALL HAVE THE RIGHT TO REVOKE ANY PERMIT ISSUED UNDER THIS ORDINANCE UPON NON - COMPLIANCE WITH ANY OF ITS PROVISIONS AND CONDITIONS. APPLICATION FOR OUTDOOR FESTIVAL PERMIT COUNTY OF FREDERfCK, VIRGINIA i APPLICANT INFORMATION z Name of Applicant: VI_rAinia Eagle Distributing `L 096 Telephone Number(s): 540 - 247-3138 home ❑ office EKeli ❑ home ❑ office ❑ cell Address: 3425 Valley Pike Winchester VA 22602 FESTIVAL EVENT`Ol GANILATI O.NAL INFORMATIDN ". Festival IZVe nt Name of Festival: Welcome Clydesdales „ I Cost of Admission to Festival: $ I Business License Obtained: n Yes ❑ No Maximum IVo Est Emated No: Dates) Start End- of Tickets of Attendees Time Time For Sale Perba y. Per Day May 2 4 rrl 7pm 200 Location Address: ...._ - -- ..3425 Valley Pike, Winchester, VA 22602 Owner N ame (s): Virginia Eagle Distributin Of Property Address: 3425 Valley Pike, Winchester, VA 22602 ("NOTE: Applicant may be required to provide a statement or other documentation indicating consent by the owner(s) for use of the property and related parking for the festival.) Promoter Name(s): None - Virg Eag Distributing Invitation DRILY Address: (`NOTE: For festivals otherthan not - for - profit, promoter may need to check with the Frederick County Commissioner of Revenue to determine compliance with County business license requirements; in addition, promoters who have repeat or ongoing business in Virginia may be required to reglster with the VA State Corporation Commission for legal authority to conduct business in Virginia.) Financial Name(s): None - Vi[ginia Eagle Distributln ^ Backer Address: Performer Name of Person(s) or Group(s): Southern Company �- (*NOTE: Applicant may need to update information as performers are booked for festival event.) FESTIVAL EVENT LOGISTICS INFORMATIONAND DOCUMENTATION 1. 2. Attach a copy of the printed ticket or badge of admission to the festival, containing the date(s) and time(s) of such festival (may be marked as "sample "). 0 copy attached OR EX copy to be provided as soon as available Provide a plan for adequate sanitation facilities as well as garbage, trash, and sewage disposal for persons at the festival. This plan must meet the requirements of all state and local statutes, ordinances, and regulations, and must be approved by the VA Department of Health (Lord Fairfax Health District). We will have ortable toilets and trash rece ticles throe pout the area. - We will also have our warehouse aV it for any n 3. Provide a plan for providing food, water, and lodging for the persons at the festival. This plan must meet the requirements of all state and local statutes, ordinances, and regulations, and must be approved by the VA Department of Health (Lord Fairfax Health District). We will incor orate a caterer to provide food and Virginia Eagle will supply all drinks. Lodging is not neccessary. 4. Provide a plan for adequate medical facilities for persons at the festival. This plan must meet the requirements of all state and local statutes, ordinances, and regulations, and must be approved by the County Fire Chief or Fire Marshal and the local fire and rescue company. Our warehouse will be open for any emergencv needs. 5. Provide a plan for adequate fire protection. This plan must meet the requirements of all state and local statutes, ordinances, and regulations, and must be approved by the County Fire Chief or Fire Marshal and the local fire and rescue company. fie will use our normal warehouse procedures to handle anissues. 6. Provide a plan for adequate parking facilities and traffic control in and around the festival area. (A diagram may be submitted.) We will ask our p atrons to park off -site and provide a shuttle service 7. State whether any outdoor lights or lighting will be utilized: o YES IXNO If yes, provide a plan or submit a diagram showing the location of such lights and the proximity relative to the property boundaries and neighboring properties. In addition, show the location of shielding devices or other equipment to be used to prevent unreasonable glow beyond the property on which the festival is located. 8. State whether alcoholic beverages will be served: FXYES o N0 If yes, provide details on how it will be controlled. As a distributor. Virginia Eagle understands the need fQr alcohol mntrol. ltone has wristband, if they aEe-Qld enough tQ - consme and we will manitor the ampunt each p2tr t�err . (Noce: Evidence of any applicable VA ABC permit must also be provided and posted at the festival as required. Applicant may need to confirm with the VA ABCthat a license is not required from that agency in order for festival attendees to bring their own alcoholic beverages to any event that is open to the general public upon payment of the applicable admission fee.) FESTIVAL PROVISIONS Applicant makes the following statements: A. Music shall not be rendered nor entertainment provided for more than eight (8) hours in any twenty -four (24) hour period, such twenty -four (24) hour period to be measured from the beginning of the first performance at the festival. B. Music shall not be played, either by mechanical device or live performance, in such a manner that the sound emanating therefrom exceeds 73 decibels at the property on which the festival is located. C. No person under the age of eighteen (18) years of age shall be admitted to any festival unless accompanied by a parent or guardian, the parent or guardian to remain with such person at all times. (NOTE: It may be necessary to post signs to this effect.) D. The Board, its lawful agents, and /or duly constituted law enforcement officers shall have permission to go upon the property where the festival is being held at any time for the purpose of determining compliance with the provisions of the County ordinance. CERTIFICATION 1, the undersigned Applicant, hereby certify that all information, statements, and documents provided in connection with this Application are true and correct to the best of my knowledge. in addition, Applicant agrees that the festival event and its attendees shall comply with the provisions of the Frederick County ordinance pertaining to festivals as well as the festival provisions contained herein. E LI 1 --� 5ignatu& of Applicant Date: �� t E THE BOARD SHALL HAVE THE RIGHT TO REVOKE ANY PERMIT ISSUED UNDER THIS ORDINANCE UPON NON - COMPLIANCE WITH ANY OF ITS PROVISIONS AND CONDITIONS.