HomeMy Public PortalAbout2021_09_13_Work_Session_Packet_REVISED
TOWN OF LEESBURG
Town Hall, 25 West Market Street
AGENDA
Town Council Work Session
September 13, 2021
7:00 PM
Council Chamber
1. CALL TO ORDER
2. ITEMS FOR DISCUSSION
a. Loudoun County Referral – Village at Clear Springs (Susan Berry Hill) To be
provided by COB Friday, September 10
b. Events Fee Waiver Policy (Kate Trask)
c. Emergency Operations Plan and Preparedness (Joe Dame)
d. Redistricting Plan for Loudoun County (Kaj Dentler)
e. Updating Council’s Ethics Policy (Chris Spera) - REVISED
3. ADDITIONS TO FUTURE MEETINGS
a. Future Council Meetings and Agenda Topics
4. ADJOURNMENT
5. INFORMATION MEMORANDUM
a. Visit Loudoun Monthly Report
b. Capacity of Utility Plants – Semi Annual Report
c. Leesburg Police Station Expansion Update
d. Council Planning Retreat – Quarterly Update
6. UPCOMING EVENTS
September 18 – FREE Document Shredding, Heritage High School, 9 a.m. – 1 p.m.
September 22 – Virtual Library Event with Linda Sittig, author of Counting Crows, 1 – 2 p.m.
September 25 – Leesburg Airshow, Leesburg Executive Airport, 11 a.m. – 4 p.m.
September 29 – Virtual Luncheon Travel Lecture with Andrew Jampoler, “Disaster at Lady Franklin
Bay”, 1 – 2 p.m.
October 1 – Leesburg’s First Friday, Downtown, 6 p.m. – 9 p.m.
October 7 – Virtual Library Workshop, “Preservation for Home Archives”, 10 a.m. – 12 p.m.
October 11 – Town Offices Closed for Columbus Day
ASSISTIVE LISTENING SYSTEM
Qualified individuals with a disability who require a reasonable accommodation to attend and/or participate in
this meeting should contact the Clerk of Council at eboeing@leesburgva.gov or 703-771-2733 to request the
accommodation. Three days advance notice is requested. Meetings are broadcast live on the Town’s local
government access cable TV channel (Comcast 67 and Verizon 35) and streamed live on the website at
www.leesburgva.gov/webcasts. All Town Council, Board and Commission meetings are recorded and can be
found on the Town’s Web site at www.leesburgva.gov.
REVISED
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REGULARLY SHEDULED COUNCIL MEETINGS
Citizens are invited to attend and participate in Town Council meetings. The petitioner’s portion of the meeting
and scheduled public hearings offer the public two opportunities to present their views to the Council during its
meeting.
Petitioners
The petitioners’ portion of the Council agenda is the first item taken up by the Council following proclamations
and certificates of appreciation. This part of the meeting affords individuals the opportunity to address the Council
on any matter not scheduled for a public hearing. Prior to the meeting, those citizens wishing to speak should sign
the Clerk’s Register on the podium at the front of the Chambers. The Mayor will announce the availability of the
sign-up sheet at the beginning of all regular meetings. Petitioners’ presentations should be limited to five minutes.
Public Hearings
Certain items of Town business can only be conducted after the Town Council conducts an advertised public
hearing. Certain major issues affecting the town’s government can also be scheduled for public hearing at the option
of the Council. Adoption of the town budget, rezonings, special exceptions and amendments to the Town’s
subdivision and zoning ordinances all require a public hearing.
Decorum
A person addressing the Council as a petitioner, or during a public hearing, should advance to the podium when
recognized by the Mayor and state his or her name and address. Persons should also indicate whether they are
representing anyone other than themselves. After the presentation or comments, the Mayor or members of Council
may have questions of the petitioner. Decorum will be maintained. Statements, which are demeaning or
defamatory to members of the public, the staff or the Council, are inappropriate and out of order.
OTHER COUNCIL MEETINGS
Work Sessions/Committee of the Whole
Council may elect to place an item on the Tuesday night meeting agenda for action. Items will only be added to
the agenda if agreed to by a majority of Council present.
Closed Sessions
Under certain circumstances, the Virginia Freedom of Information Act permits the Town Council to meet in a
session where the public is excluded. This may be a discussion of personnel matters, legal matters, the acquisition
or sale of property and other selected topics. The Council can only go into closed session from a public session
and the notice must cite the specific statutory authority to go into closed session and also indicate the general
topic to be discussed. Only those matters in the adopted motion to go into closed session can be discussed at that
time.
TOWN COUNCIL AGENDA MATERIALS
Generally, all items on the regular Council agenda have been first considered at the Council Committee of the
Whole. Individual council members, however, can request full Council action on an item considered, but not
reported out of committee. Materials previously distributed to the Council on Wednesday are available to citizens
on request from the Clerk’s Office. Citizens may also provide the Clerk of Council with an e-mail address or self-
addressed, stamped envelopes and Council agendas will be provided to the citizens without further charge. For
more information, call the Clerk’s Office at (703) 771-2733 during normal business hours or e-mail at
clerk@leesburgva.gov. Meeting agenda packets are available for public inspection in the lobby of Town Hall on
Wednesdays prior to the scheduled meeting. Council agendas can also be viewed on the town’s World Wide Web
site at http://www.leesburgva.gov.
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Date of Council Meeting: September 13, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: Loudoun County Referral – Village at Clear Springs
Staff Contact: Susan Berry Hill, Director, Planning and Zoning
Council Action Requested: A decision by Council is needed to endorse the consolidated comment
letter from Town staff to Loudoun County staff which provides a recommendation of denial of the
application.
Staff Recommendation: Staff has drafted the attached consolidated comment letter on the Village
at Clear Springs land development application and is recommending denial based on the proposed
location of residential land uses in close proximity to the Leesburg Executive Airport. The letter will
be sent to Loudoun County staff to be incorporated in the County’s review of the application. Staff
recommends that Council review the draft letter and if acceptable, move to endorse it. Further, if
Council wishes to approve a resolution to endorse the comment letter, this can be scheduled for the
Town Council meeting on September 14, 2021.
Commission Recommendation: The Airport Commission contributed to the consolidated
comment letter and does not support the proposed residential development in close proximity to the
Leesburg Executive Airport.
Fiscal Impact: The Virginia Department of Aviation has stated that three hundred twenty five
(325) people earn income at the airport and this results in approximately $100 million dollars that
factors into the local economy.
Work Plan Impact: Not applicable.
Executive Summary: A rezoning proposal has been submitted to Loudoun County and the County
has requested a referral from the Town on the application. The subject property is adjacent to the
Town corporate limits and is directly south of Heritage High School. It proposes 1238 residential
units. The property is in the Area of Influence as defined in the Town Plan and as such, there are
concerns about locating residential uses in close proximity to the airport. The Airport Commission
has reviewed the application and recommends denial based on the fact that the units are in the flight
path of the airport. Residential development is not advised due to safety concerns and also due to
the certain understanding that residential development proximate to the airport will generate noise
complaints. Town staff has a number of questions regarding the Transportation Impact Study and
the proposed recreational facility and requests responses by the applicant. The property is located
in the County’s Transition Policy Area and is proposed to be served by Loudoun Water.
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Item a.
Loudoun County Referral – Village at Clear Spring
September 13, 2021
Page 2
Background:
The County has requested a referral from the Town regarding ZMAP 2021-0008, Village at Clear
Springs. The property is 245.95 acres and is located south of Heritage High School, between
Evergreen Mill Road and the Greenway. The proposal is to rezone the property to develop 1238
residential dwelling units which will include 203 single family detached units, 585 single family
attached units, and 450 multi-family units. Of these, 519 are age restricted and 196 are affordable
units.
The amenities include trails, community centers with pools and a partnership with a “world class
athletic organization” that will provide tennis facilities, training, and offices.
There are three Special Exception applications. One is for a private club building to house a
recreational non-profit. The other two Special Exception applications address reduction in yard
requirements in various locations throughout the proposed development.
Four zoning modification applications are also proposed to allow the district sizes for R-8 and R-16
to exceed the maximum acreage allowed by ordinance; development on private streets; and
reduced building setbacks.
Town staff and the Airport Commission have reviewed the proposal and offer comments as stated
in the attached consolidated comment letter. This is the first submission of the proposal to County
staff.
Proposed Legislation:
RESOLUTION
Endorsement of the Consolidated Comment Letter for ZMAP 2021-0008, Village at Clear Springs,
First Submission
Draft Motions:
1. I move to endorse the Draft Consolidated Comment Letter.
2. I move to amend the Draft Consolidated Comment Letter as follows: ______________.
OR
3. I move an alternate motion.
Attachments:
1. Resolution
2. Consolidated Referral Comment Letter, First Submission
3. Town Plan
4. Leesburg Airport Departures
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Item a.
PRESENTED: September 14, 2021
RESOLUTION NO. 2021- ADOPTED: _________________
A RESOLUTION : ENDORSEMENT OF THE CONSOLIDATED COMMENT
LETTER FOR ZMAP 2021-0008, VILLAGE AT CLEAR SPRINGS,
FIRST SUBMISSION
WHEREAS, Loudoun County has requested referral comments for the land
development application, ZMAP 2021-0008, and related Special Exception and Zoning
Modifications applications; and
WHEREAS, the location of the proposed development is outside of the corporate limits,
south of Heritage High School, and between the Greenway and Evergreen Mills Road; and
WHEREAS, the Town staff have prepared a consolidated comment letter with
comments provided by the Departments of Planning and Zoning, Airport, Public Works and
Capital Projects, Utilities, Parks and Recreation, Plan Review and Police; and
WHEREAS, the Airport Commission has reviewed this proposal at meetings in August,
2021 and September, 2021; and
WHEREAS, the Airport Commission discussed the fact that aircraft operations
primarily use Runway 17 and that a large number of aircraft will be flying over the subject
property at full power and low altitude; and
WHEREAS, this will result in noise complaints for the Town; and
WHEREAS, the Town’s continuing grant obligation agreements with the Federal
Aviation Administration require the Town to protect the Airport (FAA Regulation 5190.6B)
from residential encroachment; and
WHEREAS, non-residential development is preferable near airports and under flight
paths for safety reasons.
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Item a.
A RESOLUTION: ENDORSEMENT OF THE CONSOLIDATED COMMENT
LETTER FOR ZMAP 2021-0008, VILLAGE AT CLEAR SPRINGS,
FIRST SUBMISSION
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07/30/2021
THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia as
follows:
The Town Council and Town staff recommend denial of ZMAP 2021-0008, Village at
Clear Springs based on the location of residential uses, and in particular age-restricted
residential uses, proximate to the Leesburg Executive Airport and under the flight path
from the Airport.
PASSED this 14th day of September, 2021.
______________________________
Kelly Burk, Mayor
Town of Leesburg
ATTEST:
______________________________
Clerk of Council
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Item a.
September 15, 2021
Jacqueline Marsh, Project Manager
Loudoun County Department of Planning and Zoning
1 Harrison Street SE, 3rd Floor
Leesburg VA, 20175
VIA ELECTRONIC MAIL
RE: ZMAP 2021-0008 and SPEX 2021-0028, SPEX 2021-0029, SPEX 2021-0030, ZMOD
2021-0033, ZMOD 2021-0034, ZMOD 2021—0035, ZMOD 2021-0036; Village at Clear
Springs
1st Referral Comments
Dear Ms. Marsh:
Thank you for the opportunity to provide referral comments on the first submission of the above
referenced rezoning application, special exceptions, and zoning modifications. Referral comments
are based upon the Applicant Statement of Justification dated July 16, 2021; the Concept Development
Plan dated June 14, 2021, and the Traffic Impact Study dated July 13, 2021.
This application was reviewed by the Town of Leesburg Departments of Utilities, Public Works
and Capital Project (transportation); Plan Review; Parks and Recreation; Police; Planning and
Zoning; and the Airport Commission and Airport Director.
The application proposes to rezone approximately 245.95 acres from AR-1 to PD-H6
administered as R-8 and R-16 districts to allow the development of 1,238 dwelling units. A
portion of the property is located in the Limestone Overlay District and a majority of the
property is in the Airport Impact Overlay District. Current land uses include single family
detached units and a church. The property is in the Transition Policy Area and the 2019 General
Plan designates the property for Transition Compact Neighborhood and Transition Small Lot
Neighborhood which allows for single family detached, duplex, triplex, quadplex and accessory
dwelling units. Community focal points should be incorporated into the neighborhood design.
The proposal consists of six landbays. The R-8 portion is 208.26 acres and the R-16 portion is
37.69 acres. The unit types include:
203 market rate single family detached units
585 single family attached units of which 16 are Affordable Market Purchase Program
Units
450 Multi-family units. Of these, there are:
o 162 age restricted units
o 180 Affordable Housing units
o 108 market rate stacked units
Of the total units, 519 are age restricted units and 196 are affordable.
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Item a.
ZMAP 2021-0008
Village at Clear Springs - 1st Submission Comments
September 15, 2021
Page 2
The amenities included in the proposal include trails, community centers with pools and a
partnership with a “world class athletic organization” that will provide tennis facilities, training,
and offices.
There are three Special Exception applications. One is for a private club building to house a
recreational non-profit. The other two Special Exception applications address reduction in yard
requirements in various locations throughout the proposed development.
The four Zoning Modifications are proposed to allow the district sizes for R-8 and R-16 to
exceed the maximum acreage allowed by ordinance; development on private streets; and reduced
building setbacks.
Town staff offer the following comments on the Village at Clear Springs proposal.
Planning and Zoning. The Town Plan offers the following policy guidance cited below. The
Village at Clear Springs proposal is residential and is not considered a compatible use with the
Leesburg Executive Airport.
1. Chapter 6. General Objective 7 states: Allow uses that build upon regional and local
economic assets.
e. Protect the Leesburg Executive Airport from residential intrusions and encourage high
wage employment and airport-related uses adjacent to and near the airport.
2. Chapter 6. Southeast Planning Area. Objective 6. Protect the Leesburg Executive Airport
from incompatible land uses.
a. Encourage Regional Office use, which includes corporate headquarters, emerging
technologies facilities, hotels, conference centers, and higher education facilities,
between the Leesburg Executive Airport and Dulles Greenway.
b. Implement land use categories depicted on the Airport Area Land Use Policy Map and
accompanying text in order to limit the development of noise-sensitive uses, such as
residences, hospitals, and convalescent homes, in areas close to the airport and subject to
typical flight patterns generated by the airport.
c. Require the disclosure at the time of purchase of property in areas subject to typical
over flight that the property may be subject to noise from airport traffic.
d. Develop a program to notify the public within the area subject to over flight, as
indicated by the typical flight patterns on the Airport Area Land Use Policy Map that the
area may be subject to over flight air traffic noise.
3. Chapter 9, Objective 6 states: Promote and protect the Leesburg Executive Airport as a
primary reliever airport within the regional air transportation system.
a. Revise Town ordinances, as needed, to address applicable objectives within the
adopted airport service plan related to protection of the airport and its air traffic patterns.
b. Prohibit residential development near the airport. (See the land use element for specific
guidance.)
Staff acknowledges that the 2019 General Plan has designated the subject property for
residential development in the Transition Policy Area. However, during consideration of the
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Item a.
ZMAP 2021-0008
Village at Clear Springs - 1st Submission Comments
September 15, 2021
Page 3
draft General Plan, the Town provided comments to Loudoun County discouraging residential
uses proximate to the Leesburg Executive Airport due to incompatibility of the uses.
Airport
The Leesburg Executive Airport is a publicly-owned general aviation reliever airport serving the
aeronautical needs of the greater Washington DC area. The Leesburg Executive Airport is the
second busiest general aviation (GA) airport in the Commonwealth of Virginia in both based
aircraft and annual general aviation operations, supporting 265 based aircraft and over 100,000
aircraft operations per year, operating 24 hours per day, 7 days per week. Over 325 people earn
paychecks at the airport, which contributes nearly $100 million dollars to the local economy
according to the Virginia Department of Aviation.
As noted in the Planning & Zoning section above, the Village at Clear Springs proposal is
residential in nature and is not considered a compatible use with the Leesburg Executive Airport,
as expressed in the current Town Plan. The Town Plan strives to protect the Town of Leesburg’s
considerable investment in Leesburg Executive Airport from residential intrusions, which are
historically detrimental to airports. In fact, the Town’s continuing grant obligation agreements
with the Federal Aviation Administration require the Town to protect the Airport (FAA
Regulation 5190.6B)
As depicted on the Airport Area Land Use and Policy Map (Attachment 1) and the
accompanying text in the Town Plan, the Town has strived to limit the development of noise-
sensitive uses, such as residences, hospitals, and convalescent homes, in areas close to the
airport and subject to typical flight patterns generated by the airport. The Town encourages
commercial, industrial, employment-related, and airport-related uses adjacent to and near the
airport, especially under the traffic pattern. It may sound illogical, but unlike many of the
residential developments directly adjacent to the airport property, where aircraft do not fly
directly overhead, The Village at Clear Springs will have more overflights than those areas
closer to the field, and therefore will be a constant source of noise complaints.
As noted in Attachment 2, Leesburg Airport Runway 17 Departures, the Village at Clear Springs
is located directly under a very high-traffic area. Aircraft operations are primarily oriented to
Runway 17 (pointed south), and because of the airspace surrounding Dulles Airport to our
southeast, 95% of departures will be to the west. Since the majority of operations are using
Runway 17, this puts a large number of aircraft overhead at full power and low altitude. As
such, noise complaints will, without question, be made.
Arrivals pose a similar problem over the exact same location. As noted in the previous
paragraph, Dulles airspace restricts the vast majority of Leesburg operations to the west side of
the airport, directly over the subject land bays. Although arriving aircraft are at lower power
settings than departures, all visual arrivals today fly to a point known at the ‘mid-field
downwind’ which is directly overhead the subject properties.
The application requests the construction of age-restricted housing, a housing category that
further presents challenges. The Town’s experience with the Stratford and Evergreen Meadows
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Item a.
ZMAP 2021-0008
Village at Clear Springs - 1st Submission Comments
September 15, 2021
Page 4
developments (immediately adjacent to the airport) supports this conclusion. Young adults with
children find the proximity of the airport to be an amenity as the children enjoy watching the
airplanes go overhead. Older people, with more life experience, more time at home, and more
desire for ‘peace and quiet’, are not compatible with airports. The Town airport staff and
Commission maintain call logs and the nature of the call. Over the last four years a majority of
the complainants have been from more senior residents in the area.
In addition to the overflight issues, age-restricted housing will also be affected by the completion
of the West Side Development as shown in the current (FAA approved) Airport Master Plan.
This development will feature a corporate jet center that will put large executive jets, on the
ground, starting and running their engines within 1,500 feet of the proposed age-restricted
housing. Even though this development is across the Greenway, it is well within earshot of large
corporate jets.
Finally, one would assume, in a free-market system, that ‘caveat emptor’ applies, and informed
buyers should be allowed to purchase homes directly under flight paths. However, at the time of
purchase, home buyers are often focused on making a decision based on time constraints and
often do not understand the importance of the notification document that they are handed to sign
at closing. These notifications are often just one among many forms to sign. Additionally,
buyers may never have lived near an airport and might not understand the noise issues.
The Airport Manager and Commission do not support the proposed rezoning of the subject
property to higher density residential use, particularly with a large component of age-restricted
housing. Airports are not inherently dangerous, but safety zones exist for a reason and as such,
non-residential land uses are preferable adjacent to the Airport. If residential uses must be
considered, lower density residential uses such as the existing uses are second in preference.
High density housing should not be approved for safety reasons.
If Loudoun County should determine that this application can be supported, despite the Town of
Leesburg’s position, the County should discuss and insist upon mitigation measures. The
following are recommended:
1) Current Loudoun County policies require the disclosure at the time of purchase of
property that the area will be subject to typical over flight and that the property may be
subject to noise from airport traffic and jest at the West Side Jet Center. Given the
importance of assuring that the property owner is given notice, and moreover,
understands the notice, notification requirements must be included in a conditions,
covenants, and restrictions (CCR) codicil attached to the property deed(s). This will
require title companies to ensure notification and acknowledgement by property owners.
2) Given the high volume of operations currently over that property, and the relatively
low altitude of aircraft overhead, the applicant must grant the Town of Leesburg a
permanent easement for aerial navigation (known as an ‘avigation’ easement) in
perpetuity, unrestricted by altitude, or by boundaries other than the property boundaries,
or by time.
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Item a.
ZMAP 2021-0008
Village at Clear Springs - 1st Submission Comments
September 15, 2021
Page 5
3) Age-restricted housing is anathema to the concept of compatible use around airports,
and the Town must insist on its removal. While we understand the market-driven need
for age-restricted housing, the proposed location is not appropriate.
4) In order to assure some level of resident acknowledgement, we recommend changes to
street names to reflect an aviation theme which would prompt understanding from
potential buyers of the proximity of the airport. We recommend that these names be
coordinated with the Town of Leesburg airport staff and commission.
Utilities. The Department of Utilities offers the following comments:
1. Statement of Justification (page 7 of 14 and page 8 of 14) comments VII.3 and VII.5
indicate “The Property will be served by public water and sanitary sewer which will be
extended at no cost to the County to serve the residential uses”, and page 10 of 14 comment
VIII(6) indicates “The proposed use will be served adequately by public services”. It is the
Town’s position that Village at Clear Springs is situated in Loudoun County’s Transition
Policy Area (TPA) and therefore will be served public water and sanitary sewer utilities by
Loudoun Water.
2. With the extension of Loudoun water and sewer infrastructure up to the parcel adjacent to
Heritage High School, disconnection and abandonment of the 4-inch sanitary sewer force
main and pump station serving Heritage High School and discharging to the Town’s
sanitary sewer network is required. Reserve sanitary sewer access to Loudoun County’s
future wastewater network from the High School so that disconnection from the Town’s
sanitary sewer network takes place.
3. The Utilities Department acknowledges there is potential for future interjurisdictional
emergency water interconnection with future Loudoun Water facilities on the north end of
the proposed development. In the event Loudoun County and Loudoun Water determine
that a future interconnection is beneficial in the vicinity of Heritage High School,
Evergreen Mill Road or the Dulles Tollway, a reservation area for a future Town/County
interconnect should be considered and discussed with the Town prior to zoning approval.
Transportation. The Department of Public Works and Capital Projects Transportation Division
has completed a review of the Traffic Impact Study dated July 13, 2021 and offers the following
comments:
1. The traffic study suggests that the Evergreen Mill Road Widening Capital Project
improvements will be completed by 2024. Evergreen Mill Road Widening Capital Project
improvements will not be complete until 2026.
2. The projected traffic volumes for build out in the Clear Springs Traffic Study are higher
than those projected for the Evergreen Mill Road Widening Capital Project Traffic Study
due to changes in zoning requested for the Clear Springs project. Therefore, the Clear
Springs traffic study and project should provide revised evaluations throughout the
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Item a.
ZMAP 2021-0008
Village at Clear Springs - 1st Submission Comments
September 15, 2021
Page 6
Evergreen Mill Road Widening project and make any necessary improvements identified
in the revised traffic study.
3. The Village at Clear Springs study did not specifically include the remainder of the
Meadowbrook residential development in the background traffic. The Study should be
revised to include the remainder of the Meadowbrook residential development as part of
their calculation of background traffic.
4. Geometry assumptions – Page 51 (Village at Clear Springs study) references planned
improvements by others beyond what is planned for Evergreen Mill Road Widening
Capital Project items to be completed by 2033. What are these improvements and where?
5. Page 51 (Village at Clear Springs study) identifies that the queuing at Evergreen Mill
Road and Battlefield Parkway exceeds storage for queue. Coordination may be
appropriate for the development to support modifications to the intersection to support
the longer queue storage needs.
6. The traffic study identifies a need for a signal at the proposed development entrance
closest to the high school. How will this signal impact the light at English Yew and
Evergreen Mill Road?
7. The Evergreen Mill Road Widening Capital project ends around the second Heritage
High School entrance with the transition to the existing road section beginning prior to
the entrance. The Village at Clear Springs Traffic Study suggests that the additional lanes
needed for Evergreen Mills Road in front of the development will be added on the
development side. If this is the case, a shift will be needed near the first high school
entrance to match the Town improvement design. Also, there is a gap between the two
projects.
Parks and Recreation. The proposal includes a partnership with an athletic organization that
will offer tennis for “everyday play competitive tennis for all ages” (Statement of Justification).
Will these tennis amenities be open to the public? Will this facility contribute towards meeting
open space and recreational requirements as specified in the 2019 General Plan and the Loudoun
County Zoning Ordinance?
Plan Review. It is understood that the proposed development is completely within Loudoun
County and as such property development is subject to the Facilities Standards Manual and other
State engineering provisions in Loudoun County that might apply. However, for all
development applications that are proximate to the Town’s corporate limits, staff wants to make
the applicant and the County aware of requirements that would pertain if the development were
in the Town or JLMA. Because water runoff does not respect political boundaries, please be
advised that the subject development should not result in offsite impacts that would result in non-
compliance with town or state standards. To that end, the Department of Plan Review offers the
comments below:
1. Utilize the Town of Leesburg rainfall intensities and rainfall depths from the DCSM
Section 5 in the design of storm drainage/stormwater management systems to be installed
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Item a.
ZMAP 2021-0008
Village at Clear Springs - 1st Submission Comments
September 15, 2021
Page 7
in potential annexation areas or that outfall drainage to, or from property within the
Corporate Limits. DCSM Article 5
2. Provide a VRRM Spreadsheet and Stormwater Management Narrative to discuss how the
project will achieve the State Stormwater Management Act Regulations. 9VAC25-870
3. For all areas which may be located within the current Town of Leesburg corporate limits
which potentially will be treated by ponds located in Loudoun County in current
conditions, or after any potential annexation, and vice versa, an agreement shall be
provided which identifies the anticipated provided treatment for each jurisdiction within
said facilities. At the time of Final Site Plan, provide additional calculations which verify
that the required credit to each jurisdiction in each BMP is equivalent to the minimum
required pollutant reduction (in lbs./yr. of phosphorus) for the contributing area from
each jurisdiction. 9VAC25-870
Police. The Leesburg Police Department has reviewed the proposal and does not have any
comments regarding the development proposal.
Summary Recommendation: Responses to the questions posed in this consolidated referral letter
are respectfully requested from the applicant. The Town Council was briefed on this land
development proposal on September 13, 2021 and on September 14, 2021 Council approved a
resolution to endorse the staff comments contained in this consolidated comment letter and to
forward it to Loudoun County staff for incorporation into the review of the subject application.
Sincerely,
Susan Berry Hill, AICP
Director
Attachments:
1) Town Plan land use and airport policy map
2) Leesburg Airport Runway 17 Departures
3) Town Council Resolution
cc: Mayor Burk and Town Council
Airport Commission
Planning Commission
Kaj Dentler, Town Manager
Chris Spera, Town Attorney
Scott Coffman, Director, Airport
Amy Wyks, Director, Department of Utilities
Patrick Moore, Deputy Director, Department of Utilities
Renee LaFollette, Director, Dept. of Public Works and Capital Facilities
Calvin Grow, Transportation Engineer, Department of Public Works and Capital Facilities
Bill Ackman, Director, Department of Plan Review
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Item a.
ZMAP 2021-0008
Village at Clear Springs - 1st Submission Comments
September 15, 2021
Page 8
Rich Williams, Director, Department of Parks and Recreation
Vanessa Grigsby, Deputy Chief of Police
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Item a.
15
Item a.
16Item a.
Date of Council Meeting: September 13, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: Events Fee Waiver Policy
Staff Contact: Kate Trask, Deputy Director of Parks and Recreation
Action Requested: Work Session discussion as requested by Council.
Staff Recommendation: None at this time.
Commission Recommendation: Not applicable at this time.
Fiscal Impact: The total cost of fifteen fee waivers approved by Council in 1996 per Resolution 96-
130 was $9,081.50. Of the original fifteen events approved in 1996 per the respective Resolution,
only five events remain.
Several community events have been added to the annual waived list over the years by Council, and
other events have received one time “start-up” funds from Council. For the current, 10 waived
annual events, the Town incurred an annual cost of approximately $32,651.63. These totals do not
include Town produced events such as the Flower and Garden Festival and the July 4th Parade.
Since Fiscal Year 2017, Town Council has budgeted $10,000 annually to spend at their discretion
which included, but not limited to, fee waivers for community events. The fees waived for events
are both expenditures (personnel costs) and revenue (facility rental fees). If waived fees are not
reimbursed by the Town Council, the respective cost must be absorbed by the operational budgets
of the departments providing the service.
Work Plan Impact: Additional event fee waivers may impact the existing work plans for Town
departments by increasing the number of events held in Town as well as additional administrative
duties of the Parks and Recreation Department that are associated with any fee waivers.
Executive Summary: At their June 7, 2021 meeting, Council requested a Work Session discussion
on the Town’s fee waiver policy for community events. Currently, there is no formal policy practiced
at this time for fee waivers that are requested by an event organizer.
In 1996, Town Council adopted Resolution 96-130 that approved the waiver of fees for specific
special events that were organized by outside groups. Since that time, some of the original events
have been discontinued, However, five of the current permitted events have occurred annually, and
their fees have been waived accordingly since June of 1996.
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Item b.
Events Fee Waiver Policy
September 13, 2021
Page 2
Annual Events Waived in 1996 Beneficiary Waived Fees Total
Loudoun County High School All
Night Grad Party LCHS Graduates $4,781
Leesburg Custom Car Show
Monroe Vocational
Technology School $3,656.25
The Hauntings Loudoun Museum Use of Town Hall
Halloween Parade Leesburg Kiwanians Club $8,605
Martin Luther King Jr. March Loudoun MLK Committee $1,187.50
TOTAL $18,229.75
Recent event fee waivers, in addition to the five ongoing events listed in the previous table:
Additional Waived Annual Events Beneficiary Waived Fees Total
Tuscarora High School
All Night Grad Party THS Graduates $4,781
Heritage High School
All Night Grad Party HHS Graduates $4,781
Loudoun County High School
Graduation LCHS Graduation $115
Juneteenth March
NAACP Loudoun County &
Loudoun Freedom Center $1,123.13
America’s 9/11 Ride America’s 9/11 Foundation $3,621.75
TOTAL $14,421.88
Background: In 1996, Town Council appointed a special events subcommittee to address event
fee waiver requests. As a result, Resolution 96-130 was approved on June 25, 1996 by Council. At
the time, fifteen annual events were identified and approved for waived fees.
The annual events were to be administratively handled by staff, and the Town Manager was
authorized to waive fees for these events. Any new events requesting a fee waiver required Town
Council approval. Events receiving a fee waiver had to comply with the waiver criteria set by the
special events subcommittee.
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Events Fee Waiver Policy
September 13, 2021
Page 3
The fifteen events that were identified as annual events and received a fee waiver per the 1996
Resolution were: Bluemont Summer Concert Series, LCHS All-night Graduation Party, August
Court Days, Used Book Sale, Oldies Street Dance and Car Show, First Night Leesburg, The
Hauntings, Christmas Homes Tour, Flower and Garden Festival, Halloween Parade, LCHS
Homecoming Parade, Fireman’s Parade, March for Martin Luther King, Walk-America, and
NVBIA 10K Race.
The waiver criteria approved per Resolution 96-130 was as follows:
Must be a non-profit organization or private organization with proceeds going to a non-
profit/charity.
Must be an approved annual event.
Must demonstrate community value.
Must file a financial report within 90 days of the completed event.
Must complete a special event application.
Must obtain all necessary town and county permits.
Must abide by all town laws and regulations.
Must attend a review meeting within 30 days of the completion of the event.
Attachment:
1. Resolution 96-130
27/2021
19
Item b.
TheTown of
Leesburg
RESOLUTION NO
A RESOLUTION
PRESENTED June 25 1996
96 130 ADOPTED June 25 1996
AUTHORIZING THE ADMINISTRATIVE APPROVAL
PROCESSING OF SPECIAL EVENTS ON TOWN PROPERTY
WHEREAS a subcommittee appointed by Town Council recommended administrative
processing of certain special events and waivers and
WHEREAS administrative processing of special events parades and races conducted on
town property along with waivers is recommended by the Finance Committee
THEREFORE RESOLVED by thc Council ofthe Town ofLeesburg in Virginia as follows
SECTIONI Special events considered annual events shall be administratively approved and
processed by the town manager and shall include the Summer Concert Series LCHS AllNight
Graduation Party August Court Days Oldies Street Dance and Car Show First Night Leesburg
Used Book Sale The Hauntings Christmas Home Tour and townsponsored events
SECTION II King and Market Street closings considered annual events shall be
administratively approved and processed by the town manager and shall include The Flower and
Garden Festival Summer Concert Series August Court Days First Night Leesburg and Oldies
Street Dance and Car Show
SECTION III Parades and races considered annual events shall be administratively
approved and processed by the town manager and shall include the Halloween Parade LCHS
Homecoming Parade Firemans Parade March for Martin Luther King WalkAmerica NVBIA
10K Race and townsponsored events
SECTION IV Parades and races shall be permitted to close town streets for a period not
to exceed three hours with town manager approval
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Item b.
2
RESOLUTION SPECIAL EVENTS ON TOWN PROPERTY
SECTION V The town manager is authorized to waive fees for those events recognized as
annual events
SECTION VI All organizations authorized to receive waivers must comply with the waiver
criteria recommended by the special events subcommittee in order to qualify for approval
SECTION VII Events parades and races not recognized as annual events must receive
Town Council approval for street closings and waivers
PASSED this 25th day of June 1996
lem Mayor
Leesburg
ATTEST
Clerk of Council
RSpecEvents
21
Item b.
Date of Council Meeting: September 13, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: Emergency Operations Plan and Preparedness
Staff Contact: Joe Dame, Emergency Management Coordinator
Council Action Requested: (1) Consideration of the proposed update to the Emergency Operations
Plan that requires Council approval. See Attachment #2; and (2) Work session discussion regarding
emergency preparedness as requested by Council during their April 2021 planning retreat per Town
Resolution No. 2021-077. See Attachment #3.
Staff Recommendation: Approval of the proposed 2021 update to the Emergency Operations Plan.
See Attachment #2.
Commission Recommendation: Not applicable.
Fiscal Impact: The Adopted Fiscal Year 2022 budget for the Emergency Management Division is
$163,960 which primarily funds the salary and benefits of one full time position. As future training
and operational needs are identified, the Town should consider additional funding to support
planning and training initiatives. The Town should also consider an investment in additional
resources as the anticipated level of work will exceed the capacity of the single resource currently
available. The Town will continue to explore grant opportunities to provide additional bandwidth
to the emergency management program in the meantime.
Work Plan Impact: As the comprehensive emergency management program continues to evolve,
additional projects emerge in planning, training & exercise, and public outreach activities. The
frequency of incidents and planned events requiring multi-departmental collaboration also
continues to increase, driving additional preparedness activities to build emergency management
capacity. These additional projects require significant oversight and leadership from the Emergency
Management Coordinator who is the only full-time dedicated resource.
Executive Summary: The Emergency Operations Plan (EOP) was adopted in 2006 when the Town
Code was amended to add Chapter 6.1 (The Emergency Services). See Attachment #4. Currently,
the relevant chapter in the Town Code is Chapter 12 (Emergency Management and Emergency
Services), and day-to-day responsibility for the program rests with the Emergency Management
Coordinator. See Attachment #5.
Town Code Chapter 12 outlines emergency powers of the Director of Emergency Management who
is the Town Manager, and the general duties of the Emergency Management Coordinator. Chapter
12 also outlines the local emergency declaration process, identifies key successor staff, and the
requirement to maintain an approved EOP.
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Emergency Operations Plan and Preparedness
September 13, 2021
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For the past 18 months, the Emergency Management Coordinator has led an effort to update the
existing EOP which was last revised in 2017. This update satisfies statutory obligations of Title 44,
Code of Virginia, which requires a comprehensive review of the EOP every four years. This project
involved all Town departments and resulted in a comprehensive, all-hazards plan to guide
emergency preparedness, response, and recovery efforts.
During the Town Council planning retreat in April 2021, emergency preparedness was identified as
a priority area warranting additional discussion. As a result, emergency management preparedness
was added as a theme to the Work Plan, and adopted by Resolution 2021-077 on May 25, 2021. See
Attachment #3.
Comprehensive emergency management is a critical function of local government in order to ensure
a prepared and resilient community. The Town highlighted the importance of this function by hiring
its first full-time emergency management coordinator as part of the Fiscal Year 2020 Adopted
Budget. The mission of the Office of Emergency Management is to enhance the quality of life for
Town residents, businesses, visitors, and staff through comprehensive preparedness, integrated
response, and innovative recovery activities. The comprehensive preparedness program area
contains a number of key sub-activities such as planning, training & exercise, equipping, and
informing.
Over the last 18 months, the Emergency Management Coordinator has supported twenty-three
incidents or events to ensure a common operating plan was maintained and that Town resources
were prepared to conduct a unified response. The incidents ranged in size and complexity from an
EF-0 tornado, global pandemic, the Colonial Pipeline cyber-attack, and multiple weather related
events.
Background: In the Fiscal Year 2020 budget session, emergency management was a top priority
area brought forth by the Town Manager for consideration by Council. This enhancement was
approved by Council and the first full-time emergency management coordinator was hired in
January 2020 allowing for focused efforts to grow the Town’s capacity and capabilities in the area
of emergency preparedness, response, and recovery.
The vision of the Office of Emergency Management is to build a prepared and resilient community
which is achieved through a comprehensive emergency management program that is ingrained in
daily Town operations. The program has three main areas of focus: comprehensive preparedness,
integrated response, and innovative recovery activities. Planning, and specifically the update of the
Town’s existing Emergency Operations Plan, was a high priority preparedness project to begin
building the foundation of a successful emergency management program.
Emergency Operations Plan Update:
The first major initiative undertaken was an update of the Town’s existing Emergency Operations
Plan (EOP) which was adopted in 2006 when the Town Code was amended to assign emergency
management activities to the Chief of Police. Since 2020, responsibility for program management
has shifted to the Emergency Management Coordinator. The EOP is the foundational document
guiding emergency management activities across all Town departments and partner agencies, and
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September 13, 2021
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meets the statutory requirements set forth in Title 44 of the Code of Virginia which requires localities
to prepare and maintain an Emergency Operations Plan.
The 2021 update was a complete overhaul of the existing EOP which aligns the Town with current
Federal Emergency Management Agency (FEMA) guidance and industry standards. The plan also
considers all phases of emergency management (mitigation, preparedness, response and recovery)
including a significant focus on the preparedness phase in an effort to build an overarching culture
of preparedness Town-wide. The plan is structured utilizing four main sections: basic plan,
emergency support functions, support annexes, and incident specific annexes.
The basic plan lays out the framework for how the Town prepares for, and responds to, significant
events. In this section, hazards are discussed, roles and responsibilities assigned, and an operational
construct presented. The emergency support function section is the most significant addition to the
updated plan. Emergency support functions (ESFs) are groupings of individuals, departments, or
agencies that form teams to leverage complementary skills sets and resolve issues that arise in their
area of expertise such as transportation, communications, or utilities. By adopting this industry
accepted model, the Town is positioned to receive help from state or federal resources if our local
capabilities become overwhelmed.
Support annexes were another important addition to the EOP, and cover two key areas: damage
assessment and financial management. Damage assessment is a critical emergency management
function involving the identification, verification, and documentation of damage to residential or
commercial property, critical infrastructure, and the environment. While this responsibility
officially rests with Loudoun County, it is important for the Town to be prepared to provide accurate
damage estimates as this information informs disaster declarations and potential recovery funding
sources. Financial management is another key support annex, and identifies pre and post incident
activities to ensure the Town has fiscal policies and procedures in place that will support disaster
response and recovery efforts.
The last section of the EOP is dedicated to incident specific annexes. Through the course of plan
development, staff identified three incident types: communications failure, cyber-attack, and
evacuation which due to the complexity of the incident would require additional focused planning
efforts. These annexes have not yet been created, and will require a planning team to work
collaboratively to develop documents to guide the specific preparedness, response, and recovery
actions necessary for the previously mentioned incidents. Each annex is expected to take between 6
and 12 months to complete, and will coincide with the 2025 update of the EOP.
The EOP is a living document, and is to be reviewed annually. This is an important step to ensure
the emergency management framework is evolving to new trends and incorporating lessons learned
from our own past experiences or incidents that have occurred elsewhere. According to the Code of
Virginia, every four years, the EOP will be brought before the governing body for formal re-
adoption.
Emergency Preparedness Activities:
Comprehensive preparedness is a pillar of a successful emergency management program. Ingraining
a culture of preparedness across the organization is a daily process requiring a significant time
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Emergency Operations Plan and Preparedness
September 13, 2021
Page 4
commitment. A large amount of time spent on preparedness will positively impact the outcomes of
response and recovery, and is a key indicator of a successful emergency management program.
As such, the Emergency Management Coordinator has led numerous preparedness projects and
activities over the last 18 months in addition to the emergency operations plan update to include,
but not limited to:
Severe weather week social media campaign with 18,000 views,
Secured federal funding for purchase of generators and uninterruptible power supplies to
ensure continuous operation of specific Town-owned traffic signals,
Implementation of an after action process to review response actions with a focus on process
improvement,
Deployment of Leesburg Employee Alerts to support enhanced internal communications,
Installation of cellular telecommunications infrastructure at Town facilities to ensure
connectivity.
A comprehensive preparedness program contains a number of key sub-activities: planning, training
& exercise, equipping, and informing. Each of these sub-elements are discussed below.
Planning is a primary preparedness activity of the Office of Emergency Management. For the past
18 months, the Emergency Management Coordinator has led efforts to completely revise the Town’s
emergency operations plan (EOP) which was adopted by Council in 2006. The EOP outlines the
framework by which the Town will prepare for, respond to, and recover from any incident. Plan
development requires focused collaboration, and coordination to ensure the skills and resources of
all Town departments are incorporated into the plan so they can seamlessly support response and
recovery efforts.
Concurrently with the EOP development, work is underway to update the regional Northern
Virginia Hazard Mitigation Plan. The goal of this plan is to identify hazards facing the Town, and
to develop mitigation actions that can be taken to lessen the impacts of the hazards before an
incident occurs. In addition, participation in the regional hazard mitigation plan meets FEMA
requirements to be eligible for hazard mitigation funding and integrates key Town departments in
the planning process with a focus on environmental and floodplain management, land use/growth,
historic preservation, and public information.
During the course of any month, the Emergency Management Coordinator spends approximately
10 to 20 hours participating in regional meetings and gathering information to facilitate
development of the hazard mitigation plan. The draft plan is expected to be completed this fall, and
will be brought before Council for consideration. Upon adoption, the Office of Emergency
Management will have continued responsibility for tracking action items and coordination with
Town departments on future mitigation projects to include in the 2027 hazard mitigation plan
update.
A number of future planning initiatives were identified by Town departments during the EOP
development process. Three incident annexes: communications system failure, cyber-attack, and
evacuation were identified and included in the EOP as priority future projects. These annexes will
provide more incident specific information such as maps, charts, tables, checklists, resource
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Emergency Operations Plan and Preparedness
September 13, 2021
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inventories, and summaries of critical information to guide response operations to the singular
hazard. Development of these annexes will require leadership from the Emergency Management
Coordinator and support from Town departments and partner agencies to provide subject matter
expertise. Each incident annex is estimated to take between 6 and 12 months to complete at current
staffing levels, and, barring additional significant incidents, completion is anticipated to coincide
with the 2025 EOP update.
Training & Exercise is the next critical preparedness activity to ensure continual improvement of the
emergency management program. The Emergency Management Coordinator is responsible for
developing, scheduling, and executing training sessions for staff who support Town emergency
operations which encompasses all 14 Town departments. This is a critical step to ensure that
personnel are familiar with their assignments prior to an incident, and also provides the
opportunity for open discussion regarding practices that may enhance efficiency in a no-stress
environment. When training is completed, the focus can shift to exercising portions of the plan.
The goal of discussion-based or functional exercises is to test how the plan operates under controlled
conditions. The Emergency Management Coordinator is responsible for the development,
scheduling, conduct, and improvement planning associated with exercises following the Federal
Emergency Management Agencies Homeland Security Exercise and Evaluation Program
(HSEEP). Following the HSEEP model, exercises increase in complexity from discussion based to
full scale. As exercise complexity increases, planning and time requirements also increase. Typical
time requirements range from three months for discussion based exercises up to 12 months for full
scale exercises.
Equipping/Resource Management is the third key preparedness activity, focusing on ensuring Town
departments have the resources (personnel or equipment) to continually provide mission critical
tasks. This on-going activity involves working with departments to assess needs, identify available
sources (internal or external), and ensure plans to obtain, track, and deploy these resources are in
place. Activities such as Threat and Hazard Risk Assessment (THIRA) and exercises are excellent
assessment tools to identify resource needs prior to an event. This process also focuses on ensuring
National Incident Management System (NIMS) standards are followed, and to ensure the Town is
integrating vertically with state and federal resources.
This year, three successful equipping projects were undertaken to identify and close equipment gaps.
The first project focused on snow removal. Utilizing an after action process, staff identified
additional equipment that would aid in snow removal operations of key facilities and high priority
sidewalks. Secondly, a project was submitted to request Federal funding to purchase equipment that
would allow for continued operation of traffic signals in the event of a short-term or long-term power
outage. This project was approved, and staff are awaiting release of funding from the Northern
Virginia Emergency Response System (NVERS). The final project was installation of distributed
antenna system (DAS) to ensure cellphone coverage was maximized in Town Hall, Police
Headquarters, and the Town Shop. This project was coordinated through AT&T/FirstNet which is
a dedicated public safety network supporting emergency communications.
Informing/Public outreach is the final critical preparedness activity and involves efforts to inform
risk/hazard awareness and to provide key pre-event messaging. In March 2021, the Emergency
Management Coordinator, in conjunction with the Public Information Office, held a successful
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severe weather week campaign. Over the course of one week, preparedness information was
shared via social media providing viewers the opportunity to see how the Town prepares,
responds, and recovers from different types of severe weather events. Total reach through
Facebook over five days and ten posts was 18,000 views.
Another key informing activity was the creation of a hazards webpage under the residents section
of the Town website. This easy to view webpage provides visitors with specific information for
Leesburg’s most common hazards. Additionally, under each hazard recommended response actions
are provided as are links to other sources of information to learn more about the hazards. A second
webpage was created focusing on how to prepare for an emergency. This webpage details the key
recommended preparedness activities: make a plan, build a kit, and stay informed. This
preparedness messaging is now easily accessible to all website visitors as a tool to increase resident
and business readiness.
The Office of Emergency Management continues to evolve in the face of constantly emerging
challenges. It is now more important than ever to be proactive in the field of emergency management
as we face more frequent and costly incidents. When considering key strategic issues such as
comprehensive planning, funding/capital improvement planning, and public engagement, it is
crucial to consider these areas through an emergency management lens. By considering the hazards
and the potential impacts, a greater focus can be placed on preparedness activities that mitigate risks
pre-event, and help achieve the emergency management vision of “a prepared and resilient
community”.
Attachments:
1. Draft Resolution
2. Draft 2021 Emergency Operations Plan
3. Town Resolution No. 2021-077
4. Town Ordinance No. 2006-O-16
5. Town Code Chapter 12
Rev. 05/27/2021
27
Item c.
PRESENTED: September 14, 2021
RESOLUTION NO. 2021- ADOPTED: _________________
A RESOLUTION : ADOPTING THE 2021 TOWN OF LEESBURG EMERGENCY
OPERATIONS PLAN
WHEREAS, the Town of Leesburg strives to protect the health and safety of persons,
property, and the environment through a comprehensive emergency management program;
and
WHEREAS, § 44-146.19 of the Code of Virginia requires all localities to develop and
maintain a current emergency operations plan; and
WHEREAS, the emergency operations plan is reviewed annually, and formally
adopted by the governing body every four years; and
WHEREAS, over the past eighteen months, Town departments and key partner
agencies have worked together to complete a comprehensive update of the existing emergency
operations plan based on Federal Emergency Management Agency planning guidance; and
WHEREAS, the updated plan will serve as the framework to ensure coordinated and
effective emergency preparedness, response, and recovery activities within the Town of
Leesburg.
THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia as
follows:
1. Adopts the 2021 Town of Leesburg Emergency Operations Plan.
PASSED this 14th day of September, 2021.
______________________________
Kelly Burk, Mayor
Town of Leesburg
ATTEST:
______________________________
Clerk of Council 28
Item c.
2021
Town of Leesburg
Emergency Operations Plan
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Item c.
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30
Item c.
Contents
Section 1 – Basic Plan .................................................................................................................................... 1
Introduction ............................................................................................................................................................................... 1
Forward ................................................................................................................................................. 1
Vision ..................................................................................................................................................... 1
Mission .................................................................................................................................................. 1
Core Values ........................................................................................................................................... 1
Promulgation Document ....................................................................................................................... 2
Plan Development, Maintenance and Distribution .............................................................................. 3
Authorities and Reference .................................................................................................................... 3
Victim Services Reporting ..................................................................................................................... 4
Record of Changes ................................................................................................................................ 5
Purpose ....................................................................................................................................................................................... 6
Scope .......................................................................................................................................................................................... 6
Situation Overview .................................................................................................................................................................... 6
Hazards ....................................................................................................................................................................................... 9
Planning Assumptions ............................................................................................................................................................ 10
Concept of Operations ........................................................................................................................................................... 11
Organization and Assignment of Responsibility .................................................................................................................. 15
Town Council ....................................................................................................................................... 15
Director of Emergency Management ................................................................................................. 15
Emergency Management Coordinator ............................................................................................... 16
Town Government Departments ........................................................................................................ 17
Emergency Support Functions (ESF) ................................................................................................... 17
Residents ............................................................................................................................................. 18
Private Sector ...................................................................................................................................... 18
Direction, Control and Coordination ..................................................................................................................................... 19
EOC Operations ................................................................................................................................... 19
Emergency Declaration ....................................................................................................................... 22
Information Collection, Analysis and Dissemination .......................................................................................................... 23
Communications ..................................................................................................................................................................... 24
Internal ................................................................................................................................................ 24
External ............................................................................................................................................... 24
System Failure ..................................................................................................................................... 25
Resource Management .......................................................................................................................................................... 26
Preparedness ...................................................................................................................................... 26
During an Event ................................................................................................................................... 27
Mutual Aid........................................................................................................................................... 28 31
Item c.
Training and Exercise .............................................................................................................................................................. 30
Improvement Planning ........................................................................................................................................................... 30
Section 2. Emergency Support Functions ................................................................................................... 31
Introduction ............................................................................................................................................................................. 31
ESF 1 - Transportation ............................................................................................................................................................. 33
ESF 2 - Communications ......................................................................................................................................................... 35
ESF 3 – Damage & Debris ....................................................................................................................................................... 37
ESF 5 - Information and Planning .......................................................................................................................................... 39
ESF 7 - Logistics ....................................................................................................................................................................... 41
ESF 11 – Agriculture, Natural & Cultural Resources ............................................................................................................ 43
ESF 12 - Utilities ........................................................................................................................................................................ 45
ESF 13 - Law Enforcement ...................................................................................................................................................... 47
ESF 14 - Business Sector Support........................................................................................................................................... 49
ESF 15 – Public Information ................................................................................................................................................... 50
Section 3. Support Annexes ........................................................................................................................ 52
Damage Assessment .............................................................................................................................................................. 53
Scope ................................................................................................................................................... 53
Damage Assessment Team ................................................................................................................. 53
Equipment ........................................................................................................................................... 53
Damage Assessment Phases ............................................................................................................... 53
Financial Management ........................................................................................................................................................... 56
Team Composition / Skill Sets ............................................................................................................. 56
Pre-Disaster Activities ......................................................................................................................... 56
Initial Disaster Response and Recovery Activities .............................................................................. 57
Longer-Term Post-Disaster Activities .................................................................................................. 57
Section 4. Incident Specific Annex .............................................................................................................. 59
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Section 1 – Basic Plan
Introduction
Forward
The Town of Leesburg Emergency Operations Plan (EOP) is a multi-discipline, all-hazards plan
that establishes the single, comprehensive framework for the management of significant
events, either planned or spontaneous, within the corporate limits of the Town. This version
supersedes any previous plans and will remain in full effect until updated or rescinded.
The Town Manager will implement the EOP when a coordinated response must be undertaken
to protect lives, property and infrastructure and to ensure the optimal allocation of Town
resources. Successful implementation of this plan requires all departments and supporting
organizations to be fully prepared for their assigned roles and apply specialized skills and
resources in a collaborative manner to achieve success. Response to a significant event will
bring together an ad-hoc group of departments, agencies and individuals, and this plan serves
as the catalyst for coordination.
All Town departments and partner agencies with identified roles and responsibilities are
expected to review the plan, conduct training and exercises frequently, and be prepared to
respond when requested. That said, it is not the intent of this plan to establish rigid procedures.
Rather, the intent is to provide guidelines to assist departments or agencies in developing
successful operational plans for their area of responsibility.
Vision
To build a safer, less vulnerable community leveraging the knowledge, capacity and skills of all
stakeholders to mitigate against, prepare for, respond to and recover from all hazards.
Mission
Protect Town residents, businesses, visitors and staff by creating a culture of preparedness that
acknowledges all hazards, evaluates capabilities, responds collectively and recovers stronger.
Core Values
Awareness – knowledge of past events and anticipation of future hazards
Coordination – encourage supportive relationships and leverage the resulting wide-
ranging skill sets to achieve unified goals
Flexibility - use creative and innovative approaches to solve complex disaster challenges
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Promulgation Document
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3 | P a g e
Plan Development, Maintenance and Distribution
This plan was developed in accordance with the Town of Leesburg Code Part II, Chapter 12
(Emergency Management and Emergency Services) and the Code of Virginia § 44-146.19
(Emergency Services and Disaster Law). A collaborative planning process was utilized during
plan development with active solicitation of input and feedback from departments and
agencies with assigned roles and responsibilities.
The plan is a living document and will be reviewed annually, as well as after each use to include
training, exercise, or significant event by the Emergency Management Coordinator. Re-
adoption of the plan by Town Council will occur every four years, or earlier if significant changes
are made. The plan is considered an essential record and will be maintained in accordance with
the Town of Leesburg Record Retention Policy and the Town of Leesburg Record Emergency
Action Plan.
The plan will be distributed to each department with an assigned role or responsibility in both a
soft and hard copy format. The Office of Emergency Management will maintain a master hard
copy. Additionally, the plan will be posted to the Town website for review by residents,
organizations, business owners, and visitors.
Authorities and Reference
The following authorities and references constitute the statutory and operational basis for
response to a significant event in the Town of Leesburg.
Authorities:
Federal
o Disaster Mitigation Act of 2000, Public Law 106-390
o Homeland Security Act of 2002, 6 U.S.C. 101, et seq., as amended
o Homeland Security Presidential Directive 5, Management of Domestic Incidents,
February 28, 2003
o Homeland Security Presidential Directive 8, National Preparedness, December
17, 2003
o Post-Katrina Emergency Management Reform Act of 2006, Public Law 109-295
o Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-
288, as amended
State
o Code of Virginia, Title 44 Military and Emergency Laws, Chapter 3.2 Emergency
Services and Disaster Law
Local
o Town Code of Leesburg Virginia, Part II, Chapter 12 Emergency Management and
Emergency Services
References:
Federal
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Item c.
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o Homeland Security Exercise and Evaluation Program (HSEEP), January 2020
o National Incident Management System, Third Edition, October 2017
o National Preparedness Goal, Second Edition, September 2015
o National Response Framework, Fourth Edition, October 2019
State
o Commonwealth of Virginia Emergency Operations Plan (COVEOP)
Local
o Leesburg Executive Airport Emergency Plan
o Loudoun County Emergency Operations Plan
o Thomas Balch Library Disaster Plan
o Town of Leesburg Drought Assessment and Emergency Water Supply Response
Plan
o Town of Leesburg Records Emergency Action Plan
o Town of Leesburg Water System Emergency Response Plan
Victim Services Reporting
In accordance with the Code of Virginia § 44-146.19E, the Virginia Department of Criminal
Justice Services (DCJS) and the Virginia Criminal Injuries Compensation Fund shall be contacted
immediately to deploy assistance in the event of an emergency as defined in the emergency
response plan when there are victims as defined in § 19.2-11.01. DCJS has developed an online
reporting form that can be accessed at: https://www.dcjs.virginia.gov/victims-services/report-
campus-local-emergency
Additional points of contact for DCJS / Virginia Victims Fund can be found below:
Department of Criminal Justice Services
Julia Fuller-Wilson
During office hours: (804) 371-0386
After hours: (804) 840-4276
Virginia Victims Fund (officially the Criminal Injuries Compensation Fund)
Kassandra Bullock, Director
During office hours: (804) 367-1018
Leigh Snellings, Assistant Director
During office hours: 1-800-552-4007
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Record of Changes
When an update or change occurs, the Office of Emergency Management will prepare and
distribute a notice of change. The notice will include the effective date, subject, summary of
change(s) and action required by impacted departments and/or agencies. All changes will be
documented in the Record of Change table below.
Revision Revision Date Summary of Revision Revised By
1 8/2021 Complete revision of all sections J. Dame
Table 1: Record of changes
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Purpose
The Town of Leesburg Emergency Operations Plan (EOP) serves as the framework guiding
coordinated prevention, preparedness, mitigation, response, and recovery activities with in the
Town of Leesburg. Specifically, the plan:
Aims to reduce the loss of life and property within the Town of Leesburg due to all
hazards
Guides the comprehensive emergency management program before, during and after a
significant event
Establishes the authority for direction and control of emergency response operations
Assigns responsibilities and actions to Town of Leesburg departments
Promotes visibility of both internal and external resources to support preparedness,
response and recovery activities
Scope
The EOP is an all hazards, multi-discipline plan focused on ensuring a coordinated and effective
response through the use of Emergency Support Function (ESF) teams. Town departments are
assigned to an ESF based on the knowledge, skills, and abilities they possess in their day-to-day
roles that extend to supporting emergency response. The plan adheres to the tenets of the
National Response Framework (NRF) and the National Incident Management System (NIMS) to
ensure horizontal and vertical integration during response efforts.
This plan may be enacted with or without a declared local emergency and applies to all ESF
coordinators and support departments identified in the ESF Annex and any other partner
agencies deemed necessary by the Director of Emergency Management.
Situation Overview
The Town of Leesburg is located in the Virginia Piedmont between the foothills of the Blue
Ridge Mountains and the Potomac River, 35 miles northwest of Washington, D.C. The Town
covers approximately 12 square miles. Established in 1758, Leesburg is the seat of government
for Loudoun County and continues to serve as the center of government and commerce for
Loudoun County. Leesburg’s Old and Historic District was established by local ordinance in
1963, was placed on the National Registry of Historic Places in 1970, and is often cited as one of
the best preserved and most picturesque downtowns in Virginia.
The Town has experienced rapid growth since the early 2000’s. According to U.S. Census data,
the population was 42,643 in 2010 and now stands at 54,488 residents according to the 2020
annual population estimates, marking a nearly 28% increase and making Leesburg the most
populated town in the Commonwealth of Virginia. Population per square mile has increased
from 2,440 to 3,440. There are 17,456 households with approximately 3 persons in each
household. The median home price is $413,400 and median gross rent of $1,545 per month.
Based on 2019 American Community Survey 5-year estimates, the Town’s population is 63.8%
white, 17.2% Hispanic or Latino, 8.0% Asian, 7.5% Black and 4.4% bi-racial. Nearly 22% of
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residents are foreign born persons and 27.5% report speaking a language other than English at
home.
Topographically, the Town ranges in elevation from 275 feet to 425 feet above sea level. The
Town is divided into four quadrants: Northeast, Northwest, Southeast and Southwest as
depicted by the graphic below. These quadrants are commonly referred to when describing
general locations within Town limits.
Graphic 1: Quadrants in the Town
There are a number of major transportation routes in and around the Town including:
US Route 15 a prominent North-South roadway
Virginia Route 7 an East-West roadway
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Leesburg bypass funneling traffic around the historic downtown area
Dulles Greenway providing toll access to all points east and terminating in Leesburg
There are two watersheds located within Town limits:
Lower Goose Creek
Direct to Potomac River
The Lower Goose Creek is the primary watershed in the Town and contains the Cattail Branch,
Dry Mill Branch, Town Branch, and Tuscarora Creek waterways. Each of these waterways flow
to the east and eventually meet the Goose Creek, which empties into the Potomac River east of
Town limits. In the Direct to Potomac River Watershed, the Big Spring Creek and Limestone
Branch flow into the Potomac River north of Town limits. The graphic below depicts the two
watersheds within the Town.
Graphic 2: Watersheds in the Town
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Hazards
The Town participates in the regional development of the Northern Virginia Hazard Mitigation
Plan. The plan is currently being updated with an expected completion in 2022. The last update
was in 2017 and the Town Council adopted the update in February 2018. This plan meets
statutory requirements of the Disaster Mitigation Act of 2000 and emphasizes reducing or
eliminating long-term risks to people and property from hazards and their effects. The following
hazards ranks were identified in the 2017 plan update.
High Medium-High Medium Medium-Low
Flood
Wind
Tornado
Winter Weather
Drought
Landslide Earthquake Wildfire
Karst
Table 2: Hazards identified in the 2017 Northern Virginia Hazard Mitigation Plan
Since 2014, the Town has participated in the Loudoun County Threat and Hazard Risk
Assessment (THIRA). The THIRA is a strategic analysis of hazards that pose a significant threat to
the community and is conducted every four years. The purpose of the THIRA is to:
Determine plausible and significant community threats and hazards in order to assess
risks through subject matter expertise
Provide a detailed analysis of resources that are available to the community and/or
could be obtained through mutual aid, business processes, or procurement of new
resources
Evaluate resource capabilities across 5 mission areas: Prevention, Protection, Mitigation,
Response, and Recovery
In addition to the hazards identified in the Northern Virginia Hazard Mitigation Plan, the
additional hazards listed in the table below have been identified through participation in the
THIRA process.
Natural Technological Human Caused
Epidemic/Pandemic
Extreme Heat/Cold
Hurricane/Tropical Storm
Airplane Crash
Dam Failure
Traffic Gridlock
Infrastructure Failure (Water,
Communications)
Hazardous Material Incident
Active Violence
Cyber attack
Civil Disturbance
Complex Coordinated Attack
Table 3: Additional hazards identified in the Loudoun County THIRA process
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Planning Assumptions
Nothing in this EOP alters or impedes the ability of federal, state, or local departments
and agencies to carry out their specific authorities or perform their responsibilities
under all applicable laws, executive orders, and directives
The Town will commit all available resources to save lives, minimize property and
environmental damage, and conduct emergency response and recovery operations,
while working to establish and maintain direction and control through the Town
Emergency Operations Center, when activated
An emergency situation may escalate quickly and require the rapid mobilization and
reallocation of available resources. The situation may even overwhelm the local
resources and capabilities requiring mutual aid assistance from outside agencies and
organizations
Emergencies of various types, sizes, intensities, and durations may occur within or near
the jurisdictional boundaries of the Town of Leesburg with or without warning. These
emergencies can develop into disasters that affect the safety, health, and welfare of the
population and cause damage or destruction to private and public property as well as
the environment
This plan has been developed to address all hazards that threaten the Town of Leesburg
by providing the response framework and guidance for any emergency or disaster
situation that occurs. The organization and concept of operations allows flexibility and
discretion through command and control of the incident, using the concepts of the
Incident Command System (ICS). Emergency operations will be managed in accordance
with the National Incident Management System (NIMS)
The Town government must continue to function throughout a disaster or emergency
situation. Depending upon the scope and magnitude of the incident, concurrent
implementation of Continuity of Operations Plan (COOP)/Continuity of Government
(COG) operations may be necessary. All Town departments will maintain current COOPs
Town departments may be required to respond on short notice and at any time of the
day or night to provide effective and timely assistance. It is the responsibility of each
department to ensure staff and assets are trained, prepared, and available to respond
During emergency situations, capabilities to respond to collateral and unrelated
emergency situations must be maintained, further impacting availability of resources for
the emergency incident
Preparedness activities are a critical component of emergency management. Achieving
and maintaining effective citizen and community preparedness reduces the immediate
demands on response organizations. Community preparedness requires the Town to
engage in continual and ongoing public awareness and education programs to ensure
residents and businesses will take appropriate advance actions to reduce their
vulnerability and increase their readiness for emergency situations
Emergency preparedness is everyone’s responsibility. Residents, business owners and
government staff should all understand their personal preparedness responsibilities and
be educated on how to appropriately prepare for maintaining self-sufficiency in an
emergency situation
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Concept of Operations
The Emergency Operations Plan is the framework by which the Town will respond to events of
high complexity or significant impact. The Emergency Management Coordinator is responsible
for maintaining comprehensive situational awareness of all incidents that may increase in
complexity/impact. Below a framework of incident complexity (which was adapted from the
Federal Emergency Management Agency Incident Complexity Guide) is provided for reference,
beginning with the least complex incident, a Type 5 incident.
Incident Indicators Examples
Type 5 Incident shows no resistance to stabilization or
mitigation
Incident objectives typically met within one or two
hours once resources arrive on scene
Minimal effects to population immediately
surrounding the incident; few or no evacuations
needed during mitigation
No adverse impact on critical infrastructure and
key resources (CIKR)
Elected/appointed governing officials and
stakeholder groups require little or no interaction
and may not need notification
Conditions or actions that caused the original
incident do not persist; as a result, there is no
probability of a cascading event or exacerbation of
the current incident
Type 5 incidents and exercises
can include a vehicle fire, a
medical response to an
injured/sick person, or a high-
risk felony traffic stop.
Planned events can include a 5K
or 10K road race.
Type 4 Incident shows little resistance to stabilization or
mitigation
Incident objectives typically met within several
hours once resources arrive on scene
Incident may extend from several hours to 24
hours
Limited effects to population surrounding incident;
few or no evacuations necessary during mitigation
Incident threatens, damages, or destroys a minimal
number of residential, commercial, cultural or
environmental properties
CIKR may suffer adverse impacts, but mitigation
measures are uncomplicated and can be
implemented within 24 hours
Elected/appointed governing officials and
stakeholder groups require little or no interaction,
but they may need to be notified
Conditions or actions that caused the original
incident do not persist; as a result, there is little to
no probability of a cascading event or exacerbation
of the current incident
Type 4 incidents and exercises
can include a barricaded
suspect, a hazardous materials
(HAZMAT) spill on a roadway or
waterway, a large commercial
fire, or a localized flooding event
affecting a neighborhood or
subdivision.
Planned events include single
day events with a smaller
attendance and limited
resources deployed.
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Incident Indicators Examples
Type 3 Incident shows some resistance to stabilization or
mitigation
Incident objectives typically not met within the first
24 hours after resources arrive
Incident may extend from several days to one
week
Population within and immediately surrounding
incident area may require evacuations during
mitigation
Incident threatens, damages, or destroys
residential, commercial, or cultural properties
CIKR may suffer adverse impacts, and mitigation
actions may extend into multiple operational
periods
Elected/appointed governing officials and
stakeholder groups require some level of
interaction
Conditions or actions that caused the incident may
persist; as a result, there is some possibility of a
cascading event or exacerbation of the current
incident
Type 3 incidents and exercises
can include a tornado that
damage a small section of town;
HAZMAT leak requiring
evacuation of a neighborhood or
section of a community; an
active shooter; a sink hole; a
water main break; a Category 1
or 2 hurricane; or a small aircraft
crash in a populated area.
Planned events include those
that are multi-day, have a large
attendance or require a large
deployment of resources to
support.
Type 2 Incident shows high resistance to stabilization or
mitigation
Incident objectives typically not met within the first
several days
Incident may extend from several days to two
weeks
Population within and surrounding the general
incident area are affected and may require
evacuation during mitigation
Incident threatens damages, or destroys
residential, commercial, and cultural properties
CIKR may suffer adverse impacts, including
destruction, and mitigation actions may extend
into multiple operational periods, requiring
considerable coordination
Elected/appointed governing officials, political
organizations, and stakeholder groups require a
moderate level of interaction
Incident has resulted in external influences, has
widespread impact, and involves political and
media sensitivities requiring comprehensive
management
Conditions or actions that caused the original
incident may persist, so a cascading event or
exacerbation of the current incident is likely
Type 2 incidents and exercises
can include a tornado with
damage to an entire section of a
city, village, or town; HAZMAT
leak requiring a several-days-
long evacuation of an entire
section of town; a wildland fire
in an area with numerous
residences, requiring
evacuations and several days of
firefighting to bring under
control; or a river flooding event
affecting an entire section of
town, with continued
precipitation anticipated.
Planned events can include a VIP
visit, a large demonstration or
strike, or a large concert.
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Incident Indicators Examples
Type 1 Incident shows high resistance to stabilization or
mitigation
Incident objectives cannot be met within
numerous operational periods
Incident extends from two weeks to over a month
or longer
Population within and surrounding the region or
state where the incident occurred is significantly
affected
Incident threatens, damages, or destroys
significant numbers of residential, commercial, and
cultural properties
Incident damages or destroys numerous CIKRs;
mitigation extends multiple operational periods
and requires long-term planning and extensive
coordination
Evacuated and relocated populations may require
sheltering and housing for weeks or months
Elected/appointed governing officials, political
organizations, and stakeholder groups require a
high level of interaction
Incident has resulted in external influences, has
widespread impact, and involves political and
media sensitivities requiring comprehensive
management
Conditions or actions that caused the original
incident still exist, so a cascading event or
exacerbation of the current incident is likely
Type 1 incidents and exercises
can include a tornado with
damage or destruction to an
entire community; a multi-level
terrorist attack; a Category 3, 4,
or 5 hurricane; a pandemic; a
large wind-driven wildland fire
threatening the entire town,
causing several evacuations and
destroying many homes,
businesses, and critical
infrastructure assets; or a
widespread river flooding event
in town, with continued
precipitation anticipated.
Planned events could include a
political convention, the Super
Bowl, the World Series, or a
presidential visit.
Table 4: Incident complexity indicators
When the Emergency Management Coordinator becomes aware of an event that is increasing
in complexity or community impact, the first step is to notify Town leadership of the details
surrounding the event to ensure awareness and to begin creating a common operating picture.
This notification is accomplished by issuing an informational bulletin. At a minimum, the
informational bulletin will include the following details: type of incident, brief narrative of
impacts, timeframe, and required action or follow up. This bulletin will be issued primarily via
email, however redundant systems are in place to distribute this message via text/SMS
message.
If, at the discretion of the coordinator, the event is of such scope or magnitude to require
support from multiple Town departments, a recommendation to open the Town Emergency
Operations Center (TEOC) will be made to the Director of Emergency Management. This
activation signals the shift to centralized and coordinated response. The primary goal of the
TEOC is to coordinate response across all departments to streamline response and recovery
operations. This goal is achieved by setting overarching objectives, providing accurate and
timely event specific information, and coordinating the deployment of resources required to
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stabilize the event. Departments will provide qualified personnel to fill roles in the TEOC to
support field operations. Additionally, the coordinator may recommend a declaration of local
emergency to the director. More detailed information regarding EOC Operations and
Emergency Declaration can be found in the Direction, Control, and Coordination section.
When the incident objectives have been met through coordination with field personnel, there
will be a transition to recovery. Response personnel will be released from assignments and staff
with skill sets in planning and restoration will be brought in to assist with recovery operations.
The TEOC will continue to operate in a recovery mode to coordinate the provision of disaster
assistance from federal and state partners and to assist with the development of a recovery
plan. An important component of recovery operations will be to implement resilient practices
to lessen future disaster impacts and foster rapid recovery should future incidents occur.
When all recovery objectives have been met, the TEOC Manager will begin to demobilize
personnel to return to their normal day-to-day jobs. The size, scale, and complexity of the
significant event will determine the amount of time until full demobilization. It is important that
all resources (human and equipment) must be accounted for and provided adequate time for
rest or repair, before fully demobilizing.
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Organization and Assignment of Responsibility
This section identifies individuals and groups who have functional and/or operational
responsibilities before, during, or after a significant event. The director may engage any Town
department and assign specific tasks or missions even if the department is not pre-identified in
this EOP. Expanded guidance related to assignment of responsibilities resides within the ESF
Annex.
Town Council
The Town Council is the legislative body of the Town and is empowered by the Town Charter to
make Town policy. The Council is composed of a Mayor and six Council members elected at
large on a non-partisan basis. During an emergency the Town Council:
Serves as a conduit of information to and from constituents sharing incident information
with Town staff
Endorses a declaration of local emergency in accordance with Chapter 12 of the Town
Code and Title 44 of the Code of Virginia
Liaise with elected officials of other jurisdictions
Prior to a significant event, the Town Council plays an important role in town wide
preparedness through the following actions:
Adopting and promulgating the Town of Leesburg Emergency Operations Plan
Adopting and promulgating the Northern Virginia Hazard Mitigation Plan
Providing funding for preparedness, response and mitigation activities based on
recommendations from the Emergency Management Coordinator
Director of Emergency Management
In accordance with Chapter 12 of the Town Code, the Town Manager is designated as the
Director of Emergency Management. If the Town Manager is unavailable, powers shall pass to a
successor official, in the following order: Deputy Town Manager, Emergency Management
Coordinator, Chief of Police or Director of Public Works. During an emergency the director is
authorized to:
Declare a local emergency in response to an actual or impending incident
Implement any applicable emergency plan and mutual aid agreements
Control, restrict, allocate or regulate the use, sale, production and distribution of food,
fuel, clothing and other commodities, materials, goods, services and resources systems
which fall only within the Town
Enter into contracts and incur obligations necessary to combat such threatened or
actual disaster
Protect the health and safety of persons and property and provide emergency
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assistance to the victims of such disaster
Commandeer and appropriate automobiles, boats, other vehicles, or other personal
property if needed to protect the public
Direct any Town employees to work at such hours and to perform such duties as are
reasonably necessary to help protect and serve the public
Request assistance from the county administrator, superintendent of schools, the
sheriff, the director of public health, or any other public official to make employees,
officials, facilities and equipment available to assist as needed with emergency efforts
Order an emergency curfew
Order the evacuation of areas of the Town. Evacuations may be enforced by any sworn
law enforcement officer
Provide support or cooperation for the county director of public health or the state
health commissioner
Prior to a significant event, the Director of Emergency Management plays an important role
in town wide preparedness through the following actions:
Provide strategic direction to the Town-wide emergency management program
Approve grant funding applications for preparedness, response or mitigation activities
Approve and authorize mutual aid agreements or memorandum of understanding
supporting incident response
Emergency Management Coordinator
The Emergency Management Coordinator is responsible for the day-to-day management of the
comprehensive emergency management program. During an emergency the coordinator:
Ensures overall coordination between all Town departments and partner agencies to
achieve emergency management goals
Implements mutual aid agreements or requests resources from the Loudoun County
EOC
Coordinates with Loudoun County Emergency Management to issue public alerts and
warnings
Maintains a common operating picture and shares situational awareness with partner
agencies at the local and state level
Maintains a written record of all official actions taken hereunder, for later review by
applicable state, federal and local agencies
Prior to a significant event the coordinator:
Maintains the Town of Leesburg Emergency Operations Plan
Assists departments with identifying and closing capability gaps
Maintains awareness of Town resources and assists with the development of mutual aid
agreements as required
Provides training to educate personnel on their assigned roles and responsibilities
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Conducts exercises to test and refine plans and procedures
Coordinates with local, state and federal agencies to increase preparedness
Conducts public outreach to educate and prepare residents and businesses
Town Government Departments
Develops, maintains and reviews detailed plans and procedures to support incident
response and recovery
Identifies sources of emergency supplies, equipment and transportation
Implements and maintains mutual aid agreements to support operations in the event
resources become overwhelmed
Maintains records of disaster-related expenditures and actions
Protects and preserves records essential for the continuity of government
Establishes and maintains a line of succession of key emergency personnel
Emergency Support Functions (ESF)
An emergency support function (ESF) is a grouping of departments that have complimentary
skills and work together during an event to monitor, respond, and stabilize any sector-specific
impacts. Each ESF is composed of a coordinating department and one or more support
departments. Each ESF coordinator is selected due to knowledge, skill, capabilities and
resources. The purpose of each ESF is summarized in Section 2 of this plan.
In accordance with Chapter 12 of the Town Code, all departments will cooperate in full with all
directives from the Director of Emergency Management or the Emergency Management
Coordinator. During a significant event, all ESF coordinators and support departments will:
Provide personnel qualified and authorized to act on behalf of their department to the
TEOC
Maintain and report situational awareness regarding activities within the department’s
area of responsibility
Notify the Emergency Management Coordinator of any resource deficiencies and
provide detailed resource request information
Maintain documentation of all actions taken supporting incident response to include
cost tracking procedures
Prior to a significant event, all ESF coordinators and departments will:
Maintain a roster of personnel qualified to serve as representatives in the TEOC. Any
personnel assigned must meet minimum training requirements pursuant to the National
Incident Management System and be authorized to commit resources on behalf of their
department and make critical decisions
Lead pre-event planning efforts in conjunction with the Emergency Management
Coordination to bolster preparedness efforts
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Residents
During a significant event, residents are the first to respond, taking critical first steps before the
arrival of responding personnel to protect lives and property. Resident preparedness is a
critical component to the overall resiliency of the Town. All residents are encouraged to:
Develop an emergency plan based on the hazards presented in this plan
Regularly test, review and update your personal plan
Maintain a well-supplied emergency kit
Maintain multiple ways to receive emergency information from Town officials
Private Sector
Private sector organizations support emergency management through all phases. In the
preparedness phase they share information with the local government, identify risks, perform
vulnerability assessments, develop emergency response and business continuity plans to
enhance their overall readiness. During the response and recovery phases, the private sector
implements plans and may donate goods and services through contractual arrangements or
government purchases. The Town strives to integrate the private sector into its emergency
response activities and encourages these organizations to develop and maintain capabilities to
respond and manage events of all size, scope and complexity.
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Direction, Control and Coordination
EOC Operations
The Town Emergency Operations Center (TEOC) serves as the central hub for incident
coordination, focusing on sharing incident information and centralizing allocation of resources.
The physical space provides audio visual and communications technology that allows staff to
collect, analyze, and report incident specific information and create a common operating
picture. The coordinator, or designee, is responsible for the maintenance and readiness of the
TEOC.
The coordinator makes the recommendation to the director to activate the TEOC at one of
three levels listed below depending on the size, scope and complexity of the event:
1. Monitoring: Activation of representatives from key agencies to maintain situational
awareness of an emerging or impending event
2. Partial: Activation of five or less Emergency Support Functions (ESFs)
3. Full: Activation of six or more ESFs
If an activation is approved by the director, the coordinator will notify all TEOC personnel of the
following information:
Incident type
TEOC activation level
Personnel required
Reporting time
The coordinator will also ensure the following actions are completed:
Create the initial incident action plan (IAP)
Ensure the operational status of all TEOC equipment
Notify Loudoun County OEM and Virginia DEM of the activation
Operational periods in the TEOC will not exceed 12 hours, and if 24-hour operations are
warranted, two 12-hour shifts will be implemented. Personnel will be provided adequate rest
periods to ensure their safety and well-being.
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Organizational Structure
The organizational structure utilizes a hybrid approach with the goal of resolving resource and
policy issues at the lowest possible organizational level. The structure also allows for complex
issues to be tackled by groups with complementary skill sets, enhancing resolution through
teamwork and collaboration. A graphical representation of the organization structure utilized
during a significant event is below.
Graphic 3: EOC organizational chart
EOC Manager
Operations
Public Safety
ESF 13
Infrastructure
ESF 1
ESF 2
ESF 3
ESF 12
Support
ESF 11
ESF 14
Planning
ESF 5
Logistics
ESF 7
Finance/Admin
PIO Liaison
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EOC Operations
The backbone of TEOC Operations revolve around a structured planning and information
sharing process. The Town will utilize the “Planning P” process to facilitate a consistent
approach to TEOC operations. The process begins with the development and prioritization of
strategic goals by the Director. The TEOC manager reviews these goals with Management and
General staff who work together to develop objectives to achieve the strategic goals. ESF
personnel are then briefed on the objectives and proceed to develop tactical plans that address
how objectives will be met. The graphic below is taken from the Northern Virginia EOC Guide
and provides a visual overview of the process flow during a TEOC activation.
Graphic 4: EOC process flow
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Briefings
Briefings are an essential part of any TEOC activation. Each operational period will begin with a
briefing that includes the following information:
Situation overview
Personnel assignments
Review current objectives, unmet resources and future actions
Questions and answers
Following this formal briefing, personnel speak with the people they are relieving to gather any
more specific information that was not covered in the larger briefing.
Coordination with Loudoun County Emergency Operations Center
The Town will ensure coordination with the Loudoun County Emergency Operations Center. To
achieve coordination, the Town has identified a liaison position that may be deployed to the
County EOC to assist with information sharing and resource requests.
Emergency Declaration
The director may declare a local emergency with the consent of the Town Council (council) in
accordance with Section 12-3 of the Town Code and § 44-146.21 of the Code of Virginia. In the
event the Council cannot convene due to the disaster or other exigent circumstances, the
director or successor, may declare the existence of a local emergency, subject to confirmation
by the council at its next regularly scheduled meeting or at a special meeting within 45 days of
the declaration, whichever occurs first.
A local emergency is defined as the condition declared by the local governing body when in its
judgement the threat or actual occurrence of an emergency or disaster is or threatens to be of
sufficient severity and magnitude to warrant coordinated local government action to prevent or
alleviate the damage, loss, hardship or suffering threatened or caused thereby. A declaration of
local emergency shall activate this plan and authorize the furnishing of aid and assistance
thereunder.
The declaration shall be in writing and shall remain in effect for 45 days, or until confirmed,
modified, extended or cancelled by official recorded vote of the council, whichever occurs first.
If the council extends the declaration, it shall state the length of the extension and the
conditions and procedures under which it shall be ended. When in the judgement of the
council, all emergency actions have been taken, the governing body shall take appropriate
action to end the declared emergency.
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Information Collection, Analysis and Dissemination
The Planning Section in the TEOC will be responsible for collection, analysis, and dissemination
of incident-specific information through a variety of mechanisms including situation status
reports, briefings, email communication, maps, graphics, and WebEOC. Each ESF will be
responsible for establishing the necessary communication and coordination mechanisms with
partner organizations for information sharing and situational awareness. To assist ESF’s,
essential elements of information (EEI’s) have been included in each ESF annex as a starting
point for information to be gathered and shared.
During an activation of the TEOC, a situation report will be developed and issued at the end of
each operational period, or more frequently if necessary. Each activated ESF will gather and
provide information to the planning section. The Planning section will be responsible for
analysis and development of a draft situation report that will be reviewed and approved by the
TEOC manager prior to release.
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Communications
Effective communications are critical for staff response, intergovernmental coordination, public
awareness and rumor control. The Town has in place robust and redundant systems, both internal
and external, to facilitate incident-related communications.
Internal
The Town maintains or has access to multiple communications systems and infrastructure to
facilitate critical communications during a significant event including:
Internal email system
Internal VOIP phone system
FirstNet cellular telephone service with uplift capability
Verizon cellular telephone service (Police Department)
Intrado e911 Call Handling System
Town-owned and operated public works radio system (UHF DMR Mototrbo)
Loudoun County-owned and operated public safety radio system (P25 800 MHz)
Loudoun County-hosted Everbridge notification system
Loudoun County-hosted WebEOC incident management software
The Police Department operates an accredited secondary public safety answering point (PSAP)
and emergency communications center (ECC) providing direct support for internal public safety
communications and monitoring of the Town public works talkgroups.
External
During a significant event, the Town uses a variety of means to communicate with residents,
businesses and visitors including:
Media notification to local print, radio, and television media via GovDelivery
Updates to the Town’s website
Postings to the Town’s social media sites, including Facebook, Twitter, Instagram and
Nextdoor
Information added to the Leesburg Local Government Access cable TV channel
Electronic alerts through the Alert Loudoun/Leesburg (Everbridge) notification system
Access to Wireless Emergency Alerts (WEA) or the Emergency Alert System (EAS)
coordinated through Loudoun County Emergency Management
Activation of the Town Information Hotline
Electronic sign boards, as available
Public notices posted at Town facilities, time and circumstances permitting
Announcements via public safety vehicles, time and circumstances permitting
Door-to-door notification, time and circumstances permitting
Press conferences and briefings
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Throughout the event and during the recovery phase, the Public Information Office (PIO) will
ensure that available information is disseminated to the public regarding:
Town response/recovery activities
Safety information (boil water notices, etc.)
Restricted areas
Movement or travel restrictions
Shelter location(s)
Types and locations of emergency assistance available
Changes to Town services
Other pertinent information
System Failure
In the event of town-wide communication system failure, the following locations will be used to post
public notices and/or station Town representatives to provide emergency information and
assistance to residents:
1. Northeast Quadrant
a. Robinson Park - 345 Plaza Street NE
b. Balls Bluff Elementary School - 821 Battlefield Parkway NE
c. John C. Tolbert Elementary School – 691 Potomac Station Drive NE
2. Northwest Quadrant
a. Ida Lee Park Recreation Center – 60 Ida Lee Drive NW
3. Historic District
a. Town Hall – 25 W Market Street
4. Southeast Quadrant
a. Tuscarora Creek Park – 425 Solitude Court SE
b. TLC Shed at Water Pollution Control Plant – 1391 Russell Branch Parkway SE
c. Brandon Park – 878 Harrison Street SE
d. Freedom Park – 101 Colonel Grenata Way SE
5. Southwest Quadrant
a. Greenway Park – 103 Shadetree Way SW
b. Foxridge Park – 525 Catoctin Circle SW
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Resource Management
Before, during and after a significant event, resource management is critical to effect a
successful response. The Town adheres to the tenants of the National Incident Management
System (NIMS) to conduct comprehensive resource management.
Preparedness
In the preparedness phase, resource management focuses on four key areas: identifying and
typing of resources; qualifying, certifying, and credentialing of personnel; planning for
resources; and acquiring, storing, and inventorying resources.
Identifying and Typing
Resource typing definitions establish a common language for discussing resources and defining
minimum capabilities for personnel, teams, facilities, equipment, and supplies. All Town
departments will maintain up-to-date resource inventories and work with the Emergency
Management Coordinator annually to type resources using the FEMA Resource Typing Library
Tool. This preparation will allow the Town to stand ready to support mutual aid requests, and
ensure horizontal and vertical integration with responding local, state and federal response
agencies if resources need to be requested to support Town response operations.
Qualifying, Certifying, and Credentialing Personnel
Qualifying, certifying, and credentialing are the essential steps that ensure that personnel
deploying through mutual aid agreements have the knowledge, experience, training, and
capability to perform the duties of their assigned roles. The Emergency Management
Coordinator will establish minimum training requirements for personnel supporting Town
response operations and will certify and credential individuals who have demonstrated
proficiency.
Planning for Resources
The Town participates in the Loudoun County-led Threat and Hazard Identification and Risk
Assessment (THIRA), which is conducted every four years. Through this collaborative process,
Town departments identify resources requirements based on the threats to, and vulnerabilities
of, the Town. Additionally, pre-event resource planning should consider:
Storage of critical resources
Establishing mutual aid agreements to obtain resources from neighboring jurisdictions
Determining how and where to reassign existing resources from non-essential tasks
Developing contracts to acquire resources from vendors rapidly when needed
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Acquiring, Storing, and Inventorying Resources
The Town maintains many resources to support daily operation, but should also incorporate
planning focused on periodic replenishments, preventive maintenance, and capital
improvements to support response operations. Planning should also consider the potential for
large or complex incidents that may require ancillary support, supplies, or spaces. Effective
resource management involves establishing a resource inventory and maintaining the currency
and accuracy of the information. Each department should maintain an accurate resource
inventory and report needs to the Emergency Management Coordinator promptly.
During an Event
During a significant event, the TEOC facilitates the resource management process through the
identification of requirements, ordering and acquiring, mobilizing, tracking and demobilization.
Identifying Requirements
A principal objective of the TEOC is to ensure that field personnel have the resources they need
to complete incident objectives. During the course of an activation, TEOC personnel should
continually identify, validate, and refine resource needs, which may change frequently during a
complex event.
Ordering and Acquiring
Field and TEOC Personnel should work collaboratively to identify:
Description of required capability or kind and type (if resource typing is known)
Quantity needed
Procurement source (if known)
Required arrival date and time
Required delivery or reporting location
Who will receive and use the resource(s)
Once the information is known, TEOC personnel may begin acquiring the resource through the
following sequential steps:
Confirm the Town does not already have the requested resource
Request the resource through Loudoun County (this will also determine availability in
the greater National Capital Region and from statewide mutual aid if necessary)
Acquisition through existing Town contract
Acquisition through emergency procurement pursuant to Town Code Section 12-4 and
Code of Virginia § 44-146.19
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Mobilization
Mobilization involves readying the resource for operations and providing the following critical
information to the support department or agency:
Reporting location (address, on-site point of contact, phone number, radio frequency)
Anticipated incident assignment
Anticipated duration of deployment
Just-in-time training outlining Town geography, operations, and any other pertinent
information
Resource Tracking
It is critical that resources requested to support Town response operations are tracked from
order until demobilization utilizing WebEOC incident management software. The TEOC
Resources Unit will be responsible for the continuous tracking of all resources assigned to the
event. All requested resources will be provided a reporting location, where equipment and
personnel will be inventoried prior to be committed to response operations. This information
gathered during the check-in process will be sent to the TEOC Resources Unit for overall
tracking.
Demobilization
Once the resource has completed the assigned task, it may either be reassigned or demobilized.
The resource will report to check-out and a number of functions may occur:
Rehabilitation
Replenishment
Disposal
Returned to operational condition
TEOC personnel will then update the event documentation to match the disposition identified
in the check-out process.
Mutual Aid
Mutual Aid Agreements
Mutual aid agreements establish the legal basis for two or more entities to share resources and
exist in various forms among and between all levels of government. According to Town Code
and the Code of Virginia, Town departments may enter into agreements to bolster response
capabilities. The Town maintains active mutual aid agreements listed in the table below.
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Name Participating Department
Virginia Water/Wastewater Agency Response
Network (VA WARN)
Utilities
National Capital Region (NCR) Wastewater
Agency Response Network (WARN)
Utilities
National Capital Region (NCR) Mutual Aid
Operations Plan
Police
Northern Virginia Active Violence Incident
Plan
Police
Northern Virginia Mutual Aid Agreement Police
Northern Virginia Critical Incident Response
Team
Police
Table 5: Mutual aid agreements
Contracts
The Town maintains a number of contracts for critical public services. The table below outlines
active contracts supporting emergency operations.
Name Department
General Hauling and Debris Removal Services Public Works & Capital Projects
Waste Hauling Public Works & Capital Projects
Snow Removal Public Works & Capital Projects
Table 6: Contracts supporting emergency operations
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Training and Exercise
A comprehensive training and exercise program is essential to support the effective
implementation of the EOP. The Emergency Management Coordinator is responsible for the
overall execution of training and exercises to support emergency operations utilizing the tenets
identified in the Homeland Security Exercise and Evaluation Program (HSEEP). Annually, the
Town departments and partner agencies will assist the coordinator with identifying
training/exercise priorities and target capabilities to develop a yearly training and exercise plan.
This plan will ensure that staff members from all departments with assigned roles and
responsibilities are trained and prepared for response and recovery operations.
The Town will also coordinate with Loudoun County to ensure integration with training and
exercise efforts at the county level. Additional training and exercise opportunities are available
in the greater Northern Virginia and National Capital region as well. Departments are
encourage to engage in training and exercises with local and regional partner agencies.
Improvement Planning
To ensure continual learning and capacity building, the Town will conduct improvement
planning after exercises and incidents. The goal of the improvement planning process is to
identify both strengths and measurable corrective actions to enhance preparedness, response
and recovery activities. Actions identified during the improvement planning process will help
strengthen elements of the organization’s capability to plan, organize/equip, train and exercise
consistent with Homeland Security Exercise and Evaluation Program process.
The Emergency Management Coordinator will facilitate the review process post exercise or
incident with affected departments focusing on:
Discussion of strengths and areas of improvement by each department
Prioritization of correction actions identified by participants
Initiation of plan, policy or procedure review or development
Identification of needed training, equipment or other resources
Corrective action tracking and implementation
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Section 2. Emergency Support Functions
Introduction
The Town of Leesburg structures incident response using the Emergency Support Function (ESF)
model. This approach aligns the Town with other local, state and federal response agencies and
allows any incoming response entities to quickly integrate into Town incident response
operations based on commonly adopted tenets of the National Incident Management System
and National Response Framework. ESFs provide the structure for coordinating Town response
to a significant event by forming collaborative teams that have specific, yet complimentary
duties. The table below displays Town-staffed ESF’s, the ESF coordinator and support
departments. It should be noted that ESF #4 – Firefighting, #6 – Mass Care, #8 – Health, #9 –
Search and Rescue, and #10 – Hazardous Materials are the coordinated through Loudoun
County. The Town Emergency Management Coordinator serves as the liaison to these County-
led ESFs.
ESF Coordinator Support
Departments/Agencies/ESFs
ESF #1 – Transportation Public Works & Capital
Projects
Airport
IT – GIS
Police
Public Information
VA Dept. of Transportation
ESF #2 – Communications Information Technology Emergency Management
Loudoun County ESF #2
Police
ESF #3 – Damage & Debris Public Works & Capital
Projects
Parks and Recreation
Plan Review
Planning & Zoning
ESF #5 – Information and
Planning
Emergency Management IT – GIS
Parks & Recreation
Plan Review
Planning & Zoning
Town Attorney
ESF #7 – Logistics Emergency Management Finance
Human Resources
Parks & Recreation
Public Works & Capital Projects
Utilities
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ESF Coordinator Support
Departments/Agencies/ESFs
ES #11 – Agriculture and
Natural Resources
Public Works & Capital
Projects
Loudoun County Extension
Office
Parks and Recreation
Plan Review
Planning and Zoning
ESF #12 – Utilities Utilities Emergency Management
Public Works & Capital Projects
Private Utility providers
ESF #13 – Law
Enforcement
Police Emergency Management
Local & State Law Enforcement
agencies
ESF #14 – Business Sector
Support
Economic Development Emergency Management
Public Information
Town Manager
ESF #15 – Public
Information
Public Information Emergency Management
Police
Thomas Balch Library
Table 7: Town emergency support functions
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ESF 1 – Transportation
ESF 1 – Transportation
ESF Coordinator: Core Capabilities:
Public Works & Capital Projects Critical Transportation
Support Departments/Agencies/ESFs Community Lifelines:
Airport Transportation
IT – GIS
Police
Public Information
Virginia Department of Transportation
Purpose:
Coordinate all preparedness, response and recovery efforts involving transportation
systems and infrastructure to include Town owned roadways, traffic signals and signage.
Scope:
Evacuation planning
Traffic control and management
Re-entry planning
Transportation of critical supplies, equipment, and other resources
Repair/restoration of system and infrastructure
Preparedness Activities:
Conduct pre-incident planning to include development of operational response plans
and stabilization targets
Estimate capability requirements
Identify and close capability gaps
Maintain list of construction contractors and engineering firms with active contracts
who would be available to assist with transportation infrastructure repairs
Participate in training and exercises to evaluate and refine operational plans
Maintain roster of qualified personnel
Ensure coordination with county, state and federal transportation agencies
Response Actions:
Monitor, assess and report status of Town-owned transportation systems and
infrastructure
Evaluate and respond to transportation specific missions/tasks including but not limited
to:
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o Evacuation routes
o Routes to and from incident locations or facilities
o Routing for equipment supporting incident response or recovery
Implement response activities to stabilize situation
Establish resource and logistics requirements
Reassess conditions and report status
Recovery Activities:
Assist with coordinating the repair and restoration of transportation systems and
infrastructure
Implement mitigation measures to reduce future impacts
Essential Elements of Information
Status of Town-owned road network
o Physical condition
o Traffic condition
Status of privately-owned road network
Status of traffic infrastructure
o Traffic signals
o Traffic cameras
o Signage
o Street lights
Status of airport flight operations
NQS Positions
Evacuation coordination team
Evacuation coordination team leader
Traffic control specialist
Transportation specialist
Resources
Snow maps
Town-owned traffic camera system
VDOT camera access
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ESF 2 – Communications
ESF 2 – Communications
ESF Coordinator: Core Capabilities:
Information Technology Operational Communications
Support Departments: Community Lifelines:
Emergency Management Communications
Loudoun County ESF #2
Police – Communications / IT
Purpose:
Coordinate all preparedness, response, and recovery activities involving
communications systems and infrastructure to include land mobile radios, internet,
cellular telephones, and cable providers.
Scope
Optimization of system and infrastructure
Planning for significant events
Restoration of systems post incident
Preparedness Activities
Conduct pre-incident planning to include development of operational response plans
and stabilization targets
Estimate capability requirements
Identify and close capability gaps
Maintain list of contractors and firms with active contracts who would be available to
assist with restoration of communications infrastructure
Conduct periodic testing and exercising of emergency communications and notification
systems
Conduct training and exercises to evaluate and refine operational plans
Maintain roster of qualified personnel
Ensure coordination with county, state and federal telecommunication and information
technology agencies
Response Actions
Monitor, assess, and report status of communications systems and infrastructure
Evaluate and respond to communications-specific missions/tasks including (but not
limited to):
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o Assess need for auxiliary communications systems/personnel/equipment
o Coordinate prioritization and restoration of communications systems
o Coordinate incident-specific communication requirements
Implement response activities to stabilize situation
Establish resource and logistics requirements
Reassess conditions and report status
Recovery Activities
Coordinate replacement and restoration of damaged or destroyed equipment
Implement mitigation strategies to lessen the impact of future events
Essential Elements of Information
Status of communications infrastructure
o Internet connection
o E911 call handling system
o Public safety radio system
o Telephone system (VOIP & Cellular)
o Utilities telecommunications equipment (pump stations, etc.)
o Hardware and software
o Public works radio system
NQS Positions
Communications Technician
Communications Unit Leader
Public Safety Telecommunicator I/II
Resources
PD Mobile Command and Communications Center (MC3)
Town-owned MOTOTRBO radio system
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ESF 3 – Damage & Debris
ESF 3 – Damage & Debris
ESF Coordinator: Core Capabilities:
Public Works & Capital Projects Infrastructure Systems
Support Departments: Community Lifelines:
Parks and Recreation Safety and security
Plan Review
Planning & Zoning
Purpose:
Coordinate all preparedness, response and recovery efforts involving damage, debris,
and emergency repairs. ESF 3 will also support Loudoun County damage assessment
operations as requested.
Scope
Damage assessment planning
Debris management planning
Emergency temporary repairs
Preparedness Activities:
Conduct pre-incident planning and develop operational plans
Estimate capability requirements
Identify and close capability gaps
Maintain list of construction contractors with active contracts who would be
available to assist with debris management operations
Participate in training and exercises to evaluate and refine operational plans
Maintain roster of qualified personnel
Ensure coordination with county, state and federal agencies
Response Actions:
Implement emergency repairs to maintain operational status of facilities
Identify temporary solutions if critical facilities are damaged and emergency repairs
cannot restore service in a timely manner
Establish and communicate resource/logistics requirements
Recovery Activities:
Conduct debris removal on Town property and in Town right-of-ways
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Coordinate debris removal from private property
Conduct and report damage assessment of Town facilities and properties
Implement mitigation measures to reduce future impacts
Essential Elements of Information:
Status of public facilities and property
o Buildings
o Parks
Status of private property
o Residential
o Business
Damage assessment data utilizing CrisisTrack
NQS Positions:
Damage Assessment Coordinator
Debris Supervisor
Debris Operations Officer
Equipment Operator
Resources:
Central Square EAM (Lucity)
CrisisTrack
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ESF 5 – Information and Planning
ESF 5 – Information & Planning
ESF Coordinator: Core Capabilities:
Emergency Management Planning
Situational Assessment
Public Information and Warning
Support Departments: Community Lifelines:
Information Technology – GIS All
Parks & Recreation
Plan Review
Planning & Zoning
Town Attorney
Purpose:
ESF 5 collects, analyzes, processes and disseminates information about potential or
actual incidents, and conducts incident action planning activities.
Preparedness Activities:
Develop and maintain plans to support incident operations
Maintain GIS capabilities to support incident response
Maintain roster of qualified personnel
Participate in training and exercises to evaluate and refine plans
Response Actions:
Serve as a hub for the receipt and dissemination of incident information
Coordinate with department operations centers and other local, state and private
emergency management agencies
Coordinates the overall response to ensure unity of effort
Develop incident action plan
Maintain and share situational awareness
Recovery Activities:
Support the transition from response to recovery
Maintain awareness of state and federal assistance programs
Provide adequate personnel to effectively support recovery operations
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Essential Elements of Information:
Situation Reports
Informational bulletins
Damage assessment validation and reporting
NQS Positions:
Documentation Unit Leader
Planning Section Chief
Resource Unit Leader
Situation Unit Leader
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ESF 7 – Logistics
ESF 7 – Logistics
ESF Coordinator: Core Capabilities:
Emergency Management Logistics and Supply Chain
Management
Support Departments: Community Lifelines:
Finance – Procurement Division Safety and Security
Finance – Controller
Human Resources
Parks and Recreation
Public Works
Utilities
Purpose:
ESF 7 centralizes management of supply chain functions during an incident to ensure
timely and efficient order, receipt, delivery and final disposition of incident-related
resources
Scope:
Equipment
Facilities
Personnel
Services
Supplies
Preparedness Activities:
Maintain list of active emergency vendors
Conduct resource typing of Town-owned equipment and personnel
Develop and implement policies and procedures for centralized sourcing, acquisition,
storage, and disposition of incident resources
Maintain roster of qualified personnel
Participate in training and exercises to evaluate and refine operational plans, roles, and
responsibilities
Ensure project codes, forms and tracking procedures are in place
Response Actions:
Acquire, store, and distribute incident resources
Maintain accurate inventory of incident resources and mitigate any risk of loss
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Ensure fiscal control procedures are communicated and followed
Coordinate with Loudoun County Emergency Operations Center for unobtainable
resources
Monitor all incident-related purchases to ensure processes and procedures are followed
Maintain documentation of all purchases for potential post-incident reimbursement
Recovery Activities:
Engage in post-incident reimbursement process to include FEMA reporting, grants
and/or insurance recoveries
Ensure recordkeeping and purging processes are created and observed
Conduct after-action review to identify strengths and areas for improvement
Essential elements of information:
Resource shortfalls
Resource inventory
Resource burn rates
NQS Positions:
Logistics Section Chief
Supply Unit Leader
Resources:
Central Square EAM (Lucity)
WebEOC
Emergency Vendors List
Munis emergency project number tracking and reporting
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ESF 11 – Agriculture, Natural & Cultural Resources
ESF 11 - Agriculture, Natural &
Cultural Resources
ESF Coordinator: Core Capabilities:
Planning and Zoning Natural and Cultural Resources
Support Departments: Community Lifelines:
Loudoun County Extension Office Food, water, shelter
Parks and Recreation Safety and security
Plan Review
Public Works
Purpose:
ESF 11 protects the Town’s agricultural, natural, and cultural resources.
Scope:
Floodplain resiliency
Agricultural sustainability
Historic property preservation
Preparedness Activities:
Administration of applicable ordinances
Conduct training and exercises to evaluate and ensure readiness
Maintain roster of qualified personnel
Ensure coordination with county, state and federal agriculture, floodplain and
preservation agencies
Response Actions:
Provide technical expertise regarding agricultural impacts
Provide technical expertise regarding flooding and floodplain management
Report and document flooding issues
Ensure the protection of natural and cultural resources and historic properties
Recovery Activities:
Assist with post-disaster damage assessment focusing on CAN resources
Ensure recovery activities comply with ordinances and regulations
Conduct after-action review to identify strengths and areas for improvement
Essential Elements of Information:
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Register of historic structures
NQS Positions:
Environmental and Historic Preservation Historic Preservation Specialist
Resources
ArcGIS
DSIS
WebEOC
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ESF 12 – Utilities
ESF 12 – Utilities
ESF Coordinator: Core Capabilities:
Utilities Infrastructure Systems
Support Departments: Community Lifelines:
Emergency Management Food, water, shelter
Private utility providers Energy
Miss Utility
Purpose:
ESF 12 sustains water and waste water systems and infrastructure before, during, and
after an incident leveraging skills in design, maintenance and operation.
Preparedness Activities:
Continual operation and maintenance of water and waste water infrastructure
Conduct pre-incident planning and develop operational plans
Estimate capability requirements
Identify and close capability gaps
Maintain list of on-call contractors to assist with emergency repairs to water and waste
water infrastructure
Maintain list of critical facilities and customers
Maintain list of resources
Conduct training and exercises to evaluate and ensure readiness
Maintain roster of qualified personnel
Ensure coordination with county, state and federal water and waste water partners
Ensure equipment and systems connected to the internet are properly secured
Response Actions:
Conduct assessment and provide status of utility infrastructure
Coordinate with ESF 15 for issuance of public messaging
Implement emergency repairs to maintain operational status of facilities
Identify temporary solutions if critical facilities are damaged and emergency repairs
cannot restore service in a timely manner
Establish and communicate resource/logistics requirements and activate mutual aid
agreements as necessary
Recovery Activities:
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Conduct inspections and assess damage for water and waste water infrastructure
Maintain documentation of all incident related activities to support potential
reimbursement
Conduct after action review to identify strengths and areas for improvement
Essential elements of information:
Status of water production facilities
Status of waste water facilities
Status of critical technology systems supporting infrastructure
NQS Positions:
Operations Team – Water Treatment Facility
Operations Team – Wastewater Treatment Facility
Repair Team – Water Distribution System
Repair Team Sewer Mains – Wastewater
System Flushing and Flow Testing Team – Water Distribution
Utility Worker Specialist – Water Sector Infrastructure
Water Operations Team Leader
Wastewater Operations Team Leader
Resources:
ArcGIS
Central Square EAM (Lucity)
Emergency management plans (water and wastewater)
SCADA
VA & NCR WARN
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ESF 13 – Law Enforcement
ESF 13 - Law Enforcement
ESF Coordinator: Core Capabilities:
Police On-Scene Security, Protection, and
Law Enforcement
Support Department: Community Lifelines:
Emergency Management Safety and Security
Purpose:
ESF 13 coordinates law enforcement capabilities and resources supporting incident
activities.
Preparedness Activities:
Develop operational and tactical public safety and security plans for planned events
Conduct technical security and/or vulnerability assessments
Estimate capability requirements
Identify and close capability gaps
Conduct training and exercises to evaluate and ensure readiness
Maintain roster of qualified personnel
Ensure coordination with county, state and federal law enforcement agencies
Response Actions:
Provide law enforcement capabilities
Assist in the establishment of consistent processes for issuing identification badges to
emergency responders and other personnel needing access to controlled areas, and
verifying emergency responder credentials
Provide personnel to control access to the incident site and critical facilities
Provide personnel to control crowd and traffic in and around the incident site, critical
infrastructure, and/or critical facilities
Provide for the protection and operational security of emergency responders and other
workers operating at an incident site
Recovery Activities:
Maintain documentation of all incident-related activities to support potential
reimbursement
Conduct after-action review to identify strengths and areas for improvement
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Essential elements of information:
Security status of incident area
DHS Threat information (publicly available)
Badging & credentialing template
NQS Positions:
Crisis Negotiation Team
o Crisis Negotiation Team Leader
o Crisis Negotiation Team Negotiator
Mobile Field Force
o Mobile Field Force Supervisor
o Mobile Field Force Team Leader
o Mobile Field Force Officer
Patrol Team
o Patrol Team Officer
o Patrol Team Supervisor
Special Weapons and Tactics Team
o Special Weapons and Tactics Team Commander
o Special Weapons and Tactics Team Officer
Resources:
Loudoun County Public Safety radios
Individually-issued equipment (PPE, civil disturbance equipment, etc.)
Department equipment (MC3, signboards, cones and barricades, camera trailer, etc.)
Central Square EAM (Lucity)
WebEOC
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ESF 14 – Business Sector Support
ESF 14 - Business Sector Support
ESF Coordinator: Core Capabilities:
Economic Development Economic Recovery
Support Departments: Community Lifelines:
Emergency Management Food, Water, Shelter
Public Information Office
Town Manager
Purpose:
ESF 14 supports the coordination of cross-sector operations, including stabilization of
key supply chains and community lifelines, among infrastructure owners and operators,
businesses, and their government partners.
Preparedness Activities:
Maintain relationships with business owners and operators
Provide guidance on mitigation and preparedness activities in an effort to minimize
disruptions
Conduct training and exercises to evaluate and ensure readiness
Maintain roster of qualified personnel
Response Actions:
Coordinate the delivery of event-specific information to impacted sectors
Assessment, analysis, and situational awareness of disruptions or challenges
Serve as point of contact for resource requests from the business community
Recovery Activities:
Provide information regarding available recovery programs
Provide guidance regarding Town-managed processes or requirements
Essential elements of information:
Maintain accurate business contact information
Resources
Business license data
GovDelivery contact list
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ESF 15 – Public Information
ESF 15 – Public Information
ESF Coordinator: Core Capabilities:
Public Information Office Public Information and Warning
Support Departments: Community Lifelines:
Emergency Management Communications
Police Safety and Security
Thomas Balch Library
Purpose:
ESF 15 coordinates the release of accurate, timely, and accessible public information to
affected audiences.
Preparedness activities:
Maintain relationships with public affairs agencies and media outlets
Conduct pre-incident awareness campaigns
Conduct training and exercises to evaluate and ensure readiness
Maintain roster of qualified personnel
Maintain social media accounts and other outreach channels
Identify alternate means of communication
Response activities:
Monitor and analyze all sources of public incident information (traditional media, social
media, etc.)
Identify and correct erroneous information
Release authorized public information to support incident operations
Manage Town Hotline if activated
Monitor and request resources to support delivery of public information
Recovery activities:
Promote available recovery programs to impacted individuals and businesses
Assist with public engagement supporting recovery activities
Essential elements of information:
Knowledge of recovery activities and assistance programs
Crisis communications best practices
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NQS Positions:
Public Information Officer
Resources:
Everbridge
GovDelivery
Social Media Accounts
PIO SOPs
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Section 3. Support Annexes
The purpose of a support annex is to provide a framework for conducting operations within a
specific emergency function. This section assigns responsibility for the development and
maintenance of support annexes identified as critical to Town emergency operations.
Support Annex Responsible
Department
Support Department Endorsement
Damage Assessment Emergency
Management
Public Works
Plan Review
Planning and Zoning
September 2021
Debris Management Public Works Emergency
Management
TBD
Financial Management Finance Emergency
Management
September 2021
Logistics Management Emergency
Management
Finance
Public Works
TBD
Table 8: Support annexes
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Damage Assessment
Scope
This annex serves as a supplement to the Loudoun County Damage Assessment Plan. Loudoun
County Office of Emergency Management is the agency with primary responsibility for
reporting damage to the Virginia Department of Emergency Management. According to the
County Damage Assessment Plan, the Town of Leesburg has the responsibility for conducting
damage assessments of Town-owned properties according to the County plan. Inspection of
private residential and commercial structures will be the responsibility of the County; however
the Town will support these operations to the extent possible.
Damage Assessment Team
The Town will maintain a damage assessment team comprised of personnel from across the
organization. Emergency Support Function 3 is the primary ESF responsible for conducting
damage assessment, however ESFs 1, 2, 11, and 12 have specific tasks to assess damage within
their areas of responsibility and should report findings to the TEOC. This team will train and
exercise regularly to maintain proficiency with damage assessment reporting software and
relevant procedures.
Equipment
The following equipment is needed to conduct damage assessment:
PPE
o Hard hat
o Reflective vest
o Gloves
o Protective footwear
o Protective shield
o Flashlight (explosion-proof)
o Basic first aid kit
General Equipment
o Laptop computer or device with CrisisTrack software or application
o Cell Phone
o Digital camera with GPS capability
o Measuring devices
o FEMA damage assessment reference materials
o Marking paint or other marking material
o Town-issued two-way radio
Damage Assessment Phases
There are three phases of damage assessment operations that will take place after a significant
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event: rapid assessment, initial damage assessment, and preliminary damage assessment. Each
of these operations will be discussed in greater detail in the following section.
Rapid Assessment
The first phase of damage assessment takes place immediately following a damaging incident.
First responders from Leesburg Police and Loudoun County Fire Rescue will respond to the
impacted area(s) and begin to assess the scope of the impact. Specifically, these agencies will
gather and report the following information to the Emergency Management Coordinator:
General geographical area of damage
Number of injuries or fatalities
Immediate hazards to be mitigated
Extent of damage to public and private property
After receiving information from the rapid assessment the Emergency Management
Coordinator will brief the Director of Emergency Management regarding the extent and
severity of the damage. Following this briefing, the coordinator will make contact with the
Loudoun County EOC to report findings and request assistance for residential and commercial
damage assessment, as necessary.
Initial Damage Assessment
The second phase of damage assessment takes place when conditions have stabilized to allow
for personnel to safely conduct visual damage assessments of impacted buildings and
properties, typically 12 to 24 hours post incident. The goal of this phase is to estimate the
extent of damage incurred and report this information to the Virginia Department of
Emergency Management through the Loudoun County EOC. The Emergency Management
Coordinator will notify all damage assessment personnel of the team activation and will provide
a reporting date, time, and location for initial briefing and field deployment.
Damage assessment teams will be deployed first to Town-owned infrastructure in the following
priority order:
Level 1 – Facilities critical to response and recovery operations (Police, Public Works,
Utilities)
Level 2 – Related to life-safety and lifeline services (transportation network, airport,
Parks and Recreation facilities, Thomas Balch Library)
After assessment of Town-owned facilities is complete, damage assessment teams may be
directed to assist Loudoun County with residential and commercial assessments if requested:
Level 3 – Includes all areas not previously assessed within the damaged area, including
residential and commercial structures, and any agricultural or private non-profit
facilities requesting assistance
86
Item c.
55 | P a g e
Damage assessment teams will rate damage at buildings and properties according to FEMA
guidelines:
Affected: damage is mostly cosmetic.
Minor: repairable non-structural damage.
Major: structural damage or other significant damage that requires extensive repairs.
Destroyed: total loss.
Preliminary Damage Assessment
The third phase of damage assessment is the Preliminary Damage Assessment (PDA). During
this phase local, state and federal officials work together to assess the scope and magnitude of
the damage to determine if federal assistance is required. During the PDA processes,
assessment teams will review damage to private property (Individual Assistance) and public
infrastructure (Public Assistance). The Town will provide administrative and logistical support to
the PDA process.
87
Item c.
56 | P a g e
Financial Management
Disaster financial management is critical for successful response and recovery. As incident size
and complexity increase, so do the financial requirements to manage impacts and implement a
successful recovery. Additionally, preplanned disaster financial management will bring clarity to
complex fiscal and grant requirements. This annex is the framework for robust scalable, flexible,
and adaptable disaster financial management plans and processes.
Team Composition / Skill Sets
The disaster financial management team is a multi-disciplinary team comprised of members
with skill sets in the following areas:
Budget forecasting
Cash flow management
Debt monitoring
Payroll
Risk avoidance
Disaster assessment
Expense reimbursement pertaining to:
o Emergency protective measures
o Debris management
o Timely tracking and reporting of costs
o Long-term disaster recovery funding streams
The team will be structured utilizing the FEMA typed Disaster Cost Recovery Management
Team and associated typed positions supporting team operations. The Leesburg Town Council
plays a key role in supporting disaster financial management by ensuring the Town remains
operationally and fiscally prepared to respond to any type of significant event.
Pre-Disaster Activities
It is critical for the Town to conduct planning and training prior to a significant event. Pre-
disaster activities include two broad areas of focus: research and collaboration activities and
accounting systems and management processes. There are multiple tasks to undertake within
area of focus that are discussed below.
Research and Collaboration Activities
Codify emergency fiscal policies in ordinances, where appropriate, and in formal written
procedures
Identify and assign personnel to Disaster Financial Management Team
Understand environmental and historic preservation requirements and develop mutual
aid agreements as necessary
Maintain participation in the Northern Virginia Regional Hazard Mitigation Plan
88
Item c.
57 | P a g e
Accounting Systems and Management Processes
Use grant management practices in compliance with 2 CFR Part 200
Establish appropriate accounting principles as prescribed by the Governmental
Accounting Standards Board and the Generally Acceptable Accounting Principles.
Establish and document financial management policies and procedures
Implement emergency contracting mechanisms and contracts
Implement emergency Purchasing Card limits and authorities sufficient to manage an
emergency without advance warning of the emergency
Research best schedule purchasing source and publish to affected users
Maintain ability to create emergency project codes, as necessary
Create flexible financing programs capable of responding to unplanned demands
Identify potential disaster assistance programs
Initial Disaster Response and Recovery Activities
When the Town is impacted by an event, disaster financial management policies and
procedures will be implemented immediately to ensure proper documentation and continue
until the emergency is declared to be resolved by the Director of Emergency Management. The
following actions are necessary during the initial response and recovery phases:
Activate and use emergency project code(s)
Activate emergency procurements and contracts as needed
Document all expenditures related to response and disaster impacts
Document all equipment and materials used during response activities
Document all damages and costs impacts
Compile cost and expense data
Adjust contracting and procurement thresholds to account for increased emergency
expenditures
Conduct preliminary damage assessment (PDA)
Longer-Term Post-Disaster Activities
After the initial disaster response and recovery activities have concluded, the role of the
Disaster Financial Management Team becomes more apparent and important. After the event,
more is known about the type of recovery funding available and information that was collected
during the response phase is combined with continued recovery efforts to support rebuilding.
The following activities should be undertaken during this phase:
Document use of mutual aid and volunteer recovery programs
Engage Voluntary Organizations Active in Disaster (VOAD’s)
Coordinate with Loudoun County Emergency Management and the Virginia Department
of Emergency Management regarding major disaster declaration from the President
Continue documentation processes
89
Item c.
58 | P a g e
Determine fiscal program eligibility and applications processes
Identify leads for each project for reimbursement
Engage Town Attorney for legal counsel for contracts and procurement compliance
Obtain governing body resolution or approval for increase emergency spending
authority, contracting, or access to disaster reserve funds
Integrate emergency procurement and expense authorization limits
File all state and federal disaster relief reports with the appropriate agencies, e.g. FEMA
on a timely and accurate basis
Manage cash flow to meet organizational needs
90
Item c.
59 | P a g e
Section 4. Incident Specific Annex
An incident annex describes the policies, situation, concept of operation, and responsibilities
for a particular hazard, threat, or incident. Each annex provides detailed actions, policies, and
procedures necessary to successfully respond to the listed incident. Each annex is designed to
be a stand-alone plan and resides within the responsible department for the purposes of
enhancement, maintenance, and review.
Incident Specific Annex Responsible
Department
Support Department Endorsement
Date
Communications
System Failure
Public Information Emergency
Management
TBD
Evacuation Emergency
Management
Public Works
Police
TBD
Cyber-Attack Information
Technology
Emergency
Management
TBD
Table 9: Incident specific annexes
91
Item c.
The Town of
Leesbur
Vllr inia PRESENTED: May 25, 2021
RESOLUTION NO. 2021-077 ADOPTED: May 25, 2021
A RESOLUTION: APPROVAL OF A WORK PLAN AND AUTHORIZING THE
TOWN MANAGER TO PROCEED WITH ACTION STEPS
FROM THE APRIL 2021 COUNCIL PLANNING RETREAT
WHEREAS, Town Council identified five overall themes and related actions as part of
a planning retreat that was held on April 24, 2021; and
WHEREAS, the themes are Economic Development, Town Plan Approval Process,
Environment, Information Technology, and County Relations; and
WHEREAS, the Town Council discussed a Work Plan for implementation by staff at
the May 24, 2021 Work Session; and
THEREFORE, RESOLVED, by the Council ofthe Town of Leesburg in Virginia that
the Town Manager is directed to proceed with the Work Plan as submitted by the Town
Manager at the May 24, 2021 Work Session with the following amendments:
1. Addition of discussing Emergency Management Preparedness at the September 13,
2021 Council Work Session.
PASSED this 25 day ofMay, 2021.
Kelly Burk,'Ilyo
Town of Leesburg
ATTEST:
Clerk of Council
LF\LeesburgRMS\Town _Clerk \ Resolutions \2021\0525 Council Planning Retreat -Work Plan
92
Item c.
The Town of
Leesburg,
Virginia
ORDINANCE NO. 2006-0-16
PROPOSED: September 12.2006
ADOPTED: September 12.2006
AN ORDINANCE: TO AMEND THE CODE OF THE TOWN OF LEESBURG,
VIRGINIA, 1976, AS AMENDED BY ADDING A NEW
CHAPTER 6.1 (THE EMERGENCY SERVICES).
THEREFORE, ORDAINED by the Council of the Town of Leesburg in Virginia
as follows:
SECTION I. That the Code of the Town of Leesburg, Virginia, 1976, as amended,
be and the same hereby is amended by:adding a new Chapter 6.1 (EMERGENCY
SERVICES) to read as follows:
EMERGENCY SERVICES.
Sec. 6.1.1. Created; director, coordinator.
In accordance with the Commonwealth Emergency Services and Disaster Law of 2000,
Chapter 3.2 of Title 44 (~44-146.13 et seq.) of the Code of Virginia, the office of
Emergency Services is created. The Town Manager shall be Director of Emergency
Services (within this Chapter, the "Director"). He may in writing appoint a Coordinator of
Emergency Services (within this Chapter, the "Coordinator"), who shall report to him and
who shall have such powers as are set forth in this Chapter unless restricted by the Director,
or as may otherwise be assigned or delegated by the Director.
Sec. 6.1.2. General powers and duties of Director.
A. In collaboration with other public and private agencies within the Commonwealth, the
Director shall develop or cause to'be developed Mutual Aid arrangements for reciprocal
assistance in case of a disaster to<? great to be dealt with unassisted.
B. The Director shall prepare or cause to be prepared and kept current one or more local or
interjurisdictional emergency plans for the area, for dealing with disasters of different types
and scopes. The plan or plans shall include, but not be limited to, responsibilities of all
local agencies, and they shall establish 8: chain of command according to the National
Incident Management System. Plans shall be reviewed annually and updated when changes
result from the review, with documentation.
C. The Director shall have such other'powers and duties as provided for in the
Commonwealth Emergency Services and Disaster Law of 2000 (Code of Virginia ~44-
146.13 et seq.), and any and all other applicable laws, plus all powers reasonably and
necessarily implied from any express grant of authority.
93
Item c.
2-
ORDINANCE: TO AMEND THE CODE OF THE TOWN OF LEESBURG,
VIRGINIA, 1976, AS AMENDED BY ADDING A NEW CHAPTER
6.1 (THE EMERGENCY SERVICES)
Sec. 6.1.3. Declaration of emergencies.
A. The Director may declare a local emergency.
B. The Director or the Coordinator shall designate a Command and Control Center.
C. Prior to the declaration of a local emergency, the Director shall attempt to obtain the prior
formal or informal consent of Town Council. However, if such consent is not reasonably
practical under the circumstances, then the declaration shall nevertheless be legally valid and
of full legal force and authority.
D. The declaration shall be in writing. It shall remain in effect for fourteen days, or until
confirmed, modified, extended, or ~ancelled by official recorded vote of Town Council,
whichever occurs first. If Town Council extends the declaration, it shall state the length of
the extension and the condition~ and procedures under which it shall be ended, if
practicable. If Town Council is unable to meet within fourteen days, then the declaration
may be renewed or extended by the Director for an indefinite period of time unless and until
later modified or cancelled by the Director or Town Council.
E. To the greatest extent practicable, the Director or the Coordinator shall maintain a
written record of all official actions taken hereunder, for later review by applicable state,
federal, and local agencies.
Sec. 6.1.4. Emergency Powers. '
When a local emergency has been. declared by the Director pursuant to Section 6.1.3, or by
Order of the Governor, pursuant to Code of Virginia ~44-146.17:
A. All departments and agencies of Town government shall cooperate in full with all
directives from the Director or the Coordinator.
B. The Director or the Coordinator may:
1) Implement any applicable emergency plans and Mutual Aid Agreements.
2) Suspend all normal procurenient requirements in whole or in part.
3) Control, restrict, allocate or regulate the use, sale, production and
distribution of food, fuel, clothing and other commodities, materials, goods,
services and resource systems which fall only within the Town.
4) Establish shelters aS,he determines necessary. If any private property is
declared to be a shelter, the owner thereof shall have the right to just compensation
94
Item c.
3-
ORDINANCE: TO AMEND THE CODE OF THE TOWN OF LEESBURG,
VIRGINIA, 1976, AS AMENDED BY ADDING A NEW CHAPTER
6.1 (THE EMERGENCY SERVICES)
upon conclusion ofthe emergency, but he may not lawfully resist or interfere with
the use of said property as a shelter during the emergency; provided however that
no shelter shall be established in a private residence without the consent of the
property owner.
5) Commandeer and appropriate automobiles, boats, other vehicles, or other
personal property if needed to protect the public. The owner of any such
personal property shall have the right to just compensation upon conclusion of
the emergency, but he may not lawfully resist or interfere with the taking of his
property to protect the public.
6) Direct any Town employees to work at such hours and to perform such duties
as are reasonably necessary to help protect and serve the public, and it shall be
their duty to perform as directed.
7) Request the assistance of the County Manager, Superintendent of Schools,
the Sheriff, the Director of Public Health, or any other public official to make
employees, officials, facilities, and equipment available to assist as needed with
emergency efforts.
8) Order an emergency curfew.
9) Order the evacuatio~ of areas of the Town. Such evacuation orders may be
enforced by any sworn officer. ' Failure to evacuate shall comprise the
misdemeanor offense of resisting a police officer in the enforcement of his duty,
and disorderly conduct.
10) Provide support or cooperation for the Loudoun County Director of Public
Health for any actions taken by, that official.
C. Any official of the Leesburg Police Department may order the evacuation of buildings.
Any sworn officer may order evacuation because of an explosive device. Failure to
evacuate shall comprise obstruction or l:llndrance of a Town employee in the discharge of
his duty and disorderly conduct and sha11 be punishable as a Class 1 misdemeanor.
D. The Director or the Coordinator shall provide all reasonable assistance to the State Health
Commissioner in the enforcement of any order of quarantine or order of isolation issued
pursuant to Code of Virginia, Title 32.1, Article 3.02 ("Quarantine and Isolation of Persons
with Communicable Diseases of Public Health Threat").
95
Item c.
4-
ORDINANCE: TO AMEND THE CODE OF THE TOWN OF LEESBURG,
VIRGINIA, 1976, AS AMENDED BY ADDING A NEW CHAPTER
6.1 (THE EMERGENCY SERVICES)
Section 6.1.5. Emergency succession.
If a local emergency has been declared, and the Director is for any reason incapacitated,
disabled, or for any other reason unable to perform his duties, his powers shall pass to a
successor official, in the following order:
A. The Coordinator, if one has been appointed.
B. The Chief of Police.
C. The Deputy Chief of Police.
D. The Director of Engineering and Public Works.
Section 6.1.6. Legal determinations.
Any question involving the interpretation of this Article shall be decided by the Town
Attorney, or in his absence a Deputy Town Attorney, whose decision shall be final and
binding.
SECTION II. This Ordinan,ce shall become effective upon the date and at the time of
its final passage.
SECTION III. If any provision of this ordinance is declared invalid, the decision
shall not affect the validity of the ordinan~e as a whole or any remaining provisions of the
ordinance.
PASSED this 12th day of September 2006.
l:~
n C. Umstattd, Mayor
Town of Lees burg
ATTEST:
aM
006: 6.1 (Emergency Services)
96
Item c.
8/31/2021 Leesburg, VA Code of Ordinances
1/3
(a)
(b)
(c)
(a)
Chapter 12 - EMERGENCY MANAGEMENT AND EMERGENCY SERVICES
Footnotes:
--- (1) ---
State Law reference— Commonwealth of Virginia Emergency Services and Disaster Law of 2000, Code of Virginia, § 44-146.13 et seq.
Sec. 12-1. - O ce of emergency services created; director, coordinator.
In accordance with the Commonwealth of Virginia Emergency Services and Disaster Law of 2000 (Code of Virginia, § 44-146.13 et seq.) of the Code of Virginia,
the office of emergency services is created. The town manager shall be director of emergency management (within this chapter, the "director"). He may, in
writing, appoint a coordinator of emergency management (within this chapter, the "coordinator"), who shall report to him and who shall have such powers as
are set forth in this chapter, unless restricted by the director, or as may otherwise be assigned or delegated by the director.
(Code 1976, § 6.1-1; Ord. No. 2006-0-16, § I, 9-12-2006)
State Law reference— Director and coordinator of emergency management required, Code of Virginia, § 44-14.19.
Sec. 12-2. - General powers and duties of director.
In collaboration with other public and private agencies within the commonwealth, the director shall develop or cause to be developed mutual aid
arrangements for reciprocal assistance in case of a disaster too great to be dealt with unassisted.
The director shall prepare or cause to be prepared and kept current one or more local or interjurisdictional emergency plans for the area, for dealing
with disasters of different types and scopes. The plan or plans shall include, but not be limited to, responsibilities of all local agencies, and they shall
establish a chain of command according to the National Incident Management System. Plans shall be reviewed annually and updated when changes
result from the review, with documentation.
The director shall have such other powers and duties as provided for in the Commonwealth of Virginia Emergency Services and Disaster Law of 2000
(Code of Virginia, § 44-146.13 et seq.), and any and all other applicable laws, plus all powers reasonably and necessarily implied from any express
grant of authority.
(Code 1976, § 6.1-2; Ord. No. 2006-0-16, § I, 9-12-2006)
Sec. 12-3. - Declaration of emergencies.
The director may declare a local emergency with the consent of the town council.
97
Item c.
8/31/2021 Leesburg, VA Code of Ordinances
2/3
(b)
(c)
(d)
(e)
(1)
(2)
a.
b.
c.
d.
e.
f.
The director or the coordinator shall designate a command and control center.
Prior to the declaration of a local emergency, the director shall attempt to obtain the prior formal or informal consent of town council. However, if
such consent is not reasonably practical under the circumstances, then the declaration shall nevertheless be legally valid and of full legal force and
authority.
The declaration shall be in writing. It shall remain in effect for 45 days, or until confirmed, modified, extended, or cancelled by official recorded vote
of town council, whichever occurs first. If town council extends the declaration, it shall state the length of the extension and the conditions and
procedures under which it shall be ended, if practicable. If town council is unable to meet within 45 days, then the declaration may be renewed or
extended by the director for an indefinite period of time unless and until later modified or cancelled by the director or town council.
To the greatest extent practicable, the director or the coordinator shall maintain a written record of all official actions taken hereunder, for later
review by applicable state, federal, and local agencies.
(Code 1976, § 6.1-3; Ord. No. 2006-0-16, § I, 9-12-2006; Ord. No. 2016-O-014 , § I, 5-24-2016)
State Law reference— Declaration of local emergency, Code of Virginia, § 44-146.21.
Sec. 12-4. - Emergency powers.
When a local emergency has been declared by the director pursuant to section 12-3, or by order of the governor, pursuant to Code of Virginia, § 44-146.17:
All departments and agencies of town government shall cooperate in full with all directives from the director or the coordinator.
The director or the coordinator may:
Implement any applicable emergency plans and mutual aid agreements.
Suspend all normal procurement requirements in whole or in part.
Control, restrict, allocate or regulate the use, sale, production and distribution of food, fuel, clothing and other commodities, materials, goods,
services and resource systems which fall only within the town.
Establish shelters as he determines necessary. If any private property is declared to be a shelter, the owner thereof shall have the right to just
compensation upon conclusion of the emergency, but he may not lawfully resist or interfere with the use of said property as a shelter during
the emergency; provided however that no shelter shall be established in a private residence without the consent of the property owner.
Commandeer and appropriate automobiles, boats, other vehicles, or other personal property if needed to protect the public. The owner of
any such personal property shall have the right to just compensation upon conclusion of the emergency, but he may not lawfully resist or
interfere with the taking of his property to protect the public.
Direct any town employees to work at such hours and to perform such duties as are reasonably necessary to help protect and serve the
public, and it shall be their duty to perform as directed.98
Item c.
8/31/2021 Leesburg, VA Code of Ordinances
3/3
g.
h.
i.
j.
(3)
(4)
(1)
(2)
(3)
(4)
Request the assistance of the county administrator, superintendent of schools, the sheriff, the director of public health, or any other public offici
employees, officials, facilities, and equipment available to assist as needed with emergency efforts.
Order an emergency curfew.
Order the evacuation of areas of the town. Such evacuation orders may be enforced by any sworn officer. Failure to evacuate shall comprise
the misdemeanor offense of resisting a police officer in the enforcement of his duty, and disorderly conduct.
Provide support or cooperation for the county director of public health for any actions taken by that official.
Any official of the town police department may order the evacuation of buildings. Any sworn officer may order evacuation because of an
explosive device. Failure to evacuate shall comprise obstruction or hindrance of a town employee in the discharge of his duty and disorderly
conduct and shall be punishable as a class 1 misdemeanor.
The director or the coordinator shall provide all reasonable assistance to the state health commissioner in the enforcement of any order of
quarantine or order of isolation issued pursuant to Code of Virginia, tit. 32.1, art. 3.02 (Quarantine and Isolation of Persons with Communicable
Diseases of Public Health Threat).
(Code 1976, § 6.1-4; Ord. No. 2006-0-16, § I, 9-12-2006)
Sec. 12-5. - Emergency succession.
If a local emergency has been declared, and the director/town manager is for any reason incapacitated, disabled, or for any other reason unable to perform
his duties, his powers shall pass to a successor official, in the following order:
The deputy town manager.
The coordinator, if one has been appointed.
The chief of police.
The director of public works.
(Code 1976, § 6.1-5; Ord. No. 2006-0-16, § I, 9-12-2006; Ord. No. 2014-O-019 , § I, 6-24-2014)
99
Item c.
Date of Council Meeting: September 13, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: Redistricting Plan for Loudoun County
Staff Contact: Kaj H. Dentler, Town Manager
Council Action Requested: Council requested a work session discussion on the redistricting plan
for Loudoun County.
Staff Recommendation: None.
Commission Recommendation: Not applicable.
Fiscal Impact: None.
Work Plan Impact: None.
Executive Summary: At their July 27, 2021 meeting, Council requested a work session discussion
on the redistricting plan for Loudoun County. The Loudoun County Board of Supervisors held their
first redistricting briefing in June 2021. See Attachments #1 & #2.
Background: At their June 21, 2021 meeting, the Board of Supervisors discussed the redistricting
process for the County of Loudoun. The Board of Supervisors voted to retain eight districts and
one chair-at-large, keeping the board at nine members. The Board of Supervisors also set new
guidelines on how the new districts will be drawn, and expressed a desire that the incorporated
towns should not be divided although Leesburg could be an exception.
The Board of Supervisors agreed on a timeline going forward which will included a briefing in
October 2021 on the new census data in October 2021. A publicly available mapping tool is expected
to be launched November 1, 2021 for public submissions through November 30, 2021. Supervisors
plan to discuss possible redistricting scenarios on January 18, 2022, and on March 15, 2022 in
advance of a public hearing on May 11, 2022. See Attachment #2 for full timeline.
Attachments:
1. June 21, 2021 Action Report of the BOS 2021 Countywide Redistricting Meeting
2. June 21, 2021 Staff Report - 2021 Loudoun County Redistricting Process
Rev. 05/27/2021
100
Item d.
MEMORANDUM
COUNTY OF LOUDOUN
DATE: June 25, 2021
TO: Department and Agency Heads
FROM: Tim Hemstreet, County Administrator
SUBJECT: Action Report of the June 21, 2021, Board of Supervisors 2021 Countywide
Redistricting Meeting
Please work with staff to address the Board of Supervisors (Board) action as noted in the Action
Report from the June 21, 2021, Board of Supervisors 2021 Countywide Redistricting Meeting.
Link to webcast of meeting:
https://loudoun.granicus.com/MediaPlayer.php?view_id=77&clip_id=6705&meta_id=196002
CONTINUITY OF GOVERNMENT
1. Resolution to Conduct an Electronic Meeting Under the Readopted Continuity of Government
Ordinance (Countywide)
Chair Randall moved that the Board of Supervisors approve the Resolution provided as
Attachment 1 to the June 21, 2021, Board of Supervisors 2021 Countywide Redistricting
Meeting Action Item. (Seconded by Supervisor Letourneau. The motion passed 8-0-1:
Supervisor Turner absent for the vote.)
Staff Contact: Leo Rogers, County Attorney’s Office
ACTION ITEM
2. 2021 Loudoun County Redistricting Process (Countywide)
Chair Randall moved that the Board of Supervisors affirm that the current number of eight
single-member districts with one chair At-Large position be maintained for the 2021
redistricting process. (Seconded by Vice Chair Saines. The motion passed 9-0.)
Chair Randall moved that the Board of Supervisors endorse the public participation process
and accept the redistricting timeline as proposed in the June 21, 2021, Action Item.
Chair Randall further moved that the Board of Supervisors adopt the Board of Supervisors
Resolution Governing the 2021 Redistricting Process, provided as Attachment 1 to the June
21, 2021, Action Item. (Seconded by Vice Chair Saines. The motion passed 9-0.)
Staff Contacts: Charles Yudd, County Administration; Trent Small & Kristin Brown, Mapping &
Geographic Information
101
Item d.
Date of Meeting: June 21, 2021 # 2
BOARD OF SUPERVISORS BUSINESS MEETING ACTION ITEM SUBJECT: 2021 Loudoun County Redistricting Process ELECTION DISTRICT: Countywide CRITICAL ACTION DATE: June 21, 20211
STAFF CONTACTS: Charles Yudd, County Administration Trent Small, Mapping and Geographic Information Kristin Brown, Mapping and Geographic Information PURPOSE: The purpose of this item is to present the Board of Supervisors (Board) with an overview of the process for redistricting, guidelines and legal parameters, precincts and polling places requirements, and the public participation process; confirm the number of single-member election districts; and to seek approval of a resolution governing the process. RECOMMENDATION: Staff recommends that the Board maintain the current number of eight single-member election districts with one chair at-large position, adopt the proposed 2021 redistricting guidelines (Attachment 1) and Board of Supervisors Resolution Governing the 2021 Redistricting Process (Attachment 2), endorse the public participation process, and accept the proposed redistricting timeline with exceptions as noted.
BACKGROUND: On January 19, 2021, staff provided information to the Board consisting of an
initial overview of the 2021 redistricting process and the Board voted (8-0-1: Supervisor Buffington absent) to convene a separate meeting to discuss and adopt 2021 guidelines for redistricting, confirm the number of district-specific supervisors and adopt a resolution governing the process for 2021 redistricting.
This item presents current timing of the receipt of Census redistricting data and population counts (Section 1); updated legal guidance for redistricting, which has been revised since the January 19, 2021 Board Business Meeting Action Item, given action of the General Assembly (Section 2); updated requirements for precincts and polling places (Section 3); guidelines for number of
residents per district (Section 4); proposed 2021 redistricting guidelines (Section 5); redistricting
1 The critical action for the Board at this time is associated with providing direction to staff related to guidelines, the number of districts for redistricting, a resolution for governing the process. Should the Board need additional time for consideration of these matters, staff will adjust the overall project timeline.
102
Item d.
Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 2 tools for public participation (Section 6); public communication plan (Section 7); and a description of the 2021 redistricting process (Section 8). Section 1. Timing of Census Data and Existing Population and Population Estimates
The U.S. Census Bureau conducts the decennial census in years ending in zero, on Census Day,
which is April 1. The Census 2020 questions aim to provide a snapshot of the nation, not only
through obtaining an accurate count of the number of people at each address but also demographic information about those individuals and whether the home is owned or rented. The Loudoun County Board of Supervisors established the local Complete Count Committee to raise awareness about the 2020 census. The Loudoun County self-response rate was relatively high at 82.3 percent
when compared to the Virginia self-response rate of 71.5 percent or the National self-response rate
of 67.0 percent. By statute, the Census Bureau was to release apportionment data by the end of December 2020, but the Bureau was not able to meet that deadline and the data was instead released on April 26,
2021. Apportionment data is not the detailed data used for local redistricting, but instead it consists
of population counts by state used to determine the allocation of House of Representative seats. Federal statute also requires the release of P.L. 94-171 redistricting data by April 1, 2021.2 The Census Bureau has stated that the release schedule of the redistricting data has been affected by
both the delays caused by the COVID-19 Pandemic and by changes being made to accelerate the processing of the apportionment counts. The Bureau has indicated that data will be released by August 16, 2021, in a legacy format, and the final redistricting toolkit will be released to all states and the public by September 30, 2021.3 Should the data not be released by August 16, 2021, the schedule will likely shift to accommodate the delay in data delivery.
Following the release of data by the Census Bureau, the Virginia Division of Legislative Services (DLS) will make an additional adjustment to the redistricting data, to reflect the reallocation of incarcerated populations based on place of residency at the time of incarceration, not the location of the facility that an individual is incarcerated.4 DLS is required to make the adjusted data
available within 30 days of receipt of redistricting data from the Census Bureau. If redistricting data are released by the currently anticipated date of September 30, 2021, then staff assumes Loudoun County should receive adjusted data from DLS by October 30, 2021. Esri, Loudoun County’s GIS vendor, has estimated Loudoun County’s population, as of July 1,
2020, to be 424,000.5 Staff monitors population growth in the County and feels that this estimate is a reasonable approximation of total population. Data from Esri have been used in the table below
2 “Public Law (or P.L.) 94-171 data” is another common term for the population data the U.S. Census Bureau provides
for the purpose of redistricting. P.L. 94-171, enacted in 1975, directs the Census Bureau to send the governor and legislative leadership in each state the data they need to redraw districts for the U.S. Congress and state legislatures.
3 This legacy format requires additional handling of the data to extract useable tables. 4 This is a new requirement adopted during the 2020 Regular Session of the General Assembly (VA. CODE § 24.2-314). 5 Source: Esri Community Analyst: Esri Demographics, data queried January 11, 2021.
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 3 to illustrate how growth in Loudoun County since 2010 may impact the population in the current election districts. At the time of the 2011 redistricting, each district had a population of approximately 39,000. Based on Esri’s estimate, upon completion of the 2021 redistricting process each district could have a population of approximately 53,000. Table 1 is meant for illustrative purposes only and is meant to show trend data rather than precise district populations.
Table 1. Esri Estimated 2020 Population by District
Section 2. Legal Guidance for Local Redistricting As described in the Guide to Local Redistricting for 2021, Article VII, Section 5 of the Constitution
of Virginia requires any locality that conducts elections by district to change its district boundaries
every 10 years in the year ending in one (i.e., the year following the decennial census). The requirements for local redistricting are prescribed in greater detail in Virginia Code § 24.2-304.1. The principal requirements are:
(i) districts shall be composed of contiguous and compact territory;
(ii) districts shall be so constituted as to give as nearly as practicable, representation in proportion to the population of the district (i.e., districts should have substantially equal population); and
(iii) local governing bodies should use the most recent decennial population figures from
the United States Census Bureau, as adjusted by DLS in accordance with Virginia Code
§ 24.2-314. State legislative districts are subject to the same substantially equal population standard as local districts. However, Virginia Code § 24.2-304.04(1) specifies that “[a] deviation of no more than
five percent shall be permitted for state legislative districts.” Although the Code does not contain
the same explicit directive for local districts, the Guide to Local Redistricting for 2021 recommends that “local election districts should have populations that are substantially equal to one another, with a plus or minus five percent deviation from the ideal district population.” As part of the redistricting process, local governing bodies may increase or diminish the number of
districts in order to comply with the “substantially equal” standard, see Virginia Code § 24.2-
304.1(B). Generally, members of a local governing body may be elected on an at-large basis, or from single-member or multi-member districts, or any combination thereof, see Virginia Code § 24.2-304.1(A), provided the total number of members is no less than three and no more than
District Esri Estimated 2020 Population (rounded)
Algonkian 43,000
Ashburn 44,000
Blue Ridge 86,000
Broad Run 53,000
Catoctin 46,000
Dulles 66,000
Leesburg 45,000
Sterling 41,000
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 4 eleven., see Virginia Code § 15.2-1400(B). However, as a result of a 1990 referendum, Loudoun County’s governing body consists of a chair at large and supervisors elected to represent single-member districts. Va. Code § 15.2-1213(B). Currently the Board has eight single-member election districts plus a chair-at-large, for a total of nine members. If the Board chose to do so, it could modify the number of single-member districts from the current eight to two to ten while
maintaining the chair-at-large position. The Board could not, however, implement multi-member districts without a Code change. Prior to 2014, localities were subject to a “preclearance” process under Section 5 of the Voting Rights Act, meaning that any change to an election practice or procedure and all redistricting plans
had to be submitted for approval by the United States Department of Justice or a federal court. A 2013 federal court ruling ended the requirement for federal preclearance. However, the General Assembly has adopted a bill, HB1890, that implements a state level preclearance process, by adding Section 24.2-129 to the Code of Virginia.
New Section 24.2-129 requires either a period of public comment or a preclearance review by the Attorney General of Virginia before a governing body may implement any “covered practice.” The bill defines “covered practice” to include, among other things, changes in election district boundaries (including as part of the decennial redistricting process) and changes in polling places (except in cases of emergency, as permitted by law). The public comment process is outlined in
Section 24.2-129(B) & (C) as follows: • Publish notice of the covered proposed practice and opportunity for public comment on the locality’s website. The County must also publicize the notice through press releases and other media. The notice must be made at least 45 days before the last date prescribed in
the notice for public comment. • Accept public comment for no fewer than 30 days. During this period, interested persons must have an opportunity to submit data, views and arguments via mail, fax or email or through an online public comment forum. • Conduct at least one public hearing during the 30-day period.
• Governing body may make changes to the proposed covered practice in response to public comment. If so, the revised covered practice must be published, and public comment must be received for 15 days. • After all public comment, publish the final covered practice, including:
a plain English description of the practice
text of the ordinance giving effect to the practice
maps of proposed boundary changes or other relevant materials
notice that the covered practice will take effect in 30 days
• During the 30-day wait period, any person affected by or subject to the covered practice may file suit in the Circuit Court to challenge the practice, essentially on grounds of intentional discrimination or disparate impact on the basis of race, color or ethnic group.
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 5 In lieu of the public comment process outlined in Section 24.2-129(B) and (C), a governing body may submit the covered practice to the Attorney General of Virginia for issuance of a certificate of no objection, in accordance with Section 24.2-129(D). The covered practice shall not be effective until the Attorney General issues such a certificate. The Attorney General shall have 60 days to issue the certificate. If the Attorney General does not interpose an objection within the 60-
day period, the certificate of no objection shall be deemed to have been issued. The issuance of a certificate of no approval, either affirmatively or presumed, will not bar a subsequent legal action to enjoin enforcement of the covered practice. Staff recommends that the Board seek a “certificate of no objection” from the Attorney General
(i.e., preclearance) as outlined in Section 24.2-129(D). Under both the public notice and comment process outlined in subsections (B) and (C) and the preclearance process outlined in subsection (D), the Board must first develop the redistricting plan (and related polling place changes) that it wants to implement. That process will already involve a period of public input (staff proposes 30 days) and at least one public hearing, which will necessarily include public notice and engagement.
Once the Board decides upon its proposed redistricting plan, the process outlined in subsections (B) and (C) would require 75 to 90 days of additional notice, comment and waiting periods. By contrast, the Attorney General preclearance process outlined in subsection (D) would be completed within a maximum of 60 days following the Board’s decision on the final redistricting plan. Assuming the Attorney General does not issue an objection, the new redistricting plan and polling
place changes would take effect immediately at the end of such 60-day period. The several months’ delay in receiving Census data has delayed the start of the County’s redistricting process and will extend that process into 2022, when ordinarily the County would expect to complete redistricting in the year ending in one (i.e., 2021). In an effort to avoid any
potential impacts to elections occurring in 2022 (particularly as it relates to precinct and polling place changes related to redistricting) staff recommends that the Board follow the shorter Attorney General preclearance process. As explained above, even with the preclearance process there will be an opportunity for public notice, input, and engagement prior to the Board’s adoption of a redistricting plan.
Section 3. Requirements for Precincts and Polling Places Virginia Code § 24.2-307 directs the governing body of each county to establish by ordinance as many precincts as the governing body deems necessary. County governing bodies are also
authorized to increase or decrease the number of precincts and to alter the boundaries of precincts subject to requirements and restrictions in the Code of Virginia. Virginia Code § 24.2-308 directs the establishment of one precinct for each town unless the town council establishes more than one precinct by ordinance.
Virginia Code § 24.2-307 provides that at the time a precinct is established, it cannot have more than 5,000 registered voters and no fewer than 100 registered voters for a county precinct. The Code also requires that if over 4,000 voters appear to vote in a precinct during a presidential election that precinct must be split. Additionally, each county precinct must be wholly contained
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 6 within a single federal, state, or local election district. In other words, precincts should not be split among election districts at any level. The County currently has 98 precincts that range in size from approximately 200 voters to over 5,000 voters. To ensure smooth operations and minimal voter wait times, the Office of Elections
currently seeks a target number of voters for a precinct in Loudoun of 3,500 or less. During redistricting, the Office of Elections believes it would be advisable to create more consistently sized precincts to allow for better use of resources and provide equal access for all voters. With the implementation of early voting in 2020, it is possible an anticipated 40 percent or more of voters will vote early going forward. Therefore, the Office of Elections recommended target
precinct size of 3,500 could be raised slightly to 4,000 voters during the redistricting process. Prior to the decennial redistricting, a “precinct freeze” is enacted every 10 years in preparation for redistricting. These frozen precinct boundaries are then used to provide census population counts for use in redistricting for the congressional, state legislative districts and local election districts.
While there is no guarantee these lines will be followed, it is advisable the County attempts to use existing lines when possible. Legislation passed in 2020 now requires local governing bodies to correct any split precincts. Some precinct adjustments may be needed after State redistricting has been completed. A split precinct
is one in which not all voters in the precinct have the same candidates for a particular office on their ballot. The county currently has three split precincts that will need to be addressed during redistricting. A step to avoid split precincts going forward and the need to correct them, would be to wait until the state has finished drawing congressional and state legislative district lines before the county completes its redistricting. The expected completion for this state process is late
October to early November 2021. Voters must be notified by mail of changes to their precincts and/or districts at least 15 days before the next primary, special, or general election for which the changes impact. The congressional and state district changes are reflected on the voter card/voter notice sent to each voter along with
information regarding their local election district and voting precinct/location. If redistricting of congressional, state and local districts is not completed by the same date, multiple changes to precincts could occur and notices to voters may have to be sent on multiple occasions. All House of Delegates offices will be up for election in November 2021. Since state districts were not adopted by June 15, 2021, then the County can use the existing districts for the November election.
Because the delay in census data further requires that state redistricting not occur until after the November 2021 election, there are two possible scenarios: • The first and most likely scenario is the November 2021 election would be run using the current district lines and those elected would serve the existing district until the new district
maps were approved and a special election was called for the new districts. It is anticipated that if this were to happen the special election would be in November 2022 and those elected would take office in the new districts upon certification of the election.
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 7 • The second and less likely scenario is that legislators would run in the districts as they currently exist and would serve the normal two-year term, then the November 2023 elections would be run using the new district lines. Only those voters impacted by boundary changes made to districts in which elections will be held
would be required to receive a notice before the next election. Once local redistricting has been completed, the Loudoun County Office of Elections would be required to notify all voters impacted by any boundary changes made to districts that have not already been notified. In some instances, voters may receive multiple notices. The cost to send notices to all registered voters is estimated to be at approximately $250,000 to $300,000; the Board recently reserved funding for this purpose
through the FY 2020 General Fund balance process. Section 4. Guidelines for Number of Residents Per District At the time of the 1971 increase to seven districts, each magisterial district contained approximately 5,300 residents, and in 1975 each district included approximately 6,000 residents. As of the 2001 redistricting, each of the eight election districts was home to approximately 21,000
residents. As of the 2011 redistricting, each district was home to approximately 39,000 residents. Staff has compiled an archive of available historic election district maps for the Board and public’s reference. For comparative purposes, the following table shows the 2010 population and residents per district
for Northern Virginia jurisdictions.
Countv 2010 Population Residents Per District (rounded) Total Districts
Fairfax 1,116,623 124,000 9
Loudoun 312,311 39,000 8
Prince William 454,096 65,000 7
Source: U.S. Census Bureau, Census 2010. Although the actual figures from the 2020 census will not be received until the fall, data from the Esri Community Analyst extension can be used to illustrate potential population trends. If the
Board maintains eight election districts, each district may represent approximately 53,000 residents, a 36 percent increase over the 2010 Census. For comparative purposes, the following table shows Esri’s 2020 population estimates and the resulting number of residents per district for Northern Virginia jurisdictions
County 2020 Population Estimate Residents Per District (rounded) Total Districts
Fairfax 1,182,450 131,000 9
Loudoun 423,774 53,000 8
Prince William 523,924 75,000 7
Source: Esri Community Analyst: Esri Demographics, data queried January 11, 2021. Using these estimates, Loudoun County would have the largest increase in residents per district among the four jurisdictions, which is to be expected given how significantly Loudoun’s population increased over the 10-year period compared to others.
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 8 Staff is monitoring the redistricting efforts of both Fairfax and Prince William Counties. Fairfax County Board of Supervisors adopted their 2021 Redistricting Process on February 23, 2021 (see pages 161-170) and the 2021 Redistricting Process for Prince William County was adopted May 18, 2021.
Section 5. Proposed 2021 Redistricting Guidelines
The Chair and Vice-Chair have offered the Proposed 2021 redistricting guidelines (Attachment 1), for consideration and adoption by the Board of Supervisors. These have been established within the parameters of Virginia Code, as described in Section 2, and will be used by staff to develop
template scenarios that will be presented to the Board to be used as a proposed starting point for
the public participation redistricting tool, as further described in Section 6. The template scenarios will be available during the October timeframe and will represent maps showing possible district configurations based on the guidelines and requirements and further suggestions of the Board of Supervisors.
Section 6. Redistricting Tools for Public Participation The County has purchased Esri Redistricting, a web-based GIS software solution that will integrate with the County’s existing enterprise GIS resources and data. This online tool, also known as the
Loudoun County Redistricting Portal, will allow the public and other interested parties and County
staff to develop, analyze, complete, and share proposed redistricting plans. This tool will make it easier for staff to evaluate redistricting scenarios and promote citizen engagement in the redistricting process. Staff recommends all redistricting plans be submitted through this technology solution to ensure consistency in submittals and analytical efficiency. Maps submitted
through the Loudoun County Redistricting Portal will be analyzed against evaluative criteria for
the purposes of assisting the Board in its decision-making process. Prior to acceptance for consideration, all plans submitted through the tool are required to pass an automated validation process that checks a minimum set of integrity rules including contiguity, allowable population deviation limits, the designated number of districts and ensuring that all geographies are assigned
to a district. Due to the unknown volume of submittals that will be received, it is not feasible to
do a manual review of every submitted plan and its adherence to the Board’s adopted guidelines. The Loudoun County Redistricting Portal can be accessed with a web browser from any internet-enabled computer. Individuals will be able to register online for a public account by providing first
and last name as well as a valid email address. Individual public accounts will be automatically
generated, allowing the individual to immediately begin plan creation. In addition to individual public accounts, organizations can request and receive a group account from the County. A group account will allow group members to collaborate in a secure environment before submitting a plan to the County.
The tool includes a user guide for how to create and edit a redistricting plan using Census and other relevant data; create a map of the plan or generate a report; and submit it for consideration. County staff will also record a demonstration of the start-to-finish process of developing a plan, running an integrity check tool to validate basic plan requirements (such as the allowed deviation
in population per district), saving the results, and submitting it for consideration. Technical
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 9 assistance for the online redistricting process will also be available via email or phone. Staff will also advise that for members of the public without access to a computer, public terminals are available for use at the libraries or they may come to the Government Center for assistance. Section 7. Public Communication Plan
To communicate to the public regarding the redistricting process, a communications and education campaign will be developed by the Public Affairs and Communications (PAC) division. This campaign, to be executed by PAC, will focus on several key messages:
• What is redistricting? • Why is it important? • How is the process taking place? • How can you participate? • How can you stay informed?
A variety of communication channels and tools (including news releases, social media, website information, videos, story maps, and email updates) can be used to reach key audiences (including individuals and community groups) and provide them with the information they need to take part in this process. This campaign will also educate those who would like to submit draft plans and
undertake hands-on modeling utilizing the Loudoun County Redistricting Portal. The campaign may include direct public outreach through in-person or virtual public meetings. PAC will work with the Office of Mapping and Geographic Information (OMAGI) to coordinate web content on the county’s redistricting webpage (www.loudoun.gov/redistricting) with the digital tools developed by OMAGI.
Staff will prepare an informative story map to explain the redistricting process, including information on population changes since the last redistricting in 2011 an explanation of the laws governing the redistricting process and redistricting guidelines that have been developed and adopted by the Board of Supervisors. The Story Map will also allow users to view the plans that
have been submitted. Staff is also developing a Frequently Asked Questions (FAQ) document and will provide an update to the Board on June 21, 2021.
Section 8. Redistricting Process
The following timeline has been developed based on information currently available by the Census Bureau. Staff may need to adjust the timeline depending on the actual date of data delivery. A full discussion of the process is described below.
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 10 Event Date
Census Day April 1, 2020
Board directs separate meeting to: 1. Discuss and adopt revised 2021 guidelines
2. Confirm the number of districts 3. Discuss and adopt a resolution governing the process
January 19, 2021
Apportionment Data Released April 26, 2021
Board holds Special Meeting to discuss and adopt revised 2021
guidelines for redistricting, and resolution governing the process. Board provides guidance on the development of staff scenario(s).
June 21, 2021
Public communication campaign begins June 2021
Redistricting summary data file in legacy format delivered to all states By August 16, 2021
Esri Redistricting solution upgraded and updated with 2020
redistricting data
September 1, 2021
Staff begins developing draft template scenarios Early September 2021
Redistricting data (Public Law 94-171) delivered to all states. By September 30, 2021
Board of Supervisors Business Meeting: Presentation on 2020 Census Population Data and Scenario(s) for use as a starting point within the redistricting tool. Board chooses which staff-developed scenario(s) to incorporate into the Loudoun Redistricting Portal
October 19, 2021
County expected to receive adjusted census data from the Virginia Division of Legislative Services By October 30, 2021
Estimated dates for General Assembly adoption of plans redistricting the House of Delegates, the Senate, and Virginia’s Congressional seats
Late October - Early November 2021
Loudoun Redistricting Tool launched: Open Public Submission Period Open November 1, 2021
Open Public Submission Period Closed November 30, 2021
Staff performs preliminary comparison and classification of
submitted scenarios December 2021
Board of Supervisors Business Meeting: Staff presents summary of Loudoun County Redistricting Portal Submitted Scenarios Board discusses proposed scenarios
January 18, 20226
Board of Supervisors Business Meeting: Board discusses proposed scenarios February 15, 2022
Board of Supervisors Business Meeting: Board discusses and chooses which scenario(s) to send to Public Hearing
March 15, 2022
6 Future Board Meeting Dates listed herein are estimated based on the Board’s current meeting schedule. The Board’s calendar is set annually at its organizational meeting in January.
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 11 Staff drafts election district, precinct, and polling place ordinance March 16 – March 29, 2022
Final Plan and Ordinance Amendments Advertisement Due March 29, 2022
Board of Supervisors Public Hearing Board adopts Redistricting Ordinance and ordinance revising precinct boundaries and polling places (with delayed effective date)
May 11, 2022*
Redistricting Ordinance and amendment of polling place ordinance submitted to Attorney General of Virginia for
preclearance review
By May 25, 2022
Attorney General of Virginia issues certificate of no objection (i.e. preclearance) By July 27, 2022
Official map of updated boundaries provided to the Virginia Secretary of the Commonwealth, the Department of Elections, and the Division of Legislative Services
August 2022
Preparation of New Voter Cards August 2022
Mail New Voter Cards September 2022
Grey rows represent dates out of the County's control (data releases, state processes, etc.) and all other dates have
therefore been designed to flow around these dates.
* An off-cycle Public Hearing may need to be scheduled to allow for ample time to draft the election district, precinct and polling place ordinances.
Should the Board endorse the above timeline, the public communication campaign regarding the redistricting process will begin with a news release about the resolution governing the process. It is expected that the Census Bureau will deliver a redistricting summary data file (P.L. 94-171 data) in legacy format to all states by August 16, 2021, at which time staff will begin to review and
analyze the population data, identifying areas of significant change and how that could impact redistricting. Staff will develop template scenarios for the October 19, 2021, Board Business Meeting. Using the incoming Census data, the Board adopted guidelines, the number of districts directed, legal
parameters, and any other Board guidance, staff will develop up to 8 scenarios to be used as templates in the Loudoun Redistricting Tool. Based on further direction and refinement from discussions with the Board, staff will configure the Loudoun Redistricting Portal to include the Board selected scenarios as templates for the public participation process. The redistricting tool is configured to allow the user to start plan development from a default scenario, called a template.
Based on Board direction on October 19, 2021, one or more scenario(s) will be added to the redistricting tool to provide the user with a starting point from which to begin plan customization. This will save the user time over developing a plan from scratch. The tool can open automatically with a template option pre-selected, or the user can choose among multiple templates to pick a preferred starting point. The user is not restricted in the number of changes that can be made to
any template scenario. Each scenario will have districts with well-balanced populations and will aim to fulfill the Board’s adopted guidelines. A general map and analytical description of the staff
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 12 scenarios including population deviations and communities of interest impact will be created for each staff scenario. Staff will also present a status update of the redistricting process at the October 19, 2021, Board Business Meeting. This will include a general discussion on the overall population of the County,
changes at the current Election District level, target populations for new districts, and the acceptable population deviations. The update will include details related to where the population changes have occurred in the County and the impact on the new election districts geographies. The Loudoun County Redistricting Portal will be made available to the public by November 1,
2021. Board members and the public will have access to submit proposed scenarios for a period of 30 days. Prior to acceptance for consideration, all plans submitted through the tool are required to pass an automated validation process that checks a minimum set of integrity rules including contiguity, allowable population deviation limits, the designated number of districts and ensuring that all geographies are assigned to a district. During the submittal process, users will have the
opportunity to not only name the plan, but also to provide details and objectives related to the plan. The user is highly encouraged to provide as much background and detail about their plan as possible, as this will be used by staff to classify and categorize the plans to assist in the Board’s review process. All submitted plans will be added to an interactive map available on the Loudoun County GeoHub, accessible through the redistricting website. For each submitted scenario, staff
will produce a digital map file (PDF) as well as a report that includes any plan information, name, description, or objectives that was provided by the submitter.7 This information will be used to further classify and categorize the plans for further review. The report will also include population deviation analysis for each proposed district. Any plan developed through the tool must pass the built-in integrity check in order to be successfully submitted. The GeoHub will serve as the
primary platform for the Board Members and public to access and view the proposed scenarios during the open submittal period. The Loudoun County Redistricting Portal will be available until November 30, 2021 and will then be deactivated to allow for ample time for all submitted plans to be reviewed and considered by the Board.
At the January 18, 2022, Board Business meeting, staff will present a summary of the public participation process and the submitted plans to the Board. A digital (PDF) map and brief report will be created for each submitted scenario and will be made available for staff and public review. The accompanying report will include any descriptive information that was provided by the applicant as well as population deviation analysis for each proposed district. Staff will also perform
a high-level review of submitted plans, including the use of any information provided by the submitter, to associate each with the staff developed scenario that it is most similar to. This classification process will help the Board in narrowing down preferred scenarios for further staff analysis. Due to the unknown volume of submittals that will be received, it is not feasible to do a manual review of every submitted plan and its adherence to the Board’s adopted guidelines. If
directed by the Board, additional review and analysis of selected scenarios can be performed. If
7 The GeoHub is the County’s searchable mapping website that features interactive GIS applications and an open data platform.
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 13 this analytical step is necessary, staff will suggest that the Board reduce the number of potential scenarios requested for an additional level of analysis to be performed. The Board will further discuss the proposed scenarios at the February 15, 2022, Board Business Meeting and at its March 15, 2022, Business Meeting, the Board will determine which scenario to
endorse for Public Hearing.8 The Board will then direct staff to develop all ordinances related to the identified plan(s), to advertise these ordinances for public hearing and to subsequently return the final plan(s) with ordinances to the Board for public hearing action. By May 25, 2022, the Board’s approved Redistricting Ordinance will be submitted to the Attorney General of Virginia for preclearance review, and it is expected that a certificate of no objection should be issued by
July 27, 2022.9 Official Maps will be provided to all necessary entities and the process of producing and mailing new voter cards can begin in August 2022 with an expected completion date of September 30, 2022. ISSUES:
Number of Districts: The number of districts that will exist in the County is one of the most immediate and important decisions for the Board at this point. As indicated in Section 4, Loudoun County had 39,000 residents per district as of the 2010 Census and the current estimate is 53,000 residents per district. Population growth has been uneven, with some districts (Blue Ridge and
Dulles), now estimated to have more residents than the 53,000 average, with most others having less. Differential Privacy and Data Quality: In the past few years, with growing attention over the past few months, the Census Bureau has released information about its approach to ensuring the privacy
of respondents of and the demographic data collected through the 2020 Census is protected. The Census Bureau has always had a legal and ethical responsibility for maintaining the privacy of respondents. Without taking steps to prevent disclosure of personal information, it could be possible to infer data about certain households, especially those with characteristics that are different from the other households surrounding them.
The decennial censuses of 1990 through 2010 used a “swapping” technique. Data for certain households were “swapped” between areas, to prevent users from being able to determine personal characteristics.
Given concerns about the ability to maintain confidentiality given increasing powerful computing, for 2020 the Census Bureau is utilizing a methodology called “differential privacy” to protect respondent data as part of the 2020 Census. This methodology introduces a mathematical approach to add statistical “noise” rather than swap households.
8 The Plan was developed targeting the May 11, 2022 Public Hearing, but an off-cycle Public Hearing may need to be scheduled to allow for ample time to draft the election district, precinct and polling place ordinances. 9 There are no local elections for Loudoun in 2022, and it is not possible to have local redistricting efforts completed
by the June 8, 2021 Primary or the November 2, 2021 General Election. Loudoun plans to commence the statutorily prescribed process, once the data is available, therefor it is understood that there is not a December 31, 2021 deadline.
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Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 14 Issues with variability may impact the ability to analyze data involving fewer people, such as data at small geographies (such as blocks) or smaller demographic categories. For example, at the County level, April test data from the Census Bureau utilizing 2010 Census data showed a total population difference of 15 people in Loudoun County, with the largest change in any racial or
ethnic group being 61 out of a population of 312,211 (0.02 percent of the 2010 population). The Census Bureau provided opportunities throughout 2019 through 2021 to offer comment on its approach to privacy. Staff understands that in the future, the Census Bureau will provide guidance on fitness for use of its data.
The Northern Virginia Regional Commission has made available a handout that summarizes differential privacy, outstanding issues related to its implementation for the 2020 Census data products, and its impacts on planning, policy making, and redistricting. Created in collaboration with Arlington and Loudoun County’s demographers, this handout is meant to educate legislators,
government staff members, and the public about this new technique and its impact on the quality of 2020 Census data. FISCAL IMPACT: There is no additional fiscal impact associated with this action item. Costs related to the redistricting process, including the Esri software, voter card mailing costs, and
communication materials, are currently planned within existing FY 2021 and FY 2022 appropriations. ALTERNATIVES:
1. The Board may choose to maintain the existing eight single-member districts and one chair at-large position, adopt revised 2021 guidelines, endorse the proposed timeline; and adopt a resolution governing the 2021 redistricting process. 2. The Board may choose to alter the number of districts, adopt revised 2021 guidelines, and a
resolution governing the 2021 redistricting process. 3. The Board may choose alternate direction. DRAFT MOTIONS:
1. I move that the Board of Supervisors affirm that the current number of eight single-member election districts with one chair at-large position be maintained for the 2021 redistricting process and endorse the public participation process and accept the redistricting timeline as proposed in the June 21, 2021, Action Item.
I further move that the Board of Supervisors adopt the Board of Supervisors Resolution Governing the 2021 Redistricting Process, provided as Attachment 1 to the June 21, 2021, Action Item.
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Item d.
Item 2, 2021 Loudoun County Redistricting Process Board of Supervisors 2021 Redistricting Meeting June 21, 2021 Page 15 OR 2. I move an alternate motion. ATTACHMENTS:
1. Resolution of the Board of Supervisors Governing the 2021 Redistricting Process 2. Proposed 2021 Redistricting Guidelines
116
Item d.
Loudoun County 2021 Redistricting Guidelines
1.All districts shall have equal representationDistricts should be drawn to provide representation in proportion to the population of thedistrict. The "one person-one vote" approach is of paramount consideration. In the past,
Loudoun County has used a deviation of plus or minus five percent from the mathematical
average as an acceptable level of representation.
2.The plan shall comply with the Voting Rights ActAccording to the Voting Rights Act, districts should be drawn in such a way that assures
that minority voters have an equal opportunity to participate in the political process and to
elect representatives of their choice.
3.All districts must be compact and contiguousEach district should be a single geographic unit, not composed of separated parts
4.The Census shall be the source of dataLoudoun County must use adjusted U.S. Census Bureau data supplied by the VirginiaDivision of Legislative Services.
5.Preserve communities of interest
To the maximum extent possible, areas that have readily identifiable communities ofinterest should not be split. Residential sub-divisions or small villages are examples ofcommunities of interest that should remain intact.
6.Create Districts with Similar Interest Among Communities
To the extent possible create districts where the residents have similar issues andconcerns as it relates to land use, development, traffic patterns, etc.
7.Consider voter convenience and effective election administration
Each precinct must have polling place within or immediately adjacent to it.
8 Use geographical or physical features, especially arterial roadways, for district and precinct boundaries It is essential that the district and precinct boundaries be easily identifiable. Such features
as arterial roadways, stream beds, and riverbeds provide distinctive, identifiable
boundaries.
9.Consider all alternative plans presented by interested groups and individualsOnce announced, individual citizens & interest groups should have a 30-day window to
submit their suggestions using interactive mapping technology designated by the County
Attachment 1 117
Item d.
for electronic submissions. Individuals or interest groups must live, be an established
nonprofit or have a business located in Loudoun County.
10.When possible do not split incorporated towns.Loudoun County's incorporated towns should not be divided within the boundaries of anytown. It should be possible to maintain all towns intact, except perhaps the Town of
Leesburg due to its larger population.
Koran Saines, Vice-Chair
Loudoun County Board of Supervisors
Phyllis Randall, Chair
Loudoun County Board of Supervisors
118
Item d.
1
At a regular meeting of the Board of Supervisors of Loudoun County, Virginia, held in the Board
Room of the Loudoun County Government Center in Leesburg, Virginia, on Monday, June 21, 2021, at
which a quorum was present and voting, the following resolution was adopted.
RESOLUTION OF THE BOARD OF SUPERVISORS
REGARDING THE 2021 REDISTRICTING OF
THE COUNTY’S ELECTION DISTRICTS
Whereas Loudoun County, Virginia, is required to consider reapportionment every ten years; and
Whereas the U.S. Census Bureau is expected to release the results of the 2020 Census to the
appropriate Commonwealth officials by September 2021; and
Whereas the Census data are expected to show that sufficient population changes have taken place
within Loudoun County, Virginia, to warrant a reapportionment of the districts from which the Board of
Supervisors of the County are elected; and
Whereas the Board of Supervisors has the responsibility to apportion the election districts of the
governing body in accordance with federal and state laws; and
Whereas in accordance with Virginia Code § 24.2-304.1(B) (i) districts shall be composed of
contiguous and compact territory; (ii) districts shall be so constituted as to give as nearly as practicable,
representation in proportion to the population of the district (i.e., districts should have substantially equal
population); and (iii) local governing bodies shall use the most recent decennial population figures from
the United States Census Bureau, as adjusted by the Division of Legislative Services in accordance with
Virginia Code § 24.2-314.
Now, therefore it be, resolved that the Board of Supervisors supports maintaining the current
number of eight single-member election districts and one at-large position; and
Be it further resolved that the Board of Supervisors adopts the following Guidelines for the
redistricting and reapportionment process:
Guidelines
1.All districts shall have equal representationDistricts should be drawn to provide representation in proportion to the population of the district.The "one person-one vote" approach is of paramount consideration. In the past, Loudoun Countyhas used a deviation of plus or minus five percent from the mathematical average as an acceptablelevel of representation.
2.The plan shall comply with the Voting Rights ActAccording to the Voting Rights Act, districts should be drawn in such a way that assures thatminority voters have an equal opportunity to participate in the political process and to electrepresentatives of their choice.
Attachment 2 119
Item d.
2
3. All districts must be compact and contiguous Each district should be a single geographic unit, not composed of separated parts
4. The Census shall be the source of data Loudoun County must use adjusted U.S. Census Bureau data supplied by the Virginia Division of Legislative Services. 5. Preserve communities of interest To the maximum extent possible, areas that have readily identifiable communities of interest should not be split. Residential sub-divisions or small villages are examples of communities of interest that should remain intact. 6. Create Districts with Similar Interest Among Communities To the extent possible create districts where the residents have similar issues and concerns as it relates to land use, development, traffic patterns, etc.
7. Consider voter convenience and effective election administration Each precinct must have polling place within or immediately adjacent to it. 8 Use geographical or physical features, especially arterial roadways, for district and precinct boundaries It is essential that the district and precinct boundaries be easily identifiable. Such features as arterial roadways, stream beds, and riverbeds provide distinctive, identifiable boundaries. 9. Consider all alternative plans presented by interested groups and individuals Once announced, individual citizens & interest groups should have a 30-day window to submit their suggestions using interactive mapping technology designated by the County for electronic submissions. Individuals or interest groups must live, be an established nonprofit or have a business located in Loudoun County. 10. When possible do not split incorporated towns. Loudoun County's incorporated towns should not be divided within the boundaries of any town. It should be possible to maintain all towns intact, except perhaps the Town of Leesburg due to its larger population.
GIVEN under my hand this day of ________________, 2021.
DEPUTY CLERK TO THE LOUDOUN COUNTY
BOARD OF SUPERVISORS
120
Item d.
Date of Council Meeting: September 13, 2021
TOWN OF LEESBURG
TOWN COUNCIL MEETING
Subject: Updating Council’s Ethics Policy
Staff Contact: Christopher P. Spera, Town Attorney
Council Action Requested: Consideration to amend the current ethics policy of Council.
Staff Recommendation: The Town Attorney’s Office recommends amending the ethics policy.
Commission Recommendation: Not applicable.
Fiscal Impact: None.
Work Plan Impact: None.
Executive Summary: On June 8, 2021, Council postponed action to potentially amend their Ethics
policy until the July 13, 2021 meeting since not all members of Council were present at the June
meeting. At the July 13, 2021 legislative session, Counsel voted to provide the Town Attorney with
comments on the individual elements of the proposed Ethics Policy and Code of Conduct. The
attached revised policy is based on the comments and feedback staff received from the Council.
Background: Council initially adopted an ethics policy in 1996 (Resolution No. 96-212), and
amended that policy twice, first in 2004 (Resolution No. 2004-182) and again in 2009 (Resolution
No. 2009-144). Council subsequently approved Resolution No. 2019-131 in September of 2019
directing the Town Attorney to propose an updated ethics policy ensuring compliance with state
law including a code of conduct and disciplinary process. This was originally scheduled for
consideration at a Council work session in the fall of 2020, but was deferred until the new Council
was seated in January 2021.
At their February 8, 2021 Work Session, a new outline structure was discussed by Council, and
scheduled for additional discussion at their March 8, 2021 Work Session with potential action on
March 9, 2021. However, at the March 9, 2021 business meeting, Council voted to table the
discussion until the June 8, 2021 meeting which was then postponed to the July 13, 2021 meeting
since not all members were present at the June meeting.
At the July 13, 2021 legislative session, Counsel voted to provide the Town Attorney with comments
on the individual elements of the proposed Ethics Policy and Code of Conduct. The attached revised
policy is based on the comments and feedback staff received from the Council. The attached revised
policy is based on the comments and feedback staff received from the Council.
Proposed Legislation:
121
Item e.
Updating Council’s Ethics Policy
September 13, 2021
Page 2
RESOLUTION
Amending Town Council’s Ethics Policy
Draft Motions:
1. I move to approve the proposed RESOLUTION to amend Town Council’s Ethics Policy.
2. I move to deny the proposed RESOLUTION to amend Town Council’s Ethics Policy.
OR
3. I move an alternate motion.
Attachments:
1. Draft Resolution
2. Draft Ethics Policy
Rev. 05/27/2021
122
Item e.
PRESENTED: September 14, 2021
RESOLUTION NO. 2021- ADOPTED: _________________
A RESOLUTION : AMENDING TOWN COUNCIL’S ETHICS POLICY
WHEREAS, the Town Council of Leesburg, Virginia adopted an Ethics Policy in 2009;
and
WHEREAS, Council has determined that it is in the public interest to review and revise
that policy, to include a policy regarding conduct and decorum as well as a disciplinary process.
THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia as
follows:
1. The 2009 Ethics Policy is hereby repealed.
2. The attached Ethics, Conduct and Decorum Policy is hereby adopted.
PASSED this 14th day of September, 2021.
______________________________
Kelly Burk, Mayor
Town of Leesburg
ATTEST:
______________________________
Clerk of Council
REVISED
123
Item e.
Leesburg Town Council
Ethics, Conduct and Decorum Policy
Adopted March 9September 14, 2021
Preamble: The citizens of Leesburg are entitled to fair, ethical and
accountable local government. The public should have full confidence that
their elected officials:
a) Comply with both the letter and spirit of the laws and policies
affecting the operations of government;
b) Are independent, impartial and fair in their judgment and actions;
c) Use their public office for the public good, not for personal gain; and
d) Conduct public deliberations and processes openly, unless required
by law to be confidential, with decorum, respect and civility.
Therefore, the members of the Leesburg Town Council shall conduct
themselves pursuant to the following ethical standards:
1. Act in the Public Interest. Members of Council will work for the common good
of the people of Leesburg and not for any private or personal interest, and they will
assure fair and equal treatment of all persons, matters and transactions coming
before them.
2. Comply with both the spirit and the letter of the Law and Town Policy.
Members of Council will comply as applicable with the laws of the nation, the
Commonwealth of Virginia, Loudoun County and the Town of Leesburg, as well
as the procedures and rules adopted by the Town Council in the performance of
their public duties. Members of Council must timely report to the Mayor and the
Town Manager any violation of law that results with them being charged with a
misdemeanor or felony.
3. Conduct of Members. The professional and personal conduct of members of
Council while exercising their office must avoid the appearance of impropriety.
Members shall refrain from abusive conduct, personal charges or verbal attacks
upon the character or motives of other members of Council, Boards, Commissions,
the staff or public.
4. Respect for Process. Members shall perform their duties in accordance with the
processes and rules of order established by the Council.
5. Conduct at Public Meetings. Members of Council shall prepare themselves for
issues to be discussed at legislative sessions, listen courteously and attentively to
all public discussions before the body and focus on the business at hand.
124
Item e.
6. Decisions Based on Merit. Members of Council shall base their decisions on
matters before them on the merits and substance of the matter at hand, rather than
on unrelated considerations.
7. Communication. For adjudicative matters pending before the Council, members
will not engage in communication with each other involving three or more members
at the same time outside of an open public meeting or the agenda materials, or with
third parties, except as disclosed pursuant to Item 9 below or on the advice of the
Town Attorney.
8. Correspondence. Members of Council will not use Town stationary or letterhead
for personal purposes.
9. Disclosure and Reporting of Activities. Members shall publicly disclose
substantive information which they may have received from sources outside of the
public decision-making process that is relevant to a matter to be considered by the
Council, including contracts, re-zonings, special exceptions and other adjudicative
matters. Members of Council shall also disclose their attendance at any event paid
for or sponsored by any party involved in any adjudicative matter to be considered
by the Council. Disclosure should be made at the next regular Council meeting
attended by the member. The member should also complete the disclosure form
provided by the Clerk.
10. Conflict of Interest. Members of Council shall use their best efforts to refrain
from creating an appearance of impropriety in their actions and decisions. Members
shall not use their official positions to influence government decisions in which
they have:
(a) a material financial interest; or
(b) an organizational responsibility or personal relationship interest as defined
by applicable state law which creates a conflict of interest.
A member who has a potential conflict of interest regarding a particular decision
shall disclose the matter to the Town Attorney and cooperate with the Town
Attorney to analyze the potential conflict.
Members shall disclose investments, interests in real property, sources of income,
and gifts as required by state law and update those disclosures as necessary. If a
member has a conflict of interest regarding a particular decision, the member will
not participate in the decision, nor discuss or comment on the matter in any way.
11. Gifts and Favors. Members of Council shall not take any special advantage of
services or opportunities for personal gain, by virtue of their public office that is
not available to the public in general. They shall refrain from accepting any gifts,
favors or promises of future benefits which might compromise their independence
of judgment or action or give the appearance of being compromised.
Commented [CS1]: Concern over how this would be
applied and enforced; I have no proposed edit to
address this but we can discuss.
Commented [CS2]: Concern over what constitutes
“substantive information” and how that would be
applied; I have no proposed edit to address this but we
can discuss.
125
Item e.
12. Confidential Information. Members of Council must maintain the confidentiality
of all written materials and verbal information provided to them which is
confidential or privileged, including materials disclosed to them in a closed session.
Members will neither disclose confidential information without proper legal
authorization, nor use such information to advance their personal, financial or other
private interests.
13. Use of Office or Public Resources. Members of Council will not knowingly use
their office or use public resources which are not available to the public in general
(e.g., Town staff time, equipment, supplies or facilities) for private gain or for
personal purposes not otherwise authorized by law.
14. Representation of Private Interests. Members of Council will not appear on
behalf of the private interests of third parties before the Council or any Board,
Commission or other proceeding of the Town.
15. Advocacy. Members of Council will represent the official policies or positions of
the Town to the best of their ability when designated for this purpose. When
presenting their individual opinions and positions, members will explicitly state
they do not represent the Council or the Town. While Council members have the
right to endorse candidates for all elected offices, members will not mention or
display endorsements during Council meetings or other official Town meetings.
16. Policy Role of Members. Members will respect and adhere to the council-manager
structure of the Town of Leesburg’s government as outlined in the Leesburg Town
Charter and the Town Code. In this structure, the Council determines the policies
of the Town with the advice, information and analysis provided by Town staff, as
well as input from any applicable Boards, Commissions, and the public. Members
of Council will not interfere with the administrative functions of the Town or the
professional duties of Town staff or impair the ability of staff to implement Council
policy decisions.
17. Independence of Boards and Commissions. Members of Council will refrain
from using their position to unduly influence the deliberations or outcomes of
Board and Commission proceedings.
18. Positive Work Place Environment. Members of Council will support the
maintenance of a positive and constructive work place environment for Town
employees and for citizens and businesses dealing with the Town. Members will in
no way create the perception of inappropriate direction to staff.
126
Item e.
Conduct and Decorum
The Conduct and Decorum Guidelines are designed to describe the manner in which members of
Council should treat one another, Town staff, constituents, and others they come into contact
with while representing the Town of Leesburg.
1. Members of Council’s Conduct with Each Other in Public Meetings.
(a) Respect the role of the chair in maintaining order. It is the responsibility of
the chair to keep meetings on track and on topic. Members of Council will respect efforts
by the chair to focus discussion on current agenda items. If there is disagreement about
the agenda or the chair’s actions, members will state those objections politely and with
reason, following parliamentary procedure.
(b) Practice civility and decorum in discussions and debate. Difficult
questions, tough challenges to a particular point of view, and criticism of ideas and
information will all arise and are legitimate elements of Council discussion. However,
members of Council acknowledge that the foregoing types of discussion do not require or
justify belligerent, personal, threatening, abusive, or disparaging comments.
(c) Avoid personal comments that could offend other members. If a member
is personally offended by the remarks of another member, the offended member should
make notes of the actual words used and call for a "point of personal privilege" that
challenges the other member to justify or apologize for the language used. The chair will
maintain control of this discussion.
(d) Demonstrate effective problem-solving approaches. Members will use their
best efforts to show how individuals with disparate points of view can find common
ground and to seek compromise solutions that benefit the community as a whole.
2. Members of Council’s Conduct with the Public in Public Meetings.
(a) Be welcoming to speakers and treat them politely. While questions of
clarification may be asked, the member’s primary role during public testimony is to
listen. Members will not exhibit signs of partiality, prejudice or disrespect toward an
individual participating in a public forum.
(b) Be fair and equitable in allocating public hearing time to individual
speakers. The adopted rules of procedure control limits on speakers during the public
comment and public hearing process. Members of Council will not interfere with those
established limits unless they absolutely believe that additional time is necessary for the
full and fair adjudication of a matter.
(c) Practice active listening. Members of Council will be attentive to speakers
and try and avoid reading for a long period of time, using an electronic device or gazing
around the room while a speaker is communicating to the Council. Members will also try
to be conscious of facial expressions, and avoid those that could be perceived negatively
by a speaker or the public.
Commented [CS3]: One comment expressed concern
over this and asked that it be removed.
127
Item e.
(d) Maintain an open mind. Members of Council will use their best efforts to
keep an open mind and give full and fair consideration to each speaker.
(e) Ask for clarification, but avoid debate and argument with the public.
Members of Council acknowledge that only the chair – not individual members – can
interrupt a speaker during a presentation. Members will use their best efforts to avoid
debate or argument with a speaker.
3. Members of Council’s Conduct with Town Staff.
(a) Treat all staff as professionals. Members of Council will use their best
efforts to engage in clear, honest communication that respects the abilities, experience,
and dignity of each individual staff member.
(b) Do not disrupt Town staff from their jobs. Members of Council should not
disrupt Town staff while they are in meetings, on the phone, or performing their job
functions in order to have their individual needs met. Members will not attend Town staff
meetings unless requested by staff.
(c) Never publicly criticize an individual employee. Members of Council
should never express concerns about the performance of a Town employee in public, to
the employee directly, or to the employee’s manager. Comments about staff performance
should only be made to the Town Manager through private correspondence or
conversation.
(d) Do not get involved in administrative functions. Members of Council
acting in their individual capacity will not attempt to influence Town staff in the course
of performing their official duties.
(e) Do not solicit political support from staff. Members of Council will not
solicit any type of political support from Town staff nor require political support of
appointees to boards or commissions. Staff and appointees may, as private citizens with
constitutional rights, support political candidates but all such activities must be done
away from the workplace.
(f) No Attorney-Client Relationship. Members of Council shall not seek to
establish an attorney-client relationship with the Town Attorney, including his or her staff
and attorneys contracted to work on behalf of the Town. The Town Attorney represents
the Town and not individual members.
4. Disciplinary Process.
a) Discipline of a Member. A member of Council may, after a motion and
majority vote by the members of Council, be disciplined when his or her conduct does
not comply with the Ethics or Conduct and Decorum policies.
A member of Council may send written or electronic notice to the Mayor (or to
the Vice mayor, if the allegation involves the Mayor) and the Town Manager in order to
report any alleged violation of the Ethics or Conduct and Decorum policies.
Formatted: Strikethrough
Commented [CS4]: Multiple comments stated that
this would be difficult to enforce and asked that it be
removed.
Formatted: Strikethrough
128
Item e.
Within two weeks of the report, the Mayor and the Town Manager will schedule a
meeting with the Council member who is the subject of the report.
After the meeting with the individual member, the Town Manager will add to the
agenda for the next Council work session a discussion of the alleged violation and the
imposition of any disciplinary action. The members of Council shall determine by
majority vote whether the discussion of the alleged violation will be held in open session
or in closed session.
At the conclusion of the discussion, the Council by majority vote shall determine
whether a motion to impose discipline shall be included on the agenda for the next
legislative meeting. If a majority of Council present votes to add the matter to the
agenda, Council at that legislative meeting will determine by majority vote of those
present what discipline, if any, shall be imposed as the result of the alleged violation.
The range of disciplinary action may include public reprimand or censure,
removal from a committee, or suspension for a number of meetings.
Once the Council has passed a motion imposing discipline at the legislative
meeting, the disciplined member may make a statement of no longer than five minutes
regarding the violation and the discipline imposed.
b) Discipline during a meeting. A member of Council may, after a motion and
majority vote by all members present, be removed from a meeting for repeated and
continuous disruption of that meeting, after receiving two warnings regarding that
conduct by the chair.
129
Item e.
COUNCIL ACTIONS CALENDAR
Tentative/Subject to Change
9/8/20213:08 PM
MeetingDate MeetingType Name SubmittedBy
09/13/2021 Town Council Work Session DISCUSSION: Emergency Operations Plan and Preparedness (P)Dame, Joe
DISCUSSION: Ethics Policy (P)Smith, Carmen
DISCUSSION: Event Fee Waiver Policy (P)Trask, Kate
DISCUSSION: Loudoun County Referral - Village at Clear Springs (P)BerryHill, Susan
DISCUSSION: Redistricting Plan for County of Loudoun BOS (P)Belote, Tara
INFORMATION MEMO: Semi Annual Utilities Plant Capacity McClaughry, Lesley
INFORMATION MEMO: Visit Loudoun Monthly Report Turney, Elaine
INFORMATION MEMO: Leesburg Police Station Expansion Belote, Tara
INFORMATION MEMO: Quarterly Progress Report on Council Retreat Workplan Items Belote, Tara
09/14/2021 Town Council Meeting CLOSED SESION: Land Acquisition and Pending Litigation/Annexation and/or a Boundary Line Agreement with respect to the JLMA Boeing, Eileen
CONSENT: Appointment to Police Citizen Task Force (Martinez) (NP)Boeing, Eileen
CONSENT: Appointment to the Technology & Communications Commission (Steinberg) (NP)Boeing, Eileen
CONSENT: Sycolin Cemetery MOU Modification Markel, Keith
CONSENT: Freedom Center Contribution Supplemental Appropriation Fazenbaker, Cole
CONSENT: Morven Park Road Sidewalk Waterline Construction Contract Award (P)Steyer, Cindy
CONSENT: VDOT Revenue Sharing Application (NP)Steyer, Cindy
CONSENT: VDOT Transportation Alternative Program Application (NP)Steyer, Cindy
PROCLAMATION: Childhood Cancer Awareness Month Belote, Tara
PROCLAMATION: Constitution Week Belote, Tara
PROCLAMATION: National Hispanic Heritage Month Belote, Tara
PROCLAMATION: National Preparedness Month Belote, Tara
PUBLIC HEARING - TLOA-2020-0004 GC Government Center Text Amendment (P)Murphy, Christopher
PUBLIC HEARING - TLOA-2021-0007 H-1, Overlay, Old and Historic District Text Amendment (P)Murphy, Christopher
PUBLIC HEARING: Crescent Design District Zoning Ordinance Amendments (P)Cicalese, Karen
PUBLIC HEARING: TLZM-2020-0005 and TLZM-2021-0001 20 Union Street NW Rezoning (P)Murphy, Christopher
RESOLUTION: Designating a Voting Member for 2021 Annual Business Meeting (NP)Belote, Tara
09/27/2021 Town Council Work Session DISCUSSION: Economic Development Strategic Plan Turney, Elaine
DISCUSSION: Promotion of Leesburg Arts/Cultural and History (P)Turney, Elaine
DISCUSSION: Town Recycling Program Southerland, Danielle
DISCUSSION: Economic Development Authority Turney, Elaine
DISCUSSION: Main Street Seymour, Russell
DISCUSSION: Proposed Clutter Ordinance Smith, Carmen
DISCUSSION: Review of IT Commission (Technology Ideas, Propose Priorities)Callahan, John 130
Item a.
COUNCIL ACTIONS CALENDAR
Tentative/Subject to Change
9/8/20213:08 PM
MeetingDate MeetingType Name SubmittedBy
09/27/2021 Town Council Work Session DISCUSSION: Town Code Batch Amendments Smith, Carmen
INFORMATION MEMO: Board and Commission Report - August Boeing, Eileen
09/28/2021 Town Council Meeting CONSENT: Appointment to the Thomas Balch Library Commission (Fox) - Tentative (NP)Boeing, Eileen
CONSENT: General Hauling Continuing Services Contract Award (NP)Steyer, Cindy
CONSENT: Lumos Networks Inc. - Third Amendment to License Agreement Southerland, Danielle
CONSENT: Retiree Medicare Part D Contract with Retiree First Didawick, Josh
CONSENT: Third Renewal of License Agreement with AT&T (NP)Southerland, Danielle
CONSENT: Tree Bank Appropriation for Childrens Center Road Southerland, Danielle
PRESENTATION: Tree Commission Presentation to Town Council - Spotted Lanternfly Southerland, Danielle
RESOLUTION: FY 2023 Capital Funding Request To Loudoun County (P)Fazenbaker, Cole
10/12/2021 Town Council Meeting: Regular + Work Session CONSENT: Tuscarora Creek Trail – Design Task Order Approval Steyer, Cindy
DISCUSSION: SRTC Discussion (NP)Southerland, Danielle
INFORMATION MEMO: Visit Loudoun Monthly Report Turney, Elaine
PROCLAMATION: Bullying Prevention Month Belote, Tara
PROCLAMATION: Domestic Violence Awareness Month Belote, Tara
PROCLAMATION: Dysautonomia Awareness Month Belote, Tara
PUBLIC HEARING: At Home and Walmart BLA at Compass Creek Smith, Carmen
PUBLIC HEARING: Cornerstone Proffer Interpretation Watkins, Michael
RESOLUTION: Airport Maintenance Facility Construction Change Order Approval (NP)Steyer, Cindy
RESOLUTION: Market St/King St Intersection - Construction Contract Award Steyer, Cindy
RESOLUTION: Royal St Drainage – Construction Contract Award (NP)Steyer, Cindy
10/25/2021 Town Council Work Session DISCUSSION: Affordable Dwellings and Accessory Housing Cicalese, Karen
DISCUSSION: Black History Mural (P)Kosin, Leah
DISCUSSION: Business Signage Outside of the Historic District (P)Cicalese, Karen
DISCUSSION: MEC Lease/Memorandum of Understanding (MOU)/Future Direction Turney, Elaine
DISCUSSION: Quarterly Budget and CIP Update (P)Fazenbaker, Cole
DISCUSSION: Town's Financial Advisor - Financing Request for Proposal Results (P)Fazenbaker, Cole
INFORMATION MEMO: Board and Commission Report - September Boeing, Eileen
10/26/2021 Town Council Meeting CONSENT: Award Contract for Industrial Coatings Application for Utilities (NP)Wyks, Amy
POTENTIAL CLOSED SESSION: Strategic Property Acquisitions Belote, Tara
PUBLIC HEARING: Proposed Clutter Ordinance Smith, Carmen
PUBLIC HEARING: Town Code Batch Amendments (Tentative)Smith, Carmen
RESOLUTION: Additional Appropriation for Transit Program (NP)Fazenbaker, Cole 131
Item a.
COUNCIL ACTIONS CALENDAR
Tentative/Subject to Change
9/8/20213:08 PM
MeetingDate MeetingType Name SubmittedBy
10/26/2021 Town Council Meeting RESOLUTION: Black History Mural (Dependent Upon Council Direction)Kosin, Leah
RESOLUTION: Procurement Policy Revisions (P)Haley, Lisa
11/08/2021 Town Council Work Session DISCUSSION: Follow-up Discussion on Liberty Lot RFP Smith, Carmen
DISCUSSION: Strategic Property Acquisitions Belote, Tara
INFORMATION MEMO: Visit Loudoun Monthly Report Turney, Elaine
11/09/2021 Town Council Meeting PROCLAMATION: Diabetes Awareness Month Belote, Tara
PROCLAMATION: National American Indian Heritage Month Belote, Tara
PROCLAMATION: Small Business Saturday Belote, Tara
PROCLAMATION: Veterans Day Belote, Tara
PUBLIC HEARING: Town's Financial Advisor - Financing RFP Results (P)Fazenbaker, Cole
11/22/2021 Town Council Work Session DISCUSSION: Gun Restrictions in Town Owned Buildings Markel, Keith
INFORMATION MEMO: Board and Commission Report - October Boeing, Eileen
11/23/2021 Town Council Meeting CONSENT: Northern Virginia Transportation Authority Funding Request (NP)Southerland, Danielle
PUBLIC HEARING: Virginia Village (Tentative)Cicalese, Karen
RESOLUTION: Town Council Meeting Calendar for Year 2022 Boeing, Eileen
12/13/2021 Town Council Work Session DISCUSSION: Overview of Snow Plans and Operations Southerland, Danielle
INFORMATION MEMO: Board and Commission Report - November Boeing, Eileen
INFORMATION MEMO: Visit Loudoun Monthly Report Turney, Elaine
12/14/2021 Town Council Meeting PRESENTATION: Brown Edwards & Company Presentation of Fiscal Year 2021 Annual Financial Report Case, Clark
PROCLAMATION: Recognition of Public Service of Town Employees Retiring Belote, Tara
RESOLUTION: Authorization of Zoning Ordinance Update Cicalese, Karen
132
Item a.
Date of Council Meeting: September 13, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
INFORMATION MEMORANDUM
Subject: Visit Loudoun Monthly Report
Staff Contact: Russell Seymour, Director of Economic Development
Council Action Requested: Information memo only. No action is required by Council at
this time.
Staff Recommendation: Information memo only. No staff recommendation at this time.
Commission Recommendation: None.
Fiscal Impact: None.
Work Plan Impact: None. The partnership and associated coordination with Visit Loudoun is
part of the Department of Economic Development’s current work plan.
Executive Summary: Visit Loudoun’s Travel Pulse Monthly Report for the month of July
2021.
Background: As part of a Memorandum of Agreement with the Town, Visit Loudoun
provides monthly reports on information pertaining to hotel occupancy that includes both
Town and County hotels along with relevant Visitor Center data.
Attachment:
1. Monthly Report for July 2021
133
Item a.
Travel Pulse
Please find monthly indicators below for Loudoun County in July 2021. Performance continues to
improve over previous months.
Visit Loudoun has purchased a custom forecast report from STR, Inc. that features projected
occupancy, ADR and RevPar for 18 months out. Monthly projections have been included in each
metric below, as the dotted lines on the graphs. This forecast was last updated in February 2021.
Loudoun County Hotel Occupancy
Occupancy in July 2021 was 64.7%, a 54.6% increase from July 2020 and a 8.1% decrease from
July 2019 .
This performance is ahead of Northern Virginia as a whole whose July occupancy was 60.0%. The
greater DC region had an occupancy of 55.9%.
Source: STR Inc.
134
Item a.
Loudoun County Average Daily Room Rate (ADR)
ADR for July 2021 in Loudoun County was $129.60, a 25.4% increase from July 2020 and a 0.1%
increase from July 2019.
Source: STR Inc.
Loudoun County Revenue Per Available Room (RevPAR)
RevPAR for Loudoun County in July 2021 was $83.82, a 93.8% increase from July 2020 and a 7.3%
decrease from June 2019.
Source: STR Inc.
135
Item a.
Dulles Airport Passenger Traffic
1,077,318 passengers passed through the gates of Dulles in May 2021, a 481% increase from May
2020 and a 52% decrease from May 2019.
Additional insights from MWAA can be found in the link below. June & July statistics have not been
released yet.
Source: Metropolitan Washington Airports Authority
136
Item a.
Visitors Center
There were 525 walk-in visitors in July 2021. 151 of these were during Leesburg First Friday. This is
a 4.4% increase from July 2019. The Visitors Center was closed during the July 2019 First Friday
because of the July 4 holiday.
104 visitors completed our survey:
22% Loudoun county residents (23)
54% day trips (57)
o 67% of day trips are visitors from outside the county (38)
26% stayed overnight in paid accommodations (27)
Top Interests in Loudoun County:
1. Dining
2. History
3. Wineries
4. General Inquiry
5. Breweries
Leesburg Figures for July 2021
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2019 50.0%56.8%63.6%74.4%85.6%84.3%75.9%72.5%73.7%80.8%65.6%49.3%
2020 49.7%51.7%37.2%27.8%23.5%31.3%41.1%46.2%47.3%52.3%36.8%30.6%
2021 35.9%35.7%38.2%52.4%59.0%60.4%64.6%
20%
30%
40%
50%
60%
70%
80%
90%Leesburg Occupancy: 64.6%
137
Item a.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2019 $95.8 $96.8 $100.$107.$116.$116.$112.$115.$116.$119.$112.$99.4
2020 $95.5 $101.$100.$86.0 $84.0 $90.0 $92.7 $95.2 $98.0 $104.$97.9 $90.7
2021 $93.8 $89.6 $93.8 $103.$113.$121.$121.
$80
$85
$90
$95
$100
$105
$110
$115
$120
$125
$130 Leesburg Average Daily Rate (ADR): $121.37
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2019 $47.88 $55.07 $63.62 $80.18 $99.36 $98.33 $85.67 $83.46 $85.75 $96.17 $73.77 $49.05
2020 $47.44 $49.90 $37.36 $23.89 $19.78 $28.18 $38.12 $43.95 $46.41 $54.42 $35.99 $27.75
2021 $33.69 $32.02 $35.82 $54.26 $66.91 $73.29 $78.39
$18
$28
$38
$48
$58
$68
$78
$88
$98
$108 Leesburg Revenue Per Available Room (RevPAR): $78.39
138
Item a.
Date of Council Meeting: September 13, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
INFORMATION MEMORANDUM
Subject: Capacity of Utility Plants – Semi Annual Report
Staff Contact: Amy Wyks, P.E., Director of Utilities
Council Action Requested: Information memo only. No action is required by Council at this
time.
Staff Recommendation: Information memo only. No staff recommendation at this time.
Commission Recommendation: Not applicable.
Fiscal Impact: Information memo only. No fiscal impact at this time. If the water plant demand
reaches 80% of the rated capacity during a consecutive three month period, an expansion project
or explanation of limited service area growth must be submitted to Virginia Department of Health
(VDH).
If the wastewater plant average flow exceeds 95% of the design capacity during any three month
period, a plan of action for compliance must be submitted to the Virginia Department of
Environmental Quality (DEQ).
Work Plan Impact: Evaluation of water demand and sanitary sewer flow is part of the current
work plan for the Department of Utilities.
Executive Summary: The semi-annual report compares water usage and wastewater flow with
plant capacities and projected flows. Considering the ongoing discussions related to annexation,
boundary line adjustment (BLA) and Joint Land Management Area (JLMA), projected flows have
been evaluated with various scenarios for approved projects and planned projects including data
centers.
Background: There are no material differences in average daily water usage (demand) or
wastewater flow for the Town’s treatment facilities as compared to our previous semi-annual
reports. The key points for this capacity report related to water demand and wastewater flow at the
utility plants are as follows:
The Water Treatment Plant (WTP) maximum (max) day demand for Calendar Year 2021
(6 months) was 6.15 million gallons per day (mgd) which represents 48% of the permitted
capacity of 12.884 mgd.
The WTP did not have any days where the demand was above the 80% rated capacity (10.3
mgd) for Calendar Year 2021 (6 months).
139
Item b.
Capacity of Utility Plants – Semi Annual Report
September 13, 2021
Page 2
The Water Pollution Control Facility (WPCF) average day flow for Calendar Year 2021 (6
months) was 4.01 mgd which represents 53% of the permitted capacity of 7.5 mgd.
Attached is a graphic that shows the current status of Utility Plants as of June 30, 2021 based on 6
months of water usage (demand) and wastewater flow.
As mentioned in the February Update, there were significant differences in projected water usage
and wastewater flow considering the ongoing discussion related to utility service in the JLMA. As
a result, Town Staff reviewed and evaluated flow projections scenarios as follows:
1. Base water demand and wastewater flow – Calendar Year 2021 (6 months – actual)
2. Approved projects – Approved construction plan, under construction or by right
(legislative approval)
3. Projected projects – Projected and known development within the Town’s corporate
limits based on zoning including Town Plan proposal (“Legacy Leesburg”) with Crescent
District and future projects in the JLMA approved by Council
4. Likely JLMA – Development within the JLMA, the Town will most likely provide water
and sewer service
5. Potential JLMA – Projects within the JLMA based on the current County zoning
6. Potential JLMA with all data centers – Similar to #5 above for projects within the JLMA
based on multiple data centers
Attached is a spreadsheet that provides the associated water demand and wastewater sewer flows
for the scenarios above.
The key point for the flow projection evaluation related to water demand and wastewater flow at
the utility plants are as follows:
The Town’s water and wastewater treatment facilities can provide service to approved and
projected development including redevelopment of Crescent District within the corporate
limits and approved projects in the JLMA (i.e. Microsoft Phase I and II)
The Town’s water and wastewater treatment facilities can provide service to a portion of the
JLMA based on proximity of existing water and sewer infrastructure. (Categorized as Likely
JLMA above). At this point, both treatment plants are nearing capacity based on anticipated
demand.
Previously, the JLMA did not propose data centers. Current evaluation of the JLMA with
potential multiple data centers determines the Town’s utility treatment facilities cannot
provide water and sewer service to the entire JLMA without expansion and upgrade of both
plants. The design and construction timeline for these capital improvement projects may not
align with the developer’s expectation for service delivery.
Overall Factors to Consider:
Upgrade and expansion of the water treatment plant would require State approval by
Virginia Department of Health (VDH) and Department of Environmental Quality (DEQ).
A water withdrawal permit is required and it is possible the permit reissuance will impose
low flow restrictions/allocations for water withdrawal.
140
Item b.
Capacity of Utility Plants – Semi Annual Report
September 13, 2021
Page 3
Upgrade and expansion of the water pollution control facility would require permit
application and reissuance from DEQ. Additional treatment process improvements may be
required.
Town staff met with assigned points of contact for both VDH and DEQ in July 2020. We
discussed the decline in water usage (demand) and wastewater flow for individual residential
units compared to the industry standard and the Town Design and Construction Standards
Manual (DCSM) of 350 gallons per day. Both regulatory agencies agree that the decline is
not just a Leesburg trend. Town staff continues to evaluate daily demand and flow and
update the flow projections accordingly.
Significantly higher water demand or sewer flow for any potential data centers will impact
analysis results.
Utility plant expansion and upgrades studies were approved in the Department of Utilities
Fiscal Year 2022 budget and capital improvement program. Procurement for engineering
services is planned to commence November 2021.
Utility plant expansion and upgrades may not be funded entirely by data center availability
fees.
The following assumptions are included in the evaluation:
Flow projections are based on the period beginning January 1, 2021 and ending June 30,
2021. Annual projections are usually higher than semi-annual projections because they
account for all seasonal weather patterns.
Flow projections at Tuscarora Crossing Land Bays 1, 3, 4, 5, 6, 7 are excluded from
evaluation after applicant withdrawal of a request for extension of Town Utility Services.
Flow projections are provided for planning purposes only and cannot account for unknown
or unapproved development in the Town of Leesburg and the Joint Land Management Area
(JLMA).
The evaluation is for utility treatment facility capacities only and not pipe and pump station
capacities.
Water and sanitary sewer pipe upgrades, improvements, and new pump stations may be
required, and at the expense of developers.
Cost estimates for upgrades or expansions have not been completed at this time.
Analysis should be updated for any rezoning or other density changes for Town or JLMA
build out.
Town staff will continue to coordinate and communicate with Loudoun County and
Loudoun Water relating to serving properties within the JLMA.
Water demand and sewer flows for data centers are evaporative cooling technology and not
water cooling.
The Semi-Annual Capacity reports are posted to the Town’s webpage on the Department of Utilities
Publications Page regarding Water and Wastewater Plant Capacities. These graphics include both
actual flows and forecasted flows based on known approved projects and future applications. The
web link for the Utility Capacity documents is:
https://www.leesburgva.gov/departments/utilities-waer-sewer/about-the-utilities-
department/reports-maps/water-and-wastewater-plant-capacities.
141
Item b.
Capacity of Utility Plants – Semi Annual Report
September 13, 2021
Page 4
The flow projections spreadsheet is also posted to the Town’s webpage. The projected flow data is
updated on a semi-annual basis, unless there is a significant proposed project or application
submitted that warrants an immediate update. The spreadsheet includes all known and undeveloped
parcels based on densities per the current zoning.
The actual daily flows, the daily flow capacity percentages, the average monthly flows, and any
days that exceed 80% capacity for water treatment plant or 95% for water pollution control facility
are tracked on a spreadsheet. This data is posted on the Town’s webpage.
Attachments:
1. Current Status of Utility Plants (As of June 30, 2021 – 6 months)
2. Evaluation of Water and Wastewater Treatment Plant Capacities (As of June 30, 2021 –
6 months) – Current DCSM Water Demand and Sanitary Sewer Flow Industry Trend
Reduction of Water Demand and Sanitary Sewer Flow &
Rev. 05/27/2021
142
Item b.
Current Status of the Utility Plants
as of June 30, 2021 based on CY 2021 Flows (6 months)
Water Treatment Plant Water Pollution Control Facility
Permitted Capacity = 12.884 mgd
80% Capacity = 10.3 mgd **
Trigger Point - Decision on service area
Permitted Capacity = 7.5 mgd
95% Capacity = 7.1 mgd ***
Trigger Point - Decision on service area
Current Max Day Demand = 6.15 mgd
(48% Permitted Capacity)
(60% Trigger Point Threshold)
Current Average Day Demand = 4.15 mgd Current Average Day Flow = 4.01 mgd
(32% Permitted Capacity)(53% Permitted Capacity)
(41% Trigger Point Threshold)(56% Trigger Point Threshold)
**The Virginia Department of Health section 12VAC5-590-520 of the Waterworks Regulations states the following about Waterworks expansion: At such time as the water production of a community waterworks reaches 80% of the rated capacity of the waterworks for any consecutive three-month period, the owner shall cause plans and specifications to be developed for expansion of the waterworks to include a schedule for construction; however, if it can be shown by the owner that growth within the service area is limited and will not exceed the rated capacity of the waterworks or if unusual transient conditions caused production to reach the 80% level, preparation of plans and specifications for expansion will no longer be required.
*** Nutrient loading of pounds of nitrogen and phosphorus are monitored with the Town's Virginia Department of Quality (DEQ) discharge permit. The DEQ
section 9VAC25-31-200.B4 of the Virginia Pollutant Discharge Elimination System (VPDES) Permit Regulation states the following about notification:When the monthly average flow influent to a POTW or PVOTW reaches 95% of the design capacity authorized by the VPDES permit for each month of any three-month period, the owner shall within 30 days notify the department in writing and within 90 days submit a plan of action for ensuring continued compliance with the
terms of the permit.
143
Item b.
Based on Current DCSM Water Demand and Sanitary Sewer Flow
Water Filtration Plant mgd = million gallons per day
Permitted Capacity = 10 mgd/12.88 mgd
Scenario Additional Demand (mgd)Average Day (mgd)Max Day (mgd)
Base - CY2021 Water Demand (6 Months)N/A 4.146 6.146
Approved Projects 1.659 5.805 10.159
Projected Projects (Includes 25% Town Plan proposal)1.509 7.314 12.799
JLMA Likely 0.056 7.370 12.897
JLMA Potential 1.768 9.138 15.991
JLMA Potential - Multiple data centers 3.068 10.438 18.266
Water Notes:
Max Day is based on 1.75 peak factor per Town's Design and Construction Standards Manual (DCSM)
Waterworks permit for a design capacity of 12.884 MGD (May 1 through October 31) and 10.784 MGD (November 1 through April 30) capacity.
Permit restriction is due to limited treatment capacity
Water Pollution Control Facility
Discharge Permit Flow = 7.5 mgd
Scenario Additional Demand (mgd)Average Day (mgd)
Base - CY2019 Water Demand N/A 4.013
Approved Projects 1.166 5.179
Projected Projects (Includes 25% Town Plan proposal)1.509 6.688
JLMA Likely 0.056 6.744
JLMA Potential 0.592 7.336
JLMA Potential - Multiple data centers 0.767 7.511
Evaluation of Water and Wastewater Treatment Plant Capacities
As of June 30, 2021 - 6 months
144
Item b.
Based on Industry Trend Reduction for Water Demand and Sanitary Sewer Flow
Water Filtration Plant mgd = million gallons per day
Permitted Capacity = 10 mgd/12.88 mgd
Scenario Additional Demand (mgd)Average Day (mgd)Max Day (mgd)
Base - CY2021 Water Demand (6 Months)N/A 4.146 6.146
Approved Projects 1.284 5.430 8.145
Projected Projects (Includes 50% Town Plan proposal)2.042 7.472 11.209
JLMA Likely 0.078 7.550 11.326
JLMA Potential 1.768 9.318 13.978
JLMA Potential - Multiple data centers 3.068 10.618 15.928
Water Notes:
Max Day is based on 1.5 peak factor based on July 2020 VDH and DEQ discussion
Waterworks permit for a design capacity of 12.884 MGD (May 1 through October 31) and 10.784 MGD (November 1 through April 30) capacity.
Permit restriction is due to limited treatment capacity
Water Pollution Control Facility
Discharge Permit Flow = 7.5 mgd
Scenario Additional Demand (mgd)Average Day (mgd)
Base - CY2019 Water Demand N/A 4.013
Approved Projects 0.792 4.805
Projected Projects 2.042 6.847
JLMA Likely 0.078 6.925
JLMA Potential 0.592 7.517
JLMA Potential - Multiple data centers 0.767 7.692
Evaluation of Water and Wastewater Treatment Plant Capacities
As of June 30, 2021 - 6 months
145
Item b.
Date of Council Meeting: September 13, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
INFORMATION MEMORANDUM
Subject: Leesburg Police Station Expansion Update
Staff Contact: Kaj H. Dentler, Town Manager
Council Action Requested: Information memo only. No action is required by Council at this
time.
Staff Recommendation: Information memo only. No staff recommendation at this time.
Commission Recommendation: Not applicable.
Fiscal Impact: The approved Capital Improvement budget for the Police Station Expansion
Project is $20,594,400. See Attachment #1. In the spring of 2021, Town Council approved a $4
million increase to the original project budget.
Work Plan Impact: The Police Station Expansion Project is a significant capital improvement for the
Department of Public Works and Capital Projects.
Executive Summary: A summary has been included to provide background information and show
the project schedule. See Attachment #2.
Background: Starting in 2019, the Town moved forward with the design of the police station
expansion. It was identified that the design and construction would need to follow a phased
approach in order to keep the building in operation during construction. The phasing led to an
estimated 18 months for construction. In spring of 2021, the Leesburg Town Council approved a
$4 million project increase to the original project budget of $16.6 million. A six month delay to the
expansion is due to a project redesign to incorporate betterments made possible by the budget
increase.
Attachments:
1. Capital Improvement Project Sheet
2. Police Station Expansion Summary
Rev. 05/27/2021
146
Item c.
147
Item c.
Leesburg Police Station Expansion
September 01, 2021 Update
Location: 65 Plaza Street NE
Project Summary: The current building was constructed in 1997 with a total of 20,800 square feet. At
the time, Leesburg's population was approximately 24,000. The Town’s population has since doubled to
48,250.
A Needs Assessment and Master Plan Options Study was completed in 2011. The report forecasted that
within the next 25 years the Police Department would need approximately 15,000 square feet of
additional office space at the actual police station, and 6,000 square feet of additional space for the
stand alone technical support building. Although the Technical Support Building was expanded later,
only 2,300 square feet was added.
In 2019, the Town moved forward with the design of the police station expansion. Dewberry was
selected as the design firm with ample experience designing public safety and emergency response
facilities in Virginia and around the country. Since a variety of challenges and concerns had arisen since
2011 when the original study was completed, the needs assessment was updated to reflect current and
future needs.
The intent of the updated assessment was to focus on providing adequate space for 20 years of growth
for the Police Department. As such, the report recommended 21,000 square feet of additional office
space which was 6,000 more square feet than the 2011 study for the police station. Also, an additional
3,600 square feet of technical support space is needed to meet the total recommended space amount of
10,400 square feet.
During evaluation of the existing facilities, it was noted that neither the existing main building nor the
technical support building could support additional stories without considerable work. It was also
identified that the design and construction would need to follow a phased approach in order to keep the
building in operation during construction. This phasing led to an estimate of 18 months for construction.
When the options for providing the additional square footage were evaluated, the cost far exceeded the
project budget, and steps were taken to pair back the design. At the beginning of 2021, the project
included a design that would meet current police needs, but did not have opportunities for future office
space within the building footprint.
As a result, the Town evaluated how additional project funding could benefit the project. A list of items
that had been previously cut or excluded from the design were re-evaluated in terms of cost and
schedule impacts. During this evaluation, a primary goal was to provide opportunities for future office
space and expansion. It was identified that changing the foundation and structural design of the
addition, as well as tweaking the interior layout, could provide room for an additional 9,000 square feet
of office space as part of a future expansion.
In the spring of 2021, the Leesburg Town Council approved a $4 million project increase to the original
project budget of $16.6 million. As part of incorporating that additional funding into the project design,
there was an expected 6 month project delay, pushing start of construction further into 2022.
148
Item c.
Use of the Additional $4M:
Included in the Updated Project Budget:
$0.5M project budget shortfall from prior cost estimate
Increase owner contingency to cover fluctuations in construction costs due to COVID impacts
Design change order to evaluate and incorporate the additional project funding into the design
The Design Team is adding these to the Base Design:
Modify the 1 story building addition to be able to support a future 2nd story
Further renovation of the existing community room
IT infrastructure upgrades
Fitness room mezzanine
Upgrade entrance features
ADA recommendations
Replacement of existing furniture
At this time, these items are being kept in the design as Add Alternates, but will be added back into
the project if construction costs come down:
Enhanced IT equipment (such as projectors, TVs, new monitors, digital whiteboards)
Supplemental secure parking lot addition and additional secure parking lot entrance (in addition
to the 38 new parking spaces included in the base design)
Replacement of the existing overhead lights in the secure parking lot
Schedule Impacts
Prior to $4M After $4M
Design Start August '19 August '19
Finish September '21 April '22
Bidding and
Award
Start September '21 April '22
Finish December '21 July '22
Construction Start Winter '22/'23 Summer '22
Finish Summer '22 Winter '23/'24
149
Item c.
2011 Programming Study2011 Programming Study(2013 Dollars) (Escalated)Existing SF 20,800 20,800 20,800 20,800 20,800 20,800 20,800 20,800 20,800Renovation - Overhaul Overhaul Overhaul Moderate ModerateModerate ModerateModerate (2)Addition SF - 14,700 14,70021,110 19,100 14,000 14,000 14,00014,600 (3)TOTAL SF 20,800 35,500 35,500 41,910 39,900 34,800 34,800 34,800 34,800Existing SF 6,700 4,400 4,400 6,700 6,700 6,700 6,700 6,700 6,700Renovation - Overhaul Overhaul Overhaul Moderate Minimal Minimal Minimal MinimalAddition SF - 6,200 (1)6,200 (1)3,600 3,700 0 0 0 0TOTAL SF 6,700 10,600 10,600 10,300 10,400 6,700 6,700 6,700 6,700Ex Parking Spaces 91 91 91 87 87 87 87 87 87New Parking Spaces - 95 95 77 73 37 38 3838 (4)Total Parking Spaces 91 186 186 164 160 124 125 125 125 - $12,300,000 $17,000,000 $20,700,000 $17,300,000 $12,900,000 $13,700,000 $13,100,000 $15,800,000 - $3,700,000 $3,700,000 $2,600,000 $1,750,000 $1,750,000 $2,400,000 $2,400,000 $3,000,000 - $16,000,000 (5)$20,700,000 (6)$23,300,000 (6)$19,050,000 (6)$14,650,000 (6)$16,100,000 (6)$15,500,000 (6)$18,800,000 (7)(1) 2,300 SF Addition to the Support Building was constructed in 2013(2) Community room is getting an upgraded renovation from what was originally designed(3) The addition structure, foundation and layout were adjusted to be able to support a future 2nd story (will still be single story, but be able to be expanded upward in future phases)(4) 16 additional parking spots (141 total) are included as part of an Add Alternate Design(5) This cost was used to develop the $16.6M CIP project cost (6) Prior to additional $4M project funds, construction costs needed to be around $14.9M (other $1.7M going towards design and project management)(7) After additional $4M project funds, construction costs needed to be around $18.8M (other $1.8M going towards design and project management)Construction Documents ($4M added to budget)Main BuildingSupport BuildingSiteProject SummaryBldg Construction CostSoft CostsTotal Construction CostsStart of Construction DocumentsExisting (2019)2019 Programming Study UpdateConcept DesignSchematic DesignDesign Development150Item c.
Date of Council Meeting: September 13, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
INFORMATION MEMORANDUM
Subject: Council Planning Retreat – Quarterly Update
Staff Contact: Kaj H. Dentler, Town Manager
Council Action Requested: Information memo only. No action is required by Council at this
time.
Staff Recommendation: Information memo only. No staff recommendation at this time.
Commission Recommendation: Not applicable.
Fiscal Impact: None at this time.
Work Plan Impact: The items identified on the Work Plan represent significant work for staff both
short term and long term. Some of the work such as the zoning ordinance update and the economic
development strategy will require professional consulting support, but cost has not been determined
at this time.
Executive Summary: The Leesburg Town Council held a planning retreat on April 24, 2021, and
five themes were identified from the discussion as a basis for developing a Work Plan through
December 2022. See Attachment #1. The main areas of focus include Economic Development,
Town Plan, Environment, Information Technology, and County Relations.
At their May 25, 2021 meeting, Council adopted Resolution No. 2021-077 authorizing the Town
Manager to proceed with the action steps outlined in the Work Plan. See Attachment #2. In order
to follow progress on the Work Plan, a quarterly report is provided. See Attachment #1.
Background: Town Council held a planning retreat on April 24, 2021 to identify key goals through
the 2022 calendar year using a professional facilitator. The main areas of focus include Economic
Development, Town Plan, Environment, Information Technology, and County Relations.
Resolution No. 2021-077 authorized the Town Manager to proceed with the action steps outlined
in the Work Plan as discussed at the May 24, 2021 Work Session. See Attachments #1 & #2.
Attachments:
1. Summary Chart Work Plan
2. Resolution No: 2021-077
Rev. 05/27/2021
151
Item d.
Council Retreat – Work Plan
April 24, 2021
Revised Per Council Resolution No. 2021-077 Dated 05/25/21
Revised 8/5/2021
Category Work Plan Item Original Date Assigned to
Council
Staff Point of Contact Status
Economic Development Virginia Main Street Program May 24th Work Session Russell Seymour Continue discussion at September
27th work session.
Monitor and attempt to understand
Commercial Space Demand Changes
and potential impacts on downtown
July 26th Work Session Russell Seymour Completed. No further follow up.
Reimagine the Mason Enterprise
Center
October 25th Work Session Russell Seymour Scheduled for October 25th work
session.
Consider creating a separate Economic
Development Authority for the Town
of Leesburg; examine costs and
perceived benefits
September 27th Work Session Russell Seymour Scheduled for September 27th
work session.
Promote Leesburg as an Intersection of
Art/Culture & History
June 7th Work Session Russell Seymour Completed. Follow up discussion
on approval of action steps at the
September 27th work session.
Events – explore creating and
supporting community events for
residents and to attract visitors
August 9th Work Session Kate Trask Scheduled for August 9th work
session.
Promote the Solar Retrofit Program June 21st Work Session Russell Seymour/Rich Klusek Merged with Promotion on C-Pace
Program. Discussed at 6/21 W.S.
proceed with recommendations
plus schedule a business forum on
topic.
Create and adopt an Economic
Development Strategic Plan to identify
issues and opportunities and suggest
goals, strategies, and actions
August 9th Work Session
Russell Seymour Moved to September 27th work
session.
152
Item d.
Council Retreat – Work Plan
April 24, 2021
Revised Per Council Resolution No. 2021-077 Dated 05/25/21
Revised 8/5/2021
Category Work Plan Item Original Date Assigned to
Council
Staff Point of Contact Status
Town Plan Approval Process Council Discussion Starts In September September 13th Work Session Susan Berry Hill Joint meeting between Town
Council and Planning Commission
scheduled for August 16, 2021.
Town Plan development update from
the Planning Commission and staff
June 7th Work Session Susan Berry Hill Completed. No further follow up.
Adopt the Plan by the End of the Year December 14th Council Meeting Susan Berry Hill Scheduled for December 14th
Council Meeting.
Staff briefing on
promoting/encouraging affordable
dwellings
June 21st Work Session
Susan Berry Hill Merged with Accessory Housing.
Moved to October 25 Work
Session to provide PC time to offer
input.
Zoning Ordinance Update by End of
Calendar Year 2022
December 14th Council Meeting Susan Berry Hill Scheduled for December 14th
Council Meeting.
Environment Promote the Commercial Property
Assessed Clean Energy (C-PACE)
Program – County briefing
June 21st Work Session Russell Seymour/Rich Klusek Merged with Solar Retrofit.
Discussed at 6/21 work session.
Proceed with recommendations
plus schedule a business forum on
topic
Open Space – Review goals and
standards (including tree canopy
requirements), including enforcement
July 12th Work Session Susan Berry Hill/Rich Klusek Merged with development
standards. Work session held July
12, 2021. Completed.
Consider adoption of a plastic bag
ordinance
August 9th Work Session Renee LaFollette/Mike Watkins Scheduled for August 9th work
session.
Review Site Plan and Development
Standards for Environmental
Sustainability as Part of the Zoning
Ordinance Review and Amendment
July 12th Work Session Bill Ackman/Mike Watkins Merged with open space
standards. Work session held June
21, 2021. Completed. No further
follow up.
Brief Council on the Recycling Program November 8th Work Session Renee LaFollette Rescheduled to September 27th
work session.
153
Item d.
Council Retreat – Work Plan
April 24, 2021
Revised Per Council Resolution No. 2021-077 Dated 05/25/21
Revised 8/5/2021
Category Work Plan Item Original Date Assigned to
Council
Staff Point of Contact Status
Information Technology IT Commission review and revise the
list of technology ideas; propose
priorities for Council’s consideration
August 9th Work Session Kuba Jedrzejczak Moved to September 27th Council
Work Session
County Relations Arrange a joint meeting of the
governing bodies of the Town and
Loudoun County – Fall 2021 – to be
initiated by the Mayor and the Town
Manager
May 25th Regular Meeting Kaj Dentler Letter sent 6/14/2021 to Chair of
Board of Supervisors. No response
to date.
Accountability Quarterly Progress Reports on the
workplan
May 24th Work Session
September 13 Work Session
January 22nd Work Session
Kaj Dentler May 24 update complete.
September 13th – next report.
Hold a similar strategic planning
retreat every 2 years
Spring 2023 Kaj Dentler Town Manager will coordinate
with Mayor after fall 2022 election
Emergency Management
Preparedness
Work session discussion on Town’s
Emergency Management Plan and
public outreach
September 13th Work Session Joe Dame Scheduled for September 13th
work session.
154
Item d.
The Town of
Leesbur
Vllr inia PRESENTED: May 25, 2021
RESOLUTION NO. 2021-077 ADOPTED: May 25, 2021
A RESOLUTION: APPROVAL OF A WORK PLAN AND AUTHORIZING THE
TOWN MANAGER TO PROCEED WITH ACTION STEPS
FROM THE APRIL 2021 COUNCIL PLANNING RETREAT
WHEREAS, Town Council identified five overall themes and related actions as part of
a planning retreat that was held on April 24, 2021; and
WHEREAS, the themes are Economic Development, Town Plan Approval Process,
Environment, Information Technology, and County Relations; and
WHEREAS, the Town Council discussed a Work Plan for implementation by staff at
the May 24, 2021 Work Session; and
THEREFORE, RESOLVED, by the Council ofthe Town of Leesburg in Virginia that
the Town Manager is directed to proceed with the Work Plan as submitted by the Town
Manager at the May 24, 2021 Work Session with the following amendments:
1. Addition of discussing Emergency Management Preparedness at the September 13,
2021 Council Work Session.
PASSED this 25 day ofMay, 2021.
Kelly Burk,'Ilyo
Town of Leesburg
ATTEST:
Clerk of Council
LF\LeesburgRMS\Town _Clerk \ Resolutions \2021\0525 Council Planning Retreat -Work Plan
155
Item d.