item #11g memorandum - fredericksburg, va
TRANSCRIPT
ITEM #11G
MEMORANDUM
TO: Mayor Greenlaw and Members of City Council FROM: Beverly R. Cameron, City Manager DATE: January 7, 2014 SUBJECT: City Manager’s Update Highlights of major activities and other notable developments: 9th Annual Restaurant Week January 17-27 - Tempt your taste buds with the flavors of the City of Fredericksburg’s annual Restaurant Week. Indulge in three-course prix fixe meals in the historic district of downtown, which boasts more than 30 chef-owned restaurants. Two-course lunches are priced at $10.14 while three-course dinners are priced $20.14. Participating restaurants include: 25 30 Espresso, Bavarian Chef – Fredericksburg, Bistro Bethem, Brock’s Riverside Grill, Capital Ale House, Castiglia’s, Colonial Tavern, Home of the Irish Brigade, Eileen’s Bakery and Café, Fizzlebottom’s Café, Foode, The Happy Clam, J. Brian’s Tap Room, Jake and Mike’s Restaurant, Kenmore Inn, Kybecca, La Petite Auberge, The Orion Sushi Bar and Ultra Lounge, Poppy Hill Tuscan Kitchen, Ristorante Renato, The Sunken Well Tavern, Tea Thyme and What Nots, and Vivify. Go to VisitFred.com for sample menus and more information.
Department of Social Services receives Walmart Grant - The Fredericksburg Department of Social Services (FDSS) has been awarded a $1,000 grant from the Walmart Foundation’s Local Facility Giving Program. These funds will be used to support the FDSS “Safe Sleep Campaign” by increasing outreach and collaboration with select community partners. A portion of the funds will be used to purchase marketing materials for distribution to the community through FDSS, Mary Washington Healthcare, Healthy Families, Fredericksburg City Schools, the Thurman Brisben Center and area Health Departments. Remaining funds will be used to purchase portable cribs. The FDSS kicked off the “Safe Sleep Campaign” in October of 2012. The campaign’s objective is to educate parents and caretakers about the risks of co-sleeping with infants. Many people are not aware that suffocation is currently the leading cause of preventable death for infants, with the majority of these suffocation fatalities occurring in the sleeping environment. Since the campaign’s inception, the Department has distributed 47 portable cribs, at an average cost of $60 each, through the generosity of donors and community fund raising events. The award letter from the Walmart Foundation read in part: “We believe that your organization is doing important work to the communities you serve, and we are proud that we are able to support you in your efforts.”
City Manager’s Update Memorandum - 2 - January 7, 2014
Economic Development and Tourism Launches Data Center Website Feature - A new feature of the city’s Economic Development website allows EDT staff, site consultants, commercial brokers and businesses to create an up-to-date custom report on the city. Data Center report options include: Demographic Profile, City Incentives, EDA Grants, Business Programs, Tax Rates, BPOL, Market Accessibility, Major Employers, New and Expanded Businesses, Quality of Life, Healthcare, Education, Local Utilities, Maps, Media, Tourism, Regional Overview and a City Directory. The customized report process only involves four steps. These steps combine the selected information into a single PDF with a dated cover page and welcome letter from Mayor Greenlaw. The report also includes live links so the viewer may search for further information, link directly to the Economic Development website, contact a member of the staff or access the Property Search to view available commercial buildings and sites. It is easy to connect to the Data Center on the website by clicking on the small “Data Center” cart icon, located near the “E-mail,” “Print” and “Facebook” icons on every page to create a customized report. Downtown Arts and Cultural District Applications for 2014 - Thirty-five qualifying businesses have applied for Arts and Cultural District incentives this year, including four new businesses. Existing businesses get up to a $250 reduction on their 2014 business license tax and new businesses get 100 percent business license tax reduction for five years, plus waiver of any applicable permit fees up to $2,000. The tax incentives for existing businesses run through 2015.
Cops and Kids - Members of the Fredericksburg Police Department, along with other local law enforcement agencies, participated in the Fraternal Order of Police 22nd Annual Cops and Kids event on December 14 at the local Target store. Formerly known as “Shop with a Cop”, the project provides needy children with $100 spending money to buy clothes and toys as well as gifts for their families. During the event, the kids pair up with a police officer, deputy, or jail officer who volunteer their time to assist with the Christmas shopping. This year, over 150 children took part in the event.
Sgt. Darryl Labbe, Aux. Officers Peter Nguyen and John Fesq, Ofc. Scott Worley, Ms. Laura Mahaney, Sgt.(ret) Paul Peterson
City Manager’s Update Memorandum - 3 - January 7, 2014
Department of Social Services recognized for their work in adoptions - On December 16, the Fredericksburg Department of Social Services was lauded at a reception in Richmond hosted by Governor Bob McDonnell and Governor-Elect Terry McAuliffe. FDSS was one of six local departments of social services, out of a total of 120, recognized at the event which was a culmination of Governor McDonnell’s “VA Adopts 1000” campaign. The campaign was launched in May with the goal of matching 1,000 children in foster care with adoptive families. The Governor announced on December 20 that the goal was surpassed with 1,008 matches made in Virginia. FDSS is committed to finding permanency for youth in foster care and consistently ranks among the top in the state in “Adoption within 24 months” and “Permanency discharge” measures. This means that the Department ensures that children do not languish in foster care and that they achieve permanency upon discharge from foster care. Since 2005, FDSS has facilitated the adoptions of 75 children. In the eight years previous to 2005, only 18 adoptions were finalized. On November 23, FDSS celebrated with nine families who have adopted this year at our National Adoption Day event.
Natalie Newton, Permanency Supervisor, Michelle Matthews, Resource Parent trainer, Kristin Shores,
Adoption Caseworker, Christen Gallik, Director, and Beth Girone, Assistant Director City Planner Submits Article - The Virginia Chapter of the American Planning Association invited Senior Planner Erik Nelson to provide an article for a compilation called The Greater Commonwealth: Stories About Planning and Places in Virginia, 2011-2013. His contribution related to open space preservation during the development process. The piece was published in late 2013. See attached.
VIRGINIA
PLAN
NINGCOMMUNITY
ENVI
RONM
ENTA
L CO
NSE
RVAT
ION
Shopping
HOMESA
COECO
NO
MY
PLANNERS
PLANNERSVIRGINIA
WATERFRONT
URBAN
RU
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LRURAL
STOR
IES
DEVELOPMENT
The Greater Commonwealth: StoriesAboutPlanningandPlacesinVirginia
2011-2013
The Greater Commonwealth: StoriesAboutPlanningandPlacesinVirginia
2011-2013
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TABLE OF CONTENTS
Story Locator Map ............................................................... 5
Introduction ........................................................................... 6
Welcome to Luray’s “New Front Porch”: The Luray-Hawksbill Greenway ........................................ 8 ByPatrickO’BrienandKennethBeyer
New Town: A New Revolution in Williamsburg ...........13 ByLeanneReidenbach,AICP
The Brew Ridge Trail: Maximizing Community Assets in Nelson County .....20 ByTimothyM.Padalino
The Economics of Human Scale: The Remaking of Shirlington ........................................... 27 ByTerryHolzheimer,PhD,FAICPandKarenVasquez
Finding Common Ground on the Battlefield: The Second Battle for Chancellorsville ........................ 32 ByErikNelson
One City, Two Stories: Community Engagement, Hope and Rebirth in Richmond
Bellemeade Walkable Watershed.............................36 ByAlisaHefner
Greater Fulton’s Future..............................................42 ByJuliellenSarver,AICPandJasonSawyer,PhD
Blacksburg Transit: Regional Cooperation to Bridge the Mobility Gap ..............................................47 ByErikC.B.Olsen,PhD
Banking on the River: Lynchburg’s Renaissance .......54 ByLouiseSearle
AbouttheContributors ......................................................61
AbouttheProjectSponsors .............................................64
87
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5
4
3
2
1STORYLocator
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1. Luray-Hawksbill Greenway
2. New Town
3. Brew Ridge Trail
4. Shirlington
5. Chancellorsville
6. Richmond
7. Blacksburg
8. Lynchburg
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INTRODUCTION
WhydoesVirginianeedabookaboutplanning?Theansweristhatplanningisaprofessionthatispoorlyunderstood,yetcriticaltothevitalityoftheCommonwealth.Whenyoulookaroundthisstate,youseelargeareasoflandsetasideforconservationpurposes,foreverprotectedfromdevelopmentfortheirinherentcontributiontothecharacterofaplace.Youseeproductivebusinessparksandmainstreetshoppingdistricts.Youseeavarietyofhomes,fromsingle-familydwellingstoapartmentsandeverythinginbetween,providingchoicesforadiverserangeofcitizens.Youseecivicbuildings,centralplazasorneighborhoodparks,andothercommunityinstitutions.Youseetransportationroutesandsystemslinkingpeopletowheretheylive,workorplay.Inessence,youseevibrantcommunities,frombothaculturalandaneconomicstandpoint.
Plannersandplanningplayamajorroleinmakingallthesethingshappen.Plannersdothisthroughbig-picturevisionprocessesthatdrawstakeholderstogethertoarticulatecommongoalsandsharedopportunitiesforoverallcommunityprosperity.Theyworkcloselywithcitizens,landandbusinessowners,communityleaders,housingeconomicdevelopmentexperts,andconservationorganizationstoimplementthatvisionbyshapingstrategiesto
achievethebestpossibleoutcomes.TheBoardofDirectorsoftheVirginiaChapterof
theAmericanPlanningAssociation(APAVirginia)ispleasedtopresentthisbooktoprovideafewexamplesofthispassionateworkandthevarioustoolsusedtoyieldmeasurablesuccess.Thebookemphasizestheimportanceofcommunityplanningtotheeconomicstrengthofourcommunities.Therearegrassrootsplanningefforts,asseenintheBellemeadeneighborhoodintheCityofRichmond,wherecitizensrealizedanopportunitypresentedbybuildinganewelementaryschooltobringgreaterhealthtoboththeirchildrenandtheirnaturalenvironment.Otherstorieshighlightcampaignsforcivicinvestment.TheCityofLynchburghasbetitsfutureonitswaterfront,andplannersareintheforefrontofrevitalizingthishistoricallyimportantplacetorestoreeconomicvitality.Rurallocalesarealsobenefitingfromrecognizingthenaturalassetstheypossess,suchasNelsonCounty,whereplannersandbusinesspeoplecapitalizedontheopportunityinherentintheirmountainsandstreamstogrowtheirlocaleconomythroughagritourism.Allselectionsinthisbookarewrittenbylocalplannersandcitizenswhoknow,whetherthroughpersonalorprofessionalconnection,theuniquestoriesofaparticularplace.
ThiscollectionisourportraitoftheGreaterCommonwealth,ineverysense.Peoplefromacrossthestateareworkingtogetherforpositivechange—forthegreatercommonwealthofourcitizens—generatingstoriesalongthewaythateachparticularplacewillcometotellastheirown.ItisourhopethatthesestoriesinspireyoutoconsiderthevalueandimpactofplanninginVirginia.Itisalsoourhopethatthisinitialcollectionwillgrowasmorestoriesarecreated,collectedandsharedovertimeandwillbecomeafamiliarpartofourChapter’sannualcelebrationofAPA’sNationalCommunityPlanningMonth.Pleasecontactusatwww.apavirginia.orgifyouwouldliketocontributeyourownstorytoournextedition.
AcknowledgementsAPAVirginiawishestothankitsmembers,the
ChapterPresidentsCounciloftheAmericanPlanningAssociation(APA),theArlingtonEconomicDevelopment,andtheRuralPlanningCaucusofVirginiafortheirgenerousfundingofthisproject.
Thomas Jefferson Foundation officials talk with APA Virginia members about
rural preservation issues in Albemarle County at 2012 APA Virginia Conference.
Photo courtesy of Jeryl Rose Phillips.
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Welcome to Luray’s “New Front Porch”: The Luray-Hawksbill GreenwayByPatrickO’BrienandKennethBeyer
Luray,Virginiaisatownoffewerthanfivethousandresidents.ItissituatedintheShenandoahValleybetweentheShenandoahNationalParkandGeorgeWashingtonNationalForest.Despiteitssmallsize,thetownhasover300acresofparksincludingtheLuray-HawksbillGreenway.
Thishighlyvisible,two-milewalking/bikingtrailborderstheHawksbillCreekformostofitslengthandrunsthroughthemiddleoftown.Thegreenway,whichlinksseveralneighborhoodsandparkingareaswiththedowntownshoppingdistrict,ispopularandwellusedbyresidentsandvisitors.Eventhoughithasnospeciallighting,peoplecanbeseenwalkingthetrailfromearlymorningtolateintheevening.Thereisanoverallfeelingofsafetybecausethegreenwayisvisiblefrommanyviewpointsandispatrolledbypoliceonbicyclesandonfoot.Toassistwalkersindeterminingthedistancetheyhavetraveledonthegreenway,yellowdotswereplacedonthetraileverytenthofamile.Usersareabletoenterthetrailatanypoint,andbycountingthenumberofmarkerspassed,
easilycalculatethedistancewalked.Forexample,ifyouenterthetrailandpass10markers,youwillknowthatyouhavetraveledamile.
Thecorridornowoccupiedbythegreenwaywasnotalwaysasourceofprideforthetown.From1880to1980,theVirginiaOakTanneryoperatedontheeastsideoftown,oftendryinganimalhidesonthebanksoftheHawksbillCreekwhichcontributedtowaterpollution.Thecreekbankswereovergrownwithunsightlyvegetation,andthewaterwasstagnantandswampy.
Thegreenwayprojectbeganin1999,whentheVirginiaDepartmentofForestryinvitedthePageCountyTreeBoard,alocalcommunityforestryorganization,toattendaconferenceongreenwaysandtrails.Luray’sDirectorofParksandRecreationandamemberoftheTreeBoardattendedtheconferenceandimmediatelyrealizedthepotentialbenefitsofapavedwalking/bikingtrail.TheideawaspresentedtotheMayorandTownCouncil,whoapprovedresearchintopotentialbenefitsofsuchafacilityandpossiblefundingsources.
AnoverallrouteplanwasestablishedandprofessionaladvicewassoughtfromtheDepartmentofForestryandtheDepartmentofConservationandRecreation(DCR).TheDepartmentofForestryofferedtoassistwiththeconceptualdesign,butwithminimal
HAWKSBILL GREENWAYLuray’s New “Front Porch”
The Town where Caverns meet the Sky.
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The Luray-Hawksbill Greenway continued
funding;DCRofferedtohelpwith“bricksandmortar”funding,butonlyifthegreenwaycouldbedevelopedinphases.Inaddition,thetwostateagenciesimmediatelyposedtwochallenges.First,HawksbillCreekwouldhavetobeassessedforpollutioncontrolandwaystoimprovethetroutfishhabitat.Second,Luraywouldhavetopayfortheservicesofalandscapeengineer.
AlandscapearchitecturalfirminRoanokeproposedthedevelopmentofaconceptualdesignplanforunder$10,000.Aftertheplanwaspresented,theTownCouncildecidedtogotothecommunityforapublichearing.ResidentswholeheartedlysupportedtheideaandtheCouncilmaderecommendationtoproceedwiththeplansforthefirstphaseofconstructionandtoseekgrantfunding.ApplicationwasmadetoDCRfortheinitialgrant,andthetownwasawarded$62,500fortheconstructionofthefirsthalfmileofthetrail.TheTownofLurayprovidedtheremainingfundsrequiredtocompletethisfirstphase.
Duringthetimewhenthefirstphaseofthegreenwaywasbeingplanned,workalsobeganonthetown-ownedfloodplainsituatedonthenorthendoftown.Thetownpurchasedthisareabecauseitcontainedaspringthatmightbeusedasafuturesourceofwater.Thisareawassituatedonbothsides
Photos courtesy of Hawksbill Greenway Foundation.
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ofthecreekandwasanactivebeefcattleoperation.Anareafarmerhadleasedthisfieldforyearsandhisanimalsdrankfromanddefecatedinthecreek.
AfterconsultingwiththeDepartmentofForestry,thePageCountyTreeBoardsubmittedagrantapplicationtotheChesapeakeBayRestorationFund.With$4,000fromthefund,theTownCouncilgrantedpermissiontodevelopariparianbuffer.Morethan16acresoneithersideofthecreekwerefencedoff,drinkingstationsforthefarmanimalswereinstalled,andvolunteershelpedtoplantover3,000treeseedlingsbetweenthecattlegrazingfieldandthecreek.Thecattlearenowrotatedamongthethreegrazingareas,stilloccupyingavisibleportionoftheriparianbufferaspartofthegreenway,buttheynolongerhaveaccesstothecreek.Thisgeneralareaultimatelybecamethethirdphaseofthegreenway.
Volunteershavedonatedmanyhourstothegreenwayproject,butespeciallytheriparianbuffer.BoyandGirlScouttroops,membersofthePageCountyTreeBoardandotherinterestedcitizenshavegivenmanyhoursoftheirtimeandefforttoplanttreesandotherwisedevelopthisarea.ThiswasanimportantstepfortheTowntocleanthewatersoftheHawksbillinordertoimprovethefishhabitat.Thegrassesandtreestrapnutrientsandpreventrunoff
fromenteringthecreek,whichhasresultedinitbeingestablishedasaClassAtroutstream,thehighestdesignationbytheDepartmentofGameandInlandFisheries.Some200childrenenjoyakids-onlytroutfishingdayonthefirstSaturdayinMay.
ThegreenwayhasbeenthecatalystformanyotherimprovementsinLuray,includingcreationofadowntownhistoricdistrict;localartists’paintingoveradozenmuralsonthegreenwayandMainStreet;andconstructionofseveraldowntownpocketparks.Severaloutdoorandbicycleshopshaveopeneddowntownsincethetrailwasconstructed,aswellasseveralnewrestaurants.
WorkonthegreenwayadjacenttodowntownLurayhadapowerfulimpact.Alocalartistvolunteeredtopaintamuralonabuildingthatisnexttothewalkingtrail.Thebuildingwasconstructedofconcreteblockandwasveryunattractive.AlocalcompanyandtheLurayGardenClubeachdonated$500,whichwasusedtopowerwash,tuckpointthemortarjoints,andcoatthebuildingwithgreenpaint.Theartistcreatedadesignthatfocusedonthewildlifenormallyseenalongthegreenwaycorridor,butaddedanimageoftheAmericanFlagdrapedovertheBlueRidgeMountains,inmemoryof9/11.Thismuralwassoimpressive,thatotherartists,
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The Luray-Hawksbill Greenway continued
workingwiththeTown’sTreeandBeautificationCommittee,paintedelevenmoremuralsalongthegreenwayandthroughoutthetown.Thecommitteeplanstoaddoneortwoadditionalmuralseachyear.
TheLurayParksandRecreationDepartmentcontinuedtosubmitgrantapplicationsforfurtherdevelopmentofthegreenway,andby2007,hadobtainedover$400,000forconstructionofadditionalphases.RuffnerPlaza,whichislocatedwherethegreenwaymeetsMainStreet,wasdesignedonthesiteofthefirsttwolotssoldin1812duringtheearlystagesofthetown’sdevelopment(IsaacRuffnerwasanearlysettlerwhosoldpropertytoindividualsinordertocreatethetownsothatitcouldbecomethecountyseat.)ThePageValleyMasterGardenersvolunteeredtodesignthegardensoftheplaza,donatedmoniesandplants,andassistedintheactualworkofplanting.
Thelatestphaseofthegreenwaywascompletedinthefallof2008,addingapproximately1,800feettothetrail.Thisphasehasbecomeapopularareaforwalkingandsight-seeingwithitsbeautifulsceneryandtrailsideamenities.In2010,apermeablepaverparkinglotandraingardenwereinstalledalongthissectionofthetrail.Alongwiththeadditionalparking,themaingoalinthisareawastofilterrun-offintotheHawksbillCreek.Byinstallingthepermeablepavers,raingarden,
andassociatedlandscaping,wehaveachievedourgoalandareconfidentthattheenvironmentalbenefitsofthisprojectwillhaveapositiveimpactonourwaterwaysforgenerations.ThisprojectwasmadepossiblethroughagrantprovidedbytheDepartmentofForestry.
Alsoin2010,withanotherDCRgrant,comfortstationsaccessibletopeoplewithphysicaldisabilitieswereconstructedonthesecondandthirdphasesofthetrail.Theexteriorfaçadesaredesignedtoblendinwiththetrail’snaturalsurroundings.
Trail-sidebenchandpicnictabledesignswereresearchedduetothepossibilityofahighwaterevent;thedesignschosenhaveproventobevirtuallyfloodproof.Asthegreenwayphaseswerebeingconstructed,townresidents,businesses,andvisitorstothegreenwaydonatedmanyofthesebenchesandtables,aswellasdrinkingfountains,trees,andgardens.Thusfar,donationshaveexceededover$350,000fortrail-sideamenities.
TheHawksbillGreenwayFoundationwasfoundedasanon-profit501(c)(3)corporationin2009.Thegoalofthefoundationistosupportandenhancethetown’sinvestmentintheaward-winningHawksbillGreenwayaswellastheremainderofthetown’s300acreparksystem.Thefoundationalsosupportsenvironmental
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educationthroughoutthecommunity.Inarelativelyshortamountoftime,this“eyesore”
whichwasthegatewaytothetown,hasbeentransformedintoaplaceofprideandbeautyforresidentsandtouriststoenjoynotonlyforrecreation,butforthehealthbenefitsaswell.Thisprojectwouldnothavebeenpossiblewithoutthededicationandhardworkofstaff,thesupportfromTownCouncil,
monetarycontributions,andthemanyvolunteerswhohavededicatedpricelesshourstothisrewardingproject.TheLuray-HawksbillGreenwayhastrulybecomeLuray’s“NewFrontPorch.”
FormoreinformationabouttheLuray-HawksbillGreenwayTrail,visittheTownofLuraywebsiteat www.townofluray.com orcontacttheLurayParksandRecreationDepartmentat540-743-6475.
New Town: A New Revolution in WilliamsburgByLeanneReidenbach,AICP
TakeawalkaroundNewTownandyoucanseeithasdevelopeddifferentlythanotherareasofJamesCityCounty.Asaresult,italsosurvivedtheeconomicandhousingdownturnquitedifferently.A600-acreretail,office,andresidentialdevelopmentatagatewayintothecountyfromtheCityofWilliamsburg,NewTowncelebratedtheten-yearanniversaryofitsgroundbreakingin2012.Butplanningstartedmuchearlier.Carefulvisioning,publicinput,partnering,creativity,andflexibilitywentintomakingNewTownoneofthefirstlivingexamplesofaNewUrbanistcommunityintheTidewaterregion.NewUrbanismpromotespedestrian-friendlycommunitieswitha
mixofuses,housingchoicesandjobopportunities.Whereasintypicalsuburbandevelopment,useslikeagrocerystoreandahouseareseparatedandoftenrequirepeopletodrivebetweenthem,newurbanismmixesretailandresidential.Thiscreatesamoreintegratedcommunitythatincreasestransportationoptions;providesawidearrayofcommercialusesinacompactarea;allowsinfrastructure(likeroadsandschools)tobeusedmoreefficiently;andcreatesanactiveanddiversearea.Placemaking
TheseedforNewTownwasplantedinthemid1990swhenJamesCityCountystaffandcommunityleadersrecognizedtheneedfornewtypesofdevelopmentinkeyareas.TheCountydesiredtocreateaphysicaltowncenterandgatheringplaceforitscivic,residential,andretailactivity.Othersalsosawthisasanopportunitytocreateanewdowntownfor
theGreaterWilliamsburgcommunity.TheimpetusforNewTownwastwoother
projectsinthesamearea.ThefirstwastheCityofWilliamsburgandJamesCityCounty’ssearchforanewcourthousesite,whichwasselectedattheboundaryoftheCity,theCounty,andtheCollegeofWilliamandMary.Meanwhile,theVirginiaDepartmentofTransportation(VDOT)wasinthedesignstagesforthesecondproject:amajorroadwaynowrecognizedasRoute199.PlansfortheroadwentthroughanagriculturalandwoodedareanexttothecourthousesiteandmostofithadbeenownedforyearsbytheCaseyfamily.Inordertojustifyanexitrampneartheundevelopedland,theownersdevelopedaplanforatypicalsuburbanshoppingcentertoshowthesite’spotential.ThecourthouseandRoute199projectsbroughtnewfocustotheCaseytractasacriticalgatewaywhich,ifapproachedcarefully,couldprovidetheCountywithitstowncenter.
TheearlyinvolvementofstakeholdersthroughtheCrossroadsgrouphelpedfurtherrefinethevisionfortheCaseytract.ThisgroupincludedtheCounty,CityandCollege;EasternStateHospital;ColonialWilliamsburg;and,somelargeprivatelandowners.Thegroupdealtwithprojectsintheareawheretheirbordersandinterestsconvergedandservedto
14 Photo courtesy of James City County.
A New Revolution In Williamsburg continued
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fosterdiscussionandpartnerships.ThepresidentofWilliamandMary,TimothySullivan,tookaparticularinterestinanewurbanismconceptthatcouldlinktheCollegewiththewidercommunitytopromote“lifestyleexcellence”forstudents,facultyandstaff.ThisapproachalsoextendedthepatternandfeelofWilliamsburg’sdowntownflavorintotheCounty,butwithamoderntwist.RobertCasey,whorepresentedhisfamilyindiscussionswiththeCounty,agreedthatthiswasthewaytogo.Herecountedthatashewasgrowingup,hisfamily’spropertywasseenasbeing“outinthecountry”whileallthathisfamilyneededcouldbefoundintheWilliamsburgdowntown,whichisnowprimarilyColonialWilliamsburg.“Williamsburghadlostitscenter,”Caseynoted,andhelikedtheideaofgettingthatcenterback.The Design Competition
Togettheprojectstarted,theCountyheldapublicmeetingtosolicitideasaboutwhatpeoplewantedtoseethisareagrowuptobe.ThisfeedbackinformedthecriteriaforparalleldesigncompetitionsforthecourthouseandtheCaseytract.Goalsfordesignsubmissionsincludedplansthatsetamodelfortownplanning,consideredflexibilityandeconomicfeasibility,andwerecompatiblewithlocalhistory.Byholdingparallelcompetitions,thecourthousecould
beintegratedwiththeurbanarea.Theentriesweredisplayedatanopenhousetogetpubliccommentswhichwerethengiventoapanelofjudgestoconsiderinselectingfinalists.Anoutsidepanelofexpertjudgeswasselectedbecauseitwasbelievedthatthiswasthebestwaytoensureselectionofaqualityandnon-biaseddesignsolution.
Thewinningplan,designedbyCooper,Robertson&Partners,waschosenbecauseitfeaturedtraditionalneighborhooddesignwherepeoplecouldlive,work,andplay.Theplanencouragedwalkability;establishedaninterconnectingurbanstreetpatternthatpermittedavarietyoflotsizesandhousingtypes;andwasresponsivetoenvironmentalconstraints.
Atthetimeofthecompetition,theareawaszonedR-8,adistrictsetasideforruralresidentialdevelopmentandagriculture.Inauniquephasedrezoningprocess,thepropertystayedR-8butwasrezonedsothattheareahadtodevelopinaccordancewiththewinningdesignplan.Asetofproffers,oritemsofferedvoluntarilybyadevelopertominimizedevelopmentimpactsorbindthemtodesignfeatures,wasconnectedtothepropertyatthistimeaswell.TheproffersestablishedaNewTownDesignReviewBoardconsistingoffivelocalprofessionals;asystemforreviewingfinancialandtrafficimpacts;anda
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A New Revolution In Williamsburg continued
developmentpatternanddesignguidelines.TheBoardofSupervisorsapprovedtheoverall
masterplanforNewTownin1997.Theplanwasdividedinto13sectionstoallowforgradualdevelopmentofactivityareasasthedeveloper,NewTownAssociates,L.L.C.,andthemarketsawfit.Astheywerereadytodevelopasection,thedeveloperproposedsection-specificmasterplansanddesignguidelinesandrezonedtheareastomixeduse.Thefirstrezoningtomixedusewasthecourthousein1997,followedbythetowncenterareain2001.TherezoningforSection12,oneofthelasttobedeveloped,wasapprovedin2012.
Overtheyears,thedevelopmentdetails,profferexpectationsforenvironmentalprotectionoraffordablehousing,anddesignfeatureshavechangedconsiderablyfromtheoriginalmasterplan.Flexiblesection-specificmasterplansallowthedevelopertoadjusttheamountofcommercialandresidentialdevelopmentwithinallowablerangesbasedonmarketconditions.Themasterplansshowkeydesignfeatures,likebuildingfrontagelines,parkinglocations,andopenspaces,(ratherthanspecificbuildingplacement)andarangeofusesfromcommercialandresidentialtoinstitutionalandopenspaces.Themasterplansarepairedwithdesignguidelinestoallow
furtherflexibility.Aseachsectionisbuilt,siteplans,landscaping,signage,andarchitecturalelevationsforeachbuildingarereviewedbytheDesignReviewBoardforconsistencywiththeguidelines.Whilethisprocedurehasbeenlargelysuccessful,ithasrequiredalotofdeterminationbytheCountyandlandownerstoholdtruetotheunderlyingprinciplesoftheplan.VirtuallyeverysectionoftheCaseytracthasbeenrezonedandisunderdevelopmentwithabouttwomillionsquarefeetofcommercial,institutional,andofficespaceandover1,500housesbuilt,planned,orprojectedinNewTown.Keys to Success
PeopleinvolvedintheCaseytract’sdevelopmentagreethattherightconditionswereinplaceandconsciousdecisionsledtoNewTown’ssuccess.Thedevelopmenthasweatheredtenyearsofconstructionandhascontinuedtobuildthrougheconomicgrowthandrecession.Eveninrecentyears,about25homesperyeararesoldandnewofficeandretailusesareattractedtotheproject.Sowhataretheseelementsofsuccess?
1..Partnerships.TheinitialcollaborationwasbetweenthecountyandtheCaseys.Asaresult,thelandownerandCountywereabletothinkcreativelytoplanauniqueareathatwasadramaticimprovement
17 Photo courtesy of James City County.
overtypicalsuburbanpatterns.TheCounty-developerpartnershiphasstrengthenedoverthecourseofyearsofworkingtogetherdespiteturnoversinCountyleadership.AbroadercollaborationwastheCrossroadsgroup,whichlookedatintegratingNewTownandnearbylandintoacoherenturbanfabric.
TherewerealsoimportantpartnershipsinfundingaspectsofNewTown.Asignificantamountofroadconstructionwasneededtoservetheproposedhouses,officesandstores.Duringtheearlyplanningphases,VDOTwasworkingondesignsforthreeroadsborderingtheCaseytract–Route199;anextensionofMonticelloAvenueconnectingtotheCity;andIronboundRoad.TheCountyandtheCaseysrecognizedsomepotentialissueswiththeVDOTplans,particularlytheplantomakeMonticelloAvenuearuralroad,sotheypartneredtogetfundingtoupgradetheroadtoaccommodatetrafficincreases.AnotherpartnershipwaswiththeCollegeofWilliamandMary.PresidentSullivanfullysupportedtheNewTownconcepttothepointwheretheCollege’sEndowmentAssociation(nowtheCollegeofWilliamandMaryFoundation)helpedfinanciallysupporttheeffort.Throughthispartnership,SullivanandCaseyfocusedonthevisiontodosomethingpositiveforthecommunityratherthanoneconomicsorprofitand,
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A New Revolution In Williamsburg continued
accordingtoLarrySalzman,PresidentofNewTownAssociates,L.L.C.,ifthishadn’tbeenthecase,NewTownwouldlookalotdifferenttoday.
2..Decision.to.be.land.developers.only.and.not.to.build.buildings.Thedevelopersconcentratedonpreparingareasbyinstallingroads,waterandsewerlines,andutilities.Thisdecisionwasbasedonthelong-termnatureoftheprojectrecognizingthattherewouldbetimesofeconomicgrowthandslowdown.Focusingoninfrastructuregavethedevelopertheabilitytomovequicklybyhavingmultiplebuildingsconstructedsimultaneouslywhilereducingfinancialrisk.NewTownwouldhavetakenlongertobuildorcouldhavefailedintherecessionhadtheydevelopedboththelandandbuildings,saidSalzman.JohnHorne,whowasthecounty’sDevelopmentManageratthetimeofthedesigncompetition,notedthathavingvariedbuildingdevelopersandarchitects,sothateachbuildingwasunique,enrichedthetown’scharacter.
3..Mix.of.uses.and.houses.Incontrasttosuburbanneighborhoods,NewTownisdesignedtohaveaspectrumofhousingtypesgearedtowardpeopleofdifferentincomelevels,age,ownership,andfamilialstatus.Themixledtoavarietyofentertainment,dining,andretailoptionstocatertotheneedsofdifferentresidents.Storesandlocalorganizations
Photo courtesy of James City County.
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alsoholdspecialevents,likecarshowsandfarmer’smarkets,tofurtherintegrateNewTownintothelargercommunity.Theseeventsoccurinwell-placedcivicspaces.TheCountybuiltapubliccommunitybuildingadjacenttoalawnthathostsmanyevents.Inaddition,thedeveloperhasmadeanefforttoattract“town-like”uses,likeachurch,daycareandgym,toNewTowntoserveresidents.Theresultisavibrantandactiveareathatfunctionslikeatraditionaldowntown.
4..Flexibility.Thebiggestexamplesofflexibilityareinthephasedrezoningsandbroaddesign-focusedplans.HornenotedthatfromtheCounty’sperspective,thephaseddevelopmentgavethepublicachancetograduallyadapttochangesinimpactsliketraffic.Electedofficialshadthechancetoseewhatanewurbanistdevelopmentactuallylookedlikeandgetmorecomfortablewiththeintensityandpattern.Phasingalsoletofficialsassesstheimpactsofeachsectionandchangeexpectationsbasedoncurrentspending,roadprojects,andtrends.Salzmanobservedthatbydevelopingsmallerchunksoflandatatimeandhavingabroadplan,NewTownAssociateswasbetterabletoadaptplanstomeetcurrentmarketconditions,whichallowedthemtostayafloatduringtheeconomicdownturn.Itwasalsoeasiertomakequickchangesduringnegotiationswithusers
becausespecificuseswerenotidentifiedinspecificareas.Thereareafewdownsidestophasingandbroadplans.Forinstance,itishardtopinpointwhattypeofuseisgoingtolocatewhere,leadingtosomeuncertainty.Phasinghasalsoextendedtheprocess,bringingchallengeswithchangingleadership,staff,andarchitects.
Anotherexampleofflexibilityissharedparking.Sharedparkingisbasedondifferentuseshavingdifferentpeaktimesforparkingdemand.Assuch,aplacelikeNewTowndoesnotneedalloftherequiredspacesforeachuse.Insteaditcanhavethemaximumrequiredforoneuseandthensharethespaceswithotheruses.Abasicexampleisanofficebuildingandahousesharingaparkinglot.Anemployeeoftheofficeisgenerallyusingoneparkingspaceduringbusinesshours.Aresidentcanthenusethatsameparkingspaceduringthetimeswhentheofficeisclosed.Therehastobeamixofusesinordertomakesharedparkingwork.ThoughsharedparkingisanewconceptthatwasfirstusedinthecountyonalargescaleinNewTown,ithasprovedbeneficial.Salzmanestimatesthatthetowncenterwouldhaverequiredabout800additionalspaceshadhenotfollowedasharedparkingplan.Theadditionalspaceswouldhaveresultedinmorethan250,000squarefeetof
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A New Revolution In Williamsburg continued
The Brew Ridge Trail: Maximizing Community Assets in Nelson CountyByTimothyM.Padalino
WhenFredBogerarrivedinNelsonCountyin1996asthenewDirectorofPlanningandZoning,heinheritedaresponsibilitytohelpmakepositivecommunitychangeinthisruralcountyinCentralVirginia.GiventhatNelsonCountyissurroundedbylocalitieswithdistinctmarketadvantages–suchasLynchburg’saccesstoindustrialinfrastructure,Waynesboro’saccesstotheinterstatesystem,andCharlottesville’svastreserveofsocialcapitalandinstitutionalassets–Bogerrealizedthatthecountywasinasomewhatdifficultpositiontocarveitsown
niche.Herecognizedthatatraditional“commercial-industrialdevelopmentstrategy”wouldnotbethemostappropriateorsuccessfulapproachtocommunityandeconomicdevelopment.
Instead,Bogersawplace-basedopportunitiesstemmingfromthecounty’suniqueassets.Heworkedslowlyincollaborationwithcountystaffandcommunitymemberstofacilitateacontext-sensitivecommunityandeconomicdevelopmentstrategythatwascompatiblewiththeBlueRidgelandscape,senseofplace,andmarkettrendsofNelsonCounty.Thisincludedpromotingagritourismandencouragingsmallhomeoccupationsandsimilarentrepreneurialventuresasopposedtochainhotels,corporate“bigbox”clients,andotherlargeenterprises.Insteadofdirectlycompetingwithsurroundinglocalitiesontheirterms,anemphasiswasplacedonstrategies
pavedsurface,whichwouldhavemadeitdifficulttocreateawalkablearea.
NewTownisanexampleofhowcommercial,office,andresidentialdevelopmentcancoexistandhowhigherdensitiescanbedesignedinwaysthatrespectenvironmentalandhistoricalfeaturestobolstercommunitycharacterandvibrancy.Itistheresult
ofcollaboration,flexibility,aclearvisionandsoundplanningpractices.Withoutanyoneoftheseitems,thisgatewayintoJamesCityCountywouldhavedevelopedinasignificantlydifferentway.Instead,NewTownhasbecomeaphysicalcenterofactivityforthecommunityandacenterofdiscussiontointroducepeopletoalivingbreathingexampleofNewUrbanism.
andactivitiesthatcouldbesummarizedasan“asset-basedcommunitydevelopment”(ABCD)framework.
Bogerworkedformorethanadecade,inclosecollaborationwithMaureenKelley,thecounty’sDirectorofEconomicDevelopmentandTourism,tohelprealizesuchaplace-basedvision.ThetwodepartmentdirectorsactedontheirconvictionthatthebestwaytomoveNelsonCountyforwardwasthroughlessconventional,morecreativeapproaches.Theyunderstoodthatthecommunity’sincrediblescenicandrecreationalresourcesandhistoricruralagriculturalheritagerepresentedanopportunitytogrowthelocaleconomy,attractandcreatejobs,andcaptureinvestmentstowardthecounty’sfuture.Thisbeliefinfluencedhowtheyengagedprospectiveclients,administeredandenforcedlocalordinances,andworkedwiththecounty’sBoardofSupervisors.
Sincethisapproachwassomewhatunconventional,BogerandKelleyhadtobeproactiveincommunicatingthisvisionwithentrepreneurs,otheragenciesanddepartments,andelectedofficials.Oneofthe
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Maximizing Community Assets in Nelson County continued
firststepswastoformalizethevisionthroughinclusionintheNelsonCountyComprehensivePlan.Forexample,thePlanincludesaneconomicdevelopmentgoalto“encourageadiverseandlocaleconomy…compatiblewiththecounty’ssizeandruralcharacter;”to“supportandencouragetourismasaviablemeanstodiversifythelocaleconomy;”andto“recognizetheimportanceofthecounty’sagriculturaleconomyasanintegralpartofNelson’seconomicheritageandasanimportantpartofthecurrenteconomy.”
OutofthisvisionandgoalsemergedwhatisnowaverysuccessfulagritourismindustryinNelsonCounty.Whilefarms,orchards,andvineyardshavebeenadefiningfeatureinNelsonCountyforaverylongtime,BogerandKelleyworkedwiththeBoardofSupervisorstogeneratea“biggerpicture.”Thisincludedtheexpansionofvisitorservicesandtourisminfrastructure;thepromotionofvalue-addedproducts;andtheproduction(andattraction)ofculturaleventsandactivities.OneofthemostexcitingexamplesassociatedwiththisthrivingnewagritourismindustryistheBrewRidgeTrail.
TheBrewRidgeTrailisarelativelynew–but
increasinglysuccessful–tourismandeconomicdevelopmenteffortthatspansNelsonCountyandneighboringAlbemarleCounty.The“Trail”isnotaphysicalamenity;rather,itisamarketingprogramunifyingthearea’smanycraftbreweries.Currently,thetrailconsistsoffiveparticipatingbreweries(seemap),primarilylocatedalongtheRoute250andRoute151corridors.SouthStreetBrewery,intheCityofCharlottesville,istheonlyestablishmentinanurbandowntownsetting.StarrHillBrewery–originallylocatedinCharlottesville,aswell–nowproducesanddistributestheirgoodsinCrozet,agrowingcommunityinscenicwesternAlbemarleCounty.StarrHill’sadjacencytotheBlueRidgeMountainsischaracteristicoftheotherthreecraftbreweries,allofwhicharelocatedonRoute151inNelsonCounty.BlueMountainBrewery,inAfton,servesuptheircraftbrewsonasweepingoutdoorterracecompletewithhorizon-wideviewsofHumpbackMountainandsurroundingterrain.WildWolfBrewingCompany,inNellysford,maximizestheirlocationatthetoeslopeofCrawfordKnobwiththeiroutdoorbiergarten,whichisshadedbyagroveofmatureelmtrees.InRoseland,DevilsBackboneBrewing
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Photo courtesy of Tim Padalino.
CompanyissituatedintheRockfishRiverValleybelowThreeRidgesandDevilsKnob,withaVAScenicByway(Route664)providingaconnectionuptotheBlueRidgeParkwayandtoWintergreenResort.
ThetrailprojectwasinitiallyconceivedandimplementedbyKelley,buttheactualbreweriesaretheproductsofamuchmorecomplexsetofpartnershipsandlocalcontext.
Tobeginwith,theCentralVirginiaarea’sdeep-rootedculturalappreciationforallthingslocal,sustainable,andartisanaliscentraltotheemergenceandflourishingoftheseindividualestablishments–andtothegrowingsuccessoftheBrewRidgeTrailasanattractionandcommunityamenity.Otherkeycomponentsofthetrail’ssuccessstoryincludevisionaryandpassionateentrepreneurship;relationship-basedeconomicdevelopmentservices;andflexibleplanningandzoningservices.
TheproactivecollaborationamongseveralkeystakeholderswascriticaltotheinitialsuccessofthebreweriesinNelsonCounty.BogerandKelleyfocusedontheclients’visionandinterests.KelleynotedthatCountystaffintentionallyresistedtheconvenience
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Maximizing Community Assets in Nelson County continued
ofapplyingablack-and-whiteperspectivetowardapplicantsandprospectiveclients.Theyhesitatedtoarriveataconclusionof“no”or“notpossible”untilcarefulandcreativeconsiderationhadtakenplace.Bybeingactivelyengagedwithentrepreneurs,thetwodepartmentdirectorswereabletoguidetheprojectsforwarddespitevariousobstaclesandchallenges.Havingasolution-orientedmindsetandphilosophymadethedifferenceinsuccessfullyestablishingabusiness-friendlyatmospherethroughouttheplanningstages.
WithsupportfromStephenA.Carter,Nelson’sCountyAdministrator,Bogerimplementedthissolution-orientedethicthroughcreativezoninginterpretations.Forexample,BlueMountainBrewerywasinterestedinlocatingalongtheRoute151corridor,buttheresidentiallanduseclassificationforthetargetedpropertydidnotallowforbeverageproductionordistribution.Toovercomethefactthattheexistingzoningprohibitedmanufacturingandindustrialuses,Bogerpursuedare-zoningrequestfromR-1(residential)toA-1(agricultural),whichwasmuchmorefavorablethanare-zoningrequesttoM-2(industrial).ThisstrategywaspursuedafterBogerworkedwiththeownersofBlueMountainBrewerytoensurethattheproposedoperationscouldbe
interpretedasanagricultural“farmbrewery”undertheZoningOrdinance–andavoidtheneedtoberezonedasindustrial.
Insimilarexamplesofcollaboration,Countystaffworkedcloselywithlocalandstateagenciestofacilitatetheopeningorexpansionofotherestablishmentsonthetrail.TheyworkedwithVDOTtoovercomesite-specificcommercialaccessissueswithWildWolfBrewingCompany;andwithmultipleagenciesandstakeholderstosecurespecialeventpermitsforDevilsBackboneBrewingCompany.ThishashelpedDevilsBackbonetocontinuehostingthehighlysuccessful“Festy”livemusicandculturaleventthreeyearsinarow,whileincorporatingadjustmentstotheeventfromyeartoyeartobestharmonizewithrequestsfromthelocalcommunityandtheCounty.
OutoftheBrewRidgeTrailinitiativeemergedtheVirginiaCraftBrewersGuild(VCBG)–aunifiedvoiceforadvancingindustry-specificlegislativeaction,identifyingandimplementingindustrybestpractices,andamplifyingpromotionalefforts.AlongtheBrewRidgeTrail,thememberbreweriesincreasinglyseethemselvesaspartnersinaregionalbusinesseffort–andnotnecessarilyasdirectcompetitorsinaturfbattle.Thiscollaborative
25Photo courtesy of Tim Padalino.
mindsethasevolvedtothepointofself-initiated,semi-annual“collaborationbrews”whereheadbrewerscometogetherandco-createsmallbatchesofuniquebeverages.MaryWolf,theco-ownerandoperatorofWildWolfBrewingCompany,said,“Ilovethatitbringseveryonetogether.Weallcompete,butbydoingstufflikethisitcreatesasenseofcamaraderieandcollaboration,whichisnice.”TaylorSmack,themasterbrewerandco-ownerofBlueMountainBreweryandtherecentlyopenedBlueMountainBarrelHouse,addedthat,“Allofustogethercanmakesomethingcoolerthaneachindividualcanmake.It’sacoolwayforustocreatesomethingthatwedon’tusuallyhavethetimeorroomforonourownschedule,sowecandosomethingwacky.”
ThesuccessofthesestrategicactionsamongsomanyparticipantshasbeenamplifiedbythevariousassetsthatareintrinsictoCentralVirginia.Theabundanceofhigh-qualityfreshwaterresourcesinNelsonCounty–aheadwaterscommunity–isofcentralimportancetothelocationandthesuccessofBlueMountainBreweryandotherestablishments.Inaddition,thebeautifulBlueRidgesceneryandtheabundanceofpublicoutdoorrecreationattractions–includingtheAppalachianTrail,theBlueRidgeParkway,U.S.BicycleRoute76,andtheGeorgeWashingtonNationalForest–arevaluablecomplementstothebreweries.TheabilitytocombineacraftbreweryexcursionwithanadventureintotheThreeRidgesWildernessArea,avisittoCrabtreeFalls,oran
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Maximizing Community Assets in Nelson County continued
ascentofthe4,000-footPriestmaketheBrewRidgeTrailauniquemarketforceandcommunityanchor.
Anothercomplementaryassetistherichregionalheritageofcraft,artisanal,andexperimentalagriculture.Thisheritageisanimportantelementthatenhancesthecraftbrewers’innovativetechniquesandproducts,andwhichcontinuestoreinforcethetrailasacommercialandculturalsuccess.Infact,theBrewRidgeTrailnowoverlapswithanemergingruraleconomicdevelopmentfocustitled“Nelson151.”Theself-titled“MainStreetfortheRockfishValley”isthemostrecentexampleofproactivecollaborationamonglocalentrepreneurs.TheNelson151marketingeffortcombinesthesuccessoftheBrewRidgeTrailwiththenumerousotheragritourismattractionsintheRockfishValley,includinghistoricorchards,award-winningvineyards,beyond-organicfarms,andlocavore-friendlyeateries.
TheestablishmentsaffiliatedwithBrewRidgeTrailandtheNelson151marketingcampaignshavehelpedbringpositivemomentumtoruralNelsonCounty,wherebothvisitorsandlocalscantastetherichnessofCentralVirginia.Visitorscometoenjoythecraftbeerandlocally-sourced,seasonalfoods–oftencombiningtheseagritourismactivitieswithexplorationoftheadjacentBlueRidgeMountains,
thearea’srichhistoryandculturalheritage,andtheartsscene.Locals–manyofwhomengageinthesamepursuitsandpassions–patronizetheestablishmentsalongtheBrewRidgeTrailandNelson151notjustascasualwateringholesandeateriesbutalsoasimportantgatheringspacesand“thirdplaces”withintheirdecentralizedruralcommunity.Itisoftenherethatideas,laughter,andculturalexpressiontakeplaceamongvisitors,amonglocals,andbetweenthetwogroups.
RuralNelsonCountyisthesettingformultiplecreativeasset-basedcommunitydevelopmentinitiativesinvolvingthevision,collaboration,anddeterminationofmanystakeholders.Itisanexampleofhowaplace-basedvisionforeconomicdevelopmentandcommunityprosperitycanguideplanningandzoning.Anditisanexampleofhowleadership,proactivecollaboration,andrelationalservicecanconvergeandresultincommunityprogress.
WithinthebroadercontextofCentralVirginia’sagritourism,heritagetourism,ecotourism,andculturaleventsindustries,NelsonCountyiswell-positionedforcontinuedeconomicsuccessandongoingcommunityprosperity.Thisisanexcellentexampleofhow,throughcultivationofsustainedcommunity
i“Breweries unite to create a Belgian-style Tripel,” Katrina Koerting, Nelson County Times, August 23, 2012. www2.nelsoncountytimes.com/news/2012/aug/22/brewer-ies-unite-create-belgian-style-tripel-ar-2148420.
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The Economics of Human Scale: The Remaking of ShirlingtonByTerryHolzheimer,PhD,FAICPandKarenVasquez
Imagineablock-longstreetlinedwithrestaurantsandlocalretailers,aplacethatiscrowdedoneveningsandweekendswithpeopledrawntooneofthefewarthousemovietheatersleftanywhere–andthenmorethandoubleitssize.ThatiswhatArlingtonCounty’seconomicdevelopmentplannersdidintheVillageatShirlington.Intheprocess,anewstate-of-theartlibrarywasadded,alongwithanewhomeforahighlysuccessfulregionaltheatercompany,bothhousedinalandmarktheater-librarycomplex.Inaddition,fivenewresidentialbuildingswith644units,a142roomhotel,42,000squarefeetofretailspace,a195,000squarefootofficebuilding,twoparkinggarageswithnearly1,500spaces,andanurbantransitstationwereadded.
Allofthisreplacedanabandonedbigboxstoreandacresofparkinglots.ThenewVillageatShirlingtonhasbecomeoneofArlington’smostpopularre-envisioneddowntowns.TheprocessArlingtontooktogettherewasalong,butrewardingjourney.
Inthelate1970s,ArlingtonCounty,togetherwiththecommunity,developedaplanfortherevitalizationofShirlington,athen-agingcommercialareaadjacenttoamajorinterstate,I-395,justminutesfromWashington,D.C.Shirlingtonwasarelativelytraditionalsuburbanshoppingcenterwithagrocerystore,tireandautorepairfacility,abigboxretailer,andafewsmallshops.Renovationsinthe1980screatedatraditionalmainstreetanchoredatoneendbytwoofficebuildingsandattheotherbythebigboxstoreandamovietheater.Whileanimprovementoverthepreviousdevelopment,ShirlingtonVillageremainedarathersmallretailoutpost,dependentalmostentirelyonthetheater
leadership,coupledwithproactivecollaboration,andplace-basedvisioningbylocalgovernmentstaffmemberschargedwithadvancingcommunityandeconomicdevelopmentgoals,othercommunitiesand
regionsthroughouttheCommonwealthcancatalyzepositivemomentumandgeneratesimilarsuccessstoriesthroughtheirowncontext-sensitivefocusonasset-basedcommunitydevelopment.
Photo courtesy of Eric Taylor.
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andafewgoodrestaurantsforitssurvival.By2000,thepropertyowner,FederalRealtyInvestmentTrust,thecountyandthecommunitysawtheneedforanintensiveplanningefforttotakeafreshlookattheentireneighborhood.Anextensivecommunityprocess–ahallmarkofArlingtondevelopmentculturelocallyreferredtoas“theArlingtonway,”–guidedthecreationofShirlington’sPhasedDevelopmentSitePlan(PDSP)andtheassociatedShirlingtonDesignGuidelines.ThePDSPestablishedtheuses,densities,buildingheights,parkinglocations,transportationfacilities,utilities,andcommunityfacilitiesfortheentirearea—inconceptualform.
ThedevelopmentplanforShirlingtonspecificallyenvisionedCampbellAvenueasthe“MainStreet”ofthisurbanvillage.Thedetaileddesignforthestreetincorporatespedestrian-friendlyelementsthatmakeCampbellAvenueacomfortableandexcitingplaceforvisitorsandresidentstowalk.WhilethePDSPhelpedprovideablueprintforShirlington,implementationofthisplanrequiredboththedeveloperandthecountytomakesignificantinvestmentsinthearea.Almostonemillionsquarefeetofnewmixed-usedevelopmentwasincorporatedintothe
The Remaking of Shirlington continued
Photo courtesy of Arlington Economic
Development.
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PDSP,alongwithinfrastructureandcommunityamenities,mostofwhichwassituatedalongCampbellAvenue.
WithinthePDSP,CampbellAvenuewasdesignedtocreateanexceptional
pedestrianexperience,terminatingintheSignatureTheatre,ShirlingtonLibrarycomplex,anditspublicplaza.Streetlevelamenitiesensurethatthismainpublicspacesupportsthedesiredcharacter,intermsofplantings,outdoordining,signs,lighting,andstreetfurniture.Eventhestorefrontsareanamenitywiththehighdegreeofwindowtransparencywhichengagespedestriansandinvitesthemintothestoresandrestaurants.Parkingisdistributedbehindthecommercialbuildingswithentrancesfromseveralstreetstoenhancetheeaseofaccesswhileimprovingpedestrianflowandsafety.
TheexceptionalqualityofthestreetscapemakesShirlingtononeofthemostnotableneighborhoodsintheD.C.metroregion.Itisimportanttopointoutthatnoneofthishappenedbyaccident.EveryelementofthestreetscapearosefromcarefulplanningandwasincorporatedintotheShirlingtonDesignGuidelines,whichweredevelopedaspartofthePDSPin2000.
AnchoringCampbellAvenueonitswestendisalandmarktheater-librarycomplexthathousesSignatureTheatre.Signatureinvestedsignificantlyaspartofauniquepublic-privatepartnershipwithArlingtonCountytomovefromaconvertedgarage,tothisbeautifulandspaciousnewhome.SignatureTheatreundertookamajorfundraisingefforttobuildouttheinterioroftheirspace,withtheagreementthatArlingtonCountywouldfundandownthebuildingwhichwouldhouseboththetheatreandanewShirlingtonLibrary.Over$10millionwasraisedbySignature,withArlingtonCountyunderwritingthecostoftheentirebuilding’scoreandshell,atacostof$5.5millionfortheSignatureportion.Theresultwasafabulousnewhomeforapopularandcritically
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acclaimedtheatrecompany,butalsoalandmarkanchorfortheentireneighborhood.“Signature’spresenceheresealedShirlington’sreputationasadestinationspotfortheentiremetropolitanregion,”saidChrisZimmerman,then-ChairmanoftheArlingtonCountyBoard.“WeareproudthatArlingtonincubatedthistheatre,helpeditgrow,andpartneredwithSignatureonitswonderfulnewhomethatshowcasesArlington’scommitmenttothearts,”Zimmermanadded.
ArlingtonCountyprovidedthecatalystforstillmoredevelopment.CampbellAvenue,thenSouth28thStreet,wasextendedwestwardoneblockandthenanadditionalblocktothenorth.ThisrequiredthatthecountycontributeroughlytwoandahalfacresoflandusedbyitsTradeCenter(publicworksyards)inordertoallowtheprojecttoproceed.Inadditiontoconstructingthetheater-librarycomplex,Arlingtonneededtounderwritetheriskandprovidepublicparking.Theresultingdevelopmentagreementhadalittlebitofeverything–alandswap,co-investmentinagarage,and“homerun”insurancerelatedtocountyloanstothedeveloperwhichprovidedforanearlierpaybacktothecountyshoulddevelopmentoccurfaster,orgenerategreaterreturns,thananticipated.Allofthishelpeddefraysomeoftheriskforallparties
andallowedthecountypartnertogetconstructionfinancingwithreasonableterms.Theoverallleveragewas$1ofCountyfundsper$24ofprivatefundswhich,becausetheprojectwassosuccessful,ultimatelyreducedto$1:$42.
Theendresultwasanagreementthatwasequitabletoboththecountyandthepropertyowner.Byensuringananchor,creatingviablelots,coveringtheinfrastructureexpenseandagreeingtopayforparking-aheadoftheactualdemandcreatedbythenew
The Remaking of Shirlington continued
Photo courtesy of Arlington Economic Development.
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residentialandretailuses-Arlingtonenabledeachoftheproposeddevelopmentstosecurefinancing.Thus,thecountywasabletoachieveitsplanninggoalsaswellasmakegooduseofitscapital,leveragingitsinvestmentataratioofroughly25toone.InadditiontothemanyrestaurantsandcafesalongCampbellAvenue,anewHarrisTeetergrocerystoreatthenorthendofthestreethasprovidedamuch-neededamenityforShirlingtonandFairlingtonresidents,sincethedepartureofthepreviousneighborhoodgrocerystoreinthemid-1980s.Anadjacent,attachedparkinggaragewithreservedground-levelparkingforcustomersmakesshoppingeasywhetheronfoot,bike,orcar.Additionaltheatersincludinganart-housecinema,TheaterontheRun,andClassikaTheatermakeShirlingtononeofthemostnotableartsdestinationsinthearea.
Theresultofthisnewdevelopmentisaneighborhoodwithbotharenewedeconomicengineandanenergizedandattractivesenseofplace.Duringtheday,Shirlingtonisfriendlyandrelaxing,asyoungprofessionals,families,andretireesmixseamlessly,movingupanddownthestreet,shopping,dining,orjustenjoyinganafternoonstroll.Intheevenings,theater-goersandyoungpeoplefillthestreet,enjoyingpre-theaterdinnersorlate-nightgatherings
withfriends.Themoodisenergeticandexciting,yetaccessibleandsafe,asShirlingtonwelcomesadiverseandfriendlycrowd.Avarietyofamenitiesand24-7activityhelpscreateasecure,welcomingenvironment.
Overall,Shirlingtonhasbecomeoneofthemostpopularandtalked-aboutneighborhoodsintheregion.Itsriseinpopularityoverthelastthreeyearshasbeenwelldocumented.In2005,aWashingtonPostfeaturestory“MakingShirlingtonaMagnet”examinedthegrowingpopularityoftheneighborhood,thevisionofShirlingtonasanartsandentertainmentdestination,andthesuccessfuleffortsofdevelopersandArlingtongovernmentplanningandeconomicdevelopmentofficialstocreateexactlythat.ResidentsandbusinessownersalikesupporttherevitalizationofShirlington.WarrenBrown,ownerofCakelovebakeryandoneofInc.Magazine’s26MostFascinatingEntrepreneurs,openedaShirlingtonlocationin2007,notingtheneighborhood’samenablecharacterandseamlessaccessibilitytoretail.Offeringafriendly,exciting,andvisuallyinterestingplaceforthevisitor,residents,andworkforce,Shirlingtonisauthentic,eclectic,andfilledwithcharacter.Itistrulyoneoftheregion’sgreatneighborhoods–andatruetestamenttothoughtfullyplannedeconomicdevelopment.
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Finding Common Ground on the Battlefield: The Second Battle for ChancellorsvilleByErikNelson
SpotsylvaniaCountyissometimescalledtheCrossroadsoftheCivilWar.Fourmajorbattlesoccurredthere,includingpartofthebattleofFredericksburg.TheFredericksburgandSpotsylvaniaNationalMilitaryParkprotectsatotalof8,443acresinfeesimpleaswellasineasement,butasignificantamountofhistoriclandremainsinprivateownership.Whenprivateorganizationsandthefederalgovernmentacquiredlandforthispark,theypurchasedlinesofmilitaryearthworksandspecificpointsofinterest,leavingtheinterveningfieldsandwoodsinprivatehands.Theassumptionwasthatthelandwouldremaininagriculturaluseandnotneedfurtherprotection.Thepost-WorldWarIINationalHighwaySystemchangedeverything,however,byprovidingwonderfulautomobileaccesstorelativelyinexpensiveland.TheFredericksburgandSpotsylvaniaNationalMilitaryParkhasnotbeenwithoutdevelopmentpressureeversince.
Onereasonmorelandwasnotacquiredfortheparkwasthatlocalgovernmentpressurekeptsomeland
outoffederalhands.Fromthelocalperspective,landinfederalownershipdidnotdoenoughforthelocality’staxbase,despitenumerousstudiesdemonstratingparkshavingverypositiveeconomicimpacts.
AtChancellorsville,thebattlefieldissituatedalongtheaxisoftheoldPlankRoad,themodernStateRoute3.Intheearly1990s,theNationalParkServiceworkedtoexpandChancellorsville’sboundaries,soitcouldacquiresufficientacreagetoprotecttheintegrityofthehistoricsetting,whichrelatesdirectlytothevisitorexperience.ThevolatilerealestatemarkethadbecomearealchallengetotheParkService.Localgovernmentscovetedthepromiseoftaxrevenueifthelandwasdeveloped.Schoolsandcountyservicesweremoreimmediateneedsthanaconcernwiththeexperienceofvisitors.
Atthattime,relationsbetweenthefederalagencyandthelocalgovernmentweretenuous,sotheParkServicefocusedonprotectingthewesternendofthebattleground,whereStonewallJacksonhadledacelebratedflankattackontheafternoonofMay2,1863.ThatpartofSpotsylvaniaCountywasmoredistantfromInterstate95,anddevelopmentpressurewasconsiderablyless.Thehistoricterraintotheeast,however,wherethecampaignopenedonMay1,
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1863,wasnotidentifiedforinclusionwithintheparkboundary.Thelandthatwaswithinafewshortmilesoftheinterstatewouldinevitablybedevelopedforcommercialuses,enhancingtheCounty’staxbase.
ThisMay1stbattlefieldwasalsothepotentialsiteofamajorcrossroads,whereaproposedcircumferentialhighwayaroundFredericksburgwouldcrossStateRoute3.Theexampleof“edgecities,”suchasTysonsCorner,providedacompellingvision.Eveniftheentirebeltwaywasnotcompleted,this
northwestlegwouldbringsignificantdevelopmentintothecounty.Suchlucrativepotentialattractedinvestorsandsolidifiedacertainlevelofpoliticalsupport.Anticipatingthenewroad,theSpotsylvaniaCountyBoardofSupervisorsrezonedaportionofthepropertyforcommercialuse,whichsetoffanimmediatereaction.
SpotsylvaniaCountyvotersrespondedtotheroadprojectwithconcernaboutincreasedtrafficaswellasthepossibleimpactstotherecreationaluseofthenearbyRappahannockRiver.Awell-organizedgroupcalledFriendsoftheRappahannockhadconsistentlyadvocatedforprotectionoftherivercorridor,whichischaracterizedbya25-milelongnaturalareawithoutanybridges.Thisvocalgroupwaseventuallyjoinedbytwobattlefieldprotectionorganizations:theFredericksburg-basedCentralVirginiaBattlefieldsTrustandthenationalCivilWarPreservationTrust.ThesegroupsdecriedthenegativeimpactsofthebeltwayonthenationallysignificantChancellorsvilleBattlefield.TheirargumentwasthatlossoftheMay1fieldwouldseverelycompromisetheexperienceofthosewhovisittheNationalBattlefieldPark.
Intime,thelocalvotersmountedaconcertedcampaigntoreplacetheCountySupervisorswhowereproponentsoftheroad.Citizeninteresthad
Photo courtesy of Erik Nelson.
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focusedonthenaturalbeautyofthecountyaswellasitshistoricsignificance.TheCivilWarbattlefieldpreservationorganizationsworkedtogethertomobilizevoterstopreservetheruralcharacteroftheircountybypreservingthehistoricterrainofMay1,1863.Throughthiscombinationofriveradvocatesandhistoricpreservationists,whowerealsolocalvoters,thecounty’snewlyelectedofficialsvotedtoremovetheproposednewhighwayfromregionalplans.
Averyangrypropertyownerclaimedheintendedtobuildanyway.Thepropertyownerwasabsolutelyuninterestedinsellingthe277acreshehadacquiredwithsuchhighhopes.Withoutthenewhighwaythatwouldcreateanewcrossroads,though,thepotentialforthatacreagehaddiminished.Despitetheowner’sclaimofdisinterestinselling,theCentralVirginiaBattlefieldsTrustdiligentlyfiguredouthowmuchofthetractwouldneedtobeacquiredtopreservetheMay1,1863battlefield.Therollinggroundwasinagriculturaluseandveryopen.Historicmaps,however,showedthatwoodshadbeenpresentwithin700to800feetofthePlankRoad,whicheventuallybecameStateRoute3.Inaddition,theterrainrosetoalowridge,alsoabout800feetfromtheroad.Therewasnoreasontopreservetheentiretract,whenthis800footwideareawouldsuffice.
Followingtheshake-upofthelocalelection,adevelopmentfirm,Tricord,lookedatthepotentialfordevelopingonlyaportionofthetractandapproachedthepropertyowner.Theyalsoworkedwiththebattlefieldpreservationgroupstodevelopaproposaltopurchasethe277-acreproperty.Thisprocessdidnottakeverylongbecausethepreservationgroupsknewexactlywhattheywantedtopreserveandwhatcouldbedevelopedwithoutharmtotheoverallbattlefieldparkexperience.Tricord
The Second Battle for Chancellorsville continued
Photo courtesy of Erik Nelson.
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isalocalfirmwiththesamekeeninterestexpressedbysomanyvoterstokeepthecommunityattractive.Thisattituderecognizesthemarketingpotentialofsellinghousesinattractiveareas,butTricordisalsooneofthosefirmsthattrulylikesdoingtherightthingfortheircommunity.
WhenTricordmanagedtoacquirethe277acretract,itimmediatelysold140acrescomprisingthebattlefieldtothepreservationists,atbelow-marketprice.Thisbattlefieldlandisa900footdeepareaadjacenttoStateRoute3andwillremainattractiveopenspace.Theremainingacreage,thusseparatedfromtrafficnoise,wouldsubsequentlybesubdividedinto300houselots.Theterrainwasagriculturalandveryopen,butthepreservedacreageextendedbeyondthehistorictreeline.Overseveralyears,volunteersplantedtreeswherethehistoricwoodshadbeenlocatedandintimethesenewtreeswillaccuratelydefinetheCivilWarbattlefieldwhilealsoscreeningthenewhousingdevelopmentfromview.ThewoodedscreeningwillalsoprovidethenewhouseswithadditionalnoisebufferfromStateRoute3.
ThedownturnintheeconomyforcedTricordtosellthepartiallybuilthousingdevelopment,butthehistoricpropertyremainsintactandwill
notbeaffectedbythechangeinownership.Infact,thepurchasingfirmownsnearbyacreageandhadpreservedanadditional75acresofadjacentbattlefieldland,inreturnforgreaterresidentialdensityfortheremainingacreage.Thissignificantterrainwaspreservedthroughathreewaypartnershipbetweenpreservationists,twodevelopers,andthelocalgovernment.
Thekeytothissuccessfuloutcomewasaclearideaofwhatneededtobepreservedsoinvestorscouldevaluatehowtherestoftheacreagecouldbedeveloped.Thisprocesswasalsodefinedbyrespectforthelocalgovernment’sroleinlandusedecisionsaswellasvoterslettingtheirelectedrepresentativesknowthattheyappreciatedthenationalbattlefield’sintrinsiceconomicvaluetotheirqualityoflife.
TheCivilWarPreservationTrusthasopenedthislandtovisitorsandtheimpacthasbeentangible.JohnHennessy,ChiefHistorianoftheFredericksburgandSpotsylvaniaNationalMilitaryPark,saysthatthesiteisnowheavilyvisited,eventhoughitisnottechnicallypartofthepark.“Fromaninterpretivestandpoint,it’snowacriticalpartofthestorywetell.”
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One City, Two Stories:Community Engagement, Hope and Rebirth in Richmond BellemeadeWalkableWatershedByAlisaHefner
TheBellemeadeneighborhood,situatedonthesouthsideofRichmond,hassufferedfromdecadesofdisinvestment.Thecommunitylackssidewalks,adequatedrainageinfrastructure,andbasicrecreationalamenities.Theneighborhoodissurroundedbyindustrialcorridorsandbisectedbyanimpairedandneglectedurbancreek.Attheheartoftheneighborhoodisanewelementaryschoolandacommunitycenter.88%ofthestudentswhoattendOakGrove-BellemeadeElementarySchoolareconsidereddisadvantaged.Althoughmanychildrenlivewithina10minutewalktoschool,mostarebused.
In2011,SkeoSolutionsjoinedforceswiththeGreenInfrastructureCenter(GIC)andtheCityofRichmondtodevelopanewvisionforBellemeadeasawalkablewatershedtoimproveboththequalityofthecreekandtheneighborhood,resultinginaninitiativeknownas“healthywatershed:healthycommunity.”Awalkablewatershedintegratesthe
flowofwaterandpeopleintoacohesivestrategytoimproveoverallcommunityhealth.Theconceptisacreative,effectivewaytoachieveenvironmental,publichealth,educationandcommunitydevelopmentgoals.AWatershedConceptPlanwasdevelopedonauniqueframeworkthatidentifiesstrategieswithinthe“schoolshed”andthewatershedtoimprovethehealthofthecreekandthecommunity.
ThiscollaborativeeffortleveragedfundingfrommultiplesourcesincludingtheVirginiaDepartmentofForestry,theAltriaFamilyofCompaniesand
Photo courtesy of Alisa Hefner.
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SkeoSolutions.Altria’sroleisnotableaspartofthecompany’scorporategiving/grantprogram.Environmentalstewardship,specificallywaterquality,isoneofthecompany’sstrategicfocusareas.BecauseRichmondishometoAltria’scorporateheadquarters,Altriamadethecityoneofitstargetgeographicareas.The Process
Asafirststep,theprojectteamidentifiedwaterflowandpedestrianflowchallenges.Intheneighborhood,waterflowsthroughanetworkofstreets,drainsandthecreek.Urbandevelopmentintheareahasledtoseveralchallenges,includingerosion,channelizationandpollutedwater.Residentsalsocomplainaboutareaspronetoflooding.Pedestrianmovementthroughandwithintheneighborhoodisalsochallengedduetosafetyconcernssuchasthelackofsidewalks;majorroadways;poorvisibility;andthelackofsafecreekcrossings.
InOctober2011,theprojectteamhostedacommunitytourandworkshoptobringtogetherresidents,communityleaders,organizations,citystaff,electedofficialsandotherlocalstakeholderstoidentifyprioritiestoimprovewatershedandneighborhoodhealth.Thecommunityworkshopofferedanopportunitytointegratearangeofperspectives,fromlong-termresidenttocity
engineer,intoasharedvisionforthewatershed.Walkingthewatershedtogetherallowedeveryone,includingagencyandnon-profitrepresentativestoseetheissuesandstarttalkingaboutsolutions.Thediscussionprovidedadditionalinsightintoneighborhoodconditionsandneeds,enablingarobustdialoguearoundopportunitiesforrestoringthecreek,bringingthecommunitytogetherandenhancingcommunityhealth.ThesediscussionsledtothefollowingsetofgoalsfortheWatershedConceptPlan:
•Connectivity–connecttheneighborhoodtothe creekandtheJamesRiver.
•SafePassage–improvepedestrianroutestothe communitycenterandnewschool.
•Water+Environment–slow,infiltrateandclean rainwater.
•Health+Community–developasenseof communityaroundthenewschoolandwatershed.
•Education+Awareness–createoutdoor educationopportunitiesforelementary schoolstudents.
AbigdriverfortheprojectwastheOakGrove-BellemeadeElementarySchool,whichwasscheduled
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One City, Two Stories. Bellemeade Walkable Watershed continued
toopenitsdoorsin2012.Schoolleadersboastthattheirsisthemostsustainableelementaryschoolbuildinginthecountry.ThenewschoolislocatedadjacenttoBellemeadeCreek,atributarytotheJamesRiverandChesapeakeBay,andoffersatremendousopportunitytoconnectchildrenthroughoutdoorlearningenvironmentstotheirlocalwatershed.“Weenvisionthatthenewschoolwillembracetheadjacentcreekasatremendouslearningopportunityforthestudents,andwehopetoseetheschoolbecomearealcenterfortheneighborhood”saidJannieLaursen,theschool’sprincipal.IdeasfromlocalfifthgradestudentsinformedthecorestrategiesoftheWatershedConceptPlan.Asacomponentofthecommunityworkshop,studentsdrewtheirpreferredwalkingroutetoschoolandidentifiedanyobstacleswithinthatroute.Studentsalsodrewpicturesofwhattheywouldliketolearnintheparkpropertynexttotheirschoolandthecreek.Ideasgeneratedbythestudents,togetherwithinputfromthecommunityworkshopweresharedatapublicopenhousetogatheradditionalinput.The Plan
Buildingonthewalkingroutesandoutdooreducationopportunitiesidentifiedbythefifthgraders,theWatershedConceptPlanidentifiedthreepriority
“green”connectionsbetweenthecommunityandtheschoolandcommunitycenter.Thegreenstreetsplanincludedaseriesofinfrastructureimprovementsthatwouldsupportandenhancethesecommunityconnections,includingnewcreekandculvertcrossings;sidewalkimprovements;bicyclelanes;streetlightingandaneighborhoodconnectiontotheproposedJamesRiverBranchregionaltrail.Theplanalsoidentifiedcompatiblestrategiesthatwouldrestorelocalwaterqualityandnaturalsystems,includingstreetplantings,streamstabilization,creekbedrestorationandstormwaterinfiltration.
Celebratingneighborhoodconnectionsandenvironmentalrestorationprovidesmultiplebenefits.Thepriorityrouteswillconnectopenspacesthatserveascommunitygatheringplaces.Pathswillalsoconnectrecreationareas,encouragingexerciseandhealthylifestyles.Proposednaturetrails,outdoorclassroomsandcommunitygardensalongtherouteswillprovideeducationopportunities.The Result
Combininginnovativeplanningwithcommunitycapacity-buildingandafocusonyouthleadership,theBellemeadeWalkableWatershedprojectledtoacohesivestrategytoimprovetheoverallhealthofthecommunity.Today,theWatershedConcept
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PlanishelpingguideeffortstocleanuptheGoodesCreekwatershed,strengthenlocalinfrastructureandleverageinvestmentintheBellemeadeneighborhood.Projectoutcomesinclude:
• AconceptplanthatisinformingtheCityof Richmond’sstormwaterplanningprocess, supportingwaterqualitypermitcompliance, andhelpingprioritizecapitalinvestmentsto reduceflooding.
• Student-selectedwalkingroutestothenew elementaryschoolthatarehelpingprioritize sidewalkinvestmentsandpromotingtheidea ofwalkingtoschool.
• Communityprioritiesthatareinformingdesigns foraneighborhoodpark,includingcreek-side outdoorlearningenvironments, watershededucation,communitygatheringareas andcommunitygardening.
• Partnershipbuildingandmomentumfocusingon improvingqualityoflifeforBellemeaderesidents.
• Inter-departmentandinter-agencycoordination withinCitygovernmentthatisaligningand leveragingresourcesforthisunderserved community.
Buildingontheproject’sWatershedConceptPlan,follow-upactionstodateinclude:
• Localnon-profitandvolunteeractivitiesare underway.Forexample,theJamesRiver Associationhasledavolunteerstream cleanupandastormdrainmarkingcampaign intheneighborhood.
• TheCityofRichmondhasprioritizedfundingto completesidewalkstothenewschool.
• Probonoserviceshavebeenprovidedtodesign thecommunitypark.
• Communityevents,includingaWalktoSchool HealthDay,arebeingheldtocelebratethe benefitsofhealthylivingthroughaccesstothe outdoorsandhealthyurbanstreams.
NextstepsforthecommunityincludethedevelopmentofacoalitiontoguidethefundingandfurtherimplementationofthestrategiesoutlinedintheWatershedConceptPlan.Thenew,sustainablydesignedOakGrove-BellemeadeElementarySchoolisexpectedtoopeninearly2013.Keys to Success
Thefollowingcriticalfactorsledtothesuccessofthisuniqueplanningprocess,thevisionandresults:
One City, Two Stories. Bellemeade Walkable Watershed continued
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1. Invitediversestakeholderstothetable.Inthe Bellemeadeneighborhood,childrenwerefacing significanthealthchallenges.Theywerealso thepopulationthatwouldbeusingthe community’snewelementaryschool.Student leadershipinpartnershipwithresidents, communityorganizationsandcityagencies wasessentialindevelopingtheWatershed ConceptPlan.
2.Thinkbeyondthesitescaletoawatershed- widestrategy.Considerationofthebroader GoodesCreekwatershedenabledtheprojectto achieveenvironmental,publichealth,education andcommunitydevelopmentgoalsaswellas recognizetheimportanceofkeycommunity assetssuchasthenewelementaryschool.
3.Connecteducation,publichealthand environmentalbenefits.Fromtheoutset,the projectrecognizedthatplanningtoolsand strategiesshouldaddressthecommunity’spublic health,qualityoflifeandenvironmentalconcerns. Trails,forexample,provideopportunities forrecreationandoutdooreducationaswell aswildlifehabitatandstormwaterinfiltration.
4.Leveragemultiplefundingsources.Including potentialpartners,organizationsandfunders
intheprocessgeneratedinterestandmomentum toturnideasintoaction.Workingtogethertoward acommonvisionallowedforabetteruseof limitedfundingandjumpstartedinvestmentin thecommunity.
5.Generatefunandinspiration.Awalkable watershedapproachtoaddresscommunity healthinvolvespeopleofallagesand backgroundstogeneratecreativesolutions andopportunities.
Formoreinformationontheproject,visitskeo.com(www.skeo.com/index.php/outcomes/bellemeade_walkable_watershed_pilot)
FormoreinformationontheWalkableWatershedprocess,[email protected]|434-975-6700x235.
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GreaterFulton’sFutureByJuliellenSarver,AICPandJasonSawyer,PhD
TheBirthplaceofRichmondisbeingreborn.Justeastofthebetter-knownChurchHillandencompassingthebanksoftheJamesRivertotheHenricoCountyline,theneighborhoodsthatcomposeGreaterFultonhavecometogethertoaddressthewrongscommittedinthenameofurbanrenewalinthe1970sandtofullyrealizetheuntappedpotentialofRichmond’sBestKeptSecret.
GreaterFultoncombinestheneighborhoodsofFulton,FultonHill,andMontroseHeights,andhasseenitsshareofchallengesoverthedecades.AsthebirthplaceofRichmond,thecommunityretainsitsstrongtiestohistoryanditsresidentsareproudoftheirdeeprootsinthecity.The Community Embraces Visioning
VirginiaLocalInitiativesSupportCorporation(LISC)identifiedtheGreaterFultoncommunityforitsNeighborhoodsRisingprogramin2010.NeighborhoodsRisingwascreatedtohelpneighborhoodsunderstandthevalueofcomprehensivecommunitydevelopment,andtocreateandimplementaplantoimprovequalityoflife.TheNeighborhoodResourceCenterofGreaterFulton(NRC),well-knownforitsinitiativesineducationandcommunityimprovement,was
chosenastheconveningagencytoorchestrateacollaborativepartnershipandtoworktowardimplementationofthecommunity’sgoals.ThenamechosenforthiseffortwasGreaterFulton’sFuture.
Aftermanymonthsofexhaustivecommunityoutreach,theGreaterFultonCommunityVisionAgreementemergedfromapartnershipbetweenVirginiaLISC,theNRC,andresidents.Theagreementdelvesintothecommunity’slegacy;economicdevelopment;housingresourcesandneeds;educationandyouthissues;healthandhumanservices;andtransportation.Workinggroupswerecreatedtofocusoneachoftheseissues.
Visioningsessionswereheldinvariouschurchesandcommunitycentersthroughouttheneighborhoodtoreachasmanyresidentsandbusinessownersaspossible.WhilethevisioningsessionswerefacilitatedbyLISCstaff,residentsquicklyembracedtheprocessandmadeittheirown.Forthefirsttime,residentswerecallingtheshotsandmakingthedecisionsabouttheirowncommunity.Itwasanempoweringtimeandmanyresidentsemergedasleadersintheirchosentopicarea.TheseincludedRosaColeman,SpencerE.Jones,III,andCarlOtto.
RosaColemanhaslivedinFultonformanyyears.SheemergedasapassionateleaderandadvocateforimprovingthehousinginGreaterFulton.Her
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enthusiasmiscontagious,andshehasbeeninstrumentalinsignificantimprovementsinthehousingconditionsinthecommunity.Ms.ColemanhasledtheHousingWorkGroupthroughaseriesofinitiatives,includingcoordinatingwithVCUtoconductacomprehensiveinventoryofallthehousingintheneighborhood.
SpencerE.Jones,IIIhasbeenthevoiceofFultonformanyyears,andemergedasaleaderoftheLegacyWorkingGroupduringthevisioningprocess.Mr.JonesgrewupinFulton,andisextremelyproudofhisrootsthere.HehasalwaysadvocatedfortheimportanceofFultoninthehistoryofRichmond,andhasembracedtheroleofhistorianandvoiceofFulton’spastwhilecreatingopportunitiesforitsfuture.ThroughtheGreaterFulton’sFutureinitiative,Mr.JoneshascollaboratedwithotherresidentstocreateandsustainalastingrelationshipwiththeValentineRichmondHistoryCentertodocumentFulton’spastthrougharchivaldocumentationandanoralhistoryproject.Mr.JoneshasalsocollaboratedwithotheractiveresidentsandtheStorefrontforCommunityDesign(anonprofitorganizationdedicatedtoprovidingprofessionaldesignservicestounderservedpartsofthecity)toestablishtheFultonMemorialPark,whichwillhonorFulton’sroleinthehistoryofRichmondas
wellasrememberthecommunitythatwasdisplacedduringtheurbanrenewalofthe1970s.
CarlOttohaslongbeenanadvocateforthenumerousparksinGreaterFulton.TheseincludeGilliesCreekPark,whichattractsusersfromthroughoutthecity.Mr.Otto’sfamilyhasrootsinGreaterFultongoingbackfiveorsixgenerations.Mr.OttoandhiscollaboratorsontheParksandRecreationWorkingGroupbuiltbridgesandtrailsintheparksandcollaboratedwithoutsidegroupssuchastheNationalFootballLeaguetoimprovethephysicalconditionoftheparksandensurethatadequateprogrammingwillbeprovidedtoparkusers.
TheCommunityVisionAgreementisintendedtobe,andhasbecome,acatalystforcontinuedcommunityengagement–andhasprovidedanewstartingpointforthecommunity,theCitygovernmentandotherpartnerstostrengthenGreaterFulton.Transformation Comes to Greater Fulton
Overnearlytwoyears,lastingpartnershipshavebeenformedinGreaterFultonbetweenresidents,areauniversities,non-profitorganizationsandcityleaders.Actionsandimprovementsinclude:
• Economic Development:Businessesfrominsideandoutsideofthecommunityhavetakena
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renewedinterestinthebusinessdistrict,ledbytheEconomicDevelopmentWorkingGroup.Communitymembershavemaderealon-the-groundimprovementstothebusinesses.AcomprehensiveEconomicDevelopmentAssessmentwasconductedbyanoutsideconsultant,leadingtotargetedimprovementsinthearea.ThecommunityhastwicecollaboratedwithArtsintheAlleytocreatemuralsinthecommercialdistrict.Thecity,alongwithlocalcommunitydevelopmentcorporations,hasalsobeguntotakenoticeandhasallocatedover$125,000forimprovementstobemadewithintheGreaterFultonbusinessdistrict.Organizershavealsobegunamatchinggrantprogramtoallowexistingbusinesseswithinthedistricttomakemuchneededfaçadeimprovements.TheStorefrontforCommunityDesigndevelopedBusinessDistrictDesignRecommendationsthatillustratewhatcertainimprovementswilllooklikeandfacilitatestheirimplementation.Thefirstwaveofrecommendationswasimplementedin2012.TheCityofRichmond’sPlanningDepartmentisworkingwiththecommunitytostudyzoningchangesthatwillmakeiteasierforbusinessestolocateandoperateinthebusinessdistrict.
• Housing:InclosecollaborationwiththeHousingWorkingGroup,graduatestudentsinVCU’surbanplanningprogramconductedacomprehensiveinventoryandassessmentofGreaterFulton’shousingstock,includingpotentialhistoricresourcesandhousingconditionassessments.Theinventoryisbeingusedtodevelopanactionplanforimprovinghousingandaddressingtheneedsofthecommunity’selderlypopulationtoallowthemtoremainintheirhomesforaslongaspossible.RebuildingTogetherofRichmond,alocalcommunitydevelopmentcorporation,choseGreaterFultonfortheirspringbuildin2013.RebuildingTogetherwillhaveasignificantimpactonthesafetyandconditionofmanyhousesinthecommunity.OtherhousinggroupssuchasProjectHomesandBetterHousingCoalitionhavebeguntoexploreprojectswithinthecommunity.
• Community Legacy:TheLegacyworkinggrouphasbeenbusytellingFulton’sstorythroughtheeyesoftheresidentswholivedinthetight-knitcommunityandwhoexperiencedfirst-handthe1970s-eradestructionofacommunityinthenameofurbanrenewal.Thosestoriesarebeingcollectedintheformsof
One City, Two Stories. Greater Fulton’s Future continued
Photo courtesy of Juliellen Sarver.
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One City, Two Stories. Greater Fulton’s Future continued
oralhistories,photographs,andadocumentaryfilmaboutthecommunitytobearchivedattheValentineRichmondHistoryCenter.Aparktocommemoratethecommunitythatwasrazedandtohonoritsmostfamousson,AdmiralSamuelL.Gravely,America’sfirstAfricanAmericanAdmiral,hasbeendesignedinpartnershipwiththeStorefrontforCommunityDesign.Groundwasexpectedtobebrokenin2012asthecityallocated$100,000tobeginimplementingthedesign.
• Transportation:Throughtheleadershipofresidentsontheservicesworkteam,theCityofRichmondhasextendeditsShopper’sShuttletoGreaterFulton.TheShopper’sShuttleservesareasofthecitythatareconsideredtobefooddesertsbyprovidingfreetransportationtogrocerystorestoresidentstwiceamonth.Inaddition,thecommunityhasforyearssufferedtheconsequencesofheavytrucktraffic,includingnoiseandvehicledamage.Thecommunityhassuccessfullyworkedwiththecityandareatruckingcompaniestore-routeheavytrucktrafficawayfromresidentialareas.ResidentsareactivelyworkingwiththeGreaterRichmondTransitCorporation(GRTC)toimprovepublicbusservice,andbicyclesharrowsarecomingtothe
communityaspartofthecity’sEast-WestBicycleRoute(scheduledforthesummerof2012).
• Parks and Recreation:EnvironmentalandrecreationalimprovementstoGilliesCreekParkareunderwayasaresultofcommunityleaders’efforts.Significantparkimprovementprojectsthroughoutthecommunitytodateincludeanewpathconnectingapartmentstorecreationalfacilities,anewbridgeoveracreek,andprogrammingofnewathleticactivitiesforyouth.
• Human Services:GreaterFultonlacksmedicalfacilitiesandotheressentialhumanservicesforadults,children,andtheelderly.Thecommunityisnowworkingwithregionalhealthcareproviderstoestablishasatelliteclinicinthecommunitysothatresidentscanhaveaccesstoprimaryhealthcare.ServicesworkteammembershavesuccessfullypartneredwithBonSecoursHealthSystemtoestablishadentalvanandhealthcarevantocometothecommunitytwiceamonthwiththegoalofestablishingapermanentsatelliteclinicinGreaterFulton.
• Education:GreaterFultonlacksaschooldespitethelargenumberofchildrenwholiveinthecommunity.AlthoughtheNeighborhoodResourceCenterprovidesasmallMontessori
schoolandyouthprograms,thecommunityhasidentifiedtheneedforapublicschoolinthecommunityandisnowworkingwiththeRichmondSchoolBoardtoexploreeducationaloptions.
ForfurtherinformationabouttheGreaterFultonproject,pleasecontactJuliellenSarver,AICP,[email protected],MSW,CommunityOrganizer,[email protected].
Blacksburg Transit: Regional Cooperation to Bridge the Mobility GapByErikC.B.Olsen,PhD
PlansforbusserviceintheTownofBlacksburg,locatedintheNewRiverValleysouthofRoanoke,startedintheearly1970s.BlacksburgTransit(BT),acreationofthetown,launcheditsfirstthreebusroutesadecadelater,mainlytoservethelargeVirginiaTechstudentpopulationlivingwithinthetown.
In1988,anewmallopenedinthenorthernendofChristiansburg,withinfivemilesofBlacksburg.Withtheopeningofthemallandadditionalgrowthintheimmediatearea,demandgrewforexpandedbusservicetoconnectthetwotowns.CitizensandstudentslivinginBlacksburgwantedtoaccessthisgrowingeconomicareaandpeopleinChristiansburg
neededtotraveltoworkandservicesinBlacksburg.In1990BTstartedanewservicetoconnectthetownswithhourlybusservice.ThisnewservicewascalledtheTwoTownTrolleyandprovidedadirectconnectionbetweenthemallanddestinationslikethepostoffice,DepartmentofMotorVehicles,andkeydepartmentstores,aswellastheVirginiaTechcampus.ItwasthefirsttimethatVirginiaTech,theTownofBlacksburg,andtheTownofChristiansburgpooledresourcestoexpandbusservicebetweenthetowns.Thetrolleyhelpedbegintobridgethegapbetweenthetowns,providingavitallinkacrossborders.
Whilethetrolleyrepresentedanimprovement,citizenscontinuallyrequestedadditionalservicestoprovideexpandedhoursandbetterconnectionsbetweendowntownareas,residentialneighborhoods,andotherbusinessdistricts.Inaddition,thetrolleystruggledwithlowridershiplevels.Theaveragedaily
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48 Photo courtesy of Erik C. B. Olsen.
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ridershipdippedtobeloweightpassengersperhouronweekdays,instarkcontrasttotheridershipinmoredenselypopulatedareasinBlacksburg.ThetypeofrouteprovidedbyBThadalwaysbeenfixedroutes–aroutewithpre-set,permanentstops.However,thisapproachdidnotappeartobethebestsolutionforChristiansburg,withapopulationpersquaremilethatisabouthalfwhatitisinBlacksburg.Citizenswantedbusservicetodestinationsoutsidethemaincorridorbetweenthetowns.
Thetrolleyrouteprovidedjustunder10,000passengertripsannually.Availablefundingonlyprovidedanhourlyservice,servingmajorportionsofChristiansburg.Manyofthecitizensthatweremostlikelytoridethebus,familieswithlow-to-moderateincomes,didnotliveclosetothebusrouteandwereoftenseenwalkingalongthemainroadstogettotheirdestinations,includingtothebusstops.ServicecouldnotbeexpandeduntilcitizensdemandeditanduntiltheChristiansburgTownCouncilwasableandwillingtodedicatemoremoneyforexpandedtransit.Important Catalysts for Change
In2008,twoimportanteventsoccurred.First,BTreceivedgrantfundingfromtheVirginiaDepartmentofRailandPublicTransportation(DRPT)toexpandandimproveserviceswithinChristiansburg.Around
thesametime,thelocalareaMetropolitanPlanningOrganization(MPO),ofwhichVirginiaTechandthetownsaremembers,approvedfundingtoconductasurveyofallChristiansburghouseholdsregardingtheirtransitneeds.Thesetwoeventsprovidedthecatalystsleadingtonewbusservicesthatwouldbetterserveresidents.
Thesurveywasimportanttoclarifywhatbusrouteswouldbestservecitizens.WhileBTstaffhadtraditionallymadedecisionsaboutchangestoroutes,theywantedtohavebothobjectiveandsubjectivedatafromstakeholders,includingTownCouncilmembersandthecitizenryasawhole.Severalformatsforthesurveywereconsidered.Intheendafull-size,six-pagepapersurveywasdesignedfordistribution.Thisformatwasselectedsothatallcitizenswereincluded,includingthosewithouteasyaccesstotheInternet.ResidentsreceiveduptothreemailingsfromBT,withalettersignedbytheirMayorandTownManager,abouttheplansforexpandedservice.
Theresponseratewasverygoodat38percent,withatotalof3,777completedsurveysoutofover11,000mailed.GiventhatChristiansburgisarelativelysmallcommunity,wordofmouthlikelyhelpedspreadinformationaboutthesurvey.Inaddition,numerous
Blacksburg Transit continued
Photo courtesy of Erik C. B. Olsen.
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formatswereusedtonotifythepublic.Overaneightmonthperiod,BTusedemailalerts,adsonthebuses,paperhand-outs,paidradioadvertisements,andinterviewsandarticlesontheradioandinthenewspaper.ThesurveywasalsomentionedinnoticessentoutonallTownofChristiansburgwaterbillingstatementsforonemonth.
Thesurveyresponseshowedthatthedemandforexpandedbusserviceswasstrong.Itrevealedthat45percentofrespondentswouldbeinterestedinusingthebustogoshopping.Thesamepercentagewouldusethebusforworkortoattendcollege.
Thecurrentservicedoesn’t runearlyenoughformost commuters.Ifbusservice wasavailablefrom 6:30a.m.to9p.m. itwouldbeausefulservice. Survey respondent
Blacksburg Transit continued
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Over1,500open-endedcommentswerealsoprovidedwithdetailedinputforimprovingbusservice,expandinghours,providinghigherfrequenciesofservice,andimprovingscheduleinformation.Oneofthemostnotableresponseswasthis:Overhalfofallrespondentsindicatedtheywereveryorsomewhatlikelytoridethebusifanewservicewereavailable.Implementing New Services
BT’sPlanningdivisioncoordinatedthesurveyandthenworkedwithateamofmanagers,staff,citizens,volunteers,anddecision-makerstoidentifypotentialexpandedbusservices.Intheend,aseriesofthreenewserviceswasproposedtoTownCouncilforreviewandconsiderationinSpring2009.Councilcarefullyweighedtheinputfromcitizens,amidpressuretomaintainabalancedbudgetduringstrainedeconomictimes.Inearlysummer,sixmonthsafterthecitizensurvey,andafterhearingseveralpresentationsontheproposedservices,theCouncilapprovedaroughlythree-foldincreaseinfunding.
BT’soperationsstaffwerenowrunningatfullspeedtoimplementthreenewbusservicesinChristiansburgbylatefall,justintimefortheholidays.WhileallfundingfortheserviceincreasewasprovidedbyChristiansburg,BToperatesundertheumbrellaofthe
TownofBlacksburg.So,BTstaffalsohadtopresenttotheBlacksburgTownCouncilfortheirapproval.Fortunately,allofthepositivepress,aswellasthegenerallypro-transitattitudeinBlacksburg,madethisrelativelyeasy.
Threenewbusserviceswerelaunchedjustayearafterthesurveywascompleted.AnewfixedroutecalledtheExplorerwasintroducedtoprovideaconnectionbetweentheeastsideofChristiansburg,downtown,andthenorthernareasoftown.Thisroutealsoincludedtheabilitytoprovidealimitednumberof“courtesystops”toareasawayfromtheregularroute,uponrequest.Anewflexiblecall-aheadroutecalledGoAnywhereprovidedcitizenstheabilitytocallandrequesttrips“fromanywheretoanywhere”withinthetownlimits,forthesamepriceasaregularfixed-routebustrip($0.50forfull-fare).ThiscombinationofnewbusservicesappearstobeworkingwellforChristiansburg-anareathatisspreadoutwithlowerpopulationdensity,andwheremanyportionsoftownaremoreruralinnature.TheCommuterRouteprovidesamorningandeveningtripforChristiansburgresidentsfrommultiplelocationstomajoremployerswithinBlacksburg.
Thesuccessoftheseroutesstartedwiththemarketingofthesurveyoverfouryearsago.Now
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Blacksburg Transit continued
intheirthirdyearofservice,thenewroutes,incombinationwithamodifiedTwoTownTrolley,haveledtomorethana220%increaseinridershiponChristiansburgroutes,to26,000tripsannually.Meaningful Results
OneregularwheelchairriderontheGoAnywherebustoldus: Iuseitjustabouteverydaytogettowork.It’s mademylifeeasierandI’mmoreindependent. Sinceallthevehicleshavelifts,itmakeswork easiersinceIcanbringmypowerchairwithme. A Go Anywhere customer and Christiansburg resident
StaffmembersfromBThavespokenwiththiscustomeronseveraloccasions.Sheindicatedthatinthepastshewasonlyabletogettoworkbydependingonherparents,andshehadtousehermanualchair.SheisnowaregularpassengerontheGoAnywherebusandisabletoworkmoreoftenandtodosoindependently.
BTstaffheardaboutanentirefamilythatbenefitsfromthenewbusservicesavailableintheTownofChristiansburg.Onegentlemangoestoworkat7a.m.andreturnshomeat3p.m.usingtheExplorerbus.Hiswifeworksat8:30amandreturnsat5p.m.viatheExploreraswell.TheirdaughteralsoridestheGoAnywhereservicetotheChristiansburglibraryforher
afterschoolprogram.Hereweseetheimpactthenewbusserviceshaveonanentirefamily!
Wealsoheardfromanotherwomanwhocombinestwoofthenewservicesonadailybasis.SheridestheGoAnywhereservicetoapick-uplocationfortheCommuterService,whichshethenridestogettoworkintheTownofBlacksburg.WehaveanothercustomerwhotakestheGoAnywherebustothemall,ridestheTwoTownTrolleytothehospitalinBlacksburg,andthenwalkstohisworkatanearbyretirementcommunity.
Finally,anarticlefromlastyear’snewspapershowedhowsomecreativecommunityvolunteersarrangedtousetheGoAnywhereservicetotransportmeninneedofshelterduringthewinter.Thebusservicetransportedmentoanovernightfacility,andofthosethatparticipatedintheprogram,severalofthemenfoundajoband/oraplacetostayduringthecoldesttimeoftheyear.
Byworkingtogetherthroughregionaltransitplanningtolistento,identify,planforandinvestinservicedeliveryinwaysthatmeettherealneedsoftheircitizensandstudents,thecommunitiesofBlacksburg,ChristiansburgandVirginiaTechhavecreatedenhancedmobilitychoicesthathave,inturn,improvedtheeconomicvitalityoftheregion.
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Photo courtesy of Erik C. B. Olsen.
“ I use it just about
every day to get to
work. It’s made my
life easier and I’m
more independent.
Since all the vehicles
have lifts, it makes
work easier since
I can bring my
powerchair with me.”
A Go Anywhere customer and Christiansburg resident
54
Banking on the River: Lynchburg’s RenaissanceByLouiseSearle
TheCityofLynchburgliesintheeasternfoothillsoftheBlueRidgeMountains,andtheJamesRiverflowsalongtheborderofitsdowntown.DrivenbyLynchburg’sDowntown&RiverfrontMasterPlan2000,theRiverfrontParkprojectemphasizesthisuniquefeatureofLynchburg’sdowntownandgivesresidentsandvisitorsabeautifulcivicspaceonthewaterfront.
TheCitybeganthetransformationofitsindustrialriverfrontintothebeautifulparkitistodayintheearly1990’s.AfteryearsofexodusfromdowntownLynchburgbybusinessesandresidents,anumberofdeterioratedstructuresandvacantlotsremained.Severalofthesehistoricstructuresweredemolishedinthe1970’sand1980’stomakewayforparkinggarages,parkinglots,andmodernbuildingsthatwouldspureconomicdevelopment.Unfortunately,thisdidverylittletocontributetoadowntownrevival.
RachelFlynn,theCity’snewCommunityDevelopmentDirectoratthetime,arrivedinLynchburgwithafocusondowntown.Anarchitectandurbanplannerbytrainingandpractice,Ms.Flynnrelatedthe
Photo courtesy of LuAnn Hunt.
56
Lynchburg’s Renaissance continued
greatnessofsomanycitiestotheconnectionwiththeirwaterfronts.SheinvitedMayorJoeRileyofCharleston,SouthCarolinatospeaktothecitizens,politicalleaders,businessleaders,andthemediaaboutCharleston’ssuccessfuldowntownandwaterfrontrevitalization.MayorRileyemphasizedthatthefirststepwastocreateavisionthatcouldbeimplementedinclearsteps.InspiredbyMayorRiley’sdirection,agroupofretailmerchants,historicpreservationistsandlocalresidentsformedaMainStreetorganizationcalledLynch’sLandingtoassistFlynnwithimplementingavisionfordowntown.
TheCityhiredadesignfirm,SasakiAssociates,toaidthedevelopmentoftheLynchburgDowntownandRiverfrontMasterPlan2000–adocumentcentrallyfocusedontheeconomicdevelopmentandhistoricpreservationofthearea.Theplanincludeddetailedstreetscapeandriverfrontparkdesigns,in-filldesignrecommendations,andaneconomicdevelopmentandparkingstrategy.Italsohighlightedsixkeydesignandplanningprinciplesincluding(i)thecreationofadowntownwalkingloopthatfocusedonexpandingretailbusinesses,street-levelactivitiesandstreetscapeenvironments;(ii)acelebrationofstairsandbluffsthatemphasizedthestunningtopography,viewsandhistoricresources;
(iii)extensionoftheresidentialfabricofhistoricdistrictsandneighborhoodconnectionsintotheheartofdowntown;(iv)reinventingtheriverasaplace;(v)acknowledginggatewaysasasequenceofarrivalexperiencesforthoseenteringdowntown;and(vi)developmentofastrategytointertwineprogrammedactivities,parkdesignandeconomicdevelopmenttobalancetheseelementsovertime.Withtheirendorsementoftheplan,CityCouncilpledgedasignificantfinancialcommitmentof$1millionperyearfor20yearstowardstheimplementationoftherevitalizationeffort.Lynch’sLandingalsopartneredwiththeCitytoinitiatetheFridayCheerssummerconcertseriestogeneratefundsfordowntownredevelopment.
Duringtheplanningprocess,citizensexpressedconcernthattheplanwouldbejustanotherto“collectdust”ontheshelvesofCityHall.Toensuretheplandidnotmeetthisfate,theCitycreatedimplementationlistsofone-year,five-year,andten-yeartotwenty-yeargoals.Theideaofbalanceinpublicandprivateinvestment–usingafewkeypublicinvestmentstoattractprivateones–wascrucialintheimplementationofthesegoals.TheCityfocusedondefiningpublicspacessuchastherestorationofLynchburg’s9thStreetcorridor;thehistoric
Photo courtesy of LuAnn Hunt.
Photo courtesy of LuAnn Hunt.
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courthouseandMonumentTerracerenovation;developmentofRiverfrontPark;andconversionoftheformerJ.W.OuldbuildingintotheDepartmentofSocialServices.MeanwhileLynch’sLanding,privatedevelopersandlocalnonprofitsfurtheredthevisionthroughtheopeningofAmazementSquareChildren’sMuseum,RiverviewsArtistLofts,theAcademyofMusicandtheBluffWalkHotelandConferenceCenter.Thepartnershipsultimatelyledtotherevitalizationofdozensofvacanthistoricstructuresdowntown,aswellastheadditionofhundredsofnewloft-styleresidences,retailestablishments,restaurants,entertainmentvenues,andotherbusinesses.Thedowntownandriverfrontrevivalprocessalsoledtoseveralprojectsnotenvisionedduringtheoriginalplanningprocesssuchasaskateboardpark,anewfederalcourthouseandpostoffice,andarepertorytheater.Theareahasbecomethepermanenthomeforamyriadofeventsincludinganoutdoorsummercinemaprogram,year-roundracesandfestivals.
TheRiverfrontParkwasoneofthekeysincreatinganattractivedowntowntofurtherencourageLynchburg’srenaissance.ItisdowntownLynchburg’s“frontyard”–aspaceforenjoyingday-to-dayencounterswithneighborsinawalkablecommunity–aswellasaplaceforlargepublicevents.These
eventsnotonlydrawpeopletothepark,buttosurroundingbusinesses,makingtheparkaneconomicdriver.Showcasingtheriver’simportantroleintheCityasanatural,historical,andculturalresourceprovidesastrikingopenspaceinthedowntownareathatoffersopportunitiesforrecreation,relaxation,andpublicevents.Connectionstothenaturalworldareprovidedbythepark’selementsofsustainabilityandenvironmentaleducation-includingraingardens,grass-pavervendorareasandinterpretivesignageexplainingtheroleofthesefeaturesinimprovingwaterquality.PlansforRiverfrontParkwereupdatedwiththeassistanceofNelsonByrdWoltzLandscapeArchitectsin2006tostrengthenitscoreelementsanditsconnectiontotherestoftheCity.TheCity’scurrenteffortsfocusonunifyingLynchburg’sdowntownbyincorporatingdistinctpedestrianfeaturessuchasanelevatedsidewalkfromJeffersonStreet,afuture“BluffWalk”corridorconnectionamonganumberofhistoricbuildingsandstrongpedestrianandbicycleconnectionpathstoBlackwaterCreekBikeway.AlloftheelementsofLynchburg’sdowntown-thepark,restoredbuildings,trails,communitymarket,historicdistricts,diverseretailandrestaurantsandotheramenities–cometogethertocreateavibranturbanenvironmentwithinapicturesquenaturallandscape.
Lynchburg’s Renaissance continued
Photo courtesy of LuAnn Hunt.
60
TheCityofLynchburghasbeenrecognizedforitseffortsandsuccesseswithawardsfromtheVirginiaChapteroftheAmericanPlanningAssociation,theVirginiaDowntownAssociation,andthe2006NationalMainStreetAwardfromtheNationalTrustforHistoricPreservation.LynchburgalsowontheVirginiaRecreationSociety’sawardforBestNewFacilityin2001forRiverfrontPark.
TheremarkableresultisLynchburgwitnessedarevivalinitsDowntownandRiverfront-thoughtfulplanninganddeterminedimplementationbroughtnewideas,inspirednewinitiatives,andspurredthegrowthanddevelopmentofthebuiltenvironmentandcommunitypridealike.Newvaluewasassignedtoaplaceoncewrittenoffashopelessasthecommunitycametogethertocreateavisionandworkedtogethertomakeitbecomereality.Residentsandvisitorsonceagainseetheirdowntownastheheartofthecity-asitwasthroughoutmostofLynchburg’srichhistory.TheRiverfrontisnowanintegralpartofLynchburg’sdowntownbecauseoftheculturalattractions,entertainmentvenues,retailestablishments,recreationalopportunities,andresidencesinandnearthepark.Itisatruemixed-usecivicplace–allthankstothecommitmentofafewleaderstoreconnecttheelementsofaspecialplace.
Lynchburg’s Renaissance continued
Showcasing the river’s
important role in
the City as a natural,
historical, and cultural
resource provides a
striking open space in
the downtown area that
offers opportunities for
recreation, relaxation,
and public events.
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ABOUT the Contributors
Kenneth BeyerKennethBeyerbecamethepresidentofthenewlyestablishedPageCountyTreeBoardin1996.TheVirginiaDepartmentofForestryinvitedthetreeboardtoattendtheGovernor’sConferenceonGreenwaysandTrailsinRoanokein1999.Mr.BeyercontactedtheTownofLurayonbehalfofthetreeboardofferingtopaytheregistrationfeeforD.PatrickO’Brien,thetown’sparksdirector.ThisconnectionwasthefirststepinthedevelopmentoftheHawksbillGreenway.
Alisa HefnerAlisaHefnerservesastheseniorprojectmanagerforSkeoSolutions’greeninfrastructurepracticeareas.HeadquarteredinCharlottesville,SkeoSolutionsprovidescollaborativeplanningandtechnicalassistancetocommunitiesandlocalgovernments.Ms.Hefnerhaspioneeredinnovativemethodsforconductinggreeninfrastructureassessmentsandhasprovidedadviceandtechnicaltrainingtomunicipalitiesandnon-profitsonhowtoincorporateagreeninfrastructureapproachintolocallanduseplanning.ShehasspearheadedSkeo’sWalkableWatershedprogram,whichisanintegratedwatershedplanningapproachtoimprovewaterqualityandcommunityhealth.
Terry Holzheimer, PhD, FAICPTerryHolzheimeristheDirectorofEconomicDevelopmentinArlingtonCounty.PriortojoiningArlingtonCountyin1996,heservedasDirectorofEconomicDevelopmentforLoudounCounty.HehasalsoservedastheWashingtonRegionalManagerforLeggMasonRealEstateResearch,Inc.andFieldDirectorfortheNationalLeagueofCities.HeiscurrentlyamemberoftheadjunctfacultyatVirginiaTechintheUrbanAffairsandPlanningprogramandatGeorgeMasonUniversityintheSchoolofPublicPolicy.Mr.HolzheimerhasaPh.D.inPublicPolicyfromGeorgeMasonUniversity;studiedUrbanandRegionalPlanningattheUniversityofMiami;andhasaBachelorofArtsinEconomicsfromtheUniversityofFlorida.HeisaFellowoftheAmericanInstituteofCertifiedPlanners.
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Erik Nelson Erik Nelson is the Senior Planner for the City of Fredericksburg. He is a U.S. Navy veteran and a graduate of the University of California, Santa Barbara (MA in History, 1987). He has specialized in developing and implementing plans that integrate transportation, land use, and natural and historic preservation. He is a founding member and immediate past president of the Central Virginia Battlefields Trust, which has preserved over 800 acres of historic terrain in and around Fredericksburg, land valued in excess of $2 million. He is the founding editor of Fredericksburg History and Biography and also serves on the board of directors of the National Alliance of Preservation Commissions.
D. Patrick O’Brien A native of Rockville, Maryland, David Patrick O’Brien moved to Luray in 1976. He graduated from Luray High School in 1977 and has attended a wide variety of continuing education courses related to parkland management and recreational activity and event planning. Mr. O’Brien has been the Town of Luray’s Parks and Recreation Director since 1983 and is responsible for over 300 acres of parkland. He is most notably recognized for planning, design, and implementation of the award winning Hawksbill Greenway.
Erik C. B. Olsen, PhD Erik Olsen earned a Ph.D. in Industrial & Systems Engineering from Virginia Tech in 2003. Erik spent ten years conducting transportation human factors research for the Virginia Tech Transportation Institute, a university-led research center. In 2008, he became a transportation planner in 2008 for Blacksburg Transit (BT), a department of the Town of Blacksburg, where he solicits citizen feedback, plans new bus routes, assists in acquiring grant funding, and leads a transportation planning internship program for undergraduate and graduate students.
ABOUT the Contributors
63
Timothy M. PadalinoTimPadalinoisDirectorofPlanning&ZoningwithNelsonCounty.HesucceededFredBogerinthepositioninlate2012.Hisprofessionalexperienceincludesruralcommunityplanningandregionalplanning,asset-basedcommunitydevelopment,greeninfrastructureplanning,andlandscapearchitecture.Timisinterestedincollaborativeeffortsthatseektoeffectpositivecommunitychange.Hepromotesaplace-basedframeworkandaninclusive,relationalapproachforplanninganddesigneffortsinordertobestfacilitatemoreprosperous,moresustainable,andmoreenjoyablecommunities.
Leanne Reidenbach, AICPLeanneReidenbach,AICP,receivedaB.A.inAnthropologyfromtheCollegeofWilliamandMaryin2005andaPostbaccalaureateCertificateinHistoricPreservationPlanningfromVirginiaCommonwealthUniversityin2008.ShehasbeenemployedbyJamesCityCountysince2005andcurrentlyholdsthepositionofSeniorPlannerIIwheresheservesasacasemanagerfordevelopmentapplications,aliaisontoNewTownandtheJamesCityCountyHistoricalCommission,andparticipatesinlong-termprojectsandcomprehensiveplanning.
Juliellen Sarver, AICP, ASLAJuliellenSarverisaresidentofMontroseHeightsintheGreaterFultoncommunityinRichmond’sEastEndandhaslivedtheresince2008.Juliellenisaplanningconsultantinprivatepracticefocusingonaffordablehousingandactivetransportation.SheisthepastpresidentoftheGreaterFultonHillCivicAssociationandwasactiveintheearlystagesoftheGreaterFulton’sFutureInitiative.SheholdsaMasterofRegionalPlanningfromtheUniversityofNorthCarolinaatChapelHillandaMasterofLandscapeArchitecturefromNorthCarolinaStateUniversity.WhennotworkingfromherhomeinGreaterFulton,shecanbefoundworkinginhergardenorbicyclingbothnearandfar.
ABOUT the Contributors
64
ABOUT the Contributors
Jason Sawyer, PhDJasonSawyeristheCommunityOrganizerfortheNeighborhoodResourceCenterinFulton,Richmond,andhasbeenworkingattheNRCsinceSeptember2010.HeisaPhDcandidateandAdjunctFacultymemberintheSchoolofSocialWorkatVirginiaCommonwealthUniversity.HisdiverseexperienceincludesaPolicyFellowshipingrassrootsorganizing,policyanalysis,andsocialadvocacywiththeVirginiaInterfaithCenterforPublicPolicy.Communityworkishispassion,andheisgratefulforeverydayhegetstospendworkingwiththepeopleofGreaterFulton.
Louise Searle LouiseSearlespentmostofherchildhoodinwesternLoudounCounty.Sheisa2012graduateofRandolphCollegewithaBAinEnvironmentalStudies.DuringtheSpring2012semester,Ms.SearleinternedfortheCityofLynchburgwheresheinterviewedsources,researchedandwrotethestory–aprojectthatleftherwithastrongconnectiontotheDowntownandtheJamesRiver.LouiseiscurrentlythemanagerofanorganicfarminFauquierCounty.
Virginia Chapter of the
American Planning Association
(APA Virginia)
TheVirginiaChapteroftheAmericanPlanningAssociation(APAVirginia)isacomponentoftheAmericanPlanningAssociation(APA).ThemissionofAPAVirginiaistomakegreatcommunitieshappeninVirginiabyofferingcontinuingprofessional
developmentandothervaluableservicestoourmembersthatwillenablethemtoexcelintheirpractice.Weareover1,500members,comprisedofprofessionalpublic,privatesectorandnon-profitorganizationpractitioners,academics,andstudentscommittedtoraisingawarenessaboutthemanybenefitsplanningoffersasafoundationforeffectivelyaddressingthephysical,economic,andsocialchangesthattakeplaceinVirginia,andtoprovidingeffectiveleadershipinplanningadvocacyreflectiveofadiversegeographyandpopulation.
Chapter Presidents Council
of the American Planning
Association
TheChapterPresidentsCouncil(CPC)isaleadershipcomponentoftheAmericanPlanningAssociation(APA),comprisedoftheChapterPresidentsofeachStateAPAChapter.CompetitivegrantsaremadeavailabletoStateAPAChaptersonasemi-annual
basisforprojectswhichfurthertheCPC’sStrategicPlan,whichalignswiththeAPADevelopmentPlan.TheAmericanPlanningAssociationprovidesleadershipinthedevelopmentofvitalcommunitiesbyadvocatingexcellenceinplanning,promotingeducationandcitizenempowerment,andprovidingthetoolsandsupportnecessarytomeetthechallengesofgrowthandchange.
65
ABOUT the Project Sponsors
66
ABOUT the Project Sponsors
Arlington Economic Development
ArlingtonEconomicDevelopment(AED)isdedicatedtothepreservationandenhancementofaneconomicallycompetitiveandsustainablecommunity,andthecreationofexciting,diverseandamenity-richplacesinArlingtonCounty,Virginia.AEDprovidesvisionaryleadershipandsuperiorservicestoArlington’sbusinesscommunity,itstourismindustryanditsrealestatedevelopment.AEDiscomprisedofthefollowingoperatinggroups:ArlingtonCulturalAffairs,ArlingtonConvention&VisitorsService,BusinessInvestmentGroup,andRealEstateDevelopmentGroup.ServicesProvidedbyAEDinclude:
• Communitydevelopmentupdates
• Competitiveindustrytrendsandintelligence
• Economic/demographictrendsandbusinesstaxandanalysis
• County-sponsoredresearchonemergingbusinessandindustrytrends
• Publicbrandbuildingandexposure
• Awardsnominationandrecognitionopportunities
• Meetingandconferencelocationspecialists
• Sitelocationandexpansionfacilitation
• Benefitsandincentivesforeligiblebusinesses
• Planning,permitting,andzoningliaisonsforcomplexprojects
Rural Planning Caucus of Virginia
TheRuralPlanningCaucusofVirginia(RPC)isanorganizationdedicatedtoidentifying,publicizingandsatisfyingtheuniqueplanningneedsofsmalltownsandruralareas.RPC’spurposeistoprovideaninteractiveforumforruralandsmalltownplanningprofessionalstogatherandshareideasandinformationthatfocusesonruralplanningmattersthataffectVirginia’srurallandsandcharacter.Tofurtherthispurpose,theRPCstrivestoprovideeducationalandprofessionaldevelopmentopportunities;improveruralandsmalltownplanningawarenessamongbothlocalandstateofficials,citizensandotherprofessionalorganizations;andpromotelegislationthatdoesnotresultinanundueburdenonrurallocalities.
67
ABOUT the Project Sponsors
Collected and coordinated by the Virginia Chapter of the American Planning Association from contributions by planners and citizens throughout the Commonwealth.
GENEROUS FUNDING SUPPORT FOR THIS PROJECT HAS BEEN PROVIDED BY: ChapterPresidentsCounciloftheAmericanPlanningAssociation
VirginiaChapteroftheAmericanPlanningAssociation
ArlingtonEconomicDevelopment
RuralPlanningCaucusofVirginia
ManagingEditors:
DavidHoltzman,AICP
JerylRosePhillips,AICP
CopyEditor:
DanielNairn,AICP
GraphicDesignandPrintingServices:
AnthonyNesossis