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

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Shopping

HOMESA

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PLANNERSVIRGINIA

WATERFRONT

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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

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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,contactAlisaHefneratahefner@skeo.com|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,atjes@sarvergroup.comor804-222-1326orJasonSawyer,MSW,CommunityOrganizer,NeighborhoodResourceCenteratJason@nrccafe.orgor804-882-0647.

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