Bath County Comprehensive Plan 2007-2012

8/14/2019 Bath County Comprehensive Plan 2007-2012

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Bath County, VirginiaComprehensive Plan2007-2012


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omprehensive Planath County, Virginiaoard of Supervisors Planning CommissionMillboro District

Clifford A. Gilchrest, Chairman Mike Grist, Chairman

Cedar Creek DistrictPercy C. Nowlin, III, Vice-Chair Lucille Swink

Williamsville DistrictStuart L. Hall Lynn Ellen Black, Vice Chair

Valley Springs DistrictRichard B. Byrd Ernestine Merchant

Warm Springs DistrictJon R. Trees Mary Lynn Riner

County AdministratorBonnie JohnsonCounty PlannerMiranda Redinger

Marsh Witt / Greg Baka

Consultant


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Introduction 1History 4Vision & Values 7Visioning Workshops 10Youth Perspectives 14Perspectives on Agriculture 16

Demographics 19Housing 27Economy 36Government & Finance 39Natural Environment 42Community ServicesPublic Utilities 45Education 56Transportation 62Community Facilities 69Public Safety & Social Services 71

Land Use 76Smart Growth Principles 93

Table of ContentsOverview

Community Development

Land Use Strategies


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INTRODUCTION

Legal Status and Purpose of the Plan

The General Assembly hasdetermined that every municipality in theCommonwealth shall prepare acomprehensive plan and review it every fiveyears. The requirements for and theprocedure by which a Virginia municipalityshall prepare such a plan are contained inTitle 15.2 of the Code of Virginia:

The comprehensive plan shall be

made with the purpose of guidingand accomplishing a coordinated,adjusted and harmoniousdevelopment of the territory whichwill, in accordance with the presentand probable future needs andresources best promote the health,safety, morals, order, convenience,prosperity and general welfare of theinhabitants.

The Code relates that the plan shouldbe general in nature, and serve both as aguide to development as well as a survey ofthe localitys various assets and challenges.It should forecast and prepare thecommunity for future changes, such aschanges in population size, employmentbase, environmental quality, and thedemand for public services and utilities. Itshould also identify local citizens concerns,needs, and aspirations and use them to

establish clear goals for the future. Inaddition, the plan should outline strategiesor recommendations that can be used toaccomplish such goals.

Official Capacity of the Plan

This 2007 Bath CountyComprehensive Plan is an update to the

Countys existing comprehensive plan,

which was adopted in 1999. Upon adoptionby the Board of Supervisors, this new Planreplaces and supersedes the 1999document.

The Plan is not a law or ordinance. Itis a guide for decision making andestablishes policy guidelines for when,where, and how to provide public utilities,change zoning designations, and facilitate,coordinate, and regulate development.

Establishing the general location andtiming of utility extensions is the only policyin the Plan that is implemented uponadoption of the Plan. Other policies are notimplemented directly by the Plan, but shouldbe implemented via future changes to theCountys development regulations. Suchpolicies would include changes to theprovisions of the subdivision and zoningordinances, and plans for capital

improvements.

The Planning Process

Effective planning is a dynamicprocess, one that both considers andattempts to coordinate many local andregional variables at one time. It is bestcarried out by the people of the community.They must make choices, set goals, andchoose the means by which to achieve

them. Generally, in determining the destinyof a locality, the planning process can becharacterized by three questions:

What do we have?

What do we want and why?

How do we get it?

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The development of theComprehensive Plan is a community-basedeffort, one that invites citizens to participateat numerous points along the way. Theplanning process used for the update of thisPlan is summarized below:

Visioning Forum On May 5 and May9, 2005, the Central ShenandoahPlanning District Commission (CSPDC)conducted a brainstorming session forresidents of Bath County to solicitopinions on the current status of BathCounty. The session included a reviewof the Countys perceived strengths,weaknesses, opportunities, and threatsfor both 2005 and the year 2025; aconsideration of what the area may be

like by the year 2025; strategicinitiatives to ensure the areaseconomic competitiveness; andstrategies for carrying out the initiatives.Points of focus were on land use,preserving the environment, financingassistance, industrial infrastructure,business climate, workforce, and qualityof life. Surveys asked participants notonly what the greatest challenges mightbe over the next 20 years and how the

County might implement Smart GrowthStrategies to address these challenges.

Update and Expansion of Base Data The CSPDC staff updated relevanttables and figures from the 1999 Planwith the most current available data.Generally, the new data for BathCounty is presented in a way that eithercompares it geographically to nearbycounties, or historically by year. Many

sections from the 1999 Plan wereexpanded significantly. The data wasintended to be presented in such a waythat the tables and graphs would painta story and that there would be a needfor less written text as is usually foundin many Comprehensive Plans.However, it was determined that thesegraphic elements would comprise aseparate, complimentary document,

and not be included directly in the bodyof the Plan.

Format Changes Each section wasgiven a brief introduction pagehighlighting some of the key trends orchanges in the statistics within that

section. At the end of each section, theGoals and Objectives for that sectionare listed. Other format changesinclude the addition of sections devotedto Youth Perspectives and Perspectiveson Agriculture (meetings held in April2006). The Land Use Section wasgreatly expanded with an emphasisplaced on recommendations for growthmanagement. Also, a section wasadded indicating how certain Smart

Growth Principles could beimplemented that would help theCounty attain certain growth anddevelopment-related objectives.

Series of Community Meetings Interested citizens were requested toparticipate in a series of six (6)community meetings that addressedissues concerning ten (10) topics orsections of the 1999 Comprehensive

Plan including: Demographics,Housing, Education, CommunityFacilities, Economy, Government andFinance, Transportation, Utilities,Natural Environment, and Land Use.Following a kick-off meeting with theCounty and their Consultant inNovember 2005, these regularmeetings were started in December2005 and ran thru April 2006; and inMay 2006, the staff and Consultant also

met with the School Board to furtherdiscuss educational issues. Specialthanks go out to this "ComprehensivePlan Committee the citizen grouplargely responsible for the crafting ofthe goals and objectives foundthroughout this updated Plan.

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HISTORY

On December 14, 1790, Bath County

was created from parts of Augusta,Botetourt, and Greenbrier Counties. Muchlike its namesake, the English resort city ofBath, Bath County was to become a resortland of national reputation because of itsmineral waters. With the formation of theState of West Virginia in the nineteenthcentury, Bath County became one of thewestern boundary counties of Virginia.

Early Settlement Patterns

In the early 1700s, western Virginiawas very sparsely inhabited. In the lowervalley of the South Branch there was a clanof Shawnees, about 150 in total, which wasa significant population concentration at thattime. For Native Americans, the Valley ofVirginia represented a hunting ground. Inorder to attract deer, buffalo and elk, theIndians burned the grass at the end of eachhunting season to keep the area in a

condition of prairie. The bottom lands of theJackson, Cowpasture and Bull Pasture riverbasins were utilized in this manner for muchof the Indians tenure in Bath County.

The European/American settlementof Bath County began during the 1700s. Aswas much of the inland mountainous regionof the Middle Atlantic, Bath County wassettled by members of dissenting Protestantsects escaping religious persecution. The

earliest settlers in Bath County were Scotch-Irish Presbyterians from Ulster, Ireland.Among these first settlers was the family ofJohn Lewis, the father of Bath County.First settling in the area north of Staunton,Lewis moved west into the Cowpasture areain the 1740s. The Lewis family wasfollowed by other large landholders, some of

whose names are still used as place names

such as Jackson and Dickenson.

Between 1746 and 1750, settlersestablished large farms of several hundredacres. Subsequent surveys in 1750 and1755, however, showed that few newlyformed tracts numbered over one hundredacres. Many of these surveys were foralready established landholders or theiroffspring. Historically, the major portion ofthe large tracts has been concentrated in the

more fertile valleys of the Cowpasture andJackson Rivers.

Early in the nineteenth century, BathCounty was beginning to acquire, along withits permanent agricultural residents, anumber of part-time residents who came tothe numerous mineral springs in the County.As early as 1750, Thomas Walker, aphysician, naturalist, and later guardian ofThomas Jefferson, recorded that he found

six invalids using the waters at Hot Springsfor medicinal purposes. In 1766, CuthbertBullit erected a hotel at Hot Springs; portionsof it remained until 1901. Several yearsafter the hotel construction, Bullit petitionedthat fifty of his acres be laid off into lots anda town established. The actual drawing forlots took place in 1794, but the proposedtown did not become a resort center until Dr.Thomas Goode purchased the old hotel in1832. By 1835 there were bath houses,

several rows of cabins, and a reputation forvery good table fare.

In 1880, M. E. Ingalls, president ofthe Chesapeake and Ohio Railway,purchased the Warm, Hot, and HealingSprings. In 1890, he formed the Virginia HotSprings Company, and named the existinghotel at Hot Springs, The Homestead. The

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company constructed a railroad spur oftwenty-five miles to connect Hot Springswith the main line of the Chesapeake andOhio at Covington. The company also madenumerous improvements to the old hoteluntil fire destroyed it in 1901. The presentHomestead was built soon after the fire and

its tower was constructed in the late 1920s.During the early part of World War II, theHomestead served as an internment forJapanese officials from the Washingtondelegations and eastern consulates. Sinceconstruction of the Homestead, Hot Springshas been a major Bath County resort center.

Neighboring Warm Springs, however,was the better known resort in thenineteenth century. Warm Springs was

already a nationally known summergathering place for elite society from theSouth. Planters from the Gulf states, as wellas other distant points, traveled by canalboat and stage coach to the mountain resortfor the summer months. Many well-to-doVirginians also visited the springs for all orpart of the warmer months to partake of notonly the waters, but of the social life as well.Virginians from the Tidewater region, like theplanters from the Deep South, came as

much to escape the yellow fever and choleraepidemics of the lowlands as they did tobathe and socialize. Mountainous BathCounty provided a safe, healthyenvironment for those wealthy enough tomake the long journey for the summer socialseason. The white frame bath houses thatstill remain are visual reminders of WarmSprings nineteenth century prominence.Other springs such as Healing Springs andBath Alum attracted limited numbers of

summer residents in the early nineteenthcentury, but Warm Springs remained theprime resort of the area for the rest of thecentury.

Bath County, like neighboringHighland County, has been a grazing regionfrom its earliest days. The large river farmscomprised nearly all of the tillable land inBath County and gave the County a more

aristocratic social structure than mostmountainous areas. Hunting, instead offarming, however, was the basis oflivelihood for a number of early Bath Countyresidents living in the areas least suited tofarming. Hunters had access to plentifulgame (especially buffalo, bear, and turkey).

Skins sent to seaports, as well as the bountyfrom killing wolves, provided a reliable cashreturn for Bath County hunters.

The first dwellings in the Countyconsisted of small log cabins with the roofsmade of long riven shingles held down byweight poles. Later homes were made ofhewn logs, and many were covered withframe siding. A few wealthy planters builthigh-style brick houses such as the Greek

Revival house at Hidden Valley.

Because Bath County has attractedvisitors since the early nineteenth century, ithas escaped the isolation of manyAppalachian counties. Through the yearsmany families have built fine homes or rusticcottages to use as part-time dwellings.Historically, there have been threegeneralized groups of people in the County:a small number of farmers, tourists and

second-home residents, and a laboringclass that primarily provides services fortourists and part-time residents.

Historic Landmarks

Each of the periods of Baths colorfulhistory has left the County with a number ofhistoric buildings and sites. If not identifiedand preserved, historic sites are often lost toposterity through deterioration and neglect.

Based on information obtained fromthe former Comprehensive Plan, as well asthe Bath County Historical Society, Inc., 49significant historical sites have beenidentified throughout the County. Thesesites are listed below. To date, seven BathCounty sites have been designated as bothState and National Historic Landmarks.These are Warinickton Hidden Valley Farm,

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Gristmill Inn Springs, Warm Springs BathHouses and Pools, Homestead Hotel,Homestead Dairy, Sitlington House, and theOld Millboro School. The Countyacknowledges the important role historicallandmarks play in benefiting the areasculture, economy, and tourism industry and

encourages local preservation initiatives.Refer to Tools for Preserving BathCountys Rural and Historic Character inthe Land Use chapter of this Plan.

Bath County Historic Landmarks* Included on the Virginia Landmarks Registerand the National Register of Historic Places

1) Back Creek Bridge2) Gatewood House

3) Lake Moomaw

4) Cameron Clerks Office

5) Folly Farm

6) Bacova Church

7) Bacova Houses

8) Bacova Post Office

9) Mayse House10) Warinickton Hidden Valley Farm*

11) Bath Courthouse & Sheriffs Office

12) Bath County Historical Office

13) Gristmill Inn Springs*

14) Anderson Cottage

15) The Chimneys

16) Tannery and Shields House

17) Christ Episcopal Church18) Warm Springs Presbyterian Church

19) Warm Springs Inn

20) Warm Springs Bath Houses & Pools*

21) Oakley Farm

22) Boxwood Farm

23) Gramercy Farm

24) Maple Ridge

25) The Homestead Hotel*

26) St. Lukes Episcopal Church

27) Shrine of the Sacred Heart

28) Virginia Hotel

29) Homestead Dairy*30) Malvern Hall

31) Healing Springs Hotel

32) Mustoe House

33) Virginia Hotel Bolar

34) Bath Alum House & Barn

35) Mclung House & Store

36) Williamsville Presbyterian Church

37) Green Valley38) River Uplands

39) Big Bend Farm

40) Windy Cove Presbyterian Church

41) Windy Cove Farm

42) Fort Lewis

43) Sitlington House*

44) Nimrod Hall

45) Camp Mont Shenandoah46) Millboro Springs Girls College

47) Old Millboro School*

48) Rock Rest

49) Wilderness Farm

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VISION AND VALUES

In order to plan effectively, it isessential that Bath County not only learnfrom past mistakes, but also take inventoryof where it is today, versus where it wouldlike to be in the future.

Bath County:Where We Are Today

We see today that we reside in abeautiful, peaceful County that is well known

for its popular tourist attractions and naturalenvironment. We see an area rich in historythat has evolved as the region hasprospered. In addition to tourismopportunities, we see Bath County as a focalpoint for many diverse cultural andrecreational activities, as well. We takepride in our small-town friendliness and ourstrong sense of community. We are pleasedwith the overall quality of our localgovernment and the services it provides at

relatively low costs.

Like most communities, we also seethat we are in need of improvements. Wewant to ensure the continuation of qualityeducation for our children, and areconcerned about maintaining and paying forhigh quality education. Maintaining ahealthy supply of local jobs is important tous so that our young people can remain inBath County if they desire. We are also

concerned about the number of familiesliving below the poverty level. We see theneed for more childcare and elderly careprovisions within the County. We see theneed to diversify our employment base,while maintaining tourism as an importanteconomic sector. We see that unmanagedgrowth can degrade our natural environmentand rural character, but that a lack of growth

can mean a loss of economic opportunityand stagnation. It is important that weachieve and maintain balance in oureconomic and land use strategies. We seea great deal of energy in our County, andtake pride in Bath as it exists today, as wellas in what we want it to become.

Bath County:Where Tomorrow Will Lead

According to community discussion,four interrelated themes make up the keysuccess factors for Baths future. For someresidents, one issue may stand out abovethe others. For some, this issue may beemployment. For others, the overridingissue is the continued protection of theenvironment and the rural areas. For some,education is the basic foundation for beingable to achieve everything else. It is thisdiversity of priorities that makes us a vital

community. Regardless of our individualpriorities, however, four themes evolvedfrom public discussions. They include:

Land use/environmental balance

Economic opportunity

Social well being

Educational quality

Our challenge is to integrate and balance

these themes so as to maintain a cohesivewhole in our County. Although the purposeof this Comprehensive Plan is to focus onour immediate community, we acknowledgethe importance of thinking regionally whenplanning for the above. The followingprovides a more in depth discussion of thefour visioning themes.

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LAND USE/ENVIRONMENTAL BALANCE

Well-planned, balanced developmentis what we seek for Bath County. Wevisualize strong, centralized cores (HotSprings, Warm Springs, and perhaps other

planned growth areas) that act as magnetswithin the County. Future development willgrow out gradually from these cores. Bycentralizing growth, surrounding rural areascan be left to remain predominantly greenand open for farming, recreation, andconservation and will also allow us to retainthe small-town atmosphere we now enjoy.We want any future growth to strengthen ourexisting communities and neighborhoods,rather than compete with what already

exists. Growing within the limits of ourresources is essential as we seek to balancedevelopment with the natural environment.Our valuable water resources, in particular,must be conserved and protected. Airquality, too, is essential to maintaining thehealth and beauty of our County. Beautyand aesthetics, including preservation of ourhistoric character and conservation of ournatural resources are vital to us. We wantBath County to remain attractive and

distinctive, and by protecting the Countyshigh quality of life, we expect to continue toattract visitors and new residents.

Strategic Questions

In judging how effectively we areplanning for our future, we will ask ourselvesthe following: Are we . . .

protecting our historical and

cultural heritage? strengthening our existing core

areas? building on established areas? planning for potential future

growth? protecting the rural areas and

open space? maintaining a human scale?

encouraging new growth tocomplement existingdevelopment?

protecting our natural resources? improving the aesthetics and

beauty of our community? maintaining those qualities that

make us attractive to residentsand visitors?

working within the larger region?

ECONOMIC OPPORTUNITY

The condition of the overall economydetermines the availability of jobs, the sizeof the tax base, and the means by whichindividuals, families, businesses, and publicinstitutions are able to afford the type of

community we envision. Diversifiedeconomic growth will provide the Countywith more stable jobs, better salaries, andmore opportunity for our children to stay inthe area to work. A diversified economy willcontain a significant portion of communitybased and locally owned businesses,including technology, agriculture, and artsand crafts. It will also keep the County wellpositioned for advances in technology.

Strategic Questions


maintaining steady lowunemployment?

providing a mix of jobopportunities for people of variousskills/educational levels?

maintaining a strong tax base? retaining and supporting existing

businesses? encouraging new locally-owned,

small business/industries? capitalizing on tourism and local

involvement with the VirginiaWestern Highlands TravelCouncil?

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supporting traditional agriculturalbusiness?

supporting the economic role ofartisans and craftspeople?

targeting those types ofbusiness/industry which cancontribute the most to the area?

participating in regional economicand job development/trainingapproaches?

Utilizing local funding adequatelyand efficiently?

SOCIAL WELL BEING

Since the residents of Bath Countyform the foundation of our society, providingthem with the best possible quality of life is

important. We want to maintain the highquality of social services currently availablein Bath, and assist needy individuals inobtaining relief against poverty. We willcontinue to participate in funding assistanceprograms that allow residents access toavailable, affordable housing. We want toprovide our children with suitable daycareopportunities and our elderly residents withappropriate options for living out their lives inBath County. In addition, we understand the

importance of maintaining planned, age-appropriate activities that meet the socialand recreational needs of our residents.

Strategic Questions


increasing the number of households

able to rise out of poverty? narrowing the gap between the least well

off and the most well off households? increasing the supply of affordable

housing? providing appropriate social/recreational

programs for the general public? addressing the needs of special

populations?

supporting cultural and recreationalopportunities for all?

EDUCATIONAL QUALITY

Quality education has been astrength in our County and we seek to

continue that. We want to maintain overallquality while addressing the needs ofdifferent types of students those going onto college and those going directly to jobs;the pre-schooler, the adult learner and thecareer changer; those who find learning tobe difficult and those who need to bechallenged. Keeping our public schoolsmatched with our communitys needs, andproviding adequate funding for educationare challenges now and will be in the future,

as well. The majority of our localgovernment budget will continue to go intoeducation, so we must be certain that localeducational programs continue to providethe County with significant returns, and aresupportive of the economic and socialelements of the County.

Strategic Questions

In judging how effectively we are

planning for our future, we will ask ourselvesthe following: Are we . . .

challenging all learners to theirhighest potential?

addressing the needs of both thecollege-bound and the job-boundstudent?

addressing pre-school as well asadult learner needs?

providing specialized services for

those who need them? fully utilizing school facilities? linking public education at all

levels with community needs(parents, employers, communitygroups)?

continuing to pursue moreeducational funding assistancefrom the State?

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VISIONING WORKSHOPS

On May 5th and 9, 2005 Visioningworkshops were held with the assistance ofthe staff and the CSPDC to solicit input fromthe public to hear what issues in thecommunity were on the minds of thosepeople who participated in the workshops.To summarize that public comment, the keyresponses, particularly those that hadrecurring themes, are listed below.

Following the completion of the

workshops, the Comprehensive PlanAdvisory Committee went over the results ofthe Visioning workshops again withassistance from the CSPDC. They wereasked to take these issues intoconsideration as they prepared the Goals,Recommendations, and Strategies. Theresults were used as background data theCommittee used as foundational material fortheir recommendations.

A key purpose of some exercisestypically used in visioning workshops is toengage participants to approach discussionof local issues from a perspective of howchange will affect the community over thelong run. The Comprehensive PlanAdvisory Committee reviewed and gaveconsideration to all comments made at theintroductory visioning workshops; andhence, many of these issues wereincorporated into the Plans Goals and

Recommendations.

Community Values

When asked what people valuedmost today about Bath County, several ofthe top responses included (in descendingorder):

rural quality of life school system community support people nature wildlife, and good neighbors who care.

Bath County was seen as a specialplacebecause of the following factors:

quality of life peaceful wide open spaces healthy air low crime rate no huge superstores very few housing developments beautiful Homestead resort privately owned businesses, and hunting.

Strengths & Weaknesses

Some of the Countys greateststrengthswere typified by:

recreation knowing your neighbors environmental conservation relatively untouched landscape low crime wildlife the Garth Newel Music Fair no stoplights outstanding history the rural setting fresh water, and camping and fishing.

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Participants identified some of theCountys weaknessesas follows:

not enough residential planning lack of strong employment no long-range land use plan lack of affordable housing passive citizen involvement blighted areas lack of available healthcare lack of public utilities loss of tax revenue due to

extensive publicly owned land the high cost of property, and having five phone systems in the

County.

Opportunities & Threats

Some of the key future opportunitiescited by participants were:

special events cottage industries building trades and trade schools targeted tourism use of technology entrepreneurs/small business promoting recreation the Homestead Preserve

development, and investigating niche agriculture.

However, the greatest threats wereperceived as:

unrestricted growth anddevelopment

lack of planning and failure tofollow Comprehensive Plan

the loss of scenic beauty increase in taxes franchise businesses lack of affordable land and

housing increase in crime impact upon our quality of life options for the elderly to remain

local increased traffic, and inability to retain our young people

Visioning the future of Bath

Participants were asked to envisionwhat Bath County would look like in 20years. Responses included:

heaven on earth abundant forests and wildlife clean water small population increase vital agriculture privacy is a reality model vocational school, and still no stoplights.

Development would occur in thrivingsmall villages. Safety, health and welfare ofcitizens are a top priority. The County has amodel historical preservation district.Craftsmen/tradesmen are in demand outsideof the County. Mom & Pop businesses stillthrive. Strip malls do not overrun theCounty. We have improved health care andeffective social services. Clustereddevelopment is encouraged and greenspace is preserved.

The future economy of Bath Countyrespects beauty, outdoor recreation (huntingand fishing), and consists of a non-invasivetourism (day/cottage renters and Homesteadvisitors etc., not large bus groups). Oureconomy helps to recruit teachers, expandslocal farming jobs, creates high-techmanufacturing jobs for the next generation,and sees an overall increase in incomethrough a strong and more diversified jobbase. Family farms remain protected andalternative energy sources are explored.

Well-known accomplishments in BathCounty 20 years from now would include:

better infrastructure and utilities(additional water, sewer, internet,and road improvements)

strong comprehensive zoning plan preservation of farmland more conservation easements increased job opportunities next generation retention

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affordable housing availability carefully-managed development diversified employment tax relief for people who need it good hospital/healthcare, and small private businesses that are

not overrun by franchises.

The Character of our Villages

Twenty years from now, our villageswill be typified by the following individualcharacteristics and differences notedbetween these unique communities:

Hot Springs - Retail- Residential

Bacova - Remain residential- Selective growth aroundexisting area- Expand small manufacturingand light industrial

Mitchelltown - Commercial- High density residential

Millboro - Industrial park- Railroad access

- Small, clean industry tied toarea- Tourism- Biotechnology

Burnsville/Williamsville- Rural, residential farms- Forests- Additional recreationalfacilities

Warm Springs- No major changes cited- Remains seat of government

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At the conclusion of these visioningsessions, participants were asked to placecolored stickers by the short and long-termissues that were of primary concern to them.The following is a summary of these votes:

Long-Term: avoiding sprawl/development

and preservation of balanced growth (22),controlling growth (12), planneddevelopment (11), follow ComprehensivePlan (11), affordable housing (7), BathCounty Airport investment (3), education (2),strong diversified economy (2), protect ruralcharacter (1), education (1), agriculturalpreservation (1), promoting environmentaleconomic opportunities (1), job creation (1),invest in infrastructure (1), school budget(1). The items that did not receive any votes

were affordable healthcare, team building,technology, increase size of high school,emergency services/law enforcement,retirement home for elderly, specializedagriculture products/markets.

Short-Term: finalize Comprehensive Planand look at Land Use Regulations (19), stopfurther development (16), write aresponsible Comprehensive Plan (12), stophousing development (9), support privately

owned businesses over chains (3), parking

deck in Hot Springs (2), seeking out anddrawing in businesses for citizen amenitiesand employment (2), providing extendedwater and sewer services (2), specify limitsto growth (1), affordable housing (1), set thereal estate tax rate (1), freeze developmentuntil the Comprehensive Plan is in place (1),

Individual attention to natives (1), addressaffordability (1), larger lots in non-growthareas (1), housing and programs for seniors(1), increase availability of health care (1),understand effects of change (1). The itemsthat did not receive any votes were CedarCreek and Millboro Springs water andsewer, elect officials that will support citizenagenda, expand job opportunities, traffic inHot Springs, encourage/support things thatalready work well here, no stoplights/strip

malls, and maintaining open fields/landsalong corridors.

From these tallies, it becomes clearthat the major concerns for the future vitalityof the County center around constrainingand controlling development throughthorough Land Use Regulations and carefulplanning.

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YOUTH PERSPECTIVES

In April 2006, the County staff and theCountys Consultant met with students fromfour different Civics classes at Bath CountyHigh School to discuss their views, get theiropinions on the future of the County, andtheir perspectives on whether they seethemselves as part of Bath Countys future.

Often Comprehensive Plans can bewritten in a vacuum that does not take intoaccount the views of our young people who

will be tomorrows leaders and taxpayers.Participants included classes with seniors

just weeks away from their owncommencement and freshmen justunderway with their high school experience.This section is a summary of the responsesgiven by students.

Bath County Today

Students were asked the things they

like the most about Bath County. Thepositive aspects included: leaves, nature,wildlife, quiet, safety, no streetlights,nighttime stars, hunting & fishing, small townfeel, not a large number of homes, not manysubdivision lots, mountains, lack of violence,and a sense of community.

Students listed the following items asthe things they didnt like about Bath County:lack of jobs, activities, competition, and

restaurants, having to travel far to get toamenities, traffic generated by tourists,gossip, and boredom.

Participants were then asked whatthey would like to see changed and theresponses were varied, but centered aroundincreasing the number of recreational,social, and employment opportunities for

young people, and on broadening access totechnology, diversity, and health care.

The Outdoors

Despite some criticism, students were alsopositive about the quantity and quality ofrecreation activities here. Many enjoyhunting and fishing, hiking in the mountains,and the great outdoors.

Overall, students thought that theCounty does a good job of protecting theenvironment. They referred to the size ofthe national forests and park lands that areprotected. Students wanted to see that boththe natural scenery and the small-town feelwere preserved and maintained. Most areasare generally clean and should continue tobe maintained.

The Economy

Students indicated that most of thelocal businesses are youth-friendly. Manywere especially appreciative forsnowboarding at The Homestead. But,many of them reflected that there reallyarent many places for a young person to go,echoed by Theres just not much to dohere.

Most seniors had part-time jobs.

About of the students who had part-timejobs worked at The Homestead, which paysa fairly standard hourly wage. Manystudents voiced concern about not havingthe jobs they desire to keep them here.

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Education

Perceptions were very favorablewhen students were asked if the schoolsystem is doing a good job at teaching andequipping them for future careeropportunities. Many felt that most teachers

care very much about teaching the studentsand come to class well-prepared.

Overall, most respondents said thereare enough electives and classes forvocational trades available. The Vo-techclass was cited as a good program, but alsowas cited for not having a lot of variety tooffer. However, it was pointed out that manyclasses suffer from too low of enrollment orget cancelled.

Career fields that seniors will enterincluded the following: cosmetology,criminal justice, electrical, engineering,psychology, agriculture, landscaping,botany, zoology, veterinary, biology, law,and nursing

Requests for additional electives andprograms included local welding, AdvancedPlacement classes, business management,

graphic arts, music, drama, engine repair,and a track.

The Future

Many students expressed a desire tocontinue to live in Bath County as theybecome adults, but a few said they dontwant to come back. The general consensuswas that they would like to see it remain asmall, safe community, with more activities

and better education. Some said stayinghere could depend on the ability to get ahigh-paying or desirable job.

Housing

One of the most significant concernsof the students was their apprehension

about a lack of affordability. Most thoughtthey would not be able to buy a home in theCounty citing recent land speculation andsales as driving up prices, making it lessaffordable one day for them to own their ownhome if it wasnt a family home or familyland. Many thought they would have to rent

an apartment or maybe a house. Some saidthey would live in a trailer, due toaffordability. Many werent sure how toassess the issue right now with just a part-time job and given their age-bracket. Somewere upset that people rarely use their(second) homes here and that they often sitidle for most of the year.

Having a greater number of housingoptions available (i.e. some smaller

houses or apartments) would interest manyof the younger people and make them morelikely to want to stay in Bath County.However, nearly everyone had concernsthat they did not want to live too close totheir neighbors, and privacy could be atstake.

When a cluster housing scenariowas presented to them, some liked thelarger lot scenarios better. However, when

further discussion revealed that density canactually preserve open space, theconversations shifted to preservingviewsheds and tree retention, as opposed toconcerns about smaller lot sizes.

Traffic Lights

This subject provoked probably thestrongest reactions. Many students did notwant to see the first stoplight come into the

County. Some thought if public safetywarrants a stoplight, then one should go in,if absolutely necessary. Mathews Countyand Bath County were cited as two of theonly counties known in Virginia without astoplight. Most students just wanted to keepit that way.

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PERSPECTIVES ON AGRICULTURE

In April 2006, the County staff and the

Countys Consultant met with landowners oflarge agricultural properties and othercitizens interested in the preservation ofagriculture and/or large acreage landparcels.

Landowners were asked for theirperspectives on the current status of farmingin Bath County and what they see for thefuture of farming in the County. Participantswere also asked to share their views about

obstacles or impediments to successful localfarming operations along with theirpreferences about future residential growthscenarios.

The staff distributed notices to thecommunity and received local presscoverage (i.e. newspaper and radio) tohelp promote the community meeting thatfocused on agricultural concerns. A widevariety of landowners were represented with

longtime County residents and newcomersalike, exchanging their opinions andknowledge of land issues affecting the localcommunity.

Present Issues

Landowners identified some of thebiggest issues they face as enduring a lowReturn-on-Investment (ROI) -- maybe 1 -2%per year in some types of farming; higher

costs of farming in recent years (includingmore expensive fertilizer, tractors, bailers,diesel (fuel oil), and fencing (steel).

While concerns about a low ROI werecommon, it didnt appear to add to thepressure for large acreage landowners tosell their land (at least in Bath County).

Agriculture as a Livelihood

Very few large landowners rely onfarming for their livelihood due in part to aconcern that there is no local manual laborworkforce available, an essential componentof growing crops for cultivation.

Most respondents indicated that thesale/growth of local produce would bedesirable if they could locate buyers for theproducts. A big demand by local chefs

exists for high quality salad greens atrestaurants. Additionally, new demographictrends in the County may lead to anincreased demand for a farmers market.One big drawback is the local climate. BathCounty has a very short growing season.

Various alternative types ofagriculture could be exploited to enhancethe viability of local farmers and possiblyincrease their numbers. Organic beef, which

has an increased demand, especially amongyounger consumers, is a possibility, but thepotential drawbacks include a highermortality rate because these cows dontreceive antibiotics.

The topography and terrain in theCounty lend itself well to growing grapes foruse as a vineyard. However, the sometimestroublesome soil conditions and coolerclimate could be drawbacks.

Another obstacle to increasing theproduction of agricultural acreage in BathCounty is the lack of adequate grass feedthat farmers have to finish adult cattle.Farmers here can raise young cattle, buthave to send them off to finishing lotsthereby cutting into their revenue potential.This is because local cattle often need to be

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sold at ~850 lbs., not 1200 lbs (which is amore optimal weight to seek market prices).This problem is somewhat alleviated, but nottotally remedied by utilizing animal rotation(akin to crop rotation) in their fields.

Many landowners realized to be

profitable we have to produce a value-addedproduct. For example, in order to finishcows in Bath County, we would need toefficiently grow grain here.

Marketing our County Farms

There are a number of ways that BathCounty could become a specialty fooddestination.

Many people prefer organic foodsthat are high-quality and in high demand.The Slowfood Society promotes foodgrown naturally (i.e. - slowly). Participantsalso identified a high demand for goat meat;but the key drawback is that goats are verydifficult to raise and keep. Growing ostricheggs for commercial sale was evensuggested.

Education about the benefits and

growing methods of organic foods was seenas a key need. Virginia Tech extensionagents are an excellent community resourcethat should be called upon. The college alsohas a state wine expert who could visit hereand evaluate the local potential. Also,quantifying the marketability of products in aField-to-Table program would be helpful.An obstacle to growing crops is dealing withthe costs, maintenance, and labor ofproviding adequate fencing to keep deer and

other animals out.

Here in Bath County, the HomesteadPreserve has recently established a trustfund for local grants to re-invest in thecommunity. In order to help our localfarmers with the productivity of their ownlands, the County or individuals could seekgrants to help with growing organic foods.

Growing produce is very labor-intensive. But, fuel crops, such as growinggrains for biodiesel or ethanol, can beinvestigated further.

In addition, a group of local cattlefarmers in Bath and Highland Counties have

banded together to form a co-op to sell theirown beef.

Property Values

Landowners are feeling the pressurethat rural land preservation is threatened byhigher taxes. While Bath County haspreviously considered adoptingAgricultural/Forestal Districts (AFDs), thereis concern that AFD preservation will

consequently lead to the increase of taxeson all other lands. Assessments went up anaverage of 48% in the County during thepast year. Some landowners said recentsales at very high dollar amounts were toblame and the assessments becameskewed.

Respondents felt that the Countyshould identify the biggest problems first andaddress them. To accomplish this, it was

suggested that the potential revenue loss (intotal dollars) if Agricultural/Forestal Districtswere instituted should be identified.

In recent years, increasedassessments have resulted in addedpressure on local farmers already dealingwith a low return-on-investment. Land UseTaxation offers some relief for the situation,but local farmers are still faced with adifficult cycle to manage. The cycle goes

something like this:

Recent (higher priced) land sales Increased Assessments Difficultyin Paying Taxes IncreasedPressure to Sell the Land MoreFarmland Being Cut-Up LessRural Preservation

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The key issue facing Bath Countyand the preservation of its farmland is howcan some of the land be developed in theCounty in such a way our current citizenscan still afford to live here? How the landdevelops is critical to the survival of thefarmlands and the endurance of the farming

industry. If the changes in adjoining landvalues to existing productive farms dontprice people out of their own homes/farms,then that is a good first step. Butfurthermore, as the County plans for newutility areas and growth areas, we need tobe mindful not to spoil our scenic viewsheds.

Future Growth Scenario

The County currently gets about 50

building permits for new homes per year. Inorder to aid farming efforts in the County inthe future, the vast majority of these 50houses should be focused in and aroundcertain areas planned for growth and/orhigher densities rather than promoting

random growth in the more outlying areas ofthe County. Areas planned for slightlyhigher densities might be at or near anintersection of two roads, at a village oradjacent to other subdivisions and/or areaswith existing or planned public utilities.

When the County guides the majorityof new subdivision growth as stated above,we are effectively planning for areasplanned for higher densities and near otherconveniences or public uses, resulting in anefficient form of growth.

This is a preferable alternative to thehaphazard scenario where 50 houses/lotswould be located in scattered subdivisionsrandomly located throughout the County,

resulting in no one area experiencing well-planned, compact growth, and a largernumber of properties facing growthpressures from adjacent parcels of land andtheir increased land values.

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Demographics

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DEMOGRAPHICS

An understanding of past, present,and future demographic trends provides theessential framework for community planning.Familiarity with such trends helps us plan forfuture land use needs, as well as for publicservices and facilities. The followingdemographic review will help guide ourpolicy-making decisions for communityissues such as the following: Will there beincreased need for more residential zoning

in the near future? How many children canwe anticipate will enroll in our schools? Willthere be more demand for active or passiverecreational activities?

General Population

Historical Trends - Having a peakpopulation of 8,137 people in 1930, BathCounty experienced the majority of its 20thcentury growth during the 1920s. With the

onset of the Great Depression, however, theCounty steadily lost population for fourdecades. The 1980 Census reported atrendreversal, however, in which populationincreased by 12.87 percent to 5,860. Thisincrease was due, in large part, to theconstruction of Virginia Powers PumpedStorage Station. As the project nearedcompletion, population decreased again inthe mid-1980s. According to annual

population estimates, produced by theUniversity of Virginias Weldon CooperCenter for Public Service, Bath Countyexperienced a minor population increase of2.10 percent between 1990 and 1997.Since these estimates are based on datasuch as local tax returns and school

enrollment, the current trend (indicative of aslight population increase in the 1990s) willneed to be verified in the 2000 Census.

Population Projections According to thelatest projection publication, released by theVirginia Employment Commission in 1993,Bath Countys population is actuallyanticipated to decrease to 4,501 by the year2000. Such a decrease would represent a

9.98 percent decline from the 1993 estimateused in the projection study. Projections forthe years 2005 and 2010 depict decreasesof 10.00 percent and 10.04 percent,respectively (from the 1993 estimate).Because the 1993 projection model used bythe Employment Commission is somewhatdated, projections should be interpretedconservatively.

YEAR POPULATIONNUMBER

CHANGE

PERCENT

CHANGE

1900 5,595 - -

1910 6,538 943 16.85%

1920 6,389 -149 -2.28%

1930 8,137 1,748 27.36%

1940 7,191 -946 -11.63%

1950 6,296 -895 -12.45%

1960 5,335 -961 -15.26%

1970 5,192 -143 -2.68%

1980 5,860 668 12.87%

1990 4,799 -1,061 -18.11%

2000 5,048 249 5.19%

Projected2010 5,100 52 1.03%

2020 5,300 200 3.92%2030 5,400 100 1.89%

Source: U. S. Census 1900-2000, U.S. Bureau of Census.

Population Projections - Virginia Employment Commission, 2003

Table I-1Bath County

POPULATION CHANGE1900 to 2000 & 2010 - 2030 Projections

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T

Figure I-1

Bath County

POPULATION CHANGE1900 to 2000 Historical + 2010 to 2030 Projections

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

1900

1910

1920

1930

1940

1950

1960

1970

1980

1990

2000

2010

(Proje

cted)

2020

(Proje

cted)

2030

(Proje

cted)

Population

Source: U. S. Censuses 1900-2000, U.S. Bureau of Census. Population projections for 2010 - 2030 from Virginia Employment Commission , 2003

1980 figures and subsequent reduction in 1990 are a reflection of the Pump Storage Station construction.

HThese projections indicate relatively

significant amounts of decline in Bathsfuture population, more so than insurrounding counties and the State. Itshould be noted, however, that projected

figures have varying degrees of reliabilityand are used merely to provide insight as towhat could happen to population numbers inthe absence of any major demographicshifts. Fluctuating trends in economic andliving conditions can significantly affectfuture population growth patterns, as canlocal planning and policy activities. To asignificant degree, population growth caneither be encouraged or discouraged bylocal governments.

Migration Factors

Aside from annexation, there are twoways in which a community can maintainpopulation growth. One is by maintaining ahigher number of births than deaths (naturalincrease), and the other is by having newresidents move in from elsewhere(migration). From 1990 to 1995, Bath

County appeared to be making most of itspopulation gains as a result of migration.

Generally, when population increases areprimarily the result of migration one or more

push-pull factors are at work. These mayinclude family, job availability, housingaffordability, educational opportunities, orcultural/recreational outlets.

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Population Distribution

Among counties, Bath has the thirdsmallest population in Virginia. TheCountys small population, coupled with arelatively large land area, results in a verylow population density. With the exception

of Highland County, Bath had the lowestpopulation density (9.0 persons per squaremile) among surrounding counties. Averagepopulation density for the State was morethan 17 times that of Bath County at thebeginning of the decade.

COUNTY YEAR POPULATION

AREA IN SQUARE

MILES**

PERSONS PER

SQUARE MILE

Bath County 1990 4,799 531.9 9.0

2000 5,048 532.0 9.5

Highland County 1990 2,635 415.9 6.3

2000 2,536 416.0 6.1

Alleghany County 1990 13,176 445.9 29.5

2000 12,926 445.0 29.0

Craig County 1990 4,372 330.1 13.2

2000 5,091 331.0 15.4

Giles County 1990 16,366 357.9 45.7

2000 16,657 357.0 46.7

Source: U.S. Census, 1990 - 2000.

* 1990 population reflects final counts and differ from orig. counts published in 1990 Census publications.

**2000 data was rounded by the U.S. Census Bureau.

Table I-4

POPULATION DENSITY

1990* - 2000

Various Counties

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

Alleghany Bath Craig Highland Rockbridge

County

Figure I-2

Population Density

Bath and Neighboring Counties

Source: U.S. Census, 1990.

Figure I-2 displays Bath Countys

population breakdown, as well as populationdensity, by Census block groups. Asillustrated, population distribution is greatestin block groups which correspond to theWarm Springs Valley area, Mountain Grove,and the area surrounding Millboro. Thenumber of people residing in these threeblock groups represents approximately 60percent of Baths total population.Population density, however, is greatest in

22

0

5

10

15

20

25

30

35

40

45

50

Bath County Highland County Al leghany County Craig County Gi les County

PersonsperSquareMile

1990

2000

Figure I-2

Population Density of Neighboring Counties

Source: U.S. Censuses 1900 - 2000, U.S. Bureau of Census


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the block group with the smallest size(barely more than 22 square miles).

Population Characteristics

Age - Age is an essential tool of communityanalysis because so many of an individuals

needs and behaviors are life-cycle related.Baths median age increased significantlyfrom 33.1 in 1980 to 39.3 in 1990, while theState median age increased from only 31.0to 32.6.

Trends in Bath Countys agedistribution represent a relatively mature agestructure that is continuing to grow. WhileBath Countys overall population decreasedby 18.1 percent between 1980 and 1990,the number of persons aged 45 to 54 years

increased by 16.10 percentBetween 1980 and 1990, Bath

experienced a 23.80 percent decline in thenumber of children under the age of five.Additionally, Bath saw notable decreases inthe number of individuals of child-bearingage. Regardless of the reason for decline,the total number of young children in Bathcan be anticipated to decrease over the nextfew years. Such decreases may ultimatelyimpact school class size well into the twenty-

first century. However, School Boardprojections for the near future indicate stableenrollment figures.

The preceding trends are likely theresult of an in-migration of retirees, theincreasing life span of all residents, and theout-migration of young adults.

Age Group Number Percent Number Percent Number Percen

Under 5 340 5.8% 259 5.4% 222 4.4%

5 to 20 1,429 24.4% 961 20.0% 927 18.4%

21 to 24 412 7.0% 259 5.4% 190 3.8%

25 to 44 1,699 29.0% 1,322 27.5% 1,426 28.2%

45 to 54 577 9.8% 670 14.0% 754 14.9%

55 to 59 326 5.6% 299 6.2% 353 7.0%

60 to 64 284 4.8% 283 5.9% 332 6.6%

65 to 74 437 7.5% 422 8.8% 515 10.2%

75 to 84 292 5.0% 266 5.5% 250 5.0%

85+ 64 1.1% 58 1.2% 79 1.6%

Total 5,860 100.0% 4,799 100.0% 5,048 100.0%

Source: U.S. Censuses 1980-1990-2000, U.S. Bureau of Census

Table I-5

Bath County

AGE GROUP CHARACTERISTICS AND CHANGE

1980 to 2000

1990 20001980

23

Age Group Number Percent Number Percent Number Percent

Under 5 -81 -23.8% -37 -14.3% -118 -34.7%

5 to 20 -468 -32.8% -34 -3.5% -502 -35.1%21 to 24 -153 -37.1% -69 -26.6% -222 -53.9%

25 to 44 -377 -22.2% 104 7.9% -273 -16.1%

45 to 54 93 16.1% 84 12.5% 177 30.7%

55 to 59 -27 -8.3% 54 18.1% 27 8.3%

60 to 64 -1 -0.4% 49 17.3% 48 16.9%

65 to 74 -15 -3.4% 93 22.0% 78 17.8%

75 to 84 -26 -8.9% -16 -6.0% -42 -14.4%

85+ -6 -9.4% 21 36.2% 15 23.4%

Total -1,061 -18.1% 249 5.2% -812 -13.9%

Table I-5a

Bath County

AGE GROUP CHARACTERISTICS--Percent Change

CHANGE 1990-2000CHANGE 1980-1990 CHANGE 1980-2000

1980 to 2000


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Race - Bath Countys minority population issmall, and appears to be shrinking at a ratesignificantly above the overall population. In1980, Bath was home to 561 minoritypersons, or 9.6 percent of the totalpopulation. Of the 561 non-whites, African-Americans accounted for 98.6 percent of the

total, while a small mix of other minoritiescomprised the remainder. By 1990, BathCountys total minority population haddecreased by 52.6 percent to 266individuals. Of the 266 non-whites, African-Americans accounted for 94.4 percent of thetotal. Asian or Pacific Islanders embodied 3percent, while other minorities comprisedthe remaining small percentage.

Households Baths total population

decreased 18.1 percent from 1980 to 1990,although the total number of householdsdecreased by only 2.37 percent. Generally,this trend is a result of fewer persons perhousehold. In keeping with the nationaltrend toward smaller families, householdsize in Bath has declined steadily, from 3.9persons in 1970 to 2.81 in 1980, and 2.51 in1990.

Among the five counties analyzed inthis review, Bath and Highland experienced

the greatest relative decline in married-couple families from 1980 to 1990 (6.38percent and 12.32 percent, respectively).Interestingly, Bath was the only county inwhich the number of female-headedhouseholds decreased (by 33.48 percent); itwas also the county in which the greatestincrease in male householders occurred (49in 1980 to 80 in 1990). This trend may beattributed to an influx of males employed bythe Virginia Power Pump Storage Station in

the early 1980s; therefore, it is difficult todraw specific conclusions from the data.

Poverty Comparisons among differenthousehold types in Bath County revealsome potential disparities in how sex andage relate to income levels. According tothe 1990 Census, of the female-headedhouseholds with children under the ageof 18, 46.9 percent were living below the

poverty level. No male-headed households,with children of the same age, wererecorded as living beneath the poverty level.Although the number of female-headedhouseholds decreased from 1980 to 1990,further analysis may be necessary todetermine why Bath has so many low-

income single mothers with children underage 18.

Poverty among elderly residents isoften an issue of concern within manylocalities. In Bath, 24.9 percent of allhouseholders over age 65 were living belowthe poverty level. Of all marriedhouseholders aged 65 and over, 17.6percent were living in poverty, and,significantly, 81.8 percent of all femalehouseholders aged 65 and over were living

below the poverty level. The Censusreported there were no male householdersover age 65 living in poverty in 1990.

Figure I-5

Bath - Highland - Virginia

Families Below Poverty Level - 1999

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

% Families Below Poverty

Level

% of the Families Below

Poverty Level with Female

Householder

% Individuals Below Poverty

Level

Percent

Bath County

Highland County

Virginia

Source: U.S. Census - 2000, U.S. Bureau of Census

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While Bath County had one of thelowest-ranking percentages of poor peoplein 1993 among neighboring counties and theState, it had the greatest proportion of poorchildren aged 5-17 (16.8 percent). CraigCounty had the lowest with 12.2 percent. Allfive counties compared in Table I-8a had

median household incomes well beneath theState figure. It should be noted, however,that Virginias median is somewhat skewedby wealthy counties in northern and easternparts of the State. Thus, Baths medianincome is generally in line with its neighbors.

Locality 1979 1989

Change

79-89

Percent

Change 79-89 1999

Change

89-99

Percent

Change 89-99

Change

79-99

Per

Chang

Bath County $13,618 24,203 $10,585 77.7 35,013 $10,810 44.7 $21,395 15

Highland County $13,900 20,903 $7,003 50.4 29,732 $8,829 42.2 $15,832 1Virginia $17,475 $33,328 $15,853 90.7 $46,677 $13,349 40.1 $29,202

Source: U.S. Census 1980, 1990, and 2000, U.S. Bureau of Census

Table I-8a

Bath - Highland - Virginia

MEDIAN HOUSEHOLD INCOME (Nominal in Dollars)

Total

Population

Total

Families

# Families Below

Poverty Level

% Families Below

Poverty Level

# Families Below Poverty

Level with Female

Householder

% of the Families Below

Poverty Level with Female

Householder

# Individuals Below

Poverty Level

% Individuals Below

Poverty Level

Bath County 5,048 1,452 84 5.8 44 27.5 387 7.8

Highland County 2,536 764 70 9.2 16 20.0 318 12.6

Virginia 7,078,515 1,847,796 129,890 7.0 71,397 23.0 656,641 9.6

Highland - Bath - Virginia

Source: U.S. Census - 2000, U.S. Bureau of Census

Income Below Poverty Level in 1999

Table I-7

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DEMOGRAPHICS GOALS

1. Encourage young adults to stay in Bath County and seek to attract young families withchildren.

2. Support services for low-to-moderate income residents so that they may lead fulfilling lives

and be effective participants in the community.

3. Reduce the number of families living below the poverty level.

4. Plan for the future diversity of the population including suitable services, education,employment, and housing opportunities.

OBJECTIVES

a. Encourage and expand vocationaland work-study programs in thepublic school system to strengthenthe skills of young people and makethem more marketable as localemployees.

b. Support age-appropriate activitiesand programs to meet the social andrecreational needs of local childrenand adults.

c. Continue to encourage theestablishment of child care centersand early childhood education byprivate organizations.

d. Support opportunities for the elderlyto participate in recreation programsthrough private and County fundedorganizations.

e. Support foster care programs for theelderly, allowing them to live in familysituations.

f. Work with housing authorities andlocal partners to provide assistancefor upgraded housing for low-to-moderate income (LMI) residents andto create new home-ownership andrental opportunities for those makingclose to the Area Median Income.

g. Continue to support the constructionand operation of assisted-livinghomes and/or retirement communitiesfor Baths elderly within the County.

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HOUSING

Ensuring citizens the

availability of affordable qualityhousing is a worthy goal for alllocalities. Such assurance reflects acommunitys ability to respond to theneeds of its citizens, as well as toaccommodate growth and economicdevelopment. Local governmentscan be influential in shaping thehousing delivery system. Publicpolicies can be designed andimplemented to ensure that local

housing goals are met.

In the year 2000, Bath Countyhad 2,896 housing units, an increaseof 11.6% from 1990. Owner-occupied housing accounts for 56.6%of the total units (up slightly from1990) while 14.3% of the units wererenter-occupied and 29.1% of thehousing units were consideredvacancy units either vacant or a

second home.

The large number of vacantunits was further illustrated by the23.6% of all homes were consideredto be seasonal, recreational, oroccasional housing. The number ofhomes in this category jumped nearly42% from 1990 to 2000.

Single-family units made up

87.2% of the total housing stock whilemulti-family units (which actuallydecreased in number from 1990 to2000) consisted of 3.8%, and mobilehomes had 9.0% of the total units.

From 1993 to 2003, 462 newhousing units were permitted. Withthe local market absorbing an

average of 46 new housing units per

year, it becomes a challengingquestion for the County to answer asto how we can best plan for theimpact that these, and potentiallymore new homes, will bring to thecommunity. No multi-family homeswere built during that same ten-yearspan.

About 2/3 of the housing stockwas built prior to 1980. Bath County

has its share of older homes as28.1% of the total housing stock (asof 2000) was built prior to 1940. Asfor newer construction, 33% of thehomes in Bath County were built after1980 compared to 40% throughoutVirginia.

The median value of owner-occupied housing rose to $83,921 in2003 dollars up sharply by 37.4%

from 1990 (after adjusted forinflation). This figure comparedsomewhat closely to HighlandCountys $88,133, but both countiestrailed the statewide median value of$132,042.

Likewise, the median contractrent in Bath County also rose sharplyby nearly the same percentageincrease as home values (38.1% after

adjusted for inflation) up to $386 permonth. Highland County was slightlylower at $357 per month, whereas thestatewide average was at $684.

In Bath County, 87.8% of thehomeowners were spending less than30% of their total household incomeon housing. Regionally and

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statewide, people were spendinghigher percentages of their income onhousing as just 80.1% and 79% ofhomeowners in Highland County andstatewide respectively were using

less than 30% of their income onhousing.

Affordable Housing

Having an adequate supply ofaffordable housing in Bath County,and the proximity of jobs andhousing, are key principles of SmartGrowth and are worthy goals for theCounty to pursue to improve the lives

of all our citizens.On one hand, increasing homevalues in Bath County are desirable,but it also means that affordablehousing becomes more scarce for ourteachers, nurses, firefighters, policeofficers, carpenters, hotel and retailworkers, waitresses, and others. Thissituation is forcing these wageearners to look elsewhere to meettheir housing needs, separating themfrom their workplaces in Bath Countyand increasing their transportationcosts and gasoline usage at a timewhen gas prices have risen.

Furthermore, some affordablehousing in the form of older housingstock can easily deteriorate from lackof maintenance investment,prompting the need for potentialcostly remodeling or evenreconstruction of these older homes.

Housing affordability problemsare not limited to Bath County alone.As home values continue to increase,more attention has been given to thisissue both statewide and nationally.Rather, these problems are regional

in nature and warrant that all localitiesin our region work together forequitable solutions, so that BathCounty is not bearing the entireburden for the rest of the region.

Defining Affordable Housing

In 2003 the Virginia GeneralAssembly passed HB 2406 requiringlocalities, as part of theircomprehensive plans, to designateareas and implement measures forthe construction, rehabilitation andmaintenance of affordable housingthat is sufficient to meet the current

and future needs of residents of alllevels of income in the locality.

So many people may ask, justwhat is affordable housing? Whilethe answer will vary, depending on anindividuals or familys ability to pay,the Task Force looked to establisheddefinitions as a basis for its work.Section 15.2-2201 of the Code ofVirginia states the following:

Affordable housingmeans, as a guideline,housing that is affordable tohouseholds with incomes ator below the area medianincome, provided that theoccupant pays not morethan 30% of his grossincome for gross housingcosts, including utilities.

Based on the statisticspresented on the previous page, in2000, 87.8% of Bath Countyspopulation has access to housing thatis affordable to their income bracket,because they are spending less than30% of their salaries on housing

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costs. However, Bath County suffersfrom a lack of housing which isaffordable to those making within80-120% of the area median income,which means a yearly salary between

$28,000-$42,000. If this segment ofthe population is priced out of themarket, community vitality will suffer.

Regardless of establisheddefinitions of housing affordability,what is considered affordable to anindividual or family depends on theircircumstances. In general, whether ahouse or other dwelling is affordablehinges on the following affordability

variables. Note: household size andtotal income determine incomestatus, whereas housing costsdetermine affordability.

1. Family/household size2. Total income3. Selling or rental price ofdwelling

While workforce housing iscited as a concern, the County shouldalso be mindful of the following needsacross the spectrum:

Housing for our publicservants

Active senior housing Housing for those on fixed

or retirement incomes Assisted living facilities and

long-term care facilities Fair and accessible

housing for disadvantagedpopulations

Homeownership & rentalhousing

Workforce Housing

Many factors influence housingconstruction costs. The followingfactors contribute to higher

construction costs and can impedeefforts to provide affordable housing,particularly to the local workforce.

Rising land costs Land availability Lack of high density zoning Lack of mixed use zoning Design standards Lack of local incentives Public perception of

affordable housing --NIMBY

A long-term vision foraffordable housing should emphasizean assurance that all housing needsare being met for people at all incomelevels. However, a high priority forthe short-term should be to promotethe development of an adequatesupply of local housing for wageearners, often referred to asworkforce housing, which shouldconsist of both homeownership andrental housing choices.

Doing so will enable peoplewho work in Bath County and arealready vested in the community tohave more viable options to live inBath County. These endeavorswould assist the housing needs forour all of our employees, and couldaid in their retention.

Supporting Workforce Housing

After establishing workforcehousing as the priority housing needto be addressed in Bath County, the

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following endeavors should beexplored:

Strategy #1: Increase thesupply of homes, which sell in the

price range of $100,000. This wouldbe attractive particularly for first-timehomebuyers, young persons just outof college starting their careers,public service employees, and activeseniors who are looking to downsize.Such housing choices should includeboth new construction andrehabilitation of existing, deterioratedhomes.

Strategy #2: Increase the supply ofhousing that is affordable tomoderate-income households andinclusive of both homeownership andrental opportunities. This is housingthat is affordable to those withincomes between 80% to 120% ofarea median income, so that no morethan 30% of household income isspent on housing costs, includingbasic utilities.

Strategy #3: Create an equitabledistribution of workforce housingthroughout the County to avoidconcentration. Wherever possible,workforce Dwelling Units should bebuilt in both new and in existingneighborhoods and can be distributedevenly between and throughout thevillage cores and the rural areas ofthe County.

Strategy #4: Ensure that all workforcehousing, both new construction andrenovation of older housing, is ofhigh- quality design and compatiblewith surrounding housing, for long-term sustainability and minimal futuremaintenance.

Strategy #5: Enhance effectivenessof existing housing assistanceprograms through local funding.

Strategy #6: Develop partnershipswith non-governmental organizationsto help implement the workforcehousing strategies.

Strategy #7: Stress in the publicforum that our affordable housinginitiative focuses on building orrehabilitating housing that isaffordable to those whose continuedservice is vital to Baths future vitality.

Implementing Housing Strategies

The County could look at thefollowing as means to implementthese recommended strategies thatsupport workforce housing:

Rezoning land to establishnew zoning districts, mixed-use zoning districts, and addmore uses and higherdensities in existing zoningdistricts -- which will encouragethe collocation of jobs andhousing, such as the use ofVillage Centers.

Rezoning additional lands formore zoning for commercialand industrial uses, therebyproviding the potential for moreemployment opportunities toCounty residents.

Adopting a new AffordableDwelling Unit (ADU) Ordinanceas part of the new update tothe Land Use Regulations to

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help our workforce afford tolive here.

Adopting and implementinga Village Initiatives Plan which

could provide opportunities fornew housing and rehabilitationof existing housing withincertain Village Centers.

Administrative or permittingfees may be reduced or evenwaived and permitting can beexpedited as a means tosupport affordable housing.

More specifically, anAffordable Dwelling Unit (ADU)Ordinance can be a primary tool forrealizing the construction ofaffordable dwelling units with certainnew development applications,providing regulations for anddeveloper incentives to promote theconstruction of affordable dwellingunits as part of new residentialdevelopment projects. Such anordinance isenabled by the authority set forth inSection 15.2-2305 of the Code ofVirginia, and may follow the textverbatim.

For purposes of example,another locality in Virginia hasadopted certain specifics in their ADUordinance that prescribe:

A rezoning may be approvedwith an increase in the developabledensity by no more than 20%, if theapplicants consents to a voluntaryand enforceable condition in whichat least 12.5% of the units are setaside as Affordable Dwelling Units(and density increases of no more

than 10% are allowed if at least6.25% of the units are set aside in amulti-family project application).

In this example, if fifty (50) new

housing units are planned and 12.5%of the fifty (50) units are set aside asAffordable Dwelling Units, then theBoard of Supervisors could grant adensity bonus of ten (10) additionalunits. In this scenario, the applicantmust also agree to an enforceablephasing schedule, whereby marketrate units must be built and occupiedconcurrent with a certain percentageof the affordable units, ensuring that

both get built.

One final note, approving newsubdivisions with low densities canincrease housing costs because ofthe costs associated with providinginfrastructure. If the permitted densitythrough zoning is increased, morehousing units can typically be built ata lower cost, because thedevelopment costs get spread acrossa greater number of units. A clusterzoning or pattern of developmentcan help make this type ofdevelopment pattern attractive in arural community due to its decreasedroad costs and increasing thechances to mix in some affordabledwelling units. Consequently,providing ADUs will help to increaseaccess to affordable housing for all ofour public service workers.

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Housing Services

Bath County is the recipient ofnumerous housing programsdesigned to ensure citizens have

access to adequate, affordablehousing. Several organizations worktogether towards meeting the housingneeds of low-income households. Aprominent example of such fundingcollaboration in Bath County is theWest Warm Springs CommunityImprovement Project. The three-yearproject, completed in December

1996, was responsible forrehabilitating 28 houses, demolishingover 20 vacant or dilapidatedstructures, and connecting 49households to public sewer and 16 to

public water. In addition, 16households received indoor plumbingfor the first time and one individualbecame a first-time homeowner.

The following is a partial listingof housing providers serving low- andmoderate-income individuals andfamilies in Bath County:

Virginia Mountain Housing provides low-interest, deferred, and forgivable loans for

the installation or improvement of indoor plumbing to owners of substandard housing.930 Cambria St. NE Christiansburg, VA 24073 (540) 382-2002

Virginia Housing Development Authority through the Single-Family Regional LoanFund, assists low-income households in purchasing their first home. The program offerslow-interest loans with down payment and closing cost assistance, making monthlymortgage payments more affordable.601 S. Belvidere St. Richmond, VA 23219 (804) 371-7100(The Waynesboro Redevelopment and Housing Authority currently services Bath Countyand may be contacted at 1700 New Hope Rd Waynesboro, VA 22980(540) 946-9230.)

Rural Development (formerly Farmers Home Administration) offers low-interestloans to very low- and low-income people in rural areas who are lacking adequatehousing and unable to obtain loans from private lenders at reasonable rates. Loans maybe used to purchase, build, improve, repair, or rehabilitate rural homes and to providesufficient water and waste disposal systems.30 East Preston St. Lexington, VA 24450 (540) 248-0246

Total Action Against Poverty (TAP) provides a variety of programs addressing theneeds of low-income individuals, including emergency housing repairs andweatherization.P.O. Box 2868 Roanoke, VA 24001 (540) 774-7408

Southeast Rural Community Assistance Project (formerly Virginia Water Project) encourages the development of water and wastewater systems to serve low-income,rural residents at affordable costs.145 W. Campbell Ave. Roanoke, VA 24001 (540) 345-1184

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SHARE Homeless Intervention Program seeks to prevent the displacement ofindividuals and families from their homes as a result of eviction or foreclosure, andassists the homeless in securing permanent housing. The program also provides atraining and educational component to ensure self-sufficiency.Waynesboro Redevelopment and Housing Authority 1700 New Hope Rd. Waynesboro,VA 22980 (540) 946-9230

Alleghany Highlands Housing Alliance strives to alleviate substandard housingconditions in Bath County, via Emergency Home Repair Funds, Indoor Plumbing andRehabilitation Funds, and the Homeownership Assistance Program.403 Ridgeway St. Clifton Forge, VA 24422 (540) 862-0263

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HOUSING GOALS

1. Maximize the opportunity for a diverse range of housing to serve the varying needs of BathCountys present and future populations.

2. Support residential growth in designated areas and promote suitable infrastructure tosupport these communities.

3. Ensure that the Countys natural beauty, environmental quality, and rural character are notsacrificed when planning for future housing opportunities.

4. Limit residential expansion in designated rural areas that are not appropriate fordevelopment or in areas where there are environmental concerns such as limited water orkarst topography.

OBJECTIVES

a. Be responsive to the housing needs ofthe Countys growing elderly populationand allow attached or accessory units forelderly parents.

b. Increase the availability of rentalhousing; promote the development ofmixed use residential with a range ofaffordability.

c. Promote the development of affordable,starter, and workforce housing within theCounty.

d. Institute a policy to ensure thatdevelopers, and not taxpayers, pay for

the costs and impacts of developmentwithin the County.

e. Allocate proper and suitable areas fordesirable low, medium, and high-densityresidential development through zoningand through management of publicservices and infrastructure.

f. Allow for village centers/mixed usedevelopment in designated growth areas.

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Economy36

ECONOMY


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ECONOMY GOALS

1. Strive to retain existing businesses and industry and help them to succeed.

2. Attract new businesses, while ensuring that growth and industrial development occur in

suitable locations and are compatible with Baths environmental, scenic, and rural character.

3. Build relationships that will create an enabling environment to provide opportunities for theCountys labor force, as well as build local revenue.

4. Strengthen the promotion of tourism in Bath County.5. Revitalize the farming community in Bath County.

6. Encourage the growth of small locally-owned private businesses as opposed to a large-scale one-size fits all approach to new business services.

OBJECTIVES

a. Diversify the economy by working withappropriate parties that have expressedan interest in locating here, and pursuenew businesses that would fit in with theexisting environment.

b. Pursue a partnership program to

enhance potential relationships betweenthe schools and local businesses.

c. Attract environmentally low-impact, highwage industries, such as those in theareas of technology, home-based ortelecommuting businesses, and businessincubators.

d. Create an inventory of existing buildingsand encourage new development to take

place in existing vacant buildings, ratherthan constructing new ones.

e. Provide skilled and vocational training inthe High School and encourage our localbusinesses to employ these skilledlaborers.

f. Work with local/regional partnerships fordeveloping a strong Business Retentionand Expansion Program.

g. Continue to strengthen Bath Countysworking relationship with agencies suchas the Virginia Economic Development

Partnership and the EconomicDevelopment Association.

h. Support an overall campaign for thecommunity to attract tourism dollars tothe County.

i. Increase the number of telecommutersas a livelihood.

j. Facilitate small-scale farming to support

the economy of the County and establisha local farmers market to allow for sale ofthese products.

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Government & Finance39

GOVERNMENT STRUCTURE & FINANCE


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The role of government is continuallychanging and should be responsive to theneeds of all its citizens. In order for BathCounty to best meet the needs of itsresidents, local obligations must be

prioritized and reflected in a strategic plan ofgovernance and funding.

The citizens of Bath County elect a 5-member Board of Supervisors to four-yearterms who adopt the annual budget, setpolicy and direction for the County, andappoint a County Administrator.

The primary local revenue sources forthe County are property and other taxes

comprising 63% of all local revenues. PublicService Corporation taxes, service charges,certain fees, fines, grants, and othermiscellaneous sources account for theadditional local revenues.

Expenditures generally consist of 3categories: the general fund (for all generaloperations), special revenue funds(earmarked for a certain purpose such aseducation), and capital project funds (used

for acquisition or construction of majorcapital facilities).

The Countys total Maintenance,Operations, and Capital expenditures were$14,821,582 in FY2007/2008 up 6.4% fromFY1999. Education expenditures accountfor 40% of County expenditures.

For example, elementary, secondary,and other instruction comprises 73.4% of the

$9,701,518 proposed to be spent onEducation in FY2007. Operations andMaintenance increased by 1.8%, SchoolFood increased by 1.9%, and TransportationServices increased by 2.2% in a budget that

is proposed to be low in growth forFY2007/2008.

Bath County significantly decreasedits total outstanding debt from $1,924,825 inFY02 to $514,650 in FY06 which results ina low $104.00 of net bonded debt perperson. This number will increase in futureyears as the $8.74 million for renovations toBath County High School are assumed.

Local revenues collected from thecategories of Permits, Fees, & Licensesand Fines and Forfeitures are well belowthe state per capita average.

In the past few years, while directfederal aid and local revenues haveincreased, funds from the state havedecreased 1% as the school population hasdeclined.

GOVERNMENT AND FINANCE GOALS

1. Provide the best possible government service to all residents of Bath County.

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2. Strive to Increase the Countys financial resources.


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NaturalEnvironmentNATURAL ENVIRONMENT

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Nestled in the lush Alleghany

Mountains, Bath County is a scenicplayground known all over the world.Because of its reputation, the preservationand protection of the Countys uniquenatural resources has become a long-term

goal of local citizens who understand theeconomic potential in preserving ourecological and geographical amenities.

While the County is obligated by stateand federal regulations to protect attributessuch as air and water quality, and uniquehabitats, the ultimate responsibility ofachieving a hea

Documents

Bath County Comprehensive Plan 2007-2012