Vision and Goals for Hopewell...2018/04/05 · Vision and Goals for Hopewell Chapter II presents the specific goals, pathways and action plans that have been adopted to guide the

Chapter II.

Vision and Goals for Hopewell

“We endeavor to be a city, ever evolving, with a small hometown atmosphere, taking advantage of our regional location and riverfront assets. We desire to cultivate a healthy and prosperous citizenry with good character, who work together, look to the future, that show great pride in our schools, neighborhoods, businesses and ourselves.“

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Hopewell Comprehensive Plan – 2018 | 2023

Chapter 1I: Vision and Goals for Hopewell

ObjectivesPolicies & Strategies

Action Plans

Land Use Plan

Implementation

Vision

Goals

CapitalImprovementsPlan

Vision & Goals

Values

REQUEST FOR PROPOSALS FOR

PROFESSIONAL SERVICES FOR THE UPDATE OF

THE CITY’S COMPREHENSIVE PLAN

CITY OF HOPEWELL DEPARTMENT OF NEIGHBORHOOD

ASSISTANCE & PLANNING

INVITATION: #07-15 DATE: March 30, 2015 Sealed Proposals, subject to the general conditions and specifications hereby attached, will be received at the Office of the City Clerk, Second Floor, Municipal Building, 300 North Main Street, Hopewell, Virginia 23860 until, but not later than 11:00 a.m. TUESDAY, MAY 5, 2015.

1. In order to be considered for selection, Vendors must submit a complete response to this RFP. One (1) original, seven (7) copies, and a portable document format (pdf) version of the proposal shall be submitted to the City of Hopewell, Virginia.

2. Regardless of delivery method of proposal, the outside of each envelope must clearly

indicate the following: (If Proposal is delivered by Federal Express, UPS, USPS Priority, etc. or any other means, the outside of each envelope must also clearly indicate):

Office of the City Clerk

Second Floor Municipal Building

300 North Main Street Hopewell, Virginia 23860

Closing Date of Proposal: May 5, 2015 Update of Comprehensive Plan

RFP #07-15

3. Proposals by telephone, telegraph, or facsimile will not be accepted. 4. ANY PROPOSAL RECEIVED AFTER 11:00 A.M. ON THE

AFOREMENTIONED DATE OF OPENING, WHETHER BY MAIL OR OTHERWISE, WILL NOT BE CONSIDERED AND WILL BE RETURNED UNOPENED.

ChapterII:VisionandGoalsforHopewellChapter II presents the specific goals, pathways and actionplans that havebeen adopted to guide theimplementationofHopewell’svisionforitsfuturedevelopment.TheComprehensivePlanisrequiredbythe Code of Virginia to be employed as the City’s official guide in decision-making about the built andnatural environment. It incorporates and consolidates all prior planning efforts to establish the City’svision for the future. Citizenparticipationhasprovided thebackboneand inspiration for thiseffort. ItwasthentheresponsibilityofthePlanningCommissiontopreparethePlan,fortheCityCounciltoadoptthe Plan, and, thereafter, for the Planning Commission, Council, City Staff, and local agencies to workjointlyandharmoniouslytoimplementthe2018ComprehensivePlan.Thiswasdonesuccessfully.ThefoundationforthePlantakestheformofGoalsthatexpressthecommunity'svalues,concerns,andaspirations. Theessential firststepwastoconductanon-lineandpapersurveyofcitizenattitudesanddesires.Thisfour-monthsurveyeffortyieldedover600individualresponses.Theapproachtodevelopingthe goalswas further supported by a thorough review of prior City plans, demographic and economicresearch, consultationswith public officials and City staff, field investigations, advice fromprofessionalconsultants,andinterviewswithbusinessleaders,citizensandotherinterestedstakeholders.Oncethesurveyandbackgroundresearchwascompleted,theframeworkforthevision,valuesandgoalsofHopewell’scitizensandleadershipwerestudied,refinedanddocumentedbythePlanningCommission.Theprocess,beginninginAugust,2015andculminatinginMarch,2016,followedthelogicalprogressionfromreachingagreementsontheoverarchinggoalstoembracingincreasinglymorespecificobjectives(or“pathways”). These pathways and related action items have been advanced from key points that arestatedinorimpliedbyeachofthegoals.Thisresultedinstatementsthatprovidedfurtherdirectionforachievinganaspectofanunderlyinggoal.Thus,emergingfromtheobjectivesarepolicies,actionplans,andotherinitiativesthatofferarangeofviableapproachesforpursuingandachievingagivenobjective.

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The“movableparts”thatinfluenceVisionAccomplishment=Leadership+Investment+Marketplace+Housing+EconomicDiversity+Employment+Community+EnvironmentalInitiatives

Investment

Environment

Community

Marketplace

EmploymentEconomic Diversity

Housing

Leadership

A Vision for City Betterment

1.TheVisionforHopewell

Adiversecommunity,withitsoriginsacenturyagoasanindustrialtown,Hopewellisnowinarebirthasanindustriouscity.

Our Vision: We endeavor to be a city, ever evolving, with a small hometown atmosphere, taking advantage of our regional location and riverfront assets. We desire to cultivate a healthy and prosperous citizenry with good character, who work together, look to the future, that show great pride in our schools, neighborhoods, businesses and ourselves. ToachievethevisionforCitybetterment,wemuststriveforeconomicprosperityandseekthewellbeingofourcitizensacross racial,ethnicity,andcultural lines. Successmustcenteruponand radiate fromarejuvenated and expanded Downtown Hopewell district. The City must be selective in the pursuit ofdevelopment thatbringsHopewell the“right level of prosperity”. This envisions the integrationof thedowntown and riverfront assets to become a destination for tourism, entertainment events, andenterprise.Thevisionanticipatescultivationofanddrawingotherstoourhistoric,cultural,andtourismassetsfromthroughouttheStatewhileemphasizingtheprotectionandrenewaloftheCity’sChesapeakeBayPreservationareas.

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TheComprehensivePlan’sGoalsforHopewellarepresentedinninecategories,eachofwhichareuniquelyinterrelatedtotheothers.

Implementation

6.Community Character &

Health

7.Transportation

&Infrastructure

1.Economic

Development

8.Facilities, Safety &

EmergencyPreparedness

9.Parks &Recreation

Comprehensive Plan 2018 Goals

2.Housing &

Neighborhoods

3.Land Use &

Development

5.Education,

Arts, Culture&

History

Community Vision & Values

4.The

Environment&

CBPAs

2.GoalsforCityProsperityandWellbeing

This section presents theMajor Goals that are deemed essential to catalyze and fulfill theVision forHopewell. The outlined goals have been selected based on several key factors: (1) the attitudes andvaluesderivedfromthecitizens’surveyandinterviewswithstakeholders, (2)theanalysisconductedbythe Planning Commission in distilling key issues and concerns, (3) the need to continue to pursue theunfulfilled goals from previous City plans, (4) the elimination of prior adopted goals that do not servetoday’svision,and(5)therealisticprospectsofachievingtheexpressedgoalsoverthenexttentotwentyyears.The following nine goal categories share a common challenge to City leaders and citizens alike: Theycreate the framework upon which initiatives for civic betterment and economic prosperity must bepursued. Individual goals are notmutually exclusive, being interrelated to one extent or anotherwithothermajorgoals.Attimes,anindividualgoalmaypresentapotentialconflictthatmustberesolvedwithothergoals.Inthissection,thepathwaysnecessarytoachieveeachgoalaresummarized,whileChapterIIpresentsspecificactionplansthatcanbeinitiatedinthenear-termtoimplementthegoals.

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The9majorgoalsforthe2018ComprehensivePlanarefoundedonthepreceptthatthe“timeisnow”forHopewelltopro-activelypursueCitybettermentandstriveforeconomicprosperity,withacontinued

emphasisonthedowntownandriverfront.

Our Goals:

1. Economic Development: Cultivate the creation and retention of well paying jobs for Hopewell citizens; strengthen all facets of industrial and commercial enterprise; increase the attractiveness of Hopewell as a “good place to do business”; and maximize tourism appeal for our natural, historic and cultural assets.

2. Housing & Neighborhoods: Develop more focused initiatives to create highly regarded, livable, safe, healthy and attractive neighborhoods and housing stock for all residents that will enhance our societal, spiritual, and economic values.

3. Land Use, Development & Environment: Enact land use planning and development policies that respect the environmental and riverfront assets while stimulating a stronger marketplace for the revitalization, redevelopment, and repurposing of the City’s commercial, industrial and residential planning areas.

4. The Environment: Conserve, protect, renew, and enhance the City’s environmental resources, placing the highest emphasis on the intrinsic value of river frontage, stream valleys, and vulnerable ecologically sensitive areas; establish a proactive program to address all aspects of the Chesapeake Bay Preservation Area Act.

5. Education, Arts, Culture, & History: Provide energetic City leadership to establish a high quality public education system; and to ensure that valued cultural, art, and historic resources and destinations can be more fully appreciated and frequented by our citizens and visitors.

6. Community Character & Health: Provide a safe, healthy, and secure environment to enhance community wellbeing; promote policies for active living to enhance the health and welfare of all our citizens; and improve the external perception of the City.

7. Transportation & Infrastructure: To plan and advance an effective transportation system–serving pedestrians, bicyclists, and motorists alike–that is compatible with the Future Land Use Plan and the Comprehensive Plan’s goals for economic prosperity as well as the safety and livability of our community.

8. Public Services, Facilities, Safety & Emergency Preparedness: To plan and advance the quality, capacity, and effectiveness of the City’s services, community facilities, and emergency preparedness systems to meet the evolving demands of our citizens and workforce.

9. Parks & Recreation: To improve and rebalance City parks and recreation facilities and offerings to better serve the needs, health, and lifestyles of all our current and future citizens.

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ObjectivesComp PlanImplementation

Vision

Goals

CapitalImprovementsPlan

Values

Private SectorInitiatives

Policies & Strategies

Action Plans

Future Land Use Plan

The Pathway

3.ThePathwaystoAchieveOurGoals

The2018ComprehensivePlanismuchmorethanastaticdocument.Itestablishesgoal-directeddynamicpathwaystoimplementation.Lookingbackonpriorplanningefforts,thecritiqueofCityactionshasnotbeengentle.FartoomanyoftheCity’splanningeffortshave“satontheshelf”forfartoolong.Manyofthecrucialimplementationrecommendationsofthe2001ComprehensivePlanhavenotbeenpursued.Itis the opinion of many local leaders and stakeholders that the effort to achieve these goals has notyielded the desired levels of success. The key pathways, in many instances, have been neglected orabandoned.Untilrecently,economicdevelopmenteffortshaveneitherbeenpro-activenorcoordinated.TheregionalmarketplaceviewsHopewellas“backward”and“notagoodplacetodobusiness”.Citizensand stakeholders are disappointedwith the lack of political focus on achieving economic vitality. TheCity’s implementation codes (zoning, subdivision, site plan) are outdated and unresponsive tocontemporary development practices. Capital improvements planning and programming is, at best, ahaphazardexercisethatlackscoordinationwiththeComprehensivePlan.

This section addresses the detailed goal statements along with pathways to achieve the eight goals.Coupled with private sector initiatives, individual pathways take the shape of recommended policies,strategies, regulations, implementationprojects,capitalandotherpublic improvements,expandedcivicinvolvement,andenergeticleadershiptoachievethepurposesofeachgoal.To summarize the observed shortcomings that have constrained prior goals to achieve economicprosperityandcivicbetterment,asuccinct“reality”statementaccompanieseachoftheeightmajorgoals.This“realitycheck”summarizesthefundamentalissuesfacingtheCity,bothnowandoverthenexttentotwentyyears.Foreachgoalcategory,theindividualcomponentsofthepathwayarepresentedinanon-prioritizedoutlineformat.

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TheReality: Incomparisontopeercommunities, thestrengthoftheCity’seconomicanddemographicmetricsisveryweakanddisappointing.TheincomeforCityresidentsissubstantiallybelowVirginia’saverageandtherateofnewemploymentisstatic.AdisproportionatenumberofCityresidents(8,300+)areout-commutersforemployment.Thein-commuterCityworkforce (6,700+) spends littlenon-work timeandmoney in theCity. Unemploymentratesarehigh.Themarketplaceforgoodsandservicesisseverelyunderperforming.

The Goal:

Cultivate the creation and retention of well paying jobs for Hopewell citizens; strengthen all facets of business and commercial enterprise with priority on the Downtown Hopewell planning area; increase the attractiveness of Hopewell as a “good place to live and do business”, and maximize tourism appeal for our natural, cultural and historic assets. Seek City betterment, economic prosperity, improved quality of life and health, and community revitalization that is powered by a growing population, quality employment, expanded industry, a protected environment, and increased demand for goods and services, with the strongest emphasis on new development and redevelopment centering on and radiating from an expanded Downtown Hopewell District and Riverfront.

ThePathway:Toachievethedesiredlevelofeconomicprosperity,wemust:

1. Pursue an integrated economic development strategy for the entire City that achieves theimplementationof thegoalsandobjectivesof the2014EconomicDevelopmentPlanandthe2014StrategicPlan.

2. Updateof themasterplan for theDowntownHopewellDistrict;expand thedistrict to incorporatethe John Randolph medical center, Copeland riverfront property, attractions for tourism, andcontiguousdeterioratingresidentialproperties;upgradetheexpectationsforthemixandqualityofusesintheDowntownHopewellDistrict.

3. DesignatePriorityPlanningAreasoftheCityasUrbanDevelopmentAreas.ThesewillincludesectorsoftheCity,includinganexpandedDowntownHopewellDistrict,asidentifiedbytheFutureLandUsePlan exhibits; thereafter draft and adopt an Urban Development Area (Traditional NeighborhoodDevelopment)zoningdistrict.

1.ECONOMICDEVELOPMENT

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4. Develop action plans to attract expanded tourism and recreational activities within the City;

coordinate a year-round calendar to promote civic events, local attractions, historic and culturalproperties,theNationalParkServiceproperties,andtourismenterprise.

5. Attractqualityfood,retail,andserviceestablishmentsthatcanclosethegapinleakedexpenditurestootherregionaljurisdictions.

6. Recruit specialized industries, including high technology and research, that can attract and trainemployeesforbetterjobsthatrecapturethelargepercentageoftheCity’sout-commuterworkforceandofferalivingwage.

7. Improve coordination of administrative, marketing and recruitment efforts for economicdevelopment by and between supporting entities (the City, the Economic Development Authorityand the Hopewell Downtown Partnership); facilitate internal and external lines of communicationandimprovetrustwithinthegovernmentalandnon-profitentities.

8. Establish and promote a branding campaign for the City, to be aimed at offsetting Hopewell’snegativereputationforenterprisewithintheregion.

9. Evaluateeconomicincentiveprogramstoaidinbusinessrecruitmentefforts,newdevelopment,andupgradeofunderperformingcommercialenterprise;improvetheregionalawarenessofpotentialtaxincentivesandother leveragingmechanismsthatareattractivetotherecruitmentandretentionofenterprise.CoordinateopportunitiesprovidedbytheexistingEnterpriseZonedesignationtoensurecompatibilitywiththePlan’sgoalsandobjectives.Conductannualindependentperformanceaudits,beginningwiththe2014StrategicPlan.

10. Upgrade and implement prior recommended plans for interchange development, riverfrontdevelopment and gateway improvements; establish a more comprehensive signage and “way-finding”systemtohighlighttheCity’shistoric,arts,culturalandriverassets.

11. Coordinate the Capital Improvements Plan (CIP) process with Comprehensive Plan priorities foreconomic development and community enhancement, with Planning Commission to initiate a CIPcompatibilityreviewonanannualbasis.

12. Promotemixed-use commercial and residential development projects to increase the volume andvariety of the City’s housing stock; facilitate the ease of assemblage of small lots into largerconsolidateddevelopmenttracts inareaswherehigherdensity,mixed-useresidentialdevelopmentshouldbeencouraged.

13. Cultivate diverse recreational, cultural, employment, retirement residential, health care, and retailshoppingopportunities,whilesupportingtheexistingindustrialbase.

14. Evaluatethebenefitsofmembershipinsuchinter-jurisdictionalentitiesasVirginia’sGatewayRegion,GreaterRichmondPartnership,andRichmondMetropolitanConventionandVisitorsBureau.

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The Reality: By conventional metrics, the City’s substandard neighborhoods and housing stock havesuffered in many respects over the past decade – ownership, maintenance, infrastructure, safety,livability, landscape,and rehabilitation shortcoming. Thedisparitybetweenowneroccupiedand rentalhousinginventoryhascreatedanunhealthybalanceinthecommunity.Since2000,rentaldwellingshaveincreasedby11.7%whilehomeownershiphasdecreasedby12.8%.Unoccupiedhousingrepresents7.1%oftheCity’stotalresidentialinventory,anincreaseofover98%since2000.Onaregionalbasis,Hopewellhas a poor reputation for housing quality and, in general, being an attractive place to reside. PublicrelationswithFortLeeandadjoiningcommunitiesmustbeimprovedtoovercomenegativity.

The Goal: To develop more focused initiatives to create highly regarded, livable, safe, clean, healthy, and attractive neighborhoods and housing stock that will enhance our societal, spiritual, and economic values. To expand and renew the quality of City housing and upgrade deteriorating neighborhoods, while establishing policies to increase homeownership, attract a broader demographic base, eliminate substandard dwellings, and improve community appearance.

ThePathway:Toachievethedesiredlevelofneighborhoodenhancementsandcommunityappearance,wemust:

1. DevelopahousingmasterplanconsistentwithStateofVirginiarentalhousingstatutes(Section36-105.1B)toevaluateandexpandthegeographicalareasbeyondthosecurrentlydesignatedoreligiblefordesignationasrentalinspectiondistricts.

2. Undertake a systematic code enforcement program that focuses on identifying and eliminatingdeficienciesintheCity’sexistinghousingstock;enforcementshouldfocusonrentalhousingdistrictpropertiesaswellasthoseblightedorunsafedwellingsoutsideoftherentalhousingdistrict,subjecttotheprovisionsandlimitationsofStatestatutes.

3. EstablishaCity-ledcampaigntoattractnewhomebuyersfromoutsideofHopewell,withafocuson(a)currentFortLeeresidents,(b)thein-commuterworkforce,(c)retirementsectorsand(d)secondhomesegmentsoftheregionalmarketplacethathaverejectedtheCityduetoitsreputation.PlaceinitialemphasisonimprovingimageandcommunityattractivenesswithFortLee.

2.HOUSINGANDNEIGHBORHOODS

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4. Create,support,andimplementprogramsthatincreasethepercentageofowneroccupiedhousinginthe City; create a City-sponsored housing program to annually target two to four properties indeterioratingneighborhoods;and,thereafter,acquireandredeveloporrenovateabandonedrentalunitsforsaletoqualifiedpurchasers;developprogramstoprovideincentivesandgrantstoassistlowincome property owners to correct housing deficiencies, bring housing up to code standards, andimprovequalityofneighborhoodlife.

5. ProvideCityleadership,incoordinationwiththeHousingAuthority,toidentifyandevaluatepotential

housing opportunities that would benefit neighborhood betterment objectives; promoteComprehensivePlanobjectivesfortheHousingAuthoritytoevaluatebothredevelopmentandnewdevelopmentprojectstodiversityhomeownership.

6. Promote the use of Traditional Neighborhood Development and high-density, mixed-use

developmentprojects thatareappropriate for theexpandedDowntownHopewellDistrict, the fewremaining vacant residential tracts outside the district, and other areas identified by theComprehensivePlanforredevelopment.

7. Enactzoningregulationsthatencourageanincreasedvarietyofhousingtypesandpricesinorderto

appealtoawidedemographicspectrum,includingarangeofmarket-rate,higherdensitydwellings,retirementhousing,qualityrentaldwellings,andmixed-useandlive/workresidences.

8. Re-evaluate and reorganize the zoning and subdivision process to streamline site plan and platreviews;providetheCouncilwithenhancedzoningpracticestomorefluidlyaccommodatecreativedevelopmentproposals;revisethesubdivisionordinancetogivethestaffandPlanningCommissiontheabilitytograntfinalplatandplanapproval.

9. Promote formation of a Community Housing Partnership under City leadership; pursue the

consolidation and redevelopment of isolated parcels and random lots in appropriate locations fornew housing; place priority on obtaining underutilized or undermaintained Parks and Recreationproperties.

10. Promote the repurposing or removal of housing stock in areas where residential neighborhood

enhancementisnotfeasibleorasotherwiseindentifiedbytheComprehensivePlan.

11. Improve the attractiveness of Hopewell for high quality senior living/retirement housing/life careresidences; promote development initiatives for senior living projects (e.g. Marriott, WestminsterCanterbury);adoptflexiblelanduseregulationsthatfacilitatesuchprojects.

12. Re-examine and update policies and trends related to neighborhood watch programs; investigate

newtechnologiestoassistinachievinggoalsforcommunitysafety.

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The Reality: Poor quality neighborhoods, unattractive buildings, uncoordinated development, andneglected propertymaintenance have damagedHopewell’s image in the RichmondMetropolitan area.Politicalmotivation,enforcementefforts,andmunicipal resourceshavenotbeensufficienttostimulateresidentandnon-residentpropertyownerstoimprovedeterioratingandunderutilizedproperties.Thesefactors,leftunattended,representasignificantdeterrenttoeconomicprosperity.Surveysandplanninganalysisrevealadditional landuseissues, including:adisproportionatepercentageof low-incomerentalhousinghascontributedtourbanneglect;retailandbusinessspaceoccupancylevelsarethelowestintheregion;segmentsoftheCity’smajorentrancecorridorssufferfrommarginalusesanddeterioration;areasoftheCityhaveissueswithongoingenvironmentaldegradationandpollution.

The Goal: Enact land use planning and development policies that respect our riverfront and natural assets while stimulating a stronger marketplace for the revitalization, redevelopment, and repurposing of the City’s commercial, industrial and residential planning areas. Advance the City’s land use character and community image to ensure that Hopewell is embraced by both its citizens and the region as a vibrant, attractive, and environmentally healthy community. Ensure the protection, conservation, and enhancement of the City’s waterfront resources, sensitive environmental areas, and unattended areas where blight degrades the health, safety, welfare and aesthetic value of the community.

ThePathway:Toachievethedesiredlevelofimprovedlanduseandcommunityformation,wemust:

1. RevisethelandusecategoriesoftheFutureLandUsePlantoensurecompatibilitywithanticipatedformsofdevelopment.

2. Update the City’s zoning and subdivision ordinance to enable the effective implementation of theComprehensive Plan; revise the Chesapeake Bay Preservation Area ordinance and designations toensurecompatibilitywiththeUrbanDevelopmentAreadesignationandtheFutureLandUsePlan.

3.LANDUSEANDDEVELOPMENT

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3. Implement urban design principles for Traditional Neighborhood Development, to include moreflexible, form-based design guidelines for new development, revitalization, and redevelopmentprojects.

4. Prepare a Complete Streets assessment of the City’s street and pedestrian system; define prioritylocations for improvements and incorporate specific projects into the Capital Improvements Plan;fast-track the implementation of inexpensive “traffic calming”measureswithin existing residentialneighborhoods.

5. Expand the geographical area of the Downtown Hopewell District and Priority Planning Areas toincorporate the medical center, Copeland riverfront property, marina areas, and contiguousdeterioratingproperties.

6. Establish policies and implementation regulations to facilitate the consolidation, conversion, andreuseofexistinglotsandbuildingsalongtheCity’sentrancecorridorsandothertransitionalareasforamixofnewcommercialandmulti-familyuses.

7. Update and implement prior gateway and transportation improvements plans for the City’smajorentrance corridors,with expanded design guidelines for new and redevelopment; coordinatewiththe Cameron Foundation gateway project to ensure design compatibility with the other urbanplanningobjectives. Adopt SmallAreaPlans and an EntranceCorridorOverlaydistrict; implementcorridor design guidelines and ensure compatibility, coordination, and compliance of individualprojects.

8. Establishacapital improvementsplanningprocessforpublic infrastructureprojectsthat is initiatedby thePlanningCommissionandPlanningStaff toensure compatibilitywith the recommendationsandprioritiesoftheComprehensivePlan.

9. Provide more visible and attractive access to the City’s Appomattox and James River waterfront;acquire deteriorating or abandoned property when available and where consistent with theComprehensivePlan.

10. Coordinate proposed enhancements to City open space and civic land with State and Federalproperties to maximize their combined aesthetic and tourism values (e.g. improve access andaestheticsattheCityPointsectionofthePetersburgNationalBattlefield.

11. Establish a viable Health Care sub-planning area within the Downtown Hopewell district that iscapableofservingthelong-termdevelopmentgoalsofthehospitalandservetheneedsofthelocalhealthcarecommunity.

12. Encourage the replacement of older, deteriorating residential dwellings and replace with newercommercialorresidentialfacilities;incentivizenon-ownershipoccupieddwellingownerstoupgradepropertiesandcreatehomeownershipopportunities.

13. Support the needs for growth of existing industries consistent with goals to better integrate theaccesstoandplanningcharacteristicsofdowntownindustrialproperties.

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14. ImprovetheoverallhealthofHopewell’senvironmentalresourcesandachieveincreasedcompliancewithallgovernmentalrequirementstoprotectandupgradepublicandprivatepropertieswithintheCity.

15. Encourage future development that carefully considers terrain, soils, and geologic features; revisesiteplancriteria,erosionandsedimentcontrolstandards,landscapeandtreecanopyrequirements,and other code provisions to ensure more thoughtful protection of land during and afterdevelopment.

16. In conjunction with the riverfront trail system project, coordinate design recommendations andimplementationstrategiestoprotecttheCity’srivershorelinesthataresusceptibletoerosionaswellasotherdesignatedChesapeakeBayPreservationActareas

17. Develop and implement a City-wide stormwater management (SWM) master plan; focusing onregional/multi-site SWM solutions as opposed to individual SWM facilities in areas whereconsolidation of properties and/orwhere intensive development and redevelopment are planned.

18. PromoteandmaintainthehealthandcleanlinessoftheAppomattoxRiverandtakecontinuedstepstoensurecleanlinessoftheriveraroundthefresh-waterintakeplant.

19. MitigatepollutioncausedbyundergroundstoragetanksandtheremainingsepticsystemsintheCity;increaseenforcementefforts.

20. Provide more diligent regulatory oversight and enforcement of properties that violate zoning,subdivision,andenvironmentalregulations.

21. Review and update the City’s design and construction guidelines and requirements for publicimprovements,includingtransportation,pedestrianfacilities,landscape,parkingandloadingdesign,urbaninfrastructure,andsitedevelopmentstandards.

22. Periodically review the architectural design guidelines and administrative practices that arecompaniontotheCity’shistoricdistrictzoning.

23. ConductperiodicoutreachmeetingswiththeregionalconstructionanddevelopmentcommunitytoimprovetheirunderstandingofCitydevelopmentservicesprocesses;developa“fasttrack”siteplanandsubdivisionplatreviewprogram.

24. IncorporatetheVCUCityPointhistoricdistrictplan’srecommendations.

25. Evaluatethefeasibilityofcommunitygardensonunderutilizedproperties,tobecoordinatedwiththeimplementationof“healthyfood”initiativesandeducationprograms.

26. DevelopandpursueDEQprogramamendmentsdesignationanddevelopmentoftheChesapeakeBayPreservation Area Intensely Developed Areas (IDAs); budget for and undertake the preparation ofSmallAreaPlanforeachoftheindividualIDAs.

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The Reality: The City is located in the Coastal Plain at the confluence of the James River and theAppomattox River. The entire geographical area ofHopewell drains either directly or indirectly to theChesapeake Bay via these highly vulnerable rivers. Hopewell has a range of plans, ordinances, andregulatorycontrolsthataddresstheprotectionofitssensitiveenvironmentalresources.But,theCitywassubstantially built-out in generations prior to the State adopting mandatory local requirements forerosion and sediment control, floodplain protection, water supply resources, shoreline maintenance,stormwatermanagement,andtheChesapeakeBayActpreservationareas.Inmostinstances,theseagingdevelopment areas did not incorporate the basic site improvements necessary to deal with waterquantity, water quality, erosion, and other detrimental aspects of land development. It is thesepropertiesthatcreatesomeofthemostsignificantrunoffissuesandthreatstoourResourceProtectionAreas.

The Goal: Conserve, protect, renew, and enhance the City’s environmental resources, placing the highest emphasis on the intrinsic value of its river frontage, stream valleys, wetlands, and vulnerable ecologically sensitive areas. Establish a proactive program to address all aspects of the Chesapeake Bay Preservation Area Act while recognizing that the City’s urban planning and environmental protection efforts – for both its developed and protected areas – must be thoroughly integrated.

The Pathway: Today, all of the City’s land must be viewed as a valuable resource that warrantsspecializedattentionandprotection. Highprioritymustbegiventoacoordinatedsetofcontemporaryenvironmentalengineeringandsitedesignpracticesaswellasenhancedzoningrequirementsfor(a)newand redevelopment, (b) protection of the Chesapeake Bay Preservation Areas, and (c) unprotectedexistingdevelopmentareasviasiteretrofitstoincorporatepollutionreduction.RefertoChapterIXforanoverview of the City’s environmental characteristics as well as an amplification of the recommendedPathwaysoutlinedhereinbelow.Toachievethedesiredlevelofprotection,renewal,andenhancementtoourenvironmentalresources,aconcertedeffortmustfocusonthefollowinginitiatives:

1. Adopt a coordinated growthmanagement administrative strategy that ensures that all newdevelopmentandredevelopmentthroughouttheCityadheretohighqualitylanduseplanningandgrowthmanagementprinciples.

4.THEENVIRONMENT

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2. GivenHopewell’shistoricaldevelopmentpatterns,placeemphasizeonpolicies,actionplans,andimplementationeffortsthatreducethecontributionofstormwaterpollutantsandwaterrunoffissuesoriginatinginitsexistingdevelopedareas.

3. Pursue public education efforts that better inform the public and stakeholders of theexpectations and mandatory requirements of the Chesapeake Bay Preservation Act.

4. Incorporatenecessaryand sufficient initiatives toaddressResourceProtectionAreagoalsaswellastomeetallDepartmentofEnvironmentalQualityexpectationsforspecificChesapeakeBayPreservationAreapolicies,ordinancerefinements,guidelinepreparation,datacollection,resourceinventories,resourcemapping,andimplementationmeasures.

5. ImplementtheCity’senvironmentalprotectiongoalsinconcertwiththeCity’svisionforlanduseandeconomicdevelopmentthroughtheFutureLandUseMap.

6. Ensure that theCity’sComprehensivePlan isupdatedon theState-mandatedcycleofeveryfiveyears;ensurethatthePlanningCommissionandDirectorofDevelopmentannuallyreviewthe Future LandUseMap,Official ZoningMap, and actual development activities to ensureimplementationcompatibilityandconsistencywiththeCity’scapitalimprovementsprogram.

7. EstablishFutureLandUsePlancategoriesanddesignateusestoplanningareasbasedontheirphysical development capacity and environmental components (floodplains, wetlands, soils,watersheds, water supply, and shoreline characteristics) for the envisioned land uses.

8. Ensure that the Planning Commission undertakes a comprehensive rewrite of the City’soutdated“firstgeneration”zoningandsubdivisionordinances.

9. Inconjunctionwiththezoningordinanceupdate,replaceoldzoningdistrictswithnewdistrictsandcontemporaryregulationsthat(a)reflectandrespondtotheintentoftheFutureLandUsePlan,(b)recognizecontemporaryapproachestoprivatedevelopmentandredevelopment,(c)provide a seamless linkage to other City land use regulations and guidelines, and (d)successfullyimplementtheCity’supdatedCBPA-ODistrictregulations.

10. UpdatetheCity’ssitedevelopmentplanregulationstoensurecompatibilityandcoordination

with the other City growthmanagement regulations, and, in particular, the CBPA-ODistrictregulations,zoningmap,andplatandplanapplicationprocess. Due to the lack ofenvironmental protection for much of the City’s land that is potentially subject toredevelopment, all land situated outside of the RPA should be designated by the zoningordinanceasResourceProtectionArea.

11. ImplementaseamlessDevelopmentAdministrationProcessthroughtheofficeoftheDirector

of Development that provides for a central control center and clearing house forcommunications, application processing, permit issuance, and coordination for all land usedevelopment and land disturbance activities; to include a focus on small area plandevelopment, advanced planning on City owned properties, and formal pre-applicationprocessforanyprivatelyinitiatedproject.

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12. Ensure that the City’s site plan and subdivision reviewprocess is fully coordinatedwith theDEQ regulatory requirements for City-wide runoff qualitymanagement and the ChesapeakeBay Preservation Areas; including coordination with planning recommendations of theapplicablecoastalresourcemanagementplansthataddressHopewell.

13. Ensurethatallnecessarylocal,state,andfederalpermitrequirementsarefullysatisfiedpriortoissuanceofapprovalforanysiteorlanddisturbingactivity.

14. ActivelymonitorCityprogresson the implementationof thePhase I and II TMDLprograms;monitor City departments review and coordinate individual responsibilities under theprogram.

15. StrengthentheCity’sregulatoryoversightandplanningresponsibilitiesfortheimplementationofChesapeakeBayPreservationActrequirementsandlocalenvironmentaldesignguidelines,ensuring that for all land use activities the following objectives are met (see Chapter XI.)Theseshouldinclude,butnotbelimitedto,thefollowing:

! nomorelandareaforaprojectbedisturbedthanisotherwisenecessarytoprovidefor

theproposedlanduse,developmentorlanddisturbingactivity;! land use planning emphasis and guidance is placed on higher density projects that

createasmallertotalsitedisturbancefootprintwithreducedoveralllanddisturbance;! indigenousvegetationonpropertiessubjecttolanddisturbanceactivitiesbepreserved

tothemaximumextentpracticable;! theimperviouscoverofproposeddevelopmentandredevelopprojectsisminimizedto

themaximumextentfeasible;! project approvals are tied to creative and highly effective environmental design

standardsrelatedtoanyjustifiableRPAencroachmentsorfortheremovalofvegetationwithinaRPA.

! asmallareaplanispreparedforalloftheCity’sdesignatedIDApropertiestofocusonexpectationsfornewandredevelopmentwithinIntenselyDevelopedAreas(IDAs);

! the City’s erosion and sediment control program is more thoroughly unified andcoordinatedwiththesitedevelopmentprocess;

! periodically update the inventory of septic systemswith the objective of phasing outthesesystemswhereitisfeasibletoconnecttopublicsewer;

! develop a capital improvements plan for environmental protection measures thatprioritizesfundingforcriticalRPAmaintenance,mitigationandremediationthatcannotbeotherwisesatisfiedbyregulatoryenforcementorprivatefinancialmeans;

! develop a capital improvements plan for environmental protection measures thatprioritizesselectedBMP/LIDretrofittingprojectsonCityownedproperties;and

! pursue continued grant and investment support from State and Federal agencies toimplementpollutantreductionefforts.

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The Reality: The City’s education system has a negative reputation that discourages residential in-migration, ingeneral,andattractiveness to in-commuters to relocate to theCity. TheCitygovernmentand school board communication process is not perceived as being in the best interest of advancingeducation. Hopewell’s irreplaceable historic and cultural assets are underperforming andunderappreciated due to the shortcomings in both governmental and institutional pride, promotion,management,maintenance, accessibility, and integration. Being limited by bureaucratic obstacles andlack of regulatory vision, coordination and communication by and between local, State and Federalagencieshasnotsoughttomaximizetourism.

The Goal: Provide energetic City leadership to establish a high quality public education system; and to ensure that valued cultural, art, and historic resources and destinations can be more fully appreciated and frequented by our citizens and visitors. Enhancements to the City’s educational, art, cultural, and historic resources are fundamental to serving Hopewell’s future growth and revitalization.

The Pathway: To achieve the desired level of enhancement to our education system as well as arts,historicandculturalresources,wemust:

1. ProvidebettereducationforallyouthoftheCityaswellaseducationalprogramstobetterpreparetheCity’sexistingemploymentbase,bothresidentandin-commuter.

2. Strengthen the education system environment to promote higher graduation rates and

enhancedlearningopportunities;coordinatewithJohnTylercommunitycollegeinprogramdevelopmentandmarketing.

3. Cultivate and advance educational programs to serve job training and certification in

industrialandtechnologyskills.4. Support and increase opportunities for expanded early-learning programs to serve the

entirecommunity;increaseclassroomsandresourcestoadequatelyserveHopewell’spre-

5.EDUCATION,CULTURE,ARTS&HISTORY

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schoolchildren;incorporateenvironmentaleducationandriverandwatersafetyprogramsintotheyoutheducationcurriculum.

5. Encourage the school board to establish leadership programs and guidance to promotehealthyschoolenvironments.

6. Improve overall appearance of the City in order to increase community pride and attractbusinesses,tourists,andresidents.

7. Promote andmarket City assets, such as the downtown area, the river, and our historic

districtinordertoincreasetourism,revenue,health,andcommunitypride.8. Provide attractive directional signage along major corridors and local streets to identify

Hopewell’s historic and cultural assets; resurrect and update the postponedWay-findingStudy;provideadequatefundingforimplementation.

9. Developandimplementa“HopewellTrails”programthatintegratesacomprehensiveway-

finding systemand links themarketing campaign for theCity’s arts, cultural, andhistoricresources.

10. BuildinguponHopewell’s100th anniversary calendar, increaseCity-initiatedentertainment

events as well as promote cultural destinations and activities; plan and providecoordination for a “Hopewell 365” agenda for in-City activities; ensure that the Cityreceives expanded and appropriate media attention for a coordinated, activity-intensiveeventcalendar.

11. ExpandthemarketingandeventcalendarfortheBeaconTheater.Instituteadvertisingfor

these events via the City’s “Hold Music” system for all to hear. Include advertising ofeventsinallCitybillingsandpubliccommunications,wherefeasible.

12. Developacommunityandpublichealtheducationprogramandrelatedservicesforallage

and income cohorts; to be prepared in response to the City’s most recent health careplanningstudies.

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TheReality: Theoverallhealthandwellbeingofthecommunity,measuredagainstStatestandards,areextremely poor. The City ranks in the lower ten percent in comparison to all Virginia communities insocial, economic, and environmental factors that shape health outcomes. Weaknesses in education,racial,ethnicandhealthmetricsaresignificant.Theaccesstoandavailabilityofhealthyfoodsisabsentfrom the retail sector. There exists a lack of awareness and knowledge of general healthy living andeatingbenefits.

TheGoal: Provide a safe, healthy, and secure environment to enhance community wellbeing and quality of life; promote policies for active living, healthy eating, and social connectedness to enhance the health and welfare of our citizens; and improve the external perception of the City as a healthy place to live, work and recreate. Cultivate an active community where our individual citizens, workers, families and youth can thrive; encourage walking, biking and expand community access to other opportunities for physical activity.

ThePathway:Toachievethedesiredstrengtheningofourcommunity,wemust:

1. Monitorallpublichealthindicatorstoassesstheimpactofthebuiltenvironmentonpublichealthoutcomes,chronicdiseaseandhealth inequalities;annuallyassessandre-evaluateCitypoliciesthatdonotcomplementcommunitywellbeingobjectives.

2. Developstrategies to improveracial,ethnic, socio-economicandgeographicdisparities in

the availability and access to healthy foods, a healthy environment, safe and cleanneighborhoods,andphysicalactivitiesandresources(refertoChapterVIII.)

3. Expand public recreational opportunities, wellness education, nutrition and food

preparationeducation,andotherhealthadvisory services forour citizensandworkforce;considerindividualandcommunityhealthoutcomesinallplanningpolicydecisions.

4. Advanceeffortstoaddresscommunitymentalhealthissues;workwith“HealthyFamilies”

and the “Parent Network Organization” to promote awareness and benefits of mentalhealth assessments, health programs, home visitation, child betterment programs, and

6.COMMUNITYCHARACTERANDHEALTH

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otherfamilysupportefforts;enhancecommunicationsandotherpartnershipopportunitieswith theCity’s faith-basedorganizationsandthehealthcarecommunity;providesupporttoimproveaccesstomentalhealthservicescausedbytheDistrict19relocation.

5. Continue to evaluate and utilize the findings of the Cameron Foundation 2013 Health

Needs Assessment as well as regional demographic findings related to chronic disease;work with the Cameron Foundation, the local health department and other partners toconductperiodiccommunityhealthneedsandassessments.

6. Evaluate thepotential benefits ofmembership and increaseparticipation in regional and

localhealthandcommunitybettermentservicesandhealthimprovemententities,suchasHEAL, FeedMore,AccessNow,CentralVirginiaAsthmaCoalition,ChildAbusePreventionTeam, the Cameron Foundation Health Advisory Council, Coalition for Active Children,REACH, Richmond Sports Backers, the Regional Drug-Fee Alliance, and the Fort LeeExpansion Group. Evaluate the potential benefits of membership and participation inregional educational support entities, such as Regional Behavioral Skills Training andRegionalVolunteerTraining.

7. Coordinatewithregionaleffortstocreateandresourcealocally-basedprogramtoidentify,

comfort,mentor,trainandhousethehomeless;evaluatebestpracticesofotherhomelessserviceprovidersinotherVirginialocales.

8. Create opportunities to increase the number of people who walk and bike to daily

activities; while reducing car dependency; develop a Complete Streets program andimplementbasictrafficcalmingandsafetymeasuresthroughouttheCity.

9. Establish a Health Care planning sub-area within the Downtown Hopewell District that

supports the existing medical center and anticipates the land area and developmentrequirementstoservethefuturehealthcareneedsoftheCityandregion;ensurethatthemedical center is accessible through public transportation for neighborhoods with thepooresthealthoutcomesandleastaccesstoprivatetransportation.

10. Seek to recruit selectivebusinesses andenterprises that valueboth the individual health

andeconomicprosperityofitsemployees.11. Implement new zoning and subdivision regulations that include requirements for civic,

recreational, and open space improvements within new and redevelopment projects.;require all new and re-development projects to include sidewalks, curb and gutter,landscaping,trashremoval,streetlighting,andadequatedrainagefacilities.

12. Develop the physical environment to attract and cultivate a positive work culture and

implementastrategyforenterpriseretention. 13. Ensure that zoning and subdivision ordinances facilitate opportunities and guidelines for

appropriatechild-careandagingadult-carefacilities.14. Upgrade the public awareness of health and education issues by improving City media

resources.

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15. Implementandenforceexpandedrentalhousing inspectionpolicies toensurethehealth,

safety and general welfare of our citizens who are impacted by deteriorating housingconditionsandinsufficientpropertymaintenance.

16. Exploreincentivesfornewcommercialdevelopmentproposalstoincorporateandincrease

accesstohealthyfoodsbyresidentsandemployees;emphasizethegoalofmarketingandproviding healthy foods in conjunction with zoning, site plan, and building permitapplications.

17. Support a Hopewell Farmer’s Market as a civic space for fresh locally grown fruits and

vegetables; facilitatetheextensionoftheseasonforoperationofthemarket intothefallandwintermonthsaswellasitsrecognitionthroughouttheregion.

18. Promote healthy and active living policies for employees within the Hopewell citygovernmentofficesandother localagencies;toincludetrainingseminarsandeducationaltools to advance adopted City Council resolutions; encourage similar initiatives amongprivateindustryandnon-profitorganizations.

19. Monitor governmental, institutional, and private sector compliance with ADA standardsandpolicies;ensurehighqualityADAimprovementspecificationsareincludedintheCity’ssiteplanandsubdivisiondesignstandards.

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TheReality:TheCity’smajorentrancecorridorslackconsistentrightofwayimprovements;uncontrolledcommercial entrances and parking configurations do not contribute the traffic efficiency and safety;regional truck and through traffic patterns on Route 10 interrupts the integrity of the downtown;residential streets in many neighborhoods lack sidewalks, lighting, curb and gutter, and appropriatedrainageimprovements.

The Goal: Plan and advance an effective transportation system–serving pedestrians, bicyclists, and motorists alike–that is compatible with the Future Land Use Plan and the Comprehensive Plan’s goals for economic prosperity as well as the safety, livability, and value of our community. Establish and maintain safe, attractive and efficient urban infrastructure–sidewalks, street lighting, public water and sewer, storm drainage, environmental improvements– that better serve the physical and environmental demands of our population, workers, and enterprise base.

ThePathway:Toachievethedesiredleveloftransportationsystemenhancements,wemust:

1. Assume a more active role in regional transportation planning, including the Tri-CitiesMetropolitan Planning Organization (MPO) long-range transportation planning process andMPO Regional Needs studies; coordinate with contiguous jurisdictions in assessment anddevelopment of regional transportation priorities, including periodic review and update ofemergencytransportationroutingplans.

2. Implement transportation-efficient land use and Complete Streets practices with new andredevelopment projects, including an emphasis on higher density traditional neighborhooddevelopment(TND)formsofnewandredevelopmentinandaroundthedowntown.

3. Prioritize thepreparationof a comprehensive long-rangeparking strategy for the expanded

DowntownHopewelldistrict;retainstrategically-locatedCitypropertyandacquireadditionalpropertywhereandwhennecessary;re-evaluateon-streetandoff-streetparkingregulationswithanemphasisontheDowntownHopewellDistrict.(RefertoChapterVII.)

7.TRANSPORTATION

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4. Update existing parking and loading regulations to ensure a more flexible approach that

responds to specific land uses and utilization characteristics; adopt guidelines for parkingimpactanalysistosupportspecifictrafficandparkingdemandsofindividualprojects.

5. Develop an alternative truck route through theCity to reduce the impacts of through trucktraffic on Route 10; develop a transportation and traffic master plan for traffic calmingmeasures, travel lane optimization and bikeway delineation, pedestrian crossings, streetlightingandcrossingillumination,andothercontrolmeasureswithintheDowntownHopewelldistricttoreduceoperatingspeedsandtrafficvolumesfromthroughtrucks.

6. PrepareatrafficstudyandtransportationengineeringanalysisoftheRoute10/RiversideDriveintersection to determine the feasibility of a full, signalized intersection at that location; toinclude relocationofRiversideDrive inaccordancewith theRiverGatewayPriorityPlanningAreaconceptplan.

7. Establishprogramstopromote,serveandcoordinatethetransportationneedsofunderservedCitypopulations(e.g.seniors,personswithdisabilities,andlow-incomeresidents.)

8. Review the City’s partnership agreement with Petersburg Area Transit (PAT) to determineservicelevels,cost-benefitsandridershipsatisfaction;determineifothervalue-addedoptionsfor localpublicorquasi-publictransit(includingcabservicevouchers)couldbetterservetheridershipneedsinourcommunity.

9. ProvideforaccessmanagementthatmeetsorexceedsVDOTguidelines;reducethenumberofcommercialentrancecurb-cutsandstrategicallylimitaccessonpublicstreetsaspropertiesare consolidated and proposed for repurposing and redevelopment; increase efforts duringthesiteplanandsubdivisionreviewprocesstoensuregoalsarebeingmet.

10. Develop a consolidated Public Improvement Design and Construction Standards manual to

provide a single-source document for ease of use by the development and buildingcommunity;providecomprehensivestandardstoaddress trafficandtransportationplanningguidelines,streetandpavementdesign,sidewalkandpedestrianimprovements,rightofway,water and sewer, drainage, stormwater management (SWM), Best Management Practices(BMP), trash collection, street lighting, easement specifications, traffic accommodationmeasures,andothersiteplanandsubdivisionrelated items;reviewCitydesignstandardstoensurecompatibilitywithcontemporarydevelopmentpracticesandindustrystandards.

11. Developaplan to reducecongestionpotential inandaround the I-295 Interchange; require

newandredevelopmentprojectstoprovidegreaterinternalaccessandconnectivitybetweenindividual “pad” development while reducing intersections with the entrance corridors.

12. Initiate an engineering study to determine right ofway expansion requirements for all Citystreetsandincrementallysecureadditionalrightofwayandtransportationimprovementsinconjunctionwithsiteplan,subdivision,andzoningapplications.

13. Continue to identify neighborhood street and sidewalk deficiencies and establish a capitalimprovementsplanthatprioritizessafetyissues.

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14. Adopt a Corridor Overlay zoning district, supplemented by individual corridormaster plansandsmall-areamasterplansanddesignguidelinesthatachievemoreeffectiveinter-andintra-parcelconnectivity.

15. Reduce the dependency on local neighborhood and downtown streets for non-residential

traffic (“cut-through”) purposes; implement traffic calming measures (e.g. cross-walkdelineation, cross-walk safety lighting, limited intersection redesign, 4-way stops and speedreduction,signage,androundabouts)whereappropriate.

16. Require sidewalks, curb and gutter, and contained storm drainage conveyance on all newpublicandprivatestreets.

17. PrepareandadoptaCityBikewaysPlanincoordinationwithothercurrenttransportationand

pedestrianplanning and implementation efforts (e.g. Complete Streets programs); initiate astudytoevaluateexcesslanecapacityonexistingCitystreetstodeterminecost-efficientandsafe design options for accommodating bike movements; consider routes that connect todestinations relevant to the health and welfare of low-income City residents (e.g. food,employment,retail,healthcare).

18. AdvancetheCity’ssegmentoftheregionalRiverfrontWalkconceptplan;workwithpropertyownerstoassessfeasibilityissues;preparedetailedmasterplansandengineeringevaluations(including floodway andwetlands inventories); integrate the riverfrontwalk design conceptinto the update of the Downtown Hopewell master plan; include funding resources withsubsequentcapitalimprovementsplans.

19. Re-evaluatetransportationimprovementprojectsrecommendedbythe2001ComprehensivePlan;prioritizeandfundthoseprojectsthatremaincriticaltoachievingCityplanninggoals.

20. Evaluate the feasibility of parking garages as shown on the Downtown Visionmaster plan;amendinconjunctionwiththeupdateoftheDowntownHopewellmasterplan.

21. Work with individual property owners and businesses to develop attractive way-findingsystemsfordowntownbusinesscustomersandvisitors;designateperipheralparkingareasforemployeeswhilediscouragingon-streetparkingforemployees.

22. Conductplanning,engineeringandrightofwayacquisitionfortransportation improvementsin the Rt. 36/I-295 Commercial Gateway District (Priority Planning Area 5); to include theAshland Street Connector to the Colonial Center site; Implement gateway improvements,including signage, lighting and landscaping, to heighten the views of the Rt. 36/I-295interchangefromI-295.

23. Conductplanning,engineeringandrightofwayacquisitionfortransportation improvements

in theRiverGatewayDistrict (PriorityPlanningArea5); to include realigningRiversideDriveandestablishingaproper“gatewayintersection”atRt.10andRiversideDrive.

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The Reality: Many public facility recommendations of the 2001 Comprehensive Plan and subsequentstrategicplanshavenotbeenimplemented;thepriorplandidnotaddresspublicsafetyandemergencypreparednessservices;subsequentplans for individual functionsandprovidershavenotbeenreviewedandintegratedintoaunifiedprogramthatanticipatesfutureneeds.

The Goal: To plan and advance the quality, capacity, and effectiveness of the City’s services, community facilities, and public safety systems to meet the evolving demands of our citizens and workforce. Establish and serve our community with adequate public facilities, services, and urban infrastructure to meet the needs of the City’s citizens and workforce. To plan, provide, and coordinate an emergency preparedness system, fully coordinated with state and regional agencies, that anticipates projected population and employment growth.

ThePathway:Toachievethedesiredlevelofpublicfacilitiesandservices,wemust:

1. Evaluatethelong-termCitydemandsforpublicfacilitiesandservicesinrelationtopopulationandemploymentgrowthprojectionsaswellascompatibilitywiththeComprehensivePlan.

2. Establish a capital improvements planning process for public services and facilities that is

initiated by the Planning Commission and Planning Staff to ensure compatibility with therecommendationsandprioritiesoftheComprehensivePlan.

3. Annually review and update ongoing plans, programs, staffing, and capital improvements

requirements forpolice, fire, judicialoperations,public real estate, andothergovernmentalproperties,facilitiesandotherCityservices.Thiswouldincludespecificannualreviewswithmanufacturingfacilities’managementteamsregardingemergencyplanpreparedness.

4. Annuallyreviewandassessquasi-publicandnon-Cityserviceproviders(e.g.cable,telephone,

electric, internet) to ensure that the City is receiving performance and service levelscomparable to other jurisdictions within the Richmond Metropolitan Area; update andcoordinateplansofindividualserviceproviders.

8.PUBLICSERVICES,FACILITIESANDEMERGENCYPREPAREDNESS

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5. Assess regional and local emergency preparedness plans to ensure a unified response

approachbyandbetween local jurisdictions;ensureactiveparticipation inregionalplanningactivities.

6. Annually review the City’s emergency preparedness plan; ensure City agencies have

coordinatedinternalplanstoensureeffectiveresponsivenessaswellasrecoveryoperationsintheeventofnaturalorhuman-causeddisasters.

7. AssesshowchangesinthebuiltenvironmentimpactCityandregionalreadinessplans.

8. Evaluateutility infrastructuredemandsandcapacity for sewer treatment facilities,domestic

watersupplyandtreatment,wastemanagement,andotherpublicinfrastructure;requireCityservice agencies and departments to annually update supply/demand metrics and assesscurrentoperationsandperformanceinrelationshiptopotentialgrowthhorizonsidentifiedbytheComprehensivePlan.

9. Develop and implement a strategy to retain quality City employees through employee

development,careerpaths,effectivecompensationandbenefits,andapositiveworkculture.

10. DevelopandimplementaplantomarkettheCityasan“employerofchoice”,bothinternallyandexternally.

11. Updatewaterqualityplansandprograms;continuetomonitorallaspectsofwaterqualityand

mitigatedeficienciesatthefresh-water intakeatthewatertreatmentplant;ensurethattheprivate water company implements and maintains best practices in all plant operations,treatmenttechnology,anddistributionoperations.

12. Develop a comprehensive strategy and action plan to address water supply emergencies;

identifyoptionsandadoptanactionplantoprovideemergencywaterdistributionwithinthecommunity.

13. Require remaining septic systems to connect to City sewer; provide engineering assistance

whereneeded.

14. Planandconstructanewpolicestation;planandconstructanewfiredepartment.

15. Monitorand implementemergencycommunicationssystemcompatiblewiththenewpublicsafetybuilding.

16. Provide funding for manpower and equipment to ensure the City can maintain police

accreditationstatusandcontinueproactivepublicsafetystrategies.

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TheReality:TheCityhasamplelandareaallocatedtoopenspaceandparkusage.However,parksandrecreationalfacilitiesdonotfullymeetthediverseneedsofthecitizens.Someparkandopenspaceareasareunderutilizedandpoorlylocated.Maintenance,security,andoperationalroutineshavebeendifficultto efficiently implement. There has been only limited City effort to explore coordinate and facilitatepropertyand facilityusageandactivitiesbyandbetweentheCity,State,NationalParkService, schoolsand owners of historic or cultural designations; riverfront opportunities continue to be a missedopportunitytoexploititspotentialfortourismandrecreation.

The Goal: To improve and rebalance City parks and recreation facilities and offerings to better serve the needs and lifestyles of our current and future citizens. Create safe, active and wholesome recreational opportunities where families and youth can thrive and that are attractive and inviting to visitors.

ThePathway:Toachievethegoalsforparks,recreationandactiveliving,weshould:

1. Review and update the 2012 Recreation Master Plan, with a focus on sports tourism andpromotionofassociatedsportstourismactivities;coordinatewiththesportstourismcalendarof surrounding jurisdictions to highlight and promote the City’s complementary tourismassets.

2. Annuallyevaluatepotentialenhancementstoexistingrecreationofferingsandparksfacilities;evaluaterecreationfacilityandcommunitycenterusepolicies, includingthoserelatedtofeestructuresandenterprisefundpoliciestoensureoperationalsustainability.

3. Establisha coreworking relationshipwith theNationalPark Service (NPS); secureapprovals

through appropriate State and Federal sources to achieve cooperative and joint useopportunities; undertake coordinated improvements, such as shared festival infrastructureandanupgradetothewalkingpathandinterpretativetrailsatCityPoint.

9.PARKSANDRECREATION

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4. IntegratebothCityandprivatepassiverecreationandopenspaceswiththeregionalriverfrontwalkmasterplan;advanceplanninganddesignactivitiesfortheCity’sportionoftheriverfronttrailplanincoordinationwiththeupdateoftheDowntownHopewellMasterPlan.

5. Expandandpromoterivertourismandrecreationalactivities,withanemphasisonexpanding

theCitymarinafishingtournaments.

6. Implement the priority action items in the Virginia Commonwealth University “City PointMasterPlan”,asadoptedbyCityCouncil.

7. Review opportunities for conversion of underperforming park properties for economic

development,residentialinfillhousing,orotherappropriateuse.

8. Undertakeathoroughassessmentofthepotentialshareduseofpublicschoolfacilities,fieldsandoutdoorspaces;reviewandupdatefacilityuseagreementstoensureoptimalutilizationoftheseresources.

9. PrepareandimplementaplantomeetthesocialandrecreationalneedsofHopewell’syouth

including the development of a Youth Center; develop and implement a plan for familyrecreationandothercommunityneeds.

10. Coordinatewith private health and athletic clubs to aid in determining gaps in recreational

needsintheCity;evaluatethefeasibilityoftheprivatizationofthecommunitycenter.

11. ContinuetoupgradethemaintenanceprogramforcleanlinessandaestheticsoftheCity’scivicareasandparks.

12. ImproveaccessandaestheticsattheCityPointsectionofthePetersburgNationalBattlefield.13. EvaluatepotentiallybeneficialopportunitiestoinitiateorcontinueassociationwiththeJames

RiverOutdoorCoalition,FriendsofJamesRiverParks,RainbowGamesandSpecialOlympics,andVirginiaVictoryGames.

14. Include in the update of the Downtown Hopewell District’s Small Area Plan a strategy to

integratebothmixed-usedevelopmentandpassiverecreation(e.g.trails).

15. Promoteand conduct employeewellness forumsand clinics forboth thepublic andprivatesectorworkforce.

16. ImproveCitywebsiteandpublicmediacoverageofparksandrecreationopportunities.

17. Requireappropriate levelsof recreation, civic andopen space improvements in conjunction

withnewresidentialandmixed-usedevelopment.

Documents

Vision and Goals for Hopewell...2018/04/05 · Vision and Goals for Hopewell Chapter II presents the specific goals, pathways and action plans that have been adopted to guide the